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The original version was signed by
The Honourable Keith Ashfield, P.C., M.P.
Minister of Fisheries and Oceans
Section I - Departmental Overview
Section II - Analysis of Program Activities by Strategic Outcomes
Section III – Supplementary Information
Section IV - Other Items of Interest
I am pleased to present the 2011-12 Report on Plans and Priorities for Fisheries and Oceans Canada.
This year's report is about transformation. We have taken the best of what we were already doing and are making it even better. Our Department has reorganized itself to implement a forward-looking program and policy agenda that puts client service at the heart of everything we do. One of the main changes is a new governance structure that will ensure decision-making is done in a fully integrated way and with a focus on transparency, accountability and achieving results for Canadians.
To this end, in 2011-12, Fisheries and Oceans Canada and its Special Operating Agency, the Canadian Coast Guard, will officially implement its new Management, Resources and Results Structure, which includes three Strategic Outcomes:
Supporting a prosperous and sustainable fishing and seafood industry and delivering safety on Canada's waters have long been priorities for our Department. These new strategic outcomes clarify our commitment to Canadians and ensure that our decisions and activities are directed toward these priorities at all times and at every level.
Responsible fiscal management also continues to be an important focus for us. This past year Fisheries and Oceans closely examined all its operations as part of the government-wide Strategic Review. The review was an excellent opportunity to find ways to better align our resources to our priorities and ensure our program and service offerings and business practices remain relevant for Canadians.
For 2011-12, we will continue to focus on the following key priorities and initiatives:
Our Department will continue to contribute fully in support of the Cohen Commission of Inquiry into the Decline of Sockeye Salmon in the Fraser River over the coming year. The Commission's interim report, released on October 29, 2010, acknowledges our ongoing efforts and the exceptional resources we have committed to the disclosure of hundreds of thousands of documents relevant to the Commission's mandate. Fisheries and Oceans Canada looks forward to the final report of the Commission, which will likely provide recommendations for the future sustainability of the sockeye salmon fishery in the Fraser River.
I invite you to read this report to learn more about our Department's priorities and plans for the coming year. I am looking forward to moving ahead as we work with our colleagues, stakeholders and government partners. Together, we will continue to build strong, sustainable fisheries and marine sectors.
The Honourable Keith Ashfield, P.C., M.P.
Minister of Fisheries and Oceans
Canada's fisheries and oceans have played and continue to play an important historic, economic, and cultural role in Canada's development and growth as a nation. Fisheries and Oceans Canada (DFO) has the lead federal role in managing Canada's fisheries and safeguarding its waters.
The Canadian Coast Guard (CCG), a Special Operating Agency within DFO, is responsible for services and programs that contribute to the safety, security, and accessibility of Canada's waterways. CCG supports other government organizations by providing a civilian fleet and a broadly distributed shore-based infrastructure.
The Department's work is guided by three key pieces of legislation:
Our Mission
Through sound science, forward-looking policy, and operational and service excellence, DFO employees work collaboratively toward the following strategic outcomes:
Our Vision
To advance sustainable aquatic ecosystems and support safe and secure Canadian waters while fostering economic prosperity across maritime sectors and fisheries.
More than eight of every ten employees of Fisheries and Oceans Canada work outside national headquarters in one of its six regions. National objectives, policies, procedures, and standards for the Department and CCG are established at national headquarters, in Ottawa. Regions are responsible for delivering programs and activities in accordance with national and regional priorities and within national performance parameters.
Information about DFO's regions and the Canadian Coast Guard is available at http://www.dfo-mpo.gc.ca/rpp/2011-12/index-eng.htm. A diagram of DFO's organizational structure is available at http://www.dfo-mpo.gc.ca/us-nous/organisation-eng.htm.
DFO undertook a Strategic Review in 2010. Although the results of the review have not been finalized, its outcomes will provide an opportunity for the Department to establish new directions in key areas.
Fisheries and Oceans Canada is a participant in the Federal Sustainable Development Strategy (FSDS). FSDS represents a major step forward for the Government of Canada by including environmental sustainability and strategic environmental assessment as an integral part of its decision-making processes.
DFO contributes to Themes III and IV of the four FSDS themes:
Theme I: Addressing Climate Change and Air Quality;
Theme II: Maintaining Water Quality and Availability;
Theme III: Protecting Nature; and
Theme IV: Shrinking the Environmental Footprint — Beginning with Government
DFO's activities in support of Theme III are outlined in Section II of this report under the following program activities:
The Department's contributions to Theme IV can be found in the Supplementary Table Greening Government Operations (http://www.tbs-sct.gc.ca/rpp/2011-2012/info/info-eng.asp).
Details on DFO's Sustainable Development Strategy can be found on the DFO website (http://www.dfo-mpo.gc.ca/sds-sdd/2011-2012/index-eng.htm). Complete details on FSDS can be found on the Environment Canada website (http://www.ec.gc.ca/dd-sd/default.asp?lang=En&n=E19EE696-1).
The Government of Canada's Management, Resources and Results Structure (MRRS) is the foundation of a government-wide approach aimed at strengthening the management and accountability of public expenditures and clearly demonstrating results for Canadians. The Program Activity Architecture (PAA) is part of the MRRS. The PAA shows how DFO's programs align with the Department's three strategic outcomes. The PAA also includes a standalone Program Activity called Internal Services, defined as the activities and resources that support an organization's program needs and other corporate obligations.
[Program Activity Architecture]
DFO redesigned its Management, Resources and Results Structure (MRRS) for 2011-12 to better reflect the full range of programs it delivers and to improve its Performance Measurement Framework. A revised Strategic Outcome, Economically Prosperous Maritime Sectors and Fisheries, was introduced to acknowledge the Department's activities, research, advice and decisions, as well as its direct and indirect economic implications. The two other Strategic Outcomes, Sustainable Aquatic Ecosystems and Safe and Secure Waters, are essentially carried forward from the 2010-11 MRRS.
Under the new MRRS, the Program Activity Architecture (PAA) was adjusted to ensure that programs are better aligned to our Strategic Outcomes.
It was also recognized that science is an integral part of most DFO programs and provides an invaluable enabling function. Where science activities meet the definition of a program in the Treasury Board Secretariat's MRRS instructions, these activities are reflected as programs in the PAA diagram.
The table below illustrates the placement of DFO's program activities and strategic outcomes in the 2010-11 PAA versus the 2011-12 PAA as well as the notional distribution of financial resources in terms of planned spending for 2011-12.
2010-11 Program Activity Architecture |
2011-12 Program Activity Architecture |
||||
---|---|---|---|---|---|
Strategic Outcome | Program Activity | Program Activity | Strategic Outcome | ||
1. Safe and Accessible Waterways ($855.4) | 1.1 Canadian Coast Guard ($705.5) | → | 1.8 Waterways Management ($5.2) | → | 1. Economically Prosperous Maritime Sectors and Fisheries (Strategic Outcome Total $533.3) |
1.9 Aids to Navigation ($22.3) | |||||
1.10 Icebreaking Services ($17.0) | |||||
2.6 Environmental Response Services ($10.6) | → | 2. Sustainable Aquatic Ecosystems (Strategic Outcome Total $294.6) | |||
3.1 Search and Rescue Services ($34.6) | → | 3. Safe and Secure Waters (Strategic Outcome Total $688.8) | |||
3.2 Marine Communications and Traffic Services ($45.1) | |||||
3.3 Maritime Security ($10.1) | |||||
3.4 Fleet Operational Readiness ($425.0) | |||||
3.5 Shore-based Asset Readiness ($124.2) | |||||
3.6 Canadian Coast Guard College ($11.2) | |||||
1.2 Small Craft Harbours ($114.6) | → | 1.11 Small Craft Harbours ($114.6) | → | 1. Economically Prosperous Maritime Sectors and Fisheries (Strategic Outcome Total $533.3) | |
1.3 Science for Safe and Accessible Waterways ($35.3) | → | 3.7 Hydrographic Products and Services ($28.7) | → | 3. Safe and Secure Waters (Strategic Outcome Total $688.8) | |
