This page has been archived.
Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.
The original version was signed by
The Honourable Gail Shea, P.C., M.P.
Minister of Fisheries and Oceans
Section I: Departmental Overview
Section II: Analysis of Program Activities by Strategic Outcomes
Section III: Supplementary Information
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.
In this Section
This sub-section describes the performance of the strategic outcome and how safe and accessible waterways contribute to economic growth, a safe and secure Canada, and a knowledge-based and innovative economy. The section also describes in greater detail how the three program activities associated with this outcome performed.
Canadian Coast Guard | Small Craft Harbours | Science for Safe and Accessible Waterways |
---|
This sub-section describes the performance of the strategic outcome and how sustainable fisheries and aquaculture contributes to economic growth and a knowledge-based and innovative economy. The section also describes in greater detail how the three program activities associated with this outcome performed.
Fisheries Management | Aquaculture | Science for Sustainable Fisheries and Aquaculture |
---|
This sub-section describes the performance of the strategic outcome and how healthy and productive aquatic ecosystems contribute to a clean and healthy environment and a knowledge-based and innovative economy. The section also describes in greater detail how the three program activities associated with this outcome performed.
Oceans Management | Habitat Management | Science for Healthy and Productive Aquatic Ecosystems |
---|
Each Program Activity narrative begins with the specific goal of the Program Activity and its expected results. The Resources to Results table shows program spending in comparison to plans and provides information on the indicators that are used to measure performance. Though DFO has been working to improve its performance measurement framework, the 2008-09 Report on Plans and Priorities did not contain targets for these indicators. Wherever possible, established targets are presented. Elsewhere, the performance information will serve as benchmarks for future planning and reporting exercises.
A brief discussion follows to highlight the key challenges that must be overcome in delivering these results to Canadians. A more in-depth discussion of Program Activity performance and major accomplishments follows.
The Moving Forward section introduces a discussion of what is still to be accomplished: the key plans involved and, where possible, the lessons learned that will improve future performance. This section ends with a graphic of the Program Sub-Activities associated with each Program Activity. An electronic link to further, more detailed information is also provided.
From Resources... | To Results... | |||||
---|---|---|---|---|---|---|
$ milliona | FTEb | Targetc | Result | Status | ||
Planned | 918.8 | 5,893 | Public's Confidenced | — | 96% | Unable to assess against targets |
Total Authorities | 957.2 | n/a | ||||
Actual | 881.3 | 6,009e |
aFinancial figures include Program Enablers (Planned: $145.1 million; Total Authorities: $207.6 million; Actual: $188.7 million).
bFTE figures include Program Enablers (Planned: 922; Actual: 881).
cTargets were not set for 2008-09 or 2009-10. Targets have been established for 2010-11.
dPublic's confidence of the safety and security of marine travel in Canada, as surveyed by Transport Canada, most recently in 2006 — Percentage of Canadians who rated transportation in Canada as either moderately or extremely safe and secure.
eThe FTE variance of 116 can be attributed to the United Nations Convention on the Law of the Sea (UNCLOS) and International Polar Year projects, growth in Fleet Operational Readiness, and the use of casuals to support essential positions.
Canadian Coast Guard | Small Craft Harbours | Science for Safe and Accessible Waterways |
---|
DFO provides Canadians with access to Canadian waterways and ensures the overall safety and integrity of Canada's marine infrastructure. Strong economic growth in Canada is supported by trade dependent upon maritime commerce. The Canadian economy requires: secure, sustainable harbours; safe waters; aids to navigation; as well as reliable and modern hydrographic products and services. Since 1883, the Canadian Hydrographic Service (CHS) has been producing nautical charts and navigational products that serve as 'road maps' to guide mariners safely from port to port. But maritime accidents do occur, necessitating strong Coast Guard capacities for search and rescue and for environmental response. Pressures for increased service and infrastructure, especially in the North, continue to challenge the Coast Guard, Small Craft Harbours, and the Canadian Hydrographic Service.
In 2008-09, the Canadian Coast Guard maintained one of the best records in the world for search and rescue (96%)1. Coast Guard programs such as Icebreaking, Aids to Navigation, Waterways Management, and Marine Communication and Traffic Services facilitated maritime commerce. The Environmental Response program ensured that there was a coordinated and capable response to both ship-source and mystery-source spills in Canadian waters throughout the year. Coast Guard also provided significant support to other parts of DFO for science and enforcement activities and to other government departments on various activities, increasingly on maritime security.
Coast Guard programs and services provide the maritime presence that supports a safe and secure Canada; Northern prosperity, sovereignty and development, in particular, are fostered by secure access to our northern waters provided by Coast Guard icebreakers. Northern communities benefit from supplies delivered by Coast Guard vessels. In 2008-09, the re-supply of northern communities involved the delivery of 1,406 metric tonnes of dry cargo to Eureka, Nunavut, and 666 metric tonnes of bulk diesel fuel to Kugaaruk, Nunavut. Coast Guard also participated in Operation NANOOK, a major Arctic operation led by the Canadian Forces to exercise Arctic sovereignty and strengthen inter-operability of organizations in the service of humanitarian and environmental emergencies in northern Canadian communities.
Our small craft harbours support the effective operation of the commercial fishing industry that contributes nearly $6 billion annually to the Canadian economy. The industry is an important economic driver in over 1,700 coastal communities, involving about 80,000 direct jobs and thousands more in related industries. Many of these jobs are located in rural and isolated parts of Canada. Fish harvesters and other users have access to a network of over 1,100 safe harbours. Over 5,000 Harbour Authority volunteers contribute approximately 135,000 hours to the management and operation of our small craft harbours. The Small Craft Harbours Program worked with Harbour Authorities from coast to coast to ensure that these harbours are open, safe, and in good repair.
The extent of nautical charts needed for Canadian waters is the largest in the world and actually continues to grow as changing climatic conditions expose new navigable waterways. Keeping existing hydrographic charts up-to-date while creating new ones is an ongoing challenge. The advent of electronic charts and other technological advances in hydrography continue to change how the Canadian Hydrographic Service makes hydrographic information available to Canadians. CHS provided the information needed to navigate Canada's waters-including: hydrographic products and services, tidal and water level information, and warning for natural disasters. With the exception of the Arctic Region, our navigational products and services continue to meet or exceed international standards set by the International Maritime Organization and the International Hydrodraphic Organization.
In support of Canada's Northern Strategy, the Canadian Hydrographic Service 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 under the United Nations Convention on the Law of the Sea (UNCLOS).
