Sustainable Development

Sustainable Development Strategy 1997

Safeguarding our Assets, Securing our Future

Goal 1, Objective 1.1

User satisfaction with the Canadian Spatial Reference System. Reported
in 2000-01. Under NRCan's current Performance Measurement Framework,
this item is Goal 4, Objective 4.2.

What Does the Graph Mean?

• These graphs depict key results of a monthly Client Satisfaction
  Survey of direct clients (contact by telephone, fax or in person)
  of NRCan's Geodetic Survey Division, taken over 6 months.
• Respondents are located throughout Canada and are drawn
  from industry (62%), provincial (16%), and federal government agencies
  (17%), academia (3%), and other stakeholders (2%).
• Clients appreciated the service received; all were satisfied
  with the service.
• Most highly rated was the timeliness for response to requests
  for information related to Geodetic Survey's GPS corrections
  & tracking station data, traditional vertical & horizontal
  survey control data, publications, software, etc.
• Individual suggestions for improvement will influence internal
  planning. For example, a number of clients recommended making additional
  information available on-line. Easily implemented improvements were
  actioned quickly.

NRCan's Contribution

The Canadian Spatial Reference System (CSRS) enhances NRCan's
service to the natural resources sector and a multitude of other
sectors as a component of national standards, serving as the foundation
of highest accuracy for spatial positioning throughout Canada:

• NRCan's Geodetic Survey Division leads the Canadian
  Geodetic Reference System Committee, a collaboration of provincial/
  territorial agencies and principal driver for decisions related
  to the CSRS.
• Global compatibility is assured through NRCan's participation
  and leadership roles in the International GPS Service and the International
  Intercomparison of Absolute Gravimeters, and acceptance of the Algonquin
  and Yellowknife Radio Observatories into the International Very
  Long Baseline Interferometry Service.
• From engineering works and navigation to environmental
  science and climate change studies, the CSRS serves as a framework
  for knowledge- based decisions, with direct application to location
  commerce and a growing list of disciplines.

What's Next?

• Service improvements based on future surveys, using
  the same core questions as baseline, aim to achieve the Government's
  target of a minimum 10% increase in client satisfaction by 2005.

An action plan, based on this and another survey of provincial
stakeholders, is in progress. This includes easier online access
to more geodetic data and powerful online positioning applications.

Advances in technology will drive the reactions of a rapidly evolving
client base, implicating the following key actions:

• Improve the robustness of the infrastructure for GPS Corrections
  in support of the provincial, federal and territorial collaboration
  for distribution via the Canada- wide DGPS initiative;
• Focus on Space Geodesy as the CSRS core, with accurate positioning
  applications extending to natural hazards and meteorology, among
  others;
• Increase the capacity of the North as a partner in the CSRS,
  including improvement of the vertical reference system, to participate
  in benefits. comparable to those available in southern Canada.
• NRCan will continue to monitor the satisfaction of
  clients using these services.

Goal 1, Objective 1.1

User satisfaction with relevance, accessibility and quality of information.
Reported in 1999-2000.

What Does the Graph Mean?

The graph illustrates the level of client satisfaction with one
of the NRCan products/services – 'Digital Topographic
Data' – as measured for two time periods (April-Sept.
'99 and Oct. '99 to March '00) against 12 criteria*.
The solid line running across the graph at the 95% level represents
the client satisfaction target for this product/service.

The graph shows that client satisfaction levels have been relatively
high, with slight variations, against all criteria (92-100%) for
both time periods. It indicates that the level of performance has
been very strong in relation to 'Product Currency' (98-99%),
'Availability' (98-100%), 'Personnel Expertise and
Knowledge' (99-100%) and 'Communication' (100%).
Satisfaction levels have been somewhat lower against the criteria
of 'Price' (92%), below the 95% target.

These data are comparable to the results of previous annual (1994-1998)
and periodic (1998-1999) surveys, which consistently displayed satisfaction
levels over 95%. Past satisfaction levels regarding Price have also
been slightly lower than those associated with other criteria.

