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Departmental Plan for Transfer Payment Programs
2009-2010

Table of Contents

Transfer Payment Programs
Introduction

Departmental Plan for Transfer Payment Programs

Details of Transfer Payment Programs (TPP)
DFO Small Craft Harbour Class Contribution Program
Small Craft Harbours (SCH) Divestiture Class Grant Program
Aboriginal Aquatic Resource and Oceans Management (AAROM)
Atlantic Integrated Commercial Fisheries Initiative
Pacific Integrated Commercial Fisheries Initiative
Aboriginal Fisheries Strategy
Aquaculture Innovation and Market Access Program (AIMAP)
Aboriginal Inland Habitat Program
Academic Research Contribution Program

Upcoming Internal Audits over the next three fiscal years

Upcoming Evaluations  over the next three fiscal years

Transfer Payment Programs

Introduction

Transfer payments are monetary payments, or transfers of goods, services or assets to third parties, including Crown corporations, on the basis of an appropriation. Transfer payments do not result in the acquisition by the Government of Canada of any goods, services or assets. Transfer payments represent a large part of the Government of Canada's spending. Their tangible results touch the lives of Canadians and others every day, and cover all sectors of society. Transfer payments include grants, contributions and other transfer payments including those made to other orders of government, international organizations and Aboriginal peoples.

Transfer payments are one of the government's key instruments in furthering its broad policy objectives and priorities. They enable and engage a wide diversity of skills and resources outside the federal government that are well-placed to further Canadian aims, contribute to building a strong society and a competitive nation that is inclusive and respectful of Canadian values and Canada's linguistic duality.

Fisheries and Oceans Canada (DFO) uses ten major (over $500,000 per year) transfer payment programs, as well as a number of smaller programs, to leverage its resources and to achieve program and policy objectives associated with its three strategic outcomes.

Strategic Outcome: Safe & Accessible Waterways

  • DFO Small Craft Harbour Class Contribution Program
  • Small Craft Harbours (SCH) Divestiture Class Grant Program

Strategic Outcome: Sustainable Fisheries and Aquaculture

  • Aboriginal Aquatic Resource and Oceans Management (AAROM)
  • Atlantic Integrated Commercial Fisheries Initiative
  • Pacific Integrated Commercial Fisheries Initiative
  • Aboriginal Fisheries Strategy
  • Aquaculture Innovation and Market Access Program (AIMAP)

Strategic Outcome: Healthy and Productive Aquatic Ecosystems

  • Aboriginal Inland Habitat Program

Supporting all Strategic Outcomes

  • Academic Research Contribution Program
  • Class Grants & Contributions Program

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Departmental Plan for Transfer Payment Programs

Name of transfer payment program (fiscal year of
Most Recent approval) 		Forecast spending for 2009-10
($ thousands)		 Last evaluation or review Fiscal year of planned
completion of next evaluation		 Comments
Fiscal year of last completed evaluation Approved decision as a result of last evaluation
DFO Small Craft Harbour Class Contribution Program
(FY 2008-09)		 500.0 n/a n/a Formative and Summative Evaluation planned for
2011-12
Compliance Audit planned for
2011-12		  
Small Craft Harbours (SCH) Divestiture Class Grant Program
(FY 2006-07)		 500.00 n/a n/a Summative Evaluation planned for
2010-11
Renewal Audit planned for
2011-12		  
Aboriginal Aquatic Resource and Oceans Management (AAROM)
(FY 2004-05)		 11,100.0 FY 2008-09 Continuation Summative Evaluation planned for
2012-13
  
