ARCHIVED - Fisheries and Oceans Canada - Supplementary Tables

On March 31, 2004, Parliament gave legal effect to the User Fees Act with the aim of strengthening the elements of accountability, oversight, and transparency in the management of user fee activities. The User Fees Act requires departments to annually submit to Parliament a list of all user fees in effect, irrespective of when the fees were established.

The table below lists DFO's user fees for which revenues were collected during the fiscal year 2010-11. Since the establishment of the User Fees Act, DFO has not introduced any new user fees, nor has the Department increased any existing user fees.

DFO collects fees for the conferring of Rights and Privileges (Regulatory - R) and for Other Goods and Services (O).

Note: Performance standards under the User Fees Act must be established as part of a user fee proposal process, with specific provisions outlining how the standards are to be established. DFO has not introduced new user fees, nor introduced amendments to existing ones that would require a user fee proposal under the Act; and has no such information to report. Information on DFO's service standards for current fees and performance results can be found in the table on External Fees.

Maintenance Dredging Services Tonnage Fee¹

Description: Intended to recover from commercial vessels the total direct costs incurred by CCG to manage maintenance dredging services in the St. Lawrence Shipping Channel. Services provided consist of the management of the maintenance dredging program for the St. Lawrence Shipping Channel.

Fee Type: O

Fee-setting Authority: Section 47 of the Oceans Act

Date Last Modified: 2003

¹ Since 1997, and at the request of industry, the Canadian Coast Guard has managed the maintenance dredging of the navigation channel of the St. Lawrence River between the Port of Montreal and the Île aux Coudres near Quebec City. The current fee schedule, which replaces the earlier fee schedule that expired on March 31, 2003, extends the arrangement whereby the Canadian Coast Guard is reimbursed, via fees, for the total direct costs it incurs to ensure commercial navigation. Full cost figures are based on total direct costs (rather than full costs), which include direct labour costs (including employee benefits), direct operating costs, direct material costs, program support costs, and capital acquisitions (to the extent that these capital acquisitions form part of an output).

($ thousands)

2010-11			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
4,600	5,667	—	2011-12	4,600	—
			2012-13	4,600	—
			2013-14	4,600	—

Marine Navigation Services Fee

Description: Intended to recover a portion of the full costs incurred by CCG to provide marine navigation services to commercial vessels. Services provided include short-range aids to navigation and vessel traffic services.

Fee Type: O

Fee-setting Authority: Section 47 of the Oceans Act

Date Last Modified: 2005

($ thousands)

2010-11			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
27,718	27,649	—	2011-12	27,818	—
			2012-13	27,818	—
			2013-14	27,818	—

Marine Communication and Traffic Services/Coast Guard Radio Communications Charges

Description: Rates charged for person-to-person communications by radio-telephone or radio-telegram from ship to shore or from shore to ship.

Fee Type: O

Fee-setting Authority: Section 19 of the Financial Administration Act

Date Last Modified: 1994

($ thousands)

2010-11			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
75	16	—	2011-12	44	—
			2012-13	44	—
			2013-14	44	—

Icebreaking Services Fee

Description: Intended to recover a portion of the full costs incurred by CCG to provide icebreaking services to commercial vessels. Services provided include route assistance (channel maintenance and ship escorts), ice routing and information services, and some harbour/wharf breakouts where not provided by commercial operators.

Fee Type: O

Fee-setting Authority: Section 47 of the Oceans Act

Date Last Modified: 1998

($ thousands)

2010-11			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
13,781	4,590	—	2011-12	13,781	—
			2012-13	13,781	—
			2013-14	13,781	—

Hydrography

Description: Sale of charts and publications

Fee Type: O

Fee-setting Authority: Financial Administration Act, Oceans Act

Date Last Modified: 1996

($ thousands)

2010-11			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
1,400	1,541	—	2011-12	1,400	—
			2012-13	1,400	—
			2013-14	1,400	—

Fisheries Management

Description: Commercial fishing licence fees

Fee Type: R

Fee-setting Authority: Sections 7 and 8 of the Fisheries Act

Date Last Modified: 1995

($ thousands)

2010-11			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
34,515	33,815	—	2011-12	32,450	—
			2012-13	32,250	—
			2013-14	32,050	—

Fisheries Management

Description: Recreational fishing license fees

Fee Type: R

Fee-setting Authority: Sections 7 and 8 of the Fisheries Act

Date Last Modified: 1996

($ thousands)

2010-11			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
4,300	5,287	—	2011-12	5,746	—
			2012-13	5,300	—
			2013-14	5,200	—

Fisheries Management

Description: Pacific Salmon Conservation Stamp

Fee Type: R, O

Fee-setting Authority: Sections 7 and 8 of the Fisheries Act

Date Last Modified: 1995

($ thousands)

2010-11			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
1,049	1,304	—	2011-12	1,400	—
			2012-13	1,350	—
			2013-14	1,200	—

Access to Information

Description: Fees charged for the processing of Access requests filed under the Access to Information Act.

