Strategic Human Resources Plan
2008/2011

Strategy 3 - Focus on Training, Learning, and Career Development

Where We Are

Coast Guard achieves its goals through the individual efforts of employees. Investments in people to maintain a skilled and professional workforce ensure programs and services are delivered to high CCG standards.

To mitigate risks associated with upcoming retirements and an increasingly competitive labour market, CCG will focus on training, learning and career development initiatives to build and maintain a skilled, well-trained, knowledgeable and professional workforce.

CCG already makes significant investments in training, including that required for certification purposes, technical training required by Fleet personnel to perform their duties, and mandatory public service courses and skills development, to ensure employees have the skills required to fulfill the organization's mandate. It also, hand-in-hand with employees, invests in learning and career development — helping employees to satisfy their career potential and objectives.

As we move forward, CCG will have increasing need for certain skill sets — motivated employees who make an effort to acquire them will be well placed and, within the context of human resources policies, will be supported by the organization.

The Canadian Coast Guard College has been providing CCG training and development since 1965. This bilingual institution delivers the Coast Guard Officer Training Program, the primary source for recruitment of Ships' Officers, as well as career programs in MCTS, and highly specialized training in search and rescue, environmental response, and marine maintenance and equipment training. CCG views the college as a significant asset and is committed to making it the best training facility it can be.

One of the Coast Guard's operational priorities is to keep seagoing personnel certificates current with regulatory requirements of the International Safety Management Code. The work schedules of seagoing personnel make arranging this training challenging. It also tends to be costly, due to the need for hands-on experience and specialized equipment such as simulators. We continue to refine our approach to delivery of this training to maximize efficiency and control organizational costs.

CCG also has formal professional development programs for MCTS, and for electronics systems technologists. The MCTS ab initio program features classroom learning at the CCG College and on-the-job training in various centres across the country. The MELDEV Program provides on-the-job training and development opportunities to help participants achieve technical proficiency.

The 2007/2008 Clerk's Public Service Renewal Plan calls for at least 90% of employees to have an individual learning plan. Learning plans give employees the opportunity to identify and define their career goals, and to discuss the plan with their supervisors, gaining valuable input and a sense of the future possibilities CCG has to offer as an employer. In January 2008, the CCG reported a 70% completion rate for employee learning plans. Coast Guard will aim to reach the 90% target in 2008/2009 and to maintain or increase it thereafter.

In 2007/08, approximately $4 million—an average of $843 per employee—was spent in training and development-related expenditures (this does not include the $12.1 million in operational costs associated with the Coast Guard College). The $4 million expenditure includes training courses, seminars, conferences, travel related to training, tuition fees, books, and membership to professional associations. Some regions host annual training weeks which, in addition to efficient delivery of training, encourage networking and provide a setting for workshops on areas of overlapping interest.

Note: The current financial coding practices present limitations in capturing costs associated with training (i.e. overtime, backfilling, etc.) As the 2007/2008 expenditures are not complete (since the fiscal year has not been finalized), the figure represents expenditures to January 3, 2008 and an estimate for the balance of the year. Figures for training week have been included.

What We Will Do

In 2007/2008, Coast Guard drafted a national learning and development framework. The next step will be to consult with employees and bargaining agents on the framework, vision, and proposed action plan. At present, training is performed throughout the organization and core national educational programs are provided by the CCG College. The framework will ensure consistent educational standards, maximize the use of common national training resources and leverage best practices across the country. The national framework will assist the CCG in becoming a learning organization and will clarify the College's role in delivery of ongoing and specialized training.

The following graphic shows how formal education and training, combined with work experience, create a continuous learning organization. A learning organization cannot be achieved by formal education alone, nor by work experience in isolation of new skills development — both elements need to be present.

Because every job and individual is different and one global training framework cannot apply to every specific situation, CCG commits to the following principles:

1. Developing our people to develop our service.
2. Our leaders are trainers — our trainers are leaders.
3. Training is an inherent part of our day-to-day operations.
4. Training is priority based.
5. Best practices are promoted and shared.
6. Training is supported by clear, visible and measurable standards.

Over the next several years, the College will ensure its curriculum meets current and future CCG requirements and that it is able to adapt to evolving operational requirements. Its goals and responsibilities will be realigned to support national interests.

In 2007, the Coast Guard launched a national Leadership Development Pilot Program. The pilot provides opportunities for participants, who have potential to assume superintendent-level positions over the next decade, to develop leadership competencies. The pilot is being offered in all five regions from February 2008 to February 2010. If successful, consideration will be given to broadening the program to the CCG College and national headquarters to satisfy needs identified in the HR plan.

Continuous learning for all employees is critical to organizational effectiveness, individual growth and capacity, and sound people management. CCG will continue its efforts to ensure all employees develop individual learning plans in consultation with their supervisors.