Section II: Analysis of Programs and Sub-Programs by Strategic Outcomes

A report on the regulatory approaches to marine renewable energy management in other countries was also produced in 2012-13. The report will contribute to advancing knowledge of policy options for administering marine renewable energy in the Canadian federal offshore.

Sub-Program 2.1.2: Support for Clean Energy Decision-making

Description: The development of Canada's energy resources is a source of greenhouse gas emissions and other environmental impacts. The transition to a cleaner energy mix is a long-term challenge that requires an understanding of how clean energy production options can fit within the broader energy system. There is insufficient information for the public and federal government decision makers to evaluate the effectiveness of solutions to the domestic and international environmental impacts of energy development. This sub-program provides tools, information and analysis to Canadians on climate change mitigation and clean energy technologies, and supports Canada's international climate change negotiators. This sub-program is supported by the Clean Energy Policy Program and the International Negotiations program.

Financial Resources – For Sub-Program 2.1.2 ($ thousands)

Planned Spending 2012-13	Actual Spending 2012-13	Difference* 2012-13
3,845	2,712	1,133

*The difference between Planned Spending and Actual Spending is primarily a result of a lapse in the Clean Energy Policy Program. The lapse is mainly due to a contract that has not materialized and to lower-than-anticipated travel expenditures.

Human Resources – (Full-Time Equivalent – FTEs)* – For Sub-Program 2.1.2

Planned 2012-13	Actual 2012-13	Difference 2012-13
29	19	10

*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 Results – For Sub-Program 2.1.2

Expected Result	Performance Indicator	Target	Actual Result
The public and federal government decision-makers have access to tools and information that support decisions on climate change and clean energy issues	Number of new climate change tools and information products available to the public	15 by March 31, 2016	NRCan is on track to meet this target, having produced 11 publicly available fact sheets, providing information about carbon capture and storage (CCS) projects. These fact sheets provide information on specific CCS projects including the partners involved, costs, expected outcomes and the amount of carbon dioxide (CO2) to be stored. Two fact sheets were also developed on seismicity and hydraulic fracturing, and work was undertaken to develop a fact sheet on GHG emissions. Source: Program records; NRCan website.
Canadian international climate change objectives are advanced in international meetings	Percentage of Canadian objectives reflected each year in the outcomes of relevant international meetings (e.g. UNFCCC)	75% by March 31, 2013	At least 75% of Canadian objectives were reflected in the outcomes of relevant international meetings, and all outcomes respected the limits and the priorities of Canadian positions. Source: Reports of meetings.

*More information on the Departmental Sustainable Development Strategy can be obtained at NRCan’s Planning and Reporting website ^Endnote60.

Performance Analysis and Lessons Learned

In 2012-13, GHG emissions reduction in the energy sector continued to feature prominently in NRCan’s work with federal and international partners. For example, NRCan continued its collaboration with Environment Canada (EC) on the approach to a regulatory framework for GHG emissions, including the development of regulations applicable to the oil and gas sector.

On the international front, the goal of reducing GHG emissions was further supported by NRCan’s ongoing efforts at various international fora to advance Canada’s interests relating to clean energy technology, including carbon capture and storage (CCS). To this end, NRCan represented Canada on technical issues at the United Nations Framework Convention on Climate Change (UNFCCC) negotiations, which led to the Doha Climate Gateway in December 2012.

The Department also represented Canada in the U.S.-led Clean Energy Ministerial (CEM), showcasing Canada as a leader in clean energy, and worked collaboratively with other major economies to advance the development and deployment of clean energy technologies. This representation was supported by the Department’s provision of analysis and advice to the Carbon Capture, Use and Storage Action Group under the CEM. In addition, NRCan produced 11 publicly available fact sheets on CCS and provided expertise on CCS to the Global CCS Institute, and the International Energy Agency.

All of these activities contributed to Goal 1 (Climate Change) and target 1.1 (Climate Change Mitigation) of the 2010-13 FSDS.

Sub-Program 2.1.3: Alternative Transportation Fuels

Description: Alternative fuels (e.g., natural gas, ethanol, biodiesel, etc) have lower carbon content and thus emit fewer greenhouse gases than conventional transportation fuels such as gasoline and diesel. However, fuel producers and users, vehicle and equipment manufacturers, and policy makers face barriers discouraging the production and use of alternative transportation fuels. These barriers include, but are not limited to: lack of market capacity to produce alternative fuels, lack of familiarity of end-users and other stakeholders regarding the benefits of alternative fuel use and the lack of codes and standards governing alternative vehicles and infrastructure. In order to address these barriers, the Program is responsible for increasing production capacity, designing and developing education and outreach materials and facilitating the design, development and updating of codes and standards. This sub-program is supported by the ecoENERGY for Biofuels and ecoENERGY for Alternative Fuels programs.

Financial Resources – For Sub-Program 2.1.3 ($ thousands)

Planned Spending 2012-13	Actual Spending 2012-13	Difference* 2012-13
362,534	133,392	229,142

*The difference between Planned Spending and Actual Spending is primarily due to Budget 2012 Savings Measures, which resulted in a reduction in funding for ecoENERGY for Biofuels. In addition, the lapse in the Grants and Contributions Vote related to ecoENERGY for Biofuels program and the Grant to Sustainable Development Technology Canada’s Next Generation Biofuels Fund is a contributing factor to lower-than-expected expenditures. The lapse of funds within ecoENERGY for Biofuels resulted from program recipients producing eligible fuel at levels lower than they could have produced under existing agreements. Sustainable Development Technology Canada did not require any funding that was allocated; however, statutory funding will remain available to this program in future years.

Human Resources – (Full-Time Equivalent – FTEs)* – For Sub-Program 2.1.3

Planned 2012-13	Actual 2012-13	Difference 2012-13
27	24	3

*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 Results – For Sub-Program 2.1.3

Expected Result	Performance Indicator	Target	Actual Result
Fuel producers have increased capacity to produce renewable alternatives to gasoline and diesel	Canada's alternative fuel production capacity	2 billion litres of domestic productive capacity of renewable alternatives to gasoline and 500 million litres of domestic productive capacity of renewable alternatives to diesel or commensurate with funds available by March 31, 2013	Since its launch, the ecoENERGY for Biofuels program signed agreements with producers that represent a constructed capacity to produce 1,881 million litres per year of renewable alternatives to gasoline (ethanol), and 575 million litres per year of renewable alternatives to diesel (biodiesel). Source: Program records.
Stakeholders (policy makers, end-users, alternative and conventional fuel producers, and vehicle and equipment manufacturers) have increased knowledge of alternative fuel pathways and increased awareness of the benefits of alternative fuel options	Percent of survey respondents reporting increased knowledge of alternative fuel pathways and increased awareness of the benefits of alternative fuel options	Target to be established once baseline information collected from first survey (in first year of the program) by March 31, 2013	Results are not yet available. This indicator will be reported on in future years. Source: Annual stakeholder surveys.
Enhanced knowledge within the standards community to harmonize/align and update the codes and standards	Number of codes and standards committees actively working on developing and updating the codes and standards	2 by March 31, 2013	The ecoENERGY for Alternative Fuels program supported three technical committees in 2012-13. These committees are developing codes and standards related to natural gas vehicles. Source: Consultation with standards committees.

*More information on the Departmental Sustainable Development Strategy can be obtained at NRCan’s Planning and Reporting website ^Endnote61.

Performance Analysis and Lessons Learned

The positive trend in production of biofuel in Canada was supported in 2012-13 by the ecoENERGY for Biofuels program, which exceeded its target for biodiesel constructed capacity (575 ML/year against a target of 500 ML/year). It should be noted that market conditions, which are beyond the Department’s control, sometimes impact its ability to deliver on targets. Such is the case with the ethanol capacity. In 2012-13, production fell short of the target (1881 ML/year against a target of 2000 ML/year).

The ecoENERGY for Alternative Fuels program met its target to support three technical committees that are developing codes and standards related to natural gas vehicles and infrastructure. This program also partially met its additional target to support the establishment of natural gas local support networks, which will act as information hubs for natural gas end-users fleets and other key stakeholders. It is expected that these networks will be in place in 2013-14.

In 2011-12, the Alternative Transportation Fuels sub-program was evaluated. The evaluation found that Alternative Transportation Fuels programs (including ecoENERGY for Biofuels) are consistent with federal and departmental priorities and the role of government. More specifically, the evaluation identified a continued need for the ecoENERGY for Biofuels program until 2016-17, when the program ends, given its integral role in supporting the Government’s Renewable Fuels Strategy.

The work undertaken by these programs supported Goal 1 (Climate Change) and Goal 2 (Air Pollution) of the 2010-13 FSDS.

Sub-Program 2.1.4: Energy Efficiency

Description: Increasing energy efficiency remains an effective and low-cost means of reducing greenhouse gas emissions. Many Canadian energy users are unaware of the benefits of adopting energy-efficient technologies and practices. As well, because the energy efficiency of housing, buildings, and energy-using products is continually improving, regulations, codes and standards require ongoing stringency improvements. This program encourages the adoption of energy-efficient technologies and practices through labelling, information and training, and makes the stock of housing, buildings and energy-using products more efficient through regulation, codes, standards and energy benchmarking activities. It also makes industrial and vehicle operations more energy efficient through energy management standards, practices and training. This sub-program is supported by the ecoENERGY Efficiency program.

Financial Resources – For Sub-Program 2.1.4 ($ thousands)

Planned Spending 2012-13	Actual Spending 2012-13	Difference* 2012-13
46,011	48,081	(2,070)

*The difference between Planned Spending and Actual Spending is mainly attributed to expenditures related to the settlement of collective agreements and severance pay, which was not included in the Planned Spending, as well as one-time payments for workforce adjustment.

Human Resources – (Full-Time Equivalent – FTEs)* – For Sub-Program 2.1.4

Planned 2012-13	Actual 2012-13	Difference 2012-13
252	245	7

*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 Results – For Sub-Program 2.1.4

Expected Result	Performance Indicator	Target	Actual Result
Increased energy efficiency resulting from NRCan programs	Petajoules of energy saved through NRCan programming	36-44 petajoules by March 31, 2016	This sub-program met its 2012-13 target of 11.30-13.21petajoules, and is on track to achieve its 2015-16 target of 36-44 petajoules. Source: Program data.
Canadians adopt NRCan-targeted energy efficient products and practices	a) Number of provincial/territorial/ utility programs using NRCan developed housing standards and systems b) Number of jurisdictions adopting the 2011 National Energy Code for Buildings (NECB)	12 regional programs using NRCan developed housing standards and systems; 4 provinces/ territories adopting NECB or equivalent by March 31, 2013	A total of 26 provincial, territorial and utility programs used NRCan-developed housing standards and systems in 2012-13. An additional 2 non-governmental programs used the standards and systems. As well, 4 provinces have adopted or taken significant steps toward adopting the 2011 National Energy for Buildings (NECB) or equivalent. Ontario adopted an equivalent building energy code in 2011, and 3 provinces undertook consultations on the NECB in 2012-13. An additional 5 provinces and territories began technical analysis of the code in 2012-13. Source: Program data.
	Implementation of promoted fuel efficient practices by type, related to operations and purchasing by drivers and freight organizations	Increased implementation of fuel efficient driving techniques by participating drivers of light duty and heavy duty vehicles and increased fuel efficiency by freight organizations participating in SmartWay.	In 2012-13, survey results showed an increase in the implementation of NRCan-promoted fuel-efficient driving techniques by participating drivers of light-duty and heavy-duty vehicles. A case study of student drivers of light-duty vehicles revealed that 85% received the information they needed to conserve fuel from the Auto$mart training course, and nearly all student drivers practised at least three new techniques to conserve fuel. Similarly, according to survey results, 96% of professional fleet drivers who participated in SmartDriver training said that they were provided with the information needed to save fuel on the road, and implemented, on average, three new techniques that created 5-7% improvements in fuel consumption. Results are not yet available on the increase of fuel efficiency by freight organizations participating in SmartWay. Source: Follow-up participant survey and data from SmartWay participants.

