INTEGRATED BUSINESS AND HUMAN RESOURCE PLAN · canadian coast guard integrated business and human...

CANADIAN COAST GUARD

INTEGRATED BUSINESS AND HUMAN RESOURCE PLAN

2015 - 2018

Published by: Fisheries and Oceans Canada Canadian Coast Guard Ottawa, Ontario K1A 0E6

Canadian Coast Guard Integrated Business and Human Resources Plan 2015-2018 Available on the Web: www.ccg-gcc.gc.ca

Également disponible en français

DFO/2015-1947 Fs151-16/2015E-PDF (ce numéro en français est : Fs151-16/2015F-PDF) ISSN 2291-7977 (Online)

© Her Majesty the Queen in Right of Canada 2015

http://www.ccg-gcc.gc.ca/

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TABLE OF CONTENTS COMMISSIONER’S MESSAGE ...................................................................................................................... 1 INTRODUCTION ............................................................................................................................................. 3 1. WHO WE ARE AND WHAT WE DO .................................................................................................... 4

WHO WE SERVE AND WHAT WE DO......................................................................................................... 4 HOW WE ARE STRUCTURED AND MANAGED ............................................................................................. 5 CCG SPECIAL OPERATING AGENCY GOVERNANCE .................................................................................. 6 DEPARTMENTAL GOVERNANCE ................................................................................................................ 7 LEGAL MANDATE..................................................................................................................................... 7 ADVISORY GROUPS AND CLIENT ENGAGEMENT ........................................................................................ 8

2. MANAGING OUR RISKS ..................................................................................................................... 9 3. STRATEGIC AND MANAGEMENT PRIORITIES .............................................................................. 11

RENEWING ASSETS ............................................................................................................................... 12 A. Management Initiatives for Renewing CCG Assets .................................................................. 12

Fleet Renewal Plan 2017 .......................................................................................................... 12 B. Current Fleet Procurement ....................................................................................................... 13

Mid-Shore Patrol Vessels .......................................................................................................... 13 Offshore Fisheries Science Vessels ......................................................................................... 14 Offshore Oceanographic Science Vessel ................................................................................. 14 Helicopters ................................................................................................................................ 15 Small Vessel Program ............................................................................................................... 17

Search and Rescue Lifeboats ......................................................................................... 17 Channel Survey and Sounding Vessels ......................................................................... 18 Near-Shore Fisheries Vessels ........................................................................................ 19

Polar Icebreaker ........................................................................................................................ 19 Medium Endurance Multi-Task Vessels and Offshore Patrol Vessels ..................................... 20 Vessel Life Extension and Mid-Life Modernization Program .................................................... 20

Vessel Life Extension Program ....................................................................................... 20 Mid-Life Modernization Program ..................................................................................... 21

Federal Infrastructure Initiative ................................................................................................. 22 DELIVERING RISK-BASED AND CLIENT-FOCUSED SERVICES .................................................................... 22

Marine Communication and Traffic Services Centres Consolidation ....................................... 23 Implementation of e-Navigation ................................................................................................ 24 Camera Surveillance System for Ice Conditions in the Great Lakes ........................................ 24 Northern Marine Transportation Corridors ................................................................................ 25 Marine Services Fees ............................................................................................................... 26

ENHANCING OUR CAPACITY TO RESPOND TO MARINE INCIDENTS ............................................................ 27 Risk-based Analysis of the Maritime Search and Rescue Delivery (RAMSARD) .................... 27 Aids to Navigation System Review - Kitimat ............................................................................. 28 Incident Command System ....................................................................................................... 29 Area Response Planning .......................................................................................................... 30 Building Awareness ................................................................................................................... 31

4. ADVANCING OUR WORKFORCE AND BUSINESS MANAGEMENT PRACTICES TO IMPROVE PROGRAM AND SERVICE DELIVERY ................................................................................................................ 32

Consistent National Business Tools ......................................................................................... 32

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Activity-based Budgeting System ................................................................................... 32 Shore-based Training Tracking and Reporting Tool ....................................................... 33

Real Property Strategy .............................................................................................................. 33 Implement a Workforce Development Strategy ........................................................................ 33 CCG College ............................................................................................................................. 34 Materiel Management Renewal ................................................................................................ 35 Blueprint 2020 ........................................................................................................................... 35

4. PEOPLE MANAGEMENT ................................................................................................................... 37 A. Effective Workforce Planning .................................................................................................... 37 B. Improving Organizational Context ............................................................................................. 39 C. Investing in Employee Learning and Performance ................................................................... 39 D. Official Languages .................................................................................................................... 40 E. Labour Relations ....................................................................................................................... 41 F. Joint Learning Program on Mental Health in the Workplace .................................................... 41 G. Connecting with Seagoing and Remote CCG Employees ........................................................ 41 Young Professionals Network ........................................................................................................ 43

5. REGIONAL PERSPECTIVE ............................................................................................................... 44 OVERVIEW............................................................................................................................................. 44 ATLANTIC REGION ................................................................................................................................. 45 CENTRAL AND ARCTIC REGION .............................................................................................................. 46 WESTERN REGION ................................................................................................................................. 47

6. WHAT WE DO EVERYDAY ................................................................................................................ 49 MARINE NAVIGATION, MODERNIZING CANADA’S MAINRE NAVIGATION SYSTEM ........................................ 51

Aids to Navigation .......................................................................................................................... 54 Waterways Management ............................................................................................................... 55

Post-Panamax Study, St. Lawrence River ................................................................................ 56 Icebreaking Services ...................................................................................................................... 57

ENVIRONMENTAL RESPONSE SERVICES .................................................................................................. 58 National Equipment Strategy .................................................................................................... 60

SEARCH AND RESCUE SERVICES............................................................................................................ 61 Search and Rescue Capacity and Capability ................................................................................. 62 SAR Operational Governance Committee ..................................................................................... 62 Canadian Coast Guard Auxiliary .................................................................................................... 63

MARINE COMMUNICATIONS AND TRAFFIC SERVICES ............................................................................... 64 NAVAREA ...................................................................................................................................... 65 Communication Control System ..................................................................................................... 65 Marine Communications and Traffic Services Certification and Training Program ....................... 66

MARITIME SECURITY .............................................................................................................................. 66 Marine Security Enforcement Team............................................................................................... 68 Marine Security Operations Centres .............................................................................................. 68 Automatic Identification System ..................................................................................................... 68 Long Range Identification and Tracking System ........................................................................... 68

FLEET OPERATIONAL READINESS .......................................................................................................... 69 Fleet Operational Capability ........................................................................................................... 72 Fleet Maintenance .......................................................................................................................... 72

CCG Vessel Life Extension and Mid-Life Modernization Initiative ............................................ 73 Fleet Procurement .......................................................................................................................... 73

SHORE-BASED ASSET READINESS ......................................................................................................... 74 Communication Control System ..................................................................................................... 75 Shore-Based Component of the CCG Safety Management System ............................................. 75

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CANADIAN COAST GUARD COLLEGE ...................................................................................................... 76 INTERNATIONAL COLLABORATION AND ACTIVITIES .................................................................................. 79

7. FINANCIAL INFORMATION ............................................................................................................... 81 8. ANNEXES ........................................................................................................................................... 86

ANNEX A: MANAGEMENT AGENDA ......................................................................................................... 86 ANNEX B: CCG’S BLUEPRINT 2020 ACTION PLAN ................................................................................. 88

9. LIST OF ACRONYMS ......................................................................................................................... 93

LIST OF TABLES Table 1: CCG Planned Spending by activity and PAA Program, 2015-2016 (thousands of dollars) ....... 50 Table 2: CCG Service Costs by activity and PAA Program, 2015-2016 (thousands of dollars) .............. 50 Table 3: Total Number of CCG Full-time Equivalents (FTEs) – 2015-2016 Utilization by activity and PAA

Program and Sub-Program ....................................................................................................... 51 Table 4: Marine Navigation Resource Profile, 2015-2016 (thousands of dollars) ................................... 54 Table 5: Aids to Navigation Resource Profile, 2015-2016 (thousands of dollars) ................................... 55 Table 6: Waterways Management Resource Profile, 2015-2016 (thousands of dollars)......................... 57 Table 7: Icebreaking Services Resource Profile, 2015-2016 (thousands of dollars) ............................... 57 Table 8: Environmental Response Services Resource Profile, 2015-2016 (thousands of dollars .......... 60 Table 9: Search and Rescue Services Resource Profile, 2014-2015 (thousands of dollars) .................. 63 Table 10: Marine Communication and Traffic Services Resource Profile, 2015-2016 (thousands of

dollars) ...................................................................................................................................... 66 Table 11: Maritime Security Resource Profile, 2015-2016 (thousands of dollars) ................................... 69 Table 12: Fleet Operational Readiness Resource Profile, 2015-2016 (thousands of dollars) ................. 74 Table 13: Shore-Based Asset Readiness Services Resource Profile, 2015-2016 (thousands of dollars)76 Table 14: Coast Guard College Resource Profile, 2015-2016 (thousands of dollars) ............................. 78 Table 15: CCG Derivation of 2015-2016 Budget Allocation (thousands of dollars) ................................. 82 Table 16: CCG 2015-2016 Vote 1 and Vote 5 Lower Level Budget Allocations (thousands of dollars) .. 82 Table 17: Financial Allocations by PAA Program, 2015-2016 (thousands of dollars) ............................. 83 Table 18: Financial Allocations by Region, 2015-2016 (thousands of dollars) ........................................ 83 Table 19: Financial Allocation by PAA Program by Region, 2015-2016 (thousands of dollars) .............. 84 Table 20: National Programs, 2015-2016 (thousands of dollars) ............................................................ 84 Table 21: CCG Vote-Netted Revenue Targets by PAA Program, 2015-2016 (thousands of dollars) ..... 85

LIST OF FIGURES Figure 1: CCG Management Structure ................................................................................................. 6 Figure 2: Snapshot of our Workforce as of April 1, 2015 .................................................................... 38 Figure 3: CCG’s Three Regions (including territorial waters) and National Headquarters ................. 44 Figure 4: Aids to Navigation Across Canada ...................................................................................... 55 Figure 5: Distribution of Fleet Assets Across Canada, as of February 19, 2015 ................................ 70

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COMMISSIONER’S MESSAGE As Commissioner of the Canadian Coast Guard, I am pleased to present our Integrated Business and Human Resources Plan for the 2015-2016 fiscal year. This edition of the Plan reflects on the progress we’ve made this past year and also establishes our goals and activities for the next three years.

This Plan represents an important milestone for me personally; my first as Commissioner of this great organization. Over the four years I have spent with the Canadian Coast Guard, I have seen first-hand the pride, hard work and dedication of all employees and I am confident that we will be able to meet the challenges that lay ahead by leveraging partnerships and new technologies, and by adopting innovative approaches.

Through robust strategic planning and foresight, we will be able to evolve in order to further our ability and flexibility to meet the evolving needs of the Government of Canada, our clients, and of all Canadians. We faced a

number of challenges in 2014-2015. However, we continued to make great progress on all fronts and realized many accomplishments; a testament to the hard work of all our employees.

As you will note, the Canadian Coast Guard’s strategic and management priorities remain the same for this year, and they are:

1. Renewing Assets; 2. Delivering Risk Based and Client Focused Services; 3. Enhancing our Capacity to Respond to Marine Incidents; and 4. Advancing our Workforce and Business Management Practices to Improve Program and Service

Delivery.

Over the past decade, the Government of Canada has made noteworthy investments in the CCG for the renewal of our fleet which provides security to our operation and ensures the safety of Canadians both now and into the future. In this past year, the Agency accepted delivery of the final two of nine new Mid-Shore Patrol Vessels, replacing existing vessels that have reached their life expectancy and were removed from service. We awarded contracts for light-lift and medium-lift helicopters and took delivery of our first new helicopter. We are also in the process of completing life extension work on three vessels.

To help maximize Canada’s economic advantage and foster further economic development in the Arctic, the Canadian Coast Guard’s role North of 60° continues to be an important one. Coast Guard will pay considerable attention to promoting the formal adoption of the Northern Marine Transportation Corridors strategy, in order to facilitate the development of a safe marine navigation system, responsive to evolving demands in the Arctic.

A number of recent environmental incidents have reinforced the importance of the environment to Canadians and has also signaled the need for greater awareness regarding the roles and responsibilities of all of those involved during an oil spill response. The Government’s recent investment in support of the World Class Tanker Safety System (WCTSS), led by Transport Canada, will also allow the Agency to continue to make enhancements to ensure the safety of Canadians in our waters and protect our marine environments. The WCTSS consists of a comprehensive approach in ship-source oil pollution comprised of three pillars:

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prevention; preparedness and response; and compensation and liability. Last year, the Canadian Coast Guard focused on the design and construction of the National Situation Centre, to support implementation of the Incident Command System.

I would like to reiterate that Canada has one of the strongest marine safety regimes in the world and, as Commissioner of the Coast Guard, I remain committed to ensuring the safety of Canadians in our waters and to protecting our marine environments. By contributing to the Government’s WCTSS priority, led by Transport Canada, the Agency will be working to ensure that we continue to make enhancements and maintain our reputation.

In 2015-16, we will also be involved in the development and implementation of the new area response planning process, in partnership with Transport Canada and response organizations, for regions that have high levels of marine traffic and are therefore identified as having higher risk.

Related to our efforts to renew the Public Service, Blueprint 2020 invited all public servants to take part in a dialogue about the future of the Public Service. The consultation phase with Coast Guard ship and shore-based personnel was completed last year, and we continue to develop an action plan, which builds on the views and ideas shared, toward improving workplace operations and the services we provide to Canadians.

I would also like to take this opportunity to highlight a significant accomplishment of last year. As you know, the Coast Guard was involved in discovering a piece of history from the Franklin expedition. With the collaboration of various Canadian government departments and organizations, including Parks Canada and our colleagues in DFO Canadian Hydrographic Services, the HMS Erebus was found after 150 years. This historic find has bolstered our resolve and the Canadian Coast Guard, along with many other government departments, will continue searching for the second vessel, HMS Terror, this summer.

And finally, 2015-16 represents another important milestone for our organization. The Canadian Coast Guard College located in Sydney, Nova Scotia, will be celebrating its 50th anniversary. First opened in 1965, the College has been the training facility for many of our Canadian Coast Guard staff. In celebration of its Golden Jubilee, a number of events are planned throughout the year to celebrate this great accomplishment.

The Canadian Coast Guard continues to make great progress on our priorities while responding to the growing demand for our services. As always, our success in the delivery of our commitments would not be possible without our employees. This business plan is reflective of all they do and I would like to take this opportunity to thank them for their continued dedication.

Jody Thomas Commissioner, Canadian Coast Guard

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VISION Through innovation and excellence, a recognized leader in maritime services and safety. MISSION Canadian Coast Guard services support government priorities and economic prosperity and contribute to the safety, accessibility and security of Canadian waters. OUR VALUES · Respect for democracy · Respect for people · Integrity · Stewardship · Excellence

INTRODUCTION The Canadian Coast Guard’s (CCG) Integrated Business and Human Resources Plan provides key strategic information on Coast Guard priorities and operational activities. The Plan outlines in greater detail CCG information that is in the Report on Plans and Priorities for Fisheries and Oceans Canada, which is tabled in Parliament every year. The Plan continues to highlight the progress and achievements of its planning commitments. These commitments are also monitored through a quarterly reporting system, which is not published in the Plan. The Plan reflects the status of the CCG as of April, 2015.

The Plan is updated annually and covers a three-year period. Some of the initiatives and commitments described in this year’s Plan are responses to reviews and reports. When a commitment or initiative is in response to a review or report, we have indicated the type of review or report within its “Linked to…” reference.

The Plan is divided into seven primary sections:

1. Who We Are and What We Do sets out our mandate, our clients, the way we are structured and managed, the general results we seek to achieve, and the way our activities link to the work of other government departments;

2. Managing Our Risks summarizes our risk environment and outlines the initiatives in place to mitigate these risks;

3. Strategic Priorities and Management Priorities outlines and describes our priorities and initiatives over a three-year period;

4. People Management outlines how the CCG will ensure it has the people, work environment, capacity and leadership to assure its success moving forward;

5. Regional Perspective describes region-specific activities;

6. What We Do Every Day describes our programs’ operational activities and ongoing services; and,

7. Financial Information sets out how we have allocated the funding provided by Parliament.

A list of acronyms used by the CCG can be found at the end of this Plan in Section 9.

The Integrated Business and Human Resources Plan, Year-End Report, and the Integrated Investment Plan are available on the Coast Guard website at: http://www.ccg-gcc.gc.ca/eng/CCG/Publications.

http://www.ccg-gcc.gc.ca/eng/CCG/Publications

SECTION …. 1

Section 1: Who We Are and What We Do 4

ON AN AVERAGE DAY, CCG: · Saves 13 lives; · Assists 44 people in 24 search and

rescue cases; · Manages 1,308 vessel movements · Carries out 11 fisheries patrols; · Supports 17 scientific surveys; · Supports 3 hydrographic missions; · Deals with 3 reported pollution

events; · Surveys 3.13 kilometres of navigation

channel bottom; and · Repairs 48 aids to navigation.

1. WHO WE ARE AND WHAT WE DO A nationally recognized symbol of safety, the Canadian Coast Guard (CCG) serves on three oceans, the St. Lawrence River, the Great Lakes, and other major waterways – collectively, this makes for a maritime area of responsibility of nearly 5.3 million km2 along the longest coastline of any country in the world (approximately 275,000 km long). CCG operates 24 hours a day, every day of the year in some of the harshest and most difficult weather conditions in the world. And often, CCG is the only federal presence in many remote, Aboriginal, and Arctic communities. Included below is a summary of who we serve and what we do, but for a more detailed account of what we do every day, refer to Section 6.

Who We Serve and What We Do Operating as Canada’s only national civilian fleet, we provide a wide variety of programs and services to Canadians on four equally important levels: delivering the CCG’s own programs; supporting Fisheries and Oceans Canada (DFO) programs; supporting other government departments; and supporting government decisions, priorities and the broader federal agenda. CCG plays a critical role in the lives of Canadians by operating along the single longest national coastline in the world, including the Great Lakes, the St. Lawrence Seaway System, and the Fraser and Mackenzie Rivers. We provide services to commercial shippers, ferry operators, fishers, recreational boaters, commercial ports, coastal and Aboriginal

communities, other federal government departments, and the general public. For example:

• We are mission-ready 24 hours a day, seven days a week and operate in almost all weather conditions. When extreme weather hits and other vessels are being called into port, Coast Guard vessels are often asked to head out to sea to save lives, to provide assistance to vessels in distress, to provide safe passage for vessels transiting ice-covered waterways, and to free vessels which have become trapped in ice;

• We are a visible symbol of federal presence and provide the capacity to assert Canadian sovereignty in our territorial waters, especially in the Arctic;

• We support on-water safety and security by responding to mariners in distress, marine disasters, and emergencies with one of the most effective maritime search and rescue systems in the world, where we are supported by the air assets and personnel of the Canadian Armed Forces along with the maritime assets and volunteers of the Canadian Coast Guard Auxiliary;

• We contribute to Canada’s overall economic prosperity by providing essential support for the safe and rapid movement of Canada’s international maritime trade (valued at approximately $205 billion annually1, or roughly 21.7% of Canada’s total international trade2) as well as for the movement of domestic goods. For instance, we maintain and service fixed and floating aids to navigation that mark safe passages through our waterways. We also provide essential icebreaking services that enable ships to move safely

1 Transport Canada, Transportation in Canada 2013, Statistical Addendum, TP14816, Table EC8. 2 Statistics Canada, Table 228-0059.


and efficiently through ice-covered waters in Eastern Canada and the Great Lakes throughout the winter, and in the Arctic during the Northern navigable season. Icebreaking services keep most Canadian ports open for business year-round, reduce flooding along the St. Lawrence and St. Clair rivers, and support ferry operators, fishers, and coastal communities;

• We are the lead federal agency responsible for ensuring effective response to all ship-sourced or mystery-sourced marine pollution incidents within Canada’s internal waters, territorial seas, and Exclusive Economic Zones, including the Arctic;

• We support science activities by providing research platforms for scientists from DFO and other federal government departments (such as Environment Canada, Natural Resources Canada, and the Natural Sciences and Engineering Research Council of Canada). Our personnel and vessels facilitate important scientific activities and research such as science surveys essential for determining biomass and stock assessments leading to fisheries allocations; charting to enable safe navigation; freshwater research in the Great Lakes; seabed mapping to help establish Canada’s claims under the United Nations Convention on the Law of the Sea; and oceans science to assess changing ocean conditions and the impacts of climate change;

• We support DFO’s mandate to safeguard Canada’s aquatic ecosystems by providing vessels dedicated to the enforcement of regulations governing marine fisheries, aquatic species, and habitats;

• We support maritime security activities on the Great Lakes and St. Lawrence river through a joint program with the Royal Canadian Mounted Police (Marine Security Enforcement Teams), as well as maritime security activities of the Department of National Defence, the Canada Border Services Agency, and Public Safety Canada; and

• We also support the non-military activities of other Canadian government departments including those of the Department of Foreign Affairs, Trade and Development (DFATD), Health Canada, and Transport Canada through the provision of vessels, aircraft and other marine services.

How We Are Structured and Managed The Canadian Coast Guard is a Special Operating Agency within the Department of Fisheries and Oceans and has three regions which span across the country (Atlantic, Central & Arctic, and Western – see Figure 3 in Section 5), with the Agency’s headquarters located in Ottawa (the National Capital Region). The CCG’s headquarters provides functional direction and plans at a national level to ensure consistency in the design and delivery of programs, while the regions are responsible for program delivery. Since the CCG is an operational organization, many programs and services are provided 24 hours a day, seven days a week. Like the rest of DFO, CCG is highly decentralized with 91% of its employees located in the regions.

At the head of CCG is the Commissioner, the Chief Executive Officer of the Agency, reporting and accountable to the Deputy Minister of Fisheries and Oceans Canada for the performance of the 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 Coast Guard to rely on DFO for comptroller functions. The Coast Guard has two Deputy Commissioners (DC) and three Assistant Commissioners (AC), all of whom report to the Commissioner. The DCs are located in the National Capital Region and are responsible for the leadership and direction of CCG operations and the acquisition of major capital assets. DC, Operations serves as the Chief Operating Officer of the CCG and is second in command to the Commissioner for all non-procurement related issues. DC, Vessel Procurement is accountable for the acquisition of all CCG major capital assets such as vessels and helicopters. The ACs are located in each of the three regions, and are responsible for directing the day-to-day delivery of all CCG programs and services in their respective region, consistent with national standards, policies and practices.

Within the CCG’s headquarters, there are five directorates – National Strategies; Operations (including Fleet and Maritime Security); Integrated Technical Services; Integrated Business Management Services; and Major


CCG Commissioner

Assistant Commissioner,

Western

Director General, Operations

Deputy Commissioner,

Vessel Procurement

Deputy Commissioner,

Operations

Director General, Major

Projects

Assistant Commissioner,

Atlantic

Director General, National Strategies

Assistant Commissioner

Central & Arctic (including Quebec)

Director General, Integrated Technical

Services

Director General, Integrated Business

Management Services

Executive Director, CCG College

Projects – each led by a Director General (DG) who is responsible for policies, programs, plans, and service standards for their respective functional areas.

