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Fisheries and Oceans Canada Departmental Performance Report for the period ending March 31, 2008

DFO's Departmental Priorities

In its 2005-2010 Strategic Plan and 2007-2008 Report on Plans and Priorities, DFO identified seven program priorities and five management priorities. Program priorities are priority areas that are critical to DFO's ability to deliver and move forward on its programs and services. Management priorities focus on improving the management of the Department and providing internal services to support program delivery.

Program Priorities   Management Priorities
Fisheries Renewal   Human Resources Modernization
International Governance   Management Accountability Framework
Aquaculture Governance   Integrated Planning and Reporting
Oceans Action Plan   Integrated Risk Management
Science Renewal   Departmental Renewal
Canadian Coast Guard Rejuvenation    
Environmental Process Modernization    

Program Priorities

Fisheries Renewal

Priority Expected Results Performance Indicators Results Achieved
Enhanced knowledge and understanding of Bill C-45 (the new Fisheries Act)
  • Stakeholder groups express support for the new Fisheries Act
  • Over 400 stakeholders commented on Bill C-45, which led to four significant changes in the introduction of Bill C-32
Provincial and territorial support for Bill C-45
  • Provincial and territorial ministers make positive public statements about the bill
  • Provincial and territorial ministers support the bill as witnesses in Committee stage
  • Provinces and territories have publicly supported the new Fisheries Act. Provincial and territorial ministers have not yet had the opportunity to appear as witnesses before the Parliamentary Committee that will review the Bill's clauses; this timing is set by the Committee.
Passage of Bill C-45 is supported
  • Bill C-45 receives Royal Assent and becomes law
  • Bill C-45 was tabled in December 2006 and reached the second reading stage before the House was prorogued in September 2007.
  • Bill C-32 was subsequently introduced in November 2007 and is currently awaiting second reading and review by Parliamentary Committee.
Implementation strategies for the new Fisheries Act are developed with participation of regions
  • Implementation strategies are clear, include effective decision-making processes, and are practical (include timelines, reflect other modernization processes, etc).
  • Work with regions and sectors is ongoing.

Links to Additional Information/Data Source(s)

Fisheries Act and Ocean to Plate Approach to Commercial Fisheries Management

Observations

  • In December 2006, comprehensive revisions to the Fisheries Act were introduced as Bill C-45, an Act respecting the sustainable development of Canada's seacoast and inland fisheries. In November 2007, following several months of discussions with provinces, territories, Aboriginal peoples and stakeholders, Bill C-45 was re-introduced as Bill C-32. Bill C-32 included four amendments to areas where there was consensus that changes were required. Bill C-32 awaits second reading in the House of Commons.
  • Legislative renewal is key to the long-term success of Fisheries Renewal. As the legislative renewal process continues, a new three-year action plan to support Fisheries Renewal will be put in place. The plan seeks to establish the conditions and mechanisms necessary to support a robust and diverse fisheries sector within the current legislative and regulatory framework. Fisheries Renewal will consolidate and communicate progress made to date on the renewal agenda, implement policies that have already been developed and develop policies, tools and mechanisms to fill gaps. This work is concurrent with legislative renewal. Legislative renewal will put in place legal frameworks to further support of Fisheries Renewal objectives, and Fisheries Renewal will develop policies and tools that will support implementation of a new Fisheries Act.

