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The legal authority for DFO's programs and activities is found in the following statutes and their respective regulations. These statutes set out DFO's legal mandate, powers and duties.
1 Certain sections of this Act are also the responsibility of the Ministers of Industry, Finance and State (Privatization and Regulatory Affairs).
2 The Minister of Fisheries and Oceans has some responsibilities under this Act. The majority of the Act is administered by the Minister of Transport.
3 The Minister of Fisheries and Oceans has some powers under this Act. However, those powers also exist under the Oceans Act.
4 The Minister of the Environment is the responsible Minister for the Act, but the Minister of Fisheries and Oceans is a competent Minister with respect to aquatic species.
In addition, DFO is required to comply with constitutional statutes and laws of general application, such as:
In the 2007-2008 Report on Plans and Priorities (RPP), Coast Guard proposed two important amendments to its Program Activity Architecture (PAA) at the sub-activity level, both of which have since been fully implemented for planning, reporting and internal management. These amendments are intended to enhance transparency and accountability to clients and stakeholders, to Parliamentarians and to the Canadian public at large.
First, the concept of Coast Guard Fleet Operational Readiness has been adopted by the Agency to replace Fleet Services as a sub-activity in the Program Activity Architecture. It is defined as "the means and ability to respond to and manage the on-water and related needs of Canadians and the Government of Canada in a safe, timely and effective manner". The Agency wishes to openly and transparently communicate to its clients and stakeholders all of the fixed costs associated with maintaining a marine response capability (defined as vessels and helicopters) and its ability to respond to Government of Canada requirements - both planned and unplanned. Specifically, these costs are the resources for fleet management, fleet acquisition, refit and maintenance, and fleet personnel.
Similarly, Lifecycle Asset Management Services was added as a new sub-activity to better reflect investment and activities pertaining to lifecycle management of Coast Guard physical assets that support both the fleet and on-shore operations.
Two other significant changes occurred between the publication of the 2007-2008 Report on Plans and Priorities and the final PAA revisions. First, what was Aids and Waterways Services under the old PAA was split into Aids to Navigation Services and Waterways Management Services. This change was made in recognition of the distinctiveness of each program.
The second change was the removal of the Support to Other Government Objectives sub-activity. This sub-activity was mainly used for capturing costs incurred in support of other government objectives that were not recovered from other government departments by the end of a fiscal year. There was never any planned spending associated with this sub-activity. The majority of these expenditures are related to the fleet, and under the Fleet Operational Readiness model, they will be reported under the Fleet Operational Readiness sub-activity. Any remaining expenditures that would have been allocated to the original old sub-activity have been deemed immaterial, and a separate sub-activity is no longer warranted.
The following tables display resources in terms of the old and new Coast Guard PAA structure. Under the old PAA, resources for operating the fleet, as well as the investment and activities pertaining to the life cycle management of the Coast Guard's physical assets that support the fleet and shore-based operations, are spread out among various CCG and DFO sub-activities.
Under the new PAA structure, Coast Guard will make the costs of having an operationally ready fleet transparent by bringing together all the fixed costs and related vote-netted revenue of operating the fleet under one sub-activity, Fleet Operational Readiness, which now represents approximately 58% of Coast Guard's total budget. This includes fixed funding that is currently reported under the Science and Fisheries and Aquaculture Management program activities. This has been completed for CCG resources, but the resource transfer is still under negotiation for Science and Fisheries and Aquaculture Management. CCG and DFO continue to work toward completing this final stage in the implementation of the Fleet Operational Readiness concept.
Also under the new PAA structure, the Agency has centralized the costs and related vote-netted revenue pertaining to the lifecycle management of fleet and shore-based assets under Lifecycle Asset Management Services, which now represents 22% of the total Coast Guard budget.
