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2011-12
Report on Plans and Priorities



Fisheries and Oceans Canada





Supplementary Information (Tables)





Table of Contents




Details of Transfer Payment Programs (TPP)


Pacific Integrated Commercial Fisheries Initiative

Strategic Outcome Economically Prosperous Maritime Sectors and Fisheries
Program Activity Aboriginal Strategies and Governance
Start date July 2007
End date March 31, 2012
Description On July 16, 2007, the Minister of Fisheries and Oceans announced the Pacific Integrated Commercial Fisheries Initiative (PICFI), which is designed to support increased First Nations participation in integrated commercial fisheries, where all commercial harvesters fish under common and transparent rules, a higher standard of accountability for all resource users, and strengthened collaboration and cooperation amongst all fishery interests.

PICFI is a $175 million, 5-year initiative, developed to support the implementation of much needed reforms which includes the following four distinct yet integrated elements:
  • Increased First Nation Participation in Integrated Commercial Fisheries, BC-wide, in advance of treaties, through the Voluntary relinquishment of Commercial Licenses and quota to support First Nations self-sufficiency through economic development, build a foundation for future treaties and bring First Nations more fully into integrated management processes;
  • First Nation Capacity Building to support the development of First Nations commercial fisheries enterprises so that the commercial fishery access provided is effectively utilized and managed;
  • Fisheries Accountability Measures to support enhanced fisheries monitoring, catch reporting, greater enforcement and enable the development of a traceability system all fishery participants are confident that integrated management plans are being respected and that the fisheries resource is being managed in a sustainable manner; and
  • New Pacific Co-Management Models to establish new mechanisms for increasing the collaboration of resource users in commercial fisheries decision-making to facilitate joint problem-solving among interested groups and better achieve sustainable resource management approaches that meet conservation goals.
Expected results
  • Increased integration of Aboriginal peoples in the commercial fishing industry.
  • Increased participation and benefits for First Nations in integrated commercial fisheries and related areas in advance of treaty;
  • Establishment of First Nation owned and operated Commercial Fisheries Enterprises (CFE) operating with sound governance practices and structures;
    New models of co-management supporting strengthened cooperation and collaboration amongst users, particularly around salmon; and
  • Higher standard of reporting and monitoring, and strengthened enforcement levels.
Link to 3-year Transfer Payment Program Plan http://www.dfo-mpo.gc.ca/reports-rapports/tpp-ppt/tpp-ppt2011-eng.htm

($ millions) Forecast
Spending
2010-11		 Planned
Spending
2011–12		 Planned
Spending
2012–13		 Planned
Spending
2013–14
Total grants — — — —
Total contributions 35.5 33.0 — —
Total other types of transfer payments — — — —
Total Transfer payments 35.5 33.0 — —

Aboriginal Fisheries Strategy

Strategic Outcome Economically Prosperous Maritime Sectors and Fisheries
Program Activity Aboriginal Strategies and Governance
Start date 1992
End date Ongoing
Description Launched in 1992, the Aboriginal Fisheries Strategy (AFS) provides for negotiated arrangements with Aboriginal groups around the harvesting, use and management of Aboriginal food, social and ceremonial (FSC) fisheries and, where applicable, communal commercial fisheries.
In 1994, DFO introduced a commercial access component to the AFS, the Allocation Transfer Program (ATP). The DFO introduced a commercial access component to the ATP facilitates the voluntary retirement of commercial fishing licences and the issuance of communal licences to eligible Aboriginal groups in a manner that does not add to the existing effort on the resource.
Provisions of negotiated fisheries agreements under the AFS may include:
  • a harvest allocation to the Aboriginal group for FSC purposes;
  • terms and conditions pertaining to communal fishing licences;
  • enforcement provisions, including the training and engagement of Aboriginal Fisheries Guardians;
  • arrangements for the co-management and stewardship of fisheries resources and their supporting habitats, including the restoration and protection of species at risk;
  • co-management projects for the improvement of the management of fisheries generally, such as scientific research,  stock assessment, fish enhancement and habitat management; and
  • communal commercial fishing arrangements including the transfer of vessels and gear as well as support for fisheries-related economic opportunities (e.g., demonstration fishery projects,  aquaculture development, business planning support, etc.).
Where Agreements pertaining to the FSC Fisheries cannot be concluded between DFO and an Aboriginal group, DFO will issue to the group a communal fishing licence that establishes the terms and conditions of its FSC fishery. The AFS is applicable where DFO manages the fishery and where a fisheries management regime has not already been established under a land claims settlement.
Expected results
  • Increased integration of Aboriginal peoples in the commercial fishing industry.
  • Increased participation of Aboriginal groups in fisheries co-management activities.
  • Increased and more effective participation of Aboriginal groups in DFO/multi-stakeholder aquatic resource and oceans management structures and processes.
  • More collaborative relations among DFO, Aboriginal groups and non-Aboriginal resource users.
Link to 3-year Transfer Payment Program Plan http://www.dfo-mpo.gc.ca/reports-rapports/tpp-ppt/tpp-ppt2011-eng.htm

($ millions) Forecast
Spending
2010-11		 Planned
Spending
2011–12		 Planned
Spending
2012–13		 Planned
Spending
2013–14
Total grants — — — —
Total contributions 35.7 31.7 31.7 31.7
Total other types of transfer payments — — — —
Total Transfer payments 35.7 31.7 31.7 31.7

Atlantic Lobster Sustainability Measures

Strategic Outcome Economically Prosperous Maritime Sectors and Fisheries
Program Activity Integrated Fisheries Resource Management
Start date September 2009
End date March 31, 2014
Description This is one of two programs to support restructuring of Canada’s Atlantic Lobster Fishery. The Atlantic Lobster Sustainability Measures (ALSM) will provide support for the development and implementation of lobster sustainability plans which will help the fishery to make changes that will enhance its economic prosperity (through self-rationalization) and long-term sustainability (through mandatory and possible, additional conservation measures).
ALSM is a five-year, $50M initiative with an overall goal to support the implementation of sustainability plans within Lobster Fishing Areas by providing funding to supplement and help leverage other sources of funds obtained by harvesters, such as provincial programs, financial institutions, etc. The outcomes of sustainability plans will help achieve the conservation measures necessary for a sustainable future and enable and provide incentive for the long-term structural change needed within the lobster fishery. This structural change, through rationalization, is necessary to improve the economic viability across the sector and help ensure long term sustainability. An economically viable sector will, in turn, be more willing to invest in strengthened conservation measures.  In addition, when self-rationalization is on a significant scale, it may provide conservation benefits as well as economic benefits.
Expected results
  • elements of sustainability plans pertaining to the enhancement of Lobster Fishing Area organization governance structures are in place;
  • elements of sustainability plans pertaining to lobster conservation and stewardship are in place;
  • elements of sustainability plans pertaining to productivity enhancement are in place; and
  • elements of sustainability plans pertaining to restructuring and rationalization are in place
Link to 3-year Transfer Payment Program Plan http://www.dfo-mpo.gc.ca/reports-rapports/tpp-ppt/tpp-ppt2011-eng.htm

($ millions) Forecast
Spending
2010-11		 Planned
Spending
2011–12		 Planned
Spending
2012–13		 Planned
Spending
2013–14
Total grants — — — —
Total contributions 14.3 20.7 7.8 4.8
Total other types of transfer payments — — — —
Total Transfer payments 14.3 20.7 7.8 4.8

Aboriginal Aquatic Resource and Oceans Management

Strategic Outcome Economically Prosperous Maritime Sectors and Fisheries
Program Activity Aboriginal Strategies and Governance
Start date 2005-06
End date Ongoing
Description Launched in October 2004, the Aboriginal Aquatic Resource and Oceans Management (AAROM) Program provides for Capacity Building and Collaborative Management initiatives that supports the involvement of Aboriginal groups, working together, to obtain access to technical, scientific and administrative expertise in order to facilitate their participation in multi-stakeholder and other decision-making processes used to manage aquatic resources and ocean spaces.

