Transport Canada Endnote xiv has three Strategic Outcomes that reflect long term and enduring benefits to Canadians that stem from its raison d’être and vision. As we strive towards these outcomes, Transport Canada can report progress in relation to expected results Footnote12, performance indicators Footnote13 and targets Footnote14 in line with the Program Alignment Architecture (PAA). What distinguishes the different levels of a PAA is the scope and reach of the Programs at those levels. The Program level has a broad scope and area of societal intervention, while the sub-Program (SP) level has a more specific focus on a smaller target group and area of intervention.
This section:
- describes how Transport Canada met the expected results indicated in the 2014-15 Report on Plans and Priorities;
- presents the financial and non-financial resources dedicated to each Program and sub-Program; and
- identifies Transport Canada initiatives that are included in the Federal Sustainable Development Strategy.
Strategic Outcome 1: An Efficient Transportation System
An efficient transportation system supports trade, economic prosperity and an enhanced quality of life through low costs, high productivity, the best use of all modes and innovation in transportation. Transport Canada promotes an efficient transportation system in Canada by modernizing marketplace frameworks so that the transportation sector can adapt, innovate and remain competitive; developing and implementing gateways and corridors initiatives; ensuring the renewal of federal transportation infrastructure; encouraging innovation in the transportation sector; and partnering with provinces, territories, municipal governments, and public and private sector entities in various transportation initiatives.
The following Programs and sub-Programs support this Strategic Outcome:
Program 1.1: Transportation Marketplace Frameworks
Description: The Transportation Marketplace Framework Program encourages transportation efficiency by fostering a competitive and viable transportation sector. The Program sets regimes governing the economic behaviour of carriers in all modes of transportation; sets the rules of governance for all the transportation infrastructure providers falling under federal authority; monitors, analyzes, researches, and reports on the transportation system; promotes innovation in transportation; enables access to transportation for Canadians; represents the interests of Canada in trade negotiations, international transportation fora and other international bodies; promotes access to markets in the context of international trade; and fulfills certain federal responsibilities with regard to the International Bridges and Tunnels Act Endnote xvi.
Sub-Program 1.1.1: Air Marketplace Framework
Description: The Air Marketplace Framework program encourages transportation efficiency by fostering a competitive and viable air industry, including airlines, airports and NAV CANADA. It provides opportunities for Canadian airlines to grow and compete successfully in a more liberalized global environment and sets the governance regimes of national air infrastructure providers. Program activities include establishing laws and regulations (e.g. Canada Transportation Act, Air Canada Public Participation Act) governing the economic behaviour of air carriers and air infrastructure providers; encouraging competition and the development of new and expanded international air services to benefit travellers, shippers, and the tourism and business sectors by managing bilateral and multilateral air service relations; working collaboratively with other government departments and industry stakeholders to promote air transport facilitation policies and initiatives in support of broader Government of Canada industry, trade, travel and tourism objectives, such as Gateways and Corridors Initiatives and the Blue Sky international air policy; and representing the interests of the Canadian aviation sector at the International Civil Aviation Organization.
Sub-Program 1.1.2: Marine Marketplace Framework
Description: The Marine Marketplace Framework program encourages transportation efficiency by ensuring the appropriate economic policy and legislative frameworks in order to foster a competitive and viable Canadian marine industry. The program is responsible for developing policies, legislation, and regulations such as the Canada Marine Act and its regulations and the Marine Liability Act; monitoring the Canadian marine industry and ports system; establishing the rules of governance for Canada port authorities; negotiating/adopting international conventions and agreements; establishing the economic regimes governing market entry to both the Canadian marine marketplace and Canadian international marine trade; representing the interest of Canada’s marine sector in international fora, such as the International Maritime Organization; and setting the marine transportation liability regime.
Sub-Program 1.1.3: Surface Marketplace Framework
Description: The Surface Marketplace Framework program encourages transportation efficiency by fostering healthy and competitive rail and motor carrier industries in Canada and by fulfilling certain federal responsibilities with regard to the International Bridges and Tunnels Act (IBTA) and other international bridge legislation. The program develops, oversees and implements policy frameworks, legislation, regulations and international agreements such as the Canada Transportation Act (Part 3-Railway Transportation); establishes economic regimes governing access to the rail industry; oversees freight rail services and the relationships between railways and shippers and passenger rail operations; administers the grain hopper car operating agreements with Canadian National and Canadian Pacific railways and the Grain Monitoring program; reviews mergers and acquisitions involving surface modes; reviews conditions of entry into the commercial trucking and bus marketplace; works with provinces, territories and North American partners to harmonize rules affecting surface transportation, such as North American Free Trade Agreement trucking standards; provides analysis and advice regarding the movement of freight in the surface mode and related issues (e.g., congestion, road pricing, urban rail, urban encroachment); conducts ongoing national freight transportation system analysis in consultation with key stakeholders; and addresses relevant international bridge and tunnel issues, such as implementing regulations under IBTA.
Sub-Program 1.1.4: International Frameworks and Trade
Description: The International Frameworks and Trade program ensures that policy objectives and stakeholder interests regarding transportation system efficiency are advanced at the international level and considered in the formulation of Government of Canada foreign policy and trade negotiation initiatives. It contributes to a coherent, government-wide approach to managing international priorities (such as the Global Commerce Strategy and the Americas Strategy), as well as the broader trade, jobs and economic growth agenda, in order to bring maximum benefit to Canadians.
Canada’s transportation system is integral to achieving the Government’s objectives with respect to international trade. This function is necessary in order to respond to the Government’s rapidly expanding trade negotiation agenda, and to seize opportunities for Canadian businesses and transportation stakeholders in developing regions of the world, such as Asia and the Americas. Activities are geared to establish relationships and partnerships, domestically and internationally, that will benefit Canada’s medium- and long-term economic development goals and advance the interests of transportation industry stakeholders. As a result of these activities, transportation stakeholders will be provided with further trade/commercial opportunities.
Note: Bilateral air agreements and Canada’s Mission to the International Civil Aviation Organization are addressed under Air Marketplace Framework.
Sub-Program 1.1.5: Transportation Analysis and Innovation
Description: The Transportation Analysis and Innovation program conducts research and analysis to advance the understanding of key drivers for change in transportation and inform policy decisions, with a view to increasing efficiency and promoting innovation and technological advances in the transportation sector. To that end, the program manages transportation data collection efforts; monitors and reports on trends in the transportation system; conducts socio-economic, exploratory and applied research to identify and foster the adoption of promising technologies.
Performance Analysis
Transport Canada continued to analyse and develop air sector and marine sector policies relating to system efficiency, competitiveness, foreign investment, and challenges specific to the North. We also created the Air Industry Standing Ministerial Advisory Committee, a bi-annual table the Minister leads to discuss key issues facing the air sector with air industry chief executives.
After completing a review of marine policies, we identified and addressed several issues including amendments to the Marine Liability Act and the Canada Marine Act.
With respect to the North, Transport Canada continues to work with the Canadian Coast Guard and the Canadian Hydrographic Service on developing the Northern Marine Transportation Corridors Initiative. This Initiative aims to reduce the likelihood of marine incidents by providing a predictable level of service to mariners transiting the Arctic, which will support the commercial marine industry and the economic development of northern communities.
The Minister launched the Commodity Supply Chain Table in June 2014 to provide a forum for stakeholders to address issues particular to rail-based commodity supply chains and to give advice on developing performance metrics. Meetings took place in Ottawa and Vancouver in 2014.
Following through on the 2013 Speech from the Throne commitment, we developed a strengthened liability and compensation regime for rail transportation. Bill C-52 was introduced in Parliament on February 20, 2015.
Transport Canada advanced Canadian interests and promoted Canadian expertise in transportation in multilateral and international transport fora, and represented Canadian transportation-related positions in trade negotiations. In particular, we:
- advanced Canadian interests through Minister-level bilateral engagement with senior representatives from priority countries, including the United States, India, China, Japan, South Korea, European Union (in particular, Germany, Finland), Turkey, Switzerland, Ukraine, and Israel. Canadian expertise in areas including gateways and trade corridors and border cooperation were highlighted at Asia-Pacific Economic Cooperation meetings and the International Transport Forum;
- participated in key free trade negotiations – e.g., Canada-European Union Comprehensive Economic and Trade Agreement, Canada-Korea Free Trade Agreement; and
- addressed bilateral transportation issues with priority countries, including legislative and regulatory barriers that affect trade in transportation services.
We also:
- contributed the transportation expertise that led to the signing of a new comprehensive preclearance agreement with the U.S. The new agreement, once it comes into force, will replace the existing Air Preclearance Agreement and will allow for:
- preclearance at air, land, marine and rail facilities in Canada and the U.S.; and
- the exploration of innovative solutions to improve the movement of exports across the Canada-U.S. border.
- promoted and fostered innovation, research, and technology in the transportation sector and built strong partnerships with transportation stakeholders, governments, and academia to carry-out research and development. For example, Transport Canada continued to:
- conduct policy work on Intelligent Transportation Systems (ITS)/ transportation technologies through the Canada-India Working Group on ITS;
- collaborate with stakeholders on various ITS studies and actively participating in various domestic and international events related to transportation and technologies; and
- advance joint research projects and share best practices under the Canada-China Innovation Cooperation.
Transport Canada continued to implement the Clean Transportation Initiatives-Port Trucking Program with the following achievements. We:
- signed a multi-year contribution agreement with Port Metro Vancouver (PMV), which completed the Container Drayage Truck Efficiency Full Implementation Program;
- monitored progress of a multi-year initiative to reduce emissions at the Port of Montreal; and
- continued engagement and information sharing with container ports,terminal operators, trucking fleet operators, and other supply chain participants on truck reservation system initiatives.
Transport Canada also:
- improved marine, surface, and aviation data collection;
- expanded transportation sector monitoring;
- provided trend analysis and performance reporting; and
- performed risk analysis; and developed outlooks of the various sectors including the development of the 2014 annual report on the state of transportation in Canada.
Specifically, we have:
- collected new and ongoing data (by mode) to support departmental priorities (e.g., grains transportation by rail, Commodity Supply Chain Table, supply chain analysis, infrastructure, monitoring, economic analysis, etc);
- received a greater demand for transportation outlook (2015-25) data, which we are developing at the national level, by corridor, for five key commodities, and for containers;
- conducted new performance and capacity analysis to support the national commodity table and Building Canada Plan; and
- developed a proof of concept for a quarterly transportation monitoring product.
| Main Estimates | Planned Spending | Total Authorities Available for Use |
Actual Spending (Authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 1.1 Transportation Marketplace Frameworks | ||||
| 24,854,622 | 24,854,622 | 27,650,224 | 28,290,806 | (3,436,184) |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 1.1.1 Air Marketplace Framework | ||
| 3,623,320 | 4,061,861 | (438,541) |
| 1.1.2 Marine Marketplace Framework | ||
| 2,690,751 | 3,530,103 | (839,352) |
| 1.1.3 Surface Marketplace Framework | ||
| 2,898,764 | 2,711,537 | 187,227 |
| 1.1.4 International Frameworks and Trade | ||
| 3,001,248 | 2,944,728 | 56,520 |
| 1.1.5 Transportation Analysis and Innovation | ||
| 12,640,539 | 15,042,577 | (2,402,038) |
| Planned | Planned | Difference (planned minus actual) |
|---|---|---|
| 1.1 Transportation Marketplace Frameworks | ||
| 168 | 157 | 11 |
| 1.1.1 Air Marketplace Framework | ||
| 32 | 30 | 2 |
| 1.1.2 Marine Marketplace Framework | ||
| 19 | 26 | (7) |
| 1.1.3 Surface Marketplace Framework | ||
| 18 | 20 | (2) |
| 1.1.4 International Frameworks and Trade | ||
| 26 | 21 | 5 |
| 1.1.5 Transportation Analysis and Innovation | ||
| 73 | 60 | 13 |
Please refer to Section I: Organizational Expenditure Overview regarding budgetary financial and human resources variance explanations.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 1.1 Transportation Marketplace Frameworks | |||
| A competitive transportation sector | Rail freight transportation intensity (tonne-km per locomotive) (Transportation intensity represents system usage) |
107,446,845 |
122,181,729 |
| A competitive transportation sector | Truck freight transportation intensity (tonne-km per heavy vehicle) (Transportation intensity represents system usage) | 1,522,470 | 1,698,561 |
| A competitive transportation sector | Marine freight transportation intensity (tonne-km per port call) (Transportation intensity represents system usage) | 2,895 | 2,875 |
| A competitive transportation sector | Air passenger transportation intensity (passenger-km per seat-km) (Transportation intensity represents system usage) | 0.79 | 0.82 |
| A competitive transportation sector | Rail passenger transportation intensity (passengers per available seat) (Transportation intensity represents system usage) | 0.57 |
0.61 |
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 1.1.1 Air Marketplace Framework | |||
| A competitive air transportation sector | Revenue Passenger Kilometres by air | 233.9 billion | 243.4 billion |
| 1.1.2 Marine Marketplace Framework | |||
| A competitive marine transportation sector | Tonnage handled by Canadian carriers (domestic) |
64.4 millions tonnes |
62.3 millions tonnes |
| A competitive marine transportation sector | Tonnage handled by Canadian carriers (transborder) |
38 millions tonnes |
39.3 millions tonnes |
| A competitive marine transportation sector | Total international traffic handled by Canadian ports as a percentage of total international traffic handled at North American ports (in metric tonnes) |
18.0 % |
19.3% |
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 1.1.3 Surface Marketplace Framework | |||
| An efficient surface transportation sector | Rail traffic volume (in tonne-km) | Rail: 334.4 billion | 371.8 billion |
| An efficient surface transportation sector | Motor carrier traffic volume (in tonne-km) | Motor carriers: 138 billion | 143.9 billion |
| 1.1.4 International Frameworks and Trade | |||
| International trade agreements create opportunities for the transportation industry | Types of commercial opportunities provided through agreements for Canadian transportation stakeholders | Improved commercial opportunities for transportation stakeholders |
|
| 1.1.5 Transportation Analysis and Innovation | |||
| Research and analysis to inform Canadians on the state of transportation in Canada and advance innovation and technological advances in the transportation sector | The total number of electronic views and requests for statistics/analyses to annual report, “Transportation in Canada” | 15,000 | 11,000 hits/requests |
| Research and analysis to inform Canadians on the state of transportation in Canada and advance innovation and technological advances in the transportation sector | Ratio of research, development and technology investment leveraged from external sources | 1:1 investment ratio | 1:1.6 Footnote16 |
Program 1.2: Gateways and Corridors
Description: Canada is a trading nation, and the efficiency and reliability of the transportation system to support this trade impacts directly on the nation’s prosperity and well-being. For this reason, it is imperative that the federal government play a role in the development of an integrated transportation network linking importers and exporters to markets and suppliers in the increasingly complex global supply chains. Guided by the National Policy Framework for Strategic Gateways and Corridors, the Gateways and Corridors Program supports Canada’s international commerce by creating a more efficient, reliable and seamless trade-related transport system in Canada. The Program develops initiatives to improve and integrate transportation networks in key regions; fosters partnerships between all levels of government and the private sector; supports and oversees projects that contribute to the increased capacity and efficiency of gateway and corridor infrastructure; develops and puts in place measures that remove impediments to the effective development of gateways and corridors; and markets the use of gateways and corridors within Canada and internationally.
