ARCHIVED - Canadian Coast Guard Business Plan 2010-2013

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Annex E: Management Agenda

The Coast Guard has a clear management agenda that is consistent with the broader Management Accountability Framework (MAF) that applies to all departments and agencies. The following chart lists some of the initiatives and activities that the Coast Guard is undertaking over the next three years that relate to the 10 elements of the MAF.

Governance and Strategic Directions
  • Regularly use effective advisory structures, including interdepartmental clients
  • Manage activities based on the CCG Agency Business Plan
  • Improve CCG's support of the maritime security agenda
  • Address commitments in the DFO Sustainable Development Strategy (SDS)
Public Service Values
  • Stronger CCG identity through common internal communications material and a stronger national web presence
Results and Performance
  • Report on Business Plan commitments at mid-year and year-end
  • Cross-reference the CCG Agency Business Plan commitments with the Auditor General's recommendations
  • Review performance measures in light of stakeholder consultation
Policy and Programs
  • Provide technical training for MCTS, SAR, and ER to ensure continuous learning and renewed capacity
  • Conduct a systematic review of CCG's Maritime Services using a framework based on the MAF
  • Update the CCG Strategic Human Resources Plan for 2010-2013. Strategies include:
    • Qualified and Representative Workforce
    • Develop and Support People
    • Fair and Effective Management
  • Launch the new CCG Careers website
Citizen-focused Service
  • Develop a federal vision/strategy and a high-level implementation plan for e-Navigation, in consultation with other government departments
  • Complete the revision of the National Environmental Response Strategy
Risk Management
  • Manage CCG's Corporate Risk Profile and continue to update and integrate mitigation strategies into the Business Plan
  • Implement recommendations after reviewing communication processes and protocols in the field of emergency preparedness
  • Manage new vessel procurements through the CCG Major Crown Projects Directorate
  • Continue to address the findings of the Vessel Maintenance Management Review
  • Integrate Business Plan priorities and commitments into management Accountability Accords.
Learning, Innovation, and Change Management
  • Ensure all CCG employees have an individual learning plan and annual performance review
  • Implement the Continuous Learning and Development Framework
  • Distribute regular "Notes from the Desk of the Commissioner" and "Town Halls" to all staff
  • Have regular Union-Management Consultation Committee meetings
  • Develop a Research and Development strategy