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SECTION I - OVERVIEW

1.1 Minister's Message

As Canada's Minister of Transport, Infrastructure and Communities, I am pleased to present Transport Canada's 2008‑2009 Report on Plans and Priorities, which outlines the department's corporate direction for the next three fiscal years.

Transport Canada is part of the Transport, Infrastructure and Communities portfolio, which supports a stronger economy, a cleaner environment and more prosperous, safer communities. A transportation system aligned with these goals is key to Canada's future success; an integrated approach to both policy and infrastructure decisions is the way forward.

This government has demonstrated a tremendous commitment to ensuring a seamless flow of people, goods and services across our corridors and through gateways. Our commitment can be measured with an unprecedented $33 billion Building Canada Plan coupled with its three gateway and corridor initiatives, the Asia-Pacific Gateway and Corridor Initiative, the Ontario-Quebec Continental Gateway and Trade Corridor and the Atlantic Gateway.

Transport Canada continues to develop policy and legislative frameworks aimed at improving transportation services through rules that foster competition, innovation and effective service for users. As an example, work will continue to finalize amendments to the Canada Marine Act, which will strengthen governance and provide Canada Port Authorities enhanced flexibility to respond to economic opportunities more quickly.

The traditional approach to safety and security of our transportation system is evolving into a more comprehensive approach of formal frameworks designed to integrate safety and security into the daily operations of transportation enterprises. Transport Canada will continue to work in partnership with industry to streamline regulations and implement safety and security management systems. The Department will also advance on a number of key security initiatives, including Air Cargo Security, implementing the CATSA Act Review Panel's Recommendations, the Marine Security Contribution Program and the Transit-Secure Program.

We must take a comprehensive view of our transportation system and be mindful of its environmental impacts. With the launch of key initiatives such as the ecoTRANSPORT Strategy, this Government is providing real leadership in fostering clean transportation. Recognizing the need to go beyond voluntary approaches to enforceable standards, on January 17, 2008, I announced consultations will begin on the country's first motor vehicle fuel consumption regulations for light duty vehicles. With these necessary steps, the government is moving forward to tackle emissions and other environmental impacts from the transportation sector.

As we look to the future and the challenges that lie ahead, Transport Canada is resolute in supporting and developing a transportation system that enhances our prosperity, security, safety, environment and our quality of life.

 

 

The Honourable Lawrence Cannon, P.C., M.P.
Minister of Transport, Infrastructure and Communities

1.2 Management Representation Statement

I submit for tabling in Parliament, the 2008 2009 Report on Plans and Priorities (RPP) for TRANSPORT CANADA. This document has been prepared based on the reporting principles contained in the Guide to the Preparation of Part III of the 2008-2009 Estimates: Reports on Plans and Priorities and Departmental Performance Reports. It adheres to the specific reporting requirements outlined in the Treasury Board Secretariat guidance; It is based on the department's Strategic Outcomes and Program Activity Architecture that were approved by the Treasury Board; It presents consistent, comprehensive, balanced and reliable information; It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it; and It reports finances based on approved planned spending numbers from the Treasury Board of Canada Secretariat. _________________________________________ Name: Louis Ranger Title: Deputy Minister of Transport, Infrastructure and Communities

1.3 Departmental Overview

1.3.1 Raison d'être

Transport Canada is responsible for the transportation policies and programs set by the Government of Canada. The department works to ensure that all parts of the transportation system work effectively and in an integrated manner.

OUR VISION

A transportation system in Canada that is recognized worldwide
as safe and secure, efficient and environmentally responsible

Our vision of a sustainable transportation system - one that integrates and finds the right balance among social, economic and environmental objectives - is guided by the following principles:

• Highest practicable 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.

OUR MISSION

To serve the public interest through the promotion of a safe and secure, efficient
and environmentally responsible transportation system in Canada

To succeed in its mission, Transport Canada is committed to being a world‑leading organization that:

• Develops and implements effective policies, programs, and legislative and regulatory frameworks;

• Works in partnership with other governments, industry and stakeholders;

• Is recognized as a progressive, effective and accountable organization; and

• Sustains a healthy and productive work environment that values professional excellence, teamwork, open communication, diversity, continuous learning and mutual respect.

LEGISLATIVE MANDATE

In Canada, all three levels of government have some responsibility for the country's transportation system. In support of its VisionandMission, Transport Canada delivers its programs and services under numerous legislative and constutitional authorities.

