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Section I : Overview

Minister's Message

The Honourable Joe Oliver, P.C., M.P., Minister of Natural Resources

I am pleased to present the 2012-13 Departmental Performance Report for Natural Resources Canada (NRCan).

Canada is blessed with a vast incredible wealth of natural resources, which contribute significantly to our national economy. Resource industries play a critical role in delivering jobs, growth and prosperity for Canadians. That is why our government has made such great strides over the past year in our plan for Responsible Resource Development — a plan that has increased the protection of the environment and streamlined regulatory reviews.

Our Government is focused on bolstering investment and job creation, all while protecting Canada’s environment and strengthening Aboriginal consultations.  In fact, hundreds of resource projects are planned or proposed across Canada in the next ten years, worth as much as $650 billion dollars.

Enormous opportunities exist for Canada in the global energy market. Canada has massive energy assets and world-leading energy expertise, and is well positioned to help rapidly emerging economies with their growing energy and resource needs.

During the past year, NRCan has seen significant progress on many fronts. Our accomplishments include:

  • reaching out to new markets, especially in the burgeoning Asia Pacific region;
  • improving environmental standards to protect our children’s future while creating the foundation for their prosperity;
  • enhancing energy efficiency to benefit Canadian consumers and businesses;
  • making real progress on clean energy, which will create jobs today and a cleaner environment tomorrow;
  • restructuring Atomic Energy of Canada Limited and continuing our work to support an improved supply of medical isotopes;
  • upgrading our satellite station facilities with new state-of-the-art antennas;
  • conducting critical work to define the area of the continental shelf where Canada may exercise its sovereign rights over the natural resources of the seabed;
  • collaborating with universities across the country on advanced materials research to develop new technologies for use in the automotive, steel and pipeline industries;
  • supporting the ongoing transformation of Canada’s forest sector, driven by innovation and the development of new markets for Canadian forest products; and
  • engaging Aboriginal groups and enhancing economic opportunities for Aboriginal peoples through the work of the Special Federal Representative on West Coast Energy Infrastructure.

This report provides more details about the many achievements over the last year at NRCan that support the responsible development of Canada’s natural resources

The Honourable Joe Oliver
P.C., M.P.
Minister of Natural Resources

 

 

 

 

Section I: Organizational Overview

Raison d’être

NRCan’s vision is to improve the quality of life of Canadians by creating a sustainable resource advantage. It seeks to achieve this vision by working to improve the competitiveness of the natural resource sectors and to grow their contribution to Canada’s economy and by using its knowledge and expertise of Canada’s landmass to support the safety and security of citizens.

Responsibilities

The Minister of Natural Resources is specifically responsible for, or has responsibilities under, more than 30 Acts of ParliamentFootnote 1. The Minister’s core powers, duties and functions are set forth in the Department of Natural Resources Act Footnote 2, the Resources and Technical Surveys Act Footnote 3 and the Forestry ActFootnote 4. NRCan also works in areas of shared responsibility with the provinces.

Within the Government of Canada, the Minister of Natural Resources also has responsibilities for the natural resources portfolioFootnote 5 which includes:

To deliver on its responsibilities, NRCan relies on a number of instruments. It uses science and technology (S&T) to help address priorities and plan for the future. It develops policies, programs and regulations that help create a sustainable resource advantage, supporting strong and competitive natural resource sectors that are environmentally and socially responsible. It uses partnerships and international collaboration to help drive progress on natural resource issues that are important to Canadians. More broadly, the Department plays a critical role in Canada’s future, contributing to high-paying jobs, business investment and overall economic growth in Canada’s natural resource sectors. NRCan has offices and laboratories from coast to coast to coast. About half of its 94 occupied facilities are in the National Capital Region, with the remainder being distributed from Atlantic Canada, through Quebec and Ontario, to the Western and Pacific Regions and Northern Canada.

Strategic Outcomes and Program Alignment Architecture

The diagram below presents NRCan’s strategic outcomes and inventory of programs for 2012-13, commonly referred to as the Program Alignment Architecture. Through its programs, NRCan supports the achievement of three Government of Canada outcomes: Strong Economic Growth, A Clean and Healthy Environment, and A Safe and Secure Canada.

