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As Canada’s Minister of Transport, I am pleased to present Transport Canada’s Departmental Performance Report for 2008-09.
Transportation touches most Canadians every day, and generates nearly 12 per cent of Canada’s Gross Domestic Product. Each year it accounts for 1.8 billion passenger trips and moves over $1 trillion worth of goods to market. Canada needs a safe, secure, efficient and clean transportation system that works well. This is good for the people who use it, and good for our economy, helping us to compete in challenging global markets.
That is why in 2008-09, we delivered. We delivered a wide range of programs. We spent significant time and effort to streamline programs and legislation to support Canada’s Economic Action Plan. And over the next five years, we will be investing almost one billion dollars in the country’s roads, bridges, border crossings and transit systems. In 2008-09 Transport Canada also:
Transport Canada is proud of what it has accomplished with the cooperation of our many partners in industry and government, both here and abroad, and looks forward to meeting the challenges of the future.
The original version was signed by
John Baird, P.C., M.P.
Minister of Transport
Transport Canada is responsible for the Government of Canada’s transportation policies and programs. The department has the added responsibility, under the Canada Transportation Act, to monitor the ongoing health of the national transportation system. As such, while not directly responsible for all aspects or modes of transportation, the department plays a leadership role to ensure that all parts of the transportation system work together effectively.
Our Vision
A transportation system in Canada that is recognized worldwide as safe and secure, efficient and environmentally responsible.
The department’s vision of a sustainable transportation system is one that integrates and balances social, economic and environmental objectives. Our vision is guided by the following principles:
In February 2006, Transport Canada became part of the Transport, Infrastructure and Communities portfolio, which also includes Infrastructure Canada, three agencies operating at arm's length from the department, 16 Crown corporations (e.g. VIA Rail, Marine Atlantic) and over 40 shared-governance organizations (e.g. Port of Montreal, Vancouver International Airport). The creation of this portfolio has provided an unprecedented opportunity to integrate transportation policies and infrastructure funding programs (e.g. $2.1 billion for gateways and border crossings). Under this Portfolio, the Minister heads a complex organizational structure, and is responsible for administering over 60 statutes.
Transport Canada modified the program activities from 2007-08 to 2008-09, as outlined in the 2008-09 Report on Plans and Priorities. Only the titles of the program activities changed, as illustrated in the table below. This had no impact on financial resources allocated to each program activity.
It should be noted that Transport Canada completely restructured its Program Activity Architecture in 2008-09 which is reflected in the 2009-10 Report on Plans and Priorities. Consistent with the Treasury Board guidelines, for the purposes of this report, Transport Canada is reporting against the structure that was used in the 2008-09 Report on Plans and Priorities.
To support its mandate, Transport Canada was assigned the following resources:
Planned Spending | Total Authorities | Actual Spending |
---|---|---|
1,336 | 1,463 | 1,040 |
Planned | Actual | Difference |
---|---|---|
5,155 | 5,165 | 10 |
Performance Indicators | Expected Results |
---|---|
|
|
2008-09 Performance | |
|
Program Activity 1 | 2007-08 Actual Spending |
2008-09 | Alignment to Government of Canada Outcomes | |||
---|---|---|---|---|---|---|
Main Estimates |
Planned Spending |
Total Authorities |
Actual Spending |
|||
Transportation Policy Development and Infrastructure Programs | 124 | 218 | 522 | 507 | 200 | A fair and secure marketplace Strong economic growth |
The variance of $307 million between Total Authorities and Actual Spending was primarily the result of reduced spending in the following contribution programs during the year:
The remaining variance of $16 million was primarily the result of staffing delays and various capital project delays.
Performance Indicators | Expected Results |
---|---|
|
|
2008-09 Performance | |
|
Program Activity 1 | 2007-08 Actual Spending |
2008-09 | Alignment to Government of Canada Outcomes | |||
---|---|---|---|---|---|---|
Main Estimates |
Planned Spending |
Total Authorities |
Actual Spending |
|||
Transportation Safety and Security | 566 | 613 | 613 | 672 | 629 | A safe and secure Canada |
The variance of $43 million was primarily the result of:
The remaining variance of $23 million was primarily the result of staffing delays and various capital project delays.
Performance Indicators | Expected Results |
---|---|
|
|
2008-09 Performance | |
|
Program Activity 1 | 2007-08 Actual Spending |
2008-09 | Alignment to Government of Canada Outcomes | |||
---|---|---|---|---|---|---|
Main Estimates |
Planned Spending |
Total Authorities |
Actual Spending |
|||
Sustainable Transportation Development and the Environment | 146 | 202 | 202 | 283 | 210 | A clean and healthy environment Strong economic growth |
Lower spending in some programs generated a variance of $73 million during 2008-09, the most significant portion attributable to the sunsetting of the ecoAUTO rebate program on March 31, 2009, which created a variance of $49 million, as well as small variances in other programs totalling $8 million. The remaining variance of $16 million was primarily the result of staffing delays.
