ARCHIVED - Natural Resources Canada - Supplementary Tables

Non-reactor-based Isotope Supply Contribution Program (NISP) (Voted)

1. Strategic Outcome: 2 - Environmental Responsibility – 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 Transfer Payment Program: Non-reactor-based Isotope Supply Contribution Program (NISP) (Voted)

4. Start date: May 13, 2010

5. End date: March 31, 2012

6. Description: The NISP is a $35-million program to establish the feasibility of cyclotron and linear accelerator based production of the key medical isotope technetium-99m (Tc-99m).

7. Expected results: The intended outcome of the NISP is the establishment of the potential of non-reactor-based technologies for the production of Tc-99m on a commercial scale to help increase security of supply in the medium to long term and to reduce the production of radioactive waste.

($ millions)

	8. Forecast Spending 2010–11	9. Planned Spending 2011–12	10. Planned Spending 2012–13	11. Planned Spending 2013–14
12. Total grants
Total contributions	9.3	17.4
13. Total transfer payments	9.3	17.4

14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php

The African Model Forest Initiative (Voted)

1. Strategic Outcome: 2 -  Environmental Responsibility - Canada is a world leader on environmental responsibility in the development and use of natural resources

2. Program Activity: 2.2 - Ecosystem Risk Management

3. Name of Transfer Payment Program: The African Model Forest Initiative (Voted)

4. Start date: April 1, 2009

5. End date: March 31, 2012

6. Description: The African Model Forest Initiative (AMFI) aims to improve the conservation and sustainable management of forest resources in francophone Africa, including the Congo Basin and Mediterranean region.

The AMFI will demonstrate both the regions’ and Canada’s commitment to support good governance, human resource and local economic development, and the sustainable management of forested landscapes.

7. Expected results: To enhance government and civil society capacity in the conservation and sustainable management of forest resources in Model Forests in the Congo Basin and Mediterranean regions of Africa.

To improve economic and community sustainability within the Model Forests in the Congo Basin and Mediterranean regions of Africa.

To improve government policies on sustainable resource and community development in the Congo Basin and Mediterranean regions of Africa.

To have Canada viewed as making a significant contribution to sustainable forest management in the Mediterranean and Congo Basin regions of Africa.

($ millions)

	8. Forecast Spending 2010–11	9. Planned Spending 2011–12	10. Planned Spending 2012–13	11. Planned Spending 2013–14
12. Total grants
Total contributions	4.2	6.9
13. Total transfer payments	4.2	6.9

14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php

Investments in Forest Industry Transformation Program (Voted)

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

2. Program Activity: 1.1 - Economic Opportunities for Natural Resources

3. Name of Transfer Payment Program: Investments in Forest Industry Transformation Program (voted)

4. Start date: June 17, 2010

5. End date: March 31, 2014

6. Description:

The objective of Investments in Forest Industry Transformation is to support forest industry transformation that will make the forest industry more economically viable and environmentally sustainable by investing in innovative technologies that lead to a more diversified, higher-value product mix including bioenergy and renewable power, as well as biomaterials, biochemicals, and next generation building products.

The Program will fund innovative projects implementing transformative technologies at the pilot to commercial scales that direct wood fibre and by-products from wood processing into higher value uses, which 1) increase the total revenues available from a log, 2) diversify product lines for the forest industry, stabilizing economic performance, and 3) produce renewable energy and other products that are beneficial to the environment. By providing funding to Canadian forest firms for capital investments in bioenergy or bioproduct industrial processes to advance these technologies towards full, commercial- scale implementation, this Program will broaden and build upon previous investments in forest sector transformation.

7. Expected results:

Canada’s forest sector is more commercially and environmentally sustainable

New forest bio-products (including next generation building products) and processes are commercially available

Canada’s forest sector has increased capacity to develop and supply commercial bio-products (including next generation building products) and processes

Forest sector companies collaborate on bioproduct- related projects and processes with other sectors (i.e. energy, chemical, etc.)

($ millions)

	8. Forecast Spending 2010–11	9. Planned Spending 2011–12	10. Planned Spending 2012–13	11. Planned Spending 2013–14
12. Total grants
Total contributions	23.6	23.4	23.1	23.1
13. Total transfer payments	23.6	23.4	23.1	23.1

14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php

The Pulp and Paper Green Transformation Program (Voted)

1. Strategic Outcome: 2 - Environmental Responsibility - 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 Transfer Payment Program: The Pulp and Paper Green Transformation Program (Voted)

4. Start date: July 30, 2009

5. End date: March 31, 2012

6. Description:

The objective of the Pulp and Paper Green Transformation Program is to improve the environmental performance of Canada’s pulp and paper industry, which in turn will contribute to the environmental, and hence commercial, sustainability of the pulp and paper industry.

7. Expected results:

Over the long-term, investments in the Pulp and Paper Green Transformation Program are expected to contribute to:

• Improved energy efficiency at Canadian pulp and paper mills
• Increased production of renewable energy at Canadian pulp and paper mills
• Improved environmental performance at Canadian pulp and paper mills
• Investments in innovation and technology to contribute to an environmentally and commercially sustainable pulp and paper industry in Canada

($ millions)

	8. Forecast Spending 2010–11	9. Planned Spending 2011–12	10. Planned Spending 2012–13	11. Planned Spending 2013–14
12. Total grants
Total contributions	387.1	538.6
13. Total transfer payments	387.1	538.6

14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php

Canada-Newfoundland Offshore Petroleum Board (Statutory)

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

2. Program Activity: 1.1) Economic Opportunities for Natural Resources

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

4. Start date: 1985-86

5. End date: Perpetuity

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:

Management of statutory requirements related to offshore petroleum in Nova Scotia, Newfoundland and Labrador in a timely and efficient manner.

($ millions)

	8. Forecast Spending 2010–11	9. Planned Spending 2011–12	10. Planned Spending 2012–13	11. Planned Spending 2013–14
12. Total grants
Total contributions	7.5	6.8	6.8	6.8
13. Total transfer payments	7.5	6.8	6.8	6.8

14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php

ecoENERGY for Biofuels (Voted)

1. Strategic Outcome: : 2) Environmental Responsibility - 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 Transfer Payment Program: ecoENERGY for Biofuels (Voted)

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.  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 target is 2.5 billion litres of domestic production capacity by 2012, consisting of a volume of 2 billion litres of renewable alternatives to gasoline and 500 million litres of renewable alternatives to diesel.

