Recommendation #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)

Key actions to address recommendations:

CCG created a new Organizational and Accountability Structure with the Standard Organization, created National Model Work Descriptions, and established an ongoing Business Planning process.

Organizational and Accountability Structure:

In mid-2003, the Deputy Minister established the Canadian Coast Guard (CCG) as a line organization with the Assistant Commissioners in the regions reporting directly to the Commissioner.  Previously they had reported to the Regional Directors General of Fisheries and Oceans Canada.  This simplified and clarified accountability structures.

It was announced in December 2003 that CCG would become a Special Operating Agency within DFO.  Its policy and regulatory functions were transferred to Transport Canada which simplified the mandate and allowed the CCG to focus effectively on the delivery of its programs and services.  The required Treasury Board authorities became effective April 1, 2005.

A Deputy Commissioner position was established and classified at the Assistant Deputy Minister level in 2006 to provide a stronger national focus on operations.

The Major Crown Projects Directorate was established in 2006 with clear responsibilities for the acquisition of vessels and as a focal point for the project management of these major acquisitions.  This re-established a capacity that had not been in place since the 1980s.

Performance agreements are in place that are tied to the priorities set out in the CCG Business Plan.

Standard Organization

2007-2008:

CCG developed a standard regional organization, including the Fleet organization.

2008-2009:

Significant progress was made on the National Standard Organization.  In summer 2008, an impact analysis was conducted region by region.  The implementation roadmap (schedule) and action plan were established which included a three-year transition period.  Governance and support bodies were established with the creation of the Management Board Sub-Committee on Organizational Structures and the Standard Organization Working Group.

2009-2010:

Significant progress was made on the Standard Organization. An announcement was made in May 2009 to launch the CCG Standard Organization with a commitment to be fully implemented by May 2012.

CCG developed, approved and disseminated tools and processes for managers (such as a roadmap and action plan, guidelines for managers, functional action plans, communication strategies, implementation measuring tools, etc.) as foundation pieces in order to ensure a successful three-year transition.

CCG continued consultations and discussions between managers, employees, unions and the Department of Fisheries and Oceans on various issues regarding the implementation of the Standard Organization.

2010-2011 :

A second Deputy Commissioner position was established and classified at the Assistant Deputy Minister level in 2010 to provide a stronger focus on the strategic planning, management and delivery vessel procurement.

Both the Deputy Commissioner Operations and the Deputy Commissioner Vessel Procurement report to the Commissioner of the Canadian Coast Guard.

CCG continued its transition to the Standard Organization.

CCG has regularly monitored, measured and communicated progress with employees and unions through the Business Plan and Strategic Human Resources Plan.

CCG has and will continue to engage managers, employees and unions by consulting them on various Standard Organization related topics.

In 2010, a second Deputy Commissioner Position was created and classified at the Assistant Deputy Minister level. While the Director General of Major Crown Projects will now report to the new Deputy Commissioner of Vessel Procurement, the Director General of Integrated Business Management Services, Executive Director of the CCG College and the Director of Maritime Security all report to the Deputy Commissioner, Operations.

An impact analysis report and a justification for invoking section 43 of the Public Service Employment Act (PSEA) was finalized and approved by the Public Service Commission for priority clearance requests when staffing CCG affected employees.

2011-2012:

At the end of the second year of transition, approximately 66% of all Standard Organization (SO) work descriptions are classified and implemented. However, additional adjustments to the organizational structure may prevent Coast Guard from fully implementing the Standard Organization by Spring 2012.

CCG will continue to update employees on the status of the SO through face-to-face meetings and messages from the Commissioner. Progress will continue to be measured and reported on a semi-annual basis and will be communicated to unions at Union-Management Consultation Committee meetings.

National Model Work Descriptions

2007-2008:

National Model Work Descriptions completed for 60% of seagoing positions.

2008-2009:

All Ships’ Officers positions were written and classified.  National Model Work Descriptions for Ships’ Crew positions were completed and submitted for classification. 

All Regional Fleet Management Organization positions were classified, standardizing the organization structures for Fleet management in the regions and promoting national consistency for service delivery.

Completed and ongoing

No further action is required as this is now an on-going activity. Reports are shared with the Minister, the Office of the Auditor General and Parliamentary committees on an on-going basis.

The 2006-09 Business Plan was developed. The document set out five multi-year priorities and identified specific manageable initiatives that would be undertaken within those priorities. Performance Agreements are in place that are tied to the priorities set out in the Coast Guard Business Plan.

Business Plan

2007-2008:

The 2007 Business Plan amalgamated number of separate plans, including outstanding items from the Special Operating Agency Implementation Plan into one document.

The Business Plan is now CCG’s main planning, and resource allocation document. It covers the full range of Coast Guard activities and establishes clear accountabilities for results that are tied into performance agreements for executives in CCG, where appropriate.

In the 2007 AG Report, the AG noted that the Coast Guard had not fully implemented all of its Special Operating Agency Implementation Plan which included putting in place new governance arrangements and accountability relationships, spending and other authorities, and strengthened management practices such as performance measurement and reporting. 

One of the major outstanding items from the Special Operating Agency Implementation Plan was the implementation of new governance arrangements. Semi-annual meetings were held at the national and regional level with marine advisory boards, as well as Coast Guard’s Strategic Advisory Council.

Completed and ongoing

On Cost Effectiveness

The role of the Fleet Executive Board (made up of NHQ officials and the Director, Operational Services from each region) was refocused to ensure a consistent and national approach to fleet planning and program delivery within allocated budgets.

Significant work was started on Fleet costing, Fleet information systems and performance measurement but was not completed.

On Fleet Cost Effectiveness

Coast Guard needs to develop a better fleet planning process, a simplified and clear costing and charging model, and performance indicators. Fleet performance has to be tracked against these plans and the performance indicators. Information systems have to be improved. 

2007-2008:

Progress against these elements is set out in detail in the response to Recommendation 2.

Completed (see recommendation 2)

Recommendation #2

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

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

Key actions to address recommendations:

CCG created a Performance Measurement Framework and supporting Fleet Annual Report.

Work was started on the development of a Performance Management Framework but it was not completed.

2007-2008:

The performance measurement framework for the Fleet was developed. It was reflected in the 2008-11 Business Plan.

2008-09:

The CCG launched a web-based survey to provide stakeholders with the opportunity to comment on its Performance Measurement Framework (PMF). 

2009-2010:

CCG PMF, which includes Fleet Operational Readiness, will continue to be reviewed on an annual basis with a view to continuous improvement. The input received from the web-based survey has been considered for 2011-2012.   In addition, Service Level Agreements were developed between Fleet and departmental clients which also include performance information.  See recommendation 2 (c).

Completed and ongoing

Fleet prepared a Fleet Annual Report on performance with qualitative analysis. The primary audience for this report is clients.  The first report covered the 2006-07 season and was published in June 2007.

2007-2008:

A Fleet Annual report for 2006-07 that clearly depicted quantitative and qualitative analysis of the Fleet’s performance was published in November 2007.

