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The original version was signed by
The Honourable John Baird, P.C., M.P.
Minister of Transport, Infrastructure and Communities
I am pleased to present Transport Canada’s Departmental Performance Report for 2007-08. It describes how the department supports a stronger economy, ensures a secure and safe transportation system and works towards a cleaner environment.
Canada needs seamless and strategic connections among marine, rail, road and air transportation networks to compete in today’s global economy. That is why the new National Policy Framework for Strategic Gateways and Trade Corridors, a key element of the $33 billion Building Canada infrastructure plan, now guides the development of trade-related transportation infrastructure. We are making real progress on the Asia-Pacific Gateway and Corridor Initiative, the Ontario-Quebec Continental Gateway and Trade Corridor, and the Atlantic Gateway.
Canada is a world leader in national transportation system security and safety. For example, in 2007-08, Transport Canada’s $80 million Transit-Secure program enhanced passenger rail security and urban transit security across Canada. We also continued to work with industry to streamline regulations and build on Transport Canada’s safety and security actions by implementing transportation safety management systems and security management systems that enhance performance and protect Canadians.
The Government of Canada’s commitment to protect the environment and tackle climate change includes reducing greenhouse gas emissions by 20 per cent from 2006 levels, by 2020. This year, the government announced a plan to regulate fuel efficiency for new cars and light-duty trucks under the Motor Vehicle Consumption Standards Act, beginning with 2011 models. Transport Canada is proud to contribute to this effort through its ecotransport initiatives.
This report describes how, in 2007-08, Transport Canada delivered transportation policies, regulatory initiatives and programs that create economic opportunities, improve security, increase safety and protect the environment.
I am proud of the department’s achievements, which deliver real results for Canadians.
The Honourable John Baird, P.C., M.P.
Minister of Transport, Infrastructure and Communities
I submit for tabling in Parliament, the 2007-2008 Departmental Performance Report for Transport Canada.
This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2007-08 Estimates:
Reports on Plans and Priorities and Departmental Performance Reports:
Louis Ranger
Deputy Minister of Transport, Infrastructure and Communities
From the opening of the continent to the construction of railways, ports, airports, the Seaway and the Trans-Canada Highway, transportation has provided the essential links that bind the country together: it has been the key to building Canada. For the first hundred years of confederation, the federal role was to build, maintain, subsidize and regulate the infrastructure and services needed to meet the needs of a fledgling nation. But needs evolved with new economic imperatives and this led to divestiture and commercialization of many ports and airports in 1996. Managing change in the transportation sector has become a dominant theme in recent decades, and a key commitment for Transport Canada.
Since February 2006, Transport Canada has formed part of the Transport, Infrastructure and Communities Portfolio. The Portfolio also includes Infrastructure Canada, three agencies operating at arm's length from the department, 16 Crown Corporations (e.g. VIA Rail, Marine Atlantic) and over 40 shared-governance organizations (e.g. Port of Montreal, Vancouver International Airport). The creation of this portfolio has provided an unprecedented opportunity to integrate transportation policies and infrastructure funding programs (e.g. $2.1 billion for gateways and border crossings).
The department's mandate is indeed vast and complex. Transport Canada managed three program activities aligned to three strategic outcomes and administered 60 statutes. These strategic outcomes support a vision of a transportation system that is recognized world-wide as efficient, safe and secure and environmentally sustainable.
To promote an efficient transportation system that contributes to Canada’s economic and trade objectives, Transport Canada:
To ensure a safe and secure transportation system that contributes to Canada’s social development and security objectives, Transport Canada:
To achieve an environmentally responsible transportation system that contributes to Canada’s sustainable development objectives, Transport Canada:
To support its mandate, Transport Canada is assigned the following resources:
Planned Spending | Total Authorities | Actual Spending |
---|---|---|
867,997 | 1,103,801 | 835,704 |
Total Human Resources (Full time equivalents (FTEs))
Planned | Actual | Difference |
---|---|---|
5,090 | 5,043 | (47) |
To continue to serve the interests of Canada and Canadians, Transport Canada must increasingly look beyond borders to adapt to global trends; it must also take stock of changes in the government and in the department.
Globalization is transforming Canada’s manufacturing processes and trade patterns. New world powers, notably in Asia, present Canada with rich potential markets and new challenges. Canada’s reputation as a reliable transportation choice has been hurt by recent congestion problems, labour disruptions and capacity constraints on the West Coast. To be a successful link in global supply chains, Canada needs a reliable national transportation system.
For this reason, all levels of government and the private sector need to invest more in infrastructure and new technology, reversing years of under-spending. Canada’s transportation system will also need to be adaptable and competitive with others involved in building global supply chains. This means eliminating bottlenecks and improving how the marine, road, rail and air assets work together as effective gateways and trade corridors to global markets.
The tragic events of September 11, 2001, followed by the Madrid and London bombings, led to real changes in Canada’s approach to national security. Transport Canada had to instantly assume new and broader security responsibilities. The department has relied on its strong links with industry to implement a new security agenda. In this context, the role that transportation plays in preserving Canada’s access to the continental market is critical. We must be responsive to the security concerns of our major trading partners. Transport Canada must ensure that security policies and other measures at its borders do not become trade barriers and obstacles.
Climate change and clean air remain a central concern of Canadians. That is why the federal government issued Turning the Corner, a comprehensive, long-term plan to drastically reduce GHG emissions. Transportation is responsible for about 25 per cent of GHG emissions in Canada. For this reason, Transport Canada is taking the lead on developing new environmental policy, and regulatory and program initiatives. Transportation policy, programs and regulations must provide a framework that addresses the three pillars of achieving a sustainable transportation system – social, economic and environmental.
Within the government, Advantage Canada is the cornerstone of economic policies and programming. As part of our competitiveness agenda, transportation is central to achieving stronger productivity growth. To this end, the department will continue to promote innovation in full partnership with industry, and increasingly with universities.
Advantage Canada identifies modern infrastructure as a key element. As a member of the Transport, Infrastructure and Communities portfolio, the department now plays a central role in our infrastructure agenda. With about 75 per cent of the large infrastructure projects likely to be transport-related under the Building Canada Plan, Transport Canada is well-placed to better leverage investment decisions.
As the Building Canada Plan is being implemented, there are high expectations for accountability and transparency at Transport Canada. This is also true for each Program Activity within the department. The challenge is to clarify roles, improve control systems, promote better long-term planning, and realign resources. Transport Canada is devoting more time to this end.
Streamlined regulatory approaches and more harmonized standards are also an important element of Advantage Canada and the competitiveness agenda. Transport Canada has already started to shift its regulatory approach in transportation safety.
In its effort to maintain high safety standards as the transportation sector is growing, it is continuing to implement a Safety Management System to create a strong safety culture in the industry and make operators more accountable for ensuring that appropriate safety practices are part of their daily operations. The department is also drawing from that experience to shape its approach to security oversight.
Transport Canada also faces the challenges of an ageing workforce. More than two employees in five, and three managers in five, will be eligible to retire within the next ten years.
In managing the risks in the changing environment, the Executive Management Committee at Transport Canada utilizes a recently developed Corporate Risk Profile to identify risk management and mitigation strategies. The profile comprises an essential part of its Risk Management Framework and is a major component of integrated planning and reporting. The corporate risk profile informs departmental decision-making and has guided Transport Canada’s internal audit plan and its Integrated Human Resources Plan.
It is the combination of global forces at play and the changes internal to government that set the context for the department’s performance and progress towards its strategic outcomes and priorities. Indeed, in future reporting, the department will further clarify its performance results by describing them against a newly developed Program Activity Architecture (PAA). In the future PAA, security will be a separate Strategic Outcome from safety. This reconfigured PAA will help bolster Transport Canada’s planning and reporting capabilities. The department began work on an integrated business planning and reporting process that aligns with and links directly to internal services including Human Resources, Information Management, Information Technology, Finance and Communications. A developed Performance Measurement Framework will enable Transport Canada to better measure how its Program Activities contribute to its Strategic Outcomes and to broader government priorities.
The 2007-2008 Departmental Performance Report describes performance in relation to commitments outlined in the 2007-2008 Report on Plans and Priorities. The Program Activity Architecture (PAA) includes three Strategic Outcomes, which represent the difference a department intends to make for Canadians, along with program activities that are designed and managed to meet a specific public need.
To effectively carry out the program activities, Transport Canada in 2007-2008 identified nine program priorities that are aligned to its three strategic outcomes:
1. Market-Based Policy Framework 2. Infrastructure, Gateways and Trade Corridors 3. Innovation |
1. An efficient transportation system that contributes to Canada’s economic growth and trade objectives |
4. New Security Policies and Programs 5. Streamlining Regulations 6. Safety and Security Management Systems |
2. A safe and secure transportation system that contributes to Canada’s social development and security objectives |
7. Climate Change and Clean Air 8. Environmental Assessments 9. Environmental Protection and Remediation |
3. An environmentally responsible transportation system that contributes to Canada’s sustainable development objectives |
Of the thirteen Government of Canada outcome areas, Transport Canada is aligned with strong economic growth, a fair and secure marketplace, safe and secure communities, and a clean and healthy environment.
The following tables link Transport Canada’s departmental priorities, performance status and highlights of achievements to Strategic Outcomes and Program Activities.
