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Fisheries and Oceans Canada
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Overview
In this section:
- A Message from Canada's Minister of Fisheries and Oceans
- Management Representation Statement
- Program Activity Architecture
- Summary Information
- Departmental Priorities for 2006-2009
- Alignment to Government of Canada Outcomes
A Message from Canada's Minister of Fisheries and Oceans
As Minister of Fisheries and Oceans, I am pleased to present my Department's Report on Plans and Priorities for 2007-2008.
Canada's fisheries, oceans and marine industries play a major role in our success as a nation. These sectors contribute billions to our economy and employ tens of thousands of Canadians who continue our country's proud maritime tradition.
The sound stewardship of Canada's waters is key to preserving this tradition. Fisheries and Oceans Canada (DFO) is committed to delivering programs and services that support the sustainable use and development of our waterways and aquatic resources.
Every day, the dedicated staff of DFO and its Special Operating Agency, the Canadian Coast Guard, are hard at work providing services that support three key outcomes:
- Safe and Accessible Waterways;
- Sustainable Fisheries and Aquaculture; and
- Healthy and Productive Aquatic Ecosystems.
To help achieve these outcomes, DFO will be focusing on a number of priorities for 2007-2008. These include:
Modernizing Canada's Fisheries Act — The Fisheries Act has served Canada well as the federal law governing fisheries management and the conservation and protection of fish and fish habitat. However, it has remained largely unchanged in its 138-year history. We have introduced a new, modernized Fisheries Act that better reflects the opportunities and challenges of today's fishery. Once passed into law by Parliament, the new Act will also provide greater collaboration, clarity and transparency in managing Canada's fisheries and oceans.
Strengthening International Fisheries Governance — Building on the successful reforms that Canada helped facilitate in the Northwest Atlantic Fisheries Organization last year, DFO will continue its efforts to improve international fisheries and oceans governance. Through a re-established Fisheries Conservation Ambassador and other work in the international community, DFO will further promote ecosystem-based approaches to fisheries management that conserve and protect global fish stocks. Curbing overfishing on the high seas, which includes illegal, unreported and unregulated fishing, continues to be a priority that DFO will pursue on behalf of Canadians.
Transforming Aboriginal Commercial Fisheries — DFO will continue to work with First Nations and Aboriginal groups to achieve an integrated fishery. Through existing programs and new initiatives, DFO will assist Aboriginal communities to build stronger, more transparent fishing enterprises; broaden their capabilities to manage the fishery; solidify economic benefits achieved through greater participation in the commercial fishery; and assist First Nations on the east and west coasts to achieve longer term treaty arrangements. DFO's priority is an integrated, strong and sustainable fishery with opportunity for all fishers.
Improving Fisheries Science — Sound scientific data is critical to making the right decisions in better managing our fisheries and oceans and better serving Canadians. My goal is to secure additional funding to enhance fisheries research and to continue renewing the Department's science program. The science renewal initiative is making this key program more innovative, adaptive and collaborative in meeting the needs of clients and partners.
Rejuvenating the Coast Guard — The Canadian Coast Guard provides many services to help keep Canadians and visitors safe on our waters. It also helps DFO perform a number of research and fisheries-management duties. The Coast Guard is focusing on making concrete and visible progress on the renewal of its fleet. It will also continue its role as an active and important participant in the federal maritime security agenda and deliver a marine navigation service that responds to developments in technology and the changing needs of clients.
Asserting our Arctic Sovereignty — Canada's northern people, islands, waterways and resources are an important part of our national identity. In 2007-2008, DFO will be a key player in Canada's International Polar Year program. In support of this research effort on northern issues, we will be increasing our ocean science research and hydrographic charting activities. We will also continue to ensure a high level of navigation, icebreaking, safety and other services in northern waters by the Canadian Coast Guard. By strengthening its presence in the North, Canada's New Government will better affirm our Arctic sovereignty.
Implementing Canada's Oceans Action Plan — We are proud of DFO's continuing role as the lead agency responsible for Canada's Oceans Action Plan. The plan is a government-wide approach to better managing ocean activities through greater cooperation among stakeholders at all levels. Among this year's initiatives will be preserving the unique ecosystem of the Musquash Estuary in New Brunswick by designating it as Canada's sixth official Marine Protected Area.
Promoting Aquaculture — Aquaculture holds enormous potential as a successful Canadian industry. This year, DFO will continue to undertake and promote initiatives aimed at supporting the quality, safety and environmental sustainability of Canada's farmed fish and seafood. In concert with the provinces, territories and other partners, we will work toward establishing a more effective and collaborative regulatory framework for the industry, while introducing national standards for aquaculture operations.
Improving Our Regulatory Processes — DFO will continue to implement its Environmental Process Modernization Plan to improve the effectiveness and efficiency of our protection of fish habitat. We will also work with others such as the Canadian Environmental Assessment Agency, Transport Canada and Environment Canada to improve the larger regulatory system for assessing major projects.
I look forward to working with my departmental colleagues, government partners and stakeholders across Canada to realize these important goals. Together we can provide Canadians with the maximum sustainable value that our publicly owned fish and ocean resources can deliver.
______________________________
The Honourable Loyola Hearn, P.C., M.P.
Minister of Fisheries and Oceans
Management Representation Statement
I submit, for tabling in Parliament, the 2007-2008 Report on Plans and Priorities (RPP) for Fisheries and Oceans Canada.
This document has been prepared based on the reporting principles contained in the Guide to the Preparation of Part III of the 2007-2008 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:
- It adheres to the specific reporting requirements outlined in the Treasury Board Secretariat guidance;
- It is based on the department's Strategic Outcomes and Program Activity Architecture that were approved by the Treasury Board;
- It presents consistent, comprehensive, balanced and reliable information;
- It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it; and
- It reports finances based on approved planned spending numbers from the Treasury Board Secretariat in the RPP.
______________________________
Larry Murray
Deputy Minister
Program Activity Architecture
DFO's basis for reporting to Parliament is its Program Activity Architecture (PAA). The purpose of the PAA is to explain the relationship between the activities the Department undertakes and the three strategic outcomes it is working to achieve. The PAA seeks to describe how the Department manages the resources under its control to achieve intended results/outcomes.
