ARCHIVED - Transport Canada

• Previous Page
• Table of Contents
• Next Page

This page has been archived.

Minister's Message

The Government of Canada is committed to ensuring Canada's transportation system is continuously safe, secure and efficient for all travel, tourism, business and trade. As Canada's Minister of Transport and Infrastructure, I am pleased to present Transport Canada's Report on Plans and Priorities for 2010-11, which outlines the department's priorities and highlights major activities for the next three years.

Transport Canada contributes to the Government's overall agenda of economic recovery, by focusing on national and essential services while effectively managing taxpayer dollars. This Report provides an opportunity for Transport Canada to explain how we are managing our resources, spending where it is needed most, to ensure best value and results for Canadians.

The Government has already taken action in several key areas. Through Canada's Economic Action Plan (EAP), announced in Budget 2009, the department is contributing to Canada's economic recovery and building upon our world-class transportation system. We are investing in a strong overall transportation system and infrastructure for Canadians. The EAP will create jobs and deliver results —ensuring safer and more secure air and rail transportation; improving bridges, highways and transit systems; modernizing laboratories; and accelerating the cleanup of federal contaminated sites.

In addition, Transport Canada's ongoing work on its Gateways strategies and the negotiation of new air agreements will position Canada as an integrated, efficient and reliable transportation route to connect North America to the world. In fact, since 2006 this Government has signed or updated air agreements with 50 countries around the world.

With safety and security of Canadians a priority of this Government, the department is continuing to implement its safety management system as part of our way forward to manage risk and improve the transportation safety culture in Canada.

In keeping with the renewed focus on aviation security, Transport Canada will continue to work hard with all our national and international partners, putting measures in place that will enhance security and protect air travellers in the coming years. We recently announced a number of new measures to enhance aviation security and will continue to adjust these as needed, as this issue continues to evolve. While no single layer of aviation security may defeat terrorism, this enhanced multi-layered approach will provide a robust defence.

As well, the Government of Canada continues to promote the protection of the environment and environmental sustainability. The department will continue to contribute to the Government's Clean Air Agenda, which is taking measures to achieve tangible improvements in our environment, including reductions in air pollution and greenhouse gas emissions. The department will also continue to ensure that its own lands, facilities and activities comply with environmental legislation and that an Environmental Management System is in place.

These are our priorities. This plan explains how we will deliver them.

Section I – Departmental Overview

1.1 Summary Information

1.1.1 Raison d'être and Responsibilities

Transport Canada is responsible for the Government of Canada's transportation policies and programs. The Canada Transportation Act makes the department responsible for monitoring the ongoing health of the national transportation system, as well. While not directly responsible for all aspects or modes of transportation, the department plays a leadership role to ensure that all parts of the transportation system work together effectively.

The department's vision of a sustainable transportation system is one that integrates and balances social, economic and environmental objectives. Our vision is guided by the following principles:

• highest possible safety and security of life and property – guided by performance-based standards and regulations when necessary;
  
• efficient movement of people and goods to support economic prosperity and a sustainable quality of life – based on competitive markets and targeted use of regulation and government funding; and
  
• respect for the environmental legacy of future generations of Canadians – guided by environmental assessment and planning processes in transportation decisions and selective use of regulation and government funding.

Transport Canada is part of the Transport, Infrastructure and Communities portfolio. Under this portfolio, the Minister of Transport, Infrastructure and Communities heads a complex organizational structure that includes Transport Canada, 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 Minister is responsible for administering over 60 statutes. This portfolio brings together key organizations, policies and programs to provide an integrated focus on issues affecting Canada's transportation system and public infrastructure, including:

• Strong national policies to improve Canada's economy, the environment, safety and security;
• Legislation and smart regulations to protect the public interest;
• Targeted and efficient programs in support of national objectives and results;
• National leadership through extensive networks and partnerships with governments, experts and stakeholders; and
• Knowledge, research and expertise to deliver innovative approaches.

1.1.2 Strategic Outcomes

To fulfill its mandate and objectives, Transport Canada aims to achieve the following four strategic outcomes:

1.1.3 Program Activity Architecture (PAA)

The following illustration depicts Transport Canada's Program Activity Architecture (PAA), a framework that illustrates the department's program activities and sub-activities that contribute to reaching strategic outcomes.

