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PACIFIC PILOTAGE AUTHORITY 1000 – 1130 West Pender Street
Vancouver, B.C. V6E 4A4
(604) 666-6771
www.ppa.gc.ca
SUMMARY OF THE
CORPORATE PLAN
2014 TO 2018
Includes:
OPERATING BUDGET
2014
CAPITAL BUDGET
2014
Vision Statement:
‘To be a world leader in marine pilotage’
PACIFIC PILOTAGE AUTHORITY
SUMMARY CORPORATE PLAN
2014 TO 2018
- 1 -
Executive Summary
The Authority completed 12,946 pilotage assignments in the year of 2012, a small decrease of
2% (300 assignments) when compared to 2011. Following on this, 2013 assignments through
the first eight months of the year have increased by 4% (360 assignments) when compared to
2012. The Authority is budgeting for comparable traffic levels in all five years of this plan.
The Authority’s financial results are traffic driven, so with these traffic levels we saw a
continued strong financial performance in 2012 with $64.6 million in revenues and a net income
of $1.4 million. Once the launch replacement revenues are subtracted from the 2012 net income,
it decreases to $0.4 million. This positive financial performance is reflected on our balance sheet
as we increased our long-term financial reserves by $1.0 million during the year. In short, the
Authority remains debt free with $6.3 million of financial reserves held in low risk, Government
of Canada bonds.
As we are self-funding and prohibited from seeking Parliamentary appropriations it is essential
we have strategies in place to ensure adequate funds on hand, control debt and fund capital asset
replacement programs.
Looking at a commodity basis, the Authority’s customer base remains well diversified yet very
dependent on the export of resource commodities to Asian markets.
In Port Metro Vancouver (PMV) the actual increase in tonnage handled year-over-year, 2012 vs.
2011, was 1%. This port increased their throughput to 124 million tonnes and with 77% of our
annual trips in this region we benefited from their stable traffic base. This port also has plans to
increase container volumes with a major expansion at Deltaport. There are also major projects
being discussed and planned that will increase coal, grain and petroleum volumes through PMV.
The northern areas of our jurisdiction, Prince Rupert and Kitimat, continue to show great
promise as they are the closest North American ports to Asia. There are numerous LNG terminal
proposals for this area, although none have actually started construction. Kitimat is also the
proposed location for the Enbridge Northern Gateway Pipeline terminus.
The Port of Prince Rupert reported an increase in tonnage year-over-year, 2012 vs. 2011, of
15%. This port increased their throughput to 22 million tonnes. The coal terminal has recently
completed an expansion that increased capacity during the past year and remains well positioned
to increase volumes further. This port also has ambitious plans to expand their container
facilities, although outside of this corporate plan period.
All of these projects are at different stages of readiness and the Authority continues to monitor
their timelines and service needs. It is the responsibility of the Authority to ensure we are ready
to service these developments when they become operational.
PACIFIC PILOTAGE AUTHORITY
SUMMARY CORPORATE PLAN
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With respect to the Authority’s mandate of providing a safe, reliable and efficient marine
pilotage service in the coastal waters of British Columbia, our 2012 safety record of 99.95%
(seven incidents out of 12,946 assignments) continues to reflect our safety emphasis.
An Enterprise Risk Management (ERM) program is in place and continues to encompass all of
our operations. Scenario planning involving related parties has been used to plan actions and
mitigations for high ranked risks.
The marine industry and stakeholders we serve place great emphasis on stability and avoiding
service level disruptions. To this end we have signed long-term contracts with our service
providers, wherever possible. We have a five-year contract in place with our primary contractor,
the British Columbia Coast Pilots Ltd (BCCP). We also have contracts in place with hotels,
airlines and other transportation companies wherever it makes sense.
The Authority has seven-year collective agreements in place with three unions covering our
launch masters, engineers, dispatchers, office staff and employee pilots. All of these contracts
were modeled on the eight-year longshore workers contract that covers the West Coast
waterfront.
The Authority is committed to following the spirit and intent of the government’s ongoing cost
containment and deficit reduction measures. The Authority has conducted a thorough review of
all discretionary spending and has incorporated all opportunities for operational efficiencies into
the corporate plan. At the same time we have to balance our responsibilities to the Canadian
economy and stakeholders by ensuring our operation is capable of responding to any service
level required.
During 2013 the Authority funded a helicopter study that is the first step in the process of
determining pilot boarding and transport options in the northern area. This study is being
initiated well in advance of any potential traffic increases so we can ensure the necessary
resources, funding options and regulatory changes are in place.
The Authority is well advanced in its strategic goal to implement ISO. This project is scheduled
to be completed in 2014 and will serve as a key driver in our service delivery methods for the
foreseeable future.
Our ultimate long-term vision is to be recognized as a world leader in marine pilotage and
looking ahead our effort is focused on achieving this vision.
PACIFIC PILOTAGE AUTHORITY
SUMMARY CORPORATE PLAN
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Mandate
The mandate of the Authority is to establish, operate, maintain, and administer in the interest of
safety, an efficient pilotage service within the regions set out in respect of the Authority, on a
basis of financial self-sufficiency.
Profile of the Authority
Background
The Pacific Pilotage Authority was established February 1, 1972, pursuant to the Pilotage Act,
1970-71-72, Chapter 52. The Pacific Pilotage Authority is a Schedule III, Part I (FAA) Crown
corporation comprised of a Chair and six Board members appointed by Governor-in-Council.
The Authority is not an agent of the Crown.
Powers
To carry out its responsibilities the Authority has made regulations, approved by Governor-in-
Council, pursuant to the Pilotage Act for:
1. Establishing compulsory pilotage areas;
2. Prescribing the ships or classes of ships that are subject to compulsory pilotage;
3. Prescribing classes of pilot’s licences and classes of pilotage certificates that may be
issued;
4. Prescribing the tariffs of pilotage charges to be paid to the Authority for pilotage services.
In addition, the Authority is empowered by the Pilotage Act to:
1. Employ such officers and employees, including licenced pilots, as are required;
2. Contract with a body corporate for the services of licenced pilots;
3. Make by-laws respecting the management of its internal affairs;
4. Purchase, lease, or otherwise acquire land, buildings, pilot launches and such other
equipment and assets as may be required and to dispose of any such assets acquired.
PACIFIC PILOTAGE AUTHORITY
SUMMARY CORPORATE PLAN
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Corporate Objectives
The Authority's Corporate Objectives are:
1. To provide safe, reliable and efficient marine pilotage and related services in the coastal
waters of British Columbia, including the Fraser River;
2. To implement sustainable practices within the Authority and contribute to government's
environmental, social and economic policies as they apply to the marine industry on the
Pacific coast of Canada;
3. To provide the services within a commercially-oriented framework, by maintaining
financial self-sufficiency, through a combination of cost management and tariffs that are
fair and reasonable;
4. To achieve the highest productivity of the Authority's resources in the interest of safe
navigation;
5. To assume a leadership role in the marine industry we serve, by facilitating decisions
resulting in improvements to navigational safety and the efficiency of marine operations.
