CCG Business Plan 2009-2012

Section 4: What We Do Every Day

This section describes the day-to-day activities related to the programs and services Coast Guard provides to Canadians. It also highlights areas where significant investment is occurring and notes key initiatives aimed at improving the delivery of programs and services.

Overview of Financial and Human Resources

Table 2 presents estimates of planned spending on salary, other operations and maintenance (O&M), total operations, and major capital to provide CCG services to Canadians in 2009-2010. These costs are provided for our 10 Program Activity Architecture (PAA) sub-activities.

Table 2: CCG Planned Spending by PAA  Sub-activity,
2009-2010 (thousands of dollars)

PAA Sub-activity	Salary	Other Operations and Maintenance (O&M)	Total Operating	Major Capital	Grants and Contributions	Total Planned Spending[**]
Aids to Navigation	11,924.2	10,163.0	22,087.2			22,087.2
Waterways Management Services	2,911.6	7,133.9	10,045.5			10,045.5
Marine Communications and Traffic Services	32,495.7	7,904.9	40,400.6			40,400.6
Icebreaking Services	961.1	19,066.9	20,028.0			20,028.0
Search and Rescue Services	10,892.2	16,986.3	27,878.5		4,888.0	32,766.5
Environmental Response Services	6,189.0	4,495.7	10,684.7		150.0	10,834.7
Maritime Security	3,893.4	5,464.4	9,357.7			9,357.7
Coast Guard College	6,305.7	7,831.8	14,137.6			14,137.6
Fleet Operational Readiness[*]	166,036.8	62,219.2	228,255.9	200,069.7		428,325.6
Lifecycle Asset Management Services	59,172.8	27,705.5	86,878.3	56,336.3		143,214.6
Total	300,782.5	168,971.6	469,754.1	256,406.0	5,038.0	731,198.1

^[*] O&M includes fuel for DFO Fisheries and Aquaculture Management (FAM), Science & Northwest Atlantic Fisheries Organization (NAFO)
^[**]Excludes Vote-Netted Revenue (VNR)

Table 3 presents estimates of the cost of delivering CCG programs and services, but with the operating costs of Coast Guard Fleet Operational Readiness and Lifecycle Asset management allocated to the PAA sub-activities these activities support. Also included in this table is the cost of providing services to non-CCG clients such as DFO Science and the Northwest Atlantic Fisheries Organization.

Table 3: CCG Service Costs by PAA Sub-activity,
2009-2010 (thousands of dollars)

PAA Sub-activity	Direct Program Operating	Allocation of Operating from:		Total Service Cost (Operating)
		Coast Guard Fleet Operational Readiness	Lifecycle Asset management Services
Aids to Navigation	22,087.2	35,049.9	36,638.6	93,775.7
Waterways Management Services	10,045.5	891.9	748.0	11,685.4
Marine Communications and Traffic Services	40,400.6	1,215.6	17,547.1	59,163.3
Icebreaking Services	20,028.0	36,411.5	10,244.7	66,684.2
Search and Rescue Services	27,878.5	79,679.4	17,935.6	125,493.5
Environmental Response Services	10,684.7	778.0	747.8	12,210.4
Maritime Security	9,357.7	13,481.2	2,821.2	25,660.0
Coast Guard College	14,137.6		195.4	14,332.9
Total Coast Guard Program	154,619.8	167,507.4	86,878.3	409,005.6
Science	N/A[*]	34,790.5		N/A
Conservation & Protection	N/A	18,992.4		N/A
Northwest Atlantic Fisheries Organization	N/A	6,965.6		N/A
Total	154,619.8	228,255.9	86,878.3	469,754.1

^[*] Not Available

For more financial information on CCG, see Section 5.

Table 4: Total Number of CCG Full-time Equivalents (FTEs), Utilization by PAA Sub-activity

PAA Sub-activity	O&M FTEs	Major Capital FTEs	Total FTEs
Aids to Navigation Services	194.3		194.3
Waterways Management Services	35.9		35.9
Marine Communications and Traffic Services	442.8		442.8
Icebreaking Services	7.5		7.5
Search and Rescue Services	149.6		149.6
Environmental Response Services	82.8		82.8
Maritime Security	13.1		13.1
Coast Guard College	198.9		198.9
Coast Guard Fleet Operational Readiness	2,641.5	38.0	2,679.5
Lifecycle Asset management Services	842.7	149.0	991.7
Total	4,609.1	187.0	4,796.1

Figure 2 : Financial Allocations by Region, 2009-2010

Services by PAA Sub-activity

In 2008-2009, Aids to Navigation… Designed and reviewed aids to navigation systems according to the established cyclical review process. Continued the publication and distribution of safety information and various aids to navigation publications. Continued the development and implementation of four-season lighted spar buoys.

Aids to Navigation

The Aids to Navigation program provides marine navigational aids such as short-range marine aids — including visual aids (lighthouses and buoys), sound aids (fog horns), and radar aids (reflectors and beacons) — as well as long-range marine aids, such as the Differential Global Positioning System (DGPS).^[2]  The program’s services ensure access to a reliable navigation system and support a safe, accessible, and efficient environment for the commercial marine transportation sector and pleasure craft operators.  As such, it is the cornerstone of Canada’s navigation system and an enabler to many government priorities.

^[2] Racon is an acronym for RAdar beaCON. It is a type of radar transponder commonly used to mark a marine navigational hazard.

What We Do …

The program helps mariners navigate safely and efficiently by:

• Operating a system of floating, fixed, and electronic aids to navigation;
• Monitoring the reliability and relevance of the Canadian aids to navigation system;
• Ensuring the application of national standards for aids to navigation; and
• Providing and distributing safety information in the form of Notices to Mariners (NOTMAR).

The Aids to Navigation program is delivered with the support of…

• CCG Fleet, which is the principal asset used by CCG’s Aids to Navigation program to tend buoys — a significant activity within the program;
• Various contractors, to complement the buoy service work performed by CCG Fleet;
• CCG Integrated Technical Services, which ensures that our aids to navigation assets, both electronic and traditional, are capable, reliable, and available through the implementation of a lifecycle management system; and
• Consultation with stakeholders at the local level, which precedes changes to any aids to navigation system to ensure that local users’ input is taken into account.

Looking Forward…

CCG’s Aids to Navigation program continues to evolve in a world of constant technological change.  Thanks to CCG’s AtoN21 initiative, the program now benefits from a lighting system relying almost exclusively on LED technology.  In addition, where practical, buoys are now made of plastic, which greatly reduces reliance on large vessels and maintenance costs for their tending.  Work is also under way to introduce a new four-season lighted buoy that will reduce maintenance and provide mariners with enhanced capabilities, especially in the winter. CCG is now focusing on updating its governing directives for aids to navigation to ensure they reflect the new technological realities.  The advent of the e-Navigation concept and its many possibilities is also being monitored for potential impacts and opportunities, such as the introduction of virtual aids to navigation systems.

Aids to Navigation Services

Provides these services...	Measured this way…[*]	With these targets…
Operational aids to navigation systems[**]	Reliability of short-range aids to navigation Reliability of long-range aids to navigation (Signal availability of DGPS)	99% (over a three-year average) Signal availability of at least 99%
Navigation safety information[**]	Timely publication of Notices to Mariners (NOTMAR)	100% of the 12 NOTMARs published at the end of each month

To achieve this result…	Measured this way…[*]	With these targets…
Aids to Navigation systems and information facilitate safe and expeditious movement of maritime traffic	Number of ships other than pleasure crafts involved in a marine accident due to striking	Maintain a five-year annual average; 2001-2005 average for strikings = 80

^[*] These are the performance indicators in the CCG Performance Measurement Framework.
^[**] In accordance with CCG Levels of Service and Service Standards .

Table 5: Aids to Navigation Resource Profile, 2009-2010 (thousands of dollars)

Region	Salary	O&M	Total
Newfoundland and Labrador[*]	3,123.1	1,772.4	4,895.6
Maritimes	1,020.9	1,769.0	2,789.9
Quebec	650.9	1,186.4	1,837.3
Central and Arctic	967.2	1,199.6	2,166.9
Pacific	3,678.5	2,957.5	6,636.0
National Capital Region[**]	2,483.6	1,153.7	3,637.2
National Programs	-	124.4	124.4
Direct Program Total	11,924.2	10,163.0	22,087.2
Coast Guard Fleet Operational Readiness Allocation	25,495.8	9,554.1	35,049.9
Lifecycle Asset management Services Allocation	24,954.5	11,684.0	36,638.6
Total Service Cost	62,374.6	31,401.1	93,775.7

^[*] Salary differences between regions are largely due to variations in activities related to lighthouses. Of 246 Canadian major lighthouses, 51 are staffed. CCG maintains 23 staffed lighthouses in the Newfoundland and Labrador Region, 27 in the Pacific Region, and, for sovereignty reasons, 1 in the Maritimes Region. Canada is one of the few countries that continue to staff lighthouses. 
^[**] National Programs consist of $124,4 K in research and development.          

Reinvestment in the Asset Base

Aids to Navigation capital projects focus on the following:

• Ensuring CCG compliance with various codes and standards, including health and safety codes and Canadian Standards Association (CSA) standards;
• Addressing potential liability issues and general mariner safety; and
• Facilitating safe access and navigation in Canadian waters.

We expect to spend $10.4 million in 2009-2010 on capital projects related to these services. For a full description of these capital expenditures, see Annex A.

Waterways Management Services

Navigability in Canadian waterways is highly influenced by water levels and the bottom condition of shipping channels.  The monitoring and maintenance services provided by the Waterways Management program enable CCG to help ensure safe, economical, and efficient movement of ships in Canadian waterways.  These services also contribute to the maintenance of specific navigable channels, reduce marine navigation risks, and support environmental protection.

What We Do…

• Provide users with marine safety information, including water-depth forecasts in the commercial channels in the St. Lawrence, Detroit and St. Clair, Fraser, and Mackenzie Rivers;
• Monitor and maintain channel conditions in certain areas, including manAGing channel dredging in specific areas, monitoring channel bathymetry, contributing to the international control of water levels in the St. Lawrence River, and operating the Canso Canal;
• Provide guidelines and analysis on channel design and use; and
• Manage 47 marine structures.

The Waterways Management program is delivered with the support of:

• Canadian Hydrographic Service, CCG Fleet, and Environment Canada for services such as conducting bottom sounding surveys in specific waterways and the provision of water level depth forecasts for mariners to plan safe and efficient passage, and to maximize their vessel cargo.
• Public Works and Government Services Canada (PWGSC), for services such as bottom-sounding surveys, dredging, and the adequate disposal of sediments. 
• DFO Real Property Directorate, for the lifecycle management of marine structures; and
• CCG Integrated Technical Services, for the management of the information system and communication services of MARINFO in the Quebec Region.

