Department of Fisheries and Oceans Canada Department of Fisheries and Oceans Canada DFO _17e80291-16bf-47c4-86ad-157bf1c97888 Excellence in service to Canadians to ensure the sustainable development and safe use of Canadian waters. _2994fe45-38c2-4083-911f-aec717ac640c It is our mission, as DFO employees, to deliver to Canadians the following outcomes:Safe and Accessible Waterways; Healthy and Productive Aquatic Ecosystems; and Sustainable Fisheries and Aquaculture. _b9801edb-313e-4e58-87b3-23c76189bdbc Respect:Being professional and courteous Respecting and accepting government and departmental priorities Being recognized as a valued and respected member of the team Treating colleagues and clients with respect Respecting the knowledge that all employees bring to DFO Valuing individual differences and taking other viewpoints into consideration Integrity:Being honest, truthful and reliable Setting high standards as individuals Being transparent in dealings with others Ensuring that actions and words represent the interests of Canadians, not personal interests Providing advice that is impartial, objective, factual and furthers the Department's objectives Being committed to open communication Being honest and fair with colleagues Responsibility:Being personally accountable and committed Protecting the public interest Providing quality service to Canadians Aligning efforts, energy and expertise with government and departmental priorities Contributing knowledge and professionalism to further the Department's mandate Fulfilling duties in a professional manner Being generous with skills and knowledge Acting as part of the DFO team Priority Programs Deliver programs that reflect the priorities of Canadians and are part of a fully integrated policy approach. _e5bfaedc-2c57-43ee-9cab-46bba278de37 1 Oceans Action Plan Implement an Oceans Action Plan (OAP) for environmental, social, and economic development of Canada's oceans, offshore and coastal areas. _027b95cd-719b-408a-8762-fe019d006614 1.1 Oceans issues are complex and cut across jurisdictions, sectors, international boundaries and communities of interest.  This horizontal focus calls for the involvement of citizens, communities, stakeholders, Aboriginal organizations and all levels of government.   The Oceans Act came into force in 1997, and established the legislative framework for a co-ordinated federal approach to oceans.  The Minister of Fisheries and Oceans has the lead responsibility to develop and implement a national strategy for the management of Canada's estuarine, coastal and marine ecosystems.  In July 2002, the Government of Canada released Canada's Oceans Strategy, which outlines how the Oceans Act will be implemented. The OAP is a horizontal approach to implementing the Oceans Act and Canada's Oceans Strategy that incorporates the activities of DFO and other departments.  The approach demands working collaboratively to leverage strengths, capacities and resources.  Fisheries and Oceans Canada will focus on building and nurturing solid working relationships across almost 20 federal organizations with oceans responsibilities.  The Department will also work with provinces and territories to develop agreements for joint implementation of oceans management initiatives.  The Oceans Action Plan positions Canada to address the challenges of modern oceans management for the 21st century.  The Department will lead and facilitate development of a horizontally aligned approach to Canada's Oceans Strategy across the federal government.  The OAP also provides an umbrella framework for DFO oceans priorities, and many of the initiatives in Our Waters, Our Future will support its delivery.  For example, CCG Rejuvenation will support the Oceans Action Plan by ensuring a platform to provide critical services on all three coasts.  Fisheries Renewal will set the stage for modernizing governance arrangements in the fisheries industry that will support integrated oceans management.The five-year goal is for Canada to consolidate its place as a world leader in oceans management. Within DFO and across the federal government, the focus will be on making significant progress in delivering key commitments under each of the four pillars of the OAP.International Leadership, Sovereignty and Security - Assert sovereignty, including continued monitoring and management of Canada's Arctic waters and resources; address overfishing and security issues; and apply Canadian jurisdiction within an effective international oceans governance framework (e.g. by addressing high seas biodiversity, deficiencies in high seas regimes and implementing existing commitments).   Integrated Oceans Management - Promote relations with stakeholders that will address conflicts and benefit communities in key oceans areas, based on the principles of ecosystem-based management and the precautionary approach (e.g., by implementing Integrated Management plans).  Health of the Oceans - Provide the backbone of marine conservation and sustainability by protecting critical marine environments, addressing counter pollution and aquatic animal health (e.g., by designating key Marine Protected Areas and national protection measures).  