Table of Contents
Organizational Profile
Appropriate Minister: Lisa Raitt, Minister of Transport
Institutional Head: Louis Lévesque, Deputy Minister
Ministerial Portfolio: Transport Canada
Transport Canada is part of the Transport Canada Portfolio, which includes Transport Canada, shared governance organizations (e.g., the St. Lawrence Seaway Management Corporation), Crown corporations (e.g., the Great Lakes Pilotage Authority, Canada Post Corporation) and administrative tribunals/agencies (e.g., the Transportation Appeal Tribunal of Canada). Grouping these organizations into one portfolio allows for integrated decision-making on transportation issues.
Enabling Instrument: Department of Transport ActEndnote ii (R.S., 1985, c. T-18)
Transport Canada administers over 50 laws related to transportationEndnote iii and also shares the administration of many others. Access to the full text of federal acts and regulations is provided by Justice Canada, which is responsible for maintaining the Consolidated Statutes of CanadaEndnote iii.
Year of incorporation / Commencement: 1936
Organizational Context
Raison d'être
The movement of people and goods lies at the cornerstone of our modern and interconnected world. Canadians expect to be able to travel and expedite goods locally, across the country or around the world in an efficient, clean, safe and secure manner. Canada's transportation system meets the challenges posed by topography and geography, linking communities and reducing the effects of the distance that separates people. These vital roles reflect transportation's interdependent relationship with all sectors of the economy and society.
OUR VISION
A transportation system in Canada that is recognized worldwide as safe and secure, efficient and environmentally responsible.
Transport Canada's departmental vision of a sustainable transportation system integrates social, economic and environmental objectives. Our vision's three guiding principles are to work towards the following objectives:
- the highest possible safety and security of life and property, supported by performance-based standards and regulations;
- the efficient movement of people and goods to support economic prosperity and a sustainable quality of life, based on competitive markets and targeted use of regulation and government funding; and
- respect of the environmental legacy of future generations of Canadians, guided by environmental assessment and planning processes in transportation decisions and selective use of regulation and government funding.
Responsibilities
Transport Canada PortfolioEndnote iv is responsible for the Government of Canada's transportation policies and programs. The Department develops legislative and regulatory frameworks, and conducts transportation oversight through legislative, regulatory, surveillance and enforcement activities. 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 across Canada work together effectively.
Transport Canada has sole responsibility for matters such as aviation safety and security; for other matters, we share responsibility with other government departments, and provincial, territorial and municipal governments. We also work with trading partners and in international organizations to understand and harmonize policy and administrative frameworks, so as to protect Canadian users of the global transportation system while encouraging efficiency.
In areas for which Transport Canada does not have direct responsibility—for example, for building and maintaining road networks—we use strategic funding and partnerships to promote the safe, efficient and environmentally responsible movement of people and goods into and across the country. In this way, we play a leadership role to ensure that all parts of the transportation system across Canada and worldwide work together effectively and efficiently.
Strategic Outcomes and Program Alignment Architecture (PAA)
As illustrated in Figure 1, Transport Canada's 2013–14 Program Alignment Architecture includes 16 programs that contribute to achieving the following three departmental Strategic Outcomes:
- An efficient transportation system;
- A clean transportation system; and
- A safe and secure transportation system.
The 17th program, Internal Services, supports all three strategic outcomes.
To better align itself to the Government of Canada outcome areasEndnote vi the Department has modified its PAA to combine the former Strategic Outcomes (SO) of A Safe Transportation System and A Secure Transportation System into one program, starting in 2013–14. We have also made other minor activity alignments at the program and sub-program level.
