Mr. Speaker, I appreciate the opportunity to set the record straight. The hon. member has raised the issue of cuts to essential services such as the Coast Guard and science. The facts tell a different story than the hon. member has put before the House.
In truth, the Canadian Coast Guard's recent changes were made to standardize the organization structure to be consistent across the country, not to reduce service. This is critical to ensuring that it conducts its business consistently as a truly national institution. Adopting these new standard structures has affected some areas of the organization. In fact, less than 1% of the personnel within the Coast Guard are affected and they have been expecting these changes for two years.
Letters were delivered to Coast Guard employees at the same time as to Fisheries and Oceans Canada employees affected by the strategic review so they would have the same opportunities to seek alternative employment.
The Canadian Coast Guard is a vital national institution and our government is proud to invest in its future, which is why we are equipping the organization with the tools and training needed to keep Canada's waters safe and secure. Our government has invested more than $1.4 billion, including critical funding for the new Hero Class midshore patrol vessels, as well as for offshore fisheries science vessels. From motorized lifeboats to midshore patrol craft and a new polar icebreaker, the state-of-the-art vessels we are procuring will provide us with a fleet for the future. This modernized fleet will not only serve the department, but will play a key role in helping other government departments to fulfill their mandates.
As for changes to science, we are strengthening the department's regulatory duties in relation to fish health and environmental interactions. We are streamlining and simplifying how science is managed by aligning science resources to reflect the transition to an ecosystems approach to science.
Fisheries and Oceans Canada believes science is an essential contributor to all resource management decision making. By adopting a team approach to science that looks at whole ecosystems rather than single issues, fewer single-issue experts are required.
As for timing, the decision to inform employees in December was not taken lightly. In fact, it was based largely on feedback from employees who, on the whole, wished to be informed as early as possible. The rationale was that every affected employee could benefit from workforce adjustment resources and have an early opportunity to make appropriate decisions accordingly. The actual transition process for employees will take many months.
As members can see, Fisheries and Oceans Canada has embraced deficit reduction as an opportunity for renewal and transformation. It has taken advantage of this opportunity to find better ways to do things, seek efficiencies, develop seamless delivery and respond better to Canadians' expectations.
Fisheries and Oceans Canada is making business decisions that are in the long-term interest of the country. Within the department, there has been positive engagement and mutual support to find sustainable and innovative solutions to operating with fewer resources, changing the way we work for the better.
We have a responsibility to review the department's spending in light of the government's efforts to manage the deficit. We have a duty to ensure that government programs are efficient, effective and achieving expected results for Canadians.