ARCHIVED - Fisheries and Oceans Canada

• Previous Page
• Table of Contents
• Next Page

This page has been archived.

Section 2 – Analysis of Program Activities by Strategic Outcome

In this Section

• Safe and Accessible Waterways

  • Canadian Coast Guard
  • Small Craft Harbours
  • Science for Safe and Accessible Waterways
• Sustainable Fisheries and Aquaculture
  • Fisheries and Aquaculture Management
  • Science for Sustainable Fisheries and Aquaculture
• Healthy and Productive Aquatic Ecosystems
  • Oceans Management
  • Habitat Management
  • Species at Risk Management
  • Science for Healthy and Productive Aquatic Ecosystems
• Internal Services

 

Safe and Accessible Waterways — Strategic Outcome

Safe and Accessible Waterways is about providing access to Canadian waterways and ensuring the overall safety and integrity of Canada's marine infrastructure for the benefit of all Canadians.

From Resources...

	Planned Spending
	2010-11	2011-12	2012-13
Financial Resources ($ millions)	993.2	934.4	905.2
Human Resources (FTEs)	5,327	5,317	5,314

To Results...

Expected Result	Performance Indicator	Target
Safe and Accessible Waterways	Percentage of Canadian public reporting confidence in the safety of the marine transportation system in Canada	90%
	Percentage of core fishing harbours with performance ratings of fair, good, or very good	70%

 

Benefits to Canadians

Economic growth in Canada depends heavily on trade and maritime commerce, which relies in turn on secure, sustainable harbours, safe waters, aids to navigation, and reliable and modern hydrographic products and services. Canadian Hydrographic Service (CHS) charts and navigational products have guided mariners safely from port to port since 1883. But maritime accidents do occur, necessitating strong capacities for search and rescue and for environmental response from Coast Guard. Demand for increased services and infrastructure, especially in the North, continues to challenge the Coast Guard, Small Craft Harbours, and the Canadian Hydrographic Service.

Coast Guard programs and services provide the maritime presence that supports a safe and secure Canada, delivering direct and indirect services to the country's marine sector. This sector transports, on average, 97% of Canada's exports and 76% of its imports . Coast Guard supports the maritime economy and facilitates maritime commerce by ensuring the safe and efficient navigation of Canadian waterways. With its multi-tasked fleet, Coast Guard provides essential search and rescue services, enables the on-water fisheries enforcement and science activities of the Department and supports various other departments and agencies that have a front-line role in maritime security. Northern prosperity and development, in particular, are fostered by the secure access to our northern waters provided by Coast Guard icebreakers. In addition, Northern communities benefit from supplies delivered by Coast Guard vessels.

DFO's small craft harbours support the effective operation of the Canadian commercial fishing industry. Many fish harvesters depend on the infrastructure at small craft harbours for access to the fisheries that are their livelihood. Our harbours are often the only visible federal presence in remote communities; they also often provide the only public access to waterways.

The geographic coverage required of navigational products and services for safe navigation on Canadian waters is one of the largest in the world, and this coverage continues to grow as changing climatic conditions expose new navigable waterways and industry demands expand. Keeping existing hydrographic charts up-to-date while creating new ones is an ongoing challenge. The advent of electronic charts and other technological advances in hydrography continue to change how the Canadian Hydrographic Service (CHS) makes hydrographic information available to Canadians. CHS provides the hydrographic information needed for Canada's waters, including hydrographic charts (paper and digital); tide, current, and water-level information; and forecasts for marine natural hazards. With the exception of products for remote frontier regions, including areas of the Arctic, our navigational products and services meet or exceed the international standards set by the International Maritime Organization and the International Hydrographic Organization.

 

Description from Main Estimates: The Canadian Coast Guard (CCG) provides civilian marine services (vessels, aircraft, expertise, personnel and infrastructure) to deliver its own programs (Aids to Navigation, Waterways Management, Marine Communications and Traffic Services, Environmental Response, Icebreaking, Search and Rescue), and on behalf of other federal government departments or in support of federal agencies and organizations in the achievement of their own specific Government of Canada maritime priorities. CCG provides support to other parts of Fisheries and Oceans Canada (Science and Conservation and Protection), the Department of National Defence, Environment Canada, the Royal Canadian Mounted Police, Foreign Affairs and International Trade, and Transport Canada among others.

From Resources...

	Planned Spending
	2010-11	2011-12	2012-13
Financial Resources ($ millions)	732.6	788.9	779.6
Human Resources (FTEs)	4,838	4,838	4,838

NOTE: FTE data does not include students and cadets.

To Results...

Expected Result	Performance Indicator	Target
Safe, economical, and efficient movement of maritime traffic in Canadian waters	Number of vessel movements facilitated through the provision of CCG maritime safety services (maintain a 3 year average)	848,734 by March 31, 2011
Civilian fleet operationally ready to deliver Government of Canada programs and maintain a federal presence	Satisfaction rate (percentage) of CCG meeting GOC requirements for an operationally ready fleet	80% by March 31, 2011

Planning Highlights

• Procure new vessels and undertake major vessel repairs to improve Coast Guard's capacity to deliver its programs and services.
• Lead the development of a strategic DFO/CCG Arctic Vision.
• Replace CCGS Louis S. St. Laurent with a new, more capable polar icebreaker.
• Play a leadership role in the implementation of e-Navigation in Canada, which is expected to significantly enhance marine safety, have positive economic benefits, and increase environmental protection.
• In support of the Health of the Oceans priority, improve the capacity to respond to oil spills.

The Challenge

To meet the evolving demand for Coast Guard services, the Agency is beginning to address the challenges of its aging fleet, workforce, and shore-based infrastructure. While recent federal budgets have provided funding for 14¹ new large ships and 98 small craft, as well as funding for vessel life extensions and vessel refits, it will take a number of years for many of the new vessels to be delivered. The existing fleet must therefore be kept operationally ready.

