ARCHIVED - Canadian Coast Guard Business Plan 2010-2013

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Section 6: Stewardship / Strengthening Management

2009-2010 Accomplishments

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

  • Carried out a national review of issues related to the maintenance of Category II real property sites to identify current practices, and clarify roles and responsibilities.
  • Developed national common practices regarding the Duty to Accommodate and Return to Work protocols.

Communication Protocols

  • Reviewed and provided recommendations on communication protocols applied at Headquarters and throughout regions during emergency situations and other exceptional events.

Strategic Program Framework for CCG’s Maritime Services

  • Conducted a systematic examination of CCG’s maritime services and developed action plans with specific initiatives covering a three-year period.

Stronger Canadian Coast Guard Identity

  • Completed a review, including recommendations, to be used in a decision by Senior Management regarding MCTS and ER operational staff wearing the Coast Guard uniform.

Service Level Agreements with DFO Clients  

  • Signed a new Service Level Agreement between the Coast Guard and Human Resources and Corporate Services (HRCS) in June 2009.

Salary Management Information System

  • Completed training and, application of procedures, is well underway.

Stand-by Arrangements

  • Reviewed regional policies for stand-by arrangements across all directorates and analyzed data to determine best practices and recommend a strategy.
  • Reviewed existing regional warehousing arrangements and analyzed data to determine best practices and recommend a service delivery model.

Good management is essential to delivering quality programs and service and achieving desired outcomes. Coast Guard is accountable for the management of its people, assets and resources, and the Agency listens carefully and responds to the findings of external and internal audits, assessments, reviews, surveys, and other evaluations of its management and stewardship.

As a significant part of DFO, Coast Guard works closely with the Department to strengthen areas identified for improvement in Treasury Board’s annual assessments of management practices. In 2010-2011, Coast Guard will work closely with the Department on common management priorities related to people, assets, information and performance management. In addition, Coast Guard will continue to work toward addressing concerns in the 2007 Report of the Auditor General about inconsistent management practices across the country. Strengthened management will enhance national leadership and the effectiveness of our operations, and it will ensure that CCG operates as a truly national institution. 

Consistent Business Management Practices

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

CCG’s A-Base Review recommended that we assess our relationship with DFO’s Human Resources and Corporate Services (HRCS) to ensure that consistent levels of support are provided to CCG across the regions. In 2008-2009, CCG and HRCS developed a new Service Level Agreement (SLA) that outlines a catalogue of services in the areas of Finance and Administration, Human Resources, Real Property, Safety and Security, and Information Management and Technology and provides performance measures where relevant. The new SLA is an indication of services we are migrating toward as recipients or service providers. In addition, a broad list of recommendations to improve the working relationship and service delivery between CCG and HRCS was articulated. 

To ensure momentum on some of the recommendations, CCG and DFO agreed to focus on joint priorities. For instance, in 2009-2010, a national review of issues related to the maintenance of Category II real property sites has been carried out to identify current practices, clarify roles and responsibilities, and identify further work to be conducted.  In 2010-2011, CCG will focus on implementing the results of the key reviews of warehousing arrangements, duty to accommodate and return to work protocols, and stand-by pay arrangements.

Commitment

Lead

2010 – 2011

 

Implement common practices for the Duty To Accommodate and Return to Work protocols across the Coast Guard.

AC, NL

HRCS

Implement a policy for consistent stand-by arrangements across functions and regions and develop a national communications strategy to ensure consistent application.

ACs

Implement a warehousing service delivery model to align with the CCG/HRCS Service Level Agreement.

ACs

Communication Protocols

In 2009-2010, a CCG working group, with the help of interdepartmental partners, began a review of processes related to emergency preparedness in the CCG regions. This review aims to improve communication processes and protocols throughout CCG, and to provide upper management with the information needed to make quick and well-informed decisions while weighing the political and socio-economic impact of CCG emergency interventions.

  Commitment

In response to…

  Lead

2010-2011

 

 

Implement recommendations after reviewing communication processes and protocols in the field of emergency preparedness. 

A-Base

AC, Quebec

Strategic Program Framework for CCG’s Maritime Services

To strengthen the effectiveness and efficiency of the Coast Guard maritime services, we have developed a Strategic Program Framework (SPF) that is based on the widely accepted federal program management principles outlined in the Government of Canada’s Management Accountability Framework (MAF) (see Annex E). Since 2009, the Framework has been our central focus for systematically reviewing Coast Guard maritime services from a strategic perspective on an ongoing basis.

Using the Framework, we examined Coast Guard maritime services in 2009-2010. Based on this examination, tailored action plans that proposed specific initiatives over three years were developed. These action plans have allowed us to concentrate our efforts on priority areas. We also started to communicate with key partners of our maritime services to reaffirm our common understanding of our respective needs, capacities, roles, responsibilities, and accountabilities in meeting government objectives. In addition, we examined our Performance Measurement Framework and identified ways to improve on our performance indicators. Our SPF-based activities have strengthened our program management, and helped prepare the organization for the Strategic Review, led by Treasury Board, planned for 2010.