Looking Forward…

The Waterways Management program is influenced by climatic change, bigger and faster vessels, increasing pressure to maximize water levels and channel depths for optimum loading, safety maneuvering limits, and this increases the need to maintain our engineering guidelines for the design, maintenance and utilization of commercial channels. Users will also continue to ask for waterways conditions such as water depth forecasts and channel bottom information.

In this context, the program needs to be constantly aware of innovations in technologies and management practices that can support more efficient operations. Well-managed partnerships are also essential for efficient coordination and the avoidance of duplication of activities with internal and external partners.  The Waterways Management program is continually integrating new initiatives to improve the information it provides to its clients. In line with this objective, the program provides a four-week advance forecast of water levels in the St. Lawrence River and another water-level forecast called the AVADEPTH service in the Pacific Region; the program is also deeply involved in the MARINFO project in the Quebec Region and in the definition and implementation of e-Navigation in CCG.

Waterways Management Services

Provides these services…	Measured this way…[*]	With these targets…
Dredging of the Canadian portions of the Great Lakes connecting Channels and St. Lawrence River maintained and managed***	Percentage of actual number of kilometers of channel dredged vs. planned	100%
Main commercial shipping channel bottoms surveyed[**]	Actual number of kilometers of channels surveyed vs. planned	100%
Water Level Forecasts[**]	Timely provision of water level forecast	Forecasts 100% on time

To achieve this result…	Measured this way…[*]	With these targets…
Waterways management and information help ensure accessibility of main commercial shipping channels and contribute to their safe use[**]	Number of ships other than pleasure crafts involved in a marine accident due to a grounding	Maintain a five year annual average; 2001-2005 average for groundings = 111

^[*] These are the performance indicators in the CCG Performance Measurement Framework.
^[**] In accordance with CCG Levels of Service and Service Standards.

Table 6: Waterways Management Services Resource Profile,
2009-2010  (thousands of dollars)

Region	Salary	O&M	Total
Newfoundland and Labrador		24.1	24.1
Maritimes	823.6	969.2	1,792.8
Quebec[*]	1,089.4	3,739.0	4,828.4
Central and Arctic	82.4	1,345.1	1,427.5
Pacific	248.1	886.4	1,134.4
National Capital Region	668.1	170.2	838.3
National Programs
Direct Program Total	2,911.6	7,133.9	10,045.5
Coast Guard Fleet Operational Readiness Allocation	648.8	243.1	891.9
Lifecycle Asset management Services Allocation	509.4	238.5	748.0
Total Service Cost	4,069.8	7,615.6	11,685.4

^[*] Includes $4 600,0K for dredging that is fully recovered through vote-netted revenue.

Key Initiative

Post-Panamax Study, St. Lawrence River

Given the increase in marine traffic that is widely expected to occur in the near future, Canadian ports are seeking ways to increase their competitiveness. Shipping industry representatives have informed us of their plans to use new-generation post-Panamax^[3] vessels, especially on the restricted channel of the St. Lawrence River between Quebec City and Montreal. Post-Panamax vessels do not meet current CCG guidelines for allowing vessels to travel in both directions in some sections of the shipping channel. 

In 2008-2009, in partnership with Transport Canada (TC), the Laurentian Pilotage Authority, and shipping industry representatives, we participated in a risk assessment to aid in the decision to authorize wide-beam vessels to navigate the St. Lawrence River up to the port of Montreal. A draft report is expected in mid 2009. In 2009-2010, CCG and TC will analyze the recommendations of the report and propose next steps, which could include the implementation of the recommendations, justifications for additional analysis, or any other actions required to complete the study.

Commitment	Lead
2009-2010
Develop recommendations on operational conditions and restrictions for vessels based on the Post-Panamax study.	AC, Quebec DG, MS

^[3] Panamax vessels are those whose dimensions are such that they can fit through the locks of the Panama Canal. Post-Panamax vessels are larger than Panamax vessels, and they therefore cannot fit through the locks of the Panama Canal.

Marine Communications and Traffic Services

In 2008-2009, Marine Communications and Traffic Services…

• Finalized planning for the navigational warning system in the Arctic.
• Fulfilled the requirements of the new Canada Shipping Act, 2001 by implementing new procedures.
• Conducted two national recruitment campaigns, resulting in 30 new recruits to the CCG College.

Safety of mariners and environmental protection in Canadian waters is highly dependent on the efficient and timely communication of information.  With centres located across Canada, the Marine Communications and Traffic Services (MCTS) program is CCG’s communication backbone.  By ensuring that an efficient communication system is available on a 24/7 basis, the program contributes to the safety of life at sea, the protection of the marine environment, the efficient movement of shipping in waterways, and the provision of essential and accurate information to mariners.  Its services are essential to deploying Search and Rescue and Environmental Response teams promptly and effectively to maritime crisis situations.  MCTS is, in many situations, the only means by which a ship’s call for assistance can be heard.

What We Do…

• Manage ship traffic movements and radio contacts, delivering navigational information and assistance to vessels and ensuring a safe and orderly flow of marine traffic;
• Provide distress and safety communications and coordination to detect distress situations, ensure timely assistance, and save lives;
• Provide vessel screening to prevent the entry of unsafe vessels into Canadian waters; and
• Manage an integrated marine information system that initiates the emergency response network and supports other government departments.

The Marine Communications and Traffic Services program is delivered with the support of…

• CCG Integrated Technical Services (ITS). Given the reliance on technology for delivery of the program, MCTS receives critical engineering and technical support from ITS.
• Environment Canada (EC) and Transport Canada (TC), through Memoranda of Understanding.  EC supplies essential marine weather and ice information, and TC provides the regulatory regime for Vessel Traffic Services (VTS) and ship radio requirements.
• The United States Coast Guard, via a treaty, for vessel traffic management in the Juan de Fuca Strait.

Looking Forward…

The MCTS program is highly dependent on new technology driven by international fora such as the International Maritime Organization and the International Telecommunication Union; on changes in the marine transportation industry, which has seen the introduction of ever bigger and faster vessels; and on heightened security concerns.  Of particular importance for the MCTS program is the implementation of e-Navigation. The advent of e-Navigation is expected to offer opportunities for increased efficiencies for the MCTS program and the potential for reviewing VTS Levels of Service.

The MCTS program has first to ensure its continuity. Twenty-five percent of the MCTS workforce could leave during the next five years through retirement.  CCG has made the recruitment of new officers a priority, and more than 70 new officers have been trained in the past three years.  An average of 24 officers will be recruited annually in the coming years. For this reason, Radio Operations (ROs) has been identified as an at-risk group in CCG’s Strategic Human Resources Plan.

Marine Communications and Traffic Services

Provides these services…	Measured this way…[*]	With these targets…
Responses to distress and safety communications[**]	MCTS Centres operations availability NOTE: radio channels are continuously monitored	24/7 availability for MCTS Centres and operators; 100 %
Screening and issuance of Vessel/traffic clearances to ships of 500 tons - gross tonnage or more entering Canadian waters (Great Lakes not included)[**]	Number of clearances	Benchmark = 15,200
Marine safety information[**]	Number of Notships  issued	Benchmark = 13,000

To achieve this result…	Measured this way…[*]	With these targets…
Safety of life at sea, efficient movement of shipping, and provision of essential information to mariners	Number of ships other than pleasure crafts involved in a marine accident due to a collision	Maintain a five year annual average; 2001-2005 average = 17

^[*] These are the performance indicators in the CCG Performance Measurement Framework.
^[**] In accordance with CCG Levels of Service and Service Standards.

Table 7: Marine Communications and Traffic Services Resource Profile, 2009-2010  (thousands of dollars)

Region	Salary	O&M	Total
Newfoundland and Labrador	5,212.7	838.0	6,050.8
Maritimes	5,431.8	607.6	6,039.4
Quebec	6,095.2	405.3	6,500.5
Central and Arctic[*]	4,406.0	1,741.6	6,147.6
Pacific[**]	8,800.9	1,977.1	10,777.9
National Capital Region	2,074.0	1,413.8	3,487.8
National Programs[***]	475.0	921.6	1,396.6
Direct Program Total	32,495.7	7,904.9	40,400.6
Coast Guard Fleet Operational Readiness Allocation	884.3	331.4	1,215.6
Lifecycle Asset management Services Allocation	11,951.3	5,595.8	17,547.1
Total Service Cost	45,331.3	13,832.1	59,163.3

^[*] Central and Arctic Region O&M resources are higher than those in the other regions because of the Northern housing allowance and travel cost to the North
^[**] Pacific Region salary dollars are higher because of the need to staff more MCTSOs in response to the region's marine traffic volume.
^[***] National Programs consists of $1 343,3 K in the Automatic Identification System project and $53,3 K in research and development.

Key Initiatives

NAVAREAs

NAVAREAs are geographical sea areas established by the International Maritime Organization to coordinate the transmission of navigational warnings to mariners. In October 2007, the IMO confirmed Canada in its role as international coordinator and issuing service for navigational warnings for two NAVAREAs in the Arctic.

In 2008-2009, we worked with domestic and international partners to finalize the planning of the international service. During the upcoming planning year, we are seeking funding approval to purchase equipment and train personnel to begin the service on January 1, 2010, on a test basis.

Commitment	Lead
2009-2010
Initial testing of operating condition.	DG, MS DG, ITS AC, C&A
2010-2011
Implement the service through the advertisement and commencement of NAVAREA transmissions.	DG, MS DG, ITS AC, C&A

Canada Shipping Act, 2001

The Canada Shipping Act, 2001 affected MCTS in two key ways:

• MCTS Officers (MCTSOs) are now able to direct vessels in a wider range of circumstances than before.
• MCTSOs now have a clearer role to direct only vessels under their authority, not all the vessels in a vessel traffic services zone.

In 2008-2009, information sessions were provided to MCTSOs, all of our documentation pertinent to Canada Shipping Act, 2001 was updated, and CCG met with Transport Canada to discuss the development of an enforcement strategy to ensure compliance with the Act. During 2009-2010, we will offer our support to Transport Canada personnel to develop the new Vessel Traffic Services Regulations and an enforcement strategy.

Commitment	Lead
2009-2010
Support Transport Canada, in the development of new Vessel Traffic Services Regulations and in an enforcement strategy.	DG, MS
2010-2011
Implement the new Vessel Traffic Services Regulations.	DG, MS

Marine Communications and Traffic Services Technical Training

The development of a training framework for the MCTS program is critical to CCG operations. The MCTS training framework will include a variety of initiatives to support the MCTS workforce of about 400 certified MCTSOs to ensure professional development and adequate recruitment.

