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The Honourable Loyola Hearn, P.C., M.P.
Minister of Fisheries and Oceans
Plans for 2007-2010 by Strategic Outcome
As Minister of Fisheries and Oceans, I am pleased to present my Department's Report on Plans and Priorities for 2007-2008.
Canada's fisheries, oceans and marine industries play a major role in our success as a nation. These sectors contribute billions to our economy and employ tens of thousands of Canadians who continue our country's proud maritime tradition.
The sound stewardship of Canada's waters is key to preserving this tradition. Fisheries and Oceans Canada (DFO) is committed to delivering programs and services that support the sustainable use and development of our waterways and aquatic resources.
Every day, the dedicated staff of DFO and its Special Operating Agency, the Canadian Coast Guard, are hard at work providing services that support three key outcomes:
To help achieve these outcomes, DFO will be focusing on a number of priorities for 2007-2008. These include:
Modernizing Canada's Fisheries Act — The Fisheries Act has served Canada well as the federal law governing fisheries management and the conservation and protection of fish and fish habitat. However, it has remained largely unchanged in its 138-year history. We have introduced a new, modernized Fisheries Act that better reflects the opportunities and challenges of today's fishery. Once passed into law by Parliament, the new Act will also provide greater collaboration, clarity and transparency in managing Canada's fisheries and oceans.
Strengthening International Fisheries Governance — Building on the successful reforms that Canada helped facilitate in the Northwest Atlantic Fisheries Organization last year, DFO will continue its efforts to improve international fisheries and oceans governance. Through a re-established Fisheries Conservation Ambassador and other work in the international community, DFO will further promote ecosystem-based approaches to fisheries management that conserve and protect global fish stocks. Curbing overfishing on the high seas, which includes illegal, unreported and unregulated fishing, continues to be a priority that DFO will pursue on behalf of Canadians.
Transforming Aboriginal Commercial Fisheries — DFO will continue to work with First Nations and Aboriginal groups to achieve an integrated fishery. Through existing programs and new initiatives, DFO will assist Aboriginal communities to build stronger, more transparent fishing enterprises; broaden their capabilities to manage the fishery; solidify economic benefits achieved through greater participation in the commercial fishery; and assist First Nations on the east and west coasts to achieve longer term treaty arrangements. DFO's priority is an integrated, strong and sustainable fishery with opportunity for all fishers.
Improving Fisheries Science — Sound scientific data is critical to making the right decisions in better managing our fisheries and oceans and better serving Canadians. My goal is to secure additional funding to enhance fisheries research and to continue renewing the Department's science program. The science renewal initiative is making this key program more innovative, adaptive and collaborative in meeting the needs of clients and partners.
Rejuvenating the Coast Guard — The Canadian Coast Guard provides many services to help keep Canadians and visitors safe on our waters. It also helps DFO perform a number of research and fisheries-management duties. The Coast Guard is focusing on making concrete and visible progress on the renewal of its fleet. It will also continue its role as an active and important participant in the federal maritime security agenda and deliver a marine navigation service that responds to developments in technology and the changing needs of clients.
Asserting our Arctic Sovereignty — Canada's northern people, islands, waterways and resources are an important part of our national identity. In 2007-2008, DFO will be a key player in Canada's International Polar Year program. In support of this research effort on northern issues, we will be increasing our ocean science research and hydrographic charting activities. We will also continue to ensure a high level of navigation, icebreaking, safety and other services in northern waters by the Canadian Coast Guard. By strengthening its presence in the North, Canada's New Government will better affirm our Arctic sovereignty.
Implementing Canada's Oceans Action Plan — We are proud of DFO's continuing role as the lead agency responsible for Canada's Oceans Action Plan. The plan is a government-wide approach to better managing ocean activities through greater cooperation among stakeholders at all levels. Among this year's initiatives will be preserving the unique ecosystem of the Musquash Estuary in New Brunswick by designating it as Canada's sixth official Marine Protected Area.
Promoting Aquaculture — Aquaculture holds enormous potential as a successful Canadian industry. This year, DFO will continue to undertake and promote initiatives aimed at supporting the quality, safety and environmental sustainability of Canada's farmed fish and seafood. In concert with the provinces, territories and other partners, we will work toward establishing a more effective and collaborative regulatory framework for the industry, while introducing national standards for aquaculture operations.
Improving Our Regulatory Processes — DFO will continue to implement its Environmental Process Modernization Plan to improve the effectiveness and efficiency of our protection of fish habitat. We will also work with others such as the Canadian Environmental Assessment Agency, Transport Canada and Environment Canada to improve the larger regulatory system for assessing major projects.
I look forward to working with my departmental colleagues, government partners and stakeholders across Canada to realize these important goals. Together we can provide Canadians with the maximum sustainable value that our publicly owned fish and ocean resources can deliver.
______________________________
The Honourable Loyola Hearn, P.C., M.P.
Minister of Fisheries and Oceans
I submit, for tabling in Parliament, the 2007-2008 Report on Plans and Priorities (RPP) for Fisheries and Oceans Canada.
This document has been prepared based on the reporting principles contained in the Guide to the Preparation of Part III of the 2007-2008 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:
______________________________
Larry Murray
Deputy Minister
DFO's basis for reporting to Parliament is its Program Activity Architecture (PAA). The purpose of the PAA is to explain the relationship between the activities the Department undertakes and the three strategic outcomes it is working to achieve. The PAA seeks to describe how the Department manages the resources under its control to achieve intended results/outcomes.
DFO's PAA specifies three strategic outcomes:
The PAA also captures the functions required to ensure a solid framework within which managers can effectively deliver services to Canadians. These functions are called Program Enablers. Additional information about the Program Enablers can be found in the section Other Items of Interest.
Each strategic outcome in the PAA is associated with one or more program activities. Each program activity is in turn associated with one or more program sub-activities. The PAA provides a framework that links expected results and performance measures to individual activities. Actual results are reported in terms of PAA activities and sub-activities.
The following diagram shows the logical relationship among DFO's strategic outcomes, program activities and program sub-activities.
DFO reviews its PAA regularly and revises it as necessary. For example, DFO modified its PAA slightly for 2006-2007, consolidating and renaming several sub-activities relating to science to better reflect the Sector's programs. The Canadian Coast Guard (CCG) will be proposing to change the PAA by replacing one sub-activity and adding two new ones; see Canadian Coast Guard in Section 4 for more detailed information. If these changes are approved in 2007-2008, CCG will be able to report against the revised structure in the associated Departmental Performance Report.
Canada's fisheries and oceans have long played an important role in Canada's development and growth as a nation. They are central elements of the historical, economic and cultural fabric of Canada's coastal communities, providing a strong and reliable resource base around which Canada's national economy and sense of nationhood grew.
Vision Excellence in service to Canadians to ensure the sustainable development and safe use of Canadian waters |
Canada's fisheries and oceans have seen considerable change over the past decade — the collapse of historically key stocks, international tensions, growing recognition of Aboriginal and treaty rights, and unprecedented expansion of the user base of our oceans. At the same time, there has been growing recognition of environmental challenges such as pollution, species at risk and climate change.
Ensuring safe, healthy and productive waters and aquatic ecosystems for the benefit of present and future generations is the essence of the Department's activities. The Department's work is built around three strategic outcomes — the long-term and enduring benefits that Canadians derive from the Department's vision and efforts. The strategic outcomes are:
On behalf of the Government of Canada, 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.
The Canadian Coast Guard, a Special Operating Agency within DFO, is responsible for services and programs that make a direct contribution to the safety, security and accessibility of Canada's waterways. The Agency also contributes to the objectives of other government organizations through the provision of a civilian fleet and a broadly distributed shore infrastructure. The Department's guiding legislation includes the Oceans Act, which charges the Minister with leading oceans management and providing coast guard and hydrographic services on behalf of the Government of Canada, and the Fisheries Act, which gives responsibility to the Minister for the management of fisheries, habitat and aquaculture. The Department also shares responsibility for the Species at Risk Act with Environment Canada and Parks Canada.
2007-2008 | 2008-2009 | 2009-2010 | |
---|---|---|---|
Financial Resources (millions of dollars) | 1,596.7 | 1,622.3 | 1, 604.3 |
Human Resources (number of Full-time Equivalents) | 10,528 | 10,523 | 10,457 |
DFO has seven program priorities that reflect the Department's responsibility to balance its commitments with available resources to provide quality services to Canadians. In addition to these seven program priorities, DFO is committed to five management priorities that affect the internal workings of the Department.
Departmental Priorities | Type1 |
---|---|
Program Priorities | |
Fisheries Renewal | Previous |
International Governance | Previous |
Aquaculture Governance | Previous |
Oceans Action Plan | Previous |
Science Renewal | Previous |
Canadian Coast Guard Rejuvenation | Previous |
Environmental Process Modernization | Previous |
Management Priorities | |
Human Resources Modernization | Ongoing |
Management Accountability Framework2 | Ongoing |
Integrated Planning and Reporting2 | Ongoing |
Integrated Risk Management | Ongoing |
Departmental Renewal3 | Previous |
1 Priority is new, ongoing or previous. New means the priority was introduced during this planning period. Ongoing means the priority has no end date. Previous means the priority was reported in a prior Report on Plans and Priorities or Departmental Performance Report.
2 Coordination is provided by a team within the Human Resources and Corporate Services Sector.
3 The Departmental Renewal Priority also includes the renewal of the Small Craft Harbours Program.
Planned Spending | |||||
---|---|---|---|---|---|
Expected Results | 2007-2008 | 2008-2009 | 2009-2010 | Contributes to the Following Departmental Priorities | |
Strategic Outcome: Safe and Accessible Waterways | |||||
Canadian Coast Guard |
|
718.1 | 755.3 | 753.8 |
|
Small Craft Harbours |
|
109.2 | 104.4 | 104.3 |
|
Science (Safe and Accessible Waterways) |
|
48.0 | 47.5 | 47.1 |
|
Strategic Outcome: Sustainable Fisheries and Aquaculture | |||||
Fisheries Management |
|
350.5 | 344.1 | 340.6 |
|
Aquaculture |
|
5.0 | 5.0 | 5.0 |
|
Science (Sustainable Fisheries and Aquaculture) |
|
191.0 | 188.6 | 184.5 |
|
Strategic Outcome: Healthy and Productive Aquatic Ecosystems | |||||
Oceans Management |
|
21.2 | 21.0 | 21.0 |
|
Habitat Management |
|
79.8 | 78.6 | 73.3 |
|
Science (Healthy and Productive Aquatic Environment) |
|
74.0 | 77.8 | 74.8 |
|
DFO continues to operate under the broad directions and priorities established in the Department's 2005 Strategic Plan. Built around the Department's three strategic outcomes, the Plan proposes seven priority areas for action:
A review of the DFO Management Model in 2006 largely confirmed the corporate structure and the distribution of accountabilities. However, DFO senior management has implemented some changes in its corporate committees to strengthen senior-level decision-making processes and support the integration of policy and program decision-making across programs.
From an organization and governance perspective, the transformation of the Canadian Coast Guard into a Special Operating Agency (SOA) has been a major institutional change within DFO. The Canadian Coast Guard is responsible for services and programs that make a direct contribution to the safety, security and accessibility of Canada's waterways. The Agency also contributes to the objectives of other government organizations by providing a civilian fleet and a broadly distributed shore infrastructure. Under its new SOA status, CCG continues to improve its operational and management flexibility to realize benefits for its clients and stakeholders. Formal authorities that came into effect in 2005-2006 gave CCG more flexibility in how it manages funding issues related to emergencies, capital expenditures and clean-up costs recovered from polluters.
Although the 2006 Budget largely stabilized funding across key departmental programs, DFO now faces new challenges in this area:
DFO must also address a number of evolving demands for its services, such as:
DFO has seven program priorities that reflect the Department's responsibility to balance its commitments with available resources to provide quality services to Canadians.
Fisheries Renewal
DFO is responsible for developing and implementing policies and programs to ensure the sustainable use of Canada's marine ecosystems. DFO has been pursuing a fisheries renewal agenda focused on modernizing decision-making processes and building new relationships with resource users based on shared stewardship. The renewal agenda recognizes that Canada's fisheries can be sustainable over the short and long term only if the resource is conserved and used sustainably and the fishing industry is viable.
Over the long term, the renewal agenda will address the underlying structural challenges and the increasingly complex nature of fisheries management. The objective of fisheries renewal is to ensure a sustainable resource that provides an economically viable and diverse industry, supported by a modern fisheries governance regime.
The Fisheries Act is the federal law that governs the management of fisheries and the protection of fish habitat in Canada. It was first enacted in 1868, before all the provinces and territories on Canada's three coasts had entered Confederation, and before modern fishing technology had even been dreamt of. The 138-year old Act has been amended occasionally over the years, but never given a thorough overhaul to bring it up-to-date.
The fishing industry is an important economic base in Canada's coastal communities, providing jobs and opportunities for generations. More than 80,000 Canadians earn their living directly at sea, on inland waters, in processing plants or in aquaculture operations. It's a big business, with annual wild harvest and aquaculture production of about $2.8 billion. But Canada's fisheries are confronting and adapting to a number of challenges: environmental changes, dramatic shifts in markets, cyclical variations in the abundance of key stocks and the rapid expansion of other industries that use oceans. As a result, Canada's fisheries have evolved considerably faster than the old legislative tools that manage this key industry.
About seven years ago, DFO began a series of consultations to begin building a fisheries management regime that meets the challenges of the 21st century. Through extensive consultations with provinces, territories, fishing interests, Aboriginal groups and other stakeholders, DFO discovered there is broad support for the principles of a modernized Fisheries Act. Now it's time to act.
The proposed new Fisheries Act (Bill C-45) will:
Bill C-45 consists of four key elements: safeguarding aquatic ecosystems, ensuring compliance, sharing stewardship, and stabilizing access and allocations.
Safeguarding Aquatic Ecosystems: More than ever, the fishing industry depends on the conservation of the resource. Without a healthy, sustainable resource, there can be no long-term fishing activities. The Act strengthens our ability to conserve and protect fish habitat. The general prohibition on the harmful alteration, disruption or destruction of fish habitat remains the cornerstone of DFO's fish habitat program.
Ensuring Compliance: Currently, most Fisheries Act offences — even minor ones — are dealt with in the criminal courts. This is potentially both lengthy and costly. The new Act would allow certain offences to be dealt with by applying sanctions to fishing licences, such as reductions in quotas, licence suspensions and fines. It would also provide clear guidance for applying Alternative Measures Agreements as a method of dealing with some infractions, avoiding the criminal courts. Such agreements would be available to individuals who are prepared to accept responsibility for fishery and habitat offences and are ready to take steps to remedy the wrong.
Sharing Stewardship: The people of the fishing industry deserve a say in the decisions being made about the industry they rely on for their livelihood. They should have a more active role in managing the resource for the future. The new Act would provide a legislated basis for developing legally binding agreements with fishing groups that would clearly define a shared management role for industry. Specifically, the Act would enable groups to take on a larger role and would also specify harvesting rules, programs, services and funding arrangements via conservation harvesting plans.
Stabilizing Access and Allocations: Commercial fishers describe the current process for determining access and allocation as unstable and unpredictable, an impediment to planning for the future. At the same time, they want the Minister to retain authority over access and allocations. To properly plan, fishers need to know that they have long-term access to a particular fishery and what their share of the resource will be. The new Act provides a legal mechanism to the Minister to set allocations up to 15 years for fleets and groups in commercial, recreational and Aboriginal fisheries in marine waters. It would also allow the Minister to rescind, change or replace an allocation in certain circumstances, such as to meet conservation needs, subject to processes set by law.
Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Renewed Fisheries Act tabled in Parliament | + | ||
Implementation of renewed Fisheries Act | + |
Expected Results | Performance Indicators |
---|---|
Enhanced knowledge and understanding of Bill C-45 (the new Fisheries Act) |
|
Provincial and territorial support for Bill C-45 |
|
Passage of Bill C-45 is supported |
|
Implementation strategies for the new Fisheries Act are developed with participation of regions |
|
International Governance
Overcapacity and overfishing, including illegal, unreported, and unregulated (IUU) fishing, and a deteriorating marine environment all combine to threaten the sustainability of the world's fisheries and the oceans' biodiversity. This is not only a pressing global environmental issue, but also an economic and a security issue. Millions of people around the world rely on the fishing industry for their livelihoods, and for millions more, fish serves as a primary source of animal protein.
There is growing international recognition that protecting the oceans' biodiversity must extend beyond fisheries management to consider the broader international oceans agenda. This includes managing the impact of human activities on sensitive marine areas and marine genetic resources. As the health of fish stocks relies on the health of ocean ecosystems, an integrated approach is necessary to protect oceans' biodiversity.
According to the Food and Agriculture Organization's 2004 report The State of World Fisheries and Aquaculture, nearly one-quarter of the world's fish stocks are being harvested in an unsustainable manner. Mindful of this alarming situation and the long-term efforts required to address it, DFO recently launched its International Fisheries and Oceans Governance Strategy to achieve more effective governance of the high seas and thereby achieve sustainable fisheries and healthier oceans.
These international efforts build on and seek to extend Canada's ecosystem approach to fisheries, as well as our commitment to sound governance of the resource. Canada's strategy involves making effective use of international and multilateral institutions and strengthening bilateral relations to ensure the sound management of fish stocks, promoting an ecosystem-based approach to oceans management to protect biodiversity, and building our understanding of fisheries and oceans to inform decision-making through increasing our knowledge of high seas ecosystems.
The Strategy has guided Canada in making substantial progress toward the goal of improved international fisheries and oceans governance. This is evidenced by the successful reforms achieved in the Northwest Atlantic Fisheries Organization (NAFO) and by Canada's leadership role in forming consensus on the United Nations General Assembly Sustainable Fisheries Resolution on the need for action to protect vulnerable marine ecosystems, particularly in the unregulated high seas.
The Strategy is long term, but to date funding has been provided for only three years. Only through sustained international activities and cooperation will effective governance mechanisms be implemented to ensure healthy oceans and global fish stocks into the future.
Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Continued implementation of International Fisheries and Oceans Governance Strategy | + |
Expected Results | Performance Indicators |
---|---|
Increased understanding of marine ecosystems, including sensitive areas, and provision of advice to decision-makers |
|
Enforcement and compliance activities consistent with international law and facilitated through effective diplomacy to ensure sustainable high seas fisheries |
|
Leadership in International fora to increase understanding and acceptance of ecosystem-based management principles and the need to protect vulnerable ocean areas by international organizations and relevant stakeholders |
|
Outreach and advocacy activities to mobilize political support for a Canadian vision of the international fisheries and oceans governance agenda |
|
Aquaculture Governance
Canada has enormous potential to be a world leader in aquaculture. Strengths include extensive coastlines and productive marine and freshwater resources, a reputation for high-quality products, proximity to established and growing markets, an effective and efficient transportation infrastructure, an internationally reputable food inspection system, a skilled workforce and strong management expertise. However, obstacles such as a cumbersome regulatory framework and the existence of critical gaps in responsibility with respect to the governance of the sector keep Canada from realizing its full potential in this area.
Concerns about contaminants, diseases and the overall healthiness of food have consumers seeking assurances regarding the safety of their food supply. DFO continues to work with the Canadian Food Inspection Agency, Health Canada and the aquaculture industry to ensure the quality and safety of farmed seafood products. Furthermore, DFO will continue to promote increased public and consumer confidence by undertaking and publicizing measures to support the safety of aquaculture products and the environmental sustainability of aquaculture operations.
The priority includes two key components: Aquaculture Renewal and the Program for Sustainable Aquaculture.
Activities within Aquaculture Renewal include conducting research; establishing national-level goals for aquaculture development in Canada; delineating federal and provincial responsibilities; increasing efficiencies by harmonizing regulatory regimes, gathering information and adopting smart regulatory approaches; improving coordination of federal and provincial support programs; developing and implementing mechanisms for providing accountability to Canadians and addressing long-standing gaps in strategic support available to the sector; securing a negotiation mandate and carrying out negotiations with the provinces/territories; developing agreements with provincial/territorial partners; and developing and implementing public engagement strategies, including consultations with stakeholders and Aboriginal communities.
The aim is to position the industry for enhanced profitability, self-sufficiency and international competitiveness. It would also demonstrate to the provinces and territories, industry, Aboriginals, investors and other relevant stakeholders that the Government of Canada is committed to enabling the sustainable development of the aquaculture sector in Canada.
The Program for Sustainable Aquaculture reflects the Government of Canada's commitment to increase scientific knowledge to support decision-making, strengthen measures to protect human health and make the federal legislative and regulatory framework more responsive to public and industry needs. Activities under the Program broadly include assessing and mitigating aquaculture's potential impacts on aquatic ecosystems through scientific research and development; partnering with industry by jointly funding research and development projects to enhance sector innovation and productivity; collaborating with other government departments and agencies to strengthen the Canadian Shellfish Sanitation Program to maintain consumer and market confidence in the safety and quality of aquaculture products; and working to enhance the application of DFO's legislation, regulations and policies that govern aquaculture, particularly as they relate to habitat management.
Aquaculture Management includes all activities the Department is mandated or legislated to carry out, including conducting research and analysis; developing legislation, regulations, policies, strategies, frameworks and programs that are reflective of and respond to industry/stakeholder needs; and liaising with other sectors, provinces/territories, regions, stakeholders and the public. Other activities include providing support for and input into environmental assessments; processing new and renewed site applications; administering, monitoring and enforcing compliance with DFO regulations pertaining to environmental sustainability, as it pertains to aquaculture; and supporting the creation and implementation of codes of conduct to address federal requirements.
Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Maintain and update an Aquaculture website to improve sharing of information with the Canadian public | + | + | + |
Seek mandate for Aquaculture Renewal initiative | + |
Expected Results | Performance Indicators |
---|---|
A federal legislative and regulatory framework more responsive to public and industry needs that includes strengthened measures to protect human health and is based on scientific knowledge that supports decision-making |
|
Aquaculturists have the tools needed to become self-sufficient, address emerging needs and priorities, compete effectively in domestic and international markets, and create and seize opportunities in the areas of science and innovation, food safety and environmental stewardship (sound and integrated governance) |
|
A streamlined regulatory environment, harmonized standards and practices and enhanced public confidence to support the development of aquaculture in Canada |
|
Efficient coordination of and reporting on aquaculture activities (including budgeting and reporting) across the Department and regions for the Program for Sustainable Aquaculture and aquaculture more generally |
|
Oceans Action Plan
Oceans issues are complex and cut across jurisdictions, sectors, international boundaries and communities of interest. The Oceans Act came into force in 1997 and established the legislative framework for a coordinated federal approach to oceans. The Oceans Action Plan (OAP) is a horizontal approach to implementing the Oceans Act and Canada's Oceans Strategy and incorporates the activities of DFO and other departments. Its principal focus is on advancing knowledge by undertaking the necessary science and establishing inclusive and transparent governance systems with provinces, territories and other parties. Launched in 2005, the OAP is based on four pillars:
The pillar construct includes a series of initiatives across government to improve the management of oceans activities through greater collaboration. We are working to achieve the goals set out within the OAP.
Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Develop the Government of Canada Sensitive Areas Strategy | + | ||
Develop offshore seismic regulations | + |
Expected Results | Performance Indicators |
---|---|
A harmonized approach across the federal government to collectively address the protection and conservation of sensitive marine areas |
|
Common regulations or standards established in conjunction with provincial/territorial government and offshore regulators to address the impact of seismic activities |
|
Science Renewal
High-quality, timely and relevant scientific advice is required for sound policy development and informed decision-making. Through science-policy integration, and in collaboration with other science organizations, the Science program supports the achievement of DFO's outcomes and government-wide priorities.
The demand for scientific information and advice on complex issues of importance to Canadians will continue to increase. To better respond, the Science program needs to be flexible, relevant and sustainable. This requires a more innovative and adaptive approach to the way science is performed and collaborative partnerships are established. It also has implications for the delivery of scientific advice, services and products to clients and stakeholders. Science Renewal initiatives will continue to contribute to increasing the scope and depth of scientific activities, building Canada's capacity for aquatic science, ensuring the transparency and credibility of scientific advice, as well as contributing to scientific innovation and commercialization of technology.
In the coming years, DFO will continue to renew its Science program to enhance the delivery of scientific information, advice and services in support of better policy development, decision-making and service to Canadians. Work on Science Renewal will include the following:
Long-term strategic and multi-year operational planning will be carried out in collaboration with clients and partners. Work will be based on an ecosystem approach that assesses risk and priorities needing science support. National enabling strategies (human resources, funding, partnering, Science vessels and equipment acquisition and maintenance) will be developed to support strategic and operational plans.
Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Finalize the development of and fully implement the multi-year strategic and operational planning framework: | + | ||
|
+ | + | + |
|
+ | ||
|
+ | ||
|
+ |
Expected Results | Performance Indicators |
---|---|
A Science program that is:
|
|
Canadian Coast Guard Rejuvenation
On April 1, 2005, the Canadian Coast Guard (CCG) became a Special Operating Agency (SOA) within DFO. As an SOA, the Coast Guard is striving to be a client-focused organization that is accountable and results oriented in its service.
As it continues to evolve as an SOA, the Coast Guard has committed to taking a more structured approach to client and stakeholder relations both within and outside the federal government. CCG has reinvigorated advisory bodies involving the commercial shipping industry and ports at both the national and regional levels. It has also taken steps to establish an advisory body within the federal government involving the various departments and agencies that receive support or services from the Coast Guard. The commitment to the ongoing use of these advisory bodies is a critical part of CCG's evolution as a Special Operating Agency. Their purpose is to improve communications, to better understand the needs and requirements of the recipients of Coast Guard services, and to work together on matters of common interest. Over the next year, the Coast Guard will begin to incorporate the outcomes of the regular meetings of these bodies in the planning and management of its services and priorities.
As an SOA, CCG is committed to addressing levels of service, service standards, costs of service and fees in an open and transparent fashion with all internal and external clients and stakeholders. CCG will embark on a Levels of Service Review and continue the initiative to develop a new approach to the future of Marine Services Fees. Such efforts will enable the Coast Guard, as a public service provider, to deliver its services to the optimum mix of client benefit and fiscal responsibility.
SOA status has strengthened the Coast Guard identity within DFO. Additional measures will be undertaken in the coming years. In 2007, CCG will unveil a permanent memorial at the Coast Guard College to honour all those who lost their lives carrying out Coast Guard duties since the Coast Guard was formed in 1962. In addition, a review of the Coast Guard uniform policy will be conducted in response to various requests for changes and improvements.
The Coast Guard will continue to be an active participant in the broader federal maritime security agenda. Working with its partners, the Agency will continue to implement the Great Lakes and the St. Lawrence Seaway System Marine Security Enforcement Team initiative with the Royal Canadian Mounted Police (RCMP) to improve security through on-water patrols. The Agency will also continue to participate in the multi-departmental Marine Security Operations Centres, led by the RCMP and Department of National Defence. In addition, CCG will participate fully in the strategic and operational planning and policy development related to federal maritime security under way across government.
The Coast Guard is focusing on making concrete and visible progress on the renewal of its fleet. Budget 2006 reaffirmed support for this key aspect of Coast Guard rejuvenation. Under the Fleet Renewal Strategy, procurement processes are well under way to acquire two new offshore fisheries science vessels and eight new mid-shore patrol vessels. Four of the latter will be dedicated to enhancing maritime security on the Great Lakes and the St. Lawrence Seaway under a joint program with the RCMP. These four vessels will be additions to the fleet; the others will replace aging vessels that will be taken out of service.
Fleet Renewal also involves effective management of the existing fleet. New authorities are being sought to facilitate the multi-year management of capital funds for the fleet and to better align refits with operational requirements. The concept of Fleet Operational Readiness is being developed to enhance CCG's commitment to improved transparency regarding the cost of maintaining a Government of Canada civilian marine response capacity and, therefore, enhanced accountability to clients, stakeholders, Parliamentarians and Canadians. Also under its Fleet Renewal priority, CCG will further develop its commitments to enhance the life-cycle management of its fleet and other physical assets.
Under modernization efforts, CCG reaffirms its commitment to innovation and to a focus on continuous improvement. CCG strives to improve its service delivery by taking full advantage of new technologies and by working with the private sector, academia and other levels of government. Over time, the Canadian Coast Guard will transform its marine service delivery through technology-based productivity improvements, client service innovations and alternative service delivery while maintaining the highest standards of safety. One key initiative is Aids to Navigation of the 21st Century (AToN 21), which is intended to deliver a marine navigation service that responds to developments in technology and the changing needs of clients. Essentially, AToN 21 is about deploying the right mix of navigational aids on Canadian waterways through sound risk-based analysis, in accordance with ministerial direction and in consultation with clients and stakeholders.
Internally, modernization efforts include the Coast Guard's Integrated Technical Services Strategy, an ongoing initiative to improve the management of physical assets. Improvements to overall Coast Guard planning, reporting and management will also be pursued through the development and implementation of a new CCG Performance Management Framework, based on a revised Program Activity Architecture and a renewed Financial Management Framework.
Lastly, in response to risks associated with shifting demographics of the federal public service and beyond, the Canadian Coast Guard will continue its focus on the sustainability and health of its workforce. Workforce development will continue with further focus on broad, national human resource planning integrated with business planning. CCG will also concentrate on further development of a standard national organization to the extent that is practicable. In the area of recruitment, the Coast Guard will also continue to use collective staffing mechanisms and develop a Ships Crew Recruitment Strategy while working with unions to establish permanent relief pools. Also, CCG will carry on with the implementation of commitments under DFO's Employment Equity Action Plans and pursue more opportunities for succession planning and workforce development.
A number of these initiatives also respond to the findings of the Auditor General (AG) that the Coast Guard has made unsatisfactory progress in responding to two previous AG reports: Managing the Coast Guard Fleet (2000) and Marine Navigational Services (2002). The Coast Guard is committed to doing what the AG has suggested - establishing clear, realistic priorities for what can be done and ensuring that sufficient resources are in place to follow through. By taking an incremental approach, as set out in the CCG Business Plan, Coast Guard can make steady progress that will, over time, strengthen CCG as a national institution.
Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Full Implementation of Special Operating Agency Status | |||
Consistent use of external and internal advisory bodies | + | + | Ongoing |
Levels of service review | + | + | |
Marine Services Fees strategy | + | + | |
Strengthened CCG identity in DFO | + | + | |
Support for the Government of Canada's Maritime Security Agenda | |||
Ongoing support of GoC maritime security | + | + | Ongoing |
Implementation of Fleet Renewal | |||
Procurement of new vessels | + | + | Ongoing |
Improved maintenance of existing fleet | + | Ongoing | |
Implement Fleet Operational Readiness concept | + | + | |
Continued Implementation of Modernization Initiatives | |||
Aids to Navigation of the 21st Century (AToN 21) | + | + | + |
Improved maintenance of existing shore-based infrastructure | + | + | Ongoing |
ITS Strategy Project | + | + | |
Improve the Coast Guard Business Management Model | + | + | Ongoing |
Improve the Coast Guard Financial Management Framework | + | + | |
Effective Management of Our Workforce and Workplace | |||
New initiatives to address operational HR issues | + | + | |
Implement nationally consistent regional organizations and national model work descriptions | + | + | Ongoing |
Enhancements to human resource and succession planning processes | + | + | Ongoing |
New initiatives for the development of people | + | + | Ongoing |
Environmental Process Modernization
The Environmental Process Modernization Plan (EPMP) addresses the concerns raised by various stakeholders about the implementation of the Habitat Management Program. The EPMP, launched in 2004, aims to make the conservation and protection of fish habitat more effective, the delivery of its services more efficient and the interests and priorities of stakeholders better integrated.
