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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:
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
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.
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.
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
A brief discussion of how the attainment of the priority will affect these outcomes |
Results Achieved
Lessons Learned: when appropriate, a discussion of the insights gained in pursuing the priority |
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.
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 (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:
Our Vision
Excellence in service to Canadians to ensure the sustainable development and safe use of Canadian waters.
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.
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:
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.
Newfoundland and Labrador
2008-09 Resources:
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:
Gulf
2008-09 Resources:
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:
Maritimes
2008-09 Resources:
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:
Quebec
2008-09 Resources:
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:
Central and Arctic
2008-09 Resources:
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:
Pacific
2008-09 Resources:
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:
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.
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.
Planned Spending | Total Authorities | Actual Spending | |
---|---|---|---|
$ (millions) | 1,738.4 | 1,860.3 | 1,747.5 |
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.
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...
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
|
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...
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
|
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...
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
|
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...
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
|
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...
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
|
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...
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
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...
Supporting...
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
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...
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
|
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...
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
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...
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
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...
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
|
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...
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
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...
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
|
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...
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
|
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...
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
|
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...
Sound, reliable, and timely financial and non-financial information supports the effective management of all of DFO's programs and services. |
Results Achieved
|
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 | 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 | 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 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 |
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 |
The Department's total Actual Spending for 2008-09 was $1,747.5 million. Spending generally increased between 2003-04 and 2008-09.
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:
Total Authorities to Actual Spending: From $1,860 Million to $1,747 Million
The difference of $112.8 million is largely explained by:
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.
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%).
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.