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Aboriginal groups transition from Capacity Building into Collaborative Management.

• establishing AAROM collaborative management structures or AAROM bodies;
• accessing skilled professional, administrative and technical expertise from within the Aboriginal community or other external sources but excluding public office holders;
• participating in aquatic resource and oceans management planning — through development of resource and oceans management plans and coordination of community input into the development of plans;
• developing or providing input into the development of models, structures and processes to guide the interactions of external bodies and agencies with the respective Aboriginal group;
• planning and holding consultation sessions with member communities on AAROM-related issues;
• participating in various government technical committees and other multi-stakeholder fora;
• developing, implementing and monitoring AAROM capacity building strategies;
• developing enforcement capacity including Aboriginal Fishery Officers and upgrading the skills of Aboriginal Guardians;
• collaborating in scientific research efforts related to aquatic resource and oceans management;
• participating in and providing input to various aquatic and oceans resource policy and management processes;
• undertaking scientific research activities to support appropriate watershed/ecosystem-based management efforts, including the collection and gathering of Aboriginal Traditional Knowledge (ATK);
• conducting community outreach, stewardship and awareness activities;
• conducting liaison activities with other relevant/interested parties;
• developing protocols on ATK — dealing with new and innovative approaches to collect, analyze and integrate this information into environmental and habitat assessments and management practices;
• ongoing program planning, administration and reporting activities of the AAROM Collaborative Management body; and
• negotiations and implementation of related AAROM agreements (and associated protocols) for which DFO is a signatory.

• work together in relation to a watershed or ecosystem;
• build capacity in aquatic resource and oceans co-management areas including aquaculture;
• establish aquatic resource and oceans management bodies — or "aggregate bodies";
• obtain access to skilled personnel and related support which allows them to participate more effectively in decision-making and advisory processes;
• obtain access to commercial fishery opportunities (including vessels and gear); and
• build fisheries catch monitoring and enforcement capacity.

In 1994, DFO introduced a commercial access component to the AFS, the Allocation Transfer Program (ATP). The ATP facilitates the voluntary retirement of commercial fishing licences and the issuance of communal licences to eligible Aboriginal groups in a manner that does not add to the existing effort on the resource.

• a harvest allocation to the Aboriginal group for FSC purposes;
• terms and conditions pertaining to communal fishing licences;
• enforcement provisions, including the training and engagement of Aboriginal Fisheries Guardians;
• arrangements for the co-management and stewardship of fisheries resources and their supporting habitats, including the restoration and protection of species at risk;
• co-management projects for the improvement of the management of fisheries generally, such as scientific research, stock assessment, fish enhancement and habitat management; and
• communal commercial fishing arrangements including the transfer of vessels and gear as well as support for fisheries-related economic opportunities (e.g., demonstration fishery projects, aquaculture development, business planning support, etc.).

The AFS is applicable where DFO manages the fishery and where a fisheries management regime has not already been established under a land claims settlement.

• Increased integration of Aboriginal peoples in the commercial fishing industry.
• Increased participation of Aboriginal groups in fisheries co-management activities.
• Increased and more effective participation of Aboriginal groups in DFO/multi-stakeholder aquatic resource and oceans management structures and processes.
• More collaborative relations among DFO, Aboriginal groups and non-Aboriginal resource users.

• Enhance capacity in governance and management of MMFN commercial fishing enterprises;
• Develop effective participation in sustainable, integrated commercial fisheries with a greater role in fisheries management; and
• Help diversify existing fishing enterprises to support the full realization of economic potential of existing fishing licences.

The second path of deployment is through associated aggregate bodies which may apply for funding to proceed with the development of the CFE Business Development Unit as well as co-management and various training and mentoring projects. Aggregate bodies will develop expertise that can be shared with individual First Nations which will provide smaller First Nations a larger voice within the commercial fishery as well as provide a higher value for dollar on mentoring and training sessions.

