Fs151-12-2008E.pdf - Canadian Coast Guard

Published by:Integrated Business Management ServicesFisheries and Oceans CanadaCanadian Coast GuardOttawa, OntarioK1A 0E6CCG Business Plan 2008-20111st Edition - June 2008Available on the CCG Internet site:www.ccg-gcc.gc.caCat. No Fs151-12/2008978-0-662-05518-1Cat. No Fs151-12/2008E-PDF978-0-662-48011-2© Her Majesty the Queen in Right of Canada 2008Printed on recycled paper

Message from the CommissionerThe CanadianCoast Guard (CCG)made solid progressin the past year inbecoming a strongnational institutiondedicated to serviceand safety. As always,it was very effectivein delivering itsprograms and servicesto Canadians and ithas seen much needed investments that will helpit do its job better now, and into the future.Some of its work received widespread publicattention. A few examples include: conductingover 300 vessel escorts in the ice off the northeastcoast of Newfoundland which included freeingover 100 fishing vessels that were beset in ice;the ongoing work of our icebreakers in the Arcticto support the various activities related to theInternational Polar Year; and several high profileenvironmental response operations. However, I ammost proud of the memorial that we dedicated lastfall at the CCG College to commemorate the menand women of the Coast Guard who lost their livesin the course of carrying out their duties.The way we touch people’s lives is evident. In anaverage year, about 2,900 lives at risk are savedthrough the Coast Guard search and rescueoperations. While we are not successful in allcases, we have one of the most effective searchand rescue systems in the world. The reason thatit is so effective is due to the teamwork from bothshore and fleet side of the Coast Guard and withpartners such as the Department of NationalDefence and the CCG Auxiliary.Finally, none of our programs and services wouldbe possible without the dedicated and professionalstaff that work behind the scene to maintain ourequipment and to provide the administrative andplanning support that enables front line staff todo their jobs.This business plan sets out our overall prioritiesand what we intend to do. As in past years, itsprimary focus is to respond to the needs of ourclients, to maintain and replace our equipmentand, most of all, to support the dedicated andprofessional people that work for the Coast Guard.Considerable effort has gone into developingstrategic and forward looking human resourceand training strategies. This year, the outcomeof that work has been incorporated more clearlyinto this document.Finally, the CCG Business Plan also sets out ourefforts to improve our internal management anddecision making process and how we intend toallocate our budget.We believe that we have a realistic and achievableplan consistent with the people, budget and assetsthat we have to deliver our programs and services.The Coast Guard has sought widespread inputin developing this plan and would welcome anysuggestions from clients and its own staff on howto improve it for future years.George Da PontCommissioner, Canadian Coast GuardCanadian Coast Guard — www.ccg-gcc.gc.ca

IntroductionCoast Guard HistoryThe first lifeboat and lighthouses inCanada were established on the east coastduring the 1700s. In response to an urgentneed for protection and regulation offishing and shipping vessels, patrol vesselsappeared along the eastern seaboard and inthe Great Lakes region during the 1800s.At Confederation, in 1867, the federalgovernment assumed responsibility forvarious elements of marine infrastructure,including:• Aid systems;• Lifesaving stations;• Canals and waterways;• Regulatory bodies and vessels; and• Supporting shore infrastructure.The Department of Marine and Fisheries,established in 1868, was given responsibilityfor this marine infrastructure. Marine andFisheries became two separate departmentsin 1930. Responsibility for marinetransportation shifted to the Departmentof Transport (DOT) in 1936.The DOT maintained a fleet of 241vessels. This fleet became the basis of theCCG. This fleet had several uses that nowfall under the CCG mandate, includingmaintaining navigation aids and icebreaking.Starting in the 1940s, many organizationsand communities pressed the governmentto form a national coast guard. CCG wasofficially created on January 26, 1962. TheCanadian Coast Guard College (CCGC)was established in 1965. Located on CapeBreton Island, Nova Scotia, the Collegetrains young men and women for servicein CCG.The federal government has restructuredCCG twice since 1962:• In 1995, CCG amalgamated with DFO.• In 2005, CCG became a special operatingagency (SOA) within DFO.Canadian Coast Guard — www.ccg-gcc.gc.ca

(1)WHO WE ARE AND WHAT WE DOThe Canadian Coast Guard (CCG) has a directand important impact on the lives of Canadians.We help ensure the safe use of Canadianwaterways, and we facilitate the smoothfunctioning of the Canadian economy.• Aids to navigation;• Marine communications and trafficmanagement services;• Icebreaking and ice management services; and• Channel maintenance.A nationally recognized symbol of safety,Coast Guard serves on three oceans, the St.Lawrence River and Great Lakes, and othermajor waterways. Often it is the only federalpresence in many remote, Aboriginal, andArctic communities. Operating along the longestcoastline in the world and in some of its mostdifficult weather conditions, CCG operates24/7 every day of the year.What We DoCoast Guard’s mandate derives from theConstitution Act, 1867, which gives the federalgovernment exclusive legislative authority overnavigation, shipping, beacons, buoys, lighthouses,and Sable Island. The Oceans Act and theCanada Shipping Act give the Coast Guardits specific mandate.Our mission:Excellence in maritime services.Our motto:Safety First, Service AlwaysThe Oceans Act gives the Minister of Fisheriesand Oceans responsibility for services for thesafe, economical, and efficient movement of shipsin Canadian waters, through the provision of:The Act also gives the Minister responsibility for:• Marine search and rescue;• Marine pollution response; and• The support of other government departments,boards, and agenciesthrough the provisionof ships, aircraft, andother services.The Canada ShippingAct gives the Ministerof Fisheries and Oceansresponsibilities, powers,and obligations withrespect to aids tonavigation, Sable Island,St. Paul Island, search andrescue, pollution response,and vessel traffic services.On an average day, CCG:• Saves eight lives;• Assists 55 people in 19 searchand rescue cases;• Services 55 aids to navigation;• Handles 1,127 marine radio contacts;• Manages 2,346 commercial shipmovements;• Escorts four commercial shipsthrough ice;• Carries out 12 fisheries patrols;• Supports three hydrographicmissions;• Supports eight scientific surveys;• Deals with three reported pollutionevents; and• Surveys five kilometres of navigationchannel bottom.CCG became a Special Operating Agency (SOA)within the Department of Fisheries and Oceansin April 2005. Approval of SOA status affirmedCCG as a national institution and confirmed itas the owner and operator of the government’scivilian fleet in support of its programs and thoseof DFO and other government departments. SOAstatus allows us to focus on service delivery andprovides us with the operational and financialflexibilities necessary to do so.BUSINESS PLAN 2008-2011

Section 1: Who We Are and What We DoWho We ServeWe serve clients in all sectors of the Canadianeconomy: the general public, commercialshippers, ferry operators, fishers, recreationalboaters, coastal communities, and othergovernment departments and agencies.For example,• We provide services related to aids tonavigation, icebreaking, search and rescue,maritime security, pollution response, andmarine communications and traffic servicesto commercial fishers, commercial shippers,port authorities, and recreational boaters.• We respond to federal maritime priorities andnatural or man-made emergencies. We are keyplayers in various activities mandated underthe Federal Emergency Response Plan and areinvolved both nationally and internationally inplanning and exercises related to environmentalresponse and search and rescue.• We support Fisheries and Oceans Canada(DFO) programs by providing vesselsand maritime professionals to supportthe Department’s science activities andto help manage and protect fisheriesresources. Internal clients include DFOFisheries Management, DFO OceansManagement, DFO Science, and DFOSmall Craft Harbours.• We support the non-military activities of othergovernment departments and agencies byproviding vessels, aircraft, marine expertise,and other maritime services. Clients for theseservices include the following:Department of National Defence;Department of Foreign Affairs andInternational Trade;Environment Canada;Health Canada;Natural Resources Canada;Natural Sciences and EngineeringResearch Council;Public Safety Canada (RCMP, CSIS, andCanada Border Services Agency); andTransport Canada.Where We Fit: Coast Guard,Clients and Stakeholders, andthe Government of CanadaCCG does not operate alone. We work withmany clients and stakeholders within and outsideDFO, and our activities support the results thoseclients and stakeholders are seeking to achieve, aswell as certain government-wide objectives. Theseactivities, linkages, and desired results are shownin the figure found on the next page.Canadian Coast Guard — www.ccg-gcc.gc.ca

Where We Fit:Coast Guard, Clients and Stakeholders, and the Government of CanadaSection 1: Who We Are and What We DoCoast Guard provides these services:Aids to NavigationWaterways ManagementMarine Communications and Traffic ServicesIcebreaking ServicesSearch and RescueEnvironment Response ServicesMaritime SecurityCoast Guard Fleet Operational ReadinessLifecycle Asset Management ServicesCanadian Coast Guard CollegeTo achieve these four results for Canadians:Safe, economical and efficient movement of maritime traffic in Canadian watersMinimized loss of life or injury resulting from marine incidentsMinimized impacts of ship source oil spills in Canadian watersCivilian fleet operationally ready to deliver Government of Canadaprograms and maintain a federal presenceTo help our clients and stakeholders achieve their own results and objectives:For DFO, its three strategic outcomes:Safe and Accessible Waterways (directly)Healthy and Productive Aquatic Ecosystems (indirectly)Sustainable Fisheries and Aquaculture (indirectly)For the Government of Canada,these two government-wide outcomes:Sustainable Economic GrowthSafe and Secure CommunitiesFor other government departmentsand agencies, the CommercialShipping Industry, CommercialFishers, Port Authorities,Recreational boatersTheir own results and objectivesBUSINESS PLAN 2008-2011

(2)WHERE WE ARE NOW10Our ability to achieve our four main results(see page 9) depends on how well we identifyand manage our key challenges and risks.• The environmental scan we conductedin late 2007; and• Our recent risk-identification exercises.The challenges and risks we face todayhave been identified in several reviews andreports, including:• Our 2006 A-Base Review;• The 2007 Report of the Auditor General;The following table summarizes our keychallenges and risks (Column 1), cites thestrategies or key initiatives we will respond with(Column 2), and cross-references an in-depthdiscussion later in this document of the strategyor key initiative (Column 3).We will respond to this challenge/risk…Securing the Next Generation of Human Resources *By 2012, almost 24% of our seagoing personnel will beeligible to retire. Similar attrition rates exist for othercritical occupations such as Marine Communicationsand Traffic Services Officers, and engineers. Ourchallenge over the next several years will be to sustaina representative workforce in a highly competitive marketfor skilled, qualified, and certificated mariners.Increased Demand for Coast Guard ServicesRising maritime traffic, technological changes, climatechange impacts such as fluctuating water levels, andextended shipping seasons are among the factors expectedto continue to place increased demands on our services.We will need to determine how best to meet the needsand expectations of Canadians, mariners, clients, andstakeholders with available resources.Evolving Role in Maritime SecurityOur support role in maritime security continues toevolve and is becoming better defined. This evolving andpotentially expanding role raises issues with respect to thepolicy framework and training required for us to effectivelyperform our operational support role in maritime security.Which areWith these strategies or key initiatives… describedin detail…• Attract and retain a skilled workforce On page 25• Improve the diversity of our workforce On page 26• Improve national consistency in human resourcesmanagementOn page 27• Focus on training, learning, and career development On page 26On page 26• Canadian Coast Guard College transformationandpage 68• Improve client engagement On page 13• Levels of Service (LOS) review On page 13• Review of the National EnvironmentalResponse StrategyOn page 47• Post-Panamax Study, St. Lawrence River On page 34• Search and Rescue needs analysis On page 42• Marine Services Fees Strategy On page 14• Improving CCG support of the federal maritimesecurity agenda• Marine Security Enforcement Team (joint program withthe RCMP on the Great Lakes and the St. Lawrence)On page 18On page 51Canadian Coast Guard — www.ccg-gcc.gc.ca

Section 2: Where We Are NowWe will respond to this challenge/risk…Aging Infrastructure *Despite significant investments in the past few years,our fleet is aging, affecting the reliability of the fleet andits ability to meet program demands. As vessels age,their maintenance costs increase, but funding allocatedto vessels refits is being eroded by increasing shipyardcosts. Shore-based infrastructure is also continuing todeteriorate and will require significant investments. At thesame time, we need to respond to rapid and acceleratingtechnological change as navigational services move awayfrom traditional physical aids toward modern electronicand information-based services.Functioning as a Truly National InstitutionBoth the Auditor General and our own internal A-BaseReview indicated that we need greater consistencyin the design and delivery of our national programwhile safeguarding regional operational authority andresponsibilities.Managing Information *A number of reports, reviews, and exercises havehighlighted the need for us to improve our ability toproduce, access, apply, and manage the information neededfor critical business and operational decision-making andperformance measurement. Such information is critical tosupporting day-to-day operations, as well as to strategicdecision-making.Managing Key Relationships*We rely on third parties for our corporate services,acquisitions, and procurement. We also need to work withother government departments, volunteers such as theCanadian Coast Guard Auxiliary (CCGA), and a variety ofother stakeholders to deliver on our mandate to Canadians.Proactively managing these relationships is an ongoingchallenge for the Agency.With these strategies or key initiatives…Which aredescribedin detail…• Procurement of new vessels On page 19• Improved maintenance of the fleet and existingshore-based infrastructureOn page 58andpage 65• Fleet Operational Readiness On page 20• Aids to Navigation of the 21 st Century On page 22• Vessel Maintenance Review On page 24• Strengthening management (Program ActivityArchitecture, Performance Measurement Framework,protocols for entry of salary data)On page 15• Stronger Canadian Coast Guard identity On page 14• Ongoing improvements in fleet management On page 57• Continued improvement in lifecycle managementpractices for all CCG assetsOn page 64• Refinement of performance measurement frameworkthrough consultation with clients and stakeholders• Ongoing improvements in fleet management (FleetActivity Information System) (FAIS)• Continued improvement in lifecycle managementpractices for all CCG assets (Asset ManagementSystem)On page 16On page 57On page 64• Improve client engagement On page 13• Strengthening management (Service Level Agreement) On page 16• Renewal of the CCGA contribution agreements On page 4311* Identified as a key risk in the CCG Corporate Risk Profile 2006.BUSINESS PLAN 2008-2011

(3)What we are focusing onCoast Guard has five priorities, and each priority is associated with one or more strategies. All of thesestrategies are discussed in detail in this section, and all are grouped in terms of CCG’s three focus areas:Focus on Client Services, Focus on Efficiency and Effectiveness, and Focus on People.12Focus onClient ServicePriority 1: Strengthening CCG as a Client-Focused National AgencyLevels of Service ReviewMarine Services Fees StrategyStronger Canadian Coast Guard IdentityStrengthening ManagementFocus onEfficiency and EffectivenessPriority 2: Support for Canada’s Maritime Security AgendaImproving CCG Support of the Federal Maritime Security AgendaPriority 3: Fleet RenewalProcurement of New VesselsFleet Operational ReadinessPriority 4: Continued Implementation of Modernization InitiativesAids to Navigation of the 21 st CenturyVessel Maintenance ReviewFocus onPeoplePriority 5: Effective Management of Our Workforce and WorkplaceAttract and Retain a Skilled WorkforceImprove the Diversity of Our WorkforceFocus on Training, Learning, and Career DevelopmentImprove National Consistency in Human Resources ManagementIn addition to the priorities discussed in this section, CCG manages a wide range of day-to-day operations.For detailed information on these activities, see Section 4.Canadian Coast Guard — www.ccg-gcc.gc.ca

FOCUS ON CLIENT SERVICEPriority 1: Strengthening CCGas a Client-Focused National AgencyOver the past few years, we have taken a morestructured approach to consulting with industryand other government departments and agenciesin the planning and management of our servicesand priorities. For example, we re-establishednational and regional marine advisory boardsas a way to communicate with the commercialshipping industry, and in early 2007-2008,we established a deputy-minister-level advisorycouncil made up of our key clients withingovernment. In 2008-2009, we will continueto refine our engagement framework and searchfor ways to better involve recreational boatersand fishers.Commitment2008-2009Refine our engagement framework to find waysto better involve recreational boatersand fishers.LeadDG, IBMSLevels of Service ReviewBoth the 2007 Report of the Auditor Generaland our own 2006 A-Base Review noted thatprogress in achieving up-to-date national policies,standards, and levels of service has been slow.Both also noted that existing Levels of Services(LOS) were being interpreted inconsistentlythroughout Coast Guard and that theirapplication varied from region to region.In response to these concerns, we reissued thedocument Levels of Service and Service Standardsin 2007-2008 with a view to making it moreaccessible and easier for clients, employees,and interested Canadians to understand thedocument. In addition, we sought feedback2007-2008 AccomplishmentsLevels of Service Review• Reissued Levels of Service and Services Standards• Held 32 sessions with clients across the country to discuss the servicethey received from CCG.• Completed the report on the SAR Needs Analysis.Marine Service Fees Strategy• Developed options for the future of the Marine Services Fees througha joint industry-government working group.Stronger Canadian Coast Guard Identity• Dedicated a memorial at the CCG College, in Sydney, NS, to employeeswho lost their lives in the course of carrying their duties.• Reinstated the CCG national newsletter.• Restructured the CCG Internet site to improve client access to informationand services.Strengthening Management• Had a new Program Activity Architecture (PAA) approved by Treasury Board.• Developed a performance measurement and reporting framework for CCG.from clients across the country on the servicethey receive from CCG.In 2008-2009, we will assess how to respondto this feedback to the extent possible with theresources available. We will revise Levels of Serviceand Service Standards accordingly and reissue therevised document in 2009-2010.We recognize that consultations with clients at allstages of the process are essential for this exerciseto succeed.13BUSINESS PLAN 2008-2011

Priority 1: Strengthening CCG as a Client-Focused National Agency142008-2009CommitmentDevelop a report that reflects inputreceived and validate informationwith clients.Develop options, and implementthose changes that are feasible,within current resource levels,which consider the outcomes ofthe consultations on LOS Review.2009-2010Develop and implement an ongoingLOS engagement process, byprogram.Reissue Levels of Service and ServiceStandards document.AGAGA-BaseAGA-BaseLeadDG, MSDG, MSDG, MSDG, MSWe have completed, as committed, a cyclicalreview of the Canadian Coast Guard portionsof the Search and Rescue (SAR) system. Thenext step is to implement those changes that canbe accomplished within current resources andto assess options for the rest with SAR partners.(see Section 4, page 42, for details).Marine Services Fees StrategyThe aim of our Marine Services Fees Strategyis to collaborate with the commercial shippingindustry to develop options for the futureof Marine Services Fees and to provide acommon recommendation on these fees tothe federal government. Over the past year,through a joint working group, we metseveral times with the marine transportationindustry to develop and discuss options forthe future direction of these fees, includingfees in the Arctic. To advance the optionsunder consideration, we have broadenedthe discussion to include additional governmentdepartments where appropriate.Drawing on this collaboration, we willcontinue to work with industry and otherfederal government departments to recommendto the federal government an overall approachto Marine Services Fees. We will ensure thatthe overall approach towards the fees is consistentwith the DFO External Charging Frameworkand Action Plan.CommitmentLead2008-2009Implement government direction. AG DG, MSStronger CanadianCoast Guard IdentityThe Canadian Coast Guard takes pride in itsunique identity. Since becoming an SOA, we havesought opportunities to strengthen our identityand reinforce the traditions, values, and culturethat make CCG a national institution. In thisregard, a significant event during the past yearwas the dedication of the Coast Guard Memorialat the Canadian Coast Guard College in Sydney,Nova Scotia, to honour those who lost their liveswhile carrying out their duties (see page 17).When we became an SOA in 2005, we developedvision, mission, and values statements, which arereflected in our operational framework. Now,with several years of experience as an SOA, wewill review our mission, vision, and values witha view to consolidating the foundation of a trulynational Institution.Canadian Coast Guard — www.ccg-gcc.gc.ca

Priority 1: Strengthening CCG as a Client-Focused National Agency2008-2009CommitmentRefresh the CCG operational framework(vision, mission, and values).LeadAC,QuébecThe Coast Guard uniform is an importantsymbol of our identity. In 2007-2008, wedeveloped guidelines to ensure that the uniformis worn appropriately and in a consistent fashion.We will work with staff and bargaining agents topromote awareness and a common understandingof these guidelines, which will be published in2008-2009.nationally consistent, comprehensive, andco-ordinated approach to communicationsactivities. Over the next few years, wewill build on our established identity bydeveloping co-ordinated outreach, publication,and branding activities. We will continueto improve our online presence and othercommunication products to better support ourongoing commitment to client consultation andexcellence in service delivery. These activities willbe critical to current employees and stakeholders,and they will help us attract and retain theworkforce of the future.152008-2009CommitmentPublish and promote a common understandingof uniform guidelines.LeadAC, C&ACommitment2008-2009Develop Internet governance,publishing processes, and needsanalysis for continuous improvement.A-BaseLeadDG, IBMSIn 2007-2008, we reinstated our internalnewsletter to improve communication withemployees, a need identified in the PublicService Employee Survey (PSES) of late 2005.A subsequent employee survey revealed thatthe newsletter was very well received by staff.The newsletter was also shared with clients,partners, and stakeholders through ouradvisory boards.A new CCG website architecture was developedand implemented in 2007-2008. A survey aboutcontent and consultations with internal clientsguided the creation of the new site design.In 2007-2008, we developed a communicationsstrategy that will lay the groundwork for aStrengthening ManagementAs stressed in the 2007 Report of the AuditorGeneral and our own 2006 A-Base Review, wemust work toward national consistency in ourplanning, reporting, and management practices.In 2007-2008, we started to address this need.For example, we requested and received approvalof a new Program Activity Architecture (PAA)in 2007-2008. The new PAA will enhance ourtransparency and accountability by making itclearer to clients, stakeholders, Parliamentarians,and the Canadian public what programs andservices we deliver and what resources areallocated to those programs and services. In2008-2009, key business practices, processes,BUSINESS PLAN 2008-2011

Priority 1: Strengthening CCG as a Client-Focused National Agency16and coding will be put in place to ensurethat the revised PAA is used in all applicableinternal and external planning, managementand reporting documents and systems.(Annex C shows the revised PAA.)Commitment2008-2009Implement activity basedmanagement and budgeting basedon the approved PAA:• Train all users on the newcoding structure.• Verify the usage of the codingdeveloped in 2007-2008 for itsalignment with the new PAA.AGA-BaseLeadDG, IBMSWe have also developed a PerformanceMeasurement Framework based on the new PAAto improve the reporting of results to Canadians.The framework is set out for each of the programsand services presented in Section 4. To ensurethat this framework is relevant and meaningful tokey stakeholders, we intend to consult with clientsand stakeholders on the framework. Preliminaryfeedback from some stakeholders indicated thatthey would like measurements of effectivenessand efficiency in program and service deliveryto include a greater number of industry-relatedperformance indicators.Our A-Base Review identified the need todevelop common data-entry protocols forour Salary Management Information System(SMIS), as well as common definitions ofkey CCG assets and infrastructure. We havealready developed the common definitionsrequired. A working group has establishedthe data-entry protocols, and it has prepareda detailed report that recommends a numberof procedures to ensure that the protocolsare applied consistently.Some adjustments have already been made.In 2008-2009, a national implementationteam will develop a full implementationstrategy, which will include the developmentof a procedures manual and a training scheduleand related material. This work will positionCCG to fully implement the new SMISprocedures in 2009-2010.Commitment2008-2009Develop national SMIS proceduresto ensure consistent salary dataentry into SMIS.2009-2010Implement the new SMIS procedures.AGA-BaseAGA-BaseLeadAC,MaritimesDGs &ACsCommitment2008-2009Consult with clients andstakeholders and adjust thePerformance MeasurementFramework where required.AGLeadDG, IBMSThe 2006 A-Base Review recommended thatwe review our relationship with DFO’s HumanResources and Corporate Services (HRCS)to ensure that consistent levels of supportare provided to CCG across the regions. In2007-2008, we worked closely with HRCSCanadian Coast Guard — www.ccg-gcc.gc.ca

Priority 1: Strengthening CCG as a Client-Focused National Agencyto identify both the service levels providedto the Agency in each CCG region and bestpractices in this regard.In 2008-2009, CCG and HRCS will determinethe minimum levels of service to be providedto CCG, and a new multi-year Service LevelAgreement (SLA) that describes the servicesHRCS will provide will be finalized.Commitment2008-2009Sign a new SLA with HRCS thatspecifies levels of service andrelated performance measures.A-BaseLeadAC, NL& HRCS17The Canadian Coast Guard Dedicatesa Memorial to Fallen ColleaguesOn Saturday, October 20, 2007, some 150 people gathered in thecourtyard of the Canadian Coast Guard College in Sydney, NovaScotia, to dedicate a memorial to those who lost their lives whileserving with the Canadian Coast Guard. Since the Coast Guard wasfounded, in 1962, 34 men and women have died serving CCG andall Canadians.Family members, the Honourable Loyola Hearn, Minister ofFisheries and Oceans, Deputy Minister Michelle d’Auray, SeniorAssociate Deputy Minister Lucie McClung, CommissionerGeorge Da Pont, Coast Guard Management Board, local Collegeemployees, and others were present. Also on hand to pay theirrespects were representatives from public service unions and awide range of services and community organizations, such as thefire department, the police, the Legion, and National Defence.BUSINESS PLAN 2008-2011

