ARCHIVED - Canadian Coast Guard Agency 2011–2012 Mid-Year Review

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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.

Commitment Lead Criteria Results Achieved/Status
Advance the development of the Canadian Coast Guard Fleet Renewal Plan. DC, 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 Yellow A Preliminary Project Management (PM) Framework has been developed.

Other priority projects over the first half of the year diverted limited resources from this project, however, a working group was recently created to further advance key milestones.
Develop an action plan to implement the Project Management Framework. DC, VP Yellow Standardization of PM practices continues with the development of an implementation plan to be delivered by the working group this FY.
B. Procurement of New and Replacement Vessels

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

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) Green The first vessel is expected to be delivered by March 2012.
Offshore Fisheries Science Vessels
Complete design of the Offshore Fisheries Science Vessels.   DC, VP Green The design contract is scheduled to be completed by fall 2011.
Seek Treasury Board Effective Project Approval and authority to contract for construction under the National Shipbuilding Procurement Strategy.   DC, VP Green Treasury Board Effective Project Approval and authority to contract for construction under the National Shipbuilding Procurement Strategy are expected to be sought in spring 2012.
Offshore Oceanographic Science Vessel
Complete design of the Offshore Oceanographic Science Vessel. AG A-base DC, VP Green The design contract is scheduled to be completed by fall 2011.
Issue a competitive Request for Proposal, and award a contract to design an Offshore Oceanographic Science Vessel. AG A-base DC, VP Green Treasury Board Effective Project Approval and authority to contract for construction under the National Shipbuilding Procurement Strategy are expected to be sought in spring 2012.
Polar Icebreaker
Award the contract for the design of the Polar Icebreaker. AG A-base DC, VP Green The design contract is expected to be awarded 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 Construction of all remaining barges continues on schedule for delivery this fiscal year as planned. To date 9 barges have been delivered, 3 are waiting sea trial for final payment and the remaining 3 are 85 percent constructed and on schedule for delivery this fiscal year.
Deliver the three Near-Shore Fisheries Science Vessels.   DG, ITS Red None of the vessels will be delivered this fiscal year due to construction delays and anticipated ice conditions which will likely delay sea trials until the early spring.
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.

Commitment Lead Criteria Results Achieved/Status
Publish the Long-term Plan for Shore-based Infrastructure. DG, MS
Yellow An outline for the “Shore-based Asset Renewal Plan” has been prepared. On target for the drafting of an initial plan, based on the Maritime Services Vision and the previously drafted Shore-based Asset Condition Reports. There is a risk that the final plan will not be ready before year end.
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.

Commitment In response to… Lead Criteria Results Achieved/Status
Prioritize technical training requirements and establish learning objectives.   DG, ITS 
DG, Fleet
Green The list of MCI Technical Training courses has been identified. As well the list of Electronic and Informatics (E&I) Technical Training courses has been compiled (for ship board electronics) and is under review by the Life Cycle Manager. Next steps for both are to review and seek approval of the National Management Committee (NMC).
Expand distribution and use of Maintelligence for maintenance management and inventory control. AG AC, C&A Green Completed user training on MAINTelligence inventory module for regional personnel.

The MAINTelligence Computerized Maintenance Management System is installed and in use aboard 51 CCG Vessels.

The MAINTelligence Inventory Module (IM) trial aboard one CCG vessel was successfully completed. Now proceeding with the implementation of the IM aboard 5 large vessels this FY.
Deploy MAXIMO version 7. AG DG, ITS Green The upgrade to MAXIMO v7 is underway will GO-LIVE on October 18, 2011.
Deliver MAXIMO training sessions on MAXIMO version 7 to regional ITS staff. AG ACs Green The new version of MAXIMO v7 has been deployed October 18, 2011. Face to face and remote training sessions are now being provided to all regions in support of the MAXIMO upgrade to version 7.
Deliver MAXIMO training sessions on MAXIMO version 7 to HQ ITS staff. AG DG, ITS Green This training has been scheduled for November, 2011.

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.

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.

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 to address and track progress against internal and the Commissioner of the Environment and Sustainable Development (CESD) audits and an interdepartmental mechanism to proactively report back to CESD is well under development.
Promote and foster a whole of government approach to marine pollution prevention, preparedness, response and recovery. CESD audit DG, MS Green Coast Guard co-chairs with Transport Canada the Director General Interdepartmental Marine Pollution Committee (IMPC). The IMPC reports key issues and progress to the Assistant Deputy Minister’s Emergency Management Committee. Sub-committees of the IMPC have been created and work plans developed. A 1-day Interdepartmental Marine Pollution Committee (IMPC) workshop was held in June 2011.
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. AG DG, MS
AC, Maritimes
Green The development of crisis management leadership competencies for the CCG is on track. A project outline has been created to develop competencies and suggested training opportunities for senior management. External partners who can contribute to the project have been engaged (Public Safety, Canada School of Public Service, College of Emergency Management, Transport Canada, Environment Canada).
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.

As a next step, further consideration of the benefits and challenges related to the application of the Incident Command System within the Environmental Response Program will be undertaken.

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.

