Section I - Overview

Minister’s Message

The Honourable Joe Oliver

As Minister of Natural Resources, I am pleased to present the 2013-14 Report on Plans and Priorities for Natural Resources Canada (NRCan).

The natural resource sectors continue to underpin Canada’s economy, and they remain the cornerstone of our future prosperity. Collectively, the energy, mining and forest sectors directly and indirectly account for more than 1.6 million jobs in communities across the country and support close to 20% of Canada’s nominal gross domestic product.

Canada has an unprecedented opportunity: over the next 10 years, as much as $650 billion could be invested in more than 600 major resource projects that are underway or planned in Canada. To capitalize on these opportunities, our Government’s plan for Responsible Resource Development will ensure Canada’s regulatory regime for major projects is among the most efficient, effective and competitive in the world. It will place beginning-to-end time limits on environmental assessments, eliminate unnecessary duplication, strengthen environmental protection and improve consultation with Aboriginal peoples. These changes will provide greater certainty for investors while strengthening Canada’s world-class environmental standards.

Our nation’s prosperity depends on expanding and diversifying markets for energy, mineral and forest products and innovative supporting technologies, particularly to fast-growing economies in the Asia-Pacific region. Accordingly, we are working with partners to support infrastructure development, reduce market access barriers, and brand Canada as a reliable and responsible supplier of resources.

Recognizing the fundamental importance of innovation to the productivity, environmental performance and competitiveness of the natural resource sectors, we will continue to advance new processes and technologies with partners in areas such as unconventional oil and gas, lightweight materials for transportation, green mining and energy efficiency.

To further the continued safety and security of Canada and Canadians, NRCan will also work with partners to prepare for and manage resource-related threats and emergencies, such as forest pests and forest fires, as well as natural hazards such as earthquakes.

We have a tremendous opportunity to capitalize on Canada’s natural resources and their future potential. NRCan is working to help us seize this opportunity.

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

Section I: Organizational Overview

Raison d’être

NRCan’s vision is to improve the quality of life of Canadians by creating a sustainable resource advantage. It seeks to achieve this vision by working to improve the competitiveness of the natural resource sectors and to grow their contribution to Canada’s economy; by supporting the sustainable development of Canada’s resources in a manner that advances the country’s global standing as a leader on the environment; and by using its knowledge and expertise of Canada’s landmass to support the safety and security of citizens.

Responsibilities

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

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

Atomic Energy of Canada Limited ⁶ (AECL);
National Energy Board ⁷ (NEB);
Canadian Nuclear Safety Commission ⁸ (CNSC);
Canada-Newfoundland and Labrador Offshore Petroleum Board ⁹ (CNLOPB);
Canada-Nova Scotia Offshore Petroleum Board ¹⁰ (CNSOPB);
Northern Pipeline Agency ¹¹(NPA),
Sustainable Development Technology Canada ¹² (SDTC), and
Energy Supplies Allocation Board ¹³ (ESAB) (inactive).

To deliver on its responsibilities, NRCan relies on a number of instruments. It uses science and technology (S&T) to help address priorities and plan for the future. It develops policies, programs, and regulations that help create a sustainable resource advantage, supporting strong, competitive natural resource sectors that are environmentally and socially responsible. And it uses partnerships and international collaboration to help drive progress on natural resource issues important to Canadians. More broadly, the Department plays a critical role in Canada’s future, contributing to high-paying jobs, business investment and overall economic growth in Canada’s natural resource sectors.

Strategic Outcomes and Program Alignment Architecture

The diagram below presents NRCan’s expected results and programs for 2013-14, commonly referred to as the Program Alignment Architecture. Through its programs, NRCan supports the achievement of three Government of Canada outcomes: Strong Economic Growth, A Clean and Healthy Environment, and A Safe and Secure Canada. NRCan’s Program Alignment Architecture for 2013-14 showcases its contribution to Canada and Canadians and demonstrates how it will achieve its results.

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Organizational Priorities

Last year, NRCan identified five priorities as critical to meeting its Strategic Outcomes and supporting the Government of Canada’s priorities. These priorities have guided, and will continue to guide, the Department. NRCan’s success in delivering on each priority will be assessed in the corresponding Departmental Performance Report. Details on each of the priorities and the plans for achieving them are presented below.

