ARCHIVED - Natural Resources Canada

1. Strategic Outcome: 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

2. Program Activity: Adapting to a changing climate and hazard risk management

3. Name of Transfer Payment Program: Implementation of the Adaptation Theme in Support of Canada's Clean Air Agenda

4. Start date: April 1, 2008

5. End date: March 31, 2011

6. Description: The objectives of the program are to generate and effectively deliver knowledge and information needed to understand the range of risks and opportunities from a changing climate; and effectively inform and engage decision-makers across a range of social and economic sectors that have responsibilities to adapt.

7. Expected results:

• Information and decision-support tools needed for practitioners and decision-makers to understand risks and opportunities from a changing climate, and identify adaptation options are available;
• Practitioners and decision-makers with responsibilities to adapt are aware of regional/sectoral vulnerabilities and are engaged on adaptation;
• Mechanisms to share regional and sectoral information, tools and experiences nationally are created and used.
• Improved capacity to address adaptation issues.

14. Planned evaluations:

1. Strategic Outcome: Canada is a world leader on environmental responsibility in the development and use of natural resources.

2. Program Activity: Clean Energy

3. Name of Transfer Payment Program: ecoENERGY for Biofuels

4. Start date: April 1, 2008

5. End date: March 31, 2017

6. Description: ecoENERGY for Biofuels supports the production of renewable alternatives to gasoline and diesel and encourages the development of a competitive domestic renewable fuels industry. The program provides an operating incentive to facilities that produce renewable alternatives to gasoline and diesel in Canada, based on production volumes and industry profitability. The incentive rates are variable and depend on market conditions and average industry profitability. The incentive rate is designed to pay producers more when market conditions are less favorable and less when conditions are more favorable. ecoENERGY for Biofuels will invest up to $1.48 billion over 9 years, starting April 1, 2008, in support of biofuels production in Canada.

7. Expected results: Increased domestic production and development of a competitive domestic renewable fuel industry. The initial program volume is 2.5 billion litres of domestic production by March 2017, with a target of 2 billion litres of renewable alternatives to gasoline and 500 million litres of renewable alternatives to diesel by March 2017. The program is expected to increase domestic production of renewable fuels by about 1 billion litres of renewable alternative to gasoline and about 200 million litres of renewable alternatives to diesel by 2012.

14. Planned evaluations: To assess the progress and achievements of the ecoENERGY for Biofuels initiative, an evaluation study will report on the progress related to relevance and effectiveness prior to the completion of the terms and conditions on March 31, 2013 and report on the full impact of the program by March 2017, all in accordance to the evaluation questions and indicators in the RMAFs.

1. Strategic Outcome: Canada is a world leader on environmental responsibility in the development and use of natural resources.

2. Program Activity: Clean Energy

3. Name of Transfer Payment Program: ecoENERGY Renewable Heat Initiative (Clean Air Agenda)

4. Start date: April 1, 2007

5. End date: March 31, 2011

6. Description: As part of the ecoENERGY Initiative, the ecoENERGY Renewable Heat Program supports non‑emitting renewable thermal energy technologies used for space heating and cooling, and water heating through a mix of deployment contributions, residential pilot program contributions and industry capacity development contributions.

7. Expected results: In the 2009-10 fiscal year, 175 solar thermal systems (space heating and hot water) will be put in place in the industrial, commercial and institutional sectors. 13 contribution agreements for pilot projects in the residential sector will be signed. Substantial reductions in GHG emissions are expected in the 2009‑10 fiscal year, including approximately:

• 5 kilotonnes of GHG emissions
• 2.45 kilotonnes of NO_X, and
• 4.75 tonnes of SO_X

14. Planned evaluations: An evaluation is planned for the final year of the program.

1. Strategic Outcome: Canada is a world leader on environmental responsibility in the development and use of natural resources.