*More information on the Departmental Sustainable Development Strategy can be obtained at NRCan’s Planning and Reporting website^Endnote62.

Performance Analysis and Lessons Learned

Energy efficiency measures, such as NRCan’s training initiatives for individuals and the development of codes and regulations, contribute to Canada’s long-term greenhouse gas emissions reduction goals while saving Canadian consumers and businesses money.

Through the ecoENERGY Efficiency program, more than 12 petajoules of energy were saved by March 31, 2013. This is the equivalent to the energy used by 125,000 households each year. The program exceeded its target of providing training to individuals in various sectors. For example, 216,000 drivers were trained in the transportation sector. The related target for the implementation of fuel-efficient practices was also met. Survey results showed that 96% of professional fleet drivers who participated in SmartDriver training increased their knowledge and use of fuel-efficient driving techniques, and similar results were found from surveys of student drivers of light-duty vehicles.

With respect to energy efficient codes and standards, 26 provincial, territorial or utility programs used NRCan-developed housing standards and systems, and 4 provinces adopted or took significant steps towards adopting the 2011 National Energy Code for Buildings. The adoption of housing and building codes and standards improves the minimum energy performance of new construction, making them more efficient and improving the ability of homeowners and building owners to reduce their energy use.

The Energy Efficiency Regulations establish energy efficiency standards for a wide range of energy-using products, with the objective of eliminating the least energy-efficient products from the Canadian market. NRCan completed 16 market assessments of consumer and commercial products to be regulated as well as 9 technology assessments.

As with the other sub-programs, all of these activities supported Goal 1 (Climate Change) and Goal 2 (Air Pollutants) of the 2010-13 FSDS.

Program 2.2: Technology Innovation

Description: Solutions to environmental challenges faced by the natural resource sectors require sustained efforts in RD&D because the current level of science and technology is inadequate to address these concerns. However, the natural resource sectors neither have all the necessary knowledge nor make the necessary investments in innovation due to the potential poor return on investment. The objective of this program is to encourage academia, industry and the public sector to research, develop and demonstrate innovative solutions to environmental challenges encountered in the natural resource sectors. This objective is achieved through the generation and dissemination of science knowledge, and the development and demonstration of new technologies. Progress towards this program was achieved through the delivery of three sub-programs.

Financial Resources — For Program 2.2 ($ thousands)

Total Budgetary Expenditures 2012-13	Planned Spending 2012-13	Total Authoritiesl 2012-13	Actual Spending 2012-13	Difference* 2012-13
430,843	430,843	290,673	152,200	278,643

*The difference between Planned Spending and Actual Spending is primarily a result of Budget 2012 Savings Measures, lapses in the Grants and Contributions Vote for the ecoENERGY Innovation Initiative, the reprofile related to the Clean Energy Fund, a transfer from program 3.1 Protection for Canadians and Natural Resources, a transfer to program 1.2 Innovation for New Products and Processes, the settlement of some salary-related expenditures, and the transfer of some funding for overhead to Internal Services.

Human Resources — (Full-Time Equivalent — FTEs)* — For Program 2.2

Planned 2012-13	Actual 2012-13	Difference 2012-13
759	647	112

*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 Results — For Program 2.2

Expected Result	Performance Indicator	Target	Actual Result
Stakeholders invest in S&T to address environmental challenges	Amount of stakeholder investments in research, development and demonstration to address environmental challenges	Favourable 5-year trend 2006 baseline (1.15B)	NRCan has met its target of a favourable five-year trend in stakeholder investments in S&T to address environmental challenges. Specifically, stakeholder investments have increased by 26% increase between 2006 and 2010, the most recent year for which data are available. Source: Statistics Canada survey results (2-year lag).

Performance Analysis and Lessons Learned

Reducing the environmental impacts of natural resource development, including GHG emissions, requires efforts from all levels of government and the public, as described above. However, industry and other stakeholders also have a significant role to play, as they are well positioned to address environmental challenges on the ground and implement innovative practices. NRCan supports industry in doing so through a number of sub-programs that provide new materials, demonstration technologies, and funding for innovation in green mining, clean energy and other areas. The data at the program level show a favourable 5-year trend (against a 2006 baseline) in stakeholder investments in these areas.

Sub-Program 2.2.1: Materials for Energy

Description: This sub-program directly delivers materials research and solutions that enable cleaner energy production, transportation and use. Canada must reduce greenhouse gas emissions from energy production, transportation and use; grow energy supply; and maintain a mix of energy sources and technologies. Innovative materials solutions are key enablers for new technologies for extraction and processing of oil sands and for nuclear and coal-fired power generation. New materials technologies are also needed to increase oil and gas pipeline capacity and to monitor pipeline performance and integrity.

Financial Resources — For Sub-Program 2.2.1 ($ thousands)

Planned Spending 2012-13	Actual Spending 2012-13	Difference* 2012-13
15,462	13,204	2,258

*The difference between Planned Spending and Actual Spending is mainly attributed to a lapse at year end, and expenditures originally planned for sub-program 2.2.1 Materials for Energy that were subsequently spent in sub-program 1.2.1 Mining Innovation; this decrease in spending was partially offset by expenditures originally planned for sub-program 3.1.2 Materials and Certification for Safety and Security that were subsequently spent in sub-program 2.2.1 Materials for Energy.

Human Resources — (Full-Time Equivalent — FTEs)* — For Sub-Program 2.2.1

Planned 2012-13	Actual 2012-13	Difference 2012-13
43	87	(44)

*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 Results — For Sub-Program 2.2.1

Expected Result	Performance Indicator	Target	Actual Result
Industry uses new materials technologies in nuclear reactors	Number of new materials technologies developed or validated by NRCan in nuclear reactor designs submitted for approval	3 (total over 5 years) by March 31, 2017	The Department is on track to meet this target, having developed or validated two new materials technologies as of 2012-13. Source: Meritus Information system.
Industry uses new materials technologies to transport cleaner fossil fuels	Number of proposed projects to transport cleaner fossil fuels using new materials technologies developed or validated by NRCan	3 (total over 5 years) by March 31, 2017	At least three projects have been initiated that seek to develop new materials or technologies to more safely and efficiently transport oil and gas. Source: Meritus Information system.
Industry incorporates advanced materials technologies into new energy-efficient vehicle designs	Number of advanced materials technologies to which NRCan contributed that are identified by industry stakeholders for implementation in new energy efficient vehicles to be produced in North America	2 (total over 3 years) by March 31, 2015	Two advanced materials technologies have been produced to date. Source: Meritus Information System.

*More information on the Departmental Sustainable Development Strategy can be obtained at NRCan's Planning and Reporting website^Endnote63.

Performance Analysis and Lessons Learned

NRCan contributed to the positive trend of increased stakeholder investment in energy efficient practices, which help offset negative environmental impacts, by developing—in partnership with others—new materials, projects and advanced materials technologies relating to vehicles. For example, NRCan undertook R&D projects in collaboration with automotive parts suppliers and original equipment manufacturers, such as Cosma, Meridian, General Motors and Ford. Two projects were also initiated with US Steel: one focused on high-strength steels to maintain or improve crashworthiness of lighter, and therefore more fuel efficient vehicles; while the other focused on electrical steel development for improved efficiency of traction motors for electricity-driven vehicles. These projects provide the added benefit of helping to enhance the competitiveness of the Canadian automotive industry.

In 2012-13, NRCan developed oxide-dispersion strengthened alloys as well as zirconia-based ceramic insulation tubes with high-strength and low-thermal conductivity. The Department developed a number of advanced materials technologies particularly related to energy efficient vehicles. NRCan's project work in 2012-13also included a focus on the safe and efficient transportation of oil and gas (e.g., bitumen-derived crude and corrosivity). In addition, NRCan completed projects with Dana Canada to enable the manufacturing of battery coolers at volumes sufficient to support future electric vehicle demand, and with Comber Tool & Mold Engineering Inc. on the process development of nine-speed transmission valve housing. The valve body controls shifting of a nine-speed gear box that has been predicted to improve fuel economy by 16% over the existing six-speed transmission. All of these activities supported Goal 1 (Climate Change) and target 1.1 (Climate Change Mitigation) of the 2010-13 FSDS.

Sub-Program 2.2.2: Green Mining

Description: Mining and processing has impacts on land, water and air. Technology development and commercialization entail significant financial, market, and technical risk, because uptake is dependent upon regulatory requirements, business investment priorities and availability of funding. This sub-program reduces business risks by developing and demonstrating innovative mining technologies and practices that eliminate or reduce environmental impacts and risks. Business needs, technology gaps and priorities are identified with input from the Canada Mining Innovation Council and an advisory committee. Applied research aims to a) reduce land disturbance; water, energy and hazardous chemical use; waste volumes; and releases to the environment and b) accelerate site restoration.

Financial Resources — For Sub-Program 2.2.2 ($ thousands)

Planned Spending 2012-13	Actual Spending 2012-13	Difference* 2012-13
7,869	9,454	(1,585)

*The difference between Planned Spending and Actual Spending is mainly attributed to Actual Spending as this sub-program received funding from the Operating Budget Carry Forward. Additional expenditures were incurred from the settlement of collective agreements and severance pay and one-time payments for workforce adjustment which were not included in the Planned Spending.

Human Resources — (Full-Time Equivalent — FTEs)* — For Sub-Program 2.2.2

Planned 2012-13	Actual 2012-13	Difference 2012-13
105	77	28

*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 Results — For Sub-Program 2.2.2

Expected Result	Performance Indicator	Target	Actual Result
Technology developers increase demonstration of environmental technologies	Number of demonstration projects	3 (total over 5 years) by March 31, 2017	NRCan is on track to meet this target, having completed one demonstration project to date. Source: Mertitus Information system.
Industry partners increase financial and in-kind contributions	Value of financial and in-kind contributions by industry partners collaborating with NRCan	10% increase over 3-year baseline of $1.2 M by March 31, 2015	NRCan is on track to meet the target by March 2015. The value for 2012-13 is $3.1 million. Source: Meritus Information system.
Academic, government and other non-industry partners increase financial and in-kind contributions	Value of financial and in-kind contributions by academic, government and other non-industry partners collaborating with NRCan	10% increase over 3-year baseline of $5.8 million by March 31, 2015	NRCan is on track to meet the target by March 2015. The value for 2012-13 is $1.0 million. Source: Meritus Information system.

