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Message from the President

I am pleased to present the Performance Report of the National Round Table on the Environment and the Economy (NRTEE or Round Table) for the fiscal year that ended March 31, 2007.

Created by the Prime Minister in 1988 as an independent advisory body reporting to the federal government, the NRTEE had its status formalized in a 1993 Act of Parliament. The purpose of the Round Table, according to the Act, is “to play the role of catalyst in identifying, explaining and promoting, in all sectors of Canadian society and in all regions of Canada, principles and practices of sustainable development.” The NRTEE draws on the insight and experience of its members to examine the environmental and economic implications of priority issues and offer independent advice on how to address them. Appointed by the government, its members represent different regions of Canada and are distinguished leaders in business, labour, universities, environmental organizations, Aboriginal communities, and municipalities. (See a list of members in Section 4.) NRTEE activities align with the government’s objective of building a strong, globally competitive, sustainable, technologically innovative economy.

The NRTEE reports to the Minister of the Environment, but as an independent national body, it shares advice with other levels of government and various non-government sectors. The agency strives to influence federal policy development on environment and economy issues. To accomplish this, it must produce and disseminate relevant, credible advice in a timely manner.

In 2006–2007 the NRTEE delivered effectively on the commitments made in its Report on Plans and Priorities (RPP) in the identified priority areas. After releasing findings and advice to the government on a long-term climate change and energy strategy (the “Wedge Report”) in June 2006, the agency embarked on a successful outreach initiative and consulted online to promote awareness of and gather feedback on this advice. Also in the reporting period, the Round Table responded to a reference from the government to provide advice on specific elements of Canada’s proposed Clean Air Act. This work will be completed in the fall of 2007. In parallel with this work, and in partnership with other organizations, the NRTEE continues to examine how Canadians can adapt to climate change, particularly as it affects the vulnerable northern parts of our country.

In February 2007, the NRTEE released a State-of-the-Debate Report entitled Capital Markets and Sustainability: Investing in a Sustainable Future. The report was well received in the financial sector.

To improve its overall ability to influence policy development, the NRTEE initiated a review of how it communicates with stakeholders and sought advice on how to be more effective in this area. The Round Table will consider the recommendations from this review in 2007–2008.

On the operations side, the Round Table continued to strengthen its accountability and management systems. Senior staff were trained on delegation of authorities; the agency completed a MAF self-assessment, with satisfactory results; it laid the groundwork for implementing an electronic system to improve how it manages information; and it worked to comply with Treasury Board Secretariat’s requirements under the Management Resources and Results Structure (MRRS).

Addressing what had been previously identified as a weakness in terms of corporate evaluation, the NRTEE developed a new performance measurement framework designed to generate improved performance information for decision making and for external public reporting. Moreover, it will allow the Round Table to measure its overall corporate performance efficiently and consistently over time. Results of the first round of performance measurement activities for 2007–2008 are included in this report.

The Round Table plans to build on the positive results achieved in 2006–2007, providing the credible and independent research and advice on which it has built its reputation.

_____________________
David McLaughlin
President and CEO

Section 1 Overview

1.1 Management Representation Statement

I submit for tabling in Parliament, the 2006–2007 Departmental Performance Report for the NATIONAL ROUND TABLE ON THE ENVIRONMENT AND THE ECONOMY (NRTEE).

This document has been prepared based on the reporting principles contained in the Guide to the Preparation of Part III of the 2006–2007 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:

• It adheres to the specific reporting requirements outlined in the Treasury Board Secretariat guidance;
• It is based on the agency’s approved Strategic Outcome(s) and Program Activity Architecture that were approved by the Treasury Board;
• It presents consistent, comprehensive, balanced, and reliable information;
• It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it; and
• It reports finances based on approved numbers from the Estimates and the Public Accounts of Canada.

___________________
David McLaughlin
President and Chief Executive Officer

1.2 The NRTEE Program Activity Architecture (PAA)

The NRTEE is presenting this performance report using the Treasury Board-approved PAA shown in Figure 1 below. This aligns with the PAA used in the 2006–2007 Report on Plans and Priorities (RPP), which indicates that the NRTEE worked toward a single strategic outcome and was engaged in a single program activity. However, for this Departmental Performance Report (DPR), consistent with minor changes recently approved by the Treasury Board Secretariat (TBS), the NRTEE will report only on this program activity, rather than to the sub-activity level.¹

Figure 1: Program Activity Architecture
National Round Table on the Environment and the Economy

1.3 Performance Measurement: A New Approach for the NRTEE

In 2006–2007, the NRTEE initiated a more rigorous approach to measuring its performance. The objective was to produce evidence-based performance information for decision making and improve external public reporting in the DPR. For this DPR, the NRTEE’s performance was assessed against the expected results and indicators shown below.