2008-2009 | 2009-2010 | 2010-2011 | |
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Aids and Waterways Services | 90.0 | 90.1 | 90.1 |
Marine Communications and Traffic Services | 91.2 | 94.3 | 85.8 |
Icebreaking Services | 55.0 | 55.0 | 55.0 |
Search and Rescue Services | 102.9 | 102.8 | 102.8 |
Environmental Response Services | 12.0 | 12.0 | 11.2 |
Coast Guard College | 7.6 | 7.6 | 7.6 |
Maritime Security | 5.9 | 0.7 | 0.7 |
Contribution to Other Government Objectives | — | — | — |
Coast Guard Fleet Services | 279.3 | 288.8 | 280.4 |
Total | 643.9 | 651.3 | 633.6 |
Note: Because of rounding, figures may not add to the totals shown.
2008-2009 | 2009-2010 | 2010-2011 | |
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Aids to Navigation Services | 22.2 | 22.4 | 22.4 |
Waterways Management Services | 4.3 | 4.3 | 4.3 |
Marine Communications and Traffic Services | 44.7 | 44.8 | 45.2 |
Icebreaking Services | 17.2 | 17.3 | 17.3 |
Search and Rescue Services | 32.1 | 32.0 | 32.0 |
Environmental Response Services | 10.2 | 10.2 | 10.1 |
Coast Guard College | 7.4 | 7.4 | 7.4 |
Maritime Security | 8.9 | 2.8 | 2.8 |
Lifecycle Asset Management Services | 127.4 | 130.4 | 120.7 |
Fleet Operational Readiness | 369.3 | 379.8 | 371.3 |
Total | 643.9 | 651.3 | 633.6 |
Note: Because of rounding, figures may not add to the totals shown.
The fleet and other assets are integral to delivering the objectives of CCG, Science and Fisheries and Aquaculture Management activities. In the interest of transparency and accountability to our stakeholders, the Coast Guard will report on how Fleet Operational Readiness and Lifecycle Asset Management support those activities. The following table estimates how our planned spending for 2008-2009 under these two sub-activities supports other sub-activities. Support to Science and Fisheries and Aquaculture Management has not been included, as those transfers have not yet occurred.
Lifecycle Asset Management | Fleet Operational Readiness | Total | |
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Aids to Navigation Services | 29.8 | 27.1 | 56.9 |
Waterways Management Services | 0.8 | 1.0 | 1.8 |
Marine Communications and Traffic Services | 19.2 | 1.4 | 20.6 |
Icebreaking Services | 9.2 | 32.1 | 41.3 |
Search and Rescue Services | 19.7 | 90.6 | 110.3 |
Environmental Response Services | 0.8 | 0.9 | 1.7 |
Coast Guard College | 0.2 | — | 0.2 |
Maritime Security | 3.1 | 15.3 | 18.4 |
Science1 | — | — | — |
Fisheries and Aquaculture Management | — | — | — |
Major Capital | 44.5 | 200.9 | 245.4 |
Total | 127.4 | 369.3 | 496.7 |
Note: Because of rounding, figures may not add to the totals shown.
1 Planned spending for support to Science and Conservation and Protection is reported in Other Program Activities in DFO.
Sub-activity | Expected Outputs | Performance Indicators |
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Aids to Navigation Services |
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Waterways Management Services |
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Marine Communications and Traffic Services (MCTS) |
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Icebreaking Services |
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Search and Rescue Services (SAR) |
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Environmental Response Services |
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Maritime Security |
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Coast Guard Fleet Operational Readiness | Fleet operational days delivered for:
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Lifecycle Asset Management Services |
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Coast Guard College |
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The Department's Species at Risk Secretariat was recently renamed the Species at Risk Management Program and integrated into the Oceans and Habitat Sector. Further work toward integration will be undertaken in fiscal year 2008-2009, for example, the inclusion of the Species at Risk Program in DFO's Program Activity Architecture and Corporate Risk Profile will be addressed.