Aboriginal groups transition from Capacity Building into Collaborative Management.
Provisions of Contribution Agreements under AAROM may include:
  • establishing AAROM collaborative management structures or AAROM bodies;
  • accessing skilled professional, administrative and technical expertise from within the Aboriginal community or other external sources but excluding public office holders;
  • participating in aquatic resource and oceans management planning – through development of resource and oceans management plans and coordination of community input into the development of plans;
  • developing or providing input into the development of models, structures and processes to guide the interactions of external bodies and agencies with the respective Aboriginal group;
  • planning and holding consultation sessions with member communities on AAROM-related issues;
  • participating in various government technical committees and other multi-stakeholder fora;
  • developing, implementing and monitoring AAROM capacity building strategies;
  • developing enforcement capacity including Aboriginal Fishery Officers and upgrading the skills of Aboriginal Guardians;
  • collaborating in scientific research efforts related to aquatic resource and oceans management;
  • participating in and providing input to various aquatic and oceans resource policy and management processes;
  • undertaking scientific research activities to support appropriate watershed / ecosystem-based management efforts, including the collection and gathering of Aboriginal Traditional Knowledge (ATK);
  • conducting community outreach, stewardship and awareness activities;
  • conducting liaison activities with other relevant/interested parties;
  • developing protocols on ATK – dealing with new and innovative approaches to collect, analyze and integrate this information into environmental and habitat assessments and management practices;
  • ongoing program planning, administration and reporting activities of the AAROM Collaborative Management body; and
  • negotiations and implementation of related AAROM agreements (and associated protocols) for which DFO is a signatory.
AAROM is applicable in areas where DFO manages the fishery, and where land claim agreements addressing those matters covered under AAROM are not in place. Where the Aboriginal group has signed a comprehensive land claims agreement, and one or more of the matters covered by the AAROM Program are not dealt with in the agreement, the group would be eligible to apply for support in those matters not covered.
Expected results

34 AAROM Agreements (23 Collaborative Management and 11 Capacity Building) with Aboriginal organizations involving approximately 330 member communities. These agreements allow Aboriginal groups to:

  • work together in relation to a watershed or ecosystem;
  • build capacity in aquatic resource and oceans co-management areas including aqua-culture; 
  • establish aquatic resource and oceans management bodies – or “aggregate bodies”;
  • obtain access to skilled personnel and related support which allows them to participate more effectively in decision-making and advisory processes; and
  • obtain access to commercial fishery opportunities (including vessels and gear); and
  • build fisheries catch monitoring and enforcement capacity.
Link to 3-year Transfer Payment Program Plan http://www.dfo-mpo.gc.ca/reports-rapports/tpp-ppt/tpp-ppt2011-eng.htm

($ millions) Forecast
Spending
2010-11		 Planned
Spending
2011–12		 Planned
Spending
2012–13		 Planned
Spending
2013–14
Total grants — — — —
Total contributions 14.3 16.6 14.9 14.9
Total other types of transfer payments — — — —
Total Transfer payments 14.3 16.6 14.9 14.9


Atlantic Integrated Commercial Fisheries Initiative

Strategic Outcome Economically Prosperous Maritime Sectors and Fisheries
Program Activity Aboriginal Strategies and Governance
Start date 2007-08
End date 2011-12
Description The long-term goal of the Atlantic Integrated Commercial Fisheries Initiative (AICFI) is to continue to create positive conditions towards concluding longer-term INAC -led arrangements for Mi'kmaq and Maliseet First Nations (MMFN). The immediate goals are to assist MMFNs to:
  • Enhance capacity in governance and management of MMFN commercial fishing enterprises;
  • Develop effective participation in sustainable, integrated commercial fisheries with a greater role in fisheries management; and
  • Help diversify existing fishing enterprises to support the full realization of economic potential of existing fishing licences.

AICFI has been developed to proceed along two separate paths of deployment. The first is through individual MMFNs where the individual First Nations can apply for funding for components of the initiative provided they have completed the prerequisite planning as per component requirements. This will allow First Nations the ability to personalize their development to their own needs and development schedule.

The second path of deployment is through associated aggregate bodies which may apply for funding to proceed with the development of the Commercial Fishing Enterprise (CFE) Business Development Unit as well as co-management and various training and mentoring projects. Aggregate bodies will develop expertise that can be shared with individual First Nations which will provide smaller First Nations a larger voice within the commercial fishery as well as provide a higher value for dollar on mentoring and training sessions.
Expected results AICFI has developed an RMAF/RBAF which sets the performance measurement and risk management strategy to assist DFO management in the delivery of the program. The following results are expected for the participating MMFNs:
  • Sound (transparent and accountable) CFE governance structures;
  • Sound business management processes for CFE management and operation;
  • A Fisheries Coordinator mentored in areas of expertise required to meet the commercial fisheries business management needs of the community;
  • Fishing skills acquired through at sea mentoring or in-class training;
  • Fisheries Management System in place for interested, eligible MMFNs;
  • Greater involvement by MMFNs in fisheries co-management; and
  • Increased ability by MMFNs to optimize existing access and achieve CFE profitability and sustainability.
Link to 3-year Transfer Payment Program Plan http://www.dfo-mpo.gc.ca/reports-rapports/tpp-ppt/tpp-ppt2011-eng.htm

($ millions) Forecast
Spending
2010-11		 Planned
Spending
2011–12		 Planned
Spending
2012–13		 Planned
Spending
2013–14
Total grants — — — —
Total contributions 11.6 11.3 — —
Total other types of transfer payments — — — —
Total Transfer payments 11.6 11.3 — —

Canadian Coast Guard Auxiliary

Strategic Outcome Safe and Secure Waters
Program Activity Search and Rescue Services
Start date April 1, 2008
End date March 31, 2013
Description To permit the Canadian Coast Guard Auxiliary (CCGA) Associations to carry out authorized activities related to maritime Search and Rescue Operations, Search and Rescue Prevention and other safety related activities.
Expected results As per the integrated Results-Based Management and Accountability Framework and the Risk-Based Audit Framework for CCGA, the continuation of the Auxiliary program will directly result in reduced loss of life, reduced loss and/or damage to property, reduced number and severity of Maritime Search and Rescue incidents. The ultimate outcome is safe and secure Canadian waterways.
Link to 3-year Transfer Payment Program Plan http://www.dfo-mpo.gc.ca/reports-rapports/tpp-ppt/tpp-ppt2011-eng.htm

($ millions) Forecast
Spending
2010-11		 Planned
Spending
2011–12		 Planned
Spending
2012–13		 Planned
Spending
2013–14
Total grants — — — —
Total contributions 4.9 4.9 4.9 4.9
Total other types of transfer payments — — — —
Total Transfer payments 4.9 4.9 4.9 4.9



Up-Front Multi-Year Funding


Pacific Salmon Foundation

Strategic Outcome Economically Prosperous Maritime Sectors and Fisheries
Program Activity Integrated Fisheries Resource Management
Start date September 1997
End date None
Description The Pacific Salmon Endowment Fund, supported by a $30 million federal endowment from Fisheries and Oceans Canada in 1999, and managed by a non profit organization (Pacific Salmon Foundation), uses interest income proceeds from the fund to undertake specific plans and activities to support salmon. The mission of the Pacific Salmon Endowment Fund is to: conserve and rebuild Pacific salmon populations through strategic and focused efforts where people and resources are mobilized to work together to achieve common goals.
Summary of Annual Plans of Recipient http://www.psf.ca
Link to Recipient's Website http://www.psf.ca

