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Supplementary Information

In this section:

• Overview
• Trend Analysis
• Financial Tables
• Information on Other Reporting Requirements

Overview

This section presents:

• A trend analysis of recent departmental spending;
• Financial tables; and
• Information on other reporting requirements.

Trend Analysis

The Department's total actual spending for the 2006-2007 fiscal year was $1,648.9 million. This represents an increase of 10% from 2005-2006.

Financial Tables

The financial tables presented in this section provide the following information on the Department:

• Total Main Estimates as reported in the 2006-2007 Estimates;
• Total planned spending as reported in the 2006-2007 Report on Plans and Priorities;
• Total authorities received during the fiscal year (i.e., through Main Estimates), as well as funding received from Supplementary Estimates, Treasury Board Vote 5 (Government-wide contingencies), and Treasury Board Vote 10 (Government-wide initiatives); and
• Total actual spending as reported in the Public Accounts of Canada for 2006-2007.

Please note that the figures in the following tables have been rounded to the nearest million. For this reason, figures that cannot be listed in millions of dollars are shown as 0. Because of rounding, figures may not add to the totals shown.

Comparison of Planned to Actual Spending by Program Activity (including FTEs)

Table 1 below provides a breakdown of the Department's Main Estimates, planned spending at the time of tabling the Report on Plans and Priorities, final Total Authorities, and final Actual Spending by program activity.

Table 1: Comparison of Planned to Actual Spending (millions of dollars)

Program Activity	2004-2005 Actual	2005-2006 Actual	2006-2007
			Main Estimates	Planned Spending1	Total Authorities	Total Actuals
Safe and Accessible Waterways
Canadian Coast Guard	609.6	611.3	607.1	677.7	678.4	652.0
Small Craft Harbours	114.9	118.3	101.1	113.2	116.9	117.5
Science	50.4	48.1	44.0	46.7	50.6	65.4
Total - Safe and Accessible Waterways	774.9	777.7	752.2	837.7	845.9	835.0
Sustainable Fisheries and Aquaculture
Fisheries Management	358.9	364.8	397.3	443.2	473.8	424.5
Aquaculture	1.4	5.1	3.4	3.5	3.6	5.7
Science	185.6	184.6	198.8	209.6	218.3	200.7
Total - Sustainable Fisheries and Aquaculture	545.9	554.5	599.5	656.2	695.7	630.9
Healthy and Productive Aquatic Ecosystems
Oceans Management	18.8	21.7	32.7	33.1	37.1	24.4
Habitat Management	71.6	69.2	63.8	70.7	74.6	70.5
Science	61.5	71.4	65.2	78.1	83.9	88.2
Total - Healthy and Productive Aquatic Ecosystems	151.9	162.3	161.7	181.8	195.5	183.0
Total	1,472.6	1,494.5	1,513.4	1,675.8	1,737.2	1,648.9
Less: Non-respendable Revenue	(62.7)	(66.3)	(51.9)	(51.9)	(51.9)	(60.1)
Total Departmental Spending	1,409.9	1,428.2	1,461.5	1,623.9	1,685.3	1,588.8
Full-time Equivalents	9,900	10,281	N/A	10,444	N/A	10,382

Because of rounding, figures may not add to the totals shown.

¹Planned spending for Science does not match that in the 2006-2007 RPP because of an addition error.

Changes between Main Estimates and Planned Spending

The increase of $162.4 million from Main Estimates to Planned Spending is attributable to the following:

• $99.0 million for the transformation plan funding supporting core programs;
• $30.0 million in Grants and Contributions funding for the Atlantic Salmon Endowment Fund;
• $24.0 million for Canadian Coast Guard capital expenditures; and
• $9.4 million for other initiatives.

Changes between Planned Spending and Total Authorities

The increase of $61.4 million from Planned Spending to the Total Authorities of $1,737.2 million is mainly attributable to the following:

• $54.0 million for planned operating carried forward from 2005-2006;
• $12.8 million for increased salary expenditures related to approved collective agreements; and
• ($5.4 million) in various spending offsets.

Changes between Actual Spending and Total Authorities

The decrease of $88.3 million from the Total Authorities to Actual Spending is mainly attributable to the following:

• $48.1 million in operating carried forward to 2007-2008;
• $22.9 million in capital carried forward to 2007-2008;
• $15.1 million in Grants and Contributions funding for the Fisheries Access Program that could not be spent in 2006-2007; and
• $2.2 million in various funding offsets.

Underutilization of FTEs can be explained by the following:

• Turnover;
• Difficulty in finding qualified replacements because of low labour market availability for jobs being staffed; and
• Delays in the staffing and classification process.

DFO has been closely monitoring its use of FTEs, which has resulted in a more effective utilization of FTEs.

Resource Use by Program Activity

Table 2 below presents Main Estimates, Planned Spending, Total Authorities, and Actual Spending by program activity and by vote.

Note that operating expenditures include the following statutory items: Minister's salary and motor car allowance, contributions to employee benefit plans, spending of proceeds from the disposal of surplus Crown assets, and refunds of amounts credited to revenues in previous years.

The operating expenditures presented are inclusive of respendable revenue, meaning that respendable revenue has not been deducted from the amount shown. The revenues are deducted separately to provide the net expenditures for each program activity. See Table 6 for a complete description of respendable revenues.