Sub-Program 1.2.1: Asia-Pacific Gateway and Corridor Initiative
Description: The rapid economic growth of China and other Asia-Pacific countries is reshaping global trade flows. China is now Canada’s second largest trading partner and the growth in Canada-Asia trade traffic is expected to continue. The Asia-Pacific Gateway and Corridor Initiative program works to make Canada the best trade link between Asia and North America. This program coordinates and manages an integrated set of investment (through direct delivery and contributions) and policy measures to boost Canada’s commerce with the Asia-Pacific region; increase the share of North America-bound container imports from Asia; and improve the reliability of the Gateway and Corridor.
Sub-Program 1.2.2: Gateways and Border Crossings Fund
Description: The Gateways and Border Crossings Fund program works to improve the flow of goods between Canada and the rest of the world by looking at policy measures and by enhancing infrastructure at key locations, such as major border crossings between Canada and the United States, including the new Windsor-Detroit crossing and key infrastructure such as the New Bridge for the St. Lawrence River in Montreal. It focuses on two key initiatives, namely the Ontario-Quebec Continental Gateway and Trade Corridor and the Atlantic Gateway and Trade Corridor.
Performance Analysis
The federal government continued to invest in Canada’s Gateways Endnote xvii. Canada’s world-class gateways and transportation corridors are essential to building a strong and competitive economy, enhancing our global competitiveness and supporting economic prosperity throughout the country. In 2014-15, Transport Canada advanced and promoted Canada’s three strategic gateways and corridors initiatives: the Asia-Pacific Gateway and Corridor Initiative (APGCI) Endnote xviii, the Continental Gateway and Trade Corridor Endnote xviii and the Atlantic Gateway and Trade Corridor Endnote xix, through domestic and international outreach, stakeholder engagement, and promotional and marketing materials. Progress included:
- advancing Gateway initiatives in partnership with other federal departments and agencies, provinces and territories, municipalities, and private-sector stakeholders;
- concluding and signing a new Canada-U.S. preclearance agreement;
- transferring oversight responsibility for the new bridge over the St. Lawrence to Infrastructure Canada as a result of an Order in Council signed in February 2014; and
- advancing the Gordie Howe International Bridge project. The transfer of the project to the Windsor-Detroit Bridge Authority and property acquisition are ongoing, having purchased one commercial property in Canada and advancing negotiations for others.
Transport Canada implemented Beyond the Border economic initiatives to improve border infrastructure planning and coordination with the U.S. and the flow of legitimate trade and travel across the Canada-U.S. border as set out in the Canada-U.S. Beyond the Border Action Plan Endnote xxi. We also continued to work towards installing border wait-time measurement solutions at the top 20 high-priority land-border crossings. To date, border wait-time technology has been installed bi-directionally at seven of these crossings:
- four between British Columbia and Washington;
- two between Ontario and New York; and
- one between Ontario and Michigan.
| Main Estimates | Planned Spending | Total Authorities Available for Use |
Actual Spending (authorities used) |
Difference |
|---|---|---|---|---|
| 1.2 Gateways and Corridors | ||||
| 702,272,494 | 702,272,494 | 711,748,677 | 448,362,484 | 253,910,010 |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 1.2.1 Asia-Pacific Gateway and Corridor Initiative | ||
| 137,968,906 | 97,141,276 | 40,827,630 |
| 1.2.2 Gateways and Border Crossings Fund | ||
| 564,303,588 | 351,221,208 | 213,082,380 |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 1.2 Gateways and Corridors | ||
| 32 | 47 | (15) |
| 1.2.1 Asia-Pacific Gateway and Corridor Initiative | ||
| 17 | 14 | 3 |
| 1.2.2 Gateways and Border Crossings Fund | ||
| 15 | 33 | (18) |
Please refer to Section I: Organizational Expenditure Overview regarding budgetary financial and human resources variance explanations.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 1.2 Gateways and Corridors | |||
| Gateways and corridors are efficient | Total average landside transit time (number of days) of international containerized freight using Canada’s strategic gateways and trade corridors | 7.0 days of average landside transit with a standard deviation of 0.4 days | Average of 9.0 days with standard deviation of 1.1 days Footnote 17 |
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 1.2.1 Asia-Pacific Gateway and Corridor Initiative | |||
| Canada’s Asia-Pacific Gateway and Corridor is efficient, and attracts international trade | Landside fluidity for British Columbia ports: Total average transit time (number of days) of international containerized freight using the Asia-Pacific Gateway and Corridor from the British Columbia ports to Toronto | Average of 8.5 days with standard deviation of 0.5 days | Average of 10.9 days, with standard deviation of 1.6 days |
| Canada’s Asia-Pacific Gateway and Corridor is efficient, and attracts international trade | Canadian share of the North American West Coast trade based on the change in volume of Twenty Foot Equivalent Unit (TEU) imports and exports. TEU: a unit of measurement equal to the space occupied by a standard twenty-foot container. Used in stating the capacity of container vessel or storage area. One 40-foot container is equal to two TEUs. Source: American Association of Port Authorities | 12% | 12.8% |
| Canada’s Asia-Pacific Gateway and Corridor is efficient, and attracts international trade | Value of imports using strategic gateways and trade corridors (Millions of $CAD) | Import: $42,100 | $46,682 |
| Canada’s Asia-Pacific Gateway and Corridor is efficient, and attracts international trade | Value of exports using strategic gateways and trade corridors (Millions of $CAD) | Export: $69,200 | $73,865 |
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 1.2.2 Gateways and Border Crossings Fund | |||
| Canada’s strategic Gateways and Corridors are efficient, and are used for international trade | Total average landside transit time (number of days) of international containerized freight using the Continental and Atlantic Gateways and Trade Corridors | Average of 4 days with standard deviation of 0.3 days | Average of 4.5 days, with standard deviation of 0.4 days |
| Canada’s strategic Gateways and Corridors are efficient, and are used for international trade | Value of imports using the Continental Gateway and Trade Corridors in Ontario (Millions of $CAD) | $265,000 | $292,587 |
| Canada’s strategic Gateways and Corridors are efficient, and are used for international trade | Value of exports using the Continental Gateway and Trade Corridor in Ontario (Millions of $CAD) | $206,200 | $235,104 |
| Canada’s strategic Gateways and Corridors are efficient, and are used for international trade | Value of imports using the Continental Gateway and Trade Corridor in Quebec (Millions of $CAD) | $75,800 | $78,968 |
| Canada’s strategic Gateways and Corridors are efficient, and are used for international trade | Value of exports using the Continental Gateway and Trade Corridor in Quebec (Millions of $CAD) | $65,600 | $69,794 |
| Canada’s strategic Gateways and Corridors are efficient, and are used for international trade | Value of imports using the Atlantic Gateway and Trade Corridor (Millions of $CAD) | $25,700 | $25,651 |
| Canada’s strategic Gateways and Corridors are efficient, and are used for international trade | Value of exports using the Atlantic Gateway and Trade Corridor (Millions of $CAD) | $30,800 | $30,550 |
| Canada’s strategic Gateways and Corridors are efficient, and are used for international trade | Atlantic Gateway (Halifax) and Continental Gateway (Montreal) market share of North American East Coast traffic in Volume of Twenty-Foot Equivalent Unit (TEU) imports and exports. TEU: A unit of measurement equal to the space occupied by a standard twenty-foot container. Used in stating the capacity 20-foot container vessel or storage area. One 40-foot container is equal to two TEUs. Source: American Association of Port Authorities | 9.5% | 9.7% |
Program 1.3: Transportation Infrastructure
Description: The Transportation Infrastructure Program oversees funds and manages multimodal transportation infrastructure under Transport Canada’s mandate to improve efficiency and service delivery for the benefit of Canadian taxpayers. The Program acts as the steward of certain commercial transportation assets operated by third parties on behalf of the federal government (airport authorities, port authorities, federal bridges, VIA Rail, Seaway, and Marine Atlantic); provides funding for Canada’s strategic transportation infrastructure to support federal objectives; and develops transportation infrastructure policy through consultation with stakeholders. It also manages Transport Canada ports and airports, supports essential services in remote communities, manages legacy commitments, and divests assets where possible.
Sub-Program 1.3.1: Airport Infrastructure
Description: In keeping with the National Airports Policy, the Airport Infrastructure program looks after airport services under federal purview for the benefit of Canadian travelers and businesses. The program provides stewardship of airport authorities with the goal of protecting the government’s interests as the landlord and ensuring compliance with lease terms; operates federally-owned regional/local and remote airports, and where applicable, considers divestiture of these airports to third parties in certain communities; provides financial support to non-federal eligible airports to maintain the ongoing operation and safety of airside infrastructure; and manages other airports’ infrastructure legacy commitments by providing financial support to 12 Labrador communities, through the provincial government, to maintain airstrips built under federal/provincial agreements.
Sub sub-Program 1.3.1.1: Airport Authority Stewardship
Description: The National Airports System is a vital transportation system with significant ties to the Canadian economy. To protect the interests of the federal government as landlord and to ensure compliance with the terms of their leases, the Airport Authority Stewardship program provides oversight and real property management services for airports whose operations have been transferred to local airport authorities. It also manages residual responsibilities with respect to the commercialized Air Navigation system (ANS). Program activities include: making sure that airport authorities respect the terms of their leases; addressing lease management issues promptly; completing the environmental remediation of ANS lands; managing ongoing liaison with NAV CANADA on property matters; and collecting airport rent revenue.
Sub sub-Program 1.3.1.2: Airport Operations
Description: In keeping with the National Airports Policy (NAP) and for the benefit of the communities concerned, the Airport Operations program operates certain remote and regional/local Transport Canada-owned airports. It also divests these airports to third parties, where applicable. Guided by the NAP, Transport Canada will continue to operate remote airports as a core federal role as they provide exclusive, reliable year-round access to isolated communities.
Sub sub-Program 1.3.1.3: Small Aerodrome Support
Description: The Small Aerodrome Support program provides support for airside capital projects through the Airports Capital Assistance Program (ACAP) and also manages legacy commitments that make airport infrastructure and services available to some communities. In keeping with the National Airports Policy, ACAP provides support to eligible non-federally owned airports. Funding is provided for airside safety-related capital projects, which may also extend to non-airside asset protection. It targets airports with a demonstrated financial need to fund the capital expenditures necessary to maintain safety. Legacy commitments are supported by providing financial assistance to: the provincial government through the Labrador Coast Airstrip Restoration Program (LCARP) to maintain airstrips in twelve Labrador communities; and four airports in Québec to cover a portion of operating deficits through the Airports Operations and Maintenance Subsidy Program (O&MSP).
Sub-Program 1.3.2: Marine Infrastructure
Description: The Marine Infrastructure program operates from a commercially based policy framework and supports Canadian trade by making marine assets available for commercial use. The program is delivered by methods such as providing stewardship of assets operated by third parties, providing direct public sector delivery, and managing contribution agreements. The program acts as steward of Canada Port Authorities and the land they manage; operates and divests Transport Canada’s public ports; acts as steward of, and provides support to, remote, regional and constitutionally mandated ferry services; and acts as steward of, and provides support to, the Canadian portion of the Seaway.
Sub sub-Program 1.3.2.1: Canada Port Authority Stewardship
Description: The Canada Port Authority Stewardship program oversees the commercial operation of the 18 Canada Port Authorities (CPAs) that manage properties that are federally-owned or subject to federal law. Its goal is to foster a commercially based regime that supports Canadian trade within policy and legislative frameworks. The program administers the CPAs' compliance monitoring program, reviews and approves requests for property acquisitions/ dispositions to make sure that they comply with relevant acts and policies, addresses environmental and Aboriginal concerns, oversees the appointment process that must comply with the Canada Marine Act, and reviews and approves requests for amending CPA activities, borrowing limits, terms of leases, or for establishing subsidiaries, and compliance with gross revenue charge requirements.
