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Section 2: Analysis of Program Activities

2.1 Strategic Outcome

The mitigation of risks to the safety of the transportation system through independent accident investigations.

2.2 Program Activities

The TSB has four key program activities, which are the safety investigations in the following four transportation sectors:

  • Marine
  • Pipeline
  • Rail
  • Air

Within each program, personnel conduct independent safety investigations into selected transportation occurrences. They identify causes and contributing factors, assess risks to the system, formulate recommendations to improve safety, publish investigation reports, communicate safety information to stakeholders, undertake outreach activities with key change agents, as well as assess and follow up on responses to recommendations. These activities are carried out by highly qualified investigators who are experts in the transportation operational sectors. They also work closely with personnel who are responsible for executing specialized work in fields such as engineering, macro-analysis, human performance, and publications and linguistic services.

The Internal Services program activity supports the needs of the other programs and fulfils the various corporate obligations of the TSB. This program activity includes: management and oversight services; human resources management services; financial management services; information management services; information technology services; real property, material and acquisition services; corporate planning and internal audit services.

2.3 Benefits for Canadians

Transportation safety is a shared responsibility and the TSB acts as a catalyst in persuading the industry and governments to find solutions to address the safety deficiencies we have found. Investigations led by TSB program personnel will contribute again this year to modifying operating practices, equipment or regulations governing the transportation industry. These changes will help to improve transportation safety on our waterways, along our pipelines and railways, and in our air space. As a result, a greater number of Canadians will reach their destinations safely, both nationally and abroad.

2.4 Planning Highlights

The following tables present the expected results, performance indicators and targets for each of the TSB's program activities. They are followed by a description of the key factors that could have an impact on the capacity of each program to meet the expected results and the key activities that will be undertaken to mitigate the risks that have been identified.

Marine Investigations

Program Activity: Marine Investigations
Human Resources (FTEs) and Planned Spending ($ thousands)
2010-2011 2011-2012 2012-2013
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
41 5,310 41 5,290 41 5,264
Program Activity Expected Results Performance Indicators Targets
Improved productivity while conducting investigations on the selected occurrences Number of investigation reports published Publication of 10 investigation reports
  Mean time for completing investigation reports Mean time for completing investigation reports is less than 426 days
Increased effectiveness of safety communications Number of safety communications issued To be determined
  Results of Board assessment of responses to recommendations over a 10-year period To be determined

Planning Highlights

The thorough reform of Canada's shipping legislation could have an impact on the measures taken by the various stakeholders to correct the safety deficiencies identified by the TSB, especially since the new legislation is less prescriptive and more focused on performance. To increase the uptake of its recommendations and maintain the quality of its investigations and analyses under such circumstances, the TSB will continue to reinforce the implementation of the investigation methodology at all stages of the investigation process. A strategic project and workload management approach will be used to continue to improve marine investigation productivity in 2010-2011. Finally, we will also maintain exchanges and strategic communications with the change agents and explore with them the establishment of risk-reduction measures that go beyond regulatory requirements.

The TSB's performance could be compromised if it does not take additional measures to ensure that the roles, responsibilities and accountabilities are well understood overall and that the current organizational processes are optimally working. To this end, we will finish updating our Marine Manual of Investigation Operations. We will examine and streamline our processes and practices according to current needs and will align our Marine Investigations Branch organizational structure and staffing methods to our new way of doing business.

The reputation and public perception of the organization could be tarnished if it is not able to effectively respond to major marine occurrences. Although the organization has a plan for responding to such situations, this plan must be revised in light of lessons learned from the investigation into the sinking of the Queen of the North at Gil Island, in Wright Sound, British Columbia. This review has already begun and should be completed during the course of this fiscal year.

Pipeline Investigations

Program Activity: Pipeline Investigations
Human Resources (FTEs) and Planned Spending ($ thousands)
2010-2011 2011-2012 2012-2013
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
3 376 3 374 3 372
Program Activity Expected Results Performance Indicators Targets
Improved productivity while conducting investigations on the selected occurrences Number of investigation reports published Publication of 3 investigation reports
  Mean time for completing investigation reports Mean time for completing investigation reports is less 490 days
Increased effectiveness of safety communications Number of safety communications issued To be determined
  Results of Board assessment of responses to recommendations over a 10-year period To be determined

Planning Highlights

Since their acquisition by TransCanada in April 2009, the pipelines of the Alberta network are regulated by the National Energy Board. This transfer from provincial to federal jurisdiction resulted in the addition of 23,500 kilometres of pipelines and related installations to the approximately 62,000 kilometres of pipelines already federally regulated in Canada. In this context and in light of the number of forecasted retirements, the organization will have to take measures to maintain its pipeline investigations operational capacity. A gap analysis will be conducted to determine whether existing pipeline resources can adequately meet operational requirements. A number of strategies will be considered to mitigate the impact of any shortfall in capacity, including streamlining resources with the rail investigators and increasing the number of pipeline investigators.