Like many other organizations, Coast Guard faces challenges in the recruitment and retention of skilled employees. As over 25% of Coast Guard's employees will be eligible to retire over the next five years and demand for skilled seagoing personnel is increasing, recruitment is an important priority for the Coast Guard.

Rapid technological change in the marine industry requires Coast Guard to modernize its shore-based infrastructure and Canada's aids to navigation system. At the same time, CCG must maintain certain older technologies because of user requirements and obligations.

Lastly, despite the recent economic downturn, marine traffic is expected to increase in the future, thus increasing demand for Coast Guard services. Changes to Coast Guard services will also be based on the evolving needs of the Government of Canada, such as the increased focus on the North.

Key Priorities

In 2010-11, Coast Guard will continue to focus on its people to ensure that it has a skilled, qualified, and representative workforce; to deliver on fleet procurement and repair processes already under way; and to play a leadership role in the implementation of e-Navigation and in the development of a strategic DFO/CCG Arctic Vision. CCG will also develop longer term plans for renewal of the fleet and its shore-based infrastructure. Details on these initiatives can be found in its 2009-2012 Business Plan, which is available on the CCG website.²

Fleet Renewal
Key Deliverables

• Begin construction of the first of nine Mid-shore Patrol Vessels.
• Issue a competitive Request for Proposal, and award a contract to design three Offshore Fishery Science Vessels.
• Issue a competitive Request for Proposal, and award a contract to design an Offshore Oceanographic Science Vessel.
• Put a Fleet Renewal Plan in place to address developing trends and forecast client requirements.

Northern Strategy
Key Deliverables

• Finalize an integrated Arctic Vision for DFO and CCG, including short-, medium-, and long-term commitments.
• Develop the Operational Requirements and the Conceptual Design for the new Polar Icebreaker.

Economic Action Plan
Key Deliverables

• Approve and accept delivery of five 47-foot Search and Rescue Motor Life Boats.
• Award the contract and complete the vessel life extension of CCGS Cape Roger and CCGS Tanu.
• Approve and accept delivery of two 18m Science Vessels.
• Approve and accept delivery of a 24m Science Vessel.
• Plan and complete $19M of additional vessel refits.
• Approve and accept delivery of 30 replacement Environmental Response Barges.
• Purchase and accept the remaining small craft, for a total of 60.

Implementing e-Navigation in Canada
Key Deliverables

• Develop a strategic vision and a high-level implementation plan.

Health of the Oceans
Key Deliverables

• Complete the distribution of equipment packages designed to improve Coast Guard's capacity to respond to oil spills in the Arctic.

 

 

Description from Main Estimates: The Small Craft Harbours Program directly, or indirectly through Harbour Authorities, operates and maintains a network of harbours, critical to the fishing industry, that is open, safe and in good repair. These harbours are necessary for the effective operation of the commercial fisheries that contribute to the Canadian economy, directly support employment and that indirectly create tens of thousands jobs, many in rural and isolated parts of Canada.

From Resources...

	Planned Spending
	2010-11	2011-12	2012-13
Financial Resources ($ millions)	221.7	113.2	93.2
Human Resources (FTEs)	191	181	178

To Results...

Expected Result	Performance Indicator	Target
A network of harbours critical for Canada's commercial fishing industry that is open, safe, and in good repair	Percentage of core fishing harbours with performance ratings of fair, good, or very good	70% by March 31, 2011
	Percentage of facilities at core fishing harbours in fair, good, or very good condition	80% by March 31, 2011
	Percentage of recreational and non-core harbours divested	5% of remaining divestiture candidates to be divested in 2010-11

Planning Highlights

• Implement Canada's Economic Action Plan (EAP) initiative for the repair and maintenance of core commercial fishing harbours, including dredging, by March 31, 2011.
• Build a small craft harbour in Pangnirtung, Nunavut. Phase 1 of the project, which includes a west breakwater, small vessel floating docks, partial inner-basin dredging, and a marshalling area, is to be completed in 2010-11. If approved, Phase 2, which includes the remaining harbour components, will be started, with completion planned for 2011-12.
• Implement year three of the four-year Divestiture of Non-core Harbours Program. Provided for by Budget 2008, the Program ends in 2011-12.
• Finalize organizational changes stemming from the Small Craft Harbours Functional Review approved by DFO in 2008.

 

Small Craft Harbours throughout Canada

[Small Craft Harbours throughout Canada]

The Challenge

The Small Craft Harbours Program must respond to changes on many fronts, including the growing participation of First Nations commercial fish harvesters, expanding aquaculture operations, changing fisheries, and larger fishing vessels. While Budget 2009 provided significant funding to repair core commercial fishing harbours across Canada over two years, the Program needs to develop and implement measures for the long-term sustainability of its network of harbours. In addition, the Program needs to strengthen its support to the volunteer Harbours Authorities, who manage the core commercial fishing harbours in an increasingly complex operating and regulatory environment. Lastly, the Program needs to divest the remaining non-essential fishing and recreational harbours to local communities. These harbours are more difficult and costly to transfer, and many require environmental remediation.

Key Priorities

Northern Strategy
Key Deliverables

• Build a small craft harbour in Pangnirtung, Nunavut. Phase 1 of the project, which includes a west breakwater, small vessel floating docks, partial inner-basin dredging, and a marshalling area, is to be completed in 2010-11. If approved, Phase 2, which includes the remaining harbour components, will be started, with completion planned for 2011-12.

Economic Action Plan
Key Deliverables

• Repair and maintain core commercial fishing harbours, including associated dredging. Investments will involve approximately 260 projects in over 200 different locations across Canada.

