ARCHIVED - RPP 2007-2008
Canadian Nuclear Safety Commission
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The Honourable Gary Lunn
Minister of Natural Resources
Linda J. Keen
President and Chief Executive Officer
Canadian Nuclear Safety Commission
Table of Contents
- Message from the President and Chief Executive Officer
- Management Representation Statement
- Summary Information
- Strategic Framework and Program Activity Architecture
- Operating Environment and Challenges
- CNSC Plans and Priorities
SECTION II -- ANALYSIS OF CNSC'S PROGRAM ACTIVITY
SECTION III - SUPPLEMENTARY INFORMATION
- Organizational Information
- Resources by Program Activity
- Table 1: Departmental Planned Spending and Full-Time Equivalents
- Table 2: Voted and Statutory Items
- Table 3: Services Received Without Charge
- Table 4: Sources of Respendable and Non-Respendable Revenue
- Table 5: CNSC's Regulatory Plan
- Table 6: Internal Audits and Evaluations
- Information Sources
SECTION I - CNSC OVERVIEW
Message from the President and Chief Executive Officer
It is my pleasure to submit to Parliament the Canadian Nuclear
Safety Commission's Report on Plans and Priorities for the years 2007 to 2010. This strategic plan builds on the ongoing efforts of the Canadian Nuclear Safety Commission (CNSC) to be
effective and transparent; to attract and retain excellent staff; and to be efficient in delivering its legislated mandate. The challenge has never been greater. The nuclear industry is growing at an
unprecedented rate, creating a perfect storm of demands for heightened regulatory oversight across all sectors -such as -aging nuclear power plants, expanding uranium activities, health care and
industrial radiography. At the same time, the demand for new reactors is creating a significant increase in the CNSC's regulatory workload. Be assured, the CNSC is well prepared to address these
challenges.
Concurrent with industry expansion, there is a greater focus on accountability, good governance and strong regulatory oversight. In the context of a nuclear industry that is becoming more significant and complex, the public attention on industry, governments and on the regulator has never been greater. Canadians will continue to look to the CNSC to protect their health, safety, security and environment. The CNSC is committed to public consultation and accessible processes as it provides the regulatory oversight and makes the regulatory improvements that will meet the new demands.
The CNSC has initiated appropriate improvement initiatives. With its concentration on a modern regulatory framework and process - one that is risk informed and forward looking - the CNSC will ensure its continued effectiveness. The CNSC will also improve the transparency of its processes for decision making and environmental assessments, in order to foster public confidence. In the area of staffing, the CNSC is strengthening its leadership capabilities as well as increasing and broadening its recruitment and retention strategies. In addition, the continuing implementation of a quality management system that integrates and provides greater consistency in processes will continue to improve efficiency throughout the CNSC.
Next year will see me turn over the Chair of the Convention on Nuclear Safety - which, by that time, will have realized significant improvements in scope, transparency and focus to which I am proud to have contributed. I am equally honoured to accept the position of Chair of the Heads of Federal Administrative Tribunals Forum, an organization created to coordinate federal tribunal activities. This will be a forum for tribunals to build on experience, strengthen the broader Canadian regulatory regime and provide a basis for benchmarking regulatory practices.
The CNSC has laid out an ambitious agenda of regulatory work, governance and process improvement. Our relationships with international counterparts in the G-8 and other major regulators throughout the world, who are undertaking similar activities, will allow us to measure our progress and to share best practices while we work toward similar goals. I am confident that the CNSC will continue to prove itself as a strong, effective regulator who is trusted and respected throughout Canada and across the globe.
Linda J. Keen, M.Sc.
Management Representation Statement
I submit for tabling in Parliament, the 2007-2008 Report on Plans and Priorities (RPP) for
the Canadian Nuclear Safety Commission.
This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2007-2008 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 CNSC's 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 planned spending numbers from the Treasury Board Secretariat.
_____________________________
Linda J. Keen, M.Sc.
President & Chief Executive Officer
Summary Information
Mission, Vision and Values - The mission of the Canadian Nuclear Safety Commission (CNSC) is to regulate the use of nuclear energy and materials to protect health, safety, security, and the environment and to respect Canada's international commitments on the peaceful use of nuclear energy.
In pursuing its mission, the CNSC is working toward its vision of being one of the best nuclear regulators in the world.
To realize its vision, the CNSC is committed to four strategic objectives:
- ensuring the effectiveness of its regulatory regime
- operating with a high level of transparency
- attracting and retaining excellent staff
- maintaining the efficiency of its regulatory regime
In carrying out its mandate, the CNSC upholds the values of quality, integrity, competence, dedication and respect for others.
Governance
The Canadian Nuclear Safety Commission is an independent, quasi-judicial administrative tribunal and federal regulatory agency. The CNSC is a departmental corporation under Schedule II of the Financial Administration Act and reports to Parliament through the Minister of Natural Resources. As a tribunal, the Commission sets overarching regulatory policy, establishes regulations as required, and decides on major licence applications, renewals and related requests. Members of the Commission, who are appointed by the Governor in Council, are separate from CNSC staff to maintain independence when making licensing and related decisions.
The CNSC staff advises the Commission, implements Commission decisions and enforces compliance with regulatory requirements (see Section III - Organizational Information for more details).
Regulatory Framework
The CNSC is created under the Nuclear Safety and Control Act (NSCA) and derives its mandate from the Act. The CNSC regulatory framework is an evergreen framework of regulations and associated regulatory policies, standards and guides that apply to all nuclear industries including, but not limited to:
- nuclear power reactors;
- non-power nuclear reactors, including research reactors;
- nuclear substances and radiation devices used in industry, medicine and research;
- the nuclear fuel cycle, from uranium mining through to waste management; and
- the import and export of controlled nuclear material, dual-use material, equipment and technology identified as proliferation risks.
The CNSC also administers the Nuclear Liability Act, conducts environmental assessments under the Canadian Environmental Assessment Act (CEAA) and implements Canada's bilateral agreement with the International Atomic Energy Agency (IAEA) on nuclear safeguards verification. As a model of regulatory efficiency, the CNSC regulates the entire nuclear cycle and all aspects of nuclear safety in Canada.
Note: The Canadian Nuclear Safety Commission is called the CNSC when reference is made to the organization and its staff in general. The tribunal component is referred to as the Commission.