1 Success is measured by the number of lives saved to the number of lives at risk.
Red line: Exclusive Economic Zone
White line: possible extended shelf outside 200 nautical miles
Providing Canadians with this... | To achieve these results... |
---|---|
Civilian marine services — vessels, aircraft, expertise, personnel, and infrastructure — to support Government of Canada maritime priorities, economic prosperity and contribute to the safety, accessibility and security of Canadian waters. |
|
From Resources... | To Results... | |||||
---|---|---|---|---|---|---|
$ milliona | FTEb | Targetc | Result | Status | ||
Planned | 763.2 | 5,346 | Marine Accidents versus Vessel Clearancesd |
None stated | 1.9% (418/22,000) | Unable to assess against targets |
Total Authorities | 783.0 | n/a | Search and Rescuee | 96% | Unable to assess against targets | |
Actual | 709.6 | 5,460 | Environmental Responsef | 100% | Unable to assess against targets | |
Fleet Operational Readinessg | more than 31,000 operational days | Unable to assess against targets |
aFinancial figures include Program Enablers (Planned: $119.1 million; Total Authorities: $169.0 million; Actual: $153.5 million).
bFTE figures include Program Enablers (Planned: 771; Actual: 738).
cTargets were not set for 2008-09. Due, in part, to the unforeseen elimination of data sources, CCG has not reported against the exact indicators presented in the 2008-09 RPP. As an interim measure, CCG has provided sub-activity performance information relevant to the expected results to demonstrate its overall performance. CCG is currently working to strengthen its Performance Measurement Framework, including consultations with clients and stakeholders.
dPercentage of (marine) traffic accidents (includes those onboard vessels) vs. vessel clearances.
ePercentage of lives saved versus lives at risk.
fPercentage of spills addressed.
gNumber of operational days delivered to clients. Information provided is used as a proxy. Government of Canada client survey results, measuring the extent to which CCG is meeting Government of Canada requirement for an operationally ready fleet, are not available. Survey results will be available to report in 2009-10.
An aging fleet, workforce and shore-based infrastructure are challenges that Coast Guard has begun to address to ensure that it can continue to maintain and adapt its services where required. While recent federal budgets have provided the funding for up to 17 new large ships, it will take a number of years for many of the vessels to be delivered. The existing fleet, therefore, must be kept operationally ready. Also, like many other organizations, Coast Guard faces an increasingly competitive labour market for recruitment and retention of skilled employees. As over 25% of Coast Guard's employees will be eligible to retire over the next five years, recruitment is an important priority for the Coast Guard. Rapid technological advancement and modernization in the marine industry require Coast Guard to modernize its shore-based infrastructure and Canada's aids to navigation system while at the same time, having to maintain older technologies due to some user requirements.
In 2008-09, Coast Guard continued its focus on improving client service, effectiveness and efficiency, and management of its people through a set of initiatives outlined in its 2008-2011 Business Plan. Solid progress was made on most of the commitments planned for 2008-09. More details are available in the 2008-2011 Business Plan and 2008-09 Year End Report, both of which are available on the CCG website.
From an operational perspective, Coast Guard continued to facilitate safe, economical and efficient movement of vessel traffic in Canadian waters. Marine Communication and Traffic Services operated 24/7 as CCG's communications backbone. The services provided by Coast Guard's Aids to Navigation program ensured access to a reliable navigation system and regular safety information. Waterways Management ensured water level and bottom condition information availability. Icebreaking services proved to be a challenge as ice conditions were more severe than normal in the Great Lakes, the Gulf of St. Lawrence and the St. Lawrence River, while in Newfoundland and Labrador, the ice-breaking season started late and was longer than usual, closing on June 28. These conditions led to some shipping delays in the St. Lawrence River and the Saguenay River.
Despite the best safety precautions and continuous vigilance, some on-water incidents did occur, but in 2008-09, Coast Guard provided a 96% search and rescue success rate of lives saved versus lives at risk and a 100% response rate to environmental incidents.
As the operator of the Government of Canada's civilian fleet, Coast Guard supported DFO's Science and Fisheries Enforcement programs and provided on-water and marine support to other federal government departments and agencies. Though progress on fleet renewal was slower than desired, with delays in the competitive bidding process for the mid-shore patrol vessels and offshore fisheries science vessels, preparatory work is well under way to accelerate certain vessel procurements and repairs. These investments will enhance fleet renewal and vessel maintenance initiatives and overall capacity, particularly in search and rescue and in environmental response.
CCG performance includes:
|
---|
Over the next several years, there will be significant progress in fleet renewal. The Government, in recent budgets, has earmarked $1.4 billion to acquire up to 17 new large vessels. Up to twelve of these will replace existing vessels that will be taken out of service and up to five will be additions to the existing fleet. In January 2009, Coast Guard received $175 million as part of the government's Economic Action Plan, for the acquisition of much-needed small craft, conducting vessel life extensions, and carrying out repairs on its larger vessels.
Coast Guard will develop an Environmental Management Framework that will examine ways to reduce greenhouse gas emissions and undertake other greening of government initiatives. Ongoing modernization initiatives, both at sea and on shore, will place a greater emphasis on technology and innovation.
Aids to Navigation | Waterways Management | Marine Communication and Traffic Services | Icebreaking Services |
---|---|---|---|
Search and Rescue Services | Environmental Response Services | Maritime Security | Fleet Operational Readiness |
Life-cycle Asset Management Services | Coast Guard College |
Providing Canadians with this... | To achieve these results... |
---|---|
A network of harbours critical to the commercial fishing industry. |
|
From Resources... | To Results... | |||||
---|---|---|---|---|---|---|
$ milliona | FTEb | Target | Result | Status | ||
Planned | 108.7 | 201 | Harbour Performancec | 25% | 22% | Mostly met (80%-99%) |
Total Authorities | 122.1 | n/a | Facility Conditiond | 80% | 82% | Exceeded |
Actual | 119.8 | 203 | Environmental Planse | 95% | 95% | Met (100%) |
Harbour Authoritiesf | 100% | 91% | Mostly met (80%-99%) |
|||
Divestituresg | 75-95 over 4 years | 7 of 364 (2%) | Somewhat met (60%-79%) |
aFinancial figures include Program Enablers (Planned: $15.2 million; Total Authorities: $22.7 million; Actual: $20.7 million).
bFTE figures include Program Enablers (Planned: 79; Actual: 75).
cPercentage of core fishing harbours with performance ratings of good or very good.
dCondition of facilities at core fishing harbours (fair, good, or very good condition).
ePercentage of core fishing harbours that have Environmental Management Plans in place.
fPercentage of existing core fishing harbours managed by Harbour Authorities.
gNumber of recreational and low activity fishing harbours divested per year versus total number of harbours to be divested.
Small Craft Harbours throughout Canada
Small craft harbours make an important contribution to the commercial fisheries sector by ensuring the availability of vital infrastructure required for the sector to contribute to the Canadian economy. Our harbours directly support local employment and indirectly create tens of thousands of jobs — many in rural and isolated parts of Canada. Keeping up with the changing needs of those using the harbours, including the increased participation of First Nations commercial fish harvesters, expanding aquaculture operations, changing fisheries, accommodating larger fishing vessels and increased harbour congestion, is an important component of the program's work. Chronic rust-out at many harbours means that 18 percent of SCH infrastructure is now in poor to unsafe condition with restricted user access at some harbours. SCH continues to explore measures to ensure the long term sustainability of the harbour network, implement proper life cycle management, support Harbour Authorities, and complete the divestiture of recreational and non-core fishing harbours.
Harbour Authorities (HAs), volunteer organizations composed of user and local representatives, are an efficient way of offering services, strengthening public investment, and providing opportunities for communities to participate fully in the planning, operation, and maintenance of harbour facilities.