Completed and ongoing

The Fleet Annual Report will be published annually.

Recommendation #2

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

b)       Establishing a long-term fleet planning and funding horizon

Key actions to address recommendations:

The Integrated Investment Plan and the Fleet Renewal Plan were created and are updated as necessary to address long-term fleet planning.   TB established the Capital Budget Carry Forward procedure for more effective planning.  CCG established a DM level Strategic Advisory Council. 

The Long Term Capital Plan (now called the Integrated Investment Plan) was developed by the department and approved by the Treasury Board in 2005. The plan includes a multi-year investment strategy for the small vessels and for vessel life extensions of the large vessels. This plan is updated annually by the Department.

2007-2008:

The Long Term Capital Plan was updated.

2008-2009:

The Fleet Long Term Capital Plan (LTCP) was fully aligned with the Fleet Renewal Plan.

The LTCP was also updated to ensure alignment with planned expenditures announced as part of the Government of Canada’s Economic Action Plan included in Budget 2009.

Completed and ongoing

The Long Term Capital Plan is now referred to as the Integrated Investment Plan (IIP).

The IIP is updated departmentally on an annual basis and is approved every 3 years by TBS.

A 25 year Fleet Renewal Plan was developed and funding for the first phase was announced in Budget 2005 and reaffirmed in Budget 2006.

2007-2008:

As an important management and funding tool, the Fleet Operational Readiness concept was approved by the Treasury Board as part of CCG’s new Program Activity Architecture. Its purpose is to ensure that CCG has the means and the ability to respond to the on-water and marine related needs of Canadians and the Government of Canada in a safe, timely and effective manner. This not only includes Fleet capacity requirements, but also the resources and decision-making support necessary to carry out the functions to ensure that all units safely and effectively respond to on-water and marine-related needs. Fleet introduced a new Fleet Financial Framework and national costing model based on the concept of Fleet Operational Readiness.     

2008-2009:

Progress regarding the Fleet Financial Framework and national costing model is set out in detail in the response to Recommendation 2(f).

For items related to Fleet Renewal see response to Recommendation 3.

Completed and Ongoing

Securing new authorities to allow for more efficient management of capital investments in the fleet. For example, CCG requested an increase in its carry-forward authority.

2007-2008:

CCG participated in a pilot project for non-lapsing capital authority.  Under this pilot project, major capital funding associated with large projects could be re-profiled from year to year to match project timelines as they evolve.

This temporary expanded capital carry-forward authority facilitated the management of capital funds on a multi-year basis and ensured that resources were applied to the highest priorities in accordance with the Long-Term Capital Plan.

2008-2009:

Pilot project on-going.

2009-2010:

Pilot project completed. CCG is seeking a permanent authority taking into consideration the experience and impact of the pilot project.

2010-2011:

Treasury Board did not renew the non-lapsing capital authority pilot project. Instead, it established a new Capital Budget Carry Forward (CBCF) procedure, effective as of 2010/11, which allows Fisheries and Oceans Canada (and other organizations) to carry-forward up to 20% of its year end, Vote 5 - Capital budget.

Furthermore, a new Treasury Board authority delegation based on project risk was recently introduced which enables Coast Guard to more efficiently manage and approve its capital investments.

Completed

Now permanently resolved.

Capital Budget Carry-Forward is now in place.

2007-2008:

CCG established a horizontal DM-Level Strategic Advisory Council made up of other government departments that are users of fleet services to provide advice on key issues including long-term fleet planning.

Completed and ongoing

Recommendation #2

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

c)       Developing service accords between the programs and the fleet

Key actions to address recommendations:

Service Level Agreements between Fleet and DFO science, DFO Fisheries and Aquaculture Management (Conservation and Protection) were completed and implemented.  A Service Level Agreement between Maritime Services and Fleet was developed. 

Service accords, in various forms, have existed between certain programs and the Fleet for specific initiatives.  They are generally in place and reasonably effective with other government departments that use the Fleet (about 5% of Fleet time) but  have not been implemented at a national level with DFO Science and Conservation & Protection (about 25% of Fleet time).

2007-2008:

Discussions were launched with DFO Science and Conservation & Protection to develop a Service Level Agreement that includes service commitments, performance indicators and a simplified charging model.

2008-2009:

Service Level Agreements based on new funding and charging models were in place with DFO Science and Fisheries and Aquaculture Management – Conservation & Protection. 

2010-2011:

·         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.

·         A Service Level Agreement between Maritime Services and Fleet was developed outlining service delivery and performance expectations.

·         Service Level Agreements with DFO Science and Fisheries and Aquaculture Management – Conservation & Protection were implemented.  As per the terms of the Service Level Agreement, performance is being monitored.

Completed and ongoing

Recommendation #2

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

d)       Establishing budgetary processes that support accountability

Key actions to address recommendations:

CCG has regrouped its budgets under the new PAA structure.  As a result, all fixed Fleet costs were grouped under “Fleet Operational Readiness.” 

In 2004-05 the basis for a costing model was put in place with a separation between fixed costs for the fleet and voyage costs for specific operations. It was a considerable improvement although there remained unresolved issues with the clients who have hindered effective implementation.

In 2005-06 a clear distinction and process was put in place to identify the funding for shore support for the fleet in an open and transparent fashion. Previously this had been grouped into the overall fleet budget.

2007-2008:

All fixed costs for the Fleet previously under various Coast Guard programs were grouped under “Fleet Operational Readiness” in the revised PAA. This was for the purpose of reporting to Parliament in the Report on Plans and Priorities and the Departmental Performance Report. This provided parliamentarians, clients and the general public with a clearer picture of the full costs of maintaining and operating the Coast Guard Fleet. Fleet introduced a new Fleet Financial Framework and national costing model based on the concept of Fleet Operational Readiness.

2008-2009:

Bi-monthly meetings were held with DFO Science and DFO Fisheries and Aquaculture Management – Conservation & Protection to address the costs and budget of the Coast Guard Fleet.  Budgets for the operation of the fleet were shown in one place to strengthen transparency and accountability.

Completed, as the foundation of the Service Level Agreements.  See Recommendation 2(c).

2007-2008:

A new Refit Authority for CCG was approved by Treasury Board. All refit resources were consolidated into one budget enabling improved budget management and facilitating better planning for vessels refits.

Completed

2007-2008:

During the review of the PAA, it was determined in consultation with the Treasury Board Secretariat that it would be more appropriate to track and code results and funding received for Federal Presence under Fleet Operational Readiness.

Completed

2007-2008:

The CCG developed a framework for activity based budgeting based on the new PAA.

2008-2009:

The new Activity-Based Management (ABM) Framework, based on the new PAA,  resulted in the implementation of Activity-Based Budgeting, and Reporting and Monitoring.  Training material for Activity-Based Coding was developed, distributed and presented to a national audience of CCG financial managers.