DFO will continue to change the way it does business with respect to its regulatory responsibilities to protect fish habitat by moving from a reactive and fragmented process to one that is more proactive, cohesive and strategic. Provincial and stakeholder reactions to EPMP as a framework have remained quite positive overall, and EPMP is seen by other departments as a model of regulatory administrative reform.
Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Risk Management Framework | |||
Risk management framework (RMF) enhanced | + | + | + |
Program staff trained on the application of the RMF | + | + | + |
Streamlining Referrals | |||
Operational Statements created and promoted | + | + | + |
Operational Statements integrated with provincial permit systems | + | + | + |
Additional streamlining possibilities identified | + | + | + |
Predictability and Coherence | |||
Mandatory training program for regional staff developed and delivered | + | ||
Operational policies regarding application of the Fisheries Act, CEAA and SARA to Habitat Management Program developed | + | ||
Environmental Assessments and Major Projects | |||
New national headquarters-regions governance structure implemented | + | ||
Partnerships | |||
Partnership agreements with industry (e.g., National Resource Industry Associations, Canadian Electricity Association) and provinces implemented | + | + | + |
Partnership agreements with Aboriginal groups, non-governmental organizations, municipalities and others pursued | + | + | + |
Habitat Compliance Modernization | |||
Habitat monitoring positions staffed and trained | + | ||
National and regional protocols between C&P and Habitat developed and implemented | + | ||
Operational policy for habitat compliance implemented | + | ||
Monitoring process for effectiveness of operational policy developed | + | + |
Expected Results | Performance Indicators |
---|---|
The Habitat Management Program is more effective in the conservation and protection of fish habitat, efficient in the delivery of its services and integrated with the priorities of governments and partners, in a manner consistent with the principles of sustainable development |
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In addition to the above program priorities, DFO is committed to five priorities that will affect the internal workings of the Department. These priorities are driven by the government-wide agenda to improve the management of the public service and its programs. The priorities described below are aimed at improving the management of DFO's human resources, implementing a Management Accountability Framework, improving planning processes, integrating risk management and ensuring that the Department can live within its fiscal limits.
Human Resources Modernization
Following through from the coming into force of all components of the new Public Service Modernization Act (PSMA), the Department is pursuing initiatives in all PSMA areas to ensure its continued success and full implementation across DFO.
Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
National structures and national model work descriptions established with a view to update and review employees' positions | + | ||
Staffing policies and processes updated, in line with the new Public Service Employment Act | + | ||
Multi-year action plans implemented to ensure continued respect of employment and official languages legal requirements | + | + | + |
Labour relations enhanced through improved union-management consultations and increased use of informal conflict resolution | + | + | + |
DFO's learning strategy and programs aligned with the government's broad framework for learning in the public service | + | + | |
Health of human resources continually monitored and reported on to departmental management committees | + | + | + |
Management Accountability Framework
The Treasury Board Secretariat introduced the Management Accountability Framework (MAF) in 2003. The framework provides a vision for modern public service management in ten key areas: governance and strategic directions; public service ethics; learning, innovation and change management; policy and programs; people; citizen-focused service; risk management; stewardship; accountability; and results and performance. Each year the Treasury Board Secretariat assesses departments against specific performance measures to identify strengths and weaknesses. In March 2007, Treasury Board Secretariat made 2006-2007 MAF assessments available on its website.
In 2006-07, DFO conducted its own self-assessment using the same performance measures, in part to prepare for the Treasury Board Secretariat's assessment and also to ensure that senior management was familiar with the criteria. Based on the findings of these assessments, DFO will undertake actions to address areas identified as areas for improvement and will conduct regular follow-up reports on progress. To ensure consistency in reporting, DFO is integrating Management Accountability Framework measures into other reporting activities, such as executive performance management plans and the Program Activity Architecture, wherever possible.
Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Self-assessment and TBS assessment against MAF performance measures | + | + | + |
Key areas for improvement identified | + | + | + |
Semi-annual progress reports on improvement initiatives | + | + | + |
Integrated Planning and Reporting
In 2004-2005, the Department began implementing an Integrated Planning Framework to align strategic, business, financial and human resource plans and processes. The focus to date has been on the integration of human resource and business plans, including the development and use of performance measures. Business planning by strategic outcome is now an accepted activity, and the 2006-07 business plans were enhanced by the addition of resource information, performance measurement strategies and risk analyses.
DFO is a pioneer department in HR planning, having launched its fourth annual HR planning process in December 2006. Over the past four years, efforts have been made to better align business and HR planning. This year the Business and HR planning cycles have overlapped, ensuring that HR planning efforts support emerging business needs. To consolidate the regional picture and capture horizontal and strategic planning needs of senior line managers and the DFO-wide functional community, HR Planning Guides were introduced this year, in addition to the existing responsibility centre manager guides.
In addition to the demographic realities of aging baby boomers and the resulting tighter talent market, DFO faces unique HR challenges: it is a decentralized, operational department that operates 24/7 in remote locations and relies on a considerable amount of shift work, stand-by work, and lay day schedules. This often affects the Department's ability to attract and keep the right mix of talent, as DFO competes with organizations that are based and managed in large urban areas, which are often more attractive to certain segments of the workforce. Remote locations and isolation sometimes result in insufficient capacity and higher attrition levels. To address these challenges, DFO will increase its focus on succession planning in the HR planning process, as well as recruitment and retention strategies.
Over the next three years, DFO will expand the Integrated Planning Framework to include other planning activities, such as capital planning. As part of the pan-governmental Management, Resources and Results Structure action plan, the Department will be directing considerable efforts to developing a performance measurement framework in line with the Program Activity Architecture. The major challenge for DFO is to coordinate a variety of planning and reporting documents and ensure that the results of various DFO and Treasury Board Secretariat planning and assessment activities are available and taken into consideration.
Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Performance measurement framework developed | + | ||
Integrated Planning Cycle updated | + | ||
Human resource planning better integrated in the Integrated Planning Framework | + | + | + |
In-depth analysis and monitoring framework | + |
Integrated Risk Management
DFO will implement Integrated Risk Management (IRM) in all regions and all sectors effective April 1, 2007. Integrated Risk Management will be used for annual planning, for the support of key decisions and for the management of major projects. The IRM process has been fully imbedded in the Integrated Planning Framework and is used to assist Regional Directors, Regional Directors General, Assistant Commissioners, Assistant Deputy Ministers and the Commissioner of the Coast Guard to make informed, risk-based decisions.
IRM Coordinators will facilitate and conduct workshops in each region and each sector between April and October 2007. In addition, these Coordinators will conduct issues-based IRM analyses as required for specific high-priority decisions. Further, they will be responsible for quality assurance for all risk-based activities, including the Conservation and Protection (C&P) Program, capital planning, and IM/IT risk management.
All IRM information will be made available to all departmental managers through TeamRisk, a web-based database system linked to TeamMate, the departmental standard for audit.
Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Fish Habitat corporate risk profile completed | + | ||
Regional IRM workshops conducted | + | + | + |
TeamRisk enterprise-wide data warehouse deployed | + | ||
IRM workshops to support C&P resource allocations delivered | + | + | + |
IRM workshops to support capital planning delivered | + | + | + |
IRM workshops to support IM/IT project management delivered | + | + | + |
Departmental Renewal
DFO is committed to implementing policy and program changes to better manage its finances and to modernize management. Within this context, DFO will undertake two initiatives to ensure that ongoing operations are sustainable: the IT Sustainability Project (ISP) and the functional review of the Small Craft Harbours program.
ISP is a three-year initiative that began in 2005-2006 and will continue through 2007-2008. Treasury Board granted the project Preliminary Project Approval in October 2005. Effective Project Approval with conditions was obtained in July 2006. All Treasury Board conditions were met by October 2006, when full Effective Project Approval and over $20 million of additional Treasury Board funding was granted to fulfil the objectives of this initiative.
ISP will result in modernized and revitalized IT services for DFO. This national project will establish a comprehensive, enterprise-wide and consistent management model for IT, and a consolidated, rationalized and sustainable infrastructure designed to support the business outcomes of the Department.
ISP is intended to achieve the following:
DFO has also been working on possible new directions for the Small Craft Harbours Program. These new directions are intended to place the Program on a sustainable footing and to respond to the evolving needs of industry clients by providing appropriate harbour infrastructure. These development efforts will continue to be a priority.
The Small Craft Harbours program will undertake a functional review of the Program by:
Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
IT Sustainability Project | |||
Centres of Expertise implemented | + | ||
Infrastructure rationalization completed | + | ||
Human resources transition completed | + | ||
Corporate management processes developed | + | ||
Small Craft Harbours Functional Review | |||
Options for new directions developed | + | ||
Plan for new directions developed | + | ||
Plan for new directions implemented | + |
Canada's Performance, the annual report to Parliament on the federal government's contribution to Canada's performance as a nation, is structured around three areas:
Each of these areas is associated with a number of outcomes that the federal government is working to achieve. The following table shows the relationship between the Government of Canada outcomes, as established in the Whole of Government Framework, and DFO's strategic outcomes. The Department is still in the process of determining the relationship between individual program activities and Government of Canada outcomes.
Government of Canada Outcomes | Safe and Accessible Waterways | Sustainable Fisheries and Aquaculture | Healthy and Productive Aquatic Ecosystems |
---|---|---|---|
Economic Affairs | |||
Strong economic growth | + | + | + |
An innovative and knowledge-based economy | + | + | + |
A fair and secure marketplace | + | ||
A clean and healthy environment | + | + | |
Social Affairs | |||
Safe and secure communities | + |
Surrounded by the Arctic, Atlantic and Pacific Oceans, and home to the Great Lakes, Canada is one of the foremost maritime nations in the world. Canada boasts the world's:
Providing access to Canadian waterways and ensuring the overall safety and integrity of Canada's marine infrastructure for the benefit of all Canadians |
Canada's oceans and inland water system, and their resources, have played an important role in the country's history, identity and culture. Eight of the 10 provinces and all three territories have ocean shorefront, and nearly a quarter of Canadians live in coastal communities. Canada's inland water system — particularly the St. Lawrence Seaway and the Great Lakes — has also played a pivotal role in Canada's development.
Canada's oceans, shorelines and inland waters support a growing number of industries and uses. Shipping, fishing, aquaculture, ecotourism, boating, oil and gas extraction, and other ocean activities contribute an estimated $20 billion a year to the Canadian economy.
The Safe and Accessible Waterways strategic outcome is delivered through three program activities:
Marine traffic in Canadian waters is increasing along with the global marine economy, predicted to grow at around 3% per year. Marine trade, expected to double over the next 20 years, is increasingly driven by trade with Asia. Because marine infrastructure is critical to Canada's economic success, attention will be paid to key Canadian marine gateways and corridors that enable global trade. Competition for waterways' usage is developing and internal water levels could exhibit increased variance because of climate change, possibly affecting domestic shipping. Increased traffic demand combined with an aging workforce is also applying pressure to the task of training and employing needed, certified marine personnel.
Canadians want their government to enhance Canada's maritime security measures, strengthen marine border security, and increase federal on-water presence and response capabilities in relation to a wide range of hazards, risks and threats. Coast Guard's programs and assets have significant benefits that support the achievement of Canada's maritime national security and public safety objectives. Coast Guard is now using and will continue to use its human resources and physical assets to support the federal integrated response to emerging maritime security and emergency preparedness priorities.
Canada will be enhancing its presence in the Arctic to better affirm Canadian sovereignty and to enhance security, safety and sustainable development in that frontier, all while striving to maintain and improve service levels in southern Canada. This calls for more capacity to enable activities like hydrographic charting and ocean science - such as those planned in the Arctic for this International Polar Year - as well as CCG activities that ensure a high level of navigation, icebreaking, safety and other services in northern waters. This will induce greater application of ice-specific technologies and platforms in Canada's North.
Mariners and citizens expect Coast Guard to minimize loss of life, injuries and property damage resulting from maritime incidents and to help secure and protect our oceans. Coast Guard will be held to higher standards of service and to transparent, accountable and disciplined spending. Because Canadians identify a cleaner environment and conservation of resources as key objectives, Coast Guard will move to improve its ecological footprint and operating efficiency. Our response to this complex business environment is to work hard for Canadians to continue to earn their trust through excellence in service as a Special Operating Agency. We will also think and act for the longer term in a way that positions Coast Guard as a durable, bilingual institution and as a key instrument of national policy in Canada's territorial waters and ocean domain.
The Small Craft Harbours (SCH) Program was created in 1973. The 2007-08 planning period will be characterized by a continuing demand for services and support related to the operation and maintenance of a national system of harbours critical to Canada's commercial fishing industry.
As of October 2006, the harbour inventory comprised property at 1,193 sites with individual assets numbering over 6,000 structural facilities. The overall value of the inventory is approximately $3.7 billion. This harbour infrastructure protects many millions of dollars invested in fishing vessels and equipment, prevents coastal erosion and damage, supports local economic development and employment, and offers refuge for mariners in distress. Currently, the SCH Program provides commercial fishing harbour services in all provinces and territories with the exception of Nunavut and the Yukon.
The Department's Science Program provides hydrographic and ocean science products and services that enable the maritime transportation infrastructure of Canada, safe navigation, security, and sovereignty, as well as research, monitoring, advice and data management to enable ocean and ice condition forecasts, including the potential impact of climate change and variation on navigation.
The Science Program's Canadian Hydrographic Service (CHS) maintains an extensive portfolio of navigational products and services that ensure safe navigation of Canadian waterways. The number of nautical charts within the CHS portfolio is greater than that in any other country in the world, not including those that maintain worldwide coverage. Keeping existing hydrographic charts up-to-date while also creating new ones is an ongoing challenge. The advent of electronic charts and other technological advances in hydrography, such as multi-beam data collection, automated production, database development and Internet portals, continue to change how the Canadian Hydrographic Service makes hydrographic information available to Canadians.
Financial Resources (millions of dollars) |
2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Canadian Coast Guard | 590.1 | 634.0 | 632.2 |
Small Craft Harbours | 96.8 | 93.7 | 93.7 |
Science in support of Safe and Accessible Waterways | 36.5 | 36.4 | 36.4 |
Program Enablers1 | 151.9 | 143.2 | 142.9 |
Total | 875.2 | 907.2 | 905.1 |
Human Resources (number of FTEs) |
2007-2008 | 2008-2009 | 2009-2010 |
Canadian Coast Guard | 4,703 | 4,703 | 4,703 |
Small Craft Harbours | 126 | 126 | 126 |
Science in support of Safe and Accessible Waterways | 274 | 274 | 274 |
Program Enablers1 | 951 | 952 | 931 |
Total | 6,054 | 6,055 | 6,034 |
Note: Because of rounding, figures may not add to the totals shown.
1Financial and human resources for Program Enablers have been prorated across program activities. The section Other Items of Interest provides further information on Program Enablers.
Description from Part II — The Main Estimates: Provision of maritime services that contribute to the enhancement and maintenance of maritime safety and commerce; protection of marine and freshwater environment; oceans and fisheries resource management; security; and other government maritime priorities via maritime expertise, Canada's civilian fleet, a broadly distributed shore infrastructure, and collaboration with various stakeholders.
Expected Results
A visible symbol of Canadian identity and sovereignty, the Canadian Coast Guard (CCG) is recognized both nationally and internationally as representing excellence in maritime services.
CCG is a Special Operating Agency within DFO that delivers its programs and services through the government's civilian fleet of vessels and a broadly distributed shore infrastructure that includes marine communications and traffic services centres, major bases, multi-tasked lifeboat stations, rescue centres with Canadian Forces, aids to navigation, and hundreds of other assets, such as radio towers, throughout the country. CCG also manages and operates the Canadian Coast Guard College in Sydney, Nova Scotia.
