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Section 2: Analysis of Program Activities
2.1 Strategic Outcome
The risks to the safety of the transportation safety are reduced.
The TSB's sole strategic outcome is to reduce the risks to the safety of the transportation system. This mandate is fulfilled by conducting independent investigations into selected transportation occurrences to identify the causes and contributing factors and the safety deficiencies evidenced by these occurrences. The TSB then communicates these deficiencies and/or 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 occurrences in or over Canada that fall under federal jurisdiction. The TSB reports separately on each of these four key program activities:
- Air Investigations
- Marine Investigations
- Rail Investigations
- Pipeline Investigations
The following sections present a description, the expected results, key performance indicators and targets for each of the TSB's program activities for 2012–13. 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.
For this year's Report on Plans and Priorities, the TSB has revised and expanded its performance indicators for all program activities. However, the key performance indicator remains the response of change agents to TSB recommendations. Currently, 71% of the responses to the TSB's recommendations are assessed as fully satisfactory, while the organization is striving to achieve an overall rate of 80% by 2016–17. 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 still a good measure of the TSB's ability to influence other organizations and compel them to implement safety actions.
2.2 Air Investigations
Description
Under the Air Investigations program activity, the TSB conducts independent investigations into selected air transportation occurrences in or over Canada and in certain circumstances internationally, to identify causes and contributing factors. This program includes the publication of investigation reports, the formulation of recommendations to improve safety, the communication of safety information, the conduct of outreach activities to advocate for changes, and the follow–up on responses to recommendations. The Air Investigations program activity also includes the fulfillment of Canada's obligations related to transportation safety as required by the International Civil Aviation Organization. This program is governed by the Canadian Transportation Accident Investigation and Safety Board Act, the Transportation Safety Board Regulations, and Annex 13 of the Convention on International Civil Aviation.
Resources
The two tables below show the total planned spending and FTEs in the Air Investigations program activity for 2012–13 and the next two fiscal years.
| 2012–13 | 2013–14 | 2014–15 |
|---|---|---|
| 14, 354 | 14,046 | 14,070 |
| 2012–13 | 2013–14 | 2014–15 |
|---|---|---|
| 99 | 99 | 99 |
* Full–time equivalents
Expected Results and Performance Indicators
The following table shows the expected results along with the associated performance indicators and targets for the Air Investigations program activity.
| Program Activity Expected Results |
Performance Indicators | Targets |
|---|---|---|
| Safety deficiencies are communicated | Average number of days for completing investigation reports | 450 days |
| Percentage of investigation reports completed within the published target time | 75% by March 31, 2014 | |
| Stakeholders effect changes/take safety actions | Percentage of responses to recommendations assessed as fully satisfactory (since TSB's creation) | 65% by March 31, 2014 |
| Average number of years recommendations have been outstanding | 7 years by March 31, 2014 | |
| Safety deficiencies are addressed | Percentage of safety advisories on which safety actions have been taken | TBD(*) |
| Number of key safety issues removed from the TSB Watchlist | 5 by March 31, 2015 |
* During 2012–13, the TSB will review its approach for communicating safety advisories and assessing safety actions in order to effectively establish a target.
2.2.1 Planning Highlights
The TSB faces significant challenges in achieving the published performance targets for the Air Investigations program activity. Over the past two years there has been little progress in removing key aviation safety issues from the TSB Watchlist. Progress on the TSB recommendations is very slow due to the complexity of the regulatory process, the need to harmonize standards with other countries, and the lack of buy–in from some industry stakeholders.
The TSB also faces challenges in achieving the performance target of communicating aviation safety deficiencies in a timely manner. The time required to complete air investigations is complicated by the involvement of various stakeholders who must be interviewed and consulted, including, at times, international stakeholders who require adequate time to review the draft reports. The complexity of the investigations often requires laboratory analysis/testing, which can also be time–consuming. Additionally, the efficiency of this work is influenced by peaks in the number of transportation occurrences.
The Air Investigations Branch maintains solid human resource management strategies and currently has a full complement of qualified air investigators. However, many investigators are eligible for retirement and effective succession planning will remain a priority for 2012–13.
2.3 Maritime Investigations
Description
Under the Marine Investigations program activity, the TSB conducts independent investigations into selected marine transportation occurrences in Canada, and in certain circumstances internationally to identify causes and contributing factors. This program includes the publication of investigation reports, the formulation of recommendations to improve safety, the communication of safety information, outreach activities to advocate for change, and the follow–up on responses to recommendations. The Marine Investigations program activity also includes the fulfillment of some of Canada's obligations related to transportation safety as required by the International Maritime Organization. This program is governed by the Canadian Transportation Accident Investigation and Safety Board Act, the Transportation Safety Board Regulations, and the Casualty Investigation Code of the International Maritime Organization.