CCG also operates and manages the Canadian Coast Guard College, located in Sydney, Nova Scotia, which is led by an Executive Director who reports to the DG IBMS, and who is responsible for the education and training of all CCG officers enrolled at the college.

CCG Special Operating Agency Governance The Agency’s senior decision-making body is the CCG Management Board (MB). The Board is chaired by the Commissioner and is comprised of the Deputy Commissioners, Directors General, Assistant Commissioners and the Executive Director of the CCG College. The Department of Fisheries and Oceans’ Senior Human Resources Advisor, Senior Legal Advisor, Senior Financial Advisor, Senior Communications Advisor, and the Commissioner’s Executive Advisor are also members of the Management Board.

CCG’s Management Board is also supported by a number of permanent and temporary sub-committees divided into three different categories: Functional Management Committees; Corporate Oversight Committees; and Regional Management Committees. They are each intended to support the Management Board by examining functional, horizontal, and strategic issues prior to referring such issues to Management Board for consideration. The function of these sub-committees is to explore topics in more detail and make a recommendation to Management Board prior to a recommendation being endorsed by Management Board.

This organization and governance information is shown in Figure 1 below.

Figure 1: CCG Management Structure


Departmental Governance As a Special Operating Agency whose primary purpose is the delivery of services, the CCG relies upon DFO for corporate governance, and so the CCG is also accountable to the Minister and Deputy Minister in accordance with the CCG's operating framework documentation. As a result, members of CCG's senior management participate on, and report to, a number of DFO committees and groups.

There are two senior departmental strategic committees within DFO which members of the CCG’s senior management participate – the Deputy’s policy and management committees. The Deputy’s Policy Committee provides strategic direction on policies and programs and medium term strategic planning; while the Deputy’s Management Committee provides strategic direction on resource allocation, financial planning and reporting, human resources, real property, and information management / information technology.

Supporting these senior-level committees are the Directors General Policy Committee and the Directors General Management Committee, chaired by the Director General of Strategic Policy and Planning. These committees provide an important coordination, integration and challenge function for the issues moving forward to the Deputy’s strategic committees. They consider initial policy and program proposals, make recommendations, identify emerging issues, and ensure that all departmental perspectives are brought to bear on important departmental initiatives.

There are also three other committees at the DFO level in which members of CCG’s senior management take part — Legal Risk Management Committee, Departmental Evaluation Committee, and Departmental Audit Committee.

Legal Mandate The Canadian Coast Guard’s mandate derives from the Constitution Act, 1867, which assigned the Parliament of Canada exclusive legislative authority and jurisdiction over matters of navigation and shipping, including beacons and buoys, within Canadian territorial waters; along with all lighthouses and Sable Island.

The Oceans Act, 1996 assigns the Minister of Fisheries and Oceans responsibility for providing services for the safe, economical, and efficient movement of ships within Canadian waters through the provision of: aids to navigation; marine communications and traffic management services; icebreaking and ice management services; and channel maintenance. It also assigns the Minister responsibility for the marine component of the federal search and rescue program; marine pollution response; and support to other government departments, boards, and agencies through the provision of ships, aircraft, and other marine services.

The Canada Shipping Act, 2001 provides additional powers and more detailed definitions that enable the Minister of Fisheries and Oceans to fulfill the CCG’s mandate with respect to: aids to navigation; vessel traffic services; marine search and rescue; and marine pollution response (including all ship-source, unknown source, and oil handling facilities source spills where a vessel is loading or unloading). For instance, the Canada Shipping Act, 2001 indicates the authorized waterways in which the CCG’s marine pollution response mandate applies.


Advisory Groups and Client Engagement CCG is committed to ensuring that its programs and services are aligned with the needs and expectations of its clients, stakeholders, and the Canadian public. The Agency has a number of consultative mechanisms in place at both the regional and national level to ensure that these views and needs are incorporated into Coast Guard program planning and decision-making. These consultative forums represent all areas of the marine industry which advise CCG’s Commissioner on matters that fall under CCG’s responsibility. CCG also conducts client consultations to discuss shared priorities and objectives as well as to get feedback on service delivery. We make every effort to consult with groups, clients, and stakeholders most likely to be affected by changes in service standards, but we must balance the needs of these user groups with considerations of the general public’s interests.

CCG’s primary interface with the marine shipping industry is the National Marine Advisory Board (NMAB) and its six regional counterparts (RMABs). They provide a forum for discussion of shared priorities and objectives, as well as for the feedback on service delivery that the CCG requires as a service provider.

CCG also participates in the Transport Canada-led Canadian Marine Advisory Councils and Recreational Boating Advisory Councils which discuss regulations, codes, standards, and any other matters related to marine safety, marine services, marine pollution prevention and response, and marine security.

At the regional level, the CCG consults with a variety of stakeholders, including fishers and recreational boaters, through various local fora such as Local Marine Advisory Councils and Fishers’ Advisory Groups.

The Strategic Advisory Council (SAC) provides input to strategic decisions and performance feedback on CCG service delivery. It is chaired by the Deputy Minister of Fisheries and Oceans Canada, and comprises Deputy Ministers from departments and agencies that receive support or services from the Canadian Coast Guard.

The Senior Project Advisory Committee (SPAC) provides a forum to orient major procurement projects to achieve national objectives and is chaired by the Deputy Commissioner, Vessel Procurement and is comprised of senior departmental officials from Coast Guard and from other involved federal departments.

The Canadian Coast Guard College Advisory Council (CCGCAC) is chaired by the Deputy Commissioner, Operations and is responsible for the provision of strategic advice and information such as:

· Emerging operational and technical trends, challenges and opportunities in the national and global maritime context;

· Emerging changes and trends in the field of maritime education and recruitment, training and systems; and,

· Current and future educational and training partnership initiatives.

The CCGCAC ensures that the CCG College has the breadth of national and global exposure to maritime knowledge and insight such that the College is able to fulfill its mandate.

Section 2: Managing Our Risks 9

SECTION 2

Legend 1. Financial Capacity 2. Physical Infrastructure 3. Reliance on Third Parties

and Partners 4. Effective Response to

Significant Marine Incident(s)

5. Human Resources Workforces

6. Stakeholder Expectations 7. CCG Transformation

2. MANAGING OUR RISKS Risk arises from the uncertainty about the future. The more effective way to lessen prospective problems or avoid disaster is to be well prepared. While it is impossible to avoid all of the problems of the future, it is possible to choose which risks can be tolerated and which risks should be mitigated. An organization can then decide how to best equip itself to face an uncertain future.

The Canadian Coast Guard currently faces risks and challenges that place pressure on program delivery and operational capacity, while also providing opportunities for CCG to transform the way it does business and remain responsive to the evolving requirements of its services.

In 2013-2014, following the process described in the Department of Fisheries and Oceans’ Integrated Risk Management Policy, CCG updated its Agency Risk Profile, outlining the highest corporate-level risks within CCG, and presented actions to help ensure these risks are effectively managed. Using an integrated risk management framework - to identify, monitor, and mitigate risks -a total of seven corporate-level risks were identified in the 2014 Agency Risk Profile. For most of these, Management Board determined that the existing controls were adequate to help reduce the impact of the risks and therefore the decision was made to focus on the three highest ranking risks: Financial Capacity Risk; Physical Infrastructure Risk; and, Reliance on Third-Parties and Partners Risk.

In 2014-2015, the Marine Navigation (MN) and the Fleet Operational Readiness (FOR) Risk Profiles were developed and thus, as of March 2015, all CCG Programs have completed a risk profile. The Human Resources Risk is seen by all Programs as a key risk with drivers such as increased workload, difficulty in recruiting and lengthy staffing processes.

Physical Infrastructure/Asset Risk is another key risk. Information Management is also identified at the program level even though it is no longer captured as a risk at the Agency level. A common underlying risk driver is also the organization’s reduced financial capacity.

In 2015-2016, the CCG will continue to monitor its risks and report on its management action plans through

Section 2: Managing Our Risks 10

the Agency’s quarterly reporting process. In addition, it will examine the possibility of developing risk indicators to facilitate the monitoring and control of risk exposures over time. In accordance with the Integrated Risk Management Handbook which recommends a full review of risks every two to three years, older program risk profiles will be updated and Integrated Risk Management 101 training/awareness sessions will be offered.

The following table lists each risk identified in the 2013-2014 Agency Risk Profile, in order of probability and impact, and the priorities that address and mitigate the risks.

Risk

CCG Priority

Renewing Assets

Delivering Risk-Based and Client- Focused Services

Enhancing our Capacity to Respond to Marine Incidents

Workforce and Business Management

Financial Capacity Risk: There is a risk that CCG may not have the financial capacity to deliver services to internal and external stakeholders and client groups.

P P

P

Physical Infrastructure Risk: There is a risk that the CCG’s ageing infrastructure and the complexity of reducing its footprint may affect the Agency's ability to align or maintain its assets and service delivery. Infrastructure includes: Fleet and shore-based assets.

P P P P

Reliance on Third Party Risk: There is a risk that CCG will be unable to deliver its services due to third-parties’ and/or partners’ conflicting priorities or failures.

P

Effective Response to Significant Marine Incidents Risk: There is a risk that CCG may not be able to provide a timely, sustained, and adequate response to major marine incident(s).

P P

Human Resources Risk - Workforce: There is a risk that CCG may not be able to sustain a sufficient and representative workforce, or attract new highly-skilled employees with the appropriate competencies to support, deliver, and manage programs and services in the long-term.

. . P

Stakeholders’ Expectations Risk: There is a risk that there will be lack of clarity of CCG’s roles and responsibilities among all stakeholders and a significant gap between legal responsibilities and public, clients or political expectations.

P P P

CCG Transformation Risk: There is a risk that the cumulative impact of organizational and technological change may not provide the expected outcome of a more efficient, effective, timely and strategically-focused Agency.

P P

SECTION 3

11

3. STRATEGIC AND MANAGEMENT PRIORITIES

Canada’s marine transportation sector has grown significantly over the past decade. Each year, Canadian ports handle approximately 475 million tonnes in marine freight, including approximately $205 billion in international trade. On an annual basis, the Canadian marine transportation sector contributes over $7.9 billion to Canada’s Gross Domestic Product (GDP).3 Further, between the merchant shippers carrying these goods, the ferries linking our cities, the pleasure craft operated by our citizens, the cruise vessels which bring foreign travellers to our ports, among numerous other vessels, the Canadian Coast Guard tracks nearly half a million vessel movements through our territorial waters annually (477,713 movements in 2014). Combined, these make the Canadian Coast Guard essential to Canada's economic prosperity, to the safety and security of our waterways, and to the protection of our marine habitats. We are dedicated to serving Canadians, and we provide a range of services which contribute to these strategic outcomes.

With the Canadian Coast Guard’s growing importance to the Canadian economy, to the safety and security of its waters, and to the sustainability of its aquatic ecosystems, we remain focused on the future. By investing in strategic partnerships, innovative technologies, and new ways of delivering services, we will ensure that CCG has the necessary resources and capabilities to continue providing Canadians with levels of service now and into the future. We manage many initiatives and commitments aimed at enabling us to meet our strategic outcomes, and among these are three key ‘whole of government’ initiatives underway:

· Over the next 30 years we will be renewing parts of our fleet and supporting the creation of thousands of high-quality jobs through our participation in the National Shipbuilding Procurement Strategy (NSPS);

· We are working to ensure the responsible development of resources and contributing to the increased safety to marine traffic and aquatic ecosystems through the Government of Canada’s World-Class Tanker Safety System (WCTSS); and

· We are working to ensure the economic and environmental sustainability of the Canadian Arctic through our activities in support of the Northern Marine Transportation Corridors (NMTC) Initiative.

3 The marine transportation industry directly contributes approximately $3.6 billion to Canada’s GDP, and a total of $7.9 billion when factoring-in all establishments primarily engaged in providing services to the water transportation industry. These figures do not include contribution to output and employment in the Canadian economy. Expenditures on marine transport generate activity in marine industries, in firms that supply goods and services to marine industries, and in a broad range of other related and unrelated industries that benefit from the resulting income flows within the Canadian economy.

Section 3: Strategic and Management Priorities 12

In further contribution to our strategic outcomes, and in support of Government of Canada priorities we have outlined the following four strategic and management priorities that provide direction for CCG’s initiatives and commitments.

2015-2016 STRATEGIC AND MANAGEMENT PRIORITIES

1. Renewing Assets

2. Delivering Risk-Based and Client-Focused Services

3. Enhancing our Capacity to Respond to Marine Incidents

4. Advancing our Workforce and Business Management Practices to Improve Program and

Service Delivery

Renewing Assets As an operational Agency, the CCG relies heavily on its assets to deliver maritime programs and services critical to Canadians. These assets are essential to ensuring that we can deliver our mandated activities and support the operations of Fisheries and Oceans Canada and other government departments. Renewal of our fleet is necessary to provide a solid foundation for building the Government of Canada’s national civilian fleet of the future, which must be multi-capable, adaptable and sustainable to meet the projected operational readiness and service delivery demands of clients and Canadians.

The Government of Canada has demonstrated a strong commitment to the CCG and Canada's shipbuilding industry. Since 2005, approximately $7B has been committed for fleet investments, in addition to the small vessels and craft that CCG funds from its annual capital budget. These investments allow us to renew our fleet, as current vessels reach the end of their operational lives. In addition, we operate Vessel Life Extension and Mid-Life Modernization Programs that determine how to best maintain our aging fleet of vessels, until new ships are delivered.

We have identified financial capacity and physical infrastructure as high risk areas, anticipating that the organization may be unable to procure and maintain its assets in a timely fashion, in order to deliver mandated services. To mitigate these risks, we have been working on long term asset renewal plans identifying renewal initiatives contributing to maintaining and optimizing our operational capabilities and readiness in order to position ourselves as an enduring organization that can effectively and efficiently serve Canadians into the future. Mitigation actions to reduce the probability or impact of the risks are reflected in the commitments.

A. Management Initiatives for Renewing CCG Assets

Fleet Renewal Plan 2017

The Government of Canada's current investments in the CCG fleet address priorities outlined in the CCG’s 2012 Fleet Renewal Plan (FRP). CCG identified a need to update the 2012 plan to prepare for the next phase of fleet renewal through the development of FRP 2017. This will be a comprehensive 30-year strategic investment plan which outlines our asset requirements into the future. FRP 2017 will re-examine priorities


since the 2012 plan was developed while taking into account the current condition of the fleet, lifecycle management best practices, as well as interim measures to sustain the CCG fleet asset base over time. (Note: FRP 2017 was previously referred to as Fleet Asset Management Plan (FAMP)).

COMMITMENT LINKED TO… LEAD SUPPORT

2015-2016

Complete the Fleet Renewal Plan (FRP) 2017 which will include an action plan to guide the integration of the FRP 2017 and associated recommendations into ongoing asset management practices.

Financial Capacity Risk

Physical Infrastructure Risk

DC, VP

DC, Ops

DG, ITS DG, MP DG, Ops DG, NS DG, IBMS AC, Western Region

B. Current Fleet Procurement

2014-15 Accomplishments

· Accepted delivery of the last Mid-Shore Patrol Vessel, the CCGS Captain Goddard M.S.M.

· Awarded a contract for 15 new light-lift helicopters.

· Awarded a contract for seven new medium-lift helicopters.

As CCG fleet assets age, matters such as reliability, supportability, and equipment obsolescence become more of an issue, increasing both operational costs and the risk of gaps in service delivery. Through our participation in the National Shipbuilding Procurement Strategy (NSPS), we will be renewing our fleet and supporting the creation of thousands of high-quality jobs over the next 30 years.

The NSPS established a long-term strategic sourcing relationship between the Government of Canada and two Canadian shipyards for the construction of its large vessels. The CCG's Polar Icebreaker and four offshore science vessels are part of the non-combat component of the NSPS, and will be constructed by Vancouver Shipyards Co. Ltd. In 2013, the Government of Canada announced that up to five Medium Endurance Multi-Tasked Vessels and up to five Offshore Patrol Vessels will also be constructed by Vancouver Shipyards.

Also under the NSPS, small vessel construction will be open for competitive bid by Canadian shipyards other than the two selected to build large vessels, and ongoing refit and repair work will be open to all Canadian shipyards through a competitive process. While not part of the NSPS, helicopters are also being procured as part of the Renew Assets priority.

Mid-Shore Patrol Vessels

CCG has acquired nine new Mid-Shore Patrol Vessels (MSPV) for the CCG Fleet. Five of the nine MSPVs will be used primarily to support the Conservation and Protection Program in the Atlantic and Western Regions. The other four vessels will be used in a joint program with the Royal Canadian Mounted Police to enhance maritime security along the Great Lakes - St. Lawrence Seaway system.


The project is currently in the closeout stage.


2015-2016

Complete Mid-Shore Patrol Vessels (MSPV) project closeout following the termination of warranty period.

AG, A-base, FRP, RPP Physical Infrastructure Risk

DG, MP DG, ITS

DG, Ops

Offshore Fisheries Science Vessels

CCG is procuring three Offshore Fisheries Science Vessels (OFSV) to support critical scientific research and ecosystem-based management. The design of these vessels was completed in early 2012, and a construction engineering contract was awarded in February 2013. In October 2014, a contract was awarded to Vancouver Shipyards Co. Ltd. for the construction of an initial block. Full OFSV construction is expected to start in 2015-2016.

CCG is working with the shipyard to plan the delivery of all three vessels by 2017-2018; however, specific delivery dates will be negotiated as Vancouver Shipyards Co. Ltd. prepares for construction.


2015-2016

Start of construction on the Offshore Fisheries Science Vessels (OFSV) project.*

FRP, RPP Physical Infrastructure Risk

DG, MP

2016-2017

Accept delivery of first and second OFSV.*


DG, MP

2017-2018

Accept delivery of third OFSV.* FRP, RPP Physical Infrastructure Risk

DG, MP

* Construction schedule remains subject to negotiation with shipyard.

Offshore Oceanographic Science Vessel

CCG will acquire an Offshore Oceanographic Science Vessel (OOSV) as a replacement vessel for its largest science vessel - CCGS Hudson, which operates on the east coast of Canada. This vessel was built in 1963 and its replacement is critical to the fulfillment of the Department's science mandate as well as mandates of other government departments and agencies.


The design contract for the OOSV was completed in November 2011 and work is underway to award the construction engineering contract. CCG is working with Vancouver Shipyards Co. Ltd. to advance this project. The OOSV is expected to be delivered in 2017-2018; however, the delivery date will be negotiated with Vancouver Shipyards as they prepare for construction. A firm delivery date is expected to form part of the construction contract anticipated in 2016-2017.


2015-2016

n/a

2016-2017

Construction contract for the Offshore Oceanographic Science Vessel (OOSV) is awarded.

FRP, RPP


DG, MP

2017-2018

Accept delivery of OOSV.* FRP, RPP


DG, MP

* Construction schedule remains subject to negotiation with shipyard.

Helicopters

CCG will acquire up to 24 helicopters and a full flight simulator for pilot training. This includes up to 22 replacement helicopters to renew the capability of the existing fleet, and two helicopters to support the Polar Icebreaker, CCGS John G. Diefenbaker. The helicopters will support critical programs and services across the country.

CCG engaged the aviation industry for the procurement of light helicopters from September 2012 through March 2013, to achieve a fair and transparent process, as well as to ensure that Canada procures helicopters that meet its requirements at a competitive cost. Following the request for proposal process, litigation arose which has impacted project deliverables. Following extensive industry engagement, CCG also launched a formal request for proposals for the procurement of medium helicopters in February 2014. Contracts for the acquisition of both light and medium helicopters were awarded in 2014-2015. Industry engagement for the full flight simulator began in November 2014.



2015-2016

Completion of Preliminary Design Review and Critical Design Review of medium-lift helicopters.

FRP, RPP, EAP


DG, MP

2016-2017

Accept delivery of three medium-lift helicopters.

FRP, RPP, EAP


DG, MP

2017-2018

Accept delivery of four medium-lift helicopters.

FRP, RPP, EAP


DG, MP


2015-2016

Accept delivery of 15 light-lift helicopters into the CCG fleet.

FRP, RPP, EAP Physical Infrastructure Risk

DG, MP

2016-2017

n/a

2017-2018

Complete the light-lift helicopter project closeout following the termination of warranty period.

FRP, RPP, EAP


DG, MP



2015-2016

Contract for the helicopter full flight simulator is awarded.

FRP, RPP, EAP


DG, MP

2016-2017

n/a

2017-2018

Accept delivery of the helicopter full flight simulator.

FRP, RPP, EAP


DG, MP

Small Vessel Program

In June 2013, the Government of Canada announced funding of up to $488M to procure between 18 and 21 new small vessels for the Coast Guard Fleet of the following classes: Search and Rescue (SAR) Lifeboats, Special Navaids Vessels, Mid-Shore Science Vessels, Channel Survey and Sounding Vessels, Near-Shore Fishery Research Vessels, and Specialty Vessels. These assets will be of various designs and crew complements and will fulfill a number of tasks. They are generally less than 50 metres in length or less than 1,000 tonnes in displacement. They will operate across the country and will be used for a range of activities such as marine and fishery research, conservation and protection patrols, and aids to navigation.

In November 2014, the Government of Canada announced funding through the Federal Infrastructure Initiative for an additional five SAR Lifeboats, as part of a further $183 million investment in CCG infrastructure.

As per the NSPS, the construction of the small vessel projects will be available for competitive bid to shipyards across Canada other than Vancouver Shipyards Co. Ltd. and Irving Shipbuilding Inc. which are building the large vessel packages.

Special Navaids Vessels, Mid-Shore Science Vessels, and Specialty Vessels projects are currently in the planning phase, thus no commitments have been developed.

Search and Rescue Lifeboats

CCG will procure and deliver up to 15 Search and Rescue (SAR) Lifeboats to replace the existing Arun-Class vessels at their home ports. SAR Lifeboats are designated as primary SAR vessels and are specially designed, equipped and crewed for that purpose.



2015-2016

Construction contract for the Search and Rescue (SAR) Lifeboats is awarded.

FRP,RPP Physical Infrastructure Risk

DG, MP

2016-2017

Accept delivery of first SAR Lifeboat.*


DG, MP

*Construction schedule remains subject to negotiation with shipyard.

Channel Survey and Sounding Vessels

CCG expects to acquire two Channel Survey and Sounding Vessels. These small vessels are primarily used to conduct depth survey operations by mapping the contours of the seabed.


2015-2016

Draft Request for Proposal (RFP) for Channel Survey and Sounding Vessels (CSSVs) to Industry.*

FRP,RPP


DG, MP DG, OPS

2016-2017

Release RFP for CSSVs to Industry.*

FRP, RPP


DG, MP

* Timeline subject to discussion on fit of commercially off the shelf units.


Near-Shore Fisheries Vessels

CCG expects to acquire two Near-Shore Fisheries Vessels. These small vessels are primarily used to conduct trawl surveys.


2015-2016

Original design for Near-Shore Fisheries Vessels (NSFVs) is updated.

FRP,RPP


DG, MP DG, OPS

DG, Science

2016-2017

Contract for NSFV is awarded. FRP, RPP


DG, MP

Polar Icebreaker

Budget 2008 announced funding for the procurement of Canada's first Polar Icebreaker, CCGS John G. Diefenbaker. This vessel is the centerpiece of the Government of Canada's Northern Strategy and will replace CCG’s largest and most capable heavy icebreaker, CCGS Louis S. St-Laurent. The new Polar Icebreaker will help strengthen Canada's Arctic sovereignty. The vessel will be able to operate in the Arctic in more difficult weather conditions and for a longer period of time each year than is currently the case - three seasons instead of the current two seasons.