2. Program Activity: Clean Energy

3. Name of Transfer Payment Program: ecoENERGY Renewable Power Initiative (Clean Air Agenda)

4. Start date: April 1, 2007

5. End date: March 31, 2011

6. Description: The ecoENERGY for Renewable Power program is investing $1.48 billion over 14 years to increase Canada's supply of clean electricity from renewable sources such as wind, biomass, low‑impact hydro, geothermal, solar photovoltaic and ocean energy. It is intended to help position low‑impact renewable energy technologies to make an increased contribution to Canada's energy supply and thereby contribute to a more sustainable and diversified energy mix. Payments of the incentive will be paid over a 10‑year period to qualifying projects.

7. Expected results: During fiscal year 2009-10, it is expected that at least 25 renewable power projects, including wind, biomass and low impact hydro, will be commissioned for a total capacity of more than 1,000 megawatts (MW). By the end of fiscal year 2009‑10, about 3,000 MW of renewable power capacity will have been commissioned representing about $900 million of incentive support under the program over 13 years.

14. Planned evaluations: In the fiscal year 2008-2009, an evaluation of renewable power programs was started. The evaluation will look at both the ecoENERGY for Renewable Power and Wind Power Production Incentive programs. The evaluation will be completed in the fiscal year 2009‑2010.

1. Strategic Outcome: Canada is a world leader on environmental responsibility in the development and use of natural resources.

2. Program Activity: Clean Energy

3. Name of Transfer Payment Program: ecoENERGY Retrofit Initiative

Grants in support of ecoENERGY Retrofit – Homes

Contributions in support of ecoENERGY Retrofit – Small and Medium Organizations

4. Start date: 2007

5. End date: March 2011

6. Description: The ecoENERGY Retrofit Initiative is a program to provide financial assistance to Canadian homeowners and small industrial and commercial businesses and institutions to support energy efficiency retrofits. There are three components:

• a home energy efficiency retrofit incentive (grant funding noted in the table below);
• an energy efficiency retrofit incentive to accelerate the implementation of energy retrofit projects by small and medium-sized organizations in the industrial, commercial and institutional sectors (contribution funding noted in the table below); and
• a one-year extension of the Existing Buildings Initiative, which supported the retrofitting of existing commercial and institutional buildings (contribution funding in 2007‑08).

7. Expected results: Energy savings, which convert to reductions of greenhouse gas emissions and Criteria Air Contaminants from participating houses and small and medium organizations.

* Spending obligation is forecasted to reach $79.0M compared to the $46.0M listed in the Main Estimates. To accommodate this spending obligation, $33.0M has been included in the Supplementary Estimates.

** The $33.0M included in 2008-09 Supplementary Estimates will be refunded in 2010-11 as the planned spending for that fiscal year has been lowered from $46.0M to $13.0M.

14. Planned evaluations: 2009

1. Strategic Outcome: Canada is a world leader on environmental responsibility in the development and use of natural resources.

2. Program Activity: Clean Energy

3. Name of Transfer Payment Program: ecoENERGY Technology Initiative (Clean Air Agenda)

4. Start date: 2007-08

5. End date: March 31, 2012

6. Description: The ecoENERGY Technology Initiative is a $230 million investment in science and technology by the Government of Canada to accelerate the development and market readiness of technology solutions in clean energy. ecoETI spans the areas of energy production, conversion and end-use.

7. Expected results: Proposals have been assessed in the identified priority areas of technology development to reduce the environmental impact of oil sands and carbon capture and storage technologies to reduce greenhouse gas emissions from oil sands and coal‑fired electricity plants. Negotiations will begin in early 2009 and projects should be initiated in 2009‑10.

14. Planned evaluations: Will be planned once projects begin.

1. Strategic Outcomes:

SO 1. Natural resource sectors are internationally competitive, economically productive, and contribute to the social well‑being of Canadians

SO 3. 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

2. Program Activity:

Economic Opportunities for Natural Resources

Natural Resource and Landmass Knowledge for Canadians

3. Name of Transfer Payment Program: Forest Industry Long-Term Competitiveness Strategy – Promoting Forest Innovation and Investment

4. Start date: December 7, 2006

5. End date: March 31, 2010

6. Description: There are three initiatives in this program: investment into forest innovation, the consolidation of Canada's three forest research institutes, and the creation of the Canadian Wood Fibre Centre. These measures will enhance economic opportunities for Canada's forest sector as a result of increased investment in forest innovation.

