Business Plan 2009-2010

© Minister of Public Works and Government Services 2009
Cat. No. TU1-7/2009
ISBN 978-0-662-06522

1.0 Introduction

The Transportation Safety Board of Canada's (TSB) Strategic Plan for 2005 to 2011 has four strategic objectives that we must pursue in all aspects of our business to realize our Vision and serve our Mission. These objectives are:

• Safety Products and Services
  
  To sustain and continuously improve the TSB's operational capability to identify safety deficiencies, and to produce safety products and services that most effectively advance safety change.
  
  
• Organizational Effectiveness
  
  To invest in and organize the human, financial, and physical resources required to deliver quality safety products in a timely manner.
  
  
• Alliances and Partnerships
  
  To leverage external and internal alliances and partnerships that enhance the TSB's effectiveness and productivity without risk to its independence.
  
  
• Awareness
  
  To address risk in the transportation system through effective communication, particularly with key primary safety change agents, to enhance their understanding of TSB findings and to increase the implementation of TSB recommendations.

The 2009-2010 Business Plan contributes to achieving these objectives by defining our corporate, directorate, and branch priorities and by identifying key initiatives or projects that support these priorities. The Business Plan also includes the performance measurement framework that we will use to report on our results. Section 6.0 is dedicated to human resources (HR) planning. It contains our workforce profile and demographics, HR challenges and opportunities, as well as core HR priorities and the specific activities that management will undertake to address them.

Once again, the Executive Committee has streamlined activities to reflect our available financial and human resources. It has approved investments in projects that will increase our productivity and the effectiveness of our safety communications. These include evaluating our program activities, measuring our organizational performance, and enhancing our website. It has also earmarked funds to continue implementing an electronic records management system, upgrading our applications infrastructure, as well as reducing and managing our information technology (IT) assets infrastructure.

Resources have also been put aside to complete the implementation of the recommendations formulated during the A-base budget review for improving the management of our financial resources.

From an HR management perspective, the TSB will focus on developing a knowledge transfer strategy, while continuing to fund support for succession planning. We will complete the review and update of the CAI and TI job descriptions, establish a new Multi-Modal Training and Standards Division, modify the structure of the Air Investigations Branch, if deemed necessary, and undertake the review of the stand-by system.

2.0 Risks and Challenges

Section 2.0 describes key external and internal risks and challenges that could have an impact on TSB's operations and management over the next three years.

2.1 External Risks and Challenges

2.1.1 Slowdown of the Global Economy and Impact on TSB
Activities

The deterioration of the global economy since last fall has started to have an impact on the transportation sector.

According to Statistics Canada, although the number of Canadians travelling abroad and the number of overseas visitors to Canada continued to rise in the second quarter of 2008,¹ the airline industry suffered losses, which can be attributed primarily to soaring fuel prices.² Up until last October, Canadian aircraft exports were experiencing growth. However, in November, China announced that it would have to delay buying new aircraft from Canada because of the unfavourable global economic climate.³

Between September 2007 and 2008, rail carriers' intermodal shipments declined because of reductions in containerized freight shipments, and non-intermodal shipments hit lows not seen since 2004. Only rail freight traffic coming from the United States continued to increase.⁴

During a recently held United Nations conference, it was noted that an increase in world marine tonnage has come at a time when demand is waning. In addition, the World Trade Organization notes that the credit crisis has paralyzed international maritime traffic. For now, the Port of Montréal seems to be relatively unscathed by the crisis. However, the Port of Vancouver, by mid-2008, had already seen a 5% drop in the total volume of cargo handled compared with the previous year.⁵

It is too early to predict what kind of adjustments leaders from the different transportation sectors will make to their services and infrastructures to adapt to this situation. The TSB is monitoring the situation closely and is analyzing reported occurrences for any trends that may increase safety risks.

2.1.2 Government Approach to Managing Departments and
Agencies

The Government is implementing measures aimed to rationalize its operations. The TSB may be affected by a Government review of departmental assets and appropriations, and the agencies' obligations to rigorously manage spending in certain sectors.

2.2 External Risks and Challenges

2.2.1 Repercussions of Organizational Changes

Over the last fiscal year, the TSB completed the projects associated with the review of its A-base budget. This review has helped tighten the organizational structure of its management, realign its governance committees, and ensure stringent follow-up on product quality and productivity. This fiscal year, we will establish a Multi-Modal Training and Standards Division, and may modify the regional structure of the Air Investigations Branch. In addition, modifications will be made to improve management of our IT infrastructure, our financial management processes, and our procedures for producing reports and documents. Undergoing numerous internal changes in a time of rationalized government spending may affect not only morale and productivity of TSB employees, but also our ability to manage these changes. Therefore, every initiative must include an appropriate change-management framework to minimize any negative repercussions.

