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Supplementary Information (Tables)
Strategic Outcome: | Sustainable Fisheries and Aquaculture — Conservation of Canada's fisheries resources to ensure sustainable resource utilization through close collaboration with resource users and stakeholders |
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Program Activity: | Fisheries and Aquaculture Management |
Start date: | 2005-2006 |
End date: | Ongoing |
Description: | |
Launched in October 2004, the AAROM Program provides for Capacity Building and Collaborative Management initiatives that supports the involvement of Aboriginal groups, working together, to obtain access to technical, scientific and administrative expertise in order to facilitate their participation in multi-stakeholder and other decision-making processes used to manage
aquatic resources and ocean spaces.
Aboriginal groups transition from Capacity Building into Collaborative Management. Provisions of Contribution Agreements under AAROM may include:
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Expected results: | |
34 AAROM Agreements (23 Collaborative Management and 11 Capacity Building) with Aboriginal organizations involving approximately 330 member communities. These agreements allow Aboriginal groups to:
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$ millions | Forecast Spending 2008-09 | Planned Spending 2009-10 | Planned Spending 2010-11 | Planned Spending 2011-12 |
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Total grants | 0.0 | 0.0 | 0.0 | 0.0 |
Total contributions | 0.0 | 11.1 | 11.1 | 11.1 |
Total other types of transfer payments | 0.0 | 0.0 | 0.0 | 0.0 |
Total Transfer payments | 0.0 | 11.1 | 11.1 | 11.1 |
Planned evaluations and audits |
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An evaluation was conducted on AAROM in 2008-09. This evaluation covered elements of a formative and summative nature. The valuation is scheduled to be completed prior to March 31, 2009.
Internal audits are conducted in accordance with TBS Policy on Transfer Payments and the Audit and Evaluation Directorate's Risk-Based Internal Audit Plan. |
Strategic Outcome: | Sustainable Fisheries and Aquaculture — Conservation of Canada's fisheries resources to ensure sustainable resource utilization through close collaboration with resource users and stakeholders |
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Program Activity: | Fisheries and Aquaculture Management |
Start date: | 1992 |
End date: | Ongoing |
Description: | |
Launched in 1992, the Aboriginal Fisheries Strategy (AFS) provides for negotiated arrangements with Aboriginal groups around the harvesting, use and management of Aboriginal food, social and ceremonial fisheries and, where applicable, communal commercial fisheries.
In 1994, DFO introduced a commercial access component to the AFS, the Allocation Transfer Program (ATP). The ATP facilitates the voluntary retirement of commercial fishing licences and the issuance of communal licences to eligible Aboriginal groups in a manner that does not add to the existing effort on the resource. Provisions of negotiated fisheries agreements under the AFS may include:
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. |
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Expected results: | |
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$ millions | Forecast Spending 2008-09 | Planned Spending 2009-10 | Planned Spending 2010-11 | Planned Spending 2011-12 |
---|---|---|---|---|
Total grants | 0.0 | 0.0 | 0.0 | 0.0 |
Total contributions | 0.0 | 33.7 | 33.7 | 33.9 |
Total other types of transfer payments | 0.0 | 0.0 | 0.0 | 0.0 |
Total Transfer payments | 0.0 | 33.7 | 33.7 | 33.9 |
Planned evaluations and audits |
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The Evaluation Directorate of DFO will conduct an evaluation of the AFS, AAROM, program components of the IACMF in Fiscal Year 2013-14 using the common IACMF Evaluation Strategy contained in this document. The evaluation process will be undertaken in an integrated fashion to the extent possible using the IACMF Evaluation Strategy. The original objectives of each of the
individual programs will be respected and examined and separate reports will be created for each Contribution Program.
Internal audits are conducted in accordance with TBS Policy on Transfer Payments and the Audit and Evaluation Directorate's Risk-Based Internal Audit Plan. |
Audit completed in 2007 available at http://www.dfo-mpo.gc.ca/communic/cread/audits/07-08/60285_e.htm.
Evaluation completed in 2007 available at http://www.dfo-mpo.gc.ca/communic/cread/evaluations/07-08/60285_e.htm. |
Strategic Outcome: | Sustainable Fisheries and Aquaculture — Conservation of Canada's fisheries resources to ensure sustainable resource utilization through close collaboration with resource users and stakeholders |
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Program Activity: | Fisheries and Aquaculture Management |
Start date: | 2007-2008 |
End date: | 2011-2012 |
Description: | |
The long-term goal of the Atlantic Integrated Commercial Fisheries Initiative is to continue to create positive conditions towards concluding longer-term DIAND-led arrangements for MMFNs. The immediate goals are to assist MMFNs to:
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. |
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Expected results: | |
AICFI has developed an RMAF/RBAF which sets the performance measurement and risk management strategy to assist DFO management in the delivery of the program. The following results are expected for the participating MMFNs:
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$ millions | Forecast Spending 2008-09 | Planned Spending 2009-10 | Planned Spending 2010-11 | Planned Spending 2011-12 |
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Total grants | 0.0 | 0.0 | 0.0 | 0.0 |
Total contributions | 0.0 | 9.6 | 11.6 | 11.3 |
Total other types of transfer payments | 0.0 | 0.0 | 0.0 | 0.0 |
Total Transfer payments | 0.0 | 9.6 | 11.6 | 11.3 |
Planned evaluations and audits |
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A formative evaluation of AICFI will be completed in 2009-2010 and a summative evaluation in 2012-2013.
Internal audits are conducted in accordance with TBS Policy on Transfer Payments and the Audit and Evaluation Directorate's Risk-Based Internal Audit Plan. |
Strategic Outcome: | Healthy and Productive Aquatic Ecosystems – the sustainable development and integrated management of resources in or around Canada's aquatic environment through oceans, fish habitat and species at risk management. |
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Program Activity: | Habitat Management |
Start date: | 2004-2005 |
End date: | Ongoing |
Description: | |
The objective of the Aboriginal Inland Habitat Program (AIHP) is to assist Aboriginal communities in inland provinces (Alberta, Saskatchewan, Manitoba, Ontario, and parts of Quebec) to develop their capacity for collaborative fish habitat management. AIHP endeavors to enhance the ability of Aboriginal communities, working together, to participate in decision-making related to habitat management regulatory and non-regulatory activities. Greater coordination with Aboriginal groups in inland areas on habitat matters should allow for more effective delivery of DFO's habitat management responsibilities. It should also help Aboriginal groups and DFO work more effectively to understand the implications and identify the impacts on First Nations of projects or proposals that affect fish habitat. | |
Expected results: | |
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$ thousands | Forecast Spending 2008-09 | Planned Spending 2009-10 | Planned Spending 2010-11 | Planned Spending 2011-12 |
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Total grants | 0.0 | 0.0 | 0.0 | 0.0 |
Total contributions | 2,850.0 | 1,875.0 | 1,875.0 | 1,875.0 |
Total other types of transfer payments | 0.0 | 0.0 | 0.0 | 0.0 |
Total Transfer payments | 2,850.0 | 1,875.0 | 1,875.0 | 1,875.0 |
Planned evaluations and audits |
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None currently planned |
Strategic Outcome: | Sustainable Fisheries and Aquaculture and Healthy and Productive Aquatic Ecosystems. |
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Program Activity: | Sustainable aquaculture management |
Start date: | June 2008 |
End date: | March 31, 2013 |
Description: | |
The Aquaculture Innovation and Market Access Program will help to create the conditions necessary for the success of the Canadian aquaculture industry. The Canadian aquaculture industry has expanded much more slowly than its international competitors due to the combination of a number of sector specific constraints including, among others:
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Expected results: | |
Catalyze private sector and other investment in the aquaculture sector that will:
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$ millions | Forecast Spending 2008-09 |
Planned Spending 2009-10 |
Planned Spending 2010-11 |
Planned Spending 2011-12 |
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Total grants | n/a | 0.0 | 0.0 | 0.0 |
Total contributions | n/a | 4.7 | 4.7 | 4.7 |
Total other types of transfer payments | n/a | 0.0 | 0.0 | 0.0 |
Total Transfer payments | n/a | 4.7 | 4.7 | 4.7 |
Planned evaluations and audits |
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None currently planned |
Strategic Outcome: | Support DFO strategic outcomes |
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Program Activity: | |
Start date: | 2004 |
End date: | March 2009 |
Description: | |
Funding for academic research in support of DFO Science priorities | |
Expected results: | |
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$ thousands | Forecast Spending 2008-09 | Planned Spending 2009-10 | Planned Spending 2010-11 | Planned Spending 2011-12 |
---|---|---|---|---|
Total grants | 0.0 | 0.0 | 0.0 | 0.0 |
Total contributions | 700,000 | 582,000 | 252,000 | 140,000 |
Total other types of transfer payments | 0.0 | 0.0 | 0.0 | 0.0 |
Total program activity | 700,000 | 582,000 | 252,000 | 140,000 |
Planned evaluations and audits |
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Planned evaluations: 2008-09 |
Planned audits: 2008-09 (will be deferred by 1 year) |
Strategic Outcome: | Sustainable Fisheries and Aquaculture — Conservation of Canada's fisheries resources to ensure sustainable resource utilization through close collaboration with resource users and stakeholders |
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Program Activity: | Fisheries and Aquaculture Management |
Start date: | July 2007 |
End date: | March 31, 2012 |
Description: | |
On July 16, 2007, the Minister of Fisheries and Oceans announced the Pacific Integrated Commercial Fisheries Initiative, which is designed to support increased First Nations participation in integrated commercial fisheries, where all commercial harvesters fish under common and transparent rules, a higher standard of accountability for all resource users, and strengthened
collaboration and cooperation amongst all fishery interests.
