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Supplementary Information (Tables)
Non-reactor-based Isotope Supply Contribution Program (NISP) (Voted)
1. Strategic Outcome: 2 - Environmental Responsibility – Canada is a world leader on environmental responsibility in the development and use of natural resources
2. Program Activity: 2.1 Clean Energy
3. Name of Transfer Payment Program: Non-reactor-based Isotope Supply Contribution Program (NISP) (Voted)
4. Start date: May 13, 2010
5. End date: March 31, 2012
6. Description: The NISP is a $35-million program to establish the feasibility of cyclotron and linear accelerator based production of the key medical isotope technetium-99m (Tc-99m).
7. Expected results: The intended outcome of the NISP is the establishment of the potential of non-reactor-based technologies for the production of Tc-99m on a commercial scale to help increase security of supply in the medium to long term and to reduce the production of radioactive waste.
8. Forecast Spending 2010–11 |
9. Planned Spending 2011–12 |
10. Planned Spending 2012–13 |
11. Planned Spending 2013–14 |
|
---|---|---|---|---|
12. Total grants | ||||
Total contributions | 9.3 | 17.4 | ||
13. Total transfer payments | 9.3 | 17.4 |
14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php
The African Model Forest Initiative (Voted)
1. Strategic Outcome: 2 - Environmental Responsibility - Canada is a world leader on environmental responsibility in the development and use of natural resources
2. Program Activity: 2.2 - Ecosystem Risk Management
3. Name of Transfer Payment Program: The African Model Forest Initiative (Voted)
4. Start date: April 1, 2009
5. End date: March 31, 2012
6. Description: The African Model Forest Initiative (AMFI) aims to improve the conservation and sustainable management of forest resources in francophone Africa, including the Congo Basin and Mediterranean region.
The AMFI will demonstrate both the regions’ and Canada’s commitment to support good governance, human resource and local economic development, and the sustainable management of forested landscapes.
7. Expected results: To enhance government and civil society capacity in the conservation and sustainable management of forest resources in Model Forests in the Congo Basin and Mediterranean regions of Africa.
To improve economic and community sustainability within the Model Forests in the Congo Basin and Mediterranean regions of Africa.
To improve government policies on sustainable resource and community development in the Congo Basin and Mediterranean regions of Africa.
To have Canada viewed as making a significant contribution to sustainable forest management in the Mediterranean and Congo Basin regions of Africa.
8. Forecast Spending 2010–11 |
9. Planned Spending 2011–12 |
10. Planned Spending 2012–13 |
11. Planned Spending 2013–14 |
|
---|---|---|---|---|
12. Total grants | ||||
Total contributions | 4.2 | 6.9 | ||
13. Total transfer payments | 4.2 | 6.9 |
14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php
Investments in Forest Industry Transformation Program (Voted)
1. Strategic Outcome: 1- Economic Competitiveness – Natural resource sectors are internationally competitive, economically productive, and contribute to the social well-being of Canadians
2. Program Activity: 1.1 - Economic Opportunities for Natural Resources
3. Name of Transfer Payment Program: Investments in Forest Industry Transformation Program (voted)
4. Start date: June 17, 2010
5. End date: March 31, 2014
6. Description:
The objective of Investments in Forest Industry Transformation is to support forest industry transformation that will make the forest industry more economically viable and environmentally sustainable by investing in innovative technologies that lead to a more diversified, higher-value product mix including bioenergy and renewable power, as well as biomaterials, biochemicals, and next generation building products.
The Program will fund innovative projects implementing transformative technologies at the pilot to commercial scales that direct wood fibre and by-products from wood processing into higher value uses, which 1) increase the total revenues available from a log, 2) diversify product lines for the forest industry, stabilizing economic performance, and 3) produce renewable energy and other products that are beneficial to the environment. By providing funding to Canadian forest firms for capital investments in bioenergy or bioproduct industrial processes to advance these technologies towards full, commercial- scale implementation, this Program will broaden and build upon previous investments in forest sector transformation.
7. Expected results:
Canada’s forest sector is more commercially and environmentally sustainable
New forest bio-products (including next generation building products) and processes are commercially available
Canada’s forest sector has increased capacity to develop and supply commercial bio-products (including next generation building products) and processes
Forest sector companies collaborate on bioproduct- related projects and processes with other sectors (i.e. energy, chemical, etc.)
8. Forecast Spending 2010–11 |
9. Planned Spending 2011–12 |
10. Planned Spending 2012–13 |
11. Planned Spending 2013–14 |
|
---|---|---|---|---|
12. Total grants | ||||
Total contributions | 23.6 | 23.4 | 23.1 | 23.1 |
13. Total transfer payments | 23.6 | 23.4 | 23.1 | 23.1 |
14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php
The Pulp and Paper Green Transformation Program (Voted)
1. Strategic Outcome: 2 - Environmental Responsibility - Canada is a world leader on environmental responsibility in the development and use of natural resources
2. Program Activity: 2.1 - Clean Energy
3. Name of Transfer Payment Program: The Pulp and Paper Green Transformation Program (Voted)
4. Start date: July 30, 2009
5. End date: March 31, 2012
6. Description:
The objective of the Pulp and Paper Green Transformation Program is to improve the environmental performance of Canada’s pulp and paper industry, which in turn will contribute to the environmental, and hence commercial, sustainability of the pulp and paper industry.
7. Expected results:
Over the long-term, investments in the Pulp and Paper Green Transformation Program are expected to contribute to:
8. Forecast Spending 2010–11 |
9. Planned Spending 2011–12 |
10. Planned Spending 2012–13 |
11. Planned Spending 2013–14 |
|
---|---|---|---|---|
12. Total grants | ||||
Total contributions | 387.1 | 538.6 | ||
13. Total transfer payments | 387.1 | 538.6 |
14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php
Canada-Newfoundland Offshore Petroleum Board (Statutory)
1. Strategic Outcome: 1) Economic Competitiveness - Natural resource sectors are internationally competitive, economically productive, and contribute to the social well-being of Canadians.
2. Program Activity: 1.1) Economic Opportunities for Natural Resources
3. Name of Transfer Payment Program: Canada-Newfoundland Offshore Petroleum Board (Statutory)
4. Start date: 1985-86
5. End date: Perpetuity
6. Description:
NRCan covers 50% of the operating costs of the Canada-Newfoundland Offshore Petroleum Board. The Province pays the other 50%. This is done pursuant to provisions of the Canada-Newfoundland Atlantic Accord Implementation Act.
7. Expected results:
Management of statutory requirements related to offshore petroleum in Nova Scotia, Newfoundland and Labrador in a timely and efficient manner.
8. Forecast Spending 2010–11 |
9. Planned Spending 2011–12 |
10. Planned Spending 2012–13 |
11. Planned Spending 2013–14 |
|
---|---|---|---|---|
12. Total grants | ||||
Total contributions | 7.5 | 6.8 | 6.8 | 6.8 |
13. Total transfer payments | 7.5 | 6.8 | 6.8 | 6.8 |
14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php
ecoENERGY for Biofuels (Voted)
1. Strategic Outcome: : 2) Environmental Responsibility - Canada is a world leader on environmental responsibility in the development and use of natural resources
2. Program Activity: 2.1) Clean Energy
3. Name of Transfer Payment Program: ecoENERGY for Biofuels (Voted)
4. Start date: April 1, 2008
5. End date: March 31, 2017
6. Description:
ecoENERGY for Biofuels supports the production of renewable alternatives to gasoline and diesel and encourages the development of a competitive domestic renewable fuels industry. The program provides an operating incentive to facilities that produce renewable alternatives to gasoline and diesel in Canada, based on production volumes. ecoENERGY for Biofuels will invest up to $1.48 billion over 9 years, starting April 1, 2008, in support of biofuels production in Canada.