International Governance

Priority Expected Results Performance Indicators Results Achieved
Increased understanding of marine ecosystems, including sensitive areas, and provision of advice to decision-makers
  • Extent to which scientific research is considered and included in policy decisions
  • Enabled scientific research (31 projects) and facilitated key contributions by Canadian scientists to international initiatives (e.g., development of guidelines for conducting deep sea fisheries and provision of advice to Regional Fisheries Management Organizations (RFMOs).
  • Better understanding of the gaps, opportunities and impediments (knowledge, structural, institutional) associated with protecting the biodiversity of the world's oceans.
Enforcement and compliance activities consistent with international law and facilitated through effective diplomacy to ensure sustainable high seas fisheries
  • Trends in overfishing of established catch limits
  • Trends in IUU fishing
  • Improved compliance with Northwest Atlantic Fisheries Organization (NAFO) rules (e.g., reduced citations, especially serious citations).
  • Advancing implementation of measures to reduce illegal, unreported and unregulated (IUU) fishing (e.g., Canada (DFO) hosted an experts meeting on flag state measures, the MCS (Monitoring, Control and Surveillance) network, and vessel registry).
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
  • Initiation of new management approaches, reforms or performance reviews by Regional Fisheries Management Organizations (RFMOs)
  • More effective fisheries management in RFMOs, especially NAFO (e.g., renewed Convention, improved management of target species, and beginning of rebuilding plans)
  • Seeing broader accountability for ecosystem outcomes in RFMOs (e.g., co-sponsored development and publication of Recommended Best Practices for Regional Fisheries Management Organizations).
  • Leading the implementation of the United Nations General Assembly (UNGA) Sustainable Fisheries Resolution operative paragraphs on vulnerable marine ecosystems through:
    • Adoption of the Canadian proposal to establish a coral protection area within the NAFO regulatory area for all bottom-contact fishing activity for the next five years to allow scientists to collect data in aid of developing long-term strategies to protect important coral habitats; and
    • Development of Canadian proposal for NAFO to protect vulnerable marine ecosystems by assessing and mitigating the impact of fishing practices.
Outreach and advocacy activities to mobilize political support for a Canadian vision of the international fisheries and oceans governance agenda
  • Public/stakeholder awareness of and support for the need to strengthen international fisheries and oceans governance
  • The Ambassador for Fisheries Conservation maintained continuous high-level engagement with other countries on initiatives of importance for Canada (NAFO reform, building relationships with like-minded countries, tuna RFMO reform, etc).
  • Recognition of Canadian leadership, strong alliances among like-minded countries, and support for Canadian proposals/approaches.

Links to Additional Information/Data Source(s)

International Governance Strategy and United Nations General Assembly (UNGA) Resolutions

Observations

  • 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 both a pressing global environmental issue and an economic and 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 launched its International 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 capacity to inform decision-making by 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.

Aquaculture Governance

Priority Expected Results Performance Indicators Results Achieved
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
  • Level of Canadian confidence in and perception of aquaculture gauged through ongoing consultations on major aquaculture files
  • Budget 2008 announced new funding of $70 million over five years for the New Aquaculture Program Initiative.
  • Since funding for the New Aquaculture Initiative was not available during the reporting period, the level of stakeholder confidence could not be measured. Activities are now under way to gauge stakeholder perception and will be reported on in subsequent Departmental Performance Reports.
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)
  • Number of aquaculture policies, regulations, codes and programs developed/renewed
  • Specific elements of the program will be implemented over the coming years, with the first results reported over the next five years.
A streamlined regulatory environment, harmonized standards and practices and enhanced public confidence to support the development of aquaculture in Canada
  • Increase in Canadian aquaculture production (i.e., growing, competitive, market-focused industry with good environmental and social performance)
  • Since funding for the New Aquaculture Initiative was not available during the reporting period, the level of increase in aquaculture production could not be measured. Activities are now under way to streamline the Canadian regulatory environment, including the development of an environmental risk management framework for aquaculture.
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
  • Annual Report on Actual Aquaculture Spending
  • In response to an internal audit of the program, the Director General of the Aquaculture Management Directorate has been designated as the departmental functional authority for aquaculture, coordinating departmental activities

Links to Additional Information/Data Source(s)

Aquaculture Management

Observations

  • Budget 2008 announced $70 million in funding for DFO over 5 years to address many of the sector-specific constraints currently being experienced by the Canadian aquaculture industry. The Budget announced funding aimed at:
    • Improving regulatory certainty through greater coordination of federal- provincial/territorial (F-P/T) regulatory authorities;
    • Improving federal regulatory science to establish performance-based environmental standards for aquaculture operations;
    • Spurring research and innovation to enhance the sector's competitiveness and productivity; and
    • Assisting the industry in developing a certification scheme that will ensure that the seafood cultured in Canada meets rigorous food safety and quality standards and international market requirements.