A vessel design contract was awarded to STX Canada Marine of Vancouver, British Columbia, in November 2011 and the final Design Review was completed in 2013-2014. The project’s design phase was completed in 2014-2015 following design appraisal by a Transport Canada recognized Classification Society (Lloyd’s Register).

In October 2013, the Government of Canada announced that the Polar Icebreaker would be built by Vancouver Shipyards Co. Ltd. following the completion of the Royal Canadian Navy’s Joint Support Ships, under the NSPS. As a result, project milestones have been re-set and in 2014-2015, the Polar Icebreaker project entered a period of reduced activity while awaiting the availability of shipyard resources to begin the next stage of the work. It is currently anticipated that the construction engineering phase will begin in 2016-2017 and construction is planned to begin in late 2018. It is expected that the Polar Icebreaker project team will be re-established in late 2015-2016 to prepare for the start of the construction engineering phase. Based on timelines provided by the shipyard, CCG expects that the new vessel will be commissioned in 2021-2022. CCG plans to keep CCGS Louis S. St-Laurent in service at least until the new Polar Icebreaker is delivered.



2015-2016

Re-establish the polar project team.

FRP, RPP, EAP


DC, VP

2016-2017

Construction engineering contract is awarded.*

FRP, RPP, EAP


DC, VP

*Construction schedule remains subject to negotiation with shipyard.

Medium Endurance Multi-Task Vessels and Offshore Patrol Vessels

In October 2013, the Government of Canada announced that Vancouver Shipyards Co. Ltd. would be building up to ten additional large vessels for the CCG fleet at an estimated cost of $3.3B.

CCG will acquire up to five Medium Endurance Multi-Tasked Vessels (MEMTV). The MEMTV are large, shallow draught vessels capable of supporting many CCG programs. Measuring approximately 65 metres in length and capable of staying at sea for up to four weeks, they will be used primarily for the deployment, recovery and maintenance of aids to navigation. The MEMTV will also be capable of search and rescue, icebreaking, fisheries management and environmental response.

In addition, CCG will acquire up to five Offshore Patrol Vessels (OPV). The OPV are large vessels approximately 75 metres in length and have the capacity to stay at sea for up to six weeks. They will be used primarily for fisheries protection, both in Canadian waters and on the high seas. The OPV will also be capable of search and rescue, aids to navigation support and environmental response.

These projects are currently in the planning phase and are awaiting preliminary project approval, thus no commitments have been developed.

Vessel Life Extension and Mid-Life Modernization Program

In addition to renewing CCG’s fleet of vessels, the Vessel Life Extension and Mid-Life Modernization Program will determine how to best maintain an aging fleet of vessels until new vessels are delivered. Both vessel life extensions and mid-life modernizations help vessels comply with modern environmental, safety, and other regulatory requirements (where applicable) that have come into effect since they were constructed. This program will span nine fiscal years, with planned work concluding in 2021-2022.

Vessel Life Extension Program

Vessels Life Extensions (VLE) are large contracted work packages conducted at or near the end of a vessel’s operational life with the specific, stated intent to extend the vessel’s operational life for a defined period (generally 10 – 15 years) and meet the vessel’s current Statement of Operational Requirements (SOR). It is


not a recommended practice within a life-cycle asset management cycle; however, VLE provides flexibility in continuing to deliver critical client services in the absence of a suitable platform. A VLE is sometimes conducted in anticipation of vessel replacement or to temporarily satisfy a new program demand. Performing a VLE on an aged vessel does not provide a guarantee of uninterrupted service delivery – old vessels remain prone to unanticipated failures.

Mid-Life Modernization Program

Mid-life modernizations (MLMs) are large contracted work packages conducted once in a vessel’s operational life. An MLM is a planned lifecycle activity. This preplanned work period is vital for the vessel to reach its intended operational life and continue to deliver government programs. An MLM is generally scheduled to take place after half of a vessel’s operational life has elapsed.

This work involves the review and modernization of vessel systems and fitted equipment to ensure continued reliability and parts availability through to planned end of service life; hull renewal (as required); replacement of equipment that has become unsupportable due to age/lack of spares availability; environmental issues; changes to regulatory requirements and completion of major vessel configuration changes.


2015-2016 Commence work on CCGACV Siyay (MLM), CCGS Henry Larsen-Phase I (VLE) and CCGS Eckaloo (VLE)

Complete work on CCGACV Siyay (MLM), CCGS Des Groseillers-Phase I (VLE), CCGS Earl Grey (VLE), CCGS Cowley (VLE)

FRP, RPP


DG, ITS ACs

2016-2017

Commence Vessel Life Extensions/Mid-Life Modernizations for CCGS Radisson, CCGS Sir William Alexander and CCGACV Sipu Muin.

Complete Vessel Life Extensions/Mid-Life Modernizations for CCGS Henry Larsen-Phase I, CCGS Dumit and CCGACV Sipu Muin.

FRP, RPP


DG, ITS ACs

2017-2018

Commence Vessel Life Extensions/Mid-Life

FRP, RPP DG, ITS ACs


Modernizations for CCGS Des Groseilliers Phase 2 & CCGS George R. Pearkes & CCGS John P. Tully.

Complete Vessel Life Extensions/ Mid-Life Modernizations for CCGS Radisson & CCGS Sir William Alexander & CCGS Des Grosseilliers Phase 2.


Federal Infrastructure Initiative

CCG received funding under the Federal Infrastructure Initiative (FII) to purchase additional small craft, perform three additional mini-vessel life extensions, procure fuel management systems for its large vessels, refurbish six helicopter landing pads at bases, perform additional vessel refit work and to purchase five additional SAR lifeboats. These projects are being managed using CCG’s existing governance structure and the CCG Project Management Office (PMO) is providing oversight and reporting functions on behalf of the agency. The Department has set up an FII governance committee in which CCG participates.

COMMITMENT LINKED TO… LEAD SUPPORT 2015-2016

Complete first year activities of CCG led projects under the Federal Infrastructure Initiative.

FII DC, VP DG, ITS

DG, MP

Delivering Risk-Based and Client-Focused Services The Agency supports Canadian and international commercial marine transportation sectors, fishers, and pleasure craft operators by facilitating the safe, economical and efficient movement of ships in Canadian waters. This work contributes to Canada’s economic prosperity and the safety of Canadians.

We will continue delivering exceptional services in a risk-based and client-focused manner, by leveraging new technologies and introducing innovative approaches for more efficient and effective uses of its resources. The e-Navigation project uses new technologies to significantly enhance safety, provide positive economic effects and increase environmental protection. The Northern Marine Transportation Corridors Initiative is an example of our innovative and risk-based approach that will result in economic advantages for the Arctic.

We identified a number of risk areas that are mitigated with the initiatives included in this Priority. Mitigation actions to reduce the probability or impact of the risks are reflected in the commitments.


Marine Communication and Traffic Services Centres Consolidation


· Completed modernisation of centres in Halifax, Placentia, Quebec, and Prince Rupert.

· Completed consolidation of Saint John into Halifax.

· Completed training of MCTS Staff on new equipment and systems.

We continue to invest in our infrastructure by using new technology to modernize and consolidate our Marine Communications and Traffic Service (MCTS) centres. With the appropriate infrastructure and equipment updates, we will deliver the same level of services to Canadians with fewer centres, at strategic locations across Canada. By consolidating these MCTS centres, we will also be in a better position to manage fluctuating workloads and ensure that centres are better equipped with cutting-edge technology and improved backup capabilities. Testing and confirmation of the new equipment and systems was completed in January 2015, and significant progress was achieved in the latter half of the fiscal year to complete the modernisation and consolidation process. The MCTS Consolidation Project will be completed in the 2015 – 2016 fiscal year.

MCTS staff completed detailed training and familiarization on the new equipment and systems, as well as the new Areas of Responsibility. In 2015-2016, we will continue to review and implement a national training package and training objectives to ensure national consistency for on-the-job training to align with new MCTS work processes and equipment.


2015-2016

Complete the consolidation of MCTS Centers according to the revised schedule.

EAP 2012; RPP



Stakeholder expectations Risk

CCG Transformation Risk

DC, Ops

DG, ITS

All ACs

DG, Ops


WHAT IS e-NAVIGATION?

“e-Navigation is the harmonized collection, integration, exchange,

presentation and analysis of maritime information on board and ashore by

electronic means to enhance berth to berth navigation and related services, for safety and security at sea and protection

of the marine environment” (IMO)

Implementation of e-Navigation


· Developed the website content and data catalogue.

· Conducted usability test of the e-navigation marine portal with regional stakeholders across Canada.

CCG continues to take a leadership role in the development of e-Navigation. We collaborate with multiple federal departments and the shipping industry to ensure their requirements are incorporated in the development of e-Navigation.

Regional e-Navigation committees were formed including representatives from marine industry associations, pilotage corporations, port authorities, and federal departments. These are part of the governance structure for e-Navigation and interface through one national committee.

In 2015-2016, CCG will post the e-Navigation marine portal on the Internet which will help mariners access the data and information they need to plan their voyage.

Over time, e-Navigation will result in significantly enhanced safety, positive economic effects and increased environmental protection through incident prevention.


2015-2016 Continue to work with other key federal departments and the shipping industry in order to implement e-Navigation.

RPP

Stakeholders Expectations Risk

DG, NS DG, ITS

Camera Surveillance System for Ice Conditions in the Great Lakes

Quality and readily available ice information is of particular importance to vessels navigating through and around ice-covered waters. CCG keeps abreast of new technologies as they are developed, and assesses them for the value they may add to the efficiency and effectiveness of the services CCG provides.

In 2015–2016, CCG will investigate appropriate sites in the Great Lakes and will begin the project to install a camera surveillance system for ice conditions, with the aim to provide increased quality and timeliness of this information.



Commence the project to set up a camera surveillance system for ice conditions in the Great Lakes, to respond to the needs of the Icebreaking service and the needs of the maritime industry.

Stakeholders Expectations Risk AC, C&A DG, NS

Northern Marine Transportation Corridors


· Completed risk analysis of identified northern marine transportation corridors to inform prioritization and continued engagement.

Marine traffic in the Arctic is expected to increase in the coming decades due mainly to changing ice conditions and potential resource development activities. These changes have reaffirmed the Government of Canada’s focus on the Arctic through multiple platforms including its Northern Strategy, which outlines the government’s priorities in the Arctic. The Canadian Coast Guard (CCG) played a leadership role in the Arctic Council through Canada’s Chairship (2013-15) and in the establishment of the Arctic Coast Guard Forum, an intergovernmental forum which promotes cooperation among Coast Guards of the Arctic states. The CCG remains an integral part of this government’s focus on the Arctic.

CCG’s Arctic activities, many of which are delivered in partnership with others, include:

· Escorting commercial ships through ice to ensure access to Northern communities; · Supporting scientific endeavours such as hydrographic charting and marine science; · Maintaining some aids to navigation in Canadian Arctic waterways; · Delivering primary response capability to respond to pollution incidents north of 60°; · Providing maritime search and rescue services; · Providing marine communications and traffic services from a seasonal Centre located in Iqaluit; · Broadcasting weather and ice information and navigational warnings; · Delivering food, cargo, and fuel to remote sites where commercial services are unavailable; · Conducting joint exercises with international partners and the Department of National Defence; and · Developing an improved awareness of the Arctic maritime domain through vessel identification and

tracking security initiatives.

CCG provides these services in the Arctic where maritime transportation is fundamental to supporting the northern economy, communities, and reinforcing Canada’s sovereignty. As such, CCG must adapt to the changing Arctic environment and position itself to respond to evolving demand.

The Arctic marine environment remains a harsh and treacherous environment to navigate. Relative to marine infrastructure in southern waters, Canada’s marine infrastructure in the Arctic is less established. As maritime


traffic in the Arctic increases, CCG is focusing on ensuring that the appropriate maritime services and systems are in place to support the safe navigation of mariners in the Arctic.

Moving forward, CCG will focus its efforts on advancing the Northern Marine Transportation Corridors as the operational framework to inform future investments in the Arctic. The Framework is grounded in risk-based principles that will define the organization’s approach to establishing efficient and safe marine transportation corridors in the North. The provision of safe northern marine transportation corridors will facilitate sustainable growth in maritime transportation as a key enabler to realizing the broader Departmental Integrated Northern Marine Transportation Corridors approach in support of the Government of Canada’s Northern Strategy.

In 2015-2016, CCG will continue to advance the Northern Marine Transportation Corridors concept with Transport Canada in response to the Commissioner on Sustainable Development’s autumn 2014 audit and recommendations of the Tanker Safety Expert Panel report on the Arctic, released in April 2015. To achieve this commitment, CCG will participate with Transport Canada to engage Territories and aboriginal communities in seeking endorsement of the Northern Marine Transportation Corridors approach.


2015-2016

Advance the Northern Marine Transportation Corridors concept by seeking endorsement and continuing to engage implicated stakeholders

RPP

Effective Response to Significant Marine Incident Risk


World-Class Tanker Safety System

DG, NS

Marine Services Fees


· A review of CCG systems was completed. · Recommendations for costing methodologies and allocations were developed. · A full cost financial report and procedures manual was completed.

Through the Marine Services Fees, the commercial marine transportation industry pays a portion of the cost of their use of Coast Guard marine navigation and icebreaking services. CCG’s cost recovery model for marine services has not been substantively reviewed since the implementation of Marine Services Fees (MSF) in the 1990s.

As part of ongoing routine work to demonstrate good stewardship of its user fees, the Canadian Coast Guard conducted a costing study to establish the full cost of CCG programs and services and to validate the methodology by which costs are allocated among regions and service lines. This type of periodic costing review for the purpose of federal user fees is recommended and supported by the Treasury Board Secretariat and the Office of the Auditor General of Canada.


Given the scope and nature of this initiative, the costing study was completed in three distinct phases. While Phase 1 focused on reviewing existing CCG systems, Phase 2 involved forming recommendations for costing and allocation methodologies, toward the development of a full cost financial report and procedures manual in Phase 3.

In August 2014, Phases 1 and 2 of the costing study were presented to representatives of the commercial marine transportation sector through the National Marine Advisory Board (NMAB) Subcommittee on Marine Services Fees Costing. Phase 3 will be presented to the Subcommittee in 2015 - 2016.

In 2015-2016 CCG will continue work towards the renewal of the Marine Services Fees by continuing to refine the full cost financial report for relevant business lines.


2015-2016 Continue to refine the full cost financial report for CCG business lines.


DG, NS DG, IBMS

Enhancing our Capacity to Respond to Marine Incidents Marine safety is our business. And we do a very good job of it. Canada hasn’t had a large marine spill4 in approximately 36 years, thereby attesting to the appropriate mix of navigational aids and protocols in order to keep moving marine traffic safely. We continue to exceed our search and rescue target of lives saved versus lives at risk. That said, given the nature of the business of the Canadian Coast Guard and the potential impacts to lives, the Canadian economy and our environment should we not do a good job, it is imperative that the Agency continue to work on improvements and enhancements in order to stay current and relevant.

This priority not only goes towards ensuring that this is done but also works to support and advance the Government of Canada’s priority of Responsible Resource Development Agenda and also responds to advice from the Expert Panel on Tanker Safety by ensuring that modern measures are in place to protect against oil spills.

Risk analysis has shown a number of significant risks are associated with the delivery of our response services (for example Environmental Response and Search and Rescue). As such, the following commitments reflect Coast Guard’s mitigation actions to reduce impact or probability of the risks.

Risk-based Analysis of the Maritime Search and Rescue Delivery (RAMSARD)

The Risk-based Analysis of the Maritime Search and Rescue Delivery (RAMSARD) is a risk based methodology that provides a structured process for identifying, analyzing, evaluating and documenting maritime risks in a consistent manner across the Search and Rescue (SAR) system. RAMSARD was developed as a result of a recommendation made after the last review of CCG SAR services, the 2007 SAR Needs Analysis. The recommendation stated that a new methodology should be established that assesses the SAR system as a whole and uses a more systematic, cyclic approach. The 2013 Office of the Auditor General’s audit of the Federal SAR system also made a recommendation that CCG should, “systematically

4 ITOPF (International Tanker Owners Pollution Federation Limited) classifies a large spill as being over 700 tonnes)


analyze its search and rescue data so that its provision of service is based on current and expected search and rescue needs.”

RAMSARD also provides a process for evaluating current maritime SAR response capability and capacity in terms of efficiency and effectiveness in mitigating risks in the maritime environment and provides a process for identifying and evaluating risk mitigation measures.

A pilot for the RAMSARD methodology was conducted for the west coast of Newfoundland in 2012 - 2013. This process was deemed successful and validated the RAMSARD process and methodology. Limited implementation is expected to begin in 2015 - 2016.

World Class Tanker Safety System Initiative Canada has one of the strongest marine safety regimes in the world, and has a marine safety track record that meets or exceeds international standards. While our current system meets today’s needs, shipments of oil and liquefied natural gas are expected to grow significantly. To respond to this expected growth, the Government of Canada has been putting measures in place, under the pillars of prevention, preparedness and response, and liability and compensation that will further strengthen Canada’s marine safety system to meet future needs.

The Canadian Coast Guard has a core responsibility for providing information and services to Canadians to navigate safely and efficiently, and to ensure an appropriate response to marine pollution incidents. As such, in support of a World Class Tanker Safety System (World Class), we are undertaking a number of major initiatives to further strengthen marine safety. These include:

· Initiating the modernization of Canada’s Marine Navigation System by building on the e-Navigation concept;

· Implementing the Incident Command System;

· Piloting Area Response Planning in four high-traffic areas; and

· Amending legislation to clarify the Coast Guard’s authority to use and to authorize the use of alternative response measures.

Aids to Navigation System Review - Kitimat


· Completed one of three Marine Aids Reviews in the Kitimat Region.

· Analyzed potential threats/gaps in existing aids to navigation systems in the Kitimat Region.

In March 2013, the Government of Canada announced new measures to strengthen Canada's marine navigation system to protect both the safety of Canadians and the environment through the World Class Tanker Safety System.

While the Canadian Aids to Navigation System meets today's needs, shipments of oil and hazardous and noxious substances, such as liquefied natural gas, are growing significantly in some parts of Canada. To enhance the system near Kitimat, British Columbia, the 'New and Modified Aids to Navigation' measure was included in the World Class Tanker Safety System. The current system of aids to navigation, which includes


lights, buoys and beacons, for the inner and outer approaches to Kitimat does not accommodate the projected change in vessel traffic patterns.

The Canadian Coast Guard reviewed the existing system in the Kitimat area in 2014-2015 and, based on the outcome of the review, necessary modifications to the existing system and installation of new aids will be undertaken in this and following years.

Once complete, this initiative will improve the current aids to navigation system to meet user requirements in a safe and economical way.


2015-2016

Improve the current aids to navigation system around Kitimat, BC, to meet user requirements in a safe and economical way.

RPP



AC, Western DG, NS

Incident Command System


· Completed the Incident Command System (ICS) Framework for Incident Management, formerly referred to as the ICS Concept of Operations for Incident Management, and a draft ICS Plan for Incident Management.

· Commenced introductory-level ICS training for employees and senior executives.

· Developed the Concept of Operations, design and configuration for the Canadian Coast Guard National Situation Centre (SITCEN), and commenced construction.

· Advanced and finalized user and technical requirements for the Information Management System.

As announced in March 2013, the Canadian Coast Guard will establish the internationally recognized Incident Command System (ICS), a standardized incident management methodology to ensure effective command, control and coordination of incident response operations. ICS will enhance Coast Guard’s capacity to respond to marine and other all-hazard incidents in collaboration with its key partners.

Key foundation policy and planning documents, such as the Canadian Coast Guard Incident Command System Framework for Incident Management, have been developed to support the implementation of ICS.

ICS training is essential to ensure the Canadian Coast Guard is well prepared to effectively apply the ICS principles, concepts and procedures to all-hazard emergency incidents. Delivery of introductory-level ICS training for Coast Guard employees and senior management began in the Fall of 2014 and more than 300 personnel have successfully completed the training.

One of the priority components of ICS implementation is the design and construction of a CCG National Situation Centre. Following the development of the concept of operations document and the selection of an


appropriate design and configuration for the new state of the art facility, construction began early in 2015 and is scheduled to be completed in 2016.

An Incident Management System (IM System) project has also been initiated to support the Coast Guard’s incident management functions and activities across the country. The system will also provide a new level of performance measurement for preparedness and response within the CCG.

The Canadian Coast Guard will continue the implementation of ICS as outlined in the Commitments below.


2015-2016

Progress the implementation of Incident Command System (ICS) within Coast Guard.

RPP Effective Response to Significant Marine Incident Risk

DG, Ops


2015-2016

Implementation of the ICS Information Management System.


DG, Ops DG, ITS


2015-2016

Complete construction and fully activate the National Situation Centre (SITCEN).


DG, Ops

Area Response Planning Area Response Planning for ship-source oil spills is a regional, risk-based planning approach that reflects the risks and conditions specific to a geographic area (such as environmental sensitivities and marine activity), incorporates scientific information to inform appropriate decision-making, and engages a broad range of stakeholders in the development of area response plans. Area response plans will be developed collaboratively by federal departments, interested provincial governments, and industry, with input from local communities and Aboriginal groups to ensure procedures are in place and equipment is readily available for all possible ship-source spill scenarios, including worst-case. Consistent with international best practices, Area Response Planning establishes a level of preparedness and response capacity to match the level of risk in a region.

The Canadian Coast Guard, Transport Canada, Fisheries and Oceans Canada and Environment Canada are working with Canada’s four certified oil spill response organizations to develop Area Response Plans in four areas with higher levels of vessel traffic in Canada:

· the southern portion of British Columbia;


· Saint John and the Bay of Fundy, New Brunswick; · Port Hawkesbury and the Strait of Canso, Nova Scotia; and · St. Lawrence River (from Montreal to Anticosti Island), Quebec.

Jointly, the Canadian Coast Guard and Transport Canada will also be developing an engagement strategy that will provide a national framework to guide engagement of stakeholders and Aboriginal groups in the four pilot areas, which will then be used to develop regional engagement plans for each area. Regional Task Forces will develop and execute these regional engagement plans to seek stakeholders and Aboriginal groups’ input into the area risk assessments methodology and the area response planning process.

In 2016-2017, the area response plans will be developed and the pilot projects will be assessed to identify lessons learned and best practices in order to develop a nationally consistent methodology for the development and maintenance of risk based area response plans that could be applied to other locations across Canada.


Complete Area Response Planning Pilot and assess results.*

RPP


DG, NS DG, Ops

ACs

*Co-led by CCG and Transport Canada, in collaboration with Department of Fisheries and Oceans Canada, and Environment Canada

Building Awareness

In 2015-2016, the Canadian Coast Guard, in collaboration with Transport Canada, Fisheries and Oceans Canada and Environment Canada will raise awareness of Canada’s Marine Ship-Source Oil Spill Preparedness and Response regime by developing a national Information Guide on oil ship-source oil spill prevention, preparedness and response, and liability and compensation. The state of the environment is becoming increasingly important to Canadians and their expectations are also growing. It is therefore necessary to ensure the proper understanding of the roles and responsibilities of all of those involved and how we work together during an oil spill response. Through this guide we will raise awareness and further demonstrate our commitment to protecting our environment and keeping the public informed.


