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Minister's Message

It is my pleasure to present the 2010-11 Departmental Performance Report for Fisheries and Oceans Canada.

Our Department, including the Canadian Coast Guard, which is a Special Operating Agency within Fisheries and Oceans Canada, has again proven to be a leader in the management of oceans and freshwater resources, as well as in the crucial area of marine safety.

We continued to implement Canada's Economic Action Plan, using funding to finance vital fisheries and marine infrastructure, and provide support for coastal communities affected by the economic downturn.

In 2010-11, we focused on several areas to achieve our three strategic outcomes:

• Safe and accessible waterways;
• Sustainable fisheries and aquaculture; and
• Healthy and productive aquatic ecosystems.

Improving the Economic Viability of Canada's Fisheries

Sustainable fisheries and aquaculture make a significant contribution to Canada's economy. An estimated 80,000 Canadians make their living directly from fishing and related activities, and seafood is one of our largest commodity exports. Last year, our sales abroad totalled more than $3.9 billion. Our objective is to ensure Canada remains a world leader in sustainable fish and seafood products.

We continued to work closely with industry stakeholders to help them obtain the certification needed to expand access to markets, maintained our emphasis on conservation and sustainable management of fisheries and the enforcement of regulations, and invested substantially in aquaculture innovation.

Enhancing Marine Safety and Security through Fleet Renewal

The Canadian Coast Guard carries out critical work in support of Canada's commercial fishing industry, maritime transportation, and national sovereignty. This requires a well-equipped and adaptable fleet of vessels. Our Department continued fleet renewal for the Canadian Coast Guard, acquiring 81 new small boats. To support our government's commitment to security and sovereignty under the Northern Strategy, a new polar icebreaker will be delivered in 2017.

Our Department's Canadian Hydrographic Service continued its work surveying Canadian waters and producing and updating hydrographic products and services to ensure safe navigation of Canadian waterways. This work supports national security, emergency preparedness, and the establishment of Canada's offshore boundaries.

We repaired or undertook maintenance projects at more than 200 core fishing harbours and completed the majority of phase one construction work for a small craft harbour in Pangnirtung, Nunavut.

Ensuring Sustainable Development of our Fisheries and Oceans

To help ensure sustainable development of our fisheries and oceans, we continued to focus on habitat management. Our Department is creating new oceans centres of expertise to broaden our knowledge of Canada's waters. We continued to expand our network of Marine Protected Areas and develop strategies to monitor our Arctic boundary waters.

We also continued to support the work of the Commission of Inquiry into the Decline of Sockeye Salmon in the Fraser River to determine what can be done to restore and conserve the stock.

Improving our Effectiveness through Collaboration

We recognize that collaboration is the key to improving our effectiveness as a department.

By working with the provinces and territories, advisory groups, and the public, we will build strong, sustainable fisheries and maritime sectors for future generations.

Section I: Organizational Overview

Raison d’être

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

Safe and Accessible Waterways

• Providing access to Canadian waterways and ensuring the overall safety and integrity of Canada's marine infrastructure for the benefit of all Canadians;

Sustainable Fisheries and Aquaculture

• Delivering an integrated fisheries and aquaculture program that is credible, science-based, affordable, and effective and contributes to sustainable wealth for Canadians while respecting Aboriginal and treaty rights; and

Healthy and Productive Aquatic Ecosystems

• Ensuring the sustainable development and integrated management of resources in or around Canada's aquatic environment and carrying out critical science and fisheries management activities.

Responsibilities

DFO is responsible for developing and implementing policies and programs in support of Canada's scientific, ecological, social, and economic interests in oceans and fresh waters.

DFO is a national and international leader in marine safety and in the management of oceans and freshwater resources. Departmental activities and presence on Canadian waters help to ensure the safe movement of people and goods. As a sustainable development department, DFO integrates environmental, economic and social perspectives to ensure Canada's oceans and freshwater resources benefit this generation and those to come.

The Canadian Coast Guard (CCG), a Special Operating Agency within DFO, is responsible for services and programs that contribute to the safety, security, and accessibility of Canada's waterways. CCG supports other government organizations through the provision of a civilian fleet and a broadly distributed shore-based infrastructure.

The Oceans Act entrusts the Minister with leading integrated oceans management and providing coast guard and hydrographic services, while the Fisheries Act gives the Minister responsibility for the management of fisheries, habitat, and aquaculture. The Species at Risk Act gives the Minister responsibilities associated with the management of aquatic species at risk.

Organization

Fisheries and Oceans Canada is a highly decentralized department, with more than eight of every ten employees located outside national headquarters. National headquarters, in Ottawa, establish national objectives, policies, procedures, and standards for the Department and CCG.

Information about DFO's six regions and the Canadian Coast Guard is available at http://www.dfo-mpo.gc.ca/dpr-rmr/2010-11/toc-tdm-eng.html. A diagram of DFO's organizational structure is available at http://www.dfo-mpo.gc.ca/us-nous/organisation-eng.htm.

