Table of Contents
Transport CanadaEndnote xiv has three Strategic Outcomes that reflect long term and enduring benefits to Canadians that stem from its mandate and vision. As the Department strives towards these outcomes, Transport Canada can report progress in relation to expected results,Footnote 13 performance indicatorsFootnote 14 and targetsFootnote 15 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.
This section describes how the Department met the expected results indicated in the 2013–14 Report on Plans and Priorities, and presents the financial and non-financial resources dedicated to each program and sub-program. We have included information for financial and FTE variances by program if these were significant.
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 the transportation system; enables access to transportation for Canadians; represents the interests of Canada in trade negotiations, international transportation fora and other international bodies; identifies Canadian barriers to foreign access that impede competitiveness and reduces foreign barriers that restrict Canadians access to foreign markets; and fulfills certain federal responsibilities with regard to the International Bridges and Tunnels ActEndnote 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 behavior 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 forums, 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); oversees freight rail services and the relationships between railways and shippers and passenger rail operations; administers statutory payments to Canadian National Railway Company (CN) for certain pensioners; administers the grain hopper car operating agreements with CN and Canadian Pacific (CP) Railway and the Grain Monitoring program; establishes economic regimes governing access to the rail industry, the relationships between main freight rail lines and each of shippers, communities, passenger railways and short line railways; 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 NAFTA trucking standards; and addresses relevant international bridge and tunnel issues, such as implementing regulations under the 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.
Performance Analysis
Transport Canada continued the implementation of the legislation to address recommendations from the Rail Freight Service ReviewEndnote xvii. This legislation, which provides shippers the right to request a service level agreement and an arbitration process to establish terms of service, received Royal Assent on June 26, 2013. The implementation and use of the legislative provision on service agreements for rail shippers was also monitored. The Department also undertook preparatory work to launch the Commodity Supply Chain Table, a forum for exporters to address issues that affect the supply chain and to provide advice on the development of supply chain performance metrics.
The Department engaged with Port Metro Vancouver, railways and marine terminals through the Winter Contingency Planning forum on mechanisms to improve the performance and fluidity of winter rail-based operations.
In addition, the Department significantly advanced, in collaboration with Agriculture and Agra-Food Canada, the completion of the grain supply chain study. Furthermore, in 2013–14, officials also developed and introduced an Order in Council and Fair Rail for Grain Farmers Act to address a backlog of western grain.
Transport Canada advanced Canadian interests and promoted Canadian expertise in transportation in multilateral and international transport fora, and represented transportation-related Canadian positions in trade negotiations. In particular:
- Canadian interests were advanced through Minister-level bilateral engagement with senior representatives from priority countries, including the United States, Chile, the United Kingdom, Germany, Norway, Finland, France, Belgium, the European Union, China, Japan, South Korea, New Zealand, Turkey and Tunisia.
- Transport Canada also participated in eight trade and investment negotiations to advance the interests and priorities of Canadian transportation stakeholders. Key negotiations included:
- The Canada-European Union Comprehensive Economic and Trade Agreement, which will create jobs and opportunities for Canadians in every region of the country by eliminating tariffs and gaining secure access to the European Union market—the largest and most lucrative in the world;
- The World Trade Organization Trade Facilitation Agreement, which streamlines customs procedures and facilitates the movement, release and clearance of goods, benefitting transportation service providers and shippers through efficiencies in the transportation network; and
- The Canada-Korea Free Trade Agreement, which will ensure greater transparency for Canadian auto manufacturers with respect to automotive safety standards in Korea. The Agreement will also give Canadian transportation service providers access to the Korean market, generally on par with that U.S. stakeholders received through the U.S. Trade in Services Air Annex and the Trade in Services Agreement.
| Main Estimates | Planned Spending | Total Authorities (available for use) | Actual Spending (authorities used) | Difference (planned minus actual) |
|---|---|---|---|---|
| 1.1 Transportation Marketplace Frameworks | ||||
| 11,972,730 | 11,972,730 | 12,148,273 | 11,917,295 | 55,435 |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 1.1.1 Air Marketplace Framework | ||
| 3,719,605 | 3,558,591 | 161,014 |
| 1.1.2 Marine Marketplace Framework | ||
| 2,153,769 | 2,640,866 | -487,097 |
| 1.1.3 Surface Marketplace Framework | ||
| 2,974,968 | 2,870,388 | 104,580 |
| 1.1.4 International Frameworks and Trade | ||
| 3,124,388 | 2,847,450 | 276,938 |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 1.1 Transportation Marketplace Frameworks | ||
| 95 | 93 | 2 |
| 1.1.1 Air Marketplace Framework | ||
| 32 | 28 | 4 |
| 1.1.2 Marine Marketplace Framework | ||
| 19 | 22 | -3 |
| 1.1.3 Surface Marketplace Framework | ||
| 18 | 22 | -4 |
| 1.1.4 International Frameworks and Trade | ||
| 26 | 21 | 5 |
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 1.1 Transportation Marketplace Frameworks | |||
| A competitive transportation sector | Freight transportation intensity for rail, marine, and for-hire trucking modes, (tonne-km per locomotive/port call/heavy vehicle)(Transportation intensity represents usage). | Rail: 107,446,845 | Rail 2012: 116,533,790 Percentage change, 2011 to 2012: 2.7%Footnote 17. |
| Truck: 1,522,470 | 1,634,639 | ||
| Marine: 3,274,655 | 3,275,000 | ||
| A competitive transportation sector | Passenger transportation intensity for air (passenger-km per seat-km) and rail (passengers per available seat)(Transportation intensity represents usage). | Air: 0.79 | 0.82 |
| Rail: 0.57 | 0.58 | ||
The targets for these program indicators were met. The freight objective was met in the rail, truck and marine sector. Of note, in the trucking sector the result for 2012 increased by 6% compared to the 2011 number. This is higher than the overall Gross Domestic Product growth, which was 2.6% over the 2011–12 timeframe.Footnote 18 With respect to passenger transportation, intensity for the air mode is largely driven by market forces. Results were positive, as the percentage change from 2012 to 2013 was 2.1%. Targets in the passenger rail sector were exceeded as a result of a reduction in available seat capacity while passenger volumes were maintained.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 1.1.1 Air Marketplace Framework | |||
| A competitive air transportation sector | Revenue Passenger Kilometres by air | 220 billion | 231 billion |
| 1.1.2 Marine Marketplace Framework | |||
| A competitive marine transportation sector | Transborder tonnage handled by Canadian carriers (vessels). | 39,418,919 | 40,000,000Footnote 19 |
| A competitive marine transportation sector | North American traffic handled by Canadian ports measured by tonne-km. | 215,886 million tonne-km | 203,000 million tonne-kmFootnote 20 |
The program exceeded targets for two of the three performance indicators. The decline in North American traffic handled by Canadian ports may be a result of modal switching (to rail, truck, etc.), a shift in type of commodities shipped, a declining share of imports/ exports to/from the United States and the general state of the U.S. economy.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 1.1.3 Surface Marketplace Framework | |||
| An efficient surface transportation sector | Traffic volume (in tonne-km) of rail and motor carriers. | Rail: 294,619,350,000 |
Rail: 2012: 356,943,000,000 2011: 337,929,500,000 |
| Motor carriers: 121,280,685,975 |
Motor carriers: 141,864,929,970 |
||
| 1.1.4 International Frameworks and Trade | |||
| International trade agreements advance Canadian transportation interests and create opportunities for the transportation industry | Types of commercial opportunities provided through agreements for Canadian transportation stakeholders | To be determined as commercial opportunities are not known in advance | Examples of commercial opportunities include: Allowing European Union registered vessels to provide targeted feeder services will offer Canadian shippers with an additional transportation option and make Canada a more attractive gateway to the North American market; Help improve supply chain management, logistics and the attractiveness of Canadian ports as gateways to the North American market, most notably in Atlantic Canada. |
The program exceeded targets for both indicators in the surface marketplace framework program. In the rail sector, traffic increased due to an increase in the movement of oil, agricultural products and coal that more than offset declines in fertilizers, iron ore and metals.
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 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 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.
Performance Analysis
The federal government continues to invest in Canada's GatewaysEndnote xviii. 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 2013–14, Transport Canada continued to advance, develop and implement Canada's three strategic gateways and corridors initiatives: the Asia-Pacific Gateway and Corridor Initiative (APGCI)Endnote xviii, the Continental Gateway and Trade CorridorEndnote xix and the Atlantic Gateway and Trade CorridorEndnote xxi. Progress includes the following:
- Managed 39 active projects and completed 13 projects;
- 12 contribution agreements were signed under the Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund;
- Asia-Pacific Gateway and Corridor Initiative: Outreach and non-infrastructure competitiveness activities were undertaken to maximize the impact of infrastructure investments, including continued collaboration at the government and private-sector levels in China under existing agreements and expanded gateway outreach with other key Asia-Pacific economies. Transport Canada has also established a Fluidity Index and Port Utility Indicator, continues to facilitate the Asia-Pacific Gateway Performance Table and supports the Government's response to the Rail Freight Service Review;
- Continental Gateway and Trade Corridor: The Department signed a contribution agreement with the Grappe métropolitaine de logistique et de transport de Montréal (Cargo M) to fund a seminar titled "Sectoral Development Opportunities". Transport Canada also continued engaging stakeholders on urban goods movement with stakeholders in the Greater Montreal and Toronto/Hamilton areas, as well as with Ontario and Quebec stakeholders such as Metrolinx, Peel Region, Cargo M and the Société de développement économique du Saint-Laurent;
- Atlantic Gateway and Trade Corridor: Significant progress has been made in advancing the implementation of the Atlantic Gateway and Trade Corridor Strategy in collaboration with the Federal-Provincial Officials Committee, the Atlantic Gateway Advisory Council and other stakeholders. In addition, the Department undertook a number of marketing activities over the course of the year to promote the Atlantic Gateway as an efficient, reliable and secure transportation solution both regionally and internationally; and
- The Detroit River International CrossingEndnote xxii project is progressing, and Transport Canada has been preparing to transition activities to the Windsor-Detroit Bridge Authority. Detailed information can be found in Section I: Organizational Priorities and in Section III Supplementary information. The new bridge will provide necessary border crossing capacity to handle anticipated trade and traffic growth, as well as transportation-system redundancy and state-of-the-art border security operations at Windsor-Detroit––Canada's busiest land border crossing with the United States.
Transport Canada is also leading the development and timely implementation of transportation-related initiatives as set out in the Canada-U.S. Beyond the Border Action PlanEndnote xxiii, in partnership with relevant Canadian and U.S. government agencies. In 2013– 14, this included securing significant investment in infrastructure for four key Canadian border crossings, publication of the first ever bi-national Border Infrastructure Investment Plan and collaboration with other Canadian federal departments and U.S. counterparts through the Border-Wait Time Working Group to address border wait time measurement needs at the top 20 bi-national crossings. Six crossings (four in British Columbia and two in Ontario) have had border wait time measurement technology installed, and data on border wait times is available at these crossings. Substantive progress has also been made in negotiations with the United States on the pre-clearance framework.
| Main Estimates | Planned Spending | Total Authorities (available for use) | Actual Spending (authorities used) | Difference (planned minus actual) |
|---|---|---|---|---|
| 1.2 Gateways and Corridors | ||||
| 538,237,383 | 538,237,383 | 554,761,988 | 336,988,453 | 201,248,930 |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 1.2.1 Asia Pacific Gateway and Corridor Initiative | ||
| 229,597,544 | 187,443,947 | 42,153,597 |
| 1.2.2 Gateways and Border Crossings Fund | ||
| 308,639,839 | 149,544,506 | 159,095,333 |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 1.2 Gateways and Corridors | ||
| 67 | 80 | -13 |
| 1.2.1 Asia Pacific Gateway and Corridor Initiative | ||
| 21 | 16 | 5 |
| 1.2.2 Gateways and Border Crossings Fund | ||
| 47 | 65 | -18 |
The variance of $201 million is mainly attributable to approval and delivery delays of infrastructure projects under the Gateways and Border Crossing Fund and the Asia-Pacific Gateway and Corridor Initiative. Delays in property acquisition, changes to schedule due to complex utility relocation, and due diligence activities in Michigan associated with the Detroit River International Crossing have also contributed to the variance.