Transport Canada Program Activity Architecture

[Text version]

1.2 Planning Summary

1.2.1 Financial Resources

The financial resources table below provides a summary of the total planned spending for Transport Canada for the next three fiscal years. For more detailed information about planned spending, including adjustments, see Transport Canada's Web site on Planned Spending.

Financial Resources ($ millions)

2010-11	2011-12	2012-13
1,883	1,770	1,353

1.2.2 Human Resources

The human resources table below provides a summary of the total planned human resources for Transport Canada for the next three fiscal years. For more detailed information, please see the department's Integrated Human Resources Plan, which is available on Transport Canada's Corporate Management and Reporting Web page.

Human Resources (Full-Time Equivalents - FTEs)

2010-11	2011-12	2012-13
5,360	5,256	5,162

1.2.3 Summary Tables by Strategic Outcomes

Strategic Outcome 1: An Efficient Transportation System

Performance Indicator	Targets
Level of productivity of transportation sector	Increase by 2.5% to 5% relative to 2009 baseline (Productivity Index >113 in 2014)
Cost level in the transportation sector	Growth in unit costs does not exceed 11% over a 5-year horizon relative to the 2009 baseline (Cost Index < 111 in 2014)

Program Activity [1]	Forecast Spending ($ millions) 2009-10	Planned Spending ($ millions)			Alignment to Government of Canada Outcomes
		2010-11	2011-12	2012-13
Transportation Marketplace Frameworks	11	9	9	9	A fair and secure marketplace
Gateways and Corridors	211	812	867	479	Strong economic growth
Transportation Infrastructure	67	310	259	232	Strong economic growth
Transportation Innovation	9	14	7	7	An innovative and knowledge-based economy
Total*	297	1,146	1,142	728

*Due to rounding, column totals shown may not be exact. Amounts are presented Net of respendable revenue.

Strategic Outcome 2: A Clean Transportation System

Performance Indicator	Targets
Level of greenhouse gas emissions from the transportation sector measured in tonnes of CO2 equivalent	Greenhouse gas emission levels from the transportation sector consistent with Government of Canada targets.
Level of compliance with applicable laws, regulations and guidelines.	100% compliance with applicable laws, regulations and guidelines.

Program Activity [1]	Forecast Spending ($ millions) 2009-10	Planned Spending ($ millions)			Alignment to Government of Canada Outcomes
		2010-11	2011-12	2012-13
Clean Air from Transportation	26	23	5	3	A clean and healthy environment
Clean Water from Transportation	9	6	6	2	A clean and healthy environment
Environmental Stewardship of Transportation	40	70	7	6	A clean and healthy environment
Total*	75	99	18	11

*Due to rounding, column totals shown may not be exact. Amounts are presented Net of respendable revenue.

Strategic Outcome 3: A Safe Transportation System

Performance Indicator	Targets
Number/rate of accidents or fatalities by mode	Maintain or improve accident/fatality rates by mode, based on each mode's strategic objectives
Degree of public confidence in the safety of the transportation system	Maintain or improve public confidence in the safety of transportation, based on the strategic objectives of each mode

Program Activity [1]	Forecast Spending ($ millions) 2009-10	Planned Spending ($ millions)			Alignment to Government of Canada Outcomes
		2010-11	2011-12	2012-13
Aviation Safety	235	240	242	246	Safe and secure communities
Marine Safety	84	74	70	67	Safe and secure communities
Rail Safety	35	36	39	38	Safe and secure communities
Road Safety	34	40	22	24	Safe and secure communities
Transportation of Dangerous Goods	15	14	14	14	Safe and secure communities
Total*	403	405	387	389

*Due to rounding, column totals shown may not be exact. Amounts are presented Net of respendable revenue.

Strategic Outcome 4: A Secure Transportation System

Performance Indicator	Targets
Number of adjustments made to the Canadian Regulatory Framework to achieve international acceptance.	Two or fewer adjustments to the Canadian Regulatory Framework to achieve international acceptance.
Degree of public confidence in the security of the transportation system.	Maintain or improve confidence in the security of the transportation systems, based on the strategic objectives of each mode.

