ARCHIVED - Fisheries and Oceans Canada

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Overview

In this section:

• A Message from Canada's Minister of Fisheries and Oceans
• Management Representation Statement
• Raison d'etre
• Organizational and Governance Information
• Program Activity Architecture
• Voted and Statutory Items
• Planned Spending and Full-time Equivalents
• Resources, Priorities and Program Activities
• Departmental Plans and Priorities for 2008-2011

 

 

A Message from Canada's Minister of Fisheries and Oceans

It is my sincere pleasure to present the 2008-2009 Report on Plans and Priorities for Fisheries and Oceans Canada (DFO).

Canada is a maritime nation. The waters off our three coasts have shaped our history, culture and economy. They continue to hold tremendous potential for future generations.

The programs and services provided by DFO and its Special Operating Agency, the Canadian Coast Guard, support three key outcomes for Canadians:

• Safe and Accessible Waterways;
• Sustainable Fisheries and Aquaculture; and
• Healthy and Productive Aquatic Ecosystems.

Our work this year will support these outcomes and other Government of Canada priorities along the following broad themes.

Implementing Canada's Northern Strategy

In the 2007 Speech from the Throne, our government set out an ambitious agenda of Northern development. Through scientific research, seabed mapping, enhanced environmental capabilities, icebreaking and navigational support, DFO and the Coast Guard will help Canada build a strong and sovereign Arctic for the benefit of our Northern citizens.

Renewing the Economic Viability of our Fisheries and their Governance

DFO will continue implementing new initiatives and policies aimed at enhancing the economic viability of Canada's fisheries through restructuring and diversification. Developing the full potential of Canadian aquaculture as an economic driver for our coastal and rural communities is also among our priorities DFO's goal is to stimulate substantial growth in the industry's value in an environmentally sustainable manner by removing and/or reducing developmental constraints and creating the necessary conditions for industry success.

We will also seek to renew Canada's Fisheries Act, which has governed fisheries management for about 140 years. Our goal is to provide modern fisheries management that is more transparent, accountable to and inclusive of Canadians.

Our government has also committed to building a more efficient and centralized regulatory process for major natural resource projects. DFO's Habitat Management Program will continue to improve its environmental assessment and review procedures, particularly for low- and medium-risk projects. This includes strengthening compliance monitoring and improving the collection and use of performance data on habitat management.

Ensuring the Long-term Sustainability of our Fisheries and Oceans

Healthy waters support productive fisheries. As a lead agency in the federal Health of the Oceans initiative, DFO will create new oceans centres of expertise this year to broaden our knowledge of Canada's waters. We will also begin work to further expand Canada's network of Marine Protected Areas and develop ecosystem monitoring strategies for shared and boundary waters of our Arctic.

Protecting the fish, oceans and aquatic ecosystems that straddle Canada's 200-mile limit is also essential for many of Canada's coastal citizens. We will continue working with other countries, international organizations and stakeholders to combat overfishing and ecosystem degradation on the high seas and modernize regional fisheries management organizations. Through our International Governance Strategy, Canada will continue its leadership role in ensuring the sustainable use of oceans and their resources.

To better protect species at risk, my department will participate in a five-year parliamentary review of the Species at Risk Act and put in place clear guidelines and policies for DFO's role in administering it.

DFO is a science-based department with a vibrant science program that directly supports decision-making, policy development and program delivery in Canada and abroad. My department is investing in research priority areas, building a diversified and knowledgeable Science workforce, and continuing to improve its overall contribution to the Canadian innovation system through its own expert science as well as in collaboration with all levels of government, academia, the private sector and international partners. A long-term human resources strategy, the establishment of centres of scientific expertise, the development of a Five-Year Research Agenda and the implementation of best practices will ensure continued excellence in DFO's aquatic science program.

Maintaining Safe Waters and Harbours

The demands on Canada's Coast Guard have never been greater. In addition to the myriad day-to-day duties associated with keeping persons and property safe on our waters, the Coast Guard is responsible for supporting maritime security and helping Canada maintain its Northern sovereignty. This year, as part of a multi-phased fleet renewal strategy, we will finalize the procurement of six new vessels, which were approved in Budget 2007. Coast Guard will continue to modernize its aids to navigation and marine communications and traffic services. It will also review its levels of service to Canadians and its approach to setting marine service fees, including those applied in the Arctic.

In 2008-2009, we will also complete a long-term strategic and operational planning framework to help sustain DFO's Small Craft Harbours program. This program benefits many coastal communities by working with local Harbour Authorities to provide safe and functional facilities.

Improving our Effectiveness as a Department

Within DFO, we will continue improving several internal processes this year that will help us better serve Canadians as an effective government organization. For example, we will be modernizing our human resource functions, strengthening the government-wide Management Accountability Framework and integrating planning and reporting and risk management.

As we move forward on these priorities, I look forward to working with stakeholders, my departmental colleagues and other government partners to build better fisheries, healthier oceans and safer waterways. Together, we can make a positive and lasting contribution to the well-being of our coastal residents and Canadians everywhere.

 

______________________________

The Honourable Loyola Hearn, P.C., M.P.
Minister of Fisheries and Oceans

 

 

Management Representation Statement

I submit, for tabling in Parliament, the 2008-2009 Report on Plans and Priorities for Fisheries and Oceans Canada.

This document has been prepared based on the reporting principles contained in the Guide to the Preparation of Part III of the 2008-2009 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:

• it adheres to the specific reporting requirements outlined in the Treasury Board of Canada Secretariat guidance;
• it is based on the department's strategic outcome(s) and program activities that were approved by the Treasury Board;
• it presents consistent, comprehensive, balanced, and reliable information;
• it provides a basis of accountability for the results achieved with the resources and authorities entrusted to it; and
• it reports finances based on approved planned spending numbers from the Treasury Board of Canada Secretariat.

______________________________

Michelle d'Auray
Deputy Minister

 

 

Raison d'être

DFO's Vision Excellence in service to Canadians to ensure the sustainable development and safe use of Canadian waters

Canada's fisheries and oceans have played an important role historically, economically and culturally in Canada's development and growth as a nation. Canada's fisheries and oceans continue to face a number of challenges, including the collapse of key stocks, market changes, growing recognition of Aboriginal and treaty rights, and various environmental challenges such as pollution, species at risk and climate change.

Fisheries and Oceans Canada (DFO) plays a lead role in managing and safeguarding these resources for Canadians. Ensuring safe, healthy and productive waters and aquatic ecosystems for the benefit of present and future generations is the essence of the Department's activities. The Department's work is built around three strategic outcomes:

• Safe and Accessible Waterways - providing access to Canadian waterways, and ensuring the overall safety and integrity of Canada's marine infrastructure for the benefit of all Canadians;
• Sustainable Fisheries and Aquaculture - delivering an integrated fisheries and aquaculture program that is credible, science based, affordable and effective, and contributes to sustainable wealth for Canadians; and
• Healthy and Productive Aquatic Ecosystems - ensuring the sustainable development and integrated management of resources in or around Canada's aquatic environment through oceans and habitat management, as well as carrying out critical science and fisheries management activities.

DFO's Mandate

On behalf of the Government of Canada, DFO is responsible for developing and implementing policies and programs in support of Canada's scientific, ecological, social and economic interests in oceans and fresh waters. The Canadian Coast Guard (CCG), a Special Operating Agency within DFO, is responsible for services and programs that make a direct contribution to the safety, security and accessibility of Canada's waterways. The Agency also contributes to the objectives of other government organizations through the provision of a civilian fleet and a broadly distributed shore-based infrastructure. The Department's guiding legislation includes the Oceans Act, which charges the Minister with leading integrated oceans management and providing coast guard and hydrographic services on behalf of the Government of Canada, and the Fisheries Act, which gives responsibility to the Minister for the management of fisheries, habitat and aquaculture. The Department also shares, with Environment Canada and Parks Canada, responsibility for the Species at Risk Act, which charges the Minister with the responsibilities associated with the management of aquatic species at risk in Canada.

Organizational and Governance Information

Fisheries and Oceans Canada is a largely decentralized department with approximately 8 of every 10 employees situated in one of six regions (Central and Arctic, Gulf, Maritimes, Newfoundland and Labrador, Pacific and Quebec) outside the National Capital Region (NCR).

The national headquarters in Ottawa - under the leadership of the Deputy Minister, Associate Deputy Minister, Commissioner of the Canadian Coast Guard (CCG) and five Assistant Deputy Ministers - comprises CCG and five sectors (Fisheries and Aquaculture Management, Human Resources and Corporate Services, Oceans and Habitat, Policy and Science). The Commissioner of the Coast Guard and the five Assistant Deputy Ministers are responsible for establishing national objectives, policies, procedures and standards for their respective Agency or sector.

