Sustainable Development Strategy – 2001-2003

Action Plan

• DFO's potential impact on sustainable development is extensive. The first Sustainable Development Strategy reflected the broad reach of DFO's mandate but was less effective than it might have been as a result of trying to do too much. Our intention, in pursuing a more selective approach for our second strategy, is to build on the strategic directions of the first strategy but to target our efforts toward the future and to areas where we can be most effective. Our plan is to work internally and with partners to build awareness and capacity and to gain experience that will develop a solid basis for continuous learning over the next three years and beyond.

  A more selective focus in the new Sustainable Development Strategy will not limit ongoing work within the Department on other programs, policies and operations that clearly have sustainable development impacts. As noted previously, sustainable development is firmly imbedded in DFO's mandate and all its policies, programs and activities. However, the objectives and priorities of the new Strategic Plan are DFO's change agenda, guiding the Department toward the future and improved delivery of its mandate to Parliament and the people of Canada. Likewise, DFO's sustainable development goals for 2001-2003 will be oriented to change, confirming and continuing the new strategic directions for the Department that will move us most effectively toward making a difference to the Government's sustainable development goals. The Strategic Plan and the new Sustainable Development Strategy will move forward together during their overlapping terms, on the basis of commitments to certain concrete, measurable and time-bound target outcomes or planned activities that they will have in common.

  The following text outlines the proposed goals, objectives, expected outcomes and planned activities that DFO proposes as its sustainable development goals during 2001 through 2003. The sections of the Action Plan are presented under the relevant themes that were identified in the earlier Discussion Paper. Tables of the full Action Plan are found at Annex 1.

  A brief explanation of the terminology used in this document may be useful. Goals are long term, strategic and high level. They establish an overall sense of direction and scope. Objectives are also long term and comprehensive but constitute intermediate steps in the direction of goals. The term Expected or Target Outcomes(henceforth, outcome) is used here to mean the result we are seeking or the specific area of action we intend to focus on. The column headed Planned Activities identifies what we intend to do, deliver or produce. Performance Measures are used to measure progress on both outputs and outcomes, although at this point they are difficult to identify and differentiate. The performance measures and indicators identified in this draft Strategy are preliminary in nature. Further work will be necessary to consolidate a Performance Management Framework for the new Strategy. Sustainable Development Impacts refers to the ultimate outcome, the long term results or effects of outputs. The term has been used here to indicate the high level, positive effects on sustainable development that we hope will follow from our planned outputs.

  Theme One:
  New Forms of Governance and Shared Stewardship

  Sustainable development has been described as first and foremost about what kind of world we want to leave to our children and their children. How are we to use the resources available to us so that succeeding generations and our global neighbours will also have resources available for their use? The underlying assumption is one of integration among generations, across geography and among sectors of society. Government may lead and support but the responsibility is shared by all. Traditional divisions or "stovepipes" -- between the global versus the local, for instance, or the competing claims of the economic versus those of the environment or the social and cultural -- are no longer valid bases for decision-making. The concept of sustainable development promotes integration, achieved through a new way of making decisions that seeks to recognize the complex interrelationships within and between aspects traditionally characterized as the environmental, the economic and the social or cultural. Integrated decision making also recognizes the need to involve all who will be affected by a decision -- those who agree and those who do not -- and who will therefore participate in implementing it. Such an approach to making decisions constitutes a profound commitment to change on the part of both government and society alike. The changing expectations of both government and society will have to be embodied in new forms of governance or decision-making relationships between both sides.

  Although a challenge, public expectations of greater involvement and sharing of responsibility for decisions are increasingly a force for change in management and use of aquatic resources and environments. The trend is fed by new technologies that enhance citizen awareness and ability to participate in decision-making. New forms of governance are also inspired by the need to find more effective, less costly ways of delivering government services and programs.

  Action Plan
  The following graphic sets out the proposed goal, objective and four expected outcomes that DFO will seek under the theme of New Forms of Governance and Shared Stewardship. Text follows on each expected outcome to indicate and comment on the actions that will be undertaken to try to achieve it.