18FOCUS ON EFFICIENCY AND EFFECTIVENESSPriority 2: Support for Canada’sMaritime Security AgendaThe Canadian Coast Guard does not have adirect mandate for maritime security. We do,however, play an increasingly important role insupporting departments2007-2008 AccomplishmentsContinued Support for the FederalMaritime Security Agenda• Enhanced training for CCG employeesinvolved in the Marine SecurityEnforcement Team (MSET) programhas taken place.• Continued to implement the DND-ledcoastal Marine Security OperationsCentres (MSOCs).that do have a directmandate, such asthe Royal CanadianMounted Police(RCMP), the CanadaBorder Services Agency,Transport Canada, andPublic Safety Canada.We are committed to:• Contributing significantly to maritimedomain awareness through our MarineCommunications and Traffic Services andthrough our on-water presence on all coasts;• Supporting on-water enforcement andresponsiveness by providing appropriatetraining and well-equipped crews and vessels;• Collaborating with other agencies anddepartments in support of maritime security;• Participating, as requested, with the RCMPas lead agency, in security planning andpreparedness for the 2010 Olympic Games,particularly the marine component; and• Participating extensively in interdepartmentalexercises and follow-up activities relatingto security and emergency events involvingapplication of the Federal EmergencyResponse Plan (FERP).Improving CCG Support of theFederal Maritime Security AgendaWe continue to be an active participant in thebroader federal maritime security agenda, andour support role has grown steadily in recentyears. Including a Maritime Security activity inour new PAA clearly reflects this evolving role,as does the establishment of a dedicated on-watermaritime security capacity and a vessel trackingsecurity initiative.In the past few years, we have received fundingfor our expanding support role in maritimesecurity. Our support for this agenda doesnot come at the expense of other programsand services.We will continue to participate in Governmentof Canada security agenda discussions anddevelop options for CCG support as required.For more Information on this topic, includingthe implementation of the AutomaticIdentification System (AIS)/Long RangeIdentification and Tracking System (LRIT),see page 52, in the section on Maritime Security.Commitment2008-2009Continue to provide expertise in thedelivery of on-water support to securityas part of the Government of Canadasecurity agenda.LeadDeputyCommissioner& DG, FleetCanadian Coast Guard — www.ccg-gcc.gc.ca

FOCUS ON EFFICIENCY AND EFFECTIVENESSPriority 3: Fleet RenewalThe goals of the Fleet Renewal priority are to:• Procure new vessels to replace those that arebeyond their useful life;• Better maintain existing vessels throughlifecycle management; and• Manage the fleet more effectively throughbetter operational planning and thedevelopment of clear policies for chargingfor services.Our 25-year Fleet Renewal Plan provides asolid foundation for building the Governmentof Canada’s civilian fleet of the future. This plantakes into account evolving government prioritiesand service demands and allows for flexibilityin responding to clients’ needs in a complexand changing environment.Procurement of New VesselsThe overall objective of the Fleet Renewal Planis to have fewer, but more capable, multitaskablevessels built in a class structure 1 so as to allowgreater flexibility to respond to changingprogram demands.Since 2005, CCG has been authorized toacquire 17 new vessels at a cost of $1.4 billion:12 Mid-Shore Patrol Vessels, 3 OffshoreFisheries Science Vessels; 1 OffshoreOceanographic Science Vessel and 1 polaricebreaker. Twelve of these 17 vessels replacevessels that are at or near the end of theiruseful lives; four Mid-Shore Patrol Vesselsare additions to the fleet to support enhancedmaritime security activities on the Great Lakesand St. Lawrence River and 1 additionalMSPV is to support fisheries enforcementon the East Coast.CCG’s most capableArctic icebreaker, CCGSLouis S. St-Laurent,is scheduled to bedecommissioned in2017. To help strengthenArctic sovereignty, theGovernment provided$720 million in Budget2008 to procure a new polar-class icebreaker.Compared to CCGS Louis S. St-Laurent, the newicebreaker will be able to operate for longer in theArctic — three full seasons versus two — and inmore difficult ice conditions. In 2008, we willfocus on project planning and the developmentof a procurement strategy for this icebreaker.A replacement Air Cushion Vehicle (ACV) isbeing acquired for Québec region. It is scheduledto be delivered by December 2008.Commitment2008-2009Deliver the Air Cushion Vehicle toQuébec region.2007-2008 AccomplishmentsProcurement of New Vessels• Issued a competitive Request forProposal (RFP) for the detaileddesign, construction, and deliveryof 12 Mid-Shore Patrol Vessels inDecember 2007.LeadDG, MCPDespite some difficulties in the procurementprocess in 2007-2008, a new Request forProposal was issued in December 2007 for thedetailed design, construction, and delivery of12 Mid-Shore Patrol Vessels. The contract for191 There are 16 CCG vessel types based on function and size. For more information on the fleet and its vessels, visit www.ccg-gcc.gc.ca.BUSINESS PLAN 2008-2011

Priority 3: Fleet Renewal20the supply of all 12 Mid-Shore Patrol Vesselsis targeted to be awarded in 2008.The target date for the delivery of the firstMid-Shore Patrol Vessel is 2009.Commitment2008-2009Issue contract for 12 Mid-ShorePatrol Vessels (MSPVs).AGA-BaseLeadDG, MCPCommitment2008-2009Conduct project-definition activitiesand establish the procurementstrategy for the OffshoreOceanographic Science Vessel(OOSV).2009-2010Issue a competitive RFP for theOffshore Oceanographic ScienceVessel (OOSV).AGA-BaseAGA-BaseLeadDG, MCPDG, MCP2009-2010Deliver the first Mid-Shore PatrolVessel (MSPV).AGA-BaseDG, MCPThe competitive process to acquire three OffshoreFisheries Science Vessels is to be conducted in2008-2009. The first new Offshore FisheriesScience Vessel is targeted for delivery in 2011.Commitment2008-2009Issue competitive RFP for 3 OffshoreFisheries Science Vessels (OFSVs).AGA-BaseLeadDG, MCPIn 2008-2009, we will carry out the projectdefinitionphase activities to developthe Offshore Oceanographic ScienceVessel conceptual design and we willalso develop the procurement strategy.Improved Maintenanceof the Existing FleetSee page 58, in the section ImprovedMaintenance of the Existing Fleet, for detailedinformation on improving the maintenance ofthe existing fleet.Fleet Operational ReadinessThe Fleet Operational Readiness concept wasdeveloped in 2006 to provide a frameworkto resolve several issues raised by the AuditorGeneral in past reports, such as:• Allowing for a long-term planning andfunding horizon for the fleet; and• Service accords with Government of Canadaclients and the corresponding business model.The Fleet Operational Readiness concept centreson ensuring that CCG has the means and theability to respond to the on-water and marinerelatedneeds of Canadians and the Governmentof Canada. This not only includes Fleet capacityrequirements but also the resources and decisionmakingsupport necessary to respond to on-waterand marine-related needs now and in the future.Canadian Coast Guard — www.ccg-gcc.gc.ca

Priority 3: Fleet RenewalFleet Operational Readiness• Amended the PAA to replace Fleet Services with a newactivity, Coast Guard Fleet Operational Readiness.• Developed Service Level Agreements with clients externalto DFO.• Developed the concept of fleet mission readiness.• Developed an enhanced planning process that includesimproved integration of operational, technical, andinvestment (major capital) planning to ensure alignmentwith the business planning cycle.• Published the first Fleet Annual Report in November 2007.Some costs of having a fleet ready and able togo to sea were previously distributed amongdifferent Coast Guard programs, as well asDFO’s Science and Conservation and Protectionprograms. As a result, the operational cost ofthe CCG fleet was not apparent. With theintroduction of the readiness concept and thedevelopment of the corresponding businessframework (including charging and businessrules), the financial resources required to supportan operationally ready fleet will be much clearerto program clients. In 2008-2009, we willwork with our clients to finalize the businessframework to implement improved ServiceLevel Agreements with internal clients.We also plan to implement a Mission Readinessframework which will define a more systematicapproach to preparing to carry out missions andrespond to un-forecasted events will facilitate amore readiness-oriented tasking environmentin line with requirements and expectations ofa “whole of government” approach.Commitment2008-2009Implement mission readinessfor fleet.Implement an improved Service LevelAgreement with internal non CoastGuard clients based on new fundingand charging models.AGLeadDG, FleetDG, Fleet21BUSINESS PLAN 2008-2011

22FOCUS ON EFFICIENCY AND EFFECTIVENESSPriority 4: Continued Implementationof Modernization InitiativesIt will always be a CCG priority to investigateand implement new ways of doing business thatallows us to realize greater efficiencies and bolsterour results for Canadians. In this regard, specificinitiatives over the next few years will includeAids to Navigation of the 21 st Century (AToN21)and the improved maintenance of existing shorebasedinfrastructure.2007-2008 AccomplishmentsAids to Navigation of the 21 st Century• Converted an additional 248 lightedbuoys to Light Emitting Diode (LED)technology; 89% are now converted.• Converted an additional 95 buoys toplastic material; 74.2% of all buoysare now made of plastic.• Developed a business case to analyzethe conversion of medium-size steelbuoys to plastic- buoys.• Completed a draft e-Navigationvision for CCG that is consistentwith international definitions.Integrated Technical ServicesStrategy Project• Completed the Integrated TechnicalServices Strategy Project.Vessel Maintenance Management Review• Completed the Vessel MaintenanceManagement Review.Aids toNavigationof the 21 stCenturyThe AToN21initiative reaffirmsour commitmentto innovation andcontinuous improvement,while maintaining ourstrong tradition of serviceand safety.The AToN21 initiativeconsiders the changingnavigational needsof users in Canadianwaterways, ensures the right mix of aids tonavigation in those waterways, and lays thefoundation for an efficient and effective aidsto navigation service.AToN21 also commits us to continue to reassessservice-delivery options for aids to navigationwith the specific view of providing Canadianswith an effective and efficient service. We realizedconsiderable progress on this front in 2007-2008:• We drafted eight business cases assessingvarious alternatives for providing our aidsto navigation services.• We completed an initial study on the status ofour paint facilities. The paint facilities businesscase is not yet complete.• We updated our national directives governingthe contracting out of floating and fixed aids;this will guide further work in this area.In 2007-2008, we also completed thedevelopment of national maintenance standardsand technical specifications in several areas,specifically for towers, fixed aids equipment,and floating aids. This will provide for an orderlyimplementation of any new and innovativetechnologies and will go a long way to improvingthe reliability of Canada’s aids to navigation.We have converted as many of our steel buoys toplastic and our lighted buoys to LED technologyas current technology permits. Continuedconversion therefore depends on the ability ofnew technologies to convert more challengingaids, such as larger aids and those in harshclimates. Promising technology such as fourseasonlighted ice spars is being tested in theSt. Lawrence River.It is now standard practice within CCG toconsider new technologies in support of ouraids to navigation service. To that end, we aremodernizing our aids to navigation standardsand directives to ensure new technologies areintroduced to meet our operational requirements.Canadian Coast Guard — www.ccg-gcc.gc.ca

Priority 4: Continued Implementation of Modernization InitiativesAs we modernize our aids to navigationdirectives, we will consider significant changeinitiatives that could affect the provisionof aids to navigation. Among such changeinitiatives are the use of daybeacons on minorlighted aids and the redefinition of the guidingprinciples of sound signal, to name a few. Wewill simultaneously initiate a review of themethodology that guides the selection of themix of aids to use in specific circumstances.Consultations with affected mariners willtake place before we make any changes.As AToN21 efforts continue, we will initiatework in response to increased demands fore-Navigation services. The concept ofe-Navigation is not new, but technologicaladvances, coupled with the success of pilotprojects, clearly demonstrate the potentialand the need for this service.Implementing e-Navigation in a coordinated andorganized manner in Canada could significantlyenhance safety, have positive economic effects,and increase environmental protection. As theagency responsible for the delivery of maritimeservices, we are well positioned to play aleadership role for Canada on this front. Integralto the success of e-Navigation will be the abilityto meet client demands, modernize our services,and adapt our business to the new reality ofbetter informed mariners.23Success of e-Navigation PilotProject on the St. Lawrence RiverWith our shipping industry partners, we havesuccessfully implemented an e-Navigationpilot project that resulted in the provisionof key navigational information throughportable computers to pilots operating onthe St. Lawrence River. This new systemprovides CCG clients operating on theSt. Lawrence River with an innovativetool by providing them with importantinformation. This innovative tool couldsignificantly increase safety, have positiveeconomic effects, as well as increaseenvironmental protection. In conductingthis pilot project, Canada has become aworld-leader in the implementation ofthe e-Navigation concept.DATA FORVOYAGE PLANNINGINTERNETDATA FORVOYAGEAISBUSINESS PLAN 2008-2011

Priority 4: Continued Implementation of Modernization Initiatives24We have prepared a draft vision and strategyfor e-Navigation, and we will be in a positionto share it with clients and stakeholders in2008-2009.As for the LORAN-C navigation system, wewill continue to actively monitor the internationalcommunity about its future before making anydecisions in this area.Commitment2008-2009Complete the modernization offive additional aids to navigationdirectives for a total of 10.Develop a business case on theeffectiveness and efficiency ofCCG paint facilities.Engage the shipping industrythrough the advisory bodies aboute-Navigation vision, strategy, andnext steps.Develop guidelines for syntheticmoorings and related equipmentstandardization (for anchorsexceeding 272 kg but not morethan 1136kg) in preparation forthe introduction of Life CycleManagement of these assets.2009-2010Complete the modernization of thenine remaining aids to navigationdirectives.AGAGAGAGAGLeadDG, MSDG, ITSDG, MSDG, ITSDG, MSVessel Maintenance ReviewThe Vessel Maintenance Management Review(VMMR) Project was established as a keydeliverable in response to findings in theFebruary 2007 Report of the Auditor General.The report identified weaknesses in ourapproach to maintenance, such as the absenceof documentation on maintenance practices andprocedures. The Auditor General noted that theseweaknesses contributed to equipment failure onvessels and led to both costly repairs and lengthyperiods when vessels were out of service.The VMMR project, which was completedin 2007-2008, provides options andrecommendations to assist in the transition to andimplementation of a corporate-wide maintenancemanagement system, and a practical evaluation ofthe Coast Guard’s organizational, structural andcultural capacity to achieve this transition.Commitment2008-2009Begin to address the findings of theVessel Maintenance ManagementReview. The initial focus is on:• Clarifying roles, responsibilities,and accountability;• Creating an accessible bank ofcurrent maintenance policies andprocedures;• Assessing options for increasingthe number of marine engineersboth on vessels and on-shore; and• Beginning to develop a programmanagement framework formaintenance activities.AGAGAGAGLeadDG, ITSDG, ITSDG, FleetDG, ITSCanadian Coast Guard — www.ccg-gcc.gc.ca

FOCUS ON PEOPLEPriority 5: Effective Managementof Our Workforce and WorkplaceIn 2008, we introduced our first-ever,multi-year Strategic Human Resources Plan(www.ccg-gcc.gc.ca). The purpose of this plan isto provide managers with a national-level analysisof our workforce and to ensure we have the staffwe need to meet our evolving requirements.In line with government-wide priorities and theefforts of the Clerk of the Privy Council to renewthe Public Service of Canada, our plan focuseson four human resources strategies:• Attract and retain a skilled workforce.• Improve the diversity of our workforce.• Focus on training, learning, and careerdevelopment.• Improve national consistency in humanresources management.2007-2008 AccomplishmentsHR and Succession Planning• Published a strategic human resources plan, including national priorities,accountabilities, employment equity commitments, and succession planningstrategies for at-risk groups.• Established national Coast Guard Human Resources and Coast GuardEmployment Equity working groups; the Employment Equity group helda two-day national workshop to support planning activities.Standard Organizational Structure• Developed a standard regional organizational structure.Development of People• Published Coast Guard Educational Leave Guidelines.• Achieved a completion rate of 70% for employees‘ personal learning plans.• Launched the Leadership Development Pilot Program, which includesdevelopmental positions in each of the five regions.Operational Issues• Developed a national performance review system.• Developed strategic frameworks for collective bargaining.25All four strategies will be undertaken with a viewto addressing the recommendations of the PublicService Employee Survey (PSES), the 2007Report of the Auditor General, and our 2006A-Base Review. PSES is particularly vital, becauseit reflects the views and needs of our employees.We will also continue to build collaborative workingrelationships with relevant bargaining agentsto ensure that ongoing management discussionsconsider employee perspectives and interests.Attract and Retaina Skilled WorkforceCCG has a professional, dedicated workforce.But high departure rates are anticipated becauseof retirements, and today’s labour market isextraordinarily competitive. It is therefore essentialthat we focus on recruitment and the transfer ofknowledge. Targeted measures will begin for atriskgroups: Ships’ Officers, Ships’ Crew, MarineCommunications and Traffic Services Officers,Engineers and Electronics Technologists.Here are some of the key steps we are taking:• We will continue to adjust our intake of officercadets at the Canadian Coast Guard Collegeto offset the expected attrition rate amongShips’ Officers.• We will launch a pilot Seagoing PersonnelCareer Development Initiative for Ships’Officers in 2008-2009. If this pilot iseffective, it may become a permanentCoast Guard program.• We are investigating opportunities tore-establish the Ships’ Crew OfficerTraining Program.BUSINESS PLAN 2008-2011

Priority 5: Effective Management of Our Workforce and Workplace26• The Director General of Maritime Services andthe Executive Director of the Canadian CoastGuard College will lead a project to developa refresher course and an implementationtraining strategy for existing MCTS Officersin 2009-2010.• We will develop and implement an EngineeringProfessional Development Program to attractneeded experts.• We will be reviewing the Marine ElectronicsDevelopment (MELDEV) Program 2 to ensureits ongoing success.Commitment2008-2009Implement a pilot Seagoing PersonnelCareer Development Initiative2009-2010Develop an Engineering ProfessionalDevelopment Program.AGAGLeadDG, FleetDG, ITS &DG, MCPImprove the Diversityof Our WorkforceCoast Guard is committed to being a morerepresentative organization. Employment equityinitiatives help us meet business needs whileensuring that we employ the best talent available.Thanks to recruitment and retention efforts,the composition of our workforce, while not yetrepresentative, is improving relative to labourmarket availability. There are, however, still somesignificant gaps, and management commitmentis the key to closing them.We will also be implementing qualitative andquantitative commitments under the Departmentof Fisheries and Oceans Employment EquityManagement Action Plan.Commitment2008-2009Launch a network of women who representShips’ Officers and Ships’ Crew.2009-2010Expand CCG’s participation in the Partnersfor Workplace Inclusion Program in citieswhere it has offices (Vancouver, Winnipeg,and St John’s).Develop Bona Fide Occupational Requirementsfor vision for seagoing positions.LeadDG, FleetACsDG, FleetFocus on Training, Learning,and Career DevelopmentTo mitigate the risks associated with pendingretirements and an increasingly competitivelabour market, we will launch a national trainingstrategy in 2008. The strategy will ensureconsistent educational standards, maximize theuse of common national training resources andleverage best practices across the country.The Canadian Coast Guard College will also betaking steps to ensure that its curriculum meetscurrent and future requirements and supportsnational interests. The Leadership DevelopmentPilot Program will be offered in five regionsbetween 2008 and 2010. If the program issuccessful, it may be expanded to includethe College and national headquarters.2 This is an on-the-job training and development opportunity to help participants achieve technical proficiency.Canadian Coast Guard — www.ccg-gcc.gc.ca

Priority 5: Effective Management of Our Workforce and WorkplaceWe will continue our efforts to ensure that allemployees develop individual learning plans inconsultation with their supervisors.Commitment2008-2009Consult with managers, employeesand bargaining agents on thedraft Learning and Developmentframework, vision, and proposedaction plan.All CCG employees will have anindividual learning plan2009-2010Evaluate the Canadian Coast GuardLeadership Development PilotProgram and determine next steps.PSESLeadAC,PacificDGs andACsAC, NLImprove National Consistency inHuman Resources ManagementWe have taken two key steps to improve thenational consistency of human resourcesmanagement — we developed a standardregional organizational structure, and weintroduced a national performance reviewsystem we developed in 2007-2008.We will release the standardized regionalorganizational structure in 2008, afterinformation sessions with the bargaining agents,and we will implement the new structure inphases over the next two or three years. It isimportant to note that developing this structureis not about reducing the number of employees.27Commissioner’s CommendationAwarded to Patrick FraserPatrick Fraser received a Commissioner’s Commendation in the Valuesand Ethics category for his generous donation of time over many yearsto aid and benefit others. From leading the United Way campaign in theNational Capital Region to organizing National Public Service Week, he isalways willing to lend a helping hand. By doing so, he has demonstrateddevotion to CCG and the public service, and he has promoted both CCGvalues and public service values. Patrick demonstrates the higheststandards of teamwork, collegiality, collaboration, and professionalismin all he does.BUSINESS PLAN 2008-2011

Priority 5: Effective Management of Our Workforce and Workplace28Rather, it is about standardizing our organizationacross the country where it makes sense. Partsof the organization may in fact expand overthe next few years.The continued development of nationalmodel work descriptions will support thisorganizational consistency across regionsby standardizing core competencies.Commitment2008-2009Begin the migration to standardregional organizational structures.Complete the development ofNational Model Work Descriptions fortechnical and seagoing positions.Implement the CCG PerformanceReview System.2009-2010Continue the migration to standardregional organizational structures.AGA-BasePSESAGA-BasePSESLeadDGs &ACsDG, Fleet& DG, ITSDGs &ACsWe started the implementation of our nationalperformance review system in April 2008.The system will ensure consistency in thecompletion of annual employee performancereviews and personal learning plans.AGA-BasePSESDGs &ACsFarewell, CharlesAfter some 40 years of public service — all of it with this organization — Charles Gadula is retiring.To be sure, we are happy to know that he and his family will enjoy some well-deserved time for newpursuits. But we will miss him sorely.Charles Joseph Gadula enrolled in the Coast Guard College in 1966,graduating four years later as a Navigational Officer. Over the courseof his impressive career, Charles has served both ashore and afloat ina multitude of postings in virtually every region of Canada. His vesselexperience was earned on buoy tenders, search and rescue vessels,icebreakers and hovercraft. His shore-based assignments appear tohave mirrored the breadth of his on-water career, and run the gamutfrom Director of Search and Rescue, Regional Director of Coast Guard’sCentral and Arctic Region, and Director General of both Fleet andMaritime Services, to Acting Deputy Commissioner.Many people throughout the organization have sought and valued hiscounsel on countless issues. He epitomizes the character of so many in theCoast Guard: fierce loyalty, refreshing honesty, and a wealth of corporateknowledge. Known to many simply as ‘Charlie’, he is always approachable,always optimistic, always … there.The Coast Guard will miss you, Charles.Canadian Coast Guard — www.ccg-gcc.gc.ca

(4)WHAT WE DO EVERY DAYThis section describes the day-to-day activitiesrelated to the programs and services Coast Guardprovides to Canadians. It also highlights areaswhere significant investment is occurring andnotes key initiatives aimed at improving thedelivery of programs and services.The section starts with some key informationabout our financial and human resources.Two financial tables show the estimated costby Program Activity Architecture (PAA) subactivity3 of providing CCG services to Canadians,and they provide a snapshot of each sub-activity’scost structure. This establishes a financial contextfor the information that follows. A third tablepresents summary information on the numberof CCG employees.On an average day, the Canadian Coast Guard:• Saves eight lives;• Assists 55 people in 19 search and rescue cases;• Services 55 aids to navigation;• Handles 1,127 marine radio contacts;• Manages 2,346 commercial ship movements;• Escorts four commercial ships through ice;• Carries out 12 fisheries patrols;• Supports three hydrographic missions;• Supports eight scientific surveys;• Deals with three reported pollution events; and• Surveys five kilometres of navigation channel bottom.The rest of Section 4 describes, for each PAAsub-activity:• The programs and services we provide everyday. The focus is on the services we provide andthe results we seek to achieve. The indicatorsand targets are all drawn from our PerformanceMeasurement Framework.• The costs of providing our programsand services to Canadians. This informationis a more detailed version of the financialdata presented at the start of this section.• The key initiatives we are undertaking.This includes year-by-year commitmentsfor each initiative, and it specifies the leadfor each initiative.In addition to the day-to-day operationsdiscussed in this section, CCG managesfive key priorities. For information onthese priorities, see Section 3.293 See Annex C for an overview of the PAABUSINESS PLAN 2008-2011