The transportation sector touches almost all Canadians. It accounts for nearly 12 per cent of Canada’s Gross Domestic Product. Each year it accounts for over 1.8 billion passenger trips and moves over $1 trillion worth of goods to market.
The way Transport Canada performs and delivers services is influenced by Canada’s changing social, economic and political landscape, by international trends and by our strong partnerships with a broad range of institutions and organizations.
Key factors that affect the department’s performance and decision-making process include:
Globalization. Globalization is transforming Canada’s manufacturing processes and trade patterns. It calls for rapid access to and from Canadian markets and a systems-based approach to reduce congestion and increase capacity at several key gateways and land border points. This approach positions Canada as an efficient, reliable transportation choice to connect North America to the world. Shifts in the global economy are also creating opportunities both internationally and in Canada’s North.
The Environment. Canadians are becoming more concerned about the environment and expect all levels of government to protect their environment and health. The transportation sector is responsible for about 27 per cent of all greenhouse gas emissions in Canada. Addressing this issue is a challenge since there are many different pollution sources and cooperation and buy-in is required among different levels of government and international partners as well as among transportation providers and consumers.
Safety and Security. A safe and secure transportation system is vital to Canada’s economic competitiveness,
standard of living and relationships with global trading partners. Increased safety depends on a strong, systemic safety
culture and more accountability from transportation sector operators. Canada is still viewed as a target for potential terrorists
attacks and Transport Canada must respond to the security concerns
of our trading partners, while keeping security policies from becoming trade barriers.
The Economy. The past year saw record increases in the price of crude oil per barrel, which in turn affected retail fuel prices for all modes of transport. Then a dramatic worldwide recession and financial market crisis made prices drop and the economy slow down. The economic slowdown in the U.S. and other key trading partners reduced demand for Canadian exports, which caused a sharp drop in prices for Canadian commodities. This directly impacted the transportation sector, since transportation is a derived demand.
Governance Pressures. Transport Canada completed its strategic review in 2008-09, identifying ways to streamline its operations, realign its activities and transform its organization to deliver better results for Canadians. A corporate risk profile was also completed, which supported the executive team’s decisions related to internal audit planning and other types of integrated business planning.
Program Priority 1: Market-based policy framework (Ongoing) |
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Policy/legislative frameworks that improve transportation services by allowing transportation activities to adapt, innovate and remain competitive. |
Linkage to Strategic Outcome: An efficient transportation system that contributes to Canada’s growth and trade objectives.
Priority Status: Mostly Met
Transport Canada:
Program Priority 2: Infrastructure, gateways and trade corridors (Ongoing) |
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Transport Canada is responsible for the implementation of the Gateways and Border Crossings Fund and the Asia-Pacific Gateway and Corridor Initiative, components of the $33 billion Building Canada Plan. |
Linkage to Strategic Outcome: An efficient transportation system that contributes to Canada’s growth and trade objectives.
Priority Status: Mostly Met
Transport Canada signed contribution agreements worth over $1 billion of federal funding to support major transportation
projects across Canada, one of which was
co-signed with Infrastructure Canada. The agreements included:
In addition to these contribution agreements, eight transportation infrastructure proposals totalling $413.5 million were announced in 2008-09 under the Gateways and Border Crossings Fund.
Program Priority 3: Innovation (Ongoing) |
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Transport Canada will continue to accelerate research, development, deployment and integration of Intelligent Transportation Systems. |
Linkage to Strategic Outcome: An efficient transportation system that contributes to Canada’s growth and trade objectives.
Priority Status: Mostly Met
New transportation research and development and deployment projects were undertaken to enhance the transportation sector’s ability to develop and deploy new technologies:
Program Priority 4: Strengthened security policies and programs (Ongoing) |
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Strengthened security policies and programs that address emerging issues in the security environment of Canadian and international transportation. |
Linkage to Strategic Outcome: A safe and secure transportation system that contributes to Canada’s social development and security objectives.
Priority Status: Mostly Met
Transport Canada:
Program Priority 5: Streamlined regulations (Ongoing) |
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Streamlined safety and security regulations that support the Government’s commitment to protect and advance the public interest through a more effective, efficient and accountable regulatory system. |
Linkage to Strategic Outcome: A safe and secure transportation system that contributes to Canada’s social development and security objectives.