Sub sub-Program 1.3.2.2: Seaway Stewardship and Support
Description: Pursuant to the Canada Marine Act, Transport Canada is responsible for protecting the long term operation and viability of the Seaway as an integral part of Canada’s national transportation infrastructure. The Seaway Stewardship and Support program oversees the good management, operation and maintenance of the Canadian portion of the St. Lawrence Seaway by the St. Lawrence Seaway Management Corporation (the Seaway Corporation), for the benefit of seaway users and the businesses and communities that depend on it. The program administers, negotiates and monitors the federal government’s 20-year agreement with the Seaway Corporation; provides statutory payments, negotiates and monitors the five-year Business Plans that sets specific operating and asset renewal cost targets; and oversees the management of non-navigational assets including the transfer of ownership of surplus Seaway properties.
Sub sub-Program 1.3.2.3: Ferry Services Stewardship and Support
Description: The Ferry Services Stewardship and Support program serves Canadians, communities and businesses that depend on ferry services. The program oversees federal government funding for, and involvement in, ferry services across the country. This includes: Crown Corporation Marine Atlantic service that links Newfoundland to the rest of Canada as per constitutional mandate; three private sector inter-provincial services in Atlantic Canada – including one to the remote community of Îles-de-la-Madeleine under the Ferry Services Contribution Transfer Payment Program; and an annual grant to support services in British Columbia.
Sub sub-Program 1.3.2.4: Port Operations
Description: The Port Operations program makes marine facilities at TC-owned ports available to port users and the communities they serve. It manages and maintains TC-owned ports including setting and collecting national public port tariffs at those ports.
Sub-Program 1.3.3: Surface and Multimodal Infrastructure
Description: The Surface Infrastructure program supports Canada’s trade and mobility by fostering efficient and economic access to surface transportation networks while furthering transportation safety. The program develops, designs, negotiates, and manages federal funding for highways, borders, railways, transit, and federal bridges; works with provinces, territories and other partners to develop infrastructure programs and policies, with a particular focus on the National Highway System; acts as steward for VIA Rail and federal bridges; and manages regional rail service legacy commitments.
Sub sub-Program 1.3.3.1: Rail Passenger Stewardship and Support
Description: The Rail Passenger Stewardship and Support program makes national, regional and remote rail passenger services available throughout Canada. The program also: acts as steward over and administers the annual subsidy to VIA Rail Canada; administers contributions to private sector companies or First Nations bands operating regional and remote passenger rail services; and provides funding for capital projects that support rail services.
Sub sub-Program 1.3.3.2: Federal Bridge Stewardship
Description: Guided by the International Bridges and Tunnels Act and other legislation, the Federal Bridge Stewardship program addresses capacity issues of bridges and tunnels under Transport Canada's authority to safely meet current and future transportation needs and acts as the steward of Transport Canada-owned bridges. Specific program responsibilities include implementing and managing federal contributions and initiatives that address the needs of bridges under federal authority; overseeing international bridge and tunnel operators’ compliance with relevant regulations; establishing and implementing the laws and regulations governing international bridge operators; providing stewardship oversight of the Confederation Bridge as per a constitutional obligation; and making statutory payments to CN Railway Company for the roadway portion of the Victoria Bridge in Montreal.
Sub sub-Program 1.3.3.3: Highway and Other Transportation Infrastructure Support
Description: The Highway and Other Transportation Infrastructure Support program benefits road users, stakeholders and communities through improved highways, bridges, transit systems and technology systems for transportation and borders, which reduces traffic congestion, accidents and stakeholder/user operating costs. This multimodal program provides program design guidance, manages federal contributions for improvements to the National Highway System (NHS), Canada-United States border infrastructure, transit system initiatives and other transportation infrastructure; develops, oversees and implements federal policy and coordinates infrastructure issues; assesses Building Canada Plan transportation projects; and helps monitor the performance of transportation infrastructure in partnership with stakeholders.
Performance Analysis
Transport Canada delivered contribution funding for transportation infrastructure programming across Canada, including the delivery of transportation projects under Infrastructure Canada funds. We:
- continued working with provincial, territorial, municipal, private sector and other partners to successfully deliver transportation infrastructure projects and programs;
- provided funding for multiple projects under the Outaouais Road Agreement, the Building Canada Fund, the Border Infrastructure Fund and the Canada Strategic Infrastructure Fund. Most of these funds have been allocated to projects as many of these programs are nearing completion;
- developed a long-term, cost-efficient asset strategy for Transport Canada-owned and operated ports. We continue to recognize that the best long-term solution for these assets is their transfer to local communities in order to better respond to local needs; and
- completed the procurement and importation of a marine vessel to replace the 42-year-old MV Princess of Acadia. The MV Princess of Acadia is the Transport Canada-owned ferry vessel used by a private sector operator under the Ferry Services Contribution program to service the Saint John, New Brunswick to Digby, Nova Scotia route. Modifications to the new vessel will offer modern onboard amenities to ensure compliance with Canadian safety regulations, and compatibility with existing shore-based infrastructure. Modifications were completed in summer 2015.
VIA Rail Endnote xxii completed a nearly $1 billion major capital program that has improved equipment, infrastructure, customer service and information technologies.
| Main Estimates | Planned Spending |
Total Authorities Available for Use |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 1.3 Transportation Infrastructure | ||||
| 333,815,823 | 333,815,823 | 497,706,340 | 455,366,393 | (121,550,570) |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 1.3.1 Airport Infrastructure | ||
| 75,164,946 | 79,348,379 | (4,183,433) |
| 1.3.1.1 Airport Authority Stewardship | ||
| (5,609,430) | (5,811,637) | 202,207 |
| 1.3.1.2 Airport Operations | ||
| 32,630,476 | 46,862,098 | (14,231,622) |
| 1.3.1.3 Small Aerodrome Support | ||
| 48,143,900 | 38,297,918 | 9,845,982 |
| 1.3.2 Marine Infrastructure | ||
| 164,826,665 | 280,512,958 | (115,686,293) |
| 1.3.2.1 Canada Port Authority Stewardship | ||
| 7,757,791 | 6,495,017 | 1,262,774 |
| 1.3.2.2 Seaway Stewardship and Support | ||
| 105,648,314 | 130,317,598 | (24,669,284) |
| 1.3.2.3 Ferry Services Stewardship and Support | ||
| 45,792,185 | 128,542,368 | (82,750,183) |
| 1.3.2.4 Port Operations | ||
| 5,628,375 | 15,157,975 | (9,529,600) |
| 1.3.3 Surface and Multimodal Infrastructure | ||
| 93,824,212 | 95,505,056 | (1,680,844) |
| 1.3.3.1 Rail Passenger Stewardship and Support | ||
| 12,296,299 | 14,045,127 | (1,748,828) |
| 1.3.3.2 Federal Bridge Stewardship | ||
| 67,126,413 | 66,304,819 | 821,594 |
| 1.3.3.3 Highway and Other Transportation Infrastructure Support | ||
| 14,401,500 | 15,155,110 | (753,610) |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 1.3 Transportation Infrastructure | ||
| 236 | 240 | (4) |
| 1.3.1 Airport Infrastructure | ||
| 144 | 142 | 2 |
| 1.3.1.1 Airport Authority Stewardship | ||
| 10 | 11 | (1) |
| 1.3.1.2 Airport Operations | ||
| 111 | 110 | 1 |
| 1.3.1.3 Small Aerodrome Support | ||
| 23 | 21 | 2 |
| 1.3.2 Marine Infrastructure | ||
| 46 | 68 | (22) |
| 1.3.2.1 Canada Port Authority Stewardship | ||
| 7 | 3 | 4 |
| 1.3.2.2 Seaway Stewardship and Support | ||
| 8 | 8 | 0 |
| 1.3.2.3 Ferry Services Stewardship and Support | ||
| 1 | 10 | (9) |
| 1.3.2.4 Port Operations | ||
| 30 | 47 | (17) |
| 1.3.3 Surface and Multimodal Infrastructure | ||
| 45 | 30 | 15 |
| 1.3.3.1 Rail Passenger Stewardship and Support | ||
| 3 | 2 | 1 |
| 1.3.3.2 Federal Bridge Stewardship | ||
| 3 | 3 | 0 |
| 1.3.3.3 Highway and Other Transportation Infrastructure Support | ||
| 39 | 25 | 14 |
Please refer to Section I: Organizational Expenditure Overview regarding budgetary financial and human resources variance explanations.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 1.3 Transportation Infrastructure | |||
| Federally funded infrastructure is operational | Percentage of federally funded transportation infrastructure that meets annually established operational targets | 100% | 95% |
The Program narrowly missed the target for this performance indicator. Details are provided under the following tables. Ninety-five percent of federally funded transportation infrastructure meets annually established operational targets.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 1.3.1 Airport Infrastructure | |||
| Airport infrastructure is available to users | Percentage of federally supported airport infrastructure that is operational | 100% | 100% |
| 1.3.1.1 Airport Authority Stewardship | |||
| National Airports System Airports comply with leases | Percentage of National Airports System airports that are in substantive compliance with their lease terms | 100% | 100% |
| 1.3.1.2 Airport Operations | |||
| Airports are operational and available to users | Percentage of airports that are operational | 100% | 100% |
| 1.3.1.3 Small Aerodrome Support | |||
| Airports are operational and available to users | Percentage of funded airports certified operational | 100% | 100% |
The program achieved all its targets for these performance indicators.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 1.3.2 Marine Infrastructure | |||
| Marine infrastructure is operational for users | Percentage of marine infrastructure operational | 100% | 100% |
| 1.3.2.1 Canada Port Authority Stewardship | |||
| Compliance with Acts, regulations and letters patent | Percentage of transactions in compliance with federal Acts, regulations and policies | 100% | 100% |
| 1.3.2.2 Seaway Stewardship and Support | |||
| Seaway is open and available to commercial traffic | Percentage of system availability | 99% | 99% |
| 1.3.2.3 Ferry Services Stewardship and Support | |||
| Constitutional, regional and remote ferry services are available to users | Percentage of scheduled trips completed | 100% | 100% |
| 1.3.2.4 Port Operations | |||
| Transport Canada-owned ports are operational and available to users | Percentage of active ports operational | 100% | 100% |
The Program achieved all its targets for these performance indicators.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 1.3.3 Surface and Multimodal Infrastructure | |||
| Federally funded surface infrastructure projects are completed and available to users as per/consistent with agreement date with recipient | Percentage of federally funded surface infrastructure operational | 100% | 94.5% |
| 1.3.3.1 Rail Passenger Stewardship and Support | |||
| Federally funded inter-city and remote passenger rail services have the capacity to meet existing commitments | Percentage of planned service levels that are achieved by federally-supported inter-city and remote passenger rail carriers | 100% | 95% |
| 1.3.3.2 Federal Bridge Stewardship | |||
| Federal bridges are capable of meeting existing and future demand | Percentage of federal funding obtained and delivered so the project can start within approved timelines | 100% | Responsibility for the new bridge over the St. Lawrence was transferred to Infrastructure Canada in February 2014 |
| 1.3.3.3 Highway and Other Transportation Infrastructure Support | |||
| Federally funded highway and border surface infrastructure is available to users | Percentage of highway and border projects that meet funding objectives | 100% | 100% |
The Program did not meet the target for performance indicators 1.3.3 and 1.3.3.1 due to unforeseen track closures, delays relating to track priorities and other incidents.
Strategic Outcome 2: A Clean Transportation System
Transport Canada promotes clean transportation in Canada. This Strategic Outcome advances the federal government’s environmental agenda in the transportation sector and complements other federal programs designed to reduce air emissions to protect the health of Canadians and the environment for generations to come; protects the marine environment by reducing the pollution of water from transportation sources; and fulfills Transport Canada’s responsibilities in working towards a cleaner and healthier environment with regard to its own operations.
The following Programs and sub-Programs support this Strategic Outcome:
Program 2.1: Clean Air from Transportation
Description: Transport Canada’s Clean Air from Transportation Program advances the federal government’s environmental agenda in the transportation sector and complements other federal programs designed to reduce air emissions for improving the health of Canadians and the environment for generations to come. The Program regulates air emissions from the transportation sector and oversees Transport Canada’s clean air program obligations and commitments.
Sub-Program 2.1.1: Clean Air Regulatory Framework and Oversight
Description: Deriving its authority from the Railway Safety Act, the Canada Shipping Act, 2001, and the Aeronautics Act, Transport Canada’s Clean Air Regulatory Framework and Oversight program contributes to reducing air emissions from transportation by creating and implementing regulatory regimes. The program sets the legal and regulatory frameworks that govern the transportation sector’s air emissions; oversees transportation firms’ compliance with their regulatory obligations; represents Canada in discussions to set international standards for air emissions in the transportation sector; and contributes to developing and implementing instruments to reduce air emissions from Canada’s transportation sector.
Sub-Program 2.1.2: Clean Air Initiatives
Description: The Clean Air Initiatives advance the federal government’s environmental agenda in the transportation sector by promoting and demonstrating ways to reduce transportation greenhouse gas emissions and other air pollutants; promoting, testing and demonstrating advanced vehicle technologies to reduce transportation greenhouse gas emissions and other air pollutants from motor vehicles; creating partnerships; and designing, negotiating and managing initiatives for transportation emission reduction.