Program Alignment Architecture Diagram
Text Version - Program Alignment Architecture

Program Alignment Architecture – Long descriptions – (Page 3 of the PDF)

1- Canada’s Natural Resource Sectors are Globally Competitive

1.1 Market Access and Diversification
1.1.1 Mineral and Metal Markets Access and Development
1.1.2 Forest Product Market Access and Developmentv 1.1.3 Energy Market Regulation and Information
1.1.4 International Opportunities for Canadian Earth Sciences

1.2 Innovation for New Products and Processes
1.2.1 Mining Innovation
1.2.2 Forest Sector Innovation
1.2.3 Geomatics Innovation

1.3 Investment in Natural Resource Sectors
1.3.1 Mineral Investment
1.3.2 Forest-based Community Partnerships
1.3.3 Targeted Geoscience Initiative 4 (TGI 4)
1.3.4 Geo-mapping for Energy and Minerals
1.3.5 New Energy Supply
1.3.6 Major Projects Management Office Initiative

1.4 Statutory Programs – Atlantic Offshore

2- Natural Resource Sectors and Consumers are Environmentally Responsible

2.1 Energy-Efficient Practices and Lower-Carbon Energy Sources
2.1.1 Renewable Energy Deployment
2.1.2 Support for Clean Energy Decision-making
2.1.3 Alternative Transportation Fuels
2.1.4 Energy Efficiency

2.2 Technology Innovation
2.2.1 Materials for Energy
2.2.2 Green Mining
2.2.3 Clean Energy Science and Technology

2.3 Responsible Natural Resource Management
2.3.1 Forest Ecosystem Science and Application
2.3.2 Groundwater Geoscience
2.3.3 Environmental Studies and Assessments
2.3.4 Radioactive Waste Management

3- Canadians have information to Manage their Lands and Natural Resources, and are Protected from Related Risks

3.1 Protection for Canadians and Natural Resources
3.1.1 Explosives Safety and Security
3.1.2 Materials and Certification for Safety and Security
3.1.3 Forest Disturbances Science and Application
3.1.4 Climate Change Adaptation
3.1.5 Geohazards and Public Safety

3.2 Landmass Information
3.2.1 Essential Geographic Information
3.2.2 Canada’s Legal Boundaries
3.2.3 Polar Continental Shelf Logistics Support

4.1 Internal Services

 

NRCan’s activities also contribute to the Federal Sustainable Development StrategyFootnote 14 (FSDS) (see legend below).

Theme I Theme II Theme III Theme IV

*The Management, Results and Resources Structure (MRRS) Policy underwent changes that came into effect in April 2012. Updates have been made to the MRRS nomenclature: “Program Activity Architecture” becomes “Program Alignment Architecture” (PAA); “Program Activity” becomes “Program”; “Sub-Activity” becomes “Sub-Program”.

Organizational Priorities

In 2012-13, NRCan identified five priorities critical to meeting its strategic outcomes and supporting Government of Canada priorities. These priorities have guided the delivery of results, which are presented below for each priority.

The success in delivering each priority is assessed against plans and commitments presented in NRCan’s 2012-13 Report on Plans and PrioritiesFootnote 15.

 

 

 

 

 

Risk Analysis

In 2012-13, the Department managed a range of key risks, both strategic and operational, which are contained in its Corporate Risk Profile. Two of those risks—Market Diversification and Barriers to Investment, and Hazards and Emergency Management—are discussed here.

Context

Canada’s natural resource sectors—which directly and indirectly account for almost one-fifth of the country’s nominal Gross Domestic Product (GDP) and close to 1.8 million jobs—face both risks and opportunities in trying to diversify markets and reduce barriers to investment. The risks are particularly acute for the energy sector. Canada’s only customer for crude oil and gas, the United States, is expected to become not only energy self-sufficient in the next 20 years, but also a net exporter of liquefied natural gas. Oil transportation capacity is already tight, and will potentially be insufficient by 2016-17 to accommodate the expected growth in oil sands production. At the same time, however, the rapid growth in emerging economies presents opportunities for Canada to diversify its markets. According to the International Energy Agency, China is now the largest energy consumer in the world and India is set to become the third largest consumer by 2030.

Without concerted action to diversify our energy markets, Canada will be unable to fully realize the economic and social benefits of its natural resource endowment. New and improved infrastructure is needed to transport oil west, east and south to accommodate growing production from the oil sands, access the growing Asia-Pacific markets and to ensure Canada can obtain the best prices for its oil. For liquefied natural gas, export is the only means by which Canada can secure long-term contracts and sustain its natural gas industry in a growing, competitive market.