 

Description from Main Estimates: This program provides scientific research, monitoring, advice, products and services and data management to ensure departmental and federal policies, programs, decisions, and regulations associated with safe, secure, and accessible waterways are informed by science advice. The science is provided through a network of research facilities, in collaboration with other government departments, private sector, academia and international organizations.

From Resources...

	Planned Spending
	2010-11	2011-12	2012-13
Financial Resources ($ millions)	38.9	32.3	32.4
Human Resources (FTEs)	297	297	297

To Results...

Expected Result	Performance Indicator	Target
Stakeholders have the information to safely navigate Canada's waterways	Number of navigational digital and paper products sold	Maintain current unit sales levels or achieve a net increase in products sold

Planning Highlights

• The Canadian Hydrographic Service (CHS) will undertake hydrographic surveys and produce several new charts in paper and digital format to replace existing products for the Kitimat and Prince Rupert areas of British Columbia. The new charts will make it possible for deep-draught vessels (for instance, those that service the liquid natural gas and oil industries) to safely navigate this area of Canada's Pacific coast.
• In keeping with the objectives, goals, and targets articulated in the CHS Levels of Service initiative, CHS will increase efforts to synchronize the production, availability, and maintenance of its paper and digital charts.
• In response to new responsibilities that require CHS to produce and distribute Canada's official digital nautical products and data, as well as its traditional paper products, CHS will improve its model for digital distribution.

The Challenge

CHS has been collecting hydrographic information and providing Canadians with navigational products and services based on this information for over 100 years. The challenge is to enhance this extensive portfolio of navigational products and service so that it meets international standards, is up-to-date and accurate, and reflects the needs of today's commercial and recreational boaters. Emerging navigation technologies, such as e-Navigation and near-real-time dynamic navigation systems, present particular challenges. The adoption of these new technologies means that CHS information and services must be able to interface with these technologies and meet the ever-increasing precision required by the marine transportation community. Although hydrographic information is used primarily to support safe navigation, it is also used in such areas as national security, the delineation of the continental shelf, and the management of maritime boundary disputes. In addition, bathymetric data, as well as tide, current, and water-level information, support emergency preparedness for marine natural hazards (storm surges and tsunamis, for example).

Key Priorities

Northern Strategy
Key Deliverables

• CHS is responsible for completing bathymetric survey work in support of Canada's submission to the United Nations Commission on the Limits to the Continental Shelf (UNCLCS). In 2010-11, two surveys will be undertaken in the Arctic. DFO will collect hydrographic and bathymetric data in the Arctic Ocean and Canada Basin in collaboration with Natural Resources Canada, the Department of National Defence, and the United States, in support of Canada's submission. In preparation for the submission deadline of 2013, efforts will increasingly focus on data analysis and management.
• Once the Pangnirtung Harbour has been built, CHS will chart the harbour and gather data on tides, currents, and depths to support safe navigation.

International Leadership
Key Deliverables

• CHS will work with the international marine navigation community to ensure that Canada is well prepared for the pending International Maritime Organization (IMO) decision to implement mandatory Electronic Chart Display and Information Systems in 2012.

Implementing e-Navigation in Canada
Key Deliverables

• CHS will support CCG's work with the national and international marine navigation community on the design and implementation of e-Navigation.

 

Sustainable Fisheries and Aquaculture —
Strategic Outcome

Sustainable Fisheries and Aquaculture is about delivering an integrated fisheries and aquaculture program that is credible, science based, affordable and effective, and contributes to the wealth of Canadians, while respecting Aboriginal and treaty rights.

From Resources...

	Planned Spending
	2010-11	2011-12	2012-13
Financial Resources ($ millions)	490.2	492.5	458.6
Human Resources (FTEs)	2,521	2,563	2,555

To Results...

Expected Result	Performance Indicator	Target
Sustainable Fisheries and Aquaculture	Year-over-year improvement in the management and conservation of major stocks to support sustainable fisheries, as evidenced in the growth of the sustainability index3	Baseline of 5.4/10 with target of 2% increase for 2010 to 5.5/10 and additional 2% increase to 5.6/10 for 2011
	Year-over-year improvement in the social, economic, and environmental sustainability of the Canadian aquaculture sector, as evidenced by a reduced regulatory burden, increased regulatory effectiveness, increased transparency, increased availability of scientific information, increased industry investment in innovation and certification projects, and the development of sector-specific program and operational policy direction	Development of a national data-collection program and process for sustainability reporting Implementation of regulatory program in British Columbia and possibly nationally

Benefits to Canadians

DFO provides an integrated fisheries and aquaculture program that is credible, science-based, affordable, and effective and contributes to sustainable wealth for Canadians. To provide Canadians with economic benefits from our aquatic natural resources, DFO must understand and act as a steward of the complex ecosystems that sustain these resources, work with other nations to protect and conserve these resources, and ensure that Canadian products have access to world markets. The viability of many of Canada's coastal communities is directly linked to the health of the fisheries and aquaculture industries.

DFO is responsible for developing and implementing policies and programs to ensure the sustainable use of Canada's marine ecosystems and for making possible an economically prosperous sector. DFO has been pursuing a fisheries renewal agenda that 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. This new approach provides a renewed focus for working with harvesters, processors, communities, provinces, and territories in fisheries planning and the management of harvest operations, as well as for creating the necessary conditions for a globally competitive fishing sector that can meet growing market demands.

There is a growing desire on the part of the provinces and territories to participate in DFO decision-making and to collaborate in areas of shared interest. Recent Federal Court decisions have also affected science and fisheries management activities, providing the opportunity for fisheries renewal.

Some fish stocks that are important to Canadians are managed internationally, and these fisheries depend on ecosystems and habitats beyond our Exclusive Economic Zone. Canada must demonstrate leadership in international fisheries negotiations and oceans governance mechanisms while engaging in effective enforcement activities on the water.