PICFI is a $175 million, 5-year initiative, developed to support the implementation of much needed reforms which includes the following four distinct yet integrated elements:
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Expected results: | |
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$ millions | Forecast Spending 2008-09 | Planned Spending 2009-10 | Planned Spending 2010-11 | Planned Spending 2011-12 |
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Total grants | 0.0 | 0.0 | 0.0 | 0.0 |
Total contributions | 0.0 | 38.9 | 32.5 | 26.5 |
Total other types of transfer payments | 0.0 | 0.0 | 0.0 | 0.0 |
Total Transfer payments | 0.0 | 38.9 | 32.5 | 26.5 |
Planned evaluations and audits |
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A formative evaluation will be completed in the autumn of 2009 and a summative evaluation in the autumn of 2012.
Internal audits are conducted in accordance with TBS Policy on Transfer Payments and the Audit and Evaluation Directorate's Risk-Based Internal Audit Plan. |
Strategic Outcome: | Safe and Accessible Waterways |
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Program Activity: | Small Craft Harbours |
Start date: | April 3, 2008 |
End date: | March 31, 2013 |
Description: | |
The Small Craft Harbours (SCH) Class Contribution Program provides support for safe harbours for the benefit of present and future generations by maintaining the highest possible standards to Canadians. Funding assistance for the national network of harbours can be categorized into two main support areas:
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Expected results: | |
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$ thousands | Forecast Spending 2008-09 | Planned Spending 2009-10 | Planned Spending 2010-11 | Planned Spending 2011-12 |
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Total grants | 0.0 | 0.0 | 0.0 | 0.0 |
Total contributions | 1,646.0 | 500.0 | 500.0 | 500.0 |
Total other types of transfer payments | 0.0 | 0.0 | 0.0 | 0.0 |
Total Transfer payments | 1,646.0 | 500.0 | 500.0 | 500.0 |
Planned evaluations and audits |
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Formative in 2010-11 |
Strategic Outcome: | Safe and Accessible Waterways |
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Program Activity: | Small Craft Harbours |
Start date: | April 1, 2006 |
End date: | March 31, 2011 |
Description: | |
DFO's program review commitments included the decision to dispose of recreational harbours and all derelict and low-activity harbours. These harbours are offered at nominal cost to other federal departments, provinces, municipalities, local non-profit organizations or First Nations. If there is no interest, the harbour is offered at market value. As a last resort, it is demolished. The Divestiture Class Grant Program provides those recipients who wish to acquire a harbour as soon as possible with a payment to accept the harbour "as is" in lieu of SCH undertaking any required repairs or improvements. The recipients are not obligated to use the payment for repairs and improvements. They must, however, assume full responsibility for the harbour and must keep the harbour open to the public for at least five years. | |
Expected results: | |
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$ thousands | Forecast Spending 2008-09 | Planned Spending 2009-10 | Planned Spending 2010-11 | Planned Spending 2011-12 |
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Total grants | 2,300.0 | 500.0 | 500.0 | 500.0 |
Total contributions | 0.0 | 0.0 | 0.0 | 0.0 |
Total other types of transfer payments | 0.0 | 0.0 | 0.0 | 0.0 |
Total Transfer payments | 2,300.0 | 500.0 | 500.0 | 500.0 |
Planned evaluations and audits |
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Plans to meet the objectives of the Policy on Green Procurement |
As a science based department, DFO is keenly aware of their responsibility with regards to sustainable development and green procurement.
We have encouraged Green Procurement for many years and have included the requirement for clauses in our contracts requiring reports to be i.e. double-sided on recycled paper or on disk also selection of goods and services is based on their efficient use of energy and natural resources, potential to reuse or recycle and safe means of disposal. The Mandatory Standing Offers of PWGSC is further enhancing this activity with their implementation of environmental performance considerations in their procurement decision-making processes and we applaud this move.The various training courses and information that have been made available has enabled our employees to be more aware of their roles and responsibilities as it relates to green procurement. Transportation is the single largest source of greenhouse gas emissions in Canada. The "greening" of DFO motor vehicle fleet is a continuous challenge considering the majority of vehicles in the DFO fleet are full-size pick up trucks (69.4%). While the essential of the DFO necessitate the need for a large number of light and medium duty trucks, either to meet the operational needs of operating in remote locations or the requirements for transporting equipment, controls to ensure that vehicles are purchased with respect to balancing equipment versus environmental sustainability (including programs when available that encourage purchasing vehicles that consume less fuel, alternative fuels, or both) should continue. Though the passenger motor vehicle fleet is considerably smaller (9.3%), the department is seriously looking at different approaches to purchase hybrid or duel fuel where applicable such as Leadership Vehicle Rebate Initiative; potential funding.DFO will develop a Green Procurement Policy early in the next fiscal year and look forward to working with private industry and other government departments to continue our green procurement together with sustainable development initiatives. Currently DFO is laying out the groundwork to combine Procurement, Contracting and Realty requirements embedded in a policy that will allow DFO to build a policy in FY 2009-10. As part of a policy, we wish to embed into the policy a section that addresses the four stages of Life Cycle Management (LCM) of assets, not only looks at Green Procurement from the Planning and Procurement stages but as well the In-Use [maintenance] and disposal issues at the end of the life cycle stage [to reflect the current CAD position on e-waste management.] |
Establishment of green procurement targets |
In progress. Targets will be integrated into the new DFO Green Procurement Policy. |
Green procurement targets associated benefits anticipated |
Targets will be integrated into the new DFO Green Procurement Policy. |
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 Sustainable Development goal | Performance measurement | Department's expected results for 2009-10 |
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Sustainable Development and Use of Natural Resources
Governance for Sustainable Development |
Risk Management Framework implemented in regions; guidance material developed and followed. Number of National Operational Statements (OPS) developed and approved.Decrease in the number of letters of advice (LOAs) related to low-risk referrals covered by National and Regional Operational Statements. Number of OPS integrated into provincial/territorial permitting processes (low risk).Number of training modules, training courses and workshops developed. Percentage of Habitat Management staff that have completed mandatory training courses (Habitat Management 101, Information Management 101).Percentage of staff that have completed their individual training under the Mandatory Training Program. More time and resources dedicated to monitoring/auditing.Date in project cycle when environmental assessment process begins for Major Projects. Environmental assessments to be triggered progressively closer to the beginning of the review process.Number of industry associations who have integrated Operational Statements (OPS) into industry best management practices. Improved understanding and relationships with national and regional stakeholders, and number of partnership agreements and/or arrangements on habitat management being implemented.Risk Management Framework informed by peer reviewed science advice. |
Through the Environmental Process Modernization Plan, service delivery and effectiveness of fish habitat management is consistent with principles of sustainable development. |
Sustainable Development and Use of Natural Resources |
Progress against activities that support the implementation of Canada's Action Plan to Address the Threat of Aquatic Invasive Species.
