ARCHIVED - Fisheries and Oceans Canada - Supplementary Tables

Aboriginal Aquatic Resource and Oceans Management

Start Date: 2005-2006

End Date: Ongoing

Description: Launched in October 2004, the Aboriginal Aquatic Resource and Oceans Management (AAROM) Program provides for Capacity Building and Collaborative Management initiatives that support the involvement of Aboriginal groups, working together usually in a single watershed area, to obtain access to technical, scientific and administrative expertise in order to facilitate their participation in multi-stakeholder and other decision-making processes used to manage aquatic resources and ocean spaces.

Aboriginal groups transition from Capacity Building into Collaborative Management.

Provisions of Contribution Agreements under AAROM may include:

• establishing AAROM collaborative management structures or AAROM bodies;
• accessing skilled professional, administrative and technical expertise from within the Aboriginal community or other external sources but excluding public office holders;
• developing and delivering training to Aboriginal communities that allows them to participate in the management of local fisheries;
• participating in aquatic resource and oceans management planning in collaboration with DFO, through development of resource and oceans management plans and coordination of community input into the development of plans;
• developing or providing input into the development of models, structures and processes to guide the interactions of external bodies and agencies with the respective Aboriginal group;
• planning and holding consultation sessions with member communities on AAROM-related issues;
• participating in various government technical committees and other multi-stakeholder mechanisms;
• developing, implementing and monitoring AAROM capacity building strategies;
• developing enforcement capacity including Aboriginal Fishery Officers and upgrading the skills of Aboriginal Fishery Guardians;
• collaborating in scientific research efforts related to aquatic resource and oceans management;
• participating in and providing input to various aquatic and oceans resource policy and management processes;
• undertaking scientific research activities to support appropriate watershed/ecosystem-based management efforts, including the collection and gathering of Aboriginal Traditional Knowledge (ATK);
• conducting community outreach, stewardship and awareness activities;
• conducting liaison activities with other relevant/interested parties;
• developing protocols on ATK - dealing with new and innovative approaches to collect, analyze and integrate this information into environmental and habitat assessments and management practices;
• ongoing program planning, administration and reporting activities of the AAROM Collaborative Management body; and
• negotiations and implementation of related AAROM agreements (and associated protocols) for which DFO is a signatory.

AAROM is applicable in areas where DFO manages the fishery, and where land claim agreements (including modern treaties) addressing those matters covered under AAROM are not in place. Where the Aboriginal group has signed a comprehensive land claims agreement, and one or more of the matters covered by the AAROM Program are not dealt with in the agreement, the group would be eligible to apply for support in those matters not covered.

Strategic Outcome: Sustainable Fisheries and Aquaculture

Results Achieved: In 2009-10, DFO had 9 Capacity Building Agreements, and 25 Collaborative Management Agreements and two Umbrella Agreement. These agreements encompass approximately 319 Aboriginal communities nationally as well as three Native Councils in Atlantic Canada. AAROM agreements have increased collaboration amongst Aboriginal communities and strengthened the relationship between communities and DFO. While the structure of the Collaborative Management agreements varied between Aboriginal organizations, the majority of the agreements focused on enhancing core scientific, technical and administrative capacity of the Aboriginal organizations allowing them to obtain competencies that will enable them to strengthen their ability to participate in aquatic management and oceans resources decision making. Under the AAROM program Aboriginal Organizations have created approximately 263 full time positions. AAROM has also provided approximately $164,360 thousand to Aboriginal Organizations for commercial access including licenses, quotas, vessels and gear.

Program Activity: Fisheries Management

($ millions)

	Actual Spending 2007-08	Actual Spending 2008-09	Planned Spending 2009-10	Total Authorities 2009-10	Actual Spending 2009-10	Variance(s)
Total Grants	—	—	—	—	—	—
Total Contributions	13.1	14.4	11.1	13.1	13.1	-2.0
Total Other types of transfer payments	—	—	—	—	—	—
Total Program Activity(ies)	13.1	14.4	11.1	13.1	13.1	-2.0

Comment(s) on Variance(s): The variance is due to the transfer of funding between the Aboriginal Fisheries Strategy program and the AAROM program.