The Minister of Fisheries and Oceans is responsible for administering, through the activities of the Species at Risk Management Program, the provisions of the Species at Risk Act (SARA) related to all aquatic species (freshwater and marine), including the implementation of the necessary conservation and protection measures under SARA for aquatic species on the list of wildlife species at risk. Aquatic species include marine mammals, fish and marine plant species as defined under the federal Fisheries Act.
Species at Risk Management involves developing recovery strategies, action plans and management plans for all aquatic species; promoting recovery implementation and monitoring marine and anadromous (moves between fresh and salt water) species over which the federal government has exclusive jurisdiction; and promoting freshwater species for which certain provinces have specific delegated responsibilities related to fisheries management through regulations under the Fisheries Act.
Species at risk protection and conservation is a joint responsibility of the federal, provincial and territorial governments. As a result, the capacity and level of co-operation and support within each of the provinces and territories can have a significant impact on the implementation of SARA. In addition, land claim agreements in the territories have established wildlife management boards, which share responsibilities with governments on the management of species at risk. Co-operation between and among jurisdictions is critical for the successful implementation of recovery strategies and action plans.
Description from Main Estimates | Expected Results | Performance Indicators |
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Aquatic species at risk are managed to provide for the recovery of extirpated, endangered and threatened species; and the management of special concerned species to prevent them becoming at risk. |
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Three sub-activities are associated with the management of species at risk:
The Management, Resources and Results Structure (MRRS) policy, which came into effect on April 1, 2005, is designed to improve reporting to Parliament; provide the basis to support improved decision-making by departments, central agencies and Parliament; and support the horizontal management of government priorities. A department's MRRS comprises three components: its strategic outcomes, its Program Activity Architecture (PAA), and its governance structure.
One component of the PAA is a program activity called Internal Services, which provides a common government view and reference point for Government of Canada internal services and supports a common basis for the planning, budgeting, design and communication of internal services across government.
When developing its 2008-2009 PAA, DFO adopted TBS's standard categories of Internal Services. As illustrated in the table below, there are some significant differences between this new structure and the structure previously used by DFO.
DFO's 2007-2008 PAA Program Enablers | DFO's 2008-2009 PAA Internal Services |
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DFO is a member of the TBS Internal Services working group, lead by the TBS Chief Information Officer Branch. This working group is working towards further defining and developing the Profile of Government of Canada Internal Services and related definitions and performance indicators. At the same time, DFO will continue to work internally toward reporting according to the new structure. In this RPP, however, information on internal services is presented below in terms of DFO's 2007-2008 PAA.
In DFO, Program Enablers represent approximately 17.4% of total employees and 19.7% of financial resources; this activity is delivered through six sub-activities.
Executive Direction plans to achieve improved management practices, policies and internal control systems in DFO through the audits, evaluations and follow-up audits carried out according to the Annual Audit and Evaluation Workplan. In particular, Executive Direction:
Program Enabler | Expected Results |
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Strategic Policy | |
Provides strategic advice, services and policies to ensure the sustainable development and safe use of Canada's oceans and aquatic resources
Provides strategic advice and co-ordination for the legislative and regulatory priorities of DFO |
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Communications | |
Works with program and policy leads across the Department to guide communications activities that support the goals and priorities of the Department and are consistent with the Government of Canada Communications Policy |
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Legal Services | |
Provides legal services and counsel to the Department in support of policy development, program implementation, legislative and regulatory drafting, regulatory prosecutions and civil litigation
Designs and implements programs, reports and materials that enhance legal awareness |
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Human Resources | |
Delivers policy and procedural advice, services and training to managers and employees on organization and classification, human resource planning, succession planning, learning and career development, performance management, staffing and recruitment, employment equity and diversity, official languages, labour relations, compensation, human resource management systems, awards and recognition, and management trainee/career assignment programs |
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Corporate Services | |
Provides support to the Department's core areas of corporate review, finance and administration; real property management, safety and security; environment; and information management and technology services |
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The financial and human resources for each sub-activity of the 2007-2008 PAA are shown below.
