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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: Organizational Overview
Section II: Analysis of Program Activities by Strategic Outcome
Section III: Supplementary Information
Section IV: Other Items of Interest
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:
The following report outlines these organizational priorities in support of our Department's mandated three strategic outcomes:
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.
The Honourable Keith Ashfield, P.C., M.P.
Minister of Fisheries and Oceans
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.
Our Mission
Through sound science, forward-looking policy, and operational and service excellence, Fisheries and Oceans Canada employees work collaboratively toward the following strategic outcomes:
The Department's work is guided by three key pieces of legislation:
Our Vision
To advance sustainable aquatic ecosystems and support safe and secure Canadian waters while fostering economic prosperity across maritime sectors and fisheries.
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.
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.
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]
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:
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 AssetsContributing to …• All Strategic Outcomes |
Ongoing |
---|---|
Why is this a priority?
Plans for meeting this priority
|
Advancing Management and Operational ExcellenceContributing to …• All Strategic Outcomes |
Previously committed to |
---|---|
Why is this a priority?
Plans for meeting this priority
|
Reviewing Habitat Policy and ProgramContributing to …• Sustainable Aquatic Ecosystems |
New |
---|---|
Why is this a priority?
Plans for meeting this priority
|
Improving Fisheries ManagementContributing to …• Economically Prosperous Maritime Sectors and Fisheries • Sustainable Aquatic Ecosystems |
Ongoing |
---|---|
Why is this a priority?
Plans for meeting this priority
|
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.
Cohen Commission of Inquiry
Since the Cohen Commission of Inquiry into the Decline of Sockeye Salmon in the Fraser River was announced in November 2009, Fisheries and Oceans Canada has been working diligently to provide full and meaningful support to the Commission. The Commission's interim report, released on October 29, 2010, acknowledged the Department's ongoing efforts and the exceptional resources committed in support of the Commission's mandate. Fisheries and Oceans Canada looks forward to receiving the Commissioner's final report and recommendations in June 2012.
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 |
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 |
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 |
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 |
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 |
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 |
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 |
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 |
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 |
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/.
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 |
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 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).
This strategic outcome focuses on two long-term, enduring benefits for Canadians:
Progress toward this strategic outcome is measured by comparing the dollar value of Gross Domestic Product for the maritime sectors and fisheries against a target (see Section I – Planning Summary by Strategic Outcome).
The total value of Canada's fisheries sector – commercial fishing, aquaculture, and recreational fishing – is approximately $8 billion. Sustainable and economically prosperous fisheries require stability, transparency, predictability in fisheries management, and sound science advice. Fisheries and Oceans Canada is moving toward new policies, tools and mechanisms to support a more resilient, self-sufficient, and business-oriented fisheries sector. This includes multi-year fisheries management plans, a responsive national licensing regime, and policies to support sustainable aquaculture development. Collectively such efforts help to support the economic viability of the industry. Continuing to secure market access, dismantling non-tariff barriers to trade, and ensuring a level playing field for Canadian firms in Canada and abroad are other important aspects of the role the Department plays in supporting Canada's fisheries.
The fisheries and aquaculture are not the only users of the oceans. Other activities, such as offshore oil and gas, marine shipping, tourism, and other forms of ocean technologies, are key contributors to Canada's marine economy. While the total value of Canada's oceans activities is currently valued at more than $28 billion, there remains unrealized potential with growing industries such as offshore oil and gas, marine transportation, aquaculture, eco-tourism, and new frontiers for discovery such as marine biology. The Department will continue its multi-user, integrated oceans management planning and scientific ecosystem approach to promote the development of this diversified sector.
There are eleven program activities associated with the strategic outcome Economically Prosperous Maritime Sectors and Fisheries:
1.1 Integrated Fisheries Resource Management
1.2 Fisheries Strategies and Governance
1.3 Aboriginal Strategies and Governance
1.4 Sustainable Aquaculture Program
1.5 Salmonid Enhancement Program
1.6 Aquatic Animal Health
1.7 Biotechnology and Genomics
1.8 International Engagement
1.9 Marine Navigation
1.10 Small Craft Harbours
1.11 Territorial Delineation
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 456.5 | 414.5 | 403.5 |
Human Resources (FTEs) | 2,180 | 2,057 | 2,051 |
The role of Integrated Fisheries Resource Management is to deliver policies, programs, and plans to manage, protect, and conserve fisheries resources (i.e., Integrated Fisheries Management Plans, Conservation and Harvesting Plans, Rebuilding Plans, Recovery Strategies, and Action Plans). These activities are carried out under the authority of the Fisheries Act, the Species at Risk Act, and related regulations and in consultation with Aboriginal groups, provinces, territories, and industry.
The Program is necessary to ensure sustainability and provide for the allocation and distribution of harvestable resources among those dependent on the resource (Aboriginal, aquaculture for seed, spat and broodstock, commercial and recreational fish harvesters). The Program, informed by the scientific assessment of the status of fish, invertebrates, and marine mammals, works to provide Canadians with a sustainable fishery resource that provides for an economically viable and diverse industry.
Fisheries and Oceans Canada's Policy Sector, other directorates within the Ecosystem and Fisheries Management Sector, and the Department's scientific expertise, supported by Canadian Coast Guard vessels, are integral contributors to the delivery of this Program. Components of the Program are also coordinated with Environment Canada, the Canadian Food Inspection Agency, Health Canada, Aboriginal Affairs and Northern Development Canada, and provincial, territorial, and municipal governments.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 111.6 | 103.1 | 97.5 |
Human Resources (FTEs) | 855 | 792 | 787 |
Expected Results | Performance Indicators | Targets |
---|---|---|
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, quotae*) | 85% by March 31, 2013 |
Commercial fishing industry is economically valuable | Landed value of the commercial fishery** | $1.6 billion (2009 value) by March 31, 2013 |
Recreational fishing is an economically valuable use of fishery resources | Value of the recreational fishery | $7.5 billion by March 31, 2017 |
Initiatives Supporting Plans to Meet Organizational Priorities
Priority: Improving Fisheries Management
Sustainable Harvesting Practices
Other Program Activity Initiatives
Canadian Shellfish Sanitation Program
Continue the redesign of the Canadian Shellfish Sanitation Program3. In particular:
E-Access: Access Key
Respond to Evaluations and Audits
FSDS Goal | Performance Indicator | Target |
---|---|---|
Goal 7: Biological Resources: Sustainable production and consumption of biological resources are within ecosystem limits | Percentage of major fish stocks where the harvest rate or level is at or below approved levels | Sustainable fisheries: Improve the management and conservation of major stocks (Fisheries and Oceans Canada has the lead) |
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 Fisheries and Oceans Canada website (http://www.dfo-mpo.gc.ca/rpp/2012-13/index-eng.htm).
This Program leads the coordination, elaboration, and implementation of plans, policies, tools, and mechanisms necessary, as determined through stakeholder engagement processes and policy reviews, to support a robust and diverse fisheries sector that is competitive, prosperous, and sustainable. This work is done in collaboration with other directorates within the Ecosystems and Fisheries Management Sector and with the Department's Ecosystems and Oceans Science Sector.