Some of the legislation governing Transport Canada: Department of Transport Act Canada Transportation Act Aeronautics Act Canada Marine Act Canada Shipping Act, 2001 Arctic Waters Pollution Prevention Act Pilotage Act Navigable Waters Protection Act Railway Safety Act Transportation of Dangerous Goods Act, 1992 Motor Vehicle Safety Act Canadian Air Transport Security Authority Act Marine Transportation Security Act Safe Containers Convention Act Public Safety Act, 2000 International Bridges and Tunnels Act

 

1.3.2 Transition: Governance, Planning and Reporting

The Treasury Board Secretariat Management Resources and Results Structures (MRRS) Policy objectives include establishing a government-wide approach to the collection, management and public reporting of performance information. The department has realized that its current Program Activity Architecture (PAA) is not allowing it to benefit fully from the MRRS Policy objectives. Therefore, Transport Canada will embark on the renewal of its PAA to strengthen its ability to allocate resources, monitor results achieved and realign spending to the highest priority programs in support of Government of Canada priorities. The PAA re-design along with a new Performance Management Framework will be completed during the 2008-2009 fiscal year and will serve as the architecture upon which to base the 2009-2010 planning cycle.

Understanding that a solid PAA is the backbone to effective planning and reporting, the department is also focusing on strengthening its Business Planning function to be results-based and ensure that pertinent and timely information is available in an integrated and efficient manner so that horizontal linkages across the organization are more easily identified.

In 2007, Transport Canada conducted an in-depth review of the funding, relevance and performance of all its programs and spending to ensure results and value for money, from programs that are a priority for Canadians. The results of this Strategic Review were submitted to Treasury Board last fall, for subsequent review by Cabinet. The results of this Review will be reflected in future reporting to Parliament.

1.3.3 Transport, Infrastructure and Communities Portfolio

Since the Portfolio was established in February 2006, steps have been taken to maximize synergies and increase coordination of activities. Since August 2006, the Portfolio has been managed by a single deputy minister. A joint committee of the two departments was also established to support the Government of Canada's new Building Canada Plan. This committee is key to integrating the Portfolio's components, and will continue its work over the coming year. Measures will be taken to bring together expertise in support of efforts that are now more integrated.

 

The new portfolio is a response to many of the challenges facing Canada, notably the modernization of public infrastructure, environmental viability, and sustainable growth. These challenges are priorities for the Government of Canada and will continue to guide much of the Portfolio's work.

As a nation whose exports are so critical to economic growth and prosperity, the infrastructure that provides gateways to foreign markets is especially important to Canada. Significant commitments for federal investments in transportation and other infrastructure were made in Budget 2007, and later reinforced in the Speech from the Throne with a commitment to establish a plan to make funding frameworks long-term and predictable.

The TIC Portfolio is also moving forward on measures and actions in the areas of:

Sustainable infrastructure - Continuing to work towards fully implementing Building Canada -- the Government of Canada's new infrastructure plan that commits an unprecedented $33 billion over seven years for long-term, stable and predictable federal funding for infrastructure;

Gateways and trade corridors - Implementing the Asia‑Pacific Gateway and Corridor Initiative, the National Framework for Gateways and Trade Corridors, the Gateways and Border Crossings Fund, and Memoranda of Understanding with the Ontario and Quebec provincial governments on the Ontario-Quebec Continental Gateway and Trade Corridor and with the four Atlantic Provinces on an Atlantic Gateway;

Strong communities - Implementing initiatives under the ecoTRANSPORT Strategy in support of a clean environment and an enhanced quality of life; and,

Transportation security - Continuing to strengthen Canada's transportation security regime through various enhancements and government-wide initiatives such as Air Cargo Security, implementing the Canadian Air Transport Security Authority Act (CATSA Act) Review Panel's Recommendations, the Aviation Security Regulatory Review, the Passenger Protect Program, the Marine Security Initiatives and the Transit-Secure Program, in collaboration with other federal government departments, other countries and international organizations, labour organizations, industry and other stakeholders.

The TIC portfolio will work with the provinces, territories, municipalities and others to increase the capacity, efficiency and environmental sustainability of our transportation system and to renew public infrastructure, these being key components of community development.

 

1.3.4 Organization Information

At Transport Canada headquarters, four Assistant Deputy Ministers - Policy, Programs, Corporate Services, Safety and Security - and an Associate Deputy Minister report to the Deputy Minister, in addition to Corporate Management, comprised of the Communications Group and Departmental General Counsel. Five Regional Directors General - Atlantic, Quebec, Ontario, Prairie and Northern, and Pacific - also report directly to the Deputy Minister. Each of these organizational heads is accountable for the management of his/her organization and for the delivery of results associated to the program activities as set out in the Program Activity Architecture.

