Business Plan - Canadian Coast Guard

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32Section 4: What We Do Every DayProvides theseservices…• Dredging of theCanadian portionsof the GreatLakes connectingChannels andSt. LawrenceRiver maintainedand managed **• Main commercialshippingchannel bottomssurveyed**• Water LevelForecasts **To achieve thisresult…• Waterwaysmanagementand informationhelp ensureaccessibility ofmain commercialshipping channelsand contribute totheir safe use **Waterways Management ServicesMeasuredthis way…*• Percentage and actualnumber of kilometersof channel dredgedvs planned• Actual number ofkilometers of channelssurveyed vs planned• Timely provision ofwater level forecastMeasured thisway…*• Number of shipsother than pleasurecrafts involved in amarine accident dueto a groundingWith thesetargets…• 100%• 100%• Forecasts 100%on time* These are the performance indicators in the CCG PerformanceMeasurement Framework.** In accordance with Levels of Service and Service Standards(www.ccg-gcc.gc.ca).With thesetargets…• Maintain a fiveyear annualaverage; 2001-2005 average forgroundings = 111Table 6: Waterways ManagementServices Resource Profile, 2009-2010(thousands of dollars)Region Salary O&M TotalNewfoundland and Labrador - 24.1 24.1Maritimes 823.6 969.2 1,792.8Quebec* 1,089.4 3,739.0 4,828.4Central and Arctic 82.4 1,345.1 1,427.5Pacific 248.1 886.4 1,134.4National Capital Region 668.1 170.2 838.3National Programs - - -Direct Program Total 2,911.6 7,133.9 10,045.5Coast Guard Fleet OperationalReadiness Allocation648.8 243.1 891.9Lifecycle Asset ManagementServices Allocation509.4 238.5 748.0Total Service Cost 4,069.8 7,615.6 11,685.4* Includes $4,600.0K for dredging that is fully recovered through votenettedrevenue.Key InitiativePost-Panamax Study, St. Lawrence RiverGiven the increase in marine traffic that is widelyexpected to occur in the near future, Canadian ports areseeking ways to increase their competitiveness. Shippingindustry representatives have informed us of their plansto use new-generation post-Panamax vessels, especiallyon the restricted channel of the St. Lawrence Riverbetween Quebec City and Montreal. Post-Panamax 3vessels do not meet current CCG guidelines for allowingvessels to travel in both directions in some sections of theshipping channel.In 2008-2009, in partnership with Transport Canada(TC), the Laurentian Pilotage Authority, and shippingindustry representatives, we participated in a riskassessment to aid in the decision to authorize widebeamvessels to navigate the St. Lawrence River upto the port of Montreal. A draft report is expected inmid 2009. In 2009-2010, CCG and TC will analyzethe recommendations of the report and propose nextsteps, which could include the implementation of therecommendations, justifications for additional analysis,or any other actions required to complete the study.3 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.Commitment2009-2010Develop recommendations on operational conditions andrestrictions for vessels based on the Post-Panamax study.LeadAC, QuebecDG, MSCanadian Coast Guard — www.ccg-gcc.gc.ca
Section 4: What We Do Every DayMarine Communicationsand Traffic ServicesSafety of mariners and environmental protectionin Canadian waters is highly dependent on theefficient and timely communication of information.With centres located across Canada, the MarineCommunications and Traffic Services (MCTS)program is CCG’s communication backbone. Byensuring that an efficient communication system isavailable on a 24/7 basis, the program contributes tothe safety of life at sea, the protection of the marineenvironment, the efficient movement of shipping inwaterways, and the provision of essential and accurateinformation to mariners. Its services are essential todeploying Search and Rescue and EnvironmentalResponse teams promptly and effectively to maritimecrisis situations. MCTS is, in many situations, the onlymeans by which a ship’s call for assistance can be heard.Pacific5 MCTS Centres44 remote sitesCentral and Arctic5 MCTS Centres49 remote sitesQuébec4 MCTS Centres34 remote sitesCanada22 MCTS Centres202 remote sitesNewfoundlandand Labrador5 MCTS Centres42 remote sites332008-2009 AccomplishmentsMarine Communications and Traffic Services• Finalized planning for the navigational warning systemin the Arctic.• Fulfilled the requirements of the new Canada Shipping Act,2001. by implementing new procedures.• Conducted two national recruitment campaigns, resultingin 30 new recruits to the CCG College.What we do…• Manage ship traffic movements and radio contacts,delivering navigational information and assistanceto vessels and ensuring a safe and orderly flow ofmarine traffic;• Provide distress and safety communications andcoordination to detect distress situations, ensuretimely assistance, and save lives;• Provide vessel screening to prevent the entry ofunsafe vessels into Canadian waters; and• Manage an integrated marine information systemthat initiates the emergency response network andsupports other government departments.The Marine Communications and Traffic Servicesprogram is delivered with the support of…• CCG Integrated Technical Services (ITS). Given thereliance on technology for delivery of the program,MCTS receives critical engineering and technicalsupport from ITS.• Environment Canada (EC) and Transport Canada(TC), through Memoranda of Understanding. ECsupplies essential marine weather and ice information,and TC provides the regulatory regime for VesselTraffic Services (VTS) and ship radio requirements.• The United States Coast Guard, via a treaty, for vesseltraffic management in the Juan de Fuca Strait.Looking Forward…The MCTS program is highly dependent on newtechnology driven by international fora such asthe International Maritime Organization and theInternational Telecommunication Union; on changesin the marine transportation industry, which hasseen the introduction of ever bigger and fastervessels; and on heightened security concerns. Ofparticular importance for the MCTS program isthe implementation of e-Navigation. The advent ofe-Navigation is expected to offer opportunities forincreased efficiencies for the MCTS program andthe potential for reviewing VTS Levels of Service.Maritimes3 MCTS Centres33 remote sitesBUSINESS 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
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
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Page 54 and 55: 52Section 4: What We Do Every DayLi
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Page 62 and 63: (5)FINANCIAL INFORMATION60Status of
Page 64 and 65: Section 5: Financial InformationTab
Page 66 and 67: Section 5: Financial InformationTab
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Page 70 and 71: Annex A: CCG Capital ExpendituresAd
Page 72 and 73: Annex A: CCG Capital Expenditures70
Page 74 and 75: Annex A: CCG Capital Expenditures72
Page 76 and 77: Annex C: CCG ProgramActivity Archit
Page 78 and 79: 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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