1.0 Priorities

1.1 Strategic Priorities

The Coast Guard is responding to risks and challenges with the following strategic priorities: Asset Renewal, The Arctic, Environmental Response, Maritime Security, and e-Navigation.

1.1.1 Asset Renewal

As an operational agency, the Coast Guard relies heavily upon its fleet and shore-side assets to deliver maritime programs and services critical to Canadians.

CCG manages a substantial base of physical and technical assets with a replacement value of well over $14 billion. These assets include a fleet of small, medium, and large vessels and helicopters, land- and water-based assets other than vessels such as navigation aids and communication towers, a fleet of land-based vehicles, cranes and forklifts, program-specific information systems, and assets and facilities used in support of CCG’s training needs at the Coast Guard College in Sydney, Nova Scotia.

Although these assets are critical to the delivery of our programs and services, they are generally old, having a historic cost of a little over $2 billion. The ages of many of our fleet and shore-based assets now exceed their original design lives. Maintaining and replacing these assets is therefore vital to ensuring that CCG is able to meet current and anticipated future service demands.

A. Coast Guard's Fleet Renewal Initiatives

Objective: To renew the CCG fleet of vessels and helicopters so that CCG can continue to meet the current and future on-water requirements of the Government of Canada.

2011-2012
Commitment Lead Criteria Results Achieved / Status
Advance the development of the Canadian Coast Guard Fleet Renewal Plan. Deputy Commissioner (DC), Vessel Procurement (VP) Green The Fleet Renewal Plan is updated regularly in line with Government directions and to reflect Coast Guard’s changing environment and evolving priorities.
Engage stakeholders on CCG future vessel needs. DC,VP Green In updating the Fleet Renewal Plan, Coast Guard consulted with external stakeholders, including PWGSC, DND and Industry Canada (Shipbuilding and Repair, Industrial Marine Industry sector and Industrial & Regional Benefits).
Develop a Project Management Framework for CCG procurement. DC, VP Green A Project Management Framework for CCG procurement is completed.
Develop an action plan to implement the Project Management Framework. DC, VP Green An action plan to implement the Project Management Framework is completed.

B. Procurement of New and Replacement Vessels

Objective: To procure new vessels to replace those that are beyond their useful life.

2011-2012
Commitment In response to... Lead Criteria Results Achieved / Status
Mid-shore Patrol Vessels Deliver the first Mid-Shore Patrol Vessel.

AG

A-base

DG, Major Crown Projects (MCP) Yellow The first vessel is expected to be delivered by July 2012. There has been a schedule adjustment for the MSPVs as a result of required design changes, and first-of-class related construction challenges.
Offshore Fisheries Science Vessels Complete design of the Offshore Fisheries Science Vessels. DC, VP Green The design of the OFSV is completed.
Offshore Fisheries Science Vessels Seek Treasury Board Effective Project Approval and authority to contract for construction under the National Shipbuilding Procurement Strategy. DC, VP Yellow Discussions with Vancouver Shipyards Inc. were able to commence only after signing of Umbrella Agreement on February 14. Therefore, Treasury Board Effective Project Approval and authority to contract for construction under the National Shipbuilding Procurement Strategy is delayed to 2012/13.
Offshore Oceanographic Science Vessel Complete design of the Offshore Oceanographic Science Vessel.

AG

A-base

DC, VP Green The design of the OOSV is completed.
Offshore Oceanographic Science Vessel Seek Treasury Board Effective Project Approval and authority to contract for construction under the National Shipbuilding Procurement Strategy.

AG

A-base

DC, VP Yellow Discussions with Vancouver Shipyards Inc. were able to commence only after signing of Umbrella Agreement on February 14. Therefore, Treasury Board Effective Project Approval and authority to contract for construction under the National Shipbuilding Procurement Strategy is delayed to 2012/13.
Polar Icebreaker Award the contract for the design of the Polar Icebreaker.

AG

A-base

DC, VP Green The design contract was awarded to STX Canada Marine from Vancouver, British Columbia in November 2011.
Air Cushion Vehicle Manage construction of the ACV.