Program Activity Architecture (PAA)

The Government of Canada's Management, Resources and Results Structure¹ (MRRS) is the foundation of a common, government-wide approach to the collection, management, and reporting of financial and non-financial information. DFO's Program Activity Architecture (PAA) is a component of its MRRS and shows how DFO's programs align with the Department's three strategic outcomes.

Each program activity is linked to a single Government of Canada Outcome Area (as indicated in the figure that follows), permitting whole-of-government reporting. The Whole-of-Government Framework maps the financial and non-financial contributions of federal organizations receiving appropriations, by aligning their program activities to a set of high-level outcome areas defined for the government as a whole (additional information on the Whole-of-Government Framework is available at http://www.tbs-sct.gc.ca/ppg-cpr/frame-cadre-eng.aspx).

The PAA also includes a stand-alone program activity called Internal Services, defined as the activities and resources that support an organization's program needs and other corporate obligations. For more information on DFO's Internal Services, see Internal Services.

DFO'S Program Activity Architecture for 2010-11

[text version]

Organizational Priorities

DFO focused on a number of priorities in 2010-11. Descriptions and key plans for each of the priorities can be found in the 2010-11 Report on Plans and Priorities.² Key accomplishments are presented below, and an overall performance rating has been assigned to each priority based on the following:

If this percentage of expected performance is achieved…	The performance rating is defined as…	The performance rating is shown graphically as…
More than 100%	Exceeded
100%	Met All
80 to 99%	Mostly Met
60 to 79%	Somewhat Met
Less than 60%	Not Met

Globally Competitive Fisheries Contributing to … • Sustainable Fisheries and Aquaculture	Performance Rating:
	Priority Type3: Ongoing
Key Accomplishments Participated with Indian and Northern Affairs Canada4 in exploratory discussions with First Nations to identify First Nations interests in the fishery. Developed elements of a framework to guide treaty negotiations on Aboriginal fisheries. Finalization of the framework has been delayed at the intergovernmental level to 2012 or 2013. Implemented regulatory changes associated with the aquaculture industry including the introduction of the new federal Pacific Aquaculture Regulations (December 2010). Commenced harmonization between DFO's National Code on Introductions and Transfers and the Canadian Food Inspection Agency's Health of Animals Regulations, and released a public discussion document on fish health treatment. The development of fish health regulations was delayed by inter-departmental negotiation requirements. Facilitated market access for the Canadian fish and seafood industry: 237 export permits were issued from a total of 264 applications; and The Catch Certification Office was established to support the Canadian fish and seafood industry in meeting the technical requirements of the European Union. Approximately 10,851 catch certificates were issued in 2010-11. Implemented numerous elements of the Sustainable Fisheries Framework5 (SFF): All regions have developed plans for the implementation of SFF and have begun to apply stock reference points and other elements of the Precautionary Approach. Additional SFF policies were developed, including the Ecological Risk Analysis Framework for the policy on Managing Fishery Impacts on Sensitive Benthic Areas. As of 2010-11, 42 of 136 major stocks (as identified by the Fisheries Checklist6) have an upper stock reference and a limit reference point defined. Peer-reviewed science advice on an encounter protocol framework for corals and sponges (Sensitive Benthic Areas Policy) and precautionary approach frameworks for Canadian input control fisheries (Precautionary Approach Policy) were produced. Implemented the Atlantic Lobster Sustainability Measures7 program supporting industry efforts to maintain healthy lobster stocks and improve abundance in declining areas. Sustainability plans for 29 of 41 lobster fishing areas have been approved with $34.9 million in funding proposals and a further $10.3 million currently under consideration. Over 90% of sustainability plans and funding proposals submitted to date have been directed at licence and trap retirement. Increased stability, transparency, and predictability in fisheries management: 12 current and seven past Integrated Fisheries Management Plans can now be found on the DFO website8 in both official languages. Fisheries Management decisions are also available on the DFO website9. 78% of major stocks (as identified by the Fisheries Checklist) in Atlantic Canada have stabilized sharing arrangements that are available on the DFO website10.

Health of the Oceans Contributing to … • Healthy and Productive Aquatic Ecosystems	Performance Rating:
	Priority Type: Previously committed to
Key Accomplishments Designated Tarium Niryutait as a Marine Protected Area11 in August 2010. Work continued toward the designation of four additional Areas of Interest as Marine Protected Areas by 2013. Established four Centres of Expertise to provide national guidance on the state of the oceans reporting, traditional ecological knowledge, coastal management, and corals and sponges. Deliverables have been established until the end of 2012, and are currently on track for March 2012. Adopted an Integrated Oceans Management Plan in August 2010 for the Beaufort Sea portion of the Arctic to advance ecosystem-based management. Work continues with other Arctic nations. Delivered equipment packages designed to improve the Canadian Coast Guard's capacity to respond to oil spills in the Arctic.

