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The Honourable John Baird
Minister of the Environment and
Minister responsible for the Canadian Environmental Assessment Agency
1.1 Minister’s Message
1.2 Management Representation Statement
1.3 Summary Information
1.4 Agency Priorities by Strategic Outcome and Program Activity
1.5 Agency Plans and Priorities
1.5.1 Program Priorities
1.5.2 Management Priorities
1.5.3 Program Activity – Efficient and Effective Environmental Assessment
1.5.4 Agency Operating Environment and Challenges
1.5.5 Stakeholders and Partners
1.5.6 Linking Agency Program Activities to Government of Canada Outcomes
Section 2 – Analysis of Program Activities by Strategic Outcome
2.1 Analysis by Program Activity
2.1.1 Strategic Outcome
2.1.2 Program Activity: Efficient and Effective Environmental Assessment
Section 3 – Supplementary Information
3.1 Organizational Information
3.2 Agency link to the Government of Canada Outcomes
Table 1: Departmental Planned Spending and Full-Time Equivalents
Table 2: Voted and Statutory Items Listed in Main Estimates
Table 3: Services Received Without Charge
Table 4: Sources of Respendable Revenue
Table 5: User Fees
Table 6: Major Regulatory Initiatives
Table 7: Sustainable Development Strategy
Table 8: Internal Audits and Evaluations
Section 4 – Other Items of Interest
I am pleased to present the Canadian Environmental Assessment Agency’s (the Agency) 2007-2008 Report on Plans and Priorities. This report outlines the Agency’s key plans, priorities and expected results for Canadians over the next three years.
In leading the implementation of the federal environmental assessment process, the Agency maintains a commitment to high-quality, efficient environmental assessments and promotes continuous learning and improvement.
The Agency achieves these goals by focusing on three key priorities: building and maintaining a legislative, regulatory, and policy framework that enables the delivery of high-quality environmental assessments in a predictable, certain and timely manner; actively leading the federal environmental assessment process and coordinating federal environmental assessment activities with other jurisdictions; and building the capacity to deliver on existing and new responsibilities.
To advance these key priorities, the Agency promotes an integrated, project-management approach to environmental assessments, as well as ensures public access to credible and relevant environmental analysis materials and opportunities to engage in environmental assessments.
In the last year the Agency has faced a significant increase in the numbers of complex projects being assessed. In order to continue to provide high-quality environmental assessments for Canadians, the Agency has redoubled its efforts to pursue excellence, recognizing that success is predicated on the professionalism, dedication and performance of its staff.
By embracing innovative approaches for addressing new and existing challenges, I am confident the Agency will continue to lead efforts to ensure that Canada has a progressive and robust federal environmental assessment framework well into the future.
It pleases me, therefore, to submit the Agency’s 2007-2008 Report on Plans and Priorities.
John Baird
Minister of the Environment and
Minister responsible for the Canadian Environmental Assessment Agency
MANAGEMENT REPRESENTATION STATEMENT |
I submit for tabling in Parliament, the 2007-2008 Report on Plans and Priorities for the Canadian Environmental Assessment Agency. This document has been prepared based on the reporting principles contained in the Guide to the Preparation of Part III of the Estimates: Reports on Plans and Priorities and Departmental Performance Reports:
Name: Jean-Claude Bouchard |
Reason for Existence – The Canadian Environmental Assessment Agency (the Agency) provides leadership and serves as the centre of expertise for federal environmental assessment processes. The Agency‘s mandate is to provide Canadians with high-quality environmental assessments that contribute to informed decision making in support of sustainable development. The strategic outcome that defines the work of the Agency is “Environmental assessment is an integral part of program and policy decision-making.” The Agency’s program activity is “Efficient and Effective Environmental Assessment”. This work is achieved through two key programs: providing leadership and expert advice in support of environmental assessment; and developing, maintaining and improving the federal environmental assessment framework and building and clarifying linkages with other environmental assessment regulatory frameworks. |
Financial Resources ($ thousands)
2007-2008
|
2008-2009
|
2009-2010
|
---|---|---|
16,540
|
16,040
|
15,899
|
Human Resources (Full Time Equivalent-FTE)
2007-2008
|
2008-2009
|
2009-2010
|
---|---|---|
155
|
155
|
155
|
Detailed Agency plans to deliver expected results are contained in Section II – Analysis of Program Activity by Strategic Outcome.