The FTE variance is due to more FTEs than originally planned being required for the ramp-up of the new Bridge over the St. Lawrence. This increase was partially offset by a decision not to backfill certain vacated positions due to pending sunsetting of the Asia Pacific Gateway and Corridor Initiative and Gateways and Border Crossings Fund programs and associated funding.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 1.2 Gateways and Corridors | |||
| Gateways and corridors are efficient, reliable and support international commerce | Total average transit time (number of days) of international containerized freight using Canada's strategic gateways and trade corridors. This excludes the ocean transit time. | Total average transit time for year X ≤ total transit time for year X-1 (previous year) | Calendar Year 2012: 7.0 days Calendar Year 2013: 7.6 days |
The weighted average transit time for container imports via direct-to-rail model through all Canadian gateways increased from 7.0 days in 2012 to 7.6 days in 2013. This was due to poor winter operating conditions in January, February and December 2013. Of note, the winter of 2013–14 began earlier and was harsher than usual. This affected transportation infrastructure and working capital, which caused the network to slow considerably.
| 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 | Total average transit time (number of days) of international containerized freight using the Asia-Pacific Gateway and Corridor from the BC ports to Toronto. This excludes ocean transit time. | 9 days with a standard deviation (service consistency) of 2 days by 2014. | Calendar Year 2013: 9.2 days Standard deviation time: 0.8 days |
| Canada's Asia-Pacific Gateway and Corridor is efficient and attracts international trade | Canadian share of North American West Coast trade based on the change in volume of Twenty Foot Equivalent Unit imports and exports. Twenty Foot Equivalent Unit (TEU): A unit of measurement equal to the space occupied by a standard 20-foot container. Used in stating the capacity of container vessel or storage area. One 40 ft. container is equal to two TEUs. Source: American Association of Port Authorities | 12% | Calendar Year 2012: 12.8% Calendar Year 2013: 12.8% |
| Canada's Asia-Pacific Gateway and Corridor is efficient and attracts international trade | Value of imports and exports using strategic gateways and corridors (Millions of $CAD). | Import: $40,757 | $45,017 |
| Export: $67,710 | $68,313 | ||
These programs exceeded targets for each of their performance indicators. The Canadian share of North American West Coast trade is not available until Fall 2014. Import values were above target, indicating that the Asia-Pacific Gateway Corridor Initiative was able to meet the requirements of an improving domestic market. Export values were above target, indicating that during the period, the Corridor was able to facilitate trade and meet the increasing demand for Canadian goods in foreign markets.
| 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 transit time (number of days) of international containerized freight using the Continental and Atlantic trade corridors. This excludes ocean transit time. | Total average transit time for year X ≤ total transit time for year X-1 (previous year) | Calendar Year 2012: 3.5 days Calendar Year 2013: 3.6 days |
| Canada's strategic Gateways and Corridors are efficient and are used for international trade | Value of imports and exports using the Continental and Atlantic strategic gateways and corridors (Millions of $CAD) | Ontario: Import: $257,508 Export: $200,706 Quebec: Import: $75,158 Export: $64,731 Atlantic: Import $25,950 Export: $30,736 |
Ontario: Import: $267,774 Export: $213,653 Quebec: Import: $77,568 Export: $62,451 Atlantic: Import:$24,374 Export: $28,840 |
| 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 America 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 20-foot container. Used in stating the capacity 20 ft. container vessel or storage area. One 40 ft. container is equal to two TEUs. Source: American Association of Port Authorities) | 10% | Calendar Year 2012: 9.7% Calendar Year 2013: 9.7% |
In 2013, the average total transit time for import containers from British Columbia ports to Toronto was slightly above target; however, the standard deviation was below target. The increase in transit time was due to a harsh winter operating environment. The variability of these transit times was within the target threshold, indicating some resilience of the transport network.
Import values were above target, indicating that the Continental corridor was able to meet the requirements of an improving domestic market. Export values were slightly below target for the Atlantic gateway, indicating that demand for goods in this corridor during the period had softened compared to the historical trend.
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 RailEndnote xxiii, SeawayEndnote xxiv, 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 and contracts out operations, 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 travellers and businesses. It provides stewardship of airport authorities operates airports in certain communities and manages other airports' infrastructure legacy commitments.
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 manages air infrastructure legacy commitments that make airport services available to some communities. It does this by providing financial assistance to 12 Labrador communities, through the provincial government, to maintain airstrips built under federal/provincial agreements through the Labrador Coast Airstrip program and some remote airports to cover a portion of operating deficits through the Airports Operations and Maintenance Subsidy program.
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 17 Canada Port Authorities 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 Canada Port Authorities' compliance monitoring program; reviews and approves requests for property acquisitions/dispositions to make sure that they comply with relevant acts and policies and address environmental and Aboriginal concerns; oversees the appointment process that must comply with the Canada Marine Act; and reviews and approves requests for amending Canada Port Authorities activities, borrowing limits, terms of leases or 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 set 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 Isle-de-la-Madeleine under the Ferry Services Contribution Transfer Payment program.
Sub sub-program 1.3.2.4: Port Operations
Description: The Port Operations program makes marine facilities at Transport Canada-owned ports available to port users and the communities they serve. It manages and maintains Transport Canada-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 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 Canadian National Railway Company for the roadway portion of the Victoria Bridge in Montreal.
Sub sub-program 1.3.3.3: Highway and Border 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. Numerous new agreements were concluded to advance transit and highway border and gateway transportation infrastructure projects (ports, rails, airport, multimodal facilities). Funding was delivered for multiple projects under the Outaouais Road AgreementEndnote xxvi, the Building Canada FundEndnote xxvii, the Border Infrastructure Fund and the Canada Strategic Infrastructure Fund (the Department delivered some of these projects on behalf of Infrastructure Canada Endnote xxviii). Most of the funds have been allocated to projects, as many of these programs are nearing completion.
Long-term, cost-efficient asset strategies were developed for Transport Canada-owned and operated airports and ports. Transport Canada continues 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. The Department continued to improve the efficiency of Canadian marine transportation through the Port Divestiture program. Through Canada's Economic Action Plan, the federal government committed $27.3 million for 2012–13 and 2013–14 to support the divestiture of port facilities and the continued operation and maintenance of federally owned ports. Seven ports were divested under the Port Divestiture Fund this year. To date, 496 of the 549 sites identified for divestiture at the outset of the program in 1995 have been divested. This represents a 90% success rate.
Informal discussions on Regional Local Airports Asset Management Strategies were completed to support the development of strategies with respect to the future of Transport Canada-owned airports.
Support was provided to VIA Rail'sEndnote xxviii implementation of the nearly $1-billion major capital program funded by the Government of Canada. Transport Canada's oversight of VIA's multi-year capital program indicates that VIA has experienced some delays in meeting its 2013–14 capital investment targets. VIA Rail continued to rebuild passenger cars so that 18 passenger cars operating in the Quebec City-Windsor Corridor are now back in service; advanced its track investments between Toronto-Montreal and signal/grade crossing warning systems between Toronto-Kitchener-London; and significantly advanced the replacement and upgrade of core information systems (reservations and revenue management, station automation and financial systems).These capital investments should improve the efficiency and reliability of VIA's services by renewing train equipment, expanding track capacity, upgrading stations and undertaking other strategic projects.
| Main Estimates | Planned Spending | Total Authorities (available for use) |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 1.3 Transportation Infrastructure | ||||
| 320,633,244 | 320,633,244 | 392,219,269 | 363,848,205 | -43,214,961 |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 1.3.1 Airport Infrastructure | ||
| 26,820,288 | 32,737,464 | -5,917,176 |
| 1.3.1.1 Airport Authority Stewardship | ||
| -5,595,813 | -5,751,984 | 156,171 |
| 1.3.1.2 Airport Operations | ||
| 27,076,985 | 44,947,964 | -17,870,979 |
| 1.3.1.3 Small Aerodrome Support | ||
| 5,339,116 | -6,458,516 | 11,797,632 |
| 1.3.2 Marine Infrastructure | ||
| 199,915,419 | 231,103,427 | -31,188,008 |
| 1.3.2.1 Canada Port Authority Stewardship | ||
| 9,615,630 | 1,358,250 | 8,257,380 |
| 1.3.2.2 Seaway Stewardship and Support | ||
| 96,504,015 | 116,493,768 | -19,989,753 |
| 1.3.2.3 Ferry Services Stewardship and Support | ||
| 76,154,113 | 73,191,677 | 2,962,436 |
| 1.3.2.4 Port Operations | ||
| 17,641,661 | 40,059,732 | -22,418,071 |
| 1.3.3 Surface and Multimodal Infrastructure | ||
| 93,897,540 | 100,007,314 | -6,109,774 |
| 1.3.3.1 Rail Passenger Stewardship and Support | ||
| 1,112,075 | 13,602,099 | -12,490,024 |
| 1.3.3.2 Federal Bridge Stewardship | ||
| 65,934,998 | 65,008,509 | 926,489 |
| 1.3.3.3 Highway and Border Transportation Infrastructure Support | ||
| 26,850,467 | 21,396,706* | 5,453,761 |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 1.3 Transportation Infrastructure | ||
| 219 | 226 | -8 |
| 1.3.1 Airport Infrastructure | ||
| 125 | 122 | 3 |
| 1.3.1.1 Airport Authority Stewardship | ||
| 10 | 12 | -2 |
| 1.3.1.2 Airport Operations | ||
| 112 | 106 | 6 |
| 1.3.1.3 Small Aerodrome Support | ||
| 3 | 5 | -2 |
| 1.3.2 Marine Infrastructure | ||
| 51 | 64 | -13 |
| 1.3.2.1 Canada Port Authority Stewardship | ||
| 7 | 4 | 3 |
| 1.3.2.2 Seaway Stewardship and Support | ||
| 8 | 7 | 1 |
| 1.3.2.3 Ferry Services Stewardship and Support | ||
| 5 | 9 | -4 |
| 1.3.2.4 Port Operations | ||
| 30 | 44 | -14 |
| 1.3.3 Surface and Multimodal Infrastructure | ||
| 43 | 40 | 3 |
| 1.3.3.1 Rail Passenger Stewardship and Support | ||
| 4 | 3 | 1 |
| 1.3.3.2 Federal Bridge Stewardship | ||
| 3 | 3 | 0 |
| 1.3.3.3 Highway and Border Transportation Infrastructure Support | ||
| 37 | 34 | 3 |
The variance of $43.2 million is mainly associated with an increase in the statutory payment to the St. Lawrence Seaway Management Corporation in respect of the agreement under the Canada Marine Act and an increase in contribution funding for the Regional and Remote Passenger Rail Service Class Contribution program (now the Remote Passenger Rail program) and the Port Divestiture Fund for infrastructure projects.
The FTE variance is due in part to the implementation of Canada's Economic Action Plan, in which the federal government committed $27.3 million for 2012–13 and 2013–14 to support the divestiture of port facilities and the continued operation and maintenance of federally owned ports.
| 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% | 96% |
The program just missed the target for this performance indicator. Details are provided under the following tables. Ninety-six 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% | Target achieved |
| 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% | Target achieved |
| 1.3.1.2 Airport Operations | |||
| Airports are operational and available to users | Percentage of airports that are operational | 100% | Target achieved |
| 1.3.1.3 Small Aerodrome Support | |||
| Airports are operational and available to users | Percentage of funded airports certified operational | 100% | Target achieved |
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% | Target achieved |
| 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% | Target achieved |
| 1.3.2.2 Seaway Stewardship and Support | |||
| Seaway is open and available to commercial traffic | Percentage of system availability | 99% | Target achieved |
| 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%Footnote 21 | Target achieved |
| 1.3.2.4 Port Operations | |||
| Transport Canada-owned ports are operational and available to users | Percentage of active ports operational | 100% | Target achieved |
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% | 96% |
| 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% | 96% |
| 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% | Target achieved |
| 1.3.3.3 Highway and Border 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% | Target achieved |
The program did not meet the target for performance indicators 1.3.3 and 1.3.3.1. Train miles were reduced due to the suspension of the Matapedia-Gaspé service for track conditions and lower frequencies in the Quebec City-Windsor corridor than planned. (Train miles: total miles travelled by all trains).