Database, methodologies and tracking system developed. Risk Assessments completed. |
The introduction of aquatic invasive species is minimized and the impact of existing ones is remediated. |
Sustainable Development and Use of Natural Resources | Management plans in place for designated MPAs. | Marine activities are proactively managed and the health of Canada's oceans is preserved in collaboration with stakeholders. |
Sustainable Development and Use of Natural Resources | Effectiveness of response to number of spills. | Efficacy in ensuring an effective response to minimize adverse impacts of marine pollution incidents in Canadian waters is enhanced. |
Governance for Sustainable Development |
All maintenance, repair, or divestiture projects will comply with applicable environmental regulations and standards, including environmental assessments and environmental compensation measures.
95% of all Harbour Authority-managed harbours in place for at least two years will have developed and submitted the required Environmental Management Plans. |
Small-craft harbours operations are consistent with recognized Canadian and international environmental standards. |
Sustainable Development and Use of Natural Resources
Governance for Sustainable Development |
Number of levels of service standards achieved.
Number of client consultations held. |
Implementation of a risk-based priority approach in providing up-to-date navigational information to mariners in a timely and efficient manner. |
Sustainable Development and Use of Natural Resources |
All lighted aids converted.*
80% of steel buoys replaced* * completed and reported in the 2007-2008 DPR |
The right mix of electronic and conventional aids to navigation is obtained to meet the changing needs of mariners and to improve overall cost and eco-efficiencies. |
Sustainable Development and Use of Natural Resources
Governance for Sustainable Development |
Percentage of conservation frameworks that incorporate the precautionary and ecosystem approach.
Number of roundtables, task groups and summits that address specific fisheries issues. Number of fisheries with stable sharing arrangements.Number of disputes regarding access and allocation that are settled. Number of education programs and communication and inter-governmental initiatives.Number of partnerships and negotiated enforceable management measures. Number of major case investigations.Establishment of administrative sanctioning regime. Expanded ticketing system. |
A new approach to fisheries management is developed through Fisheries Renewal initiatives, such as the Sustainable Fisheries Framework and associated policies and tools to meet the needs of an evolving industry, recognizing principles of sustainable development, as well as the precautionary and ecosystem approach.
Note: Language has been revised from the SDS in order to provide more specificity. |
Sustainable Development and Use of Natural Resources
Governance for Sustainable Development |
Science advice to inform the development of a new aquaculture governance regime will be measured by:
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A new aquaculture governance regime is developed. |
Sustainable Communities
Governance for Sustainable Development |
Number of AFS contribution agreements.
Number of groups with signed contribution agreements. Number of AAROM capacity building contribution agreements.Number of multi-year AAROM collaborative management agreements. Number of groups who have made the transition from capacity-building to collaborative management. |
Strengthened collaboration with Aboriginal groups contributing to sustainable Aboriginal communities. |
Governance for Sustainable Development
Sustainable Development and Use of Natural Resources |
Extent to which scientific contributions (workshops, publications) have contributed to addressing strategic issues under the International Governance Strategy.
Reduction in over-fishing and IUU from current levels on high seas and reduced pressure on stocks. Degree to which Regional Fisheries Management Organizations are moving from stocks to ecosystem-based management issues on the international scene.Frequency and tone (positive-neutral negative) of international media reports through media analysis. Improved international cooperation on governance issues. |
Illegal, Unreported, and Unregulated (IUU) fishing and over-fishing are reduced through greater international cooperation on management, enforcement, and trade measures. |
Sustainable Development and Use of Natural Resources | Annual review of DFO SEA process as part of the regular business planning cycle. | Environmental impacts are taken into consideration in DFO's policies, plans and programs through the integration of a Strategic Environmental Assessment (SEA) approach. |
Sustainable Development and Use of Natural Resources | Number of DFO personnel trained via a national delivery of the Environmental Compliance Program (both various media and in-person training sessions). | DFO staff members understand and are able to respond to environmental concerns as part of their daily work, including environmental compliance requirements, when relevant. |
Climate Change |
State of the Ocean reports for Pacific and Atlantic coasts* with relevant scientific publications, and enhanced body of knowledge for the Arctic Ocean and ecosystem.
*work may continue beyond 2009 Department-wide campaign of education and promotion to enhance awareness and understanding of the risks of climate change will be measured by:
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The impact of climate change issues on departmental business is better understood. |
Climate Change |
Environmental and sustainability standards and specifications in place* for use for all CCG asset development and procurement. Specifically, environmental standards in place for design and acquisition of the next phase of Fleet Renewal.
Number of standards that contain environmental/sustainability considerations. Number of specific standards that are published.*deferred to 2011-2012 to allow for the development of an Environmental Management Framework which will establish principles and considerations to begin addressing greening of government priorities including green house gas emissions reductions. |
A Canadian Coast Guard (CCG) that better understands the environmental impact of its business and directs the operation and development of all assets in accordance with a set of industry leading standards and regulations. |
Sustainable Development and Use of Natural Resources
Sustainable Communities |
Number of DFO personnel trained in Environmental Management Plans via internet training modules or in person sessions.
Number of assessments undertaken each year. Number of contaminated sites funded under this program for remediation or risk management. |
Frameworks for action are developed to direct DFO's environmental man-agement, including storage tank systems, hazardous materials, and contaminated sites. |
DFO's next Sustainable Development Strategy will be tabled in 2011.
The Federal Sustainable Development Act, passed in June 2008, responds to the need for a more coordinated implementation of sustainable development within the federal government. It requires that the Minister of the Environment table a federal sustainable development strategy in Parliament, complete with goals, targets and implementation strategies, by the spring of 2010. Federal departments are expected to table individual strategies in 2011 to reflect how their program activities will support the federal goals and targets. The federal and departmental strategies will contribute to a more coherent approach to sustainable development as well as foster greater transparency and accountability to the public and Parliament.
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 the lead on one horizontal initiative, Health of the Oceans, which was allocated $61.4 million in federal funds over a five-year period. This initiative is discussed in detail in DFO's Report on Plans and Priorities.
Name of lead department(s): Fisheries and Oceans Canada
Lead department program activity: Oceans Management
Start date of the Horizontal Initiative: April 1, 2007
End date of the Horizontal Initiative: March 31, 2012
Total federal funding allocation (start to end date): $61.5 million
Description of the Horizontal Initiative (including funding agreement):
This initiative provides funds, as part of the National Water Strategy, over a five year period to support 22 initiatives across five departments and agencies. The goal of the initiative is to achieve progress on the health of the oceans through establishing new marine protected areas, increasing the capacity of government to enforce pollution prevention rules and to respond to environmental emergencies; and through strengthening collaborative oceans arrangements with our partners in the Arctic and in the Gulf of Maine.
Shared outcome(s):
The initiative is targeted to achieve three shared outcomes, as defined by the RMAF, namely:
Governance structure(s):
This initiative is subject to interdepartmental government through the Assistant Deputy Ministers Interdepartmental Committee on Oceans, supported by a shadow Director General Committee. This Governance structure reviews the initiatives on a regular basis including review and approval of annual reports to Ministers on the progress of this initiative.
