ARCHIVED - RPP 2007-2008
Fisheries and Oceans Canada

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In this section:

• Organizational Information
• Legal Framework
• Canadian Coast Guard
• Program Enablers
• Contacts for Further Information

Organizational Information

Fisheries and Oceans Canada is a largely decentralized department with almost 9 of every 10 employees situated in regions outside the National Capital Region. The Department operates across Canada from six regions, as well as from the national headquarters in Ottawa. The regions are as follows.

Each of the six regions is headed by a Regional Director General (RDG) in a regional headquarters. The RDGs are responsible for organizing and managing the delivery of programs and activities in their regions through area offices, in accordance with national and regional priorities and within national performance parameters set for each program and activity. Also, five DFO regions are home to Canadian Coast Guard SOA regional headquarters, headed by Assistant Commissioners responsible for the day-to-day delivery of CCG services.

The national headquarters in Ottawa — under the leadership of the Deputy Minister, Senior Associate Deputy Minister, Commissioner of the Canadian Coast Guard and five Assistant Deputy Ministers — is responsible for establishing national objectives, policies, procedures and standards. It also runs some national programs and monitors departmental activities nationwide to ensure the quality and consistency of service delivery.

The Canadian Coast Guard is a Special Operating Agency within DFO under the leadership of the Commissioner. The rest of the Department is organized into five sectors, each headed by an Assistant Deputy Minister. Assistant Deputy Ministers are responsible for establishing national objectives, policies, procedures and standards for their respective sectors and business lines.

The Deputy Minister, Senior Associate Deputy Minister, Commissioner of the Canadian Coast Guard, Assistant Deputy Ministers and Regional Directors General work closely together in managing the Department and its operations.

Regional Directors General, the Commissioner of the Canadian Coast Guard and Assistant Deputy Ministers report directly to the Deputy Minister.

This organizational and governance information is shown in the accompanying figure.

Organizational and Governance Information

The Departmental Management Committee (DMC) is the Department's senior decision-making body. The Committee is chaired by the Deputy Minister. Other members include: the Senior Associate Deputy Minister; the Assistant Deputy Ministers; the Commissioner and Deputy Commissioner of the Canadian Coast Guard; the Regional Directors General; the Senior General Counsel, Legal Services; the Director General of the Executive Secretariat; the Director General, Communications; and the Executive Director, Aquaculture Management. The Director General, Audit and Evaluation is a permanent observer.

DMC is supported and complemented by other senior management committees as follows: Human Resources DMC Sub-Committee, Finance DMC Sub-Committee, IM/IT Management Board, Legal Risk Management Committee and the Science Management Board.

DFO also has a departmental Internal Audit Committee, which is an essential component of the organization's governance structure.

Legal Framework

The legal authority for DFO's programs and activities is found in the following statutes and their respective regulations. These statutes set out DFO's legal mandate, powers and duties.

• Atlantic Fisheries Restructuring Act,¹ R.S.C. 1985, c. A-14
• Canada Shipping Act,² R.S.C. 1985, c. S-9
• Coastal Fisheries Protection Act, R.S.C. 1985, c. C-33
• Department of Fisheries and Oceans Act, R.S.C. 1985, c. F-15
• Fisheries Act, R.S.C. 1985, c. F-14
• Fisheries Development Act, R.S.C. 1985, c. F-21
• Fisheries Improvement Loans Act, R.S.C. 1985, c. F-22
• Fishing and Recreational Harbours Act, R.S.C. 1985, c. F-24
• Freshwater Fish Marketing Act, R.S.C. 1985, c. F-13
• Great Lakes Fisheries Convention Act, R.S.C. 1985, c. F-17
• Oceans Act, S.C. 1996, c. 31
• Resources and Technical Surveys Act,³ R.S.C. 1985, c. R-7
• Species at Risk Act,⁴ S.C. 2002, c. 29

¹ Certain sections of this Act are also the responsibility of the Ministers of Industry, Finance and State (Privatization and Regulatory Affairs).

² The Minister of Fisheries and Oceans has some responsibilities under this Act. The majority of the Act is administered by the Minister of Transport.

