Business Plan - Canadian Coast Guard

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FOCUS ON EFFICIENCY AND EFFECTIVENESSPriority 5: Strengthening Management20The 2007 Report of the Auditor General was criticalof various aspects of CCG’s management practices.The Auditor General (AG) noted that CCG did notoperate as a national institution, but rather as “fiveCoast Guards.” Both the AG and CCG’s own internalA-Base review showed that we had inconsistent practicesacross the country in many aspects of our business.CCG’s efforts to strengthen management will enhancenational leadership and consistency, the effectivenessand efficiency of our operations, and will ensure thatCCG is truly a national institution.Vessel MaintenanceManagement ReviewThe Vessel Maintenance Management Review (VMMR)project was established as a key deliverable in responseto findings in the February 2007 Report of theAuditor General.2008-2009 AccomplishmentsVessel Maintenance Management Review• Established the requirements forminimum complements for vessels inmaintenance periods and developeda business case for increasingengineering personnel to respondto the increasing maintenancerequirements of certain vessels.• Clarified roles in the CCG Authorityand Accountability Directive for VesselMaintenance Management.• Created an accessible bank ofmaintenance policies and proceduresand published them on theCCG Intranet.In 2008-2009, Coast Guarddeveloped an action planand started to address theconcerns raised in CCG’sVMMR Report. Progresswas made in clarifyingand documenting theroles, responsibilities, andaccountabilities for vesselmaintenance managementand in making currentmaintenance policies andprocedures more accessibleto CCG personnel.In 2009-2010, CCGwill work to increasethe number of marineengineers ashore and onboard vessels, establish a Centreof Expertise for Vessel Maintenance Management,and provide other support to vessel maintenancemanagement. Furthermore, CCG will begin to developand implement a program management frameworkfor vessel maintenance, including a model of policygovernance for vessel maintenance management,a lexicon, and a procedures manual.Commitment2009-2010Implement the CCG Vessel MaintenanceManagement Policy Governance (CCG Authorityand Accountability Directive for VesselMaintenance Management).Finalize CCG vessel condition assessment for allCCG vessels, and develop a Vessel ContinuousCondition Survey Program.Begin to establish a Centre of Expertise for VesselMaintenance Management and prepare to add69 positions over 3 years to directly support CCGregions and vessels.2010-2011Fully operationalize the Centre of Expertisefor Vessel Maintenance Management.Consistent BusinessManagement PracticesSalary Management Information SystemOur 2006 A-Basereview identifiedthe need to developcommon data-entrypractices for ourSalary ManagementInformation System(SMIS). Fullimplementationof common SMISprocedures will takeplace in 2009-2010.Commitment2009-2010Put into practice the common Salary ManagementInformation System procedures.AGAGAGA-BaseLeadDG, ITSDG, ITSDG, ITSDG, ITS2008-2009 AccomplishmentsSalary Management Information System• Defined a set of Salary ManagementInformation System best practicesand developed a procedures manualto ensure that they are consistentlyapplied. Initiated training of theappropriate staff in preparation forfull implementation in 2009-2010.LeadDGs andACsReview of the Working Relationship withDFO’s Human Resources and Corporate ServicesThe A-Base Review also recommended that we assessour relationship with DFO’s Human Resources andCorporate Services 1 (HRCS) to ensure that consistentlevels of support are provided to CCG across the regions.In 2007-2008, we worked closely with HRCS to identify1 DFO Human Resources and Corporate Services (formerly referred to as HRCS) has been restructured into three separate organizations reporting to the Deputy Minister:Human Resources, Chief Financial Officer, and the Assistant Deputy Minister of Infrastructure and Information Management.Canadian Coast Guard — www.ccg-gcc.gc.ca
oth the service levels provided to the Agency in eachCCG region and best practices in this regard. In 2008-2009, we developed a broad list of recommendations toimprove the working relationship and service deliverybetween CCG and HRCS. We also developed a newService Level Agreement (SLA) that describes servicesprovided to CCG and performance measures. Thismulti-year document will evolve as HRCS standardizesits organization and Levels of Service nationally. In2009-2010, we will focus on promoting the consistentapplication of business practices in the key areasidentified in the review of the CCG-HRCS workingrelationship. These include practices related to the Dutyto Accommodate and Return to Work protocols, as wellas those