Table 2: Resource Use by Program Activity, 2006-2007 (millions of dollars)

Program Activity	Operating	Capital	Grants	Contributions and Other Transfer Payments	Total Gross Expenditures	Less: Respendable Revenues	Total Net Expenditures
Canadian Coast Guard
Main Estimates	535.2	117.0	—	4.9	657.2	50.1	607.1
Planned Spending	565.9	157.0	—	4.9	727.8	50.1	677.7
Total Authorities	583.8	139.7	—	5.0	728.4	50.1	678.4
Actual	564.1	124.7	—	5.0	693.8	41.8	652.0
Small Craft Harbours
Main Estimates	78.0	22.5	0.5	—	101.1		101.1
Planned Spending	78.5	34.2	0.5	—	113.2		113.2
Total Authorities	80.6	35.6	0.6	0.1	116.9		116.9
Actual	78.5	38.3	0.6	0.1	117.5		117.5
Science (Safe and Accessible Waterways)
Main Estimates	42.3	1.6	0.0	0.0	44.0		44.0
Planned Spending	44.5	2.2	0.0	0.0	46.7		46.7
Total Authorities	48.3	2.2	0.1	0.1	50.6		50.6
Actual	63.1	2.2	0.1	0.1	65.4		65.4
Fisheries Management
Main Estimates	288.1	3.6	0.0	105.6	397.3		397.3
Planned Spending	300.7	6.9	30.0	105.6	443.2		443.2
Total Authorities	319.2	6.9	30.5	117.3	473.8		473.8
Actual	285.4	6.1	30.5	102.5	424.5		424.5
Aquaculture
Main Estimates	3.4	0.0	—	—	3.4		3.4
Planned Spending	3.4	0.0	—	—	3.5		3.5
Total Authorities	3.6	0.0	—	0.0	3.6		3.6
Actual	5.7	0.0	—	0.0	5.7		5.7
Science (Sustainable Fisheries and Aquaculture)
Main Estimates	185.4	13.2	0.1	0.1	198.8		198.8
Planned Spending1	189.4	20.0	0.1	0.1	209.6		209.6
Total Authorities	197.9	20.0	0.0	0.4	218.3		218.3
Actual	188.8	11.6	0.0	0.4	200.7		200.7
Oceans Management
Main Estimates	31.8	0.3	—	0.6	32.7		32.7
Planned Spending	32.0	0.5	—	0.6	33.1		33.1
Total Authorities	35.3	0.5	0.2	1.1	37.1		37.1
Actual	23.2	0.3	0.2	0.7	24.4		24.4
Habitat Management
Main Estimates	63.2	0.6	—	—	63.8		63.8
Planned Spending	69.9	0.8	—	—	70.7		70.7
Total Authorities	72.6	0.8	0.2	1.0	74.6		74.6
Actual	69.2	0.5	0.1	0.7	70.5		70.5
Science (Healthy and Productive Aquatic Ecosystems)
Main Estimates	56.0	9.2	0.0	—	65.2		65.2
Planned Spending1	65.5	12.6	0.0	—	78.1		78.1
Total Authorities	71.2	12.6	0.0	0.1	83.9		83.9
Actual	76.6	11.5	0.0	0.1	88.2		88.2
Total Main Estimates	1,283.4	168.1	0.7	111.2	1,563.4	50.1	1,513.4
Total Planned Spending	1,349.9	234.1	30.7	111.2	1,725.9	50.1	1,675.8
Total Authorities	1,412.5	218.2	31.5	125.1	1,787.3	50.1	1,737.2
Total Actual	1,354.4	195.2	31.5	109.6	1,690.7	41.8	1,648.9
Other Revenues and Expenditures
Minus: Non-Respendable Revenue
Planned Spending							(51.9)
Total Authorities							(51.9)
Actual							(60.1)

Note: Because of rounding, figures may not add to the totals shown.

¹ Planned spending for Science does not match that in the 2006-2007 RPP because of an addition error.

Changes between Main Estimates and Planned Spending

The increase of $162.4 million from the Main Estimates to Planned Spending by vote is as follows:

Operating Vote 1 (Increase of $66.4 million)

• $57.0 million for the transformational plan
• $10.9 million for the Information Management/Information Technology consolidation
• $5.0 million for the Garden City divestiture
• $1.5 million in other spending initiatives
• ($8.0 million) in procurement savings

Capital Vote 5 (Increase of $66.0 million)

• $42.0 million for the transformational plan
• $24.0 million for the Canadian Coast Guard Fleet Renewal

Grants and Contributions Vote 10 (Increase of $30.0 million)

• $30.0 million for the Atlantic Salmon Endowment Fund

Changes between Planned Spending and Total Authorities

The increase of $61.4 million from Planned Spending to Total Authorities by vote is as follows:

Operating Vote 1 (Increase of $62.6 million)

• $54.0 million for planned operating carried forward from 2005-2006
• $12.8 million for increased salary expenditures related to approved collective agreements
• ($4.2 million) in other reductions

Capital Vote 5 (Decrease of $15.9 million)

• $17.2 million for the CCG fleet renewal carried forward to future years, partially offset by the Conne River Harbour transfer from Indian and Northern Affairs Canada for $1.4 million

Grants and Contributions Vote 10 (Increase of $14.7 million)

