ARCHIVED - Transportation Safety Board of Canada - Report

• Previous Page
• Table of Contents
• Next Page

This page has been archived.

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 involve the conduct of safety investigations in the following four transportation sectors:

• Marine
• Pipeline
• Rail
• Air

Within each program activity, personnel conduct independent safety investigations into selected transportation occurrences. They identify causes and contributing factors, assess risks to the system, make 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 engineering and technical fields, macro‑analysis, human performance and communications. The activities of the Board, Communications and Legal Services are an integral component of the program activities of the four transportation modes. Their financial and human resources are therefore presented within those activities.

The Internal Services program activity also contributes to the achievement of TSB’s strategic outcome. This program activity includes the functions and resources required to support the needs of the program activities of the four transportation modes and to meet the department’s corporate obligations in areas such as human resources, finance, administration, information management and information technology.

2.3    Benefits for Canadians

The TSB exists as an independent investigation authority with the sole goal of advancing transportation safety. Since its inception in 1990, the TSB has conducted thousands of investigations across the modes for which it is responsible.

The TSB is one of many Canadian and foreign organizations involved in improving transportation safety nationally and internationally. Because it has no formal authority to regulate, direct or enforce specific actions, the TSB can only succeed in fulfilling its strategic outcome through the actions of others. Operating at arm’s length from other federal departments involved in the transportation field, the Board must present its findings and recommendations in such a manner that others feel compelled to act. This implies ongoing dialogue, information sharing and strategic coordination with organizations such as Transport Canada, the National Energy Board and the Canadian Coast Guard. The TSB must engage industry and foreign regulatory organizations in a similar fashion. Through various means, the TSB must present compelling arguments that will convince these “agents of change" to take action in response to identified safety deficiencies.

As one of the world leaders in its field, the TSB regularly shares its investigation techniques, methodologies and tools. For example, the Recorder Analysis and Playback System (RAPS), originally developed by the TSB for decoding, analyzing and creating the animations of flight recorder data, is being used in more than 10 countries to aid in safety investigations. Similarly, the TSB has contributed to the training of safety investigators from numerous countries, either by integrating foreign investigators into its in-house training programs or by sending senior staff to teach abroad. The TSB also shares data and reports with sister organizations, in addition to participating in international working groups and studies to advance transportation safety.

Through its contacts with regulators, manufacturers and other investigative authorities, findings from TSB investigations have led to numerous improvements in operational practices, equipment design and regulations throughout all sectors of the marine, pipeline, rail and aviation industries. These efforts have also established Canada as a leader in transportation safety around the world and contributed to our country’s economic and social well-being.

2.4     Planning Highlights

The following tables present the expected results, key performance indicators and targets for each of the TSB’s program activities for 2011-12. 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.

One of the key performance indicators for the four program activities is whether action has been taken by change agents to substantially reduce the deficiencies noted in the TSB recommendations. Currently, only 69% of the TSB’s recommendations are assessed as having a fully satisfactory response. More action is clearly required by change agents. The TSB has therefore set an overall target to achieve a fully satisfactory status for 80% of the recommendations issued since the TSB’s creation, by 2016-17. The organization as a whole will strive to achieve this ambitious target. Over the coming year, individual targets will be set for each program activity based upon the number of recommendations issued in each transportation mode and their respective current starting point. It should be noted that the TSB has no control or authority over the change agents and the actions they take in response to its recommendations. However, this performance indicator is a good measure of the TSB’s ability to influence other organizations and compel them to implement safety actions. 

2.4.1 Marine Investigations

Program Activity: Marine Investigations

Human Resources (FTEs) and Planned Spending ($ thousands)
2011–12		2012–13		2013–14
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
42	5,428	42	5,380	42	5,380

Program Activity Expected Results	Performance Indicators	Targets
Improved productivity while conducting investigations on selected occurrences	Number of investigation reports published	10 reports
	Average time for completing investigation reports	460 days
Increased effectiveness of safety communications	Percentage of responses to recommendations  assessed as fully satisfactory  (since 1990) 2	Increase by 3%

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. The TSB will continue to reinforce the rigorous implementation of its investigation methodology at all stages of the investigation process in order to ensure the quality of its investigations and products. A strategic workload management approach will be used to continue to improve marine investigation productivity in 2011-12. We will also maintain on-going 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 have the right people and business processes in place. To this end, we will complete the streamlining of our processes and finish updating our Marine Manual of Investigation Operations. We will also continue to invest in the training and development of our investigators.

The reputation and public perception of the TSB 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, it still needs to be revised in light of lessons learned from recent investigations. In addition, as a result of increased traffic and recent occurrences in the Arctic, the Marine Branch will be developing strategic partnerships with other agencies to better respond to occurrences in that region. This review has already begun and should be completed during the course of this fiscal year.