Program Activity [1]	Forecast Spending ($ millions) 2009-10	Planned Spending ($ millions)			Alignment to Government of Canada Outcomes
		2010-11	2011-12	2012-13
Aviation Security	73	29	27	26	Safe and secure communities
Marine Security	34	21	21	17	Safe and secure communities
Surface and Intermodal Security	12	7	6	6	Safe and secure communities
Total*	119	57	54	49

*Due to rounding, column totals shown may not be exact. Amounts are presented Net of respendable revenue.

1.3 Contribution of Priorities to Strategic Outcomes

Transport Canada has identified nine operational and management priorities for 2010-11. Each of these priorities relates to one or more of Transport Canada's Strategic Outcomes, which collectively describe the Department's core business. Operational and management priorities identified in this section require focussed attention from senior management. Details on these departmental priorities are contained in the table, below. First-time priorities are labelled as ‘new'; those committed to in the first or second fiscal year prior to this report are ‘previously committed to', while older commitments are identified as ‘ongoing'.

Operational Priorities	Type	Links to Strategic Outcome(s)	Description
Improve effectiveness of Safety Management Systems (SMS) implementation	Ongoing	Strategic Outcome 3	Why is this a priority? Safety Management Systems (SMS) require transportation organizations to take responsibility for safety, and integrate it into their daily operations. SMS requires organizations to put in place formal frameworks, processes and procedures so they can identify and correct potential safety issues before they become problems. Transport Canada's oversight role is enhanced by combining its traditional inspection program with the added ability to assess safety systems that companies have in place. Transport Canada is committed to SMS as the way forward to improve transportation safety in Canada. In 2010-2011, the department plans to work closely with employees, industry, labour and other key interested parties to improve the oversight and effectiveness of SMS implementation in aviation, rail, and marine organizations. Increased engagement and commitment are essential to effective SMS implementation. Plans for meeting the priority· Clarify the roles and responsibilities of Transport Canada in carrying out its oversight duties, and of industry in implementing safety management systems; Improve and deliver effective SMS training for inspectors; Reduce SMS-implementation gaps and weaknesses through continuous improvement; and Ensure appropriate legislative and regulatory frameworks are in place.
Strengthen aviation security for passengers, workers and air cargo	Previously Committed to	Strategic Outcome 4	Why is this a priority? There continues to be a real and prevalent threat to aviation security as was confirmed by attempted terrorist bombing of a flight from Amsterdam to Detroit on December 25, 2009 while over Canadian airspace. This event bolsters Transport Canada's commitment to protecting the traveling public, the aviation industry, aviation workers and infrastructure. This is reflected in Strategic Outcome 4: A Secure Transportation System. Plans for meeting the priority Continue to work with CATSA on the deployment and integration of 44 new Whole Body Imaging scanners as a secondary screening measure at key airports; Continue long term efforts to strengthen aviation security by enhancing passenger, baggage and non-passenger screening, access control at airports, and air cargo security; Work in collaboration with CATSA to examine the possibility of a new passenger behaviour observation program at key airports to identify passengers with possible malicious intent by their behaviour patterns; Continue to improve and streamline our regulatory approach, including the development of aviation security plans for airports and all integral sectors of the aviation and air cargo industries; Work closely with the United States and other key international partners to advance international mutual recognition of security frameworks, to enhance security, and to reduce duplication and delays for passenger and cargo; Strengthen collaboration with other Government of Canada organizations responsible for security including the RCMP, CSIS, and Public Safety; and Work closely with our security and intelligence partners in enhancing the sharing of information and intelligence in the management of the Transportation Security Clearances.
Complete the delivery of the Economic Action Plan to accelerate the economic recovery	New	All Strategic Outcomes	Why is this a priority? The Economic Action Plan (EAP) was launched as part of Budget 2009 to address the global economic recession impacting Canada. Transport Canada has an important role to play in this initiative by applying EAP funds to strengthen Canada's transportation system, while creating jobs for Canadians. Plans for meeting the priority Transport Canada will continue with the implementation of the following initiatives for which funds were allocated in Budget 2009 and which are targeted for completion during 2010-11: Blue Water Bridge Peace Bridge Remediation of Federal Contaminated Sites Modernizing Federal Laboratories Remote Passenger Rail Services Rail Safety Initiatives Transport Canada will report progress, in the 2009-10 Departmental Performance Report, for the following initiatives that received funding for fiscal year 2009-10: Air Cargo Security Program Airport Security Plans Promoting Energy Development in Canada's North Transport Canada will continue to ensure due diligence is applied to delivery of the EAP funds, including measures such as risk-management strategies, strong management oversight and adoption of best practices. Finally, Transport Canada will continue to remain engaged in the implementation of other EAP initiatives in its portfolio for which funding was provided directly to those portfolio entities, including: Inter-city Passenger Rail Service (VIA Rail); Aviation Security (Canadian Air Transportation Security Authority); Champlain Bridge (Jacques Cartier and Champlain Bridges Incorporated).
