Report on Plans and Priorities 2016–17

The Honourable Jim Carr, P.C., M.P.
Minister of Natural Resources

Canadian Nuclear Safety Commission
2015–16 Report on Plans and Priorities
ISSN: 2292-3322
Catalogue number:  CC171-18E-PDF

© Her Majesty the Queen in Right of Canada, as represented by the Minister of Natural Resources, 2016.

Table of Contents

President's Message

This picture portrays the President of the CNSC Michael Binder

As President of the Canadian Nuclear Safety Commission (CNSC), it is my pleasure to present the CNSC’s 2016–17 Report on Plans and Priorities, particularly as we move into 2016, which marks the 70th anniversary of safe nuclear regulation in Canada.

Over the past year, we have begun the implementation of our Strategic Planning Framework, with clearly defined goals and priorities, to guide our efforts in dealing with the changes taking place in the nuclear sector. As the sole regulator responsible for all nuclear activities in Canada, it is important that our work both reflect and anticipate the needs of a changing industry, and that we continue to ensure the safety of Canadians and the environment.

In addition to providing regulatory oversight for licensing and certification of nuclear facilities and activities and ensuring compliance with the regulatory regime, we will focus on four strategic priorities this year.

The first priority supports modern nuclear regulation to ensure that we use science-based, risk-informed and technically sound regulatory practices that consider scientific uncertainties and evolving expectations. Activities will include strengthening regulatory oversight by considering and adapting to changes in industry, society, science and technology, and reviewing our common understanding and approach to “risk-informed” decision-making for both licensing and compliance.

The second priority focuses on efforts to be a trusted regulator and to be recognized by the public and industry as independent, open and transparent, as well as a credible source of scientific, technical and regulatory information. Under this priority, the CNSC will participate in any reviews of environmental assessment processes, and continue to strengthen our approach to public participation and outreach, including Aboriginal engagement.

The third priority looks to increase our global nuclear influence by ensuring we continue to leverage our expertise as a world-class regulator to influence global nuclear efforts to enhance international nuclear safety, security and nuclear non-proliferation. We will develop clear objectives and a targeted agenda for long-term strategic benefits to both the CNSC and Canada, and improve our framework for enhanced global nuclear safety through Canada and the CNSC’s support of international peer reviews.

Our final priority is to continue to improve management effectiveness. The CNSC has been working – and will continue to work – to strengthen workforce planning, modernize human resource and financial service delivery, and continue to leverage technology to maximize organizational performance.

Though not part of the CNSC’s mandate, we continue to monitor the context around world efforts, including the December 2015 COP21 conference, to shift to lower-carbon forms of energy production.  In Canada, decisions on energy production rest with provinces and utilities. The CNSC’s role continues to be regulating the nuclear industry for safety and protection of the environment.

On behalf of the CNSC, I wish to thank our staff, our licensees, our stakeholders and the public for their continued confidence and support in our efforts to regulate Canada’s nuclear industry and to keep Canada and Canadians safe. Rest assured that we will continue to be true to our goals and will never compromise safety.

Michael Binder
President

Top of page

Section I: Organizational Expenditure Overview

Organizational Profile

Minister: Jim Carr
Deputy head: Michael Binder
Ministerial portfolio: Natural Resources Canada Endnote i
Year established: 2000
Main legislative authorities: Nuclear Safety and Control Act Endnote ii

Organizational context

Raison d'être

The Canadian Nuclear Safety Commission (CNSC) was established on May 31, 2000, with the coming into force of the Nuclear Safety and Control Act (NSCA). It replaced the Atomic Energy Control Board established in 1946 by the Atomic Energy Control Act.

The CNSC is a departmental corporation listed in Schedule II of the Financial Administration ActEndnote iii, and reports to Parliament through the Minister of Natural Resources.

Mission

The Canadian Nuclear Safety Commission regulates the use of nuclear energy and materials to protect health, safety, security and the environment; to implement Canada’s international commitments on the peaceful use of nuclear energy; and to disseminate objective scientific, technical and regulatory information to the public.

Mandate

Under the NSCA, the CNSC:

  • regulates the development, production and use of nuclear energy in Canada to protect health, safety and the environment
  • regulates the production, possession, use and transport of nuclear substances, and the production, possession and use of prescribed equipment and prescribed information
  • implements measures respecting international control of the development, production, transport and use of nuclear energy and substances, including measures respecting the non-proliferation of nuclear weapons and nuclear explosive devices
  • is responsible for disseminating objective scientific, technical and regulatory information concerning the CNSC’s activities, and about how the development, production, possession, transport and use of nuclear substances affect the environment and the health and safety of persons

Responsibilities

The CNSC is an independent regulatory agency and quasi-judicial administrative tribunal. It provides regulatory oversight of all nuclear-related activities and substances in Canada.

Environmental protection is a key element of the CNSC's mission and mandate. As the sole responsible authority for nuclear projects under the Canadian Environmental Assessment Act, 2012Endnote iv (CEAA 2012), the CNSC carries out environmental assessments in accordance with this legislation. For nuclear projects that no longer require environmental assessments under CEAA 2012, the CNSC continues to ensure that the public and environment are protected through environmental assessments under the NSCA. The CNSC is also responsible for designating installations under the Nuclear Liability Act.Endnote v

The CNSC is Canada’s authority for the implementation of nuclear safeguards, as set out in the Safeguards AgreementEndnote vi and the Protocol Additional to the Agreement Between Canada and the International Atomic Energy Agency for the Application of Safeguards in Connection With the Treaty on the Non-Proliferation of Nuclear WeaponsEndnote vii. The CNSC also administers the nuclear non-proliferation provisions of bilateral nuclear cooperation agreements between the Government of Canada and foreign nuclear trading partners.

The Commission has up to seven permanent members, appointed by the Governor in Council, and is supported by CNSC employees across Canada. The President of the CNSC is a full-time Commission member, while other members may be appointed to serve on a full- or part-time basis. Temporary members can also be appointed by the Governor in Council, as required. Commission members are chosen according to their credentials, and are independent of any political party, government, industry or special interest group.

In addition to being a regulatory organization, the Commission is an administrative tribunal set up at arm’s length from government. The Commission makes most decisions through a public hearing process, guided by clear rules of procedure. Interested parties and members of the public may be heard at proceedings that are periodically held in communities close to major nuclear facilities, in order to make them as accessible as possible to affected persons. Additionally, the Participant Funding Program is available to support Aboriginal and public participation in these proceedings.

The Commission provides extensive reasons for its decisions, which are based on information that often includes public input, as well as the recommendations of expert CNSC staff. Decisions, hearing transcripts, webcast archives and CNSC Online resource modules are publicly available on the CNSC website, Facebook and YouTube. Through Twitter, the Commission now has an additional tool to inform the public about important Commission decisions, press releases and news about events or conferences in which the CNSC participates.

Strategic Outcome and Program Alignment Architecture (PAA)

The following illustrates the CNSC's strategic outcome, as well as the complete framework of programs and sub-programs, which support the strategic outcome.