7. Expected results:

Investments in Forest Innovation – Transformative Technologies Program (Strategic Outcome 1)
This initiative directs and harnesses the expertise of the newly consolidated FPInnovations – in close conjunction with provinces, industry, and academia – to implement new forest investments in transformative technologies relevant to all segments of the forest sector. The funding will support pre‑competitive, non‑proprietary R&D to address the development and adaptation of emerging and breakthrough technologies such as forest biomass, forest biotechnology and nanotechnology to advance the competitiveness of the Canadian forest products industry.

Institute Consolidation: FPInnovations (Strategic Outcome 2)
The consolidation of Canada's three forest research institutes – Forintek (wood products), Forest Engineering Research Institute of Canada (FERIC, forest harvesting), and Paprican (pulp and paper) – will provide greater efficiency, synergies and strength in innovation and R&D, and will facilitate speaking with a stronger common voice on forest sector issues. Funding for this initiative will provide for: implementing a new governance model; addressing human resources and administrative issues related to the consolidation (excluding capital projects); developing a business plan and communication strategy; and realigning the program design of the founding organizations into a new national forest research institute – FPInnovations.

Canadian Wood Fibre Centre (Strategic Outcome 2)
The virtual Canadian Wood Fibre Centre (CWFC) is an NRCan initiative intrinsically linked to the research agenda of FPInnovations to increase the economic return from Canada's forest resources. The CWFC is comprised of teams of researchers drawn from NRCan forestry centres across Canada. Their research focuses on increasing the value of Canada's forest fibre through advanced inventory systems for wood species and attributes, silviculture, economic and market analysis and linking this research – the fibre resource with markets – to optimize the value of Canadian wood fibre. CWFC researchers will seek to work in collaboration with those from FPInnovations, and elsewhere (universities, provinces and industry) to increase the value of our fibre.

14. Planned evaluations:

1. Strategic Outcomes: Natural resource sectors are internationally competitive, economically productive, and contribute to the social well‑being of Canadians

2. Program Activity: Economic Opportunities for Natural Resources

3. Name of Transfer Payment Program: Leadership for Environmental Advantage in Forestry (LEAF) Initiative

4. Start date: June 19, 2008

5. End date: March 31, 2012

6. Description: The purpose of this program is to advance Canada's trade interests by promoting the environmental reputation of Canada's forest sector in international markets. Its aim is to defend and promote the Canadian forest sector's environmental record internationally through addressing science and information gaps, supporting market outreach, and monitoring and reporting on trends.

7. Expected results: LEAF will facilitate environmental acceptance for Canadian forest products in international markets by:

• promoting Canadian forest products as an environmentally responsible and preferred choice in international markets;
• supporting the Canadian forest industry's efforts to reduce and avoid environmental market access issues in international target markets;
• ensuring that key influencers have the information they need regarding the environmental credentials of Canada's forest sector and its products; and
• supporting the Canadian forest industry in working proactively with international policy decision makers to ensure that their choices are supported by science‑based evidence.

14. Planned evaluations:

1. Strategic Outcomes: 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

2. Program Activity: Adapting to a Changing Climate and Hazard Risk Management

3. Name of Transfer Payment Program: Federal Response to the Mountain Pine Beetle Infestation in British Columbia

4. Start date: March 22, 2007

5. End date: March 31, 2010

6. Description: The purpose of the program is to slow the spread of the Mountain Pine Beetle (MPB), recover economic value from trees killed by the beetle, and protect communities and forest resources in areas affected by the infestation.

7. Expected results: Canadians derive significant social and economic benefits from the assessment, development and use of forest resources. The benefits are challenged by forest management decisions and by natural disturbance events such as forest pests. The MPB has killed the majority of pine forests in British Columbia and is a major threat to the pine ecosystems in Canada. This program will improve the efficiency of efforts to control the spread and will reduce the longer term negative impacts of this record-scale forest pest epidemic.

Slowing the Spread
Measures under this area of the program include the following: slowing further MPB spread eastward; reduction in the risk of future MPB epidemics; expanded MPB control and forest rehabilitation on federal, provincial and private, non-industrial forest lands; and improved techniques for detecting MPB attack, mapping and characterizing beetle-killed areas and options for direct control of MPB.