*More information on the Departmental Sustainable Development Strategy can be obtained at NRCan's Planning and Reporting website^Endnote64.

Performance Analysis and Lessons Learned

The use of green mining practices helps to mitigate the environmental impacts that arise from traditional mining. In 2012-13, NRCan supported stakeholder investment and financial in-kind contributions in green mining by collaborating with industry on the completion of studies to use waste material to replace Portland cement in mine backfill, which will help reduce greenhouse gas (GHG) emissions. NRCan also organized workshops on green mining technologies and followed up on the barriers to the adoption of those technologies. Additionally, the Department developed bioenergy feedstock's on mining lands, which reduces dependence on fossil fuels, decreases GHG emissions and provides a secondary land use after mining operations cease. All of these accomplishments supported Goal 1 (Climate Change) and target 1.1. (Climate Change Mitigation) of the 2010-13 FSDS.

The Department also promoted clean-diesel engine and diesel emission-mitigating technology, which helps to reduce air-borne emissions from underground and open-pit mining operations.

The Department's Green Mining research included mine ventilation management, which will reduce energy consumption and the mining environmental footprint. NRCan also began a Canada-wide research initiative called the Green Mining Vehicles Green Energy Application Road Map, which aims to replace the current diesel-powered mining fleet with zero-emission production and utility vehicles.

NRCan successfully completed a project aimed at designing and testing a diesel-electric hybrid loader in an underground mine and continues to work with a manufacturer and Sustainable Development Technology Canada to develop a larger capacity version of the vehicule. NRCan also signed an agreement with the Centre for Excellence in Mining Innovation to transfer the Ventilation on Demand (VOD) technology to Xstrata's Nickel Rim South Mine. This bridging project was undertaken to demonstrate better controls and efficiency between primary and auxiliary fans to deliver the right quantity of air in underground mines.

Sub-Program 2.2.3: Clean Energy Science and Technology

Description: Energy production and use has environmental impacts that cannot be adequately addressed using current technologies. This sub-program establishes collaborations with academia, industry and the public sector to research, develop and demonstrate innovative solutions for environmental challenges in the energy sector. The long-term aim is to lay the foundation for the next generation of clean energy products and practices that will have fewer negative impacts on Canada's air, land and water, by funding and creating and advancing new energy knowledge and technologies. This sub-program is supported by the Program of Energy Research and Development and the Clean Energy Fund.

Financial Resources — For Sub-Program 2.2.3 ($ thousands)

Planned Spending 2012-13	Actual Spending 2012-13	Difference* 2012-13
407,511	129,542	277,969

*The difference between Planned Spending and Actual Spending is primarily a result of Budget 2012 Savings Measures related to the ecoENERGY Innovation Initiative and a lapse in the Grants and Contributions Vote related to the ecoENERGY Innovation Initiative and the reprofile related to the Clean Energy Fund. The ecoENERGY Innovation Initiative lapsed funds largely due to a change in policy. The Clean Energy Fund reprofiled funds to future years to fulfil its objectives, in compliance with the commitment made in response to the Budget 2009 announcement to conclude negotiations of three contribution agreements and make amendments to several existing contribution agreements.

Human Resources — (Full-Time Equivalent — FTEs)* — For Sub-Program 2.2.3

Planned 2012-13	Actual 2012-13	Difference 2012-13
611	483	128

*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 Results — For Sub-Program 2.2.3

Expected Result	Performance Indicator	Target	Actual Result
Academia, industry and the public sector pursue new knowledge and technologies	Ratio of total NRCan program investments in clean energy research, development and demonstration versus leveraged funding from partners	1:1 ratio by March 31, 2013	Target exceeded. The ratio of total NRCan program investments to leveraged funding exceeds the 1:1 target. This is true for each RD&D program (Clean Energy Fund, Program on Energy Research and Development and ecoENERGY Innovation Initiative). Source: Project Annual Reports (PARs). Program Reports.

*More information on the Departmental Sustainable Development Strategy can be obtained at NRCan's Planning and Reporting website^Endnote65.

Performance Analysis and Lessons Learned

NRCan made significant progress in 2012-13 on supporting the research, development and demonstration of clean energy projects, which are instrumental for addressing the environmental impacts that arise from the production of traditional forms of energy. For example, through the Program of Energy Research and Development, NRCan funded approximately 280 clean energy R&D projects on a range of issues in energy supply, distribution and end use. Also, through the ecoENERGY Innovation Initiative, NRCan undertook 123 R&D and demonstration projects in five strategic priority areas: energy efficiency, clean energy and renewable fuels, bioenergy, electrification of transportation, and unconventional oil and gas. All of these accomplishments supported Goal 1 (Climate Change) and target 1.1. (Climate Change Mitigation), as well as Goal 2 (Air Pollution) and target 2.1 (Air Pollutants) of the 2010-13 FSDS.

An evaluation of the Clean Energy Systems for Industry (CESI) component of the sub-program found that CESI is relevant and producing noteworthy project-level outcomes. However, the evaluation found that the program could benefit from a focused scope, strengthened diffusion, outreach and knowledge transfer strategy for greater impact.

NRCan completed 7 small-scale carbon capture and storage (CCS) projects with industry partners. Two of the remaining projects will be completed in 2013-14 as a result of administrative changes and technical delays while the last is expected to be completed in 2014-15. Also, more than $253 million was leveraged from proponents and collaborators of two large-scale CCS demonstration projects (Shell Quest and Enhance Energy's Alberta Carbon Truck Line). The construction of both projects is progressing as planned. It is expected that about 3 megatonnes of CO2 will be captured annually, starting in 2015. In addition, NRCan signed a contract with a consortium of oil sands producers for the investigation of the direct contact steam generation process, further advancing CCS technology. NRCan successfully implemented a pilot-scale pressurized oxy-fuel and gasification energy conversion system. The IEA GHG Weyburn-Midale CO2 Monitoring and Storage Project was also completed, with the publication of a Best Practices Manual.

Following a rigorous competitive process under the Isotope Technology Acceleration Program, NRCan signed three contribution agreements to further support the development of commercial alternatives to existing reactor-based medical isotope technologies. Consistent with the Government of Canada's intention to exit the medical isotope business by 2016 and move towards a fully market-based supply chain, the anticipated commercialization of these alternative technologies will improve the security of supply for Canadians, reduce the generation of radioactive waste, and support nuclear non-proliferation.

The Department also supported research projects to develop countermeasures for offshore oil spills. Consultations were conducted with northern stakeholders to specifically address the Arctic oil spill research plan and identify any modifications that should be made based on local knowledge.

Program 2.3: Responsible Natural Resource Management

Description: Greater knowledge of risks and environmentally-responsible practices could help to prevent and reduce the environmental impacts of natural resource development. The objectives of the program are to enable government departments, regulatory bodies and industry to assess impacts to the environment and develop, monitor and maintain resources or clean-up wastes responsibly. These objectives are achieved through the provision of assessments and knowledge rooted in sound science, and waste management efforts in collaboration with provinces, federal agencies and municipalities. Progress towards this program was achieved through the delivery of four sub-programs.

Financial Resources — For Program 2.3 ($ thousands)

Total Budgetary Expenditures 2012-13	Actual Spending 2012-13	Total Authoritiesl 2012-13	Actuall Spendingl 2012-13	Difference*l 2012-13
234,547	234,547	310,838	236,875	(2,328)

*The difference between Planned Spending and Actual Spending is primarily a result of increased funding for the Port Hope Area Initiative a large portion of which lapsed at year end due to delays in implementing the initiative. Additionally, Budget 2012 Savings Measures and some lapses contributed to the difference. Some funding for overhead was transferred to Internal Services.

Human Resources — (Full-Time Equivalent — FTEs)* — For Program 2.3

Planned 2012-13	Actual 2012-13	Difference 2012-13
336	276	60

*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 Results — For Program 2.3

Expected Result	Performance Indicator	Target	Actual Results
Public and private sectors establish practices to mitigate the environmental impacts to natural resources	Number of public and private sectors' new/updated policies, regulations or other decision-making tools complete annually	3 by March 31, 2013	Target is on track. Source: Annual Program Performance Reports: workshop proceedings and meetings with Stakeholders.
Federal Government implements waste management practices that meet modern standards for safety and environmental protection	Number of contaminated sites where the environmental impacts are reduced	Environmental impacts reduced at Whiteshell and Chalk River Laboratories, Glace Bay, Port Granby and Welcome waste management facilities, Port Hope and Northern Transportation Route sites) by 2016	The target is on track to be met. Significant progress was made in remediating specific sites at Chalk River Laboratories (CRL) and Whiteshell Laboratories, as well as at the site of a former Heavy Water Production Plant in Glace Bay, Nova Scotia. Milestones to be completed by the end of March 31, 2014, include the installation and commissioning of a fourth groundwater treatment system at CRL, the installation of a cover over a large waste burial area at CRL, and completion of the remediation work at the Glace Bay site. Source: NLLP program database PHAI program database Canadian Nuclear Safety Commission.

Performance Analysis and Lessons Learned

Another means of addressing environmental impacts of natural resource development is the provision of science-based information and assessments to all natural resource sectors to support informed decision-making, including those for federal regulatory approval processes In 2012-13, NRCan's efforts supported public and private sector organizations in regulatory, policy or environmental management practices, which led to the development of three new or updated policies in the public and private sectors as well as ongoing activities to address challenges related to forestry and groundwater geoscience. NRCan's efforts also resulted in continued progress towards a reduction in the number of environmental impacts from contaminated sites (e.g., Whiteshell, Chalk River Labs, Port Granby).

Sub-Program 2.3.1: Forest Ecosystem Science and Application

Description: Sustainable development of Canada's forests requires that forest ecosystems and their health are better understood, monitored and assessed as forests are susceptible to climate-induced changes, natural (disease) and man-made influences (harvesting, land-use changes). Decision-making, professional practice, international reputation and market access to forest-related products all rely on sound science and knowledge that enables a better understanding of changing forest dynamics. The objective of this sub-program is to increase the overall scientific knowledge on forest ecosystems and support knowledge-based sustainable forest management policies and practices that consider sound ecological, social, and economic principles. Through this sub-program, NRCan conducts research as well as national assessments and monitoring to develop, synthesize and integrate scientific knowledge of Canada's forest ecosystems. This knowledge is used by governments, industry, and non-governmental organizations to develop forest management practices and policies, meet international reporting obligations, and form Canada's negotiating positions on international environmental issues related to forests, and counter perceptions or misconceptions of Canada's forest practices. This sub-program includes the African Model Forest Initiative.

Financial Resources — For Sub-Program 2.3.1 ($ thousands)

Actual Spending 2012-13	Actual Spending 2012-13	Difference* 2012-13
22,690	22,459	231

*The difference between Planned Spending and Actual Spending is largely attributed to Budget 2012 Savings Measures combined with a lapse in spending in transfer payments for the African Model Forest Initiative.