Strategic Outcome: Environmental assessment is an integral part of program and policy decision making |
Estimated Planned Spending ($ thousands)
|
||||
---|---|---|---|---|---|
Program Activity: | Priority | Type |
2007-2008
|
2008-2009
|
2009-2010
|
Efficient and effective environmental assessment | No. 1 Build a framework for more integrated environmental assessments. |
Ongoing |
4,135
|
3,208
|
3,180
|
No. 2 Assume a more active leadership role in federal environmental assessment. |
Ongoing |
9,097
|
9,624
|
9,539
|
|
No. 3 Build the capacity to deliver on existing and new responsibilities. |
Ongoing |
3,308
|
3,208
|
3,180
|
|
Total |
16,540
|
16,040
|
15,899
|
||
Notes: |
Led by the President, who reports directly to the Minister of the Environment, the Agency is mandated by the following instruments:
The Agency also assists the Minister of the Environment in implementing the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals by providing training and guidance to federal authorities on environmental assessment considerations and requirements in respect to proposed policies, plans and programs.
As well, the Agency works with federal authorities on the application of the Cabinet Directive on Implementation of the Canadian Environmental Assessment Act. The Agency provides advice and guidance on the Directive’s expectations, as well as leading interdepartmental efforts to advance the Directive’s goals of delivering high quality environmental assessments in a predictable, certain and timely manner.
The President of the Agency has been designated by order-in-council as the federal administrator of the environmental and social protection regimes set out in chapters 22 and 23 of the 1975 James Bay and Northern Quebec Agreement.
Beyond established program activities with respect to federal environmental assessment, a specific focus of the Agency‘s 2007-2008 plans and priorities is to better integrate and streamline the federal environmental assessment processes.
The current federal environmental assessment system is largely based on the principle of self-assessment. Consequently, departments and agencies have their own discrete environmental assessment responsibilities to execute, though often in relation to the same project. The resulting decentralized system has some advantages, but it also has significant shortcomings. The March 2005 document, Smart Regulation: Report on Actions and Plans, updated in October 2005, identified planned improvements to environmental assessment as a priority. As part of the 2006 Economic and Fiscal Update, the government committed to work on the implementation of a more streamlined environmental assessment process based on greater coordination both within the federal government and with provincial and territorial governments. The Agency is working on options for improving the federal environmental assessment process.
In November 2005, the Cabinet Directive on Implementation of the Canadian Environmental Assessment Act took effect. The Directive sets out the expectations of ministers regarding the Agency‘s leadership role and instructs the Agency and federal authorities on how they should conduct themselves to deliver high-quality environmental assessments in a timely and predictable manner. The Agency has played a critical role in the implementation of this Directive.
The Agency will move forward in discussing opportunities for more integrated federal environmental assessments with stakeholders and develop options for Ministers‘ and potentially Parliament‘s consideration. As well, efforts will continue to refine and streamline federal-provincial agreements to ensure more integrated environmental assessments.
The Agency has three priorities over this planning period: build a framework for more integrated environmental assessment, play an active leadership role in federal environmental assessment and build the capacity to deliver on existing and new responsibilities.
Through these three priorities, the Agency will also show increasing leadership in delivering its regular ongoing key programs to partners and stakeholders. For details on these activities, see Section II – Analysis of Program Activity by Strategic Outcome.