Total Funding Forecast Funding 2010-11 Planned Funding 2011–12 Planned Funding 2012–13 Planned Funding 2013–14
32.1 2.2 1.0 1.0 1.0

Atlantic Salmon Conservation Foundation

Strategic Outcome Economically Prosperous Maritime Sectors and Fisheries
Program Activity Integrated Fisheries Resource Management
Start date January 2007
End date None
Description The Atlantic Salmon Endowment Fund is a one time conditional grant that will be invested in order to provide long-term funding for the operation of the Atlantic Salmon Conservation Foundation (ASCF). The ASCF will invest the funds and use the income to assist community groups in the restoration, protection and improved conservation of the Atlantic salmon resource in Atlantic Canada and Quebec. This will promote projects in research, conservation, habitat restoration and enhancement for the attainment of healthy and sustainable wild Atlantic salmon stocks and the projects the ASCF funds.
Summary of Annual Plans of Recipient http://www.ascf-fcsa.ca/
Link to Recipient's Website http://www.ascf-fcsa.ca/

Total Funding Forecast Funding 2010-11 Planned Funding 2011-12 Planned Funding 2012-13 Planned Funding 2013–14
30.0 — — — —



Greening Government Operations (GGO)

Overview

The GGO supplementary table applies to departments and agencies bound by the Federal Sustainable Development Act, the Policy on Green Procurement, or the Policy Framework for Offsetting Greenhouse Gas Emissions from Major International Events.

Please note:

  • RPP refers to Reports on Plans and Priorities and represents planned / expected results.
  • DPR refers to Departmental Performance Reports and represents actual results.

Green Building Targets


8.1 As of April 1, 2012, and pursuant to departmental strategic frameworks, new construction and build-to-lease projects, and major renovation projects, will achieve an industry-recognized level of high environmental performance.
Performance Measure RPP DPR
Target Status  
Number of completed new construction, build-to-lease and major renovation projects in the given fiscal year, as per departmental strategic framework. (Optional in 2011–12) N/A  
Number of completed new construction, build-to-lease and major renovation projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework. (Optional in 2011–12) N/A  
Existence of strategic framework. (Optional in RPP 2011–12) N/A  

Strategies / Comments

  1. In 2011-12, Fisheries and Oceans Canada (DFO) will finalize the development of the strategic framework for green buildings.  Implementation of the strategic framework will begin in 2012-13.


8.2 As of April 1, 2012, and pursuant to departmental strategic frameworks, existing crown buildings over 1000m2 will be assessed for environmental performance using an industry-recognized assessment tool.
Performance Measure RPP DPR
Target Status  
Number of buildings over 1000m2, as per departmental strategic framework. (Optional in 2011–12) N/A  
Percentage of buildings over 1000m2 that have been assessed using an industry-recognized assessment tool, as per departmental strategic framework. (Optional in 2011–12) N/A  
Existence of strategic framework. (Optional in RPP 2011–12) N/A  

Strategies / Comments

  1. In 2011-12, DFO will finalize the development of the strategic framework for green buildings. Implementation of the strategic framework will begin in 2012-13.


8.3 As of April 1, 2012, and pursuant to departmental strategic frameworks, new lease or lease renewal projects over 1000m2, where the Crown is the major lessee, will be assessed for environmental performance using an industry-recognized assessment tool.
Performance Measure RPP DPR
Target Status  
Number of completed lease and lease renewal projects over 1000m2 in the given fiscal year, as per departmental strategic framework. (Optional in 2011–12) N/A  
Number of completed lease and lease renewal projects over 1000m2 that were assessed using an industry-recognized assessment tool in the given fiscal year, as per departmental strategic framework. (Optional in 2011–12) N/A  
Existence of strategic framework. (Optional in RPP 2011–12) N/A  

Strategies / Comments

  1. In 2011-12, DFO will finalize the development of the strategic framework for green buildings. Implementation of the strategic framework will begin in 2012-13.


8.4 As of April 1, 2012, and pursuant to departmental strategic frameworks, fit-up and refit projects will achieve an industry-recognized level of high environmental performance.
Performance Measure RPP DPR
Target Status  
Number of completed fit-up and refit projects in the given fiscal year, as per departmental strategic framework. (Optional in 2011–12) N/A  
Number of completed fit-up and refit projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework. (Optional in 2011–12) N/A  
Existence of strategic framework. (Optional in RPP 2011–12) N/A  

Strategies / Comments

  1. In 2011-12, DFO will finalize the development of the strategic framework for green buildings.  Implementation of the strategic framework will begin in 2012-13.

Greenhouse Gas Emissions Target


8.5 The federal government will take action now to reduce levels of greenhouse gas emissions from its operations to match the national target of 17% below 2005 by 2020.
Performance Measure RPP DPR
Target Status  
Departmental GHG reduction target: Percentage of absolute reduction in GHG emissions by 2020–21, relative to 2005–06. 11%  
Departmental GHG emissions in 2005–06, in kilotonnes of CO2 equivalent. 39.4  
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent. 2011–12 38.0  
2012–13    
2013–14    
2014–15    
2015–16    
2016–17    
2017–18    
2018–19    
2019–20    
2020–21    
Percent change in departmental GHG emissions from 2005–06 to the end of the given fiscal year. 2011–12 3.5% reduction  
2012–13    
2013–14    
2014–15    
2015–16    
2016–17    
2017–18    
2018–19    
2019–20    
2020–21    

Strategies / Comments

  1. DFO monitors and reports GHG emissions on 70% of owned floor space and the entire motor vehicle inventory. The quantification of emissions for the remainder of the floor space is impracticable due to the effort involved in obtaining complete and accurate data. DFO owns many small structures located in remote areas, such as lighthouses, search and rescue stations and sites with seasonal operations.

  2. GHG emissions from Canadian Coast Guard vessels and aircraft are monitored and reported; however, these emissions are not part of the GHG reduction target for national safety and security reasons.

  3. DFO has developed an Implementation Plan to determine actions for reducing GHG emissions in order to achieve the target.

  4. DFO has engaged the services of a consultant to assist with the drafting of a departmental plan to reduce GHG emissions from its vehicle fleet.

Surplus Electronic and Electrical Equipment Target


8.6 By March 31, 2014, each department will reuse or recycle all surplus electronic and electrical equipment (EEE) in an environmentally sound and secure manner.
Performance Measure RPP DPR
Target Status  
Existence of implementation plan for the disposal of all departmentally-generated EEE. (Optional in RPP 2011–12) N/A  
Total number of departmental locations with EEE implementation plan fully implemented, expressed as a percentage of all locations, by the end of the given fiscal year. 2011–12 85%  
2012–13    
2013–14    

Strategies / Comments

  1. DFO defines locations as regions and will be reporting on this target by region (seven regions).

  2. By March 31, 2012, DFO will develop an implementation plan for the disposal of all departmentally-generated EEE.

  3. DFO will be using provincial run disposal service where available or PWGSC Standing Offers in locations where provincial services are not available.

  4. Currently DFO uses provincial run services in five provinces and PWGSC in four other provinces.

Printing Unit Reduction Target


8.7 By March 31, 2013, each department will achieve an 8:1 average ratio of office employees to printing units. Departments will apply target where building occupancy levels, security considerations, and space configuration allow.
Performance Measure RPP DPR
Target Status  
Ratio of departmental office employees to printing units in 2010–11, where building occupancy levels, security considerations and space configuration allow. (Optional) N/A for 2010-11  
Ratio of departmental office employees to printing units at the end of the given fiscal year, where building occupancy levels, security considerations and space configuration allow. 2011–12 3:1  
2012–13    
2013–14    

Strategies / Comments

  1. For this target, DFO has defined printing unit as: (e.g., desktop printers, networked printers, multifunctional devices, faxes, photocopiers, etc.)