Audit Completed or Planned: An audit was completed in 2009-10.

Evaluation Completed or Planned: An evaluation is planned for 2013-14.

Aboriginal Fisheries Strategy

Start Date: 1992

End Date: Ongoing

Description: Launched in 1992, the Aboriginal Fisheries Strategy (AFS) provides for negotiated arrangements with Aboriginal groups around the harvesting, use and management of Aboriginal food, social and ceremonial fisheries and, where applicable, communal commercial fisheries.

In 1994, DFO introduced a commercial access component to the AFS, the Allocation Transfer Program (ATP). The ATP facilitates the voluntary retirement of commercial fishing licenses and the issuance of communal licenses to eligible Aboriginal groups in a manner that does not add to the existing effort on the resource.

Provisions of negotiated fisheries agreements under the AFS may include:

• a harvest allocation to the Aboriginal group for FSC purposes;
• terms and conditions pertaining to communal fishing licences;
• enforcement provisions, including the training and engagement of Aboriginal Fisheries Guardians;
• arrangements for the co-management and stewardship of fisheries resources and their supporting habitats, including the restoration and protection of species at risk;
• co-management projects for the improvement of the management of fisheries generally, such as scientific research, stock assessment, fish enhancement and habitat management; and
• communal commercial fishing arrangements including the transfer of vessels and gear as well as support for fisheries-related economic opportunities (e.g., demonstration fishery projects, aquaculture development, business planning support, etc.).

Where Agreements pertaining to the FSC Fisheries cannot be concluded between DFO and an Aboriginal group, DFO will issue to the group a communal fishing license that establishes the terms and conditions of its FSC fishery.

The AFS is applicable where DFO manages the fishery and where a fisheries management regime has not already been established under a land claims settlement.

Strategic Outcome: Sustainable Fisheries and Aquaculture

Results Achieved: In 2009-10, DFO entered into approximately 138 AFS Agreements with Aboriginal organizations in all DFO regions. These agreements facilitated economic opportunities as well as Aboriginal participation in the management of their fisheries and other aquatic resource management.

Regarding economic development, DFO acquired 55 Commercial licences, mainly in Quebec, Newfoundland and Labrador and Pacific Regions and approximately $1.1M worth of Halibut Quota in the Pacific Region.

AFS agreements provided for management of the FSC fisheries, largely through the Guardian program which comprised of the enforcement component. In 2009 and 2010, 18 Guardians were retrained by DFO to upgrade skills in carrying out enforcement functions, i.e.; issuing warnings, inspecting fish and gear, catch monitoring.

Participation in other aquatic resource management activities included co-management and science related activities such as stock assessment, fish enhancement, counting fences, habitat related work, and river/stream/brook improvement projects.

These economic related and aquatic management activities from AFS agreements created approximately 1,600 seasonal jobs in areas described above.

Program Activity: Fisheries and Aquaculture Management

($ millions)

	Actual Spending 2007-08	Actual Spending 2008-09	Planned Spending 2009-10	Total Authorities 2009-10	Actual Spending 2009-10	Variance(s)
Total Grants	—	—	—	—	—	—
Total Contributions	32.5	29.8	33.7	32.4	32.1	1.6
Total Other types of transfer payments	—	—	—	—	—	—
Total Program Activity(ies)	32.5	29.8	33.7	32.4	32.1	1.6

Comment(s) on Variance(s): The variance is due to the transfer of funds between the Aboriginal Fisheries Strategy program and the AAROM program.

Audit Completed or Planned: An audit was completed in 2007-08.

Evaluation Completed or Planned: An evaluation is planned for 2013-14.