Section 4: What We Do Every DayOverview of Financialand Human Resources30Table 1 presents estimates of planned spending on salary, other operations and maintenance, and capital toprovide CCG services to Canadians in 2008-2009. These costs are provided for our 10 PAA sub-activities.Table 1: CCG Budget Allocation Planned Spending by PAA Sub-activity, 2008-2009(thousands of dollars)PAA Sub-activitySalaryOtherOperations andMaintenance(O&M)TotalOperatingAids to Navigation Services 12,284.6 10,182.6 22,467.2 -Waterways Management Services 2,902.3 10,139.7 13,042.0 -Marine Communications and Traffic Services 32,893.5 7,734.7 40,628.2 -Icebreaking Services 950.9 17,553.1 18,504.0 -Search and Rescue Services 10,724.8 15,419.6 26,144.4 -Environmental Response Services 5,853.8 3,950.5 9,804.3 -Maritime Security 4,155.5 5,291.0 9,446.5 -MajorCapitalCoast Guard Fleet Operational Readiness 167,744.7 65,327.0 233,071.7 147,945.8Lifecycle Asset Management Services 59,191.9 28,009.0 87,200.9 50,426.7Canadian Coast Guard College 6,488.9 6,476.5 12,965.4 -Total 303,191.0 170,083.7 473,274.6 198,372.5Like Table 1, Table 2 presents estimates of the cost of delivering CCG programs and services, but withthe operating costs of fleet operational readiness and lifecycle asset management allocated to the othereight PAA sub-activities. Also included in this table is the cost of providing services to non-CCG clientssuch as DFO Science and the Northwest Atlantic Fisheries Organization.Table 2: CCG Service Costs by PAA Sub-activity, 2008-2009 (thousands of dollars)PAA Sub-activityDirect ProgramOperatingAllocation of Operating From:CoastGuard FleetOperationalReadinessLifecycle AssetManagementServicesTotalService Cost(Operating)Aids to Navigation Services 22,467.2 37,200.4 36,774.6 96,442.2Waterways Management Services 13,042.0 946.6 750.8 14,739.4Marine Communications and Traffic Services 40,628.2 1,290.2 17,612.3 59,530.7Icebreaking Services 18,504.0 38,645.6 10,282.7 67,432.4Search and Rescue Services 26,144.4 84,568.2 18,002.2 128,714.8Environmental Response Services 9,804.3 825.7 750.6 11,380.5Canadian Coast Guard — www.ccg-gcc.gc.ca

Section 4: What We Do Every DayPAA Sub-activityDirect ProgramOperatingAllocation of Operating From:CoastGuard FleetOperationalReadinessLifecycle AssetManagementServicesTotalService Cost(Operating)Maritime Security 9,446.5 14,308.3 2,831.6 26,586.4Canadian Coast Guard College 12,965.4 - 196.1 13,161.5Total Coast Guard Program 153,002.0 177,785.0 87,200.9 417,987.9Science N/A* 32,776.7 - N/AConservation and Protection N/A 15,544.5 - N/ANorthwest Atlantic Fisheries Organization N/A 6,965.6 - N/ATotal 153,002.0 233,071.7 87,200.9 473,274.631* Not applicable.For more financial information on CCG, see Section 5.Table 3 presents summary information on the total number of CCG Full-time Equivalents (FTE’s).Table 3: Total Number of CCGFull-time Equivalents (FTEs)Utilization by PAA Sub-activityService*O&MFTEsMajorCapitalFTEsTotalFTEsAids to Navigation Services 249.5 - 249.5WaterwaysManagement Services35.1 - 35.1Marine Communicationsand Traffic Services413.8 - 413.8Icebreaking Services 11.6 - 11.6Search and Rescue Services 125.8 - 125.8Environmental ResponseServices91.7 - 91.7Maritime Security 11.4 - 11.4CG FleetOperational Readiness2,658.1 43.9 2,702.0Lifecycle Asset ManagementServices Allocation863.6 61.7 925.3Coast Guard College 176.1 176.1Total 4,636.7 105.6 4,742.3Figure 1:CCG Budget Allocations by Region19%18%17%12%19%12%3%Newfoundland and LabradorMaritimesQuébecCentral & ArcticPacificNational Capital RegionNational Programs* The total number of FTEs for the Coast Guard was allocatedto the sub-activities based on the total distribution of salary. Thistotal differs from the figures reported in Annex A because it is ameasure of employee utilization during the year that accounts fordifferences in tenure; by contrast, the total number of employeesin Annex A is a count of employees at a given point in time.BUSINESS PLAN 2008-2011

Section 4: What We Do Every Day32Services by PAA Sub-ActivityIn 2007-2008, Aids to Navigation Services…• Conducted levels of service reviews of the aids tonavigation system in consultation with marine users.• Continued the development of four-season lightedbuoys that can operate year-round between Montrealand Traverse Nord.Pacific29 major lighthouses1,267 fixed aids484 floating aids7 fog horns4 DGPS20 racons Central and Arctic50 major lighthouses2,395 fixed aids4,668 floating aids12 fog horns2 DGPS42 raconsQuébec36 major lighthouses527 fixed aids1,204 floating aids1 fog horn4 DGPS24 raconsNewfoundland and Labrador51 major lighthouses701 fixed aids843 floating aids68 fog horns4 DGPS10 raconsMaritimes80 major lighthouses763 fixed aids3,916 floating aids73 fog horns5 DGPS11 raconsAids to NavigationThe Aids to Navigation Services programinvolves the provision of short-range marineaids numbering 17,000-plus, including visualaids (lighthouses and buoys) and sound aids(fog horns), as well as radar aids (reflectors andbeacons) and long-range marine aids, includingelectronic aids such as the Differential GlobalPositioning System (DGPS). The benefit tomariners is safe, accessible and effective vesseltransit in Canadian waters. This program isdelivered, in part, with the support of CCG’soperationally capable and ready fleet.Aids to Navigation ServicesProvides these services… Measured this way…* With these targets…• Operational aids to navigationsystems**• Reliability of short -range aids to navigation• Reliability of long-range aids to navigation(Signal availability of DGPS)• 99% (over a three-year average)• Signal availability of at least 99%• Navigation safety information** • Timely publication of Notices to Mariners (NOTMAR) • 100% of the 12 NOTMARspublished at the end of each monthTo achieve this result… Measured this way…* With these targets…• Aids to Navigation systemsand information facilitate safeand expeditious movement ofmaritime traffic• Number of ships other than pleasure craftsinvolved in a marine accident due to striking• Maintain a five-year annualaverage; 2001-2005 averagefor strikings = 80* These are the performance indicators in the CCG Performance Measurement Framework.** In accordance with Levels of Service and Service Standards (www.ccg-gcc.gc.ca).Canadian Coast Guard — www.ccg-gcc.gc.ca

Section 4: What We Do Every DayTable 4: Aids to Navigation ServicesResource Profile, 2008-2009(thousands of dollars)Newfoundlandand Labrador*Region Salary O&M Total3291.9 1,766.8 5,058.7Maritimes 1033.9 2,425.9 3,459.8Québec 651.7 801.3 1,453.0Central and Arctic 969.7 1,814.6 2,784.3Pacific* 3972.2 2,198.1 6,170.3National Programs** - 124.4 124.4National CapitalRegion (NCR)2,365.2 1,051.5 3,416.7Direct Program Total 12,284.6 10,182.6 22,467.2Coast GuardFleet Operational 26,773.6 10,426.8 37,200.4Readiness AllocationLifecycle AssetManagement24,962.6 11,812.0 36,774.6Services AllocationTotal Service Cost 64,020.8 32,421.4 96,442.2* Salary differences between regions are largely due tovariations in activities related to lighthouses. Of 246 Canadianmajor lighthouses, 51 are staffed. CCG maintains 23 staffedlighthouses in the Newfoundland and Labrador Region, 27in the Pacific Region, and, for sovereignty reasons, 1 in theMaritimes Region. Canada is one of the few countries thatcontinue to staff lighthouses.** National Programs consists of $124.4K in researchand development.Reinvestment in the Asset BaseAids to Navigation Services capital projectsfocus on the following:• Ensuring CCG compliance with variouscodes and standards, including healthand safety codes and Canadian StandardsAssociation (CSA) standards;• Addressing potential liability issuesand general mariner safety; and• Facilitating safe access and navigationin Canadian waters.We expect to spend $13.6 million in 2008-2009on capital projects related to these services. For afull description of these capital expenditures, seeAnnex B.Waterways ManagementThe Waterways Management program enablesCCG to help ensure safety and accessibilityof waterways by: providing channel dredgingin the Great Lakesconnecting channelsIn 2007-2008, Waterwaysunder a Canada-U.S.Management Services…agreement; managing• Monitored bottom conditions in760 kilometres of Canada’s maindredging of the St.shipping channels.Lawrence River on a• Provided users with information oncost-recovery basis;bottom conditions, water levels, andforecasts of water levels for four ofmonitoring channelCanada’s busiest waterways.bathymetry; contributingto international controlof water levels in the St. Lawrence River; andoperating the Canso Canal. The program alsoenables CCG to help ensure safe passage byproviding users with marine safety information,including water-depth forecasts. WaterwaysManagement sustains navigable channels,reduces marine navigation risks and supportsenvironmental protection. This program isdelivered, in part, with the support of CCG’soperationally capable and ready fleet.33BUSINESS PLAN 2008-2011

Section 4: What We Do Every DayWaterways Management Services34Provides these services… Measured this way…* With these targets…• Dredging of the Canadian portions of the Great • Percentage and actual number of • 100%Lakes connecting Channels and St. Lawrence Rivermaintained and managed **kilometers of channel dredged vsplanned• Main commercial shipping channel bottoms surveyed** • Actual number of kilometers of • 100%channels surveyed vs planned• Water Level Forecasts **• Timely provision of water levelforecast• Forecasts 100% on timeTo achieve this result… Measured this way…* With these targets…• Waterways management and information help ensureaccessibility of main commercial shipping channelsand contribute to their safe use**• Number of ships other than pleasurecrafts involved in a marine accidentdue to a grounding• Maintain a five year annualaverage; 2001-2005 averagefor groundings = 111* These are the performance indicators in the CCG Performance Measurement Framework.** In accordance with Levels of Service and Service Standards (www.ccg-gcc.gc.ca).Table 5: Waterways Management ServicesResource Profile, 2008-2009(thousands of dollars)Region Salary O&M TotalNewfoundlandand Labrador- 23.8 23.8Maritimes 831.7 970.3 1,802.0Québec* 1,089.0 3,705.4 4,794.4Central and Arctic 82.6 1,348.3 1,430.9Pacific 250.2 914.7 1,164.9National Programs - - -NCR 648.9 3,177.2 3,826.1Direct Program Total 2.902.3 10,139.7 13,042.0Coast GuardFleet Operational681.3 265.3 946.6Readiness AllocationLifecycle AssetManagement509.6 241.1 750.8Services AllocationTotal Service Cost 4,093.2 10,646.2 14,739.4* Includes $4,600.0K for dredging that is fully recovered throughvote-netted revenue.Key InitiativePost-Panamax Study, St. Lawrence RiverGiven the increase in marine traffic that iswidely expected to occur in the near future,Canadian ports are seeking ways to increasetheir competitiveness. Shipping industryrepresentatives have informed us of their plansto use new-generation post-Panamax 4 vessels,especially on the restricted channel of theSt. Lawrence River between Québec City andMontreal. Post-Panamax vessels do not meetcurrent CCG guidelines for allowing vesselsto travel in both directions in some sectionsof the shipping channel.4 Panamax vessels are those whose dimensions are such that they can fit throughthe locks of the Panama Canal. Post-Panamax vessels are larger than Panamaxvessels, and they therefore cannot fit through the locks of the Panama Canal.Canadian Coast Guard — www.ccg-gcc.gc.ca

Section 4: What We Do Every DayIn partnership with Transport Canada (TC),the Laurentian Pilotage Authority and shippingindustry representatives, we are conductinga risk assessment to determine the minimumconditions that must be met for post-Panamaxvessels to be allowed to travel in both directionsin the St. Lawrence between Québec Cityand Montreal. The purpose of the study isto identify any additional conditions andrestrictions (maximum width, meeting speed,one-ways, etc.) that are required to ensure safenavigation and environmental protection, whilelimiting the impact on waterway users andriverside communities.Commitment2008-2009Participate with Transport Canada, LaurentianPilotage Authority and Industry in a riskanalysis to aid in decision to authorize widebeamvessels to navigate the St. LawrenceRiver and develop recommended operationalconditions and restrictions for the vesselsLeadDG, MSMarine Communicationsand Traffic ServicesThe Marine Communications and TrafficServices (MCTS) program provides marinedistress and safetycommunications,In 2007-2008, MCTS…conducts vessel• Implemented a Very High Frequency/screenings, regulatesDigital Selective Calling (VHF/DSC)safety service on the Great Lakes.vessel traffic in selected • Completed the first steps in theCanadian waters,national recruitment campaign forMCTS trainees.provides pertinent• Implemented Coast Guardinformation and publicresponsibilities for vessel trafficcorrespondence serviceservices as required by the CanadaShipping Act, 2001.on a 24/7 basis. Throughthe MCTS program,search and rescue responders have increasedknowledge of persons or vessels in distress,mariners in distress have a means to requestassistance, mariners have relevant accurate andtimely information and CCG has enhancedinformation on vessel transit for maritime securitydomain awareness. MCTS contributes to thesafety of life at sea, the protection of the marineenvironment, the efficient movement of shippingin waterways and the provision of essentialinformation to mariners.35The MCTS is delivered through a network of22 MCTS Centres and supporting remote sites(radio towers, radar sites, etc.).BUSINESS PLAN 2008-2011

Section 4: What We Do Every Day36Pacific5 MCTS Centres44 remote sitesCanada22 MCTS Centres202 remote sitesCentral and Arctic5 MCTS Centres49 remote sitesQuébec4 MCTS Centres34 remote sitesNewfoundland and Labrador5 MCTS Centres42 remote sitesMaritimes3 MCTS Centres33 remote sitesMarine Communications and Traffic ServicesProvides these services… Measured this way…* With these targets…• Responses to distress and safetycommunications**• MCTS Centres operations availabilityNOTE: radio channels are continuously monitored• 24/7 availability for MCTS Centresand operators; 100 %• Screening and issuance of Vessel / • Number of clearances • Benchmark = 15,200traffic clearances to ships of500 tons - gross tonnage ormore entering Canadian waters(Great Lakes not included)**• Marine safety information** • Number of Notships issued • Benchmark = 13,000To achieve this result… Measured this way…* With these targets…• Safety of life at sea, efficientmovement of shipping, andprovision of essential informationto mariners• Number of ships other than pleasure craftsinvolved in a marine accident due to a collision• Maintain a five year annualaverage; 2001-2005 average = 17* These are the performance indicators in the CCG Performance Measurement Framework.** In accordance with Levels of Service and Service Standards (www.ccg-gcc.gc.ca).Canadian Coast Guard — www.ccg-gcc.gc.ca

Section 4: What We Do Every DayTable 6: Marine Communicationsand Traffic Services Resource Profile,2008-2009 (thousands of dollars)Newfoundlandand LabradorRegion Salary O&M Total5,230.7 830.4 6,061.1Maritimes 5,525.6 613.3 6,138.9Québec 5,947.8 416.3 6,364.1Central and Arctic* 4,425.4 1,743.3 6,168.7Pacific** 8,917.5 1,943.8 10,861.3National Programs*** 343.0 1,080.0 1,423.0NCR 2,503.5 1,107.6 3,611.1Direct Program Total 32,893.5 7,734.7 40,628.2Coast GuardFleet Operational928.6 361.6 1,290.2Readiness AllocationLifecycle AssetManagement11,955.2 5657.1 17,612.3Services AllocationTotal Service Cost 45,777.3 13,753.4 59,530.7* Central and Arctic Region O&M resources are higher thanthose in the other regions because of the Northern housingallowance and travel costs to the North.** Pacific Region salary dollars are higher because of the needto staff more MCTSOs in response to the region’s marinetraffic volume.*** National Programs consists of $1,423.0K in the AutomaticIdentification System project.Key InitiativesNAVAREAsNAVAREAs are geographical sea areas establishedby the International Maritime Organization(IMO) to co-ordinate the transmission ofnavigational warnings to mariners. In October2007, the IMO confirmed Canada in its role asinternational co-ordinator and issuing servicefor navigational warnings for two NAVAREAsin the Arctic.We will work with domestic and internationalpartners to commission this new internationalservice. During the upcoming planning year,we will finalize implementation issues with IMO,with service delivery following in 2009-2010.Commitment2008-2009Finalize implementation plans with IMO.Project definition phase (implementation,training, acquisition plans).2009-2010Initial testing of operating condition.Implementation (advertisement andcommencement of NAVAREA transmissions).Canada Shipping Act, 2001LeadDG, MSDG, MSDG, MSDG, MSThe Canada Shipping Act, 2001 affected MCTSin two key ways:• MCTS Officers (MCTSOs) are now able todirect vessels in a wider range of circumstancesthan before.• MCTSOs now have a clearer role to direct onlyvessels under their authority, not all the vesselsin a vessel traffic services (VTS) zone.We have examined MCTSO positions to ensurethat officers have the training, authority, andtools to deliver vessel traffic services as requiredby Canada Shipping Act, 2001. In 2008-2009, wewill provide information sessions to MCTSOs,all of our documentation pertinent to CanadaShipping Act, 2001 will be updated, and anenforcement strategy to ensure compliance withthe Act will be developed in collaboration withTransport Canada.37BUSINESS PLAN 2008-2011

Section 4: What We Do Every Day382008-2009CommitmentIn collaboration with Transport Canada,develop an enforcement strategy to ensurecompliance with the Vessel Traffic Servicessection of Canada Shipping Act, 2001.2009-2010Support Transport Canada in the developmentof new Vessel Traffic Services Regulations.2010-2011Implement new Vessel Traffic ServicesRegulations.LeadDG, MSDG, MSDG, MSCommitment2008-2009Finalize the national process for therecruitment of MCTS trainees.Initiate the development of a trainingframework to address new technologyand related procedures.2009-2010Develop refresher course and implement atraining strategy for existing MCTS Officers.Develop an MCTS Officer competency profile.LeadDG, MSDG, MSDG, MS &ExecutiveDirector,CCGCDG, MSHuman Resources InitiativeMCTS Technical TrainingOver the next three years, we will strive toaddress the most pressing operational humanresources requirements to ensure the continuityof our services and to respond to the needs of ouremployees. In 2008-2009, we will initiate thedevelopment of a training framework and longtermstrategy to meet MCTS technical trainingrequirements for the 21 st Century.The development of a training frameworkfor the MCTS sub-activity is critical to CCGoperations. The MCTS training frameworkwill include a variety of initiatives to supportthe MCTS workforce of about 400 certifiedMCTSOs to ensure professional developmentand adequate recruitment.Reinvestment in the Asset BaseMCTS capital projects focus on the following:• Improving and modernizing existingcommunications and information systems;• Providing enhanced marine security; and• Contributing to the safety of navigation inCanadian waters.We are making substantial investments in assetsrelated to MCTS. There are 14 separate projectsunder way, most of which are multi-year. Weexpect to spend over $26 million on theseprojects in 2008-2009. For a complete list ofprojects and a description of each, see Annex B.Canadian Coast Guard — www.ccg-gcc.gc.ca

Section 4: What We Do Every DayIcebreaking ServicesThe Icebreaking program of CCG providesicebreaking and related services to facilitatethe informed, safe and timely movement ofmaritime traffic through and around ice-coveredCanadian waters for the benefit of industry andcommunities. This program activity includesproviding ice information and escorting shipsthrough ice-covered waters, freeing beset vesselsin ice, maintaining open tracks through icethat is firmly attached to the shore, conductingharbour breakouts, providing ice routing advice,resupplying isolated northern settlements andreducing the risk of flooding on the St. LawrenceRiver through monitoring, prevention andbreaking up of ice jams.Seventeen icebreaking vessels are available toCCG for use in winter operations on the eastcoast of Canada, the St. Lawrence River, andthe Great Lakes as required.Icebreaking Services also contributes toArctic sovereignty by resupplying Northerncommunities, providing support to othergovernment agencies and organizations inice-infested waters, and being a visible federalgovernment marine presence in the CanadianNorth. Every year, we have six icebreakersin the Arctic between June and November(summer operations).Ice information is provided according to theIce Information Service Partnership Agreementwith the Canadian Ice Service of EnvironmentCanada. Four regionaloffices — in St. John’s,NL; Dartmouth, NS;Québec City, QC; andSarnia, ON — ensurethat ice information isdisseminated by radio,Internet, fax, etc. Thestrategic positioning oficebreakers is crucial forthe efficient performance39In 2007-2008, Icebreaking Services…• With partners from other governmentdepartments, continued to develop,install, and test a high-speed, digitallyenhanced marine radar system onCCGS Henry Larsen.• Freed over 100 fishing vessels besetin ice off the northeast coast ofNewfoundland.• Initiated a project to layer iceinformation on electronic charts.of all icebreaking services. A zonal approach isused to task icebreakers to ensure flexibility inresponding to requests for assistance, particularlyduring severe ice conditions.We respond to about 1,500 requests a yearfor icebreaking support. About half of thesecalls are for route assistance, about 300 are forflood prevention, there are about 200 for eachof harbour breakouts and ice reconnaissance,and the remainder are for Arctic issues. Inpartnership with the Canadian Ice Service,we provide over 5,000 ice charts a year tomarine shipping.The Icebreaking Services sub-activity isdelivered with the support of CCG’s fleet.BUSINESS PLAN 2008-2011

Section 4: What We Do Every Day40Icebreaklng ServicesProvides these services… Measured this way…* With these targets…• Icebreaking services** • Percentage of icebreaking services provided • 100%• Ice-related information duringice-seasons**• Number of ice charts produced• To meet annual Service LevelAgreementTo achieve this result… Measured this way…* With these targets…• Informed, safe and timelymovement of maritime trafficthrough and around ice-coveredwaters is facilitated• Number of ships other than pleasure craftsdamaged by ice• Five year average of 12* These are the performance indicators in the CCG Performance Measurement Framework.** In accordance with Levels of Service and Service Standards (www.ccg-gcc.gc.ca).Table 7: Icebreaking Services ResourceProfile, 2008-2009 (thousands of dollars)Newfoundlandand LabradorRegion Salary O&M Total62.1 2,664.8 2,726.9Maritimes 91.7 3,199.0 3,290.7Québec 159.0 1,742.3 1,901.3Central and Arctic 82.4 383.9 466.3Pacific - 91.7 91.7National Programs* - 9,410.4 9,410.4NCR 555.7 61.0 616.7Direct Program Total 950.9 17,553.1 18,504.0Coast GuardFleet Operational 27,813.7 10,831.9 38,645.6Readiness AllocationLifecycle AssetManagement6,979.9 3,302.8 10,282.7Services AllocationTotal Service Cost 35,744.6 31,687.8 67,432.4* National Programs consists of $9,300.0K for the nationalagreement with Environment Canada to provide the IceReconnaissance Service and $110.4 in research and development.Canadian Coast Guard — www.ccg-gcc.gc.ca

Section 4: What We Do Every DaySearch and RescueThe federal Search and Rescue (SAR) Program,led by the Minister of National Defence, is aco-operative effort by federal, provincial, andmunicipal governments. CCG’s SAR program,in conjunction with the Canadian CoastGuard Auxiliary, leads, delivers and maintainspreparedness for the 5.3 million square kilometremaritime component of the federal SAR system.Through distress monitoring, communicationand search and rescue activities, the CCG SARprogram increases the chances of rescue forpeople caught in dangerous on-water situations.This program is delivered, in part, with thesupport of CCG’s operationally capable andready fleet.In 2007-2008, SAR Services…• Completed the SAR needs analysis.• Carried out a comprehensive review of partneringarrangements with the Canadian Coast Guard Auxiliaryand found a better way to manage that partnership.• Renewed and approved the CCGA ContributionAgreements.The SAR sub-activity is delivered throughJoint Rescue Co-ordination Centres (JRCCs),which are located in Halifax, Trenton, andVictoria; the centres operate under the controlof the Department of National Defence (DND)and are jointly staffed with DND and CCGpersonnel. In addition, CCG operates twoMarine Rescue Sub-Centres (MRSCs), in St.John’s and Québec City, that report to a JRCC.In support of SAR operations, we operate atotal of 114 multitasked vessels, all with SARresponsibilities. This includes 39 lifeboats, oneair cushioned vehicle (ACV), and seven primarylarge patrol vessels multitasked to other programs.In addition to the fleet of 114 vessels, there are24 in-shore rescue boats that operate during thesummer. Coast Guard is further supported bythe Canadian Coast Guard Auxiliary (CCGA),which consists of some 4,300 volunteer membersusing 1,200 vessels.We co-ordinate about 6,000 maritime incidentsa year. The majority of these incidents involvemechanical breakdowns and other situationswhere lives are not at risk. In an average year, wesave about 2,900 lives; this represents about 97%of the lives at risk, and it is one of the best recordsin the world. On average, CCGA responds to25% of total Canadian maritime incidents.41Search and Rescue ServicesTo achieve this result… Measured this way… With these targets…• Prevention of loss of life and injury • Percentage of lives saved vs lives at-risk • 90% overall; this figure represents anoperational benchmark, while the target —although operationally unattainable —is that CCG saves 100% of lives at riskBUSINESS PLAN 2008-2011

Section 4: What We Do Every DaySearch and Rescue Services – CCG42Provides these services… Measured this way…* With these targets…• SAR co-ordination and response** • Percentage of primary SAR vessels meetingreaction time of 30 minutes or less formaritime incidents• 99%To achieve this result… Measured this way…* With these targets…• Search and rescue alerting,responding and aiding activitiesusing public and privateresources**• Number of people assisted by Maritime SARProgram, i.e. people who were not in a distresssituation but required assistance• Benchmark of 13,142 based onaverage of last four yearsSearch and Rescue Services – CCG AuxiliaryProvides these services… Measured this way…* With these targets…• Capacity to respond to SAR • Number of CCGA members • Benchmark = 4,266taskings**• Number of CCGA vessels • Benchmark = 1,209To achieve this result… Measured this way…* With these targets…• Support to CCG SAR activities** • Percentage of CCGA participation in MaritimeSAR incidents• 25%* These are the performance indicators in the CCG Performance Measurement Framework.** In accordance with Levels of Service and Service Standards (www.ccg-gcc.gc.ca).Key InitiativesSearch and Rescue Needs AnalysisIn 2007-2008, we conducted a needs analysisof the SAR program, held consultationsand prepared a report of our findings. Thegoals of the initiative were to assess the SARresources needed to respond to incidents in themaritime areas for which Canada has acceptedresponsibility and to validate the existing levelsof service or propose changes.SAR services are delivered to different servicestandards across Canada. The SAR needsanalysis reviewed, updated, and assessed allfactors (e.g., traffic, meteorological, and incidenttrends) affecting the existing levels of service.In 2008-2009, in co-operation with ourpartners in SAR delivery, we will develop animplementation strategy to address the findingsof the SAR needs analysis.Canadian Coast Guard — www.ccg-gcc.gc.ca

