Business Plan - Canadian Coast Guard

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FOCUS ON PEOPLEPriority 6: Effective Managementof Our Workforce and Workplace24Priority 6 is an executive summary of the CanadianCoast Guard Strategic Human Resources Plan 2009-2012(http://www.ccg-gcc.gc.ca/eng/CCG/e0005589). ThePlan will help us improve our service to Canada andCanadians by better integrating our human resourcesmanagement with business planning. The plan willhelp us navigate unprecedented rates of retirement, tightlabour markets and fiscal restraint, while ensuring wehave the staff we need to meet our evolving requirements.CCG relies on a diverse, professional, and dedicatedworkforce to provide important maritime programsand services, ensuring safe and accessible waterwaysfor all Canadians.CCG has a total workforce of 4,459 employees acrossfive regions, at the CCG College, and in the NationalCapital Region.Distribution by Occupational GroupOur workforce is comprised of administrative,professional, and operational staff. Over 65% of CCGemployees support programs and services that aredelivered 24 hours a day,2008-2009 AccomplishmentsAttract and Retain a Skilled Workforce• Launched a Fleet Human ResourcesDevelopment Program featuringinitiatives to bolster careerdevelopment and knowledge transfer.Improve the Diversity of Our Workforce• Established an Operational Women’sNetwork (OWN), representing womenShips’ Officers and Ships’ Crew.Focus on Training, Learningand Career Development• Consulted with managers, employeesand bargaining agents and created aLearning and Development Framework,vision, and proposed action plan.• Developed Learning Plans for 87%of our employees.Improve National Consistencyin Human Resources Management• Finalized Standard Organizationstructure.• Officially launched CCG’s performancereview system.seven days a week. Thisincludes Ships’ Crewand Ships’ Officers, whowork at sea, and MarineCommunications andTraffic Services Officers,who provide marinecommunications andtraffic services.Demographic shifts willbe the biggest singleinfluence on our workforceover the next three years,as increasing numbers ofexperienced employeesare eligible for retirement.The Canadian CoastGuard Strategic HumanResources Plan 2008-2011addressed these challengesby creating a framework forits recruitment, successionplanning and learningactivities. This year, as with our first Strategic HumanResources Plan, our emphasis will be on attracting andretaining a skilled workforce, improving the diversity ofour workforce, focusing on training, learning and careerdevelopment, and improving national consistency inhuman resources management.Table 1: Distribution byOccupational GroupOccupational GroupNumberPercentageof TotalWorkforceShips’ Crew (SC) 1385 31.1Ships’ Officer (SO) 910 20.4Marine Communications and TrafficServices Officers (RO)368 8.3Electronics Technologists (EL) 256 5.7Engineering and Land Survey (EN) 75 1.7Engineering Technologist (EG) 47 1.1Clerical and Regulatory (CR) 225 5.0General Technical (GT) 328 7.4General Labour and Trades (GL) 295 6.6Administrative Services (AS) 247 5.5Executive (EX) 48 1.1Lightkeepers (LI) 108 2.4Student 14 0.3Other 153 3.4Total 4459 100.00Bargaining AgentsOur workforce is represented by seven bargainingagents: the Public Service Alliance of Canada (PSAC);the Canadian Merchant Service Guild (CMSG); theCanadian Auto Workers (CAW - Local 2182); theInternational Brotherhood of Electrical Workers (IBEW);the Professional Institute of the Public Service (PIPSC);the Canadian Association of Professional Employees(CAPE); and the Association of Canadian FinancialOfficers (ACFO). Approximately 78% of CCG isrepresented by PSAC or CMSG.Canadian Coast Guard — www.ccg-gcc.gc.ca
Recruitment and DiversityThe CCG Strategic Human Resources Plan 2009-2012 has identified the occupational groups that aremost at-risk, highlighted in Table 1: Distribution byOccupational Group. It has also identified where moretargeted recruitment efforts are required. To provideleadership for targeted outreach and recruitment andfor effective succession planning, the Coast Guard willestablish a National Labour Force Renewal Directorate.Of CCG’s workforce, 28.1% — or 1,255 employees —have self-identified as part of an employment equitygroup. Since 2004, we have seen fluctuations inrepresentation for all employment equity groups andhave closed the gap by approximately 13%, with theexception of the Visible Minority group for which the gaphas