  • 1. Strategic Outcome: Safe and secure nuclear installations and processes used solely for peaceful purposes and an informed public on the effectiveness of Canada’s nuclear regulatory regime 
    • 1.1 Program: Nuclear Fuel Cycle
      • 1.1.1 Sub-Program: Uranium Mines and Mills
      • 1.1.2 Sub-Program: Nuclear Processing Facilities
      • 1.1.3 Sub-Program: Nuclear Waste Management Facilities
    • 1.2 Program: Nuclear Reactors
      • 1.2.1 Sub-Program: Nuclear Power Plants
      • 1.2.2 Sub-Program: Research Reactors
    • 1.3 Program: Nuclear Substances and Prescribed Equipment
      • 1.3.1 Sub-Program: Medical Sector
      • 1.3.2 Sub-Program: Industrial Sector
      • 1.3.3 Sub-Program: Commercial Sector
      • 1.3.4 Sub-Program: Academic and Research Sector
      • 1.3.5 Sub-Program: Packaging and Transport
      • 1.3.6 Sub-Program: Dosimetry Services
    • 1.4 Program: Nuclear Non-Proliferation
      • 1.4.1 Sub-Program: Domestic and International Arrangements
      • 1.4.2 Sub-Program: Safeguards
      • 1.4.3 Sub-Program: Import and Export
    • 1.5 Program: Scientific, Technical, Regulatory and Public Information
      • 1.5.1 Sub-Program: Regulatory Framework
      • 1.5.2 Sub-Program: Scientific and Technical Information
      • 1.5.3 Sub-Program: Research
      • 1.5.4 Sub-Program: Public Engagement and Outreach
    • Internal Services

Organizational Priorities

The CNSC undertakes regulatory oversight of the nuclear industry and activities in Canada.

Following a year-long strategic review of the organization, the CNSC adopted a new Strategic Planning Framework and a new Program Alignment Architecture (PAA), which were implemented in 2015–16. The new architecture more clearly reflects the fundamental aspects of the CNSC’s regulatory work.

The new PAA includes the following:

  • Nuclear Fuel Cycle Program
  • Nuclear Reactors Program
  • Nuclear Substances and Prescribed Equipment Program
  • Nuclear Non-Proliferation Program
  • Scientific, Technical, Regulatory and Public Information Program
  • Internal Services

In addition to the program architecture and as part of the strategic plan, the CNSC will focus this year on four overarching strategic priorities to ensure the success of the above programs. The priorities for this planning period are:

  • (1) Modern nuclear regulation
  • (2) Trusted regulator
  • (3) Global nuclear influence
  • (4) Improving management effectiveness
Organizational Priorities
Priority Type Footnote 1and timeline Programs

Modern nuclear regulation: Ensure that the CNSC uses science-based, risk-informed and technically sound regulatory practices that take into account scientific uncertainties and evolving expectations

  • Ongoing
  • 2014–15 to 2018–19 and beyond

Nuclear Fuel Cycle; Nuclear Reactors; Nuclear Substances and Prescribed Equipment; Nuclear Non-Proliferation; Scientific, Technical, Regulatory and Public Information

Description

Why is this a priority?

The CNSC is a science-based organization and bases its decisions on scientific evidence. Like all organizations, the CNSC operates in a rapidly changing environment. It has an obligation to continuously review these changes to determine if they have any meaningful implications for the way the CNSC regulates nuclear activities.

Important changes in technology or in nuclear science can have an impact on the CNSC’s regulatory approach. Fundamental changes are also taking place in how stakeholders and the public perceive their roles in the licensing approvals process. As a modern regulator, the CNSC is cognizant that  these societal changes need to be monitored and addressed. The CNSC needs to ensure that it has the tools and processes required to meet the challenges brought on by change.

The CNSC has for many years used a “risk-informed” approach to licensing the many varied nuclear activities of the industry. The CNSC needs to ensure that there is a common understanding and consistent application of “risk-informed” approaches in all of its operations in support of both licensing and compliance activities.

The objective of this priority is to ensure that the CNSC maintains a regulatory regime that reflects new technological and scientific developments and continued public involvement in a transparent manner.

What are the plans for meeting this priority?

  • After a number of major licensing hearings in 2015, continue regulatory oversight of:
    • Bruce and Darlington nuclear power plants as they prepare for future refurbishments
    • Canadian Nuclear Laboratories and Chalk River Laboratories, including the operation of the NRU and medical isotopes
    • Port Hope Area Initiative
    • uranium conversion facility
    • preparations for continued operations of the Pickering Nuclear Generating Station
  • Strengthen regulatory oversight by considering and adapting to changes in industry, society, science and technology
    • undertake research projects to establish site-wide safety goals such as minimization of long-term land contamination, and quantitative health objectives (2016–17)
  • Articulate and implement improved tools and processes for the continued enhanced use of science in regulatory decision making
    • complete the NPP Licence to Operate Licence Application Guide (2016-17)
    • articulate an explicit description for how science is used in CNSC decision making (2016–17)
    • review the effectiveness and efficiency of the compliance verification program to ensure that it is performance focused (2016–17)
  • Review the CNSC’s common understanding and approach to “risk-informed” for both licensing and compliance across all programs
    • ensure that the CNSC has a clear, consistent definition of “risk-informed” (2016–17)
    • determine the impact of a consistent definition of “risk-informed” on licensing and compliance (2016–17)
Priority Type Footnote 2and timeline Programs

Trusted regulator: Ensure that the CNSC is recognized by the public and industry as an independent, open and transparent regulator, and credible source of scientific, technical and regulatory information

  • Ongoing
  • 2014–15 to 2017–18 and beyond

Nuclear Fuel Cycle; Nuclear Reactors; Nuclear Substances and Prescribed Equipment; Nuclear Non-Proliferation; Scientific, Technical, Regulatory and Public Information

Description

Why is this a priority?

The CNSC is mandated through legislation to disseminate objective scientific and technical information. In doing this, the CNSC must engage in meaningful, science-based dialogue to create a climate of trust and openness between stakeholders and the nuclear regulator, and work to ensure the transparency of the public hearing process to reach out to new audiences beyond those traditionally interested in nuclear safety and science.

It is critical that the CNSC continue to consult and provide the appropriate information to Aboriginal groups, the public and communities near existing or potential future nuclear facilities to enhance their understanding of how the CNSC regulates the nuclear industry.

The CNSC has an important role to play in providing objective scientific and technical information. It is important that the CNSC gauges how it is perceived by the public, evaluates the effectiveness of its efforts in disseminating scientific information and makes adjustments accordingly.

The objective of this priority is to ensure that the CNSC is seen as independent, open and transparent, and that, through strengthened consultation, communication and outreach efforts, it can facilitate Canadians’ understanding of nuclear safety and science.

What are the plans for meeting this priority?

  • Complete the update to the Regulatory Framework (by 2018)
  • Participate in any government-led reviews of environmental assessment processes (2016-17)
  • Strengthen the approach to public participation, including Aboriginal engagement, which reflects direct community interests in order to solicit value-added input that informs CNSC decision making (2016-17)
  • Establish a standard practice for bringing in third-party scientific experts to present at Commission proceedings
    • through the Participant Funding Program, identify key issues well in advance of Commission meetings to accommodate lead times for academics and scientists (2016–17)
  • Take reasonable steps to ensure that communities have access to information about regulated facilities and activities
  • Strengthen the CNSC as an authoritative source for scientific information on nuclear safety
    • publish available data from the Independent Environmental Monitoring Program in support of Open Government efforts (2016–17)
Priority Type Footnote 3and timeline Programs

Global nuclear influence: Ensure that the CNSC leverages and influences global nuclear efforts, relevant to Canadian interests and activities, to enhance international nuclear safety, security and non-proliferation

  • Ongoing
  • 2014–15 to 2018–19 and beyond

Nuclear Fuel Cycle; Nuclear Reactors; Nuclear Substances and Prescribed Equipment; Nuclear Non-Proliferation

Description

Why is this a priority?