AG

A-base

DC, VP Green The ACV is currently under construction, and is expected to be delivered in fall 2013.
Environmental Response Barges and Near-Shore Fisheries Science Vessels Deliver the remaining 14 environmental response barges. DG, ITS Green The delivery of the remaining 14 barges is completed.
Environmental Response Barges and Near-Shore Fisheries Science Vessels Deliver the three Near-Shore Fisheries Science Vessels. DG, ITS Red None of the vessels have been delivered this fiscal year due to construction delays. These delays are attributed to a number of factors, the most significant being the development and negotiation of a number of complex design changes. All three vessels are expected to be delivered in Fiscal Year 2012/2013

C. Coast Guard's Shore-Based Asset Renewal Initiative

Objective: A 15-year plan for capital investments required to ensure the reliability and availability of CCG’s shore-based assets to meet the current and future needs of the Aids to Navigation and Marine Communications and Traffic Services programs

2011-2012
Commitment Lead Criteria Results Achieved / Status
Publish the Long-term Plan for Shore-based Infrastructure.

DG, MS
DG, ITS

Red The Shore-based Asset Renewal Framework describing the vision, direction and guiding principles for renewing CCG’s shore-based assets has been completed. An action plan has also been completed to further guide the development and implementation of the Shore-based Asset Renewal Plan.

D. Improve Asset Maintenance

Objective: Improve asset maintenance practices to ensure that capital investments (as well as existing program assets) remain available and reliable over the duration of their intended operational life.

2011-2012
Commitment In response to... Lead Criteria Results Achieved / Status
Prioritize technical training requirements and establish learning objectives. DG, ITS
Yellow Technical Training Requirements were established but not approved by the National Management Committee as current regional differences in available course content will require a more precise definition of technical training elements than originally thought.
Expand distribution and use of Maintelligence for maintenance management and inventory control. AG AC, C&A Green

MainTelligence is now installed and in use aboard all large CCG Vessels. Computer based training modules were released in October 2011 and distributed to vessels.

As of February 29, 2012 the inventory module has been implemented on five (5) large vessels and training has been delivered to a total of 59 personnel.

Deploy MAXIMO version 7. AG DG, ITS Green MAXIMO version 7 was deployed on October 18, 2011.
Deliver MAXIMO training sessions on MAXIMO version 7 to regional ITS staff. AG ACs Green The new version of MAXIMO 7 was deployed Oct 18/11 in all regions. Training sessions have been and continue to be deployed as necessary to all user locations in support of the upgrade to V7.
Deliver MAXIMO training sessions on MAXIMO version 7 to HQ ITS staff. AG DG, ITS Green Maximo v7 training sessions were provided to HQ staff. Ongoing training is offered via computer based training.

1.1.2 The Arctic

CCG’s plays a key role providing service in the Arctic and to Northern Canadians. Our objective is to develop integrated Arctic strategies for DFO and the Coast Guard, while ensuring continued implementation of current Northern initiatives in support of the government.

2011-2012
Commitment Lead Criteria Results Achieved / Status
Commitments located in other sections of the Business Plan

1.1.3 Environmental Response

Re-invigoration of the Environmental Response Program is a key priority of the Canadian Coast Guard. Recent audits of the program have identified several areas of deficiency that must be addressed in order to ensure support Canada’s overall capacity to prepare for and respond to a marine pollution event in Canada. The Coast Guard takes these audit recommendations seriously, and is working diligently to ensure tangible progress in responding to the audits. A new Environmental Response Branch has been created to ensure a dedicated focus on strengthening the program and addressing the audits. In addition, the program is taking into consideration lessons learned from other major marine pollution events, such as the Deepwater Horizon oil spill in the Gulf of Mexico.

2011-2012
Commitment In response to... Lead Criteria Results Achieved / Status
Develop and begin implementation of an Integrated Management Action Plan to address recommendations from the audits and initiate a process to report on progress to the CESD.

DFO and
CESD audits

DG, MS Green An integrated Management Action Plan has been developed and implementation to address recommendations from the Commissioner of the Environment and Sustainable Development (CESD) and internal Fisheries and Oceans Canada audits has begun. The Program will report on progress to the CESD through an established internal reporting process. It will take several years to completely implement the action plan.
Promote and foster a whole of government approach to marine pollution prevention, preparedness, response and recovery. CESD audit DG, MS Green The Canadian Coast Guard continues to co-chair the Director General Interdepartmental Marine Pollution Committee (IMPC). The Coast Guard participates on all IMPC sub-committees and works collaboratively with all partners to ensure a “whole of government” approach to marine pollution prevention, preparedness, response and recovery.
Develop a set of crisis leadership competencies for CCG senior management, and identify training opportunities for those CCG senior managers who may be called on in a large marine pollution response.