  2. Scope: Exclusions will include:

    1. printers dedicated to specialized printing for specific laboratory and/or field equipment;

    2. printers that are onboard Canadian Coast Guard and DFO vessels;

    3. printers that have been identified for applications specific tasks such as issuing of fishing licenses or those that have been identified for Duty to Accommodate.

    4. Printers that are dedicated to printing Classified documents

      During 2011-12, additional exclusions may be added.
  3. Tracking methodologies for printing units: DFO will use the data from its internal tracking system to determine network connected print devices. All newly purchased and replaced network print devices will be captured in DFO's asset management system to determine the ratio of its new print devices to employees.

  4. During 2011-12, DFO will define tracking methodologies for office employees.

  5. DFO will continue to use its Green IT Print Guideline document to review new and replacement requests for print devices.

  6. In order to achieve targets, all DFO Sectors and Regional organizations will need to take pro-active measures to consciously reduce printer utilization. Senior Management will be asked to support targeted reductions of printing devices.

  7. DFO will strengthen and communicate acquisition guidelines for print devices.

Paper Consumption Target


8.8 By March 31, 2014, each department will reduce internal paper consumption per office employee by 20%. Each department will establish a baseline between 2005–2006 and 2011–2012, and applicable scope.
Performance Measure RPP DPR
Target Status  
Number of sheets of internal office paper purchased or consumed per office employee in the baseline year selected, as per departmental scope. (Optional in RPP 2011–12) N/A*  
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected. (Optional in RPP 2011–12) 2011–12 N/A  
2012–13    
2013–14    

Strategies / Comments

  1. *In 2011-12, DFO will develop and/or finalize a baseline, scope, and tracking methodologies for this target.

  2. DFO put in place a line object in its ABACUS financial system to track the purchases of paper, as per the definition, starting April 1, 2010.
  3. DFO will develop a policy on the procurement of paper to include the reduction of paper use.

  4. This target is closely tied to the FSDS). FSDS target 8.7 "Achieving the Printing Unit Reduction". With the use of features such as double-sided printing and the increased use of Multi-Functional Printing devices and the reduction of printers in workspaces, paper consumption will be reduced.

  5. DFO will continue to roll out its EKME file/records management system, in order to encourage employee to save records electronically.

  6. A communication plan and strategy will be developed for 2011-12 and will include communiqués and fact sheets. The plan will sensitize employees on the importance of reducing paper consumption and the Department's Green Plan.

Green Meetings Target


8.9 By March 31, 2012, each department will adopt a guide for greening meetings.
Performance Measure RPP DPR
Target Status  
Presence of a green meeting guide. (Optional in RPP 2011–12) No, expected completion date March 2012  

Strategies / Comments

  1. In 2011-12, Fisheries and Oceans Canada will finish drafting and adopt a green meeting guide.

  2. Adoption of the green meeting guide will include approval from senior management, dissemination to employees, publishing on internal websites, etc.

Green Procurement Targets

8.10 As of April 1, 2011, each department will establish at least 3 SMART green procurement targets to reduce environmental impacts.


Paper Purchases:

A. By March 31, 2012, 95% of copy paper purchases will contain a minimum of 30% recycled content and have forest management certification or EcoLogom or equivalent certification.

B. By March 31, 2013, 10% of copy paper purchases will contain a minimum of 50% recycled content and have forest management certification or EcoLogom or equivalent certification.
Performance Measure RPP DPR
Target Status  

A. Percentage of paper purchases that contain a minimum of 30% recycled content and has forest management certification or EcoLogo or equivalent certification.

B. Percentage of paper purchases that contain a minimum of 50% recycled content and has forest management certification or EcoLogo or equivalent certification.

N/A

 

N/A

  
Progress against measure in the given fiscal year. A. 95% in 2011-12

B. 10% in 2012 -13		  

Strategies / Comments

  1. DFO has ensured that this target meets SMART criteria requirements, including: Specific, Measurable, Achievable, Relevant and Time-Bound.

  2. Exclusions include paper used by the Canadian Hydrographic Services for printing maps and paper supplies used with laboratory equipment, chart plotters and any other specified equipment. Target is restricted to paper used in office machines, i.e.: photocopiers/printers.

  3. DFO has assigned a line object in its ABACUS financial system, to be used to track/monitor the purchase of paper used for printing and photocopying.

  4. Isolated locations where local suppliers can not provide recycled paper at or above 30% will be exempted.


Information Technology (IT) Hardware:

As of April 1, 2011 the life cycle of office computers (i.e. desktops and laptops only) will be extended, with the replacement period being scheduled for the fifth year of service.
Performance Measure RPP DPR
Target Status  
Using 2010-11 as a baseline, 500 fewer desktops per year will be replaced annually.* N/A  
Progress against measure in the given fiscal year. 500 fewer desktops purchased  

Strategies / Comments

  1. DFO has ensured that this target meets SMART criteria requirements, including: Specific, Measurable, Achievable, Relevant and Time-Bound.

  2. * 2010-11 baseline will need to be defined early in 2011-12.

  3. DFO will use the data from its Axios Assyst Assets System to determine the ratio of its new office computers to employees.

  4. It is expected that a five year replacement period will:

    1. Result in a decrease in departmental E-Waste and a reduction of operating expenses.
    2. Reduce average spend on office computers per office employee.
  5. Exclusions include computers that must be compatible with laboratory and/or field equipment, or the computers on board CCG and DFO vessels.


Greening the procurement of stationary and office supplies:  

By March 31, 2013, DFO will increase the value of goods and services purchased though “Green” consolidated procurement instruments.
Performance Measure RPP DPR
Target Status  
Dollar value of goods & services purchased though “Green” consolidated procurement instruments in baseline fiscal year. N/A*  
Progress against measure in the given fiscal year. N/A*  

Strategies / Comments

  1. DFO has ensured that this target meets SMART criteria requirements, including: Specific, Measurable, Achievable, Relevant and Time-Bound.

  2. *In 2011-12, DFO will identify a baseline year and final tracking methodologies for this target.

  3. By March 31, 2012, DFO will incorporate into its departmental automated financial and procurement system a means for identifying “green” consolidated procurement instruments.

  4. In 2011-12, DFO will develop a communication strategy and tools and begin roll-out of the tools.

  5. By March 31, 2012, 70% of procurement specialists who procure goods and services will have been informed on how to identify environmentally preferable goods and/or services.


8.11 As of April 1, 2011, each department will establish SMART targets for training, employee performance evaluations, and management processes and controls, as they pertain to procurement decision-making.


Training for select employees:

Green Procurement training for the employees engaged in procurement activities in DFO:

By March 31, 2014, 95% of materiel managers and procurement personnel and 50% of acquisition cardholders will have taken a recognized training course on green procurement offered by the Canada School of Public Service, or any other federal government department.
Performance Measure RPP DPR
Target Status  

Percentage of materiel managers and procurement personnel who have been trained.

Percentage of acquisition cardholders who have green procurement training.

N/A

N/A

  
Progress against measure in the given fiscal year. N/A  

Strategies / Comments

  1. DFO has ensured that this target meets SMART criteria requirements, including: Specific, Measurable, Achievable, Relevant and Time-Bound.

  2. By March 31, 2012, the training course on green procurement offered by the Canada School of Public Service, or any other federal government department, will be mandatory for all new acquisition cardholders. (Within 60 days of receiving the card).

  3. All procurement specialists (PGs) and materiel managers in DFO will complete the mandatory training required within 1 year of their start date in the procurement area.

