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Minister’s Message

It is my pleasure to present the 2012–13 Report on Plans and Priorities for Natural Resources Canada (NRCan).

Natural resource sectors underpin Canada’s economy and are the cornerstone of our future prosperity. Collectively, energy, mining and forestry account for over 760,000 workers in communities throughout the country.

Beyond our borders, the global economy remains fragile and any potential setbacks would have an impact on Canada. Canadian businesses face an ever increasing level of competition from emerging fast growth countries and the challenges associated with an aging population and demographic change.

Canada’s Economic Action Plan 2012 addresses these challenges by building on our positive record of achievement and leveraging our tremendous natural resource potential with new and renewed measures to support energy, forestry innovation and mining exploration.

Unlocking our resource potential through responsible resource development is one of the key initiatives from the Economic Action Plan that will improve competitiveness and environmental performance, while contributing to the prosperity of all Canadians. Through the Major Projects Management Office initiative, NRCan will provide leadership and support for system-wide legislative improvements to the review process for these projects to achieve the goal of “one project, one review” in a clearly defined time period.

Our country’s prosperity is also linked to reaching beyond our borders to economic opportunities that serve to grow Canada’s trade and investment. We will focus on expanding markets and diversifying global partnerships for natural resources by reducing barriers to trade, facilitating market access and branding Canada as a reliable and responsible supplier of resources. Budget 2012 provides continued support for the transformation of the forestry sector and encourages the development and commercialization of emerging innovative technology and next-generation forest products.

In keeping with our commitment to innovation, NRCan will advance the development of alternatives to existing isotope production technologies and help secure the supply of medical isotopes for Canadians.

To further the continued safety and security of Canada and Canadians, NRCan will leverage its Science and Technology knowledge for safety and security risk management. This includes working with partners to prepare for and manage resource-related threats and emergencies. Economic Action Plan support for the development of new satellite reception facilities and a data management system will enable the observation of Canada’s vast geography and further NRCan’s leadership in science and technology.

Our country’s natural resources have been the foundation of our prosperity for generations in the past. We have a tremendous opportunity to capitalize on their future potential. In a period of global economic uncertainty, NRCan will further secure Canada’s economic and social progress through the responsible development of our natural resources.

Section I: Organizational Overview

Raison d’être

NRCan’s vision is to improve the quality of life of Canadians by creating a sustainable resource advantage. It seeks to fulfill this vision by working to: improve the global competitiveness of the natural resource sectors; enable the sustainable development of Canada’s natural resources; and enhance the safety and security of citizens.

Responsibilities

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

 

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

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

 

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

Strategic Outcomes and Program Activity Architecture

The diagram below presents NRCan’s expected results and programs for 2012-13, commonly referred to as the Program Activity Architecture. Through its programs, NRCan supports the achievement of three Government of Canada outcomes, Strong Economic Growth, A Clean and Healthy Environment, and A Safe and Secure Canada.

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NRCan reviewed its Strategic Outcomes and Program Activity Architecture for 2012-13 to better showcase its contribution to Canada and Canadians and to measure and show results. For example, all programs supporting market access and diversification were regrouped together in one program activity supporting the first Strategic Outcome.

Organizational Priorities

NRCan has identified five priorities seen as critical to meeting its Strategic Outcomes and supporting the Government of Canada’s priorities. Together, these priorities will guide the Department’s policy direction, science and technology initiatives, and program development and delivery.

The success in delivering each priority will be assessed in the 2012-13 Departmental Performance Report. Below are details on each of the priorities and the plans for achieving them.