With its widely distributed fleet and shore infrastructure and personnel, CCG is instrumental in saving lives, facilitating maritime commerce, responding effectively to pollution incidents, protecting the aquatic environment and supporting maritime security. CCG stands ready to respond to national and international emergencies and disasters, such as Hurricane Katrina in 2005. The CCG Agency also continues to support critical DFO and Government of Canada priorities in scientific research and fisheries enforcement activities, including the assessment of the status of the fisheries resource, the monitoring of ocean variability and change, and activities related to Canada's interests in the International Polar Year and the United Nations Convention on the Law of the Sea (UNCLOS).
Financial Resources (millions of dollars) |
2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Aids and Waterways Services | 95.3 | 90.7 | 90.7 |
Marine Communications and Traffic Services | 89.3 | 82.2 | 80.4 |
Icebreaking Services | 51.3 | 45.4 | 45.4 |
Search and Rescue Services | 104.7 | 103.6 | 103.6 |
Environmental Response Services | 11.3 | 11.3 | 11.3 |
Coast Guard College | 7.8 | 7.8 | 7.8 |
Maritime Security | 5.3 | 34.1 | 31.7 |
Coast Guard Fleet Services | 225.2 | 259.0 | 261.3 |
Sub-Total | 590.1 | 634.0 | 632.2 |
Program Enablers1 | 128.0 | 121.3 | 121.6 |
Total2 | 718.1 | 755.3 | 753.8 |
Human Resources (number of FTEs) |
2007-2008 | 2008-2009 | 2009-2010 |
Canadian Coast Guard | 4,703 | 4,703 | 4,703 |
Program Enablers1 | 796 | 795 | 778 |
Total | 5,499 | 5,498 | 5,481 |
Note: Because of rounding, figures may not add to the totals shown.
1Financial and human resources for Program Enablers have been prorated across program activities. The section Other Items of Interest provides further information on the Program Enablers.
2Totals do not reflect respendable revenue. For details on respendable revenue, see the table Sources of Respendable and Non-Respendable Revenue.
Canadian Coast Guard Sub-activities
The Canadian Coast Guard program activity is delivered via nine program sub-activities:
The Department will focus on the following plans for CCG sub-activities during the current planning period.
Plans | Expected Results1 | Performance Indicators1 |
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Aids and Waterways Services | ||
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Marine Communications and Traffic Services (MCTS) | ||
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Icebreaking Services | ||
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Search and Rescue Services | ||
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Environmental Response Services | ||
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Coast Guard College | ||
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Maritime Security | ||
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Contribution to Other Government Objectives | ||
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Coast Guard Fleet Services | ||
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Description from Part II — The Main Estimates: Operation and maintenance of a national system of harbours critical to Canada's commercial fishing industry.
The Small Craft Harbours Program provides a sustainable network of approximately 750 core fishing harbours that are maintained in good condition and are operated and managed effectively by local Harbour Authorities (HAs).
As part of the Departmental Renewal initiative, the Small Craft Harbours Program will continue to work on possible new directions intended to place the Program on a more sustainable footing, while effectively responding to the evolving needs of industry clients by providing appropriate infrastructure.
Expected Results | Performance Indicators |
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Core fishing harbours are operational and are repaired and maintained in good condition |
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Core fishing harbours are managed by an HA (while promoting and encouraging the amalgamation and sharing of services to practically leverage resources and provide for greater HA capacity) |
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Harbour Authorities have tools to assist them in managing their facilities independently |
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Financial Resources (millions of dollars) |
2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Operations | 3.7 | 3.7 | 3.7 |
Maintenance | 91.0 | 87.9 | 87.9 |
Divestiture | 2.1 | 2.1 | 2.1 |
Sub-Total | 96.8 | 93.7 | 93.7 |
Program Enablers1 | 12.4 | 10.7 | 10.6 |
Total | 109.2 | 104.4 | 104.3 |
Human Resources (number of FTEs) |
2007-2008 | 2008-2009 | 2009-2010 |
Small Craft Harbours | 126 | 126 | 126 |
Program Enablers1 | 18 | 82 | 80 |
Total | 207 | 208 | 206 |
Note: Because of rounding, figures may not add to the totals shown.
1Financial and human resources for Program Enablers have been prorated across program activities. The section Other Items of Interest provides further information on the Program Enablers.
Small Craft Harbours Sub-activities
The Small Craft Harbours program activity is delivered via three program sub-activities:
Plans for 2007-2010 by Sub-activity
Infrastructure maintenance accounts for the majority of the resources used to carry out Small Craft Harbours sub-activities. In addition to infrastructure maintenance, the Department will focus on the following plans for Small Craft Harbours sub-activities during the current planning period.
Plans | Expected Results | Performance Indicators |
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Operations | ||
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Maintenance | ||
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Divestiture | ||
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Description from Part II — The Main Estimates: Provision of scientific research, monitoring, advice, products and services and data management in support of safe and accessible waterways. These functions are provided through a network of research facilities in collaboration with other government departments, private sector, academia and international organizations.
Expected Results | Performance Indicators |
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Hydrographic and ocean science information, products and services used to support the maritime transportation infrastructure of Canada and to ensure safe navigation and sovereignty |
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Financial Resources (millions of dollars) |
2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Providing products and services for navigation | 32.7 | 32.4 | 32.4 |
Supporting maritime safety and security and Canadian sovereignty | 3.7 | 4.0 | 4.0 |
Sub-total | 36.5 | 36.4 | 36.4 |
Program Enablers1 | 11.5 | 11.2 | 10.7 |
Total | 48.0 | 47.5 | 47.1 |
Human Resources (number of FTEs) |
2007-2008 | 2008-2009 | 2009-2010 |
Science | 274 | 274 | 274 |
Program Enablers1 | 74 | 75 | 73 |
Total | 348 | 349 | 347 |
Note: Because of rounding, figures may not add to the totals shown.
1Financial and human resources for Program Enablers have been prorated across program activities. The section Other Items of Interest provides further information on Program Enablers.
Science Sub-activities
Science in support of safe and accessible waterways is delivered by means of two program sub-activities:
Plans for 2007-2010 by Sub-activity
Ongoing operations account for the majority of the resources used to carry out Science sub-activities in support of safe and accessible waterways. In addition to ongoing operations, the Department will focus on the following plans for Science sub-activities in support of safe and accessible waterways during the current planning period.
Plans | Expected Results | Performance Indicators |
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Providing Products and Services for Navigation | ||
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Supporting Maritime Safety and Security and Canadian Sovereignty | ||
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Delivering an integrated fisheries and aquaculture program that is credible, science based, affordable, and effective, and contributes to sustainable wealth for Canadians |
Commercial and recreational fishing are important sources of revenue in parts of Canada where few other economic opportunities exist. The Atlantic fishing industry employs more than 84,000 people, and the Pacific fisheries provide employment for 14,000 fishers and plant workers. Despite declines in the historically valuable groundfish stocks of Atlantic Canada and the lucrative salmon fisheries of the Pacific coast, abundant harvests of snow crab, lobster and shrimp are pushing Canadian fishery exports to new highs. In 2004, Canada's fish and seafood exports reached $4.5 billion - the highest value on record. And Canadian sport fishing continues to inject billions of dollars into local economies each year.
Canada's commercial fishery is characterized by a multitude of small operators and a handful of large vertically integrated companies that are continually faced with challenges in light of a complex mix of biological, economic and social factors. After record landed values in the commercial fishery in 2004, the industry is now facing a number of important economic and resource issues. A high Canadian dollar against the US dollar is hurting our exports of fishery products, as 80% of Canada's fish is sold in US dollars. Global competition, in particular low-cost producers from China, as well as price and resource declines in Atlantic shellfish and Pacific salmon fisheries, are hampering the long-term viability of harvesting and processing operations that are crucial to many rural and remote coastal communities.
The viability of many of Canada's coastal communities is directly linked to the health of the fisheries. As world demand for fish and seafood products soars, there is a need to be increasingly vigilant about the health of our fisheries and the integrity of the ecosystems that support them. New technologies have made it easier to catch and process far more fish than can be harvested sustainably. In other words, there simply may not be enough wild fish to keep pace with the rising demand.
The decline of some historically valuable stocks in the 1990s made it clear that ecosystems are complex living systems that respond to human activity and global environmental changes in unpredictable and variable ways. Sustainable fisheries management is essential to maximizing and sustaining the prosperity afforded by the marine resources and to achieving social and economic objectives. Sustainable fisheries management relies on robust scientific information and advice, sustainable resource management and fishing practices, and effective compliance with rules and regulations.
Fisheries Management Renewal (FMR) is a package of program renewal undertakings that promote a strong and healthy resource and an improved relationship with resource users and other stakeholders. It sets out to achieve four objectives: strong conservation outcomes, shared stewardship, stable access and allocation, and effective compliance. The FMR agenda is being implemented in concert with Science Renewal, especially in regard to the achievement of strong conservation outcomes, which include an increasing focus on the scientific study and evaluation of Canada's aquatic ecosystems. The renewal agenda recognizes that Canada's fisheries can be sustainable over the short and long term only if there is conservation and sustainable use of the resource and if the fishing industry is viable.
The growing world demand for fish, coupled with the inability of wild fish stocks to sustainably meet demand, has kindled much interest in aquaculture - the farming of fish, shellfish and aquatic plants. Aquaculture currently produces nearly one-third of the fish and shellfish consumed worldwide; by 2010, it could account for nearly half of the world's fisheries production. In Canada, aquaculturists are cultivating everything from salmon and halibut to mussels and scallops. In doing so, they are bringing much-needed economic diversification to many coastal communities.
This strategic outcome is about delivering an integrated fisheries and aquaculture program that is credible, science based, affordable, and effective, and contributes to sustainable wealth for Canadians. This will result in sustainable fisheries and aquaculture. Ensuring conservation and sustainable use of Canada's fisheries resources depends on sound scientific research and advice and on the development of a modernized fisheries management regime that is integrated with the broader oceans management agenda.
This strategic outcome is delivered through three program activities:
DFO continues to pursue a renewal agenda that focuses on modernizing the decision-making system and building new relationships with resource users based on shared stewardship. Efforts will be guided by the principles of ecosystem-based management, predictability, stability and transparency. The challenge is to create the conditions for improving the economic viability and performance of the fishing and aquaculture sectors.
These changes are essential to meeting the challenges of the Species at Risk Act, mitigating the effects of climate change and achieving sustainable fisheries. DFO will work with other levels of government and resource users to develop recovery strategies for fisheries facing serious conservation and socio-economic challenges.
The Department is committed to fostering the growth of a sustainable aquaculture industry. It will do this by enhancing public confidence in the sector, increasing the industry's global competitiveness, seeking to maintain a healthy environment, ensuring healthy fish products and cooperatively managing aquatic resources based on sound science.
Directly related to the Sustainable Fisheries and Aquaculture strategic outcome are a number of departmental and Government of Canada initiatives and priorities that the Department's Science Program must support. These include the International Fisheries and Oceans Governance Strategy, Aquatic Invasive Species, and the National Aquatic Animal Health Program, as well as important horizontal initiatives such as the Canadian Biotechnology Strategy.
In addition to these initiatives, departmental priorities associated with fisheries renewal and the Aquaculture Framework Agreement will also require Science support to ensure that associated policies, programs and regulations have a sound foundation in the natural sciences and a reasonable likelihood of achieving their intended goals and outcomes.
Given the increasing demand for science, the challenge of supporting numerous separate although related initiatives, and the growing complexity of science-based issues, the Science Program continues to implement a strategy that reflects the need for an ecosystem-based approach, as well as flexibility to respond to emerging departmental and federal priorities in the interest of Canadians.
Financial Resources (millions of dollars) |
2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Fisheries Management | 282.3 | 277.0 | 274.5 |
Aquaculture | 3.9 | 3.9 | 3.9 |
Science in support of Sustainable Fisheries and Aquaculture | 134.3 | 130.3 | 128.9 |
Program Enablers1 | 126.0 | 126.5 | 122.7 |
Total | 546.5 | 537.7 | 530.1 |
Human Resources (number of FTEs) |
2007-2008 | 2008-2009 | 2009-2010 |
Fisheries Management | 1,445 | 1,445 | 1,445 |
Aquaculture | 29 | 29 | 29 |
Science in support of Sustainable Fisheries and Aquaculture | 993 | 987 | 986 |
Program Enablers1 | 732 | 729 | 703 |
Total | 3,198 | 3,190 | 3,163 |
Note: Because of rounding, figures may not add to the totals shown.
1Financial and human resources for Program Enablers have been prorated across program activities. The section Other Items of Interest provides further information on the Program Enablers.
Description from Part II — The Main Estimates: Conservation of Canada's fisheries resources to ensure sustainable resource utilization through close collaboration with resource users and stakeholders.
Expected Results |
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Financial Resources (millions of dollars) |
2007-2008 | 2008-2009 | 2009-2010 |
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Resource Management | 66.0 | 64.9 | 64.9 |
Aboriginal Policy and Governance | 61.7 | 58.7 | 56.8 |
Salmon Enhancement Program | 29.0 | 29.0 | 29.0 |
International Fisheries Conservation | 7.5 | 7.5 | 7.5 |
Conservation and Protection | 118.2 | 116.9 | 116.4 |
Sub-Total | 282.3 | 277.0 | 274.5 |
Program Enablers1 | 68.2 | 67.1 | 66.1 |
Total | 350.5 | 344.1 | 340.6 |
Human Resources (number of FTEs) |
2007-2008 | 2008-2009 | 2009-2010 |
Fisheries Management | 1,445 | 1,445 | 1,445 |
Program Enablers1 | 461 | 464 | 448 |
Total | 1,906 | 1,909 | 1,893 |
Note: Because of rounding, figures may not add to the totals shown.
1Financial and human resources for Program Enablers have been prorated across program activities. The section Other Items of Interest provides further information on the Program Enablers.
Fisheries Management Sub-activities
This program activity is delivered via five program sub-activities:
Plans for 2007-2010 by Sub-activity
Ongoing operations account for the majority of the resources used to carry out Fisheries Management sub-activities. In addition to ongoing operations, the Department will focus on the following plans for Fisheries Management sub-activities during the current planning period.
Plans | Expected Results | Performance Indicators |
---|---|---|
Resource Management | ||
|
|
|
Aboriginal Policy and Governance | ||
|
|
|
Salmon Enhancement Program (SEP) | ||
|
|
|
International Fisheries Conservation | ||
|
|
|
Conservation and Protection | ||
|
|
|
Description from Part II — The Main Estimates: Creation of conditions for a vibrant and innovative aquaculture industry that is environmentally and socially responsible, economically viable and internationally competitive.
DFO's vision for aquaculture development in Canada is to benefit Canadians through the culture of aquatic organisms while upholding the ecological and socio-economic values associated with Canada's oceans and inland waters. DFO is the lead organization for the aquaculture file at the federal level. DFO's aquaculture functions are provided through a horizontally managed and integrated intradepartmental approach, in collaboration with other federal departments, provincial and territorial governments, industry, the private sector, non-government organizations, and other stakeholders.
Financial Resources (millions of dollars) |
2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Aquaculture | 3.9 | 3.9 | 3.9 |
Program Enablers1 | 1.1 | 1.1 | 1.0 |
Total | 5.0 | 5.0 | 5.0 |
Human Resources (number of FTEs) |
2007-2008 | 2008-2009 | 2009-2010 |
Aquaculture | 29 | 29 | 29 |
Program Enablers1 | 8 | 8 | 8 |
Total | 37 | 37 | 37 |
Note: Because of rounding, figures may not add to the totals shown.
