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Minister's Message

The Honourable Gail Shea, P.C., M.P.

As Minister of Fisheries and Oceans, it gives me great pleasure to present Fisheries and Oceans Canada's DFO Performance Report for 2008-09 to Parliament and Canadians.

Based on sound management practices and scientific knowledge, DFO and the Canadian Coast Guard (CCG), a special operating agency within DFO, continue to provide benefits to Canadians through three strategic outcomes:

  • Safe and Accessible Waterways;
  • Sustainable Fisheries and Aquaculture; and
  • Healthy and Productive Aquatic Ecosystems.

To achieve these outcomes, DFO continued to focus on a number of significant issues:

Renewing the Economic Viability of the Fisheries

The Department continued to lay the groundwork for a more modern fisheries management model, including possible legislative renewal, that will be more transparent, accountable, and inclusive of all Canadians. DFO launched a sustainable seafood program in support of the Canadian sector's international competitiveness. In addition, DFO is investing $70 million over five years to build a more sustainable and internationally competitive aquaculture sector.

Implementing Canada's Northern Strategy

DFO and CCG are key players in advancing the Government's Northern Agenda. CCG continues to advance work to acquire Canada's first polar icebreaker, the CCGS John G. Diefenbaker. The Department undertook preliminary work to support the construction of Nunavut's first small craft fishing harbour. The Canadian Hydrographic Service (CHS) continued to collect Arctic data in support of Canada's continental shelf claim under the United Nations Convention on the Law of the Sea. To help protect the North's sensitive environment, CCG delivered environmental first-response equipment to nine additional communities across the Arctic.

Ensuring the Long-term Sustainability of our Fisheries and Oceans

Through our International Governance Strategy, Canada worked with other countries, international organizations, and stakeholders to combat overfishing and ecosystem degradation on the High Seas, including, the reform of regional fisheries management organizations such as the Northwest Atlantic Fisheries Organization (NAFO). At home, many aquatic habitats and ecosystems were protected and restored in 2008-09, including, the designation of Canada's seventh Marine Protected Area — the Bowie Seamount.

Maintaining Safe Waters and Harbours

Canadian Coast Guard rejuvenation continued, including, the renewal of the CCG fleet. The Department's Small Craft Harbour Program invested in core small craft fishing harbours while accelerating the divestiture of non-core harbours.

Improving our Effectiveness as a Department

Over the past year, in addition to developing its first corporate risk profile, the Department has made significant progress in renewing its workforce, integrating planning and reporting, and developing a vision for information management and technology. Furthermore, CCG focused on modernizing its fleet, systems infrastructure and providing a platform for marine initiatives.

As we move forward, we will continue to consult our many stakeholders; through informed knowledge we can achieve the best results for Canadians. The opportunity is ours to accomplish much in the fisheries and marine sector — we are ready for the challenge.

 

The Honourable Gail Shea, P.C., M.P.
Minister of Fisheries and Oceans




 

Section I: Departmental Overview

In this Section

This document provides a high-level summary of Fisheries and Oceans Canada's (DFO's) performance for the year ended March 31, 2009. More detailed performance and contextual information is available at the electronic links provided throughout the document.

Raison d’être

DFO is responsible for developing and implementing policies and programs in support of Canada's scientific, ecological, social, and economic interests in oceans and fresh waters.

As much of DFO's work is accomplished outside headquarters, brief highlights of the accomplishments of its six regions are provided.

Summary of Priority Performance

In 2008-09, DFO committed to working on ten operational priorities to further our strategic outcomes and six management priorities to improve the efficiency and effectiveness of the way we do business.


Priority Status
Northern Strategy

2008-09 Deliverables Met

Priority continues on into future years

International Governance

2008-09 Deliverables Mostly Met

Priority continues on into future years

Health of the Oceans 2008-09 Deliverables Met
Canadian Coast Guard Rejuvenation

2008-09 Deliverables Mostly Met

Priority continues on into future years

Species At Risk Management 2008-09 Deliverables Met
People Management

2008-09 Deliverables Met

Priority continues on into future years

Departmental Modernization

2008-09 Deliverables Met

Priority continues on into future years

Effectiveness of Asset Management 2008-09 Deliverables Met
Fisheries Renewal

2008-09 Deliverables Mostly Met

Priority continues on into future years

Aquaculture Governance

2008-09 Deliverables Met

Priority continues on into future years

Science Renewal

2008-09 Deliverables Mostly Met

Priority continues on into future years

Habitat Regulatory Improvement 2008-09 Deliverables Met
Small Craft Harbours

2008-09 Deliverables Met

Priority continues on into future years

Integrated Planning and Reporting 2008-09 Deliverables Met
Integrated Risk Management 2008-09 Deliverables Met
Performance Information 2008-09 Deliverables Met

 

Each priority is discussed in a table format with information as follows:


Name of Priority

Synopsis of why the priority is important

Type as defined by Treasury Board Secretariat
Performance Status: Defining progress toward the priority
Contributing to
  • List of Strategic Outcomes

A brief discussion of how the attainment of the priority will affect these outcomes

Results Achieved
  • Highlighting key accomplishments associated with the priority.

Lessons Learned: when appropriate, a discussion of the insights gained in pursuing the priority


Performance Summary and Financial Analysis

In 2008-09, DFO's actual spending was $1,747.5 million. This section provides more details on spending by strategic outcome and program activity along with a summary of performance at the strategic outcome level. Detailed analysis of spending trends over time and how the Department uses its financial resources are also presented.

 

Program Activity Architecture

DFO's Program Activity Architecture (PAA) shows how departmental programs align to DFO's three strategic outcomes. The PAA is used in planning and reporting to allocate resources, designate accountability, deliver programs, and measure results. Each Program Activity is linked to a single Government of Canada Outcome Area, permitting whole of government reporting.

Fisheries and Oceans Canada's Program Activity Architecture

Fisheries and Oceans Canada's Program Activity Architecture

 

DFO at a Glance

Raison d'être

Fisheries and Oceans Canada (DFO) plays the lead role in managing Canada's fisheries and safeguarding its waters, ensuring safe, healthy, and productive waters and aquatic ecosystems for the benefit of present and future generations. The Department's work is built around three strategic outcomes:

  • Safe and Accessible Waterways — providing access to Canadian waterways and ensuring the overall safety and integrity of Canada's marine infrastructure for the benefit of all Canadians;
  • Sustainable Fisheries and Aquaculture — delivering an integrated fisheries and aquaculture program that is credible, science-based, affordable, effective, and contributes to sustainable wealth for Canadians; and
  • Healthy and Productive Aquatic Ecosystems — ensuring the sustainable development and integrated management of resources in or around Canada's aquatic environment and carrying out critical science and fisheries management activities.

