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Minister's Message

The Honourable Christian Paradis

It is my pleasure to present the 2010-2011 Report on Plans and Priorities for Natural Resources Canada.

This report comes at an important time for Canada. Following the economic downturn, we are seeing a recovery of Canada's economy. It is critical that we keep this recovery on track. The Government is doing its part, continuing to deliver the necessary economic stimulus through its successful Economic Action Plan – and NRCan is playing a key role in this success.

The Economic Action Plan is also investing in the future success of Canada and our natural resource sectors. Canada is responding to a new model of competitiveness globally, where advancing environmental leadership has become a key economic imperative. Going forward, Canada will create green jobs through innovation, grow its market share and enhance its social licence to operate through continually improved environmental performance. In these ways and others, we will make the most of our position as a natural resources powerhouse.

Through its investments and science, NRCan is advancing the competitiveness of the resource sectors with programs to support clean energy, innovative forest sector technologies and products, green mining and new materials and manufacturing processes. We are creating a better future for Canada through the Clean Energy Fund and the $1‑billion Pulp and Paper Green Transformation Program, which allows pulp and paper mills to invest in new technologies to improve energy efficiency and environmental performance. These and other investments will create the jobs and build the economy of tomorrow.

The Government is committed to making Canada the best place in which to invest, and NRCan's Major Projects Management Office has already improved Canada's investment climate, while maintaining the high environmental standards expected by Canadians.

Our Government will also ensure that Canada can realize the vast potential of the North. Building on NRCan's storied history in the region, it will work to advance sustainable resource development and create opportunities for northerners through programs such as Geo-mapping for Energy and Minerals.

By delivering on the priorities of the Government, NRCan will continue to advance its vision of improving the quality of life for Canadians by creating a sustainable resource advantage for Canada.

The Honourable Christian Paradis, P.C., M.P. (Mégantic-L'Érable)
Minister of Natural Resources

Section I – Overview

Raison d'être and Responsibilities

NRCan's raison d'être is to improve the quality of life of Canadians by helping to create a sustainable resource advantage. The department's aim is to position Canada as a leader in clean energy and sustainable resource development, globally. Underpinning this objective is the premise that access to natural resources, and the sustainable ways in which they are produced and used, has emerged as a core source of competitive advantage among nations.

To fulfill its mandate, NRCan conducts activities in areas of core federal jurisdiction that fall within its legislated roles and responsibilities, working towards outcomes supportive of economic competitiveness, environmental responsibility, the safety and security of Canadians and the stewardship of natural resources.

The Minister of Natural Resources is specifically responsible for, or has responsibilities under, more than 30 Acts of Parliament. The core powers, duties and functions are set forth in the Department of Natural Resources Act, the Resources and Technical Surveys Act and the Forestry Act. Within the Government of Canada, the Minister of Natural Resources also has responsibilities for the natural resources portfolio, which includes:

  • Atomic Energy of Canada Limited (AECL);
  • two independent regulators: the National Energy Board and the Canadian Nuclear Safety Commission;
  • two offshore petroleum boards: the Canada-Newfoundland and Labrador Offshore Petroleum Board and the Canada-Nova Scotia Offshore Petroleum Board; and
  • Sustainable Development Technology Canada, the Northern Pipeline Agency, and the Energy Supplies Allocation Board.

To deliver on its responsibilities, NRCan relies on a number of tools. It uses science and technology (S&T) to help address priorities, such as supporting Canada's extended continental shelf submission under the United Nations Law of the Sea Convention, facilitating the development of more fuel-efficient cars through materials research, and increasing energy efficiency for industry and individuals. It develops policies and programs that help create a sustainable resource advantage, supporting strong, competitive natural resource sectors that are environmentally and socially responsible. And it uses partnerships to help drive progress on the major issues, such as the deployment of carbon capture and storage technology.

Planning Context

Emerging Economic Recovery

Following one of the most severe economic downturns in over 50 years, Canada is now in the early stages of recovery. Already, the Canadian economy has experienced a modest expansion with continued growth expected throughout 2010. Encouraging economic prospects are due, in large part, to the successful monetary and fiscal policies implemented by Canada and other like-minded countries. Here at home, Canada's Economic Action Plan (EAP) is continuing to deliver timely and targeted stimulus measures to help communities, businesses and workers. At the same time, the EAP is helping ensure that Canada emerges from the downturn in a solid position to succeed over the longer term in an ever-more globalized economy, where environmental leadership is emerging as a key competitive advantage.