The Small Craft Harbours Program continued to provide a national network of commercial fishing harbours to meet the needs of the fishing and aquaculture industries. As of March 31, 2009, SCH owned 1,163 harbours in all provinces and the Northwest Territories. Of these, 765 are core commercial fishing harbours. The remaining 398 harbours include 177 recreational harbours and 221 non-essential fishing harbours. The total value of these harbours is $1.6 billion. Small craft harbours support the activities of commercial fish harvesters and other marine users.
The Program received additional funding through Budget 2008 to accelerate divestitures of recreational and non-essential fishing harbours. The number of divestitures was lower in 2008-09 than in previous years, but the new funding will allow the Program to increase the pace in future years. As harbours are divested, the Program is able to re-allocate any funding associated with their maintenance to the remaining harbours. Over time, this additional funding will help to reduce the deterioration experienced at core harbours.
SCH's 2008-09 accomplishments include...
|
---|
With the focus on core harbours, those harbours considered non-core (fishing and recreational) receive funding only for repairs required to ensure user safety until the harbour can be divested to new owners. In 2008-09, SCH received the first of four years of new funding for divestitures announced in Budget 2008. SCH spent approximately $3.5 million in 2008-09 on advancing work on many of the planned divestitures, and was successful in transferring title to seven harbours.
The importance of the HAs to the delivery of the SCH Program cannot be understated. For example, last year, HAs collected approximately $23.4 million in revenues that were then reinvested in harbour operations and maintenance. To assist HAs, the Program has been looking at amalgamation. The amalgamation of six HAs in Nova Scotia is expected to have benefits for the six harbours, including the need for fewer volunteers, better ability to hire staff, and the ability to secure better pricing on materials and labour.
To support the fishing industry in the north, SCH undertook preliminary design work to build a new fishing harbour at Pangnirtung, Nunavut. SCH expects to start construction of this project in the fall of 2009.
Key priorities for the SCH Program as it moves ahead over the next few years will be the implementation of the Government's two year Accelerated Infrastructure Program (AIP) for which the Program received $200 million from the Budget 2009 Economic Action Plan for maintenance, repair and dredging at core commercial fishing harbours. The Program will also receive $17 million to implement the Pangnirtung, Nunavut, Harbour Project funded through Budgets 2008 and 2009. The influx of resources for the AIP is expected to maintain and improve the overall condition and performance of the core commercial harbours. Budget 2009 investments will allow SCH to maintain the performance and condition of SCH core fishing harbours.
The impact of the economic stimulus funding directed at Canada's core commercial fishing harbours will have a national reach and will involve over 250 individual harbour projects at over 200 different locations throughout Canada. The new funding will help SCH to ensure that the commercial fishing industry has access over the long term to safe and functional harbours while creating jobs in the immediate future.
SCH will also move forward with the divestiture of recreational and non-core fishing harbours using funding received in Budget 2008. This funding is expected to allow for the divestiture of 75-95 of the more complex and expensive divestitures and which would permit SCH to focus its efforts on core fishing harbours.
In addition, SCH will undergo organizational restructuring to increase program effectiveness and to enhance its capacity to provide much needed support to HAs. Over the next two years, SCH will develop options for the long-term sustainability of its core harbours and the HAs that manage them. The $200 million from Budget 2009 is expected to impact favourably on the health of HAs by reducing concerns related to their more serious harbour maintenance and repair needs.
Providing Canadians with this... | To achieve these results... |
---|---|
Scientific research, monitoring, advice, products and services, and data management to inform departmental and federal policies, programs, decisions, and regulations. |
|
From Resources... | To Results... | |||||
---|---|---|---|---|---|---|
$ milliona | FTEb | Target | Result | Status | ||
Planned | 46.9 | 345 | Levels of Servicec | 1 for each of 21 levels of service | 67% | Somewhat met (60%-79%) |
Total Authorities | 52.1 | n/a | UNCLOSd | 100% of planned work by 2013 |
89% (Atlantic Ocean) 44% (Arctic Ocean) |
Mostly met (80%-99%) |
Actual | 52.0 | 346 | Productse | Maintain or increase | 204,900 | Mostly met (80%-99%) |
aFinancial figures include Program Enablers (Planned: $10.9 million; Total Authorities: $15.8 million; Actual: $14.4 million).
bFTE figures include Program Enablers (Planned: 72; Actual: 69).
cProportion of service level targets met.
dAmount of work completed versus planned in the preparation of Canada's claim to the continental shelf beyond 200nm (UNCLOS).
eNumber of hydrographic charts, publications, and information brochures distributed annually. Maintain current unit sales levels or achieve a modest net increase in products sold.
The Canadian Hydrographic Service (CHS) has been collecting hydrographic information and providing Canadians with navigational products and services based on this information for over one hundred years. The challenge is to enhance and maintain this extensive portfolio of navigational products and service in a manner that ensures it meets international standards, is up-to-date, accurate, and reflects the needs of today's commercial and recreational boaters. Emerging technologies in the field of navigation, such as near-real-time dynamic navigation systems, present a particular challenge. The adoption of these new technologies by mariners means that hydrographic information and services must be provided in a format that can interface with these technologies and meet the ever increasing precision required by the marine transportation community. Although the primary application for hydrographic information is to support safe navigation, it is also used for a multitude of other purposes, such as national security, territorial delineation, and the resolution of maritime boundary disputes. In addition, bathymetric data, tide, current, and water level information also supports negotiation of boundary disputes with other countries and is used for emergency preparedness (storm surge and tsunami warnings) and overall scientific research in the marine community.
To manage the extensive hydrographic portfolio of navigational products and services, CHS applied a risk based approach to deliver its products and services in accordance with established and publicly communicated levels of service. In keeping with its strong commitment to service, each year CHS undertakes a review of the results against the service level commitments and evaluates the need to establish additional levels of service to include a wider range of products and services.
In 2008-09, CHS met 67 percent of the overall service level targets. This represents a decline from previous years, where, for a number of the service levels, CHS results fell just below the established targets. The implementation of technology infrastructure upgrades in response to the changing needs of mariners and the scientific community for enhanced hydrographic services, created a challenge to CHS' service delivery. On the other hand, CHS' investment in the technology infrastructure upgrades should, in the long run, create a more efficient and productive work flow that will assist in closing the gap on service level targets.
Data collection continued in the Arctic to provide scientific information on the outer limits of our continental shelf for submission to the Commission on the Limits of the Continental Shelf. Canada ratified the United Nations Convention on the Law of the Sea (UNCLOS) in 2003 and thus is required to submit scientific information in support of establishing the outer limits to the continental shelf beyond the current 200-mile Exclusive Economic Zone by 2013. Canada's continental shelf represents an area about 40% the size of its landmass. CHS is responsible for undertaking bathymetric surveys in the Arctic and Atlantic Oceans as part of Canada's submission. The Department's efforts are on target for meeting the 2013 evidence submission deadline. A successful joint Canada-US seismic and bathymetric survey in the Western Arctic yielded 2,800 kilometres of seismic data and 5,000 kilometres of bathymetric data. A through-the-ice seismic and bathymetric survey was conducted to determine if the Alpha Ridge is a continuum of the continental shelf.