Expected Result	Performance Indicator
Effective consultations	Perceived quality of research
	Extent of consultations
	Effectiveness of consultations
Useful recommendations and results	Perceived usefulness
	Perceived independence of NRTEE
	Demand for NRTEE advice
Effective communication of recommendations	Reach of recommendations
	Quality of communications
Increased awareness and understanding of issues and solutions	Awareness of issues and solutions
	Understanding of issues and solutions

A key preliminary data source for this reporting period was a recent survey of some federal decision makers (via in-person interviews) conducted on behalf of the NRTEE in May-June 2007 (“the NRTEE survey”).² Although not referring specifically to the 2006-2007 period, preliminary findings are included in this DPR to assist in reporting on the agency’s performance. Over the course of 2007-2008, the Round Table will give due consideration to these findings, their context, and their potential implications for future NRTEE plans and activities.

Other data sources were as follows:

• Feedback provided by participants after NRTEE consultation sessions (by completion of a questionnaire); and
• Operational data related to the research programs, communications, and overall management of the NRTEE.

1.4 Summary Information

Reason for Existence: The purpose of the Round Table is to play the role of catalyst in identifying, explaining and promoting, in all sectors of Canadian society and in all regions of Canada, principles and practices of sustainable development. The agency interprets this broad mandate through a strategic focus on issues of national interest at the intersection of the environment and the economy. Through its work, the NRTEE identifies and promotes ways to encourage economic prosperity for all Canadians while striving to preserve the environment for current and future generations.3

Financial Resources ($000s)

2006–2007
Planned Spending	Total Authorities	Actual Spending
$5,183	$5,292.4	$4,535.2

Human Resources

2006–2007
Planned	Actual	Difference
25	23	2

 

Status on Performance		2006–2007 (in $000s)
		Status on Performance	Planned Spending	Actual Spending
Strategic Outcome (from RPP 2006–2007): Federal policy development on environment and economy issues, and decisions in other key sectors, are influenced by NRTEE advice on selected issues.
Priority No. 1: Provide advice to decision makers on environment and economy issues of national importance	Produce advice through research and stakeholder consultation, and promote advice to federal clients and other sectors. Expected Result: Federal clients and national stakeholders are aware of and understand the problems, opportunities, and practical solutions identified and examined by the NRTEE.	Successfully met	$4,933.0	$4,387.2
Priority No. 2: Strengthen management accountability and systems and implement new federal initiatives	The NRTEE will enhance its systems for information and records management, continue its efforts relating to Content Management Solutions, initiate a MAF self-assessment, strengthen its procurement and HR policies and update its approach to evaluating its performance. Expected Result: The NRTEE moves closer to fully implementing these initiatives	Successfully met	$250.0	$148.0

1.4.1 Performance Results by Priorities: Summary

In the RPP for 2006–2007, the NRTEE identified two priorities. The performance results for each are summarized below.

Priority 1: Provide advice on environment and economy issues of national relevance

As planned, the NRTEE developed policy advice in 2006–2007 related to energy and climate change, and advanced its work on policies for adaptation to climate change. In addition, the Minister of the Environment requested the NRTEE to provide advice to the Government of Canada on air pollutants and greenhouse gas emissions in support of the Canada’s proposed Clean Air Regulatory Agenda. The Round Table commissioned five studies to further its work in this area.

Following the release of its Advice on a Long-term Strategy on Energy and Climate Change for Canada in June 2006, the NRTEE embarked on a major in-person and an online outreach initiative to promote awareness of and gather feedback on the advice. In February 2007, the Round Table also released its State of the Debate Report on Capital Markets and Sustainability at the Toronto Stock Exchange.

As specified in its RPP, the agency will have succeeded when decision makers report that the NRTEE has given them a new way of viewing issues and has raised their awareness and understanding of the issues.

Feedback from federal decision makers surveyed includes the following:

• There is a continuing high regard for the quality of research carried out by NRTEE.
• The scope and effectiveness of consultations carried out by NRTEE are broadly recognized, both at a national level and within specific research programs. Some noted that NRTEE may in some cases have focused too much on information dissemination rather than consultation and dialogue.
• NRTEE policy analysis is relevant, timely, and useful.
• NRTEE advice and recommendations are considered when assessing policy options.
• NRTEE communications could expand their reach across a broader range of federal decision makers.
• The NRTEE must maintain an appropriate balance between researching policy (i.e., “content creation role”) and fostering dialogue and the exchange of information and best practices (i.e., “process facilitation role”).\

Priority 2: Strengthen management accountability and systems, and implement new federal initiatives

Even with limited staff and a small budget, the agency takes seriously its responsibility to ensure that the stewardship of its financial and human resources is effective and aligned with government-wide initiatives.

In 2006–2007, the NRTEE established several areas of focus to improve its management practices. The single performance indicator noted in the RPP 2006–2007 was “compliance with government requirements.” In each instance, the NRTEE has met or exceeded requirements.