Responding to Today, Preparing for Tomorrow

Delivering Stimulus to Maintain JobsNRCan, as the primary federal partner in natural resources with the provinces, territories, industry and others, is playing an important role in creating the conditions that support both the economic recovery and future success of Canada. The department is delivering short-term economic stimulus through initiatives such as the ecoENERGY Retrofit for Homes Program, which will improve the efficiency of over 500,000 homes, supporting jobs in the home renovation industry, and reducing both the long-term energy costs for homeowners and residential greenhouse gas emissions. In fact, unprecedented demand led the Government to propose an additional $285 million in funding for this program to be spent in 2010-11. NRCan is also supporting the federal Economic Development Agencies that are delivering the $1-billion Community Adjustment Fund to create employment opportunities in communities affected by the economic downturn, including those that are resource-dependent.

A New Competitiveness Model – NRCan is also focused on preparing Canada and the natural resource sectors for the economy of tomorrow. In the 21st century, natural resources are being defined in ways that are different from the past.

In this future, Canada can expect ongoing price volatility for commodities, intense global competition, complex environmental and social challenges, and new economic opportunities. Canada must lead in meeting domestic and global expectations that the natural resource sectors give increasing emphasis to environmental responsibility along with the traditional economic drivers. This requires the need to accelerate a shift from a "volume" to "value" focus for natural resources in order to keep high quality jobs in the country and ensure a rising quality of life. It requires effective regulatory processes to support investment and protect the environment. It means that Canada must become a global leader in producing and using resources in more efficient ways, and in creating and commercializing greener products and technologies. And it offers global opportunities to advance our position as a natural resources sector powerhouse, including strengthening our nuclear industry.

In short, succeeding in this new reality demands a competitiveness model that facilitates sustainable, resource-driven growth. It is a model that combines the economic imperatives of a sound business climate and improving productivity, with the need to show environmental leadership and corporate social responsibility. Canada has started this transition and is on the right path. It must now use its early successes as a base for building momentum and becoming a leader in making the new competitiveness model a reality.

Embracing the New Reality – Canada and its leading resource companies are embracing this new competitiveness model. The country's mining companies know their success depends on how well they make use of advanced technologies in exploration, extraction, and production, recognising that their social licence to operate, in Canada and abroad, increasingly depends on the soundness of its environmental performance and social responsibility.

Canada's forest sector is going through an intense period of transformative change as it seeks to develop a new operating model with diversified forest products and expanded market opportunities. Its future rests on how well it adjusts to a global market with increasing competition and emphasis on environmental performance while continuing to shift from its historical volume-based commodity focus (e.g., lumber and pulp) toward a more diversified, market-driven emphasis on product value.

The country's energy sectors are no different. They are sophisticated developers and users of new technologies and materials, contributing billions of dollars in production investment, including in renewable and alternative energy. Going forward, they face complex challenges mitigating economic drivers (such as strong and increasing growth) and growing environmental imperatives (related to extraction and green house gas emissions), as well as in updating the energy infrastructure.

NRCan Leadership – The Government, with the help of NRCan, is driving Canada's future competitiveness and building a sustainable resource advantage for its citizens. NRCan has taken action with programs that range from supporting to the development of new forestry technologies and products and the diversification of markets at home and abroad, along with programs that identify resource potential such as Geoscience Mapping for Energy and Minerals. Other activities have been undertaken to improve the performance of the regulatory system for natural resource projects and better support competitiveness in the manufacturing sector through innovative partnerships such as the relocation of the CANMET Materials Technology Laboratory into an updated facility in Hamilton. The Clean Energy Fund, delivered by NRCan, is resulting in important investments in green energy technologies to move Canada toward a future of clean energy. The ecoENERGY suite of programs is also helping drive the development of renewable power and alternative fuels. In addition, the recent $1-billion Pulp and Paper Green Transformation Program will allow pulp and paper mills in all regions of Canada to invest in new technologies that improve environmental performance in areas such as energy efficiency and renewable energy production. Federal programs have been put in place to support the development of new forestry technologies and products, as well as the diversification of markets at home and abroad.