The Program provides a single, overarching vision, policy, and governance framework to senior management at the national level, including the Minister, to direct and support fisheries resources decision-making initiatives. The objective of this work is a modern fisheries governance regime that is accountable, predictable, and transparent to the people it governs, respects Aboriginal treaty rights, and promotes long-term sustainability and economic prosperity. In addition, this Program is responsible for all related business, human resources, and corporate planning. This Program may also use either grants or contributions to support the Department's research, development, management, and promotion of fisheries and ocean-related issues.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 43.9 | 42.6 | 41.9 |
Human Resources (FTEs) | 232 | 231 | 231 |
Expected Results / Outputs | Performance Indicators | Targets |
---|---|---|
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, 2013 |
A stable, transparent, and predictable fisheries management regime | Percentage of major stocks (Atlantic and Pacific) with stable sharing arrangements | 80% by March 31, 2013 |
Consultations and engagement | Percentage of fisheries management consultation / engagement processes made public and recorded | 80% by March 31, 2013 |
Strategies, policies, and plans | Percentage of desired tools that are developed to assist in the implementation of new policies and guidelines (National Allocation Policy and the Guidelines for Transparent Decision-Making) | 75% by March 31, 2013 |
Percentage completion of fisheries management policies and measures, reviews and a socio-economic study of the commercial harvesting sector | 75% by March 31, 2013 |
|
Percentage completion of new policies and tools developed for the Sustainable Fisheries Framework e.g., Top Predator Species Policy | 100% by March 31, 2013 |
|
Percentage completion of National Ecocertification Strategy review and updating | 100% by March 31, 2013 |
Initiatives Supporting Plans to Meet Organizational Priorities
Priority: Improving Fisheries Management
Stable Fisheries Resource Management / Sustainable Harvesting Practices
Enabling Resource Management Policies
Other Program Activity Initiatives
Striving for a Service Excellence
This Program provides policy advice on Aboriginal fishing issues, negotiates agreements on the management of Aboriginal fisheries, integrates agreements into overall management frameworks, and advises on land claims and self-government. The delivery of all programs by the Aboriginal Policy and Governance Directorate builds on and fosters linkages with other programs within the Ecosystems and Fisheries Management Sector and is grounded in Fisheries and Oceans Canada's fisheries and aquaculture management expertise and experience.
The Program is necessary to build strong, stable relations with Aboriginal groups; to promote and foster Aboriginal and Treaty rights in the formulation and implementation of fisheries management policies, programs, and plans; to deliver on fiduciary responsibilities; and to promote fisheries-related economic opportunities for Aboriginal communities.
The Program is guided by a proactive approach in its relationship with Aboriginal groups based on assisting Aboriginal peoples to build the capacity to more effectively participate in the multi-stakeholder processes used for aquatic resource and oceans management, and to take advantage of opportunities to participate in commercial fisheries and aquaculture development.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 57.1 | 57.0 | 55.2 |
Human Resources (FTEs) | 103 | 103 | 103 |
Expected Results | Performance Indicators | Targets |
---|---|---|
Aboriginal communities actively participate in the management of aquatic resources and oceans | 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 First Nations issued a communally held licence or quota for use in integrated commercial fisheries | 145 by March 31, 2013 |
Initiatives Supporting Plans to Meet Organizational Priorities
Priority: Improving Fisheries Management
Policy Framework for Aboriginal Fisheries
Other Program Activity Initiatives
Federal Framework for Aboriginal Economic Development
Management Control Framework for Treaty Implementation
Develop a Management Control Framework for treaty implementation to ensure the financial and operational sustainability of the Department's treaty-related obligations. This will involve:
Implementation of the Integrated Aboriginal Contribution Management Framework
Response to Aboriginal Fisheries Judicial Decisions
Aboriginal Strategies and Governance is delivered through three sub-activities, as indicated in the Program Activity Architecture. Performance information for these sub-activities is available on the Fisheries and Oceans Canada website (http://www.dfo-mpo.gc.ca/rpp/2012-13/index-eng.htm).
The mission of the Sustainable Aquaculture Program is to set the conditions for the success of a vibrant and innovative Canadian aquaculture sector that is economically viable, environmentally and socially sustainable, and internationally competitive, and that benefits all Canadians and builds public confidence in aquaculture. The regulatory mandate of the Program is derived from the Fisheries Act, the Fisheries Development Act, and the Oceans Act. Fisheries and Oceans Canada, as the lead federal organization for aquaculture, provides a horizontally managed and integrated intradepartmental approach to create the optimal conditions for the sector, mainly via the establishment of regulations and extensive collaboration with private and public sector stakeholders.
The Program is delivered in collaboration with other federal departments, provincial and territorial governments, industry, the private sector, non-government organizations, and other stakeholders. The Department's scientific expertise plays an important role in supporting sustainable aquaculture production.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 37.0 | 21.8 | 20.3 |
Human Resources (FTEs) | 207 | 149 | 148 |
Expected Results | Performance Indicators | Targets |
---|---|---|
A Canadian aquaculture sector that balances regulatory, environmental, and economic interests | Aquaculture Sustainability Index | Baseline to be established in 2012-13 |
Initiatives Supporting Plans to Meet Organizational Priorities
Priority: Improving Fisheries Management
Stable Fisheries Resource Management / Enabling Resource Management Policies
Enabling Resource Management Policies
Sustainable Harvesting Practices
FSDS Goal | Performance Indicator | Targets |
---|---|---|
Goal 7: Biological Resources: Sustainable production and consumption of biological resources are within ecosystem limits | Percentage of aquaculture managed under a science-based environmental regulatory framework | Sustainable Aquaculture: To promote the conservation and optimum use of marine resources and the aquatic environment through improved aquaculture management by 2014 (Fisheries and Oceans Canada has the lead); |
Percentage of Canadian aquaculture producers certified environmentally sustainable or positioned to implement certification |
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 Fisheries and Oceans Canada website (http://www.dfo-mpo.gc.ca/rpp/2012-13/index-eng.htm).
Backed by strong public support, Fisheries and Oceans Canada first launched the Salmonid Enhancement Program in 1977 to increase the catch of salmon in British Columbia and the Yukon. The Program continues to focus on the production of Pacific salmon from hatcheries and spawning channels to directly provide harvest opportunities for all sectors (commercial, recreational, and First Nations) under the Fisheries Act, the Species at Risk Act, and the Pacific Aquaculture Regulations, and to enable harvest opportunities through the provision of stock assessment information for harvest management.
The Program also includes restoration and enhancement of habitat for fish production, as well as education and awareness programs to facilitate the participation of First Nations, local communities, external parties, and other levels of government in cooperative fisheries and watershed stewardship activities, often with the support of foundations funded through contribution programs.
Salmonid Enhancement Program resources are largely devoted to fish production from hatcheries and spawning channels but are also used to fund community stewardship and restoration projects, leverage funds, and support partnerships. The Program is a contributor to Integrated Fisheries Resource Management, particularly Commercial and Recreational Fisheries, Habitat Management, and the British Columbia Aquaculture Program, and works with Aquatic Animal Health and Biotechnology and Genomics. Components of the Program are coordinated with the Canadian Food Inspection Agency and with provincial, territorial, and municipal governments.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 30.0 | 30.0 | 30.0 |
Human Resources (FTEs) | 212 | 212 | 212 |
Expected Results | Performance Indicators | Targets |
---|---|---|
Enhanced salmon populations provide harvest opportunities | Percentage of enhancement facility production groups in the Integrated Fisheries Management Plans where the objective of enhancement is harvest or stock assessment | 67% by March 31, 2013 |
Program Activity Initiatives
Salmonid Enhancement Program Revitalization
Align Salmonid Enhancement Program infrastructure, production planning processes, and human resources. Over the coming years, this will involve:
Contribution of Citizens to Sustainable Development
In collaboration with the Canadian Food Inspection Agency, Fisheries and Oceans Canada is responsible for co-delivering Canada's National Aquatic Animal Health Program. The objective of the Program is to protect against the introduction or spread of serious infectious disease in wild and cultured aquatic animals. Detection and reporting of aquatic animal diseases of national and international importance in wild and cultured aquatic animals is imperative to prevent or control serious disease outbreaks.
The Canadian Food Inspection Agency relies on Fisheries and Oceans Canada's scientific expertise to provide scientific advice and to conduct diagnostic testing and research. Knowledge derived through science informs the 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.
