ARCHIVED - RPP 2007-2008
Transport Canada

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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 2007-2008 Report on Plans and Priorities, which outlines the department's corporate direction for the next three fiscal years.

Today, in an era of swift moving global supply chains, transportation systems must connect us to a rapidly changing world. Safe, efficient, sustainable and secure transportation systems are essential for ensuring Canadians can benefit from globalization, as well as for strengthening our internal economic union.

On November 23, 2006, the Government of Canada presented Advantage Canada, a forward-looking plan. It recognizes that for Canada - a trade-dependent nation - to remain competitive, we must create world-class infrastructure that ensures the seamless flow of people, goods and services across our roads and bridges, through our ports and gateways, and via our public transit.

To this end, Budget 2006 committed more federal funding for infrastructure than ever before. A key objective of this funding will be to work with provinces and territories to improve the Core National Highway System. Yet money alone will not deliver maximum results in a fully integrated transportation system. The Government of Canada is also committing to provide leadership in long-term planning and policy development across all modes of transportation, between levels of government and among public and private sectors. This vision of policy and investment for nationally significant transportation systems will be advanced through the development of a National Framework for Gateways and Trade Corridors to guide future actions which, together with key initiatives such as Blue Skies, our new international air policy, will enhance Canada's economic prosperity and competitiveness.

The Government of Canada recognizes that now, more than ever before, a safe and secure transportation system is an essential element of a healthy and competitive economy. In collaboration with industry and other stakeholders, Transport Canada will continue developing new security policies and programs; as well as implementing the Government's Smart Regulation Initiative through innovative approaches like safety and security management systems.

Transportation issues are also at the heart of the environmental agenda that has emerged as one of the top priorities of the federal government.We cannot make a significant impact on Canada's greenhouse gases and pollution without taking serious steps to tackle the emissions and other environmental impacts from the transportation sector. Transport Canada's ongoing efforts to promote an environmentally responsible transportation system focus on three key program priorities: climate change and clean air, environmental assessment, and environmental protection and remediation.

These priorities impact on some of the most important issues facing Canada today - our prosperity, our security, our safety, our environment and our quality of life. The 2007-2008 Report on Plans and Priorities outlines Transport Canada's intended course of action to capitalize on the opportunities these priorities present.

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

1.2 Management Representation Statement

1.3 Transport, Infrastructure and Communities Portfolio

Transport Canada is part of the Transport, Infrastructure and Communities (TIC) portfolio created in February 2006. The portfolio also includes Infrastructure Canada and 16 Crown Corporations. Its responsibilities are displayed in the diagram below. Infrastructure Canada, the Canadian Transportation Agency and the Transportation Appeal Tribunal of Canada produce their own Reports on Plans and Priorities. The Crown corporations prepare their own annual corporate plans.

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. Following that decision, a joint committee of the two departments was established to make suggestions to the minister about how to structure the new infrastructure programs announced in Budget 2006. This committee is a key to integrating the portfolio's components, and it will continue its work by monitoring the programs over the coming year. Other measures will also be taken over the coming year 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 2006, and later reinforced in Advantage Canadawith 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 - Developing a framework for a long-term federal role in infrastructure and delivering infrastructure program funding;
   
• Gateways and trade corridors - The Asia-Pacific Gateway and Corridor Initiative and a National Framework for Gateways and Trade Corridors;
   
• Strong communities - Developing an ecoTransport Strategy in support of a clean environment and an enhanced quality of life; and
   
• Transportation security - The Transportation Security Action Plan and enhanced transportation security.

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

1.4 Departmental Overview

1.4.1 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 Vision and Mission, Transport Canada delivers its programs and services under numerous legislative and constitutional authorities.

Some of the legislation governing Transport Canada:

• Department of Transport Act
• Canada Transportation Act
• Aeronautics Act
• Canada Marine Act
• Canada Shipping Act
• Navigable Waters Protection Act
• Railway Safety Act
• Transportation of Dangerous Goods Act
• Motor Vehicle Safety Act
• Canadian Air Transport Security Authority Act
• Marine Transportation Security Act

1.4.2 Planning for Results

Transport Canada is committed to delivering results to Canadians.