• $10.1 million for Marshall Response Initiative carry-forward
• $0.6 million for the Oceans Action Plan Phase I
• $0.1 million for the Interdepartmental Partnership with Canadian Heritage
• $3.9 million for the Fraser Basin Initiative, Academic Research, Small Craft Harbours, and Class Grants

Changes between Actual Spending and Total Authorities

The decrease of $88.3 million between Total Authorities and Actual Spending by vote is as follows:

Operating Vote 1 (Decrease of $49.8 million)

• $48.1 million carried forward to 2007-2008
• $1.7 million in various spending offsets

Capital Vote 5 (Decrease of $23.0 million)

• $17.0 million carried forward to future years for the Saint Andrews Biological Station and Mid-shore Patrol Vessels
• $5.9 million in other carry-forwards

Grants and Contributions Vote 10 (Decrease of $15.5 million)

• $13.3 million expected to be carried forward for the Marshall Initiative Response
• $0.8 million carried forward for the At-Sea Mentoring Initiative
• $0.6 million carried forward for the Oceans Action Plan
• $0.5 million for the Pacific Salmon Foundation
• $0.2 million for the Aboriginal Inland Habitat Program

Voted and Statutory Items

Table 3 below summarizes the resources that Parliament approves for the Department through appropriation acts. A vote specifies the amount devoted to each category of expenditures. For Fisheries and Oceans Canada, these votes are for Operating expenditures (Vote 1), Capital expenditures (Vote 5), and Grants and Contributions (Vote 10). The items identified with an S are authorities that Parliament has approved through other legislation that sets out both the purpose of the expenditures and the terms and conditions under which they may be made. Statutory spending is included in the Estimates for information only and does not require a separate appropriation act.

Table 3: Voted and Statutory Items, 2006-2007 (millions of dollars)

Vote		Main Estimates	Planned Spending	Total Authorities	Actual
1	Operating	1,111.0	1,177.5	1,245.0	1,196.5
5	Capital	168.1	234.1	218.2	195.2
10	Grants and Contributions	111.9	141.9	156.6	141.1
(S)	Minister of Fisheries and Oceans - Salary and motor car allowance	0.1	0.1	0.1	0.1
(S)	Contributions to employee benefit plans	122.3	122.3	114.7	114.7
(S)	Spending of proceeds from the disposal of surplus Crown assets	—	—	2.6	1.3
	Total	1,513.4	1,675.8	1,737.2	1,648.9

Note: Because of rounding, figures may not add to the totals shown.

Services Received without Charge

Table 4 shows the net cost of the Department for 2006-2007.

Table 4: Services Received without Charge, 2006-2007 (millions of dollars)

($ millions)	2006-2007 Actual Spending
Accommodation provided by Public Works and Government Services Canada	42.3
Contributions covering employers' share of employees' insurance premiums and expenditures paid by Treasury Board Secretariat (excluding revolving funds)	54.2
Worker's compensation coverage provided by Social Development Canada	1.3
Salary and associated expenditures of legal services provided by Justice Canada	3.1
Total 2006-2007 Services received without charge	101.0

Table 5: Sources of Respendable and Non-respendable Revenue

Table 5 provides the Department's actual revenues by program activity for 2004-2005 and 2005-2006, as well as planned revenues and total authorities for 2006-2007.

Table 5: Respendable and Non-respendable Revenue by Program Activity, 2006-2007 (millions of dollars)

Program Activity	Actual Revenues 2004-2005	Actual Revenues 2005-2006	Main Estimates 2006-2007	Planned Revenues 2006-2007	Total Authorities 2006-2007	Actual Revenues 2006-2007
Respendable Revenue
Canadian Coast Guard
Maintenance Dredging Services Tonnage Fees in the St. Lawrence Shipping Channel	4.6	4.3	4.6	4.6	4.6	5.2
Marine Navigation Services Fees	28.4	32.1	27.8	27.8	27.8	29.5
Coast Guard Radio Tolls	0.0	0.0	0.1	0.1	0.1	0.0
Employee Deductions for Employee Housing	0.0	�	0.0	0.0	0.0	�
Icebreaking Services Fee	4.8	5.8	13.8	13.8	13.8	5.0
Canadian Coast Guard College	1.8	0.5	3.7	3.7	3.7	1.6
Sundries	0.7	0.4	�	�	�	0.5
Total Respendable Revenue	40.4	43.2	50.1	50.1	50.1	41.8
Non-respendable Revenue1
Canadian Coast Guard
Aids to Navigation in the Deep Water Channel between Montreal and Lake Erie	�	�	0.2	0.2	0.2	0.2
Rental of Land, Buildings and Equipment	�	�	0.2	0.2	0.2	�
Miscellaneous	�	0.1	�	�	�	0.0
	�	0.1	0.4	0.4	0.4	0.2
Small Craft Harbours
Small Craft Harbour Revenue	�	1.6	1.3	1.3	1.3	1.5
Science - Safe and Accessible Waterways
Sale of Charts and Publications	�	2.1	2.1	2.1	2.1	1.9
Technology Transfer Licences	�	0.7	0.5	0.5	0.5	0.7
		2.7	2.6	2.6	2.6	2.5
Fisheries Management
Commercial Licences	�	45.2	47.2	47.2	47.2	44.8
Rental of Land, Buildings and Equipment	�	0.2	0.2	0.2	0.2	0.1
	�	45.4	47.4	47.4	47.4	44.9
Science - Sustainable Fisheries and Aquaculture
Technology Transfer Licences	�	0.1	�	�	�	0.1
Habitat Management
Rental of Land, Buildings and Equipment	�	0.1	0.2	0.2	0.2	0.1
Science - Healthy and Productive Aquatic Ecosystems
Technology Transfer Licences	�	�	0.1	0.1	0.1	�
Sub-total Non-Respendable Revenue	�	49.9	51.9	51.9	51.9	49.4
Unplanned Revenue
Internal Revenues	�	0.6				0.8
Return on Investments	�	0.1				0.1
Refunds/Adjustments of Previous Year's Expenditures	�	3.1				5.0
Sale of Surplus Crown Assets	�	0.9				2.0
Sale of Garden City	�	5.0				�
Miscellaneous (Seizures and Forfeitures, Fines and Sundries)	�	6.6				2.7
Sub-total Unplanned Revenue	�	16.4				10.7
Total Non-Respendable Revenue	�	66.3	51.9	51.9	51.9	60.1
Total Revenues	�	109.6	102.0	102.0	102.0	101.9