NRCan's Contribution

• NRCan recognizes the value in measuring, monitoring
  and reporting on client satisfaction performance. The Digital Topographic
  data indicator is put forward as a positive example – for the
  current document – of how systematic measuring, monitoring
  and reporting on client satisfaction performance is taking place
  within the department. It is considered to be representative of
  the kinds of client satisfaction measurement and reporting initiatives
  that NRCan is pursuing. •NRCan is currently exploring the issues
  associated with measuring and reporting on overall customer satisfaction
  in a department characterized by diversity and substantial workload.
• In areas where satisfaction levels are below 95%, NRCan
  ensures that client feedback is integrated into revisions and/or
  upgrading of product development and service delivery.
• ResSources/Government On-Line

Next Steps

• NRCan is pursuing continuous improvement in the area
  of client satisfaction performance measurement, reporting and monitoring.
• Through ResSources, NRCan will be developing service
  standards for electronic service delivery.
• The data example points to areas for improvement relative
  to established target levels. In the case of client satisfaction
  with product price, NRCan is addressing issues such as cost recovery
  and pricing guidelines that have contributed to the gap between
  the target and actual scores.
• NRCan is examining options for developing common, umbrella,
  or "roll-up" client satisfaction performance measurement
  tools that can be used to provide a better understanding of overall
  satisfaction with departmental products and services.
• Once this feasibility assessment is complete, recommendations
  will be made with respect to the most suitable path forward in this
  area of performance measurement and, if required, a project plan
  will be developed.
• As a federal lead on S&T, NRCan will develop an
  e-cluster focused on sustainable development in support of Government
  On-Line.

Goal 1, Objective 1.1

Public awareness of the importance and relevance of the natural
resources sector, its issues, and NRCan's science and technology.
Reported in 1998-99.

What Does the Graph Mean?

• A majority of Canadians believe that science and technology
  plays either a very or an important role in providing a good quality
  of life and in ensuring the sound management and the sustainable
  use of Canada's natural resources.
• There is an increasing proportion of Canadians who believe
  that science and technology plays a significant role in the economy,
  the environment and in their everyday lives.

NRCan's Contribution

• NRCan is Canada's major national repository of expertise
  related to energy, forest and mineral and metals resources as well
  as to the earth sciences. For example, NRCan contributes to innovation
  and economic growth, supports wealth creation in remote and northern
  communities and obtains information and shares knowledge on mitigating
  the impact of natural hazards such as earthquakes, landslides, etc.
• NRCan plays a significant role in promoting the sustainable
  development of Canada's natural resources through for example,
  the assessment of resources, the protection of the environment and
  biotechnology research in forestry

What's Next?

• NRCan will continue to promote its activities and the results
  of its science and technology efforts to the public, decision-makers,
  the media, and the research community at large.
• Follow-up tracking survey will be done in 2000-01.
• NRCan will continue its S&T work with the forest, minerals
  and metals, energy and earth sciences sectors to maximize economic
  and social benefits while safeguarding the environment.

Goal 1, Objective 1.1

Public awareness of the importance and relevance of the natural
resources sector, its issues, and NRCan's science and technology.
Reported in 2000-01.

What Does the Graph Mean?

• The first bar in the graph indicates Canadians perception
  of the sustainable development practices of companies in the natural
  resources sector. 32% of respondents indicated that they believe
  Canada's natural resources companies practice sustainable development.
• The second bar indicates Canadians recommendations for a
  career in the natural resources sector. 61% indicated that a career
  in the Natural Resource Sector would be an excellent choice.
• The third bar indicates Canadians perceptions of the role
  of the natural resources sector in Canada's future prosperity.
  39% feel that the natural resources industry will be a primary source
  of future prosperity for Canada.

NRCan's Contribution

• NRCan has been working dilgently tin creating an awareness
  among the public of the importance of the natural resoruces sector
  to Canada
• The Minister of NRCan has developed a sustainable development
  vision for the natural resources sector in which S&T and innovation
  form a central core.
• In 2000/2001 NRCan consulted with over 2000 Canadians on
  the sustainable development of our natural resources and raisid
  awareness on corporate social responsibility in the resource sector
  through supplements in Maclean's magazine.
• NRCan has been working at the program level through, for
  example, the Biodiversity Resource Stewardship Initiative and the
  Energy Innovators Program and the First Nations Forestry Program,
  to address the SD practices fo companies and career possibilities.

What's Next?

• Canadians are very favourable to the federal government
  playing a role that carries out scientific research so that wise
  resource development and use is encouraged. Further examination
  of this role and its evolution in the future is important.
• Further reporting and monitoring of public awareness on
  various S&T and natural resource issues.