($ millions)

	8. Forecast Spending 2010–11	9. Planned Spending 2011–12	10. Planned Spending 2012–13	11. Planned Spending 2013–14
12. Total grants
Total contributions	150.8	258.2	220.6	180.9
13. Total transfer payments	150.8	258.2	220.6	180.9

14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php

Clean Energy Fund (Voted)

1. Strategic Outcome: : 2) Environmental Responsibility - 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 Transfer Payment Program: Clean Energy Fund (Voted)

4. Start date: April 23, 2009

5. End date: March 31, 2014

6. Description:

In support of Canada’s commitment to reduce GHG emissions, the Clean Energy Fund provides $795 million over five years for the demonstration of promising technologies, including large-scale carbon capture and storage (CCS) projects, and renewable energy and clean energy systems demonstrations. It also provides $150 million over five years for clean energy research and development (R&D).

In Fall 2009, three CCS projects in Alberta were announced, totaling $466 million from the Fund.  In January 2010, 19 successful projects were announced in response to a call for proposals under the Renewable and Clean Energy portion of the Fund. One project has subsequently been withdrawn by the proponent. Up to $146 million will be invested over five years to support renewable, clean energy and smart grid demonstrations in all regions of the country.

The Clean Energy Fund was announced as a $1 billion program.  In December 2009, in response to unprecedented demand for the ecoENERGY Retrofit-Homes program, the Government of Canada allocated $205 million from the Clean Energy Fund to finance up to 120,000 additional home retrofits.

7. Expected results:

In 2011-12, the program expects to achieve significant progress in its three large scale CCS demonstration projects.  These projects are expected to capture up to 6 megatonnes of GHG emissions per year by 2015.  The program also expects progress in its supported renewable energy and clean energy systems projects, which include marine, wind and solar energy and its increased integration into Canada’s electricity system and the built environment; new technologies to address the environmental challenges facing oil sands; hydrogen and fuel cells; and technologies to lower CO₂ capture costs and increase knowledge on CO₂ storage.

($ millions)

	8. Forecast Spending 2010–11	9. Planned Spending 2011–12	10. Planned Spending 2012–13	11. Planned Spending 2013–14
12. Total grants
Total contributions	101.2	141.6	279.6	191.6
13. Total transfer payments	101.2	141.6	279.6	191.6

14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php

ecoENERGY Technology Initiative (Voted)

1. Strategic Outcome: 2) 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 Transfer Payment Program: ecoENERGY Technology Initiative (Voted)

4. Start date: April 1, 2007

5. End date: March 31, 2012

6. Description:

The ecoENERGY Technology Initiative is a $230-million investment by the Government of Canada in science and technology to accelerate the development and market readiness of technology solutions in clean energy.  This initiative is directed towards increasing clean energy supplies, reducing energy waste, and reducing pollution from conventional energy.

7. Expected results:

Significant progress in a broad range of R&D projects in the areas of low emission industrial processes, energy efficient built environment, clean transportation systems, distributed power, and large scale demonstration projects in carbon capture and storage.

($ millions)

	8. Forecast Spending 2010–11	9. Planned Spending 2011–12	10. Planned Spending 2012–13	11. Planned Spending 2013–14
12. Total grants
Total contributions	43.5	48.1	0	0
13. Total transfer payments	43.5	48.1	0	0

14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php

ecoENERGY for Renewable Power (Voted)

1. Strategic Outcome: 2) Environmental Responsibility - 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 Transfer Payment Program: ecoENERGY for Renewable Power (Voted)

4. Start date: April 1, 2007

5. End date: March 31, 2011

Note: The program will officially end in 2011. However, allocated funding will be issued to program participants until 2020-21.

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:

The expected result is increased production of renewable electricity supply in Canada.  By 2012 the program will have contributed to the annual generation of about 14.3 TWh of electricity or about 4,000 MW of capacity, depending on the mix of energy sources supported under the program. At present, these energy savings convert to annual emissions reductions of between 6- 6.7 megatonnes of greenhouse gas and related criteria air contaminant emissions.

The program will continue to support renewable power production as per the terms of its contribution agreements with projects up to 2021.

($ millions)

	8. Forecast Spending 2010–11	9. Planned Spending 2011–12	10. Planned Spending 2012–13	11. Planned Spending 2013–14
12. Total grants
Total contributions	90.7	143.1	143.1	143.1
13. Total transfer payments	90.7	143.1	143.1	143.1

14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php

Payments to the Newfoundland Offshore Petroleum Resource Revenue Fund (Statutory)

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

2. Program Activity: 1.1) Economic Opportunities for Natural Resources

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

4. Start date: April 1987

5. End date: Perpetuity

6. Description:

To make payments to the province of Newfoundland and Labrador equivalent to the revenue amounts received by Canada in relation to offshore oil and gas activities in the province.

7. Expected results:

Payment to the province of Newfoundland and Labrador pursuant to the Canada-Newfoundland Atlantic Accord Implementation Act.

Takes into consideration royalties and corporate income taxes related to Newfoundland and Labrador offshore activities.  Planned spending is subject to production levels, prices, exchange rates.

($ millions)

	8. Forecast Spending 2010–11	9. Planned Spending 2011–12	10. Planned Spending 2012–13	11. Planned Spending 2013–14
12. Total grants
Total contributions	1,231.1	1,424.0	1,327.7	1,116.4
13. Total transfer payments	1,231.1	1,424.0	1,327.7	1,116.4

14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php

Payments to the Nova Scotia Offshore Revenue Account (Statutory)

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

2. Program Activity: 1.1) Economic Opportunities for Natural Resources

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

4. Start date: 1993-94

5. End date: Perpetuity

6. Description:

To make payments to Nova Scotia equivalent to revenue amounts received by Canada in relation to offshore activities in the province.

7. Expected results:

Payments to the province of Nova Scotia pursuant to provisions of the Canada Nova Scotia Offshore Petroleum Resources Accord Implementation Act.