Expand markets and global partnerships	Type ¹⁴: Previously Committed to:	PAA Linkages: Strategic Outcome 1
P 1.1	Market Access and Diversification
P 1.2	Innovation for New Products and Processes
Why this is a priority Market access for natural resource products generates significant benefits to Canadians. With slower-than-anticipated economic growth and increasing domestic supply of oil and gas in the United States together with high demand for natural resources in fast-growing economies in the Asia-Pacific region, Canada must focus on expanding and diversifying its markets, for example by supporting the expansion of energy infrastructure, and on positioning itself as a reliable and responsible supplier worldwide. Plans for meeting the priority NRCan works to expand existing markets, open new markets, address market access barriers and promote investment in Canada as well as Canadian investment abroad by engaging with key foreign governments, both bilaterally and multilaterally. In 2013-14, NRCan will: Advance the Government’s objective to enhance market access and diversify energy markets, including through international engagement, advocacy and communications to promote Canadian resources, address market barriers (e.g., European Union’s Fuel Quality Directive) and brand Canada globally as a reliable and responsible resource developer. Work bilaterally to expand natural resource markets and strengthen key partnerships with growing economies in the Asia-Pacific region, such as China, Japan, Korea and India, through mechanisms such as the Canada-China Joint Working Group on Energy and the Canada-India Energy Dialogue. NRCan will be negotiating a memorandum of understanding on oil and gas with the Planning Commission of the Government of India. Pursue strategic bilateral engagement with the United States to strengthen the Canada-US energy relationship and advance Canada’s interest (e.g., energy infrastructure), including through the Canada-US Energy Consultative Mechanism, the Clean Energy Dialogue and trilateral cooperation with the US and Mexico to reinforce North American energy security. Provide support and funding to forest product associations and work with other governments to carry out market development activities in emerging markets and in North America in order to enhance the competitiveness of Canada’s forest sector. Implement the Government of Canada’s Corporate Social Responsibility Strategy through partnerships with Foreign Affairs and International Trade Canada, the Canadian International Development Agency, the new Canadian International Institute for Extractive Industries and Development, and the Extractive Industries Transparency Initiative. Analyze international mineral resource policies, exchange on Canadian best practices in responsible mineral resource governance and manage activities related to the Intergovernmental Forum on Mining, Minerals, Metals and Sustainable Development and key bilateral mining relations. Ensure that Canada’s trade objectives and perspectives are reflected in its trade negotiations with the European Union, Japan, India, South Korea, and the Trans-Pacific Partnership, among others.

Expand markets and
global partnerships

Type ¹⁴:
Previously
Committed
to:

PAA Linkages: Strategic Outcome 1

P 1.1

Market Access and Diversification

P 1.2

Innovation for New Products and Processes

Why this is a priority

Market access for natural resource products generates significant benefits to Canadians. With slower-than-anticipated economic growth and increasing domestic supply of oil and gas in the United States together with high demand for natural resources in fast-growing economies in the Asia-Pacific region, Canada must focus on expanding and diversifying its markets, for example by supporting the expansion of energy infrastructure, and on positioning itself as a reliable and responsible supplier worldwide.

Plans for meeting the priority

NRCan works to expand existing markets, open new markets, address market access barriers and promote investment in Canada as well as Canadian investment abroad by engaging with key foreign governments, both bilaterally and multilaterally. In 2013-14, NRCan will:

Advance the Government’s objective to enhance market access and diversify energy markets, including through international engagement, advocacy and communications to promote Canadian resources, address market barriers (e.g., European Union’s Fuel Quality Directive) and brand Canada globally as a reliable and responsible resource developer.
Work bilaterally to expand natural resource markets and strengthen key partnerships with growing economies in the Asia-Pacific region, such as China, Japan, Korea and India, through mechanisms such as the Canada-China Joint Working Group on Energy and the Canada-India Energy Dialogue. NRCan will be negotiating a memorandum of understanding on oil and gas with the Planning Commission of the Government of India.
Pursue strategic bilateral engagement with the United States to strengthen the Canada-US energy relationship and advance Canada’s interest (e.g., energy infrastructure), including through the Canada-US Energy Consultative Mechanism, the Clean Energy Dialogue and trilateral cooperation with the US and Mexico to reinforce North American energy security.
Provide support and funding to forest product associations and work with other governments to carry out market development activities in emerging markets and in North America in order to enhance the competitiveness of Canada’s forest sector.
Implement the Government of Canada’s Corporate Social Responsibility Strategy through partnerships with Foreign Affairs and International Trade Canada, the Canadian International Development Agency, the new Canadian International Institute for Extractive Industries and Development, and the Extractive Industries Transparency Initiative.
Analyze international mineral resource policies, exchange on Canadian best practices in responsible mineral resource governance and manage activities related to the Intergovernmental Forum on Mining, Minerals, Metals and Sustainable Development and key bilateral mining relations.
Ensure that Canada’s trade objectives and perspectives are reflected in its trade negotiations with the European Union, Japan, India, South Korea, and the Trans-Pacific Partnership, among others.

