Fisheries and Oceans Canada’s 2025-26 Departmental plan: At a glance
A departmental plan describes a department’s priorities, plans, and associated costs for the upcoming three fiscal years.
Key priorities
Fisheries and Oceans Canada’s top priorities for 2025-26 are as follows:
- supporting Canadian economic growth by enabling the fast-growing ocean sectors of the blue economy while improving small craft harbours to support economic activity in coastal, Indigenous, and rural communities
- advancing conservation, sustainable fisheries, and aquaculture work while working to enable nation-building projects aimed at connecting and transforming communities across Canada
- protecting the safety of mariners in Canadian waters and Canada’s marine environment through initiatives such as the renewal of the Canadian Coast Guard fleet
- advancing reconciliation with Indigenous Peoples and the recognition of rights related to fisheries, oceans, aquatic habitats, and marine waterways
- fostering diversity and inclusion among the Department’s employees to ensure services are efficiently delivered by a workforce that is representative of the peoples and communities being served
Highlights
In 2025-26, total planned spending (including internal services) for Fisheries and Oceans Canada (DFO) is $6,052,547,178 and total planned full-time equivalent staff (including internal services) is 14,747. For complete information on Fisheries and Oceans Canada’s total planned spending and human resources, read the Planned spending and human resources section of the full plan.
The following provides a summary of the Department’s planned achievements for 2025-26 according to its approved Departmental Results Framework. A Departmental Results Framework consists of a department’s core responsibilities, the results it plans to achieve, and the performance indicators that measure progress toward these results.
Core responsibility 1: Fisheries
Planned spending: $1,410,375,899
Planned human resources: 3,848
Departmental results:
- Canadian fisheries are sustainably managed
- Canadian aquaculture is sustainably managed
- The commercial fishing industry has access to safe harbours
- Fisheries, oceans and other aquatic ecosystems are protected from unlawful exploitation and interference
- Scientific information on fisheries resources is available to inform management decisions
- Enhanced relationships with, involvement of, and outcomes for Indigenous people
Plans for 2025-26:
- Continue to support prosperous and sustainable fisheries, including by ensuring access to safe harbours
- Continue to implement the fish stock provisions of the modernized Fisheries Act
- Continue to protect Pacific and wild Atlantic salmon
- Continue to work in partnership with Indigenous groups to further implement rights-based fisheries, such as the right to fish in pursuit of a moderate livelihood, while ensuring that fisheries remain sustainable and productive for all harvesters
More information about Fisheries can be found in the full plan.
Core responsibility 2: Aquatic ecosystems
Planned spending: $660,911,204
Planned human resources: 1,920
Departmental results:
- Negative impacts on Canada’s oceans and other aquatic ecosystems are minimized or avoided
- Scientific information on Canada’s oceans and other aquatic ecosystems is available to inform management decisions
- Enhanced relationships with, involvement of, and outcomes for Indigenous people
Plans for 2025-26:
- Continue to work toward conserving 30 per cent of Canada’s oceans by 2030
- Continue to protect aquatic species at risk and combat aquatic invasive species in Canada’s waters
- Continue to prioritize Indigenous involvement in oceans management and the protection of fish and fish habitats management
More information about Aquatic ecosystems can be found in the full plan.
Core responsibility 3: Marine navigation
Planned spending: $385,176,621
Planned human resources: 1,653
Departmental results:
- Mariners safely navigate Canada’s waters
- A Canadian maritime economy that is supported by navigable waters
- Enhanced relationships with, involvement of, and outcomes for Indigenous people
Plans for 2025-26:
- Continue to transition to digital, real-time, and integrated marine navigation services
- Continue to ensure safe movement in the Arctic, guided by the Canadian Coast Guard’s recently released Arctic Strategy
More information about Marine navigation can be found in the full plan.
Core responsibility 4: Marine operations and response
Planned spending: $2,979,891,314
Planned human resources: 4,734
Departmental results:
- Canadian Coast Guard has the capability to respond to on-water incidents
- Canada’s civilian fleet has the capability to meet established service standards for clients
- Enhanced relationships with, involvement of, and outcomes for Indigenous people
Plans for 2025-26:
- Expand and continue initiatives that help to make Canada’s oceans safer, healthier, and cleaner under the renewed Oceans Protection Plan
- Continue to renew and maintain our aging fleet of vessels under the National Shipbuilding Strategy and the Fleet Sustainability Initiative
- Continue work to increase Indigenous co-development, co-management, and co-implementation of initiatives designed to protect coastal waters and inland waterways
More information about Marine operations and response can be found in the full plan.
Key Risks
DFO delivers programs and services from coast-to-coast-to-coast, supporting communities large and small, urban and remote. In this complex and dynamic environment, the Department faces a range of key risks that may influence its ability to achieve its future objectives. These risks include shifts in domestic and global economic and social conditions; the ongoing effects of climate change; aging assets, vessels, and infrastructure; advancements in technology; fiscal restraint; and the continued need to foster strong relationships with partners. To manage these risks, the Department will continue to proactively monitor potential risks, implement targeted mitigation measures, and work closely with partners to maintain critical operational capabilities and support the successful delivery of the Department’s mandate.
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