The Management Accountability Framework (MAF) is an initiative implemented by the Treasury Board Secretariat in 2003 that is used to measure an organization’s success in implementing modern management practices. The framework brings together a number of elements of other frameworks, such as the Modern Comptrollership initiative, Human Resources Modernization, the Service Improvement Initiative and Government On-Line.
The Agency has made significant progress in implementing the MAF: a governance structure has been formalized; authorities and delegations have been articulated and communicated to staff; the Policy Framework is in place; the Planning and Performance Reporting (Program Activity Architecture) has been approved and is used in this document; and management and employees have been informed of their responsibilities with respect to public service values and ethics.
MAF initiatives will be refined and updated as required by evolving circumstances over the planning period. Particular focus will be placed on human resources and results and performance evaluation.
Human resources management is another of the Agency’s management priorities. The Agency’s comprehensive Human Resources Plan serves as a foundation for integrating business and people management, and for HR decision making. The Agency will work to ensure that its diverse workforce reflects Canadian society.
To ensure the continued success and full implementation of Human Resources Modernization, the Agency will continue to modernize its HR framework and take full advantage of new flexibilities, including through the interdepartmental environmental assessment Recruitment and Development Program, which will begin to address the shortage of environmental assessment practitioners in the federal government.
The HR plan’s major objectives are to:
The Agency delivers on its key program responsibilities and addresses its priorities through this program activity.
The Agency plays an important role in providing leadership, guidance, training and recommendations to federal departments and agencies. This helps ensure that environmental assessment activities comply with the Act, reflect effective and efficient environmental assessment practices, consider public values and support the principles of sustainable development. The Agency also promotes consistent approaches to environmental assessments across Canada and with international partners. The Agency works with provincial, territorial and local partners to develop cooperative approaches wherever possible. It also fosters engagement with Aboriginal communities.
This important work is carried out within the following key programs:
Protecting the environment, while continuing to build a strong economy and improving quality of life for Canadians, is an important challenge. Environmental assessment responds to this challenge by ensuring environmental effects are considered before decisions are taken that would allow policies, plans, programs or projects to proceed.
Under the Act, federal departments and agencies must undertake an environmental assessment before they:
Each year, approximately 10,000 environmental assessments are conducted under the Act. Since the Act came into effect in 1995, over 60,000 projects have been assessed.
Projects subject to environmental assessment or policies, plans and programs subject to strategic environmental assessment often raise important issues associated with socio-economic development, environmental protection, Aboriginal interests and federal–provincial/territorial cooperation. Environmental assessment must continually adapt to emerging trends such as new scientific methods and insights or evolving public expectations and jurisprudence.
The following provides an overview of the issues and challenges the Agency faces in delivering its key programs.
Shared Environmental Management Responsibility
Under the Canadian Constitution, responsibility for environmental management is an area of shared jurisdiction among various levels of government. To minimize duplication and delays, the Agency works with provinces and territories to bring about greater cooperation in environmental assessment and promote the consistent and predictable application of environmental
assessment across Canada. This shared environmental management responsibility is realized by implementing or renewing bilateral agreements, and working with provinces and territories on initiatives that serve to improve the coordinated delivery of environmental assessment.
Integrating Competing Interests
Projects subject to environmental assessment often give rise to many sensitive issues related to development, community and public expectations, environmental protection, Aboriginal interests and federal-provincial relations. Projects being assessed can often be complex, with competing interests. Integrating these interests while maintaining productive relationships and
delivering high-quality assessments, that meet the expectations of Canadians, in a timely and predictable manner, is an ongoing challenge.
Strength of the Canadian Economy
The number of environmental assessments required pursuant to the Act is a function of the strength of our economy. The expansion of the Canadian economy has led to a more than 50% increase in major projects subject to review under the Act in the past year alone and another 20% increase is predicted for the natural resource sector in the near future. The delivery of timely
and effective environmental assessments in the face of this increase in activity is an on-going challenge.