Advance the implementation of the three Gateway strategies, including the new bridge crossing for Windsor-Detroit, to support economic growth and competitiveness	Ongoing	Strategic Outcome 1	Why is this a priority? The Gateways strategies will position Canada as an integrated, efficient and reliable transportation route to connect North America to the world. These strategies take advantage of trade patterns, geography, infrastructure and partnerships to address congestion, inefficiencies and other impediments to moving goods and people efficiently. This supports the department's Strategic Outcome of an Efficient Transportation System. Plans for meeting the priority Continue to implement the Asia-Pacific Gateway and Corridor Initiative, including committed multi-modal infrastructure projects in Western Canada; Complete, announce and implement the Ontario-Quebec Continental Gateway and Trade Corridor Strategy and the Atlantic Gateway Strategy to improve links and efficiency of trade between North American industrial centres and markets in Europe and Asia; Through the Value-added Gateway Strategy, seek out opportunities to add value to goods and services within the context of transportation gateways and corridors and align policies to increase wealth generation, job creation and contribute to sustained long-term economic growth; and Advance work on the Windsor-Detroit Crossing project. Specifically, proceed to the implementation phase by completing property acquisition, initiating preliminary design for the new bridge and plaza, and continue discussions with our U.S. partners on the governance and procurement for the new crossing.
Continue to support the Government's Clean Air Agenda	Previously Committed to	Strategic Outcome 2	Why is this a priority? The Clean Air Agenda is a four-year initiative (2007-2011) in which the Government of Canada committed to taking measures to achieve tangible improvements in our environment, including reductions in air pollution and greenhouse gas (GHG) emissions. The Clean Air Agenda consists of a Clean Air Regulatory Agenda and a range of non-regulatory program measures. Plans for meeting the priority Work towards having emissions regulations in place for the rail sector in 2011; Support the development of international standards and recommended practices with the International Civil Aviation Organization concerning greenhouse gases and air pollutant emissions from aviation sources; Support the development of international standards and recommended practices with the International Maritime Organization concerning greenhouse gases and air pollutant emissions from marine sources; Develop and/or implement new rules within Canada's domestic regulatory regime to apply appropriate standards and recommended practices concerning greenhouse gases and air pollutant emissions adopted by the International Maritime Organization; Conclude the implementation of the programs under the ecotransport Strategy; and Develop enhanced emissions regulations for vessels operating in Canadian waters.
Develop a departmental approach for the continuous improvement in the design, management and delivery of Grants and Contribution programs	New	All Strategic Outcomes	Why is this a priority? The Government of Canada is working on increasing accountability, assessing risk and reducing red tape in the management of Grants and Contributions. TC will initiate a departmental approach to strengthen accountability, reduce the administrative burden for our stakeholders and ultimately achieve better results for Canadians. Plans for meeting the priority Develop and implement a departmental plan to: Establish departmental frameworks for risk management and performance measurement; Design and implement standardized tools and common approaches; Establish a departmental framework for stakeholder engagement and service standards; Identify core competencies for the delivery of G&C programs and develop training programs for program managers; and Provide a governance structure for oversight and sustained leadership for the delivery of programs.
Position Transport Canada to contribute to Government of Canada initiatives to improve the federal regulatory system for major projects	New	Strategic Outcome 2	Why is this a priority? Improvement to the federal regulatory system for major projects is a government-wide priority that aims to achieve an integrated system that is predictable, timely, reduces regulatory burden, and provides stronger environmental protection and meaningful consultation. Plans for meeting the priority Contribute to Government of Canada initiatives to improve the federal regulatory system for major projects. This will include actions to improve Transport Canada's own regulatory, consultation and review processes for projects that impact on transportation.