1.12 Territorial Delineation ($6.4) | → | 1. Economically Prosperous Maritime Sectors and Fisheries (Strategic Outcome Total $533.3) | |||
2. Sustainable Fisheries and Aquaculture ($511.8) | 2.1 Fisheries and Aquaculture Management ($361.8) | → | 1.1 Integrated Fisheries Resource Management ($63.1) | → | 1. Economically Prosperous Maritime Sectors and Fisheries (Strategic Outcome Total $533.3) |
1.2 Fisheries Strategies and Governance ($16.5) | |||||
1.3 Aboriginal Strategies and Governance ($111.4) | |||||
1.4 Sustainable Aquaculture Program ($23.5) | |||||
1.7 International Affairs ($7.3) | |||||
2.1 Compliance and Enforcement ($109.9) | → | 2. Sustainable Aquatic Ecosystems (Strategic Outcome Total $294.6) | |||
2.2 Salmonid Enhancement Program ($30.1) | |||||
2.2 Science for Sustainable Fisheries and Aquaculture ($150.0) | → | 1.1 Integrated Fisheries Resource Management ($80.8) | → | 1. Economically Prosperous Maritime Sectors and Fisheries (Strategic Outcome Total $533.3) | |
1.2 Fisheries Strategies and Governance ($29.6) | |||||
1.4 Sustainable Aquaculture Program ($18.1) | |||||
1.5 Aquatic Animal Health ($5.9) | |||||
1.6 Biotechnology and Genomics ($3.0) | |||||
1.7 International Affairs ($1.6) | |||||
2.8 Aquatic Invasive Species ($11.0) | → | 2. Sustainable Aquatic Ecosystems (Strategic Outcome Total $294.6) | |||
3. Healthy and Productive Aquatic Ecosystems ($145.5) | 3.1 Oceans Management ($15.4) | → | 2.7 Integrated Oceans Management ($15.4) | → | 2. Sustainable Aquatic Ecosystems (Strategic Outcome Total $294.6) |
3.2 Habitat Management ($55.0) | → | 2.3 Habitat Management ($46.4) | |||
2.4 Aboriginal Inland Habitat Program ($8.7) | |||||
3.3 Species at Risk Management ($24.2) | → | 2.5 Species At Risk Management ($24.3) | |||
3.4 Science for Healthy and Productive Aquatic Ecosystems ($50.8) | → | 1.1 Integrated Fisheries Resource Management ($0.1) | → | 1. Economically Prosperous Maritime Sectors and Fisheries (Strategic Outcome Total $533.3) | |
1.7 International Affairs ($2.8) | |||||
2.3 Habitat Management ($12.1) | → | 2. Sustainable Aquatic Ecosystems (Strategic Outcome Total $294.6) | |||
2.5 Species at Risk Management ($2.7) | |||||
2.7 Integrated Oceans Management ($23.4) | |||||
3.8 Ocean Forecasting ($9.8) | → | 3. Safe and Secure Waters (Strategic Outcome Total $688.8) | |||
Internal Services ($314.6) | → | 1.7 International Affairs ($4.2) | → | 1. Economically Prosperous Maritime Sectors and Fisheries (Strategic Outcome Total $533.3) | |
Internal Services ($310.4) | |||||
2011-12 Total Departmental Planned Spending $1,827.1 |
Performance Indicator | Targets |
---|---|
Dollar value of Gross Domestic Product generated by maritime sectors and fisheries | 2009 value based on specific North American Industry Classification System industries included |
Dollar value of net fishing income of self-employed fish harvesters | Average value 2004-08 |
Dollar value of Canada's exports of fish and seafood products | 2009 value based on specific North American Industry Classification System industries included |
Program Activity | Alignment to Government of Canada[1] Outcome Area | Forecast Spending 2010–11 |
Planned Spending | ||
---|---|---|---|---|---|
2011–12 | 2012–13 | 2013–14 | |||
1.1 Integrated Fisheries Resource Management | Strong Economic Growth | 141.9 | 144.0 | 116.7 | 113.8 |
1.2 Fisheries Strategies and Governance | Strong Economic Growth | 41.2 | 46.1 | 46.1 | 46.1 |
1.3 Aboriginal Strategies and Governance | Strong Economic Growth | 117.6 | 111.4 | 60.9 | 60.8 |
1.4 Sustainable Aquaculture Program | Strong Economic Growth | 41.6 | 41.6 | 39.5 | 24.4 |
1.5 Aquatic Animal Health | An Innovative and Knowledge-Based Economy | 6.0 | 5.9 | 5.9 | 5.9 |
1.6 Biotechnology and Genomics | An Innovative and Knowledge-Based Economy | 3.9 | 3.0 | 3.0 | 3.0 |
1.7 International Affairs | A Prosperous Canada Through Global Commerce | 11.0 | 15.9 | 15.9 | 15.8 |
1.8 Waterways Management | Strong Economic Growth | 5.9 | 5.2 | 5.2 | 5.2 |
1.9 Aids to Navigation | Strong Economic Growth | 21.6 | 22.3 | 21.3 | 21.3 |
1.10 Icebreaking Services | Strong Economic Growth | 17.2 | 17.0 | 17.0 | 17.0 |
1.11 Small Craft Harbours | Strong Economic Growth | 212.3 | 114.6 | 92.6 | 92.6 |
1.12 Territorial Delineation | An Innovative and Knowledge-Based Economy | 10.5 | 6.4 | 0.7 | 0.8 |
Total | 630.6 | 533.3 | 424.8 | 406.7 |
Performance Indicator | Targets |
---|---|
Percentage of all known aquatic species that are rated secure | ≥2010 base year by March 31, 2015 |
Consolidated Index of Aquatic Ecosystem Health assessing population status, trophic structure, and species richness | ≥2012 base year by March 31, 2013 |
Program Activity | Alignment to Government of Canada Outcomes | Forecast Spending 2010–11 |
Planned Spending | ||
---|---|---|---|---|---|
2011–12 | 2012–13 | 2013–14 | |||
2.1 Compliance and Enforcement | A Clean and Healthy Environment | 111.6 | 109.9 | 106.9 | 106.9 |
2.2 Salmonid Enhancement Program | A Clean and Healthy Environment | 30.4 | 30.1 | 30.1 | 30.1 |
2.3 Habitat Management | A Clean and Healthy Environment | 65.2 | 58.5 | 52.7 | 52.7 |
2.4 Aboriginal Inland Habitat Program | A Clean and Healthy Environment | 8.6 | 8.7 | 8.7 | 8.7 |
2.5 Species at Risk Management | A Clean and Healthy Environment | 26.5 | 27.0 | 17.2 | 17.2 |
2.6 Environmental Response Services | A Clean and Healthy Environment | 11.1 | 10.6 | 10.6 | 10.6 |
2.7 Integrated Oceans Management | A Clean and Healthy Environment | 46.0 | 38.8 | 35.4 | 35.4 |
2.8 Aquatic Invasive Species | An Innovative and Knowledge-Based Economy | 11.6 | 11.0 | 11.0 | 11.0 |
Total | 310.9 | 294.6 | 272.7 | 272.7 |
Performance Indicator | Targets |
---|---|
Percentage of Canadian public reporting that the marine transportation system in Canada is safe or very safe | 90% |
Percentage of Canadian and Foreign shipping incidents (e.g., collision, grounding, striking and ice damage) relative to total Canadian and foreign shipping movements in Canadian waters | <0.2% |
Program Activity | Alignment to Government of Canada Outcomes | Forecast Spending 2010–11 |
Planned Spending | ||
---|---|---|---|---|---|
2011–12 | 2012–13 | 2013–14 | |||
3.1 Search and Rescue Services | A Safe and Secure Canada | 34.7 | 34.6 | 34.6 | 34.6 |
3.2 Marine Communications and Traffic Services | A Safe and Secure Canada | 54.7 | 45.1 | 47.1 | 45.9 |
3.3 Maritime Security | A Safe and Secure Canada | 9.5 | 10.1 | 7.5 | 7.5 |
3.4 Fleet Operational | A Safe and Secure Canada | 459.7 | 425.0 | 411.9 | 352.3 |
3.5 Shore-based Asset Readiness | A Safe and Secure Canada | 128.4 | 124.2 | 125.2 | 114.2 |
3.6 Canadian Coast Guard College | A Safe and Secure Canada | 11.5 | 11.2 | 11.2 | 11.2 |
3.7 Hydrographic Products and Services | An Innovative and Knowledge-Based Economy | 31.9 | 28.7 | 28.2 | 28.2 |
3.8 Ocean Forecasting | An Innovative and Knowledge-Based Economy | 8.2 | 9.8 | 9.8 | 9.8 |
Total | 738.5 | 688.8 | 675.6 | 603.8 |
The initiatives and activities outlined below are areas where particular focus will be placed to make progress against our strategic outcomes. Section II of this report provides additional information, which is focused on ongoing work.
Operational Priorities | Management Priorities |
---|---|
|
|
For each of the plans outlined below, the associated Program Activity (PA) is identified in parenthesis.
Modernization of the Fisheries Contributing to… • Economically Prosperous Maritime Sectors and Fisheries • Sustainable Aquatic Ecosystems |
Ongoing |
---|---|
Why is this a priority?
|
Streamlining and Simplifying Policies, Operations, and Procedures Contributing to… • All Strategic Outcomes |
New |
---|---|
Why is this a priority?
|
Deepening Engagement and Key Partnerships Contributing to… • All Strategic Outcomes |
New |
---|---|
Why is this a priority?
|
Ensuring Asset Readiness Contributing to… • All Strategic Outcomes |
Ongoing |
---|---|
Why is this a priority?
|
Responding to Changing Ecosystems Contributing to… •All Strategic Outcomes |
Ongoing |
---|---|
Why is this a priority?
|
Advancing Operational and Management Excellence Contributing to… • All Strategic Outcomes |
New |
---|---|
Why is this a priority?
|
DFO's Corporate Risk Profile is based on an analysis of the organization's internal and external operating environments. The Profile identifies key internal and external risks, as well as intermediate outcomes at risk, that could interfere with the Department's ability to achieve its strategic outcomes.
Now approved annually by the Departmental Management Committee, the Corporate Risk Profile supports decision-making in key functional areas such as business and operational planning, program delivery, performance measurement, and personal accountability accords. It specifies senior management accountabilities for risk management, provides strategic direction on risk mitigation, and establishes a formal process for tracking and reporting mitigation progress.
Important foundational work has been completed to set risk management on solid ground for 2011-12 and beyond:
DFO intends to continue to meet its responsibilities for risk management as prescribed by central agencies such as those under the Management Accountability Framework of Treasury Board Secretariat.