Oceans Science and Technology - Build an environment that promotes growth in leading ocean technologies and mapping priority areas, using science in support of ecosystem-based management (e.g., opportunities for Canadian marine technology firms to develop and apply new technologies). 8a6a1b36-f9b6-4256-b1e5-70020b74f984 7b343a94-1748-4bd7-add1-99d0b4228a0c International Governance Develop options and a strategy to address overfishing, including on the Grand Banks, outside the Atlantic 200-mile limit by working with European and other international partners to strengthen the international fisheries and oceans governance regime. _d52f9380-fd0c-47f5-a26d-10b2bb34f27e 1.2 Overfishing, collapsing fish stocks and degradation of marine ecosystems is a global problem requiring a suite of measures and approaches.  This problem affects Canada most acutely on the Grand Banks, which straddles the limits of Canada's Exclusive Economic Zone.  Fisheries in this area are managed by the Northwest Atlantic Fisheries Organization (NAFO), a multilateral organization that considers scientific information and sets quotas for its member states.  Key issues have been vessels fishing over the quota, fishing of stocks under a moratorium, and under-reporting of catch, all of which threaten the survival of several species. Canada's focus on international policies, tools and governance will inform a strategy to address overfishing and achieve effective international governance and protect oceans biodiversity.  Canada has flag state, port state, market state and, especially, coastal state rights and obligations to build on in this task on all three coasts, but these are of particular concern on the east coast.  The development of this strategy will be undertaken under the umbrella of the international leadership pillar of the OAP.In the Spring of 2004, the Government of Canada took steps to strengthen surveillance and enforcement in the NAFO Regulatory Area, including the increased presence of DFO fishery officers and CCG patrol ships at the 200-mile limit.  The government also committed to increase diplomatic interventions with the European Union and NAFO member states.Enhanced surveillance and direct diplomatic intervention have shown results in terms of changed behaviour of the fishing fleet.  However, a long-term solution depends on the integration of management tools, economic incentives, and legal and policy frameworks that together would form an effective governance regime for fisheries and oceans resources, including fragile ecosystems on the high seas.Canada's ratification of the United Nations Convention on the Law of the Sea (UNCLOS) in December 2003 strengthened the credibility of Canada's voice on international oceans issues.  UNCLOS adds further obligations, such as delimiting Canada's outer continental shelf, which will require, among other things, new mapping technologies.  Fulfilling Canada's mapping obligations will require the assistance of the Canadian Hydrographic Service.The issues are complex and solutions, if they are to be effective, will need to be bold and creative.  This will enable protection of not only the Grand Banks, but other important ecosystems in Canada's three oceans.  More broadly, such reforms would benefit global oceans biodiversity, including fisheries resources, and will contribute to the achievement of World Summit on Sustainable Development goals to which Canada is a signatory. 27faef54-ebd4-49e4-aaa3-42e419ad298a b2a1cc7c-5599-4ad4-a6ff-7a9ec172cb30 Fisheries Renewal Develop a new governance model for fisheries management, including proposals to modernize the Fisheries Act. _07806f3d-a327-466f-837b-331dfb442f22 1.3 Wild fisheries are under increasing environmental pressure and there is ongoing conflict over fisheries allocations.  There is a requirement to better manage environmental impacts of fishing, respond to the need to protect species at risk and participate in broader oceans management initiatives.  With the increase in the range of ocean uses, interested groups beyond the traditional fisheries sector seek input into fisheries management decisions.  Aboriginal treaty negotiations and settlements continue to shape the fisheries economy.  Challenges exist in addressing commercial access for west coast First Nations and developing new models and approaches to co-management with Aboriginal groups across the country.  There also remains strong provincial and territorial interest in fisheries issues, requiring continued and strengthened intergovernmental co-operation. Fisheries Renewal is an approach to meet short-term fiscal and program needs, set the stage for medium-term change and accommodate long-term direction. Ultimately, the fisheries management program will become more strategic, flexible and responsive to the needs of departmental clients.The objective of Fisheries Renewal is to ensure a sustainable resource that provides for an economically viable and diverse industry, supported by a modern fisheries governance system.  