Atlantic Integrated Commercial Fisheries Initiative
(FY 2007-08)		 9,600.0 n/a n/a Formative Evaluation planned for
2009-10
Summative Evaluation planned for
2012-13		  
Pacific Integrated Commercial Fisheries Initiative
(FY 2007-08)		 38,900.0 n/a n/a Formative Evaluation planned for
2009-10
Summative Evaluation planned for
2012-13		  
Aboriginal Fisheries Strategy
(FY 1992-93)		 33,700.0 FY 2007-08 Continuation Summative Evaluation planned for
2012-13		 Audit completed in 2007 available at:
Audit of the Aboriginal Fisheries Strategy.
Evaluation completed in 2007 available at:
Aboriginal Fisheries Strategy Formative Evaluation.
Aquaculture Innovation and Market Access Program (AIMAP)
(FY 2008-09)		 4,700 n/a n/a First Evaluation planned for
2012-13		  
Aboriginal Inland Habitat Program
(FY 2004-05)		 1,875.0 FY 2008-09 n/a Summative Evaluation planned for 2012-13  
Academic Research Contribution Program
(FY 2004-05)		 582.00 n/a n/a Evaluations planned for
2010-11 &
2013-14
Renewal Audit planned for 2011-12		  
Class Grants & Contribution Programs
(FY  )		 628.8 FY 2008-09 Continuation Evaluation planned for
2013-14		  
Tsawwassen First Nation Final Agreement
(2009-10)		 0.0 n/a n/a Evaluation planned for 2012-13 DFO will provide funding (Vote 10) of $120,410 in 2009-10 to Indian and Northern Affairs Canada
Conditional Grants—Endowment Funds and Foundations
Atlantic Salmon Endowment Fund
(FY 2006-07) 		0.0 n/a n/a Evaluation planned for
2010-11 		 
Pacific Salmon Endowment Fund
(FY 2001-02]		 0.0 n/a n/a None Planned  
Pacific Salmon Foundation
(FY 2006-07)		 400.00 n/a n/a Evaluations planned for
2010-11  & 2014-15		  
Yukon Salmon-Sub-committee
(FY 1993-94)		 214.10 FY 2005-06 Continuation Evaluations planned for
2010-11  & 2014-15		  
Programs that have Sunset
At Sea Mentoring & Fisheries (ASMI)
(2003-04)		 0.0 n/a n/a Evaluation planned for 2010-11 Program Sunset: March 31, 2007
Fisheries Operations Management Initiative (FOMI)
(2003-04)		 0.0 n/a n/a Evaluation planned for 2010-11 Program Sunset: March 31, 2007

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Details of Transfer Payment Programs (TPP)

DFO Small Craft Harbour Class Contribution Program

Strategic Outcome Safe and Accessible Waterways
Program Activity Small Craft Harbours
Start date: April 3, 2008
End date March 31, 2013
Description: 
The Small Craft Harbours (SCH) Class Contribution Program provides support for safe harbours for the benefit of present and future generations by maintaining the highest possible standards to Canadians.  Funding assistance for the national network of harbours can be categorized into two main support areas:
  1. Harbour Capacity Building:  Support of fishing industry infrastructure such as the building of new facilities, construction and maintenance and harbour development studies and/or other research and development activities.
  2. Operational and Capacity Support:  activities to support Harbour Authorities and Harbour Authority support organizations, including activities related to organizational capacity development, insurance coverage, training and professional development, conferences relevant to harbour operations.
Expected results:

Increased client satisfaction.

  • More timely response to environmental obligations.
  • Increased local economic development and reduced dependency on DFO.
  • Harmonization of services across harbours.
  • Strengthened and more sustainable Harbour Authority model.
$ thousands Forecast Spending
2008–09		 Planned Spending
2009–10		 Planned Spending
2010–11		 Planned Spending
2011–12
Total grants 0.0 0.0 0.0 0.0
Total contributions 1,526.0 500.0 500.0 500.0
Total other types of transfer payments 0.0 0.0 0.0 0.0
Total Transfer payments 1,526.0 500.0 500.0 500.0

Planned evaluation: A formative and summative evaluation will be conducted in 2010-11.

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Small Craft Harbours (SCH) Divestiture Class Grant Program

Strategic Outcome Safe and Accessible Waterways
Program Activity Small Craft Harbours
Start date April 1, 2006
End date March 31, 2011
Description:
DFO’s program review commitments included the decision to dispose of recreational harbours and all derelict and low-activity harbours.  These harbours are offered at nominal cost to other federal departments, provinces, municipalities, local non-profit organizations or First Nations.  If there is no interest, the harbour is offered at market value.  As a last resort, it is demolished.  The Divestiture Class Grant Program provides those recipients who wish to acquire a harbour as soon as possible with a payment to accept the harbour “as is” in lieu of SCH undertaking any required repairs or improvements.  The recipients are not obligated to use the payment for repairs and improvements.  They must, however, assume full responsibility for the harbour and must keep the harbour open to the public for at least five years.
Expected results:
  • Reduction in the number of recreational, derelict or inactive/less active fishing harbours owned and operated by DFO at a cost saving to Canadians by providing funds directly to recipients rather than effecting repairs prior to transfer
  • Harbours will be divested quicker using the grant program compared to the regular divestiture process
  • The cost of the grant is less than the cost of DFO effecting the repairs
  • Safe and public access to the harbours will continue for a minimum of five years
  • SCH will be able to focus its limited resources on a smaller, more efficient portfolio of core fishing harbours