Fleet Renewal Contributing to … • Safe and Accessible Waterways • Sustainable Fisheries and Aquaculture • Healthy and Productive Aquatic Ecosystems	Performance Rating:
	Priority Type: Ongoing
Key Accomplishments Made progress on the procurement of the following vessels: Nine Mid-Shore Patrol Vessels (delivery is on track for 2013) and one Offshore Oceanographic Science Vessel (delivery delayed from 2013 to 2014); Three Offshore Fishery Science Vessels (delivery is on track for 2014 for two of the three vessels, the third is delayed until 2015); and One Polar Icebreaker (delivery is on track for 2017). Used Economic Action Plan funding to accelerate vessel procurement and conduct vessel life extensions, repairs and refits as follows: Acquired 81 new small boats, including five 47-foot Search and Rescue Motor Lifeboats, 16 replacement Environmental Response Barges, and 60 small craft. Work continues on 14 additional replacement Environmental Response Barges and three In-shore Science Vessels to be delivered in late 2011. Conducted vessel life extensions on five Canadian Coast Guard vessels, extending their service life by 10-15 years. Repaired or refit 35 Canadian Coast Guard vessels, providing for each vessel an added value of reduced life cycle cost, more cost-effective operation, extended serviceable life, and improved vessel reliability and availability to deliver programs. Implemented a 30-year Fleet Renewal Plan for Canadian Coast Guard helicopters and vessels to address developing trends and forecast client requirements.

Economic Action Plan Contributing to … • Safe and Accessible Waterways • Sustainable Fisheries and Aquaculture • Healthy and Productive Aquatic Ecosystems	Performance Rating:
	Priority Type: New
Key Accomplishments Implemented the following Economic Action Plan projects within budget by March 31, 2011: Repaired or undertook maintenance projects at over 200 core fishing harbours. Of the 272 projects, 220 were completed, 38 were nearly completed, and 14 reached the engineering and/or planning stages. Because some costs exceeded original estimates during implementation, the Small Craft Harbours program implemented a mitigation strategy, including scope adjustment and deferral of work to future years. Projects will be completed with funding from the program's regular budget. Completed 80% of Phase 1 construction work for a small craft harbour in Pangnirtung, Nunavut, and awarded the contract for Phase 2. Phase 1 is expected to be complete in early 2011-12, while all construction is expected to be complete by the summer of 2013. The project has experienced delays due to adverse weather and limited transportation to the remote area. Acquired 81 new small boats, including five 47-foot Search and Rescue Motor Lifeboats, 16 replacement Environmental Response Barges, and 60 small craft. Work continues on 14 additional Environmental Response Barges and three In-shore Science Vessels to be delivered in late 2011. Conducted vessel life extensions on five Canadian Coast Guard vessels, extending their service life by 10-15 years. Repaired or refit 35 Canadian Coast Guard vessels, providing for each vessel an added value of reduced life cycle cost, of each vessel, more cost-effective operation, extended serviceable life, and improved vessel reliability and availability to deliver programs. Upgraded 65 federal laboratories in accordance with the provisions of Canada's Economic Action Plan. Assessed 1,296 sites for contamination and performed remediation/risk management activities at 79 sites (this includes activities funded through Canada's Economic Action Plan only; additional work is outlined under Asset Management). Completed environmental assessments in support of the Mackenzie Valley Gas Pipeline in accordance with the Canadian Environmental Assessment Act and Northern Environmental Assessment Programs.

International Leadership Contributing to … • Safe and Accessible Waterways • Sustainable Fisheries and Aquaculture • Healthy and Productive Aquatic Ecosystems	Performance Rating:
	Priority Type: Ongoing
Key Accomplishments Fought illegal, unreported, and unregulated fishing by: Using Canadian Forces long-range patrol and surveillance aircraft in important multinational fisheries enforcement activities in the North Pacific Ocean to protect high seas fish stocks from illegal fishing activities; Signing the United Nations Food and Agriculture Organization (FAO) Port State Measures Agreement to combat illegal, unreported, and unregulated fishing; and Continuing to take a leadership role in the FAO, including providing funding to assist in the preparation of an inter-governmental negotiation aimed at developing a global instrument to improve flag state12 performance as a key tool in preventing illegal, unreported, and unregulated fishing. Strengthened and advanced international fisheries management by: Contributing to negotiations for a new regulated fisheries management area in the high seas of the North Pacific Ocean thereby advancing Canadian objectives of marine conservation and protection and potential access by Canadians to fisheries resources in the region; Playing a strong role in helping members of the Northwest Atlantic Fisheries Organization (NAFO) continue with the closures of six vulnerable marine ecosystems in the NAFO Regulatory Area and the adoption of a number of plans and frameworks supporting proper management of shrimp, Greenland halibut, American Plaice, and cod; and Being among the key Parties to the International Commission for the Conservation of Atlantic Tunas, promoting a reduced Total Allowable Catch for Western and Eastern Atlantic bluefin tuna. Strengthened oceans and freshwater governance and biodiversity conservation by: Helping to develop a scientific framework for research involving ocean fertilization by Parties to the London Convention/Protocol; Leading the development of a decision by the United Nations Convention on Biological Diversity that will facilitate the compilation of data related to the application of criteria for ecologically and biologically significant areas and vulnerable marine ecosystems, as well as the convening of regional workshops to help build capacity in this area; and Launching a comprehensive, basin-wide, bi-national Asian carp risk assessment to combat the threat posed by invasive Asian carp to the Great Lakes. Preserved and increased access to international markets for Canadian fish and seafood products by: Supporting several ongoing free trade negotiations to ensure fish and seafood interests are properly reflected; Succeeding in getting the World Trade Organization (WTO) to establish a WTO panel to adjudicate Canada's challenge of the European Union seal ban regulation; and Initialling a cooperative arrangement with China designed to allow Canadian exports of edible seal products to the Chinese market.