Oceans Action Plan

Priority Expected Results Performance Indicators Results Achieved
A harmonized approach across the federal government to collectively address the protection and conservation of sensitive marine areas
  • Completion of a Federal Sensitive Areas Strategy
  • A Sensitive Areas Policy for benthic habitat has been developed by Fisheries and Aquaculture Management. Further elaboration of measures to protect sensitive habitat may be incorporated into the development of a national Marine Protected Areas strategy under the Health of the Oceans Initiatives in the coming years.
Common regulations or standards established in conjunction with provincial/territorial government and offshore regulators to address the impact of seismic activities
  • Offshore seismic regulations gazetted and adopted
  • A Canadian Statement of Practice to address the impact of seismic activities was developed in cooperation with interested federal authorities and provinces. It has been adopted in practice by the offshore energy boards. Because of a desire to update the scientific advice underpinning the Statement, Gazette 1 publication of the regulation, which will give effect to the Statement, is now targeted for 2008-2009.

Links to Additional Information/Data Source(s)

Guidance Document On Identifying Conservation Priorities and Phrasing Conservation Objectives For Large Ocean Management Areas, Canada's Federal Marine Protected Areas Strategy, Ballast Water Control and Management Regulations and Smart Bay Buoy Program

Observations

  • The Oceans Action Plan, which ended in 2006-2007, provided the foundation for the current Oceans program. It established the five pilot Large Ocean Management Areas and created the Marine Protected Areas program. The seismic regulations and the sensitive areas strategy were continued in 2007-2008. The seismic project in ongoing, and the goals associated with the senstive areas project were met through the policy for benthic habitat by Fisheries and Aquaculture Management. The Budget 2007 announcement of $61.5 million to support the Health of the Oceans Initiative builds on the base of the Oceans Action Plan.

Science Renewal

Priority Expected Results Performance Indicators Results Achieved
A Science program that is:
  • Relevant to the needs of DFO, the federal government and Canadians
  • Effective and modern in its delivery mechanisms
  • Affordable and sustainable
  • Valued by stakeholders, policy-makers and decision-makers
  • Completion of Science Renewal initiatives/deliverables
  • The development of an overarching multi-year strategic and operational planning framework (Science at Fisheries and Oceans Canada: A Framework for the Future) has been completed, as have the associated strategies, plans, initiatives and deliverables.
  • The Science Sector will continue to implement the renewal of the Science Program over the coming year, including the development and implementation of an international science strategy.

Links to Additional Information/Data Source(s)

Science Publications and Multimedia

Observations

  • The Department's Science Program continued to make significant progress in the third year of its renewal agenda. The development of the overarching multi-year strategic and operational planning framework (Science at Fisheries and Oceans Canada: A Framework for the Future) has been completed, as have the associated strategies, plans, and deliverables, including:
    • The Five-Year Research Agenda 2007-2012 and Research Plan;
    • A New Ecosystem Science Framework in Support of Integrated Management;
    • National Human Resource Strategy and Implementation Plan;
    • DFO Science Collaboration Framework;
    • DFO National Science Data Management Strategy;
    • Strategic Science Outreach Strategy;
    • At-Sea Science Strategy; and
    • Scientific Equipment Strategy.
  • The Implementation of the above plans and strategies in support of Science Renewal is well advanced.
  • To enable the realization of the goals and objectives of the strategic and operational planning framework, the Science Sector has also undertaken the following initiatives:
    • Established and integrated the Science Management Board (SMB) into the departmental annual planning framework;
    • Created 12 centres of scientific expertise in priority areas of interest;
    • Undertaken national consultations with approximately 24 key Canadian universities that are our primary collaborators in freshwater and marine research; and
    • Evaluated the DFO Scientific Peer Review Processes and how scientific advice is used in the decision-making processes.

Canadian Coast Guard Rejuvenation

These and other CCG deliverables are typically single initiatives or individual projects. As such, they have well-defined milestones, but not performance indicators. However, each deliverable supports one or more CCG sub-activities, and each sub-activity has its own expected results and performance indicators.