7. Expected results:
Increased domestic production and development of a competitive domestic renewable fuel industry. The initial program target is 2.5 billion litres of domestic production capacity by 2012, consisting of a volume of 2 billion litres of renewable alternatives to gasoline and 500 million litres of renewable alternatives to diesel.
8. Forecast Spending 2010–11 |
9. Planned Spending 2011–12 |
10. Planned Spending 2012–13 |
11. Planned Spending 2013–14 |
|
---|---|---|---|---|
12. Total grants | ||||
Total contributions | 150.8 | 258.2 | 220.6 | 180.9 |
13. Total transfer payments | 150.8 | 258.2 | 220.6 | 180.9 |
14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php
Clean Energy Fund (Voted)
1. Strategic Outcome: : 2) Environmental Responsibility - Canada is a world leader on environmental responsibility in the development and use of natural resources.
2. Program Activity: 2.1) Clean Energy
3. Name of Transfer Payment Program: Clean Energy Fund (Voted)
4. Start date: April 23, 2009
5. End date: March 31, 2014
6. Description:
In support of Canada’s commitment to reduce GHG emissions, the Clean Energy Fund provides $795 million over five years for the demonstration of promising technologies, including large-scale carbon capture and storage (CCS) projects, and renewable energy and clean energy systems demonstrations. It also provides $150 million over five years for clean energy research and development (R&D).
In Fall 2009, three CCS projects in Alberta were announced, totaling $466 million from the Fund. In January 2010, 19 successful projects were announced in response to a call for proposals under the Renewable and Clean Energy portion of the Fund. One project has subsequently been withdrawn by the proponent. Up to $146 million will be invested over five years to support renewable, clean energy and smart grid demonstrations in all regions of the country.
The Clean Energy Fund was announced as a $1 billion program. In December 2009, in response to unprecedented demand for the ecoENERGY Retrofit-Homes program, the Government of Canada allocated $205 million from the Clean Energy Fund to finance up to 120,000 additional home retrofits.
7. Expected results:
In 2011-12, the program expects to achieve significant progress in its three large scale CCS demonstration projects. These projects are expected to capture up to 6 megatonnes of GHG emissions per year by 2015. The program also expects progress in its supported renewable energy and clean energy systems projects, which include marine, wind and solar energy and its increased integration into Canada’s electricity system and the built environment; new technologies to address the environmental challenges facing oil sands; hydrogen and fuel cells; and technologies to lower CO2 capture costs and increase knowledge on CO2 storage.
8. Forecast Spending 2010–11 |
9. Planned Spending 2011–12 |
10. Planned Spending 2012–13 |
11. Planned Spending 2013–14 |
|
---|---|---|---|---|
12. Total grants | ||||
Total contributions | 101.2 | 141.6 | 279.6 | 191.6 |
13. Total transfer payments | 101.2 | 141.6 | 279.6 | 191.6 |
14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php
ecoENERGY Technology Initiative (Voted)
1. Strategic Outcome: 2) Canada is a world leader on environmental responsibility in the development and use of natural resources.
2. Program Activity: 2.1) Clean Energy
3. Name of Transfer Payment Program: ecoENERGY Technology Initiative (Voted)
4. Start date: April 1, 2007
5. End date: March 31, 2012
6. Description:
The ecoENERGY Technology Initiative is a $230-million investment by the Government of Canada in science and technology to accelerate the development and market readiness of technology solutions in clean energy. This initiative is directed towards increasing clean energy supplies, reducing energy waste, and reducing pollution from conventional energy.
7. Expected results:
Significant progress in a broad range of R&D projects in the areas of low emission industrial processes, energy efficient built environment, clean transportation systems, distributed power, and large scale demonstration projects in carbon capture and storage.
8. Forecast Spending 2010–11 |
9. Planned Spending 2011–12 |
10. Planned Spending 2012–13 |
11. Planned Spending 2013–14 |
|
---|---|---|---|---|
12. Total grants | ||||
Total contributions | 43.5 | 48.1 | 0 | 0 |
13. Total transfer payments | 43.5 | 48.1 | 0 | 0 |
14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php
ecoENERGY for Renewable Power (Voted)
1. Strategic Outcome: 2) Environmental Responsibility - Canada is a world leader on environmental responsibility in the development and use of natural resources.
2. Program Activity: 2.1) Clean Energy
3. Name of Transfer Payment Program: ecoENERGY for Renewable Power (Voted)
4. Start date: April 1, 2007
5. End date: March 31, 2011
Note: The program will officially end in 2011. However, allocated funding will be issued to program participants until 2020-21.
6. Description:
The ecoENERGY for Renewable Power program is investing $1.48 billion over 14 years to increase Canada's supply of clean electricity from renewable sources such as wind, biomass, low-impact hydro, geothermal, solar photovoltaic and ocean energy. It is intended to help position low-impact renewable energy technologies to make an increased contribution to Canada’s energy supply and thereby contribute to a more sustainable and diversified energy mix. Payments of the incentive will be paid over a 10-year period to qualifying projects.
7. Expected results:
The expected result is increased production of renewable electricity supply in Canada. By 2012 the program will have contributed to the annual generation of about 14.3 TWh of electricity or about 4,000 MW of capacity, depending on the mix of energy sources supported under the program. At present, these energy savings convert to annual emissions reductions of between 6- 6.7 megatonnes of greenhouse gas and related criteria air contaminant emissions.
The program will continue to support renewable power production as per the terms of its contribution agreements with projects up to 2021.
8. Forecast Spending 2010–11 |
9. Planned Spending 2011–12 |
10. Planned Spending 2012–13 |
11. Planned Spending 2013–14 |
|
---|---|---|---|---|
12. Total grants | ||||
Total contributions | 90.7 | 143.1 | 143.1 | 143.1 |
13. Total transfer payments | 90.7 | 143.1 | 143.1 | 143.1 |
14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php
Payments to the Newfoundland Offshore Petroleum Resource Revenue Fund (Statutory)
1. Strategic Outcome: 1) Economic Competitiveness - Natural resource sectors are internationally competitive, economically productive, and contribute to the social well-being of Canadians.
2. Program Activity: 1.1) Economic Opportunities for Natural Resources
3. Name of Transfer Payment Program: Payments to the Newfoundland Offshore Petroleum Resource Revenue Fund (Statutory)
4. Start date: April 1987
5. End date: Perpetuity
6. Description:
To make payments to the province of Newfoundland and Labrador equivalent to the revenue amounts received by Canada in relation to offshore oil and gas activities in the province.
7. Expected results:
Payment to the province of Newfoundland and Labrador pursuant to the Canada-Newfoundland Atlantic Accord Implementation Act.
Takes into consideration royalties and corporate income taxes related to Newfoundland and Labrador offshore activities. Planned spending is subject to production levels, prices, exchange rates.
8. Forecast Spending 2010–11 |
9. Planned Spending 2011–12 |
10. Planned Spending 2012–13 |
11. Planned Spending 2013–14 |
|
---|---|---|---|---|
12. Total grants | ||||
Total contributions | 1,231.1 | 1,424.0 | 1,327.7 | 1,116.4 |
13. Total transfer payments | 1,231.1 | 1,424.0 | 1,327.7 | 1,116.4 |
14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php
Payments to the Nova Scotia Offshore Revenue Account (Statutory)
1. Strategic Outcome: 1) Economic Competitiveness - Natural resource sectors are internationally competitive, economically productive, and contribute to the social well-being of Canadians.