Completed

Recommendation #2

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

     e)    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

Key actions to address recommendations:

CCG grouped all fleet expenditures and created the CCG-Automated Performance Solution system to set up integrated information systems. 

In 2004-05, the Fleet component of CCG-Automated Performance Solution system was put in place. It is a tool that enables the Fleet to integrate various separate data bases that track fleet planning, fleet activities, fleet expenditures, salary expenditures and other H.R information, to get a more complete picture.

Different regions continued to record and code information in different ways which made it challenging to get a comprehensive Coast Guard wide picture.

2007-2008:

The foundation was set by grouping all Fleet expenditures under Fleet Operational Readiness and by the move to activity based budgeting (see details in previous sections).

2008-2009:

Performance measures were developed and set out in the 2009-10 Report on Plans and Priorities and were reflected in the 2009-2012 Business Plan.

Performance indicators and tracking of service delivery are completed and in place (CCG-Automated Performance Solution) and published in the Fleet Annual Report which is now an on-going activity.

Completed and ongoing

Recommendation #2

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

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

Key actions to address recommendations:

CCG established and refined a new Fleet Financial Framework and national costing model based on Fleet Operational Readiness.

From a planning perspective, Coast Guard tries to use the “lowest-cost alternative” in allocating vessel time, while still recognizing that many vessels are multi-tasked with fixed cost structures.  Depending on the situation, when unplanned situations arise, the closet vessel or the vessel that would have the least program disruption has to be tasked.

It should be noted, however, that the main cost drivers for the Fleet are not entirely within the control of CCG; labor costs are set by collective agreements negotiated through Treasury Board Secretariat and fuel costs are set by the market. Maintenance costs on the large vessels continue to increase as the fleet gets older. While improvements are certainly possible (such as  consistent crewing practices to control salary costs), these factors are limitations.

2007-2008:

As noted above, Fleet introduced a new Fleet Financial Framework and national costing model based on the concept of Fleet Operational Readiness and launched discussions with internal DFO clients on service accords.

2008-2009:

Further refinements were made to the Fleet Financial Framework.  This included the establishment of standard practices for the National Fleet Costing Model, the development of a Fleet Financial Reporting Policy, finalizing a Fleet Operational Planning Guide and the costing of Vessel Maintenance Protocol.

Completed

Part of ongoing, nationally consistent application.

Recommendation #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)

Key actions to address recommendations:

CCG created and updated a Fleet Renewal Plan, and received funding in Budgets 2007, 2008, 2009, and 2010 for Fleet Renewal.  CCG also created the Major Crown Projects Directorate to oversee the procurement of new and replacement vessels.

The comprehensive Departmental Assessment (DA)/Departmental Assessment & Alignment Project (DAAP) review (done in consultation with the Treasury Board Secretariat) reaffirmed CCG’s mandate, programs and services.

A 25 year Fleet Renewal Plan was developed to address the condition of the current fleet and to respond to the changing requirements for services.  It was based on getting the right fleet mix, taking into account evolving future needs and the key principles of adaptability and multi-tasking.  The Plan was the foundation for the first phase of fleet renewal that was announced in Budget 2005 and reaffirmed in Budget 2006 ($276M for 6 vessels).

Under a separate decision, funding was provided for 4 new mid-shore patrol vessels for a joint security program with the RCMP. This was an addition to the Fleet outside the Fleet Renewal Plan.

The Fleet Renewal Plan was updated in 2007 to take into account changing requirements and priorities. Proposals for Phase 2 were developed.

As part of the work on Fleet Renewal the viability of options such as long-term leasing were considered.

2007-2008:

Additional phases of Fleet Renewal were approved in Budgets 2007 and 2008, for a total of $1.4B since 2005. This will enable Coast Guard to procure 17 new vessels, 5 additions to the base fleet and 12 that will replace vessels at the end of their useful life. Bids were evaluated for the procurement of the 12 Mid-shore Patrol Vessels.  Conceptual design work for 3 Offshore Fisheries Science Vessels (2 approved in Budget 2006 and 1 approved in Budget 2007) was completed.  Project planning began for the acquisition of 1 Offshore Oceanographic Science Vessel, with the required documentation development ahead of schedule. Budget 2008 provided funds to acquire a new Polar Icebreaker to be delivered in time for the decommissioning of the CCGS Louis St. Laurent, CCG’s largest icebreaker, in 2017.  The new Polar Icebreaker will be capable of operating in the Arctic for a longer period of time and in more difficult ice conditions than is presently the case.

2008-2009:

In addition, Budget 2009 provided additional funding of $175 million for the purchase of 98 small crafts including 30 replacement environmental response barges, a number of new vessels, including 5 new 47’ SAR Motor Lifeboats and 3 inshore science vessels (to replace existing vessels); as well as funds to repair and overhaul 40 large vessels, over fiscal years 2009-10 and 2010-11.

Fleet updated its Long Term Capital Plan to align with the Fleet Renewal Plan, to include small vessel construction, and to accommodate expenditures announced in Budget 2009 as part of the Government of Canada’s Economic Action Plan. 

Total additional funding under the Government of Canada’s Economic Action Plan is $175M for the following items:

·         5 Vessel Life Extensions ($74M);

·         86 Small Vessels ($14M) ;

·         3 new Near Shore Fisheries Science Vessels ($24M);

·         5 X 47ft Lifeboats ($20M);

·         30 Environmental Response Barges ($5M); and

·         35 Vessel Refits ($38M).

The competitive process for the acquisition of the Mid-Shore Patrol Vessels was cancelled in August 2008, given that bid prices exceeded available funding.  A new competitive process was launched in March 2009. 

In light of the Mid-Shore Patrol Vessel competitive process cancellation, the project profile and the solicitation strategy were reviewed for the acquisition of the 3 Offshore Fishery Science Vessels.

Preliminary Project approval was obtained from Treasury Board in July 2008 for the Offshore Oceanographic Vessel project, and project definition activities and a procurement strategy were developed.

Project planning activities took place for the Polar Icebreaker project, with the objective of seeking Preliminary Project approval from Treasury Board early in Fiscal Year 2009-10.

2009-2010:

CCG consulted extensively within DFO and with other government departments and Central Agencies in revising and updating its Fleet Renewal Plan. 

2010-2011:

Budget 2010 announced $27.25 million for a new Air Cushion Vehicle for the Pacific region.

To ensure the successful delivery of vessels in support of Fleet renewal, CCG has put in place a directorate in 2006 and processes dedicated to delivering complex procurement projects. CCG will seek strategic advice, independent expert counsel and consult with Central agencies to ensure adherence to Treasury Board policies and requirements. Internal controls and challenge functions targeting project scope, expenditure management and reporting will be enhanced through the existing Major Crown Projects Directorate, a centre of excellence for the management of Fleet renewal projects, and a newly appointed second Deputy Commissioner in 2010 to oversee vessel procurement. This governance model aligns the CCG with other departments and supports the Government’s commitment to the Canadian shipbuilding industry through a long-term approach to federal procurement. This long-term approach on federal ship procurement is guided by the National Shipbuilding Procurement Strategy (NSPS), to which the CCG is a key participant.

