ARCHIVED - National Round Table on the Environment and the Economy

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Message from the President and CEO

Created by the Prime Minister in 1988 as an independent policy advisory body, the National Round Table on the Environment and the Economy (NRTEE, or Round Table) had its status formalized in a 1993 Act of Parliament. The purpose of the Round Table, according to the Act, is "to play the role of catalyst in identifying, explaining, and promoting, in all sectors of Canadian society and in all regions of Canada, principles and practices of sustainable development."

The NRTEE examines the environmental and economic implications of priority issues and offers independent advice on how to address them. Our advice is primarily directed to the federal government, but also targets other levels of government and key sectors of the economy in order to influence policy development and decisions. Over the past 20 years, by combining the expertise and experience of our members with a unique multi-stakeholder approach, we have learned to integrate the diverse views of many sectors across the country. In so doing, we have earned a reputation for working effectively in often contentious areas and providing relevant, independent, and credible advice.

After undergoing considerable transition in reporting relationships and internal leadership over the past few years, the NRTEE is now entering a trajectory during which it expects to consolidate its profile and mandate while continuing to be proactive and progressive in its work. We will be building on recent successes and initiatives put in place in earlier reporting periods. We will also be guided by lessons learned from past performance as reflected in the 2006-2007 Departmental Performance Report.

The Round Table has identified several key overarching objectives for 2008-2009 and beyond. Most importantly, we plan to develop a clearer strategic coherence and focus in our research and policy program, create stronger internal policy and communications capacities, and undertake new collaborative and engagement opportunities with stakeholders. Achieving these objectives will enable us to more effectively produce and disseminate our advice and recommendations, and will enhance our credibility and influence with stakeholders.

NRTEE has a broad legislated mandate; however, given the limited resources of the organization, we recognize that on a practical level, we have to be strategic and focused in our planning to maximize our effectiveness. For 2008, we will complete an already-initiated program examining challenges related to adaptation to climate change in Canada's North. We will also devote considerable resources to identify and implement a new research agenda, most of which will continue to be within the area of climate change. Our choices on these issues will be informed by extensive discussions with our members, key stakeholders, and the government. In addition, we will institute a strategic outlook and research function that will help us understand which "over-the-horizon" issues at the nexus of environment and the economy will have increased relevance to our work, and to Canadian society in general.

In our operations, we will implement the results of a management review of our internal roles and responsibilities to ensure that our current structure is capable of delivering on the ambitious plans we are making. It will also help us to identify where additional resources might be required and savings can be achieved.

With our members' approval, the NRTEE will implement newly revised bylaws to regulate how we conduct and manage ourselves. The bylaws have been updated to correspond to current assumptions and expectations in relation to governance within the federal government. They clearly lay out the roles, responsibilities, and accountabilities of the members, the Chairperson, the President, and the Secretariat.

Because it is important that the NRTEE demonstrate leadership on policy issues where it seeks to influence others, the Round Table will move toward becoming a carbon neutral operation within the 2008-2009 fiscal year.

Finally, fall 2008 will mark the 20^th anniversary of the establishment of the Round Table.

As we approach this significant milestone, we will reflect on the accomplishments and lessons learned over the past twenty years, and consider how we can build on these as the foundation for our future planning and efforts in the years ahead.

_______________________________

David McLaughlin President and CEO

Section 1: OVERVIEW

1.1 Management Representation Statement

I submit for tabling in Parliament, the 2008-2009 Report on Plans and Priorities (RPP) for the National Round Table on the Environment and the Economy.

This document has been prepared based on the reporting principles contained in Guide for the Preparation of PartIII of the 2008-09 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:

It adheres to the specific reporting requirements outlined in the Treasury Board of Canada Secretariat guidance;

It is based on the department's strategic outcome(s) and Program Activity Architecture that were approved by the Treasury Board;

It presents consistent, comprehensive, balanced and reliable information;

It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it; and

It reports finances based on approved planned spending numbers from the Treasury Board of Canada Secretariat.

_______________________________

David McLaughlin President and CEO

1.2 Purpose

The purpose of the Round Table is to play the role of catalyst in identifying, explaining and promoting, in all sectors of Canadian society and in all regions of Canada, principles and practices of sustainable development. The NRTEE interprets this broad mandate through a strategic focus on issues of national interest at the intersection of the environment and the economy. Through its work, the NRTEE strives to influence policy development and decisions on issues pertaining to the environment and the economy. These promote economic prosperity for all Canadians while striving to preserve the environment for current and future generations.[1]

1.3 Organizational Information

The Round Table reports to Parliament through the Minister of the Environment.