Our Vision

Excellence in service to Canadians to ensure the sustainable development and safe use of Canadian waters.

DFO's Mandate

DFO is responsible for developing and implementing policies and programs in support of Canada's scientific, ecological, social, and economic interests in oceans and fresh waters.

The Canadian Coast Guard (CCG), a Special Operating Agency within DFO, is responsible for services and programs that contribute to the safety, security, and accessibility of Canada's waterways. CCG supports other government organizations through the provision of a civilian fleet and a broadly distributed shore-based infrastructure.

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

Organization

Fisheries and Oceans Canada is a highly decentralized department, with more than eight of every ten employees located outside national headquarters. National headquarters, in Ottawa, establishes national objectives, policies, procedures, and standards for the Department and CCG.

NCR 2008-09 Resources:

  • $427 million (24%)
  • 1,879 FTEs (includes 496 in CCG)

The Department's Regions

In addition to the National Capital Region (NCR), which serves as the Department's national headquarters, DFO has six regions, each headed by a Regional Director General (RDG).

Situated in regional headquarters, RDGs are responsible for delivering programs and activities in their regions in accordance with national and regional priorities and within national performance parameters. The Department operates fifteen major science institutes, laboratories, and experimental centres across the country. Five DFO regions are home to CCG regional headquarters, which are headed by Assistant Commissioners responsible for the day-to-day delivery of Coast Guard services.

The following pages highlight some of the accomplishments made by sectors and Coast Guard in each region.

The Department's Regions

Newfoundland and Labrador

2008-09 Resources:

  • $242 million (14%)
  • 1,565 FTEs (includes 945 in CCG)

In 2008-09, the Newfoundland and Labrador Region supported fisheries research, conservation and protection of fisheries resources, environmental protection, and economic development. The Region contributed to DFO's strategic outcomes by:

  • Facilitating industry rationalization as a means of achieving economic prosperity and fisheries sustainability.
  • Supporting the International Agenda with ecosystem research in the Northwest Atlantic Fisheries Organization (NAFO) regulatory area.
  • Participating in a Canada/Spain multi-beam benthic survey outside the 200 mile limit.
  • Researching environmental conditions on the south coast of Newfoundland.
  • Leading the identification of an Area of Interest to be recommended in 2009-10 for Marine Protected Area designation.
  • Removing two foreign derelict fishing trawlers from Bay Roberts, Newfoundland thereby eliminating the risk of significant environmental damage.
  • Undertaking strategic planning to develop projects which support Canada's Economic Action Plan for delivery in 2009-10 and 2010-11.
  • Participating in Search and Rescue, Environmental Response, and Safety and Security exercises with government and industry, including on-water exercises with Department of National Defence search and rescue helicopters and the Coast Guard Auxiliary, desktop and on-water exercises with offshore vessels and oil handling facilities, and internal communications exercises.

Gulf

2008-09 Resources:

  • $67 million (4%)
  • 432 FTEs

The Gulf Region comprises the waters of the Gulf of St. Lawrence adjacent to the eastern coast of New Brunswick, the Northumberland Strait coast of Nova Scotia and western Cape Breton Island, as well as the whole of Prince Edward Island (PEI). It is the only region of DFO, outside the NCR, that is designated bilingual and has over 480 employees, half of whom are bilingual. Regional headquarters are in Moncton, New Brunswick and there are three area offices. Program delivery is supported by 20 field offices. The Gulf Region furthered DFO priorities in 2008-09 by:

  • Establishing Environmental Management Plans at all core harbours in the Gulf Region.
  • Implementing the precautionary approach methodology for the Southern Gulf Snow Crab fishery to ensure the stock is sustainably managed.
  • Assessing 14 of the southern Gulf of St. Lawrence fisheries to assess the scientific and management foundations of the fishery, as well as the impacts of management measures on the stock and corresponding ecosystems.
  • Implementing the Aquaculture Innovation and Market Access Program.
  • Developing new monitoring and response approaches to foster co-management practices to deal with tunicate infestations in shellfish growing areas of PEI. These advances were instrumental in engaging the industry to conquer the threat of aquatic invasive species in PEI and are a model for aquaculture and fishing industries in Canada and around the world.
  • Creating a Science Advisory Committee, consisting of DFO scientists, representatives of academia, non-governmental organizations, and the fishing industry, to review the progress and scientific integrity of various science activities.
  • Selecting an Area of Interest for designation as a Marine Protected Area in the Gulf of St. Lawrence.

Maritimes

2008-09 Resources:

  • $259 million (15%)
  • 1,796 FTEs (includes 957 in CCG)

The Maritimes Region extends from the northern tip of Cape Breton to the New Brunswick-Maine border, encompassing over 8,600 kilometres of coastline and adjacent marine areas including the Bay of Fundy. The regional headquarters are in Dartmouth, Nova Scotia, and there are three area offices, and more than 100 other sites. The Maritimes Region furthered DFO priorities in 2008-09 by:

  • Establishing Environmental Management Plans at all core harbours in the Maritimes region.
  • Partnering with the New Brunswick government and the New Brunswick Salmon Growers Association to implement a Code of Containment for salmon farms.
  • Initiating two pilot projects (one coastal and one offshore) to test the applicability of the regional Ecosystem Approach to Management framework.
  • Completing a Proposed Recovery Strategy for the North Atlantic Right Whale.
  • Building strong collaborations with academia and industry to identify priority knowledge gaps and approaches to address marine renewal energy and tidal in-stream power generation.
  • Establishing the Working Agreement for Fish Habitat Management for the Protection of Fish and Fish Habitat with Nova Scotia Power Incorporated.
  • Providing, with industry clients, information for third-party certifiers to assess the sustainability of fisheries under eco-certification regimes.

Quebec

2008-09 Resources:

  • $197 million (11%)
  • 1,294 FTEs (includes 761 in CCG)

The Quebec Region, located within the borders of the province of Quebec, encompasses 6,000 kilometres of coastline. It consists of the St. Lawrence River, the estuary and part of the Gulf of St. Lawrence, as well as the coastal waters off the Magdalene Islands. In Nunavik, it includes the eastern part of James Bay, the eastern part of Hudson Bay, the southern part of the Hudson Strait and Ungava Bay.

