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Annex D: Auditor General’s Recommendations (2000 and 2002): Crosswalk to 2010-2011 Business Plan Commitments

In its 2007 Status Report, the Auditor General found that the Coast Guard had not made satisfactory progress addressing recommendations from previous audits on the Fleet (2000) and marine navigational services (2002). The Auditor General noted that one of the contributing factors was that the Coast Guard had tried to deal with all of the previous recommendations simultaneously and, as a result, had not been able to address any satisfactorily.

The 2007 Report outlined the following recommendations for the Coast Guard: focus on establishing priorities for improvement; set clear achievable goals for those priority areas,; allocate sufficient, appropriate resources;  and plan and implement the changes by holding managers and organizational units accountable for results. The Canadian Coast Guard committed to using the business planning process to establish priorities for improvement in the context of delivering its programs and services.

In its “Managing the Coast Guard Fleet and Marine Navigational Services – Fisheries and Ocean Canada” Report, dated April 2008, the Senate Committee on Public Accounts (SCOPA) recommended that the Coast Guard Business Plan include an appendix cross-referencing the Plan’s commitments with the Auditor General’s findings.  This Annex responds to that SCOPA recommendation. 

Listed below are the Auditor General’s 2000 and 2002 recommendations followed by the 2010-2011 Business Plan commitments which are linked to these recommendations.  In a few instances, there are certain actions led by the Coast Guard which are not specific commitments within the Business Plan.

Auditor General’s Recommendations – 2000

1. The Department should review how the fleet fits into its current organizational and accountability structure and take measures to ensure that the fleet can operate in a cost-effective manner (paragraph 31.72)

  • Fair and Effective Management

    • Completed.

2. The Department should address the weaknesses associated with its key fleet management processes, including:

  1. Establishing clear, concrete and realistic program performance expectations that include a long-term perspective.

    • Service Level Agreements with Clients for Fleet Services

      • Develop the Maritime Services and Fleet Service Level Agreement.

  2. Establishing a long-term fleet planning and funding horizon

    • Ongoing Improvements in Fleet Management

      • See commitments under Recommendation 3.

  3. Developing service accords between the programs and the fleet

    • Service Level Agreement with Clients for Fleet Services

      • The completed Service Level Agreements with DFO Science and Fisheries and Aquaculture Management – Conservation & Protection has been implemented on a ‘pilot’ basis for a three year period (commenced fiscal April 1, 2009).  As per the terms of the Service Level Agreement, performance will be monitored in alignment with planned costing and budgetary processes.

  4. Establishing budgetary processes that support accountability

    • Completed.

  5. Setting up integrated information systems to enable the Department to monitor and account for the actual performance of the fleet in terms of service and cost.

    • Completed.

  6. Implementing costing policies that support the use of the lowest-cost alternative in acquiring service while meeting departmental objectives (paragraph 31.73)

    • Completed.

3. The Department should consider a longer-term strategy to renew its aging fleet. Such a strategy should take into consideration the changing nature of program requirements, the impact of technological change and the potential for alternative means of acquiring the service needed (paragraph 31.106)

  • Procurement of New and Replacement Vessels

    • Begin construction of the first of nine Mid-shore Patrol Vessels.

    • Issue a competitive Request for Proposal, and award a contract to design three Offshore Fishery Science Vessels.

    • Issue a competitive Request for Proposal, and award a contract to design an Offshore Oceanographic Science Vessel.

    • Develop the Operational Requirements and Conceptual Design for the new Polar Icebreaker.

    • Award contract for construction of Air Cushion Vehicle (ACV).

  • Economic Action Plan

    • Approve and accept delivery of the five 47 ft SAR Lifeboats.

    • Award contract and complete Vessel Life Extension for:

      • CCGS Cape Roger

      • CCGS Tanu.

    • Approve and accept delivery of two 22 meter Near-shore Fishery Science Vessels and one 25 meter Near-shore Fishery Science Vessel.

    • Plan and complete $19M of additional refit activities (representing work on 35 vessels).

    • Approve and accept delivery of 30 replacement Environmental Response Barges.

    • Purchase and acceptance of the remaining small craft, for a total of 60.

4. The Department should complete the development and implementation of lifecycle management policies and procedures for its fleet (paragraph 31.107)

  • Improved Maintenance of the Existing Fleet

    • Fully operationalize the Centre of Expertise for vessel maintenance management by funding and beginning to staff Phase I of the Vessel Maintenance Management Review (VMMR) Capital funded positions.

    • Put into practice the vessel maintenance program process as per the Vessel Maintenance Management (VMM) Manual, including the review process for the VMM Manual and the review and evaluation program for vessel maintenance.