Vision Statement
The Authority’s vision statement is ‘To be a world leader in marine pilotage’.
Mission Statement
The Pacific Pilotage Authority is dedicated to providing safe, efficient pilotage by working in
partnership with pilots and the shipping industry to protect and advance the interests of Canada.
Corporate Values
Management and Board members review the Authority’s Corporate Values annually to ensure
their continued relevance and applicability. The Corporate Values are:
1. Honesty/Integrity - We will ensure honesty and integrity in everything that we do. We
share responsibility for being effective, accountable and acting appropriately. We
consider the outcome of decisions for all those affected before we implement change.
We act with visible integrity and openness, and support each other in these actions.
2. Positive Stakeholder Relations - We will work hard to maintain positive relations with all
stakeholders including the shipping industry, the pilots and their respective organizations,
our employees, the communities in which we operate and all other related individuals and
organizations.
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3. Service Quality - We strive for excellence in all our activities. We continuously learn,
develop and improve. We take pride in our work and in the services we provide to our
clients and partners.
4. Accountability/Responsibility - We are accountable, as individuals, team members and as
an organization for our actions and our decisions. We make effective and efficient use of
the resources provided to us. We adhere to our policies and procedures, our mission and
objectives, and to the Regulations governing us. When our commitment to innovation is
at odds with existing procedures, we will work within the system to achieve positive
change and improvement.
5. Adaptability and Innovation - We value innovation and creativity. We encourage and
support originality and diversity of thought. As individuals and as teams, working with
our internal and external partners, we welcome new ideas and methods to enhance our
service and the use of our resources.
What is the Pacific Pilotage Authority
International vessels of 350 gross tons or larger, while travelling in Canadian waters, are legally
obliged to use the services of a Canadian marine pilot as per the Pilotage Act. The Pacific
Pilotage Authority is a federal Crown corporation whose mandate is to administer this service in
the waters of Western Canada. Our area of jurisdiction encompasses the entire British Columbia
coast, extending approximately two nautical miles from every major point of land. This
jurisdiction includes the Fraser River and stretches from Alaska in the north to Washington State
in the south and is one of the largest in the world.
Marine pilotage is all about safety as it serves to protect the environment and thus the interests of
the Canadian people. We hold ourselves accountable to the Canadian public in this regard.
Description of Operations
The Authority is responsible for providing safe, reliable and efficient marine pilotage in the
coastal waters of British Columbia, including the Fraser River. The Authority has established
five areas subject to compulsory pilotage.
When a vessel intends to enter compulsory pilotage waters on the British Columbia coast, it will
initiate an order for a pilot at a specified time, date and boarding station. A pilot either
contracted to or employed by the Authority will carry out this assignment. Pilots are boarded on
vessels by pilot launch or helicopter and are disembarked in similar fashion when a vessel leaves
pilotage waters.
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The head office of the Authority is in Vancouver, British Columbia. Pilots are dispatched to
their assignments through a central dispatch office in Vancouver and a traffic coordination office
in Victoria.
During 2013, a workforce of one hundred contract pilots will provide coastal pilotage services.
Additionally, there are seven employee pilots who pilot vessels on the Fraser River.
To provide pilots with water transportation to and from ships, the Authority operates pilot
launches at three permanent boarding stations. These stations are Victoria, Prince Rupert and
Steveston which have employee-crewed launches.
Additionally, a contract launch is operated at Pine Island (northern tip of Vancouver Island).
This station is expected to perform approximately 350 pilot transfers during 2013, of which the
majority will be cruise ship traffic. The cruise industry is the major user of this station since it
allows their vessels a high degree of flexibility with regard to the Alaska cruises.
The Nanaimo Port Authority is also a contract launch operation carrying out pilot changes off
Snake Island in the Nanaimo area.
On the west coast of Vancouver Island at Cape Beale, the Authority has a designated boarding
station which services the Port Alberni region. The Authority has the ability to service this
station by helicopter or by repositioning a Victoria based launch when required.
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SUMMARY CORPORATE PLAN
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The Authority’s jurisdiction covers the entire coastline of British Columbia. Due to the vast size
and the fact our coastal pilots are licenced for the entire coast we feel our operation is virtually
unique in the world. We service all major ports on the coast as compared to other jurisdictions
that may only service one port. The most northern port we service is Stewart, with the shaded
area to its left representing Alaska, USA. In the southern area below Vancouver, the shaded area
represents Washington State, USA.
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SUMMARY CORPORATE PLAN
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Corporate Governance
Corporate governance is the process of establishing and monitoring, the policies and procedures
which will ensure the appropriate stewardship of the business and affairs of the Authority,
including financial viability.
There are seven members on the Authority’s Board of Directors, comprising a Chair, two pilot
representatives, two shipping industry representatives and two representatives of the public
interest. This structure provides effective channels of communication and represents a good
balance between the major stakeholders. All members are Governor-in-Council (GIC)
appointees.
The Authority complies with the Treasury Board guidelines on corporate governance practices.
This includes Board self-assessments, a nomination committee for prospective Directors and the
development of Director’s skills criteria.
In addition, the Board has constituted several committees to focus on the major areas of the
Authority. These committees are chaired by a Board member, have terms of reference and
mandates and report directly to the Board on a regular basis.
Audit Committee - the Chair and three Board members are also designated as members
of the Audit Committee. The Audit Committee meets seven times per annum and
members are expected to be financially literate. Its mandate includes responsibility for
all financial matters, external audit, internal audit and insurance.
Governance, Nominating and Human Resources Committee (GNHR) – this Committee
meets on an as needed basis or at the call of the Committee Chair. Its mandate is to
provide a focus on corporate governance, recommend candidates for Board membership
as well as the Chair and CEO positions. This Committee also oversees the Board’s self-
assessment process, training and skills requirements, annual assessment of the Chair and
succession planning of the Authority’s management team.
Pilot Training and Examination Committee (PTEC) – this Committee meets four times
per annum. Its mandate is to conduct pilot examinations and review ongoing training
programs for pilots. It is chaired by a Board member and includes members of the
Authority’s management and BC Coast Pilots. The Committee is joined by one external
examiner during annual pilot examinations.
Pilot Launch and Transportation Safety Committee (PLTSC) – this Committee meets at
least twice per annum or more frequently as required. Members of this committee
regularly attend launch stations to observe drills and inspect safety equipment. The
Committee is responsible for establishing safety standards and monitoring the safe
operation of pilot launches, water taxis, airplanes and helicopters utilized in the transfer
PACIFIC PILOTAGE AUTHORITY
SUMMARY CORPORATE PLAN
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of pilots to and from ships. It also ensures that the Authority adheres to regulations and
safe practices issued by Transport Canada. It is composed of BC Coast and Fraser River
pilots, Authority management and pilot launch personnel.