The Quebec Region delivers its programs from 15 cities and communities, and helped further DFO priorities in 2008-09, by:

  • Adopting a strategic planning process (that began in 2007) to implement DFO priorities and issues of specific concern to the region.
  • Preparing a regional action plan to restructure the fishing industry, stabilize access to the resource and relax our licensing policies to contribute to the viability of the fishing industry in Quebec.
  • Ensuring safe and accessible harbour infrastructures.
  • Helping to ensure market access for Canadian sea products, by providing necessary information to certification organizations to evaluate the sustainability of shrimp fishing in the Gulf of St. Lawrence.
  • Implementing tools of the DFO Sustainable Fisheries Framework, such as control lists and fisheries integrated management plans.
  • Elaborating regional guidelines in a First Nations consultation guide and by establishing a regional table to share information on current activities with First Nations stakeholders in the region.
  • Ensuring safe and accessible navigation on the St. Lawrence, through de-icing, escort, and flood control services, and by issuing recommended routes that contribute to shipping competitiveness and to economic prosperity. Over 900 interventions took place during the 2008-09 winter season, involving 2,000 hours of work often in hard and icy conditions.
  • Providing a perfect intervention following the grounding of the Irving Whale in the fragile Magdalene Islands' ecosystem. This was a complex and highly sensitive operation that received considerable media coverage. Our staff demonstrated tremendous knowledge in environmental and public health issues, and effectively addressed the needs of the many stakeholders managing this event. In 2009, the environmental intervention team coordinated over 250 pollution and near-pollution, channel and port clearing events, as well as interventions for drifting sand banks.

Central and Arctic

2008-09 Resources:

  • $187 million (11%)
  • 1,217 FTEs (includes 585 in CCG)

DFO's largest geographic region, Central and Arctic (C&A) extends west from the Quebec Region to British Columbia's eastern border — excluding the National Capital Region — and up through Canada's far north. It includes: 71 percent of Canada's coastline; 67 percent of the country's fresh waters; 65 percent of Canada's marine waters; 64 percent of Canada's area; and 55 percent of Canada's population. The region's activities are important for sovereignty, northern commerce, safety and security, sustainable resource development, and understanding and protecting ecosystems and habitats.

Freshwater management is, constitutionally, a shared responsibility with provinces and territories and C&A often holds a lead role coordinating with interjurisdictional stakeholders (provinces and territories) and with the United States. In 2008-09, C&A actively supported integrated management of the Great Lakes — sharing bi-national responsibilities and working with the US through formal and informal agreements to implement program and science objectives. More broadly, C&A worked actively with the International Joint Commission on the Great Lakes and the Red River. Central and Arctic advanced the Department's freshwater initiatives and Canada's Northern Strategy.

The C&A Region contributed to DFO's strategic outcomes in 2008-09 by:

  • Providing stronger, more effective tools for meeting sustainability goals such as developing a modern fishing industry; delivering long term, stable benefits from fisheries resources; and supporting the renewal of DFO's freshwater management activities.
  • Finalizing the regulatory package for the proposed Tarium Niryutait Marine Protected Area.
  • Developing the Integrated Oceans Management Plan for the Large Ocean Management Area in the Beaufort Sea.
  • Issuing 288 authorizations under the fish habitat provisions of the Fisheries Act.
  • Reviewing more than 110 major natural resource projects pursuant to DFO obligations under the Canadian Environmental Assessment Act (43 projects are in the active environmental assessment stage, approximately 45 projects are in the pre-environmental assessment stage and 24 projects are in the post-environmental assessment follow-up stage).
  • Providing marine and freshwater research (including the Experimental Lakes Area) and providing advice across the region to support effective management of the regions fisheries (including to co-management partners in the North).
  • Defining a network of critical harbours; scoping and designing a harbour in Pangnirtung, Nunavut; repairing existing harbours; and working with local stakeholders across the region to develop two Harbour Authorities which will eventually manage between four and six harbours.
  • Working with the province of Manitoba to develop a new governance framework for interjurisdictional cooperation on issues of common interest within our respective mandates.
  • Supporting the City of Hamilton in the conduct of a four day underwater survey of the wreck site of US naval vessels Hamilton and Scourge in western Lake Ontario. The survey culminated with an at-sea memorial service to honour the lives lost when the two vessels went down in a vicious storm during the War of 1812.
  • Expanding coverage in the Arctic by the CCG Auxiliary — now active in a number of northern communities including Iqaluit, Cambridge Bay, Aklavik, Yellowknife, Hay River, and Rankin Inlet.

Pacific

2008-09 Resources:

  • $369 million (21%)
  • 2,325 FTEs (includes 977 in CCG)

Pacific Region has over 27,000 kilometres of coastline and hundreds of fish species to protect, manage, and enhance. In 2008-09, the region was responsible for overseeing west coast marine resources and the inland fisheries of British Columbia and the Yukon Territory. As the Pacific Region is entrusted with managing and protecting Pacific salmon, it played a role in the stewardship of 105 river systems in British Columbia and the transboundary northern rivers, the Stikine and Taku. Pacific Region made significant contributions to DFO's strategic outcomes by:

  • Improving the sustainability of West Coast salmon stocks through continued implementation of the Wild Salmon Policy, revitalizing the Salmon Enhancement Program and renewing the Pacific Salmon Treaty bilateral agreement with the United States.
  • Increasing collaboration with stakeholders to inform policy development and decision-making through the first Pacific North Coast Integrated Management Area forum in March 2009.
  • Enhancing the involvement of First Nations in fisheries resource management through the Pacific Integrated Commercial Fisheries Initiative and signing the Pacific North Coast Collaborative Oceans Governance Memorandum of Understanding.
  • Protecting fish and fish habitat through the designation of the Bowie Seamount as Canada's seventh Marine Protected Area.

 

Context for Performance

DFO seeks to provide Canadians with the benefits of strong economic growth, knowledge and innovation, healthy environments, and safe and secure communities.

In the global economy, economic growth is supported by marine trade. Safe and accessible waterways, modern navigation aids, hydrographic products and services, reliable small craft harbours, and collaborative partnerships with domestic and international stakeholders all contribute to this objective. Work with other nations to facilitate trade and marine commerce is based on a sound strategy of international engagement.