Establishing Priorities

NRCan has set for itself priorities which support the Government's objectives and respond to the demands of the new global competitiveness model. NRCan will focus on:

  1. improving the performance of the regulatory system for major project reviews which will help ensure that Canada is the best country in which to invest;
  2. enabling competitive resource sectors, with a focus on innovation in the forest sector and green mining to enhance market opportunities and create the jobs and economy of tomorrow;
  3. advancing the clean energy agenda, in Canada through science, technology advancements and program investments;
  4. managing nuclear issues to meet Canada's energy and environmental needs, while reducing costs and risks to taxpayers, and positioning Canada's nuclear industry to prosper; and
  5. advancing sustainable resource development in the North to help Canada realize the vast potential of the region's people and resources.

Renewing NRCan and its Role

NRCan has been undergoing a process of departmental renewal, spurred by the need to develop a more collaborative, integrated and results-based organization and advance Public Service Renewal. A strategic framework was developed to guide and underpin our way of doing business, highlighting our vision and science and policy integration. Horizontal collaboration and collaborative tools have been harnessing knowledge and expertise. A strong focus has been put on human resources renewal, from recruitment to development of our staff and talent management. In 2009, NRCan completed a strategic review assessment of the priority and performance of its programs. Going forward, NRCan renewal will focus on priorities and continue to improve its management systems, renew its workforce, and strengthen accountabilities.

As a key player in the delivery of the Government's agenda, the department has examined its roles to determine where it can best lead and how it can best help Canada harness the full value of all of its assets – its vast resource base, its people and ideas, and its systems, such as regulation and infrastructure – to build a stronger, more resilient resource economy. Going forward, the department will work to pioneer geographic and knowledge frontiers when and where the national interest deems it necessary. It is committed to driving an S&T innovation agenda to achieve a sustainable resource future. Through priority-driven partnerships, the department is working to deliver on its priorities with stakeholders to leverage their strengths and align around common objectives.

Risk Framework

As a large and diverse organization NRCan is faced with a wide range of uncertainties that could impact its ability to deliver on its objectives. The department identifies and responds to these uncertainties via an Integrated Risk Management (IRM) Framework. This framework includes the following:

  • identifying, assessing, and managing risks to the successful attainment of all of its program sub-activities in concert with integrated business planning (with particular emphasis on grant and contribution programs and capital investments);
  • continuous corporate-level forecasting, tracking, and management of issues that could affect or require a response from the department;
  • preparing for, and – if necessary – responding to a range of emergency situations that fall within the mandate of the Minister of Natural Resources (including business continuity);
  • maintaining policies, processes and monitoring in support of sound financial control; and
  • maintaining a robust internal audit function, informed by the other elements of the IRM Framework.

For fiscal 2010-11, the department is facing and actively managing a range of key, high-level risks.

  • NRCan has been implementing and delivering on significant elements of the Government's EAP, including an enhanced ecoENERGY Retrofit program, substantial forestry-related programming, and the Clean Energy Fund. This effort has been attended by risks associated with the rapid design and/or scale-up of large dollar value programming; for example, the capacity to develop, implement, and monitor grant and contribution agreements has needed to be quickly enhanced. The department has successfully met these challenges, and the risks associated with the EAP – while still of note and requiring close attention – are expected to diminish in 2010-11.
  • In order for NRCan to deliver on its current priorities and advance its vision for a sustainable Canadian resource advantage, the department must sustain and enhance its world-class S&T establishment. A key element of this establishment is a diverse and complex asset base that includes specialized real property, scientific and technical equipment, systems, and fleets. In general, this asset base is aging and under-capitalized. Ensuring targeted deployment of scarce capital resources to areas of the greatest need and greatest programming impact requires rigorous oversight and responsiveness to issues and opportunities. In this area, and for 2010-11, NRCan will continue modernization of key laboratories under the Accelerated Infrastructure Program of the EAP; in addition, NRCan will achieve key milestones in the relocation and renewal of its CANMET Materials Technology Laboratory (MTL) on the campus of McMaster University in Hamilton, Ontario.
  • NRCan has a track-record of successfully delivering major short-term programming initiatives with large, high priority, but time-limited funding streams – the major share of the department's current funding is of this type. This funding structure carries with it certain inherent risks; in particular, it increases the uncertainty of managing long-lived capital assets and highly qualified personnel. As NRCan's funding streams expand and contract in response to Government priorities, so must the department work to ensure that its corporate infrastructure is robust, resilient, and flexible.

