CCG Business Plan 2009-2012

Section 3: What We Are Focusing On

Coast Guard has six priorities, and each priority is associated with one or more strategies. All of these strategies are discussed in detail in this section, and all are grouped in terms of CCG’s three focus areas: Focus on Client Service, Focus on Efficiency and Effectiveness, and Focus on People.

In addition to the priorities discussed in this section, CCG manages a wide range of day-to-day operations. For detailed information on these activities, see Section 4.

Focus on Client Service	Priority 1: Improving Client Services
	Levels of Service Review Marine Services Fees Strategy Service Level Agreements with DFO Clients
	Priority 2: Supporting Government of Canada Priorities
	Support of the Government’s Northern Strategy Development of the CCG Maritime Security Framework Environmental management Framework
Focus on Efficiency and Effectiveness	Priority 3: Renewing the Fleet and Shore-based Assets
	Procurement of New and Replacement Vessels Accelerated Vessel Procurement and Repair Integrated Investment Plan
	Priority 4: Modernization through Innovation and Technology
	Aids to Navigation of the 21st Century e-Navigation Upgrade Vessel Traffic Information Systems Research and Development Strategy
	Priority 5: Strengthening management
	Vessel Maintenance management Review Consistent Business management Practices Strategic Program Framework for CCG’s Maritime Services Programs Stronger Canadian Coast Guard Identity
Focus on People	Priority 6: Effective management of Our Workforce and Workplace
	Recruitment and Diversity Training and Learning Improve National Consistency in Human Resources management

Focus on Client Service

Priority 1: Improving Client Service

Since becoming a Special Operating Agency (SOA) in 2005, Coast Guard has taken a more structured approach to consulting with industry, at both a national and regional level, through its marine advisory boards and with other government departments and agencies through a Deputy Minister level advisory council.

Levels of Service Review

The Canadian Coast Guard ensures the quality of the services provided to clients by being committed to meeting published levels of service and by having defined service standards and performance measures associated with its operations.

The 2007 Report of the Auditor General and the internal 2006 A-Base Review noted that progress in achieving up-to-date national policies, standards, and levels of service had been slow. Both reports noted that existing Levels of Service (LOS) were being interpreted inconsistently throughout Coast Guard and that their application varied from region to region.

In response to these concerns, the Canadian Coast Guard launched the currentLevels of Service review. During the fall of 2007, CCG conducted over 30-client engagement sessions on CCG Levels of Service. Outcomes of the Levels of Service review will be reported to clients in 2009-2010, and CCG will reissue its Levels of Service and Service Standards document to reflect the input received and to improve service standards. Adjustments will be implemented based on available resources.

In addition, we will develop a process for ongoing engagement with clients on CCG Levels of Service. Each of the six programs in CCG will establish a plan to engage its clients periodically, providing input and guidance to their Levels of Service.

Commitment	Reference	Lead
2009-2010
Reissue Levels of Service and Service Standards document.	AG A-Base	Director General, Maritime Services (DG, MS)
Develop and implement an ongoing Levels of Service engagement strategy, by program.		DG, MS

Marine Services Fees Strategy

The Coast Guard has worked closely with the commercial shipping industry to re-examine Marine Services Fees. One outcome of that work was the announcement of a three-year moratorium on Arctic fees. A joint CCG – Industry working group has analyzed the fees and developed options for consideration. It is anticipated that a decision on a future direction will be taken in 2009-2010.

Service Level Agreements with DFO Clients

In 2008-2009, the Canadian Coast Guard developed Service Level Agreements (SLAs) with DFO Science and Fisheries and Aquaculture management – Conservation and Protection. The next stage will be to implement these SLAs as a pilot project and to develop, test, and modify effective performance measures. CCG already maintains formal service agreements with clients external to the Department (see page 66 for more information on our clients and the services provided).

Commitment	Reference	Lead
2009-2010
Implement Service Level Agreements with Science and Fisheries and Aquaculture management as a 3 year pilot, and review and improve performance measures.	A-Base AG	Director General, Fleet (DG, Fleet)
2011-2012
Finalize Service Level Agreements for use on an ongoing basis based on the outcome of the pilot.	A-Base AG	DG, Fleet

Priority 2: Supporting Government of Canada Priorities

As the owner and operator of Canada’s civilian maritime fleet, the Canadian Coast Guard is often called upon to provide technical and operational services and advice in support of Government of Canada priorities. 

Support of the Government’s Northern Strategy

CCG has a long and proud history of providing service in the Arctic and to Northern Canadians. Every year, from late June to early November, Coast Guard deploys one light, two heavy, and three medium icebreakers to the Arctic. In addition to the officers and crew that operate these icebreakers, close to 70 other CCG employees are assigned to Northern operations on a seasonal basis.

This presence of Coast Guard personnel and assets in Canada’s North helps to protect and secure Canada’s Arctic sovereignty, advance the government’s Northern Strategy, and keep Arctic waterways open, safe, and clean.