The five-year goals of Fisheries Renewal are:put conservation and sustainable use of the fishery as top management priorities;  promote the economic viability of the fishery by encouraging increased self-reliance and shared stewardship;  provide greater stability and transparency respecting access and allocation, as the key to a more stable and predictable business and operating environment for fishing enterprises;  improve Fisheries Management decision-making processes by increasing transparency and the participation of stakeholders, Aboriginal groups, and others; and  manage the fishery consistent with Aboriginal and treaty rights. Strategies to achieve the vision have been developed through consultative exercises on both coasts, including the Atlantic Fisheries Policy Framework, Pacific New Directions, the Joint Task Group on Post-Treaty Fisheries and the First Nations Panel on Fisheries.  The consultations associated with these initiatives have built support for the direction of Fisheries Renewal.  Although DFO faces financial constraints and a lack of public consensus on how to manage the fishery, the Department must move forward to revitalize its fisheries management program. The Fisheries Renewal agenda includes three streams of work to enable program and legislative renewal while putting in place the necessary operational supports.Conservation, Stewardship and Compliance Renewal will be undertaken to focus on improving conservation outcomes through a new relationship with all resource users based on shared responsibility and accountability for resource management and its outcomes.   Legislative Renewal will be explored to develop options and innovative regulatory and governance approaches to support Fisheries Renewal.  A Business Modernization Initiative will ensure business structures and practices complement and enable policy, program and legislative renewal. 41d155a2-a70a-4487-a87b-436d4c0fb942 bfdafe84-675a-4dd2-8c2a-a27def3a0adf Aquaculture Governance Seek opportunities to create the conditions for the development of an environmentally sustainable, internationally competitive aquaculture industry in Canada. _17e9a8c1-8097-417f-a427-35b3a770e19d 1.4 Canada has enormous potential to be a world aquaculture leader.  Strengths include extensive coastlines and productive marine and freshwater resources, a reputation for quality products, proximity to established and growing markets, an effective and efficient transportation infrastructure, an internationally reputable food inspection system, a skilled workforce and strong management expertise. However, obstacles, such as a cumbersome regulatory framework and trade barriers, keep Canada from realizing its potential. Following the federal government's emphasis on regulatory streamlining, DFO will ensure that the regulations for aquaculture are effective and cost-efficient, while providing for accountability and transparency.   Science-based and risk-based decision-making will also be part of this approach, in keeping with the Aquaculture Policy Framework.DFO will work toward developing a more integrated government response to emerging aquaculture opportunities and challenges through stronger collaboration with federal, provincial and territorial partners.  Together with these partners, DFO will establish a Framework Agreement on Aquaculture (FAA).  The objectives of the FAA are to clarify roles and responsibilities, establish common goals and standards for environmental monitoring, compliance and reporting, share databases, negotiate cost-sharing arrangements for joint programs and establish a framework for bilateral agreements.  Public concerns about contaminants, diseases and overall healthiness of food (e.g., BSE, avian influenza, contaminants, and genetically modified foods) have consumers seeking assurances regarding the safety of their food supply.  In concert with a strong communications approach, DFO will work with the aquaculture industry and the Canadian Food Inspection Agency to build credible systems for assuring the quality and safety of farmed seafood products.  These will include such things as quality assurance and control, traceability and on-farm food safety.  Finally, DFO will promote increased public and consumer confidence by undertaking and publicizing measures to support the safety of aquaculture products and the environmental sustainability of aquaculture operations. 41e23abd-81a6-46ca-9807-e6d29deaed13 43bf4737-e882-4a02-a79b-d7fb7196e954 Canadian Coast Guard Rejuvenation Improve service delivery to Canadians and ensure efficient, balanced, cost-effective practices to provide CCG services in the best way possible. _9f4e9a61-53b3-4311-a747-8b388277fef7 1.5 The Canadian Coast Guard is vital to the delivery of oceans priorities and programs, including marine science and fisheries management. CCG and its fleet are instrumental in saving lives, facilitating maritime commerce, reducing damage to property, protecting the aquatic environment, and supporting marine security.  The CCG's capacity to deliver on these priorities is eroding rapidly due to insufficient capital investment over the last 20 years.  There is also a need to examine the delivery of services and rationalize deployment of assets to best support results for Canadians. CCG will continue to use new technologies and strategic partnerships where necessary.Fisheries and Oceans Canada will implement the federal government's decision, announced in December 2003, to create the CCG as a Special Operating Agency (SOA) within the Department.  