Each of the six regions is headed by a Regional Director General (RDG). Situated in regional headquarters, RDGs are responsible for the delivery of programs and activities in their regions through area offices, in accordance with national and regional priorities and within national performance parameters. Also, five DFO regions are home to CCG regional headquarters, headed by Assistant Commissioners responsible for the day-to-day delivery of Coast Guard services.

This organizational and governance information is shown in the accompanying figure.

The Departmental Management Committee (DMC) is the Department's senior decision making body. The Committee is chaired by the Deputy Minister. Other members include the Associate Deputy Minister; the Assistant Deputy Ministers; the Commissioner and Deputy Commissioner of the CCG; the Regional Directors General; the Senior General Counsel, Legal Services; the Director General of the Executive Secretariat; and the Director General, Communications. The Director General, Audit and Evaluation, is a permanent observer.

DMC is supported and complemented by other senior management committees: Human Resources DMC Sub-Committee, Finance DMC Sub-Committee, Information Management Board, Legal Risk Management Committee and Science Management Board. DFO also has a departmental Internal Audit Committee, which is an essential component of the organization's governance structure.

Program Activity Architecture

As with all federal government departments, DFO's basis for reporting to Parliament is its Program Activity Architecture (PAA). The purpose of the PAA is to explain the relationship between the activities the Department undertakes and the three strategic outcomes it is working to achieve. The PAA seeks to describe how the Department manages the resources under its control to achieve intended results/outcomes.

DFO's PAA specifies three strategic outcomes:

• Safe and Accessible Waterways — managed by CCG, Small Craft Harbours and Science;
• Sustainable Fisheries and Aquaculture — managed by Fisheries Management, Aquaculture, Species at Risk Management and Science; and
• Healthy and Productive Aquatic Ecosystems — managed by Oceans Management, Habitat Management and Science.

The PAA also captures the functions required to ensure a solid framework within which managers can effectively deliver services to Canadians. These functions are called Internal Services in the current PAA. These functions were called Program Enablers in previous versions of the PAA; Program Enablers is used in this document's financial tables as DFO continues to work toward reporting according to the new structure and terminology. Additional information about Internal Services/Program Enablers can be found in the section Other Items of Interest.

Each strategic outcome in the PAA is associated with one or more program activities. Each program activity is in turn associated with one or more program sub-activities. The PAA provides a framework that links expected results and performance measures to individual activities. Actual results are reported in terms of PAA activities and sub-activities.

The following diagram shows the relationship among DFO's strategic outcomes, program activities and program sub-activities. DFO reviews its PAA regularly and revises it as necessary. For example, DFO modified its PAA slightly for 2008-2009 at the sub-activity level while maintaining the 2007-2008 program activity structure and financial allocations. This was accomplished by creating, renaming, consolidating and sub-dividing several sub-activities to better reflect the activities being carried out.

DFO's Program Activity Architecture

Further work on refining DFO's PAA will be undertaken in 2008-2009. For example, how to include the new Species at Risk Management Program (formerly the Species at Risk Secretariat) in the PAA will be addressed. For now, specific descriptions and performance measures for Species at Risk Management Program activities and sub-activities can be found in the section Other Items of Interest.

 

Voted and Statutory Items

Voted and Statutory Items in the Main Estimates, 2008-2009 (thousands of dollars¹)

Vote/Statutory Item	Vote/Statutory Wording	2008-2009 Main Estimates	2007-2008 Main Estimates
1	Operating Expenditures	1,178,250	1,129,800
5	Capital Expenditures	294,650	232,054
10	Grants and Contributions	90,461	55,130
(S)	Contributions to Employee Benefit Plans	118,555	121,530
(S)	Minister of Fisheries and Oceans Canada salary and motor car allowance	76	75
	Total - Fisheries and Oceans Canada	1,681,992	1,538,589

¹In all other tables, figures are presented in millions of dollars.

Planned Spending and Full-time Equivalents

The table Departmental Planned Spending and Full-time Equivalents presents forecast spending for 2007-2008 and planned spending for 2008-2009, 2009-2010 and 2010-2011.

The first column presents forecast spending for 2007-2008. Total Main Estimates are adjusted to account for Supplementary Estimates and other related adjustments. The last three columns present planned spending for the three planning years. Planned spending is based on the Main Estimates.

Departmental Planned Spending and Full-time Equivalents

(millions of dollars)	Forecast Spending 2007-2008	Planned Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011
Canadian Coast Guard	739.5	764.3	752.4	698.9
Small Craft Harbours	89.2	108.6	108.1	107.9
Science - Safe and Accessible Waterways	48.0	46.7	45.6	45.2
Fisheries Management	345.8	385.8	396.6	388.6
Aquaculture	5.0	5.0	5.0	4.9
Science - Sustainable Fisheries and Aquaculture	187.9	211.4	202.3	197.9
Oceans Management	20.5	24.0	24.4	23.5
Habitat Management	78.9	109.3	103.8	100.2
Science - Healthy and Productive Aquatic Ecosystems	74.0	77.0	73.8	73.4
Budgetary Main Estimates (gross)	1,588.6	1,732.1	1,711.8	1,640.5
Non-Budgetary Main Estimates (gross)	—	—	—	—
Less: Respendable Revenue	(50.1)	(50.1)	(50.1)	(50.1)
Total Main Estimates	1,538.6	1,682.0	1,661.8	1,590.5
Adjustments
Supplementary Estimates (A)
Funding to permit the Small Craft Harbours Program to continue its current level of repair and maintenance activity at core commercial fishing harbours	19.9	—	—	—
Funding for the implementation of the Pacific Integrated Commercial Fisheries Initiative	16.7	—	—	—
Funding to support science and sustainable fisheries in order to strengthen fisheries management and resource conservation	16.4	—	—	—
Funding to address an operating shortfall created by a contractual dispute	16.0	—	—	—
Funding for the implementation of the Species at Risk Act to continue the stabilization and recovery of wildlife species at risk in Canada	14.2	—	—	—
Funding to prepare for Canada's participation in International Polar Year 2007-2008, an extensive international research program in the Arctic and Antarctic (horizontal item)	10.5	—	—	—
Funding for the Ice Compensation Program to help fishers in specified regions of Newfoundland and Quebec unable to fish due to severe ice	8.8	—	—	—
Funding to improve the performance of the regulatory system for major natural resource projects that are subject to a comprehensive study, a panel review or a multijurisdictional screening under the Canadian Environmental Assessment Act (horizontal item)	5.9	—	—	—
Funding for Canadian Coast Guard vessel life extensions	4.0	—	—	—
Funding to support the Health of the Oceans initiative to contribute to the National Water Strategy (horizontal item)	3.4	—	—	—
Funding for the implementation of the Automatic Identification System for vessel monitoring in the upper Great Lakes	3.1	—	—	—
Funding related to the assessment, management and remediation of federal contaminated sites (horizontal item)	3.1	—	—	—
Funding in response to the Supreme Court Decision in R.v. Marshall to support activities related to fisheries co-management, conservation and protection, and economic capacity building for Maliseet and Mi'kmaq First Nations	3.0	—	—	—
Funding to fulfill the obligations set out in the Nunavik Inuit Land Claims Agreement (horizontal item)	2.0	—	—	—
Funding for activities that are essential to the continued implementation of the Public Service Modernization Act (horizontal item)	1.7	—	—	—
Funding for the acquisition of two offshore fisheries science vessels	1.6	—	—	—
Funding for the construction of a new search and rescue operational service centre in Shippagan, New-Brunswick	0.9	—	—	—
Reinvestment of royalties from intellectual property	0.8	—	—	—
Funding for environmental assessments of sites for the 2010 Olympic and Paralympic Winter Games in Vancouver and Whistler, British Columbia	0.3	—	—	—
Funding in support of the Federal Accountability Act to evaluate all ongoing grant and contribution programs every five years (horizontal item)	0.2	—	—	—
Funding for implementation of the action plan to strengthen Canada's regulatory system and establish a Centre of Regulatory Expertise within the Treasury Board Secretariat (horizontal item)	0.1	—	—	—
Spending authorities available within the Vote	(1.7)	—	—	—
Transfer from National Defence - For investments in search and rescue coordination initiatives across Canada	0.7	—	—	—
Transfer from Environment - To support Aboriginal involvement in aquatic species at risk activities under the Species at Risk Act	0.7	—	—	—
Transfer from Transport - For the change in responsibility for port facilities at Harbour Breton, Newfoundland	0.5	—	—	—
Transfer from Public Safety and Emergency Preparedness - For furthering connectivity to the National Integrated Interagency Information System	0.4	—	—	—
Transfer from Transport - For cost adjustments to the Aviation Program	0.4	—	—	—
Transfer from Transport - To support the Canadian Chair in Marine Environmental Protection at the World Maritime University	0.1	—	—	—
Transfer to Social Sciences and Humanities Research Council - To support the Oceans Management Research Network which strengthens the links between researchers in oceans management related fields in the social sciences and humanities, natural sciences and engineering, universities and other sectors and institutions	(0.3)	—	—	—
Transfer to Foreign Affairs and International Trade - For operating costs related to the International Fisheries and Governance Strategy	(0.3)	—	—	—
Total Supplementary Estimates (A)	133.3	—	—	—
Supplementary Estimates (B)
Funding related to the development of Official Language Communities (Interdepartmental Partnership with the Official Language Communities)	0.1	—	—	—
Transfer to Environment - To support improved representation of Aboriginal persons in science and technology careers	(0.0)	—	—	—
Transfer to National Defence - For unused funds related to investments in search and rescue coordination initiatives across Canada	(0.0)	—	—	—
Transfer to Atlantic Canada Opportunities Agency - To support the Atlantic Aboriginal Economic Development research initiative	(0.1)	—	—	—
Transfer to the Public Service Human Resources Management Agency of Canada - To support the national managers' community	(0.1)	—	—	—
Total Supplementary Estimates (B)	(0.1)	—	—	—
Adjustments
Biotechnology Budget 1999 - Genomics		0.9	0.9	0.9
Canadian Coast Guard Fleet Renewal - Off-shore science vessels (Capital)		45.3	91.3	—
Canadian Coast Guard Fleet Renewal - Off-shore science vessels (Operating)		—	—	1.5
Off-shore Science Vessels		1.8	(37.2)	45.1
Renewal of the Fisheries Act - Establishment of tribunal		—	1.2	1.6
Off-shore Science Vessels		—	5.9	11.9
Canadian Coast Guard Fleet Renewal - Mid-shore Patrol Vessels - Capital		—	2.2	8.8
Canadian Coast Guard Fleet Renewal - Off-shore Fisheries Science - Capital		—	5.6	16.5
Canadian Coast Guard Fleet Renewal - Off-shore Fisheries Oceanographic Science - Capital		—	—	9.9
Capital Carry Forward	(3.3)	3.3	—	—
Operating Budget Carry Forward	47.1
Treasury Board Vote 15 Transfers - Collective Bargaining	6.4	5.2	5.2	5.2
Total Adjustments	50.1	56.4	75.1	101.3
Total Planned Spending	1,721.9	1,738.4	1,736.9	1,691.8
Less: Non-respendable Revenue	(46.1)	(45.9)	(45.9)	(45.9)
Plus: Cost of Services Received without Charge	92.2	99.9	97.5	97.1
Total Departmental Spending	1,768.1	1,792.4	1,788.5	1,743.0
Full-time Equivalents		10,505	10,447	10,446

