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Chair's Message
At the TSB, our mandate is clear: to advance transportation safety for all Canadians in all four federally regulated modes of transportation. Whether it's a commercial airliner on its way from St. John's to Toronto, a small fishing vessel off the coast of Vancouver Island, a multi–car train winding its way through the Rockies, or a pipeline carrying natural gas to a sub–station outside Montreal, our goal remains the same: to keep Canadians safe by investigating accidents, identifying the causes and safety deficiencies, and reporting publicly on what we learn.
Finding out what happened is often easier said than done, and doing it well relies on the work of a team: people with world–class expertise in a broad range of fields—pilots, engineers, statisticians, writers, analysts, computer programmers, and human–factors experts—to name just a few. Those people know that their job is about more than writing reports; it's about real–world safety. That's a big responsibility, and it's why we're always striving to do more, and to do it better.
This year, we're pleased by the progress we've made in several key areas. More of our recommendations have been assessed as “Fully Satisfactory,”
raising our total to a record high. In the marine mode, for example, progress has been made with respect to the carriage of voyage data recorders. The rail mode, meanwhile, has seen improved track safety rules, procedures for
monitoring components on railway equipment, advancements in safety management systems, and improved processes to recognize workload at rail traffic control centres. More, however, remains to be done in aviation, where our recommendations continue to languish.
The next year will see us place continued emphasis on four key areas: strengthening our organizational readiness, improving our information and data management, making sure Canadians know who we are and what we're doing, and advocating for more safety action. Those are all big challenges, and doing so in the current environment of fiscal prudence will make them even more difficult. However at the TSB, we've never shied away from challenges. That determination, in fact, is part of what has made us successful, and why people have been able to count on us for so long: because we will always be there, advancing safety for all Canadians, whether it's along our railways, our pipelines, in our waters or in our skies.
Section 1: Organizational Overview
1.1 Raison d'être
The Transportation Safety Board of Canada (TSB) is an independent agency created in 1990 by an Act of Parliament (Canadian Transportation Accident Investigation and Safety Board Act). It operates at arm's length from other government departments and agencies to ensure that there are no real or perceived conflicts of interest.
The TSB's sole objective is to advance transportation safety. This mandate is fulfilled by conducting independent investigations into selected transportation occurrences. The purpose of these investigations is to identify the causes and contributing factors and the safety deficiencies evidenced by an occurrence. The TSB then makes recommendations to improve safety and reduce or eliminate risks to people, property and the environment.
The jurisdiction of the TSB includes all aviation, marine, rail and pipeline transportation occurrences1 in or over Canada that fall under federal jurisdiction. The TSB may also represent Canadian interests in foreign investigations of transportation accidents involving Canadian registered, licensed or manufactured aircraft, ships or railway rolling stock. In addition, the TSB carries out some of Canada's obligations related to transportation safety at the International Civil Aviation Organization (ICAO) and the International Maritime Organization (IMO).
1.2 Responsibilities
The TSB exists as an independent investigation body 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 compels others 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 with foreign safety organizations by inviting them to participate in in–house training programs in the areas of investigation methodology and human and organizational factors. Under the terms of international agreements, the TSB also provides investigation assistance to foreign safety boards, such as decoding and analyzing flight recorder data or overseeing engine tear–downs. The TSB also shares data and reports with sister organizations, in addition to participating in international working groups and studies to advance transportation safety.
For more details on the TSB investigation process or the links between the TSB and other federal organizations visit the TSB website.
1.3 Strategic Outcome and Program Activity Architecture
The chart below illustrates the program activities framework that contributes to progress toward the TSB strategic outcome.