Commitment Lead Criteria Results Achieved/Status
Finalize and implement a communications strategy for Maritime Security. Deputy Commissioner, Operations Green Maritime Security has completed a communications strategy and is in the process of implementing many activities identified within it, for example improving web presence, providing staff with communications tools, etc.
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 has established an interdepartmental working group which is in the process of developing options for providing CCG with a more significant role in maritime security and law enforcement activities.

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.

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
Green An analysis of the availability of the e-navigation data sources is currently being performed and a national e-navigation portal is under preparation. The findings emanating from these two tasks will be put in a report, to be prepared by the end of March 2012.
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 (SODES), the Port of Montreal and other stakeholders on the evaluation of the dynamic under keel clearance systems, developed by OMC International. A report on the evaluation of the system from OMC International will be finalized by the end of March 2012.

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.

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
Green Content is evaluated using Google Analytic reports and revised to ensure effectiveness. There were 515,000 visits between October 2010 and October 2011, representing an increase of 20% from the year before.
Implement the Third Class Engineer Certification module of the Ships’ Crew Certification Program.   DG, Fleet Green Third class Engineer Certification module will be completed by end of fiscal.

1st Class Marine Engineer with experience as an Engineering Instructor at CCG College, Sydney, NS has been seconded to Fleet HQ to complete the course syllabus and requirements for accreditation. This phase will be completed by end of December 2011.

Second module - Storesman and Logistics Officer Qualifications - will be completed by end of fiscal year.

Implementation of the two modules, including decision on where training will be during FY 2011–2012.
Implement CCG commitments stemming from the new 2011-2014 DFO Employment Equity Management Action Plan. 2008–2011 DFO EE MAP CCG MB Members Yellow The DFO 2011–2014 EE MAP has not been finalized; as a result CCG is unable to assess.
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.

Commitment In response to… Lead Criteria Results Achieved/Status
Implement ENG-03 Coaching and Mentoring Program. PSES DG, ITS Yellow On hold as the resource assigned has been re-assigned to a departmental priority. Work is expected to resume in Dec.
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 Implement the Continuous Proficiency Training (Refresher) Course for MCTS Officers. Green Three courses are scheduled with the first to be offered in October 2011.
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 Documentation completed for expansion of the Program to include the CCG College and National Capital Region.
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.

French language classes are offered at the College for employees at beginner, intermediate and advance levels.

Daily lunch-time French language classes are available to all employees to maintain and develop their French language skills in a fun and informal setting.
C. Fair and Effective Management

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

Commitment In response to… Lead Criteria Results Achieved/Status
Continue transition to Standard Organization. AG
CCG MB members Red At the end of the second year of transition, approximately 66% of all Standard Organization work descriptions were classified and implemented.

Delays in implementation and current fiscal budgetary reductions will prevent CCG from fully implementing its Standard Organization. As such, the affordability of the organization is being reviewed.
Evaluate the Performance Review System and develop an action plan to improve its effectiveness. PSES DG, IBMS Green A work plan is in place for the review of the Performance Review System (PRS) to develop an action to improve its effectiveness. All work will be completed by March 30, 2012.  
Continue implementation of the Coast Guard College Transformation Plan.   ED, College Green The College transformation initiative is on schedule within identified timelines.
Develop a CCG operational training governance framework.   ED, College
DG, Fleet
Yellow Terms of reference document has been drafted and is scheduled for presentation to Canadian Coast Guard Management Board. Pending the outcome of the presentation, and if endorsed, this commitment is scheduled to move ahead and be developed this fiscal year.

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.

Commitment Lead Criteria Results Achieved/Status
Assess, modify and initiate implementation of the business management and resource allocation process for CCG. DG, IBMS Yellow There is some risk that this commitment will not be met. Other priority projects over the first half of the year diverted limited resources from this project. It is expected that an analysis and identification of required modifications can be completed by year-end. Depending on the results of the analysis, implementation may not be initiated this year.
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.

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 Green In the final year of the pilot. Outcomes are being assessed as planned.
Implement Service Level Agreement pilot between Fleet and Maritime Services for 2011–2012.   DG, Fleet
Green An initial 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
Green Work on the Performance Measurement Strategy has started.
C. Stronger Canadian Coast Guard Identity

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

Commitment Lead Criteria Results Achieved/Status
Implement the approved Internet sustainability option and accompanying projects. DG, IBMS Green Sustainability options and projects have been drafted and awaiting presentation to Management Board. Priority projects, e.g., Web Content Accessibility Guidelines compliance and photo gallery are in process and on time.

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.

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 Yellow The previously developed Maritime Services (MS) Risk Management Guidelines have been re-established as the Risk Management Framework. The methodology has been applied to issues such as the MCTS optimum staffing implementation and will also be used for the evaluation of the 2012-2013 MS Programs Fleet Planning Scenarios.  However more work needs to be done to validate the methodology and review of the framework in it application.

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.

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 Strategy in place 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 has been charged with developing a calendar of events and activities across the country that engage the general public, our government partners, industry, parliamentarians and our staff.
Initiate implementation of national strategy. DC, Ops Green Implementation of the national strategy is well underway. A calendar of events has been planned throughout the year and across the country to commemorate the 50th Anniversary. Anniversary promotional items, commemorative products (Mint, Canada Post) and merchandise are currently being produced and will be available for sale and distribution before year end.