In 2008-09, 204,900 official marine paper navigational charts, publications, and information brochures were distributed. In comparison with 2007-08, this represents an 11% decline. This decline is largely attributable to the increased use of digital products and the availability of private-sector non-official navigational products.
Examples of the Canadian Hydrographic Service Levels of Service (LOS):
|
---|
CHS will continue to focus its survey and charting activities in the highest risk areas, including providing hydrographic support for the design of the harbour facility in Pangnirtung, Nunavut, as well as updates to nautical products once the harbour is established.
To obtain a better definition of Canada's continental margin, CHS will continue ship-based and ice-based surveys in the Eastern Arctic. In the Western Arctic, the joint Canada-US seismic and bathymetric survey will continue in 2009-10. Potential work in the Atlantic Ocean is under analysis.
The application of new technology to reduce the impact of weather and ice conditions on hydrographic data collection in the Arctic is being explored. In cooperation with Defence Research and Development Canada and the National Research Council, DFO will be operating Autonomous Underwater Vehicles as data collection platforms in the high Arctic.
Navigational Products and Services | Safety, Security and Sovereignty |
---|
From Resources... | To Results... | |||||
---|---|---|---|---|---|---|
$ milliona | FTEb | Targetd | Result | Status | ||
Planned | 606.8 | 3,260 | High Sustainabilitye | None stated | 16.5% | Unable to assess against targets |
Total Authorities | 668.2 | n/a | Medium Sustainabilityf | 67% | Unable to assess against targets |
|
Actual | 634.8 | 3,167c | Low Sustainabilityg | 16.5% | Unable to assess against targets |
aFinancial figures include Program Enablers (Planned: $128.7 million; Total Authorities: $180.7 million; Actual: $164.1 million).
bFTE figures include Program Enablers (Planned: 709; Actual: 678).
cThe FTE variance of 93 can be attributed to the reallocation of FTE's between Science sub-activities, turnover and delays in staffing, and rounding errors.
dTargets were not set for 2008-09. The results achieved will serve as baseline data to quantify future performance expectations.
eNumber and percentage of major commercially harvested stocks scoring high on score of "sustainable fisheries" based upon checklist1.
fNumber and percentage of major commercially harvested stocks scoring medium on score of "sustainable fisheries" based upon checklist.
gNumber and percentage of major commercially harvested stocks scoring low on score of "sustainable fisheries" based upon checklist.
1In 2008, data was collected for 109 major stocks in Canada through a survey of fishery managers and biologists and was captured by a fisheries checklist. The checklist rolls up over 100 questions on all fisheries management measures.
Fisheries Management | Aquaculture | Science for Sustainable Fisheries and Aquaculture |
---|
DFO provides an integrated fisheries and aquaculture program that is credible, science-based, affordable, and effective, and contributes to sustainable wealth for Canadians. To provide Canadians with economic benefits from our aquatic natural resources, DFO must understand and manage the complex ecosystems to support these resources, work with other nations to protect and conserve these resources, and ensure that Canadian products have access to world markets. The viability of many of Canada's coastal communities is directly linked to the health of the fisheries.
DFO is responsible for developing and implementing policies and programs to ensure the sustainable use of Canada's marine ecosystems. DFO has been pursuing a fisheries renewal agenda that recognizes that Canada's fisheries can be sustainable over the short and long term only if the resource is conserved and used sustainably and the fishing industry is viable. This new approach provides a renewed focus for working with harvesters, processors, communities, provinces and territories in fisheries planning and the management of harvest operations.
Many of our fisheries are international in scope and dependant on ecosystems and habitats beyond our territorial waters. Canada must demonstrate leadership in international fisheries reform and oceans governance mechanisms. Moreover, there is a growing desire on the part of the provinces and territories for engagement in DFO decision-making and collaborative action in areas of shared interest. Recent Federal Court decisions have also affected science and fisheries management activities, adding pressure to the need for fisheries renewal.
Though targets were not defined for this year, the Fishery Checklist results show that more than half of the stocks scored in the medium range. This provides strong evidence that many Canadian fisheries already have appropriate measures to achieve sustainability.
Aquaculture in Canada relies on the cooperation of many — DFO, other federal departments, provincial and territorial governments, industry, the private sector, non-government organizations, and other stakeholders — making transformation and innovation complex and time-consuming. Consumer confidence in aquaculture products, the protection of natural species, and international barriers also challenge the growth of aquaculture in Canada.
As a first step, DFO developed and posted a discussion document, Strengthening Sustainable Aquaculture Development in Canada, to engage stakeholders in the aquaculture sector in a dialogue to resolve the constraints facing the industry and its sub-sectors.
The management of our fisheries, promotion of aquaculture, strong and respected participation in international fora, and effective collaboration with our many partners are all founded on a sound scientific knowledge of the fisheries.
Providing Canadians with this... | To achieve these results... |
---|---|
The conservation of Canada's fisheries resources to ensure sustainable resource utilization through close collaboration with resource users and stakeholders based on shared stewardship. |
|
From Resources... | To Results... | |||||
---|---|---|---|---|---|---|
$ milliona | FTEb | Targetc | Result | Status | ||
Planned | 386.8 | 1,923 | High Sustainabilityd | None stated | 36 (81.8%) |
Unable to assess against targets |
Total Authorities | 413.3 | n/a | Medium Sustainabilitye | 5 (11.4%) |
Unable to assess against targets |
|
Actual | 397.7 | 1,920 | Low Sustainabilityf | 3 (6.8%) |
Unable to assess against targets |
aFinancial figures include Program Enablers (Planned: $63.6 million; Total Authorities: $95.7 million; Actual: $87.4 million).
bFTE figures include Program Enablers (Planned: 447; Actual: 427).
cTargets were not set for 2008-09. The results achieved will serve as baseline data to quantify future performance expectations.
dNumber and percentage of major stocks where overall score of "resource sustainability" is high.
eNumber and percentage of major stocks where overall score of "resource sustainability" is medium.
fNumber and percentage of major stocks where overall score of "resource sustainability" is low.
A viable fishery sector needs to be supported by a modern fisheries governance regime that is accountable, predictable and transparent to the people it governs. The Fisheries Management Program is responsible for international fisheries conservation negotiations and relations, shared management of interception fisheries in international waters, and management of the Aboriginal, commercial, and recreational fishing in the coastal waters of Canada's three oceans.
Although substantial advances have been made in the North Atlantic Fisheries Organization (NAFO), the high seas fisheries continue to sustain pressure from many sources — legal, or institutional, overfishing, Illegal, Unregulated and Unreported (IUU) fishing activities, and from environmental degradation. Many fish stocks continue to decline, threatening economic opportunities for Canadian industry and other countries. These activities may also produce cascading risks to the sustainability of fisheries and marine ecosystems within Canada's Exclusive Economic Zone.
Canada's fisheries have played an important role historically, economically, and culturally in Canada's development and growth as a nation. Today, however, these fisheries face a number of challenges, including the collapse of key stocks, market changes, and environmental challenges such as pollution and climate change.