related to warehousing and the maintenanceof CCG’s Category II real property sites wherecustodianship lies with HRCS.Commitment2009-2010Implement a new Service Level Agreementwhile continuing to improve the Agreementin consultation with the Human Resourcesand Corporate Services Sector.Develop national common practicesregarding the Duty to Accommodateand Return to Work protocols.Review existing regional warehousingarrangements and requirements, anddevelop a service delivery model thataligns with the CCG/HRCS ServiceLevel Agreement.Complete a national review of issuesrelated to the maintenance of Category IIreal property sites, and propose optionsfor addressing the long-term capitalneeds of the Real Property, Safety andSecurity Branch.2010 – 2011Monitor and report on the new ServiceLevel Agreement.Implement common practices for theDuty To Accommodate and Return toWork protocols.A-BaseLeadAssistantCommissioner,Newfoundland andLabrador (AC, NL)HRCSAC, NLHRCSAssistantCommissioner,Central and Arctic(AC, C&A)HRCSAC, MaritimesHRCSDG, IBMSAC, NLHRCSPriority 5: Strengthening ManagementStand-by ArrangementsEmployees in designated groups, primarily those ofan operational and technical nature, are required tobe available on stand-by during off-duty hours toreturn to duty as quickly as possible, if called. Forexample, the provision of stand-by pay is specified inthe respective collective agreements, but the applicationof these provisions varies across regions as does theservice response capacity. A review will be conductedto determine how stand-by arrangements are currentlyadministered in each region and options will be identifiedto standardize the application of this practice.Commitment2009-2010Conduct a review of regional stand-by arrangement policiescurrently in force in all directorates and develop a strategyfor consistent utilization across functions and regions.LeadAC, C&ACommunication ProtocolsA need has been identified to improve communicationsprocesses and protocols across CCG to provide seniormanagement with the information required to supportexpeditious and informed decisions related to emergencysituations. A working group will be established to reviewthe processes currently in place in CCG regions, atheadquarters, and with interdepartmental EmergencyPreparedness partners with a view to providingrecommendations for improvement.Commitment2009-2010Review CCG communications protocolsrelated to emergency situations and providerecommendations for improvements.A-BaseLeadAC,QuebecCCG Performance Measurement FrameworkIn 2008-2009, the Canadian Coast Guard launcheda web-based questionnaire to provide stakeholderswith the opportunity to comment on its PerformanceMeasurement Framework (PMF). The objective ofthis consultation is to assist us in identifying whatperformance measures would be relevant and meaningfulto our clients and stakeholders.21Commitment2009-2010Analyze input from the web-based questionnaireon CCG performance measures.AGLeadDGsBUSINESS PLAN 2009-2012
Page 1 and 2: Canadian Coast GuardBusiness Plan20
Page 3 and 4: Table of ContentsMessage from the C
Page 5 and 6: Assets and Liabilities.............
Page 7 and 8: IntroductionThe Canadian Coast Guar
Page 9 and 10: (1)WHO WE ARE AND WHAT WE DOThe Can
Page 11 and 12: Section 1: Who We Are and What We D
Page 13 and 14: Section 2: Where We Are NowWe will
Page 15 and 16: FOCUS ON CLIENT SERVICEPriority 1:
Page 17: Priority 2: Supporting Government o
Page 20 and 21: FOCUS ON EFFICIENCY AND EFFECTIVENE
Page 24 and 25: 22Priority 5: Strengthening Managem
Page 26 and 27: FOCUS ON PEOPLEPriority 6: Effectiv
Page 28 and 29: Priority 6: Effective Management of
Page 30 and 31: Section 4: What We Do Every Day28PA
Page 32 and 33: 30Section 4: What We Do Every DayPr
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Page 42 and 43: Section 4: What We Do Every Day40Ca
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Page 60 and 61: Section 4: What We Do Every Dayv58I
Page 62 and 63: (5)FINANCIAL INFORMATION60Status of
Page 64 and 65: Section 5: Financial InformationTab
Page 66 and 67: Section 5: Financial InformationTab
Page 68 and 69: Section 5: Financial Information200
Page 70 and 71: Annex A: CCG Capital ExpendituresAd
Page 72 and 73:
Annex A: CCG Capital Expenditures70
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Annex A: CCG Capital Expenditures72
Page 76 and 77:
Annex C: CCG ProgramActivity Archit
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Annex D: Auditor General’s Recomm
Page 80 and 81:
Annex D: Auditor General’s Recomm
Page 82 and 83:
List of AcronymsACAssistant Commiss
Page 84 and 85:
82IndexAA-Base Review — 5, 10, 11
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Business Plan - Canadian Coast Guard

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