  

  Improved stakeholder involvement in shared stewardship of estuarine, coastal and marine ecosystems and resources(Outcome 1.1.1): will mean adopting forums and processes that facilitate collaboration and shared decision-making between federal government departments, the provinces and territories, aboriginal organizations, coastal communities and oceans stakeholders. An integral part of the process with these partners will be to develop a national policy framework for oceans governance. Oceans Management Strategy Demonstration Projects will be tested and validated in at least 3 coastal regions: the Western Arctic, the Gulf of St. Lawrence and the Eastern Scotian Shelf. The results of these projects will be used to develop a policy framework and an action plan for implementation by end of 2003. Recommendations toward a national approach for oceans governance will recognize unique regional characteristics and will be informed and supported by other key governance initiatives including the Minister's Advisory Council on Oceans and area-based program delivery. These integrated management initiatives will aim to build stakeholder capacity through engagement and participation, information sharing and education. Each initiative will seek to balance environmental, economic and social goals for sustainable development and manage the increasing complexity and diversity of oceans use.

  Increased stakeholder involvement in delivery of marine services(Outcome 1.1.2): will require the Canadian Coast Guard(CCG) to initiate and test new partnerships with private and voluntary sector stakeholders in delivery of marine services. The CCG will seek to enhance voluntary sector involvement in delivery of marine safety programs and services. It will also investigate ways to deliver, install and maintain aids to navigation with new partners. It will be essential to clarify accountabilities, through consultations with stakeholders, and to develop service standards and examine service options. The aim will be to enhance CCG's leadership and risk management role in the management and protection of Canada's oceans and other navigable waterways, although the CCG will continue to deliver directly a number of essential services. The Coast Guard also plans to focus on modernizing the Navigable Waters Protection Act and, in conjunction with Transport Canada, the Canada Shipping Act. Greater involvement by stakeholders in delivery of marine services is aimed at broadening awareness of the environmental aspects of marine shipping industries, improved marine safety and decreased risk of environmental degradation.

  Expanded arrangements for DFO and stakeholders to work together to achieve mutual fisheries management objectives(Outcome 1.1.3): will mean expanding the use of co-management arrangements with one or two fisheries plans per year adopting the co-management model, with a goal of up to 25 co-managed fisheries by end of 2003. To do this, DFO will need to review the legislative framework to enable stakeholders to take part in long term allocation decisions. We will also maintain all current Joint Project Agreements* (JPAs) and renegotiate and renew expired JPAs. Operational Integrated Fish Management Plans*(IFMP) guidelines will be revised to include links to objectives-based fisheries management by end of 2001(see Outcome 2B.2.1) and a co-management tracking system will be developed. Consultations with clients and stakeholders will continue on development and implementation of the overall approach to co-management arrangements. The key objective is more stable fisheries. Increased involvement by participants should also promote increased responsibility for management decisions and the long-term health of fish stocks and ecosystems.

  Through the Aboriginal Fisheries Strategy(AFS)*, Aboriginal groups are provided with access to fisheries, for food, social and ceremonial purposes, and in many cases, also for commercial fishing. The AFS is also a vehicle for increasing participation of Aboriginal groups in management of the fishery and for providing them with financial support to build capacity to carry out management functions effectively. DFO is also responding to the Supreme Court Marshall decision, which upheld the treaty right of the Mi'kmaq and Maliseet First Nations in the Maritimes and Gaspé to fish commercially towards a "moderate livelihood", by facilitating their access to the commercial fishery and necessary training. The role of First Nations in management of fisheries in which they participate will continue to evolve and expand through efforts of the federal government to address the Marshall decision and Aboriginal aspirations generally. As a contributor to these federal initiatives, DFO's objective is to support an increased role for First Nations as well as other stakeholders. Co-operative management measures for Aboriginal groups' fisheries will be integrated with those applicable to other users to ensure effective and sustainable management of fisheries.