Key Risk | Risk Mitigation and Management Measures | Link to Departmental Priorities |
---|---|---|
Internal | ||
Human Capital There is a risk that DFO will be unable to sustain a sufficient and representative workforce with the appropriate competencies to adequately support, deliver, and manage programs and services. |
DFO will equip managers with tools and initiatives to address human capital risks, including the ability to recruit key personnel; to develop, promote, and retain employees; to provide appropriate learning and development opportunities; and to respond to increasing demands from stakeholders. | • All Departmental Priorities |
Information for Decision-making There is a risk that sufficient and appropriate information will not be available on a timely basis to support decision-making. | DFO will minimize delays in gathering reliable data and information necessary for decision-making. In particular, the Department will address its increasing reliance on third parties for data-collection activities and implement measures to ensure that the information coming from different sources is reliable. | • Streamlining and Simplifying Policies, Operations, and Procedures • Advancing Operational and Management Excellence |
Physical Infrastructure There is a risk that DFO will be unable to invest in or maintain the infrastructure necessary to achieve its objectives. |
DFO will increase servicing periods for physical assets, and plan and prioritize maintenance, repairs, replacement, and divestiture activities. | • Modernization of the Fisheries • Ensuring Asset Readiness • Responding to Changing Ecosystems |
Strategic Alignment There is a risk that DFO's resources, activities, plans, and strategies will not be sufficiently harmonized with the priorities and expectations of the Government of Canada and other external stakeholders. |
DFO will continue to improve integrated planning and reporting to ensure that departmental resources and activities align with the priorities and expectations of the Government of Canada and other external stakeholders. |
• All Departmental Priorities |
Financial Capacity There is a risk that insufficient resources will be available to support program delivery and maintain service levels for DFO's internal and external client base. |
DFO will closely monitor and reallocate its resources to ensure that sufficient finances will be available to support core program delivery and maintain service levels. |
• Deepening Engagement and Key Partnerships |
Communications Capacity There is a risk that stakeholder awareness, understanding, and acceptance of DFO's mandate, programs, regulations, decisions, roles, and responsibilities will be affected by gaps in communication and consultations. |
DFO will allocate resources to employee awareness and training, provide appropriate responses to feedback from targeted stakeholders, and ensure that written policies, protocols, guidelines, and frameworks are accurate and informative and meet accepted departmental standards. |
• Streamlining and Simplifying Policies, Operations and Procedures |
External | ||
Legal Risk There is a risk that DFO will make decisions that are successfully challenged before the courts and result in either significant financial liability or negative effects on the Department's legislative or regulatory authorities. There is a risk that DFO will be unable to comply with its regulatory obligations or legislation, resulting in additional litigation by parties seeking to have the Department's regulatory mandate enforced or extended. |
DFO will manage legal resources in a manner that reflects changes in government policies concerning the funding of judgments/settlements. The Department will also address high stakeholder expectations regarding DFO's mandate and work toward ensuring greater compliance with regulatory legislation, and co-ordinate more effectively on regulations with other government departments (e.g., fish health, safe food supply and trade). | • Deepening Engagement and Key Partnerships • Advancing Operational and Management Excellence |
Third Party Reliance There is a risk that third parties, on which DFO relies to deliver many of its programs and services, will not be able to produce the necessary results. |
DFO will put multi-year agreements in place, where appropriate, and resolve agreements and relationships with third parties that could compromise DFO's priorities or strategic outcomes. | • Streamlining and Simplifying Policies, Operations and Procedures • Deepening Engagement and Key Partnerships • Advancing Operational and Management Excellence |
Climate Change There is a risk that DFO will be unable to adapt quickly to the effects of climate change. |
DFO will factor climate change into the activities it undertakes to meet departmental priorities and strategic outcomes, including oceans management, fisheries management, environmental response, search and rescue, waterways access, fleet management, and small craft harbour infrastructure. | • Ensuring Asset Readiness • Responding to Changing Ecosystems |
Economic and Market Pressures There is a risk that DFO will be unable to contribute to accessing international markets for Canadian commercial fisheries and that Canadian commercial fishers will be unable to remain globally competitive. |
DFO will assess the business model developed for the Canadian fish and seafood sector and respond to prevailing economic and market pressures and the global demand for seafood products. | • Modernization of the Fisheries |
Overcapacity and Overfishing There is a risk that DFO will be unable to manage, sustain, and protect fisheries resources and foster viability because of commercial fishing fleet overcapacity. |
Through Modernization of the Fisheries, DFO will focus on policy solutions to mitigate commercial fishing fleet overcapacity and overfishing, and adjust the regulatory regime accordingly. | • Modernization of the Fisheries • Ensuring Asset Readiness |
Higher In put Costs There is a risk that higher input costs are creating challenges for the industry in maintaining economically prosperous fishing and processing enterprises. |
Where feasible, DFO will support lower input costs to harvesters, such as licence fees, and support their ability to more effectively manage these costs by paying licence fees in installments. | • Modernization of the Fisheries • Ensuring Asset Readiness |
Hazard-type/Crisis-type Risks There is a risk that DFO will be ill-prepared or ill-equipped to respond to major hazards and crises. |
DFO will review emergency response plans to manage crises (e.g., oil spills) and address hazards. These plans will be updated regularly to allow for rapid response to new crises and hazard situations. | • Ensuring Asset Readiness • Responding to Changing Ecosystems |
Intermediate Outcomes at Risk | ||
Public Confidence and DFO Reputation There is a risk that DFO will be unable to maintain public confidence. |
DFO will develop and update mitigation measures to respond to perceived departmental shortcomings and identify how the external business environment and client demands are changing. As public confidence involves the entire Department, responsibility for risk management will be assigned across all programs and sectors. |
• All Departmental Priorities |
A Risk-Smart DFO Culture There is a risk that DFO will be unable to ensure effective and efficient program delivery and continuously validate its corporate risk profile. |
DFO will lead the development of a risk-smart workforce, linking ground-level staff with top management to establish good risk management practices, equip all managers and staff with learning opportunities that will foster awareness of integrated risk management practices and structures, and link rewards and consequences to the quality of integrated risk management practice. | • All Departmental Priorities |
Integrated Risk Management Effectiveness and Relevance There is a risk that DFO will be unable to establish a greater linkage to the planning and reporting process and therefore unable to ensure that risk is taken into account in planning activities as well as in reporting to Canadians through the Departmental Performance Report and the Report on Plans and Priorities. |
DFO will connect corporate planning and reporting to its day-to-day core business activities by developing mitigation measures linked to program evaluation, addressing the need for more contingency planning and better definitions of controls, and striking a balance among competing social, economic, environmental, and political objectives. | • All Departmental Priorities |
Risk Tolerance There is a risk that DFO will be unable to both ensure that programs effectively deal with risk as well as make this need explicit. |
DFO will ensure that all program managers explain and communicate risk mitigation parameters and approaches to managers and staff and foster informed and calculated risk management through performance monitoring, evaluation, and incentives. | • All Departmental Priorities |
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 1,827.1 | 1,678.6 | 1,587.2 |
Human Resources (Full-time Equivalents(FTEs)) | 11,163 | 11,103 | 11,081 |
Estimates by vote are presented in the 2011-12 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20112012/me-bpd/toc-tdm-eng.asp).
Forecast Spending 2010–11 | Planned Spending | |||
---|---|---|---|---|
2011–12 | 2012–13 | 2013–14 | ||
1. Economically Prosperous Maritime Sectors and Fisheries | 630.6 | 533.3 | 424.8 | 406.7 |
2. Sustainable Aquatic Ecosystems | 310.9 | 294.6 | 272.7 | 272.7 |
3. Safe and Secure Waters | 738.5 | 688.8 | 675.6 | 603.8 |
Internal Services | 383.9* | 310.4 | 305.5 | 304.0 |
Total Departmental Spending | 2,064.0* | 1,827.1 | 1,678.6 | 1,587.2 |
* The 2010-11 Forecast Spending for Internal Services includes a $15.1 million provision set aside centrally to cover Departmental revenue shortfalls and is not available for general spending within Internal Services.
This strategic outcome focuses on two long-term, enduring benefits for Canadians:
We measure our progress toward this strategic outcome by comparing the dollar value of Gross Domestic Product (GDP) for the maritime sectors and fisheries with a target value. For the current reporting period, our target value is the 2009 value of the GDP that the maritime sectors and fisheries generate.