DG, MS
AC, Maritimes

Green Draft crisis leadership competencies for CCG senior management have been developed and are currently undergoing a challenge/validation process. Plans are in place to identify training opportunities once the crisis leadership competencies are finalized.
Review the Response Management System to ensure it can support a multi-party response to a major spill. CESD audit DG, MS Green

A review of the Response Management System (RMS) has been completed.

Preliminary analysis indicates it would be advantageous to migrate to the internationally accepted Incident Command System. Work is underway to determine an implementation plan.

1.1.4 Maritime Security

National security is a fundamental role of a federal government and a priority for the Government of Canada. An enhanced level of security in Canada’s marine transportation system strengthens Canada’s capacity to address national and international concerns with respect to maintaining an acceptable level of security in the maritime domain. In support of national security, CCG uses its vessel fleet, on-water expertise, policy know-how and extensive vessel monitoring systems to:

  • Enhance awareness of possible maritime security threats;
  • Support on-water law enforcement and responsiveness; and
  • Enhance collaboration with departments and agencies throughout the maritime security community.
2011-2012
Commitment Lead Criteria Results Achieved / Status
Finalize and implement a communications strategy for Maritime Security. Deputy Commissioner, Operations Yellow Maritime Security has completed a communications strategy and is in the process of implementing many activities identified within it, for example improving web presence and developing communications tools. Implementing the strategy will continue into 2012-13.
Lead an interdepartmental effort for the development of options to provide CCG with the means to play a more significant role in enforcing Canadian law and in protecting our national security. Commissioner, Deputy Commissioners Green The Coast Guard led the interdepartmental effort to review and develop options for providing CCG with a more significant role in maritime security and law enforcement activities. Next steps will be dependant upon government direction.

1.1.5 e-Navigation

CCG has a strong leadership role in the development and implementation of e-Navigation across the country. Our goal is to implement e-Navigation in a coordinated and organized manner in Canada, in collaboration with multiple federal departments and shipping industry in order to enhance safety, increase environmental protection, and have a positive economic effect.

2011-2012
Commitment In response to... Lead Criteria Results Achieved / Status
Complete a report on the assessment performed in 2011-2012 concerning the e-Navigation data sources and services and on the development of a national e-Navigation portal. AG

DG, MS
DG, ITS

Green

An analysis of the availability of the e-Navigation data sources and a national e-Navigation web page were completed and documented in a report.

http://www.ccg-gcc.gc.ca/e-navigation

A national e-Navigation portal is under preparation.

Continue to work collaboratively on the e-Navigation phase II project – evaluation of dynamic under keel clearance systems developed by external firms, for use in the St. Lawrence River shipping channel. AG AC, Quebec Green

Quebec Region has continued its collaboration with the St. Lawrence Economic Development Council (RMS), the Port of Montreal and other stakeholders on the evaluation of the dynamic under keel clearance systems, developed by < International. A final report on the evaluation of the system from OMC International has been tabled.

The system will be tested in spring while maintaining the current system and methods to better compare them.

1.2 Management Priorities

1.2.1 Workforce Management

The strength of the Canadian Coast Guard (CCG) is its dedicated and professional employees. Our people are what shape CCG into the organization it is today. In fact, investments in our workforce will continue and, over the next three years, CCG will focus on fostering a qualified and representative workforce, developing and supporting people, and demonstrating fair and effective management.

A. A Qualified and a Representative Workforce

Objective: To maintain a qualified workforce and develop a diversified organization as increasing numbers of experienced CCG employees become eligible for retirement and the Canadian population continues to become more diversified.

2011-2012
Commitment In response to... Lead Criteria Results Achieved / Status
Evaluate effectiveness of the revamped Careers Page on the CCG Website. DG, Integrated Business Management Services (IBMS) Green

The Careers page viewership is evaluated throughout the year using a Google Analytics tool and content is also reviewed and updated to ensure accuracy of information.

Since the launch of the revamped site, viewership has increased six fold.