Note: The figures in this table have been rounded to the nearest millions of dollars. Because of rounding, figures may not add to the totals shown.

Resources, Priorities and Program Activities

Financial and Human Resources for 2008-2011

	2008-2009	2009-2010	2010-2011
Financial Resources (millions of dollars)	1,738.4	1,736.9	1,691.8
Human Resources (number of Full-time Equivalents)	10,505	10,447	10,446

 

DFO has 10 program priorities that reflect the Department's responsibility to balance its commitments to provide quality services to Canadians with available resources. In addition to these 10 program priorities, DFO is committed to five management priorities that affect the internal workings of the Department.

 

Departmental Priorities for 2008-2011

	Type1
Program Priorities
Northern Strategy	New
Fisheries Renewal	Previous
International Governance	Previous
Aquaculture Governance	Previous
Health of the Oceans	New
Science Renewal	Previous
Canadian Coast Guard Rejuvenation	Previous
Habitat Management Regulatory Improvement Initiatives	Revised2
Species At Risk Management	New
Small Craft Harbours	New
Management Priorities
Human Resources Modernization	Ongoing
Integrated Planning and Reporting	Ongoing
Management Priorities identified under the Management Accountability Framework	Ongoing
Integrated Risk Management	Ongoing
Departmental Modernization	Ongoing

¹ Priority is new, ongoing or previous. New means the priority was introduced during this planning period. Ongoing means the priority has no end date. Previous means the priority was reported in a prior Report on Plans and Priorities or Departmental Performance Report.

² Priority has undergone change during the previous planning period. Further information can be found in the section Habitat Management Regulatory Improvement Initiatives.

Program Activities by Strategic Outcome (millions of dollars)

	Expected Results	Planned Spending 2008-2009	Planned Spending 2009-2010	Planned Spending 2010-2011	Contributes to these priorities from the table: Departmental Priorities for 2008-2011
Strategic Outcome: Safe and Accessible Waterways
Canadian Coast Guard	Minimal loss of life, injury and property damage resulting from marine incidents; effective and efficient management of waterways that support marine commerce; sustainability of the marine and freshwater environment through timely and effective response; and marine infrastructure that provides efficient services to all clients	763.2	770.9	743.3	Northern Strategy, Science Renewal, CCG Rejuvenation, Small Craft Harbours, and All Management Priorities
Small Craft Harbours	A network of harbours essential for Canada's commercial fishing industry that is open, safe, efficient and in good repair	108.7	108.2	108.0
Science for Safe and Accessible Waterways	Hydrographic and ocean science information, products and services used to support the maritime transportation infrastructure of Canada and to ensure safe navigation and sovereignty	46.9	45.7	45.3
Strategic Outcome: Sustainable Fisheries and Aquaculture
Fisheries Management	Conservation of Canada's fisheries resources to ensure sustainable resource utilization through close collaboration with resource users and stakeholders	386.8	398.6	390.9	Northern Strategy, Fisheries Renewal, International Governance,Aquaculture Governance, Science Renewal, Species at Risk Management, and All Management Priorities
Aquaculture	A federal legislative and regulatory framework more responsive to public and industry needs that includes strengthened measures to protect human health and is based on scientific knowledge that supports decision-making (informed and objective decision-making)	5.0	5.0	5.0
Science for Sustainable Fisheries and Aquaculture	Science advice to inform the sustainable harvest of wild and cultured fish and other aquatic resources, and to contribute to sustainable wealth	215.0	204.5	200.1
Strategic Outcome: Healthy and Productive Aquatic Ecosystems
Oceans Management	Marine activities proactively managed and the health of Canada's oceans preserved in collaboration with stakeholders	24.2	24.6	23.8	Health of the Oceans, Science Renewal, Habitat Managment Regulatory Improvement Initiatives, and All Management Priorities
Habitat Management	Healthy and productive fish habitat available to sustain the production of fish species and populations that Canadians value	110.8	105.2	101.6
Science for Healthy and Productive Aquatic Ecosystems	Science advice to inform the integrated management of healthy and productive aquatic ecosystems for the benefit and enjoyment of Canadians	77.8	74.2	73.8

Departmental Plans and Priorities for 2008-2011

Operating Environment

From an organizational and governance perspective, the transformation of the CCG into a Special Operating Agency has been a major institutional change within DFO. CCG is responsible for services and programs that make a direct contribution to the safety and accessibility of Canada's waterways. The Agency also contributes to the objectives of other government organizations by providing a civilian fleet and a broadly distributed shore-based infrastructure that delivers Coast Guard programs and supports those of other parts of DFO and other government departments. Under its new Special Operating Agency status, CCG continues to improve its operational and management flexibility to the benefit of its clients and stakeholders.

DFO must also address a number of evolving demands for its services:

• Challenges in international fora on fisheries issues require that Canada demonstrate leadership in international fisheries reform and oceans governance mechanisms.
• There is a growing desire on the part of the provinces for engagement in DFO decision-making and collaborative action in areas of shared interest.
• Accelerated private-sector plans for development in and around water place additional pressure on DFO to address the environmental protection and sustainable use of oceans and freshwater resources.
• Pressures for increased service and infrastructure, especially in the North, affect Coast Guard, Small Craft Harbours (SCH) and Science programs in particular.

Current challenges facing DFO include:

• Recent Federal Court decisions have affected science and fisheries management activities. Legislative tools in the renewed Fisheries Act will help resolve some of these challenges.
• External cost pressures, such as fluctuating energy prices, are a key concern for the Coast Guard fleet.
• Program obligations associated with the Species at Risk Act and environmental assessments have increased dramatically, and DFO is facing significant workload pressures.

A review of the DFO Management Model in 2006 largely confirmed the corporate structure and the distribution of accountabilities. Furthermore, the existing corporate committee structure ensures a strong senior-level decision-making process that supports the integration of policy, program, financial and human resource decision-making across the Department.