Priority Expected Results Results Achieved
Full Implementation of Special Operating Agency Status
Consistent use of external and internal advisory bodies
  • Held spring and fall meetings of the CCG Strategic Advisory Council, an interdepartmental committee of client departments, and of the National Marine Advisory Board, the CCG's primary interface with the marine shipping industry, to help inform business planning priorities and the management of CCG services.
Levels of service review
  • Re-issued the CCG Levels of Service document, reformatting the document and clarifying wording to make it easier to use and understand.
  • Held consultations with clients and stakeholders on levels of service they received.
  • Completed a Search and Rescue (SAR) Needs Analysis and began targeted and specific discussions with SAR partners such as the Canadian Forces and the CCG Auxiliary.
Marine Services Fees strategy
  • Met several times to discuss the future approach to the Marine Services Fees in a renewed engagement process through a joint industry-CCG/DFO working group.
  • Prepared a discussion paper containing various options on how to move forward on the fees.
Strengthened CCG identity in DFO
  • Launched a CCG national website.
  • Re-established the CCG national newsletter (Echo).
  • Approved new guidelines for the CCG Uniform Policy.
  • Dedicated a permanent memorial at the Coast Guard College to honour all those who lost their lives carrying out Coast Guard duties since the CCG was established in 1962.
Support for the Government of Canada's Maritime Security Agenda
Ongoing support of GoC maritime security
  • Participated in the interdepartmental Coastal (East and West) Marine Security Operation Centres (MSOCs).
  • Participated in the policy and functional design of the future Great Lakes MSOC.
  • Delivered enhanced training in Police Defensive Tactics and Law Enforcement Familiarization to appropriate CCG employees.
Implementation of Fleet Renewal
Procurement of new vessels
  • Mid-shore Patrol Vessel: Formal approval to acquire 4 additional vessels and the associated procurement strategy was obtained in December 2007.
  • Offshore Fisheries Science Vessel (OFSV): Acquisition of one additional OFSV was announced in Budget 2007. Conceptual design work for two OFSV approved in Budget 2006 has been completed.
  • Offshore Oceanographic Science Vessel: Acquisition of this vessel was approved in Budget 2007. Project planning work is under way.
  • Polar Class Icebreaker: Acquisition of a polar class icebreaker to replace Coast Guard's largest ship, CCGS Louis S. St-Laurent, was announced in Budget 2008. Preliminary project planning is under way.
Improved maintenance of existing fleet
  • Completed the Vessel Maintenance Management Review.
  • Carried out condition surveys of CCG's six highest priority vessels.
  • Completed a strategy and plan to survey remaining vessels (as warranted).
  • Received approval from Treasury Board for a new refit authority.
  • Participated in a pilot project on non-lapsing capital appropriations.
Implement Fleet Operational Readiness concept
  • Incorporated the concept of Fleet Operational Readiness in CCG's new Program Activity Architecture (PAA).
  • Established a Service Level Agreement working group to discuss with internal clients a new charging model and performance indicators based on the concept of fleet operational readiness; agreement on the charging model has not yet been reached.
Continued Implementation of Modernization Initiatives
Aids to Navigation of the 21st Century (AToN 21)
  • Converted 89% of lighted buoys to Light Emitting Diode (LED) technology.
  • Converted 74.2% of all buoys from steel to plastic.
  • Developed various business cases and studies on aids to navigation technologies and service delivery options.
  • Developed a draft vision of e-Navigation in line with international definitions.
  • Implemented an e-Navigation pilot project on the St. Lawrence River; as a result, Canada has become a world leader in beginning to implement the e-Navigation concept.
Improved maintenance of existing shore-based infrastructure
  • Ensured that all Statements of Work for the acquisition of new shore-based systems include the provision of standardized maintenance documentation.
  • Deferred the initiative to establish Centres of Engineering Expertise in the Quebec and Pacific Regions to 2008-2009.
  • Decided not to proceed with the development of maintenance plans for shore-based infrastructure, given that other initiatives, such as those involving standardized documentation and an asset management system, will achieve the same ends.
ITS Strategy Project
  • Completed the Integrated Technical Services Strategy Project.
Improve the Coast Guard Business Management Model
  • Received approval from Treasury Board for a new PAA.
  • Developed a performance measurement framework.
Improve the Coast Guard Financial Management Framework
  • Developed a financial coding structure that is consistent with the new PAA.
  • Developed the common definitions required for the Salary Management Information System (SMIS) and established the data-entry protocols.
Effective Management of Our Workforce and Workplace
New initiatives to address operational HR issues
  • Developed and implemented a national Performance Review System.
  • Developed strategic frameworks for collective bargaining with Ships' Crews and Marine Communication and Traffic Services Officers.
Implement nationally consistent regional organizations and national model work descriptions
  • Developed standard structures for regional organizations.
  • Developed principles for migration to the new organizational structures.
  • Developed the majority of the required national model work descriptions for seagoing positions.
  • Developed all of the technical national model work descriptions, as identified in the Deputy Minister's Action Plan for the classification renewal initiative.
Enhancements to human resource and succession planning processes
  • Developed a comprehensive national strategic Human Resources Plan.
  • Designed a program to build the capacity of the career development program for seagoing personnel.
New initiatives for the development of people
  • Developed a draft learning and development framework for employees, as well as a draft action plan for implementing the framework.

