Departmental Enforcement Renewal Multi-Modal Enforcement Transition Communication Plan

ERP Transport Comms

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Departmental Enforcement Renewal Multi-Modal Enforcement Transition Communication Plan by Mind Map: Departmental Enforcement Renewal Multi-Modal Enforcement Transition Communication Plan

1. Guidelines

2. Introduction

2.1. Summary

2.1.1. Strengthen the Transport Canada Enforcement Delivery Model

2.1.1.1. Change how Department conducts Investigations

2.1.1.1.1. Enhanced tools

2.1.1.1.2. Defined roles, responsibilities, processes

2.1.1.2. Establish Consistency among all modes and Regions

2.1.1.2.1. Design common methodologies for preparing investigations & collecting evidence; enforcement responses

2.1.1.2.2. Common, Unbiased, and Equitable Investigative Decision Making

2.1.1.3. Improve the Departments Capacity for Enforcement

2.1.1.3.1. Dedicated Investigators

2.1.1.3.2. Investigative expertise available to all modes

2.1.1.3.3. Establish Regional Multi-modal Investigative Units

2.1.1.3.4. Establish Center of Enforcement Expertise (CEE)

2.1.1.3.5. Modal Programs

2.2. Situation Analysis

2.2.1. Strengths

2.2.1.1. Governance Structure Established

2.2.1.2. Civil Aviation Enforcement- Mature Structure

2.2.1.3. CEE Support

2.2.2. Weaknesses

2.2.2.1. Untrained Investigators

2.2.2.2. Missed Timelines

2.2.2.3. Modal Cultural differences

2.2.2.4. Roles & Responsibilities undefined

2.2.2.5. Divison function undefined

2.2.3. Opportunities

2.2.3.1. Bargaining Agent Engagement

2.2.3.1.1. Support messaging

2.2.3.1.2. Clarify needs

2.2.3.2. Senior Mgmt support

2.2.3.2.1. Change management oversight

2.2.3.2.2. Funding

2.2.3.3. Technical support

2.2.3.3.1. CEE specialists

2.2.3.3.2. modal Standards

2.2.3.3.3. Dept of Justice (DOJ)

2.2.3.3.4. Public Prosecutor's Office (PPO)

2.2.3.4. Resources

2.2.3.4.1. Financial

2.2.3.4.2. Human

2.2.4. Threats

2.2.4.1. Maintaining Momentum

2.2.4.2. Miscommunication of Objectives

2.2.4.2.1. Rumors - multiple level communication by mgmt

2.2.4.2.2. Inspector classification / job protection

2.2.4.3. Volume Mgmt

2.2.4.3.1. Establishment of Work processes

2.2.4.3.2. Data management tools

2.2.4.3.3. Logistical & Admin activities not defined

2.2.4.3.4. Establish communication Threshold between RMIU & Modes

3. Objectives

3.1. Build Stakeholder Relations

3.1.1. Consultation

3.1.2. Maintain Engagement

3.2. Build Confidence in Structure.

3.2.1. Consistent messaging

3.2.2. Consultation with Users

3.2.3. Resolve Issues

3.3. Coordinate Project Plan

3.3.1. Distribute Information

3.3.2. Timely Information

4. Stakeholders

4.1. Target Audiences

4.2. Stakeholder Requirements

4.3. Key Messages

4.3.1. Organizational Changes

4.3.1.1. Civil Aviation Regional Manager report to RDG executive April 2019

4.3.2. Transition Plan Status

4.3.2.1. Interim RMIU's established April 2019

4.3.2.2. Full Implementation April 2020

4.3.3. Transition Plan Risks

4.4. Internal

4.4.1. Inspectorate & Mode Staff

4.4.1.1. Aviation Security

4.4.1.2. Civil Aviation

4.4.1.3. Marine Safety

4.4.1.4. Motor Vehicle Safety

4.4.1.5. Rail Safety

4.4.1.6. Transportation of Dangerous Goods

4.4.2. Centre of Enforcement Expertise

4.4.2.1. Chief Issues & Business Mgmt Secretariat

4.4.2.1.1. Implementation Logistics, Planning, Communication, Project Management

4.4.2.2. Chief Enforcement Programs & Standards

4.4.2.2.1. Ensure investigations are carried out by trained and qualified investigators

4.4.2.3. Chief Advisory & Appeals

4.4.2.3.1. Triage TATC requests, assign case presenting officers / move to DOJ, conduct TATC hearings

4.4.2.4. Chief Investigative Services

4.4.2.4.1. Ensure investigations are carried out in a timely manner and IAW best regulatory practices / centralized Program Oversight

4.4.2.4.2. Cases are presented when complete, timely, consistent and well grounded IAW enforcement objectives

4.4.2.5. CEE/RMIU Mgmt System

4.4.2.5.1. Quality Assurance

4.4.2.5.2. Performance

4.4.2.5.3. Priorities

4.4.3. Regional Multi-modal Investigation Unit (RMIU)

4.4.3.1. Functionally report to CEE Ottawa

4.4.3.1.1. Pacific

4.4.3.1.2. Prairie Northern

4.4.3.1.3. Ontario

4.4.3.1.4. Quebec

4.4.3.1.5. Atlantic

4.4.3.2. Administratively Report to Regional Director General / Associate

4.4.4. Human Resources

4.4.5. IT Specialtists

4.4.6. Finance

4.4.7. Regional Upper management

4.4.7.1. RDCA / RDG / Ass Executive

4.4.8. MITT

4.4.8.1. Training Needs

4.5. External

4.5.1. Bargaining Agents

4.5.2. Foreign Regulators

4.5.3. Professional Associations

4.5.4. General Public

4.5.5. Certificated Operators (foreign & domestic)

5. Delivery Channels

5.1. Consultation Meetings

5.2. Inspector Bulletin

5.3. Weekly Newsletter

5.3.1. Collection Timeframe

5.3.1.1. Every Wednesday

5.3.2. Information Provider

5.3.2.1. e.g. Team Leader

5.4. GCConnect

5.5. Regional Outreach Symposiums

5.5.1. CEE / Regional upper management / Local RMIU

5.6. Design Workshops

5.6.1. CEE & RMIU management

6. Communications Plan

6.1. Schedule

6.1.1. RMIU Managers Meetings

6.1.1.1. Every three Weeks

6.1.2. Regional Management Committee

6.2. Responsibilities