Unlock resource potential through responsible development	PAA Linkages: Strategic Outcomes 1, 2 & 3
	P 1.1	Market Access and Diversification
	P 1.3	Investment in Natural Resource Sectors
	P 2.1	Energy-efficient Practices and Lower-carbon Energy Sources
	P 2.3	Responsible Natural Resource Management
	P 3.2	Landmass Information
Why this is a priority The responsible development of Canada’s natural resources is a critical contributor to our current and future prosperity. Over the next 10 years, planned investments of about $650 billion in over 600 major energy, mining and forest sector projects across all regions will spur jobs and economic growth. Seizing this opportunity requires geoscience knowledge, investment, capital, energy and other infrastructure, an efficient and effective regulatory system, and meaningful consultation and engagement with Aboriginal peoples. Plans for meeting the priority To achieve this, NRCan will provide federal leadership by working with federal regulatory departments and agencies to implement the Government’s plan for Responsible Resource Development, and will provide scientific knowledge necessary to understand and identify areas that hold the most resource development potential. In 2013-14, NRCan will: Implement the plan for Responsible Resource Development to advance system-wide transformation of the federal regulatory system, delivering predictable and timely project reviews, reducing regulatory burden, improving environmental protection, and providing for more consistent and meaningfulness Aboriginal consultations. Collaborate with provincial partners to improve the alignment of federal and provincial regulatory review processes for major projects. Provide project management and oversight of more than 60 major resource projects, including new energy infrastructure, to ensure timely and predictable reviews, and scientific and technical expertise to support environmental assessments under the Canadian Environmental Assessment Act. Work in close collaboration with partner departments, provinces and key stakeholders to strengthen pipeline and marine safety regimes. Complete formal agreements for the provision of the loan guarantee for the Lower Churchill River hydroelectric projects. Through the Targeted Geoscience Initiative 4 program, provide geoscience knowledge to support exploration, and deliver tools to help uncover deep hidden mineral deposits, including in the Ring of Fire area and rare earth element deposits in the Northwest Territories and Quebec. Draw on the more than 600 publicly released geoscience maps and data sets generated through the Geo-mapping for Energy and Minerals (GEM) Program, which successfully completed its fifth year in 2012-13, to address priority location-based and theme-based geoscience issues that will help to unlock Canada's resource potential; release as many as 50 new geoscience maps and data sets. Conduct nationally relevant forest ecosystems research, analysis and syntheses to better understand Canada’s forest resource and provide science-based information on Canada’s forest management practices to address domestic and international market requirements. Finalize Canada’s submission to the United Nations Convention on the Law of the Sea to extend the country’s sovereign rights on the Atlantic and Arctic continental margins. Work with provinces and territories to report to the Energy and Mines Ministers Conference on labour market imbalances in the natural resource sectors and best practices to address labour shortages.

Innovate for competitiveness and environmental performance	PAA Linkages: Strategic Outcomes 1 & 2
	P 1.1	Market Access and Diversification
	P 1.2	Innovation for New Products and Processes
	P 2.1	Energy-efficient Practices and Lower-carbon Energy Sources
	P 2.2	Technology Innovation
	P 2.3	Responsible Natural Resource Management
Why this is a priority Innovation is critical to both resource sector competitiveness and improved environmental performance, contributing to increased productivity, lower costs, value-added and new products, helping to meet environmental standards and regulations and maintain a social licence Plans for meeting the priority NRCan will continue its work to enhance energy efficiency in the residential, commercial and institutional, industrial and transportation sectors, pursue S&T projects on unconventional oil and gas, promote the development and use of innovative energy technology, support the production and use of alternative transportation fuels, and advance innovation in green mining. In 2013-14, NRCan will: Contribute 17-22 petajoules of energy savings in Canada through the ecoENERGY Efficiency program. Support Canada's alternative fuel production capacity for renewable alternatives to gasoline and diesel through ecoENERGY for Biofuels program. Enhance international energy science and technology collaboration to address key issues facing the unconventional oil and gas sector for example through the implementation of the Canada-Israel Energy Science and Technology Fund. Implement ecoENERGY Innovation Initiative projects with industry, academia and other government departments and agencies to research, develop and demonstrate innovative solutions to environmental challenges in the energy sector. Advance Canada’s energy and technology interests at environmental and climate change-related international fora (e.g., United Nations Framework Convention on Climate Change and the Clean Energy Ministerial process). Advance projects to improve the efficiency and safety of oil pipelines using new material technologies developed or validated by NRCan. Through programs including Investments in Forest Industry Transformation (IFIT), support the forest sector’s efforts to be more energy efficient and generate more value from Canada’s forests, assess the economic benefits of forest bioenergy and biorefining, and make targeted investments leading to non-traditional, high-value forest products and renewable energy. Advance the restructuring of Atomic Energy of Canada Limited’s (AECL) Nuclear Laboratories by launching a competitive procurement process to bring in private-sector rigour and efficiencies into the management of its facilities and services under a Government-Owned Contractor-Operator model. Advance NRCan S&T signature projects, such as evaluating an innovative bitumen upgrading technology for potential commercialization, as part of a multi-year, multi-million dollar collaboration with the Japanese government and industry. Improve the security of supply of medical isotopes by investing in the development of alternative technologies through the Isotope Technology Acceleration Program (ITAP) in support of AECL’s ceasing production of technetium-99m by 2016. Demonstrate key environmental technologies for green mining, including the feasibility of developing productive agricultural land uses on mine waste. Present to industry stakeholders one advanced material technology to be implemented in new energy efficient vehicles produced in North America. Support the production of about 16.9 terawatt-hours of clean electricity with the ecoENERGY for Renewable Power and Wind Power Production Incentive programs.