2015-2016

Build awareness of Canada’s Marine Oil Spill Preparedness and Response Regime through outreach to stakeholders.*

RPP


DG, NS DG, Ops

ACs

*In collaboration with Transport Canada, Department of Fisheries and Oceans Canada, and Environment Canada


4. Advancing our Workforce and Business Management Practices to Improve Program and Service Delivery CCG is creating new ways of working more efficiently. A culture of innovation is key to maintaining a well-managed organization that efficiently uses resources while providing better results for Canadians. We are streamlining our processes, making optimal use of new technologies, reviewing assets to reduce our footprint to the most effective and efficient level and finalizing a workforce development strategy as a lever for recruitment and retention - particularly important in a time of change and renewal.

The initiatives in this priority support the Government’s agenda to ensure that taxpayers get value for money and better results for Canadians.

The CCG identified a number of risk areas that are mitigated with the initiatives included in this Priority. Mitigation actions to reduce the probability or impact of the risks are reflected in the commitments.

Consistent National Business Tools

Modern business tools are an essential component of any national and multi-functional organization to effectively plan, implement and report on its activities. The Canadian Coast Guard, through the leadership of the Integrated Business Management Services directorate, recognizes the importance of investing in these types of tools to reach its performance management, resource management, and workforce development objectives while supporting the agency’s strategic objectives.

Over the past two years, the CCG has demonstrated a strong commitment to continuously examine and modernize its national and regional business processes. For this upcoming business cycle, CCG will continue to focus on implementing two mandatory, priority, business tools: its Activity-Based Budgeting tools and its training tracking and reporting tool.

After a few years of refining its activity-based budgeting practices, the Agency is now looking to improve its budgeting tool by developing a robust, accessible and modern web-based solution that will further streamline its shore-based budgeting process. With many new features and reporting functions, the tool will help ensure CCG managers can define their budget requirements in a consistent and efficient way year-over-year.

Over the course of the year, the CCG will also continue to implement a single, national, web-based training tracking tool to replace the various systems currently used across the country. The national tool will allow easier identification of common training needs, maximize opportunities for employee training despite the agency’s limited training budget, and position the organization to successfully respond to various evolving Treasury Board policies and directives.

Activity-based Budgeting System


2015-2016

Develop a new web-based Activity-based Budgeting System

Financial Capacity Risk DG, IBMS MB


Shore-based Training Tracking and Reporting Tool


2015-2016 Implement a national CCG shore-based training tracking and reporting tool.*

Human Resources Risk: Workforce DG, IBMS MB

*Conditional on Shared Services Canada granting the required authority

Real Property Strategy

In 2015 - 2016, Fisheries and Oceans Canada National Real Property will continue implementation of the multi-year Portfolio Strategy to realize opportunities to reduce the footprint resulting from alignment of Real Property and Program needs. This includes continuing to review requirements and divestiture of assets, including inactive lighthouses and non-core small craft harbors, to reduce the cost of operations, as well as updating related management processes, which will be undertaken to meet departmental objectives.

Within CCG, the baseline analyses for real property requirements to support CCG program functional requirements will be utilized to further develop Asset Class Strategies for sites and locations where CCG does business - whether they are DFO owned, leased or if other tenancy arrangements are in place. Following the development of the Asset Class Strategies, CCG will work with DFO Real Property to develop strategies to ensure the Agency’s Real Property needs are appropriately met moving forward.

The divestiture of assets and updating of management processes will help maintain CCG’s economic vitality while providing standardized levels of service.


2015-2016

Develop selected Asset Class Strategies to assist DFO real property in the construct of solutions for DFO holdings, thereby enabling divestiture and reducing the cost of Departmental Real Property operations.



DFO Real Property Risk

DG, IBMS

All ACs

DG, Ops

DG, NS

DG, ITS

Implement a Workforce Development Strategy

CCG is faced with many competing workforce development demands: the development of its employees; responding the results of the PSES 2014; development of staffing and succession plans; requirement for up-to-date and classified work descriptions; and the implementation a national training and tracking tool to name a few. In order to be successful, CCG must prioritize this workload and focus efforts on higher priority items. To that end, in collaboration with key stakeholders, IBMS will implement a workforce development strategy in 2015-2016.



2015-2016

Work with key CCG & Human Resource stakeholders, finalize the Workforce Development Strategy (WDS) and begin implementation.

Human Resources Risk: Workforce

DG, IBMS MB

HR

CCG College

In 2015-16, the CCG College will re-establish its presence on the international stage by offering technical marine training to foreign states. Working closely with the Department of Foreign Affairs Trade and Development Canada, the Canadian Coast Guard College is looking to build on its reputation of being a world leader in the field of marine studies while continuing to develop and deliver a broad range of high-quality academic, operational and technical training.


2015-2016

Develop and implement an International Training Program at the Canadian Coast Guard College.


ED, College

DG, IBMS CFO


Develop a plan to improve the College’s utilization within Coast Guard, DFO and interdepartmentally.


ED, College DG, IBMS CFO

2016-2017

Assess the impact of the Marketing Strategy and provide recommendations for the future.


ED, College DG, IBMS CFO


Materiel Management Renewal

The Chief Financial Officer (CFO) Sector in collaboration with CCG has completed a Materiel Management Rationalisation Initiative and Warehousing Asset Class Strategy. This report examined the current supply chain model in the Department and made recommendations in four areas: governance, information systems, supply chain management processes and warehouse footprint. Meanwhile, CCG is continuing to implement its internal Supply Chain Management Continuous Improvement Plan through various initiatives, including the continued roll-out of Maximo onboard large vessels and Maximo inventory management processes in CCG warehouses.


2015-2016

Implement recommendations from the Materiel Management Rationalization Initiative.



DG, ITS ACs

Blueprint 2020

The Blueprint 2020 initiative was launched by the Clerk of the Privy Council with the objective of engaging employees in creating “a world-class Public Service equipped to serve Canada and Canadians now and into the future.”

In addition to the Department’s efforts to engage employees, CCG conducted consultations tailored to our personnel to obtain their views and ideas on improving our services and our organization. The consultation phase was completed in 2014 and resulted in more than 1,900 responses from shore-based and ship personnel. All the views and ideas gathered through consultations were synthesized in a Summary Report, which was shared across the CCG in September 2014.

The consultation was a good first step, but now comes the most important part: concrete follow-up on some of the changes and ideas proposed by CCG personnel. This follow-up is being done at many levels:

· Some ideas are being followed-up through interdepartmental work (e.g. CCG is involved with other departments to simplify ‘travel’ processes);

· Other ideas are being followed-up at the Departmental level (e.g. CCG is involved in a DFO ‘Tiger team’ to improve processes related to hiring and classification);

· A large part of the ideas are being followed-up within Coast Guard. Each Coast Guard Directorate/ Region has identified 3 or more initiatives they will pursue in 2015-16. These initiatives range from simplifying cumbersome processes to improving internal communications and engagement;

· The initiatives CCG regions and directorates will pursue in 2015-16 will constitute our Blueprint 2020 Action Plan. The aim of the Action Plan is to deliver on the expectations of CCG personnel through pragmatic, concrete steps; and


· In April 2016, Regions and Directorates will be asked to report on the results of their Blueprint 2020 follow-up initiatives in the year-end report of the Integrated Business and Human Resources Plan.

CCG is also involved with the Department’s Innovation Lab and the Central Innovation Hub that was recently created within the Privy Council Office under the Clerk’s leadership. DFO’s Innovation Lab supports employees in identifying issues and implementing solutions affecting how DFO employees are able to carry out their business as public service employees.


2015-2016

Progress of improvement initiatives in follow-up of CCG’s Blueprint 2020 consultation

DG, NS

DG, ITS DG, Ops DG, MP DG, IBMS ACs

SECTION 4

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4. PEOPLE MANAGEMENT The Integrated Business Management Services Directorate is responsible for the consistent integration of the Coast Guard’s strategic and horizontal business activities. Within this purview, the Workforce Development unit is responsible for managing national CCG workforce development initiatives; the primary focus of which is to support the people management component of the Management Accountability Framework (MAF), ensuring CCG has the people, work environment and focus on building capacity and leadership to assure its success.

Using the 2015-2016 MAF assessment measures for the people management component as a basis, the CCG will focus on a number of key initiatives and ongoing activities over the next few years. More specifically, we will focus on effective workforce planning, investing in employee learning and performance, establishing work objectives, and improving the organizational context. Lastly, CCG recognizes the Clerk’s “Destination 2020” initiative, encouraging discussion amongst all public servants to articulate a vision for the future of the public service in order to set the stage for a capable, confident and high-performing workforce.

A. Effective Workforce Planning As of April 1, 2015, the Coast Guard had 4,756 indeterminate employees on strength to carry out the organization’s mandate. CCG is a decentralized organization with the majority of our employees located in regional offices with only 9% of our workforce at Headquarters in the National Capital Region (Ottawa). See Figure 2 below for the regional distribution of Coast Guard’s workforce.

A closer look at CCG demographics shows that approximately 53% of Coast Guard employees are seagoing personnel (Ships’ Officers and Ships’ Crew). Seagoing personnel are the backbone of CCG’s operations and they work tirelessly to ensure, safe, secure, healthy and productive waters and coastlines. CCG’s workforce is predominantly male with 22% of our workforce being female, a number that has remained fairly static over the past few years.

The age distribution of employees is an important factor when looking at workforce planning. The average age of CCG’s workforce is 45 and the percentage of our workforce eligible to retire (55 years of age with 30 years of service or 60 years of age with at least 2 years of service) in 2015 is 12%. This number is projected to reach 23% in 2018.

CCG employs a number of students throughout the year, utilizing various available staffing programs such as the Post-Secondary Co-op/Internship Program and the Federal Student Work Experience Program (FSWEP). The Inshore Rescue Boat (IRB) Service is a CCG FSWEP Program that operates in seagoing positions available to students. In 2014-2015, 186 students were employed by CCG across the country. Student employment is a great opportunity - it provides students with real work experience and can help CCG identify high-performing potential recruits for permanent positions upon graduation.

Section 4: People Management

38

Figure 2: Snapshot of our Workforce as of April 1, 2015

Targeted Recruitment

As an operational agency, with a vast span of responsibilities for the safety and security of Canadian waterways, the Canadian Coast Guard has a workforce with specialised qualifications which necessitates targeted recruitment and promotion activities in order to attract employees with the right skill sets. For example, Electronics Technologists, provide essential technological support for shipboard electronics systems, MCTS centres and radio installations, the targeted recruitment is geared towards persons with a degree/diploma in electronics technology from an accredited university or college in electronics technology.

The Canadian Coast Guard College conducts targeted recruitment for admission into the CCG Officer Training Program. To attract candidates who have the necessary entry requirements, the College partners with various Community Colleges, Universities and organizations across the country to increase awareness of career opportunities in the Coast Guard and to increase their competencies in relevant subject matters, with particular emphasis on acquiring the requisite math and science credits. Despite these efforts, the College has experienced challenges in recruiting a full complement of Officer Cadets on a yearly basis. As mentioned in the previous section, we are developing a plan to increase the utilization of the College. This presents an excellent opportunity to review the College’s recruitment methods in order to develop a more modern recruitment strategy for the coming years that makes use of available technology and social media platforms to attract the next generation of Ships’ Officers.

As the internet is the primary tool for most job seekers, having a dynamic and informative careers/employment page is critical to being able to attract new talent. Recently, departmental websites migrated their content into the ‘one Government of Canada’ model - Canada.ca. In this new format, CCG Careers and the CCG College webpages have been combined, with a revamped look and new content and

Atlantic Region, 36.9%


39

have had the most visits of all CCG pages. From June 2014 to June 2015 there were some 163,600 distinct visitors, representing over four times more hits than any other CCG webpage.

B. Improving Organizational Context

Human Resources Management

In 2012, CCG reorganized its structure to improve the effectiveness and efficiency of our operations. Subsequent to the reorganization, a great deal of work went into the necessary administrative processes related to the staffing and classification of the new structure, however, there remains a number of areas in CCG where this work has not yet been finalized due to other competing high priority initiatives. CCG will focus on finalizing the outstanding administrative tasks from the reorganization and putting the tools in place to help with cyclical reviews.

Public Service Employee Survey

The Public Service Employee Survey (PSES) has been conducted every three years since 1999. It is the primary tool used for gauging opinions in relation to employee engagement, leadership, the workforce and the workplace. CCG’s operational context does provide some challenges for reaching seagoing employees and those in remote locations however hearing what our employees have to say about their workplace is critical to improving our organization and the quality of the services we deliver. As such, given the operational nature of their work, a special arrangement was negotiated with Treasury Board to allow seagoing personnel and Light keepers additional time to respond to the survey.

The results of the 2014 PSES indicate that the vast majority of Coast Guard employees like their jobs, feel that their job is a good fit with their skills and interests and are proud of their work. Employees also told us that there are areas for improvement – a message the Commissioner takes very seriously.

Consequently, the Commissioner has encouraged CCG management at all levels to discuss PSES results with their teams and come up with ideas that will address the concerns identified in order to improve our workplace and our service delivery. These ideas are to feed into the development of a national CCG Action Plan for PSES 2014, which will be a robust representation of employees’ ideas for improving their workplace. Blueprint 2020 demonstrated that employees have great ideas for improving service delivery and human resources management and want to be engaged in the process. For that reason, and as a result of a Union Management Consultation Committee decision, a PSES 2014 Working Group will be formed with representation from bargaining units, and from interested CCG employees and Management across NHQ and regions.

C. Investing in Employee Learning and Performance Employee Training and Development Expenditures

In 2014-2015, training and development-related expenditures totalled approximately $4.1 million. In addition, the CCG spent $13.1 million through the College’s operating budget in 2014-2015 to satisfy Coast Guard’s very specific operational training needs in the areas of fleet operational readiness, search and rescue, environmental response, ice operations, vessel traffic management, marine communications, and electrical and electronic systems maintenance.

Performance Management

Performance management is the tool for managers and employees to work together on improving organizational effectiveness and employees’ growth and contribution to the organization. In 2014, a new performance management program was launched by the Treasury Board of Canada Secretariat. This new


40

program provides consistency and better equips organizations to maximize employees’ performance. Since the launch of the new program, additional tools were made available and CCG will continue to improve the process, making it more useful and meaningful for employees and managers.

CCG Training Review

In response to repeated requests from regions, one of the recommendations was the implementation of a CCG Shore-Based National Training Tracking Tool (NTTT). A training tracking tool had been developed and was in use in the former Maritimes region and had proven effective for reviewing and tracking training against operational and budgetary requirements. The tool is web based and allows training requests from various regions to be reviewed against operational requirements, approved or rejected to ensure budgetary requirements are not being exceeded, tracked, and planned as combined training where feasible to reduce costs. After assessing available options, the Maritimes tool was selected for implementation nationally for CCG.

A National Training Tracking Tool will allow CCG consistency in training delivered, including safety and mandatory training across the country to ensure operational requirements are met and training is tracked and reported on in the most cost effective manner possible.

The NTTT will be launched for CCG shore-based employees in 2016-2017 with work underway in 2015-2016 on the development of a training manual and the identification of training administrators.

Establishment of Training Advisory Groups

CCG established Training Advisory Groups (TAGS) for the Coast Guard Fleet and CCG Programs to review national training plans and national training programs to ensure that national and regional training needs are being met and are delivered in a cost-effective manner. TAG concerns include the assessment and evaluation of training needs, approval of training methodologies, development of long-term training requirements and training performance management tools. Given that operational training and certification for CCG seagoing and program employees is specialized and quite different than most of the training taken by CCG shore-based employees, the TAGS work will work with the NTTT so that training received maintains CCG’s operational readiness and is delivered in the most cost effective manner.

D. Official Languages The Coast Guard is committed to meeting its official languages obligations to the public and to employees, and to fostering an environment that actively promotes the use of both official languages, given that two out of three of our regions and National Headquarters are bilingual, and nearly a quarter of our employees’ first language is French (the majority of whom work in the province of Quebec or the National Capital Region).

In the 2014 Public Employee Survey (PSES), overall CCG scored high for official languages, specifically 92% of CCG employees said they can communicate with their supervisor in the language of their choice, 88% said that they can use the language of their choice during work meetings, and 86% responded that training offered by their department or agency is available in the official language of their choice.

These are positive results for CCG to build and expand upon in support of the departments’ 2014-2017 Official Languages Action Plan. DFO identified 4 key areas for action within the department, namely:

· Leadership; · Service to the Public; · Language of Work; and, · Advancement of English and French.


41

CCG supports the DFO Official Languages Action Plan by investing in language training and by encouraging employees to discuss developmental language training as part of the annual performance review. The results of the 2014 PSES show that CCG is doing well with regards to language of work. However some challenges, such as having MCTS Officers meet an advanced bilingualism requirement particularly in certain areas of the country, remain.

E. Labour Relations

The Coast Guard’s workforce is represented by seven unions: the Public Service Alliance of Canada, including the Union of Canadian Transportation Employees; the Canadian Merchant Service Guild; Unifor Local 2182 (formerly the Canadian Auto Workers); the International Brotherhood of Electrical Workers; the Professional Institute of the Public Service of Canada; and, the Canadian Association of Professional Employees.

The Coast Guard has focused on developing and maintaining an effective working relationship with our employees’ bargaining agents. One mechanism to achieve this has been through the bi-annual CCG Union-Management Consultation Committee, an executive-level body that serves as a forum for discussing national issues of concern to participants and fosters a harmonious relationship between senior management and the senior levels of the bargaining agents. This forum is integral to effective union-management relationship building and is a requirement under the Public Service Labour Relations Act.

Outside of the scheduled meetings, CCG maintains communication with the respective bargaining agents on initiatives that involve their members. This continued collaboration will serve to promote constructive relations between all parties, and will benefit the support provided to employees.

F. Joint Learning Program on Mental Health in the Workplace

The Joint Learning Program (JLP) started in 2001 as a pilot project marking the first time a bargaining agent and the employer agreed to jointly deliver learning activities to enhance labour-management relations with the public service.

In March 2015, Treasury Board of Canada Secretariat and the Public Service Alliance of Canada (PSAC) announced they would work together on a Joint Task Force to identify ways to better communicate the mental health challenges present in the public service workplace, review best practices from other jurisdictions and identify how the National Standard of Canada for Psychological Health and Safety in the Workplace could best be implemented with the Public Service. CCG is committed to supporting the JLP initiative on mental health in the workplace and, in partnership with DFO, has entered into a three year Memorandum of Understanding with the bargaining agents to facilitate delivery workshops to all interested employees.

Building awareness about mental health and providing participants with the tools to support psychological health is integral to fostering health and safety in the workplace. CCG will work closely with DFO to encourage employees’ to participate in JLP training sessions on mental health in the workplace.

G. Connecting with Seagoing and Remote CCG Employees Coast Guard seagoing personnel and employees in remote locations are the backbone of our operations. The context in which they work does not easily lend itself to the administration of some of the workforce development policies and initiatives that CCG is required to implement. For example, administering the Public


42

Service Employee Survey to seagoing personnel and Lightkeepers proves to be quite challenging due to lack of internet access on vessels and in remote locations.

Implementing an initiative or policy developed for a traditional office environment means that CCG seagoing personnel and employees working in remote locations do not always have access to the same resources, in the same timeframe, as CCG shore-based employees.

Blueprint 2020 highlighted that public servants want to develop innovative ways to better deliver programs and services. With that in mind, CCG is going to explore implementing two initiatives to better connect with our seagoing personnel and employees in remote locations.

The first initiative is the JLP training sessions for mental health in the workplace (see section F). The sessions have been developed primarily for office setting/shore-based employees; Coast Guard will audit the course to determine how it can be modified and delivered to seagoing personnel and employees in remote locations.

The second initiative involves ‘mobile computer kiosks/labs’ to facilitate seagoing personnel access to mandatory online training (Performance Management training, Essentials of Supervising, awareness videos for seagoing personnel etc.) during crew change. CCG will need to explore the technical and practical implications of implementing these two initiatives; crew change is a busy time with resupply, repairs and maintenance, administrative duties and essential familiarization before the vessel goes back to sea. The goal of ‘connecting’ with seagoing personnel in new innovative ways must be balanced against CCG’s operational requirements.


43

Young Professionals Network

The DFO/CCG Young Professionals Network (YPN) is a national network of engaged employees who will help shape the Department now and into the future.

Established in 2014, the Network helps link employees across regions and sectors, and aims to cultivate a community of engaged employees with the following four overarching objectives: networking; career development; outreach and engagement; and, knowledge sharing and innovation.

The YPN is guided by a set of common values including innovation, collaboration, respect, openness, bilingualism, and inclusivity. Membership is open to anyone within the Department who has an interest in any of the Network’s four objectives.

Over the past year, the YPN has organized a number of successful national and regional events and learning opportunities, including interactive Armchair Discussions with senior management, networking and learning events with other federal departments, National Public Service Week events, and Government of Canada Workplace Charitable Campaign events. The YPN has also worked in collaboration with the Federal Youth Network and the Canada School of Public Service to coordinate career development sessions such as Career Boot Camp, linking over 1,200 public servants from various federal departments across Canada.

The Network has grown to approximately 350 members representing every DFO and CCG region, including Officer Cadets and seagoing personnel. In 2015-16 the YPN will continue to expand its membership while offering meaningful networking, learning and career development opportunities to all members.

SECTION 5

44

5. REGIONAL PERSPECTIVE Overview The Canadian Coast Guard’s area of responsibility is divided into three regions – Atlantic, Central & Arctic, and Western (see Figure 3 below). Each region is led by an Assistant Commissioner (AC), who reports to the Commissioner, and each AC is responsible for directing the day-to-day programs and services in their respective region. While the CCG Headquarters provides functional direction and plans at a national level, to ensure consistency in the design and delivery of programs, the regions are responsible for program delivery.

All three regions deliver the core CCG services (e.g. Aids to Navigation, Environmental Response, Icebreaking, Maritime Security, MCTS, Search and Rescue, and Waterways Management); however, the primary focus in each region can vary depending on the climate, geography, and unique client needs within that region.

Figure 3: CCG’s Three Regions (including territorial waters) and National Headquarters

Ottawa NHQ

Western Region

Central and Arctic Region

Atlantic Region

Section 5: Regional Perspective

45

Annually, on average the Atlantic Region:

· Has 51 vessels/helicopters and 6,698 Aids to Navigation

· Employs 36.9% of CCG’s employees

· Breaks 22,600 km of ice-packed waterways

· Has over 111,700 commercial vessel transits

· Responds to 2,500 search and rescue incidents

· Manages 200 environmental response calls

Atlantic Region The CCG’s Atlantic Region encompasses approximately 2.5 million km2 of the Northwest Atlantic Ocean and the continental shelf, and is bordered by nearly 40,000 km of coastline along Canada’s East Coast provinces – New Brunswick, Newfoundland and Labrador, Nova Scotia, and Prince Edward Island.

With long ice seasons and extreme weather conditions second only to the Canadian Arctic, the Atlantic Region handles the highest proportion of distress incidents and the largest percentage of Search and Rescue cases annually, with the SAR zone extending halfway across the Atlantic Ocean.

The Atlantic region must also remain ready to take action against environmental pollution incidents, given that the region is home to the largest oil handling port in Canada, the rapidly expanding offshore oil industry, and millions of tonnes of potentially polluting cargo and vessel fuel which transit through the region each year.