In 2008-2009, we initiated the development of a training framework and long-term strategy to meet MCTS technical training requirements for the 21st century. This included conducting two national recruitment campaigns, resulting in 30 recruits entering the Canadian Coast Guard College. In the upcoming planning year, we will develop a refresher course and competency profile for MCTS Officers.

Commitment	Lead
2009-2010
Develop a refresher course and implementation strategy for existing Marine Communications and Traffic Services Officers.	DG, MS       ED, CCGC
2010-2011
Implement a refresher course for existing Marine Communications and Traffic Services Officers.	DG, MS ED, CCGC
2011-2012
Review the Marine Communications and Traffic Services ab-initio[4]development program.	DG, MS

^[4]An ab-initio is a person who is recruited and selected to participate in the MCTS Officer Training and Certification program in order to acquire the knowledge and skill requirements of a MCTS Officer.

Reinvestment in the Asset Base

MCTS capital projects focus on the following:

• Improving and modernizing existing communications and information systems;
• Providing enhanced maritime security; and
• Contributing to the safety of navigation in Canadian waters.

We are making substantial investments in assets related to MCTS. There are 12 separate projects under way, most of which are multi-year. We expect to spend over $25.2 million on these projects in 2009-2010. For a complete list of projects and a description of each, see Annex A.

Icebreaking Services

Given the harsh challenges the extremes of Canadian geography and climate bring to maritime traffic, icebreaking services are essential to ensure that shipping moves safely and efficiently through and around ice-covered waters in Eastern Canada and the Great Lakes throughout the winter, as well as during the summer navigation season in the Arctic.  Icebreaking operations facilitate the informed, safe, and timely movement of maritime traffic and contribute to keeping most Canadian ports open for business year-round, preventing flooding on the St. Lawrence River and supporting fishers, the marine industry, and numerous coastal communities. 

What We Do…

• Respond to requests for icebreaking support;
• Provide route assistance and information on ice reconnaissance;
• Monitor the resupply of isolated Northern settlements;
• Manage flood prevention on the St. Lawrence River through the monitoring, prevention, and breaking up of ice jams;
• Support harbour breakouts; and
• In partnership with the Canadian Ice Service, provide ice charts to marine shipping to ensure the safe movement of vessels in the winter.

The Icebreaking Services program is delivered with the support of…

• CCG Fleet, which operates 6 icebreakers in the Arctic between June and November and 17 icebreaking vessels for winter operations on the East Coast of Canada, the St. Lawrence River, and the Great Lakes between December and May.
• A partnership AGreement with Environment Canada’s Canadian Ice Service, to provide CCG with essential marine weather and ice information.
• Ice Operations Centres, which ensure that ice information is disseminated to vessels by radio, Internet, fax, etc., and that icebreakers are strategically positioned.  Ice Operations Centres are located in St. John’s, NL; Dartmouth, NS; Quebec City, QC; and Sarnia, ON.
• A treaty with the United States Coast Guard for joint icebreaking operations on the Great Lakes, to maximize icebreaking support capability and effectiveness for both nations.  

Looking Forward…

Climate change and economic development have led to demands for extended periods of navigation through ice both in the South and in the Arctic.  Given the need to maximize resource utilization, the program needs to be constantly aware of innovations in technologies and management practices that can support more efficient operations. Quality and readily available ice information is of particular importance to vessels navigating through and around ice-covered waters.  Satellite imagery and enhanced marine radars, for example, can support the timely detection and recognition of dangerous ice, thereby reducing navigation times. Well-managed partnerships are also essential for the efficient coordination of activities with internal and external partners. The Icebreaking Services program is continually integrating new initiatives to improve the information it provides to its clients.  In 2009-2010, the program intends to participate in an economic analysis of the impacts of its services on Eastern and Central Canada and the Arctic.

Icebreaking Services

Provides these services…	Measured this way…[*]	With these targets…
Icebreaking services [**]	Percentage of icebreaking services provided	100%
Ice-related information during ice-seasons[**]	Number of ice charts produced	To meet annual Service Level Agreement

To achieve this result…	Measured this way…[*]	With these targets…
Informed, safe and timely movement of maritime traffic through and around ice-covered waters is facilitated.	Number of ships other than pleasure crafts damaged by ice	Five year average of 12

^[*] These are the performance indicators in the CCG Performance Measurement Framework.
^[**] In accordance with CCG Levels of Service and Service Standards.

Table 8: Icebreaking Services  Resource Profile,
2009-2010 (thousands of dollars)

Region	Salary	O&M	Total
Newfoundland and Labrador	62.1	3,637.4	3,699.5
Maritimes	91.0	1,661.0	1,752.0
Quebec	160.0	3,730.5	3,890.5
Central and Arctic	82.4	139.4	221.8
Pacific		576.3	576.3
National Capital Region	565.7	311.9	877.5
National Programs[*]		9,010.4	9,010.4
Direct Program Total	961.1	19,066.9	20,028.0
Coast Guard Fleet Operational Readiness Allocation	26,486.3	9,925.2	36,411.5
Lifecycle Asset management Services Allocation	6,977.7	3,267.0	10,244.7
Total Service Cost	34,425.1	32,259.2	66,684.2

^[*]National Programs consists of $8 900,0 K for the national AGreement with Environment Canada to provide the Ice Reconnaissance Service and $110,4 K in research and development.

Search and Rescue Services

Canada is a maritime nation bounded by three oceans whose population and economy make significant use of waterways for commercial and recreational use. The marine environment can be dangerous, and CCG is an important player in responding to emergencies that occur on water.

The federal Search and Rescue (SAR) program is a cooperative effort by federal, provincial, and municipal governments.  CCG’s SAR program, in conjunction with the Canadian Coast Guard Auxiliary, leads, delivers, and maintains preparedness for the 5.3 million square kilometre maritime component of the federal SAR system. Through distress monitoring, communication, and search and rescue activities, the CCG SAR program increases the chances of rescue for people caught in dangerous on-water situations.

What We Do …

• Coordinate and manage the response to marine SAR cases, rescuing close to 2,900 people a year across Canada and supporting the protection of human life at sea;
• Assist the Department of National Defence (DND) with aeronautical and humanitarian cases;
• Operate in-shore rescue boats during the summer season; and
• Manage partnerships, which are essential for the efficient coordination of activities.

The Search and Rescue program is delivered with the support of:

• CCG Fleet, which operates a total of 116 multitasked vessels, all with SAR responsibilities.
• A partnership with DND, which is the lead department for the coordination of all aeronautical and marine SAR and is responsible for the three Joint Rescue Coordination Centres (JRCCs), which are located in Halifax, Trenton, and Victoria and staffed by both DND and CCG personnel. CCG operates two Marine Rescue Sub-Centres (MRSCs), in St. John’s and Quebec City, which report to a Joint Rescue Coordination Centre. 
• A partnership with the CCG Auxiliary, the CCG Auxiliary consists of some 4,300 volunteers using 1,200 vessels that are either individually owned boats or community vessels.  They respond to approximately one-quarter of all marine SAR cases.

Looking Forward…

Continuous effort to ensure efficient partnerships is essential to the future of the SAR program.  In addition, the program needs to be constantly aware of innovations in technologies and management practices that can support more efficient operations. Changing demographics and economic activities will also impact SAR needs across the country.

Search and Rescue Services

To achieve this result…	Measured this way…	With these targets…
Prevention of loss of life and injury	Percentage of lives saved vs. lives at-risk	90% overall; this figure represents an operational benchmark, while the target – although operationally unattainable - is that CCG saves 100% of lives at risk

 

Search and Rescue Services – CCG

Provides these services…	Measured this way…[*]	With these targets…
SAR co-ordination and response **	Percentage of primary SAR vessels meeting reaction time of 30 minutes or less for maritime incidents	99%

To achieve this result…	Measured this way…[*]	With these targets…
Search and rescue alerting, responding and aiding activities using public and private resources.[**]	Number of people assisted by Maritime SAR Program, i.e. people who were not in a distress situation but required assistance	Benchmark of 13,142 based on average of last four years

^[*] These are the performance indicators in the CCG Performance Measurement Framework.
^[**] In accordance with CCG Levels of Service and Service Standards.

Search and Rescue Services – CCG Auxiliary

Provides these services…	Measured this way…[*]	With these targets…
Maintain capacity to respond to SAR taskings[**]	Number of CCGA members	Benchmark = 4,266
	Number of CCGA vessels	Benchmark = 1,209

To achieve this result…	Measured this way…[*]	With these targets…
Support to CCG SAR activities[**]	Percentage of CCGA participation in maritime SAR incidents	25%

^[*] These are the performance indicators in the CCG Performance Measurement Framework.
^[**] In accordance with Canadian Coast Guard Levels of Service and Service Standards

Table 9: Search and Rescue Services Resource Profile,
2009-2010  (thousands of dollars)

Region	Salary	O&M	Total
Newfoundland and Labrador	1,852.6	6,775.5	8,628.2
Maritimes	2,743.5	1,892.9	4,636.4
Quebec[*]	927.2	2,657.1	3,584.4
Central and Arctic	1,817.0	2,370.0	4,187.0
Pacific	1,720.6	1,070.6	2,791.3
National Capital Region	1,831.2	1,448.6	3,279.7
National Programs[**]		771.6	771.6
Direct Program Total	10,892.2	16,986.3	27,878.5
Coast Guard Fleet Operational Readiness Allocation	57,960.0	21,719.4	79,679.4
Lifecycle Asset management Services Allocation	12,216.0	5,719.7	17,935.6
Total Service Cost	81,068.1	44,425.4	125,493.5

^[*] In the Quebec region, SAR services are co-delivered with Operational Services;  the associated salary dollars are under the Fleet Operational Readiness sub-activity.
^[**] National Programs consists of $733,2K under the New Initiative Fund and $38,4K under research and development.

Key Initiatives

Search and Rescue Needs Analysis

A needs analysis of the Search and Rescue program that included consultations and the preparation of a report on our findings have been conducted. The goals of the analysis were to assess the SAR resources needed to respond to incidents in the maritime areas for which Canada has accepted responsibility and to validate the existing Levels of Service or propose changes.

Search and Rescue services are delivered to different service standards across Canada. The SAR needs analysis reviewed, updated, and assessedall factors (e.g., traffic, meteorological, and incident trends) affecting the existing Levels of Service.