Figure 1: Transport Canada 2013–14 Program Alignment Architecture (PAA)
Organizational Priorities
Transport Canada identified five priorities for 2013–14. These priorities are aligned with Government of Canada (GoC) priorities, support the achievement of its Strategic Outcomes and help the Department address risks. The following tables provide a summary of the progress made during the year against these priorities.
| Priority | TypeFootnote 1 | Strategic Outcomes and Programs |
|---|---|---|
| Refine and strengthen Transport Canada's safety and security oversight | Ongoing | SO3 A Safe and Secure Transportation System (All programs) |
Summary of Progress
- Transport Canada responded to early advisories from the Transportation Safety Board due to the Lac-Mégantic accident and immediately established a two-person minimum for locomotive crews on trains carrying dangerous goods and by imposing stricter rules for securing unattended trains. In addition, Transport Canada drafted and implemented regulatory amendments introducing new safety standards for DOT-111 tank cars carrying dangerous goods, while directing that older model DOT-111 tank cars that do not meet the new standards be removed from service by May 1, 2017. Transport Canada has also moved to enhance inspections, documentation and follow-up for railway safety and the transport of dangerous goods.
- Continued implementation of standardized quarterly performance reporting for risk-based inspection plans by Safety and Security programs. Standardization supports continued strengthening of risk-based planning methodologies, optimization of inspection schedules and consistency of performance reporting with a focus on highest risk transport operations;
- Advanced the modernization of Marine Safety's regulatory and oversight frameworks through the development of the new national policy framework for alternate service delivery and the Arctic Shipping policy framework;
- Strengthened the training regime for inspectors and technical experts to ensure they maintain required skills and competencies through the update of training tools and manuals for inspectors and officers by implementation of a Multimodal Integrated Technical Training branch. The centralization of training will include Multimodal core and specialized as well as modal specific training;
- In 2013, the Values and Ethics Code was widely distributed via a communiqué to make all employees and executives aware of the Code. One hundred percent of active employees have been informed of the new Values and Ethics Code for the Public Sector and Transport Canada; and
- The majority of the action items in the Civil Aviation Safety program Action Plan have been addressed, with 97% of commitments completed as of March 31, 2014.
Work in Progress
- Planned completion of the remaining commitments in the Civil Aviation Safety program Action Plan by June 2014;
- Continued review and updating of guidance material, tools and integrated electronic technical training;
- Transport Canada is strengthening its human resources planning practices and is taking concrete steps to further strengthen oversight capacity, including increasing the number of inspectors; and
- The accident in Lac-Mégantic, Quebec, in July 2013 underscores the complexity that Transport Canada's oversight of railway safety and transportation of dangerous goods must always address. TC is working in partnership with other levels of government as well as industry and first responders to improve sharing of information, classification of dangerous goods, means of containment, and emergency response, as well as implementing more stringent operational safety requirements for railway companies.
| Priority | Type | Strategic Outcomes and Programs |
|---|---|---|
| Ensure that our critical infrastructure is safe, efficient and environmentally responsible | Ongoing |
SO1 An Efficient Transportation System (programs 1.2 and 1.3) SO3 A Safe and Secure Transportation System (programs 3.6 and 3.8) |
Summary of Progress
- Advanced work on the Detroit River International Crossing:
- Prepared the transition of activities to the Windsor–Detroit Bridge Authority;
- Developed the public–private partnership business case for the project;
- Carried-out advance technical work including: U.S. title searches for over 1,000 U.S. properties, geotechnical work in both the United States and Canada, species at risk relocation (including monitoring and maintenance); and
- Conducted preparatory work on the Canadian plaza site.
- Completed the environmental assessment for the bridge over the St. Lawrence River to replace the Champlain Bridge in Montreal (August 2013);
- In May 2013, Canada and the United States released the first annual joint Border Infrastructure Investment PlanEndnote vii. The development and release of this initiative fulfills a commitment made under the 2011 Canada–United States Beyond the Border Action Plan. The Plan is an interagency and binational mechanism developed to establish a mutual understanding of recent, ongoing and potential border infrastructure investments, with a focus on major crossings. It also outlines the approach that Canada and the United States will take to coordinate plans for physical infrastructure upgrades at small and remote ports of entry; and
- Completed the testing phase of the harmonized Trusted Traveler screening lane at Canada-U.S. border crossings. Client feedback was positive. Further adjustments will be made to improve the efficiency of the harmonized lane and obtain wait-time data.