Northern Strategy Contributing to … • Safe and Accessible Waterways • Sustainable Fisheries and Aquaculture • Healthy and Productive Aquatic Ecosystems	Performance Rating:
	Priority Type: Previously committed to
Key Accomplishments Created an Arctic Vision for CCG and DFO programs that includes objectives for the next 5, 15, and 30 years. Developed and finalized the baseline requirements for a new polar icebreaker, on track for delivery in 2017. Completed 80% of Phase 1 construction work for the Pangnirtung Harbour in Pangnirtung, Nunavut and awarded the contract for Phase 2. Phase 1 is expected to be complete in early 2011-12, while all construction is expected to be complete by the summer of 2013. The project has experienced delays due to adverse weather and limited transportation to the remote area. Completed all planned hydrographic product and service requirements associated with the construction of the Pangnirtung Harbour. Further hydrographic work is planned following construction of the Pangnirtung Harbour facility. Completed all required bathymetric data collection in the Atlantic, 97% of the data for the western Arctic, and 67% of the required data for the eastern Arctic in support of Canada's evidence submission to the United Nations delimiting Canada's extended continental shelf. Exceptionally poor weather accounted for delays in data collection in the eastern Arctic. Designated Tarium Niryutait as a Marine Protected Area in August 2010 and working toward the designation of the Paulatuk Area of Interest as a Marine Protected Area in 2012. Provided support for the Beaufort Sea Large Oceans Management Area. Discussions with Regional Coordinating Committee on the feasibility of an office, which would be composed of partners under the Beaufort Sea Partnership, are underway. A final decision on the need for this office is pending. Completed the Phase I objectives of the Arctic Ocean Review project, which included, an analysis of the status and trends in the Arctic marine environment; a review of global and regional measures in place for the conservation and sustainable use of the Arctic; the development of a communications and outreach plan; the convening of an International Arctic Experts Workshop; and the production of a Phase I report for review by Arctic Council Ministers.

Regulatory Improvement (Streamlining) Contributing to … • Healthy and Productive Aquatic Ecosystems	Performance Rating:
	Priority Type: Revised
Key Accomplishments Participated on all Major Projects Management Office committees to improve the whole-of-government approach to regulatory review and approval and contributed significantly to the improvement of environmental regulatory processes. Developed a Practitioner's Guide to writing Fisheries Act Authorizations to improve consistency in program delivery across Canada and continued to work toward a renewed Guide to Habitat Compensation which will improve transparency in decision-making and provide more clarity to project proponents.

Implementing e-Navigation in Canada Contributing to … • Safe and Accessible Waterways	Performance Rating:
	Priority Type: New
Key Accomplishments Completed the final draft of a federal vision for e-Navigation, in collaboration with Transport Canada, Environment Canada, and the Canadian Hydrographic Service, which includes a high-level implementation plan, guiding principles, and a user-needs matrix.

People Management Contributing to … • Safe and Accessible Waterways • Sustainable Fisheries and Aquaculture • Healthy and Productive Aquatic Ecosystems	Performance Rating:
	Priority Type: Ongoing
Key Accomplishments Reduced the average time it takes to staff a position from 152 days to 129 days by implementing the 'Fast-track Staffing' process, which has improved the processing of high-volume, routine administrative staffing transactions, allowing more strategic allocation of human resources; for example, senior human resource advisors now have more time to deal with more complex and strategic issues. Addressed future leadership needs by: Continuing to improve the tools and processes for executive performance and talent management; Implementing a new Executive Leadership Development Framework; Implementing a new Learning Roadmap for Managers; and Leading the government-wide Accelerated Economist Training Program Recruitment Campaign. Increased the representation of women, visible minorities, Aboriginal Peoples, and persons with disabilities by almost 4%, falling just short of the 5% target. Through the Employment Systems Review being conducted in 2011, DFO will work to identify any barriers which may be impeding employment for designated group members. Results of the Employment Systems Review will be integrated into a revised Departmental Employment Equity Management Action Plan which will be implemented in 2011 and span three years. Developed a national departmental action plan in response to the Public Service Employee Survey and started reporting on progress achieved.

