ARCHIVED - Investment Plan 2010/11 -2014/15

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Appendix B: CCG Organization Structure & Governance

CCG is a national agency with headquarters in the National Capital Region and five regional offices (Newfoundland and Labrador, Maritimes, Quebec, Central and Arctic, and Pacific), stretching from coast to coast to coast. We are a highly decentralized organization, with the vast majority of our employees located in the regions providing front-line services to Canadians.

The Commissioner is the Chief Executive Officer of the agency, reporting and accountable to the Deputy Minister of Fisheries and Oceans Canada for the performance of the Canadian Coast Guard. The Commissioner has the full authority of an Associate Deputy Minister, with the exception of Section 33 of the Financial Administration Act, reflecting the intention of the Canadian Coast Guard to rely on DFO for comptroller functions. The Canadian Coast Guard Deputy Commissioner - Operations is the Chief Operating Officer of the Agency, reporting to the Commissioner. In 2010, a new position was created entitled Deputy Commissioner – Vessel Procurement. Reporting directly to the Commissioner, the Deputy Commissioner – Vessel Procurement will ensure the effective and efficient delivery of CCG’s investment and procurement activities.

Operational Structure

From an operational perspective, CCG is organized in a matrix structure of Directorates with functional expertise led by Directors General supported by regional delivery teams led by an Assistant Commissioner in each region. The operational Directorates within CCG are:

  • Fleet Directorate
  • Maritime Services Directorate
  • Integrated Technical Services Directorate
  • Major Crown Projects Directorate
  • Integrated Business Management Services Directorate

CCG’s Directorates are based in the National Capital Region (NCR) with representation in each region through staff members who report directly to the Assistant Commissioner and functionally to their Directorate in the National Capital Region. The only directorate which does not have regional representation is the Major Crown projects group which is solely located in the NCR.

CCG also maintains two non-operational Directorates that support the activities of the Agency – the Canadian Coast Guard College and the National Labour Force Renewal Directorate. The relationship between CCG Directorates is shown in the following diagram:

Planning Organizations

From an investment planning perspective, CCG has two Centres of Expertise (COEs) to focus on the specialized planning requirements of the Agency. These COEs also form part of the overall DFO governance structure for which the Agency has direct responsibility. In addition to these two COEs, the Agency also relies heavily on the Real Property COE which is managed by the Real Property Directorate in DFO. Together, these three COEs are responsible for the majority of planning for CCG’s investment needs.

  • Equipment and Other Moveable Assets (EOMA) COE (CCG) The EOMA COE focuses on the Agency’s equipment, fixed and floating navigation aids, other moveable assets (excluding vehicles), communication towers and navigational sites that are used in support of DFO’s programs. The Director General, Maritime Services is responsible for this COE.
  • Fleet COE (CCG) The Fleet COE is responsible for the vessels and helicopters used by CCG, DFO and other government department programs. The Fleet asset base includes ships, ranging in size from large icebreakers to small lifeboats, air-cushioned vehicles and helicopters. The Canadian Coast Guard is the sole provider of federal government civilian vessels (figures do not include non-civilian assets, such as those managed by the Department of National Defence). The Director General, Fleet is responsible for this COE.
  • Real Property COE (DFO) The Real Property COE, a non-CCG entity, is responsible for planning investments in all of DFO’s real property sites, excluding program infrastructure (e.g., communication towers and equipment, MCTS fixed sites, and communication systems infrastructure, excluding MCTS Centres) and marine navigation services sites (e.g., Loran-C sites, DGPS sites, fixed aids sites, excluding light stations), which are covered under the Equipment and Other Movable Assets COEs. For the Canadian Coast Guard, this means that many lightstations, all bases, depots, warehouses etc. are planned for and managed by Real Property. CCG only has an indirect influence on the planning in this Centre of Expertise.

These planning organizations have developed deep, unique and specialized expertise in their respective fields, and this organization structure has been effective for CCG to meet its planning needs.