Performance Analysis
In 2014–15, Transport Canada:
- continued to participate actively in the International Maritime Organization’s Marine Environment Protection Committee to address air pollutant and greenhouse gas emissions from international maritime transportation, including contributing to relevant meetings and correspondence groups;
- led the Government of Canada’s participation at the International Civil Aviation Organization (ICAO), to reduce the impact of aviation on the environment. Transport Canada actively participated in a number of ICAO groups to address air pollutant and greenhouse gas emissions, providing advice and leadership;
- contributed to the ongoing development of two new international emissions standards, a new carbon dioxide standard for airplanes and a new particulate matter standard for aircraft engines through participation on the ICAO’s committee on Aviation Environmental Protection;
- continued to develop Locomotive Emissions Regulations that will help to reduce criteria air contaminant emissions from locomotives in Canada; and
- continued its work with:
- provinces and territories to update or create new standards and codes to ensure the safe use of alternative fuels for motor vehicles; and
- the U.S. National Highway Traffic Safety Administration and the United Nations World Forum for Harmonization of Vehicle Regulations (UN WP.29) to develop and update international regulations related to:
- tire and hydrogen safety;
- the safety of visually impaired pedestrians in relation to the use of electric and electric hybrid quiet vehicles; and
- the safety of electrical energy storage systems for such vehicles.
Through the ecoTECHNOLOGY for Vehicles Program, Transport Canada undertook five joint test programs with Environment Canada, the U.S. Department of Transportation and the U.S. Environmental Protection Agency to support the development and alignment of vehicle safety and environmental standards in Canada and the U.S.
We also:
- approved funding in 2014–15, for two additional marine shore power projects that will help reduce emissions from Canadian Ports under the Shore Power Technology for Ports Program;
- signed a multi-year contribution agreement with Port Metro Vancouver for the Common Data Interface System Implementation Project as part of the Truck Reservation Systems Program. This project aims to improve technologies and communications to better integrate operations across container terminals and better coordinate and schedule container trucking movements;
- continued to monitor the progress of a multi-year project to reduce emissions at the Port of Montreal where radio frequency identification technology is operating to improve intermodal access and truck traffic flow, reducing overall congestion and emissions at the Port; and
- completed the pilot phase of the Gateway Carbon Footprint Initiative to quantify the greenhouse gas footprint of Canada’s Asia-Pacific gateways.
To streamline the contract initiation process, Transport Canada worked with Public Works and Government Services Canada to develop a call for proposal process to support clean transportation research for the rail, aviation and marine sectors. This process has been very successful in providing us with technological potential that can improve regulatory development with the co-benefit of supporting Canadian innovation. Several research projects were set up for the three transportation sectors. This was the first of its kind for Transport Canada.
| Main Estimates | Planned Spending | Total Authorities Available for Use |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 2.1 Clean Air from Transportation | ||||
| 38,992,028 | 38,992,028 | 31,358,409 | 24,011,027 | 14,981,001 |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 2.1.1 Clean Air Regulatory Framework and Oversight | ||
| 12,564,413 | 10,830,887 | 1,733,526 |
| 2.1.2 Clean Air Initiatives | ||
| 26,427,615 | 13,180,140 | 13,247,475 |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 2.1 Clean Air from Transportation | ||
| 88 | 64 | 24 |
| 2.1.1 Clean Air Regulatory Framework and Oversight | ||
| 57 | 39 | 18 |
| 2.1.2 Clean Air Initiatives | ||
| 31 | 25 | 6 |
Please refer to Section I: Organizational Expenditure Overview regarding budgetary financial and human resources variance explanations.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 2.1 Clean Air from Transportation | |||
| Decrease in intensity of greenhouse gas (GHG) emissions and air pollutants in the transportation sector | Transportation emission intensity (percent change in intensity as measured in tonnes per unit of activity (e.g. tonnes-km, tonnes per hour, tonnes per call, etc.) |
An intensity improvement that is consistent with the plan established under the government’s horizontal approach for clean air. Note: It will only be possible to set an absolute value once the transportation sector’s share of the GoC reduction targets are established and shared |
From 2005–12: Freight transportation increased from 85 grams to 96 grams of carbon dioxide equivalent per tonne-km Passenger transportation decreased from 142 grams to 120 grams of carbon dioxide equivalent per passenger-km |
While all freight transportation modes became more efficient (and less greenhouse gas intensive) between 2005 and 2012, the latest year for which data is available, the increased reliance on trucks to move freight has increased the overall intensity of greenhouse gases in freight transportation from 85 grams to 96 grams per tonne-km. For passenger transportation, between 2005 and 2012, the greenhouse gas intensity decreased from 142 grams to 120 grams of carbon dioxide equivalent per passenger-km, as light-duty vehicles have become more fuel efficient.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 2.1.1 Clean Air Regulatory Framework and Oversight | |||
| Clean air regulatory framework (and policies) that align with international standards | Percentage of instruments that are aligned with domestic legislation or international standards. |
100% |
100% for aviation; 80% for marine |
| 2.1.2 Clean Air Initiatives | |||
| Clean Transportation technologies are available to users | Number of sites using clean transportation technologies | 10 | 8 out of 10 (on track to meet target by March 31, 2016) |
All current Canadian aviation environmental standards are aligned with international standards developed at the International Civil Aviation Organization. In the marine sector, we are examining options to ensure that international standards and domestic legislation be 90% aligned by 2020.
Program 2.2 : Clean Water from Transportation
Description: The Clean Water from Transportation Program protects the marine environment by reducing the pollution of water from transportation sources. This Program regulates and monitors the release and impact of discharges from marine vessels into the marine environment, regulates ballast water and contributes to setting domestic and international rules that govern limits to liability of marine pollution incidents. This Program advances the federal government’s clean water agenda in the transportation sector and complements other federal programs designed to protect the marine environment for the health of Canadians and the environment for generations to come. This Program also represents Canada in discussions to set international standards to prevent pollution from vessels operating in Canada’s waters and address the threat of aquatic invasive species.
Sub-Program 2.2.1: Clean Water Regulatory Framework
Description: Guided by the Canada Shipping Act, 2001, the Arctic Waters Pollution Prevention Act, the Marine Liability Act and international conventions, the Clean Water Regulatory Framework program sets the legal and regulatory frameworks that govern the protection of the marine environment from pollution, the introduction of invasive species, and the environmental impact of pollution incidents.
Sub-Program 2.2.2: Clean Water Regulatory Oversight
Description: The Clean Water Regulatory Oversight program contributes to reducing pollution from vessels by monitoring compliance of marine transportation firms with the Marine Safety regulatory framework through surveillance, inspections, audits, monitoring and enforcement.
Performance Analysis
The Department continued to deliver on its commitment to protect the marine environment by helping reduce pollution from marine transportation activities.
In 2014–15 we:
- continued to enhance compliance and oversight activities through activities such as developing service standards for inspections, providing advice to industry on compliance issues and responding to concerns on technical issues facing the industry;
- collaborated on joint inspections with the U.S. Coast Guard for vessels entering the Great Lakes;
- worked to align our policies and regulations with the International Convention for the Control and Management of Ships’ Ballast Water and Sediments, 2004, which Canada has ratified, in the context of a differing approach in the U.S. This work, which will further protect Canadian waters from aquatic invasive species, is taking into account legal, science, technical, costs, benefit and regional compatibility considerations; and
- made substantial progress in assessing the availability of technology to permit compliance with this Convention and U.S. requirements and communicated the results of these assessments to international partners and stakeholders.
During 2014–15, we also continued to support the Government of Canada’s commitment to strengthen Canada’s strong marine safety system through the World-Class Tanker Safety System Initiative Endnote xxiii. This Initiative supports Responsible Resource Development Endnote xxiiiby preventing spills from happening, cleaning them up quickly if they do occur, and ensuring that polluters, not taxpayers, are responsible for costs in the unlikely event of a spill.
Due to the permanent long-term funding from the World-Class Tanker Safety System Initiative, Transport Canada has been able to increase surveillance over all waters under Canadian jurisdiction. The National Aerial Surveillance program (NASP) pollution surveillance aircraft conducted surveillance in all regions of Canada. The NASP continues to have a positive impact in deterring potential polluters who transit waters under Canadian jurisdiction and achieved its target as it relates to allocated patrol hours. The NASP flew 3,842 patrol hours, overflew 19,551 vessels and identified 253,832 vessels through the Automated Identification System.
The NASP identified 322 pollution sightings during the 2014–15 fiscal year. Thirty-seven pollution sightings were confirmed as ship-source spills (a 16% decrease from 2013–14) and 258 pollution sightings were reported as mystery spills (a 68% increase from 2013–14) because the origin of the incident could not be linked directly to a source.
The total volume of pollutants observed during the fiscal year was estimated at 3,174 litres, a 29% decrease in the total volume of pollutants observed. These results are a function of improved sensitivity of NASP aircraft’s sensors and crews, to detect very limited quantities of oil. For example, 89% of the reported pollution incidents were less than 10 litres, 9% were over 10 litres but below 100 litres and 2% were greater than 100 litres.
Furthermore, the NASP observed only five pollution sightings in 2014–15 outside the 12 nautical miles limit when compared to 11 in 2013–14. This represents a 55% decrease in the number of pollution sightings offshore. This is a direct result of programs such as the NASP, the Integrated Satellite Tracking of Pollution Program and stricter legislation and regulations for ships transiting waters under Canadian jurisdiction.
The NASP also assisted in 32 search and rescue incidents from the Regional Coordination Centre.
Transport Canada also continued to work closely with other federal departments, Aboriginal groups, and a broad range of stakeholders including other levels of governments and industry to strengthen marine safety and protect the environment under the World-Class Tanker Safety System Initiative. We also engaged a broad range of stakeholders across Canada to provide information on Canada’s marine safety system and enhancements under the World-Class Tanker Safety System Initiative.
In 2014–15, we launched a new contribution program for Ocean Networks Canada’s Smart Oceans Initiative. This contribution program will provide up to $20 million over three years to enable Ocean Networks Canada to:
- operate its network of ocean observatories and sensors, have its oceanographic data transformed into navigational safety information; and
- share this information with vessel operators and others to help avoid navigational hazards and prevent marine accidents.
| Main Estimates | Planned Spending |
Total Authorities Available for Use |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 2.2 Clean Water from Transportation | ||||
| 18,074,900 | 18,074,900 | 28,553,438 | 24,421,705 | (6,346,805) |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 2.2.1 Clean Water Regulatory Framework | ||
| 2,621,699 | 8,518,203 | (5,896,504) |
| 2.2.2 Clean Water Regulatory Oversight | ||
| 15,453,201 | 15,903,502 | (450,301) |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 2.2 Clean Water from Transportation | ||
| 75 | 71 | 4 |
| 2.2.1 Clean Water Regulatory Framework | ||
| 14 | 24 | (10) |
| 2.2.2 Clean Water Regulatory Oversight | ||
| 61 | 47 | 14 |
Please refer to Section I: Organizational Expenditure Overview regarding budgetary financial and human resources variance explanations.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 2.2 Clean Water from Transportation | |||
| Prevention of pollution in the marine environment from vessels operating in waters under Canadian jurisdiction | Number of releases of harmful pollutants in the marine environment by vessels identified by pollution patrol and other means | 17 | 37 |
The result above includes all ship-source spills identified by the NASP, which continued to overlay ships in waters under Canadian jurisdiction and achieved its target relating to patrol hours.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 2.2.1 Clean Water Regulatory Framework | |||
| Legislation, regulations and policies that are harmonized with adopted international standards | Percentage of instruments that are aligned with domestic legislation and/or adopted international standards | 95% | 99% alignment with legislation; 90% aligned to international standards |
| 2.2.2 Clean Water Regulatory Oversight | |||
| Industry is compliant with the regulatory framework | Percentage of vessels in compliance with regulatory framework for environmental response regime | 95% |
98.7% |
| Industry is compliant with the regulatory framework for ballast water discharges in waters under Canadian jurisdiction | Percentage of vessels in compliance with Ballast Water Control and Management Regulations reporting rules | 95% | 90% |
In relation to alignment to legislation and standards, 99% of instruments are aligned with domestic legislation, exceeding the target. Vessel Pollution and Dangerous Chemicals Regulations under the Canada Shipping Act, 2001, may have discharge requirements that would not align with the application of the Arctic Waters Pollution Prevention Act in inland waters north of 60°, so a review is underway. Instruments are 90% aligned to international standards. We must update the Regulations to implement recent changes to standards under the International Convention for the Prevention of Pollution from Ships.
Inspections of foreign ships operating in Canada under the Port State Control program found compliance with environmental requirements at 98.7%. Overall compliance was at 90% for vessels to report on the status of their ballast water 96 hours before arrival at a Canadian port. 100% compliance was attained for the Great Lakes, owing to all inbound vessels inspected under the joint program with the U.S. Coast Guard and both Canadian and American Seaway Corporations.
Program 2.3: Environmental Stewardship of Transportation
Description: The Environmental Stewardship Program fulfills Transport Canada’s responsibilities in working towards an environmentally responsible national transportation system for Canadians by ensuring compliance with the Department’s environmental obligations in relation to acts, regulations, policies and guidelines, and meeting legal obligations with respect to Aboriginal consultation.
The Program fulfills Transport Canada’s responsibilities to implement a Departmental Sustainable Development Strategy under the Federal Sustainable Development Act; ensures that Transport Canada’s lands and facilities are managed in an environmentally responsible manner in compliance with federal legislation and policies; provides functional support for environmental assessments, including for major resource projects; manages contaminated sites; and advises on Aboriginal consultation.