DFO takes great care to make sustainable, effective use of Canada's waters as it delivers the following 12 program activities designed to ensure that our maritime sectors and fisheries thrive and are competitive:
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 533.3 | 424.8 | 406.7 |
Human Resources (Full-time Equivalents(FTEs)) | 2,127 | 2,097 | 2,073 |
Expected Result | Performance Indicator | Target |
---|---|---|
Economically Prosperous Maritime Sectors and Fisheries | Dollar value of Gross Domestic Product (GDP) generated by maritime sectors and fisheries | 2009 value based on specific North American Industry Classification System industries included |
Dollar value of net fishing income of self-employed fish harvesters | Average value 2004-08 | |
Dollar value of Canada's exports of fish and seafood products | 2009 value based on specific North American Industry Classification System industries included |
This program activity delivers the policies, programs, plans, and science needed to manage, protect, and conserve Canada's fisheries resources. Without the sustainable resource base these activities and programs support, DFO's goal of an economically viable and diverse fishing industry for Canadians cannot be achieved.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 144.0 | 116.7 | 113.8 |
Human Resources (FTEs) | 997 | 989 | 989 |
Expected Result | Performance Indicator | Target |
---|---|---|
Major stocks are managed within established conservation limits | Percentage of major fish stocks where the harvest rate or level is at or below approved levels (e.g., removal reference, quota) | 85% by March 31, 2012 |
Stakeholders are engaged in harvest decision-making processes | Percentage of major stocks in which stakeholders are provided opportunities to participate in fishery planning processes | 100% by March 31, 2012 |
FSDS Goal | Performance Indicator | Target |
---|---|---|
Goal 7: Biological Resources Sustainable production and consumption of biological resources are within ecosystem limits | Percentage of commercial stocks harvested sustainably in accordance with the precautionary approach | Sustainable fisheries: Improve the management and conservation of major stocks (DFO has the lead) |
For more information, see DFO's Sustainable Development Strategy and the Federal Sustainable Development Strategy.
Integrated Fisheries Resources Management is delivered through four sub-activities as indicated in the Program Activity Architecture. Performance information for these sub-activities is available on the DFO website (http://www.dfo-mpo.gc.ca/rpp/2011-12/index-eng.htm).
This program activity leads the co-ordination and implementation of the plans and policies needed to support a prosperous and competitive fisheries sector. By improving governance in all fisheries and working to ensure that governance in individual fisheries reflects DFO's unified governance framework, Fisheries Strategies and Governance:
These results in turn make it more likely that Canada's fisheries will be prosperous and sustainable.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 46.1 | 46.1 | 46.1 |
Human Resources (FTEs) | 211 | 211 | 209 |
Expected Result | Performance Indicator | Target |
---|---|---|
Fisheries Management effectively responds to the economic forces and conservation objectives that impact the fishery | Percentage of Integrated Fisheries Management Plans in which Sustainable Fisheries Framework tools are implemented | 20% by March 31, 2012 |
Collaborative and transparent consultations improve governance across all fisheries | Percentage of fisheries management consultation / engagement processes made public and recorded | 80% by March 31, 2012 |
Increase stability, transparency and predictability in fisheries management | Percentage of major stocks (Atlantic and Pacific) with stable sharing arrangements | 75% by March 31, 2012 |
Issuance of catch certificates | Percentage of catch certificates issued within service standard | 80% by March 31, 2012 |
Completed Fishery Checklists* for major stocks | Percentage of Fishery Checklists completed for major stocks on an annual basis | 90% by March 31, 2012 |
Business management products (Sectoral Business and HR planning reports, MRRS, IM financial reports and HR requests | Percentage of required business, products completed | 100% by March 31, 2012 |
This program activity delivers programs to support the involvement of Aboriginal groups in the fishery for food, social and ceremonial purposes as well as for commercial purposes related to shared management and capacity building and for conservation purposes. It also provides strategic and treaty policy advice for the ongoing management of aboriginal rights issues; the renewal of Aboriginal programs and policies; the implementation of treaties; negotiation mandates; allocation policies; and fisheries-related consultation and engagement.
The Aboriginal Strategies and Governance program activity builds and maintains strong, stable relations with Aboriginal groups to promote and foster respect and greater certainty for Aboriginal and treaty rights and to promote fisheries-related economic opportunities for Aboriginal communities. This program activity enables Aboriginal groups to obtain the capacity to participate in the multi-stakeholder processes related to aquatic resource and oceans management and to take advantage of opportunities in commercial fisheries and aquaculture development.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 111.4 | 60.9 | 60.8 |
Human Resources (FTEs) | 116 | 100 | 100 |
Expected Result | Performance Indicator | Target |
---|---|---|
Aboriginal communities have the capacity to participate in aquatic resource and oceans management | Percentage of eligible Aboriginal groups under a co-management relationship or arrangement | 98% by March 31, 2013 |
Aboriginal communities actively participate in integrated commercial fisheries | Number of Aboriginal groups active in the communal commercial fisheries | 105 by March 31, 2013 |
Aboriginal Strategies and Governance is delivered through six sub-activities as indicated in the Program Activity Architecture. Performance information for these sub-activities is available on the DFO website (http://www.dfo-mpo.gc.ca/rpp/2011-12/index-eng.htm).
This program activity seeks to create the conditions needed to develop an innovative, competitive, and sustainable aquaculture sector in Canada. Doing so involves establishing regulations based on economic, social, environment, and scientific considerations, and collaborating extensively with sector stakeholders.
By creating the conditions for a more competitive and sustainable aquaculture sector, the Sustainable Aquaculture Program supports the development of the economically prosperous maritime sectors and fisheries that are so important to Canadians.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 41.6 | 39.5 | 24.4 |
Human Resources (FTEs) | 219 | 219 | 199 |
Expected Result | Performance Indicator | Target |
---|---|---|
Canadian aquaculture industry more productive and competitive |
Average annual percentage growth rate in Aquaculture production | 6% by March 31, 2012 |
Average annual percentage growth rate in the value of aquaculture exports | 5% by March 31, 2012 |
FSDS Goal | Performance Indicator | Target |
---|---|---|
Goal 7: Biological Resources Sustainable production and consumption of biological resources are within ecosystem limits |
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Sustainable Aquaculture: To promote the conservation and optimum use of marine resources and the aquatic environment through improved aquaculture management by 2014 (DFO has the lead) |
For more information, see DFO's Sustainable Development Strategy and the Federal Sustainable Development Strategy.
Sustainable Aquaculture Program is delivered through seven sub-activities as indicated in the Program Activity Architecture. Performance information for these sub-activities is available on the DFO website (http://www.dfo-mpo.gc.ca/rpp/2011-12/index-eng.htm) .
Working with the Canadian Food Inspection Agency (CFIA), this program activity co-delivers Canada's National Aquatic Animal Health Program (NAAHP). The NAAHP protects against the introduction and spread of infectious disease in wild and cultured aquatic animals.
The Canadian Food Inspection Agency relies on the Department's scientific expertise to provide scientific advice and to conduct diagnostic testing and research. Knowledge derived through science informs certification of aquatic animal health status in support of the Canadian fish/seafood trade, market access and the delivery of federal responsibilities under the Health of Animals Act and the Fisheries Act.
By helping prevent or control disease outbreaks, Aquatic Animal Health contributes to the Canadian seafood industry's competitive access to international markets and the protection of aquatic resources.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 5.9 | 5.9 | 5.9 |
Human Resources (FTEs) | 51 | 51 | 51 |
Expected Result | Performance Indicator | Target |
---|---|---|
Protect against the introduction or spread of serious infectious disease in wild and cultured aquatic animals |
Progress against activities that support the implementation of the National Aquatic Animal Health Program | 100% by March 31, 2012 |
Percentage of fish samples collected that were analyzed for presence of disease | 100% by March 31, 2012 | |
Diagnostic tools for disease identification | Percentage of new molecular tests developed | 100% by March 31, 2012 |
Percentage of bench diagnostic techniques validated | 100% by March 31, 2012 | |
Percentage of field diagnostic techniques validated | 100% by March 31, 2012 | |
Quality controlled diagnostic labs | Number of DFO diagnostic labs that are granted ISO/IEC 17025 accreditation | 100% by March 31, 2012 |
Scientific research | Percent of completed research studies as required by CFIA and DFO | 100% by March 31, 2012 |
Biotechnology and Genomics seeks, through biotechnology and genomics, to advance the sustainable development of aquatic resources. The federal government uses the research and other knowledge developed by this program activity to inform its regulation of fish products of biotechnology. Tools and techniques generated by this research are often used to protect endangered species, manage the opening and closing of fisheries, avoid over-exploitation of resources, prosecute poachers, improve aquaculture practices, and control disease outbreaks.
The application of biotechnology and genomics in the management of Canada's aquatic resources benefits Canadians by making available new methods and tools that introduce efficiencies and improve our ability to manage Canada's resources.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 3.0 | 3.0 | 3.0 |
Human Resources (FTEs) | 19 | 19 | 19 |
Expected Result | Performance Indicator | Target |
---|---|---|
Fish products derived from biotechnology to protect aquatic environment are regulated | Percentage of products/activities regulated by Environment Canada under the Canadian Environmental Protection Act, 1999 and the New Substances Notification Regulations on the basis of risk assessments completed by DFO | 100% of risk assessments are completed in response to notifications submitted by March 31, 2012 |
Innovative biotechnology and genomics tools and techniques used to enhance the ecological sustainability of the wild commercial fishery, aquaculture, and oceans ecosystems | Scientific production by Fisheries and Oceans as measured by percentage of DFO publications compared to Canadian totals in the fields of aquatic biotechnology and genomics | ≥2010-11 baseline level by March 31, 2012 |
Science information and advice on the regulation of fish products derived from biotechnology | Number of regulatory products and processes completed for which science information and advice is provided (e.g., regulations, risk assessments, guidelines, compliance promotion materials, public consultations) | Maintain 5-year average (2006-11) by March 31, 2012 |
Aquatic biotechnology and genomics research products | Number of aquatic biotechnology and genomics research projects undertaken | Maintain 5-year average (2006-11) by March 31, 2012 |
International Affairs works actively to advance international guidance, standards, agreements, and management decisions that reflect Canadian approaches to fisheries and oceans management and international trade. Among other things, this involves seeking to ensure the sustainable management of transboundary stocks, access to international markets for Canadian fish and seafood products, as well as a stable international trade regime for these products. In addition, considerable effort is expended on supporting international actions against illegal, unreported and unregulated fishing and seeking continued improvement in international fisheries and oceans management practices, based on science advice and precautionary approaches. Achieving these results requires multilateral, regional, and bilateral collaboration.