Leverage S&T knowledge for safety and security risk management	PAA Linkages: Strategic Outcomes 2 & 3
	P 2.3	Responsible Natural Resource Development
	P 3.1	Protection for Canadians and Natural Resources
	P 3.2	Landmass Information
Why this is a priority NRCan has an important role in preparing for and managing threats and emergencies associated with natural and man-made hazards, including earthquakes, forest fires and industrial incidents. Furthermore, NRCan plays a key role in providing up-to-date information on our natural resources and landmass through Open Government, a whole-of-government initiative to ensure Canadians have easy access to the right information, in the right format, in a timely manner. Plans for meeting the priority Through collaboration with federal, provincial and territorial partners as well as academia, industry stakeholders and key international organizations, NRCan will continue to drive innovation of the Canadian Geospatial Data Infrastructure, ensuring that high-value, open, standards-based geodata, such as topographic and geoscience maps, are available to Canadians. The Department will also deliver reusable open data applications (e.g., Canadian digital elevation data, GeoGratis) and tools, leading to cost-effectiveness in technology use. NRCan will also continue to prepare for and manage risks and emergencies as they relate to its mandate. In 2013-14, NRCan will: Acquire, integrate and disseminate geospatial and geoscience information to support land use management and emergency response, including digital mapping and elevation data and S&T publications. Implement tools for the assessment of earthquake risk at regional and national scales and upgrade national- and regional-scale seismic and Global Positioning Systems data to improve real-time earthquake and tsunami alerting. Deliver a national climate change Adaptation Platform to support knowledge exchange and tools for climate change adaptation for regions and resource sectors. For the forest sector in particular, develop an adaptation toolkit on sustainable forest management in a changing climate. Host the Conference of the International Boreal Forest Research Association, including discussions on boreal forest health issues across the circumboreal north. Provide remote sensing methods, tools and data for regulatory compliance monitoring and cumulative environmental impact assessment, including for the Alberta oil sands region. Conduct inspections on explosives safety and security and maintain a level of 70% of inspection reports on explosives that are rated satisfactory or better.

Increase the effectiveness and efficiency in NRCan operations	Type: Previously Committed to	PAA Linkages:
P 4.1	Internal Services
Why this is a priority NRCan strives to serve Canadians in the most effective and efficient manner possible, ensuring value for money and delivering results. To support a well-managed, high-performing department and deliver internal services more efficiently, NRCan is transforming its business processes and use of technology. Plans for meeting the priority NRCan is focusing on key areas to identify opportunities and transform the way it works: it is working to optimize departmental efforts and resources, advance an enterprise approach and collaborate internally to improve efficiencies and results. As it implements the savings measures announced in Budget 2012, the Department will be working to ensure it is as efficient as possible in its operations through careful and deliberate planning. In 2013-14, NRCan will: Implement the Common Human Resources Business Process Initiative to revitalize human resource services and systems through standardization of processes and tools. Adopt an enterprise-wide solution for electronic records and document management (GCDocs). Transform NRCan's web presence into a consolidated, smaller website that will offer Canadians more relevant, useful content; implement stronger governance and scheduled web content reviews. Implement the NRCan Values and Ethics Code, the 2012-15 Employment Equity Action Plan, and the 2011-2014 Official Languages Action Plan. Implement the 2013-14 to 2017-18 Investment Plan to ensure greater alignment of resources with priorities and identified risks, supported by sound governance. Through NRCan’s Talent Management Strategy, enable all NRCan employees to maximize their contributions, focusing on leadership development, performance management and targeted learning for managers.

Increase the effectiveness
and efficiency in NRCan
operations

Type:
Previously
Committed
to

PAA Linkages:

P 4.1

Internal Services

Why this is a priority

NRCan strives to serve Canadians in the most effective and efficient manner possible, ensuring value for money and delivering results. To support a well-managed, high-performing department and deliver internal services more efficiently, NRCan is transforming its business processes and use of technology.

