ARCHIVED - Fisheries and Oceans Canada

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Performance Analysis

• In 2007-2008, the Canadian Coast Guard issued its first integrated and comprehensive business plan. This was a response to issues raised in the Auditor General's 2007 Report, CCG's 2006 internal A-Base review and the 2006 Public Service Employee Survey (PSES). The 2007-2010 Business Plan focused on taking an incremental approach to addressing issues under five key priorities:
  1. Strengthening CCG as a client-focused national agency;
  2. Support for Canada's maritime security agenda;
  3. Fleet renewal;
  4. Continued implementation of modernization initiatives; and
  5. Effective management of our workforce and workplace.
• The Coast Guard made solid progress on most of the commitments identified in its business plan for 2007-2008. Highlights from 2007-2008 include: consultation with clients and stakeholders on levels of service and marine services fees, the dedication of a memorial to Coast Guard employees who died in the line of duty, progress on the procurement processes for new vessels, the completion of a strategic human resources plan and standard regional organizations, development of a performance measurement framework and the completion of the review of the management of vessel maintenance.
• On the international front, CCG, on behalf of the Government of Canada, led multidepartmental teams to meetings of the North Pacific Coast Guard Forum and the North Atlantic Coast Guard Forum, organizations that work to ensure safety and security through improved multilateral information sharing. CCG continued to strengthen its bilateral relationship with the United States through participation in the annual Canada-US Contingency Plan, joint Search and Rescue and Environmental Response exercises.
• Coast Guard continued to play an important role in the Government of Canada's Northern Strategy, providing icebreaker support to scientific activities related to Canada's interests in the International Polar Year and in the mapping of the seabed and extended continental shelf to support the Canadian claim before the United Nations Convention on the Law of the Sea.

Lessons Learned

• The majority of the deliverables that were not completed by year-end were typically either close to completion or were delayed by unanticipated factors, including those beyond CCG control. Details of results for 2007-2008 are provided on DFO's website in the section of the Departmental Priorities called Coast Guard Rejuvenation. Full details are available in CCG's 2007-2010 Business Plan.

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Performance Analysis

• As of March 31, 2007, Small Craft Harbours (SCH) was responsible for maintaining 987 fishing harbours and 182 recreational harbours. Together, these harbours include almost 6,000 structures valued at approximately $3 billion. All recreational harbours (182) are targeted for divestiture, as are 192 low-activity and derelict fishing harbours. To date, 663 recreational harbours and 308 fishing harbours have been divested.
• To place the Program on a sustainable footing and to respond to the evolving needs of industry clients, DFO has conducted a comprehensive study of how the Program currently operates and what changes are needed to improve operations. This high-level review of the Program delivery model resulted in:
  • A new approach to allocating human resources based on workload drivers and special regional needs;
  • Optimization of project delivery costs by creating additional in-house technical/engineering capacity;
  • Program improvements in the areas of support to Harbour Authorities and the management of recreational harbours;
  • Awareness of the need to strengthen regional corporate services and headquarters organization; and
  • The development of a consistent organizational structure that can be used by all regions.
• Highlights:
  • Approximately 90% of commercial fish harvesters use SCH facilities.
  • The landed value of fish at SCH facilities is approximately $2 billion.
  • SCH facilities are often the only visible federal presence in some remote communities or the only public access to waterways.
  • Since its inception, the Harbour Authority model has become the cornerstone of service delivery for SCH harbours.
  • Harbour Authorities make significant contributions to Canadian communities:
    • There are over 5,000 volunteers nationwide.
    • Revenues estimated at an annual $23.4 million are reinvested in harbour operation and maintenance.
    • The volunteer effort approximates 135,000 hours a year nationally, which equals the work of nearly 70 full-time people.
    • Harbour Authorities engage approximately 125 full-time staff.

Lessons Learned

• Small Craft Harbours faces a number of challenges in delivering its program, including:
  • An insufficient base budget to maintain the overall condition of all SCH harbours, including core commercial fishing harbours;
  • Congestion at some harbours because of the increasing need to accommodate new commercial fish harvesters and aquaculturists, coupled with changing fishing patterns, more transient fish harvesters and larger vessels; and
  • Fatigue and turnover among HA volunteers and local representatives, increasing user demands and pressures to accommodate more users with larger boats.