Note: Because of rounding, figures may not add to the totals shown.

¹ Because of the change in reporting structure, comparative data is unavailable. Please see the 2004-2005 Departmental Performance Report for historical information.

Changes between Planned Revenues and Actual Revenues

Actual respendable revenue collections of $41.8 million have fallen below the planned respendable revenue collection amount of $50.1 million, leaving a shortfall of $8.3 million. The overall collections have decreased from 2005-2006 when they were $43.2 million, but are ahead of 2004-2005 collections of $40.4 million. As was the case in 2005-2006, the shortfall of $8.8 million is primarily due to the Icebreaking Service Fees, but is offset by surpluses in other respendable revenue areas. The planned revenues for the Icebreaking Services Fees are based on a fee structure that has been only partially implemented, which causes the yearly shortfall.

Non-respendable revenues also experienced a shortfall in actual collections relative to planned collections in the amount of $2.5 million. The deficit in collections is primarily due to commercial licences fees reported under Fisheries Management.

Resource Use by Branch or Sector

Table 6 below presents planned and actual spending by program activity and organization.

Table 6: Resource Use by Program Activity and Organization, 2006-2007 (millions of dollars)

	CCG	Small Craft Harbours	Fisheries and Aquaculture Management	Oceans and Habitat Management	Science	Program Enablers	Total
Safe and Accessible Waterways
Canadian Coast Guard
Planned Spending	565.5	—	—	—	—	112.2	677.7
Actual Spending	547.5	—	—	—	—	104.5	652.0
Small Craft Harbours
Planned Spending	—	95.6	—	—	—	17.6	113.2
Actual Spending	—	101.2	—	—	—	16.3	117.5
Science
Planned Spending1	—	—	—	—	35.5	11.2	46.7
Actual Spending	—	—	—	—	55.2	10.2	65.4
Sustainable Fisheries and Aquaculture
Fisheries Management
Planned Spending	—	—	379.5	—	—	63.7	443.2
Actual Spending	—	—	364.0			60.5	424.5
Aquaculture
Planned Spending	—	—	2.7	—	—	0.8	3.5
Actual Spending	—	—	4.9			0.8	5.7
Science
Planned Spending1	—	—	—	—	152.9	56.7	209.6
Actual Spending	—	—	—	—	151.8	48.9	200.7
Healthy and Productive Aquatic Ecosystems
Oceans Management
Planned Spending	—	—	—	26.0	—	7.1	33.1
Actual Spending	—	—	—	17.7	—	6.7	24.4
Habitat Management
Planned Spending	—	—	—	56.6	—	14.1	70.7
Actual Spending	—	—	—	57.0	—	13.5	70.5
Science
Planned Spending1	—	—	—	—	53.5	24.6	78.1
Actual Spending	—	—	—	—	68.4	19.7	88.2
Total Planned Spending	565.5	95.6	382.2	82.6	241.8	308.1	1,675.8
Total Actual Spending	547.5	101.2	369.0	74.7	275.5	281.1	1,648.9

Note: Because of rounding, figures may not add to the totals shown.

¹ Planned spending for Science does not match that in the 2006-2007 RPP because of an addition error.

Details on Project Spending

The Department's project approval authority is:

• $2 million for new Information Technology projects;
• $5 million for replacement Information Technology projects; and
• $20 million for all other projects.

DFO has ten projects that exceed delegated project approval levels. Of these, seven are in direct support of the Canadian Coast Guard, two are for national information technology projects, and one is to construct a new laboratory in St. Andrews, New Brunswick.

Supplementary information on project spending can be found at  http://www/tbs-sct/gc/ca/rma/dpr3/06-07/index_e.asp.

Status Report on Major Crown Projects

Major Crown Projects have cost estimates that exceed $100 million and are assessed as high risk by the Treasury Board. The Mid-Shore Patrol Vessels project is DFO's only Major Crown Project.

Supplementary information on Major Crown Projects can be found at http://www/tbs-sct/gc/ca/rma/dpr3/06-07/index_e.asp.

Details on Transfer Payment Programs

The following transfer payment programs, in excess of $5 million, were managed during 2006-2007:

• Aboriginal Aquatic Resources and Oceans Management Program;
• Aboriginal Fisheries Strategy; and
• Fisheries Access Program.