2. Program Activity: 1.1) Economic Opportunities for Natural Resources
3. Name of Transfer Payment Program: Payments to the Nova Scotia Offshore Revenue Account (Statutory)
4. Start date: 1993-94
5. End date: Perpetuity
6. Description:
To make payments to Nova Scotia equivalent to revenue amounts received by Canada in relation to offshore activities in the province.
7. Expected results:
Payments to the province of Nova Scotia pursuant to provisions of the Canada Nova Scotia Offshore Petroleum Resources Accord Implementation Act.
Takes into consideration royalties and corporate income taxes related to the Nova Scotia offshore. Planned spending is subject to production levels, prices, exchange rates.
8. Forecast Spending 2010–11 |
9. Planned Spending 2011–12 |
10. Planned Spending 2012–13 |
11. Planned Spending 2013–14 |
|
---|---|---|---|---|
12. Total grants | ||||
Total contributions | 211.0 | 179.7 | 136.8 | 106.6 |
13. Total transfer payments | 211.0 | 179.7 | 136.8 | 106.6 |
14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php
Wind Power Production Incentive Contribution Program (Voted)
1. Strategic Outcome: 2) Environmental Responsibility - Canada is a world leader on environmental responsibility in the development and use of natural resources.
2. Program Activity: 2.1) Clean Energy
3. Name of Transfer Payment Program: Wind Power Production Incentive Contribution Program (Voted)
4. Start date: April 1, 2002
5. End date: : March 31, 2007
Note: The program officially ended in 2007. However, allocated funding will be issued to program participants until 2016-17.
6. Description:
The WPPI Program was set up to help establish wind energy as a full-fledged competitor in the electricity market by providing a financial incentive of about 1 cent per each kilowatt-hour produced from the installation of 1,000 MW of new wind power capacity in Canada by 2007. Eligible recipients claim payment of the incentive over a 10-year period.
The program contributes to the production of new electricity from wind energy projects. The program has 22 approved wind projects for a total capacity of 924 MW.
NOTE: The total contribution funding for the program is $325 million of which $300 million has been committed to wind projects. Actual spending will be spread out over several years until 2016-17. The initial WPPI G&C budget was $255 million and an additional $69.9 million was allocated in 2005-06 to allow the program to continue to support the development of new wind farms.
7. Expected results:
In fiscal year 2010-2011, it is expected that the program will meet or exceed its annual production target of 2,550 gigawatt-hours of production.
8. Forecast Spending 2010–11 |
9. Planned Spending 2011–12 |
10. Planned Spending 2012–13 |
11. Planned Spending 2013–14 |
|
---|---|---|---|---|
12. Total grants | ||||
Total contributions | 29.0 | 32.7 | 30.7 | 26.7 |
13. Total transfer payments | 29.0 | 32.7 | 30.7 | 26.7 |
14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php
Implementation of the Adaptation Theme in Support of Canada’s Clean Air Agenda (Voted)
1. Strategic Outcome: 3) Safety, Security and Stewardship - Natural resource knowledge, landmass knowledge and management systems strengthen the safety and security of Canadians and the stewardship of Canada’s natural resources and lands
2. Program Activity: 3.1) Adapting to a Changing Climate and Hazard Risk Management
3. Name of Transfer Payment Program: Implementation of the Adaptation Theme in Support of Canada’s Clean Air Agenda (Voted)
4. Start date: April 1, 2008
5. End date: March 31, 2013
6. Description:
The objectives of the program are to generate and effectively deliver knowledge and information needed to understand the range of risks and opportunities from a changing climate; and effectively inform and engage decision-makers across a range of social and economic sectors that have responsibilities to adapt.
7. Expected results:
8. Forecast Spending 2010–11 |
9. Planned Spending 2011–12 |
10. Planned Spending 2012–13 |
11. Planned Spending 2013–14 |
|
---|---|---|---|---|
12. Total grants | ||||
Total contributions | 9.1 | 11.0 | ||
13. Total transfer payments | 9.1 | 11.0 |
14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php
Green Municipal Fund (GMF)) (Statutory)
1. Strategic outcome: 2) Environmental Responsibility - Canada is a world leader on environmental responsibility in the development and use of natural resources.
2. Program activity: 2.1) Clean Energy
3. Name of recipient: Green Municipal Fund (GMF)) (Statutory)
Federation of Canadian Municipalities’ (FCM) Green Municipal Fund (GMF)) formerly known as the Green Municipal Enabling Fund (GMEF) and the Green Municipal Investment Fund (GMIF)
4. Start date: March 31, 2000
5. End date: In perpetuity
6. Description: The Government of Canada endowed the Federation of Canadian Municipalities (FCM), a non-profit organization, with $550 million* to establish the Green Municipal Fund (GMF)) to provide long-term, sustainable financing for municipal governments and their partners. The GMF invests in plans, studies and projects that provide the best examples of municipal leadership in sustainable development and that can be replicated in other Canadian communities.
The intent of the GMF is to encourage investment in environmental municipal infrastructure. Specifically, the priorities of the fund are to have a positive impact on the health and the quality of life of Canadians by reducing greenhouse gas (GHG) emissions, improving local air, water and soil quality and promoting renewable energy by supporting environmental studies and projects within the municipal sector. Additional considerations include the potential for economic and/or social benefit.
The amount of GMF financing available to municipalities is directly related to the environmental, economic and social benefits of the projects undertaken. Grants of up to 50% to a maximum of $350,000 are available for plans, studies and field tests. GMF can provide below-market financing for capital projects up to 80% of costs to a maximum of $4 million in loans combined with $400,000 in grants. Brownfield projects are eligible for below-market loans only, with no funding limit.
Under the GMF agreement, the Government of Canada (represented by NRCan and Environment Canada) participates in governance of this revolving fund, along with representatives from the public and private sectors, including municipal officials and technical experts, through a Peer Review Committee and an advisory Council.
The FCM Board of Directors approves projects based on the Council’s recommendations. The FCM board of directors approves projects in light of the council’s recommendations. As of March 31, 2010, the GMF had approved more than $450 million for over 800 sustainable community plans, feasibility studies, field tests and capital projects with the potential to leverage almost $3 billion of economic activity in approximately 400 Canadian communities.
Actual environmental benefits include the reduction of an estimated 103,994 tonnes of CO2 annually from 28 completed capital projects.
7. Total Funding |
8. Prior Years’ Funding |
9. Planned Funding 2011–12 |
10. Planned Funding 2012–13 |
11. Planned Funding 2013–14 |
---|---|---|---|---|
*550.0 | 550.0 | - | - | - |
* NRCan’s contribution via the GMF Funding agreement is $275 million. Environment Canada contributes the other $275 million.
12. Summary of annual plans of recipient: More details can be found in the Green Municipal Fund website at
http://sustainablecommunities.fcm.ca/About_Us/Annual_Reports/
13. URL of recipient site: http://www.fcm.ca
Sustainable Development Technology Canada (SDTC) for the NextGen Biofuels Fund TM
1. Strategic outcome: 2) Environmental Responsibility - Canada is a world leader on environmental responsibility in the development and use of natural resources.