Strategic Outcomes and Program Activity Architecture

NRCan manages its program delivery through three strategic outcomes (SO) and seven program activities (PA) that are designed to achieve the expected results that collectively contribute to the realization of the strategic outcomes.

Strategic Outcomes


Contribution of Priorities to Strategic Outcomes

For the 2010-11 planning period, the department has identified priorities (operational and management) that are critical to realizing its SOs and that contribute to achieving the Government's agenda. These priorities represent key areas of focus for the department in moving forward, in 2010-11, to inform policy development, the pursuit of our science and technology initiatives, and delivery of our programs. Programs or initiatives that directly contribute to Canada's Economic Action Plan initiatives have been identified. More information about NRCan programs and iniatives can be found at

Operational Priorities[1]

Priority: Improving the Performance of the Regulatory System for Project Reviews Supports
SO # 1, 2 & 3
Previously Committed Priority
Why is this a priority? Addressing the challenges facing the federal regulatory system for project reviews is key to creating the conditions for an innovative and prosperous economy, protecting the health and safety of Canadians and conserving the environment.

What are the plans for meeting this priority? Through the Major Projects Management Office (MPMO), NRCan will continue to provide overarching management of the federal regulatory review process for resource projects and to work collaboratively with other federal regulatory departments and agencies to develop and implement innovative new approaches to continually improve performance of the federal system. This work will include the development and implementation of a whole-of-government strategy to modernize the regulatory review process for project reviews, including improvements to the federal legislative and/or regulatory framework. It will also include working collaboratively with provincial governments to identify opportunities to improve the integration of federal and provincial review processes.

Priority: Competitive Resource Sectors Supports
SO # 1, 2 & 3
Previously Committed Priority
Why is this a priority? Canada's natural resource sectors are facing long-term, structural challenges. Supporting enduring, sustainable and transformative change is key to improving the long-term economic competitiveness and sustainability of these sectors.

What are the plans for meeting this priority? NRCan will deliver on this priority with substantial new funding for FPInnovations (EAP initiative) – Canada's integrated forest products research institute – for the acceleration of a long-term research agenda focusing on the development of knowledge and technologies to transform the forest sector with new products and new end-uses for wood fibre (EAP initiative). NRCan will also make new substantial contributions to grow a broader portfolio of forest product markets, both at home and abroad, and will ensure that the environmental reputation of the sector reflects the reality of its strong record of sustainability.

As key elements of delivering on this priority, NRCan will renew and relocate its CANMET Materials Technology Laboratory to the world-class McMaster Innovation Park in Hamilton, Ontario.

Priority: Clean Energy Supports
SO # 1 & 2
Previously Committed Priority
Why is this a priority? Energy is one of the largest segments of the economy and Canada's leading resource export. This wealth of resources already makes Canada an energy superpower. NRCan is working to make Canada a clean energy superpower. Strong federal leadership is critical to ensuring that all of Canada's energy resources can continue to contribute to the country's economy, while meeting domestic and global expectations that energy be produced and used in cleaner and sustainable ways.

What are the plans for meeting this priority? NRCan supports a clean energy transition through the delivery of programs including its suite of ecoENERGY programs, part of the Government's broader ecoACTION plan. In general, the department takes action in three key themes: energy efficiency; renewables and clean electricity; and cleaner fossil fuels and alternatives.

NRCan's clean energy programs support the Government's objectives by encouraging the uptake of energy efficiency products and services (e.g., the ecoENERGY Retrofit Initiative [EAP initiative]); developing markets for new clean technologies (e.g., the ecoENERGY for Renewable Power Program); and supporting industry-specific innovations (e.g., the Pulp and Paper Green Transformation Program).