Healthy and productive aquatic ecosystems are the basis for sustainable fisheries and other marine enterprises that provided economic benefits for Canadians. Sustained use of our aquatic resources is fostered by an increased understanding of these resources and the ecosystems within which they exist, robust conservation and protection measures, and effective environmental response to emergencies. Continued work on the identification, protection, and recovery of species at risk helps maintain the integrity and biodiversity of our aquatic ecosystems and the future sustainability of our resources.

 

Key Corporate Risks

In 2008-09, DFO established formal processes for risk management and developed its first Corporate Risk Profile. The profile was approved by the Departmental Management Committee for the first time in April 2009 and details were provided in the 2009-10 Report on Plans and Priorities (RPP). Risks pertinent to our outcomes were identified and mitigation strategies developed. Risk profiles were developed for most areas within the Department. Risk management is being increasingly integrated into planning and priority-setting within the Department.

 

Summary of Financial and Human Resources


Financial Resources, 2008-09
  Planned Spending Total Authorities Actual Spending
$ (millions) 1,738.4 1,860.3 1,747.5

 


Human Resources, 2008-09
  Planned Actual Variance
FTEs 10,505 10,507 2

Note: The 2008-09 RPP showed the correct departmental total of 10,505 FTEs. However, FTE counts shown for the specific strategic outcomes and program activities contained an error in the allocation of program enablers; when added up, they provided a total of 10,452 FTEs. This discrepancy has been corrected in this report. The data for human resources includes only those resources associated with Vote 1, Operating expenditures.

 

DFO Priorities

The tables below summarize the Department's progress towards the 2008-09 operational and management priorities.

Contribution of Operational Priorities to Strategic Outcomes


Northern Strategy

To ensure the safety, security, and health of our northern waters and resources by developing them in an environmentally sound and sustainable manner. Scientific research and understanding of these fragile ecosystems forms the basis for their use and for international recognition of Canada's claims. Safe marine navigation and services, and ready harbours will support commerce in the North. The multi-departmental Northern Strategy is led by Indian and Northern Affairs Canada (INAC).

New in 2008-09
Performance Status: 2008-09 Deliverables Met
Contributing to...
  • Safe and Accessible Waterways
  • Sustainable Fisheries and Aquaculture
  • Healthy and Productive Aquatic Ecosystems

The Arctic region is a maritime domain of territorial coasts, waterways, islands, and seas. Northern communities benefit from maritime commerce and supply.

Sound management of our northern fisheries will allow Canadians to benefit from their use. Protection of habitats and aquatic ecosystems will ensure that our northern waters can be used in a sustainable manner and that off-shore resources can be exploited in an environmentally safe manner. Among other benefits, delineation of the continental shelf will assert our sovereign rights to natural resources.

Results Achieved
  • Completed a Mission Profile for a new polar icebreaker.
  • Notified the International Maritime Organization of Canada's intention to begin satellite broadcast service in two Arctic Navigational Areas.
  • Completed a risk assessment and issued a request for proposal for equipment to respond to spills in the Arctic.
  • Supported the federal maritime security agenda for Operation NANOOK.
  • Worked with the Canadian Coast Guard Auxiliary to increase the number of volunteer Search and Rescue Units in the North.
  • Provided first-response equipment to nine additional communities in the Arctic.
  • Collected bathymetric data in support of Canada's sovereign claim in the Arctic under the United Nations Convention on the Law of the Sea; data collection is on track for the 2013 deadline.
  • Undertook preliminary design work to build a new fishing harbour at Pangnirtung, Nunavut, with construction to start in late 2009.
  • Initiated the Beaufort Sea Ecosystem Research Initiative.
  • Worked closely with partners in Nunavut fisheries to identify significant harvest potential.
  • Proposed Darnley Bay, near Paulatuk, for further assessment under the Marine Protected Area planning process.
  • Obtained approval for an Integrated Ocean Management Plan for the Beaufort Sea Large Ocean Management Area from the Regional Coordination Committee, and obtained the support of the Beaufort Sea Partnership.
  • Undertook hydrographic surveys in priority areas that link Arctic communities to the main shipping channels.
  • Worked closely with INAC on the feasibility study for the High Arctic Research Institute and associated science programming.
  • Began shifting International Polar Year activities from fieldwork to data analysis and synthesis of information.


Fisheries Renewal

To ensure the sustainable use of Canada's marine ecosystems and a fishing industry that is viable, a robust fishery sector needs to be supported by a modern fisheries governance regime that is accountable, predictable, and transparent to the people it governs.

Ongoing since 2004
Performance Status: 2008-09 Deliverables Mostly Met
Contributing to...
  • Sustainable Fisheries and Aquaculture

The renewal agenda focuses on improving sustainability and economic viability, modernizing the decision-making system and building new relationships with resource users based on shared stewardship.

Results Achieved
  • Created an Assistant Deputy Minister-level lead for Fisheries Renewal.
  • Launched the Fisheries Renewal Directorate.
  • Created a Departmental Management Committee-level Fisheries Renewal Steering Committee.
  • Developed a Sustainable Fisheries Framework with ministerial approval.
  • Drafted DFO guidelines on eco-certification and worked with Marine Stewardship Council to address key issues related to eco-certification.
  • Created a traceability process for European Union illegal, unreported, and unregulated regulation.
  • Proposed a policy for the development of an Access and Allocation Framework.
  • Initiated a review of Fisheries Management engagement processes.
  • Established a Fisheries Renewal website.
  • Supported parliamentary consideration of a renewed Fisheries Act.


International Governance

Seeks to rectify weaknesses in international fisheries and oceans governance that have threatened Canada's economic and environmental interests. These weaknesses have fostered overfishing, including illegal, unreported and unregulated (IUU) fishing and a deteriorating global marine environment.

Ongoing since 2003
Performance Status: 2008-09 Deliverables Mostly Met
Contributing to...
  • Safe and Accessible Waterways
  • Sustainable Fisheries and Aquaculture
  • Healthy and Productive Aquatic Ecosystems

Many of our waterways and fisheries, as well as our oceans, are shared with other nations. Canada must work with these nations to protect aquatic ecosystems, habitats, and fisheries. Participation in international fora helps to ensure that Canada can protect its aquatic resources and waterways.