Expand markets and global partnerships	Type 14 New	PAA Linkages: Strategic Outcome 1
		PA 1.1	Market Access and Diversification
		PA 1.2	Innovation for New Products and Processes
Why this is a priority Market access for natural resource products generates significant benefits to Canadians. For example, on average, they accounted for 47% of our total exports and 10% of our Gross Domestic Product from 2001 to 2011. With slower-than-anticipated economic growth in the United States (US) and high demand for natural resources in fast growing economies in the Asia-Pacific region, Canada must focus on expanding and diversifying its markets. It must position itself as a reliable and responsible supplier worldwide. Plans for meeting the priority NRCan supports the natural resource sectors in diversifying and expanding their markets by addressing barriers to trade, facilitating market access and by branding Canada as a reliable and responsible supplier of natural resources. In strengthening relationships with key foreign governments, both bilaterally and multilaterally, NRCan works to expand existing markets, open new markets, and facilitate foreign investment in Canada as well as Canadian private investment abroad. In 2012-13, NRCan will:  Work bilaterally to strengthen key partnerships with growing economies in the Asia-Pacific region such as China, Japan and India (through, for example, the Canada-China Memorandum of Understanding on Energy Cooperation). Pursue strategic bilateral engagement with the United States to strengthen our energy and natural resources relationship, notably through the Canada-US Energy Consultative Mechanism and the Clean Energy Dialogue. Leverage multilateral fora to engage key partners and promote Canada as a reliable and responsible supplier of natural resources, for example through the Asia-Pacific Economic Cooperation, the Intergovernmental Forum on Mining, Minerals and Sustainable Development, and the International Energy Agency. Work to enhance global market acceptance of Canadian energy and natural resources by acting to minimize discriminatory measures (e.g. European Union’s Fuel Quality Directive). Contribute to the implementation of Canada’s Corporate Social Responsibility Strategy for the Extractive Sector Abroad, and to the creation of the Canadian International Institute for Extractive Industries in order to safeguard Canada’s reputation and position Canadian companies as preferred partners for host countries and communities. Support the forest industry’s market diversification activities in targeted offshore markets as well as in the US and Canada.

Unlock resource potential through responsible development	Type: ongoing	PAA Linkages: Strategic Outcomes 1, 2 & 3
		PA 1.1	Market Access and Diversification
		PA 1.3	Investment in Natural Resource Sectors
		PA 2.3	Responsible Natural Resource Management
		PA 3.2	Landmass Information
Why this is a priority Canada has a vast natural resource endowment. The responsible development of Canada’s natural resources and export market hold the promise of hundreds of thousands of jobs and billions of dollars in economic activity across the country. Over the next 10 years, more than $500 billion could be invested in Canada’s mining and energy sectors. Seizing this tremendous opportunity will require Canada to attract capital to develop its natural resources and build the necessary infrastructure. It will also require that it has in place a regulatory system that supports Canada’s competitive advantage while protecting Canadians, promoting environmental stewardship and ensuring meaningful consultations with Aboriginal groups. Plans for meeting the priority To achieve this, NRCan will be 1) providing federal leadership to improve the federal regulatory system for major resource projects; 2) encouraging investments in the natural resource sectors by increasing geoscientific knowledge on resource potential; and 3) supporting meaningful consultations with Aboriginal Peoples. In 2012-13 specifically, the Department will:  Continue to work with federal regulatory departments and agencies through the Major Projects Management Office to develop and implement system-wide legislative, regulatory and policy changes to the federal regulatory system and improve the regulatory system for project reviews, including possibilities to better align federal and provincial processes. Through the Major Projects Management Office, provide overarching management of the regulatory review of major resource projects to ensure that reviews are timely and predictable, with appropriate consideration of social and environmental effects and meaningful consultation of Aboriginal groups. Through the Geo-mapping for Energy and Minerals program and the Targeted Geoscience Initiative 4, provide geoscience knowledge to support exploration that could lead to the discovery of mineral and energy resources, and deliver tools to help uncover deep hidden mineral deposits. Provide timely decisions, technical information, and advice in support of efficient environmental assessment. Work in collaboration with other departments and stakeholders to support responsible mining in the North and to realize socio-economic benefits for northerners.

