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Please note that a correction was made to both the English and French version of the report (2.1.2 Gateways and Corridors, Performance Status and Summary). The word "increased" has been replaced with the word "contracted".
As Canada’s new Minister of the Transport, Infrastructure and Communities (TIC) Portfolio, I am pleased to present the Departmental Performance Report for 2009-2010.
Canada entered the global economic crisis with balanced budgets, decreasing debt and taxes, a strong financial sector and robust economic policies. Transport Canada worked with our partners at all levels of government to help successfully implement Canada's Economic Action Plan (EAP), injecting nearly $500 million of stimulus money into the economy. The result is a more modern transportation infrastructure.
The department continues to pursue long-term policy, planning and strategic investments in transportation systems. Our Gateway approach helps Canada respond to evolving global trade opportunities for international commerce. Our work continues on the Asia-Pacific Gateway and Corridor Initiative; gateway strategies for the Atlantic and for Central Canada; and the new Windsor-Detroit bridge crossing, with our United States, Michigan and Ontario partners.
Our transportation safety record remains the envy of our partners worldwide. Our efforts to modernize and harmonize standards, policies, programs and regulations are improving safety across all modes. Foremost among these efforts is the implementation of Safety Management Systems, an innovative approach to managing safety issues before they become accidents by inspiring a stronger safety culture with operators and users.
From a security perspective, the government responded quickly after the December 25th, 2009 attempted terrorist bombing of a Northwest Airlines flight to Detroit. New regulations enhanced the security of the travelling public. The federal government provided $1.5 billion to CATSA and Transport Canada, with another $95.7 million to enhance air cargo security over 5 years. Transport Canada also worked closely with transportation infrastructure owners and operators and our international partners to enhance transportation safety and security across all transportation modes during the 2010 Olympic and Paralympic Winter Games in Vancouver and Whistler.
Transport Canada is actively contributing to a clean transportation system that helps preserve our environment, protects the health of Canadians and furthers our economic prosperity. Transport Canada continued to implement programs under the ecotransport strategy; supported the development of international standards and recommended practices for the aviation and marine modes. The department also protected the marine environment by reducing the pollution of water from transportation sources; and, exercised environmental stewardship of its lands and activities.
Our new Corporate Governance Structure enhances our decision-making and accountability. We support and value our employees through our commitment to Public Service Renewal and best management practices.
I am proud of this department’s achievements on behalf of Canadians.
The original version was signed by
The Honourable Chuck Strahl, P.C., M.P.
Minister of Transport, Infrastructure and Communities
Transport Canada is responsible for the Government of Canada’s transportation policies and programs. The Canada Transportation Act requires that the department monitor the ongoing health of the national transportation system. As such, while not directly responsible for all aspects or modes of transportation, Transport Canada plays a leadership role in ensuring 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. This vision is guided by the following principles:
Transport Canada employs 5,416 people at its headquarters and in five regional offices across the country and is part of the Transport, Infrastructure and Communities portfolio. Under this portfolio (Figure 1 below), the Minister of Transport, Infrastructure and Communities heads a complex organizational structure that includes Transport Canada, Infrastructure Canada, three agencies operating at arm’s length from the department, 16 Crown corporations (e.g. VIA Rail, Marine Atlantic Inc.) and over 40 shared-governance organizations (e.g. Port of Montreal, Vancouver International Airport). The Minister is responsible for administering over 60 statutes.
This portfolio brings together key organizations, policies and programs to provide an integrated focus on issues affecting Canada’s transportation system and public infrastructure, including the following:
Figure 1
View the text version of the portfolio overview.
The following provides key progress made in fiscal year 2009-2010 with respect to Accomplishments, Program Activity Architecture (PAA), Performance Measurement Framework, and Corporate Integrated Business Plan.
Key 2009-2010 Accomplishments
To support Canada’s Economic Action Plan (EAP), the department employed a focused two-pronged strategy of swift implementation and strong due diligence. Specific steps were taken to ensure that the EAP remained a high priority in the department and that there were no administrative bottlenecks to slow its implementation. As a result, all of the one-year initiatives that received funding for 2009-2010 were completed on time and on budget, and the EAP was delivered with top-quality oversight. Internal audits and assessments of the management controls were also undertaken. The audit findings confirm that the department is indeed well-positioned to continue implementation of the EAP in 2010-2011.
Transport Canada worked with many partners to develop and implement gateway strategies, invest in strategic infrastructure, as well as pursue partnerships in support of the innovation agenda. Progress has been made towards creating a more efficient, reliable and seamless transportation system in Canada. Several international air agreements were completed and steps were taken towards increasing foreign investment in Canadian air carriers. The department also continues to work in collaboration with territorial governments to identify the future transportation needs to support the growing demand in the North over the next 20 years.