Resources
The two tables below show the total planned spending and FTEs in the Marine Investigations program activity for 2012–13 and the next two fiscal years.
| 2012–13 | 2013–14 | 2014–15 |
|---|---|---|
| 4,534 | 4,453 | 4,461 |
| 2012–13 | 2013–14 | 2014–15 |
|---|---|---|
| 43 | 43 | 43 |
* Full–time equivalents
Expected Results and Performance Indicators
The following table shows the expected results along with the associated performance indicators and targets for the Marine Investigations program activity.
| Program Activity Expected Results |
Performance Indicators | Targets |
|---|---|---|
| Safety deficiencies are communicated | Average number of days for completing investigation reports | 450 days |
| Percentage of investigation reports completed within the published target time | 75% by March 31, 2014 | |
| Stakeholders effect changes/take safety actions | Percentage of responses to recommendations assessed as fully satisfactory (since TSB's creation) | 80% by March 31, 2014 |
| Average number of years recommendations have been outstanding | 7 years by March 31, 2014 | |
| Safety deficiencies are addressed | Percentage of safety advisories on which safety actions have been taken | TBD(*) |
| Number of key safety issues removed from the TSB Watchlist | 4 by March 31, 2015 |
* During 2012–13, the TSB will review its approach for communicating safety advisories and assessing safety actions in order to effectively establish a target.
2.3.1 Planning Highlights
Good progress has been made towards the achievement of the performance targets of the Marine Investigations program activity. Progress is being made on the TSB Marine Watchlist issues. A few more recommendations have been assessed as fully satisfactory and it is anticipated that Transport Canada's new Fishing Vessel Safety Regulations will further increase this in the next couple years.
Progress has been made in the time to communicate safety advisories, but the TSB continues to face challenges in reducing the number of days required to complete an investigation. It is anticipated that the average time required to complete a report will be reduced in 2012–13, mainly due to the completion of two longstanding reports that were complex and required multiple engagement with various stakeholders.
The TSB Marine Investigations Branch has experienced ongoing challenges in attracting, recruiting and retaining qualified investigators. However, it anticipates being fully staffed by the beginning of 2012–13 which will help achieving the various performance targets.
2.4 Rail Investigations
Description
Under the Rail Investigations program activity, the TSB conducts independent investigations into selected rail transportation occurrences to identify causes and contributing factors. This program includes the publication of investigation reports, the formulation of recommendations to improve safety, the communication of safety information, undertaking outreach activities to advocate for change, and the follow–up on responses to recommendations. The Rail Investigations program activity also includes the provision of assistance, upon request, to the provinces for the investigation of short–line railway occurrences under provincial jurisdiction. This program is governed by the Canadian Transportation Accident Investigation and Safety Board Act and the Transportation Safety Board Regulations.
Resources
The two tables below show the planned total spending and planned FTEs for the Rail Investigations program activity for 2012–13 and the next two fiscal years.
| 2012–13 | 2013–14 | 2014–15 |
|---|---|---|
| 4,670 | 4,584 | 4,593 |
| 2012–13 | 2013–14 | 2014–15 |
|---|---|---|
| 37 | 37 | 37 |
*Full–time equivalents
Expected Results and Performance Indicators
The following table shows the expected results along with the associated performance indicators and targets for the Rail Investigations program activity.
| Program Activity Expected Results |
Performance Indicators | Targets |
|---|---|---|
| Safety deficiencies are communicated | Average number of days for completing investigation reports | 460 days |
| Percentage of investigation reports completed within the published target time | 75% by March 31, 2014 | |
| Stakeholders effect changes/take safety actions | Percentage of responses to recommendations assessed as fully satisfactory (since TSB's creation) | 87% by March 31, 2014 |
| Average number of years recommendations have been outstanding | 7 years by March 31, 2014 | |
| Safety deficiencies are addressed | Percentage of safety advisories on which safety actions have been taken | TBD(*) |
| Number of key safety issues removed from the TSB Watchlist | 4 by March 31, 2015 |
* During 2012–13, the TSB will review its approach for communicating safety advisories and assessing safety actions in order to effectively establish a target.
2.4.1 Planning Highlights
Very good progress has already been made towards achieving the performance targets set for the Rail Investigations program activity. Since the release of the Watchlist in March 2010, four out of five Watchlist–related Rail recommendations have become fully satisfactory. The primary challenge with respect to achieving the targets is to encourage the regulator to prioritize and develop specific programs and related regulations to focus on the remaining recommendations and Watchlist issues. Industry buy–in is also key to the successful mitigation of residual safety risks.
Progress has been made towards ensuring that the timeliness targets for safety communications are achieved. The Rail Branch will continue to manage its investigation process rigorously. Through effective coordination within the investigation team, early development of the sequence of events and early identification of safety deficiencies, concise, focused reports should be completed in a timely manner. It is therefore anticipated that further progress can be achieved in 2012–13 in order to bring the timeliness of investigations more in line with the results of the other modes.
The Rail Investigations Division currently has a full complement of qualified investigators. However, as approximately 20% of the Rail staff will be eligible to retire within 24 months, there will be a renewed effort to review and update the Human Resources plans.
2.5 Pipeline Investigations
Description
Under the Pipeline Investigations program activity, the TSB conducts independent investigations into selected pipeline occurrences under federal jurisdiction within Canada to identify causes and contributing factors. This program also includes the publication of investigation reports, the formulation of recommendations to improve safety, the communication of safety information, undertaking outreach activities to advocate for change, and the follow–up on responses to recommendations. This program is governed by the Canadian Transportation Accident Investigation and Safety Board Act and the Transportation Safety Board Regulations.