Innovate for competitiveness and environmental performance	Type: Previously Committed	PAA Linkages: Strategic Outcomes 1 & 2
		PA 1.2	Innovation for New Products and Processes
		PA 2.1	Energy-efficient Practices and Lower-carbon Energy Sources
		PA 2.2	Technology Innovation
		PA 2.3	Responsible Natural Resource Management
Why this is a priority Canadians have made it clear that they want their natural resources developed in an environmentally responsible way. At the same time, the emergence of low-cost competitors create a challenge for Canadian companies to keep the cost low to remain competitive.  Energy efficiency and clean energy technology allow industries to lower their energy consumption, simultaneously decreasing their production costs and improving their environmental performance. Long term competitiveness is also supported by encouraging industries to develop and implement new processes and value-added products and technologies. Furthermore, the market for clean technology is growing. By 2020, the clean technology industry is expected to be the world’s 3rd largest industry. By investing in innovation, Canada can seize a larger share of this market and improve the competitiveness of its industries. NRCan can also support Canada’s transition to a lower-carbon economy by encouraging the uptake of energy efficient products and services and advancing carbon capture and storage technologies. Plans for meeting the priority Over the medium to long term, the objective is to encourage the natural resources sector to adopt new technologies and processes and use cleaner technologies, and to enhance energy efficiency in the residential, commercial and institutional, industrial and transportation sectors. To achieve this, NRCan’s strategy will be focused on: 1) supporting major clean energy projects; 2) supporting forest innovation and industry transformation; 3) pursuing S&T projects on unconventional oil and gas and implementing ecoENERGY initiatives for alternative transportation fuels; 4) improving energy efficiency, and; 5) advancing innovation in green mining. In 2012-13 specifically, NRCan will: Leverage investments in clean energy research, development and technology deployment, including small and large-scale carbon capture storage (CCS) projects. Support  major new clean energy projects of national or regional significance, such as the planned Lower Churchill hydroelectricity project in Atlantic Canada.  Support the development and deployment of transformative technologies in the forest sector, including the development and implementation of five high-value Canadian forest products, processes and/or technologies by 2016. Promote energy efficiency by continuing to deliver the ecoENERGY Efficiency initiatives, and increase Canada’s domestic alternative fuel production capacity. Undertake research and development projects to develop lightweight and other advanced materials to enable energy efficient vehicles, and to extend the life and reliability of existing nuclear reactor components supplied by Canadian companies. Establish two agreements related to the development of clean processing methods for rare earth elements and alternative energy underground mining vehicles (batteries, electric and others).

Leverage S&T knowledge for safety and security risk management	Type: New	PAA Linkages: Strategic Outcomes 2 & 3
		PA 2.3	Responsible Natural Resource Development
		PA 3.1	Protection for Canadians and Natural Resources
		PA 3.2	Landmass Information
Why this is a priority NRCan supports the Government of Canada in fulfilling some of the most basic obligations a country has to its citizens, ensuring the safety and security of Canada and Canadians. With increased considerations for security and risk management as they relate to natural resources and to natural and man-made hazards – brought upon by recent incidents such as the oil spill in the Gulf of Mexico, wildfires affecting Canadian Communities and the nuclear incident in Japan – NRCan must continue to leverage its knowledge and work with partners to prepare for and manage threats and emergencies. Furthermore, NRCan will play a key role in providing up-to-date information on our natural resources and landmass through Open Government, a whole-of-Government initiative to ensure Canadians have easy access to the right information, in the right format, and in a timely manner. Plans for meeting the priority NRCan will continue to prepare for and manage risks and emergencies as they relate to its mandate.  In 2012-13, the Department will: Provide open geospatial data and technological expertise in partnership with Public Safety Canada and Defence Research and Development Canada to deploy more widely the Multi-Agency Situational Awareness System used to provide real-time management capability. Develop a Federal Geospatial Platform to provide accurate geospatial and geosciences information, in support of Canada’s land use management and emergency response capabilities. Deliver a national adaptation platform that will provide a forum on which to build and exchange knowledge on the impacts of climate change in order to better equip natural resources sector decision makers to implement adaptation strategy. Provide the scientific data and analyses required to finalize Canada’s submission to the United Nations Convention on the Law of the Sea (UNCLOS). Enhance the framework for pest risk analyses of Canada’s forest pests, and deliver information on high-priority pest risks to decision makers. Assess risks and impacts of wildland fire on Canada’s forests and on the safety and security of Canadians, and disseminate information to key stakeholders.