Aboriginal Peoples
The recognition of Aboriginal self-government and the development of land claim agreements have reshaped environmental assessment throughout Canada. The Agency is working with Aboriginal groups and Indian and Northern Affairs Canada to ensure that environmental assessment regimes developed under these comprehensive land claims, self-government agreements and sectoral
arrangements meet key environmental assessment requirements and take into account specific Aboriginal interests.
Consistent with legislative changes introduced through Bill C-9, an act to amend the Canadian Environmental Act, the Agency is also considering how best to engage Aboriginal peoples and consider their interests in environmental assessments and with respect to policy issues related to the Act.
The Supreme Court of Canada has established that the Crown – federal and provincial – may have the duty to consult, and possibly accommodate, Aboriginal peoples in relation to the potential infringement of Aboriginal rights and titles. The same Crown‘s decision-making authority that triggers an environmental assessment under the Act may also trigger this “constitutional duty of consultation”. The Agency is examining how it may better coordinate and, where appropriate, integrate environmental assessment and Crown consultation requirements in a way that will enhance both processes and lead to better and more informed federal decisions.
Improved Federal Policy Development
The Agency is a strong advocate for the application of strategic environmental assessment (SEA) as a tool to support integrated decision making. Since the implementation of the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals (the Cabinet Directive), federal departments have increasingly recognized the role of this valuable
tool in helping to promote sustainable development. In its role to promote application of SEA, the Agency will continue to provide training, develop guidance and provide advice and support to departments and agencies as needed. The Agency will also continue to develop its advocacy and advisory role, track national and international developments in the field (such as the
emerging interest in regionally-focused environmental assessment), and provide leadership to address identified deficiencies in this evolving field of policy research. The Agency will support the work of a multi-stakeholder advisory committee looking at ways of improving SEA. The Agency has also been called upon to play an oversight role in managing the evaluation of the
Cabinet Directive to be completed by 2008.
International Community
International partnerships give Canada the opportunity to share environmental assessment expertise and, at the same time, access the research being undertaken in other countries. Keeping in step with the environmental initiatives of international organizations and other countries also helps to ensure the competitive position of Canadian exporters. In addition,
Canada’s international environmental assessment responsibilities must respect foreign policy and trade practices, and ensure consistency with the processes of other countries and organizations. As a party to the United Nations Economic Commission for Europe Convention on Environmental Impact Assessment in a Transboundary Context, Canada is required to meet
the obligations that it subscribed to under the Convention. Within the North American context, the Agency is working with the United States and Mexico to seek the development of a trilateral agreement on Transboundary Environmental Impact Assessment.
The Agency works with a wide range of stakeholders and develops partnerships to promote sound environmental assessment practices in Canada and abroad. In support of this work, the Agency maintains and supports several mechanisms for receiving advice and consulting with stakeholders and partners, notably the Minister‘s Regulatory Advisory Committee (multi-stakeholder), the Senior Management Committee on Environmental Assessment (federal departments and agencies) and the Environmental Assessment Administrators Committee (provincial and territorial governments). It is also developing additional mechanisms for consultation with Aboriginal peoples.
The Agency includes the following among its stakeholders and partners:
The following paragraphs illustrate how the Agency’s strategic outcome links to the Government of Canada’s performance outcome of “strong economic growth”.
An effective and efficient environmental assessment process provides net ecological, economic and social benefits to society and demonstrates that environmental assessment practice leads to verifiable and durable improvements in environmental quality and community well-being.
Increase in demand for energy is likely to result in more energy-related development projects. Environmental assessment is a useful tool for promoting consideration of the Government’s climate change policies and the potential effects of climate change in project development.
In a global economy, countries must compete for foreign investment. Environmental sustainability is an emerging basis for competitiveness, with consumers, producers and investors all responding to this change. The efficiency and effectiveness of the environmental assessment process can contribute to a positive view of the country. A more certain, timely and predictable environmental assessment process will also strengthen Canada’s investment climate and international competitiveness.
The Agency has one strategic outcome: “Environmental assessment is an integral part of program and policy decision-making.” This strategic outcome is accomplished through one program activity as noted below.