CCG had been funded in recent budgets to acquire 15 new large vessels at a cost of just over $1.4 billion, including 9 Mid-shore Patrol Vessels (MSPV), 3 Offshore Fisheries Science Vessels (OFSV), 1 Offshore Oceanographic Science Vessel (OOSV), 1 Polar Icebreaker, and 1 Air Cushion Vehicle:

•   In September 2009, a contract was awarded to Irving Shipbuilding for the procurement of 9 MSPVs, the maximum number of vessels that could be acquired within the existing funding envelope. Construction of the first MSPV began in the summer of 2010 and all vessels will be delivered by 2014. To meet program requirements, Vessel Life Extensions will be undertaken on 3 existing vessels.

•      In March 2011, a contract was awarded to Griffon Hoverwork Ltd. of the United Kingdom for the procurement of the Air Cushion Vehicle, to be delivered in 2013.

•   Design contracts will be issued in the summer of 2010 for the Offshore Fisheries Science Vessels (to be delivered by 2015), as well as the Offshore Oceanographic Science Vessel (to be delivered by 2013). 

•   Budget 2008 allocated $800 million for the procurement of a new Polar Icebreaker with greater icebreaking capabilities. This vessel will be designed and built in order to enter service in 2017.

Note: the remaining EAP falls under ITS reporting

Completed and ongoing

Recommendation #4

The Department should complete the development and implementation of life cycle management policies and procedures for its fleet (paragraph 31.107)

Key actions to address recommendations:

CCG has created Overarching Frameworks and Policies in order to address lifecycle management. CCG developed and implemented manuals, technical drawings and specifications for its vessels, and created new National Model Work Descriptions.  CCG established competencies for its employees and created tools for information management.  Significant progress continues to be made on the Standard Organization.

There are five major components that have to be in place for  effective life cycle management of Coast Guard’s fleet:

(1)        Overarching Frameworks and Policies

•            Overarching frameworks addressing the technical, financial and human resource aspects of life-cycle management were developed in 2005. 

2007-2008:

As its main response to the findings of the Auditor General, CCG conducted a Vessel Maintenance Management Review to assess and validate its life cycle management strategy for its ships, including supporting systems, procedures and operations. The review provides recommendations on how to proceed effectively with the implementation of a corporate-wide, integrated lifecycle management system.

2008-09:

The CCG Vessel Maintenance Management Policy Governance (CCG Authority and Accountability Directive for Vessel Maintenance Management) was developed through regional consultation.

A directory of all CCG publications available in electronic format that are related to vessel maintenance was posted on the CCG intranet web site.

2009-2010:

CCG implemented the CCG Vessel Maintenance Management Policy Governance (CCG Authority and Accountability Directive for Vessel Maintenance Management) and started publishing the processes required to support the directive.

Finalized CCG vessel condition assessment for all CCG vessels, and developed a Vessel Continuous Condition Survey Program.

Began to establish a Centre of Expertise for Vessel Maintenance Management and prepared to add additional Marine Engineering personnel to directly support CGG regions and vessels.  CCG started staffing actions for the new positions identified to support vessel maintenance management.

Received approval for the implementation of the Center Of Expertise for Vessel Maintenance Management and phase 1 of the creation of up to 69 positions over three years to support vessel maintenance management and began staffing of some positions.

2010-2011:

The structure of Marine Engineering Branch was developed (Hull, mechanical, electrical – Nav Architecture and VMM CoE streams) and approved as part of the ITS standard organization.  HME & VMM CoE organizations are partially staffed and are supporting vessel maintenance priorities in line with the ITS concept of Operations and project scope.

Seagoing and Shore based Marine engineers funded in regions as per phase 1 plan

2 positions at the CCGC funded allowing for the introduction of the framework and maintenance philosophy as part of the developmental program of future marine engineers

Regional Standard Organizations have been realigned and accepted based on a nationally accepted formula to align Marine engineering requirements with vessel size, type, number distributed across the national fleet

Vessel continuous condition assessment program in place

Vessel Maintenance Management manual finalized

Complete and ongoing

2011-2012:

Continue planning towards the implementation of phase 2 of the Vessel Maintenance Management Review funded positions ashore, as part of Centre of Expertise and seagoing.

Continue staffing of HME (hull, mechanical, electrical) stream of Marine engineering.

Vessel continuous condition survey program development continued.

Further develop the Marine Engineer Professional Development Program

Distribute the Vessel Maintenance Management Manual

2007-2008:

The ITS Strategy Project was completed in March 31, 2008.  A Project Completion Report for the ITS Strategy Project was finalized in the Fall.

The general national processes were completed and re-configured under a global heading of Sustainability Services. The fifth national process Deliver Services (re-named Asset Management Services) was completed. Final draft of the ITS Services Catalogue was completed.

2008-2009:

The final report was finalized and approved.

2009-2010:

The Engineering and Maintenance Manual has now been integrated into the Vessel Maintenance Management Framework (VMMF) of which the first part, CCG Authority and Accountability Directive for Vessel Maintenance Management (ref CCGBP-5.1 (Page 20)), has been distributed (summer 2009) and is being audited in conjunction with the regular safety management system audit program. The remainder of the VMMF will be promulgated on an incremental basis starting in the spring 2010. Regional process development workshops and briefings of senior Fleet officers on the above have also occurred throughout the year. 

Completed

(2)      Specific policies, procedures and standards for field staff

•      About 20% were developed.

•      Amongst these, two significant documents were produced:

i.     The Life Cycle Management System Guidance Manual (Volumes 1 and 2), which details the activities and responsibilities of headquarters and regional personnel responsible for, or involved in, life-cycle management of CCG vessels.  Training in these activities was also given to headquarters and regional personnel. (2005)

ii.    The National Standard for the Development of Maintenance Plans, which was applied in the procurement of new CCG vessels to ensure that effective and efficient maintenance schedules and procedures available to the crew at the same time that the ship was delivered. (2005)

2008-09:

•   The Standard Maintenance Plans for the critical ships’ systems of type 1100 vessels were created and promulgated for use.

•   Work progressed on the development of Standard Maintenance Plans for type 1050 vessels.

•   A set of Standard Refit Specifications for the type 1100 vessels were created and distributed for use.  These specifications also served as templates in the preparation of other ship specific refit specifications.

•   A CCG Vessels Refit Management Procedures Manual was published.

•   Electronic Manuals for electronic equipment onboard vessels were published on the CCG Intranet site.

2010-2011:

The Vessel Maintenance Management Manual (1^st edition) finalized and prepared for distribution early in 2011.

Standard notes / generally services specifications have been developed and are available for use nationally

A refit specification template, with instructions, has been developed and is available for use nationally.

2011-2012:

Completed

(3)      Manuals, Technical Drawings and Specifications

Sets of standardized manuals were provided as part of the procurement process for all vessels (e.g. the 31 vessels in the 47 foot Motor Lifeboat (MLB) class).  Maintenance instructions for the 47 foot MLB were standardized and entered into Maintenance Information Management System (MIMS).