Plans for meeting the priority

NRCan is focusing on key areas to identify opportunities and transform the way it works: it is working to optimize departmental efforts and resources, advance an enterprise approach and collaborate internally to improve efficiencies and results. As it implements the savings measures announced in Budget 2012, the Department will be working to ensure it is as efficient as possible in its operations through careful and deliberate planning. In 2013-14, NRCan will:

Implement the Common Human Resources Business Process Initiative to revitalize human resource services and systems through standardization of processes and tools.
Adopt an enterprise-wide solution for electronic records and document management (GCDocs).
Transform NRCan's web presence into a consolidated, smaller website that will offer Canadians more relevant, useful content; implement stronger governance and scheduled web content reviews.
Implement the NRCan Values and Ethics Code, the 2012-15 Employment Equity Action Plan, and the 2011-2014 Official Languages Action Plan.
Implement the 2013-14 to 2017-18 Investment Plan to ensure greater alignment of resources with priorities and identified risks, supported by sound governance.
Through NRCan’s Talent Management Strategy, enable all NRCan employees to maximize their contributions, focusing on leadership development, performance management and targeted learning for managers.

Risk Analysis

As a large and diverse organization, NRCan prepares for and manages a wide range of risks. The Department’s approach to risk management is outlined in its Integrated Risk Management Policy Framework, which is based on the recognition that a solid understanding of the risk environment is fundamental to achieving its Strategic Outcomes. High-level strategic and operational risks are presented in NRCan’s Corporate Risk Profile (CRP), which is monitored and updated regularly. Risk identification is a key part of NRCan’s planning process, and risks are important drivers in the establishment of priorities for the Department.

The Department’s priorities respond to specific risks. In 2013-14, NRCan will be managing key risks to the natural resource sectors and Canadians on behalf of the Government of Canada.

Important risks include:

adapting to shifting demand for natural resources, particularly energy, in traditional markets (US and European Union). To address this risk, NRCan places a high priority on efforts to diversify global markets for Canada’s energy sector, specifically to fast-growing Asia-Pacific economies, supported by the Government’s plan for Responsible Resource Development and other measures to enable timely and safe development of resources and related infrastructure.
major industrial incidents, forest fires and earthquakes. The Department will continue to mitigate the impacts of these risks, supporting the safety and security of Canadians through timely and accessible information on Canada’s natural resources and landmass to be used by the public and stakeholders to prepare for and respond to emergencies.
operational risks associated with high-profile programs, (e.g., large grants and contributions programs) and an aging workforce and capital asset base. The Integrated Business Plan, the Talent Management Strategy and the Investment Plan, among others, help to minimize such risks.

NRCan will continue to ensure that its resources are allocated where most needed based on thorough risk assessment and comprehensive integrated planning. Implementation of Budget 2012 measures, including the reduction of NRCan’s workforce, will continue to be done through careful, deliberate, integrated planning, while ensuring that employees are treated in an equitable, transparent and respectful manner.

Planning Summary

NRCan’s Strategic Outcomes and Program Alignment Architecture (PAA) for 2013-14 showcase its contribution to Canada and Canadians and how it measures results. The financial information related to fiscal year 2013-14 is presented according to that year’s PAA.

**NRCan Financial Resources ($ thousands)**
Main Estimates 2013-14	Planned Spending 2013-14	Planned Spending 2014-15	Planned Spending 2015-16
2,767,014	2,767,784	2,316,896	2,056,759

**NRCan Human Resources (FTEs)**
2013-14	2014-15	2015-16
4,156	4,117	4,006

**Planning summary table for Strategic Outcome 1: Canada’s natural resource sectors are globally competitive**
2013-14 Program	Actual Spending 2010-11	Actual Spending 2011-12	Forecast Spending 2012-13	Planned Spending ($ thousands)			Alignment with Government of Canada Outcomes ¹⁵
2013-14 Program	Actual Spending 2010-11	Actual Spending 2011-12	Forecast Spending 2012-13	2013-14	2014-15	2015-16	Alignment with Government of Canada Outcomes ¹⁵
Program 1.1 Market Access and Diversification	*	*	55,428	44,913	42,764	41,801	Strong economic growth
Program 1.2 Innovation for New Products and Processes	*	*	96,212	102,525	61,787	60,506	Strong economic growth
Program 1.3 Investment in Natural Resource Sectors	*	*	80,447	54,484	48,508	42,008	Strong economic growth
Program 1.4 Statutory Programs – Atlantic Offshore**	*	*	800,673	1,255,167	1,100,100	1,121,468	Strong economic growth
Sub-Total			1,032,760	1,457,305	1,253,371	1,265,783

* Note: Actual Spending for 2010-11 and 2011-12

NRCan changed its Program Alignment Architecture (PAA) for 2012-13. Actual spending for 2010-11 and 2011-12 reflects the legacy PAA structure, for which there were two programs under Strategic Outcome 1 as opposed to the current four. Actual spending for Program 1.1 Economic Opportunities for Natural Resources was $2,351,960,558 (includes the Statutory Programs related to the Atlantic Offshore of $2,103,259,499) for 2010-11 and $1,439,492,491 (includes the Statutory Programs related to the Atlantic Offshore of $1,222,730,140) for 2011-12. Actual spending for Program 1.2 Natural Resource-based Communities was $12,683,530 for 2010-11 and $23,288 for 2011-12.