The organization consists of up to 24 members and a Chairperson who are appointed in a part-time capacity by the Governor in Council. The agency draws on the insight and experience of these individuals to meet its mandate.

The members represent different regions of Canada and are distinguished leaders in business, labour, universities, environmental organizations, Aboriginal communities, and municipalities. (See a list of members in Section 4.) A Secretariat in Ottawa, headed by a President and CEO, supports the members. The Round Table normally meets four times each year in plenary sessions where members discuss priorities and review and approve the work of the Secretariat. Figure 1.1 depicts the agency's internal organization and relationship to the government.

Figure 1.1

1.4 Program Activity Architecture (PAA)

In June 2007, the Treasury Board Secretariat approved changes to the NRTEE's PAA. The revised wording for the Strategic Outcome provides a more accurate reflection of the NRTEE's mandate and work. The elimination of the sub-activity level in the revised version ensures a closer alignment with the TBS's approach. This RPP is based on the revised PAA. The changes, presented in the crosswalk below, did not require any redistribution of financial resources.

Program Activity Architecture (PAA) Crosswalk
	Previous PAA	Revised PAA
Strategic Outcome	Federal policy development on environment and economy issues and decisions in other key sector are influenced by NRTEE advice on selected issues.	Federal policy development and decisions in other key sectors are influenced by advice on sustainable development issues pertaining to the environment and the economy.
Program Activity	Provide advice on environment and economy issues	Advisory program on environment and economy issues
Program Sub-Activities	Produce advice: Identify new knowledge; convene and consult stakeholders	None
	Promote advice: Advise federal clients; promote to other key sectors

Table 1.1. Voted and Statutory Items displayed in the Main Estimates ($ thousands)

Vote or Statutory Item	Truncated Vote or Statutory Wording	2008-09 Main Estimates	2007-08 Main Estimates
20	Program expenditures	4,723.0	4,704.0
(S)	Contributions to employee benefit plans	411.0	432.0
(S)	Expenditures pursuant to Paragraph 29.1(1) of the Financial Administration Act	20.0	20.0
	Total Agency	5,154.0	5,156.0

Table 1.2. Departmental Planned Spending Table and Full-time Equivalents

($ thousands)	Forecast Spending 2007-08	Planned Spending 2008-09	Planned Spending 2009-10	Planned Spending 2010-11
Program Activity: Advisory Program on Environment and Economy Issues
Budgetary Main Estimates (gross)	5,136.0	5,134.0	5,134.0	5,134.0
Non-budgetary Main Estimates (gross)	20.0	20.0	20.0	20.0
Total Main Estimates	5,156.0	5,154.0	5,154.0	5,154.0
Adjustments
Supplementary Estimates
Operating budget carry-forward	236.1
Collective bargaining adjustments	20.0
Total Adjustments	256.1
Total Planned Spending	5,412.1
Plus: Cost of services received without charge	410.0	414.0	417.0	421.0
Total Departmental Spending	5,822.1	5,568.0	5,571.0	5,575.0
Full-time Equivalents	27	27	27	27

1.5 Summary Information

Table 1.3. Financial Resources ($ thousands)

2008-09	2009-10	2010-11
$5,154.0	$5,154.0	$5,154.0

Table 1.4. Human Resources (FTEs)

2008-09	2009-10	2010-11
27	27	27

Table 1.5. Departmental Priorities

Name	Type
Priority #1: Produce and promote advice on environment and economy issues of national relevance.	Ongoing
Priority #2: Apply sound management practices in operations	Ongoing

1.6 Program Activities by Strategic Outcome

Contribution to Priorities: The NRTEE has a single strategic outcome and a single program activity. Both contribute directly to the NRTEE's two stated priorities.

Table 1.6. Program Activity by Strategic Outcome

Strategic Outcome	Federal policy development and decisions in other key sectors are influenced by advice on sustainable development issues pertaining to the environment and the economy.
		Planned Spending ($ thousands)
Program Activity	Expected Results	2008-09	2009-10	2010-11
Advisory program on environment and economy issues	High quality research Effective consultations Useful recommendations and results Effective communication of recommendations Increased awareness and understanding of issues and solutions Sound management	5,154.0	5,154.0	5,154.0

1.7 Departmental Plans and Priorities

The NRTEE has a single strategic outcome, namely federal policy development and decisions in other key sectors are influenced by advice on sustainable development issues pertaining to the environment and the economy. All of the agency's plans, priorities, and activities are directed toward its achievement.