The Program also supports the delivery of other Fisheries and Oceans Canada program activities, such as the Salmon Enhancement Program, Biotechnology and Genomics, and the Aquaculture Collaborative Research and Development Program.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 5.9 | 5.9 | 5.9 |
Human Resources (FTEs) | 51 | 51 | 51 |
Expected Results / Outputs | Performance Indicators | Targets |
---|---|---|
Policy- and decision-makers have the knowledge and advice they need to make informed decisions on ways and means to protect against the introduction or spread of serious infectious disease in wild and cultured aquatic animals | Percentage of priorities addressed in the implementation of the National Aquatic Animal Health Program | 90% by March 31, 2013 |
Diagnostic tools for disease identification | Percentage of research objectives met for the development of diagnostic tools for disease identification | 90% byMarch 31, 2013 |
Diagnostic tests | Percentage of anticipated diagnostic tests performed | 90% byMarch 31, 2013 |
Scientific knowledge and advice | Percentage of requested advisory products delivered to clients | 90% byMarch 31, 2013 |
Program Activity Initiatives
International Standards Organization Laboratory Requirements
Implementation of a Third-party Laboratory Network
Both knowledge and its application through innovative technology are vital for fostering advances in the sustainable development of aquatic resources. The Department is responsible for developing the knowledge necessary to inform the federal government's responsibility for regulation and the assessment of risk associated with fish products derived from biotechnology.
Through the adoption of leading-edge genomics research and biotechnology tools and techniques, the Department also improves Fisheries and Oceans Canada's ability to protect endangered species, manage the opening and closing of fisheries, avoid overexploitation of resources, prosecute poachers, improve aquaculture practices, control disease outbreaks, and remediate contaminated sites.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 3.7 | 3.7 | 3.0 |
Human Resources (FTEs) | 22 | 22 | 22 |
Expected Results | Performance Indicators | Targets |
---|---|---|
Policy- and decision-makers have the knowledge and advice they need to make informed decisions on fish products derived from biotechnology | Percentage of risk assessments completed | 100% by March 31, 2013 |
Percentage of Fisheries and Oceans Canada publications compared to Canadian totals in the fields of aquatic biotechnology and genomics | Maintain or improve five-year average by March 31, 2013 | |
Science information and advice on the regulation of fish products derived from biotechnology | Percentage 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) | 100% by March 31, 2013 |
Scientific knowledge and advice | Number of aquatic biotechnology and genomics research projects undertaken | Maintain five-year average (2006-11) by March 31, 2013 |
Initiatives Supporting Plans to Meet Organizational Priorities
Priority: Improving Fisheries Management
Sustainable Harvesting Practices
Other Program Activity Initiatives
New Substances Notification Regulations (Organisms)
Through multilateral and bilateral engagements, this Program promotes and protects the interests of Canadians by ensuring access for Canadians to fish resources managed internationally, promoting and influencing sustainable regional fisheries management and healthy global marine ecosystems, and contributing to a stable international trade regime for Canadian fish and seafood products. This is achieved through a coordinated and proactive approach that reflects domestic positions and interests and the Government of Canada's international priorities, and that is grounded in the Department's scientific expertise and best management practices.
The Program's goals are also advanced through building broad and constructive relationships with international partners based upon common goals and strategies. Many Canadians directly benefit from internationally managed fish stocks, and the Canadian seafood sector as a whole relies heavily on international trade. As Canada also shares three oceans, effective relations and collaboration with international, regional, and domestic partners are essential to addressing fisheries and ecosystem challenges and to advancing international standards, agreements, and management decisions that reflect Canadian approaches.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 15.4 | 15.2 | 15.2 |
Human Resources (FTEs) | 67 | 67 | 67 |
Expected Results / Outputs | Performance Indicators | Targets |
---|---|---|
International fisheries management agreements and decisions reflect Canada's positions and interests | Percentage of Canadian quotas/allocations for high seas fish stocks managed by Regional Fisheries Management Organizations of which Canada is a member that are set within scientific advice | 100% by March 31,2013 |
Canada's percentage share of Total Allowable Catch for Atlantic Bluefin Tuna (allocated through the International Commission for the Conservation of Atlantic Tunas) | 22.32% by March 31, 2013 |
|
New free trade agreements support access to international markets for Canadian fish and seafood products | Removal of existing tariffs | 90% by March 31, 2013 |
Monitoring, control and surveillance observations/findings in the Northwest Atlantic Ocean and North Pacific Ocean | Number of serious citations issued by Canadian inspectors in the Northwest Atlantic Fisheries Organization Regulatory Area for violations of relevant enforcement and conservation measures (based on five-year trend) | Fewer than or equal to three by March 31, 2013 |
Number of detections of suspected illegal, unreported, and unregulated fishing activity in the North Pacific Anadromous Fish Commission Convention Area (based on five-year trend) | Two by March 31, 2013 |
|
Scientific knowledge and advice to support decision-making in Regional Fisheries Management Organizations and fisheries policy fora | Percentage of International Governance Strategy priority areas addressed as agreed to with senior management, a priori | 90% by March 31, 2013 |
Initiatives Supporting Plans to Meet Organizational Priorities
Priority: Improving Fisheries Management
Sustainable Harvesting Practices
Other Program Activity Initiatives
Arctic Council's Arctic Ocean Review
Complete the development of the Arctic Council's Arctic Ocean Review, which will recommend options to strengthen the conservation and sustainable use of the Arctic marine environment. Activities for 2012-13 include:
Free Trade Negotiations
Great Lakes Water Quality Agreement
The Marine Navigation Program is delivered by the Canadian Coast Guard. This Program provides Canadian and international commercial marine transportation sectors, fishers, and pleasure craft operators with information and services that facilitate economical and efficient movement of maritime commerce in support of economic prosperity.
Program services include providing survey and forecast information on certain commercial channels to identify available water depth, restrictions, or hazards to navigation; dredging services; marine structures contributing to the ship channel maintenance of certain waterways; aids to navigation systems including short-range marine aids, long-range marine aids, and information to mariners; ice information and escorting service to ships in ice-covered waters; assistance to beset vessels in ice; opening of tracks through shore-fast ice; harbour breakouts; ice routing advice; and risk management of flooding on the St. Lawrence River through the monitoring, prevention, and breaking up of ice jams. Program services also contribute to Arctic sovereignty by transporting goods/supplies to northern communities and being a visible federal government marine presence in the Canadian North.
Marine Navigation supports economic prosperity by ensuring economical and safe access to the Canadian marine transportation networks and encourages efficiency by fostering/supporting a marine infrastructure system capable of meeting clients' needs.
Coast Guard's Fleet Operational Readiness and Shore-based Asset Readiness programs are integral contributors to the delivery of this Program. This Program is delivered in coordination with the Canadian Hydrographic Services, Public Works and Government Services Canada, and Environment Canada. Legal authority for this Program is found in the Constitution Act, 1867; the Oceans Act, 1996; and the Canada Shipping Act, 2001.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 42.9 | 41.5 | 41.5 |
Human Resources (FTEs) | 257 | 257 | 257 |
Expected Results / Outputs | Performance Indicators | Targets |
---|---|---|
The commercial shipping industry and mariners are provided with marine navigation support to facilitate access to/movement through main marine channels | Total annual international and domestic tonnage handled | Five-year average (most recent available period) by March 31, 2013 |
Channel management information | Percentage of Notices to Shipping on hazardous situations published within Canadian Coast Guard's Levels of Service | 100% by March 31, 2013 |
Dredged channels of the Canadian portions of the Great Lakes Connecting Channels and St. Lawrence River | 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, 2013 |
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 three-year average | 99% by March 31, 2013 |
Icebreaking operations (ice breaking, ice escorts, etc.) | Icebreaking and ice escort response times within Canadian Coast Guard's Levels of Service | 97% by March 31, 2013 |
Ice-related information | Percentage of ice charts requested that are produced | 100% by March 31, 2013 |
Program Activity Initiatives
Canadian Coast Guard Arctic Strategy
E-navigation
Continue to work with other key federal departments and the shipping industry in order to implement e-navigation. E-navigation refers to the ability for accurate and reliable navigational information to be available and used by vessels and shore authorities to support effective decision-making, minimize human error, and enhance communications.
