ARCHIVED - Natural Resources Canada

Develop and initiate implementation with the provincial and territorial governments, the Canadian Wildland Fire Strategy (CWFS), a strategy to enhance the safety of Canadian communities from wildfire.

(SDS Target 1.1.1.2)

Increase in preparedness and response capability through enhancements to the Canadian Interagency Forest Fire Centre (CIFFC).

Expansion of the development and use of the CWFS as a publicly accessible fire warning and monitoring system.

Development of a wildland fire plan in support of the CWFS

The Canadian Council of Forest Ministers (CCFM) replaced the ad hoc ADM Wildland Fire Task Group with a Wildland Fire Management Working Group, with direct links to a reconstituted Canadian Interagency Forest Fire Centre (CIFFC) Board of Corporate Trustees. (Recommendations by NRCan were central to several of the changes to the governance structure of the CIFFC.)

These developments set the stage for early progress during fiscal year 2007-2008:

� Consultations on the CWFS were initiated with the forest industry (the Forest Products Association of Canada � FPAC) and the insurance industry through the Institute for Catastrophic Loss Reduction (ICLR).

� The CCFM Wildland Fire Management Working Group identified key issues to be addressed.

� An update on the status of the implementation of the CWFS, which is now in progress.

� In support of the CWFS, NRCan contracted the ICLR to organize and report on a meeting of international experts in wildland-urban interface fires. This meeting occurred in February 2008.

Progress during fiscal year 2008‑2009 included:

• The CCFM increased its financial support to the Working Group, allowing it to explore options to strengthen its capacity to advance the CWFS.
  
• The CCFM Wildland Fire Working Group developed a three-year work plan, which emphasizes CWFS implementation. Current discussions on implementation are focused on more effective inter-jurisdictional collaboration using existing resources.
  
• The report on the February 2008 meeting involving international wildland fire experts remains under development. It will ultimately be distributed to Canadian municipalities to raise the awareness of both wildland fire as a public policy issue and the CWFS. Other vehicles for raising awareness like a national workshop with a focus on communities as well as other options are being explored.
  
• The CCFM Wildland Fire Working Group has nearly completed two documents: an update on the CWFS and an implementation plan to execute the first phase of the CWFS.

Areas of analysis:

• Through an interchange agreement, NRCan is hosting a world-class international fire expert, who, in close collaboration with provinces and territories, is reviewing the wildland fire research capacity in Canada, looking at how wildland fire information is managed, and conducting a benefit-cost study of wildland fire research from a national perspective. (Completion by December 2009).
  
• NRCan scientists are analyzing how the anticipated increase in fire on the landscape (expected doubling of the area burned in the next 30-40 years as a result of climate change) could impact national timber supply. (Completion by September 2009).
  
• Analysis of the wildland fire management expenditures in Canada was completed and will be presented to the CCFM Working Group in the fall 2009.

Increase Aboriginal understanding of and participation in mining.

(SDS Target 1.1.1.3)

Number of information sessions delivered. Number of information Products distributed.

Early progress during fiscal year 2007-2008 included the delivery of information sessions on mining for aboriginal communities as well as workshops on human resources for Human Resources Development Agreement holders. In addition, NRCan contributed to the development of a proposal from the Mining Industry Human Resources Council (MIHR); funding for the proposal was received from Human Resources and Skills Development Canada and a steering committee formed. In addition, the Call for Request for Proposals was issued; proposals were received and distributed to the steering committee.

Progress during fiscal year 2008-2009 included:

• Distribution by the Contractor and MIHR of the second draft of the Aboriginal Mining HR Guide for review by partners and the larger advisory committee of Aboriginal organizations.
  
• Completion of final draft and forwarding for final editing and layout. The official release is set to coincide with the Canadian Institute of Mining, Metallurgy and Petroleum annual meeting in Toronto in June 2009.

Develop with the provincial and territorial governments, a National Forest Pest Strategy (NFPS) that establishes a national decision-making framework based on a risk-based ecosystem approach, to ensure an integrated response to increasing threats posed by native and alien invasive pests to rural and urban forests.

(SDS Target 1.2.1.1)

Increase in capacity for monitoring and prediction.

Improvement in response to forest pests based on integrated, risk-based approach.

Identification of key Science and Technology gaps and development of a plan to address gaps.