The safety associated with the nuclear industry is global. In this context, the CNSC must ensure that it partners with international regulators, governments, industry and the public to advance regulatory issues related to nuclear safety and security of particular interest to Canada.

The objective of this priority is to leverage the CNSC’s expertise as a world-class regulator to influence global nuclear regulatory efforts in support of Canadian interests.

What are the plans for meeting this priority?

  • Continue preparations for the CNSC Executive Vice-President in his role as newly elected President of the Seventh Review Meeting of the Contracting Parties to the Convention on Nuclear Safety in 2017
  • Develop clear objectives and a targeted agenda for an international strategy to support the long-term strategic benefits to Canada and the CNSC (2016–17)
  • Strengthen nuclear accountability, including developing a framework for enhanced global nuclear safety through Canada and the CNSC’s support and hosting of international peer reviews
    • strengthen the international peer review process – highlighting need for transparency (2016–19), including leading an IAEA peer review mission to China
Priority Type Footnote 4and timeline Programs

Improving management effectiveness: Ensure that the CNSC is a dynamic, flexible and highly skilled organization, supported by modern management practices and tools, and that it responds to an evolving workforce and industry

  • Ongoing
  • 2014–15 to 2018–19 and beyond

Nuclear Fuel Cycle; Nuclear Reactors; Nuclear Substances and Prescribed Equipment; Nuclear Non-Proliferation; Scientific, Technical, Regulatory and Public Information; Internal Services

Description

Why is this a priority?

Parliament and Canadians expect the federal government to be well managed and to exercise sound and efficient stewardship of public funds and resources. In this context, the Government of Canada is challenging departments and agencies to find efficiencies in programs, processes and tools to further the overall effectiveness of government operations. In addition, given changes in the nuclear industry – both in the closing of major nuclear facilities as well as delays in starting new major projects – the CNSC must adjust to and manage any impacts on the organization, including its cost-recovery regime.

The CNSC must maintain a high level of effectiveness while balancing the realities of a changing work environment. It must create a flexible, effective workplace without compromise to safety, and maintain a high level of employee engagement. The CNSC’s plans will focus on adopting modern technology, tools and practices to ensure that it remains nimble and able to adapt to Canadian nuclear industry regulatory oversight challenges and opportunities.

The objective of this priority is to increase the CNSC’s ability to effectively respond to industry regulatory requirements and continue to improve management of its human, capital and technological resources and activities.

What are the plans for meeting this priority?

  • Enhance workplace and workforce management practices
  • Modernize human resource, financial, and IM/IT service delivery to strengthen efficiency and effectiveness
  • Support the Government of Canada modernization agenda, including open government, open data, and transparency

For more information on organizational priorities, see the Minister’s mandate letter on the Prime Minister of Canada’s websiteEndnote viii.

Risk analysis

Risk management is a fundamental part of the CNSC’s mission to protect the health, safety and security of Canadians and the environment; to implement Canada’s international commitments on the peaceful use of nuclear energy; and to disseminate objective scientific, technical and regulatory information to the public.

The CNSC operates in a dynamic environment that is greatly influenced by changing industry patterns and global economies. In response to changing industry activity, the CNSC has engaged in scenario planning in order to ensure that it can continue to operate effectively, while providing regulatory oversight of Canada's nuclear industry. Coinciding with these scenario plans, the CNSC launched a strategic planning exercise, including the development of a CNSC enterprise risk framework. At the end of fiscal year 2015–16, the CNSC completed an Enterprise Risk Profile and was in the final stages of drafting its risk response strategies. The strategies will be monitored throughout the Fiscal Year and their effectiveness will be reported on in the associated Departmental Performance Report.

The CNSC operates in an environment driven by factors that are not all under its control. The CNSC has a comprehensive regulatory oversight regime and, in spite of its robust regulatory oversight, unplanned events may occur.  Given this possibility, the CNSC maintains strong controls to mitigate risks that the organization may face.

The table below identifies the CNSC’s top risks, as evaluated by senior management and found in the CNSC’s Enterprise Risk Profile (the organization’s overarching, enterprise-level risk document). The corresponding response strategies presented are ongoing or planned for 2016–17 to help mitigate the risks.

Key risks
Risk Risk response strategy Link to Program Alignment Architecture

Nuclear reactor accident

There is a risk of an accident at a nuclear reactor caused by an unanticipated event

  • Execution of baseline licensing and compliance activities for nuclear power plants (NPPs)
  • Implementation of Periodic Safety Reviews
  • Undertake research projects to establish site-wide safety goals

Nuclear Reactors Program

Lost or stolen nuclear substances

There is a risk of a loss of regulatory control over nuclear substances

  • Continue implementation of REGDOC-2.12.3, Security of Nuclear Substances: Sealed Sources
  • Enhance regulatory control of inventories of disused and historical sources

Nuclear Substances and Prescribed Equipment Program

Malevolent activities

There is a risk of malevolent activities and/or diversion of nuclear materials of Canadian origin

  • Undertake a threat assessment as part of next phase of the national nuclear forensics capability development
  • Complete CNSC deliverables under the Single Window Initiative
  • Implement CNSC action plan resulting from the 2015 International Physical Protection Advisory Service (IPPAS) mission recommendations

Nuclear Non-Proliferation Program

Planned Expenditures

Budgetary Financial Resources (Planned Spending—dollars)
2016–17 Main Estimates 2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
136,166,216 147,835,610 150,558,288 152,470,691
Human Resources (Full-time equivalents—FTEs)
2016–17 2017–18 2018-19
850 850 835
Budgetary Planning Summary for Strategic Outcome(s) and Program(s) (dollars)
Strategic outcome, Programs and Internal Services 2013–14 Expenditures 2014–15 Expenditures 2015–16 Forecast spending 2016–17 Main Estimates 2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
Strategic outcome 1: Safe and secure nuclear installations and processes used solely for peaceful purposes and an informed public on the effectiveness of Canada's nuclear regulatory regime   

Nuclear Fuel Cycle Program

    12,588,849 11,784,983 12,791,173 13,026,747 13,192,214

Nuclear Reactors Program

    41,918,959 39,242,207 42,592,667 43,377,094 43,928,073

Nuclear Substances and Prescribed Equipment Program

    12,991,427 12,161,854 13,200,221 13,443,329 13,614,087

Nuclear Non-Proliferation Program

    6,882,215 6,442,749 6,992,824 7,121,610 7,212,069

Scientific, Technical, Regulatory and Public Information Program

    28,714,746 26,840,929 29,176,241 29,713,577 30,091,002
Strategic Outcome subtotal     103,096,196 96,472,722 104,753,126 106,682,357 108,037,445
Internal Services subtotal     42,350,807 39,693,494 43,082,484 43,875,931 44,433,246
Total     145,447,003 136,166,216 147,835,610 150,558,288 152,470,691