Program 1.4: Transportation Analysis and Innovation
Description: The Transportation Analysis and Innovation program provides analysis and research activities to drive efficiency in the transportation system. The program transforms data into analytical products and actionable information; conducts socio-economic research to further the understanding of key drivers for change on transportation efficiency issues and potential responses; conducts exploratory and applied research to identify and foster the adoption of promising technologies; builds better linkages between science and policy and promotes innovation and scientific and research excellence in transportation; manages transportation data collection efforts; and monitors and reports on trends in the transportation system, with a view to enhancing the efficiency and competitiveness of the sector.
Sub-program 1.4.1: Socio-Economic Research and Analysis
Description: The Socio-Economic Research and Analysis program investigates transportation issues including those of an economic, financial and fiscal nature that may impact the efficiency of transportation. This program captures activities and initiatives designed to measure the efficiency and reliability of the transportation system, identify and analyze issues and trends in the transportation sector and evaluate their impacts on transportation with a particular focus on identifying the economic costs of those impacts, and help transportation stakeholders develop informed responses to efficiency-related transportation issues.
Sub-program 1.4.2: Transportation Innovation, Research, Development and Technology
Description: The Transportation Innovation Research, Development and Technology program serves as a focal point in the delivery of an integrated transportation innovation agenda. This program sets policy and strategic direction for research and development; develops designs, negotiates and manages/executes research initiatives and programs for breakthrough technologies; advances the development and dissemination of scientific knowledge and the application of technology; partners and collaborates with other federal departments, other governments, academia and the private sector; and supports transportation science capacity. These activities advance the transportation science and technology body of knowledge, helping the sector to strengthen the efficiency of the transportation system.
Sub-program 1.4.3: Transportation Data Framework and Stewardship
Description: The Transportation Data Framework and Stewardship program collects, validates, protects and disseminates socio-economic and mode-specific operational and financial data of relevance to the Canadian transportation system. These activities are a statutory obligation under the Canada Transportation Act and allow for the development of the mandated Annual Report on the state of transportation in Canada, as well as other statistical reports of use to the industry. This program captures transportation/industry data-related activities and initiatives, in support of an efficient transportation system, and guides all data-related activities in an integrated and coherent manner. It also provides monitoring and reporting on the sector in support of policy evaluation/formulation and evidence-based policy, regulations and decision making and helps transportation stakeholders further their understanding of the sectoral trends.
Performance Analysis
Transport Canada promoted innovation in the transportation sector with a focus on encouraging the deployment of innovative technologies and practices to enhance transportation system performance and productivity. This work supports the department's efforts to assess and renew its policy framework for a competitive and modern transportation system.
Research and development projects were conducted in close alignment with five strategic research priorities, namely cold climate, security, accessibility, sustainable transportation and innovative transportation. Research in these areas is highly leveraged with industry and academia in areas such as preventing aviation ground icing, improving security screening at ports and airports, improving safety at railway crossings and minimizing the effects of permafrost degradation on northern infrastructure.
Through the Northern Transportation Adaptation InitiativeEndnote xxix, the Department acts as a knowledge broker, bringing together experts from provincial and territorial governments, academia and industry to address transportation challenges related to permafrost degradation and Arctic marine shipping. Activities that were undertaken addressed the most pressing transportation issues facing the North and included climate change vulnerability assessments of critical northern infrastructure, as well as evaluations of innovative tools and technologies. The Department signed 12 agreements to help foster a more in-depth understanding of climate change impacts in the North, facilitate adaptation considerations in transportation planning and develop adaptive capacity in Canada's North.
The Minister of Transport submitted Transportation in Canada 2012, the annual report on the state of transportation in Canada, to Parliament in October 2013. This marks the sixth report produced in conformity with the statutory requirements spelled out in Section 52 of the Canada Transportation Act, 2007.
The Department also conducted an analysis of the productivity and efficiency of the transportation system. The results of the analysis were disseminated in the Transportation in Canada 2012 Report and to internal and external stakeholders. The collection of marine data was also enhanced. For example, the Department is now receiving import and export data from the Canada Border Services Agency and can use this information to analyze the performance and fluidity of the transportation system.
| Main Estimates | Planned Spending | Total Authorities (available for use) | Actual Spending (authorities used) | Difference (planned minus actual) |
|---|---|---|---|---|
| 1.4 Transportation Analysis and Innovation | ||||
| 15,333,651 | 15,333,651 | 12,804,034 | 12,885,608 | 2,448,043 |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 1.4.1 Socio-Economic Research and Analysis | ||
| 2,450,104 | 2,140,390 | 309,714 |
| 1.4.2 Transportation Innovation, Research, Development and Technology | ||
| 10,166,884 | 8,082,760 | 2,084,124 |
| 1.4.3 Transportation Data Framework and Stewardship | ||
| 2,716,663 | 2,662,458 | 54,205 |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 1.4 Transportation Analysis and Innovation | ||
| 71 | 53 | 18 |
| 1.4.1 Socio-Economic Research and Analysis | ||
| 29 | 16 | 13 |
| 1.4.2 Transportation Innovation, Research, Development and Technology | ||
| 19 | 20 | -1 |
| 1.4.3 Transportation Data Framework and Stewardship | ||
| 23 | 17 | 6 |
The variance of $2.4 million is due to the decrease in Grants and Contribution funding related to the transfer of the Intelligent Transportation Systems contribution program from this program (1.4) to the Transportation Infrastructure program (1.3).
The FTE variance is due in part to implementation of Budget 2012 cost saving measures to gain organizational efficiencies. While the costs saving measures are to be implemented over a three-year period, the majority of affected employees impacted by reduction measures were advised in the first year in order to minimize the impact on people and the department; a large proportion of employees opted to leave earlier in the implementation period.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 1.4 Transportation Analysis and Innovation | |||
| Canadians and stakeholders are informed of the state of transportation in Canada, including relevant sectoral trends and statistics, innovation and research conducted at the federal level in the sector | Number of web hits to annual report on the state of transportation in Canada | 75,000 | An annual report was developed Given changes to the departmental website due to the Government of Canada web renewal project, the number of web hits is no longer measurable. This indicator is under review |
| 1.4.1 Socio-Economic Research and Analysis | |||
| Canadian community of transportation stakeholders making policies, regulations, managing infrastructure and delivering transportation services, as well as all Canadians, are informed of trends and issues impacting the transportation sector | Number of web hits to the statistical addendum of the annual report on the state of transportation in Canada | More than 50,000 (To be confirmed) | An annual report was developed Given changes to the departmental website the number of web hits is no longer measurable. This indicator is under review |
| 1.4.2 Transportation Innovation, Research, Development and Technology | |||
| Research, development and technology/innovation investments | Ratio of research, development and technology investment leveraged from external sources | 1:1 investment ratio | For every $1 invested, $2.83 dollars was leveraged externally |
| 1.4.3 Transportation Data Framework and Stewardship | |||
| Industry is compliant to their data reporting obligations in conformity with the Canada Transportation Act and its companion data regulations. | Degree of compliance of airlines operating in Canada vis-à-vis the Canada Transportation Act data regulations (also known as the Carriers and Transportation and Grain Handling Undertaking Regulations) | 90% | 92% |
While the performance data is not available for 1.4 and 1.4.1, the program exceeded is target for research, development and technology, as for every $1 invested $2.83 dollars was leveraged externally. In addition, Canadian airlines compliance with data regulations exceeded the target.
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. It 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 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, and the Aeronautics Act, Transport Canada's Clean Air Regulatory Framework and Oversight program contributes to reducing the 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 Programs
Description: The Clean Air programs 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.Footnote 22
Performance Analysis
Under the Clean Transportation theme of the Clean Air Agenda, Transport Canada led the Government of Canada's participation at the International Maritime OrganizationEndnote xxxi to address air pollutant and greenhouse gas emissions from international maritime shipping. The Department also actively participated on the International Civil Aviation Organization Committee on Aviation Environmental Protection's Steering Group, as well as its working groups and committees.
On May 8, 2013, amendments were made to the Vessel Pollution and Dangerous Chemicals Regulations under the Canada Shipping Act, 2001, implementing the North American Emission Control Area in Canadian jurisdiction, as well as air emissions standards for domestic vessels operating in the Great Lakes and St. Lawrence waters. These regulations require vessels to meet low sulphur emission standards by using either low sulphur fuels or emission-control technologies. New ships built after January 1, 2016, will need to meet the most stringent standards for nitrogen oxides. The combined standards under these regulations were estimated to provide $1 billion a year in public health benefits.
Development of the proposed Locomotive Emissions Regulations is underway, with pre-publication in the Canada Gazette, Part I expected to occur in the 2014–15 fiscal year. In April 2013, Transport Canada and the Railway Association of Canada signed a renewed Canadian Memorandum of Understanding. The renewed agreement encourages Railway Association of Canada member railway companies to continue to voluntarily reduce and report on criteria air contaminants and greenhouse gas emissions over the 2011 to 2015 period. The Department is also supporting research on new and emerging technologies to reduce rail sector emissions through academic programs. Research projects included investigating emission reductions with the use of biodiesel fuel, railway electrification and ultra-low sulphur diesel fuel.
The Department signed two contribution agreements under the Truck Reservation System Program: one with Port Metro Vancouver that will equip the remaining commercial trucking fleet with Global Positioning System units to help track and communicate important routing, operational and congestion information with truck operators on a real-time basis, improving operational efficiency and reducing emissions at the Port; and one with the Port of Montreal that will install radio frequency identification technology to improve intermodal access and truck traffic flow, reducing overall congestion and emissions at the Port.
Under the Shore Power Technology for Ports program, contribution agreements were also signed with recipients for the installation and commissioning of nine shore power stations at four ports across Canada to reduce emissions of vessels at port. Two of these systems are operational and seven are under construction. For example, the Seaspan Ferries Corporation has installed shore power facilities at its Swartz Bay Terminal on Vancouver Island, and the Port of Halifax is currently building a shore power facility for cruise ships.
The Department worked with other governmental agencies, industry and academia to develop new technologies that have the potential to reduce emissions and improve ship energy efficiency. A study focused on the West Coast that involved 18 stakeholders was completed and confirmed liquefied natural gas (LNG) as a viable alternative fuel to comply with the North American Emission Control Area's new standard. A call for proposals to industry was initiated to find novel ways to reduce shipboard emissions. Five projects were successful and are currently underway.
The ecoTECHNOLOGY for Vehicles Program (eTV) conducted 17 testing and evaluation programs to evaluate the safety and environmental performance of advanced technologies for passenger vehicles and heavy-duty trucks. For example, eTV conducted wind tunnel testing to evaluate new aerodynamic technologies for passenger cars and trucks, and tested audible alert systems equipped on several hybrid and electric vehicles in collaboration with the United States under the Regulatory Cooperation Council. Results support the development of safety and environmental standards/regulations for advanced vehicle technologies in Canada, the United States and globally.