In 2010-2011, we will update the maritime services action plans and further enhance our collaboration with key partners. These activities are reflected in Section 5 of this Business Plan. We will also work with the programs serving external clients to examine clients’ priority areas, programs’ overall performance, clients’ needs for the future; this will prepare us for the work ahead and for our Strategic Review. In addition, we will use the results of our 2009 examination, to analyze the operations of Coast Guard maritime services region by region, examining procedures and services to ensure that they are delivered nationally on a consistent basis.

In 2011-2012, we will conduct a second SPF-based examination of Coast Guard maritime services, focussing on specific elements of the Framework that will further improve the performance of our programs. 

Commitment

Lead

2010-2011

 

Examine priority areas, overall performance, and future needs for Coast Guard maritime services.

DG, MS

Analyze the operations of Coast Guard maritime services, region by region, and ensure that procedures and services are delivered nationally on a consistent basis.

DG, MS

2011-2012

 

Complete an SPF-based systematic examination of all Coast Guard maritime services, and update each action plan accordingly.

DG, MS

Stronger Canadian Coast Guard Identity

While the red and white hulls of Coast Guard vessels are easily recognized by most Canadians, CCG is pursuing other ways to deepen Canadians’ understanding of the scope and impact of our work, to strengthen our identity, and to celebrate the things that make CCG a proud national institution.

The absence of a national brand and national outreach and communications tools has blurred Canadians’ recognition and understanding of the Coast Guard. Therefore, as first noted in the 2008-2011 Business Plan, we will solidify our brand and contribute to our national-institution objective by developing national standards for our printed publications, as well as other products that reflect our visual identity. In 2010-2011, we will develop a national standard for the look and feel, including graphics, for all CCG printed material. Also absent is a national, corporate strategy to internal communications; a strategy to enable a consistent approach to connecting with staff will be addressed in 2010-2011.

January 2012 will mark a significant milestone in the evolution of the Coast Guard. Fifty years after its establishment, CCG will celebrate its golden jubilee with a series of events and activities. A fitting approach and products to mark this important anniversary will be identified and developed in 2011-12.

Commitment

Lead

2010-2011

 

Develop national standards for print publications and other products.

DG, IBMS

Develop a corporate internal communications strategy to ensure a consistent national approach to connecting with employees

DG, IBMS

 

2011-2012

 

Develop a strategy and the requisite products to celebrate Coast Guard’s 50th anniversary in 2012.

DG, IBMS

Efforts by the Canadian Coast Guard to increase its visibility and identity through a stronger national web presence continued during 2009-2010. The achievements of the previous year included compliance with government common look and feel standards, organization of the functional and regional sites, and the creation of a governance structure to ensure a viable and enduring web presence for CCG.

In 2009-2010, we implemented the web governance model by establishing a formal committee structure with roles and responsibilities that operates under the auspices of the CCG Management Board. In addition, web publishing processes are being refined and standardized by a CCG Web Implementation Working Group. Furthermore, we are creating a CCG web vision to guide us in maturing the CCG web presence. The web vision will be further defined and implemented in 2010 -2011.

Commitment

Lead

2010-2011

 

 Develop a CCG web vision and a proposal for a sustainable Internet presence for CCG.

DG, IBMS

 

Service Level Agreements with DFO Clients

In 2008-2009, the Canadian Coast Guard developed Service Level Agreements (SLAs) between Fleet and DFO Oceans and Science Sector* and DFO Ecosystems and Fisheries Management Sector** – Conservation and Protection. In 2009-2010, implementation of these SLAs began as a pilot project that included the development, testing, and modification of effective performance measures. In 2011-2012, the SLAs will be finalized for use on an ongoing basis. CCG already maintains formal service agreements with clients external to the Department (see here for more information on our clients and the services provided).

To increase transparency and internal accountability, CCG in 2010-2011 will be looking to formalize the levels of service Fleet provides to Maritime Services (Aids to Navigation, Icebreaking, Search and Rescue, and Environmental Response).

Commitment

In response to…

 Lead

2010-2011

 

 

Develop a Service Level Agreement between Maritime Services and Fleet.

 

DG, Fleet

DG, MS

 

2011-2012

 

 

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

Implement Service Level Agreement between Fleet and Maritime Services.

 

DG, Fleet

DG, MS

* formerly DFO Science
** formerly DFO Fisheries and Aquaculture Management

Commissioner's Commendations Awarded to Brenda Reynolds

During the past 10 years, Brenda Reynolds has been the driving force behind two major initiatives: the DFO/CCG Fleet merger and the development of the Early Conflict Resolution pilot projects. Both these initiatives affected Coast Guard Pacific Region and played an influential role nationally as Brenda shared her expertise, best practices and visions with her counterparts across the country. 

Vija Poruks, Brenda Reynolds
Left to right: Vija Poruks (AC, Pacific), Brenda Reynolds.