Work in Progress
- Continue site preparation in Canada and the United States and transition activities to the Windsor–Detroit Bridge Authority;
- Construction of the temporary Nuns' Island causeway has begun; however, responsibility for construction has been transferred to The Jacques Cartier and Champlain Bridges Inc. and oversight responsibility was transferred to Infrastructure Canada effective February 2014;
- Prepare the second edition of the bi-national Border Infrastructure Investment Plan. This initiative will be updated and disseminated annually;
- Work is underway to sign a Contribution Agreement to implement border wait time measurement technology at the Rainbow Bridge in the Buffalo–Niagara region; and
- The further adjustments to the harmonized Trusted Traveler screening lane concept with the United States will be retested with operational adjustments.
| Priority | Type | Strategic Outcomes and Programs |
|---|---|---|
| Ensure that Transport Canada's policies, programs and activities will meet the needs of the transportation system in the long-term through policy renewal | Ongoing |
SO1 An Efficient Transportation System (All SO1 programs) SO2 A Clean Transportation System (All SO2 programs) |
Summary of Progress
- The Fair Rail Freight Service ActEndnote viii legislation, which provides shippers with the right to request a service level agreement and an arbitration process to establish terms of service, received Royal Assent on June 26, 2013;
- Developed and introduced an Order in CouncilEndnote viii and Fair Rail for Grain Farmers ActEndnote ix to address a backlog in western grain shipments;
- Engaged shippers and railways on strengthening the liability and compensation regime for rail;
- Engaged industry stakeholders and relevant federal government officials to address short-term opportunities and advance longer-term dialogue on competitiveness issues:
- Implemented strategies on the future of Transport Canada-owned airports and ports, including conducting discussions on regional local airports asset management strategy; and
- Conducted additional research, industry roundtables and collaborated with other government departments in support of the Air Services Review.
- Pursued a targeted approach in carrying out initiatives under the umbrella of the Innovation Strategy, including:
- Sharing and advancing research on the deployment of innovative transportation technologies and best practices through Canada-China and Canada–India cooperation and other advanced technologies;
- Supporting the targeted deployment of technologies and systems to improve truck traffic management at Canada's major container ports with a view to addressing efficiency and environmental objectives; and
- Researching technologies and best practices for addressing infrastructure and operating challenges facing Northern transportation systems.
Work in Progress
- Developed the process, strategy, and budget for the statutory review of the Canada Transportation Act (CTA), including the draft Terms of Reference, aligning with Transport Canada's long-term strategic objectives. On March 26, 2014, the Minister of Transport announced that the statutory review of the CTA would be accelerated by one year.
| Priority | Type | Strategic Outcomes and Programs |
|---|---|---|
| Develop and implement initiatives to contribute to the government's Responsible Resource Development agenda | New |
SO2 A Clean Transportation System (All SO programs) SO3 A Safe and Secure Transportation System (programs 3.2 and 3.9) |
Summary of Progress
- Continued work to identify future measures to support responsible resource development that will strengthen tanker safety, the nation’s oil spill preparedness and response regime, and safe and environmentally responsible marine shipping. These measures include establishing an Incident Command System, conducting scientific research, and installing new and modified aids to navigation.. An example is the Technical Review Process of Marine Terminal Systems and Transshipment Sites (TERMPOL) (a federal government initiative that assesses the safety and risks associated with oil and gas tanker movements to, from and around Canada’s marine terminals);
- Continued to increase the frequency of aerial surveillance flights for pollution monitoring, which acts as a deterrent by discouraging illegal discharges of pollution at sea. The National Aerial Surveillance program also helped to save lives by responding to a variety of search and rescue calls from the regional coordination centres;
- Contributed to the "whole of government" approach to environmental assessment and regulatory review of major resource projects, including working closely with other government departments to ensure a coordinated and efficient approach to the application of Major Projects Management Office (MPMO) and Northern Projects Management Office (NPMO) processes. Of 14 completed MPMO projects, 11 involved the department as either a federal authority or regulatory department. Five NPMO projects received environmental assessment approval, and are now either in the regulatory or construction phase. Transport Canada is involved in all but two of the 33 active NPMO projects; and
- Established and operationalized the Framework for implementation of Section 67 responsibilities under the Canadian Environmental Assessment Act, 2012Endnote xi on federal lands. Participated in 196 environmental reviews of federal lands.