Results Achieved
  • Amendments to the 1979 NAFO Convention have been tabled in Parliament, and are awaiting ratification.
  • Implemented NAFO reforms to protect vulnerable marine ecosystems and to extend the influence of this process to other Regional Fisheries Management Organizations, specifically:
    • Closure of the Fogo Seamounts to fishing;
    • Adoption of an Interim Exploratory Fishery Protocol for new fishing areas; and
    • Interim encounter provisions for Vulnerable Marine Environments in both fished and unfished areas of the NAFO Regulatory Area.
  • Launched 51 science projects (single year and multi-year) to support and advance decision and policy making in three areas: straddling and highly migratory species; understanding ocean variability and marine ecosystems; and, protecting high seas habitat and community.
  • Provided expert advice and leadership in the development of Food and Agriculture Organization (FAO) guidelines on managing deep-sea fisheries, guidelines on responsible fish trade, and negotiations of global port State treaty.
  • Secured intergovernmental endorsement of Ecologically and Biologically Sensitive Areas criteria at the Convention on Biological Diversity Conference of Parties.


Aquaculture Governance

To stimulate substantial growth in the Canadian aquaculture industry's value in an environmentally sustainable manner by removing and/or reducing developmental constraints and creating the necessary conditions for industry success.

Ongoing since 2003
Performance Status: 2008-09 Deliverables Met
Contributing to...
  • Sustainable Fisheries and Aquaculture

Ensuring that the Canadian aquaculture industry is positioned to take advantage of the international demand for farmed seafood products in an environmentally responsible manner helps Canada sustainably use its aquatic resources.

Results Achieved
  • Developed and implemented a framework for aquaculture governance.
  • Established strong federal-provincial-territorial relations at the national and regional level.
  • Strengthened coordination committees.
  • 26 industry projects with $4.6 million from DFO leveraged over $26 million in industry investment and market access.
  • Initiated 64 collaborative research and development projects with industry.
  • Initiated 16 research projects to address gaps in our knowledge of ecosystems' carrying capacity and the far-field environmental effects of aquaculture.
  • Made progress in taking the concept of Integrated Multi-Trophic Aquaculture from the laboratory into pre-commercial production.


Health of the Oceans

To improve the health of the ocean environment through protection and conservation work including establishment of Marine Protected Areas, scientific research, new national Oceans Centres of Expertise, and enhancing spill-response capacity and emergency planning in the Arctic Ocean.

New in 2008-09
Performance Status: 2008-09 Deliverables Met
Contributing to...
  • Healthy and Productive Aquatic Ecosystems

Ensuring that Canada's three oceans are healthy and protected is the primary objective of this initiative. Healthy and productive aquatic ecosystems are the basis of sustainable fisheries, healthy marine environments, and marine activities and of the economic and social benefits that accrue from them.

Results Achieved
  • Launched national consultations to engage Canadians in identifying the next candidates for designation as Marine Protected Areas (MPAs) under the Oceans Act.
  • Launched work with the provinces and territories to design a national system of MPA networks.
  • Developed a suite of indicators to assess and monitor Arctic ecosystems, supporting Arctic Council initiatives.
  • Established four new Centres of Expertise.
  • Commenced acquisition of equipment to improve Canada's oil spill response capacity in the Arctic.
  • Provided a sound scientific footing for a number of Health of the Oceans initiatives (e.g., MPA monitoring and State of the Oceans Reporting).


Science Renewal

To develop and implement a long-term strategic approach and a multi-year operational planning approach that builds a national capacity for aquatic science to continue to provide high-quality, timely, and relevant scientific advice.

Ongoing since 2005
Performance Status: 2008-09 Deliverables Mostly Met
Contributing to...
  • Safe and Accessible Waterways
  • Sustainable Fisheries and Aquaculture
  • Healthy and Productive Aquatic Ecosystems

Sound scientific knowledge and advice is the foundation of all DFO policies and programs. A renewed Science Program will ensure that information is available to support both decision and policy-making on departmental and Government of Canada priorities.

Results Achieved
  • Developed an International Science Strategy, Five-Year Research Plan, and Science Outreach Strategy and Knowledge Translation Strategy. These strategies and plans clearly articulate the Science Program's future direction.
  • Established six Ecosystem Research Initiatives (ERI) and the Climate Change Science Initiative (CCSI) to focus on the priority areas of research identified in the Fisheries and Oceans Canada Five-Year Research Plan (2008-2013).
  • Improved the alignment of Science efforts with departmental and Government of Canada priorities.

Lessons Learned: Although the overarching framework to support the transition to an ecosystem-based approach to science is complete, implementation of the ecosystem-based approach is an incremental process, as it entails a new way of thinking, new delivery mechanisms (e.g., ERIs, CCSIs, centres of expertise) and increased interdisciplinary scientific expertise.



Canadian Coast Guard (CCG) Rejuvenation

Seeks to strengthen client-focused service delivery; support Canada's maritime security agenda; strengthen the fleet's capacity to carry out its missions; modernize Canada's aids to navigation and marine communications and traffic services assets; and strengthen the effectiveness of our workforce.

Ongoing since 2004
Performance Status: 2008-09 Deliverables Mostly Met
Contributing to...
  • Safe and Accessible Waterways

Supporting...

  • All Strategic Outcomes

CCG supports safety, security, and maritime commerce through a maritime presence, aids to navigation, and other marine services. CCG also makes it possible for DFO and other government departments to carry out conservation and protection activities, scientific research, and environmental response. Ensuring that CCG has the people, fleet, shore-based infrastructure, and management to fulfil these duties supports all of our strategic outcomes.

Results Achieved
  • Strengthened CCG as a client-focused agency by continuing to engage clients in the Levels of Service review and developing Service Level Agreements with internal CCG clients.
  • Continued Fleet Renewal, including the delivery of a new air cushion vehicle to Quebec Region.
  • Initiated engagement with the shipping industry on CCG's vision and strategy for "e-navigation".
  • Contributed to Canada's maritime security agenda by leading the development of the international Long Range Identification and Tracking System and implementing the Automatic Identification System.
  • Developed an action plan and began to address vessel maintenance management issues. Specifically, progress was made in clarifying and documenting the roles, responsibilities, and accountabilities for vessel maintenance management and in making current policies and procedures more accessible to CCG personnel.
  • Established a National Labour Force Renewal team to lead recruitment and succession planning activities and finalize the structure of CCG's Standard Organization.
  • Developed a new mission and vision statement and continued work towards national consistency in planning, reporting, and management practices.

Lessons Learned: Despite setbacks with the initial competitive bidding process, a new process for the procurement of up to 12 mid-shore patrol vessels was launched in March 2009.



Habitat Management Regulatory Improvement Initiatives

To improve the efficiency and effectiveness of regulatory reviews and environmental assessments, particularly those addressing major natural resource projects, while enhancing the conservation and protection of fish habitat.