Program Priorities

DFO has 10 program priorities that reflect the Department's responsibility to balance its commitments to provide quality services to Canadians with available resources.

Northern Strategy

Retreating polar ice, rising global demand for resources and the prospect of year-round shipping are creating new challenges and opportunities for the North. On August 9, 2007, the Prime Minister announced the establishment of a Northern Strategy articulating four objectives: sovereignty, economic and social development, environmental protection, and governance.

This commitment to the North was reaffirmed with the October 16, 2007, Speech from the Throne, which stated that "our Government will bring forward an integrated northern strategy focused on strengthening Canada's sovereignty, protecting our environmental heritage, promoting economic and social development, and improving and devolving governance, so that northerners have greater control over their destinies", and in the Prime Minister's response to the Speech from the Throne on October 17, 2007.

Further, the Speech from the Throne highlighted specific goals, including:

• Build a world-class arctic research station that will be on the cutting edge of arctic issues, including environmental science and resource development...
• As part of asserting sovereignty in the Arctic, our Government will complete comprehensive mapping of Canada's Arctic seabed. Never before has this part of Canada's ocean floor been fully mapped...

Fisheries and Oceans Canada has a significant role to play in this multi-departmental Northern Strategy, led by Indian and Northern Affairs Canada, as the Arctic region is a maritime domain of territorial coasts, waterways, islands and seas. Furthermore, Coast Guard, as the federal government's maritime services provider, has a key role to play in helping federal departments realize their long-term northern goals.

DFO and CCG are well positioned to support this horizontal initiative, as key departmental activities, including the following, support the objectives of the Government's Northern Strategy:

• Strengthening Canada's sovereignty: CCG presence and scientific activities, including charting the North to modern standards as well as DFO's contribution to the United Nations Convention on the Law of the Sea (UNCLOS) process.
• Protecting our Environmental Heritage: scientific and ocean management activities including the Large Ocean Management Area (LOMA) in the Beaufort Sea and Marine Protected Areas (MPAs), and CCG emergency response to marine pollution and oil spills.
• Promoting Economic and Social Development: economic development opportunities through critical infrastructure, CCG services, and fisheries development.
• Improving and Devolving Governance: DFO has well-established partnerships with the legislated northern co-management boards. The co-management process brings together local hunters and fishermen, government agencies and public management boards and committees to share management responsibility for aquatic resources.

DFO can also contribute to the government's Northern Strategy by:

• building a world-class arctic research station;
• mapping Canada's Arctic seabed;
• strengthening the LOMA governance mechanism for integrated ocean decision-making in the Beaufort Sea;
• designating a Marine Protected Area to protect belugas in the Beaufort Sea;
• producing an integrated ocean management plan for the LOMA (includes ecosystem-based approach); and
• a wide range of policy and scientific initiatives undertaken by the Arctic Council.

Canada's sovereignty in the Arctic is strengthened by the presence of CCG vessels and their support to commercial shipping through icebreaking, the maintenance of marine navigational aids, assistance in re-supplying Arctic communities, and increasing support of scientific activities, such as those related to the International Polar Year and the United Nations Convention on the Law of the Sea (UNCLOS).

More specifically, Coast Guard has agreed to manage two of the five new Navigational Areas (NAVAREAS) in the Arctic - geographical sea areas designated to co-ordinate the transmission of marine safety information - helping to protect life, environment, and property through facilitation of safe marine transportation, but also asserting Canadian sovereignty in the North. A second initiative, the Arctic Spill Capacity and Emergency Response Strategy, is designed to strengthen Canada's ability to mitigate and reduce Arctic Ocean pollution by putting in place additional first-response systems and equipment and by conducting a comprehensive risk and threat analysis of the oil-spill-response system in Canada north of 60^o.

The Arctic aquatic ecosystem is undergoing unprecedented changes. Scientific study in the North is critical to prepare for and adapt to these changes. DFO scientists undertake a number of key science activities in the North, including:

• conducting stock assessments of marine mammals; marine, anadromous and freshwater fish and emerging fisheries in Nunavut;
• carrying out aquatic ecosystem assessments, including examinations of the impacts of development activities;
• understanding the role of the oceans in the global climate, as well as the impacts of climate change and variability on aquatic ecosystems;
• delivering navigational products and services;
• undertaking hydrographic surveys for the creation of navigational products and services to support the anticipated increase of ocean-going transport in the Arctic; and
• mapping the ocean floor, including activities in support of the UNCLOS process.

Many of these activities are delivered in partnership with other government departments (e.g., Natural Resources Canada, Environment Canada, and Indian and Northern Affairs Canada), academia, and Northern organizations and communities. Further, enabling science activities in the Arctic requires substantial logistical support from CCG, the Polar Continental Shelf Project, and Northern residents.

DFO is making a key contribution to Canada's International Polar Year (IPY) program, including active participation in scientific and governance activities. DFO scientists are leading six IPY projects and participating in many other marine projects that examine the impact of climate change and adaptation in the North.

Fishing harbours continue to be critical to the fisheries and seafood sector. DFO, through its Small Craft Harbours (SCH) Program, strives to keep a national network of harbours critical to the fishing industry open, safe and in good repair. It is estimated that over 90% of commercial fish harvesters use SCH in one way or another to berth their vessels or land their catches ($4.3 billion in export value in 2005).

While Nunavut's commercial fishery is currently in its developmental stages, DFO has been working jointly with the Government of Nunavut to assess Nunavut's infrastructure needs and has determined that seven proposed community harbours are warranted to facilitate the territory's commercial fisheries and to support other regional interests. The Department, in conjunction with other federal agencies, particularly Indian and Northern Affairs Canada, is actively examining possible sources of funding to enable the SCH Program to proceed with the construction of these seven harbours.

The Beaufort Sea LOMA in the Western Arctic is one of the Department's five priority LOMAs. The Integrated Ocean Management Plan for the LOMA will be completed in 2008-2009 and implementation will follow. The proposed Tarium Niryutatit Marine Protected Area will be designated in 2008 and its Management Plan will be implemented. Oceans is exploring the possibility of establishing a second MPA in the Beaufort Sea LOMA. If an area of interest is selected, the planning phase will begin in 2008.

As a key environmental regulator, the Habitat Management Program works closely with other federal departments and provincial/territorial governments to meet DFO's responsibilities for environmental assessments before Fisheries Act authorizations are issued. Particularly in the North, the number and complexity of projects has grown, and federal capacity to conduct reviews (and associated mandatory consultations with First Nations) has not kept pace. DFO operates in an interdepartmental context that is responding to pressure to significantly improve the federal regulatory system. Accordingly, DFO plans to implement north of 60^o the Cabinet Directive on Improving the Performance of the Regulatory System for Major Resource Projects. This initiative will follow existing activities associated with DFO's Habitat Management Program activity and related sub-activities. The planned strengthening of regulatory reviews and environmental assessments in the North will contribute to the success of the Northern Strategy.

Milestone/Deliverable	2008-2009	2009-2010	2010-2011
Coast Guard
Canada to assume its role of International Co-ordinator of NAVAREAs XVII and XVIII, as part of the World-Wide Navigational Warning Service, and to sustainably manage the dissemination of essential navigational services in the high Arctic to facilitate the safe and environmentally sound movement of ships in delimited geographic sea areas.	+	+	+
In an effort to mitigate the risk of marine spills in Arctic waters, Coast Guard obtained funding under the National Water Strategy in Budget 2007 to help protect the health of the Arctic Ocean by strengthening Canada's capacity to mitigate and reduce marine pollution. This is to be accomplished through strategic emplacement of additional first-response systems and equipment as a first step, and through a comprehensive risk and threat analysis of the oil-spill-response regime in the Arctic.	+	+	+
Science
Undertake scientific activities (including data collection, data management, analysis and publication) for International Polar Year projects to examine the impacts of climate change impacts and adaptation in Canada's North.	+	+	+
Undertake scientific activities to collect required bathymetric data to support a credible submission by Canada to the United Nations Convention on the Law of the Sea process for the delimitation of Canada's extended continental shelf.	+	+	+
Enable hydrographic surveys to prepare and distribute nautical charts and publications in priority shipping lanes in Canada's Arctic and to deliver data and information in support of arctic aquatic ecosystem science.	+	+	+
Provide science advice in support of subsistence harvest of Aboriginal peoples.	+	+	+
Provide science advice in support of the developing commercial fisheries in Nunavut.	+	+	+
Assess the impact of development activities on aquatic ecosystems.	+	+	+
Oceans
Beaufort Sea Large Ocean Management Area: Integrated Ocean Management Plan (IOMP).	+
Beaufort Sea Large Ocean Management Area: IOMP Progress Reports.		+	+
Tarium Niryutait Marine Protected Area:
Designation	+
Management Plan	+
Progress Reports		+	+
Marine Protected Area in the in the Beaufort Sea LOMA:
Identification of one Area of Interest	+
Discussions/consultations/ regulatory intent	+	+
Regulatory package			+
Small Craft Harbours
If approved, commence development of the seven proposed community harbours in Nunavut.	+	+	+

Fisheries Renewal

DFO is responsible for developing and implementing policies and programs to ensure the sustainable use of Canada's marine ecosystems. DFO has been pursuing a fisheries renewal agenda that recognizes that Canada's fisheries can be sustainable over the short and long term only if the resource is conserved and used sustainably and the fishing industry is viable.