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

($ millions)

	8. Forecast Spending 2010–11	9. Planned Spending 2011–12	10. Planned Spending 2012–13	11. Planned Spending 2013–14
12. Total grants
Total contributions	211.0	179.7	136.8	106.6
13. Total transfer payments	211.0	179.7	136.8	106.6

14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php

Wind Power Production Incentive Contribution Program (Voted)

1. Strategic Outcome: 2) Environmental Responsibility - 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 Transfer Payment Program: Wind Power Production Incentive Contribution Program (Voted)

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.

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.

NOTE: The total contribution funding for the program is $325 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 G&C budget was $255 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:

In fiscal year 2010-2011, it is expected that the program will meet or exceed its annual production target of 2,550 gigawatt-hours of production.

($ millions)

	8. Forecast Spending 2010–11	9. Planned Spending 2011–12	10. Planned Spending 2012–13	11. Planned Spending 2013–14
12. Total grants
Total contributions	29.0	32.7	30.7	26.7
13. Total transfer payments	29.0	32.7	30.7	26.7

14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php

Implementation of the Adaptation Theme in Support of Canada’s Clean Air Agenda (Voted)

1. Strategic Outcome: 3) Safety, Security and Stewardship - Natural resource knowledge, landmass knowledge and management systems strengthen the safety and security of Canadians and the stewardship of Canada’s natural resources and lands

2. Program Activity: 3.1) 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 (Voted)

4. Start date: April 1, 2008

5. End date: March 31, 2013

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.

($ millions)

	8. Forecast Spending 2010–11	9. Planned Spending 2011–12	10. Planned Spending 2012–13	11. Planned Spending 2013–14
12. Total grants
Total contributions	9.1	11.0
13. Total transfer payments	9.1	11.0

14. Link to 3-year Transfer Payment Program Plan:
http://www.nrcan-rncan.gc.ca/com/resoress/transfer-eng.php

Green Municipal Fund (GMF)) (Statutory)

1. Strategic outcome: 2) Environmental Responsibility - 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: Green Municipal Fund (GMF)) (Statutory)
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: March 31, 2000

5. End date: In perpetuity

6. Description: The Government of Canada endowed the Federation of Canadian Municipalities (FCM), a non-profit organization, with $550 million* to establish the Green Municipal Fund (GMF)) to provide long-term, sustainable financing for municipal governments and their partners.  The GMF invests in plans, studies and projects that provide the best examples of municipal leadership in sustainable development and that can be replicated in other Canadian communities.

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.  Additional considerations include the potential for economic and/or social benefit.

The amount of GMF financing available to municipalities is directly related to the environmental, economic and social benefits of the projects undertaken.  Grants of up to 50% to a maximum of $350,000 are available for plans, studies and field tests.  GMF can provide below-market financing for capital projects up to 80% of costs to a maximum of $4 million in loans combined with $400,000 in grants.  Brownfield projects are eligible for below-market loans only, with no funding limit.

Under the GMF agreement, the Government of Canada (represented by NRCan and Environment Canada) participates in governance of this revolving fund, along with representatives from the public and private sectors, including municipal officials and technical experts, through a Peer Review Committee and an advisory Council.

The FCM Board of Directors approves projects based on the Council’s recommendations.  The FCM board of directors approves projects in light of the council’s recommendations. As of March 31, 2010, the GMF had approved more than $450 million for over 800 sustainable community plans, feasibility studies, field tests and capital projects with the potential to leverage almost $3 billion of economic activity in approximately 400 Canadian communities.

Actual environmental benefits include the reduction of an estimated 103,994 tonnes of CO2 annually from 28 completed capital projects.

Program Activity ($ millions)

7. Total Funding	8. Prior Years’ Funding	9. Planned Funding 2011–12	10. Planned Funding 2012–13	11. Planned Funding 2013–14
*550.0	550.0	-	-	-

^* NRCan’s contribution via the GMF Funding agreement is $275 million. Environment Canada contributes the other $275 million.

12. Summary of annual plans of recipient: More details can be found in the Green Municipal Fund website at
http://sustainablecommunities.fcm.ca/About_Us/Annual_Reports/

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

Sustainable Development Technology Canada (SDTC) for the NextGen Biofuels Fund ^TM

1. Strategic outcome: 2) Environmental Responsibility - 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) for the NextGen Biofuels Fund ^TM

4. Start date: July 30, 2007

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

6. Description:

SDTC is managing the NextGen Biofuels Fund™ (NGBF), 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 NGBF will encourage the retention and growth of technology expertise and innovation capacity for next-generation renewable fuels production in Canada.

Of the $500M in total funding, $200M is statutory funding.  The remaining $300M in funding is to be appropriated by Parliament over the period of 2008/09 to 2014/15.

Program Activity ($ millions)

7. Total Funding	8. Prior Years’ Funding	9. Planned Funding 2011–12	10. Planned Funding 2012–13	11. Planned Funding 2013–14
*250
Statutory 100.0	Statutory 20.7	Statutory 00.0	Statutory 59.3	Statutory 20.0
Appropriation 150.0	Appropriation 12.5	Appropriation 25.0	Appropriation 62.5	Appropriation 25.0
* NRCan’s contribution via the SDTC NextGen Biofuels agreement is $250 million. Environment Canada contributes an equal amount of $250 million.

12. Summary of annual plans of recipient: SDTC Corporate Plan for 2011 released October 2010.  Executive summary posted on website below.

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

Sustainable Development Technology Canada (SDTC) (Statutory) - SD Tech Fund ^TM

1. Strategic outcome:: 2) Environmental Responsibility - Canada is a world leader on environmental responsibility in the development and use if natural resources.

2. Program activity: 2.1) Clean Energy

3. Name of recipient: Sustainable Development Technology Canada (SDTC) (Statutory) - SD Tech Fund ^TM

4. Start date: March 26, 2001

5. End date: June 30, 2015

6. Description:

To stimulate the development and demonstration of innovative Canadian technological solutions that address climate change, clean air, clean water and clean soil.

Program Activity ($ millions)

7. Total Funding For SD Tech Fund	8. Prior Years’ Funding	9. Planned Funding 2011–12	10. Planned Funding 2012–13	11. Planned Funding 2013–14
*550.0	550.0	0.00	0.00	0.00
* Natural Resources contribution toward the SDTC Tech Fund is $275 million.  Environment Canada contributed an equal amount of $275 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.

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 FundTM), 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, the195 projects it has funded since 2002 have an estimated potential to reduce annual greenhouse gas emissions by more than 5 to 12 Mt of CO_2e by 2012 and 11 to 27 Mt CO_2e by 2015.

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

8.1 As of April 1, 2012, and pursuant to departmental strategic frameworks, new construction and build-to-lease projects, and major renovation projects, will achieve an industry-recognized level of high environmental performance¹.

Performance Measure	RPP	DPR
Target Status
Number of completed new construction, build-to-lease and major renovation projects in the given fiscal year, as per departmental strategic framework.	2011-12 None planned
Number of completed new construction, build-to-lease and major renovation projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework.	2011-12 None planned
Existence of strategic framework.	2011-12 Yes

Strategies / Comments

NRCan’s Low Carbon (LoC) Initiative, which has been approved by the Deputy Minister in September 2010, is NRCan’s strategic framework.  The LoC initiative is in the implementation stage.

8.2 As of April 1, 2012, and pursuant to departmental strategic frameworks, existing crown buildings over 1000m² will be assessed for environmental performance using an industry-recognized assessment tool².

Performance Measure	RPP	DPR
Target Status
Number of buildings over 1000m2, as per departmental strategic framework.	25
Percentage of buildings over 1000m2 that have been assessed using an industry-recognized assessment tool, as per departmental strategic framework.	2011-12 20%
Existence of strategic framework. (Optional in RPP 2011–12)	Yes

Strategies / Comments

Minimum level of assessment: BOMA BESt Level 1

The appropriate threshold (dollar value or floor area): 1000 m2 

Applicable building types:  All NRCan-owned buildings over 1000 m2, excluding sheds, garages or warehouses.

Industry recognized assessment tool used: BOMA BESt

One facility - CanmetENERGY Varennes, QC – achieved BOMA BESt Level 3 certification in 2009. 

NRCan’s Low Carbon (LoC) Initiative, which has been approved by the Deputy Minister in September 2010, is NRCan’s strategic framework.  The LoC initiative is in the implementation stage.

8.3 As of April 1, 2012, and pursuant to departmental strategic frameworks, new lease or lease renewal projects over 1000m², where the Crown is the major lessee, will be assessed for environmental performance using an industry-recognized assessment tool³.

Performance Measure	RPP	DPR
Target Status
Number of completed lease and lease renewal projects over 1000m2 in the given fiscal year, as per departmental strategic framework.	2011-12 1
Number of completed lease and lease renewal projects over 1000m2 that were assessed using an industry-recognized assessment tool in the given fiscal year, as per departmental strategic framework.	2011-12 1
Existence of strategic framework. (Optional in RPP 2011–12)	Yes

Strategies / Comments

LEED NC Platinum building built in 2010-11 by as McMaster University per NRCan request.

8.4 As of April 1, 2012, and pursuant to departmental strategic frameworks, fit-up and refit projects will achieve an industry-recognized level of high environmental performance⁴.

Performance Measure	RPP	DPR
Target Status
Number of completed fit-up and refit projects in the given fiscal year, as per departmental strategic framework.	2011-12 67
Number of completed fit-up and refit projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework.	2011-12 0
Existence of strategic framework.	Yes

Strategies / Comments

Current three-year Building Management Plan (BMP, 2009-2012) identifies refit and fit-up projects.  Approximately, 22% of the 67 projects are expected to improve environmental performance.

8.5 The federal government will take action now to reduce levels of greenhouse gas emissions from its operations to match the national target of 17% below 2005 by 2020.

Performance Measure		RPP	DPR
Target Status
Departmental GHG reduction target: Percentage of absolute reduction in GHG emissions by fiscal year 2020–21, relative to fiscal year 2005–06.		44%
Departmental GHG emissions in fiscal year 2005–06, in kilotonnes of CO2 equivalent.		1.85
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent.	FY 2011–12	1.21
	FY 2012–13	1.19
	FY 2013–14	1.17
	FY 2014–15	1.15
	FY 2015–16	1.13
	FY 2016–17	1.11
	FY 2017–18	1.09
	FY 2018–19	1.07
	FY 2019–20	1.05
	FY 2020–21	1.03
Percent change in departmental GHG emissions from fiscal year 2005–2006 to the end of the given fiscal year.	FY 2011–12	35%
	FY 2012–13	36%
	FY 2013–14	37%
	FY 2014–15	38%
	FY 2015–16	39%
	FY 2016–17	40%
	FY 2017–18	41%
	FY 2018–19	42%
	FY 2019–20	43%
	FY 2020–21	44%

Strategies / Comments

Targeted GHG emission sources: Fleet only.

Additional performance indicators, key emissions reductions strategies, implementation plan, opportunities for continuous improvement:

Fleet modernization: A lowering of existing vehicle life cycle retention parameters will further improve upon fuel efficiency, while reducing overall costs. Newer model vehicles are cleaner to operate due to advancements in vehicle technologies.

Acquiring new technology vehicles: plug-in hybrid and electric vehicles are forecast for production in 2011/12. NRCan is committed to being the first department to introduce these types of advanced vehicle classes into its vehicle fleet.

Expanding a vehicle pooling model across the department: NRCan will continue to look for opportunities to open up its vehicle fleet to a wider population of employees through the implementation of Vehicle Pools, thereby helping to further reduce the overall size of its vehicle inventory.

8.6 By March 31, 2014, each department will reuse or recycle all surplus electronic and electrical equipment (EEE) in an environmentally sound and secure manner.

Performance Measure		RPP	DPR
Target Status
Existence of implementation plan for the disposal of all departmentally-generated EEE.		Yes: to be completed by August 31, 2011
Total number of departmental locations with EEE implementation plan fully implemented, expressed as a percentage of all locations, by the end of the given fiscal year.	FY 2011–12	100%
	FY 2012–13	(100%, will have been achieved in FY 2011-12)
	FY 2013–14	(100%, will have been achieved in FY 2011-12)

Strategies / Comments

Definition of location: comprises asset management facilities in NCR and regions (16 facilities)

NRCan has ensured that our department is following all the requirements provided in the Treasury Board Directive on Disposal of Surplus Materiel, and elaborated on in section 3.4 of the TBS Guide to Management of Materiel.

Currently, NRCan disposes of surplus E-Waste via the three following mechanisms:

1. Computers for Schools [Industry Canada] (30%)
2. Crown Assets Distribution Directorate [PWGSC] (20%)
3. Provincial Extended Producer Responsibility Programs (in select locations) (40%)

We are developing a Departmental E-Waste Plan, to be implemented by summer 2011. As part of this Plan, we will triage our departmental e-waste and also leverage a fourth disposal mechanism:

4. Departmental Individual Standing Offer (DISO*) for E-waste Recycling [PWGSC] (10%)

* For equipment that does not qualify for mechanisms No. 1–3 

8.7 By March 31, 2013, each department will achieve an 8:1 average ratio of office employees to printing units. Departments will apply target where building occupancy levels, security considerations, and space configuration allow.

Performance Measure		RPP	DPR
Target Status
Ratio of departmental office employees to printing units in fiscal year 2010–11, where building occupancy levels, security considerations and space configuration allow.		3:1
Ratio of departmental office employees to printing units at the end of the given fiscal year, where building occupancy levels, security considerations and space configuration allow.	FY 2011–12	5:1
	FY 2012–13	8:1
	FY 2013–14	10:1

Strategies / Comments

The printing unit figures were determined using a combination of methods including: Web Jet Admin tool, LANDesk network discovery, procurement and physical inventory.

Although building occupancy levels, and security considerations are  factors, space configurations is perhaps the largest challenge in the distribution of printing units here at NRCan. Many of the work areas are lab environments located in older buildings with accessibility issues.

The number of employees was determined via PeopleSoft and our Directory of People and Services (DPS).

Roles and responsibilities: SSO ITS is the division responsible for printer distribution and are about to begin the process of printer consolidation.

Although printer placement will be determined on a case by case basis, some of the strategies for reduction will be the increased use of multifunction printers and the decreased use of personal (local) printers.

Although the reduction of printers does not necessarily mean a reduction of printing, it has been estimated that a goal of a 6:1 ratio will still reduce power consumption by 25% and obviously decrease our amount of ewaste significantly. 

8.8 By March 31, 2014, each department will reduce internal paper consumption per office employee by 20%. Each department will establish a baseline between 2005–2006 and 2011–2012, and applicable scope.

Performance Measure		RPP	DPR
Target Status
Number of sheets of internal office paper purchased or consumed per office employee in the baseline year selected, as per departmental scope.
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected.	FY 2011–12
	FY 2012–13
	FY 2013–14

Strategies / Comments

NRCan will be reporting on this target in subsequent RPPs/DPRs.

8.9 By March 31, 2012, each department will adopt a guide for greening meetings.

Performance Measure	RPP	DPR
Target Status
Presence of a green meeting guide.

Strategies / Comments

NRCan will be reporting on this target in subsequent RPPs/DPRs.

By March 31, 2014, 100% of vehicles purchased annually are right sized for operational needs and are the most fuel efficient vehicle in its class in the Government Motor Vehicle Ordering Guide and/or are an alternative fuel vehicle.

Performance Measure	RPP	DPR
Target Status
By March 31, 2014, 100% of vehicles purchased annually are right sized for operational needs and are the most fuel efficient vehicle in its class in the Government Motor Vehicle Ordering Guide and/or are an alternative fuel vehicle.	100%
Progress against measure in the given fiscal year.	100%

Strategies / Comments

Dollar value of vehicles that meet the target relative to total dollar value of all vehicles in the Department.

Number of vehicles that meet the target relative to total number of all vehicles in the Department.
Exclusions may include executive vehicles.

This target requires that criteria to identify when a vehicle is right-sized are defined.

It requires the availability of inventory counts / assets management data for reporting, but does not require the availability of procurement data.

Consideration must be taken when setting the percentage for the target to ensure that vehicles will not need to be prematurely disposed of to meet the target.

By March 31, 2012, 90% of IT hardware procured will be “environmentally preferred” models (as required via a 4-year life cycle).

Performance Measure	RPP	DPR
Target Status
By March 31, 2012, 90% of IT hardware procured will be “environmentally preferred” models (as required via a 4-year life cycle).	100%
Progress against measure in the given fiscal year.	100%

Strategies / Comments

Last year's Desktop RVD was categorized as "Gold" by EPEAT and Energy Star.
We are striving to continue this trend with this year's and all future desktop RVD's. Based on a 4 year life cycle, at the completion of the 4 years all desktops will be
"Environmentally preferred" models. Although we can't comment on specific server hardware, we are making great strides with server consolidation.

And virtualization is allowing us to set optimistic greening targets.

By March 31, 2012, 100% of network printer consumables and suppliers used will offer a collect and credit service, i.e. recycling, for toner cartridges.

Performance Measure	RPP	DPR
Target Status
By March 31, 2012, 100% of network printer consumables and suppliers used will offer a collect and credit service, i.e. recycling, for toner cartridges.	100%
Progress against measure in the given fiscal year.	100%

Strategies / Comments

We currently recycle 100 % of all toners and will continue to do so. However given the diversity of our printing environment, the various regions, and number of suppliers, our credit service is minimal. Several companies will recycle toners (even from other suppliers) as a service but do not offer credit for it.

Training for Select Employees:

By March 31, 2012, 50% of procurement staff members in regions will complete Green Procurement training.

Performance Measure	RPP	DPR
Target Status
D) By March 31, 2012, 50% of procurement staff members in regions will complete Green Procurement training.	50% (in 2011-12)
Progress against measure in the given fiscal year.	0%

Strategies / Comments

Why this self selected green procurement training target is SMART:

1. Specific: Refers to specific nature/type of training and target audience
2. Measurable: Information is available from regional procurement personnel (HR-related) files (An electronic certificate is issued upon completion of the training.)
3. Achievable: Training is “learner friendly”: easily accessible, i.e. online (24/7).
4. Relevant: In-house training used: Canada School of Public Service course on Green Procurement (C215)
5. Time-bound: Date established for target completion, i.e. 100% (March 31, 2014)
   

Other reporting considerations:
The Green Procurement training implementation experience in NCR will be used as a model to follow for implementation of such training in regions.