This section provides details on the Agency’s program activity and its two key programs: providing leadership and expert advice in support of environmental assessment, and developing, maintaining and improving the federal environmental assessment framework and building and clarifying linkages with other environmental assessment regulatory frameworks.
Key Program: Providing leadership and expert advice in support of environmental assessment | ||
Description: Stronger Agency leadership will support more timely and effective environmental assessment, enhance the Agency’s credibility among its stakeholders, enable it to test innovative operational approaches that reduce fragmentation and lay the groundwork for possible legislative improvements. | ||
Plan | Result | Indicator |
---|---|---|
Reduce costs and delays in the federal environmental assessment process by avoiding duplication; increasing certainty of process and resolving issues. Supports Priorities 1 & 2 |
|
|
Encourage and improve public participation in the conduct of comprehensive studies and panels which will help ensure integration of environmental factors into the decision making process. Supports Priority 1 & 2 |
|
|
Provide tools and mechanisms that support improved implementation of the federal environmental assessment process Supports Priorities 1 & 2 |
|
|
Provide training and guidance instruments that support high quality environmental assessment Supports Priorities 2 & 3 |
|
|
2007-2008
|
2008-2009
|
2009-2010
|
|
---|---|---|---|
Financial Resources ($ thousands) |
11,927
|
11,427
|
11,286
|
Human Resources (FTE) |
113
|
113
|
113
|
Key Program: |
||
Description: |
||
Plan | Results | Indicator |
Build a sound and comprehensive federal environmental assessment framework that fosters coordination and cooperation across government and with other jurisdictions and contributes to sustainability outcomes. Supports Priority 1 |
|
|
Build the knowledge base and provide and solicit advice to support environmental assessment framework development while advancing the Agency’s interests domestically and abroad. Supports Priority 1 & 3 |
|
|
2007-2008
|
2008-2009
|
2009-2010
|
|
Financial Resources ($ thousands) |
4,613
|
4,613
|
4,613
|
Human Resources (FTE) |
42
|
42
|
42
|
The reporting structure to the Minister of the Environment is shown in the figure below.
Planned Spending: $16,540K with 155 FTEs
2007-2008
|
||||||||||
Strategic Outcome: Environmental assessment is an integral part of program and policy decision-making | ||||||||||
($ thousands)
Program Activity
|
Budgetary
|
Non-Budgetary
|
||||||||
Operating
|
Capital
|
Grants and Contributions
|
Gross
|
Respendable Revenue
|
Net
|
Loans, Investments and Advances
|
Total Main Estimates
|
Adjustments (planned spending not in Main Estimates)
|
Total Planned Spending
|
|
Effective and Efficient Environmental Assessment |
17,598
|
-
|
2,443
|
20,041
|
(3,501)
|
16,540
|
-
|
16,540
|
-
|
16,540
|
Total |
17,598
|
-
|
2,443
|
20,041
|
(3,501)
|
16,540
|
-
|
16,540
|
-
|
16,540
|
($ thousands)
|
Forecast Spending
2006-2007 |
Planned Spending
2007-2008 |
Planned Spending
2008-2009 |
Planned Spending
2009-2010 |
---|---|---|---|---|
Efficient and Effective Environmental Assessment |
20,884
|
20,041
|
19,541
|
19,400
|
Less Respendable revenue |
(3,501)
|
(3,501)
|
(3,501)
|
(3,501)
|
Total Main Estimates |
17,383
|
16,540
|
16,040
|
15,899
|
Adjustments: Supplementary Estimates |
|
|
|
|
Carry Forward of 2005-2006 Eligible Lapsing Funds |
430
|
|
|
|
Northern Energy Development – transfer from Natural Resources Canada for the Participant Funding |
167
|
|
|
|
Northern Energy Development – transfer from Environment Canada for the Participant Funding |
650
|
|
|
|
Re-profiling of funds to 2006-2007 for the Participant Funding |
37
|
|
|
|
Transfer from Environment Canada for compensation for collective bargaining |
169
|
|
|
|
Compensation for Collective Agreements |
(500)
|
|
|
|
Re-profiling of funds to 2007-2008 for the Participant Funding |
|
|
|
|
Total Adjustments |
1,120
|
0
|
0
|
0
|
Total Planned Spending (note) |
18,503
|
16,540
|
16,040
|
15,899
|
|
|
|
|
|
Total Planned Spending |
18,503
|
16,540
|
16,040
|
15,899
|
Plus: Cost of services received without charge |
3,264
|
3,316
|
3,365
|
3,416
|
Net Cost of Program |
21,767
|
19,856
|
19,405
|
19,315
|
|
|
|
|
|
Full-Time Equivalents |
157
|
155
|
155
|
155
|
Note: The funding decrease in Total Planned Spending over the planning horizon is mainly explained by reduced funding for initiatives such as Sydney Tar Ponds and Northern Gas Pipeline Project as well as the British Columbia Treaty Negotiation Process sunsetting in 2008-09.