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2009-10 |
Expected Results for 2009-10 |
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Fisheries and Oceans | Oceans Management | Federal Marine Protected Areas Strategy Implementation in DFO | 1,250.0 | 250.0 | Advance the creation by 2012 of a Federal Network of Marine Protected Areas that contributes to the health of Canada's oceans, established and managed within an integrated oceans management frame-work. |
Development of a Federal-Provincial-Territorial MPA Network | 2,500.0 | 725.0 | Significant progress in planning and advancement of a National (federal-provincial-territorial) Marine Protected Area Network in Canada's three oceans. | ||
Arctic Council - Ecosystem Projects | 1,000.0 | 275.0 |
A State of the Arctic Basin Report and use of common eco-system monitoring strategies in shared and boundary waters by 2012;
Canada's participation in expert workshops and major conferences on ecosystem approach for advancing EBM concepts and approaches, promoting Canada's leadership in EBM applied to the Arctic, and sharing information and practices with other circumpolar countries, including US; Article on EBM in Canada's Arctic published in expert journals or workshop proceedings;A suite of indicators for monitoring and assessing ecosystem status and trends, socio-economic aspects and governance structures in place in Arctic; and; The Arctic Council's Report on Best Practices in Ecosystem-based Oceans management in the Arctic (key product of the 2009 Ministerial Meeting) |
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Oceans Centres of Expertise (Coastal, Corals, Data Integration, TEK) | 3,000.0 | 700.0 | Establishment of four centres of excellence. Development and implementation of common tools and approaches in the five LOMAs to protect deep sea corals and sponge reefs, incorporate traditional knowledge, develop information management and exchange standards and accelerate progress in addressing coastal management issues. | ||
Collaboration with World Wildlife Fund (WWF) | 213.0 | 42.6 | Greater contribution by environmental non-governmental organizations to the Health of the Oceans | ||
Gulf of Maine (at DFO) | 750.0 | 147.5 | This initiative builds on the existing successful trans-boundary collaboration and management of Groundfish stocks through the CA-US Steering Committee, and the excellent cooperation between states and provinces through the Gulf of Maine Council. Based on DFO's national stan-dard, a literature review and project work plan for a joint CA-US Bay of Fundy/Gulf of Maine Ecosystem Overview and Assessment Report was developed as part of the 2005 Oceans Action Plan. | ||
Marine Protected Areas Establishment | 5,250.0 | 1,500.0 | Six new MPAs will be designated by 2012 and a national monitoring and reporting sys-tem will be implemented for all Oceans Act MPAs. | ||
Habitat Management | Integrated Management and Canadian Environmental Assessment Act Assessment Tools Linkages | 1,450.0 | 425.0 | Processes and tools developed to support integrated oceans management and promote Health of the Oceans bridged with Canadian Environmental Assessment Act project-specific environmental assessment and strategic environmental assessment to address ecosystem-level cumulative impacts. | |
Science for Healthy and Productive Aquatic Ecosystems | Ecosystem Science Support and Advice on Health of the Oceans | 5,500.0 | 1,100.0 | Science advice on Marine Protected Areas and on priority sector-specific impacts and mitigation. | |
Canadian Coast Guard | Spill Capacity and Emergency Response Strategy | 2,260.0 | 750.0 | Canada's spill response capacity in the Arctic assessed, and equipment and systems to respond to the unique risks prepared. | |
Environment Canada | Biodiversity and Corporate services | Federal Marine Protected Areas Strategy - Implementation in EC | 1,250.0 | 250.0 | Advance the creation by 2012 of a Federal Network of Marine Protected Areas that contributes to the health of Canada's oceans, established and managed within an integrated oceans management framework. |
Marine Wildlife Areas Establishment | 2,000.0 | 507.0 | Both the National Wildlife Area at Sable Island and Marine Wildlife Area at Scott Islands will be ready for designation by 2012, and a contribution will have been made to the Federal Marine Protected Area Network building process. | ||
Improved knowledge and information on weather and environmental conditions influence decision making and Corporate services | Sable Island Weather Station | 4,000.0 | 800.0 |
The risk of loss of life or property due to weather events is reduced for mariners, Canadian citizens and the international community, by producing more accurate weather forecasts and warnings using data from the Sable Island Weather Station.
The understanding of upper atmospheric conditions and the flow of airborne pollutants and greenhouse gases is improved, by enabling scientific research through the continued existence of the Sable Island weather Station infra-structure. The unique and fragile eco-system of Sable Island is conserved by protecting it from human degradation. |
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Canadians adopt approaches that ensure the sustainable use and management of natural capital and working landscapes and Corporate services | Gulf of Maine (at EC) | 751.0 | 148.0 | Increased support for the Gulf of Maine Council and implementation of the joint Canada-US five-year action plan that includes implementation of regional strategies for adaptation to climate change, indicators development, education and engagement and joint monitoring for toxic contaminants in the trans-boundary ecosystem. | |
Parks Canada Agency | Heritage Places Establishment | Federal Marine Protected Area Strategy Implementation in Parks Canada | 1,250.0 | 361.0 | Advance the creation by 2012 of a Federal Network of Marine Protected Areas that contributes to the health of Canada's oceans, established and managed within an integrated oceans management frame-work. |
National Marine Conservation Area in Lancaster Sound | 5,000.0 | 1,250.0 | By 2012, achieve a full understanding of the feasibility of establishing a National Marine Conservation Area in Lancaster Sound with the support of Inuit, Nunavut and key sectoral stakeholders, leading to the conservation of a significant representative component of Canada's marine environment and a clear demonstration of Arctic sovereignty in the Northwest Passage. | ||
Transport Canada | Transportation Safety and Security and Internal Services | Enforcement of Ballast Water Regulations | 4,500.0 | 966.5 | Enforcement of regulations that minimize the risk of harmful aquatic organisms and pathogens from being introduced through ship ballast water to waters under Canadian jurisdiction. |
Pollution Prevention - Surveillance | 13,000.0 | 3,181.6 | Enforcement of Canada's pollution prevention regulations in the Pacific, Arctic, East Coast Waters, the Gulf of St. Lawrence and the St. Lawrence Estuary. | ||
Pollution Prevention - Dash 7 Outfitting | 5,000.0 | 100.0 | Enforcement of Canada's pollution prevention regulations in the Pacific, Arctic, East Coast Waters, the Gulf of St. Lawrence and the St. Lawrence Estuary. Modernization of the current Dash 7 surveillance aircraft to a standard equal to the Dash 8 surveillance aircraft dedicated for use on the East and West Coast. | ||
Arctic International Marine Shipping Assessment | 550.0 | 50.0 | An assessment of projected shipping activities and the associated environmental, social and economic impacts and risks as reduced sea ice may lead to increased marine transport in the Arctic | ||
Pollution Prevention - Ship Waste Reduction Strategy | 800.0 | 200.0 | Adequate reception facilities for wastes; appropriate legislation and standards | ||
Indian and Northern Affairs Canada | Northern land Resources | Arctic Marine Shipping Assessment/Protection of the Arctic Marine Environment from land-based sources of pollution | 175.0 | 0.0 | An expanded arctic regional program of action on land-based sources of pollution; a greater understanding of Aboriginal Arctic marine resource use; and a greater understanding of the social, economic and environmental impacts from changing shipping patterns on northern and aboriginal communities |
Total | 61,449.0 | 12,480.5 |
Contact information:
W. Moore
Fisheries and Oceans Canada
DFO is a partner on the following horizontal initiatives led by other government departments:
Program | Lead Department | DFO Partner | Start Date | End Date of the Horizontal Initiative |
---|---|---|---|---|
Building Public Confidence in Pesticide Regulation and Improving Access to Pest Management Products | Health Canada | Yes | 2002-03 | 2008-09 |
Canadian Biotechnology Strategy | Industry Canada | Yes | 1998 | 2010-11 |
Invasive Alien Species Partnership Program | Agriculture and Agri-Food Canada, DFO, Natural Resources Canada, and EC all lead the Aquatic Invasive Species Partnership Program, but the program is administered by EC. | Yes | 2005 | 2009-10 |
International Polar Year | Indian and Northern Affairs Canada | Yes | April 1, 2007 | March 31, 2012 |
National Aquatic Animal Health Program | Canadian Food Inspection Agency | Yes | 2005 | Ongoing |