This will allow the CCG to focus on providing essential and valuable services to mariners in Canadian waters as well as support the Department's mandate through the provision of platforms for science and enforcement.The transition to SOA status provides the potential for new flexibilities to deliver more efficient and effective services as a national institution focused on operations. It also enables the CCG to continue to strengthen its relationship with the rest of DFO and deliver critical services to all clients, while positioning it to play an enhanced support role with the developing national security agenda. Milo Ewing represents the Canadian Coast Guard's responsibility to improve service delivery to Canadians by ensuring the continued operation of Marine Communications and Traffic Services equipment in the Maritimes Region.Another key aspect of the transition to the SOA and a focus on service will be the establishment of sound business management practices to ensure DFO has the ability to manage increased financial flexibilities. The Canadian Coast Guard is committed to the continued effective and efficient delivery of its mandate and to the provision of essential services to Canadians.  The CCG rejuvenation strategy aims to secure a sustainable service delivery model.  As part of that strategy, there is a need to examine options to renew the fleet's asset base.  This is to ensure the CCG's capacity to support the government's maritime priorities and programs, including maritime security, is on a sustainable footing.  The renewal of the CCG fleet is critical to implementing Canada's commitments to develop the Oceans Action Plan. The CCG provides platform support for all four pillars of the OAP.  Fleet renewal allows for enhanced on-water presence that will enable Canada to protect its territorial interests on all three coasts. There is also a need to examine a strategic investment and refurbishment of equipment to reinforce the Coast Guard's infrastructure.The CCG is well‑positioned to provide a cost-effective, value‑added contribution to marine security through its infrastructure, assets, personnel and an around-the-clock capability to incorporate marine security applications into some of its existing programs.  Consequently, the CCG has increased its support to other government departments and agencies to help enhance marine security.  The CCG is an efficient collector and collator of maritime traffic information.  Its operational readiness culture can link search and rescue, oil spill response and navigation safety capabilities directly into marine security demands for surveillance and information.   The Canadian Coast Guard will continue to transform marine services through technology based productivity improvements, client service innovations, alternative service delivery and greater use of partnering. One key initiative is Marine Aids Modernization, the main objective of which is to adjust the current aids to navigation service without reducing the level of service standards, while taking advantage of modern technologies.  This involves implementing new technologies, and contracting out commissioning, decommissioning and maintenance where it is viable and makes sense to do so.In transforming marine services, there is the potential to consider facilities rationalization in some situations.  The CCG will continue to explore rationalization options.  Gains are already being made in this area at the Dartmouth and Saint John bases.  As always, there is a need for comprehensive analysis before any options are considered. c96e9b8a-bd1e-4eff-9e27-8db9ff738b20 df0e4d90-c02f-424c-ae73-a8854bb13774 Environmental Process Modernization Development of a new governance model for the Habitat Management Program to meet resource conservation objectives and enable industry to respond to economic forces. _354c243c-cad3-4a6b-8928-70af784f6eca 1.6 The Habitat Management Program of DFO is a key federal regulatory program to conserve and protect fish habitat.  Under the Fisheries Act, the Canadian Environmental Assessment Act and now the Species at Risk Act, the Program's regulatory responsibilities have an impact on a wide range of individuals, communities and businesses. The Environmental Process Modernization Plan (EPMP) provides the framework to reorient the Habitat Management Program.  This framework responds to public criticism that the current process is too cumbersome and resources could be better deployed to achieve the Program's objectives.  The EPMP is an excellent way for DFO to put into practice the Government of Canada's Smart Regulation agenda.  This does not mean lowering the level of protection, but providing protection in a fair and efficient way in the context of sustainable development.By moving from a reactive and fragmented process to one that is more proactive, cohesive and strategic, DFO is changing the way it does business with respect to these regulatory responsibilities to protect fish habitat.  