Recovering Economic Value
This aspect of the program includes the following: improved information and abilities to schedule beetle-killed timber harvesting and to integrate this timber into existing manufacturing facilities and to maintain product markets; and improved integration of non-timber values in post-beetle management.

Protecting Communities and Forest Resources
Efforts in this area of the program include the following: reduction in community risks from wildland fire and hazardous dead trees; and identification and assessment of options to improve the long-term sustainability of MPB-affected forests and forest communities, primarily linked to natural resources.

14. Planned evaluations:

1. Strategic Outcomes: Natural resource sectors are internationally competitive, economically productive, and contribute to the social well-being of Canadians.

2. Program Activity: Economic Opportunities for Natural Resources

3. Name of Transfer Payment Program: Canada-Newfoundland Offshore Petroleum Board

4. Start date: 1985-86

5. End date: Statutory

6. Description: NRCan covers 50% of the operating costs of the Canada Newfoundland Offshore Petroleum Board. The Province pays the other 50%. This is done pursuant to provisions of the Canada-Newfoundland Atlantic Accord Implementation Act.

7. Expected results: To provide financial support to the Offshore Board to cover its costs for the management of offshore resources on behalf of Canada and Newfoundland and Labrador.

14. Planned evaluations:

1. Strategic Outcomes: Natural resource sectors are internationally competitive, economically productive, and contribute to the social well-being of Canadians

2. Program Activity: Economic Opportunities for Natural Resources

3. Name of Transfer Payment Program: Payments to the Newfoundland Offshore Petroleum Resource Revenue Fund

4. Start date: 1987-88

5. End date: Statutory

6. Description: To make payments to the province of NL equivalent to the revenue amounts received by Canada in relation to NL offshore activities.

7. Expected results: Payment to the province of Newfoundland pursuant to the Canada-Newfoundland Atlantic Accord Implementation Act.

Note: Estimates per Newfoundland and NRCan officials – Takes into consideration royalties and corporate income taxes related to NL offshore activities. Planned spending is subject to production levels, prices, exchange rates.

14. Planned evaluations:

1. Strategic Outcomes: Natural resource sectors are internationally competitive, economically productive, and contribute to the social well-being of Canadians.

2. Program Activity: Economic Opportunities for Natural Resources

3. Name of Transfer Payment Program: Payments to the Nova Scotia Offshore Revenue Account

4. Start date: 1993-94

5. End date: Statutory

6. Description: To make payments to the province equivalent to revenue amounts received by Canada in relation to offshore activities.

7. Expected results: Payments to the province of NS pursuant to provisions of the Canada Nova Scotia Offshore Petroleum Resources Accord Implementation Act.

Note. Estimates per Nova Scotia officials – Takes into consideration royalties and corporate income taxes related to the Nova Scotia offshore. Planned spending is subject to production levels, prices, exchange rates.

14. Planned evaluations:

1. Strategic Outcomes: Canada is a world leader on environmental responsibility in the development and use of natural resources.

2. Program Activity: Clean Energy

3. Name of Transfer Payment Program: Wind Power Production Incentive Contribution Program

4. Start date: April 1, 2002

5. End date: March 31, 2007

Note: The program officially ended in 2007. However, allocated funding will be issued to program participants until 2016‑17.

6. Description: The WPPI Program was set up to help establish wind energy as a full-fledged competitor in the electricity market by providing a financial incentive of about 1 cent per each kilowatt-hour produced from the installation of 1,000 MW of new wind power capacity in Canada by 2007. Eligible recipients claim payment of the incentive over a 10-year period.

NOTE: The total contribution funding for the program is $324 million of which $300 million has been committed to wind projects. Actual spending will be spread out over several years until 2016‑17. The initial WPPI budget was $260 million and an additional $69.9 million was allocated in 2005‑06 to allow the program to continue to support the development of new wind farms.

7. Expected results: The program contributes to the production of new electricity from wind energy projects. The program has 22 approved wind projects for a total capacity of 924 MW.

