Hello, everyone.
My name is Lyne Morissette and I am the CEO of M‑Expertise Marine.
Thank you for this opportunity to share my experience as a fisheries specialist, advocate of integrated approaches, and environmental mediator.
With its three oceans and diverse ecosystems, Canada possesses unique natural wealth. Yet our management of these resources is constrained by outdated approaches. The Fisheries Act, despite its 2019 update, exemplifies this lag with its lack of concrete implementation and interdisciplinary vision.
The first issue I want to address is the lack of interdisciplinarity in our departments.
Interdisciplinarity has become a cornerstone in academic settings. Researchers collaborate across disciplines to tackle complex and interconnected challenges, such as resource management and climate change. This approach, widely recognized as vital for innovative solutions, is also gaining traction in some federal departments. But at Fisheries and Oceans, or DFO, it remains a concept waiting to be embraced.
DFO often operates in silos, with fragmented, discipline-specific approaches that struggle to integrate external knowledge. Interdisciplinarity could greatly enrich policymaking and fisheries management, but it is largely absent from departmental practices. As a result, decisions are made without fully leveraging the wealth of external expertise, be it scientific, community-based, or traditional indigenous knowledge.
This is not to say that DFO staff lack competence or commitment. However, it is hard to ignore a certain implicit attitude in their internal processes: a belief that their “science”, framed within the Fisheries Act, holds a higher status than others, whether from academics or fishers. Consultations, when they include external experts or stakeholders, often feel more like validation exercises than genuine dialogue. And as for fishers, whose expertise is forged by a lifetime at sea? Their knowledge is often dismissed as anecdotal, if not outright ignored.
This posture is not only counterproductive; it is a barrier to progress. Managing fisheries and marine ecosystems requires an open, interdisciplinary approach. Continuing to act as though ecosystems, disciplines, or, worse, knowledge itself can be compartmentalized is a mistake. To build modern and effective management, it is time for DFO to step out of its ivory tower and join the collaborative table.
Rebuilding Canadians' eroded trust is essential to collaboration.
Another major issue is the lack of trust, which depends as much on just measures as it does on honest relationships. According to Statistics Canada, as of 2023, less than 30% of Canadians believed the government was effectively protecting the marine environment. This erosion in trust is fuelled by errors in implementing measures.
Take a recent example from 2024. Last summer, fishers in the Maritimes refused to remove their traps from a closed zone intended to protect a North Atlantic right whale. Why? Because the decision, poorly communicated, was based on incorrect boundary definitions. On site, fishers found that the whale was not even in the designated area. Such arbitrary decisions undermine government credibility and weaken conservation efforts.
Studies such as those by the FAO, the United Nations Food and Agriculture Organization, demonstrate that integrating local knowledge not only improves policies but also strengthens community buy‑in. Yet too often, fishers and indigenous communities are invited as token participants, not as active partners.
This must change if sustainable management is to be achieved.
All the briefs I have seen for this meeting point to an urgent need for collaboration and mediation.
Finally, it is time to embed mediation into the Fisheries Act. With its diverse stakeholders and interconnected systems, Canada cannot afford sterile conflicts.
Other jurisdictions have shown that this is achievable. Quebec's environmental quality act and New Zealand's resource management act both include mediation mechanisms to diffuse tensions. These tools foster collaboration, reduce conflict and rebuild trust. Mediation should not be seen as an option but as a prerequisite to any formal dispute.
DFO could lead the way by establishing regional committees to involve all stakeholders before decisions are finalized.
In conclusion, the Fisheries Act should be more than a piece of legislation.
It should embody an ambitious vision: protecting our ecosystems while respecting the communities that depend on them. Today, that visions feels out of reach. But by incorporating tools like mediation, fostering interdisciplinarity, and valuing local knowledge, we have the opportunity to transform the act into a model of sustainable and collaborative management.
Thank you for your attention. I look forward to your questions.