Increase the effectiveness and efficiency in NRCan operations	Type: New	PAA Linkages:
		PA 4.1	Internal Services
Why this is a priority NRCan is in a period of significant change. The sunsetting of programs will mean that NRCan will reduce in size while transforming its internal business practices, processes and tools. At the same time, the Department remains at the forefront of the Government’s agenda and will be expected to continue to play a prominent and important role. In response, the department must increase effectiveness and efficiency in its operations to ensure it is ready to respond to the Government’s agenda. Plans for meeting the priority NRCan has articulated four guideposts to ensure it is ready to respond effectively and efficiently to the Government’s agenda and to sustain high performance on core business: asserting policy leadership, mobilizing science and technology, transforming business and growing human capital.  Specifically NRCan will: Advance collaboration between policy and science communities and increase analytical rigour and governance to enable NRCan to meet its role in delivering on priorities across government and with external partners. Launch the corporate knowledge management initiative to transform the way NRCan employees manage information by implementing an electronic document and records management system to capture, store and retrieve documents easily. NRCan will also leverage collaborative technologies such as web 2.0 to meet business needs. Further transform NRCan’s information technology management through collective governance with Shared Services Canada and the Treasury Board Secretariat. Engage NRCan staff to identify key areas of improvement to increase the effectiveness and efficiency of NRCan’s business processes. Strengthen integrated business planning through further alignment of human resource planning to business priorities, including the identification of critical areas and positions and their required knowledge, skills and abilities. Make NRCan's Talent Management Program a core corporate enterprise providing an integrated and structured approach that maximizes the contribution and career development of employees by strengthening performance management; linking learning and leadership development to business needs and phasing the implementation of succession planning.

Risk Analysis

As a large and diverse organization, NRCan prepares for and manages a wide range of risks and opportunities. The foundation of the Department’s approach to risk management is found in its Integrated Risk Management Policy Framework, which is based on the recognition that all activities towards achieving its strategic objectives must rest upon a solid understanding of its risk environment.  Accordingly, organizational priorities have been carefully chosen to address the key risks and opportunities that are instrumental to achieving the Strategic Outcomes of the organization. This risk-based approach is at the basis of NRCan’s integrated planning and resource allocation.

For 2012-13, the Department will be actively managing a range of key risks, both strategic/external and operational, which are contained in its Corporate Risk Profile. Of note, particular attention will be paid to the Workforce and Capacity Management risks.  Responding to its changing fiscal and operational context through updating the Corporate Risk Profile will ensure that NRCan is able to meet its departmental priorities and commitments. Some other noteworthy risks are presented below.

Global Economy

While the global economic outlook remains uncertain, Canada is in a strong fiscal position relative to other G8 countries, due in part to the country’s large and diverse natural resource endowment and its stable investment climate. Canada’s resource endowment and production is far larger than its domestic demand; as a result, economic growth and resource-based prosperity is influenced by commodity prices and global demand for natural resources.

The slower-than-anticipated economic growth in the US and the fragile economic growth in Europe remain a key risk for our natural resource sectors. Although robust by Western standards, growth in emerging economies, most notably China, is slowing and may be adversely affected if developed economies slow down.

To address this, NRCan has in place programs directed at strengthening the resiliency and competitiveness of the Canadian resource sectors. That said, persistent uncertainty and uneven economic growth could strain Canada’s resource sectors to the point where additional adjustments may be required in NRCan programming to support the sectors.

Market Development and Diversification

The global economic balance is shifting and it is essential for Canada to adapt to these changes. For instance, China and the Asia-Pacific region represent a tremendous opportunity that can make significant contributions to Canada’s long-term growth. China is expected to be the world’s largest oil consumer by 2030, and 30% of world energy demand is expected to come from China by 2035. The country's appetite for natural resources is expected to grow, as it adds another 350 million people to its population by 2035. Given Canada’s large resource endowment and expertise, seizing this immense opportunity could stimulate job creation and economic growth. However, it also requires addressing a number of issues.

