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Section iv – Other Items of Interest

4.1   Management Priorities

In its 2007-2008 Report on Plans and Priorities, the department committed to working on the following management priorities:

  • People;
  • Values and ethics;
  • Governance and Stewardship; and
  • Accountability for Crown corporations.

4.1.1    People

Recruitment and Retention

On January 1, 2008, Transport Canada’s workforce totaled 5,122 employees[1], made up of 4,917 indeterminate employees (96 per cent) and 205 term over 3 months employees (4 per cent). These numbers translate into a 3.3 per cent increase in overall staff (164 employees) in 2007, in contrast to the small increase (40 employees, or 0.8 per cent) achieved in each of the two previous calendar years.

Employees in the Scientific and Professional Category grew by 29 employees, while there was a slight decrease (-5) of employees in the Technical Category. This was mostly due to retirements of employees in Aircraft Operations (AO) positions outpacing recruitment.

In general, recruitment outpaced separations across the department. The indeterminate attrition rate for the department in 2007 is calculated at 8.4 per cent, up by 0.5 per cent from the previous year.

Visible minority employment grew again in the last year (43 or 9.5 per cent), albeit at a lesser pace than in 2006 (58), and now totals 495 members. The largest gains (24) were in Administrative and Foreign Service positions, causing the representation rate for this employment category (9.7 per cent) to rise above labour market availability. The representation share also increased in the Technical Category (9 members or 0.5 per cent) while remaining static in the Scientific and Professional occupations. Representation rates continue to trail external availability indicators (Census 2001) in these two employment categories. The number of Visible Minorities in the Executive Category remained the same at eight members.

Integrated Human Resources Plan 2008-2011

In 2007-2008, Transport Canada started work on an integrated business planning and reporting process that will be aligned with and directly linked to the Integrated Human Resource Plan. This plan, which was developed and published this year, is the result of Transport Canada’s Human Resources planning process, which links human resources management to the department’s overall strategic and business plans.

It aligns the work, workforce and workplace with business priorities, identifies and responds to key horizontal gaps – some more critical than others – through improvements to current initiatives or new activities. The plan is also aligned with the Corporate Risk Profile, while the Gap Analysis further details the Human and Knowledge Capital Risk.

Embedded in this plan is the Transport Canada Integrated People Management Strategy, which was first introduced in 2005. This strategy is being further developed to respond to the needs and gaps identified in the Integrated Human Resources Plan. It is a comprehensive approach to human resources management designed to address current and future needs identified through gap analysis. This approach demonstrates the interdependence of all human resources management disciplines.

Over the years, Transport Canada has consistently shown its commitment to sound HR management practices and has been a leader in addressing issues such as diversity, official languages, labour relations and human resources planning. Transport Canada will continue to do so through new initiatives and actions that are developed in its Integrated People Management Strategy.

Recent Transport Canada planning, recruitment and employee development initiatives support the 2007-2008 Public Service Renewal Action Plan issued by the Clerk and Transport Canada Management Priorities set out in the 2007-2008 Report on Plans and Priorities. Results for each of the four pillars of renewal that enabled Transport Canada to successfully achieve its goals for 2007-2008 include:

  • Developed an Integrated Human Resources Plan and communicated it to all employees;
  • Developed succession management process for key Executive positions;
  • Approved a three-year Diversity Action Plan (2007-2011); and
  • Adopted an accountability framework for Official Languages that defines the roles and responsibilities of the Deputy Minister, Official Languages Champion and other stakeholders.
  • Created an Executive Resourcing unit to address specific shortages for Executives and other groups;
  • Undertook collective staffing activities both internally (Administrative Services, Clerical and Regulatory, Financial Management, Personnel Administration, Economics, Sociology and Statistics) and externally (Transport Canada-led Economics, Sociology and Statistics recruitment with 14 departments);
  • Conducted a recruitment process through the Personnel Administration Development Program to build human resources capacity within Transport Canada;
  • Participated in the Canada Public Service Agency’s interdepartmental recruitment initiatives for Personnel Administration (4 hires) and Administrative Services compensation advisors (3 hires); and
  • Participated in the Career Assignment Program recruitment campaign launched in September 2007 by the Canada Public Service Agency.
Employee Development
  • Piloted an innovative language training initiative in the National Capital Region to help employees strengthen their second language skills and position them for bilingual positions;
  • Included "People Management" and "Renewal" commitments explicitly in all executive performance accords; and
  • Participated in the Public Service renewal suite of leadership development programs: two participants in the Employment Equity Leadership Competency Program, five participants in the Human Resources Community Leadership Development Program, and 15 participants in the Management Trainee Program.
Enabling Infrastructure
  • Updated Transport Canada’s Human Resources Management System to meet Public Service Modernization Act (PSMA) requirements for compliance and reporting;
  • Developed a departmental Learning Management System (LMS) project to support PSMA monitoring and reporting requirements and facilitate tracking learning plan completion rates; and
  • Started the development of the Workflow Automation and Tracking System that will facilitate staffing process efficiencies and reporting capacities.