  Enhanced involvement of stakeholders in delivery of fish habitat management program (Outcome 1.1.4): will mean involving industry, community groups, government agencies and Aboriginal groups in the protection and enhancement of fish habitat. Such groups have been involved in British Columbia partly through the Habitat Restoration and Salmon Enhancement Program. Through the Aboriginal Fisheries Strategy, DFO has also instituted arrangements whereby Aboriginal groups in some areas carry out habitat functions such as habitat assessment and enhancement. Under an initiative known as "the Blueprint", DFO plans to enhance and broaden such proactive activities to build the foundation for a more consistent, credible and comprehensive national Habitat Management Program(HMP).

  In the short term, DFO will look at ways to streamline the habitat referral process by, for example, working with proponents early in the planning stages of development of project proposals and through the development of useful and nationally-consistent guidelines and tools for habitat management staff. The HMP may be further strengthened through initiatives following from the Five-Year Review of the Canadian Environmental Assessment Act(CEAA); from the Sustainable Aquaculture Program; from programs to protect species at risk; and from the Habitat Stewardship Program. Over the longer term, implementing the Blueprint initiative will mean focusing a larger part of the HMP activities on implementing the proactive elements of the 1986 Policy for the Management of Fish Habitat. Promoting shared stewardship and responsibility -- by all Canadians -- for the conservation, restoration and development of fish habitats has been captured under a newly coined slogan, "Fish Habitat Management is Everyone's Business." Enhancing shared stewardship will involve various activities: working with community groups; participating in multi-stakeholder processes primarily engaged in integrated resource planning and watershed management; developing new partnerships and governance arrangements with the provinces, territories and Aboriginal groups as well as a variety of groups from non-governmental and voluntary organizations and industry; providing technical and scientific expertise as required, staff training and development; and increasing public awareness of threats to fish habitat and how to prevent habitat loss. Engaging Canadians in proactive stewardship activities is aimed at helping to protect fish habitat from harmful alteration, disruption or destruction and to build an environment that provides for healthy and abundant fish populations.

  Theme Two:
  Knowledge and Technology for Sustainable Development

  At the Leaders' Forum on Sustainable Development, facilitated by the National Roundtable on the Economy and the Environment(NRTEE) in Ottawa in April 2000, knowledge was recognized as potentially "the fourth dimension" of sustainable development, adding to the classic three pillars of economic, environmental and social aspects. The need for knowledge and mastery of new technologies is increasingly being characterized as an essential need, not only to support the mandate of the federal government but also to enhance the viability and global competitiveness of the Canadian economy and society. As a major producer and user of both knowledge and technologies, DFO clearly has an interest in their use on behalf of sustainable development. DFO is also a policy department, often leading the way globally, for example, in devising new ways to manage fisheries resources, to respond to oil spills, to protect and restore fish habitat or to understand the role of oceans in global climate change. Adapting quickly to increasing complexity and interdependence in a dynamic operating environment is increasing the need for new research, finding new ways of organizing knowledge and breaking down current institutional and jurisdictional barriers to its communication, identifying new sources and different types of knowledge and developing and using new technologies.

  Action Plan -- Goal 2A
  The Action Plan under the theme of Knowledge and Technology for Sustainable Development includes two goals. Goal 2A is an effort to express the need to build and create new knowledge and ways of understanding or predicting the impacts of our decisions.

  

  Objective 2A.1 is aimed at improving the quality and comprehensiveness of our knowledge and understanding and making sure that decision-makers have the best possible information available to them when they need it.

  Improved scientific research(Outcome 2A.1.1): DFO plans to address this outcome in various ways. One step will be to develop an operational framework for incorporating ecosystem considerations into fisheries and oceans management. This will require defining practical approaches and timing for applying the principles of the Oceans Act to current single species management and planning practices. Ecosystems objectives, relating for instance to biodiversity or habitat productivity, will have to be defined, in consultation with other regulatory agencies and stakeholders, including Aboriginal groups, along with indicators and reference points for each objective in an Ocean Management Area. Practical ways to put into effect or operationalize the precautionary approach are also being identified and tested.