Work in Progress
- Transport Canada is currently implementing recommendations resulting from the Tanker Safety Expert Panel review of the ship-source oil spill regime south of the 60th parallel; and
- The Panel recently conducted a review of the requirements for ship-source spills of hazardous and noxious substances in Canadian waters, as well as for ship-source oil spills in the Canadian Arctic. The Panel is expected to submit its final report to the Minister in early Fall 2014.
| Priority | Type | Strategic Outcomes and Programs |
|---|---|---|
| Implement planned efficiencies as announced in Economic Action Plan 2012 | New | All SOs and programs |
Summary of Progress
Transport Canada achieved savings measures as planned, through efficiency measures and program reductions that align resources to its core mandate and by transforming how it works internally. Examples include:
Back office streamlining, such as:
- Finding savings through greater efficiencies, for example in ministerial correspondence and web publishing, and by better aligning work to departmental priorities; and
- Reducing administrative overhead, for example in program management activities, such as integrating the Marine Safety and Marine Security programs by consolidating their management functions.
Program changes, such as:
- Realigning Transport Canada's main research functions (research and development and economic analysis) and focusing research and development activities on core strategic priority areas; and
- Implementing a new Navigation Protection program with streamlined approaches for the review of major economic projects—new Navigation Protection Act came into force on April 1, 2014.
By focussing on long-term benefits and on core functions that are in line with the Department's mandate and by taking steps to ensure that core safety and security functions are not compromised, the Department is mitigating risks related to these savings as well as minimizing the effect on employees and Canadians.
Risk Analysis
Transportation connects all of Canada's social and economic activities. It provides market access for natural resources, agricultural goods, manufactured products and services. It provides access to work and leisure activities for Canadians and visitors. Transportation links communities across Canada in diverse and sometimes extreme conditions.
The extensive scope of Canada's transportation system can make it vulnerable to serious challenges with uncertain effects. As well, while Transport Canada plays a leadership role to ensure that all parts of the transportation system work together effectively, the Department is not responsible for all aspects or modes of transportation. Therefore, the complex structure of a national transportation system, which includes multiple jurisdictions interacting with private-sector stakeholders and users, requires Transport Canada to manage risk as effectively as possible.
Transport Canada's current strengths include a highly knowledgeable, skilled, experienced workforce, and extensive collaborative networks and partnerships. But opportunities to minimize risk exist. For example, we can better align safety and security practices and mechanisms between modes and across organizations to address the Safety and Security oversight effectiveness opportunity area.
Fostering collaboration through improved tools and partnerships within Transport Canada and among other departments, the private sector, provinces/territories, academia and international partners is essential. Web and mobile technologies can help to increase efficiency and flexibility, improve engagement and knowledge transfer, and deliver accurate and timely information and services. Security threats, affecting all modes of the transportation system, require continued vigilance, and governments and industry must adapt quickly to changes in the environment and to incidents to maintain public confidence in the transportation system.
Key Risks and Risk Responses
Transport Canada has an Integrated Risk Management policy that includes a governance structure and promotes the use of risk management practices to respond to known risks and uncertainty.