Links to Additional Information/Data Source(s)

Aids to Navigation, Marine Services Fees, CCG 2007-2008 Year End Report and CCG 2008-2011 Business Plan

Observations

  • Full details of progress on CCG's 2007-2008 commitments are available in CCG's 2008-2011 Business Plan and the CCG 2007-2008 Year End Report.

Environmental Process Modernization

Priority Expected Results Performance Indicators Results Achieved
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
  • Percentage of resources expended on higher risk referrals
  • Processing times for Environmental Assessments and Fisheries Act authorizations
  • DFO made progress in 2007-2008 to focus its resources on the review of higher risk works and undertakings (referrals). This was accomplished by implementing the Risk Management Framework that DFO developed as part of its Environmental Process Modernization Plan (EPMP), as well as related streamlining and partnering initiatives.
  • Data on resources expenditures is incomplete, pending implementation of national guidance developed in 2007-2008 for new financial coding structures and tracking.
  • DFO's Program Activity Tracking for Habitat (PATH) System was used to track the timelines for DFO to complete certain regulatory decisions. The time between the date DFO determined an Environmental Assessment (EA) to be concluded and the date DFO provided an Authorization is summarized as follows:
    • 84% of Authorizations were issued by DFO within 30 days of the conclusion of an EA. This compares to 82% of decisions within the same period for 2006-2007.
    • 7% of total Authorizations were issued by DFO within 31- 90 days of conclusion of an EA. This compares to 10% for 2006-2007

Links to Additional Information/Data Source(s)

Environmental Process Modernization Plan, Risk Management Framework, Operational Statements, Partnering agreements and Aboriginal Inland Habitat Program

Observations

  • Performance information suggests that processing timelines for DFO regulatory decisions are unchanged from the previous fiscal year (2006-2007). Over the coming period, DFO plans to shorten both regulatory and EA approval timelines by participating in Major Projects Management Office (MPMO) initiatives and regulatory capacity improvements, among other initiatives.
  • The impact of regulatory streamlining activities is indicated by the receipt of approximately 2,180 notifications of use of Operational Statements for low-risk projects in 2007-2008. This represents an approximate increase of 40% compared to 2006-2007. The submission of Operational Statements notifications to DFO is voluntary. DFO provided Operational Statements to proponents 270 times; this is unchanged compared to 2006-2007. This performance is partly accounted for by proponents increasingly accessing Operational Statements directly through other sources. For example, as a result of the DFO arrangements with New Brunswick, there is no need for DFO to provide Operational Statements for streamlining certain activities, as these are now integrated into provincial permitting systems (i.e., one-window). Before EPMP and the development of Operational Statements, more DFO resources were required to issue Letters of Advice.