Canada's fish and seafood sector depends heavily on international trade. The more successful this program activity is in achieving the results it seeks, the greater the economic benefits for this sector and for Canadians as a whole.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 15.9 | 15.9 | 15.8 |
Human Resources (FTEs) | 68 | 68 | 66 |
Expected Result | Performance Indicator | Target |
---|---|---|
Sustainable international fisheries management | Percentage of quotas/allocations for high seas fish stocks managed by Regional Fisheries Management Organizations (RFMOs) of which Canada is a member that are set with scientific advice | 100% by March 31, 2012 |
Sustainable international marine ecosystems | Percentage of international resolutions and decisions (e.g., United Nations General Assembly, Regional Fisheries Management Organizations' management decisions) adopted through consensus to strengthen protection of vulnerable marine ecosystems in international waters | 100% by March 31, 2012 |
Access to international markets for Canadian fish and seafood products | Percentage reduction of global market share for Canadian fish and seafood products | 0% by March 31, 2012 |
Allocations and/or fishing opportunities for Canadians to internationally and sustainably managed fisheries, consistent with conservation goals | Canada's percentage share of Total Allowable Catch for Atlantic Bluefin Tuna (allocated through the International Commission for the Conservation of Atlantic Tunas) | 23.75% by March 31, 2012 |
Number of Canadian vessels with access to United States waters under Pacific Albacore Tuna Treaty | 110 by March 31, 2012 | |
Percentage share of 3L shrimp (allocated through Northwest Atlantic Fisheries Organization) | 83.3% by March 31, 2012 | |
Monitoring, control, and surveillance in the Northwest Atlantic Ocean and North Pacific Ocean | Number of major non-compliance issues identified by Northwest Atlantic Fisheries Organization (NAFO) Standing Committee on International Control assessment | 0 by March 31, 2012 |
Number of compliance issues identified in annual Pacific RFMO enforcement committees (e.g., North Pacific Anadromous Fish Commission) | 0 by March 31, 2012 | |
Implement new Port State Measures Agreement (PSMA) (tool to combat illegal, unreported, and unregulated fishing) | Percentage of materials completed that are required to seek approval for Canada to sign and ratify (or accede to) the PSMA | 100% by March 31, 2012 |
Broad and constructive relationships with international partners based upon common goals and strategies | Percentage of agreements and alliances maintained and improved with partners | 100% by March 31, 2012 |
Identification of ecologically and biologically significant areas (EBSAs) and vulnerable marine ecosystems (VMEs) in international waters | Number of science projects completed to identify EBSAs and VMEs in international waters | 7 by March 31, 2012 |
Regulatory or effective control mechanisms for ocean fertilization activity | Percentage rate of adoption of regulatory/control mechanism by majority of governing bodies of London Convention | 50% +1 (adoption by majority) by March 31, 2013 |
Arctic Ocean Review | Percentage of report completed and presented to Ministers of Arctic Council members | 100% by March 31, 2013 |
This program activity, delivered by the Canadian Coast Guard (CCG), facilitates the efficient movement of maritime commerce and helps ensure that Canadian waterways are safe and accessible. CCG does this by providing mariners with services and information such as channel bottom monitoring (surveys) and water-depth forecasts in certain commercial channels. The program also manages channel dredging in specific areas, maintains marine structures and provides guidelines on channel design.
By helping to keep channels navigable and reducing the risks associated with marine navigation, Waterways Management helps maritime commerce contribute to Canada's economic prosperity.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 5.2 | 5.2 | 5.2 |
Human Resources (FTEs) | 40 | 40 | 40 |
Expected Result | Performance Indicator | Target |
---|---|---|
Commercial shipping industry and mariners are provided with channel management services and information to facilitate accessibility of main commercial shipping channels | Percentage of Notice to Shipping (NOTSHIPS) published within CCG's Levels of Service (LOS) | 100% by March 31, 2012 |
Dredged channels of the Canadian portions of the Great Lakes Connecting Channels and St. Lawrence River maintained and managed |
Percentage of channel areas dredged vs those requiring dredging (Canadian portions of the Great Lakes Connecting Channels and St. Lawrence only) |
100% by March 31, 2012 |
Publication of channel surveys | Percentage of time surveys published within CCG's LOS | 100% by March 31, 2012 |
CCG delivers this program activity, which provides Canada's aids to navigation systems. The aids to navigation systems include approximately 17,000 short-range marine aids and one long-range marine aid, the Differential Global Positioning System. The Aids to Navigation program activity also provides information on navigation systems to mariners.
The aids to navigation systems and services all support safe and efficient navigation in Canadian waters.
Aids to Navigation contributes to Canada's economic prosperity by ensuring that Canada's marine aids to navigation systems are modern and reliable and that mariners have up-to-date information on the systems in use.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 22.3 | 21.3 | 21.3 |
Human Resources (FTEs) | 201 | 201 | 201 |
Expected Result | Performance Indicator | Target |
---|---|---|
Commercial shipping industry and mariners have access to reliable aids to navigation systems that allow safe and efficient navigation | Percentage of Aids to Navigation systems reviewed and confirmed to be reliable through cyclical review versus number of systems | 20% by March 31, 2012 |
Operational Aids to navigation systems | Percentage of time an aid has been operating properly vs time it was expected to be operational (mission time), over a 3 year average | 99% by March 31, 2012 |
Publication of Notice to Mariners | Percentage of publications of the monthly Notice to Mariners (NOTMAR) published within CCG's Levels of Service | 100% by March 31, 2012 |
The Canadian Coast Guard delivers Icebreaking Services, which contributes to keeping Canadian ports and commercial channels open year-round. This support for efficient and safe navigation involves, among other things, providing ice information, escorting ships through ice-covered waters, and freeing vessels caught in ice. Icebreaking Services also transports goods and supplies to Northern communities and contributes to Canada's sovereignty in the Arctic.
This program activity's support for maritime commerce and Northern communities benefits Canadians by contributing to the country's economic prosperity.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 17.0 | 17.0 | 17.0 |
Human Resources (FTEs) | 18 | 18 | 18 |
Expected Result | Performance Indicator | Target |
---|---|---|
Icebreaking operations contribute to keep most Canadian ports and commercial channels open for business year round | Percentage of services provided relative to the total requests for icebreaking | 100% by March 31, 2012 |
Icebreaking operations (e.g. ice breaking, ice escorts) | Percentage of icebreaking operations provided within CCG's Levels of Service | 97% by March 31, 2012 |
Publication of ice related information during ice-seasons | Percentage of ice charts produced relative to LOS | 100% by March 31, 2012 |
The Small Craft Harbours (SCH) program, directly or in cooperation with Harbour Authorities, operates and maintains in good working condition a national network of harbours capable of supporting the effective operation of the commercial fishing industry. Public investment in small craft harbour infrastructure contributes to improving the economic benefits associated with Canada's maritime sectors and fisheries. Where possible, the program transfers the ownership of non-essential fishing harbours and recreational harbours to local communities.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 114.6 | 92.6 | 92.6 |
Human Resources (FTEs) | 177 | 171 | 171 |
Expected Result | Performance Indicator | Target |
---|---|---|
National network of safe and accessible harbours, managed by local Harbour Authorities, meets the needs of Canada's commercial fishing industry and coastal communities | Percentage of core commercial fishing harbours with harbour performance rating* of fair or better | 70% by March 31, 2012 |
Small Craft Harbours program activity is delivered through two sub-activities as indicated in the Program Activity Architecture. Performance information for these sub-activities is available on the DFO website (http://www.dfo-mpo.gc.ca/rpp/2011-12/index-eng.htm)
This program activity is about defining and describing Canada's offshore boundaries. The primary focus in this regard is establishing the outer limits of Canada's continental shelf. The Territorial Delineation program activity is helping establish these limits by collecting bathymetric data and helping to prepare the scientific evidence to support Canada's submission to the United Nations Commission on the Limits of the Continental Shelf.
Knowing the outer limit of Canada's continental shelf beyond the current Exclusive Economic Zone will clarify where Canada has the sovereign right to explore the seabed and subsoil resources (the area in question is estimated to be equivalent in size to the three Prairie Provinces). This will create greater certainty for those wanting to exploit resources beyond the Exclusive Economic Zone, leading in turn to more economic activity and greater economic benefits for Canadians.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 6.4 | 0.7 | 0.8 |
Human Resources (FTEs) | 10 | 10 | 10 |
Expected Result | Performance Indicator | Target |
---|---|---|
Canada's maritime boundaries are precisely defined in accordance with international standards | Percentage of bathymetric work completed versus planned in preparation of Canada's 2013 evidence submission to the United Nations Commission on the Limits of the Continental Shelf | 100% by March 31, 2013 |
Bathymetric data and expert testimony | Percentage of expert reports accepted for defining or defending the geographic description of Canada's offshore boundaries | 100% by March 31, 2013 |
This strategic outcome focuses on the conservation, protection, and sustainability of Canada's aquatic ecosystems. Achieving this long-term benefit for Canadians involves managing the risks that affect species, oceans, and fish habitats.