Budget 2007 provided the Coast Guard with $2.2 million in funding over three years to enhance Canada’s capacity to respond to marine oil spills that occur in the Arctic. In 2009-10, Coast Guard will complete the distribution of environmental response equipment packagees in the North.

Also in 2007, the International Maritime Organization (IMO) confirmed Canada in its role as international coordinator and issuing service for navigational warnings for two Navigational Areas (NAVAREAs) in the Arctic.  NAVAREAS are established geographical areas within which to coordinate the broadcast of navigational warnings to mariners and communities. Coast Guard plans to begin delivering this service in 2010.

In 2008, the government took the decision to replace Coast Guard’s most capable Arctic icebreaker, CCGS Louis S. St-Laurent, built in 1969, and to decommission it in 2017.  Budget 2008 provided $720 million for the procurement of a new polar-class icebreaker, which is being designed with greater icebreaking capabilities than the one it is replacing, allowing it to operate for longer periods in the Arctic. This new vessel will allow the Coast Guard to more efficiently continue its work to strengthen and protect Canada’s sovereignty in the Arctic.

Development of the CCG Maritime Security Framework

CCG delivers essential support services to the federal intelligence and enforcement communities through the provision of vessel traffic data, an operationally ready fleet and infrastructure, and maritime expertise.  The Coast Guard is taking steps to make its support of maritime security more systematic and more clearly understood.  A CCG Maritime Security Framework will be finalized in 2009-2010 that will guide the development and improvement of ongoing CCG support to the security and intelligence community. 

The Maritime Security Framework presents a series of considerations related to the CCG contribution to Canada's national security. It is intended to offer context and provide parameters around the ongoing CCG cultural change. Additionally, background information is offered to provide an understanding of the position of the Coast Guard contribution within the collective federal effort to enhance Canada's national security.

Commitment	Lead
2009-2010
Finalize the CCG Maritime Security Framework.	Deputy Commissioner

Environmental Management Framework

A responsible approach to preserving a healthy environment and addressing the challenge of climate change is needed to sustain Canada’s economic prosperity.  CCG is seriously committed to the environment.  In 2009-2010, the Coast Guard will developan Environmental management Framework for internal operations that will establish the principles and considerations necessary to begin addressing requirements for reducing air emissions (including greenhouse gas), as well as other greening of government initiatives.

As part of DFO’s 2007-2009 Sustainable Development Strategy (SDS), Coast Guard made specific, voluntary commitments to improve environmental outcomes for Canadians by reducing its own environmental footprint and developing a health, safety and environmental management system. Coast Guard will defer the development of environmental and sustainability standards and specifications, previously scheduled for completion in 2009-2010 as part of the SDS, to 2011-2012 to allow it to first develop an Environmental management Framework.

Commitment	Reference	Lead
2009-2010
Put in place an Environmental management Framework to establish the principles and considerations necessary to begin addressing greening of government priorities, including reductions in greenhouse gas emissions.		Director General, Integrated Technical Services (DG, ITS)
2010-2011
Under the Departmental Occupational Health and Safety Program, complete development of the CCG component which is a comprehensive management system for health, safety, and environmental issues specific to all shore equipment, facilities and operations.	SDS	DG, ITS Deputy Commissioner, CCG
2011-2012
Develop a set of industry-leading, environmental and sustainability standards and specifications that incorporate modern environmental practices and technology, as well as national and international best practices, into the procurement of new CCG assets. Coast Guard to take the lead in ‘green’ acquisitions and operations of both marine and shore-side infrastructure through the use of standards and specifications.	SDS	DG, ITS with the support of the DG, Major Crown Project (MCP)
Leverge the experience and knowledge of CCG and other organizations to conduct a baseline survey of the physical assets and operations of CCG to establish a benchmark of their environmental sustainability and eco-efficiency.	SDS	DG, ITS

Focus on Efficiency and Effectiveness

Priority 3: Renewing the Fleet and Shore-based Assets

Our 25-year Fleet Renewal Plan provides a solid foundation for building the Government of Canada’s civilian fleet of the future. This Plan takes into account evolving government priorities and service demands and allows for flexibility in responding to clients’ needs in a complex and changing environment.

In addition to renewing the fleet, CCG is seeking to improve the planning processes for all asset investment needs by developing an Integrated Investment Plan.  The objectives are to further integrate decision-making and to improve stewardship and value for money.

Procurement of New and Replacement Vessels

CCG has been funded in recent budgets to acquire 17 new vessels at a cost of $1.4 billion: 12 Mid-shore Patrol Vessels (MSPVs), 3 Offshore Fishery Science Vessels (OFSVs); 1 Offshore Oceanographic Science Vessel (OOSV), and 1 Polar Icebreaker. Twelve of these 17 vessels replace vessels that are at or near the end of their useful lives; 4 Mid-shore Patrol Vessels are additions to the fleet to support enhanced maritime security activities on the Great Lakes and St. Lawrence River, and 1 Mid-shore Patrol Vessel will support fisheries enforcement on the East Coast.