  4. DFO Policy on Acquisition Cards will be amended to include mandatory training on Green Procurement.


Employee performance evaluations for managers and functional heads of procurement and materiel management:

By March 31, 2012, all managers and functional specialists engaged in procurement and materiel management will have environmental consideration clauses incorporated into their performance evaluations.
Performance Measure RPP DPR
Target Status  
Number of performance evaluations of identified positions that have environmental consideration clauses relative to the total of identified positions. N/A  
Progress against measure in the given fiscal year. 100%  

Strategies / Comments

  1. DFO has ensured that this target meets SMART criteria requirements, including: Specific, Measurable, Achievable, Relevant and Time-Bound.

  2. Update current instructions to managers for the preparation of yearly employee evaluations.

  3. These instructions will include recommended environmental clauses and methodology for including / excluding managers and functional specialists from the requirement.

  4. DFO will set up a reporting process to track the inclusions of environmental considerations in performance evaluations.


Management processes and controls:

By March 31, 2014, a minimum of 3 departmental procurement and materiel management policies, guidelines and/or standards will be amended to include mandatory green practices and purchasing where relevant.
Performance Measure RPP DPR
Target Status  
Number of updates to departmental procurement and materiel management policies, guidelines and/or standards. N/A  
Progress against measure in the given fiscal year. N/A  

Strategies / Comments

  1. DFO has ensured that this target meets SMART criteria requirements, including: Specific, Measurable, Achievable, Relevant and Time-Bound.

  2. In 2011-12, DFO will develop a work plan and identify departmental procurement and materiel management policies, guidelines and/or standards.

  3. In 2011-12, DFO will commence a review and begin updating policies, guidelines and standards.


Notes:



Horizontal Initiatives


Health of the Oceans

Lead department Fisheries and Oceans Canada
Strategic Outcome Sustainable Aquatic Ecosystems
Program Activity Integrated Oceans Management
Start date April 1, 2007
End date March 31, 2012
Description 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 — Fisheries and Oceans Canada (DFO), Transport Canada, Environment Canada, Parks Canada and Indian and Northern Affairs Canada — to improve the health of the ocean environment. For its part, DFO will receive $23.2 million to support its protection and conservation work. Key DFO initiatives include establishing six new Marine Protected Areas (MPA) under the Oceans Act, advancing a national MPA network, conducting scientific research to support designation of the new MPAs, 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 co-ordinates the entire Health of the Oceans Initiative, including bi-annual performance monitoring, the preparation of summary annual reports and preparation for a final summative evaluation. A program evaluation is projected to be completed in 2011-12.
Shared outcomes
  • Four 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 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
Governance structure This initiative is subject to interdepartmental governance through the Assistant Deputy Ministers Interdepartmental Committee on Oceans, supported by a shadow Directors General Committee. This governance structure reviews the initiatives on a regular basis including review and approval of annual reports to Ministers on the progress of this initiative.
Planning Highlights The Oceans Directorate at DFO monitors the HOTO initiative biannually and develops tools and processes to capture and report performance information. The monitoring and reporting process assesses progress against work plans and thus provides an opportunity for adaptive functions during the projects life cycle. The collaborative governance structure contributes to facilitated information access and exchange and leads to better informed decisions relating to program planning and management. An annual performance summary is prepared for submission to TBS.

Federal Partner / Program Activity Name of Program for Federal Partner Total Allocation (from Start to End Date) Planned Spending 2011–12 Expected Results for 2011-12
Fisheries and Oceans
Integrated Oceans Management Federal Marine Protected Areas Strategy Implementation in DFO 1250.0 250.0 Advance the creation of a Federal Network of Marine Protected Areas that contributes to the health of Canada’s oceans, established and managed within an integrated oceans management framework.
Development of a Federal-Provincial-Territorial MPA Network 2,500.0 400.0 Significant progress in planning and advancement of a National (federal-provincial-territorial) Marine Protected Area Network in Canada’s three oceans.
Arctic Council – Ecosystem Projects 1,000.0 200.0 The Arctic Council Ecosystem Projects will result in:
  • a State of the Arctic Basin Report and use of common ecosystem monitoring strategies in shared and boundary waters;
  • Canada’s participation in expert workshops and major conferences on ecosystem approach for advancing EBM concepts and approaches, promoting Canada’s leadership in EBM applied to the Arctic, and sharing information and practices with other circumpolar countries, including US;
  • articles on EBM in Canada’s Arctic published in expert journals or workshop proceedings;
  • a suite of indicators for monitoring and assessing ecosystem status and trends, socio-economic aspects and governance structures in place in the Arctic; and,
  • the Arctic Council’s Report on Best Practices in Ecosystem-based Oceans Management in the Arctic (key product of the 2009 Ministerial Meeting).
Oceans Centres of Expertise (Coastal, Corals, Data Integration, TEK) 3,000.0 600.0 Establishment of four centres of expertise. Development and implementation of common tools and approaches in the five LOMAs to protect deep sea corals and sponge reefs, incorporate traditional knowledge, develop information management and exchange standards and accelerate progress in addressing coastal management issues
Collaboration with World Wildlife Fund (WWF) 213.0 42.6 Greater contribution by environmental non-governmental organizations to the Health of the Oceans.
Gulf of Maine (at DFO) 750.0 120.0 This initiative builds on the existing successful trans-boundary collaboration and management of Groundfish stocks through the Canada-United States Steering Committee, and the excellent cooperation between states and provinces through the Gulf of Maine Council. Based on DFO’s national standard, a literature review and project work plan for a joint Canada-United States Bay of Fundy/Gulf of Maine Ecosystem Overview and Assessment Report was developed as part of the 2005 Oceans Action Plan.
Marine Protected Areas Establishment 5,250.0 787.5 Six new MPAs will be designated within the existing Large Ocean Management Areas and a national monitoring and reporting system will be implemented for all Oceans Act MPAs.
Ecosystem Science Support and Advice on Health of the Oceans 5,500.0 1,100.0 Science advice on Marine Protected Areas and on priority sector-specific impacts and mitigation.
Habitat Management Integrated Management and Canadian Environmental Assessment Act Assessment Tools Linkages 1,450.0 225.0 Processes and tools developed to support integrated oceans management and promote Health of the Oceans bridged with Canadian Environmental Assessment Act project-specific environmental assessment and strategic environmental assessment to address ecosystem-level cumulative impacts.
Environmental Response Services Spill Capacity and Emergency Response Strategy 2,260.0 0 Canada’s spill response capacity in the Arctic assessed, and equipment and systems to respond to the unique risks prepared.
Environment Canada
Biodiversity and Corporate services Federal Marine Protected Areas Strategy – Implementation in EC 1,250.0 250.0 Advance the creation of a Federal Network of Marine Protected Areas that contributes to the health of Canada’s oceans, established and managed within an integrated oceans management framework.
Marine Wildlife Areas Establishment 2,000.0 179.0 Both the National Wildlife Area at Sable Island and Marine Wildlife Area at Scott Islands will be ready for designation, and a contribution will have been made to the Federal Marine Protected Area Network building process.
Improved knowledge and information on weather and environmental conditions influence decision making and corporate services Sable Island Weather Station 4,000.0 800.0