In 2013–14, Transport Canada completed the Canadian Vehicle Use Study to address data gaps and collect information for light-duty vehicles that in turn will inform Canada's vehicle greenhouse gas emission regulations. These studies, now conducted in five provinces (Saskatchewan, Manitoba, Ontario, Quebec, and Prince Edward Island) provided tools to collect activity data which is directly linked to vehicle characteristics and fuel consumption.
| Main Estimates | Planned Spending | Total Authorities (available for use) |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 2.1 Clean Air from Transportation | ||||
| 37,144,563 | 37,144,563 | 39,195,642 | 27,755,589 | 9,388,974 |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 2.1.1 Clean Air Regulatory Framework and Oversight | ||
| 13,968,142 | 14,969,584 | -1,001,442 |
| 2.1.2 Clean Air Programs | ||
| 23,176,422 | 12,786,005 | 10,390,417 |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 2.1 Clean Air from Transportation | ||
| 90 | 75 | 15 |
| 2.1.1 Clean Air Regulatory Framework and Oversight | ||
| 61 | 49 | 12 |
| 2.1.2 Clean Air Programs | ||
| 29 | 27 | 2 |
The variance of $9.4 million is mostly related to project delays in Shore Power and the Truck Reservation System programs under the Clean Air Programs
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 2.1 Clean Air from Transportation | |||
| Decrease in intensity of greenhouse gas 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, tonne 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 federal reduction targets are established and shared Date to achieve target: March 2020 |
From 2005–2011: Freight transportation: increased from 81 grams to 97 grams per tonne-km Passenger transportation: decreased from 142 grams to 124 grams of carbon dioxide equivalent per passenger-km |
While all freight transportation modes became more efficient (and less greenhouse gas intensive) between 2005 and 2011, the latest year for which data is available, the reliance on trucks to move freight has increased the overall intensity of greenhouse gases in freight transportation from 81 grams to 97 grams per tonne-km.
Overall, passenger transportation emissions were stable over the 2005–2011 period while passenger activity increased by 15% (from 716 to 830 billion of passenger-km ), consequently passenger transportation intensity declined by 12%, from 142 to 124 grams of carbon dioxide equivalent per passenger-km. According to Natural Resources Canada, between 2005 and 2011, all modes of passenger transportation experienced a decline in GHG emissions intensity except rail which remained stable to 142 g of CO2. Aviation GHG intensity experienced the largest decline, down by 34%, followed by light trucks, passenger cars, light trucks and other road (motorcycles, school buses, transit and intercity buses) whose emissions intensity declined respectively by 8%, 7% and 7%. The important decline in aviation emissions intensity was due to the increase in passenger km, up by 34%, while total emissions declined by 13%.
| 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% Date to achieve target: March 2015 |
All current Canadian aviation environmental standards are aligned with approved International Civil Aviation Organization standards The regulations on marine sector air emissions are currently 80% aligned. Full alignment is expected in 2020 |
| 2.1.2 Clean Air Programs | |||
| Clean Transportation technologies are available to users | Clean transportation technologies implemented by users | 10 Date to achieve target: March 2016 |
On track to meet target |
All current Canadian aviation environmental standards are aligned with approved International Civil Aviation Organization standards. New marine air regulations delayed the implementation of sulphur standards for Canadian ships on the Great Lakes however by 2020 they will be at 100% alignment. Overall, the clean air initiative program is on track to meet its 2016 performance target.
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 Government of Canada's commitment to create a World-Class Tanker Safety SystemEndnote xxxii in support of Responsible Resource DevelopmentEndnote xxxiii is enhancing safety for shipping. The goal of the World Class Tanker Safety System is to prevent spills from happening, clean them up quickly if they do happen, and ensure that polluters, not taxpayers, are responsible for costs in the unlikely event of a spill.
Transport Canada implemented a number of measures towards a World Class Tanker Safety System, including increasing foreign tanker inspections, enhancing systematic surveillance and monitoring of ships, moving to establish an Incident Command System, launching the process to designate Kitimat as a public port to enhance vessel traffic control, conducting scientific research, and installing new and modified aids to navigation. As well, the Tanker Safety Expert PanelEndnote xxxiii was created to review Canada's Ship-source Oil Spill Preparedness and Response Regime and propose recommendations to strengthen it. The Panel's report, focused on the ship-source oil regime for south of the 60th parallel, was released in late 2013.
Acting on the advice of the Tanker Safety Expert Panel, and building on other studies and input from provincial governments, Aboriginal groups and marine stakeholders from across Canada, the federal government will implement new measures to further strengthen Canada's already robust tanker safety system, including:
- Modernizing Canada's marine navigation system: Canada will take a leadership role in implementing e-Navigation, which reduces the risk of an oil spill by providing accurate and real-time information and data on navigational hazards, weather and ocean conditions to vessel operators;
- Establishing area response planning for each of the following regions that currently have high levels of tanker traffic: the southern portion of British Columbia; Saint John and the Bay of Fundy, New Brunswick; Port Hawkesbury, Nova Scotia; and the Gulf of St. Lawrence, Quebec;
- Supporting Aboriginal communities so that they can participate in marine emergency preparedness around their communities;
- Amending legislation to provide for the use of alternate response measures and to clarify the Canadian Coast Guard's authority to use and authorize these measures when there is likely to be a net environmental benefit; and
- Strengthening the polluter pay principle by introducing legislative and regulatory amendments that will enhance Canada's Ship-source Oil Pollution Fund.
Through its actions to enhance tanker safety, the government is establishing a world-class system to protect marine environments and responsibly transport natural resources.
The Department delivered on its commitment to protect the marine environment by contributing to the reduction of water pollution from transportation activity. The National Aerial Surveillance program (NASP) pollution surveillance aircraft conducted surveillance in all regions of Canada. NASP continues to have a positive impact in deterring potential polluters who transit waters under Canadian jurisdiction. Surveillance program aircraft flew over 19,989 vessels (a 97.25% increase) and detected some 219,627 vessels through the Automated Identification System. NASP detected or responded to 214 pollution incidents of which 43 were of a known source. The remaining 171 were spills from unknown sources. All spills that are detected by the aircraft are reported. For ship source spills, they are reported immediately in flight to the respective Marine Safety and Security Regional offices for investigation. All spills from unknown sources are reported (those over 5 litres) immediately to the Canadian Coast Guard through the Marine Communications and Traffic Services Pollution Desk. NASP also assisted search and rescue calls from the Regional Coordination Centre.
Transport Canada continued to enhance compliance and oversight through activities such as development of service standards for inspections, providing advice to industry on compliance issues and responding to concerns on technical issues facing the industry, such as standards for managing transfer operations.
| Main Estimates | Planned Spending | Total Authorities (available for use) |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 2.2 Clean Water from Transportation | ||||
| 2,299,329 | 2,299,329 | 10,675,404 | 16,198,195 | -13,898,866 |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 2.2.1 Clean Water Regulatory Framework | ||
| 234,594 | 1,711,269 | -1,476,675 |
| 2.2.2 Clean Water Regulatory Oversight | ||
| 2,064,735 | 14,486,926 | -12,422,191 |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 2.2 Clean Water from Transportation | ||
| 13 | 52 | -39 |
| 2.2.1 Clean Water Regulatory Framework | ||
| 2 | 6 | -4 |
| 2.2.2 Clean Water Regulatory Oversight | ||
| 11 | 46 | -35 |
The variance of $13.9 million is mainly due to increased spending related to the implementation of phase one (parts one and two) of a strategy to implement a world-class tanker safety and oil spill response regime which was approved after the start of the fiscal year.
The FTE variance is due to increasing the number of inspectors as part of the implementation of the World Class Tanker Safety initiatives, which were not included in the planned FTEs as the initiatives were announced after Transport Canada's 2013–14 Report on Plans and Priorities was drafted.
| 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 | 17 Date to achieve target: March 2017 |
43 |
This result includes all ship-source spills identified by the National Aerial Surveillance program. As part of the World Class Tanker Safety initiative, the program almost doubled its frequency of patrols due to increased funding and, as a result, 9,855 more vessels were monitored by air than the previous year (an increase of 97.25%).
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 2.2.1 Clean Water Regulatory Framework | |||
| A modern clean water regulatory framework and policies that are harmonized with adopted international standards | Percentage of instruments that are aligned with domestic legislation and/or adopted international standards | 95% Date to achieve target: March 2017 |
99% |
| 2.2.2 Clean Water Regulatory Oversight | |||
| Industry is compliant with the regulatory framework | Percentage industry compliance with regulatory framework for environmental response regime | 95% Date to achieve target: March 2017 |
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 may have discharge requirements that would not be aligned with the application of the Arctic Waters Pollution Prevention Act in inland waters north of 60°, a review is underway. Instruments are 90% aligned to international standards. Updates to the Regulations are required 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 StrategyEndnote xxxiv under the Federal Sustainable Development ActEndnote xxxvi; 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 Government of Canada initiatives to improve the regulatory framework of major resource projects throughout Canada. The Department coordinated an efficient approach to the application of Major Projects Management Office (MPMO) and the Northern Project Management Office (NPMO) processes across the federal government departments participating in this initiative. The Department engaged in 48 of the 78 MPMO projects and in the 18 NPMO projects currently in the environmental assessment phase and Aboriginal consultation.
The Department is responsible for a wide range of transportation operations and over 104 owned and operated sites, including airports, ports, and harbour beds. Operations include fleets of aircraft and vehicles, stores, warehouses and offices in central and remote sites across the country. Environmental performance and compliance with all applicable environmental laws, regulations and policies at these sites is monitored through Transport Canada's National Environmental Management System. The Department also completed the planned annual scope of work for 60 contaminated sites remediation projects. Transport Canada also has a significant number of holdings operated by third parties, including NAS airports, Canada Port Authorities, St. Lawrence Seaway properties, bridges and ferry terminals; operators are responsible for ensuring appropriate environmental management at these sites.
In 2013–14, the department transitioned to the 2013–16 Federal Sustainable Development StrategyEndnote xxxvii(FSDS), which was tabled in Parliament in November 2013 and posted its first update incorporating the new commitments highlighted in the new strategy. All implementation strategies included under Themes I to III are on track to achieve their expected results by the end of the 2013-2016 Federal Sustainable Development Strategy
Transport Canada contributes to Greening Government Operations (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. Transport Canada has achieved, and in some cases, exceeded all GGO targets. 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 | ||||
| 30,761,717 | 30,761,717 | 31,946,389 | 29,431,954 | 1,329,763 |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 2.3 Environmental Stewardship of Transportation | ||
| 134 | 121 | 13 |
The FTE variance is explained by ongoing staffing actions to fill vacancies, assignments to other programs, a budget normalization exercise and retirements.
Performance Results – For Program
Erratum: There is a translation error in the Performance Results – For Program table below. The performance indicator reads: Nombre de fois où Transports Canada n'a pas respecté son obligation légale de consulter les Autochtones. It should read: Number of instances Transport Canada was found to have failed to meet its legal duty to consult Aboriginal groups.
| 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 (FSDS) | 100% | All implementation strategies under Themes I to III are on track to achieve their expected results by the end of the 2013–2016 FSDS. Targets under Theme IV achieved and in some cases exceeded |
| 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 | Target achieved |
| Compliance with Transport Canada's obligations in relation to acts | Nombre de fois où Transports Canada n'a pas respecté son obligation légale de consulter les Autochtones. | 0 | Target achieved |
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 injury, loss of life 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 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 the international aviation community. It also manages programs to support safety-related investments at regional/small airports and 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 develops and balances the use of policies, guidelines, regulations, standards and education based on risk, to promote a safe and harmonized aviation safety framework for: Canadians and air travellers in Canada and Canada's aviation industry.
Sub-program 3.1.2: Aviation Safety Oversight
Description: The Aviation Safety Oversight program, based on risk, supports compliance of the aviation industry with the regulatory framework through services, assessments and 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: Airports Capital Assistance
Description: In keeping with the National Airports policy, the Airports Capital Assistance program helps Canada maintain airport safety at non-federally owned eligible airports. It provides funding 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.
Sub-program 3.1.4: 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 2013–14, the Department delivered on the majority of the commitments made in the Civil Aviation Action Plan. Transport Canada addressed the audit findings from the 2012 report by the Office of the Auditor General through the Management Response and detailed Action Plan, including successfully adopting a national risk-based approach to oversight planning that considers surveillance and service activities (safety management systems [SMS] and non-safety management systems). The first full year of using risk-based inspection planning, nationally, resulted in completing 89% of planned inspections. All deferred surveillance activities are subject to a risk assessment process and risk mitigations are developed and implemented as required. Risk mitigations can include conducting a process inspection rather than a full Program Validation Inspection (PVI) or Assessment activity. Additionally, there is an annual variation in the number of operators in the system; as such, some of these surveillance activities were not completed because the operator surrendered their operating certificate and others were also rescheduled outside of the 2013–14 reporting period due to operational or operator requirements.