Regulatory Framework Program

27,536,138 28,509,322          

Licensing and Certification Program

24,072,978 21,355,025          

Compliance Program

48,652,198 45,872,668          
Strategic Outcome subtotal 100,261,314 95,737,015          
Internal Services subtotal 45,355,707 42,402,554          
Total 145,617,021 138,139,569          

The decrease in spending from 2013–14 to 2014–15 is attributable to a one-time payout of a federal government employee benefit adjustment for accumulated severance in 2013–14, and a reduction in regulatory oversight activities as a result of the end of operation of Hydro-Québec’s Gentilly-2 Nuclear Generating Station in December 2012. The increase in planned spending from 2014–15 to 2015–16 is due primarily to cost-of-living adjustments, including salary and wages, as well as additional costs related to an increase in FTEs as a result of the implementation of the New Graduate Program. The New Graduate Program is part of the CNSC’s comprehensive workforce strategy to ensure workforce sustainability by addressing the potential impact of attrition and ensuring effective knowledge transfer.

The CNSC’s overall spending plans indicate no significant changes in resources over the 2015-16 to 2017-18 periods.  The reduction in FTEs from 2017-18 to 2018-19 is due to anticipated changes in the industry as well as an anticipated decrease in FTEs under the New Graduate Program.  The marginal increase in overall planned spending from 2017-18 to 2018-19, despite the FTE reduction, is due to cost-of-living adjustments, including salaries and wages being greater than the cost savings from the FTE reduction.

The difference between 2016–17 Main Estimates ($136,166,216) and planned spending for 2016–17 ($147,835,610), 2017–18 ($150,558,288) and 2018–19 ($152,470,691) is explained mainly by the inclusion of statutory benefit contributions related to personnel expenditures recovered from applicants and licensees through fees in planned spending (that are not included in the Main Estimates).

The changes discussed above affect all program activities. The impacts are reflected in the trends for each program.

Alignment of Spending With the Whole-of-Government Framework

Alignment of 2016-17 Planned Spending With the Whole-of-Government-FrameworkEndnote ix (dollars)
Strategic Outcome Program Spending Area Government of Canada Outcome 2016–17 Planned Spending

1. Safe and secure nuclear installations and processes used solely for peaceful purposes and an informed public on the effectiveness of Canada’s nuclear regulatory regime

1.1 Nuclear Fuel Cycle

Social affairs

A safe and secure Canada

12,791,173

1.2 Nuclear Reactors

Social affairs

A safe and secure Canada

42,592,667

1.3 Nuclear Substances and Prescribed Equipment

Social affairs

A safe and secure Canada

13,200,221

1.4 Nuclear Non-Proliferation

Social affairs

A safe and secure Canada

6,992,824

1.5. Scientific, Technical, Regulatory and Public Information

Social affairs

A safe and secure Canada

29,176,241
Total Planned Spending by Spending Area (dollars)
Spending Area Total Planned Spending

Economic Affairs

0

Social Affairs

104,753,126

International Affairs

0

Government Affairs

0

Departmental spending trend

This is a bar graph showing planned spending for six fiscal years (FY 2012—13 to FY 2017–18). The overall spending plans are all approximately $145 million and indicate no significant changes in resource requirements.
Description
Departmental Spending Trend Graph
Fiscal Year Sunset Programs – Anticipated Statutory Voted Total
2013–14 0 99,486,221 46,130,800 145,617,021
2014–15 0 98,088,079 40,051,490 138,139,569
2015–16 0 104,033,223 41,413,780 145,447,003
2016–17 0 109,148,676 38,686,934 147,835,610
2017–18 0 112,344,764 38,213,524 150,558,288
2018–19 0 114,254,667 38,216,024 152,470,691

Statutory Authority

The CNSC’s statutory spending authority is composed of payments to employee benefit plans and expenditures pursuant to subsection 21(3) of the Nuclear Safety and Control Act (NSCA). The NSCA allows the CNSC to respend fees collected in the conduct of a portion of its regulatory oversight activities. Fees collected by the CNSC represent approximately 70% of planned spending.

The CNSC’s statutory spending authority decreased from 2013–14 to 2014–15 as a result of a reduction in regulatory oversight activities related to Hydro-Québec’s shutdown of the Gentilly-2 Nuclear Generating Station in December 2012. Planned spending will increase over the 2014–15 to 2016–17 period due to cost-of-living adjustments, including salaries and wages and additional costs related to the New Graduate Program as well as a growth in revenues resulting from a phased-in review of formula fees charged under the Canadian Nuclear Safety Commission Cost Recovery Fees Regulations. The growth in planned spending from 2016–17 to 2018–19 is due to projected increases in the cost of living, including salaries and wages.

Voted Authority

The decrease in the voted authority from 2013–14 to 2014–15 is attributable to a one-time payout of federal government employee benefits related to accumulated severance in 2013–14. The increase in voted authorities from 2014–15 to 2015–16 is explained mainly by the completion of loan repayments to the Treasury Board’s Management Reserve for investments made in the CNSC’s information technology and facilities infrastructure. The reduction in voted authority in the remaining years is the result of a decrease in the forecasted operating budget carry forward to 2016–17 as well as the completion in 2016–17 of the government-wide Single Window Initiative to streamline government import regulations and border processes for commercial trade, announced in Budget 2013.

Sunset Programs

The CNSC does not have any sunset program funding at this time.

Estimates by Vote

For information on the CNSC’s organizational appropriations, please see the 2016–17 Main Estimates.Endnote x

Top of page

Section II: Analysis of Programs by Strategic Outcome   

Strategic outcome:

Safe and secure nuclear installations and processes used solely for peaceful purposes and an informed public on the effectiveness of Canada’s nuclear regulatory regime.

To support this outcome, the CNSC has five programs: Nuclear Fuel Cycle; Nuclear Reactors; Nuclear Substances and Prescribed Equipment; Nuclear Non-Proliferation; and Scientific, Technical, Regulatory and Public Information programs. This section describes the CNSC’s programs, with identified expected results and performance indicators. It also outlines the financial and human resources that will be dedicated to each program, and describes planning highlights.

Program 1.1: Nuclear Fuel Cycle  

Description:

This program aims to regulate facilities associated with the nuclear fuel cycle (uranium mines and mills, nuclear processing facilities, and nuclear waste management facilities) to protect the health, safety and security of Canadians and the environment in a manner consistent with Canada’s international commitments on the peaceful use of nuclear energy.

The program regulates all the lifecycle stages for these facilities – from site preparation through construction and operation, to decommissioning (or long-term management, in the case of some nuclear waste facilities). The licensing and compliance activities associated with this program are all managed through a risk-informed and performance-based approach. Compliance verification is conducted against established criteria consistent with the licensing basis of the facility. The results of regulatory activities associated with this program are communicated to the public on a regular basis. The program is guided by a management system and is based on fundamental safety principles for continuous improvement.