Further information on these Transfer Payment Programs can be found at http://www/tbs-sct/gc/ca/rma/dpr3/06-07/index_e.asp.

Conditional Grants (Foundations)

Conditional grants are transfer payments specifically approved by Parliament and made available to an organization at the beginning of a multi-year period, in the form of a lump sum, to cover expenses over a number of years. Fisheries and Oceans funded two foundations: The Atlantic Salmon Endowment Fund in 2006 and the Pacific Salmon Endowment Fund in 2001.

Further information on these Transfer Payment Programs can be found at http://www/tbs-sct/gc/ca/rma/dpr3/06-07/index_e.asp.

Information on Other Reporting Requirements

External Fee and User Fee Reporting

DFO reports annually on its external charging activities in response to the requirements under the User Fees Act (Table 9-A) and under the Treasury Board (TB) Policy on Service Standards for External Fees (Table 9-B).

DFO also collects external charging revenues through contractual arrangements that fall under the purview of separate federal governance instruments. The revenue information associated with these revenue arrangements continue to be reported in Table 5.

Table 7 User Fees Act

On March 31, 2004, Parliament gave legal effect to the User Fees Act with the aim of strengthening the elements of accountability, oversight, and transparency in the management of user fee activities. The User Fees Act requires departments to annually submit to Parliament a list of all user fees in effect, irrespective of when the fees were established.

The table below lists DFO's user fees for which revenues were collected during the fiscal year 2006-2007. To promote accountability and transparency, the Department has also included additional description and revenue information on its user fees.

Since the establishment of the User Fees Act, DFO has not introduced any new user fees, nor has the Department increased any existing user fees.

Table 7: User Fees (thousands of dollars)

User Fee	Fee Type*	Fee Setting Authority	Date Last Modified	2006-2007			Planning Years
				Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
Maintenance Dredging Services Tonnage Fee1 Intended to recover from commercial vessels the total direct costs incurred by CCG to manage maintenance dredging services in the St. Lawrence Shipping Channel. Services provided consist of the management of the maintenance dredging program for the St. Lawrence Shipping Channel.	O	Section 47 of the Oceans Act	2003	4,600	5,180	5,180	2007-2008 2008-2009 2009-2010	4,600 4,600 4,600	4,600 4,600 4,600
Marine Navigation Services Fee Intended to recover a portion of the full costs incurred by CCG to provide marine navigation services to commercial vessels. Services provided include short-range aids to navigation and vessel traffic services.	O	Section 47 of the Oceans Act	2005	27,817	29,478	191,584	2007-2008 2008-2009 2009-2010	27,817 27,817 27,817	191,584 191,584 191,584
Marine Communications and Traffic Services/Coast Guard Radio Communications Charges Rates charged for person-to-person communications by radio-telephone or radio-telegram from ship to shore or from shore to ship.	O	Section 19 of the Financial Administration Act	1994	75	22	2	2007-2008 2008-2009 2009-2010	100 100 100	2
Icebreaking Services Fee Intended to recover a portion of the full costs incurred by CCG to provide icebreaking services to commercial vessels. Services provided include route assistance (channel maintenance and ship escorts), ice routing and information services, and some harbour/wharf breakouts where not provided by commercial operators.	O	Section 47 of the Oceans Act	1998	13,824	5,011	87,325	2007-2008 2008-2009 2009-2010	13,824 13,824 13,824	87,325 87,325 87,325
Hydrography Sale of charts and publications	O	Financial Administration Act, Oceans Act	1996	1,900	1,853	31,700	2007-2008 2008-2009 2009-2010	1,800 1,800 1,800	31,700 31,700 31,700
Fisheries Management Commercial fishing licence fees	R&P	Sections 7 and 8 of the Fisheries Act	1995	35,383	>38,191	3	2007-2008 2008-2009 2009-2010	35,006 34,806 34,806	3
Fisheries Management Recreational fishing licence fees	R&P	Sections 7 and 8 of the Fisheries Act	1996	5,124	5,252	3	2007-2008 2008-2009 2009-2010	5,135 5,135 5,135	3
Fisheries Management Pacific Salmon Conservation Stamp	R&P O	Sections 7 and 8 of the Fisheries Act	1995	>1,449	>1,369	15,000	2007-2008 2008-2009 2009-2010	1,431 1,431 1,431	15,000 15,000 15,000
Access to Information Fees charged for the processing of Access requests filed under the Access to Information Act	O	Access to Information Act	1992	12.5	24.0	1,798.44	2007-2008 2008-2009 2009-2010	12.5 13.6 14.8	2,569 2,802 3,036
Sub-totals	R&P O			40,507.0 49,677.5	43,443 42,937	0 333,217	2007-2008 2008-2009 2009-2010	89,725.5 89,526.6 89,527.8
Total				90,184.5	86,380	333,217		268,779.9	332,778 333,011 333,245

Note: Performance standards under the User Fees Act must be established as part of a user fee proposal process, with specific provisions outlining how the standards are to be established. Given that DFO has not introduced new user fees, nor introduced amendments to existing ones that would require a user fee proposal under the Act, the columns describing Performance Standards and Performance Results have been removed from the table. Information on DFO's service standards for current fees can be found in Table 7-B.

*DFO collects fees for the conferring of Rights & Privileges (R&P) and for Other Goods and Services (O).