 

 

1.3.5 Program Activity Architecture (PAA) Crosswalk

2008-2009
($ thousands)	Transportation Policy Development and Infrastructure Programs	Transportation Safety and Security	Sustainable Transportation Development and the Environment
Policies, Programs and Infrastructure in support of a market-based framework	521,681
Policies, Rulemaking, Monitoring and Outreach in support of a safe and secure transportation system		612,696
Policies and Programs in support of Sustainable Development			201,931

Transport Canada modified the program activity titles only. This change has no impact on financial resources allocated to each program activity.

 

1.3.6 Voted and Statutory Items listed in Main Estimates

2008‑2009
Vote or Statutory Item	Truncated vote or Statutory Wording	Main Estimates 2008‑2009 ($ thousands)	Main Estimates 2007‑2008 ($ thousands)
1	Operating expenditures[1]	315,257	318,413
5	Capital expenditures	78,248	73,260
10	Grants and contributions	471,691	313,145
(S)	Minister of Transport, Infrastructure and Communities - salary and motor car allowance	76	75
(S)	Payments to Canadian National Railway Company in respect of the termination of the collection of tolls on the Victoria Bridge, Montreal and for the rehabilitation work on the roadway portion of the Bridge	3,300	3,300
(S)	Contributions to employee benefit plans	66,965	68,658
(S)	Payments in respect of St. Lawrence Seaway agreements	41,900	26,900
(S)	Northumberland Strait Crossing subsidy payment	54,897	55,276
	Total Department	1,032,334	859,027

Due to rounding, columns may not add to total shown.

(S): Staturory

¹Transport Canada receives funding from the Search and Rescue New Initiatives Fund administered by the National Search and Rescue Secretariat to manage programs that contribute to search and rescue in Canada. This funding will total $207,752 in 2008-2009.

1.3.7 Departmental Planned Spending and Full Time Equivalents

($ thousands)	Forecast Spending 2007‑20081	Planned Spending 2008‑20092	Planned Spending 2009‑2010	Planned Spending 2010‑2011
Transportation Policy Development and Infrastructure Programs	373,872	513,321	420,266	413,493
Transportation Safety and Security	592,623	662,534	578,251	542,600
Sustainable Transportation Development and the Environment	160,238	202,079	82,789	65,199
Budgetary main estimates (gross)	1,126,734	1,377,934	1,081,306	1,021,292
Less: Respendable revenue 3	373,066	345,600	331,930	350,282
Total Main Estimates	753,668	1,032,334	749,376	671,010
Adjustments:
Transportation Policy Development and Infrastructure Programs
Quebec Rail Bridge	-	10,000	5,000	5,000
Economic Policy Framework for Airports in Canada - to fund costs of appeals for CTA	-	(375)	(375)	(375)
Mountain Pine Beetle - Supporting Transportation Infrastructure	-	44,000	-	-
New Architecture for Infrastructure Support - Gateways and Border Crossing Funds	-	224,135	348,949	400,949
Asia Pacific Gateway Corridor Initiative	-	9,714	142,264	93,364
Windsor Border Team	-	4,531	3,541	-
Communities - Strategic Infrastructure - Budget 2003. Nova Scotia Highway	-	45	45	45
Communities - Strategic Infrastructure - Budget 2003.Brampton BRT	-	130	125	125
Communities - Strategic Infrastructure - Budget 2003. Mississauga BRT	-	56	48	46
Capital Carryforward (December 2007)	-	3,663	-	-
Divestiture of Mirabel Airport Lands	-	8,075	2,842	-
Total Adjustments	-	303,974	502,439	499,154
Total Planned Spending	753,668	1,336,308	1,251,815	1,170,164
Total Planned Spending
Less : Non‑Respendable revenue3	33,960	33,960	33,960	33,960
Plus: Cost of services received without charge4	65,362	66,585	62,226	61,898
Total Departmental Spending	785,070	1,368,933	1,280,081	1,198,102

Full Time Equivalents

5,110

5,155

5,035

4,999

Due to rounding, columns may not add to total shown

The decrease in the planned spending over the three‑year period is mainly due to the fact that many new initiatives and changes to on-going programs are planned to occur in the 2008-2009 fiscal year with less impact in the following two years. New initiatives include: ecoAUTO Rebate Program, ecoTRANSPORT Strategy initiatives and the implementation of the Health of Oceans program. Offsetting these new initiatives are the following programs or contributions which are winding down: the Strategic Highway Infrastructure Program, Marine Security Contribution Program, the Passenger Rail and Urban Transit Security and contribution agreement between the Government of Quebec and the National Capital Commission for certain Outaouais roads.