Canada’s natural resource sectors also face barriers to investment stemming from economic, environmental, and social factors. Development projects are capital intensive and highly sensitive to market volatility, labour and cost pressures, and fiscal regimes, and as global competition increases, investors have other options. This is why NRCan is undertaking regulatory reform under the plan for Responsible Resource Development to establish both certainty of timelines and better regulatory instruments that align with those of the provinces.

With respect to hazards and emergency management, NRCan plays a key role—in partnership with other government departments and stakeholders—in ensuring the safety and security of Canadians by providing timely and accurate scientific and technical information as well as advice and guidance on natural hazards. By providing knowledge on Canada’s lands and natural resources, NRCan enables informed decision making and facilitates the responsible development and management of Canada’s natural resources and land.

RISK ANALYSIS
Risk Risk Response Strategy Link to
PAA * 		Link to
Priorities

Market Diversification and Barriers to Investment

Through its policy, programs and science and technology, NRCan supports the diversification of markets for Canada’s natural resources and the reduction of barriers to investment. The effectiveness of NRCan’s risk responses is reflected in, for example, the increase of 54% in the value of exports of natural resource products during the period 2003 to 2012; they now represent more than half of all domestic exports. Comparatively, exports of all other goods, excluding those associated with the natural resource sectors, fell by 3% during the same period.

Despite global market volatility, investors continue to pursue a range of opportunities for oil and liquefied natural gas infrastructure in Canada. Currently, 140 major oil and gas projects, valued at $310 billion, are under way or planned over the next 10 years. Proposed oil pipelines alone would add up to 3 million barrels per day of export capacity by 2018. Further, NRCan’s activities contributed to foreign direct investment in Canada’s natural resources of $217 billion in 2012, accounting for a third of Canada’s total foreign investment, a percentage that has remained stable for the past five years.

In 2012-13, NRCan undertook a number of initiatives to address the risks and opportunities identified above, including:

  • Undertaking regulatory reform under the plan for Responsible Resource Development to establish both certainty of timelines and better regulatory instruments that align with those of the provinces;
  • Strengthening pipeline safety to assure Canadians that the Government places priority on environmental protection and will follow a "polluter pays" principle;
  • Promoting Canada's environmental record in its development of natural resources at home and abroad;
  • Sustaining engagement with global buyers to ensure future markets, through missions and other bilateral partnerships, including with the United States;
  • Advancing Canada’s relationships with key prospective global partners including China, India, Japan and Korea through regular Prime Ministerial and Ministerial engagement;
  • Addressing trade barriers (e.g., the European Union’s Fuel Quality Directive); and
  • Leveraging S&T knowledge for informing investment decision making, for example, by developing and disseminating information through the Geo-mapping for Energy and Minerals program on the potential mineral deposits in Canada’s North to reduce the risks of development, and by developing, in partnership with academia and FPInnovations,  new forest products and processes.

Canada’s natural resource sectors are globally competitive

Natural resource sectors and consumers are environmentally responsible

Canadians have information to manage their lands and natural resources, and are protected from related risks

Expand markets and global partnerships

Unlock resource potential through responsible resource development

Hazards and Emergency Management

NRCan continuously scans its environment and that of the natural resource sectors to identify existing and emerging risks, assesses the potential impacts on the natural resource sectors, and ensures that it has the proper strategies, policies, programs, regulations and capacity in place to respond. The effectiveness of NRCan’s risk responses is reflected in stakeholders’ use of the Department’s data, tools and expertise to manage and mitigate risks and hazards. For example, the District of North Vancouver incorporated NRCan’s seismic risk assessment scenarios into its sustainable hazard risk management and disaster risk reduction initiatives. The Canadian Commission on Building and Fire Codes incorporated NRCan’s information into the National Building Code. And the Canadian Space Agency used NRCan's analysis of the radiation environment to inform the design of its Polar Communication and Weather mission.