Financial Resources (millions of dollars) | 2008-2009 | 2009-2010 | 2010-2011 |
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Executive Direction | 49.4 | 49.7 | 49.9 |
Strategic Policy | 24.0 | 23.8 | 23.6 |
Communications | 9.7 | 9.7 | 9.7 |
Legal Services | 5.4 | 5.4 | 5.4 |
Human Resources | 27.7 | 26.0 | 25.9 |
Corporate Services | 225.5 | 211.6 | 198.5 |
Total | 341.8 | 326.2 | 312.9 |
Human Resources (number of FTEs) | 2008-2009 | 2009-2010 | 2010-2011 |
Executive Direction | 229 | 229 | 229 |
Strategic Policy | 231 | 231 | 231 |
Communications | 95 | 95 | 95 |
Legal Services | 24 | 24 | 24 |
Human Resources | 337 | 290 | 288 |
Corporate Services | 909 | 1,008 | 1,009 |
Total | 1,826 | 1,877 | 1,876 |
Note: Because of rounding, figures may not add to the totals shown.
DFO will update its system to present information on Internal Services in the 2009-2010 RPP in terms of its 2009-2010 PAA. Furthermore, DFO, through its Internal Services, will continue to follow the government direction and work with central agencies on the renewal of the government policy suite, particularly with respect to Corporate Administrative Shared Services - DFO is one of five potential early adopting departments- the Chief Financial Officer model, and audited financial statements.
Region | Name | Telephone |
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Newfoundland and Labrador | Jan Woodford | (709) 772-7622 |
Maritimes | Kathleen Kieley | (902) 426-3550 |
Gulf | Terrance Boucher | (506) 851-7757 |
Quebec | Caroline Hilt | (418) 648-7316 |
Central and Arctic | Lawrence Swift | (519) 383-1830 |
Pacific | Terry Davis | (604) 666-3855 |
Headquarters | Anne Lamar | (613) 990-0219 |
CCG | Canadian Coast Guard |
CCGA | Canadian Coast Guard Auxiliary |
CEAA | Canadian Environmental Assessment Act |
CHS | Canadian Hydrographic Service |
COE | Centres of Expertise |
DFO | Fisheries and Oceans Canada |
DGPS | Differential Global Positioning System |
DMC | Departmental Management Committee |
EBM | Ecosystem Based Management |
EPMP | Environmental Process Modernization Plan |
FTE | Full-time Equivalent |
HA | Harbour Authority |
HMP | Habitat Management Program |
IFMP | Integrated Fisheries Management Plan |
IM | Information Management |
IPY | International Polar Year |
ISP | IT Sustainability Project |
ITIL | Information Technology Infrastructure Library |
IUU | Illegal, Unreported and Unregulated |
LOMA | Large Ocean Management Area |
LORAN | Long Range Aids to Navigation |
MAF | Management Accountability Framework |
MCTS | Marine Communications and Traffic Services |
MPA | Marine Protected Area |
NAFO | Northwest Atlantic Fisheries Organization |
NAVAREAS | Navigational Areas |
OGD | Other Government Departments |
PAA | Program Activity Architecture |
PSMA | Public Service Modernization Act |
RCMP | Royal Canadian Mounted Police |
RDG | Regional Director General |
RFMO | Regional Fisheries Management Organization |
RPP | Report on Plans and Priorities |
SARA | Species at Risk Act |
SCH | Small Craft Harbours |
SDS | Sustainable Development Strategy |
SEP | Salmon Enhancement Program |
TBS | Treasury Board Secretariat |
UNCLOS | United Nations Convention on the Law of the Sea |
[1] | The Species at Risk Secretariat has recently been relocated to the Oceans and Habitat Sector. Work toward integrating the three directorates is ongoing and will be finalized by the end of this fiscal year. |
[2] | Development proposals, referrals, are submitted to the Program for review of their impact on fish and fish habitat and confirmation of their compliance with the habitat protection provisions of the Fisheries Act. |