Transport Canada adopted an impartial internal quality assurance program as part of the broader implementation of an Integrated Management System. This management control framework ensures that in areas needed, improvements and efficiencies are identified and then implemented on a continual basis. In addition, the Department developed guidance material on surveillance procedures, as well as additional material on program validation inspections and process inspections.
In September 2013, a reorganization of Civil Aviation was completed with the release of the final group of classification decisions. The Civil Aviation governance structure was updated to reflect organizational and program changes and to fully integrate enhanced performance monitoring and reporting. Staffing plans were developed using national and local staffing actions that will support further staffing and the ability to minimize the impact of further attrition during 2014-15.
| Main Estimates | Planned Spending | Total Authorities (available for use) |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 3.1 Aviation Safety | ||||
| 214,648,721 | 214,648,721 | 195,696,597 | 184,628,770 | 30,019,951 |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 3.1.1 Aviation Safety Regulatory Framework | ||
| 29,205,554 | 23,800,035 | 5,405,519 |
| 3.1.2 Aviation Safety Oversight | ||
| 119,965,506 | 123,436,080 | -3,470,574 |
| 3.1.2.1 Service to the Aviation Industry | ||
| 33,351,709 | 37,333,610 | -3,981,901 |
| 3.1.2.2 Surveillance of the Aviation System | ||
| 86,613,797 | 86,102,470 | 511,327 |
| 3.1.3 Airports Capital Assistance | ||
| 39,971,230 | 14,327,336 | 25,643,894 |
| 3.1.4 Aircraft Services | ||
| 25,506,431 | 23,065,319 | 2,441,112 |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 3.1 Aviation Safety | ||
| 1,778 | 1,502 | 276 |
| 3.1.1 Aviation Safety Regulatory Framework | ||
| 258 | 166 | 92 |
| 3.1.2 Aviation Safety Oversight | ||
| 1,137 | 1,026 | 111 |
| 3.1.2.1 Service to the Aviation Industry | ||
| 355 | 371 | -14 |
| 3.1.2.2 Surveillance of the Aviation System | ||
| 782 | 655 | 127 |
| 3.1.3 Airports Capital Assistance | ||
| 19 | 17 | 2 |
| 3.1.4 Aircraft Services | ||
| 364 | 294 | 70 |
The variance of $30 million is mostly due to a transfer of surplus Airports Capital Assistance program funding to Transportation Infrastructure to support other infrastructure initiatives as well as staffing delays as a result of a late classification decisions related to the Civil Aviation reorganization and a decreased external demand for reduced flying hours within Aircraft Services.
The FTE variance is explained in part by the reorganization, which resulted in lower recruitment in this period. Higher attrition rates, coupled with the lower hiring rates resulting from the reorganization caused the overall FTE decrease. Through the integrated planning and reporting approach and the renewed governance structure, the department is carefully recalibrating the FTE workforce benchmark required for its current and future needs.
| 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) |
6.6 | The 2004-2013 10-year average aviation accident rate (preliminary data) was 5.8 accidents per 100,000 hours flown, a decrease of 12% compared to the target of the 2000-2009 ten year average of 6.6 |
The number of accidents per 100,000 hours of flight was better than target. While it is difficult to attribute the outcome to a single factor, the reduction in the accident rate reflects the effectiveness of the program.
| 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) |
3.97 | 3 year average of 6.25 (2011 to 2013) |
| 3.1.2 Aviation Safety Oversight | |||
| Compliance of aviation community with regulatory requirements | Percentage of operators that improve their program Validation Inspection score measuring to what degree they meet aviation safety requirements (Improvement = increase) |
Baseline to be established in 2013Footnote 23 | Transport Canada was able to measure the areas of compliance versus non-compliance. For 2013-14, the average rating of compliance was 2.39 (Where 3=fully compliant, 2=partially compliant, and 1 = entirely non-compliant) |
| 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 | 60% | 83% |
| 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 | 2.0 | Average component score of 2.34 |
Under 3.1.1, the three year average of 6.25 years as the average time to develop new or modified regulations governing aviation safety shows the process took longer than anticipated. The variance is explained by the fact that the majority of the amendments to the Canadian Aviation Regulations (CARs) published in the Canada Gazette, Part II, between 2011 and 2013 were delayed in light of other priorities.
Under 3.1.2, the 2013-14 average rating of compliance at 2.39 means that 40% of areas measured were found to be compliant, 56% were found to be partially compliant and 4% were not documented/implemented.
Under 3.1.2.1, although current data does not yet represent all national activity, initial results are promising in the areas that are being tracked, showing the program exceeding its targets for meeting service standards.
Through oversight activities Transport Canada Civil Aviation verifies the industry's level of compliance with the Canadian Aviation Regulations. Surveillance methodology allows for a determination of the severity of findings of non-compliance by assigning a rating to the finding: low, medium or high. Moreover, our surveillance activities provide appropriate mitigations for any increased risk to aviation safety and allow for immediate action depending on the severity of the finding. In many cases, where a Certificate Holder is partially compliant with the regulations, these are minor administrative findings and have no real impact on aviation safety. For example, a failure to update a record indicates a failure in an administrative process; however, multiple findings may be an indication of a bigger problem. Likewise, a single major finding does not necessarily translate into an increased risk to aviation safety; however, where a Certificate Holder is found to have major systemic findings (multiple findings that indicate a failure of a management control system) immediate action is taken.
The approach to dealing with findings of non-compliance includes corrective action plans, Notices of Suspension and enhanced monitoring activities. In most cases, where a systemic failure is found, enhanced monitoring will be applied to the company. This provides assurance that the aviation safety risk is being dealt with immediately through increased monitoring of the Certificate Holder and provides ongoing verification that corrective measures are being designed and implemented as agreed to. In all cases, whether the findings are major or minor, a corrective action plan is required. In cases where an immediate threat to aviation safety exists and the safety risk is unacceptable a notice of suspension is issued.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 3.1.3 Airports Capital Assistance | |||
| Eligible airports meet safety standards required for continued operation | Percentage of eligible airports that have maintained their certification as a result of receiving Airports Capital Assistance program funding | 100% | Target achieved |
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 3.1.4 Aircraft Services | |||
| Trust and confidence from clients | Percentage of clients (satisfied or very satisfied) with services (scoring 2 or 3 on a 3 point scale) | 80% of clients are satisfied or very satisfied | No specific data available. Further explanation found below. |
| Safe Aviation Services | Number of category 3 or greater category occurrences (per 1,000 flight hours) Note: Category 3 includes the following: An occurrence with moderate damage, injury, delay, grounded aircraft and/or costs. A hazard with moderate potential for injury, damage and/or delay. CARs (Canadian Aviation Regulation) violations are categorized a 3 or higher) | 1.34 | 1.13 |
Under 3.1.4 and with respect to client satisfaction, no annual survey was conducted as various survey methods were being evaluated. However, information was collected and analyzed through working group meetings and regular contact with stakeholders, establishing confidence that clients are satisfied or very satisfied. No client issues or concerns have been raised through any formal or informal mechanisms. The method and tool have been selected for a survey, which is under development and expected to be completed for next fiscal year.
The rate of category 3 or greater safety reports per 1,000 flight hours is down from the previous year. The continued education and emphasis on Safety Management practices likely contributed to the outcome.
Program 3.2: Marine Safety
Description: The Marine Safety program, under the authority of the Canada Shipping Act 2001Endnote xxxviii, the Navigable Protection ActEndnote xxxviii, the Safe Containers Convention ActEndnote xxxix, the Pilotage ActEndnote xli, the Coasting Trade ActEndnote xlii and the Arctic Waters Pollution Prevention ActEndnote xliii, develops, implements and administers policies, regulations and standards necessary for the safe conduct of marine activities in a manner harmonized with international standards. This program promotes safety and provides safety 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.
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 the safety of seafarers, commercial vessels (non-pleasure craft) and pleasure craft. 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 monitors commercial vessel (non-pleasure craft) industry and pleasure craft compliance with the marine safety regulatory framework. This program issues Canadian Maritime documents and other official documents to Canadian seafarers (officers and crews on Canadian vessels); approves seafarer training; registers and licenses commercial vessels (non-pleasure craft) and pleasure craft; issues safety certificates and approvals for vessels, equipment and design; inspects commercial vessels (non-pleasure craft) entering Canadian waters; responds to Marine Occupational Safety and Health issues; conducts surveillance and investigations; and promotes safe practices.
Sub-program 3.2.3: Navigable Waters Protection
Description: The Navigable Protection program protects the public right of safe navigation in Canada's waters by removing obstructions to navigation; approving any works built or placed in, on, over, under, through or across navigable water before construction; 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 Part 7 of the Canada Shipping Act, 2001.
Performance Analysis
Transport Canada advanced the modernization of Marine Safety's regulatory and oversight frameworks through the development of the new national policy framework for alternate service delivery and the Arctic shipping policy framework. The Department established a standard for lifejackets and implemented a common process for documents of compliance for construction of small craft.
The World Class Tanker Safety System was announced by the Government on March 18, 2013. The Tanker Safety Expert Panel has completed its review of the ship-source oil spill regime south of the 60th parallel. As a result, 10 new measures to strengthen Canada's tanker safety system to protect the safety of Canadians and the environment are being implemented. The Department continued working to identify future measures to support responsible resource development that will strengthen tanker safety, the nation's oil spill preparedness and response regime, and safe and environmentally responsible marine shipping. This work was carried out by the Department as Chair of the Technical Review Process for Marine Terminal Systems and Transshipment Sites (TERMPOL) review process, a federal government initiative that assesses the safety and risks associated with oil and gas tanker movements to, from and around Canada's marine terminal.
| Main Estimates | Planned Spending | Total Authorities (available for use) |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 3.2 Marine Safety | ||||
| 57,756,667 | 57,756,667 | 62,799,288 | 59,638,305 | -1,881,638 |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 3.2.1 Marine Safety Regulatory Framework | ||
| 9,046,813 | 8,666,758 | 380,055 |
| 3.2.2 Marine Safety Oversight | ||
| 42,943,991 | 44,662,520 | -1,718,529 |
| 3.2.3 Navigable Waters Protection | ||
| 5,765,862 | 6,309,027 | -543,165 |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 3.2 Marine Safety | ||
| 595 | 539 | 56 |
| 3.2.1 Marine Safety Regulatory Framework | ||
| 91 | 64 | 27 |
| 3.2.2 Marine Safety Oversight | ||
| 438 | 417 | 21 |
| 3.2.3 Navigable Waters Protection | ||
| 67 | 58 | 9 |
The FTE variance is partly explained in part by an internal reorganization which resulted in lower recruitment during this period. Higher attrition rates also contributed to the FTE decrease. Through the integrated planning and reporting approach and the renewed governance structure, the program is carefully recalibrating the FTE workforce benchmark required for its current and future needs.
| 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 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 |
16.53 (five-year moving average) |
| 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 craft | The target was set based on Canadian Red Cross Report study was an 18-year trend report covering boating related fatalities from 1991-2008. A more recent study has not yet been released |
The actual result of 16.53 (five-year moving average) is higher than the result from last year due to two factors. First, previously unreported occurrences were documented as a result of a clarification by Transportation Safety Board on the types of marine incidents to be reported in 2013. Second, an administrative effort to remove inactive vessels from the Canadian registry resulted in a decrease in the number of registered vessels by approximately 25% year over year. As a consequence of these two changes, the target and the baseline for this performance indicator will be reviewed for future reporting.
| 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% | 50%* |
| 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 (Improvement = increase) |
68% | 71% |
| Compliance with regulations for pleasure craft | Percentage of pleasure craft compliant with regulations (includes those that received a courtesy check) (Improvement = increase) |
60% |
On track to meet target |
| 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 | 137 complaints |
Non-compliant vessels that are deemed unsafe are stopped immediately. Non-compliance can range from an individual not providing the appropriate document to the Inspector when requested to do so, to failure to rectify an identified safety deficiency with the vessel. All non-compliance must be addressed within a prescribed timeframe to continue to ensure marine safety. Given that Transport Canada Marine Safety and Security issues over 20,000 safety deficiency notices each year, the overall target of 70% compliance consists of all vessels with no noted safety deficiencies whatsoever (regardless of how minor). This will continue to be progressed via inspections and awareness in collaboration with Canadian and international partners. This indicator is under review.