2. Program activity: 2.1) Clean Energy
3. Name of recipient: Sustainable Development Technology Canada (SDTC) for the NextGen Biofuels Fund TM
4. Start date: July 30, 2007
5. End date: Agreement ends Sept. 30, 2027; last disbursement of funds to SDTC by March 31, 2015
6. Description:
SDTC is managing the NextGen Biofuels Fund™ (NGBF), which will support up to 40% of eligible project costs to a maximum of $200M per project for the establishment of first-of-kind, large-scale demonstration next-generation renewable fuel production facilities to encourage the future sustainability and success of renewable fuels. Next-generation renewable fuels are derived from non-traditional renewable feedstocks, such as forest biomass, fast-growing grasses, and agricultural residues, and are produced with non-conventional conversion technologies.
Since next-generation technologies are capital equipment intensive, they constitute a greater debt financing risk. The support provided by the NGBF will encourage the retention and growth of technology expertise and innovation capacity for next-generation renewable fuels production in Canada.
Of the $500M in total funding, $200M is statutory funding. The remaining $300M in funding is to be appropriated by Parliament over the period of 2008/09 to 2014/15.
7. Total Funding |
8. Prior Years’ Funding |
9. Planned Funding 2011–12 |
10. Planned Funding 2012–13 |
11. Planned Funding 2013–14 |
---|---|---|---|---|
*250 | ||||
Statutory |
Statutory |
Statutory |
Statutory |
Statutory |
Appropriation |
Appropriation |
Appropriation |
Appropriation |
Appropriation |
* NRCan’s contribution via the SDTC NextGen Biofuels agreement is $250 million. Environment Canada contributes an equal amount of $250 million. |
12. Summary of annual plans of recipient: SDTC Corporate Plan for 2011 released October 2010. Executive summary posted on website below.
13. URL of recipient site: www.sdtc.ca
Sustainable Development Technology Canada (SDTC) (Statutory) - SD Tech Fund TM
1. Strategic outcome:: 2) Environmental Responsibility - Canada is a world leader on environmental responsibility in the development and use if natural resources.
2. Program activity: 2.1) Clean Energy
3. Name of recipient: Sustainable Development Technology Canada (SDTC) (Statutory) - SD Tech Fund TM
4. Start date: March 26, 2001
5. End date: June 30, 2015
6. Description:
To stimulate the development and demonstration of innovative Canadian technological solutions that address climate change, clean air, clean water and clean soil.
7. Total Funding For SD Tech Fund |
8. Prior Years’ Funding |
9. Planned Funding 2011–12 |
10. Planned Funding 2012–13 |
11. Planned Funding 2013–14 |
---|---|---|---|---|
*550.0 | 550.0 | 0.00 | 0.00 | 0.00 |
* Natural Resources contribution toward the SDTC Tech Fund is $275 million. Environment Canada contributed an equal amount of $275 million. |
12. Summary of annual plans of recipient:
SDTC publishes a corporate plan in November of each year that describes plans for the current year and provides a forecast for the following year. It includes a disbursement plan, planned administration expenditures, objectives and proposed actions, an investment update, operating strategy, and performance expectations. The SDTC Annual Report and a summary of the corporate plan are tabled in the House of Commons by the Minister of Natural Resources Canada (NRCan), usually in July-August.
SDTC holds two rounds of funding each year (January and August), initially requesting Statements of Interest (SOI) from applicants. Contract announcements are made about nine months after the acceptance of SOIs.
Funding allocations in 2009 and 2010 are expected to total around $200M. Since SDTC allocates funding based on the merit of applications it does not have strict allocation targets.
SD Tech Fund ($550 M)
Funding Agreement Three, between the Government of Canada and the Foundation, dated March 31, 2005 for $550 million (SD Tech FundTM), provides the terms and conditions for the Foundation on providing funding for development and demonstration of technologies focusing on climate change, clean air, water and soil. According to SDTC, the195 projects it has funded since 2002 have an estimated potential to reduce annual greenhouse gas emissions by more than 5 to 12 Mt of CO2e by 2012 and 11 to 27 Mt CO2e by 2015.
13. URL of recipient site: www.sdtc.ca
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Number of completed new construction, build-to-lease and major renovation projects in the given fiscal year, as per departmental strategic framework. | 2011-12 None planned |
|
Number of completed new construction, build-to-lease and major renovation projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework. | 2011-12 None planned |
|
Existence of strategic framework. | 2011-12 Yes |
Strategies / Comments
NRCan’s Low Carbon (LoC) Initiative, which has been approved by the Deputy Minister in September 2010, is NRCan’s strategic framework. The LoC initiative is in the implementation stage.Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Number of buildings over 1000m2, as per departmental strategic framework. | 25 | |
Percentage of buildings over 1000m2 that have been assessed using an industry-recognized assessment tool, as per departmental strategic framework. | 2011-12 20% |
|
Existence of strategic framework. (Optional in RPP 2011–12) | Yes |
Strategies / Comments
Minimum level of assessment: BOMA BESt Level 1
The appropriate threshold (dollar value or floor area): 1000 m2
Applicable building types: All NRCan-owned buildings over 1000 m2, excluding sheds, garages or warehouses.
Industry recognized assessment tool used: BOMA BESt
One facility - CanmetENERGY Varennes, QC – achieved BOMA BESt Level 3 certification in 2009.
NRCan’s Low Carbon (LoC) Initiative, which has been approved by the Deputy Minister in September 2010, is NRCan’s strategic framework. The LoC initiative is in the implementation stage.Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Number of completed lease and lease renewal projects over 1000m2 in the given fiscal year, as per departmental strategic framework. | 2011-12 1 |
|
Number of completed lease and lease renewal projects over 1000m2 that were assessed using an industry-recognized assessment tool in the given fiscal year, as per departmental strategic framework. | 2011-12 1 |
|
Existence of strategic framework. (Optional in RPP 2011–12) | Yes |
Strategies / Comments
LEED NC Platinum building built in 2010-11 by as McMaster University per NRCan request.Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Number of completed fit-up and refit projects in the given fiscal year, as per departmental strategic framework. | 2011-12 67 |
|
Number of completed fit-up and refit projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework. | 2011-12 0 |
|
Existence of strategic framework. | Yes |
Strategies / Comments
Current three-year Building Management Plan (BMP, 2009-2012) identifies refit and fit-up projects. Approximately, 22% of the 67 projects are expected to improve environmental performance.Performance Measure | RPP | DPR | |
---|---|---|---|
Target Status | |||
Departmental GHG reduction target: Percentage of absolute reduction in GHG emissions by fiscal year 2020–21, relative to fiscal year 2005–06. | 44% | ||
Departmental GHG emissions in fiscal year 2005–06, in kilotonnes of CO2 equivalent. | 1.85 | ||
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent. | FY 2011–12 | 1.21 | |
FY 2012–13 | 1.19 | ||
FY 2013–14 | 1.17 | ||
FY 2014–15 | 1.15 | ||
FY 2015–16 | 1.13 | ||
FY 2016–17 | 1.11 | ||
FY 2017–18 | 1.09 | ||
FY 2018–19 | 1.07 | ||
FY 2019–20 | 1.05 | ||
FY 2020–21 | 1.03 | ||
Percent change in departmental GHG emissions from fiscal year 2005–2006 to the end of the given fiscal year. | FY 2011–12 | 35% | |
FY 2012–13 | 36% | ||
FY 2013–14 | 37% | ||
FY 2014–15 | 38% | ||
FY 2015–16 | 39% | ||
FY 2016–17 | 40% | ||
FY 2017–18 | 41% | ||
FY 2018–19 | 42% | ||
FY 2019–20 | 43% | ||
FY 2020–21 | 44% |
Strategies / Comments
Targeted GHG emission sources: Fleet only.