Mackenzie Gas Project (MGP) and induced oil and gas exploration and development in the NWT | Indian and Northern Affairs | Yes | Budget 2004, Budget 2005, 2004-05 | 2008-09 |
Implementation of the Act respecting the protection of wildlife species at risk in Canada | Environment Canada | Yes | 2000 | Ongoing |
20% Paper Burden Reduction Initiative | Industry Canada | Yes | March 19, 2007 | November 2008 |
Canadian Group on Earth Observations (CGEO) | Environment Canada | Yes | July 2003 | Ongoing; No new funds — annual multi-departmental contributions |
Great Lakes Basin Ecosystem Initiative | Environment Canada | Yes | April 1, 2005 | March 31, 2010 |
Name of Internal Audit | Internal Audit Type | Status | Expected Completion Date |
---|---|---|---|
2008-2009 | |||
Information for Decision Making | Special Audit | Conduct Stage | 2009-2010 |
Aboriginal Aquatic Resource and Oceans Management (AAROM) | Compliance Audit | Conduct Stage | 2009-2010 |
At-Sea Mentoring Initiative (ASMI) and First Nations Fisheries Operations Management Initiative (FOMI) | Compliance Audit | Planning Stage | 2009-2010 |
Succession Planning | Special Audit | Conduct Stage | 2009-2010 |
Environmental Response Services | Performance Audit | Planning Stage | 2009-2010 |
2009-2010 | |||
Financial Management (areas to be determined) | Compliance Audit | Planned | 2009-2010 |
Small Craft Harbours | Performance Audit | Planned | 2009-2010 |
Contribution: Pacific Salmon Foundation/T. "Buck"/Suzuki Foundation 1 | Compliance Audit | Planned | 2009-2010 |
Contribution: Yukon Salmon Committee 1 | Compliance Audit | Planned | 2009-2010 |
Follow-up Audit of the MCF Supporting Statistical Information on the Fisheries | Info Systems Audit | Planned | 2009-2010 |
OCG Horizontal Audit (lead by TBS/OCG) | Government-wide Audit | Planned | 2009-2010 |
Staffing and Classification 2 | Compliance Audit | Planned | 2009-2010 |
Management of Information Technology Security 2 | Compliance Audit | Planned | 2009-2010 |
Business Continuity Planning 2 | Compliance Audit | Planned | 2009-2010 |
Federal Contaminated Sites Action Plan 2 | Compliance Audit | Planned | 2009-2010 |
Academic Research Contribution Program 1 | Compliance Audit | Planned | 2009-2010 |
2010-2011 | |||
Financial Management - areas to be determined | Compliance Audit | Planned | 2010-2011 |
Marine Communications and Traffic Services | Performance Audit | Planned | 2010-2011 |
Fisheries Resources | Performance Audit | Planned | 2010-2011 |
Diversity (Employment Equity Planning and Recruitment Strategy) | Compliance Audit | Planned | 2010-2011 |
Aboriginal Policy and Governance | Performance Audit | Planned | 2010-2011 |
Integrated Oceans Management | Performance Audit | Planned | 2010-2011 |
Habitat Program Services | Performance Audit | Planned | 2010-2011 |
National Life-Cycle Material Management Information Services | Info Systems Audit | Planned | 2010-2011 |
Follow up Audit of Conservation and Protection | Follow-up Audit | Planned | 2010-2011 |
OCG Horizontal Audit (lead by TBS/OCG) | Government-wide Audit | Planned | 2010-2011 |
Small Craft Harbours Divestiture Class Grant Program 1 | Compliance Audit | Planned | 2010-2011 |
Search and Rescue | Performance Audit | Planned | 2011-2012 |
Facilities/Asset Management Services | Performance Audit | Planned | 2011-2012 |
Coast Guard College | Performance Audit | Planned | 2011-2012 |
2011-2012 | |||
Environmental Assessments | Performance Audit | Planned | 2011-2012 |
Resource Management | Performance Audit | Planned | 2011-2012 |
Follow up Audit of Succession Planning | Follow-up Audit | Planned | 2011-2012 |
Follow up of Audit of Information for Decision Making | Follow-up Audit | Planned | 2011-2012 |
Department's Readiness for Audited Financial Statements | Special Audit | Planned | 2011-2012 |
Small Craft Harbours Class Contribution Program 2 | Compliance Audit | Planned | 2011-2012 |
Small Craft Harbours Divestiture of Non-core Harbours Program 2 | Compliance Audit | Planned | 2011-2012 |
Atlantic Integrated Commercial Fisheries Initiative 2 | Compliance Audit | Planned | 2011-2012 |
Pacific Integrated Commercial Fisheries Initiative 2 | Compliance Audit | Planned | 2011-2012 |
New Aquaculture Initiative 2 | Compliance Audit | Planned | 2011-2012 |
Conservation and Protection of Fish Habitat 2 | Performance Audit | Planned | 2011-2012 |
Species at Risk Program | Compliance Audit | Planned | 2011-2012 |
1 TBS mandated audits
2 Validation by DMC required
Note: IAD is in the process of updating the 2009-10 to 2011-12 Internal Audit Risk-based Work plan and the plan will be tabled for approval at the March Departmental Audit Committee Meeting.
Electronic Link to Internal Audit Plan:
http://www.dfo-mpo.gc.ca/communic/CREAD/index_e.htm
Glossary of Terms: | |
---|---|
Compliance Audit | The audit objective is to ensure that the area or subject audited conforms and adheres to agency and departmental policies, plans and procedures, laws, regulations, contracts or other requirements. Compliance audits include TBS mandated audits. |
Info Systems Audit | The audit objective is to ensure that there is an appropriate system controls and surrounding controls are in place. Areas of audit may include infrastructure, electronic data exchange, system controls, system continuity plan, etc. |
Performance Audit | The audit objective is to evaluate the department's activities through a systematic process for the purpose of making recommendations about the economic and efficient use of resources, effective achievement of business objectives and compliance with policies. Performance audits include program, sectoral and follow-up audits. |
Special Audit | The audit objective is to assess whether the management control framework has sufficient and effective controls in place to prevent or detect errors. Where gaps are identified, the appropriate and relevant recommendations are made to management based on best practices from relevant industry and other government organizations. |
The following table lists all planned upcoming evaluations for the reporting period 2009-10 that pertain to the Department's work.
Name of Evaluation | Program Type | Status | Expected Completion Date |
---|---|---|---|
Canada's Submission to the Commission on the limits of the Continental Shelf (CLCS) under the United Nations Convention on the Law of the Sea (UNCLOS) (Interdepartmental Evaluation led by DFO) | Policy | In progress | 2009-10 |
Cabinet Directive – Strategic Environmental Assessment (Interdepartmental Evaluation led by CEAA) | Policy | In progress | 2009-10 |
National Aquatic Animal Health Program (NAAHP) (Interdepartmental Evaluation led by CFIA) | Direct Program Spending | Planned | 2010-11 |
Habitat Stewardship Program for Species at Risk (Interdepartmental Evaluation led by Environment Canada) | Transfer Payment Program | In progress | 2009-10 |
Salmonid Enhancement Program (SEP) | Direct Program Spending | In progress | 2009-10 |
Building Public Confidence in Pesticide Regulation and Improving Access to Pest Management Products (BPC) | Direct Program Spending | In progress | 2009-10 |
Coast Guard College | Direct Program Spending | Planned | 2009-10 |
Science Renewal | Direct Program Spending | Planned | 2009-10 |
International Fisheries Conservation | Direct Program Spending | Planned | 2009-10 |
Icebreaking Services | Direct Program Spending | Planned | 2009-10 |
Ocean Climate | Direct Program Spending | Planned | 2009-10 |
Life-cycle and Asset Management Services | Direct Program Spending | Planned | 2009-10 |
Contribution – Yukon Salmon Sub-committee | Transfer Payment Program | Planned | 2009-10 |
Contribution – Pacific Salmon Foundation/T. Buck Suzuki | Transfer Payment Program | Planned | 2009-10 |
Contribution Atlantic Integrated Commercial Fisheries Initiative (AICFI) | Transfer Payment Program | Planned | 2009-10 |
Contribution – Pacific Integrated Commercial Fisheries Initiative (PICFI) | Transfer Payment Program | Planned | 2009-10 |
Electronic Link to Evaluation Plan:
For completed evaluations, please visit: http://www.dfo-mpo.gc.ca/communic/CREAD/index_e.htm
$ millions
Forecast Revenue 2008-09 |
Planned Revenue 2009-10 |
Planned Revenue 2010-11 |
Planned Revenue 2011-12 |
|
---|---|---|---|---|
Total Respendable Revenue | 52.0 | 50.0 | 50.0 | 50.1 |
Total Non-Respendable Revenue | 46.3 | 46.1 | 46.1 | 46.1 |
Total Revenue | 98.3 | 96.1 | 96.1 | 96.2 |
Note:
For respendable revenues, planned revenue refers to revenue targets, whereas for non-respendable revenues it reflects the forecast of revenues for the year in question.
These amounts are subject to revision in light of the External Charging Review.
Because of rounding, figures may not add to the totals shown.
Program Activity | Forecast Revenue 2008-09 |
Planned Revenue 2009-10 |
Planned Revenue 2010-11 |
Planned Revenue 2011-12 |
---|---|---|---|---|
Canadian Coast Guard | ||||
Maintenance Dredging Services Tonnage Fees in the St. Lawrence Shipping Channel | 6.6 | 4.6 | 4.6 | 4.6 |
Marine Navigation Services Fees | 27.7 | 27.7 | 27.7 | 27.8 |
Coast Guard Radio Tolls | 0.1 | 0.1 | 0.1 | 0.1 |
Employee Deductions for Employee Housing | 0.0 | 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 Revenue | 52.0 | 50.0 | 50.0 | 50.1 |
Note:
Planned revenue refers to revenue targets.