In 2012-13, NRCan undertook a number of initiatives to address the risks identified above, including:

  • Annually updating its Strategic Emergency Management Plan based on lessons learned from table top exercises that test each of the Strategic Emergency Management Plan’s specific supporting emergency management plans;
  • Improving the national earthquake hazard and space weather forecast models;
  • Developing a new infrastructure layer for the National Railway Network, in partnership with Public Safety Canada and Defence Research and Development Canada, which has been incorporated into a system that allows the Canadian safety and security community to access landmass and geohazards information;
  • Developing a national landslide susceptibility map, national tsunami map, shear wave velocity measurement guidelines, and national earthquake model;
  • Conducting ongoing research on areas such as investigating the effects of accidental offshore discharges and spills and the development of remediation options, improving pipeline materials standards, and developing new high-strength pipeline steels.

Canadians have information to manage their lands and natural resources, and are protected from related risks

Leverage S&T knowledge for safety and security risk management

*Program Alignment Architecture

Summary of Performance

NRCan revised its 2012-13 Program Alignment Architecture (PAA) in an effort to better showcase its contribution to Canada and Canadians and more effectively measure results.

Throughout this report, the amount in the Difference column is calculated as Planned minus Actual for both financial and human resources.

2012-13 Financial Resources – Total Departmental ($ thousands)
  Total Budgetary
Expenditures		 Planned
Spending		 Total
Authorities		 Actual
Spending		 Difference
Program Spending 1,676,903 1,676,903 1,706,002 1,281,846 395,057
Statutory Programs –
Atlantic Offshore		 1,134,954 1,134,954 684,965 684,965 449,989
TOTAL 2,811,857 2,811,857 2,390,967 1,966,811 845,046

 

2012-13 Human Resources – Total Departmental (FTEs*)
Planned Actual Difference
4,495 4,224 271

*FTEs are a measure of the extent to which an employee represents a full person-year charge against a departmental budget. FTEs are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.

Performance Summary Tables – For Strategic Outcomes and Programs

Strategic Outcome 1: Canada’s Natural Resource Sectors are Globally Competitive

Financial Resources ($ thousands)
Programs Total
Budgetary
Expenditures
2012-13		 Planned Spending Total
Authorities
2012-13		 Actual Spending Alignment to
Government
of Canada
Outcomes
2012-13 2013-14 2014-15 2012-13 2011-12 2010-11

Market Access and Diversification

 28,258

 

 28,258

 

 44,913

 

 42,764

 

 57,374

 

 55,420

 

 *

 

 *

 

 Strong economic growthFootnote 37

Innovation for New Products and Processes

 71,292

 

 71,292

 

 102,525

 

 61,787

 

 99,731

 

 93,948

 

 *

 

 *

 

Investment in Natural Resource Sectors

 74,618

 

 74,618

 

 54,484

 

 48,508

 

 74,985

 

 73,319

 

 *

 

 *

 

Statutory Programs — Atlantic Offshore

 1,134,954

 

 1,134,954

 

 1,255,167

 

 1,100,100

 

 684,965

 

 684,965

 

 *

 

 *

 
Strategic Outcome 1
Sub-Total 		1,309,122

 

 1,309,122

 

 1,457,089

 

 1,253,159

 

 917,054

 

 907,652

 

 *

 

 *

 

*Actual Spending for 2011-12 reflects that year’s PAA structure, for which there were two program activities under Strategic Outcome 1: 1.1 Economic Opportunities for Natural Resources (Actual Spending for 2011-12 of $1,439,492,491), which includes the Statutory Programs related to the Atlantic Offshore, with Actual Spending for 2011-12 of $1,222,730,140), and 1.2 Natural Resource-based Communities (Actual Spending for 2011-12 of $23,288).

Actual Spending for 2010-11 reflects that year’s PAA structure, for which there were two program activities under Strategic Outcome 1: 1.1 Economic Opportunities for Natural Resources (Actual Spending for 2010-11 of $2,351,960,558), which includes the Statutory Programs related to the Atlantic Offshore, and Actual Spending for 2010-11 of $2,103,259,499) and 1.2 Natural Resource-based Communities (Actual Spending for 2010-11 of $12,683,530).

The difference between Planned Spending and Total Authorities is mainly attributable to adjustments of statutory payments under the Newfoundland Offshore Petroleum Resource Revenue Fund, the payments to the Nova Scotia Offshore Revenue Account, the Crown Share Adjustment Payment for Nova Scotia Offshore Petroleum Resources and the announcement in Canada’s Economic Action Plan 2012 of funding to support the Forest Innovation Program and Expanding Market Opportunities Program.