Aquaculture in Canada relies on the cooperation of many — DFO, other federal departments, provincial and territorial governments, industry, the private sector, non-government organizations, and other stakeholders — making transformation and innovation complex and time-consuming. Low consumer confidence in aquaculture products, the need to protect natural species, and international barriers also challenge the growth of aquaculture in Canada.

The management of our fisheries, the creation of conditions that enable a vibrant and innovative aquaculture industry, strong and respected participation in international fora, and effective collaboration with our many partners are all founded on a sound scientific knowledge of the fisheries. The end result is an integrated and globally competitive fishing industry from which Canadians can benefit and prosper.

 

Description from Main Estimates: The overall goal of fisheries and aquaculture management is the conservation of Canada's fisheries resources to ensure sustainable resource utilization through close collaboration with resource users and stakeholders based on shared stewardship. Fisheries and Aquaculture Management contributes to international fisheries conservation negotiations and relations, shared management of interception fisheries in international waters, management of the Aboriginal, commercial, recreational fishing in the coastal waters of Canada's three oceans and creating the conditions for a vibrant and innovative aquaculture industry and for an economically prosperous fishing sector as a whole.

From Resources...

	Planned Spending
	2010-11	2011-12	2012-13
Financial Resources ($ millions)	350.2	345.9	305.2
Human Resources (FTEs)	1,594	1,635	1,633

To Results...

Expected Result	Performance Indicator	Target
Sustainable Fisheries and Aquaculture	Year-over-year improvement in the management and conservation of stocks to support sustainable fisheries, as evidenced in the growth of the sustainability index	Baseline of 5.4/10 with target of 2% increase for 2010 and additional 2% increase for 2011

Planning Highlights

• Develop and implement Integrated Fisheries Management Plans (IFMPs), programs, and plans that support conservation, sustainability, and economic prosperity for recreational and commercial fisheries.
• Promote shared stewardship of fisheries by co-ordinating consultations and negotiations with stakeholders.
• Improve and restore fish habitat.
• Use proactive measures, including enforcement, to ensure compliance with legislation, regulations, and management measures.
• Administer the fishing licence regime, manage and collect fisheries data, and undertake major-case and special investigations.
• Develop and implement a management framework for treaty implementation, and implement the integrated aboriginal contribution management framework.
• Introduce self-adjustment mechanisms and other licensing policy changes to enable economic prosperity, and improve market access by promoting sustainable fisheries management.
• Promote and influence sustainable regional fisheries management and healthy global marine ecosystems.
• Contribute to the growth of international trade in Canadian fish and seafood products.

The Challenge

Canada's fisheries have played an important role historically, economically, and culturally in Canada's development and growth as a nation. Today, however, these fisheries face a number of challenges, including the collapse of key stocks, market changes, and environmental challenges such as pollution and climate change.

A viable fishery sector needs the support of a modern fisheries governance regime that is accountable, predictable, and transparent to the people it governs. The Fisheries and Aquaculture Management Program contributes to responsible negotiations regarding the conservation of international fisheries and international relations, shared management of interception fisheries in international waters, and management of Aboriginal, commercial, and recreational fishing in the coastal waters of Canada's three oceans.

Although substantial advances have been made in the Northwest Atlantic Fisheries Organization (NAFO), the high seas fisheries continue to sustain pressure from many sources — legal, institutional, overfishing, Illegal, Unregulated and Unreported (IUU) fishing activities, and from environmental degradation. These activities may also produce cascading risks to the sustainability of fisheries and marine ecosystems within Canada's Exclusive Economic Zone. Many fish stocks continue to decline, threatening the economic viability of the Canadian fishery sector already challenged by world markets, the economic recession and the need in many cases for structured changes.

Developing national and international strategies and measures to conserve and protect our fisheries resources requires sound scientific advice. Scientific knowledge to support conservation, market access, environmental responsibility, and consumer confidence in a strong aquaculture industry is also needed.

Key Priorities

Northern Strategy
Key Deliverables

• Advance the development, sustainability, and prosperity of emerging fisheries through increased support for science and the management of fishery resources.

International Leadership
Key Deliverables

• Combat illegal, unreported, and unregulated fishing by meeting the conditions necessary for Canada's ratification of the Port State Measures by 2011.
• Advance and strengthen international fisheries management:
  • Ensure that Canadian interests and management approaches are reflected in the finalized Convention for fisheries management in the North Pacific Ocean by 2011.
  • Under the Pacific Salmon Treaty, implement a licence retirement program, ensure that the $30 million fishery mitigation program is in place, and ensure that Chapter Four of the Treaty incorporates Canadian objectives when it is renewed in 2010.
  • Ensure that no major non-compliance issues are identified in the 2010 annual review of the NAFO Standing Committee on International Control.
• Influence international regulatory decisions and factors affecting market access, with the overall goal of enhancing the competitiveness of Canada's fish and seafood products:
  • Improve the species permitting process required by the Convention on International Trade in Endangered Species.
  • Support market access by ensuring that sectoral interests are reflected in international trade negotiations.

Globally Competitive Fisheries
Key Deliverables

• Roll out the Sustainable Fisheries Framework, which will enable DFO and resource users to meet conservation objectives.
• Create the domestic conditions necessary to maintain and improve market access for the Canadian fish and seafood industry, including the redesign of the Canadian Shellfish Sanitation Program.
• Enable resource users (Aboriginal, recreational, commercial, or aquaculture fish harvesters) to respond effectively to the economic forces that affect the industry.
• Increase stability, transparency, and predictability in fisheries management.
• Develop and implement a framework to guide negotiations regarding Aboriginal fisheries.
• Pursue regulatory reform, including changes in response to land claims settlements and the removal of impediments to the industry's ability to self-adjust.