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Performance Analysis

• The Canadian Hydrographic Service (CHS) continues to produce paper nautical charts, publications, and information brochures, while shifting toward a digital hydrographic data management and integration role. In recent years, the annual number of paper products distributed has declined because of the increasing popularity of digital chart products; however, in 2007-2008, the number of paper products distributed increased slightly from the previous year (2006-2007 = 222,400).
• In addition to its longstanding portfolio of products and services, in 2007-2008 DFO assumed full responsibility for the production, marketing, sales and distribution of digital charts and data, including the licensing of value-added resellers and dealers. During this year of transition, CHS has continued to adjust its business and distribution models to reflect these new responsibilities. In keeping with previous years, CHS met 76% of its published Levels of Service targets; however, the addition of these new responsibilities challenged the organization's capacity to improve on its previous performance with regard to published Levels of Service.
• The ratification of the United Nations Convention on the Law of the Sea in 2003 requires Canada to submit evidence within ten years to the United Nations Commission for the Limits of the Continental Shelf in support of its territorial claim to the continental shelf beyond the current 200-mile Exclusive Economic Zone (EEZ). CHS is responsible for undertaking bathymetric surveys in the Atlantic and the Arctic Oceans as part of Canada's evidence. The Pacific Ocean has no shelf that can be claimed. If successful, the claim will add an area equal to that covered by the three prairie provinces. Although Canada has until 2013 to submit the claim, the adverse weather conditions in the Arctic, shortness of the field season, and the size of area to be surveyed present a challenge. As a result of the increased costs associated with data acquisition in the Arctic, the Department has obtained additional resources that will enable completion of the planned Arctic Ocean surveys within the required timeframe.
• An essential element of the Science Program's Renewal is to ensure the Program develops, recruits and maintains a highly skilled scientific workforce. Currently 36% of the Science Program's employees are 50 years of age and over. Increased demand for skilled persons in some scientific domains such as geographic information systems, marine biology, and computer science has created an increasingly competitive labour market. In the light of these challenges, a National Human Resources Strategy has been developed to ensure the Science Program is well positioned for the future. The overarching vision of the Strategy is to develop and maintain a highly skilled workforce focused on scientific excellence within a scientific culture that is in tune with DFO and government-wide priorities, working on multidisciplinary ecosystem science and effectively collaborating with partners.

Lessons Learned

• The increased demand for digital chart products is expected to continue.
• Variables associated with adverse weather conditions, shortness of the field season and cost make it extremely challenging to plan effectively when working in Canada's Arctic.

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Performance Analysis

• The performance indicators for fisheries management were refined following the publication of the 2007-2008 Report on Plans and Priorities. The new performance indicators are available in DFO's 2008-2009 Report on Plans and Priorities.

Lessons Learned

• Feedback from the pilot run resulted in a revised Checklist, which was distributed in July 2008. Checklists for over 190 fisheries are sought for 2008, and these are due to be completed by December, with the information flowing from them available in early 2009.

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Performance Analysis

• Budget 2008 announced new funding of $70 million over the five years of the New Aquaculture Program Initiative. The Department continues to work toward implementation of each of the four new program elements, but since resources were not received during the reporting period, specific results are unavailable at this time.

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Performance Analysis

• The Department's Science Program continued to make significant progress in the third year of its renewal agenda. Renewal of the Program was initiated in 2005-2006 as a result of the increased demand for knowledge associated with emerging and increasingly complex science-based issues involving a variety of ocean industries, above and beyond the Science Program's traditional clientele. In response to this challenge, the Program has been progressively implementing a broader ecosystem-based scientific approach to its work — an interdisciplinary approach that delivers a more complete understanding of the diversity, population dynamics, habitat and implications for development, and ultimately provides for more comprehensive information that reflects the diverse demand for knowledge by the expanded client base as well as the traditional client base. Under this approach, traditional clientele such as Fisheries Management will continue to receive advice on the status of the fisheries resource, but the advice will be within a broader ecosystem-based scientific approach. Given the challenge of supporting numerous separate, although related requirements for scientific advice and Departmental strategic outcomes, the Science Program will continue to implement a renewal strategy based on the needs of an ecosystem-based approach to the integrated management of Canada's oceans and inland waterways.
• An essential element of the Science Program's Renewal is to ensure the Program develops, recruits and maintains a highly skilled scientific workforce. Currently 36% of the Science Program's employees are 50 years of age and over. Increased demand for skilled persons in some scientific domains such as geographic information systems, marine biology, and computer science has created an increasingly competitive labour market. In the light of these challenges, a National Human Resources Strategy has been developed to ensure the Science Program is well positioned for the future. The overarching vision of the Strategy is to develop and maintain a highly skilled workforce focused on scientific excellence within a scientific culture that is in tune with DFO and government-wide priorities, working on multidisciplinary ecosystem science and effectively collaborating with partners.