$ Thousands

Forecast Spending
2008–09

Planned Spending
2009–10

Planned Spending
2010–11

Planned Spending
2011–12

Total grants

2,115.0

500.0

500.0

500.0

Total contributions

0.0

0.0

0.0

0.0

Total other types of transfer payments

20.0

0.0

0.0

0.0

Total Transfer payments

2,115.0

500.0

500.0

500.0

Planned evaluations:

  • Summative Evaluation in 2010-11
  • Renewal audit in 2011-12

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Aboriginal Aquatic Resource and Oceans Management (AAROM)

Strategic Outcome: Sustainable Fisheries and Aquaculture—Conservation of Canada's fisheries resources to ensure sustainable resource utilization through close collaboration with resource users and stakeholders
Program Activity: Fisheries and Aquaculture Management
Start date: 2005-2006
End date: Ongoing
Description:
Launched in October 2004, the AAROM Program provides for Capacity Building and Collaborative Management initiatives that supports the involvement of Aboriginal groups, working together, to obtain access to technical, scientific and administrative expertise in order to facilitate their participation in multi-stakeholder and other decision-making processes used to manage aquatic resources and ocean spaces.

Aboriginal groups transition from Capacity Building into Collaborative Management.

Provisions of Contribution Agreements under AAROM may include: 

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

AAROM is applicable in areas where DFO manages the fishery, and where land claim agreements addressing those matters covered under AAROM are not in place. Where the Aboriginal group has signed a comprehensive land claims agreement, and one or more of the matters covered by the AAROM Program are not dealt with in the agreement, the group would be eligible to apply for support in those matters not covered.
Expected results:
 34 AAROM Agreements (23 Collaborative Management and 11 Capacity Building) with Aboriginal organizations involving approximately 330 member communities. These agreements allow Aboriginal groups to:
  • work together in relation to a watershed or ecosystem;
  • build capacity in aquatic resource and oceans co-management areas including aqua-culture;
  • establish aquatic resource and oceans management bodies – or “aggregate bodies”;
  • obtain access to skilled personnel and related support which allows them to participate more effectively in decision-making and advisory processes;
  • obtain access to commercial fishery opportunities (including vessels and gear); and,
  • build  fisheries catch monitoring and enforcement capacity.
$ millions Forecast Spending
2008–09		 Planned Spending
2009–10		 Planned Spending
2010–11		 Planned Spending
2011–12
Total grants 0.0 0.0 0.0 0.0
Total contributions 0.0 11.1 11.1 11.1
Total other types of transfer payments 0.0 0.0 0.0 0.0
Total Transfer payments 0.0 11.1 11.1 11.1

Planned evaluations and audits: An evaluation was conducted on AAROM in 2008-09.  This evaluation covered elements of a formative and summative nature. The evaluation is scheduled to be completed prior to March 31, 2009.
A summative evaluation of the ARROM transfer payment program is scheduled for 2012-13.
Internal audits are conducted in accordance with TBS Policy on Transfer Payments and the Audit and Evaluation Directorate’s Risk-Based Internal Audit Plan.