There have been difficulties with the MSPVs procurement. A Request for Proposal (RFP) for 12 Mid-Shore Patrol Vessels was cancelled in August 2008 because bid prices exceeded available funding. Another RFP was issued in March 2009, with the objective of optimizing the number of vessels delivered to CCG within the allocated budget without compromising vessel performance. The contract for the supply of MSPVs is targeted to be awarded in late 2009. The target date for delivery of the first MSPVs is 2011.

In light of the cancellation of the MSPV RFP, the project profile, solicitation strategy and schedule for the Offshore Fisheries Science Vessels (OFSV) had to be re-assessed. The competitive process to acquire three OFSV’s is now targeted to be conducted in 2010-2011.

In 2009-2010, we will carry out the detailed design activities for the Offshore Oceanographic Science Vessel and the competitive process for the acquisition is targeted to be conducted in 2010-2011.

With regards to the Polar Icebreaker project, the objective is to secure Preliminary Project Approval and conduct the project definition phase to validate requirements and carry out conceptual design activities.  The Polar Icebreaker is scheduled for delivery in 2017 and will enter full Arctic service in 2018. 

Commitment	Reference	Lead
Mid-Shore Patrol Vessels
2009-2010
Award contract to build up to 12 Mid-Shore Patrol Vessels.	AG A-Base	DG, MCP
2011-2012
Deliver the first Mid-Shore Patrol Vessel.	AG A-Base	DG, MCP
Offshore Fishery Science Vessels
2009-2010
Launch detailed design activities for Offshore Fishery Science Vessels.	AG A-Base	DG, MCP
2010-2011
Issue competitive RFP to build three Offshore Fishery Science Vessels.	AG A-Base	DG, MCP
Award contract to build three Offshore Fishery Science Vessels.	AG A-Base	DG, MCP
Offshore Oceanographic Science Vessel
2009-2010
Launch detailed design activities for the Offshore Oceanographic Science Vessel.	AG A-Base	DG, MCP
2010-2011
Issue competitive RFP to build the Offshore Oceanographic Science Vessel.	AG A-Base	DG, MCP
Award contract to build the Offshore Oceanographic Science Vessel.	AG A-Base	DG, MCP
Polar Icebreaker project
2009-2010
Finalize Polar Icebreaker Preliminary Project Approval document for submission to Treasury Board.	AG A-Base	DG, MCP
2010-2011
Finalize Polar Icebreaker technical requirements and design guidance packagee.	AG A-Base	DG, MCP
2011-2012
Award Polar Icebreaker design contract.	AG A-Base	DG, MCP

Accelerated Vessel Procurement and Repair

As part of the Government of Canada’s Economic Action Plan, the 2009 budget provides additional funding of $175 million for the purchase of 98 small craft (including 30 replacement Environmental Response barges), a number of new vessels including 5 new 47’ Search and Rescue Motor Lifeboats, 3 inshore Science vessels (to replace existing vessels), as well as funds to conduct 5 vessel life extensions and conduct previously planned but un-funded refit activities for the remaining 35 large vessels. These investments will enhance fleet renewal and vessel maintenance initiatives and will strengthen our overall capacity, particularly in Search and Rescue and in Environmental Response across the country.

Commitment	Lead
47’ SAR Motor Lifeboats
2009-2010
Award Contract to build 5 47 ft SAR Motor Lifeboats.	DG, MCP
2010-2011
Acceptance and delivery of the 5 47 ft SAR Motor Lifeboats.	DG, MCP
Vessel Life Extensions
2009-2010
Award contract and complete Vessel Life Extension for: CCGS Limnos CCGS Tracy CCGS Bartlett	DG, ITS
2010-2011
Award contract and complete Vessel Life Extension for: CCGS Cape Roger CCGS Tanu	DG, ITS
Near-shore Science Vessel Replacements
2009-2010
Award the contract to build two 18m Science Vessels.	DG, ITS
Award the contract to build a 24m Science Vessel.	DG, ITS
2010-2011
Acceptance and delivery of two 18m Science Vessels.	DG, ITS
Acceptance and delivery of a 24m Science Vessel.	DG, ITS
Stimulus Capital Refit Projects
2009-2010
Plan and complete $19M of additional vessel refits.	DG, ITS
2010-2011
Plan and complete $19M of additional vessel refits.	DG, ITS
Replacement Environmental Response Barges
2009-2010
Award the contract to build 30 replacement Environmental Response Barges.	DG, ITS
2010-2011
Acceptance and delivery of 30 replacement Environmental Response Barges.	DG, ITS
Small Craft Acquisition Program (SCAP)
2009-2010
Purchase and acceptance of 30 small craft.	DG, ITS
2010-2011
Purchase and acceptance of 30 small craft.	DG, ITS

Integrated Investment Plan

In 2009-2010, Coast Guard will develop an Integrated Investment Plan under the new Treasury Board Secretariat Policy on Investment Planning – Assets and Acquired Services.  We will use this opportunity to better integrate the planning for our investment needs both across CCG and with other sectors of DFO. 