¹Since 1997, and at the request of industry, the Canadian Coast Guard has managed the maintenance dredging of the navigation channel of the St. Lawrence River between the Port of Montreal and the �le aux Coudres near Quebec City. The current fee schedule, which replaces the earlier fee schedule that expired on March 31, 2003, extends the arrangement whereby the Canadian Coast Guard is reimbursed, via fees, for the total direct costs it incurs to ensure commercial navigation. Full cost figures are based on total direct costs (rather than full costs), which include direct labour costs (including employee benefits), direct operating costs, direct material costs, program support costs, and capital acquisitions (to the extent that these capital acquisitions form part of an output).

² The full cost of the communications infrastructure associated with non-safety related, cost-recovered public correspondence services is $1,116,000. This communications infrastructure also supports various safety-related and non-cost-recovered communications services and, as such, these costs are integrated. CCG has structured its public correspondence services charges so that revenues do not exceed the incremental cost of providing these non-safety-related services.

³ Access fees that reflect the value of the privilege/benefit of access to a valuable natural resource owned by all Canadians and not the cost of fisheries management.

⁴ This figure includes amounts for salaries and Operating and Maintenance for the Access to Information and Privacy Secretariat only.

Table 7-B: Policy on Service Standards for External Fees

On November 29, 2004, Treasury Board Ministers approved the Policy on Service Standards for External Fees. The Policy requires departments to report on the status of service standards for all external fees charged on a non-contractual basis. DFO has established service standards for the following external fees:

• Maintenance Dredging Services Tonnage Fee;
• Marine Navigation Services Fee;
• Icebreaking Services Fee;
• Marine Communications and Traffic Services — Canadian Coast Guard Radio Communications Charges;
• Hydrography — Sale of charts and publications; and
• Fees charged for processing of access requests under the Access to Information Act.

Supplementary information on Service Standards for External Fees can be found at http://www.tbs-sct.gc.ca/rma/dpr3/06-07/index_e.asp.

Progress against the Department's Regulatory Plan

There are a number of statutory instruments that make up the legislative framework of the Department of Fisheries and Oceans. These include major legislative instruments administered by the Department, including the Fisheries Act and the Oceans Act, minor legislative instruments including the Fishing and Recreational Harbours Act, and other legislative instruments partially administered by the Department, including the Species at Risk Act. Ongoing regulatory initiatives under these statutes are essential to ensure that new legislation can be implemented in a manner that allows the Department to fulfil its objectives and mandates.

Supplementary information on the Progress against the Department's Regulatory Plan can be found at http://www.tbs-sct.gc.ca/rma/dpr3/06-07/index_e.asp.

Response to Parliamentary Committees, Audits, and Evaluations

Presented below are summaries of the Department's responses to Parliamentary Committee reports and recommendations made by the Auditor General. Links to internal audits and internal evaluations completed in 2006-2007 are also presented.