Performance Analysis
Transport Canada supported the Government of Canada initiatives to improve the regulatory framework of major resource projects throughout Canada. We worked closely with other departments through interdepartmental working groups to ensure a continued coordinated and efficient approach to the application of the Major Projects Management Office (MPMO) and the Northern Project Management Office (NPMO) processes across the federal government departments participating in these initiatives.
Transport Canada:
- fulfilled its Aboriginal consultation and engagement obligations;
- participated in Government of Canada Aboriginal consultations, coordinated by the Canadian Environmental Assessment Agency, MPMO and NPMO; and
- contributed to the “Whole-of-Government” approach and the development of interdepartmental procedures, guidance and project agreements to govern Aboriginal consultation and engagement.
Transport Canada supported the MPMO in the renewal of the MPMO Initiative, for which an additional five years of funding was announced in Budget 2015. We were involved in the completion of three transitional comprehensive studies and two review panels within the legislated timelines, and are currently involved in 56 of the 89 MPMO projects and 32 of 35 active NPMO projects.
We began the Assessment of Climate Risks and Adaptation Practices for the Canadian Transportation Sector and undertook key activities; including creating an advisory committee, engaging with stakeholders, and completing the first drafts of the Assessment chapters.
Transport Canada is responsible for a wide-range of transportation operations and over 90 sites that it owns and operates, including airports, ports, and harbour beds. Operations include fleets of aircrafts and vehicles, stores, warehouses and offices in central and remote sites across the country. The National Environmental Management System is our tool for ensuring environmental stewardship of our lands and activities, and was used to ensure that our owned and operated airports, ports and our other operations were 100% compliant with all applicable environmental legislation, regulations and policies.
We continued to contribute to the Greening Government Operations (GGO) targets under the 2013–16 Federal Sustainable Development Strategy Endnote xxiv (FSDS) and worked extensively to ensure that all of our GGO commitments were achieved or underway to be achieved within the specified FSDS timelines. We have achieved all GGO targets through Theme IV. The targets under Theme IV are national in scale and cover a wide-range of activities including reducing greenhouse gas emissions from our operations, improving the environmental performance of our buildings, reducing paper consumption and properly managing our electronic and electrical equipment. For additional details on Transport Canada’s GGO activities please see Section III Supplementary Information Tables of this report.
| Main Estimates | Planned Spending | Total Authorities (available for use) |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 2.3 Environmental Stewardship of Transportation | ||||
| 29,171,557 | 29,171,557 | 43,124,602 | 44,745,522 | (15,573,965) |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 2.3 Environmental Stewardship of Transportation | ||
| 125 | 127 | (2) |
Please refer to Section I: Organizational Expenditure Overview regarding budgetary financial and human resources variance explanations.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 2.3 Environmental Stewardship of Transportation | |||
| Compliance with Transport Canada’s obligations in relation to acts, regulations, policies and guidelines | Percentage of Departmental commitments achieved under the Federal Sustainable Development Strategy | 100% | 100% |
| Compliance with Transport Canada’s obligations in relation to acts | Number of instances where Transport Canada was not in compliance with applicable environmental legislation | 0 | 0 |
| Compliance with Transport Canada’s obligations in relation to acts | Number of instances Transport Canada was found to have failed to meet its legal duty to consult Aboriginal groups | 0 | 0 |
Strategic Outcome 3: A Safe and Secure Transportation System
A safe and secure transportation system moves people and goods across Canada, and to international destinations, without loss of life, injury or damage to property. Transport Canada supports a safe and secure transportation system by influencing the behaviour of the public and industry through policies, standards, regulations and laws. Harmonized and streamlined regulatory regimes, informed by the expertise of multiple countries and stakeholders, aid effective, safe and secure transportation practices and a sound safety and security culture. Transport Canada ensures that Canadians and the transportation industry are in compliance with the regulatory framework through their oversight program.
The following Programs and sub-Programs support this Strategic Outcome:
Program 3.1: Aviation Safety
Description: The Aviation Safety Program, under the authority of the Aeronautics Act develops, administers and oversees the policies, regulations and standards necessary for the safe conduct of civil aviation within Canada’s borders in a manner harmonized with international standards. The Program fosters the safety of the aviation system, provides oversight of the aviation sector and enforces international conventions signed by Canada. It also provides air transport services to support Transport Canada and other government department operations.
Sub-Program 3.1.1: Aviation Safety Regulatory Framework
Description: The Aviation Safety Regulatory Framework program provides a balance of tools (policies, guidelines, regulations, standards, and education and awareness activities) based on risk, to promote a harmonized aviation safety regulatory framework for Canadians and Canada’s aviation industry.
Sub-Program 3.1.2: Aviation Safety Oversight
Description: The Aviation Safety Oversight program is risk-based and supports compliance of the aviation industry with the regulatory framework through services, assessments, validations, inspections, audits and, when necessary, enforcement.
Sub sub-Program 3.1.2.1: Service to the Aviation Industry
Description: Guided by the standards and regulatory requirements in the Canadian Aviation Regulations, the Service to the Aviation Industry program licenses personnel, provides operating certificates to organisations and certifies aeronautical products.
Sub sub-Program 3.1.2.2: Surveillance of the Aviation System
Description: The Surveillance of the Aviation System program, based on risk, monitors aviation industry compliance of the regulatory framework through assessments and validations, inspections, audits and, when necessary, enforcement.
Sub-Program 3.1.3: Aircraft Services
Description: The Aircraft Services program provides aircraft and aircraft maintenance and training services to Transport Canada and other federal government departments and agencies.
Performance Analysis
In 2014-15, Transport Canada developed and/or published regulatory amendments to strengthen safety requirements. These included additional requirements for offshore helicopter operations and a new regulatory regime for the private business operators to expand Safety Management System requirements and addressed Transportation Safety Board recommendations. We also published Civil Aviation Safety Advisories and other guidance material in response to specific concerns. For example, in response to the Germanwings tragedy, Transport Canada immediately issued an Interim Order requiring two crew members be present in the cockpit at all times.
As part of an Aerodrome Review, we developed legislative amendments to ensure consultation before aerodrome construction, which came into force through the Budget Implementation Act in the fall of 2014. We also developed associated regulations to clarify and standardize consultation requirements.
Transport Canada developed and implemented an accelerated plan for managing safe Unmanned Aerial Vehicle operations in Canada by:
- conducting a safety awareness campaign on social and other media;
- clarifying and streamlining the guidelines for issuing special operating certificates; and
- developing policy options for a flexible and effective regulatory framework.
We continued to strengthen the Civil Aviation Quality Assurance program and carry out reviews to identify opportunities for improvement in program delivery.
In addition, we adopted a national process to manage certification requests through a centralized record system, which allows us to better balance staff resources across Canada to improve service delivery and meet service standards.
Transport Canada dedicated important efforts to People Management in 2014–15, with a particular emphasis on staffing activities. While recruitment remains a challenge in competing with industry for qualified resources, Aviation Safety managed to achieve planned staffing levels in core occupational groups for oversight activities by continuing to use innovative and/or high priority recruitment strategies such as inventory systems. We completed 23 Aviation Safety People Management Action Plan initiatives, including the development of the “Leadership in a Technical Environment” course that we will implement nationally across all modes.
Staff in regions and headquarters are collaborating to identify areas of continued improvement for standardization such as the quality control measures they apply to reporting oversight activities. We have also worked to strengthen Civil Aviation’s standardization under the Directive on Safety and Security Oversight.
| Main Estimates | Planned Spending |
Total Authorities Available for Use |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 3.1 Aviation Safety | ||||
| 170,709,221 | 170,709,221 | 189,711,582 | 188,941,065 | (18,231,844) |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 3.1.1 Aviation Safety Regulatory Framework | ||
| 28,798,650 | 27,467,386 | 1,331,264 |
| 3.1.2 Aviation Safety Oversight | ||
| 118,061,919 | 132,988,207 | (14,926,288) |
| 3.1.2.1 Service to the Aviation Industry | ||
| 32,453,361 | 42,416,467 | (9,963,106) |
| 3.1.2.2 Surveillance of the Aviation System | ||
| 85,608,558 | 90,571,740 | (4,963,182) |
| 3.1.3 Aircraft Services | ||
| 23,848,652 | 28,485,472 | (4,636,820) |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 3.1 Aviation Safety | ||
| 1,736 | 1,487 | 249 |
| 3.1.1 Aviation Safety Regulatory Framework | ||
| 254 | 174 | 80 |
| 3.1.2 Aviation Safety Oversight | ||
| 1,128 | 1,029 | 99 |
| 3.1.2.1 Service to the Aviation Industry | ||
| 349 | 375 | (26) |
| 3.1.2.2 Surveillance of the Aviation System | ||
| 779 | 654 | 125 |
| 3.1.3 Aircraft Services | ||
| 354 | 284 | 70 |
Please refer to Section I: Organizational Expenditure Overview regarding budgetary financial and human resources variance explanations
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 3.1 Aviation Safety | |||
| A safe civil aviation system | Number of accidents per 100,000 hours of flight (ten-year average) (Improvement = decrease) | 6.7 Footnote18 | 5.5 |
The 2005-2014 ten-year average aviation accident rate (preliminary data) was 5.5 accidents per 100,000 hours flown, a decrease of 16.5 percent compared to the target of the 2000-2009 ten year average of 6.6. These results show a positive momentum in the lower number of aviation accidents.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 3.1.1 Aviation Safety Regulatory Framework | |||
| A timely rulemaking program that supports a risk-based regulatory framework | Average time (years) to develop new or modified regulations governing aviation safety (Improvement = decrease) |
3.77 | 3.56 Footnote19 |
| 3.1.2 Aviation Safety Oversight | |||
| Compliance of aviation community with regulatory requirements |
Percentage of operators that improve their Program Validation Inspection (PVI) score measuring to what degree they meet aviation safety requirements |
2.4 Footnote20 | 2.17 Footnote21 |
| 3.1.2.1 Service to the Aviation Industry | |||
| Services delivered support the conduct of business activities in the Canadian Aviation Industry | Percentage of services delivered meeting service standards | 63% |
88% Footnote22 |
| 3.1.2.2 Surveillance of the Aviation System | |||
| Aviation hazards and risks are being systematically managed by the aviation community |
Average severity of non-compliance findings in aviation enterprises on a scale of 5, with 1 being most severe (Improvement = increase) |
2.0 | Average component score of 1.94 Footnote23 |
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 3.1.3 Aircraft Services | |||
| Safe aviation services resulting in confidence from clients |
Percentage of clients satisfied or very satisfied with services (scoring 2 or 3 on a 3-point scale). |
80% | 80% |
| Safe aviation services resulting in confidence from clients |
Number of category 3 Footnote24 or greater category occurrences (per 1,000 flight hours) |
2.0 | 1.10 Footnote25 |
Program 3.2: Marine Safety
Description: Description: The Marine Safety program, under the authority of the Canada Shipping Act 2001 Endnote xxvi, the Navigable Protection Act Endnote xxvii , the Safe Containers Act Endnote xxviii, the Pilotage Act Endnote xxviii, the Coasting Trade Act Endnote xxixand the Arctic Waters Pollution Prevention Act Endnote xxxi, develops, implements and administers policies, regulations and standards necessary for the safe conduct of marine activities in a manner harmonized with international standards.
The Program fosters the safety of the marine transportation system; provides oversight of the marine industry, including domestic and foreign vessels (both non-pleasure craft and pleasure craft); enforces international conventions signed by Canada; and protects the public right to navigate on Canadian waterways by regulating lights or markers required for safe navigation during and/or on completion of certain works, regulating the placement of private buoys as per the Private Buoy Regulations of the Canada Shipping Act, 2001 and acting as Receiver of Wreck as per the Canada Shipping Act, 2001, Part7.
Sub-Program 3.2.1: Marine Safety Regulatory Framework
Description: The Marine Safety Regulatory Framework program provides a balance of tools (policies, guidelines, regulations and standards) to support a harmonized marine safety regulatory framework for Canada’s marine industry (seafarers, commercial vessels [non-pleasure craft] and pleasure crafts). This program also works to harmonize Canada’s marine safety regulatory framework with other jurisdictions.
Sub-Program 3.2.2: Marine Safety Oversight
Description: The Marine Safety Oversight program is risk-based and supports compliance of the marine industry with the regulatory framework through services, assessments, validations, inspections, audits and, when necessary, enforcement.
Sub-Program 3.2.3: Navigable Waters Protection
Description: The Navigable Waters Protection Program protects the public right of safe navigation in Canada’s waters by removing obstructions to navigation and approving any works built or placed in, on, over, under, through or across navigable water before construction.
Performance Analysis
Transport Canada advanced the modernization of Marine Safety’s regulatory and oversight frameworks. We:
- made significant progress in revising the Marine Personnel Regulations;
- developed the preliminary architecture and drafting instructions for regulations replacing the Competency of Operators of Pleasure Craft Regulations; and
- completed program research work and consultation for all the Safety Management Systems Regulations.
The Department carried out commitments under the Action Plan for the Canada–U.S. Canada–U.S.Regulatory Cooperation Council Endnote xxxii by developing a Regulatory Partnership Statement (RPS) with the U.S. Coast Guard. The RPS:
- details roles and responsibilities;
- identifies stakeholder engagement opportunities; and
- identifies work to be accomplished.