In fiscal year 2009-2010, it is expected that the program will meet or exceed its annual production target of 2,550 gigawatt-hours of production.

14. Planned evaluations: In the fiscal year 2008-2009, an evaluation of renewable power programs was started. The evaluation will look at both the Wind Power Production Incentive and the ecoENERGY for Renewable Power programs. The evaluation will be completed in the fiscal year 2009‑2010.

1. Strategic Outcomes: 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

2. Program Activity: Natural Resource and Landmass Knowledge for Canadians

3. Name of Transfer Payment Program: GeoConnections

4. Start date: April 1, 2005

5. End date: March 31, 2010

6. Description: GeoConnections helps decision-makers use online location-based (or "geospatial") information, such as maps and satellite images, to tackle some of Canada's most pressing challenges. The program focuses on working with partners in public health, public safety and security, the environment and sustainable development, Aboriginal matters, and geomatics technology development.

GeoConnections is working to ensure that decision-makers in key areas benefit from the Canadian Geospatial Data Infrastructure (CGDI), a one-stop searchable portal for a wealth of location-based information.

GeoConnections is a national partnership program led by Natural Resources Canada. Although GeoConnections acts as a catalyst in creating solutions for decision-makers in the four priority areas, the program also relies heavily on its partners.

7. Expected results: Canadians have access to diverse geo-referenced data integrated into a consistent national geospatial database and industry can use this information to create valued-added geomatics products and services.

14. Planned evaluations: An evaluation is planned for 2009-10.

1. Strategic outcome: Canada is a world leader on environmental responsibility in the development and use of natural resources.

2. Program activity: Clean Energy

3. Name of recipient: Green Municipal Fund (GMF)
Federation of Canadian Municipalities' (FCM) Green Municipal Fund (GMF) formerly known as the Green Municipal Enabling Fund (GMEF) and the Green Municipal Investment Fund (GMIF)

4. Start date: Budget 2000

5. End date: In perpetuity

6. Description: The intent of the GMF is to encourage investment in environmental municipal infrastructure. Specifically, the priorities of the fund are to have a positive impact on the health and the quality of life of Canadians by reducing greenhouse gas (GHG) emissions, improving local air, water and soil quality and promoting renewable energy by supporting environmental studies and projects within the municipal sector.

The GMF is equally co-funded by NRCan and Environment Canada (EC) who manage the fund at arms' length creating a strong partnership between the FCM and the Government of Canada. The FCM Board of Directors, formally designated as the decision-making body for the funds, is advised by a 15‑member council with five federal appointees. The Council plays a key role, supported by the FCM secretariat and the GMF Peer Review Committee.

Created in Budget 2000 with an endowment of $125M, the Green Municipal Funds were doubled in Budget 2002 with an additional $125M, consisting of the GMEF and the GMIF.

With Budget 2005, the GMEF and GMIF were merged into one fund known as the Green Municipal Fund (GMF), combining the $250M from the old GMF with the new $300M into a revolving fund. This fund supports grants, loans and loan guarantees and is consistent with the purpose and intent of the original agreements. $150 million dollars of this fund is to be used exclusively to provide loans for the clean‑up and redevelopment of brownfields.

The amount of GMF financing available to municipalities is directly related to the environmental, economic and social benefits of the projects undertaken.

GMF will no longer issues Requests for Proposals for capital projects. The calls for applications for 2009-2010 capital projects will be open, non-competitive, with no funding allocations per sector, and with an increase in the maximum loan amount from $2M to $4M.

[*] NRCan's share is $275M

12. Summary of annual plans of recipient: The FCM will issue the 2010-2011 Annual Statement of Plans and Objectives by January 30, 2009.
The FCM is expected to issue the 2008-2009 Annual Report by March 31, 2009. It will be posted on the FCM web site noted below.

13. Planned evaluation(s):

14. Planned audit(s):

FCM will provide an independent financial audit (including investment of unallocated funds, loans, grants and loan guarantees) by September 30, 2009.

FCM will provide and make public an independent review (compliance audit) by September 30, 2009.

FCM will provide and make public an independent performance audit (value-for-money) by September 30, 2009.