As part of its integrated planning and reporting process, the Department identifies risks at all levels of the organization, which leads to better informed decisions. The Corporate Risk Profile focuses management attention and action on what could most affect achieving our mandate. The Corporate Risk Profile is adjusted where needed to reflect changes in operating conditions as they arise. Figure 2 shows the Corporate Risk Profile that was in place at the time of the drafting of the 2013–14 Report on Plans and Priorities.
The likelihood that a risk event would occur despite mitigation measures was assessed and its potential impact on the Department's achievement of its mandate.
Figure 2: Transport Canada's Corporate Risk Profile, (Approved October 2012)
We present the Department's progress on the key elements of the risk response strategy that was in place at the start of 2013–14 in the following table:
| Opportunity Area | Risk Response Strategy – As per the Report on Plans and Priorities | Link to Program Alignment Architecture |
|---|---|---|
| (R1) Safety and Security Oversight Effectiveness |
Transport Canada must provide effective oversight of the national transportation system. This opportunity area's focus is on the needs of frontline staff to ensure they are equipped and have the resilience to respond appropriately. Key responses:
All eight risk responses were on track. |
SO3 - A safe and secure transportation system |
| (R2) Change Management |
Continuing transformation, whether related to cost-reduction measures, government-wide initiatives or implementation of Parliamentary, or safety board recommendations can significantly change how planned outcomes are delivered. Six responses were planned for Change Management, of which three were completed. Two of the these included:
The three remaining responses are well underway, risks associated with this opportunity area have decreased. As a result, Transport Canada's Executive Management Committee therefore removed this risk from the Corporate Risk Profile in October 2013. |
Across all three SOs and Internal services |
| (R3) Transportation System Efficiency and Reliability |
Canadians depend on the transportation system to move people and goods across vast distances and to world markets by air, sea and land. The transportation system must therefore be efficient and reliable. Key responses:
Of the six risk responses planned, all were on track at year-end; one was closed. |
SO1 - An efficient transportation system SO2 - A clean transportation system |
| (R4) Security Threat |
International and public confidence in the security of Canada's transportation infrastructure remains critical. Transport Canada's success in responding to security incidents continues to depend on many participants with significant roles affecting the Department's mandate. Key responses:
Of the nine risk responses planned, all were on track, and two were closed. |
SO3 - A safe and secure transportation system |
Through an environmental scan, taking stock of the status and success of risk mitigation measures and department-wide consultations, Transport Canada updated its Corporate Risk Profile in October 2013 and confirmed four key corporate opportunity areas. Three of the four areas are very similar to the corporate risk areas defined at the start of 2013–14, and described in the Risk Analysis section in Transport Canada's 2013–14 Report on Plans and Priorities.
However, since Transport Canada has been largely successful in dealing with the Change Management risks and opportunities, these were removed from the Corporate Risk Profile. People Management was added as a new opportunity area to ensure that Transport Canada will have the workforce needed in the future. Mitigation strategies for the four areas were refined to focus on specific risk drivers and management concerns.
The table below reflects progress on the risk response strategy for the new opportunity area of People Management, added in October 2013:
| Opportunity Area | Risk Response Strategy – As updated in 2013–14 Corporate Risk Profile | Link to Program Alignment Architecture |
|---|---|---|
| (R2) People Management |
People Management was added as a new opportunity area to ensure that Transport Canada has the workforce needed in the future. Attracting and retaining employees with the right competencies for the future is essential for Transport Canada to deliver key programs and provide suitable quality and level of services across all strategic outcomes. Mitigation strategies focus on attracting and retaining employees and on their competencies to pursue transformative initiatives. Eight responses for the new People Management opportunity area are mostly on track, including:
|
Across all three SOs and Internal services |
Actual Expenditures
The following table provides a summary of the total budgetary financial resources for Transport Canada for the fiscal year 2013–14. For more details on Financial Resources, including adjustments, please visit Transport Canada's website.