Safety and Operating Review Committee (SORC) - this Committee works in conjunction
with the Navigation and Pilotage Committee of the Chamber of Shipping and meets on
an as needed basis. Its mandate is to review and assess pilotage practices and areas of
concern and to seek solutions which result in improved safety and efficiency. It is
composed of Authority management, BC Coast Pilots and members of the Chamber of
Shipping.
Enterprise Risk Management (ERM) and Emergency Preparedness – this Committee
meets up to four times per annum. Its mandate is to achieve a consistent approach to risk
management throughout all operational areas of the Authority, enhance the culture of
risk awareness throughout the Authority and its partners, and manage the level of
residual risk that is within the Authority’s tolerance levels. The role of the Committee
consists of documenting the Authority’s risks, categorizing and ranking them, and
making non-binding recommendations to the Authority’s Board of Directors. The
Committee is composed of representatives from the BC Coast Pilots, the Fraser River
Pilots, the dispatch department, the launch operations, the accounting department and the
management team.
PACIFIC PILOTAGE AUTHORITY
SUMMARY CORPORATE PLAN
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Organizational Structure of the Authority
The Authority is managed by a CEO who reports to the Board through the Chair.
There are seven management employees, seven employee pilots, eleven dispatchers, six
administrative and twenty-six launch employees.
One hundred entrepreneur marine pilots provide coastal pilotage services through their company,
the British Columbia Coast Pilots Ltd (BCCP).
The Authority’s organization chart indicates the reporting structure.
The Authority has prepared succession plans for the senior management positions. These plans
outline the recruitment process, skills criteria and timelines in the event of personnel change.
PACIFIC PILOTAGE AUTHORITY
SUMMARY CORPORATE PLAN
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Launch Stations and Office Facilities
In Victoria the Authority leases property from the Greater Victoria Harbour Authority, at Ogden
Point, in order to accommodate the pilot launches, floats and a workshop. In addition to the
launch operation there is also a dispatch office owned by the Authority.
The Authority relocated to the current Vancouver head office facilities on December 1, 1999 and
has renewed the office lease through to December 31, 2022.
Pilot Launches
The Authority’s pilot launch fleet consists of five specially designed pilot launches. The
Authority has implemented an enhanced planned maintenance program, which will ensure all
service and safety demands are met in a timely, orderly and cost effective fashion. All launches
are on a four-year Transport Canada inspection cycle. The newer launches perform the majority
of the boarding’s with the older vessels being used mainly in a back-up role.
Pilot Launches Station Date Built Size
Pacific Pilot Two Victoria 1971 19.8 m
Pacific Pilot Four Prince Rupert 1973 19.8 m
Pacific Pathfinder Prince Rupert 2003 22.4 m
Pacific Navigator Steveston 2008 19.5 m
Pacific Scout Victoria 2008 19.5 m
Government Policies
The Authority continues to comply with the requirements of the Human Rights Commission, the
Canadian Multiculturalism Act, the Employment Equity Act, the Official Languages Act, the
Equal Opportunity Program, the Federal Identity Program, the Canadian Environmental
Assessment Act, the Financial Administration Act – Section X and the Access to Information and
Privacy Act.
Enterprise Risk Management
An Enterprise Risk Management (ERM) program has been incorporated as part of the
Authority’s strategy and is well advanced in ‘cultivating a culture of risk awareness’ throughout
the organization. All areas of the Authority’s operations have been incorporated into this
program, including contract and employee pilots, launches, dispatch and administration, along
with the Board and management.
The ERM Committee is chaired by a Board member and includes representation from each of the
areas mentioned above. The Committee reports to the Board, meets quarterly, conducts scenario
planning exercises and re-evaluates the risk register with a view to identifying new risks and
mitigation measures.
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The Authority remains committed to ensuring all risks have appropriate mitigation measures in
place that are reviewed on a regular basis. Detailed risk descriptions and mitigation measures are
kept current by the risk owners and are part of a comprehensive risk document. They are not
included in this report due to their length. As a general rule, the risks rated high are reviewed at
least once every three months, risks rated medium are reviewed at least once every six months
and risks rated low are reviewed at least once every year.
Risk Categories
The Authority has categorized its risks in order to assist in identification and management of the
risk.
Strategic risk: risks emanating from the Authority’s strategy and decision making.
Financial risk: risks pertaining to liquidity, capital availability, capital structure.
Organizational risk: risks emanating from the Authority’s management of its human
resources including leadership depth and quality, management and labour availability and
cost, cultural, etc.
Operational risk: risks emanating from the Authority’s day-to-day operating processes
and activities.
External risk: risks emanating from external sources over which the Authority (although
impacted) has little control (e.g. macro-economic volatility; industry structural change;
political, etc.)
Legal and regulatory risk: risks associated with the Authority’s compliance with
applicable laws and regulations.
Incident risk: risks emanating from incidents (accidents, near misses, etc.) within the
Authority’s jurisdiction where a pilot is present on board ship.
Emerging risks: un-rated risks that the Authority will keep reviewing from time to time in
order to be proactive.
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Risk Ranking Methodology
The Authority categorizes risks on the basis of the following chart. Similar to the risks
themselves, these limits are reviewed on a regular basis.
Operational Strategic
Impacts Financial Human Property Vessel(s) Environmental Reputation Disruption of
Business
Extreme
5
Above $10
million cash
impact on the
Authority
Multiple
deaths
And multiple
people with
serious long-
term injury
Intensive care
Damage to
property is such
that it ceases
operations for a
period of time
exceeding one
month
or financial loss
exceeds $10
million
Vessel sinks or
sustains so
much damage
that it is a
constructive
total loss
Incident causes
sustained long
term harm to
environment
(i.e. damage
lasts greater
than a month)
Sustained front
page adverse
national media
coverage
International media
coverage
Threatens long-term
viability of Authority
(Operational cessation
or major operational
issues lasting more
than one month)
Very High
4
Impact on the
Authority
between $5 and
$10 million
Single death
And multiple
people with
serious long-
term injury
Intensive care
Damage to
facilities is such
that operations
cease for up to
one month
or financial loss of
$5 - $10 million
Vessel sustains
damage
significant
enough to result
in towing to dry
dock and loss of
operations of up
to one month
Incident causes
sustained
medium term
harm to
environment
(i.e. damage
lasts up to one
month)
Front page adverse
national media
coverage and
intermittent
international
coverage
Threatens viability of
Authority in the
medium term
(Operational cessation
or major operational
issues lasting up to one
month)
High
3
$1 -$5 million
cash impact
Some people
with serious
long-term
injury and
multiple minor
injuries
Damage to
facilities is such
that the operations
cease for up to
two weeks
or financial loss of
$1 - $5 million
Vessel sustains
significant
damage with
dry docking and
loss of
operations for
two weeks
Incident causes
medium term
harm to
environment
(i.e. damage
lasts up to two
weeks)
Intermittent
adverse national
media coverage
Threatens viability of
Authority in the short
term
(Operational cessation
or major operational
issues lasting up to
two weeks)
Medium
2
Between
$500,000 to $1
million cash
impact
One person
with serious
long-term
injury
Some minor
injuries
Damage to
facilities cause
operations to
cease for up to
one week
or financial
impact of
$500,000 - $1
million
Vessel sustains
damage
resulting in loss
of operations
for one week
Incident causes
short term harm
to environment
(i.e. damage
lasts no greater
than one week)
Sustained front
page adverse local
media coverage
Board and Ottawa
receive complaints
from Chamber of
Shipping and major
clients
Operational issues
lasting up to one week
but no cessation of
business
Low
1
Up to $500,000
cash impact
Single or
multiple minor
injuries
requiring on
site first aid
and/or off-site
treatment
Damage to
facilities cause
operations to
cease for up to 72
hours
or a financial
impact up to
$500,000
Minor damage
with no effect
or damage
resulting in a
loss of
operations of no
more than 72
hours
Incident causes
minimal or
intermittent
harm to
environment
over a period of
time (i.e.