A robust fishery sector needs to be supported by a modern fisheries governance regime that is accountable, predictable and transparent to the people it governs. Renewal of the Fisheries Act has therefore been a departmental priority. This resulted in the tabling on November 29, 2007, of Bill C-32, An Act respecting the sustainable development of Canada's seacoast and inland fisheries, in the House of Commons. This Bill, based on C-45, which was tabled last year, draws from hundreds of briefings held with stakeholders.

Milestone/Deliverable	2008-2009	2009-2010	2010-2011
Support provided to the parliamentary process for successful review and passage of a renewed Fisheries Act.	+

 

Expected Results	Performance Indicators
Enhanced knowledge and understanding of Bill C-32 (the new Fisheries Act)	Briefings/meetings held with stakeholders to discuss Bill C-32, and contacts made with Canadians regarding Bill C- 32 through written correspondence and other means to share information
Provincial and territorial support for Bill C-32	Provincial and territorial ministers make positive public statements about the bill Provincial and territorial ministers support the bill as witnesses in Committee stage
Passage of Bill C-32 is supported	Bill C-32 receives Royal Assent and becomes law
Implementation strategies for the new Fisheries Act are developed with participation of regions	Implementation strategies are clear, include effective decision-making processes, and are practical (include timelines, reflect other modernization processes, etc.)

International Governance

Weaknesses in the international fisheries and oceans governance threaten Canada's economic and environmental interests. This condition has fostered overfishing, including illegal, unreported and unregulated (IUU) fishing and a deteriorating global marine environment.

Since 2006, Canada has championed international efforts to combat high seas overfishing, including IUU fishing, which endangers the health of fish stocks and ocean ecosystems worldwide. Active leadership and consensus building have complemented these efforts, concretely advancing the global agenda to protect high seas ecosystems. Underpinning these activities is an increased understanding of fisheries and oceans based on science, both pure and applied.

As well, Canada has taken a leadership role in the reform and modernization of the North Atlantic Fisheries Organization (NAFO). This has resulted in a modernized NAFO convention with a dispute-resolution mechanism, improved enforcement and compliance, species recovery planning, and concrete measures to protect seamounts and deep/cold-water corals; this is part of a broader Canadian initiative to protect vulnerable marine ecosystems while preserving fishing opportunities. A new collaborative approach has been constructive in turning the tide and strengthening commitment among the NAFO Contracting Parties to reduce overfishing.

Although substantial advances have been made in NAFO, the high seas continue to sustain pressure from legal or institutional overfishing resulting from management decisions that ignore the best available science, from IUU fishing, and from environmental degradation from an increasing number of new and emerging uses. Many fish stocks continue to decline, threatening economic opportunities for Canadian industry and other countries. In addition, there may be, in some cases, cascading risks to the sustainability of fisheries and marine ecosystems within Canada's Exclusive Economic Zone.

Canada is well placed as an influential global leader to make further gains internationally in implementing recent commitments, overcoming challenges that threaten further progress in sustainable fisheries and ecosystems, and managing new linkages and emerging issues.

Milestone/Deliverable	2008-2009	2009-2010	2010-2011
Continued commitment to an integrated approach that contributes to an increased understanding of fisheries and oceans, manages international fisheries sustainability, and supports environmental sustainability and healthy marine ecosystems.	+
Ratification by Canada of amendments to the 1979 NAFO Convention	+
Implementation of NAFO reforms, including measures to protect vulnerable marine ecosystems, and extend the influence of this process to other Regional Fisheries Management Organizations (RFMOs).	+
Launch process to develop international flag state responsibilities for fisheries.		+
Development of international standards for identifying ecosystem hot spots and bio-geographic zoning to reflect Canadian interests and approaches.			+

 

Expected Results	Performance Indicators
Strengthened international fisheries governance to improve RFMO performance, and downward trends in IUU fishing and overfishing	Trends in overfishing of established catch limits Trends in IUU fishing (RFMOs) conducting performance reviews
Increased understanding and implementation of ecosystem-based management principles and the need to protect vulnerable ocean areas by States	Initiation of new management approaches and reforms by RFMOs or in high seas areas outside RFMO coverage
Internationally established standards and norms of behaviour	Flag state performance criteria Instrument on port-state responsibilities Internationally accepted market state measures

Aquaculture Governance

Aquaculture — the farming of finfish, shellfish and aquatic plants — has evolved in Canada from a group of small-scale operations established in the late 1970s to the point where it now represents approximately 25% of total Canadian fish and seafood production value. The sector continues to demonstrate tremendous potential for growth as global demand for fish, seafood and other aquatic products (such as kelp) continues to outstrip the level of production that can be realized from wild fisheries. The Canadian aquaculture industry, however, has expanded much more slowly than its international competitors. The bottom line is that the current environment has forestalled its ability to meet its potential.

DFO's goal is to stimulate substantial growth in the industry's value in an environmentally sustainable manner by removing and/or reducing developmental constraints and creating the necessary conditions for industry success. Achieving this goal requires strong federal leadership with a particular focus on interrelated elements: governance and regulatory reform, research and development in support of innovation and ecological sustainability, and industry stewardship.

The objective is to position the Canadian aquaculture industry for enhanced profitability, self-sufficiency and international competitiveness. It also demonstrates the Government's continued commitment to enabling the sustainable development of the aquaculture sector in Canada.

Milestone/Deliverable	2008-2009	2009-2010	2010-2011
Aquaculture Renewal Implementation	+	+	+
Streamlined Regulatory Framework			+

 

Expected Results	Performance Indicators
A federal regulatory framework more responsive to public and industry needs that includes strengthened measures to protect environmental health, animal health, navigation and food safety, built on federal/provincial co-operation and a basis of sound scientific knowledge to support decision-making (informed and objective decision-making) that enhances public confidence.	Level of stakeholder and Canadian confidence in aquaculture governance and sustainable development
A federal support for a growing, competitive, market-focused industry with good sustainable environmental and social performance.	Increase in Canadian aquaculture volume production and industry environmental performance

Health of the Oceans

Building on the achievements of the Oceans Action Plan, the Health of the Oceans Initiative is a five-year, $61.5 million commitment by five departments — DFO, Transport Canada, Environment Canada, Parks Canada and INAC — to improve the health of the ocean environment. For its part, Fisheries and Oceans Canada will receive $23.2 million to support its protection and conservation work. Key DFO initiatives include establishing nine new Marine Protected Areas (including six under the Oceans Act), conducting scientific research to support designation of the new Marine Protected Areas, creating four new national Oceans Centres of Expertise, and enhancing spill-response capacity and emergency planning in the Arctic Ocean. For a complete list, see the table below.

DFO will co-ordinate the entire Health of the Oceans Initiative. This will include bi-annual performance monitoring, the preparation of summary annual reports and preparation for a final summative evaluation.