The performance status of the EPMP is further substantiated in the table below.

Commitments in the 2007-2008 RPP Progress
Risk management framework (RMF) enhanced
  • DFO continued to enhance the RMF in collaboration with Science, including scientific review of risk management applications to land and water-based activities, and the addition of new Pathways of Effects that are useful for describing linkages between specific human activities in terms of impacts on fish and fish habitat.
Program staff trained on the application of the RMF
  • Some 90% of staff completed their mandatory training on the RMF.
Operational Statements (OS) created and promoted to specify mitigation measures needed to avoid harm to fish and fish habitat.
  • DFO continued to develop and implement National Operational Statements (OSs), including approval of 2 new OSs to streamline low-risk works under the Fisheries Act. To date, there are 18 OSs available for use in regions.
Operational Statements integrated with provincial permit systems
  • DFO continued discussions with provinces to establish "one-window" delivery of OSs wherever possible. To date, 5 provinces have integrated OSs into their permitting systems; this is unchanged from 2006-2007.
Additional streamlining possibilities identified
  • Ongoing implementation of the Risk Management Framework provided the basis for identifying additional possibilities for streamlining.
Mandatory training program for regional staff developed and delivered
  • HMP continued to implement the Mandatory Training Program for all Program staff. In 2007-2008, 90% of staff completed the mandatory course Habitat Management -101. As well, 66% of staff completed the mandatory course Information Management-101. This level of performance meets expectations.
Operational policies regarding application of the Fisheries Act, CEAA and SARA to Habitat Management Program developed
  • DFO provided input to develop policies related to the government's plan to improve the performance of the regulatory system for major resource projects.
  • DFO worked with Environment Canada and Natural Resources Canada to streamline the scheduling process for tailings impoundment areas in waters frequented by fish under the Metal Mining Effluent Regulations.
  • DFO approved and distributed new Practitioners Guides for Habitat Management. These documents provided Habitat staff with a framework to improve internal coherence with respect to regulatory decisions.
New national headquarters-regions governance structure implemented
  • DFO continued to implement the governance structure for improved management of Environmental Assessments and major projects aimed at strengthening accountabilities at senior levels within DFO and applying the EA process in a timely and effective manner, among other objectives.
Partnership agreements with industry (e.g., National Resource Industry Associations and the Canadian Electricity Association) and provinces implemented
  • DFO continued to implement agreements on habitat management with national industry associations (e.g., National Resource Industry Associations and the Canadian Electricity Association) and with British Columbia, Manitoba, Prince Edward Island and Nova Scotia.
  • An agreement with Saskatchewan is being finalized and is expected to be signed early next fiscal year.
Partnership agreements with Aboriginal groups, non-governmental organizations, municipalities and others pursued
  • DFO and Environmental Non-Governmental Organizations were members of a national committee of the Canadian Environmental Network (RCEN), working to enhance collaboration on Habitat Management.
  • DFO continued work, through a Memorandum of Understanding (MOU), with 7 national conservation non-governmental organizations to enhance collaboration on Habitat Management.
  • DFO continued to deliver the Aboriginal Inland Habitat Program to build the habitat management capacity of Aboriginal groups within the inland provinces.
  • DFO signed an MOU with the Federation of Canadian Municipalities to improve communication, collaboration and cooperation with Canadian municipalities.
  • Discussions to develop new partnering agreements with the Department of National Defence are ongoing.
Habitat monitoring positions staffed and trained
  • Program capacity to manage compliance activities was strengthened by completing approximately 80% of planned staffing for new monitoring positions. Training is ongoing.
National and regional protocols between C&P and Habitat developed and implemented
  • DFO developed and implemented regional protocols based on the National Protocol between Habitat Management Program and DFO's Conservation & Protection program that was approved in 2006-2007. The National Protocol defines the various roles and responsibilities of DFO's Conservation & Protection program and HMP in the delivery of an integrated habitat compliance program.
Monitoring process for effectiveness of operational policy developed
  • The development of effectiveness monitoring protocols and procedures is ongoing.