STRATEGIC OUTCOMES

Transport Canada has established three strategic outcomes or ultimate results that support the federal government's overall agenda of providing for:

• A safe and secure transportation system that contributes to Canada's social development and security objectives;
   
• An efficient transportation system that contributes to Canada's economic growth and trade objectives; and
   
• An environmentally responsible transportation system that contributes to Canada's sustainable development objectives.

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 2007-08 will build on past achievements and will continue to strengthen management capacity in the areas of people, values and ethics, governance and stewardship, and accountability for Crown corporations.

People

During the past year, Transport Canada has realized many successes from its initial implementation of the Public Service Modernization Act, including departmental wide educational endeavours leading to emphasis on more corporate and proactive staffing solutions (e.g. collective staffing decisions). The recruitment and retention challenges, especially within professional and technical occupations, will be the key area of people focus in Transport Canada in years ahead. Building human capacity through numerous recruitment and development programs will impact most Directorates and regions.

Considerable achievements were also realized through educational and learning strategies provided throughout the Department. Full implementation of the Policy on Learning, Training and Development led to the successful knowledge validation of delegated managers within Transport Canada. Departmental leaders are leveraging the results of the Public Service Employee survey to engage staff and build strategies to enhance the work environment, while taking in account the input from its union representatives.

The departmental human resource dimension has shifted from a reactive past to one built on planning. Significant progress has resulted from the preparation of consistent Human Resource (HR) plans within each directorate and region. A complete and integrated Transport Canada HR plan will be published in 2007-08; further emphasizing the importance of meeting recruitment, retention and learning challenges, as well as the achievement of business goals. Human resource management business processes will dictate the use of the HR plans to develop proactive staffing plans, learning plans and organizational change strategies; within directorates. From a governance perspective, analysts and an improved Human Resource Information System within the Corporate HR directorate, dedicated to reporting results from HR planning departmentally on a series of performance measures, will support these processes corporately.

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 2007-08. A new three-year action plan (2007-10) will be implemented in the coming year. The new 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. We will also continue our efforts to increase our representation of visible minority persons.

Indicators of progress

• A departmental wide HR Plan, complete with resultant staffing, learning and organizational strategies and performance measures, published in 2007-08.
• Enhanced departmental people focus with corporate measurement and reporting support.
• Progress made against initiatives in the new Diversity Action Plan.

Values and Ethics

Transport Canada will introduce a comprehensive and integrated Values and Ethics Framework. The Framework will include a tailored governance structure integrating values and ethics operations and activities across the department. It will include a Risk Assessment Strategy for the identification of high-risk functions or areas, and a Work Plan for the mitigation of all inherent risks. By providing assessment tools and performance indicators, the framework will also enable results-oriented progress reporting on organizational performance related to values and ethics.

Along with the introduction of values and ethics risk assessment to the department, work will begin on a collaborative process with Unions and senior departmental officials to develop a Code of Conduct for Transport Canada. This internal code of conduct will be 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 and how it works, and become aware of its protections, by developing and implementing a comprehensive communication and learning strategy in coordination with the Public Service Human Resources Management Agency of Canada (PSHRMAC).

The ultimate objective is to strengthen Transport Canada's oversight capacity in values and ethics, and to establish the department's values and ethics priorities by the end of fiscal year 2007-08.

Indicators of progress

• A new governance structure within the department that contributes to a more comprehensive and integrated Values and Ethics Framework for the department.
• A work plan and initial consultations for the development of an internal Code of Conduct for Transport Canada.
• A communication plan and learning plan to raise awareness of the new disclosure legislation and how it works.

Governance and Stewardship

In 2006-07, Transport Canada worked on the first in a series of Comprehensive Reviews as part of the department's ongoing assessment of the effectiveness and efficiency of its programs and associated expenditures. The reviews are being conducted nationally and in two phases. Phase one is nearing completion, while phase two will commence in the spring of 2007-08. These reviews will serve to provide departmental senior executives with the information required to ensure that funds are allocated to the highest priorities and that Transport Canada is making the best possible investments in the areas that matter most to Canadians.