Implement the Third Class Engineer Certification module of the Ships’ Crew Certification Program. DG, Fleet Yellow The module was developed. Implementation will continue in the fall of 2012 through a pilot in the Quebec region.
Implement CCG commitments stemming from the new 2011-2014 DFO Employment Equity Action Plan. 2008-2011 DFO EE MAP CCG MB Members Green The DFO 2011-2014 EE AP was approved in November 2011 and included two CCG specific goals for 2011-2012 which have been successfully implemented. The two goals were to reduce representation shortfalls through targeted recruitment and retention of designated group members and to increase the recruitment and retention of Aboriginal people as Ships’ Officers on CCG vessels
Implement the Operational Women’s Network. 2008-2011 DFO EE MAP DG, Fleet Green The Operational Women’s Network website and forum are now active and moderated. Women of the CCG have been invited to join and participate in this voluntary network and communication tool.
Participate in an Aboriginal Bridging Pilot Project to recruit students into the Canadian Coast Guard Officer Training Program. 2008-2011 DFO EE MAP ED, College Green 17 Aboriginal Youth from Cape Breton Island, participated in a Pilot Project from May 24 – July 15, 2011. The objective of the pilot project was to create awareness of Coast Guard training and career opportunities.

B. Develop and Support People

Objective: To implement a nationally consistent and structured approach for new and current employees in terms of learning and training.

2011-2012
Commitment In response to... Lead Criteria Results Achieved / Status
Implement ENG-03 Coaching and Mentoring Program. PSES DG, ITS White At mid-year review, it was agreed that this project would be put on hold as the resource assigned had been re-assigned to other priorities. This initiative will be completed in FY 2012/2013
Launch the CCG Orientation Program for all new employees. DG, IBMS Green On-line version of the program was launched nationally in Spring 2011. CD versions were also distributed to regions for seagoing personnel who do not have access to internet.
Implement the Continuous Proficiency Training (Refresher) Course for MCTS Officers. AG

DG, MS
ED, College

Green Three Continuous Proficiency Training (refresher) courses for MCTS Officers were delivered as planned.
Develop the expansion of the Leadership Development Pilot Program to include the Canadian Coast Guard College and the National Capital Region. PSES AC, NL Green The Leadership Development Program was assessed and expanded to include the College and HQ. The program criterion was approved by Management Board. The Program is on hold pending an assessment of the impacts of the 2012-13 Federal Budget.
Provide opportunities to improve College employees’ official language competencies. ED, College Green

During the summer of 2011, the College offered a five-week intensive French language program for employees (beginner, intermediate and advanced levels).

Daily lunch-time French language classes are available to all employees to maintain and develop their French language skills in an informal setting.

Two employees participated in a three-week intensive immersion program in Northern Quebec in January 2012.

C. Fair and Effective Management

Objective: To improve national consistency of human resources management through Standard Organization and more transparent staffing practices.

2011-2012
Commitment In response to... Lead Criteria Results Achieved / Status
Continue transition to Standard Organization.

AG
PSES

CCG MB members White As of mid-year (2011-2012), the approved Standard Organization had been largely implemented. At that time, Management Board agreed that the new operational and resource constraints would result in the need for further organizational adjustments thus resulting in the closure of this initiative.
Evaluate the Performance Review System and develop an action plan to improve its effectiveness. PSES DG, IBMS Yellow The Performance Review System was evaluated. A report and presentation with recommendations will be developed for Management Board.
Continue implementation of the Coast Guard College Transformation Plan. ED, College Green

The College transformation initiative is on schedule within identified timelines.

The completion of the College Transformation Plan has resulted in improved governance frameworks and an organizational structure ready to respond to the training needs of the CCG.

It has established the College’s capacity to offer specialized bilingual maritime training for CCG in support of mandated programs and services.

Develop a CCG operational training governance framework.

ED, College DG, Fleet
DG, ITS
DG, MS

Yellow Terms of reference document was accepted by Canadian Coast Guard Management Board in Nov 2011. A Working Group and Steering committee have been identified and some information received.

1.2.2 Consistent Business Management Practices

A. Modernization of the Business Management and Resource Allocation Process

Objective: To ensure that CCG’s business and resource management framework be reviewed and modernized so that available resources are allocated, monitored and reallocated as warranted, to the strategic priorities of the organization.