1.7.1 Operating Approach

Issues to be examined by the NRTEE are identified through an internal screening and scoping process, in which the final decisions reflect current political, environmental or economic priorities, and members' combined interests. The NRTEE also responds to specific requests from the federal government, often within short time frames. The NRTEE has adapted its approach to respond effectively to these requests, balancing stakeholder consultation with a reliance on members' expertise and advice.

The Secretariat, headed by a President and CEO, provides program management, policy and research analysis, communications, and administrative services to the NRTEE members.

1.7.2 Internal and External Factors

The NRTEE's success depends on its ability to influence the government's approach to important sustainable development issues. To accomplish this, the NRTEE must produce and promote relevant, neutral, and credible advice in a timely manner. Its ability to do so is affected by both external and internal factors. These are discussed below.

The key indicator of the NRTEE's performance is its ability to influence government policy development. In Canada, particularly for the issues typically examined by the NRTEE, federal policy is not developed in isolation. It is affected by the government's relationships with other Canadian and international jurisdictions, and by a host of other factors over which the NRTEE has no control, creating a complex decision-making environment.

The emergence of the environment, and climate change in particular, as a key priority for Canadians puts the Round Table firmly in the spotlight due to the focus of its current work. This creates both an opportunity and a risk. The NRTEE is well positioned to provide strategic assistance on this issue to the government. However, failure to produce effective advice in a timely manner could harm the NRTEE's reputation. The agency must address this risk by applying a more focused research and decision-making approach that is well-managed by the members and the Secretariat.

The NRTEE has undergone considerable transition in reporting relationships and leadership over the past few years, but is now entering a clear trajectory during which it expects to consolidate its profile and mandate. Increased stability, certainty, and a renewed focus on a clear set of strategic objectives are expected to have a positive impact on the agency's performance.

New members are appointed to the Round Table on a rotating basis. The timing of the appointments typically does not take the NRTEE's planning schedule into consideration. To avoid the risk of delaying the Round Table's work, orientation for new members is undertaken quickly to make the transition as seamless as possible.

1.7.3 Priorities

The NRTEE has two overarching priorities for 2008-2009.

Priority #1: To produce and promote advice to decision makers on environment and economy issues

Although it has a relatively small budget of approximately $5 million, the agency nevertheless delivers an increasing amount of advice on issues of national importance-advice that decision makers in and beyond the federal government have said provides a valuable contribution to Canadians' knowledge about issues at the nexus of the environment and the economy.

The NRTEE's first priority entails producing the advice, then promoting it.

PRODUCE ADVICE

The Round Table strives to provide advice that is timely, actionable, and relevant to the government's priorities. Producing the advice entails conducting research and analysis on selected issues, and convening experts to ensure balance and credibility. As a group, the NRTEE members review, discuss, and approve the resulting policy recommendations. The culmination of this effort is a report that presents the findings, analysis, and policy advice from the research and consultation process.

Noteworthy activities for 2008-2009 are summarized below; further details are provided in Section 2.

Generate New Policy Advice

Generating policy advice is a core function for the Round Table. In the upcoming period, the NRTEE plans to develop a clearer, more strategic coherence and focus for its work as it selects a suite of policy issues to examine in the short to medium term.[2] The focus will mostly be on topics within the general area of climate change, an area for which the organization has developed a recognized expertise and where it is in a unique position to provide advice to federal decision makers and other stakeholders. Possible issues for further examination include the following:

Carbon pricing: Instrument design and implementation

Improved greenhouse gas (GHG) emissions forecasting and reporting in Canada: Learning from international best practices

Innovation and deployment of specific "wedge" technologies to achieve GHG emission reductions.

The economics and cost benefits of climate change in Canada

Economic instruments for water management in Canada.

In addition, the NRTEE will complete its work on Climate Change Adaptation Policy. This program was launched in June 2006. Its purpose is to examine how Canadian public policy influences the way in which Canada's communities and economic sectors in the North plan for and manage the effects of climate change.

Establish a Strategic Outlook Function

The NRTEE plans to put in place a new strategic outlook function. The goal will be to undertake intelligence gathering and analysis in order to identify forthcoming priority areas for research where the issues are not fully known or appreciated, or public policy discussion is not yet fully engaged.