To deal with the challenges it faces, the Atlantic Region is home to more Coast Guard employees than any other region. The Canadian Coast Guard College is also located in Sydney, Nova Scotia.

To assist our departmental colleagues, the CCG provides the Department of Fisheries and Oceans platforms via its vessels to facilitate conservation and protection inside the Northwest Atlantic Fisheries Organization (NAFO) Regulatory Zone – an area within the 200 mile limit which covers approximately 2.3 million km2. Given that the conservation and protection of territorial fishing waters remains a high governmental and departmental priority, the CCG will continue to work with DFO to enable patrol vessel surveillance, armed boarding capabilities, and a sustained visible presence in Canadian territorial waters.


46

On average the Central & Arctic Region:


· Employs 26.4% of CCG’s personnel

· Broke 329,600 km of ice-packed waterways from 2009 to 2015

· Has over 111,000 commercial vessel transits



Central and Arctic Region CCG Central and Arctic Region is headquartered in Montreal (Quebec) with employees also located throughout the St. Lawrence, Great Lakes and Arctic sectors. Geographically, the region is bordered by the shorelines of Ontario, Quebec, Nunavik, Nunavut, Yukon, and the Northwest Territories – all of which collectively account for approximately 3 million km2 of sea and the majority of Canada’s coastline (approx. 178,000 km). The region is home to the majority of pleasure boat owners and recreational fishers in Canada, as well as a significant proportion of all commercial shipping in Canada.

The St. Lawrence Seaway and the Great Lakes make up what is called the Hwy H2O, a 3,700-kilometer marine highway making it a strategic trade route for accessing the interior of the continent. There are seven major Canadian shipping ports (seventeen in total) located along the Great Lakes - St. Lawrence Seaway which account for nearly 30% of all cargo handled by Canada’s marine transportation system (by tonnage). Combined, this makes marine transportation in the region essential to Canada's economic prosperity and increases the importance of the CCG services. In addition, the CCG manages the maintenance dredging of the navigation channel of the St-Lawrence River between the Port of Montreal and Isle-aux-Coudres as well as the dredging of the Canadian portions of the Great Lakes’ interconnecting channels (St. Clair, Detroit and St. Mary’s Rivers) so that commercial ships can transit safely. Finally, in order to respond to the potential for security threats in the area, the CCG introduced new Mid-Shore Patrol Vessels to ensure an increased Marine Security Enforcement Team (MSET) presence in strategic locations of the St. Lawrence River and the Great Lakes.

The Central & Arctic Region’s mandate in the Arctic is continuing to evolve and expectations are expanding given dramatic changes to the Arctic environment, climate change and sea ice conditions. It is an area of growing focus both domestically and globally. The Central and Arctic Region plays an operationally critical role

through the deployment of icebreakers assigned to Arctic operations, the missions of which play a vital role in Arctic science, Search and Rescue, ice management information, fisheries conservation and protection, and establishing an Arctic presence in support of sovereignty claims, in addition to Arctic community re-supply and logistics support of Northern communities and ports, including the Eureka weather station and the U.S. Airbase in Thule, Greenland. Recognizing the importance of Industry needs both in the North as well as the South, CCG works


47

Annually, on average the Western region:


· Employs 21.6% of CCG’s personnel

· Has over 222,400 vessel transits



closely with the maritime industry members through various regional advisory boards to ensure open exchange of information and issues impacting the Great Lakes, the St. Lawrence Seaway and the Arctic.

Operation NANOOK

The CCG continues to fully participate in the annual Department of National Defence-led exercise, Operation NANOOK – the largest interdepartmental sovereignty patrol and security operation conducted annually in Canada’s North, taking place in several locations across Yukon, the Northwest Territories, and Nunavut. This late-summer operation usually takes place in both the high and lower Arctic areas. Regional participation continues to expand in scope and complexity and includes Coast Guard resources from many program areas.

Western Region The CCG’s Western region encompasses approximately 560,000 km2 of the Pacific Ocean and is bordered by approximately 27,000 km of rugged coastline along Canada’s West Coast, extending across British Columbia and into the Yukon, and including the Fraser, Mackenzie and Hay Rivers. Some 500,000 vessels transit the region each year.

The coast of British Columbia is known internationally as one of the world’s most treacherous and unpredictable coastlines. It is dotted with thousands of rocky outcroppings, ledges, and shoals; and depending on where these navigational hazards lie they may pose a considerable threat, and have the potential to cause considerable damage to vessels and the surrounding environment. Weather can also be severe and vary dramatically across the coast; for example, the mouth of the Juan de Fuca Strait, a large body of water approximately 153 km long which forms the principal outlet for B.C.’s Georgia Strait, has been called the “Graveyard of the Pacific” due to frequent inclement weather conditions. To assist mariners in navigating these waters, the Western region maintains a network of more than 2,000 navigational aids to warn mariners of hazards before they can cause damage.

Currently, the Western Region handles 127 million tonnes in goods, or 37% of Canada’s international trade and nearly 60% of Canada’s outbound cargo. It is also home the Port of Metro Vancouver, Canada’s largest and most diversified port, trading approximately $187 billion in goods with over 160 trading economies annually. The Port of Metro Vancouver is also a key port for the cruise industry, welcoming 812,095 passengers in 2014.


48

The most significant issue at this time in the Western Region is the likelihood of further growth in the shipping industry. The Federal Government, Government of British Columbia and private industries have invested significantly in port infrastructure in recent years, which will contribute to further economic growth and increases in maritime traffic in the Western Region in the years ahead.

Among the factors impacting this expected growth:

· The Asia Pacific Gateway and Corridor Initiative: a transportation network facilitating global supply chains between the North American marketplace and the booming economies of Asia; and,

· The Enbridge Northern Gateway pipeline project, among others, which could increase volume and size of vessels.

This increased economic activity within the Western region is resulting in a significant increase in marine traffic – an effect which impacts all of the CCG’s program areas, but most notably, it increases demand for effective navigational aids. As a result, Marine Navigation Services in the Pacific Region will continue to monitor and assess its facilities and equipment in the area to ensure that navigation continues to be properly managed.

SECTION 6

49

6. WHAT WE DO EVERYDAY This section describes, by Program and Sub-Program, the day-to-day activities related to the programs and services Coast Guard provides to Canadians. It also highlights areas where significant investment is occurring and notes key initiatives aimed at improving the delivery of programs and services.

The Program Alignment Architecture (PAA) illustrates how we contribute to the Department’s three strategic outcomes:

1. Economically Prosperous Maritime Sectors and Fisheries is about contributing to the capacity of Canada’s maritime sectors and fisheries to derive economic benefits and further enhancing their competitiveness, through departmental policies, programs and services, while supporting the sustainable and effective use of Canada’s water resources.

2. Sustainable Aquatic Ecosystems is about the contribution of programs and policies to the conservation, protection, and sustainability of Canada’s aquatic ecosystems through the management of risks that affect species, oceans and fish habitats.

3. Safe and Secure Waters is about contributing to maintaining and improving maritime safety and security through the provision of maritime infrastructure, information, products and services necessary to ensure safe navigation and the protection of life and property.

The chart illustrates the relationship among the three strategic outcomes and CCG’s programs and sub programs.

STRATEGIC OUTCOME #1 Economically Prosperous Maritime Sectors and

Fisheries

STATEGIC OUTCOME #2

Sustainable Aquatic Ecosystems

PROGRAM: 1.8 MARINE NAVIGATION PROGRAM: 2.4 ENVIRONMENTAL RESPONSE SERVICES

STRATEGIC OUTCOME #3 Safe and Secure Waters

PROGRAM: 3.1 SEARCH AND RESCUE PROGRAM: 3.4 FLEET OPERATIONAL READINESS

SUB- PROGRAMS:

3.1.1 Search & Rescue Coordination and Response

3.1.2 Canadian Coast Guard Auxiliary

SUB- PROGRAMS: 3.4.1 Fleet Operational Capability

3.4.2 Fleet Maintenance

3.4.3 Fleet Procurement

PROGRAM: 3.2 MARINE COMMUNICATIONS & TRAFFIC SERVICES

PROGRAM : 3.5 SHORE-BASED ASSET READINESS

PROGRAM: 3.3 MARITIME SECURITY PROGRAM: 3.6 CANADIAN COAST GUARD COLLEGE

50 Section 6: What We Do Every Day

Note: The total figures showing in all the tables have been either rounded up or down, therefore reflecting some discrepancies.

Table 1: CCG Planned Spending by activity and PAA Program, 2015-2016 (thousands of dollars)

PAA PROGRAM Salary O&M Total Operating

Major Capital

Grants and

Contri-butions

Total Planned Spending**

Marine Communications and Traffic Services 32,754 6,445 39,199 - - 39,199 Marine Navigation 15,328 22,710 38,038 - - 38,038

Aids to Navigation 12,103 6,823 18,926 - - 18,926 Icebreaking Services 673 6,664 7,336 - - 7,336 Waterways Management 2,552 9,224 11,775 - - 11,775

Search and Rescue Services 10,133 4,033 14,166 - 5,021 19,187 Environmental Response Services 10,659 4,799 15,459 - - 15,459 Maritime Security 3,804 1,131 4,934 - - 4,934 Coast Guard College 10,217 3,383 13,599 - - 13,599 Fleet Operational Readiness* 189,371 90,047 279,418 - - 279,418 Shore Based Asset Readiness 53,723 91,356 145,079 377,336 - 522,415 Total 325,989 223,903 549,892 377,336 5,021 932,249 * O&M includes EFM and EOSS ship refit and fuel **Reflected in figures: Implementation of a common definition of the Capital Expenditures resulted in conversion of $95.9M from Vote 5 to Vote 1 (O&M and Salary). Excludes Vote-Netted Revenue (VNR)

Table 2: CCG Service Costs by activity and PAA Program, 2015-2016 (thousands of dollars)

PAA PROGRAM Direct

Program Operating

Total

Service Cost

(Operating)

Allocation of Operating From:

Coast Guard Fleet Operational Readiness

Shore Based Asset Readiness

Marine Communication and Traffic Services 39,199 1,266 13,835 54,300 Marine Navigation 34,223 102,960 67,377 204,559

Aids to Navigation 18,926 42,380 43,378 104,684 Icebreaking Services 7,336 60,303 23,893 91,533 Waterways Management 7,960 276 106 8,343

Search and Rescue Services 14,166 72,661 28,080 114,907 Environmental Response Services 15,459 804 309 16,572 Maritime Security 4,934 4,165 1,603 10,702 Coast Guard College 13,599 - - 13,599 Total Coast Guard Program 121,580 181,855 111,204 414,639 Non-CCG Program 76,724 76,724 Total 121,580 258,579 111,204 491,363


Table 3: Total Number of CCG Full-time Equivalents (FTEs) – 2015-2016 Utilization by activity and PAA Program and Sub-Program

O&M Major

Capital Total

FTEs FTEs FTEs

Marine Communication and Traffic Services 399 399

Marine Navigation 243 243 Aids to Navigation 209 209 Icebreaking Services 9 9 Waterways Management 25 25

Search and Rescue Services 134 134

Environmental Response Services 106 106

Maritime Security 62 62

Coast Guard College 289 289

Fleet Operational Readiness 2,519 274 2,793 Fleet Operational Capability 2,519 2,519 Fleet Maintenance 189 189 Fleet Procurement 85 85

Shore-based Asset Readiness 708 708 Total 4,460 274 4,737

Marine Navigation Marine Navigation services form the cornerstone of Canada’s navigation system, providing Canadian and international commercial marine transportation sectors, fishers, and pleasure craft operators with information and services to navigate safely and efficiently. Marine Navigation is provided by three services: Aids to Navigation; Waterways Management; and Icebreaking Services.

Marine Navigation services must evolve as requirements and expectations of CCG’s clients change. For example, with greater interest in Canada’s Arctic region, enhanced Marine Navigation services will be required along established northern marine transportation corridors. In southern Canada, efforts are being focused on modernizing existing marine navigation infrastructure and services to enable Canada to transition to a modern, integrated and automated marine navigation system supported by real-time and up-to-date information.

These changes will continue to support e-Navigation implementation and the elements supporting this new vision for marine navigation in Canada will also respond to long-standing requests from the shipping industry.

Modernizing Canada’s Marine Navigation System Over the years, the type and pattern of marine navigation traffic in Canadian waters has been constantly evolving. To ensure that the Canadian Coast Guard (CCG) will be ready and able to prevent and respond more effectively to marine spills from ships, the Government of Canada announced new measures in May 2014, as part of the World Class Tanker Safety System initiative. Under the prevention pillar, marine navigation system enhancements will be implemented to take additional measures to avoid oil spills.


These enhancements will be jointly implemented by the CCG, the Canadian Hydrographic Service (CHS), Environment Canada (EC) and Transport Canada (TC) under three pillars and includes:

Mariners On-Line:

· This pillar will enable mariners to get the information they need to plan their voyage, and to navigate safely and more efficiently.

· Key electronic information will be available to mariners through the Internet and via electronic signals while navigating.

· Mariners will have access to modern marine charts, and real-time information on channels, weather, ice and sea conditions will be transmitted via electronic devices, such as smart buoys.

Strengthened Navigational Monitoring:

· This pillar will enable the Canadian Coast Guard to identify high-risk situations involving marine traffic to prevent accidents.

· More commercial ships will be asked to carry an electronic unit so that others navigating in the same areas and Canadian Coast Guard officers have an increased maritime domain awareness and will be able to exchange information by electronic means with them.

Modern, Relevant and Innovative Navigational Services:

· In consultations with mariners, the Canadian Coast Guard will work to review aids to navigation systems that are designed based on risk and commensurate to user requirements.

· A four-season buoy, capable of staying lighted even during winter, will be installed in key locations on the St-Lawrence River shipping channel.

Over the coming years, these actions will be taken to modernize, integrate and automate marine navigation services to support safe navigation and oil spill prevention. Conventional infrastructure and services will still be provided, but, over time, there will be greater reliance on real-time and up-to-date information to support safe navigation and improve decision-making both on-board vessels and on-shore.

The Marine Navigation Program is delivered by...

· CCG National Strategies at Headquarters which develops strategic policy and long-term strategies for the program. In addition, National Strategies provides advice, and subject-matter expertise at marine-related intergovernmental and international fora;

· CCG Operations at Headquarters which manages the program nationally, through consultations and communication, while monitoring, evaluating, and improving program performance;

· CCG Regional Programs personnel who are strategically located across Canada, work with Operations Directorate staff in Headquarters, and are responsible for:

o Designing, reviewing and providing aids to navigation system and navigation safety information to mariners;

o Providing highly technical expertise on issues related to the safe passage of vessels in Canadian waterways. In particular, they offer mariners underwater information they cannot obtain elsewhere. Program personnel are located in all CCG regional offices;

o Working in Ice Operations Centres, to ensure that ice information is disseminated to vessels by radio, Internet, fax, etc.; that routes around ice are prepared and distributed to mariners; and, that icebreakers are strategically positioned to respond to requests for assistance. Ice Operations Centres are located in St. John's, NL; and Montreal, QC;

· CCG Regional Fleet personnel who are the principal resources to o Provide CCG's Aids to Navigation service to tend to and retrieve floating aids to navigation;


o Operate icebreakers in the Arctic between June and November and on the East Coast of Canada, the St. Lawrence River, and the Great Lakes between December and May;

· CCG Integrated Technical Services which o implements a lifecycle management system to ensure that both our electronic and traditional

aids to navigation assets are capable, reliable, and available; o is responsible for the centre of expertise on hydraulics studies for waterways management; o maintains ice booms, ice islands and the integrated ice management system;

· CCG Canadian Hydrographic Service (CHS) CCG Regional Fleet, and Environment Canada, which provide services such as conducting bottom-sounding surveys in specific waterways and providing forecasts of water-level depth so mariners can plan safe and efficient passage, and maximize their cargo;

· DFO Real Property Directorate which is responsible for the lifecycle management of marine structures and some major aids to navigation;

· Public Works and Government Services Canada (PWGSC), which provides services such as bottom-sounding surveys, dredging, and the disposal of sediments;

· A partnership agreement with Environment Canada's Canadian Ice Service which is administered by Operations Directorate headquarters to provide CCG with essential marine weather and ice information;

· United States Coast Guard under a treaty for joint icebreaking operations on the Great Lakes administered by National Strategies at headquarters and Regional Programs staff to maximize icebreaking support capability and effectiveness for both nations; and,

· Various contractors who complement the service work performed by CCG Regional Fleet and Integrated Technical Services.

Performance Information MARINE NAVIGATION SERVICES

To achieve this result… Measured this way… With these targets…

The commercial shipping industry and mariners are provided with marine navigation support to facilitate access to/movement through main marine channels.

Five-year average of total annual international and domestic tonnage handled.

Maintain or improve the 5 year average of 452,000,000t (most recent available period – 2007-2011).


Table 4: Marine Navigation Resource Profile, 2015-2016 (thousands of dollars)

Region Salary O&M Total

Atlantic 5,355 2,491 7,846

Central & Arctic 3,254 4,240 7,494

Western 4,410 2,270 6,680

National Capital Region 2,309 9,894 12,203 Direct Program Total 15,328 18,895 34,223 Coast Guard Fleet Operational Readiness Allocation 82,179 20,780 102,960 Shore-Based Asset Readiness Services Allocation 27,313 40,064 67,377 Total Service Cost 124,820 79,739 204,559

Key Services

Aids to Navigation The Aids to Navigation service provides devices or systems, external to a vessel, to help mariners determine position and course, to warn of dangers or obstructions, or to mark the location of preferred routes. Collectively known as aids to navigation, they include visual aids (lights, beacons and buoys), aural aids (whistles, horns and bells), radar aids (reflectors and racons) as well as the Differential Global Positioning System, (DGPS), which is an augmentation to the Global Positioning System (GPS) and is used for positioning, navigation and timing information. DGPS also has an integrity monitoring service which informs mariners when not to rely on DGPS and GPS. Additional services include the provision of navigation safety information, namely through the NOTICES TO MARINERS website and the List of Lights, Buoys and Fog Signals.

The Aids to Navigation service’s main clients are the shipping industry, recreational boaters, commercial fishers, and pilots, as well as the various associations and committees that represent them. The service generally engages its clients to ensure they understand the levels of service, to identify gaps in service delivery, and to foster meaningful exchanges to address user needs while ensuring that expectations are realistic.

The Canadian Coast Guard is continuing to find ways to improve the way we deliver and maintain our services, such as the implementation of annual lighted spar buoys that is expected to decrease maintenance requirements, while providing mariners with an extension of the lighted service on the St. Lawrence River. Also in the interests of effectiveness and efficiency, CCG makes extensive use of contractors for the placing and lifting of buoys that are 1.4 metres or less in diameter. In addition, CCG recently modernized its methodology for the design and review of aids to navigation systems to ensure that services are commensurate to the risks present in a given waterway, all while incorporating new technologies and addressing the needs of today's mariners. The modernized methodology will be implemented starting in 2015, in time for CCG’s plans to undertake a comprehensive review of Canada’s Aids to Navigation System with the view to modernize and rationalize the system.

http://www.notmar.gc.ca/go.php?doc=eng/services/annual/default-eng


Table 5: Aids to Navigation Resource Profile, 2015-2016 (thousands of dollars)

Region Salary O&M Total

Atlantic 4,399 2,393 6,792

Central & Arctic 1,419 542 1,961

Western 4,264 2,270 6,533

National Capital Region 2,021 1,619 3,640 Direct Program Total 12,103 6,823 18,926 Coast Guard Fleet Operational Readiness Allocation 33,826 8,553 42,380 Shore-Based Asset Readiness Services Allocation 17,584 25,793 43,378 Total Service Cost 63,514 41,170 104,684

Figure 4: Aids to Navigation Across Canada

Fixed aids to navigation include structures such as lighthouses and sector lights.

As of February 2015 there are 17,561 Aids to Navigation across Canada:

5,924 Fixed Aids; 11,374 Floating Aids; 132 Foghorns; 19 DGPS; and 112 Racons

Western Region 2,085 Fixed Aids

1,721 Floating Aids 7 Foghorns

4 DGPS 28 Racons

Atlantic Region 1,641 Fixed Aids


9 DGPS 22 Racons

Central & Arctic Region 2,191 Fixed Aids


6 DGPS 62 Racons


Waterways Management Water levels and bottom condition of shipping channels have a direct impact on navigability in Canadian waterways. To help facilitate the efficient and safe use of Canada’s waterways, the Waterways Management service is responsible for:

· Monitoring channel bathymetry in 54 commercial channels to identify bottom conditions, restrictions or hazards to safe navigation;

· Providing water level forecasts in the commercial channels in the St. Lawrence, Detroit, St.Clair, Fraser and Mackenzie Rivers;

· Dredging of the Canadian portions of the Great Lakes connecting channels, the St. Lawrence River shipping channel;

· Managing 47 marine structures that contribute to help manage currents and water levels, moderate wave climates, manage sedimentation rates and patterns, reduce scour and erosion and reduce channel maintenance needs; and

· Broadcasting notices on restrictions or hazards to navigation.

The Waterways Management service is influenced by the trend to accommodate bigger and faster vessels, increasing pressure to maximize water levels and channel depths for optimum loading, climate change, safety maneuvering limits, and the need to balance between environmental and economic interests. These issues reinforce the need to maintain our engineering guidelines for the design, maintenance and utilization of commercial channels. Users continue to ask for reliable and accurate waterways conditions such as water-depth forecasts and channel-bottom information.

In this context, the service needs to be constantly aware of innovations in technologies and management practices that can support more efficient operations. Well-managed partnerships contribute to the efficient coordination of the service’s activities and help prevent duplication of activities with internal and external partners such as Public Works and Government Services Canada, Canadian Hydrographic Service (channel-bottom monitoring) and Environment Canada with Canadian Hydrographic Service (available water forecasts).

The Waterways Management service is continually evaluating and integrating new initiatives to improve the information it provides to its clients. For example, the service has always been deeply rooted in the definition and involved in the implementation of e-Navigation in Canadian waters.

Post-Panamax Study, St. Lawrence River Given the increase in marine traffic that is widely expected to occur in the near future, Canadian ports are seeking ways to increase their competitiveness. At the request of shipping industry representatives, a risk assessment to aid in the decision to authorize wide-beam vessels to navigate the St. Lawrence River up to the port of Montreal was prepared, in partnership with Transport Canada (TC) and the Laurentian Pilotage Authority. Guidelines were prepared and in 2012-2013 the transit of post-Panamax vessels in the St. Lawrence was authorized under certain conditions.

Marine Communications and Traffic Services (MCTS) continues to record information every time a Post-Panamax vessel transits in the Quebec City – Montreal corridor and monitors the compliance to the present rules of transit. Pilots provide information on how the ships behaved (dynamically) during their transit especially when they met or overtook other vessels.

Over the period 2015 – 2018, the ships will be subject to an evaluation of their maneuverability when two post-Panamax ships meet at the same time and place, and the rules will be revised as necessary.


Table 6: Waterways Management Resource Profile, 2015-2016 (thousands of dollars)

Region Salary O&M Total Atlantic 775 78 852 Central & Arctic 1,422 3,692 5,114 Western 146 1 147 National Capital Region 209 1,638 1,847 Direct Program Total 2,552 5,409 7,960 Coast Guard Fleet Operational Readiness Allocation 221 56 276 Lifecycle Asset Management Services Allocation 43 63 106 Total Service Cost 2,815 5,528 8,343

Icebreaking Services Icebreaking services contribute to keeping most main waterways and Canadian ports open for business year-round and escorting ships through ice-infested waters. Key information on ice conditions and recommended ice routes are also provided through this service. These services are essential to mariners in Eastern Canada and the Great Lakes throughout the winter, and in the Arctic during the summer navigation season. They also contribute to Arctic sovereignty through the re-supply of northern communities, providing support to other government agencies and organizations and maintaining a visible federal government marine presence in the Canadian North.