We use two measures of our progress toward this strategic outcome:
Our target for the first measure is to have a higher percentage of secure aquatic species than in 2010. The second target is to exceed, in 2013, the 2012 index of Aquatic Ecosystem Health.
DFO delivers the following eight program activities designed to ensure that our aquatic ecosystems are sustainable:
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 294.6 | 272.7 | 272.7 |
Human Resources (FTEs) | 2,207 | 2,182 | 2,184 |
Expected Result | Performance Indicator | Target |
---|---|---|
Sustainable Aquatic Ecosystems | Percentage of all known aquatic species that are rated secure | ≥2010 base year by March 31, 2015 |
Consolidated Index of Aquatic Ecosystem Health assessing population status, trophic structure, and species richness | ≥2012 base year by March 31, 2013 |
This program activity promotes, regulates, and enforces compliance with legislation, regulations, and measures designed to conserve and sustain Canada's aquatic resources and to protect species at risk.
Compliance and Enforcement has four sub-activities, and all contribute directly to protecting and conserving Canada's aquatic ecosystems.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 109.9 | 106.9 | 106.9 |
Human Resources (FTEs) | 769 | 769 | 772 |
Expected Result | Performance Indicator | Target |
---|---|---|
Canadian and International individuals and organizations act in accordance with the legislation, regulations and other managing frameworks that govern Canadian waterways, fisheries, oceans, and habitat | Percentage rate of compliance by various sectors of the regulated community (e.g. commercial fisheries, recreational fisheries, development projects impacting fish habitat, etc) | = by March 31, 2012 |
Canadian waterways, fisheries and habitats are effectively protected so that the intrinsic nature of Canada's resources is maintained and contributes to enhanced social, health and economic benefits derived by Canadians | Percentage rate of compliance and enforcement | 60% by March 31, 2012 |
Compliance and Enforcement is delivered through four sub-activities as indicated in the Program Activity Architecture. Performance information for these sub-activities is available on the DFO website (http://www.dfo-mpo.gc.ca/rpp/2011-12/index-eng.htm).
This program activity focuses on the production of Pacific salmon in British Columbia and the Yukon from hatcheries and spawning channels, as well as habitat restoration and enhancement. The Salmonid Enhancement Program (SEP) also encourages the participation of First Nations, local communities, and others in co-operative fisheries and watershed stewardship in British Columbia and the Yukon.
By helping to protect and sustain Pacific salmon, this program activity contributes to the broader goal of protecting and sustaining Canada's aquatic ecosystems and also provides economic benefits (fish production for harvest and support to vulnerable species) to the maritime sector.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 30.1 | 30.1 | 30.1 |
Human Resources (FTEs) | 212 | 212 | 212 |
Expected Result | Performance Indicator | Target |
---|---|---|
The public has access to harvest opportunities | % enhanced contribution to catch | Maintain average contribution range of 10 - 15% (subject to IFMPs and funding) by March 31, 2012 |
The public supports the protection, stewardship and rebuilding of salmon and their habitat | Number of parties engaged in cooperative fisheries and watershed stewardship activities | ± 10% of current 3-year average by March 31, 2012 |
Salmonid Enhancement Program is delivered through four sub-activities as indicated in the Program Activity Architecture. Performance information for these sub-activities is available on the DFO website (http://www.dfo-mpo.gc.ca/rpp/2011-12/index-eng.htm).
Through this program activity, the federal government is a major regulator responsible for helping to manage the impacts of non-fishing activities on fish and fish habitat. In this capacity, Habitat Management develops regulations and policies, undertakes science, provides formal advice and direction, and manages compliance.
Since Habitat Management affects most development projects in or around fish-bearing waters in Canada, it plays a key role in conserving and protecting the fish and fish habitat that sustains the fisheries resources that Canadians value.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 58.5 | 52.7 | 52.7 |
Human Resources (FTEs) | 619 | 611 | 610 |
Expected Result | Performance Indicator | Target |
---|---|---|
Fish habitat is protected and conserved | Percentage of monitored cases where harmful alteration, disruption, and destruction are avoided | 80% by March 31, 2012 |
Non-fishing activities undertaken in or near Canadian fisheries waters avoid negative impacts on fish and fish habitat | Percentage of completed monitored cases where the project proponent conformed with formal advice or regulatory direction (e.g. Authorizations, Letters of Advice, Operational Statements or equivalent tools) | 75% by March 31, 2012 |
Percentage of proposed works (referrals) that would have resulted in a negative impact/loss of fish habitat (high risk), where, following Habitat Management Program advice, changes were made to the proposed works and resulted in mitigated impacts and no loss of fish habitat | 45% by March 31, 2015 | |
Formal advice instruments and regulatory direction | Percentage of referrals, of the total received, that are "low" risk | 25% by March 31, 2015 |
This program activity operates in the inland provinces: Alberta, Saskatchewan, Manitoba, Ontario, and Quebec. A contribution program, the Aboriginal Inland Habitat Program (AIHP) helps build the capacity of Aboriginal organizations in the inland provinces to participate more effectively in the collaborative management of fish habitat.
By increasing Aboriginal groups' involvement in the management of fish habitat, AIHP seeks to improve the decisions that are made about fish habitat — and therefore the sustainability of that habitat and the resources that depend on it.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 8.7 | 8.7 | 8.7 |
Human Resources (FTEs) | 1 | 1 | 1 |
Expected Result | Performance Indicator | Target |
---|---|---|
Aboriginal inland communities have the capacity to participate in collaborative management of fish habitat | Percentage of eligible Aboriginal communities represented by AIHP-funded Aboriginal organizations in each province | 50% by March 31, 2012 |
Funding agreements signed | Percentage of funds disbursed in a manner that adheres to the Program terms and conditions | 100% by March 31, 2012 |
The Species at Risk Management program activity is responsible for carrying out DFO's mandate, under the Species at Risk Act, to protect and recover all listed aquatic species at risk in Canada. This involves, for instance, monitoring, assessing and listing species; identifying species' critical habitat; developing action plans; and implementing actions to protect and recover species.
By preventing extinction and ensuring recovery of aquatic species at risk, Species at Risk Management helps improve the ecological integrity of aquatic ecosystems so that they remain healthy and productive for future generations of Canadians.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 27.0 | 17.2 | 17.2 |
Human Resources (FTEs) | 124 | 116 | 116 |
Expected Result | Performance Indicator | Target |
---|---|---|
Aquatic species at risk are prevented from being extirpated or becoming extinct and are supported in their recovery | Percent of listed aquatic species at risk whose risk status has either improved or remained the same relative to the listed aquatic species that are reviewed by the Committee on the Status of Endangered Wildlife in Canada | 100% by March 31, 2018 |
Aquatic species at risk legally protected | Percent of listed aquatic species at risk covered by compliance promotion strategies and plans | 100% by March 31, 2012 |
SARA recovery documents developed and posted on the SARA registry | Percentage of recovery strategies and management plans for listed aquatic species at risk developed and implemented within legislated timelines (2011-12) | 100% by March 31, 2012 |
FSDS Goal | Performance Indicator | Target |
---|---|---|
Goal 5: Wildlife Conservation Maintain or restore populations of wildlife to healthy levels |
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Terrestrial and Aquatic Wildlife Conservation: Population trend (when available) at the time of reassessment is consistent with the recovery sstrategy for 100% of listed species at risk (for which recovery has been deemed feasible) by 2020 (Environment Canada has the lead) |
For more information, see DFO's Sustainable Development Strategy and the Federal Sustainable Development Strategy.
The objective of this program activity, delivered by the Canadian Coast Guard, is to minimize the environmental, economic, and public-safety impacts of marine pollution incidents. This involves, for example, establishing an appropriate and nationally consistent level of preparedness and response for the Canadian Coast Guard, as well as monitoring and investigating all reports of marine pollution in Canada.
By working to minimize the impacts of marine pollution incidents, Environmental Response Services plays a key role in keeping Canada's aquatic ecosystems healthy. These ecosystems can then support prosperous industries and fisheries.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20102011/me-bpd/toc-tdm-eng.asp).
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 10.6 | 10.6 | 10.6 |
Human Resources (FTEs) | 80 | 80 | 80 |
Expected Result | Performance Indicator | Target |
---|---|---|
Environmental, economic and public safety impacts of marine pollution events are mitigated | Percentage of reported cases in which the response was appropriate relative to the pollutant, threat and impact | 100% by March 31, 2012 |
Respond to reported cases of ship-source marine pollution | Percentage of marine pollution responses with trained personnel, strategically placed equipment, and a mobilization plan | 80% by March 31, 2012 |
Appropriate response to ship-source marine pollution threats | Percentage of response action that meets incident response plan objectives | 100% by March 31, 2012 |
Integrated management is an ecosystem-based approach to support the sustainable development of Large Ocean Management Areas (LOMAs) in Canada's oceans. The Integrated Oceans Management program provides federal, provincial/territorial government authorities, Aboriginals, industry, and other ocean users with the tools and information to incorporate social, economic, and environmental considerations into decision-making.