1. Reflects best forecast of planned spending to the end of the fiscal year based on actual information at December 31, 2007.

2. The planned spending amounts represent the sum of the Main Estimates and the adjustments planned for each fiscal year.

3. For more details, refer to Electronic Tables- Sources of Respendable and Non‑Respendable Revenueat http://www.tbs-sct.gc.ca/rpp/2008-2009/info/info-eng.asp.

4. For more details, refer to Electronic Tables - Services Received Without Chargeat http://www.tbs-sct.gc.ca/rpp/2008-2009/info/info-eng.asp.

 

1.3.8 Summary Information

Transport Canada is committed to delivering results to Canadians and has established three strategic outcomes that support the federal government's overall agenda:

 

 

Transport Canada is largely funded from the operating vote, with authority to spend revenue received during the year. Some of the department's programs are managed through grants and contributions. Transport Canada is held to the terms and conditions set out in each individual grant or contribution. The department also manages capital investments in accordance with an approved Long-Term Investment Plan.

Financial Resources ($ thousands)
2008‑2009	2009‑2010	2010‑2011
1,336,308	1,251,815	1,170,164

 

Human Resources (Full time equivalents)
2008‑2009	2009‑2010	2010‑2011
5,155	5,035	4,999

 

Departmental Program Priorities
Name	Type
Market‑based policy framework	Ongoing
Infrastructure, gateways and trade corridors	Ongoing
Innovation	Ongoing
Strengthened security policies and programs	Ongoing
Streamlined regulations	Ongoing
Safety and security management systems	Ongoing
Climate change and clean air	Ongoing
Environmental assessment	Ongoing

 

1.3.9 Program Activity by Strategic Outcome

Strategic Outcome: An efficient transportation system that contributes to Canada's economic growth and trade objectives
Program Activity	Expected Results	Planned Spending ($ thousands)			Contributes to the following priorities
		2008-2009	2009-2010	2010-2011
Transportation Policy Development and Infrastructure Programs	Long-term sustainable funding and accountability framework for transportation infrastructure Strengthened Canadian competitiveness in international markets Legislative and policy frameworks that support free market forces with government intervention targeted to situations where market forces are insufficient	521,681	640,304	612,404	Market-based policy framework Infrastructure, gateways and trade corridors Innovation Climate change and clean air
Strategic Outcome: A safe and secure transportation system that contributes to Canada's social development and security objectives
Transportation Safety and Security	Continuous improvement in transportation safety and security Public confidence in Canadian transportation safety and security	612,696	528,769	492,648	Safety and security management systems Streamlined regulations Strengthened security policies and programs
Strategic Outcome: An environmentally responsible transportation system that contributes to Canada's sustainable development objectives
Sustainable Transportation Development and the Environment	Increased environmental sustainability of Canada's transportation system and Transport Canada operations	201,931	82,742	65,112	Climate change and clean air Environmental assessment

 

1.4 Departmental Plans and Priorities

1.4.1 Program Priorities

Transport Canada's vision of a sustainable transportation system - one that integrates and seeks the correct balance among social, economic and environmental objectives - is based on three strategic outcomes: an efficient transportation system that contributes to Canada's economic growth and trade objectives; a safe and secure transportation system that contributes to Canada's social development and security objectives; and an environmentally responsible transportation system that contributes to Canada's sustainable development objectives.

These strategic outcomes are articulated in the following eight program priorities:

• Market‑based policy framework

• Infrastructure, gateways and trade corridors

• Innovation

• Strengthened security policies and programs

• Streamlined regulations

• Safety and security management systems

• Climate change and clean air

• Environmental assessment

The market-based policy framework, infrastructure, gateways and trade corridors and innovation programs contribute significantly to 4 of the 13 Government of Canada strategic outcomes, namely A Prosperous Canada through Global Commerce, Strong Economic Growth, Fair and secure marketplace, and An innovative and knowledge-based economy.

Transport Canada continues to develop policy and legislative frameworks with the purpose of continued improvement of transportation services through rules that allow transportation activities to adapt, innovate, remain competitive and serves the public. As an example, work continues on a new Canada Airports Act aimed at strengthening governance, transparency and accountability at the major Canadian airports.

Canada's strong economic growth and competitive success in the global marketplace, relies on a modern, integrated and efficient transportation system. Transport Canada is responsible for the implementation of the Gateways and Border Crossings Fund and the Asia-Pacific Gateway and Corridor Initiative, components of the $33 billion Building Canada Plan. In addition, Transport will work closely with Infrastructure Canada on the implementation of the transportation components of the Building Canada Fund and the Provincial/Territorial Base Funding Initiative.