Icebreaking services provide ice information, icebreaking, and escorts to clients in ice-covered waters of the Great Lakes, the St. Lawrence River, the East Coast of Canada, and the Arctic. Climate change and economic development have led to increased demands for extended periods of navigation through ice both in southern Canadian waters and in the Arctic. Given the need to maximize resource utilization in both ice operations ice routing and information services, the service must keep itself informed of innovations in technologies and management practices that can support more efficient operations. Accurate, reliable and readily available ice information is of particular importance to vessels navigating through and around ice-covered waters. Because of the importance of publishing timely information on ice conditions, the service is deeply involved in online services development. Satellite imagery and enhanced marine radars, for example, can support the timely detection and recognition of dangerous ice, thereby enhancing safety and reducing navigation times. This information is of primary importance to help make optimal use of icebreakers, as well as improving ice routing and ice information to mariners. Ice information is available through the website-Navigation portal.

Table 7: Icebreaking Services Resource Profile, 2015-2016 (thousands of dollars) Region Salary O&M Total

Atlantic 181 21 202

Central & Arctic 413 5 418

Western - - -

National Capital Region 79 6,637 6,716 Direct Program Total 673 6,664 7,336 Coast Guard Fleet Operational Readiness Allocation 48,132 12,171 60,303 Shore-Based Asset Readiness Services Allocation 9,686 14,207 23,893 Total Service Cost 58,491 33,042 91,533


Environmental Response Services As set out in section 180 of the Canada Shipping Act, 2001, the Canadian Coast Guard (CCG) is the lead federal agency to ensure an appropriate response to ship-source and mystery-source spills in Canadian waters through monitoring clean-up actions of the polluter or responding where the polluter is unable or unwilling to take action. Given the expected increase in the amount of oil and other hazardous materials that will be shipped via the marine transportation system, it is critical that the Canadian Coast Guard is ready to respond to marine pollution incidents in Canadian waters to minimize the environmental, socio-economic, and public safety impacts of marine pollution incidents.

Within this mandate, the Coast Guard has the capacity to manage major ship-source spills, based on the following elements:

Planning: CCG maintains Canada’s National Marine Spills Contingency Plan that establishes the framework, approach and operational guidelines the Coast Guard will use to respond to a marine pollution incident at the regional, national and international level. CCG also maintains regional, area and local response plans, in addition to those of the Response Organizations.

Training and Exercising: CCG has specially-trained oil spill managers located throughout Canada that monitor, provide advice and take action in addressing pollution incidents and protecting the marine environment. The Canadian Coast Guard College manages and delivers a suite of specialized spill management training courses for Coast Guard employees.

The Coast Guard’s Environmental Response Program (established in each region) is responsible for designing and conducting drills and exercises to practice, validate and reinforce the plans, systems and strategies as set out in the National Contingency Plan.

Response Assets: Under Canada’s Marine Oil Pollution Preparedness and Response Regime, the polluter is ultimately responsible for cleaning up and paying for its own marine spills. To assist with this responsibility, Canada’s private sector Response Organizations paid for by industry and certified by Transport Canada, maintain response plans and Canada’s primary industry response capacity to respond to ships in Canadian waters south of 60 degrees. In addition to the industry-funded capacity, CCG maintains equipment depots nationally, which can be used at an incident scene, as needed.

Domestic and International Mutual Aid Agreements: CCG has mutual aid agreements with other nations, such as the United States Coast Guard and Denmark, which can be utilized in a large scale marine pollution response.

Additionally, Canada, as an Arctic state, has signed the Agreement on Cooperation on Marine Oil Pollution Preparedness and Response in the Arctic. This Agreement aims to strengthen cooperation, coordination and mutual assistance for oil pollution preparedness and response in the Arctic.

The Canadian Coast Guard is implementing Incident Command System (ICS): a standardized, on-scene, all-hazards incident management methodology used to manage incidents and planned events. ICS will enhance the Coast Guard’s ability to respond to major, complex incidents such as an oil spill. It will also improve the Coast Guard’s interoperability with other key partners that use ICS and enable the inclusion of stakeholders into the planning and response to an incident in a predictable and structured way.

CCG is also a signatory to the International Convention on Oil Pollution Preparedness Response and Co-operation (OPRC) that allows us to call upon other nations that are party to this Convention for assistance.


Signatories to the OPRC Convention agree that, subject to their capabilities and availability of relevant resources, they will co-operate and provide advisory services, technical support and equipment for the purpose of responding to an oil pollution incident.

Changes in risk: Over the years the Canadian marine pollution risk profile has changed, with increasing vessel traffic in the Arctic, resumed interest in the Beaufort Sea oil and gas exploration, increased tonnage of hazardous and noxious substances being transported within Canadian waters, and impending deep sea drilling in the North Atlantic. As a result, there are heightened public expectations that the Government of Canada will be ready and able to respond to marine spills to protect coastal communities and Canadian interests.

As such, in May 2014, the Government of Canada announced a new collaborative approach to planning and preparing for marine oil spills called Area Response Planning (ARP). Initially, ARP will be implemented in four pilot areas that have a higher level of tanker traffic:

· The southern portion of British Columbia;

· Saint John and the Bay of Fundy, New Brunswick;

· Port Hawkesbury and the Strait of Canso, Nova Scotia; and

· St. Lawrence (from Montreal to Anticosti Island), Quebec.

Oil spill preparedness and response activities in these areas will take into consideration geography, environmental sensitivities, traffic volumes and will ensure the appropriate spill cleanup equipment is in place and readily available. Stakeholders will be engaged in risk identification and mitigation, as well as planning.

The Environmental Response program is delivered by...

· CCG National Strategies at Headquarters who define and design the overall Environmental Response program. They manage the program by developing policies, standards (e.g. Levels of service), procedures, and guidelines to promote the delivery of a nationally consistent service;

· CCG Operations at Headquarters through consultations and communication, continuously plan, monitor, evaluate, and improve program performance. Operations also provide advice, guidance and subject-matter expertise through marine-related intergovernmental and international fora. For example, the Coast Guard is Canada's Competent Authority for marine pollution at the International Maritime Organization;

· CCG Regional Program personnel who have extensive expertise identifying, analyzing, developing, and executing the preparedness and response activities essential to minimizing the environmental impacts of marine pollution events;

· CCG Regional Fleet which operates CCG's vessels in support of Environmental Response operations;

· Other DFO sectors, including Ecosystems and Fisheries Management, and Ecosystems and Oceans Science, which provide essential scientific information and advice critical for the CCG to ensure an appropriate response to a spill;

· Environment Canada, Transport Canada, and Public Safety Canada: o Environment Canada which provides environmental and scientific advice during a response to a

marine pollution incident and provides advice in the development and maintenance of contingency plans. In addition, it ensures regulatory enforcement and compliance under the Fisheries Act and other statutes;

o Transport Canada which provides the regulatory framework for Canada's Marine Oil Spill Preparedness and Response Regime, provides technical advice with respect to vessels, and ensures enforcement and compliance with various regulations; and,


o Public Safety Canada, responsible for setting the national framework for emergency preparedness in Canada, through the Federal Emergency Response Plan and the Marine Events Response Protocol. CCG works with Public Safety Canada to ensure interoperability and overall preparedness of Canada to respond to marine pollution events;

· Response organizations which provide Canada’s primary, industry-funded, response capacity and may be contracted by polluters or the CCG to conduct cleanup operations;

· Foreign governments through bilateral agreements, Memoranda of Understanding, and contingency plans that ensure all available resources can be used to mitigate the effects of pollution; and,

· CCG Integrated Technical Services provides advisory services in support of the renewal of environmental response assets.

Performance Information

ENVIRONMENTAL RESPONSE SERVICES


Environmental, economic, and public safety impacts of marine pollution events are mitigated.

Percentage of reported cases in which the response was appropriate relative to the pollutant, threat and impact.

100%

Key Initiative National Equipment Strategy In 2011-2012, Coast Guard began an assessment of its environmental response capacity using the national standards that Canada’s certified Response Organization upholds. The results of this project will inform both a National Equipment Strategy and the CCG Integrated Investment Plan. The Capacity Review and National Equipment Strategy will guide the acquisition of Environmental Response equipment, and ensure consistent life-cycle and material management of Environmental Response assets. While the National Equipment Strategy was largely completed in 2012-2013, Transport Canada completed a national oil spill assessment process in November 2013. The Strategy has been delayed as it must align with the initiatives and future direction in response to the recommendations of the Tanker Safety Expert Panel.

Table 8: Environmental Response Services Resource Profile, 2015-2016 (thousands of dollars Region Salary O&M Total

Atlantic 2,299 663 2,962

Central & Arctic 2,010 1,082 3,091

Western 1,374 559 1,933

National Capital Region 4,978 2,495 7,473 Direct Program Total 10,659 4,799 15,459 Coast Guard Fleet Operational Readiness Allocation 642 162 804

Shore-Based Asset Readiness Services Allocation 125 184 309 Total Service Cost 11,427 5,146 16,572


Search and Rescue Services Canada is a maritime nation surrounded by three oceans, whose population and economy make significant use of waterways for commercial and recreational purposes. The marine environment can be extremely dangerous and CCG is an important player in responding to emergencies that occur on water.

The federal Search and Rescue (SAR) program is led by the Minister of National Defence, through the Canadian Armed Forces (CAF). The Minister of Fisheries, through the CCG, has the mandate to deliver the maritime component of the federal SAR program. CCG’s SAR program leads, delivers, and maintains preparedness for the 5.3 million square kilometres of waterways, including all three coasts, the St. Lawrence River system and the Great Lakes. It does so with the support of multiple stakeholders and partners, including the Canadian Coast Guard Auxiliary (CCGA) and the Canadian Armed Forces, along with private vessels of opportunity. Through distress monitoring, communication, and search and rescue activities, the CCG SAR program increases the chances of rescue for people caught in dangerous on-water situations.

The Search and Rescue program is delivered by...

· CCG National Strategies at Headquarters, who define and design the SAR system. They facilitate service provision by developing policies, standards (e.g. Levels of service), and act as primary liaison to SAR partners (CCGA, CAF, and the National Search and Rescue Secretariat);

· CCG Operations at Headquarters, through consultations and communication, continuously plan, monitor, assess and improve program performance and the development of operational procedures and guidelines. Operations also provide advice, guidance, and subject-matter expertise through marine-related intergovernmental and international fora;

· CCG Regional Program personnel, who are largely strategically located in the three Joint Rescue Coordination Centres (JRCCs) and the Quebec City Maritime Rescue Sub-Centre (MRSC). These coordinators provide 24/7 SAR coordination services during distress and safety incidents jointly, in partnership with the Canadian Armed Forces; Regional Program Personnel are also located in the CCG regional offices and are responsible for the coordination, development and delivery of SAR training and exercises;

· CCG Inshore Rescue Boat (IRB) crews, who provide a seasonal Inshore Rescue Boat service at 25 locations during periods of peak activity;

· CCG Regional Fleet, which operates a total of 119 vessels and air cushioned vehicles, 40 of which are dedicated SAR lifeboats, 21 helicopters, and 25 seasonal inshore rescue boats, all of which can be tasked to respond to a SAR incident at any time;

· DFO Real Property Directorate, which is responsible for the lifecycle management of lifeboat stations;

· A partnership with DND, which is the lead Department for the coordination of all aeronautical and maritime SAR and is responsible for the three JRCCs. The JRCCs are located in Halifax, Trenton, and Victoria, and they are staffed by both DND and CCG personnel. The MRSC in Quebec is staffed by Canadian Coast Guard personnel only and it contributes significantly to the DND partnership; and

· A partnership with the CCG Auxiliary, which consists of approximately 4,000 members using 1,100 vessels that are either individually-owned boats or community vessels. The Auxiliary responds to approximately 25% of all maritime SAR incidents annually.



SEARCH AND RESCUE SERVICES


Loss of life or injury to mariners in distress is minimized.

Percentage of lives saved relative to total reported lives at risk in the maritime environment.

≥90%

SEARCH AND RESCUE COORDINATION AND RESPONSE


People in maritime distress are assisted.

Three year average number of maritime Search and Rescue incidents coordinated by CCG.

6,000

Key Initiatives

Search and Rescue Capacity and Capability In 2011, an evaluation was undertaken of the Coast Guard Search and Rescue Program which focused on the core issues in assessing value for money: relevance and performance, including effectiveness, efficiency and economy. A Management Action Plan to respond to the recommendations in the program evaluation was developed and all items have been completed with the exception of the Risk-based Analysis of Maritime Search and Rescue Delivery (RAMSARD) – details of which can be found in the Strategic Priority section of this Plan.

SAR Operational Governance Committee

To enable a coordinated response to the audit recommendations for the federal search and rescue system, released by the Auditor General in his spring 2013 report, and to ensure strong oversight of the federal component of search and rescue operations, Coast Guard and National Defence established the Search and Rescue Operational Governance Committee. It is co-chaired by the Deputy Commissioner Operations and the Deputy Commander Continental, Canadian Joint Operations Command, meets twice annually, and has committed to producing an annual federal search and rescue report each year.

The committee will:

· Ensure the effective and efficient application of search and rescue resources controlled by both departments;

· Develop corporate governance principles, policies, standards and plans that support strategic priorities of the federal government’s search and rescue program; and

· Manage strategic operational risks, such as the compliance with acts and regulations and resourcing levels which could affect system integrity.


Canadian Coast Guard Auxiliary The Canadian Coast Guard Auxiliary (CCGA) is organized into five federally incorporated, not-for-profit volunteer organizations and one national corporation. The Minister of Fisheries and Oceans maintains a formal Contribution Agreement with each of the five CCGA corporations for related costs. The corporations are separate legal entities from the Government of Canada and work in close partnership with CCG.

Canadian mariners have a strong tradition of responding to distress calls from vessels in trouble. Canada’s vast and often inhospitable coastline, combined with unpredictable weather, has ensured that these situations are far from uncommon. It is not possible for the Canadian Coast Guard to cover the entire coastline, and for many decades CCG has relied on the volunteers of the Canadian Coast Guard Auxiliary to supplement its response efforts. The CCGA is an integral part of the National SAR program.

Every year, CCGA responds to approximately 25% of all maritime SAR incidents in Canada and is credited with saving approximately 1,000 lives each year. CCGA has approximately 4,000 members and access to approximately 1,100 vessels. Members’ local knowledge, maritime experience, seafaring talents and professional conduct make them one of Canada’s greatest maritime assets.

The Auxiliary’s Search and Rescue volunteers were recognized in Budget 2014 with a $3,000 personal income tax credit for eligible SAR volunteers to offset the costs associated with their volunteer activities.


SEARCH AND RESCUE SERVICES CCG Auxiliary


Canadian Coast Guard Auxiliary (CCGA) members are available to respond to maritime Search and Rescue (SAR) incidents.

Percentage of maritime SAR responses by CCGA relative to the total number of maritime SAR incidents.

20%

Table 9: Search and Rescue Services Resource Profile, 2014-2015 (thousands of dollars) Region Salary O&M Total

Atlantic 3,013 1,562 4,575

Central & Arctic 2,643 1,241 3,884

Western 1,762 602 2,364

National Capital Region 2,715 628 3,343 Direct Program Total 10,133 4,033 14,166

Coast Guard Fleet Operational Readiness Allocation 57,996 14,665 72,661

Shore-Based Asset Readiness Services Allocation 11,383 16,697 28,080 Total Service Cost 79,512 35,395 114,907


Marine Communications and Traffic Services Safety of mariners and environmental protection in Canadian waters is highly dependent on the efficient and timely communication of information. As of April 1, 2015, there are 20 Marine Communications and Traffic Services (MCTS) centres located across Canada. The MCTS program ensures that an efficient communication system is available on a 24/7 basis to contribute to the safety of life at sea, the protection of the marine environment, the safe and efficient movement of ships in waterways, and maritime domain awareness. Services include the provision of marine distress and general radio communications, the broadcasting of maritime safety information, the screening of vessels entering Canadian waters, the regulation of vessel traffic in selected Canadian waters, and the provision of marine information to other federal government departments and agencies. Its services are essential to deploying Search and Rescue and Environmental Response teams promptly and effectively to maritime crisis situations. MCTS is, in many situations, the only means by which a ship’s call for assistance can be heard.

The MCTS program is highly influenced by:

· New technology driven by international fora such as the International Maritime Organization and the International Telecommunication Union;

· Changes in the marine transportation industry, which has seen the introduction of larger and faster vessels; and,

· Heightened security concerns. The installation of Automatic Identification System (AIS) at MCTS Centres has increased efficiencies in the delivery of the MCTS program with enhanced capabilities to monitor vessel movements and provide timely information to assist the on-board navigational decision-making process.

As the program is highly dependent on good asset condition and life cycle support to ensure continuous operation, the program requires a national Service Level Agreement with Integrated Technical Support to ensure MCTS Levels of Service and Standards are met in a cost effective manner.

The Marine Communications and Traffic Services program is delivered by...

· MCTS regional staff located in the MCTS centres;

· CCG National Strategies at Headquarters who define and design the provision of MCTS by developing policies, standards (i.e. levels of service), and guidelines;

· CCG Operations at Headquarters which, through consultations and communication, continuously plan, monitor, evaluate, develop and enhance operational procedures and improve program performance. Operations also provide advice, guidance, and subject-matter expertise through marine-related inter-governmental and international fora. In addition, Operations also maintain the CCG Publication, and Radio Aids to Marine Navigation (RAMN) which provides mariners with updated navigation safety information;

· CCG Integrated Technical Services which implement a lifecycle management system to ensure that MCTS equipment, systems and remote radio site facilities are capable, reliable, and available;

· DFO Real Property Directorate which is responsible for the lifecycle management of MCTS Centres; · Environment Canada and Transport Canada, through Memoranda of Understanding. Environment

Canada supplies essential marine weather and ice information and Transport Canada provides the regulatory regime for Vessel Traffic Services and ship radio requirements; and,


SafetyNET

SafetyNET is a free internationally coordinated, automated satellite service, which broadcasts weather forecasts, weather warnings, navigational warnings and other urgent safety-related information to mariners over the INMARSAT-C system.

The CCG is responsible for the dissemination of navigational warnings within NAVAREA XVII and XVIII while Environment Canada is responsible for the dissemination of meteorological forecasts/warnings within the same areas, but referenced as METAREA XVII and XVIII. In support of the SafetyNET service, during the Arctic navigational season, Iqaluit MCTS Centre also broadcasts NAVAREA/METAREA information over High Frequency Narrow-Band Direct Printing (HF-NBDP) for those areas which may not be under the coverage of the satellite service.

· United States Coast Guard, which manages vessel traffic in the Juan de Fuca Strait (via a treaty), and, with a separate bi-lateral agreement, for the Detroit and St. Clair Rivers.


MARINE COMMUNICATIONS AND TRAFFIC SERVICES


Vessels have the marine communications and traffic services support they need to transit Canadian waters safely.

Percentage of total number of collisions, strikings, and groundings out of the total vessel movements within vessel traffic system zones.

<1%

Key Initiatives

NAVAREA

NAVAREAs are geographical sea areas established by the International Maritime Organization (IMO) to coordinate the transmission of navigational warnings to mariners at sea. In October 2007, the IMO confirmed Canada in its role as international coordinator and issuing service for navigational warnings for two NAVAREAs in the Arctic. The broadcasting and coordinating of navigational warnings began, in initial operational capacity, in July 2010 from Prescott MCTS Centre via the Inmarsat SafetyNET satellite service using the English language.

CCG initiated the NAVAREA International SafetyNET satellite transmission service, in full operational capacity, in June 2011. The Shore-Based Asset Readiness Program is responsible for the acquisition of high-frequency radio transmitting equipment for the Arctic.

In 2015, on-going funding was confirmed for this initiative.

Communication Control System

CCG’s current Communication Control System (CCS), in use for over 20 years, is coming to the end of its service life. The CCS is the central piece of telecommunications equipment that provides shore to ship and ship to shore marine communications. The system is mission critical for the purpose of providing Marine Communications and Vessel Traffic Services as described in the CCG publication Radio Aids to Marine Navigation (RAMN) and contributes to the safety of vessels in Canadian waters. The CCS project will see the


replacement of existing equipment in all MCTS Centres and remote sites across the country as part of the assets’ life cycle management process. This technology allowed the CCG to consolidate MCTS stations. For more information on MCTS consolidation, please see Section 3 – Strategic and Management Priorities.

Marine Communications and Traffic Services Certification and Training Program

The development of a continuous training framework for the Marine Communications and Traffic Services (MCTS) program is critical to CCG operations. The framework includes various initiatives such as the development of competency profiles for operational MCTS Officers, the implementation of the Continuous Proficiency Training (CPT) course and the continued success of the national MCTS Officer Trainee (ab-initio5) recruitment program. Work will continue on the framework to ensure the continued support and successful recruitment and certification of MCTS Officers across Canada.

A review of the MCTS officer development program commenced in 2012-2013 and continued in 2013-2014 where the MCTS program began the review of the on-the job training phase. The review of the on-the-job training phase will continue with the development of a national training package and training objectives in order to ensure national consistency. A review of the MCTS ab initio course will commence in the coming fiscal years to ensure an up to date and valid training program for certification of MCTS officers which is reflective of the future of the MCTS environment.

Table 10: Marine Communication and Traffic Services Resource Profile, 2015-2016 (thousands of dollars)

Region Salary O&M Total Atlantic 10,222 985 11,208 Central & Arctic 10,006 1,982 11,988 Western 9,109 1,821 10,930 National Capital Region 3,416 1,656 5,073 Direct Program Total 32,754 6,445 39,199 Coast Guard Fleet Operational Readiness Allocation 1,010 256 1,266 Shore-Based Asset Readiness Services Allocation 5,608 8,227 13,835 Total Service Cost 39,373 14,927 54,300

Maritime Security The Canadian Coast Guard plays a prominent role in many of Canada’s key maritime security initiatives. The versatility of Coast Guard’s vessel fleet is leveraged by the enforcement community to provide routine on-water security capacity, as seen with the Marine Security Enforcement Team program, as well as capacity to support on-water enforcement on an as-needed, or contingency basis. Coast Guard vessels also contribute to Canada’s

5 An ab-initio is a person who is recruited and selected to participate in the MCTS Officer Training and Certification program in

order to acquire the knowledge and skill requirements of a MCTS Officer.


Arctic sovereignty, by delivering essential maritime services and providing a visible federal presence throughout northern waters.

In addition, Coast Guard’s extensive vessel identification and tracking capacity and maritime expertise are critical to maintaining Maritime Domain Awareness, and informing security, defence and enforcement activities. Coast Guard systems like Long Range Identification and Tracking, and the Automatic Identification System are critical in this regard, as is Coast Guard’s 24-7-365 presence within Canada’s three interdepartmental Marine Security Operations Centres.

The implementation of the Incident Command System (ICS) within CCG continues to be a priority for Maritime Security. The initiative is well underway and on track for completion by the end of fiscal year 2017/2018. ICS is one of the World Class Tanker Safety System initiatives and falls under the CCG Priority: “Enhancing Our Capacity to Respond to Marine Incidents.”