2007-2008
|
|||
Vote or Statutory Item | Truncated Vote or Statutory Wording |
Current
Main Estimates ($ thousands) |
Previous
Main Estimates ($ thousands) |
15
|
Program expenditures |
14,844
|
15,609
|
(S)
|
Contributions to employee benefit plans |
1,696
|
1,774
|
|
Total Agency |
16,540
|
17,383
|
($ thousands) |
2007-2008
|
Accommodation provided by Public Works and Government Services Canada (PWGSC) |
1,660
|
Contributions covering employers’ share of employees’ insurance premiums and expenditures paid by the Treasury Board of Canada Secretariat (excluding revolving funds); Employer’s contribution to employees’ insured benefits plans and expenditures paid by TBS |
642
|
Salary and associated expenditures of legal services provided by Justice Canada |
1,014
|
2007-2008 Services Received Without Charge |
3,316
|
Note: The Agency obtains certain financial, material management, informatics as well as compensation and benefits services under a shared services agreement with Environment Canada.
($ thousands) |
Forecast Revenue
2006-2007 |
Planned Revenue 2007-2008
|
Planned Revenue
2008-2009 |
Planned Revenue
2009-2010 |
Effective and Efficient Environmental Assessment | ||||
Cost recovery for environmental assessment services |
7,295
|
3,351
|
3,351
|
3,351
|
Cost recovery for publications, training and education materials (federal) |
103
|
75
|
75
|
75
|
Cost recovery for publications, training and education materials (external) |
175
|
75
|
75
|
75
|
Total Respendable Revenue |
7,570
|
3,501
|
3,501
|
3,501
|
Note: The revenue derived from recovery of environmental assessments review panel costs is dependent on the level of panel activity that is eligible for cost recovery and may therefore fluctuate.
Name of User Fee |
Fee Type
|
Fee-setting
Authority |
Reason for Planned
Amendment to Fee |
Effective Date of
Planned Change |
Consultation and Review Process Planned
|
---|---|---|---|---|---|
|
|
|
|
|
|
The following table outlines the Agency’s major and significant regulatory initiatives scheduled for submission for legal examination, approval or for implementation during the planning period.