DFO's PAA specifies three strategic outcomes:
- Safe and Accessible Waterways — managed by Canadian Coast Guard, Small Craft Harbours and Science;
- Sustainable Fisheries and Aquaculture — managed by Fisheries Management, Aquaculture and Science; and
- Healthy and Productive Aquatic Ecosystems — managed by Oceans Management, Habitat Management and Science.
The PAA also captures the functions required to ensure a solid framework within which managers can effectively deliver services to Canadians. These functions are called Program Enablers. Additional information about the Program Enablers can be found in the section Other Items of Interest.
Each strategic outcome in the PAA is associated with one or more program activities. Each program activity is in turn associated with one or more program sub-activities. The PAA provides a framework that links expected results and performance measures to individual activities. Actual results are reported in terms of PAA activities and sub-activities.
The following diagram shows the logical relationship among DFO's strategic outcomes, program activities and program sub-activities.
DFO's Program Activity Architecture
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DFO reviews its PAA regularly and revises it as necessary. For example, DFO modified its PAA slightly for 2006-2007, consolidating and renaming several sub-activities relating to science to better reflect the Sector's programs. The Canadian Coast Guard (CCG) will be proposing to change the PAA by replacing one sub-activity and adding two new ones; see Canadian Coast Guard in Section 4 for more detailed information. If these changes are approved in 2007-2008, CCG will be able to report against the revised structure in the associated Departmental Performance Report.
Summary Information
Canada's fisheries and oceans have long played an important role in Canada's development and growth as a nation. They are central elements of the historical, economic and cultural fabric of Canada's coastal communities, providing a strong and reliable resource base around which Canada's national economy and sense of nationhood grew.
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Vision Excellence in service to Canadians to ensure the sustainable development and safe use of Canadian waters |
Canada's fisheries and oceans have seen considerable change over the past decade — the collapse of historically key stocks, international tensions, growing recognition of Aboriginal and treaty rights, and unprecedented expansion of the user base of our oceans. At the same time, there has been growing recognition of environmental challenges such as pollution, species at risk and climate change.
Ensuring safe, healthy and productive waters and aquatic ecosystems for the benefit of present and future generations is the essence of the Department's activities. The Department's work is built around three strategic outcomes — the long-term and enduring benefits that Canadians derive from the Department's vision and efforts. The strategic outcomes are:
- Safe and Accessible Waterways — providing access to Canadian waterways, and ensuring the overall safety and integrity of Canada's marine infrastructure for the benefit of all Canadians;
- Sustainable Fisheries and Aquaculture — delivering an integrated fisheries and aquaculture program that is credible, science based, affordable and effective, and contributes to sustainable wealth for Canadians; and
- Healthy and Productive Aquatic Ecosystems — ensuring the sustainable development and integrated management of resources in or around Canada's aquatic environment through oceans and habitat management, as well as carrying out critical science and fisheries management activities.
Mandate
On behalf of the Government of Canada, 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, a Special Operating Agency within DFO, is responsible for services and programs that make a direct contribution to the safety, security and accessibility of Canada's waterways. The Agency also contributes to the objectives of other government organizations through the provision of a civilian fleet and a broadly distributed shore infrastructure. The Department's guiding legislation includes the Oceans Act, which charges the Minister with leading oceans management and providing coast guard and hydrographic services on behalf of the Government of Canada, and the Fisheries Act, which gives responsibility to the Minister for the management of fisheries, habitat and aquaculture. The Department also shares responsibility for the Species at Risk Act with Environment Canada and Parks Canada.
| 2007-2008 | 2008-2009 | 2009-2010 | |
|---|---|---|---|
| Financial Resources (millions of dollars) | 1,596.7 | 1,622.3 | 1, 604.3 |
| Human Resources (number of Full-time Equivalents) | 10,528 | 10,523 | 10,457 |
Priorities for 2007-2010
DFO has seven program priorities that reflect the Department's responsibility to balance its commitments with available resources to provide quality services to Canadians. In addition to these seven program priorities, DFO is committed to five management priorities that affect the internal workings of the Department.
| Departmental Priorities | Type1 |
|---|---|
| Program Priorities | |
| Fisheries Renewal | Previous |
| International Governance | Previous |
| Aquaculture Governance | Previous |
| Oceans Action Plan | Previous |
| Science Renewal | Previous |
| Canadian Coast Guard Rejuvenation | Previous |
| Environmental Process Modernization | Previous |
| Management Priorities | |
| Human Resources Modernization | Ongoing |
| Management Accountability Framework2 | Ongoing |
| Integrated Planning and Reporting2 | Ongoing |
| Integrated Risk Management | Ongoing |
| Departmental Renewal3 | Previous |
1 Priority is new, ongoing or previous. New means the priority was introduced during this planning period. Ongoing means the priority has no end date. Previous means the priority was reported in a prior Report on Plans and Priorities or Departmental Performance Report.
