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Minister’s Message

It is my distinct pleasure to present the 2012-2013 Report on Plans and Priorities.

I would like to begin by extending my heartfelt best wishes to the Canadian Coast Guard as it celebrates its Golden Jubilee in 2012. For the past 50 years this important national institution has been a symbol of service and safety to Canadians. Congratulations on achieving this significant milestone.

Over the past year, Fisheries and Oceans Canada has taken advantage of opportunities to improve many of our programs, services and business practices, always with a focus on efficiency and value to Canadians.

In the coming year, we will continue moving along this path to transformation. We are already making steady progress in reforming our program and policy approaches in key areas such as fisheries management, habitat and science renewal. We will also continue to equip the Canadian Coast Guard with the vessels it needs to carry out critical work in support of Canada's commercial fishing industry, maritime transportation, Northern communities and national sovereignty agenda.

Specifically, Fisheries and Oceans Canada has established the following priorities for 2012-13:

• Renewing Canadian Coast Guard Capacity and Assets;
• Advancing Management and Operational Excellence;
• Reviewing Habitat Policy and Program; and
• Improving Fisheries Management.

The following report outlines these organizational priorities in support of our Department's mandated three strategic outcomes:

• Economically prosperous maritime sectors and fisheries;
• Sustainable aquatic ecosystems; and
• Safe and secure waters.

Fisheries and Oceans Canada's transformation will improve how the Department operates, where we deploy resources and how we manage our science and regulatory duties. I am confident that the cumulative effects of these change initiatives over the long-term will be positive, helping to improve the quality, relevance and effectiveness of the Department's programs and services.

Section I: Organizational Overview

Raison d’être

Fisheries and Oceans Canada supports strong economic growth in our marine and fisheries sectors and contributes to a prosperous economy through global commerce by supporting exports and advancing safe maritime trade. The Department supports the innovation needed for a knowledge-based economy through research in expanding sectors such as aquaculture and biotechnology. The Department contributes to a clean and healthy environment and sustainable aquatic ecosystems for Canadians through habitat protection, oceans management, and ecosystems research. A safe and secure Canada relies on the maritime security, safe navigation, presence on our waters, and effective search and rescue services that the Canadian Coast Guard provides.

Responsibilities

The Department's work is guided by three key pieces of legislation:

• The Oceans Act entrusts the Minister with leading integrated oceans management and providing coast guard and hydrographic services.
• The Fisheries Act gives the Minister responsibility for the management of fisheries, habitat, and aquaculture.
• The Species at Risk Act gives the Minister responsibilities associated with the management of aquatic species at risk.

The Canadian Coast Guard, a Special Operating Agency within Fisheries and Oceans Canada, is responsible for services and programs that contribute to all three of the Department's strategic outcomes while also contributing significantly to the safety, security, and accessibility of Canada's waterways. The Canadian Coast Guard also supports other government organizations by providing a civilian fleet and a broadly distributed shore-based infrastructure.

Organization

Fisheries and Oceans Canada has a presence across Canada with the majority of employees (about 85%) working outside national headquarters in one of the Department's six regions. National objectives, policies, procedures, and standards for the Department and the Canadian Coast Guard 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 Fisheries and Oceans Canada's regions and the Canadian Coast Guard is available at http://www.dfo-mpo.gc.ca/rpp/2012-13/index-eng.htm. A diagram of the Department's organizational structure is available at http://www.dfo-mpo.gc.ca/us-nous/organisation-eng.htm.

Program Activity Architecture

The Government of Canada's Management, Resources and Results Structure¹ 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 is part of the Management, Resources and Results Structure. Fisheries and Oceans Canada's Program Activity Architecture shows how its programs align with the Department's three strategic outcomes. A stand alone program activity called Internal Services defines activities and resources that support the organization's program needs and other corporate obligations.

Note: As a result of a Strategic Review decision, this program activity will not be funded after the 2011-12 fiscal year.

[Program Activity Architecture]

Organizational Priorities

Strategic Context

Fisheries and Oceans Canada sets its strategic direction and makes policy and program decisions based on Government of Canada priorities, its domestic and global operating environment, human and financial resource capacity, and existing or emerging corporate risks. The Department systematically identifies and manages the risks and challenges in its environment. Fisheries and Oceans Canada also pursues opportunities that will better enable it to deliver programs to support economically prosperous maritime sectors and fisheries, sustainable aquatic ecosystems, and safe and secure waters.

