Business Plan - Canadian Coast Guard

Section 2: Where We Are NowWe will respond to this challenge/risk…With these strategies or key initiatives…• Improve National Consistency in Human ResourcesManagementWhich aredescribedin detail…On page 26Functioning as a Truly National InstitutionBoth the Auditor General and our own internal A-Base Review indicatedthat we need greater consistency in the design and delivery of ournational program while safeguarding regional operational authorityand responsibilities.• Stronger Canadian Coast Guard Identity On page 22• Vessel Maintenance Management Review On page 20• Consistent Business Management Practices On page 20• Ongoing Improvements in Fleet Management On page 5011• Strategic Program Framework for CCG’s MaritimeServices ProgramsOn page 22Managing Key Relationships*CCG relies on the assistance of third parties to address functionscritical to the delivery of CCG programs and services, such as corporateservices, acquisitions, and procurement. Expediting procurement isa top priority of the federal government, and Coast Guard must workclosely with federal departments and central agencies to find simplerand more streamlined processes through which to acquire neededassets and capabilities. The Agency also works with and relies on otherfederal government departments, agencies, and volunteers, such as theCanadian Coast Guard Auxiliary and a variety of other stakeholders, todeliver its mandate to Canadians. CCG’s challenge in this regard is toproactively manage these relationships.• Service Level Agreements with DFO Clients On page 13• Review of the Working Relationship with DFO’s HumanResources and Corporate ServicesOn page 20Managing Information*A number of reports, reviews, and exercises have highlighted the needfor us to improve our ability to produce, access, apply, and manage theinformation needed for critical business and operational decision-makingand performance measurement. Such information is critical to supportfor day-to-day operations, as well as to strategic decision-making.Maritime SecuritySince September 2001, CCG has been a core partner in Canada’s multiagencyapproach to maritime security. CCG has a broad mandate toprovide support to other government departments, and the Governmentand Canadians expect that CCG will be ready and able to respond insupport of other departments’ security mandates. As a result, CCGhas received dedicated national security funding to deliver specificmaritime security activities. Due to the lack of explicit security mandate,growing expectations, and dedicated funding provided to the CCG, it isimportant to clearly articulate CCG’s role and contributions in supportof maritime security.• CCG Performance Measurement Framework On page 21• Salary Management Information System On page 20• Ongoing improvements in fleet management –Fleet Activity Information SystemOn page 50• CCG Maritime Security Framework On page 15• Marine Security Enforcement Team On page 45• Marine Security Operations Centres On page 46• Automatic Identification System (AIS)/Long RangeIdentification and Tracking System (LRIT)On page 46* identified as a key risk in the CCG Corporate Risk Profile 2006BUSINESS PLAN 2009-2012