Asset Management Contributing to … • Safe and Accessible Waterways • Sustainable Fisheries and Aquaculture • Healthy and Productive Aquatic Ecosystems	Performance Rating:
	Priority Type: Previously committed to
Key Accomplishments Developed an action plan, including measures and timelines regarding data integrity, to meet requirements for real property reporting in an effort to satisfy requirements for certification on the Directory of Federal Real Property. Delivered several policies on real property to support DFO's programs and legal requirements, including the Petroleum Storage Tanks Environmental Management Plan, DFO Parking Policy and National Guidelines, Isolated Posts and Crown Housing Directives, the Heritage Lighthouse Protection Act Strategy, and Heritage Lighthouse Protection Act Implementation Guide for Regional Practitioners. Received approval from Treasury Board Secretariat for the Five-year Investment Plan for the Management of Real Property Assets. Initiated the development of a new information system that will provide relevant, accurate, and timely information for the management of real property. Several factors have delayed full deployment of the system to August 2012. Assessed 1,076 sites for contamination and performed remediation/risk management activities at 215 sites (these amounts include activities funded through Canada's Economic Action Plan).

Information Management Contributing to … • Safe and Accessible Waterways • Sustainable Fisheries and Aquaculture • Healthy and Productive Aquatic Ecosystems	Performance Rating:
	Priority Type: Previously committed to
Key Accomplishments Started implementation of the 2009 Treasury Board Secretariat Policy on Evaluation; currently on track for full implementation by March 31, 2013. Started implementation of the Information Management Strategy. The work to date has resulted in a 15% increase in the number of documents stored in official repositories; a 23% increase in the take-up of the Records, Documents and Information Management System; and a 10% increase in the use of the virtual library. Started implementation of a new process for responding to the annual update of the departmental Infosource chapter that uses the approved departmental Program Activity Architecture as a framework and follows the new functional approach required by Treasury Board Secretariat. Completed initial steps and conducted some pilot projects to establish a more efficient process to help programs document and describe their information holdings.

Risk Analysis

With continued support from senior management, the Department advanced its efforts to integrate risk management into decision-making processes and business practices at both the program and corporate levels during 2010-11.

2010-11 Accomplishments

Corporate Risk Governance

• A new governance structure was established where Directors General were designated Offices of Primary Interest for managing corporate risks.
• An advocate at the Assistant Deputy Minister level was named to serve alongside the Chief Financial Officer as a senior management mentor for the risk management function.
• The Departmental Legal Risk Management Committee was created in line with Treasury Board Secretariat's inter-departmental legal risk management initiative.

Risk Management Activity

• The Corporate Risk Profile (CRP) went through its first complete review, at both mid-year and year-end. The mid-year review on the status of controls of corporate risks was completed and presented to the Departmental Audit Committee in January 2011.
• Risk management was integrated into the departmental business planning process for 2011-12. This was the first time that business plans, including the identification of risks and risk mitigation strategies, were prepared for program activities using the Program Activity Architecture. In the past, business plans were prepared for each sector and region. This was also the first time that risks associated with investment plan projects were included in business plans.
• Risk profiles for nine program activities (as indicated in the 2011-12 Report on Plans and Priorities¹³) were completed over the course of the year.
• The risk management framework for the Department's Economic Action Plan continued to be implemented, and advice and consultation were provided on risk identification, mitigation and reporting.

Training and Communications

• A full-day Integrated Risk Management (IRM) workshop was held by the Departmental Management and Departmental Audit Committees to discuss the future direction of IRM.
• Information and training plenary sessions were held for Directors General to discuss their roles and responsibilities in regard to IRM.
• A two-day training session was held for the IRM Co-ordinators Network with participation from all sectors and regions.

While both the IRM processes and the corporate risk deliverables have improved from previous years, there is a need for further enhancement and refinement, in particular, for tracking and monitoring risks and for identifying how risk management affects performance.

Departmental Corporate Risks for 2010-11

At the beginning of the year, the Department identified eight horizontal corporate risks (see table below) that may have affected DFO's ability to deliver its outcomes, had they materialized.

From the risks identified, the Physical Infrastructure risk was noted as showing the greatest potential severity to the organization. Both the mid-year and year-end reviews attested that this risk materialized during the year and affected several programs. Three other notable risks were identified as having materialized during the year: Legal and Compliance, Human Capital, and Information for Decision-making.

All four risks have now been transferred to the Corporate Risk Profile for 2011-12. Mitigation actions undertaken to counter these risks include the establishment of a new Real Property Task Force and the revamped Investment Planning strategy (for Physical Infrastructure), Legal Risk Management Committee (for Legal and Compliance), national Human Resources Strategy (for Human Capital) and the Information Management Strategy (for Information for Decision- making).

A new risk related to climate change was noted, particularly by the science-based programs, and it too was added to the Corporate Risk Profile for 2011-12. Few programs identified risks relating to Stakeholder Expectations and Partnering and Collaboration as their main risks. These two have now been merged into a new risk, Third Party Reliance, and transferred to the Corporate Risk Profile 2011-12 as a non-mission-critical risk.

The table below lists the risks and their risk statements, identifies whether the risks materialized, and specifies how they affected program outcomes and related strategic outcomes if they did materialize.