15. URL of recipient site: http://www.fcm.ca.

1. Strategic outcome: Canada is a world leader on environmental responsibility in the development and use of natural resources.

2. Program activity: Clean Energy

3. Name of recipient: Sustainable Development Technology Canada (SDTC) for the NextGen Biofuels Fund™

4. Start date: April 1, 2007

5. End date: Agreement ends September 30, 2027; last disbursement of funds to SDTC by March 31, 2015

6. Description: SDTC is managing the NextGen Biofuels Fund™, which will support up to 40% of eligible project costs to a maximum of $200M per project for the establishment of first-of-kind, large-scale demonstration next-generation renewable fuel production facilities to encourage the future sustainability and success of renewable fuels. Next-generation renewable fuels are derived from non-traditional renewable feedstocks, such as forest biomass, fast-growing grasses, and agricultural residues, and are produced with non-conventional conversion technologies.

Since next-generation technologies are capital equipment intensive, they constitute a greater debt financing risk. The support provided by the NextGen Biofuels Fund™ will encourage the retention and growth of technology expertise and innovation capacity for next-generation renewable fuels production in Canada.

* The funding is divided equally between NRCan and Environment Canada. The $200,000,000 statutory funds were approved in Bill C‑52, an Act to implement certain provisions of the Budget tabled in Parliament on March 19, 2007. This funding will be requested as required. The remaining funds are to be appropriated by Parliament over the period of 2008/09 to 2014/15.

12. Summary of annual plans of recipient: SDTC Corporate Plan for 2009 released October 2008. Executive summary posted on website below.

13. Planned evaluations: Three interim evaluations will be performed by an independent third party (Nov 30, 2012; Nov 30, 2017; and Nov 30, 2022) and a final evaluation will be performed by Sept 30, 2027. Canada may choose to evaluate the Foundation at any time over the life of the agreement to determine whether it is fulfilling its objectives.

14. Planned audits: An auditor appointed by the Foundation will perform an annual financial audit. Canada may undertake a compliance audit at any time over the life of the agreement. Canada may also undertake at least once every five years a value-for-money audit (performance).

15. URL of recipient site: www.sdtc.ca.

1. Strategic outcome: Canada is a world leader on environmental responsibility in the development and use of natural resources.

2. Program activity: 2.1 Clean Energy

3. Name of recipient: Sustainable Development Technology Canada (SDTC)

4. Start date: March 26, 2001

5. End date: June 30, 2015 (Tech Fund) and 2027 (NextGen Biofuels Fund)

6. Description: SDTC is an arm's-length foundation designed to provide funding for the development and demonstration of sustainable development technologies in order to bring them to a state of market readiness. SDTC also works directly with technology developers to strengthen their entrepreneurial skills and business cases. The Foundation works with key players including industry, academia, nongovernmental organizations (NGOs), the financial community and all levels of government.

Since 2001, SDTC's mandate has been expanded twice, and the foundation now manages two separate funds. Of the $550M allotted for the foundation, $350M is designated for clean air and climate change projects, and $200M is designated for clean water and soil. In 2007, a new $500M NextGen Biofuels Fund was established to provide capital support for next-generation renewable fuel facilities.

Both NRCan and Environment Canada (NRCan is the lead department) are responsible for oversight and monitoring of the operations of SDTC and for compliance with the terms and conditions of the two funding agreements and the founding legislation.

As of October 2008, SDTC has processed nearly 1500 applications and approved 144 projects. The approved projects have a total eligible project value of $1.14 billion, of which SDTC has agreed to provide $342M.

[*] $1.05 billion (of which NRCan's share is $525 million)

12. Summary of annual plans of recipient: SDTC publishes a corporate plan in November of each year that describes plans for the current year and provides a forecast for the following year. It includes a disbursement plan, planned administration expenditures, objectives and proposed actions, an investment update, operating strategy, and performance expectations. The SDTC Annual Report and a summary of the corporate plan are tabled in the House of Commons by the Minister of Natural Resources Canada (NRCan), usually in July-August.