Budgetary Financial Resources (dollars)
2015−16 Main Estimates 2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
11,784,983 12,791,173 13,026,747 13,192,214
Human Resources (FTEs)
2016–17 2017–18 2018–19
80 80 79
Performance Measurement
Expected Results Performance Indicators Targets Date To Be Achieved

Uranium mines and mills, nuclear processing facilities, and nuclear waste management facilities are regulated to protect the health, safety and security of Canadians and the environment

Number of radiation exposures over the allowable dose limits for nuclear energy workers and members of the public

0

Annually

Number of radiological releases to the environment above regulatory limits

0

Annually

Planning Highlights

  • Execute baseline and risk-informed licensing and compliance activities for uranium mining and research/processing facilities

Sub-Program 1.1.1: Uranium Mines and Mills

Description:

This sub-program regulates all phases of uranium mining and milling in Canada (including site preparation, from construction and operation to decommissioning). The licensing process follows the stages laid out in the Uranium Mines and Mills Regulations. At each licensing stage, the CNSC determines whether the licence applicant is qualified and will adequately provide for the health, safety and security of Canadians and the environment. Compliance activities are applied to operating and decommissioned mines and mills. These activities include facility inspections, review of licensee reports, and environmental, radiation and conventional health and safety data analysis.

The stakeholders associated with this sub-program are primarily uranium mines and mills. Currently, operating uranium mines and mills are located in Saskatchewan.

Budgetary Financial Resources (dollars)
2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
4,860,307 4,949,819 5,012,691
Human Resources (FTEs)
2016–17 2017–18 2018–19
31 31 31
Performance Measurement
Expected Results Performance Indicators Targets Date To Be Achieved

Uranium mines and mills are regulated to protect the health, safety and security of Canadians and the environment

Percentage of uranium mines and mills facilities that receive a rating of satisfactory or above

100%

Annually

Planning highlights

  • Execute baseline and risk-informed licensing and compliance activities for uranium mining facilities

Sub-Program 1.1.2: Nuclear Processing Facilities 

Description:

This sub-program regulates all phases of nuclear processing in Canada (including site preparation, from construction and operation to decommissioning). Nuclear processing facilities process nuclear substances – either as part of the nuclear fuel cycle, or for other industrial or medical uses. The licensing process follows the stages laid out in the Class I Nuclear Facilities Regulations. At each licensing stage, the CNSC determines whether the licence applicant is qualified and will adequately provide for the health, safety and security of Canadians and the environment. Compliance activities are applied to operating and decommissioned processing facilities. These activities include facility inspections, review of licensee reports, and environmental, radiation, and conventional health and safety data analysis.

The stakeholders associated with this sub-program are primarily licensees associated with uranium refineries, uranium conversion facilities, nuclear fuel fabrication facilities, tritium light source facilities and medical radioisotope processing facilities.

Budgetary Financial Resources (dollars)
2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
2,531,002 2,577,615 2,610,357
Human Resources (FTEs)
2016–17 2017–18 2018–19
16 16 16
Performance Measurement
Expected Results Performance Indicators Targets Date To Be Achieved

Nuclear processing facilities are regulated to protect the health, safety and security of Canadians and the environment

Percentage of nuclear processing facilities that receive a rating of satisfactory or above

100%

Annually

Planning Highlights

  • Execution of baseline and risk-informed licensing and compliance activities for research/processing facilities
  • Port Hope Conversion Facility licence renewal

Sub-Program 1.1.3: Nuclear Waste Management Facilities

Description:

This sub-program regulates all phases of nuclear waste management facilities in Canada which process, store or dispose of nuclear waste (including site preparation, from construction and operation to decommissioning and long-term storage). Nuclear waste is defined as any material (liquid, gas or solid) that contains a radioactive nuclear substance (defined in the Nuclear Safety and Control Act) and which the owner has determined to be waste. Nuclear waste management is regulated through the policies, legislation and responsible organizations set in place to govern the management of radioactive waste in Canada, and outlined in the Government of Canada’s Radioactive Waste Policy Framework.

At each licensing stage, the CNSC determines whether the licence applicant is qualified and will adequately provide for the health, safety and security of Canadians and the environment. Compliance activities are applied to operating and decommissioned processing facilities. Compliance activities include facility inspections, review of licensee reports, and environmental, radiation, and conventional health and safety data analysis.

The stakeholders associated with this sub-program are primarily licensees associated with nuclear waste management facilities, categorized by the type of waste managed (low-, intermediate- or high-level radioactive waste).

Budgetary Financial Resources (dollars)
2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
5,399,864 5,499,313 5,569,166
Human Resources (FTEs)
2016–17 2017–18 2018–19
33 33 32
Performance Measurement
Expected Results Performance indicators Targets Date To Be Achieved

Nuclear waste management facilities are regulated to protect the health, safety and security of Canadians and the environment

Percentage of nuclear waste management facilities that receive a rating of satisfactory or above

100%

Annually

Planning Highlights

  • Execution of baseline and risk-informed licensing and compliance activities for nuclear waste management facilities
  • Ontario Power Generation Deep Geologic Repository – licence implementation subject to Ministerial environmental assessment decision, Commission licensing
  • Canadian Nuclear Laboratories’ (CNL) major decommissioning projects at Chalk River Laboratories (Ontario), Whiteshell Laboratories (Manitoba), and Nuclear Power Demonstration (NPD) in Rolphton, Ontario
  • Port Hope Area Initiative – start of construction/remediation activities
  • Preliminary development of regulations on waste management
  • Regulatory oversight of the repatriation of highly enriched uranium to the United States

Program 1.2: Nuclear Reactors Program

Description:

This program aims to regulate facilities associated with nuclear energy (nuclear power plants and research reactors), to protect the health, safety and security of Canadians and the environment in a manner consistent with Canada’s international commitments on the peaceful uses of nuclear energy.

The program regulates all the lifecycle stages for nuclear power and research reactors, from site preparation, construction, and operation, to the decommissioning of the facility and abandoning the site (once commercial operations are ended). The licensing and compliance activities associated with this program are all managed through a risk-informed and performance-based approach. Compliance verification is conducted against established criteria consistent with the licensing basis of the facility. The results of all the regulatory activities associated with this program are communicated to the public on a regular basis. The program is guided by a management system and is based on fundamental safety principles for continuous improvement.

Budgetary Financial Resources (dollars)
2015−16 Main estimates 2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
39,242,207 42,592,667 43,377,094 43,928,073
Human Resources (FTEs)
2016–17 2017–18 2018–19
267 267 259
Performance Measurement
Expected Results Performance indicators Targets Date To Be Achieved

Nuclear power reactors and research reactors are regulated to protect the health, safety and security of Canadians and the environment

Number of radiation exposures over the allowable dose limits for nuclear energy workers and members of the public

0

Annually

Number of radiological releases to the environment above regulatory limits

0

Annually

Planning Highlights

  • Execute baseline and risk-informed licensing and compliance activities for nuclear power and research reactor facilities

Sub-Program 1.2.1: Nuclear Power Plants 

Description:

This sub-program regulates all the lifecycle stages for nuclear power plants in Canada (from site preparation, construction and operation, to decommissioning and abandonment once operations are ended). Nuclear power plants generate electricity for public and industrial consumption. The CNSC’s licensing of nuclear power plants is comprehensive and covers 14 separate topics referred to as “safety and control areas”. The licensing process provides assurance that the applicant is qualified and implements appropriate measures to assure safety and security of the facility. After a licence is issued, the CNSC stringently evaluates compliance to ensure that the licence holder meets its responsibilities. In addition to having a team of onsite inspectors, CNSC staff with specific technical expertise regularly visit the plants, to verify that operators are meeting the regulatory requirements and licence conditions.