The NFPS Prospectus (Vision, principles and approach) was approved in principle by the CCFM in the fall of 2006. Subsequent early progress towards the development of the NFPS during fiscal year 2007-2008 included:

� Review by the NFPS Steering Committee and Working Group of the results of a national stock-taking exercise conducted by NFPS partners. The exercise identified key S&T gaps and provided an overview of the current national situation including pest monitoring and prediction capacity.

� A draft NFPS was presented to the CCFM Deputy Ministers in June 2007, followed, in September 2007, by a revised version, which included a preliminary 5-year implementation plan. The draft was approved in principle by CCFM Ministers.

� A Task Force was created to act as a National Coordination Body, and worked to further develop the NFPS Implementation Plan. Approval by CCFM Deputy Ministers and Ministers of a revised implementation plan was deferred in anticipation of the inclusion of an NFPS benefit � cost analysis, when completed.

� Early implementation actions undertaken included development of a risk analysis framework for assessing the risk of the Mountain Pine Beetle moving into the Boreal Forest. (A report describing the framework was published in 2008).

During fiscal year (2008-2009), the following progress was made:

• Confirmation in September 2008 of overall NFPS direction by CCFM and continued implementation of the Strategy under CCFM auspices.
  
• Continued implementation of the risk analysis framework and, in order to increase response to forest pests, further integration of the framework into forest pest activities carried out by federal, provincial and territorial jurisdictions.
  
• Continued NRCan/Canadian Forest Service discussions with provinces and territories, leading to the cooperative development of projects in support of the NFPS priorities. Eleven projects to be conducted by provinces and territories were approved and are currently underway.
  
• Following a gap-analysis to identify NFPS S&T needs/priorities, initiation of a second round of cooperative projects focussed on S&T development
  
• Delivery of a survey of monitoring capacity, gaps and differences in standards by the NFPS technical committee, in support of NFPS priority to increase monitoring and prediction capacity.
  
• Delivery of a benefit-cost analysis (an estimate of avoided costs under NFPS) for consideration by CCFM Deputy Ministers.

Develop policy alternatives to arrest the decline in Canada's base-metal reserves and promote adoption by mines ministers and other decision-makers.

(SDS Target 1.2.1.2)

Completion of policy alternatives.

Adoption of alternatives by mines ministers and other decision-makers.

Early progress during fiscal year 2007-2008 included the production of reports on levels of ore reserves, mineral discoveries and exploration spending trends. A chapter was provided on the use of Qualified Environmental Trusts (QETs) in financing mine site rehabilitation in "Taxation Issues for the Mining Industry � 2007 Update" (presented at the September 2007 Mines Ministers' Conference). In addition, the Mines Ministers Conference 2007 was provided with detailed analysis of administrative guidelines for using Canadian Exploration Expense tax treatments and on industry's proposal to allow flow-through share financing for QETs. Further consultations were held with exploration associations at follow-up Intergovernmental Working Group (IGWG) meetings regarding policy options to address declining base-metal reserves in Canada and to remove barriers to exploration near existing mines.

Progress during fiscal year 2008-2009 included:

The tabling of a report at the Mines Ministers Conference 2008 that included analysis and conclusions on three industry proposals to help address declining base-metal ore reserves.

• Further consultations with Finance Canada and the Canada Revenue Agency will be held to explore the practicality of a proposal to stimulate mineral exploration on properties closed for more than five years. Further research and analysis required and will be undertaken regarding tax incentives and deep drilling near existing mines as a means of increasing base-metal reserves.
  
• Internal study was undertaken of new mine status cases referred to NRCan over the last ten years and the implications that a 60- month rule would have had on the decisions made. The conclusions and options related to the study will be released shortly.
  
• To promote exploration, in conjunction with Canada Revenue Agency, NRCan presented a public awareness session on incentives for mineral exploration, on the margins of Roundup 2009. Agreement was reached to approach industry experts for technical information regarding the practicality of implementing/defining eligibility requirements for a deep drilling incentive. Further research and analysis is required and will be undertaken regarding the Mineral Exploration Tax Credit (METC) and deductibility of overhead expenses. The IGWG on the Mineral Industry tax subcommittee will continue to focus on these proposals to stimulate exploration and, in the long-term, increase base-metal reserves.

Develop and implement an information system on mining research across Canada.

(SDS Target 1.2.2.1)

Development and implementation of information system.

Early progress during fiscal year 2007-2008 included the development and implementation of information in the MineCan database (used as the reference database of the Canada Mining Innovation Council (CMIC), increasing from the earlier listing of 37 major research projects to 96 entries of current research projects performed by about 80 principal investigators from 5 research organizations.