Atlantic Integrated Commercial Fisheries Initiative

Start Date: 2007-08

End Date: 2011-12

Description: The long-term goal of the Atlantic Integrated Commercial Fisheries Initiative (AICFI) is to continue to create positive conditions towards concluding longer-term DIAND-led arrangements for MMFNs. The immediate goals are to assist MMFNs to:

• Enhance capacity in governance and management of MMFN commercial fishing enterprises;
• Develop effective participation in sustainable, integrated commercial fisheries with a greater role in fisheries management; and
• Help diversify existing fishing enterprises to support the full realization of economic potential of existing fishing licences.

AICFI has been developed to proceed along two separate paths of deployment. The first is through individual MMFNs where the individual First Nations can apply for funding for components of the initiative provided they have completed the prerequisite planning as per component requirements. This will allow First Nations the ability to personalize their development to their own needs and development schedule.

The second path of deployment is through associated aggregate bodies which may apply for funding to proceed with the development of the Commercial Fishing Enterprise (CFE) Business Development Unit as well as co-management and various training and mentoring projects. Aggregate bodies will develop expertise that can be shared with individual First Nations which will provide smaller First Nations a larger voice within the commercial fishery as well as provide a higher value for dollar on mentoring and training sessions.

Strategic Outcome: Sustainable Fisheries and Aquaculture

Results Achieved: AICFI has been extremely effective in carrying out its deliverables to date. For example, the target of 12 First Nations to have completed a CFE BDP for 2009-10 and, for 15 First Nations to have completed a CFE BDP in 2010-11, have already been met. In fact, of the eligible 34 First Nations, 24 have completed a CFE BDP, which is a key element of enhanced governance and commercial fisheries development and capacity building.

The target of 75% of eligible First Nations communities having representation in the co-management of the integrated commercial fishery by a Commercial Fisheries Liaison Coordinator (CFLC) in 2009-10 has also been met. Twenty-five communities are engaged in co-management through representation of a CFLC, providing MMFN communities with access to important industry information and participation in fishery advisory committee activities.

Sixteen First Nations have received assistance under the Commercial Fisheries Development Opportunity Source (CFDOS), increasing access of MMFNs to opportunities for business development and diversification and enhanced long-term sustainability of the CFE. This is significant because an up-to-date CFE BDP must be completed and an effective FMS in operation before an application can be made under Component 4 – CFDOS activities.

These outcomes are a testament to the effectiveness of the AICFI program. These results have also impacted positively on MMFN communities and provide incentive to continue to strive to reach their goals.

Program Activity: Fisheries and Aquaculture Management

($ millions)

	Actual Spending 2007-08	Actual Spending 2008-09	Planned Spending 2009-10	Total Authorities 2009-10	Actual Spending 2009-10	Variance(s)
Total Grants	—	—	—	—	—	—
Total Contributions	0.3	2.9	9.6	12.1	12.1	-2.5
Total Other types of transfer payments	—	—	—	—	—	—
Total Program Activity(ies)	0.3	2.9	9.6	12.1	12.1	-2.5

Comment(s) on Variance(s): The variance is due to the transfer of funds between the AICFI program and the Pacific Integrated Commercial Fisheries Initiative.

Audit Completed or Planned: An audit was completed in 2007-08.

Evaluation Completed or Planned: An evaluation was completed in 2009-10.
An evaluation is planned for 2013-14.

Pacific Integrated Commercial Fisheries Initiative

Start Date: July 2007

End Date: March 31, 2012

Description: On July 16, 2007, the Minister of Fisheries and Oceans announced the Pacific Integrated Commercial Fisheries Initiative (PICFI), which is designed to support increased First Nations participation in integrated commercial fisheries, where all commercial harvesters fish under common and transparent rules, a higher standard of accountability for all resource users, and strengthened collaboration and cooperation amongst all fishery interests.