Strategic Framework and Program Activity Architecture
The CNSC's strategic framework is aligned with the Management Resources and Results Framework prescribed by the Treasury Board for government-wide planning and resource management, and is based on the CNSC logic model shown in Section III. The CNSC works to achieve its strategic outcome through a single operational program activity: nuclear regulation. This program activity is sub-divided into five key programs or sub-activities that align with the logic model's activity areas.
The following table outlines the CNSC's program activity architecture:
|
Strategic Outcome: Safe and secure nuclear installations and processes solely for peaceful purposes; and public confidence in the nuclear regulatory regime's effectiveness. |
Estimated Planned Spending* |
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Program Activity: |
Program |
Expected Outcome |
2007-08 |
2008-09 |
2009-10 |
|
Regulatory Framework |
A clear and pragmatic regulatory framework |
10,531 |
8,959 |
8,959 |
|
|
Licensing and Certification |
Individuals and organizations that operate safely and conform to safeguards and non-proliferation requirements |
22,752 |
21,134 |
21,134 |
|
|
Compliance |
High levels of compliance with the regulatory framework |
35,811 |
32,723 |
32,723 |
|
|
Cooperative Undertakings |
Cooperation and integration of CNSC's activities in national/international nuclear fora. |
18,155 |
16,441 |
16,441 |
|
|
Stakeholder Relations |
Stakeholders' understanding of the regulatory program |
7,306 |
6,619 |
6,619 |
|
|
Total Financial Resources ($ thousands) |
94,555 |
85,876 |
85,876 |
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|
Total Human Resources (Full-Time Equivalent) |
730 |
693 |
693 |
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* Estimated planned spending includes corporate services. Most costs incurred for the CNSC's regulatory activities are recovered by the federal government from licensees under the Canadian Nuclear Safety Commission Cost Recovery Fees Regulations (2003). Fees are collected by the CNSC and deposited into the Consolidated Revenue Fund and are not a source of revenue for the CNSC. In 2007-2008, the CNSC projects to recover approximately 65% (about $62 million) of its total operating costs from fee-paying licensees.
Detailed CNSC plans to deliver expected results are presented in Section II - Analysis of CNSC's Program Activity.
Linking CNSC's Program Activity to Government of Canada Outcomes
The federal government's whole of government framework provides a logic model for the Government of Canada (GoC) that maps the contributions of all federal departments, agencies and Crown Corporations to high-level Government of Canada policy areas. The framework consolidates departmental and agency strategic outcomes and program activities into thirteen broad GoC outcome areas within four broad policy areas. In accordance with the framework, a strategic outcome may contribute to more than one GoC outcome area whereas a program activity may contribute to only one. The CNSC's strategic outcome contributes to three GoC policy areas as follows:
Economic Affairs:
- a clean and healthy environment
Social Affairs:
- healthy Canadians with access to quality health care
- safe and secure communities
International Affairs:
- a secure world through international cooperation
The CNSC's current Program Activity Architecture has only one program activity that, for the purpose of Government of Canada reporting, has been aligned to the federal outcome of "safe and secure communities" under the Social Affairs policy area. The CNSC will review its Program Activity Architecture annually with the Treasury Board Secretariat and make changes if required to ensure meaningful reporting.
Operating Environment and Challenges
The Canadian Nuclear Safety Commission licenses the siting, construction, operation, decommissioning and abandonment of all nuclear facilities in Canada. The CNSC also licenses nuclear substances and radiation devices used in industry, medicine and research. Examples of these uses include equipment for industrial radiography and for teaching, research, medical diagnosis and treatment, including cancer. In addition, the CNSC licenses the import and export of controlled nuclear material, equipment and information, and ensures that Canadians and Canadian companies comply with Canada's international obligations related to non-proliferation of nuclear weapons and peaceful use of nuclear energy.
The Canadian nuclear industry is undergoing significant growth in all sectors, from uranium mining and milling to power production, waste management, and cancer treatment. The CNSC will continue to put in place a modern, up-to-date regulatory framework for all facilities - one that considers all available science as well as input and operating experience from Canadian operators and other stakeholders. The CNSC will also draw upon recommendations of the IAEA and best practices from the international community wherever practicable. The resulting regulatory framework will, however, be Canadian.
a. Life extension of nuclear reactors and plans for new nuclear power plants
Canada has 22 nuclear power reactors, many of which are approaching the end of their designed operating lives. Nuclear power plant licensees, are moving forward with projects to refurbish these plants for continued operation. To date, eight reactors have either been refurbished, are in the process of being refurbished, or have refurbishment proposals being considered by the Commission. In all cases, the refurbishment licensing applications must meet CNSC requirements for safe operation.
With respect to new nuclear plants, the CNSC has received licence applications from Bruce Power and Ontario Power Generation to prepare their respective sites at Kincardine and Darlington for the construction of new nuclear units. As of December 31, 2006, the CNSC has conditionally accepted these applications. Given that new reactors have not been constructed in Canada for many years and that worldwide operational and regulatory environments have changed, licensees, governments and the public require clarification of the modern regulatory requirements and processes for new nuclear power plants. In response, the CNSC has developed a licensing process and is creating a modern regulatory framework for the siting, design, construction, and operation of new nuclear power plants, while considering modern domestic and international standards.
Projects to extend the lives of existing reactors and to construct new nuclear power plants are expected to take place over the next 10 to 15 years.
b. Uranium mines, mills and processing facilities
Several factors have triggered an increased demand for uranium: construction of new nuclear power plants worldwide, improved reactor operations throughout the world, extension of the operating lives of reactors, and significant depletion of existing uranium stockpiles. To meet this demand, mining licensees are expanding production from existing mines where possible, developing currently known smaller deposits of ore in Saskatchewan, and expanding current mine operations. In addition, mineral exploration companies and current licensees involved in new mine exploration are signalling the likelihood of submitting licence applications for new mines.
c. Nuclear waste management
Projects to address legacy radioactive waste include Atomic Energy of Canada's plans to deal with legacy waste at its Chalk River Laboratory, and the Port Hope Area Initiative, led by the Low-Level Radioactive Waste Management Office, to construct a disposal site for low-level legacy waste in Port Hope, Granby and Welcome.