Removal of Loran-C Navigational Aid System
Finalize the removal of Loran-C equipment and towers (Loran-C service, an outdated navigational aid system, was terminated by the Coast Guard in 2010).
Marine Services Fees
To address the Marine Services Fees shortfall, the Canadian Coast Guard will pursue an incremental approach to amend the fees based on the preconditions set out in the User Fees Act.
The Small Craft Harbours Program9 operates and maintains a national network of harbours, in good working condition, capable of supporting the effective operation of the commercial fishing industry. Investment in small craft harbour infrastructure contributes to public safety, protects the environment, and improves economic benefits associated with Canada's fisheries.
The Program is delivered in cooperation with Harbour Authorities, which are local not-for-profit organizations representing the interests of both commercial fish harvesters and the broader community. To focus resources on core commercial fishing harbours that are managed by Harbour Authorities, the Program transfers, where possible, the ownership of non-core fishing and recreational harbours to local communities through divestiture.
The Program is supported by two component Transfer Payment Programs: the Small Craft Harbours Class Grant Program and the Small Craft Harbours Class Contribution Program. The Program operates under the authority of the Fishing and Recreational Harbours Act and its regulations, as well as the Federal Real Property and Federal Immovables Act.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 106.8 | 92.9 | 92.8 |
Human Resources (FTEs) | 171 | 171 | 171 |
Expected Results / Outputs | Performance Indicators | Targets |
---|---|---|
Commercial fish harvesters have access to a national network of safe and accessible harbours | Percentage of core commercial fishing harbours with harbour performance rating* of fair or better | 70% by March 31, 2013 |
Fishing harbours are open, safe, and in good working condition | Percentage of facilities at core fishing harbours in fair or better condition | 80% by March 31, 2013 |
Harbour Authorities operate and manage core fishing harbours | Percentage of core fishing harbours that are operated and managed by Harbour Authorities | 95% by March 31, 2015 |
Measures are taken to ensure user safety at harbours | Barricades, load limits or use restrictions are put in place as required | As required. As of 2011-12, 12.6% of Small Craft Harbour sites have some form of barricade, load limit or use of restriction in place. |
Removal of non-core harbours from Small Craft Harbours inventory | Percentage of harbours divested relative to annual plan | 100% by March 31, 2013 |
Upkeep of harbour inventory as funding allows | Percentage of repair, maintenance, and dredging funding spent | 100% by March 31, 2013 |
Priority: Improving Fisheries Management
Initiatives Supporting Plans to Meet Organizational Priorities
Develop a multi-year Long-term Infrastructure Strategy for Small Craft Harbours that will ensure core harbours are maintained at an acceptable state of repair and aligned with Ecosystems and Fisheries Management priorities by:
Other Program Activity Initiatives
Pangnirtung Harbour, Nunavut
Continue to the construction of the small craft harbour in Pangnirtung, Nunavut. The harbour is expected to be fully operational by summer 2013. For 2012-13, construction work and other initiatives include:
Small Craft Harbours Organizational Strategy
The definition and description of Canada's maritime boundaries is reliant on hydrographic data and marine geodetic expertise. Canada ratified the United Nations Convention on the Law of the Sea in 2003 and has until 2013 to submit evidence in support of the establishment of the outer limits of Canada's continental shelf beyond the current 200-mile Exclusive Economic Zone.
Fisheries and Oceans Canada is responsible for the provision of hydrographic data and marine geodetic expertise to prepare, present, and defend Canada's evidence submission to the United Nations Commission on the Limits of the Continental Shelf (the Commission). The Department works closely in this endeavor with Foreign Affairs and International Trade Canada and Natural Resources Canada. In addition to its direct contribution to Canada's submission to the Commission, the Program defines the geographic positions for all Canadian offshore maritime boundaries and provides the geodetic evidence to resolve boundary disputes (e.g., Beaufort Sea, Hans Island) and prosecutions related to the violation of international maritime law (e.g., foreign fishing).
Through the international recognition of these limits and boundaries, Canada is able to assert its sovereign right to resources and secure its maritime boundaries.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 2.1 | 0.7 | 0.3 |
Human Resources (FTEs) | 4 | 2 | 2 |
Expected Results / Output | Performance Indicators | Targets |
---|---|---|
Canada's maritime boundaries are precisely defined in accordance with international standards | Percentage of bathymetric work completed versus planned in preparation for Canada's 2013 evidence submission to the United Nations Commission on the Limits of the Continental Shelf | 100% by March 31, 2013 |
Bathymetric data10 and expert testimony | Percentage of advice and expert reports accepted for defining or defending the geographic description of Canada's offshore boundaries | 100% by March 31, 2013 |
Program Activity Initiatives
Establish Oceans Plan
Prepare Canada's 2013 scientific submission to the United Nations Commission on the Limits of the Continental Shelf. In particular:
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.
This strategic outcome is measured by assessing the percentage of all known aquatic species that are ranked as secure with a target of increasing this percentage year over year (see Section I – Planning Summary by Strategic Outcome).
The changing natural environment is putting the health of Canada's aquatic assets at risk. Commercial fishing stocks are generally at low levels, while the pressure to exploit them is expected to increase. Other threats to health of aquatic ecosystems include: ocean acidification and the affects of warming waters on species composition and distribution; pollution and contamination threatening species and their habitats; and the growing number of aquatic invasive species.
The Department, through its role in protecting fish and fish habitat and providing scientific research and advice, has a very important enabling role in environmental protection and economic development. The Department is moving toward a new habitat policy that will improve efficiencies and risk-based approaches by focusing Departmental efforts on projects that pose greater risks to fish habitat.
The North is in a state of transition undergoing rapid changes to its natural environment and economic context, including the effects of climate change, all of which are creating new opportunities and challenges. Scientific research in the Arctic continues to be important to advancing the understanding of Canada's three oceans and to study the effects of changing oceans conditions.
Despite the best regulations and intentions, accidents can occur. A collaborative "whole of government" approach to preparing for and responding to marine pollution events in Canadian waters is needed to ensure an appropriate level of preparedness, readiness, and response capacity.
There are seven program activities associated with the strategic outcome Sustainable Aquatic Ecosystems:
2.1 Compliance and Enforcement
2.2 Habitat Management
2.3 Aboriginal Inland Habitat Program
2.4 Species at Risk Management
2.5 Environmental Response Services
2.6 Oceans Management
2.7 Aquatic Invasive Species
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 238.3 | 233.3 | 233.2 |
Human Resources (FTEs) | 1,903 | 1,869 | 1,861 |
The Program promotes and maintains compliance with legislation, regulations, and management measures implemented to achieve the conservation and sustainable use of Canada's aquatic resources and the protection of species at risk, fish habitat, and oceans. The Program is delivered through a balanced regulatory management and enforcement approach, including the promotion of compliance through education and shared stewardship; monitoring, control, and surveillance activities; and the management of major cases / special investigations related to complex compliance issues.
The Program works closely with the Ecosystems and Fisheries Management Sector, the Royal Canadian Mounted Police, and industry partners to ensure peaceful and orderly fisheries. It makes a significant contribution, with the Canadian Coast Guard, to the protection of Canadian sovereignty and assists the Department of National Defence in the identification of potential marine security threats through extensive marine surveillance activities. It plays a key role along with Ecosystems and Fisheries Management, Environment Canada, and the Canadian Food Inspection Agency in the administration of the Canadian Shellfish Sanitation Program to help ensure that the public is protected from contaminated fisheries products.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 108.4 | 108.8 | 108.8 |
Human Resources (FTEs) | 745 | 746 | 746 |
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 of compliance by various sectors of the regulated community (e.g., commercial fisheries, recreational fisheries, and development projects impacting fish habitat) | 90% by March 31, 2013 |
Initiatives Supporting Plans to Meet Organizational Priorities
Priority: Improving Fisheries Management
Stable Fisheries Resource Management
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 Fisheries and Oceans Canada website (http://www.dfo-mpo.gc.ca/rpp/2012-13/index-eng.htm).