2011-2012
Commitment Lead Criteria Results Achieved / Status
Assess, modify and initiate implementation of the business management and resource allocation process for CCG. DG, IBMS White A decision to reassign resources to higher priorities was approved during the year. The overall project remains a priority for the Coast Guard and further activities will be undertaken in 2012/2013.

B. Service Level Agreements with DFO Clients

Objective: Service Level Agreements provide increased transparency and internal accountability. There are a number of formal service agreements between Fleet and its clients. Our goal is to finalize and implement Service Level Agreements with DFO clients.

2011-2012
Commitment In response to... Lead Criteria Results Achieved / Status
Finalize Service Level Agreements with DFO Oceans and Science and DFO Ecosystems and Fisheries Management for use on an ongoing basis, based on the outcome of the pilot.

A-Base

AG

DG, Fleet White

There was mutual agreement with clients to postpone this deliverable due to other priorities.

SLA negotiations will take place in FY2012-13.

The current SLA will be used to manage program requirements until new SLAs are completed using the outcome of the 3-year pilot project.

Implement Service Level Agreement pilot between Fleet and Maritime Services for 2011-2012.

DG, Fleet
DG, MS

Green An SLA has been agreed to and as part of the Service Level Agreement: regular meetings have been established to monitor results.
Develop performance measures within Service Level Agreement pilot between Fleet and Maritime Services.

DG, Fleet
DG, MS

Green A Performance Measurement Strategy including indicators, targets, sources of data and responsibility for data collection and reporting has been developed. The strategy will be reviewed regularly to ensure the best information possible is available to monitor and evaluate performance and to help inform business decision making.

C. Stronger Canadian Coast Guard Identity

Objective: To increase CCG visibility and identity through a stronger national web presence.

2011-2012
Commitment Lead Criteria Results Achieved / Status
Implement the approved Internet sustainability option and accompanying projects. DG, IBMS Green In December 2011, Management Board reviewed the proposed sustainability options and decided to maintain current resourcing levels until an additional analysis could be completed and Budget 2012 is released. All approved 2011-12 priority projects, including the creation of a 50th Anniversary web presence, the establishment of a national media gallery and an update of all internet content to meet the new accessibility standards, have been fully implemented.

1.2.3 Strategic Program Framework for CCG’s Maritime Services

Objective: CCG will strengthen the effectiveness and efficiency of its maritime services through the development of a Strategic Program Framework, based on the Management Accountability Framework (MAF). The Strategic Program Framework allows for systematically reviewing Coast Guard maritime services programs from a strategic perspective on an ongoing basis.

2011-2012
Commitment Lead Criteria Results Achieved / Status
As part of the SPF-based examination of all Coast Guard maritime services, develop a risk management framework and methodology for CCG maritime services programs to enhance program management and support decision-making. DG, MS Green The previously developed Maritime Services (MS) Risk Management Guidelines have been re-established in support of a larger Risk Management Framework. More work will be done in the coming years to validate the methodology in the “Guidelines” and to improve and implement the other elements of the Risk Management Framework. The methodology has been applied to issues such as the MCTS optimum scheduling implementation.

1.2.4 CCG 50th Anniversary

CCG will celebrate its Golden Jubilee by building and strengthening Canadians’ awareness of who we are and what we do.

2011-2012
Commitment Lead Criteria Results Achieved / Status
Develop a national strategy, focusing on special events, commemorative products and promotional materials, to celebrate Coast Guard’s 50th anniversary in 2012. DC, Ops Green A strategy was deployed to promote the CCG's 50th Anniversary by building and strengthening Canadians' awareness of CCG (outward focus) and to honour the service and loyalty of our staff (inward focus). A National Working Group developed a calendar of events and activities across the country that engaged the general public, our government partners, industry, parliamentarians and our staff.
Initiate implementation of national strategy. DC, Ops Green

Implementation of the national strategy took place. A calendar of events has been planned throughout the year and across the country to commemorate the 50th Anniversary. For example, a Gala was organized in the National Capital Region on February 4 with several VIP guests.

Anniversary promotional items, commemorative products and merchandise were produced and were available for sale and distribution during the year. Canada Post, for instance, created a stamp featuring CCGS Louis S. St-Laurent. The Bank of Canada also honoured the CCG by issuing a new $50 bill depicting the CCGS Amundsen.