• Management of Government Information: In 2006–2007, the NRTEE completed its Information Management Policy. The agency embarked on a major project to implement the Records, Document and Information Management System (RDIMS), completing a pilot application and beginning the rollout of training and implementation by all staff by the summer of 2007. The RDIMS project will enable the agency to organize and control all corporate documents and records so as to ensure information is archived appropriately and is available when needed. It also facilitates the agency’s compliance with government legislation and policy related to information management and expedites responses to Access to Information requests.
• Government of Canada Content Management Solution (CMS): The NRTEE completed the first phase of a CMS project that incorporates the Government of Canada’s CMS approach, lessons learned, stakeholder engagement strategies, and common standards for integrated government information and service delivery. Several key software products were configured in accordance with the NRTEE’s internal requirements and Government of Canada standards.
• NRTEE Secretariat Management Committee: A permanent mandate was established for the committee of senior managers, who meet bi-weekly to oversee the planning and management of the agency’s financial, information, and human resources.
• Management Accountability Framework (MAF): The NRTEE participated for the first time in the MAF process. The agency was able to demonstrate that it has a strong (if somewhat less formal) approach to management. Of the 12 indicators in which the NRTEE was rated, it received 10 “acceptable” ratings, two “opportunity for improvement” ratings, and no “attention required” ratings.
• Procurement and Contracting: Oversight of this area was significantly strengthened by the establishment of a central tracking system for contracts, review of contracts and procurement expenditures over $10,000 by the Management Committee, and training of key staff responsible for these areas.
• Human Resources (HR) Management: In 2006, the NRTEE established a set of core HR values in consultation with all staff. Based on those values, the agency also put in place staffing and training and development policies.
• Risk Profile: The NRTEE updated its risk profile.

1.5 Operating Environment and Context

The NRTEE’s success depends on its ability to influence federal policy on environment and economy issues. To accomplish this, the NRTEE must produce and promote relevant, neutral, credible advice in a timely manner. Its ability to do so is affected by a range of internal and external factors.

Those relevant in 2006–2007 are discussed below.

Internal operating factors

Requests from the government to provide specific kinds of advice can create challenges in terms of the organization’s ability to plan from year to year. The timing of such references cannot be controlled and the agency is often expected to identify the necessary resources from within its own budget. In 2006, resources were set aside early in the year to address an anticipated request, but confirmation and details of the advice required did not arrive until November. The result was the eventual lapse of operating funds. (See Section 3, Table 1.)

External factors

In Canada, particularly for the issues typically examined by the NRTEE, policies are not developed in isolation—the government’s associations with the provinces, municipalities, and even other countries can affect them. This creates a complex decision-making environment that can potentially compromise the federal government’s ability to act on the NRTEE’s recommendations. The NRTEE also competes for attention within the array of priorities being addressed by key stakeholders. This is a significant and ongoing challenge that the NRTEE works to address through strategic communications efforts.

1.6 Alignment with the Government of Canada Outcome Areas

The NRTEE’s work is relevant to several of the Government of Canada’s outcome areas, but aligns most directly with the strong economic growth outcome as shown below.

Strategic Outcome	Program Activity	Link to Government of Canada Outcome area
Federal policy development on environment and economy issues, and decisions in other key sectors, are influenced by NRTEE advice on selected issues	Provide advice on environment and economy issues	Strong economic growth

In 2006–2007, the NRTEE contributed to this outcome primarily through its work and resulting advice on energy and climate change and how Canada can address this issue in the medium and long term. This advice, if implemented, is consistent with Canada’s national interest and the government’s objective of building a globally competitive, sustainable, technologically innovative economy that benefits all Canadians.

1.7 Achieving the NRTEE’s Strategic Outcome: Overall Progress

Strategic Outcome: Federal policy development on environment and economy issues and decisions in other key sectors are influenced by NRTEE advice on selected issues.

The NRTEE’s approach to achieving its strategic outcome is to produce policy advice and disseminate it so as to increase the understanding of decision makers about challenges and opportunities at the interface between the environment and the economy, and to inform the debate on those questions.

An indicator of NRTEE performance in achieving this strategic outcome is the extent to which NRTEE advice is considered in federal policy decisions. Findings from the NRTEE survey show a range of opinions, from “advice is partly responsible for a number of policy decisions” to “advice is nearly always considered in assessing policy choices, even if specific recommendations are not necessarily pursued.”

1.8 Summary of Performance Results by Indicator

Figure 2—Summary of performance results—Fiscal Year 2006–2007

Expected Results and Outputs	Performance Indicator	Performance assessment	Performance level
High quality research	Perceived quality	Well perceived High quality analysis Comprehensive	At target
Effective consultations	Extent of consultations	Broad consultations on Long-term Energy and Climate Change Extensive expert consultation	At target
	Effectiveness of consultations	High added value Good process Involve small groups Online consultation well perceived
Useful recommen-dations and advice	Perceived usefulness, relevance and timeliness	Useful and timely Relevant Risk of focusing too much on short term Sometimes overtaken by events Need to clarify research versus process role	At target
	Perceived independence of NRTEE	Some concern about long-term loss of independence given increased focus on federal government
	Demand for NRTEE advice	Continuing requests from federal government Strong demand for briefings from federal department and national stakeholders Citations from stakeholders
Effective communication of recommen-dations	Reach of communications	Extensive data base Increasing media coverage Steady increase in use of website Reach could be increased	Approaching target
	Quality of communications	Good mix of instruments Products are well perceived
Increased awareness and understanding of issues and solutions	Awareness of issues and solutions	Limited impact on increasing awareness at federal level Unknown in case of national stakeholders	Approaching target
	Understanding of issues and solutions	Strong benefit in terms of greater understanding of issues

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