2007-2008:

The “Integrated Logistic Support – A Project Manager’s Guide”, published in December 2007, and the “Contracting Template”, published in January 2008, ensures that standardized maintenance documentation is acquired with the purchase of all new CCG assets (ship and shore-based). This requirement was completed and is now built into all procurement processes.

Completed

For older vessels the situation varies considerably. Manuals and drawings exist but given the age of many of the vessels some are no longer up to date. For example, in some cases, they do not capture the changes over the years as a result of vessel life extensions, other major refits or adding new systems and components.

2007-2008:

Manufacturers’ manuals made available on CCG vessels and cover the major systems and equipment.

As Vessel Condition Surveys were conducted on older vessels (at the rate of 20% of the Fleet per year), required updates for manuals and related maintenance documentation was identified as work to be undertaken. This is provided that it is feasible considering the remaining life expectancy of each vessel surveyed.

The project to implement the national configuration and technical data management system (to allow management and access to technical information throughout CCG) began in 2007-08.

Completed

(4)      Standard Organization, Job Descriptions and         Competencies

•      The Standard Organizational structure for Technical Services was completed.

•      About 20% of the job descriptions were written.

2007-2008:

The Standard Organization for Technical Services was completed.

2008-2009:

National Model Work Description drafts were produced for 90% of the technical positions; 143 positions were classified, affecting 360 people.

A discussion paper was developed to analyze the options to increase resources to support vessel maintenance management.  Six scenarios were agreed upon for 69 new positions, in support of Fleet maintenance activities.  The emphasis was on the addition of marine engineering expertise.  The new positions will be added over a 3-year period.

2009-2010:

Significant progress continued to be made on the Standard Organization. An announcement was made in May 2009 to launch the CCG Standard Organization with a commitment to be fully implemented by May 2012.

CCG initiated a classification priorities process. It included quarterly meetings with DFO HR and CCG senior management. Efforts were focused on finalizing the development of operational (technical and seagoing positions) and non-operational (management, planning and support) national model work descriptions. As such, 15 national model work descriptions were classified in 2009-10 and 26 Management Directed Decisions were implemented affecting 113 positions.

2010-2011:

Progress continued to be made on the Standard Organization. CCG continued to utilize the classification priority process, and was able to negotiate the hiring of a classification advisor to increase capacity.  ITS submitted 33 classification priorities, affecting 274 employees, but were only able to implement 3 decisions affecting 4 employees by year end.  The classification process was not completed for most of the models by the end of the fiscal year.

The organization is working on revising the Standard Organization to fit within the current funding envelope.  As well, the current Administrative Services Review and other internal DFO reviews may affect our ability to complete the implementation of the Standard Organization by May 2012.

(5)        Tool for Information Management

•  An effective information management system is a critical component as a planning and work order tool and to ensure that staff on shore and on the vessels have access to all required technical information. Progress was made in implementing MIMS but was not utilized fully or effectively throughout the organization.

2007-2008:

A plan to incorporate the large vessel fleet (approximately 72% of the total value of the Coast Guard asset base) into an automated maintenance information system was drafted.

2008-09:

The shipboard implementation of CCG’s Asset Management System (AMS) was initiated.  The system was fitted on 12 vessels in 2008-2009 and the concept of operation was demonstrated through a pilot phase, allowing project approval documents to be completed to seek funding to carry-out full implementation of the system.

2010-2011:

The large vessel fleet is now fitted with and using Maintelligence as the onboard Asset management system.

Analysis (on Maintelligence use and data) carried out and a report delivered on the consistency of maintenance activities on type 1100 vessels.  Recommendations are being considered.

Completed

Recommendation #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)

Key actions to address recommendations:

The Fleet Activity Information System has been updated; CCG has developed a replacement information system. 

With respect to assessment tools, the Fleet component of CCG-Automated Performance Solution system that was put in place in 2004-05 provides key performance measurement information for the Fleet. Details were noted under recommendation 2e.

CCG Fleet developed logic models and indicators for its services.

2007-2008:

The coding and business rules were changed in the Fleet Activity Information System for the Maritime Security component, meeting CCG Fleet and client (RCMP) information requirements. 

2008-09:

The requirements analysis for iFleet (formerly called the Fleet Activity Information System - FAIS) upgrade project was completed.  The FAIS upgrade project was approved for funding and the design phase of the project was completed.  FAIS captures the actual activities of the Fleet’s vessels on an hourly basis and provides information to all levels of management and is thus critical for decision-making and planning.

2010-2011:

CCG Fleet has invested in the replacement system of FAIS and has enhanced the business rules for its effective use.  The new FAIS system (called iFleet) will be in place in 2012-13.

iFleet is being developed and will be in place in 2012-2013.

Recommendation #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)

Key actions to address recommendations:

The CCG college has increased its intake of students and created an annual Strategic HR Plan.  Initiatives such as the Seagoing Personnel Career Development Program and the Ships’ Crew Certification Program were created and implemented. A new Ships' Officers Collective Agreement was created which contains provisions for one common hourly rate of pay to attract SOs to rotational and acting assignments.

The CCG College now reports to the Commissioner as the Centre of Excellence for Coast Guard training.

Officer Cadet intake at the college increased significantly to meet anticipated needs: from intakes of less than 20 per year to intakes of 48 this year and next.  Anticipated requirements were based on a 10 year planning horizon.

A Workforce Development Unit was created in 2006 to put in place a capacity for strategic HR planning for the CCG

An HR Sub-Committee, chaired by the Deputy Commissioner, was put in place to ensure a more senior level focus on human resource issues and longer term planning for collective bargaining.

2007-2008:

A national Human Resources Plan was developed and included Employment Equity commitments and strategies for recruitment and succession planning of critical groups, including ships officers and ships crews. The document was posted on the CCG Internet Site

2008-09:

The CCG Strategic Human Resources Plan 2009-2012 was drafted and it includes updated employment equity commitments and strategies for recruitment and succession planning for at-risk groups.

In addition, CCG created a National Labour Force Renewal Directorate (NLFRD) with a two-year mandate to improve and expand our recruitment and succession planning initiatives.

2009-2010:

Strategic Human Resources Plan 2009-2012 was published as planned.

The 2009-2012 Strategic Human Resources Plan was finalized, approved by Management Board, published and posted on the CCG Internet and Intranet sites in the Summer of 2009. This Plan addresses four strategies: to attract and retain a skilled workforce, improve the diversity of our workforce, focus on training, learning and career development, and to improve national consistency in Human Resource Management. 

In its first year, the National Labour Force Renewal Directorate (NLFRD) focused on outreach and recruitment geared towards EE and the five at-risk groups. 