2.2.2 Maintaining a Competent Workforce

The credibility and success of the TSB depend on its ability to develop and maintain a competent and diverse professional workforce that ensures operational continuity. The main challenges identified by management for this fiscal year are described in the following paragraphs.

An increasing number of Public Service employees who provide internal services are eligible for retirement at a time when Canada's labour market is experiencing a shortage of workers qualified to replace them. The result is fierce competition among federal government departments and agencies for these workers. Consequently, the TSB must often take on contract workers to meet its needs. Not only is this approach costly, it also creates instability, which can negatively affect operations and expose the organization to administrative errors.

A large number of experienced personnel will be retiring from the TSB. We must ensure that their knowledge and experience are not lost. This is particularly important within the TSB because many positions are one deep.

Finally, the TSB does not have formal mechanisms in place for quickly obtaining the additional human resources required to fulfil its mandate in extenuating circumstances, such as the need to investigate more than one major occurrence at a time. This situation may impede our ability to respond.

3.0 Management Plans and Priorities

After examining the TSB's external and internal environments and the risks and challenges that they present, senior management has identified four priorities for 2009-2010. All require strategic investments to enhance the TSB's contribution to transportation safety in Canada and abroad and to strengthen our internal management. Section 3.0 summarizes these priorities.

3.1 Productivity and Efficiency of Safety Communications

The quality and reliability of our products and services have established and helped maintain TSB's good reputation among its stakeholders, the general public, and victims' families. To maintain this reputation, our products and services must remain relevant for our target clientele and the general public.

Therefore, we will implement our performance measurement framework and a new program evaluation framework to ensure that our activities and products achieve the desired results and represent good value for money.

We will also continue to pursue ideas generated by the Chair's Challenge to help influence change within the transportation sector and to increase the uptake of TSB recommendations.

Furthermore, we will undertake a process to optimize the use of our website and networking technology to obtain and share information and communicate more effectively with our external and internal audiences.

Finally, the directors of investigations will continue to implement measures to improve the efficiency of safety communications and to achieve their assigned productivity performance objectives.

3.2 Information Technology Infrastructure and
Information Management

We will finish assessing options for minimizing the cost of managing our IT infrastructure and for reducing its components.

We will continue to upgrade our applications infrastructure and will begin developing and implementing a comprehensive electronic records management system.

3.3 Workforce Renewal and Maintenance

Senior management has identified the following corporate human resources initiatives as priorities for this year:

• establishing a Multi-Modal Training and Standards Division;
  
  
• changing the organizational structure of the Air Investigations Branch, if necessary;
  
  
• setting up a program to ensure the transfer of essential knowledge;
  
  
• following up on the results of the 2008 Public Service Employee Survey; and
  
  
• reviewing the stand-by system.

3.4 Financial Management

This year, the TSB will continue to improve its financial management processes for budget allocation and revisions, salary forecasting, and costing of major investigations and Business Plan projects.

4.0 Detailed Action Plans for Priority Projects

Section 4.0 contains a summary and the action plans for all the projects that were approved by the Executive Committee in support of TSB corporate priorities.

4.1 Productivity and Efficiency of Safety
Communications

4.1.1 Implementing Program Evaluation and Performance
Measurement

The TSB needs to implement formal processes to evaluate its program activities and to measure organizational performance in accordance with Treasury Board (TB) requirements. These processes can also provide valuable information for management decision making. This fiscal year, we will fully implement our performance measurement framework, which will include a management dashboard. We will also develop and implement a new program evaluation framework to more systematically and regularly evaluate our activities and products, thus ensuring that they continue to achieve the desired results and represent good value for money.

4.1.2 Chair's Challenge - Part 2 and Enhanced
Website Use

Because the TSB continually strives to increase acceptance and awareness of its investigative work and findings, 12 ideas stemming from the Chair's Challenge were selected in 2007 to help influence change within the transportation sector and increase the uptake of TSB recommendations.

This ongoing initiative will provide the TSB with an opportunity to fix existing problems and enhance the TSB's overall effectiveness as a safety organization. The ideas from the Chair's Challenge are being implemented in a phased approach spanning several years.

