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Figure 1: Transport Canada 2014-15 Program Alignment Architecture (PAA)

  • 1 An Efficient Transportation System (Strategic Outcome)
    • 1.1 Transportation Marketplace Frameworks (Program)
      • 1.1.1 Air Marketplace Framework (Sub-program)
      • 1.1.2 Marine Marketplace Framework (Sub-program)
      • 1.1.3 Surface Marketplace Framework (Sub-program)
      • 1.1.4 International Frameworks and Trade (Sub-program)
      • 1.1.5 Transportation Analysis and Innovation (Sub-program)
    • 1.2 Gateways and Corridors (Program)
      • 1.2.1 Asia-Pacific Gateway and Corridor Initiative (Sub-program)
      • 1.2.2 Gateways and Border Crossings Fund (Sub-program)
    • 1.3 Transportation Infrastructure (Program)
      • 1.3.1 Airport Infrastructure (Sub-program)
        • 1.3.1.1 Airport Authority Stewardship (Sub-sub-program)
        • 1.3.1.2 Airport Operations (Sub-sub-program)
        • 1.3.1.3 Small Aerodrome Support (Sub-sub-program)
      • 1.3.2 Marine Infrastructure (Sub-program)
        • 1.3.2.1 Canada Port Authority Stewardship (Sub-sub-program)
        • 1.3.2.2 Seaway Stewardship and Support (Sub-sub-program)
        • 1.3.2.3 Ferry Services Stewardship and Support (Sub-sub-program)
        • 1.3.2.4 Port Operations (Sub-sub-program)
      • 1.3.3 Surface and Multimodal Infrastructure (Sub-program)
        • 1.3.3.1 Rail Passenger Stewardship and Support (Sub-sub-program)
        • 1.3.3.2 Federal Bridge Stewardship (Sub-sub-program)
        • 1.3.3.3 Highway and Other Transportation Infrastructure Support (Sub-sub-program)
  • 2 A Clean Transportation System (Strategic Outcome)
    • 2.1 Clean Air from Transportation (Program)
      • 2.1.1 Clean Air Regulatory Framework and Oversight (Sub-program)
      • 2.1.2 Clean Air Initiatives (Sub-program)
    • 2.2 Clean Water from Transportation (Program)
      • 2.2.1 Clean Water Regulatory Framework (Sub-program)
      • 2.2.2 Clean Water Regulatory Oversight (Sub-program)
    • 2.3 Environmental Stewardship of Transportation (Program)
  • 3 A Safe and Secure Transportation System (Strategic Outcome)
    • 3.1 Aviation Safety (Program)
      • 3.1.1 Aviation Safety Regulatory Framework (Sub-program)
      • 3.1.2 Aviation Safety Oversight (Sub-program)
        • 3.1.2.1 Service to the Aviation Industry (Sub-sub-program)
        • 3.1.2.2 Surveillance of the Aviation System (Sub-sub-program)
      • 3.1.3 Aircraft Services (Sub-program)
    • 3.2 Marine Safety (Program)
      • 3.2.1 Marine Safety Regulatory Framework (Sub-program)
      • 3.2.2 Marine Safety Oversight (Sub-program)
      • 3.2.3 Navigable Waters Protection (Sub-program)
    • 3.3 Rail Safety (Program)
      • 3.3.1 Rail Safety Regulatory Framework (Sub-program)
      • 3.3.2 Rail Safety Oversight (Sub-program)
      • 3.3.3 Rail Safety Awareness and Grade Crossing Improvement (Sub-program)
    • 3.4 Motor Vehicle Safety (Program)
      • 3.4.1 Motor Vehicle Safety Regulatory Framework (Sub-program)
      • 3.4.2 Motor Vehicle Safety Oversight (Sub-program)
      • 3.4.3 Motor Carrier Safety (Sub-program)
    • 3.5 Transportation of Dangerous Goods (Program)
      • 3.5.1 Transportation of Dangerous Goods Regulatory Framework (Sub-program)
      • 3.5.2 Transportation of Dangerous Goods Oversight (Sub-program)
      • 3.5.3 Emergency Response for Transportation of Dangerous Goods (Sub-program)
    • 3.6 Aviation Security (Program)
      • 3.6.1 Aviation Security Regulatory Framework (Sub-program)
      • 3.6.2 Aviation Security Oversight (Sub-program)
      • 3.6.3 Aviation Security Technological Infrastructure (Sub-program)
    • 3.7 Marine Security (Program)
      • 3.7.1 Marine Security Regulatory Framework (Sub-program)
      • 3.7.2 Marine Security Oversight (Sub-program)
      • 3.7.3 Marine Security Operations Centres (Sub-program)
    • 3.8 Surface and Intermodal Security (Program)
    • 3.9 Multimodal Safety and Security (Program)
      • 3.9.1 Multimodal Strategies and Integrated Services (Sub-program)
      • 3.9.2 Emergency Preparedness and Situation Centres (Sub-program)
      • 3.9.3 Integrated Technical Training (Sub-program)
    • 4.1 Internal Services (Supports all strategic outcomes) (Program)
      • 4.1.1 Governance and Management Support (Sub-program)
      • 4.1.2 Resource Management Services (Sub-program)
      • 4.1.3 Asset Management Services (Sub-program)

Figure 2: Transport Canada’s Corporate Risk Profile

Figure 2: Transport Canada’s Corporate Risk Profile
Key Risks Impacts* Likelihood**
(1) Safety and Security Oversight Effectiveness: Strengthening and standardizing oversight across all transportation modes and ensuring operational data is leveraged. Medium-high Moderate
2) People Management: Attracting and retaining employees with the right competencies for the future. Low-medium Likely
3) Transportation System Efficiency and Reliability: Engaging stakeholders to foster competitiveness and to ensure key infrastructure is available and has adequate capacity. medium-high Unlikely
(4) Security Threat: Working with stakeholders to respond to security incidents. Medium-high Rare-unlikely

* Range of values for Impact is:

  1. Negligible
  2. Low
  3. Medium
  4. High
  5. Extreme

** Range of values for Likelihood is:

  1. Rare
  2. Unlikely
  3. Moderate
  4. Likely
  5. Almost Certain

Figure 3: Spending Trend for Transport Canada

Departmental Spending Trend Graph ($ millions)
Fiscal Year Voted Statuary
2012-13 1,128,532,561 203,945,608
2013-14 1,087,041,710 253,591,125
2014-15 1,341,232,378 263,848,933
2015-16 1,341,348,835 273,663,443
2016-17 775,010,035 251,185,183
2017-18 932,285,956 205,800,949
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