The Maritime Security program is delivered by...

· CCG Maritime Security Branch, within Operations, which leads CCG’s contribution to national and maritime security priorities by leveraging departmental capabilities and expertise, influencing capacity development, and collaborating with departmental, interdepartmental and international partners;

· CCG Regions (MSOC staff), which provide operational and technical maritime expertise and advice to support the development and implementation of maritime security initiatives within CCG. They also liaise and collaborate with partners at the local and regional level;

· Canada’s Security, Intelligence and Enforcement Communities, which provide maritime security and enforcement expertise to support the development and advancement of maritime security initiatives. They are also responsible for the actual implementation and delivery of security activities;

· CCG Operations which manages and coordinates CCG’s operational contributions and support to maritime security and enforcement partners;

· CCG Integrated Technical Services, which provides technical expertise and advice to support the leveraging of CCG capabilities by maritime security partners; and,

· CCG, National Strategies, which supports the strategic integration and alignment of maritime security priorities within broader CCG and Department of Fisheries and Oceans priorities.


MARITIME SECURITY


Federal enforcement and intelligence communities have adequate support and information to enhance their awareness of vessel movements and respond to marine incidents.

Percentage of requests for information that are actioned within 30 minutes.

100%

Percentage of scheduled reports delivered on time. 95%


Key Initiatives

Marine Security Enforcement Team A key aspect of our increased role in supporting the federal maritime security agenda is our ongoing participation in the joint RCMP/CCG Marine Security Enforcement Team, (MSET) program in the Great Lakes - St. Lawrence Seaway (GL-SLS) area. The program exemplifies Canada’s multi-agency approach to maritime security by leveraging existing departmental capabilities to collectively and efficiently achieve a national security objective.

The four interim MSET vessels have been replaced by four new Mid-Shore Patrol Vessels (MSVPs), which were operational during the 2013 season. The new MPSVs provide the joint CCG/RCMP MSET program with a more robust on-water capability when compared to the interim vessels previously used.

Marine Security Operations Centres DFO and CCG proactively participate in the multi-departmental Marine Security Operations Centres (MSOC) initiatives, with the Department of National Defence leading this initiative on the coasts and the RCMP providing leadership in the GL-SLS area. CCG contributes considerable vessel traffic information, including data from Automatic Identification System and Long Range Identification and Tracking, radar and CCG’s vessel traffic management systems and expert analysis to support and enhance Maritime Domain Awareness (MDA) on Canada's three coasts and in the GL-SLS area.

Moving forward, DFO and CCG’s operational focus within the MSOCs will be the maintenance of a robust 24/7 surveillance and analysis capacity in all three centres as well as the effective exploitation of new information system capabilities. Operators will use a dynamic Common Operating Picture for situational awareness of CCG assets. This will allow CCG MSOC to provide support to CCG regional fleet, programs and other stakeholders, which in turn will provide better information and knowledge back to MSOC partners.

Further, CCG and Public Safety, with support from the Department of Justice and MSOC operational partners, will continue to lead the efforts of the interdepartmental MSOC Policy Working Group. The Working Group is tasked with developing options that will allow the MSOCs to operate with maximum effectiveness, including providing a clear legal framework, relevant program authority, and appropriate governance and accountability structures that would enable the provision of accurate, timely, relevant situational awareness to MSOC partners and other clients.

Automatic Identification System Automatic Identification System (AIS) is a collision avoidance system that is leveraged to provide automatic updates on vessel positions and other relevant ship voyage data to marine traffic operators. The purpose of AIS is to enhance CCG’s ability to identify and monitor maritime traffic in near real-time with accurate and detailed information, allowing for an enhanced awareness of vessels approaching and operating in Canadian waters. In addition to the safety benefits of collision avoidance and being aware of vessel traffic, there is also a collateral benefit of providing vessel traffic data to the maritime security enforcement and intelligence communities.

Long Range Identification and Tracking System Long Range Identification and Tracking System (LRIT) is an integral part of the International Maritime Organization’s (IMO) efforts to enhance maritime security through improved Maritime Domain Awareness (MDA). Using satellite technology, LRIT allows for the tracking of SOLAS (International Convention for the


Safety of Life at Sea) class vessels including Canadian flagged vessels and those intending to enter a Canadian port or transit Canadian coastal waters. CCG led the implementation of the international LRIT system and is working with national and international partners to ensure the long-term sustainability of this important system.

LRIT provides Canada the ability to identify and track approximately 1000 vessels per day. This data significantly enhances Canada’s MDA and is shared with partners in the Canadian security, enforcement, and intelligence communities. LRIT is also being used by CCG to track foreign flag vessels transiting the Arctic.

The LRIT system was developed for maritime safety and security, environmental response and Search and Rescue purposes, but is used primarily by CCG for maritime security. Moving forward, CCG is looking to further leverage LRIT for its intended purposes, including for example, trend analyses for traffic identification, contributing to the analysis of risks related to ship-based oils spills in Canada’s marine protected areas and detecting vessels in the vicinity of a vessel in distress.

Table 11: Maritime Security Resource Profile, 2015-2016 (thousands of dollars) Region Salary O&M Total

Atlantic 648 68 716 Central & Arctic 797 71 869 Western 630 50 680 National Capital Region 1,728 942 2,669 Direct Program Total 3,804 1,131 4,934 Coast Guard Fleet Operational Readiness Allocation 3,324 841 4,165 Shore-Based Asset Readiness Services Allocation 650 953 1,603 Total Service Cost 7,778 2,924 10,702

Fleet Operational Readiness The Fleet Operational Readiness (FOR) Program provides safe, reliable, available, and operationally capable vessels, air cushion vehicles, helicopters, and small craft with qualified and certified crews ready to respond to on-water and maritime related requirements. This program involves fleet management and operations, fleet maintenance, and fleet asset procurement. Through the Fleet Operational Readiness program, the CCG Agency ensures that the Government of Canada’s civilian fleet meets the current and emerging needs and priorities of Canadians and the Government of Canada.

The FOR program supports Coast Guard programs, the Ecosystems and Oceans Science and Ecosystems and Fisheries Management activities of Fisheries and Oceans Canada, and the activities of a number of other government departments needing on-water delivery in support of their mandates. The Canadian Coast Guard College is an important contributor to the delivery of this program.


Figure 5: Distribution of Fleet Assets Across Canada, as of February 19, 2015

119 Vessels 21 Helicopters With: 2 vessels for disposal

Western Region 11 large vessels 7 small vessels

13 SAR lifeboats 3 ACVs

6 helicopters Atlantic Region 18 large vessels 9 small vessels

14 SAR lifeboats 8 helicopters

College 2 training vessels

Central & Arctic Region 14 large vessels 8 small vessels

15 SAR lifeboats and stations 2 ACVs

7 helicopters


The FOR program is comprised of three sub-programs: Fleet Operational Capability, Fleet Maintenance, and Fleet Procurement.

The Fleet Operational Readiness program is delivered by...

· CCG Regional Fleet which made up of approximately 2,500 seagoing personnel who deliver services aboard the Coast Guard's 119 vessels and operational experts in each region who plan and coordinate the tasking and deployment of vessels and determine fleet needs based on client demand;

· CCG Integrated Technical Services which is comprised of technical experts who maintain CCG vessels and ensure their compliance to marine transportation regulations;

· CCG Vessel Procurement Directorate at Headquarters which plans, manages, verifies, and accepts design and construction of new large and small vessels, air cushion vehicles, helicopters, and small craft, consistent with CCG's operational requirements as identified in the Fleet Renewal Plan and the Integrated Investment Plan;

· CCG Operations Headquarters – (Support, Personnel and Business) which provides centralized coordination of fleet activities as needed;

· Transport Canada, Aircraft Services Directorate which provides pilots and manages, maintains and operates CCG's fleet of 21 helicopters;

· DFO Real Property Directorate which is responsible for the lifecycle management of some shore-based facilities related to the program; and,

· Public Works and Government Services Canada which provides procurement services and support to CCG.


CANADIAN COAST GUARD FLEET OPERATIONAL READINESS


An operationally capable fleet that responds to the needs and requirements of the Government of Canada.

Percentage of client mission completion against client-approved planned.

90%

Percentage of operational days lost due to breakdowns.

3%

Percentage of operational life remaining of the fleet of large vessels, the fleet of small vessels and the fleet of helicopters.

50%


Fleet Operational Capability The Fleet Operational Capability sub-program includes fleet operations, fleet management and the provision of fleet personnel. This sub-program ensures that certified professionals safely, effectively, and efficiently operate vessels, air cushion vehicles, helicopters, and small craft that are ready to respond to the Government of Canada’s on-water and marine related needs. Activities associated with the Fleet Operational Capability sub-program are guided by a number of international conventions and domestic marine-related regulations.


COAST GUARD FLEET OPERATIONAL CAPABILITY


An operationally capable fleet that has the capacity to respond to the current operational needs and requirements of the Government of Canada.

Percentage of operational days delivered vs. planned.

95%

Fleet Maintenance The Fleet Maintenance sub-program ensures that Canadian Coast Guard’s vessels, air cushioned vehicles, helicopters and small craft are available and reliable for the delivery of Canadian Coast Guard programs. The Fleet Maintenance Sub-Program ensures the availability and reliability of these assets through life-cycle investment planning, engineering, maintenance, and disposal services. The Canadian Coast Guard College is an important contributor to the delivery of this sub-program. The sub-program is delivered in coordination with Public Works and Government Services Canada. Activities associated with Fleet Maintenance are guided by a number of international and national trade agreements, legal instruments such as the Financial Administration Act and Government Contracts Regulations, as well as policies, directives, and guidelines provided by Treasury Board, Treasury Board Secretariat, Industry Canada and Public Works and Government Services Canada. Legal authority for building fleet capability is found in the Constitution Act, 1867 and the Oceans Act.



COAST GUARD FLEET MAINTENANCE


A reliable fleet that responds to the operational needs and requirements of the Government of Canada.

Condition rating6 for the fleet of large vessels remains within acceptable risk tolerance for reliability, availability and maintainability.

64.4

Condition rating for the fleet of small vessels remains within acceptable risk tolerance for reliability, availability and maintainability.

65.8

Key Initiative CCG Vessel Life Extension and Mid-Life Modernization Initiative The Vessel Life Extension and Mid-Life Modernization Initiative forms part of the Renewing Assets Priority. More information can be found in the Renewing Assets Priority section of this Plan.

Fleet Procurement The Fleet Procurement sub-program manages the acquisition of new large and small vessels, air cushioned vehicles, helicopters, and small craft for the Department of Fisheries and Oceans. The program provides project management support to ensure effective and efficient management of project scope, schedule, cost and quality, as well as human resources and communications. The Fleet Procurement Program is delivered by Vessel Procurement and Integrated Technical Services, in collaboration with Public Works and Government Services Canada.

For details on vessel procurement activities please refer to Strategic Priority 1. Renewing Assets

6 Through the Vessel Condition Survey program, Canadian Coast Guard (CCG) determines the condition of a vessel with an actual physical examination of each vessel resulting in a vessel condition score or rating. The target condition score/rating represents the acceptable tolerance for reliability, availability and maintainability against which the aggregate of the actual vessel condition survey results are measured.



COAST GUARD FLEET PROCUREMENT


A modern fleet that responds to the operational needs and requirements of the Government of Canada.

Percentage of critical milestones achieved versus planned.

80%

Percentage of new large vessels, small vessels, and helicopters delivered versus planned.

80%

Percentage of vessels planned for replacement (10 years or less of expected remaining operational life for large vessels, and 5 years or less of expected remaining operational life for small vessels) that have a funded procurement plan in place.

90%

Table 12: Fleet Operational Readiness Resource Profile, 2015-2016 (thousands of dollars) Region Salary O&M Total

Atlantic 75,092 32,266 107,358 Central & Arctic 52,857 24,251 77,108 Western 41,623 15,085 56,708 National Capital Region 19,800 18,445 38,244 Direct Program Total 189,371 90,047 279,418

Shore-Based Asset Readiness The Canadian Coast Guard Shore-Based Asset Readiness (SBAR) Program ensures that the Canadian Coast Guard’s non-fleet assets are available and reliable for delivery of Canadian Coast Guard’s programs. These non-fleet assets include both fixed and floating aids, such as visual aids (e.g., lighthouses and buoys), aural aids (e.g., fog horns), radar aids (e.g., reflectors and beacons), and long-range marine aids, such as the Differential Global Positioning System (DGPS) as well as electronic communication, navigation systems and over 300 radio towers. The Shore-Based Asset Readiness Program ensures the availability and reliability of these assets through life-cycle investment planning, engineering, acquisition, maintenance and disposal services. The Canadian Coast Guard College is an important contributor to the delivery of this program. This program is delivered in coordination with Public Works and Government Services Canada. Activities associated with the life-cycle asset management of Canadian Coast Guard shore-based assets are legislated and guided by a number of legal instruments such as the Financial Administration Act and Government Contracts


Regulations, as well as policies, directives, and guidelines provided by Treasury Board, Treasury Board Secretariat, Industry Canada, and Public Works and Government Services Canada. The legal basis or authority for this program is found in the Constitution Act, 1867, and the Oceans Act.

The Shore-Based Asset Readiness program is delivered by...

· CCG Integrated Technical Services (ITS) which is the sole national technical authority for the delivery of life cycle materiel management and asset management services in CCG. The ITS workforce includes engineers, technicians, technologists, trades people, managers, and support staff located in the three CCG regions and headquarters; and,

· Public Works and Government Services Canada which provides procurement services and support to CCG.


SHORE –BASED ASSET READINESS


Reliable shore-based assets ready to respond to the operational needs and priorities of the Government of Canada.

Condition rating for MCTS program assets remains within acceptable risk tolerance for reliability, availability and maintainability.

2 on a Scale of 1 - 4.

Condition rating for Aids to Navigation program assets remains within acceptable risk tolerance for reliability, availability and maintainability.

2 on a Scale of 1 - 4.

Key Initiatives

Communication Control System

CCG’s current Communication Control System (CCS), in use for over 20 years, is coming to the end of its service life. The CCS is the central piece of telecommunications equipment that provides shore to ship and ship to shore marine communications. The system is mission critical for the purpose of Radio Aids to Marine Navigation at all MCTS Centres and contributes to the safety of vessels in Canadian waters. The CCS project will see the replacement of existing equipment in all MCTS Centres and remote sites across the country as part of the assets’ life cycle management process. For more information on MCTS consolidation, please see Section 3 – Strategic and Management Priorities.

Shore-Based Component of the CCG Safety Management System

The Coast Guard is subject to federal health, safety and environmental legislation and regulations, namely Part II of the Canada Labour Code, the Canada Occupational Health and Safety Regulations, the Maritime Occupational Health and Safety Regulations, Canadian Environmental Protection Act, the Canada Shipping


Act, 2001 and other applicable policies, directives and standards. CCG has in place a national Fleet Safety Management System (SMS) for CCG fleet operations to comply with applicable legislation and associated policy frameworks. While there are some national and regional policies and procedures in place addressing health, safety and the environment for shore-based CCG operations, the CCG Management Board endorsed the development and implementation of the shore component of the national Coast Guard SMS - a national health, safety and environmental management system using a Project Management approach.

In fiscal year 2012-2013, a National Hazard Identification and Risk Assessment stakeholder workshop was conducted and internal consultations were held to establish an implementation strategy and raise awareness of the shore-based component of the CCG SMS. Deployment and implementation of the Shore-based SMS will continue to be integrated into CCG’s daily life over the next three years with the introduction of SMS training, coaching and baseline assessments by CCG Safety and Security.

Table 13: Shore-Based Asset Readiness Services Resource Profile, 2015-2016 (thousands of dollars) Region Salary O&M Total

Atlantic 14,495 6,373 20,868

Central & Arctic 15,541 6,035 21,577

Western 11,113 4,262 15,375

National Capital Region 12,574 74,685 87,259

Direct Program Total 53,723 91,356 145,079

Canadian Coast Guard College The Canadian Coast Guard College is the main operational and technical training facility for the Canadian Coast Guard. The mission of this bilingual national organization is to train and develop marine professionals in support of CCG-mandated programs in marine safety, security, and environmental protection. As CCG’s training centre of expertise, the College, along with its partner, Cape Breton University, delivers quality, bilingual maritime training and services.

The College is re-establishing its presence on the International stage and engaging with foreign governments to deliver specialized Maritime Training. Working with the Department of Foreign Affairs Trade and Development Canada, the Canadian Coast Guard is looking forward to working with foreign countries to re-establish its International Marine Training Program.

The College offers core national educational programs in four streams: CCG Officer Training Program and continued technical training for seagoing personnel, Marine Communications and Traffic Services, Marine Maintenance and Equipment Training, and Rescue, Safety, and Environmental Response.

As a residential training facility, the College employs approximately 100 people, including instructors and full-time staff dedicated to academic support, general administration and management of the institution, campus services, recruitment, library, food services and information technology.


Number of Cadets at the Canadian Coast Guard College:

Annual intake capacity of trainees into the Coast Guard Officer Training Program is 64 trainees per year. Intake targets are subject to change based on annual CCG program requirements.

Marine Communication & Traffic Services (ab-initio7) training is based on CCG training program requirements.

The Canadian Coast Guard College program is delivered by...

· CCG College which provides the infrastructure and instructors;

· CCG Programs (such as Search and Rescue, Emergency Response, Marine Communication and Traffic Services) which define operational needs;

· Cape Breton University which bestows Bachelor of Technology in Nautical Sciences on all graduating officer trainees;

· Department of Fisheries and Oceans (Real Property Safety and Security) which provides services as facility manager; and,

· Transport Canada which provides commercial certification as a ships officer to all graduates of the CCG officer training program.


CANADIAN COAST GUARD COLLEGE


Trained operational personnel are ready to respond to the operational needs and requirements of the Government of Canada.

Percentage of Officer Training Program graduates to approved trainee intake.

70%

Percentage of Marine Communications & Traffic Services Officer graduates to approved trainee intake.

90%

7 An ab-initio is a person who is recruited and selected to participate in the MCTS Officer Training and Certification program in order to acquire the knowledge and skill requirements of a MCTS Officer


Table 14: Coast Guard College Resource Profile, 2015-2016 (thousands of dollars) Region Salary O&M Total

Atlantic

Central & Arctic

Western

National Capital Region 444 376 820

College 9,773 3,006 12,779

Direct Program Total 10,217 3,383 13,599

Coast Guard Fleet Operational Readiness Allocation

Shore-Based Asset Readiness Services Allocation

Total Service Cost 10,217 3,383 13,599


International Collaboration and Activities The safety, security and sustainability of the three oceans that border Canada and of the Great Lakes are in part the responsibility of the Canadian Coast Guard (CCG). By working closely with many related partner organizations, the CCG advances common objectives for marine safety and security while at the same time leading key priorities, such as, e-Navigation, environmental response, the Arctic, maritime security, and vessel procurement.

Strengthening cooperation, coordination and mutual assistance with foreign governments is vital to protecting the marine environment from oil pollution and to ensuring the health and safety of Canadian and international citizens. To provide these services, the CCG works closely with various organizations and associations. One of these key associations is the International Association of Marine Aids to Navigation and Lighthouse Authorities (IALA) which is a non-profit, international non-governmental association. They gather about 80 national members, namely government agencies such as the CCG, 110 industrial members and 50 associated members (including the Canadian Marine Pilots Association). IALA contributes significantly to implement international direction set by the International Maritime Organization (IMO).

International Maritime Organization (IMO) is another important organization for CCG at the international level. This is a specialized agency of the United Nations that, among other things, focuses on the improvement of safety at sea and the prevention of pollution from ships. IMO also deals with international aspects of liability and compensation and the facilitation of maritime traffic. These objectives are achieved by representatives of the 156 IMO Member States who develop and promote the adoption of conventions, protocols, codes and recommendations concerned with the above. Transport Canada (TC) is the lead department representing Canada and providing overall coordination for Canada's relations at IMO. CCG provides subject matter and technical expertise and participates at IMO Committee meetings as an advisor to TC on CCG operations and programs.

CCG leadership of the Canadian delegation for both the North Pacific Coast Guard Forum and the North Atlantic Coast Guard Forum allows it to communicate its vision for strengthening its capacity to respond to maritime incidents, while reinforcing its contribution to maritime security, two of Coast Guard’s strategic priorities. Both fora serve to facilitate multilateral cooperation by sharing best practices, exchanging information and staging table top and on-water exercises with international partners. In 2016, Canada is scheduled to host the North Pacific Coast Guard Forum.

Another key component of international collaboration is for CCG to participate in the Arctic Council Emergency Prevention, Preparedness and Response Working Group whose activities include exchanging information and best practices on areas of mutual interest and conducting joint exercises and training for oil pollution and search and rescue incidents in the Arctic.

More recently, in 2013, following expressions of interest from Coast Guard organizations with Arctic Ocean boundaries, CCG created an Arctic Coast Guard Forum. CCG hosted the inaugural meeting of experts in March 2014 at the CCG College where Terms of Reference for the Forum were drafted. As the chairmanship of the Forum aligns with that of the Arctic Council, the United States Coast Guard assumes the chairmanship in spring 2015.

CCG and the United Stated Coast Guard share maritime interests, clients and stakeholders. Continuous efforts are made to perform joint exercises related to oil spill response and working together on joint activities such as vessel traffic services, icebreaking and electronic positioning for the busy marine corridor on the Atlantic coast, on the Great Lakes, and on the Pacific coast. Every year, a summit with the leaders and senior management


from both coast guards is held to ensure ongoing collaboration and provide guidance for this valuable partnership. Hosting this summit is a shared responsibility between the Canadian Coast Guard and the United States Coast Guard, who will host the summit in 2015. Partnering with the USCG also facilitates collaboration on fleet renewal issues, another key priority area, helping Canada stay in step with changes in ship design and production and prepare for future trends in marine technologies, thereby improving the design, equipment, functionality and maintenance of new CCG ships.

Recently efforts have begun to initiate interest for international countries to enroll students to attend formal training at the Canadian Coast Guard College. This recruitment effort will increase international interest and help to put the College on the map.

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7. FINANCIAL INFORMATION The Government of Canada has shown continued support for the Canadian Coast Guard through significant investments in the Agency over the last few years. In Budget 2012, the Agency received over $5.2 billion for the renewal of our fleet, and Budgets 2013 through 2015 have announced additional investment for CCG to support a World-Class Tanker Safety System. These investments clearly indicate the importance of the CCG for Canadians and the Government of Canada.

Even with these investments, the Canadian Coast Guard must continue to ensure future fiscal stability and sustainability. Evolving stakeholder expectations are making this more challenging as the Agency does not always have the financial flexibility to meet new expectations. This is further complicated by the effects of inflation that have put increased pressure on CCG’s budgets. The worldwide increase in fuel and marine industry prices over the last decade has brought significant challenges to the Coast Guard’s financial landscape. In order to provide long term sustainability for the Agency, long term strategies are being considered to mitigate the risks associated with the volatile costs, an ever fluctuating Canadian dollar, and potential heavy winter ice conditions.

The Agency has a goal of being leaner and more efficient to continue delivering high levels of service into the future. For example, by the end of the 2015-2018 planning cycle, CCG will have completed the implementation of all of our planned efficiency measures – including the consolidation and modernization of several MCTS centres – and the operating budgets tied to these savings will have been reduced from the organization’s budgets accordingly. Additionally, the benefits of Activity-Based Budgeting are already being felt as we identify and share best practices across the country, ensuring that we are delivering our business in the most cost-effective way.