2 Coordination is provided by a team within the Human Resources and Corporate Services Sector.
3 The Departmental Renewal Priority also includes the renewal of the Small Craft Harbours Program.
Program Activities by Strategic Outcome
| Planned Spending | |||||
|---|---|---|---|---|---|
| Expected Results | 2007-2008 | 2008-2009 | 2009-2010 | Contributes to the Following Departmental Priorities | |
| Strategic Outcome: Safe and Accessible Waterways | |||||
| Canadian Coast Guard |
|
718.1 | 755.3 | 753.8 |
|
| Small Craft Harbours |
|
109.2 | 104.4 | 104.3 |
|
| Science (Safe and Accessible Waterways) |
|
48.0 | 47.5 | 47.1 |
|
| Strategic Outcome: Sustainable Fisheries and Aquaculture | |||||
| Fisheries Management |
|
350.5 | 344.1 | 340.6 |
|
| Aquaculture |
|
5.0 | 5.0 | 5.0 |
|
| Science (Sustainable Fisheries and Aquaculture) |
|
191.0 | 188.6 | 184.5 |
|
| Strategic Outcome: Healthy and Productive Aquatic Ecosystems | |||||
| Oceans Management |
|
21.2 | 21.0 | 21.0 |
|
| Habitat Management |
|
79.8 | 78.6 | 73.3 |
|
| Science (Healthy and Productive Aquatic Environment) |
|
74.0 | 77.8 | 74.8 |
|
Departmental Plans and Priorities for 2007-2010
Operating Environment
DFO continues to operate under the broad directions and priorities established in the Department's 2005 Strategic Plan. Built around the Department's three strategic outcomes, the Plan proposes seven priority areas for action:
- Fisheries Renewal
- International Governance
- Aquaculture Governance
- Oceans Action Plan
- Science Renewal
- Canadian Coast Guard Rejuvenation
- Environmental Process Modernization
A review of the DFO Management Model in 2006 largely confirmed the corporate structure and the distribution of accountabilities. However, DFO senior management has implemented some changes in its corporate committees to strengthen senior-level decision-making processes and support the integration of policy and program decision-making across programs.
From an organization and governance perspective, the transformation of the Canadian Coast Guard into a Special Operating Agency (SOA) has been a major institutional change within DFO. The Canadian Coast Guard is responsible for services and programs that make a direct contribution to the safety, security and accessibility of Canada's waterways. The Agency also contributes to the objectives of other government organizations by providing a civilian fleet and a broadly distributed shore infrastructure. Under its new SOA status, CCG continues to improve its operational and management flexibility to realize benefits for its clients and stakeholders. Formal authorities that came into effect in 2005-2006 gave CCG more flexibility in how it manages funding issues related to emergencies, capital expenditures and clean-up costs recovered from polluters.
Although the 2006 Budget largely stabilized funding across key departmental programs, DFO now faces new challenges in this area:
- Recent Federal Court decisions have affected science and fisheries management activities. Legislative tools in the proposed new Fisheries Act will help resolve some of these challenges.
- External cost pressures, such as fluctuating energy prices, are a key concern for the Coast Guard fleet, among others.
- Program obligations associated with the Species at Risk Act and environmental assessments have increased dramatically, and DFO is facing significant workload pressures. For example, DFO anticipates roughly $300 billion in large-scale development proposals, which will increase the demand for fish habitat regulatory activities and environmental assessments over the next few years.
DFO must also address a number of evolving demands for its services, such as:
- Challenges in international fora on fisheries issues require that Canada demonstrate leadership in international fisheries reform and oceans governance mechanisms;
- There is a growing desire of the provinces for engagement in DFO decision-making and collaborative action in areas of shared interest;
- Accelerated private-sector plans for development in and around water place additional pressure on DFO to address the environmental protection and sustainable use of oceans and freshwater resources; and
- Pressures for increased service and infrastructure, especially in the North, affect CCG, SCH and Science programs in particular.
Program Priorities
DFO has seven program priorities that reflect the Department's responsibility to balance its commitments with available resources to provide quality services to Canadians.
Fisheries Renewal
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 focused on modernizing decision-making processes and building new relationships with resource users based on shared stewardship. The renewal agenda 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.
Over the long term, the renewal agenda will address the underlying structural challenges and the increasingly complex nature of fisheries management. The objective of fisheries renewal is to ensure a sustainable resource that provides an economically viable and diverse industry, supported by a modern fisheries governance regime.
The Fisheries Act is the federal law that governs the management of fisheries and the protection of fish habitat in Canada. It was first enacted in 1868, before all the provinces and territories on Canada's three coasts had entered Confederation, and before modern fishing technology had even been dreamt of. The 138-year old Act has been amended occasionally over the years, but never given a thorough overhaul to bring it up-to-date.
The fishing industry is an important economic base in Canada's coastal communities, providing jobs and opportunities for generations. More than 80,000 Canadians earn their living directly at sea, on inland waters, in processing plants or in aquaculture operations. It's a big business, with annual wild harvest and aquaculture production of about $2.8 billion. But Canada's fisheries are confronting and adapting to a number of challenges: environmental changes, dramatic shifts in markets, cyclical variations in the abundance of key stocks and the rapid expansion of other industries that use oceans. As a result, Canada's fisheries have evolved considerably faster than the old legislative tools that manage this key industry.
About seven years ago, DFO began a series of consultations to begin building a fisheries management regime that meets the challenges of the 21st century. Through extensive consultations with provinces, territories, fishing interests, Aboriginal groups and other stakeholders, DFO discovered there is broad support for the principles of a modernized Fisheries Act. Now it's time to act.
The proposed new Fisheries Act (Bill C-45) will:
- Require that impacts on fish and fish habitat be factored into all fisheries management licensing and allocation decisions, making conservation a cornerstone of fisheries management.
- Give fishers a greater voice in how their fisheries are managed. Since the Minister is accountable for the conservation of public resources, he and Canadian fishers are held jointly responsible for ensuring that fisheries are well managed.
- Enable long-term access and allocation, increasing stability for fishers so they can better plan their operations.
- Create an administrative sanctions tribunal to deal with the majority of Fisheries Act violations, lessening reliance on the criminal courts.
Bill C-45 consists of four key elements: safeguarding aquatic ecosystems, ensuring compliance, sharing stewardship, and stabilizing access and allocations.
Safeguarding Aquatic Ecosystems: More than ever, the fishing industry depends on the conservation of the resource. Without a healthy, sustainable resource, there can be no long-term fishing activities. The Act strengthens our ability to conserve and protect fish habitat. The general prohibition on the harmful alteration, disruption or destruction of fish habitat remains the cornerstone of DFO's fish habitat program.
Ensuring Compliance: Currently, most Fisheries Act offences — even minor ones — are dealt with in the criminal courts. This is potentially both lengthy and costly. The new Act would allow certain offences to be dealt with by applying sanctions to fishing licences, such as reductions in quotas, licence suspensions and fines. It would also provide clear guidance for applying Alternative Measures Agreements as a method of dealing with some infractions, avoiding the criminal courts. Such agreements would be available to individuals who are prepared to accept responsibility for fishery and habitat offences and are ready to take steps to remedy the wrong.