* Targets were not achieved for alignment to legislation due to higher regulatory priorities in other modes. However, it is anticipated that the targets will be met next year given work underway. In the meantime, minor impacts on certain industry groups have been addressed through the issuance of policy advisories.
Program 3.3: Rail Safety
Description: Under the authority of the Railway Safety ActEndnote xliii, the Rail Safety program develops implements and promotes safety policy, regulations, standards and research. The program provides oversight of the rail industry and promotes public safety at crossings and identifies the risks of trespassing. It also provides funds to improve safety at grade crossings.
Sub-program 3.3.1: Rail Safety Regulatory Framework
Description: The Rail Safety Regulatory Framework program, under the Railway Safety Act, develops and balances the use of various tools such as policies, guidelines, regulations, standards, and rules, based on risk, to promote a safe and harmonized rail safety regime 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 promotes compliance with the regulatory framework through inspections, audits, monitoring, and enforcement, when necessary, of the rail industry.
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
Following the tragic events at Lac-Mégantic and in response to the 2013 Fall Report of the Auditor General of CanadaEndnote xliv (Chapter 7—Oversight of Rail Safety—Transport Canada), the Rail Safety program accelerated the development of several key regulatory initiatives in 2013-14 stemming from the passage of the amendments to the Railway Safety Act Endnote xlvi, including Grade Crossings, Railway Operating Certificates, and Administrative Monetary Penalties.
In addition, significant progress has been made on amending the current Railway Safety Management System Regulations to address recommendations from the Railway Safety Act Review and the Standing Committee on Transport, Infrastructure and Communities. The amended regulations will strengthen, update and further clarify the systems-based approach to oversight by addressing three key areas: providing additional detail and clarity to facilitate more effective implementation and enforceability; expanding the scope of application to local railway companies operating on federal track; and including new provisions resulting from amendments to the Railway Safety Act.
The Rail Safety National Training program for inspectors was also enhanced by implementing updated training, including courses on audit and Safety Management Systems and orientation for new rail safety inspectors. The Rail Safety Integrated Gateway data system was also developed to provide inspectors with the tools they need to document, analyze and report on the results of their oversight activities. Training for inspectors on this system, and on documenting inspections/audits and communicating their findings, commenced in November 2013.
| Main Estimates | Planned Spending | Total Authorities (available for use) |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 3.3 Rail Safety | ||||
| 33,847,086 | 33,847,086 | 33,433,901 | 29,250,946 | 4,596,140 |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 3.3.1 Rail Safety Regulatory Framework | ||
| 3,385,769 | 2,780,819 | 604,950 |
| 3.3.2 Rail Safety Oversight | ||
| 14,800,359 | 15,852,007 | -1,051,648 |
| 3.3.3 Rail Safety Awareness and Grade Crossing Improvement | ||
| 15,660,957 | 10,618,120 | 5,042,837 |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 3.3 Rail Safety | ||
| 204 | 175 | 29 |
| 3.3.1 Rail Safety Regulatory Framework | ||
| 23 | 22 | 1 |
| 3.3.2 Rail Safety Oversight | ||
| 142 | 131 | 11 |
| 3.3.3 Rail Safety Awareness and Grade Crossing Improvement | ||
| 39 | 22 | 17 |
The variance of $4.6 million is largely explained by a $3.9 million surplus in the Grade Crossing Improvement program as there were fewer funding requests than anticipated, some proponents withdrew funding requests and some projects were completed under budget.
The FTE variance is explained by shifting priorities due operational events which resulted in lower recruitment in this period. Higher attrition rates also contributed to the FTE decrease. Through the integrated planning and reporting approach and the renewed governance structure, the program is carefully recalibrating the FTE workforce benchmark required for its current and future needs.
| Expected Results | Performance Indicators | Target | 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 | 13.6 |
| 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 | 2.79 Decrease from 2.93 in 2012 |
| Expected Results | Performance Indicators | Target | 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% |
| 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 Baseline to be establishedFootnote 24 |
The indicator is being revised. |
| 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%Footnote 25 | The indicator is being revised. |
| 3.3.3 Rail Safety Awareness and Grade Crossing Improvement | |||
| Safe railway grade crossings | Percentage of crossing collisions reduced (Improvement = increase) |
5% reduction against 5-year average | 1.1% |
| Trespassing on railways eliminated | Percentage of trespassing accidents reduced (Improvement = increase) |
5% reduction against 5-year average | 22% |
Rate of rail accidents increased in 2013 by a small amount, mainly due to a rise in accidents of small scope. Significant accidents (involving trespassers or at a crossing) decreased in 2013. With respect to rail safety awareness, crossing collisions decreased from 190 to 188 in 2014 and trespasser accidents decreased from 74 to 58 in 2013.
Program 3.4: Motor Vehicle Safety
Description: Guided by the Motor Vehicle Safety ActEndnote xlvii and the Motor Vehicle Transport ActEndnote xlviii, the Motor Vehicle Safety program develops legislation, policies, and regulations; and provides oversight of the regulated industry in order to reduce the deaths, injuries and social costs caused by motor vehicle use.
Sub-program 3.4.1: Motor Vehicle Safety Regulatory Framework
Description: In support of vehicle safety, the Motor Vehicle Safety Legislative and Regulatory Framework program develops policies, legislation, regulations and standards to govern the design, construction, functioning or marking and importation of vehicles and equipment; and gathers data, conducts investigations and conducts research (crashworthiness, biomechanics, crash avoidance and human factors) to determine the need for and effectiveness of regulations and standards. The program also contributes to the assessment and development of technological solutions to improve vehicle safety.
Sub-program 3.4.2: Motor Vehicle Safety Oversight
Description: Guided by the Motor Vehicle Safety Act, the Motor Vehicle Safety Oversight program monitors motor vehicle and equipment manufacturers' compliance with Motor Vehicle Safety Regulations and the Canada Motor Vehicle Safety Standards. The program verifies that regulated vehicles and vehicle parts, child restraints, and tires made in, or imported into Canada, meet safety performance requirements and equipment installation standards; and monitors vehicle manufacturers to make sure they fulfill their obligations in a responsible manner.
Sub-program 3.4.3: Motor Carrier Safety
Description: Guided by the Motor Vehicle Transport Act, the Motor Carrier Safety program promotes motor carrier (truck and bus) safety through a safety performance regime based on the National Safety Code (performance standards for commercial vehicle operations); by providing a national framework for provinces and territories to administer motor carrier safety regulations, by managing a contribution program for provinces and territories towards consistent implementation of the National Safety Code, and by promoting consistent regulation of motor carriers across Canada.
Performance Analysis
Transport Canada worked with the Canada Border Services Agency to advance the Single Window Initiative, a component of the Beyond the Border initiative, which streamlines the commercial importation of vehicles and tires by eliminating paper declaration. Under the auspices of the Canada-U.S. Regulatory Cooperation Council, the Government tabled in Parliament proposed amendments to the Motor Vehicle Safety Act as part of the Budget Implementation Act. Seven amendments covering 20 regulations were published in the Canada Gazette, Part I and Part II.
Several initiatives were undertaken to support the standards, regulations and oversight that promote safer vehicles, reducing deaths, injuries and social costs to Canadians. Innovative field testing using representative human subjects as test drivers has been conducted to assess the impact of power steering failures. Considerable progress has been made in developing our capacity to test crash imminent braking (CIB) systems. The necessary equipment was acquired to begin state-of-the-art testing of CIB systems in support of Canada's commitments with the U.S. National Highway Traffic Safety Administration under the Regulatory Cooperation Council.
Transport Canada has a defect assessment program which receives complaints from the public about possible safety-related defects in vehicles and vehicle related equipment. Transport Canada assesses the concerns raised using various means such as direct examination of the vehicles and recreation of the fault condition and subsequently presents the pertinent evidence to the manufacturers and importers. Transport Canada's interactions with manufacturers impacted 36.5% (1,142,344) of the total vehicles affected by recalls.
| Main Estimates | Planned Spending | Total Authorities (available for use) |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 3.4 Motor Vehicle Safety | ||||
| 24,751,952 | 24,751,952 | 25,983,561 | 26,152,233 | -1,400,281 |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 3.4.1 Motor Vehicle Safety Regulatory Framework | ||
| 8,125,922 | 10,289,371 | -2,163,449 |
| 3.4.2 Motor Vehicle Safety Oversight | ||
| 11,437,907 | 10,809,330 | 628,577 |
| 3.4.3 Motor Carrier Safety | ||
| 5,188,124 | 5,053,532 | 134,592 |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 3.4 Motor Vehicle Safety | ||
| 111 | 76 | 35 |
| 3.4.1 Motor Vehicle Safety Regulatory Framework | ||
| 56 | 36 | 20 |
| 3.4.2 Motor Vehicle Safety Oversight | ||
| 49 | 35 | 14 |
| 3.4.3 Motor Carrier Safety | ||
| 7 | 5 | 2 |
The FTE variances are explained by lower numbers of employees being required resulting from the reorganization of the Motor Vehicle Safety program to continue to find operational efficiencies, in addition to those identified in Budget 2012.
| 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 | 19.5% reduction in 2011 as compared to five-year average (2006-2010). (2011 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 | 6.2% reduction in 2011 as compared to five-year average (2006-2010). (2011 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 | 1% reduction in the rate for 2012 as compared to average of previous five years | 4.6% reduction in 2011 as compared to five-year average (2006-2010). (2011 is the most recent data available.) |
While the number of collisions decreased in 2011 compared to previous years, variability in the reporting by the provincial and territorial jurisdictions of the collision data (more specifically property damage only collisions) could account for the significantly better than expected results.
| 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% | 80% |
| 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% Footnote 26 | 94% |
| 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) |
60% | 67% |
The Canadian light-duty vehicle regulations are currently just over 80% harmonized with those of the United States (42 standards are harmonized to the extent feasible with 10 possible further harmonization possibilities). Sixty-seven percent of the provincial and territorial jurisdictions have implemented all of the 16 standards under the National Safety Code.
Program 3.5: Transportation of Dangerous Goods
Description: Required by the Transportation of Dangerous Goods Act, 1992Endnote xlviii, the Transportation of Dangerous Goods program, based on risk, develops safety standards and regulations, provides oversight and gives expert advice (e.g. Canadian Transport Emergency Centre)Endnote xlix on dangerous goods incidents to promote public safety in the transportation of dangerous goods by all modes of transport in Canada; identify threats to public safety and enforce the Act and its regulations; guide emergency response and limit the impact of incidents involving the transportation of dangerous goods; and develop policy and conduct research to enhance safety.
Sub-program 3.5.1: Transportation of Dangerous Goods Regulatory Framework
Description: The Transportation of Dangerous Goods Regulatory Framework program promotes public safety in the transportation of dangerous goods. The program develops and balances policies, procedures, guidelines, certificates for equivalent level of safety, rules and standards, based on risk, to promote public safety in handling, offering for transport, transporting and importing of dangerous goods; harmonizes or aligns, as appropriate, its regulations with international, United Nations or United States dangerous goods programs; leads in the development of Canadian regulations that are adopted by provinces and territories; and takes the lead in developing national and international standards for the manufacture, selection and use of dangerous goods means of containment.
Sub-program 3.5.2: Transportation of Dangerous Goods Oversight
Description: Required by the Transportation of Dangerous Goods Act, 1992, the Transportation of Dangerous Goods Oversight program monitors stakeholders' compliance with the Transportation Dangerous Goods Act, 1992 and Regulations through services, assessments, inspection, investigation, enforcement, charge, care, management, control, examination, or review; by monitoring compliance of modal shippers, consignors and importers, Emergency Response Assistance Plan, means of containment standards, and facility assessments; and through training of all federal, provincial and territorial inspectors.