| 2013–14
Main Estimates |
2013–14
Planned Spending |
2013–14
Total Authorities (available for use) |
2013–14
Actual Spending (authorities used) |
Difference
(planned minus actual) |
|---|---|---|---|---|
| 1,512,018,362 | 1,523,370,960 | 1,618,601,852 | 1,340,632,835 | 182,738,125 |
The variance between planned and actual spending is mainly attributed to approval and delivery delays of infrastructure projects under the Gateways and Border Crossing Fund and the Asia-Pacific Gateway and Corridor Initiative as well as delays in property acquisition, changes to schedule due to complex utility relocationFootnote 2, and due diligence activities in Michigan associated with the Detroit River International Crossing. This surplus was partially offset by increase in the statutory payment to the St. Lawrence Seaway Management Corporation in respect of the agreement under the Canada Marine ActEndnote xii and increased spending related to the implementation of phase one (parts one and two) of a strategy to implement a world-class tanker safety and oil spill response regime.
The following table provides a summary of the total human resources (Full-time equivalents—FTEs) for Transport Canada for the fiscal year 2013–14.
| 2013–14
Planned |
2013–14
Actual |
Difference
(planned minus actual) |
|---|---|---|
| 5,276 | 4,701 | 575 |
Planning assumptions and forecasts change over the course of the period between the time they are developed and the time actual resource usage is reported on in the DPR. The difference between the starting number which was developed in late 2012 and the actual usage is accounted for by the following factors: higher than normal employee attrition rate of 9% in the previous fiscal year, coupled with earlier than anticipated departures on the part of the employees impacted by deficit reduction action plan measures, which primarily focused on streamlining program administration; a significant shift in priorities brought about by operational events, including the Lac Mégantic accident, which resulted in lower recruitment in many areas during this period; and ongoing challenges with respect to recruitment of experienced personnel in certain employment categories to carry out the Department's mandate. Transport Canada is improving its planning and its recruitment efforts to ensure that vacancies are staffed quickly. Transport Canada is committed to maintaining appropriate levels of personnel to safeguard the Canadian Transportation system.
Please refer to Section II: Analysis of Programs by Strategic Outcomes for further information on the variances between planned and actual financial resources and FTEs.
Budgetary Performance Summary for Strategic Outcomes and Programs (dollars)
The tables present the following:
- the planned spending for 2013–14 and for the next two fiscal years, by program, in support of each Strategic Outcome;
- the total actual departmental spending for all programs for 2013–14 and for the previous two fiscal years; and
- the Strategic Outcomes 1, 2 and 3 program contribution alignments to Government of Canada outcomes.
Planned spending includes Operating, Capital, Grants and Contributions and Statutory Votes as per the Main Estimates as well as $11.4 million in planned spending for paylist (maternity, severance) items. For explanations with respect to planned spending, please consult Transport Canada's 2013–14 Report on Plans and PrioritiesEndnote xiii.
Total Authorities (available for use) represent the year-end budgets as per Public Accounts. It includes Operating, Capital, Grants and Contributions and Statutory Votes as well as all frozen allotments.
Actual Spending (authorities used) represents the spending for the full fiscal year as per Public Accounts, which includes expenditures in the Operating, Capital, Grants and Contributions and Statutory Votes.
As the table illustrates, some programs have exceeded the Total Authorities available for their program, as surpluses from other areas of the department were used to offset their increased requirements. The department has not exceeded its total Voted Authorities.