Ideas undertaken and implemented in 2008-2009 will be adopted as standard business practices and will continue to be reviewed and refined in 2009-2010. These include:

• developing a list of key safety issues;
  
  
• offering training to Transport Canada and to TSB staff to foster mutual understanding of processes;
  
  
• improving procedures for developing recommendations;
  
  
• making recommendations easier to find in final TSB reports; and
  
  
• improving the location and accessibility of recommendations and safety communications on our website.

In 2009-2010, we will continue to focus on achieving critical "buy-in" by the regulators and key industry stakeholders and on building awareness of the TSB by the public and media.

To this end, five new ideas will be undertaken and assigned to project leaders. These initiatives include:

• developing processes to liaise more closely with Transport Canada before receiving Transport Canada's responses to our recommendations and assessing them as unsatisfactory;
  
  
• improving internal processes for the issuance of stand-alone recommendations;
  
  
• using more "plain language" in TSB reports;
  
  
• improving documentation and capturing all relevant safety actions as part of standard TSB investigations; and
  
  
• increasing the use of research and recommendations from foreign investigative bodies.

At the end of this fiscal year, progress on the initiatives will be assessed to review overall effectiveness and address any adjustments required to the ongoing business practices.

Over the next two to three years, the TSB will explore options, develop a strategy, and implement changes to more efficiently use its website and other networking technology to obtain and share information. We will explore four possibilities.

First, we will focus on enhancing the content and functionality of the current TSB website. We will define and implement a content management protocol and web governance structure. Safety communications and safety recommendations will be made more visible and easier to access. Some of the recommendations identified in the Chair's Challenge will be incorporated as part of this project. We will also review and modify internal processes and tools to make it easier to populate the website and reduce dependence on Informatics support.

Second, we will explore different means of communication, and implement new methods of providing TSB safety information to our audiences and of improving internal information sharing. This will include examining of social networking tools and identifying tools that could help respond to our business needs. We will also consider the migration of exiting tools and platforms to a more modern environment.

Third, we will examine ways to implement two-way dialogue and information sharing with key stakeholders through further enhancements of our tools and active use of the available functionality. We will also explore the feasibility of implementing both formal and informal feedback mechanisms through which stakeholders and the public could provide us with their views.

Finally, we will explore ways to allow selected stakeholders or partners to securely access TSB databases. We will also explore the feasibility of implementing on-line occurrence reporting with key transportation industry organizations.

(*) No additional resources allocated as of April 1, 2009.

4.2 Information Technology Infrastructure and
Information Management

4.2.1 Applications Infrastructure Upgrade

During the latter part of 2007, we conducted an assessment of the TSB Investigations and Information Management System to close off the project and transition it to the IT core functions. This assessment was valuable as it identified several critical factors that needed attention before moving forward with any further functional requirement development. A number of application enhancement projects were launched to address the following factors:

• expand the use of IT core processes in IT service delivery and IT operations support and application development;
  
  
• create an environment for further development activities to be performed within the framework of a proper integrated system design that meet design specifications;
  
  
• document and assess the TSB application architecture to guide the development process;
  
  
• build the skill set of key developers who have programming skills with little experience or knowledge in integrated lifecycle system solution development and design;
  
  
• enhance product knowledge in terms of capabilities and product design limitations to perform the proper customization work; and
  
  
• create design documentation pertaining to acceptable performance objectives.

During the 2008-2009 fiscal year, all of the above were addressed to varying degrees and a continuous improvement program was put in place. For 2009-2010, Informatics will continue to build on this work and improve the application infrastructure, by

• introducing a new system architecture for the TSB Investigations and Information Management System;
  
  
• continuing with the data architecture activities to eventually migrate modal data off the existing database infrastructure;
  
  
• investigating how to best sunset and replace the modal applications;
  
  
• determining how to best leverage the application infrastructure for other TSB initiatives.

4.2.2 Electronic Records Management System

Over the past several years, we have significantly improved our records management: the Microsoft SharePoint-based TSB Investigations and Information Management System introduced investigation workspaces allowing effective organization and sharing of electronic investigation records; much work has been done on developing an enterprise file plan for the efficient organization of all other TSB records; and the implementation of an interim strategy for managing electronic records (until a full electronic records management system [ERMS] can be implemented) is under way.

