Report on Plans and Priorities 2014-15

Organizational Priorities

For 2014-15, the Department established four organizational priorities. The priorities and the key plans for each priority are summarized in the tables below.

Priority TypeFootnote1 Strategic Outcomes
Improving fisheries management, domestically and internationally, through incremental fisheries management reforms and enabling access to export markets for Canadian fish and seafood. Ongoing
Why is this a priority?
  • This is in support of the Government's priority to promote and protect Canada's traditional industries (farms, fisheries, forestry) and to continue to explore solutions supported by fishermen that strengthen the economic competitiveness of the sector.

What are the plans for meeting this priority?

  • Implement and expand the National Online Licensing System to allow fish harvesters to renew, pay and receive their commercial fishing licenses online, including enhanced and secure client service interface and expanded functionality for fish harvesters. (1.1 Integrated Fisheries Management)
  • Continue to work with fish harvesters, fish harvester associations, industry and Aboriginal organizations to foster stability, transparency and predictability in the fishing sector and help enable industry to adjust to changing economic and ecosystem conditions. Implement the national policy framework for fish allocation for financing purposes. (1.1 Integrated Fisheries Management)
  • Continue to support international efforts to improve global fisheries management, through ongoing efforts within regional fisheries management organizations and in broader multilateral policy activities (e.g., United Nations Food and Agriculture Organization). This is a multi-year initiative. (1.7 International Engagement)
  • Provide science information and advice, through the International Governance Strategy program, to improve management within regional fisheries management organizations, to inform policy development, and for bilateral arrangements including the implementation of the ecosystem approach. (1.1 Integrated Fisheries Management)
  • Continue to secure and maintain Canadian access to export markets for fish and seafood in various bilateral and multilateral agreements including advancing fisheries-related issues through the implementation of the Comprehensive Economic and Trade Agreement with the European Union and engagement on broader government efforts on the Trans-Pacific Partnership. This is a multi-year initiative. (1.7 International Engagement)
  • Continue to advance and support global efforts against Illegal, Unreported and Unregulated fishing, collaborating with international partners to advance the Illegal, Unreported and Unregulated policy framework (e.g., through the Food and Agriculture Organization) and working collaboratively with our partners and stakeholders in detecting and combatting organized crime, fraud and collusion in the fishery (domestic and international) and other forms of non-compliance. This is a multi-year initiative. (2.1 Compliance and Enforcement)
  • Continue to elaborate and implement the suite of policies under the Sustainable Fisheries Framework, including continuing the multi-year initiative to develop a risk-based national catch monitoring policy. (1.1 Integrated Fisheries Management)
  • Continue in its transformation to a national intelligence-led enforcement model for compliance and enforcement while building bridges and partnerships within the global intelligence community and among Canada's maritime and national security enforcement partners and agencies. This is a multi-year initiative. (2.1 Compliance and Enforcement)


Priority TypeFootnote2 Strategic Outcomes
Renewing Canadian Coast Guard assets and service delivery Ongoing
Why is this a priority?
  • This priority is key to ensuring the Canadian Coast Guard has in place the assets necessary to maintain its levels of service to Canadians, which enable safe and efficient navigation and response to maritime incidents. It also ensures that the Canadian Coast Guard continues to deliver its array of services in a risk-based and client-focused manner.

What are the plans for meeting this priority?

  • Renew assets by continuing to implement the Fleet Renewal Plan to procure helicopters and new large and small vessels, and extend the life of existing vessels. Much of this over $6 Billion multi-year initiative falls within the National Shipbuilding Procurement Strategy. (3.4 Fleet Operational Readiness)
  • Advance the Northern Marine Transportation Corridors initiative with Transport Canada in the context of the Government's Northern Strategy. (1.8 Marine Navigation)
  • Implement Version 2 of the e-Navigation portal based on feedback from stakeholders. E-Navigation will allow for accurate and reliable navigational information to be made available and used by vessels and shore authorities to support effective decision-making, minimize human error and enhance communications. (1.8 Marine Navigation)
  • Implement a risk-based analysis of Maritime Search and Rescue delivery nationally. (3.1 Search and Rescue Services)
  • Continue the renewal of the Marine Services Fees by advancing the Departmental commitment to review and rebuild the costing methodology in accordance with the guidance provided by the User Fees Act, with a view to amending the fees. In 2014-15, the Canadian Coast Guard will continue consultations on costing methodologies related to services. (1.8 Marine Navigation)


Priority TypeFootnote3 Strategic Outcomes
Advancing policy and program changes, aligned with a strong legislative and regulatory framework as well as enhancing Canadian Coast Guard's environmental preparedness and response capacity to ensure the long-term sustainability of Canada’s aquatic ecosystems. New
Why is this a priority?
  • This will support the Government's priority of ensuring that Canada's natural resources are developed sustainably and responsibly through a strong regulatory framework, sound scientific research and strategic investments.