This important document will inform government decision-making on resource allocation by linking agency strategy with investments in assets and acquired services. The Plan will also ensure that decisions are affordable, productive, and financially sustainable while balancing risk, benefits, and return for Canada.

Commitment	Lead
2009-2010
Develop an Integrated Investment Planning Framework and Integrated Investment Plan.	Director General, Integrated Business management Services (DG, IBMS)

Priority 4: Modernization through Innovation and Technology

It will always be a CCG priority to investigate and implement new ways of doing business that allow us to realize greater efficiencies and bolster our results for Canadians.

Aids to Navigation of the 21st Century

Launched in 2006-2007, the Aids to Navigation of the 21st Century (AToN21) initiative reaffirmed our commitment to innovation and continuous improvement, while maintaining our strong tradition of service and safety. We made real progress on this front; in addition to our 2008-2009 accomplishments, we have reduced the number of hard-copy Notices to Mariners by 33% since last year and finalized a report evaluating CCG’s experience in contracting out aids to navigation. As part of the review of the aids to navigation systems, program personnel will continue to ensure that mariners’ needs are met, in light of the new technology and today’s navigation. At the same time, they will continue to look for the best delivery options.

On the technical and equipment side, the introduction of plastic buoys and light emitting-diode (LED) lanterns is complete. The four-season lighted buoys tested in the Quebec Region on the St. Lawrence continue to show good potential. This four-season technology will continue to be investigated and, once completed, will be shared with all regions for implementation where it makes sense and where it will meet mariners’ needs.

The implementation of lifecycle management, national specifications, and standards has progressed significantly within the technical services community. It is now standard practice within CCG to consider new technologies in support of aids to navigation. 

In 2009-2010, a project close-out report will be completed, highlighting successes of the AToN21 project and discussing the challenges encountered. Many of the project initiatives have now moved into daily operations in the Aids to Navigation (ATN) program and have set the stage for continuous improvement in ATN programming. Some initiatives (such as adjustment to Loran-C) cannot be completed as initially envisaged because of developments external to CCG and will need to be reconsidered.  Finally, some initiatives, such as e-Navigation, have matured to the point where they require dedicated work outside the AToN21 project context.

Commitment	Reference	Lead
2009-2010
Complete the modernization of three additional aids to navigation directives.	AG	DG, MS
Produce an AToN21 project close-out report.	AG	DG, MS
2010-2011
Complete the modernization of the six remaining aids to navigation directives.	AG	DG, MS

e-Navigation

In 2008-2009, we initiated work in response to increased demands for e-Navigation services. e-Navigation is not a new type of equipment, but a concept that involves a broad range of navigation systems and services. Technological advances, coupled with the success of pilot projects, clearly demonstrate the potential and the need for this service. 

Implementing e-Navigation in a coordinated and organized manner in Canada could significantly enhance safety, have positive economic effects, and increase environmental protection. If current technological advances occur without proper planning, there is a risk that marine navigation systems of the future could be hampered by a lack of standardization (ashore and ship-borne), incompatibility between vessels, and an unnecessary level of complexity.

As the agency responsible for the delivery of maritime services, we are well positioned to play a leadership role for Canada. Integral to the success of e-Navigation will be the ability to meet client demands, modernize our services, and adapt our business to the new reality of better informed mariners. 

CCG has completed a draft vision and strategy for e-Navigation based on our participation in the e-Navigation committee of the International Association of Marine Aids to Navigation and Lighthouse Authorities (IALA), on the IMO e-Navigation implementation strategy, and a national workshop in June 2008 attended by international experts, all regions, CCG College, Transport Canada, and the Canadian Hydrographic Service (CHS). The content of this vision and strategy document was presented to clients and stakeholders at the national Canadian Marine Advisory Council (CMAC) in November 2008 and discussed during a workshop on e-Navigation, organized by the Shipping Federation of Canada in February 2009.

In 2009-2010, we will work with our partners to develop the mariners’ requirements and, based on lessons learned, we will consolidate our operational preparedness. This will allow CCG to set the stage so that its operations adjust to naturally feed the e-Navigation information requirements.  In the meantime, we will continue work on the pilot project we have underway in Quebec (see Annex B for R&D initiatives) and on implementation of Automatic Identification System (AIS).

Commitment	Reference	Lead
2009-2010
Identify mariners’ requirements for e-Navigation.	AG	DG, MS
Begin to develop an implementation strategy.		DG, MS
2010-2011
Finalize Implementation Strategy.	AG	DG, MS

Upgrade Vessel Traffic Information Systems

Coast Guard currently operates two separate systems in Canada for vessel traffic management. The two systems are the Vessel Traffic Operator Support System (VTOSS) on the West Coast and the Information System on Marine Navigation (INNAV) for the rest of Canada.  In 2009-2010, INNAV will be upgraded to provide a crucial interface with the AIS and will incorporate the operating functionalities required for vessel traffic regulation on the West Coast.  This will allow VTOSS to be decommissioned in 2010-2011, leaving CCG with one national system for vessel traffic management. 