The Agency continues to re-examine the marine services fees it currently charges commercial ships operating in Canadian waters. CCG is committed to working with industry in renewing the Marine Service Fees to build a fair and equitable structure.

Section 7: Financial Information

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Table 15: CCG Derivation of 2015-2016 Budget Allocation (thousands of dollars) Salary O&M Sub-total Major

Capital Contri-butions VNR Total

2014-15 Notional Allocation 308,299 140,325 448,624 238,465 5,021 -47,915 644,195

Vessel Life Extension and Mid-life Modernization Program 45,355.6 45,355.6

Air Cushion Vehicle -5,540.0 -5,540

Mid-shore Patrol Vessels -4,965.5 -4,966

Horizontal Engineering Program Plan 14,645.9 14,645.9

Small Vessels -397.4 -397

Helicopters Acquisition Project 153,773.1 153,773

Offshore Fisheries Science Vessels 35,186.1 35,186

NAVAREAS TB Submission -574.3 -343.3 -917.5 -918

Implementation of a common definition of the Capital Expenditures Vote. 7,874.9 86,585.0 94,459.9 -95,944.9 -1,485

Sunset funding - Zalinski, NAVAREA, Pan AM, World Class, and Pangnirtung support

6,142.8 3,823.0 9,965.8 -3,242.1 6,724

Efficiency Savings -1,000.0 -1,000.0 -1,000

Contract Settlement Adjustments 136.7 136.7 137 Transfers to/from OGDs and Other Sectors -229.4 -279.2 -508.6 -509

Fleet Operational Plan allocation conversion 4,339.2 -5,207.0 -867.8

2015-16 Notional Allocation 325,989.2 223,903.1 549,892.3 377,335.5 5,021.0 -

47,914.6 885,202.0

Table 16: CCG 2015-2016 Vote 1 and Vote 5 Lower Level Budget Allocations (thousands of dollars) Vote 1 Vote 5 Salary Other

O&M Fuel VNR Vote 1 Total Major Capital

Minor Capital

Atlantic 111,124 26,437 17,974 -44 155,490 7,242 - Central & Arctic 87,109 30,621 12,095 -4,600 125,226 4,099 - Western 70,020 18,899 5,751 - 94,670 7,107 - College 9,810 3,006 - -1,700 11,116 - -

NC

R

Commissioner 1,717 411 - - 2,128 - - Operations 13,008 21,224 742 - 34,973 5,057 - IBMS 3,614 275 - - 3,889 92 - ITS 13,867 71,050 - - 84,918 12,235 - National Strategies 8,135 3,655 - -41,570 -29,781 - - VP 1,487 456 - - 1,943 252,577 - P&C/Other 6,099 11,307 - - 17,407 88,327 600 NCR Total 47,927 108,378 742 -41,570 115,477 358,288 600

Total CCG 325,989 187,342 36,561 -47,915 501,978 376,736 600


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Table 17: Financial Allocations by PAA Program, 2015-2016 (thousands of dollars)

PAA PROGRAM Salary O&M Total Operating

Major Capital

Grants and Contri-butions

Total Planned Spending**

Marine Communications and Traffic Services 32,754 6,445 39,199 - - 39,199 Marine Navigation 15,328 22,710 38,038 - - 38,038 Search and Rescue Services 10,133 4,033 14,166 - 5,021 19,187 Environmental Response Services 10,659 4,799 15,459 - - 15,459 Maritime Security 3,804 1,131 4,934 - - 4,934 Coast Guard College 10,217 3,383 13,599 - - 13,599 Fleet Operational Readiness* 189,371 90,047 279,418 - - 279,418 Shore-Based Asset Readiness 53,723 91,356 145,079 377,336 - 522,415 Total 325,989 223,903 549,892 377,336 5,021 932,249

*O&M includes EFM and EOSS ship refit and fuel **Reflected in figures: Implementation of a common definition of the Capital Expenditures resulted in conversion of $95.9M from Vote 5 to Vote 1 (O&M and Salary). Excludes Vote-Netted Revenue (VNR)

Table 18: Financial Allocations by Region, 2015-2016 (thousands of dollars) Region Salary O&M Total

Atlantic 111,124 44,410 155,534 Central & Arctic 87,109 42,717 129,826 Western 70,020 24,650 94,670 National Capital Region* 46,146 110,938 157,084 College 9,773 3,006 12,779 Total 324,171 225,721 549,892

*Funding in NCR includes a total of $15.2M related to National Programs - these funds will ultimately be spent on programs delivered in the regions.


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Table 19: Financial Allocation by PAA Program by Region, 2015-2016 (thousands of dollars)

PAA PROGRAM Atlantic Central & Arctic Western College

National Capital Region

National Programs Total

Marine Communications and Traffic Services 11,208 11,988 10,930 - 4,025 1,048 39,199 Marine Navigation 7,846 11,309 6,680 - 5,608 6,595 38,038 Search and Rescue Services 4,575 3,884 2,364 3,343 - 14,166 Environmental Response Services 2,962 3,091 1,933 - 7,473 - 15,459 Maritime Security 716 869 680 - 2,296 373 4,934 Coast Guard College - - - 12,779 820 - 13,599 Fleet Operational Readiness 107,358 77,108 56,708 - 35,794 2,450 279,418 Shore Based Asset Readiness 20,868 21,577 15,375 - 86,723 536 145,079 Total 155,534 129,826 94,670 12,779 146,082 11,002 549,892

Table 20: National Programs, 2015-2016 (thousands of dollars)

PAA PROGRAM Ice Heli-copters

Automated Identifica-

tion

Marine Security

Operations Centres

Ship's Radio

Inspection (SRI)

Marine Research

and Develop-

ment

NAVAREA Total Recon-

naissance System

Marine Communications and Traffic Services - - - - - - 1,048 1,048 Marine Navigation 6,595 - - - - - - 6,595 Search and Rescue Services - - - - - - - - Environmental Response Services - - - - - - - - Maritime Security - - 300 4,262 - - - 4,562 Coast Guard College - - - - - - - - Fleet Operational Readiness - 2,450 - - - - - 2,450 Shore-Based Asset Readiness - - 465 - 71 - - 536 Total 6,595 2,450 765 4,262 71 1,048 15,190


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Table 21: CCG Vote-Netted Revenue Targets by PAA Program, 2015-2016 (thousands of dollars)

PAA PROGRAM Marine Service

Navigation Fees

Ice Breaking Services

Marine Dredging

Fees

CCG College

Fees Other Total

Marine Communications and Traffic Services -44 -44

Marine Navigation -4,750 -2,409 -4,600 -11,760

Aids to Navigation -4,750 -4,750

Icebreaking Services -2,409 -2,409

Waterways Management -4,600 -4,600

Search and Rescue Services Environmental Response Services

Maritime Security

Coast Guard College -1,700 -1,700

Fleet Operational Readiness -12,688 -9,299 -21,987

Shore-Based Asset Readiness -10,376 -2,047 -12,423

Total -27,815 -13,756 -4,600 -1,700 -44 -47,915

SECTION 8

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8. ANNEXES Annex A: Management Agenda The Coast Guard has a clear management agenda that is consistent with the broader Management Accountability Framework (MAF), which applies to all departments and agencies http://www.tbs-sct.gc.ca/maf-crg/index-eng.asp. Established by Treasury Board Secretariat in 2003, MAF provides a framework and an annual assessment that outlines expectations for sound public sector management practices and performance. It also communicates and tracks progress on government-wide management priorities, and improves management capabilities, effectiveness, and efficiency.

As a result of a review in 2013, MAF has been updated to better reflect management expectations while simplifying the framework and improving the usefulness of the assessment reports. The 2014 MAF represents a shift in focus from an assessment process that produces ratings to a process that produces metrics and information, which can be used within a broader comparative context and facilitates analysis of trends and results. Prior to 2014, departmental results used to calculate a rating were not shared. In the new MAF, results are shared and comparisons can be made across departments. These results can then be used by management for decision making8.

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 ten elements of the MAF.

8 For more information about the Management Accountability Framework go to http://www.tbs-sct.gc.ca/maf-crg/index-eng.asp

http://www.tbs-sct.gc.ca/maf-crg/index-eng.asp




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Annexes

Public Sector Values - Being accountable and transparent through public reporting

Continuous Learning and Innovation - Provide technical training for Marine Communication and Traffic Services, Search and Rescue and Environmental Response employees to ensure continuous learning and renewed capacity

Leadership and Strategic Direction

Provide strategic direction through CCG Management Board

Management of Policy and Programs Develop costing methodologies for Marine Services Fees Advance the Northern Marine Transportation Corridors initiative with Transport Canada

Results and Accountability

Report quarterly on Integrated Business and Human Resources Plan commitments

Report on results annually (Departmental Performance Report)

Implement new business management and resource allocation process for CCG

Management of Service and Delivery

Establish an Incident Command System Review Aids to Navigation system.

Governance and Strategic Management Integrate mitigation of Agency and program risks into business planning and assess contribution to strategic outcomes through reporting on commitments

People Management Develop and maintain a qualified and representative workforce Implement an Agency-wide training tracking tool

Financial and Asset Management

Develop a Fleet Renewal Plan

Information Management

Develop the e-Navigation portal.

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Annexes

Annex B: CCG’s Blueprint 2020 Action Plan CCG Regions and Directorates: Initiative Commitments

Area Theme Area Initiative Commitment

Atlantic External Communication/Public Image/Engagement

Partner not just with other departments but within the CCG as well to ensure consistency, enhanced learning opportunity.

Internal Communication Make better use of communication tools to establish regular dialogue with Management and Staff. When a staff meeting is missed, reschedule. Regular staff meetings part of Managers’ performance objectives.

Training Mentoring/job shadowing/career planning/linking learning plan to career aspirations/regional HR plan that identifies potential future career opportunities.

Videoconferencing/Lync Develop a Regional "team of experts" to provide training, training materials, and technical support to increased usage of technology.


Central and Arctic

Succession Planning Adopt and implement the “Programme d'exploration de gestion” in the Great Lakes as a pilot project (also link the theme of individual performance). Course content to be translated in 2014-15 and discussions to begin with DFO to jointly offer sessions in 2015.

Internal Communication C&A RMB agrees to develop and implement beginning in 2014-15 the following initiatives as part of the theme of internal communication:

1) Implement a region-wide Developmental Language Program (initiative also links to theme of Training)

2) Formalize 1 Joint Town Hall sessions with each DFO sector per year

3) Leverage INTRANET as communication tool; to include: updated org charts, messages from AC, RMB meeting agenda/minutes, weekly look ahead calendar

4) Host 1 extended RMB per year

Systems - others Lead the presentation of drones for land MCI purposes.

Administrative General Implementation of DFO Quebec's boardroom reservation system in Great Lakes (start with 520 Exmouth as pilot and extend through Great Lakes to ensure regional consistency).

Recognition Formalize NPSW throughout region and leverage to formally recognize employees for long-term service awards; maximize exposure/participation of RMB members at various planned events.

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Annexes


Western External Communication/Public Image/Engagement

CCG Western Region is standing up a new CCG initiative called Maritime Safety Initiative (MSI) in support of increased tanker traffic on the west coast. This Center of Excellence will provide a focal point for engaging others in the marine industry, including First Nations, OGD's, provincial governments and agencies, private industry, and the public in discussing Marine Safety issues and ensuring support to CCG Senior Management and Major Projects Management Office. (Lead: AC)

Internal Communication Fleet Western will increase communication to Fleet vessels by establishing regular conference calls to discuss issues of note and ensure Fleet employees are kept apprised of upcoming events and changes. (Lead: RD Fleet

Internal Engagement/Consultation

Safety and Security Western will endeavour to reduce audit fatigue currently being experienced by numerous sites due to other directorates’ audits and evaluations by incorporating these additional audits into their audit regime. (Lead: Manager, S & S)

Roles and Responsibilities IBMS Western is building a regional service catalogue which will define and clarify roles and responsibilities for the "administration" of CCG regionally. This will also help us focus on activities related to our core requirements. (Lead: RD, IBMS)

Asset/Lifecycle Management/Inventory

ITS Western initiated and completed a third party site usage policy applicable for all regions. (Lead: RD: ITS) IBMS is now developing the processes in support of this policy. (Lead: RD, IBMS)

Information Management Establish and create a draft file management system to manage Fleet shoreside shared drive in anticipation of new Information Management system.

Performance Evaluations IBMS Western has taken a regional lead in providing assistance to managers in using the new Performance Measurement Plan (PMP) tool, as well as develop SMART performance objectives for all staff, as well as tracking completion rates. (Lead: RD, IBMS)

Travel IBMS Western is developing some steps to "LEAN" out the regional events travel process. (Lead: RD, IBMS)

Computers / Other Devices ITS Western is working with other federal partners to enable and share information through approved shared sites to improve federal response during emergencies. (Lead: RD, ITS)

Salary/ Pay/ Overtime Fleet Western has established a working committee to review timelines and process from employee through Maritime to compensation to cheque. (Lead: RD Fleet)

Morale IBMS has initiated and is managing a series of morale building events around the base, on an ongoing basis. (Lead: RD: IBMS)

Recognition Fleet Western has committed to improve the awards and recognition provided to fleet employees, including Exemplary Service awards. (Lead: RD Fleet)

Succession IBMS is developing a career pathways tool, initially for the region but with national possibilities. The vision is that any CCG employee, at any level and at any time, can use the same systematic tool to determine which competencies are required for developmental success in career planning in the same or different streams, or to improve his/her own skills in the same

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Annexes

stream and level. The methods to satisfy competencies will be described, including mentoring, coaching, in/formal training, job shadowing, etc. This tool also has clear linkages to training. (processes) and, to a lesser degree, training (resources). It will take about a year to complete. (Lead: RD, IBMS)

Training IBMS Western is taking a lead on developing regional training plans as well as digitizing Fleet training and certification records. (Lead: RD, IBMS)

Workload Fleet will develop a working group to analyse work demands and high priority requirements on each Fleet shoreside position with the aim of distributing work equitably and ensuring high priority items fall within expected timelines as much as possible within current shoreside capacity. (Lead: RD Fleet)

Connectivity IBMS Western created a series of administrative binders with detailed instructions for using key administrative systems, and has arranged a cadre of administrative personnel who network and train each other on this and other material on an ongoing basis. ( Lead: RD, IBMS) Programs is establishing a capital project to install computer desk tops at light stations so that these employees, who are situated a very remote light stations, have the ability to communicate with departmental officials in an improved private manner. (Connectivity project for Light station personnel) (Lead: RD Programs)

Systems - General Programs Western is promoting the national implementation of a useful scheduling system called SPEDR, which is used to schedule hours of work using a variety of limitations and constraints specific to MCTS Operations. (Lead: RD, Programs)


Major Projects

Hiring and Staffing Work with HR to identify staffing requirements early to initiate hiring process. Continue to push staffing through as quickly as possible to alleviate pressures created by understaffing in projects.

Reporting Support creation of standardized project management tools, specifically standardized reporting practices. Once created, adopt practices and report consistently in the same manner for each project.

Individual Performance Engage employees and promote employee development to assist in retention of staff. Provide opportunities for training, career development and advancement to foster a continued team work environment with a reduced turnover of staff.


IBMS Administrative General Oversee a Lean project to streamline the Event Approval process, as part of

the TBS-led Pathfinder project (Red-tape reduction).

Hiring/Staffing Begin the Workplace Development Strategy.

Begin development of new outreach strategy for Officer Training Program recruitment.

Budget Continue positioning the Agency to make a Program Integrity Case and/or increase User Fees.

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Annexes


ITS

Computer Network Provide fleet with connectivity to DFO network and corporate applications. Double Telesat bandwidth. Test on-board wifi products and develop a solution to provide secure wireless connectivity to personal devices. Develop a new network usage policy. Standardize on-board networks and services (2016/17). Improve satellite performance by deploying compression technology (2016/17).

Windows 7 E-mail Deploy new email solution adapted to life at sea. Provide personal email addresses to all crew members (2016/17). Provide crew members GoC access to encrypted technologies (email, CWA, etc.) (2016/17).

Data management Move towards digitization of files to save hundreds of dollars per linear foot of files per year. ITS is continuing with the digitization of technical data through the key ship drawing project. This project allows for an amount of money to be spent annually to digitize the technical data associated with individual vessels. Following the completion of the Library Study by ITS last fiscal year, the Directorate is also committed to reducing the volume of paper copies as records are indexed and digitized.

Asset/Lifecycle management/Inventory

Better Lifecycle management (LCM) of our equipment/systems. Settle on one asset management system to meet all needs from lifecycle management, inventory management, costs and reporting. The Commissioner announced in March 2014 that the CG would move to one asset management system – Maximo. The CG is currently developing project approval documents and ITS is focused on initial installations onboard the MSPV class of vessel. LCM needs to start sooner and followed throughout all stages so integration of new systems and the disposal of older systems are completed in a timely manner. Begin to look at replacing equipment/systems before it becomes obsolete.

Project Management ITS and VP have undertaken an exercise to better define all stages of project management through the release of the Project Management Directives, including the need to better define LCM needs and requirements during capital acquisition projects. This fiscal year will see two new directives added to the mix – costing and transition, as well as the publication of version 2 of all the previously released directives. In addition, the Executive Board is looking into increasing the availability of national procurement mechanisms.

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Annexes


Succession - HR Develop succession planning initiatives for CCG (SBM).

Improvement of Administrative Processes

Create an inventory of NS processes and identify opportunities for improvement, according to LEAN principles. (HP)

Strategic Vision Develop, in collaboration with CCG sectors, a strategic vision outlining where the organization aims to be in 2030. (HP)

National Strategies

Governance Review the Performance Alignment Architecture (PAA). (SBM)

Align portfolio work with PAA instead of alignment with Directorates. (SBM)

Create opportunities to share and strategize (National Strategies Management, Executive Board or Forum). (NS)

Internal engagement Organize directorate meetings to provide staff with better understanding of on-going initiatives/priorities. (NS)

Improve mutual understanding of work realities between HQ-Regions: (NS)

· When people come into HQ, open up meetings to observers

· More face to face time with regions · Informal brown bag lunches with regional staff when they

visit HQ · Explore possibility of using training fund for regional/HQ

familiarization visit · Encourage National Strategies staff to get access to Daily

Media review as a window on what is happening in the regions

Policy/Directives/Procedures Review/clarify provision of service policy. (MN)

SECTION 9

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9. LIST OF ACRONYMS

AC Assistant Commissioner

AIS Automatic Identification System

ARP Area Response Planning

AtoNs Aids to Navigation

BC British Columbia

C & A Central and Arctic Region

CAF Canadian Armed Forces

CCG Canadian Coast Guard

CCGA Canadian Coast Guard Auxiliary

CCGCAC Canadian Coast Guard College Advisory Council

CCGS Canadian Coast Guard Ship

CCS Communication Control System

CFO Chief Financial Officer

CHS Canadian Hydrographic Service

CMAC Canadian Marine Advisory Council

CONOP Concept of Operations

CPT Continuous Proficiency Training

CWA Compensation Web Application

DC Deputy Commissioner

DFO Fisheries and Oceans Canada

DFATD Department of Foreign Affairs, Trade and Development

IDG Director General

DGPS Differential Global Positioning System

DND Department of National Defence

EAP Economic Action Plan

EC Environment Canada

ED Executive Director

EFM Ecosystems and Fisheries Management

EOSS Ecosystems and Oceans Science

Sector

ER Environmental Response

FAMP Fleet Asset Management Plan

FII Federal Infrastructure Initiative

FOR Fleet Operational Readiness

FRP Fleet Renewal Plan

FSWEP Federal Student Work Experience Program

FTE Full-Time Equivalent

GDP Gross Domestic Product

GL-SLS Great Lakes and St. Lawrence Seaway

GPS Global Positioning System

HF-NBDP High Frequency Narrow Band

HMS Her Majesty’s Ship

HP Horizontal Priorities

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HR Human Resources

IALA International Association of Marine Aids to Navigation and Lighthouse Authorities

IBMS Integrated Business Management Services

ICS Incident Command System

IM Incident Management

IMO International Maritime Organization

IRB Inshore Rescue Boat

ITS Integrated Technical Services

JLP Joint Learning Program

JRCC Joint Rescue Coordination Centre

KM Kilometers

LCM Lifecycle Management

LRIT Long Range Identification and Tracking

MAF Management Accountability

Framework

MB Management Board

MCTS Marine Communications and Traffic Services

MDA Maritime Domain Awareness

MEMTV Medium Endurance Multi-Tasked Vessels

METAREA Meteorological Area

MLM Mid Life Modernization

MN Marine Navigation

MP Major Projects

MPMO Major Projects Management Office

MRSC Marine Rescue Sub-Centre

MSET Marine Security Enforcement Team

MSF Marine Services Fees

MSI Maritime Safety Initiative

MSM Meritorious Service Decoration

MSOC Marine Security Operations Centre

MSPV Mid-Shore Patrol Vessels

NAFO Northwest Atlantic Fisheries Organization

Navaids Navigational Aids

NAVAREA Navigational Area

NCR National Capital Region

NHQ National Headquarters

NL Newfoundland and Labrador

NMAB National Marine Advisory Board

NMTC Northern Marine Transportation Corridor

NORDREG Northern Canada Vessel Traffic Services Zone Regulations

NPSW National Public Service Week

NS National Strategies

NSPS National Shipbuilding Procurement Strategy

NTTT National Training Tracking Tool

O&M Operations and Maintenance

OFSV Offshore Fisheries Science Vessel

OGD Other Government Department

OOSV Offshore Oceanographic Science Vessel

OPRC Oil Pollution Preparedness Response and Co-operation

Ops Operations

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OPV Offshore Patrol Vessels

P&C Priorities and Contingencies Account

PAA Program Activity Architecture

Pan Am Pan American Games

Plan Integrated Business and Human Resource Plan

PM Project Management

PMO Project Management Office

PMP Performance Management Plan

PSAC Public Service Alliance of Canada

PSES Public Service Employee Survey

PWGSC Public Works and Government Services Canada

QC Quebec

RAMN Radio Aids to Marine Navigation

RAMSARD Risk-based Analysis of the Maritime Search and Rescue Delivery

RBAC Recreational Boating Advisory Councils

RCMP Royal Canadian Mounted Police

RD Regional Director

RMAB Regional Marine Advisory Board

RPP Report on Plans and Priorities

SAC Strategic Advisory Council

SAR Search and Rescue

SBAR Shore-Based Asset Readiness

SBM Strategic Business Management

SCOPA Standing Committee on Public Accounts

SITCEN (CCG National) Situation Centre

SMART Smart, measurable, attainable, relevant, trackable

SMS Fleet Safety Management System

SOLAS International Convention for the Safety of Life at Sea

SOR Statement of Operational Requirements

SPAC Senior Project Advisory Committee

SPEDR Shift Plan Extra Duty Report

TAGs Training Advisory Groups

TBS Treasury Board Secretariat

TB Treasury Board

TC Transport Canada

US United States

UNCLOS United Nations Convention on the Law of the Sea

VLE Vessel Life Extension

VNR Vote Netted Revenue

VP Vessel Procurement

WCTSS World Class Tanker Safety System

WDIS Workforce Development and Information Strategies

YPN Young Professionals Network

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