2.4.2 Pipeline Investigations

Program Activity: Pipeline Investigations

Human Resources (FTEs) and Planned Spending ($ thousands)
2011–12		2012–13		2013–14
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
4	530	4	525	4	525

Program Activity Expected Results	Performance Indicators	Targets
Improved productivity while conducting investigations on selected occurrences	Number of investigation reports published	1 report
	Average time for completing investigation reports	450 days
Increased effectiveness of safety communications	Percentage of responses to recommendations assessed as fully satisfactory (since 1990) 3	Increase by 10%

Planning Highlights

The 2009 transfer of the Alberta provincial network to federal jurisdiction added 23,500 km of pipeline and related installations to the 62,000 km already under federal jurisdiction in Canada. This resulted in an increase of 55% in the number of pipeline occurrences reported to the TSB from 2008 (89) to 2010 (138). The TSB was able to manage the workload resulting from this increase through operational efficiencies. However, should the workload continue to increase, strategies will have to be put in place to mitigate the impact of any capacity shortfall. This includes streamlining resources with the rail investigators who have received additional training to assist with pipeline investigations.

2.4.3 Rail Investigations

Program Activity: Rail Investigations

Human Resources (FTEs) and Planned Spending ($ thousands)
2011–12		2012–13		2013–14
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
36	4,778	36	4,736	36	4,736

Program Activity Expected Results	Performance Indicators	Targets
Improved productivity while conducting investigations on selected occurrences	Number of investigation reports published	13 reports
	Average time for completing investigation reports	470 days
Increased effectiveness of safety communications	Percentage of responses to recommendations assessed as fully satisfactory (since 1990) 4	Increase by 2%

Planning Highlights

Railway companies continue to have heightened sensitivity surrounding their liability related to property and environmental damage resulting from accidents. This focus on litigation has resulted in additional complexities during the conduct of some investigations. The TSB continues to monitor this situation closely and to meet with operators, as needed, to prevent this situation from affecting its operational effectiveness. It also continues to maintain an open dialogue with the regulator and industry on accident trends, in particular on those related to the Watchlist.

Close attention will continue to be placed on the management of resources in order to maintain and optimize operational capacity and meet performance targets. We will do so by recruiting and training new staff on a timely basis and ensuring that current employees transfer their knowledge prior to retirement. However, this is challenging in light of the forecasted staff retirements, recruitment difficulties and increased level of activity required for improving effectiveness of rail safety communications.

2.4.4 Air Investigations

Program Activity: Air Investigations

Human Resources (FTEs) and Planned Spending ($ thousands)
2011–12		2012–13		2013–14
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
100	13,291	100	13,057	100	13,057

Program Activity Expected Results	Performance Indicators	Targets
Improved productivity while conducting investigations on selected occurrences	Number of investigation reports published	50 reports
	Average time for completing investigation reports	450 days
Increased effectiveness of safety communications	Percentage of responses to recommendations assessed as fully satisfactory (since 1990) 5	Increase by 2%

Planning Highlights

The Air Branch has issued hundreds of safety communications since its establishment over 20 years ago. It is a challenge to process, track and coordinate these safety communications both internally and with other international agencies. The Branch needs to implement more efficient ways of managing safety communications.

The use of unmanned aerial vehicles is becoming more frequent in the airspace over Canada. The Air Manual of Investigation Operations needs to be revised to reflect investigation procedures and policies when dealing with occurrences involving this type of aircraft.

Also, in light of 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 by ensuring that current TSB employees transfer their knowledge prior to retiring. The Air Manual of Investigation Operations will also be updated on a regular basis.

2.4.5 Internal Services

Program Activity: Internal Services

Human Resources (FTEs) and Planned Spending ($ thousands)
2011–12		2012–13		2013–14
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
53	6,599	53	6,430	53	6,430

Program Activity Expected Results	Performance Indicators	Targets
Strengthening Management Practices	Continuous improvement in ratings for the individual areas of management within the Treasury Board Secretariat’s Management Accountability Framework (MAF) assessment	Acceptable rating in all assessment areas.

Planning Highlights

The TSB was assessed as part of Treasury Board Secretariat’s Round VII of the Management Accountability Framework assessments, the results of which were released in 2010-11. The observations relating to TSB’s management capacity are positive overall.  In total, for the fifteen Areas of Management against which the organization was assessed, it received fourteen "acceptable" and one "opportunity for improvement" rating, which was in the area relating to the utility of the corporate performance framework.   During the current fiscal year, the TSB will approach Treasury Board Secretariat with proposed amendments to its Strategic Outcome, Program Activities and its Performance Management Framework so that these can be incorporated in its Report on Plans and Priorities for 2012‑13. 

Another priority identified by the Corporate Services Branch for 2011-12 is to review and update its information management strategy in light of the recent Treasury Board policies and directives in this area.  As part of improved information management, the TSB intends to implement an electronic records management system on a pilot basis and to invest in upgrades to the technology behind its investigation databases.  The TSB will also develop a formal investment plan by April 1, 2012, as required by the Treasury Board Policy on Investment Planning – Assets and Acquired Services.

The capacity of Corporate Services to implement its priorities will depend directly on the availability of human and financial resources.  Many positions within this branch are "one deep". In other words, there is only one person responsible for a specific task or function within the organization.  As a result, vacancies have a significant impact on service delivery.  Due to a shortage of experienced specialists in areas such as human resources, finance and contracting, across the public service, the TSB must compete with other departments and agencies for these resources.  Over the course of the year, the Corporate Services Branch will work to maintain adequate human and financial resources particularly to meet current government-wide requirements and to ensure the continued delivery of quality services to its clients.

• Previous Page
• Table of Contents
• Next Page