Please refer to Section II: Analysis of Programs by Strategic Outcomes for further information
| Strategic Outcomes, Programs and Internal Services | Government of Canada Outcomes | 2011-12 Actual Spending (authorities used) | 2012-13 Actual Spending (authorities used) | 2013-14 Planned Spending | 2013-14 Main Estimates | 2013-14 Total Authorities (available for use) | 2013-14 Actual Spending (authorities used) | 2014-15 Planned Spending | 2015-16 Planned Spending |
|---|---|---|---|---|---|---|---|---|---|
| Strategic Outcome 1: An Efficient Transportation SystemFootnote 3 | |||||||||
| 1.1 Transportation Marketplace Frameworks | A fair and secure marketplace | 9,997,863 | 9,041,585 | 11,972,730 | 11,972,730 | 12,148,273 | 11,917,295 | 24,854,622 | 24,469,049 |
| 1.2 Gateways and Corridors | Strong economic growth | 200,212,375 | 395,779,632 | 538,237,383 | 538,237,383 | 554,761,988 | 336,988,453 | 702,272,494 | 464,388,875 |
| 1.3 Transportation Infrastructure | An innovative and knowledge-based economy | 365,843,932 | 309,656,203 | 320,633,244 | 320,633,244 | 392,219,269 | 363,848,205 | 333,815,823 | 321,806,362 |
| 1.4 Transportation Analysis and Innovation | An innovative and knowledge-based economy | 10,958,255 | 9,471,905 | 15,333,651 | 15,333,651 | 12,804,034 | 12,885,608 | - | - |
| Strategic Outcome 1 SubtotalFootnote 4 | 587,012,425 | 723,949,325 | 886,177,008 | 886,177,008 | 971,933,565 | 725,639,561 | 1,060,942,939 | 810,664,286 | |
| Strategic Outcome 2: A Clean Transportation System | |||||||||
| 2.1 Clean Air from transportation | A clean and healthy environment | 13,861,144 | 18,760,359 | 37,144,563 | 37,144,563 | 39,195,642 | 27,755,589 | 38,992,028 | 25,567,021 |
| 2.2 Clean Water from transportation | A clean and healthy environment | 7,411,839 | 6,947,514 | 2,299,329 | 2,299,329 | 10,675,404 | 16,198,195 | 18,074,900 | 15,986,890 |
| 2.3 Environmental Stewardship of transportationFootnote 5 | A clean and healthy environment | 23,206,885 | 20,059,193 | 30,761,717 | 30,761,717 | 31,946,389 | 29,431,954 | 29,171,557 | 32,807,561 |
| Strategic Outcome 2 SubtotalFootnote 6 | 44,479,868 | 45,767,066 | 70,205,609 | 70,205,609 | 81,817,435 | 73,385,738 | 86,238,485 | 74,361,472 | |
| Strategic Outcome 3: A Safe and Secure Transportation SystemFootnote 7 | |||||||||
| 3.1 Aviation Safety | A safe and secure Canada | 221,920,185 | 198,628,602 | 214,648,721 | 214,648,721 | 195,696,597 | 184,628,770 | 170,709,221 | 168,384,202 |
| 3.2 Marine Safety | A safe and secure Canada | 75,594,201 | 56,492,575 | 57,756,667 | 57,756,667 | 62,799,288 | 59,638,305 | 56,003,982 | 54,913,444 |
| 3.3 Rail Safety | A safe and secure Canada | 32,660,771 | 34,213,510 | 33,847,086 | 33,847,086 | 33,433,901 | 29,250,946 | 34,265,437 | 34,227,368 |
| 3.4 Motor Vehicle Safety | A safe and secure Canada | 23,838,054 | 22,458,347 | 24,751,952 | 24,751,952 | 25,983,561 | 26,152,233 | 20,905,007 | 21,226,354 |
| 3.5 Transportation of Dangerous Goods | A safe and secure Canada | 13,961,560 | 12,756,370 | 13,159,659 | 13,159,659 | 14,771,723 | 14,663,095 | 14,727,734 | 14,793,190 |
| 3.6 Aviation Security | A safe and secure Canada | 43,011,088 | 33,706,392 | 33,357,783 | 33,357,783 | 33,036,940 | 29,743,295 | 31,672,052 | 29,778,292 |