These amounts are subject to revision in light of the External Charging Review.
Because of rounding, figures may not add to the totals shown.
Program Activity | Forecast Revenue 2008-09 |
Planned Revenue 2009-10 |
Planned Revenue 2010-11 |
Planned Revenue 2011-12 |
---|---|---|---|---|
Canadian Coast Guard | ||||
Aids to Navigation Services in the Deep Water Channel between Montreal and Lake Erie | 0.0 | 0.0 | 0.0 | 0.0 |
Rental of Land, Buildings and Equipment | 0.0 | 0.2 | 0.2 | 0.2 |
Miscellaneous | 0.2 | 0.2 | 0.2 | 0.2 |
Small Craft Harbours | ||||
Small Craft Harbours Revenue | 1.0 | 1.0 | 1.0 | 1.0 |
Other Services and Service Fees | 0.0 | 0.0 | 0.0 | 0.0 |
Science — Safe and Accessible Waterways | ||||
Sale of Charts and Publications | 1.6 | 1.4 | 1.4 | 1.4 |
Technology Transfer Licences | 1.1 | 1.1 | 1.1 | 1.1 |
Fisheries Management | ||||
Commercial Licences | 35.1 | 34.9 | 34.9 | 34.9 |
Recreational Licences | 5.2 | 5.2 | 5.2 | 5.2 |
Conservation Stamps | 1.5 | 1.5 | 1.5 | 1.5 |
Rental of Land, Buildings and Equipment | 0.2 | 0.2 | 0.2 | 0.2 |
Habitat Management | ||||
Rental of Land, Buildings and Equipment | 0.1 | 0.2 | 0.2 | 0.2 |
Miscellaneous | 0.0 | 0.0 | 0.0 | 0.0 |
Science — Healthy and Productive Aquatic Ecosystems | ||||
Technology Transfer Licences | 0.2 | 0.1 | 0.1 | 0.1 |
Total Non-respendable Revenue | 46.3 | 46.1 | 46.1 | 46.1 |
Note:
Planned revenue is the forecast of revenues for the year in question.
These amounts are subject to revision in light of the External Charging Review.
Because of rounding, figures may not add to the totals shown.
The Mid-Shore Patrol Vessels project will acquire up to twelve (12) Mid-Shore Patrol Vessels (MSPV) for the Canadian Coast Guard (CCG) Fleet — eight (8) for Fisheries Conservation and Protection (C&P) duties and four (4) for Maritime Security duties. This project serves two purposes: 1) Fleet Renewal — the acquisition of C&P patrol vessels represents the first step in modernization of the CCG fleet and will ensure the integrity of the fishery monitoring program and will provide the capacity for DFO to support the strategic role in fisheries enforcement; 2) Maritime Security — the acquisition of MSPV for Maritime Security 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.
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; Public Safety Canada; Department of National Defence (DND). |
Prime Contractor | To be determined |
---|---|
Major Subcontractor(s) | n/a at this time |
Major Milestone | Date |
---|---|
Preliminary Project Approval (PPA) | August 2005 |
Effective Project Approval (EPA) | June 2006 |
1st Request for Proposal (RFP) (cancelled) | July 2007 |
Amended Effective Project Approval — to include 4 additional vessels identified in Budget 2007 | December 2007 |
2nd RFP issued (cancelled) | August 2008 |
3rd RFP to be issued | Early 2009 |
Target Contract Award | Fall 2009 |
First Vessel Delivery | Fall 2011 |
Last vessel delivery for MSPV | Summer 2014 |
An RFP for MSPV detailed design and construction was issued 8 Nov 2006. Federal Budget 2007 approved funding for 4 additional vessels for C&P, for a total of 12 vessels. A review of the four submissions received in response to the RFP revealed that the understanding between bidders and the Crown concerning bid evaluation requirements was insufficient to allow the process to proceed. This initial solicitation was cancelled in July 2007.
The second RFP was issued in December 2007. Bids received in response to the second RFP exceeded the anticipated costs. This second RFP was also cancelled. A 3rd RFP is scheduled to be issued in early 2009.
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 will be determined at contract award.
($ millions)
Current Estimated Total Expenditure |
Forecast Expenditures to March 31, 2009 |
Planned Spending 2009-2010 |
Future Years' Requirements |
---|---|---|---|
212.5 | 10.6 | 8.6 | 193.3 |
The Offshore Fisheries Science Vessels (OFSV) project will acquire three (3) OFSV for the Canadian Coast Guard (CCG) Fleet. The OFSV will replace three (3) aging Coast Guard ships on the East and West Coasts of Canada that provide a platform from which critical scientific research and ecosystem-based management can be performed.
The OFSV Project is currently in the definition and design 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 | Industry Canada (IC); 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. |
Prime Contractor | To be determined |
---|---|
Major Subcontractor(s) | n/a at this time |
Major Milestone | Date |
---|---|
Preliminary Project Approval (PPA) | October 2005 |
Amended PPA | November 2006 |
Effective Project Approval (EPA) — Target Date | 2009 |
Contract Award | 2009 |
First Vessel Delivery | 2011 |
Delivery of last OFSV | 2014 |
Federal Budget 2005 allocated funding for two (2) Offshore Fisheries Science Vessels (OFSV). Subsequently Budget 2007 announced additional funding for one (1) additional vessel, for a total of three (3) OFSV. The OFSV project is currently refining the cost estimate in order to obtain Effective Project Approval (EPA).
Canadian industry in the following regions of Canada will benefit from this project.
Regional distribution will be determined at contract award.
($ millions)
Current Estimated Total Expenditure |
Forecast Expenditures to March 31, 2009 |
Planned Spending 2009-2010 |
Future Years' Requirements |
---|---|---|---|
279.5 | 3.0 | 13.9 | 262.6 |
The Offshore Oceanographic Science Vessel (OOSV) project will aquire a replacement vessel for the Canadian Coast Guard's largest science vessel - CCGS Hudson. This vessel was built in 1963 and its replacement is critical to fulfillment of the Department's science mandate as well as mandates of other government departments and agencies. The vessel currently operates on the East Coast of Canada.
The OOSV Project is currently in the definition and design 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); Environment Canada; NRCan; 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. |
Prime Contractor | To be determined |
---|---|
Major Subcontractor(s) | n/a at this time |
Major Milestone | Date |
---|---|
Preliminary Project Approval (PPA) | July 2008 |
Effective Project Approval (EPA) and Authority to Contract — Target Date | Spring 2010 |
Contract Award | Fall 2010 |
Delivery of Offshore Oceanographic Science Vessel | 2012 |
Federal Budget 2007 allocated funding for the replacement of the CCGS Hudson with a new Oceanographic Science Vessel (OOSV). The OOSV project is currently finalizing a substantive cost estimate in order to obtain Effective Project Approval (EPA).
Canadian industry in the following regions of Canada will benefit from this project.
Regional distribution will be determined at contract award.
($ millions)
Current Estimated Total Expenditure |
Forecast Expenditures to March 31, 2009 |
Planned Spending 2009-2010 |
Future Years' Requirements |
---|---|---|---|
108.9 | 0.8 | 2.0 | 106.1 |
The Polar Icebreaker project will replace the Coast Guard's largest, most capable heavy Arctic icebreaker, the CCGS Louis S. St-Laurent. The new Polar Icebreaker will help to strengthen Arctic sovereignty and will be able to operate in the Arctic in more severe weather conditions and for a longer period of time - 3 seasons instead of the current 2 seasons.
The Icebreaker Project is currently proceeding to obtain Preliminary Project Approval in 2009.
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); 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; Environment Canada; National Defence (DND). |
Prime Contractor | To be determined |
---|---|
Major Subcontractor(s) | n/a at this time |
Major Milestone | Date |
---|---|
Preliminary Project Approval (PPA) | Spring 2009 |
Effective Project Approval (EPA) — Target Date | TBD |
Contract Award | TBD |
Vessel Delivery | 2017 |
Federal Budget 2008 allocated funding for the replacement of the Canadian Coast Guard's largest, most capable heavy Arctic icebreaker, the CCGS Louis S. St-Laurent. The project is currently in the process of developing Preliminary Project Approval documentation.