Sharing Stewardship: The people of the fishing industry deserve a say in the decisions being made about the industry they rely on for their livelihood. They should have a more active role in managing the resource for the future. The new Act would provide a legislated basis for developing legally binding agreements with fishing groups that would clearly define a shared management role for industry. Specifically, the Act would enable groups to take on a larger role and would also specify harvesting rules, programs, services and funding arrangements via conservation harvesting plans.
Stabilizing Access and Allocations: Commercial fishers describe the current process for determining access and allocation as unstable and unpredictable, an impediment to planning for the future. At the same time, they want the Minister to retain authority over access and allocations. To properly plan, fishers need to know that they have long-term access to a particular fishery and what their share of the resource will be. The new Act provides a legal mechanism to the Minister to set allocations up to 15 years for fleets and groups in commercial, recreational and Aboriginal fisheries in marine waters. It would also allow the Minister to rescind, change or replace an allocation in certain circumstances, such as to meet conservation needs, subject to processes set by law.
| Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
|---|---|---|---|
| Renewed Fisheries Act tabled in Parliament | + | ||
| Implementation of renewed Fisheries Act | + |
| Expected Results | Performance Indicators |
|---|---|
| Enhanced knowledge and understanding of Bill C-45 (the new Fisheries Act) |
|
| Provincial and territorial support for Bill C-45 |
|
| Passage of Bill C-45 is supported |
|
| Implementation strategies for the new Fisheries Act are developed with participation of regions |
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International Governance
Overcapacity and overfishing, including illegal, unreported, and unregulated (IUU) fishing, and a deteriorating marine environment all combine to threaten the sustainability of the world's fisheries and the oceans' biodiversity. This is not only a pressing global environmental issue, but also an economic and a security issue. Millions of people around the world rely on the fishing industry for their livelihoods, and for millions more, fish serves as a primary source of animal protein.
There is growing international recognition that protecting the oceans' biodiversity must extend beyond fisheries management to consider the broader international oceans agenda. This includes managing the impact of human activities on sensitive marine areas and marine genetic resources. As the health of fish stocks relies on the health of ocean ecosystems, an integrated approach is necessary to protect oceans' biodiversity.
According to the Food and Agriculture Organization's 2004 report The State of World Fisheries and Aquaculture, nearly one-quarter of the world's fish stocks are being harvested in an unsustainable manner. Mindful of this alarming situation and the long-term efforts required to address it, DFO recently launched its International Fisheries and Oceans Governance Strategy to achieve more effective governance of the high seas and thereby achieve sustainable fisheries and healthier oceans.
These international efforts build on and seek to extend Canada's ecosystem approach to fisheries, as well as our commitment to sound governance of the resource. Canada's strategy involves making effective use of international and multilateral institutions and strengthening bilateral relations to ensure the sound management of fish stocks, promoting an ecosystem-based approach to oceans management to protect biodiversity, and building our understanding of fisheries and oceans to inform decision-making through increasing our knowledge of high seas ecosystems.
The Strategy has guided Canada in making substantial progress toward the goal of improved international fisheries and oceans governance. This is evidenced by the successful reforms achieved in the Northwest Atlantic Fisheries Organization (NAFO) and by Canada's leadership role in forming consensus on the United Nations General Assembly Sustainable Fisheries Resolution on the need for action to protect vulnerable marine ecosystems, particularly in the unregulated high seas.
The Strategy is long term, but to date funding has been provided for only three years. Only through sustained international activities and cooperation will effective governance mechanisms be implemented to ensure healthy oceans and global fish stocks into the future.
| Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
|---|---|---|---|
| Continued implementation of International Fisheries and Oceans Governance Strategy | + |
| Expected Results | Performance Indicators |
|---|---|
| Increased understanding of marine ecosystems, including sensitive areas, and provision of advice to decision-makers |
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| Enforcement and compliance activities consistent with international law and facilitated through effective diplomacy to ensure sustainable high seas fisheries |
|
| Leadership in International fora to increase understanding and acceptance of ecosystem-based management principles and the need to protect vulnerable ocean areas by international organizations and relevant stakeholders |
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| Outreach and advocacy activities to mobilize political support for a Canadian vision of the international fisheries and oceans governance agenda |
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Aquaculture Governance
Canada has enormous potential to be a world leader in aquaculture. Strengths include extensive coastlines and productive marine and freshwater resources, a reputation for high-quality products, proximity to established and growing markets, an effective and efficient transportation infrastructure, an internationally reputable food inspection system, a skilled workforce and strong management expertise. However, obstacles such as a cumbersome regulatory framework and the existence of critical gaps in responsibility with respect to the governance of the sector keep Canada from realizing its full potential in this area.
Concerns about contaminants, diseases and the overall healthiness of food have consumers seeking assurances regarding the safety of their food supply. DFO continues to work with the Canadian Food Inspection Agency, Health Canada and the aquaculture industry to ensure the quality and safety of farmed seafood products. Furthermore, DFO will continue to promote increased public and consumer confidence by undertaking and publicizing measures to support the safety of aquaculture products and the environmental sustainability of aquaculture operations.
The priority includes two key components: Aquaculture Renewal and the Program for Sustainable Aquaculture.
Activities within Aquaculture Renewal include conducting research; establishing national-level goals for aquaculture development in Canada; delineating federal and provincial responsibilities; increasing efficiencies by harmonizing regulatory regimes, gathering information and adopting smart regulatory approaches; improving coordination of federal and provincial support programs; developing and implementing mechanisms for providing accountability to Canadians and addressing long-standing gaps in strategic support available to the sector; securing a negotiation mandate and carrying out negotiations with the provinces/territories; developing agreements with provincial/territorial partners; and developing and implementing public engagement strategies, including consultations with stakeholders and Aboriginal communities.