Management Priorities	Type	Links to Strategic Outcome(s)	Description
Strengthen our connection of people, resources and portfolio governance to deliver on priorities and mandate and streamline administrative processes	Previously committed to	All Strategic Outcomes	Why is this a priority? Sound governance, streamlined processes that reduce administrative burden, and management excellence are essential to delivering results for Canadians. Plans for meeting the priority A new executive committee structure will be implemented that is aligned with our Program Activity Architecture; More effective and efficient approvals and decision-making through streamlining and simplification of “web of rules” for the department; and Strengthening coordination within the Transport, Infrastructure and Communities portfolio.
Continue to support the Public Service renewal priority with a focus on talent management and employee engagement	Previously committed to	Program Activity 5.1	Why is this a priority? Transport Canada, like the rest of the federal public service, faces major human resources pressure related to increasing workload, the changing nature of the work, and demographic realities, both internal and external. As documented in the Corporate Risk Profile as well as the Integrated Human Resources Plan, these are contributing factors to a shortage of Human Capital (Knowledge and Competencies), requiring that the department take action to renew its work, workforce and workplace. Plans for meeting the priority continue to support the Public Service renewal priority through focused planning, recruitment, employee development and more efficient processes and tools, with specific emphasis on talent management and employee engagement

1.4 Risk Analysis

Canada's transportation network is vast and includes 38,000 km of major roads within a national highway system, 17.6 million road vehicles, 30,000 aircraft, over 46,000 ships and 50,000 km of rail. Added to the inherent risks due to its size, risks are introduced into the transportation system by its complex structure, including multiple jurisdictions of government interacting with private-sector stakeholders and consumers. These complexities, as well as changes to the department's role to a more policy- and partnership-based organization, require Transport Canada to effectively manage risk as it pursues its strategic outcomes.

Many Transport Canada initiatives focus on increasing the contribution of the transportation sector to the Canadian economy. For instance, through the National Policy Framework for Strategic Gateways and Trade Corridors, the department aims to support Canada's international trade agenda, and, in particular, international supply chains more generally by creating a more efficient and better integrated national transport system. The transportation sector suffers during economic downturns because of impacts on passenger and freight traffic. In the current recession, impacts on the manufacturing sector and on demand for key commodities have been among factors impacting the transportation sector.

Addressing climate change and environmental issues in the transportation sector can be challenging. The transportation sector is responsible for about 27 per cent of Canada's total greenhouse gas (GHG) emissions (2006). Decoupling economic/GDP growth and GHG emissions is one of the major challenges that Canada and other countries face. While alternative fuels are being developed, the transportation sector remains very dependant on carbon-intensive fossil fuels. The integration of global supply chains and the North American transportation system is also heavily influenced by international policies and decisions.

The department is now moving to a more policy- and partnership-based organization. This transformation means that Transport Canada is moving to an approach where industry manages risks and threats in a systematic manner while providing for the differences that exist in the size, scope and complexity of operations. For instance, Transport Canada is working with industry and stakeholders to strengthen transportation safety and security by requiring them to integrate the management of risks and threats into their day-to-day activities. This major cultural shift will require substantial effort and monitoring as well as time to be realized.

The degree and pace of change within Transport Canada and industry introduces risks that existing processes will not be able to support the consistent delivery of departmental responsibilities. For instance, creating new program areas such as Marine Security, Surface and Intermodal Security, and Infrastructure programs, combined with new requirements and pressures such as evolving regulatory regimes, creates challenges for the department in continually adjusting processes within the department. Managing the risks that these changes introduce requires that the department develop and implement a mature management control framework. This framework must include a range of new and existing business processes and internal control systems. Investing in these process changes will also require consultation with departmental and central agency stakeholders to ensure success. The fact that the department's operations are spread across Canada makes it even more challenging to develop and deploy consistent processes.

