Figure 1: Transport Canada Program Activity Architecture for 2011-12
This chart visually represents the relationship between Transport Canada's Program Activities, its Strategic Outcomes and the Government of Canada outcome areas. The program activities are depicted in their logical relationship to each other and to the Strategic Outcomes and Government of Canada Outcome Areas to which they contribute.
The chart reads from top to bottom. Color has been used to distinguish each of the four Strategic Outcomes and the Internal Services program activity.
At the top of the chart is a rectangular box that identifies the Government of Canada Outcome areas. The five Outcome areas that relate to the Strategic Outcomes of Transport Canada are identified as follows:
- Strong economic growth;
- An innovative and knowledge-based economy;
- A clean and healthy environment;
- A fair and secure marketplace; and
- A safe and secure Canada.
In the middle of the chart is a rectangular box that identifies Transport Canada's four Strategic Outcomes, which are as follows:
- An Efficient Transportation System;
- A Clean Transportation System;
- A Safe Transportation System; and
- A Secure Transportation System.
The rectangular box at the bottom of the chart identifies Program Activities for each Strategic Outcome. This information is as follows:
Strategic Outcome: An Efficient Transportation System
Program Activities:
- Transportation Marketplace Frameworks
- Gateways and Corridors
- Transportation Infrastructure
- Transportation Innovation
Strategic Outcome : A Clean Transportation System
Program Activities:
- Clean Air from Transportation
- Clean Water from Transportation
- Environmental Stewardship of Transportation
Strategic Outcome: A Safe Transportation System
Program Activities:
- Aviation Safety
- Marine Safety
- Rail Safety
- Road Safety
- Transportation of Dangerous Goods
Strategic Outcome: A Secure Transportation System
Program Activities:
- Aviation Security
- Marine Security
- Surface and Intermodal Security
The Internal Services program activity is at the bottom of the chart and is attached to the Program Activities rectangular box.
Figure 2: Transport Canada's Corporate Risk Profile (as revised in February 2012)
| Key Risks | Impact* | Likelihood** |
|---|---|---|
| (1) Transportation System Efficiency: Transport Canada may not be able to sufficiently influence the efficiency and competitiveness of Canada's transportation system | Medium | Moderate |
| (2) Oversight Effectiveness and Efficiency: Transport Canada's may not have the appropriate frameworks to support the oversight of the national transportation system | High | Likely |
| (3) Security Threat/Incident Response Capability: Transport Canada may not always be in a position to respond to a major transportation security threat or incident in an effective and timely manner | Extreme | Moderate |
| (4) Change Management: Transport Canada may not have the capacity to manage change efficiently in its departmental culture, systems and controls – original assessment | Medium | Likely |
| (4) Change Management: Transport Canada may not have the capacity to manage change efficiently in its departmental culture, systems and controls – revised assessment (February 2012) | Medium | Almost Certain |
* Range of values for Impact is:
- Negligible
- Low
- Medium
- High
- Extreme
** Range of values for Likelihood is:
- Rare
- Unlikely
- Moderate
- Likely
- Almost Certain
Figure 3: Spending Trend for Transport Canada
Multi-Year Summary
| 2009-2010 ($ millions) | 2010-2011 ($ millions) | 2011-2012 ($ millions) | |
|---|---|---|---|
| Mains | 1,448 | 1,867 | 1,530 |
| Planned | 1,476 | 1,883 | 1,590 |
| Total Authorities | 1,578 | 1,958 | 1,694 |
| Actuals | 1,012 | 1,288 | 1,281 |
| Canada's Economic Action Plan | 46 | 55 | 0 |
Assets by Type
- Due from Consolidated Revenue Fund ($1,256M) – 32.9%
- Accounts receivable and advances ($20.3M) – 0.5%
- Rent receivable ($27.5M) – 0.7%
- Prepaid expenses ($13.9M) – 0.4%
- Inventory ($13.5M) – 0.4%
- Tangible capital assets ($2,482M) – 65.1%
Liabilities by Type
- Accounts payable and accrued liabilities ($1,357M) – 59.8%
- Vacation pay and compensatory leave ($27.6M) – 1.2%
- Deferred revenue ($4.2M) – 0.2%
- Lease obligations for tangible capital assets ($587.9M) – 25.9%
- Employee future benefits ($73.9M) – 3.3%
- Environmental remediation and contingent liabilities ($219.6M) – 9.7%
Revenues – Where Funds Come From
- Airport rent ($273M) – 67.9%
- Monitoring and enforcement revenues ($40.9M) – 10.2%
- Aircraft maintenance and flying services ($34.3M) – 8.5%
- Rentals and concessions ($26.8M) – 6.7%
- Transport facilities user fees ($15.7M) – 3.9%
- Pollution control revenues ($6.7M)* – 1.7%
- Miscellaneous ($4.5M) – 1.1%
* The Revenues from Pollution control are earmarked under legislation for specific expense purposes and are not available for Transport Canada spending.
Expenses – Where Funds Go
- An Efficient Transportation System ($671.2M) – 43.2%
- A Safe Transportation System ($481.3M) – 30.9%
- Internal Services ($279.4M) – 18.0%
- A Secure Transportation System ($79.6M) – 5.1%
- A Clean Transportation System ($40.2M) – 2.6%
- Ship-Source Oil Pollution Fund and other programs ($3.5M) – 0.2%