Additional performance indicators, key emissions reductions strategies, implementation plan, opportunities for continuous improvement:
Fleet modernization: A lowering of existing vehicle life cycle retention parameters will further improve upon fuel efficiency, while reducing overall costs. Newer model vehicles are cleaner to operate due to advancements in vehicle technologies.
Acquiring new technology vehicles: plug-in hybrid and electric vehicles are forecast for production in 2011/12. NRCan is committed to being the first department to introduce these types of advanced vehicle classes into its vehicle fleet.
Expanding a vehicle pooling model across the department: NRCan will continue to look for opportunities to open up its vehicle fleet to a wider population of employees through the implementation of Vehicle Pools, thereby helping to further reduce the overall size of its vehicle inventory.Performance Measure | RPP | DPR | |
---|---|---|---|
Target Status | |||
Existence of implementation plan for the disposal of all departmentally-generated EEE. | Yes: to be completed by August 31, 2011 | ||
Total number of departmental locations with EEE implementation plan fully implemented, expressed as a percentage of all locations, by the end of the given fiscal year. | FY 2011–12 | 100% | |
FY 2012–13 | (100%, will have been achieved in FY 2011-12) | ||
FY 2013–14 | (100%, will have been achieved in FY 2011-12) |
Strategies / Comments
Definition of location: comprises asset management facilities in NCR and regions (16 facilities)
NRCan has ensured that our department is following all the requirements provided in the Treasury Board Directive on Disposal of Surplus Materiel, and elaborated on in section 3.4 of the TBS Guide to Management of Materiel.
Currently, NRCan disposes of surplus E-Waste via the three following mechanisms:
1. Computers for Schools [Industry Canada] (30%)
2. Crown Assets Distribution Directorate [PWGSC] (20%)
3. Provincial Extended Producer Responsibility Programs (in select locations) (40%)
We are developing a Departmental E-Waste Plan, to be implemented by summer 2011. As part of this Plan, we will triage our departmental e-waste and also leverage a fourth disposal mechanism:
4. Departmental Individual Standing Offer (DISO*) for E-waste Recycling [PWGSC] (10%)
* For equipment that does not qualify for mechanisms No. 1–3Performance Measure | RPP | DPR | |
---|---|---|---|
Target Status | |||
Ratio of departmental office employees to printing units in fiscal year 2010–11, where building occupancy levels, security considerations and space configuration allow. | 3:1 | ||
Ratio of departmental office employees to printing units at the end of the given fiscal year, where building occupancy levels, security considerations and space configuration allow. | FY 2011–12 | 5:1 | |
FY 2012–13 | 8:1 | ||
FY 2013–14 | 10:1 |
Strategies / Comments
The printing unit figures were determined using a combination of methods including: Web Jet Admin tool, LANDesk network discovery, procurement and physical inventory.
Although building occupancy levels, and security considerations are factors, space configurations is perhaps the largest challenge in the distribution of printing units here at NRCan. Many of the work areas are lab environments located in older buildings with accessibility issues.
The number of employees was determined via PeopleSoft and our Directory of People and Services (DPS).
Roles and responsibilities: SSO ITS is the division responsible for printer distribution and are about to begin the process of printer consolidation.
Although printer placement will be determined on a case by case basis, some of the strategies for reduction will be the increased use of multifunction printers and the decreased use of personal (local) printers.Performance Measure | RPP | DPR | |
---|---|---|---|
Target Status | |||
Number of sheets of internal office paper purchased or consumed per office employee in the baseline year selected, as per departmental scope. | |||
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected. | FY 2011–12 | ||
FY 2012–13 | |||
FY 2013–14 |
Strategies / Comments
NRCan will be reporting on this target in subsequent RPPs/DPRs.Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
Presence of a green meeting guide. |
Strategies / Comments
NRCan will be reporting on this target in subsequent RPPs/DPRs.8.10 As of April 1, 2011, each department will establish at least 3 SMART green procurement targets to reduce environmental impacts.
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
By March 31, 2014, 100% of vehicles purchased annually are right sized for operational needs and are the most fuel efficient vehicle in its class in the Government Motor Vehicle Ordering Guide and/or are an alternative fuel vehicle. | 100% | |
Progress against measure in the given fiscal year. | 100% |
Strategies / Comments
Dollar value of vehicles that meet the target relative to total dollar value of all vehicles in the Department.
Number of vehicles that meet the target relative to total number of all vehicles in the Department.
Exclusions may include executive vehicles.
This target requires that criteria to identify when a vehicle is right-sized are defined.
It requires the availability of inventory counts / assets management data for reporting, but does not require the availability of procurement data.
Consideration must be taken when setting the percentage for the target to ensure that vehicles will not need to be prematurely disposed of to meet the target.Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
By March 31, 2012, 90% of IT hardware procured will be “environmentally preferred” models (as required via a 4-year life cycle). | 100% | |
Progress against measure in the given fiscal year. | 100% |
Strategies / Comments
Last year's Desktop RVD was categorized as "Gold" by EPEAT and Energy Star.
We are striving to continue this trend with this year's and all future desktop RVD's. Based on a 4 year life cycle, at the completion of the 4 years all desktops will be
"Environmentally preferred" models. Although we can't comment on specific server hardware, we are making great strides with server consolidation.
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
By March 31, 2012, 100% of network printer consumables and suppliers used will offer a collect and credit service, i.e. recycling, for toner cartridges. | 100% | |
Progress against measure in the given fiscal year. | 100% |
Strategies / Comments
We currently recycle 100 % of all toners and will continue to do so. However given the diversity of our printing environment, the various regions, and number of suppliers, our credit service is minimal. Several companies will recycle toners (even from other suppliers) as a service but do not offer credit for it.8.11 As of April 1, 2011, each department will establish SMART targets for training, employee performance evaluations, and management processes and controls, as they pertain to procurement decision-making.
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
D) By March 31, 2012, 50% of procurement staff members in regions will complete Green Procurement training. | 50% (in 2011-12) | |
Progress against measure in the given fiscal year. | 0% |
Strategies / Comments
Why this self selected green procurement training target is SMART:
Other reporting considerations:
The Green Procurement training implementation experience in NCR will be used as a model to follow for implementation of such training in regions.
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
By March 31, 2012, 50% of all procurement personnel’s (NCR and regions) Performance Feedback Reports will include the contribution of and support for green procurement policy objectives. | 50% (in 2011-12) | |
Progress against measure in the given fiscal year. | 0% |
Strategies / Comments
Why this self selected green procurement performance evaluation target is SMART:
Performance Measure | RPP | DPR |
---|---|---|
Target Status | ||
By March 31, 2012, 95% of the Wireless Services procurement consolidation initiative will be implemented. | 95% (in 2011-12) | |
Progress against measure in the given fiscal year. | 90% |
Strategies / Comments
Why this self selected green procurement Management processes and controls target is SMART:
Notes:
1 This would be demonstrated by achieving LEED NC Silver, Green Globes Design 3 Globes, or equivalent.
2 Assessment tools include: BOMA BESt, Green Globes or equivalent.
3 Assessment tools include: BOMA BESt, an appropriately tailored BOMA International Green Lease Standard, or equivalent.
4 This would be demonstrated by achieving LEED CI Silver, Green Globes Fit-Up 3 Globes, or equivalent.
5 Alternatively, departments and agencies bound by the Policy on Green Procurement but not the Federal Sustainable Development Act (FSDA) can follow the approach required of FSDA departments for green procurement by setting and reporting on green procurement targets as specified in the "Green Procurement Targets" section in the above table.