The Department's scientific expertise supports the development of tools and provides guidance to inform management decisions, policies, positions on international ocean governance issues, relevant knowledge, and legal commitments.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 38.8 | 35.4 | 35.4 |
Human Resources (FTEs) | 338 | 328 | 328 |
Expected Result | Performance Indicator | Target |
---|---|---|
Ocean-related decisions consider Integrated Ocean Management Plan objectives | Percentage of permit processes that consider Integrated Oceans Management Plan objectives | 100% by March 31, 2017 |
Canadians are aware of, and understand, the impact their activities have on marine ecosystems | Percentage of survey respondents that indicate a high level of knowledge of the impacts of activities on marine ecosystems | 70% by March 31, 2017 |
FSDS Goal | Performance Indicator | Target |
---|---|---|
Goal 6: Ecosystem/Habitat Conservation and Protection Maintain productive and resilient ecosystems with the capacity to recover and adapt; and protect areas in ways that leave them unimpaired for present and future generations |
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Marine Ecosystems: Improve the conservation of ocean areas and marine ecosystems by 2012 (DFO has the lead) |
For more information, see DFO's Sustainable Development Strategy and the Federal Sustainable Development Strategy.
Integrated Oceans Management is delivered through two sub-activities as indicated in the Program Activity Architecture. Performance information for these sub-activities is available on the DFO website (http://www.dfo-mpo.gc.ca/rpp/2011-12/index-eng.htm).
Aquatic invasive species are a major threat to aquatic biodiversity, ecosystem health, and the fisheries and aquaculture industries that healthy and productive ecosystems sustain. The primary focus of this program activity is to prevent the introduction of new invasions through the identification of high-risk species, pathways of invasion, and risk management. Secondary objectives include the early detection of, and rapid response to, new invaders, and management of established and spreading invaders.
By reducing the risks to Canada's aquatic ecosystems, the Aquatic Invasive Species program plays a key role in conserving and protecting those ecosystems for current and future generations of Canadians.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 11.0 | 11.0 | 11.0 |
Human Resources (FTEs) | 65 | 65 | 65 |
Expected Result | Performance Indicator | Target |
---|---|---|
Introduction of aquatic invasive species is minimized and the impact of existing ones is remediated | Percentage completion of activities that support the implementation of Canada's Action Plan to Address the Threat of Aquatic Invasive Species | 100% of planned activities funded under Canada's Action Plan to Address the Threat of Aquatic Invasive Species are completed within specified timelines |
Research on pathways of invasion, methodologies to detect new invasions, risk assessments, and control measures | Scientific production by Fisheries and Oceans Canada as measured by percentage of DFO publications compared to Canadian totals in the field of aquatic invasive species | Maintain or improve 5-year average (2006-11) by March 31, 2012 |
FSDS Goal | Performance Indicator | Target |
---|---|---|
Goal 6: Ecosystem/Habitat Conservation and Protection Maintain productive and resilient ecosystems with the capacity to recover and adapt; and protect areas in ways that leave them unimpaired for present and future generations |
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Managing Threats to Ecosystems: Threats of new alien invasive species entering Canada are understood and reduced by 2015 (Environment Canada has the lead) |
For more information, see DFO's Sustainable Development Strategy and the Federal Sustainable Development Strategy.
This strategic outcome is about maintaining and improving maritime safety and security in Canada. To achieve this long-term benefit for Canadians, we provide the maritime infrastructure, information, products, and services necessary to ensure safe navigation and to protect life and property.
We measure our progress toward this strategic outcome in two ways:
For the current reporting period, our targets are 90% for safe or very safe ratings and less than 0.2% for shipping incidents[5] as a percentage of shipping movements.
DFO delivers the following eight program activities designed to ensure that Canada's waters are safe and secure:
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 688.8 | 675.6 | 603.8 |
Human Resources (FTEs) | 4,896 | 4,896 | 4,896 |
Expected Result | Performance Indicator | Target |
---|---|---|
Safe and Secure Waters | Percentage of Canadian public reporting that the marine transportation system in Canada is safe or very safe | 90% |
Percentage of Canadian and Foreign shipping incidents (e.g., collision, grounding, striking, and ice damage) relative to total Canadian and foreign shipping movements in Canadian waters | <0.2% |
This program activity, delivered by the Canadian Coast Guard, leads, delivers, and maintains preparedness for the maritime component of the federal search and rescue system. Search and Rescue Services carries out these tasks with the support of numerous stakeholders and partners, including the Canadian Coast Guard Auxiliary and Department of National Defence.
By increasing the chances of rescue for people caught in dangerous on-water situations, Search and Rescue Services benefits Canadians by contributing directly to the safety of Canadian waters.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 34.6 | 34.6 | 34.6 |
Human Resources (FTEs) | 124 | 124 | 124 |
Expected Result | Performance Indicator | Target |
---|---|---|
People at risk of loss of life or injury have access to assistance in the maritime environment | Percentage of lives saved relative to total reported lives at risk in the maritime environment | ≥90% by March 31, 2012 |
Canadian Coast Guard Auxiliary (CCGA) response is cost effective for the Canadian Coast Guard | Percentage of maritime SAR taskings accepted by CCGA relative to the total number of CCGA taskings | 75% by March 31, 2012 |
Search and Rescue Services is delivered through two sub-activities as indicated in the Program Activity Architecture. Performance information for these sub-activities is available on the DFO website (http://www.dfo-mpo.gc.ca/rpp/2011-12/index-eng.htm).
This program activity, delivered by Canadian Coast Guard, provides a number of communication services that contribute to the safety of life at sea, to the protection of the marine environment, and to safe and efficient navigation of shipping. The services include, among others, providing marine distress and general radio communications, screening vessels entering Canadian waters, regulating of vessel traffic and broadcasting maritime safety information.
The services delivered by this program activity are key factors in keeping Canadian waters both safe and secure.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 45.1 | 47.1 | 45.9 |
Human Resources (FTEs) | 447 | 447 | 447 |
Expected Result | Performance Indicator | Target |
---|---|---|
Vessels can transit Canadian waters safely | Percentage of total number of collisions, strikings, and groundings out of the total vessel movements within vessel traffic system (VTS) zones | <1% by March 31, 2012 |
Response to distress and safety communications | Percentage of calls responded to as per (CCG)'s published Levels of Service (LOS) | 100% by March 31, 2012 |
Vessel traffic and waterway information in vessel traffic services (VTS) zones | Percentage of vessel traffic and waterway information is provided to regulated vessels (in vessel traffic services zones) as per (CCG)'s published LOS | 100% by March 31, 2012 |
Requests for vessels to entRequests for vessels to enter Canadian waters are responded to | Percentage of offshore clearances granted or denied out of the total number of vessels requesting entrance to Canadian waters from sea | 100% by March 31, 2012 |
This program activity supports federal departments and agencies with responsibilities for maritime and national security. The Canadian Coast Guard provides value-added support to federal security and intelligence agencies and partners through the provision of maritime information, vessel tracking information, maritime expertise, and platforms to support federal departments and agencies as required.
CCG's role in Maritime Security, with respect to both its work with other federal departments and agencies and its role in the Marine Security Operations Centres, contributes to making Canadian waters more secure.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 10.1 | 7.5 | 7.5 |
Human Resources (FTEs) | 23 | 23 | 23 |
Expected Result | Performance Indicator | Target |
---|---|---|
Federal enforcement and intelligence communities have adequate support and information to enhance their awareness of vessel movements and respond to on-water incidents | Percentage availability of the DFO consolidated maritime picture versus advertised level of availability for clients | 99.7% by March 31, 2012 |
Vessel traffic information | Percentage availability of the Long Range Identification and Tracking (LRIT) system and the Automatic Identification System (AIS) | 99.7% by March 31, 2012 |
Fleet Operational Readiness provides safe, reliable, available and operationally capable fleet assets (vessels, helicopters, etc.) staffed with competent and professional crews ready to respond to the on-water and maritime-related requirements of the Government of Canada. This involves fleet management and operations, fleet maintenance and the procurement of fleet assets.
In supporting CCG programs and DFO programs in support of DFO's strategic outcomes, as well as other government departments in support of Government-wide objectives and priorities, this program activity makes significant contributions to the safety of Canadian waters.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 425.0 | 411.9 | 352.3 |
Human Resources (FTEs) | 2,817 | 2,817 | 2,817 |
Expected Result | Performance Indicator | Target |
---|---|---|
A fleet of modern vessels which meet the operational needs and requirements of the Government of Canada | The percentage of operational life remaining of the fleet of large vessels and the percentage of operational life remaining of the fleet of small vessels (excludes helicopters and small craft) | Between 40% and 60% for large and small vessels by March 31, 2021 |
Fleet Operational Readiness is delivered through three sub-activities as indicated in the Program Activity Architecture. Performance information for these sub-activities is available on the DFO website (http://www.dfo-mpo.gc.ca/rpp/2011-12/index-eng.htm).
This program activity ensures that CCG's non-fleet assets (aids to navigation, radio towers, etc.) are available, reliable, and capable of supporting the delivery of CCG programs. This is achieved through the provision of life-cycle investment planning, engineering, maintenance, and asset disposal services. The results of the Program contribute to achieving safe and secure waters for current and future generations.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 124.2 | 125.2 | 114.2 |
Human Resources (FTEs) | 853 | 853 | 853 |
Expected Result | Performance Indicator | Target |
---|---|---|
Shore-based assets are available to deliver CCG programs | Percentage of Service Level Agreements commitments met: Marine Communications and Traffic Services assets | 90% by March 31, 2012 |
Percentage of Service Level Agreements commitments met: Aids to Navigation assets | 90% by March 31, 2012 | |
Maintained shore-based assets | Percentage of change in condition rating compared to 2010-11 baseline rating | 3% increase over a 3-year period by March 31, 2014 |
The Canadian Coast Guard College trains the marine professionals needed to deliver programs in support of Coast Guard's mission and mandate in three key areas: marine safety, marine security, and environmental protection.