In 2008-2009, in cooperation with our partners in SAR delivery, we developed a strategy to address the findings of the SAR needs analysis. To advance the work completed on the SAR needs analysis, we will focus during 2009-2010 on developing a plan so that recommendations can be implemented as funding becomes available. In 2008-2009 we announced the establishment of a new lifeboat station in Kégaska on the Lower North shore of Quebec, as recommended in the SAR Needs Analysis.

Commitment	Reference	Lead
2009-2010
Develop a plan to implement the appropriate recommendations from the Search and Rescue needs analysis.	AG A-Base	DG, MS
2010-2011
Continue implementation of the recommendations of the Search and Rescue needs analysis.	AG A-Base	DG, MS

Search and Rescue Capability

We continue to strive to address the most pressing operational human resources requirements to ensure the continuity of our services and to respond to the needs of our employees. In 2008-2009, we completed Terms of Reference and signed a Memorandum of Understanding with Government Services Canada to identify SAR capability requirements within the five Rescue Centres through a workload analysis.  In 2009-2010, we will complete this study to address regulatory, operational, and maintenance (refresher) requirements in the context of continuous learning, flexible delivery of training, workload, and structure of the SAR Rescue Centres.  The operational relations between Maritime Rescue Sub-Centres and Joint Rescue Coordination Centres were also the subject of some focus in the investigations into the capsizing of L’Acadien II.

Commitment	Lead
2009-2010
Complete the workload analysis, analyze findings and develop action plan.	DG, MS
2010-2011
Implement the approved action plan.	DG, MS

Canadian Coast Guard Auxiliary

Canadian mariners have a strong tradition of responding to distress calls from vessels in trouble. Canada’s vast and often inhospitable coastline, combined with unpredictable weather, has ensured that these situations are far from uncommon.  It is not possible for the Canadian Coast Guard to cover the entire coastline, and for many decades CCG has relied on volunteers to supplement its response efforts.  In 1978-1979, this loose network of volunteers was formalized with the creation of the Canadian Marine Rescue Association (CMRA), later renamed the Canadian Coast Guard Auxiliary (CCGA).

The Auxiliary is organized into six federally incorporated, not-for-profit volunteer organizations that parallel the five CCG regions, as well as one that is organized at the national level.  The Minister of Fisheries and Oceans maintains a formal Contribution AGreement with each of the six CCGA corporations.  The corporations are separate legal entities from the Government of Canada and work in close partnership with CCG.

From the nearly 4,300 members of the Auxiliary, approximately 90% are commercial fishers and pleasure boaters who donate their time and vessels to assist the CCG.  The remaining CCGA members are volunteers from local communities who enrol to crew community-based dedicated response vessels 24 hours and seven days a week.  In addition to their time, the CCGA members make available to the Government of Canada some 1,200 personal and community operated vessels.

CCGA is reflected in some notable statistics.  For instance, since inception, the CCGA have responded to over 48,700 search and rescue taskings.  In 2007, the CCGA responded to 1,829 SAR taskings, participated in 1,567training exercises, and volunteered over 241,000 hours.  Every year, the CCGA responds to approximately 25%of all maritime SAR incidents in Canada and is credited with saving approximately 1,000 lives each year. 

CCGA services benefit domestic and international recreational boaters, personnel aboard commercial vessels, fishing vessels, oil/gas platforms, aircraft, provincial ferries and any other persons in distress.  Since the CCGA units are strategically located across Canada they are often first on the scene at a SAR incident.  The Canadian Coast Guard Auxiliary helps to bridge a very important gap between the beginning of a search and the arrival of government maritime and air units.  In many instances, the Auxiliary is the only resource available.

In addition to responding to SAR incidents, the Auxiliary engages in vital incident-prevention activities to reduce the number and severity of maritime SAR incidents. Prevention includes training and familiarization patrols; the reporting of out-of-position, damaged, and malfunctioning aids to navigation; demonstrations of search and rescue equipment; and the provision of SAR prevention patrols for sailing regattas, yacht races, and fireworks displays. 

The Auxiliary’s local knowledge, maritime experience, seafaring talents, and professional conduct in discharging SAR and education responsibilities make CCGA one of Canada’s greatest maritime volunteer assets.

Commissioner’s Commendation

R. Jack Kruger

Jack Kruger has been a dedicated member of the Canadian Coast Guard Auxiliary for more than a decade and his accomplishments in the Search and Rescue (SAR) program have not gone unnoticed.
Jack’s commitment to SAR is reflected in his successful command and control of incidents throughout the Nunavut and Northwest Territories. Indeed, improvements in SAR response capability demonstrated by the Central and Arctic Region’s Coast Guard Auxiliary are the direct result of Jack’s ability to galvanize search teams in remote areas of Canada’s north.

Since becoming a CCGA member in 1997, Jack’s “get it done” attitude has achieved results in countless other ways – many of which will only be known by Jack. His commitment to the Auxiliary is heartfelt; he expects no accolades – only to be called to assist when a SAR case occurs in the Arctic.

Environmental Response Services

Given the amounts of oil and other hazardous materials that are shipped to and from Canada by vessels operating in the North Atlantic, North Pacific, and Arctic Oceans, it is critical that the Canadian Coast Guard be an initial responder to all incidents, when required, in waters of Canadian interest.  The Canadian Coast Guard is the lead federal agency for all ship-source and mystery pollution spills into the marine environment in waters under Canadian jurisdiction and for the support of other countries under international AGreements. The objectives of the Environmental Response program are to minimize the environmental, economic, and public safety impacts of marine pollution incidents.

Environmental Response (ER) Services contributes directly to a key government initiative, the Health of the Oceans, by ensuring that there is a coordinated and capable response to both ship-source and mystery-source spills into waters of Canadian interest.  Effective environmental response requires significant resources, strong partnerships, careful contingency planning, and trained personnel. The program is also a major contributor to the federal marine response capacity.  

What We Do…

• Establish an appropriate and nationally consistent level of preparedness and response service in Canadian waters. 
• Monitor and investigate all reports of marine pollution in Canada in conjunction with other federal departments and commercial partners. In this work, the program has a dual function:
  • Where the polluter has been identified and is willing and able to respond, the program advises the polluter of its responsibilities and, once satisfied with the polluter’s intentions/plans, monitors the polluter’s response and provides advice and guidance as required. This is what happens in the vast majority of marine pollution incidents. 
  • In cases where the polluter is unknown, unwilling, or unable to respond, the program assumes the overall management of the incident.
• Maintain efficient communications with the program’s partners, including Transport Canada and Environment Canada, to ensure community involvement and avoid duplication of service.
• Ensure Environmental Response program personnel are trained to function under a nationally consistent emergency management system which allows for the appropriate deployment of assets and resources and for the rapid and systemic escalation of responses up to the most remote parts of Canada.

The Environmental Response program is delivered with the support of…

• CCG Fleet, which operates CCG’s vessels in support of Environmental Response operations.
• Environment Canada (EC) and Transport Canada (TC), through Memoranda of Understanding. EC provides environmental and scientific advice during a response to a marine pollution incident. TC provides the regulatory framework for the Canadian Marine Oil Spill Preparedness and Response Regime and provides technical advice with respect to vessels.
• Response Organizations, who may assist polluters in their response: CCG monitors this response.
• Ports and foreign governments, through the use of bilateral AGreements, Memoranda of Understanding, and contingency plans, to ensure that all available resources can be used to mitigate the effects of pollution.
• International conventions to which Canada is a signatory state.

Looking Forward…

CCG is taking steps to meet the future needs of its Environmental Response program.  Looking ahead, the program will review and update its current plans, Memoranda of Understanding, and AGreements to meet the requirements imposed by recent changes to the Canada Shipping Act, 2001 and the transition of CCG to a Special Operating agency.  Given the relatively small number of Environmental Response personnel who have specialized expertise related to Canada’s Marine Oil Spill Preparedness and Response Regime, a human resources plan to transfer corporate knowledge from those nearing retirement is critical.  The Environmental Response program continues to work with the Regime regulator, Transport Canada, to assess and manage risk and implement strategic plans for the most effective deployment of resources.

Environmental Response Services

Provides these services…	Measured this way…[*]	With these targets…
CCG managed spill responses[**]	Number of  CCG responses to marine pollution incidents as On-Scene Commander (OSC) (South of 60)	Benchmark = 600
	Number of CCG responses to marine pollution incidents as On-Scene Commander (OSC) (Arctic Coverage Area; North of 60)	Benchmark = 10
Monitoring of private-sector response[**]	Number of CCG responses to marine pollution incidents as Federal Monitoring Officer (FMO) posture	Benchmark = 470
Provision of expertise and resources to other government departments (OGDs) and organizations[**]	Number of CCG responses as Resource agency	Benchmark = 140

To achieve this result…	Measured this way…[*]	With these targets…
Reported cases of ship-source spills are addressed	Percentage of ship-source spills where CCG acted as On-Scene Commander, Federal Monitoring agency, or Resource agency versus total number of reported ship-source spills	100%

^[*] These are the performance indicators in the CCG Performance Measurement Framework.
^[**] In accordance with Levels of Service and Service Standards

Table 10: Environmental Response Services Resource Profile, 2009-2010 (thousands of dollars)

Region	Salary	O&M	Total
Newfoundland and Labrador	969.6	425.4	1,395.0
Maritimes	1,005.0	284.8	1,289.8
Quebec	792.3	572.5	1,364.8
Central and Arctic[*]	1,268.7	536.5	1,805.3
Pacific	959.2	1,869.5	2,828.7
National Capital Region	1,194.1	775.5	1,969.7
National Programs[**]	-	31.5	31.5
Direct Program Total	6,189.0	4,495.7	10,684.7
Coast Guard Fleet Operational Readiness Allocation	565.9	212.1	778.0
Lifecycle Asset management Services Allocation	509.3	238.5	747.8
Total Service Cost	7,264.2	4,946.2	12,210.4

^[*] Central and Arctic Region has a higher salary budget than the other regions because its organization is slightly larger to cover the services provided in the Arctic.  This cost also includes isolated post allowances that are not paid in other regions.
^[**]National Programs consists of $31,5K in research and development.

Key Initiatives

Health of the Oceans

As part of Canada’s commitment to conserve and protect Canadian waters, the Government of Canada, through Budget 2007, provided $2.2 million over three years to CCG to ensure Canada has the capacity to respond to oil spills in the Arctic. During 2008-2009, an evaluation of requirements and Request for Proposal for the purchase of equipment and first-response systems for the first phase ($1.25 million) was initiated. In 2009-2010, we will complete the purchase and distribution of Environmental Response equipment packages.