Transport Canada also undertook a number of initiatives that contributed to Canada’s environmental objectives. To conserve the natural environment and contribute to a more sustainable transportation system, the department fostered the use of sustainable transportation approaches in communities across the country and encouraged improvements in fuel efficiency and in the reduction of air pollutants and greenhouse gas emissions from the movement of goods and people.
The department also contributed significantly to international dialogue on emissions standards and practices and worked to ensure that international standards within the marine and aviation sectors are considered domestically. Furthermore, the department partnered with industry to test and promote advanced vehicle technologies and contributed to the development of procedures and project agreements to govern environmental assessment and regulatory changes under the Canadian Environmental Assessment Act as an important contribution to the streamlining of federal major project regulatory approvals.
In June 2010, amendments to the Railway Safety Act were tabled in Parliament under Bill C-33, the Safer Railways Act. Nearly $5 million was invested in rail safety initiatives, such as hiring new inspectors to improve regulatory oversight, establishing a rail safety secretariat to improve communications and consultations, purchasing two new railway track assessment vehicles to monitor track safety and funding several research projects. The department also invested over $4 million in 57 grade crossing improvement projects across Canada. The federal review process for applications under the Navigable Waters Protection Program was streamlined through amendments to the Navigable Waters Protection Act (NWPA) and progress was made in advancing Safety Management Systems (SMS) in aviation and rail.
The attempted bombing of Northwest Airlines flight 253 on December 25th, 2009 and the 2010 Olympic and Paralympic Winter Games in Vancouver and Whistler again demonstrated the importance of maintaining and further enhancing the transportation sector’s capabilities to detect, prevent and respond to ongoing security threats. Transportation security is a priority for the department and in support of this, significant investments continue to be made. Most recently, Budget 2009 announced new funding of $355 million to the Canadian Air Transport Security Authority (CATSA) to strengthen and improve the efficiency of airport security screening operations and technology. Transport Canada continued to enhance the Air Cargo Security Program through the development of an enhanced regulatory regime, the assessment and introduction of new screening technology and the strengthening of the department’s relationship with the United States and key international partners.
Transport Canada has aligned its governance with its new PAA, resulting in improved strategic decision-making that also ensures inclusive and horizontal discussions and considerations of policy, programs, and regulatory and management issues.
Transport Canada’s portfolio governance was enhanced through improved coordination and management of the Minister’s portfolio, which now includes 16 Crown corporations, 3 agencies and 2 departments.
Program Activity Architecture (PAA)
The 2009-2010 Report on Plans and Priorities (RPP) detailed Transport Canada’s plans, priorities and expected results against the new Program Activity Architecture (2009-2010 PAA). The new PAA clearly reflects the department’s mandate and vision, and emphasizes the importance of the department’s security mandate as distinct from its safety mandate. The revised Strategic Outcomes and Program Activity Architecture (2009-2010 PAA descriptions) strengthen Transport Canada’s ability to allocate resources, monitor results and realign spending to the highest priority programs (see section 3.4 for PAA Crosswalk). In 2006-2007, the department had over 180 programs that were reduced to 150 in 2007-2008 and redesigned in 2009 to four Strategic Outcomes and 16 Program Activities.
In addition, the new PAA structure to implement the Management, Resources, and Results Structure (MRRS) Policy contributes to the broader Government of Canada outcome areas of strong economic growth, a fair and secure marketplace, an innovative knowledge-based economy, a clean and healthy environment and a safe and secure Canada (Figure 2 below).
Figure 2
Performance Measurement Framework
Transport Canada’s Performance Measurement Framework is under review, including its performance indicators and targets. Preparatory work to review and elaborate the Performance Measurement Framework for all levels of Transport Canada’s PAA commenced in December 2009, through a series of workshops with all Strategic Outcome (SO) planners and many program managers.
Revisions made to the Performance Measurement Framework in February 2011 will be reflected in the 2012-2013 RPP, the goal of which is to have a stable performance measurement framework for the next few years. It is important to note that the 2012-2013 Departmental Performance Report will be the first report to assess performance based on the revised and improved indicators and targets.
Corporate Integrated Business Plan
Transport Canada’s Corporate Integrated Business Plan (IBP) is underway and expected to be completed in Fall 2010. The IBP will link components between Internal Services and Programs that will enable the department to improve program delivery, make adjustments where required in order to meet strategic results, and improve monitoring and reporting on progress.
The 2009-2010 Report on Plans and Priorities (RPP) identified four operational priorities [1] and two management priorities [2]. Transport Canada made significant progress on these priorities, as detailed below.