In 2009-2010, we will begin a multi-year project of developing and implementing an ERMS across the TSB. Our focus in the first year will be on establishing and validating requirements, assessing available alternatives against those requirements to identify and select the most cost-effective solution, proceeding with any necessary software and hardware acquisition in the last half of the year, and developing an implementation plan. Our objective will be to build on the foundation already established with SharePoint and, as required, to examine the following alternative solutions against the functional requirements:

• SharePoint working with Documentum (the software now used by IM staff to manage TSB records holdings);
  
  
• SharePoint working with other records management software sanctioned under the Records, Document and Information Management System (RDIMS) initiative.

In 2010-2011, remaining start-up activities will be completed. These will include software and hardware installation and configuration, data migration, and user and system administration/operations training. Depending on the chosen solution, it is anticipated that the project will be completed and the system will be operational by the end of that fiscal year.

4.2.3 Reduction and Management of Information
Technology Assets Infrastructure

In the past year, two studies (Benchmarking and Distributed Computing Environment Rationalization) examined TSB's IT infrastructure and identified strategies and best practices to manage this infrastructure in a sustainable manner over the long term. These observations have led to a two-part course of action:

• rationalize and reduce the amount of IT assets;
• conduct further analysis on options for managing the IT infrastructure.

Work began during 2008-2009 on both these fronts, with the focus on the rationalization piece. The rationalization plan for end-user assets will be fully implemented in early 2009-2010. A detailed plan for rationalizing computer room assets will be developed for implementation over the next few years. Within the context of this newly rationalized infrastructure, the TSB will finalize the assessment of the options available for managing it.

4.3 Workforce Renewal and Maintenance

4.3.1 Establishing a Multi-Modal Training and Standards
Division

There is an ongoing requirement to manage the operational elements of the TSB Investigations and Information Management System, in particular, training on the system, identification of business requirements, and standardization of use. In addition to system training, there is a requirement to provide a broader coordination of all multi-modal and cross-TSB training. To meet this need, a stand-alone Multi-Modal Training and Standards Division will be established in 2009-2010. This Division will obtain guidance on training requirements from a Training Steering Committee that will report to the Executive Committee. The Division will be responsible for coordinating the common operational and corporate training. It will also ensure standardization of the investigative processes and tools and serve as the conduit to ensure that the operational requirements are appropriately integrated into the TSB Investigations and Information Management System.

(*) will be funded within the Division's A-base budget

4.3.2 Knowledge Transfer Strategy and Program

As a knowledge-based organization, the TSB requires the effective transfer of knowledge between employees for continuity of efficient operations. The first step is to develop a robust HR plan that will cascade into detailed succession plans, learning plans, and knowledge transfer plans. Over the coming year, we will review our HR planning process to make planning templates and procedures more user-friendly for managers. We will develop a mechanism to facilitate identifying and capturing of essential knowledge for sharing and to assist managers in developing practical succession and learning plans.

Mechanisms will also be identified through which the essential knowledge can be captured from employees and stored in central repositories for future use. The knowledge transfer fund will continue to be used to make strategic investments to support the transfer of knowledge from experienced employees to newer employees.

4.3.3 Follow-Up to 2008 Public Service Employee
Survey Results

Results of the 2008 Public Service Employee Survey will be available early in May 2009. Once these results are available, they will be reviewed and communicated to managers and employees. The results will be analyzed in greater detail, key issues requiring attention will be identified, and an appropriate action plan will be developed. Individual senior managers will also review their organizational unit's results and develop their own local action plans to address issues of particular importance to their respective areas of responsibility. These action plans will then be implemented over the next few years.

(*) none allocated as of April 1, 2009

4.3.4 Review of Stand-by System

The recent audit of overtime expenditures has raised a number of questions about the efficiency and cost effectiveness of the current stand-by system. The auditors have suggested that there may be better alternatives to fulfil our business needs. A detailed review will therefore be undertaken in the latter part of the fiscal year. The review will document the current practices, identify and assess options, as well as formulate recommendations. Upon completion of the review, a new or revised stand-by system will be implemented as may be deemed appropriate.

4.4 Financial Management

4.4.1 Review of Budget Allocation and Revision Processes

Further to the work completed in the context of the A-base budget review and the discussions at the managers' conference in October 2008, a new budget planning process is being introduced on a trial basis for the 2009-2010 fiscal year. Once the initial budget allocations are made, we will evaluate this new process. A review will also be done to explore how the activity-based costing framework developed during the A-base budget review can be integrated into the ongoing budget planning and management process. We will then develop a revised integrated financial, human resources, and business planning process to be implemented the following fiscal year.