The Department is working with provinces and territories, industry and other stakeholders to make decision-making processes more predictable, timely and transparent, and easier for the public to understand.  In doing so, DFO wants to be supportive of any potential social or economic opportunities.  Putting EPMP into action involves five key activities. The first component is the implementation of a risk management framework, where efforts will focus on critical and sensitive fish habitat and on projects with the greatest risk of affecting fish habitat.  This approach is objective and science-based.  It will support decision-making through rating activity risk (e.g., high, medium, low) dependent on sensitivity of habitat and the potential severity of the impact.Second, streamlining practices are being implemented with an initial focus on low-risk activities.  Through tools such as operating statements, guidelines, fact sheets, class authorizations and class screenings, proponents will have the information they require to proceed without further intervention by DFO in most cases.  In future years, the focus will turn to addressing medium- and higher-risk activities.Third, improved policy coherence and predictability will ensure administrative fairness and program credibility.  The action plan will focus on the development of a practitioner's guide, training for all staff, and improved performance evaluation, monitoring and reporting.  Fourth, DFO is renewing its emphasis on partnering, because the Department cannot succeed in the conservation and protection of fish habitat by itself.  This includes creating and furthering co-operative arrangements with external partners (e.g., provinces, industry sectors, Aboriginal groups, others) that identify common priorities and spell out how to work together effectively and efficiently.Finally, DFO is implementing a new management model within the Department for more complex activities which have nationally significant socio-economic implications.  This will strengthen the accountability measures at senior levels, improve interdepartmental co-ordination and communication, better harmonize federal and provincial reviews and facilitate more timely application of the environmental review process. c46d446d-04fe-41a4-8a6b-317bf7667eb4 5b83dee1-4306-4f96-9c66-88df6ec267d1 Science Renewal Enhance delivery of scientific information, advice and services in support of better policy development and decision-making and improved service to Canadians. _82e757f3-ce3c-482b-91a9-a277a329bf60 1.7 As a science-based department, the rigours of scientific excellence must be applied to provide high-quality, timely and relevant scientific advice in support of sound policy development and informed decision-making. Science is essential to support departmental strategic objectives and a number of federal priorities.  Through science-policy integration, and in collaboration with other science organizations, the Science program supports the achievement of DFO's outcomes and government-wide priorities by providing an understanding of Canada's waters, and the factors that influence the sustainable development of living and non-living aquatic resources. The demand for relevant scientific information and advice on complex issues of importance to Canadians will increase.  To better respond to these increasing expectations, DFO must align its Science program with emerging priorities, while continuing to provide scientific advice on long-standing mandated responsibilities.The Science program needs to be flexible, relevant and sustainable to respond to the needs of DFO and other federal priorities.  This necessitates a more innovative and adaptive approach to the way science is performed, and to the way collaborative partnerships are established.  It also has implications for the delivery of scientific advice, services and products to clients and stakeholders.  Science Renewal initiatives will contribute to the increased scope and depth of scientific activities, build a national capacity for aquatic science, ensure transparency and credibility of scientific advice, and contribute to scientific innovation and commercialization of technology. The work on Science Renewal will include two major initiatives:  strategic and operational planning and program re-engineering and realignment.  Long-term strategic and multi-year operational planning will be carried out in collaboration with clients and partners, and will be based on the ongoing risk assessment of priorities needing science support.  Strategic and operational planning will be supported through national enabling strategies, including strategies for human resources, funding, partnering, Science vessels and equipment acquisition and maintenance.  Science Renewal will focus on stability for long-term public good monitoring and data management, while maximizing flexibility in the areas of scientific research, advice, services and products to respond to evolving departmental and federal government priorities. Implementation of a renewed program will be supported by the realignment of the Science budget, including strategic investments to better address the highest priorities. Science Renewal will result in an adaptive organization that is strategic and responsive to the needs of clients, and better aligned with strategic priorities and outcomes.  