Strategic Outcome: An efficient transportation system that contributes to Canada’s economic growth and trade objectives
Alignment to Government of Canada Outcome Areas:
Strong economic growth / A fair and secure marketplace
Program Activity: Policies, Programs and Infrastructure in support of a market-based framework
Planned Spending (thousands) $101,459 Actual Spending (thousands) $123,998
Program Priority 1: Market-based policy framework |
||
---|---|---|
Expected Results |
Performance Status |
Highlights of Achievements |
Legislative framework that supports free market forces with government intervention targeted to situations where market forces are insufficient |
Successfully Met |
Amended the Canada Transportation Act, Canada Pilotage Act, Canada Marine Act, and Canada Shipping Act 2001 |
A competitive and viable Canadian transportation sector |
Successfully Met |
Extended Aviation War Risk Liability Program Divested 3 ports in QC and NL under Port Divestiture Program Negotiated operating and refurbishment agreements for the federal fleet of grain hopper cars with railways Modernized economic regulation of the air industry, including bilateral air agreements for international air services |
Program Priority 2: Infrastructure, gateways and trade corridors |
||
Expected Results |
Performance Status |
Highlights of Achievements |
Long-term sustainable funding and accountability framework for transportation infrastructure |
Successfully Met |
Established Building Canada Plan, including the Gateways and Border Crossings Fund Developed National Policy Framework for Strategic Gateways and Trade Corridors Implemented Asia-Pacific Gateway and Corridor Initiative Launched Ontario-Quebec Continental Trade Corridor and Atlantic Gateway Advanced Canada-U.S. Ontario-Michigan Border Transportation Partnership Created Vancouver-Fraser Port Authority Monitored Airport Performance Undertook St. Lawrence Seaway Infrastructure Needs Study Developed Marine Atlantic long-term strategy Committed to Via Rail Capital improvements |
Increased investment in transportation infrastructure |
Successfully Met |
Announced Public Transit Capital Trust 2008 provincial/territorial investment plans Established Building Canada Fund Developed Gateways and Border Crossings Fund Concluded Bilateral Infrastructure Framework Agreements with Provincial/Territorial Governments Completed major infrastructure projects under the Canada Strategic Infrastructure Fund, Border Infrastructure Fund and the Strategic Highway Infrastructure Program |
Strengthened governance, transparency and accountability |
Successfully Met |
Streamlined governance procedures for appointments to Port Authorities |
Strengthened Canadian competitiveness in international markets |
Successfully Met |
Brought into force the International Bridges and Tunnels Act Developed Regulations on Maintenance and Repair and Operation and use for international bridges and tunnels. Drafted guidelines for construction, alteration, and sale and transfer of international bridges and tunnels |
Program Priority 3: Innovation |
||
Expected Results |
Performance Status |
Highlights of Achievements |
Highly skilled labour force and increased investment in transportation-related R&D, including ITS |
Successfully Met |
Conducted strategic research and development (R&D) Fostered innovation and skills development |
Deployment of ITS technologies to enhance safety, security, efficiency and environmental sustainability of the Canadian transportation system of ITS Use of R&D results to enhance safety, security, efficiency and environmental sustainability of the Canadian transportation system |
Successfully Met |
Published Transport Canada R&D Annual Report Completed review of Intelligent Transportation Systems National Strategy Completed R&D Projects Released scientific/technical reports |
Strategic Outcome: A safe and secure transportation system that contributes to Canada’s social development and security objectives
Alignment to Government of Canada Outcome Area: Safe and secure communities
Program Activity: Policies, Rulemaking,, Monitoring and Outreach in support of a safe and secure transportation system
Planned Spending (thousands) $641,525 Actual Spending (thousands) $566,177
Program Priority 4: New security policies and programs |
||
---|---|---|
Expected Results |
Performance Status |
Highlights of Achievements |
Greater awareness, understanding cooperation of and compliance with transportation security systems |
Successfully Met |
Developed multi-modal transportation security strategy Pilot tested Air Cargo Security Measures Established Passenger Protect Program Managed Transit-Secure |
Increased stakeholder ability to meet transportation security and emergency preparedness requirements |
Successfully Met |
Managed Marine Transportation Security Clearance Program Established Marine Security Operations Centres Developed virtual tool box in support of fatigue risk management regulations |
Program Priority 5: Smart Regulation |
||
Expected Results |
Performance Status |
Highlights of Achievements |
Increased flexibility and innovation opportunities for industry |
Ongoing |
Harmonized selected aviation security standards in North America Concluded Memorandum of Cooperation with U.S. on Next Generation Tank Car Harmonized standards for Transportation of Dangerous Goods in tanks Updated alternative arrangements with the U.S. Coast Guard Collaborated with the National Highway Traffic Safety Administration Adopted Global Technical Regulations |
Regulations reflecting the needs and concerns of industry and the public |
Successfully Met |
Received acceptance of approval for tank and container specifications for use in the U.S. |
Enhanced international standards and regulations when transporting dangerous goods, enhancing safety without hindering trade |
Successfully Met |
Received award from the Community of Federal Regulators for Regulatory Excellence demonstrated by the CSA 2001 Launched Railway Safety Act Review Amended Marine Transportation Security Regulations |
Program Priority 6: Safety and security management systems: Implementing safety and security management systems (SMS and SeMS) in aviation, rail and marine organizations |
||
Expected Results |
Performance Status |
Highlights of Achievements |
Improved commitment by industry to adopt SMS / SeMS Enhanced awareness and safety culture in industry |
Successfully Met |
Launched Moving Forward in April 2007 |
Strategic Outcome: An environmentally responsible transportation system that contributes to Canada’s sustainable development objectives
Alignment to Government of Canada Outcome Area: A clean and healthy
environment / Strong economic growth
Program Activity: Policies and Programs in support of sustainable development
Planned Spending (thousands) $125,013 Actual Spending (thousands) $145,529
Program Priority 7: Climate change and Clear Air |
||
---|---|---|
Expected Results |
Performance Status |
Highlights of Achievements |
Increased awareness of sustainable transportation choices and climate change impacts |
Successfully Met |
Began development of regulations for new motor vehicles and railway operations |
Increased ability for the public to make more sustainable transportation choices |
Successfully Met |
Announced ecotransport Strategy programs Funded municipal transportation demand management projects |
Reduction of emissions in the transportation sector |
Ongoing |
Announced ecotransport Strategy;
Urban Transportation Showcase Program |
Program Priority 8: Environmental Assessments |
||
Expected Results |
Performance Status |
Highlights of Achievements |
Streamlining and more efficient use of the department resources |
Successfully Met |
Over 876 environmental assessments underway or completed under the Canadian Environmental Assessment Act Reviewed and revised existing tools, and developed and implemented new tools and guidance to increase efficiency in the use of departmental resources |
Sustainable development goal is advanced |
Successfully Met |
Included strategic environmental assessment for departmental proposed policy, plans and programs Offered training to employees |
Program Priority 9: Environmental protection and remediation |
||
Expected Results |
Performance Status |
Highlights of Achievements |
Reduced environmental impacts despite a sustained growth of aviation |
Successfully Met |
Sponsored PARTNER (Partnership for Air Transportation and Noise and Emissions Reduction) Center of Excellence with NASA (National Aeronautics and Space Administration) to expand environmental research capacity in the field of aviation |
Reduction of Air Transportation and Emissions |
Successfully Met |
|
Suspected contaminated sites are identified and high-risk sites are remediated/risk managed |
Successfully Met |
To date 324 contaminated sites in the departmental database have undergone remediation or risk management, 63 sites are being remediated, 113 are under assessment, 46 are suspected and 70 have no action |
Reduced frequency of illegal pollution discharges from vessels |
Successfully Met |
Used National Aerial Surveillance Program to detect ship-source pollutants Number of large offshore oil spills and associated sightings of oiled birds has been reduced despite the growth in the transport of oil and marine shipping |
Improved quality of the marine environment |
Successfully Met |
Developed regulatory improvements aimed at improving the safety of Arctic shipping and the protection of the marine environment |
Reduction of toxic locomotive emissions |
Successfully Met |
Concluded MOU with the Railway Association of Canada aimed at reducing toxic emissions and greenhouse gases from rail locomotives |
Program Activity |
Financial Resources ($ thousands) |
Human Resources (Full-time Equivalents) |
||||
---|---|---|---|---|---|---|
Planned Spending | Total Authorities | Actual Spending | Planned | Actual | Difference | |
Policies, Programs and Infrastructure in support of a market-based framework | $101,459 | $198,063 | $123,998 | 643 FTEs | 757 FTEs | 114 FTEs |
This Program Activity includes the development of transportation policies, legislation, programs and infrastructure support allowing competition and market forces to guide the growth and development of an efficient national transportation system. It is through a strong and healthy marketplace that existing competitors and new entrants continue to innovate and provide new services, meeting current and future transportation needs of Canadians. Transport Canada also administers airport, port, highway, rail, transit, ferry and bridge contribution progams and performs stewardship functions for ports, airports and air navigation system sites, as part of its ongoing commitment to an efficient transportation system.
The following are achievements under this Program Activity: Legislation, Air Services Agreements, Building Canada Plan, Gateways and Trade Corridors, Public Transit Capital Trust, Inter-City Passenger Rail Service, Transportation Infrastructure Projects, Port Divestiture, Airports Infrastructure and Innovation.
Contributing activities under this Program Activity include establishing marketplace policies to govern the economic behaviour of transportation carriers. Transport Canada has been working on several fronts to support a strong and vigorous marketplace framework for our national transportation system.
During 2007-2008, the department amended the Canada Transportation Act through the following pieces of legislation:
Another way that Transport Canada supports a market-based framework is through the modernization of economic regulation of the air industry. By the end of 2007, Canada had more than 70 bilateral air transport agreements or arrangements for international air services in place. In addition to concluding eight new or expanded bilateral air services agreements in 2007, negotiations were initiated towards the conclusion of a comprehensive air services agreement with the European Union, consistent with Canada’s ‘Blue Sky’ international air policy, and further to the announcement by the Prime Minister and EU leaders during the Canada-EU Summit in June 2007.
Another key activity under this Program Activity involves the development and implementation of policy frameworks and funding programs to guide strategic investments in transportation infrastructure to enhance the efficiency and reliability of the national transportation system by reducing bottlenecks and congestion.
The Government of Canada’s Building Canada Plan (BCP), which was announced in November 2007 provides $33 billion for infrastructure investments between 2007 and 2014 through various funding mechanisms, including the Provincial/Territorial (P/T) Base Funding, the Gas Tax Fund (GTF), the GST rebate, the Building Canada Fund (BCF), the Gateways and Border Crossings Fund (GBCF), the Asia-Pacific Gateway and Corridor Initiative (APGCI) and Public-Private Partnership (P3) Fund.
Transport Canada is responsible for the management and implementation of the GBCF and the APGCI; PPP Canada Inc. has responsibility for the development and implementation of the P3 Fund; and Infrastructure Canada is responsible for the management and implementation of the P/T Base funding, the GTF and the BCF.
Throughout 2007-2008, Transport Canada worked closely with Infrastructure Canada on the development of the policy framework and program parameters for the BCF and P/T Base Funding, particularly for eligible transportation categories, as well as the Infrastructure Framework Agreements that govern the management and implementation of the Building Canada Plan. Transport Canada and Infrastructure Canada worked collaboratively with the provinces/territories to negotiate the Framework Agreements and to establish funding priorities under Building Canada. By the end of March 2008, seven bilateral Infrastructure Framework Agreements were signed with provincial/territorial governments. These agreements will ensure an integrated and coordinated approach to federal investments in infrastructure within each jurisdiction.
The resulting projects, in such areas as local roads, the core National Highway System, public transit, shortline railways, regional/local airports, and short sea shipping will improve the efficiency and reliability of Canada’s transportation system by expanding capacity that reduces bottlenecks and congestion and rehabilitating existing assets to improve their long-term
sustainability. Some of the priority investments that have been announced include: $622 million from the BCF for the Toronto York-Spadina Subway Extension project; $64.2 million for capacity upgrades and safety improvements on the Trans-Canada Highway in the Kicking Horse Pass in British Columbia; and $25 million for the construction of the first phase of the 16-kilometre twinning
project on Highway 104 outside Antigonish in Nova Scotia. For more information on Building Canada, visit:
http://www.buildingcanada-chantierscanada.gc.ca/index-eng.html.