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 technical information 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 Guidebook 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
As a result of the tragic events at Lac-Mégantic, Quebec and other high profile dangerous goods incidents, and to address the significant increase in the transportation of flammable crude oil by rail, the Transportation of Dangerous Goods Program has implemented new (and expedited existing) initiatives aimed at reducing the risk of such accidents in the future. The program has responded via several regulatory amendments including: the retesting of crude oil before transport unless the testing was done after July 7, 2013; requiring railway operators to share dangerous goods information with municipal emergency response planners and first responders to better conduct risk assessments; emergency planning and first responder training, directing the removal of the last crash resistant DOT-111 tank cars from service, and publishing new tank car standards for the transport of crude oil and new classification of dangerous goods requirements. Other regulatory initiatives to enhance safety and to respond to the Transportation Safety Board's interim and final recommendations on high-profile incidents such as Lac-Mégantic will occur in fiscal year 2014–15.
The Department continued to enhance its enforcement capacity by creating new inspector positions, as well as tools and training programs including emergency response training. Transport Canada implemented a quality assurance program for inspections to verify compliance monitoring. The program has modernized the database for the planning of inspections based on risk and is currently assessing the impact of that modernization.
In addition to the Department's response to incidents Transport Canada advanced several regulatory amendments that were identified in the departmental regulatory plan. These proposed amendments update several technical standards, including a strengthened rail tank car standard (TP14877) and harmonized Canada-US requirements for safety marks when transporting dangerous goods. These amendments address stakeholders' comments gathered during consultations for the Regulatory Cooperation Council are harmonized with United Nations Recommendations and align with the United States Section 49 Code of Regulation. This will enable easier and more efficient international or trans-border (United States) trade.
| Main Estimates | Planned Spending | Total Authorities (available for use) |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 3.5 Transportation of Dangerous Goods | ||||
| 13,159,659 | 13,159,659 | 14,771,723 | 14,663,095 | -1,503,436 |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 3.5.1 Transportation of Dangerous Goods Regulatory Framework | ||
| 3,705,792 | 3,550,805 | 154,987 |
| 3.5.2 Transportation of Dangerous Goods Oversight | ||
| 6,771,698 | 7,024,216 | -252,518 |
| 3.5.3 Emergency Response for Transportation of Dangerous Goods | ||
| 2,682,168 | 4,088,074 | -1,405,906 |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 3.5 Transportation of Dangerous Goods | ||
| 127 | 107 | 20 |
| 3.5.1 Transportation of Dangerous Goods Regulatory Framework | ||
| 31 | 35 | -4 |
| 3.5.2 Transportation of Dangerous Goods Oversight | ||
| 70 | 54 | 16 |
| 3.5.3 Emergency Response for Transportation of Dangerous Goods | ||
| 26 | 18 | 8 |
The variance of $1.5 million is due to increased overtime and travel costs following the Lac-Mégantic accident and significant accident attendance and emergency response involvement for two other major railway incidents in Gainford, Alberta, and Plaster Rock, New Brunswick.
The FTE variance is explained by shifting priorities due operational events which resulted in lower recruitment in this period. Higher attrition rates, coupled with lower hiring rates, caused in part by challenges in hiring individuals with required technical skills, contributed to the overall FTE population decrease. Through the integrated planning and reporting approach and the renewed governance structure, the program is carefully recalibrating the FTE workforce benchmark required for its current and future needs.
| 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) |
207.2 | 200.3 |
| 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 | 3.6 Accident rate remains static based on five-year average. |
| 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% Footnote 27 | This initiative is on track in the first 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 which require a follow-up. A follow-up flag is calculated using the severity of non-compliance found and the site activities (class of dangerous goods, import or export, bulk or package) Footnote 28 (Improvement = decrease) |
10% | 90% of inspections do not require follow up. |
| 3.5.3 Emergency Response for Transportation of Dangerous Goods | |||
| Safe operations at accident sites | Percentage of Emergency Response Assistance Plans applications assessed within the service standards identified in the Emergency Response Assistance Plans Assessment Framework. | 85% | Data is not available for this fiscal year. The program has recently introduced an enhanced data collection and reporting capability that will enable the tracking and analysis of service standards related to the assessment and approval process of Emergency Response Assistance plans |
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 significant year-to-year variation in compliance rates, every incident of non-compliance results in a corrective action as per the Transportation of Dangerous Goods non-compliance follow-up policy. The level of severity of non-compliance can vary significantly. For example, a non-compliance can range from missing a placard on a means of containment, to not having an approved emergency response plan, where one is required.
Several regulatory amendments that are identified in the departmental Regulatory plan were subsequently published in the Canada Gazette, Part II in July 2014. In addition, Schedules 1, 2, and 3 to the 18th Revised Edition of the UN Recommendations on the transportation of dangerous goods are under development, and publication is expected in 2014–15. Although difficult to quantify, analysis suggests that harmonization of Canadian regulations with international regulations is well over the 70% target.
The program also introduced an enhanced Inspector Information System in October 2013 and will continue to monitor for possible variances in this indicator. From an emergency response perspective, program personnel attended 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 (of which 949 were actual emergencies).
Program 3.6: Aviation Security
Description: The Aviation Security program develops, administers and oversees policies, programs, regulations and standards necessary for a secure Canadian aviation system in a manner harmonized with the international aviation community.
Sub-program 3.6.1: Aviation Security Regulatory Framework
Description: The Aviation Security Regulatory Framework program develops and balances the use of regulatory instruments, guidelines, and standards to promote an efficient, effective and harmonized Canadian aviation security regime.
Sub-program 3.6.2: Aviation Security Oversight
Description: The Aviation Security Oversight program verifies stakeholders' compliance with the regulatory framework, promotes continuous improvement of aviation security performance, and contributes to the effective management of aviation security incidents.
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 enhance and strengthen the aviation security oversight program and has established additional guidance and criteria to support a risk-based inspection planning approach. The Department's inspection regime demonstrates a high rate of compliance by stakeholders with regulatory requirements. Transport Canada remains compliant with international standards and aligned with international practices.
Transport Canada and the Canadian Air Transport Security Authority are working with the United States to harmonize processes and equipment for screening low-risk travellers. The Canada-United States Beyond the Border Action Plan is improving security in North America and aligning regulatory approaches between the two countries. Under the plan, the testing phase of the harmonized Trusted Traveler screening lane has been completed. Although client feedback was positive, further adjustments are necessary to improve the efficiency of the harmonized lane and obtain wait time data. The harmonized lane concept with the United States will be retested with operational adjustments.
| Main Estimates | Planned Spending | Total Authorities (available for use) |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 3.6 Aviation Security | ||||
| 33,357,783 | 33,357,783 | 33,036,940 | 29,743,295 | 3,614,488 |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 3.6.1 Aviation Security Regulatory Framework | ||
| 5,589,741 | 5,642,727 | -52,986 |
| 3.6.2 Aviation Security Oversight | ||
| 19,335,123 | 22,902,700 | -3,567,577 |
| 3.6.3 Aviation Security Technological Infrastructure | ||
| 8,432,919 | 1,197,868 | 7,235,051 |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 3.6 Aviation Security | ||
| 309 | 273 | 36 |
| 3.6.1 Aviation Security Regulatory Framework | ||
| 49 | 54 | -5 |
| 3.6.2 Aviation Security Oversight | ||
| 200 | 207 | -7 |
| 3.6.3 Aviation Security Technological Infrastructure | ||
| 60 | 12 | 48 |
The variance of $3.6 million is explained by staff departures, delays in staffing, reductions in travel, training, and translation, as well as delays in contracting.
Higher attrition rates, coupled with the lower hiring rates caused the overall FTE decrease. Through the integrated planning and reporting approach and the renewed governance structure, the program is carefully recalibrating the FTE workforce benchmark required for its current and future needs.
| 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% |
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 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 administrative monetary penalty (Improvement = increase) |
90% | 98% Transport Canada exceeded the expected inspection results due to a better understanding of the implementation of regulations by stakeholders |
| 3.6.3 Aviation Security Technological Infrastructure | |||
| Stakeholders have access to standards | Percentage of approved technologies made available to stakeholders (Improvement = increase) |
90% | 100% Based on stakeholder demand being lower than anticipated, all requirements for approved technologies were achieved |
The program achieved targets for these performance indicators.
Program 3.7: Marine Security
Description: The Marine Security program, with partners, enforces the Marine Transportation Security ActEndnote li to protect Canada and Canadians in a way that respects Canadian values. It safeguards the integrity and security; and preserves the efficiency of Canada's Marine Transportation System against unlawful interference, terrorist attacks or from being used as a means to attack our allies.
Sub-program: 3.7.1: Marine Security Regulatory Framework
Description: The Marine Security Regulatory Framework program develops and balances the use of regulatory instruments, guidelines, and standards to promote an efficient, effective and harmonized Canadian maritime security regime, consistent with international requirements. The program also leverages Canadian expertise with our international partners, and leads on interdepartmental marine security policy through the Interdepartmental Marine Security Working Group.
Sub-program 3.7.2: Marine Security Oversight
Description: The Marine Security Oversight program conducts inspections, conducts and/or approves security assessments, reviews and approves security plans, and works with stakeholders to assist them in meeting the requirements of the Marine Transportation Security Act and its regulations and measures. The program conducts promotional, educational and awareness activities designed to ensure that the regulated community is aware of its legislative and regulatory responsibilities. If violations or non-compliance is found, the program uses a graduated enforcement approach and informs stakeholders when a problem exists and provides them with information and the opportunity to correct it. Where appropriate, enforcement actions, including the use of Administrative Monetary Penalties, may be taken.
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. The Centres 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 the Canada Border Services Agency, the Canadian Coast Guard, the Department of National Defence, and the Royal Canadian Mounted Police.
Performance Analysis
Transport Canada advanced work on strengthening its risked-based regulatory framework, consistent with international conventions as part of the Action Plan for the Canada–U.S. Regulatory Cooperation CouncilEndnote lii. Working the United States Coast Guard, the Department finalized a non-binding joint list of regulatory priorities and developed the Guidelines for Respecting Marine Security Regulatory Development Collaboration. Transport Canada also finalized the Regulatory Cooperation Council Marine Transportation Security Regulations Work Plan and the Regulatory Cooperation Council Regulatory Oversight Regime on the Great Lakes and St. Lawrence Seaway Work Plans.
Coastal and Great Lakes/St Lawrence Seaway Marine Security Operations Centres continued to collaborate with other departments and share intelligence, surveillance and reconnaissance information. This allows the centres to support an organized response to potential threats and avoid duplication of both efforts and resources. Activities included analyzing pre-arrival information reports and analysis of threat information.
Transport Canada advanced work on the Maritime Commerce Resilience project, a joint effort by Canada and the United States to determine the best way to manage maritime traffic during an emergency event. The Department conducted private and public sector consultations in the Great Lakes Region. In addition, Transport Canada also completed a maritime cybersecurity (ports) vulnerability and mitigation project. The Department completed all required Domestic Marine Facility Threat Assessments.
| Main Estimates | Planned Spending | Total Authorities (available for use) |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 3.7 Marine Security | ||||
| 14,897,654 | 14,897,654 | 13,833,124 | 12,331,970 | 2,565,684 |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 3.7.1 Marine Security Regulatory Framework | ||
| 1,600,289 | 1,320,587 | 279,702 |
| 3.7.2 Marine Security Oversight | ||
| 7,598,862 | 7,166,045 | 432,817 |
| 3.7.3 Marine Security Operations Centres | ||
| 5,698,504 | 3,845,338 | 1,853,166 |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 3.7 Marine Security | ||
| 131 | 102 | 29 |
| 3.7.1 Marine Security Regulatory Framework | ||
| 9 | 8 | 1 |
| 3.7.2 Marine Security Oversight | ||
| 72 | 57 | 15 |
| 3.7.3 Marine Security Operations Centres | ||
| 50 | 38 | 12 |
The variance of $2.6 million is due to delays in obtaining contracted services for various activities, delays in publishing a regulatory amendment in the Canada Gazette for the Marine Transportation Security Regulations publication costs to be incurred in fiscal year 2014-15, and delays in planned staffing.