New budget management tools will be developed and made available to responsibility centre managers during the upcoming year to assist them in the ongoing management of their budgets. Training will also be provided to managers and administrative officers.

(*) none allocated as of April 1, 2009

4.4.2 Review of Salary Forecasting Processes

Numerous concerns have been identified about our ability to produce precise and accurate salary forecasts. We will review the tools and processes used for salary forecasting and provide managers and administrative officers with new and/or improved tools and processes and appropriate training.

4.4.3 Costing Tools for Major Investigations and
Projects

The costing of major investigations and major Business Plan projects continues to be a challenge for the TSB. We will review past practices to identify good practices that can be leveraged to develop and implement standardized templates and processes. A toolkit will then be compiled and made available to managers and project leaders.

In addition to the investment projects described in this section, funds were allocated for the completion of two projects started last year, namely the review and update of the TI and CAI job descriptions and the Head Office renovations.

5.0 Branch and Directorate Priorities

5.1 Board

The focus for the Board over the coming year will be to continue to uphold and advance the high standards of the organization through the production of timely and comprehensive accident investigation reports. Particular attention will be paid to the responses to the Board's safety communications to ascertain whether positive change is being achieved. The Board will continue to extend the reach of its safety messages through its Outreach Program and will seek to identify safety trends or concerns that may merit further attention.

5.2 Executive Director

In the coming year, the Executive Director will emphasize solidifying the various organizational changes resulting from the recently completed A-base review exercise. Particular attention will be placed on evaluating how the new governance structure is functioning. A continued focus will be report timeliness and ensuring the operational capacity of the organization.

The priority of the Communications Division will be to increase the effectiveness of communications and outreach planning by adopting new initiatives that improve the visibility, access and understanding of TSB's safety messages, and in turn, help strengthen the uptake of the Board's recommendations. To this end, the Communications Division will continue to seek opportunities to connect with the public, the media and key change agents, to maximize the impact of the Board Outreach Program, and to generate growing awareness of the TSB by Canadians.

The main priority of the Publishing and Linguistic Services Division will remain the timely and efficient production of all TSB public documents. The Division will also continue to implement the changes recommended in the 2007-2008 review of its workflow processes and practices and functional capacity. To that end, the Division will plan for proper backup, especially for positions that are one deep. Throughout the year, the Division will also aim to publish investigation reports on the TSB website in a timely manner and will keep the number of backlog reports to a minimum.

5.3 Air Investigations Branch

The key priority of the Air Investigations Branch will be to ensure that it maintains its investigation capabilities and productivity during a year that will see staff and management changeover, mostly due to retirements, both in Head Office and the regional offices. Its activities will include training new staff, transferring corporate knowledge from experienced employees, and training all staff on recent changes in the aviation industry.

The Air Investigations Branch will strive to ensure that the number of investigations started does not exceed the Branch's ability to produce investigation reports. It is currently able to produce approximately 60 investigation reports per year.

It will continue its efforts to issue more timely safety communications of validated safety deficiencies, and to keep the average time for completing investigation reports to less than 15 months.

The Branch will continue its efforts to establish and maintain professional external relationships, and will work collaboratively with its internal partners to increase productivity to make more effective use of resources.

It will continue to review its policies, procedures and manuals of investigations to ensure that they are up to date with the current international investigation standards.

5.4 Marine Investigations Branch

The priority of the Marine Investigations Branch will be to continue to improve the quality and timeliness of its investigation reports and safety communications. The Branch plans to publish the reports of all the investigations it started in 2008-2009 and to keep the average time for completing investigation reports to less than 15 months. To achieve this goal, it will continue to rigorously assess occurrences on which investigations will be undertaken to obtain maximum safety payoff while applying a project management approach to make effective use of its resources. Furthermore, the TSB investigation methodology will be reinforced in all steps of the investigation process for consistency and quality of investigations.

The Branch will also continue to implement a strategic-focused approach to HR planning to ensure the continuity and stability of service delivery. It will complete the staffing of vacant positions as identified in its staffing plan. The newly hired staff will then be equipped with requisite skill sets and competency by training and coaching in key areas of investigation.

Finally, the Branch will improve the effectiveness of Board safety recommendations by ensuring that staff consistently applies the recommendations development process, as identified by the Chair's Challenge, through strategic communication with key stakeholders.