Key Corporate Risk (Corporate Risk Profile 2009)	Link to Departmental Priority	Risk Mitigation Measures in 2010-11 Report on Plans and Priorities (RPP)	Performance Summary and Analysis
Human Capital DFO may be unable to attract, develop and retain sufficiently qualified human resources to deliver on its mandate.	• People Management • Information Management	DFO will equip managers to fully address human capital risks impacting their delivery of policies and programs in support of DFO's mandate by identifying gaps in the recruitment, development, promotion, and retention of employees and ensuring access to appropriate guidance and tools.	• Four program activities, under all three strategic outcomes, identified this risk in their list of top three risks. • Three program activities indicated that this risk materialized during the year. Some programs re-focused and re-prioritized work to adjust to increasing staff turnover due to either an aging and retiring workforce or due to insufficient human resource capacity to effectively manage operations. Several program activities contended with delayed timelines for deliverables. • The main drivers for this risk continue to be an aging workforce and funding pressures. This risk was deemed "Tentatively Controlled" from a corporate perspective during the mid-year risk review in January 2011. This risk has now been transferred to the Corporate Risk Profile 2011-12, and it will be managed by those program activities where the risk continues to be an area of focus.
Information for Decision-making Sufficient and appropriate information may not be available on a timely basis to support decision-making.	• Information Management • Asset Management	DFO will use an Information Management Strategic Plan to implement an enterprise approach to information management and will improve the management of information across the Department.	• Four program activities under two strategic outcomes, Sustainable Fisheries and Aquaculture and Healthy and Productive Aquatic Ecosystems, identified this risk in their list of top three risks. • This risk was deemed "Tentatively Controlled" from a corporate perspective during the mid-year risk review. This risk has now been transferred to the Corporate Risk Profile 2011-12, and it will be managed by those program activities where the risk continues to be an area of focus.
Organizational Adaptability DFO may be unable to effectively adapt to emerging priorities, directions and environmental conditions.	• All Departmental Priorities	DFO will monitor and assess strategies developed by sectors to address emerging priorities and directions and continue to bolster its planning activities and regional committee work.	•None of the program activites identified this risk in their list of top three risks at the year-end review.  • This risk was deemed "Tentatively Controlled" from a corporate perspective during the mid-year risk review. This risk has now been merged into a new risk in the Corporate Risk Profile 2011-12, under Strategic Alignment, which better articulates this risk.
Internal Alignment Activities, accountabilities and resources within DFO may not be optimally aligned to meet objectives.	• No link specified in 2010-11 RPP	DFO will continue to use a risk-based process that analyzes departmental funding pressures, activities, and accountabilities to better align resources and priorities.	• Three program activities under the Healthy and Productive Aquatic Ecosystems strategic outcome identified this risk in their list of top three risks. • This risk was deemed "Controlled" from a corporate perspective during the mid-year risk review. Two program activities indicated that this risk materialized during the year. • This risk has now been merged into a new risk in the Corporate Risk Profile 2011-12, under Strategic Alignment, which better articulates this risk.
Physical Infrastructure DFO may be unable to invest in or maintain the infrastructure necessary to achieve its objectives.	• Economic Action Plan • Fleet Renewal • Asset Management	DFO will establish senior management accountabilities for asset management and develop a system to provide comprehensive and integrated asset information to ensure that investment planning will maintain DFO's physical infrastructure.	• Two program activities under two strategic outcomes, Safe and Accessible Waterways and Sustainable Fisheries and Aquaculture, identified this risk in their list of top three risks. • This risk was the only risk deemed "Attention Required" from a corporate perspective during the mid-year risk review. Several regions and sectors later indicated that this risk materialized during the year with repercussions on several fronts, including negative ratings for affected harbours and the inaccessibility of much-needed infrastructure by Science programs, compromising the delivery of the advice needed to support decision-making. This risk was considered a pressing concern for the regions because of funding pressures. • This risk has been transferred to the Corporate Risk Profile 2011-12. During the prioritization of corporate risks for 2011-12, this risk was assessed as having the highest severity rating for the Department.
Stakeholder Expectations DFO may be unable to manage expectations and maintain the confidence of stakeholder groups, the public, media and elected officials.	• Globally Competitive Fisheries • Regulatory Streamlining • Information Management • International Leadership	DFO will assess communications and consultation mechanisms as well as outreach efforts. DFO will assess learning and training strategies to foster more consistent core messages on priorities and strategic directions.	• None of the program activities identified this risk in their list of top three risks at the year-end review. • However, some program activities identified risks such as Legal and Compliance, Human Capital, Information for Decision-Making, and Internal Alignment as affecting Stakeholder Expectations over the year. • This risk has now been merged into a new risk in the Corporate Risk Profile 2011-12, under Third Party Reliance, which better articulates this risk.
Partnering and Collaboration DFO may be unable to create and sustain effective partnerships, or there will be failures on the part of third parties on which DFO relies.	• Northern Strategy • Globally Competitive Fisheries • Regulatory Streamlining • Information Management	DFO has begun to review and assess all types of collaborative arrangements that it has with organizations.	• None of the program activities identified this risk in their list of top three risks at the year-end review. • However, some program activities identified risks such as Legal and Compliance, Human Capital, Information for Decision-Making, and Internal Alignment as affecting Partnering and Collaboration over the year. • This risk has now been merged into a new risk in the Corporate Risk Profile 2011-12, under Third Party Reliance, which better articulates this risk.
Legal and Compliance DFO may be successfully challenged before the courts, resulting in either significant financial liability or negative effects on DFO’s legislative or regulatory authorities, and DFO may not be able to ensure public compliance with its legislation and regulations.	• No link specified in 2010-11 RPP	The Department will develop and assess a complete, Department-wide inventory of key mitigation measures for this risk	• The Species at Risk Management Program, under the Healthy and Productive Aquatic Ecosystems strategic outcome, identified this risk in its list of top three risks. • The program activity stated that this risk made meeting the Department's legal obligations under the Species at Risk Act unfeasible because of capacity and human resources issues. • This risk was deemed "Tentatively Controlled" from a corporate perspective during the mid-year risk review. This risk remains in the Corporate Risk Profile 2011-12. During the prioritization of corporate risks for 2011-12, this risk was assessed as having the third-highest severity rating for the Department.
Additional Risks Identified: Climate Change	• Not identified for 2010-11	Not identified for 2010-11	• While not identified as a corporate risk in the Corporate Risk Profile 2010-11, two program activities identified this risk as being in their list of top three risks. • Science for Safe and Accessible Waterways and Science for Healthy and Productive Aquatic Ecosystems have indicated that changes to ocean conditions and aquatic ecosystems resulting from climate change have challenged the Department's ability to deliver results against program outcomes. • This risk has been transferred to the Corporate Risk Profile for 2011-12 and included in a broader risk statement that encompasses hazard- or crisis- type risk for which climate change may be a driver. This risk will be managed by those program activities where the risk continues to be an area of focus.