Long-term initiatives to manage and store radioactive waste include Ontario Power Generation's proposal for a deep geologic repository in Kincardine, Ontario, to house low- and intermediate-level radioactive waste. Also planned are projects for long-term management and disposal of spent fuel, in accordance with the Government of Canada's response to the recommendations of the Nuclear Waste Management Organization. These projects present significant technological, geological and community relations challenges for both industry and the CNSC. To prepare for these challenges, the CNSC is participating in the development of a Canadian waste classification system.
d. Accelerators, nuclear medicine, and nuclear substances and radiation devices
Among the facilities that the CNSC licenses are high-power accelerators at TRIUMF at the University of British Columbia and the Canadian Light Source (CLS) at the University of Saskatchewan. The nuclear-related activities at these facilities require CNSC oversight, especially those at the CLS, where beam lines are being added to create an expanded research program.
Licensing and compliance activities associated with the regulation of nuclear substances, radiation devices and equipment and Class II nuclear facilities (where equipment is used for medical, industrial and research purposes) have increased substantially and are forecasted to continue growing over the next several years. Due to higher activity in oil and gas, logging and other related industries, the use of industrial radiography is rising rapidly. New procedures and new radioisotopes are also being introduced in nuclear medicine. As shown in the following bar chart, the number of licences issued for Class II nuclear facilities (principally cancer treatment facilities) is projected to grow from 325 in the year 2006 to at least 500 by the year 2015. An ongoing challenge will be to manage this growth while maintaining current licensing and compliance activities for existing Class II nuclear facilities, nuclear substances and radiation devices.
e. Nuclear Security and Emergency Management
National security and emergency management will remain ongoing areas of concern and important activities for the CNSC in the foreseeable future. The CNSC, with the new Nuclear Security Regulations, has a comprehensive regulatory framework to ensure rigorous and consistent oversight of facilities and processes. The CNSC works closely with officials of security agencies in Canada, the United States and the international community to gather and share security-related intelligence that is essential to maintaining integrity of the worldwide nuclear security network. Such cooperation and liaison, coupled with the CNSC's regulatory oversight and licensee vigilance, enables Canadian nuclear facilities to put in place appropriate security measures based on ongoing assessment of domestic and international risk.
Nuclear security also includes measures to prevent the diversion of nuclear material and radioactive sources for unauthorized or malicious acts. International and Canadian expectations in this area are set out in the January 2004 IAEA Code of Conduct on the Safety and Security of Radioactive Sources, which Canada has committed to implementing. As such, the CNSC has developed and implemented a Sealed Source Tracking System, which is integrated with the CNSC's National Sealed Source Registry, and is also strengthening its regulatory processes for controls on the export and import of risk-significant radioactive sources. These new initiatives will result in full Canadian implementation of the Code during the current planning period and a regime for consistent oversight and monitoring. Canada will be one of the first nations in the world to have this regime in place.
f. International Safeguards
The CNSC is responsible for implementing the safeguards agreements between Canada and the IAEA and, increasingly, for assuring that all nuclear materials and activities in Canada are declared and adequately accounted for. To obtain international assurances under the IAEA Non-Proliferation Treaty and the Additional Protocol, the CNSC facilitates IAEA inspection in Canada and provides the required reports to the Agency. In recent years, the IAEA has significantly increased its verification efforts in Canada, particularly concerning the detection of undeclared nuclear material and activities. In addition, concern about nuclear terrorism has emphasized the need to appropriately control and account for all nuclear material in Canada. These demands will increase as more facilities and nuclear material require regulatory oversight, both domestically and internationally.
The CNSC's principal challenge is to ensure effective regulatory oversight of nuclear materials and activities in Canada. The CNSC is currently working with other departments and agencies to develop the policy framework for a new national safeguards system that meets the needs of Canadians and licensees while respecting Canada's obligations to the international community. CNSC will seek additional resources needed to implement a new verification program, which will effectively complement the IAEA's efforts to draw positive conclusions, on an annual basis, for the international community.
g. International Leadership
For the CNSC to fulfil its vision of becoming "one of the best nuclear regulators in the world," it must continue to be active with its international nuclear regulatory counterparts and relevant international organizations.
The CNSC maintains good working relationships with its regulatory counterparts through the International Nuclear Regulators Association, the CANDU Senior Regulators group, the IAEA and its Commission on Safety Standards (CSS), and the Nuclear Energy Agency of the Organization for Economic Cooperation. In addition, it co-operates with key bilateral partners, particularly the United States, France, the United Kingdom, Finland and the Republic of Korea.
The CNSC's international activities for the planning period from 2007-2010 will be influenced by multilateral initiatives aimed at harmonization of nuclear regulatory approaches and safety goals, expansion in nuclear cooperation with foreign regulatory counterparts, and introduction of new technologies into Canada, but it will also be limited by the organization's capacity to commit resources to these activities while it fulfils its domestic regulatory mandate for health, safety and security in Canada.
h. Public hearings and stakeholder consultation
Nuclear facilities and materials have always attracted significant attention from the public, governments and public interest groups. Expansion in all sectors of the nuclear industry is driving the need to communicate more information to the public, especially in communities most affected by nuclear facilities. This is resulting in more frequent Commission hearings, more hearings in communities most affected by licensing decisions, greater consultation with First Nations on whom projects may have an impact, and stakeholder desire for easier and faster access to information related to matters before the CNSC.
The CNSC must respond to these emerging demands and provide the public with information to understand nuclear safety and with opportunities to participate in regulatory document development and licensing decisions in a meaningful way. This will be key to upholding public confidence in the regulatory regime.
i. Staffing requirements to meet increased workload
One of the CNSC's most critical ongoing challenges is sustaining an adequate workforce with the appropriate mix of scientific, technical and other professional knowledge, skills and experience. With the growth in nuclear sector activity creating industry competition for skilled resources, the CNSC continues to face significant challenges in attracting, recruiting and retaining experts. This challenge is compounded by the expected retirement of many of CNSC's most senior staff. The CNSC will continue its ongoing efforts to secure required resources to meet emerging new demands.
CNSC Plans and Priorities
This section articulates the CNSC's priorities in two dimensions: program priorities and management priorities. In order to achieve these priorities work will be undertaken in each of the CNSC program sub-activities. They have been selected to achieve the CNSC's strategic outcome in consideration of the challenges and risks anticipated over the planning period.