5.5 Rail/Pipeline Investigations Branch

The priority of the Rail/Pipeline Investigations Branch will be to continue to focus on Branch productivity. This will be achieved, in part, by producing more concise investigation reports. To use its limited resources effectively, the Branch will work more closely with the Operational Services Branch. The goal is to complete 12 rail investigation reports during this fiscal year and to keep the average time for completing investigation reports to less than 18 months. For the Pipeline Section, the goal is to start one Class 3 or one Class 2 report. In the latter case, the report will be completed within 18 months of the date of the occurrence; in the case of a Class 3 report, the deadline for completion will be within 15 months.

Another priority will be to provide training resources to newly hired investigative staff, as well as refresher training to other staff in various areas, including investigation methodology, technical analysis, hazardous materials and communications.

Finally, the Branch will improve its railway occurrences database to address the concerns raised by the Railway Safety Act Review Panel. The Branch will work with the three major rail companies to develop the technology to directly download occurrence reports into the statistical database.

5.6 Operational Services Branch

The Operational Services Branch supports TSB investigations by delivering of multi-modal training and providing specialist expertise, including transportation investigation data analysis and the identification of safety deficiencies related to engineering and human factors. Reports and data generated by the Branch play a key role in the timely and effective communication of TSB findings.

The priority of the Operational Services Branch this fiscal year is to fully realize its potential. As part of this effort, it will conduct a training needs analysis to help define the scope and depth of responsibilities and staffing requirements for the Multi-Modal Training and Standards Division. At the same time, the Branch will maximize the effectiveness of its contributions to the TSB objectives through close collaboration with internal clients and professional relationships with outside agencies. To continue to provide the TSB with access to required capabilities, it will foster the relevant independent specialist expertise and sustain the facilities required to effectively contribute to future investigations.

5.7 Corporate Services Directorate

In addition to ensuring the ongoing provision of quality services to its clients, the Corporate Services Directorate will focus its efforts on three key priorities in 2009-2010. First, the Directorate will continue its efforts to implement its own HR plan and to stabilize its workforce. Second, it will emphasize the Business Plan projects assigned to the Corporate Services Directorate. Finally, it will work to review, update, and streamline internal policies and procedures to reduce the administrative burden and improve efficiency.

6.0 Human Resources Plan

At the TSB, HR planning is an integral part of doing business. Senior management identifies key human resources issues, which are addressed in the corporate risks and priorities. Each branch or division has also developed its own HR plan based upon its operational business needs. The information contained in these plans has been analyzed and synthesized for integration into this Business Plan. Section 6.0 provides a brief profile of the TSB workforce, followed by additional information about the gaps that we face, and the strategies that have been identified to address these gaps.

6.1 Human Resources Profile and Demographics

As of March 31, 2009, the TSB workforce⁶ was composed of 218 indeterminate, 10 determinate, and 8 casual employees. The TSB workforce is located in the National Capital Region (Headquarters and Engineering Laboratory) and the following regions: Atlantic, Quebec, Ontario, Central, Western, and Pacific. The National Capital Region staff constitutes 69% of the workforce with the remaining 31% being located in the regions.

The workforce consists of employees in five occupational categories listed in the following table. The majority (55%) of our staff occupies positions in the Technical and the Scientific and Professional categories, which allows us to characterize our workforce as highly skilled and specialized. The remaining 42% of employees provide internal services either at the corporate level or as support services in the operational branches. The Executive category accounts for 3% of employees.

6.1.1 Age Distribution

The following figure shows the age distribution of the TSB's population. Seventy percent of the employees are over the age of 45. In November 007, this percentage was 72%. The average age of the indeterminate population is now 49 versus 44 for the Federal Public Service as a whole. The average age of TSB employees hired over the last five years is 38, which has brought the average age of our population below 50.

Figure 1: Age Distribution of TSB Employees as of March 31, 2009

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Figure 2: Average Age of New Employees for the Last Five Years

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6.1.2 Staff Turnover

In a large measure driven by demographics, and to a certain degree by the growing prevalence of a knowledge-based economy, the demand for more educated and highly skilled workers continues to grow while the talent pool continues to shrink. These conditions lead to high rates of attrition as local, national, and international organizations and government struggle to attract similar talents and skills from a limited workforce.