Developing national and international strategies and measures to conserve and protect our fisheries resources requires sound scientific advice. Scientific knowledge to support conservation, the application of innovative technologies such as biotechnology, consumer acceptance, market access, and environmental responsibility in a strong aquaculture industry is also needed.
The sustainability results were taken from the 2008 fisheries checklist. They are based on the combined results of two checklist questions — one on stock status and the other on whether the harvest level is above or below a maximum level (an indication of whether overfishing is occurring or not). These responses, when combined, are an indicator of sustainable management of the stock. While the result reveals a strong performance, the responses are based on only 44 of 109 stocks surveyed, for which both questions were answered. Since results are based on less than half of the stocks surveyed, the large proportion of high scores should not be seen as representative of all the major stocks in Canada. As mentioned above, the scores do not represent a standard for sustainability. Distinctions between low, medium, and high are arbitrary.
To increase opportunities for First Nations in the fisheries and to enhance their capacity and participation in co-management arrangements, DFO uses a number of Transfer Payment Programs. Many of these programs have recently been evaluated for efficiency and effectiveness.
The sustainability results are based on less than half of surveyed stocks with the associated checklist questions completed. As the Department's new conservation and sustainable use policies and tools are implemented, it is expected that checklist respondents will be able to complete more questions and DFO will have an increasing capacity to support sustainable outcomes. Fisheries Renewal remains a priority for the Department in 2009-10.
The checklist identified the need to implement precautionary approach frameworks and the Policy on Managing the Impacts of Fishing on Benthic Habitat, Communities and Species.
In 2009-10, a new indicator to measure the sustainability of stocks in relation to efforts to implement sustainable management measures will be implemented. It will be a stronger measure of the impacts of efforts to ensure sustainability and the results of those efforts.
Resource Management | Aboriginal Policy and Governance | Salmon Enhancement Program |
---|---|---|
International Fisheries Conservation | Conservation and Protection |
Providing Canadians with this... | To achieve these results... |
---|---|
Conditions needed to support a vibrant and innovative aquaculture industry that is environmentally and socially responsible, economically viable and internationally competitive. |
|
From Resources... | To Results... | |||||
---|---|---|---|---|---|---|
$ milliona | FTEb | Target | Result | Status | ||
Planned | 5.0 | 43 | Confidencec | 75% | 73% | Mostly met (80%-99%) |
Total Authorities | 13.2 | n/a | Production Increased | 3% | Not yet availablee | Unable to assess against targets |
Actual | 11.4 | 44 |
aFinancial figures include Program Enablers (Planned: $1.0 million; Total Authorities: $1.6 million; Actual: $1.4 million).
bFTE figures include Program Enablers (Planned: 8; Actual: 7).
cLevel of stakeholder and Canadian confidence in aquaculture governance and sustainable development gauged through ongoing consultations.
dIncrease in Canadian aquaculture production volume.
e2008 production information will be available in November 2009. The latest data available is for 2007: total production of 170,172 tonnes, total value of $846,171,000. The figures represent a decrease of just over 7% from 2006, but approximately 25% of total Canadian fish and seafood production value.
Aquaculture development in Canada seeks to maximize the sustainable production of aquatic organisms while protecting natural aquatic ecosystems in Canada's oceans and inland waters. Commercial aquaculture industries exist in all provinces and in the Yukon Territory and account for one third of the value of Canada's fisheries production.
Aquaculture is the fastest growing food sector in the world and currently accounts for 50% of all seafood and fish products consumed by humans. Though currently valued at $846 million and employing approximately 14,000 people year round (including direct, indirect, and induced employment), the Canadian aquaculture industry represents less than 1% of world production.
Though Canada has inherent advantages in biophysical geography, as well as experience and expertise in the fish and seafood industry, the Canadian aquaculture industry has grown much more slowly than its international competitors. Constraints include:
Budget 2008 announced $70 million in funding for DFO over five years to address the constraints experienced within the Canadian aquaculture sector. As a first step, DFO developed and posted a discussion document, Strengthening Sustainable Aquaculture Development in Canada, to engage stakeholders in the aquaculture sector in a dialogue to resolve the constraints facing the industry and its sub-sectors.
DFO, through extensive consultations, has laid a solid foundation for achieving and measuring performance in three targeted areas:
To monitor success in this initiative, indicators that provide greater certainty in data collection, are more timely, and that better measure the results of departmental actions have been established for 2009-10.
Aquaculture Production and Value
Examples of Aquaculture Governance initiatives include:
|
---|
In 2009-10, DFO will continue consultations on strengthening sustainable aquaculture development to develop national and sectoral plans that will set forth objectives to be achieved over the next five years. These plans will identify what needs to be done to achieve these objectives and clarify federal, provincial, territorial, and industry roles and responsibilities. A comprehensive performance monitoring system will support these plans. Consistent effort will be required to implement appropriate aquaculture governance mechanisms.
Providing Canadians with this... | To achieve this result... |
---|---|
Advice and recommendations on fisheries and aquaculture based on scientific research and monitoring, and the management of data on Canada's oceans and resources. |
|
From Resources... | To Results... | |||||
---|---|---|---|---|---|---|
$ milliona | FTEb | Target | Result | Status | ||
Planned | 215.0 | 1,294 | Number of Publicationsd | Maintain current level | 175 | Exceeded |
Total Authorities | 241.7 | n/a | Marine Biology and Hydrobiology Publicationse | Maintain or exceed current level | 22% | Met (100%) |
Actual | 225.6 | 1,203c | Oceanography and Limnology Publicationsf | Maintain or exceed current level | 27% | Met (100%) |
aFinancial figures include Program Enablers (Planned: $64.1 million; Total Authorities: $83.4 million; Actual: $75.3 million).
bFTE figures include Program Enablers (Planned: 254; Actual: 243).
cThe FTE variance of 91 can be attributed to the reallocation of FTE's between Science sub-activities, turnover and delays in staffing, and rounding errors.
dNumber of Canadian Science Advisory Secretariat publications on aquatic resources.
ePercentage of Canadian publications in marine biology and hydrobiology attributed to DFO.
fPercentage of Canadian publications in oceanography and limnology attributed to DFO.
Fisheries and Oceans Canada has one of the most comprehensive Science programs in the federal government. Since the establishment of the Fisheries Research Board of Canada in the 1930's, the scope of the Science Program has expanded to reflect not only the longstanding aspects of our work, such as fisheries science, but also the diversity of demand for science advice associated with newer science-based issues, such as the outbreak of serious infectious disease and products of fish biotechnology. Science has also played an important role in supporting the evolution of sustainable aquaculture-improving nutrition, health, and production and increasing the understanding of interactions between aquaculture and the environment. The adoption of new technology such as genomics and biotechnology has continued to improve DFO's ability to protect endangered species, manage fisheries, and improve aquaculture practices.
The greatest challenge faced by the Science Program in providing science in support of sustainable fisheries and aquaculture, is the increase in complexity and demand for scientific advice on these and other science-based issues to inform decision and policy-making.