Section 4: What We Do Every DayTable 8: Search and Rescue ServicesResource Profile, 2008-2009(thousands of dollars)Newfoundlandand LabradorCommitment2008-2009Validate SAR Needs analysisfindings and recommendationswith SAR partners.Implement the recommendationsfrom the SAR Needs analysisthat are feasible, within existingresource levels.AGA-BaseAGA-BaseLeadDG, MSDG, MSRegion Salary O&M Total1,911.6 5,825.9 7,737.5Maritimes 2,845.6 3,619.4 6,465.0Québec* 926.0 1,581.2 2,507.2Central and Arctic 1,914.9 1,066.6 2,981.5Pacific 1,736.4 2,094.1 3,830.5National Programs** - 276.8 276.8NCR 1,390.2 955.6 2,345.8Direct Program Total 10,724.8 15,419.6 26,144.4Coast GuardFleet Operational 60,864.8 23,703.4 84,568.2Readiness AllocationLifecycle AssetManagement12,219.9 5,782.3 18,002.2Services AllocationTotal Service Cost 83,809.5 44,905.3 128,714.8* In the Québec Region, SAR services are co-delivered withOperational Services; the associated salary dollars are underthe Fleet Operational Readiness sub-activity.** National Programs consists of $276.8K under the NewSAR Initiative Fund.Renewal of the CCGA Contribution AgreementThe Minister of Fisheries and Oceans maintainsa formal Contribution Agreement with each ofthe five regional CCGA Associations, as wellas with the CCGA National Council. Eachassociation has operational boundaries consistentwith those of the CCG administrative regions,and each is a legal entity separate from theGovernment of Canada and CCG.The five-year Contribution Agreements specifythe conditions under which CCGA membersare reimbursed when called upon to provideassistance to CCG, as well as the level ofadministrative and operational support tobe provided by CCG.The CCGA Contribution Agreements wererenewed and received approval in November2007. With this approval, we will be able tofinalize and implement a set of guidelines thatwill set out how the Contribution Agreementswill be managed. With these guidelinesin place, we will be able to appropriatelyimplement all the terms and conditionsof the Contribution Agreements.Human Resources InitiativeSearch and Rescue Technical TrainingOver the next three years, we will strive toaddress the most pressing operational humanresources requirements to ensure the continuityof our services and to respond to the needs of ouremployees. The 2005 Public Service EmployeeSurvey, the 2006 A Base Review, and the 2007Report of the Auditor General all highlightedthe need to address human resource planningand training.43BUSINESS PLAN 2008-2011

Section 4: What We Do Every Day44In 2008-2009, we will initiate the developmentof a training framework and long-term strategy tomeet SAR technical training requirements for the21 st Century. The framework and strategy willaddress regulatory, operational, and maintenance(refresher) requirements in the context ofcontinuous learning and the flexible deliveryof training.Commitment2008-2009Develop and issue a request for proposal(RFP) to develop a framework and strategyfor SAR technical training.2009-2010Finalize and implement the frameworkand strategy for SAR technical training.LeadDG, MSDG, MSCommissioner’s Commendation Awarded to the Maritime Search and Rescue GroupThe Maritime Search and Rescue (SAR) group received a Commissioner’s Commendation for excellence in service delivery over thepast five years. During this time, the team went above and beyond the call of duty to meet program demands and client requests.For example:• They personally renovated vacant space at the Dartmouth base to accommodate Rigid Hull Inflatable Operational Training andFast Rescue Craft Training.• They revamped their training approach, the code of conduct and accommodation arrangements for the Inshore Rescue Boat(IRB) Program.• They lowered the cost of the IRB Program to the point where its costs per employee are the lowest in Canada.• They revised the training syllabus for the IRB Program; it is the only syllabus in Canada approved by Transport Canada.• They focused on employee equity in the recruitment and development of IRB students.• They implemented a Small Vessel Committee that represents all users of small vessels.The members work together as a model team, and each demonstratesthe highest standard of professionalism, service and commitment.From left to right: Nancy Hurlburt, John Hines, Stephen Harrie, John Drake,Tim Surette. Recipient missing: Phillip WalkerCanadian Coast Guard — www.ccg-gcc.gc.ca

Section 4: What We Do Every DayEnvironmental Response ServicesThe Canadian Coast Guard is the lead federalagency for all ship-source spills of oil andmystery spills into the marine environment inwaters under Canadian jurisdiction, and forsupporting other countries under internationalagreement. The objectives of the EnvironmentalResponse program of the Canadian CoastGuard are to minimize the environmental,economic and public safety impacts of marinepollution incidents. The CCG monitors andinvestigates all reports of marine pollution inCanada and in conjunction with commercialpartners, uses its own resources, such as vesselsand pollution countermeasures equipment asrequired, to respond. Where the polluter has beenidentified and is willing and able to respond, theCanadian Coast Guard advises the polluter oftheir responsibilities and, once satisfied with thepolluter’s intentions / plans, assumes the role asthe Federal MonitoringOfficer (FMO) andmonitors the polluter’sresponse and providesadvice and guidance asrequired. However, inthose cases where thepolluter is unknown,unwilling or unable torespond, the CanadianCoast Guard will assumethe overall managementof the incident. This program is delivered, inpart, with the support of CCG’s operationallycapable and ready fleet.45In 2007-2008, Environmental ResponseServices…• Designated 29 Pollution ResponseOfficers following the coming into forceof the Canada Shipping Act, 2001 onJuly 1, 2007.• Responded to 1,097 reported spills inCanadian waters between April 2006and December 2007.• Recovered approximately $1.2 millionof the costs CCG incurred respondingto marine pollution incidents.Commissioner’s Commendation Awarded for the Barge Houston IncidentOn December 17, 2007, a Fast Rescue Craft landed three crew members of CCGS Edward Cornwallis on board the drifting bargeHouston. In gale-force winds, high seas, and freezing temperatures, the three tried to deploy the barge’s emergency towline toprevent the Houston from grounding and causing an environmental incident. But the towline could not be connected, and the bargecontinued to drift dangerously toward shore. Finally, half a mile from shore, the three crew members were able to deploy the anchorand prevent the Houston from grounding.With conditions deteriorating and darkness looming, the three could not be evacuated from the barge. The Senior Engineer wasable to start a generator to provide heat and lights. A Cormorant Search and Rescue helicopter was called in, and all three weresafely evacuated after spending over seven hours on the Houston. The next day, they were returned to their ship by CCG helicopter.CCGS Edward Cornwallis remained on scene until December 19, helping thetug’s three-man crew reconnect the towline and get under way.The three CCGS Edward Cornwallis crew members have received aCommissioner’s Commendation for their commitment, in dangerous conditions,to preventing an environmental incident.From left to right: Nancy Hurlburt, Peter J. Cowan, John A. Seymour, Byron Samson,Anthony Potts. Recipients not in the photo are Anthony Kelly and Paul York.

Section 4: What We Do Every Day46Environmental Response Services has approximately 80 personnel and deploys equipment that isstrategically located in depots. This sub-activity maintains duty officers 24/7 in all regions and dealson average with over 1,200 reported incidents a year.Environmental Response ServicesProvides these services… Measured this way…* With these targets…• CCG managed spill responses** • Number of CCG responses to marine pollution • Benchmark = 620incidents as On-scene Commander (OSC)(South of 60)• Number of CCG responses to marine pollution • Benchmark = 10incidents as On-scene Commander (OSC)(Arctic Coverage Area; North of 60)• Monitoring of private sector • Number of CCG responses to marine pollution • Benchmark = 470response**incidents as Federal Monitoring Officer(FMO) posture• Provision of expertise and resourcesto OGD and organizations**• Number of CCG responses as Resource Agency • Benchmark = 140To achieve this result… Measured this way…* With these targets…• Reported cases of ship-source spillsare addressed• Percentage of ship-source spills where CCG actedas On-scene Commander, Federal MonitoringAgency or Resource Agency vs total number ofreported ship-source spills• 100%* These are the performance indicators in the CCG Performance Measurement Framework.** In accordance with Levels of Service and Service Standards (www.ccg-gcc.gc.ca).Canadian Coast Guard — www.ccg-gcc.gc.ca

Section 4: What We Do Every DayTable 9: Environmental ResponseServices Resource Profile, 2008-2009(thousands of dollars)Newfoundlandand LabradorRegion Salary O&M Total968.8 444.2 1,413.0Maritimes 1,017.8 307.9 1,325.7Québec 793.1 588.0 1,381.1Central and Arctic* 1,276.7 705.1 1,981.8Pacific 968.0 388.6 1,356.6National Programs** - 31.5 31.5NCR 829.4 1,485.2 2,314.6Direct Program Total 5,853.8 3,950.5 9,804.3Coast GuardFleet Operational 594.3 231.4 825.7Readiness AllocationLifecycle AssetManagement509.5 241.1 750.6Services AllocationTotal Service Cost 6,957.5 4,423.0 11,380.5• Identify areas in the Artic at high risk foroil spills;• Purchase the equipment and first-responsesystems needed to contain and recoverspilled oil; and• Engage the various communities in the North.We have drafted an action plan, andimplementation will begin in 2008-2009.Commitment2008-2009Complete risk assessment, engage thecommunities and issue equipment requestfor proposal (RFP) on Canada’s spill responsecapacity in the Arctic.2009-2010Complete deployment of equipment packages.LeadDG, MSDG, MS47* Central and Arctic Region has a higher salary budget than theother regions because its organization is slightly larger to coverthe services provided in the Arctic. This cost also includes isolatedpost allowances that are not paid in other regions.** National Programs consists of $31.5K in researchand development.Key InitiativesHealth of the Oceans StudyAs part of Canada’s commitment to conserveand protect Canadian waters, the Governmentof Canada, through Budget 2007, is providing$2.2 million over three years to CCG to ensureCanada has a capacity to respond to oil spills inthe Arctic. In carrying out this initiative, we will:• Assess Canada’s ability to respond to oil spillsin the Arctic;Review of the NationalEnvironmental Response StrategyDomestic and international obligations requireCanada to maintain considerable preparednesscapacity for responses to domestic and potentialinternational pollution incidents, as well as actas a strategic reserve for industry south of 60.However, we must assess our current and futureability to deliver on these statutory obligations,especially where there are multiple spills or cleanupmight be prolonged.To ensure an effective, long-term EnvironmentalResponse Services program, we conducted areview of our National Environmental ResponseStrategy in 2007-2008. This strategy capturesall of the elements necessary for EnvironmentalBUSINESS PLAN 2008-2011

Section 4: What We Do Every Day48Response Services to develop, implement, anddemonstrate the preparedness, response processes,and response procedures needed to respond toship-source spills on waters over which Canadahas jurisdiction.During our review of the strategy, we draftedrevisions of the National Response Policy andNational Response Plan. We are now identifyingenvironmental response equipment systemsusing current inventory and determiningwhat components are required to ensuremeeting capacity requirements. Our reviewof the strategy pointed to the need to revisethe National Contingency Plan, which is anelement of the strategy.To advance our review of the NationalEnvironmental Response Strategy in the comingyear, we will take a number of actions withrespect to policy, plans, equipment holdings,training strategies, and competency profiles.We will also consult with our partners,including Environment Canada, TransportCanada, other government departments,provincial environmental ministries, membersof marine advisory groups such as the CanadianMarine Advisory Council (CMAC), and theRegional Advisory Council (RAC).Commitment2008-2009Complete revision of National EnvironmentalResponse Strategy, consulting with partnerson the document.Develop competency profiles and trainingstrategy for ER management.Develop senior managers training course.Brigadier General M.G. ZalinskiLeadDG, MSDG, MSDG, MSCCG is playing a key role in addressing anoil-pollution threat posed by the wreck of theUS vessel Brigadier General M.G. Zalinski. Thisvessel sank in the Grenville Channel in BritishColumbia in September 1946, entombing a cargoof munitions and an estimated 700 tonnes of fuel.The wreck, which lay largely forgotten, beganleaking the fuel in 2003.In 2007-2008, we assessed the situation anddeveloped an action plan. This in turn led toprocessing a Price and Availability request toremove the oil from the sunken vessel. Shouldfunding be identified, the bids received willform the basis for a request for proposal (RFP)for the removal of oil from the vessel, with aview to completing the operation in 2010.Commitment2008-2009Develop and cost all components of theaction plan.2009-2010Implement the action plan, subject tofunding availability.LeadDG, MSDG, MSCanadian Coast Guard — www.ccg-gcc.gc.ca

Section 4: What We Do Every DayCanada Shipping Act (CSA) 2001Further to the formal promulgation of theCanada Shipping Act (CSA) 2001, specificpositions within Environmental Responsehave been examined to ensure that functionalspecialists have the appropriate training,powers and tools to deliver pollutionprevention and response services.In 2007, the Minister of Fisheries &Oceans delegated his authority to designatePollution Response Officers to the DirectorGeneral, Maritime Services. Following this,Environmental Response personnel previouslydesignated as Pollution Prevention Officers underthe old CSA received the new designation ofPollution Response Officers (PRO) CSA 2001.In 2008-09, CCG will develop and deliverPollution Response Officers training coursesto all ER personnel.Commitment2008-2009Deliver PRO training course to CCGER personnelLeadDG, MSEnvironmental Response ServicesTechnical TrainingOver the next three years, we will strive toaddress the most pressing operational humanresources requirements to ensure the continuityof our services and to respond to the needs of ouremployees. The 2005 Public Service EmployeeSurvey, the 2006 A-Base Review, and the 2007Report of the Auditor General all highlightedthe need to address human resource planningand training.In 2008-2009, we will initiate the developmentof a training framework and long-term strategy tomeet Environmental Response Services technicaltraining requirements for the 21 st Century. Theframework and strategy will address regulatory,operational, and maintenance (refresher)requirements in the context of continuouslearning and the flexible delivery of training.Commitment2008-2009Develop and issue a request for proposal(RFP) to develop the framework and strategy.2009-2010Finalize and implement frameworkand strategy.LeadDG, MSDG, MSReinvestment in the Asset BaseEnvironmental Response Services capitalprojects for 2008-2009 focus on investing inenvironmental response equipment for the Arctic.We expect to spend $1.25 million on theseprojects in 2008-2009.For a full description and a complete listof projects, see Annex B.49BUSINESS PLAN 2008-2011

Section 4: What We Do Every Day50Maritime SecurityAlthough the Coast Guard does not havea direct mandate for maritime security, itsupports the Government of Canada’s maritimesecurity priorities by providing an on-waterplatform capacity and maritime expertise tonational security and law enforcement agencies,as well as maritime traffic information. Inconjunction with interdepartmental partners,CCG contributes to the analysis and creation ofactionable intelligence in support of enhancedmaritime and national security. The CoastGuard Maritime Security program leveragessafety-related CCG programs and services toprovide a collateral benefit to the Canadian andinternational maritime security community.Maritime SecurityProvides these services… Measured this way…* With these targets…• Provision of CCG maritime trafficinformation to Maritime SecurityOperations Centres• Reliability of CCG maritime vessel trafficinformation for usage at Marine SecurityOperations Centres (Proportion of yearinformation is fully available)• 99.7%• Effective and efficient provisionof CCG fleet services forsecurity purposes• Percentage of service delivered versusservice planned (active vessels).• 100%To achieve this result… Measured this way…* With these targets…• Enhanced maritime domainawareness• To be determined (The Interdepartmental MarineSecurity Working Group is developing indicators aspart of a new horizontal performance framework.)• TBD• Enhanced security-relatedpresence on Canadian waters• TBD Horizontal Initiative: Being developedwith RCMP• TBD* These are the performance indicators in the CCG Performance Measurement Framework.Canadian Coast Guard — www.ccg-gcc.gc.ca

Section 4: What We Do Every DayTable 10: Maritime Security ResourceProfile, 2008-2009 (thousands of dollars)Newfoundlandand LabradorRegion Salary O&M Total- 605.8 605.8Maritimes - 5.2 5.2Québec 1,032.9 933.6 1,966.5Central and Arctic 1,527.7 2,067.0 3,594.7Pacific - 175.6 175.6National Programs* 898.6 1,170.9 2,069.5NCR** 696.3 332.9 1,029.2Direct Program Total 4,155.5 5,291.0 9,446.5Coast GuardFleet Operational 10,297.9 4,010.4 14,308.3Readiness AllocationLifecycle AssetManagement1,922.1 909.5 2,831.6Services AllocationTotal Service Cost 16,375.5 10,210.9 26,586.4* National Programs consists of $2,069.5K for Marine SecurityOperations Centres (MSOCs).** The Maritimes Security Program is managed nationallyfrom the NCR Region.Key InitiativesMarine Security Enforcement TeamA key aspect of the our increased role insupporting the federal maritime securityagenda is the ongoing development of the jointRCMP/CCG Marine Security EnforcementTeam (MSET) program in the St. Lawrence –Great Lakes region. We will critically assessour MSET role and undertake the planningneeded to efficiently address any personnelor infrastructure issues.We will also continue to work with RCMP andDFO Conservation and Protection personnelto identify the hazards inherent in on-waterenforcement operations. This will allow us toreview and adjust our procedures and practicesto ensure the greatest safety possible for CCGpersonnel and partner agencies.Commitment2008-2009Perform an in-depth analysis of the Taskand Hazard Assessments associated withCCG support to on-water law-enforcementoperations and, in co-operation with RCMPand Conservation and Protection partners,• Modify current practices and/or developnew ones as appropriate;• Develop and provide enhanced training forsupport to law enforcement operations; and• Identify the appropriate personal protectiveequipment to enhance maritime securitycapacity in the safest way possible.Deliver the MSET program including theprovision of enhanced training for supportto law-enforcement operations and a gapanalysis and plans to further supportpersonnel and infrastructure.Marine Security Operations CentresLeadDG, FleetDG, FleetWe will continue to participate in the multidepartmentalMarine Security OperationsCentres (MSOCs) initiatives. DND leads theseinitiatives on the coasts, and the RCMP leads itin the St. Lawrence Seaway – Great Lakes area.We contribute both our extensive databases onmaritime traffic and our analysis of this data tosupport the development of actionable maritimeintelligence by MSOC partners.51BUSINESS PLAN 2008-2011

Section 4: What We Do Every Day52The RCMP-led St. Lawrence Seaway –Great Lakes MSOC initiative completed itsdevelopment phase on March 31, 2008. Budget2008 provided funding for the establishmentof a permanent MSOC in the Seaway – GreatLakes region.Commitment2008-2009Support the establishment of a permanentRCMP-led MSOC in the Seaway – GreatLakes region.LeadDeputyCommissionerAutomatic Identification System/Long RangeIdentification and Tracking SystemThe Long Range Identification and Tracking(LRIT) system is an integral part of the IMO’sefforts to further enhance maritime security.LRIT will provide for the tracking of Safety ofLife at Sea Convention (SOLAS) class vesselsentering Canada and of Canadian SOLAS-classvessels operating internationally. This systemuses satellite technology to obtain positionaldata on vessels.Implementation of AIS and LRIT is on track.We are still planning to deliver the project in2008-2009 and to have it operational by the endof fiscal year 2009-2010. Meeting this schedulerequires that time lost to delays in 2007-2008be made up in 2008-2009.The Automatic Identification System (AIS)is part of CCG’s contribution to enhancedmaritime security. The system will enhancevessel surveillance, including near-real-timeidentification of vessels approaching andoperating up to 40 nautical miles from Canada’sshores. AIS will be implemented in sites thatallow maximum coverage of the coasts andentrances to Canada, the St. Lawrence River,and the Great Lakes.Commitment2008-2009Implement AIS and LRIT according to schedule:• LRIT: Implement the Canadian portion ofthe international LRIT system by the endof the year.• AIS: Complete procurement of the AISsystem, and start to install the systemby the end of the fiscal year.LeadDG, ITSReinvestment in the Asset BaseWe are investing in critical surveillance andtracking systems in support of enhanced maritimesecurity. We expect to spend $12.5 million onthe AIS/LRIT project in 2008-2009, $25 millionover the life of the project.For a full description and a complete listof projects, see Annex B.Canadian Coast Guard — www.ccg-gcc.gc.ca

Section 4: What We Do Every DayCoast Guard FleetOperational ReadinessThe Coast Guard Fleet Operational Readinessprogram involves the provision of safe, reliable,available and operationally capable ships andhelicopters with competent and professionalcrews ready to respond to on-water and marinerelatedneeds. This program activity involvesfleet management, fleet acquisition, refit andmaintenance, and the provision of fleet personnel.Through the Coast Guard Fleet OperationalReadiness program, the CCG Agency will ensurethat the Government of Canada’s civilian fleetmeets the current and future needs of Canadiansand the Government of Canada.Figure 2: Planned Service by Client,2008-2009 (in operational days*)25,00020,00015,00010,0005,000064%CCG Programs**15%FAM & NAFO15%DFO Science3%3%OGDsMaritime Security* This table represents planned service provided to clientsby the entire CCG fleet. Operational days are calendar daysof programming assigned to an individual client.** CCG programs include: Icebreaking Services, MarineCommunications and Traffic Services, Aids to NavigationServices, and Search and Rescue.In addition to supporting most Coast Guardprograms, as well as the Science and Fisheries53Enforcement programs of DFO, the CCGfleet delivers civilianmarine services onIn 2007-2008, Fleet Services…behalf of other federal • Completed the Fleet Financial Plangovernment departments and Framework in support of FleetOperational Readiness and 2007-2008or in support of thecommitments to enhance fleet planningmaritime priorities ofand business management processes.other federal agencies• Improved competency profiles forseagoing personnel.and organizations. Such • Developed a national training planclients include DND,for all seagoing personnel.Environment Canada,the RCMP, the Department of Foreign Affairs,Transport Canada, Natural Resources Canada,and the Natural Sciences and EngineeringResearch Council of Canada.Distribution of Vessels and Helicoptersin Operation by Region, 2008-2009Pacific8 Large Vessels9 Small Vessels2 ACVs10 Lifeboats5 HelicoptersCentral and Arctic7 Large Vessels8 Small Vessels10 Lifeboats2 HelicoptersLarge-Vessel Fleet:Large (>88 m): 6Medium (48-87 m): 28Smaller (over 33 m): 6Small-Vessel Fleet:Small Vessels and ACVs (up to 33 m): 36SAR Lifeboats: 38TOTAL: 114 VesselsTOTAL: 22 HelicoptersQuébec8 Large Vessels5 Small Vessels2 ACVs5 Lifeboats6 HelicoptersNewfoundland and Labrador10 Large Vessels2 Small Vessels4 Lifeboats3 HelicoptersMaritimes7 Large Vessels8 Small Vessels9 Lifeboats6 HelicoptersBUSINESS PLAN 2008-2011

Section 4: What We Do Every Day54We track the level of service delivered to our clients against what was planned for a given fiscal year.However, because of the complexities inherent in running a multi-faceted fleet along all three coasts,performance information for all vessels could not be compiled in time for inclusion in this plan.This information will be available in the 2007-2008 Fleet Annual Report, planned for completionby October 31, 2008.Coast Guard Fleet Operational ReadinessProvides these services… Measured this way…* With these targets…Operational Fleet Days delivered for:• delivery of CCG marine services;• DFO Science and Conservationand Protection Programs;• Other federal government needs• Total number of fleet operational days• Total number of fleet operational days for CCG• Total number of fleet operational days forDFO Science• Total number of fleet operational days forDFO Conservation and Protection• Total number of fleet operational days for OGDs• Total number of fleet operational days for thevessels supporting the joint RCMP / CCG MarineSecurity Enforcement Teams program and anyother vessels delivering maritime security support• As set out in theService Level AgreementsTo achieve this result… Measured this way…* With these targets…• Percentage of service delivered vs service plannedfor all programs• Safe and secure, effective andefficient provision of CCG fleetservices for the Governmentof Canada• Re-supply of Northerncommunities for which thereis no commercial service• Percentage of service delivered vs service plannedfor CCG Programs• Percentage of service delivered vs service plannedfor DFO Science• Percentage of service delivered vs service plannedfor DFO Conservation and Protection• Percentage of service delivered vs service plannedfor GOC Programs• Number of hazardous occurrences• Percentage of CCG northern re-supply cargo(in metric tonnes) delivered compared to plan• 100% (with a tolerance zoneof 10%) for 2008• N/A• Deliver 100% of requested cargoas per agreements with Nunavutand Environment Canada* These are the performance indicators in the CCG Performance Measurement Framework.Canadian Coast Guard — www.ccg-gcc.gc.ca