Figure 3: Distribution of New Employees as of March 31, 2009

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Between April 1, 2008 and March 31, 2009, 25 new indeterminate and determinate employees joined the TSB. For the same period in 2007-2008, there were 22 new arrivals, and in 2006-2007, there were 20 new arrivals. Although there has been a steady increase in the number of new hires, the TSB must continue its efforts and develop new strategies to keep pace with employee turnover.

From April 1, 2008 to March 31, 2009, 22 employees left the TSB, a decrease from the previous two years. In 2007-2008, there were 25 departures and in 2006-2007 there were 30 departures. Employees departed to retire, to advance their careers, for opportunities in larger departments and organizations, or to obtain indeterminate employment.

Figure 4: Employee Departures

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Over the last three years, although the TSB's hiring has increased, it has not been able to backfill the departures. Still struggling to close the gap are the Corporate Services, Operational Services and Air Investigations Branches. The TSB has identified workforce renewal as a strategic priority and with the introduction of short- and long-term staffing plans and strategies, the TSB should be in a better position to deal with expected turnover and retirements over the next few years.

6.1.3 Upcoming Retirements

The following figures illustrate our retirement scenario for the next few years. There is an increase in potential retirements in some sectors and occupational groups. This trend is consistent with the forecasted rate of retirements for the entire Public Service, which is expected to peak in 2013 as noted in the Clerk's Sixteenth Annual Report to the Prime Minister on the Public Service of Canada.

Over the last five years, the average age at retirement of TSB employees is 60. However, among the Technical and Scientific and Professional categories, which comprise 55% of the TSB employees, the average age of retirement increases to 63. The average age of employees is 52 in the Technical category and 50 in the Scientific and Professional category.

Figure 5: Age at Retirement Over the Last Five Years

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Figure 6: Employees Eligible for Retirement in April 2011 and 2013 by
Occupational Categories as of March 31, 2009

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Two years from now, in April 2011, approximately 52 employees (22% of current TSB staff) will be eligible for retirement. By April 2013, that number will increase to approximately 75 employees (32% of current TSB staff), an increase of 10% in just two years. Based on an analysis of potential retirements by occupational category, the categories most vulnerable are the Executive, Scientific and Professional, and Technical. Departures in these particular categories could have an impact on the delivery of our mandate. Recognizing this, in addition to Workforce Renewal, the TSB has identified Knowledge Transfer as one of its strategic priorities, which will assist the TSB to not only intensify its efforts on recruitment by setting targets for particular groups but to set direction for learning, career development, and succession planning.

It is important to note that retirement eligibility is not necessarily a reliable predictor of retirements since an individual's decision to retire at a particular moment is influenced by many factors such as nature of work, marital status, family constraints.

Figure 7: Employees Eligible for Retirement in April 2011 and 2013 by
Branch and Division as of March 31, 2009

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Among the branches and divisions, the groups we need to focus on are the Executive Office, Air and Rail/Pipeline workforce (83 % of the Executive Office, 46 % of Air and 48 % of Rail/Pipeline employees are eligible for retirement in 2013). Knowledge transfer and staffing plans and strategies, combined with talent management and succession planning, should address these vulnerabilities.

6.1.4 Employment Equity

As of March 31, 2009, there were a number of shortfalls in the representation⁷ of employment equity groups.

Our comparative statistics over the last year are based on the 2001 assessment of the workforce market availability. However, more recent statistics taken from the 2006 Census of workforce availability in the Canadian population may show an increase in our gaps, particularly for women in the Executive Group, and visible minorities and persons with disabilities in the Technical Group.

Closing these gaps is particularly challenging because the TSB does not hire at the entry level for its major operational groups (AO, TI, and EN-ENG). Hiring for these groups is at a senior level, which precludes the TSB from participating in post-recruitment campaigns and job fairs. The TSB will be updating its employment equity statistics in 2009-2010 and will assess what action will be required to address the revised gaps that may be identified.

6.1.5 Linguistic Profile and Capacity

Sixty percent of TSB's employees occupy bilingual positions, 39.5% occupy English essential positions, and 0.5% occupy French essential positions with 37.5 % of our staff identifying French as their first official language. Of those occupying bilingual positions, five employees hired on a non-imperative basis do not meet the bilingual profile of their position, three are currently on language training, one is on part-time language training and one was recently hired and will be evaluated for training in the next year.