Innovation is key to Transport Canada's objectives and, in particular, to reconciling the three strategic outcomes of the Department's vision of a sustainable transportation system by providing a foundation of knowledge and technology to support enhanced system performance. Moreover, Transport Canada will continue to accelerate research, development, deployment and integration of Intelligent Transportation Systems.

The Transportation Safety and Security Program encompasses policies, rulemaking, monitoring and enforcement, and outreach in support of a safe, secure and environmentally responsible transportation system. For the 2008-2009 planning horizon, the focus is on three priorities: strengthened security policies and programs that address emerging issues in the security environment of Canadian and international transportation; streamlined regulations that support the Government's commitment to protect and advance the public interest through a more effective, efficient and accountable regulatory system; and safety and security management systems (SMS/SeMS) that are designed to effect a cultural shift toward systematic understanding and management of risk and threats for both industry and Transport Canada.

Sustainable Transportation Development and the Environment seeks to increase the environmental sustainability of Canada's transportation system and Transport Canada operations. It also aims to increase awareness and encourage Canadians to make more sustainable transportation choices. The contribution programs are complex and managed through a risk-based approach, with effective monitoring and ongoing review. The priorities of climate change and clean air and environmental assessment contribute to the achievement of an environmentally responsible transportation system that contributes to Canada's sustainable development objectives. Climate change and clean air priorities include policies and programs designed to reduce greenhouse gas emissions, and improve air quality by addressing smog, particulate matter and other air pollution issues that adversely affect the health of Canadians. Environmental assessment ensure that departmental policies, programs and projects take environmental impacts into consideration at the planning stage.

As depicted in the diagram below, departmental program activities support the eight program priorities that, in an integrated manner, support more than one strategic outcome[2].

Program activities
Transportation Safety and Security	Transportation Policy Development and Infrastructure Programs	Sustainable Transportation Development and the Environment

Safe & Secure - A safe and secure transportation system that contributes to Canada's social development and security objectives.
Efficient - an efficient transportation system that contributes to Canada's economic growth and trade objectives.

_______________________________

Environmentally responsible - An environmentally responsible transportation system that contributes to Canada's sustainable development objectives

 

1.4.2 Management Priorities

Transport Canada's management priorities have been developed in the context of two key considerations: the completion of commitments made in the previous Report on Plans and Priorities, and internal and external assessments using the Management Accountability Framework elements for the identification of opportunities to improve the management practices within the department.

Management priorities for 2008-2009 will build on past achievements and will continue to strengthen management capacity in the areas of people, values and ethics, governance and stewardship.

People

During the past year, Transport Canada has realized many successes from its initial implementation of the Public Service Modernization Act. As a result, in 2008-2009, there will be department wide educational endeavours leading to greater emphasis on corporate and interdepartmental proactive staffing solutions. In addition, Transport Canada's ongoing support to the Clerk of the Privy Council's Public Service Renewal Action Plan will be recognized through enhanced post-secondary recruitment commitments, increased learning/development and retention efforts, especially within professional and technical occupations. Strengthening Human Resources (HR) infrastructure through the development and rollout of numerous enabling tools, HR community capacity building and improving departmental recognition programs, will also be targeted.

Improvement to Transport Canada's learning system infrastructure will result in the integration of legacy systems, and will also facilitate the management of learning plans including the ability to track completion rates and improve the correlation between planned and actual training.

Significant progress has resulted from the preparation of consistent HR plans within each directorate and region. In 2007-2008, the department completed an integrated Transport Canada HR Plan. This Plan will further identify the corporate issues across the organization, introduce a learning management strategy, and permit integration of business goals in 2008-2009 for proactive staffing plans, learning plans and organizational change strategies within the Regions and Groups. Further improvements to the Human Resource Management Information System will result in more effective processes and the ability to effectively implement HR Plans.

The department will ensure that linguistic duality is well respected in Transport Canada in order to continue to offer Canadians high quality services in the language of their choice and to strengthen leadership (among executives, managers and supervisors) to promote the use of both official languages in bilingual regions.

Diversity will remain a priority at Transport Canada for 2008-2009. A new three-year action plan (2007- 2010) was implemented in 2007-08. This plan will move towards the integration of other important themes (official languages, values and ethics, etc.) leading to corporate culture of true inclusion and integration. This assimilation will be pursued through a People Management Conference in the Fall 2008, aimed at middle managers. This conference will focus on tools and information for managers to meet their HR responsibilities in areas such as Diversity, Official Languages, Learning, Values and Ethics.

