ARCHIVED - Investment Plan 2010/11 -2014-15
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Message from the Commissioner
It is an honour to present this, the first Integrated Investment Plan (IIP) of the Canadian Coast Guard (CCG), representing a new approach to investment planning within the Agency. The CCG has been working to strengthen its strategic and long-term governance approach for investment planning. My predecessor, George Da Pont, led this great organization for close to five years. Among his many achievements before his departure in late June was to establish the IIP; I wholeheartedly support the course this initial plan sets out for the organization.
The IIP is aligned with federal government direction calling on departments and agencies to ensure that their investment decisions reflect the highest priorities, contribute to strategic decision making and governance, and ensure value for Canadians.
Among our key initiatives, we have revised the Fleet Renewal Plan and identified the needs and priorities for the CCG Fleet over a 30-year horizon, recognizing that it is the primary platform for CCG program delivery. To ensure successful delivery on this important initiative, we have put in place an organization dedicated to delivering these complex vessel procurement projects. On a more immediate horizon, the CCG Business Plan 2010-2013 identifies the operational priorities and objectives towards which the CCG will strive over the next three years. One such priority is to gain a better understanding of the condition of our shore-based assets.
This Integrated Investment Plan builds on, and is a companion to, these planning initiatives. It recognizes that to support the delivery of programs to Canadians and meet the CCG’s national and international commitments, investment in vessels and shore-based infrastructure must be targeted and strategic.
Our planned investments are reflective of the priorities identified in the Business Plan; however, under the investment planning lens, our clients’ needs are considered over a longer term horizon. Without sustained investment in the Agency’s asset base, our ability to deliver on our mandate erodes over time.
As we move forward with our planned investments, CCG needs to carefully consider the value of maintaining old assets alongside new ones. We have struggled with our ability to divest old technology, which reduces the benefits we realize from new technology. Nevertheless, the investments proposed in this plan are carefully chosen to maximize capabilities within available resources.
Integrated investment planning is a critical activity that ensures our ongoing ability to deliver the highest quality of service to Canadians. We look forward to building on the lessons learned from this first iteration of the Integrated Investment Plan to ensure effective allocation of our resources to the highest priorities of the Canadian Coast Guard and its clients.
Commissioner, Canadian Coast Guard
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