Important considerations in the conduct of these reviews are those measures introduced by the Government of Canada to facilitate reallocation of resources to the highest priorities: reforming procurement; strengthening and modernizing management practices; and improving accountabilities and promoting good governance.

Transport Canada is aiming to be more responsive, accountable and innovative by the end of the comprehensive review exercise by adopting more effective and efficient management systems in such areas as information technology, human resources and finance. Strengthening and modernizing Transport Canada's organizational processes benefits all Canadians and users of the transportation systems.

Indicators of progress

• Well-defined program activities, priorities, outcomes, outputs and performance measures.
• Opportunities identified for re-allocation of resources to the highest priorities.
• Identification of alternative program delivery options.

Accountability for Crown Corporations

On February 6, 2006, the Government of Canada created a new portfolio designated as Transport, Infrastructure and Communities. Within this new portfolio are 16 Crown corporations. Furthering the work started in 2005-06 to strengthen accountability in the governance of Crown corporations, Transport Canada will enhance its capacity to advise the minister on best practices for the oversight of such a large portfolio of Crown corporations.

Effective, competent and accountable Boards of Directors are essential to the prosperity of any corporation. It is expected that the pursuit of the following initiatives will add to the good governance of the Crown corporations in the Transport, Infrastructure and Communities portfolio:

• An annual letter of expectation from the Minister to Chairs of each Crown corporation within his portfolio that enunciates the broad policy objectives of the government and the expectation that the Crown corporations are to contribute to these objectives;
• An appointment process for Chairs, Chief Executive Officers (CEO) and Directors that is premised on the competency profiles required for each of the positions;
• A performance management program for CEOs that is aligned to performance objectives set out by the Minister in the letter of expectation for the Crown corporation;
• A review and adoption of codes of conduct of Crown corporations to ensure that they adequately reference stewardship accountabilities;
• The maintenance of an appropriate arms-length relationship between the Minister responsible for the Crown corporations and the members in charge of the day to day operations of the Crown corporations; and
• The voluntary reporting by the Crown corporations on their stewardship and performance results.

Indicators of progress

• An Office of Crown corporation Governance that provides expert advice and services to the Minister on good governance of the Crown corporations within his portfolio.
• The adoption of best practices with respect to good stewardship of Crown corporations.
• The continued evolution of competency profiles for the executive positions of all Crown corporations within the portfolio.
• A transparent and efficient appointment process for the filling of vacant Board positions that contributes to the effectiveness of Boards of Directors and the operation of the Crown corporations.

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: A safe and secure transportation system that contributes to Canada's social development and security objectives; An efficient transportation system that contributes to Canada's economic growth and trade objectives; An environmentally responsible transportation system that contributes to Canada's sustainable development objectives.

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

• Market-based policy framework

• Infrastructure, gateways and trade corridors

• Innovation

• New security policies and programs

• Smart regulation

• Safety and security management systems

• Climate change and clean air

• Environmental assessments
   
• Environmental protection and remediation

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

Program activities
Policies, rule-making, monitoring and outreach in support of a safe and secure transportation system	Policies, programs and infrastructure in support of a market-based framework	Policies and programs in support of sustainable development

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 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, Foreign Affairs and International Trade, Health Canada, Industry Canada (e.g. Competition Bureau), Infrastructure Canada, Justice Canada, National Defence, Natural Resources Canada, Pilotage authorities, Public Safety and Emergency Preparedness Canada, Public Works and Government Services Canada, Transportation Safety Board and Western Economic Diversification Canada.

Provincial, territorial and municipal governments -particularly concerning the development and maintenance of the highway system and enforcement of road safety, 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, training and education programs to build Canada's research and development 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 efficiency 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 and VIA Rail.

Agencies and associations - with a vested interest in the transportation infrastructure, regulatory regime and safety. For example: Air Transport Association of Canada, 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, 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 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, General Policy Advisory Council, 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, Vehicle Manufacturers Associations and Unions, and Western Transportation Advisory Council.