Given its responsibilities under the Fisheries Act, the Species at Risk Act, and the Canadian Environmental Assessment Act, Fisheries and Oceans Canada's Habitat Management Program is a major federal regulator affecting most development projects occurring in or around fresh and marine fish-bearing waters across Canada. The Program contributes to the conservation and protection of fish habitat that sustain fisheries resources that Canadians value.
In the context of government-wide initiatives for sustainable development and smart regulation, the Program helps Canadians manage the impacts of non-fishery activities on fish habitat. The Program uses scientific knowledge and understanding to develop regulations and policies; provide formal advice and direction; engage with individuals, organizations, and other levels of government; and manages compliance.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 58.7 | 55.5 | 55.5 |
Human Resources (FTEs) | 560 | 535 | 526 |
Expected Results / Outputs | Performance Indicators | Targets |
---|---|---|
Fish habitat is protected and conserved | Percentage of monitored cases where harmful alteration, disruption, and destruction are avoided | 80% by March 31, 2013 |
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, 2013 |
Percentage of proposed works that would have resulted in a negative impact/loss of fish habitat 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, 2013 |
Initiatives Supporting Plans to Meet Organizational Priorities
Priority: Reviewing Habitat Policy and Program
This program activity will no longer be funded as of the 2012-13 fiscal year as a result of a Strategic Review decision.
The Aboriginal Inland Habitat Program was a contribution program within the Integrated Aboriginal Contribution Management Framework. One overarching goal of the Framework was to assist Aboriginal organizations to develop their capacity to more effectively participate in aquatic resource and oceans management multi-stakeholder processes. The Aboriginal Inland Habitat Program applied to inland areas where provinces manage the fishery: Alberta, Saskatchewan, Manitoba, Ontario, and parts of Quebec.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | — | — | — |
Human Resources (FTEs) | — | — | — |
The Species at Risk Act is a key federal government commitment to prevent wildlife species at risk from becoming extirpated or extinct and to help in the recovery of these species. It provides for the legal protection of wildlife species at risk and the conservation of their biological diversity. As the competent Minister under the Species at Risk Act, the Minister of Fisheries and Oceans has the legislated responsibility and mandate for the protection and recovery of all aquatic species in Canada (except those on federal lands under the responsibility of Parks Canada).
The evidence-based Species at Risk Management Program is informed by the Department's scientific expertise, and considers socio-economic, stakeholder, and community knowledge. Management of the Program reflects key Species at Risk Act principles, such as: stewardship and engagement, consultation and cooperation, and compliance and enforcement. The Program supports activities in the Species at Risk Act conservation cycle, including the assessment and listing of species; the recovery and protection of species at risk through the development of recovery strategies, action plans, and management plans; the identification and protection of species' critical habitat; the promotion of recovery implementation; and monitoring and evaluation.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 17.2 | 16.9 | 16.9 |
Human Resources (FTEs) | 132 | 132 | 132 |
Expected Results / Outputs | Performance Indicators | Targets |
---|---|---|
Government authorities have the information necessary to legally protect aquatic species at risk and their critical habitat | Percentage of listed species with critical habitat legally identified and protected | 100% by March 31, 2016 |
Aquatic species at risk are supported in their recovery | Number of species for which Fisheries and Oceans Canada has led, or participated in, recovery actions | 20 by March 31, 2014 |
Species at Risk Act related strategies and plans | Percentage of recovery strategies, action plans, and management plans for listed aquatic species at risk developed within legislated timelines | 80% by March 31, 2014 |
Program Activity Initiatives
Promoting Conservation Objectives
Performance Measurement Strategy
The Canadian Coast Guard is the lead federal agency for managing the response to all ship-source and mystery pollution spills occurring into the marine environment in waters under Canadian jurisdiction and for the support of countries under international agreements. The objectives of the Environmental Response Services Program are to minimize the environmental, economic, and public safety impacts of marine pollution incidents.
Through the Environmental Response Services Program, the Canadian Coast Guard establishes an appropriate and nationally consistent level of preparedness and response services in Canadian waters; monitors and investigates all reports of marine pollution in Canada in conjunction with other federal departments; and maintains communications with the Program's partners, including Transport Canada and Environment Canada, to ensure a consistent approach to the response to marine pollution incidents.
Coast Guard's Fleet Operational Readiness is an integral contributor to the delivery of this Program. This Program is delivered in coordination with other federal departments for surveillance information and scientific advice. Within Canada's Marine Oil Spill Preparedness Response Regime, response capacity arrangements between ship owners and commercial interests are essential in support of the regime. The legal basis and authority for the Environmental Response Services Program is found in the Oceans Act, the Canada Shipping Act, 2001, the Constitution Act, 1867, and, by virtue of an agreement with Transport Canada, the Arctic Waters Pollution Prevention Act, 2001.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 10.6 | 10.6 | 10.6 |
Human Resources (FTEs) | 82 | 82 | 82 |
Expected Results / Outputs | Performance Indicators | Targets |
---|---|---|
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, 2013 |
Responses 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, 2013 |
Responses to ship-source marine pollution threats | Percentage of response actions that meet incident-response plan objectives | 100% by March 31, 2013 |
Initiatives Supporting Plans to Meet Organizational Priorities
Priority: Reviewing Canadian Coast Guard Capacity and Assets
Continue to respond to Oil Spills from Ships,11 a 2010 audit by the Commissioner of the Environment and Sustainable Development and the Department's internal audit of the Environmental Response Services Program by:
The Oceans Act and its supporting policy, Canada's Oceans Strategy, affirm Fisheries and Oceans Canada's mandate and role as the lead federal authority for the oceans and provide a framework for modern oceans management. Oceans Management involves the conservation and sustainable use of Canada's ocean space and resources, such as fisheries and renewable and non-renewable energy, in collaboration with other federal departments, other levels of government, Aboriginal organizations, users, and other non-government stakeholders.
Building on a foundation of science, the Program seeks to address a number of challenges facing Canada's oceans, such as oceans health, marine habitat loss, declining biodiversity, and growing demands for access to ocean resources, all through an ecosystem-based approach12.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 32.3 | 30.4 | 30.4 |
Human Resources (FTEs) | 315 | 305 | 305 |
Expected Results | Performance Indicators | Targets |
---|---|---|
Marine ecosystems are protected and conserved | Percentage of marine ecosystems that are protected (by the establishment of Marine Protected Areas, nationally) | Progress from the 1% baseline toward the international target of 10% by 2020 |
Program Activity Initiatives
Establish Climate Change Adaptation Program
Performance Measurement Strategy
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 |
Percentage of marine area under a conservation regime | Marine Ecosystems: Improve the conservation of ocean areas and marine ecosystems by 2012 (Fisheries and Oceans Canada has the lead) |
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 Fisheries and Oceans Canada website (http://www.dfo-mpo.gc.ca/rpp/2012-13/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 World Conservation Union rates invasive alien species as the second-worst threat to biodiversity, after habitat loss. Recognizing the seriousness of this threat, in 2004 the Canadian Council of Fisheries and Aquaculture Ministers developed the Canadian Action Plan to Address the Threat of Aquatic Invasive Species. The objective of the Action Plan is to prevent the introduction of new invasions, detect new invaders early, respond rapidly to new invaders, and, where necessary, manage established and spreading invaders.