PICFI is a $175 million, 5-year initiative, developed to support the implementation of much needed reforms which includes the following four distinct yet integrated elements:

• Increased First Nation Participation in Integrated Commercial Fisheries, BC-wide, in advance of treaties, through the Voluntary relinquishment of Commercial Licenses and quota to support First Nations self-sufficiency through economic development, build a foundation for future treaties and bring First Nations more fully into integrated management processes;
• First Nation Capacity Building to support the development of First Nations commercial fisheries enterprises so that the commercial fishery access provided is effectively utilized and managed;
• Fisheries Accountability Measures to support enhanced fisheries monitoring, catch reporting, greater enforcement and enable the development of a traceability system all fishery participants are confident that integrated management plans are being respected and that the fisheries resource is being managed in a sustainable manner; and
• New Pacific Co-Management Models to establish new mechanisms for increasing the collaboration of resource users in commercial fisheries decision-making to facilitate joint problem-solving among interested groups and better achieve sustainable resource management approaches that meet conservation goals.

Strategic Outcome: Sustainable Fisheries and Aquaculture

Results Achieved: Access Relinquishment Element

• 224 signed Relinquishment agreements from 2008 until April 2010
• 258 licences, 6.3% of halibut quota, 4.78 % of sablefish, and 0.24% of ground fish trawl quota relinquished representing a value of $59.4 M in licences / quota relinquished
• Solid Relinquishment process developed not only for the use of acquiring PICFI access, but is being currently used by other DFO Aboriginal programs such as AFS/ATP

Access Distribution

• 22 PICFI applicants have been recipients of Short Term Distribution PICFI acquired halibut and sablefish quota, representing a total of 46 First Nation bands and over 42,000 people. Most of these groups also received short-term opportunities to access prawn and herring.
• 4 FN aggregates in the BC Interior and 1 aggregate in the Lower Fraser have been recipients of salmon access for demo fisheries.
• Short term and long term distribution strategies, data bases and models have been developed

Co-Management Element

• 8 signed Co-mgmt contribution agreements with individual or aggregate (AAROM) First Nations, including one with the First Nation Fisheries Council
• 2 signed contribution agreements signed with non-First Nation / multi-interest organizations to support the advancement of PICFI co-management objectives
• 6 additional contribution agreements under Co-Management Element under negotiation / consideration
• PICFI is contributing significantly to DFO-First Nation co-management relationships and arrangements. At a Regional (province-wide) level, PICFI (in addition to AAROM) is supporting the operating capacity and a number of specific projects and activities associated with the First Nation Fisheries Council. This includes $300k in funding for a First Nations co-management coordinator and two co-management analysts that are engaging First Nations across Pacific Region and working with DFO to strengthen co-management relationship and address key issues raised on the part of First Nations. PICFI's Element Lead for Co-Management and the Director, Special Projects are working closely with the Council in the formation of several DFO-First Nation Working Groups, including one on Co-Management that is working to strengthen co-management arrangements across the Province.
• At a sub-Regional or watershed level, PICFI is supporting the development of a new DFO-First Nations co-management process for Fraser salmon. When complete, the process being lead by DFO and the Fraser River Aboriginal Working Group (FRAWG) will establish a new structure for DFO and First Nations from the Fraser watershed and marine (approach) areas to collaborate on the pre-season and in-season management of Fraser salmon. The principles and approaches being developed through this process are also informing the development of co-management processes elsewhere. For example, Vancouver Island participants in the FRAWG process are already working with DFO staff to build a similar process specific to Vancouver Island First Nations that encompasses the management of all species (i.e. beyond salmon).
• PICFI is also supporting DFO-First Nations engagement at a local level, primarily through funding for a number of co-management / data coordinator positions with First Nations and First Nation aggregates (e.g. AAROM bodies). These exact roles and responsibilities for these positions differ depending on the level of capacity for the First Nation, key priorities, etc; however, they are all supporting the capacity of First Nations to engage with one another and with DFO around fisheries and resource management.
• PICFI is contributing significantly to multi-sector co-management and governance processes, primarily through contributions to multi-interest processes such as the Integrated Salmon Dialogue Forum (ISDF) and the Fraser River Salmon Table. In particular, the ISDF and the Governance Tools Working Group are bringing together representatives of First Nations, the harvest sectors and environmental interests to develop a Governance Guidebook and Framework that will help shape DFO's engagement and collaborative management moving forward.
• In addition to considerable work with First Nations, PICFI is supporting work with the recreational and commercial harvest sectors to build principles and approaches that will guide their engagement with DFO and other interests. For example, PICFI has supported the development of a Recreational Fisheries Vision and Action Plan, which contains several elements related to collaborative management and governance.
• PICFI co-management is also supporting a number of specific projects or initiatives that increase the capacity of DFO and other sectors to come together and collaborate on decisions regarding fisheries management.