International organizations- to share information and harmonize transportation regulations. For example: Asia-Pacific Economic Co-operation, European Conference of Ministers of Transport, European Joint Airworthiness Authorities, International Atomic Energy Agency, International Civil Aviation Organization, International Labour Organization, International Maritime Organization, International Oil Pollution Compensation Fund, North Atlantic Treaty Organisation, National Highway Traffic Safety Administration, 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, World Road Association, 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 Summary Planned Spending

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 Capital Plan.

Financial Resources ($ thousands)

2007-08	2008-09	2009-10
$867,997	$737,716	$670,081

Human Resources (Full time equivalents/FTEs)

2007-08	2008-09	2009-10
5,090 FTEs	5,012 FTEs	4,902 FTEs

Note: Refer to Section III, Table 1, for explanation of variance over the three-year period.

Strategic Outcomes			Program Priorities	Type	Program Activities	Planning period			Government of Canada outcomes
						2007-08 Areas of Focus	Outputs	Expected Results
			New security policies and programs	1	Policies, rulemaking, monitoring and outreach in support of a safe and secure transportation system	Transportation Security Action Plan Passenger rail and public transit systems security The Security and Prosperity Partnership Implementation of new security clearance feature on the Seafarer Identity Document	New or enhanced transportation frameworks, security policies, legislation, regulations, guidelines and programs Contribution agreements Information shared with partners and stakeholders Modernized Seafarer Identity Document	Greater awareness, understanding cooperation of and compliance with transportation security systems Increased stakeholder ability to meet transportation security and emergency preparedness requirements	Safe and secure communities

 

Strategic Outcomes			Program Priorities	Type	Program Activities	Planning period			Government of Canada outcomes
						2007-08 Areas of Focus	Outputs	Expected Results
			Smart regulation	1	Policies, rulemaking, monitoring and outreach in support of a safe and secure transportation system Policies, programs and infrastructure in support of a market-based framework	Automotive telematics Aviation Safety Management Systems Canadian Business Aviation Association's (CBAA) Program Review Regulatory harmonization initiatives	Agreement with the automotive industry on telematic devices Performance-based aviation regulations Action plan to address CBAA's program review Reforms to the Transportation of Dangerous Goods Act, Canada Shipping Act, Motor Vehicle Safety Act Development of Canadian standards to implement the requirements of the UN intermediate bulk containers (IBCs), UN portable tanks and other UN means of containment to be adopted by the Transportation of Dangerous Goods Regulations	Increased flexibility and innovation opportunities for industry Regulations reflecting the needs and concerns of industry and the public Enhanced international standards and regulations when transporting dangerous goods, enhancing safety without hindering trade	Safe and secure communities A fair and secure market-place

 

Strategic Outcomes			Program Priorities	Type	Program Activities	Planning period			Government of Canada outcomes
						2007-08 Areas of Focus	Outputs	Expected Results
			Safety and security management systems	1	Policies, rulemaking, monitoring and outreach in support of a safe and secure transportation system Policies, programs and infrastructure in support of a market-based framework	Implementing safety and security management systems (SMS and SeMS) in aviation, rail and marine organizations	New aviation SMS regulations Regional information sessions Review of rail SMS regulations and guidance material Opportunities to use SMS and SeMS in marine safety and security sectors identified SMS/SeMS framework	Improved commitment by industry to adopt SMS/SeMS Enhanced awareness and safety culture in industry	Safe and secure communities A fair and secure market-place

 

Strategic Outcomes			Program Priorities	Type	Program Activities	Planning period			Government of Canada outcomes
						2007-08 Areas of Focus	Outputs	Expected Results
			Market-based policy framework	1	Policies, programs and infrastructure in support of a market-based framework	Amendments to the Canada Transportation Act Negotiations of operating and refurbishment agreements for the federal fleet of hopper cars with railways Liberalization of economic regulation of air industry Canada Airports Act Aviation War Risk Liability Program Marine Liability Act Reform of the Canada Pilotage Act Implementation of the Marine Simulator Contribution Program	New and amended acts and regulations Agreements Monitoring reports Program adjustments	Legislative framework that supports free market forces with government intervention targeted to situations where market forces are insufficient. A competitive and viable Canadian transportation sector To raise the degree to which Canadian seafarers meet a required standard at the time of certification	A fair and secure market-place