 

Description from Main Estimates: Provision of advice and recommendations based on scientific research and monitoring, as well as the provision of products and services and the management of data on Canada's oceans and resources. This ensures departmental and federal policies, programs, decisions, and regulations associated with sustainable fisheries and aquaculture are informed by scientific knowledge. The science is provided through a network of research facilities, in collaboration with other government departments, private sector, academia and international organizations.

From Resources...

	Planned Spending
	2010-11	2011-12	2012-13
Financial Resources ($ millions)	140.0	146.7	153.4
Human Resources (FTEs)	927	927	922

To Results...

Expected Result	Performance Indicator	Target
Comprehensive understanding of aquatic resources for decision-makers to help ensure sustainable fisheries and aquaculture	Number of Canadian publications on sustainable fisheries and aquaculture that are authored/co-authored by DFO Science	Maintain 5-year average (2006-2011)
	Number of DFO Science publications on sustainable fisheries and aquaculture that are cited	Maintain 5-year average (2006-2011)
	Number of Canadian Science Advisory Secretariat (CSAS) publications on sustainable fisheries and aquaculture that are posted on the CSAS website	Maintain 5-year average (2006-2011)

Planning Highlights

• Implement the Technical Expertise in Stock Assessment (TESA) initiative to improve the quality and consistency of stock assessment across Canada. The initiative will promote expertise through the establishment of a stock assessment methods committee, an annual conference on national stock assessment methods, and technical training. It will also provide stock assessment practitioners with a problem-solving forum and improve the exchange of information in the scientific community interested in stock assessment.
• Develop, through a federal-provincial-territorial working group, a national Framework for Aquaculture Environmental Risk Management (FAERM) to provide the basis for a coherent national approach to the sustainable development of the aquaculture sector. The Department's Science Program will provide peer-reviewed advice that will both identify environmental risks and inform the development of the overall FAERM.
• Pursue opportunities to engage in collaborative research partnerships with university and private-sector researchers through initiatives such as the Natural Sciences and Engineering Research Council of Canada's supplemental Strategic Network Grants and the Department's Aquaculture Collaborative Research and Development Program and Centre for Integrated Aquaculture Science.
• Assist in the implementation of the New Substances Program for notifications of aquatic products of biotechnology and the review of the New Substances Notification Regulations (Organisms). In doing so, ensure that any amended regulation provides an appropriate framework for assessing the risks associated with aquatic animal products of biotechnology.
• Through the Program for Aquaculture Regulatory Research, increase the science knowledge needed to develop sound ecosystem-based environmental management decisions and regulations.

The Challenge

Fisheries and Oceans Canada has one of the most comprehensive Science programs in the federal government. Since the establishment of the Fisheries Research Board of Canada in the 1930s, the scope of the Science Program has expanded beyond the traditional aspects of our work, such as fisheries science, to newer science-based issues, such as the outbreak of serious infectious disease, aquatic invasive species, and the products of fish biotechnology. Science has also played an important role in supporting the evolution of sustainable aquaculture — improving nutrition, health, and production and increasing the understanding of interactions between aquaculture and the environment. The adoption of new technology such as genomics and biotechnology has continued to improve DFO's ability to protect endangered species, manage fisheries, and improve aquaculture practices.

The greatest challenge faced by the Science Program in providing science in support of sustainable fisheries and aquaculture is the increased complexity of the scientific advice needed to inform decision- and policy-making.

Key Priorities

Northern Strategy
Key Deliverables

• Implement the Emerging Fisheries Science Program to support the sustainable development of Nunavut's commercial fisheries.

Globally Competitive Fisheries
Key Deliverables

• Provide advice on the design and implementation of precautionary decision-making frameworks for selected stocks.
• Implement DFO responsibilities associated with the National Aquatic Animal Health Program (NAAHP) and the protection of Canadian aquatic resources (wild and farmed) from serious infectious diseases.

International Leadership
Key Deliverables

• Provide science advice on high seas marine ecosystems for policy- and decision-making by Regional Fisheries Management Organizations.

Regulatory Improvement
Key Deliverables

• Provide knowledge and peer-reviewed advice in support of the development of environmental management and regulation in aquaculture.

 

Healthy and Productive Aquatic Ecosystems —
Strategic Outcome

Healthy and Productive Aquatic Ecosystems ensures the sustainable development and integrated management of resources in or around Canada's aquatic environment through oceans and fish habitat management. It also involves carrying out the critical science and fisheries management activities that support these two programs.

From Resources...

	Planned Spending
	2010-11	2011-12	2012-13
Financial Resources ($ millions)	154.7	146.2	133.0
Human Resources (FTEs)	1,240	1,240	1,221

To Results...

Expected Result	Performance Indicator	Target
Healthy and Productive Aquatic Ecosystems	Percentage of Canadian aquatic ecosystems where the risk to ecosystem health and productivity has been assessed as medium or low	TBD — baseline value to be measured in 2010

Benefits to Canadians

DFO is responsible for ensuring the sustainable development and integrated management of resources in and around Canada's aquatic environment through programs focusing on the management of oceans, fish habitat, and aquatic species at risk.

The Oceans, Habitat and Species at Risk Sector, with support from Science Sector, is primarily responsible for managing the development and protection of the marine and freshwater environments in support of healthy and productive aquatic ecosystems. This involves the protection, conservation, and recovery of freshwater and marine ecosystems and aquatic species to ensure their health, viability, and productivity. Sustainable development is the fundamental principle that guides this strategic outcome — supporting an integrated approach to protect, conserve, and provide for the recovery of Canada's aquatic resources while supporting the development and use of these resources for the benefit of all Canadians.

Oceans and freshwater biodiversity, resources, and habitat are an important part of Canada's environmental, social, cultural, and economic fabric. Effective measures to protect and, in some cases, restore the health and productivity of our aquatic ecosystems, habitats, and species are predicated on sound scientific knowledge. Economic growth associated with inland, onshore, and off-shore development has had, and will continue to have, a significant effect on Canada's marine and freshwater systems. Marine activities must be managed in a sustainable way to support aquatic environments and ecosystems. Oceans health, marine habitat loss, declining biodiversity, growing demands for access to ocean resources, and regulatory and jurisdictional complexities are among the challenges that the Department faces in providing Canadians with healthy and productive aquatic ecosystems.