Commitment	Lead
2009-2010
Complete acquisition and distribution of equipment packages.	DG, MS AC, C&A

Review of the National Environmental Response Strategy

Domestic and international obligations require Canada to maintain considerable preparedness capacity to respond to domestic and international marine pollution incidents, as well as to act as a strategic reserve for industry south of 60 degrees latitude. However, we must assess our current and future ability to deliver on these statutory obligations, especially where there are multiple spills or clean-up might be prolonged.

To ensure an effective, long-term Environmental Response Services program, we have conducted a review of our National Environmental Response Strategy. This Strategy captures all of the elements necessary for Environmental Response Services to develop, implement, and demonstrate the preparedness, response processes, and response procedures needed to respond to ship-source spills on waters over which Canada has jurisdiction.

During our review of the Strategy, we drafted revisions of the National Response Policy and National Response Plan. We subsequently identified ER equipment systems using current inventory and determined what components are required to ensure meeting capacity requirements.

The National Environmental Response Strategy remains a work in progress and is presently in draft stage. CCG has started an internal review of the draft Strategy and is planning to conduct broader discussions with our partners in the coming months to continue the update of the Strategy.

Progress was made in a couple of key areas in 2008-2009: competency profiles and a training strategy for ER management were completed. A senior managers training course was also developed.

In 2009-2010, work will continue on the National Environmental Response Strategy, with further consultation with our partners. Competency profiles and a training strategy for all positions with the Response management System and all ER personnel will be developed. The senior managers training course will be delivered. A National Training Plan and a National Exercise Plan will be developed in consultation with regions and the CCG College. A tabletop spill exercise with federal and industry partners will be conducted as a precursor to an on-water exercise that will be undertaken the following year.

Commitment	Reference	Lead
2009-2010
Consult partners on the National Environmental Response Strategy.	SDS	DG, MS
Draft a National Training Plan in consultation with CCG regions.		DG, MS
Design and conduct a Spill of National Significance tabletop exercise that includes federal and industry partners.		DG, MS
2010-2011
Conduct and evaluate a Spill of National Significance deployment exercise that includes federal, industry, and international partners.		DG, MS
Complete the revision of the National Environmental Response Strategy.		DG, MS

Brigadier General M. G. Zalinski

CCG is playing a key role in addressing an oil-pollution threat posed by the wreck of the United States vessel Brigadier General M. G. Zalinski. This vessel sank in the Grenville Channel in British Columbia in September 1946, entombing a cargo of munitions and an estimated 700 tonnes of fuel. The wreck, which lay largely forgotten, began leaking the fuel in 2003.

Following assessment of the situation and the development of an action plan during 2008-2009, all of the action plan components were refined and costed. During 2009-2010, we will seek to identify a funding source for the operational costs.

Commitment	Lead
2009-2010
Develop an oil removal operation funding proposal.	DG, MS
2010-2011
Implement the action plan, subject to funding availability.	DG, MS

Environmental Response Services Technical Training

In 2008-2009, the ER technical training strategy was partially drafted. However, further details need to be developed. The strategy will address regulatory, operational, and maintenance (refresher) requirements in the context of continuous learning and the flexible delivery of training. The training strategy awaits the development of competency profiles. When these are completed in 2009-2010, the ER technical training strategy will be finalized.

Commitment	Lead
2009-2010
Finalize and implement a framework and strategy for technical training.	DG, MS

Reinvestment in the Asset Base

Environmental Response Services capital projects for 2009-2010 focus on investing in ER equipment for the Arctic. We expect to spend $1.76 million on these projects in 2009-2010. For a full description and a complete list of projects, see Annex A.

Maritime Security

The Coast Guard is an important part of Canada’s maritime security efforts. The Government relies on strong interagency cooperation to ensure the security of Canada’s waters. The Coast Guard is mandated by the Oceans Act to provide support to other departments. It is through the provision of shore-based and on-water assets, maritime domain information, and extensive maritime expertise that the Coast Guard supports other departments in delivering their security mandates.

In all activities, the overarching objective is to position CCG as a value-added and proactive partner in the delivery of multi-agency solutions in the enhancement of Canada's national security

What We Do…

In support of national security, Coast Guard is committed to:

• Collaborating with and enhancing working relationships with other agencies and departments in support of maritime and national security operations as well as policy and regulatory development.  CCG participates in the Interdepartmental Marine Security Working Group, led by Transport Canada, that coordinates maritime security policy across the federal government in support of the Government of Canada multi-agency approach to maritime security.
• Providing a valuable contribution to Canada’s maritime domain awareness through the sharing of information collected by Marine Communications and Traffic Services  including Automatic Identification System data, the Long Range Identification and Tracking System and the CCG on-water Fleet presence on all coasts;
• Supporting on-water enforcement and responsiveness by providing well-equipped crews and vessels on an ongoing basis, in the case of the RCMP / CCG Marine Security Enforcement Teams, and on a contingency event basis; and
• Proactively participating in the Canadian Forces led coastal Marine Security Operations Centres and the RCMP led Great Lakes – St. Lawrence Seaway Marine Security Operations Centre.

The Maritime Security program is delivered with the support of…

• Headquarters and regional Fleet organizations, Maritime Services and Integrated Technical Services Directorates, as well as with the support of experts in DFO Conservation & Protection and Science in a collaborative effort to enhance the departmental contribution to Canada’s national security.
• Canada’s intelligence and enforcement communities including the Canadian Forces, RCMP, Department of Public Safety, Transport Canada and Canada Border Services agency among others.

Looking Forward…

With a renewed emphasis on its support role, the Canadian Coast Guard will continue to assess the implications of a shift from a solely maritime safety orientation to a culture that is influenced by both safety and national security considerations.

Public policy issues, in particular information sharing, will be a significant consideration for maritime security projects such as the multi-agency Marine Security Operations Centres.  Future CCG information system requirements will need to be informed by maritime and national security demands.  There will be a demand for enhanced domain awareness and CCG is well-positioned to provide value-added maritime vessel data including Arctic vessel traffic information.

CCG security partners will continue to rely on CCG, as operator of the Government of Canada civilian fleet, to deliver the on-water portion of their security mandates.  The CCG Fleet will need to balance these demands with the requirement to maintain asset utilization efficiency and the safety of personnel. 

The maritime security activity within Coast Guard is a compilation of initiatives aimed at providing value-added service solutions to various government departments and agencies that have enforcement and intelligence mandates in the maritime domain.  Its success is dependent on communication and information sharing among CCG and the federal intelligence and enforcement communities as well as among the CCG maritime security group, Headquarters staff, and the regions responsible for delivering on Coast Guard maritime security commitments.

Maritime Security

Provides these services…	Measured this way…[*]	With these targets…
Provision of CCG maritime traffic information to Marine Security Operations Centres	Reliability of CCG maritime vessel traffic information for usage at Marine Security Operations Centres (proportion of year information is fully available)	99.7%
Effective and efficient provision of CCG fleet services for security purposes	Percentage of service delivered versus service planned (active vessels)	100%

To achieve this result…	Measured this way…[*]	With these targets…
Enhanced maritime domain awareness	To be determined (the Interdepartmental Marine Security Working Group is developing indicators as part of a new horizontal performance framework)	To be determined
Enhanced security-related presence on Canadian waters	TBD Horizontal Initiative: Being developed with RCMP	To be determined

^[*] These are the performance indicators in the CCG Performance Measurement Framework.

Table 11: Maritime Security  Resource Profile,
2009-2010 (thousands of dollars)

Region	Salary	O&M	Total
Newfoundland and Labrador	-	593.9	593.9
Maritimes	-	2.0	2.0
Quebec	1,157.5	936.6	2,094.1
Central and Arctic	1,519.6	1,784.6	3,304.2
Pacific	-	591.8	591.8
National Capital Region[*]	538.0	146.1	684.0
National Programs[**]	678.3	1,409.4	2,087.7
Direct Program Total	3,893.4	5,464.4	9,357.7
Coast Guard Fleet Operational Readiness Allocation	9,806.4	3,674.8	13,481.2
Lifecycle Asset management Services Allocation	1,921.5	899.7	2,821.2
Total Service Cost	15,621.2	10,038.8	25,660.0

^[*] Maritimes Security is managed nationally from the NCR region.
^[**] National Programs consist of $2 087,7 K for Marine Security Operations Centres (MSOCs).

Key Initiatives

Marine Security Enforcement Team

A key aspect of the our increased role in supporting the federal maritime security agenda is the ongoing development of the joint RCMP/CCG Marine Security Enforcement Team (MSET) program in the St. Lawrence – Great Lakes region. The program characterizes Canada’s multi-agency approach to maritime security by lever aging existing departmental capabilities to collectively and efficiently achieve a national security objective.

Currently, there are four Coast Guard MSET vessels.  Law Enforcement Familiarization Training is provided to all crew members and specific equipment has been installed aboard vessels tasked to assist in law enforcement operations. We will continue to critically assess our MSET role and undertake the planning needed to efficiently address any personnel or infrastructure issues.

We will also continue to work with RCMP and DFO Conservation and Protection personnel to identify the hazards inherent in on-water enforcement operations. This will allow us to review and adjust our procedures and practices to ensure the greatest safety possible for CCG personnel and partner agencies.

Marine Security Operations Centres

DFO/CCG will continue to proactively participate in the multi-departmental Marine Security Operations Centres initiatives.  The Canadian Forces leads this initiative on the coasts while the RCMP provides the lead in the St. Lawrence Seaway - Great Lakes area.  DFO contributes significant data on maritime traffic and provides analysis of this data to support the enhancement of maritime domain awareness on Canada’s three coasts and in the St. Lawrence Seaway - Great Lakes area.

The RCMP-led St. Lawrence Seaway - Great Lakes MSOC initiative completed its development phase on March 31, 2008.  Budget 2008 provided funding for the establishment of a permanent MSOC in the Seaway - Great Lakes region.

The classification and staffing of Coast Guard positions in both the Coastal and Great Lakes Saint Lawrence Seaway MSOCs will be a priority in the coming years. Following the classification of proposed positions, the staffing process will begin in 2009 and continue into 2010. The goal is to place CCG MSOC personnel in accordance with the interim operating capacities established for the Centres. 

Automatic Identification System/Long Range Identification and Tracking System 

The Automatic Identification System (AIS) is a key CCG contribution to enhanced maritime security in and approaching Canadian waters. The system will enhance vessel surveillance, including near-real-time identification of vessels operating up to 40 nautical miles from Canada’s shores. AIS will be implemented in sites that allow maximum coverage of the coasts and entrances to Canada, the St. Lawrence River, and the Great Lakes.