damage lasts no
greater than a
day)
Intermittent
adverse local media
coverage
Complaints
received from
Chamber of
Shipping and/or
clients
No operational issues
or operational issues
lasting up to 72 hours
PACIFIC PILOTAGE AUTHORITY
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The risk table shows the current risks and ranking status as of this report.
Priority Risk Title & Background Category Sub-Category Likelihood
(residual)
Impact
(residual)
Risk
Rating
1 Pilot Protocols and Participation in
an Incident Strategic None LOW EXTREME HIGH
2 Future Recruitment of Suitable
Qualified Pilots Strategic None LOW EXTREME HIGH
3 Failure of Key IT Applications Operational Technology LOW VERY HIGH HIGH
4 Telecommunications failure (Voice
and Data systems) Operational Technology LOW VERY HIGH HIGH
5 Maintaining Good Stakeholder
Relationships with the Shareholder Strategic None MEDIUM VERY HIGH MEDIUM
6 Maintaining Good Stakeholder
Relationships with Pilots Strategic None MEDIUM VERY HIGH MEDIUM
7 Communication During an
Incident (Media) Incidents Communication VERY LOW VERY HIGH MEDIUM
8 Economic Health of BC Coast
Pilots Ltd. External Vendors VERY LOW VERY HIGH MEDIUM
9 Training of Coastal Pilots Organizational Training LOW HIGH MEDIUM
10 Management Succession Organizational Human Resources LOW HIGH MEDIUM
11 Drugs and Alcohol Operational OH&S LOW HIGH MEDIUM
12 Recruiting and Training of Launch
Crew Organizational Training LOW HIGH MEDIUM
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Priority Risk Title & Background Category Sub-Category Likelihood
(residual)
Impact
(residual)
Risk
Rating
13 Internal and External Fraud Financial Fraud LOW HIGH MEDIUM
14 Financial Control Systems Financial None LOW HIGH MEDIUM
15 Delay of Vessel due to the
Authority Operational None LOW HIGH MEDIUM
16 IT Vendor Issues Operational Technology LOW HIGH MEDIUM
17 General Safety of Authority
Launch Crews Operational OH&S MEDIUM MEDIUM MEDIUM
18 Changes and/or Shortcomings /
Errors within Industry External None MEDIUM MEDIUM MEDIUM
19 Delay of Vessel due to External
Issues Operational None HIGH LOW MEDIUM
20 Labour Management – Fraser
River Pilots Organizational Human Resources VERY LOW HIGH LOW
21 Changing Economic and Financial
Conditions & Political Issues
Affecting Traffic Volume
External Financial LOW MEDIUM LOW
22 Maintaining Good Stakeholder
Relationships with the Marine
Industry
Strategic None LOW MEDIUM LOW
23 Labour Management –
International Longshore &
Warehouse Union
Organizational Human Resources LOW HIGH LOW
24 Labour Management - Launch
Crews Organizational Human Resources LOW HIGH LOW
25 General Safety of Pilots Operational OH&S LOW MEDIUM LOW
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Priority Risk Title & Background Category Sub-Category Likelihood
(residual)
Impact
(residual)
Risk
Rating
26 Recruiting and Training of River
Pilots Organizational Training VERY LOW HIGH LOW
27 HR Management for the Authority Organizational Human Resources VERY LOW HIGH LOW
28 Disaster and Emergency Planning Operational Hazard VERY LOW HIGH LOW
29 Incident Management
Coordination Across Borders Incidents
Incident Management
VERY LOW HIGH LOW
30 Communication During an
Incident (Government) Incidents Communication VERY LOW HIGH LOW
31 General Safety of Authority Office
Staff and Guests Operational OH&S LOW MEDIUM LOW
32 Pandemic Operational OH&S LOW MEDIUM LOW
33 New Technology and Subsequent
Training - Pilots Organizational Technology LOW MEDIUM LOW
34 Main Office Security Operational Security LOW MEDIUM LOW
35 Compliance with Regulations and
Legislation Legal &
Regulatory Compliance LOW MEDIUM LOW
36 New Technology and Subsequent
Training - Authority Organizational Technology LOW MEDIUM LOW
37 Security of Physical Assets Operational Security LOW MEDIUM LOW
38 Hazardous/Dangerous or Toxic
Cargo External Hazard LOW MEDIUM LOW
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Priority Risk Title & Background Category Sub-Category Likelihood
(residual)
Impact
(residual)
Risk
Rating
39 Accounts Receivable Financial None LOW MEDIUM LOW
40 Recruitment and Training of
Administration Staff Organizational Training LOW LOW LOW
41 Incident Management
Coordination within Canada Incidents
Incident
Management VERY LOW MEDIUM LOW
42 Coordinating Multiple
Investigations as a Result of a
Cross-Border Incident
Incidents Incident
Investigation VERY LOW MEDIUM LOW
43 Special Events Planning Operational Hazard VERY LOW MEDIUM LOW
44 Ports and/or Terminals
Significantly Changing the Way
they do Business
External None MEDIUM LOW LOW
45 Financial Reserve/Tariff Financial None LOW LOW LOW
46 Accounts Payable Financial None VERY LOW LOW LOW
47 Issues Relating to Operating in
Shared Waterways Emerging None Un-rated Un-rated Un-rated
48 Pilots Boarding Vessels Via
Helicopter Hoisting Emerging None Un-rated Un-rated Un-rated
49 Dispatch Department Knowledge
Loss and Succession Planning Emerging None Un-rated Un-rated Un-rated
50 Pilot Fatigue Emerging None Un-rated Un-rated Un-rated
51 Consistency of Bridge Layouts and
New Equipment on Bridges Emerging None Un-rated Un-rated Un-rated
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Sources of Funding – Tariff
In order to finance its activities, the Authority charges users for its services through a tariff.