1)  The risk of loss of life or property due to weather events is reduced for mariners, Canadian citizens and the international community, by producing more accurate weather forecasts and warnings using data from the Sable Island Weather Station.
2)  The understanding of upper atmospheric conditions and the flow of airborne pollutants and greenhouse gases is improved, by enabling scientific research through the continued existence of the Sable Island Weather Station infrastructure.
3)  The unique and fragile ecosystem of Sable Island is conserved by protecting it from human degradation.
Canadians adopt approaches that ensure the sustainable use and management of natural capital and working landscapes and corporate services Gulf of Maine (at EC) 751.0 120.0 Increased support for the Gulf of Maine Council and implementation of the joint Canada-US five-year action plan that includes implementation of regional strategies for adaptation to climate change, indicators development, education and engagement and joint monitoring for toxic contaminants in the trans-boundary ecosystem.
Parks Canada Agency
Heritage Places Establishment Federal Marine Protected Area Strategy Implementation in Parks Canada 1,250.0 167.0 Advance the creation of a Federal Network of Marine Protected Areas that contributes to the health of Canada’s oceans, established and managed within an integrated oceans management framework.
National Marine Conservation Area in Lancaster Sound 5,000.0 1,000.0 Achieve a full understanding of the feasibility of establishing a National Marine Conservation Area in Lancaster Sound with the support of Inuit, Nunavut and key sectoral stakeholders, leading to the conservation of a significant representative component of Canada’s marine environment and a clear demonstration of Arctic sovereignty in the Northwest Passage.
Transport Canada
Transportation Safety and Security and Internal Services Enforcement of Ballast Water Regulations 4,500.0 966.5 Enforcement of regulations that minimize the risk of harmful aquatic organisms and pathogens from being introduced through ship ballast water to waters under Canadian jurisdiction.
Pollution Prevention - Surveillance 13,000.0 3,181.6 Enforcement of Canada’s pollution prevention regulations in the Pacific, Arctic, East Coast Waters, the Gulf of St. Lawrence and the St. Lawrence Estuary.
Pollution Prevention – Dash 7 Outfitting 5,000.0 0 Enforcement of Canada’s pollution prevention regulations in the Pacific, Arctic, East Coast Waters, the Gulf of St. Lawrence and the St. Lawrence Estuary.   Modernization of the current Dash 7 surveillance aircraft to a standard equal to the Dash 8 surveillance aircraft dedicated for use on the East and West Coast.
Arctic International Marine Shipping Assessment 550.0 0 An assessment of projected shipping activities and the associated environmental, social and economic impacts and risks as reduced sea ice may lead to increased marine transport in the Arctic.
Pollution Prevention – Ship Waste Reduction Strategy 800.0 200.0 Adequate reception facilities for wastes; appropriate legislation and standards
Indian and Northern Affairs Canada
Northern land Resources Arctic Marine Shipping Assessment/ Protection of the Arctic Marine Environment from land-based sources of pollution 175.0 0 The series of reports will lead to:  an expanded arctic regional programme of action on land-based sources of pollution; a greater understanding of Aboriginal Arctic marine resource use; and a greater understanding of the social, economic and environmental impacts from changing shipping patterns on northern and aboriginal communities.
TOTAL   61,449.0 10,590.0  

Contact information
Harvey Brodkin
Fisheries and Oceans Canada
200 Kent Street
Ottawa, Ontario
K1A 0E6
Telephone: (613) 990-6692
Email: Harvey.Brodkin@dfo-mpo.gc.ca



Upcoming Internal Audits and Evaluations over the next three fiscal years

Internal Audits over the next three fiscal years

The following table lists all planned audits for the reporting period 2011-12 that pertain to the Department's work.

Name of Internal Audit Internal Audit Type Status Expected
Completion Date
2011-12
Aquaculture Management Assurance Audit In progress 2011-12
Fleet Operational Readiness Assurance Audit In progress 2011-12
Accounts Verification Assurance Audit In progress 2011-12
Real Property Assurance Audit In progress 2011-12
Coast Guard College Assurance Audit Planned 2011-12
Life-Cycle Asset Management Services Assurance Audit Planned 2011-12
Small Craft Harbours Assurance Audit Planned 2011-12
Information Management Assurance Audit Planned 2011-12
Integrated Oceans Management Assurance Audit Planned 2011-12
The Aboriginal Policy and Governance (APG) Organization Assurance Audit Planned 2011-12
Inventory Management Assurance Audit Planned 2011-12
Species at Risk Management (all aspects) Assurance Audit Planned 2011-12
Aids to Navigation Assurance Audit Planned 2011-12
Legal Risk Governance Assurance Audit Planned 2011-12
2012-13
Search and Rescue (SAR) Services Assurance Audit Planned 2012-13
Diversity Employment Equity, Planning and Recruitment Strategy Assurance Audit Planned 2012-13
Travel and Hospitality Assurance Audit Planned 2012-13
Pacific Salmon Treaty Program Assurance Audit Planned 2012-13
Support for Marine Security Assurance Audit Planned 2012-13
Learning Assurance Audit Planned 2012-13
Aquatic Invasive Species Assurance Audit Planned 2012-13
Atlantic Lobster Sustainability Measures Assurance Audit Planned 2012-13
Federal Contaminated Sites Action Plan Assurance Audit Planned 2012-13
2013-14
The Departmental Audit Committee will approve the 2013-14 audit plan in March 2011.

Evaluations over the next three fiscal years

The following table lists all planned evaluations for the reporting period 2011-12 that pertain to the Department's work.

Name of Evaluation Program Type Status Expected
Completion Date
Planned Evaluations 2011-12
Species at Risk Management (led by EC) Policy In progress 2011-12
Vancouver 2010 Olympic and Paralympic Games (led by PCH) Direct Program Spending In progress 2011-12
Vancouver 2010 Olympic and Paralympic Games - Games Security & Public Safety (led by RCMP) Direct Program Spending In progress 2011-12
Aboriginal Inland Habitat Program Transfer Payment Program In progress 2011-12
Genomics R&D Initiative (led by NRC) Direct Program Spending In Progress 2011-12
Canada’s Submission to the Commission on the limits of the Continental Shelf (CLCS) under the United Nations Convention on the Law of the Sea (UNCLOS) (led by DFAIT) Policy Planned 2011-12
Commercial and Recreational Fisheries Direct Program Spending Planned 2011-12
Atlantic Salmon Endowment Fund Transfer Payment Program Planned 2011-12
Fraser Basin Initiative and Pacific Salmon Endowment Fund Transfer Payment Program Planned 2011-12
Federal Contaminated Sites Action Plan (Interdepartmental led by Environment Canada) Direct Program Spending Planned 2011-12
Integrated Oceans Management: Marine Conservation Tools and Ecosystem Assessments, as well as an Interdepartmental evaluation of Health of the Oceans (led by DFO) Direct Program Spending In Progress 2011-12
Search & Rescue Services: Search & Rescue Coordination and Response and Canadian Coast Guard Auxiliary Direct Program Spending/Transfer Payment Program Planned 2011-12
Marine Communications & Traffic Services Direct Program Spending Planned 2011-12
Canadian Coast Guard College Direct Program Spending Planned 2011-12
Asset Management Services: Real Property, Material, Acquisition Internal Services Planned 2011-12
Planned Evaluations 2012-13
Small Craft Harbours including Pangnirtung Small Craft Harbour Direct Program Spending Planned 2012-13
Atlantic Integrated Commercial Fisheries Initiative Transfer Payment Program Planned 2012-13
Pacific Integrated Commercial Fisheries Initiative Transfer Payment Program Planned 2012-13
Aboriginal Funds for Species at Risk Direct Program Spending Planned 2012-13
Tsawwassen First Nation Agreement Transfer Payment Program Planned 2012-13
Aquaculture Regulatory Reform; Aquaculture Certification and Sustainability Reporting Direct Program Spending Planned 2012-13
Aquaculture Environmental and Biological Science Program, Aquaculture Collaborative Research & Development Program, and Program for Aquaculture Regulatory Research Direct Program Spending Planned 2012-13
Aquaculture Innovation and Market Access Program Transfer Payment Program Planned 2012-13
Habitat Management Direct Program Spending Planned 2012-13
Hydrographic Products and Services and Oceans Forecasting Direct Program Spending Planned 2012-13
Maritime Security Operation Centre - Great Lakes (Implementation Evaluation, led by RCMP) Direct Program Spending Planned 2012-13
Maritime Security Operation Centre - Coastal (Led by DND) Direct Program Spending Planned 2012-13
Human Resource Management Internal Services Planned 2012-13
Planned Evaluations 2013-14
Atlantic Lobster Sustainability Measures Program Transfer Payment Program Planned 2013-14
Aboriginal Fisheries Strategy Transfer Payment Program Planned 2013-14
Aboriginal Aquatic Resource & Oceans Management Transfer Payment Program Planned 2013-14
Academic Research Contribution Program Transfer Payment Program Planned 2013-14
Fleet Operational Capability; Fleet Maintenance; Fleet Procurement Direct Program Spending Planned 2013-14

DFO’s Evaluation Plan can be accessed electronically at http://www.dfo-mpo.gc.ca/ae-ve/evaluations-eng.htm.