NOTE: Departments are instructed to review the detailed instructions for this table carefully, as they have changed from the template used last year. Note that plans and spending information for each federal partner involved in the horizontal initiative is to be presented in a separate table.
1. Name of Horizontal Initiative: Improving the Performance of the Regulatory System for Major Natural Resource Projects
2. Name of lead department(s): Natural Resources Canada
3. Lead department program activity: Safety, Security and Stewardship – Natural Resource and Landmass Knowledge and Systems
4. Start date of the Horizontal Initiative: October 1, 2007
5. End date of the Horizontal Initiative: March 31, 2012
6. Total federal funding allocation (start to end date): $150 million over 5 years
7. Description of the Horizontal Initiative (including funding agreement):
To respond to the growth in the number of major resource projects and to move forward on commitments to create a more accountable, predictable and timely regulatory review process, the Major Projects Management Office was established to provide a single point of entry into the federal regulatory system for all stakeholders and to provide overarching management of the federal regulatory process for major natural resource projects in both operational and policy areas.
The Government has allocated $150 million over five years to establish the MPMO within Natural Resources Canada (NRCan) and to increase the scientific and technical capacity of key regulatory departments and agencies. Resources provided through this initiative ensure that key regulatory departments and agencies are positioned to deliver high quality assessments of major resource projects and to meet their legal responsibilities for Aboriginal Crown consultation associated with their regulatory decisions for major resource projects.
This initiative provides the oversight and capacity needed to address the issues affecting the performance of the federal regulatory system. In short, it lays the foundation for a more predictable and accountable regulatory system that will improve the competitiveness of Canada’s resource industries while ensuring careful consideration of environmental standards and technical requirements.
8. Shared outcome(s):
Among the more tangible results from this initiative will be improved efficiency and predictability of federal project reviews. The environmental assessment and regulatory review and permitting process for major resource projects is targeted to be reduced from more than four years to an average of about two years.
Other important outcomes from this initiative include:
9. Governance structure(s):
The Cabinet Directive on Improving the Performance of the Regulatory System for Major Resource Projects established a new governance framework for federal government departments and agencies to facilitate the effective, coordinated, and concurrent discharge of their statutory duties, functions and obligations related to the regulation of major resource projects. It encourages federal government departments to work together to identify areas where the consistency, efficiency and effectiveness of the federal regulatory system can be improved and to develop and implement system improvements. These activities are intended to improve the accountability, transparency, timeliness and predictability of the federal regulatory system for major natural resource projects.
The Minister of Natural Resources is the lead Minister for the Initiative. In collaboration with his counterparts in other regulatory departments, the Minister of Natural Resources reports biannually to Cabinet on progress made towards achieving the objectives of the initiative, and reports annually to Parliament and the public through NRCan’s annual reporting requirements.
A Major Projects Deputy Ministers' Committee has been created to serve as the governance body for the implementation of the initiative. This Committee provides direction for the resolution of project-specific issues and oversees the application of the Cabinet Directive. Membership on this committee includes the Deputy Minister of NRCan (Chair), the Deputy Minister of Fisheries and Oceans Canada, the Deputy Minister of the Environment, the Deputy Minister of Indian Affairs and Northern Development, the Deputy Minister of Transport, the Associate Deputy Minister of Industry, the Deputy Minister of Justice, the Deputy Secretary to the Cabinet (Operations) - Privy Council Office, the President of the Canadian Environmental Assessment Agency, the President of the Canadian Nuclear Safety Commission and the Chair of the National Energy Board.
The MPMO provides overarching management of the federal regulatory system for major resource projects. In this role, the MPMO works with federal regulatory departments / agencies to identify areas where the consistency, efficiency and effectiveness of the federal regulatory process can be improved and to implement change. The MPMO also provides support to the Major Projects Deputy Ministers' Committee, through the provision of strategic advice and analysis.
To ensure effective communication with federal regulatory departments on key issues and to facilitate collaboration and cooperation, interdepartmental working groups have been established at the ADM, DG and Director levels.
10. Planning Highlights:
To achieve the expected results, NRCan and its federal partners will develop and implement a whole-of-government strategy to modernize the federal regulatory review process for natural resource projects by:
Federal departments and agencies will also work collaboratively to improve the transparency and accountability of the federal regulatory review process through increased oversight and regular monitoring, tracking and reporting on progress against commitments in project agreements.
In addition, NRCan will work to identify opportunities to improve integration of federal and provincial regulatory review processes.
12. Federal Partner Program Activity (PA) | 13. Names of Programs for Federal Partners | 14. Total Allocation (from Start to End Date) | 15. Planned Spending for 2011–12 |
---|---|---|---|
Natural Resource and Landmass Knowledge and Systems | Major Projects Management Office | $13,000,000 | $4,000,000 |
Total | $13,000,000 | $4,000,000 |
16. Expected results by program as per (13):
12. Federal Partner Program Activity (PA) | 13. Names of Programs for Federal Partners | 14. Total Allocation (from Start to End Date) | 15. Planned Spending for 2011–12 |
---|---|---|---|
Environmental Assessment Support | 40,177,900 |
7,955,750 |
|
Environmental Assessment Development | 3,991,000 | 878,000 | |
Internal Services | 10,831,000 | 2,166,250 | |
Total | 55,000,000 | 11,000,000 |
16. Expected results by program as per (13):
Environmental Assessment Support
Environmental Assessment Development
Internal Services
12. Federal Partner Program Activity (PA) | 13. Names of Programs for Federal Partners | 14. Total Allocation (from Start to End Date) | 15. Planned Spending for 2011–12 |
---|---|---|---|
Biodiversity is conserved and protected | Wildlife program | $2,352,116 | $466,159 |