Section 4: What We Do Every DayThe Exemplary Service Medal RecipientsThe CCG Exemplary Service Medal recognizes Coast Guard employees who, in the course of theirduties, provide service in difficult or critical situations. Individuals who have worked with CoastGuard for a minimum of 20 years and have spent at least 10 of those years in a risk environmentare eligible for the award, provided theirservice is marked by exemplary conduct,industry, and efficiency.55Medal: Reginald Ash, Peter Buffett, Peter Corbett,Duncan Costello, Merrill Durnford, Derek Frye,Raymond Greening, Geoffrey Legge, Derek LeRiche,Wayne Pope, Randy Roberts, Melvin Rodway,Walter Seward, Ernest Smith, Captain HerbertSpurrell, Captain E. Wade Spurrell Ronald Tobinand Michael Tuck.First Bar: Roy Galarneau and Michael O’Brien.Table 11: Coast Guard Fleet OperationalReadiness Resource Profile, 2008-2009(thousands of dollars)Figure 3: Planned Vessel Costs by Program,2008-2009Newfoundlandand LabradorRegion Salary O&M Total*39,620.5 14,844.3 54,464.8Maritimes 35,370.0 12,443.4 47,813.4Québec 29,929.9 11,501.5 41,431.4Central and Arctic 18,948.7 4,979.2 23,927.9Pacific 35,978.8 14,445.4 50,424.2National Programs** - 1,835.0 1,835.0NCR 7,896.9 5,278.2 13,175.1Direct Program Total 167,744.7 65,327.0 233,071.7* Includes all ship costs, excluding fuel.** National Programs consists of $1,835.0K for nationalexpenditures related to the helicopter program.67.6%13.7%10.4%8.3%CCG ProgramsDFO ScienceFAM/NAFOOGDs29.5%2.0%13.5%0.2%22.4%SAR/ERMaritime SecurityAids to NavigationMCTSIcebreakingThe bulk of vessel time goes to programs for which Coast Guard is responsible. However, the fleetprovides direct service to programs related to Science, to Fishery and Aquaculture Management, andto the Northwest Atlantic Fisheries Organization (NAFO). The fleet also provides support to variousother government departments.BUSINESS PLAN 2008-2011

Section 4: What We Do Every Day56ScienceIn 2008-2009, we plan to provide 4,313operational days in vessel time and over230 hours in helicopter time to DFO Science.However, our fleet also services the broadergovernment science agenda, and an additional649 operational days are planned for allocationamong various clients and special initiatives.The fleet’s science clients include:• DFO Science Program• Canadian Hydrographic Service (CHS)• Environment Canada• Natural Resources Canada (NRCan)• Research supported by the Natural Sciencesand Engineering Research Council ofCanada (NSERC)While science-related activities are conductedon board many of our multitaskable vessels,17 vessels in the fleet are dedicated solelyto the scientific endeavours of DFO andother organizations.United Nations Convention on the Lawof the Sea and International Polar YearOver the next two years, we will provideicebreaker support to governmental sciencepriorities related to Canada’s obligationsregarding seabed mapping associated with theUnited Nations Convention on the Law of theSea (UNCLOS) and International Polar Year(IPY). These are both rare opportunities forinternational co-operation in scientific researchin the Arctic and Antarctic regions. CanadianIPY research will focus on the effects of climatechange in the areas, on the areas’ adaptationsto the changes, and on the health and qualityof life of Northern Canadians.Fisheries and Aquaculture Management —Conservation and ProtectionNorthwest Atlantic FisheriesOrganization (NAFO)Canada has the right and responsibility tomonitor and inspect the vessels of other stateparties to ensure compliance with the rules offisheries conventions of which we are a member,such as NAFO. Operating mainly from CCGvessels, fishery officers acting as NAFO inspectorscarry out inspections of fishing activities in theNAFO Regulatory Area.Seal HarvestWhile CCG has in the past provided services insupport of the annual seal harvest, this fiscal yearmarks the second year this requirement has beenincorporated into the National Fleet OperationsPlan. Dedicated support has been planned forApril 2008 and March 2009. Monitoring of theannual seal harvest is normally supported byCCG icebreakers and helicopters in fishing zones4S/4T/4R (Gulf), as well as southwestern 2J andnorthwestern 3K (the Front).Fisheries EnforcementConservation and protection activities aredesigned to ensure compliance with thelegislation, policies, and fishing plans relatingto the conservation and sustainable use of thefisheries resource. Patrol vessels are required topatrol closed and boundary areas, as well as toCanadian Coast Guard — www.ccg-gcc.gc.ca

Section 4: What We Do Every Dayconduct inspections at sea to ensure compliancewith the regulations designed to ensure anorderly fishery.Key InitiativesL’Acadien IIOn April 4, 2008, The Honourable LoyolaHearn, Minister of Fisheries and Oceans,appointed Retired Rear Admiral Roger Girouardto lead a review of the events and circumstancesleading to and following the capsizing ofL’Acadien II on March 29, 2008. Rear AdmiralRoger Girouard will investigate CCG policiesand practices and will make recommendationsto prevent similar incidents from occurring inthe future. Rear Admiral Girouard has beenasked to present his final report to MinisterHearn and the Commissioner of the CanadianCoast Guard in the fall of 2008.The Transportation Safety Board of Canada andthe RCMP are also conducting investigationsinto this incident. We will provide any assistanceor information requested as these investigationsmove forward.Redeployment of Heavy IcebreakersOn 12 April 2007, CCG announced it wasredeploying two of its heavy icebreakers, CCGSTerry Fox and CCGS Louis S. St-Laurent, fromthe Dartmouth Base in the Maritimes Regionto, respectively, St. John’s and Argentia inNewfoundland and Labrador. As of April 1,2008, CCGS Terry Fox was redeployed to St.John’s, and work continues to ensure that CCGSLouis S. St-Laurent is redeployed on April 1,2009. Planning and delivery of technical andlogistics support during the redeployment is beingcarried out without affecting the ships’ servicedelivery.It is expected that this level of supportwill continue during 2008-2009.On the people side, regular interregional meetingsstarted shortly after the announcement of theredeployment and will continue throughout thetransition period (2007-2012). Unions are fullyintegrated into the planning process, which hascontributed to getting many issues and questionsanswered quickly. Each affected employee hasbeen given an individually tailored briefing onthe transition, with ample opportunity to presenthis or her needs and views. Follow-ups with eachemployee will continue throughout the transitionperiod until all individual situations are resolved.Commitment2008-2009Complete the redeployment of theheavy icebreakers.LeadDG, FleetOngoing Improvements in Fleet ManagementImprovements in fleet management will continueto address long-standing issues regardingorganizational effectiveness and connectionswith regions and clients. With this in mind, theCoast Guard fleet will continue to examine howit conducts business and make the improvementsneeded to enhance service. We will renew bothour Long Term Capital Plan (LTCP) and ourFleet Renewal Plan and align them with a newFleet Management Manual, to be developed in2008-2009.57BUSINESS PLAN 2008-2011

Section 4: What We Do Every Day58Over the next three years, we will invest in theimprovement of our Fleet Activity InformationSystem (FAIS) and enhance our business rulesto ensure the effective use of FAIS. FAIS capturesthe actual activities of fleet vessels on an hourlybasis and provides information to all levels ofmanagement. The system is therefore criticalfor decision-making and planning.CommitmentLead2008-2009Continue to enhance and improve AG DG, FleetFleet business managementthrough a variety of activities.This will include:• Further development of theelements of the Fleet FinancialFramework.• Continued implementation of theFleet fuel management process.Develop a Fleet Management Manual. AG DG, FleetComplete the requirements analysis AG DG, Fleetfor the FAIS upgrade project, andcontinue to improve the existingFAIS system.2009-2010Complete architecture design for AG DG, FleetFAIS upgrade project.Revise the Long Term Capital Planand Fleet Renewal Plan.DG, FleetImproved Maintenance of the Existing FleetAcquiring new vessels will take a number ofyears. In the meantime, the existing fleet mustbe kept as operationally ready as possible.The 2007 Report of the Auditor Generalnoted that progress in implementing lifecyclemanagement has been slow and raised a numberof issues regarding maintenance systems andprocedures. The Auditor General also notedthat maintenance failures on vessels werelinked to a lack of maintenance documents.In 2007-2008, we sought and obtained two keyapprovals from Treasury Board that will assistin the lifecycle management of CCG vessels:• We received approval to consolidate resourceswithin a single refit budget. This will facilitateplanning, scheduling, and management of fleetrefits (including helicopters).• We received approval to participate in a pilotthat provides departments with a non-lapsingcapital appropriations authority. This willfacilitate greater efficiency and productivity inthe management of capital projects and reducethe risk associated with unforeseen delays inprojects in the last quarter of the fiscal year.We have been conducting surveys of vesselcondition so we can make better informedinvestment decisions, plan refits better, andminimize the effect on operations. We havecompleted surveys of our six highest priorityvessels, and a strategy and plan to survey thecondition of the remaining vessels (as warranted)is in place. The vessel-survey program willCanadian Coast Guard — www.ccg-gcc.gc.ca

Section 4: What We Do Every Day2007-2008 AccomplishmentsImproved Maintenance of the Existing Fleet• Treasury Board has approved a new Refit Authority forCCG that permits the consolidation of resources in asingle refit budget.continue as a standard practice within CCG,with about 20% of the fleet’s vessels beingsurveyed, to some degree, each year.Building on the work completed in 2007-2008for Type 1100 class vessels, we will continue todevelop and implement critical refit standards,as warranted, for the remaining vessels in thefleet. We will also continue to work on initiativessuch as standard maintenance plans for criticalship systems.Finally, to enhance safety and awareness in theworkplace, we will develop signage, markings,and training on antenna safety on CCG vessels.Commitment2008-2009Continue the vessel conditionprogram which will survey about20% of the fleet vessels each year.This will become standard practicewithin CCG in the coming years.Develop and implement signage,markings, and training on antennasafety onboard fleet vessels.AGLeadDG, ITS& ACsDG, ITS& ACsHuman Resources InitiativesThe continuing development of Coast GuardFleet Operational Readiness includes a variety ofinitiatives designed to support the fleet workforce.About 2,500 of our employees — more than 50%of our workforce — are fleet seagoing personnel.They are supported by an additional 180 shorebasedfleet personnel. Thus, ensuring the effectivemanagement of fleet human resources is as criticalto our operations as the management of ourvessels and other physical assets.In addition to initiatives announced in 2007-2008 to respond to concerns raised in the OAGReport and A-Base Review, we have embarked ona number of complementary initiatives under aFleet Human Resources Development Program.This program is designed to foster employees’learning and development. It is also designed toensure continuity of knowledge between seagoingand on-shore operations, and between regionalmanagement and headquarters. We expectthis will further strengthen a fully integrated,national fleet.59Implement standard maintenanceplans for critical ship systems forType 1100 class vessels.Issue a standard set of refitspecifications for Type 1100 vessels.AGAGACsDG, ITSBUSINESS PLAN 2008-2011

Section 4: What We Do Every DayCommitmentLead602008-2009Develop standardized crewing matrixpredicated on competency (crewing)profiles.Launch a Fleet Human ResourcesDevelopment Program that includes:• Establishing a ProfessionalDevelopment Unit sectionat headquarters.• Putting in place funded rotationalassignments for regional staff inthe National Co-ordination Centreat headquarters.• Establishing regionaldevelopmental positions forseagoing personnel.• Ensuring that each new vesselclass under construction isassigned a Project Director,typically from a region.• Opening up Fleet ExecutiveBoard meetings to regionalSuperintendents to ensure effectivetransference of operational andmanagement knowledge.• The involvement of regionaland operational personnelin the management of NorthAtlantic and North Pacific CoastGuard fora to promote widerknowledge of internationalissues and co-operation.• Through collective bargainingattempt to remove structuralbarriers to the migration ofseagoing personnel to onshorework in support oftheir development and CCGsuccession planning.AGA-BaseAGDG, FleetDG, FleetReinvestment in the Fleet Asset BaseIn the past few years, the government has madesignificant investments in the fleet asset base.As we acquire new vessels, we continue to investin our existing fleet to optimize its availabilityand reliability. Thirty-two fleet capital projectswith a total value of $202 million are fundedfor 2008-2009. Twelve other capital projectsare waiting to begin in 2008-2009 if fundingbecomes available.For a full description and a complete list ofprojects, see Annex B.Canadian Coast Guard — www.ccg-gcc.gc.ca

Section 4: What We Do Every DayIce Floe Operation off the Coast of Newfoundland – April 200761Because of strong winds, ice floes coming down from the coast of Labrador were pushed into Notre Dame Bay, off the northeastcoast of Newfoundland. The strong winds compacted and compressed the ice floe, trapping over 100 sealing vessels travelling outfor the annual seal harvest. More than 700 fishers and commercial mariners were stranded in heavy ice for over three weeks.The constant winds had compressed the iceto the point where it presented the CoastGuard with Arctic ice conditions. To assistthe trapped vessels, CCG deployed a totalof six icebreakers: CCGS Des Groseilliers,CCGS Terry Fox, CCGS Henry Larsen, CCGSSir Wilfred Grenfell, CCGS Ann Harvey, andCCGS George R. Pearkes. CCG also used fivehelicopters for ice reconnaissance and forassistance in evacuating non-priority crewmembers and providing others with foodand fuel.During this operation, CCG also respondedto 133 search and rescue cases related to theice and escorted through ice other commercialtraffic that needed access to our ports andharbours. Although one trapped vessel was lost,all hands were safely escorted back to shore.BUSINESS PLAN 2008-2011

Section 4: What We Do Every Day62Lifecycle Asset ManagementThe Coast Guard Lifecycle Asset ManagementServices program involves the effective lifecyclemanagement of theIn 2007-2008, Lifecycle AssetCCG asset base. TheManagement Services…program provides lifecycle• Delivered $114M worth of capitalengineering, acquisition,projects to ensure that CCG had thecapital assets to provide services maintenance and disposalto Canadians.services in support of• Instituted a vessel survey programthat will help to ensure that CCG CCG’s non-fleet assetsvessels are available, and reliable. and lifecycle engineeringin support of CCG’s fleetassets (with vessel acquisition and maintenancefunded through the Fleet Operational Readinessprogram). This program activity ensures thatasset capability, reliability, availability and valueare satisfied at minimum lifecycle cost, therebyimproving the efficiency of CCG programdelivery to Canadians.CCG manages physical assets with an estimatedreplacement value of $5.6 billion. This breaksdown as follows:• Fleet assets — estimated replacement value of$4 billion. This includes major vessels, smallcraft, and helicopters.• Equipment and other moveable assets —estimated replacement value of $1.6 billion.These assets range from large icebreakers andradio towers to electronic communication andnavigation systems to small, hand-held radiosand fixed and floating aids to navigation.Asset management services are delivered by over950 engineers, technicians, technologists, tradespeople, managers, and support staff located inover 70 workshops and offices across five regionsand at national headquarters.Canadian Coast Guard — www.ccg-gcc.gc.ca

Section 4: What We Do Every DayLifecycle Asset Management ServicesProvides these services… Measured this way…* With these targets…• CCG major capital asset Acquisition • Percentage of major capital projects completed on schedule • 90%• Fleet Renewal initiative MajorCCG Fleet Asset Acquisition• CCG fleet assets Maintenance• CCG MNS Assets Maintenance• CCG MCTS Assets Maintenance• Percentage of Major Crown Projects completed on schedule,budget and performance• Percentage of maintenance (by cost) that is unplanned(Fleet assets)• Percentage of maintenance (by cost) that is unplannedfor CCG Aids to Navigation• Percentage of maintenance (by cost) that is unplannedfor CCG MCTS Assets• 100%• 20-35%• 25-40%• 30-40%63To achieve this result… Measured this way…* With these targets…• CCG Assets are available forintended purpose. CCG Assetsare reliable• Percentage of Asset Base Service Life Remaining –CCG Fleet Assets• Percentage of Time CCG fleet assets are available(as influenced by Maintenance)• Re-investment rate into CCG Fleet Asset base(rolling three year average)• Re-investment rate into CCG Aids to Navigation Asset base(rolling three year average)• Re-investment rate into CCG Marine Communications andTraffic Services (MCTS) Asset base (rolling three year average)• 40 to 60%(for 2015)• 85%• 4%• 7%• 5%* These are the performance indicators in the CCG Performance Measurement Framework.BUSINESS PLAN 2008-2011

Section 4: What We Do Every Day64Table 12: Lifecycle Asset ManagementServices Resource Profile, 2008-2009(thousands of dollars)Newfoundlandand LabradorRegion Salary O&M Total8,397.9 4,343.2 12,741.2Maritimes 11,396.5 4,088.1 15,484.6Québec 10,447.5 5,985.6 16,433.1Central and Arctic 10,151.8 3,280.1 13,431.9Pacific 11,744.6 4,067.2 15,811.8National Programs - - -NCR* 7,053.7 6,244.7 13,298.3Direct Program Total 59,191.9 28,009.0 87,200.9* The NCR is responsible for the National Engineering function,as well as for the lifecycle management of several nationally usedCCG information systems.Key InitiativesImproved Maintenance of the Existing FleetSee the section Coast Guard Fleet OperationalReadiness, on page 58, for further details onimproving the maintenance of the existing Fleet.Vessel Maintenance ReviewSee Vessel Maintenance Review, on page 24,for further details on vessel maintenance review.Continued improvement in LifecycleManagement Practices for all CCG AssetsWe will continue to improve our processes anddocumentation to enhance the maintainabilityand to minimize the lifecycle cost of our assets.In 2008-2009, we will begin to explore theconcept of establishing Centres of EngineeringExpertise within the regions to leverage bestpractices in design, engineering, and maintenance.A pilot project will be run in the Québec regionand assessed for potential broader application.Commitment2009-2010Establish a pilot Centre of EngineeringExpertise for hydraulics in the Québec region.LeadAC, QCThe Maintenance Information ManagementSystem (MIMS) project, completed in March2004, was intended to deploy a single nationalAsset Management System (AMS) to support thelifecycle management of all of our physical assets.However total deployment, particularly within thefleet, remains incomplete. An AMS is critical forthe efficient and effective lifecycle managementof the wide range of assets we operate. We havetherefore developed a strategy to complete, by2010, the deployment of an AMS applicableto all CCG physical assets.CommitmentLead2008-2009Begin implementation ofAG DG, ITSAMS deployment.Complete the five AMS vessel pilots AG ACsIn 2008-2009, we will fulfil our requirementsunder the Treasury Board SecretariatManagement of Information TechnologySecurity (MITS) Action Plan.Canadian Coast Guard — www.ccg-gcc.gc.ca

Section 4: What We Do Every DayCommitmentLead2008-2009Implement the Treasury Board-directedManagement of Information TechnologySecurity (MITS) Action Plan:• Develop and implement a MITSgovernance structure.• Implement the IT security component ofOperational Systems Security EnhancementProject (OPSSEP).DG, ITSDG, ITSImproved Maintenance ofExisting Shore-based InfrastructureAs with our seagoing vessels, we will continuouslyimprove the maintenance of our shore-basedphysical assets in line with governmentexpectations of asset capability, reliability,availability, and value at minimum lifecycle cost.65As a part of the ongoing continuous improvementarising from the Integrated Technical ServicesStrategy Project (ITSSP), a catalogue of theservices available will be finalized. In addition,to actualize some of the services developed aspart of ITSSP, we will develop and implement aTechnical Solution Centre (Electronics), completewith Service Level Agreements, at the nationaland regional levels.Commitment2008-2009Continue the development of ITS servicesand governance:• Finalize ITS Services Catalogueand begin implementation.• Develop a plan to implement aTechnical Solution Centre (Electronics).• Identify and develop national andregional level service level agreements(SLAs) for the major electronicservices to be used at the TechnicalSolutions Centres.2009-2010Continue the development of ITS servicesand governance:• Implement the Technical SolutionCentres (Electronics).AGLeadDG, ITSAC, QCDG, ITSACsIn 2007-2008, the requirement for standardizedmaintenance documentation was included inthe Statements of Work for the acquisition ofall new shore-based systems. This ensures thatstandardized maintenance documentation isacquired when we purchase any new shore-basedasset. We also initiated a program to assess thecondition of assets in 2007-2008.In 2007-2008, we initiated a program to assessthe condition of assets at high-risk sites. As partof our ongoing work, we will continue thesesurveys and initiate mitigation strategies forany risks or issues found to be unacceptable.To complement the Engineering MaintenanceManual for Vessels, we will develop andimplement similar manuals for electronic assets(mainly MCTS-related assets) and for marineand civil infrastructure (mainly fixed andfloating aids).BUSINESS PLAN 2008-2011

Section 4: What We Do Every Day662009-2010CommitmentDevelop standardized engineeringand maintenance manuals forselected CCG assets;• Develop an engineering andmaintenance manual formarine and civil infrastructure,including communications andtraining materials.2010-2011Further develop and implementstandardized engineering andmaintenance manuals for selectedCCG assets:• Ensure implementation of theengineering and maintenancemanual for marine and civilinfrastructure.• Develop the engineering andmaintenance manual forelectronics and informatics,including communicationsand training materials.• Ensure implementation of theengineering and maintenancemanual for electronics andinformatics.Human Resources InitiativeAGAGLeadDG, ITS& ACsACsDG, ITSACsAs CCG is committed to learning anddevelopment initiatives to ensure having askilled, well-trained, knowledgeable, andprofessional workforce, initial training will soonbe delivered on the Lifecycle Management System(LCMS) guidance manual. The purpose of thistraining is to enhance the understanding ofLifecycle Management (LCM) and its processesthroughout the CCG workforce. The targetaudience for this one-day course is non-technicalpersonnel, and the course will be based on acondensed version of LCMS training given totechnical personnel over the past couple of years.Commitment2009-2010Provide required training on the LCMSguidance manual.LeadACsReinvestment in the Asset BaseWe expect to spend $131 million in 2008-2009on reinvestment in the CCG asset base.The average age and deteriorated physicalcondition of the asset base is diminishing assets’reliability and performance, and operating andmaintenance costs are escalating. Effective costmanagement is further strained by the increasingneed to manage both old and new assets, asold technologies are retained even while newtechnologies are adopted.The goal of the Coast Guard reinvestmentstrategy is to refurbish and replace assets that havedeteriorated over time. This reinvestment strategyis expected to bring the asset base back to itsoriginal baseline operating condition. Improvingthe condition of capital assets will have a directimpact on the quality and extent of CCG servicedelivery and the associated ongoing operatingand maintenance costs.For a full description and a complete list ofprojects, see Annex B.Canadian Coast Guard — www.ccg-gcc.gc.ca

Section 4: What We Do Every DayCanadian Coast Guard CollegeThe Canadian Coast Guard College is themain operations and technical training facilityfor the CCG and operates as the “Centre ofExcellence” for delivering high quality, bilingual,up-to-date maritime training and services toCanadian students. Its mission is to train anddevelop marine professionals in support of CCGmandated programs in marine safety, security andenvironmental protection.The College employs approximately 100people, including 40 instructors. As a residentialtraining facility, the College has approximately60 full-time staff dedicated to hostelling,property management, academic support,and general administration and managementof the institution.The College offerstraining in four streams:CCG Officer TrainingProgram (CCGOTP),Marine Communicationsand Traffic Services(MCTS), MarineMaintenance andEquipment TrainingIn 2007-2008, the Canadian CoastGuard College…• Graduated 29 Ships’ Officers.• Graduated 23 MCTS Officers.• Provided training to 152 ElectronicTechnologists and Ship RadioInspectors.• Provided SAR training to 52 CoastGuard and DND personnel.(MMET), and Rescue, Safety and EnvironmentalResponse (RSER). In 2007-2008, the Collegedelivered over 20,000 training days to over 300Canadian Coast Guard employees.67Table 13: Number of Candidates at Canadian Coast Guard CollegeProgramProjected Number of Graduates*2007-08 2008-09 2009-10 2010-11CCG Officer Training Program (CCGOTP)Navigation 14 0 0 11Approx. 120 Officer Cadets are expected to be enrolledin the 4-year program during the 2008-2009 fiscal year. Engineering 15 0 14 12Marine Communications and Traffic Services Officers (MCTSO) English 21 26 21 19In MCTS, 23 of 27 Ab-initio candidates were successful French 2 8 0 4Marine Maintenance and Equipment Training (MMET) 152 150 N/A N/ASearch andRescue Training81 56** 56** 56**Rescue, Safety, and Environmental Response (RSER)EnvironmentalResponse Training0 0 0 0Fleet TechnicalTraining0 0 0 0* Subject to change, given enrolment outcome and the financial and human resources available** These numbers are based on projected number of courses and number of seats per course.BUSINESS PLAN 2008-2011