Summary of Performance

Financial Resources for 2010-11 ($ millions)

Planned Spending	Total Authorities	Actual Spending
1,992.2	2,073.1	1,992.9

2010-11 Human Resources (FTEs)

Planned	Actual	Difference
11,025	11,001	-24

($ millions)

Safe and Accessible Waterways

Performance Indicators	Targets	2010-11 Performance
Percentage of Canadian public reporting confidence in the safety of the marine transportation system in Canada	90% by March 31, 2011	This result was to be derived from a Transport Canada survey of public opinion. However, because of a moratorium on syndicated studies pending centralized negotiations between Public Works and Government Services Canada and private-sector contractors, CCG was not able to evaluate its 2010-11 performance on this expected result.
Percentage of core fishing harbours with performance ratings of fair, good, or very good	70% by March 31, 2011	70%

Program Activity	2009-10	2010-11				Alignment to Government of Canada Outcomes
	Actual Spending	Main Estimates	Planned Spending	Total Authorities	Actual Spending
Canadian Coast Guard	736.1	725.9	732.6	758.3	742.8	Safe and Secure communities
Small Craft Harbours	221.0	205.3	221.7	213.1	206.4	Strong Economic Growth
Science for Safe and Accessible Waterways	40.2	38.9	38.9	40.0	39.3	Innovative and Knowledge-based Economy
Total	997.4	970.0	993.2	1,011.5	988.5

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

($ millions)

Sustainable Fisheries and Aquaculture

Performance Indicators	Targets	2010-11 Performance
Year-over-year improvement in management and conservation of major stocks to support sustainable fisheries, as evidenced in growth of the sustainability index	Baseline of 5.4/10 with target of 2% increase for 2010 to 5.5/10 and additional 2% increase to 5.6/10 for 2011	5.5/10 (It should be noted that the number of stocks covered by the Fisheries Checklist has increased from 120 to 136 major stocks.)
Year-over-year improvement in the social, economic and environmental sustainability of the Canadian aquaculture sector, as evidenced by a reduced regulatory burden, increased regulatory effectiveness, increased transparency, increased availability of scientific information, increased industry investment in innovation and certification projects and the development of sector-specific program and operational policy direction.	Development of a national data collection program and sustainability reporting process	The Reporting to Canadians draft was ready but the release was delayed because of the need for more collaborative work.
	Implementation of Regulatory Program in British Columbia and possibly nationally	The new federal Pacific Aquaculture Regulations came into effect in December 2010. There has been no direction to scale up the British Columbia regulatory program nationally.

Program Activity	2009-10	2010-11				Alignment to Government of Canada Outcomes
	Actual Spending	Main Estimates	Planned Spending	Total Authorities	Actual Spending
Fisheries and Aquaculture Management	339.6	349.0	350.2	372.9	356.2	Strong Economic Growth
Science for Sustainable Fisheries and Aquaculture	134.9	140.0	140.0	146.7	133.7	Innovative and Knowledge-based Economy
Total	474.5	489.0	490.2	519.6	490.0

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

($ millions)

Healthy and Productive Aquatic Ecosystems

Performance Indicators	Targets	2010-11 Performance
Percentage of Canadian aquatic ecosystems where the risk to ecosystem health and productivity has been assessed as medium or low	To be determined – baseline value to be measured in 2010	Data for this indicator is unavailable. As a proxy, program activity results have been used to assess performance against targets. Results range from mostly met to exceeded.