Performance Indicators An enhanced HR Results Measurement Framework that accurately captures expected results and actual results achieved Increased departmental focus on people with enhanced corporate measurement and reporting support Progress made against initiatives in the new Diversity Action Plan

Values and Ethics

Having put in place a governance structure for Values and Ethics in 2007-2008, Transport Canada will intensify and expand this initiative in 2008, to ensure that the Public Service Values and Ethics are integrated into management practices and are reflected in employee behaviour and the department's organizational culture. The department will extensively promote a new one-stop approach to the provision of values and ethics advisory services and develop and introduce a Values and Ethics Awareness and Learning Strategy.

Transport Canada will initiate work on the development of a Transport Canada Code of Conduct. This internal Code of Conduct will be built and inspired by the future Public Service Code of Conduct and will also address the inherent values and ethics issues that are unique to Transport Canada.

With the coming into force across the public sector of the Public Servants Disclosure Protection Act (PSDPA) as amended by the Federal Accountability Act, Transport Canada will ensure that employees become familiar with the new legislation, its objectives and the protection it affords employees. Continuing close collaboration with the Canada Public Service Agency (CPSA), Transport Canada will ensure employees are aware of their rights and responsibilities under the PSDPA by disseminating communication materials, participating in information sessions and encouraging participation in CPSA sponsored online courses to be offered by the Canada School of Public Service.

By the end of fiscal year 2008-2009, Transport Canada expects to strengthen its oversight capacity in values and ethics and to establish the department's values and ethics priorities.

Performance Indicators A work plan and initial consultations for the development of an internal Code of Conduct for Transport Canada. Progress towards integrating Public Service Values and Ethics into management practices Progress towards the introduction of a Value and Ethics Awareness and Learning Strategy

Governance and Stewardship

As previously mentioned, fiscal year 2008-2009 will be a year of transition due to the Program Activity Architecture re-design, Integrated Planning initiative and implementation of Strategic Review decisions. Transport Canada will assess results based on the following performance indicators.

Performance Indicators A Program Activity Architecture, which clearly articulates key departmental programs that support attainment of its Strategic Outcomes and align to the Government of Canada priorities An enhanced Performance Measurement Framework that accurately captures the department's Program Activity's expected results and actual results achieved A strengthened planning and reporting function that supports effective decision-making, priority setting and resource allocation at all levels

 

1.4.3. Our Co‑delivery Partners

Transport Canada works in cooperation with hundreds of other organizations with an interest in transportation issues.

Other federal organizations - whose programs and services may be affected by transportation activities. For example: Agriculture and Agri‑Food Canada, Canada Border Services Agency, Canadian Environmental Assessment Agency, Canadian Food Inspection Agency, Canada Port Authorities, Canadian Air Transport Security Authority, Canadian Nuclear Safety Commission, Canadian Security Intelligence Service, Canadian Transportation Agency, Transportation Appeal Tribunal of Canada, Environment Canada, Fisheries and Oceans Canada/Canadian Coast Guard, Foreign Affairs and International Trade, Health Canada, Indian and Northern Affairs Canada, Industry Canada (e.g. Competition Bureau), Infrastructure Canada, Justice Canada, National Defence, National Energy Board, National Research Council of Canada, Natural Resources Canada, Pilotage authorities, Public Safety Canada, Public Works and Government Services Canada, Royal Canadian Mounted Police, Services Canada, Transportation Safety Board and Western Economic Diversification Canada.

Provincial, territorial and municipal governments -particularly investments in infrastructure, the development of urban transportation systems, the development of strategic gateway and trade corridor strategies and promotion and enforcement of road safety and recreational boating, as well as the co‑delivery of the Transportation of Dangerous Goods program.

Academic Institutions - Canadian universities, colleges and training institutions involved in policy research, research and development (R&D), training and education programs to build Canada's R&D knowledge base and functional and operational capacity with respect to transportation.

Transportation sector industries - all of which count on the fair application of regulations and the development of policies to enhance the safety, security, efficiency and environmental responsibility of the transportation system. For example: air carriers (e.g. Air Canada, WestJet), airports, trucking and bus companies, Algoma Central Marine, Canadian National Railway Company, Canada Steamship Lines, Canadian Pacific Rail Company, NAV CANADA, Shipping Federation of Canada, Canada's oil spill response organizations regional advisory councils, railway operators, urban transit operators and VIA Rail.