Priority Status: Mostly Met
Transport Canada made progress towards improving harmonization and streamlining regulations and standards related to:
Program Priority 6: Safety and security management systems (Ongoing) |
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Safety and security management systems that effect cultural shift towards a systematic understanding and management of risk and threats. |
Linkage to Strategic Outcome: A safe and secure transportation system that contributes to Canada’s social development and security objectives
Priority Status: Mostly Met
Working with government and industry partners, progress was made towards implementing safety and security management systems through formal and informal consultation, and education and awareness sessions. Safety and security research activities to increase the understanding of risks and threats across modes of transportation continue.
Other results included:
Program Priority 7: Climate change and Clear Air (Ongoing) |
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Policies and programs designed to reduce greenhouse gas emissions and improve air quality by addressing smog, particulate matter and other air pollution issues that adversely affect the health of Canadians. |
Linkage to Strategic Outcome: An environmentally responsible transportation system that contributes to Canada’s sustainable development objectives.
Priority Status: Mostly Met
Transport Canada supported international efforts in the aviation and marine sectors to develop standards and recommended practices for reducing greenhouse gas emissions and air pollutants. For the rail sector, the department began work on the development of emissions regulations. Transport Canada also:
Program Priority 8: Environmental Assessments (Ongoing) |
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Environmental assessment ensures that departmental policies, programs and projects take environmental impacts into consideration at the planning stage. |
Linkage to Strategic Outcome: An environmentally responsible transportation system that contributes to Canada’s sustainable development objectives
Priority Status: Met All
Transport Canada conducted 829 project environmental assessments as required by the Canadian Environmental Assessment Act and territorial land claim agreements; and identified measures to prevent, minimize, or manage adverse environmental effects. The department also conducted 88 strategic environmental assessments to identify potential impacts of proposed departmental policy, plans and programs.
Management Priority 1: People (Ongoing) |
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Focus on people management priorities identified in the departmental Integrated People Management Strategy, implementation of the Public Service Renewal Action Plans, pro-active staffing solutions and strengthening linguistic duality in Transport’s Canada’s services and the workplace, including employee development. |
Linkage to Strategic Outcome: Linked to each departmental strategic outcome.
Priority Status: Met All
Transport Canada developed an Integrated People Management Strategy and National Staffing Strategy to address human capital needs, based on the updated National Human Resources Plan. Other results include having:
Management Priority 2: Values and Ethics (Ongoing) |
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Further integrate values and ethics in management practices and strengthen oversight by promoting a one-stop shop for advisory services, developing a learning strategy, informing employees of the Public Servants Disclosure Protection Act, and initiating work on a departmental Code of Conduct. |
Linkage to Strategic Outcome: Linked to each departmental strategic outcome.
Priority Status: Met All
Transport Canada:
Management Priority 3: Governance and Stewardship (Ongoing) |
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Develop new Program Activity Architecture and enhanced Performance Measurement Framework; Implement strengthened planning and reporting function to support effective decision-making, priority setting and resource allocation. |
Linkage to Strategic Outcome: Linked to each departmental strategic outcome.
Priority Status: Met All
The advisory and decision-making capacity of Transport Canada’s executive team was enhanced because the department:
Spending Trend for Transport Canada
Figure 1.5.1 shows Transport Canada’s expenditures (planned, authorized and actuals) from 2005-2006 to 2008-2009. The trend shows a gradual increase in actual spending from $702 million in 2006-2007, to $1,040 million in 2008-2009. The increased spending over this period is attributable to some of the department’s major initiatives including the ecoauto Rebate Program, the Asia Pacific Gateway Corridor Initiative, and the Gateways and Border Crossings Fund.
This table shows the voted items Parliament approved through the Main Estimates with its supply bills. The statutory items are displayed for information purposes only.
Vote # or Statutory Item (S) 3 | Truncated Vote or Statutory Wording | 2006-07 Actual Spending |
2007-08 Actual Spending |
2008-09 Main Estimates |
2008-09 Actual Spending |
---|---|---|---|---|---|
Vote 1 | Operating expenditures | 254 | 304 | 315 | 357 |
Vote 5 | Capital expenditures | 71 | 73 |
78 |
66 |
Vote 10 | Grants and contributions | 231 | 316 | 472 | 443 |
(S) | Contributions to employee benefit plans | 64 | 66 | 67 | 67 |
(S) | Northumberland Strait Crossing subsidy payment under the Northumberland Strait Crossing Act | 54 | 55 | 55 | 56 |
(S) | Payments in respect of St. Lawrence Seaway agreements under the Canada Marine Act | 24 | 19 | 42 | 44 |
(S) | Payments to Canadian National Railway Company in respect of the termination of the collection of tolls on the Victoria Bridge, Montreal and for rehabilitation work on the roadway portion of the Bridge | 2 | 3 | 3 | 3 |
(S) | Spending proceeds from the disposal of surplus Crown assets | 1 | 3 | ||
Total 4 Department | 702 | 836 | 1,032 | 1,040 |