1Financial and human resources for Program Enablers have been prorated across program activities. The section Other Items of Interest provides further information on the Program Enablers.
Plans for 2007-2010 by Activity
Ongoing operations account for the majority of the resources used to carry out Aquaculture activities (there are no sub-activities). In addition to ongoing operations, the Department will focus on the following plans for Aquaculture activities during the current planning period.
Plans | Expected Results | Performance Indicators |
---|---|---|
|
|
|
Description from Part II — The Main Estimates: Provision of scientific research, monitoring, advice, products and services and data management in support of sustainable fisheries and aquaculture. These functions are provided through a network of research facilities in collaboration with other government departments, private sector, academia and international organizations.
Expected Results | Performance Indicators |
---|---|
|
|
Financial Resources (millions of dollars) |
2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Monitoring and assessing the status of fishery resources | 64.8 | 60.9 | 60.8 |
Supporting the assessment and recovery of species at risk | 2.8 | 2.8 | 2.8 |
Researching aquatic invasive species and monitoring aquatic animal diseases | 18.3 | 18.3 | 18.3 |
Supporting sustainable aquaculture and understanding aquaculture-environment interactions | 12.6 | 12.6 | 12.6 |
Applying genomics and biotechnology to aquatic ecosystems | 3.4 | 3.4 | 3.4 |
Contributing to science management in DFO and the Government of Canada | 32.4 | 32.3 | 31.1 |
Sub-total | 134.3 | 130.3 | 128.9 |
Program Enablers1 | 56.7 | 58.4 | 55.6 |
Total | 191.0 | 188.6 | 184.5 |
Human Resources (number of FTEs) |
2007-2008 | 2008-2009 | 2009-2010 |
Science | 993 | 987 | 986 |
Program Enablers1 | 263 | 257 | 247 |
Total | 1,256 | 1,244 | 1,233 |
Note: Because of rounding, figures may not add to the totals shown.
1Financial and human resources for Program Enablers have been prorated across program activities. The section Other Items of Interest provides further information on the Program Enablers.
Science Sub-activities
Science in support of sustainable fisheries and aquaculture is delivered through six program sub-activities:
Plans for 2007-2010 by Sub-activity
Ongoing operations account for the majority of the resources used to carry out Science sub-activities in support of sustainable fisheries and aquaculture. In addition to ongoing operations, the Department will focus on the following plans for Science sub-activities in support of sustainable fisheries and aquaculture during the current planning period.
Plans | Expected Results | Performance Indicators |
---|---|---|
Monitoring and Assessing the Status of Fishery Resources | ||
|
|
|
Supporting the Assessment and Recovery of Species at Risk | ||
|
|
|
Researching Aquatic Invasive Species and Monitoring Aquatic Animal Diseases | ||
|
|
|
Supporting Sustainable Aquaculture and Understanding Aquaculture-Environment Interactions | ||
|
|
|
Applying Genomics and Biotechnology to Aquatic Ecosystems | ||
|
|
|
Contributing to Science Management in DFO and the Government of Canada | ||
|
|
|
Sustainable development and integrated management of resources in or around Canada's aquatic environment through oceans and fish habitat management |
Oceans and Habitat Sector, with support from Science Sector, is primarily responsible for the development and protection of the aquatic environment. Sustainable development is the fundamental principle that guides this strategic outcome - supporting a balanced approach to a wide range of economic opportunities while meeting important environmental protection needs and supporting the social needs of communities, including those of Aboriginal peoples.
Oceans and Habitat Sector applies the principle of sustainable development to oceans and habitat management by adopting key practices such as the precautionary approach, integrated management, ecosystem and watershed planning, partnering arrangements with stakeholders and effective and efficient regulation. Science Sector provides scientific research, monitoring, advice, data management and products and services to support the integrated management of oceans. Together, the two sectors work with other federal agencies, provincial and territorial governments, municipalities, industry sectors, Aboriginal people, non-government organizations, academia and others who represent a full spectrum of socio-economic activities and environmental interests, both domestically and internationally. These partnerships facilitate the conservation and sustainable use of Canada's oceans; enable the conservation and protection of freshwater and marine fish habitat; and ensure the provision of timely and up-to-date scientific knowledge and products.
The clientele is diverse, ranging from traditional water users related to fishing, marine transportation and energy development, to growing industries such as mining, aquaculture, tourism and oil and gas exploration and production.
Oceans are an inherent part of Canada's environmental, social, cultural and economic fabric. However, the diverse needs of multiple oceans users place a great deal of pressure on marine resources. The current and forecast strong economic growth resulting from both onshore and offshore development will have a significant impact on oceans both now and for the foreseeable future. Consequently, modern oceans management arrangements must deal with a number of challenges including oceans health, marine habitat loss, declining biodiversity, growing demands for access to ocean resources and regulatory and jurisdictional complexities. There is a clear need to manage oceans activities in a sustainable way if the potential benefits to local communities are to be realized while ensuring that the oceans environments are protected.
As the administrative authority for the habitat protection provisions of the Fisheries Act, the Department's Habitat Management Program (HMP) is the key federal environmental regulator for most development projects that occur in and around marine and freshwater ecosystems across Canada. On an annual basis some 9,000-10,000 projects, commonly known as referrals, are submitted to HMP for review of the impact on fish and fish habitat and to ensure compliance with the habitat protection provisions of the Fisheries Act. These include a wide range of small to large development projects (from docks and water crossings to aquaculture, mining, hydro and oil and gas development) that can result in a variety of small- to large-scale impacts on fish and fish habitat. The regulatory decisions taken by DFO under the Fisheries Act as a result of these reviews must be made in a manner that respects the legislative requirements of the Canadian Environmental Assessment Act (CEAA) and the Species at Risk Act (SARA). These decisions have significant implications for industry, communities and individuals, as well as for sustainable development.
Because of the continuing surge in economic development activities taking place across Canada, particularly in natural resource-based economic sectors and in the North, HMP has faced increasing operational and financial program capacity pressures over the past few years. The Program is also dealing with the referral of more complex projects for regulatory review and environmental assessment. In addition, there are heightened expectations for stakeholder consultations, as well as higher legal thresholds for consultations with Aboriginal communities.
While Canada's Oceans Action Plan is focused on clearly defined deliverables and outputs, it also serves as a broader conceptual umbrella for a wide range of marine activities for both the Department and the Government of Canada. These activities include the International Fisheries and Oceans Governance Strategy, integrated oceans management and Marine Protected Areas, as well as scientific advice and support on offshore energy development and climate change.
These initiatives and departmental priorities associated with the Environmental Process Modernization Plan (EPMP) in the Habitat Management Program will require support from Science to ensure that associated policies, programs and regulations have a sound foundation in the natural sciences and a reasonable likelihood of achieving their intended goals and outcomes.
Given the increasing demand for science, the challenge of supporting numerous separate but related initiatives, and the growing complexity of science-based issues and ocean uses, the Science Program continues to adopt a strategy that reflects the need for an ecosystem-based approach, as well as flexibility to respond to emerging departmental and federal priorities in the interests of Canadians.
Financial Resources (millions of dollars) |
2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Oceans Management | 15.9 | 15.9 | 15.9 |
Habitat Management | 62.2 | 61.8 | 57.8 |
Science in support of Healthy and Productive Aquatic Ecosystems | 51.8 | 51.7 | 50.2 |
Program Enablers1 | 45.0 | 48.0 | 45.3 |
Total | 174.9 | 177.4 | 169.1 |
Human Resources (number of FTEs) |
2007-2008 | 2008-2009 | 2009-2010 |
Oceans Management | 118 | 118 | 118 |
Habitat Management | 496 | 496 | 496 |
Science in support of Healthy and Productive Aquatic Ecosystems | 405 | 405 | 405 |
Program Enablers1 | 257 | 260 | 243 |
Total | 1,276 | 1,279 | 1,262 |
Note: Because of rounding, figures may not add to the totals shown.
1Financial and human resources for Program Enablers have been prorated across program activities. The section Other Items of Interest provides further information on the Program Enablers.
http://www.dfo-mpo.gc.ca/oceans-habitat/index-eng.asp |
Description from Part II — The Main Estimates: Conservation and sustainable use of Canada's oceans, in collaboration with others, through integrated oceans management plans which include marine protected areas and marine environmental quality objectives.
Expected Results | Performance Indicators |
---|---|
|
|
Financial Resources (millions of dollars) |
2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Integrated Management | 5.4 | 5.45.4 | |
Marine Protected Areas | 2.3 | 2.3 | 2.3 |
Other Oceans Management | 8.2 | 8.2 | 8.2 |
Sub-total | 15.9 | 15.9 | 15.9 |
Program Enablers1 | 5.3 | 5.1 | 5.1 |
Total | 21.2 | 21.0 | 21.0 |
Human Resources (number of FTEs) |
2007-2008 | 2008-2009 | 2009-2010 |
Oceans Management | 118 | 118 | 118 |
Program Enablers1 | 32 | 32 | 32 |
Total | 150 | 150 | 150 |
Note: Because of rounding, figures may not add to the totals shown.
1Financial and human resources for Program Enablers have been prorated across program activities. The section Other Items of Interest provides further information on the Program Enablers.
Oceans Management Sub-activities
The Oceans Management program activity is delivered through three program sub-activities:
Plans for 2007-2010 by Sub-activity
Ongoing operations account for the majority of the resources used to carry out Oceans Management sub-activities. In addition to ongoing operations, the Department will focus on the following plans for Oceans Management sub-activities during the current planning period.
Plans | Expected Results | Performance Indicators |
---|---|---|
Integrated Management | ||
|
|
|
Marine Protected Areas | ||
|
|
|
Other Oceans Management | ||
|
|
|
Description from Part II — The Main Estimates: Protection and conservation of freshwater and marine fish habitat, in collaboration with others, through a balanced application of regulatory and non-regulatory activities including reviewing development proposals, conducting environmental assessments and monitoring compliance and effectiveness.
As part of the departmental priority Environmental Process Modernization, the Habitat Management Program is focusing on the implementation of the Environmental Process Modernization Plan. The expected results of these efforts include healthy and productive fish habitat.
Expected Results | Performance Indicators |
---|---|
|
|
Financial Resources (millions of dollars) |
2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Conservation and protection of fish habitat | 26.3 | 26.1 | 22.1 |
Environmental assessment | 12.6 | 14.3 | 14.3 |
Other habitat management | 23.3 | 21.4 | 21.4 |
Sub-total | 62.2 | 61.8 | 57.8 |
Program Enablers1 | 17.6 | 16.7 | 15.6 |
Total | 79.8 | 78.6 | 73.3 |
Human Resources (number of FTEs) |
2007-2008 | 2008-2009 | 2009-2010 |
Habitat Management | 496 | 496 | 496 |
Program Enablers1 | 121 | 122 | 111 |
Total | 617 | 618 | 607 |
Note: Because of rounding, figures may not add to the totals shown.
1Financial and human resources for Program Enablers have been prorated across program activities. The section Other Items of Interest provides further information on the Program Enablers.
Habitat Management Sub-activities
The Habitat Management program activity is delivered through three program sub-activities:
Plans for 2007-2010 by Sub-activity
Ongoing operations account for the majority of the resources used to carry out Habitat Management sub-activities. In addition to ongoing operations, the Department will focus on the following plans for Habitat Management sub-activities during the current planning period.
Plans | Expected Results | Performance Indicators |
---|---|---|
Conservation and Protection of Fish Habitat | ||
|
|
|
Environmental Assessment | ||
|
|
|
Other Habitat Management | ||
|
|
|
Description from Part II — The Main Estimates: Provision of scientific research, monitoring, advice, products and services and data management in support of healthy and productive aquatic ecosystems.
These functions are provided through a network of research facilities in collaboration with other government departments, the private sector, academia and international organizations.
Expected Results | Performance Indicators |
---|---|
|
|
Financial Resources (millions of dollars) |
2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Assessing the impacts of development on aquatic ecosystems | 16.8 | 16.7 | 15.4 |
Assessing aquatic ecosystems and supporting integrated oceans management | 31.4 | 31.4 | 31.3 |
Monitoring, understanding and predicting variation and change of ocean climate | 3.6 | 3.6 | 3.6 |
Sub-total | 51.8 | 51.7 | 50.2 |
Program Enablers1 | 22.2 | 26.1 | 24.6 |
Total | 74.0 | 77.8 | 74.8 |
Human Resources (number of FTEs) |
2007-2008 | 2008-2009 | 2009-2010 |
Science | 405 | 405 | 405 |
Program Enablers1 | 104 | 106 | 100 |
Total | 509 | 511 | 505 |
Note: Because of rounding, figures may not add to the totals shown.
1Financial and human resources for Program Enablers have been prorated across program activities. The section Other Items of Interest provides further information on the Program Enablers.
Science Sub-activities
Science in support of healthy and productive aquatic ecosystems is delivered through three program sub-activities:
Plans for 2007-2010 by Sub-activity
Ongoing operations account for the majority of the resources used to carry out Science sub-activities in support of healthy and productive aquatic ecosystems. In addition to ongoing operations, the Department will focus on the following plans for Science sub-activities in support of healthy and productive aquatic ecosystems during the current planning period.
Plans | Expected Results | Performance Indicators |
---|---|---|
Assessing the Impacts of Development on Aquatic Ecosystems | ||
|
|
|
Assessing Aquatic Ecosystems and Supporting Integrated Oceans Management | ||
|
|
|
Monitoring, Understanding and Predicting Variation and Change of Ocean Climate | ||
|
|
This section presents key financial information for the 2007-2010 period, as well as information on other reporting requirements. The financial information presented typically includes forecast spending for 2006-2007 and planned spending for each of the three years in the planning period.
The information in the table Resources by Program Activity, 2007-2008 through to the table Resource Requirements by Agency, Branch or Sector, 2007-2008 reflect the proration of Program Enabler resources across program activities. These financial and human resources are separately managed by individual Program Enablers. For further information on Program Enablers, see the section Other Items of Interest.
Note: The figures in the following tables have been rounded to the nearest millions of dollars. Figures that cannot be listed in millions are shown as 0.0, and the value 0 is shown as a dash (—).
The table Resources by Program Activity, 2007-2008 presents the 2007-2008 Main Estimates by program activity and by vote.
Some program activities do not have their own capital budget. In such cases, the capital resources shown are allocations from planned capital spending that are of benefit to individual program activities.
Operating | Capital | Grants | Contributions and Other Transfer Payments | Gross Budgetary Expenditures | Less Respendable Revenue | Net Budgetary Expenditures | Total Main Estimates | Adjustments1 | Total Planned Spending | |
---|---|---|---|---|---|---|---|---|---|---|
Safe and Accessible Waterways | ||||||||||
Canadian Coast Guard | 574.3 | 160.7 | — | 4.5 | 739.5 | (50.1) | 689.4 | 689.4 | 28.7 | 718.1 |
Small Craft Harbours | 54.1 | 34.6 | 0.5 | — | 89.2 | — | 89.2 | 89.2 | 20.0 | 109.2 |
Science | 46.3 | 1.6 | 0.0 | — | 48.0 | — | 48.0 | 48.0 | — | 48.0 |
Sustainable Fisheries and Aquaculture | ||||||||||
Fisheries Management | 292.5 | 5.8 | 0.0 | 47.4 | 345.8 | — | 345.8 | 345.8 | 4.8 | 350.5 |
Aquaculture | 5.0 | 0.0 | — | — | 5.0 | — | 5.0 | 5.0 | — | 5.0 |
Science | 166.9 | 20.3 | 0.1 | 0.5 | 187.9 | — | 187.9 | 187.9 | 3.1 | 191.0 |
Healthy and Productive Aquatic Ecosystems | ||||||||||
Oceans Management | 20.1 | 0.2 | — | 0.1 | 20.5 | — | 20.5 | 20.5 | 0.7 | 21.2 |
Habitat Management | 76.4 | 0.6 | — | 1.9 | 78.9 | — | 78.9 | 78.9 | 0.9 | 79.8 |
Science | 65.7 | 8.2 | 0.0 | — | 74.0 | — | 74.0 | 74.0 | — | 74.0 |
|
||||||||||
Total | 1,301.4 | 232.1 | 0.7 | 54.4 | 1,588.6 | (50.1) | 1,538.6 | 1,538.6 | 58.1 | 1,596.7 |
Notes:
1Adjustments incorporate planned spending not included in the Main Estimates.