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Atlantic Integrated Commercial Fisheries Initiative

Strategic Outcome Sustainable Fisheries and Aquaculture—Conservation of Canada's fisheries resources to ensure sustainable resource utilization through close collaboration with resource users and stakeholders
Program Activity Fisheries and Aquaculture Management
Start date: 2007-2008
End date 2011-2012
Description:
The long-term goal of the Atlantic Integrated Commercial Fisheries Initiative is to continue to cre-ate positive conditions towards concluding longer-term DIAND-led arrangements for Mi'kmaq and Maliseet First Nations (MMFNs). The immediate goals are to assist MMFNs to:
  • Enhance capacity in governance and management of MMFN commercial fishing en-terprises;
  • Develop effective participation in sustainable, integrated commercial fisheries with a greater role in fisheries management; and,
  • Help diversify existing fishing enterprises to support the full realization of economic potential of existing fishing licences.
AICFI has been developed to proceed along two separate paths of deployment. The first is through individual MMFNs where the individual First Nations can apply for funding for components of the initiative provided they have completed the prerequisite planning as per component re-quirements. This will allow First Nations the ability to personalize their development to their own needs and development schedule. The second path of deployment is through associated aggregate bodies which may apply for funding to proceed with the development of the CFE Business Development Unit as well as co-management and various training and mentoring projects. Aggregate bodies will develop exper-tise that can be shared with individual First Nations which will provide smaller First Nations a lar-ger voice within the commercial fishery as well as provide a higher value for dollar on mentoring and training sessions.
Expected results:
AICFI has developed an RMAF/RBAF which sets the performance measurement and risk man-agement strategy to assist DFO management in the delivery of the program. The following results are expected for the participating MMFNs:
  • Sound (transparent and accountable) commercial fishing enterprise (CFE) governance structures;
  • Sound business management processes for CFE management and operation;
  • A Fisheries Coordinator mentored in areas of expertise required to meet the commercial fisheries business management needs of the community;
  • Fishing skills acquired through at sea mentoring or in-class training;
  • Fisheries Management System (FMS) in place for interested, eligible MMFNs;
  • Greater involvement by MMFNs in fisheries co-management; and
  • Increased ability by MMFNs to optimize existing access and achieve CFE profitability and sustainability.
$ millions Forecast Spending
2008–09		 Planned Spending
2009–10		 Planned Spending
2010–11		 Planned Spending
2011–12
Total grants 0.0 0.0 0.0 0.0
Total contributions 0.0 9.6 11.6 11.34
Total other types of transfer payments 0.0 0.0 0.0 0.0
Total Transfer payments 0.0 9.6 11.6 11.34

Planned evaluation and audits: A formative evaluation of AICFI will be completed in 2009-2010 and a summative evaluation in 2012-2013.
Internal audits are conducted in accordance with TBS Policy on Transfer Payments and the Audit and Evaluation Directorate’s Risk-Based Internal Audit Plan.

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Pacific Integrated Commercial Fisheries Initiative

Strategic Outcome Sustainable Fisheries and Aquaculture—Conservation of Canada's fisheries resources to ensure sustainable resource utilization through close collaboration with resource users and stakeholders
Program Activity Fisheries and Aquaculture Management
Start date: July 2007
End date March 31, 2012
Description:
On July 16, 2007, the Minister of Fisheries and Oceans announced the Pacific Integrated Commercial Fisheries Initiative, which is designed to support increased First Nations participation in integrated commercial fisheries, where all commercial harvesters fish under common and transparent rules, a higher standard of accountability for all resource users, and strengthened collaboration and cooperation amongst all fishery interests.

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

  • Increased First Nation Participation in Integrated Commercial Fisheries, BC-wide, in advance of treaties, through the Voluntary relinquishment of Commercial Licenses and quota to support First Nations self-sufficiency through economic development, build a foundation for future treaties and bring First Nations more fully into integrated management processes;
  • First Nation Capacity Building to support the development of First Nations commercial fisheries enterprises so that the commercial fishery access provided is effectively utilized and managed;
  • Fisheries Accountability Measures to support enhanced fisheries monitoring, catch reporting, greater enforcement and enable the development of a traceability system all fishery participants are confident that integrated management plans are being respected and that the fisheries resource is being managed in a sustainable manner; and,
  • New Pacific Co-Management Models to establish new mechanisms for increasing the collaboration of resource users in commercial fisheries decision-making to facilitate joint problem-solving among interested groups and better achieve sustainable resource management approaches that meet conservation goals.
Expected results:
  • increased participation and benefits for First Nations in integrated commercial fisheries and related areas in advance of treaty;
  • establishment of First Nation owned and operated  Commercial Fisheries Enterprises (CFE) operating with sound governance practices and structures.
  • new models of co-management supporting strengthened cooperation and collaboration amongst users, particularly around salmon;
  • a higher standard of reporting and monitoring, and strengthened enforcement levels.
$ millions Forecast Spending
2008–09		 Planned Spending
2009–10		 Planned Spending
2010–11		 Planned Spending
2011–12
Total grants 0.0 0.0 0.0 0.0
Total contributions 0.0 38.9 32.5 26.5
Total other types of transfer payments 0.0 0.0 0.0 0.0
Total Transfer payments 0.0 38.9 32.5 26.5