Sources of Respendable and Non-Respendable Revenue


Sources of Revenue

($ millions)
  Forecast
Revenue
2010-11		 Planned
Revenue
2011–12		 Planned
Revenue
2012–13		 Planned
Revenue
2013–14
Total Respendable Revenue 49.1 48.1 48.1 48.1
Total Non-Respendable Revenue 43.4 44.3 43.6 43.1
Total Revenue 92.5 92.4 91.7 91.2
Note: For respendable revenues, planned revenue refers to revenue targets, whereas for non-respendable revenues it reflects the forecast of revenues for the year in question. Because of rounding, figures may not add to the totals shown.

Respendable Revenue

($ millions)
Program Activity /
Respendable Revenue		 Forecast
Revenue
2010-11		 Planned
Revenue
2011–12		 Planned
Revenue
2012–13		 Planned
Revenue
2013–14
Aids to Navigation
Marine Navigation Services Fees 4.7 4.7 4.7 4.7
Employee Deductions for Employee Housing 0.0 0.1 0.1 0.1
Canadian Coast Guard College
Canadian Coast Guard College 1.7 1.7 1.7 1.7
Fleet Operational Readiness
Marine Navigation Services Fees 12.7 12.7 12.7 12.7
Icebreaking Services Fees 9.3 9.3 9.3 9.3
Icebreaking Services
Icebreaking Services Fees 2.4 2.4 2.4 2.4
Marine Communication and Traffic Services
Coast Guard Radio Tolls 0.1 0.1 0.1 0.1
Shore-based Asset Readiness
Marine Navigation Services Fees 10.3 10.4 10.4 10.4
Icebreaking Services Fees 2.1 2.1 2.1 2.1
Waterways Management
Maintenance Dredging Services Tonnage Fees in the St. Lawrence Shipping Channel 5.8 4.6 4.6 4.6
Total Respendable Revenue 49.1 48.1 48.1 48.1
Note: Planned revenue refers to revenue targets. Because of rounding, figures may not add to the totals shown.

Non-Respendable Revenue

($ millions)
Program Activity / Non-Respendable Revenue Forecast
Revenue
2010-11		 Planned
Revenue
2011–12		 Planned
Revenue
2012–13		 Planned
Revenue
2013–14
Integrated Fisheries Resource Management
Commercial Licences 32.9 32.5 32.3 32.1
Sportfish Licences 4.3 5.7 5.3 5.2
Conservation Stamps 1.0 1.4 1.4 1.2
Small Craft Harbours
Small Craft Harbours Revenue 1.7 1.3 1.3 1.3
Hydrographic Products and Services
Sale of Charts and Publications 1.4 1.4 1.4 1.4
Technology Transfer Licences 1.6 1.3 1.3 1.3
Fisheries Strategies and Governance
Technology Transfer Licences 0.2 0.1 0.1 0.1
Aids to Navigation
Aids to Navigation Services in the Deep Water Channel between Montreal and Lake Erie 0.2 0.2 0.2 0.2
Marine Communications and Traffic Services
Miscellaneous 0.1 0.2 0.2 0.2
Shore-based Asset Readiness
Rental of Land, Buildings and Equipment 0.0 0.2 0.2 0.2
Total Non-Respendable Revenue 43.4 44.3 43.6 43.1
Note: Planned revenue are the forecast of revenues for the year in question. Because of rounding, figures may not add to the totals shown.

Status Report on Major Crown Projects

Mid-Shore Patrol Vessels

Description

The Mid-Shore Patrol Vessels (MSPV) project will acquire up to 9 Mid-Shore Patrol Vessels for the Canadian Coast Guard (CCG) Fleet - five of the nine MSPV will be used primarily to support the Conservation and Protection Program in the Maritimes, Quebec and Pacific Regions. The other four vessels will be used in a joint program with the Royal Canadian Mounted Police (RCMP) to enhance maritime security along the Great Lakes – St. Lawrence Seaway system. This project serves two purposes:

  • Fleet Renewal - the acquisition of Conservation and Protecction patrol vessels represents the first step in modernization of the CCG fleet and will ensure the integrity of the fishery monitoring program and will provide the capacity for DFO to support the strategic role in fisheries enforcement; and
  • Maritime Security - the acquisition of MSPV for Maritime Security will allow CCG, in conjunction with the RCMP, to respond to the Government's commitment to enhance the security of the nation's coasts and waterways.
Project Phase The MSPV Project is currently in the Construction phase.
Lead Department Canadian Coast Guard, Fisheries and Oceans Canada
Contracting Authority Public Works and Government Services Canada
Participating Departments Industry Canada; RCMP; Treasury Board Secretariat; Privy Council Office; Indian and Northern Affairs Canada; Atlantic Canada Opportunities Agency; Western Economic Diversification Canada; Canadian Economic Development; Finance Canada; Public Safety Canada; Department of National Defence.
Prime Contractor

Irving Shipbuilding Inc.
P.O. Box 9110, 3099 Barrington Street
Halifax, Nova Scotia
B3K 5M7
Operating as: Halifax Shipyard
Major Sub-Contractor(s) International Contract Engineering, Damen, Lloyd’s Register, MTU.
Project Outcomes

The MSPV project supports the Vessel Procurement and Fleet Renewal objectives of the Canadian Coast Guard.

Project Outcomes are the measurable results expected at the end of the project and contribute to the Fleet Operational Readiness Program Activity in the DFO Program Activity Architecture.
Progress Report and Explanations of Variance

All 2009-10 objectives for the MSPV project were achieved.

In August 2009, a contract was awarded to Irving Shipbuilding Inc. for the procurement of 9 MSPV. Construction of the first vessel began in September 2010 and delivery is expected in Fall 2011.
Industrial Benefits Canadian industry will benefit from this project. The Request for Proposal (RFP) requires overall industrial benefits equal to 100% of contract value. Regional allocation of industrial benefits is monitored by Industry Canada.

Major Milestones Date
Preliminary Project Approval August 2005
Effective Project Approval June 2006
1st Request for Proposal (RFP) (cancelled) July 2007
Amended Effective Project Approval – to include 4 additional vessels identified in Budget 2007 December 2007
2nd RFP issued (cancelled) August 2008
3rd RFP issued March 2009
Contract Awarded August 2009
First Vessel Delivery Fall 2011
Delivery of final MSPV Summer 2013

($ millions)
Current Estimated
Total Expenditure		 Forecast Expenditures
to March 31, 2010		 Planned Spending
2010-11		 Future Years'
Requirements
227.0 57.0 85.1 84.9

Offshore Fisheries Science Vessels

Description

The Offshore Fisheries Science Vessels (OFSV) project will acquire three OFSV for the Canadian Coast Guard (CCG) Fleet. The OFSV will replace four aging Coast Guard ships on the east and west coasts of Canada that provide a platform from which critical scientific research and ecosystem-based management can be performed.
Project Phase The OFSV Project is currently in the design phase.
Lead Department or Agency Canadian Coast Guard, Fisheries and Oceans Canada
Contracting Authority Public Works and Government Services Canada
Participating Departments or Agencies Industry Canada; Treasury Board Secretariat; Privy Council Office; Indian and Northern Affairs Canada; Atlantic Canada Opportunities Agency; Western Economic Diversification Canada; Canadian Economic Development; Finance Canada.
Prime Contractor

To be determined
Major Sub-Contractor(s) Design Contractor: STX Canada Marine Inc.
Project Outcomes

The OFSV project supports the Vessel Procurement and Fleet Renewal objectives of the Canadian Coast Guard.