NRCan will continue to support Canada's science and innovation system and pursue international collaboration to drive clean energy research and development. In particular, the ecoENERGY Technology Initiative and the Clean Energy Fund (EAP initiative) support the research, development and demonstration of cutting-edge clean energy technologies.

Priority: Managing Nuclear Issues Supports
SO # 1 & 2
Ongoing Priority
Why is this a priority? Nuclear energy plays a critical role in Canada's energy mix. The Government's nuclear policy is driven by three over-arching objectives: (i) meeting Canada's energy and environmental needs safely, economically and reliably; (ii) reducing costs and risks for taxpayers while maximizing returns on Canada's investments in nuclear; and (iii) positioning Canada's nuclear industry to seize domestic and global opportunities.

What are the plans for meeting this priority? NRCan will deliver on this priority in partnership with key entities in the Minister's portfolio and other government departments. In particular, NRCan will support Atomic Energy of Canada Limited's (AECL) efforts toward the renewal of its infrastructure to meet health, safety, security and environmental requirements, and the development of advanced CANDU reactor designs. NRCan will continue to implement the announced restructuring of AECL, and the offering of its commercial reactor division with the objective of positioning Canada's nuclear industry to take maximum advantage of domestic and international opportunities. Throughout the restructuring process, AECL funding pressures will need to be managed in order to preserve the value of the asset. NRCan will also support the Canadian Nuclear Safety Commission in its efforts to improve the effectiveness and efficiency of the regulatory approvals process. Together with Health Canada, NRCan will work to ensure that Canadians have a secure supply of medical isotopes. Finally, NRCan will continue to manage the Government of Canada's radioactive waste liabilities.

Priority: Sustainable Resource Development in the North Supports
SO # 1 & 3
Ongoing Priority
Why is this a priority? A key objective of the government is to realize the vast potential of Canada's North, strengthen Canada's sovereignty and promote northern economic and social development, which requires private sector investment. NRCan is supporting the industry in making informed and effective investment decisions by providing improved landmass, offshore and resource knowledge and certainty of tenure.

What are the plans for meeting this priority? The five year/$100 million Geo-mapping for Energy and Minerals Program (GEM) will lead to increased private sector investment in new energy and mineral resources in the North implemented in collaboration with territorial governments and local communities. NRCan is undertaking legal boundary surveys of Aboriginal land claims to support economic development, providing logistical support for Arctic research, and completing the topographic mapping of the North by 2012 that will provide the geographic information to help manage economic development.

Management Priorities

Priority: Integrated Management Excellence Supports
SO # 1, 2 & 3
Ongoing Priority
Why is this a priority? NRCan's ability to successfully deliver on its mandate and operational priorities is dependent upon the timely and effective support provided by internal services (such as strategic policy and planning, human resources, finances).

What are the plans for meeting this priority? Further refinements to the integrated business planning process and an improved governance structure will help align operational priorities with the corporate strategies, notably those related to people and financial management. These include several components, such as improvements to the priority-setting exercise, the creation of a Resource Management Committee to strengthen financial management at the department level, a strengthened science and policy leadership capacity to help deliver on operational priorities, and a strengthened Departmental Audit Committee.

The implementation of the Strategic Review decisions will ensure a greater alignment of activities with the priorities of Canadians, whereas the implementation of the S&T Strategy will enable the department to better address complex issues that transcend particular resource sectors.

The renovation of both the Program Activity Architecture and the Performance Measurement Framework will improve senior management's ability to measure performance and make strategic resource reallocations.

Priority: Modernizing Infrastructure and Systems Supports
SO # 1, 2 & 3
Previously Committed Priority
Why is this a priority? NRCan's ability to successfully deliver on its mandate and operational priorities is also dependent upon timely financial information and access to adequate facilities.

What are the plans for meeting this priority? As part of the Accelerated Infrastructure Program (EAP initiative), NRCan has received funds to continue to modernize its laboratories in 2010-11. These investments are critical to deliver on its S&T priorities. NRCan is also modernizing its financial system, replacing its 22 year-old legacy system with SAP.