**Statutory Programs:

As per the various Atlantic Offshore Accords, the Government of Canada receives royalties for offshore oil and gas production and subsequently pays an equal amount to the provinces of Nova Scotia and Newfoundland and Labrador.

**Planning summary table for Strategic Outcome 2: Natural resource sectors and consumers are environmentally responsible**
2013-14 Program	Actual Spending 2010-11	Actual Spending 2011-12	Forecast Spending 2012-13	Planned Spending ($ thousands)			Alignment with Government of Canada Outcomes ¹⁶
2013-14 Program	Actual Spending 2010-11	Actual Spending 2011-12	Forecast Spending 2012-13	2013-14	2014-15	2015-16	Alignment with Government of Canada Outcomes ¹⁶
Program 2.1 Energy-efficient Practices and Lower-carbon Energy Sources	*	*	354,416	444,318	464,096	255,697	A clean and healthy environment
Program 2.2 Technology Innovation	*	*	139,470	265,762	202,009	122,822	A clean and healthy environment
Program 2.3 Responsible Natural Resource Management	*	*	237,333	341,051	157,779	178,425	A clean and healthy environment
Sub-Total			731,219	1,051,131	823,885	556,945

* Note: Actual Spending for 2010-11 and 2011-12

**Planning summary table for Strategic Outcome 3: Canadians have information to manage their lands and natural resources and are protected from related risks**
2013-14 Program	Actual Spending 2010-11	Actual Spending 2011-12	Forecast Spending 2012-13	Planned Spending ($ thousands)			Alignment with Government of Canada Outcomes ¹⁷
2013-14 Program	Actual Spending 2010-11	Actual Spending 2011-12	Forecast Spending 2012-13	2013-14	2014-15	2015-16	Alignment with Government of Canada Outcomes ¹⁷
Program 3.1 Protection for Canadians and Natural Resources	*	*	65,381	59,202	58,051	55,829	A clean and healthy environment
Program 3.2 Landmass Information	*	*	76,436	44,500	41,888	40,712	A clean and healthy environment
Sub-Total			141,817	103,702	99,140	95,679

* Note: Actual Spending for 2010-11 and 2011-12

NRCan changed its Program Alignment Architecture (PAA) for 2012-13. Actual spending for 2010-11 and 2011-12 reflects the legacy PAA structure, for which there were three programs under Strategic Outcome 3 as opposed to the current two. Actual spending for Program 3.1 Adapting to a Changing Climate and Hazard Risk Management was $60,822,193 for 2010-11 and $50,834,868 for 2011-12. Actual spending for Program 3.2 Natural Resource and Landmass Knowledge and Systems was $95,524,071 for 2010-11 and $87,235,443 for 2011-12. Actual spending for Program 3.3 Geomatics Canada Revolving Fund was -$253,414 for 2010-11 and $444,250 for 2011-12.

**Planning summary table for Internal Services**
2013-14 Program	Actual Spending 2010-11	Actual Spending 2011-12	Forecast Spending 2012-13	Planned Spending ($ thousands)
2013-14 Program	Actual Spending 2010-11	Actual Spending 2011-12	Forecast Spending 2012-13	2013-14	2014-15	2015-16
Program 4.1 Internal Services	308,434	251,746	204,313	155,862	139,913	137,490
Sub-Total	308,434	251,746	204,313	155,862	139,913	137,490

**Planning summary TOTAL for NRCan**
Strategic Outcomes Programs, and Internal Services	Actual Spending 2010-11	Actual Spending 2011-12	Forecast Spending 2012-13	Planned Spending ($ thousands)
Strategic Outcomes Programs, and Internal Services	Actual Spending 2010-11	Actual Spending 2011-12	Forecast Spending 2012-13	2013-14	2014-15	2015-16
TOTAL	4,357,029	3,352,173	2,110,108	2,767,784	2,316,896	2,056,759

For more information on NRCan’s plans and performance please see the NRCan plans and performance reports website ¹⁸

Expenditure Profile

Departmental Spending Trend

The graph below illustrates the departmental spending trend for the period 2008-09 to 2015-16 excluding statutory funding. Note that it does not include information from the 2013 Budget.

Expenditure Profile - Spending Trend Graph

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NRCan has four principal sources of funding:

A-Base – permanent funding to the department;
B-Base – funding to the department that is managed through a special purpose allotment;
C-Base – funding that is temporary in nature (provided for a specific time period); and
Statutory – funding that is provided directly as a result of legislative obligations.

NRCan’s A-Base is holding at a fairly consistent level, although it has seen some reductions through both Strategic Review 2009 and Budget 2012 savings measures.

NRCan’s B-Base is showing a downward trend as programs that are managed through special purpose allotments, such as the Nuclear Legacy Liabilities Program, are planned to wind down during 2013-14. However, NRCan recognizes that these programs may continue, which would level the B-Base spending trend over the period 2008-09 to 2015‑16.