Table 8: Responses to Parliamentary Committees, 2006-2007

Report	Link to Report and Government Response
Reports Tabled by the Standing Committee on Fisheries and Oceans during 2006-2007
First Report of the Standing Committee on Fisheries and Oceans on Northern Cod: A Failure of Canadian Fisheries Management   The first Report was tabled in the House of Commons on May 17, 2006. The Committee studied the northern cod, including the events leading to the collapse of the fishery and the failure of the stock to re-establish itself since the moratorium. The Committee notes in the Report: "...As stated by the Fisheries Resource Conservation Council (FRCC) in its 1997 report, the fishery crisis cannot be related to a single cause or blamed on a single group: it is the failure of our whole fisheries system. In part, as a result of the failure of our whole fisheries system, the House of Commons Standing Committee on Fisheries and Oceans agreed on 8 February 2005 to undertake a study of the northern cod including the events leading to the collapse of the fishery and the failure of the stock to re-establish itself since the moratorium. Although no formal terms of reference have been adopted for this study, the text of the motion agreed upon specifies a focus on the causes for the collapse of the cod fishery and for the lack of recovery of the stock. The socio-economic impacts of the collapse of the fishery and the ensuing moratorium were excluded from the study. The Committee travelled to Newfoundland and Labrador where it met in Bonavista on 27 September, in Port Blandford on 28 September, and then for two additional days in St. John's on 29 and 30 September 2005."	Report: http://cmte.parl.gc.ca/cmte/CommitteePublication.aspx?COM=10480&Lang=1&SourceId=143099   Government Response: http://www.dfo-mpo.gc.ca/communic/reports/cod-morue/cod-morue_e.htm
Fourth Report of the Standing Committee on Fisheries and Oceans on Ensuring a Sustainable and Humane Seal Harvest   The Committee adopted a motion on June 8, 2006, to study the subject of the Canadian seal harvest. Following many hearings on this, the Committee tabled its fourth report on April 30, 2007. The Committee travelled to Newfoundland and Labrador, Quebec, and Nova Scotia in November 2006 to meet with sealers and community leaders. The Committee made a second trip to Newfoundland and Labrador in April 2007 to observe the seal harvest aboard the Canadian Coast Guard icebreaker, the Amundsen. In its study, the Committee met, among others, with officials of the Department of Fisheries and Oceans, members of the European Parliament, and representatives of Inuit organizations. The Report focuses on four aspects of the seal harvest: sustainability; humaneness; economic, social, and cultural importance; and its role in the ecological balance within the marine ecosystem. There are 18 recommendations in the report, and these are centred on increasing education and public awareness of the harvest, especially internationally; making changes to the Marine Mammals Regulations; and observation of the seal harvest.	Report: http://cmte.parl.gc.ca/cmte/CommitteePublication.aspx?COM=10480&Lang=1&SourceId=206172 Government Response: Not yet posted
Report Tabled by the Standing Senate Committee on Fisheries and Oceans during 2006-2007
Second Report: Interim Report: The Atlantic Snow Crab Fishery   The Committee focused its attention on a broad range of subjects, including a limited study on the Atlantic snow crab fishery in June 2006. This study culminated with the tabling of this report on June 22, 2006. The Committee noted in a June 23, 2006, press release on the subject that "after rapid growth in the last two decades, the crab fishery now stands second only to lobster in landed value, and has become the prime support of many fishing communities. But this year, market and other factors plunged much of the fishery into crisis." The report identifies the difficulties to be on two fronts. First, the report identifies market and economic factors over which it states the fishery has no control ("soaring fuel costs {said to have more than tripled since 2002}, high bait costs, plummeting crab prices, competing supplies from Alaska in the United States market, and especially changes in the value of the Canadian dollar, which is at its highest level in almost three decades"). Second, it identifies that "in some crab fishing areas (CFAs), quotas were reduced in response to falling catch levels," and indicates that it "heard that socio-economic consequences were only beginning to be felt, particularly in Newfoundland and Labrador where out-migration from rural areas was said to be taking place."	Report: http://www.parl.gc.ca/39/1/parlbus/commbus/senate/com-e/fish-e/rep-e/repintjun06-e.htm   Government Response: http://www.dfo-mpo.gc.ca/communic/reports/atl_crab-crabe/crab-crabe_e.htm
Sixth Report: The Management Of Atlantic Fish Stocks: Beyond The 200-Mile Limit   The Committee began a study into fisheries beyond the 200-mile limit in October of 2006. The Committee's study culminated with the tabling of this report on February 20, 2007. The report delves into a number of different areas, including the issue of bottom trawling in unregulated areas of the high seas, the possibility of prohibiting bottom trawling by foreign fishing fleets on Canada's continental shelf, the regulations and penalties applicable to Canadian fishermen vis-�-vis foreign fishing fleets on Canada's continental shelf, various provisions in the proposed amendments to the NAFO Convention text, and the level of Canada's surveillance and enforcement activity in the NAFO Regulatory Area (NRA).	Report: http://www.parl.gc.ca/39/1/parlbus/commbus/senate/com-e/fish-e/rep-e/rep06feb07-e.htm   Government Response: Not yet posted

Table 9: Responses to the Auditor General, 2006-2007

Recommendation Raised	Link to Chapter and Response
2007 Report - Chapter 1 - Use of Acquisition and Travel Cards
Chapter 1 - 1.31 Fisheries and Oceans Canada, Health Canada, and National Defence should formalize training for regional and departmental coordinators and quality assurance personnel to ensure that information about all issues related to acquisition and travel card management within a department is understood by those personnel, and that the information is disseminated to program managers. (1.26-1.30)	2007 Report of the Auditor General of Canada - May - Chapter 1 - Appendix-List of recommendations
Chapter 1 - 1.48 Fisheries and Oceans Canada, Health Canada, and National Defence should ensure that, on a timely basis, all acquisition card transactions are properly verified and certified, according to section 34 of the Financial Administration Act and as stated in the Treasury Board Policy on Account Verification. (1.32-1.47)	2007 Report of the Auditor General of Canada - May - Chapter 1 - Appendix-List of recommendations
Chapter 1 - 1.75 Departments should make better use of best practices, such as data mining, quality assurance, restricted use, and central billing in managing and monitoring their acquisition card transactions and outstanding travel card balances. (1.68-1.74)	2007 Report of the Auditor General of Canada - May - Chapter 1 - Appendix-List of recommendations
2007 Report - Chapter 4 - Managing the Coast Guard Fleet and Marine Navigational Services
Chapter 4 - 4.89 The Coast Guard should establish priorities for improvement, set clear achievable goals for those priority areas, allocate sufficient, appropriate resources, and plan and implement the changes by holding managers and organizational units accountable for results. (4.17-4.88)	2007 Report of the Auditor General of Canada - Status Report - Chapter 4 - Appendix-List of recommendations

Internal Audits Completed in 2006-2007

Internal Audit	Link to Report
Audit of Management Control Framework Supporting Statistical Information on Fisheries	http://www.dfo-mpo.gc.ca/communic/CREAD/audits/06-07/6b012_e.htm
Audit of Contracting	http://www.dfo-mpo.gc.ca/communic/cread/audits/06-07/60252_e.htm
Follow-Up Audit of Travel and Hospitality	http://www.dfo-mpo.gc.ca/communic/cread/audits/06-07/6b034_e.htm
Small Craft Harbours Divestiture Grants Program Evaluation and Audit	http://www.dfo-mpo.gc.ca/communic/CREAD/evaluations/05-06/6B013_e.htm
Audit, Evaluation and Integrated Risk Management: Lessons Learned	http://www.dfo-mpo.gc.ca/communic/CREAD/audits/06-07/LessonLearnedDeck_e.htm
Contribution Agreement with the CCGA	http://www.dfo-mpo.gc.ca/communic/cread/audits/06-07/6b-42_e.htm