SDTC holds two rounds of funding each year (January and August), initially requesting Statements of Interest (SOI) from applicants. Contract announcements are made about nine months after the acceptance of SOIs.

Funding allocations in 2009 and 2010 are expected to total around $200M. Since SDTC allocates funding based on the merit of applications it does not have strict allocation targets. The anticipated 2008 disbursements are $43M (compared to $28M in 2007) for a total disbursement to date of $128M. Annual project disbursement payments are projected to be approximately $60M and $85M in 2009 and 2010 respectively.

SD Tech Fund ($550 M)

Funding Agreement Three, between the Government of Canada and the Foundation, dated March 31, 2005 for $550 million (SD Tech Fund™), provides the terms and conditions for the Foundation on providing funding for development and demonstration of technologies focusing on climate change, clean air, water and soil. According to SDTC, the projects it has funded since 2002 have an estimated potential to reduce annual greenhouse gas emissions by more than 13.5 megatonnes by the end of 2010.

NextGen Biofuels Fund (NGBF – $500 M)

Through Budget 2007, SDTC was given a new mandate to invest with the private sector in establishing large-scale facilities for the production of next-generation renewable fuels.

The fund will help Canada meet its Renewable Fuels Strategy goals. The purpose of the fund is to encourage retention and growth of technology expertise and innovation capacity for cellulosic ethanol and biodiesel production in Canada. The NextGen Biofuels Fund is now open for applications. Applicants are able to submit applications at any time during the year.

13. Planned evaluations: The SD Tech Fund has evaluations planned for June 30, 2009 and June 30, 2015. For the NextGen Biofuels Fund three interim evaluations will be performed by an independent 3^rd party (Nov 30, 2012, Nov 30, 2017 and Nov 30, 2022); a final evaluation by Sept 30, 2027.

14. Planned audits: For the SD Tech Fund, "Value-for-Money (Performance) Audit", funded by the Federal Government, is due March 31, 2010, as per Funding Agreement Three. This type of Audit is the first one under the Funding Agreement and is due every 5 years.

For the NGBF, "Value-for-Money (Performance) Audit", funded by the Federal Government, is due September 4, 2012, as per the Funding Agreement. This type of Audit is the first one under the Funding Agreement and is due every 5 years.

15. URL of recipient site: www.sdtc.ca.

1. How is your department planning to meet the objectives of the Policy on Green Procurement?

• NRCan will continue the implementation of a number of "paper-reduction" projects underway that are expected to result in significantly less paper used in 2009-2010. Some projects include: full ramp up of electronic procurement system to replace paper submissions, communication approach to encourage all NRCan staff to sign up for on‑line pay stubs, and video projection systems/computers in most boardrooms so meeting participants don't require as many paper meeting handouts.
• NRCan will continue the implementation of training and awareness activities, and a departmental protocol for green procurement, so that all employees within the organization are aware of considerations, responsibilities and procedures, and are applying them to departmental procurement.
• NRCan will continue to further develop the definition of green procurement commodity-specific targets.

2. Has your department established green procurement targets?

3. Describe the green procurement targets that have been set by your department and indicate the associated benefits anticipated.

• NRCan plans to finalize research on the best way to measure the amount of paper usage while working collaboratively with PWGSC.
• More in depth consultation will continue throughout the department as part of the engagement activities of the broader NRCan Green Operations initiative in the context of the Policy implementation. This will assist in identifying commodity areas that will form the basis of an initial round of target-setting.
• The target areas identified are paper, internal printing and travel (key areas of high spending). These target areas have been endorsed by senior management (Departmental Management Committee). Potential approaches and targets have been developed.
• In the cases of paper, internal printing, and travel, the approaches and targets established in the previous fiscal year will be used for further work in 2009/2010.

1. Name of Horizontal Initiative: Improving the Performance of the Regulatory System for Major Natural Resource Projects

2. Name of lead department(s): Natural Resources Canada

3. Lead department program activity: Safety, Security and Stewardship – Natural Resource and Landmass Knowledge and Systems

4. Start date of the Horizontal Initiative: October 1, 2007

5. End date of the Horizontal Initiative: March 31, 2012

6. Total federal funding allocation (start to end date): $150 million over 5 years

7. Description of the Horizontal Initiative (including funding agreement):

To respond to the recent growth in the number of major resource projects and move forward on commitments to create a more accountable, predictable and timely regulatory review process, the Government has allocated $150 million over five years to establish the Major Projects Management Office (MPMO) within Natural Resources Canada (NRCan) and to increase the scientific and technical capacity of key regulatory departments and agencies.