AIS will be supplemented by the Long Range Identification and Tracking (LRIT) system.  LRIT is an integral part of the International Maritime Organization’s (IMO) efforts to further enhance maritime security.  Canada, through CCG, is leading the development and implementation of the international LRIT system. Using satellite technology, LRIT will allow for the tracking of Safety of Life at Sea Convention (SOLAS) class vessels entering Canada and of Canadian SOLAS‑class vessels operating internationally.

With LRIT, Canada will be able to identify and track an estimated additional 1,000 ships a day.  This data will significantly enhance Canada’s maritime domain awareness.  LRIT will also benefit search and rescue by identifying vessels of opportunity in the area of a vessel in distress.  LRIT was launched internationally in January 2009 and will be fully operational by the end of fiscal year 2009-2010.

Implementation of AIS and LRIT is on track.  Treasury Board approval for Phase 2 of the AIS project included a complete operational system delivery by 2009-2010.  Delivery of AIS equipment and Information Technology equipment to the regions is underway.  AIS Critical Design Review was completed in January 2009 with the system Factory Acceptance Test completed in February 2009.  All equipment is scheduled to be delivered by the beginning of April 2009 and all site installations are to be completed by the fall of 2009, with full Vessel Traffic management Information System (VTMIS) functionality planned for March 2010.

Commitment	Lead
2009-2010
Install all required Automatic Identification System equipment and commission the fully operational system.	DG ITS, ACs

Reinvestment in the Asset Base

We are investing in critical surveillance and tracking systems in support of enhanced maritime security . We expect to spend $10.4 million on the AIS/LRIT project in 2009-2010, $25 million over the life of the project.

For a full description and a complete list of projects, see Annex A.

Fleet Operational Readiness

The Fleet Operational Readiness  program involves the provision of safe, reliable, available, and operationally capable ships and helicopters with competent and professional crews ready to respond to on-water and marine-related needs. This Program Sub-activity involves fleet management, fleet acquisition, refit and maintenance, and the provision of fleet personnel. Through Fleet Operational Readiness, the Agency will ensure that the Government of Canada’s civilian fleet meets the current and future needs of Canadians and the Government of Canada.

In addition to supporting most Coast Guard programs, as well as the Science and Fisheries Enforcement programs of DFO, the CCG fleet delivers civilian marine services on behalf of other federal government departments or in support of the maritime priorities of other federal agencies and organizations. Such clients include Department of National Defence, Environment Canada, the RCMP, the Department of Foreign Affairs, Transport Canada, Natural Resources Canada, and the Natural Sciences and Engineering Research Council of Canada.  Detailed performance information is published annually in the CCG Fleet Annual Report.

Coast Guard Fleet Operational Readiness

Provides these services…	Measured this way…[*]	With these targets...
Operational Fleet Days delivered for: delivery of CCG marine services; DFO Science and Conservation and Protection Programs; Other federal government needs	Total number of fleet operational days Total number of fleet operational days for CCG Total number of fleet operational days for DFO Science Total number of fleet operational days for DFO Conservation and Protection Total number of fleet operational days for OGDs Total number of fleet operational days for the vessels supporting the joint RCMP / CCG Marine Security Enforcement Teams program and any other vessels delivering maritime security support	As set out in the Service Level Agreements

To achieve this result…	Measured this way…[*]	With these targets…
Safe and secure, effective and efficient provision of CCG fleet services for the Government of Canada	Percentage of service delivered vs. service planned for all programs Percentage of service delivered vs. service planned for CCG Programs Percentage of service delivered vs. service planned for DFO Science Percentage of service delivered vs. service planned for DFO Conservation and Protection Percentage of service delivered vs. service planned for GOC Programs Number of hazardous occurrences	100% (with a tolerance zone of 10%) for 2008
Re-supply of Northern communities for which there is no commercial service	Percentage of CCG northern re-supply cargo (in metric tonnes) delivered compared to plan	Deliver 100% of requested cargo as per agreements with Nunavut and Environment Canada

^[*] These are the performance indicators in the CCG Performance Measurement Framework.

The bulk of vessel time goes to programs for which Coast Guard is responsible. However, the fleet provides direct service to programs related to Science, to Fisheries and Aquaculture Management (FAM), and to the Northwest Atlantic Fisheries Organization (NAFO). The fleet also provides support to various other government departments (OGDs).

Figure 3 : Planned Service by Client, 2009-2010 (in operational days)

Figure 4: National Distribution of Vessels and Helicopters, 2008-2009

Fleet Operational Readiness Resource Profile, 2009-2010 (thousands of dollars)

Region	Salary	O&M	Total[*]
Newfoundland and Labrador	43,802.1	15,223.7	59,025.8
Maritimes	31,616.4	10,212.1	41,828.5
Quebec	28,210.1	8,735.5	36,945.6
Central and Arctic	18,712.3	4,297.7	23,009.9
Pacific	34,664.8	11,241.4	45,906.2
National Capital Region	9,031.1	10,072.3	19,103.4
National Programs[**]	-	2,436.5	2,436.5
Direct Program Total	166,036.8	62,219.2	228,255.9

^[*] Includes all ship costs, excluding fuel.
^[**] National Programs consist of $2 436,5 K for national expenditures related to the helicopter program.

Figure 5: Planned Vessel Costs by Program, 2009-2010

Science

In 2009-2010, we plan to provide 3802 operational days of vessel time and over 230 hours of helicopter time to DFO Science. However, our fleet also services the broader government science agenda, and additional 720 operational days are planned for allocation among various clients and special initiatives.

The fleet’s science clients include the DFO Science  Program, the Canadian Hydrographic Service (CHS), Environment Canada, Natural Resources Canada (NRCan), and research supported by the Natural Sciences and Engineering Research Council of Canada (NSERC).

While science-related activities are conducted on many of our multi-taskable vessels, 17 vessels in the fleet are dedicated solely to the scientific endeavours of DFO and other organizations. 

United Nations Convention on the Law of the Sea

We continue to provide icebreaker support to governmental science priorities related to Canada’s obligations regarding seabed mapping associated with the United Nations Convention on the Law of the Sea (UNCLOS). This, along with continued icebreaker support to Arctic marine research under the International Polar Year, (which will end in 2009-2010), has been a rare opportunity for international cooperation in scientific research in the Arctic  and Antarctic regions.

Fisheries and Aquaculture Management – Conservation and Protection

Northwest Atlantic Fisheries Organization

Canada has the right and responsibility to monitor and inspect the vessels of other state parties to ensure compliance with the rules of fisheries conventions of which we are a member, such as Northwest Atlantic Fisheries Organization. Operating mainly from CCG vessels, fishery officers acting as NAFO inspectors carry out inspections of fishing activities in the NAFO Regulatory Area.

Seal Harvest

While CCG has in the past provided services in support of the annual seal harvest, this fiscal year marks the third year this requirement has been incorporated into the National Fleet Operations Plan. Dedicated support has been planned for April 2009 and March 2010. Monitoring of the annual seal harvest is normally supported by CCG icebreakers and helicopters in fishing zones 4S/4T/4R (Gulf), as well as southwestern 2J and northwestern 3K (the Front).

Fisheries Enforcement

Conservation and protection activities are designed to ensure compliance with the legislation, policies, and fishing plans relating to the conservation and sustainable use of the fisheries resource. Patrol vessels are required to patrol closed and boundary areas, as well as to conduct inspections at sea to ensure compliance with the regulations designed to ensure an orderly fishery.  In the Pacific Region, CCG and Fisheries and Aquaculture Management are discussing whether to maintain or modify the Marine Enforcement Officer (MEO) program, with a decision expected during 2009-2010. Ab initio training of Ships’ Officers for the MEO role would require financial support from national Conservation and Protection, and Fleet would have to provide relief officers to replace those on training.

Key Initiatives

2010 Olympics

The Coast Guard will play a support role to the Department of National Defence and the Royal Canadian Mounted Police for security at the 2010 Olympic Games in Vancouver.  CCG has funded a full-time Liaison Officer (LO) who represents DFO and CCG at all interdepartmental working meetings in Vancouver.  This LO will be situated in the Olympic Games Marine Operations Centre (OMOC) during exercises and during the Games.  In terms of on-water operations, CCG will be supporting the RCMP with one vessel for maritime security purposes for the duration of the Games and will be placing special navigation buoys to delimit various on-water control zones.  Other support will be provided on a cost-recovery basis at the request of our partners.  All regular operations will continue in the Pacific Region.

L’Acadien II Action Plan

On March 29th, 2008, the fishing vessel L’Acadien II capsized while under tow by the CCGS Sir William Alexander.  Of the six crew members, two were rescued and four lost their lives, one of which has not been found.  To respond to this tragic accident, several investigations were undertaken resulting in reports by the following:

• The Transportation Safety Board (TSB), to determine the cause of the incident and any factors that may have contributed to it;
• The Royal Canadian Mounted Police (RCMP), to determine if any criminal offences had occurred (the RCMP concluded that no criminal investigation was warranted);
• Rear-Admiral Roger Girouard (retired), appointed by the Minister of Fisheries and Oceans to independently determine whether CCG policies and procedures had been followed and whether they were adequate; and
• Department of National Defence (at CCG’s request) to prepare a Search and Rescue Operation Report, to record the pertinent details of the incident.

Immediately following the release of these reports, a dedicated team led by a senior Coast Guard Officer analyzed each of these reports and integrated their recommendations into a single Action Plan. This was done in consultation with Transport Canada, the Department of National Defence and the Fisheries and Aquaculture Management Sector of DFO to ensure that all issues were considered.  CCG is committed to addressing all recommendations as laid out in the Action Plan and will post regular progress reports alongside the full Action Plan on the CCG website.

Commissioner’s Commendation Awarded to Tim Surette

On March 29, 2008, the fishing vessel L‘Acadien II overturned while under tow by the CCGS Sir William Alexander off the east coast of Cape Breton Island, N.S. Four of the fishing vessel’s crew members perished in the accident. In the aftermath of the tragedy, a number of Coast Guard employees were called upon to undertake a series of extraordinary measures; however, it was the courage and personal commitment of Tim Surette to the families of the lost seamen that set him apart from his colleagues.

Tim spent time with the family representatives both individually and as a group, as well as with local community leaders in the close-knit Magdalen Islands. His ability to connect with the grief-stricken relatives of the lost crew members in the emotionally charged time following the accident was appreciated by both the families and Tim’s Coast Guard colleagues alike.

Ongoing Improvements in Fleet  Management

To sustain an operationally ready fleet capable of meeting service demands, Fleet management will continue to pursue internal efficiencies to optimize national consistency, organizational effectiveness, and linkages with regions and clients. With this in mind, the Coast Guard fleet will continue to examine how it conducts business and make the improvements needed to enhance service as part of the ongoing Service Level Agreement (SLA) pilot process. We will renew both our Integrated Investment Plan and our Fleet Renewal Plan to ensure that our capital planning remains aligned with operational needs.