The aim is to position the industry for enhanced profitability, self-sufficiency and international competitiveness. It would also demonstrate to the provinces and territories, industry, Aboriginals, investors and other relevant stakeholders that the Government of Canada is committed to enabling the sustainable development of the aquaculture sector in Canada.
The Program for Sustainable Aquaculture reflects the Government of Canada's commitment to increase scientific knowledge to support decision-making, strengthen measures to protect human health and make the federal legislative and regulatory framework more responsive to public and industry needs. Activities under the Program broadly include assessing and mitigating aquaculture's potential impacts on aquatic ecosystems through scientific research and development; partnering with industry by jointly funding research and development projects to enhance sector innovation and productivity; collaborating with other government departments and agencies to strengthen the Canadian Shellfish Sanitation Program to maintain consumer and market confidence in the safety and quality of aquaculture products; and working to enhance the application of DFO's legislation, regulations and policies that govern aquaculture, particularly as they relate to habitat management.
Aquaculture Management includes all activities the Department is mandated or legislated to carry out, including conducting research and analysis; developing legislation, regulations, policies, strategies, frameworks and programs that are reflective of and respond to industry/stakeholder needs; and liaising with other sectors, provinces/territories, regions, stakeholders and the public. Other activities include providing support for and input into environmental assessments; processing new and renewed site applications; administering, monitoring and enforcing compliance with DFO regulations pertaining to environmental sustainability, as it pertains to aquaculture; and supporting the creation and implementation of codes of conduct to address federal requirements.
| Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
|---|---|---|---|
| Maintain and update an Aquaculture website to improve sharing of information with the Canadian public | + | + | + |
| Seek mandate for Aquaculture Renewal initiative | + |
| Expected Results | Performance Indicators |
|---|---|
| A federal legislative and regulatory framework more responsive to public and industry needs that includes strengthened measures to protect human health and is based on scientific knowledge that supports decision-making |
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| Aquaculturists have the tools needed to become self-sufficient, address emerging needs and priorities, compete effectively in domestic and international markets, and create and seize opportunities in the areas of science and innovation, food safety and environmental stewardship (sound and integrated governance) |
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| A streamlined regulatory environment, harmonized standards and practices and enhanced public confidence to support the development of aquaculture in Canada |
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| Efficient coordination of and reporting on aquaculture activities (including budgeting and reporting) across the Department and regions for the Program for Sustainable Aquaculture and aquaculture more generally |
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Oceans Action Plan
Oceans issues are complex and cut across jurisdictions, sectors, international boundaries and communities of interest. The Oceans Act came into force in 1997 and established the legislative framework for a coordinated federal approach to oceans. The Oceans Action Plan (OAP) is a horizontal approach to implementing the Oceans Act and Canada's Oceans Strategy and incorporates the activities of DFO and other departments. Its principal focus is on advancing knowledge by undertaking the necessary science and establishing inclusive and transparent governance systems with provinces, territories and other parties. Launched in 2005, the OAP is based on four pillars:
- International leadership, sovereignty and security;
- Integrated oceans management for sustainable development;
- Health of the oceans; and
- Oceans science and technology.
The pillar construct includes a series of initiatives across government to improve the management of oceans activities through greater collaboration. We are working to achieve the goals set out within the OAP.
| Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
|---|---|---|---|
| Develop the Government of Canada Sensitive Areas Strategy | + | ||
| Develop offshore seismic regulations | + |
| Expected Results | Performance Indicators |
|---|---|
| A harmonized approach across the federal government to collectively address the protection and conservation of sensitive marine areas |
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| Common regulations or standards established in conjunction with provincial/territorial government and offshore regulators to address the impact of seismic activities |
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Science Renewal
High-quality, timely and relevant scientific advice is required for sound policy development and informed decision-making. Through science-policy integration, and in collaboration with other science organizations, the Science program supports the achievement of DFO's outcomes and government-wide priorities.
The demand for scientific information and advice on complex issues of importance to Canadians will continue to increase. To better respond, the Science program needs to be flexible, relevant and sustainable. This requires a more innovative and adaptive approach to the way science is performed and collaborative partnerships are established. It also has implications for the delivery of scientific advice, services and products to clients and stakeholders. Science Renewal initiatives will continue to contribute to increasing the scope and depth of scientific activities, building Canada's capacity for aquatic science, ensuring the transparency and credibility of scientific advice, as well as contributing to scientific innovation and commercialization of technology.
In the coming years, DFO will continue to renew its Science program to enhance the delivery of scientific information, advice and services in support of better policy development, decision-making and service to Canadians. Work on Science Renewal will include the following:
- Carrying out long-term strategic and multi-year operational planning in collaboration with clients and partners. This planning will be based on ongoing risk assessments of priorities needing science support. Such planning will be supported through national enabling strategies, including strategies for human resources, funding, partnering, Science vessels, and equipment acquisition and maintenance.
- Focusing on providing stability for long-term, public-good monitoring and data management, while maximizing flexibility in the areas of scientific research, advice, services and products to respond to evolving departmental and federal government priorities. Implementation of a renewed program will be supported by the realignment of the Science budget, including strategic investments to better address the highest priorities.
Long-term strategic and multi-year operational planning will be carried out in collaboration with clients and partners. Work will be based on an ecosystem approach that assesses risk and priorities needing science support. National enabling strategies (human resources, funding, partnering, Science vessels and equipment acquisition and maintenance) will be developed to support strategic and operational plans.
| Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
|---|---|---|---|
| Finalize the development of and fully implement the multi-year strategic and operational planning framework: | + | ||
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+ | + | + |
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+ | ||
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+ | ||
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+ |
| Expected Results | Performance Indicators |
|---|---|
A Science program that is:
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Canadian Coast Guard Rejuvenation
 |
On April 1, 2005, the Canadian Coast Guard (CCG) became a Special Operating Agency (SOA) within DFO. As an SOA, the Coast Guard is striving to be a client-focused organization that is accountable and results oriented in its service.