Human Resources — (Full-Time Equivalent — FTEs)* — For Sub-Program 2.3.1

Planned 2012-13	Actual 2012-13	Difference 2012-13
174	146	28

*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 Results — For Sub-Program 2.3.1

Expected Result	Performance Indicator	Target	Actual Result
Increased use of scientific knowledge of Canada's forest ecosystems by governments, industry and non-governmental organizations	Representation of the Canadian Forest Service on forest ecosystems advisory boards or committees involving stakeholders	Maintain current representation on 128 advisory boards and committees by March 31, 2013	NRCan had representatives on 137 forest ecosystem advisory boards and committees during 2012-13. Source: Internal tracking, adjunct professorships.
	Percentage of peer-reviewed ecosystem publications cited over a rolling 5-year period	Stay within 10% of baseline of 78.21% (2007-2011) by March 31, 2013	An average of 83% of NRCan's forest ecosystem publications were cited between 2008 and 2012. Source: Scopus (NRCan's library database took), Science Citation Index.

*More information on the Departmental Sustainable Development Strategy can be obtained at NRCan's Planning and Reporting website^Endnote66.

Performance Analysis and Lessons Learned

Although sustainable forest management is a responsibility of the provinces and territories, NRCan helps to reduce the environmental impacts that could result from forestry practices by providing expertise to the provinces and territories on how to sustainably manage forests. Through representation on 137 forest ecosystem advisory boards and committees NRCan exceeded its target of participating on 128 such organizations in 2012-13. More importantly, the Department provided expertise on sustainable forest management through these boards to provinces and territories to address challenges arising from domestic ecosystem sustainability. Some examples follow.

Through the Forest Working Group of the Canadian Council of Forest Ministers, NRCan contributed to identifying and developing options to respond to challenges of domestic forest ecosystem sustainability. The identification and implementation of these options also had positive implications for market access to Canadian wood products.

Canada's National Forest Carbon Monitoring, Accounting and Reporting System enables improved estimation of forest carbon and estimates of greenhouse gas emissions for use in analysis and reporting. For this system, NRCan developed an improved version of the Carbon Budget Model of the Forest Sector (CBM-CFS3), which includes updates to both model parameters representing updated science and improved code and documentation. NRCan also updated information through the National Deforestation Monitoring Program, as deforestation impacts carbon budgets.

Through the Cumulative Environmental Management Association, NRCan maintained membership and active involvement on a number of working groups and task groups and provided advice on the development of practices and guidelines for successful reclamation of landscapes disturbed by the oil sands.

The work in this area supported Goal 1 (Climate Change) and target 1.1 (Climate Change Mitigation) of the 2010-13 FSDS.

In addition to providing scientific expertise through representation and participating on boards, NRCan produces publications that are cited by stakeholders. An average of 83% of NRCan forest ecosystem publications were cited between 2008 and 2012, overall. In principle, this scientific work can be used to inform clients and stakeholders on sustainable forest management practices (generating and disseminating scientific knowledge related to forest ecosystems is based on publications that have been peer reviewed). This work supported target 7.3 (Sustainable Forest Management) of the 2010-13 FSDS.

FSDS Goal	FSDS Performance Indicator	FSDS Target	FSDS Performance Status
Goal 7 - Biological Resources	Number of peer- reviewed publications related to forest ecosystems (*)	7.3 Sustainable Forest Management - Improve the management of Canada's forest ecosystems through the development and dissemination of knowledge (**)	NRCan continues to increase scientific knowledge on forest ecosystems and forest sustainability, which helps to improve Canada's environmental reputation and contributes to economic competitiveness. On average, between 2008 and 2012, 83% of the Department's peer-reviewed publications on forest ecosystems were used by stakeholders, such as provinces and territories, to inform sustainable management practices. Peer-reviewed publications are the accepted standard for ensuring that the analysis is scientifically sound, and for informing policy grounded in sound science. This performance indicator links to the Canadian Environmental Sustainability Indicator (CESI) Sustainability of Timber HarvestEndnote67.

*NRCan does not share responsibility for this indicator with any other department.
**NRCan does not share responsibility for this target with any other department

Sub-Program 2.3.2: Groundwater Geoscience

Description: Groundwater provides up to 80% of the rural Canadian population's drinking water and is an essential component of ecosystem health. In the face of growing pressures on water resources due to urbanization, economic expansion and growing energy demands, Canada needs a consistent and coordinated approach to groundwater management. Natural NRCan conducts groundwater mapping and assessment activities on key aquifers to better understand the extent of groundwater systems, their dynamics and vulnerability using common protocols, standards and methods. NRCan also collaborates with its provincial partners to ensure data and approaches in different jurisdictions are harmonized. This information is disseminated through a collaborative, national inventory used by other levels and departments of government, planners and land-use professionals for decision-making. The sub-program's comprehensive groundwater information resource and expertise contributes to sustainable land-use decision-making and groundwater management activities, which in turn, supports responsible development of Canada's natural resources.

Financial Resources — For Sub-Program 2.3.2 ($ thousands)

Planned Spending 2012-13	Actual Spending 2012-13	Difference* 2012-13
4,413	4,025	388

*The difference between Planned Spending and Actual Spending is partly attributed to Budget 2012 Savings Measures and to the fact that actual expenditures proved to be lower than what was planned for the year.

Human Resources — (Full-Time Equivalent — FTEs)* — For Sub-Program 2.3.2

Planned 2012-13	Actual 2012-13	Difference 2012-13
43	29	14

*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 Results — For Sub-Program 2.3.2

Expected Result	Performance Indicator	Target	Actual Result
Government and industry access groundwater geoscience	Number of knowledge citations using NRCan's groundwater maps and assessments	10 by March 31, 2013	NRCan achieved its target of 10 citations from other public and private organizations citing use of groundwater geoscience data to support decision-making. Source: National Groundwater Inventory information. Sector Project System, Annual Performance Reports.

*More information on the Departmental Sustainable Development Strategy can be obtained at NRCan's Planning and Reporting website^Endnote68.

Performance Analysis and Lessons Learned

Through the ongoing provision of groundwater maps and assessments in 2012-13, the Department contributed to informed decision-making with respect to sustainable land-use and groundwater management activities, which support the responsible development of natural resources and anticipate any negative environmental impacts that could result. For example, through the Groundwater Geoscience Program, NRCan delivered maps, assessments and characterization activities relating to seven key interjurisdictional aquifers (e.g., Nanaimo, BC, Milk River, AB, Saint-Maurice River, QC). NRCan's Milk River aquifer map and assessment were also presented and used to develop a joint Canada-US 3D Model, harmonizing data and information from both sources.

Progress has been made on assessing and characterizing aquifers. The Department is on track to assess 19 of the 30 key trans boundary aquifers by the end of 2013-14. In addition, NRCan has produced a national groundwater inventory that continues to be improved to help support the sustainable management of Canada's groundwater resources and environmental responsibility.

Key deliverables achieved in 2012-13 were released and shared in a comprehensive and timely manner, including field characterization studies, data analyses, and interpretation and production of maps and reports; government reports submitted to provincial partners for revision; publication of two open files and geophysical assets, and three peer-reviewed papers. Many of these deliverables and the expertise contained therein were cited by provincial government departments, including Quebec and Ontario's Ministries of Environment, the Alberta Geological Survey and universities, such as Université Laval.

Other notable achievements from 2012-13 include the addition of a link on NRCan's Geoscan to the International Joint Commission Research Inventory to strengthen collaboration between both organizations, which has been cited as a significant advancement in hydrogeological characterization and research capacity related to the Great Lakes, and the development of key environmental indicators to monitor the environmental state of the Great Lakes.

These achievements supported Goal 3 (Water Quality) and target 3.1 (Fresh Water Quality) as well as Goal 4 (Water Availability) target 4.1 (Water Resource Management and Use) of the 2010-13 FSDS.

Sub-Program 2.3.3: Environmental Studies and Assessments

Description: Government departments, regulatory bodies and industry require information rooted in sound science in order to reduce the environmental impacts that may occur in the development of major resource projects. This sub-program provides innovative scientific information such as remote sensing science and geoscience expertise to address the environmental risks, impacts and constraints imposed by metals mining, northern pipelines, the oil sands and offshore energy development. NRCan's expertise also contributes toward the completion of environmental assessments required by the Canadian Environmental Assessment Act (CEAA) and for all federally triggered or regulated projects and/or reviews. The expertise is also used in published assessments of non-renewable mineral and energy resources, which are necessary in designating new federal parks and protected areas on federal lands.

Financial Resources — For Sub-Program 2.3.3 ($ thousands)

Planned Spending 2012-13	Actual Spending 2012-13	Difference* 2012-13
10,281	9,373	908

*The difference between Planned Spending and Actual Spending is partly attributed to Budget 2012 Savings Measures and to the fact that actual expenditures proved to be lower than what was planned for the year.

Human Resources — (Full-Time Equivalent — FTEs)* — For Sub-Program 2.3.3

Planned 2012-13	Actual 2012-13	Difference 2012-13
101	69	32

*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 Results — For Sub-Program 2.3.3

Expected Result	Performance Indicator	Target	Actual Result
Governments, regulatory bodies and industry access sound environmental science knowledge and information	Number of knowledge attributions - e.g. citations - using NRCan's remote sensing data, geoscience data, or derived information, within the context of environmental studies, reports, or guidelines (excluding CEAA Environmental Assessments, and Mineral and Energy Resource Assessments) (Vigneault in GSC, and CCRS)	5 by March 31, 2013	NRCan achieved its target of 5 citations from other public or private sector organizations to develop products within the context of environmental studies, reports or guidelines. Source: Sector Project System, Annual Performance Reports.
	Percentage of responses delivered as per Environmental Assessments (EA) and Mineral and Energy Resource Assessments (MERA) requests	99% by March 31, 2013	100% of requests were met within the requested timeframe. Source: Sector environmental assessment records, Canadian Environmental Assessment Agency Registry.

*More information on the Departmental Sustainable Development Strategy can be obtained at NRCan's Planning and Reporting website^Endnote69.

Performance Analysis and Lessons Learned

Through the provision of environmental geoscience, derived information and remote sensing data in 2012-13, NRCan provided expertise that supported the release of:

• The Joint Canada-Alberta Implementation Plan for Oil Sands Monitoring;
• Nova Scotia's Environment Guidelines on the effective management and remediation of historical gold mines;
• Two chapters of Environment Canada's forthcoming Canadian Mercury Science Assessment, set to be released in 2013; and
• A report on Arctic Mercury Assessment by the internationally recognized organization Arctic Monitoring and Assessment Programme.

This expertise was used to address environmental risks, impacts and constraints associated with metals mining, northern pipelines, the oil sands and offshore energy development.

NRCan provided responses to requests for environmental assessments and mineral and energy resource assessments within the requested timeframes, such as from Parks Canada to support the creation of the Naats'inhch'oh National Park Reserve in August 2012. NRCan continues to provide expertise for feasibility assessments to deliver a clear understanding of mineral and energy resource potential and inform decision-making for the establishment of national parks that balances environmental protection and resource development opportunities. To this end, NRCan assisted Parks Canada with the release of the Mineral and Energy Resource Assessment on Lancaster Sound in 2013-14. This work contributed to Goal 6 (Ecosystem/Habitat Conservation and Protection) and target 6.2 (Terrestrial Ecosystem and Habitat) of the 2010-13 FSDS.