Revised in 2007-08
Performance Status: 2008-09 Deliverables Met
Contributing to...
  • Healthy and Productive Aquatic Ecosystems

The Habitat Management Program seeks to protect fish habitat and ecosystems from the adverse effects of resource development. Regulatory improvements ensure that economic development can occur in a timely and efficient manner while habitat is protected.

Results Achieved
  • Improved Habitat Management regulatory reviews and environmental assessments.
  • Collaborated with provincial governments and industry partners.
  • Reduced the number of steps in the environmental assessment process.
  • Ensured that DFO reviews are done in a timely manner and are not unduly impeding the flow of stimulus funds by:
    • providing relevant information to proponents; and
    • working to better categorize incoming projects.


Species At Risk Management

To prevent aquatic species from being extirpated or becoming extinct; to provide for the recovery of species threatened by human activity; and to manage species of special concern to prevent them from becoming endangered or threatened.

New in 2007-08
Performance Status: 2008-09 Deliverables Met
Contributing to...
  • Healthy and Productive Aquatic Ecosystems

The health of aquatic ecosystems depends on the health of their many component species. The protection and restoration of species that are threatened or at risk supports the health and productivity of aquatic ecosystems, which are in turn the basis of sustainable fisheries.

Results Achieved
  • Finalized and posted a recovery strategy for the Nooksack Dace.
  • Provided scientific data for the 20 species assessments undertaken by the Committee on the Status of Endangered Wildlife in Canada (COSEWIC) in 2008-09.
  • Undertook reviews for six species which will be assessed in future years.
  • Commenced or continued 19 recovery strategies and 11 management plans for SARA-listed species.
  • Participated in the parliamentary review of the Species at Risk Act (SARA).
  • Developed, together with Environment Canada and Parks Canada Agency, a federal SARA Policy Suite to guide a consistent and coherent approach to the implementation of SARA.

In 2008-09, the Department's Species at Risk Secretariat was renamed Species at Risk Management and was integrated into the Oceans and Habitat Management Sector as a separate program activity.



Small Craft Harbours

To support the activities of commercial fish harvesters and other marine users.

New in 2007-08
Performance Status: 2008-09 Deliverables Met
Contributing to...
  • Safe and Accessible Waterways

Ensuring that small craft harbours are safe, well managed, and environmentally secure contributes to the economic prosperity of the fishing industry and supports other marine activities.

Results Achieved
  • Maintained a national network of safe and accessible commercial fishing harbours to meet the needs of the fishing and aquaculture industries. These harbours are operated and managed by viable Harbour Authorities.
  • Divested seven recreational and non-core fishing harbours.
  • Strengthened the management of the Small Craft Harbours (SCH) Program through the ongoing development and implementation of strategic and operational plans.
  • Implemented recommendations of the Functional Review of SCH.

Lessons Learned: The amalgamation of Harbour Authorities can benefit the harbours involved through improved efficiency, including the need for fewer volunteers, the ability to hire shared staff such as harbour managers, and the ability to secure better prices for construction.


Contribution of Management Priorities to Strategic Outcomes


People Management

To address current and future employment needs by improving the consistency of program and service delivery across the organization, improving the capacity to fill vacancies, reducing employment equity gaps, meeting official languages requirements, and addressing learning needs. This priority was previously called Human Resources Modernization.

Ongoing since 2003
Performance Status: 2008-09 Deliverables Met
Contributing to...
  • All Strategic Outcomes

Effective and efficient management of human resources helps to ensure that the Department will have a knowledgeable and representative workforce to support all of its programs.

Results Achieved
  • Completed national structures and a plan for national model work descriptions (increase of 15 percent in number of classified model jobs).
  • Launched the Integrated Operational and Human Resource Planning on line tool to better link business objectives to human resources needs.
  • Implemented succession planning strategies for vulnerable groups.
  • Implemented fast-track staffing initiative in the NCR to streamline routine staffing actions.
  • Implemented national and regional collective staffing processes.
  • Implemented multi-year employment equity and official languages action plans.
  • Implemented learning and performance management programs.
  • Initiated negotiations for Essential Services Agreements with all unions; progress has been promising:
    • 90-95% of Radio Operators (RO) group employees have been accepted as essential;
    • an agreement in principle has been reached with the Union of Canadian Transportation Employees identifying 100% of Fleet as essential; and
    • discussed proposals from other unions and initiated negotiations.


Integrated Planning and Reporting

To improve management decisions, business plans and parliamentary reports by integrating risk management, environmental scanning, priority setting, human resources planning, parliamentary reporting and other management processes such as information management under a single framework.

Ongoing since 2004
Performance Status: 2008-09 Deliverables Met
Contributing to...
  • All Strategic Outcomes

Planning for results, delivering results, measuring results, reporting on results achieved, and learning from performance are the fundamentals of results-based management. Through a rigorous approach to planning and reporting, DFO can tailor its programs to make the most effective use of its resources.

Results Achieved
  • Integrated the human resources implications associated with departmental plans and priorities in the Department's second Integrated Business and Human Resources Plan.
  • Developed an Integrated Planning and Reporting Framework using the Report on Plans and Priorities as a focus from which other plans cascade.
  • Used this framework for the 2009-10 integrated planning process.
  • Included regional information in key departmental planning and reporting documents.

Lessons Learned: Integrating planning and reporting required the development of a clear, understandable framework. Recognizing that three distinct cycles existed showed how the cycles interact and the need to advance key decision points to synchronize the cycles. Obtaining senior management commitment to key dates for decision-making was the first critical step in implementing the framework.



Departmental Modernization

To revitalize the department's Information Technology (IT) Management Model, rationalize the IT infrastructure and to establish common Information Management (IM) operating parameters and principles within DFO to make better use of departmental information assets. This priority builds on the Departmental Renewal Priority begun in 2006-07.

New in 2008-09
Performance Status: 2008-09 Deliverables Met
Contributing to...
  • All Strategic Outcomes

Knowledge and information are critical to the design, development, delivery, and monitoring of programs. A modern, efficient, and effective information management/information technology infrastructure will help to ensure that decision-makers have the information they need, when they need it, to manage their programs.

Results Achieved
  • DFO was honoured with a Government Technology Exhibition and Conference (GTEC) Gold Medal for excellence in Internal Business Operations.
  • Completed the Information Technology Sustainability Project on March 31, 2009.
  • Achieved 100 percent compliance with all 52 requirements of the Management of Information Technology Security (MITS) Program, thereby enhancing the Department's IT Security position.
  • Made progress towards establishing the IM strategy implementation plan.