 

Strategic Outcomes			Program Priorities	Type	Program Activities	Planning period			Government of Canada outcomes
						2007-08 Areas of Focus	Outputs	Expected Results
			Infrastructure, gateways and trade corridors	1	Policies, Rulemaking, Monitoring and Outreach in support of a safe and secure transportation system Policies, Programs and Infrastructure in support of a market-based framework Policies and Programs in support of sustainable development	Asia-Pacific Gateway and Corridor Initiative National Policy Framework for Strategic Gateways and Trade Corridors Airport performance monitoring Infrastructure funding programs Domestic and international bridges Canada Marine Act amendments St. Lawrence Seaway infrastructure needs study Ridley Terminals Marine Atlantic long-term strategy International collaboration	Partnerships with provinces and stakeholders Agreements Frameworks Reports Legislative amendments Investment plans New governance regimes Regulations	Long-term sustainable funding and accountability framework for transportation infrastructure Increased investment in transportation infrastructure, including ITS Strengthened governance, transparency and accountability Strengthened Canadian competitiveness in international markets	Safe and secure communities A fair and secure market-place Strong economic growth

 

Strategic Outcomes			Program Priorities	Type	Program Activities	Planning period			Government of Canada outcomes
						2007-08 Areas of Focus	Outputs	Expected Results
			Innovation	1	Policies, Rulemaking, Monitoring and Outreach in support of a safe and secure transportation system Policies, Programs and Infrastructure in support of a market-based framework Policies and Programs in support of sustainable development	Full cost initiative Strategic research and development (R&D) Intelligent Transportation System (ITS) Plan for Canada Innovation and skills development	Analytical tools Strategy Funding Partnerships Reports Action plan Contribution Agreements Renewed ITS Plan	Highly skilled labour force Increased investment in transportation-related R&D, including ITS Deployment of ITS technologies to enhance Safety, security, efficiency and environmental sustainability of the Canadian transportation system of ITS Use of R&D results to enhance safety, security, efficiency and environmental sustainability of the Canadian transportation system	Safe and secure communities A Fair and secure market-place Strong economic growth

 

Strategic Outcomes			Program Priorities	Type	Program Activities	Planning period			Government of Canada outcomes
						2007-08 Areas of Focus	Outputs	Expected Results
			Climate change and clean air	1	Policies and Programs in support of sustainable development	Consultation with key stakeholders of regulations for the automobile industry under the Motor Vehicle Fuel Consumption Standards Act. Climate change and clear air programs Development of policy options in support of government environmental priorities. Joint MOU with TC, Environment Canada, Railway Association of Canada	Strategies Reports Showcases/ demonstrations Studies Enter in a joint MOU on Locomotive Emissions and Greenhouse Gases	Increased awareness of sustainable transportation choices and climate change impacts Increased ability for the public to make more sustainable transportation choices Reduction of emissions in the transportation sector	Strong economic growth

 

Strategic Outcomes			Program Priorities	Type	Program Activities	Planning period			Government of Canada outcomes
						2007-08 Areas of Focus	Outputs	Expected Results
			Environmental assessments	1	Policies, programs and infrastructure in support of a market-based framework Policies and programs in support of sustainable development	Environmental assessments for projects requiring approval under the Navigable Waters Protection Act Strategic Environmental assessment for departmental proposed policy, plans and programs.	Efficiency measures Implement the Interim Approach to scoping Implement the Interim Approach for Engaging with Aboriginal Peoples in the environmental assessment of project A minimum of one Strategic Environmental Assessment training session will be completed during the year	Improve use of departmental resource Advance sustainable development goal	A fair and secure market-place Strong economic growth

 

