Business Plan - Canadian Coast Guard

Annex D: Auditor General’sRecommendations (2000 and 2002):Crosswalk to 2009-2010 Business Plan CommitmentsIn its 2007 Status Report, the Auditor General foundthat the Coast Guard had not made satisfactory progressaddressing recommendations from previous audits on theFleet (2000) and marine navigational services (2002).The Auditor General noted that one of the contributingfactors was that the Coast Guard had tried to deal withall of the previous recommendations simultaneously and,as a result, had not been able to complete any.The 2007 Report recommended that the Coast Guardfocus on establishing priorities for improvement, setclear achievable goals for those priority areas, allocatesufficient, appropriate resources, and plan and implementthe changes by holding managers and organizationalunits accountable for results. The Canadian Coast Guardcommitted to using the business planning process toestablish priorities for improvement in the context ofdelivering its programs and services.In its “Managing the Coast Guard Fleet and MarineNavigational Services – Fisheries and Ocean Canada”Report, dated April 2008, the Senate Committee onPublic Accounts (SCOPA) recommended that theCoast Guard Business Plan include an appendix crossreferencingthe Plan’s commitments with the AuditorGeneral’s findings. This Annex responds to that SCOPArecommendation.Listed below are the Auditor General’s 2000 and2002 recommendations followed by the 2009-2010Business Plan commitments which are linked to theserecommendations. In a few instances, there are certainactions being taken by the Coast Guard which are notspecific commitments within the Business Plan75Auditor General’s Recommendations - 20001. The Department should review how the fleet fits into its current organizational and accountability structureand take measures to ensure that the fleet can operate in a cost-effective manner (paragraph 31.72)Improve National Consistency in Human Resources Management (page 26)• Launch and begin transition to a national Standard Organization. Migration to the national StandardOrganization will be implemented over a 3-year period.2. The Department should address the weaknesses associated with its key fleet management processes, including:a. Establishing clear, concrete and realistic program performance expectations that include a long-termperspectiveService Level Agreements with DFO Clients (page 13)• Implement Service Level Agreements with Science and Fisheries and Aquaculture Management as a 3 yearpilot, and review and improve performance measures.b. Establishing a long-term fleet planning and funding horizonOngoing Improvements in Fleet Management• See commitments under Recommendation 3.c. Developing service accords between the programs and the fleetService Level Agreement with DFO Clients (page 13)• See commitment under Recommendation 2(a).d. Establishing budgetary processes that support accountability• Completed.BUSINESS PLAN 2009-2012