CCG Fleet will continue to invest in the improvement of its Fleet Activity Information System (FAIS) and enhance its business rules to ensure the effective use of FAIS. The Fleet Activity Information System captures the actual activities of Fleet vessels on an hourly basis and provides information to all levels of management. The system is therefore critical for decision-making, planning, performance measurement, and reporting at all levels of management and to the public through the Fleet Annual Report.

Commitment	Reference	Lead
2009-2010
Complete architecture design for Fleet Activity Information System (iFleet) upgrade project.	AG	DG, Fleet
Revise the Fleet Renewal Plan.		DG, Fleet
Publish and maintain an intranet-based Fleet Management E-Manual.		DG, Fleet
Finalize standardized crewing matrix predicated on competency (crewing) profiles.		DG, Fleet

Improved Maintenance of the Existing Fleet

Acquiring new vessels will take a number of years. In the meantime, the existing fleet must be kept as operationally ready as possible.
The 2007 Report of the Auditor General noted that progress in implementing lifecycle management has been slow and raised a number of issues regarding maintenance systems and procedures. The Auditor General also noted that maintenance failures on vessels were linked to a lack of maintenance documents.

Following the Vessel Maintenance Management Report, an action plan has been developed to address the shortcomings highlighted in the report (see Priority 5 for more details).

We have been conducting vessel condition assessments so we can make better informed investment decisions, plans refits better, and minimize the effect on operations. This program has continued over this year and is being accepted as a standard operating practice.

During this year, building on the work completed on standardizing Type 1100 maintenance plans, we developed standard refit specifications for this class of vessel.

To continue with the standardization of maintenance practices and to build on the accomplishments of the past couple of years, we plan to implement the Engineering and Maintenance Manual for Fleet Vessels in 2009-2010.  This, along with the many initiatives included in the Vessel Maintenance Management Review project, will enhance CCG vessel maintenance practices.

Commitment	Reference	Lead
2009-2010
Implement the Engineering and Maintenance Manual for Fleet Vessels.	AG	ACs

Human Resources Initiatives

The continuing development of Fleet Operational Readiness includes a variety of initiatives designed to support the fleet’s workforce. About 2,500 of our employees — more than 50% of our workforce — are seagoing personnel. They are supported by an additional 180 shore-based personnel. Ensuring the effective management of the fleet’s human resources is as critical to our operations as the management of our vessels and other physical assets.  As a matter of ongoing management, CCG will continue to build on the human resources initiatives related to the fleet announced in 2007-2008 and on the Fleet Human Resources Development Program launched in 2008-2009, further strengthening a fully integrated, national fleet. 

As a special initiative spanning the next two fiscal years, CCG will develop more precise Bona Fide Occupational Requirements for vision for seagoing personnel and MCTS Officers, ensuring a balance between the needs of those with eyesight disabilities and the safety of all those within the working environment.

Commitment	Lead
2009-2010
Initiate research on vision standards for seagoing personnel.	DG, Fleet
2010-2011
Develop Bona Fide Occupational Requirements for vision for seagoing positions.	DG, Fleet

 

Commitment	Lead
2009-2010
Develop a Ships’ Crew Certification Program	DG, Fleet
2010-2011
Implement the Ships’ Crew Certification Program	DG, Fleet

Reinvestment in the Fleet Asset Base

In the past few years, the government has made significant investments in the fleet asset base. As we acquire new vessels, we continue to invest in our existing fleet to optimize its availability and reliability. Budget 2009 provided further support to the fleet asset base, providing $175M ($90M for 2009-2010; $85M for 2010-2011) for various capital projects that can start immediately as part of the Economic Action Plan. Including these projects, Fleet will be managing a total of 26 capital projects with a value of $173M in 2009-2010.  Five other capital projects approved in principle, at a total cost of $11.6 million in 2009-2010, can start once funding is approved.

For a full description and a complete list of projects, see Annex A. 

Lifecycle Asset Management Services

The Lifecycle Asset Management Services program involves the effective lifecycle management of the CCG asset base. The program provides lifecycle engineering, acquisition, maintenance, and disposal services in support of CCG’s non-fleet assets and lifecycle engineering in support of CCG’s fleet assets (with vessel acquisition and maintenance funded through the Fleet Operational Readiness program). The Lifecycle Asset Management Services program ensures that asset capability, reliability, availability, and value are satisfied at minimum lifecycle cost, thereby improving the efficiency of CCG program delivery to Canadians.
CCG manages physical assets with an estimated replacement value of $11.6 billion. This breaks down as follows:

• Fleet assets — estimated replacement value of $10 billion. This includes major vessels, small craft, and helicopters.
• Equipment and other moveable assets — estimated replacement value of $1.6 billion.

These assets range from large icebreakers and radio towers to electronic communication and navigation systems to small, handheld radios and fixed and floating aids to navigation.

Asset management services are delivered by over 950 engineers, technicians, technologists, trades people, managers, and support staff located in over 70 workshops and offices across five regions and at national headquarters.

Lifecycle Asset Management Services

Provides these services…	Measured this way…[*]	With these targets…
CCG major capital asset Acquisition	Percentage of major capital projects completed on schedule	90%
Fleet Renewal initiative Major CCG Fleet Asset Acquisition	Percentage of Major Crown Projects completed on schedule, budget and performance	100%
CCG Fleet Assets Maintenance	Percentage of maintenance (by cost) that is unplanned (Fleet assets)	20-35%
CCG MNS Assets Maintenance	Percentage of maintenance (by cost) that is unplanned for CCG Aids to Navigation	25-40%
CCG MCTS Assets Maintenance	Percentage of maintenance (by cost) that is unplanned for CCG MCTS Assets	30-40%

To achieve this result…	Measured this way…[*]	With these targets…
CCG Assets are available for intended purpose. CCG Assets are reliable	Percentage of Asset Base Service Life Remaining – CCG Fleet Assets	40 to 60% (for 2015)
	Percentage of Time CCG fleet assets are available (as influenced by Maintenance)	85%
	Re-investment rate into CCG Fleet Asset base (rolling three year average)	4%
	Re-investment rate into CCG Aids to Navigation Asset base (rolling three year average)	7%
	Re-investment rate into CCG Marine Communications and Traffic Services (MCTS) Asset base (rolling three year average)	5%

^[*] These are the performance indicators in the CCG Performance Measurement Framework.

Table 13: Lifecycle Asset Management Services  Resource Profile, 2009-2010 (thousands of dollars)

Region	Salary	O&M	Total
Newfoundland and Labrador	8,975.6	4,329.0	13,304.5
Maritimes	10,992.3	4,069.0	15,061.3
Quebec	10,475.7	6,023.6	16,499.3
Central & Arctic	10,123.5	3,278.4	13,401.9
Pacific	11,561.7	4,183.7	15,745.4
National Capital Region[*]	7,043.9	5,821.9	12,865.8
National Programs	-	-	-
Direct Program Total	59,172.8	27,705.5	86,878.3

^[*] The National Capital Region is responsible for the National Engineering function, as well as the lifecycle management of several nationally implemented CCG information systems.         

Key Initiatives

Improved Maintenance of the Existing Fleet

See the section Coast Guard Fleet Operational Readiness, for further details on improving the maintenance of the existing Fleet.

Asset Management System

We will continue to improve our processes and documentation to enhance the maintainability and to minimize the lifecycle cost of our assets.

The Asset Management System (AMS), which is the maintenance management system for CCG's Shore and Fleet assets, was deployed to 12 CCG vessels last year. During 2009-2010 it is expected that another 24 vessels, for a total of 36 vessels, will have fully populated and operating software. Also a ship to shore communications tool will be established in order to provide access to shore based regional and HQ personnel with access to the individual ship’s data base.

Commitment	Reference	Lead
2009-2010
Install Asset Management System complete with the maintenance management module onboard another 24 vessels.	AG	DG, ITS
2010-2011
Install the inventory management module of Asset Management System onboard selected CCG Vessels.	AG	DG, ITS

Management of Information Technology Security

During 2008-2009, we fulfilled our requirements under the Treasury Board Secretariat Management of Information Technology Security (MITS) Action Plan by:

• Achieving MITS compliant status
• Establishing CCG IT security organization and structure and management controls; and
• Implementing network security according to Baseline Security Requirements for Network Security Zones in the Government of Canada from Communications Security Establishment.

Commitment	Lead
2009-2010
Implement Management of Information Technology Security governance structure.	DG, ITS

Technical Solution Centres (Electronics)

As a part of ongoing continuous improvement, this year we will develop and implement a Technical Solution Centre (Electronics), complete with Service Level Agreements, at the national and regional levels.

Commitment	Lead
2009-2010
Implement the Technical Solution Centres (Electronics).	ACs

Improved Maintenance of Existing Shore-based Infrastructure

As with our seagoing vessels, we need to continuously improve the maintenance of our shore-based physical assets in line with government expectations of asset capability, reliability, availability, and value at minimum lifecycle cost. 

Following the successful publication of the Engineering Maintenance Manual for Vessels, we will develop and implement similar manuals for electronic assets (mainly MCTS-related assets) and for marine and civil infrastructure (mainly fixed and floating aids).  Moreover, during the next couple of years, CCG will develop and implement standardized maintenance plans for shore-based assets.

Commitment	Reference	Lead
2009-2010
Develop standardized engineering and maintenance manuals for selected CCG assets:	AG
Initiate the development an engineering and maintenance manual for marine and civil infrastructure, including communications and training materials.		DG, ITS
Develop the strategy and procedures for the development of maintenance plans for shore-based infrastructure.		DG, ITS
2010-2011
Further develop and implement standardized engineering and maintenance manuals for selected CCG assets:	AG
Publish and implement an engineering and maintenance manual for marine and civil infrastructure.		ACs
Develop an engineering and maintenance manual for electronics and informatics, including communications and training materials.		DG, ITS
Deliver standardized maintenance plans for shore-based infrastructure in accordance with strategy and procedures.		DG, ITS
2011-2012
Implement standardized maintenance plans for shore-based infrastructure in accordance with overall strategies and procedures.		ACs
Ensure the implementation of the engineering and maintenance manual for electronics and informatics.		ACs

Human Resources Initiatives

Lifecycle Management System Guidance Manual

As CCG is committed to learning and development initiatives to ensure the availability of a skilled, well-trained, knowledgeable, and professional workforce, the initial training on the Lifecycle Management System (LCMS) guidance manual, started in 2008-2009, will be completed in 2009-2010. The purpose of this training is to enhance the understanding of Lifecycle Management (LCM) and its processes throughout the CCG workforce. The target audience for this one-day course is non-technical personnel, and the course is a condensed version of the LCMS training given to technical personnel over the past couple of years. Changes will be made to the course outline and content based on feedback and lessons learned in these training sessions.