Canada is taking a global leadership role by advancing the agenda to protect high seas ecosystems and biodiversity in a manner that reflects domestic interests and approaches. At the same time, the development of effective international policies can have a positive effect on Canada's management of its oceans sector.

 

Description from Main Estimates: Oceans Management involves the conservation and sustainable use of Canada's oceans in collaboration with other levels of government, Aboriginal organizations and other non-government stakeholders through the development and implementation of objectives-based integrated oceans management plans and the application of marine conservation tools. Modern oceans management arrangements 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.

From Resources...

	Planned Spending
	2010-11	2011-12	2012-13
Financial Resources ($ millions)	15.9	15.3	13.1
Human Resources (FTEs)	131	131	126

To Results...

Expected Result	Performance Indicator	Target
Oceans activities are managed in a manner consistent with sustainable development	Percentage of priority ocean ecosystems where ecosystem integrity is maintained or improved	100% by March 31, 2017
	Contribution of marine-based industries to GDP	Contribution of marine-based industries to the GDP remains stable or increases by March 31, 2017

Planning Highlights

• Facilitate information access and exchange, informed decision-making, and enhanced oceans planning and management.
• Adopt a spatially-based planning and management approach, based on ecosystem-scale management objectives, to provide guidance to all ocean-related regulators.
• Undertake actions to protect and manage unique and sensitive ecosystems, including identifying Areas of Interest (the first step in establishing an MPA), monitoring, and assessing effectiveness in achieving conservation objectives.
• Develop knowledge of the conservation, social, economic, and governance aspects of a defined marine area, and increase awareness of the effects oceans activities can have on such areas.

The Challenge

Modern oceans management arrangements face a number of challenges, including oceans health, marine habitat loss, declining biodiversity, growing and often competing demands for access to ocean resources, and regulatory and jurisdictional complexities. Ensuring that Canadians' goals are met requires a strong science foundation, governance mechanisms to ensure effective decision-making, and policy/regulatory tools to support sustainable use and conservation objectives.

Key Priorities

International Leadership
Key Deliverables

• Ensure that the decisions made by relevant multilateral fora reflect Canadian expert advice on ocean fertilization, significant marine areas, vulnerable marine ecosystems, and environmental impact assessments by 2011.

Health of the Oceans
Key Deliverables

• Within the context of a system of integrated oceans management:
  • Develop a federal-provincial-territorial network of Marine Protected Areas by 2012.
  • Announce six Areas of Interest for marine protection by 2010-11, and designate these sites as Marine Protected Areas by 2011-12.
  • Provide, by 2011-12, national guidance on state of the oceans reporting, traditional ecological knowledge, coastal management and corals and sponges.
  • Advance an ecosystem-based management approach for Arctic waters, including strategies for monitoring and assessing ecosystems.
  • Support ecosystem science, and provide advice on the health of the oceans.
  • Develop MPA monitoring strategies and protocols, including the identification of indicators, and assess how effectively current MPAs are achieving their conservation objectives.

 

Description from Main Estimates: In collaboration with others, Habitat Management involves conserving and protecting fish and fish habitat from the impacts of activities occurring in and around fresh and marine fish-bearing waters, and improving (restoring and developing) fish habitat through the administration of the habitat protection provisions of the Fisheries Act, providing advice on related provisions of the Act, and the application of non-regulatory activities. It also involves conducting environmental assessments prior to regulatory decisions listed in the Law List Regulations of the Canadian Environmental Assessment Act and participating in other environmental assessment regimes. These activities are performed in a manner consistent with the Species at Risk Act; the Policy for the Management of Fish Habitat and other operational policies; consultation with Aboriginal groups; the goals and principles of sustainable development; and the policies and priorities of the federal government.

From Resources...

	Planned Spending
	2010-11	2011-12	2012-13
Financial Resources ($ millions)	59.7	55.7	50.0
Human Resources (FTEs)	516	516	505

To Results...

Expected Result	Performance Indicator	Target
Healthy and productive fish habitat available to sustain the production of fish species and populations that Canadians value	Percentage of inspected projects that conform with the terms and conditions of operational statements, formal advice in writing, and Fisheries Act authorizations	70% by March 31, 2011

Planning Highlights

• Provide advice on measures and approaches to avoid or control the effects of development projects on fish habitat so that the Program is able to:
  • Maintain or improve the production of fish species and populations that Canadians value; and
  • Undertake monitoring studies to verify the accuracy of projects' effects on fish habitat and assess the effectiveness of mitigation measures, approaches, and compensation plans.
• Monitor conformity with the mitigation measures and approaches required to avoid or control effects on fish habitat, and monitor compliance with the Fisheries Act.
• Review and update operational policies and practices to improve the effectiveness and efficiency of program delivery and ensure alignment with strategic priorities.
• Continue to enhance existing partnerships and explore new partnerships to:
  • Inform and consult with key partners and stakeholders about regulatory and policy proposals; and
  • Engage Canadians in protecting and conserving fish habitat.

The Challenge

DFO's Habitat Management Program is directly involved in the regulatory review, approval, and environmental assessments of some of the largest and most complex natural resource and industrial developments across the country — mines, liquefied natural gas terminals, hydroelectric projects, oil sands projects, and infrastructure projects. DFO anticipates roughly $300 billion in large-scale development proposals over the next few years.