The stakeholders associated with this sub-program are primarily nuclear power plant licensees: Bruce Power Inc., Ontario Power Generation Inc., New Brunswick Power Corporation and Hydro-Québec.

Budgetary Financial Resources (dollars)
2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
35,751,512 36,409,946 36,872,428
Human Resources (FTEs)
2016–17 2017–18 2018–19
223 223 222
Performance Measurement
Expected Results Performance indicators Targets Date To Be Achieved

Nuclear power plants are regulated to protect the health, safety and security of Canadians and the environment

Percentage of nuclear power plant facilities that receive a rating of satisfactory or above

100%

Annually

Planning Highlights

  • Execution of baseline licensing and compliance activities for nuclear power plants (NPPs)
  • Darlington Nuclear Generating Station refurbishment execution oversight, including integrated implementation plan
  • Bruce Nuclear Generating Station’s periodic safety review
  • Gentilly-2 nuclear generating station – regulatory strategy for safe storage and decommissioning  
  • Gentilly-2 nuclear generating station – decommissioning licence hearing (May 2016)
  • Point Lepreau nuclear generating station – licence renewal
  • Preparations for continued operations of the Pickering Nuclear Generating Station
  • Operational Safety Review Team (OSART) missions of Canadian NPPs (OPG 2017)

Sub-Program 1.2.2: Research Reactors 

Description:

This sub-program regulates all the lifecycle stages for research reactors in Canada (from site preparation, construction and operation, to decommisioning and abandonment once operations are ended). Research reactors help scientific research, conduct non-destructive testing and produce radioactive substances for medical, industrial and scientific use. The CNSC’s licensing of research reactors is comprehensive and covers 14 separate topics referred to as “safety and control areas”. The CNSC assesses licence applications to ensure that safety and control measures are technically and scientifically sound, that all requirements are met, and that the appropriate safety systems are in place to protect people and the environment. After a licence is issued, the CNSC stringently evaluates compliance. CNSC staff with specific technical expertise regularly visit the sites, to verify that operators are meeting the regulatory requirements and licence conditions.

The stakeholders associated with this sub-program are primarily research reactor licensees: the National Research Universal reactor, the McMaster Nuclear Reactor, and the SLOWPOKE reactors.

Budgetary Financial Resources (dollars)
2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
6,841,155 6,967,148 7,055,645
Human Resources (FTEs)
2016–17 2017–18 2018–19
44 44 37
Performance Measurement
Expected Results Performance indicators Targets Date To Be Achieved

Research reactors are regulated to protect the health, safety and security of Canadians and the environment

Percentage of research reactor facilities that receive a rating of satisfactory or above

100%

Annually

Planning Highlights

  • Execution of baseline licensing and compliance activities for nuclear research reactors
  • Canadian Nuclear Laboratories Chalk River Laboratories licence renewal, including the NRU reactor

Program 1.3: Nuclear Substances and Prescribed Equipment

Description:

This program aims to provide assurance to the Canadian public that nuclear substances and prescribed equipment are regulated to protect the health, safety and security of Canadians and the environment, in a manner consistent with Canada’s international commitments on the peaceful uses of nuclear energy.

The CNSC issues certificates for the design of radiation devices and prescribed equipment to ensure their safe use and issues licences for the safe handling and use of nuclear substances, radiation devices and prescribed equipment. In addition, the CNSC certifies radiography device operators, who must be certified to use exposure devices, as well as certain radiation safety officers. The CNSC monitors the regulated activities to ensure the safety of workers and the general public, and to protect the environment. The licences issued are categorized depending on the type of licensed activity, nuclear substances and prescribed equipment being used, as well as the risk involved. The regulated activities for which these licences are issued are related to four distinct stakeholder groups: medical, industrial, commercial, as well as academic and research. Each of these groups uses nuclear substances and prescribed equipment in their work. Compliance activities are conducted by the CNSC to monitor safety and compliance with regulatory requirements.

The licensing and compliance activities associated with this program are all managed through a risk-informed and performance-based approach. Compliance verification is conducted against established criteria consistent with the licensing basis of the activity being regulated. The results of regulatory activities associated with this program are communicated to the public and other stakeholders on a regular basis. The program is guided by a management system, and is based on fundamental safety principles for continuous improvement.

Budgetary Financial Resources (dollars)
2016−17  Main Estimates 2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
12,161,854 13,200,221 13,443,329 13,614,087
Human Resources (FTEs)
2016–17 2017–18 2018–19
83 83 83
Performance Measurement
Expected Results Performance indicators Targets Date To Be Achieved

Nuclear substances and prescribed equipment are regulated to protect the health, safety and security of Canadians and the environment

Number of radiation exposures over the allowable dose limits for nuclear energy workers and members of the public

0

Annually

Number of radiological releases to the environment above regulatory limits

0

Annually

Planning Highlights

  • Execute baseline and risk-informed licensing and compliance activities for nuclear substances and prescribed equipment licensees
  • Implement a strategy to consolidate nuclear substance licences in efforts to minimize the administrative burden
  • Enhance review and follow-up of events involving nuclear substances
  • Continue implementation of REGDOC-2.12.3, Security of Nuclear Substances: Sealed Sources
  • Enhance regulatory control of inventories of disused and historical sources

Sub-Program 1.3.1: Medical Sector

Description:

This sub-program aims to regulate the production, possession and use of nuclear substances, radiation devices and other prescribed equipment in Canada as it relates to the medical sector.

The medical sector uses nuclear substances and nuclear energy for diagnostic and therapeutic purposes. Medical applications using radiopharmaceuticals are designed to target specific tissues and organs, delivering nuclear substances to specific areas of the body. Radiopharmaceuticals are widely used in the diagnosis of heart disease and cancer. Nuclear energy (produced by nuclear substances and particle accelerators) is used for radiation therapy, to treat various types of cancers and other diseases.

Licences and certificates are issued for the safe handling and use of nuclear substances, radiation devices and other prescribed equipment in this area. Compliance activities are conducted to monitor safety and compliance with regulatory requirements.

Budgetary Financial Resources (dollars)
2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
3,015,789 3,071,331 3,110,343
Human Resources (FTEs)
2016–17 2017–18 2018–19
18 18 18
Performance Measurement
Expected Results Performance indicators Targets Date To Be Achieved

Nuclear substances and prescribed equipment used in the medical sector are regulated to protect the health, safety and security of Canadians and the environment

Percentage of medical facilities that receive a rating of satisfactory or above

100%

Annually

Planning Highlights

  • Execute baseline and risk-informed licensing and compliance activities for the nuclear medical sector, including regulatory oversight of activities related to medical isotopes
  • Continue the comprehensive outreach program to medical licensees of nuclear substances and prescribed equipment

Sub-Program 1.3.2: Industrial Sector

Description:

This sub-program aims to regulate the production, possession and use of nuclear substances, radiation devices and prescribed equipment in Canada, as it relates to the industrial sector.