NRCan supported Fisheries and Oceans Canada by providing advice and guidance on potential areas for resource development relating to the federal-provincial-territorial network of Marine-Protected Areas. The provision of this expertise contributed to Goal 6 (Ecosystem/Habitat Conservation and Protection) and target 6.3 (Marine Ecosystems).

Sub-Program 2.3.4: Radioactive Waste Management

Description: In the past, radioactive waste management requirements to protect the environment and human health were neither in place, nor as stringent as modern day practices. Thus, historic nuclear or uranium mining activities have, in some cases, resulted in a legacy of radioactive waste or contaminated lands that pose risks to the environment and the health of Canadians. This sub-program uses policy and program development and implementation to establish long-term management solutions for radioactive waste in areas where federal intervention is required. Specifically, NRCan is involved in clean-up operations in cases where either the wastes were produced by a crown corporation, or the original private sector producer either no longer exists or cannot be held responsible. These sub-program partners with provinces, municipalities and the private sector through the following programs: the Nuclear Legacy Liabilities Program; the Historic Waste Program, including the Port Hope Area Initiative; and the Gunnar and Lorado program.

Financial Resources — For Sub-Program 2.3.4 ($ thousands)

Planned Spending 2012-13	Actual Spending 2012-13	Difference* 2012-13
197,164	201,018	(3,854)

*The difference between Planned Spending and Actual Spending is primarily a result of increased funding for the Port Hope Area Initiative, a large portion of which lapsed at year end due to delays in implementing the initiative.

Human Resources — (Full-Time Equivalent — FTEs)* — For Sub-Program 2.3.4

Planned 2012-13	Actual 2012-13	Difference 2012-13
18	32	(14)

*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 Results — For Sub-Program 2.3.4

Expected Result	Performance Indicator	Target	Actual Result
The federal government develops and implements long-term management solutions to clean up radioactive waste	Percentage of radioactive waste management milestones completed under the Nuclear Legacy Liability Program	80% by March 31, 2018	NRCan is on track to complete more than 90% of its second phase milestones by March 31, 2014. Source: Atomic Energy of Canada Limited quarterly and annual reports.
	Percentage of waste management obligations under the Port Hope Legal Agreement achieved	100% by March 31, 2018	NRCan is on track to complete the Port Granby project as planned. Milestones related to the Port Hope Project are behind schedule due to delayed announcement of the Project, lack of scope in the original schedule, and the current procurement hold on the Initiative. Source: Port Hope Area Management Office: Uranium and Radioactive Waste Division; Low-Level Radioactive Waste Management Office.
	Percentage compliance with applicable Canadian Nuclear Safety Commission institutional controls/licenses to implement management practices	100% by March 31, 2018	NRCan remains compliant with 100% of the Canadian Nuclear Safety Commission project licences. Source: Port Hope Management Office: Uranium and Radioactive Waste Division.

*More information on the Departmental Sustainable Development Strategy can be obtained at NRCan's Planning and Reporting website.^Endnote70.

Performance Analysis and Lessons Learned

In 2012-13 NRCan continued to make significant progress towards addressing the negative environmental impacts from contaminated sites. For example, through the Nuclear Legacy Liabilities Program (NLLP), an Integrated Waste Management Plan was completed for the Chalk River Laboratories. The Department is on track to complete more than 90% of its second phase milestones by March 31, 2014, relating to waste management under the NLLP.

With respect to Port Hope, the milestones on the project are behind schedule. However, the Department undertook construction of enabling facilities in both Port Hope and Clarington as part of phase II of the Port Hope Area Initiative. This included access roads and the construction of water treatment facilities. This construction supported Goal 3 (Water Quality) and target 3.1 (Fresh Water Quality) of the 2010-13 FSDS. The Department is also on track to complete the Port Granby Project as planned.

The remediation option for the decommissioning of the Gunnar Uranium mine and mill sites in Saskatchewan is behind schedule. Saskatchewan has yet to decide on an option given that its environmental impact study has been delayed. The evaluation of the Gunnar Mine Site Rehabilitation Project found that the Gunnar Project is needed, from both environmental and human health standpoints, and that the project is aligned with government priorities and NRCan's strategic outcome relating to environmental responsibility.

NRCan remains compliant with 100% of the Canadian Nuclear Safety Commission project licences.

Strategic Outcome III

Description: It is through only a deep and expansive understanding of Canada's lands and natural resources so that today's decision-makers can determine the right choices for tomorrow — choices that keep Canada's lands and natural resources properly managed and safeguarded. This deep and expansive understanding requires expertise and technology. The objective of this strategic outcome is achieved by providing this expertise and technology, enabling a) the management of risks to human, natural resource, and infrastructure health and b) the use of landmass knowledge.

Performance Results — Strategic Outcome III

Performance Indicator	Actual Result
Number of new and updated public and private sector adaptation and risk mitigation activities, plans and strategies, such as Natural Resource Management Plans, Adaptation Plans or Emergency Preparedness Plans using NRCan information	NRCan has met this target by facilitating public and private sector organizations in their development of more than nine adaptation and risk mitigation activities, plans and strategies through information, services and collaboration. Source: Annual Program Performance Reports.
Number of national or international interoperable geo-tools and data frameworks that support the management of lands, natural resources, national infrastructure and human populations	NRCan has released new tools and data frameworks, which contribute to the management of Canada's lands and natural resources. Source: Annual Program Performance Reports.

Performance Analysis

In 2012-13, NRCan provided expertise and developed new tools and data frameworks for uptake by stakeholders to manage lands and natural resources and to mitigate related risks and hazards. Performance results at the strategic outcome level indicate that public and private sector organizations have developed hazard mitigation and climate change adaptation activities, plans and strategies as a result of the Department's expertise and collaboration. For example, NRCan's assessment of space weather hazards was used by a proponent for decision-making on the final design and trajectory of the proposed Alaska Highway pipeline. This information was needed to mitigate hazards presented by the region's high telluric (geomagnetic) activity.

NRCan also developed new tools and data frameworks that support the management of Canada's lands and natural resources. In preparation for its role as chair of the Arctic Council from 2013 to 2015, the Department released a model for the Arctic Spatial Data Infrastructure, in collaboration with the mapping agencies of eight circumpolar nations. The Department also provided expertise for the Multi-Agency Situational Awareness System (MASAS) by completing outreach sessions to build data requirements, develop long-term public-private partnership operations and expand the use of MASAS in support of planning and execution of emergency response efforts. This work is carried out in partnership with the Centre for Security Science and Public Safety at Defence Research and Development Canada.
Through collaborative efforts, NRCan also continued to support the development of the Federal Geospatial Platform (FGP), an online environment that will consist of authoritative geospatial data layers, services and applications from a variety of data sources. This Platform will ultimately support data access, integration, analysis and visualization capacity to inform socioeconomic and environmental decision-making. The Platform is also consistent with Canada's Action Plan on Open Government^Endnote71. Once launched, the FGP will catalyze the Government of Canada's evolution towards a modern, technology-enabled organization, providing discovery and access to comprehensive collections of accurate and authoritative geospatial information.

Program 3.1: Protection for Canadians Natural Resources

Description: Natural resource development and military activities, and changes in the environment pose risks to human, natural resource and infrastructure health. Without the appropriate coordination for and knowledge on the management of these risks, the impacts would be severe. The objective of this program is to enable other government departments, communities and the private sector to manage these risks to human, natural resource and infrastructure. This objective is achieved by providing regulation and knowledge, fulfilling legislated and regulatory responsibilities, and ensuring capacity. Progress towards this program was achieved through the delivery of five sub-programs.

Financial Resources — For Program 3.1 ($ thousands)

Total Budgetary Expenditures 2012-13	Planned Spending 2012-13	Total Authoritiesl 2012-13	Actual Spending 2012-13	Difference* 2012-13
56,020	56,020	60,234	55,604	416

*The difference between Planned Spending and Actual Spending is partly attributed to salary-related expenditures that were not included in Planned Spending, spending of funding received through the Operating Budget Carry Forward, transfers from program 1.3 Investment in Natural Resource Sectors, a transfer to program 2.2 Technology Innovation, Budget 2012 Savings Measures, and a reprofile for Enhancing Competitiveness in a Changing Climate. Some funding was transferred to Internal Services for overhead.

Human Resources — (Full-Time Equivalent — FTEs)* — For Program 3.1

Planned 2012-13	Actual 2012-13	Difference 2012-13
569	452	117

*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 Results — For Program 3.1

Expected Result	Performance Indicator	Target	Actual Result
Risks to natural resource sectors, infrastructure and human health are safety managed	Number of climate change risk or related assessments completed on natural resources and infrastructure	4 by March 31, 2013	NRCan delivered three assessment reports related to climate change. Work continues on a national-scale climate change adaptation assessment report, which will provide an update to the 2008 national assessment, set to be published in 2013-14. Source: Annual Program Performance Reports.
	Number of active collaborations with the public and private sector that manage risks to human population, natural resources and infrastructure health	3 collaboration agreements by March 31, 2013	NRCan has a number of active collaborations with the public and private sectors that manage risks to human population, natural resources and infrastructure health. Source: MOUs/agreements with governments and private sector.

Performance Analysis and Lessons Learned

NRCan's work at the sub-program level in 2012-13 focused on a broad range of hazards and risks that could negatively impact Canadians, the environment or infrastructure. NRCan provided expertise to stakeholders about forest disturbances, adaptation risks and opportunities for communities and northern infrastructure, geohazards and public safety. It also supported the regulatory regime for explosives and certifications. This work contributed to performance at the program level.
The performance results at the program level indicate that the Department met expectations for the number of active collaborations with the public and private sectors to support the management of risks. NRCan also launched a national Adaptation Platform^Endnote72, which brings together all levels of government, the private sector and other key stakeholders to generate new information and insights, to share information, expertise and experience, and to identify opportunities for adaptation initiatives. The Department delivered climate change assessments and reports in support of the Iqaluit Airport improvement project and the impact of changes to permafrost in two key areas: the Mackenzie Valley and Yukon's Department of Highways (in collaboration with the Government of Yukon and Transport Canada). Work continues on a national-scale climate change adaptation assessment report, set to be published in 2013-14.

Sub-Program 3.1.1: Explosives Safety and Security

Description: Explosives are essential for many economic activities but are inherently dangerous. Strict controls are needed to protect Canadians from incidents that could result in death, serious injury, and economic and environmental harm. This sub-program administers and enforces the Explosives Act and regulations that govern the manufacture, importation, transportation, sale, distribution and storage of explosives, including fireworks and pyrotechnics, and the sale of materials that can be used to produce explosives. Explosives use falls primarily within provincial jurisdiction.

Financial Resources — For Sub-Program 3.1.1 ($ thousands)

Planned Spending 2012-13	Actual Spending 2012-13	Difference* 2012-13
4,751	4,946	(195)

*The difference between Planned Spending and Actual Spending is mainly attributed to Actual Spending related to the settlement of collective agreements and severance pay, which was not included in Planned Spending, as well as one-time payments for workforce adjustment.