Delivering on Canada's Economic Action Plan (EAP)

Expected Results Indicators Planned Spending 2010-11
Expanding Market Opportunities (Canada Wood, Value to Wood, North American Wood First Programs)
Increase market opportunities for Canadian wood product producers through market development, branding, and technology development and transfer activities Diversified markets for Canadian wood products; use of wood in North American non-residential construction; new markets for Canadian manufacturers of value-added wood products PA 1.1 $21.0M
Expanding Market Opportunities (Support large-scale demonstrations of Canadian-style use of wood in offshore and domestic markets)
Support related initiatives to increase market opportunities for Canadian wood product producers in offshore (e.g., Canada Wood Program) and domestic (e.g., North American Wood First) markets Demonstration projects support initiatives to increase non-traditional uses of wood in offshore and domestic markets PA 1.1 $5.7M
Promoting Forest Innovation and Investment (Development of demonstration-scale pilot projects of new products for use in commercial applications)
Construction of demonstration-scale pilot projects brings research to the next stage toward commercialization An operating pilot plant to prove the scalability of new technology from laboratory to commercial application PA 1.1 $37.0M
Clean Energy Fund
Support the development and demonstration of clean energy technologies Number of demonstrated technologies that meet or surpass current best technologies; number of knowledge products made available to codes and standards developed; number of technology demonstrations leading to commercialisation (long-term outcome) PA 2.1 $174.9M
ecoENERGY Retrofit – Homes Program
To encourage homeowners to improve the energy efficiency of their homes and reduce their greenhouse gas (GHG) emissions Grant applications received; grant amounts paid; number of grants paid; GHG emission reductions; pre-retrofit assessments PA 2.1 $389.9M
Promoting Forest Innovation and Investment (Contributions to FPInnovations for its Transformative Technologies Program)
To develop emerging and breakthrough technologies related to forest biomass utilization, nanotechnology and next generation forest products New products and processes adopted by industry; new demonstration/pilot projects and trials; in-kind contributions leveraged from stakeholders; research institute consolidation PA 1.1 $43.8M
Modernizing federal laboratories
Maintenance and modernization of NRCan laboratories across Canada Percentage of program funding contracted/awarded or out to tender for bids; percentage of funding not yet contracted/awarded nor out to tender PA 4.1 $24.8M
PA 3.1 $5.9M
Accelerating federal contaminated sites
Conducting site assessments, remediation and risk management activities on federal contaminates sites Number of assessment projects planned, underway or completed; number of remediation/risk management projects planned, underway or completed PA 4.1 $8.6M

Planning Summary

NRCan's planned spending for fiscal year 2010-11 is $4,455.9 million. Included in this amount is $1,676.4 million in planned spending for the Atlantic Offshore Accords statutory payments. The Accords provide that the benefits of revenues from the offshore should flow to provinces as if the resources were on land, and direct that these revenues be collected by the Receiver General for Canada, with a like amount to be paid to the provinces (Newfoundland and Labrador and Nova Scotia). As the amounts credited to the Receiver General and paid out of the Revenue Fund are the same, there is no net liability incurred by the federal government as a result of the increase in payments to the provinces.

Departmental planned spending is expected to decrease in 2011-12 and 2012-13 as the EAP initiatives and sunsetting programs wind down.

Financial and Human Resources
Planned Spending ($M) 2010-11 2011-12 2012-13
Program Spending 2,779.5 1,681.3 1,234.9
Statutory Programs – Atlantic Offshore 1,676.4 1,354.7 1,010.9
Total 4,455.9 3,036.0 2,245.8
Full-Time Equivalents (FTEs) 4,571 4,347 4,300

Allocation of Funding by Strategic Outcome and Program Activity

The chart below reflects the allocation of NRCan's planned spending by strategic outcome and by program activity for the 2010-11 fiscal year.

NRCan plans to spend 43 percent of its resources under strategic outcome (SO) 1 – Economic Competitiveness. The Economic Opportunities for Natural Resources program activity makes up the largest portion of the funding given that it includes the statutory payments under the Atlantic Offshore Accords.