Goal 1, Objective 1.2

Participation in, and influence on, national and international multi-stakeholder
approaches to sustainable development issues. Reported in 2000-01.

What Does the Graph Mean?

• Acidic drainage has long been recognized as the largest
  environmental liability facing the Canadian mining industry, and
  to a lesser extent, the public through abandoned mines.
• Acidic drainage is the result of a natural oxidation process
  whereby sulfur-bearing minerals oxidize upon exposure to oxygen
  and water. The net result is the generation of metal-laden effluents
  of low pH that can potentially cause damage to ecosystems in the
  downstream environment.
• The dissemination of information, to the MEND partners and
  the public, regarding developed technologies, is a major function
  of the program.
• MEND hosts several workshops per year on key areas of technology
  at various locations across Canada. These workshops have been the
  vehicle of choice to transfer the available information to the users.
  As indicated by the graph the workshops have been successful in
  disseminating this information, with over 2500 delegates attending
  workshops in 2000.

NRCan's Contribution

• The Mine Environment Neutral Drainage (MEND) Program was
  the first international multi-stakeholder initiative to develop
  scientifically-based technologies to reduce the effect of acidic
  drainage.
• The original MEND Program extended over a nine-year time
  frame ending in 1997, with technology transfer activities continuing
  to the end of 2000 under the MEND 2000 program.
• MEND and MEND 2000 have been described as a model way for
  governments, industry and non-governmental organizations (NGOs)
  to cooperate in technology development.
• A toolbox of technologies is now available to open, operate
  and decommission a mine property in an environmentally acceptable
  manner.
• MEND has established Canada as the recognized leader in
  research and development on acidic mine drainage.
• An evaluation of MEND concluded that the estimated liability
  of five mine sites alone had been reduced by $340 million.

What's Next?

• Although the MEND 2000 program ended in December 2000, members
  of the MEND 2000 Steering Committee recommended that a renewed national
  acidic drainage research program, referred to as MEND3, be launched
  in 2001.
• MEND3's primary objective will be to provide leadership
  to research on acidic drainage both within Canada and abroad.

Goal 1, Objective 1.2

Degree of leveraging by NRCan from shared science & technology
projects. Reported in 1999-2000.

What Does the Graph Mean?

In 1997 NRCan implemented its Framework for Revenue Generation,
External Funding and Collaborative Activities, which established
a common set of guiding principles and terminology that enabled
NRCan to identify and quantify leveraged funds in a consistent manner.
Data were collected in a consistent fashion starting in 1998-99.

Leveraging increased from 2.20 in 1998-99 to 2.45 in 1999-00. This
represents a degree of external support on shared projects and programs.
Actual investments in shared undertakings increased by 2% for NRCan
and 13.8% for partners. The actual dollar value of leveraged support
may vary significantly from year to year depending on the scope
and nature of the shared activities. It may, for example, be significantly
higher in a year in which a single short-term multi-million dollar
shared project is undertaken.

NRCan's Contribution

NRCan places great importance on partnering, not solely for sharing
costs but also as an indication of the relevance of its activities.
Leveraging is obtained from four mechanisms as defined in the Framework
for Revenue Generation: 1) Cost-shared projects involve NRCan and
partner(s) jointly funding work undertaken solely by a third party;
2) Task-shared projects involve NRCan and partner(s) each funding
and undertaking their part of a project; 3) Joint projects involve
NRCan and partner(s) undertaking and funding work, in which money
may change hands; and, 4) In-kind support, is payment in goods or
services rather than cash and the informal support to NRCan programs
that is received from clients.

In-kind support is difficult to quantify; but the toolkit that
accompanies the Framework for Revenue Generation includes a recommended
process for assessing the value of such informal support in a consistent
manner.

What's Next?

NRCan will strive to enhance its leveraging capabilities through
multi-partner, multi-stakeholder mechanisms and programs such as
the Climate Change Action Fund, the Sustainable Development Technology
Fund, the Canadian Lightweight Materials Research Initiative (CliMRI),
its Mine Automation Program, and its Resource Innovation Action
Plan, in which multi-partnering is entrenched as a fundamental operating
principle.

These efforts will involve partnerships with a wide range of other
performers - other federal departments and agencies, provincial
departments and agencies, the private sector, non-government organizations
and international organizations.