Consistent with pilotage objectives, the tariff is intended to be fair, reasonable and sufficient to
allow for a safe and efficient service. The Authority continues to place great emphasis on the
full engagement process by consulting at length with industry prior to a tariff application being
initiated.
Personnel Resources
The Authority has 57 full time employees: 7 Fraser River pilots, 11 dispatchers, 26 pilot launch
personnel and 13 management and administrative personnel.
The required complement of coastal pilots is established annually in relation to the projected
assignments and announced retirements.
The Authority contracts with the British Columbia Coast Pilots Ltd. for coastal pilotage services.
Currently, there are one hundred active pilot members of the BCCP who provide coastal pilotage
services.
Replacement and Training of Pilots
The Authority holds pilot entry exams on an annual basis to assess candidates who have the
necessary experience and skills to perform the job. In addition, pre-exam sessions have been
held to inform prospective candidates of the necessary requirements.
The Authority also promotes and oversees a familiarization program, which is intended to
supplement a candidate’s coast wide knowledge, prior to writing the pilot exam. This program
will allow a candidate to ride along with a senior pilot in an area of the coast the candidate may
not be familiar with.
The Authority and BCCP have also participated in marine hiring fairs with the intention of
increasing the hiring pool of suitable candidates with regard to the marine pilotage profession.
In order to ensure a highly qualified and skilled pilot workforce, the Authority places major
emphasis upon selection and training of pilots. The pilot exam process consists of three parts.
Firstly, a three-hour written exam on general ship knowledge based on the ‘500 tonne Master
Near Coastal exam’. Next, a three and one-half hour exam paper on local knowledge. Finally, a
three and one-half hour oral exam session.
Depending on a candidate’s background, the apprenticeship for a coastal pilot takes place over a
minimum period of nine and one-half months through to a maximum of twenty-four months.
During the official apprenticeship period the candidate will attend training courses for ship
handling in France, ship simulation in Baltimore, USA and tethered tug training in Seattle, USA.
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These training facilities are state of the art and offer manned model handling and full mission
bridge simulators. Additionally the candidates are trained in the use of the PPUs and related
software.
The manned model training facilities are currently located in France, Poland and the United
Kingdom and they use manned 1:25 scale models of ships. These facilities are located on
manmade lakes that can simulate currents, tides, tug boat assists, etc. The Authority will
continue to evaluate new training facilities as they become available.
Using this facility to train on these scale models allows pilots to acquire deep sea ship-handling
experience. Training on the scale models provides experience that could never be gained on real
ships for the simple reason that neither ship-owners nor local authorities would allow such risks
to be taken. Scale models allow experimentation on ship behaviour to explore unknown fields.
Periodic training on scale models also helps to maintain pilot shiphandling skills at the highest
level.
Nature is at work on scale models, with random effects similar to those encountered in real-life
situations. The unforeseeable character of squalls, shallows, currents and waves calls for an
immediate, appropriate reaction, without any repeat or automatic response. When things go
wrong on the scale model, the pilot really feels his ship run aground or collide with another ship
or berth. For the same reason (natural phenomena) hydrodynamic effects are correctly
reproduced on scale models and it is therefore unnecessary to transpose them in the form of
complex equations. This gives a better simulation of hydrodynamic effects such as interactions
between ships (for example in a canal), interactions between the ship and berth, little under-keel
clearance and the use of anchor dredging or tugs in various operating situations.
Wind is a factor in the everyday life of pilots throughout the world. The design of manned
model lakes is such that the wind element will vary in different parts of the lake. This allows a
course to be structured in such a manner as to introduce wind as and when required. Extreme
wind conditions are encountered in the real world and can be duplicated at a manned model
centre to demonstrate how well control can be maintained.
Therefore the ship models behave exactly like real ships, only much faster. Manned models
sharpen the shiphandlers’ natural senses of perception and anticipation and enable the ship's
behaviour as a whole to be appreciated. These skills are paramount when manoeuvring a full
size vessel.
The time scale also means that it is possible to perform five times as many manoeuvres. In other
words, it is possible to perform as many manoeuvres in a 35-hour course as in 175 hours on the
real ship.
The Pilot Training and Examination Committee (PTEC) regularly examines and compares
training facilities on a worldwide basis to ensure our training standards and the instruction level
is relevant, effective and valid.
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At present, the cost for training each apprentice is approximately $160,000, which includes
remuneration, travel and course fees and is borne entirely by the Authority. The increase to a
twenty-four month apprenticeship period will increase the cost to $340,000 per pilot.
The Authority expects to train and licence eight coastal pilots during the 2014 plan year.
The Authority has projected the coastal pilots’ demographics through the plan years and is
anticipating starting apprentices in each of the plan years as current pilots retire.
The Authority is budgeting funds during each of the plan years to continue funding the Skills
Enhancement Program for senior pilots. The intent of this program is to provide opportunities
for senior pilots at approved training facilities to enhance their skills in ship handling using
manned models.
The Authority is also forecasting additional funds through the plan years to cover ongoing
training for pilots on Integrated Bridge Systems (IBS), Azipod propulsion systems and tethered
tug.
For the plan year 2014, the Authority is budgeting coastal training expenses of $450,000 and
Fraser River pilot training of $60,000.
Objectives, Strategies and Performance Measures
On an annual basis, the Authority engages in strategic planning sessions involving the Board of
Directors and the management team. The most recent session endorsed the key objectives and
strategies which are summarized below.
Strategic Goals for 2013
Strategic
Goal
Description Strategy
#1.1 Continue implementing the
culture of quality service
Work with the BCCP on issues of
manpower, recruitment and training
PTEC to review examination process and
make recommendations to increase pilot pass
rate without reducing present standard
#1.2 Continue to cultivate enterprise
risk awareness
Test the mitigation plans for high ranked
risks
Re-evaluate risk register annually to ensure
risks are relevant
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Strategic
Goal
Description Strategy
#2.1 Create a culture of
sustainability
Develop key performance measurements to
determine success
#3.1 Maintain the culture of cost
management
Evaluate present measurement method and
recommend changes
#3.2 Compare the Authority’s
service levels
Compare service levels and related costs for
Vancouver and Seattle to ensure the
Authority retains service edge
#4.1 Ensure dispatch procedures are
effective and efficient
Implement and integrate an ISO system for
dispatch by 2014
#4.2 Ensure launch boarding
operations are effective and
efficient
Implement and integrate an ISO system for
launches by 2014
Implement the computerized maintenance
system in 2013
Develop a plan for utilizing helicopters for
boarding and winching operations
#5.1 To become a primary source
for marine-related information
within our jurisdiction
Utilize information technology systems to
provide industry with the marine-related
information they require to make informed
decisions on pilotage
#5.2 Raise the profile of the
Authority in the marine
industry and coastal
communities
Management to take on leadership roles on
issues of importance within the marine
community
Continue Community Outreach program
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Measurement of 2012 Strategic Goals
The Authority measures its strategic goals on an annual basis.