  Creating a national network of multidisciplinary teams by end of 2001 will enable access to a mix of socio-economic and scientific expertise(e.g., biology, ecology, oceanography) from a variety of private and public sector institutions(e.g., federal laboratories, academia, private industry). Multidisciplinary teams could also include holders of traditional ecological knowledge. This network will involve DFO scientists in efforts to increase the level of university partnering; to develop and implement a communications strategy for the promotion of oceans management and scientific research domestically and internationally; to host a series of international, national and thematic conferences to share information; and to develop a web page and internet directory. To the extent possible, DFO scientists will collaborate with their provincial counterparts, for example, in accordance with the 1998 Prairies Research Agreement on freshwater fisheries science activities.

  A third project will be to move toward a new way to assess the state and health of fisheries resources. This will involve a fundamental analysis of the existing stock assessment process, identification of possible changes and recommendation of a new approach by end of 2001. The steps planned to complete the Stock Assessment Review include: integrate the precautionary approach; consider scenarios to classify the status of species at risk; consider multi-species and ecosystem-type approaches; consider strategic alliances and leveraging with industry and academia; and consider the use of new technologies(i.e. hydroacoustics). DFO will also need to identify areas of potential reallocation of research resources and areas where investment is required, and to assess the impact of changes. DFO will also seek to complement science with local community and traditional ecological knowledge. Finally, recommendations and an action plan will be developed.

  The potential sustainable development impacts of these activities are significant. One benefit could be more finely tuned fisheries management, including faster responses to changes in health or abundance indicators, for better as well as worse. Better understanding of ecosystems and linkages within them could also result in improved protection for species at risk and maintenance of biodiversity. More sensitive use and management of fisheries resources in the short term should contribute to more sustainable and efficient use over the long term. The involvement of other levels of government and stakeholders should bring to bear better information and a shared sense of responsibility among all users and regulators. Promoting exchanges of information among public and private sector oceans experts should contribute to international understanding of the oceans and foster creativity and innovation.

  Better understanding of environmental impacts of aquaculture and how to minimize and/or mitigate negative effects(Outcome 2A.1.2): will involve increasing DFO's research to support economically and environmentally sustainable development of the aquaculture industry by end of 2001. This will involve development of a multi-disciplinary Research & Development strategic approach for aquaculture, coordination with other strategies with aquaculture components and linking research plans with the knowledge requirements of decision-makers. DFO will also need to build a network of scientific expertise including DFO, other federal Departments, universities, provinces, members of the aquaculture industry and other stakeholders. It will also be important to communicate the knowledge acquired to increase public awareness and confidence of the products and performance of the Canadian aquaculture industry. The sustainable development benefits sought will be a more viable aquaculture industry in Canada, which operates at a high level of environmental performance and thus enjoys greater public confidence.

  Improved knowledge and understanding of the oceans' impact on the Earth's climate (Outcome 2A.1.3): will be pursued through support for the Argo Program*. The Argo Program is an international effort to understand global climate, and involves the deployment of oceanographic floats worldwide to obtain a range of oceanographic data. As part of Canada's commitment to Argo, DFO plans to deploy up to 50 floats over the next three years in the northeast Pacific and in the northwest Atlantic. DFO will continue to contribute to Canada's deployment of oceanographic floats in world oceans throughout the duration of the Argo program(until 2006). As part of a Canadian initiative, DFO, in collaboration with Environment Canada, Natural Resources Canada and the Department of National Defence, anticipates the purchase and deployment through the Climate Change Action Fund* (CCAF), of up to another 40 floats by end of 2003. DFO scientists will collaborate with their national and international partners in assimilating global oceanographic data transmitted from the floats via the Global Communication System. Steps will be taken to share and disseminate the data via the web in "near-real" time. This project will bring DFO into collaboration with Canadian and international partners toward better understanding of the oceans/atmosphere climate system and the role of oceanographic factors in global climate change.