increased by approximately 6%. We will continue tofocus on decreasing the gaps over the next few years.Targeted recruitment will also be an excellent opportunityto include specific measures to improve diversity withinthe Coast Guard. While progress has been made overthe past few years, additional focus has to be placedon improving the overall representation of women andvisible minorities. Improving diversity will continue to beincluded as a commitment in the performance agreementsof all DGs and ACs and they will be held accountableto demonstrate concrete evidence of their efforts in therecruitment of designated group members.Commitment2009-2010Ensure the Operational Women’s Network is fully engaged.Establish a bi-annual report card system to track progresson the 2008-2011 Employment Equity ManagementAction Plan.Training and LearningLeadDG, FleetDG, IBMSLast year, the Canadian Coast Guard developed aLearning and Development Framework with a goalof improving national consistency in the planning,management and delivery of training. Consultations wereheld with managers, employees and bargaining agents onthe new Framework that will help to maintain a skilledand professional workforce, able to deliver programs andservices to the highest standard. Early in 2009-2010, theFramework will be distributed throughout Coast Guard,and clear and transparent learning and developmentbudgets will be established. Investments in people (e.g.employee development, career progression and skillsdevelopment) will be resourced to the extent possible,within available budgets.Priority 6: Effective Management of Our Workforce and WorkplaceFurther, Coast Guard’s forthcoming review of trainingand development expenditures over the past five yearswill give us a better understanding of component costs(tuition, fees, disbursements, travel and materials). Itwill also identify time/costs expended on developmental,management, and language training.Individual learning plans are part of the annualPerformance Review System, helping employees identifytraining requirements, developmental opportunitiesand career aspirations. In 2008-2009, learning planswere developed for 87% of CCG employees. This isa significant improvement over previous years.In an effort to create a more enabling and citizen-focusedworkforce, in 2009-2010, CCG will put in place proactivemeasures to improve its overall official languages capacitywith a special focus on service delivery to the public,language of work and learning and development.In addition, the national Leadership Development PilotProgram, launched in 2007, will continue to be offeredin five regions until 2010. To date, the program has givencandidates an opportunity to develop their skills, tonetwork and to attend senior management meetings.Finally, a number of specific developmental or trainingprograms are being put in place or improved.Commitment2009-2010Continue second phase of the national LeadershipDevelopment Pilot Program.Promulgate the final version of the Learning andDevelopment Framework.Review of training and development expendituresfrom the past two years.Enhance CCG College official language trainingcapacity.Continue work to ensure that all CCG employeeshave a learning plan.Establish clear and transparent learning anddevelopment budgets.Develop action plan related to the observations ofthe OCOL following the review of second languagecapacity in the Maritimes Region.2010-2011Evaluate the national Leadership Development PilotProgram and determine next steps.LeadAC, NLAC, PacificAC, PacificExecutive Director,Canadian CoastGuard College(ED, CCGC)All CCG ManagersDGs and ACsAC, MaritimesAC, NL25BUSINESS 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 22 and 23: FOCUS ON EFFICIENCY AND EFFECTIVENE
Page 24 and 25: 22Priority 5: Strengthening Managem
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Page 30 and 31: Section 4: What We Do Every Day28PA
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Annex C: CCG ProgramActivity Archit
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Annex D: Auditor General’s Recomm
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Annex D: Auditor General’s Recomm
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List of AcronymsACAssistant Commiss
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82IndexAA-Base Review — 5, 10, 11
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Business Plan - Canadian Coast Guard

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