In response to the increased demand for scientific advice, the Science Program remained committed to the ongoing implementation of the ecosystem science-based approach and the use of a risk-based approach to prioritizing the provision of science advice. The ecosystem approach enables the transformation from a single-species approach to a broader ecosystem-based approach, and the production of multi-functional science advice and products that serve the needs of more than one client. In 2008, Science also developed a risk-based tool for prioritization of requests for peer-reviewed advice. This was necessary as the number of annual requests for peer-reviewed advice received by the Canadian Science Advisory Secretariat (CSAS) typically exceeded the existing capacity to deliver. The results of the risk-based framework were used to guide decision making in arriving at what requests would be included in the 2009-10 CSAS advisory schedule.
In response to direct requests for peer-reviewed science advice in support of sustainable fisheries and aquaculture, in 2008-09, the Science Program produced 175 publications, including science advisory reports, research documents, proceedings, and science responses. The number of advisory publications produced annually has increased steadily over the last three years, largely as a result of an increased demand for advice on species at risk and other emerging science-based issues.
In the national context, DFO was responsible for 22 percent of all Canadian publications in marine biology and hydrobiology, and 27 percent of the publications in oceanography and limnology (Source: Observatoire des sciences et des technologies). The percentage of publications in these two sub-disciplines has been stable in the last two years; however, there is an overall trend towards a decrease in the percentage of publications as compared with previous years.
Science Renewal has...
|
---|
By fully realizing the ecosystem approach, the Science Program will deliver more comprehensive information that reflects the diverse demand for knowledge by decision and policy-makers in support of sustainable fisheries and aquaculture. Science Renewal initiatives will provide the Department with the research capacity and the scientific understanding of aquatic ecosystems that it needs to respond to existing and new challenges.
Fisheries Resources | Species at Risk | Aquatic Invasive Species | Aquatic Animal Health |
---|---|---|---|
Sustainable Aquaculture Science | Genomics and Biotechnology | Science Renewal |
From Resources... | To Results... | |||||
---|---|---|---|---|---|---|
$ milliona | FTEb | Target | Result | Status | ||
Planned | 212.8 | 1,352 | Coveragec | 100% by 2035 | 31% | Mostly met (80%-99%) |
Total Authorities | 234.9 | n/a | Governanced | 100% | 80% | Mostly met (80%-99%) |
Actual | 231.4 | 1,331 | Stakeholder Engagemente | 100% | 60% | Somewhat met (60%-79%) |
aFinancial figures include Program Enablers (Planned: $68.0 million; Total Authorities: $94.5 million; Actual: $85.5 million).
bFTE figures include Program Enablers (Planned: 249; Actual: 238).
cEstimated percentage of Canadian ocean area with integrated management structures.
dPercentage of Large Ocean Management Areas with inter-jurisdictional Regional Implementation Committees or equivalents.
ePercentage of Large Ocean Management Areas with Stakeholder Advisory Committees or equivalent.
Oceans Management | Habitat Management | Science for Healthy and Productive Aquatic Ecosystems |
---|
The Department is responsible for ensuring the sustainable development and integrated management of resources in or around Canada's aquatic environment through oceans and fish habitat management.
Oceans and freshwater biodiversity, resources, and habitat are an important part of Canada's environmental, social, cultural, and economic fabric. The aquaculture industry and wild fisheries, for example, both depend on productive fish-bearing waters, and both can have negative impacts on the broader ecosystem. However, the diverse needs of multiple users put great pressure on marine and freshwater resources and environments. Economic growth associated with inland, onshore, and off-shore development has had, and will continue to have, a significant impact on Canada's marine and freshwater systems.
Marine activities must be managed in a sustainable way to support aquatic environments and ecosystems. Oceans health, marine habitat loss, declining biodiversity, growing demands for access to ocean resources, and regulatory and jurisdictional complexities are among the challenges that the Department faces in providing Canadians with healthy and productive aquatic ecosystems.
To address these challenges, integrated management processes have been established in five large areas in each of Canada's three oceans. In 2008-09, DFO launched the Pacific North Coast Integrated Management Area to engage Canadians on our West Coast in the development of an integrated management plan for the Pacific North Coast. Significant progress has also been made on the development of integrated management plans for the Beaufort Sea Integrated Management Area and the Placentia Bay/Grand Banks Large Oceans Management Area. Implementation is underway for the integrated management plan for the Eastern Scotian Shelf.
This planning has also been supported by specific conservation measures including the establishment of Canada's seventh Marine Protected Area (under the Oceans Act) — the Bowie Seamount on Canada's West Coast. Four new Centres of Expertise were established to improve the national application of knowledge relating to corals, state of the oceans reporting, traditional ecological knowledge, and coastal management.
DFO continued to protect habitat through the regulatory review process and has worked to improve the way that Environmental Assessments are conducted through the Regulatory Improvement Initiative for Major Resource Projects.
Effective measures to protect and, in some cases, restore the health and productivity of our aquatic ecosystems, habitats, and species are predicated on sound scientific knowledge.
Providing Canadians with this... | To achieve these results... |
---|---|
The sustainable use and conservation of Canada's oceans in collaboration with other levels of government, Aboriginal organizations and other non-government stakeholders. |
|
From Resources... | To Results... | |||||
---|---|---|---|---|---|---|
$ milliona | FTEb | Target | Result | Status | ||
Planned | 24.2 | 162 | Coveragec | 100% by 2035 | 31% | Mostly met (80%-99%) |
Total Authorities | 26.3 | n/a | Governanced | 100% | 80% | Mostly met (80%-99%) |
Actual | 21.1 | 145 | Stakeholder Engagemente | 100% | 60% | Somewhat met (60%-79%) |
aFinancial figures include Program Enablers (Planned: $5.1 million; Total Authorities: $7.5 million; Actual: $6.9 million).
bFTE figures include Program Enablers (Planned: 31; Actual: 30).
cEstimated percentage of Canadian ocean area with integrated management structures.
dPercentage of Large Ocean Management Areas with inter-jurisdictional Regional Implementation Committees or equivalents.
ePercentage of Large Ocean Management Areas with Stakeholder Advisory Committees or equivalent.
Modern oceans management arrangements deal with a number of challenges including oceans health; marine habitat loss; declining biodiversity; growing, and often competing, demands for access to ocean resources; and regulatory and jurisdictional complexities. Ensuring that Canadians' goals are met requires a strong science foundation, governance mechanisms to ensure effective decision-making and policy/regulatory tools to support sustainable use and conservation objectives.
Integrated management processes have been established in five large areas in each of our three oceans. These bring together government regulators, industry, communities and Aboriginal Canadians to develop plans for the sustainable use of our oceans. This work is complemented by the Government's $61.5 million Health of the Oceans agenda, which invests in science, marine protection, and pollution prevention.
In 2008-09, DFO launched the Pacific North Coast Integrated Management Area to engage Canadians on our West Coast in the development of an integrated management plan for the Pacific North Coast. Significant progress has also been made on the development of integrated management plans for the Beaufort Sea Integrated Management Area and the Placentia Bay/Grand Banks Large Oceans Management Area. Implementation is underway for the integrated management plan for the Eastern Scotian Shelf.