As part of Building Canada and modelled on the successful $1 billion Asia-Pacific Gateway and Corridor Initiative, Transport Canada announced the National Policy Framework on Strategic Gateways and Trade Corridors and developed the policy framework and program parameters for the new $2.1 billion Gateways and Border Crossings Fund. To ensure that federal funding from the GBCF is directed in a strategic and coherent manner, the National Policy Framework will help guide investment decisions, responding to unique geographic, trade and transportation opportunities in key regions. For additional information, visit: http://www.tc.gc.ca/GatewayConnects/NationalPolicyFramework/nationalpolicy.html.
Consistent with the National Policy Framework, in 2007, Transport Canada entered into Memoranda of Understanding (MOUs) with Ontario and Quebec for the development of an Ontario-Quebec Continental Gateway and Trade Corridor strategy, and with the Atlantic provinces for the development of an Atlantic Gateway strategy. The goal of these partnerships is to build upon world-class transportation systems that are key facilitators of international trade and economic growth and prosperity. The MOUs commit all parties to work collaboratively with the private sector and other stakeholders to identify key policy, regulatory, operational and marketing measures as well strategic infrastructure investments that will strengthen Canada’s competitive position in the rapidly evolving global marketplace. For more information, visit: http://www.continentalgateway.ca/index2.html and http://www.tc.gc.ca/GatewayConnects/Atlantic/AtlanticGateway.html.
To support these collaborative policy and infrastructure initiatives, the GBCF is a merit-based fund that will invest in nationally significant projects supporting international trade and integrated supply chains to facilitate the flow of goods and people between Canada and the rest of the world. As a demonstration of its commitment to the development of these gateway initiatives, the Government of Canada dedicated an initial $400 million for the new access road to the new Windsor-Detroit bridge crossing. The Canada-U.S.-Ontario-Michigan Border Transportation Partnership has continued to advance the development of a long-term strategy to improve the movement of people, goods and services across the busiest Canada-U.S. border crossing between Windsor and Detroit, and is in the final stage of the environmental assessment process. For additional information, visit http://www.continentalgateway.ca/windsor.html.
In addition to the development of these two new gateway and corridor initiatives, Transport Canada made significant progress in the implementation of the APGCI which was first announced by the Prime Minister in October 2006. By the end of fiscal year 2007-2008, the Government of Canada, in partnership with all four western provinces and various stakeholders, announced infrastructure projects worth over $2.3 billion, including federal contributions of over $800 million. These projects include road/rail grade separations and improved access to ports or inter-modal facilities to promote more efficient and seamless connections between the various modes of transportation. For descriptions of specific APGCI projects, see: http://www.tc.gc.ca/CanadasGateways/APGCI/projects.html.
Another notable achievement closely related to the APGCI, was the amalgamation of the three Canadian Port Authorities (CPAs) in the British Columbia Lower mainland: Fraser River, North Fraser and Vancouver. The new port is named the Vancouver Fraser Port Authority and re-branded as Port Metro Vancouver. Amalgamation is seen as a way for the CPAs to handle changing economic conditions and concomitant impacts on the transportation system thereby operating more efficiently.
Considerable efforts have been undertaken to advance international dimensions of the Gateway strategies. Transport Canada, together with the Department of Foreign Affairs and International Trade, organized stakeholder missions to the United States and a ministerial-level air services mission to China.
A range of efforts has also fostered cooperation with Canadian public and private organizations with their Chinese counterparts. Transport Canada and the Atlantic Canada Opportunities Agency organized a ministerial-led Atlantic Gateway mission to India to develop opportunities for global commerce through Canada’s Atlantic Gateway. All of these initiatives are part of a long-term effort to increase trade.
Budget 2008 committed $500 million in funding support for capital investments in public transit under the Public Transit Capital Trust 2008, as a means to reduce traffic congestion and greenhouse gas and other emissions. To implement this Trust, Transport Canada worked expeditiously with all the provinces and territories to ensure that plans for specific investments in public transit were announced publicly by March 31, 2008.
The Government of Canada also demonstrated its continuing commitment to the revitalization of inter-city passenger rail services by announcing, in October 2007, a five-year $691.9 million funding commitment for VIA Rail Canada. This funding will improve the sustainability and reliability of passenger rail services in Canada and provide more frequent, faster, cleaner and safer services along the Quebec City-Windsor Corridor.
In 2007-2008, Transport Canada continued to implement infrastructure projects totaling $4.5 billion and leveraging $12 billion in infrastructure improvements under funding programs created prior to the BCP, such as the Canada Strategic Infrastructure Fund (CSIF), Border Infrastructure Fund (BIF), the Outaouais Road Agreement and the Strategic Highway Infrastructure Fund (SHIP).
The Port Divestiture Program (PDP) serves to increase the efficiency of the transportation system while also reducing costs to taxpayers.
By transferring the ownership of ports to local interests, the new owners are able to make operational decisions in a manner more responsive to local needs with lower costs and better service, thus improving the efficiency of the transportation system. Since the inception of the program, 472 (85 per cent) of the eligible ports have been divested at a saving of $531 million to Canadian taxpayers. The program was extended until 2012 to facilitate the further divestiture of the remaining regional/local and remote ports.
The evaluation and audit results of the Port Divestiture Program concluded that the program was consistent with the department’s overall strategic outcomes. For more information on port divestiture, visit: http://www.tc.gc.ca/programs/ports/transferinventory.htm.
An agreement on airport rent was reached with the Greater Toronto Airports Authority. This was the last step in implementing the Airport Rent Policy, which aims for a balance between a fair return to taxpayers and the financial viability and competitiveness of the air industry.
The Airports Capital Assistance Program (ACAP) plays an important role in contributing to efficient transportation by providing funding assistance for projects at non-federal airports which maintain or increase safety, extend the life of airport assets, reduce operating costs and increase the use of environmentally sustainable practices. In 2007-2008, ACAP assisted 31 airports by financing 33 projects, all of which were directly related to air safety. Announcements under the program totaled more than $43.5 million.
Innovative research and development projects included Intelligent Transportation Systems (ITS). In this past year, funding provided by the ITS component of the Strategic Highway Infrastructure Program permitted work to be undertaken on some 20 projects on ITS Research and Development. These projects included technology for improving the efficiency of commercial vehicle operations,
a program of research studies at three University Centres of Excellence for developing ITS expertise and skills capacity, and projects relating to road weather forecasting, traveler information, and transit research initiatives. For more information, see:
http://www.its-sti.gc.ca/en/menu.htm.
Transport Canada took an innovative approach collaborating with the provinces and territories assessing the full costs of transportation in Canada. This multi-year, multi-phase project yielded a new analytical tool that provides policy-makers with a detailed valuation of the financial and social costs of all modes of transportation in Canada. A synthesis report entitled Estimates of the Full Costs of Transportation in Canada provides an overview of the project and its results. See the following website: http://www.tc.gc.ca/pol/EN/aca/fci/menu.htm.
The department played a lead role in the federal/provincial/territorial Skills Task Force. The Skills Task Force submitted a Compendium of Successful Skills Initiatives, a report on Trends and Patterns in Skills and Labour Shortages, and a Diagnostic of Transportation Skills Development Issues in Canada to the Council of Deputy Ministers Responsible for Transportation and Highway Safety. Both the Council and the department have distributed these reports to stakeholders to promote cooperation in implementing the recommendations of the reports.
Efficiency in the transportation system may be measured by total factor productivity, transportation prices, output and the financial performance of selected carriers or groups of carriers.
Transport Canada develops a total factor productivity indicator for each mode taking into consideration factors such as labour, fuel and capital expenditures. Total factor productivity (TFP) indicators are derived using data either collected by Transport Canada or provided by Statistics Canada or other reliable sources. The latest data show that, in 2006, Transport Canada’s TFP measure increased by 2.5 per cent in the rail freight industry (Class I) because of labour productivity gains, but decreased by 1.9 per cent in the airline industry due to factors such as rising fuel prices and aging fleets. However, TFP increased by 9.6 per cent in the previous year in the airline industry. TFP was up by 0.1 per cent for VIA Rail mainly the result of increased productivity of fuel, but down by 0.5 per cent for public transit due to capital and fuel productivity declines. Productivity estimates for the trucking and the marine sectors could not be developed due to data issues.
TFP in transport has largely outpaced business sector productivity over the past twenty years. Industry deregulation and technological advances have largely contributed to those gains. However, system congestion and urban sprawl threatens to undermine productivity gains achieved in Canada’s transport sector over the years. While business sector TFP has been virtually flat over that period of time, rail freight productivity has doubled while air carrier, intercity passenger rail and trucking productivity have increased by nearly 50 per cent over a 20-year period.
In its Transportation in Canada 2007 Annual Report (http://www.tc.gc.ca/pol/en/Report/anre2007/index.html), Transport Canada notes that rail freight prices increased by 3.5 per cent in 2006 compared to 2005. Other sectors also saw price increases: prices increased by 3.6 per cent for air, by 5.5 per cent at VIA Rail, and by 1.4 per cent for public transit. Increasing fuel costs continue to put pressure on prices charged to passengers and shippers. Despite the price increases, output (generally measured in terms of passenger-kilometres or tonne-kilometres) also mostly increased in 2006. Output increased by 3.6 per cent in the rail freight industry, 5.3 per cent in the air industry, 3.2 per cent for public transit. However, output declined by 1.3 per cent for VIA Rail.
The financial performance of selected carriers or groups of carriers is also being monitored by Transport Canada, which derives an operating ratio or a cost recovery ratio (in the case of publicly assisted carriers such as VIA Rail and transit authorities) for those transportation undertakings it monitors. This information is available from the statistical Addendum to the Annual Report, which may be consulted at http://www.tc.gc.ca/pol/en/report/anre2007/9_Addendum.html.
Working towards an efficient transportation system that contributes to Canada’s economic growth and trade objectives via policies, programs and infrastructure in support of a market-based framework has demonstrated tangible benefits to Canadians. Canada’s transportation system is on the move with improvements to its enabling legislative, regulatory framework, investments in gateways and corridors, support to transportation infrastructure, and partnership projects with external stakeholders.
Transport Canada works with other public and private organizations, academia and non-government organizations to increase the flexibility and performance of the Canadian transportation system and its support of innovation, research and development, technology applications and skills development initiatives.