The industrial sector uses nuclear substances for various purposes, ranging from civil engineering work, measurement and control, to the delivery of services such as industrial radiography and oil well logging. These nuclear substances are found in radiation devices, such as fixed nuclear gauges (which monitor production processes in the pulp and paper industry), portable nuclear gauges (which measure moisture and density in soil and the compaction of asphalt in road construction) and in radiography devices (used for materials analysis). The production of several day-to-day commodities (such as smoke detectors) also requires the aid of nuclear substances, whose use is regulated by the CNSC.

Licences are issued for the safe handling and use of nuclear substances, radiation devices and other prescribed equipment in this area. Compliance activities are conducted to monitor safety and compliance with regulatory requirements.

Budgetary Financial Resources (dollars)
2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
5,192,591 5,288,223 5,355,394
Human Resources (FTEs)
2016–17 2017–18 2018–19
32 32 32
Performance Measurement
Expected Results Performance indicators Targets Date To Be Achieved

Nuclear substances and prescribed equipment used in the industrial sector are regulated to protect the health, safety and security of Canadians and the environment

Percentage of industrial facilities that receive a rating of satisfactory or above

100%

Annually

Planning Highlights

  • Execute baseline and risk-informed licensing and compliance activities for the nuclear industrial sector
  • Continue the comprehensive outreach program to industrial licensees of nuclear substances and prescribed equipment
  • Continue to implement the portable gauge strategy to encourage safe use of gauges and promote a strong safety culture

Sub-Program 1.3.3: Commercial Sector

Description:

This sub-program aims to regulate the production, possession, and use of nuclear substances, radiation devices and prescribed equipment in Canada, as it relates to the commercial sector.

The commercial sector focuses primarily on the production and sale of nuclear substances and the third-party servicing and distribution of radiation devices and other prescribed equipment (such as particle accelerators). Nuclear substances are found in many products used to protect the health and safety of Canadians (including smoke detectors, self-lighting exit signs and security-screening equipment). Such devices may not require a licence for possession by the end-user; however, their manufacturing and initial distribution in Canada are licensed by the CNSC.

Licences and certificates are issued for the safe handling and use of nuclear substances, radiation devices and other prescribed equipment in this area. Compliance activities are conducted to monitor the safety and compliance with regulatory requirements.

Budgetary Financial Resources (dollars)
2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
1,347,610 1,372,429 1,389,862
Human Resources (FTEs)
2016–17 2017–18 2018–19
9 9 9
Performance Measurement
Expected results Performance indicators Targets Date To Be Achieved

Nuclear substances and prescribed equipment used in the commercial sector are regulated to protect the health, safety and security of Canadians and the environment

Percentage of commercial facilities that receive a rating of satisfactory or above

100%

Annually

Planning Highlights

  • Execute baseline and risk-informed licensing and compliance activities for the nuclear commercial sector
  • Continue the comprehensive outreach program to commercial licensees of nuclear substances and prescribed equipment

Sub-Program 1.3.4: Academic and Research Sector

Description:

This sub-program aims to regulate the production, possession and use of nuclear substances, radiation devices and other prescribed equipment in Canada, as related to the academic and research sector.

The academic and research sector focuses primarily on biological and biomedical research with open-source radioisotopes. The sector also employs research particle accelerators and research irradiators. Nuclear substances found in the academic field include those used in irradiators, which irradiate cells or samples in research laboratories. Particle accelerators are used for research in the fields of subatomic physics, materials and biomedicine and may also generate some nuclear materials for medical and research facilities. Nuclear substances are used in teaching and research laboratories for diverse activities such as gas chromatography, which analyzes environmental samples.

Licences are issued for the safe handling and use of nuclear substances, radiation devices and other prescribed equipment in this area. Compliance activities are conducted to monitor safety and compliance with regulatory requirements.

Budgetary Financial Resources (dollars)
2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
1,552,512 1,581,105 1,601,188
Human Resources (FTEs)
2016–17 2017–18 2018–19
10 10 10
Performance Measurement
Expected Results Performance indicators Targets Date To Be Achieved

Nuclear substances and prescribed equipment for use in the academic and research sector are regulated to protect the health, safety and security of Canadians and the environment

Percentage of academic and research facilities that receive a rating of satisfactory or above

100%

Annually

Planning Highlights

  • Execute baseline and risk-informed licensing and compliance activities for the nuclear academic and research sector
  • Continue the comprehensive outreach program to academic and research licensees of nuclear substances and prescribed equipment

Sub-Program 1.3.5: Packaging and Transport 

Description:

This sub-program aims to regulate the packaging and transport of nuclear substances in Canada. The CNSC’s packaging and transport regulations are based on international transport regulations published by the International Atomic Energy Agency (IAEA), ensuring a high level of safety of persons and to the environment.

The CNSC certifies package designs requiring competent authority approval in Canada and worldwide, and requires the registration of those packages prior to their use in Canada, as a way of ensuring the safe packaging and transport of nuclear substances. Other regulatory requirements (such as labelling, documentation, quality assurance program and radiation protection program for carriers) exist to further strengthen transport safety.

The CNSC issues transport licences for specific circumstances; however, transport activities are generally exempt from CNSC licensing. Compliance activities are conducted to monitor safety and compliance with regulatory requirements.

Budgetary Financial Resources (dollars)
2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
1,578,840 1,607,917 1,628,341
Human Resources (FTEs)
2016–17 2017–18 2018–19
11 11 11
Performance Measurement
Expected Results Performance indicators Targets Date To Be Achieved

Nuclear substances are packaged and transported safely to protect the health, safety and security of Canadians and the environment

Number of incidents in transport resulting in an individual receiving a dose above the limit for members of the public of one millisievert per year

0

Annually

Planning Highlights

  • Execute baseline and risk-informed certification, licensing and compliance activities for the nuclear packaging and transport sector
  • Support the project to repatriate highly enriched uranium to the United States through regulated transport oversight
  • Continue the comprehensive outreach program to packaging and transport licensees of nuclear substances and prescribed equipment

Sub-Program 1.3.6: Dosimetry Services

Description:

This sub-program licenses dosimetry service providers under the Nuclear Safety and Control Act (NSCA) and the CNSC Radiation Protection Regulations. Each dosimetry service provider must meet the technical and quality assurance requirements outlined in the CNSC’s Technical and Quality Assurance Standards for Dosimetry Services. Compliance activities are conducted to monitor safety and compliance with regulatory requirements.

Dosimetry service providers are either commercial service providers, which service external clients, or in-house service providers,which are nuclear licensees with the capability of providing dosimetry services for their own employees and visitors.

Budgetary Financial Resources (dollars)
2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
512,879 522,324 528,959
Human Resources (FTEs)
2016–17 2017–18 2018–19
3 3 3
Performance Measurement
Expected Results Performance indicators Targets Date To Be Achieved

Dosimetry services are regulated to protect the health and safety of nuclear energy workers

Percentage of independent tests passed by licensees

100%

Annually

Planning Highlights

  • Execute ongoing baseline and risk-informed licensing and compliance activities for dosimetry service provider licensees
  • Continue the comprehensive outreach program to dosimetry service provider licensees of nuclear substances and prescribed equipment

Program 1.4: Nuclear Non-Proliferation   

Description:

This program aims to provide assurance to both the Canadian public and the international community that the development, production and use of nuclear energy and nuclear substances, prescribed equipment and prescribed information is safe and secure, and conform with control measures and international obligations and commitments to which Canada has agreed, including those under the Treaty on the Non-Proliferation of Nuclear Weapons. Under its mandate, the CNSC implements measures of control respecting nuclear non-proliferation, including domestic and international arrangements, International Atomic Energy Agency safeguards, and assessments and authorizations of exports and imports of nuclear substances, prescribed equipment and prescribed information (technology).