The right conditions need to be in place to attract capital to develop Canada’s natural resources and to build the necessary infrastructure. Canada must ensure that it has in place a regulatory system that supports Canada’s competitive advantage while protecting Canadians, promoting environmental stewardship and ensuring meaningful consultations with Aboriginal groups. To that effect, NRCan is working on measures to focus federal resources where they matter most: on large projects, including energy infrastructure, with the greatest risk for environmental impacts.

In addition, strategies are being put in place to address barriers to trade and market access, and to expand and diversify Canada’s export markets for natural resource products.

Security and Emergency Management

NRCan also manages multiple emergency management risks that fall under its mandate. The Department has a key role to play to ensure the safety and security of Canada and Canadians by providing timely and accurate scientific and technical information, and advice and guidance on natural hazards that both informs policy, regulations, standards, and/or codes as well as supports mitigation, prevention, emergency preparedness, response, and recovery activities.

By providing knowledge on Canada's lands and natural resources, NRCan enables informed decision making and facilitates the responsible development and management of our natural resources and land, and helps protect Canadians from natural and man-made hazards.

As Canada’s natural resources are being developed, NRCan can leverage its S&T knowledge for the safety and security of Canada and Canadians, and for the risk management and sustainable development of our natural resource endowment. For example, specific considerations have been given to Canada’s energy security and to the potential vulnerabilities of energy systems, and mitigation strategies have been put in place to reduce the consequences of those risks and ensure proper collaboration with industry and provinces on energy emergency contingency plans.

Capacity Management and Workforce

NRCan manages several high-profile programs that have a limited lifespan, including large Grants and Contributions programs. As noted in the Departmental Spending Trend section (see page 16), NRCan’s program spending is expected to return to the pre- Economic Action Plan levels. The Department must thus manage important capital assets and highly qualified personnel in an environment where funding is time-limited and can fluctuate over time. While this ensures that NRCan’s programs are reviewed on a regular basis and that any new programs are aligned to the Government’s priorities, managing in this context brings about some risks related to workforce and capacity management.

To respond to this context, NRCan has taken several measures to continue to support the Government’s agenda. It has conducted a thorough risk assessment and run a comprehensive integrated planning process to identify its priorities, key activities and performance measures. These priorities will ensure the alignment of resources to the Government’s agenda.

Planning Summary

As noted above, NRCan reviewed its Strategic Outcomes and Program Activity Architecture (PAA) for 2012-13 to better showcase its contribution to Canada and Canadians and to measure and show results. Financial information related to fiscal year 2011-12 is presented according to that year’s PAA.

NRCan Financial Resources ($ thousands)

2012-13	2013-14	2014-15
2,811,857	2,875,283	2,246,566

NRCan Human Resources (FTEs)

2012-13	2013-14	2014-15
4,495	4,467	4,433

 

Strategic Outcome 1:
Canada’s Natural Resource Sectors are Globally Competitive

Performance Indicators 15	Targets
Canada's rank in trade as measured by Canada's Trade Performance Index (TPI) for wood, wood products & paper relative to all nations.	Favourable 10 year trend
Canada's rank in trade as measured by Trade Performance Index (TPI) for minerals (includes energy and power) relative to all nations.	Favourable 10 year trend

 

2012-13 Program Activity	Forecast Spending 2011-12	Planned Spending ($ thousands)			Alignment to Government of Canada Outcomes 16
		2012-13	2013-14	2014-15
1.1 Market Access and Diversification	*	28,258	28,257	28,252	Strong economic growth
1.2 Innovation for New Products and Processes	*	71,292	81,522	40,622	Strong economic growth
1.3 Investment in Natural Resource Sectors	*	74,618	54,969	51,533	Strong economic growth
1.4 Statutory Programs – Atlantic Offshore	*	1,134,954	1,389,370	1,277,168	Strong economic growth
Total Planned Spending		1,309,122	1,554,119	1,397,576

* Note that NRCan changed its Program Activity Architecture (PAA) from 2011-12 to 2012-13. Forecast spending for 2011-12 reflects that year’s PAA structure, for which there were two program activities under Strategic Outcome 1: 1.1 Economic Opportunities for Natural Resources (forecast spending for 2011-12 of $1,455,616,000, which includes the Statutory Programs related to the Atlantic Offshore, with forecast spending for 2011-12 of $1,211,424,000), and 1.2 Natural Resource-based Communities (forecast spending for 2011-12 of $146,000)

Strategic Outcome 2:
Natural Resource Sectors and Consumers are Environmentally Responsible

Performance Indicators	Targets
Change in Canadian Greenhouse gas (GHG) emissions	Canada’s national target is a 17% reduction from 2005 levels by 2020.
Annual harvest of timber relative to the level of harvest deemed to be sustainable (Allowable Annual Cut – AAC)	Stay within the upper limit of the supply line (AAC)

 

2012-13 Program Activity	Forecast Spending 2011-12	Planned Spending ($ thousands)			Alignment to Government of Canada Outcomes
		2012-13	2013-14	2014-15
2.1 Energy-efficient Practices and Lower-carbon Energy Sources	*	585,488	468,729	426,691	A clean and healthy environment
2.2 Technology Innovation	*	430,843	343,217	140,315	A clean and healthy environment
2.3 Responsible Natural Resource Management	*	234,547	260,332	38,364	A clean and healthy environment
Total Planned Spending		1,250,878	1,072,278	605,370

* Note that NRCan changed its Program Activity Architecture (PAA) from 2011-12 to 2012-13. Forecast spending for 2011-12 reflects that year’s PAA structure, for which there were two program activities under Strategic Outcome 2: 2.1 Clean Energy (forecast spending for 2011-12 of $1,416,944,000), and 2.2 Ecosystem Risk Management (forecast spending for 2011-12 of $182,820,000)

Strategic Outcome 3:
Canadians have Information to Manage their Lands and Natural Resources,
and are Protected from Related Risks

Performance Indicators	Targets
Number of new and updated public and private sector adaptation and risk mitigation activities, plans and strategies, such as Natural Resource Management Plans, Adaptation Plans or Emergency Preparedness Plans using NRCan information	5 activities, plans or strategies
Number of national or international interoperable geo-tools and data frameworks that support the management of lands, natural resources, national infrastructure and human populations	Baseline to be established

 

2012-13 Program Activity	Forecast Spending 2011-12	Planned Spending ($ thousands)			Alignment to Government of Canada Outcomes
		2012-13	2013-14	2014-15
3.1 Protection for Canadians and Natural Resources	*	56,020	56,723	56,740	A safe and secure Canada
3.2 Landmass Information	*	48,117	45,270	43,611	A safe and secure Canada
Total Planned Spending		104,137	101,994	100,351

* Note that NRCan changed its Program Activity Architecture (PAA) from 2011-12 to 2012-13. Forecast spending for 2011-12 reflects that year’s PAA structure, for which there were three program activities under Strategic Outcome 3: 3.1 Adapting to a Changing Climate and Hazard Risk Management (forecast spending for 2011-12 of $74,503,000), 3.2 Natural Resource and Landmass Knowledge and Systems (forecast spending for 2011-12 of $92,201,000), and 3.3 Geomatics Canada Revolving Fund (forecast spending for 2011-12 of $1,968,000 with revenues of the equal amount).

2012-13 Program Activity	Forecast Spending 2011-12	Planned Spending ($ thousands)
		2012-13	2013-14	2014-15
4.1 Internal Services	254,467	147,720	146,892	143,270
Total Planned Spending		147,720	146,892	143,270

For more information on NRCan’s plans and performance please visit www.nrcan.gc.ca/plans-performance-reports/home

Contribution to the Federal Sustainable Development Strategy

The Federal Sustainable Development Strategy (FSDS) outlines the Government of Canada’s commitment to improving the transparency of environmental decision-making by articulating its key strategic environmental goals and targets. Sustainable development is central to the mandate of NRCan and essential to the future of the natural resource sectors and to the Canadian economy. The Department makes significant contributions to the FSDS. This is captured throughout the document and more specifically under the organizational priority - Innovate for competitiveness and environmental performance - where high level information on NRCan plans regarding low-carbon economy and clean energy technology are presented. Furthermore, the Department ensures that consideration of FSDS outcomes is an integral part of its decision-making processes. For example, an analysis of the impacts on FSDS goals and targets is included in every proposal for policies, plans, or programs as part of the federal Strategic Environmental Assessment process.