Human Resources — (Full-Time Equivalent — FTEs)* — For Sub-Program 3.1.1

Planned 2012-13	Actual 2012-13	Difference 2012-13
74	62	12

*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 Results — For Sub-Program 3.1.1

Expected Result	Performance Indicator	Target	Actual Result
Regulated establishments comply with regulatory requirements	Percentage of inspection reports rated satisfactory or better	90% or more by March 31, 2013	Inspection sites received a rating of 3 or better (on a scale of 1 to 5, with a score of 3 considered as satisfactory) 87% of the time for the reporting period. Source: Inspector's Reports (internal document).
Distributors reduce the risk of regulated precursor chemical diversion	Percentage of regulated precursor chemical distributors that provide documented evidence of the implementation of a voluntary Precursor Outreach Initiative	75% or more by March 31, 2015	Explosives inspectors are working with stakeholders and are on track to meet this target by March 31, 2015. Source: Voluntary reports by distributions and Industry Associations.

Performance Analysis and Lessons Learned

NRCan's work relating to explosives regulations helped to mitigate the risks from explosives. In 2012-13, more than 65% of planned inspections for explosives factories and magazines were completed. The total number of inspections completed in 2011-12 was 629 compared to the target of 800. Consequently, the Department is developing an integrated explosives inspection plan, which will increase efficiency by planning and conducting inspections on a geographical basis using regionally based inspectors. This will enable inspectors to reduce travel time and so have more time to conduct inspections. An integrated inspection plan will also allow a global risk-based approach for all types of licences and permits issued by NRCan.

During the same period, NRCan issued 1891 licences and certificates, exceeding the target of 1700. The Department is also carefully reviewing the feedback obtained through the Canada Gazette I^Endnote73 process. It is anticipated that the Explosives Regulations will be published in Canada Gazette, Part 2, in 2013 and enter into force in early 2014.

Sub-Program 3.1.2: Materials and Certification for Safety and Security

Description: Materials are engineered and fabricated for specific applications and environments. Defects in equipment or structures can cause failures that result in death, serious injury, and economic and environmental damages. Non-destructive testing helps to ensure the integrity of safety-critical components in aircraft, boilers and pressure vessels, bridges, buildings, cranes, heavy equipment, nuclear reactors, pipelines and other applications. Several federal regulators and other authorities require non-destructive testing to be performed by inspectors certified according to national standard CAN/CGSB-48.9712-2006, Qualification and Certification of Non-Destructive Testing Personnel. This sub-program certifies individuals to this national standard. The standard and certification procedures are aligned with requirements in international standard ISO 9712:2005 and European standard EN 473:2000.

Financial Resources — For Sub-Program 3.1.2 ($ thousands)

Planned Spending 2012-13	Actual Spending 2012-13	Difference* 2012-13
1,776	(362)	2,138

*The negative amount in Actual Spending is a result of revenue of $1.497 million exceeding spending of $1.135 million. The difference between Planned Spending and Actual Spending is mainly attributed to expenditures originally planned for sub-program 3.1.2 Materials and Certification for Safety and Security that were subsequently spent in sub-program 2.2.1 Materials for Energy.

Human Resources — (Full-Time Equivalent — FTEs)* — For Sub-Program 3.1.2

Planned 2012-13	Actual 2012-13	Difference 2012-13
57	11	46

*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 Results — For Sub-Program 3.1.2

Expected Result	Performance Indicator	Target	Actual Result
Individuals are certified to perform non-destructive testing to a national standard	Number of individuals holding one or more valid certifications issued by NRCan	4,800 by March 31, 2013	NRCan issued certifications to 5,429 individuals, exceeding the target by 13%. Source: Meritus Information System.
	Number of valid certifications issued by NRCan (certifications are currently offered in six methods and individuals are typically certified in more than one method and/or sector)	12,000 by March 31, 2013	NRCan issued 13,394 certifications, exceeding the target by 12%. Source: Meritus Information System.
Defence stakeholders adopt advanced materials solutions to protect light military vehicles and occupants from the effects of improvised explosive devices	Number of advanced materials solutions to which NRCan contributed that have been identified for adoption by defence stakeholders	1 (total over 3 years) by March 31, 2013	One advanced material solution has been identified for adoption by defence stakeholders. Source: Meritus Information System; stakeholder data.

Performance Analysis and Lessons Learned

In addition to developing regulations, NRCan is responsible for issuing certifications to ensure that inspectors are qualified in accordance with national standards. In 2012-13, NRCan issued certifications to 5,429 individuals against a target of 4,800. The Department also issued 13,394 valid certifications instead of the originally planned 12,000.

Additionally, NRCan met the target of producing of advanced materials solution for adoption by defense stakeholders by developing a new material for use in light-armored vehicles. This material is intended to protect against increasingly powerful explosive devices and reduce the weight of personal armor.

Sub-Program 3.1.3: Forest Disturbances Science and Application

Description: Climate change is widely believed to be contributing to an increase in the frequency and intensity of native and invasive alien forest pest infestations and other disturbances such as wildland fire. Canada needs the scientific knowledge to understand, forecast, mitigate and adapt to natural and human-induced impacts to forest ecosystems. Through this sub-program, NRCan conducts research and analysis to develop scientific knowledge of forest disturbances (e.g., pests, fire). This scientific knowledge is used by federal, provincial and territorial governments and agencies (both policy-makers and regulators) as well as the forest industry to assess risks, forecast impacts and develop mitigation and adaptation strategies related to pests, fire, and climate change. This sub-program includes the Invasive Alien Species Strategy for Canada.

Financial Resources — For Sub-Program 3.1.3 ($ thousands)

Planned Spending 2012-13	Actual Spending 2012-13	Difference* 2012-13
28,015	30,020	(2,005)

*The difference between Planned Spending and Actual Spending is primarily attributed to increased salary expenditures due to one-time work force Adjustment payouts; and to the impact of Back Pay for several collective agreements.

Human Resources — (Full-Time Equivalent — FTEs)* — For Sub-Program 3.1.3

Planned 2012-13	Actual 2012-13	Difference 2012-13
255	246	9

*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 Results — For Sub-Program 3.1.3

Expected Result	Performance Indicator	Target	Actual Result
Increased use of scientific knowledge of forest disturbances by governments, agencies and industry	Representation of the Canadian Forest Service on forest disturbances advisory boards or committees involving stakeholders	Maintain current representation on 73 advisory boards and committees by March 31, 2013	NRCan had representatives on 72 forest disturbances advisory boards and committees. Source: Internal tracking, adjunct professorships.
	Percentage of peer-reviewed disturbances publications cited over a rolling 5-year period	Stay within 10% of baseline by March 31, 2013 (Baseline: 70.87% 2007-2011)	An average of 78% of NRCan disturbance publications were cited between 2008 and 2012. Source: Scopus (NRCan's library database tool) Science Citation Index.

Performance Analysis and Lessons Learned

The Department helps to address risks resulting from infestations of pests in forests. In 2012-13, NRCan delivered a knowledge transfer workshop on the Spruce Budworm Decision Support System for the Nova Scotia Department of Natural Resources. NRCan also facilitated an information session on mountain pine beetle in affected provinces and delivered a knowledge review as well as a symposium, which focused on the implications of the infestations. The Department also contributed expertise to the analysis of the impacts of the spread of emerald ash borer to Manitoba and Northern Ontario, as a member of the Canadian Council of Forest Ministers. This expertise supported the identification of prevention efforts and early actions applicable to any un-infested area in Canada.

More broadly, NRCan produced a risk-impact matrix for five groups of high-priority pathogens in Canada. In addition, NRCan completed a risk assessment of the invasive Phytophthora ramorum to Canadian larch in collaboration with the Canadian Food Inspection Agency. The Department also provided expertise to mitigate the risk from fire through the Canadian Wildland Fire Information System and at the National Wildfire workshop, which representatives from Canada, Australia and the United States attended.

Sub-Program 3.1.4: Climate Change Adaptation

Description: Climate change poses a risk to Canadian businesses, communities and infrastructure, and collaboration across multi-jurisdictional areas is challenging. This sub-program supports collaboration amongst key regional stakeholders across Canada, including government departments and agencies, private sector and community organizations. These collaborations enable discussion on key adaptation issues and preparation of practical adaptation measures that will prepare for and take advantage of the risks and opportunities resulting from climate change. This sub-program also delivers scientific analysis on key climate change issues affecting Canada's North (North of 60 latitude). Overall, this sub-program helps Canada to better understand, make informed decisions and take practical actions to respond to a changing climate.

Financial Resources — For Sub-Program 3.1.4 ($ thousands)

Planned Spending 2012-13	Actual Spending 2012-13	Difference* 2012-13
11,397	5,909	5,488

*The difference between Planned Spending and Actual Spending is partly attributed to Budget 2012 Savings Measures associated with the Climate Change Geoscience Program, as well as the need by the Climate Change Impacts and Adaptation Directorate to reprofile significant resources for Enhancing Competitiveness in a Changing Climate.

Human Resources — (Full-Time Equivalent — FTEs)* — For Sub-Program 3.1.4

Planned 2012-13	Actual 2012-13	Difference 2012-13
75	33	42

*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 Results — For Sub-Program 3.1.4

Expected Result	Performance Indicator	Target	Actual Result
Public and private sector decision-makers across Canada consider climate change in their planning	Percentage change in number of public or private sector decision-makers considering climate change in their planning	30% total increase over baseline query (2009-10) by March 31, 2014	The survey to determine the percentage change in decision-makers considering climate change in their planning will be undertaken in 2014-15. Source: NRCan survey results.
Governments and communities in the North (North of 60 latitude) are aware of information on adaptation measures	Number of projects (for design or implementation phases) considering climate change geoscience adaptation measures	4 by March 31, 2013	Target delayed. Three projects that consider climate change geoscience adaptation measures are currently underway. Source: Annual Program Performance Reports, Stakeholder consultation records.

*More information on the Departmental Sustainable Development Strategy can be obtained at NRCan's Planning and Reporting website.^Endnote74.

Performance Analysis and Lessons Learned

To help address the impacts of climate change on natural resources, NRCan provided expertise to and collaborated with other government departments in 2012-13. For example, NRCan launched a national Adaptation Platform, which provides a forum for all levels of government, the private sector and other key stakeholders to generate new information and insights, share information, experience and expertise, and identify opportunities for adaptation initiatives. NRCan also signed agreements with federal and provincial partners to conduct studies and assessments related to the impacts of climate change on northern land-based and coastal infrastructure, including the development of methodologies to assess impacts on infrastructure, such as highways and airport runways.

Additionally, the Department completed sea-level projections for coastal communities across Canada. These projections are being incorporated into a national coastal assessment. NRCan also released a report on the impacts of permafrost on transportation in the Arctic and Northern Cordillera that was presented at the Yellowknife Geoscience Forum as well as 14 papers and reports on climate change and adaptation measures as a result of field campaigns. These accomplishments supported Goal 1 (Climate Change) and target 1.1 (Climate Change Mitigation) of the 2010-13 FSDS.

