Business Plan - Canadian Coast Guard

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50Section 4: What We Do Every Daybe supporting the RCMP with one vessel for maritimesecurity purposes for the duration of the Games and willbe placing special navigation buoys to delimit variouson-water control zones. Other support will be providedon a cost-recovery basis at the request of our partners. Allregular operations will continue in the Pacific Region.L’Acadien II Action PlanOn March 29th, 2008, the fishing vessel L’Acadien IIcapsized while under tow by the CCGS Sir WilliamAlexander. Of the six crew members, two were rescuedand four lost their lives, one of which has not beenfound. To respond to this tragic accident, severalinvestigations were undertaken resulting in reportsby the following:• The Transportation Safety Board (TSB), to determinethe cause of the incident and any factors that mayhave contributed to it;• The Royal Canadian Mounted Police (RCMP),to determine if any criminal offences had occurred(the RCMP concluded that no criminal investigationwas warranted);• Rear-Admiral Roger Girouard (retired), appointed bythe Minister of Fisheries and Oceans to independentlyCommissioner’s CommendationAwarded to Tim SuretteOn March 29, 2008, the fishing vessel L‘Acadien II overturnedwhile under tow by the CCGS Sir William Alexander off the eastcoast of Cape Breton Island, N.S. Four of the fishing vessel’screw members perished in the accident. In the aftermath of thetragedy, a number of Coast Guard employees were called upon toundertake a series of extraordinary measures; however, it was thecourage and personal commitment of Tim Surette to the familiesof the lost seamen that set him apart from his colleagues.Tim spent time with the family representatives both individuallyand as a group, as well as with local community leaders in theclose-knit Magdalen Islands. His ability to connect with the griefstrickenrelativesof the lost crewmembers in theemotionally chargedtime followingthe accident wasappreciated by boththe families andTim’s Coast Guardcolleagues alike.determine whether CCG policies and procedures hadbeen followed and whether they were adequate; and• Department of National Defence (at CCG’s request)to prepare a Search and Rescue (SAR) OperationReport, to record the pertinent details of the incident.Immediately following the release of these reports, adedicated team led by a senior Coast Guard Officeranalyzed each of these reports and integrated theirrecommendations into a single Action Plan. This wasdone in consultation with Transport Canada, theDepartment of National Defence and the Fisheriesand Aquaculture Management Sector of DFO to ensurethat all issues were considered. CCG is committed toaddressing all recommendations as laid out in the ActionPlan and will post regular progress reports alongside thefull Action Plan on the CCG website.Ongoing Improvements in Fleet ManagementTo sustain an operationally ready fleet capable ofmeeting service demands, Fleet management willcontinue to pursue internal efficiencies to optimizenational consistency, organizational effectiveness, andlinkages with regions and clients. With this in mind,the Coast Guard fleet will continue to examine how itconducts business and make the improvements neededto enhance service as part of the ongoing Service LevelAgreement (SLA) pilot process. We will renew both ourIntegrated Investment Plan and our Fleet Renewal Planto ensure that our capital planning remains aligned withoperational needs.CCG Fleet will continue to invest in the improvementof its Fleet Activity Information System (FAIS) andenhance its business rules to ensure the effective use ofFAIS. The Fleet Activity Information System capturesthe actual activities of Fleet vessels on an hourly basisand provides information to all levels of management.The system is therefore critical for decision-making,planning, performance measurement, and reporting atall levels of management and to the public through theFleet Annual Report.Commitment2009-2010Complete architecture design for Fleet ActivityInformation System (iFleet) upgrade project.Revise the Fleet Renewal Plan.Publish and maintain an intranet-based FleetManagement E-Manual.Finalize standardized crewing matrix predicated oncompetency (crewing) profiles.AGLeadDG, FleetDG, FleetDG, FleetDG, FleetCanadian Coast Guard — www.ccg-gcc.gc.ca
Improved Maintenance of the Existing FleetAcquiring new vessels will take a number of years. In themeantime, the existing fleet must be kept as operationallyready as possible.The 2007 Report of the Auditor General noted thatprogress in implementing lifecycle management has beenslow and raised a number of issues regarding maintenancesystems and procedures. The Auditor General also notedthat maintenance failures on vessels were linked to a lackof maintenance documents.2008-2009 AccomplishmentsImproved Maintenance of theExisting Fleet• Published standard maintenanceplans for critical ships systems forthe Type 1100 vessel.• Assessed Radio Frequency AntennaSafety Issues related to Fleet vesselsand mitigated issues throughthe communication of technicalinformation and training.• Continued the vessel conditionassessment program for forecastingmaintenance requirements. Thishas become a standard practicewithin CCG.Following theVessel MaintenanceManagementReport, anaction plan hasbeen developedto address theshortcomingshighlighted in thereport (see Priority5 for more details).We have beenconductingvessel conditionassessments so wecan make better informed investment decisions, plansrefits better, and minimize the effect on operations.This program has continued over this year and is beingaccepted as a standard operating practice.During this year, building on the work completed onstandardizing Type 1100 maintenance plans, we developedstandard refit specifications for this class of vessel.To continue with the standardization of maintenancepractices and to build on the accomplishments of the pastcouple of years, we plan to implement the Engineering andMaintenance Manual for Fleet Vessels in 2009-2010. This,along with the many initiatives included in the VesselMaintenance Management Review project, will enhanceCCG vessel maintenance practices.Commitment2009-2010Implement the Engineering and MaintenanceManual for Fleet Vessels.Human Resources InitiativesThe continuing development of Fleet OperationalReadiness includes a variety of initiatives designedAGLeadACsSection 4: What We Do Every Dayto support the fleet’s workforce. About 2,500 of ouremployees — more than 50% of our workforce —are seagoing personnel. They are supported by anadditional 180 shore-based personnel. Ensuring theeffective management of the fleet’s human resources isas critical to our operations as the management of ourvessels and other physical assets. As a matter of ongoingmanagement, CCG will continue to build on the humanresources initiatives related to the fleet announcedin 2007-2008 and on the Fleet Human ResourcesDevelopment Program launched in 2008-2009, furtherstrengthening a fully integrated, national fleet.As a special initiative spanning the next two fiscal years,CCG will develop more precise Bona Fide OccupationalRequirements for vision for seagoing personnel andMCTS Officers, ensuring a balance between the needsof those with eyesight disabilities and the safety of allthose within the working environment.Commitment2009-2010Initiate research on vision standards for seagoing personnel.2010-2011Develop Bona Fide Occupational Requirements for vision forseagoing positions.Commitment2009-2010Develop a Ships’ Crew Certification Program.2010-2011Implement the Ships’ Crew Certification Program.LeadDG, FleetDG, FleetLeadDG, FleetDG, FleetReinvestment in the Fleet Asset BaseIn the past few years, the government has madesignificant investments in the fleet asset base. As weacquire new vessels, we continue to invest in our existingfleet to optimize its availability and reliability. Budget2009 provided further support to the fleet asset base,providing $175M ($90M for 2009-2010; $85M for2010-2011) for various capital projects that can startimmediately as part of the Economic Action Plan.Including these projects, Fleet will be managing a totalof 26 capital projects with a value of $173M in 2009-2010. Five other capital projects approved in principle,at a total cost of $11.6 million in 2009-2010, can startonce funding is approved.For a full description and a complete list of projects,see Annex A.51BUSINESS 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
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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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