Fisheries and Oceans Canada took these considerations into account when it established the following priorities for 2012-13:

• Renewing Canadian Coast Guard Capacity and Assets;
• Advancing Management and Operational Excellence;
• Reviewing Habitat Policy and Program; and
• Improving Fisheries Management.

The tables below describe, for each of the four priorities, why the priority is important and how the Department is planning to meet the priority. The tables also indicate which program activities (PAs) have initiatives supporting these plans. Further details on how the program activities will deliver the plans are described under Planning Highlights for the relevant PA in Section II. Links to these details are provided below.

Renewing Canadian Coast Guard Capacity and Assets Contributing to … • All Strategic Outcomes

Ongoing

Why is this a priority? Coast Guard must have the level of preparedness, readiness, and response capacity needed to meet current and emerging requirements on Canada's three coasts and strategic freshwater locations. For example, 78% of Canadian Coast Guard large vessels exceed their operational life and 97% require significant refurbishment or repair. This increases the risk of the fleet experiencing breakdowns, compromising at-sea activities. Plans for meeting this priority Fleet and Asset Renewal: Advance fleet and other asset renewal strategies (PA 3.4 Fleet Operational Readiness, PA 3.5 Shore-based Asset Readiness). Oil-Spill Preparedness: Respond to the audit recommendations of the Commissioner of the Environment and Sustainable Development and an internal audit conducted by Fisheries and Oceans Canada (PA 2.5 Environmental Response Services).

Advancing Management and Operational Excellence Contributing to … • All Strategic Outcomes

Previously committed to

Why is this a priority? To be effective, organizations must always be advancing management and operational excellence. The Department must ensure that corporate functions are aligned with and supportive of the Department's transformational agenda. This includes ensuring that appropriate investments are being made in human resources, information management and technology services, and real property. Plans for meeting this priority Cultural Transformation of Corporate Functions: Continue the cultural transformation of corporate functions into results-based, service-oriented strategic functions and make decisions based on performance measurement and risk (Internal Services). Strengthen Financial Management: Strengthen internal control and financial systems to generate timely and accurate information that supports decision-making and reinforces the underpinnings of financial management (Internal Services). Strengthen Risk Management: Review risk profiles to ensure that mitigation measures are in place for mission critical risks (Internal Services). Strengthen Real Property Management: Finalize a strategy for real property that responds to the recommendations of the real property audit and Management Accountability Framework assessments and helps rationalize and optimize the asset portfolio the Department requires (Internal Services). Implement Values and Ethics Code: Implement the Fisheries and Oceans Canada Values and Ethics Code to ensure a solid foundation and shared values to support employees during times of transformational change (Internal Services).

Reviewing Habitat Policy and Program Contributing to … • Sustainable Aquatic Ecosystems	New
Why is this a priority? Fisheries and Oceans Canada fish habitat protection policies and programs need to be changed so that they are more focused on the protection and conservation of Canada's fisheries. Plans for meeting this priority Policy Update: Update guidelines, tools, and the 1986 Habitat Policy (PA 2.2 Habitat Management).

Improving Fisheries Management Contributing to … • Economically Prosperous Maritime Sectors and Fisheries • Sustainable Aquatic Ecosystems

Ongoing

Why is this a priority? To ensure that fisheries are able to compete in the global marketplace, Canada needs to modernize fisheries management practices to create a modern, competitive, and sustainable fishing industry that operates on the basis of sound business principles and market orientation. Plans for meeting this priority Stable Fisheries Resource Management: Establish an operating environment for fisheries management that is characterized by stability, predictability, and transparency (PA 1.2 Fisheries Strategies and Governance, PA 1.4 Sustainable Aquaculture Program, PA 2.1 Compliance and Enforcement). Enabling Resource Management Policies: Review, as appropriate, resource management policies, with a view to encourage more entrepreneurship, investment, and business-oriented practices (PA 1.2 Fisheries Strategies and Governance, PA 1.4 Sustainable Aquaculture Program). Sustainable Harvesting Practices: Strengthen the rules that support environmentally sustainable harvesting and aquaculture practices to ensure fisheries are sustainable for current and future needs (PA 1.1 Integrated Fisheries Resource Management, PA 1.2 Fisheries Strategies and Governance, PA 1.4 Sustainable Aquaculture Program, PA 1.7 Biotechnology and Genomics, PA 1.8 International Engagement). Rationalized Infrastructure: Align assets (e.g., networks of small craft harbours) and departmental resources on the basis of value added and risk assessment (PA 1.10 Small Craft Harbours). Policy Framework for Aboriginal Fisheries: Develop a policy framework to manage Aboriginal fisheries (PA 1.3 Aboriginal Strategies and Governance).