Agencies and associations - with a vested interest in the transportation infrastructure, regulatory regime, safety and labour force issues. For example: Air Transport Association of Canada, Association du transport urbain du Québec, Association of Canadian Port Authorities, Association of International Automobile Manufacturers of Canada, Association of Regional Railways of Canada, Association québécoise de transport et des routes, BC Chamber of Commerce, Canada Safety Council, Canadian Association of Fire Chiefs Inc., Canadian Association of Petroleum Producers, Canadian Airports Council, Canadian Bus Association, Canadian Business Aviation Association, Canadian Chemical Producers' Association, Canadian Council of Motor Transport Administrators, Canadian Ferry Operators Association, Canadian Manufacturers of Aviation Equipment, Canadian Marine Advisory Council, Canadian Marine Manufacturers Association, Canadian Maritime Law Association, Canadian Owners and Pilots Association, Canadian Ship Owners Association, Canadian State Air Operators Association, Canadian Transportation Accident Investigation and Safety Board of Canada, Canadian Trucking Alliance, Canadian Urban Transit Association, Canadian Vehicle Manufacturers Association, Chamber of Maritime Commerce, Council of Marine Carriers, CP Rail, Federation of Canadian Municipalities, Intelligent Transportation Systems Society of Canada, Operation Lifesaver, Railway Association of Canada, Shipping Federation of Canada, St. Lawrence Economic Development Council, St. Lawrence Ship‑operators Association, Standards Council of Canada, Transportation Appeal Tribunal of Canada, Transportation Association of Canada, Transportation of Dangerous Goods General Policy Advisory Council, Vehicle Manufacturers Associations and Unions, Western Transportation Advisory Council and various transportation sector councils.

International organizations- to share information and harmonize transportation regulations. For example: American Public Transportation Association, Arctic Council, Asia‑Pacific Economic Co‑operation, Centre de documentation de recherche et d'expérimentations sur les pollutions accidentelles des eaux (Cedre) France, European Conference of Ministers of Transport/International Transportation Forum, European Joint Airworthiness Authorities, Group of Eight (G8), International Air Transport Association, International Atomic Energy Agency, International Transportation Forum, International Civil Aviation Organization, International Labour Organization, International Maritime Organization, International Oil Pollution Compensation Fund, International Working Group on Land Transport Security, North American Aviation Trilateral, North Atlantic Treaty Organisation, Organization for Economic Cooperation and Development, Organization of American States, United Nations (UN) Sub‑committee of Experts on the Transport of Dangerous Goods, UN Economic Commission of Europe Global World Forum for Harmonization of Vehicle Regulations, UN Commission on International Trade Law, European Civil Aviation Conference, World Trade Organization, and the World Health Organization.

Other governments- to advance bilateral interests with counterparts in other countries including a number of US federal agencies. For example: National Highway Traffic Safety Administration, U.S. Federal Aviation Administration, U.S. Federal Emergency Management Agency, U.S. Federal Highway Administration, U.S. Federal Railway Administration and U.S. Transportation Security Administration.

 

1.4.4 Challenges and Opportunities

Transportation has always been synonymous with opportunity in Canada - connecting workers with jobs; products with markets; and travelers with destinations. As a small, open economy, dependent on trade, Canada's future success will be determined in large measure by our ability to move goods and people reliably and efficiently along global supply chains. While the US remains Canada's largest trading partner, emerging economies in China, India and Southeast Asia now represent significant opportunities for Canadian products and services.

To maximize the efficiency and productivity of the national transportation system, the Government of Canada needs to take a comprehensive, integrated systems approach that would combine innovative policies with new sources of targeted funding. One of the most significant and concrete examples of how the Government of Canada is implementing such an approach to transportation is the Asia-Pacific Gateway and Corridor Initiative. This initiative is comprised of integrated investment and policy measures to advance the capacity and efficiency of the Asia-Pacific Gateway and Corridor, and Canada's ability to benefit from 21^st century realities such as China's rapid economic growth.

The necessary "systems" approach requires federal leadership. A new generation of framework policies can bring a coherent approach to interconnected investment, policy, regulatory and legislative issues, and ensure that these various instruments are deployed in ways that are mutually reinforcing. The National Framework for Strategic Gateways and Trade Corridors is a crucial national policy instrument that guides future identification and development of strategic gateways and trade corridors supporting significant trade volumes.

Developing national gateway and trade corridors requires a high level of coordination of efforts, between governments and between the public and private sectors, and a rigorous process for identifying strategic priorities. Transport Canada has entered into Memoranda of Understanding with Ontario and Quebec and the Atlantic Provinces to bring an appropriate integrated, intergovernmental focus to the development of an Ontario-Quebec Continental Gateway and Trade Corridor and an Atlantic Gateway Strategy respectively. Transport Canada and its partners in both gateway initiatives recognize that active participation of the private sector is essential to the success of the development of the gateway strategies, and will be working with stakeholders to devisesolutions that will contribute to Canada's economic prosperity and global competitiveness and the sustainable development of the country's strategic and integrated transportation network.