Strategic Goal #1.1 - Create a culture of quality service
Strategy Description Measurement 2012
1.1 (a) Implementation of Pilot
Assessment Program BCCP Quality Performance practices and
procedures agreed and completed
FRP Quality Performance practices and
procedures agreed and completed
1.1 (b) Standardized procedures Actual predictability complaints received in
year was 12, goal was less than 16
predictability complaints
Strategic Goal #1.2 – Continue to cultivate enterprise risk awareness (ERM)
Strategy Description Measurement 2012
1.2 (a) Ensure mitigation plans in place
and tested for high risks Risks rated high are reviewed at least once
every three months
Scenario exercise tested pilot protocols during
2012
1.2 (b) Continue to integrate company-
wide ERM is included as a permanent agenda item
on all staff meetings
ERM website implemented
Strategic Goal #2.1 – Maintain financial self-sufficiency
Strategy Description Measurement 2012
2.1 (a) Maintain a financial reserve of
5.0% annual revenues Financial reserve of 9.7% of annual revenues
on hand at December 31, 2012
2.1 (b) Manage the balance between
financial sustainability and a
competitive tariff structure
Chamber of Shipping supported October 1
2012 tariff
At December 31, 2012 adequate working
capital and nil debt
Strategic Goal #2.2 – Maintain a culture of cost management
Strategy Description Measurement 2012
2.2 (a) Maintain overhead costs at 8.5%
or less of annual revenues
Actual overhead cost of 8.1% in place at
December 31, 2012
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Strategy Description Measurement 2012
2.2 (b) Annual increase in operational
costs maintained at CPI or less For launch operations, actual decrease was
3.2% vs. CPI target increase of 0.8%
Strategic Goal #2.3 – Improve the Authority’s competitive edge
Strategy Description Measurement 2012
2.3 (a) Review and monitor pilotage fees
to retain competitive edge October 1, 2012 tariff adjustment eliminated
launch replacement fee of $180 (reduction of
5% on an average invoice)
2.3 (b) Review pilotage in remote ports to
ensure a cost effective service Port of Stewart invoice charges to industry
reviewed and adjusted (if necessary) every
vessel call to ensure fairness to users and
Authority
Strategic Goal #3.1 – Ensure that the Authority’s dispatch procedures are effective and
efficient
Strategy Description Measurement 2012
3.1(a) Implement and integrate an ISO
system ISO software installed and consultant started
review process
3.1(b) Tracking of delays Delay tracking implemented
Strategic Goal #3.2 – Ensure that the Authority’s launch operations are effective and
efficient
Strategy Description Measurement 2012
3.2(a) Implement and integrate an ISO
system ISO software installed and consultant started
review process
3.2(b) Implement a computerized
maintenance system Software selected
Strategic Goal #3.3 – Enhance the overall productivity of the Authority through
innovation, training and investment in technology
Strategy Description Measurement 2012
3.3(a) Upgrade and reorganize the current
dispatch and traffic coordination
areas
Two additional online modules made available
to industry
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Strategic Goal #4.1 – Create a culture of sustainability
Strategy Description Measurement 2012
4.1(a) Communicate sustainability policy Agenda item for staff meetings and updates in
semi-annual newsletter
4.1(b) Implement sustainability practices
and procedures Initiative to encourage night shift dispatchers
to work from home
Vancouver office staff encouraged to utilize
public transit options (65% use on a regular
basis)
Energy conservation and recycling measures in
place in Vancouver office
Strategic Goal #5.1 – To become a primary source for marine-related information within
our area of jurisdiction
Strategy Description Measurement 2012
5.1(a) Implement software upgrades to
the computer database to improve
efficiency of information flow to
stakeholders
Online ordering of pilotage services offered to
industry
5.1(b) Utilize database and website to
provide marine related information
to users required to make informed
decisions on pilotage
Fraser River tide windows module put onto
website
Strategic Goal #5.2 – Raise the profile of the Authority in the marine industry and coastal
communities
Strategy Description Measurement 2012
5.2(a) Management to take on leadership
roles within the marine community
Management continues to participate on
marine community committees and
organizations
CEO presentations made to Chinese pilotage
delegation and Transport Canada management
team
5.2(b) Continue the Community Outreach
Program Three job fairs attended by management in
conjunction with BCCP
Management participated in eight open house
forums sponsored by community groups and
industry proponents
CEO met with six First Nations band councils
PACIFIC PILOTAGE AUTHORITY
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Operating Budget 2014 Commentary
The 2014 Budget is based upon a tariff revision comprising of:
a 2.25% increase in the unit and hourly rates effective on April 1, 2014;
a 2.5% increase for launch rates effective April 1, 2014;
The 2014 tariff was discussed with industry throughout the second and third quarters of 2013.
An agreement was reached and the numbers shown above are the result of these discussions.
The highlights of the 2014 budget are as follows:
1. The Authority is forecasting a loss of $2,540,000 based upon 11,280 coastal and 1,000
River trips. This loss is manageable from a cash flow perspective and will be funded
from current working capital levels. In the recent tariff discussions with industry the
parties agreed to fund the 2014 operations from the contingency funds that have been
built up over the last few years.
2. From a traffic standpoint, the Authority has focused on commodity sectors and does not
anticipate any major variances during the year. The only exception is the grain sector
which has been budgeted to finish 2014 slightly lower than the current year due to
shipping efficiencies being achieved by the terminal operators.
3. BCCP fees will increase by 4% during the plan year as per the service agreement in
place.
4. For the Authority’s employee crewed launches, wages will increase by 2.5% as per the
labour contracts in place. Launch revenues have been increased by a similar percentage.
5. Travel revenues will remain similar to 2013 levels as the tariff is not adjusting this area.
Travel expenses are forecast to increase by 2% reflecting general inflationary pressures.
6. The BCCP payout ratio (BCCP cost divided by pilotage revenue) is forecast at 92%.
7. The budget allows for eight coastal apprentice pilots starting in the 2013 plan year and
being licenced during 2014. Additionally eight more apprentices are budgeted to start in
the late fall of 2014.
8. Training for senior coastal pilots totals $450,000 and $60,000 is budgeted for Fraser river
pilots.
9. The Authority has budgeted $400,000 to fund the next part of its helicopter boarding
analysis and study. This operation is intended to determine the feasibility of boarding
pilots by helicopter aboard LNG and tanker ships which are planning to transit Douglas
PACIFIC PILOTAGE AUTHORITY
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Channel, in and out of Kitimat. This expenditure is contingent on future discussions and
analysis.