Canada’s reliance on trade impacts directly on the nation’s prosperity and well-being; and the Government of Canada plays a key leadership role in the development of an integrated transportation network linking importers and exporters to key transportation gateways and corridors. As an exporting nation, Canada needs an integrated and efficient national transportation system that supports and promotes trade, especially for new and emerging markets. Transport Canada helps ensure seamless connections between the modes of transportation, in order to promote a competitive advantage for Canada in transportation relative to other countries.
Program Activity |
Financial Resources ($ thousands) |
Human Resources (Full-time Equivalents) |
||||
---|---|---|---|---|---|---|
Planned Spending | Total Authorities | Actual Spending | Planned | Actual | Difference | |
Policies, Rulemaking, Monitoring and Outreach in support of a safe and secure transportation system | $641,525 | $663,420 | $566,177 | 4,169 FTEs | 3,999 FTEs | 170 FTEs |
In an inter-dependent and often insecure world, Transport Canada delivers results towards ensuring a safe and secure transportation system that contributes to Canada’s social development and security objectives. A safe and secure system protects people from acts of terrorism, accidents and exposure to dangerous goods, enables the efficient flow of people and goods and protects the environment from pollution. It is an essential element for a healthy population, a high quality of life and a prosperous economy.
The Program Activity linked to this Strategic Outcome covers policies, rule-making, monitoring and enforcement, and outreach in support of a safe and secure transportation system. Across all sectors and modes of transportation, Transport Canada supports a safe and secure transportation system through the development of national legislation, regulations and standards, and monitoring, testing, inspection, enforcement, education and developmental activities to promote safety and security.
Transport Canada’s achievements under this Program Activity include: Safety and Security Management Systems, Legislative and Regulatory Harmonization, Security and Prosperity Partnership, Collaboration, Air Cargo Security, Passenger Protect Program, Transit-Secure and Marine Security.
In April 2007, the department adopted Moving Forward – Changing the Safety and Security Culture – A Strategic Direction for Safety and Security Management, which outlines more than a directional change but a true root and branch transformation that the department is embarking upon. The implementation of SMS/SeMS is a coordinated effort among the aviation, marine and rail safety and security groups. SMS and SeMS will move Transport Canada from an inspection role to a monitoring, auditing and oversight role. For more information on SMS/SeMS, please visit http://www.tc.gc.ca/tcss/StrategicPlan/menu.html.
The following illustrates how Transport Canada is putting SMS/SeMS into practice:
Within this Program Activity, regulatory frameworks are developed and include the use of policies, guidelines, regulations, and standards to promote safety and security for Canadian and travellers in Canada, and for the transportation industry. The following are achievements with respect to legislative initiatives:
Transport Canada, as a major regulatory department, is committed to implementing the Cabinet Directive on Streamlining Regulations. A higher level of regulatory efficiency will be achieved by the adoption and mutual recognition of international standards and the enforcement of regulations of other orders of government.
Transport Canada is working towards harmonization in the following areas:
Transportation security is a key component of the Security Prosperity Partnership (SPP). In 2007, Transport Canada continued to collaborate effectively with Canadian stakeholders, the United States and Mexico to develop and implement North American transportation security strategies, including aviation security, marine security, emergency preparedness and critical infrastructure protection.
Transport Canada is working with the Canadian Standards Association (CSA) to develop a new CSA Standard for the design, manufacture and use in Canada of Portable Tanks based on the latest United Nations (UN) Recommendations on the Transport of Dangerous Goods. This standard will harmonize Canadian requirements for the transportation of dangerous goods in portable tanks with international requirements.
In addition to regulatory harmonization for implementing safety and security objectives, Transport Canada collaborates with many stakeholders in industry, government, the research and development community and key domestic and international partners in the following ways:
Transport Canada designed and pilot tested various improvements to air cargo security in relation to both supply chain security and air cargo screening that are consistent with international best practices.
Communication products and information sessions are being developed to address a lower than expected level of stakeholder awareness and voluntary participation in air cargo security pilot projects. For more information regarding air cargo security, visit http://www.tc.gc.ca/vigilance/acs-sfa/aircargosecurity/home/index.shtml.
In June 2007, Transport Canada implemented the Passenger Protect Program. The program is designed to prevent passengers, who have been assessed to be an immediate threat to aviation security, from boarding aircraft. For more information on the Passenger Protect Program, visit http://www.passengerprotect.gc.ca/.
Rail and urban transit security in Canada was enhanced through investment in Transit-Secure, a three-year passenger rail and urban transit security contribution program, targeting high risk commuter rail and urban transit operators to accelerate the implementation of new and security measures. Under this program, 278 projects were approved for funding totaling $77 million.
The security at Canada’s ports and marine facilities has been significantly enhanced under the Marine Security Contribution Program (MSCP), a $115 million commitment to assist ports and other marine facilities with security enhancements. In 2007, the program received approval to expand participation to include domestic ferries for a two-year period.
Since implementation of the Marine Transportation Security Clearance Program (MTSCP) approximately 8,626 transportation security clearances have been processed thereby ensuring the integrity of major Canadian ports and marine facilities.
Transport Canada’s investment in marine security through Marine Security Operations Centres (MSOCs) promotes greater coordination among partners and provides security, law enforcement and first responder communities with enhanced knowledge of marine threats. MSOCs have been established on the Atlantic and Pacific coasts. In February 2008, the Government of Canada announced $74.5 million over 5 years with $20 million ongoing for the establishment of a permanent MSOC for the Great Lakes and St. Lawrence Seaway.
Understanding Transport Canada’s performance results in safety and security is determined by a number of factors. For instance, the department’s efforts to create a safe and secure transportation system is reflected by the degree to which Canadians perceive the overall safety of passenger transportation. A significant majority of Canadians, 96 per cent, have expressed confidence (moderate to high) that Canada’s air transportation system is safe. The same percentage of Canadians (96 per cent) also rate the marine and rail transportation system as moderate to very safe and secure. As for the road transportation system, 92 per cent of the public considers it to be moderately to very safe and secure. The following represents additional safety data which was drawn from the latest Transport Canada Annual Report and are indicators of Transport Canada’s impact on the safety and security of the transportation system.
For example in 2007:
Further information on the state of transportation in Canada may be found at http://www.tc.gc.ca/pol/en/report/anre2007/3_safety_security.html.
Working towards a safe and secure transportation system has demonstrated tangible benefits to Canadians. The overwhelming majority of Canadians have full confidence in their transportation system. This is a bench strength that drives future economic prosperity for Canada and its citizens. Canadians benefit further from the fact that safety is an integral component of all project submissions supported by the department.
One of the lessons learned by measuring the performance of this Program Activity is that safety and security are interdependent and intrinsic to other Strategic Outcomes and Program Activities. For example, safety is an integral component of all transportation infrastructure projects. Safety audits identify hazards within the existing transportation system or within potential construction. Given the interconnectedness of the transportation network, construction within Canada is designed to ensure safety of not just the project under consideration, but how it allieviates points of concern within the surrounding system.
As Transport Canada continues to promote awareness, engage the public and stakeholders, and grow its leadership capacity in the areas of safety and security management systems, this in turn influences our ability to provide proactive and responsive programs and mitigate risks to the transportation system. We are building capacity with our partners to deliver and action new safety and security regimes with a view to increasing, not merely maintaining, the safety and security of the travelling public and goods that move between modes of transportation. This is part of a larger cultural change which can only be realized over the long term.
Program Activity |
Financial Resources ($ thousands) |
Human Resources (Full-time Equivalents) |
||||
---|---|---|---|---|---|---|
Planned Spending | Total Authorities | Actual Spending | Planned | Actual | Difference | |
Policies and Programs in support of sustainable development | $125,013 | $242,318 | $145,529 | 278 | 287 | 9 FTEs |
Transport Canada’s third Stategic Outcome is an environmentally responsible transportation system that contrubtes to Canada’s sustainable development objectives.
Under this Program Activity, the department is developing and implementing programs and policies to protect the natural environment and to achieve a more sustainable transportation system in Canada.
This Program Activity aims to enhance the use of sustainable transportation infrastucture in communities; improve fuel efficiency and reduce emissions of air pollutants and greenhouse gases from the movement of goods; and improve fuel efficiency and reduce emissions from the personal vehicle fleet.
Achievements under this category include Regulations, Voluntary Agreements, EcoTransport Strategy, EcoMobility, EcoTechnology, EcoAuto, EcoFreight, and National Aerial Surveillance Program.
The Government has committed to regulating fuel efficiency for new cars and light trucks that will be sold in Canada beginning with model-year 2011 vehicles. The Government announced, under a Notice of Intent, that it would regulate fuel efficiency under the Motor Vehicle Fuel Consumption Standards Act. The Government of Canada signed a Memorandum of Cooperation with the United States on April 26, 2007 to share information on fuel efficiency. Informal consultations on the development of the regulations were conducted throughout 2007 and formal consultations were conducted between January 17, 2008 and March 15, 2008.
The department will also ensure that international emissions standards, to be developed by the international organizations mandated to address emissions from the marine transportation and aviation sectors, are considered domestically. In the marine sector, the Government is adopting current international standards established by the International Maritime Organization (IMO) for controlling emissions of air pollutants from ships. In 2007-2008, Transport Canada commenced the drafting of regulations under the Canada Shipping Act, 2001 and is participating in the work of the IMO on greenhouse gases.
The Government is also supporting the development of international standards and recommended practices with the International Civil Aviation Organization (ICAO) concerning the emissions from aviation sources. In 2007-2008, Transport Canada participated in a newly created Group on International Aviation and Climate Change within ICAO.
Transport Canada is working with transportation associations on voluntary agreements and MOUs to further promote emissions reductions in transportation.
For example, a voluntary MOU was signed in May 2007 with the Railway Association of Canada, (RAC) to address emissions of criteria air contaminants (CAC) and greenhouse gases from railway locomotives operated by Canadian railway companies in Canada. The first annual report under the MOU is available at: http://www.tc.gc.ca/programs/environment/ecofreight/voluntaryagreementsrail-eng.htm.
Transport Canada plays a lead role in climate change and clean air mitigations as they relate to transportation. Under the ecoTransport Strategy, the department will provide over $100 million in funding towards new initiatives in clean transportation.
The $10 million ecomobility Program works with municipalities to help cut urban-passenger transportation emissions by encouraging commuters to choose public transit or other sustainable transportation options. This initiative will help develop programs, services and products that improve sustainable transportation options, such as transit, carpools, cycling and walking, in urban areas. For more information, see http://www.tc.gc.ca/programs/environment/ecomobility/menu-eng.htm.
The ecotechnology for Vehicles (eTV) Program tests and promotes advanced environmentally friendly vehicle technologies, while building partnerships with the automotive industry to address potential barriers to the introduction of new technologies in Canada. The program aims to accelerate the introduction of advanced vehicle technologies that reduce greenhouse gas emissions, pollutants and fuel consumption into the Canadian fleet of light-duty vehicles. The program showcased vehicles and technologies at events across the country providing over 20,500 Canadians with information on advanced environmental technology for vehicles. For further program information, visit: http://www.tc.gc.ca/eTV.