Project Outcomes are the measurable results expected at the end of the project and contribute to the Fleet Operational Readiness Activity in the DFO Program Activity Architecture.
Progress Report and Explanations of Variance

During 2009-10, the concept design work was finalized and the associated Design Instructions and Guidance were developed. An RFP for design was issued in March 2010 and the design contract was awarded in October 2010.

The Preliminary Project Approval was amended in September 2010, to extend the design phase, and separate the design contract from the eventual construction contract. This approach was adopted to increase project management efficiencies within the approved funding envelope and account for the implementation of the National Shipbuilding Procurement Strategy under which the OOSV will be constructed. Project milestones have been revised and the vessel is expected to be delivered by 2014.
Industrial Benefits Canadian industry will benefit from this project. Regional distribution will be determined at contract award.

Major Milestones Date
Preliminary Project Approval October 2005
Amended Preliminary Project Approval November 2006
2nd Amended Preliminary Project Approval – to include 4 additional vessels identified in Budget 2007 June 2009
Issue RFP for Design Spring 2010
3rd Amended Preliminary Project Approval – to award contract September 2010
Issue Design Contract October 2010
Commence Process to obtain Effective Project Approval and Authority to Contract Fall 2011
Construction Contract Award Winter 2012
First Vessel Delivery April 2014
Delivery of final OFSV Winter 2015

($ millions)
Current Estimated
Total Expenditure		 Forecast Expenditures
to March 31, 2010		 Planned Spending
2010-11		 Future Years'
Requirements
244.0 7.4 5.2 231.4

Offshore Oceanographic Science Vessel

Description

The Offshore Oceanographic Science Vessel (OOSV) project will acquire a replacement vessel for the Canadian Coast Guard's largest science vessel - CCGS Hudson. This vessel was built in 1963 and its replacement is critical to fulfilment of the Department's science mandate as well as mandates of other government departments and agencies. The vessel currently operates on the east coast of Canada.
Project Phase The OOSV Project is currently in the design phase.
Lead Department or Agency Canadian Coast Guard, Fisheries and Oceans Canada
Contracting Authority Public Works and Government Services Canada
Participating Departments or Agencies Industry Canada; Environment Canada; Natural Resources Canada; Treasury Board Secretariat; Privy Council Office; Indian and Northern Affairs Canada; Atlantic Canada Opportunities Agency; Western Economic Diversification Canada; Canadian Economic Development; Finance Canada.
Prime Contractor

To be determined
Major Sub-Contractor(s) Design Contractor: STX Canada Marine Inc.
Project Outcomes

The OOSV project supports the Vessel Procurement and Fleet Renewal Objectives of the Canadian Coast Guard.

Project Outcomes are the measurable results expected at the end of the project and contribute to the Fleet Operational Readiness Program Activity in the DFO Program Activity Architecture.
Progress Report and Explanations of Variance

During 2009-10, the concept design work was finalized and the Work Scope definition and the associated Design Instructions and Guidance were developed. An RFP for design was issued in April 2010 and the design Contract was awarded in October 2010.

The Preliminary Project Approval was amended in September 2010, to extend the design phase, and separate the design contract from the eventual construction contract. This approach was adopted to increase project management efficiencies within the approved funding envelope and account for the implementation of the National Shipbuilding Procurement Strategy under which the OOSV will be constructed. Project milestones have been revised and the vessel is expected to be delivered by 2015.
Industrial Benefits Canadian industry will benefit from this project.  Regional distribution will be determined at contract award.

Major Milestones Date
Preliminary Project Approval July 2008
1st Amended Preliminary Project Approval June 2009
Issue RFP for design Spring 2010
2nd Amended Preliminary Project Approval – to award contract September 2010
Issue Design Contract October 2010
Commence process to obtain Effective Project Approval and Authority to Contract Fall 2011
Construction Contract Award Spring 2012
Delivery of OOSV June 2014

($ millions)
Current Estimated
Total Expenditure		 Forecast Expenditures
to March 31, 2010		 Planned Spending
2010-11		 Future Years'
Requirements
144.4 5.1 4.1 135.2

Polar Icebreaker Project

Description

The new Polar Icebreaker is expected to be delivered in time for the decommissioning of  the CCGS Louis S. St-Laurent. This new polar icebreaker will help strengthen Canada's Arctic sovereignty and will be able to operate in the Arctic in more severe weather conditions and for a longer period of time - 3 seasons instead of the current 2 seasons.
Project Phase The Polar Icebreaker Project is currently in the definition phase.
Lead Department or Agency Canadian Coast Guard, Fisheries and Oceans Canada
Contracting Authority Public Works and Government Services Canada
Participating Departments or Agencies Industry Canada; Treasury Board Secretariat; Privy Council Office; Indian and Northern Affairs Canada; Atlantic Canada Opportunities Agency; Western Economic Diversification Canada; Canadian Economic Development; Finance Canada; Environment Canada; National Defence.
Prime Contractor

To be determined
Major Sub-Contractor(s) n/a at this time
Project Outcomes

The Polar project supports the Vessel Procurement and Fleet Renewal Objectives of the Canadian Coast Guard.

Project Outcomes are the measurable results expected at the end of the project and contribute to the Fleet Operational Readiness Program Activity in the DFO Program Activity Architecture.
Progress Report and Explanations of Variance

In-house conceptual design work in preparation for detailed design work to follow has commenced and is ongoing throughout 2010-11. An RFP for the design portion of the project will be released in Spring 2011 with the winning bidder to be announced in Summer 2011. The detailed design work by the winning design company will commence in 2011 to be delivered in 2013.
Industrial Benefits Canadian industry will benefit from this project. Regional distribution will be determined at contract award.

Major Milestones Date
Approbation définitive de projet June 2009
Design Contract Awards Target Date 2011
Effective Project Approval – Target Date 2013
Contract Award (Construction) 2013
Delivery of Polar Icebreaker 2017

($ millions)
Current Estimated
Total Expenditure		 Forecast Expenditures
to March 31, 2010		 Planned Spending
2010-11		 Future Years'
Requirements
800.0 15.8 9.5 774.7


Summary of Capital Spending by Program Activity


($ millions)
Program Activity Forecast
Spending
2010-11		 Planned
Spending
2011–12		 Planned
Spending
2012–13		 Planned
Spending
2013–14
Fisheries Strategies and Governance 2.0 2.0 2.0 2.0
Integrated Fisheries Resource Management 0.3 0.3 0.3 0.3
Small Craft Harbours 97.5 32.8 30.0 30.0
Compliance and Enforcement 1.0 1.0 1.0 1.0
Fleet Operational Readiness 230.1 188.8 165.7 106.3
Shore-Based Asset Readiness 38.6 47.1 48.5 38.0
Asset Management Services 71.2 48.5 48.5 48.5
Resource Management Services 10.5 7.6 7.6 7.6
Marine Communication and Traffic Services 5.4 0.0 2.0 0.8
Total 456.5 328.1 305.7 234.2
Note: Because of rounding, figures may not add to the totals shown.