Economic development activities across Canada, particularly in the natural resource sector and more recently in Canada's North, have increased the need to protect and conserve fish habitat and to undertake environmental assessments. Partners and stakeholders expect greater involvement in policy and program development and implementation, and legal thresholds for consultations with Aboriginal groups are higher. The Habitat Management Program has to manage the referral of more complex development proposals for regulatory review and environmental assessment, and the Program must also review an increasing number of existing facilities.

A sound scientific understanding of fish species, aquatic ecosystems, the interaction of fish species with their habitat, and the effects of human activities on fish habitat is necessary for the effective management of fish habitat.

Key Priorities

Regulatory Improvement
Key Deliverables

• Continue to participate in government-wide initiatives to make regulatory approval and review more effective, efficient, transparent, timely, risk-based, and results-focused. The timing of the implementation of these initiatives will depend on the overall readiness of the government-wide approach; however, some initiatives — such as providing advice to the Major Projects Management Office on policy, regulatory, and legislative changes that would improve regulatory processes for habitat management- are expected to be carried out in 2010-11.

Economic Action Plan
Key Deliverables

• Undertake environmental assessments in support of the Mackenzie Valley Gas Pipeline.

 

Description from Main Estimates: 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. This program activity involves developing recovery strategies, action plans and management plans for all aquatic species; promoting recovery implementation and monitoring of marine and anadromous (moving between fresh and salt water) species over which the federal government has exclusive jurisdiction; and promoting freshwater species for which certain provinces have specific delegated responsibilities related to fisheries management through regulations under the Fisheries Act.

From Resources...

	Planned Spending
	2010-11	2011-12	2012-13
Financial Resources ($ millions)	23.0	23.7	14.1
Human Resources (FTEs)	104	104	104

To Results...

Expected Result	Performance Indicator	Target
Endangered or threatened aquatic species in Canada are managed to prevent them from becoming extinct	Percentage of listed species for which conservation and protection measures and objectives are identified	80% in 2010-11 100% in 2011-12

Planning Highlights

• Manage and deliver species at risk programs to enhance healthy and productive aquatic ecosystems, habitats, and species.
• Ensure issues related to aquatic species at risk are considered in the parliamentary review of the Species at Risk Act (SARA) by the Standing Committee on Environment and Sustainable Development and in the development of the government's response to the Committee's report.
• Support, as required, the parliamentary review of SARA by the Standing Committee on Environment and Sustainable Development, as well as the development of the government's response to the Committee's report.

The Challenge

Species at risk protection and conservation is a joint responsibility of the federal, provincial, and territorial governments. As a result, the capacity and level of co-operation and support within each of the provinces and territories can have a significant effect on the implementation of SARA. In addition, land claims agreements in the territories have established wildlife management boards, which share responsibilities with governments on the management of species at risk. Co-operation between and among jurisdictions is critical for the successful implementation of recovery strategies and action plans.

The responsibilities of the Species at Risk Management Program associated with implementation of SARA grow year over year as the number of species assessed as being at-risk by the Committee on the Status of Endangered Wildlife in Canada (COSEWIC) increases. Given the significant information gaps for many species, meeting the SARA-legislated timelines for the production of SARA documents (i.e., species recovery strategies and management plans) has been a challenge.

Implementing SARA for aquatic species poses unique challenges for identifying critical habitat for aquatic species and determining what constitutes destruction of critical habitat. Furthermore, there is the added complexity of operating in multi-species, mixed-use marine and freshwater environments, not to mention challenges in addressing potentially significant economic development, social, and cultural implications.

DFO and the other federal departments and agencies responsible for implementing SARA (Environment Canada and Parks Canada Agency) are still determining how best to meet the obligations of this relatively new and complex legislation. The challenges associated with the implementation of SARA are being reviewed by the Standing Committee on Environment and Sustainable Development, which started its review of the Act in 2009-10.

 

Description from Main Estimates: This program provides research, monitoring, advice, products and services and data management to ensure departmental and federal policies, programs, decisions, and regulations associated with the integrated management of Canada's oceans and fish habitat resources are informed by science advice. The science is undertaken through a network of research facilities, in collaboration with other government departments, private sector, academia and international organizations.

From Resources...

	Planned Spending
	2010-11	2011-12	2012-13
Financial Resources ($ millions)	56.0	51.5	55.8
Human Resources (FTEs)	489	489	486

To Results...

Expected Result	Performance Indicator	Target
Comprehensive understanding of living aquatic ecosystem function for decision-makers to help ensure healthy and productive aquatic ecosystems	Number of Canadian publications on aquatic ecosystem function that are authored/co-authored by DFO Science	Maintain 5-year average (2006-2011)
	Number of DFO Science publications on aquatic ecosystem function that are cited	Maintain 5-year average (2006-2011)
	Number of Canadian Science Advisory Secretariat (CSAS) publications on aquatic ecosystem function that are posted on the DFO Science website	Maintain 5-year average (2006-2011)

Planning Highlights

• Provide advice in support of decision-making requirements related to the impacts of development on fish habitat and mitigation measures, including:
  • Evidence on the effects of human activities on fish habitat, the effects of offshore wind farms, and the effects of hydroelectric development;
  • Evidence on pathways of effects in the marine environment; and
  • Protocols for monitoring the effectiveness of mitigations measures.
• Develop coupled ocean-ice-atmospheric models to improve ocean forecasting capabilities. Efforts in 2010-11 will focus on implementing the Canadian Operational Network of Coupled Environmental Prediction System, an inter-departmental Memorandum of Understanding among Fisheries and Oceans Canada, the Department of National Defence, and Environment Canada designed to better integrate federal modelling efforts.
• Conduct research to improve our understanding of the impact of climate change on aquatic ecosystems. The focus in 2010-11 will be on impacts of ocean acidification, hypoxia, and ocean fertilization.