Progress during fiscal year 2008-2009 included:

• The continuation of the development of the MineCan Website, which now includes a list of Laboratories and Research Facilities in Canada as well as Mining Engineering Staff at the several institutions. Separate lists identify those working in Mineral Processing, Mining Extraction, and Environment. Efforts continue to urge all mining researchers to list their projects. By the end of June 2009, it is expected that 136 research projects and fifteen participating organizations be listed.
  
• The continuation of development of the MineCan Website (content and software).

Develop and deploy an innovative process to enhance the recovery of gold and silver.

(SDS Target 1.2.2.2)

Development and deployment of the process.

Early progress during fiscal year 2007-2008 included the identification of CANMET Enhanced Leaching Process (CELP) chemical reaction mechanisms, and provided improved understanding of the parameters and confirmed the superiority / advantages of CELP to conventional processes. The first commercial implementation of the technology reached the start-up phase at the Canadian owned Kinross Kupol Mine in northern Russia.

Progress during fiscal year 2008-2009 included:

• Continued to identify CELP chemical reaction mechanisms, provide improved understanding of the influential parameters and confirm the superiority/ advantages of the CELP over conventional processes.
  
• The first commercial application of the technology reached full operation, with a performance above expectation at the Canadian owned Kinross Kupol Mine in northern Russia. The technology proved to be very robust according to Kinross.

Analyze the current state of water use in natural resource sectors based on available data.

(SDS Target 1.2.4.2)

Completion of synthesis document.

Early progress during fiscal year 2007-2008 included the drafting of a synthesis document and undertaking of internal and external consultations (Environment Canada and Statistics Canada).

Progress during the course of fiscal year 2008-2009 included:

• Task completed. Fact sheets providing key messages and statistics regarding water use by the natural resource sectors were completed, and will be published electronically in April 2009 on the NRCan website: http://www.nrcan-rncan.gc.ca/com/resoress/
  publications/wateau/index-eng.php.

Develop improved materials and processes to achieve more energy-efficient, lower-emission vehicles.

(SDS Target 1.3.2.1)

Development of a new high-temperature aluminum-copper alloy and a metal-matrix composite for application in automobiles.

Granting of the patent application and completion of foundry trials.

Improvement in energy efficiency and reduction in manufacturing costs through the application of hydroforming using ultra-high strength steels.

Early progress during fiscal year 2007-2008 included, in the case of the Aluminum-copper alloy, submission of a preliminary report on the development of the new alloy to the industry partner. Pending notification from the industry partner, foundry trials commenced. An Intellectual Property Disclosure Kit was not prepared due to patent search and potential for infringement on recent patents. The final report was submitted to the customer, who is proceeding on a tangential path to commercialization with a similar but patently different processing route. In the case of Ultra High-strength Steel, the report to industry was delayed until completion of additional welding trials planned for September 2008.

Progress during fiscal year 2008-2009 included:

• Aluminum-copper alloys: Reports are in the process of preparation and submission into peer-reviewed journals. The alloy was tested for castability and properties by the client and found to meet the requirements. A manuscript was submitted and accepted for publication by The Minerals, Metal and Materials Society (2009). Another manuscript on the characterization of the alloy will be prepared soon. The project is completed successfully.
  
• Ultra High-strength Steel: Completed the work with the Automotive Steel Partnership on Ultra High Strength Steel tubing for experimental work on welding of automotive framing members. The draft report was sent to the Partnership in February 2009 for review. The final report will be sent in June 2009. The research resulted in the definition of the optimal welding conditions for the subsequent hydroforming of Dual Phas (DP) 780 steel and Transformation Induced Plasticity (TRIP) Steel.

Work with the Canadian Environmental Assessment Agency (CEAA) and other government departments to develop innovative approaches to improve regulatory efficiency in the natural resource sectors.

(SDS Target 1.5.1.1)

Number of innovative approaches developed.

Number of pilot projects.