Type [3] | Ongoing |
---|---|
Status | Met annual commitment |
Linkages to Strategic outcome and program activity/activities | SO1 An Efficient Transportation System PA 1.1 Transportation Marketplace Frameworks PA 1.2 Gateways and Corridors PA 1.3 Transportation Infrastructure |
2009-2010 Accomplishments
Transportation Infrastructure:
Gateways and Corridors:
Transportation Marketplace Frameworks:
Work in progress
Type | Ongoing |
---|---|
Status | Met annual commitment |
Linkages to Strategic outcome and program activity/activities | SO2 A Clean Transportation System PA 2.1 Clean Air Transportation |
2009-2010 Accomplishments
Work in progress
Type | Ongoing |
---|---|
Status | Met annual commitment |
Linkages to Strategic outcome and program activity/activities | SO3 A Safe Transportation System PA 3.1 Aviation Safety PA 3.2 Marine Safety PA 3.3 Rail Safety PA 3.4 Road Safety |
2009-2010 Accomplishments
Work in progress
Type | Ongoing |
---|---|
Status | Met annual commitment |
Linkages to Strategic outcome and program activity/activities | SO4 A Secure Transportation System PA 4.1 Aviation Security |
2009-2010 Accomplishments
Work in progress
Type [4] | New Commitment |
---|---|
Status | Met annual commitment |
Linkages to Strategic outcome and program activity/activities | All Strategic Outcomes and Program Activities |
The Transport, Infrastructure and Communities portfolio is comprised of various entities, including Crown corporations, agencies and port and airport authorities (a portfolio overview is in section 1.1 of this document).
2009-2010 Accomplishments
Work in progress
Type | New Commitment |
---|---|
Status | Met annual commitment |
Linkages to Strategic outcome and program activity/activities | All Strategic Outcomes and Program Activities |
2009-2010 Accomplishments
Work in progress
To support its mandate, Transport Canada was assigned the following resources:
Planned Spending | Total Authorities | Actual Spending |
---|---|---|
1,476 | 1,578 | 1,012 |
Planned | Actual | Difference |
---|---|---|
5,314 | 5,416 | (102) |
Figure 1.5.1 shows Transport Canada’s expenditures (planned, authorized and actuals) from 2006-2007 to 2009-2010. The increase in actual spending, from $702 million in 2006-2007 to $1,012 million in 2009-2010, is mostly attributed to the addition of major initiatives within the department over the same period, such as the Asia-Pacific Gateway and Corridor Initiative and the Gateways and Border Crossings Fund. Although an upward trend can be observed over the past four years, actual spending decreased in 2009-2010, primarily due to the completion of the ecoauto Rebate Program.
Further details on the content of the Multi-Year Summary table below can be found in sections 1.5.2 (breakdown by Vote), section II (breakdown by Program Activity) and section III (breakdown of the Economic Action Plan).
This table indicates the voted items approved by Parliament through the Main Estimates with its supply bills. The statutory items are displayed for information purposes only.
Vote # or Statutory Item (S) [5] | Truncated Vote or Statutory Wording | 2007-2008 Actual Spending |
2008-2009 Actual Spending |
2009-2010 Main Estimates |
2009-2010 Actual Spending |
---|---|---|---|---|---|
Vote 1 | Operating expenditures | 304 | 357 | 331 | 399 |
Vote 5 | Capital expenditures | 73 | 66 | 81 | 107 |
Vote 10 | Grants and contributions | 316 | 443 | 861 | 303 |
(S) | Contributions to employee benefit plans | 66 | 67 | 66 | 77 |
(S) | Northumberland Strait Crossing subsidy payment under the Northumberland Strait Crossing Act | 55 | 56 | 58 | 57 |
(S) | Payments in respect of St. Lawrence Seaway agreements under the Canada Marine Act | 19 | 44 | 48 | 65 |
(S) | Payments to Canadian National Railway Company in respect of the termination of the collection of tools on the Victoria Bridge, Montreal and for rehabilitation work on the roadway portion of the Bridge | 3 | 3 | 3 | 3 |
(S) | Spending proceeds from the disposal of surplus Crown assets | 0 | 3 | 0 | 0 |
Total [6] Department | 836 | 1,040 | 1,448 | 1,012 |
Total expenditures decreased by $28 million between 2008-2009 and 2009-2010. The main reasons include a decrease in spending on Grants and Contributions by $140 million, which is mostly due to the sunsetting of various programs such as the ecoauto Rebate Program ($120 million) and the Passenger Rail and Transit-Secure Program ($59 million), as well as reduced spending under the Airports Capital Assistance Program ($24.8 million). These decreases are offset by increases in spending in the Gateways and Border Crossings Fund ($32.7 million) and the Port Divestiture Fund ($23.4 million).
Other offsets include the following: