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The original version was signed by
The Honourable Joe Oliver, P.C., M.P.
Minister of Natural Resources
Section II – Analysis of Program Activities by Strategic Outcome
Section III – Supplementary Information
Section IV – Other Items of Interest
As President of the Canadian Nuclear Safety Commission (CNSC), I am pleased to present this Report on Plans and Priorities. As the CNSC celebrates its 65th anniversary as Canada’s nuclear regulator, Canadians can be assured that they have benefited from a safe nuclear industry since 1946, and that the CNSC will continue to provide strong regulatory oversight to ensure safety and security of this sector and its activities.
The CNSC is entrusted with an important mission: regulating nuclear activities to protect the health, safety and security of Canadians and the environment; and implementing Canada’s international commitments on the peaceful use of nuclear energy. We have set a vision to be the best nuclear regulator in the world. To realize that goal, the CNSC will continue to focus its attention on its “Core + 4 Cs” responsibilities – Core regulatory work of licensing and compliance; Commitment to ongoing improvement; Clarity of our requirements; Capacity for action; and Communications.
In addition to its core regulatory work of licensing and compliance efforts for 3300 licenses, the CNSC will focus in 2011-12 on the regulatory oversight of refurbishment projects at nuclear power plants and the licence renewals for major facilities, such as Point Lepreau, Gentilly-2, the AECL Chalk River Laboratories and Port Hope facilities. The CNSC will also continue its regulatory ongoing oversight of the Port Hope Area Initiative and will continue to strengthen its outreach efforts to inform Canadians on the safety of nuclear activities in Canada.
In addition, the CNSC will be working to complete the Joint Review Panel (JRP) of the Darlington New Build, and the JRP will be conducting an extension hearing in 2011-12. The CNSC will also be starting the JRP for the Deep Geologic Repository (DGR) in Ontario, monitoring the restart of Point Lepreau in 2011-12, and preparing for a follow-up to 2009’s Integrated Regulatory Review Service (IRRS) Mission in November 2011.
In Budget 2010, the Government of Canada gave new powers to the CNSC as the single responsible authority for environmental assessments of new nuclear projects. Additionally, as a result of authority provided by Parliament, the CNSC is now implementing a Participant Funding Program to encourage effective public participation, including Aboriginal consultation, and ensuring that public concerns and values are taken into consideration during CNSC hearings. Public participation is an important element of an open and balanced review process as it strengthens the quality and credibility of reviews and decisions made by the Commission.
The global economic recovery has been slow, leading to delays in several major nuclear projects. Nonetheless, the CNSC continues to ensure a state of readiness to be able to respond to new applications when the industry or provinces decide to proceed with new projects. To this end, the CNSC places a premium on ensuring clarity of its requirements and will continue to enhance its regulatory framework to do so.
The CNSC will continue to meet its day-to-day regulatory responsibilities, and the new demands being placed on it, by continuing to engage its government partners, through the Major Projects Management Office, to promote efficiency in the regulatory reviews for major projects.
Furthermore, the CNSC will work with its international partners to ensure Canada’s security and international safeguards obligations are met.
In conclusion, over the past 65 years, Canada has had an internationally recognized track record for nuclear safety. The CNSC is proud to have contributed to that safety record by providing strong regulatory oversight. The CNSC will continue to strive towards its vision of being the best nuclear regulator in the world, and Canadians can be assured that the CNSC will remain vigilant in overseeing Canada’s nuclear industry so that safety is never compromised.
Original signed by
Michael Binder
President
In 1946, the Canadian Parliament passed the Atomic Energy Control Act and established the Atomic Energy Control Board (AECB), providing it with the power to regulate all nuclear activities related to the development and use of atomic energy in Canada.
More than half a century later, in May 2000, the Nuclear Safety and Control Act (NSCA) came into effect and established the Canadian Nuclear Safety Commission (CNSC) as the successor to the Atomic Energy Control Board, with responsibilities and authorities to regulate an industry that spans all segments of the nuclear fuel cycle and a wide range of industrial, medical and academic uses of nuclear substances.
The CNSC is an independent regulatory agency and quasi-judicial administrative tribunal, and has jurisdiction over all nuclear-related activities and substances in Canada.
Vision
To be the best nuclear regulator in the world.
Mission
Regulating nuclear activities to protect the health, safety and security of Canadians and the environment, and to implement Canada’s international commitments on the peaceful use of nuclear energy.
Mandate
Under the NSCA, the CNSC achieves its mission by:
In this context, the CNSC:
The Commission has up to seven permanent members, appointed by the Governor in Council, and is supported by employees across Canada. The CNSC President is a permanent full-time Commission member, while other members may be appointed to serve on a full or part-time basis. Temporary members can also be appointed by the Governor in Council, as required. Commission members are chosen according to their credentials, and are independent of any political, governmental, special interest group or industry influences.
As a quasi-judicial administrative tribunal and court of record, the Commission makes independent, fair and transparent decisions on the licensing of nuclear-related activities, establishes legally binding regulations, and sets regulatory policy direction on matters relating to health, safety, nuclear security and the environment. For licensing matters related to major nuclear facilities, the Commission considers applicant proposals, recommendations of CNSC staff, and stakeholder views before making decisions. In order to promote openness and transparency, the Commission conducts its business to the greatest extent possible in public hearings and meetings and, where appropriate, in communities affected by the decision at hand. Commission hearings are conducted in a public forum approximately 10 times per year, and decisions are usually released within 30 business days after the closing of the hearings.
The following organizational chart provides additional details about the CNSC:
The CNSC made minor changes to the sub-activities in its Program Activity Architecture (PAA) as part of an annual government-wide amendment and approval process:
The following diagram illustrates the CNSC’s revised framework of program activities and program sub-activities, which support its strategic outcome:
2011-12 | 2012-13 | 2013-14 |
---|---|---|
118,264 | 119,712 | 121,714 |
The financial resources table above provides a summary of the total planned spending for the Canadian Nuclear Safety Commission for the next three fiscal years.
2011-12 | 2012-13 | 2013-14 |
---|---|---|
775 | 775 | 775 |
The human resources table above provides a summary of the total planned human resources for the Canadian Nuclear Safety Commission for the next three fiscal years.
Incremental funds of $13 million, and associated 75 FTEs, allocated for fee-exempt and non-cost recoverable (including nuclear security) activities are set to expire at the end of fiscal year 2010-11. The CNSC is working with the Government to ensure that it is resourced to fulfill its mandate.
The following table summarizes the links between the CNSC’s strategic outcome, program activities, expected results and Government of Canada outcomes. It also includes planned spending by program activity:
Performance Indicator | Targets |
---|---|
Compliance rating of licensees | Satisfactory or better in all Safety and Control Areas |
Number of radiation exposures over the allowable dose limits | Zero reported cases |
Positive International Atomic Energy Agency (IAEA) Safeguards Conclusion | Positive Annual Safeguards Broad Conclusion for Canada |
Increased stakeholder confidence in the CNSC’s ability to regulate. | Increasing trend in survey results over a three-year period, stable thereafter |
Program Activity1 | Expected Results | Forecast Spending 2010-11 |
Estimated Planned Spending2 | Alignment to Government of Canada Outcome | ||||||
---|---|---|---|---|---|---|---|---|---|---|
2011-12 | 2012-13 | 2013-14 | ||||||||
$ | FTE | $ | FTE | $ | FTE | $ | FTE | |||
Regulatory Framework | A clear and pragmatic regulatory framework. | 23,012 | 127 | 19,083 | 103 | 18,663 | 103 | 18,989 | 103 | Social Affairs: A Safe and Secure Canada |
Licensing and Certification | Individuals, organizations and prescribed equipment that operate safely and comply with all regulatory requirements. | 23,377 | 196 | 24,788 | 191 | 24,093 | 191 | 24,408 | 191 | |
Compliance |
High levels of compliance with the regulatory framework; Nuclear substances, equipment and technology exported from Canada remain in peaceful use. |
43,202 | 264 | 36,674 | 245 | 38,437 | 245 | 39,101 | 245 | |
Internal Services | Activities and resources administered to support the needs of programs and other corporate obligations. | 40,985 | 254 | 37,719 | 236 | 38,519 | 236 | 39,216 | 236 | |
Total Planned Spending3 | 130,576 | 841 | 118,264 | 775 | 119,712 | 775 | 121,714 | 775 |
1 For program activity descriptions, please access the Main Estimates.
2 Most costs incurred for the CNSC’s regulatory activities are recovered by the federal government from licensees under the CNSC’s Cost Recovery Fees Regulations (2003). In 2011-12, the CNSC projects to recover approximately $111 million in licence fees. Of the forecasted $111 million to be recovered from licensees, CNSC has authority to directly respend $88 million pursuant to Section 29.1(1) of the Financial Administration Act. The remaining $23 million is held centrally for costs associated with employee benefits, accommodations, health insurance and other expenditures that are directly paid for by central service providers and reimbursed by the CNSC.
3 Incremental funds of $13 million, and associated 75 FTEs, allocated for fee-exempt and non-cost recoverable (including nuclear security) activities are set to expire at the end of fiscal year 2010-11. The CNSC is working with the Government to ensure that it is resourced to fulfill its mandate.
As a regulatory organization with a well-defined mandate, the CNSC has baseline planning work that is relatively consistent from year-to-year.
Seventy percent of day-to-day work is in the form of core regulatory activities to support the regulatory framework, licensing and compliance programs. Given the clear mandate of the CNSC, the fundamental nature of its work remains constant and its priorities are based on three main considerations:
The CNSC must also be ready to respond to challenges presented by external pressures and uncertainties. Indications of global and Canadian economic recovery, as well as the Government of Canada’s commitment to reducing Canada’s total greenhouse gas emissions, project a scenario where nuclear energy remains a critical part of the energy mix.
In Canada, some applications for new nuclear power plants were recently withdrawn. Nonetheless, licensees are moving forward with the refurbishment or life extension of existing nuclear power plants that the CNSC must license and regulate; the CNSC must also continue to prepare for new nuclear power facility projects. In this context, the Province of Ontario released in November 2010 Ontario’s Long-term Energy Plan which features $87 billion in total investments, of which $33 billion is earmarked for the future refurbishment of ten nuclear reactors and the construction of two new nuclear power plants at the Darlington site.
The CNSC remains ready to provide the necessary regulatory oversight related to the production of medical isotopes and to assess proposals for non-reactor produced isotopes. The CNSC continues to monitor progress and best practices in the field of nuclear waste management, particularly as they may apply to the proposed Deep Geologic Repository (DGR) and future Nuclear Waste Management Organization projects. Additionally, the CNSC will keep monitoring small reactor developments in anticipation of an emerging industry sector. As well, the CNSC always evaluates new emerging scientific methods in order to regulate industry efforts on waste management and reduce and recycle by-products arising from the fuel cycle or operation of reactors.
Internationally, a large number of new nuclear power plants are in the planning and construction phases. Any growth in the demand for nuclear energy, at home or abroad, also affects the entire domestic nuclear fuel cycle (from uranium mining and milling, uranium refining and fuel production to the management of nuclear waste), thereby driving the demand for more nuclear projects in Canada. The CNSC will maintain a state of readiness for future new projects, and will regulate all of these projects in an open, transparent and timely fashion.
The CNSC undertakes work in support of its single Strategic Outcome. For 2011-12, the CNSC has the following priorities.
Program priorities
Management priorities
By continuing to design, document and implement foundation-level improvements, the initiatives will provide clarity in roles, responsibilities and regulatory requirements while assuring the CNSC’s regulatory capacity. Through the harmonization of all improvement initiatives under the Harmonized Plan, the CNSC aims to strengthen its regulatory effectiveness and improve overall efficiency to the mutual benefit of the CNSC, licensees and the Canadian public.
In completing these priorities, the CNSC will maintain its focus on its key ways of doing business: the Core + 4 Cs. In particular, the CNSC will focus on its Core work of Licensing and Compliance, and undertake specific initiatives presented in Section II – Analysis of Program Activities.
A brief summary of the “4 Cs” follows:
This priority area includes completing initiatives under the Harmonized Plan, a set of internal improvements that respond to recommendations from past audits, lessons learned and peer reviews such as the Integrated Regulatory Review Service (IRRS), and preparing for an IRRS follow-up mission. It also includes ensuring that the health of Canadians and the safety of facilities are central considerations in all licensing and compliance activities through initiatives such as isotope contingency planning and assessing environmental concerns. This priority also encompasses improvements in corporate services and policies, including those identified through various audits.
This priority area centers on creating broad awareness among licensees, vendors of nuclear technology and proponents of the CNSC’s requirements stemming from the Nuclear Safety and Control Act, whether for refurbishments and life extensions or new projects (such as design reviews, joint review panels, etc.). Its other goals are revitalizing the CNSC’s regulatory framework; developing and updating regulatory documents and guidance, with particular attention to guidance for licence applications and environmental assessments; engaging government partners through the Major Projects Management Office; and continuing the implementation of the protocol for NRU licence renewal.
This priority area focuses on ensuring the CNSC’s internal capacity (the right people, at the right time, doing the right things) to respond to changing events, all while fulfilling our mandate. The CNSC will continue its efforts to establish itself as a recognized Employer of Choice, and will underscore knowledge management in its retention and training initiatives. The CNSC will also maintain a sustainable financial management and internal control framework to respond to its regulatory activities. The organization is strengthening planning and operational processes, and is focusing on information management progress in key areas such as compliance reporting, inspection tracking/resolution and financial management.
This priority area aims to strengthen communications with the CNSC’s licensees, stakeholders, Aboriginal peoples, international counterparts, other government departments and central agencies, in accordance with the CNSC’s goal of being the best nuclear regulator in the world and its mandate to disseminate objective scientific, technical and regulatory information to the public about regulatory activities.
The CNSC has identified three key risks that may continue to affect its objectives:
Major Project Delays
Over the past few years, the CNSC developed and implemented an aggressive recruitment strategy, in anticipation of new major nuclear projects advancing in Canada. The CNSC adjusted its plans to respond to industry projections, including delays in the announcements of new nuclear power plants in Canada, as a result of the economic downturn. If such projects are further delayed or cancelled outright, cost recovery revenues could be significantly affected. The CNSC has initiated contingency plans to adapt to changes without compromising its capacity to meet its regulatory responsibilities.
Sunset Funding
At the end of 2010-11, 29% of the CNSC’s annual appropriation is scheduled to sunset. $13 million in incremental funding allocated to fee-exempt and non-cost recoverable (including nuclear security) activities are set to expire. The CNSC is working with the Government to ensure that it is resourced to fulfill its mandate.
Unforeseen Demands
An additional challenge that the CNSC faces is that of unforeseen demands (for example, public concerns over the transport of the steam generators through the Great Lakes that was the subject of public hearings in the fall of 2010), which can draw significantly on the CNSC’s financial and human resources that are otherwise allocated to planned regulatory activities. While the CNSC responds by revising plans and reallocating resources, moving forward, the CNSC will work to maximize efficiency in these instances.
The CNSC’s operations are funded primarily from fees cost-recovered from licensees, pursuant to the CNSC’s Cost Recovery Fees Regulations (2003). The CNSC’s remaining resources are funded through an annual appropriation from Parliament.
For the 2011–12 fiscal year, the CNSC plans to spend $118 million to achieve the expected results of its program activities. Of this planned spending, the CNSC is requesting $30 million in total appropriation funding (annual and statutory Employee Benefit Plans) for CNSC activities related to:
In 2006-07 and 2007-08, the Government approved additional resources for CNSC workload pressures associated with fee-exempt licensees and non-cost recoverable (including nuclear security) activities. This incremental funding will expire at the end of fiscal year 2010-11 and the CNSC is working with the Government to ensure that it is resourced to fulfill its mandate.
In 2009, the CNSC conducted a Strategic Review, as requested by central agencies, of the funding, relevance and performance of its entire program spending to ensure results and value for money. The CNSC identified program budget reductions for: the Canadian Safeguards Support Program; international travel and specific outreach activities. The Strategic Review is leading to a decrease of $1.5M in funding for fiscal year 2011-12.
In addition, the CNSC plans to collect an amount of $111 million from fee-paying licensees in accordance with the CNSC’s Cost Recovery Fees Regulations (2003) for regulatory activities including licensing, compliance and enforcement. Of this $111 million, $88 million is respendable by the CNSC. The balance is used to offset the costs of services provided by other government departments on behalf of the CNSC.
The figure above illustrates the CNSC’s spending trend from 2006-07 to 2013-14.
Details on the expected results associated with these expenditures are provided in Section II – Analysis of Program Activities by Strategic Outcome.
For information on the CNSC’s vote and statutory expenditures, please see the 2011-12 Main Estimates publication. An electronic version of the Main Estimates is available at http://www.tbs-sct.gc.ca/est-pre/index-eng.asp.
The Canadian Nuclear Safety Commission has a single strategic outcome: safe and secure nuclear installations and processes used solely for peaceful purposes and public confidence in the nuclear regulatory regime’s effectiveness. To support this outcome, the CNSC has four program activities: regulatory framework; licensing and certification; compliance; and internal services.
The following section describes the CNSC’s program activities and identifies the expected results, performance indicators and targets for each of them. This section also explains planning highlights and benefits for Canadians, and presents the financial and non-financial resources that will be dedicated to each activity.
Human Resources (FTEs) and Planned Spending ($ thousands) | |||||
---|---|---|---|---|---|
2011-12 | 2012-13 | 2013-14 | |||
FTEs | Planned Spending | FTEs | Planned Spending | FTEs | Planned Spending |
103 | 19,083 | 103 | 18,663 | 103 | 18,989 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
A clear and pragmatic regulatory framework. | Satisfaction levels of stakeholders across key performance areas. | Target: Increasing trend in survey results over a three-year period, stable thereafter. |
Number of legal challenges to the regulatory framework. | Target: Minimal/declining number of challenges and/or high success rate of defending challenges. |
The Regulatory Framework program is in place to ensure that Canadians—and licensees, in particular—have a clear and pragmatic regulatory framework for the nuclear industry in Canada.
Funds are used to develop and make amendments to elements of the regulatory framework (such as the Nuclear Safety Control Act and regulations under the Act; regulatory documents, such as policies, standards and guides; the Safeguards Agreement and Additional Protocol between Canada and the International Atomic Energy Agency, and Canada’s bilateral Nuclear Cooperation Agreements) that protect the health, safety, security, and environment for Canadians, while implementing Canada’s international commitments on the non-proliferation of nuclear weapons and the peaceful use of nuclear energy.
The CNSC also administers the Nuclear Liability Act and, as a Responsible Authority under the Canadian Environmental Assessment Act, carries out environmental assessments for nuclear projects in accordance with this legislation.
The following table aligns the Regulatory Framework Planning Highlights with their corresponding organizational priorities, and presents the planned timeline for completion:
Planning Highlights | Timeline for Completion |
---|---|
Core regulatory operations | |
Continue modernization of the Regulatory Framework with respect to new major projects such as nuclear power plants and uranium mines:
|
June 2012 |
Establish and implement Administrative Arrangements (AAs), pursuant to Canada’s bilateral Nuclear Cooperation Agreements (NCAs) to respond to changes in international nuclear trade and to enhance effectiveness in implementation of export and import licensing controls: |
|
|
Expected completion by March 31, 2012. |
Negotiate and implement bilateral harmonization AAs with countries that import Canadian-origin category 1 and 2 radioactive sources (India, Russia, Latin America). | Make substantive progress in 2012. |
Organizational Priority: Commitment to ongoing improvements |
|
Continue to work with Major Projects Management Office (MPMO) partners to coordinate regulatory review processes related to major nuclear projects. | Ongoing |
Implement the strategy for a renewed CNSC Research Program. | December 31, 2011 |
Continue to work with the International Atomic Energy Agency (IAEA) to streamline the amount of verification effort in Canada. | Ongoing |
Undertake preparations for the Integrated Regulatory Review Service (IRRS) follow-up mission in November 2011. | March 31, 2012 |
Organizational Priority: Clarity of requirements |
|
Complete the Regulatory Framework Plan initiatives scheduled for 2011-12, including: |
|
|
June 30, 2011 |
|
September 30, 2012
|
|
March 31, 2013 |
Implement strategy for waste management regulation, including tailings management. | March 31, 2012 |
Organizational Priority: Communications |
|
Strengthen stakeholder engagement and outreach strategy:
|
December 31, 2011 |
Continue improving accessibility of information about the CNSC and its work:
|
Ongoing |
The CNSC maintains an evergreen assessment of the Nuclear Safety and Control Act (NSCA), and continuously works with other national and international organizations to ensure that nuclear energy and materials are regulated effectively. Through its work with these partners, the CNSC is able to share best practices and lessons learned, and maximize its efficiencies.
This program activity also aims to ensure that the CNSC’s non-licensee and non-governmental related stakeholders are informed on the activities, policies, programs and the role of the CNSC, and that they have an opportunity to ask questions and express their views. It provides objective scientific and technical information on the areas regulated by the CNSC, and engages stakeholders, by soliciting their input on regulatory issues to enhance the quality of the organization’s work and decisions. Licensees and government stakeholders (both domestic and international) are also appropriately informed about, and/or consulted on the role, activities, policies, and programs of the CNSC. An informed and engaged public is an important element of an open and balanced review process, and strengthens the quality and credibility of regulatory reviews and subsequent decisions.
The Regulatory Framework Program Activity results in a continuously reviewed, modern, transparent regulatory framework that is open and accessible to licensees and stakeholders, and that is focussed on nuclear safety and security, and on effectively implementing relevant international obligations.
No compromise.
Human Resources (FTEs) and Planned Spending ($ thousands) | |||||
---|---|---|---|---|---|
2011-12 | 2012-13 | 2013-14 | |||
FTEs | Planned Spending | FTEs | Planned Spending | FTEs | Planned Spending |
191 | 24,788 | 191 | 24,093 | 191 | 24,408 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Individuals, organizations, and prescribed equipment that operate safely and comply with all regulatory requirements. | Number of licences and certificates issued as per service standards. | Target: Meet external performance standards. |
The CNSC publishes the annual results for a full suite of External Performance Standards related to Licensing, Certification, and Compliance. This additional performance information can be found online in the following CNSC reports: |
The Licensing and Certification program is in place to issue licences or certify persons, organizations, and prescribed equipment for conducting nuclear-related activities in Canada.
With this program activity’s funding, the CNSC obtains evidence of the applicant licensees’ ability to operate safely and comply with all regulatory requirements.
The CNSC undertakes this work to obtain assurance that nuclear activities and facilities in Canada are managed with adequate provision for protection of health, safety, security and the environment and the fulfillment of international commitments to the peaceful use of nuclear energy.
The following table aligns the Licensing and Certification Planning Highlights with their corresponding organizational priorities, and presents the planned timeline for completion:
Planning Highlights | Timeline for Completion |
---|---|
Core regulatory operations | |
Conduct licensing and certification activities according to plans. | March 31, 2012 |
Conduct regulatory oversight of new major projects: |
|
|
March 31, 2012 |
|
Fall 2011 |
|
March 31, 2012 |
|
March 31, 2012 |
|
March 31, 2012 |
Undertake regulatory reviews of applications for licence renewals including: |
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|
April 2011 |
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September 2011 |
|
December 2011 |
Continue regulatory oversight of the Port Hope Area Initiative:
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June 2011 |
Undertake regulatory reviews of applications for non-reactor production of medical isotopes:
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December 31, 2011 |
Organizational Priority: Commitment to ongoing improvements |
|
Strengthen the manner in which technical assessments are performed to ensure a consistent approach across all areas of the CNSC. | Ongoing |
Organizational Priority: Clarity of requirements |
|
Continue pre-project vendor design reviews of:
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March 2012 |
Develop Licence Condition Handbook for nuclear facilities (at each licence renewal):
|
March 2012 |
Organizational Priority: Capacity for action |
|
Provide regulatory oversight to life-extension projects:
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Ongoing |
This program activity is central to meeting the CNSC’s mandate by ensuring that applicants for licences and certificates fully meet the requirements of the NSCA and associated regulations before they are permitted to engage in any nuclear-related activity.
Applications for licences and certificates are scrutinized by CNSC staff who make sure that the proposed activities in question meet the regulatory requirements of the Nuclear Safety and Control Act, its associated regulations and licences. A licence or certificate will only be issued once the CNSC is certain that licensees are prepared to meet all regulatory requirements.
Licences and certificates will only be issued once the CNSC has determined that licensees are positioned to conduct their activities with the utmost attention to health, safety, security, protection of the environment and the requirements of relevant international obligations.
No compromise.
Human Resources (FTEs) and Planned Spending ($ thousands) | |||||
---|---|---|---|---|---|
2011-12 | 2012-13 | 2013-14 | |||
FTEs | Planned Spending | FTEs | Planned Spending | FTEs | Planned Spending |
245 | 36,674 | 245 | 38,437 | 245 | 39,101 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
A high level of compliance by licensees with the regulatory framework. | Degree/level of reconciliation between Canada and other countries to nuclear inventories subject to bilateral Nuclear Cooperation Agreements (NCAs). | Target: 100% of Annual Inventory Reports received from foreign bilateral counterparts are reviewed annually and inventory reconciliation issues identified and addressed. |
Nuclear substances, equipment and technology exported from Canada remain in peaceful use. | Effective enforcement actions taken on unauthorized exports/imports detained or seized at border points. | Target: 100% of detentions and seizures at border addressed through corrective actions. |
Adherence with Sealed Source Tracking requirements. | Target: 100% on time; 100% match with registry. | |
Nuclear material “ledger” reconciliations between the CNSC and licensees. | Target: Identical inventory records on reconciliation of nuclear material. | |
Frequency and severity rate of accidents. | Target: Zero. | |
In addition to the above indicators, the CNSC publishes the annual results for a full suite of External Performance Standards related to Licensing, Certification, and Compliance. This additional performance information can be found online in the following CNSC reports:
|
The Compliance program is in place to ensure that CNSC licensees exhibit a high level of compliance with the CNSC’s regulatory framework. This program enables the CNSC to provide regulatory assurance to Canadians of the continuing compliance and safety performance of licensees.
This program activity’s funding is used for the promotion of compliance, safety culture and common safety values, compliance inspections, and enforcement actions.
The following table aligns the Compliance Planning Highlights with their corresponding organizational priorities, and presents the planned timeline for completion:
Planning Highlights | Timeline for Completion |
---|---|
Core regulatory operations | |
Conduct inspections according to plans. | Ongoing |
Undertake regulatory oversight of refurbishment projects:
|
Ongoing |
Undertake regulatory oversight to support Canada’s obligations on the peaceful use of nuclear material, equipment and technology. | Ongoing |
Implement the requirements of the Canada-IAEA Safeguards agreement and Additional Protocol. | Ongoing |
Organizational Priority: Commitment to ongoing improvements |
|
Strengthen inspection procedures to ensure there is a consistent approach to inspection of all nuclear facilities and activities. | Ongoing |
Continue to work with the IAEA to identify and implement more efficient approaches and procedures to improve safeguards efficiencies and maintain required levels of effectiveness, while reducing on-site effort by the IAEA, licensees and the CNSC. | Ongoing |
Work with national and international partners to strengthen Canada’s counter-proliferation framework. | Ongoing |
Organizational Priority: Clarity of our requirements |
|
Strengthen the CNSC’s intelligence network with all licensees. | Ongoing |
Organizational Priority: Capacity for action |
|
Obtain industry standard certification for the CNSC Laboratory: |
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2011-12 |
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2012-13 |
Organizational Priority: Communications |
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Continue promotion of the CNSC’s nuclear safety brand. | Ongoing |
Through numerous inspections of nuclear facilities, activities and processes, as well as through the review of licensee reports, the CNSC continuously monitors the Canadian nuclear industry to make sure that licensees are operating safely, securely, and in compliance with the requirements set out in the Nuclear Safety and Control Act, its associated regulations, licences and certificates.
In cases of non-compliance, the CNSC will use various enforcement actions, in a graded approach, to ensure that licensees take corrective action and may, in certain situations, call licensees before the Commission. Enforcement actions taken by the CNSC can range from issuing a written notice for corrective actions for minor infractions to issuing orders, recommending licensing actions (including suspension and revocation) or withdrawal of certification or prosecution for more serious violations.
The CNSC regularly communicates the status of nuclear industry compliance to Canadians through reports published on its Web site. These reports cover a variety of topics related to the Canadian nuclear industry, including: uranium mining, radioactive releases, the safety performance of nuclear power facilities, and the tracking and reporting of lost or stolen sealed sources and radiation devices.
The CNSC can assure Canadians that its licensees are operating safely and securely in compliance with their licences, certificates, regulations, and underlying legislation, as well as with international obligations and bilateral agreements, and that exports of nuclear substances, equipment and technology are used for peaceful purposes only.
No compromise.
A brief description of the main types of compliance activities conducted by the CNSC follows in the information box below:
Our Daily Activities
The majority of the CNSC’s work involves undertaking licensing and compliance activities in a risk-informed fashion, to ensure that licensees meet regulatory requirements set out in regulations and in their licences. This requires maintaining an adequate level of regulatory vigilance, and being prepared to react according to credible information received.
Much of the compliance work is in the form of various types of inspections.
Typically, in a fiscal year, the CNSC will undertake approximately 50 Type I inspections, 1,800 Type II inspections and numerous desktop reviews.
Human Resources (FTEs) and Planned Spending ($ thousands) | |||||
---|---|---|---|---|---|
2011-12 | 2012-13 | 2013-14 | |||
FTEs | Planned Spending | FTEs | Planned Spending | FTEs | Planned Spending |
236 | 37,719 | 236 | 38,519 | 236 | 39,216 |
Program Activity Expected Results |
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Activities and resources administered to support the needs of programs and other corporate obligations. |
Internal services are activities and resources that apply across the organization to support directly and indirectly program delivery and meet other corporate obligations of the Commission, as an agency of government.
These activities are: Management and Oversight (including Audits and Evaluations); Communications; Legal Services; Human Resources Management; Financial Management; Information Management; Information Technology; Real Property and Materiel Acquisition; Travel and Other Administrative Services.
The following table aligns the Internal Services Planning Highlights with their corresponding organizational priorities, and presents the planned timeline for completion:
Planning Highlights | Timeline for Completion |
---|---|
Organizational Priority: Commitment to ongoing improvements |
|
Continue Service Level and Policy Improvements in support of Harmonized Plan:
|
March 31, 2012 |
Implement the Management Accountability Framework (MAF) Action Plan in response to Round VII Assessment. | March 31, 2013 |
Develop a Performance Management Framework for Internal Services. | March 31, 2012 |
Organizational Priority: Capacity for action |
|
Implement the Financial Guarantees strategy. | September 2011 and ongoing. |
Continue improvements to the Revenue Spending Authority Regime through legislative changes, further reporting integration, more critical analyses and simplified costing methods. | Ongoing |
Organizational Priority: Capacity for action |
|
Focus Human Resource activities on retention and training in line with Employer of Choice efforts, specifically:
|
March 31, 2012 |
Focus information management and technology efforts on the delivery of new solutions to support the regulatory activities of staff, licensees and stakeholders:
|
March 31, 2012 |
Continue development of, and implement the evaluation function. | September 31, 2011 |
The above profile of Internal Services reflects a structure applied across government to support a common government-wide approach to planning, design, budgeting, reporting and communications of government internal services.
The Internal Services enable public programs, as well as other internal services, to operate more efficiently and effectively.
At the CNSC, Internal Services is a key mechanism by which the organization becomes better at carrying out its mandate of ensuring the safety and security of the Canadian nuclear industry. This work includes, but is not limited to: making sure the CNSC attracts the right skill sets and provides the right training to its staff; keeping the finances in order; and maintaining up-to-date technology services, and the accessibility of sound legal counsel.
The Internal Services program activity results in an effective and responsibly managed organization well positioned to support the achievement of the CNSC’s strategic outcome.
The future-oriented financial highlights within this Report on Plans and Priorities are intended to serve as a general overview of the CNSC’s financial operations. These future-oriented financial highlights are prepared on an accrual basis to strengthen accountability and improve transparency and financial management.
The CNSC’s Future-oriented Statement of Operations can be accessed on its Web site at nuclearsafety.gc.ca.
Future-oriented Condensed Statement of Operations (unaudited) For the Year (Ended March 31) |
% Change | Estimated 2011 |
Forecast 2012 |
---|---|---|---|
Expenses | |||
Total Expenses | -5% | 151,735 | 143,482 |
Revenues | |||
Total Revenues | 6% | 104,286 | 111,055 |
Net Cost of Operations | -32% | 47,449 | 32,427 |
Incremental funds of $13 million, and associated 75 FTEs, allocated for fee-exempt and non-cost recoverable (including nuclear security) activities are set to expire at the end of fiscal year 2010-11. The CNSC is working with the Government to ensure that it is resourced to fulfill its mandate.
All electronic supplementary information tables found in the 2011–12 RPP can be found on the Treasury Board of Canada Secretariat’s Web site.
The following items of interest are available online.