The Plan, together with the Strategy, responds to the first requirement (i.e. planning) of public service renewal. Further implementation of the Plan and Strategy will move Transport Canada towards meeting the other three requirements, namely recruitment, employee development and enabling infrastructure priorities outlined in the Public Service Renewal Action Plan.

Opportunities for Improvement

The Transport Canada Integrated Human Resources Plan identifies four areas of continued focus related to People Management. These further detail the Human and Knowledge Capital Risk identified in the Corporate Risk Profile, which states that there is a risk that Transport Canada will not be able to attract, develop and retain sufficient human resources with the necessary competencies and knowledge to fully and effectively support operations/responsibilities.

The areas of focus are:
  • Need for renewal and maintenance of management capacity at the supervisory, middle management, and executive levels;
  • Shortage of Human Capital:  Employees;
  • Shortage of Human Capital:  Knowledge and Competencies; and
  • Need for strengthening diversity initiatives to become more strategic in attaining level 4 on the Equity Continuum.[2]

The department has already started to address these areas of focus through the Integrated People Management Strategy described above.

In its analysis of the Transport Canada Departmental Staffing Accountability Report, the Public Service Commission also identified an opportunity for improvement on the development and content of staffing/recruitment strategies.

While the department has developed some staffing strategies in certain Groups, Regions, and Directorates, there is currently no departmental approach or guideline for their development and content. Building on the successful launch of the Transport Canada Integrated Human Resources Plan, the department is now better positioned with the Integrated People Management Strategy to consistently develop staffing strategies that will have measurable objectives linked to human resources plans.

4.1.2    Values and Ethics

In 2007-2008, the department established a Values and Ethics Office, strategically positioned in the Human Resources Directorate. This office serves as a centre of expertise for employees and managers in headquarters and the regions for matters related to the Values and Ethics Code for the Public Service and to the upcoming Public Service and departmental Codes of Conduct.

While still in the early stages of operation, the Values and Ethics Office has already developed a Values and Ethics Framework which will enable the ongoing development and implementation of initiatives.

4.1.3    Governance and Stewardship

Transport Canada’s Comprehensive Review of its programs and services was completed in 2007-2008. It was organized as a two-stage exercise designed to strengthen and modernize the department’s organizational processes.

In Phase I, the department reviewed Communications, Safety, Management/Corporate Services and Security. Phase II examined a second component of Security, as well as Policy and Programs.

Parallel to this exercise, Transport Canada developed a Corporate Risk Profile en route to department-wide Integrated Risk Management. This supports effective due diligence of operations and good governance of the department.

Results from these initiatives are being used in budget-delegation decisions as evidenced by the adoption of more effective and efficient management systems in such areas as information technology, human resources and finance. Results have been reflected in sector business plans and have initiated work on an integrated business planning and reporting process that will be aligned with and linked directly to internal service plans, such as Human Resources, Information Management/Information Technology, Finance and Communications.

As an outcome, decision-making in terms of allocation of resources to deliver results for Canadians, as defined by the department’s strategic outcomes, has been enhanced.

4.1.4    Accountability for Crown Corporations

To satisfy requirements for greater transparency and accountability for Crown corporations, the Minister of Transport, Infrastructure and Communities answers to Parliament on the progress made by sixteen Crown corporations, and a number of shared-governance organizations and special agencies. This year, the Minister and portfolio staff:

  • Sent letters of expectation to ten of the sixteen Crown corporation Chairpersons in the Transportation, Infrastructure and Communities Portfolio. Each letter presented the Minister’s expectations for the corporation. Feedback was received from some corporations; they were pleased with the initiative and found the letters useful during their strategic planning.
  • Based all Chairperson and Chief Executive Officer (CEO) positions and appointments on competency profiles and public processes. Transport Canada started developing profiles of existing board competencies and identifying gaps to assist in searching for director candidates.
  • Remained answerable before Parliament for the activities of the Crown corporations under his purview, while maintaining an appropriate arms-length relationship. The Minister also ensured that activities were conducted in line with corporation mandates and Government objectives.
  • Had departmental officials work with Crown corporation representatives to facilitate the approval of key documents or initiatives that required the Government’s attention.
  • Encouraged the Crown corporations of the Transport, Infrastructure and Communities Portfolio to increase their transparency and openness. In 2007-2008, the National Capital Commission voluntarily opened its board meetings to the public (except for meetings on sensitive issues, such as human resources or commercial information) and will create standing committees to provide venues for the public to express its views regarding the NCC’s projects and initiatives. In 2007-2008, Parc Downsview Park started posting the minutes of its board meetings on its website.
  • Increased public awareness with a pilot website on Transport Canada’s website to advertise Board vacancies. This pilot was used to recruit candidates for appointments to NAV Canada and the Transportation Appeal Tribunal of Canada.
  • Increased the department’s reporting capacity for appointments in the Portfolio. For example, reports were adapted to accommodate advance notice of appointments, as well as notice of non-re-appointment.
  • Tabled Bill C-14, An Act to Amend the Canada Post Corporation Act on October 29, 2007, to modify the exclusive privilege of the Canada Post Corporation to permit letter exporters to collect letters in Canada for transmittal and delivery outside Canada. The purpose of the legislation is to allow more competitiveness in the outbound international mail market in Canada.
  • Monitored Canada Post Corporation’s compliance with two directives issued by the Government in December 2006, one on rural mail delivery and the other on the Publications Assistance Program.

4.2   Key Links for More Information

4.2.1    Efficient Transportation System

Transportation in Canada 2007:

Addendum to the annual Report:


National Policy Framework for Strategic Gateways and Trade Corridors:

Continental Gateways:

Atlantic Gateways:

Border Crossing Windsor-Detroit Corridor:

Intelligent Transportation Systems:

The Full Cost Investigation on Transportation in Canada:

Advantage Canada: Building a Strong Economy for Canadians:

Building Canada Plan:

Canada Marine Act:

Canada Shipping Act Canada Shipping Act, 2001 and other safety regime initiatives:

Canada Transportation Act:


Electronic Collection of Air Transportation Statistics (ECATS):

Gateways and Border Crossing Fund:


International Bridges and Tunnels Act:

International Civil Aviation Organization (ICAO):

Marine Atlantic Inc:

National Policy Framework for Strategic Gateways and Trade Corridors:

Ontario-Quebec Continental Gateway and Trade Corridor:

Port Divestiture Program (PDP):

Ports Programs:

Ridley Terminals Inc:

Strategic Highway Infrastructure Program:

Surface Infrastructure Programs:

Transportation Development Centre:

Windsor-Detroit Trade Corridor:

4.2.2    Safe and Secure Transportation System

Transportation Safety and Security:

Moving Forward:

Safety Management System:

Securing an Open Society: Canada's National Security Policy:


Passenger Protect:

Air Cargo Security (ACS) Program:

Fatigue Risk Management System for Canadian Aviation:

Airports Capital Assistance Program:

Aviation War Risk Liability Program:

Canadian Air Transport Security Authority:

Canadian Ballast Water Program:

Marine Security Contribution Program:

National Aerial Surveillance Program:

Passenger Protect Program:

Review of the Railway Safety Act:  Stronger Ties a Shared Commitment to Railway Safety: Review of the Railway Safety Act:

Security and Prosperity Partnership:

Transportation of Dangerous Goods Act 1992:

Transportation Security Clearance Program:

4.2.3    Environmentally Responsible Transportation System

ecomobility Program:

ecotechnology for vehicles:

ecoauto Rebate Program:


Voluntary Agreement – Aviation:

Automakers Agreement to Reduce GHG Emissions:

Motor Vehicle Fuel Consumption Standards Act proclaimed:

Canadian Environmental Assessment Act:

Fuel Consumption Program:

Great Lakes St. Lawrence Seaway Study: Site/home.html.

Moving On Sustainable Transportation:

Partnership for Air Transportation Noise and Emissions Reduction (PARTNER) Center of Excellence:

Protection of the Arctic Marine Environment (PAME):

TC Environmental Assessments:

Turning the Corner:

Urban Transportation Showcase Program:

4.2.4    General

Canada’s Performance 2007:

Federal Accountability Act:

Management Accountability Framework:

2007-2008 Public Service Renewal Action Plan:

TBS’s Official Languages Policy Framework:

Transportation in Canada 2007 Annual Report:

[1] This figure is different than the number cited in the table in section 1 because of the date of data extraction and the calculation method.  The above number includes all Transport Canada employees including those on leave without pay and on secondment in other departments.
[2] Integrated Diversity — The organization is an employer of choice. Organizations with a rating of four are motivated at all levels to achieve a diverse workforce representing the most qualified people. They have also begun to break down barriers that stand in the way of diversity. This is the employer of choice.