The MPMO has been created to provide a single point of entry into the federal regulatory system for all stakeholders and to provide overarching management of the federal regulatory process for major natural resource projects. New capacity funding provided through this initiative will ensure key regulatory departments and agencies are positioned to respond to the recent growth in the number of new major resource projects and will better enable departments to meet their legal responsibilities for Aboriginal Crown consultation associated with their regulatory decisions relative to major resource projects.

This initiative will provide the oversight and capacity needed to address the issues affecting the performance of the federal regulatory system. In short, it will lay the foundation for a more predictable and accountable regulatory system that will improve the competitiveness of Canada's resource industries while ensuring careful consideration of environmental standards and technical requirements.

8. Shared outcomes:

Among the more tangible improvements resulting from this initiative will be the timeliness and predictability of the regulatory process. The environmental review and permitting of major resource projects is targeted to be reduced from upwards of four years to an average of about two years.

Other important outcomes from this proposal include:

• a more accountable, predictable and timely regulatory review process that will facilitate investment and planning decisions and improve the competitiveness of Canada's resources industries;
• high quality assessments of the environmental and social effects of resource development so that federal decisions in relation to projects safeguard the environment and promote sustainability; and
• Aboriginal consultation responsibilities will be fulfilled in a more consistent, adequate and meaningful manner.

9. Governance structures:

The Cabinet Directive on Improving the Performance of the Regulatory System for Major Resource Projects has established a new governance framework for federal government departments and agencies to facilitate the effective, coordinated, and concurrent discharge of their statutory duties, functions and obligations related to the regulation of major resource projects. It encourages federal government departments to work together to identify areas where the consistency, efficiency and effectiveness of the federal regulatory system can be improved and to develop and implement system improvements. These activities are intended to improve the accountability, transparency, timeliness and predictability of the federal regulatory system for major natural resource projects.

The Minister of Natural Resources is the lead Minister for the Initiative. In collaboration with her counterparts in other regulatory departments, the Minister of Natural Resources will report biannually to Cabinet on progress made towards achieving the objectives of the initiative, and will report annually to Parliament and the public through NRCan's annual reporting requirements.

A Major Projects Deputy Ministers' Committee has been created to serve as the governance body for the implementation of the initiative. This Committee will provide direction for the resolution of project-specific issues and oversee the application of the Cabinet Directive. Membership on this committee includes the Deputy Minister of NRCan (Chair), the Deputy Minister of Fisheries and Oceans Canada, the Deputy Minister of the Environment, the Deputy Minister of Indian Affairs and Northern Development, the Deputy Minister of Transport, the Associate Deputy Minister of Industry, the President of the Canadian Environmental Assessment Agency, the President of the Canadian Nuclear Safety Commission and the Chair of the National Energy Board.

The MPMO has been established to provide overarching management of the federal regulatory system for major resource projects. It will achieve this by working with the federal regulatory departments / agencies to identify areas where the consistency, efficiency and effectiveness of the federal regulatory process can be improved and work with these departments and agencies to implement change. The MPMO will also provide support to the Major Projects Deputy Ministers' Committee, through the provision of data, analysis and other information.

To ensure effective communication with federal regulatory departments on key issues and to facilitate collaboration and cooperation, interdepartmental working groups have been established at the ADM, DG and working levels.

*Totals do not equal the total allocation under the initiative (i.e.; $150 million over five years) due to changes that have occurred in departmental Program Activity Architectures since the beginning of the initiative

16. Results to be achieved by non-federal partners (if applicable):

17. Contact information:

Mr. Philip Jennings
Assistant Deputy Minister
Major Projects Management Office
Natural Resources Canada
55 Murray Street, Suite 600
Ottawa, ON  K1N 5M3