Risk Analysis

Fisheries and Oceans Canada's operating environment, including the challenges and risks it faces, directly influence the shaping of organizational priorities and supporting initiatives, as well as the strategies that will be used to deliver on them.

The Department's mandate is broad. It develops and implements policies and programs in support of Canada's economic, scientific, and ecological interests in oceans and fresh waters. The Canadian Coast Guard plays a key role in the maritime economy, contributing to the safe navigation of marine transportation and providing maritime services such as search and rescue, environmental response, and icebreaking. Evolving policy and program approaches in key areas such as fisheries management, fish habitat, science renewal, and the Canadian Coast Guard services is necessary to respond to the rapidly changing environment within which Fisheries and Oceans operates.

Proper protection and management of the fisheries is important to their sustainability and to the, competitiveness and profitability of the industry. Fisheries management must respond to the changing dimensions of Canada's fisheries by establishing clear, predictable rules that allow fishing stakeholders to make rational business decisions. As well, the Canadian aquaculture sector is growing quickly. Given the limited potential to sustainably increase catches from wild fisheries, aquaculture will fill the growing demand for fish and seafood.

Managing the fisheries requires sound stewardship and protection of aquatic habitats. The Department, through its role in protecting fish and fish habitats has an important role in assessing environmental protection considerations associated with economic development. The Department must be responsive, with timely, consistently applied national policies and programs for habitat management.

In addition, fisheries markets are globalizing. Competing effectively in these markets requires understanding changing dimensions of global demand and consumer preferences, as well as responding to demands for sustainable harvesting practices, the ability to trace the origin of seafood products, and the ability to label them as environmentally friendly and from sustainable sources.

With three oceans under its purview, the Department's overarching oceans agenda — scientific research, policy development, and departmental programs — must be strong and forward looking. This requires the Department taking into account domestic and global trends in fisheries and marine industries, including offshore oil and gas, marine shipping, climate change, recreational boating, and tourism. The Department must work with these industries to develop and enhance partnerships that are of mutual benefit.

Maritime transportation continues to evolve and traffic is increasing and becoming more diverse. Technology is changing marine navigation and communication, rendering some systems obsolete while requiring investments to acquire new capabilities. Maritime safety and security demands are also changing. Navigable waters are expanding with new sea routes emerging in Canada's remote regions requiring marine physical infrastructure and services including ecosystem science knowledge to understand and protect environments and their living resources. Demands for efficiency, flexibility, and responsiveness necessitate ongoing modernization and improvement of the Canadian Coast Guard's fleet and services. In this context, Fisheries and Oceans Canada will require the right mix of modern and efficient vessels, robust support facilities and services, sound science advice, as well as a well-trained and adaptable workforce.

Changes in Canada's North – increased traffic, resource developments, emerging fisheries, and the need for infrastructure – also have implications for the Department. The complexity, uncertainty, and high cost of operating in this part of the country creates significant and unique pressures for delivering services and support, primarily in the areas of marine safety, sovereignty, science, environmental response to protect ecosystems, and the aquatic environment. This requires a physical infrastructure and services suitable for managing northern operations cost-effectively.

In addition to responding to changes in the external operating environment, the Department must also respond to the current environment of fiscal constraints. The Department has been reassessing how it conducts its business, provides services, and delivers on its programs to meet client and stakeholder needs.

The Department is at a watershed moment where the broader operating environment, taken together with the fiscal reality, has created unique challenges and opportunities. As an evolving organization, the Department has embarked on an agenda of change and transformation, intended to respond to these challenges and opportunities, while also managing the risks facing the Department.

Key Corporate Risks and Risk Management Strategies

Fisheries and Oceans Canada's senior management meets semi-annually to review, the corporate risks, and considers management of these risks at each stage of the planning, review and reporting cycles.

There is now an established corporate risk profiling cycle which is well integrated with the planning process. The Department's Corporate Risk Profile will be maintained and updated in the spring of each year and when significant triggers warrant major changes. As such, it has become an evergreen management tool for use by departmental staff.