The Challenge

The management of human activity in or around marine and freshwater aquatic environments and the protection of aquatic ecosystems depend on scientific research, understanding, and knowledge. Activities such as oil and gas exploration and development, mining, hydro and tidal power have the potential to affect aquatic biodiversity and ecosystem integrity. The cumulative impacts of these activities as well as the impact of climate change on aquatic ecosystems, add to the complexity of our science work.

As the ocean economy evolves beyond the traditional seafood sector, multiple and sometimes conflicting uses of the oceans will continue to necessitate an integrated ecosystem approach to the management of these uses and the science that informs their management. In response to this challenge, the Science Program will continue to implement an ecosystem-based approach to the integrated management of Canada's oceans and inland waterways. This provides for an interdisciplinary approach that delivers a more complete understanding of biodiversity, population dynamics, habitat, and development implications. This approach also provides more comprehensive information that reflects the needs of decision- and policy-makers.

Key Priorities

Northern Strategy
Key Deliverables

• Participate in International Polar Year (IPY) with a view to understanding the impacts of climate change on the Arctic marine ecosystems, and develop predictions and scenarios of the impact of climate change on oceans by downscaling global models to regional levels. IPY research results will be presented at international IPY conferences in 2010 and 2012.
• Continue to work with Indian and Northern Affairs Canada on the development of the High Arctic Research Station as part of the Government of Canada's Northern Strategy. In 2010-11, the focus will be on the design elements of the science facility.
• Lead Canada's participation on the Arctic Council Marine Expert Monitoring Group, the development of the pan-Arctic Marine Biodiversity Monitoring Plan, and the development of the Canadian Arctic Marine Biodiversity Monitoring Plan.

International Leadership
Key Deliverables

• Provide science advice in support of the development of a Government of Canada position on ocean fertilization that aligns with domestic and international governance obligations.

Health of the Oceans
Key Deliverables

• Contribute to understanding the impacts of ocean acidification and hypoxia on the ecosystems of Canada's three oceans.

 

Description from Main Estimates: 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.

From Resources...

	Planned Spending
	2010-11	2011-12	2012-13
Financial Resources ($ millions)	354.0	306.3	303.1
Human Resources (FTEs)	1,937	1,933	1,932

To Results...

The Governance and Management Support sub-activity includes several activities that govern, evaluate, manage, and communicate about the Department's programs and services. The Executive Services group ensures that senior management has the tools and knowledge necessary to lead DFO. The Policy, Communications, and Legal Services groups support the Program Activities in delivering the Department's programs by developing policy, providing economic analysis, communicating with the public, and responding to legal questions. The Evaluation and Audit groups review and monitor the efficiency and effectiveness of programs to ensure that DFO delivers the best program in the best way.

Asset Management Services acquires, operates, maintains, and divests the Department's extensive capital asset portfolio. The assets include real property holdings — ranging from laboratories to lighthouses to fish ladders — and the government's civilian fleet of 114 ships, ranging from small craft to research vessels to icebreakers. The Asset Management Services sub-activity also includes safety and security services for both assets and people, providing the Department with occupational health and safety, security, emergency preparedness, and business continuity capacity.

Resource Management Services ensure that the Department has sound financial management, modern and flexible human resource management, and a comprehensive approach to information technology and management that protects vital information and makes it readily accessible for decision-making.

Planning Highlights

• Address recommendations for improving service identified in recent MAF assessments.
• Implement a number of new government-wide policies aimed at improving the management of the Department, including the Policy on Evaluation and the Policy on Investment Planning - Assets and Acquired Services.

The Challenge

All Internal Services groups face challenges relating to a changing workforce, increased accountability requirements, new reporting requirements, and an aging asset base. Demands from central agencies such as Treasury Board impose new workloads on this program activity. At the same time, Internal Services groups must remain up-to-date and aware of changes in the programs and services they support so that they can provide the best service possible.

Key Priorities

Over the coming year, groups within the Internal Services program activity will work to address the following departmental management priorities.

People Management
Key Deliverables

• Reduce the average time it takes to staff a position to 120 days by implementing components of the national recruitment strategy.
• Address future leadership needs by implementing DFO programs for leadership development and talent management.
• Increase the representation of women, visible minorities, Aboriginals, and persons with disabilities by at least 5% by March 31, 2011.
• Develop action plans to improve employee engagement and to address results of the 2008 Public Service Employee Survey.

Asset Management
Key Deliverables

• Respond to recommendations from the MAF VI assessment regarding the sound management of real property assets.
• Develop and deliver, in 2010-11 and 2011-12, policies, frameworks, systems, and plans in the areas of real property, safety and security, environmental management, moveable assets, and inventory that support the Department's programs and activities and ensure that DFO meets its legal requirements.
• Comply with the Treasury Board Policy on Investment Planning - Assets and Acquired Services by obtaining approval of the Department's new Five-Year Investment Plan.
• Implement, by 2011-12, a new Real Property Information System that provides accurate, relevant, and timely real property data.
• Assess sites for contamination, and report on and implement any remediation/risk management required.

Information Management
Key Deliverables

• Begin implementation of the top priority initiatives identified as part of the Information Management Strategy.
• Increase by 15% the number of documents stored in official repositories.
• Increase the take-up of the Records, Document and Information Management System across the Department by 10%.
• Continue implementation of the Strategy for Enterprise Libraries and achieve a 10% increase in the use of the virtual library.
• Begin implementing the Policy on Sharing of Information.
• Develop a departmental Performance Measurement Action Plan by August 2010.
• Start implementing the new Policy on Evaluation.
• Establish a departmental Info Source working group to address TBS concerns regarding the DFO chapter of Info Source.
• Establish a more efficient process to help programs document and describe their information holdings.

Economic Action Plan
Key Deliverables

• Upgrade 65 federal laboratories, including science facilities and SEP facilities.
• Assess 1,385 properties for contamination, and perform remediation/risk management activities at 72 sites.

• Previous Page
• Table of Contents
• Next Page