Commitment	Lead
2009-2010
Commission Vessel Traffic Management Information System (VTMIS)-Information System on Marine Navigation (INNAV) on Windows XP platform including AIS functionalities for East Coast MCTS Centres.	DG, ITS
Interface VTMIS-INNAV with Long Range Identification and Tracking System.	DG, ITS
Install VTMIS-INNAV technical training platform at the CCG College (for training of ITS technical support personnel).	DG, ITS
Upgrade VTMIS-INNAV to include AIS interface and required functionalities for West Coast vessel traffic regulation.	DG, ITS
2010-2011
Complete operational training on upgraded VTMIS-INNAV on West Coast.	DG, ITS/ DG, MS
Commission VTMIS-INNAV on West Coast and decommission Vessel Traffic Operator Support System and dispose of old equipment.	DG, ITS DG, MS

Research and Development Program

The Canadian Coast Guard’s Research and Development (R&D) program is designed to secure innovation investment that will allow CCG to fulfill its mandate more effectively. Coast Guard has always had some investments in R&D.

CCG often draws upon the resources and expertise of other federal agencies such as the Transportation Development Centre (TDC) and the National Research Council (NRC); cooperative funding may also be sought from the Search and Rescue New Initiatives Fund (NIF), the Program of Energy, Research and Development (PERD), and other special funds. (For details on CCG ongoing R&D projects see Annex B)

In 2009-2010 Coast Guard will focus on developing an integrated R&D strategy that emphasizes innovation.   This will complement our new mission statement and help bring the CCG from a traditionalist/reactionary mini-R&D organization to one whereby its culture, management, and processes are established to foster innovation & the creation of new knowledge. The R&D strategy is expected to lay the groundwork for enhanced framework conditions for research and innovation and the adapting of specific policies and supporting instruments to the changing nature of innovation.

Commitment	Lead
2009-2010
Begin to develop a Research and Development strategy for CCG.	DG, MS

Priority 5: Strengthening Management

The 2007 Report of the Auditor General was critical of various aspects of CCG’s management practices. The Auditor General (AG) noted that CCG did not operate as a national institution, but rather as “five Coast Guards.”  Both the AG and CCG’s own internal A-Base review showed that we had inconsistent practices across the country in many aspects of our business.  CCG’s efforts to strengthen management will enhance national leadership and consistency, the effectiveness and efficiency of our operations, and will ensure that CCG is truly a national institution.

Vessel Maintenance Management Review

The Vessel Maintenance Management Review (VMMR) project was established as a key deliverable in response to findings in the February 2007 Report of the Auditor General.

In 2008-2009, Coast Guard developed an action plan and started to address the concerns raised in CCG’s VMMR Report. Progress was made in clarifying and documenting the roles, responsibilities, and accountabilities for vessel maintenance management and in making current maintenance policies and procedures more accessible to CCG personnel.

In 2009-2010, CCG will work to increase the number of marine engineers ashore and onboard vessels, establish a Centre of Excellence for Vessel Maintenance Management, and provide other support to vessel maintenance management.  Furthermore, CCG will begin to develop and implement a program management framework for vessel maintenance, including a model of policy governance for vessel maintenance management, a lexicon, and a procedures manual.

Commitment	Reference	Lead
2009-2010
Implement the CCG Vessel Maintenance Management Policy Governance (CCG Authority and Accountability Directive for Vessel Maintenance Management).	AG	DG, ITS
Finalize CCG vessel condition assessment for all CCG vessels, and develop a Vessel Continuous Condition Survey Program.	AG	DG, ITS
Begin to establish a Centre of Expertise for Vessel Maintenance Management and prepare to add 69 positions over 3 years to directly support CGG regions and vessels.		DG, ITS
2010-2011
Fully operationalize the Centre of Expertise for Vessel Maintenance Management.		DG, ITS

Consistent Business Management Practices

• Salary Management Information System

Our 2006 A-Base review identified the need to develop common data-entry practices for our Salary Management Information System (SMIS). Full implementation of common SMIS procedures will take place in 2009-2010.

Commitment	Reference	Lead
2009-2010
Put into practice the common Salary Management Information System procedures.	AG A-Base	DGs, ACs

Review of the Working Relationship with DFO’s Human Resources and Corporate Services

The A-Base Review also recommended that we assess our relationship with DFO’s Human Resources and Corporate Services (HRCS)^[1] to ensure that consistent levels of support are provided to CCG across the regions. In 2007-2008, we worked closely with HRCS to identify both the service levels provided to the agency in each CCG region and best practices in this regard. In 2008-2009, we developed a broad list of recommendations to improve the working relationship and service delivery between CCG and HRCS. We also developed a new Service Level Agreement (SLA) that describes services provided to CCG and performance measures.  This multi-year document will evolve as HRCS standardizes its organization and Levels of Service nationally.  In 2009-2010, we will focus on promoting the consistent application of business practices in the key areas identified in the review of the CCG-HRCS working relationship.  These include practices related to the Duty to Accommodate and Return to Work protocols, as well as those related to warehousing and the maintenance of CCG’s Category II real property sites where custodianship lies with HRCS.