Integrated Risk Management

To ensure risk is managed effectively across the Department and is an integral part of decision-making with clear accountabilities for risk mitigation and ongoing senior management monitoring. Risk management, including the identification and prioritization of risks and the development of mitigation strategies, is a key component of the Integrated Planning and Reporting Framework. The 2006-07 Management Accountability Framework (MAF) assessment process identified risk management as a priority for the Department.

Previously committed to in 2006-07
Performance Status: 2008-09 Deliverables Met
Contributing to...
  • All Strategic Outcomes

DFO works in a complex and changing environment. By actively assessing the risks that may affect the attainment of its strategic outcomes and developing strategies to mitigate them, the Department is prepared to deal with most contingencies.

Results Achieved
  • 2008 Corporate Risk Profile was approved and integrated into the annual planning and reporting cycle. Highlights were included in the 2009-10 RPP.
  • Maintained an acceptable rating in the MAF Effectiveness of Corporate Risk Management area of management.
  • Developed a process to:
    • Implement risk management;
    • Keep the Corporate Risk Profile current; and
    • Establish and monitor mitigation measures.


Effectiveness of Asset Management

To develop and improve integrated asset information systems and processes through the new investment planning policy to ensure that accountabilities and all information systems are fully integrated into DFO's management structure and overall program planning. The 2006-07 Management Accountability Framework assessment process identified asset management as a priority for the Department.

New in 2008-09
Performance Status: 2008-09 Deliverables Met
Contributing to...
  • All Strategic Outcomes

DFO has one of the largest asset bases in the Canadian federal government. The effective management of this asset base supports the delivery of all the Department's programs and services.

Results Achieved
  • Developed an action plan and commenced work to ensure compliance with Treasury Board's new policy on Investment Planning. A fully compliant Investment Plan is to be in place on April 1, 2010.
  • Completed 778 assessments of suspected contaminated sites and remediated or risk-managed 164 sites, under the Federal Contaminated Sites Action Plan.
  • Developed and approved a high-level Real Property Accountability Framework, outlining the responsibilities of the three major custodians of real property within the Department.
  • Addressed concerns from the MAF assessment and ensured compliance with TB policy, by:
    • Providing geospatial property information to Treasury Board Secretariat to update DFO holdings in the Directory of Federal Real Property (DFRP), resulting in a conditional DFRP Certification.
    • Commenced development of an integrated Real Property Information System.


Integration, Use, and Reporting of Performance Information

To better integrate financial and non-financial performance information into the assessment of results and the extent to which program objectives are achieved. The 2006-07 Management Accountability Framework assessment process identified performance management as a priority for the Department.

New in 2008-09
Performance Status: 2008-09 Deliverables Met
Contributing to...
  • All Strategic Outcomes

Sound, reliable, and timely financial and non-financial information supports the effective management of all of DFO's programs and services.

Results Achieved
  • Integrated financial and human resource data with clearly identified performance expectations and targets using the Performance Measurement Framework in the 2009-10 Report on Plans and Priorities.
  • Aligned the Departmental Financial Report, which provides information on resource allocation and use, with the Department's Program Activity Architecture.
  • Identified targets for expected results and published them in the 2009-10 Report on Plans and Priorities.

 

Summary of Departmental Spending ($ Million)


Safe and Accessible Waterways
  2007-08 2008-09
Actual
Spending
Main
Estimates
Planned
Spending
Total
Authorities
Actual
Spending
Canadian Coast Guard 692.3 714.3 763.2 783.0 709.6
Small Craft Harbours 112.7 108.6 108.7 122.1 119.8
Science for Safe and Accessible Waterways 51.2 46.7 46.9 52.1 52.0
Subtotal 856.2 869.6 918.8 957.2 881.8


Sustainable Fisheries and Aquaculture
  2007-08 2008-09
Actual
Spending
Main
Estimates
Planned
Spending
Total
Authorities
Actual
Spending
Fisheries Management 364.8 385.8 386.8 413.3 397.7
Aquaculture Management 5.4 5.0 5.0 13.2 11.4
Science for Sustainable Fisheries and Aquaculture 209.2 211.4 215.0 241.7 225.6
Subtotal 579.4 602.2 606.8 668.2 634.8


Healthy and Productive Aquatic Ecosystems
  2007-08 2008-09
Actual
Spending
Main
Estimates
Planned
Spending
Total
Authorities
Actual
Spending
Oceans Management 20.2 23.9 24.2 26.3 21.1
Habitat Management 77.8 109.3 110.8 123.4 124.2
Science for Healthy and Productive Aquatic Ecosystems 83.1 77.0 77.8 85.2 86.2
Subtotal 181.1 210.2 212.8 234.9 231.4


All Strategic Outcomes
  2007-08 2008-09
Actual
Spending
Main
Estimates
Planned
Spending
Total
Authorities
Actual
Spending
Total 1,616.6 1,682.0 1,738.4 1,860.3 1,747.5
Less: Non-respendable Revenue (61.5) n/a (45.9) n/a (59.5)
Plus: Services Received without Charge 95.3 n/a 99.9 n/a 112.9
Total Departmental Spending 1,650.5 1,682.0 1,792.4 1,860.3 1,800.9
FTEs 10,350 n/a 10,505 n/a 10,507

Note: Because of rounding, figures may not add to the totals shown. Financial and human resource figures include Program Enablers. The data for human resources includes only those resources associated with Vote 1, Operating expenditures. FTE figures include Program Enablers (2007-08 Actuals: 1,782; 2008-09 Planned: 1,879; 2008-09 Actuals: 1,797).