Commitment	Lead
2009-2010
Provide the required training on the Lifecycle Management System guidance manual.	ACs

The Engineering Community

CCG has committed to develop an Engineering Community Workforce Solution Action Plan in order to address the Engineering Community recruitment and retention issues.  The objective of the Plan is to (a) ensure that valuable corporate knowledge is transferred, (b) further develop skill sets and allow existing engineering personnel to grow within the organization, and (c) recruit university-trained and marine engineers.

Commitment	Reference	Lead
2009-2010
Conduct high level gap analysis related to engineering requirements.		DG, ITS  DG, MCP
Develop an Engineering Community Workforce Solutions Action Plan.		DG, ITS DG, MCP
2010-2011
Implement the Engineering Community Workforce Solutions Action Plan.	AG	DG, ITS DG, MCP

Marine Electronics Development Program

Based on a recent program review, we will look at ways to modify the Marine Electronics Development (MELDEV) Program^[6] to ensure its ongoing success.

^[6] This is an on-the-job training and development opportunity to help participants achieve technical proficiency.

Commitment	Lead
2009-2010
Review the Marine Electronics Development Program for areas of improvements.	DG, ITS

Reinvestment in the Asset Base

The average age and deteriorated physical condition of the asset base is diminishing our assets’ reliability and performance. Operating and maintenance costs are in turn escalating. Effective cost management is further strained by the increasing need to manage both old and new assets, as old technologies are retained even while new technologies are adopted.

The goal of the Coast Guard reinvestment strategy is to refurbish and replace assets that have deteriorated over time. This reinvestment strategy is expected to bring our asset base back to its original baseline operating condition. Improving the condition of capital assets will have a direct impact on the quality and extent of CCG service delivery and the associated ongoing operating and maintenance costs.

We expect to spend $2.2 million in 2009-2010 on reinvestment in the CCG asset base. For a full description and a complete list of projects, see Annex A.

Commissioner’s Commendation Awarded to Samir Gharbi and Bernard Doyon

Samir Gharbi, Project Engineer with our Integrated Technical Services group, recently developed a new squat prediction model that is a vast improvement in the accuracy and efficiency of the table currently in use. The table is used to assist in calculating vessel keel clearance.

Samir produced the new model after extensive on-water testing, in real conditions, and an in-depth analysis of an impressive amount of data. The results of his study will be used to develop both a new keel clearance calculation method and the tools for navigators and marine traffic regulation officers to use it.

The impact of Samir’s project will be significant for navigation, marine safety and pollution prevention. His achievement is recognized as exceptional in a host of ways, including the scope of his on-water testing, the intelligence and innovation of the proposed modeling approach, the precision of his new model, and the scientific rigor with which he has proven it.

With public interest growing in protecting the marine environment, Integrated Technical Services Engineer Bernard Doyon turned his attention to developing an effective approach to recuperating hydrocarbons in ice-congested waters. With climate change, maritime traffic in those conditions is expected to increase in the coming years; his innovation is a timely one and will serve the Coast Guard and Canadians well.

Bernard’s research project is both innovative and appears to be unique in the world. The high level of expertise, professionalism, devotion and determination he demonstrated with this project has positioned the Canadian Coast Guard advantageously as a world leader in the field of hydrocarbon recuperation in ice-congested waters.

Canadian Coast Guard College

The Canadian Coast Guard College is the main operational and technical training facility for CCG.  Its mission is to train and develop marine professionals in support of CCG-mandated programs in marine safety, security, and environmental protection.  As CCG’s training centre of expertise, the College aims to deliver quality, bilingual maritime training and services.

The College offers core national educational programs in four streams:  CCG Officer Training Program (CCGOTP) and continued technical training for seagoing personnel, Marine Communications and Traffic Services (MCTS), Marine Maintenance and Equipment Training (MMET), and Rescue, Safety, and Environmental Response. 

As a residential training facility, the College currently employs approximately 90 people, including 40 instructors and 46 full-time staff dedicated to academic support, general administration and management of the institution, hostelling, and property management.

 Canadian Coast Guard College

Provides these services…	Measured this way…[*]	With these targets…
Trained personnel	Percentage of courses delivered over planned course delivery (CCGOTP)	100%
	Percentage of courses delivered over planned course delivery (MCTS)	100%
	Percentage of courses delivered over planned course delivery (SAR)	100%
	Percentage of courses delivered over planned course delivery (ER)	100%
	Percentage of courses delivered over planned course delivery (MMET)	100%
Qualified personnel	Number of students completing their courses and programs (CCGOTP)	29
	Number of students completing their courses and programs (MCTS)	23
	Number of students completing their courses and programs (SAR)	52
	Number of students completing their courses and programs (ER)	26
	Number of students completing their courses and programs (MMET)	n/a

To achieve this result…	Measured this way…[*]	With these targets…
Qualified marine professionals to deliver CCG programs	Delivery of targets set out in CCG Strategic Human Resources Plan	To be determined

^[*] These are the performance indicators in the CCG Performance Measurement Framework.

Table 14: Number of Candidates at the Canadian Coast Guard College

Program		2009	2010	2011	2012
CCG Officer Training Program (CCGOTP)	Navigation[*]	0[7]	11	21	22
	Engineering[*]	14	12	7	14
Marine Communications and Traffic Services Officer (MCTSO)	English	14	14	15	11
	French	8	9	4	6
Marine Maintenance and Equipment Training (MMET) [**]		154	152	152	152
Rescue, Safety and Environmental Response (RSER)	Search and Rescue Training[***]	68	68	68	68
	Environmental Response[***]	48	48	48	48
Fleet Technical Training		TBD	TBD	TBD	TBD

^[*] Projected Number of Graduates
^[**] Subject to change (increase or decrease), given enrolment and the financial and human resources available.
^[***] These numbers are based on the projected number of courses and number of seats per course. 
^[7] There was no Officer-Cadet intake in 2005.  Accordingly, there were no Ships' Officer graduates in 2009.

Table 15: Coast Guard College Resource Profile, 2009-2010 (thousands of dollars)

Region	Salary	O&M	Total
Canadian Coast Guard College	6,305.7	7,831.8	14,137.6
National Programs	-	-	-
Direct Program Total	6,305.7	7,831.8	14,137.6
Coast Guard Fleet Operational Readiness Allocation	-	-	-
Lifecycle Asset Management Services Allocation	133.1	62.3	195.4
Total Service Cost	6,438.8	7,894.1	14,332.9

Key Initiative

Canadian Coast Guard College Transformation Initiative

In support of improving the national consistency of human resources management, the College focused during 2008-2009 on developing a Transformation Plan.  The Plan is intended as a blueprint for the College and as the multi-year framework within which course development; investment, and infrastructure decisions will be taken.

The Transformation Plan includes an organizational structure to better align the College curriculum with organizational needs.  The Plan focuses on the provision of client-oriented, quality training delivered within available resources.  This structure will improve the overall effectiveness and efficiency of the institution and ensure that employees and resources are focused where they are needed most — in support of the delivery of high-quality CCG training programs. 

Over the next several years, the College will implement the Transformation Plan.  The main goal of transformation is the strategic repositioning of the College to respond to evolving CCG training needs and to support the national interest. Beginning in 2010, the CCGC will increase its annual intake of Officer Cadets from 48 to 64, each year.

The strength of the College will continue to be its professional and dedicated people, who have always been the cornerstone of the institution.

Commitment	Lead
2009-2010
Finalize the College Transformation Plan.	ED, CCGC
2010-2011
Increase Officer Cadet enrolment at the CCG College by 64 beginning September 2010.	ED, CCGC

International Activities

Much of what the CCG does has an international component. We work with organizations from other countries to advance common interests, participate in various international fora, provide expert advice on Coast Guard issues to governments of other countries, and share best practices with the United States Coast Guard and other similar agencies.

The following are just some of our international activities:

• We lead a multi-departmental team at the North Pacific Coast Guard Forum (NPCGF), a six-nation organization working to ensure safe and secure waters in the North Pacific region through enhanced multilateral information sharing. In 2009, Korea will host two meetings, namely the Experts’ meeting (where working groups discuss a range of practical issues), and the Principals’ summit (where the lead representatives of the six member countries review and endorse recommendations). As part of the practical work undertaken under the umbrella of this group, the USCG will host a joint major maritime exercise this year, in which the CCG will also participate. Canada will take its turn as host of the Forum in 2010 by holding the Experts’ meeting in March and the Summit in September. Planning and preparations for hosting both these meetings are already under way.

• We lead a similar multi-departmental team at the North Atlantic Coast Guard Forum (NACGF), a 20-nation group of predominantly European Union nations that also seeks to achieve efficiencies in safety and security in the North Atlantic maritime region. In 2009, CCG will lead the Canadian delegation to the Experts’ meeting and Summit hosted by Iceland. CCG will also participate in a joint search and rescue exercise off Iceland in 2009 based on the scenario of a cruise ship accident and humanitarian assistance.

• We work regularly with international organizations such as the International Maritime Organization (IMO) and the International Association of Lighthouse Authorities (IALA) to develop rules, regulations, policy, and technology for safe and secure transportation on the world’s waterways.  Among other things, these organizations develop and recommend technical standards for aids to navigation and automated identification systems, areas that are essential to CCG’s responsibilities and activities in Canada.

• In addition to their shared maritime interests, the CCG and USCG also share a number of clients and stakeholders and, to that end, perform joint exercises regularly each year to enhance their service delivery. We also hold a Canada-United States Coast Guard Summit annually to provide the national leadership necessary to guide this valuable partnership. Preparations for the 2009 Summit are under way, which the CCG will host in Quebec City.

• We host delegations from foreign Coast Guards as part of our commitment to sharing best practices. In 2009, for example, we hosted a delegation from the Malaysian Maritime Enforcement Agency.

• We recently concluded a Memorandum of Understanding on Assignments with the Korean Coast Guard to promote greater cooperation and mutual understanding between our two Coast Guard agencies. CCG is currently hosting an officer of the Korea Coast Guard in our Pacific Region.

Commitment	Lead
2009-2010
Host Canada-US Coast Guard Summit in Quebec City, Quebec.	Commissioner
Host Experts’ meeting of the North Pacific Coast Guard Forum in Victoria, British Columbia.	AC, Pacific
2010-2011
Host Summit of the North Pacific Coast Guard Forum in Vancouver, British Columbia.	AC, Pacific