Due to budget constraints, the Department did not meet the target for the number of new projects in the North. However, the following three projects are currently underway:

• Land-Based Infrastructure;
• Coastal and Landscape Stability Infrastructure; and
• Essential Climate Variables monitoring (e.g., glacial mass balance, permafrost, snow cover).

These projects were established in collaboration with local and territorial partners (Northwest Territories and Nunavut) and agreements with northern partners (e.g., Aboriginal Affairs and Northern Development Canada, Transport Canada, Environment Canada).

The Department intends to conduct a survey in 2014-15 to determine the percentage change in the number of public or private sector decision-makers considering climate change in their planning.

Sub-Program 3.1.5: Geohazards and Public Safety

Description: To ensure that Canadians are protected from natural hazards constant monitoring and effective planning for adverse natural events are required. Such events include earthquakes, volcanic eruptions, landslides, geomagnetic storms, radiological and nuclear incidents, and tsunamis. The provision of hazard information and products helps other levels of government, including international government bodies, the private sector and professional organizations such as the Canadian Institute of Planners to prepare for and mitigate natural disasters. This work also meets NRCan obligation for ongoing nuclear test monitoring, as is required under the Comprehensive Nuclear Test Ban Treaty. This sub-program comprises of a research component that disseminates risk-related information to support the response, recovery and preparedness phases of emergency management.

Financial Resources — For Sub-Program 3.1.5 ($ thousands)

Planned Spending 2012-13	Actual Spending 2012-13	Difference* 2012-13
10,080	15,091	(5,011)

*The difference between Planned Spending and Actual Spending is partly attributed to revenue collections coming in lower than planned for, and partly attributed to expenditures related to severance pay and parental benefits, which were not included in Planned Spending. Additionally, expenditures planned for sub-program 1.3.5 New Energy Supply were subsequently spent in program 3.1.5 Geohazards and Public Safety due to redeployment of staff as well as a scientific response to study the aftermath of the large earthquake off the coast of British Columbia in 2012.

Human Resources — (Full-Time Equivalent — FTEs)* — Sub-For Program 3.1.5

Planned 2012-13	Actual 2012-13	Difference 2012-13
108	99	9

*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 Results — For Sub-Program 3.1.5

Expected Result	Performance Indicator	Target	Actual Result
Other levels of government, private sector and professional organizations involved in emergency management in Canada rely on information from NRCan's hazard information services and hazard mitigation knowledge products for decision-making	Annual number of other levels of government, private sector or professional organizations involved in emergency management in Canada confirming level of satisfaction and use of NRCan information in decision-making	5 by March 31, 2013	At least five organizations involved in emergency management in Canada used NRCan's information in decision-making. Source: Meeting minutes, Annual Program Performance Reports.

Performance Analysis and Lessons Learned

In 2012-13, NRCan continued to provide expertise to mitigate the risks associated with earthquakes and other natural hazards. For example, NRCan expertise helped with the design of British Columbia's public earthquake mitigation program (“Shakeout BC”). The Department also improved the National Earthquake Model for Canada and developed shear wave velocity measurement guidelines. Additionally, the Canadian Hazard Information Service (CHIS), using "cloud" technology, reviewed and implemented a more robust information system to ensure rapid delivery of earthquake information to Canadians. The renewed service provides automated alerts on any earthquake in Canada having a magnitude greater than four. In addition to the introduction of "cloud" technology, CHIS implemented a Twitter account, delivering automated posts to disseminate critical information to Canadians. The scope of the system was also expanded to include alerts for severe space weather.

NRCan's hazards-related expertise was also used to achieve the following:

• NRCan completed national-level hazards maps on landslide and tsunami susceptibility;
• Hydroelectric companies (e.g., Hydro One, Manitoba Hydro) adopted NRCan's geomagnetically induced currents (GIC) simulator, which helps to analyze and predict geomagnetically induced currents to mitigate their impacts on electricity supply systems;
• The District of North Vancouver incorporated NRCan's seismic risk assessment scenarios into its sustainable hazard risk management and disaster risk reduction initiatives; this was the final year of a four-year partnership with DNV;
• The Canadian Space Agency used NRCan's analysis of the radiation environment to inform the design of its Polar Communication and Weather (PCW) mission; and
• The Canadian Commission on Building and Fire Codes incorporated NRCan's information into the National Building Code; NRCan seismologists are part of the Commission.

Program 3.2: Landmass Information

Description: NRCan provides clearly-defined legal boundaries, a robust property system framework, authoritative geographic infrastructure and fundamental geospatial information on Canada's landmass. Without these frameworks, negative impacts will result to the Canadian economy, environment and standard of living. This program delivers Canada's regulatory system for Canada Lands legal surveys, the fundamental geodetic reference system, earth observation and mapping information. Together, these support the Canadian public, other federal departments and levels of government, the private sector and academia to carry out a variety of decisions founded on location-based information, such as land transactions, commercial/industrial development, transportation and logistics. This information enables effective management of Canada's natural resources and lands including opportunities for collaboration across jurisdictions (i.e. cross-border planning, regulatory efficiency), which advances the interests of Canada's natural resources sectors, both domestically and at the international level. Progress towards this program was achieved through the delivery of three sub-programs.

Financial Resources — For Program 3.2 ($ thousands)

Total Budgetary Expenditures 2012-13	Planned Spending 2012-13	Total Authoritiesl 2012-13	Actual Spending 2012-13	Difference* 2012-13
48,117	48,117	103,326	90,961	(42,844)

*The difference between Planned Spending and Actual Spending is primarily attributed to in-year funding received in Supplementary Estimates, expenditures related to salary that were not included in Planned Spending, transfers from program 1.2 Innovation for New Products and Processes and program 1.3 Investment in Natural Resource Sectors, Budget 2012 Savings Measures, a reprofile, and a lapse. As well, some funding for overhead was transferred to Internal Services.

Human Resources — (Full-Time Equivalent — FTEs)* — For Program 3.2

Planned 2012-13	Actual 2012-13	Difference 2012-13
416	471	(55)

*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 Results — For Program 3.2

Expected Result	Performance Indicator	Target	Actual Result
Public, private sectors and academia use trusted, accurate, Government of Canada geo-making information for decision-making and research	Number of public, private sectors and academia using landmass information	6 large federal departments/ agencies by March 31, 2013	Not only did six federal departments and agencies use geo-information on Canada's landmass, but the private sector did as well. Source: Annual Program Performance Reports.
	Client satisfaction or benchmarking results on Canada's legal boundary framework for effective governance, economic and social development	Positive trend on bi-annual client satisfaction surveys (rotational amongst Baseline years ending 2012-13 by March 31, 2013	As a result of reallocating resources stemming from Budget 2012, the planned bi-annual survey of key client groups was not undertaken. However, a program evaluation scheduled for 2013-14 will include a client survey as part of the data collection phase of the evaluation. The Department will consider using these survey results for their new baseline year, which will now be 2013-14. Source: Annual Program Performance Reports.

Performance Analysis and Lessons Learned

In 2012-13, NRCan produced essential geographic information (e.g., maps), provided expertise on Canada's legal boundaries, and provided coordinated logistical support in the North through its sub-programs. These activities supported performance results at this program level and enabled stakeholders to make informed decisions on the management of Canada's lands and natural resources and to mitigate related risks.

The performance results demonstrate that expertise produced by NRCan has been accessed and used by stakeholders in 2012-13. Multiple organizations in both the public and private sectors used landmass information produced by NRCan (e.g., Google, University of Guelph). In addition, NRCan and other federal government departments are using these data, for example to help communicate with stakeholders on areas of mineral resource potential in the North. Agriculture and Agri-Food Canada is using NRCan's base mapping data for crop analysis and other program delivery iniatives. Environment Canada uses NRCan's landmass information for land-use planning and protection activities, such as the wetlands protection initiative. Parks Canada uses NRCan's Earth observation data to map ecosystem integrity in Canada's national parks. And Aboriginal Affairs and Northern Development Canada uses Canada's legal boundary framework to underpin its activities in support of land and resource management administration.

NRCan continues to deliver a high level of service in providing its federal public clients and other stakeholders with authoritative landmass information. In 2012-13, NRCan responded to 2,667 client service requests.

Sub-Program 3.2.1: Essential Geographic Information

Description: Many socio-economic and environmental decisions, such as land-use, elections planning, emergency preparedness and response, transportation and real estate, would generate inconsistency, disputes or turmoil without authoritative geographic information. This sub-program delivers Canada's fundamental geodetic reference system, remote sensing technologies and authoritative mapping, earth observation and other location-based products and solutions. NRCan's policies, infrastructure and products support a variety of socio-economic and environmental decision-making carried out by other departments and levels of government, private sector and academia as well as the public necessary for effective management of Canada's natural resources and lands.

Financial Resources — For Sub-Program 3.2.1 ($ thousands)

Planned Spending 2012-13	Actual Spending 2012-13	Difference* 2012-13
24,569	54,604	(30,035)

*The difference between Planned Spending and Actual Spending is partly attributed to in-year funding received in Supplementary Estimates related to the Revitalization of NRCan's Satellite Station Facilities across Canada, and partly to expenditures related to the settlement of collective agreements and severance pay, which were not included in Planned Spending, as well as one-time payments for workforce adjustment. Additionally, expenditures originally planned for sub-program 1.2.3 Geomatics Innovation were subsequently spent in sub-program 3.2.1 Essential Geographic Information.

Human Resources — (Full-Time Equivalent — FTEs)* — For Sub-Program 3.2.1

Planned 2012-13	Actual 2012-13	Difference 2012-13
254	314	(60)

*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 Results — For Sub-Program 3.2.1

Expected Result	Performance Indicator	Target	Actual Result
Public, private sector and academia access geographic and geospatial information for the management of natural resources and lands	Number of downloads for geographic and geospatial information (geo-information)	5% increase by March 31, 2013 (baseline 2010-11)	The number of downloads in 2012-13 were more than 7.4 million, 34% above the baseline of 2010-11. Source: Annual Program Performance Reports.

*More information on the Departmental Sustainable Development Strategy can be obtained at NRCan's Planning and Reporting website.^Endnote75.

Performance Analysis and Lessons Learned

In 2012-13, NRCan delivered data and derived products, including geographic coordinates and satellite data to other government departments, the Canadian public and the private sector to inform decision-making relating to sustainable resource development, land issue management, park protected habitat, forest fires, alien invasive species and climate monitoring. This information was accessed and used by stakeholders, as illustrated by the number of downloads by stakeholders, which increased by 34% compared to 2010-11 levels. However, the increase underestimates the uptake as it does not capture other users of the information. This work supported Goal 1 (Climate Change) and target 1.1 (Climate Change Mitigation), as well as Goal 6 (Ecosystem/Habitat Conservation and Protection) and target 6.2 (Terrestial Ecosystem and Habitat) of the 2010-13 FSDS.

NRCan increased the accessibility of geographic information. For instance, it developed a new management tool with an innovative algorithm that manages elevation data in a more flexible, multi-representative manner. This system allows users to retrieve the specific data they require, and ensures greater geographical accuracy and efficiency. This tool and algorithm are now part of the PostgreSQL open source database available to all Canadians and other stakeholders.