As it continues to evolve as an SOA, the Coast Guard has committed to taking a more structured approach to client and stakeholder relations both within and outside the federal government. CCG has reinvigorated advisory bodies involving the commercial shipping industry and ports at both the national and regional levels. It has also taken steps to establish an advisory body within the federal government involving the various departments and agencies that receive support or services from the Coast Guard. The commitment to the ongoing use of these advisory bodies is a critical part of CCG's evolution as a Special Operating Agency. Their purpose is to improve communications, to better understand the needs and requirements of the recipients of Coast Guard services, and to work together on matters of common interest. Over the next year, the Coast Guard will begin to incorporate the outcomes of the regular meetings of these bodies in the planning and management of its services and priorities.
As an SOA, CCG is committed to addressing levels of service, service standards, costs of service and fees in an open and transparent fashion with all internal and external clients and stakeholders. CCG will embark on a Levels of Service Review and continue the initiative to develop a new approach to the future of Marine Services Fees. Such efforts will enable the Coast Guard, as a public service provider, to deliver its services to the optimum mix of client benefit and fiscal responsibility.
SOA status has strengthened the Coast Guard identity within DFO. Additional measures will be undertaken in the coming years. In 2007, CCG will unveil a permanent memorial at the Coast Guard College to honour all those who lost their lives carrying out Coast Guard duties since the Coast Guard was formed in 1962. In addition, a review of the Coast Guard uniform policy will be conducted in response to various requests for changes and improvements.
The Coast Guard will continue to be an active participant in the broader federal maritime security agenda. Working with its partners, the Agency will continue to implement the Great Lakes and the St. Lawrence Seaway System Marine Security Enforcement Team initiative with the Royal Canadian Mounted Police (RCMP) to improve security through on-water patrols. The Agency will also continue to participate in the multi-departmental Marine Security Operations Centres, led by the RCMP and Department of National Defence. In addition, CCG will participate fully in the strategic and operational planning and policy development related to federal maritime security under way across government.
The Coast Guard is focusing on making concrete and visible progress on the renewal of its fleet. Budget 2006 reaffirmed support for this key aspect of Coast Guard rejuvenation. Under the Fleet Renewal Strategy, procurement processes are well under way to acquire two new offshore fisheries science vessels and eight new mid-shore patrol vessels. Four of the latter will be dedicated to enhancing maritime security on the Great Lakes and the St. Lawrence Seaway under a joint program with the RCMP. These four vessels will be additions to the fleet; the others will replace aging vessels that will be taken out of service.
Fleet Renewal also involves effective management of the existing fleet. New authorities are being sought to facilitate the multi-year management of capital funds for the fleet and to better align refits with operational requirements. The concept of Fleet Operational Readiness is being developed to enhance CCG's commitment to improved transparency regarding the cost of maintaining a Government of Canada civilian marine response capacity and, therefore, enhanced accountability to clients, stakeholders, Parliamentarians and Canadians. Also under its Fleet Renewal priority, CCG will further develop its commitments to enhance the life-cycle management of its fleet and other physical assets.
Under modernization efforts, CCG reaffirms its commitment to innovation and to a focus on continuous improvement. CCG strives to improve its service delivery by taking full advantage of new technologies and by working with the private sector, academia and other levels of government. Over time, the Canadian Coast Guard will transform its marine service delivery through technology-based productivity improvements, client service innovations and alternative service delivery while maintaining the highest standards of safety. One key initiative is Aids to Navigation of the 21st Century (AToN 21), which is intended to deliver a marine navigation service that responds to developments in technology and the changing needs of clients. Essentially, AToN 21 is about deploying the right mix of navigational aids on Canadian waterways through sound risk-based analysis, in accordance with ministerial direction and in consultation with clients and stakeholders.
Internally, modernization efforts include the Coast Guard's Integrated Technical Services Strategy, an ongoing initiative to improve the management of physical assets. Improvements to overall Coast Guard planning, reporting and management will also be pursued through the development and implementation of a new CCG Performance Management Framework, based on a revised Program Activity Architecture and a renewed Financial Management Framework.
Lastly, in response to risks associated with shifting demographics of the federal public service and beyond, the Canadian Coast Guard will continue its focus on the sustainability and health of its workforce. Workforce development will continue with further focus on broad, national human resource planning integrated with business planning. CCG will also concentrate on further development of a standard national organization to the extent that is practicable. In the area of recruitment, the Coast Guard will also continue to use collective staffing mechanisms and develop a Ships Crew Recruitment Strategy while working with unions to establish permanent relief pools. Also, CCG will carry on with the implementation of commitments under DFO's Employment Equity Action Plans and pursue more opportunities for succession planning and workforce development.
A number of these initiatives also respond to the findings of the Auditor General (AG) that the Coast Guard has made unsatisfactory progress in responding to two previous AG reports: Managing the Coast Guard Fleet (2000) and Marine Navigational Services (2002). The Coast Guard is committed to doing what the AG has suggested - establishing clear, realistic priorities for what can be done and ensuring that sufficient resources are in place to follow through. By taking an incremental approach, as set out in the CCG Business Plan, Coast Guard can make steady progress that will, over time, strengthen CCG as a national institution.
| Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
|---|---|---|---|
| Full Implementation of Special Operating Agency Status | |||
| Consistent use of external and internal advisory bodies | + | + | Ongoing |
| Levels of service review | + | + | |
| Marine Services Fees strategy | + | + | |
| Strengthened CCG identity in DFO | + | + | |
| Support for the Government of Canada's Maritime Security Agenda | |||
| Ongoing support of GoC maritime security | + | + | Ongoing |
| Implementation of Fleet Renewal | |||
| Procurement of new vessels | + | + | Ongoing |
| Improved maintenance of existing fleet | + | Ongoing | |
| Implement Fleet Operational Readiness concept | + | + | |
| Continued Implementation of Modernization Initiatives | |||
| Aids to Navigation of the 21st Century (AToN 21) | + | + | + |
| Improved maintenance of existing shore-based infrastructure | + | + | Ongoing |
| ITS Strategy Project | + | + | |
| Improve the Coast Guard Business Management Model | + | + | Ongoing |
| Improve the Coast Guard Financial Management Framework | + | + | |
| Effective Management of Our Workforce and Workplace | |||
| New initiatives to address operational HR issues | + | + | |
| Implement nationally consistent regional organizations and national model work descriptions | + | + | Ongoing |
| Enhancements to human resource and succession planning processes | + | + | Ongoing |
| New initiatives for the development of people | + | + | Ongoing |
Environmental Process Modernization
The Environmental Process Modernization Plan (EPMP) addresses the concerns raised by various stakeholders about the implementation of the Habitat Management Program. The EPMP, launched in 2004, aims to make the conservation and protection of fish habitat more effective, the delivery of its services more efficient and the interests and priorities of stakeholders better integrated.