1.4 Organizational Priorities
The TSB Strategic Plan outlines the four strategic objectives and associated priorities that have been identified by senior management for 2011–12 to 2015–16 in order to achieve its strategic outcome. This plan provides the framework that guides the review of TSB's environment and the identification of the investments and activities for the current exercise.
| Priorities | Type * | Description |
|---|---|---|
|
Strengthened organizational readiness |
Ongoing | The TSB will continue to focus on strategic human resources management by investing in the training and development of its employees. In particular, the investigators training program will be reviewed and updated in 2012–13. |
| Priorities | Type * | Description |
|---|---|---|
| Improved information and data management | Ongoing |
The TSB will continue to enhance its information management processes and tools by
|
| Priorities | Type * | Description |
|---|---|---|
| Increased awareness of the TSB | Previously committed | The TSB will formalize its corporate communications framework and expand its communication activities to improve accessibility to its products and services. |
| Priorities | Type * | Description |
|---|---|---|
| Increased effectiveness of TSB products and services | Previously committed |
The TSB will endeavor to increase the uptake of recommendations and other safety communications by stakeholders by increasing awareness of the issues through:
|
* Type is defined as follows: previously committed to: committed to in the first or second fiscal year prior to the subject year of the report; and ongoing: committed to at least three fiscal years prior to the subject year of the Report on Plans and Priorities.
1.5 Risk Analysis
The TSB operates within the context of a very large and complex Canadian and international transportation system. The following strategic risks have been identified for 2012–13. Each of these risks represents a potential threat to the achievement of the department's strategic objectives.
Financial Restraints and Uncertainty
In Budget 2010 and Budget 2011, the Government announced restraints on departmental spending that required the TSB to closely manage its resources in order to continue to deliver on its mandate. Additional budget restraint measures may occur as part of Budget 2012. The TSB will continue to manage its operations as efficiently as possible to minimize the impact of budget reductions on its key operations.
Safeguarding, Retention and Retrieval of Information
The TSB's work is fundamentally reliant on the collection, retention, management and analysis of occurrence information. The TSB must therefore ensure that information is current, appropriately stored and readily accessible to employees. The TSB has an established Investigation Management System as well as a database application for each transportation mode in which investigation and occurrence information is collected and managed. The TSB must continue to enhance the processes, tools and technology in support of the management of its information resources to mitigate the risk of losing corporate knowledge.
Protection of Investigation Information
In recent years, there has been a greater push on the TSB to release privileged information such as on–board voice recordings and transcripts, as well as witness statements. The Canadian Transportation Accident Investigation Safety Board Act requires this information to be protected; however, this protection may be challenged for release under the Access to Information Act or through court proceedings. The perception that privileged information will be made available to the public or in court proceedings may affect witnesses' willingness to share information with the TSB and thus may compromise the effectiveness of its operations. In order to mitigate this risk, the TSB's position of restricting access to privileged information is being consistently maintained and defended when challenged.
Recruitment, Development and Maintenance of a Knowledge Workforce
The success of the TSB and its credibility depends largely on the expertise, professionalism and competence of its employees. Certain key positions at the TSB are “one deep”
which means that there is only one person responsible for a specific task. In
addition, some of these key positions also require strong managerial and technical skills. Therefore, ineffective recruitment, development and/or maintenance of the TSB's workforce may pose a significant risk to its success. The TSB is increasing its efforts to maintain its
knowledge base and technical expertise through effective training and development in order to mitigate this risk.
Challenges to our Credibility
Over the last few years, a number of TSB communications initiatives have raised the public's and stakeholders' awareness of the agency and its programs. The TSB has also undertaken some advocacy–type activities. While these communications have enabled the organization to influence key change agents in making improvements to transportation safety, they have also increased the TSB's visibility. Along with this increased visibility comes an increased risk that individuals or organizations could challenge the TSB's credibility. In order to mitigate this risk, the TSB is reviewing its communications framework to ensure it focuses its communications activities and provides adequate communications tools and training to employees.