Program Priorities
The CNSC's program priorities aim to provide Canadians with a forward-looking, transparent, and reliable regulatory process that protects health, safety and security while dealing with the challenges of rapid growth that are expected during this planning period. The CNSC's three program priorities and associated plans, for the current planning period, are as follows:
1. Deliver an effective regulatory program for existing facilities
When allocating resources, the CNSC's first priority is to assure Canadians of the safety and security of the current nuclear industries in Canada. The organization is committed to maintaining adequate regulatory oversight of existing facilities. The following plan to achieve this priority has been developed:
- Complete current regulatory documents development program and necessary amendments to regulations for existing facilities;
- Execute baseline compliance program requirements across all regulatory programs;
- Develop strategies to promote/enforce compliance where licensee deficiencies have been identified, and respond to risk-significant licensee reports and findings;
- Review and make recommendations (by staff) to the Commission with respect to applications for renewal of current licences across the regulatory program; and
- Effectively implement Canada's obligations under its International Atomic Energy Agency (IAEA) safeguards agreements.
2. Effectively manage growth of the regulatory program
As described earlier in this document, the nuclear industry is growing in all sectors. The CNSC must ensure that new facilities and uses, expansions and/or life extensions of existing facilities and increased international security issues are subject to the same risk-informed regulatory oversight as existing facilities. CNSC requested and received additional resources to enable it to expand its oversight to meet the growing regulatory demand. The CNSC will continue its efforts to secure required resources to meet emerging demands over the planning period and beyond. The following plans are in place to achieve this priority.
- Produce regulatory documents for current and new activities (for example, new reactor builds, uranium mining and milling expansion, waste repositories, Class II facilities, etc.) to ensure a modern framework;
- Undertake a comprehensive, evergreen environmental scan to improve understanding of growth areas;
- Provide regulatory oversight for power reactor refurbishment and projects for construction of new nuclear power plants by creating and executing regulatory activity plans;
- Conduct environmental assessments to respond to licence applications for new mines, new reactor construction, refineries, waste repositories and Chalk River Laboratories legacy projects;
- Implement the Code of Conduct on the Safety and Security of Radioactive Substances, by strengthening import/export licensing and control of risk-significant sources; and
- Design and implement a new national safeguards system to complement international agreements.
3. Implement improvement initiatives
The CNSC is committed to continuous improvement of its regulatory structure and management practices, so it can maintain an effective regulatory regime that is efficient, modern and evergreen. Program improvement plans for the planning period are as follows:
- Improve planning and performance management;
- Enhance and complete documentation for the CNSC's environmental assessment and oversight programs;
- Implement environmental assessment (EA) processes including panel review processes for EA's of new power reactor projects;;
- Institute changes to the regulatory framework to make it more strategic, forward looking, and in line with international- benchmarks, while maintaining its transparency;
- Develop, implement, monitor and improve CNSC's management system, which includes systematic documentation of policies, processes, procedures and tools for both licensing and compliance activities; and
- Increase communication efforts.
Management Priorities
Management priorities focus on improving management practices, controls and enabling infrastructure to ensure effective delivery of the regulatory program.
1. Quality Management System
In 2005, CNSC formally committed to establishing a corporate-wide quality management system that is being developed in accordance with the International Atomic Energy Agency's Safety Standard GS-R-1 and accompanying safety guides, which include the international standard for nuclear regulatory bodies. This quality management system, which is consistent with the Treasury Board's Management Accountability Framework, will facilitate documentation and continuous improvement of the CNSC's business processes and practices.
The CNSC's action plan to implement its quality management system has the following major components:
a. Consistent Operations Management
To ensure consistent application of its operational processes, compliance procedures and licensing decisions, the CNSC will -over the course of this planning period- finalize refinement, integration and modernization of its compliance program and licensing processes. The resulting performance-based programs and processes will be clear, well defined, risk informed and integrated. Consistent and defensible regulatory decisions and licensing recommendations, as well as clarified expectations and common understanding by stakeholders, are only a few of this long-term initiative's important objectives.
b. Integrated Planning and Performance Management
The Integrated Planning and Performance Management initiative was launched in 2006 to: (i) improve integration of processes and procedures at all levels of planning, performance management; (ii) provide simple, timely and integrated tools, information and performance metrics to enable CNSC's leaders to refresh plans as required by significant changes in operating context and performance results and; (iii) develop a corporate risk profile and improve longer term environmental scanning as a foundation for improved strategic planning. With its growth, the CNSC is committed, over the next two years, to improve its results-based management approach to priority setting, resource allocation and measurement of success.
c. Leadership and Management Development
Current and expected growth at the CNSC and the need for excellence in leadership capabilities necessitates a more strategic and cohesive approach to leadership development. Recently, the CNSC updated its Leadership Development Program. Implementation, which began in 2006-07, will ensure that the CNSC's current and future leaders have competencies, behaviours, and attitudes consistent with the organization's values and its commitment to excellence.
d. Integrated Management Information Systems
A larger regulatory workload has increased the volume and complexity of licensee information that the CNSC must maintain. For this reason, the CNSC is investing in a single, integrated management information system. This initiative's initial phase will involve installing a database across all regulated sectors to consistently capture licensing and compliance information, including inspection results, and will support integrated planning and performance management processes. The project will also introduce electronic documentation systems that will allow e-filing of regulatory information. In order to provide secure, comprehensive, timely regulatory reviews and approvals, and to improve ongoing licensee compliance activities and related communications, MITS2 -compliant, secure communications networks, electronic document handling technologies and appropriate administrative procedures will be implemented. These measures will ensure the ongoing protection of commercially confidential licensee information.
2MITS - Management of Information Technology Security is a federal government operational standard that defines security requirements that federal departments and agencies must fulfil.
2. Federal Accountability Act
The Federal Accountability Act was passed into law by Parliament on December 12, 2006. The CNSC has done preliminary analysis of the implications and is implementing policies, controls and procedures where such action is required to fully meet the provisions of the Act. As the Government leads the implementation of the Act over the next months and years, the CNSC is committed to implementing any changes in its governance, internal controls and other practices as required.
3. Implementation of a First Collective Agreement
The CNSC is a separate employer under Schedule II of the Financial Administration Act and has recently signed its first collective agreement with its represented employees. The agreement, which took effect November 20, 2006, is for the period June 14, 2004, to March 31, 2008. CNSC management looks forward to continued engagement with union and staff members in building strong, cooperative labour management relationships.