By training the Coast Guard professionals of tomorrow to work in marine safety and marine security, the Canadian Coast Guard College contributes to the long-term safety and security of Canadian waters.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 11.2 | 11.2 | 11.2 |
Human Resources (FTEs) | 252 | 252 | 252 |
Expected Result | Performance Indicator | Target |
---|---|---|
CCG has access to trained operational personnel in support of Coast Guard programs | Percentage of Officer Training Program graduates to approved trainee intake | 70% by March 31, 2012 |
Percentage of Marine Communications and Traffic Services Officer graduates to approved trainee intake | 90% by March 31, 2012 | |
Professional Development Courses (Marine Maintenance and Equipment Training, Environmental Response, Search and Rescue) | Percentage of professional development courses delivered vs professional development courses planned to be delivered | 100% by March 31, 2012 |
Training Programs (Marine Communications and Traffic Services Officers and Ships Officers) | Number of graduates of the Officer Training Program | 28 by March 31, 2012 |
Number of graduates of the Marine Communications and Traffic Services (MCTS) Officer Program | 19 by March 31, 2012 |
Hydrographic Products and Services contributes to safety on Canadian waterways by measuring, describing, and charting the physical features of Canada's oceans and navigable inland waters. The resulting data is used to produce up-to-date, accurate navigational products.
Use of these products by the commercial shipping industry, the recreational boating community, and the marine industry in general protects lives, property, and the marine environment.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 28.7 | 28.2 | 28.2 |
Human Resources (FTEs) | 287 | 287 | 287 |
Expected Result | Performance Indicator | Target |
---|---|---|
Users of Canada's waterways, and other interested parties, have the products and services they need for safe navigation, and other applications on Canada's waterways | Number of DFO navigational digital and paper products distributed | Maintain current unit distribution levels or achieve a net increase in products distributed by March 31, 2013 |
Hydrographic information on Canada's oceans and navigable waters | Average length of time to issue Notices to Mariners (NOTMAR) by the Canadian Hydrographic Service upon receiving source information | Release within 4 months by March 31, 2013 |
Percentage of planned chart production completed in high and medium risk areas | 40% for high risk charts based on 5-year cycle (2010-14); 70% for medium risk charts based on a 10-year cycle (2005-14) by March 31, 2013 |
This program activity involves monitoring key ocean parameters to better predict ocean conditions and undertaking research to understand how our changing oceans influence ecosystems and climate. The data that Ocean Forecasting gathers and manages is used to develop an array of prediction products, services, and information used in everyday navigation, search and rescue, at-sea operations such as offshore oil and gas, and strategies for adapting to the impacts of climate change.
The information on tides and water levels generated by this program activity plays a core role in keeping Canadians safe on land and at sea.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 9.8 | 9.8 | 9.8 |
Human Resources (FTEs) | 93 | 93 | 93 |
Expected Result | Performance Indicator | Target |
---|---|---|
Canadians have access to oceanographic data and ocean predictions to inform them on the physical and biochemical state of Canadian oceans | Yearly additions to physical oceanographic archives are distributed weekly to national and international sites | Maintain our level of service while dealing with a 10% growth in data volumes received, by March 31, 2013 |
Tidal and water level information for Canada's waterways | Percentage of time that tide and water-level gauges are functioning and transmitting data | 95% by March 31, 2013 |
Oceanographic physical and biochemical data received, processed and disseminated | Percentage of new data added to databases, compared to the volume of data received in the year | 80% by March 31, 2013 |
Percentage of requests for data fulfilled | Maintain or exceed previous years performance with allowable 2% variance by March 31, 2013 |
This program activity supports DFO's program needs and other corporate obligations. Internal Services provides support in three key areas: governance and management support, asset management services, and resource management services.
The support and services that Internal Services provides ensure that Government of Canada programs are delivered as efficiently and effectively as possible.
A detailed description of this program activity is available in the 2011-12 Main Estimates, on the Treasury Board Secretariat website.
2011–12 | 2012–13 | 2013–14 | |
---|---|---|---|
Financial Resources ($ millions) | 310.4 | 305.5 | 304.0 |
Human Resources (FTEs) | 1,933 | 1,928 | 1,928 |
Internal Services is delivered through three sub-activities, as indicated in the Program Activity Architecture. Additional information on these sub-activities is available on the DFO website (http://www.dfo-mpo.gc.ca/rpp/2011-12/index-eng.htm).
Future-oriented Condensed Statement of Operations For the Year (Ended March 31) |
% Change | Future-oriented 2011–12 |
Future-oriented 2010–11 |
---|---|---|---|
Expenses | 0.24% | 1,970,166 | 1,965,384 |
Revenues | 12.19% | 91,828 | 80,635 |
Net Cost of Operations | -0.34% | 1,878,338 | 1,884,749 |
Future-oriented Condensed Statement of Financial Position For the Year (Ended March 31) |
% Change | Future-oriented 2011–12 |
Future-oriented 2011–12 (Restated*) |
---|---|---|---|
Financial Assets | -6.27% | 331,914 | 352,721 |
Non-Financial Assets | 0.38% | 2,614,667 | 2,604,831 |
Total assets | -0.37% | 2,946,581 | 2,957,552 |
Liabilities | -2.77% | 654,580 | 672,689 |
Equity | 0.31% | 2,292,001 | 2,284,863 |
Total | -0.37% | 2,946,581 | 2,957,552 |
For more detailed information, see DFO's Future-oriented Financial Statements on the DFO website (http://www.dfo-mpo.gc.ca/rpp/2011-12/fin-eng.htm).
The following tables are available on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/rpp/2011-2012/info/info-eng.asp):
Fisheries and Oceans Canada is committed to providing more specific information on how the Department supports sustainable development and contributes to the Federal Sustainable Development Strategy (FSDS).
DFO also commits to making environmental decision-making more transparent and to ensuring that the Government's environmental goals are taken into account when pursuing social and economic goals. The Department will review and update its processes and supporting tools for Strategic Environmental Assessments (SEAs) to align with FSDS and the recently revised guidelines under the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals. To support this work, DFO is working with other federal departments under the leadership of the Canadian Environmental Assessment Agency (CEAA) to strengthen the application of SEA and improve reporting on summary information regarding the results of SEAs.
For complete details on the Federal Sustainable Development Strategy, visit http://www.ec.gc.ca/dd-sd/default.asp?lang=En&n=E19EE696-1.
Information on federal Strategic Environmental Assessment can be found on the Canadian Environmental Assessment Agency website (http://www.ceaa.gc.ca/default.asp?lang=En&n=A4C57835-1).
Crown Corporation | |
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Freshwater Fish Marketing Corporation | http://www.freshwaterfish.com/ |
Government of Canada | |
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2011-12 Main Estimates | http://www.tbs-sct.gc.ca/est-pre/20112012/me-bpd/toc-tdm-eng.asp |
Canadian Environmental Assessment Agency | http://www.ceaa.gc.ca/default.asp?lang=En&n=A4C57835-1 |
Canadian Shellfish Sanitation Program | http://www.inspection.gc.ca/english/fssa/fispoi/csspccsme.shtml |
Federal Sustainable Development Strategy | http://www.ec.gc.ca/dd-sd/default.asp?lang=En&n=E19EE696-1 |
Government of Canada Outcome Areas | http://www.tbs-sct.gc.ca/ppg-cpr/frame-cadre-eng.aspx |
Report of the Standing Committee on Fisheries and Oceans | http://www2.parl.gc.ca/HousePublications/Publication.aspx?DocId=4308453&Language=E&Mode=1&Parl=40&Ses=2 |
Supplementary Table Greening Government Operations | http://www.tbs-sct.gc.ca/rpp/2011-2012/info/info-eng.asp |
Supplementary Tables | http://www.tbs-sct.gc.ca/rpp/2011-2012/info/info-eng.asp |
Fisheries and Oceans Canada
Communications Branch
200 Kent Street
13th Floor, Station 13E228
Ottawa, Ontario
K1A 0E6
Telephone: 613-993-0999
Facsimile: 613-990-1866
TTY: 1-800-465-7735
Email: info@dfo-mpo.gc.ca
[Footnotes]
[1] Each program activity is linked to a single Government of Canada outcome area, permitting whole-of-government reporting. For more information, see http://www.tbs-sct.gc.ca/ppg-cpr/frame-cadre-eng.aspx.
[2] Maritime sectors and fisheries refers to industries in the North American Industry Classification System. We are in the process of specifying which industries to include in our target.
[3] The scientific order Cetacea includes whales, dolphins, and porpoises.
[4] Secure refers to one of the status ranks in Wild Species 2005, available at http://www.wildspecies.ca/wildspecies2005/index.cfm?lang=e.
[5] Shipping incidents include collisions, groundings, strikings, and ice damage.
[6] NAVAREAs are geographical sea areas established by the International Maritime Organization (IMO) to co-ordinate the transmission of navigational warnings to mariners