Enhanced Accountability Element

• For compliance and enforcement standards, A generic framework to provide consistent monitoring standards has been developed and is currently included in a draft discussion paper, “Strategic Framework for Fisheries Monitoring and Catch Reporting in the Pacific Fisheries”. This document has been reviewed by the Regional Strategic Directions Committee and is currently undergoing minor edits prior to forwarding to NHQ
• Enhanced catch monitoring standards have been established for all Commercial salmon demonstration fisheries, all other quota-based fisheries, and Commercial integrated groundfish fisheries
• Successful completion of training for 32 catch monitors In July – Aug 2010

Capacity Building Element

Expression of Interest (EOI) Application Phase (Step 1 of PICFI)

• Original application closure date of August 31, 2009 was revised to October 31, 2009
• the lengthened application phase resulted in an additional 11 applications to PICFI for a total of 36 PICFI EOIs, representing over 100 BC First Nations.
• 13 EOIs have been approved; another 11 under analysis and consideration for support

Evaluation Processes and Teams

• Processes were developed to analyze EOIs, and business and training plans, both for internal and external evaluation teams
• An independent External Evaluation Team (EET)was established, comprised of 3 professionals from 3 Aboriginal Capital Corporations and a Consultant who acts as the facilitator and coordinator of the team
• The EET provides ongoing independent analysis and recommendations on business plans

Training

• Pilot phase in 2008-09 for mentor training resulted in 6 Certified At Sea Mentors; most mentors active/ will be active in PICFI supported CFEs
• Training guides, templates, information and linkages created and in use by PICFI clients
• Evaluation process developed and in use for analyzing client training plans

Business and Training Plan Development (Step 2 of PICFI)

• 10 PICFI clients have advanced to the Step 2 business and training plan development phase with support through Contribution Agreements
• 4 business plans have been received; 3 of those plans evaluated by an established External Evaluation Team (EET) and resubmitted to PICFI based on EET recommendations
• 14 other applicants' Expressions of Interest are being evaluated and considered for business and training plan development support

Legal Entity Formation / Project Implementation (Steps 3 and 4 PICFI)

• Currently analyzing and negotiating contribution and access support for 3 aggregate PICFI applicants

Program Activity: Fisheries and Aquaculture Management

($ millions)

	Actual Spending 2007-08	Actual Spending 2008-09	Planned Spending 2009-10	Total Authorities 2009-10	Actual Spending 2009-10	Variance(s)
Total Grants	—	—	—	—	—	—
Total Contributions	12.2	26.3	38.9	32.6	23.2	15.7
Total Other types of transfer payments	—	—	—	—	—	—
Total Program Activity(ies)	12.2	26.3	38.9	32.6	23.2	15.7

Comment(s) on Variance(s): The variance is due to a re-profile of $9.5 million to future years, a funding loan to the Atlantic Integrated Commercial Fisheries Initiative program and a general lapse.

Audit Completed or Planned: An audit was completed in 2007-08.

Evaluation Completed or Planned: An evaluation is planned for 2010-11.

Atlantic Lobster Short Term Transitional Measures

Start Date: September 2009

End Date: March 31, 2010

Description: This is one of two programs to support Canada's Atlantic Lobster Fishery. This short-term, one year, grant program was provided to qualified low-income lobster licence holders in Atlantic Canada and Quebec (individuals) who experienced financial hardship due to the global economic downtown of 2007-2009. In the case of Aboriginal Communal Licences, assistance was provided to the Aboriginal organization licence holder authorized to fish lobster.