NLFRD focused on supporting and expanding recruitment and succession planning efforts geared to the five at-risk groups, applying an EE lens:

•     CCG granted authority to advertise employment notices under its own banner (rather than DFO); and

•     Revamped the CCG internet careers page, highlighting the diversity of job opportunities and exciting challenges that a career at CCG can provide

2010-2011

The 2010-2013 Strategic Human Resource Plan was published in the Summer of 2010. It includes existing commitments from the 2009-2012 Strategic Human Resource Plan and establishes new commitments which address three Human Resource Strategies: to establish and maintain a qualified and representative workforce, develop and support our people, and operate within a fair and effective management structure.

The Canadian Coast Guard College has increase officer-cadet intake by 30% from the 2009-2010 fiscal year to maximize the efficiency of each class.  .

2011-2012:

Completed and ongoing

The 2010-2013 Canadian Coast Guard Strategic Human Resources Plan highlighted our seagoing personnel through the “Window into the Seagoing World”.  Through the Window we identified challenges in recruitment, retention and succession planning associated with Ships’ Officers and Ships’ Crew, and a strategy to address these challenges; the Ships' Crew Certification Program.

The Ships' Crew Certification Program will be complementary to the Canadian Coast Guard Officer Training Program at the CCG College and will position us to fill lower and intermediate Officer level positions with qualified, experienced and committed Ships’ Crew. We are currently developing a detailed syllabi to prepare selected Ships’ Crew to write requisite exams for the high priority Third Class Engineer certificate. The framework for this program has been created and it is expected that the modules will be finalized in FY 2011/2012.

This initiative will provide a source of suitable certificated and trained Ships’ Officers while providing career development and progression opportunities for interested and qualified individuals. The program will also strengthen our retention strategy as it draws upon employees who have already made a commitment to a seafaring career, wishing to advance their careers, and have demonstrated the capacity to do so.

2007-2008:

The Seagoing Personnel Career Development Initiative was designed and its capacity was tested with participation from every region.

2009-2010:

A Seagoing Personnel Career Development Initiative was successfully implemented at Headquarters. It formalized the practice of encouraging seagoing personnel to work on rotational assignments in shore-based management positions or on related projects. The initiative allows participating individuals and management to evaluate the possibility of eventual career progression ashore.

Completed

2007-2008:

Strategic frameworks for collective bargaining with Ships’ Crews and Radio Operations were developed. Negotiations were ongoing.

2008-2009:

A policy was developed to ensure that Ships Officers accepting rotational shore assignments are in conformance with the provisions of their Collective Agreement.  This Agreement introduced a single pay rate for all officers irrespective of the crewing system in which they are deployed, thereby removing a significant structural barrier to the migration of seagoing personnel to on-shore work. 

2010-2011 :

The new Ships' Officers Collective Agreement contains provisions for one common hourly rate of pay for all crewing systems, effective April 1, 2010. This change will help to remove a barrier in attracting SOs to rotational shore assignments / acting appointments in shore-based management positions.

Completed

Recommendation #7

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

Key actions to address recommendations:

CCG has established crewing profiles for all vessels including ACVs.  CCG has developed and implemented the Standard Salary Management Information System.

Limited progress was made as different regions coded fleet salary costs and developed salary forecasts in different ways. This made it more difficult to analyze expenditures and trends.

2007-2008:

Fleet established revised competency (crewing) profiles for seagoing personnel.

2008-2009:

Ships’ Operating Profiles were completed for all vessels in the Fleet. 

These Operating profiles list the competencies (certification), technical training and experience required for each position on each ship.   The Crewing Matrix incorporating the crew complements for Maintenance, Refit and Lay-up periods were developed.

2009-2010:

The crewing matrices for all vessels (Ship's Crewing Profiles) were completed, to national standards, in 2009 

2010-2011

Air Cushion Vehicle (ACV) Crewing Profiles have been drafted and are pending approval.

Complete and ongoing

ACV Profiles have been implemented in the Pacific Region and are currently under development for the QC Region.

2007-2008:

Standard Salary Management Information System (SMIS) data entry procedures (26) were gathered and analyzed from all regions by functional program. Recommendations to standardize protocols for salary data were developed. 

2008-2009:

The national implementation team finalized the SMIS best practices, and completed a procedures manual to ensure that the practices are applied consistently. 

2009-2010:

The team developed orientation sessions for the appropriate stakeholders in preparation for training and full implementation in 2009-2010.

2010-2011:

Training completed and implementation of procedures is well underway.

Complete and ongoing

Recommendation #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)

Key actions to address recommendations:

CCG revised and issued 18 Aids to Navigation national directives.  CCG  updated  and improved  its Levels of Service Guidelines and Service Standards and completed a SAR Needs Analysis.

National Directives (Aids to Navigation)

Four directives were revised and issued: one in the Spring of 2006 and 3 others in the Summer of 2006. They were:

·         Short Range Aids Positioning and Checking Directive (April 2006);

·         Aids to Navigation Advertisements (August 2006);

·         Administration and Use of Special Buoys (August 2006); and

·         Alternative Service Delivery (August 2006).

These Directives deal with the following issues:

·         Checking the performance of Aids informing users of changes;

·         Entering information in the aids information systems;

·         Informing users of changes to Aids Systems; and

·         Contracting out of buoy work.

2007-2008

A fifth Aids to Navigation national directive was revised (Provision of Short-Range Marine Aids Systems).

The five directives that were revised are:

•    Directive 2.2100 Provision of Short-Range Marine Aids Systems;

•    Directive 2.2400 Short Range Aids Positioning And Checking;

•    Directive 2.2800 Aids to Navigation Advertisements;

•    Directive 2.3400 Administration and Use of Special Buoys; and

•    Directive 2.3500 Alternate Service Delivery (Buoys).

2008-09:

Five additional Aids to Navigation national directives were revised:

•       Directive 2.1900 Research and Development Program;

•       Directive 2.6100 Buoy Surface Colors

•       Directive 2.2200 Design of Short Range Aids to Navigation Systems;

•       Directive 2.300 Aids to Navigation Under the Responsibility of Other Government Authorities; and

•       Directive 2.6300 Buoy Flash Characteristics

2009-2010

During 2009-2010 three additional directive were revised:

·         Directive 2.3200 Administration of Private Aids to Navigation;

·         Directive 2.3300 Administration of Private Mooring Buoys (updated and combined with Directive 2.3200); and

·        Directive 2.6400 Buoy Identification and Use of Retro-reflective Material.

2010-2011 :

During 2010-2011 the remaining five directives were revised:

·         Directive 2.2500 Reaction to Discrepancy Reports;

·         Directive 2.2600 Review of Short-Range Marine Aids System;

·         Directive 2.3100 Responsibility for the Quality of Aids Service;

·         Directive 2.5100 Standard Daybeacons and Daymarks; and

·         Directive 2.7100 Operational Requirements for RACONS.

Note: Some directives were merged or sunset during the review process. There are now a total of 17 Aids to Navigation National Directives. The directives will continually be reviewed as part of CCG ongoing operations.