The ecoauto Rebate Program encourages Canadians to buy or enter into a long-term lease (12 months or more) for new fuel efficient vehicles by offering rebates ranging from $1,000 to $2,000 toward the purchase or lease of more fuel efficient vehicles that meet the required criteria. See http://www.tc.gc.ca/programs/environment/ecotransport/ecoauto.htm, for more information.
The ecofreight Program is aimed at reducing the environmental and health effects of freight transportation through accelerated adoption of emissions-reducing technology. There was strong demand for the Freight Technology Incentives Program and the Freight Technology Demonstration Fund from all modes and regions. For more information on these initiatives, visit http://www.ecoaction.gc.ca/ecofreight.
Transport Canada helps to protect the marine environment and the health of Canadians by reducing the pollution of water from marine transportation sources. The National Aerial Surveillance Program (NASP) is the primary tool for detecting ship-source pollution in waters under Canadian jurisdiction. The number of patrol hours has increased by 97 per cent from 1,307 hours in 2003-2004 to 2,578 hours in 2007-2008. Two of the three pollution patrol aircraft were modernized with state of the art surveillance equipment, which has resulted in a more efficient detection, investigation and evidence gathering capability. Further information on this and other Health of the Oceans Initiatives at Transport Canada is found at http://www.tc.gc.ca/mediaroom/releases/nat/2007/07-h185e.htm - bg.
Measuring progress towards a sustainable transportation system includes tracking trends in key areas, such as the level of greenhouse gas emissions of the transportation sector and the level of air pollutants produced by the transportation sector, among others. With respect to GHG emissions trends, transportation is the second largest source of greenhouse gas emissions in Canada representing 26 per cent of total GHG emissions. Of the total transportation emissions in 2006, on-road passenger emissions accounted for 46 per cent and on-road freight emissions accounted for 24 per cent.
GHG emissions from on-road passenger vehicles increased by roughly 17.6 megatonnes (Mt) or 25 per cent between 1990 and 2006, while emissions from on-road frieght vehicles increased by 17.2 Mt or 60 per cent during the same period. In comparison, between 1990 and 2006, domestic aviation and marine emissions increased by 2.0 Mt and 0.8 Mt respectively (31 per cent and 16 per cent respectively) while rail emissions have declined by about 1 Mt or 14 per cent.
While GHG emissions from the transportation sector continue generally to increase, air pollution emissions, such as fine particulate matter, sulphur oxides, nitrogen oxides and volatile organic compounds, have shown a steady decline due to regulatory initiatives and stock turnover.
Further data are available in the Transportation in Canada 2007 annual report available at http://www.tc.gc.ca/pol/en/report/anre2007/4_environment.html.
The work in this Program Activity has focused on developing and implementing programs and policies to protect the natural environment and create a more sustainable transportation system in Canada. As a result, Canadians will benefit from a transportation system that is less intensive in its emission of GHGs and air pollutants and one that is protected from discharges of transportation pollutants.
In order to better measure the benefits to Canadians of Transport Canada’s programs, the department has developed a clear articulation of expected results, how these will be achieved and how they will contribute to reducing air pollutant and GHG emissions. The results stemming from these programs will be measured through indicators such as the numbers and types of technologies that are purchased or installed throughout the system and the number of organizations engaged in emission-reducing activities.
A stronger measurement approach provides greater accuracy in the monitoring of sustainable transportation initiatives funded by the department’s programs and the extent to which they increase the uptake of energy efficient technologies and best practices in the transportation sector.
This approach will also facilitate a more transparent, accurate and timely reporting of the program’s results in the context of Canada’s Clean Air Agenda.
A lesson learned in defining a measurement approach is the importance of collecting adequate data across all transportation modes to support measurement methodologies.
Since the Portfolio was established in February 2006, steps have been taken to maximize synergies and increase coordination of activities. Since August 2006, Transport Canada and Infrastructure Canada have been managed by a single Deputy Minister. A joint committee of the two departments was established to design the Government of Canada’s Building Canada Plan. A number of similar joint planning initiatives were also introduced to facilitate the integration of the various components of the Portfolio.
At Transport Canada headquarters, an Associate Deputy Minister and six Assistant Deputy Ministers – Policy (2), Programs, Corporate Services, Safety and Security (2) – report to the Deputy Minister, in addition to Corporate Management, comprised of the Communications Group and Departmental General Counsel (functional reporting). Five Regional Directors General – Atlantic, Quebec, Ontario, Prairie and Northern, and Pacific – also report directly to the Deputy Minister. Each of these organizational heads is accountable for the management of his/her organization and for the delivery of results associated with the Program Activities as set out in the Program Activity Architecture.
($ thousands) | ||||||
---|---|---|---|---|---|---|
Program Activity | 2005-2006 Actual | 2006-2007 Actual | 2007–2008 | |||
Main Estimates | Planned Spending | Total Authorities | Actual | |||
Policies, Rulemaking, Monitoring and Outreach in support of a safe and secure transportation system | 485,906 | 499,315 | 632,856 | 641,525 | 663,420 | 566,177 |
Policies, Programs and Infrastructure in support of a market-based framework | 333,826 | 145,797 | 101,192 | 101,459 | 198,063 | 123,998 |
Policies and Programs in support of sustainable development | 55,144 | 56,615 | 124,979 | 125,013 | 242,318 | 145,529 |
Canadian Air Transport Security Authority 1 | 428,766 | 441,068 | - | - | - | - |
Bridge Corporation Limited 1 | 31,288 | 32,307 | - | - | - | - |
Marine Atlantic Inc. 1 | 70,233 | 82,080 | - | - | - | - |
VIA Rail Canada Inc. 1 | 169,001 | 169,001 | - | - | - | - |
Total | 1,574,165 | 1,426,183 | 859,027 | 867,997 | 1,103,801 | 835,704 |
Less: Non-respendable revenue | (76,128) | (137,287) | (33,186) | (33,186) | (142,589) | (142,589) |
Plus: Cost of services received without charge | 59,718 | 68,531 | - | 59,668 | 64,401 | 64,401 |
Total Departmental Spending | 1,557,755 | 1,357,427 | 825,841 | 894,479 | 1,025,613 | 757,516 |
Full-time Equivalents | 4,873 | 4,854 | 5,090 | 5,090 | 5,090 | 5,043 |
Due to rounding, columns may not add to total shown.
1. Crown Corporations were moved outside of Transport Canada’s Program Activity Architecture to stand as separate entities within the Ministry. This explains, in large part, the year over year decline in actual spending.
2. The decreased net spending from 2006-2007 to 2007-2008 ($590 million) is due to: an increase in operating expenditures ($39.5 million), an increase in capital spending ($1.4 million), an increase in transfer payments ($86.2 million) and a decrease in vote-netted revenues ($6.8 million).
Vote or Statutory Item |
Truncated Vote or Statutory Wording |
2007-08 ($ thousands) | |||
---|---|---|---|---|---|
Main Estimates | Planned Spending | Total Authorities | Actual | ||
1 | Operating expenditures | 318,413 | 325,083 | 359,523 | 304,312 |
5 | Capital expenditures | 73,260 | 73,260 | 82,833 | 72,695 |
10 | Grants and Contributions | 313,145 | 315,445 | 514,663 | 316,324 |
(S) | Minister of Transport Canada – Salary and motor car allowance | 75 | 75 | 74 | 74 |
(S) | Contributions to employee benefit plans | 68,658 | 68,658 | 65,928 | 65,928 |
(S) | Payments to Canadian National Railway Company in respect of the termination of the collection of tolls on the Victoria Bridge, Montreal and for the rehabilitation work on the roadway portion of the Bridge | 3,300 | 3,300 | 2,505 | 2,505 |
(S) | Payments in respect of the St. Lawrence Seaway agreements | 26,900 | 26,900 | 18,931 | 18,931 |
(S) | Northumberland Strait Crossing subsidy payment | 55,276 | 55,276 | 54,897 | 54,897 |
(S) | Spending of proceeds from the disposal of surplus Crown assets | - | - | 4,409 | - |
(S) | Refunds of amounts credited to revenues in previous years | - | - | 38 | 38 |
|
Total | 859,027 | 867,997 | 1,103,801 | 835,704 |
Due to rounding, columns may not add to total shown.
(S): Statutory
TRANSPORT CANADA
(Unaudited)
For the year ended March 31, 2008
Responsibility for the integrity and objectivity of the accompanying financial statements for the year ended March 31, 2008 and all information contained in these statements rests with departmental management. These financial statements have been prepared by management in accordance with Treasury Board accounting policies, which are consistent with Canadian generally accepted accounting principles for the public sector.
Management is responsible for the integrity and objectivity of the information in these financial statements. Some of the information in the financial statements is based on management’s best estimates and judgment and gives due consideration to materiality. To fulfill its accounting and reporting responsibilities, management maintains a set of accounts that provides a centralized record of the department’s financial transactions. Financial information submitted to the Public Accounts of Canada and included in the department’s Departmental Performance Report is consistent with these financial statements.
Management maintains a system of financial management and internal control designed to provide reasonable assurance that financial information is reliable, that assets are safeguarded and that transactions are in accordance with the Financial Administration Act, are executed in accordance with prescribed regulations, within Parliamentary authorities, and are properly recorded to maintain accountability of Government funds. Management also seeks to ensure the objectivity and integrity of data in its financial statements by careful selection, training and development of qualified staff, by organizational arrangements that provide appropriate divisions of responsibility, and by communication programs aimed at ensuring that regulations, policies, standards and managerial authorities are understood throughout the department.
The financial statements of the department have not been audited.
_________________________________ |
_____________________________________ |
Statement of Operations (Unaudited) For the Year Ended March 31
(in thousands of dollars)
|
||
2008 |
2007 |
|
|
||
Expenses (Note 5) | ||
Infrastructure |
568,632 |
649,489 |
Safe and secure transportation |
627,154 |
621,649 |
Sustainable development |
163,825 |
99,983 |
Ship-Source Oil Pollution Fund and other programs (Note 16) |
1,814 |
1,152 |
|
||
Total expenses |
1,361,425 |
1,372,273 |
Revenues (Note 6) | ||
Infrastructure |
369,152 |
376,649 |
Safe and secure transportation |
68,534 |
66,327 |
Sustainable development |
1,185 |
744 |
Ship-Source Oil Pollution Fund and other programs (Note 16) |
14,511 |
14,108 |
|
||
Total revenues |
453,382 |
457,828 |
|
||
|
||
Net cost of operations |
908,043 |
914,445 |
|
The accompanying notes form an integral part of these financial statements.