As part of the NRCan Regional Organization Review, a “procurement” Regional Functional Working Group has been established, with a Procurement Regional Functional Head as the lead. The Regional Functional Head will be responsible for tracking progress against the green procurement training target. 

Employee performance evaluations for personnel of procurement and materiel management.

By March 31, 2012, 50% of all procurement personnel’s (NCR and regions) Performance Feedback Reports will include the contribution of and support for green procurement policy objectives.

Performance Measure	RPP	DPR
Target Status
By March 31, 2012, 50% of all procurement personnel’s (NCR and regions) Performance Feedback Reports will include the contribution of and support for green procurement policy objectives.	50% (in 2011-12)
Progress against measure in the given fiscal year.	0%

Strategies / Comments

Why this self selected green procurement performance evaluation target is SMART:

1. Specific: Refers to specific positions (non manager and non functional head personnel) and functional area (procurement)
2. Measurable: information is available from our procurement module (e.g. for service transactions valued at >$5K a mandatory checklist which includes environmental considerations is completed by the RC Manager)
3. Achievable: Contribution of and support for green procurement policy objectives will be reviewed as part of annual evaluations (Performance Feedback Reports).
4. Relevant: Environmental considerations may be applied to all procurement requests (albeit to varying degrees* and subject to client specifications).
   * e.g. to a lesser extent with services than goods
5. Time-bound: Date established for target completion, i.e. 100% (March 31, 2014)

Management processes and controls.

By March 31, 2012, 95% of the Wireless Services procurement consolidation initiative will be implemented.

Performance Measure	RPP	DPR
Target Status
By March 31, 2012, 95% of the Wireless Services procurement consolidation initiative will be implemented.	95% (in 2011-12)
Progress against measure in the given fiscal year.	90%

Strategies / Comments

Why this self selected green procurement Management processes and controls target is SMART:

1. Specific: Refers to specific initiative (Wireless Services consolidation) and functional area (procurement)
2. Measurable: information is available from our procurement module
3. Achievable: Pilot phase (CMSS and another Sector) was successfully completed in 2009–10. Full departmental rollout had already begun as of April 2010.
4. Relevant: Decrease in the number of acquisition cards being used only for wireless services procurements/acquisitions (leads to a more efficient use management of the acquisition card.)
5. Time-bound: Date established for target completion, i.e. 100% (March 31, 2014)

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 growth in the number of major resource projects and to move forward on commitments to create a more accountable, predictable and timely regulatory review process, the Major Projects Management Office was established 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 in both operational and policy areas.

The Government has allocated $150 million over five years to establish the MPMO within Natural Resources Canada (NRCan) and to increase the scientific and technical capacity of key regulatory departments and agencies. Resources provided through this initiative ensure that key regulatory departments and agencies are positioned to deliver high quality assessments of major resource projects and to meet their legal responsibilities for Aboriginal Crown consultation associated with their regulatory decisions for major resource projects.

This initiative provides the oversight and capacity needed to address the issues affecting the performance of the federal regulatory system. In short, it lays 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 outcome(s):

Among the more tangible results from this initiative will be improved efficiency and predictability of federal project reviews.  The environmental assessment and regulatory review and permitting process for major resource projects is targeted to be reduced from more than four years to an average of about two years.

Other important outcomes from this initiative 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 structure(s):

The Cabinet Directive on Improving the Performance of the Regulatory System for Major Resource Projects 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 his counterparts in other regulatory departments, the Minister of Natural Resources reports biannually to Cabinet on progress made towards achieving the objectives of the initiative, and reports 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 provides direction for the resolution of project-specific issues and oversees 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 Deputy Minister of Justice, the Deputy Secretary to the Cabinet (Operations) - Privy Council Office, 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 provides overarching management of the federal regulatory system for major resource projects. In this role, the MPMO works with federal regulatory departments / agencies to identify areas where the consistency, efficiency and effectiveness of the federal regulatory process can be improved and to implement change. The MPMO also provides support to the Major Projects Deputy Ministers' Committee, through the provision of strategic advice and analysis.

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 Director levels.

10. Planning Highlights:

To achieve the expected results, NRCan and its federal partners will develop and implement a whole-of-government strategy to modernize the federal regulatory review process for natural resource projects by:

• Enhancing coordination and collaboration to ensure high-quality, timely and predictable environmental assessment and regulatory review processes;
• Improving the process and capacity of Aboriginal engagement and consultations with respect to major resource projects;
• Identifying and implementing process improvements to continue to improve the efficiency and effectiveness of the federal regulatory system for major resource projects; and,
• Working with partners to strengthen northern regulatory regimes.

Federal departments and agencies will also work collaboratively to improve the transparency and accountability of the federal regulatory review process through increased oversight and regular monitoring, tracking and reporting on progress against commitments in project agreements.

In addition, NRCan will work to identify opportunities to improve integration of federal and provincial regulatory review processes.

11. Federal Partner:

Natural Resources Canada

12. Federal Partner Program Activity (PA)	13. Names of Programs for Federal Partners	14. Total Allocation (from Start to End Date)	15. Planned Spending for 2011–12
Natural Resource and Landmass Knowledge and Systems	Major Projects Management Office	$13,000,000	$4,000,000
Total		$13,000,000	$4,000,000

16. Expected results by program as per (13):

• A suite of legislative, regulatory and policy changes is developed and implemented to deliver predictable and timely project reviews, reduce regulatory burden, improve environmental protection and provide for more meaningful aboriginal consultations in support of the Government's economic and environmental agendas;
  
  
• Project management and Deputy Minister-level oversight is provided for over 60 major resource projects, including working with partners to identify and resolve issues that arise to ensure an efficient and effective review process;
  
  
• Project Agreements that include target timelines, service standards and work plans are developed to ensure timely, integrated and well coordinated environmental assessment, regulatory decision-making and Aboriginal consultation for major resource projects;
  
  
• Robust tracking, monitoring and reporting on major resource projects is undertaken to increase the level of transparency and accountability of the federal regulatory review process and to ensure adherence to target timelines and service standards;
  
  
• Ongoing implementation of a consistent, whole of government approach to Aboriginal consultations;
  
  
• Work with partners to strengthen northern regulatory regimes and to improve integration of federal and provincial review processes; and,
  
  
• An evaluation of the early successes towards meeting the objectives of the MPMO Initiative is carried out and recommendations/proposals are developed to improve program design.
  