Science delivery systems will be modernized and human and financial resources will be used more effectively and efficiently.  DFO Science will reflect the expertise, multi-disciplinary skills, and technological advances required to address new and emerging departmental and federal challenges. 37c1f9bc-c3df-4242-8946-c492f85e0e8b 6f999720-5e50-495a-905d-4f7b67eab444 Workforce Support Support DFO's dedicated, professional workforce by equipping it with the tools it needs. _dd61a96d-74d7-4d15-b905-ee7b1171ec38 2 Human Resources Modernization Put in place the required supports to hire, promote, recognize and nurture employees. _1a4e9c32-5be8-4873-99eb-fdeb2e261dea 2.1 The Public Service Modernization Act (PSMA), passed in November 2003, aimed to bring about a more collaborative, innovative and self-regulating workplace. In the short term, the key challenge for DFO is to create stability in its workforce while preparing for significant projected departures due to retirement.  Current financial realities and the need to reallocate internally require some restraints.  However, succession planning is required to ensure the right people are in place to continue providing quality service to Canadians.The Department strongly supports innovative staffing methods that attract the skilled workforce needed to deliver programs and services.  These methods will be developed within the more flexible context provided by the PSMA.  Good planning and innovative staffing are also essential if DFO is to meet its commitments around official languages and diversity. Having a representative workforce is a legal obligation, as well as a way to ensure DFO provides the best possible service to Canadians. Building on this, the Department needs to follow through on its Employment Equity Action Plan, to increase awareness at all levels and provide access to the tools and training necessary, while continuing to foster an inclusive and representative workforce, including the use of both official languages in the workplace. Once employees are on the job, their motivation and ability to take on new tasks depend on solid learning and recognition programs.  Building a workplace of choice involves rewarding outstanding work, offering accessible and relevant learning opportunities and fostering a work environment that is responsive to employee needs.  With its recently approved Learning Strategy, DFO is providing tools, such as the Learning Plan and Coaching Guide that help build the learning environment needed to address retention issues and move in the direction of a learning organization. Fisheries and Oceans Canada will improve the organization and classification of work using model work descriptions that ensure a more consistent, up-to-date understanding of the main duties performed in the workplace. The Department is also establishing a centre of expertise for labour relations. Its objectives, consistent with the PSMA, are to support the need for a more strategic approach to labour relations, including continued improvement in union management relations, increased awareness of policies and procedures, and greater consistency of advice. The National Labour Relations Symposium is an example of genuine consultations and ongoing work toward more open and constructive relations with unions.The Department will continue promoting a more collegial work environment, and support Public Service values and ethics, informal conflict resolution and internal disclosure. 09662263-d38f-4d5a-8cd4-de6b43ba0f5a 237fc48b-02bc-4e0c-87f6-8e562b9e8464 The Management Accountability Framework (MAF) Respond to the Government of Canada's priorities related to sound financial management and the strengthening of public sector management more generally. _060b9c91-c914-4ce3-bac4-e732c86fc9ac 2.2 It is essential that DFO employees recognize the link between service delivery to Canadians and how to go about delivering those services. The Management Accountability Framework (MAF), in its simplest form, is a set of 10 statements summarizing Treasury Board of Canada Secretariat (TBS) expectations for modern public service management. It provides public service managers with a clear list of management expectations within an overall framework for high organizational performance. The statements are around Public Service Values, Governance and Strategic Directions, Policy and Programs, People, Citizen-focused Service, Risk Management, Stewardship, Accountability, Results and Performance, and Learning, Innovation and Change Management. Fisheries and Oceans Canada's management philosophy is guided by these mechanisms which champion values of openness, transparency and accountability.  Work the Department did in the Expenditure Management Review, baseline review, and the DAAP have ensured that DFO has been well-placed to respond to new constraints.  However, DFO must continue to face the challenge of balancing fiscal realities with ongoing priorities and service delivery. Reallocating resources from lower to higher priorities will continue to be a management challenge for the Department.  