Water is clean, safe and secure | Aquatic ecosystems are conserved and protected | $614,683 | $123,841 |
Canadians adopt approaches that ensure the sustainable use and management of natural capital and working landscapes | Environmental assessment and ecological monitoring | $4,533,659 | $868,975 |
Risks to Canadians, their health and their environment posed by toxic and other harmful substances are reduced | Risk management/ Risk mitigation and implementation | $2,723,837 | $562,122 |
Relations with other governments and partners are effectively managed in support of environmental priorities | Inter-governmental and stakeholder relations | $596,818 | $122,302 |
Strategic management support enables the department to meet its objectives | Legal services | $650,739 | $141,844 |
Internal Services | Core Support Services | $1,028,148 | $214,757 |
Total | $12,500,000 | $2,500,000 |
16. Expected results by program as per (13):
Wildlife Program
Aquatic Ecosystems are conserved and protected
Environmental assessment and ecological monitoring
Risk management/ Risk mitigation and implementation
Inter-governmental and stakeholder relations
Legal services
Core Support Services
12. Federal Partner Program Activity (PA) | 13. Names of Programs for Federal Partners | 14. Total Allocation (from Start to End Date) | 15. Planned Spending for 2011–12 |
---|---|---|---|
Habitat Management | Habitat Management Operations | $32,467,100 | $6,493,420 |
Habitat Management Program Policy | $1,574,700 | $314,940 | |
Legal Services | Legal Services | $958,200 | $191,640 |
Total | $35,000,000 | $7,000,000 |
16. Expected results by program as per (13):
Habitat Management Operations:
Habitat Management Program Policy:
Legal Services:
12. Federal Partner Program Activity (PA) | 13. Names of Programs for Federal Partners | 14. Total Allocation (from Start to End Date) | 15. Planned Spending for 2011–12 |
---|---|---|---|
Indian and Northern Affairs Canada (INAC) | Northern Land and Resources | 6,600,000 | 1,320,000 |
Responsible Federal Stewardship | 3,400,000 | 680,000 | |
Total | 10,000,000 | 2,000,000 |
16. Expected results by program as per (13):
12. Federal Partner Program Activity (PA) | 13. Names of Programs for Federal Partners | 14. Total Allocation (from Start to End Date) | 15. Planned Spending for 2011–12 |
---|---|---|---|
Transportation Safety and Security | Navigable Waters Protection Program | $3,365,555 | $773,179 |
Transportation Policy Development and Infrastructure Programs | Aboriginal Consultation Unit | $1,813,090 | $465,951 |
Sustainable Transportation Development and the Environment | Environmental Programs | $5,413,592 | $1,388,591 |
Internal Services | Departmental Administration, Finance and Legal Services | $3,407,763 | $872,279 |
Total | $17,500,000 | $3,500,000 |
16. Expected results by program as per (13):
Navigable Waters Protection Program:
Aboriginal Consultation Unit:
Environmental Programs:
Departmental Administration, Finance and Legal Services:
Total Allocation For All Federal Partners (from Start to End Date) | Total Planned Spending for All Federal Partners for 2011–12 |
---|---|
$143,000,000* | $30,000,000 |
*Totals do not equal the total allocation under the initiative (i.e.; $150 million over five years) due to changes that have occurred in departmental Program Activity Architectures since the beginning of the initiative
17. Results to be achieved by non–federal partners (if applicable): N/A
18. Contact information:
Mr. Jay Khosla
A/Assistant Deputy Minister
Major Projects Management Office
Natural Resources Canada
155 Queen Street, 2nd Floor
Ottawa, ON K1A 0E4
1. Name of Internal Audit | 2. Internal Audit Type | 3. Status | 4. Expected Completion Date |
---|---|---|---|
Account Receivables and Revenue | Assurance | Reporting | March 2011 |
EcoENERGY for Biofuels | Assurance | Reporting | March 2011 |
Physical Security | Assurance | Reporting | March 2011 |
Horizontal Audit of Transfer Payments (G&C Programs) | Assurance | Reporting | March 2011 |
Pulp and Paper Green Transformation Program (PPGTP) - Black Liquor Production | Assurance | Reporting | December 2010 |
Clean Energy Fund | Assurance | Reporting | December 2010 |
Financial Statement Reporting (Asset) - Investments | Assurance | Planning | June 2011 |
Payroll and Benefits – Overtime, Vacation and Other Benefits | Assurance | Fieldwork | June 2011 |
Asset Management – Real Property | Assurance | Deferred | TBD |
Asset Management – Fleet | Assurance | Planning | June 2011 |
Professional Services – Operating Expenditures | Assurance | Fieldwork | June 2011 |
SAP System (Felix Project Planning & Delivery) | Assurance | Fieldwork | June 2011 |
Accelerated Infrastructure Program (Phase II - Delivery) | Assurance | Reporting | December 2010 |
1. Name of Internal Audit | 2. Internal Audit Type | 3. Status | 4. Expected Completion Date |
---|---|---|---|
Strategic Review Implementation | Assurance | Planned | TBD |
Felix / SAP implementation and rollout (Phase II) | Assurance | Planned | TBD |
ecoENERGY Technology Initiative | Assurance | Planned | TBD |
Information Management and Technology (IMT) Governance | Assurance | Planned | TBD |
CANMET - Materials Technology Lab: Relocation | Assurance | Planned | TBD |
United Nations Convention on the Law of the Sea (UNCLOS) | Assurance | Planned | TBD |
Geo-Mapping for Energy and Minerals (GEM) | Assurance | Planned | TBD |
Integrated Business Planning and Reporting | Assurance | Planned | TBD |
1. Name of Internal Audit | 2. Internal Audit Type | 3. Status | 4. Expected Completion Date |
---|---|---|---|
ecoENERGY Renewable Power | Assurance | Planned | TBD |
SAP General Computer Controls | Assurance | Planned | TBD |
Budgeting and ARLU Process | Assurance | Planned | TBD |
Servers Administration and Security | Assurance | Planned | TBD |
PeopleSoft General Computer Controls | Assurance | Planned | TBD |
Interest / Transfer Payments (Offshore) | Assurance | Planned | TBD |
Polar Continental Shelf Program (PCSP) | Assurance | Planned | TBD |
Legislated Environmental Assessment | Assurance | Planned | TBD |
Note: Please note, audits listed as "planned" may be subject to changes due to shifting priorities based on annual evaluation of risk elements. The new proposed audit projects for fiscal years 2011-2012 and 2012-2013 will be approved in 2011.
5. Electronic Link to Internal Audit Plan:
http://www.nrcan-rncan.gc.ca/audit/reprap/2010/ann-eng.php
1. Name of Evaluation | 2. Program Activity | 3. Status | 4. Expected Completion Date |
---|---|---|---|
Clean Energy Systems for Industry (PAA 2.1.4.4) | Clean Energy | Assessment in-progress | June 2012 |
Sustainable Bioenergy (PAA 2.1.4.6) | Clean Energy | Assessment in-progress | June 2012 |
Energy Efficiency and Alternative Transportation Fuels (PAA 2.1.5.5) | Clean Energy | Assessment in-progress | June 2012 |
Securing Forest Product Markets (Economic Market Value and International Influence; Leadership for Environmental Advantage in Forestry; wood demonstration projects) (PAA 1.1.2) | Economic Opportunities for Natural Resources | Assessment in-progress | June 2012 |