Respond to Government References

The NRTEE recognizes the importance of responding to government "references" or requests for advice on specific issues. None have yet been identified for 2008-2009. By staggering the start dates of new initiatives and by undertaking a mix of short-term projects and long-term programs, the Round Table will strive to increase its flexibility and position itself to be able to deliver on these requests without needing to curtail other work in progress. Nevertheless, timely presentation of such references with consideration for the resource implications for the NRTEE would assist in this regard.

Comply with Bill C-288

The NRTEE will comply with its legislated responsibilities under the Kyoto Protocol Implementation Act with respect to the government's Climate Change Plan and Statement.

PROMOTE ADVICE

The NRTEE seeks opportunities to promote its advice and policy recommendations as a means to achieving its strategic outcome. Activities for 2008-2009 are summarized below; further details are provided in Section 2.

Maintain Program and Corporate Communications Activities

On completion of a program or an activity, the agency promotes its findings and advice through a variety of communications channels to reach targeted decision makers and opinion leaders across the country. This step is crucial for raising awareness and understanding, and for influencing policy development. The NRTEE maintains databases of selected individuals in stakeholder groups as a starting point for these initiatives. A key activity in 2008-2009 will be the release of the report on the NRTEE's program on adaptation to climate change together with supporting communications activities.

Ongoing communications about the NRTEE at the corporate level is a key component of the NRTEE's overall approach to communications. Tools include the NRTEE website, e-briefs, and newsletters.

Improve Strategic Communications

One of the NRTEE's objectives for this planning period is to improve the quality and reach of its external communications. In so doing, it will increase the visibility of the NRTEE and its work among decision makers in key sectors, and enhance its credibility. This will, in turn, significantly increase the potential for achieving the NRTEE's strategic outcome, namely to influence policy.

Pursue Collaborative Arrangements with Other Organizations

The NRTEE recognizes that its effectiveness could be increased exponentially by entering into beneficial collaborative arrangements with appropriate partners, while retaining its independence. Leveraging its limited resources through these types of arrangements would provide opportunities to increase the scope and depth of its research and analysis, and extend its reach to external stakeholders. In 2008-2009, the NRTEE will explore opportunities to enhance its reach and influence in this way.

Priority #2: Apply sound management practices in operations

The agency takes seriously its responsibility to apply sound management principles and practices that ensure the stewardship of its resources.

Management Approach: The foundation of the NRTEE's management approach is its Management and Planning Committee, comprising the President and CEO and senior management from each section of the agency. It supports an integrated approach to planning and oversees the management of the agency's financial, information, and human resources. The Committee meets a minimum of once per month. In 2008 and beyond, the Committee will continue to play a central role in ensuring sound management throughout the agency.

Risk Management: On an ongoing basis, the NRTEE conducts an annual risk assessment involving all senior managers in the agency, the results of which are integrated into corporate planning. Risks and mitigation measures are monitored by the Management and Planning Committee. Key risks for the agency in 2008-2009 and mitigation measures include the following:

Potential conflict of interest of Governor in Council (GIC) appointees (members and CEO). Revision of bylaws, improved orientation for new GIC appointees, and consideration of a mandatory conflict declaration are the main mitigation measures to address this potential risk.

Loss of expertise and corporate memory when senior staff depart from the agency. Use of an electronic information management system, better documentation of internal processes, and succession planning are in place to mitigate this risk.

Lack of awareness by stakeholders of the NRTEE's work. A new emphasis on communications strategy and internal capacity is expected to lessen this area of risk in 2008.

Timing and resource implications of research and advisory references from the government. Better strategic planning will facilitate the NRTEE's ability to manage changes in workload.

In 2007-2008, the NRTEE had no significant findings to address from internal or external audit or evaluation.

Specific initiatives planned for the upcoming year include the following:

Implement a New Approach to Strategic Planning

In response to an ongoing need to better plan and explain the NRTEE's work, the NRTEE Secretariat is developing a strategic approach that lays out broad objectives for the next three to five years. Going forward, activities and initiatives will support these objectives, as well as the resource and management implications that flow from them. Main elements of the approach include creating stronger internal policy and communications capacities, and defining new collaborative and engagement opportunities with stakeholders.

Review Internal Structure, Roles and Responsibilities (HR Management)

To better position the NRTEE to deliver on its ambitious objectives, the Secretariat has initiated a review of the agency's internal structure, roles, and responsibilities. This review will allow a realignment of resources to support the new objectives, and will assist management in identifying where new resources may be required. It will enhance services and support for members. The agency plans to begin implementing changes early in 2008-2009.

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