Milestone/Deliverable	2008-2009	2009-2010	2010-2011
New Oceans Centres of Expertise	+
Federal Marine Protected Area Strategy: finalization of planning guidelines for federal MPA network	+
Federal Marine Protected Area Strategy: preparation of a status report of federal MPA		+
Federal-Provincial-Territorial Marine Protected Areas MPA network (2012)			+
Marine Protected Areas establishment	+	+	+
Collaboration with the World Wildlife Fund-Canada	+	+	+
Delivery of a suite of indicators to assess and monitor Arctic ecosystems	+
Integrated Oceans Management and Canadian Environmental Assessment Act (CEAA) assessment tools linkage	+	+	+

 

Expected Results	Performance Indicators
Establish four Oceans Centres of Expertise to develop and implement common tools and approaches in the five LOMAs to protect deep-sea corals and sponge reefs, incorporate traditional ecological knowledge, develop information management and exchange standards, and accelerate progress in addressing coastal management issues.	Number of centres of expertise announced Percentage of funds leveraged (after 2009-2010)
Establish a federal network of MPAs that will strengthen and be managed within an integrated oceans management framework.	Number of federal MPAs established that are consistent with the federal guidelines
Develop a National (federal-provincial-territorial) marine protected area network in Canada's three oceans (target 2012).	Number of MPAs established that are consistent with the guidelines for a national MPA network
Establish six new MPAs within the existing LOMAs and establish a national monitoring and reporting system for all Oceans Act MPAs.	Number of MPAs established that have conservation objectives and monitoring plans (target date to complete all six: March 2012)
Collaborate with World Wildlife Fund-Canada to encourage greater involvement by environmental non-government organizations (ENGOs) in the Health of the Oceans Initiative and integrated oceans management.	Ratification of agreement with World Wildlife Fund-Canada Number of joint projects undertaken
Develop a State of the Arctic Basin Report, use common ecosystem-monitoring strategies in shared and boundary waters, and initiate development of a demonstration project in the Beaufort Sea to test Ecosystem Based Management (EBM) in shared waters (2008-2009).	Number of publications (e.g., articles, reports, chapters, proceedings) applying the EBM approach and tools to the Arctic or reporting on the state of Arctic ecosystems
Through the Canada-US Gulf of Maine Steering Committee, build on the trans-boundary collaboration on and management of groundfish stocks; through the Gulf of Maine Council, build on co-operation between states and provinces. Advance Canada-US collaboration in the Gulf of Maine regarding integrated fisheries and oceans management. Support the work plan that DFO and the National Oceanic and Atmospheric Association (USA) signed November 17, 2006.	A peer-reviewed overview and assessment report and the establishment of regional indicators and reporting programs
Build linkages between integrated management carried out under the Health of the Oceans Initiative and other tools, such as project environmental assessments and strategic environmental assessments conducted under the authority of the Canadian Environmental Assessment Act.	Memorandum of Understanding or similar agreement established between the Canadian Environmental Assessment Agency and DFO regarding a harmonized approach

Science Renewal

High-quality, timely, and relevant scientific advice is the cornerstone of sound policy development and informed decision-making at DFO. With the Department's shift to ecosystem-based management of Canada's aquatic resources, the type of science advice needed has become increasingly complex, and the demand for science advice, products, and services is rising. As such, the DFO Science Program must be flexible, responsive and credible with respect to DFO and Government of Canada priorities and it must serve Canadians well.

Science Renewal aims to develop and implement both a long-term strategic approach and a multi-year operational planning approach to aquatic science. This will increase the scope and depth of scientific activities, and build a national capacity for aquatic science, ensure the transparency and credibility of scientific advice, and contribute to scientific innovation and the commercialization of technology.

An integrated planning process enables DFO Science to identify innovative and adaptive approaches to the way science is performed, to establish collaborative partnerships, and to implement an ecosystem-based management approach. Specific initiatives include the development and implementation of:

• an ecosystem science framework;
• a five-year research agenda;
• a long-term human resource strategy;
• DFO Science Centres of Expertise; and
• An Outreach Strategy.

In the coming years, DFO will continue to renew its Science Program to enhance delivery of scientific information, advice and services in support of better policy development and decision-making and improved service to Canadians. Work will include:

• the development of risk assessment models for priorities needing science support;
• the continued implementation of national strategies that support the Programs, including human resources, funding, collaboration, outreach, at-sea science, and equipment acquisition and maintenance;
• long-term public good monitoring and data management that is supported by the realignment of the Science budget, including strategic investments to better address the highest priorities;
• long-term strategic and multi-year operational planning in collaboration with clients and partners; and
• the development of a performance measurement framework.

Milestone/Deliverable	2008-2009	2009-2010	2010-2011
Continued implementation of the long-term strategic and multi-year operational planning framework.	+	+	+
Development of a research plan to support implementation of a five-year research agenda, and within that context to:
Develop ecosystem research/climate change science initiatives	+
Implement ecosystem research/climate change science initiatives		+	+
Evaluate best practices for DFO Science Centres of Expertise (COEs) and develop guidelines for implementation	+	+	+
Implement best practices guidelines for DFO Science COEs		+	+
Development of annual action plans for implementation of human resource strategy	+	+	+
Development of a performance measurement framework for Science Renewal initiatives	+	+	+
Complete a Science Outreach Strategy	+
Develop an action plan to link research issues to science functions and client sector needs		+	+

 

Expected Results	Performance Indicators
Aquatic science is relevant to the needs of Canadians	Science Annual Report and special publications ( Research Agenda) Fall Performance Report

Canadian Coast Guard Rejuvenation

Since becoming a Special Operating Agency in 2005, the Canadian Coast Guard has been focusing on providing essential and valuable services to mariners in Canadian waters as well as support, through the provision of vessel platforms, to science, fisheries enforcement and security activities. For the fiscal year 2008-2009, the Coast Guard remains committed to establishing clear, realistic priorities for what can be done and ensuring that sufficient resources are in place to follow through. Coast Guard is taking an incremental approach to addressing its issues by focusing on five priorities.

Priority 1 — Strengthening CCG as a Client Focused National Agency

Coast Guard has taken a structured approach to consulting with industry stakeholders and interdepartmental clients in the planning and management of its services and priorities. In 2008-2009, Coast Guard will examine ways to better engage recreational boaters and fishers in this dialogue. With the completion of the Search and Rescue Needs Analysis and the broad consultations with clients undertaken as part of the Levels of Service Review in 2007-2008, CCG will assess how to adjust its services to respond to the needs that have been identified. Coast Guard has also met several times with the marine transportation industry and will continue to work co-operatively with industry to recommend to the government an overall approach to Marine Services Fees, including fees in the Arctic.

Coast Guard will also improve its online information and other communication products to better support its ongoing commitment to client consultation, service delivery excellence and a strengthened workforce.

Coast Guard is committed to work toward responding to the Auditor General's 2007 Report, which highlighted the need to enhance national consistency in its planning, reporting and management practices. As it will take several years to address all the issues raised in the Report, annual priorities will be set out in the Coast Guard Business Plan.

Milestone/Deliverable	2008-2009	2009-2010	2010-2011
Levels of service review	+
Marine Services Fees strategy	+
Stronger Canadian Coast Guard identity	+	Ongoing
Strengthened Management	+	+	+

Priority 2 — Support for Canada's Maritime Security Agenda

Coast Guard does not have a legislated mandate for enforcement activities related to maritime security. It has a support role that has been steadily increasing in recent years. This evolving support role is now clearly reflected in the identification of a CCG maritime security activity in the departmental Program Activity Architecture. The CCG role in maritime security will continue to evolve as the Agency assesses the impact of dedicating Coast Guard resources to multi-agency national security and law enforcement programs. Programs in this area include the joint RCMP/CCG Marine Security Enforcement Teams program in the Great Lakes-St. Lawrence Seaway region and the interagency coastal Marine Security Operations Centres.

Milestone/Deliverable	2008-2009	2009-2010	2010-2011
Continued participation in the federal maritime security agenda	+	+	Ongoing
Automatic Identification System/Long Range Vessel Identification and Tracking	+	+	Ongoing

Priority 3 — Fleet Renewal

Despite some procurement process difficulties in 2007-2008, a new Request for Proposal was issued in December 2007 for the eight mid-shore patrol vessels approved in Budget 2006. The Coast Guard will finalize procurement strategies for the new vessels approved in Budget 2007 (four additional mid-shore patrol vessels, one offshore fisheries science vessel and one offshore oceanographic science vessel) and begin the procurement process in 2008-2009. The delivery of the first mid-shore patrol vessel is targeted for 2009-2010. Similarly, the first new offshore fisheries science vessel is expected to be delivered in 2011.

In 2007-2008, a refit authority within the capital funding envelope was established to facilitate better planning, scheduling and management of the Coast Guard's refit activities. In 2008-2009, CCG will put an additional $4 million into maintenance activities, but this will not completely offset increasing shipyard costs and the costs of maintaining an aging fleet. Coast Guard is also conducting vessel condition surveys to better inform investment decisions and refit planning. In 2008-2009, CCG will finalize a study on fleet maintenance that will examine the implementation of life cycle management.

The revised Program Activity Architecture includes the Fleet Operational Readiness activity. The objective of Fleet Operational Readiness is to openly and transparently communicate to Parliamentarians and stakeholders the financial and management resources required for a civilian fleet that is ready and able to respond to Government of Canada requirements. The Coast Guard will continue its work on refining the business framework for operational readiness including service commitments, performance indicators and charging structure. A Mission Readiness Framework, defining the systematic approach that will be used to prepare the CCG fleet to carry out its missions to clients, will also be developed.