Lessons Learned

• The Species at Risk Act (SARA) received Royal Assent in 2002 and came into full force in 2004. During the initial years of SARA implementation, DFO's focus was on supporting the assessment and listing of aquatic species. As implementation of the Act has proceeded, the Department's efforts have evolved to include the development of recovery strategies, management plans and action plans. The Department's PAA was revised for 2007-2008 to better reflect this evolution, and it was revised again in 2009-2010 to integrate SARA-related results under the Healthy and Productive Aquatic Ecosystems strategic outcome.

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Performance Analysis

• Because of the relative newness of the integrated oceans management concept, progress has been slower than desired. We will continue to work with provincial and territorial governments, First Nations, industry and stakeholders to build support for integrated oceans management and to build on successful models, such as the work under way on the Eastern Scotian Shelf.
• Some performance indicators were refined following the publication of the 2007-2008 Report on Plans and Priorities. The new performance indicators are available in DFO's 2008-2009 Report on Plans and Priorities.

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Performance Analysis

• The decrease in the number of written formal advice and authorizations provided in 2007-2008 reflects a downward trend in the amount of advice provided and authorizations issued since 2003-2004.
• DFO plans to implement new performance indicators in 2008-2009 to better measure expected results.

Lessons Learned

• In common with most DFO programs, the Habitat Management Program (HMP) faces the risk that there will be insufficient human resources capacity or capability to deliver on its responsibilities efficiently and effectively. The Program's workforce is aging. Staff retention is also a concern, with an estimated 5% of employees leaving their jobs in 2006-2007. HMP continued to create a work environment that encourages lifelong learning, and the workforce has become more representative of the Canadian population, especially as regards women and visible minorities.

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Performance Analysis

• The Department's Science Program continued to make significant progress in the third year of its renewal agenda. Renewal of the Program was initiated in 2005-2006 as a result of the increased demand for knowledge associated with emerging and increasingly complex science-based issues involving a variety of ocean industries, above and beyond the Science Program's traditional clientele. In response to this challenge, the Program has been progressively implementing a broader ecosystem-based scientific approach to its work — an interdisciplinary approach that delivers a more complete understanding of the diversity, population dynamics, habitat and implications for development, and ultimately provides for more comprehensive information that reflects the diverse demand for knowledge by the expanded client base as well as the traditional client base. Under this approach, traditional clientele such as Fisheries Management will continue to receive advice on the status of the fisheries resource, but the advice will be within a broader ecosystem-based scientific approach. Given the challenge of supporting numerous separate, although related requirements for scientific advice and Departmental strategic outcomes, the Science Program will continue to implement a renewal strategy based on the needs of an ecosystem-based approach to the integrated management of Canada's oceans and inland waterways.
• An essential element of the Science Program's Renewal is to ensure the Program develops, recruits and maintains a highly skilled scientific workforce. Currently 36% of the Science Program's employees are 50 years of age and over. Increased demand for skilled persons in some scientific domains such as geographic information systems, marine biology, and computer science has created an increasingly competitive labour market. In the light of these challenges, a National Human Resources Strategy has been developed to ensure the Science Program is well positioned for the future. The overarching vision of the Strategy is to develop and maintain a highly skilled workforce focused on scientific excellence within a scientific culture that is in tune with DFO and government-wide priorities, working on multidisciplinary ecosystem science and effectively collaborating with partners.

Lessons Learned

• DFO recognizes climate change affects many aspects of its activities and that understanding and predicting climate change and its impacts will continue to be an important factor in the integration of climate change considerations in program design and planning.