Canadian industry in the following regions of Canada will benefit from this project.
Regional distribution will be determined at contract award.
($ millions)
Current Estimated Total Expenditure |
Forecast Expenditures to March 31, 2009 |
Planned Spending 2009-2010 |
Future Years' Requirements |
---|---|---|---|
$800.0 ($720 accrual) |
0.0 | 13.0 | $787.0 ($720 accrual) |
Program Activity | Forecast Spending 2008-09 |
Planned Spending 2009-10 |
Planned Spending 2010-11 |
Planned Spending 2012-12 |
---|---|---|---|---|
Canadian Coast Guard | 211.3 | 261.6 | 346.5 | 517.4 |
Small Craft Harbours | 30.0 | 83.0 | 112.7 | 30.0 |
Science for Safe and Accessible Waterways | 0.0 | 0.0 | 0.0 | 0.0 |
Fisheries and Aquaculture Management | 1.0 | 1.0 | 1.0 | 1.0 |
Science for Sustainable Fisheries and Aquaculture | 2.0 | 2.0 | 2.0 | 2.0 |
Oceans Management | 0.0 | 0.0 | 0.0 | 0.0 |
Habitat Management | 0.0 | 0.0 | 0.0 | 0.0 |
Species at Risk Management | 0.0 | 0.0 | 0.0 | 0.0 |
Science for Healthy and Productive Aquatic Ecosystems | 0.0 | 0.0 | 0.0 | 0.0 |
Internal Services (IS) | 66.6 | 64.2 | 57.1 | 56.1 |
Total | 310.9 | 411.8 | 519.3 | 606.5 |
DFO implemented an External Charging Framework in 2007-08. The framework provides the necessary foundation for DFO's corporate approach that will guide responsible decision making with regard to DFO's external charging. This framework will also provide a foundation for explaining DFO external charging decisions to stakeholders. The Department has also prepared a guide to external charging for departmental managers.
No changes to user fees are planned for the upcoming planning period.
Responsibility for the compilation, content, and presentation of the accompanying future-oriented financial information for the year ended March 31, 2010 rests with the management of the Department of Fisheries and Oceans (DFO). The future-oriented financial information has been prepared by management in accordance with Treasury Board accounting policies which are consistent with Canadian generally accepted accounting principles for the public sector. The future-oriented financial information is submitted for Part III of Estimates (Report on Plans and Priorities), and will be used in the DFO's Departmental Performance Report to compare with actual results.
Management is responsible for the integrity and objectivity of the information contained in future-oriented financial information and for the process of developing assumptions. Assumptions and estimates are based upon information available and known to management at the time of development, reflect current business and economic conditions, and assume a continuation of current governmental priorities and consistency in departmental mandate and strategic objectives. Much of the future-oriented financial information is based on these assumptions, best estimates, and judgment and gives due consideration to materiality. At the time of preparation of these statements, management believes the estimates and assumptions to be reasonable. However, as with all such assumptions, there is a measure of uncertainty surrounding them. This uncertainty increases as the forecast horizon extends.
The actual results achieved for the fiscal years covered in the accompanying future-oriented financial information will vary from the information presented and the variations may be material. (Note: The DFO is preparing these statements as part of a two-year pilot project and readers should be aware that this is the first year of the project.)
_____ Original signed by _____ | _____ Original signed by _____ | |
|
|
|
Michelle d'Auray, Deputy Minister Ottawa, Canada February 10, 2009 |
Cal Hegge, Assistant Deputy Minister, Corporate Services |
For the Year Ended March 31
(in thousands of dollars)
Forecast 2010 |
|||
---|---|---|---|
Expenses (Note 6) | |||
Safe and Accessible Waterways | |||
Canadian Coast Guard Agency | 706,167 | ||
Small Craft Harbours | 148,215 | ||
Science | 39,008 | ||
Sustainable Fisheries and Aquaculture | |||
Fisheries and Aquaculture Management | 350,570 | ||
Science | 149,757 | ||
Healthy and Productive Aquatic Ecosystems | |||
Habitat Management | 63,119 | ||
Science | 60,399 | ||
Oceans Management | 17,946 | ||
Species at Risk | 17,435 | ||
Internal Services | 336,945 | ||
|
|||
Total Expenses | 1,889,561 | ||
|
|||
Revenues (Note 7) | |||
Safe and Accessible Waterways | |||
Canadian Coast Guard Agency | 50,358 | ||
Science | 2,502 | ||
Small Craft Harbours | 1,067 | ||
Sustainable Fisheries and Aquaculture | |||
Fisheries and Aquaculture Management | 41,802 | ||
Healthy and Productive Aquatic Ecosystems | |||
Habitat Management | 266 | ||
Science | 100 | ||
|
|||
Total Revenues | 96,095 | ||
|
|||
|
|||
Net cost of operations | 1,793,466 | ||
|
The accompanying notes form an integral part of these future-oriented financial statements.
The DFO was established under the Department of Fisheries and Oceans Act. The DFO reports to Parliament through the Minister of Fisheries and Oceans.
The mandate of the DFO, on behalf of the Government of Canada, is to be responsible for developing and implementing policies and programs in support of Canada's economic, social, ecological and scientific interests in oceans and fresh waters.
The DFO's guiding legislation includes the Oceans Act and the Fisheries Act. The DFO is also one of the three departments responsible for the Species at Risk Act.
The DFO's three strategic outcomes are delivered through nine program activities in addition to Internal Services, which are described below.
Canadian Coast Guard Agency: Provision of maritime services that contribute to the enhancement and maintenance of maritime safety and commerce, protection of the marine and freshwater environment, as well as 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.
Small Craft Harbours: Operation and maintenance of a national system of harbours critical to Canada's commercial fishing industry.
Science: Provision of scientific research, monitoring, advice, products and services and data management in support of Safe and Accessible Waterways.
Fisheries and Aquaculture Management: Conservation of Canada's fisheries resources to ensure sustainable resource utilization through close collaboration with resource users and stakeholders based on shared stewardship.
Science: Provision of scientific research, monitoring, advice, products and services and data management in support of Sustainable Fisheries and Aquaculture.
Habitat Management: 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.
Species at Risk: Aquatic species at risk are managed to provide for the recovery of extirpated, endangered and threatened species; and the management of special concerned species to prevent them becoming at risk.
Science: Provision of scientific research, monitoring, advice, products and services and data management in support of Healthy and Productive Aquatic Ecosystems.
Oceans Management: 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.
Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services, Communications Services, Legal Services, Human Resources Management Services, Financial Management Services, Information Management Services, Information Technology Services, Real Property Services, Materiel Services, Acquisition Services, and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.
These future-oriented statements have been prepared:
While every attempt has been made to accurately forecast final results from 2009-2010, actual results achieved are likely to vary from the forecast information presented, and this variation could be material.
Once the Report on Plans and Priorities is presented, the DFO will not be updating the forecasts for any changes to appropriations or forecast financial information made in ensuing supplementary estimates. Variances will be explained in the DFO's Departmental Performance Report.
The future-oriented financial information has been prepared in accordance with Treasury Board accounting policies which are consistent with Canadian generally accepted accounting principles for the public sector.
Significant accounting policies are as follows:
(a) Parliamentary appropriations – The DFO is financed by the Government of Canada through parliamentary appropriations. Appropriations provided to the DFO do not parallel financial reporting according to Canadian generally accepted accounting principles since appropriations are primarily based on cash flow requirements. Consequently, items recognized in the future-oriented statement of operations are not necessarily the same as those provided through appropriations from Parliament. Note 5 provides a high-level reconciliation between these bases of reporting.
(b) Forecasted revenues:
(c) Forecasted expenses – these are recorded when the underlying transaction or expense occurred subject to the following:
(d) Employee future benefits
(e) Contingent liabilities – Contingent liabilities are potential liabilities which may become actual liabilities when one or more future events occur or fail to occur. To the extent that the future event is likely to occur or fail to occur, and a reasonable estimate of the loss can be made, an estimated liability is accrued and an expense recorded. If the likelihood is determinable and an amount can be reasonably estimated, a forecast and notation is, accordingly, made.