The FTE variance is partly explained in part by an internal reorganization which resulted in lower recruitment in this period. Higher attrition rates, coupled with the lower hiring rates resulting caused the overall FTE decrease. Through the integrated planning and reporting approach and the renewed governance structure, the program is carefully recalibrating the FTE workforce benchmark required for its current and future needs.
| 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% | 90% |
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| 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% | A comparison of the Marine Transportation Security Regulations with international conventions has determined that the Regulations are currently 91% aligned |
| 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 penaltyFootnote 29 (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% | 91.8% of all pre-arrival information reports screened with the regulatory compliance matrix |
The program achieved two of its targets for these program indicators. The Regulatory Compliance Matrix (RCM) is used to assign a risk score to all vessels that have identified their intent to enter Canadian waters. The RCM assesses the vessel's Pre-Arrival Information Report submission against risk indicators for the purpose of determining compliance with the Marine Transportation Security Regulations. The RCM is completed on all regulated vessels prior to their arrival in Canadian waters and the resulting risk score is used to provide recommendations for vessel inspections based on the risk of regulatory non-compliance.
Program 3.8: Surface and Intermodal Security
Description: Guided by the Railway Safety ActEndnote liii, the International Bridges and Tunnels ActEndnote liii, the Transportation of Dangerous Goods Act and the federal government's transportation security mandate, the Surface and Intermodal Security program enhances the security of surface and intermodal transportation. Working with partners to protect Canada and Canadians in a way that respects Canadian values and preserves the efficiency of the transportation system, the program provides federal leadership; and develops and oversees regulatory and voluntary frameworks, and develops guidance materials.
Performance Analysis
Rail security is being strengthened in Canada through the implementation of a Memorandum of Understanding (MOU) on security between Transport Canada and the Railway Association of Canada and its signatories. To ensure national consistency of oversight activities under the MOU, Transport Canada developed a consistent approach for implementation of the risk-based Inspection Schedule. Departmental officials delivered workshops on quality control and quality assurance to ensure that inspection activities across regions are conducted consistently and accurately following established policies and procedures. This strengthens Transport Canada's security oversight function and fosters continual improvement of the national delivery of the oversight program.
In preparation for the 2015 Pan American and Parapan American Games, Transport Canada continued to participate with its partners in an effort to assess and plan the security requirements for the event, as well as their implementation.
The security of International Bridges and Tunnels (IBT) was strengthened in Canada through MOUs on security between Transport Canada and IBT operators. Up to now, six MOUs have been signed, which represents ten IBT and 93% of truck traffic across International Bridges and Tunnels between Canada and the United States.
| Main Estimates | Planned Spending | Total Authorities (available for use) |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 3.8 Surface and Intermodal Security | ||||
| 4,807,985 | 4,807,985 | 4,733,046 | 4,280,788 | 527,197 |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 3.8 Surface and Intermodal Security | ||
| 41 | 31 | 10 |
The variance of $0.5 million is explained by unspent planned salary and related employee benefits expenditures due to employees' unforeseeable permanent and temporary leaves.
The FTE variance is explained by employees' unforeseeable permanent and temporary leaves, as well as unspent amounts related to recent expenditure reduction exercises. Through the integrated planning and reporting approach and the renewed governance structure, the program is carefully recalibrating the FTE workforce benchmark required for its current and future needs.
| 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% | No data available as this new indicator was developed in 2013–14 and will be in effect as of April 1, 2014 |
The expected result is not available as a new performance indicator was developed in 2013–14 and will be implemented in 2014–15. However, adherence to the MOU between Transport Canada and the Railway Association of Canada's signatories is monitored through the completion of a national risk-based inspection schedule, and other monitoring and oversight activities.
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 ActEndnote liv, 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
In support of the Red Tape Reduction Action PlanEndnote lv, the program implemented one-for-one regulatory management. The purpose of the "One-for-One" Rule is to strictly control new administrative burden on business resulting from regulations. The impact of individual projects on corporate administrative burden is reported regularly to the Treasury Board Secretariat. Service standards have been posted online and a new interpretation policy is under development. The Department also amended its ranking criteria for the regulatory priority lists approved by senior management to manage administrative burden.
Transport Canada worked to consistently apply national and modal risk-based inspection planning/reporting and enforcement regimes. Transport Canada released the new departmental Directive on Safety and Security Oversight, which requires all safety and security programs to implement quality assurance practices and procedures, and meet established performance standards. Civil Aviation employees responsible for delivering training were transitioned to a new multimodal training directorate. As part of Transport Canada's emergency preparedness, in order to respond to incidents and crises, a number of activities were maintained 24/7. Parts I and II of the Standby Services Initiative, which aims to identify opportunities to optimize and streamline standby services and associated call-back costs in headquarters and the regions, are completed. The Part III Review is completed and implementation is underway.
| Main Estimates | Planned Spending | Total Authorities (available for use) |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 3.9 Multimodal Safety and Security | ||||
| 11,233,308 | 11,233,308 | 11,649,104 | 10,722,526 | 510,782 |
| Planned Spending | Actual Spending | Difference (planned minus actual) |
|---|---|---|
| 3.9.1 Multimodal Strategies and Integrated Services | ||
| 8,279,352 | 7,444,599 | 834,753 |
| 3.9.2 Emergency Preparedness and Situation Centres | ||
| 2,203,161 | 1,605,369 | 597,792 |
| 3.9.3 Integrated Technical Training | ||
| 750,795 | 1,672,559 | -921,764 |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 3.9 Multimodal Safety and Security | ||
| 122 | 98 | 24 |
| 3.9.1 Multimodal Strategies and Integrated Services | ||
| 92 | 74 | 18 |
| 3.9.2 Emergency Preparedness and Situation Centres | ||
| 21 | 15 | 6 |
| 3.9.3 Integrated Technical Training | ||
| 9 | 9 | 0 |
The FTE variance is due in part to implementation of Budget 2012 cost saving measures to gain organizational efficiencies. While the costs saving measures are to be implemented over a three-year period, the majority of affected employees impacted by reduction measures were advised in the first year in order to minimize the impact on people and the department; a large proportion of employees opted to leave earlier in the implementation period. Shifting priorities due operational events and other major reorganizations also resulted in lower recruitment in this period and attrition was higher than expected. Through the integrated planning and reporting approach and the renewed governance structure, the program is carefully recalibrating the FTE workforce benchmark required for its current and future needs.
| 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. | Number of new common practices adopted (Improvement = increase) |
3 | The Directive on Safety and Security Oversight was approved and communicated; Civil Aviation training employees transitioned to new model; one for one regulatory management implemented; Common People Management performance standards adopted for Inspectors and Supervisors |
| 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 internal stakeholders that indicate a satisfaction rating of at least four out of five with the products and services being provided (Improvement = increase) |
80% | Of the survey responses 100% said they were satisfied with service and support |
| 3.9.2 Emergency Preparedness and Situation Centres | |||
| Transport Canada meets its preparedness responsibilities under the Emergency Management Act | Minimum rating of 85% on the preparedness sections (7B, 12A, 12B, 12C) of Public Safety Canada's assessment of the Transport Canada Strategic Emergency Management Plan (Improvement = increase) |
85% | 81.25% |
| Transport Canada is able to respond to emergency situations | Percentage of After-Event Report findings and recommendations completed or closed within stated time limits (Improvement = increase) |
90% | 100% |
| 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) |
80% | 100% - all course evaluations that were completed and returned from Transportation Security Inspectors ranked between 3 and 5 course satisfaction |
| Inspectors and technical experts have the technical competencies they require to fulfill their responsibilities according to established standards | Percentage of learners that indicate a satisfaction rating of at least 3 out of 5 on the training courses and workshops | 80% | 100% - all course evaluations that were completed and returned from Transportation Security Inspectors ranked between 3 and 5 course satisfaction |
All performance indicator targets were met with the exception of the rating for Transport Canada's Strategic Emergency Management Plan. The rating (based on a triennial evaluation schedule) is from fiscal year 2012–13; an action plan has been developed to address Public Safety's recommendations for strengthening the Strategic Emergency Management Plan.
Program 4.1: Internal ServicesFootnote 30
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 OversightFootnote 31 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
In support of management and oversight, Transport Canada:
- Carried out internal audit reviews and evaluation studies as planned, including:
- the Audit of Accommodation and Stewardship of Assets, the Follow-up Progress Assessment of the Audit of Information Management /Information Technology Project Life Cycle Controls and the Audit of Organizational Classification;
- Completed rigorous follow-up actions with senior management to oversee the implementation of recommendations of past audit reviews and evaluation studies; and
- Completed a report on the state of performance measurement, which helped build timely performance information across the Department to undertake more efficient evaluation work.
Transport Canada's Communications and Marketing group made good use of social media to support wider use of technology-driven communications beyond the traditional web. The items listed below are examples:
- To inform Canadians on safety-related issues, including some 200 vehicle safety recalls, the Department posted over 2,000 bilingual Twitter and Facebook messages; and
- As a source of information, the Department's social media accounts reached many more Canadians: Twitter followers increased from 17,420 to 38,765, Facebook likes increased from 2,056 to 3,478, YouTube video views increased from 33,363 to 58,955, and Flickr photo views increased from 41,990 to 196,235.
Transport Canada's Human Resources Management program:
- Provided guidance and advice for organizational realignments, including workforce management and major reorganizations, in support of Budget 2012 decisions and other major change initiatives, such as completion of the Civil Aviation re-organization project in 2013 and the transfer of the Navigable Waters Protection employees to a new organizational structure;
- Provided guidance and advice in support of classification modernization. For example, provided semi-annual position reporting to raise awareness of senior management in preparation for classification modernization. A more comprehensive departmental classification modernization plan will be presented to senior management in the Fall of 2014;
- Conducted a budget normalization exercise to align regional human resources services. This initiative has further evolved and the organization is now implementing a new Human Resources Service delivery model focused on a national portfolio approach; and
- Successfully implemented all seven process areas of the Common Human Resources business process, and received a special commendation from the Treasury Board Secretariat for developing tools and opportunities that will greatly benefit all employees.
Transport Canada's Financial Management program:
- Completed initial assessment and remediation activities to strengthen the system of internal control over financial reporting and commenced ongoing monitoring to ensure continued accurate, relevant and reliable financial information and effective monitoring of risks related to stewardship of public resources;
- Took steps to improve financial costing and forecasting by further evolving the integrated planning process, implementing a standardized financial management service delivery model, which will be fully implemented in 2014-15, and provided targeted training for both managers and the financial community that supports them; and
- Leveraged technology to achieve efficiency improvements, e.g., paperless travel claims processing and automated ports billing.
Transport Canada's Information Management/Information Technology (IM/IT) program:
- Ensured a successful transition of internal support services to Shared Services Canada while delivering day-to-day IM/IT functional advice and operational services, and renewing departmental IM/IT infrastructure. For example, employee workstations migrated to Windows 7 as required for the transition of services government-wide, while ensuring continued telecommunications and network services to the Department and engaging with Shared Services Canada to prepare for the transition to a common email system; and
- Made progress towards implementing a revised consolidated model for IM/IT governance, investment planning, oversight and service delivery. This revised model will link with the departmental governance framework.
Transport Canada's Real Property Services program:
- Developed a Facility Management framework and enhanced governance to enable improved national oversight of the Department's space envelope and cost-effective, efficient implementation of new government-wide Workplace 2.0 fit-up standards.
Transport Canada's Acquisition Services program:
- Strengthened challenge and oversight functions through a revised governance structure, revised delegations of authority and improved reporting.
Transport Canada's Management and Oversight Services:
- There was significant improvement over past years on timeliness of responses overall to requests from Canadians made under the Access to Information and Privacy Act.
| Main Estimates | Planned Spending | Total Authorities (available for use) |
Actual Spending (authorities used) |
Difference (planned minus actual) |
|---|---|---|---|---|
| 147,174,930 | 158,527,528 | 168,913,569 | 170,195,608 | -11,688,080 |
| Planned | Actual | Difference (planned minus actual) |
|---|---|---|
| 1,168 | 1,098 | 70 |
The variance of $11.7 million is mainly attributable to the transfer of the Application Development function from other Programs to Internal Services in 2013-14 and to some of the costs associated with maternity and severance pay being funded from internal resources.