6.2 Key Human Resources Gaps

Anticipated attrition levels continue to be of concern not only for the TSB but also for the broader Public Service employee population. While the increasing number of retirements affects the TSB as a whole, the Corporate Services Directorate's workforce situation is additionally stressed by the high demand and extreme competition for HR and Financial Advisor specialists throughout the federal government. The anticipated attrition will be addressed in the following two ways:

• Workforce renewal (accessing new resources with appropriate skills and competencies) will be addressed, both individually (by branch/directorate) in their HR plans, and collectively through efforts coordinated by HR. Such efforts include exploring the creation of partnerships with other federal government organizations that hire staff with similar skills and competencies, as well as exploring non-conventional staffing such as interchanges with other agencies/organizations. These staffing activities will also allow managers to consider hiring designated group members in categories in which there are representation gaps within the TSB.
  
  
• In developing HR planning priorities for 2009-2010, management has reinforced its commitment to meaningful succession planning based upon a revamped employee performance review process, and the development of individual learning plans. This will be supported wherever possible by providing staff with career development and personal growth opportunities that are aligned with future organizational requirements. These strategically focused efforts are aimed at creating a continuous learning environment. We will also optimize our use of the TSB Knowledge Transfer Fund by developing a knowledge transfer strategy.

The TSB faces significant gaps in employment equity, particularly when compared to the more recent workforce availability figures. The Human Resources Division will therefore put in place processes to review all proposed staffing actions to identify potential employees from underrepresented groups. Particular emphasis will be placed on recruiting visible minorities and women in the technical category, which has significant representation gaps compared to the external workforce market availability.

Although there are no gaps in our linguistic profiles and capacity, our succession planning must continue to provide part-time language training. Emphasis on strengthening second official languages skills in the development of individual learning plans will also ensure the TSB can continue to fully meet its official languages obligations.

6.3 Human Resources Strategies and Priorities
Action Plan

The following Strategies and Priorities Action Plan summarizes the strategies to be implemented over the coming year. All elements are aimed at ensuring that our HR gaps are addressed, in both the short-term (one to two years) and long-term (three to five years) timeframes.

7.0 2009-2010 Resource Allocation

Budgets for fiscal year 2009-2010 were approved by the Executive Director. The allocations approved for the Branches and the Directorate are shown in the table below.

^(*) These costs include severance pay, vacation pay for unused vacation leave on termination of employment and parental benefits.

^(**) The total budget allocated includes the estimated lapse carry-forward from the previous year and a risk-based overprogramming.

Approved allocations for the Business Plan projects are shown in the following table.

8.0 Performance Measurement

We have identified clear deliverables and timelines for each priority project in this Business Plan. This is important so that feedback can be provided to decision makers, and any necessary follow-up action can be taken to update or better manage activities. The ability to measure and communicate results focuses managers and employees on the critical drivers, and enables us to align our indicators and action plans throughout the entire organization.

8.1 Results Chain

To demonstrate how our activities and outputs are expected to lead to achieving our strategic outcome, we have developed a Results Chain. The Results Chain, as shown in the following diagram, provides an organizational "road map," helping to ensure that we clearly link our resources, activities, and outputs to our strategic outcome. It enables us to connect our appropriations from Parliament to the ultimate result we strive to achieve.

Figure 8: TSB Results Chain Diagram

To ensure a common understanding, we define the key elements of performance measurement as follows:

Activities: actions used to produce outputs and results

Outputs: products or services provided to stakeholders

Expected Results: accomplishments of value to Canadians

Performance Indicators: measures of what will be tracked over time

Performance Measures: yardsticks used to judge how well we have done (includes target, data source, and frequency of measure)

8.2 Performance Measurement Framework

By combining the key components of our new program activity architecture with the Results Chain and by adding performance indicators to it, we have a global and coherent framework to measure our performance and to report on our results to Parliament and to Canadians. The following table illustrates these linkages. Our draft performance measurement framework will be completed over the current fiscal year.

1. Statistics Canada, "Characteristics of International Travellers," The Daily, November 27, 2008.↑

2. Statistics Canada, Canadian Economic Observer, October 2008, Catalogue No. 11 010 XIB, Vol. 21, No. l0.↑

3. "CSeries de Bombardier," La Presse Affaires, November 28, 2008.↑

4. Statistics Canada, Monthly Railway Carloadings, September 2008.↑

5. "Transport maritime, une industrie qui prend l'eau," La Presse Affaires, November 29, 2008.↑

6. Population information is based upon data available in the Human Resources Information System (HRIS) on March 31, 2009.↑

7. Representation figures are based upon the 2006 Census of workforce availability in the Canadian population.↑