Management Priorities

In addition to the program priorities, DFO is committed to five priorities that 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 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.

The table below presents the results achieved against the milestones/deliverables identified for 2007-2008 for each of the management priorities.

Milestone/Deliverable for 2007-2008 Results Achieved
Human Resources Modernization
National structures and national model work descriptions established with a view to update and review employees' positions
  • National organizations have been completed for Policy, Science, Communications and Canadian Coast Guard.
  • National organization structures will be finalized in 2008-2009 for Oceans, Habitat and Species at Risk, Fisheries and Aquaculture Management, Corporate Services, and Human Resources.
Staffing policies and processes updated, in line with the new Public Service Employment Act
  • Casual Policy — (Updated April 29, 2008).
  • Acting Policy — (In the last stages of development).
  • A policy revision work plan has been established.
Multi-year action plans implemented to ensure continued respect of employment and official languages legal requirements
  • Action plan reviewed to include all parts of the Official Languages Act, including concrete actions to respond to external and internal reviews.
  • The number of founded complaints in 2007-2008 (4) is consistent with previous years.
  • The Department's overall performance rating by Office of the Commissioner of Official Languages increased this year from Fair in 2006-2007 to Good in 2007-2008.
Labour relations enhanced through improved union-management consultations and increased use of informal conflict resolution
  • Union-management consultation committees are a well-established part of the DFO culture. The terms of reference were recently reviewed and strengthened to reflect the importance that is attached to this mechanism. At last count, over 40 different consultation committees were active in the Department at the local, regional, sector and national level. The committees have been supplemented by regional and national labour relations symposia to enhance discussion and identify/resolve major issues. In this regard, the consultation committee structure has been strengthened and renewed.
DFO's learning strategy and programs aligned with the government's broad framework for learning in the public service
  • The learning strategy is well aligned with the government's framework and with PS Renewal. The approach and process ensure that employees have a learning plan, work objectives and performance reviews, through meaningful discussions with supervisors.
  • A Learning and Performance Management Framework has been developed, along with a learning guide, templates and tools.
Health of human resources continually monitored and reported on to departmental management committees
  • The Health of HR report, which evaluates the workplace and the workforce in DFO, was presented and distributed in July 2007 to all members of the Departmental Management Committee (DMC). Many presentations to DMC were made throughout the year on a variety of HR issues: classification, employment equity, official languages, succession planning, staffing and labour relations.
Management Accountability Framework
Self-assessment and TBS assessment against MAF performance measures
  • DFO carried out, at its own initiative, self-assessments against each MAF indicator for the 2006-2007 MAF process. For the 2007-2008 MAF process, DFO focused on ensuring a solid understanding of the MAF areas of management and evidence requirements to ensure TBS received in a timely manner the evidence required to carry out the MAF assessment. DFO's 2007-2008 MAF assessment indicates that the Department has made advances in the areas of management assessed. Overall, DFO was assessed as acceptable or strong in 16 of the 20 areas of management assessed. DFO is preparing work plans and management priorities based on the 2007-2008 MAF assessment.
Key areas for improvement identified
  • DFO is developing a management agenda based on the 2007-2008 MAF assessment, which focuses on those areas identified by TBS as requiring further attention.
    • Extent to which the Workplace is Fair, Enabling, Healthy and Safe;
    • Effectiveness of Information Management;
    • Effectiveness of Asset Management; and
    • Effective Management of Security and Business Continuity.
  • This management agenda will be further reviewed and progress reported to the Departmental Management Committee at the time of the mid-year review.
Semi-annual progress reports on improvement initiatives
Integrated Planning and Reporting
Performance measurement framework developed
  • DFO completed its performance measurement framework inline with the 2008-2009 Program Activity Architecture. The framework was approved by TBS.
Integrated Planning Cycle updated
  • DFO continues to work toward expanding the Integrated Planning Framework to include other planning activities. However, because of changes in human resources and changes resulting from the planned departmental adoption of the Chief Financial Officer model, progress on this deliverable has not occurred as planned. DFO will continue to seek progress on this deliverable this year.