³ The Minister of Fisheries and Oceans has some powers under this Act. However, those powers also exist under the Oceans Act.

⁴ The Minister of the Environment is the responsible Minister for the Act, but the Minister of Fisheries and Oceans is a competent Minister with respect to aquatic species.

In addition, DFO is required to comply with constitutional statutes and laws of general application, such as:

• the Charter of Rights and Freedoms;
• the Financial Administration Act;
• the new Public Service Labour Relations Act;
• the new Public Service Employment Act;
• the Official Languages Act;
• the Access to Information Act and the Privacy Act; and
• the Canadian Environmental Assessment Act.

Canadian Coast Guard

Beginning in the 2007-2008 fiscal year, the Coast Guard is introducing three important amendments to its Program Activity Architecture that will be implemented immediately for planning, reporting and management purposes. These amendments are intended to enhance the transparency and accountability to specific clients and stakeholders, to Parliamentarians, and to the Canadian public at large.

First, the concept of Coast Guard Fleet Operational Readiness has been adopted by the Agency to replace Fleet Services as a sub-activity in the Program Activity Architecture. It is defined as "the means and ability to respond to and manage the on-water and related needs of Canadians and the Government of Canada in a safe, timely and effective manner. The Agency wishes to openly and transparently communicate to its clients and stakeholders all of the fixed costs associated with maintaining a marine response capability of the fleet (defined as vessels and helicopters) and its ability to respond to Government of Canada requirements — both planned and unplanned. Specifically, these costs are the resources for fleet management, fleet acquisition, refit and maintenance and fleet personnel.

Similarly, Asset Management Services is to be added as a new sub-activity to better reflect investment and activities pertaining to life-cycle management of Coast Guard physical assets that support both the fleet and on-shore operations.

Lastly, to be further transparent and as fully accountable as possible to Parliament and Canadians, CCG is adopting a new sub-activity known as Federal Presence. This will allow for clear planning and reporting in reference to the resources specifically allocated to the Coast Guard Agency to assist in strengthening federal objectives at sea.

All traditional Coast Guard services (Aids and Waterways Services, Marine Communications and Traffic Services, Icebreaking, Search and Rescue, Environmental Response, Maritime Security, as well as the CCG College) will remain unchanged in the Program Activity Architecture. However, it is expected that projects designed to further priorities under the Coast Guard Rejuvenation Agenda will have an eventual positive impact on the provision of these services.

The following table displays resources in terms of the existing and proposed Coast Guard PAA structure. Under the existing PAA, resources for operating the fleet, as well as the investment and activities pertaining to the life cycle management of the Coast Guard's physical assets that support the fleet and shore-based operations, are spread out among various CCG and DFO programs.

Under the proposed PAA structure, the Coast Guard Agency will make the costs of having an operationally ready fleet transparent by bringing together all the fixed costs of operating the fleet under one sub-activity, Fleet Operational Readiness. Similarly, the costs pertaining to the life cycle management of the assets that support the fleet and shore-based assets will be combined under Asset Management Services. In the future, Coast Guard will report on how the fleet is used for program support.

Planned Spending Under Proposed Program Activity Architecture

Financial Resources (millions of dollars)	2007-2008	2008-2009	2009-2010
Current Architecture
Aids and Waterways Services	95.3	90.7	90.7
Marine Communications and Traffic Services	89.3	82.2	80.4
Icebreaking Services	51.3	45.4	45.4
Search and Rescue Services	104.7	103.6	103.6
Environmental Response Services	11.3	11.3	11.3
Coast Guard College	7.8	7.8	7.8
Maritime Security	5.3	34.1	31.7
Contribution to Other Government Objectives	0.0	0.0	0.0
Coast Guard Fleet Services	225.2	259.0	261.3
Total	590.1	634.0	632.2
Proposed Funding Transfers From Other DFO Sectors
Science	28.1	28.1	28.1
Conservation and Protection	19.3	19.3	19.3
Total Transfer	47.4	47.4	47.4
Proposed Architecture
Aids and Waterways Services	4.3	3.7	3.7
Marine Communications and Traffic Services	48.9	48.2	48.2
Icebreaking Services	8.7	8.5	8.5
Search and Rescue Services	33.4	32.8	32.8
Environmental Response Services	10.9	10.5	10.5
Maritime Security	5.5	5.8	0.1
Federal Presence	10.0	10.0	10.0
Contribution to Other Government Objectives	0.0	0.0	0.0
Fleet Operational Readiness	360.3	418.5	424.2
Asset Management	147.2	135.6	133.8
Coast Guard College	8.3	7.7	7.7
Management and Oversight Services1	TBD	TBD	TBD
Total	637.5	681.4	679.6

Note: Because of rounding, figures may not add to the totals shown.