Implementation Organizations

While COEs have developed unique and specialized expertise in planning for the

New Deputy Commissioner Position
Canadian Coast Guard has established the position and functions of the Deputy Commissioner – Vessel Procurement. The position has the primary responsibility within the Coast Guard to design, implement and lead the vessel procurement process for new assets.
requirements of their asset bases, they partner with two Directorates within CCG that execute planned investments:

  • Major Crown Projects The Major Crown Projects (MCP) organization within CCG is responsible for the implementation of investments involving Major Crown procurements (as defined by TBS).
  • Integrated Technical Services CCG Integrated Technical Services (ITS) is responsible for the ongoing maintenance of CCG’s asset base, as well as the implementation of most investment projects not involving Major Crown procurements.

These implementation organizations also provide input into the planning process to ensure that projects are feasible and that internal and external capacity exists to deliver proposed investments. A detailed description of the roles and interactions between planning and implementation organizations is included in Appendix C – CCG Integrated Investment Planning Framework Details.

In addition to the above organizations, each COE also manages a limited number of projects on their own when appropriate. For example, the EOMA COE is managing the Dredging project and the Fleet COE is responsible for managing the iFleet project in the current plan. COEs manage projects on their own mainly when the specialist expertise required to oversee the project is resident in the COE as opposed to the delivery organization.

Finally, CCG relies on the Real Property COE to implement Real Property projects. In some cases, these projects are managed by Real Property themselves and in other cases Real Property contracts with Public Works and Government Services (PWGSC) to manage their projects.

Investment Planning Governance Structure

The primary body overseeing the development and implementation of the Investment Plan within CCG is the Investment Management Board (IMB). It is a formal committee structured to facilitate Agency-wide capital planning, prioritization and decision-making. The CCG IMB is a decision-making body which establishes the priorities and investment decisions with respect to CCG’s capital planning, capital assets and capital funding. The IMB is also responsible for ongoing capital project monitoring and all reallocation decisions that affect the Agency’s capital budgets. The main objectives of IMB are:

  • Make investment decisions and produce business strategies with regard to the Agency’s investment portfolio.
  • Review and provide decisions on: all CCG capital investment plans; all project submissions; Treasury Board submissions involving investment decisions, as well as policy and processes relating to Research and Development and other investment matters.
  • Monitor forecasts and expenditures on all capital programs and decide on actions and reallocations where appropriate.
  • Provide recommendations with regard to Real Property and IM/IT Investment plans as business partners of Fisheries and Oceans Canada.

The CCG IMB is chaired by the Commissioner with the assistance of the Deputy Commissioner – Vessel Procurement and Deputy Commissioner – Operations and includes representation from regions (Assistant Commissioners), the head of each COE (DG-level), the head of each delivery organization (DG-level), DFO (Senior Financial Manager, DG Real Property), Integrated business Management Services (DG, Director of Resource Management and Financial Allocations, Manager of Resource Management), as well as the Executive Director of the Canadian Coast Guard College. This membership represents the senior/executive decision-making expertise to ensure CCG’s assets are allocated, budgeted and managed strategically in order to achieve the Vision, Mission, Goals and Objectives of both DFO and CCG.

Overall Agency Governance

IMB fits in to the overall governance framework in place within CCG and DFO as shown in the following diagram:

The Commissioner of the Canadian Coast Guard is accountable to the Deputy Minister of DFO for the performance of the CCG organization.

Canadian Coast Guard Management Board (MB) is the Agency’s senior strategic and operational decision-making body. The Board is chaired by the Commissioner and includes the two Deputy Commissioners, the Director Generals, the Assistant Commissioners, and the Executive Director of the Canadian Coast Guard College as well as the Executive Director of the National Labour Force Renewal Directorate. The senior human resources advisor, the senior legal advisor, the senior financial advisor, the senior communications advisor, and the Executive Advisor to the Commissioner are ex officio members of MB.

IMB supports MB by assuming primary decision-making responsibility on the investment decisions made within CCG.

MB is also supported by a number of permanent and temporary sub-committees. Functional Executive Boards are chaired by the appropriate Director General and functions as a national collaborative board to provide functional leadership related to its area of expertise. Each board comprises headquarters and regional representatives and provides program and technical advice to the appropriate Director General and implements the program, policy, and administrative directions and decisions of the CCG Management Board.

Major Crown Project Governance

MCP maintains its own governance process to ensure that investments maximize their value to Canadians. The governance process is outlined below.