Statement of Financial Position (Unaudited) At March 31
(in thousands of dollars)
|
||
2008 |
2007 |
|
|
||
Assets | ||
Financial assets | ||
Accounts receivable and advances (Note 7) |
41,344 |
33,683 |
Loans receivable (Note 8) |
11,915 |
11,316 |
Rent receivable (Note 9) |
56,752 |
64,073 |
Investments (Note 10) |
52,792 |
52,792 |
|
||
Total financial assets |
162,803 |
161,864 |
Non-financial assets | ||
Prepaid expenses |
1,500 |
1,419 |
Inventory |
58,392 |
53,854 |
Tangible capital assets (Note 11) |
2,953,669 |
3,087,333 |
|
||
Total non-financial assets |
3,013,561 |
3,142,606 |
|
||
Total |
3,176,364 |
3,304,470 |
|
||
Liabilities and Equity of Canada | ||
Liabilities | ||
Accounts payable and accrued liabilities (Note 12) |
996,441 |
650,810 |
Vacation pay and compensatory leave |
25,854 |
29,372 |
Deferred revenue |
3,923 |
3,664 |
Employee severance benefits (Note 13) |
81,653 |
79,432 |
Lease obligation for tangible capital assets (Note 14) |
653,829 |
668,565 |
Environmental and contingent liabilities (Note 15) |
204,877 |
227,227 |
|
||
Total liabilities |
1,966,577 |
1,659,070 |
Equity of Canada (Note 16) |
1,209,787 |
1,645,400 |
|
||
|
||
Total |
3,176,364 |
3,304,470 |
Contingent liabilities (Note 15) Contractual obligations (Note 17) The accompanying notes form an integral part of these financial statements. |
Statement of Equity of Canada (Unaudited) At March 31
(in thousands of dollars)
|
||
2008 |
2007 |
|
|
||
Equity of Canada, beginning of year |
1,645,400 |
1,792,872 |
|
||
Net cost of operations |
(908,043) |
(914,445) |
|
||
Current year appropriations used (Note 4) |
835,705 |
701,655 |
|
||
Revenues not available for spending |
(74,440) |
(66,369) |
|
||
Refund of previous year’s expenditures |
(1,896) |
(425) |
|
||
Change in net position of the Consolidated Revenue Fund (Note 4) |
(351,339) |
63,581 |
|
||
Services received without charge from other government departments (Note 18) |
64,400 |
68,531 |
|
||
Equity of Canada, end of year |
1,209,787 |
1,645,400 |
|
||
The accompanying notes form an integral part of these financial statements. |
Statement of Cash Flow (Unaudited) For the Year Ended March 31
(in thousands of dollars)
|
||
2008 |
2007 |
|
|
||
Operating activities |
|
|
Net cost of operations |
908,043 |
914,445 |
Non-cash items |
|
|
Amortization of tangible capital assets |
(169,822) |
(182,113) |
Services received without charge |
(64,400) |
(68,531) |
Loss on disposal and write-down of tangible capital assets |
(20,032) |
(72,023) |
Allowance for environmental and contingent liabilities |
22,349 |
(49,326) |
Prior years’ work-in-progress expensed |
(15,086) |
(3,630) |
Employee severance benefits |
(2,221) |
(5,717) |
Other |
- |
12,377 |
Variations in Statement of Financial Position |
|
|
Increase (decrease) in financial assets |
939 |
35,669 |
Increase (decrease) in inventory and prepaid expenses |
4,619 |
(3,356) |
Increase (decrease) in other liabilities |
(342,371) |
8,774 |
|
||
Cash used by operating activities |
322,018 |
586,569 |
|
||
Capital investment activities |
|
|
Principal repayment of tangible capital leases |
14,736 |
14,095 |
Acquisitions of tangible capital assets |
95,319 |
113,727 |
Transfer of TGA with no monetary impact |
(19,945) |
(8,747) |
Proceeds from disposal of tangible capital assets |
(4,098) |
(7,202) |
|
||
Cash used by capital investment activities |
86,012 |
111,873 |
Financing activities |
|
|
Net cash provided by Government of Canada |
(408,030) |
(698,442) |
|
||
The accompanying notes form an integral part of these financial statements. |
Transport Canada is a department of the Government of Canada named in Schedule 1 of the Financial Administration Act and reports to Parliament through the Minister of Transport, Infrastructure and Communities.
Transport Canada is responsible for the transportation policies, programs and goals set by the Government of Canada, which are supported through the following departmental programs:
Transport Canada delivers its programs and services under numerous legislative and constitutional authorities including the Department of Transport Act, Canada Transportation Act, Aeronautics Act, Canada Marine Act, Canada Shipping Act, Navigable Waters Protection Act, Railway Safety Act, Transportation of Dangerous Goods Act, Motor Vehicle Safety Act, Canadian Air Transport Security Authority Act and Marine Transportation Security Act.
The financial statements have been prepared in accordance with Treasury Board accounting policies, which are consistent with Canadian generally accepted accounting principles for the public sector.
Significant accounting policies are as follows:
Amortization of tangible capital assets is done on a straight-line basis over the estimated useful life of the assets as follows:
|
|
Asset type |
Amortization period |
|
|
Confederation Bridge |
100 years |
Buildings and works: |
|
Buildings |
20 to 40 years |
Works and Infrastructure |
10 to 40 years |
Machinery and equipment: |
|
Machinery and equipment |
5 to 20 years |
Informatics hardware |
3 to 5 years |
Informatics software |
3 years |
Vehicles: |
|
Ships and boats |
10 to 20 years |
Aircraft |
6 to 20 years |
Motor vehicles |
6 to 35 years |
Leasehold improvements |
Lesser of the remaining term of the lease or useful life of the improvement |
Work-in-progress |
Once in service, in accordance with asset type |
Leased tangible capital assets |
According to the useful life of the asset if a bargain purchase offer exists or over the term of the lease |
|
In 2007-2008, Transport Canada identified tangible capital assets not recorded that had been donated to them. Consequently, the comparative financial statements presented for the year ended March 31, 2007 have been restated. The effect of this adjustment is presented below:
|
|||
2006-2007 (in thousands of dollars ) |
As previously stated |
Effect of the adjustment |
Restated amount |
|
|||
Statement of Financial Position |
|
|
|
Tangible capital assets |
3,063,410 |
23,923 |
3,087,333 |
|
|
|
|
|
|
|
|
Statement of Operations |
|
|
|
Infrastructure revenues |
352,726 |
23,923 |
376,649 |
|
|
|
|
|
|
|
|
Statement of Equity of Canada |
|
|
|
Equity of Canada, end of year |
1,621,477 |
23,923 |
1,645,400 |
|
|
|
|
|
|
|
|
Statement of Cash Flow |
|
|
|
Net cost of operations |
938,368 |
(23,923) |
914,445 |
Acquisitions of tangible assets |
89,804 |
23,923 |
113,727 |
|
Transport Canada receives most of its funding through annual Parliamentary appropriations. Items recognized in the statement of operations and the statement of financial position in one year may be funded through Parliamentary appropriations in prior, current or future years.
Accordingly, the department has different net results of operations for the year on a government funding basis than on an accrual accounting basis. The differences are reconciled in the following tables:
a. Reconciliation of net cost of operations to current year appropriations used
|
||
2008 |
2007 |
|
(in thousands of dollars) |
||
|
||
Net cost of operations |
908,043 |
914,445 |
Adjustments for items affecting net cost of operations but not affecting appropriations: |
|
|
Add (Less): |
|
|
Amortization of tangible capital assets |
(169,822) |
(182,113) |
Services provided without charge |
(64,400) |
(68,531) |
Revenues not available for spending |
74,440 |
66,369 |
Allowance for environmental and contingent liabilities |
22,349 |
(49,326) |
Loss on disposals and write-downs of tangible capital assets |
(20,032) |
(72,023) |
Prior years’ asset under construction expensed |
(15,086) |
(3,630) |
Variation in vacation pay and compensatory leave |
3,518 |
(1,776) |
Employee severance benefits |
(2,221) |
(5,717) |
Justice Canada legal fees |
- |
(6,455) |
Refunds of previous years' expenditures |
1,896 |
425 |
Other |
- |
12,377 |
|
||
738,685 |
604,045 |
|
|
||
Adjustments for items not affecting net cost of operations but affecting appropriations: |
|
|
Add (Less): |
|
|
Variation in prepaid expenses |
81 |
(265) |
Variation in inventory |
4,538 |
(3,091) |
Acquisitions of tangible capital assets |
95,319 |
113,727 |
Transfer of tangible capital assets with no monetary impact |
(19,945) |
(8,747) |
Repayment of lease obligation for tangible capital assets |
14,736 |
14,095 |
Other |
2,291 |
(18,109) |
|
||
97,020 |
97,610 |
|
|
||
Current year appropriations used |
835,705 |
701,655 |
|
b. Appropriations provided and used
|
||
2008 |
2007 |
|
(in thousands of dollars) |
||
|
||
Appropriations provided |
|
|
Vote 1 – Operating expenditures |
359,523 |
301,080 |
Vote 5 – Capital expenditures |
82,834 |
79,124 |
Vote 10 – Transfer payments |
514,664 |
297,173 |
Statutory amounts |
146,782 |
146,853 |
1,103,803 |
824,230 |
|
|
|
|
Less: |
|
|
Appropriations available for future years |
(3,040) |
(1,369) |
Lapsed appropriations: Operating |
(265,058) |
(121,206) |
|
||
Current year appropriations used |
835,705 |
701,655 |
|
c. Reconciliation of net cash provided by Government to current year appropriations used
|
||
2008 |
2007 |
|
(in thousands of dollars) |
||
|
||
Net cash provided by Government |
408,030 |
698,442 |
|
|
|
Revenues not available for spending |
74,440 |
66,369 |
|
|
|
Refunds of previous years' expenditures |
1,896 |
425 |
484,366 |
765,236 |
|
|
|
|
Change in net position in the Consolidated Revenue Fund |
|
|
|
|
|
Justice Canada legal fees |
- |
(6,455) |
Variation in financial assets |
(939) |
(35,669) |
Variation in liabilities |
345,889 |
(10,550) |
Proceeds of disposal – Capital assets |
4,098 |
7,202 |
Other adjustments |
2,291 |
(18,109) |
|
||
351,339 |
(63,581) |
|
|
||
Current year appropriations used |
835,705 |
701,655 |
The following table presents details of expenses by category:
|
||
2008
|
2007
|
|
(in thousands of dollars) |
||
|
||
Other levels of governments within Canada |
149,242 |
165,452 |
Individuals |
67,947 |
741 |
Industry |
66,646 |
46,282 |
Non-profit organizations |
45,110 |
38,183 |
Other countries and international organizations |
182 |
130 |
|
||
Total transfer payments |
329,127