¹In the future, CCG plans to report its management and oversight services expenditures under this single sub-activity.

Program Enablers

Program Enablers refers to the corporate functions that support the delivery of DFO's plans and priorities. In DFO, Program Enablers represent approximately 17% of total employees and consist of Executive Direction, Strategic Policy, Communications, Legal Services, Human Resources and Corporate Services. Executive Direction includes the offices of the Minister, Deputy Minister, Senior Associate Deputy Minister, Regional Directors General and Area Managers; Audit and Evaluation Directorate; the Centre for Values, Integrity and Conflict Resolution; the Executive Secretariat; and the Fisheries Resource Conservation Council.

The work of the Program Enablers is ongoing and multi-faceted; for example, they provide financial and human resources management and support, prepare news releases and analyze policy issues. They work together with the programs described in the section Plans for 2007-2010 by Strategic Outcome to deliver departmental and government priorities and initiatives.

The financial and human resources shown below are the sum of the prorated resources presented in the section Plans for 2007-2010 by Strategic Outcome.

Planned Spending and Full-time Equivalents, DFO

Financial Resources (millions of dollars)	2007-2008	2008-2009	2009-2010
Executive Direction	39.7	38.8	38.8
Strategic Policy	23.9	23.2	23.2
Communications	10.3	9.7	9.7
Legal Services	5.4	5.2	5.2
Human Resources	27.2	27.2	27.1
Corporate Services	216.3	213.6	207.0
Total	322.9	317.7	310.9
Human Resources (number of FTEs)	2007-2008	2008-2009	2009-2010
Executive Direction	252	252	252
Strategic Policy	236	226	226
Communications	100	96	96
Legal Services	23	23	23
Human Resources	288	288	288
Corporate Services	1,041	1,056	1,011
Total	1,940	1,941	1,896

Program Enablers Sub-activities

The Program Enablers program activity is delivered through six sub-activities.

Executive Direction

• Providing leadership and direction to the Department to ensure the effective and efficient delivery of the Department's mandate and achievement of its strategic outcomes
• Providing timely and informed advice to the Minister
• Implementing the audit and evaluation policies, programs and initiatives of the Government of Canada and DFO
• Developing and implementing DFO's integrated risk management initiatives
• Ensuring adherence to the Access to Information Act and Privacy Act
• Delivering quality services on values, ethics, disclosure and conflict resolution in compliance with the legislative requirements, to build an open and fair culture where public service values, ethical behaviour and employee engagement are promoted

Strategic Policy

• Providing strategic advice, services and policies to ensure the sustainable development and safe use of Canada's oceans and aquatic resources
• Providing strategic advice and coordination for the legislative and regulatory priorities of DFO

Communications

• Working with program and policy leads across the Department to guide communications activities that support the goals and priorities of the Department and are consistent with the Government of Canada Communications Policy

Legal Services

• Providing legal services and counsel to the Department in support of policy development, program implementation, legislative and regulatory drafting, regulatory prosecutions and civil litigation
• Designing and implementing programs, reports and materials that enhance legal awareness

Human Resources

• Delivering policy and procedural advice, services and training to managers and employees on organization and classification, human resource planning, succession planning, learning and career development, performance management, staffing and recruitment, employment equity and diversity, official languages, labour relations, compensation, human resource management systems, awards and recognition, and management trainee/career assignment programs

Corporate Services

• Providing support to the Department's core areas of corporate review, finance and administration; real property management, safety and security; environment; and information management and technology services

The following table identifies the expected results and performance indicators for each of the Program Enabler sub-activities.

