The Next Wave - Strategic Plan 2003-2010 | TP 13111

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Strategic Objectives and Outcomes

The examination of the preceding internal and external environmental factors supports the planning process by identifying issues that must be resolved to maximize the potential for achieving our goals. These issues form the basis of our strategic objectives, which will guide the future activities of the program.

To streamline the planning process, our strategic objectives are grouped under four key activity areas that make up the Marine Safety program. These activity areas are: compliance and enforcement, education and awareness, program management and regulatory framework. These activity areas, which mirror Marine Safety’s performance measurement framework, help facilitate the setting of goals and objectives for easy monitoring and measurement against clearly defined performance indicators. They also promote consistency in planning throughout the program.

Strategic objectives and related activities for each of the four key activity areas have been identified. These activities are primarily short-term initiatives and set out how Marine Safety plans to implement its strategic objectives over the coming years. These activities will be updated regularly and tracked as part of an ongoing and integrated planning process.

Activity Area	Compliance and Enforcement
Strategic Objective	Activity
Develop a risk-based inspection regime	Refine the Ship Inspection and Reporting System Develop a compliance and enforcement program for small vessels less than fifteen gross registered tones Develop and implement the Small Vessel Inspection System Ongoing analysis of data with annual reports to the Marine Safety Executive Provide feedback to industry and inspectors Develop an appropriate and reasonable compliance philosophy for different industry sectors
Develop appropriate competencies and training for inspectors and crews/operators	Inspector training for small vessels Evaluate approved training schemes and standards Educate the public and disseminate information
Delegation of inspection responsibility	Complete the implementation of a monitoring regime Implement a reporting system Develop an auditing regime Maintain compliance agreements with classification societies Review the inspection regime Explore further delegation opportunities
Further enhance the pollution prevention regime	Optimize surveillance and enforcement Seek increased penalties Explore alternative compliance strategies Support international initiatives

Outcome
Increased compliance with the requirements of the Marine Safety program and enhanced understanding of its delivery.

Activity Area	Education and Awareness
Strategic Objective	Activity
Develop an education and awareness plan	Develop an inventory of the existing initiatives Form working groups using headquarters and regional expertise Draft communications and education plans Present the plans to the Marine Safety Executive for approval Implement the plans Monitor the plans Review and refine the plans
Engage key players in extending communications in their areas	Identify key players by program Create a national stakeholder database Engage key players Establish and enhance partnerships
Implement specific program education and awareness plans	Form working groups Develop strategies and action plans and include key players Implement plans Monitor plans Review and refine plans

Outcome
Increased awareness of safe and environmentally sound marine practices.

Activity Area	Program Management
Strategic Objective	Activity
Achieve robust internal communications	Hold regular staff meetings Hold national managers meetings Hold national inspectors meetings Hold headquarters staff information sessions Provide regional and international updates electronically Enhance communications tools (e.g., virtual bookshelf, examnet, inspectornet) Hold regular information sessions (regional, inter-regional and national) Hold regular planning sessions Implement a communications plan to monitor the progress of strategic objectives and related activities
Complete the service line review	Establish the terms of reference Collect and analyze data Determine service level standards and resource requirements
Establish an integrated planning framework	Complete the development of performance measures Implement systems for data collection and reporting Implement the National Time and Activity Reporting System
Establish a national quality assurance program	Implement the Marine Safety Management System online Develop policies and procedures Initiate regional quality assurance programs Develop an internal audit program
Establish a formalized National Training Program for inspectors	Staff the manager’s position for the National Training Program Develop and implement a formal training policy Finalize the roles and responsibilities document Approve the mandatory training program Secure permanent funding for the program Develop course curricula Develop a training database
Build upon the program’s strength in human resources	Present staff with continuous learning opportunities Support workforce renewal through the development of succession plans and mentoring programs Develop knowledge transfer solutions Establish goals and objectives with staff Consolidate regional human resource plans for review by the Marine Safety Executive Develop tools and systems to support audit and alternative inspections methods Continue to promote the evolution of the inspection role (e.g., audit, delegation) by developing competencies and tools
Develop a comprehensive Information Management/ Information Technology strategy	Prepare a situational analysis highlighting existing and emerging systems Marine Safety Executive review of priorities for systems development

Outcome
Marine Safety program established and managed responsibly to achieve maximum results with allocated resources.

Activity Area	Regulatory Framework
Strategic Objective	Activity
Develop a comprehensive regulatory reform support strategy	Develop a change management strategy Formulate a consultation plan Integrate reform into regional and national Canadian Marine Advisory Council processes
Bring the Canada Shipping Act, 2001 into force through regulatory development	Articulate the scope Develop a regulatory reform plan with revised timelines Develop discussion papers for each proposed regulation Draft and publish new regulations Bring the Canada Shipping Act, 2001 and related regulations into force
Implement the regulatory regime	Internally, provide: orientation training new tools publicity Externally, provide: orientation seminars publicity industry champions
Fine-tune the regulations	Assess the revised regulations of Phase II regulatory reform Undertake operational fine-tuning of the regulations Make adjustments to the regulations as required
Assist Pilotage Authorities in the development of a modern, efficient regulatory regime for pilotage	Realize unresolved recommendations of the Ministerial Review of Outstanding Pilotage Issues Make progressive adjustments to regulations as required Attempt to resolve any outstanding issues of concern within the system

Outcome
A streamlined, modern regulatory framework relevant to the marine industry.

Commitment to Results ^

The Marine Safety program is committed to introducing results-based performance measurement and has adopted a logic model that is consistent with Transport Canada’s results model. (A logic model is a map that explains the links between activities, key outputs and expected results. It provides a framework for building a focused set of results indicators and is a means of shifting focus from inputs and outputs to the achievement of expected results.)

The Marine Safety logic model is presented in Figure 1. The key elements of the model are described below.

Activity Areas: These are core elements of Marine Safety’s business and are not meant to be function specific. While most functions may fit primarily within one activity, it is conceivable that some functions will fit into multiple activity areas.
Key Outputs: These are the primary products or services delivered with each activity area. These outputs are not exhaustive, but instead are meant to clarify the scope of the activity area.
Immediate Outcomes (Tier I): These are the results for which Marine Safety managers can be held accountable. Associated indicators focus on what was delivered and how it was delivered.
Intermediate Outcomes (Tier II): These are the results over which Marine Safety managers have a direct influence. Associated indicators reflect how or whether activities are facilitating behavioral changes that are expected to lead to an “improved state”.
Ultimate Outcomes (Tier III): These are the results over which Marine Safety managers have an indirect influence. Associated indicators measure changes in the desired end state.

While the model clarifies the relationship between activities and their outcomes, it is important to understand the nature of these links. Specifically, while there is a direct link between activities, outputs and immediate outcomes, the links between these and the intermediate and ultimate outcomes do not necessarily represent a one-to-one relationship. Achieving the two latter outcomes will only be possible if all the activities of the Marine Safety program are undertaken.

The strategic plan is not an action plan or work plan. Rather, it is a blueprint intended to offer direction. Specific action plans with targeted completion dates will flow from each of the identified activities. These plans will be updated annually and will be used in the preparation of performance agreements and the service line plan.

A communications plan will also be implemented to ensure Marine Safety employees are kept informed of progress made against each of the identified activities. The Marine Safety program is committed to achieving results, and the strategic plan will be revised as necessary to reflect changing priorities and to ensure the most effective and efficient use of the program’s resources.