SECTION II -- ANALYSIS OF CNSC'S PROGRAM ACTIVITY
Program Activity Plans
This section details the plans in each of the CNSC's five program sub-activities, each with a clear expected outcome that is aligned to achieve the agency's program priorities, its program activity and strategic outcome. (See also section I - Strategic Framework and Program Activity Architecture).
| Expected Outcome: |
A clear and pragmatic regulatory framework |
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Program Sub-Activity: |
Regulatory Framework |
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Description: Development of a modern, evergreen, Canadian regulatory regime that considers all available science as well as operating experience and input of Canadian operators, other stakeholders and the international community to: develop new and amend existing CNSC regulations; and create regulatory policies, standards and guides that set out the CNSC's regulatory criteria and expectations of staff. |
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Outcome Measures:
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Target 3 |
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Objective |
Plans |
Timeline |
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A modern evergreen, Canadian regulatory regime |
Complete current regulatory documents development program and necessary amendments to regulations for existing facilities as follows:
Produce regulatory documents for new activities; for example, new reactor construction, uranium mining and milling expansion, waste repositories, Class II facilities etc. Improve and update the regulatory framework to make it more strategic, internationally benchmarked and forward looking while maintaining its transparency |
2008-2009
2007-2010 |
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A modernized safeguards framework for Canada |
Design and implement a new national safeguards system to complement international agreements |
2007-2008 |
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Performance Measurement Strategy: Measurement using CNSC's internal tracking system |
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Resources: |
2007-2008 |
2008-2009 |
2009-2010 |
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This program sub-activity captures work that is undertaken to ensure the CSNC has a clear, pragmatic regulatory framework and its functions include: developing new and amending existing CNSC regulations; developing regulatory policies, standards and guides that set out the CNSC's regulatory criteria and its expectations of staff and licensees, while considering modern standards for nuclear regulation; and participating in the development of domestic and international standards. The cornerstone of the regulatory framework is the Nuclear Safety and Control Act (NSCA).
The CNSC is modernizing its regulatory framework by considering all available science along with operating experience and input of Canadian operators, other stakeholders and the international community. Priorities for improvements to the regulatory framework are established based on ongoing reviews and analysis of relative risk, in order for the CNSC to maintain an integrated, consistent set of regulatory documents that clarify regulatory requirements and expectations.
In the planning period, the federal government is proposing new initiatives in various areas of the regulatory domain. The CNSC will be involved in development and, as appropriate, in implementation.
A well documented, modern regulatory framework is an important factor in the continued effectiveness of the CNSC's regulatory regime. Due to the expected retirement of many of the CNSC's most senior staff, there is a significant risk of loss of regulatory knowledge, which the organization is mitigating in part by developing new regulatory documents and sharing knowledge with new staff.
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Expected Outcome: |
Individuals and organizations that operate safely and conform to safeguards and non-proliferation requirements |
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Program Sub-Activity: |
Licensing and Certification |
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Description: Issuance of licences or certifying persons to conduct nuclear-related activities in Canada. In order to issue a licence or a certificate, the CNSC must obtain evidence of licensee ability to operate safely and conform to safeguards and non-proliferation obligations. |
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Outcome Measure:
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Objective |
Plans |
Timeline |
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Develop and implement risk informed, consistent and predictable licensing and certification processes |
Document internal licensing policies, processes and procedures, and implement the tools required for a consistent and effective licensing and certification process. Complete documentation of and improvement to the CNSC's environmental assessment and oversight programs Implement processes for licensing new nuclear facilities including, but not limited to, new nuclear power plants and new waste management facilities Implement the provisions of the Code of Conduct on the Safety and Security of Radioactive Substances, including initiatives to strengthen export/import licensing and control risk significant sources |
2007-2009 2007-2008
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Improve the effectiveness and efficiency of the Commission Tribunal licensing process |
Evaluate the tribunal process and implement recommendations |
Ongoing |
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Review and make recommendations to the Tribunal with respect to applications for renewal of current licenses across the regulatory program; |
Manage the licensing of existing licensees Manage the certification of personnel and packages Conduct environmental assessments to respond to licence applications for new mines, new reactor construction, refineries, waste repositories and Chalk River Laboratories legacy projects |
Ongoing Ongoing
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Performance Measurement Strategy: Maintenance of records of significant development reports and licensees' remedial actions. |
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Resources: |
2007-2008 |
2008-2009 |
2009-2010 |
This program sub-activity captures work that is undertaken to ensure that licences or certifications are granted only to individuals and organizations that demonstrate the ability and commitment to operate safely and conform to nuclear safeguards and non-proliferation requirements. In order to issue a licence or certification, the CNSC undertakes activities to obtain evidence of applicant ability to meet this requirement. Such activities include assessing past performance, conducting technical assessments and tests, preparing recommendations, conducting hearings and issuing licenses, certificates and approvals.
For further information about CNSC's regulatory plan refer to Section III Supplementary Information - Table 5 "CNSC's Regulatory Plan".
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Expected Outcome: |
High levels of compliance with the regulatory framework |
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Program Sub-Activity: |
Compliance |
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Description: Effective oversight of compliance with regulatory requirements, which is critical to assuring Parliament and the Canadian public that nuclear energy and materials are being used safely and securely and in a manner that respects Canada's international commitments concerning their peaceful use. |
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Outcome Measures:
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Objective |
Plans |
Timeline |
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Complete the implementation of risk-informed and consistent compliance process in all regulated sectors |
Document internal policies, processes and procedures, and implement the tools that support the compliance process |
2007-2009 |
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Assure Canadians of the continuing compliance and safety performance of licensees |
Execute baseline compliance program requirements across the four regulatory programs Develop strategies to promote/enforce compliance where licensee deficiencies have been identified and responding to risk significant licensee reports and findings |
Ongoing |
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Assure international agencies that nuclear material, substances and technologies in Canada are used in compliance with the Government of Canada's international commitments. |
Apply the requirements of multilateral conventions and arrangements Implement the requirements of the Canada-IAEA Safeguards Agreement and Additional Protocol for verification of the peaceful use of nuclear energy in Canada |
Ongoing
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|
Performance Measurement Strategies: Measurement of licensee performance through inspections, events, assessments, and evaluations against licence requirements; IAEA verification of the peaceful use of Canadian nuclear goods and materials. |
||||
|
Resources: |
2007-2008 |
2008-2009 |
2009-2010 |
|
This program sub-activity ensures that the CNSC's licensees exhibit a high level of compliance with regulatory requirements specified by the Nuclear Safety and Control Act and its regulations, CNSC licences, certificates and approvals. This work also enables the CNSC to provide regulatory assurance to Canadians of the continuing compliance and safety performance of licensees, and to make certain that Canada meets its international commitments. Activities include providing information to licensees, verifying and enforcing compliance, and reporting licensee performance against regulatory requirements.
