Background Amidst a backdrop of unprecedented government re-structuring, Transport Canada, and indeed the aviation regulatory program, has been the subject of close scrutiny. Departmental re-structuring served, through program and organizational streamlining, to sharpen the lines of accountability at the most senior of levels. The organizational re-structuring has brought about significant changes in headquarters and regional relationships. The establishment of service centres, staffed by field personnel accountable for program operations and supported by headquarters, make it imperative that organizational accountabilities be well-defined and understood. Well-defined accountabilities are critical to the assessment of individual and organizational performance.
Understanding is critical to their acceptance by both managers and employees.
Currently, organizational accountabilities are outlined in the Transport Canada Aviation Management Guide and the Aviation Regulation Handbook . The former describes accountabilities as they relate to departmental programs and is cast at the macro level. Whereas, the latter outlines accountabilities in the context of the delivery of the Civil Aviation program. In general, both documents lack clarity, depth and the level of detailed required to establish and describe organizational relationships. However, the latter source provides a useful starting point through its categorization of organizational activities into Program Operations and Program Support.