REGULATORY INITIATIVES |
EXPECTED RESULTS
|
---|---|
Amendments to the Exclusion List Regulations: New entries will be added to these regulations to prescribe new classes of projects to be excluded from environmental assessment and to modify thresholds of certain existing entries. |
|
Federal Coordination Regulations will be amended to take into account changes brought about in 2003 by the renewed Act. |
|
Amendments to Canada Port Authority Environmental Assessment Regulations: In accordance with changes brought about by the renewed Act in 2003, amendments to these regulations are needed to ensure the comprehensiveness, consistency, transparency and overall quality of port authorities’ environmental assessment processes. |
|
Airport Authority Regulations: In accordance with changes brought about by the renewed Act, these regulations will close a gap in the Act by requiring airport authorities to conduct an assessment of the environmental effects of projects located on the federal land over which those authorities have administration, management or other specified rights or interests. |
|
Environmental Assessment Review Panel Service Charges Order The Order will be updated to reflect the current costs of providing review panel services and the range of services provided, as well as to incorporate an inflation factor. |
|
1. SDS Departmental Goal: To promote the full and meaningful application of a results-oriented federal environmental assessment framework. |
||
2. Federal SD Goal including GGO goals Governance for Sustainable Development: "Federal SD |
3. Performance Measure from current SDS Improved understanding of how the various components of an effective and efficient environmental assessment framework should work together, and of the strengths and weaknesses of the current framework in supporting integrated decision making. A timelier, coordinated, and consistent approach to the environmental assessment process of major projects is applied. Improved knowledge across government of how to engage the public, including Aboriginal peoples, in high-quality environmental assessments. Regular and consistent training in sustainable development tools for planners and analysts across the government of Canada. Identification of areas requiring improvement in the application of the Cabinet Directive and the Act. Identification of opportunities to better integrate the project review process across jurisdictions. Themes of research and development reflect issues and needs addressed in the Agency’s sustainable development strategies. |
4. Department’s Expected Results for 2007-08 Advance the science and practice of strategic environmental assessment. Promote, and ensure the implementation of initiatives that improve the coordination among stakeholders in federal project environmental assessments. Gain a greater understanding of the effectiveness of the Agency and its supporting legislative and policy tools in achieving coordination among stakeholders. Build knowledge and capacity internally and throughout the federal government in the area of public and Aboriginal peoples’ engagement in environmental assessments. Collaborate with other federal departments and agencies to increase awareness and application of the principles of sustainable development and the sustainable development tools. Evaluate the effectiveness of the SEA and project environmental assessment processes. Examine how the Agency can move toward better integration of the project review process at the national level. Ensure that the research areas promoted and encouraged by the Agency are consistent with, and supportive of, the goals and objectives set out in the Agency’s sustainable development strategies. |
1. Name of Internal Audit/Evaluation |
2. Audit Type / Evaluation Type
|
3. Status
|
4. Expected Completion Date
|
5. Electronic Link to Report
|
---|---|---|---|---|
Evaluation of the Brunswick substitution pilot |
|
Preparatory work done
|
Spring 2007
|
|
Participant Funding Program client satisfaction survey |
|
|
Late 2007
|
|
Corporate Services support the operating programs and activities of the Agency and include many administrative activities normally performed outside program areas and cannot otherwise be allocated as program support overhead.
The objective of the Agency’s Corporate Services is to support the core program activities by providing modern, timely and responsive services that are effective and efficient.
The major elements of corporate services are:
Finance and Administration | Corporate finance and administrative functions, including senior management functions not directly attributable to any specific element of the operations program activity. |
Legal Services | Legal services provided by Justice Canada. |
Human Resources | Resources associated with the provision of human resources management services and products. This includes functions and costs associated with training and professional development. |
Communications | Corporate communication resources associated with the provision of internal and external communications services and products, including translation costs. |
Information Management/Information Technology | Corporate resources associated with the provision of general information management/information technology infrastructure and services. |
The Agency has a total complement of 41 FTEs within corporate services (which, for the purpose of this section, includes legal services), exclusively for internal use. The total budget for the corporate services function is $4,632K. These amounts are included in previous tables.
Director of Communications
Canadian Environmental Assessment Agency
160 Elgin Street, 22nd floor
Ottawa ON K1A 0H3
Telephone: (613) 957-0712
Fax: (613) 957-0946
E-mail: info@ceaa-acee.gc.ca
The Canadian Environmental Assessment Agency’s Web site
www.ceaa-acee.gc.ca
The Treasury Board Secretariat’s Web site
www.tbs-sct.gc.ca