Program Activity	2009-10	2010-11				Alignment to Government of Canada Outcomes
	ActualSpending	Main Estimates	Planned Spending	Total Authorities	Actual Spending
Oceans Management	15.8	15.9	15.9	15.8	14.6	Clean and Healthy Environment
Habitat Management	62.0	59.7	59.7	60.4	53.0	Clean and Healthy Environment
Species at Risk Management	21.8	23.0	23.0	23.8	22.1	Clean and Healthy Environment
Science for Healthy and Productive Aquatic Ecosystems	60.9	56.0	56.0	57.1	53.4	Innovative and Knowledge-based Economy
Total	160.6	154.7	154.7	157.1	143.2

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

($ millions)

Internal Services

Program Activity	2009-10	2010-11
	Actual Spending	Main Estimates	Planned Spending	Total Authorities	Actual Spending
Internal Services	348.8	354.0	354.0	384.8	371.2
Total	348.8	354.0	354.0	384.8	371.2

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

Expenditure Profile

Departmental Spending Trend

[text version]

The Department's total actual spending for 2010-11 was $1,992.9 million. Spending over the past two years has been relatively consistent. The increase in spending in 2009-10 and 2010-11 over the 2008-09 spending was due to increased spending authorities under Canada's Economic Action Plan.

The difference between Main Estimates and Total Authorities is largely due to additional funds received from the Operating Budget Carry Forward and Supplementary Estimates. The Supplementary Estimates funding was for items such as a small craft harbour in Pangnirtung, fleet and maritime services for the Canadian Coast Guard, and the establishment and implementation of the new federal Pacific Aquaculture Regulations in British Columbia.

Approximately 75% of the variance between Total Authorities and Actual Spending, after reimbursement for cash-managed items, will be spent in future years so the authorities will not be lost to the Department. The remaining variance, representing approximately 1% of total departmental authorities, will be lapsed.

Canada's Economic Action Plan

Canada's Economic Action Plan (EAP) allocated close to $12 billion in new infrastructure funding over two years to create jobs across Canada and to ensure that Canada emerges from the economic downturn with a more modern and greener infrastructure. DFO received the following funding in 2010 11 as part of the government's EAP.

EAP Initiative	Summary of Performance	2010-11 ($ millions)
		Planned Spending	Actual Spending	Actual Spending, including contributions to Employee Benefit Plans
Canadian Coast Guard Shipbuilding and Repair	• Five vessel life extensions completed • 35 vessel refits completed • 60 small craft built and delivered • 16 Environmental Response Barges delivered with 14 to be delivered by fall 2011 • Five 47-foot Search and Rescue Motor Lifeboats completed • Work continues on three In-shore science vessels to be delivered by fall 2011	85.0	92.81	93.0
Small Craft Harbours	• 220 repair and maintenance projects completed • 8 engineering only and 6 early planning stage projects completed1 • 38 projects currently underway to be completed by fall 2011	97.72	86.31	93.6
Pangnirtung Harbour	• Phase 1 to be completed by summer 2011 • Phase 2 contract has been awarded with construction to begin in summer 2011	10.0	6.93
Federal Laboratories	• 57 sub-projects in the laboratories were completed • One sub-project is 98% complete (will be completed in July 2011)	24.5	24.1	24.1
Federal Contaminated Sites Action Plan	• 1,296 sites assessed for contamination • 79 sites had remediation and risk management projects completed • Provided expert support for the management of federal contaminated sites	8.24	12.45	12.9
Total		225.4	222.5	223.5

Note: Because of rounding, figures may not add to the totals shown.
¹ 2009-10, Small Craft Harbours spent $8 million in unused funding from Canadian Coast Guard and $2.6 million of unused funding from Pangnirtung Harbour. This funding was returned to Canadian Coast Guard and Pangnirtung Harbour in 2010-11.
² Small Craft Harbour 2010-11 planned spending includes $0.6 million in Employee Benefit Plan contributions and Public Works and Government Services Canada accommodation.
³ Pangnirtung Harbour has carried forward $5.8 million of unused 2010-11 funding for use in 2011-12.
⁴ An error was discovered after the finalization of the 2010-11 Main Estimates, which resulted in an increase of $4.3 million for the Federal Contaminated Sites Action Plan EAP budget.
⁵ In 2010-11, the program management funding normally provided by the Federal Contaminated Sites Action Plan was instead funded through the Economic Action Plan, accounting for the increase in Actual Spending.

Additional information on Canada's Economic Action Plan is available at http://www.actionplan.gc.ca/eng/index.asp.

Economic Action Plan Spending

[text version]

Estimates by Vote

Information on our organizational votes or statutory expenditures is available in the 2010-11 Public Accounts of Canada (Volume II). This publication is available at http://www.tpsgc-pwgsc.gc.ca/recgon/txt/72-eng.html.

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