Early progress during fiscal year 2007-2008 included provision of support to the NRCan-led Deputy Minister (DM) task force that developed recommendations that lead to the Budget 2007 announcement of $150 million over 5 years to improve the performance of the regulatory system for major resource projects. NRCan also led the following:

� The development of a joint Memorandum to Cabinet to obtain policy and funding approval to create the Major Projects Management Office (MPMO) within NRCan and increase capacity funding to key federal regulatory departments (approved June 2007);

� The development of a new Cabinet Directive on Improving the Performance of the Regulatory System for Major Resource Projects that creates a new governance framework for the management of federal regulatory responsibilities pertaining to regulatory approvals of major new resource projects, which includes the establishment of Project Agreements, a new DM-level oversight committee and the mandate for the MPMO (approved June 2007);

� The negotiation of a Memorandum of Understanding (MOU) that articulates the roles and responsibilities of the key regulatory department in implementing the MPMO Cabinet Directive (signed by DMs of NRCan, Environment Canada (EC), Transport Canada, Department of Fisheries and Oceans, Indian and Northern Affairs Canada, CEAA, the National Energy Board and Canadian Nuclear Safety Commission in August 2007)

� The development of an omnibus Treasury Board submission to obtain approval of funding announced in Budget 2007 to improve the performance of the regulatory system for major resource projects (approved September 2007;

� An interdepartmental study to map the federal regulatory process for new mining projects and to develop recommendations on how to increase the efficiency and effectiveness of this process (final report distributed September 2007).

In terms of pilot projects, NRCan developed and launched the Natural Resources Regulatory Web Portal, a one-window on-line tool directing the public to sites with information about natural resource regulations. (July 2007). NRCan also launched a pilot project called BizPaL+ to serve as the single point of contact for entrepreneurs that provides access to information on permits and licences needed from all orders of government to start or operate a business. NRCan, in collaboration with Industry Canada and provincial/territorial and local governments, undertook and completed business process mapping for various natural resource sectors in British Columbia, Yukon and Saskatchewan.

Progress during fiscal year 2008-2009 included:

• NRCan consolidated the federal regulatory content required to complete the BizPaL+ pilot (March 31, 2009).
  
• To fully implement BizPaL+, the regulatory content from the provinces and territories must also be made available. Industry Canada estimates that at the current pace of development, BizPaL+ content could be fully developed within a year.

A minimum of five new members join the Intergovernmental Forum on Mining, Minerals, Metals and Sustainable Development, and the Forum adopts a clear set of priorities.

(SDS Target 2.1.1.3)

Number of new members.

Adoption of priorities by the Forum.

Early progress during fiscal year 2007-2008 included the holding of a successful annual meeting of the Forum with 80 delegates from member countries. The meeting focussed on policies and practices to optimize benefits at community and national levels and on threats to market access for minerals and metals. The United Nations Commission on Sustainable Development (UNCSD) Committee intends to coordinate effective contributions to the UNCSD review of mining in 2010-11 at national, regional and global levels. At the Forum's annual meeting referenced above, a strategy was adopted to prepare for the UNCSD meeting in 2010-2011. In total, five new members joined the Forum: Mexico, India, Botswana, Papua New Guinea and Mozambique.

Progress during fiscal year 2008-2009 included:

• Circulation of a first draft of the policy framework to members of the Forum for their review and comments. The draft policy framework is now under revision.
  
• The agenda for the November 2008 Annual General meeting of the Forum was finalized, invitations sent to members, and the meeting was held. The Forum now comprises 41 members, and two observers (Chile and the European Commission) attended the November 2008 meeting.

Enhance leadership on international science and technology related to natural resources, and joint knowledge development with partner countries.

(SDS Target 2.1.2.1)

Strategic approach for development of joint knowledge and understanding of sustainable development of natural resources.

Three new regional monographs developed to promote international cooperation and compliance with natural resource commitments.

Early progress during fiscal year 2007-2008 included the agreement to proceed with Canada's participation in this initiative, and a Canadian position paper was developed to consolidate Canada's approach. Canada's funding of the United Nations Environment Program (UNEP) Steering Committee of the Resource Panel was also secured and eminent Canadian scientists for the Panel were identified. In addition, Canada became a formal supporter of the UNEP Panel and a member to the Panel's Steering Committee. Canada's nomination of Dr. Yvan Hardy (NRCan's former Chief Scientist) as an eminent Canadian Scientist was accepted.

Further progress during fiscal year 2008-2009 included:

• The continued contribution by NRCan to the planning and work of the Panel, as well as representation by NRCan of the Government of Canada at the Steering Committee meetings. NRCan, as the Canadian representative on the file also consulted with the Assistant Deputy Minister (ADM) Science and Technology (S&T) Integration Board in the development of Canada's input to this process.
  
• At the November 2008 and Committee meeting in Santa Barbara, California, NRCan was successful in advancing Canada's approach to water issues as the basis for a new working group on Water Efficiency.
  
• In addition, NRCan through the ADM S&T Integration Board is looking to identify additional Canadian scientists for the panel.