NRCan had a significant spike in C-Base funding during the period 2008-09 to 2011-12 resulting principally from programs announced as part of Canada’s Economic Action Plan 2009, including the Pulp and Paper Green Transformation Program and the ecoENERGY Retrofit Homes grant program. As these programs have terminated, NRCan’s spending trend for C-Base programs has declined. Additionally, as the department moves into 2013-14 and future years, other programs (such as Investments in Forest Industry Transformation and the Clean Energy Fund) are scheduled to sunset and other programs (such as ecoENERGY for Biofuels) have declining funding profiles.

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

Information on year-to-year variations for the period 2012-13 to 2015-16 can be found in the table below, which provides details on fluctuations.

**Program Funding**
Fiscal year	Programs (Note 1)	Funding Change (Note 2)
2012-13	Pulp and Paper Green Transformation Program ¹⁹	Sunset of program
	ecoENERGY Technology Initiative ²⁰	Sunset of program
	Isotopes Supply Initiative ²¹	Sunset of program
	Major Projects Management Office ²²	Sunset of program
	Transfer to Shared Services Canada (SSC) for the Administrative Services Review	Decrease in program funding profile
	ecoENERGY for Biofuels ²³	Decrease in program funding profile
	CANMET Materials Technology Laboratory Relocation Program ²⁴	Decrease in program funding profile
	Programs under the United Nations Convention on the Law of the Sea (UNCLOS) ²⁵	Decrease in program funding profile
	Nuclear Legacy Liabilities Program ²⁶	Increase in program funding profile
	Clean Energy Fund ²⁷	Increase in program funding profile
	ecoENERGY Innovation Initiative ²⁸	Increase in program funding profile
	ecoENERGY Efficiency Program ²⁹	Increase in program funding profile
	Sustainable Development Technology Canada – Next Generation Biofuels Fund ³⁰	Increase in program funding profile
	Port Hope Area Initiative ³¹	Increase in program funding profile
2013-14	Geo-mapping for Energy and Minerals Program ³²	Sunset of program
	Clean Energy Fund ³³	Decrease in program funding profile
	ecoENERGY for Biofuels ³⁴	Decrease in program funding profile
	Budget 2012 Savings Measures	Decrease in program funding profile
	Sustainable Development Technology Canada – Next Generation Biofuels Fund ³⁵	Decrease in program funding profile
	ecoENERGY Renewable Power Initiative ³⁶	Decrease in program funding profile
	Program of Energy Research and Development ³⁷	Decrease in program funding profile
	ecoENERGY Innovation Initiative ³⁸	Decrease in program funding profile
	Nuclear Legacy Liabilities Program ³⁹	Increase in program funding profile
	Investments in Forest Industry Transformation Program ⁴⁰	Increase in program funding profile
	Port Hope Area Initiative ⁴¹	New program
	Forest Innovation and Expanding Market Opportunities Programs ⁴²	New program
	Satellite Station Facilities ⁴³	New program
	Isotope Technology Acceleration Program ⁴⁴	New program
	Responsible Resource Development Advertising Campaign	New program
	Major Projects Management Office ⁴⁵	Renewal program
2014-15	Nuclear Legacy Liabilities Program ⁴⁶	Sunset of program
	Investments in Forest Industry Transformation Program ⁴⁷	Sunset of program
	Responsible Resource Development Advertising Campaign	Sunset of program
	Clean Energy Fund ⁴⁸	Decrease in program funding profile
	ecoENERGY for Biofuels ⁴⁹	Decrease in program funding profile
	Sustainable Development Technology Canada – Next Generation Biofuels Fund ⁵⁰	Decrease in program funding profile
	Budget 2012 Savings Measures	Decrease in program funding profile
	Satellite Station Facilities ⁵¹	Decrease in program funding profile
	CANMET Materials Technology Laboratory Relocation Program ⁵²	Decrease in program funding profile
	Isotope Technology Acceleration Program ⁵³	Decrease in program funding profile
	Targeted Geoscience Initiative Phase 4 ⁵⁴	Decrease in program funding profile
	Program of Energy Research and Development ⁵⁵	Decrease in program funding profile
	Forest Innovation and Expanding Market Opportunities Programs ⁵⁶	Decrease in program funding profile
	Port Hope Area Initiative ⁵⁷	Increase in program funding profile
	Sustainable Development Technology Canada – Technology Fund ⁵⁸	Increase in program funding profile
2015-16	Clean Energy Fund ⁵⁹	Sunset of program
	Sustainable Development Technology Canada – Next Generation Biofuels Fund ⁶⁰	Sunset of program
	Satellite Station Facilities ⁶¹	Sunset of program
	Major Projects Management Office ⁶²	Sunset of program
	Targeted Geoscience Initiative Phase 4 ⁶³	Sunset of program
	ecoENERGY for Biofuels ⁶⁴	Decrease in program funding profile
	ecoENERGY Innovation Initiative ⁶⁵	Decrease in program funding profile
	Sustainable Development Technology Canada – Technology Fund ⁶⁶	Decrease in program funding profile
	Wind Power Production Incentive ⁶⁷	Decrease in program funding profile
	Climate Change Impacts and Adaptation⁶⁸	Decrease in program funding profile
	Port Hope Area Initiative⁶⁹	Increase in program funding profile