|
Expected Outcome: |
CNSC cooperates and integrates its activities in national/international nuclear fora |
|||
|
Program Sub-Activity: |
Cooperative Undertakings |
|||
|
Description: Involvement in international nuclear organizations, promoting Canadian interests and evaluating international recommendations, standards and guides for adoption in the CNSC's regulatory framework. |
||||
|
Outcome Measures:
|
||||
|
Objective |
Plans |
Timeline |
||
|
Effective, efficient and cooperative CNSC emergency preparedness framework and infrastructure |
Negotiate new agreements with other government departments and certain provinces |
By 2009: New agreements in place with |
||
|
Strengthen and improve the IAEA safeguards system |
Provide technical support and other resources necessary to the IAEA's safeguards program |
Ongoing |
||
|
Effective cooperation with international, federal and provincial organizations, departments and agencies |
Establish and review cooperative arrangements with foreign nuclear regulators, and federal and provincial organizations, departments and agencies on an ongoing basis Conduct annual reviews of cooperative arrangements with foreign regulatory counterparts and international organizations Renew existing regulatory information cooperation arrangements, where appropriate.
Collaborate with Foreign Affairs and International Trade Canada with respect to the international nuclear non-proliferation regime and associated nuclear cooperation with India, Romania and others Determine, evaluate, track and report the CNSC's participation in international activities on nuclear matters |
Ongoing
New arrangements: 2007-2008: Sweden, Finland, and United States Ongoing
|
||
|
Performance Measurement Strategy: Submit annual reports to CNSC executive on arrangement negotiations and on international activities, including international travel and international visits by foreign regulatory counterparts |
||||
|
Resources: |
2007-2008 |
2008-2009 |
2009-2010 |
|
Under this program, the CNSC works cooperatively with other national and international organizations.
At the national level, some of these organizations include Environment Canada, Public Safety and Emergency Preparedness Canada and Foreign Affairs and International Trade Canada. The CNSC plays a role in horizontal delivery of government programs related to nuclear safety and security. It cooperates with appropriate federal, provincial, municipal and private-sector organizations to contribute to more effective, efficient nuclear regulation. Such cooperation makes the best use of relevant expertise on specific domestic regulatory issues while minimizing the potential for duplication of regulatory effort. Respective roles and responsibilities of participating organizations are described in bilateral/multilateral Memoranda of Understanding.
The CNSC Secretariat cooperates with other federal quasi-judicial tribunals in a number of areas including the development of rules of procedure and official languages policy. The President of the CNSC has recently been instrumental in the development of a forum for heads of federal administrative tribunals to discuss issues of common interest, keep informed of new administrative law or governance developments and to share innovative practices. CNSC's CEO will sit as the first chair of this "Heads of Federal Administrative Tribunals Forum"
The CNSC cooperates with international organizations by developing, negotiating and implementing arrangements to facilitate communication, information sharing, alignment of Canadian regulatory practices with international best practices and meeting of Canada's international obligations. Work in this area includes development and implementation of frameworks and standards with nuclear non-proliferation objectives (e.g. nuclear safeguards verification, nuclear export controls), protection of nuclear material and high-risk sources and facilities, transportation of nuclear materials, power reactor safety, spent fuel and radioactive waste management safety; and emergency preparedness.
Appropriate mechanisms are required so the CNSC can exchange information with regulatory counterparts and international organizations to contribute to developing a modern regulatory framework aligned with international best practice and to share operational experience in regulating nuclear facilities.
The plans and timing identified for negotiating arrangements with foreign regulatory counterparts depend upon reciprocal interest and are subject to change with operational priorities. Lack of appropriate arrangements may delay timely sharing of critical information and may hamper the achievement of organizational strategic outcomes.
|
Expected Outcome: |
Stakeholders' understanding of the regulatory program |
|||
|
Program Sub-Activity: |
Stakeholder Relations |
|||
|
Description: Regular meetings with industry groups and non-government organizations on matters related to the administration of the regulatory regime; outreach to communities hosting nuclear facilities; presentations and speeches at conferences and other fora; media relations; and provision of information to the public on regulatory matters. |
||||
|
Outcome Measures:
|
||||
|
Objective |
Plans |
Timing |
||
|
To foster increased awareness of and a high level of confidence in the CNSC as an effective, efficient and transparent regulator |
Develop and implement a structured and sustainable outreach program Increase communication efforts: update and continue to implement the CNSC strategic communications and outreach plan. |
2007-2008
|
||
|
Performance Measurement Strategy: Conduct surveys of national and/or regional awareness and confidence in the regulatory program every three years and compare results to data from 2004-2005. |
||||
|
Resources: |
2007-2008 |
2008-2009 |
2009-2010 |
|
The CNSC is committed to being open, transparent and accessible to all stakeholders. This program sub-activity promotes stakeholder understanding of and access to the regulatory process, and public confidence in the regulatory regime. Activities include: providing information to the public on regulatory matters; public Commission hearings on licensing matters for major nuclear facilities, including opportunities for intervention by stakeholders; public access to Commission meetings; regular meetings with industry groups and non-government organizations on matters related to the regulatory regime; outreach to communities hosting nuclear facilities; presentation and speeches at conferences and other fora; and media relations. The use of nuclear substances and energy is only viable if the public has confidence in the CNSC as a strong, independent regulator. This requires communication, consultation and sustained, predictable relationships with key stakeholders directly affected by the CNSC's regulatory regime.
Performance Standards
Performance standards have been developed for interactions with both external and internal stakeholders. It is important to note that because the CNSC is an independent regulator, it is inappropriate for its relationship with licensees to be considered a service; hence, there are no service standards. The CNSC's only "client" is the Canadian public for whom it provides a regulatory regime to assure them that Canadian nuclear installations and processes are safe and secure and used solely for peaceful purposes. In line with the Users Fees Act (2004) and the Treasury Board Policy on Service Standards for External Fees, a list of performance standards that focus on the needs and expectations of external stakeholders has been developed in consultation with stakeholders including the Cost Recovery Advisory Group, which is a group of fee-paying licensees who meet annually with CNSC management to discuss cost recovery-related issues. Also, in line with reporting commitments included in the Users Fees Act, the CNSC reports its performance against these standards in the annual Departmental Performance Report - In addition, internal performance standards have been put in place to monitor and report on the ability of corporate service functions to meet needs and expectations of internal clients in supporting the delivery of the overall regulatory program. Performance against all standards is monitored regularly to ensure that continual progress is made and that standards accurately reflect the operating environment.