(f) Environmental liabilities – Environmental liabilities reflect the estimated costs related to the management and remediation of environmentally contaminated sites. Based on management's best estimates, a liability is accrued and an expense recorded when the contamination occurs or when the department becomes aware of the contamination and is obligated, or is likely to be obligated to incur such costs. If the likelihood of the department's obligation to incur these costs is determinable, and if an amount can be reasonably estimated, a forecast and notation is, accordingly, made.
(g) Tangible capital assets – All tangible capital assets and leasehold improvements having an initial cost of $10,000 or more are recorded at their acquisition cost. The DFO does not capitalize intangibles, works of art and historical treasures that have cultural, aesthetic or historical value, assets located on Indian Reserves and museum collections.
Amortization of tangible capital assets is done on a straight-line basis over the estimated useful life of the asset as follows:
|
|
Asset Class | Amortization Period |
---|---|
|
|
Buildings | 10-40 years |
Work and infrastructure | 5-75 years |
Machinery and equipment | 3-25 years |
Informatics hardware | 3-5 years |
Informatics purchased and developed software | 3 years |
Arms and weapons for defense | 5-10 years |
Other equipment, including furniture | 10 years |
Ships and boats | 5-25 years |
Aircraft | 15-25 years |
Motor vehicles (non-military) | 5-20 years |
Other vehicles | 10 years |
Leasehold improvements – buildings | * |
Leasehold improvements – works and infrastructure | * |
Assets under capital leases | ** |
|
* the lesser of the economic life of the improvement or the lease term
** over the period of expected use, i.e., the economic life or lease term
(h) Proceeds associated with the disposal of real property through Public Works and Government Services Canada (PWGSC) are not recorded in the DFO's future-oriented financial statements. PWGSC is responsible for the accounting and reporting of these proceeds.
(i) Measurement uncertainty – The preparation of the future-oriented financial information requires management to make estimates and assumptions that affect the reported amounts of all the revenues and expenses reported in the future-oriented Statement of Operations. Assumptions are based upon information available and known to management at the time of development, reflect current business and economic conditions, and assume a continuation of current governmental priorities and consistency in departmental mandate and strategic objectives. At the time of preparation of these statements, management believes the estimates and assumptions to be reasonable. Nonetheless, as with all such estimates and assumptions, there is a measure of uncertainty surrounding them. This uncertainty increases as the forecast horizon extends.
The DFO receives most of its funding through annual parliamentary appropriations. Items recognized in the statement of operations in one year may be funded through parliamentary appropriations in prior, current or future years. Accordingly, the DFO has different net results of operations for the year on a government funding basis than on an accrual accounting basis. The differences are reconciled in the following table.
Forecast 2010 |
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---|---|---|---|---|
|
||||
(in thousands of dollars) | ||||
Net cost of operations | 1,793,466 | |||
Adjustments for items affecting net cost of operations but not affecting appropriations | ||||
Add (less): | ||||
Revenue not available for spending | 46,137 | |||
Amortization of tangible capital assets | (171,530) | |||
Services provided without charge by other government departments | (107,733) | |||
Loss on write-offs and write-downs of tangible capital assets | (15,000) | |||
Loss on disposal of tangible capital assets | (7,500) | |||
Decrease (increase) in employee severance benefits | (5,000) | |||
Decrease (increase) in environmental liabilities | (3,124) | |||
Decrease (increase) in vacation pay and compensatory leave | (1,580) | |||
Increase (decrease) in inventory | (1,500) | |||
Refunds of previous years expenses | 5,580 | |||
Other | 1,661 | |||
|
||||
Total adjustments for items not affecting appropriations | (259,589) | |||
|
||||
Adjustments for items not affecting net cost of operations but affecting appropriations | ||||
Add (less): | ||||
Acquisitions of tangible capital assets | 325,001 | |||
|
||||
Total adjustments for items affecting appropriations | 65,412 | |||
|
||||
Appropriations available for use | 1,858,878 | |||
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The following table presents details of expenses by category.
Forecast 2010 |
|||
---|---|---|---|
|
|||
(in thousands of dollars) | |||
Operating and administration | |||
Personnel and employee benefits | 897,375 | ||
Professional and special services | 249,499 | ||
Amortization | 171,530 | ||
Repair and maintenance | 144,622 | ||
Utilities, material and supplies | 109,101 | ||
Machinery and equipment | 59,315 | ||
Travel and relocation | 57,033 | ||
Rental | 28,578 | ||
Telecommunication | 18,399 | ||
Loss on write-off and write-downs of tangible capital assets and inventory | 15,000 | ||
Loss on disposal of tangible capital assets | 7,500 | ||
Communication services | 4,917 | ||
Other expenses | 16,055 | ||
|
|||
Total operating and administration | 1,778,924 | ||
|
|||
Transfer payments | |||
Non-profit organizations | 97,647 | ||
Individuals | 10,874 | ||
Other level of governments within Canada | 1,363 | ||
Industry | 405 | ||
Other countries and international organizations | 348 | ||
|
|||
Total transfer payments | 110,637 | ||
|
|||
Total expenses | 1,889,561 | ||
|
The following table presents details of revenues by category.
Forecast 2010 |
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---|---|---|---|
|
|||
(in thousands of dollars) | |||
Revenue | |||
Sales of goods and services | 87,054 | ||
Gains on disposals of tangible capital assets | 4,071 | ||
Revenue from earmarked supplementary fish fines | 274 | ||
Other revenue | 4,696 | ||
|
|||
Total revenues | 96,095 | ||
|
(a) Pension benefits: The DFO's employees participate in the Public Service Pension Plan, which is sponsored and administered by the Government of Canada. Pension benefits accrue up to a maximum period of 35 years at a rate of two percent per year of pensionable service, times the average of the best five consecutive years of earnings. The benefits are integrated with Canada/Quebec Pension Plans benefits and they are indexed to inflation. Both the employees and the DFO contribute to the cost of the Plan.
The DFO's responsibility with regard to the Plan is limited to its contributions. Actuarial surpluses or deficiencies are recognized in the financial statements of the Government of Canada, as the Plan's sponsor.
(b) Severance benefits: The DFO provides severance benefits to its employees based on eligibility, years of service and final salary. These severance benefits are not pre-funded. Benefits will be paid from future appropriations.
Liabilities are accrued to record the estimated costs related to the management and remediation of contaminated sites where the DFO is obligated or likely to be obligated to incur such costs. The DFO has identified sites where such action is possible and for which a liability has been estimated.
The DFO's ongoing efforts to assess contaminated sites may result in additional environmental liabilities related to newly identified sites, or changes in the assessments or intended use of existing sites. These liabilities will be accrued in the year in which they become known.
Claims have been made against the DFO in the normal course of operations. Legal proceedings for claims totaling approximately $370.6 million were still pending at December 31st, 2008. Some of these potential liabilities may become actual liabilities when one or more future events occur or fail to occur. To the extent that the future event is likely to occur or fail to occur, and a reasonable estimate of the loss can be made, an estimated liability is accrued and an expense recorded in the financial statements. No expense has been estimated for the purpose of the DFO's 2009-2010 future-oriented Statement of Operations.
The DFO is related as a result of common ownership to all Government of Canada departments, agencies, and Crown corporations. The DFO enters into transactions with these entities in the normal course of business and on normal trade terms. Also, during the year, the DFO receives services which were obtained without charge from other Government departments as follows.
Services provided without charge by other government departments:
During the year, the DFO receives without charge from other departments, accommodation, legal fees and the employer's contribution to the health and dental insurance plans, administration costs and commissions paid to provincial workers' compensation boards. These services without charge have been recognized in the DFO's Future-oriented Statement of Operations as follows:
Forecast 2010 |
||
---|---|---|
|
||
(in thousand of dollars) | ||
Employer's contribution to the health and dental insurance plans provided by Treasury Board Secretariat | 60,223 | |
Accommodation provided by Public Works and Government Services Canada | 43,400 | |
Legal services provided by Justice Canada | 3,160 | |
Administration costs and commissions paid to provincial workers' compensation boards by Social Development Canada. | 950 | |
|
||
Total services provided without charge | 107,733 | |
|
The Government has structured some of its administrative activities for efficiency and cost-effectiveness purposes so that one department performs these on behalf of all without charge. The costs of these services, which include payroll and cheque issuance services provided by Public Works and Government Services Canada, are not included as an expense in the DFO's Future-oriented Statement of Operations.