The table Departmental Planned Spending and Full-time Equivalents presents forecast spending for 2006-2007 and planned spending for 2007-08, 2008-09, and 2009-10.
The first column presents forecast spending for 2006-2007. Total Main Estimates are adjusted to account for Supplementary Estimates and other related adjustments.
The last three columns present planned spending for the three planning years. The planned spending is based on the Main Estimates.
(millions of dollars) | Forecast Spending 2006-2007 | Planned Spending 2007-2008 | Planned Spending 2008-2009 | Planned Spending 2009-2010 |
---|---|---|---|---|
Canadian Coast Guard | 657.2 | 739.5 | 756.0 | 749.2 |
Small Craft Harbours | 101.1 | 89.2 | 84.4 | 84.3 |
Science - Safe and Accessible Waterways | 44.0 | 48.0 | 47.5 | 47.1 |
Fisheries Management | 397.3 | 345.8 | 340.5 | 337.0 |
Aquaculture | 3.4 | 5.0 | 5.0 | 5.0 |
Science - Sustainable Fisheries and Aquaculture | 198.8 | 187.9 | 184.8 | 180.7 |
Oceans Management | 32.7 | 20.5 | 20.3 | 20.3 |
Habitat Management | 63.8 | 78.9 | 77.8 | 72.5 |
Science - Healthy and Productive Aquatic Ecosystems | 65.2 | 74.0 | 77.8 | 77.8 |
|
||||
Budgetary Main Estimates (gross) | 1,563.4 | 1,588.6 | 1,594.1 | 1,571.0 |
Non-Budgetary Main Estimates (gross) | — | — | — | — |
Less: Respendable Revenue | (50.1) | (50.1) | (50.1) | (50.1) |
|
||||
Total Main Estimates | 1,513.4 | 1,538.6 | 1,544.1 | 1,520.9 |
|
||||
Add: Forecast Adjustments | ||||
2006-2007 Supplementary Estimates (A): | ||||
Funding to sustain the delivery of programs and services and to ensure an appropriate level of funding to stabilize core operations | 97.5 | — | — | — |
Operating budget carry forward (horizontal item) | 54.0 | — | — | — |
Funding aimed to conserve and rebuild the stock of wild Atlantic salmon Atlantic Salmon Endowment Fund) | 30.0 | — | — | — |
Funding in response to the Supreme Court Decision in R.v. Marshall to support activities related to fisheries co-management, conservation and protection, and economic capacity building for Malseet and Mi'kmaq First Nations | 11.0 | — | — | — |
Funding to define an information technology infrastructure project that will improve information technology management and hardware | 10.6 | — | — | — |
Funding for the repair and maintenance costs related to the Garden City Divestiture (Richmond, British Columbia) to support minor capital and essential expenditures to reduce liability and risks related to real property assets | 5.0 | — | — | — |
Funding related to the assessment, management and remediation of federal contaminated sites (horizontal item) | 4.2 | — | — | — |
Funding for the fleet renewal of the Canadian Coast Guard | 3.8 | — | — | — |
Funding for the acquisition of eight mid-shore patrol vessels for marine security | 3.0 | — | — | — |
Reinvestment of royalties from intellectual property | 0.7 | — | — | — |
Reinvestment of revenues from the sale or transfer of real property | 0.7 | — | — | — |
Funding to ensure the sustainable development and management of Canada's oceans (Oceans Action Plan) | 0.6 | — | — | — |
Funding to prepare for Canada's participation in International Polar Year 2007-2008, an extensive international research program in the Arctic and Antarctic (horizontal item) | 0.4 | — | — | — |
Additional resources related to a reallocation of the ministry's regional responsibilities | 0.0 | — | — | — |
Funding for harbour development at Conne River, Newfoundland and Labrador | 1.4 | — | — | — |
Funding for investments in search and rescue coordination initiatives across Canada (horizontal item) | 1.3 | — | — | — |
Funding for public security initiatives (horizontal item) | 0.6 | — | — | — |
Funding related to development of Official Language Minority Communities (Interdepartmental Partnership with the Official Language Communities) (horizontal item) | 0.1 | — | — | — |
Funding for projects to reform the classification of jobs within the Federal Public Service | (0.9) | — | — | — |
2005 Expenditure Review Committee Savings - Procurement | (8.0) | — | — | — |
Spending authorities available within the Vote | (0.2) | — | — | — |
|
||||
Total - 2006-2007 Supplementary Estimates (A) | 215.6 | — | — | — |
|
||||
2006-07 Supplementary Estimates (B) | ||||
Funding to undertake projects related to the development and application of biotechnology (Canadian Biotechnology Strategy) (horizontal item) | 0.3 | |||
Funding to support improved representation of Aboriginal persons in science and technology careers (Canadian Aboriginal Science and Technology Society) | (0.0) | |||
Funding for investments in search and rescue coordination initiatives across Canada | (0.2) | |||
Funding to support the Oceans Management Research Network which strengthens the links between researchers in oceans management related fields in the social sciences and humanities, natural sciences and engineering, and between universities and other sectors and institutions | (0.3) | |||
|
||||
Total - 2006-2007 Supplementary Estimates (B) | (0.2) | — | — | — |
|
||||
Add: Planned Spending Adjustments | ||||
Biotechnology | — | — | 0.9 | 0.9 |
Canadian Coast Guard Fleet Renewal - Off-shore science vessels | — | 20.2 | 47.0 | 54.1 |
Delivering Results to Canadians under the Species at Risk Act | — | 6.8 | 6.8 | 6.8 |
Expanding AIS Shore Stations into Upper Great Lakes - Marine Security | — | 2.2 | 2.3 | 0.5 |
Internal Audit | — | 0.9 | — | — |
Nunavik Inuit Land Claims Agreement | — | 2.1 | 1.1 | 1.1 |
Small Craft Harbours - Moving toward sustainability and getting infrastructure right | — | 20.0 | 20.0 | 20.0 |
Winter Olympics - Includes Operations for Paralympic Games | — | 0.1 | 0.1 | 0.1 |
|
||||
Subtotal: Planned Spending Adjustments | — | 52.2 | 78.2 | 83.4 |
|
||||
Other Adjustments | ||||
Capital Carry Forward | (5.9) | (5.9) | — | — |
Items not available for use in current year | (25.5) | — | — | — |
|
||||
Total Planned Spending | 1,697.4 | 1,596.7 | 1,622.3 | 1,604.3 |
|
||||
Less: Non-respendable Revenue | (46.0) | (45.8) | (45.5) | (45.4) |
Plus: Cost of Services Received without Charge | 94.6 | 91.9 | 91.5 | 90.5 |
|
||||
Net Cost of Program | 1,746.0 | 1,642.9 | 1,668.2 | 1,649.5 |
|
||||
Full-time Equivalents | 10,524 | 10,528 | 10,523 | 10,457 |
Note: Because of rounding, figures may not add to the totals shown.
There is a net increase of $25.2 million between the 2006-2007 Main Estimates and the 2007-2008 Main Estimates. This net increase consists of:
Vote/Statutory Item | Vote/Statutory Wording | 2007-2008 Main Estimates | 2006-2007 Main Estimates |
1
|
Operating Expenditures | 1,129.8 | 1,111.0 |
5
|
Capital Expenditures | 232.1 | 168.1 |
10
|
Grants and Contributions | 55.1 | 111.9 |
(S)
|
Minister of Fisheries and Oceans Canada salary and motor car allowance | 0.1 | 0.1 |
(S)
|
Contributions to Employee Benefit Plans | 121.5 | 122.3 |
|
|||
Total - Fisheries and Oceans Canada | 1,538.6 | 1,513.4 |
Note: Because of rounding, figures may not add to the totals shown.
The table Services Received Without Charge provides information on the value of the services received without charge to the Department. The Department receives accommodation services from Public Works and Government Services Canada, legal services from Justice Canada, and worker's compensation coverage from Human Resources and Social Development Canada. In addition, Treasury Board Secretariat covers the cost of the employer's share of employees' insurance premiums.
($ millions) | 2007-08 |
---|---|
Accommodation provided by Public Works and Government Services Canada | 41.9 |
Contributions covering employers' share of employees' insurance premiums and expenditures paid by Treasury Board Secretariat | 45.9 |
Worker's compensation coverage provided by Human Resources and Social Development Canada | 1.6 |
Salary and associated expenditures of legal services provided by Justice Canada | 2.6 |
|
|
Total Services Received without Charge | 91.9 |
Note: Because of rounding, figures may not add to the totals shown.
The table Summary of Capital Spending by Program Activity presents the total forecast major capital spending for 2006-2007. The table also outlines the planned major capital spending by program activity for the upcoming three fiscal years. The figures presented for 2006-2007 are inclusive of all in-year financial adjustments, such as reprofilings and carry forwards, which increased the 2006-2007 major capital budget from $168.1 million to $195.3.
As a result of capital reprofilings and carry forwards, the planned major capital spending for 2007-2008 of $232.1 million is increased from the original planned major capital budget allocation of $170.2 million. The 2007-2008 major capital budget allocation has been impacted by the following financial adjustments:
The planned spending for 2008-2009 has also increased from the original planned major capital budget allocation of $159.3 million to $265 million as a result of the following financial adjustments:
The planned spending for 2009-2010 is also increased from the original major capital budget allocation of $159.3 million to $251 million as a result of the following financial adjustments:
Forecast Spending 2006-2007 | Planned Spending 2006-2007 | Planned Spending 2008-2009 | Planned Spending 2009-2010 | |
---|---|---|---|---|
Safe and Accessible Waterways | ||||
Canadian Coast Guard | 125.1 | 189.0 | 238.4 | 233.4 |
Small Craft Harbours | 35.1 | 34.6 | 30.3 | 30.3 |
Science | 1.7 | 1.6 | 1.6 | 1.1 |
Sustainable Fisheries and Aquaculture | ||||
Fisheries Management | 5.9 | 5.8 | 6.3 | 6.3 |
Aquaculture | 0.0 | 0.0 | 0.0 | 0.0 |
Science | 14.4 | 20.3 | 24.4 | 22.3 |
Healthy and Productive Aquatic Ecosystems | ||||
Oceans Management | 0.4 | 0.2 | 0.2 | 0.2 |
Habitat Management | 0.6 | 0.6 | 0.5 | 0.5 |
Science | 12.1 | 8.2 | 12.6 | 11.5 |
|
||||
Total | 195.3 | 260.3 | 314.4 | 305.6 |
Note: Because of rounding, figures may not add to the totals shown.
The table Sources of Respendable and Non-Respendable Revenue presents the forecast revenues for 2006-2007 and planned revenue for the three planning years by program activity.
Respendable revenue refers to funds collected for the recovery of the cost of services. These are collected by the Canadian Coast Guard in regard to Marine Navigation Services, Icebreaking Services and the management of the maintenance dredging program for the St. Lawrence Shipping Channel on behalf of industry. The Department is permitted to spend the sums received as respendable revenue.
Non-respendable revenue refers to funds collected for fishing licences, hydrographic charts and various other departmental products and services. The Department is not allowed to respend these revenues.
Respendable Revenue1 | ||||
---|---|---|---|---|
Forecast Revenue 2006-2007 | Planned Revenue 2007-2008 | Planned Revenue 2008-2009 | Planned Revenue 2009-2010 | |
Canadian Coast Guard | ||||
Maintenance Dredging Services Tonnage Fees in the St. Lawrence Shipping Channel | 4.6 | 4.6 | 4.6 | 4.6 |
Marine Navigation Services Fees | 27.8 | 27.8 | 27.8 | 27.8 |
Coast Guard Radio Tolls | 0.1 | 0.1 | 0.1 | 0.1 |
Employee Deductions for Employee Housing | 0.1 | 0.1 | 0.1 | 0.1 |
Icebreaking Services Fees | 13.8 | 13.8 | 13.8 | 13.8 |
Canadian Coast Guard College | 3.7 | 3.7 | 3.7 | 3.7 |
|
||||
Total Respendable Revenue2 | 50.1 | 50.1 | 50.1 | 50.1 |
|
||||
Non-Respendable Revenue1 | ||||
Forecast Revenue 2006-2007 | Planned Revenue 2007-20082 | Planned Revenue 2008-20092 | Planned Revenue 2009-20102 | |
Canadian Coast Guard | ||||
Aids to Navigation Services in the Deep Water Channel between Montreal and Lake Erie | 0.2 | 0.2 | 0.2 | 0.2 |
Rental of Land, Buildings and Equipment | 0.0 | 0.2 | 0.2 | 0.2 |
|
||||
0.2 | 0.4 | 0.4 | 0.4 | |
Small Craft Harbours | ||||
|
||||
Small Craft Harbour Revenue | 1.3 | 1.2 | 1.1 | 1.1 |
Science - Safe and Accessible Waterways | ||||
Sale of Charts and Publications | 1.9 | 1.8 | 1.8 | 1.8 |
Technology Transfer Licences | 0.3 | 0.3 | 0.3 | 0.3 |
|
||||
2.2 | 2.1 | 2.1 | 2.1 | |
Fisheries Management | ||||
Commercial Licences | 35.4 | 35.0 | 34.8 | 34.8 |
Recreational Licences | 5.1 | 5.1 | 5.1 | 5.1 |
Conservation Stamps | 1.4 | 1.4 | 1.4 | 1.4 |
Rental of Land, Buildings and Equipment | 0.2 | 0.2 | 0.2 | 0.2 |
|
||||
42.1 | 41.8 | 41.6 | 41.6 | |
Habitat Management | ||||
|
||||
Rental of Land, Buildings and Equipment | 0.2 | 0.2 | 0.2 | 0.2 |
Science - Healthy and Productive Aquatic Ecosystems | ||||
|
||||
Technology Transfer Licences | 0.1 | 0.1 | 0.1 | 0.1 |
|
||||
Total Non-Respendable Revenue3 | 46.0 | 45.8 | 45.5 | 45.4 |
|
||||
Total Respendable and Non-Respendable Revenue | 96.1 | 95.9 | 95.6 | 95.5 |
1For respendable revenues, planned revenue refers to revenue targets whereas for non-respendable revenues it reflects the forecast of revenues for the year in question.
2These amounts are subject to revision in light of the External Charging Review.
3Because of rounding, figures may not add to the totals shown.
The table Resource Requirements by Agency, Branch or Sector, 2007-2008 presents 2007-2008 total planned spending by program activity and by sector. Program Enabler spending, although distributed across all program activities, is separately managed by individual Program Enablers. For further details on Program Enablers, please see the section Other Items of Interest.
Canadian Coast Guard | Small Craft Harbours | Fisheries and Aquaculture Management | Oceans and Habitat | Science | Program Enablers | Total | |
---|---|---|---|---|---|---|---|
Safe and Accessible Waterways | |||||||
Canadian Coast Guard | 590.1 | — | — | — | — | 128.0 | 718.1 |
Small Craft Harbours | — | 96.8 | — | — | — | 12.4 | 109.2 |
Science | — | — | — | — | 36.5 | 11.5 | 48.0 |
Sustainable Fisheries and Aquaculture | |||||||
Fisheries Management | — | — | 282.3 | — | — | 68.2 | 350.5 |
Aquaculture | — | — | 3.9 | — | — | 1.1 | 5.0 |
Science | — | — | — | — | 134.3 | 56.7 | 191.0 |
Healthy and Productive Aquatic Ecosystems | |||||||
Oceans Management | — | — | — | 15.9 | — | 5.3 | 21.2 |
Habitat Management | — | — | — | 62.2 | — | 17.6 | 79.8 |
Science | — | — | — | — | 51.8 | 22.2 | 74.0 |
|
|||||||
Total Planned Spending | 590.1 | 96.8 | 286.3 | 78.1 | 222.6 | 322.9 | 1,596.7 |
Note: Because of rounding, figures may not add to the totals shown.