Rail transportation contributes to national competitiveness through its role in the development of strategic North American gateways and trade corridors. The department is increasingly focusing attention, with others in the public and private sectors, in examining challenges associated with transportation capacity to meet ever‑increasing trade growth. Providing passenger rail services, including to those in remote areas of the country, is also a continuing area of interest for the department.

Trucking is the common mode for most forms of freight integration. Trucking shares the highways, urban streets and border crossings with all other traffic where volumes are highest. Consequently, trucking is a major beneficiary of policies and investments that support strategic gateways, efficient trade corridors and the modal transfer points that are essential to make them work.

The air industry has always had a strong international as well as domestic dimension. Competitiveness and access to opportunities are as important as addressing the domestic public good through the availability of services on reasonable terms. The federal role with respect to this largely privatized sector of transportation is to ensure the public good through implementation of appropriate economic policy and legislative frameworks, while facilitating service opportunities in a rapidly changing global environment. Issues in the near term include: re-introduction of a Canada Airports Act; continued implementation of the international air policy, Blue Sky, including negotiation of a plurilateral air agreement with the European Union; and participation in domestic and global deliberations related to aviation emissions.

Transport Canada recognizes a more connected world offers the country enormous opportunities, it also obliges the department to set in motion processes which would ensure a safe and secure transportation system. In 2007, Transport Canada released Moving Forward - Changing the safety and security culture - A strategic direction for safety and security management which outlines the direction the department will take to make progress on enhancing the safety and security culture in transportation organizations. Applying a more comprehensive approach to safety and security, the department developed a long-term strategic framework. Securing an Open Society: Canada's National Security Policy provides a blueprint for action on national security issues, including actions in the transportation sector. The policy recognizes that everyone has a role to play in public safety and security by emphasizing the essential nature of collaboration.

Transport Canada will also continue to develop an enhanced, integrated multi-modal transportation security program to support the Vancouver-Whistler 2010 Olympic and Paralympic Games. This work will include developing a transportation concept of operations to ensure that the aviation, marine, rail and urban transit systems in the area of interest operate in a safe, secure and efficient manner for the Games period. Transport Canada's planning for this significant world event is being coordinated at both the headquarters and regional levels.

Security is a global issue and global cooperation involving Canada and other nations is imperative. The department represents the Government of Canada abroad in international transportation security matters, seeking to ensure international cooperation by coordinating, liaising and supporting the Government of Canada's foreign policyobjectives. In addition, through its Intelligence Assessment programs Transport Canada works in cooperation with the Canadian intelligence community and foreign partners to collect and analyze intelligence about security threats to all modes of transportation.

The federal government believes that an effective regulatory framework is vitally linked to ensuring a sustainable, efficient transportation system. Recognizing this, the department's Cabinet Directive on Streamlining Regulation is being implemented at all stages of the regulatory lifecycle-development, implementation, evaluation, and review. Rigorous and thorough consultation processes have helped to ensure that upcoming reforms associated with key Acts will result in rules that reflect the needs and concerns of both industry and the public. Streamlined regulations will ensure that only regulations that are essential to safety and security are in place and assessments will be made through performance measures and management frameworks.

A key challenge for the Government of Canada is to ensure that federal spending on infrastructure has maximum impact. The Federal Science and Technology Mobilizing Science and Technology to Canada's Advantagereleased in 2007 underscores the importance of innovation to advance Canada's long-term economic and social advantage. Together with advanced policy research, strategically targeted R&D is critical to the planning and delivery of a safe, secure and efficient transportation infrastructure system that responds to current needs while strategically positioning Canada for successful participation in the global marketplace.

Improving economic competitiveness and enhanced viability of Canadian cities and communities requires action on the environmental impacts of transportation. The transportation sector recognizes that increased transport activity and the modernization of our transportation infrastructure calls for an environmentally sustainable approach. Sustainable transportation policies should systematically integrate environmental considerations, recognizing that Canadians' health and their social and economic well-being are fundamentally linked to the quality of the environment. Public transit plays an increasingly important role in reducing congestion and promoting more environmentally sustainable transportation in our cities and communities. Effective and efficient public transit can assist in optimizing urban transportation systems, thus facilitating economic and population growth.

Globalization of trade and transportation is an important context for Canada's attention to improved competitiveness. Transport Canada must therefore continue to develop new policies and programs to support a high-quality, modern transportation infrastructure that allows goods and people to move safely, efficiently and in a manner that is environmentally responsible. This is essential to Canada's long-term economic prosperity and quality of life.

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