Actual Performance against the following external stakeholder-related performance standards will be reported in the 2007-08 CNSC Performance Report.
External performance standards
| Activity |
Performance standard |
Target |
| Compliance | ||
| Verification: Upon completion of the verification activity, the CNSC will: | ||
|
Issue Type I Inspection Report |
Within 60 business days |
80% |
|
Issue Type II Inspection Report1 |
Within 40 business days |
80% |
|
Issue Desktop Review Report |
Within 60 business days |
90% |
|
Complete review(s) of Annual Compliance Report(s) |
Within 60 business days (of receipt) |
80% |
| Enforcement: Upon an Order being made, the CNSC will | ||
|
Confirm, amend, revoke or replace the Order (see Regulatory Guide - G-273) |
Within 10 business days | 100% |
| Licensing - For requests pertaining to an existing licence, the CNSC will | ||
|
Screen the request for completeness and issue notification that the licensing request is / is not complete |
Within 20 business days |
90% |
|
Issue a licensing decision when a public hearing is not required (assuming an environmental assessment under the CEAA is not required) |
Within 80 business days |
80% |
|
Issue a licensing decision when a public hearing is required (assuming an environmental assessment under the CEAA is not required) (see INFO-0715) |
Within 160 business days |
90% |
|
Publish the Records of Proceedings, including Reasons for Decisions, upon conclusion of the public hearing |
Within 30 business days |
90% |
| Access to Information (ATI) | ||
|
Respond to requests under the ATI and Privacy Acts |
Within legislated time periods as stated in the Acts |
90% |
| External Communications | ||
|
Place advertisements for public hearings |
Within deadlines stipulated in the regulations |
100% |
|
Timely responses to public inquiries |
Same-day acknowledgement of request. Response time depends on request complexity: |
100% |
| External Reporting to Central Agencies | ||
|
File annual Report on Plans and Priorities (strategic plan) and Departmental Performance Report (annual report on performance) |
Within required timelines | 100% |
Note 1: Findings from field inspections and control room inspections for power reactors will be reported quarterly, within 40 business days of end of quarter, unless major issues arise.
SECTION III - SUPPLEMENTARY INFORMATION
Organizational Information
The CNSC consists of two independent organizations:
(i) Commission
The Commission, supported by the Secretariat, is a quasi-judicial administrative tribunal. It sets regulatory policy direction on matters relating to health, safety, security and environmental issues affecting the Canadian nuclear industry; makes independent decisions on the licensing of nuclear-related activities in Canada; and establishes legally-binding regulations. The Commission takes into account the views, concerns and opinions of interested stakeholders. The Commission also delegates to Designated Officers the authority to render licensing decisions for certain categories of nuclear facilities and activities in accordance with the requirements of the Nuclear Safety and Control Act (NSCA) and its associated regulations.
The NSCA provides for the appointment of up to seven Commission members by the Governor in Council serving at good behaviour. Six members serve as permanent members for a term not exceeding five years. One member of the Commission is designated as the President of the Commission. This position is currently held by Linda J. Keen.
(ii) CNSC Staff
The staff organization consists of a headquarters in Ottawa, site offices located at each of the five nuclear generating stations in Canada, a site office at Atomic Energy of Canada's Chalk River Laboratories and five regional offices. CNSC staff is permanently located at each nuclear generating station in Canada and at Chalk River to assess performance against regulations and specific conditions of operating licences. Regional offices conduct compliance activities for nuclear substances, transportation, radiation devices and equipment containing nuclear substances. They also respond to unusual events involving nuclear substances.
CNSC staff supports the Commission by developing regulatory frameworks and recommending regulatory policies, carrying out licensing, certification, compliance inspections and enforcement actions, coordinating the CNSC's international undertakings, developing CNSC-wide programs in support of regulatory effectiveness, maintaining relations with stakeholders and providing administrative support to the organization.
In addition, staff prepares recommendations on licensing decisions, presents them to the Commission for consideration during public hearings and subsequently administers the Commission's decisions. Where authority has been delegated, staff renders licensing decisions.
CNSC Locations
CNSC Organization Chart
The CNSC Logic Model
The logic model is a tool for planning, focusing activities and programs, evaluating the contribution of initiatives to CNSC outcomes, and illustrating the role of the CNSC as an agency in terms of achieving results for Canadians.
Resources by Program Activity
|
2007-2008 |
|||||||||||
|
Budgetary |
Non-budgetary |
Total Main Estimates |
Adjustments (Planned Spending not in Main Estimates) |
Total Planned Spending |
|||||||
|
Operating |
Capital |
Grants |
Contributions and Other Transfer Payments |
Gross Budgetary Expenditures |
Less: Respendable Revenue |
Net Budgetary Expenditures |
Loans, Investments and Advances |
||||
|
Strategic Outcome: Safe and secure nuclear installations and processes solely for peaceful purposes; and public confidence in the nuclear regulatory regime's effectiveness. |
|||||||||||
|
Nuclear Regulation |
94,065 |
0 |
75 |
345 |
94,485 |
0 |
94,485 |
0 |
94,485 |
70 |
94,555 |
|
Total |
94,065 |
0 |
75 |
345 |
94,485 |
0 |
94,485 |
0 |
94,485 |
70 |
94,555 |
The program activity contributes to the achievement of the Government of Canada's Safe and Secure Communities outcome area
Table 1: Departmental Planned Spending and Full-Time Equivalents
|
$ thousands |
Forecast Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
|
Nuclear Regulation |
78,671 |
94,485 |
85,876 |
85,876 |
|
Total Main Estimates |
78,671 |
94,485 |
85,876 |
85,876 |
|
Adjustments: |
||||
|
Procurement Savings |
(390) |
- |
- |
- |
|
Supplementary Estimates: |
- |
- |
- |
|
|
Advanced CANDU Reactors |
1,448 |
- |
- |
- |
|
Carry Forward |
2,545 |
- |
- |
- |
|
Workload Pressures |
1,159 |
- |
- |
- |
|
New Nuclear Power plants |
1,308 |
- |
- |
- |
|
Other: |
- |
- |
- |
|
|
TB Vote 15 |
602 |
- |
- |
- |
|
Internal Audit Funding |
54 |
70 |
- |
- |
|
Employee Benefit Plan (EBP) |
715 |
- |
- |
- |
|
Total Adjustments |
7,441 |
70 |
- |
- |
|
Total Planned Spending |
86,112 |
94,555 |
85,876 |
85,876 |
|
Total Planned Spending |
86,112 |
94,555 |
85,876 |
85,876 |
|
Less: Non-Respendable Revenue |
57,783 |
61,415 |
56,208 |
56,208 |
|
Plus: Cost of services received without charge |
8,835 |
9,712 |
9,127 |
9,131 |
|
Net cost of Program |
37,164 |
42,852 |
38,795 |
38,799 |
|
Full Time Equivalents |
585 |
730 |
693 |
693 |
The above table includes funding approved for 2006-2007 and 2007-2008 for the regulatory workload associated with licensing new nuclear power plants.