Human resource planning better integrated in the Integrated Planning Framework
  • DFO shared with employees its first attempt at explicitly linking our business plans to our human resources priorities in March 2008. DFO is taking steps to ensure better integration of human resource planning with business and financial planning.
In-depth analysis and monitoring framework
  • DFO has established a Performance Measurement Working Group that is responsible for maintaining the developed Performance Measurement Framework and all its elements. This includes the analysis of performance indicators, data sources, data collection and assessment against targets. Work is progressing and will be completed each fiscal year to assess performance for each program identified in the Program Activity Architecture.
Integrated Risk Management
Fish Habitat corporate risk profile
  • The Fish Habitat corporate risk profile has been completed.
Regional IRM workshops
  • All regional integrated risk management workshops were conducted.
TeamRisk enterprise-wide data warehouse
  • The risk register is available.
IRM workshops to support C&P resource allocations
  • All Integrated Risk Management workshops were delivered.
IRM workshops to support capital planning
  • Risk analysis is now fully integrated into every capital project proposal and also into the annual Long Term Capital Plans of each of the major capital Centres of Expertise.
IRM workshops to support IM/IT project management
  • Regular risk assessment reviews of information management and information technology (IM/IT) major capital projects are now fully integrated into the work of IM/IT Risk Management Working Group.
Departmental Renewal
IT Sustainability Project
Centres of Expertise implemented
  • The management of the IT Centres of Expertise was made operational on April 1, 2008, as part of the implementation of the new IT Management Model for DFO. Services are being delivered according to the new IT service catalog in accordance with the provisions set out in the new funding model. To date, over 80% of activities have successfully been completed. The remaining 20% of activities consist of finalizing the alignment with TBS's Organizational Readiness Office (ORO) organizational model, refining operational processes in accordance with IT Infrastructure Library ( ITIL) best practices, selecting and implementing a final integrated IT Service Management (ITSM) Tool, and ramping up services to achieve the posted service levels.
Infrastructure rationalization completed
  • The main activities of the IT Infrastructure Rationalization stream of the IT Sustainability Project consist of: discovery; preliminary design; final design; technology architecture; development; building of Class A Data Centres (in collaboration with PWGSC); the selection, procurement and implementation of operational tools; the procurement, installation and configuration of infrastructure components; application migration; and site transition. 75% of the planned activities have been successfully completed. The remaining 25% of activities relate mostly to application migration and site transition, which are proceeding according to plan.
Small Craft Harbours Functional Review
Options for new directions developed
  • The Functional Review of the Small Craft Harbours Program was completed and approved by the DFO Departmental Management Committee in May 2008. It included:
    • An assessment of the Program's current FTE utilization and the development of a methodology to allocate FTEs more equitably to regions based on workloads and needs;
    • A proposal for program adjustments and an assessment of corresponding FTE requirements; and
    • The development of a common generic organizational structure for all regions and a comparable structure for NHQ.
Plan for new directions developed
  • The Small Craft Harbours Program continues to work on:
    • Developing an overall implementation plan and regional plans;
    • Implementing approved program adjustments, including the development of model work descriptions starting in 2008-2009;
    • Refining and further focusing on consistent national service levels and products offered to clients;
    • Institutionalizing the use of best practices; and
    • Re-examining the process for the allocation of financial resources.
Additional Deliverables added during the Year
Program Activity Architecture (PAA)
  • The departmental PAA structure has been reviewed and refined to improve understanding of how each program contributes to strategic outcomes and reporting on performance.
Budget Alignment Strategic Review (BASR)
  • Complete the Budget Alignment Strategic Review (BASR) in support of the next Phase (BASR II) in preparation for the TBS Strategic Review.
CFO Model
  • Assess the implications of implementing the Chief Financial Officer model and develop an action plan, pending TBS policy to come into effect.
Consistency of OHS program
  • Implement measures to ensure consistent, measurable and systematic delivery of the program across all regions to contribute to a safe and secure workplace.
Information Management
  • An Information Management Vision has been developed and approved. The next step is to implement the IM Strategy, based on the approved IM Framework.