2007 February Status Report of the Auditor General of Canada

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

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

• establishing clear, concrete and realistic program performance expectations that include a long-term perspective;
• establishing a long-term fleet planning and funding horizon;
• developing service accords between the programs and the fleet;
• establishing budgetary processes that support accountability;
• setting up integrated information systems to enable the Department to monitor and account for the actual performance of the fleet in terms of service and cost; and
• implementing costing policies that support the use of the lowest-cost alternative in acquiring service while meeting departmental objectives. (paragraph 31.73)

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

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

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

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

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

Auditor General's December 2002 Report, Chapter 2

Recommendation

Progress

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

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

• complete the implementation of its results-based management and accountability frameworks;
• establish clear, measurable, concrete targets for the identified outputs and immediate outcomes for each framework;
• identify who is accountable for achieving targets and managing resources;
• align budgeting and resource allocation with the frameworks; and
• develop or identify sources of information to measure results. (paragraph 2.68)

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

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

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

Fisheries and Oceans Canada should gather and monitor information on boating safety to assess the adequacy of third-party delivery, determine the extent of compliance with regulations, and review the adequacy of the resources provided to this program. (paragraph 2.98)

Not
Assessed