10. The Authority has budgeted for $150,000 for operating projects. This expense item is
intended to cover any special projects and initiatives that will require funding in the
budget year.
11. Wage increases for the Authority’s unionized employees, dispatchers and office, are
shown as 2.5% which reflects current labour agreements.
12. All other costs, such as travel and general administration are forecast at a 2% annual
increase to account for inflation.
PACIFIC PILOTAGE AUTHORITY
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Capital Budget 2014 Commentary
The Authority’s threshold for capitalization is $10,000 per expenditure. The capital expenditures
for the budget year of 2014 total $3,395,000.
Buildings and Floats
The Authority is budgeting $80,000 for renovation of the Victoria floats, workshop and office
building and $50,000 for the upgrade of the Prince Rupert floats. In Prince Rupert this also
includes the renovation of the workshop currently located on the floats.
Pilot Launches, Engines and Gear Sets
The Authority is budgeting autopilot units for the Pacific Pathfinder, Pacific Scout and Pacific
Navigator of $20,000 each. Both of our backup pilot launches, the PP Two and PP Four are
budgeted for recovery grid upgrades of $30,000 each.
Communication and Other
The Authority has budgeted $20,000 for furniture and office equipment, $25,000 to replace an
aging voice recording system and $140,000 for new VHF pilot radios. The current radios are
approaching the end of their service life.
Computers and Software
The budget includes $250,000 for training video software. This software is intended to be used
by coastal pilots who wish to refresh their knowledge of a certain port. This expenditure is
contingent on future discussions and analysis.
While the current computer system is performing to specification it is now approaching six years
of service. The Authority is budgeting $600,000 as part of its strategy to plan for a logical
upgrade path. This will include electronic data interchange with pilots, enhanced electronic
delivery of invoices and source cards to customers along with increase security levels.
The budget includes funds to replace 113 PPUs used by the pilots. The current units are
approaching the end of their lifespan and the manufacturer has indicated they will not be able to
support and service them past 2013. The Authority is budgeting $2.06 million to replace these
units.
The budget includes $40,000 for new software to be used by our Board members. It is
anticipated that this software will enhance document security and Board interaction.
Leasehold Improvements
The Authority is budgeting $10,000 for minor office renovations.
PACIFIC PILOTAGE AUTHORITY
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Statement of Operations
For the Years Ended December 31
(000s)
ACTUAL FORECAST PLAN PLAN PLAN PLAN PLAN
2012 2013 2014 2015 2016 2017 2018
INCOME
Coastal pilotage $46,168 $50,027 $51,310 $52,590 $54,040 $55,530 $57,060
River pilotage 2,528 $2,614 2,480 2,540 2,610 2,680 2,750
Travel 6,292 6,994 6,950 6,950 6,950 7,090 7,230
Launch 8,494 9,230 9,250 9,500 9,790 10,110 10,440
Launch replacement fee 1,008 0 0 375 375 375 375
Interest and other 86 96 120 120 120 120 120
TOTAL INCOME 64,576 68,961 70,110 72,075 73,885 75,905 77,975
OPERATING EXPENSES
BCCP contract 40,599 45,277 47,200 49,090 51,050 51,560 52,080
BCCP apprentice wages and training 596 624 1,280 1,280 1,280 640 640
BCCP senior pilot training 347 384 450 450 450 450 450
BCCP PPU software and support 170 204 120 120 120 120 120
Helicopter projects 0 300 400 0 0 0 0
Operating projects 21 150 150 150 150 150 150
River wages, benefits and other 2,110 2,146 2,220 2,280 2,350 2,430 2,510
Transportation and travel 5,316 5,525 5,570 5,680 5,790 5,910 6,030
Launch wages, operating and repairs 8,159 8,461 8,745 8,950 9,130 9,310 9,500
Launch bank loan interest 0 0 0 70 60 40 30
Launch and PPU amortization 859 1,186 1,155 1,280 1,280 1,280 1,280
TOTAL OPERATING EXPENSES 58,177 64,257 67,290 69,350 71,660 71,890 72,790
ADMINISTRATIVE EXPENSES
Salaries and benefits 1,741 1,741 1,790 1,840 1,890 1,950 2,010
Dispatch salaries and benefits 1,454 1,572 1,620 1,660 1,710 1,760 1,820
Office rental, accom. and supplies 530 509 540 550 560 570 580
Travel, training and miscellaneous 324 304 410 420 430 440 450
Telephone and communications 79 90 90 90 100 100 100
Board meetings and travel 237 209 250 260 270 280 290
Legal, consulting and other 146 195 210 210 210 210 210
Transport Canada service fee 78 108 55 60 60 60 60
Computer 260 285 300 310 320 330 340
Computer and equipment amortization 197 134 95 245 265 285 305
TOTAL ADMINISTRATIVE 5,046 5,147 5,360 5,645 5,815 5,985 6,165
TOTAL EXPENSES 63,223 69,404 72,650 74,995 77,475 77,875 78,955
NET INCOME (LOSS) FOR YEAR $1,353 ($443) ($2,540) ($2,920) ($3,590) ($1,970) ($980)
ADJUSTED NET INCOME (LOSS) $345 ($443) ($2,540) ($3,295) ($3,965) ($2,345) ($1,355)
(Launch Replacement Revenues deducted)
PACIFIC PILOTAGE AUTHORITY
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Balance Sheet
For the Years Ended December 31
(000s)
ACTUAL FORECAST PLAN PLAN PLAN PLAN PLAN
2012 2013 2014 2015 2016 2017 2018
ASSETS:
CURRENT ASSETS
Cash and cash equivalents $7,173 $7,037 $4,082 $1,967 $422 ($683) ($968)
Accounts receivable 5,971 5,600 5,800 5,800 5,800 5,900 6,000
Prepaid expenses 200 300 300 300 300 300 300
TOTAL CURRENT ASSETS 13,344 12,937 10,182 8,067 6,522 5,517 5,332
LONG TERM ASSETS
Long term investments 6,262 6,300 4,300 4,300 3,300 3,300 3,300
FIXED ASSETS
Buildings and floats 334 334 464 464 464 564 614
Pilot boats 12,636 12,856 12,976 15,476 15,476 15,476 15,716
Engines and gears 73 126 126 196 196 196 196
Communication and other 348 348 533 553 573 593 613
Computers and software 1,895 1,945 4,895 5,045 5,145 5,245 5,345
Leasehold improvements 192 192 202 212 222 232 242
TOTAL CAPITAL COST 15,478 15,801 19,196 21,946 22,076 22,306 22,726