 


Summary of Performance by Strategic Outcome Program Activity Alignment to Government of Canada Outcomes
Safe and Accessible Waterways
  • Canadian Coast Guard facilitated maritime commerce with Aids to Navigation, Waterways Management, and Marine Communication and Traffic Services; provided ice-breaking, emergency response, search and rescue, and northern supply service; provided the maritime presence for a safe and secure Canada; and supported various activities of DFO and other government departments.
  • Small Craft Harbours provided access to a network of over 1,100 harbours that were open, safe, and in good repair. Over 5,000 volunteers from Harbour Authorities contributed to the management and operations of small craft harbours.
  • Canadian Hydrographic Service distributed 204,900 official paper marine navigational charts, publications, and information brochures; undertook surveys in priority areas that link Arctic communities to the main shipping channels; and continued to collect bathymetric data in support of Canada's submission on the outer limits of the continental shelf in the Arctic and Atlantic Oceans.
Canadian Coast Guard Safe and secure communities
Small Craft Harbours Strong economic growth
Science for Safe and Accessible Waterways An innovative and knowledge-based economy
Sustainable Fisheries and Aquaculture
  • Fisheries Management collected data for 109 major stocks in Canada through a survey of fishery managers and biologists; the data was captured by a fisheries checklist.
  • Aquaculture developed and posted a discussion document to engage stakeholders in the aquaculture sector in a dialogue to resolve the constraints facing the industry and its subsectors; implemented a Code of Containment for breaches of containment on salmon farms; and introduced a checklist to report to Canadians on aquaculture sustainability.
  • In response to direct requests for peer-reviewed science advice in support of sustainable fisheries and aquaculture, the Science Program produced 175 publications, including science advisory reports, research documents, proceedings, and science responses.
Fisheries Management Strong economic growth
Aquaculture Strong economic growth
Science for Sustainable Fisheries and Aquaculture An innovative and knowledge-based economy
Healthy and Productive Aquatic Ecosystems
  • Oceans launched the Pacific North Coast Integrated Management Area, established the Bowie Seamount as Canada's seventh Marine Protected Area, and made progress on the development of an integrated management plan for the Beaufort Sea Integrated Management Area and the Placentia Bay/Grand Banks Large Oceans Management Area. Four new Centres of Expertise were established.
  • Habitat Management continued to protect habitat through the regulatory review process and improved the way Environmental Assessments are conducted.
  • Approximately 45 advisory publications, including science advisory reports, research documents, proceedings, and science responses were produced in direct support of science advice requirements associated with healthy and productive aquatic ecosystems.
Oceans Management A clean and healthy environment
Habitat Management A clean and healthy environment
Science for Healthy and Productive Aquatic Ecosystems An innovative and knowledge-based economy

 

Expenditure Profile


Voted and Statutory Items in the Main Estimates ($ million)
Vote or Statutory Item Vote/
Statutory Wording
2006-07
Actual
Spending
2007-08
Actual
Spending
2008-09
Main
Estimates
Actual
Spending
1 Operating Expenditures 1,196.5 1,210.8 1,178.3 1,278.3
5 Capital Expenditures 195.2 211.2 294.7 249.4
10 Grants and Contributions 141.1 73.4 90.5 94.6
(S) Minister of Fisheries and Oceans Canada salary and motor car allowance 0.1 0.1 0.1 0.1
(S) Contributions to Employee Benefit Plans 114.7 118.1 118.6 122.6
  Spending of the proceeds of surplus Crown Assets 1.3 3.1 n/a 2.6
Total — Fisheries and Oceans Canada 1,648.9 1,616.6 1,682.0 1,747.5

 

Financial Analysis

The Department's total Actual Spending for 2008-09 was $1,747.5 million. Spending generally increased between 2003-04 and 2008-09.

Actual Spending

Actual Spending

 

Planned Spending to Total Authorities: From $1,738 Million to $1,860 Million

Planned Spending for 2008-09 was $1,738.4 million, whereas the Total Authorities for the Department are $1,860.3 million, representing a change of $121.9 million. The differences are primarily due to:

  • Increases:
    • $62.2 million from deferred spending carried forward from 2007-08;
    • $45.4 million in additional funding for fuel costs, implementation of the New Aquaculture initiative, divestiture of non-core harbours, and funding for International Fisheries;
    • $53.4 million for salary expenditures related to approved collective agreements and other associated benefits;
    • $4.0 million for statutory adjustments; and
    • $3.9 million related to the sale of Crown assets.
  • Decrease:
    • $47.0 million due to delays in the planned procurement of offshore science vessels.

Total Authorities to Actual Spending: From $1,860 Million to $1,747 Million

The difference of $112.8 million is largely explained by:

  • $88.1 million in Operating, Capital, and Grants and Contributions spending that was deferred and carried forward to future years for such initiatives as the Mid-Shore Patrol Vessels, Coast Guard special non-lapsing capital carry forward, Operating Budget Carry Forward, and the Atlantic Integrated Commercial Fisheries Initiative (AICFI);
  • $14.3 million in lapsing appropriations primarily due to an amount frozen to offset a forecasted shortfall in revenue;
  • $7.1 million in employee benefit premiums that are charged when funds are transferred from operating to cover salary costs; and
  • $3.2 million in general lapses - that is, funds that the Department did not spend. These include items such as $1.5 million in operating funds that are not eligible to be carried forward to future years and delays in the receipt of goods and services that prevent spending in the current year.

DFO carried forward $88.1 million of the $112.8 million variance for spending in future years. Only $24.7 million; approximately 1 percent of total approved spending authority, remained unspent and was lapsed — this highlights the accuracy of departmental budget forecasting.

Spending by Strategic Outcome

The Department's total Actual Spending was $1,747.5 million. Spending in the Safe and Accessible Waterways strategic outcome accounted for more than 50% of all spending. Approximately two-thirds (2/3) of total departmental spending was due to two program activities: the Canadian Coast Guard (40%); and Fisheries Management (23%). The combined Science program activities in the three strategic outcomes accounted for 21% of the Department's total spending.

Spending by Strategic Outcome

Spending by Strategic Outcome

Operating expenditures make up 81% of DFO's spending.

Capital Spending forms the next largest share (14%) of actual spending. Coast Guard spending of vessels infrastructure accounts for approximately 69% of capital spending. Expenditures on Small Craft Harbours makes up another 13% and the Department's three Science Program Activities account for most of the remainder (15%).

Capital Spending

Capital Spending

Grants and Contributions, or transfer payments, are monetary payments, or transfers of goods, services, or assets to third parties. Transfer payments include grants, contributions, and other transfer payments, including those made to other orders of government, international organizations, and First Nations. Grants and contributions account for approximately five percent of the Department's spending.

DFO uses ten major (over $500,000 per year) transfer payment programs, as well as a number of smaller programs, to leverage its resources and to achieve program and policy objectives associated with its three strategic outcomes. Of these, four account for almost 90% of the Department's grants and contributions.

Lessons Learned: Recent evaluations have pointed the way to improving the effectiveness of these programs, through improving performance measurement and monitoring, establishing service standards, making the programs more accessible, encouraging regular feedback from participants, and leveraging DFO's best practices in delivering these programs.

Transfer Payments

Transfer Payments