  More accurate, in-season and real-time fisheries information available to fisheries managers(Outcome 2A.1.4): The key action planned is to develop a harmonized Fisheries Information Management database with online access through a common window by end of 2003. A harmonized database will require an action plan to implement the Fisheries Information Management Project and to establish objective, standardized codes accessible to all DFO fisheries managers. The database will be designed in collaboration with Sectors and Regions, to avoid duplication of effort, maximize return on investment, and ensure that systems are client-oriented, compatible, efficient, and sustainable. More sustainable fisheries are the intended sustainable development benefit.

  A cohesive cross-sectoral data management system linking major DFO data holdings and initiatives(Outcome 2A.1.5): This project will identify gaps in current data holdings and problems of access to data, which currently inhibit analysis and decision-making within the Department as well as information accessibility both internally and externally. This will involve horizontal monitoring of departmental data management initiatives, to ensure that linkages between the various data sources are considered and that cross-sectoral requirements are addressed. This cross-sectoral integration is particularly important in order to facilitate analysis and reporting on "horizontal" programs such as sustainable development. Three phases are proposed, starting in 2000-2001. The assessment phase(year 1), will include: building an inventory of the major data collections; identifying gaps and discontinuities in data collections; identifying definitional and other conflicts in the use of this data; identifying problems in ease of access and reporting nationally; and setting the priorities for addressing the problems and requirements identified. In year 2, options will be evaluated and solutions to provide an integrated data management system will be designed and tested. The system will be implemented in year 3.

  Action Plan: Goal 2B
  The second goal under the Knowledge and Technology theme articulates the need to improve the availability and application of knowledge and understanding and to make use of new technologies to maintain or improve safe and sustainable use of Canada's aquatic resources.

  

  Objective 2B.1 aims to focus on how we can apply existing and new technologies, or to foster development of new technologies, to improve the safety, economic competitiveness and environmental performance of vessels moving through marine and freshwater waterways under Canada's jurisdiction.

  Progress toward a modernized vessel traffic system in Canada's navigable waterways (Outcome 2B.1.1): will be initially directed at fundamental changes to the present vessel traffic system. The intention is to have a modernized system, within the next 10-15 years, which will use up-to-date technology for enhanced surveillance and tracking of vessels in Canadian waters. The first step will be to develop a long-term action plan and identify the associated resources. Other early action initiatives include the implementation of an Automatic Identification System* (AIS); negotiations for international standards; consultations with stakeholders for client acceptance of a new system; and promotion of the benefits of the AIS to users.

  Safer and more efficient navigation in Canada's navigable waterways(Outcome 2B.1.2): will involve conversion of 600 Canadian Hydrographic Services* (CHS) charts to electronic form by end of 2003. This will be accomplished in steps: 490 Electronic Navigational Charts(ENCs) converted by March 2001; another 50 converted by the following year(a total of 550); and another 50 converted in 2002-03(for a total of 600). The primary sustainable development impact of this undertaking will be safer and more reliable navigation in the short term despite increased vessel traffic in Canadian waters. Prevention or mitigation of pollution incidents is also an anticipated result.

  Objective 2B.2 is aimed at using knowledge, information and existing and new technologies to promote sustainable use of marine and freshwater resources.

  More effective fisheries management strategies based on the precautionary approach(Outcome 2B.2.1): will introduce the precautionary approach into fisheries management decision-making and operationalize its use. This project has been entitled Objectives-Based Fisheries Management and the key action planned is to put the new approach into effect in 10 pilot fisheries by end of 2003. To implement this plan, DFO will first establish clear and measurable biological co-management and socio-economic Fisheries Management objectives by end of 2001. Following steps will involve identifying a "prototype" fishery and developing and testing a prototype management model. The new approach will then be modified on the basis of lessons learned from the prototype model. Training will be provided to DFO staff and managers. The 10 pilot fisheries will be identified for testing the new approach. Lessons learned will once again be identified. The anticipated result is more sustainable fisheries.