Strategic Outcome 2: Natural Resource Sectors and Consumers are Environmentally Responsible

Financial Resources ($ thousands)
Programs Total
Budgetary
Expenditures
2012-13		 Planned Spending Total
Authorities
2012-13		 Actual Spending Alignment to
Government
of Canada
Outcomes
2012-13 2013-14 2014-15 2012-13 2011-12 2010-11
Energy-Efficient Practices and Lower-Carbon Energy Sources 585,488 585,488 444,318 464,096 521,650 342,425 * * A clean and healthy environmentFootnote 38

 

 

 
Technology Innovation 430,843 430,843 265,762 202,009 290,673 152,200 * *

Responsible Natural Resource Management

 234,547 234,547 341,051 157,779 310,838 236,875 * *
Strategic Outcome 2
Sub-Total 		1,250,878 1,250,878 1,051,131 823,885 1,123,161 731,500 * *

*Actual Spending for 2011-12 reflects that year’s PAA structure, for which there were two program activities under Strategic Outcome 2: 2.1 Clean Energy (Actual Spending for 2011-12 of $1,323,313,646) and 2.2 Ecosystem Risk Management (Actual Spending for 2011-12 of $199,083,001).

Actual Spending for 2010-11 reflects that year’s PAA structure, for which there were two program activities under Strategic Outcome 2: 2.1 Clean Energy (Actual Spending for 2010-11 of $1,329,561,608) and 2.2 Ecosystem Risk Management (Actual Spending for 2010-11 of $198,295,951).

The difference between Planned Spending and Total Authorities is primarily a result of Budget 2012 Savings Measures in relation to ecoENERGY for Biofuels, ecoENERGY for Renewable Power, ecoENERGY for Innovation Initiative, lapsing funds due to, on average, lower incentive amounts claimed by project proponents under ecoENERGY for Renewable Power, the use of funding related to the reprofiling of the Clean Energy Fund, and the announcement in Budget 2012 of funding to compensate property owners and municipalities for potential losses as part of the Port Hope Area Initiative.

Strategic Outcome 3: Canadians have Information to Manage their Lands and Natural Resources, and are Protected from Related Risks

Financial Resources ($ thousands)
Programs Total
Budgetary
Expenditures
2012-13		 Planned Spending Total
Authorities
2012-13		 Actual Spending Alignment to
Government
of Canada
Outcomes
2012-13 2013-14 2014-15 2012-13 2011-12 2010-11

Protection for Canadians and Natural Resources

 56,020 56,020 59,202 58,051 60,234 55,604 * * A safe and secure CanadaFootnote 39

 

Landmass Information

 48,117 48,117 44,500 41,888 103,326 90,961 * *
Strategic Outcome 3
Sub-Total 		104,137 104,137 103,702 99,939 163,560 146,565 * *

*Actual Spending for 2011-12 reflects that year’s PAA structure, for which there were three program activities under Strategic Outcome 3: 3.1 Adapting to a Changing Climate and Hazard Risk Management (Actual Spending for 2011-12 of $50,834,868), 3.2 Natural Resource and Landmass Knowledge and Systems (Actual Spending for 2011-12 of $87,235,443) and 3.3 Geomatics Canada Revolving Fund (Actual Spending for 2011-12 of $444,250).

Actual Spending for 2010-11 reflects that year’s PAA structure, for which there were three program activities under Strategic Outcome 3: 3.1 Adapting to a Changing Climate and Hazard Risk Management (Actual Spending for 2010-11 of $60,822,193), 3.2 Natural Resource and Landmass Knowledge and Systems (Actual Spending for 2010-11 of $95,524,071) and 3.3 Geomatics Canada Revolving Fund (Actual Spending deficit for 2010-11 of $253,414).

The difference between Planned Spending and Total Authorities is primarily a result of the funding for the Revitalization of NRCan’s Satellite Station Facilities across Canada and the transfer from National Defence for the construction of the Canadian Forces Arctic Training Centre.

Performance Summary Table – For Internal Services ($ thousands)

2012-13 Financial Resources ($ thousands)
  Total
Budgetary
Expenditures
2012-13		 Planned Spending Total
Authorities
2012-13		 Actual Spending
2012-13 2013-14 2014-15 2012-13 2011-12 2010-11

Internal Services

 147,720 147,720 155,862 139,913 187,192 181,093 251,746 308,434
Sub-Total 147,720 147,720 155,862 139,913 187,192 181,093 251,746 308,434

The difference between Planned Spending and Total Authorities results from increases received in Supplementary Estimates to support internal services where programs have also been increased through Supplementary Estimates and increases resulting from programs paying for internal services in year.