Section 4: What We Do Every DayvCanadian Coast Guard College68Provides these services… Measured this way…* With these targets…• Percentage of courses delivered over planned course delivery (CGOTP) • 100%• Percentage of courses delivered over planned course delivery (MCTS) • 100%• Trained personnel• Percentage of courses delivered over planned course delivery (SAR) • 100%• Percentage of courses delivered over planned course delivery (ER)• N/A• Percentage of courses delivered over planned course delivery (MMET) • 100%• Number of students completing their courses and programs (CGOTP) • 72• Number of students completing their courses and programs (MCTS) • 34• Qualified personnel• Number of students completing their courses and programs (SAR) • 56• Number of students completing their courses and programs (ER)• N/A• Number of students completing their courses and programs (MMET) • 150To achieve this result… Measured this way…* With these targets…• Qualified marine professionalto deliver CCG programs• Delivery of targets set out in CCG Human Resources Plan• To be determined* These are the performance indicators in the CCG Performance Measurement Framework.Table 14: Canadian Coast Guard CollegeResource Profile, 2008-2009(thousands of dollars)Canadian CoastGuard CollegeRegion Salary O&M Total6,488.9 6,476.5 12,965.4National Program - - -Direct Program Total 6,488.9 6,476.5 12,965.4Coast GuardFleet Operational- - -Readiness AllocationLifecycle AssetManagement133.1 63.0 196.1Services AllocationTotal Service Cost 6,622.0 6,539.5 13,161.5Key InitiativeCanadian Coast Guard College TransformationIn 2007-2008, the Canadian Coast GuardCollege continued a renewal process infurtherance of its mandate as the CanadianCoast Guard training Centre of Excellence.In 2008-2009, the College will focus ondeveloping a Transformation Plan designed toensure the organization is properly structuredand that policies and procedures are establishedto improve the overall effectiveness and efficiencyof the institution. The plan is intended as ablueprint for the College for the next 5 yearsand as the framework within which coursedevelopment, investment, and infrastructuredecisions will be taken.Canadian Coast Guard — www.ccg-gcc.gc.ca

Section 4: What We Do Every Day2008-2009CommitmentDevelop the Canadian Coast Guard CollegeTransformation Plan.LeadExecutiveDirector,CCGC69Commissioner’s Commendation Awarded to Canadian Coast Guard CollegeThe Canadian Coast Guard College received a Commissioner’s Commendation for the values and ethics demonstrated in the yearof planning, research, co-ordination, and intensive teamwork that went into the unveiling and dedication of a CCG memorial tofallen colleagues. Many individuals from the College worked behind the scenes to provide the foundation and support that werecritical to the organization of this important national tribute.The College’s work culminated in a weekend of events in October 2007. Over one hundred people representing 28 families of the34 individuals being honoured were present, as were the Minister of Fisheries and Oceans and the Commissioner of the CanadianCoast Guard. Numerous representatives of local, provincial, and federal government departments and organizations also attended.A spiritual vigil and dinner were held on the eve of the unveiling. The unveiling ceremony itself was a moving and meaningfultribute to those being remembered.From left to right: Suzanne Drouin, André Vallée,Annette Aucoin, OC Ottley (accepted award on behalfof Vaughan Owens) and Commissioner George DaPont.OC Ottley on behalf of OC Owens emphasized thatthe award was being accepted on behalf of the all theOfficer Cadets and the MCTS students who contributedto the deeply moving ceremonies.Please note that Vaughan Owens, Cathy Barratt andKathryn McElhone were awarded the Commissioner’sCommendation but were not present at the awardpresentation ceremony.BUSINESS PLAN 2008-2011

Section 4: What We Do Every Day70CCG’S Role in the ArcticCCG has a long and proud history of service inthe Arctic. As early as 1884, government surveyexpeditions sought a shorter navigational routeto Western Canada through Hudson Bay andStrait to meet the needs of a growing economy.Arctic sovereignty patrols began in 1903 withCGS Neptune. Coast Guard has served ArcticCanada for generations.Every year, from late June to early November,we deploy one light, two heavy, and four mediumicebreakers to the Arctic. These icebreakersoperate in a harsh climate and some of the mostchallenging sea ice conditions in the world. Theyare often the first vessels into the Arctic eachshipping season and the last to leave. We alsohave three vessels on the Mackenzie River andBeaufort Sea.Close to 70 CCG employees are assignedto northern operations in the Central andArctic Region on a seasonal basis. In addition,the officers and crew of six icebreakers aredeployed to the Arctic in summer oncesouthern icebreaking operations are complete.The reassuring and longstanding presence ofCoast Guard personnel and assets in the Arcticunderscores Canada’s national sovereignty andhelps keep Arctic waterways open, safe, and clean.The women and men who crew our vessels andserve in the Arctic each year have a combinedwealth of knowledge and experience. Many ofthe Commanding Officers of our icebreakershave more than 20 years of service in thedemanding Arctic marine environment. CCGpersonnel also visit the Arctic communities weserve to tap into local and traditional knowledge.Much of our success in delivering our programsand services is due to our attention to thehuman elements involved.Our Arctic activities, many of which are deliveredin partnership with other federal departmentsCanadian Coast Guard — www.ccg-gcc.gc.ca

Section 4: What We Do Every Dayand agencies, academic institutions, and northerncommunities, include:• Escorting commercial ships through ice toensure access to Northern communities;• Supporting scientific endeavours such ashydrographic charting and marine science;• Maintaining aids to navigation in theCanadian Arctic waterways;• Acting as the primary response lead forpollution incidents north of 60;• Providing marine SAR services;• Operating two seasonal Arctic MCTS Centres:Inuvik in the west and Iqaluit in the east;• Providing marine telephone services suchas radio medical calls;• Delivering food, cargo, and fuel to remotesites where commercial ships do not go; and• Conducting joint exercises with DND(Operation Nanook in 2007).Retreating polar ice, rising global demand forresources, and the prospect of extending theshipping season are creating new challenges,demands, and exciting opportunities in Canada’sNorth. For example, there are plans for yearroundcommercial resource-extraction activitiesaround the archipelago, and Nunavut is planningto further develop local fisheries by building acommercial harbour at Pangnirtung.Our most capable icebreaker, CCGSLouis S. St-Laurent, is playing a key role inmapping the seabed and extended continentalshelf to support the Canadian claim beforeUNCLOS; for more information, see page 56.As this vessel is scheduled to be decommissionedin 2017, Budget 2008 provided $720 million fora new replacement vessel with greater icebreakingcapabilities. This both reflects expected futuredemand for CCG services in an extended Arcticnavigation season and will help strengthenCanadian Arctic sovereignty.71BUSINESS PLAN 2008-2011

Section 4: What We Do Every Day72How we Help Protect our EnvironmentThe Canadian Coast Guard contributessignificantly to protecting the environment.First, a number of its programs and services helpprotect the environment directly, or support othergovernment departments and agencies in theirenvironmental agendas. Second, the Coast Guardis taking measures to make its internal operationsas environmentally friendly as possible.Providing Services That Helpto Protect the EnvironmentSeveral Coast Guard programs and servicesthat contribute directly to improving themarine environment include: WaterwaysDevelopment, Environmental Response, andIcebreaking. They are described in detailin earlier sections of this Business Plan. Inaddition, the Coast Guard provides significantvessel support to DFO Science, EnvironmentCanada and other federal departments andagencies engaged in scientific and environmentalresearch in Canada’s oceans and on the GreatLakes. Finally, the Coast Guard supports theenforcement activities of DFO Fisheries andAquaculture Management that help maintainsustainable fisheries. Again, these supportactivities are described in more detail in othersections of this document.Greening Operations through BetterEnvironmental ManagementIn our operations, we strive to meet all nationaland international standards and regulationsprotecting the environment, and do more thanis required in a many areas. We have taken stepsto make Coast Guard more eco-friendly, both inour sea-going and shore-based activities. We lookfor ways to reduce fuel consumption by our ships,better manage waste, and innovate by acquiringnewer technologies and making more efficientuse of our existing equipment.Coast Guard implements the provisions ofthe International Management Code (ISM)for the Safe Operations of Ships and PollutionPrevention through its Fleet Safety and SecurityManagement System (SSMS) one importantobjective of which is to avoid harm to theenvironment. Within CCG this requires clearguidance and procedures, and appointment of‘designated persons’ to monitor implementationpractices. There must also be careful managementof seagoing personnel to ensure that they achieveand maintain high standards of environmentalprotection, and training for continuousimprovement of skills to handle safety andenvironmental emergencies.CCG’s performance in implementing the ISMis independently audited by Det Norske Veritas(DNV) of Norway, which is authorised by allmajor Flag States to carry out audits and issueDocuments of Compliance (DOC) and SafetyManagement Certificates (SMC). During thefive-year certification cycle each vessel is twiceaudited by DNV, while CCG’s auditors annuallyaudit each vessel.Through partnership with Environment Canada,CCG has established a Fuel Consumption Guideto help reduce its fuel consumption by identifyingthe optimal speed at which each ship uses theleast amount of fuel during the conduct ofroutine, non-emergency, operations. By reducingCanadian Coast Guard — www.ccg-gcc.gc.ca

Section 4: What We Do Every Dayfuel consumption, CCG also reduces the level ofair emissions that would otherwise be released.Using satellite imagery of sea ice cover providedby Environment Canada, Coast Guard plans thebest routes through which its own and escortedvessels avoid ice thereby economizing the use offuel. The CCG, through its multitaskable vessels,also maximizes the work that a particular shipand crew can accomplish at sea for a given levelof fuel consumption and associated air emissions.Coast Guard has adopted a policy governingthe safe storage and disposal of solid waste onboard its vessels that ensures the capacity toretain as much garbage, recyclable material,contaminated fluids and hazardous materialonboard between ports. The policy dictates whatcan be safely stored and recycled and how to doit in compliance with applicable regulations.The Agency has been involved in work to findnew and better bottom hull coatings. Our shipsare equipped with recovery systems that captureheat generated by marine engines and re-use itfor other purposes such as heating water. Someof the vessels generating electricity needed forpropulsion also employ a Power Take Off fromthe vessel’s turning propulsion shafting forgreater efficiency in power generation. CCG hasalso conducted trials, onboard the CCGS LouisS. St.-Laurent, of an innovative wet scrubbingtechnology designed to reduce air emissions.Coast Guard has undertaken to establish anenvironmental disclosure protocol applicableto the disposal of surplus CCG vessels whichrequires the services of a Certified EnvironmentalAuditor to inspect ships destined for dispositionfor any hazardous materials and to providea disclosure report. The report describes thematerials found, their location and quantity,as well as suggested handling procedures.There is also a series of environmental guidelinesthat range in their application from greenprocurement, through use and disposal ofelectronic equipment, to ships’ refit.Green Procurement to Advance FutureEnvironmental PerformanceCoast Guard has embarked on a Fleet Renewalprogram (see page 19) for some of the largervessels in its fleet. By renewing its fleet and byadopting best practices in green procurement,CCG is able to employ new and more efficienttechnologies to improve the environmentalperformance of the fleet. New vesselconstruction is managed so as to comply withapplicable, existing and near-future domesticand international safety and environmentalregulations. Generally speaking, when we putsafety first we also put the environment first.Although many vessels in the fleet have reachedtheir service design life expectancy, the Agencycontinues to perform environmental assessmentsas part of new technology evaluations, and effortsto improve the life cycle management of itscapital assets. Should a piece of equipment needreplacement, we look at doing so with new, moreefficient and eco-friendly equipment.Coast Guard also aims for an efficient andeffective aids-to-navigation service for the 21 st73BUSINESS PLAN 2008-2011

Section 4: What We Do Every DayCommitmentLead74century by taking advantage of new, moreeco-efficient technologies and alternate servicedelivery options. For example, the conversion oflighted navigational aids to light emitting diode(LED) lanterns enables us to provide betterservice to navigation at lower overall economicand environmental cost.Improvements to shore-based environmentalmanagement activities are also helping to reduceCCG’s environmental footprint by makingbetter use of the physical space at currentand new sites, such as those for marine radiocommunications. Some sites have been convertedfrom diesel to new solar or wind turbine powergeneration technologies, thereby reducingfossil fuels and emissions in power generationor in vessel tasking for site refuelling and sitemaintenance operations.CCG’s Environmental Commitments underDFO’s Sustainable Development Strategy2007-2009As part of the Department’s SustainableDevelopment Strategy (SDS), the CoastGuard has made the following specific,voluntary commitments to improveenvironmental outcomes for Canadians andto reduce its own environmental footprint.In 2007-2008…• As part of the AToN21 initiative (see page 22) the CCGhas now converted as many steel buoys to plastic andlighted buoys to LED technology as current technologypermits thus completing our SDS commitment whichwas planned for 2009-2010.2008-2009A Canadian Coast Guard that betterunderstands the environmental impact ofits business and directs the operation anddevelopment of all assets in accordancewith a set of industry leading standardsand regulations:• Under the Departmental Occupational Healthand Safety Program, complete development ofthe CCG component which is a comprehensivemanagement system for health, safety, andenvironmental issues specific to all shoreequipment, facilities and operations. 5Efficacy in ensuring an effective response tominimize adverse impacts of marine pollutionincidents in Canadian waters is enhanced.• Complete revision of National EnvironmentalResponse Strategy, consulting with partnerson the document. As part of the strategywe will develop competency profiles and atraining strategy for ER management as welldevelop the senior managers training course.2009-2010A Canadian Coast Guard that betterunderstands the environmental impact ofits business and directs the operation anddevelopment of all assets in accordancewith a set of industry leading standardsand regulations:• Develop a set of industry-leading,environmental and sustainability standardsand specifications that incorporate modernenvironmental practices and technology,as well as national and international bestpractices, into the procurement of new CCGassets. The Coast Guard to take the lead in‘green’ acquisitions and operations of bothmarine and shore-side infrastructure throughthe use of standards and specifications.• Leverage the experience and knowledge ofCCG and other organizations to conducta baseline survey of the physical assetsand operations of CCG to establisha benchmark of their environmentalsustainability and eco-efficiency. 6DG, ITSDG, MSDG, ITSwith thesupportof theDG,MCPDG, ITS5 This is updated wording of a commitment set out in DFO’s Sustainable Development Strategy 2007-09.6 This commitment was identified as a deliverable for 2008-09 in the 2008-09 Report on Plans and Priorities (RPP).Canadian Coast Guard — www.ccg-gcc.gc.ca

Section 4: What We Do Every DayInternational ActivitiesMany of the tasks CCG performs have aninternational component. For example, wework with organizations from other countriesto advance common interests, participate invarious international forums, provide expertadvice on Coast Guard issues to governmentsof other countries, and share best practiceswith the United States Coast Guard andother Coast Guards.Here are just some of the specifics of ourinternational activities:• We lead a multi-departmental team at theNorth Pacific Coast Guard Forum (NPCGF),a six-nation organization working to ensuresafe and secure waters in the North Pacificregion through improved multilateralinformation sharing.• We lead multi-departmental teams to meetingsof the newly formed North Atlantic CoastGuard Forum (NACGF). In September 2008,we will participate in a joint environmentalresponse exercise with Denmark andthe United States off Greenland at theNACGF Summit.• We work with international organizations suchas the IMO and the International Associationof Lighthouse Authorities (IALA) to developrules, regulations, policy, and technologyfor safe and secure transportation on theworld’s waterways. Among other things,these organizations develop and recommendtechnical standards for aids to navigation andautomated identification systems, areas that areessential to CCG’s responsibilities and activitiesin Canada.• CCG and the United States Coast Guard havea number of mutual clients and stakeholders.The two Coast Guardsperform joint exercisesand deliver numerousservices to their mutualclients. They alsohold a Canada-UnitedStates Coast GuardSummit every year toprovide the nationalleadership necessary toguide this partnership.• We host delegationsfrom foreign CoastGuards as part ofour commitmentto sharing bestpractices. In 2007,for example, wehosted at headquarters and in regional officesdelegations from Korea, China, and Senegal.• We are committed to high-level maritimeeducation and research. For instance, withTransport Canada, we recently renewed aContribution Agreement with the IMOfoundedWorld Maritime University (WMU),which offers specialized graduate education inmaritime affairs. The Contribution Agreementsupports the Canadian Chair of the MarineEnvironment Protection Program at WMU.752007-2008 Accomplishments• CCG led, on behalf of the Governmentof Canada, multi-departmental teamsto the NPCGF March Experts Meetingand September Summit Meeting.• CCG led, on behalf of the Governmentof Canada, a multi-departmental teamto the inaugural meeting of the NorthAtlantic Coast Guard Forum (NACGF).• CCG renewed a ContributionAgreement in support of the CanadianChair of the Marine EnvironmentProtection Program at WMU.• CCG hosted visits by the Korea CoastGuard Aviation and ShipbuildingDivisions.• CCG participated in the annualCanada–US Contingency Plan, jointSAR exercises, and internationalSAR skills competitions.BUSINESS PLAN 2008-2011

(5)FINANCIAL INFORMATION76Status of the Initiatives Undertakenin the 2007-2008 Business PlanDuring 2007-2008, several initiatives laid thecornerstones for strengthening managementand building national consistency in planning,reporting, and management practices. Theseinitiatives included:• The approval of a new Program ActivityArchitecture (PAA);• The development of an activity basedapproach to budgeting;• The development of a financial codingstructure consistent with the PAA;• The approval of a new refit authority; and• The development of common protocolsfor the entry of salary data.The key initiative was the approval of the newPAA. This new structure allows us to plan,manage, and report our financial and nonfinancialinformation in line with the keyservices we deliver to Canadians. This initiativewill also allow us to present the same informationfor our fleet and for the lifecycle managementof shore-based assets as for other sub-activities.Financial information organized in terms ofthe new PAA will give our stakeholders andclients a better understanding of the cost tothe government of Canada of owning andmaintaining the many different types ofassets needed to deliver our services.To provide financial information in linewith the PAA, we developed an activity-basedapproach to budgeting. With the associatedcoding changes that will be put in place thisyear, we will have a simplified method ofdeveloping and displaying information. Thiswill clearly link our results-based managementprocess with the Management, Resources andResults Structure (MRRS). The other initiatives,including the new refit authority and commonprotocols for the entry of salary data, havestrengthened our management practices andprocesses by ensuring that we have the toolswe need to deliver on our commitments.By aligning these processes and reducingorganizational inconsistencies, we will ensurethat the appropriate information is available fordecision-making when it is required. This willallow us to focus on the more important issues weface and to make informed decisions to deal withthose issues.Overview of the Funding Providedin Recent Federal BudgetsOne of the most important issues CCG faces isthe management of its assets. There have beensignificant investments in Coast Guard assetsover the past few years. These investments haveenabled CCG to maintain service to Canadiansand address some chronic reinvestment needs.In Budget 2007, $324 million was identifiedfor the purchase and maintenance of six newvessels for the CCG fleet. In Budget 2008,the government committed $720 million toa new polar-class icebreaker. This brings thegovernment’s total investment in CCG since2005 to more than $1.4 billion. The purchase ofthese new vessels will help deliver CCG and DFOCanadian Coast Guard — www.ccg-gcc.gc.ca

Section 5: Financial Informationprograms and remove some of the risk related tothe aging asset base that is being mitigated on adaily basis.Increasing Demand versus CapacityThe changes mentioned above will positionus to respond to increasing demand. Witha greater emphasis on global factors such asclimate change and security, demand for theservices our assets provide is growing. Ourmajor assets, such as the fleet of vessels andhelicopters, are more and more often beingtasked to respond to situations outside theplanned programs of DFO. With activitybasedbudgeting in place, we will be able tounderstand both the financial impact of meetingthis increased demand, where possible, and thefinancial and non-financial impact of delayingor deferring DFO activities.Price IncreasesAs is the case for any other operationalorganization, inflation has a significant impact onour ability to meet client expectations. One of themost significant inflationary pressures affectingCCG is the price of fuel.Fuel prices have increased by 74% since 2003-2004. We have attempted to mitigate thispressure through internal reallocation, but thishas become increasingly difficult to do whilemaintaining levels of service. Further increasesin the price of diesel fuel now risk affectingprogram delivery. We are working toward amore permanent solution. 7Other operational expenditures such as refitand maintenance, which are required to keepour assets in a state of readiness, have also beensubject to inflationary pressures. Although thesepressures have been less visible to the publicthan fuel, they are no less significant for CCG.For example, a shortage of suitable facilities onthe west coast has resulted in substantial priceincreases for dry-docking vessels, which hasreduced the amount of work CCG can afford.Similarly, a world-wide shortage in helicopterparts has resulted in significant price increasesfor aircraft maintenance. Again, CCG hasreallocated funding from within to addressthese issues, but further reallocation wouldhave a significant impact on program delivery.The nature of our operations requires thatour services be available 24/7 every day ofthe year. This results in systemic overtime,called operational overtime, that cannot beavoided. Such overtime is primarily incurredby Ships’ Officers, Ships’ Crews, and MarineCommunications and Traffic Services Officers.Each new contract settlement for these groupstherefore results in increased overtime costs thatcannot be avoided. During 2007-2008, we soughtand received a commitment from Treasury Boardto include funding for operational overtime inthe funding received for contract settlements.As a result, we will no longer need to reallocatefunding to cover these costs.777 The planned spending presented in this business plan assumes additional funding to partially offset the impact of increased fuel costs. Should additional funding not beavailable, this plan will be adjusted accordingly.BUSINESS PLAN 2008-2011

Section 5: Financial Information78Assets and LiabilitiesThe Canadian Coast Guard asset base includessuch assets as:• Small, medium, and large aids to navigation;• Communication systems and equipment;• Helicopters;• Vessels; and• Waterways.This asset base has a total replacement value ofabout $5.6 billion: approximately $4.0 billion forfleet assets, $1.6 billion for equipment and othermoveable assets.Although the replacement value of our assetsis estimated at $5.6 billion, the net book valueof these assets is $599.13 million, which is anindication of the age of our assets. For example,some 30% of operational vessels and the majorityof large vessels are over 25 years old, and another32% are between 15 and 25 years old. The usefullifespan of a major vessel is generally consideredto be approximately 30 years, while the lifespanof smaller units can vary from 15 to 20 years.The overall condition of smaller fleet assets isacceptable but deteriorating quickly. However,many vessels, especially the medium- to largesizedvessels, are close to or well beyond theiruseful lifespan and are in need of replacement,and many have significant maintenancerequirements. Although recent budgets haveprovided significant funding for renewal ofthe CCG large vessel fleet, the results of thatinvestment will take some time to be realized.A similar situation exists with our shorebasedassets: many of these assets, such ascommunications towers and storage tanks forfuel, are old and at the end of their expected lives.Each year that we continue to operate these assetsincreases the risk of failure. This is a liabilityfor CCG, and we manage it within our majorcapital budget.ConclusionCCG has made progress on its managementinitiatives, and this has translated into financialsupport from Parliament. As an asset-intensiveand highly operational arm of the government,CCG must continue to improve both servicedelivery and its management practices. Theseimprovements, along with financial supportfor our major cost drivers, will ensure that theAgency is strong and financially viable wellinto the future.Canadian Coast Guard — www.ccg-gcc.gc.ca

Section 5: Financial InformationTable 15: Derivation of 2008-2009 Budget Allocation(Millions of Dollars) Salary O&M Sub-total CapitalVote-NettedRevenueContributions2007-2008 Final Approved Allocation 294,295.1 164,644.2 458,939.3 168,055.9 (50,058.0) 4,901.0 581,838.2External Funding:International Polar Year - 9,746.6 9,746.6 - - - 9,746.6Real Property 2007/08 Fundingfor the College- (2,054.7) (2,054.7) - - - (2,054.7)Science, FAM & NAFO 2007/08funding for Ships(34,853.3) (19,732.7) (54,856.0) - - - (54,586.0)Vote Conversions:Science, FAM & NAFO portion of RefitVote Conversion- (6,085.0) (6,085.0) - - - (6,085.0)Various G&C Vote Conversions - (105.0) (105.0) - - 105.0 -New Funding:MSPV Funding 417.0 3,298.8 3,715.8 36,791.0 - - 40,506.8Transformational Plan - - - 4000.0 - - 4000.0Salary/O&M Conversions: (3,872.3) 4,576.6 704.3 - - - 704.3Permanent Reductions:ERC - (4,500.0) (4,500.0) - - - (4,500.0)Efficiency Cut - (2,600.0) (2,600.0) - - - (2,600.0)Other (16 items) (418.6) 1,075.2 656.6 (5,474.4) - (125.0) (4,942.8)2006/07 to 2008/09 Carry-forward - (5,000.0) (5,000.0) (5,000.0) - - (10,000.0)Approved 2008-2009 Main Estimates 255,567.9 143.264.0 398,831.9 198,372.5 (50,058.0) 4,881.0 552,027.4External Funding:Science Ship Funding for 2008/09,Net of Lay Day22,133.5 10,643.2 32,776.7 - - - 32,776.7FAM ships funding for 2008/09 9,799.0 5,745.5 15,544.5 - - - 15,544.5NAFO ships funding for 2008/09 4,564.3 2,401.2 6,965.6 - - - 6,965.6Real property to College for 2008/09 - 2,085.7 2,085.7 - - - 2,085.7DND MSOC from C&P - 508.2 508.2 - - - 508.2Science refit 2008/09 - 4,050.0 4,050.0 - - - 4,050.0FAM refit 2008/09 - 985.0 985.0 - - - 985.0NAFO refit 2008/09 - 997.8 997.8 - - - 997.8IMSO G&C - (300.0) (300.0) - - - (300.0)Salary/O&M Conversions 11,132.1 (13,358.7) (2,226.6) - - - (2,226.6)CCG ISP Payment - (2,782.6) (2,782.6) - - - (2,782.6)Other (2 items) (5.8) (105.8) 111.6 - - - 111.6Estimated Additional Funding - 10,227.2 10,227.2 - - - 10,227.22007/08 to 2008/09 OperatingCarry-forward- 5,722.7 5,722.7 - - - 5,722.72008-09 Budget allocation 303,194.0 170,083.4 473,274.4 198,372.5 (50.058.0) 4,881.0 626,469.9Total79BUSINESS PLAN 2008-2011