Accumulated amortization 5,033 6,353 7,603 9,128 10,673 12,238 13,823
TOTAL FIXED ASSETS 10,445 9,448 11,593 12,818 11,403 10,068 8,903
TOTAL ASSETS $30,051 $28,685 $26,075 $25,185 $21,225 $18,885 $17,535
LIABILITIES:
CURRENT LIABILITIES
Accounts payable and accrued liabilities $7,032 $6,100 $6,000 $6,000 $6,000 $6,000 $6,000
Bank indebtedness 0 0 0 2,000 1,600 1,200 800
TOTAL CURRENT LIABILITIES 7,032 6,100 6,000 8,000 7,600 7,200 6,800
LONG TERM LIABILITIES
Employee severance benefits 841 850 880 910 940 970 1,000
TOTAL LONG TERM LIABILITIES 841 850 880 910 940 970 1,000
EQUITY OF CANADA
Retained earnings 20,825 22,178 21,735 19,195 16,275 12,685 10,715
Net income (loss) for year 1,353 (443) (2,540) (2,920) (3,590) (1,970) (980)
TOTAL EQUITY 22,178 21,735 19,195 16,275 12,685 10,715 9,735
TOTAL LIABILITIES AND EQUITY $30,051 $28,685 $26,075 $25,185 $21,225 $18,885 $17,535
PACIFIC PILOTAGE AUTHORITY
SUMMARY CORPORATE PLAN
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Statement of Cash Flows
For the Years Ended December 31
(000s)
ACTUAL FORECAST PLAN PLAN PLAN PLAN PLAN
2012 2013 2014 2015 2016 2017 2018
OPERATING ACTIVITIES:
Cash receipts from customers $64,242 $69,236 $69,790 $71,955 $73,765 $75,685 $77,755
Cash paid to employees and suppliers (61,381) (68,849) (71,270) (73,170) (75,610) (75,990) (77,060)
Other income received 345 96 120 120 120 120 120
Interest paid 0 0 0 (70) (60) (40) (30)
Employee severance payments (265) (258) (200) (200) (230) (250) (250)
Cash flows provided by operating activities 2,941 225 (1,560) (1,365) (2,015) (475) 535
INVESTING ACTIVITIES:
Purchase of investments (7,013) (6,038) (6,000) (6,000) (6,000) (6,000) (6,000)
Proceeds on disposal of investments 5,856 6,000 8,000 6,000 7,000 6,000 6,000
Acquisition of property and equipment (724) (323) (3,395) (2,750) (130) (230) (420)
Cash flows from (used in) investing activities (1,881) (361) (1,395) (2,750) 870 (230) (420)
FINANCING ACTIVITIES:
Repayment of bank loan 0 0 0 0 (400) (400) (400)
Bank indebtedness 0 0 0 2,000 0 0 0
Cash flows from (used in) financing activities 0 0 0 2,000 (400) (400) (400)
Increase (decrease) in cash and cash equivalents 1,060 (136) (2,955) (2,115) (1,545) (1,105) (285)
Cash and cash equivalents, beginning of year 6,113 7,173 7,037 4,082 1,967 422 (683)
Cash and cash equivalents, end of year $7,173 $7,037 $4,082 $1,967 $422 ($683) ($968)
PACIFIC PILOTAGE AUTHORITY
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Statement of Capital Expenditures
For the Years Ended December 31
(000s)
FO RECAST PLAN PLAN PLAN PLAN PLAN
2013 2014 2015 2016 2017 2018
BUILDINGS AND FLO ATS
Victoria floats and office building 80 100
Prince Rupert floats 50 50
PILO T BO ATS
Pacific Pathfinder - autopilot unit 20
Pacific Scout - engine overhaul 200 240
Pacific Scout - autopilot unit 20
Pacific Navigator - autopilot unit 20
Purchase used pilot launch 2,500
PP Two - recovery grid 30
PP Four - recovery grid 30
PP Four - radar 20
ENGINES
Spare engines and gears for PPA fleet 53 70
CO MMUNICATIO N AND O THER
Furniture and office equipment 20 20 20 20 20
Telephone voice recorder 25
Pilot VHF radios 140
CO MPUTERS AND SO FTWARE
BCCP training video software 250 100 100 100 100
Dispatch and billing software 50 600
Portable Pilotage Units 2,060
Board software 40
Launch fleet management software 50
LEASEHO LD IMPRO VEMENTS
Vancouver 10 10 10 10 10
TO TAL CAPITAL EXPENDITURES $323 $3,395 $2,750 $130 $230 $420
PACIFIC PILOTAGE AUTHORITY
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Assignment Analysis and Pilot Productivity
For the Years Ended December 31
ACTUAL FORECAST PLAN PLAN PLAN PLAN PLAN
2012 2013 2014 2015 2016 2017 2018
COASTAL:
Number of contract pilots - BCCP 98 100 100 100 100 100 100
Number of coastal assignments 11,865 12,130 12,000 12,000 12,000 12,000 12,000
Average assignments per pilot 121 121 120 120 120 120 120
FRASER RIVER:
Number of employee pilots - Fraser River 7 7 7 7 7 7 7
Number of River assignments 1,081 1,070 1,000 1,000 1,000 1,000 1,000
Average assignments per pilot 154 153 143 143 143 143 143
SAFETY:
Incident free assignments 99.946%
PACIFIC PILOTAGE AUTHORITY
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Incident Reporting
The Authority categorizes incident and accident reporting into three types of investigations. An
incident or accident will not be classified until sufficient facts are available to assess the potential
for safety improvements and may require on-site evaluation or interviews.
Class “A” Investigations
Defines an investigation that has a high probability of improving navigation safety, in that there
is a significant potential for reducing the risk to persons, vessels or the environment.
Class “B” Investigations
Defines an investigation that has a medium probability of improving navigation safety, in that
there is a moderate potential for reducing the risk to persons, vessels or the environment.
Class “C” Investigations
Defines an investigation that has a low probability of improving navigation safety, in that there is
a limited potential for reducing the risk to persons, vessels or the environment.
The following table shows the actual number of incidents the Authority has recorded over the
last five years.
Incident Free
Year Assignments Incidents Class A Class B Class C
2008 99.969% 4 0 0 4
2009 99.950% 6 0 2 4
2010 99.984% 2 0 0 2
2011 99.962% 5 0 0 5
2012 99.946% 7 0 3 4
PACIFIC PILOTAGE AUTHORITY
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Human Resources
For the Years Ended December 31
Actual Forecast Plan Plan Plan Plan Plan
2012 2013 2014 2015 2016 2017 2018
Executive 1 1 1 1 1 1 1
Administrative 12 12 12 12 12 12 12
Employee pilots (Fraser River) 7 7 7 7 7 7 7
Dispatchers 11 11 11 11 11 11 11
Pilot launch crews 26 26 26 26 26 26 26
Total full time equivalents 57 57 57 57 57 57 57
Contract pilots (BCCP) 98 100 100 100 100 100 100
(seasonally adjusted)
Total resources 155 157 157 157 157 157 157