DFO will continue to change the way it does business with respect to its regulatory responsibilities to protect fish habitat by moving from a reactive and fragmented process to one that is more proactive, cohesive and strategic. Provincial and stakeholder reactions to EPMP as a framework have remained quite positive overall, and EPMP is seen by other departments as a model of regulatory administrative reform.
| Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
|---|---|---|---|
| Risk Management Framework | |||
| Risk management framework (RMF) enhanced | + | + | + |
| Program staff trained on the application of the RMF | + | + | + |
| Streamlining Referrals | |||
| Operational Statements created and promoted | + | + | + |
| Operational Statements integrated with provincial permit systems | + | + | + |
| Additional streamlining possibilities identified | + | + | + |
| Predictability and Coherence | |||
| Mandatory training program for regional staff developed and delivered | + | ||
| Operational policies regarding application of the Fisheries Act, CEAA and SARA to Habitat Management Program developed | + | ||
| Environmental Assessments and Major Projects | |||
| New national headquarters-regions governance structure implemented | + | ||
| Partnerships | |||
| Partnership agreements with industry (e.g., National Resource Industry Associations, Canadian Electricity Association) and provinces implemented | + | + | + |
| Partnership agreements with Aboriginal groups, non-governmental organizations, municipalities and others pursued | + | + | + |
| Habitat Compliance Modernization | |||
| Habitat monitoring positions staffed and trained | + | ||
| National and regional protocols between C&P and Habitat developed and implemented | + | ||
| Operational policy for habitat compliance implemented | + | ||
| Monitoring process for effectiveness of operational policy developed | + | + | |
| Expected Results | Performance Indicators |
|---|---|
| The Habitat Management Program is more effective in the conservation and protection of fish habitat, efficient in the delivery of its services and integrated with the priorities of governments and partners, in a manner consistent with the principles of sustainable development |
|
Management Priorities
In addition to the above program priorities, DFO is committed to five priorities that will affect the internal workings of the Department. These priorities are driven by the government-wide agenda to improve the management of the public service and its programs. The priorities described below are aimed at improving the management of DFO's human resources, implementing a Management Accountability Framework, improving planning processes, integrating risk management and ensuring that the Department can live within its fiscal limits.
Human Resources Modernization
Following through from the coming into force of all components of the new Public Service Modernization Act (PSMA), the Department is pursuing initiatives in all PSMA areas to ensure its continued success and full implementation across DFO.
| Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
|---|---|---|---|
| National structures and national model work descriptions established with a view to update and review employees' positions | + | ||
| Staffing policies and processes updated, in line with the new Public Service Employment Act | + | ||
| Multi-year action plans implemented to ensure continued respect of employment and official languages legal requirements | + | + | + |
| Labour relations enhanced through improved union-management consultations and increased use of informal conflict resolution | + | + | + |
| DFO's learning strategy and programs aligned with the government's broad framework for learning in the public service | + | + | |
| Health of human resources continually monitored and reported on to departmental management committees | + | + | + |
Management Accountability Framework
The Treasury Board Secretariat introduced the Management Accountability Framework (MAF) in 2003. The framework provides a vision for modern public service management in ten key areas: governance and strategic directions; public service ethics; learning, innovation and change management; policy and programs; people; citizen-focused service; risk management; stewardship; accountability; and results and performance. Each year the Treasury Board Secretariat assesses departments against specific performance measures to identify strengths and weaknesses. In March 2007, Treasury Board Secretariat made 2006-2007 MAF assessments available on its website.
In 2006-07, DFO conducted its own self-assessment using the same performance measures, in part to prepare for the Treasury Board Secretariat's assessment and also to ensure that senior management was familiar with the criteria. Based on the findings of these assessments, DFO will undertake actions to address areas identified as areas for improvement and will conduct regular follow-up reports on progress. To ensure consistency in reporting, DFO is integrating Management Accountability Framework measures into other reporting activities, such as executive performance management plans and the Program Activity Architecture, wherever possible.
| Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
|---|---|---|---|
| Self-assessment and TBS assessment against MAF performance measures | + | + | + |
| Key areas for improvement identified | + | + | + |
| Semi-annual progress reports on improvement initiatives | + | + | + |
Integrated Planning and Reporting
In 2004-2005, the Department began implementing an Integrated Planning Framework to align strategic, business, financial and human resource plans and processes. The focus to date has been on the integration of human resource and business plans, including the development and use of performance measures. Business planning by strategic outcome is now an accepted activity, and the 2006-07 business plans were enhanced by the addition of resource information, performance measurement strategies and risk analyses.
DFO is a pioneer department in HR planning, having launched its fourth annual HR planning process in December 2006. Over the past four years, efforts have been made to better align business and HR planning. This year the Business and HR planning cycles have overlapped, ensuring that HR planning efforts support emerging business needs. To consolidate the regional picture and capture horizontal and strategic planning needs of senior line managers and the DFO-wide functional community, HR Planning Guides were introduced this year, in addition to the existing responsibility centre manager guides.
In addition to the demographic realities of aging baby boomers and the resulting tighter talent market, DFO faces unique HR challenges: it is a decentralized, operational department that operates 24/7 in remote locations and relies on a considerable amount of shift work, stand-by work, and lay day schedules. This often affects the Department's ability to attract and keep the right mix of talent, as DFO competes with organizations that are based and managed in large urban areas, which are often more attractive to certain segments of the workforce. Remote locations and isolation sometimes result in insufficient capacity and higher attrition levels. To address these challenges, DFO will increase its focus on succession planning in the HR planning process, as well as recruitment and retention strategies.