Rail Investigations

Program Activity: Rail Investigations
Human Resources (FTEs) and Planned Spending ($ thousands)
2010-2011 2011-2012 2012-2013
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
34 4,678 34 4,659 34 4,636
Program Activity Expected Results Performance Indicators Targets
Improved productivity while conducting investigations on the selected occurrences Number of investigation reports published Publication of 13 investigation reports
  Mean time for completing investigation reports Mean time for completing investigation reports is 498 days
Increased effectiveness of safety communications Number of safety communications issued To be determined
  Results of Board assessment of responses to recommendations over a 10-year period To be determined

Planning Highlights

Following the Wabamun and Cheakamus accidents in Western Canada and a number of recent grade crossing accidents, railways are paying much more attention to the issue of company liability related to property and environmental damage. This increased focus on litigation has resulted in additional complexities during the conduct of some investigations. The TSB is monitoring this situation closely and will meet with operators, as needed, to prevent this situation from affecting its performance.

Special attention will be placed on the allocation of resources within the Rail Investigations Branch in order to optimize the return on investment. We will also ensure that our response plan for major rail occurrences is updated.

Furthermore, the TSB anticipates that approximately 25 per cent of its railway investigators will retire within three to five years, which means it must also provide for the training needs of new investigators. To deal with these issues, we will maintain strict control over the training plans for new Rail Investigations Branch recruits and ensure appropriate learning opportunities.

Air Investigations

Program Activity: Air Investigations
Human Resources (FTEs) and Planned Spending ($ thousands)
2010-2011 2011-2012 2012-2013
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
100 12,780 100 12,732 100 12,669
Program Activity Expected Results Performance Indicators Targets
Improved productivity while conducting investigations on the selected occurrences Number of investigation reports published Publication of 50 investigation reports
  Mean time for completing investigation reports Mean time for completing investigation reports is 457 days
Increased effectiveness of safety communications Number of safety communications issued To be determined
  Results of Board assessment of responses to recommendations over a 10-year period To be determined

Planning Highlights

Transport Canada regulations require companies operating in the aviation industry to put safety management systems (SMS) in place in order to detect safety risks before a failure occurs. In 2010-2011, the implementation of SMS will become an international requirement. While Transport Canada is responsible for determining whether the SMS put in place by operators are appropriate, the TSB must be able to take into account SMS when investigating occurrences. The Air Investigations Branch will therefore have to ensure all its employees sufficiently understand SMS and are able to align investigations with this new operational environment.

Also, despite upcoming retirements, the TSB will need to ensure it can maintain its capacity to conduct air investigations. It will do so by recruiting and training new staff members and ensuring that current TSB employees transfer their knowledge prior to retiring and the Air Manual of Investigation Operations is continuously updated.

Internal Services

Program Activity: Internal Services
Human Resources (FTEs) and Planned Spending ($ thousands)
2010-2011 2011-2012 2012-2013
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
57 6,642 57 6,623 57 6,597
Program Activity Expected Results Performance Indicators Targets
Strengthening Management Practices Continuous improvement in ratings for the individual areas of management of the Treasury Board Secretariat's Management Accountability Framework (MAF) assessment Address any issues from MAF round VII

Planning Highlights

A particular challenge faced by the Internal Services program activity is maintaining a knowledgeable and qualified workforce. Most positions are "one deep", that is, there is only one person responsible for a specific task or function within the organization. As a result, vacancies have a significant impact on the TSB's Internal Services. An additional challenge includes staying current with new requirements in Treasury Board policies and directives.

Over the course of the year, the TSB will have to work to maintain adequate human and financial resources in its Corporate Services Branch, particularly to meet current government-wide requirements and to ensure the continued delivery of quality services to its clients. Thus, the Branch will continue its efforts to stabilize and strengthen its capacity to deliver internal services, and to enhance staff knowledge. Efforts will be made to develop and update policies, review and streamline internal procedures, document internal service standards and complete the work leading to the implementation of an electronic records management system to reduce the administrative burden and improve efficiency.

The TSB was assessed as part of the Treasury Board Secretariat's Round VII of the Management Accountability Framework assessments. Efforts will therefore be made in 2010-2011 to address any issues stemming from the assessment results.