Establish a pilot quarterly information platform for Canadian Trade Commissioners on Canadian efforts to ensure sustainable natural resource development and use.

(SDS Target 2.1.2.2)

New partnerships to provide information and data on NRCan best practices and innovations.

Three new regional monographs developed to promote international cooperation and compliance with natural resource commitments.

Early progress during fiscal year 2007-2008 included the securing of support within NRCan and the Department of Foreign Affairs and International Trade's (DFAIT) Trade Commissioner Service for a pilot of the Platform and the development of the Proposal outline. Following further discussion with DFAIT, there was a change in priorities and it was decided that this initiative should be postponed until further notice.

However, NRCan continued to provide information to Canada's Embassy in Beijing, China, through an NRCan employee, a natural resource specialist, there. NRCan also worked on the development and completion of an America's Strategy, which was approved by senior management.

During fiscal year 2008-2009:

• NRCan's natural resource specialist at the Canadian Embassy in Beijing worked as part of a larger natural resource team at the Embassy, provided bi-weekly reports to NRCan on broad political and economic developments that may affect NRCan's sectors, worked to advance issues under the MOUs that NRCan has with the Chinese government, identified trade and investment opportunities for NRCan, provided information on market access and trade policy issues, and assisted in the organization of promotional and other market development initiatives.
  
• NRCan is currently developing its departmental China and India Strategy. Both countries are emerging markets for Canadian natural resources and are priority countries within Canada's Global Commerce Strategy. The two strategies will provide an integrated strategic approach to NRCan's engagement with China and India that will promote a competitive natural resources advantage for Canada. It will also position NRCan within the Government's foreign strategy as the key department with policy and science expertise on natural resources issues. The strategies will provide an overview of the department's current activities with China and India and identify future areas of collaboration.

Contribute to the development of the Arctic Energy Summit (AES), in partnership with the United States, as part of the International Polar Year.

(SDS Target 2.1.3.1)

Development of a vision and direction for energy and energy technology in the circumpolar north to be adopted by the Arctic Council.

Participation in the AES Conference and Exposition to advance NRCan science, technology and policy expertise.

Early progress during fiscal year 2007-2008 included the provision by NRCan to the AES organizers an outline of Canada's contribution and priorities for this event. NRCan secured Canada's financial contribution to this event and identified Canada's representation on the Arctic Energy Action Team (AEAT). NRCan represented Canada at the AES, and provided further input to the outcomes of the Summit, including an international Arctic Energy Dialogue and action plan.

During fiscal year 2008-2009:

• NRCan continued to participate in the development of the AES's Action Plan and provided input gathered from within the department as well as through consultations with DFAIT, EC, and Indian and Northern Affairs Canada.
  
• NRCan also contributed to the development of the Action Plan into a Ministerial report that was presented at the April 29, 2009 Arctic Council Ministerial Meeting, in Tromso, Norway.

Minimize or eliminate unnecessary restrictions on market access and investment in the area of metals.

(SDS Target 2.1.4.3)

Completion of a roadmap on the flow of metals through their life cycle, for the international Council on Mining and Metals.

Completion of a report on metals' depletion related to life-cycle assessment, for the United Nations Environment Programme / Society for Environmental Toxicology and Chemistry.

Early progress during fiscal year 2007-2008 included the delivery of a presentation to an international conference, "Light Metals Technology 2007" at St‑Sauveur QC, in August 2007. In addition, the work by CANMET-Mining and Mineral Sciences Laboratories (MMSL) to develop a technical description on how to measure the recycling of metallic materials was accepted by industry and resulted in publication of the "Declaration of the Mining Industry on Recycling Principles" by International Council on Mining and Metals. Also, the project to conduct a complete Life Cycle Assessment (LCA) of a part made of various alloys to be used in a luxury passenger car was expanded to ensure buy-in from China on the life cycle framework.

Progress during fiscal year 2008-2009 included:

• Ongoing consultation with China to obtain the required data on magnesium production.
  
• In December 2008, CANMET‑MMSL participated in a workshop on LCA and magnesium production in China. LCA data associated with the magnesium production have been validated. LCA comparison for aluminum auto parts has been completed with the active support of the World Aluminum Association. The final report will be completed by August 2009.

Build strategic analysis of linkages between trade and investment, competiveness and corporate social responsibility (CSR).

(SDS Target 2.1.5.2)

Completion of a series of short working papers/briefings on key techniques and issues, and lessons learned, linking economic performance, competitiveness and CSR.