Senior management identified the organization's most mission critical risks. This allows the Department to focus on risks that may have the greatest impact on our strategic outcomes and organizational priorities. The five mission critical corporate risks for the Department detailed in the following table take into account both the internal and external environments. A new risk related to Human Capital was identified in November of 2011 to reflect the possible cumulative impact of the anticipated changes associated with the Department's transformational agenda. (The Hazard and Crisis-Type risk highlighted in the 2011-12 Report on Plans and Priorities is no longer in the Corporate Risk Profile. It is being managed through other processes).

Action plans to address all five risks are being developed to manage them to an acceptable level. Each corporate risk is linked to Departmental strategic outcomes and organizational priorities, and could have an impact on their successful delivery, if not managed.

Corporate Risk Statement	Linked to Strategic Outcomes	Linked to Organizational Priorities	Action Plans to Manage Risk to Acceptable Levels
Financial Capacity
As a result of increasing operational costs, fiscal restraints, increasing stakeholder expectations, and the complexity of reducing the Departmental footprint, there is a risk that sufficient resources may not be available to maintain appropriate service levels for internal and external client groups.	Economically Prosperous Maritime Sectors and Fisheries Sustainable Aquatic Ecosystems Safe and Secure Waters	Improving fisheries management Reviewing habitat policy and program Renewing Canadian Coast Guard capacity and assets Advancing management and operational excellence	• Implement rigorous forecasting, budgeting, and internal controls • Determine funding strategies and options such as partnering, tapping into external funds, or central agency resources • Develop the framework for Shore-based Asset Renewal • Analyze and review programs to reduce the Departmental footprint related to Real Property
Communications and Reputation
As a result of the Department's new policy direction, the inherent complexity of communicating with a diverse client base, and conflicting external stakeholder expectations and interests, the Department may not be able to adequately maintain public trust and confidence, and subsequently it reputation.	Economically Prosperous Maritime Sectors and Fisheries Sustainable Aquatic Ecosystems Safe and Secure Waters	Improving fisheries management Reviewing habitat policy and program Renewing Canadian Coast Guard capacity and assets Advancing management and operational excellence	• Create a communications strategy to support external communications of the Department's new policy direction • Simplify and streamline policies linked to Cabinet confidence documentation • Create accessible tools and products to enable the Department to communicate coherently, consistently, and clearly to stakeholders
Human Capital
As a result of a dynamic change agenda in 2012–13, there is a risk that the Department's workforce may not have the capacity to successfully absorb and implement transformational changes. As a result of the Department's new policy direction and the inherent complexity of communicating within a large, diverse, and geographically dispersed organisation, there is a risk that the Department may not be able to adequately maintain confidence and subsequently its reputation internally.	Economically Prosperous Maritime Sectors and Fisheries Sustainable Aquatic Ecosystems Safe and Secure Waters	Advancing management and operational excellence	• Create an internal communications strategy to support internal communications of the Department's new policy direction • Create accessible tools and products to enable the Department to communicate coherently, consistently, and clearly to employees • Implementation of the Fisheries and Oceans Canada Values and Ethics Code, Values and Ethics Code for the Public Sector, and Policies on Conflict of Interest and Post-Employment • Conflict resolution advisors to continue to offer workshops on preventing and managing conflict including a specific workshop on Managing Conflict in Times of Transition
Physical Infrastructure
As a result of an unsustainable asset base of ageing infrastructure in an environment of increasing fiscal restraint and the complexity of reducing the Departmental footprint, there is a risk that the Department may not be able to align or maintain its infrastructure and assets at an adequate level to ensure the safety, security of staff and stakeholders, and the delivery of core services and programs Physical Infrastructure includes: Fleet Assets, Small Craft Harbours, Real Property, Information Technology Assets, Equipment, and Other Moveable Assets	Economically Prosperous Maritime Sectors and Fisheries Sustainable Aquatic Ecosystems Safe and Secure Waters	Improving fisheries management Reviewing habitat policy and program Renewing Canadian Coast Guard capacity and assets	• Advance approved vessel acquisitions • Update Canadian Coast Guard long-term Fleet Renewal Plan • Develop the framework for Shore-based Asset Renewal • Reduce physical infrastructure footprint for Small Craft Harbours • Accelerate Divestiture of Non-Core Harbours Program • Repair & maintain core commercial fishing harbours • Review real property infrastructure requirements to ensure footprint is appropriate to support programs
Legal and Compliance
As a result of how Fisheries and Oceans Canada sets its priorities and policies and delivers its programs, there is a risk that: 1) the Department's regulatory and operational decisions may be challenged in court, resulting in financial liability or limits or changes to our authority, policy, or regulatory tools, and 2) some stakeholders may seek to use the courts to alter Departmental priorities or program delivery.	Economically Prosperous Maritime Sectors and Fisheries Sustainable Aquatic Ecosystems Safe and Secure Waters	Improving fisheries management Reviewing habitat policy and program Renewing Canadian Coast Guard capacity and assets	• Co-ordinate and manage the cross cutting Litigation Prevention and Mitigation Sub-Committee • Legal Risk Management Committee: Establish ad hoc working groups to address priority legal risks; Recommend risk management tools to prioritize and resolve risk questions; and Communicate decisions across the Department • Participate in the Inter-Departmental Advisory Committee on Legal Risk Management