What are the plans for meeting this priority?

  • Continue to implement the Fisheries Protection provisions of the Fisheries Act, which came into force in the fall of 2013, by engaging with external stakeholders, including Aboriginal organizations, and further the development of necessary science-based policy and program guidance for proponents and staff. (2.2 Fisheries Protection)
  • Fund projects through the Recreational Fisheries Conservation Partnerships Program with local groups and others to improve the conservation of fisheries habitat and support fisheries protection. This is a multi-year initiative. (2.2 Fisheries Protection)
  • Continue to implement the Economic Action Plan 2013 announcement which allocated all revenue from the issuance of the Pacific Recreational Salmon Conservation Stamp to the Pacific Salmon Foundation for the conservation and enhancement of Pacific salmon. (2.2 Fisheries Protection)
  • Implement a modernized aquaculture regulatory framework to ensure regulatory predictability and transparency for the aquaculture industry through a renewed Sustainable Aquaculture Program. This is a multi-year initiative. (1.3 Sustainable Aquaculture Program)
  • Advance Arctic priorities in support of the Government's Northern Strategy and continue to develop the Canadian High Arctic Station Science and Technology program in collaboration with Aboriginal Affairs and Northern Development Canada and other government departments. (2.5 Oceans Management)
  • Take initial steps to establish an internationally recognized Incident Command System, to improve the Canadian Coast Guard's ability to manage responses to marine pollution incidents in collaboration with key emergency response partners (2.4 Environmental Response Services; 3.3 Maritime Security) and review aids to navigation. (1.8 Marine Navigation)
  • Advance charting work of the Canadian Hydrographic Service as well as operational oceanography to support prevention. (3.7 Hydrographic Products and Services)
  • Implement a comprehensive science program in support of environmental preparedness and response including research on the fate and behaviour of non-conventional petroleum products, the efficacy of remediation strategies, ocean circulation models, resource inventories and research and advice on interaction and benthic ecosystems. (2.5 Oceans Management; 3.8 Ocean Forecasting)
  • Further increase marine protected areas, focusing on stronger marine and coastal conservation. (2.5 Oceans Management)
  • Enhance our understanding of the potential impacts of human activities on Canadian aquatic ecosystems through the Strategic Program for Ecosystem-Based Research and Advice, which provides funding for scientific research and advisory processes related to identifying threats, quantifying risk, and mitigating impacts of human activities on Canadian aquatic ecosystems. (2.5 Oceans Management)


Priority TypeFootnote4 Strategic Outcomes
Advancing management and operational excellence to modernize and continually improve the design and delivery of programs and services, as a means of efficiently using resources while providing better results for Canadians. Ongoing
Why is this a priority?
  • This priority supports the Government's agenda to ensure that taxpayers get value for money, by ensuring the efficient use of resources while providing better results for Canadians.

What are the plans for meeting this priority?

  • Continue to implement efficiency measures stemming from Budget 2012 and Budget 2013, by implementing adjustments to Departmental resources, in addition to any other associated changes to business operations and processes as required. (Internal Services)
  • Advance the principles of Blueprint 2020 (BP2020) to achieve a vision for a revitalized, world-class public service and identify opportunities to implement BP2020 initiatives within the Department. (Internal Services)
  • Update and implement a five-year science strategy to support key science activities and to ensure that Fisheries and Oceans Canada decision making continues to be informed by sound science advice. (Internal Services)
  • Implement the Treasury Board Secretariat's policy on performance management to strengthen people management in support of a culture of high performance. In addition, examine current practices and approaches on succession planning and career development and ensure overall alignment with the new talent management framework for non-executives. (Internal Services)
  • Continue the modernization of information technology in support of the Department and Government of Canada's transformation agendas and in collaboration with Shared Services Canada. This includes the facilitation of innovation and collaboration through:
    • Facilitation of transition to Workplace 2.0;
    • Supporting collaborative technologies; and
    • The development of a departmental Application Portfolio Management Strategy. (Internal Services)
  • Improve information management through:
    • Continued implementation of the Directive on Recordkeeping initiative; and
    • Implementation of Shared Services Canada's Email Transformation Initiative in support of the Government of Canada's move towards one email system. (Internal Services)
  • Continue to effectively manage the Department's digital presence to ensure an integrated approach to delivering services and information to Canadians and stakeholders that are client-focussed, cost effective and will ensure a successful migration to a single Government of Canada site. (Internal Services)
  • Implement the multi-year Fisheries and Oceans Canada National Real Property Portfolio Strategy to realize opportunities to reduce the footprint resulting from alignment of Real Property and Program needs. This includes continuing review of requirements and divestiture of assets, including surplus lighthouses and non-core small craft harbours, to reduce the cost of operations, as well as updating management processes, which will be undertaken with Fisheries and Oceans Canada/Canadian Coast Guard programs to meet Departmental objectives. (Internal Services)