Early progress during the first half of fiscal year 2007-2008 included the use by NRCan of a sustainable development Free Trade Agreement (FTA) assessment tool to initiate intradepartmental discussion on the possibility of including Corporate Social Responsibility language in trade agreements, including offering possible text. This contributed to whole-of-government consensus to include language in the Colombia/Peru FTA.

Beginning in the latter half of fiscal year 2007-2008 and continuing on an ongoing basis through fiscal year 2008-2009:

• NRCan has supported liberalization of trade, while safeguarding environmental objectives.
  
• The Department has also shared information on the aforementioned issues with international organizations such as the OECD. NRCan contributed to the multilateral process of drafting ISO 26000 standard on Social Responsibility, which includes, but is not limited to corporate social responsibility considerations.

Work with other government departments and the Canada School of Public Service to design and deliver new Government of Canada sustainable development training material.

(SDS Target 3.1.1.1)

Completion of training materials and commencement of implementation of training.

Early progress during fiscal year 2007-2008 included the contribution of NRCan, in partnership with ten federal departments, to the development of a course on the topic of Sustainable Development (SD).

During fiscal year 2008-2009, the course, entitled Sustainable Development: Turning Principles into Practice (T727), was piloted by the Canada School of Public Service and subsequently launched in September 2008.

Department vision and strategies for Information Management (IM) and Information Technology (IT).

(SDS Target 3.1.2.1)

Development of departmental perspective on all IM and IT activities and where IM and IT dollars are spent.

Development of investment plans.

Updating of governance structure with increased business input / representation and strategic focus.

Early progress during fiscal year 2007-2008 included: senior management approval of NRCan's I-Vision; the completion and approval of the Enterprise I-Strategy (which outlines eight objectives in support of the five outcomes of the departmental I-Vision) and the approval of the Terms of Reference and membership for the new I-Governance committees. In addition, an effective approach to investment planning was provided through the development of: a Portfolio Management Framework that addresses how Information Management and Technology (IMT) Projects will be identified, selected, evaluated and controlled; a draft Enterprise IMT Strategic Plan that outlines strategic directions and investments for IMT based on operational activities and IMT projects that meet business requirements; and appropriate templates in the then developing departmental business planning process to capture investments in IMT. Innovation was also utilized to provide opportunities to enhance management of information through the introduction of an NRCan Resource Wiki and related processes.

During fiscal year 2008-2009, NRCan continued to make progress to moving towards an Enterprise approach to the management of IMT:

• In consultation with TBS, draft developed of the NRCan Investment Plan � Assets and Acquired Services as required by the new Policy on Investment Planning � Assets and Acquired Services, which contains content for IT assets and IMT enabled projects (IT represents a sizeable amount of the total assets). This draft Plan is now under review by both senior NRCan management and TBS towards creating a final version for submission to TBS in Fall 2009.
  
• Developed enterprise approaches for planning and reporting to reduce the burden of information collection essential to the planning of IMT in the Department.
  
• Launched a Project Management Information System (PMIS) IT Task Team to review the existing 7 PMIS systems to determine if any single or one enhanced system could support departmental project management information requirements. A recommendation was submitted to EIC for consideration.
  
• Developed/enhanced a number of project management processes and templates. Validation is under way, in terms of the approach and implementation plans for a future deployment of the project management discipline for IMT. A well defined and implemented project management discipline is essential for the future deployment of the Portfolio Management Framework that addresses how IMT Projects will be identified, selected, evaluated and controlled.
  
• Developed a Business Case for the introduction of an Enterprise Resource Planning solution in NRCan, which will, as part of its scope, address Project Management information requirements.
  
• A Project Management Framework for IMT projects has been approved and development is underway of an action plan for implementation.
  
• Developed a number of policy instruments in support of NRCan's Enterprise Architecture and Government of Canada strategic directions as they relate to the management of IMT.
  
• Endorsement of the NRCan Resource Wiki/collaborative approach continued with additional processes, users and knowledge migrating or being created on the Wiki (to date, over 1/3 of NRCan users are registered on Wiki).
  
• Work continues on other pathfinders to determine the collaborative tools direction for NRCan and provide a more enterprise approach to the development of knowledge.
  
• The NRCan library consolidated onto a single interface and platform the EBSCO platform and eight bibliographic databases to enable all NRCan users access at an enterprise level.
  
• Work in support of IMT Architecture Program progressed (to date, 29 articles have been written on the NRCan Resource Wiki and includes the Enterprise Architecture Blueprint that sets out the principal IMT architectural goals).