Program directory · Fisheries and Oceans Canada
Shore-based Asset Readiness
- Department
- Fisheries and Oceans Canada
- Program code
- BTH05 (FO)
- Core responsibility
- Marine Navigation
- In Departmental Plans
- 2018-19 – 2025-26 · Appeared and later dropped
What it does
The Shore‐Based Asset Readiness (SBAR) program ensures that the Coast Guard’s non‐fleet assets are available and reliable to deliver programs. These non‐fleet assets include both fixed and floating aids, such as: visual aids, aural aids, radar aids, and long‐range marine aids. They also include electronic communication and navigation systems delivered through a network of radar and radio towers, the information technology tools delivered via more than 300 remote installations, as well as ice observation cameras, ice control, supporting icebreaking, and environmental response physical assets used for spill containment, collection, and storage. The program ensures the availability and reliability of these assets through life cycle investment planning, engineering, acquisition, maintenance, and disposal services.
The CCG College is integral to the delivery of this program. The programs supported by SBAR include Aids to Navigation; Marine Communications and Traffic Services; Icebreaking Services; and Marine Environmental and Hazards Response.
Program activities are legislated and guided by the Financial Administration Act and Government Contract Regulations, as well as policies, directives, and guidelines provided by TB, the TB Secretariat, Transport Canada, Innovation, Science and Economic Development Canada, and Public Services and Procurement Canada. The legal basis for this program is found in the Constitution Act, 13 provincial & territorial governments, and the Oceans Act.
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2018-19. The data does not record when a program was created; it may be older than its first appearance here, which is limited by the sources (program spending starts in 2010-11, Departmental Plans in 2018-19).
| Program | Relation | Years with data | Actual spending over those years |
|---|---|---|---|
| Shore-based Asset Readiness | This program | 2018-19 – 2027-28 | $2.13B |
No earlier or later program in the same department has a similar name.
Significant changes in scope and budget
Detected from the data: renames between plans, programs it appears to replace, merge with or split into (matched by name), year-over-year changes in spending of at least 25% and $5M, or in employees of at least 20% and 25 FTEs, linked budget measures, and results indicators added or dropped.
| Year | What changed | Source |
|---|---|---|
| 2019-20 | Employees (FTEs) 1,135, against 928 in 2018-19 (+22%). | FTEs (GC InfoBase) |
| 2019-20 | Spending $177M, against $899M in 2018-19 (−80%). | Actual spending (GC InfoBase) |
| 2025-26 | Planned spending $271M, against $208M in 2024-25 (+30%). | Latest Departmental Plan |
Success criteria
The program's indicators from its department's Departmental Results Framework: the target set in each year's plan, and the result reported the following year. Source: GC InfoBase.
Historical: targets against results
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≤ 2 | 2019 | 2.24 Delays in procurement and receiving budget allocation limited the amount of work that could be accomplished. | Not met |
| 2019-20 | ≤ 2 | 2020 | 2.2 Although the program was unable to meet its target for 2019-20, there has been improvement in the average condition rating of the program assets over the last two quarters, demonstrating a return on previous investments. The target may now be achievable in the coming years. | Not met |
| 2020-21 | ≤ 2 | 2021 | 2.35 Target is expected to be met in 2021-22. | Not met |
| 2021-22 | ≤ 2 | 2022 | 2.35 Due to the previous year’s reductions in operational funding and continued supply chain challenges, the target average condition rating for SBAR program assets was not met. SBAR assets remain reliable and available for CCG Service Programs, and a return on investments is being realized. The program anticipates with continued funding and resolution of global supply chain issues, the target average… | Not met |
| 2022-23 | ≤ 2 | 2023 | 2.65 Historical funding and recent reductions to annual shore-based asset funding have resulted in a deterioration of the overall asset condition. | Not met |
| 2023-24 | ≤ 2 | 2024 | 2.19 Rising material costs, in part, affect the ability to address declining asset condition, leading to a sub-optimal rating score. | Not met |
| 2024-25 | ≤ 2 | 2025 | 2.15 Reduced shore-based asset funding year over year and rising material costs continue to threaten asset condition, leading to a sub-optimal score. Annual capital re-investments in asset replacements temporarily improved the condition score, but sustained funding and maintenance commitment are crucial to restore previous conditions, deliver on established levels of service, and prevent further deter… | Not met |
Current: the 2026-27 plan's targets
No indicators in the 2026-27 plan.
Future goals: targets due after 2026-27
No targets with a later due date.
Spending and employees: planned against actual
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | $169M | $899M |
| 2019-20 | $207M | $177M |
| 2020-21 | $186M | $184M |
| 2021-22 | $219M | $210M |
| 2022-23 | $246M | $223M |
| 2023-24 | $202M | $227M |
| 2024-25 | $255M | $208M |
| 2025-26 | $271M | — |
| 2026-27 | $208M* | — |
| 2027-28 | $187M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 867 | 928 |
| 2019-20 | 887 | 1,135 |
| 2020-21 | 857 | 1,044 |
| 2021-22 | 1,065 | 865 |
| 2022-23 | 1,084 | 957 |
| 2023-24 | 1,131 | 919 |
| 2024-25 | 866 | 868 |
| 2025-26 | 839 | — |
| 2026-27 | 832* | — |
| 2027-28 | 816* | — |
Planned spending, plan by plan
Each row is one year's Departmental Plan and its forecast for the next three fiscal years; read a column down to see how the forecast for one year changed. The last row is what was actually spent. Click an amount for its source. Biggest changes in federal spending plans
| Plan | 2018-19 | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 |
|---|---|---|---|---|---|---|---|---|---|---|
| 2018-19 plan | $168,550,556 | $207,530,788 | $207,087,155 | |||||||
| 2019-20 plan | $206,706,387 | $206,258,977 | $204,614,602 | |||||||
| 2020-21 plan | $185,701,919 | $184,649,363 | $171,110,899 | |||||||
| 2021-22 plan | $218,906,591 | $186,076,624 | $185,586,264 | |||||||
| 2022-23 plan | $246,413,014 | $181,583,389 | $181,583,389 | |||||||
| 2023-24 plan | $201,795,401 | $198,429,970 | $186,828,074 | |||||||
| 2024-25 plan | $254,978,346 | $209,614,696 | $192,792,256 | |||||||
| 2025-26 plan | $270,767,403 | $207,714,517 | $187,227,824 | |||||||
| Actual | $898,676,664 | $176,660,045 | $183,845,715 | $210,165,642 | $223,266,221 | $226,873,456 | $208,333,262 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