Planning Summary by Strategic Outcome

Financial and Human Resources for 2012-15

	2012–13	2013–14	2014–15
Financial Resources ($ millions)	1,665.8	1,524.9	1,498.5
Human Resources – Full-Time Equivalents (FTEs)	10,847	10,674	10,620

Summary of Departmental Spending

Strategic Outcome 1: Economically Prosperous Maritime Sectors and Fisheries

Performance Indicators	Targets
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 by March 31, 2013
Dollar value of net fishing income of self-employed fish harvesters	Average value 2004-08 by March 31, 2013
Dollar value of Canada's exports of fish and seafood products	2009 value based on specific North American Industry Classification System industries included by March 31, 2013

($ millions)

Program Activity	Alignment to Government of Canada Outcome Area2	Forecast Spending 2011-12	Planned Spending
			2012-13	2013-14	2014-15
1.1 Integrated Fisheries Resource Management	Strong Economic Growth	148.0	111.6	103.1	97.5
1.2 Fisheries Strategies and Governance	Strong Economic Growth	47.0	43.9	42.6	41.9
1.3 Aboriginal Strategies and Governance	Strong Economic Growth	106.6	57.1	57.0	55.2
1.4 Sustainable Aquaculture Program	Strong Economic Growth	41.5	37.0	21.8	20.3
1.5 Salmonid Enhancement Program	Strong Economic Growth	31.1	30.0	30.0	30.0
1.6 Aquatic Animal Health	An Innovative and Knowledge-Based Economy	6.0	5.9	5.9	5.9
1.7 Biotechnology and Genomics	An Innovative and Knowledge-Based Economy	3.9	3.7	3.7	3.0
1.8 International Engagement	A Prosperous Canada Through Global Commerce	16.0	15.4	15.2	15.2
1.9 Marine Navigation	Strong Economic Growth	48.8	42.9	41.5	41.5
1.10 Small Craft Harbours	Strong Economic Growth	170.0	106.8	92.9	92.8
1.11 Territorial Delineation	An Innovative and Knowledge-Based Economy	5.4	2.1	0.7	0.3
Total		624.4	456.5	414.2	403.5

Note: Because of rounding, figures may not add to the totals shown.

Strategic Outcome 2: Sustainable Aquatic Ecosystems

Performance Indicators	Targets
Percentage of all known aquatic species that are rated secure	Greater than or equal to 2010 base year by March 31, 2015
Consolidated Index of Aquatic Ecosystem Health assessing population status, trophic structure, and species richness	Greater than or equal to 2012 base year by March 31, 2013

($ millions)

Program Activity	Alignment to Government of Canada Outcome Area	Forecast Spending 2011-12	Planned Spending
			2012-13	2013-14	2014-15
2.1 Compliance and Enforcement	A Clean and Healthy Environment	114.6	108.4	108.8	108.8
2.2 Habitat Management	A Clean and Healthy Environment	69.0	58.7	55.5	55.5
2.3 Aboriginal Inland Habitat Program*	A Clean and Healthy Environment	2.1	—	—	—
2.4 Species at Risk Management	A Clean and Healthy Environment	27.8	17.2	16.9	16.9
2.5 Environmental Response Services	A Clean and Healthy Environment	12.1	10.6	10.6	10.6
2.6 Oceans Management	A Clean and Healthy Environment	39.8	32.3	30.4	30.4
2.7 Aquatic Invasive Species	An Innovative and Knowledge-Based Economy	11.2	11.0	11.0	11.0
Total		276.5	238.3	233.3	233.2

Note: Because of rounding, figures may not add to the totals shown.
* As a result of a Strategic Review decision, the Aboriginal Inland Habitat program activity will no longert be funded as of the 2012-13 fiscal year.