Managing Media Expectations
Media expectations vis–à–vis the TSB are constantly evolving. The media want more information faster. Given the intense competition in the industry and the increasing use of social media, media outlets are constantly striving to beat their competitors with breaking news and by providing added value. This increase in media expectations creates challenges for the TSB's communication's capacity and a failure to meet these expectations risks affecting the TSB's credibility and reputation. To mitigate this risk, the TSB is developing a corporate communications strategy that will, inter alia, enhance the Department's media relations practices and Web presence, and use social media.
1.6 Planning Summary
Planned Spending and Planned FTEs
The two tables below show information on TSB's planned spending and planned FTEs for the next three fiscal years.
| 2012–13 | 2013–14 | 2014–15 |
|---|---|---|
| 31,245* | 30,415 | 30,465 |
* Planned spending for 2012–13 includes an estimated carry–forward of lapsed funds from 2011–12 in the amount of $925 thousand and $222 thousand expected to be received through Supplementary Estimates for signed collective agreements.
| 2012–13 | 2013–14 | 2014–15 |
|---|---|---|
| 235 | 235 | 235 |
* Full–time equivalents
| Performance Indicators | |||||
|---|---|---|---|---|---|
|
| Program Activity |
Forecast Spending* 2011–12 ($ thousands) |
Planned Spending * ($ thousands) |
Alignment to Government of Canada Outcome |
||
|---|---|---|---|---|---|
| 2012–13 | 2013–14 | 2014–15 | |||
| Air investigations | 14,971 | 14,354 | 14,046 | 14,070 | A safe and secure Canada |
| Rail investigations | 4,733 | 4,534 | 4,453 | 4,461 | A safe and secure Canada |
| Maritime investigations | 4,876 | 4,670 | 4,584 | 4,593 | A safe and secure Canada |
| Pipeline investigations | 505 | 482 | 474 | 474 | A safe and secure Canada |
| Total planned spending | 25,085 | 24,040 | 23,557 | 23,598 | A safe and secure Canada |
* Refer to the Expenditure Profile section for an analysis of the spending trend.
The following table shows the planned spending for the Internal Services program activity, which supports the needs of the four program activities outlined in the previous table.
| Program Activity |
Forecast Spending * 2011–12 ($ thousands) |
Planned Spending * ($ thousands) |
||
|---|---|---|---|---|
| 2012–13 | 2013–14 | 2014–15 | ||
| Internal Services | 7,354 | 7,205 | 6,858 | 6,867 |
| Total TSB planned spending | 32,439 | 31,245 | 30,415 | 30,465 |
* Refer to the Expenditure Profile section for an analysis of the spending trend.
1.7 Expenditure Profile
The figure below illustrates TSB's spending trend from 2008–09 to 2014–15.
For fiscal years 2008–09 to 2010–11, the spending amounts presented in the chart are actual results. The fiscal year 2010–11 spending was lower than prior years primarily as a result of reduced expenditures on salaries and related expenses due to employee turnover and a planned decrease in discretionary spending in response to restraint measures.
Spending for fiscal year 2011–12 is forecast at $32.4 million, based on total available authorities less an estimated lapse of $0.9 million. This year's forecast spending is unusually high due to $0.9 million in personnel costs for employees' optional cash–out of accumulated severance benefits under the provision of recently signed collective agreements with certain bargaining agents.
Fiscal year projected spending presented for 2012–13 includes funding to be received through Main Estimates, plus an estimated carry–forward of lapsed funds from 2011–12 and an estimate of amounts to be received through Supplementary Estimates for signed collective agreements. It does not include estimates of funding to be received for unsigned collective agreements or other transfers from Treasury Board that cannot be estimated.
Projected spending for fiscal years 2013–14 and 2014–15 is limited to funding anticipated to be received through Main Estimates and is therefore slightly underestimated because it does not include funding that may eventually be received through Supplementary Estimates, transfers from Treasury Board Votes 10, 15 and 30 and re–spendable revenues.
1.8 Estimates by Vote
For information on TSB appropriations, please see the 2012–13 Main Estimates publication.