    • Implement the Vessel Continuous Condition Survey Program and deliver the CCG vessels condition assessment report.

    • Finalize the 5 year detailed plan for vessel maintenance for all vessels.

    • Publish standard maintenance plans for ACV and for the 47ft Motor Lifeboats (MLB) and add them to CCG's Asset Management System.

    • Implement standardized maintenance plans for ACV and for the 47ft MLB as per maintenance plans in the Asset Management System.

    • Using MAINTelligence, monitor consistency in maintenance practices (based on maintenance plan) for type 1100 class.

    • Develop the standard general notes/services section for refit specification, as well as the general template for use when contracting refit activities.

  • See commitments under Recommendation 1.

5. The Department should ensure that the fleet activity is supported by information systems that produce integrated, timely, reliable and relevant information (paragraph 31.108)

  • Ongoing Improvement in Fleet Management

    • See commitments under Recommendation 3.

6. The Department should develop a human resource strategy for the fleet to address the need to maintain the skills and knowledge of ship-based personnel and to ensure that a sufficient number of qualified officers and crew are available in the future. The strategy should consider a long-term approach to the collective agreements with ship’s personnel so that they can be administered in an efficient and economical manner and can support the fleet’s operational requirements (paragraph 31.137).

  • See section “Our People”. 

  • Through CCG’s Strategic Human Resources Plan, a number of strategies, initiatives and frameworks are being put into place to address key organizational needs:

    • A Qualified and Representative Workforce

      • Develop outreach material targeting persons with disabilities to allow them to envisage work at sea.

      • Make outreach material available to regions for distribution at career and outreach events targeting secondary and College students, emphasizing the Agency’s need for a diverse workforce.

      • Continue our participation in the Partners for Workplace Inclusion Program in Vancouver, British Columbia, and in St. John’s, Newfoundland.

      • Increase overall employment equity representation by seven percent.

    • Develop and Support People

      • Launch a more structured CCG Orientation Program for all new employees.

      • Evaluate the national Leadership Development Pilot Program and determine next steps.

      • Implement a nationally consistent automated system to capture training needs identification, data collection and reporting.

      • Implement a structured approach to dealing with requests for developmental language training. 
    • Fair and Effective Management

      • Continue transition to Standard Organization.

7. The Department should regularly analyze payroll costs related to the fleet and take action to control such costs, where necessary (paragraph 31.138)

  • Ongoing Improvements in Fleet Management

Auditor General’s Recommendations – 2002

8. The Canadian Coast Guard should ensure that there are up-to-date national policies, standards and levels of service expectations for its navigational support services. It should also develop the capability to monitor the implementation of these policies, standards, and expectations. (paragraph 2.53)

  • Levels of Service Review

    • Completed.

  • Aids to Navigation 21st Century (AToN21)

    • Complete the modernization of the five remaining aids to navigation directives.

    • Completed (project close-out report).

  • Search and Rescue Needs Analysis

    • Implement the recommendations of the Search and Rescue Needs Analysis approved for 2010-2011.

9. For its navigational support services and boating safety activities, Fisheries & Oceans Canada should do the following 1:

  1. Complete the implementation of its results-based management and accountability frameworks;

    • Strategic Program Framework for CCG’s Maritime Services

      • Completed

  2. Establish clear, measurable, concrete targets for the identified outputs and immediate outcomes for each framework;

    • Completed

  3. Identify who is accountable for achieving targets and managing resources;

    • Completed.

  4. Align budgeting and resource allocation with the frameworks; and

    • Completed.

  5. Develop or identify sources of information to measure results (paragraph 2.68)

    • Completed.

    • CCG will review annually the type and quality of data to ensure that credible and timely performance information is available. 2

10. The Coast Guard should complete and implement its draft guidance on risk management (paragraph 2.73)

  • Completed.

11. Fisheries & Oceans Canada should develop and implement strategies to modernize and integrate the delivery of its navigational support services to meet user needs (paragraph 2.77)

  • e-Navigation

    • Develop a federal vision/strategy and a high level implementation plan for e-Navigation, in consultation with other government departments.

  • AToN21

    • Please see commitments under Recommendation 8.

12. Fisheries and Oceans Canada should develop and implement an overall strategy for the future of its light stations, considering maritime safety and heritage objectives (paragraph 2.90)

  • Support the work of the Senate Standing Committee on Fisheries and Oceans on the review of lightstation services.

1 Note: the boating safety activities (Office of Boating Safety) were transferred to Transport Canada in 2003.

2 Please note that this is not a Business Plan commitment.