  National guidelines in place to support sustainable aquaculture(Outcome 2B.2.2): This expected outcome is a component of an Integrated Aquaculture Action Plan(see also Outcome A.1.2). Implementation of the Plan is now at a very early stage. Development of a national operational policy framework and guidelines is the priority first step. The plan is to develop the framework and guidelines in collaboration with private and public sectors for the aquaculture industry by end of 2001. DFO's next actions will be to establish clear and measurable biological, socio-economic and stewardship objectives for aquaculture by end of 2002; to develop and implement clear performance measurements by end of 2002; and to develop transparent decision-making processes by end of 2002. DFO staff and managers will receive training and lessons learned will be identified and incorporated. The sustainable development goal is a Canadian aquaculture industry that performs well both economically and environmentally, with a high degree of public confidence in its products and practices.

  Progress toward long term management of fish harvesting capacity in Canada(Outcome 2B.2.3): This expected outcome recognizes that excessive fishing capacity is a fundamental cause of unsustainable fisheries around the world. The members of the United Nations Food and Agriculture Organization* (FAO) have endorsed an International Plan of Action for the Management of Fishing Capacity, which calls for the achievement of world-wide efficient, equitable, and transparent management of fishing capacity, preferably by end of 2003, but no later than 2005. Canada has pledged to be among the first countries to implement its portion of the Plan of Action. To fulfil this pledge, DFO will first undertake a preliminary assessment of the national harvesting capacity. This will be accomplished in collaboration with provinces and territories through the CCFAM working group on capacity management. DFO will also support the FAO in establishing an international record of fishing vessels operating in the high seas by the end of 2000. DFO will then aim at completing its National Action Plan to manage fishing capacity, by developing a policy and regulatory framework which facilitates self adjustment by fishing fleets, preferably by end of 2003. Consultations with stakeholders will be held throughout the process.

  Strengthened conservation and protection of oceans ecosystems and their living and non-living marine resources(Outcome 2B.2.4): will be undertaken through designation of at least 5 new Marine Protected Areas(MPAs)* by end of 2002. Based on the lessons learned from the MPA pilot projects that have been initiated to date, the department will revise and finalize the National Framework for Establishing and Managing Marine Protected Areas. A systematic approach will also be developed to identify Marine Protected Areas for the conservation and protection of commercial and non-commercial fisheries resources, including marine mammals and their habitats; endangered or threatened marine species and their habitats; unique habitats; and marine areas of high biodiversity or biological productivity. Other complementary activities will include the establishment of Marine Environmental Quality*(MEQ) guidelines, objectives and criteria, and the operationalization of the precautionary approach and the ecosystem approach to oceans management. An emphasis on stakeholder collaboration in each of these initiatives will ensure that improved conservation and protection of oceans ecosystems will have sustainable environmental, economic and social benefits for Canadians.

  Theme Three:
  Sustainable Operations

  DFO is required to comply in its operations with environmental protection legislation and standards in Canada. DFO occupies buildings and operates vehicles, aircraft, and a very large fleet of ships. DFO also purchases goods and services and can thus influence producers to operate on a sustainable basis. Federal environmental legislation in Canada includes the Canadian Environmental Protection Act, the Canadian Environmental Assessment Act, environmental provisions of the Canada Shipping Act and habitat protection provisions of the Fisheries Act. In the Speech from the Throne in October 1999, moreover, the Government undertook to make itself a model of environmental excellence in its own operations.

  "Greening operations" was one of DFO's goals in its first Sustainable Development Strategy and undeniably the most successful, culminating on April 22, 2000(Earth Day) with the unveiling of DFO's new Environmental Management Policy and System. Work will continue on reducing the environmental impact of DFO's operations through implementation of an environmental management system within DFO consistent with the ISO 14001 standard. The Department is also actively contributing to the Federal House in Order Strategy, in collaboration with other Government Departments, to ensure significant greenhouse gas emission reductions and, in consequence, addressing climate change. In its operations and day-to-day activities, DFO has a significant environmental footprint. In June 1999, DFO identified the following 23 environmental aspects of its operations: contaminated sites, wastewater, fuel handling/storage systems, ozone depleting substances, mercury, hazardous materials/hazardous wastes, spills/releases leaks, batteries, energy consumption, including greenhouse gas emissions(GHG), air emissions, aquatic resource disturbance, dredging, PCBs, asbestos, pesticides and therapeutants, solid non-hazardous waste, storm water effluent, water consumption, resource consumption, terrestrial resource disturbance, archeological/historical/cultural resources, noise emissions and electromagnetics.