Section 5: Financial InformationTable 16: Budget Allocations by Sub-activity, 2008-2009 (thousands of dollars)80Sub-ActivitySalaryOtherOperationsandMaintenance(O&M)TotalOperatingMajorCapitalGrants andContributionsTotalAids to Navigation Services 12,284.6 10,182.6 22,467.2 - - 22,467.2Waterways Management Services 2,902.3 10,139.7 13,042.0 - - 13,042.0Marine Communicationsand Traffic Services32,893.5 7,734.7 40,628.2 - - 40,628.2Icebreaking Services 950.9 17,553.1 18,504.0 - - 18,504.0Search and Rescue Services 10,724.8 15,419.6 26,144.4 - 4,731.0 30,875.4Environmental Response Services 5,853.8 3,950.5 9,804.3 - 75.0 9,879.3Maritime Security 4,155.5 5,291.0 9,446.5 - 300.0 9,746.5Coast Guard FleetOperational Readiness*167,744.7 65,327.0 233,071.7 147,945.8** - 381,017.5Lifecycle AssetManagement Services59,191.9 28,009.0 87,200.9 50,426.7 - 137,627.6Canadian Coast Guard College 6,488.9 6,476.5 12,965.4 - - 12,965.4Total 303,191.0 170,083.7 473,274.6 198,372.5 5,106.0 676,753.1* Includes all ship support (excluding fuel).** Includes planned conversion from O&M for refit and carry-forward.Table 17: Budget Allocations by Region,2008-2009 (thousands of dollars)Region Salary O&M TotalNewfoundlandand Labrador59,483.5 31,349.2 90,832.8Maritimes 58,112.6 27,672.5 85,785.1Québec 50,976.9 27,255.2 78,232.1Central and Arctic 39,379.9 17,388.1 56,768.0Pacific 63,567.8 26,319.2 89,887.0National Programs 1,241.6 13,929.0 15,170.6NCR 30,428.7 26,170.3 56,599.0Total 303,191.0 170,083.7 473,274.6Canadian Coast Guard — www.ccg-gcc.gc.ca

Section 5: Financial InformationTable 18: 2008-2009 Financial Allocations by Sub-Activity by Region(thousands of dollars)Sub-ActivityNewfoundlandand LabradorMaritimesQuébecCentralandArcticPacificNCRNationalProgramsTotalAids to Navigation Services 5,058.7 3,459.8 1,453.0 2,784.3 6,170.3 3,416.7 124.4 22,467.2WaterwaysManagement Services23.8 1,802.0 4,794.4 1,430.9 1,164.9 3,826.1 - 13,042.0Marine Communicationsand Traffic Services6,061.1 6,138.9 6,364.1 6,168.7 10,861.3 3,611.1 1,423.0 40,628.2Icebreaking Services 2,726.9 3,290.7 1,901.3 466.3 91.7 616.7 9,410.4 18,504.0Search and Rescue Services 7,737.5 6,465.0 2,507.2 2,981.5 3,830.5 2,345.8 276.8 26,144.4EnvironmentalResponse Services1,413.0 1,325.7 1,381.1 1,981.8 1,356.6 2,314.6 31.5 9,804.3Maritime Security 605.8 5.2 1,966.5 3,594.7 175.6 1,029.2 2,069.5 9,446.5Coast Guard FleetOperational Readiness54,464.8 47,813.4 41,431.4 23,927.9 50,424.2 13,175.1 1,835.0 233,071.7Lifecycle AssetManagement Services12,741.2 15,484.6 16,433.1 13,431.9 15,811.8 13,298.3 - 87,200.9Canadian Coast Guard College - - - - - 12,965.4 - 12,965.4Total 90,832.8 85,785.1 78,232.1 56,768.0 89,887.0 56,599.0 15,170.6 473,274.681Table 19: 2008-2009 National Programs by Sub-Activity (thousands of dollars)Sub-ActivityIceReconnaissanceHelicoptersAutomaticIdentificationSystemMarine SecurityOperationsCentresNew InitiativesFundResearch andDevelopmentTotalAids to Navigation Services - - - - - 124.4 124.4WaterwaysManagement Services- - - - - -Marine Communicationsand Traffic Services- - 1,369.7 - - 53.3 1,423.0Icebreaking Services 9,300.0 - - - - 110.4 9,410.4Search and Rescue Services - - - - 238.4 38.4 276.8EnvironmentalResponse Services- - - - - 31.5 31.5Maritime Security - - - 2,069.5 - - 2,069.5Coast Guard FleetOperational Readiness- 1,835.0 - - - - 1,835.0Lifecycle AssetManagement Services- - - - - -Canadian Coast Guard College - - - - - -Total 9,300.0 1,835.0 1,369.7 2,069.5 238.4 358.0 15,170.6BUSINESS PLAN 2008-2011

82Annex A: WorkforceCCG relies on a diverse, professional, anddedicated workforce to deliver on its objectiveof safe and accessible waterways. This sectionprovides information on the composition ofour workforce and workplace. Demographicinformation is as of April 1, 2007.National Employment DistributionCCG has a total workforce of 4,554 employeesacross the five regions, at the CCG College,and the National Capital Region (NCR).Figure 4:National Employment Distribution946546306746967168875PacificCentral & ArcticNCRQuébecMaritimesCollegeNewfoundland & LabradorNote: Because the organizational snapshot reflects data fromApril 1, 2007, it does not include the higher number of studentstypically employed in the summer. For example, CCG’s InshoreRescue Boat Program hires from 150 to 160 students each summer.Language and DiversityEnglish is the first official language of 79.3%of CCG employees; French is the first officiallanguage of the remaining 20.7%.Of CCG’s employees, 24.9% — or 1,135employees — have self-identified as part ofan employment equity group. To reflect theavailability of these groups in the Canadianlabour market, this proportion would need tobe 29%. The largest gap between representationwithin CCG and labour market availability isamong visible minorities, followed by women,Aboriginal peoples, and persons with disabilities.Figure 5: Representation of the FourEmployment Equity Groups at CCGRepresentation —Women (2004 - 2007)PercentagePercentage2004 2005 2006 2007YearRepresentation —Visible Minorities (2004 - 2007)Percentage72.6% 75.6% 77.3% 82.5%2004 2005 2006 2007YearRepresentation —Aboriginal Peoples (2004 - 2007)Percentage77.5% 80.0% 84.9% 85.7%2004 2005 2006 2007YearRepresentation —Persons with Disabilities (2004 - 2007)90.1% 89.0% 95.4% 93.8%72.9% 69.5% 69.7% 70.5%2004 2005 2006 2007YearCanadian Coast Guard — www.ccg-gcc.gc.ca

Annex A: WorkforceEmployment TenureCCG has 4,554 employees. Since September2004, the proportion of determinate andindeterminate employees has remained consistent,varying within a 6% range.Employment TenureNumberPercentage ofTotal WorkforceIndeterminate 3,784 83.1Term > 3 months 284 6.2Seasonal 275 6.0Casual 146 3.2Term < 3 months 48 1.1Student 17 0.4Total 4,554 100.00Distribution byOccupational GroupOur workforce encompasses administrative,professional, and operational staff. Over 60%of CCG employees work in areas that providekey services 24/7. This includes Ships’ Crew andShips’ Officers, who work at sea, and MCTSOfficers, who provide marine communicationsand traffic services.Occupational GroupNumberPercentageof TotalWorkforceShips’ Crew (SC) 1,474 32.4Ships’ Officer (SO) 917 20.1Marine Communications andTraffic Services Officers (RO)384 8.4Electronics Technologists (EL) 262 5.8Engineering and Land Survey (EN) 68 1.5Engineering technologist (EG) 43 1.0Clerical and Regulatory (CR) 213 4.7General Technical (GT) 325 7.1General Labour and Trades (GL) 314 6.9Administrative Services (AS) 239 5.3Executive (EX) 38 0.8Lightkeepers (LI) 102 2.2Student 17 0.4Other 158 3.5Total 4,554 100.00Eligibility for RetirementApproximately 71% of CCG employees arebetween 40 and 59 years of age, and the averageage of CCG employees is 45. Over the next fiveyears, over 25% of our workforce will be eligibleto retire. As of April 1, 2007, 8.0% of the totalworkforce was already eligible to retire.83Figure 6: Distribution by Age Group18001500120090060030001916731558679417208

Annex A: Workforce84Year ofEligibilityto RetireAlreadyEligibleNumberPercentage ofIndeterminateWorkforcePercentageof TotalWorkforce363 9.6 8.02008 157 4.1 3.42009 154 4.1 3.42010 179 4.7 3.92011 218 5.8 4.82012 195 5.2 4.3Total 1266 33.5 27.8A significant percentage of the total populationof several CCG occupational groups is eligible forretirement between now and 2012. For example,the total percentage is 65% or higher withinTable 20: Projected Departuresthe executive group; 28% or higher amonglightkeepers, engineer and land surveyors, generallabour and trades workers, electrical workers, andengineering and scientific support workers; andnearly 20% for ships’ crew and ships’ officers —or 450 seagoing employees.Projected DeparturesProjections about departures are basedon departures over the past five years andon eligibility for retirement. The greatestforecast attrition between now and 2009is among seagoing personnel, with 157projected departures (92 Ships’ Crewand 65 Ships’ Officers).Occupational GroupYear of Projected Departure2008 2009 2010 2011 2012TotalProjectedDepartures*Ships’ Crew (SC) 46 46 47 56 63 258Ships’ Officers (SO) 33 32 38 45 44 192Marine Communications and Traffic Services Officers (RO) 20 18 16 16 18 88Electronics Technologists (EL) 14 14 16 18 16 78Engineering and Land Survey (EN) 3 3 2 3 2 13Engineering technologist (EG) 3 3 3 3 3 15Clerical and Regulatory (CR) 12 11 14 15 12 64General Technical (GT) 14 18 20 19 18 89General Labour and Trades (GL) 13 17 21 21 22 94Administrative Services (AS) 16 15 14 19 18 82Executive (EX) 6 5 5 4 6 26Lightkeepers (LI) 6 7 7 6 5 31Other 11 10 8 7 8 44Total 197 199 211 232 235 1,074* Departures include all retirements, resignations, transfers, out and deaths. The data presented do not take into consideration any expectedgrowth or reduction in the workforce.Canadian Coast Guard — www.ccg-gcc.gc.ca

Annex A: WorkforceBargaining AgentsCCG has a diversified workforce, and employeesare therefore represented by a number ofbargaining agents: nearly 63% are representedby the Public Service Alliance of Canada; 19%by the Canadian Merchant Service Guild (Ships’Officers); 8% by Canadian Auto WorkersLocal 2182; nearly 6% by the InternationalBrotherhood of Electrical Workers; 2% by theProfessional Institute of the Public Service ofCanada; 0.3% by the Canadian Association ofProfessional Employees; and 0.2% of employeesby the Association of Financial Officers.Figure 7: Employee Representationby Bargaining Agent62.8% Public Service Alliance of Canada (PSAC)19.7% Canadian Merchant Service Guild - Public Service (CMSG PS)8.0% Canadian Auto Workers (CAW)6.0% International Brotherhood of Electrical Workers (IBEW)1.0% Not affiliated2.0% Professional Institute of the Public Service (PIPS)0.3% Canadian Association of Professional Employees (CAPE)0.2% Association of Canadian Financial Officers (ACFO)85BUSINESS PLAN 2008-2011

86Annex B: CCG Capital ExpendituresThe Canadian Coast Guard uses a widerange of equipment and other physical assetsas it carries out its day-to-day activities. Forexample, search-and-rescue activities typicallyrequire rescue vessels or helicopters, as well ascommunications equipment; similarly, movinggoods safely through Canadian waters dependson having reliable aids to navigation and mayrequire the services of icebreakers.The infrastructure required to supportCCG activities falls into two broad groups:• Equipment and other moveable assets.These include communications equipment,radio towers and radar sites, as well as aidsto navigation such as buoys and beacons.These assets have an estimated replacementvalue of $1.6 billion.• Fleet assets. These assets include 114vessels — search-and-rescue lifeboats, fisheryscience vessels, patrol vessels, light and heavyicebreakers, etc. — and 22 helicopters.These assets have an estimated replacementvalue of $4.0 billion.These assets need to be systematicallymaintained and eventually replaced for CCGto be able to fulfil its mandate. This requiresa long-term approach and significant financialresources, as capital expenditures accountfor a comparatively high percentage of ourexpenditures. Please note that the figurescontained in the following pages may fluctuatethroughout the fiscal year depending onavailability of equipment and repair facilitiesand available funding: such as an emergencyrepair of a vessel as dictated by a TransportCanada inspection or the urgent requirementto repair a communication service/equipmentrelated to search and rescue operations on avessel or helicopter.Capital expenditures for equipment andother moveable assets are grouped interms of the CCG service involved; CCGcapital expenditures for fleet assets aregrouped in terms of the type of capitalexpenditure involved.Canadian Coast Guard — www.ccg-gcc.gc.ca

Annex B: CCG Capital ExpendituresType of AssetEquipment andother moveableassetsFleet assetsType of Expenditure or CCGServiceExample of ExpenditureForecastExpenditure,2008-2009Aids to Navigation Replacing shore-based and floating aids to navigation $13.6 millionMarine Communications Upgrading various communicationand Traffic Servicesequipment at MCTS centres and remote sites$26.0 millionEnvironmental ResponseServicesInvesting in Environmental Response equipment$1.2 millionMaritime Security Investing in critical surveillance and tracking systems $12.5 millionLifecycle Asset ManagementInvesting in the enhancement of operationalsystems security$1.4 millionCoast Guard Fleet Operational ReadinessAcquisition or replacement Acquiring new vessels $125.0 millionMajor repairs, refits,and refurbishmentsRefitting and refurbishing vessels and helicopters $77.2 millionVessel life extension (VLE) Extending vessel life $14.9 millionSystem enhancement Modernizing simulators $6.3 million87CCG funding for capital expenditures hasthree sources:• Ongoing reference levels, which are reflectedin the Long-Term Capital Plan (LTCP). Thisfunding is for replacing or extending the lifeof critical assets. This funding totaled $164million for fiscal year 2007-2008.• Additional annual funding for assetrefurbishment. This funding was introducedin Budget 2003, and it totals about $47 milliona year. This is referred to as National CapitalSpending Plan (NCSP) funding.• Major Capital Projects (MCP) funding.This is funding for new vessels, includingmid-shore and off-shore vessels, as well as aircushion vehicles.The tables in this annex indicate the financialsource (LTCP, MCP, or NCSP) for each project,as well as project status. Projects currently underway are listed first, followed by those approvedin principle or awaiting funding.BUSINESS PLAN 2008-2011

Annex B: CCG Capital Expenditures88Project DescriptionAids to NavigationProjects Under Way• Short-Range Fixed Aids Site Replacement/Refurbishment (Phase 2) (NCSP). Replace,remove, relocate, redesign, and/or refurbish many critical short-range fixed aids tonavigation and associated site infrastructure in all CCG regions to address high-riskitems associated with structure failure and health and safety codes.• Major Navigational Aids Refurbishment (Phase 2) (NCSP). Replace, remove, and/orrefurbish many of the short-range major structures supporting shore-based fixed aidsto navigation. Make a strategic investment in replacing/upgrading navigation aids withmodern equipment involving the use of new technology.• Floating Aids to Navigation Refurbishment (Phase 2) (NCSP). Replace or refurbishfloating aids to navigation and associated equipment to address codes and standards,health and safety, due diligence, and potential departmental liability issues in all regions.Projects Approved in Principle, Awaiting Funding• Differential Global Positioning System (DGPS) Refurbishment (LTCP/NCSP). Replace and/or refurbish electronic equipment and site infrastructure at DGPS sites across Canada.Total Estimated Cost(millions of dollars)TEC UsedFY08/09 ForecastTEC Remaining18.5 4.0 3.9 10.618.4 2.6 5.6 10.217.4 3.7 4.1 9.622.5 - - -Marine Communications and Traffic ServicesProjects Under Way• MCTS Communications Control System (CCS) Equipment Replacement (LTCP). ReplaceCommunications Control System (CCS) equipment at 22 MCTS centres, along with theassociated consoles, radio remote control equipment at remote sites, and two simulatorsat the new technical training facilities required at the CCG College, in Sydney, NS. Useof the latest digital technology will enable multifunction switching and simultaneouscommunications on different radio frequencies.• MCTS Communication Towers Refurbishment (Phase 2) (NCSP). Refurbish to baselinecondition those MCTS communication towers identified as the highest priority in April2006. The towers identified are those that do not meet current operational requirementsor are at high risk of failure due to rust-out and overloading.• MCTS Communication Sites Refurbishment (Phase 2) (NCSP). Refurbish existing MCTScommunication sites used by CCG across Canada to baseline condition. Work includesreplacing or refurbishing equipment, buildings, trailers, roads, and transmission lines,and replacing fuel tank systems and spill containment structures and physical securityto meet national and regional standards.• Communications Systems Infrastructure Refurbishment (Phase 2) (NCSP). Refurbishcommunications systems and associated infrastructure, including MF-HF receiversand transmitters, VHF-DF antenna systems and satellite links, radars, UPS, and testinfrastructure in all regions. It also includes consolidating the Prince Rupert MicrowaveNetwork by adding two microwave sites and includes four microwave links.47.8 2.4 3.9 41.518.7 6.8 4.1 7.818.6 1.5 8.7 8.417.9 2.6 2.7 12.6Canadian Coast Guard — www.ccg-gcc.gc.ca

Annex B: CCG Capital ExpendituresProject DescriptionTotal Estimated Cost(millions of dollars)TEC UsedFY08/09 ForecastTEC Remaining89• VHF Radio Refurbishment to Baseline (NCSP). Refurbish to baseline condition the MCTSvery high frequency (VHF) radios, in all regions, that are obsolete or at risk of failure.• Arctic Telecommunication Refurbishment (NCSP). Bring the Arctic Telecommunicationsnetwork/infrastructure back to baseline condition, by replacing obsolete HF, MF, VHF, UHF,and satellite communications equipment.• MCTS National Vessel Traffic Management Information System (VTMIS) (LTCP). Upgradethe existing National Information System on Marine Navigation (INNAV) to meet the PacificRegion’s operational requirements by incorporating the essential functionalities of theVessel Traffic Operator Support System (VTOSS), and then implement the resultant VTMISin each of the CCG MCTS centres across the country, as well as at the CCG College. Asan integral part of this project, the existing VTOSS system and related equipment in thePacific Region will be replaced by the new VTMIS system and equipment.• MCTS Tofino Radar Refurbishment (LTCP). Replace the existing “dark room” radar displayswith digitized daylight displays, and complete other minor renovations and infrastructuremodifications to enable daylight operations at the Tofino MCTS centre in the Pacific Region.• Very High Frequency (VHF) / Digital Selective Calling (DSC) Great Lakes and St.Lawrence (LTCP). Install shore-based Global Marine Distress and Safety System (GMDSS)VHF/DSC at select MCTS centres and Remote Control Outlets (RCOs) along the Great Lakes(Central and Arctic Region) and the St. Lawrence River (Québec Region).Projects Approved in Principle, Awaiting Funding• MCTS Information Logging System (LTCP/NCSP). Replace the outdated Message DataSystem and automatic message broadcasting system (MDS/NAVTEX) with a new MCTSLogging System at 22 MCTS centres.• MCTS Continuous Marine Broadcast Refurbishment (LTCP/NCSP). Replace existingoutdated Continuous Marine Broadcast equipment, including a completely automatedtext-to-speech capability, at Canadian MCTS centres across Canada.17.6 12.4 2.3 2.916.7 9.4 2.3 54.6 .1 .6 3.93.0 1.7 1 .38.5 7.0 .4 1.14.6 - - -4.5 - - -Environmental Response ServicesProjects Approved in Principle, Awaiting Funding• Arctic Environmental Response Equipment (LTCP/NCSP). Invest in environmentalresponse equipment for the Coast Guard’s Arctic Environmental Response capability.Maritime SecurityProjects Under Way• Automatic Identification System (AIS) (LTCP). Implement a national VHF AIS Serviceand a Long Range Identification and Tracking Service in Canada to enhance marinesecurity and improve the safety of navigation in Canada.2.0 - 1.2 0.825.0 3.5 12.5 9.0BUSINESS PLAN 2008-2011

Annex B: CCG Capital Expenditures90Project DescriptionLifecycle Asset ManagementProjects Under Way• Configuration Management and Technical Data Management System (LTCP). Developand implement a system to support enhanced material acquisition and lifecycle througha nationally managed information infrastructure.• Operational System Security Enhancement Project (LTCP). Develop and implementthe required information technology network security for the two Coast Guard networks;design the governance framework for CCG IT security; develop and provide the necessarytraining; develop the required CCG IT security processes and documentation; and initiatethe certification and accreditation of the CCG operational systems/applications.Projects Approved in Principle, Awaiting Funding• Asset Management System (AMS) (LTCP). Implement a national AMS that will includea fully integrated predictive maintenance capability for vessels based on the currentdeployed version and licensing of MIMS.Total Estimated Cost(millions of dollars)TEC UsedFY08/09 ForecastTEC Remaining10.4 .5 4 9.51.2 .1 1.0 .13.5 - - -Coast Guard Fleet Operational ReadinessAcquisitions and ReplacementsProjects Under WayOff-Shore Fishery Science Vessels (OFSV)• Off-Shore Fisheries Science Vessels (MCP). Replace three (3) vessels: CCGS AlfredNeedler or CCGS Wilfred Templeman, CCGS W. E. Ricker and CCGS Teleost.Mid-Shore Patrol Vessels (MSPV)• Mid-Shore Patrol Vessels (MCP). Replace four (4) maritime security patrol vessels.Also replace these eight (8) vessels: CCGS Québecois, CCGS Atlin Post, CCGS Sooke Post,CCGS Cumella, CCGS Kitimat II, CCGS Arrow Post, CCGS Comox Post, and a new vesselfor C&P patrols.SAR Lifeboats• SAR Lifeboat Replacement (LTCP, final year of project). Construct 16 47-foot SAR vessels,8 SAR stations, and 8 additional SAR vessels.Air Cushion Vehicles (ACV)• CCG Air Cushion Vehicle (LTCP). Acquire an ACV model AP1-88/400, replacing anAP1-88/200 in Québec Region.Near-Shore Fishery Research Vessels• CCGS Shark Replacement (LTCP). Construct and deliver to Central and Arctic Regiona vessel to meet Science Program requirements as a replacement for CCGS Shark.• CCGS J.L. Hart Replacement (LTCP, unfunded EPA). Replace the 20m inshore fisheriesresearch vessel J.L. Hart with a more modern, more efficient vessel with greatermultitasking capability.279.5 3.7 47.0 228.8212.5 6.6 56.6 149.341.1 40.2 0.3 0.627.9 10.1 11.0 6.85.9 1.1 2.5 2.38.2 0.1 1.0 7.1Canadian Coast Guard — www.ccg-gcc.gc.ca

Annex B: CCG Capital ExpendituresProject DescriptionTotal Estimated Cost(millions of dollars)TEC UsedFY08/09 ForecastTEC Remaining91Projects Approved in Principle, Awaiting FundingOffshore Oceanographic Science Vessels (OFSV)• Offshore Oceanographic Science Vessel (MCP). Acquire a new vessel to replaceCCGS Hudson.Polar Class Icebreaker• Polar Class Icebreaker (MCP). The acquisition of a new Polar Class Icebreaker wasannounced on the Federal Budget 2008.Near-Shore Fishery Research Vessels• CCGS Shamook – Replacement (LTCP, AIP). Replace this 25m multi-disciplinary InshoreFisheries Science vessel.• CCGS Pandalus III – Replacement (LTCP, AIP). Replace the 13m Small Multi-Task ScienceVessel.Hydrographic Survey Vessel108.9 - 3.1 105.8830.0 - 1.5 828.516.9 - 0.6 16.31.5 - 0.5 1.0• CCGS Frederick G. Creed – Replacement (LTCP). Replace with hydrographic survey vessel. 13.8 - 0.5 13.3Channel Survey and Sounding Vessel• CCGS F.C.G. Smith – Replacement (LTCP). Replace with a channel survey andsounding vessel.6.7 - 0.4 6.3Major Repairs, Refits, and RefurbishmentsProjects Under Way• Refit Vessels in Five Regions 52.6 - 52.6 -• Refit CCG Helicopters in Five Regions (08-09) pending approval 5.3 - 5.3 -• NCSP Phase I• Refurbish Air Cushioned Vehicles (NCSP) 2.9 1.9 0.5 0.5• Refurbish Light Icebreakers/Major Navaids Tenders (NCSP) 14.0 12.3 1.7 -• Refurbish Program Boats (NCSP) 9.1 7.7 1.4 -• Refurbish Research Vessels (NCSP) 7.3 6.1 1.1 0.1• Refurbish Offshore Research Vessels (NCSP) 11.2 10.2 1.0 -• NCSP Phase II• Refurbish Air Cushioned Vehicles (NCSP) 3.3 0.8 .9 1.6• Refurbish Icebreakers (NCSP) 13.7 - 4.3 9.4• Refurbish Light Icebreakers/Major Navaids Tenders (NCSP). 8.5 - 1.0 7.5• Refurbish Marine Service Vessels (NCSP) 8.5 2.5 1.7 4.3• Refurbish Patrol Vessels (NCSP) 8.4 2.3 2.4 3.7• Refurbish Program Boats (NCSP) 13.6 - - 13.6• Refurbish Research Vessels (NCSP) 9.6 - - 9.6• Refurbish Offshore Research Vessels (NCSP) 11.5 - 1.1 10.4BUSINESS PLAN 2008-2011