Transport Canada’s Navigable Waters Protection Program continued to modernize its approach to navigation protection by implementing the Navigation Protection Act, which came into force in April 2014.
| Main Estimates | Planned Spending |
Total Authorities Available for Use |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 3.2 Marine Safety | ||||
| 56,003,982 | 56,003,982 | 69,597,720 | 69,847,859 | (13,843,877) |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 3.2.1 Marine Safety Regulatory Framework | ||
| 9,737,859 | 12,422,775 | (2,684,916) |
| 3.2.2 Marine Safety Oversight | ||
| 41,697,456 | 51,338,279 | (9,640,823) |
| 3.2.3 Navigable Waters Protection | ||
| 4,568,667 | 6,086,805 | (1,518,138) |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 3.2 Marine Safety | ||
| 590 | 579 | 11 |
| 3.2.1 Marine Safety Regulatory Framework | ||
| 98 | 91 | 7 |
| 3.2.2 Marine Safety Oversight | ||
| 425 | 437 | (12) |
| 3.2.3 Navigable Waters Protection | ||
| 67 | 51 | 16 |
Please refer to Section I: Organizational Expenditure Overview regarding budgetary financial and human resources variance explanations.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 3.2 Marine Safety | |||
| A safe marine transportation system | Number of Canadian commercial vessel (non-pleasure craft) occurrences Footnote26 per 1,000 vessels in the Canadian registry (five-year moving average) (Improvement = decrease) |
9.5 Baseline is 13.6 occurrences per 1,000 vessels. Rate change from 13.6 to 9.5 represents a 30% decrease |
18.6 |
| A safe marine transportation system | Number of pleasure craft fatalities per licensed pleasure craft (five-year average) (Improvement = decrease) |
110 fatalities to 2.8 million licensed pleasure crafts | 116 |
The actual result of 18.6 (five-year moving average) is higher than the target of 9.5 as it reflects a clarification made by the Transportation Safety Board (TSB). The TSB clarified the types of marine incidents that must be reported. The clarification resulted in more than twice as many incidents being reported as compared to the 2009–10 levels thus increasing the number of occurrences. The Department will review its performance targets for the future in light of the TSB clarification of incidents.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 3.2.1 Marine Safety Regulatory Framework | |||
| A risk-based regulatory framework consistent with international conventions and Cabinet Directive on Streamlining Regulation | Percentage of regulations aligned with domestic legislation and/or adopted international standards (Improvement = increase) |
85% | 65% Footnote27 |
| 3.2.2 Marine Safety Oversight | |||
| Compliance with regulations for inspected domestic vessels (non-pleasure craft) |
Percentage of inspected domestic vessels (non-pleasure craft) that are compliant with regulations Footnote28 |
68% | 65% Footnote29 |
| Compliance with regulations for pleasure craft | Percentage of pleasure craft compliant with regulations (includes those that received a courtesy check) Footnote30 (Improvement = increase) |
60% |
86% Footnote31 |
| The Port State Control regulatory oversight inspects the highest risk foreign vessels | Percentage of high-risk foreign vessels inspected (Improvement = increase) |
95% | 95% |
| 3.2.3 Navigable Waters Protection | |||
| The public’s right to safely navigate Canada’s waterways is protected | Number of public complaints received for works not compliant with navigable waters legislation (Improvement = decrease) |
175 | 126 |
Program 3.3: Rail Safety
Description:The Rail Safety Program, under the authority of the Railway Safety Act Endnote xxxiii, develops, administers and oversees the policies and regulatory instruments necessary for the safety of railway operations in a manner consistent with North American and international safety standards/levels. The Program fosters safety within the rail transportation system and provides oversight of the rail industry. It also promotes public safety at crossings, identifies the risks of trespassing and provides funds to improve safety at grade crossings.
Sub-Program 3.3.1: Rail Safety Regulatory Framework
Description: The Rail Safety Regulatory Framework program provides a balance of tools (policies, guidelines, regulations, rules and engineering standards) to promote a harmonized rail safety regulatory framework for the rail industry and the public at large, while ensuring viability of the rail sector.
Sub-Program 3.3.2: Rail Safety Oversight
Description: The Rail Safety Oversight program is risk-based and promotes compliance of the rail industry with the regulatory framework through inspections, audits and, when necessary, enforcement.
Sub-Program 3.3.3: Rail Safety Awareness and Grade Crossing Improvement
Description: The Rail Safety Awareness and Grade Crossing Improvement program provides funding for safety improvements at grade crossings and promotes public and stakeholder awareness and education in order to prevent fatalities and injuries.
Performance Analysis
In 2014-15, Rail Safety made significant progress on implementing recommendations from the 2013 Fall Report of the Auditor General of Canada Endnote xxxiii (Chapter 7—Oversight of Rail Safety—Transport Canada), following the tragic events at Lac-Mégantic, which included developing key regulations, developing and implementing a Human Resources Strategy, and developing key quality management procedures.
In response to the Transportation Safety Board’s recommendations and advisories following the accident at Lac-Mégantic in 2013, Transport Canada issued a number of Emergency Directives and Ministerial Orders on train securement and rail transportation of dangerous goods to enhance the safety of railway operations in Canada.
The Rail Safety Program also completed the accelerated development of key regulations stemming from Amendments to the Railway Safety Act passed in 2013, including the coming into force of regulations related to Railway Operating Certificates, Administrative Monetary Penalties, Grade Crossings, Transportation Information, and modifications to Safety Management Systems. The amended regulations strengthen the oversight program by addressing three key areas:
- Providing more detail and clarity to make it easier for:
- the rail sector to implement Safety Management System (SMS) requirements; and
- TC to enforce this regulatory framework;
- Expanding the scope of application of SMS to local railway companies operating on federal track; and
- Bringing into force new provisions resulting from amendments to the Railway Safety Act.
| Main Estimates | Planned Spending | Total Authorities Available for Use |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 3.3 Rail Safety | ||||
| 34,265,437 | 34,265,437 | 36,881,268 | 35,333,175 | (1,067,738) |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 3.3.1 Rail Safety Regulatory Framework | ||
| 3,576,598 | 3,243,462 | 333,136 |
| 3.3.2 Rail Safety Oversight | ||
| 14,826,251 | 20,570,738 | (5,744,487) |
| 3.3.3 Rail Safety Awareness and Grade Crossing Improvement | ||
| 15,862,588 | 11,518,975 | 4,343,613 |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 3.3 Rail Safety | ||
| 199 | 190 | 9 |
| 3.3.1 Rail Safety Regulatory Framework | ||
| 22 | 28 | (6) |
| 3.3.2 Rail Safety Oversight | ||
| 139 | 145 | (6) |
| 3.3.3 Rail Safety Awareness and Grade Crossing Improvement | ||
| 38 | 17 | 21 |
Please refer to Section I: Organizational Expenditure Overview regarding budgetary financial and human resources variance explanations.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 3.3 Rail Safety | |||
| A safe rail transportation system | Rate of rail accidents (per million train miles) that occur on railways under federal jurisdiction (includes main-track collisions, derailments, non-main track derailments and collisions, fires/explosions and others) (five-year average) (Improvement = decrease) |
12.7 | 16.02 |
| A safe rail transportation system | Rate of rail incidents (per million train miles) that occur on railways under federal jurisdiction (includes main-track switch in abnormal position, movement exceeds limits of authority, dangerous goods leak, crew member incapacitated, runaway rolling stock, signal less restrictive than required and unprotected overlap of authorities) (five-year average) (Improvement = decrease) |
2.21 | 2.83 Footnote 32 |
The increase in rail accidents in 2014 is mainly due to the change in derailments reporting requirements made by the Transportation Safety Board. Derailments are now defined as “Any time one or more wheels of rolling stock come off the normal running surface of the rail.” In 2014 there was a significant increase in non-main track derailments
Rail incidents decreased in 2014 by 2.7%, as compared to 2013.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 3.3.1 Rail Safety Regulatory Framework | |||
| The regulatory framework addresses the highest risks | Percentage of rail risk mitigation strategies developed per total number of identified risks in rail safety business plan (Improvement = increase) |
90% |
100% Footnote33 |
| 3.3.2 Rail Safety Oversight | |||
| Rail industry has a strong safety culture | Index of railway industry Safety Management Systems (SMS) implementation (Improvement = increase) |
TBD Footnote34 |
Not measurable |
| Rail industry is compliant | Percentage of rail industry that is compliant with rules, regulations and standards as set out in the Railway Safety Act (Improvement = increase) |
80% | Not measurable Footnote35 |
| 3.3.3 Rail Safety Awareness and Grade Crossing Improvement | |||
| Safe railway grade crossings | Percentage of crossing collisions reduced (Improvement = increase) |
5% | 2.3% Footnote36 |
| Trespassing on railways eliminated | Percentage of trespassing accidents reduced (Improvement = increase) |
5% |
5.2% Footnote37 |
Program 3.4: Motor Vehicle Safety
Description: The Motor Vehicle Safety Program, under the authority of the Motor Vehicle Safety Act Endnote xxxiv, develops, administers and oversees the policies, regulations and standards necessary for the safety of motor vehicles and commercial vehicle operations in a manner that is harmonized with international and national standards. The Program contributes to reduced road deaths and injuries and provides safety oversight of the motor vehicle industry.
Sub-Program 3.4.1: Motor Vehicle Safety Regulatory Framework
Description: The Motor Vehicle Safety Legislative and Regulatory Framework program provides a balance of tools (policies, guidelines, regulations and standards) to create and maintain a harmonized Motor vehicle safety framework for Canadians and Canada's Motor Vehicle manufacturing industry. The framework is developed using evidence obtained from field investigations, physical testing of vehicles, collision statistics, and joint regulatory development with our trading partners.
Sub-Program 3.4.2: Motor Vehicle Safety Oversight
Description: The Motor Vehicle safety Oversight program is risk-based and assesses compliance of the Motor Vehicle manufacturing industry with the regulatory framework through inspections, audits, physical testing and, where necessary, enforcement.
Sub-Program 3.4.3: Motor Carrier Safety
Description: Guided by the Motor Vehicle Transport Act, the Motor Carrier Safety program achieves safer motor carrier (trucking and busing) operations by advancing implementation of the National Safety Code (performance standards for commercial vehicle operations); by managing a contribution program for provinces and territories towards consistent implementation of the National Safety Code; and by maintaining the Federal Hours of Service Regulations for commercial vehicle drivers.
Performance Analysis
Transport Canada’s Motor Vehicle Safety Program successfully completed or made significant progress on programs and deliverables, and exceeded several targets.
In particular, the Program:
- proposed modifications to the Motor Vehicle Safety Act, which were passed as part of Bill C-31, Economic Action Plan 2014 Act;
- completed regulations for controls and displays, and progress on side impact protection and ejection mitigation;
- completed the Crashworthiness and Crash Avoidance Programs; whose results contributed to Canada’s Regulatory Cooperation Council (RCC) obligations. These results will also inform the alignment of domestic and international motor vehicle safety regulations; and
- established a work plan for RCC Phase II with the U.S. National Highway Traffic Safety Administration.
Transport Canada processed nearly a thousand more defect complaints than the 1600 targeted, and achieved nearly 100% on service standards. Transport Canada further contributed to strengthened motor vehicle safety as it received and published more than 150 more recalls than the 420 targeted, and exerted direct influence on 15% of the total number of recalls.
| Main Estimates | Planned Spending | Total Authorities Available for Use) |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 3.4 Motor Vehicle Safety | ||||
| 20,905,007 | 20,905,007 | 24,090,043 | 25,940,392 | (5,035,385) |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 3.4.1 Motor Vehicle Safety Regulatory Framework | ||
| 8,006,196 | 9,583,926 | (1,577,730) |
| 3.4.2 Motor Vehicle Safety Oversight | ||
| 7,740,138 | 11,187,823 | (3,447,685) |
| 3.4.3 Motor Carrier Safety | ||
| 5,158,673 | 5,168,643 | (9,970) |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 3.4 Motor Vehicle Safety | ||
| 108 | 78 | 30 |
| 3.4.1 Motor Vehicle Safety Regulatory Framework | ||
| 51 | 37 | 14 |
| 3.4.2 Motor Vehicle Safety Oversight | ||
| 50 | 36 | 14 |
| 3.4.3 Motor Carrier Safety | ||
| 7 | 5 | 2 |
Please refer to Section I: Organizational Expenditure Overview regarding budgetary financial and human resources variance explanations.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 3.4 Motor Vehicle Safety | |||
| Safe motor vehicles based on improved crash avoidance and crash survivability | Collisions per 10,000 motor vehicles registered (Improvement = decrease) |
2% reduction in the rate for 2012 as compared to average of previous 5 years | 17.3% reduction in 2012 as compared to five-year average (2007–11); 2012 is the most recent data available |
| Safe motor vehicles based on improved crash avoidance and crash survivability | Fatalities per 10,000 police-reported collisions occurring on public roads (Improvement = decrease) |
1% reduction in the rate for 2012 as compared to average of previous five years | 3% increase in 2012 as compared to five-year average (2007–11); 2012 is the most recent data available |
| Safe motor vehicles based on improved crash avoidance and crash survivability | Serious injuries per 10,000 police-reported collisions occurring on public roads (Improvement = decrease) | 1% reduction in the rate for 2012 as compared to average of previous five years | 3.8% increase in 2012 as compared to five-year average (2007–11); 2012 is the most recent data available |
While the overall number of collisions decreased in 2012 compared to previous years, variability in the reporting by the provincial and territorial jurisdictions of the collision data could account for the significantly better than expected results with respect to crash avoidance (first metric).