Over the next three years, DFO will expand the Integrated Planning Framework to include other planning activities, such as capital planning. As part of the pan-governmental Management, Resources and Results Structure action plan, the Department will be directing considerable efforts to developing a performance measurement framework in line with the Program Activity Architecture. The major challenge for DFO is to coordinate a variety of planning and reporting documents and ensure that the results of various DFO and Treasury Board Secretariat planning and assessment activities are available and taken into consideration.
| Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
|---|---|---|---|
| Performance measurement framework developed | + | ||
| Integrated Planning Cycle updated | + | ||
| Human resource planning better integrated in the Integrated Planning Framework | + | + | + |
| In-depth analysis and monitoring framework | + |
Integrated Risk Management
DFO will implement Integrated Risk Management (IRM) in all regions and all sectors effective April 1, 2007. Integrated Risk Management will be used for annual planning, for the support of key decisions and for the management of major projects. The IRM process has been fully imbedded in the Integrated Planning Framework and is used to assist Regional Directors, Regional Directors General, Assistant Commissioners, Assistant Deputy Ministers and the Commissioner of the Coast Guard to make informed, risk-based decisions.
IRM Coordinators will facilitate and conduct workshops in each region and each sector between April and October 2007. In addition, these Coordinators will conduct issues-based IRM analyses as required for specific high-priority decisions. Further, they will be responsible for quality assurance for all risk-based activities, including the Conservation and Protection (C&P) Program, capital planning, and IM/IT risk management.
All IRM information will be made available to all departmental managers through TeamRisk, a web-based database system linked to TeamMate, the departmental standard for audit.
| Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
|---|---|---|---|
| Fish Habitat corporate risk profile completed | + | ||
| Regional IRM workshops conducted | + | + | + |
| TeamRisk enterprise-wide data warehouse deployed | + | ||
| IRM workshops to support C&P resource allocations delivered | + | + | + |
| IRM workshops to support capital planning delivered | + | + | + |
| IRM workshops to support IM/IT project management delivered | + | + | + |
Departmental Renewal
DFO is committed to implementing policy and program changes to better manage its finances and to modernize management. Within this context, DFO will undertake two initiatives to ensure that ongoing operations are sustainable: the IT Sustainability Project (ISP) and the functional review of the Small Craft Harbours program.
ISP is a three-year initiative that began in 2005-2006 and will continue through 2007-2008. Treasury Board granted the project Preliminary Project Approval in October 2005. Effective Project Approval with conditions was obtained in July 2006. All Treasury Board conditions were met by October 2006, when full Effective Project Approval and over $20 million of additional Treasury Board funding was granted to fulfil the objectives of this initiative.
ISP will result in modernized and revitalized IT services for DFO. This national project will establish a comprehensive, enterprise-wide and consistent management model for IT, and a consolidated, rationalized and sustainable infrastructure designed to support the business outcomes of the Department.
ISP is intended to achieve the following:
- Ensure resource usage is organized in a more efficient way by shifting the delivery of Department-wide services through Centres of Expertise located in the regions;
- Ensure more consistent, defined and measurable service levels across the Department;
- Ensure that IT management and service delivery can respond to changing program and client requirements;
- Implement a more efficient network, server and facilities infrastructure;
- Reduce ongoing IT operating costs by $10-$12 million and reduce IT procurement costs;
- Improve the planning and management of IT services;
- Improve the use of IT to achieve program objectives and priorities;
- Align with Government of Canada shared services initiatives; and
- Manage IT assets in a more accountable manner.
DFO has also been working on possible new directions for the Small Craft Harbours Program. These new directions are intended to place the Program on a sustainable footing and to respond to the evolving needs of industry clients by providing appropriate harbour infrastructure. These development efforts will continue to be a priority.
The Small Craft Harbours program will undertake a functional review of the Program by:
- Conducting a comprehensive study of how the program currently operates and what changes are needed to improve operations;
- Conducting a high-level review of the Program delivery model, the organizational structure and the human resource requirements;
- Developing options to rebalance resources, to restructure the organization to meet present challenges and future growth, to clarify and define working relationships within Small Craft Harbours and with delivery partners, and to standardize regional program delivery and organization to provide clients with a similar and consistent range and level of services; and
- Implementing the new direction.
| Milestone/Deliverable | 2007-2008 | 2008-2009 | 2009-2010 |
|---|---|---|---|
| IT Sustainability Project | |||
| Centres of Expertise implemented | + | ||
| Infrastructure rationalization completed | + | ||
| Human resources transition completed | + | ||
| Corporate management processes developed | + | ||
| Small Craft Harbours Functional Review | |||
| Options for new directions developed | + | ||
| Plan for new directions developed | + | ||
| Plan for new directions implemented | + | ||
Alignment to Government of Canada Outcomes
Canada's Performance, the annual report to Parliament on the federal government's contribution to Canada's performance as a nation, is structured around three areas:
- Economic Affairs, which demonstrates the increased importance given to the links between the Canadian economy and the natural environment;
- Social Affairs, which reflects the important role health care plays in Canadian society; and
- International Affairs, which recognizes the international dimension of government activity needed to advance national aspirations.
Each of these areas is associated with a number of outcomes that the federal government is working to achieve. The following table shows the relationship between the Government of Canada outcomes, as established in the Whole of Government Framework, and DFO's strategic outcomes. The Department is still in the process of determining the relationship between individual program activities and Government of Canada outcomes.
| Government of Canada Outcomes | Safe and Accessible Waterways | Sustainable Fisheries and Aquaculture | Healthy and Productive Aquatic Ecosystems |
|---|---|---|---|
| Economic Affairs | |||
| Strong economic growth | + | + | + |
| An innovative and knowledge-based economy | + | + | + |
| A fair and secure marketplace | + | ||
| A clean and healthy environment | + | + | |
| Social Affairs | |||
| Safe and secure communities | + | ||