^[1] DFO Human Resources and Corporate Services (formerly referred to as HRCS) has been restructured into three separate organizations reporting to the Deputy Minister:  Human Resources, Chief Financial Officer, and the Assistant Deputy Minister of Infrastructure and Information Management.

Commitment	Reference	Lead
2009-2010
Implement a new Service Level Agreement while continuing to improve the agreement in consultation with DFO Human Resources and Corporate Services.	A-Base	Assistant Commissioner, Newfoundland and Labrador (AC, NL)     HRCS
Develop national common practices regarding the Duty to Accommodate and Return to Work protocols.		AC, NL HRCS
Review existing regional warehousing arrangements and requirements, and develop a service delivery model that aligns with the CCG/HRCS Service Level Agreement.		Assistant Commissioner, Central and Arctic (AC, C&A) HRCS
Complete a national review of issues related to the maintenance of Category II real property sites, and propose options for addressing the long-term capital needs of the Real Property, Safety and Security Branch.		AC, Maritimes HRCS
2010 – 2011
Monitor and report on the new Service Level Agreement.		DG, IBMS
Implement common practices for the Duty To Accommodate and Return to Work protocols.		AC, NL HRCS

Stand-by Arrangements

Employees in designated groups, primarily those of an operational and technical nature, are required to be available on stand-by during off-duty hours to return to duty as quickly as possible, if called. For example, the provision of stand-by pay is specified in the respective collective agreements, but the application of these provisions varies across regions as does the service response capacity. A review will be conducted to determine how stand-by arrangements are currently administered in each region and options will be identified to standardize the application of this practice.

Commitment	Lead
2009-2010
Conduct a review of regional stand-by arrangement policies currently in force in all directorates and develop a strategy for consistent utilization across functions and regions.	AC, C&A

Communication Protocols

A need has been identified to improve communications processes and protocols across CCG to provide senior management with the information required to support expeditious and informed decisions related to emergency situations.  A working group will be established to review the processes currently in place in CCG regions, at headquarters, and with interdepartmental Emergency Preparedness partners with a view to providing recommendations for improvement.

Commitment	Reference	Lead
2009-2010
Review CCG communications protocols related to emergency situations and provide recommendations for improvements.	A-Base	AC, Quebec

CCG Performance Measurement Framework

In 2008-2009, the Canadian Coast Guard launched a web-based questionnaire to provide stakeholders with the opportunity to comment on its Performance Measurement Framework (PMF). The objective of this consultation is to assist us in identifying what performance measures would be relevant and meaningful to our clients and stakeholders.

Commitment	Reference	Lead
2009-2010
Analyze input from the web-based questionnaire on CCG performance measures.	AG	DGs

Strategic Program Framework for CCG’s Maritime Services Programs

To strengthen the effectiveness and efficiency of Maritime Services programs, we have developed a Strategic Program Framework that is based on the widely accepted federal program management principles outlined in the Government of Canada Management Accountability Framework (MAF) (see Annex D). The Framework is our central focus for systematically structuring and reviewing Maritime Services programs from a strategic perspective on an ongoing basis.

Using the Framework, we began in 2008-2009 a systematic examination of Coast Guard programs.  As each program is reviewed, tailored plans are developed to ensure that program management is strengthened and our efforts are concentrated on priority areas.  This systematic examination will be completed for all Maritime Services programs in 2009-2010. We will also engage key partners of the programs to reaffirm our common understanding of our respective needs, capacities, roles, responsibilities, and accountabilities in meeting the objectives of the Government of Canada.  Finally, we will examine performance measurement systems for Maritime Services and seek to improve them.

Beginning in 2009-2010, with the results of the systematic examination of our programs in hand, we will analyze the operations of Maritime Services programs region by region, examining procedures and services to ensure that they are delivered nationally on a consistent basis. 

Commitment	Lead
2009-2010
Complete a systematic examination of all Maritime Services programs, using the Strategic Program Framework and develop a plan for each program.	DG, MS
Engage Maritime Services key partners to clarify needs, capacities, roles, responsibilities, and accountabilities.	DG, MS
2010-2011
Analyze the operations of Maritime Services programs region by region, and ensure that procedures and services are delivered nationally on a consistent basis.	DG, MS

Stronger Canadian Coast Guard Identity

The Canadian Coast Guard continuously seeks opportunities to strengthen its identity and celebrate the traditions, values, and culture that make the agency a proud national institution.

In that context, 2012 will mark the 50th anniversary of the Coast Guard. To celebrate this important milestone, the agency will develop a comprehensive communications strategy in 2010-2011 to ensure the broadest national participation in our silver jubilee. Hopes are also high that a proposal submitted over a year ago to the Royal Canadian Mint to strike a commemorative 50th anniversary Coast Guard coin in 2012 will prove successful.