The Clean Energy program activity has the next highest planned spending at 43 percent of the total and at 90 percent of SO 2 – Environmental Responsibility. Spending under this program activity promotes increased energy efficiency, increased production of low-emission energy, and reduced environmental impacts associated with energy production and use.

The balance of the planned spending for the remaining program activities is less than 6 percent of the total budget in each case.

Chart of the allocation of Natural Resources Canada


The table below details how funds will be allocated by strategic outcomes and program activities over the planning period.

Strategic Outcome 1: Economic Competitiveness
Natural resource sectors are internationally competitive, economically productive, and contribute to the social well-being of Canadians
Performance Indicator Targets
Canada's share of resource-based world trade relative to OECD nations Favourable trend over the long term
Program Activity
(Main Estimates)
Expected Results Forecast Spending
Planned Spending Alignment to GoC Outcomes
(or statutory obligations)
2010-11 2012-12 2012-13
1.1 Economic opportunities for natural resources[2] Competitive national and international markets, stable economic opportunity and investment in natural resources 304.3 248.1 148.3 119.4 Strong Economic Growth
1.2 Natural resource-based communities Increased knowledge, skills and capacity to benefit from the evolving natural resource economy within resource-based communities (both Aboriginal and non-Aboriginal) 14.4 11.8 11.9 11.9 Strong Economic Growth

Strategic Outcome 2: Environmental Responsibility
Canada is a world leader on environmental responsibility in the development and use of natural resources
Performance Indicators Target
  1. Canada's total annual energy savings due to efficiency
  2. Contribution to advancement of innovative and environmentally responsible practices in the resource sectors measured by uptake of knowledge, technologies and demonstration projects
Favourable trend over the long term
Program Activity
(Main Estimates)
Expected Results Forecast Spending
Planned Spending Alignment to GoC Outcomes
(or statutory obligations)
2010-11 2012-12 2012-13
2.1 Clean energy[3] Increased energy efficiency, increased production of low-emission energy, and reduced environmental impacts associated with energy production and use 831.8 1,918.7 1,113.5 717.2 A Clean and Healthy Environment
2.2 Ecosystem risk management[4] Canada understands and mitigates risks to natural resource ecosystems and human health 180.0 205.7 89.3 97.6 A Clean and Healthy Environment

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
Performance Indicator Target
Contribution to the safety and security of Canadians, and the effectiveness of federal land stewardship and regulatory processes Favourable trend over the long term
Program Activity
(Main Estimates)
Expected Results Forecast Spending
Planned Spending Alignment to GoC Outcomes
(or statutory obligations)
2010-11 2012-12 2012-13
3.1 Adapting to a changing climate and hazard risk management Canada adapts to a changing climate and has the knowledge and tools to manage risks associated with natural hazards and hazards arising from human activities 77.9 68.6 61.9 50.4 An Innovative and Knowledge-based Economy
3.2 Natural resource and landmass knowledge and systems [5] Canada has the natural resource and landmass knowledge to contribute to the development of the country through maps, property rights, boundary management, statistics and integrated decision making, and plays a leadership role in federal/provincial/ territorial and international fora 108.1 103.6 85.2 74.4 An Innovative and Knowledge-based Economy
3.3 Geomatics Canada Revolving Fund[6] The demand by NRCan, other government departments and industrial clients for revolving fund products and services, is met through full cost recovery 1.9
An Innovative and Knowledge-based Economy
4.1 Internal services[7]   212.2 223.0 171.2 164.0  
Sub-Total   1,728.7 2,779.5 1,681.3 1,234.9  
Statutory Programs
1.1 Economic opportunities for natural resources[8]   2,182.2 1,676.4 1,354.7 1,010.9 Statutory Obligations
Total NRCan[9]   3,910.9 4,455.9 3,036.0 2,245.8  

Expenditure Profile

Expenditure Profile - Spending Trend Graph


The graph illustrates the departmental spending trend for the period 2006-07 to 2012-13. Key points include the following:

Programs (including EAP initiatives):