In 2004, DFO established the External Charging Review. The Review was established to provide the Department with a consistent and coherent approach to revenue management, something that has long been recognized as a priority. This has been achieved, in part, by:
The review of the Department's external charging practices and the resulting analysis are essential underpinnings of the integrated revenue management framework being sought. By establishing a thorough understanding of all aspects of DFO's current external charges, the Department will both move toward implementing a corporate approach to external charging but also be ensured a solid foundation upon which to meet the requirements of the User Fees Act and Treasury Board external charging policies.
As a first step of the review, a framework, including vision and principles, has been developed. This framework provides the necessary foundation for all subsequent analysis and deliverables of the review and the establishment of DFO's corporate approach to external charging. This year, the Department will start implementing the framework by, among other things, preparing a guide to external charging for all DFO personnel.
Legislation and Regulations | Expected Results |
---|---|
Fisheries Act
|
|
Atlantic Fishery Regulations (MacLeod's Ledge)
|
|
Atlantic Fishery Regulations (Professionalization)
|
|
Coastal Fisheries Protection Regulations
|
|
Fishery (General) Regulations
|
|
Marine Mammal Regulations
|
|
Nunavut Fishery Regulations
|
|
Pacific Fishery Management Area Regulations
|
|
Various Amendments to Provincial and Territorial Fishery Regulations under the Fisheries
Act
|
|
Development of National Regulatory Framework to Combat Aquatic Invasive Species
|
|
Marine Protected Areas (Oceans Act)
|
|
Species at Risk Regulations
|
|
Over the next three years, the following projects will exceed or are expected to exceed the Department's delegated project approval authority.
2007-2008
2008-2009
2009-2010
For further information on the above-mentioned projects, see http://www.tbs-sct.gc.ca/est-pre/20072008/p3a-eng.asp.
(millions of dollars) Province/Project Description |
Current Estimated Total Cost | Forecasted Spending to March 31, 2007 | Planned Spending 2007-2008 | Planned Spending 2008-2009 | Planned Spending 2009-2010 | Future Year Spending Requirement |
---|---|---|---|---|---|---|
CANADIAN COAST GUARD | ||||||
Quebec | ||||||
Acquisition of Air Cushion Vehicle (S-EPA) |
27.9 | 5.7 | 11.8 | 6.4 | 4.0 | — |
Multi-province | ||||||
Acquisition of two Offshore Fisheries Science Vessels (I-R/PPA) |
187.0 | 18.3 | 32.3 | 45.3 | 91.3 | — |
Acquisition of eight Mid-Shore Patrol Vessels (S-EPA) | 146.5 | 2.4 | 19.8 | 56.6 | 51.5 | 16.2 |
National Communications Control System — Marine Communication and Traffic Services Modernization (I-PPA) |
42.1 | 2.5 | 11.0 | 12.0 | 8.4 | 8.2 |
Search and Rescue Lifeboat Replacement — Phase II (S-EPA) |
41.1 | 40.6 | 0.5 | — | — | — |
Automatic Identification System — Security Funding (S-EPA) |
20.0 | 13.0 | 7.0 | — | — | — |
Configuration Management and Technical Data Management Systems (CMTDMS) (I-PPA) | 10.4 | 1.2 | 4.3 | 5.0 | — | — |
PROGRAM ENABLERS — Information Management and Information Technology* | ||||||
Multi-Province | ||||||
IM/IT Security Enhancements (S-EPA) |
6.8 | 6.2 | 0.8 | — | — | — |
*The projects outlined above exceed the Department's delegated approval authority for Informatics projects. As part of the Department's Program Enabler function, Informatics projects are conducted on behalf of all program activities. We have listed the Informatics project separately instead of allocating the annual costs of the project across all nine program activities which would dilute and create repetition in the information presented.
The Department of Fisheries and Oceans currently has one designated Major Crown Project, for the acquisition of Mid-Shore Patrol Vessels.
For further information on the above-mentioned project, see http://www.tbs-sct.gc.ca/est-pre/20062007/p3a-eng.asp.
Description: The Mid-Shore Patrol Vessels project will acquire a total of eight (8) Mid-Shore Patrol Vessels (MSPV) for the Canadian Coast Guard (CCG) Fleet — four (4) for Fisheries Conservation and Protection (C&P) duties and four (4) for Royal Canadian Mounted Police (RCMP) Maritime Security duties. This project serves two purposes: 1) Fleet Renewal — the acquisition of the four (4) C&P patrol vessels represents the first step in modernization of the CCG fleet, is vital to ensure the integrity of the fishery monitoring program and will provide the capacity for DFO to support the strategic role in conservation and protection; 2) Maritime Security — the acquisition of the four (4) Maritime Security vessels will allow CCG in conjunction with the RCMP to respond to the Government's commitment to enhance the security of the nation's coasts and waterways.
Project Phase: The MSPV Project is currently in the Implementation phase.
Lead Department or Agency | Canadian Coast Guard (CCG), Department of Fisheries and Oceans (DFO) |
---|---|
Contracting Authority | Public Works and Government Services Canada (PWGSC) |
Participating Departments or Agencies | Industry Canada(IC); RCMP; Treasury Board Secretariat (TBS); Privy Council Office (PCO); Indian and Northern Affairs Canada; Atlantic Canada Opportunities Agency (ACOA); Western Economic Diversification Canada (WED); Canadian Economic Development (CED); Finance Canada; Defence Construction Canada; Public Safety & Emergency Preparedness Canada (PSEPC); Department of National Defence (DND) |
Prime Contractor | Request for Proposals will close 22 Feb 2007 |
---|---|
Major Sub-Contractor(s) | n/a at this time |
Major Milestones | Date |
---|---|
Preliminary Project Approval (PPA) | August 2005 |
Price and Availability | September 2005 |
Letter of Interest to Pre-qualified Suppliers | October 2005 |
Effective Project Approval (EPA) | June 2006 |
Requisition from CCG | June 2006 |
Issue Request for Proposal | November 2006 |
Contract Award | May 2007 |
Commence Construction of First Vessel | May 2007 |
First Vessel Delivery | August 2009 |
Delivery of 4 Maritime Security Vessels and 4 Fleet Renewal Vessels | May 2011 |
Progress Report and Explanations of Variance: An RFP for MSPV detailed design and construction was issued 8 Nov 2006 and will close on 22 Feb 2007.
Industrial Benefits: Canadian industry in the following regions of Canada will benefit from this project: The RFP requires overall Industrial Benefits equal to 100% of contract value. Regional distribution TBD at contract award.
Region | Cash Benefits |
---|---|
Atlantic Canada | TBD |
Québec | TBD |
Ontario | TBD |
Western Canada | TBD |
($ millions) | Current Estimated Total Expenditure | Forecast Expenditures to March 31, 2007 | Planned Spending 2007-2008 | Future Years' Requirements |
Mid-Shore Patrol Vessels | 146.5 | 1.75 | 19.8 | 124.3 |
Over the next three years, Fisheries and Oceans Canada will manage the following transfer payment programs in excess of $5 million:
Further information on these transfer payment programs can be found at http://www.tbs-sct.gc.ca/est-pre/20072008/p3a-eng.asp.
Fisheries Access Program | ||||
---|---|---|---|---|
Start Date: February 8, 2001 |
End Date: March 31, 2007 |
Total Funding: $353.4 M |
||
Purpose of Transfer Payment Program: |
||||
Objective(s), expected result(s) and outcomes: |
||||
Forecast Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
|
Program Activity (PA) | Fisheries Management — Aboriginal Policy and Governance | |||
Total Grants | 0 | 0 | 0 | 0 |
Total Contributions | $50.0M | 0 | 0 | 0 |
Total Other Transfer Payments | 0 | 0 | 0 | 0 |
Total PA | $50.0M | 0 | 0 | 0 |
Total TPP | $50.0M | 0 | 0 | 0 |
Planned Evaluations | Yes | |||
Planned Audits | Yes |
Note: The Forecast and Planned Spending excludes the At-sea Mentoring Program.
Aboriginal Aquatic Resources and Oceans Management Program | ||||
---|---|---|---|---|
Start Date: August 31, 2004 |
End Date: Ongoing |
Total Funding: Ongoing |
||
Purpose of Transfer Payment Program (TPP): |
||||
Objective(s), expected result(s) and outcomes: |
||||
Forecast Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
|
Program Activity (PA) | Fisheries Management — Aboriginal Policy and Governance | |||
Total Grants | ||||
Total Contributions | $14.3M | $15.4M | $13.2M | $13.2M |
Total Other Transfer Payments | ||||
Total PA | $14.3M | $15.4M | $13.2M | $13.2M |
Total TPP | $14.3M | $15.4M | $13.2M | $13.2M |
Planned Evaluations | Yes | Yes | ||
Planned Audits | Yes |
Aboriginal Fisheries Strategy | ||||
---|---|---|---|---|
Start Date: June 11, 1992 |
End Date: Ongoing |
Total Funding: Ongoing |
||
Purpose of Transfer Payment Program (TPP): |
||||
Objective(s), expected result(s) and outcomes: |
||||
Forecast Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
|
Program Activity (PA) | Fisheries Management — Aboriginal Policy and Governance | |||
Total Grants | ||||
Total Contributions | $31.1M | $30.4M | $31.1M | $31.1M |
Total Other Transfer Payments | — | |||
Total PA | $31.1M | $30.4M | $31.1M | $31.1M |
Total TPP | $31.1M | $30.4M | $31.1M | $31.1M |
Planned Evaluations | Yes | Yes | ||
Planned Audits | Yes |
Note: Planned Spending 2007-08 includes $1.05M for Nisga'a.
Fisheries and Oceans Canada will administer the following conditional grant in excess of $5 million over the next three years:
Further information on this conditional grant can be found at http://www.tbs-sct.gc.ca/est-pre/20072008/p3a-eng.asp.
1) Name of Recipient The Atlantic Salmon Conservation Foundation (ASCF) | ||
2) Start Date: January 2007 | 3) End Date: None | 4) Total Funding: $30,000,000 |
5) Description: The Atlantic Salmon Endowment Fund (ASEF) 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. | ||
6) Strategic Outcome(s): Fisheries Management — Resource Management | ||
7) Summary of Annual Plans of Recipient: In 2007, the ASCF will initiate start-up activities to establish the ASEF and develop their Strategic Plan, Statement of Investment Policy, and Audit and Evaluation Strategy. In subsequent years, the ASCF will evaluate applications and select those projects that best meet the objectives to conserve, restore and protect the wild Atlantic salmon stocks and their habitat in Atlantic Canada and Quebec. | ||
8) Planned Evaluation(s): The ASCF will develop an Audit and Evaluation Strategy for ultimate projects and to measure their overall performance in achieving the ASEF Program purpose and objectives identified in the Funding Agreement. The Recipient will have an evaluation of its activities and projects carried out no less frequently than every five years. The Minister reserves the right, in consultation with ASCF, to conduct an evaluation at any time. | ||
9) Planned Audit(s): The ASCF will develop an Audit and Evaluation Strategy for ultimate projects and to measure their overall performance in achieving the ASEF Program purpose and objectives identified in the Funding Agreement. No audit is presently scheduled. The Minister reserves the right to request an audit at any time. | ||
10) URL to Recipient Site — Website yet to be developed. |
The Canadian Coast Guard's Aids to Navigation of the 21st Century (AToN 21) strategy and the former Marine Aids Modernization project share the goal of providing the most cost-effective and environmentally responsible aids to navigation service to users while maintaining the Coast Guard's core objective to promote marine safety. Future Alternative Service Delivery of aids to navigation remains possible under the Agency's broader AToN21 strategy but only as the result of individual decisions made based on sound business cases focusing on both cost savings and quality of service.
Horizontal initiatives are programs or initiatives in which partners from two or more organizations have agreed under a formal funding agreement to work toward the achievement of shared outcomes. DFO is a partner on nine horizontal initiatives led by other government departments:
Further information on these horizontal initiatives can be found at http://www.tbs-sct.gc.ca/est-pre/20062007/p3a-eng.asp.
http://www.dfo-mpo.gc.ca/sds-sdd/2007-2009/index-eng.htm |
In response to the recommendations of the Commissioner of the Environment and Sustainable Development, DFO's Sustainable Development Strategies are developed as companion documents to the Departmental Strategic Plan. DFO clearly links sustainable development commitments to the Department's strategic outcomes, and continues to make significant progress in ensuring that environmental, social and economic aspects are systematically considered in planning and policy development documents. The Department's vision effectively entrenches sustainable development into long-term direction setting and business planning, as DFO works in partnership to derive economic and social benefits from Canada's oceans and freshwater resources while conserving the ecological integrity of those resources.
Sustainable development is central to DFO's vision and priorities, and the Sustainable Development Strategy (SDS) constitutes a core element of departmental planning. It outlines objectives and commitments for incorporating sustainable development into daily work, while offering DFO employees a practical working document that will help them attain the results the Department has committed to achieving as part of its regulatory, operational and natural-resource management roles.
DFO's SDS approach is consistent and integrated with other corporate planning documents, presents a selection of national initiatives, complemented by tangible regional case studies, and strikes a balance between visionary goals and achievability.
In the interest of greater integration, DFO based the 2007-2009 SDS Action Plan on the three departmental outcomes used in the corporate planning framework and the current departmental strategic plan:
DFO is the custodian of a significant number of office and special-purpose buildings such as CCG bases, lightstations, small craft harbours, laboratories, and a large fleet of vessels and vehicles. The use of these assets has a direct and significant impact on the environment. For the purpose of the SDS, DFO has added a fourth goal specific to corporate operations and culture and focused on the need to raise awareness and to manage the impacts of departmental operations on the environment.
The 2007-2009 SDS was built on the major elements of DFO's policy and program agenda as set out in the Strategic Plan, including the oceans agenda, the fisheries management and legislative renewal, the renewal of our science program, and the Environmental Process Modernization Plan.
SDS Departmental Goal On behalf of the Government of Canada, DFO is responsible for developing and implementing policies and programs that support Canada's scientific, ecological, social, and economic interests in oceans and fresh waters. As a department committed to sustainable development, DFO works to protect and conserve Canada's aquatic resources, while supporting the development and use of these resources. |
Federal SD Goal | Performance Measure from Current SDS | Department's Expected Results for 2007-081 |
---|---|---|
Sustainable Development and Use of Natural Resources |
|
|
Sustainable Development and Use of Natural Resources |
|
|
Governance for SD
Sustainable Development and Use of Natural Resources |
|
|
Governance for SD |
|
|
Governance for SD |
|
|
Sustainable Communities
Governance for SD |
|
|
Sustainable Development and Use of Natural Resources |
|
|
Climate Change |
|
|
Climate Change |
|
|
Climate Change |
|
|
1Some of the results listed here are expected by the end of 2008 (calendar year) or are ongoing.
The following table lists all upcoming internal audits and evaluations that pertain to the Department's work. For links to completed audits and evaluations, see http://www.dfo-mpo.gc.ca/communic/CREAD/index-eng.htm.