  Action Plan
  Continuing DFO's efforts to implement the new Environmental Management Policy and System during the second sustainable development strategy will involve the following expected outcomes and actions.

  

  Environmental performance baselines established for major DFO facilities by end of 2001(Outcome 3.1.1): will involve collection of data from DFO major facilities. DFO will also compile and synthesize environmental performance information into baselines and conduct environmental audits of each major facility. This will help DFO to benchmark its environmental performance in future years.

  Environmental management programs(EMPs) developed for all environmental aspects including Green Procurement by end of 2003(Outcome 3.1.2): will require the following actions: use environmental performance baselines collected for the major facilities to develop greening outcomes and action plans for EMPs, in consultation with stakeholders. The Sustainable Development Strategy will be updated in 2001 to include outcomes developed from baseline data. DFO's share of the Federal House in Order Greenhouse Gas Emission Reduction Target will be implemented by the Department-wide target from the Energy baseline established by end of 2001.

  Effective implementation and performance of existing management plans(Outcome 3.1.3): will involve actions on three fronts to address issues relating to Contaminated Sites, Ozone-depleting substances and Fuel Storage Tanks.

  • Contaminated Sites: 800 CCME Phase I assessments and 50 CCME Phase II and/or Phase III assessments completed per year; use a risk management approach to prioritize sites
  • Ozone-depleting Substances(ODS): $250K invested per year for replacing halocarbon in DFO operations with non-ODs substances; identify feasible replacement candidates; complete halocarbon inventory; and populate the Halocarbon Inventory Database.
  • Fuel Storage Tanks: 100 Fuel storage tank inspections and 50 tank upgrades per year; complete implementation of the Fuel Storage Tank Management Plan; review pro../images/sig-fra.gif annually to determine departmental liability.

  Environmental Management Plans(EMP's) implemented at all current client-managed small craft harbours by end of 2002(Outcome 3.1.4): will require DFO to sensitize client-managers to the benefits of EMP's and sound environmental practices; consult with Client Managers to mould the EMPs to specific harbour needs; and work with new client-managed harbours to develop EMP's within three years of establishment.

  Compliance with the ISM Code for DFO vessels above 125 tonnes by end of 2003(Outcome 3.1.5): DFO/CCG plans: to ensure that the CCG's onboard Safety Management System meets the requirements of the ISM Code; in partnership with stakeholders, to promote the Safety Management System and identify possible improvements to it; to co-ordinate activities with external auditors from an agency approved by law to issue Documents of Compliance and Safety Management Certificates; and to monitor environmental prodata for all vessels.

  Theme Four:
  Managing for Progress and Performance

  The Commissioner's implementation audit and DFO's internal assessment of its achievements under its first Sustainable Development Strategy demonstrated a need to improve DFO's performance. We are proposing to take steps under our second Sustainable Development Strategy to improve in this respect. Performance assessment of sustainable development goals and outcomes will be part of the new performance measurement system being developed to support public and Parliamentary reporting and to build an organizational culture in DFO in which achievement of results will drive decision-making.

  Action Plan
  The goal, objective and expected outcome identified for Theme Four is aimed at closing the "implementation gap" in DFO's second strategy.

  

  Systematic review and measurement of progress and senior management assessment of performance(Outcome 4.1.1): will involve integration of sustainable development commitments into departmental performance measurement and business planning and reporting processes. Specific steps will be to develop a performance measurement framework for the department and for business lines; to designate the Sustainable Development Strategy as a strategic component of the business planning process; to assign accountability for implementing actions to meet expected outcomes; to track and review outcomes regularly; to advise senior managers regularly of results of reviews; to incorporate reports on outcomes and performance in annual reports to Parliament; and to train DFO managers and staff to increase awareness of the Sustainable Development Strategy and its implementation.