This planning has also been supported by specific conservation measures including the establishment of Canada's seventh Marine Protected Area (under the Oceans Act) — the Bowie Seamount on Canada's West Coast.
Marine Protected Areas and Areas of Interest across Canada
Supporting the Health of the Oceans...
|
---|
DFO will continue to work to implement the Government's Health of the Oceans agenda including the establishment of a system of networks of marine protected areas, including six new Oceans Act marine protected areas. Efforts will continue to advance the development and implementation of integrated oceans management plans in our five Large Oceans Management Areas.
Integrated Oceans Management | Marine Conservation Tools |
---|
Providing Canadians with this... | To achieve these results... |
---|---|
The conservation and protection of fish and fish habitat from the impacts of activities occurring in and around fresh and marine fish-bearing waters, and improvement of fish habitat. |
|
From Resources... | To Results... | |||||
---|---|---|---|---|---|---|
$ milliona | FTEb | Target | Result | Status | ||
Planned | 110.8 | 686 | Compensation Plansc | 420 | 235 | Mostly met (80%-99%) |
Total Authorities | 123.4 | n/a | Complianced | 100% | 64% | Somewhat met (60%-79%) |
Actual | 124.2 | 672 |
aFinancial figures include Program Enablers (Planned: $40.2 million; Total Authorities: $56.7 million; Actual: $51.3 million).
bFTE figures include Program Enablers (Planned: 117; Actual: 112).
cNumber of Fisheries Act authorizations with compensation plans to offset the loss of fish habitat as a result of development projects. This indicator will be replaced in future years as the Habitat Management Program is unable to control the number of authorizations that will be issued from one year to the next. Authorizations are used only when a project proponent is unable to redesign or relocate the project so that it avoids harming or degrading fish habitat. In this context, a better indicator is the proportion of authorizations that include a compensation plan. For 2008-09, that figure is 88%, hence a rating of "Mostly met".
dPercentage of site inspections that conform with terms and conditions of operational statements, best management practices, letters of advice and Fisheries Act authorizations.
DFO's Habitat Management Program is directly involved in the environmental assessments of some of the largest and most complex natural resource and industrial developments across the country — mines, liquefied natural gas terminals, hydroelectric projects, oil sands projects, and infrastructure projects. DFO anticipates roughly $300 billion in large-scale development proposals over the next few years.
Economic development activities across Canada, particularly in the natural resource sector and more recently in Canada's North, have increased the need for environmental assessments and environmental protection. Stakeholders expect greater involvement in policy and program development and implementation, and legal thresholds for consultations with Aboriginal groups are higher. The Habitat Management Program has to manage the referral of more complex development proposals for regulatory review and environmental assessment, and must review an increasing number of existing facilities.
A sound scientific understanding of species, habitats, and ecosystems is a necessary basis for habitat protection, conservation, and management.
In 2008-09, DFO received 4,000 notifications of use of national Operational Statements for low risk activities (60% more than the past year). The number of requests for reviews and assessments also increased significantly.
The regulatory reviews of major resource projects to which the initiative on Regulatory Improvements for Major Resource Projects (RIMP) applies, have not progressed enough yet to determine if the review times have been reduced. In 2009-10, DFO will continue to undertake activities to facilitate more timely reviews.
General timelines for the conduct of Environmental Assessments (Screenings: 9-12 months; Comprehensive Studies: 21 months; federal review panel: 14 months) and for regulatory decision-making (three months after the Environmental Assessment Course of Action decision, Aboriginal consultation and completion of Fisheries Act requirements) have been identified for major resource projects reviewed under the initiative on RIMP. These standards are being applied and included in Project Agreements.
95 percent of all Notices of Commencement concerning DFO's Environmental Assessments were posted on the Canadian Environmental Assessment Registry Internet Site within 14 days from Environmental Assessment start date.
Habitat compliance is a new initiative and has just begun to collect data on this indicator. Consequently, a complete data set has not been validated. This result is best viewed as a baseline against which future performance may be assessed.
The prototype of an Integrated Reporting Module for access by DFO managers was completed, and new data collection systems for tracking Major Projects and compliance monitoring were implemented.
Regulatory Improvement Initiative for Major Resource Projects has...
|
---|
In 2009-10, DFO will continue to improve the efficiency of its regulatory activities, including efforts to modernize habitat compliance. DFO will continue to invest to ensure that its responsibilities with regard to environmental stewardship of aquaculture projects are met. DFO will also seek to accelerate the regulatory review and approval processes for infrastructure projects under Canada's Economic Action Plan. Lastly, DFO will invest in further development and implementation of federal-provincial-territorial partnering agreements on habitat management.
Conservation and Protection of Fish Habitat | Environmental Assessments | Habitat Program Services | Aboriginal Inland Habitat Program |
---|
Providing Canadians with this... | To achieve these results... |
---|---|
The recovery of extirpated, endangered, and threatened species; and the management of special concerned species to prevent them from becoming at risk. |
|
Species at risk protection and conservation is a joint responsibility of the federal, provincial, and territorial governments. As a result, the capacity and level of co-operation and support within each of the provinces and territories can have a significant impact on the implementation of SARA. In addition, land claim agreements in the territories have established wildlife management boards, which share responsibilities with governments on the management of species at risk. Co-operation between and among jurisdictions is critical for the successful implementation of recovery strategies and action plans.
The responsibilities of the Species at Risk Management Program associated with implementation of the Species at Risk Act (SARA) grow year over year as the number of species assessed as being at-risk by the arm's-length scientific assessment body, the Committee on the Status of Endangered Wildlife in Canada (COSEWIC) increases. In light of significant information gaps for many species, meeting the SARA-legislated timelines for the production of SARA documents (i.e. species recovery strategies and management plans) has proven to be challenging.
In addition, DFO together with the other federal departments and agencies responsible for implementing SARA, Environment Canada and Parks Canada Agency, are still determining how best to meet the obligations of a still relatively new and complex conservation legislation. The challenges associated with the implementation of SARA are being reviewed by the Standing Committee on Environment and Sustainable Development, which started its review of the Act in 2009-10.
In 2008-09, the Department's Species at Risk Secretariat was renamed Species at Risk Management and integrated into the Oceans and Habitat Sector as a separate Program Activity. This organizational change is one of the mechanisms for ensuring that DFO undertakes its regulatory obligations under SARA in a consistent and coherent fashion across Canada.
DFO, together with Environment Canada and Parks Canada Agency, participated in the early stages of the Parliamentary review of SARA through the provision of a technical briefing to Parliamentarians.
Assessments of the status of species were undertaken by COSEWIC; DFO played a significant role in the provision of scientific information which informs the COSEWIC process. In preparation for engagement in the COSEWIC assessments, DFO undertook a detailed review of the scientific information available for each species; DFO provided scientific data for 20 species assessments undertaken by COSEWIC in 2008 09, and undertook reviews for six species which will be assessed in future years.
While only one recovery strategy was finalized and posted on the SARA Public Registry in 2008-09, work was underway on another 19 recovery strategies and 12 management plans which are expected to be finalized in 2009-10.