The department manages risks on a daily basis, validating it against a corporate risk profile, and establishing effective governance for decision-making. Transport Canada's Corporate Risk Profile is continuously monitored and will be revised during the planning period.

The department has been implementing and monitoring the risk strategies identified in the Corporate Risk Profile. It has also been using the profile to manage risks arising from new initiatives. For example, this year the organization developed a risk profile for the Economic Action Plan (EAP), approved by the Deputy Minister. The Corporate Risk Profiling approach resulted in fourteen EAP Corporate risks spanning the department's four Strategic Outcomes. A new program level-working group shares information, monitors progress and mitigates program-level risks as they occur. As well, Internal Audit is assessing the “EAP Readiness” of the key controls, and has been implementing the EAP-specific activities of the Risk-Based Audit Plan.

The Corporate Risk Profile is also used to:

• identify regional senior managers' performance accord commitments;
• determine priority regional activities during annual planning processes
• influence policy decisions; and
• inform planning documents such as human resource plans and financial resources management at the operational and corporate levels.

The success of a corporate risk-management strategy depends on having an effective senior-level decision-making structure. Transport Canada has recently implemented a governance structure of decision-making committees aligned with the department's Strategic Outcomes. This allows senior-level decision-makers to address corporate risk at the Strategic Outcome level more readily.

Another part of the department's risk governance is the Chief Audit Executive. Appointed in March 2009, one of the key roles of this position is to provide annual overview assurance reporting to the DM and Departmental Audit Committee (DAC) on the effectiveness and adequacy of departmental risk management, control and governance processes.

Transport Canada will develop an Integrated Risk Management Framework during the planning period to link corporate and operational risk management with the department's new governance structure. Once complete, the framework will include the following three elements alongside the department's Corporate Risk Profile:

• An integrated risk management function, including managing risk through the department's governance structure;
• A common risk management process consistently applied at all levels of the organization; and
• A culture of continuous risk management learning, where experiences and best practices are shared.

The Risk Framework will add value and improve decision-making and business planning throughout the department. The goal is to foster a risk-smart organizational culture that supports risk-informed decision-making, focuses on results and enables innovation. Benefits include:

• improving business planning and priority setting;
• strengthening the allocation and re-allocation of resources; and
• supporting informed decision-making.

1.5 Expenditure Profile

For the 2010-2011 fiscal year, Transport Canada plans to spend $1,883 million to meet the expected results of its programs activities and contribute to its strategic outcomes. This represents a net increase in spending of $774 million over the 2009-2010 forecast spending level of $1,109 million.

The difference is related primarily to a planned spending increase of $601 million in the Gateways and Corridors program activity and specifically, the Gateway and Borders Crossing Fund, the Asia-Pacific Gateway and Corridor Transportation Infrastructure Fund and the Detroit River Crossing Major Crown Project. A change in the method of accounting for Airport Authorities lease payments results in an increase of $236 million [2] to Transport Canada's Net planned spending levels for 2010-2011. The change however, does not impact the overall Gross amount available to spend by the department. The planned spending increases described above are offset in part by declines in spending in various other programs to arrive at the overall net increase in spending.

Looking forward, the overall planned spending for Transport Canada is expected to decrease from $1,883 million in 2010-2011, to just over $1,770 million in 2011-2012, then decline again to $1,353 million in 2012-2013. These spending reductions, particularly in 2012-2013, are due to two major initiatives nearing completion, namely the Gateways and Borders Crossing Fund and the Asia Pacific Gateway and Corridor Transportation Infrastructure Fund.

1.5.1 Departmental Spending Trend

Figure 1 shows Transport Canada's expenditures (actual, forecast and planned) from 2006-2007 to 2012-2013. The trend shows a gradual increase in spending from $702 million in 2006-2007, to $1,040 million in 2008-2009, and to a forecast of $1,109 million in 2009-2010. The increased spending over this period is attributable to some of the department's major initiatives including the ecoauto Rebate Program, the Asia Pacific Gateway and Corridor Initiative, and the Passenger Rail and Urban Transit Security Contribution Program. Going forward, Transport Canada expects spending to peak in 2010-2011 at $1,883 million, and then decline over the following two fiscal years to $1,770 million in 2011-2012 and $1,353 million in 2012-2013.