Fee Type: O

Fee-setting Authority: Access to Information Act

Date Last Modified: 1992

($ thousands)

2010-11			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
13	13	—	2011-12	—	—
			2012-13	—	—
			2013-14	—	—

User Fee Totals

($ thousands)

	2010-11			Planning Years
	Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
Subtotal Regulatory	47,587	39,476	—	2011-12	39,596	—
				2012-13	38,900	—
				2013-14	38,450	—
Subtotal Other Products and Services	39,864	40,405	—	2011-12	47,643	—
				2012-13	47,643	—
				2013-14	47,643	—
Total	87,451	79,881	—	2011-12	87,239	—
				2012-13	86,543	—
				2013-14	86,093	—

Aboriginal Fisheries Strategy

Strategic Outcome: Sustainable Fisheries and Aquaculture

Program Activity: Fisheries and Aquaculture Management

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 fisheries and, where applicable, communal commercial fisheries. In 1994, DFO introduced a commercial access component to the AFS, the Allocation Transfer Program (ATP). 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-ppt2010-eng.htm

($ millions)

	Actual Spending 2008-09	Actual Spending 2009-10	Planned Spending 2010-11	Total Authorities 2010-11	Actual Spending 2010-11	Variance(s)
Total Grants	—	—	—	—	—	—
Total Contributions	29.8	32.1	32.3	34.9	34.7	(2.4)
Total Other Types of Transfer Payments	—	—	—	—	—	—
Total Transfer Payments	29.8	32.1	32.3	34.9	34.7	(2.4)

Comment on Variance: $2.6 million was transferred from other aboriginal programs and $0.2 million was not spent.

Aboriginal Aquatic Resource and Oceans Management

Strategic Outcome: Sustainable Fisheries and Aquaculture

Program Activity: Fisheries and Aquaculture Management

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;
• 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-ppt2010-eng.htm

($ millions)

	Actual Spending 2008-09	Actual Spending 2009-10	Planned Spending 2010-11	Total Authorities 2010-11	Actual Spending 2010-11	Variance(s)
Total Grants	—	—	—	—	—	—
Total Contributions	14.4	13.1	13.9	13.8	13.8	0.1
Total Other Types of Transfer Payments	—	—	—	—	—	—
Total Transfer Payments	14.4	13.1	13.9	13.8	13.8	0.1

Comment(s) on Variance(s): $0.1 million was not spent.

Atlantic Integrated Commercial Fisheries Initiative

Strategic Outcome: Sustainable Fisheries and Aquaculture

Program Activity: Fisheries and Aquaculture Management

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 DIAND-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-ppt2010-eng.htm

($ millions)

	Actual Spending 2008-09	Actual Spending 2009-10	Planned Spending 2010-11	Total Authorities 2010-11	Actual Spending 2010-11	Variance(s)
Total Grants	—	—	—	—	—	—
Total Contributions	2.9	12.1	11.6	12.6	12.6	(1.0)
Total Other Types of Transfer Payments	—	—	—	—	—	—
Total Transfer Payments	2.9	12.1	11.6	12.6	12.6	(1.0)

Comment on Variance: The variance was covered by a transfer from the Pacific Integrated Commercial Fisheries Initiative.

Pacific Integrated Commercial Fisheries Initiative

Strategic Outcome: Sustainable Fisheries and Aquaculture

Program Activity: Fisheries and Aquaculture Management

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 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-ppt2010-eng.htm

($ millions)

	Actual Spending 2008-09	Actual Spending 2009-10	Planned Spending 2010-11	Total Authorities 2010-11	Actual Spending 2010-11	Variance(s)
Total Grants	—	—	—	—	—	—
Total Contributions	26.3	23.2	35.5	32.9	32.1	3.4
Total Other Types of Transfer Payments	—	—	—	—	—	—
Total Transfer Payments	26.3	23.2	35.5	32.9	32.1	3.4

Comment on Variance: The variance is due to a $2.6 million transfer to other Aboriginal programs and $0.8 million that was not spent.

Atlantic Lobster Sustainability Measures

Strategic Outcome: Sustainable Fisheries and Aquaculture

Program Activity: Fisheries and Aquaculture 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, $50 million 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-ppt2010-eng.htm

($ millions)

	Actual Spending 2008-09	Actual Spending 2009-10	Planned Spending 2010-11	Total Authorities 2010-11	Actual Spending 2010-11	Variance(s)
Total Grants	—	8.6	—	—	—	—
Total Contributions			14.3	14.2	10.7	3.6
Total Other Types of Transfer Payments	—	—	—	—	—	—
Total Transfer Payments	—	8.6	14.3	14.2	10.7	3.6

Comment on Variance: The variance is due to a $3.5 million reprofile.

Pacific Salmon Foundation

Strategic Outcome: Sustainable Fisheries and Aquaculture

Program Activity: Fisheries and Aquaculture 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

($ millions)

Actual Spending 2008-09	Actual Spending 2009-10	Planned Spending 2010-11	Total Authorities 2010-11	Actual Spending 2010-11	Variance(s)
—	—	1.0	—	—	1.0

Comment on Variance: The 2010 Report on Plans and Priorities indicated that the Pacific Salmon Endowment Fund Forecast Spending for 2010-11 would be $1.0 million. The $1.0 million in Forecast Spending is for the Fraser Basin Initiative administered by the Pacific Salmon Foundation but is considered a separate initiative.

Atlantic Salmon Conservation Foundation

Strategic Outcome: Sustainable Fisheries and Aquaculture

Program Activity: Fisheries and Aquaculture 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/

($ millions)

Actual Spending 2008-09	Actual Spending 2009-10	Planned Spending 2010-11	Total Authorities 2010-11	Actual Spending 2010-11	Variance(s)
—	—	—	—	—	—

Health of the Oceans (HOTO)

Lead department: Fisheries and Oceans Canada

Strategic Outcome: Healthy and Productive Aquatic Ecosystems

Program Activity: Oceans Management

Start Date: April 1, 2007

End Date: March 31, 2012

Total Federal Funding Allocation (from start date to end date): $61.5 million

Description of the Horizontal Initiative (including funding agreement): 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 Aboriginal Affairs and Northern Development 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 will co-ordinate the entire Health of the Oceans initiative. This will include bi-annual performance monitoring, the preparation of summary annual reports and preparation for a final summative evaluation.

Shared Outcome(s):

• 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(s): This initiative is subject to interdepartmental government through the Assistant Deputy Ministers Interdepartmental Committee on Oceans, supported by a shadow Director 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.

Performance 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.