Planned evaluation and audits: A formative evaluation will be completed in the autumn of 2009 and a summative evaluation in the autumn of 2012.
Internal audits are conducted in accordance with TBS Policy on Transfer Payments and the Audit and Evaluation Directorate’s Risk-Based Internal Audit Plan.

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Aboriginal Fisheries Strategy

Strategic Outcome Sustainable Fisheries and Aquaculture—Conservation of Canada's fisheries resources to ensure sustainable resource utilization through close collaboration with resource users and stakeholders
Program Activity Fisheries and Aquaculture Management
Start date: 1992
End date Ongoing
Description:
Launched in 1992, the Aboriginal Fisheries Strategy (AFS) provides for negotiated arrangements with Aboriginal groups around the harvesting, use and management of Aboriginal food, social and ceremonial fisheries and, where applicable, communal commercial fisheries.

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

Provisions of negotiated fisheries agreements under the AFS may include:

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

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

The AFS is applicable where DFO manages the fishery and where a fisheries management regime has not already been established under a land claims settlement.
Expected results:
  • Increased integration of Aboriginal peoples in the commercial fishing industry.
  • Increased participation of Aboriginal groups in fisheries co-management activities.
  • Increased and more effective participation of Aboriginal groups in DFO/multi-stakeholder aquatic resource and oceans management structures and processes.
  • More collaborative relations among DFO, Aboriginal groups and non-Aboriginal resource users.
$ millions Forecast Spending
2008–09		 Planned Spending
2009–10		 Planned Spending
2010–11		 Planned Spending
2011–12
Total grants 0.0 0.0 0.0 0.0
Total contributions 0.0 33.7 33.7 33.9
Total other types of transfer payments 0.0 0.0 0.0 0.0
Total Transfer payments 0.0 33.7 33.7 33.9

Planned evaluations and audits:

The Evaluation Directorate of DFO will conduct a summative evaluation of the AFS, AAROM, program components of the IACMF in Fiscal Year 2012-13 using the common IACMF Evaluation Strategy contained in this document.  The evaluation process will be undertaken in an integrated fashion to the extent possible using the IACMF Evaluation Strategy.  The original objectives of each of the individual programs will be respected and examined and separate reports will be created for each Contribution Program.
Internal audits are conducted in accordance with TBS Policy on Transfer Payments and the Audit and Evaluation Directorate’s Risk-Based Internal Audit Plan.

Audit completed in 2007 available at
http://www.dfo-mpo.gc.ca/ae-ve/audits-verifications/07-08/60285-eng.htm .
Evaluation completed in 2007 available at
http://www.dfo-mpo.gc.ca/ae-ve/evaluations/07-08/60285-eng.htm.

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Aquaculture Innovation and Market Access Program (AIMAP)

Strategic Outcomes Sustainable Fisheries and Aquaculture and
Healthy and Productive Aquatic Ecosystems.
Program Activity Sustainable aquaculture management
Start date: June 2008
End date March 31, 2013

Description:
The Aquaculture Innovation and Market Access Program will help to create the conditions necessary for the success of the Canadian aquaculture industry.  The Canadian aquaculture industry has expanded much more slowly than its international competitors due to the combination of a number of sector specific constraints including, among others:

  • Inadequate Canadian investment in innovation to support high sector productivity, competitiveness, expansion and advances in greener technology ; and
  • Inadequate Canadian product certification and traceability investment to meet merging market demands and expectations

While these constraints are not solely responsible for the sector’s slow growth, they contribute significantly to a poor business climate for aquaculture. 