  
• Link: http://www.mpmo.gc.ca/
  
  

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11. Federal Partner:

Canadian Environmental Assessment Agency

12. Federal Partner Program Activity (PA)	13. Names of Programs for Federal Partners	14. Total Allocation (from Start to End Date)	15. Planned Spending for 2011–12
Environmental Assessment Support		40,177,900	7,955,750
Environmental Assessment Development		3,991,000	878,000
Internal Services		10,831,000	2,166,250
Total		55,000,000	11,000,000

16. Expected results by program as per (13):

Environmental Assessment Support

• A whole-of-government approach to addressing strategic and project-specific environmental assessment issues, including supporting implementation of the major resource projects initiative is supported; and,
  
  
• The federal environmental assessment process and related Aboriginal consultation activities for major resource projects are managed in an effective and efficient manner.

Environmental Assessment Development

• The implementation of this horizontal initiative is supported.  Improvements in the process, capacity, and associated Aboriginal consultations with respect to major resource projects is achieved;
  
  
• Policies, procedures and guidance materials are developed for enhancing coordination and collaboration on high-quality, timely and predictable environmental assessment within the regulatory approval process; and,
  
  
• Policies and procedures are developed to support of the integration of Aboriginal Crown consultations in the environmental assessment and regulatory approval process.
  
  

Internal Services

• Core support services are provided to support program delivery.

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11. Federal Partner:

Environment Canada

12. Federal Partner Program Activity (PA)	13. Names of Programs for Federal Partners	14. Total Allocation (from Start to End Date)	15. Planned Spending for 2011–12
Biodiversity is conserved and protected	Wildlife program	$2,352,116	$466,159
Water is clean, safe and secure	Aquatic ecosystems are conserved and protected	$614,683	$123,841
Canadians adopt approaches that ensure the sustainable use and management of natural capital and working landscapes	Environmental assessment and ecological monitoring	$4,533,659	$868,975
Risks to Canadians, their health and their environment posed by toxic and other harmful substances are reduced	Risk management/ Risk mitigation and implementation	$2,723,837	$562,122
Relations with other governments and partners are effectively managed in support of environmental priorities	Inter-governmental and stakeholder relations	$596,818	$122,302
Strategic management support enables the department to meet its objectives	Legal services	$650,739	$141,844
Internal Services	Core Support Services	$1,028,148	$214,757
Total		$12,500,000	$2,500,000

16. Expected results by program as per (13):

Wildlife Program

• The efficiency and effectiveness of the Canadian Wildlife Service's regulatory role in major resource projects is improved;
  
  
• Guidance is developed to support Canadian Wildlife Service involvement in the EA process for major resource projects;
  
  
• Draft policies related to the issuance of permits under the Species at Risk Act, the Canada Wildlife Act and the Migratory Birds Convention Act are further developed; and,
  
  
• Draft guidance documents to facilitate the incorporation of wildlife considerations in federal environmental assessment processes for major resource projects are developed.
  
  

Aquatic Ecosystems are conserved and protected

• EC's responsibilities associated with the International River Improvements Act are supported by standard operating procedures and policies for licensing;
  
  
• EC’s responsibilities in the EA process associated with the International River Improvements Act (IRIA) for major natural resource projects are supported by guidance, processes and issues reviews, providing comments on hydrology, water quantity and water management;
  
  
• Environment Canada's expert involvement with respect to hydrology, water quantity, hydraulics and water management in the regulatory review of major resource projects is supported; and,
  
  
• Amendments to the IRIA regulations are developed, reviewed and published through the formal process. 

Environmental assessment and ecological monitoring

• MPMO’s governance structure is supported through participation in the Major Projects Deputy Minister’s Committee and associated committees and working groups;
  
  
• Departmental EA processes are streamlined to ensure efficiency and effectiveness of the MPMO regulatory process for major resource projects;
  
  
• Regional offices are supported in the delivery of streamlining priorities for major resource projects via National Program liaison activities and coordination;
  
  
• Environment Canada's participation in the regulatory improvement initiative for major resource projects is well coordinated to meet established timelines and deliverables;
  
  
• Departmental EA processes are streamlined, meeting established timelines and incorporating lessons learned from previous EA experience through workshops, post-project evaluations and contributing to operational policy statements;
  
  
• EC contributes to the interdepartmental impact analysis of Supreme Court decisions and supported related guidance on compliance;
  
  
• EC develops guidance, tools and training to support enhanced engagement in MPMO-track regulatory processes for major resource projects; and,
  
  
• Work with MPMO on the development of a Crown record management system.

Risk management/ Risk mitigation and implementation

• EC provides expert advice on major projects regarding disposal at sea, energy-related projects, mining projects and Metal Mining Effluent Regulations (MMER) for tailings impoundment areas;
  
  
• Expert groups play a central and coordinating role on EA technical matters and projects;
  
  
• Enhancement of departmental technical expertise and processes to contribute to environmental assessments;
  
  
• Environment Canada's involvement in the regulatory process for major resource projects is supported by guidance;
  
  
• Environment Canada's regulatory decisions related to Ocean Disposal permitting are timely; and,
  
  
• EC’s involvement in the regulatory process for major resource projects is supported by triage systems and Regulatory Impact Analysis development work for regulatory amendments for the MMER.

Inter-governmental and stakeholder relations

• Regular, timely, strategic advice and training is provided on consultation and engaging Aboriginal groups throughout the regulatory process for major resource projects;
  
  
• Environment Canada's participation on the Crown Oversight Committee and associated working groups on Aboriginal consultation is supported;
  
  
• Work with MPMO on the ongoing development of a Crown record management system; and,
  
  
• Provide advice, support and training on public participation and aboriginal consultations relating to major natural resource projects.