Completed

Levels of Service

In June 2004 Levels of Service Guidelines were issued for all 6 programs: Aids to Navigation, Environmental Response, Icebreaking, Marine Communications and Traffic Services, Search & Rescue and Waterways Development. They were not interpreted the same way throughout CCG. An internal A-Base Review in 2006 flagged this issue.

Coast Guard monitored the implementation of national policies related to Aids to Navigation. A process of annual peer review for Aids to Navigation was re-instituted in 2004. The Peer Review allows for a national internal subject matter expert assessment through a general overview and application of selected test cases to ensure national policies and procedures are being adhered to.

A Quality Assurance plan related to Système d'Information du Programme des Aides (SIPA) (the Aids to Navigation Program Information System) was put together following the release of findings related to the Fleet International Safety Management (ISM) audit to determine shortfalls.  Based on these findings, the Aids to Navigation program has implemented the required amendments to the SIPA database and continues to identify enhancements, updates and modifications required to improve the functionality of the database.

The national and regional marine advisory bodies were put in place with the marine industry with new or revised Terms of References. They are fora for structured discussions with users on levels of service and the modernization of service delivery.  All had at least one meeting. An approach established for similar discussions with recreational boaters and fishers.

2007-2008:

Coast Guard re-issued its Levels of Service Guidelines and Service Standards in a better format to clearly describe the services CCG provides to clients.  It also began a structured discussion process with clients to ensure there was a common understanding of the guidelines and to obtain feedback on the levels of service and the service standards. Over 30 sessions were held across the country with CCG clients.

2008-2009:

The Canadian Coast Guard prepared a draft national report that consolidates comments received from clients. The report is available on the CCG website and clients who participated in the client engagement sessions were invited to review the document and validate the content. Client comments received were evaluated and incorporated into the material to be subject to internal analysis to determine how best to respond within current resource levels.

2009-2010:

CCG approved its Levels of Service and Service Standards document that reflects the input received and to improve service standards

Adjustments will be implemented based on available resources.  CCG has responded to the majority of client comments received during the 2007 Levels of Service Review.  Responses have been posted on the CCG website on an ongoing basis since the Fall of 2009.

2010-2011:

CCG has finalized changes to its Levels of Services document, which was re-published on the CCG website in 2010.  The update includes improvements to service descriptions, new service standards and removal of services no longer provided (e.g. Loran-C).

Completed

SAR Needs Analysis

A Search and Rescue (SAR) Needs Analysis was established and scheduled for completion by June 2007.

2007-2008:

The SAR Needs Analysis report was completed.  Targeted and specific discussions began with service users and SAR partners, such as the Canadian Forces and Canadian Coast Guard Auxiliary (CCGA).

2009-2010:

In 2009-10, an action plan was developed that identifies the appropriate recommendations for implementation over the long term, so that recommendations can be implemented as funding becomes available.

2010-2011:

The responsible OPI has taken and will continue to take the necessary action to address the SAR Needs Analysis recommendations over the coming years.

Completed and ongoing

Recommendation #9

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

a)   Complete the implementation of its results-based management and accountability frameworks;

Key actions to address recommendations:

CCG developed and implemented a new Performance Measurement Framework.  CCG launched and completed the Strategic Program Framework exercise for all six CCG Maritime Services programs.

Note: Office of Boating Safety was transferred to Transport Canada in 2003

Little progress was made.  The situation was essentially unchanged as assessed by the Auditor General in 2002.

The Results-Based Management Accountability Frameworks (RMAF) were key documents in the development of other Agency initiatives, such as proposed revisions to the PAA structure, performance reporting and the development of logic models – a requirement for the Management, Resources and Results Structure (MRRS).

They were revisited in the 2007 review of the CCG Logic Model.

2007-2008:

CCG developed and implemented a new Performance Measurement Framework which aligns to the Program Activity Architecture. The Performance Measurement Framework was integrated in the Business Plan and the Report on Plans and Priorities.

2008-2009:

The CCG Directorate Maritime Services (MS) launched an exercise called “Strategic Program Framework” (SPF). The SPF is a tool to review the management elements of six CCG programs in MS: Aids to Navigation, Waterways Management, Icebreaking, MCTS, SAR and Environmental Response, using widely accepted federal program management principles, as outlined in the Government of Canada Management Accountability Framework (MAF). One element of the SPF exercise includes validation of the performance measurement systems for each program which includes finalizing Results-Based Management Accountability Frameworks.

2009-2010:

The SPF exercise was completed for all six CCG programs. Workshops were held to review, validate, and revise national performance measurement frameworks (where necessary).  In addition, performance indicators were developed to ensure alignment with the proposed Departmental PAA for 2011-2012. The CCG Performance Measurement Framework will continue to be reviewed on an annual basis to ensure that credible and timely performance information is available for reporting purposes and continues to be an integral component of CCG’s business decision making process.

Completed and ongoing

Recommendation #9

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

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

Key actions to address recommendations:

Targets for outputs and outcomes were developed and validated through the SPF exercise.

Need to establish clear targets for outputs and outcomes.

2007-2008:

Clear targets for outputs and outcomes were developed as part of the Performance Measurement Framework development.

2008-2009:

Targets were set as part of the Performance Measurement Framework and, as per Recommendation 9 (a) above, will be validated as part of the Strategic Program Framework. Exercise.

2009-2010:

Targets for outputs and outcomes were developed and validated through the SPF exercise and performance measurement workshops.

See Recommendation (9a).

Completed

Recommendation #9

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

c)         Identify who is accountable for achieving targets and managing resources;

Key actions to address recommendations:

The new PMF set broad accountabilities at the DG level.

Little progress was made. Need to clearly identify accountabilities once targets are established.

2007-2008:

The Performance Measurement Framework set broad accountabilities at the Director General level.

2008-2009

See Recommendation (9a).

2009-2010:

National Performance Measurement Frameworks were modified to include broad accountabilities at the program level.

See Recommendation (9a).

Completed

Recommendation #9

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

d)        Align budgeting and resource allocation with the frameworks

Key actions to address recommendations:

CCG has regrouped its budgets under the new PAA structure

The work of the internal A-Base Review in 2006 provided information and insights that were used for the budget allocation process in 2007 and for future improvements.

2007-2008:

See Recommendation 2 (d) for details.

Completed

Recommendation #9

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

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

Key actions to address recommendations:

CCG developed and implemented a new Performance Measurement Framework. 

The Aids to Navigation portion of the CCG Applications (APS) was implemented in 2005-06 as a tool to track performance. Its focus was largely on outputs and activities, not on results.

2007-2008:

The Performance Measurement Framework identified strategic level indicators based on currently available data.

See Recommendation (9a).

Complete and Ongoing

Recommendation  #10

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

Key actions to address recommendations:

CCG developed and implemented the Risk Assessment Tool and the Risk Management Guidelines for Maritime Services.

Draft Guidelines were prepared based on CSA Q850 and TB guidelines.

The Agency participated in the DFO Corporate Risk Profile annual review.  This is a longer term, risk based environmental scan.