Resources
The two tables below show the total planned spending and FTEs for the Pipeline Investigations program activity for 2012–13 and the next two fiscal years.
| 2012–13 | 2013–14 | 2014–15 |
|---|---|---|
| 482 | 474 | 474 |
| 2012–13 | 2013–14 | 2014–15 |
|---|---|---|
| 4 | 4 | 4 |
*Full–time equivalents
Expected Results and Performance Indicators
The following table shows the expected results along with the associated performance indicators and targets for the Pipeline Investigations program activity.
| Program Activity Expected Results |
Performance Indicators | Targets |
|---|---|---|
| Safety deficiencies are communicated | Average number of days for completing investigation reports | 450 days |
| Percentage of investigation reports completed within the published target time | 75% by March 31, 2014 | |
| Stakeholders effect changes/take safety actions | Percentage of responses to recommendations assessed as fully satisfactory (since TSB's creation) | 95% by March 31, 2014 |
| Average number of years recommendations have been outstanding | 7 years by March 31, 2014 | |
| Safety deficiencies are addressed | Percentage of safety advisories on which safety actions have been taken | TBD(*) |
* During 2012–13, the TSB will review its approach for communicating safety advisories and assessing safety actions in order to effectively establish a target.
2.5.1 Planning Highlights
The performance targets for the Pipeline Investigations program activity have already been achieved. At this time, there are no remaining active Pipeline recommendations, as all have been assessed as fully satisfactory.
The TSB has been successful in ensuring the timeliness targets of its safety communications and anticipates being able to continue meeting the targets through careful and effective management of resources.
The Pipeline Investigations Division is currently going through a renewal cycle due to the retirement of investigators. New staff has been recruited and training/knowledge transfer is progressing well.
2.6 Internal Services
Description
The Internal Services program activity includes the functions and resources required to support the needs of the operational program activities associated with the four transportation modes, as well as to meet the department 's corporate obligations. These activities are coordinated by the Corporate Services Branch and include the services relating to: human resources management; financial management; information management; information technology; corporate planning and reporting; procurement; materiel management and other administrative services.
Resources
The two tables below show the total planned spending and FTEs for the Internal Services program activity for 2012–13 and the next two fiscal years.
| 2012–13 | 2013–14 | 2014–15 |
|---|---|---|
| 7,205 | 6,858 | 6,867 |
| 2012–13 | 2013–14 | 2014–15 |
|---|---|---|
| 52 | 52 | 52 |
*Full–time equivalents
Expected Results and Performance Indicators
The following table shows the expected results along with the associated performance indicators and targets for the Internal Services program activity.
| Program Activity Expected Results |
Performance Indicators | Targets |
|---|---|---|
| Effective support to program delivery | Provision of effective and efficient support services | Not applicable |
| Strengthened Management Practices |
Continuous improvement in ratings for the individual areas of management of the Treasury Board Secretariat's Management Accountability Framework (MAF) Assessment |
Acceptable rating or above received in all areas |
|
Continuous improvement in ratings from the Public Service Commission's assessment of the TSB's Departmental Staffing Accountability Report and the PSC's audit of TSB staffing |
Acceptable rating or above received in all areas | |
| Effective financial management to ensure corporate commitments towards spending restraint are met without significant impact on the operations | Corporate commitments are met |
2.6.1 Planning Highlights
The TSB is scheduled to be assessed in 2012–13 against the Treasury Board Secretariat's Management Accountability Framework. The TSB performed well in its last MAF assessment in 2009–10, receiving fourteen "acceptable" and one "opportunity for improvement" ratings. The department has made progress in improving the utility of the corporate performance framework (the one noted area of weakness). It has improved the descriptions of its strategic outcome and program activities and expanded its performance measurement indicators in this Report on Plans and Priorities.
In 2011–12, the Public Service Commission (PSC) audited the TSB's staffing activities as part of its scheduled cyclical audits of departments. The results of this audit are scheduled to be released during 2012–13. The TSB will review the Public Service Commission findings and take appropriate corrective actions where required. Additionally, the department will continue to review and action any recommendations from the PSC's annual assessment of the TSB's Departmental Staffing Accountability Report.
An important element in the planning cycle for 2012–13 is that the TSB is prepared for a possible reduction in its funding to be announced in Budget 2012. A reduction in funding will require more effective financial management in order to ensure that savings are achieved without significantly impacting on the delivery of the TSB's mandate. A particular focus will also be placed on finding efficiencies in the delivery of internal services.
An ongoing priority for Corporate Services in 2012–13 is to improve the tools and guidance with respect to information management. Three initiatives are planned for the year: the identification of information resources of business value, the implementation of an electronic records and data management system on a pilot basis and the modernization of the Marine database that captures occurrence information.
The Corporate Services Branch will continue to monitor offerings of shared administrative services and the centralization of certain informatics services during 2012–13. While there are many benefits to centralized services, the TSB is concerned that the cost of these services may exceed the department's current costs and create further pressures on the operating budget.