Strategic Outcomes			Program Priorities	Type	Program Activities	Planning period			Government of Canada outcomes
						2007-08 Areas of Focus	Outputs	Expected Results
			Environmental protection and remediation	1	Policies and programs in support of sustainable development	Collaborative research with international partners on environmental impacts of aviation Contaminated sites management Continue an aggressive program to increase effectiveness of National Aerial Surveillance Program	Peer-reviewed research papers and/or technological and operational improvements to reduce impacts Contaminated Sites Management Plan Second surveillance equipment installed and operational	Sustained growth of aviation while reducing environmental impacts Suspected contaminated sites are identified and high-risk sites are remediated/risk managed Reduced frequency of illegal pollution discharges from vessels Improved quality of the marine environment	Strong economic growth

Transport Canada's three strategic outcomes and program priorities support the following Government of Canada outcomes as it will be presented in the next Canada's Performance Report:

• Strong economic growth
   
• A fair and secure marketplace
   
• Safe and secure communities

This alignment ensures that transportation decisions continue to contribute to the success of the broader Government of Canada agenda. The programs and services offered by Transport Canada to Canadians aim to achieve results in partnership with the other departments, organizations and industry toward a strong economy, the protection of the environment, and the safety and security of Canadians.

1.5 Overall Planning Context

1.5.1 Challenges and Opportunities

Transportation has always been synonymous with opportunity in Canada - connecting workers with jobs; products with markets; and travelers with destinations. With one in three Canadian jobs depending on export performance, Canada is the most trade dependent country in the G8. As global commerce is increasingly driven by the rapid, reliable and secure movement of goods and people around the world in global supply chains, a transportation system capable of serving cutting edge business models will make a direct contribution to Canada's competitiveness and success in the global marketplace.

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 launch of the Asia-Pacific Gateway and Corridor Initiative (APGCI). 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 the rise of China.

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 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.

A key challenge for the Government of Canada is to ensure that federal spending on infrastructure has maximum impact. The Advantage Canadaplan, released on November 23, 2006, recognizes research and development (R&D) as a key enabler of successful global economies. 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.

Across the world, governments are seeking new ways of meeting transportation infrastructure financing needs. In order to achieve better value for money and to more quickly address Canada's critical infrastructure needs, alternative financing mechanisms such as Public-Private Partnerships (P3s) have been identified as a priority area for innovation and development.

Transportation is the backbone of the Canadian economy - our transportation system keeps people and goods moving across the country and around the world. Our transportation system is experiencing significant growth and other pressures in response to changing economic conditions and demographic changes. To maintain and expand our safe, secure, efficient and environmentally responsible transportation system, we are adopting an approach to safety and security management.

It is now recognized among regulators that an entity can be compliant with regulations and yet not necessarily be managing risks effectively at acceptable levels. A more comprehensive approach, which includes systematically and proactively managing risks and threats in the system, will enable progress on our safety and security objectives. Safety and security management systems are formal frameworks designed to integrate safety and security into the daily operations of a transportation entity. These systems combine a variety of processes whose overall goal is the management of risks and threats. Safety and security management systems are being introduced in many parts of our transportation system.

In some parts of the world, transportation infrastructure has become a primary target - and even a tool - for terrorist organizations. The March 2004 bombings in Madrid, Spain, and the July 2005 bombings in London, England, have led Canada to focus on transportation security in high-volume passenger transportation sectors. The passenger rail and urban transit sector presents unique security challenges because it consists of extensive open systems that move high volumes of passengers daily.

Although Transport Canada has the lead responsibility for national transportation security, other partners play key roles with respect to emergency management, including preparedness and response. The Government of Canada must work together with other levels of government, as well as industry, to create an effective and efficient security system. Security priorities have been identified by the Government of Canada, in collaboration with its partners, to enhance security for areas such as passenger rail, public transit and ferry operations through various measures and programs.

Improving economic competitiveness and enhanced livability 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.

Globalization of trade and transportation is an important context for Canada's attention to improved competitiveness. This is why Transport Canada continues 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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