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CCG Business Plan 2009-2012

Section 2: Where We Are Now

Our risks and challenges have been identified in several sources:

An environmental scan conducted in late 2008;
The 2007 Report of the Auditor General;
Our 2006 A-Base Review; and
Our 2006 corporate risk profile.

We are reviewing our current corporate risk profile, with a view to updating and finalizing it in 2009. This will involve a rigorous look at the environment in which we operate to identify and assess the risks and challenges that could prevent us from achieving our objectives. We will also look at options for mitigating the risks identified and will incorporate these into future priority-setting and decision-making exercises.

We will respond to this challenge / risk…	With these strategies or key initiatives…	Which are described in detail…
*Securing the Next Generation of Human Resources^[]** By 2012, approximately 24% of CCG’s seagoing staff will be eligible to retire. Similar attrition rates exist for other critical occupations, including Marine Communications and Traffic Services Officers, Electronics Technologists, and Engineers. The continued challenge over the coming years will be to ensure CCG is equipped with a representative workforce in a competitive market for skilled, qualified, and certified mariners and other professionals.	Recruitment and Diversity	Section 3: Priority 3
	Canadian Coast Guard College Transformation Initiative	Section 4: Search and Rescue Services
Evolving Demand for Coast Guard Services Despite the recent global economic downturn, marine traffic is expected to increase in the medium to long term. This traffic, combined with rapid technological advancements in the marine industry and climate-change impacts, including fluctuating water levels and extended shipping seasons, is among the factors expected to place increased demands on Coast Guard Maritime Services (MS) programs, including Icebreaking, Search and Rescue, Environmental Response, and Waterways Management. CCG also needs to be in a position to respond to the evolving maritime needs of the Government of Canada. The increasing emphasis on the Arctic, for example, will create both challenges and opportunities for CCG. The challenge facing CCG is to balance the needs, demands, and expectations of Canadians, clients, and stakeholders within available resources.	Levels of Service Review	Section 1: How We Are Structured and Managed
	Marine Services Fees Strategy	Section 1: How We Are Structured and Mannaged
	e-Navigation	Section 2
	NAVAREAs	Section 3: Priority 5
	Post-Panamax Study, St. Lawrence River	Section 3: Priority 5
	Search and Rescue Needs Analysis	Section 3: Priority 6
	Health of the Oceans	Section 4: Overview of Financial and Human Resources
	Review of the National Environmental Response Strategy	Section 4: Overview of Financial and Human Resources
*Aging Infrastructure^[]** The CCG fleet is aging, affecting vessel reliability and the ability to meet program demands. As the vessels age, more breakdowns occur and maintenance costs increase. In the past few federal budgets, the Coast Guard has received $1.4 billion to acquire 17 new large vessels. However, it will take several years to acquire all these vessels, and it will be challenging to sustain the fleet and program activities in the interim. Budget 2009 provided $175 million to acquire 98 small vessels and barges to enhance refits and vessel life extensions on the large vessels, which will help the transition. Despite significant investment since 2003, shore-based infrastructure (e.g., CCG bases, radio towers, and Marine Communications and Traffic Services (MCTS) Centres) continues to deteriorate and will require further substantive investment. The challenge is to maintain service levels in light of the aging infrastructure, as well as respond to rapid technological changes, for example, navigational services moving away from traditional physical aids toward a modern electronic and information-based service.	Procurement of New and Replacement Vessels	Section 2
	Aids to Navigation of the 21st Century	Section 2
	Vessel Maintenance Management Review	Section 3: Priority 1
	Development of an Integrated Investment Planning Framework and an Integrated Investment Plan	Section 2
	Improved Maintenance of the Existing Fleet and Improved Maintenance of Existing Shore-based Infrastructure	Section 4: Marine Communications and Traffic Services
Functioning as a Truly National Institution Both the Auditor General and our own internal A-Base Review indicated that we need greater consistency in the design and delivery of our national program while safeguarding regional operational authority and responsibilities.	Improve National Consistency in Human Resources Management	Section 3: Priority 3
	Stronger Canadian Coast Guard Identity	Section 3: Priority 2
	Vessel Maintenance Management Review	Section 3: Priority 1
	Consistent Business Management Practices	Section 3: Priority 1
	Ongoing Improvements in Fleet Management	Section 4: Marine Communications and Traffic Services
	Strategic Program Framework for CCG’s Maritime Services Programs	Section 3: Priority 2
*Managing Key Relationships^[]** CCG relies on the assistance of third parties to address functions critical to the delivery of CCG programs and services, such as corporate services, acquisitions, and procurement. Expediting procurement is a top priority of the federal government, and Coast Guard must work closely with federal departments and central agencies to find simpler and more streamlined processes through which to acquire needed assets and capabilities. The agency also works with and relies on other federal government departments, agencies, and volunteers, such as the Canadian Coast Guard Auxiliary (CCGA) and a variety of other stakeholders, to deliver its mandate to Canadians. CCG’s challenge in this regard is to proactively manage these relationships.	Service Level agreements with DFO Clients	Section 1: How We Are Structured and Managed
	Review of the Working Relationship with DFO’s Human Resources and Corporate Services	Section 3: Priority 1
*Managing Information^[]** A number of reports, reviews, and exercises have highlighted the need for us to improve our ability to produce, access, apply, and manage the information needed for critical business and operational decision-making and performance measurement. Such information is critical to support for day-to-day operations, as well as to strategic decision-making.	CCG Performance Measurement Framework	Section 3: Priority 1
	Salary Management Information System	Section 3: Priority 1
	Ongoing improvements in fleet management – Fleet Activity Information System	Section 4: Marine Communications and Traffic Services
Maritime Security Since September 2001, CCG has been a core partner in Canada's multi-agency approach to maritime security CCG has a broad mandate to provide support to other government departments, and the Government and Canadians expect that CCG willbe ready and able to respond in support of other departments’ security mandates. As a result, CCG has received dedicated national security funding to deliver specific maritime security activities. Due to the lack of explicit security mandate, growing expectations, and dedicated funding provided to the CCG, it is important to clearly articulate CCG’s role and contributions in support of maritime security.	CCG Maritime Security Framework	Section 1: Where We Fit: Coast Guard, Clients and Stakeholders, and the Government of Canada
	Marine Security Enforcement Team	Section 4: Aids to Navigation
	Marine Security Operations Centres	Section 4: Aids to Navigation
	Automatic Identification System/Long Range Identification and Tracking System	Section 4: Aids to Navigation

^[*] identified as a key risk in the CCG Corporate Risk Profile 2006