Expected Results and Performance Indicators

Expected Results	Performance Indicators
Executive Direction
Improved management practices, policies and internal control systems in DFO through the audits, evaluations and follow-up audits carried out according to the Annual Audit and Evaluation Workplan	Percentage of audits, evaluations and follow-up audits in the Annual Workplan that are completed or started in fiscal year
Strategic Policy
Senior management, including the Deputy Minister and Minister, properly prepared to make departmental policy decisions and representations Enhanced capacity within DFO to conduct complex economic research and analysis Increased information and analytical base upon which decisions are made on departmental programs and policies (evidence-based policy-making) Increased credibility with respect to the Department's policies, program and approaches to natural resource management Effective Canadian participation in international meetings Enhanced capacity within DFO for legislative and regulatory initiatives	Senior management satisfied that policy decision-making process is strategic and properly informed from a whole-of-Department perspective Number of highly skilled economists and quantitative analysts recruited Number of economic and statistical analyses prepared to support the development and assessment of existing and new programs and policies Number of requests to provide economic advice and analysis or to use DFO as a valuable source of economic information and analytical expertise Canadian positions promoted and adopted internationally Number of requests for new legislative and regulatory initiatives and their implementation as "Smart Regulations"
Communications
Ccitizens, stakeholders and media well informed about DFO priorities, programs and activities	Total number of media interactions (proactive and responsive) Balance of tone in media coverage Total general inquiries requests and response rates per established service standards
Legal Services
Provision of legal advice Legal risk anticipated and mitigated Programs, reports and materials that enhance legal awareness	Total number of hours Number of advisory files opened and closed Quantitative client satisfaction survey Number of legal risk (litigation) and high-impact case committee meetings Number of legal awareness products delivered
Human Resources
A workplace that is well structured, fair, enabling, healthy and safe A workforce that is productive, principled, sustainable and adaptable	Number of standard organizational structures and model work descriptions Number of complaints and grievances Bilingual capacity (language of work, service to the public) Representation of workforce (employment equity and official languages) Number of collective staffing initiatives Participation in developmental programs Degree of compliance with Policy on Learning, Training and Development Number and use of performance appraisals
Corporate Services
Departmental finances are managed according to government policies and regulations Appropriate and safe Real Property infrastructures that supports the delivery of DFO programs Real Property Management financial, structural and organizational sustainability Improved DFO's environmental compliance Reduced DFO's liability related to contaminated sites Sustainable Real Property portfolio aligned with DFO needs and available resources A secure work environment A safe workplace Secure information technology infrastructure Efficient management of government information Reliable, secure and responsive information technology infrastructure Departmental staff with the tools and information required to manage effectively	Positive feedback on MAF, audit reports, OAG and Receiver General comments on Public Accounts Ratio of capital investment to asset replacement value Number of non-compliant items addressed from the environmental compliance audits Number of environment management plans and standard operating procedures developed Number of warrant/violation letters received from Environment Canada Number of properties assessed for contamination Number of assessed contaminated sites remediated/risk managed Number of properties, including lighthouses, divested Reinvestment of net proceeds of sales into departmental priorities Reduction in ongoing O&M requirements and long-term capital plan pressures Decline in number of security incidents, breaches, loss or compromise of sensitive information and assets. Number of safety violations (Directions issued by HRSDC), injuries and person days lost Number of workplaces and unstaffed sites in compliance with inspection requirements Number of Occupational Health and Safety audits completed Number of contaminated sites assessed, risk managed and cleaned up Number of new IM/IT plans produced and implemented Progress on the implementation of the operational standard for the Management of IT Security in DFO Progress on the development of the departmental IM strategy and framework Percentage availability of IT infrastructure during working hours

Contacts for Further Information

Region	Name	Telephone
Newfoundland and Labrador	Jan Woodford	(709) 772-7622
Maritimes	Kathy Kieley	(902) 426-3866
Gulf	Terrance Boucher	(506) 851-7757
Quebec	Caroline Hilt	(418) 648-7316
Central and Arctic	Lawrence Swift	(519) 383-1830
Pacific	Terry Davis	(604) 666-3855
Headquarters	Anne Lamar	(613) 990-0219

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