Milestone/Deliverable	2008-2009	2009-2010	2010-2011
Procurement of new vessels	+	+	+
Improved maintenance of the fleet	+
Fleet Operational Readiness	+

Priority 4 — Continued Implementation of Modernization Initiatives

In 2008-2009, Coast Guard will continue its work to modernize Canada's aids to navigation system through the Aids to Navigation of the 21st Century (AToN21) project. AToN21 aims to improve CCG's service delivery by adopting state-of-the-art technology. CCG will also develop a strategy, informed by achievements realized in a pilot project on the St. Lawrence River in 2007-2008, to embrace the concept of electronic navigation (e-Navigation). Targeted consultations with clients and other federal government departments that have a key role, such as Transport Canada, will be undertaken to ensure there is a common understanding of emerging trends in e-Navigation. With respect to the Canadian Long Range Aids to Navigation (LORAN-C) service, a strategy will be developed once a broader international approach to LORAN technology has been developed.

Coast Guard will continue to invest in its aging shore-based infrastructure, namely in its Aids to Navigation and the Marine Communications and Traffic Services (MCTS) assets. Work to bring this critical shore-based infrastructure back to baseline condition through replacement and refurbishment will continue; this will assist in addressing health, safety, environmental and program delivery issues. Areas of focus will include fixed aid structures, MCTS communication towers and MCTS sites.

Milestone/Deliverable	2008-2009	2009-2010	2010-2011
Aids to Navigation of the 21st Century (AToN 21)	+	+	+
Investments in shore-based infrastructure	+	+	+

Priority 5 — Effective Management of our Workforce and Workplace

Like many other organizations, Coast Guard faces an increasingly competitive labour market for retention of highly skilled mariners and other technical and operational specialists, as well as replacements due to upcoming retirements. In 2008-2009, the Agency will continue strengthening its capacity for succession planning by integrating human resource and corporate business planning. The Agency will also begin the development of a recruitment and outreach strategy, with an emphasis on improving diversity. Coast Guard will continue its efforts to ensure national consistency by developing standard regional organizations, as well as national model work descriptions to help standardize core competencies. Other human resource deliverables include the implementation of a performance review system, which will respond to the Clerk of the Privy Council's Fourteenth Annual Report to the Prime Minister on the Public Service of Canada.

Milestone/Deliverable	2008-2009	2009-2010	2010-2011
Enhanced human resources and succession planning	+
Standard regional organizations and national model work descriptions	+	+
Development of people	+

Habitat Management Regulatory Improvement Initiatives

DFO's Habitat Management Program is directly involved in the environmental assessments of some of the largest and most complex natural resource and industrial developments across the country - mines, liquefied natural gas terminals, hydroelectric projects, oil sands projects and infrastructure projects. DFO anticipates roughly $300 billion in large-scale development proposals over the next few years, which will increase the demand for fish habitat regulatory activities and environmental assessments.

Starting in fiscal year 2008-2009, the priority of the Habitat Management Program is the continuous improvement of regulatory reviews and environmental assessments, particularly those addressing major natural resource projects.

This priority builds on the Environmental Process Modernization Plan, completed in 2007-2008, and is critical to the Department's progress against the Healthy and Productive Aquatic Ecosystems strategic outcome. This priority supports the government's commitment to provide a single window into the federal regulatory process for major natural resource projects, as well as its goal of improving the efficiency and effectiveness of its regulatory programs. It also enhances the conservation and protection of fish habitat and improves predictability, transparency and timeliness in its decision-making. As an essential part of managing for results, DFO will also strengthen its information systems to better monitor and report on Habitat Management Program Activities.

Milestone/Deliverable	2008-2009	2009-2010	2010-2011
Continuous improvement of regulatory reviews and environmental assessments, particularly for those major infrastructure and natural resource development projects:
Implement the Cabinet Directive on Improving the Performance of the Regulatory System for Major Resource Projects (October 2007) and the related Memorandum of Understanding on Improving the Performance of the Regulatory System for Major Resource Projects	+	+	+
Improve the efficiency of regulatory reviews of development proposals or works and undertakings with low and medium risks to fish and fish habitat	+	+	Ongoing
Modernize habitat compliance, with an emphasis on strengthening monitoring compliance for and effectiveness of regulatory requirements	+	+	Ongoing
Improved collection, management and use of data for performance monitoring and reporting:
Strengthen information systems (i.e., Program Activity Tracking Habitat, Habitat Training System, and Integrated Reporting Module) needed to better monitor and report on Habitat Management program activities	+	+	+

 

Expected Results

Performance Indicators

Improved efficiency and effectiveness of Habitat Management regulatory reviews and environmental assessments

Reduced regulatory review times for major natural resource projects (including environmental assessment components of decision-making) Service Standards to be developed in concert with Major Projects Management Office Increased use of DFO regulatory streamlining tools % compliance with established data collection processes and protocols for tracking habitat program activities Timely and convenient access to habitat data related to Program activities

Species at Risk Management

The management of species at risk in Canada is complex and cuts across federal, provincial and territorial jurisdictions, as well as international boundaries and communities of interest. The Species at Risk Act was proclaimed in June 2003 and came into force in stages during 2003 and 2004. The purpose of the Act is to prevent wildlife species from being extirpated or becoming extinct; to provide for the recovery of wildlife species that are extirpated, endangered or threatened as a result of human activity; and to manage species of special concern to prevent them from becoming endangered or threatened.

The management of species at risk is a horizontal initiative that involves most DFO sectors and regions. The principal focus is on developing recovery strategies, action plans and management plans for species listed under the Act. The management of species at risk in Canada is driven by a five-step conservation cycle:

• Assessment (whether species are at risk);
• Protection of species at risk;
• Recovery planning;
• Implementation of recovery actions; and
• Monitoring and evaluation.

Milestone/Deliverable	2008-2009	2009-2010	2010-2011
Participation in the parliamentary review of the Act	+	+	+
Completion of departmental policies and guidelines	+

 

Expected Results	Performance Indicators
Legislated timelines are met.	DFO publishes on the SARA public registry the recovery strategies, action plans and management plans prescribed under the Act
Develop a consistent approach to the implementation of the Species at Risk Act.	Federal implementation policies are completed Departmental operational guidelines are completed
The Act is revised and regulations adopted to take into account DFO implementation issues.	Species at Risk Act is revised

Small Craft Harbours

Small Craft Harbours (SCH) contributes to the Department's strategic outcome of Safe and Accessible Waterways by operating and maintaining a national system of harbours to provide commercial fish harvesters and other harbour users with safe and accessible facilities. These harbours are necessary for the effective operation of the commercial fisheries, which contribute about $5.2 billion annually to the economy, directly support the employment of approximately 100,000 Canadians (including 64,000 fish harvesters and aquaculturists), and indirectly support tens of thousands of jobs, many in rural and isolated parts of Canada. The fishing industry is the lifeblood of hundreds of coastal communities. It is estimated that over 90% of commercial fish harvesters use SCH harbours in one way or another to berth their vessels or land their catches. In addition, this infrastructure is often the only visible federal presence in remote communities and, in many locations, offers the only public access to waterways.

These harbours are operated and managed by independent Harbour Authorities (HAs). These HAs, representing users and local communities, assume responsibility for all activities at their harbours, including management and operations. HAs also conduct minor maintenance activities and make significant financial contributions to the funding of their harbours.

By providing harbour infrastructure to the commercial fishing industry, the SCH Program directly supports the economic well-being of this important industry. A safe and functional harbour infrastructure, coupled with strong, viable local management of harbours will lead over time to a greater capacity for locally based revenue generation. It will also create socio-economic benefits for the commercial fishing industry and the communities in which the industry resides.

These benefits have not yet been fully realized. DFO will therefore pursue, as one of its priorities, the sustainability of the SCH Program. To that end, DFO will develop and implement a SCH strategic planning framework to lay out the Program's strategic objectives and position the Program and its stakeholders to achievement of the program's long-term mandate.

Milestone/Deliverable	2008-2009	2009-2010	2010-2011
Finalize the development of a SCH strategic and operational planning framework; this framework will involve the development of both an SCH Strategic Plan and an SCH Strategic Plan Implementation Plan.	+
Begin implementation of the multi-year strategic and operational planning framework: Provide focused and rationalized infrastructure support Ensure high-quality, nationally consistent services and standards Enhance Harbour Authority self-sufficiency Continue to build on its program foundations	+	+	+

 

Expected Results

Performance Indicators

A national network of commercial fishing harbours that: Is in good working condition and capable of meeting the principal needs of the commercial fishing and aquaculture industries Is operated and managed by strong, professional and independent Harbour Authorities Is affordable and sustainable Provides consistent levels of service while recognizing evolving regional level needs Is present in all provinces and territories Recreational and non-essential fishing harbours are divested

Development of an SCH Strategic Plan Approved milestones are met

Management Priorities

In addition to the above program priorities, DFO is committed to five priorities that affect the internal workings of the Department. These priorities are driven by the government-wide agenda to improve the management of the public service and its programs.