Commitment	Lead
2010-2011
Develop a communications strategy and requisite products to help celebrate Coast Guard’s 50th anniversary in 2012.	DG, IBMS

The Canadian Coast Guard has been working on increasing its visibility and identity through a stronger national web presence.  During 2008-2009, CCG continued the transition to a national web presence, by complying with the government’s common look and feel standards for websites and by implementing a high-level architecture to seamlessly organize the functional and regional sites.  In addition, a web governance model, publishing processes, and a sustainability plan were developed to ensure a viable and enduring web presence for CCG.

In 2009-2010, we will implement the web governance model, publishing processes, and sustainability plan. The continuation of the transition to a national website will also include the conversion of dynamic pages to Common Look and Feel 2.0 (CLF 2.0) standards where appropriate.

Commitment	Lead
2009-2010
Implement the web governance model and publishing processes which will be the first step towards creating a sustainable internet presence for CCG.	DG, IBMS

The Coast Guard uniform is an important symbol of our identity. In 2007-2008, we developed guidelines to ensure that the uniform is worn appropriately and in a consistent fashion. In 2008-2009, we worked with staff and bargaining agents to promote awareness and a common understanding of these guidelines.  In 2009-2010, we will conduct staff consultations regarding next steps.

Commitment	Lead
2009-2010
Conduct a review of applying the CCG uniform wear to the Marine Communications and Traffic Services and Environmental Response program groups. Bring forward findings and recommendations to Senior Management for decision.	AC, NL

Commissioner’s Commendation Awarded to Keith Cuddihy

Keith Cuddihy dedicated over 25 years to the Canadian Coast Guard with distinction, and embodies the values of the Coast Guard and the characteristics of a public servant of the highest calibre. As a leader and a steadfast and trustworthy member of the organization, Keith conveyed corporate memory through a great many Commissioners and numerous organizational changes. His service was always marked by a powerful ability to cultivate positive relationships and to communicate effectively with everyone.

Keith earned the respect of superiors and co-workers alike by consistently remaining objective, honest, and thoughtful, by providing advice and guidance with the bigger picture in mind, and by recognizing issues before they arose, using common sense and perception.

Not surprisingly, when he announced his retirement in 2008, colleagues across the agency noted the tremendous loss that his departure would mark for the organization.

 

Focus on People

Priority 6: Effective Management of Our Workforce and Workplace

Priority 6 is an executive summary of the Canadian Coast Guard Strategic Human Resources Plan 2009-2012. The Plan will help us improve our service to Canada and Canadians by better integrating our human resources management with business planning. The plan will help us navigate unprecedented rates of retirement, tight labour markets and fiscal restraint, while ensuring we have the staff we need to meet our evolving requirements.

CCG relies on a diverse, professional, and dedicated workforce to provide important maritime programs and services, ensuring safe and accessible waterways for all Canadians.

Table 1: Distribution by Occupational Group

Occupational Group	Number	Percent Age of Total Workforce
Ships' Crew (SC)	1385	31.1
Ships' Officer (SO)	910	20.4
Marine Communications and Traffic Services Officers (RO)	368	8.3
Electronics (EL)	256	5.7
Engineering and Land Survey (EN)	75	1.7
Engineering Technologist (EG)	47	1.1
Clerical and Regulatory (CR)	225	5.0
General Technical (GT)	328	7.4
General Labour and Trades (GL)	295	6.6
Administrative Services (AS)	247	5.5
Executive(EX)	48	1.1
Lightkeepers LI)	108	2.4
Student	14	0.3
Other	153	3.4
Total	4459	100.0

CCG has a total workforce of 4,459 employees across five regions, at the CCG College, and in the National Capital Region.

Distribution by Occupational Group

Our workforce is comprised of administrative, professional, and operational staff. Over 65% of CCG employees support programs and services that are delivered 24 hours a day, seven days a week. This includes Ships’ Crew and Ships’ Officers, who work at sea, and Marine Communications and Traffic Services Officers, who provide marine communications and traffic services.

Demographic shifts will be the biggest single influence on our workforce over the next three years, as increasing numbers of experienced employees are eligible for retirement. The Canadian Coast Guard Strategic Human Resources Plan 2008-2011 addressed these challenges by creating a framework for its recruitment, succession planning and learning activities. This year, as with our first Strategic Human Resources Plan, our emphasis will be on attracting and retaining a skilled workforce, improving the diversity of our workforce, focusing on training, learning and career development, and improving national consistency in human resources management.

Bargaining Agents

Our workforce is represented by seven bargaining agents: the Public Service Alliance of Canada (PSAC); the Canadian Merchant Service Guild (CMSG); the Canadian Auto Workers (CAW - Local 2182); the International Brotherhood of Electrical Workers (IBEW); the Professional Institute of the Public Service (PIPSC); the Canadian Association of Professional Employees (CAPE); and the Association of Canadian Financial Officers (ACFO). Approximately 78% of CCG is represented by PSAC or CMSG.