Note 1: Certain programs are divided in different phases and as one phase is completed another phase may start. For this reason, the same program may be listed as both sunsetting/decreasing or new/increasing.

Note 2: Funding change is as compared to the preceding year (e.g., Geo-mapping for Energy and Minerals Program sunsets March 31, 2013, so the sunsetting is reflected in 2013-14).

Estimates by Vote

For information on NRCan’s organizational appropriations, see the 2013-14 Main Estimates ⁷⁰ publication.

Contribution to the Federal Sustainable Development Strategy

The Federal Sustainable Development Strategy (FSDS) outlines the Government of Canada’s commitment to improving the transparency of environmental decision-making by articulating its key strategic environmental goals and targets. The Government will be consulting the public in 2013-14 regarding the second three-year cycle of the FSDS (2013-16). The FSDS 2013-16 will be finalized in 2013-14 and presented as part of year-end performance reporting for that year.

Theme I NRCan supports the goals of this theme, which are to reduce greenhouse gas emissions and mitigate the impacts of climate change as well as to minimize the threats to air quality so that the air Canadians breathe is clean and supports healthy ecosystems. NRCan contributes to GHG mitigation and air quality through Energy-efficient Practices and Lower-carbon Energy Sources (PAA 2.1), Technology Innovation (PAA 2.2), Responsible Natural Resource Management (PAA 2.3), Protection for Canadians and Natural Resources (PAA 3.1) Economic Opportunities for Natural Resources (PAA 1.1), and Innovation for New Products and Processes (PAA 1.2).

Theme II NRCan supports the goal to protect and enhance the quality of water so that it is clean, safe and secure for all Canadians and supports healthy ecosystems through activities under Responsible Natural Resources Management (PAA 2.3).

Theme III NRCan supports the goal to maintain productive and resilient ecosystems with the capacity to recover and adapt; and protect areas in ways that leave them unimpaired for present and future generations, through programming in Responsible Natural Resources Management (PAA 2.3) and Protection for Canadians and Natural Resources (PAA 3.2).

Theme IV NRCan supports the goal to green government operations and minimize the environmental footprint of government operations through Energy-efficient Practices and lower-carbon energy sources, technology innovation and activities in our Internal Services (PAA 4.1), specifically via the Low Carbon NRCan Initiative.

Sustainable development is central to the mandate of NRCan and essential to the future of the natural resource sectors and to the Canadian economy. The Department makes significant contributions to the FSDS. This is captured throughout this document and more specifically in NRCan’s Departmental Sustainable Development Strategy. NRCan plays a key role in delivering on the Government’s Clean Air Agenda ⁷¹ by leading on the Clean Energy component, contributing to greenhouse gas emissions mitigation and air quality through Energy-efficient Practices and Lower-carbon Energy Sources as well as by participating in adaptation and international engagement efforts such as the Canada-US Clean Energy Dialogue ⁷². In Budget 2011, the Government renewed its commitment to the Clean Air Agenda, as part of Canada’s Economic Action Plan, with a focus on regulatory actions to achieve real emissions reductions while maintaining Canada’s economic advantage.

More specifically, NRCan contributes to the following FSDS themes: I - Addressing Climate Change and Air Quality; II - Maintaining Water Quality and Availability; III - Protecting Nature, and; IV - Shrinking the Environmental Footprint – Beginning with Government, as denoted by the visual identifiers below.

Theme 1 - Addressing Climate Change and Air Quality

Theme II - Maintaining Water Quality and Availability

Theme III - Protecting Nature

Theme IV - Shrinking the Environmental Footprint - Beginning with Government

These contributions are components of most of the Department’s Programs, outlined in sections II and III (Greening Government Operations supplementary table). Visit NRCan’s website ⁷³ for additional details on the Department’s activities to support sustainable development.

Strategic Environmental Assessments

NRCan also ensures that environmental concerns are considered in its decision-making through Strategic Environmental Assessments (SEAs). An analysis of the impacts on FSDS goals and targets is included in every proposal for policies, plans, or programs as part of the federal SEA process. The results of NRCan’s Detailed SEAs are made public when an initiative is announced, demonstrating the Department’s commitment to achieving the FSDS goals and targets.

For complete details on the FSDS, see the Environment Canada Sustainable Development website. ⁷⁴

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