Evaluations Completed in 2006-2007

Evaluations	Link to Report
Evaluation of the Program for Sustainable Aquaculture	http://www.dfo-mpo.gc.ca/communic/cread/evaluations/06-07/65143_e.htm
Small Craft Harbours Divestiture Grants Program Evaluation and Audit	http://www.dfo-mpo.gc.ca/communic/CREAD/evaluations/05-06/6B013_e.htm
Formative Evaluation of Federal Species at Risk Programs	http://www.ec.gc.ca/ae-ve/default.asp?lang=en&n=53869FF3-1
Evaluation of the DFO 2001-2003 Sustainable Development Strategy - Project 2004-60254	http://www.dfo-mpo.gc.ca/communic/CREAD/evaluations/06-07/60254_e.htm
Maritime Security Initiatives	Will not be posted as this is a Secret document
Building Public Confidence in Pesticide Regulation and Improving Access to Pest Management Products	http://www.pmra-arla.gc.ca/English/pdf/plansandreports/evaluation_bpcinitiative_e.pdf
Summative Evaluation of the Contribution to the Coast Guard Auxiliary	http://review-examen.ncr.dfo-mpo.gc.ca/evaluations/index_e.asp
Conservation and Protection Line Reporting Pilot Project in the Pacific Region	http://review-examen.ncr.dfo-mpo.gc.ca/evaluations/index_e.asp

Sustainable Development Strategy

As a department committed to sustainable development, DFO works to protect and conserve Canada's aquatic resources, while supporting the development and use of these resources. The Sustainable Development Strategy (SDS) is an important tool to help the Department achieve its strategic outcomes and to ensure that DFO, like all federal departments and agencies, takes environmental, economic, and social considerations into account in its decision-making.

During the current reporting period, the Department saw the conclusion of the 2005-2006 SDS and introduced the 2007-2009 SDS. An update of results achieved under the 2005-2006 Strategy is reported in the new SDS.

A crosswalk of progress on specific 2005-2006 SDS commitments listed in DFO's 2006-2007 Report on Plans and Priorities is presented in the following table. Detailed information can be found in the Progress Report Table of DFO's 2007-2009 Sustainable Development Strategy (http://www.dfo-mpo.gc.ca/sds-sdd/2007-2009/progress_e.htm).

RPP Commitment	SDS Goal	SDS Output	Progress
Protection and recovery strategies for aquatic species at risk	A	1.4	Partially met
Ecosystem Overview Reports	A	2.1	Partially met
Marine Protected Areas	A	2.2	Met
Addressing climate change	A	3.1	Met
Integrated oceans management plans	B	1.1	Partially met
International fisheries and governance	B	2.1	Partially met
Increased capacity and better management of Aboriginal fisheries	B	3.1-3.4	Met
Canadian Council of Fisheries and Aquaculture Ministers initiatives	B	4.1	Partially met
Marine aids modernization project	C	1.1	Partially met
Environment Management Systems	C	1.2-1.4	Met
Small Craft Harbours compliance with environmental regulations and standards	C	1.6	Met
Environmental Management Plans at essential harbours	C	1.7	Partially met

In December 2006, DFO's 2007-2009 Sustainable Development Strategy (SDS) (http://www.dfo-mpo.gc.ca/sds-sdd/2007-2009/index_e.htm) was tabled in Parliament. Extensive internal and external consultations were conducted during the preparation of the 2007-2009 SDS that helped guide the development of achievable targets and the identification of concrete measures.

Procurement and Contracting

DFO is a highly decentralized, operational department with a presence in over 300 communities. Procurement and contracting are important functions in support of departmental operations.

Supplementary information on Procurement and Contracting can be found at
http://www.tbs-sct.gc.ca/rma/dpr3/06-07/index_e.asp.

Service Improvement Initiative

High-quality service promotes citizen confidence in government, produces high levels of client satisfaction, demonstrates value for money to taxpayers, and contributes to the achievement of public policy goals. Achieving high-quality service requires a client-centred approach — designing services around client needs and continuously evolving services in response to client feedback. This is accomplished, in part, by periodically measuring client satisfaction and acting on the findings. Service standards are also essential to ensuring high-quality service. Service standards tell clients what to expect and represent the government's commitment to a level of performance.

Further information on these service improvement initiatives can be found at
http://www.tbs-sct.gc.ca/rma/dpr3/06-07/index_e.asp.

Horizontal Initiatives

Horizontal initiatives are programs or initiatives in which partners from two or more organizations have agreed under a formal funding agreement to work towards the achievement of shared outcomes. DFO is a partner on the following five horizontal initiatives led by other federal government departments:

• Building Public Confidence in Pesticide Regulation and Improving Access to Pest Management Products (Pest Management Regulatory Agency — Health Canada);
• Canadian Biotechnology Strategy (Industry Canada);
• Federal Contaminated Sites Accelerated Action Plan (Environment Canada and Treasury Board Secretariat);
• Implementation of the Act Respecting the Protection of Wildlife Species at Risk in Canada (Environment Canada); and
• Marine Security (Transport Canada).

Further information on these horizontal initiatives can be found at
http://www.tbs-sct.gc.ca/rma/eppi-ibdrp/hrdb-rhbd/profil_e.asp.

Travel policies

Fisheries and Oceans Canada follows and uses the Treasury Board Secretariat's travel policy parameters.

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