  • Program spending has been increasing since 2006-07 and is expected to continue through 2010-11, after which a decrease is expected.
  • Increases to forecast spending in 2009-10 resulted primarily from increases to the ecoENERGY for Biofuels program, the Pulp and Paper Green Transformation Program, the Soldier Settlement Board, Modernizing Federal Labs (EAP initiative), the Federal Contaminated Sites Action Plan (EAP initiative), and the Investing in Canada's Forest Sector programs (EAP initiative).
  • Planned spending increases for 2010-11 are attributed primarily to the Pulp and Paper Green Transformation Program which has been allocated $800 million in 2010-11 up from $200 million in 2009-10. Other increases will occur in the CANMET MTL Relocation Program, the Clean Energy Agenda, the Forestry Market Diversification and Innovation programs, the Clean Energy Fund (EAP initiative), the ecoENERGY for Biofuels Program, the Modernizing Federal Laboratories Program (EAP initiative), the grant to Sustainable Development Technology of Canada (SDTC), the Nuclear Legacy Liabilities Program and Collective Bargaining.
  • Planned spending decreases for 2011-12 are attributed primarily to the Nuclear Legacy Liabilities Program, the ecoENERGY for Biofuels Program, the Clean Energy Agenda, the ecoTRANSPORT Strategy, the Pulp and Paper Green Transformation Program, the grant to SDTC, and the Forestry Market Diversification and Innovation programs.
  • Planned spending decreases for 2012-13 are attributed to sunsetting or reduced funding for the ecoENERGY Technology Initiative, the relocation of CANMET MTL Relocation program, the Adaptation Theme for the Clean Air Agenda, and the ecoENERGY for Biofuels Program.

Statutory Programs:

  • Statutory payments under various Atlantic Offshore Accords are based primarily on oil and gas royalty revenues received which are affected by both the price of oil and production levels. The significant increase in actual expenditures is largely as a result of the significant increase in oil prices experienced in the 2007-08 and 2008-09 fiscal years. The anticipated spending decrease and subsequent reduction in planned spending for 2009-10 and subsequent years reflects the latest forecast of oil price and production levels: the federal government expects to collect offshore-related revenues at a level similar to that prevailing in the years prior to 2007-08.

Programs (excluding EAP initiatives):

  • This trend is provided to illustrate the significant impact of EAP initiatives on NRCan's program planned spending in the period 2009-10.
  • The trend excludes all EAP initiatives, namely: the Clean Energy Fund, Modernizing Federal Laboratories Program, the Investing in Canada's Forest Sector Program, and the ecoENERGY Retrofit – Homes Program.
  • The spike in program spending excluding EAP initiatives that is apparent for 2010-11 is attributable to the Pulp and Paper Green Transformation Program.

Voted and Statutory Items

($ millions)
Voted or Statutory Items Truncated Vote or Statutory Wording Main Estimates
Main Estimates
1[10] Operating expenditures 700.3 805.8
5[11] Capital   15.1
10[12] Grants and Contributions 457.0 1,877.6
(S) Minister of Natural Resources – Salary and Motor Car Allowance 0.0 0.0
(S) Contributions to Employee Benefit Plans 53.2 57.8
(S) Canada-Nova Scotia Development Fund 1.4 0.0
(S) Canada-Newfoundland Offshore Petroleum Board 7.2 6.5
(S) Canada-Nova Scotia Offshore Petroleum Board 3.4 3.4
(S) Payments to the Nova Scotia Offshore Revenue Account 351.5 295.3
(S) Payments to the Newfoundland Offshore Petroleum Resource Revenue Fund 2,045.9 1,371.2
(S) Grant to the Canada Foundation for Sustainable Development Technology 20.0 20.0
(S) Geomatics Canada Revolving Fund
- Operational expenditures
- Respendable revenue
Main Estimates 3,639.9 4,452.7
- Supplementary Estimates – Appropriated 458.7  
- Supplementary Estimates – Statutory -227.1  
- Direct Funding 39.4  
- Other Adjustments   3.2
Total Planned Spending 3,910.9 4,455.9

Pursuant to the Atlantic Offshore Accords, NRCan makes payments to the provinces of Newfoundland and Labrador, and Nova Scotia in amounts equal to royalties collected in relation to the offshore. This increase reflects the latest forecast of offshore related revenue the federal government expects to collect over the planning period.