Recognizing the importance of the participation of Provinces and Territories in the implementation of SARA, DFO was engaged in the finalization of a Memorandum of Understanding with the Nunavut Wildlife Management Board to harmonize the designation of species under the Nunavut Land Claims Agreement and SARA, and of a financial sub-agreement as part of the Federal-Provincial Accord on Species at Risk with the Government of Quebec.
During 2008-09, Species at Risk Management achieved the following...
|
---|
In 2009-10, DFO will continue to improve its processes within the Species at Risk Management Program to ensure that the Department meets its obligations under SARA related to the protection and recovery of species listed under the Act. It will review its priority-setting mechanism, and its resource allocation processes to ensure that resources are directed towards meeting identified priorities. The management structure of the Program will also be reorganized to support the achievement of Program priorities. The Department will continue efforts to ensure the engagement of Provinces and Territories in the implementation of SARA, and the achievement of its objectives, through the development of Federal-Provincial Accords on species at risk.
Providing Canadians with this... | To achieve these results... |
---|---|
Scientific advice to inform departmental and federal policies, programs, decisions, and regulations associated with the integrated management of Canada's oceans and fish habitat resources. |
|
From Resources... | To Results... | |||||
---|---|---|---|---|---|---|
$ milliona | FTEb | Target | Result | Status | ||
Planned | 77.8 | 504 | Publicationsc | Maintain current level | 43 | Met (100%) |
Total Authorities | 85.2 | n/a | Marine Biology and Hydrobiology Publicationsd | Maintain or exceed current level | 22% | Met (100%) |
Actual | 86.2 | 514 | Oceanography and Limnology Publicationse | Maintain or exceed current level | 27% | Met (100%) |
aFinancial figures include Program Enablers (Planned: $22.7 million; Total Authorities: $30.2 million; Actual: $27.3 million).
bFTE figures include Program Enablers (Planned: 101; Actual: 97).
cNumber of Canadian Science Advisory Secretariat publications on aquatic ecosystems.
dPercentage of Canadian publications in marine biology and hydrobiology attributed to DFO.
ePercentage of Canadian publications in oceanography and limnology attributed to DFO.
The management of human activity in or around marine and freshwater aquatic environments and the protection of aquatic ecosystems depend on scientific research, understanding, and knowledge. Activities such as oil and gas exploration and development, mining, hydro and tidal power among others, have the potential to impact fish and/or fish habitat. As the ocean economy evolves beyond the traditional seafood sector, multiple and sometimes conflicting uses of the oceans necessitate an integrated ecosystem approach to the management of these uses and the science that informs their management. Further compounding the Science Program's ability to provide advice are the cumulative impacts associated with these activities as well as the impacts of climate change on aquatic ecosystems.
In response to this challenge, the Science Program will continue to implement an ecosystem-based approach to the integrated management of Canada's oceans and inland waterways. This approach provides for an interdisciplinary approach that delivers a more complete understanding of the diversity, population dynamics, habitat and implications for development, and ultimately provides more comprehensive information that reflects the needs of decision and policy-makers.
In recent years, Government of Canada investments in DFO Science have facilitated the transformation from a single species approach to a broader ecosystem-based approach in support of healthy and productive aquatic ecosystems. In keeping with this objective, six geographically based Ecosystem Research Initiatives (ERIs) have been established across Canada to improve our scientific understanding of how these major ecosystems work (i.e. ecosystem structure and function), identify the drivers of change, and enable predictions as to how the cumulative impacts of development may influence these ecosystems.
The recently established Climate Change Science Initiative (CCSI) is working closely with the Ecosystem Research Initiatives to better understand and predict the regional impacts of climate change models on aquatic ecosystems and to anticipate emerging issues including ocean dead zones (hypoxia) and ocean acidification. The Ecosystem Research Initiatives and the Climate Change Science Initiative are in varied stages of implementation, and will continue to mature and reach their full potential in the next couple of years.
As part of the Government of Canada's investment in the Health of the Oceans, the Department's Science Program continued to provide advice on the designation and conservation objectives for new Marine Protected Areas (MPAs), and the evaluation of established MPAs in meeting their conservation objectives via the development of monitoring strategies and protocols.
Approximately 43 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. The number of advisory publications in support of this strategic outcome has remained consistent in the last three years. These and other advisory publications can be accessed on line via the Canadian Science Advisory Secretariat.
In 2007, DFO produced 22% of all Canadian publications in marine biology and hydrobiology, and 27% of publications in oceanography and limnology (Source: Observatoire des sciences et des technologies). The percentage of publications in these two sub-disciplines has been stable in the last two years; however, there is an overall trend towards a decrease in the percentage of publications as compared with previous years.
Between 1996 and 2004, Canada's scientific productivity in aquatic research in the Arctic, as measured by the number of scientific publications was relatively static. In 2005, Canada's productivity began to increase. The most recent data confirms this trend, with Canada producing approximately 300 scientific publications in 2007. While DFO leads Canada's contribution, the Russian Academy of Sciences is the most productive research institution, followed by DFO and the National Oceanic and Atmospheric Administration (NOAA). (Source: Science-Metrix, Bibliometric Analysis of Aquatic Research in the Arctic).
This work has immediate and tangible benefits in protecting ecosystems as development and vessel traffic in Canada's Arctic increases. For example, Science used the results of this research to provide advice on alternative ballast water exchange zones in the High Arctic (Beaufort Sea and Hudson Strait).
The continued progress towards the adoption of the ecosystem-based approach as the default modus operandi for Science as well as the other initiatives under Science Renewal will remain essential as the Department faces future challenges. By fully realizing the ecosystem approach, the Science Program will deliver more comprehensive information that reflects the diverse demand for knowledge by decision and policy-makers in support of the integrated management of Canada's oceans and inland waterways.
Fish Habitat Science | Aquatic Ecosystem Sciences | Ocean Climate |
---|
The table below presents an overview of DFO's financial position.
Condensed Statement of Financial Position At End of Year (March 31, 2009) |
% Change | 2009 | 2008 |
---|---|---|---|
Assets | |||
Total Assets | -0.21% | 2,319,027 | 2,323,890 |
Total | -0.21% | 2,319,027 | 2,323,890 |
Liabilities | |||
Total Liabilities | -14.43% | 586,906 | 685,893 |
Equity | |||
Total Equity | 5.75% | 1,732,121 | 1,637,997 |
Total | -0.21% | 2,319,027 | 2,323,890 |
Condensed Statement of Operations At End of Year (March 31, 2009) |
% Change | 2009 | 2008 |
---|---|---|---|
Expenses | |||
Total Expenses | -3.45% | 1,775,786 | 1,839,157 |
Revenues | |||
Total Revenues | -0.40% | 99,805 | 100,205 |
Net Cost of Operations | -3.62% | 1,675,981 | 1,738,952 |
The following tables are available electronically on the Treasury Board of Canada Secretariat website:
Information on the following subjects is available electronically on the DFO website.
Fisheries and Oceans Canada
Communications Branch
200 Kent Street
13th Floor, Station 13E228
Ottawa, Ontario
K1A 0E6
Telephone: 613-993-0999
Facsimile: 613-990-1866
TTY: 1-800-465-7735
Email: info@dfo-mpo.gc.ca