Strategic Outcome: Sustainable Fisheries and Aquaculture

Results Achieved: During the course of the program, 1,703 applications were approved for a grant in an amount determined by their recorded lobster landed values for 2008-09.

• 636 applicants in the Gulf Region were approved for a total of $3,431,100
• 419 applicants in the Maritimes Region were approved for a total of $2,117,822
• 562 applicants in Newfoundland and Labrador Region were approved for a total of $2,630.144
• 86 applicants in Quebec Region were approved for a total of $412,582

Program Activity: Fisheries and Aquaculture Management

($ millions)

	Actual Spending 2007-08	Actual Spending 2008-09	Planned Spending 2009-10	Total Authorities 2009-10	Actual Spending 2009-10	Variance(s)
Total Grants	—	—	14.0	14.0	8.6	5.4
Total Contributions	—	—	—	—	—	—
Total Other types of transfer payments	—	—	—	—	—	—
Total Program Activity(ies)	—	—	14.0	14.0	8.6	5.4

Comment(s) on Variance(s): The variance is the result higher volume landings by harvesters than were forecast when the program was designed. This increase in landed amount mitigated in part the lower price and resulted in a lesser decrease in landed value in 2009 than expected, which is directly linked to the amount of payments made under this program.

Audit Completed or Planned

Evaluation Completed or Planned: An implementation review of this program was completed in June 2010, titled Review of Short Term Transitional Measures and Atlantic Lobster Sustainability Measures.

Atlantic Lobster Sustainability Measures

Start Date: September 2009

End Date: March 31, 2014

Description: The Atlantic Lobster Sustainability Measures (ALSM) program supports the restructuring of Canada's Atlantic Lobster Fishery. The ALSM will provide support for the development and implementation of lobster sustainability plans which will help the fishery to make changes that will enhance its economic prosperity (through self-rationalization) and long-term sustainability (through mandatory and possible, additional conservation measures).

ALSM is a five-year, $50M initiative with an overall goal to support the implementation of sustainability plans within Lobster Fishing Areas by providing funding to supplement and help leverage other sources of funds obtained by harvesters, such as provincial programs, financial institutions, etc. The outcomes of sustainability plans will help achieve the conservation measures necessary for a sustainable future and enable and provide incentive for the long-term structural change needed within the lobster fishery. This structural change, through rationalization, is necessary to improve the economic viability across the sector and help ensure long term sustainability. An economically viable sector will, in turn, be more willing to invest in strengthened conservation measures. In addition, when self-rationalization is on a significant scale, it may provide conservation benefits as well as economic benefits.

Strategic Outcome: Sustainable Fisheries and Aquaculture

Results Achieved: Following the late September 2009 announcement launching the Atlantic Lobster Sustainability Measures, the program was operationalized with Atlantic and Quebec regions meeting with their respective fish harvester organizations. As a result, two Sustainability Plans and two Funding Proposals were developed and approved by March 31, 2010.

Program Activity: Fisheries and Aquaculture Management

($ millions)

	Actual Spending 2007-08	Actual Spending 2008-09	Planned Spending 2009-10	Total Authorities 2009-10	Actual Spending 2009-10	Variance(s)
Total Grants	—	—	—	—	—	—
Total Contributions	—	—	3.9	6.5	3.2	0.7
Total Other types of transfer payments	—	—	—	—	—	—
Total Program Activity(ies)	—	—	3.9	6.5	3.2	0.7

Comment(s) on Variance(s): The variance is due to re-profile of $2.6 million and a general lapse.

Audit Completed or Planned

Evaluation Completed or Planned: An evaluation is planned for 2013-14.

An implementation review of this program was completed in June 2010, titled Review of Short Term Transitional Measures and Atlantic Lobster Sustainability Measures.