Regular functional reviews of the regions, the promulgation of new financial plans and ongoing capacity building are all components of this approach. The Department's response to a revenue shortfall over several years is a good example of work in this direction.  In keeping with the MAF, DFO will develop an integrated, coherent and strategic approach in charging for external services, and conduct a review of external charging.The new SOA status for the CCG, which will allow greater flexibility to manage operations and focus on service, is also part of DFO's commitment to service and strengthening accountability for results. 664d4e41-821b-4a91-8346-ad8af348c3a8 63c08100-4287-4974-a505-a82e99bd44de Integrated Planning and Reporting Ensure a consistent and coherent approach that considers all relevant information in making decisions about policies and programs.  _caf68bfa-2c95-41d8-965b-2a6911aca142 2.3 In the past, DFO developed planning and reporting tools in isolation of each other, leading to a fragmented approach to departmental management.  This approach is no longer viable. Integrated planning and reporting is needed to bring together elements of departmental planning processes, including human resource, business, financial and strategic planning information... Fisheries and Oceans Canada has developed a revised planning framework that integrates corporate finance and human resource information, along with strategic priorities, risk management and other important planning inputs.  This framework and approach aim to ensure strategic, business, financial and human resource planning are aligned and mutually reinforcing.  This new integrated planning framework will reflect and shape DFO operations, leading to the preparation of an integrated business plan with chapters for each of the three outcomes. f5182817-f322-4f3e-959a-1f3b51d4fc31 9c77114b-02f1-4f91-8a43-2c00fb527685 Integrated Risk Management Implement Integrated Risk Management (IRM) to support priority setting and decision-making. _ceeaa034-9f6a-4a02-8565-135f17379f2d 2.4 Integrated risk management (IRM) is a management practice to enhance performance, by informing decisions rather than directing decision making.  To be of practical value, IRM needs to become an integral part of Departmental planning and review processes. While DFO has managed risk since the Department was first established, the risks being managed or accepted were rarely clearly defined, and managers were not always fully informed of the nature and extent of risks facing the Department at the operational level. The current IRM Implementation Plan builds on this implicit experience and knowledge, and looks for examples of key program risks that are well managed. The tools and strategies which have proven effective will then be shared across the Department in areas where similar risks are found. The IRM Implementation Plan is directed toward consistent, explicit and co-ordinated risk management becoming a part of all business processes in the Department. This will be achieved when IRM has demonstrated that it is cost effective, straightforward and delivers value to managers on an ongoing basis. e7d8652c-0225-41a6-b50e-4414346a6772 c5149306-cc13-4124-99af-23c696683ba2 Departmental Renewal Continue to manage finances, renew policies and programs, and modernize management to assess and implement policy and program changes. _c2258982-f074-424a-804e-c2c96b394104 2.5 Fisheries and Oceans Canada is committed to the principal DAAP financial goals: living within the Department's means while addressing chronic budgetary shortfalls and financial pressures, identifying a permanent source of funds for contributing to government-wide reallocation and generating financial flexibility to address new priorities.  The Department will ensure the decisions made in the coming years consistently reflect these aims. ... DFO will realize additional corporate savings and efficiencies and position the Department to continue to support services to Canadians. Within this context, DFO will undertake a number of initiatives to ensure that ongoing operations are sustainable.  The Department will develop a strategic management plan for information management and technology, which includes a focus on renewed governance, within DFO and with stakeholders, to ensure program sustainability.  DFO will also develop a business case for information technology infrastructure rationalization that will capitalize on potential to streamline and achieve future and ongoing savings in the management of DFO's information technology infrastructure.DFO has also been working on possible new directions for the Small Craft Harbours Program.  A new direction is intended to place the Program on a more sustainable basis, while addressing evolving program requirements and client needs. These development efforts will continue to be a priority. Possible program adjustments will be pursued, in collaboration with clients, on an opportunity basis. 10a926ad-2379-491c-8838-ff9c3b47abb7 65b89433-344d-49a5-9e43-bb54a7b37a45 2005-01-01 2010-12-31 2010-02-08 http://www.dfo-mpo.gc.ca/dfo-mpo/plan_e.htm Arthur Colman (www.drybridge.com) colman@drybridge.com Submit error.