A slight increase in fatalities and serious injuries coupled with a decrease in overall collisions account for the increase in the rate-based measure.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 3.4.1 Motor Vehicle Safety Regulatory Framework | |||
| A performance-based regulatory framework that is harmonized with international vehicle safety regimes where appropriate | Percentage of standards that are harmonized with international motor vehicle safety standards (Improvement = increase) |
80% | 81% |
| 3.4.2 Motor Vehicle Safety Oversight | |||
| Motor vehicle industry is compliant with the regulatory framework | Percentage of the motor vehicle industry that is compliant with the regulatory framework (Improvement = increase) |
80% Footnote38 | 93% |
| 3.4.3 Motor Carrier Safety | |||
| Harmonized safety regime for motor carriers among provinces and territories | Percentage of jurisdictions that have adopted all of the 15 standards under the National Safety Code (Improvement = increase) |
80% | 80% |
Program 3.5: Transportation of Dangerous Goods
Description: The Transportation of Dangerous Goods Program, under the authority of the Transportation of Dangerous Goods Act, 1992 Endnote xxxvi, develops, administers and oversees the policies, regulations and standards necessary for the safe transportation of dangerous goods by all modes of transport in Canada in a manner harmonized with the international standards, and provides expertise in emergency response in the event of release of dangerous goods. This Program also works to prepare for and coordinate the response to safety and security threats and incidents that may impact the national transportation system or the Department with regards to Chemical, Radiological, Biological, Nuclear or Explosive substances. The Program fosters safety in the transport of dangerous goods, provides oversight of the transportation industry, enforces international conventions signed by Canada and responds to emergency situations that affect the safety of Canadians.
Sub-Program 3.5.1: Transportation of Dangerous Goods Regulatory Framework
Description: The Transportation of Dangerous Goods Regulatory Framework program provides a balance of tools (policies, guidelines, regulations and standards) to promote a harmonized regulatory framework for the safe transportation of dangerous goods within Canada and imported to Canada.
Sub-Program 3.5.2: Transportation of Dangerous Goods Oversight
Description: The Transportation of Dangerous Goods Oversight program is risk-based and, supports compliance of industry with the regulatory framework through services, assessments and validations, inspections, audits and, when necessary, enforcement.
Sub-Program 3.5.3: Emergency Response for Transportation of Dangerous Goods
Description:Required by the Transportation of Dangerous Goods Act, 1992, the Transportation of Dangerous Goods’ Emergency Response program protects the safety of human life and health and of property and the environment by providing immediate 24-hour scientific advice, safety precautions and action measures to first responders through the Canadian Transport Emergency Centre following an incident involving dangerous goods; attending dangerous goods incidents and providing onsite response direction by Transportation Dangerous Goods’ Remedial Measure Specialist; producing the Emergency Response Guide book as a tool for initial response during the first 15 minutes at the scene of an accident involving dangerous goods; responding to security threats in partnership with industry; and conducting research on emergency response to releases of chemicals.
Performance Analysis
Transport Canada made several regulatory amendments to enhance labelling and handling of dangerous goods such as crude oil and lithium batteries. Extensive collaboration and technical standards for new TC-117 tank cars resulted in harmonized standards that were published for comment.
We also:
- initiated a research project with Alberta Innovates Technology Futures to assess properties, behaviour and hazards of crude oil, by sampling, testing and analysing about 100 samples transported by road or rail, in different regions of Canada;
- continued to enhance our oversight and enforcement capacity by staffing new inspector positions;
- established specialized tools and training programs;
- improved the efficiency of the transportation of dangerous goods information management system to ensure completeness, consistency, reliability and data sharing. The testing phase of the information desktop was finalized and the application is ready for production; and
- developed a generic Memorandum of Arrangement on data-sharing for discussions with provinces and territories. Meetings took place with Alberta, New Brunswick, Nova Scotia, Ontario and Manitoba. Other discussions are scheduled throughout 2015–16.
| Main Estimates | Planned Spending | Total Authorities Available for Use |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 3.5 Transportation of Dangerous Goods | ||||
| 14,727,734 | 14,727,734 | 21,122,353 | 22,740,646 | (8,012,912) |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 3.5.1 Transportation of Dangerous Goods Regulatory Framework | ||
| 3,318,097 | 4,684,002 | (1,365,905) |
| 3.5.2 Transportation of Dangerous Goods Oversight | ||
| 8,758,808 | 13,837,954 | (5,079,146) |
| 3.5.3 Emergency Response for Transportation of Dangerous Goods | ||
| 2,650,829 | 4,218,690 | (1,567,861) |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 3.5 Transportation of Dangerous Goods | ||
| 124 | 172 | (48) |
| 3.5.1 Transportation of Dangerous Goods Regulatory Framework | ||
| 27 | 42 | (15) |
| 3.5.2 Transportation of Dangerous Goods Oversight | ||
| 72 | 105 | (33) |
| 3.5.3 Emergency Response for Transportation of Dangerous Goods | ||
| 25 | 25 | 0 |
Please refer to Section I: Organizational Expenditure Overview regarding budgetary financial and human resources variance explanations.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 3.5 Transportation of Dangerous Goods | |||
| Public safety during the transportation of dangerous goods | Number of reportable releases of dangerous goods per trillion dollars of Canadian gross domestic product (five-year average) (Improvement = decrease) |
193.5 | 203.1 |
| Public safety during the transportation of dangerous goods | Number of reportable releases of dangerous goods, which caused injuries or deaths per trillion dollars of Canadian gross domestic product (five-year average) (Improvement = decrease) |
3.3 | 3.7 |
There were more accidents in 2014–15 that involved a dangerous goods release than in the previous year. This increase can be attributed to more accidents occurring in transit, rather than during handling at points of origin and destination.
The majority of accidents which caused deaths or injuries involved a single death or injury.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 3.5.1 Transportation of Dangerous Goods Regulatory Framework | |||
| The harmonization of the Transportation of Dangerous Goods Regulations with international regulations and national standards | Percentage of all new or amended regulatory requirements that are made to seek harmonization with international regulations (Improvement = increase) | 70% Footnote39 | This initiative is on-track in the second year of a three-year plan (currently estimated at 75%) |
| 3.5.2 Transportation of Dangerous Goods Oversight | |||
| The dangerous goods industry is compliant | Percentage of inspections in which the compliance score recorded in Inspection Information System is greater than 8 (severity of non-compliance x risk associated to Class of Dangerous Goods) (Improvement = decrease) |
This indicator is under review | This indicator is under review |
| 3.5.3 Emergency Response for Transportation of Dangerous Goods | |||
| Safe operations at accident sites | Percentage of accident sites that are successfully remediated following the intervention of a transportation of dangerous goods subject matter expert. (Improvement = increase) |
90% | 100% |
The Transportation of Dangerous Goods Oversight Program uses a risk-based approach to target inspections complemented by a random compliance estimation program. While there is year-to-year variation in compliance rates, every incident of non-compliance results in a corrective action. The level of severity of non-compliance can vary significantly from missing a placard on a means of containment, to not having an approved emergency response plan, where one is required.
The Program introduced an enhanced Inspector Information System in October 2013 and continues to monitor variances in the number of accident sites that are successfully remediated. From an emergency response perspective, program personnel responded to 100% of accidents, either in person or by telephone, as determined by initial risk assessment methodology. Overall, the Canadian Transport Emergency Centre responded to 22,138 calls including 949 actual emergencies.
Program 3.6: Aviation Security
Description: The Aviation Security Program develops, administers and oversees the policies, regulations and standards to support the secure conduct of aviation activities in a manner harmonized with international standards. The Program is risked-based and fosters security within the aviation transportation system and provides security oversight of the aviation industry while ensuring that Canada complies with international standards.
Sub-Program 3.6.1: Aviation Security Regulatory Framework
Description: The Aviation Security Regulatory Framework program develops and uses a balance of tools (policies, guidelines, regulations and standards) to promote a harmonized aviation security regulatory framework for Canadians and the Canadian aviation industry.
Sub-Program 3.6.2: Aviation Security Oversight
Description: The Aviation Security Oversight program supports the aviation industry’s compliance with the regulatory framework through services, assessments and validations, inspections, audits and enforcement. The program also contributes to aviation security through incidence management procedures, plans and tools.
Sub-Program 3.6.3: Aviation Security Technological Infrastructure
Description: The Aviation Security Technological Infrastructure program develops, evaluates and provides stakeholders access to standards, research data and best practices for technologies that assist the effective, consistent management of aviation security risks.
Performance Analysis
Transport Canada continued to reinforce aviation security by strengthening Canada’s regime for screening air cargo, enhancing screening of workers at airports and developing airport security plans. We adopted and integrated processes and procedures to support the organization’s enhanced oversight regime and established both an overarching national and a region-specific quality control program. As a result, we implemented a Quality Control Framework in January 2015.
We also developed regulatory adjustments to support the Beyond the Border Action Plan by expanding the benefits of NEXUS membership for Canadians travelling in the U.S. and overseeing upgrades to passenger checked baggage screening equipment at key airports. A study completed by the InterVISTAS Consulting Group identified the following improvements associated with these equipment upgrades:
- savings to airlines related to baggage handling costs and the delivery of misdirected bags;
- total projected savings of $17 million U.S. per annum for stakeholders (including airlines and Transportation Security Administration);
- increased harmonization between Canada and the U.S.;
- passenger ease/convenience; and
- benefits to aviation security related to the deployment of the enhanced screening equipment and the ability to refocus resources on bags that require additional screening to resolve potential threats.
The Department continued to support initiatives related to the improvement of Aviation Security while facilitating the transportation of both passengers and goods.
| Main Estimates | Planned Spending |
Total Authorities Available for Use |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 3.6 Aviation Security | ||||
| 31,672,052 | 31,672,052 | 35,624,038 | 32,722,389 | (1,050,337) |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 3.6.1 Aviation Security Regulatory Framework | ||
| 4,956,239 | 7,264,640 | (2,308,401) |
| 3.6.2 Aviation Security Oversight | ||
| 18,603,934 | 23,863,866 | (5,259,932) |
| 3.6.3 Aviation Security Technological Infrastructure | ||
| 8,111,879 | 1,593,883 | 6,517,996 |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 3.6 Aviation Security | ||
| 300 | 265 | 35 |
| 3.6.1 Aviation Security Regulatory Framework | ||
| 42 | 59 | (17) |
| 3.6.2 Aviation Security Oversight | ||
| 201 | 195 | 6 |
| 3.6.3 Aviation Security Technological Infrastructure | ||
| 57 | 11 | 46 |
Please refer to Section I: Organizational Expenditure Overview regarding budgetary financial and human resources variance explanations.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 3.6 Aviation Security | |||
| Canada is aligned with international aviation security standards | Percentage of aviation security regulations aligned with International Civil Aviation Organization (ICAO) standards (Improvement = increase) |
100% | 100% |
| 3.6.1 Aviation Security Regulatory Framework | |||
| Regulatory framework meets international standards | Percentage of the regulatory framework that meets international standards (Improvement = increase) |
100% | 100% |
| 3.6.2 Aviation Security Oversight | |||
| Stakeholders understand the compliance requirements within the security regulatory framework | Percentage of completed inspections that did not result in a deficiency (Improvement = increase) |
90% |
95.2% |
| 3.6.3 Aviation Security Technological Infrastructure | |||
| Stakeholders have access to standards | Percentage of approved technologies made available to stakeholders (Improvement = increase) |
90% |
100% |
Program 3.7: Marine Security
Description: The Marine Security Program, under the authority of the Marine Transportation Security Act Endnote xxxvii, develops, administers and oversees the policies, regulations and standards necessary for the secure conduct of marine activities in a manner consistent with international standards. The Program promotes security within the marine transportation system, provides oversight of the regulated marine transportation industry and enforces international conventions signed by Canada. The Program coordinates marine security policy and regulatory development across the Government of Canada through its leadership of the Interdepartmental Marine Security Working Group and associated activities.
Sub-Program: 3.7.1: Marine Security Regulatory Framework
Description: The Marine Security Regulatory Framework program provides a balance of tools (policies, guidelines, regulations and standards) to promote a harmonized maritime security regulatory framework for Canadians and the marine industry.
Sub-Program 3.7.2: Marine Security Oversight
Description: The Marine Security Oversight program is risk-based and supports the marine security industry compliance with the regulatory framework through services, assessments and validations, inspections, audits and, when necessary, enforcement.
Sub-Program 3.7.3: Marine Security Operations Centres
Description: The Marine Security Operations Centres program works to detect, assess, and support a response to threats in Canada’s maritime domain and approaches as a key partner in the Marine Security Operations Centres, by conducting threat and risk assessments of vessels entering Canadian waters, and threat assessments of facilities within Canada. The Centres also serve as a maritime-centric interface between national and international partners and stakeholders, and support the Marine Security Oversight program. Transport Canada is a partner in the Marine Security Operations Centres along with Canada Border Services Agency, the Canadian Coast Guard, the Department of National Defence, and the Royal Canadian Mounted Police. The threat assessment, and the risk assessment performed by inspectors, provides the basis for the establishment of restricted areas within marine facilities, and the subsequent access control. Only those who have acquired a Marine Transportation Security Clearance would have access to restricted areas. The access control systems would be audited and tested by inspectors in the regions. Failure to control access could lead to enforcement.
Performance Analysis
Transport Canada continued to modernize Marine Security’s regulatory and oversight frameworks by developing and amending regulations to:
- align with the evolving marine environment; and
- enhance compliance and oversight activities to minimize the number of incidents on Canadian waters.