Name of Internal Audit/Evaluation | Audit Type/Evaluation Type | Status | Expected Completion Date |
---|---|---|---|
Canadian Coast Guard Auxiliary | Evaluation - Transfer Payment Program | In progress | February 2007 |
Evaluation of the Canadian Shellfish Sanitation Program | Evaluation - Formative | In progress | March 2007 |
Canada's Oceans Action Plan - Phase I Initiatives | Evaluation - Formative | In progress | March 2007 |
Statistical Information on Fisheries | Audit - Management Control Framework | Final Stages | March 2007 |
Canadian Coast Guard Auxiliary | Contribution Audit | Reporting | March 2007 |
Audit of the Aboriginal Fisheries Strategy | Audit - Management Control Framework | Reporting Phase | March 2007 |
Evaluation of the Aboriginal Fisheries Strategy | Evaluation - Transfer Payment Program | In progress | March 2007 |
Interdepartmental Evaluation of Canadian Regulatory System for Biotechnology | Evaluation - Formative | In progress | March 2007 |
Interdepartmental Evaluation of Building Public Confidence and Improving Access to Pest Management Product | Evaluation - Formative | In-progress | March 2007 |
Interdepartmental Formative Evaluation of the Genomics R&D Initiative | Evaluation - Formative | In progress | March 2007 |
Conservation and Protection Line Reporting Pilot Evaluation in the Pacific Region | Evaluation - Formative | In progress | March 2007 |
Official Languages | Audit - Management | Conduct | June 2007 |
Audit of the Overall Financial Management Control Framework | Financial Audit | Planned | June 2007 |
Science Requested Evaluation of Utilization of Science Advice | Evaluation - Manager Requested | Planned | June 2007 |
Capital Investment Management Framework | Audit - Management Control Framework | Planned | September 2007 |
Recruitment for Specialized Occupational Groups | Audit - Management Control Framework | Planned | September 2007 |
Follow-up of Environmental Compliance Audit (original audit at http://www.dfo-mpo.gc.ca/communic/cread/audits/03-04/envcomp-eng.htm) | Follow-up Audit | Planned | September 2007 |
Evaluation of the Contribution Program for the Marshall Response Initiative | Evaluation - Summative | In progress | October 2007 |
Financial Statements Audit | Audit - Management | Planned | November 2007 |
Long-Term Marshall Response Initiative Fisheries Transition Strategy | Audit - Management Control Framework | Planned | December 2007 |
Atlantic Fisheries Policy Framework | Evaluation | Planned | December 2007 |
Aboriginal Inland Habitat Program | Evaluation - Transfer Payment Program | Planned | December 2007 |
International Fisheries and Oceans Governance Strategy | Evaluation- Formative | Planned | December 2007 |
Review of DFO Consultation Strategy | Evaluation | Planned | March 2008 |
Aboriginal Aquatic Resource and Oceans Management Program | Evaluation - Transfer Payment Program | Planned | March 2008 |
Formative Evaluation of the National Aquatic Animal Health Program | Evaluation - Formative | Planned | March 2008 |
Financial Statements Audit | Financial Audit | Planned | May 2008 |
DFO Implementation of the Government of Canada Communications Policy | Audit | Planned | June 2008 |
Follow-up of the Statistical Information on Fisheries Audit (original audit available March 2007) | Audit | Planned | June 2008 |
Information Technology, including IT Governance | Audit | Planned | June 2008 |
Staffing Function | Audit | Planned | June 2008 |
Follow-up of Recruitment for Specialized Occupational Groups Audit (original audit to be completed September 2007) | Audit - Management Control Framework | Planned | September 2008 |
Class Grants and Contributions | Audit - Management Control Framework | Planned | September 2008 |
Financial Statements | Audit | Planned | September 2008 |
Class Grants and Contributions | Evaluation - Transfer Payment Program | Planned | September 2008 |
Academic Research Contribution Program | Evaluation - Transfer payment program | Planned | September 2008 |
Longer Term Marshall Response Initiative - Fisheries Transition Strategy | Evaluation - Summative | Planned | December 2008 |
Aquaculture Policy Framework | Evaluation - Formative | Planned | December 2008 |
Audit of Major Capital Assets | Audit - Management Control Framework | Planned | December 2008 |
IT Security | Audit - Management Control Framework | Planned | March 2009 |
Environmental Process Modernization Plan | Evaluation - Formative | Planned | March 2009 |
Habitat Management Program | Evaluation - Formative | Planned | March 2009 |
Fisheries and Oceans Canada is a largely decentralized department with almost 9 of every 10 employees situated in regions outside the National Capital Region. The Department operates across Canada from six regions, as well as from the national headquarters in Ottawa. The regions are as follows.
Each of the six regions is headed by a Regional Director General (RDG) in a regional headquarters. The RDGs are responsible for organizing and managing the delivery of programs and activities in their regions through area offices, in accordance with national and regional priorities and within national performance parameters set for each program and activity. Also, five DFO regions are home to Canadian Coast Guard SOA regional headquarters, headed by Assistant Commissioners responsible for the day-to-day delivery of CCG services.
The national headquarters in Ottawa — under the leadership of the Deputy Minister, Senior Associate Deputy Minister, Commissioner of the Canadian Coast Guard and five Assistant Deputy Ministers — is responsible for establishing national objectives, policies, procedures and standards. It also runs some national programs and monitors departmental activities nationwide to ensure the quality and consistency of service delivery.
The Canadian Coast Guard is a Special Operating Agency within DFO under the leadership of the Commissioner. The rest of the Department is organized into five sectors, each headed by an Assistant Deputy Minister. Assistant Deputy Ministers are responsible for establishing national objectives, policies, procedures and standards for their respective sectors and business lines.
The Deputy Minister, Senior Associate Deputy Minister, Commissioner of the Canadian Coast Guard, Assistant Deputy Ministers and Regional Directors General work closely together in managing the Department and its operations.
Regional Directors General, the Commissioner of the Canadian Coast Guard and Assistant Deputy Ministers report directly to the Deputy Minister.
This organizational and governance information is shown in the accompanying figure.
The Departmental Management Committee (DMC) is the Department's senior decision-making body. The Committee is chaired by the Deputy Minister. Other members include: the Senior Associate Deputy Minister; the Assistant Deputy Ministers; the Commissioner and Deputy Commissioner of the Canadian Coast Guard; the Regional Directors General; the Senior General Counsel, Legal Services; the Director General of the Executive Secretariat; the Director General, Communications; and the Executive Director, Aquaculture Management. The Director General, Audit and Evaluation is a permanent observer.
DMC is supported and complemented by other senior management committees as follows: Human Resources DMC Sub-Committee, Finance DMC Sub-Committee, IM/IT Management Board, Legal Risk Management Committee and the Science Management Board.
DFO also has a departmental Internal Audit Committee, which is an essential component of the organization's governance structure.
The legal authority for DFO's programs and activities is found in the following statutes and their respective regulations. These statutes set out DFO's legal mandate, powers and duties.
1 Certain sections of this Act are also the responsibility of the Ministers of Industry, Finance and State (Privatization and Regulatory Affairs).
2 The Minister of Fisheries and Oceans has some responsibilities under this Act. The majority of the Act is administered by the Minister of Transport.
3 The Minister of Fisheries and Oceans has some powers under this Act. However, those powers also exist under the Oceans Act.
4 The Minister of the Environment is the responsible Minister for the Act, but the Minister of Fisheries and Oceans is a competent Minister with respect to aquatic species.
In addition, DFO is required to comply with constitutional statutes and laws of general application, such as:
Beginning in the 2007-2008 fiscal year, the Coast Guard is introducing three important amendments to its Program Activity Architecture that will be implemented immediately for planning, reporting and management purposes. These amendments are intended to enhance the transparency and accountability to specific clients and stakeholders, to Parliamentarians, and to the Canadian public at large.
First, the concept of Coast Guard Fleet Operational Readiness has been adopted by the Agency to replace Fleet Services as a sub-activity in the Program Activity Architecture. It is defined as "the means and ability to respond to and manage the on-water and related needs of Canadians and the Government of Canada in a safe, timely and effective manner. The Agency wishes to openly and transparently communicate to its clients and stakeholders all of the fixed costs associated with maintaining a marine response capability of the fleet (defined as vessels and helicopters) and its ability to respond to Government of Canada requirements — both planned and unplanned. Specifically, these costs are the resources for fleet management, fleet acquisition, refit and maintenance and fleet personnel.
Similarly, Asset Management Services is to be added as a new sub-activity to better reflect investment and activities pertaining to life-cycle management of Coast Guard physical assets that support both the fleet and on-shore operations.
Lastly, to be further transparent and as fully accountable as possible to Parliament and Canadians, CCG is adopting a new sub-activity known as Federal Presence. This will allow for clear planning and reporting in reference to the resources specifically allocated to the Coast Guard Agency to assist in strengthening federal objectives at sea.
All traditional Coast Guard services (Aids and Waterways Services, Marine Communications and Traffic Services, Icebreaking, Search and Rescue, Environmental Response, Maritime Security, as well as the CCG College) will remain unchanged in the Program Activity Architecture. However, it is expected that projects designed to further priorities under the Coast Guard Rejuvenation Agenda will have an eventual positive impact on the provision of these services.
The following table displays resources in terms of the existing and proposed Coast Guard PAA structure. Under the existing PAA, resources for operating the fleet, as well as the investment and activities pertaining to the life cycle management of the Coast Guard's physical assets that support the fleet and shore-based operations, are spread out among various CCG and DFO programs.
Under the proposed PAA structure, the Coast Guard Agency will make the costs of having an operationally ready fleet transparent by bringing together all the fixed costs of operating the fleet under one sub-activity, Fleet Operational Readiness. Similarly, the costs pertaining to the life cycle management of the assets that support the fleet and shore-based assets will be combined under Asset Management Services. In the future, Coast Guard will report on how the fleet is used for program support.
Financial Resources (millions of dollars) | 2007-2008 | 2008-2009 | 2009-2010 |
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Current Architecture | |||
Aids and Waterways Services | 95.3 | 90.7 | 90.7 |
Marine Communications and Traffic Services | 89.3 | 82.2 | 80.4 |
Icebreaking Services | 51.3 | 45.4 | 45.4 |
Search and Rescue Services | 104.7 | 103.6 | 103.6 |
Environmental Response Services | 11.3 | 11.3 | 11.3 |
Coast Guard College | 7.8 | 7.8 | 7.8 |
Maritime Security | 5.3 | 34.1 | 31.7 |
Contribution to Other Government Objectives | 0.0 | 0.0 | 0.0 |
Coast Guard Fleet Services | 225.2 | 259.0 | 261.3 |
Total | 590.1 | 634.0 | 632.2 |
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Proposed Funding Transfers From Other DFO Sectors | |||
Science | 28.1 | 28.1 | 28.1 |
Conservation and Protection | 19.3 | 19.3 | 19.3 |
Total Transfer | 47.4 | 47.4 | 47.4 |
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Proposed Architecture | |||
Aids and Waterways Services | 4.3 | 3.7 | 3.7 |
Marine Communications and Traffic Services | 48.9 | 48.2 | 48.2 |
Icebreaking Services | 8.7 | 8.5 | 8.5 |
Search and Rescue Services | 33.4 | 32.8 | 32.8 |
Environmental Response Services | 10.9 | 10.5 | 10.5 |
Maritime Security | 5.5 | 5.8 | 0.1 |
Federal Presence | 10.0 | 10.0 | 10.0 |
Contribution to Other Government Objectives | 0.0 | 0.0 | 0.0 |
Fleet Operational Readiness | 360.3 | 418.5 | 424.2 |
Asset Management | 147.2 | 135.6 | 133.8 |
Coast Guard College | 8.3 | 7.7 | 7.7 |
Management and Oversight Services1 | TBD | TBD | TBD |
Total | 637.5 | 681.4 | 679.6 |
Note: Because of rounding, figures may not add to the totals shown.
1In the future, CCG plans to report its management and oversight services expenditures under this single sub-activity.
Program Enablers refers to the corporate functions that support the delivery of DFO's plans and priorities. In DFO, Program Enablers represent approximately 17% of total employees and consist of Executive Direction, Strategic Policy, Communications, Legal Services, Human Resources and Corporate Services. Executive Direction includes the offices of the Minister, Deputy Minister, Senior Associate Deputy Minister, Regional Directors General and Area Managers; Audit and Evaluation Directorate; the Centre for Values, Integrity and Conflict Resolution; the Executive Secretariat; and the Fisheries Resource Conservation Council.
The work of the Program Enablers is ongoing and multi-faceted; for example, they provide financial and human resources management and support, prepare news releases and analyze policy issues. They work together with the programs described in the section Plans for 2007-2010 by Strategic Outcome to deliver departmental and government priorities and initiatives.
The financial and human resources shown below are the sum of the prorated resources presented in the section Plans for 2007-2010 by Strategic Outcome.
Financial Resources (millions of dollars) | 2007-2008 | 2008-2009 | 2009-2010 |
---|---|---|---|
Executive Direction | 39.7 | 38.8 | 38.8 |
Strategic Policy | 23.9 | 23.2 | 23.2 |
Communications | 10.3 | 9.7 | 9.7 |
Legal Services | 5.4 | 5.2 | 5.2 |
Human Resources | 27.2 | 27.2 | 27.1 |
Corporate Services | 216.3 | 213.6 | 207.0 |
Total | 322.9 | 317.7 | 310.9 |
Human Resources (number of FTEs) | 2007-2008 | 2008-2009 | 2009-2010 |
Executive Direction | 252 | 252 | 252 |
Strategic Policy | 236 | 226 | 226 |
Communications | 100 | 96 | 96 |
Legal Services | 23 | 23 | 23 |
Human Resources | 288 | 288 | 288 |
Corporate Services | 1,041 | 1,056 | 1,011 |
Total | 1,940 | 1,941 | 1,896 |
The Program Enablers program activity is delivered through six sub-activities.
Executive Direction
Strategic Policy
Communications
Legal Services
Human Resources
Corporate Services
The following table identifies the expected results and performance indicators for each of the Program Enabler sub-activities.
Expected Results | Performance Indicators |
---|---|
Executive Direction | |
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Strategic Policy | |
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Communications | |
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Legal Services | |
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Human Resources | |
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Corporate Services | |
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Region | Name | Telephone |
---|---|---|
Newfoundland and Labrador | Jan Woodford | (709) 772-7622 |
Maritimes | Kathy Kieley | (902) 426-3866 |
Gulf | Terrance Boucher | (506) 851-7757 |
Quebec | Caroline Hilt | (418) 648-7316 |
Central and Arctic | Lawrence Swift | (519) 383-1830 |
Pacific | Terry Davis | (604) 666-3855 |
Headquarters | Anne Lamar | (613) 990-0219 |
BMP | Best Management Practice |
C&P | Conservation and Protection |
CCG | Canadian Coast Guard |
CEAA | Canadian Environmental Assessment Act |
CHS | Canadian Hydrographic Service |
DFO | Fisheries and Oceans Canada |
DMC | Departmental Management Committee |
DND | Department of National Defence |
EPMP | Environmental Process Modernization Plan |
FMR | Fisheries Management Renewal |
FTE | Full-time Equivalent |
HA | Harbour Authority |
IFMP | Integrated Fisheries Management Plan |
IRM | Integrated Risk Management |
ISP | IT Sustainability Project |
LOMA | Large Ocean Management Area |
MAF | Management Accountability Framework |
MCTS | Marine Communications and Traffic Services |
MPA | Marine Protected Area |
NAAHP | National Aquatic Animal Health Program |
NAFO | Northwest Atlantic Fisheries Organization |
OAP | Oceans Action Plan |
PAA | Program Activity Architecture |
PSMA | Public Service Modernization Act |
RCMP | Royal Canadian Mounted Police |
RDG | Regional Director General |
RFMO | Regional Fisheries Management Organization |
SARA | Species at Risk Act |
SCH | Small Craft Harbours |
SDS | Sustainable Development Strategy |
SEP | Salmon Enhancement Program |
SOA | Special Operating Agency |
UNCLOS | United Nations Convention on the Law of the Sea |