|
250,788
|
|
Salaries and employee benefits |
487,983 |
486,951 |
Amortization of tangible capital assets |
169,822 |
182,113 |
Professional and special services |
136,384 |
192,938 |
Equipment repair and maintenance |
59,954 |
36,362 |
Interest on lease obligation for tangible capital assets |
40,659 |
40,161 |
Travel and relocation |
36,328 |
35,932 |
Accommodation |
25,699 |
25,560 |
Net loss on disposal of tangible capital assets |
20,032 |
60,315 |
Utilities, materials and supplies |
18,285 |
19,808 |
Telecommunications |
7,638 |
7,470 |
Information services – communications |
7,060 |
9,244 |
Payments in lieu of property taxes |
6,907 |
6,958 |
Rentals |
5,956 |
5,227 |
Miscellaneous |
4,096 |
6,283 |
Postage |
3,490 |
3,584 |
Pollution control |
1,814 |
1,152 |
Damage and other claims against the Crown |
191 |
1,427 |
|
||
Total operating expenses |
1,032,298 |
1,121,485 |
|
||
Total expenses |
1,361,425 |
1,372,273 |
|
The following table presents details of revenues by category:
|
||
2008
|
2007
(restated) |
|
(in thousands of dollars)
|
||
|
||
Sales of goods and services: |
|
|
Airport rent |
287,805 |
295,181 |
Rentals and concessions |
42,770 |
26,788 |
Monitoring and enforcement revenues |
40,391 |
36,010 |
Aircraft maintenance and flying services |
34,548 |
34,369 |
Transport facilities user fees |
14,165 |
14,155 |
Miscellaneous |
17,942 |
35,078 |
Pollution control revenues |
14,511 |
14,108 |
Interest |
642 |
642 |
Research and development |
608 |
1,497 |
|
||
Total revenues |
453,382 |
457,828 |
|
The following table presents details of accounts receivable and advances:
|
||
2008
|
2007
|
|
(in thousands of dollars) |
||
|
||
Accounts receivable from other government departments |
17,358 |
17,602 |
Accounts receivable from external parties |
27,057 |
25,440 |
Advances to employees |
304 |
335 |
44,719 |
43,377 |
|
|
|
|
Less: Allowance for doubtful accounts on external accounts receivable |
(3,375) |
(9,694) |
|
||
Total accounts receivable and advances |
41,344 |
33,683 |
|
|
||
2008 |
2007 |
|
(in thousands of dollars) |
||
|
||
Saint. John Harbour Bridge Authority |
22,647 |
22,647 |
Canadian Airport Authorities |
24,330 |
24,330 |
Victoria Harbour |
2,408 |
2,451 |
St. Lawrence Seaway Management Corporation |
168 |
168 |
|
||
49,553 |
49,596 |
|
Less: |
|
|
Valuation allowance |
(20,604) |
(20,604) |
Discounts on loans |
(17,034) |
(17,676) |
|
||
Total Loans |
11,915 |
11,316 |
|
The National Airport System (NAS) consists of Canadian airports considered essential to air transportation in Canada, including 3 airports owned by Territorial Governments. Transport Canada has leased all of these airports under long-term operating agreements with Canadian Airport Authorities (21) and a municipal government (1).
In fiscal year 2003-04, Transport Canada entered into lease amendments with nine of the Canadian Airport Authorities, which provided for deferral of a portion of the airport rent payable by the Airport Authorities to Transport Canada for the 2003 to 2005 lease years. The total rent deferred for 2003 to 2005 is payable to Transport Canada over ten years beginning in the 2006 lease year. Repayments of $7,321,000 were received in fiscal year 2007-08 ($6,855,000 in 2006-07). Rent receivable was $56,752,000 at March 31, 2008 ($64,073,000 at March 31, 2007).
|
||
2008 |
2007 |
|
(in thousands of dollars) |
||
|
||
Royal Canadian Mint |
40,000 |
40,000 |
Via Rail Canada Inc. |
9,300 |
9,300 |
Parc Downsview Park Inc. |
2,492 |
2,492 |
Ridley Terminals Inc. |
1,000 |
1,000 |
|
||
Total Investments |
52,792 |
52,792 |
|
(in thousands of dollars) | |||||||||||
Cost |
Accumulated Amortization |
2008 |
2007 |
||||||||
|
Opening balance (restated) |
Acquisitions |
Transfer |
Disposals |
Closing balance |
Opening balance |
Amortization |
Disposals |
Closing balance |
||
Land (1) |
221,923 |
22,945 |
- |
20,005 |
c224,863 |
- |
- |
- |
- |
224,863 |
221,923 |
Buildings and works (2) |
3,877,886 |
127 |
30,310 |
40,452 |
3,867,871 |
2,171,782 |
116,643 |
24,482 |
2,263,943 |
1,603,928 |
1,706,104 |
Machinery and equipment (3) |
180,180 |
921 |
13,138 |
5,815 |
188,424 |
112,800 |
20,209 |
5,724 |
127,285 |
61,139 |
67,380 |
Vehicles |
784,904 |
7,157 |
22,547 |
25,967 |
788,641 |
559,782 |
23,377 |
19,703 |
563,456 |
225,185 |
225,122 |
Leasehold improvements |
14,166 |
633 |
473 |
- |
15,272 |
6,680 |
1,405 |
- |
8,085 |
7,187 |
7,486 |
Assets under construction |
121,015 |
63,536 |
(66,468) |
16,831 |
101,252 |
- |
- |
- |
- |
101,252 |
121,015 |
Confederation Bridge |
818,820 |
- |
- |
- |
818,820 |
80,517 |
8,188 |
- |
88,705 |
730,115 |
738,303 |
TOTAL |
6,018,894 |
95,319 |
- |
109,070 |
6,005,143 |
2,931,561 |
169,822 |
49,909 |
3,051,474 |
2,953,669 |
3,087,333 |
Amortization expense for the year ended March 31, 2008 is $169,822 (2007 - $182,113). (1) Includes land for 23 National Airports with a net book value of $158,658 (2007 - $131,743). (2) Includes building and works for 23 National Airports with a net book value of $847,383 (2007 - $941,913). (3) Includes machinery and equipment for 23 National Airports with a net book value of $783 (2007 - $294). |
|
||
2008 |
2007 |
|
(in thousands of dollars) |
||
|
||
Payables to third parties |
803,640 |
523,294 |
Payables to other government departments |
159,338 |
60,231 |
Accrued salaries |
18,765 |
17,200 |
Other |
14,698 |
50,085 |
|
||
Total accounts payable and accrued liabilities |
996,441 |
650,810 |
|
|
||
2008 |
2007 |
|
(in thousands of dollars) |
||
|
||
Accrued benefit obligation, beginning of year |
79,432 |
73,716 |
Expense for the year |
9,323 |
13,080 |
Benefits paid during the year |
(7,102) |
(7,364) |
|
||
Accrued benefit obligation, end of year |
81,653 |
79,432 |
|
Under the Northumberland Strait Crossing Act, the Government of Canada entered into a long-term capital lease arrangement in 1992 and is obligated to pay an annual subsidy of $41,900,000 to the Strait Crossing Finance Inc., a wholly owned corporation of the Province of New Brunswick, for the construction of the Confederation Bridge. The annual payments made by Transport Canada are due on April 1 and will be used to retire $661,000,000 of 4.5 per cent real rate bonds issued in October 1993 by Strait Crossing Finance Inc. to finance the construction of the bridge. Annual payments made by Transport Canada began in 1997 and will continue until 2033. At such time, the ownership of the bridge will be transferred to the Government of Canada.
On April 1, 2007, an annual payment in the amount of $54,897,000 (2007 - $54,265,000) was made. This payment represents payment of principal in the amount of $14,736,000 (2007 – $14,095,000) and interest expense of $40,161,000 (2007 - $40,170,000).
The department has recorded a capital lease obligation of $653,829,000 as of March 31, 2008 ($668,565,000 at March 31, 2007), based on the present value for the future subsidy payments using an interest rate of 6.06% (2007 – 6.06%).
Future minimum annual lease payments are as follows:
|
||
Maturing year |
|
|
(in thousands of dollars) |
||
|
||
2008-2009 |
|
56,066 |
2009-2010 |
|
54,158 |
2010-2011 |
|
54,977 |
2011-2012 |
|
55,807 |
2012-2013 and thereafter |
|
1,323,929 |
|
||
Total future minimum lease payments |
|
1,544,937 |
|
|
|
Less: imputed interest (6.06%) |
|
891,108 |
|
||
Balance of obligations under leased tangible capital assets |
|
653,829 |
|
The department includes in its revenues and expenses certain transactions that legislation requires be earmarked for expenses relating to specified purposes. The department has two such accounts:
a. The Ship-Source Oil Pollution Fund
The Ship-Source Oil Pollution Fund (Fund) was established pursuant to section 702 of the Canada Shipping Act, to record levy tonnage payments for oil carried by ships in Canadian waters. Maritime pollution claims, the fee of the fund administrator, and related oil pollution control expenses, are financed out of the Fund.
|
||
2008 |
2007 |
|
(in thousands of dollars) |
||
|
||
Restricted Ship-source Oil Pollution: |
|
|
|
|
|
Opening balance |
363,783 |
350,843 |
|
|
|
Revenues for the year |
14,463 |
14,092 |
Expenses for the year |
(1,814) |
(1,152) |
|
|
|
|
||
Closing balance |
376,432 |
363,783 |
|
b. Fines for transport of dangerous goods
The Fines for Transport of Dangerous Goods account was established pursuant to the Transportation of Dangerous Goods Act 1992 and related regulations to record fines levied by courts.
|
||
2008 |
2007 |
|
(in thousands of dollars) |
||
|
||
Restricted - Fines for Transport of Dangerous Goods: |
|
|
|
|
|
Opening balance |
615 |
599 |
|
|
|
Revenues |
48 |
16 |
Expenses |
- |
- |
|
|
|
|
||
Closing balance |
663 |
615 |
|
||
|
|
|
Restricted equity of Canada |
377,095 |
364,398 |
|
The nature of Transport Canada’s activities results in some large multi-year contracts and obligations whereby the department is committed to making future payments when the services are performed and goods are received. Significant contractual obligations that can be reasonably estimated are summarized as follows:
|
||||||
(in thousands of dollars) |
2008-09 |
2009-10 |
2010-11 |
2011-12 |
2012-13 Thereafter |
Total |
|
||||||
Transfer payments |
180,638 |
68,602 |
34,488 |
30,229 |
143,441 |
457,398 |
Tangible capital assets |
17,380 |
4,000 |
- |
- |
- |
21,380 |
Other goods and services |
17,985 |
5,950 |
4,107 |
4,047 |
2,378 |
34,467 |
Software maintenance agreements |
879 |
- |
- |
- |
- |
879 |
Operating leases |
1,629 |
836 |
416 |
424 |
143 |
3,448 |
Other |
763 |
212 |
212 |
212 |
638 |
2,037 |
|
||||||
Total |
219,274 |
79, 600 |
39,223 |
34,912 |
146,600 |
519,609 |
|
Transport Canada is related as a result of common ownership to all Government of Canada departments, agencies, and Crown corporations. The department enters into transactions with these entities in the normal course of business and on normal trade terms. Also, during the year, Transport Canada received services, which were obtained without charge from other Government departments as presented below.