A Risk Assessment Tool was developed and is now in use.

2007-2008:

The Risk Guidelines are used to conduct more effective and efficient risk assessments of CCG services.

Coast Guard developed a Risk Assessment Tool (RAT), which is now in use at Coast Guard and in different sectors of the Department. It was presented as a best practice to over 30 other Government departments.

2008-2009:

From an Agency perspective, CCG used the departmental risk management process.

For Maritime Services, the Maritime Services Risk Guidelines and Workbook  were approved by the Director General, Maritime Services.

The Risk Assessment Tool (RAT) is now used in over 90 Government offices.

2009-2010

The Risk Management Guidelines were approved in April 2009 and were placed on the Maritime Services website.

Risk indicators for each of the CCG six programs were completed.

The Risk Assessment Tool has been completed

2010-2011 :

Maritime Services Risk Profiles are updated annually. The 6 profiles have been completed in 2010-2011.

Completed and ongoing

Recommendation  #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)

Key actions to address recommendations:

Aids to Navigation in the 21^st Century (AToN21) was a framework used to assess navigation services across Canada. Results of the report demonstrated that significant progress was made in the implementation of life cycle management and national specifications.

There have been several versions of a Marine Aids Modernization (MAM) Plan over the years with some significant progress made in the Maritimes Region and in Newfoundland and Labrador. Progress in other regions has been limited and there has not been a clear national approach with clear tracking of deliverables. Selected aspects of the most recent version of MAM became part of the Expenditure Review Committee decisions announced in February 2005.

In January 2007, following Ministerial approval, a new strategy, Aids to Navigation in the 21^st Century (AToN21) was announced that will be based on implementing new technology, solid business analysis and engagement of users before decisions are taken. A dedicated team has been established for the initiative.

Develop solid initiatives under AToN21 with clear accountability for implementation, tracking of results and regular reports of progress to users.

AToN21

2007-2008:

A detailed action plan was finalized in July 2007 and implementation is ongoing.  The plan contained concrete deliverables for implementation.  Regular reports on accomplishments were produced. Factoring in user needs is part of the Levels of Service Review (see Recommendation 8 for more details).

The key objective of this initiative is to adapt CCG marine services to new technology and the needs of the mariners of the 21st century, through innovation in our approach to client service and service delivery. 

2008-09:

Under AToN21, a national business case framework was developed to assess alternatives for providing our aids to navigation services in accordance with users needs. This framework was used to assess delivery options (CCG delivery, external contractor, new technology, paint shop facilities) in various locations across Canada. A national report evaluating the experience of CCG in contracting out aids to navigation was finalized. Progress was made on updating national directives on the design and provision of aids to navigation, as reported under Recommendation 8. On the technical side, the implementation of life cycle management and national specifications progressed significantly.

Completed

2009-2010:

The AToN21 Final Report was completed and approved by CCG senior management.

Many of the project initiatives were made a part of the regular operations of the Aids to Navigation program. A project close-out report was completed, highlighting successes of the AToN21 project and discussing challenges encountered.

A pilot project on e-navigation has been underway in the Quebec Region since 2005 in partnership with industry.

e-navigation

2007-2008:

The pilot project on e-navigation was completed and is now being considered for implementation elsewhere.  A draft vision and strategy for e-navigation in Canada was completed.

2008-09:

CCG’s draft vision and strategy document on e-navigation was officially published. Developed in accordance with the international strategy on e-navigation, it was presented to clients and stakeholders at the national Canadian Marine Advisory Council (CMAC) in November 2008 and discussed during a workshop on e-Navigation organized by the Shipping Federation of Canada in February 2009.

2009-2010:

A survey on how CCG will work with its partners to develop mariners’ requirements with regards to e-navigation was conducted in person across the country and electronically.  Results will be used domestically and shared internationally. CCG will continue to work at the international level on e-navigation.

2010-2011:

CCG broadened the participation of other key federal departments in e-navigation and  worked with them to develop a federal vision/strategy for e-navigation, as well as a high level implementation plan and user-need matrix.

Complete and Ongoing with implementation of federal vision and strategy for e-navigation.

Discussions with industry on a future approach to Marine Service Fees are under way.

Marine Services Fees

2007-2008:

CCG and the marine transportation industry have met several times to discuss the future approach to the fees, including Arctic fees, in a renewed engagement process through an industry-CCG/DFO working group.

2008-2009:

Through meetings with the joint CCG-Industry working group, CCG developed options to advance the Marine Services Fees Strategy. These options were shared and discussed with industry, but the timing of a government decision was not finalized. One outcome of this work was the announcement of a three-year moratorium on Arctic Fees.

2009-2010:

Discussions were ongoing with Arctic stakeholders on the impact of the moratorium on Arctic fees.

2010-2011:

Discussions were concluded with Arctic stakeholders on the impact of the moratorium on Arctic fees. 

Options have been prepared and are ready for presentation for government decision.

Recommendation #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)

Key actions to address recommendations:

A list of DFO’s surplus lighthouses has been published, in support of the Heritage Lighthouse Protection Act.

In December 1998, the federal government announced a decision to retain 52 staffed light stations (27 in British Columbia, 24 in Newfoundland, and 1 in New Brunswick). CCG again evaluated the potential for destaffing light stations during both the Departmental Assessment, and the Departmental Assessment and Alignment reviews in 2001 and 2002 respectively and in the Expenditure Review Process in 2004.

The 2004 review reaffirmed the previous decision to maintain staffed lighthouses.

Looking at the heritage considerations, Federal Policy required that real property assets no longer required to support program delivery be divested.  CCG/DFO worked with Parks Canada, other levels of government and local community groups to promote the sale or transfer of surplus lighthouses.  In 2006 eleven lighthouses were divested and action was implemented for thirty additional sites.

CCG/DFO developed and implemented a comprehensive environmental risk management strategy for surplus lighthouses that will address the concerns expressed by interested purchasers related to site contamination.

The 242 Category 2 (staffed) major light stations eligible for FHBRO assessment were evaluated for heritage purposes.  Category 5 (unstaffed) lighthouse properties were submitted to FHBRO, most of which were assessed.

DFO has a Lighthouse Divestiture Strategy in place to manage the divestiture of surplus lighthouses.  This strategy received Ministerial approval in 2008.

Approximately 130 lighthouse sites were divested over the last ten years.  Negotiations are ongoing for additional sites.

2008-2009:

Senate Bill S215 – An Act to Protect Heritage Lighthouses - received Royal Assent May 29, 2008.

CCG is in the process of identifying surplus lighthouses as required under the new Act.

2009-2010:

A Fixed Aid Management Framework was developed and approved by CCG’s senior management.  The Framework described CCG’s approach for future investment in fixed aids and set out criteria for fixed aid structures considered to be surplus to operational requirements.

2010-2011 :

In support of the Heritage Lighthouse Protection Act, a list of DFO’s surplus lighthouses was published in May 2010 and will be maintained until May 30, 2012.

Completed