The number of clients using NRCan's online Precise Point Positioning (PPP) service increased by 15% compared to 2011-12. Active clients, primarily from industry—including land surveying, engineering, natural resources, geospatial firms—as well as academia use this information to process their Global Positioning System (GPS) data. This standard for reliable, authoritative and accurate positioning information enables users to consistently obtain centimetre-level positions they need to conduct their business.

NRCan completed satellite-based coast-to-coast land cover products, including a ten-year land cover time series. These provide updated information to many clients, and complement NRCan's previous land cover products, such as the circa 2000 sub-arctic land cover, which is downloaded 55,000 times annually.

The Department also ensured that landmass information was gathered from across the country. To this end, NRCan used funding from Budget 2012 and its existing reference levels to undertake a project to revitalize satellite station facilities in Saskatchewan, Quebec and Northwest Territories. The revitalization also includes a new data management system to house and safeguard satellite information. This new system will ensure access to satellite Earth observation data and products as well as aerial photography from one portal, providing easier access to this wealth of information about Canadian landmass and waters.

Sub-Program 3.2.2: Canada's Legal Boundaries

Description: Boundary uncertainty undermines public confidence in the property rights system and is a barrier to exercising property and sovereign rights, as well as responsible social and economic development. For the benefit of all Canadians, this program ensures boundary certainty through: a) the proper maintenance of the Canada/United States international boundary for law enforcement, land administration, customs and immigration, and trans-boundary resource management; b) effective boundary surveys of Aboriginal settlement lands to meet Canada's obligations under land claim settlement legislation and treaties; and c) statutory registration of legal surveys on Canada Lands (the North, Canada's offshore area, Aboriginal Lands and National Parks), essential to the creation of property parcels. The boundary certainty provided by this sub-program promotes public confidence, enables effective management of Canada lands and collaboration across jurisdictions, which advances the interests of Canada`s natural resources sectors, both domestically and at an international level.

Financial Resources — For Sub-Program 3.2.2 ($ thousands)

Planned Spending 2012-13	Actual Spending 2012-13	Difference* 2012-13
16,945	15,747	1,198

*The difference between Planned Spending and Actual Spending is partly attributed to Budget 2012 Savings Measures, a reprofile for the Comprehensive Land Claims Program, and a year-end lapse.

Human Resources — (Full-Time Equivalent — FTEs)* — For Sub-Program 3.2.2

Planned 2012-13	Actual 2012-13	Difference 2012-13
152	127	25

*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 Results — For Sub-Program 3.2.2

Expected Result	Performance Indicator	Target	Actual Result
Statutory obligations and interdepartmental commitments are achieved in support of boundary certainty for Canada and First Nation lands	Cumulative % age achieved on the International Boundary Maintenance joint 15-year plan (United States and Canada)	50% by March 31, 2013	The cumulative percentage of 50% was achieved. Source: International Boundary Commission data and year-end reports.
	Percentage of statutory obligations and interdepartmental commitments achieved as defined in the legislation and agreements for Canada and First Nation lands	100% achieved per the annual plan by March 31, 2013	100% of statutory obligations and commitments were achieved. Source: Surveyor General Branch Project Management Information System & Association of Canada Land Surveyors Annual Report.

Performance Analysis and Lessons Learned

NRCan's work related to legal boundaries is important to ensure public confidence and the ability to exercise property or sovereign rights through boundary certainty.

The performance results indicate that all targets for this sub-program were met in 2012-13. Specifically, the Canadian Section of the International Boundary Commission maintenance continues to be on track based on the spring 2013 Commissioners' Meeting Records of Decision. Also, all field projects for 2012-13 assigned to the Canadian Section along the Quebec-Maine-New York-Vermont border, including monument refurbishing, vegetation clearing, surveying and inspections were completed on time and within budget.
NRCan completed 100% of the 36 active agreements for work related to boundary and parcel surveys for First Nation lands, valued at approximately $5.3 million. For example, the annual plan for the Yukon Land Claim work was developed in consultation with Settlement Land Committees, to define by survey the extent of settlement land selections for Yukon First Nations. The Tlicho Land Claim survey requirement was deferred and is therefore not considered part of this result.

In addition, NRCan analyzed the array of scientific data required that will be used to support Canada's submission to the United Nations Convention on the Law of the Sea (UNCLOS). Foreign Affairs, Trade and Development Canada (DFATD) will draft and deliver the submission documents required, including the Atlantic and the Arctic scientific evidence supporting Canada's claim to extend its offshore limits beyond the traditional 200 nautical miles. Drafting of the submission is progressing on time for the December 2013 targeted deadline. This sub-program will be evaluated in 2013-14.

Sub-Program 3.2.3: Polar Continental Shelf Logistics Support

Description: Due to the harsh and dangerous working conditions in Canada's expansive Arctic and Sub-arctic regions, there is an ongoing need to provide safe, efficient and cost-effective logistical support throughout the Canadian Arctic. The Polar Continental Shelf Program (PCSP), as mandated by the Resources and Technical Surveys Act, coordinates and delivers efficient and cost-effective logistical support to researchers conducting field work in the Canadian Arctic, such as air transportation to and from remote field camps, equipment and fuel. PCSP also provides accommodations at their facility in Resolute, Nunavut. This service is delivered to researchers from Canadian government agencies, northern communities, and independent and university groups, as well as international academia conducting scientific activities in remote and isolated areas throughout the Canadian Arctic thereby contributing to the safety of visiting scientists in the Canadian Arctic regions.

Financial Resources — For Sub-Program 3.2.3 ($ thousands)

Planned Spending 2012-13	Actual Spending 2012-13	Difference* 2012-13
6,602	20,610	(14,008)

*The difference between Planned Spending and Actual Spending is mainly attributed to in-year funding received in Supplementary Estimates related to a transfer from National Defence for the construction of the Canadian Forces Arctic Training Centre. Additionally, some expenditures planned for sub-program 1.3.4 Geo-Mapping for Energy and Minerals were subsequently spent in sub-program 3.2.3 Polar Continental Shelf Logistics Support.

Human Resources — (Full-Time Equivalent — FTEs)* — For Sub-Program 3.2.3

Planned 2012-13	Actual 2012-13	Difference 2012-13
10	31	(21)

*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 Results — For Sub-Program 3.2.3

Expected Result	Performance Indicator	Target	Actual Result
Canadian gov't agencies and Canadian and int'l academia receive cost-effective logistical support	Percentage of projects supported within budget constraints	95% by March 31, 2013	138 projects (94%) received some level of Polar Continental Shelf Program (PCSP) logistics support for the reporting period. Source: Annual Program Performance Reports.

Performance Analysis and Lessons Learned

The performance results indicate that the target for this sub-program was met in 2012-13. In its first full year of operations, the new Dr. Roy “Fritz” Koerner laboratory was operating at full capacity and client feedback indicated that the lab was a great addition to the Polar Continental Shelf Program (PCSP) support services. In conjunction with Shared Services Canada, NRCan also initiated the installation of a dedicated satellite connection in Resolute, which will improve business systems, communications and project management. During the 2012 field season, the PCSP supported 138 Arctic science projects and more than 40 additional requests for specialized field science equipment across Canada.

An evaluation^Endnote76 of the Polar Continental Shelf Program (PCSP) found the program to be highly relevant and aligned with federal government priorities and federal roles and responsibilities. The evaluation also helped guide the program to enhance its project management tools, service standards and to better demonstrate achievements on how it addresses needs for coordinated logistics support for research teams and other public or academic organizations in the Canadian Arctic.

Internal Services

Description: This program regroups three areas to deliver NRCan's mandate and priorities: governance and management support, resource management services, and asset management services. The key to the effectiveness and efficiency of this program is the ability of internal services to adjust and respond to evolving business priorities and requirements. This allows the Department to better align its priorities to those of Canadians, its activities to its priorities, and its resources to its activities. It also increases NRCan's capacity to monitor the financial and non-financial performance of its activities and programs.

NRCan continued the implementation of its four corporate directions: asserting our policy leadership, mobilizing our science, transforming our business and managing our human capital. These ensured that the Department further develops its capacity, responsiveness and resilience to maximize its contribution to the Government of Canada and to Canadians.

Financial Resources — For Internal Services ($ thousands)

Total Budgetary Expenditures 2012-13	Planned Spending 2012-13	Total Authorities 2012-13	Actual Spending 2012-13	Difference* 2012-13
147,720	147,720	187,192	181,093	( 33,373)

*The difference between Planned and Actual Spending results in part from funding received in Supplementary Estimates for NRCan's programs, which included an internal services element. The other portion of the increase is attributed to a transfer of funds to pay for a portion of the overhead costs.

Human Resources — (Full-Time Equivalent — FTEs)* — For Internal Services

Planned 2012-13	Actual 2012-13	Difference 2012-13
1,063	1,105	(42)

*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 Analysis and Lessons Learned

In 2012-13, NRCan continued to make progress towards achieving its corporate priorities, which are asserting its policy leadership, transforming its business, mobilizing its science and technology, and growing its human capital.

NRCan asserted its policy leadership both internally and externally. Internally, the Department launched a one-stop-shop for socio-economic data, known as the data hub. Externally, NRCan provided expertise for the Energy Pathways Project, which examined the impacts of energy-related technologies (e.g., net zero buildings) on Canada's energy economy, and supports the broader energy innovation framework. NRCan also led the development of the Government of Canada's position on transparency for the Extractive Industries Transparency Initiative, which was part of the 2013 G8 Leaders' summit.

To support the transformation of its business, NRCan delivered the Information Management Technology (IMT) Strategic Plan, 2013-14 to 2017-18, as well as the 2013-18 Investment Plan. The Department also supported the transition of IMT functions to Shared Services Canada through the transfer of 76 FTEs and $31.4 million. NRCan's Business Process Improvements Horizontal Task Team implemented business process improvements in 7 areas, such as travel booking and staffing. The Department engaged stakeholders and updated the NRCan Communications and Public Participation framework.

The Department supported the mobilization of its science and technology through the establishment of an internal Science and Technology Board, chaired by the DM. The board established 23 Signature Projects, which capture more than 95% of the S&T done by NRCan, including the tracking of associated financial spending. The Department also launched an online S&T Publications Policy system, which provides policy analysts and scientists with easy access to a range of S&T resources. In addition, NRCan established the Policy-Science Integration Community of Practice to encourage ongoing integration of the two areas and to strengthen the relationship between policy analysts and scientists.

NRCan contributed to the goal of growing its human capital by developing an action plan to respond to the results of the Public Service Employee Survey. NRCan also implemented components of the Employment Equity, Official Languages and Wellness and Disability Management actions plans. Additionally, the Department identified a second co-champion for values and ethics at the Assistant Deputy Minister level to strengthen the governance structure. NRCan supported talent management by ensuring that 95% of performance management activities were completed. The Department also developed the Role of the Manager paper and the Managers' Community 2013-14 annual plan.

The department contributes to the Federal Sustainable Development Strategy (FSDS), including Theme IV: Shrinking the Environmental Footprint — Beginning with Government. Specific targets in the area include greenhouse gas emissions reduction, real property environmental performance, green procurement, and water management.

For additional details on NRCan's Greening Government Operations activities, see NRCan website^Endnote77.

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