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

These contributions are components of most of the Department’s Program Activities, outlined in sections II and III (Greening Government Operations supplementary table). Please visit NRCan’s website ¹⁷ for additional details on the Department’s activities to support sustainable development. For complete details on the FSDS, please see Environment Canada’s Sustainable Development website ¹⁸

Expenditure Profile

Voted and Statutory Items
($ millions)

Voted or Statutory Items	Truncated Vote or Statutory Wording	Main Estimates 2011-12	Main Estimates 2012-13
1	Operating expenditures	569.9	718.7
5	Capital	13.9	6.8
10	Grants and Contributions	1,267.5	832.3
(S)	Minister of Natural Resources – Salary and Motor Car Allowance	0.1	0.1
(S)	Contributions to Employee Benefit Plans	58.7	59.7
(S)	Canada-Newfoundland Offshore Petroleum Board	6.8	7.8
(S)	Canada-Nova Scotia Offshore Petroleum Board	3.4	3.5
(S)	Payments to the Nova Scotia Offshore Revenue Account	179.7	135.8
(S)	Payments to the Newfoundland Offshore Petroleum Resource Revenue Fund	1,424.0	987.9
(S)	Grant to the Canada Foundation for Sustainable Development Technology	0.0	59.3
(S)	Geomatics Canada Revolving Fund - Operational expenditures - Respendable revenue	2.0 2.0	2.0 2.0
	Main Estimates	3,524.0	2,811.9

Departmental Spending Trend

The graph below illustrates the departmental spending trend for the period 2008-09 to 2014-15. Note that it does not include information from the 2012 Budget.

[text version]

Programs:

Program spending increased from 2008-09 to 2011-12, and is decreasing for subsequent years as a result of the completion of many of Canada’s Economic Action Plan initiatives and the sunsetting of a number of programs, for example the Clean Air Agenda programs, the Pulp and Paper Green Transformation Program, the ecoENERGY Retrofit Homes program and the Investing in Canada’s Forest Sector Initiative.

Information on year-to-year variations for the 2012-13 to 2014-15 period can be found in the table below, which provides details on both programs that are sunsetting or will have reduced funding and programs that will have increased funding.

Fiscal year	Programs sunsetting or with reduced funding	Programs with increased funding
2012-13	Pulp and Paper Green Transformation Program ecoENERGY Retrofit Homes Program ecoENERGY Technology Initiative Transfer to Shared Services Canada (SSC) for the Administrative Service Review ecoENERGY for Biofuels Producer Incentive Isotopes Supply Initiative CANMET Materials Technology Laboratory Relocation Program	Nuclear Legacy Liabilities Program Clean Energy Fund ecoENERGY Innovation Initiative ecoENERGY Efficiency Program Sustainable Development Technology Canada – Next Generation Biofuels Fund Port Hope Area Initiative
2013-14	Clean Energy Fund ecoENERGY for Biofuels Producer Incentive Geo-mapping for Energy and Minerals Program Sustainable Development Technology Canada – Next Generation Biofuels Fund Port Hope Area Initiative	Nuclear Legacy Liabilities Program Investments in Forest Industry Transformation Program
2014-15	Clean Energy Fund Nuclear Legacy Liabilities Program Port Hope Area Initiative Investments in Forest Industry Transformation Program ecoENERGY for Biofuels Producer Incentive Sustainable Development Technology Canada – Next Generation Biofuels Fund

Statutory Programs:

As per the various Atlantic Offshore Accords, NRCan receives royalties for offshore oil and gas production and subsequently pays an equal amount to the provinces of Nova Scotia and Newfoundland and Labrador. The increased expenditures levels in 2008-09 is largely a result of the significant increase in oil prices experienced in that fiscal year. The spending for 2009-10 and subsequent years reflect actual and forecasted oil price and production levels.

Estimates by Vote

For information on NRCan’s appropriations, please see the 2012–13 Main Estimates publication ¹⁹

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