| 3.7 Marine Security | A safe and secure Canada | 18,026,402 | 14,005,041 | 14,897,654 | 14,897,654 | 13,833,124 | 12,331,970 | 12,788,946 | 12,780,880 |
| 3.8 Surface and Intermodal Security | A safe and secure Canada | 5,618,868 | 3,967,849 | 4,807,985 | 4,807,985 | 4,733,046 | 4,280,788 | 4,739,231 | 4,671,670 |
| 3.9 Multimodal Safety and SecurityFootnote 8 | A safe and secure Canada | - | - | 11,233,308 | 11,233,308 | 11,649,104 | 10,722,526 | 11,153,164 | 10,969,705 |
| Strategic Outcome 3 SubtotalFootnote 9 | 434,631,129 | 376,228,686 | 408,460,815 | 408,460,815 | 395,937,283 | 371,411,928 | 356,964,774 | 351,745,105 | |
| 4.1 Internal Services | 215,067,543 | 186,533,092 | 158,527,529 | 147,174,930 | 168,913,569 | 170,195,608 | 163,327,800 | 163,997,542 | |
| Internal Services SubtotalFootnote 10 | 215,067,543 | 186,533,092 | 158,527,529 | 147,174,930 | 168,913,569 | 170,195,608 | 163,327,800 | 163,997,542 | |
| TotalFootnote 11 | 1,281,190,965 | 1,332,478,169 | 1,523,370,960 | 1,512,018,362 | 1,618,601,852 | 1,340,632,835 | 1,667,473,998 | 1,400,768,405 | |
The financial variance information which provides an explanation regarding the difference between planned and actual spending is found in Section II: Analysis of Programs by Strategic Outcomes of this report.
Alignment of Spending with the Government of Canada Outcomes
2013–14 Actual Spending by Whole-of-Government-Framework Spending Area (dollars)
| Spending Area | Government of Canada Outcome | Total Planned Spending | Total Actual Spending |
|---|---|---|---|
| Economic Affairs | Fair and secure marketplace | 11,972,730 | 11,917,295 |
| Strong economic growth | 538,237,383 | 336,988,453 | |
| A clean and healthy environment | 70,205,609 | 73,385,738 | |
| An innovative and knowledge-based economy | 335,966,895 | 376,733,813 | |
| Social Affairs | A safe and secure Canada | 408,460,815 | 371,411,929 |
| International Affairs | Not applicable | 0 | 0 |
| Government Affairs | Not applicable | 0 | 0 |
Departmental Spending Trend
Figure 3 shows Transport Canada's spending profile from 2011–12 to 2016–17. The profile shows expenditures of $1,281 million in 2011–12, $1,332 million in 2012–13, and $1,341 million in 2013–14. The increase is mostly attributable to the Actuals spent for two of the department's major initiatives, the Asia-Pacific Gateway and Corridor Initiative and the Gateways and Border Crossings Fund. Increased spending on these initiatives was offset by reduced spending related to the implementation of Budget 2012 cost reduction measures.
Transport Canada's planned spending increases to $1,667 million in 2014–15, then decreases to $1,401 million in 2015–16 and $951 million in 2016–17. The decrease in these years is attributable to a reduction in planned spending for the Asia Pacific Gateway and Corridor Initiative and the Gateways and Border Crossings Fund as these initiatives reach their maturity dates.
Figure 3: Spending Trend for Transport Canada
| 2011-12 | 2012-13 | 2013-14 | 2014-15 | 2015-16 | 2016-17 | |
|---|---|---|---|---|---|---|
| Sunset Programs | 0 | 0 | 0 | 0 | 0 | 0 |
| Total Spending | 1,281 | 1,332 | 1,341 | 1,667 | 1,401 | 951 |
Estimates by Vote
For information on Transport Canada's organizational Votes and statutory expenditures, consult the Public Accounts of Canada 2014 on the Public Works and Government Services Canada website.Endnote xiii