During the year Transport Canada received without charge from other departments, accommodation, the employer’s contribution to the health and dental insurance plans, worker's compensation, and legal services. These services without charge have been recognized in the department’s Statement of Operations as follows:
|
||
2008 |
2007 |
|
(in thousands of dollars) |
||
|
||
Accommodation |
25,699 |
25,560 |
Contributions covering employer's share of employees' insurance premiums |
27,561 |
30,631 |
Worker's compensation |
3,757 |
3,802 |
Legal services |
7,383 |
8,538 |
|
||
Total |
64,400 |
68,531 |
|
The Government has structured some of its administrative activities for efficiency and cost-effectiveness purposes so that one department performs these on behalf of all without charge. The costs of these services, which include payroll and cheque issuance services provided by Public Works and Government Services Canada, are not included as an expense in the department 's Statement of Operations.
Comparative figures have been reclassified to conform to the current year’s presentation.
The following tables were submitted electronically. The electronic tables can be found on the Treasury Board Secretariat’s website at: http://www.tbs-sct.gc.ca/dpr-rmr/st-ts-eng.asp.
Table 4: Sources of Re-spendable and Non-Respendable Revenue
Table 6 A: 2007-08 User Fee Reporting – User Fees Act
Table 6 B: 2007-08 External Fee Reporting: Policy on Service Standards for External Fees
Table 9: Details on Transfer Payment Programs (TPPs)
Table 11 A-B: Horizontal Initiatives
Table 12: Sustainable Development Strategy
Table 13: Response to Parliamentary Committees and External Audits
Table 14: Internal Audits and Evaluations
Table 15: Travel Policies
In its 2007-2008 Report on Plans and Priorities, the department committed to working on the following management priorities:
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.
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:
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.
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 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.
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.
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.
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:
Transportation in Canada 2007: http://www.tc.gc.ca/pol/en/Report/anre2007/index.html.
Addendum to the annual Report: http://www.tc.gc.ca/pol/en/report/anre2007/9_addendum.html.
APGCI: http://www.tc.gc.ca/CanadasGateways/APGCI/projects.html.
National Policy Framework for Strategic Gateways and Trade Corridors: http://www.tc.gc.ca/GatewayConnects/NationalPolicyFramework/nationalpolicy.html.
Continental Gateways: http://www.continentalgateway.ca/index2.html.
Atlantic Gateways: http://www.tc.gc.ca/GatewayConnects/Atlantic/AtlanticGateway.html.
Border Crossing Windsor-Detroit Corridor: http://www.continentalgateway.ca/windsor.html.
Intelligent Transportation Systems: http://www.its-sti.gc.ca/en/menu.htm.
The Full Cost Investigation on Transportation in Canada: http://www.tc.gc.ca/pol/EN/aca/fci/menu.htm.
Advantage Canada: Building a Strong Economy for Canadians: http://www.fin.gc.ca/ec2006/plan/pltoce.html.
Building Canada Plan: http://www.buildingcanada-chantierscanada.gc.ca/plandocs/booklet-livret/booklet-livret01-eng.html.
Canada Marine Act: http://laws.justice.gc.ca/en/C-6.7/.
Canada Shipping Act Canada Shipping Act, 2001 and other safety regime initiatives: http://www.tc.gc.ca/marinesafety/menu.htm.
Canada Transportation Act: http://laws.justice.gc.ca/en/C-10.4/.
CANUTEC: http://www.tc.gc.ca/canutec/en/menu.htm.
Electronic Collection of Air Transportation Statistics (ECATS): http://www.tc.gc.ca/pol/en/ecats/menu.htm.
Gateways and Border Crossing Fund: http://www.buildingcanada-chantierscanada.gc.ca/funprog-progfin/target-viser/gbcf-fpepf/gbcf-fpepf-eng.html.
Innovation: http://www.its-sti.gc.ca/en/randd/Innovation-Through-Partnership.htm.
International Bridges and Tunnels Act: http://laws.justice.gc.ca/en/I-17.05/.
International Civil Aviation Organization (ICAO): http://www.icao.int/.
Marine Atlantic Inc: http://www.marine-atlantic.ca/.
National Policy Framework for Strategic Gateways and Trade Corridors: http://www.tc.gc.ca/GatewayConnects/NationalPolicyFramework/nationalpolicy.html.
Ontario-Quebec Continental Gateway and Trade Corridor: http://www.continentalgateway.ca/index2.html.
Port Divestiture Program (PDP): http://www.tc.gc.ca/programs/ports/transferinventory.htm.
Ports Programs: http://www.tc.gc.ca/programs/ports/transferinventory.htm.
Ridley Terminals Inc: http://www.rti.ca/.
Strategic Highway Infrastructure Program: http://www.tc.gc.ca/policy/acg/acgd/menu.htm.
Surface Infrastructure Programs: http://www.tc.gc.ca/programs/surface/menu.htm.
Transportation Development Centre: http://www.tc.gc.ca/innovation/tdc/menu.htm.
Windsor-Detroit Trade Corridor: http://www.continentalgateway.ca/windsor.html.
Transportation Safety and Security: http://www.tc.gc.ca/pol/en/report/anre2007/3_safety_security.html.
Moving Forward: http://www.tc.gc.ca/tcss/StrategicPlan/menu.html.
Safety Management System: http://www.tc.gc.ca/CivilAviation/SMS/implementation.htm.
Securing an Open Society: Canada's National Security Policy: http://www.publicsafety.gc.ca/pol/ns/secpol04-eng.aspx.
Transit-Secure: http://www.tc.gc.ca/vigilance/sep/rail/Contribution_Program/menu.htm
Passenger Protect: http://www.passengerprotect.gc.ca/.
Air Cargo Security (ACS) Program: http://www.tc.gc.ca/vigilance/acs-sfa/aircargosecurity/home/index.shtml.
Fatigue Risk Management System for Canadian Aviation: http://www.tc.gc.ca/civilaviation/SMS/frms/menu.htm.
Airports Capital Assistance Program: http://www.tc.gc.ca/programs/airports/acap/menu.htm.
Aviation War Risk Liability Program: http://www.tc.gc.ca/programs/airports/liabilityprogram/menu.htm.
Canadian Air Transport Security Authority: http://www.catsa-acsta.gc.ca/.
Canadian Ballast Water Program: http://www.tc.gc.ca/marinesafety/oep/environment/ballastwater/outreach.htm.
Marine Security Contribution Program: http://www.tc.gc.ca/MarineSecurity/ContributionSpecialPrograms/contribution/menu.htm.
National Aerial Surveillance Program: http://www.tc.gc.ca/marinesafety/oep/ers/nasp.htm.
Passenger Protect Program: http://www.passengerprotect.gc.ca/home.html.
Review of the Railway Safety Act: Stronger Ties a Shared Commitment to Railway Safety: Review of the Railway Safety Act: http://www.tc.gc.ca/tcss/RSA_Review-Examen_LSF/FinalReport/disclaimer.htm.
Security and Prosperity Partnership: http://www.spp-psp.gc.ca/menu-en.aspx.
Transportation of Dangerous Goods Act 1992: http://laws.justice.gc.ca/en/T-19.01/.
Transportation Security Clearance Program: http://www.tc.gc.ca/Vigilance/sep/tscp/menu.htm.
ecomobility Program: http://www.tc.gc.ca/programs/environment/ecomobility/menu-eng.htm.
ecotechnology for vehicles: http://www.tc.gc.ca/eTV.
ecoauto Rebate Program: http://www.tc.gc.ca/programs/environment/ecotransport/ecoauto.htm.
ecofreight: http://www.ecoaction.gc.ca/ecofreight.
Voluntary Agreement – Aviation: http://www.tc.gc.ca/programs/environment/ecofreight/voluntaryagreementsair-eng.htm.
Automakers Agreement to Reduce GHG Emissions: http://www.oee.nrcan.gc.ca/transportation/ghg-memorandum/index.cfm?attr=8.
Motor Vehicle Fuel Consumption Standards Act proclaimed: http://www.tc.gc.ca/mediaroom/releases/nat/2007/07-h215e.htm.
Canadian Environmental Assessment Act: http://laws.justice.gc.ca/en/C-15.2/.
Fuel Consumption Program: http://www.tc.gc.ca/programs/Environment/fuelpgm/menu.htm.
Great Lakes St. Lawrence Seaway Study: http://www.glsls-study.com/English Site/home.html.
Moving On Sustainable Transportation: http://www.tc.gc.ca/programs/environment/most/menu.htm.
Partnership for Air Transportation Noise and Emissions Reduction (PARTNER) Center of Excellence: http://web.mit.edu/aeroastro/partner/index.html.
Protection of the Arctic Marine Environment (PAME): http://arcticportal.org/en/pame/.
TC Environmental Assessments: http://www.tc.gc.ca/programs/environment/environmentalassessment/ea.htm.
Turning the Corner: http://www.ec.gc.ca/cleanair-airpur/Turning_the_Corner-WSF3084CB7-1_En.htm.
Urban Transportation Showcase Program: http://www.tc.gc.ca/Programs/Environment/utsp/menu.htm.
Canada’s Performance 2007: http://publiservice.tbs-sct.gc.ca/reports-rapports/cp-rc/2006-2007/cp-rctb-eng.asp.
Federal Accountability Act: http://laws.justice.gc.ca/en/showtdm/cs/F-5.5?noCookie.
Management Accountability Framework: http://www.tbs-sct.gc.ca/maf-crg/index-eng.asp.
2007-2008 Public Service Renewal Action Plan: http://www.pco-bcp.gc.ca/index.asp?lang=eng&page=clerk-greffier&sub=plan&doc=2007-2008/plan_e.htm.
TBS’s Official Languages Policy Framework: http://www.tbs-sct.gc.ca/pubs_pol/hrpubs/OffLang/olpf-cplo_e.asp.
Transportation in Canada 2007 Annual Report: http://www.tc.gc.ca/pol/en/Report/anre2007/index.html.