 

Performance Summary Table – Total Spending ($ thousands)

2012-13 Financial Resources ($ thousands)
  Total
Budgetary
Expenditures
2012-13		 Planned Spending Total
Authorities
2012-13		 Actual Spending
2012-13 2013-14 2014-15 2012-13 2011-12 2010-11

Strategic Outcomes and Internal Services

 2,811,857 2,811,857 2,767,784 2,316,896 2,390,967 1,966,811 3,352,173 4,357,029
Total 2,811,857 2,811,857 2,767,784 2,316,896 2,390,967 1,966,811 3,352,173 4,357,029

 

NRCan's Planned Spending of $2.81 billion was adjusted during the year to $2.39 billion to reflect the changes in authorities granted in Budget 2012 and adjustments to statutory items. The overall reduction of $0.42 billion is explained by a combination of increases and decreases. Increases include funding for the Port Hope Area Initiative, Forest Innovation Program and Expanding Market Opportunities Program, Government Advertising Campaign, the Revitalization of NRCan’s Satellite Station Facilities across Canada, Isotope Technology Acceleration Program, Major Projects Management Office Initiative, the transfer from National Defence for the construction of the Canadian Forces Arctic Training Centre and an increase with the new statutory item of Crown Share Adjustment Payment for Nova Scotia Offshore Petroleum Resources. Decreases include Budget 2012 Savings Measures, return to the fiscal framework of reprofiled Clean Energy Funds, payments to the Newfoundland Offshore Petroleum Resource Revenue Fund, which were lower than initially forecasted due to decreases in production resulting from the shut-down of oil producing platforms, and payments to the Nova Scotia Offshore Revenue Account, which were lower due to decreases in production resulting from depressed natural gas prices and reduction in operating capacity.

NRCan's Actual Spending of $1.967 billion compared to total authorities of $2.391 billion resulted in a lapse of $424 million, primarily due to lapses in the Grants and Contributions Vote pertaining to the ecoENERGY for Biofuels program, Clean Energy Fund, and the Grant to Sustainable Development Technology Canada’s* Next Generation Biofuels Fund and a lapse in the Operating Vote for the Port Hope Area Initiative. These lapses are mainly due to lower-than-anticipated fuel production levels for ecoENERGY for Biofuels, reduced funding requirements from Sustainable Development Technology Canada for the Next Generation Biofuels Fund, reprofiling of funds to future years for the Clean Energy Fund and the Enhancing Competiveness in a Changing Climate Program, and delays in the implementation of the Port Hope Area Initiative. Also various other items were reprofiled in the Operating Vote.

*Sustainable Development Technology Canada (SDTC) is an arm’s length organization created by the Government of Canada to demonstrate new technologies to promote sustainable development, including technologies to address issues related to climate change and the quality of air, water and soil.

Expenditure Profile

The graph below illustrates the departmental spending trend for the period 2009-10 to 2015-16, excluding statutory funding. Note that it does not include information from Budget 2013.

Funding

Expenditure Profile
Text Version - Spending Trends

The graph below illustrates the departmental spending trend for the period 2009-10 to 2015-16, excluding statutory funding. Note that it does not include information from Budget 2013.

  2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16
Ongoing Funding 591,935,567 455,462,093 430,465,079 678,700,653 442,456,682 420,865,581 429,262,159
Temporary Funding 1,135,328,000 1,798,308,317 1,698,978,474 603,145,542 1,090,660,446 725,092,643 506,028,623
 

NRCan’s ongoing funding is holding at a fairly consistent level, although it has seen some reductions through both Strategic Review 2009 and Budget 2012 Savings Measures.

NRCan had a significant spike in temporary funding during the period 2008-09 to 2011-12, resulting principally from programs announced as part of Canada’s Economic Action Plan 2009, including the Pulp and Paper Green Transformation Program and the ecoENERGY Retrofit Homes grant program. As these programs have terminated, NRCan’s spending trend for programs with temporary funding has declined. Additionally, as the department moves into 2013-14 and future years, other programs (such as Investments in Forest Industry Transformation and the Clean Energy Fund) are scheduled to sunset and other programs (such as ecoENERGY for Biofuels) have declining funding profiles. NRCan recognizes that some of these programs may continue, which—depending on the amount of renewal—could level the spending trend in temporary funding over the period 2012-13 to 2015-16.