Knowledge derived through science activities, such as research on pathways of invasion, methodologies to detect new invasions, risk assessments, and control measures, supports Canadian and international regulation, agreements, and the development of management frameworks in support of the Action Plan.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 11.0 | 11.0 | 11.0 |
Human Resources (FTEs) | 70 | 70 | 70 |
Expected Results / Outputs | Performance Indicators | Targets |
---|---|---|
Policy- and decision-makers have access to a sound knowledge base on threats caused by aquatic invasive species and ways to minimize those threats | Percentage of priority areas addressed | 100% by March 31, 2013 |
Scientific knowledge and advice | Percentage of Fisheries and Oceans Canada publications compared to Canadian totals in the field of aquatic invasive species | Maintain or improve five-year average by March 31, 2013 |
Program Activity Initiatives
Assess Market Opportunity
Socioeconomics in Risk Assessments
This strategic outcome is about maintaining and improving maritime safety and security in Canada. To achieve this long-term benefit for Canadians, Fisheries and Oceans Canada provides the maritime infrastructure, information, products, and services necessary to ensure safe navigation and to protect life and property
Progress toward this Strategic Outcome is measured by the 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 (see Section I – Planning Summary by Strategic Outcome).
Directly supporting this strategic outcome are the activities of the Canadian Coast Guard, Canadian Hydrographic Services and ocean forecasting. Collectively, these activities are about maintaining and improving maritime safety and security to support safe navigation and protect life and property across a range of uses, including shipping, fisheries, community-based development, tourism, and natural resources exploration and development.
There are eight program activities associated with the strategic outcome Safe and Secure Waters:
3.1 Search and Rescue Services
3.2 Marine Communications and Traffic Services
3.3 Maritime Security
3.4 Fleet Operational Readiness
3.5 Shore-based Asset Readiness
3.6 Canadian Coast Guard College
3.7 Hydrographic Products and Services
3.8 Ocean Forecasting
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 675.2 | 601.3 | 584.8 |
Human Resources (FTEs) | 4,934 | 4,929 | 4,914 |
The Canadian Coast Guard's maritime Search and Rescue Services Program leads, delivers, and maintains preparedness for the 5.3 million square kilometre maritime component of the federal search and rescue system; it does so with the support of multiple stakeholders and partners, including the Canadian Coast Guard Auxiliary and the Department of National Defence.
Through communication, coordination, and the delivery of maritime search and rescue response and operational awareness, the Program increases the chances of rescue for people caught in dangerous on-water situations. Coast Guard's Fleet Operational Readiness and Marine Communications and Traffic Services are integral contributors to the delivery of this Program. The legal basis or authority for the Search and Rescue Services program is found in the Constitution Act, 1867, the Oceans Act, and the Canada Shipping Act, 2001.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 35.0 | 34.0 | 34.0 |
Human Resources (FTEs) | 170 | 170 | 170 |
Expected Result | Performance Indicator | Target |
---|---|---|
Loss of life or injury to mariners in distress is minimized | Percentage of lives saved relative to total reported lives at risk in the maritime environment | Greater than or equal to 90% by March 31, 2013 |
Program Activity Initiatives
Joint Rescue Coordination Centres
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 Fisheries and Oceans Canada website (http://www.dfo-mpo.gc.ca/rpp/2012-13/index-eng.htm).
The Marine Communications and Traffic Services Program is delivered by the Canadian Coast Guard. The safety of mariners and marine environmental protection in Canadian waters both depend on the efficient and timely communication of information. The Marine Communications and Traffic Services Program ensures a reliable communication system is available around the clock to contribute to the safety of life at sea, the protection of the marine environment, the safe and efficient navigation of shipping in Canadian waterways, and maritime domain awareness.
Services include the provision of marine distress and general radio communications, the broadcasting of maritime safety information, the screening of vessels entering Canadian waters, the regulation of vessel traffic in selected Canadian waters, the provision of marine information to other federal government departments and agencies, and a marine telephone call service on a cost-recovery basis.
The Canadian Coast Guard's Shore-based Asset Readiness and Canadian Coast Guard College programs are integral contributors to the delivery of this Program. The legal basis or authority for the Marine Communications and Traffic Services Program is found in the Constitution Act, 1867, the Oceans Act, the Canada Shipping Act, 2001, and, by virtue of an agreement with Transport Canada, the Arctic Waters Pollution Prevention Act, 2001.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 47.4 | 44.1 | 42.7 |
Human Resources (FTEs) | 436 | 436 | 436 |
Expected Results / Outputs | Performance Indicators | Targets |
---|---|---|
Vessels have the marine communications and traffic services support they need to transit Canadian waters safely | Percentage of total number of collisions, strikings, and groundings of the total vessel movements within vessel traffic system zones | Less than 1% by March 31, 2013 |
Responses to calls for assistance from ships | Percentage of calls responded to as per Canadian Coast Guard's published Levels of Service | 100% by March 31, 2013 |
Vessel traffic and waterway information in vessel traffic services zones | Percentage of time vessel traffic services are provided to regulated vessels (in vessel traffic services zones) as per Canadian Coast Guard's published Levels of Service | 100% by March 31, 2013 |
Responses to requests from vessels to enter Canadian waters | Percentage of offshore clearances of the total number of vessels requesting entrance to Canadian waters from sea | 100% by March 31, 2013 |
Program Activity Initiatives
High Arctic NAVAREA
While continuing to broadcast and coordinate navigational warnings for the two Arctic NAVAREAs13 below 76°N latitude, the Canadian Coast Guard is preparing for the 2014 launch of high frequency radio transmissions of both meteorological and navigational information in the High Arctic above 76°N latitude. In 2012-13, the Canadian Coast Guard will:
Marine Communications and Traffic Service Centre
Consolidation of the Arctic Marine Communications and Traffic Service Centres in Inuvik, Northwest Territories, and Iqaluit, Nunavut, into a single Marine Communications and Traffic Service Centre in Iqaluit, Nunavut. All services will be provided from the single centre at the same level of service as before. In 2012-13, the Canadian Coast Guard will:
Marine Communications and Traffic Services Technical Training
The Maritime Security Program is led by the Canadian Coast Guard. This Program collaborates with federal departments and agencies with maritime security responsibilities, including the Royal Canadian Mounted Police, Canadian Forces, Canada Border Services Agency, Public Safety Canada, and Transport Canada, by facilitating the provision of maritime expertise, vessel support, and information. The Maritime Security Program provides these agencies with relevant Coast Guard information in support of their maritime and national security mandates.
Coast Guard's Fleet Operational Readiness, Marine Communications and Traffic Services, and Shore-based Asset Readiness programs are integral contributors to the delivery of this Program. This Program is delivered in coordination with the Department's Conservation and Enforcement Program. The legal basis or authority for the Maritime Security Program is found primarily in the Oceans Act.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 9.5 | 9.5 | 9.5 |
Human Resources (FTEs) | 44 | 44 | 44 |
Expected Results / Outputs | Performance Indicators | Targets |
---|---|---|
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 Fisheries and Oceans Canada consolidated maritime picture versus level of availability advertised to clients | 99.7% by March 31, 2013 |
Vessel traffic information | Percentage availability of the Long Range Identification and Tracking System and the Automatic Identification System | 99.7% by March 31, 2013 |
Program Activity Initiatives
Marine Security Operations Centres
Continue to participate in the multi-departmental Marine Security Operations Centres initiatives by:
Automatic Identification System
Continue to enhance the Canadian Coast Guard's ability to identify and monitor maritime traffic.
The Canadian Coast Guard Fleet Operational Readiness Program provides safe, reliable, available, and operationally capable vessels, air cushion vehicles, helicopters, and small craft with competent and professional crews ready to respond to on-water and maritime-related requirements. This Program involves fleet management and operations, fleet maintenance, and fleet asset procurement.