Strategic Outcome 3: Safe and Secure Waters

Performance Indicators	Target
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	Less than 0.2% by March 31, 2013

($ millions)

Program Activity	Alignment to Government of Canada Outcome Area	Forecast Spending 2011-12	Planned Spending
			2012-13	2013-14	2014-15
3.1 Search and Rescue Services	A Safe and Secure Canada	35.2	35.0	34.0	34.0
3.2 Marine Communications and Traffic Services	A Safe and Secure Canada	46.3	47.4	44.1	42.7
3.3 Maritime Security	A Safe and Secure Canada	12.8	9.5	9.5	9.5
3.4 Fleet Operational Readiness	A Safe and Secure Canada	465.2	417.8	352.3	339.4
3.5 Shore-based Asset Readiness	A Safe and Secure Canada	134.7	113.2	111.2	110.2
3.6 Canadian Coast Guard College	A Safe and Secure Canada	12.3	10.9	10.9	10.9
3.7 Hydrographic Products and Services	An Innovative and Knowledge-Based Economy	31.2	26.9	26.4	26.1
3.8 Ocean Forecasting	An Innovative and Knowledge-Based Economy	12.1	14.3	12.8	12.0
Total		750.0	675.2	601.3	584.8

Note: Because of rounding, figures may not add to the totals shown.

($ millions)

Strategic Outcome	Forecast Spending 2011-12	Planned Spending
		2012-13	2013-14	2014-15
1. Economically Prosperous Maritime Sectors and Fisheries	624.4	456.5	414.2	403.5
2. Sustainable Aquatic Ecosystems	276.5	238.3	233.3	233.2
3. Safe and Secure Waters	750.0	675.2	601.3	584.8
Internal Services	361.6	295.9	276.1	277.0
Total Departmental Spending	2,012.4	1,665.8	1,524.9	1,498.5

Note: Because of rounding, figures may not add to the totals shown.

Contribution to the Federal Sustainable Development Strategy

The Federal Sustainable Development Strategy outlines the Government of Canada's commitment to improving the transparency of environmental decision-making by articulating its key strategic environmental goals and targets. Fisheries and Oceans Canada ensures that consideration of these outcomes is an integral part of its decision-making processes. In particular, through the federal Strategic Environmental Assessment process, new policy, plan, and program initiatives include an analysis of their impact on attaining the goals and targets of the Federal Sustainable Development Strategy. The results of Strategic Environmental Assessments are made public when an initiative is announced, demonstrating the Department's commitment to achieving the Strategy's goals and targets.

Fisheries and Oceans Canada contributes to Theme III - Protecting Nature and Theme IV - Shrinking the Environmental Footprint – Beginning with Government as denoted by the icons below.

Activities led by Fisheries and Oceans Canada in support of Theme III are outlined in Section II of this report under the following program activities:

1.1 Integrated Fisheries Resource Management;

1.4 Sustainable Aquaculture Program; and

2.6 Oceans Management.

Under Theme IV, Fisheries and Oceans Canada contributes to government-wide targets for the greening of government operations. This work falls under the Internal Services program activity.

For additional details on Fisheries and Oceans Canada's contribution to the Federal Sustainable Development Strategy, please see Section II of this report and the Departmental Sustainable Development Strategy 2012-13 website at http://www.dfo-mpo.gc.ca/sds-sdd/2012-2013/index-eng.html. For complete details on the Federal Sustainable Development Strategy, please see http://www.ec.gc.ca/dd-sd/.

Expenditure Profile

Financial and Human Resources for 2012-15

	2012–13	2013–14	2014–15
Financial Resources ($ millions)	1,665.8	1,524.9	1,498.5
Human Resources – Full-Time Equivalents (FTEs)	10,847	10,674	10,620

Departmental Spending Trend

[text version]

The departmental spending trend presented above represents actual, forecast, and planned spending for the fiscal years indicated. Differences between 2011-12 forecast spending and 2012-13 through 2014-15 planned spending can be accounted for by spending related to supplementary estimates, operating and capital budget carry forwards, collective bargaining, and reimbursement for maternity and severance, which are not known at this time and therefore are not included in planned spending figures for 2012-13 through 2014-15. In addition, 2011-12 forecast spending includes sunset funding that will not be available in future years.

Estimates by Vote

Estimates by vote are presented in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).

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