• Sound (transparent and accountable) commercial fishing enterprise (CFE) governance structures;
• Sound business management processes for CFE management and operation;
• A Fisheries Coordinator mentored in areas of expertise required to meet the commercial fisheries business management needs of the community;
• Fishing skills acquired through at sea mentoring or in-class training;
• Fisheries Management System (FMS) in place for interested, eligible MMFNs;
• Greater involvement by MMFNs in fisheries co-management; and
• Increased ability by MMFNs to optimize existing access and achieve CFE profitability and sustainability.

• Collaborative management capacity, infrastructure, governance, processes and relationships in place with Aboriginal groups;
• Capacity and standards are in place to support compliance and accountability;
• Increased capacity of Aboriginal groups to participate in aquatic resources and oceans management at a broad watershed/ecosystem level.

• Inadequate Canadian investment in innovation to support high sector productivity, competitiveness, expansion and advances in greener technology; and
• Inadequate Canadian product certification and traceability investment to meet emerging market demands and expectations.

• Improve the competitiveness of the Canadian aquaculture industry by encouraging an aquaculture sector that continuously develops and adopts innovative technologies and management techniques to enhance its global competitiveness and environmental performance; and
• Position Canadian aquaculture products as having high value in the market place based on their environmental performance, traceability and other considerations.

• Increased academic research relevant to DFO strategic priority areas
• Increased Scientific knowledge related to DFO priorities
• Increased credibility of DFO Science within the academic community and with stakeholders

PICFI is a $175 million, 5-year initiative, developed to support the implementation of much needed reforms which includes the following four distinct yet integrated elements:

• Increased First Nation Participation in Integrated Commercial Fisheries, BC-wide, in advance of treaties, through the Voluntary relinquishment of Commercial Licenses and quota to support First Nations self-sufficiency through economic development, build a foundation for future treaties and bring First Nations more fully into integrated management processes;
• First Nation Capacity Building to support the development of First Nations commercial fisheries enterprises so that the commercial fishery access provided is effectively utilized and managed;
• Fisheries Accountability Measures to support enhanced fisheries monitoring, catch reporting, greater enforcement and enable the development of a traceability system all fishery participants are confident that integrated management plans are being respected and that the fisheries resource is being managed in a sustainable manner; and
• New Pacific Co-Management Models to establish new mechanisms for increasing the collaboration of resource users in commercial fisheries decision-making to facilitate joint problem-solving among interested groups and better achieve sustainable resource management approaches that meet conservation goals.

• increased participation and benefits for First Nations in integrated commercial fisheries and related areas in advance of treaty;
• establishment of First Nation owned and operated Commercial Fisheries Enterprises (CFE) operating with sound governance practices and structures.
• new models of co-management supporting strengthened cooperation and collaboration amongst users, particularly around salmon;
• a higher standard of reporting and monitoring, and strengthened enforcement levels.

1. Harbour Capacity Building: Support of fishing industry infrastructure such as the building of new facilities, construction and maintenance and harbour development studies and/or other research and development activities.
2. Operational and Capacity Support: Activities to support Harbour Authorities and Harbour Authority support organizations, including activities related to organizational capacity development, insurance coverage, training and professional development, conferences relevant to harbour operations.

• Increased client satisfaction.
• More timely response to environmental obligations.
• Increased local economic development and reduced dependency on DFO.
• Harmonization of services across harbours.
• Strengthened and more sustainable Harbour Authority model.

• Reduction in the number of recreational, derelict or inactive/less active fishing harbours owned and operated by DFO at a cost saving to Canadians by providing funds directly to recipients rather than effecting repairs prior to transfer
• Harbours will be divested quicker using the grant program compared to the regular divestiture process
• The cost of the grant is less than the cost of DFO effecting the repairs
• Safe and public access to the harbours will continue for a minimum of five years
• SCH will be able to focus its limited resources on a smaller, more efficient portfolio of core fishing harbours