Legal services

• Timely legal advice and support is provided on delivery of national EA program involvement in major resource projects, interpretation of court challenges and key policy considerations.

Core Support Services

• Core support services are provided to support program delivery.

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11. Federal Partner:

Fisheries and Oceans Canada

12. Federal Partner Program Activity (PA)	13. Names of Programs for Federal Partners	14. Total Allocation (from Start to End Date)	15. Planned Spending for 2011–12
Habitat Management	Habitat Management Operations	$32,467,100	$6,493,420
	Habitat Management Program Policy	$1,574,700	$314,940
Legal Services	Legal Services	$958,200	$191,640
Total		$35,000,000	$7,000,000

16. Expected results by program as per (13):

Habitat Management Operations:

• Provision of input to the evaluation of initiative to identify recommendations / proposals to improve program design;
  
  
• Continued participation in MPMO governance mechanisms (e.g., Major Projects Deputy Ministers’ Committee and supporting Director General and Assistant Deputy Minister level working groups, as well as interdepartmental project committees) in support of effective management of the federal regulatory system in relation to major natural resource projects;
  
  
• Provision of DFO technical capacity in the areas of the Fisheries Act, Species at Risk Act (SARA), Canadian Environmental Assessment Act (CEAA) and Aboriginal consultation activities relative to DFO’s regulatory decisions associated with major resource projects identified under this initiative; and,
  
  
• Implementation of policies and approaches relative to major natural resource projects involving DFO.

Habitat Management Program Policy:

• Provision of input to the evaluation of initiative to identify recommendations / proposals to improve program design;
• Provision of input in the development and implementation of a whole-of-government strategy to modernize the federal regulatory review process;
  
  
• Continued participation in MPMO governance mechanisms (e.g., Major Projects Deputy Ministers’ Committee and supporting Director General and Assistant Deputy Minister level groups, as well as interdepartmental working groups) in support of improving the federal regulatory system;
  
  
• Provision of support to the development of policies and approaches led by the MPMO in relation to the areas of regulatory activities, environmental assessment and Aboriginal consultation; and,
  
  
• Communication of policies and approaches and where appropriate, integration of policies and approaches into DFO activities.
  
  
• Link: http://www.dfo-mpo.gc.ca

Legal Services:

• Provision of Legal Services to DFO, or to MPMO members through the MPMO legal working group, on policy and operational issues associated with the implementation of the MPMO initiative with a focus to matters relating to the Fisheries Act, CEAA, SARA and Aboriginal consultation;
  
  
• Provision of legal support to Justice litigators for hearings before boards, tribunals and courts; and,
  
  
• Identification of legal issues/risks associated with ongoing implementation of the MPMO initiative and development of proposed positions/options to address issues/risks.

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11. Federal Partner:

Indian and Northern Affairs Canada

12. Federal Partner Program Activity (PA)	13. Names of Programs for Federal Partners	14. Total Allocation (from Start to End Date)	15. Planned Spending for 2011–12
Indian and Northern Affairs Canada (INAC)	Northern Land and Resources	6,600,000	1,320,000
	Responsible Federal Stewardship	3,400,000	680,000
Total		10,000,000	2,000,000

16. Expected results by program as per (13):

• Enhance the capacity of INAC regional offices to enable them to better meet their environmental assessment, Aboriginal consultation and regulatory responsibilities;
  
  
• Provide funding support to regulatory boards in the Northwest Territories to allow them to better meet their aboriginal consultation, regulatory permitting and environmental assessment responsibilities with respect to major resource projects;
  
  
• Improve the transparency and accountability of the federal regulatory review process through increased oversight and regular monitoring, tracking and reporting on progress against commitments in Project Agreements;
  
  
• Provide Aboriginal consultation information services and support to the Major Projects Management Office and all other federal partners; and,
  
  
• Provide funding support to First Nations communities to build capacity to better equip them to coordinate and to participate in major resource development projects.

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11. Federal Partner:

Transport Canada

12. Federal Partner Program Activity (PA)	13. Names of Programs for Federal Partners	14. Total Allocation (from Start to End Date)	15. Planned Spending for 2011–12
Transportation Safety and Security	Navigable Waters Protection Program	$3,365,555	$773,179
Transportation Policy Development and Infrastructure Programs	Aboriginal Consultation Unit	$1,813,090	$465,951
Sustainable Transportation Development and the Environment	Environmental Programs	$5,413,592	$1,388,591
Internal Services	Departmental Administration, Finance and Legal Services	$3,407,763	$872,279
Total		$17,500,000	$3,500,000

16. Expected results by program as per (13):

Navigable Waters Protection Program:

• To participate in the various governance mechanisms for the MPMO;
  
  
• TC (headquarters and regional staff) to participate in working groups to assist with the creation and approval of key documents, processes and tracking systems required to operationalize the MPMO office; and
  
  
• TC to participate in projects in the MPMO process.

Aboriginal Consultation Unit:

• TC to participate in consultation with Aboriginal groups.

Environmental Programs:

• To participate in the various governance mechanisms for the MPMO;
  
  
• TC (headquarters and regional staff) to participate in working groups to assist with the creation and approval of key documents, processes and tracking systems required to operationalize the MPMO office;
  
  
• TC to work on departmental processes to ensure MPMO processes are applied in an efficient manner internally; and
  
  
• TC to participate in projects in the MPMO process.

Departmental Administration, Finance and Legal Services:

• TC legal services to deal with legal issues associated with the regulatory process across the country; and
  
  
• To support corporate involvement.
  
  
• Link: http://www.tc.gc.ca/eng/menu.htm

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Total Allocation For All Federal Partners (from Start to End Date)	Total Planned Spending for All Federal Partners for 2011–12
$143,000,000*	$30,000,000

*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

17. Results to be achieved by non–federal partners (if applicable): N/A

18. Contact information:

Mr. Jay Khosla
A/Assistant Deputy Minister
Major Projects Management Office
Natural Resources Canada
155 Queen Street, 2nd Floor
Ottawa, ON  K1A 0E4