Supporting Energy and Mineral Exploration (PAA 1.1.5) | Economic Opportunities for Natural Resources | Assessment in-progress | June 2012 |
Minerals and Metals, Markets, Investment, Innovation and Productivity (PAA 1.1.1) | Economic Opportunities for Natural Resources | Assessment in-progress | June 2012 |
Class Grants and Contributions | Assessment in-progress | June 2012 | |
Energy Policy (PAA 1.1.6) | Economic Opportunities for Natural Resources | Work not begun | June 2013 |
Clean Energy Policy (PAA 2.1.2) | Clean Energy | Work not begun | June 2013 |
Clean Transportation Energy (PAA 2.1.4.2) | Clean Energy | Work not begun | June 2013 |
Clean Energy Systems for Buildings and Communities (PAA 2.1.4.3) | Clean Energy | Work not begun | June 2013 |
Energy-based Sustainability in Pulp and Paper (PAA 2.1.3) | Clean Energy | Work not begun | June 2013 |
Forest EcoSystems Science and Application (PAA 2.2.2) | Ecosystem Risk Management | Work not begun | June 2013 |
Public Safety Geoscience (PAA 3.1.4) | Adapting to a Changing Climate and Hazard Risk Management | Work not begun | June 2013 |
Environmental Geoscience (PAA 2.2.3) | Ecosystem Risk Management | Work not begun | June 2013 |
Minerals and Metals Knowledge and Information (PAA: 3.2.1) | Natural Resources and Landmass Knowledge and Systems | Work not begun | June 2013 |
Renewable Energy Programs (PAA 2.1.3) | Clean Energy | Work not begun | June 2014 |
Energy Efficiency Programs: Industry, Buildings and Houses, Retrofit (PAA 2.1.5.1 and 2.1.5.3) | Clean Energy | Work not begun | June 2014 |
Clean Energy Fund (PAA 2.1.4) | Clean Energy | Work not begun | June 2014 |
Statutory Programs Atlantic Offshore (PAA 1.1.7) | Economic Opportunities for Natural Resources | Work not begun | June 2014 |
Advancing Forest Product Innovation (PAA 1.1.3) | Economic Opportunities for Natural Resources | Work not begun | June 2014 |
Aligning Forest S&T Governance” (PAA 1.1.4) | Economic Opportunities for Natural Resources | Work not begun | June 2014 |
Essential Geographic Information and Support (PAA 3.2.2) | Natural Resources and Landmass Knowledge and Systems | Work not begun | June 2014 |
Geomatics Canada Revolving Fund (PAA 3.3) | Geomatics Canada Revolving Fund | Work not begun | June 2014 |
Green Mining Initiative | Ecosystem Risk Management | Work not begun | June 2014 |
Electronic link to evaluation plan:
http://nrcan.gc.ca/evaluation/plans-eng.php
Program Activity | Respendable Revenue | Forecast Revenue 2010–11 |
Planned Revenue 2011–12 |
Planned Revenue 2012–13 |
Planned Revenue 2013–14 |
---|---|---|---|---|---|
Economic Opportunities for Natural Resources | Rights and Privileges | 136.80 | 154.45 | 153.93 | 155.13 |
Proceeds From Sales | 144.80 | 163.48 | 162.92 | 164.20 | |
Services and Service Fees | 1354.59 | 1529.31 | 1524.13 | 1536.07 | |
Miscellaneous | 65.34 | 73.77 | 73.52 | 74.09 | |
Subtotal | 1701.53 | 1921.00 | 1914.50 | 1929.50 | |
Natural Resource-Based Communities | Rights and Privileges | 3.92 | 4.42 | 0.00 | 0.00 |
Proceeds From Sales | 4.15 | 4.68 | 0.00 | 0.00 | |
Services and Service Fees | 38.79 | 43.79 | 0.00 | 0.00 | |
Miscellaneous | 1.87 | 2.11 | 0.00 | 0.00 | |
Subtotal | 48.72 | 55.00 | 0.00 | 0.00 | |
Clean Energy | Rights and Privileges | 1069.71 | 1207.69 | 1181.18 | 1181.18 |
Proceeds From Sales | 1132.25 | 1278.29 | 1250.23 | 1250.23 | |
Services and Service Fees | 10592.01 | 11958.22 | 11695.74 | 11695.74 | |
Miscellaneous | 510.91 | 576.81 | 564.15 | 564.15 | |
Subtotal | 13304.88 | 15021.00 | 14691.30 | 14691.30 | |
Ecosystem Risk Management | Rights and Privileges | 315.76 | 356.49 | 357.38 | 359.39 |
Proceeds From Sales | 334.22 | 377.33 | 378.27 | 380.40 | |
Services and Service Fees | 3126.62 | 3529.91 | 3538.66 | 3558.57 | |
Miscellaneous | 150.81 | 170.27 | 170.69 | 171.65 | |
Subtotal | 3927.42 | 4434.00 | 4445.00 | 4470.00 | |
Adapting to a Changing Climate and Hazard Risk Management | Rights and Privileges | 7.5.35 | 807.62 | 807.02 | 805.81 |
Proceeds From Sales | 757.17 | 854.83 | 854.19 | 852.91 | |
Services and Service Fees | 7083.20 | 7996.82 | 799.85 | 7978.91 | |
Miscellaneous | 341.66 | 385.73 | 385.44 | 384.86 | |
Subtotal | 8897.38 | 10045.00 | 10037.50 | 10022.50 | |
Natural Resources and Landmass Knowledge for Canadians | Rights and Privileges | 26.21 | 29.59 | 29.59 | 29.59 |
Proceeds From Sales | 27.74 | 31.32 | 31.32 | 31.32 | |
Services and Service Fees | 259.50 | 292.96 | 292.96 | 292.96 | |
Miscellaneous | 12.52 | 14.13 | 14.13 | 14.13 | |
Subtotal | 325.96 | 368.00 | 368.00 | 368.00 | |
Geomatics Canada Revolving Fund | Revolving fund revenue, sales of charts, maps and plans | 1968.11 | 1968.11 | 1968.11 | 1968.11 |
Internal services | Services and Service Fees | 35.00 | 100.00 | 100.00 | 100.00 |
Total Respendable Revenue | 30209.00 | 33912.11 | 33524.41 | 33549.41 |
Program Activity | Non-Respendable Revenue | Forecast Revenue 2010–11 |
Planned Revenue 2011–12 |
Planned Revenue 2012–13 |
Planned Revenue 2013–14 |
---|---|---|---|---|---|
Economic Opportunities for Natural Resources | Repayable Contribution | 0.00 | 0.00 | 0.00 | 0.00 |
Intellectual Property | 7.50 | 7.50 | 7.50 | 7.50 | |
Nfld and NS Offshore Oil and Gas Royalties | 1254135.00 | 1415671.00 | 1276534.00 | 1034977.00 | |
Hibernia Net Profit Interest (NPI) |
393568.00 | 406885.00 | 403279.00 | 405593.00 | |
Subtotal | 1647710.50 | 1822563.50 | 1679820.50 | 1440577.50 | |
Natural Resource-Based Communities | 0.00 | 0.00 | 0.00 | 0.00 | |
Clean Energy | Intellectual Property | 276.00 | 291.00 | 291.00 | 291.00 |
Ecosystem Risk Management | 0.00 | 0.00 | 0.00 | 0.00 | |
Adapting to a Changing Climate and Hazard Risk Management | Explosive Licensing Fees | 0.00 | 0.00 | 0.00 | 0.00 |
Natural Resources and Landmass Knowledge for Canadians | Intellectual Property | 200.00 | 200.00 | 200.00 | 200.00 |
Geomatics Canada Revolving Fund | 0.00 | 0.00 | 0.00 | 0.00 | |
Total Non-Respendable Revenue | 1648186.50 | 1823054.50 | 1680311.50 | 1441068.50 |
Program Activity | Forecast Spending 2009–10 |
Planned Spending 2010–11 |
Planned Spending 2011–12 |
Planned Spending 2012–13 |
---|---|---|---|---|
Economic Opportunities for Natural Resources | 17.3 | 11.4 | 0.3 | 1.4 |
Natural Resource-Based Communities | 0.0 | 0.0 | 0.0 | 0.0 |
Clean Energy | 0.0 | 0.0 | 0.0 | 0.0 |
Ecosystem Risk Management | 0.2 | 0.2 | 0.2 | 0.2 |
Adapting to a Changing Climate and Hazard Risk Management | 6.9 | 0.2 | 0.2 | 0.2 |
Natural Resource and Landmass Knowledge for Canadians | 0.0 | 0.0 | 0.0 | 0.0 |
Geomatics Canada Revolving Fund | 0.0 | 0.0 | 0.0 | 0.0 |
Internal Services | 2.1 | 2.1 | 2.1 | 2.1 |
Total | 26.5 | 13.9 | 2.8 | 3.9 |
1. Name of User Fee |
2. Fee Type |
3. Fee-setting Authority |
4. Reason for Planned Introduction of or Amendment to Fee |
5. Effective Date of Planned Change |
6. Consultation and Review Process Planned |
---|---|---|---|---|---|
Explosives license, permit and certificate fees | Regulatory | Explosives Act |
Update to fee schedule. Fees received Royal Assent in April 2009 and the new fees structure was implemented in June 2009 |
Next review planned for 2013-14 | All affected stakeholders will be consulted. |