Table 2: Voted and Statutory Items
|
Vote or Statutory Item |
Truncated Vote or Statutory Wording |
2007-2008 Main Estimates |
2006-2007 Main Estimates |
|
20 |
Program expenditures |
84 553 |
70 321 |
|
(S) |
Contributions to employee benefit plans |
9,932 |
8,350 |
|
Total Department or Agency |
94,485 |
78,671 |
|
Note: The 2007-2008 Main Estimates are $15,814 thousand greater than the 2006-2007 Main Estimates. The major changes are associated with the approval of $9.2 million to meet existing demand and forecasted increase in regulatory workload associated with industry growth; $4.9 million to meet new demand in regulatory workload associated with licensing new nuclear power plants; and approximately $1.5 million for statutory Employee Benefits Plan.
Table 3: Services Received Without Charge
|
($ thousands) |
2007-2008 |
|
Accommodation provided by Public Works and Government Services Canada |
5,518 |
|
Contributions covering the employers' share of employees' insurance premiums and expenditures paid by the Treasury Board of Canada Secretariat (excluding revolving funds) Employer's contribution to employees' insured benefits plans and expenditures paid by TBS |
4,026 |
|
Salary and associated expenditures of legal services provided by the Department of Justice Canada |
91 |
|
Audit Services provided by the Office of the Auditor General of Canada |
65 |
|
Worker's compensation coverage provided by Social Development Canada |
12 |
|
Total 2007-2008 Services received without charge |
9,712 |
Table 4: Sources of Respendable and Non-Respendable Revenue
|
Respendable Revenue |
||||
|
($ thousands) |
Forecast Revenue 2006-2007 |
Planned Revenue 2007-2008 |
Planned Revenue 2008-2009 |
Planned Revenue 2009-2010 |
|
Total Respendable Revenue |
0 |
0 |
0 |
0 |
|
Non-Respendable Revenue |
||||
|
($ thousands) |
Forecast Revenue 2006-2007 |
Planned Revenue 2007-2008 |
Planned Revenue 2008-2009 |
Planned Revenue 2009-2010 |
|
Nuclear Regulation |
||||
|
Cost Recovery Revenue |
57,783 |
61,415 |
56,208 |
56,208 |
|
Total Non-Respendable Revenue |
57,783 |
61,415 |
56,208 |
56,208 |
|
Total Respendable and Non-Respendable Revenue |
57,783 |
61,415 |
56,208 |
56,208 |
Table 5: CNSC's Regulatory Plan
The preparation of regulations pursuant to the Nuclear Safety and Control Act is necessary to provide clarity and enforcement. The CNSC expects to submit the following specific regulations for legal examination or final approval over the three-year planning period:
|
Regulations |
Expected Results |
|
Nuclear Substances and Radiation Devices Regulations - Amendment |
|
|
Class II Nuclear Facilities and Prescribed Equipment Regulations - Amendment |
|
|
Nuclear Safeguards Regulations |
|
|
Nuclear Non-proliferation Import and Export Control Regulations - Amendment |
|
|
Canadian Nuclear Safety Commission Rules of Procedure and Canadian Nuclear Safety Commission By-laws |
|
Table 6: Internal Audits and Evaluations
Planned Internal Audits and Evaluations (2007-08 to 2009-10)
In 2005, the CNSC developed a risk-informed internal audit and evaluation work plan, which it shared with the Treasury Board of Canada Secretariat. The plan which was revised in 2006, is being revisited in the context of a CNSC Corporate Risk Profile that will be developed early in 2007-08. The following plan may therefore be revised.
For more information on CNSC's Internal Audit and Evaluation Reports and Summaries visit CNSC's website
|
Name of Internal Audit/Evaluation |
Audit Type/Evaluation Type |
Status |
Expected Completion Date |
|
Audit of the CNSC's regulatory program for uranium mines and mills |
Organizational unit |
In progress |
April 2007 |
|
Formative evaluation of the Values and Ethics Strategy |
CNSC program |
In planning stage |
August 2007 |
|
Audit of operational planning (including integrated risk management) |
Corporate-wide initiative |
Planned |
2007-08 |
|
Audit of time accounting |
Corporate service |
Planned |
2007-08 |
|
Evaluation of the CNSC Outreach Program |
CNSC program |
Planned |
2007-08 |
|
Audit of nuclear substances regulation and medical institutions |
Organizational unit |
Planned |
2008-09 |
|
Audit of information management |
Corporate service |
Planned |
2008-09 |
|
Audit of the Contaminated Lands Evaluation and Assessment Network |
Program |
Planned |
2008-09 |
|
Evaluation of Research and Support Program grants and contributions |
Transfer payment |
Planned |
2008-09 |
|
Audit of power reactor regulation |
Organizational unit |
Planned |
2009-10 |
|
Audit of international activities - monitoring and coordination |
CNSC program |
Planned |
2009-10 |
|
Evaluation of IAEA-CNSC Contribution Agreement for Canadian Safeguards Support Program |
Transfer payment |
Planned |
2009-10 |
Information Sources
For further information or to request publications, contact:
Canadian Nuclear Safety Commission
280 Slater Street, P.O. Box 1046, Station B
Ottawa, Ontario K1P 5S9
Telephone: (613) 995-5894 or 1-800-668-5284 (within Canada) Fax: (613) 995-5086
e-mail: info@ccsn-ccsn.gc.ca
Further information is available on the CNSC Web site at www.nuclearsafety.gc.ca
Information on the plans, priorities, and activities of the CNSC may be found in:
Annual Report, Canadian Nuclear Safety
Commission
Report on Plans and Priorities, Canadian
Nuclear Safety Commission
Departmental Performance Report, Canadian
Nuclear Safety Commission
The CNSC administers the following Acts and associated regulations:
Nuclear Safety and Control Act, 1997, c.9
Nuclear Liability Act, 1985, c. N-28