Figure 1: Spending Trend for Transport Canada

[Text version]

1.5.2 Allocation of Funding by Strategic Outcome

The following table displays the allocation of funding according to Transport Canada's four strategic outcomes, as well as the program activity related to internal services. For more detailed information about Transport Canada's spending including adjustments following Main Estimates and non-respendable revenues, see Transport Canada's Web site.

Allocation of Funding by Strategic Outcome

Strategic Outcomes (and Internal Services)	Forecast Spending 2009-2010 ($ millions)	Planned Spending 2010-2011 ($ millions)	Planned Spending 2011-2012 ($ millions)	Planned Spending 2012-2013 ($ millions)
An Efficient Transportation System	297	1,146	1,142	728
A Clean Transportation System	75	99	18	11
A Safe Transportation System	403	405	387	389
A Secure Transportation System	119	57	54	49
Internal Services	214	177	169	176
Total	1,109	1,883	1,770	1,353

* Due to rounding, columns may not add to the totals shown. Amounts are presented Net of Respendable Revenue.

As shown in figure 2, Transport Canada's planned spending for 2010-2011 is allocated primarily to the strategic outcome of an efficient transportation system. As described in section 1.5, this is mostly due to spending in the Gateways and Corridors Program Activity.

Figure 2: Allocation of 2010-2011 Funding by Strategic Outcome

Note: Internal Services is a program activity.

[Text version]

1.5.3 Canada's Economic Action Plan (EAP)

As shown in figures 3 and 4, Transport Canada is authorized to spend $53.2M in 2009-2010 and $73.9M in 2010-2011 towards completion of initiatives announced as part of Canada's Economic Action Plan. Over the five-year period beginning in 2009-2010, the department is authorized to spend a total of $170M on these initiatives. It should be noted that spending on several of the initiatives was approved for fiscal 2009-2010 only. A more detailed discussion of planned spending on Canada's Economic Action Plan initiatives is provided in Section 2.

Figure 3: Spending on Canada's Economic Action Plan Initiatives

Initiative	Authorized Spending ($ millions)
	2009- 2010	2010- 2011	2011- 2012	2012- 2013	2013- 2014	Total
Blue Water & Peace Bridges	3.3	11.2				14.5
Remote Passenger Rail Services	4.5	3.4				7.9
Accelerating Federal Contaminated Sites Action Plan	13.0	35.5				48.5
Rail Safety Initiatives	11.3	14.1	14.4	14.3	14.3	68.4
Modernization Federal Laboratories	4.5	9.7				14.2
Security Plans	2.7					2.7
Air Cargo Security Program	11.0					11.0
Promoting Energy Development in Canada's North	2.9					2.9
Total	53.2	73.9	14.4	14.3	14.3	170.0

Due to rounding, column totals shown may not be exact.

As with all financial information in the RPP, the figures above exclude funding that does not come to the department (e.g. accommodation).

Figure 4: Spending Trend for Transport Canada – EAP*

* The difference between Total Spending + EAP and Total Spending in Figure 4 equals the amount of authorized spending on Canada's Economic Action Plan Initiatives as displayed in Figure 3 above.

[Text version]

1.5.4 Voted and Statutory Items

The following table illustrates how Parliament approved Transport Canada resources.

Voted and Statutory Items displayed in the Main Estimates
($ millions)

Vote # or Statutory Item (S) [3]	Truncated Vote or Statutory Wording	2009-10 Main Estimates ($ millions)	2010-11 Main Estimates ($ millions)
Vote 1	Operating expenditures	331	613
Vote 5	Capital expenditures	81	221
Vote 10	Grants and contributions	861	840
(S)	Contributions to employee benefit plans	66	70
(S)	Northumberland Strait Crossing subsidy payment under the Northumberland Strait Crossing Act	58	58
(S)	Payments in respect of St. Lawrence Seaway agreements under the Canada Marine Act	48	63
(S)	Payments to Canadian National Railway Company in respect of the termination of the collection of tolls on the Victoria Bridge, Montreal and for rehabilitation work on the roadway portion of the Bridge	3	3
Total [4] Department		1,448	1,867

• Previous Page
• Table of Contents
• Next Page