Expected results:
Catalyze private sector and other investment in the aquaculture sector that will:
  • Improve the competitiveness of the Canadian aquaculture industry by encouraging an aquaculture sector that continuously develops and adopts innovative technologies and management techniques to enhance its global competitiveness and environmental performance; and
  • Position Canadian aquaculture products as having high value in the market place based on their environmental performance, traceability and other considerations.

Contribution funding under AIMAP is intended to enable recipients to plan, manage and complete projects that will achieve DFO strategic outcomes.  Annually, $ 4.5 M is allocated to innovation related projects and $200,000 towards market access projects.
$ millions Forecast Spending
2008–09		 Planned Spending
2009–10		 Planned Spending
2010–11		 Planned Spending
2011–12
Total grants n/a 0.0 0.0 0.0
Total contributions n/a 4.7 4.7 4.7
Total other types of transfer payments n/a 0.0 0.0 0.0
Total Transfer payments n/a 4.7 4.7 4.7

Planned evaluation:

This is a new program that started in June 2008. The next, and first, planned evaluation of this
program is scheduled for 2012-13.

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Aboriginal Inland Habitat Program

Strategic Outcome Healthy and Productive Aquatic Ecosystems—the sustainable development and integrated management of resources in or around Canada’s aquatic environment through oceans, fish habitat and species at risk management.
Program Activity Habitat Management
Start date: 2004-2005
End date Ongoing
Description:
The objective of the Aboriginal Inland Habitat Program (AIHP) is to assist Aboriginal communities in inland provinces (Alberta, Saskatchewan, Manitoba, Ontario, and parts of Quebec) to develop their capacity for collaborative fish habitat management.  AIHP endeavors to enhance the ability of Aboriginal communities, working together, to participate in decision-making related to habitat management regulatory and non-regulatory activities.  Greater coordination with Aboriginal groups in inland areas on habitat matters should allow for more effective delivery of DFO’s habitat management responsibilities.  It should also help Aboriginal groups and DFO work more effectively to understand the implications and identify the impacts on First Nations of projects or proposals that affect fish habitat.
Expected results:
Collaborative management capacity, infrastructure, governance, processes and relationships in place with Aboriginal groups;
Capacity and standards are in place to support compliance and accountability
Increased capacity of Aboriginal groups to participate in aquatic resources and oceans management at a broad watershed/ecosystem level.
$ Thousands Forecast Spending
2008–09		 Planned Spending
2009–10		 Planned Spending
2010–11		 Planned Spending
2011–12
Total grants 0.0 0.0 0.0 0.0
Total contributions 2,850 1,875 1,875 1,875
Total other types of transfer payments 0.0 0.0 0.0 0.0
Total Transfer payments 2,850 1,875 1,875 1,875

Planned evaluation:

A formative evaluation was conducted in 2008-09 of a summative nature examining value for money (relevance and performance).
The next evaluation is planned also be summative in nature and is scheduled for 2012-13.

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Academic Research Contribution Program

Strategic Outcome Supports all DFO strategic outcomes
Program Activity Small Craft Harbours
Start date 2004
End date March 31, 2009
Description: Funding for academic research in support of DFO Science priorities
Expected results:
  • Increased academic research relevant to DFO strategic priority areas
  • Increased Scientific knowledge related to DFO priorities
  • Increased credibility of DFO Science within the academic community and with stakeholders
$ Thousands Forecast Spending
2008–09		 Planned Spending
2009–10		 Planned Spending
2010–11		 Planned Spending
2011–12
Total grants 7000.0 582.0 252.0 140.0
Total contributions 0.0 0.0 0.0 0.0
Total other types of transfer payments 20.0 0.0 0.0 0.0
Total Transfer payments 700.0 582.0 252.0 140.0

Planned evaluations

Summative Evaluation in 2011-12,
The next evaluation of the ARCP is scheduled to take place in 2013-14.
Renewal audit in 2011-12

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Upcoming Internal Audits over the next three fiscal years

Electronic Link to Internal Audit Plan:
http://www.dfo-mpo.gc.ca/communic/CREAD/index_e.htm

Upcoming Evaluations over the next three fiscal years

Electronic Link to Evaluation Plan:
For completed evaluations, please visit:
http://www.dfo-mpo.gc.ca/communic/CREAD/index_e.htm

Date Modified: 2009-07-06

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Important Notices