NRCan’s statutory payments are primarily associated with the offshore agreements between the Government of Canada and the provinces of Nova Scotia and Newfoundland and Labrador. As the majority of the statutory payments are related to revenue, the spending trend for statutory payments fluctuates depending on a number of factors such as production and pricing levels.

NRCan’s projected spending profile indicates a declining trend in expenditures after fiscal year 2011-12 as a result of sunsetting funding for Canada’s Economic Action Plan initiatives as well as other programs, notably the Pulp and Paper Green Transformation Program ($549.8 million), the ecoENERGY Retrofit – Homes program ($400 million), and the ecoENERGY Technology Initiative ($48.7 million).

Estimates by Vote

For information on NRCan’s organizational Votes and/or statutory expenditures, see the Public Accounts of Canada 2013 (Volume II). Footnote 40 An electronic version of the Public Accounts 2013 is available on the Public Works and Government Services Canada’s websiteFootnote 41.

Contribution to the Federal Sustainable Development Strategy

The Federal Sustainable Development Strategy (FSDS) fulfills the requirements of the Federal Sustainable Development ActFootnote 42, as passed by Parliament in 2008. It outlines the Government of Canada’s commitment to improving the transparency of environmental decision-making by articulating its key strategic environmental goals and targets. The FSDS brings together goals, targets, and implementation strategies organized under four themes:

Theme I Theme II Theme III Theme IV

Addressing Climate Change and Air Quality
NRCan supports the goals of this theme, which are to reduce greenhouse gas (GHG) emissions and mitigate the impacts of climate change, as well as to minimize the threats to air quality so that the air Canadians breathe is clean and supports healthy ecosystems. NRCan contributes to GHG mitigation and air quality through the following sub-programs: Forest Products Market Access and Development (1.1.2); Forest Sector Innovation (1.2.2); New Energy Supply (1.3.5); Renewable Energy Deployment (2.1.1); Support for Clean Energy Decision-making (2.1.2); Alternative Transportation Fuels (2.1.3); Energy Efficiency (2.1.4); Materials for Energy (2.2.1); Green Mining (2.2.2); Clean Energy Science and Technology (2.2.3); Forest Ecosystem Science and Application (2.3.1); Climate Change Adaptation (3.1.4); and Essential Geographic Information (3.2.1).

Maintaining Water Quality and Availability
NRCan supports the goals to protect and enhance the quality of water so that it is clean, safe and secure for all Canadians and supports healthy ecosystems through activities under the Radioactive Waste Management sub-program (2.3.4). NRCan also supports the goal to enhance resources in a manner consistent with the sustainability of the resource, through the Groundwater Geoscience sub-program (2.3.2).

Protecting Nature
NRCan supports the goals to maintain productive and resilient ecosystems with the capacity to recover and adapt; and protect areas in ways that leave them unimpaired for present and future generations through the Environmental Studies and Assessment sub-program (2.3.3). NRCan also supports the goal that sustainable production and consumption of biological resources are within ecosystem limits though the Forest Ecosystem Science and Application sub-program (2.3.1).

NRCan contributes to progress in all FSDS themes through its programs as articulated in its Departmental Sustainable Development Strategy. For details on the contribution of programs to sustainable development, consult the departmental website Footnote 43.

NRCan plays a key role in delivering on the Government’s Clean Air Agenda (CAA) Footnote 44 by leading on the clean energy component, as well as contributing to adaptation and international engagement efforts such as the Canada-US Clean Energy DialogueFootnote 45. In Budget 2011, the Government renewed its commitment to the CAA as part of Canada’s Economic Action PlanFootnote 46 with a focus on regulatory actions to achieve real emissions reductions while maintaining Canada’s economic advantage.

Strategic Environmental Assessments

During 2012-13, NRCan considered the environmental effects of initiatives subject to the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals Footnote 47. Through a strategic environmental assessment process, 38% of departmental initiatives were found to contribute to the above FSDS themes, goals and targets, with the majority contributing to themes I, III and IV. The remaining 62% were not applicable to the FSDS.

NRCan’s web site offers more information on strategic environmental assessmentsFootnote 48 and activitiesFootnote 49 that support sustainable development. Complete information on the FSDS can be found on the Environment Canada website Footnote 50.

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