Through the Fleet Operational Readiness Program, the Canadian Coast Guard ensures that the Government of Canada's civilian fleet meets the current and emerging needs and priorities of Canadians and the Government of Canada. The Fleet Operational Readiness Program supports Coast Guard programs, the science and fisheries and aquaculture management activities of Fisheries and Oceans Canada, and the activities of a number of other government departments needing on-water delivery in support of their mandates. The Canadian Coast Guard College is an important contributor to the delivery of this Program. The legal basis and authority for this Program and capability is found in the Constitution Act, 1867, and the Oceans Act.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 417.8 | 352.3 | 339.4 |
Human Resources (FTEs) | 2,784 | 2,784 | 2,784 |
Expected Result | Performance Indicators | Targets |
---|---|---|
An operationally capable fleet that responds to the needs and requirements of the Government of Canada | Percentage of client missions completion against client-approved planned missions | 90% by March 31, 2013 |
Percentage of operational days lost because of breakdowns | 3% by March 31, 2013 |
Initiatives Supporting Plans to Meet Organizational Priorities
Priority: Reviewing Canadian Coast Guard Capacity and Assets
Continue to implement Coast Guard Fleet Renewal by updating the long-term Fleet Renewal Plan to reflect Government priorities and by procuring new and replacement vessels funded through Government investments of just over $1.4 billion. This includes $800 million for a new Polar Icebreaker, announced in 2008 as part of the Government's Northern Strategy. Activities for 2012-13 include:
Other Program Activity Initiatives
Improving Vessel Maintenance
Continue to put in place the Centre of Expertise for vessel maintenance management. The purpose of the Centre is to improve asset maintenance practices and ensure that capital investments and existing program assets are available and reliable.
Renewal of Service Level Agreements with Sectors
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 Fisheries and Oceans Canada website (http://www.dfo-mpo.gc.ca/rpp/2012-13/index-eng.htm).
The Canadian Coast Guard Shore-based Asset Readiness Program ensures that the Canadian Coast Guard's non-fleet assets are available and reliable to support the delivery of Canadian Coast Guard programs. These non-fleet assets include both fixed and floating aids, such as visual aids (e.g., lighthouses and buoys), aural aids (e.g., fog horns), radar aids (e.g., reflectors and beacons), and long-range marine aids, such as the Differential Global Positioning System, as well as electronic communication and navigation systems and over 300 radio towers.
The Shore-based Asset Readiness Program ensures the availability and reliability of these assets through provision of life-cycle investment planning, engineering, acquisition, maintenance, and disposal services. The Canadian Coast Guard College is an important contributor to the delivery of this Program.
As required, this Program is delivered in coordination with Public Works and Government Services Canada. Activities associated with the life-cycle asset management of Canadian Coast Guard shore-based assets are legislated and guided by a number of legal instruments such as the Financial Administration Act and Government Contracts Regulations, as well as policies, directives, and guidelines provided by Treasury Board, Treasury Board Secretariat, Industry Canada, and Public Works and Government Services Canada. The legal basis or authority for this program is found in the Constitution Act, 1867, and the Oceans Act.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 113.2 | 111.2 | 110.2 |
Human Resources (FTEs) | 821 | 821 | 821 |
Expected Results / Outputs | Performance Indicators | Targets |
---|---|---|
Reliable shore-based assets ready to respond to the operational needs and priorities of the Government of Canada | Condition rating for Marine Communications and Traffic Services program assets remains within acceptable risk tolerance for reliability, availability, and maintainability | Target to be established by March 31, 2013 |
Condition rating for Aids to Navigation program assets remains within acceptable risk tolerance for reliability, availability, and maintainability | Target to be established by March 31, 2013 | |
Maintained shore-based assets | Percentage of service level agreement commitments met to maintain Marine Communication and Traffic Services program assets | 90% by March 31, 2013 |
Percentage of service level agreements commitments met to maintain Aids to Navigation program assets | 90% by March 31, 2013 |
Initiatives Supporting Plans to Meet Organizational Priorities
Priority: Reviewing Canadian Coast Guard Capacity and Assets
Operating as Coast Guard's national, bilingual, degree-conferring training institution, the Canadian Coast Guard College educates the marine professionals necessary to deliver programs in support of Coast Guard's mission and mandate in marine safety, security, and environmental protection. Coast Guard's Fleet Operational Readiness, Shore-based Asset Readiness, Marine Communications and Traffic Services, Search and Rescue, and Environmental Response are integral contributors to the delivery of this Program.
As required, this activity is delivered in partnership with provincial marine education institutions. The legal basis or authority for this Program is found in the Constitution Act, 1867, and the Oceans Act.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 10.9 | 10.9 | 10.9 |
Human Resources (FTEs) | 293 | 293 | 293 |
Expected Results / Outputs | Performance Indicators | Targets |
---|---|---|
Trained operational personnel are ready to respond to the operational needs and requirements of the Government of Canada | Percentage of Officer Training Program graduates to approved trainee intake | 70% by March 31, 2013 |
Percentage of Marine Communications and Traffic Services Officer graduates to approved trainee intake | 90% by March 31, 2013 |
|
Trained operational personnel | Percentage of professional development courses delivered to professional development courses planned to be delivered | 100% by March 31, 2013 |
Program Activity Initiatives
Aboriginal Bridging Pilot Project
Continue to reduce the national representation gap for Aboriginal Peoples in Coast Guard, particularly in seagoing positions. In 2012-13, the Canadian Coast Guard College will enhance the Aboriginal Bridging Pilot Project by:
The safe use of Canadian waterways requires knowledge of the physical limitations to navigation. The Canadian Hydrographic Service contributes to safety on Canadian waterways by undertaking hydrographic surveys from primarily Canadian Coast Guard vessels to measure, describe, and chart the physical features of Canada's oceans and navigable inland waters. As Canada's hydrographic authority, the Canadian Hydrographic Service uses this data to produce up-to-date, timely, and accurate navigational products in support of domestic and international marine transportation in accordance with the requirements of the Canada Shipping Act, the Arctic Waters Pollution Prevention Act, and the International Maritime Organization's Safety of Life At Sea Convention. In addition to supporting safe and secure waters, hydrographic information is made available for a spectrum of research and development applications in engineering, ocean research, and the renewable and non-renewable energy sectors.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–2013 | 2013–2014 | 2014–2015 | |
---|---|---|---|
Financial Resources ($ millions) | 26,9 | 26,4 | 26,1 |
Human Resources (FTEs) | 271 | 264 | 261 |
Expected Results / Outputs | Performance Indicators | Targets |
---|---|---|
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 | Percentage of the planned chart production completed in national priority areas | Minimum 75% of planned chart production is achieved by March 31, 2013 |
Number and percentage of licence applications for hydrographic products and services that were fulfilled | 95% success in meeting client requests for licensed hydrographic data and products by March 31, 2013 | |
Hydrographic information on Canada's oceans and navigable waters | Average length of time to issue Notices to Mariners by the Canadian Hydrographic Service after source information is received | Average release time within 4 months by March 31, 2013 |
Tide- and water-level gauge network and data | Percentage of time that gauges are functioning and transmitting data | 95% by March 31, 2013 |
Program Activity Initiatives
Assess Market Opportunity
Work with the international hydrographic community to leverage their resources and knowledge including:
As a maritime nation bordered by three oceans and an extensive network of inland waters, Canada has a requirement to understanding ocean processes to enable the prediction of ocean conditions and their influences on our environment, ecosystems, and coastal communities. This is accomplished through research and the long-term monitoring of key ocean parameters (temperature, sea level, nutrients, tides, salinity, etc.) via space-based, aerial, autonomous vehicles, and vessel-based observations and the management of data to ensure its integrity and accessibility. This Program is the foundation for marine information, including ocean prediction products and services that are used to support emergency preparedness (e.g. tsunami warnings, storm surges), adaptation to climatic change, search and rescue, the mitigation of oil spills, and at-sea operations such as fisheries and offshore energy.