Recruitment and Diversity

The CCG Strategic Human Resources Plan 2009-2012 has identified the occupational groups that are most at-risk, highlighted in Table 1: Distribution by Occupational Group. It has also identified where more targeted recruitment efforts are required. To provide leadership for targeted outreach and recruitment and for effective succession planning, the Coast Guard will establish a National Labour Force Renewal Directorate.

Of CCG’s workforce, 28.1% — or 1, 255 employees — have self-identified as part of an employment equity group.  Since 2004, we have seen fluctuations in representation for all employment equity groups and have closed the gap by approximately 13%, with the exception of the Visible Minority group for which the gap has increased by approximately 6%. We will continue to focus on decreasing the gaps over the next few years.

Targeted recruitment will also be an excellent opportunity to include specific measures to improve diversity within the Coast Guard. While progress has been made over the past few years, additional focus has to be placed on improving the overall representation of women and visible minorities. Improving diversity will continue to be included as a commitment in the performance agreements of all DGs and ACs and they will be held accountable to demonstrate concrete evidence of their efforts in the recruitment of designated group members.

Commitment	Lead
2009-2010
Ensure the Operational Women’s Network is fully engaged.	DG, Fleet
Establish a bi-annual report card system to track progress on the 2008-2011 Employment Equity Management Action Plan.	DG, IBMS

Training and Learning

Last year, the Canadian Coast Guard developed a Learning and Development Framework with a goal of improving national consistency in the planning, management and delivery of training. Consultations were held with managers, employees and bargaining agents on the new Framework that will help to maintain a skilled and professional workforce, able to deliver programs and services to the highest standard. Early in 2009-2010, the Framework will be distributed throughout Coast Guard, clear and transparent learning and development budgets will be established. Investments in people (e.g. employee development, career progression and skills development will be resourced to the extent possible, within available budgets.

Further, Coast Guard’s forthcoming review of training and development expenditures over the past five years will give us a better understanding of component costs (tuition, fees, disbursements, travel and materials). It will also identify time/costs expended on developmental, management, and language training.

Individual learning plans are part of the annual Performance Review System, helping employees identify training requirements, developmental opportunities and career aspirations. In 2008-2009, learning plans were developed for 87% of CCG employees. This is a significant improvement over previous years.

In an effort to create a more enabling and citizen-focused workforce, in 2009-2010, CCG will put in place proactive measures to improve its overall official languages capacity with a special focus on service delivery to the public, language of work and learning and development.

In addition, the national Leadership Development Pilot Program, launched in 2007, will continue to be offered in five regions until 2010. To date, the program has given candidates an opportunity to develop their skills, to network and to attend senior management meetings. 

Finally, a number of specific developmental or training programs are being put in place or improved.

Commitment	Lead
2009-2010
Continue second phase of the national Leadership Development Pilot Program	AC, NL
Promulgate the final version of the Learning and Development Framework	AC, Pacific
Review of training and development expenditures from the past five years	AC, Pacific
Enhance CCG College official language training capacity	Executive Director, CCG College (ED, CCGC)
Continue work to ensure that all CCG employees have a learning plan	All CCG Managers
Establish clear and transparent learning and development budgets	DGs and ACs
Develop action plan related to the observations of the OCOL following the review of second language capacity in the Maritimes Region.	AC, Maritimes
2010-2011
Evaluate the national Leadership Development Pilot Program and determine next steps	AC, NL

Improve National Consistency in Human Resources Management

The Coast Guard has made significant progress on its two key initiatives to improve national consistency of human resources management – the development of a Standard Organization and the introduction of a Performance Review System.

The Standard Organization is essential to ensuring that the Coast Guard conducts its business consistently from region to region. This includes consistency in service delivery, distribution of available resources and ensures that employees doing the same work, region to region, are classified and compensated equally. The Standard Organization will be launched in 2009-2010 and transition will take place over a three year period.

Our Performance Review System (PRS), designed to improve performance of individuals through frequent dialogue, was officially launched in April 2008. The PRS offers an achievable, sustainable and flexible process that allows all employees to receive a performance review. Over the course of this past year, seagoing personnel adapted the system and implemented a version tailored to their specific needs. For the performance review cycle in 2008-2009, results showed that 92% of employees have identified work objectives. CCG management will continue to encourage performance discussions and monitor the PRS.

In 2009-2010, Coast Guard will assess the results of the 2008 Public Service Employee Survey (PSES) and will distribute the findings to all employees and bargaining agents.

Commitment	Reference	Lead
2009-2010
Launch and begin transition to standard organization, which includes finalizing development of National Model Work Descriptions for technical and seagoing positions	AG A-Base PSES	DGs and ACs
Assess the results of the 2008 Public Service Employee Survey and distribute the findings to employees and bargaining agents		DG, IBMS
2010-2011
Continue transition to standard organization	AG A-Base PSES	DGs and ACs
2011-2012
Complete transition to standard organization	AG A-Base PSES	DGs and ACs