Annex B: CCG Capital Expenditures92Project DescriptionProjects Approved in Principle, awaiting fundingOffshore Oceanographic Science Vessel• CCGS Hudson – Refit (LTCP). Modifications and upgrades are needed until theanticipated replacement of the vessel.Specialty VesselsTotal Estimated Cost(millions of dollars)TEC UsedFY08/09 ForecastTEC Remaining4.6 - 2 2.6• Isle Class – Refit (LTCP). Replacement and upgrade of equipment and systems. 2.6 - 0.2 2.4Vessel Life ExtensionsProjects Under WayHigh-endurance Multitasked Vessels/Light Icebreakers• CCGS Edward Cornwallis VLE (LTCP). Ensure that the ship’s machinery, equipment,and infrastructure are fully compliant with operational requirements and can functioneffectively until the vessel’s planned replacement in 15-20 years.• CCGS Griffon – Major Crane Replacement (LTCP). Project to replace the existing craneused for lifting marine aids and deploying scientific and emergency equipmentsOffshore Oceanographic Science Vessels (OOSV)• CCGS John P. Tully VLE (LTCP, EPA). Undertake VLE on CCGS John P. Tully, a 69m offshorescience research vessel that is 21 years old.Off-Shore Fisheries Science Vessels (OFSV)• CCGS Alfred Needler VLE (LTCP, EPA). Undertake the work necessary to ensure CCGSAlfred Needler remains operationally available and mission capable until its replacementis brought into service through the Offshore Fisheries Research Vessel Project.Off-Shore Patrol Vessels (OPV)• CCGS Sir Wilfred Grenfell VLE (LTCP, EPA, final year of project). Undertake VLE to maintainthe vessel’s reliability and capability by addressing existing deficiencies and updatingessential machinery and equipment.Projects Approved in Principle, Awaiting FundingHeavy Icebreakers• CCGS Terry Fox VLE (LTCP). Replacement of out-dated equipment with thelatest technology.High Endurance Multitasked Vessels / Light Icebreakers• CCGS Martha L. Black VLE (LTCP, AIP). Perform VLE of the 83m light icebreaker/majornavaids tender.14.7 0.5 0.3 13.91.6 - 0.7 0.915.8 11.7 3.8 0.35.9 4.5 0.5 0.914.5-5.6 8.95.7 - 1.9 3.87.7 - 0.5 7.2Canadian Coast Guard — www.ccg-gcc.gc.ca

Annex B: CCG Capital ExpendituresMedium Endurance Multitasked VesselProject DescriptionTotal Estimated Cost(millions of dollars)• CCGS Earl Grey VLE (LTCP). Replacement and maintenance of NavAids. 15.9 - 0.4 15.5• CCGS Samuel Risley VLE (LTCP). Replacement and upgrade of equipment and systems. 7.8 - 0.7 7.1Offshore Fishery Science Vessel• CCGS Teleost VLE (LTCP). Upgrade and replacement of items of machinery and equipment. 8.9 - 0.5 8.4TEC UsedFY08/09 ForecastTEC Remaining93System EnhancementsProjects Under Way• Halon 1301 Replacement Program (LTCP, final year of project). Acquire and install ozonesafefire-fighting systems to replace the existing Halon 1301 systems on all CCG vesselswithin all Coast Guard regions to meet EC regulations by 2010.• Integrated Navigation Systems (LTCP). Procure and install a Shipboard UniversalAutomatic Identification System, DGPS, and Electronic Navigational Chart System onselected DFO/CCG vessels.• E-Mail Aboard Ships (LTCP, final year of project). Deliver the capability for all shipboardpersonnel on 55 designated vessels to receive personally addressed e-mail from any otherperson or agency ashore; also provide intranet and Internet access.• CCG College Simulators (LTCP). Modernize two of the CCG College’s simulators: the MarinePropulsion Plant Simulator and the Blind Pilotage Radar Simulator. Both simulators arebeyond the normal 10-year industry standard for hardware and software support.• Fleet Activity Information System (FAIS) – Upgrade (LTCP). To upgrade existing obsoletesystem (1993), increase the security of the system, ensure the provision of timelyinformation, and ensure compliance with Treasury Board policies.• SAR Lifeboat Standardization Plan – To implement design changes on the first sevenSAR Lifeboats built to bring uniformity with the other vessels.10.4 5.9 3.0 1.510.2 2.2 1.5 6.59.1 7.4 0.8 0.95.9 0.3 0.3 5.33.5 - 0.6 2.91.98 1.56 .07 0.35BUSINESS PLAN 2008-2011

Annex C: CCG ProgramActivity Architecture94CCG’s Program Activity Architecture (PAA)explains how we contribute to Safe andAccessible Waterways, one of DFO’s threestrategic outcomes.The Canadian Coast Guard is one of severalprogram activities in DFO’s PAA. Like the otherprogram activities, the Coast Guard programactivity has a number of sub-activities, each ofwhich contributes to the CCG program activity.The image below shows the relationship amongthe Safe and Accessible Waterways strategicoutcome, the CCG program activity, and CCGsub-activities.STRATEGIC OUTCOME:Safe and Accessible WaterwaysPROGRAM ACTIVITY:Canadian Coast GuardSUB-ACTIVITIES• Aids to Navigation• Waterways Management• Marine Communicationsand Traffic Services• Icebreaking Services• Search and RescueCCG Search and RescueCCG Auxiliary• Environmental Response Services• Maritime Security• Coast Guard FleetOperational Readiness• Lifecycle Asset Management• Canadian Coast Guard CollegeCanadian Coast Guard — www.ccg-gcc.gc.ca

Annex D: Auditor General’sRecommendations (2000 and 2002):Crosswalk to 2008-2009 Business Pl a n Commitmen t sIn its 2007 Status Report, the Auditor Generalfound that the Coast Guard had not madesatisfactory progress addressing recommendationsfrom previous audits on the Fleet (2000) andmarine navigational services (2002). The AuditorGeneral noted that one of the contributingfactors was that the Coast Guard had tried todeal with all of the previous recommendationssimultaneously and, as a result, had not beenable to complete any.The 2007 Report recommended that the CoastGuard focus on establishing priorities forimprovement, set clear achievable goals for thosepriority areas, allocate sufficient, appropriateresources, and plan and implement the changesby holding managers and organizationalunits accountable for results. The CanadianCoast Guard committed to using the businessplanning process to establish priorities forimprovement in the context of delivering itsprograms and services.This Annex illustrates how the Coast Guard isaddressing the recommendations made by theAuditor General in audits since 2000. FutureCCG business plans will also include an annexthat cross-references business plan commitmentswith the Auditor General’s recommendations.Listed below are the Auditor General’s 2000and 2002 recommendations followed by the2008-2009 Business Plan commitments whichare linked to these recommendations. In a fewinstances, there are certain actions being takenby the Coast Guard which are not specificcommitments within the Business Plan.95Auditor General’s Recommendations - 20001. The Department should review how the fleet fits into its current organizational andaccountability structure and take measures to ensure that the fleet can operate in a costeffectivemanner (paragraph 31.72)Improve National Consistency in Human Resources Management− Begin migration to standard regional organizational structures.− Complete the development of National Model Work Descriptions for technical andseagoing positions.− Also see commitments under Recommendation 2.2. The Department should address the weaknesses associated with its key fleet managementprocesses, including:a. Establishing clear, concrete and realistic program performance expectations that includea long-term perspectiveStrengthening Management− Consult with clients and stakeholders and adjust the Performance Measurement Frameworkwhere required.BUSINESS PLAN 2008-2011

Annex D: Auditor General’s Recommendations (2000 and 2002)96b. Establishing a long-term fleet planning and funding horizonOngoing Improvements in Fleet Management− Continue to enhance and improve Fleet business management through a variety of activities.This will include:• Further development of the elements of the Fleet Financial Framework.• Continued implementation of the Fleet fuel management process.− Develop a Fleet Management Manual.− Revise the Long Term Capital Plan and Fleet Renewal Plan.− Also see commitments under Recommendation 3c. Developing service accords between the programs and the fleetFleet Operational Readiness− Implement an improved Service Level Agreement with internal non Coast Guard clientsbased on new funding and charging models.d. Establishing budgetary processes that support accountabilityStrengthening Management− Implement activity based management and budgeting based on the approved PAA:• Train all users on the new coding structure.• Verify the usage of the coding developed in 2007-2008 for its alignment with thenew PAA.− Also see commitment under Recommendation 2(c)e. Setting up integrated information systems to enable the Department to monitor and accountfor the actual performance of the fleet in terms of service and costOngoing Improvement in Fleet Management− Complete the requirements analysis for the FAIS upgrade project, and continue to improvethe existing FAIS system.− Also see commitment under Recommendation 2(a)f. Implementing costing policies that support the use of the lowest-cost alternative in acquiringservice while meeting departmental objectives (paragraph 31.73)Please see commitments under Recommendations 2(c) and 2(d)In addition, CCG is participating in a pilot project for non-lapsing capital authority. Once the pilotproject is completed, CCG will seek a permanent authority taking into consideration the experienceand impact of the pilot project.** Please note that this is not a Business Plan commitment.Canadian Coast Guard — www.ccg-gcc.gc.ca

Annex D: Auditor General’s Recommendations (2000 and 2002)3. The Department should consider a longer-term strategy to renew its aging fleet. Such astrategy should take into consideration the changing nature of program requirements, the impactof technological change and the potential for alternative means of acquiring the service needed(paragraph 31.106)Procurement of New Vessels− Issue contract for 12 Mid-Shore Patrol Vessels (MSPVs).− Issue competitive RFP for 3 Offshore Fisheries Science Vessels (OFSVs).− Conduct project-definition activities and establish the procurement strategy for the OffshoreOceanographic Science Vessel (OOSV).− Please see commitments under Recommendation 2(b)974. The Department should complete the development and implementation of life cycle managementpolicies and procedures for its fleet (paragraph 31.107)Vessel Maintenance Review− Begin to address the findings of the Vessel Maintenance Management Review. The initialfocus is on:• Clarifying roles, responsibilities, and accountability;• Creating an accessible bank of current maintenance policies and procedures;• Assessing options for increasing the number of marine engineers both on vessels and on-shore;and• Beginning to develop a program management framework for maintenance activities.Aids to Navigation 21 st Century (AToN21)− Develop guidelines for synthetic moorings and related equipment standardization (for anchorsexceeding 272 kg but not more than 1136kg) in preparation for the introduction of Life CycleManagement of these assets.Improve National Consistency in Human Resources Management− Begin migration to standard regional organizational structures− Complete the development of National Model Work Descriptions for technical andseagoing positions.Improve Maintenance of Existing Fleet− Continue the vessel condition program which will survey about 20% of the fleet vesselseach year. This will become standard practice within CCG in the coming years.− Implement standard maintenance plans for critical ship systems for Type 1100 class vessels.− Issue a standard set of refit specifications for Type 1100 vesselsBUSINESS PLAN 2008-2011

Annex D: Auditor General’s Recommendations (2000 and 2002)98Continued Improvement in Lifecycle Management Practices for All CCG Assets− Begin implementation of Asset Management System (AMS) deployment.− Complete the five AMS vessel pilots.− Finalize ITS Services Catalogue and begin implementation5. The Department should ensure that the fleet activity is supported by information systemsthat produce integrated, timely, reliable and relevant information (paragraph 31.108)Ongoing Improvement in Fleet Management− Complete the requirements analysis for the FAIS upgrade project, and continue to improvethe existing FAIS system.6. The Department should develop a human resource strategy for the fleet to address the needto maintain the skills and knowledge of ship-based personnel and to ensure that a sufficientnumber of qualified officers and crew are available in the future. The strategy should considera long-term approach to the collective agreements with ship’s personnel so that they can beadministered in an efficient and economical manner and can support the fleet’s operationalrequirements (paragraph 31.137)Attract and Retain a Skilled Workforce− Implement a pilot Seagoing Personnel Career Development InitiativeFleet Operational Readiness – Human Resources Initiative− Establishing regional developmental positions for seagoing personnel.− Through collective bargaining attempt to remove structural barriers to the migration of seagoingpersonnel to on-shore work in support of their development and CCG succession planning.7. The Department should regularly analyze payroll costs related to the fleet and take actionto control such costs, where necessary (paragraph 31.138)Fleet Operational Readiness – Human Resources Initiative− Develop standardized crewing matrix predicated on competency (crewing) profiles.Strengthening Management− Develop national SMIS procedures to ensure consistent salary data entry into SMIS.Canadian Coast Guard — www.ccg-gcc.gc.ca

Annex D: Auditor General’s Recommendations (2000 and 2002)Auditor General’s Recommendations - 20028. The Canadian Coast Guard should ensure that there are up-to-date national policies, standardsand levels of service expectations for its navigational support services. It should also developthe capability to monitor the implementation of these policies, standards, and expectations.(paragraph 2.53)Levels of Service Review− Develop a report that reflects input received and validate information with clients.− Develop options, and implement those changes that are feasible, within current resourcelevels, which consider the outcomes of the consultations on LOS Review.99Aids to Navigation 21 st Century (AToN21)− Complete the modernization of five additional aids to navigation directives for a total of 10.Search and Rescue Needs Analysis− Validate SAR Needs analysis findings and recommendations with SAR partners.− Implement the recommendations from the SAR Needs analysis that are feasible, withinexisting resource levels.9. For its navigational support services and boating safety activities, Fisheries & Oceans Canadashould do the following:a. Complete the implementation of its results-based management and accountabilityframeworks;Coast Guard will implement Result-Based Management Accountability Frameworks overthe next two years following consultations with partners, clients and Central Agencies.*b. Establish clear, measurable, concrete targets for the identified outputs and immediateoutcomes for each framework;Please see commitment under Recommendation 9(a).c. Identify who is accountable for achieving targets and managing resources;As part of the Results-Based Management Accountability Frameworks, specific accountabilitieswill be defined at the lower program levels.** Please note that this is not a Business Plan commitment.BUSINESS PLAN 2008-2011

Annex D: Auditor General’s Recommendations (2000 and 2002)100d. Align budgeting and resource allocation with the frameworks; andStrengthening Management− Implement activity based management and budgeting based on the approved PAA:• Train all users on the new coding structure.• Verify the usage of the coding developed in 2007-2008 for its alignment with thenew PAA.e. Develop or identify sources of information to measure results (paragraph 2.68)Strengthening Management− Consult with clients and stakeholders and adjust the Performance MeasurementFramework where required.Over time, CCG will try to improve the type and quality of data to better reflect andmeasure performance. *10. The Coast Guard should complete and implement its draft guidance on risk management(paragraph 2.73)Final approval of the Risk Management Guidelines taking into consideration the new PerformanceMeasurement Framework is being sought. *11. Fisheries & Oceans Canada should develop and implement strategies to modernize andintegrate the delivery of its navigational support services to meet user needs (paragraph 2.77)Marine Service Fees Strategy− Implement government direction.Aids to Navigation 21 st Century (AToN21)− Develop a business case on the effectiveness and efficiency of CCG paint facilities.− Engage the shipping industry through the advisory bodies about e-Navigation vision, strategy,and next steps.− Develop guidelines for synthetic moorings and related equipment standardization (for anchorsexceeding 272 kg but not more than 1136 kg) in preparation for the introduction of Life CycleManagement of these assets.12. Fisheries and Oceans Canada should develop and implement an overall strategy for the futureof its light stations, considering maritime safety and heritage objectives (paragraph 2.90)Senate Bill-215 – An Act to protect Heritage Lighthouses may have an impact on this initiativeand establish additional requirements for maintenance and divestiture activities.* Please note that this is not a Business Plan commitment.Canadian Coast Guard — www.ccg-gcc.gc.ca

Annex E: Management AgendaThe Coast Guard has a clear management agenda that is consistent with the broaderManagement Accountability Framework (MAF) that applies to all departments and agencies(http://www.tbs-sct.gc.ca/maf-crg/documents/booklet-livret/text-texte_e.asp#g1). The following chartlists some of the initiatives and activities that the Coast Guard is undertaking over the next three yearsthat relate to the 10 elements of the MAF.101Public Service Values• Stronger CCG identity through common internal communications material and uniform guidelines• Refresh the CCG Operational framework (vision, mission and values)Governanceand StrategicDirections• Regular use ofeffective advisorystructures• Manage activitiesbased on theCCG AgencyBusiness Plan• Improving CCG’sSupport of theFederal MaritimeSecurity AgendaPolicy and Programs• Address commitmentsin the DFO SustainableDevelopment Strategy(SDS)• Provide thegovernment withMarine ServicesFees optionsRisk Management• CCG Corporate RiskProfile consulted inbusiness planningprocess and prioritiesthat mitigate risksidentified in theBusiness PlanPeople• Regular “Notes from theDesk of the Commissioner”and “Town Halls” forall staff• Regular Union-ManagementConsultation Committeemeetings• Begin migration to standardregion organizationalstructures• Implement pilot seagoingpersonnel careerdevelopment initiativeStewardship• New vessel procurementsmanaged through theCCG Major Crown ProjectsDirectorate• Implement activity basedmanagement and budgetingbased on the approved PAA• Continue implementation ofFleet Operational Readinessconcept• Pursuit of newcapital flexibilities• Address findings of VesselMaintenance ReviewCitizen-focusedService• Improve servicedelivery through Aidsto Navigation of the21 st Century (AToN21)• Continue developmentof transparent Levelsof Service (LOS)• Review nationalenvironmentalresponse strategy• Renewal of CCGinternet presenceAccountability• Integrate BusinessPlan prioritiesand commitmentsinto managementAccountability Accords• Implement astandard performancereview systemResults andPerformance• Reporting onBusiness Plancommitmentsat mid-year andyear-end• Cross-referencingthe CCG AgencyBusiness Plancommitments withthe Auditor Generalrecommendations• Refinement ofCCG PerformanceMeasurementFrameworkLearning, Innovation and Change Management• All CCG employees will have an individual learning plan• Consultation on a draft Learning and Development framework with staff and bargaining

List of Acronyms102ACACVAISAMSARLUAToN 21CCGACCGCCGCCCSCHSCISCMBAssistant CommissionerAir Cushion VehicleAutomatic Identification SystemAsset Management SystemAnnual Reference Level UpdateAids to Navigation of the21 st CenturyCanadian Coast Guard AuxiliaryCanadian Coast GuardCanadian Coast Guard CollegeCommunication Control SystemCanadian Hydrographic ServiceCanadian Ice ServiceContinuous Marine BroadcastCMTDMS Configuration Managementand Technical DataManagement SystemC&P Conservation and ProtectionCSA Canadian Standards AssociationDACS Departmental ActivityCosting SystemDF Radio Direction FindingDFO Department of Fisheries and OceansDGPS Differential GlobalPositioning SystemDND Department of National DefenceDPR Departmental Performance ReportDSC Digital Selective CallingDG Director GeneralEC Environment CanadaENC Electronic Navigational ChartEPA Effective Project ApprovalER Environmental ResponseFAISFAMFTEGMDSSHFHRHRCSIALAIBMSIISPAINNAVIMOIPYISVRITSJRCCLEDLOSLRITLTCPMAFMCPMCPDMCTSFleet Activity Information SystemFisheries and AquacultureManagementFull Time EquivalentGlobal Maritime Distressand Safety SystemHigh FrequencyHuman ResourcesHuman Resources andCorporate ServicesInternational Associationof Lighthouse AuthoritiesIntegrated Business ManagementServicesIce Information ServicePartnership AgreementIntegrated Information Systemon Marine NavigationInternational Maritime OrganizationInternational Polar YearInshore Science Vessel ReplacementIntegrated Technical ServicesJoint Rescue Co-ordination CentreLight Emitting DiodeLevels of ServiceLong Range Identificationand TrackingLong-Term Capital PlanManagement AccountabilityFrameworkMajor Crown ProjectsMajor Crown Projects DirectorateMarine Communicationsand Traffic ServicesCanadian Coast Guard — www.ccg-gcc.gc.ca

List of AcronymsMCTSOMDSMFMIMSMRRSMRSCMarine Communications andTraffic Services OfficerMessage Data SystemMedium FrequencyMaintenance InformationManagement SystemManagement, Resourcesand Results StructureMarine Rescue Sub-CentreSDSSLASMSOLASUAISSustainable Development StrategyService Level AgreementSynthetic MooringInternational Conventionfor the Safety of Life at SeaUniversal AutomaticIdentification SystemUNCLOS United Nations Conventionon Law of the Sea103MSMSETMSOCMSPVNAFONCRNCSPNMWDNRANRCanMaritime ServicesMarine Security Enforcement TeamMarine Security Operations CentreMid-Shore Patrol VesselNorthwest AtlanticFisheries OrganizationNational Capital RegionNational Capital Spending PlanNational Model Work DescriptionNAFO Regulatory AreaNatural Resources CanadaUPSVHFVLEVMMRVNRVTMISVTOSSUltraviolet PhotoelectronSpectroscopyVery High FrequencyVessel Life ExtensionVessel MaintenanceManagement ReviewVote-Netted RevenueVessel Traffic ManagementInformation SystemsVessel Traffic OperatorSupport SystemNSERCNatural Sciences and EngineeringResearch Council of CanadaO&MOperations and MaintenanceOAGOffice of the Auditor GeneralOFSVOff-Shore Fisheries Science VesselsPAAProgram Activity ArchitecturePIANCInternational Navigation AssociationPPAPreliminary Project ApprovalPSESPublic Service Employee SurveyRCMPRoyal Canadian Mounted PoliceRORadio OperationsRPPReport on Plans and PrioritiesSARSearch and RescueBUSINESS PLAN 2008-2011

104IndexAA-Base Review — 5, 10, 11, 13, 15, 16, 25, 49, 59Aids to Navigation — 7, 9, 11, 12, 22, 23, 24, 32, 33,87, 88Arctic — 7, 14, 19, 39, 43, 46, 47, 49, 51, 56, 61, 70, 71,80, 89, 90Asset Management Services — 9, 30, 31, 33, 34, 37, 40,43, 47, 51, 62, 63, 64, 68Auditor General — 3, 5, 10, 11, 13, 15, 20, 24, 25, 43,49, 58, 95, 96, 97, 98, 99, 100, 101, 103CCanadian Coast Guard Auxiliary — 11, 41, 102Canadian Coast Guard College — 6, 9, 10, 14, 17, 25, 26,30, 31, 67, 68, 69, 80, 81, 94, 102Coast Guard Identity — 11, 12, 14CCG Workforce — 6, 9, 10, 14, 17, 25, 26, 30, 31, 67, 68,69, 80, 81, 94, 102Coast Guard identity — 11EEnvironmental Response Services — 30, 31, 45, 46, 47,49, 80, 87, 89, 94FFinancial Information — 76Fisheries and Aquaculture Management — 56, 72, 102Fleet — 18, 19, 20, 21, 24, 26, 28, 53, 55, 56, 57, 58, 59,60, 63, 64, 67, 72, 73, 80, 81, 86, 93, 94, 95, 96, 97,98, 102Fleet Operational Readiness — 9, 11, 12, 20, 21, 30, 31,33, 34, 37, 40, 43, 47, 51, 53, 54, 55, 59, 62, 68, 87, 90,96, 98, 101Fleet Renewal — 12, 19, 96Focus on Client Service — 12, 13Focus on Efficiency and Effectiveness — 12,18,19,22Focus on People — 12, 25HHuman Resources — 10, 12, 16, 25, 27, 30, 38, 43, 59,60, 66, 68, 95, 97, 98, 102IIcebreaking Services — 9, 30, 31, 39, 40, 53, 80, 81, 94Integrated Technical Services — 22, 65, 102International Activities — 75LLevels of Service — 10, 12, 13, 14, 32, 34, 36, 40, 42, 46,99, 101, 102Lifecycle Asset Management Services — 9, 30, 31, 33, 34,37, 40, 43, 47, 51, 62, 63, 64, 68Long Range Identification and Tracking — 18, 52, 89MManagement Agenda — 101Marine Communications and Traffic Services — 9, 10, 18,25, 30, 35, 36, 53, 63, 67, 77, 83, 84, 88Marine Security Operations Centre — 18, 103Maritime Security — 9, 10, 12, 18, 30, 31, 50, 51, 53, 55,80, 81, 87, 89, 94, 101Maritime Services — 7, 8, 23, 26, 28, 49PPriority 1 — 12, 13, 14, 15, 16, 17Priority 2 — 12, 18Priority 3 — 12, 19, 20, 21Priority 4 — 12, 22, 23, 24Priority 5 — 12, 25, 26, 27, 28Program Activity Architecture — 5, 11, 13, 15, 29, 32,76, 94, 103Public Service Employee Survey — 5, 15, 25, 43, 49, 103RReinvestment in the Asset Base — 33, 38, 49, 52, 66Royal Canadian Mounted Police — 8, 10, 18, 50, 51, 52,53, 54, 103SScience — 8, 19, 20, 21, 30, 31, 53, 54, 55, 56, 72, 79, 90,91, 92, 93, 97, 102, 103Search and Rescue Services — 30, 31, 41, 42, 43, 80, 81UUnited States Coast Guard — 75WWaterways Management — 9, 30, 33, 34, 80, 94Canadian Coast Guard — www.ccg-gcc.gc.ca