Clients of the Program include internal users such as the Canadian Coast Guard, other federal government departments and agencies (e.g., Environment Canada, Department of National Defence, Transport Canada, Public Safety Canada), various maritime industries (e.g., commercial shipping, off-shore energy, fishing industry), the Canadian and international marine science community, and Canadians.
This program activity description is also available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–2013 | 2013–2014 | 2014–2015 | |
---|---|---|---|
Financial Resources ($ millions) | 14,3 | 12,8 | 12,0 |
Human Resources (FTEs) | 116 | 117 | 105 |
Expected Results | Performance Indicators | Targets |
---|---|---|
Canadians are informed on the current and future physical and biochemical state of Canada's oceans and waterways | Percentage of scientific publications by Fisheries and Oceans Canada in the field of oceanography compared to the Canadian total in the same field | Maintain or improve five-year average by March 31, 2013 |
Oceanographic physical and biochemical data | 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 oceanographic data completed in the time required | 95% by March 31, 2013 |
Program Activity Initiatives
Establish Climate Change Adaptation Program
Establish Oceans Plan
This program activity supports the Department'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 Departmental programs are delivered as efficiently and effectively as possible.
A detailed description of this program activity is available in the 2012-13 Main Estimates, on the Treasury Board Secretariat website (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp).
2012–13 | 2013–14 | 2014–15 | |
---|---|---|---|
Financial Resources ($ millions) | 295.9 | 276.1 | 277.0 |
Human Resources (FTEs) | 1,830 | 1,819 | 1,795 |
Initiatives Supporting Plans to Meet Organizational Priorities
Priority: Advancing Management and Operational Excellence
Cultural Transformation of Corporate Functions
The Chief Financial Officer's Sector leads this initiative. In the coming year, the Sector plans to:
Strengthen Financial Management
The Chief Financial Officer's Sector leads this initiative. In 2012-13, the Sector plans to:
The Chief Financial Officer's Sector leads this initiative. Key plans for the coming year are as follows:
Strengthen Real Property Management
The Human Resources and Corporate Services Sector leads this initiative. In 2012-13, the Sector plans to:
Implement Values and Ethics Code
The Centre for Values, Integrity, and Conflict Resolution leads this initiative. In the coming year, the Centre will:
Other Program Activity Initiatives
Strengthen Information Management and Technology Services
Human Resource and Corporate Services Sector leads this initiative. In 2012-13 the Sector plans to:
Green Information Technology Goals
Human Resource and Corporate Services Sector leads this initiative. This initiative also supports the Greening Government Operations portion of the Federal Sustainable Development Strategy.
In 2012-13 the Sector plans to:
Results of the 2011 Public Service Employee Survey
The key contributors to this initiative are the Human Resources and Corporate Services Sector and the Communications Sector.
Human Resources and Corporate Services plans to do the following in 2012-13:
The Communications Sector plans to do the following in 2012-13:
Fisheries and Oceans Canada is a participant in the Federal Sustainable Development Strategy and contributes to Greening Government Operations targets through the Internal Services program activity. For additional details on the Department's Greening Government Operations activities, please see http://www.tbs-sct.gc.ca/rpp/2012-2013/info/info-eng.asp.
Internal Services is delivered through three sub-activities, as indicated in the Program Activity Architecture.
Future-oriented Condensed Statement of Operations (for the year ended March 31) |
$ Change | Future-Oriented 2012-13 |
Future-Oriented 2011-12 |
---|---|---|---|
Total Expenses | -211.2 | 1,768.4 | 1,979.7 |
Total Revenues | -0.2 | 91.5 | 91.7 |
NET COST OF OPERATIONS | -211.0 | 1,676.9 | 1,888.0 |
Future-oriented Condensed Statement of Financial Position (for the year ended March 31) |
$ Change | Future-Oriented 2012-13 |
Future-Oriented 2011-12 |
---|---|---|---|
Total Assets | -21.2 | 2,990.0 | 3,011.2 |
Total Liabilities | -70.0 | 525.3 | 595.3 |
Equity | 48.8 | 2,464.7 | 2,415.9 |
TOTAL | -21.2 | 2,990.0 | 3,011.2 |
The future-oriented financial highlights presented within this Report on Plans and Priorities are intended to serve as a general overview of the Department of Fisheries and Oceans financial position and operations. These future-oriented financial highlights are prepared on an accrual basis to strengthen accountability and improve transparency and financial management.
Reporting of financial authorities which is primarily based on cash flow requirements does not reflect reporting of future-oriented financial results which is on an accrual basis. The two types of reporting are reconciled in Fisheries and Oceans Canada's Future-Oriented Consolidated Financial Statements that can be found on the department's Website.
For more detailed information, see the Department's future-oriented financial statements on the Fisheries and Oceans Canada website (http://www.dfo-mpo.gc.ca/rpp/2012-13/fin-eng.htm).
The following tables are available on the Treasury Board Secretariat website:
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
1 The Government of Canada's Policy on Management, Resources, and Results Structures can be found on the Treasury Board Secretariat website at http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=18218.
2 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.
3 Additional information on the Canadian Shellfish Sanitation Program can be found on the Canadian Food Inspection Agency's website at: http://www.inspection.gc.ca/food/fish-and-seafood/shellfish-sanitation/eng/1299826806807/1299826912745.
4 The Sustainable Fisheries Framework provides the basis for ensuring Canadian fisheries are conducted in a manner that supports conservation and sustainable use (http://www.dfo-mpo.gc.ca/fm-gp/peches-fisheries/fish-ren-peche/sff-cpd/overview-cadre-eng.htm).
5 The Notice and Acknowledge System is a system that may be used by fisheries where financing is arranged with a lender. More information can be found at http://www.dfo-mpo.gc.ca/fm-gp/initiatives/piifcaf-pifpcca/nas-instructions-saa-eng.htm.
6 Traceability is the ability to follow the movement of fish and seafood products through the seafood supply chain from harvesting to processing and distribution.
7 Additional information on the development of these new regulations under the Fisheries Act can be found at http://www.dfo-mpo.gc.ca/aquaculture/fpptr-rtpp/backgrounder-eng.htm.
8 The British Columbia Aquaculture Regulatory Program has been developed to manage, administer and regulate aquaculture in British Columbia and govern the activities of the aquaculture industry on the West Coast, including finfish, shellfish and freshwater operations. More information on the Program can be found at http://www.pac.dfo-mpo.gc.ca/aquaculture/about-ausujet-eng.htm.
9 For more information on Fisheries and Oceans Canada's Small Craft Harbours Program, see http://www.dfo-mpo.gc.ca/sch-ppb/home-accueil-eng.htm.
10 Bathymetric data provides seafloor depth at any location, in latitude and longitude, and are used to produce topographic maps.
11 The Oil Spills from Ships audit is available on the Office of the Auditor General of Canada's website at http://www.oag-bvg.gc.ca/internet/English/parl_cesd_201012_01_e_34424.html.
12 The principles of Ecosystem-based Fisheries Management can be found at http://www.dfo-mpo.gc.ca/fm-gp/peches-fisheries/fish-ren-peche/sff-cpd/ecosys-back-fiche-eng.htm.
13 NAVAREAs (Navigational Areas) are geographical sea areas established by the International Maritime Organization to co-ordinate the transmission of navigational warnings to mariners
14 The Automatic Identification System is a vessel tracking system that automatically provides updates on vessel positions and other relevant ship voyage data to marine operators.
15 Shore-based Asset Renewal will be an iterative document that will evolve as technology evolves while keeping pace with changing client needs.
16 Additional information on coupled climate modelling and oceans modelling at Fisheries and Oceans Canada can be found at http://www.dfo-mpo.gc.ca/science/oceanography-oceanographie/model-eng.html.