Business Plan - Canadian Coast Guard

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34Section 4: What We Do Every DayThe MCTS program has first to ensure its continuity.Twenty-five percent of the MCTS workforce could leaveduring the next five years through retirement. CCGhas made the recruitment of new officers a priority, andmore than 70 new officers have been trained in the pastthree years. An average of 24 officers will be recruitedannually in the coming years. For this reason, RadioOperations (ROs) has been identified as an at-riskgroup in CCG’s Strategic Human Resources Plan.Marine Communications and Traffic ServicesProvides theseservices…• Responses todistress and safetycommunications**• Screening andissuance of Vessel/traffic clearances toships of 500 tons -gross tonnage or moreentering Canadianwaters (Great Lakesnot included)**• Marine safetyinformation **To achieve thisresult…• Safety of life at sea,efficient movementof shipping, andprovision of essentialinformation tomarinersMeasuredthis way…*• MCTS CentresoperationsavailabilityNOTE: radio channelsare continuouslymonitored• Number ofclearances• Number ofNotships issuedMeasured thisway…*• Number of shipsother than pleasurecrafts involved ina marine accidentdue to a collisionWith thesetargets…• 24/7 availabilityfor MCTS Centresand operators;100 %• Benchmark =15,200• Benchmark =13,000With thesetargets…• Maintain a fiveyear annualaverage; 2001-2005 average = 17* These are the performance indicators in the CCG PerformanceMeasurement Framework.** In accordance with Levels of Service and Service Standards(www.ccg-gcc.gc.ca).Table 7: Marine Communications andTraffic Services Resource Profile, 2009-2010(thousands of dollars)Region Salary O&M TotalNewfoundland and Labrador 5,212.7 838.0 6,050.8Maritimes 5,431.8 607.6 6,039.4Quebec 6,095.2 405.3 6,500.5Central and Arctic* 4,406.0 1,741.6 6,147.6Pacific** 8,800.9 1,977.1 10,777.9National Capital Region 2,074.0 1,413.8 3,487.8National Programs*** 475.0 921.6 1,396.6Direct Program Total 32,495.7 7,904.9 40,400.6Coast Guard Fleet OperationalReadiness Allocation884.3 331.4 1,215.6Lifecycle Asset ManagementServices Allocation11,951.3 5,595.8 17,547.1Total Service Cost 45,331.3 13,832.1 59,163.3* Central and Arctic Region O&M resources are higher than those in theother regions because of the Northern housing allowance and travel costto the North.** Pacific Region salary dollars are higher because of the need to staff moreMCTSOs in response to the region’s marine traffic volume.*** National Programs consist of $1,343.3K in the Automatic IdentificationSystem project and $53.3K in research and development.Key InitiativesNAVAREASNAVAREAs are geographical sea areas established bythe International Maritime Organization to coordinatethe transmission of navigational warnings to mariners.In October 2007, the IMO confirmed Canada in itsrole as international coordinator and issuing service fornavigational warnings for two NAVAREAs in the Arctic.In 2008-2009, we worked with domestic andinternational partners to finalize the planning of theinternational service. During the upcoming planningyear, we are seeking funding approval to purchaseequipment and train personnel to begin the serviceon January 1, 2010, on a test basis.2009-2010CommitmentInitial testing of operating condition.2010-2011Implement the service through the advertisement andcommencement of NAVAREA transmissions.LeadDG, MSDG, ITSAC, C&ADG, MSDG, ITSAC, C&ACanadian Coast Guard — www.ccg-gcc.gc.ca
Canada Shipping Act, 2001The Canada Shipping Act, 2001 affected MCTS in twokey ways:• MCTS Officers (MCTSOs) are now able to directvessels in a wider range of circumstances than before.• MCTSOs now have a clearer role to direct only vesselsunder their authority, not all the vessels in a vesseltraffic services zone.In 2008-2009, information sessions were provided toMCTSOs, all of our documentation pertinent to CanadaShipping Act, 2001 was updated, and CCG met withTransport Canada to discuss the development of anenforcement strategy to ensure compliance with theAct. During 2009-2010, we will offer our support toTransport Canada personnel to develop the new VesselTraffic Services Regulations and an enforcement strategy.Commitment2009-2010Support Transport Canada, in the development ofnew Vessel Traffic Services Regulations and in anenforcement strategy.2010-2011Implement the new Vessel Traffic Services Regulations.LeadDG, MSDG, MSMarine Communications andTraffic Services Technical TrainingThe development of a training framework for the MCTSprogram is critical to CCG operations. The MCTStraining framework will include a variety of initiativesto support the MCTS workforce of about 400 certifiedMCTSOs to ensure professional development andadequate recruitment.In 2008-2009, we initiated the development of a trainingframework and long-term strategy to meet MCTStechnical training requirements for the 21st century.This included conducting two national recruitmentcampaigns, resulting in 30 recruits entering the CanadianCoast Guard College. In the upcoming planning year, wewill develop a refresher course and competency profile forMCTS Officers.Commitment2009-2010Develop a refresher course and implementationstrategy for existing Marine Communications andTraffic Services Officers.2010-2011Implement a refresher course for existing MarineCommunications and Traffic Services Officers.2011-2012Review the Marine Communications and TrafficServices ab-initio 4 development program.Section 4: What We Do Every DayLeadDG, MSED, CCGCDG, MSED, CCGCDG, MSReinvestment in the Asset BaseMCTS capital projects focus on the following:• Improving and modernizing existing communicationsand information systems;• Providing enhanced maritime security; and• Contributing to the safety of navigation inCanadian waters.We are making substantial investments in assets relatedto MCTS. There are 12 separate projects under way,most of which are multi-year. We expect to spend over$25.2 million on these projects in 2009-2010. Fora complete list of projects and a description of each,see Annex A.354 An ab-initio is a person who is recruited and selected to participate in the MCTS Officer Training and Certification program in order to acquire the knowledge and skillrequirements of a MCTS Officer.BUSINESS 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
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Page 62 and 63: (5)FINANCIAL INFORMATION60Status of
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Page 70 and 71: Annex A: CCG Capital ExpendituresAd
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Page 76 and 77: Annex C: CCG ProgramActivity Archit
Page 78 and 79: Annex D: Auditor General’s Recomm
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Page 82 and 83: List of AcronymsACAssistant Commiss
Page 84 and 85: 82IndexAA-Base Review — 5, 10, 11

Business Plan - Canadian Coast Guard

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