On June 19, 2014, the Marine Transportation Security Regulations were amended to primarily:
- incorporate provisions from the International Maritime Organization Convention on Standards of Training, and Certification and Watchkeeping for Seafarers with respect to security training for all vessel personnel;
- further align with the regulatory regime used in the U.S.; and
- address Red Tape Reduction to advance trade between the two countries.
There has been significant progress made in the development of a Tall Ship Security Compliance Program which addresses security requirements for tall ships and marine facilities participating in tall ship designated events.
Transport Canada also advanced work on strengthening its regulatory framework, consistent with international conventions as part of the Action Plan for the Canada–U.S.Regulatory Cooperation Council. The Department also developed, in conjunction with the U.S. Coast Guard, a Regulatory Partnership Statement that:
- details roles and responsibilities;
- identifies stakeholder engagement opportunities and work to be accomplished; and
- identifies two distinct work plans for regional initiatives and a regulatory work plan.
| Main Estimates | Planned Spending |
Total Authorities Available for Use |
Actual Spending (autorisations utilisées) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 3.7 Marine Security | ||||
| 12,788,946 | 12,788,946 | 14,765,418 | 14,429,160 | (1,640,214) |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 3.7.1 Marine Security Regulatory Framework | ||
| 1,062,648 | 1,989,984 | (927,336) |
| 3.7.2 Marine Security Oversight | ||
| 6,861,806 | 8,112,310 | (1,250,504) |
| 3.7.3 Marine Security Operations Centres | ||
| 4,864,492 | 4,326,866 | 537,626 |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 3.7 Marine Security | ||
| 117 | 112 | 5 |
| 3.7.1 Marine Security Regulatory Framework | ||
| 7 | 16 | (9) |
| 3.7.2 Marine Security Oversight | ||
| 66 | 61 | 5 |
| 3.7.3 Marine Security Operations Centres | ||
| 44 | 35 | 9 |
Please refer to Section I: Organizational Expenditure Overview regarding budgetary financial and human resources variance explanations
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 3.7 Marine Security | |||
| Industry has confidence in Canadian marine transportation security | Percentage of industry indicating confidence in the Canadian marine security transportation system (Improvement = increase) |
80% | 80% |
| 3.7.1 Marine Security Regulatory Framework | |||
| A risk-based regulatory framework consistent with international conventions | Percentage of the regulatory framework aligned with domestic legislation and/or adopted international conventions (Improvement = increase) |
85% | 65% Footnote40 |
| 3.7.2 Marine Security Oversight | |||
| Stakeholders are compliant with the requirements within the Marine Security regulatory framework | Percentage of inspections completed that do not result in an administrative monetary penalty Footnote41 (Improvement = increase) |
90% | 100% |
| 3.7.3 Marine Security Operations Centres | |||
| The Government of Canada has the necessary information to address marine security threats and/or incidents | Percentage of vessels entering Canadian waters for which a regulatory compliance matrix is completed (Improvement = increase) |
100% | 100% |
Program 3.8: Surface and Intermodal Security
Description: The Surface and Intermodal Security Program, guided by the Railway Safety Act, theInternational Bridges and Tunnels Act Endnote xxxviii, and the Transportation of Dangerous Goods Act develops, administers and oversees the policies, regulations/voluntary frameworks, standards and guidance material necessary for the secure conduct of Surface and Intermodal activities. The Program fosters the security of the surface and intermodal transportation system across Canada.
Performance Analysis
Transport Canada continued to strengthen its oversight program for surface and intermodal transportation by refining its reporting process and enhancing its quality/assurance control program. We:
- reinforced security of international bridges and tunnels in Canada;
- created an International Bridges and Tunnels (IBT) Memorandum Of Understanding (MOU) Management Committee ;
- began implementing an oversight program;
- made progress in terms of negotiation with Class 2 and 3 IBTs including an additional MOU we obtained from one major province; and
- continued work on the risk-based analysis on domestic bridge and tunnel security by completing facility-level risk assessments for two major domestic bridges in Quebec.
| Main Estimates | Planned Spending | Total Authorities Available for Use |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 3.8 Surface and Intermodal Security | ||||
| 4,739,231 | 4,739,231 | 5,099,930 | 5,096,531 | (357,300) |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 3.8 Surface and Intermodal Security | ||
| 42 | 37 | 5 |
Please refer to Section I: Organizational Expenditure Overview regarding budgetary financial and human resources variance explanations.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 3.8 Surface and Intermodal Security | |||
| Stakeholders meet the terms and conditions of the voluntary frameworks | Percentage of assessments of site visits and stakeholders’ documentation that resulted in a Memorandum of Understanding non-compliance letter being issued (Improvement = decrease) |
5% | 0% Footnote42 |
Program 3.9: Multimodal Safety and Security
Description: The Multimodal Safety and Security Program contributes to policies and standards that enhance safety and/or security in more than one transportation mode (e.g., through integrated management systems and intelligence assessments). It also provides common technical training to employees and system inspectors, ensuring the Department’s capacity to inspect operators, enforce regulations, and respond to emergency situations that affect Canada’s national transportation system. Lastly, this Program works to prepare for and coordinate the response to emerging safety and security threats and situations that may impact the national transportation system or the Department.
Sub-Program 3.9.1: Multimodal Strategies and Integrated Services
Description: The Multimodal Strategies and Integrated Services program provides strategic direction and advice on, and leads the coordination of, cross-cutting issues, and regulatory and policy initiatives affecting transportation in Safety and Security. This program also directs integrated planning and reporting initiatives for Safety and Security. It serves as the main departmental point of contact for security and intelligence matters through its liaison with the Canadian intelligence community and its central role in the sharing and analysis of intelligence information. In addition, this program is responsible for processing requisite transportation security clearances for workers within the national transportation infrastructure.
Sub-Program 3.9.2: Emergency Preparedness and Situation Centres
Description:The Emergency Preparedness and Situation Centres program works to ensure that Transport Canada is prepared for and able to respond to emerging threats and situations that may impact the national transportation system by collaborating closely with partners throughout the Department, industry, stakeholders and other government departments and/or agencies. The program seeks to ensure that the Department continues to successfully meet its responsibilities under the Emergency Management Act Endnote xxxviii, including the Government of Canada’s emergency management agenda, focusing primarily on preparedness and response activities.
Sub-Program 3.9.3: Integrated Technical Training
Description: The Integrated Technical Training program is responsible for the assessment, design, development, delivery and evaluation of technical and oversight training. This program delivers training products to provide required technical training to the safety and security inspectorate and other clients such as foreign governments. This program ensures Transport Canada inspectors are prepared, equipped and ready to execute their oversight functions in support of safety and security.
Performance Analysis
Transport Canada continued to develop guidelines and tools to guide all Safety and Security Programs in undertaking oversight activities, including the planning and reporting of risk-based inspections. The Transport Canada Directive on Safety and Security Oversight (DOSSO) supports the consistent application of national procedures and refines risk-based inspection planning/reporting and mandates key components of quality assurance is on-track. During the past year, all Programs conducted self-assessments against each element in the DOSSO, which allowed them to identify high-priority areas for further action.
We also developed and implemented a multimodal enforcement plan that established a Centre for Enforcement Expertise (Centre). As a result, we have developed core operational enforcement procedures and launched a multimodal enforcement awareness training program. The Centre will continue its work to engage all programs, to gather knowledge in specific areas of enforcement (investigation, enforcement responses, etc.), and to continually improve the Department’s enforcement functions.
The Multimodal Safety and Security Program provided:
- support, coordination and advice related to Transport Canada’s regulatory governance, systems and processes;
- cost-benefit analyses and expertise to regulators on specific regulatory initiatives; and
- support in implementing the Government’s Red Tape Reduction Initiative.
We continued work to modernize our Emergency Preparedness Program with an improved Situation Centre, taking on a more proactive role in dealing with threats and emerging situations. The Department created this new organizational model by amalgamating the Civil Aviation Contingency Operations (CACO) and co-locating the Canadian Transport Emergency Centre(CANUTEC) in the Transport Canada Situation Centre (TCSC). Adopting this new model has:
- maintained program delivery excellence;
- created a more robust incident and crisis response operation centre to serve the Department nationally across all modes; and
- allowed close collaboration among all levels of government, other government departments (for example, Public Safety, Health Canada and Canadian Heritage) and all Transport Canada Groups and regional offices to increase the Department’s state of readiness and ensure the effective management of emergencies affecting the national transportation system and the Department.
| Main Estimates | Planned Spending | Total Authorities Available for Use |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 3.9 Multimodal Safety and Security | ||||
| 11,153,164 | 11,153,164 | 18,322,753 | 19,315,574 | (8,162,410) |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 3.9.1 Multimodal Strategies and Integrated Services | ||
| 8,337,878 | 10,409,636 | (2,071,758) |
| 3.9.2 Emergency Preparedness and Situation Centres | ||
| 2,047,230 | 4,082,609 | (2,035,379) |
| 3.9.3 Integrated Technical Training | ||
| 768,056 | 4,823,329 | (4,055,273) |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 3.9 Multimodal Safety and Security | ||
| 119 | 162 | (43) |
| 3.9.1 Multimodal Strategies and Integrated Services | ||
| 91 | 86 | 5 |
| 3.9.2 Emergency Preparedness and Situation Centres | ||
| 20 | 37 | (17) |
| 3.9.3 Integrated Technical Training | ||
| 8 | 39 | (31) |
Please refer to Section I: Organizational Expenditure Overview regarding budgetary financial and human resources variance explanations.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 3.9 Multimodal Safety and Security | |||
| Transportation safety and security issues are managed in a consistent manner across all modes | Percentage of successful completion of 3.9 tasks in support of Strategic Outcome Priorities (Improvement = increase) |
This indicator is currently under review. | This indicator is currently under review. |
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 3.9.1 Multimodal Strategies and Integrated Services | |||
| Internal stakeholders have the information they need to manage safety and security transportation issues in an integrated and consistent manner across modes | Percentage of Safety and Security Modes’ clients indicating a satisfactory rate (at least 80%) on services, expertise and guidance provided (Improvement = increase) |
This indicator is currently under review. | This indicator is currently under review. |
| 3.9.2 Emergency Preparedness and Situation Centres | |||
| Transport Canada meets its preparedness responsibilities under the Emergency Management Act | Rating on the preparedness sections of Public Safety Canada’s assessment of the Transport Canada Strategic Emergency Management Plan | 85% |
81.25% Footnote 43 |
| Transport Canada is able to respond to emergency situations | Rating on Transport Canada Situation Centres readiness status (Improvement = increase) |
80% |
83% |
| 3.9.3 Integrated Technical Training | |||
| Inspectors and technical experts have the technical competencies they require to fulfill their responsibilities according to established standards | Percentage of training recipients that indicate a satisfaction rating of at least 80% on the training courses and workshops (Improvement = increase) |
75% | 91% |
Program 4.1: Internal Services Footnote44
Description: Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are Management and Oversight Footnote45 Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; and Acquisition Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.
Performance Analysis
Transport Canada continued to ensure its readiness to adapt to business processes and workforce capacity within Internal Services, to respond to new public service directions, and to find internal efficiencies.
Internal audits and reviews gave the Audit Committee, the Deputy Minister and senior management independent and objective assurance and advice on all important aspects of risk management, management practices and controls. Examples include:
- The Audits of Governance, Organizational Classification and Integrated Planning, Budgeting and Forecasting highlighted the critical role enablers and stewards play, the importance of greater alignment with the larger agenda of government-wide reforms, and the need for more meaningful performance measurements beyond financial indicators.
- The Audit of the Security Clearance Process pointed to the need to strengthen the management control framework around some aspects of physical and IM/IT security as well as to enhance reporting.
- The Review of Quality Management Systems framework confirmed that there are overarching issues in departmental oversight programs with respect to inspection planning, conduct, reporting and monitoring, and overall quality assurance.
- The Commissioner of the Environment and Sustainable Development's audits highlighted Transport Canada's efforts in carrying out the detection of hazardous and noxious substances, in improving information about risks from small vessels and improving the management of vessel traffic data. Going forward the Department will build on these initiatives along with other departments in envisioning a strategy for the North.
The Department ensured strong audit and evaluation functions by:
- implementing approved annual risk-based audit and evaluation plans;
- reporting audit and evaluation findings to an external Audit Committee and to an Evaluation Committee;
- proactively monitoring and assessing risk; and
- reporting on outstanding external and internal audit and evaluation recommendations.
We also pursued ways to improve information management system efficiency and capacity to ensure Transport Canada data are complete, consistent, reliable, and shareable. We established successful partnerships with Shared Services Canada and maintained the ability to provide reliable and efficient Information Management/ Information Technology (IM/IT) operations during Government of Canada transformation toward centralized services. We made many IM/IT security enhancements and expanded national videoconferencing capability to improve collaboration through exchange of information. The planning for new e-mail services and Microsoft Office 2013 began/ progressed significantly.
Additionally, improvements to IM/IT Governance has increased stakeholder and senior management engagement ensuring we can meet business needs and support priorities by optimal and cost-effective IM/IT solutions. Greater IM/IT awareness at various organizational levels has increased engagement in business cases and systems design. Application Rationalization, Systems Architecture and Decision Support initiatives are underway to focus on improving data use.
| Main Estimates | Planned Spending |
Total Authorities (available for use) |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 151,536,296 | 163,327,800 | 162,567,859 | 165,516,583 | (2,188,783) |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 1,163 | 1,188 | (25) |
Please refer to Section I: Organizational Expenditure Overview regarding budgetary financial and human resources variance explanations.