Business Plan - Canadian Coast Guard

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Annex D: Auditor General’s Recommendations (2000 and 2002)Search and Rescue Needs Analysis (page 39)• Develop an action plan to implement the appropriate recommendations from the Search and Rescue needsanalysis.789. For its navigational support services and boating safety activities, Fisheries & Oceans Canada should do thefollowing: Note: the boating safety activities (Office of Boating Safety) were transferred to Transport Canadain 2003.a. Complete the implementation of its results-based management and accountability frameworks;Strategic Program Framework for CCG’s Maritime Services programs (page 22)• Complete a systematic examination of all Maritime Services programs, using the Strategic ProgramFramework and develop an action plan.• Engage Maritime Services key partners to clarify needs, capacities, roles, responsibilities, and accountabilities(page 22).b. Establish clear, measurable, concrete targets for the identified outputs and immediate outcomes for eachframework;• Please see commitment under Recommendation 9(a).c. Identify who is accountable for achieving targets and managing resources;• Please see commitment under Recommendation 9(a).d. Align budgeting and resource allocation with the frameworks; and• Completed.e. Develop or identify sources of information to measure results (paragraph 2.68)• Please see commitment under Recommendation 9(a).Over time CCG will try to improve the type and quality of data to better reflect and measure performance*10. The Coast Guard should complete and implement its draft guidance on risk management (paragraph 2.73)• Completed.11. Fisheries & Oceans Canada should develop and implement strategies to modernize and integrate the deliveryof its navigational support services to meet user needs (paragraph 2.77)e-Navigation (page 18)• Identify mariners’ requirements for e-Navigation• Begin to develop an implementation strategy for e-Navigation• Also see commitment under Recommendation 812. Fisheries and Oceans Canada should develop and implement an overall strategy for the future of its lightstations, considering maritime safety and heritage objectives (paragraph 2.90)• CCG is in the process of identifying surplus lighthouses as required under the new Act to Protect HeritageLighthouses. A surplus lighthouse list is to be published by May 30, 2010 and maintained for 2 years, untilMay 30, 2012.** Please note that this is not a Business Plan commitment.Canadian Coast Guard — www.ccg-gcc.gc.ca
Annex E: Management AgendaThe Coast Guard has a clear management agenda that is consistent with the broader Management AccountabilityFramework (MAF) that applies to all departments and agencies (http://www.tbs-sct.gc.ca/maf-crg/documents/booklet-livret/text-texte_e.asp#g1). The following chart lists some of the initiatives and activities that the CoastGuard is undertaking over the next three years that relate to the 10 elements of the MAF.Public Service Values• Stronger CCG identity through common internal communications material and uniform guidelines79Policy and ProgramsPeopleCitizen-focused ServiceGovernanceand StrategicDirections• Regular use ofeffective advisorystructures,includinginterdepartmentalclients• Manage activitiesbased on theCCG AgencyBusiness Plan• Improving CCG’ssupport of thefederal maritimesecurity agenda,includingpublishing the CCGMaritime SecurityFramework• Addresscommitmentsin the DFOSustainableDevelopmentStrategy (SDS)• Provide technicaltraining, for MCTS,SAR, ER to ensurecontinuous learningand renewed capacity• Systematic reviewof Maritime Servicesprograms using aframework based onthe MAFRisk Management• Update CCG’sCorporate RiskProfile and integratemitigation strategiesinto Business Plan• Review CCGcommunicationsprotocols relatedto emergencysituations and providerecommendations forimprovements• Updated the CCGStrategic HR Plan for2009-12. Prioritiesinclude:- Recruitment anddiversity- Training and Learning- StandardizingorganizationalstructuresStewardship• New vessel procurementsmanaged throughthe CCG Major CrownProjects Directorate• Continue to addressfindings of theVessel MaintenanceManagement Review• Develop an IntegratedInvestment PlanningFramework and Plan• Identify marinersrequirements fore-Navigation, a conceptthat involves a broadrange of navigationsystems and services• Develop on-going clientengagement processfor Levels of Service• Review NationalEnvironmental ResponseStrategy• Continue renewal ofCCG internet presenceAccountability• Integrate BusinessPlan prioritiesand commitmentsinto managementAccountability AccordsResults andPerformance• On-going reportingon Business Plancommitmentsat mid year andyear end• Cross-referencingthe CCG AgencyBusiness Plancommitments withthe Auditor Generalrecommendations• Reviewperformancemeasures in lightof stakeholderconsultationLearning, Innovation and Change Management• All CCG employees to have an individual learning plan and annual performance review• Implement the Continuous Learning and Development Framework• Regular “Notes from the Desk of the Commissioner” and “Town Halls” for all staff• Regular Union-Management Consultation Committee meetings• Development of a Research and Development StrategyBUSINESS PLAN 2009-2012
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Canadian Coast GuardBusiness Plan20
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Table of ContentsMessage from the C
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Assets and Liabilities.............
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IntroductionThe Canadian Coast Guar
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(1)WHO WE ARE AND WHAT WE DOThe Can
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Section 1: Who We Are and What We D
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Section 2: Where We Are NowWe will
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FOCUS ON CLIENT SERVICEPriority 1:
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Priority 2: Supporting Government o
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FOCUS ON EFFICIENCY AND EFFECTIVENE
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FOCUS ON EFFICIENCY AND EFFECTIVENE
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22Priority 5: Strengthening Managem
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FOCUS ON PEOPLEPriority 6: Effectiv
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Priority 6: Effective Management of
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Page 84 and 85: 82IndexAA-Base Review — 5, 10, 11
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Business Plan - Canadian Coast Guard

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