Human Resources Modernization

Responding to the coming into force of all components of the new Public Service Modernization Act (PSMA) and the Public Service renewal plan of the Clerk of the Privy Council, the Department is pursuing initiatives that will:

• Improve the consistency of program and service delivery across the organization;
• Address current and future employment needs;
• Improve departmental capacity to fill vacancies;
• Reduce the time it takes to fill vacancies;
• Reduce employment equity gaps;
• Ensure continued respect for official languages requirements;
• Improve managers' capacity to address employees' learning needs and apply performance management processes; and
• Improve union-management consultations and increase the use of informal conflict resolution.

Milestone/Deliverable	2008-2009	2009-2010	2010-2011
Complete national structures and a plan for a national model work description	+
Develop new online tools to enhance human resources planning capacity	+
Implement succession strategies in 2008-2009 for vulnerable groups, and update annually	+	+	+
Implement initiatives to streamline staffing (e.g., national collective staffing, fast-track staffing)	+
Implement multi-year employment equity and official languages action plans	+
Align DFO's Learning Strategy and learning and performance programs with the government's broad framework for learning and performance management		+
Negotiate Essential Services Agreements	+

Integrated Planning and Reporting

Integrated planning and reporting plays an essential role in the realization of departmental priorities. Over the next planning period, DFO will review and expand its Integrated Planning Framework to bring together the key government and departmental components on which DFO's management decisions and reports are based. Risk management, human resources planning, parliamentary reporting and other management processes will be fully integrated into a framework where each process informs all other aspects of management. Specifically:

• Risk management, including the identification, prioritization and mitigation of risk will serve as the foundational of the Integrated Planning Framework. Only by understanding the risks it faces, can the Department make informed decisions on priorities. This approach will also ensure that risk considerations are integrated into business planning and reports to Parliament.
• Human Resource Planning will continue to inform managers and executives of the profile of DFO's workforce (e.g., expected retirements, succession plans for vulnerable groups, language needs, and employment equity targets) and will encourage factoring this information into management decisions, business plans and parliamentary reports.

Milestone/Deliverable	2008-2009	2009-2010	2010-2011
Revise the departmental Integrated Planning Framework.	+
Establish risk management as the foundation of Integrated Planning and Reporting.	+	Ongoing
Enhance managers' use of workforce information in business plans.	+	Ongoing
Coast Guard and sectors to develop detailed business plans by June 1 every year.	+	Ongoing

Management Priorities identified in the Management Accountability Framework

http://www.tbs-sct.gc.ca/maf-crg/index_e.asp

The Management Accountability Framework (MAF) provides a vision for modern public service management in ten key areas: governance and strategic directions; public service ethics; learning, innovation and change management; policy and programs; people; citizen-focused service; risk management; stewardship; accountability; and results and performance. Every year, Treasury Board Secretariat uses MAF indicators to assess the management strengths and weaknesses of individual departments and agencies. In 2006-2007, DFO's MAF assessment identified three management priorities:

Effectiveness of Asset Management

• DFO has the second largest capital asset base of all federal departments. To better support asset management, the Department is developing and improving integrated asset information systems and processes; refining senior management accountabilities for asset management; and establishing clear and consistent overall processes for asset management.
• In 2008-2009, the Department will begin the renewal of its Capital Management Framework to ensure full compliance by 2010-2011 with the new Treasury Board policy on Investment Planning and Acquired Services. The new investment planning policy will ensure that asset management accountabilities and all asset-based information systems are fully integrated into DFO's management structure and overall program planning.

Integration, Use and Reporting of Performance Information

• Drawing on the development of its Integrated Planning Framework (in progress), DFO will work toward better integrating financial and non-financial performance information into the assessment of results and the extent to which program objectives are achieved.
• Performance indicators developed under the Management, Resources and Results Structure policy will contribute to the development of clear performance expectations that can be linked with business plans.

Effectiveness of Corporate Risk Management

• The Department needs to establish a process to ensure risk is managed proactively. In particular, risk assessment should be an active part of the decision-making process, accountabilities for risk should be clear, and senior management should track progress on risk mitigation.

DFO is addressing the areas identified and will report regularly on progress.

Milestone/Deliverable	2008-2009	2009-2010	2010-2011
Effectiveness of Asset Management
Approved workplan for renewal of the Department's Capital Management Framework and long-term investment plan	+
Annual reporting on performance measures for capital management	+	Ongoing
Consultation on and development of DFO Investment Plan 2010-2015	+	+	+
Approval of DFO Investment Plan 2010-2015			+
Full compliance with Treasury Board Policy on Investment Planning and Acquired Services			+
Integration, Use and Reporting of Performance Information
Establishment of processes to ensure information from financial, human resources and program performance is readily accessible for corporate decision-making, business planning and parliamentary reporting	+	+	Ongoing
Effectiveness of Corporate Risk Management
Establishment of a process to ensure risk is managed proactively	+	+	+

Integrated Risk Management

DFO plans to conform to the Treasury Board Secretariat Management Accountability Framework standards for integrated risk management in Round VI and position itself to support the risk management requirements of the TBS Internal Audit Policy by completing these initiatives:

• The Departmental Management Committee (DMC) will approve the 2008 Corporate Risk Profile. The Corporate Risk Profile identifies and prioritizes key risks; specifies mitigation strategies and sets out senior management accountabilities.
• Highlights of the 2008 Corporate Risk Profile will be incorporated into the 2009-2010 Report on Plans and Priorities to demonstrate the integration of risk management into strategic business planning.
• DMC will oversee the development and implementation of an annual process for integrated risk management that will support:
  • Updating the Corporate Risk Profile;
  • Governance by DMC;
  • Regular reporting to DMC on mitigation progress;
  • Integration into business planning, including integration into the cycle of the Report on Plans and Priorities and the Departmental Performance Report, staff work plans and management accountability accords;
  • Communication and consultation with principal stakeholders; and
  • Internal Audit Policy requirements.

Milestone/Deliverable	2008-2009	2009-2010	2010-2011
Approval by DMC of the 2008 Corporate Risk Profile	+
Highlights of the 2008 Corporate Risk Profile incorporated into the 2009-2010 Report on Plans and Priorities	+
The development and implementation of an annual risk-management cycle under the direction of DMC	+
Compliance with the integrated risk management standards of the Management Accountability Framework	+

Departmental Modernization

This priority consists of several key initiatives:

• Completing the Information Technology Sustainability Project (ISP) and related deliverables;
• Approving and implementing the Management of Information Technology Security (MITS) program;
• Approving the completed Information Management (IM) Vision. Finalizing and starting to implement the IM strategies; and
• Beginning to implement the action plan developed from the functional review of the Small Craft Harbours (SCH) Program.

The objective of ISP is to revitalize the department's information technology (IT) management model and rationalize the IT infrastructure through an enterprise approach to service delivery. The ISP will implement a new service delivery model based on national Centres of Expertise (COE), which will follow Information Technology Infrastructure Library (ITIL) best practices. The new client-focused IT management model will ensure that IT services are aligned with stakeholder requirements.

The MITS project is being implemented to meet mandated Treasury Board Secretariat IT security policies.

The objective of IM Vision is to establish common IM operating parameters and principles within DFO. These will enable the Department to develop strategies, based on Treasury Board policies and standards for IM, to make better use of departmental information assets.

In line with the departmental priority of SCH sustainability (see Small Craft Harbours), DFO has recognized the importance of a strong program foundation to ensure that the actions identified in the SCH Strategic Plan can be realized. SCH has completed a functional review and has begun implementing recommendations to enhance program delivery and ensure consistency and sustainability.

Milestone/Deliverable	2008-2009	2009-2010	2010-2011
Information Technology Sustainability Project
Complete technology design for the Data Centre and Network COEs	+
Establish Major Data Centres	+
Applications and services are rationalized by moving infrastructure from remote sites to the Class A Data Centres	+
All human resources and organizational changes are in place	+
MITS Project
Initiate the MITS Project	+
Review the effectiveness of IT Security Policies		+
IM Vision
IM Vision, strategy and underpinning strategies:
Strategy development	+
IM vision to guide implementation		+
IM vision used to guide implementation/completion			+
Functional Review of SCH
Develop/classify generic job descriptions	+
Develop organizational and human resources plans for regions and headquarters	+
Implement organizational adjustments	+	+	+
Adjust human resources complements	+	+	+
Complete organizational separation of Real Property/SCH	+
Inform key client groups of implications of changes	+

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