Budgetary Financial Resources (dollars)
2015−16 Main Estimates 2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending

6,442,749

  6,992,824

  7,121,610

  7,212,069

Human Resources (FTEs)
2016–17 2017–18 2018–19

  36

  36

  36

Performance Measurement
Expected Results Performance indicators Targets Date To Be Achieved

Assurance to the Canadian public and international community that nuclear energy, nuclear substances, prescribed equipment and prescribed information are used for peaceful purposes, and do not contribute to threats to nuclear non-proliferation and radiological safety or security

Maintain IAEA safeguards broader conclusion (the IAEA concludes that there was no diversion of declared nuclear material, and no indication of undeclared nuclear material or nuclear activity)

100% Footnote 5

June 30 of each fiscal year

Planning Highlights

  • Support baseline licensing and compliance activities
  • Host and participate in peer reviews: United Arab Emirates, Vietnam, and the Integrated Regulatory Review Service (IRRS) Japan follow-up mission, as well as leading an IAEA peer review mission to China
  • Support the Executive Vice-President in his role as President of the 7th Review Meeting of the Contracting Parties to the Convention on Nuclear Safety

Sub-Program 1.4.1: Domestic and International Arrangements

Description:

This sub-program aims to establish and maintain domestic and international arrangements – in collaboration with other organizations within Canada and abroad – to implement measures of control and international obligations to which Canada has agreed.

The CNSC negotiates administrative arrangements with domestic and international organizations to align regulatory systems and processes, to comply with and maintain international commitments, and to implement measures pursuant to Canada’s nuclear non-proliferation policy. These measures include bilateral nuclear cooperation agreements with Canada’s nuclear trading partners. The CNSC is also responsible for the administration and implementation of the nuclear security programs, and other supporting nuclear security requirements and guidance related to domestic and international activities.

Budgetary Financial Resources (dollars)
2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
1,091,504 1,111,605 1,125,725
Human Resources (FTEs)
2016–17 2017–18 2018–19

6

6

6

Performance Measurement
Expected Results Performance Indicators Targets Date To Be Achieved

Establish, maintain and implement domestic and international arrangements concerning the control of nuclear energy, including those pertaining to the non-proliferation of nuclear weapons, the international transfer of nuclear goods, and regulatory cooperation on nuclear safety

Percentage of annual inventory reports of Canadian obligated nuclear goods and technology that are confirmed as meeting CNSC requirements

100%

Annually

Planning Highlights

  • Support for the Government of Canada’s establishment and implementation of new or amended bilateral nuclear cooperation agreements
  • Continue implementation of the Canada-India Nuclear Cooperation Agreement Appropriate Arrangement, with broader attention to emergency management
  • Support Health Canada, which is hosting  the Emergency Preparedness Review (EPREV) mission to Canada in FY 2017–18
  • Transition the National Nuclear Forensics Library development program from a research and development initiative to a full-time operational capability

Sub-Program 1.4.2: Safeguards

Description:

This sub-program activity area aims to maintain the IAEA’s broader conclusion for Canada, by ensuring that Canada’s obligations under the Canada-IAEA Safeguards Agreement and Additional Protocol are met. The broader conclusion is an annual statement by the IAEA that over a given year there was no diversion of declared nuclear material and no indication of undeclared nuclear material or nuclear activity. The Safeguards Agreement (1972) and the Additional Protocol (2000) are treaty-level instruments between the Government of Canada and the IAEA requiring Canada to accept and facilitate IAEA safeguards on all nuclear material and certain specific nuclear activities. The signing of the Safeguards Agreement with the IAEA was required by the Treaty on the Non-Proliferation of Nuclear Weapons, while the Additional Protocol is a voluntary safeguards-strengthening instrument.

The CNSC maintains the IAEA broader conclusion for Canada – achieved annually since 2005 – to provide assurances to Canadians and the international community of the absence of undeclared nuclear materials and activities in Canada. The attainment of the broader safeguards conclusion was the prerequisite for the introduction of an “integrated safeguards” regime in Canada, which allows the IAEA to adjust its technical objectives for Canada, increasing the efficiency of the national overall inspection effort without undermining effective safeguards implementation. This, in turn, allows the IAEA to dedicate resources to areas of greater proliferation concern.

Budgetary Financial Resources (dollars)
2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
2,988,915 3,043,962 3,082,627
Human Resources (FTEs)
2016–17 2017–18 2018–19

  13

  13

  13

Performance Measurement
Expected Results Performance Indicators Targets Date to be Achieved

Provide assurance to Canadians and the international community on the absence of declared nuclear material diversion, and the absence of undeclared nuclear material and activities in Canada

Percentage of nuclear material reports submitted that are confirmed as meeting requirements with Canada’s international commitments

100%

Annually

Planning Highlights

  • Facilitate ongoing IAEA inspections and verify licensee compliance with safeguards regulatory requirements
  • Continue to assess and manage projects that will contribute to advance the evolution and improve the application of safeguards in Canada and abroad
  • Begin new phase of the national nuclear forensics capability development – undertake a threat assessment

Sub-Program 1.4.3: Import-Export 

Description:

This sub-program activity area establishes controls on the exports and imports of nuclear substances, equipment and information (technology), through licensing, compliance and counter-proliferation measures. The objective is to ensure that nuclear goods and technology are transferred internationally solely for peaceful purposes and do not contribute to threats to nuclear non-proliferation or security. Controls are implemented consistent with requirements under the Nuclear Safety and Control Act (NSCA), other relevant national legislation, international standards and guidelines to which Canada adheres (e.g., Nuclear Suppliers Group Guidelines, or IAEA codes of conduct) and Canadian nuclear non-proliferation policy (e.g., Nuclear Cooperation Agreement provisions).

Budgetary Financial Resources (dollars)
2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
2,912,405 2,966,043 3,003,717
Human Resources (FTEs)
2016–17 2017–18 2018–19

  17

  17

  17

Performance Measurement
Expected Results Performance Indicators Targets Date To Be Achieved

Nuclear goods are exported solely for peaceful purposes

Percentage of goods exported solely for peaceful purposes

100%

Annually

Planning Highlights

  • Execute licensing and compliance activities for the export and import of nuclear substances, prescribed equipment and prescribed information
  • Make legislative amendments to the Nuclear Non-proliferation Import and Export Control Regulations
    • update the licensing application requirements and the list of controlled nuclear substances, equipment and information
  • Complete CNSC deliverables under the Single Window Initiative
    • establish efficient reporting between Canada Border Services Agency and the CNSC on import transactions at border points, to support the CNSC’s compliance verification work

Program 1.5: Scientific, Technical, Regulatory and Public Information   

Description:

This program aims to inform the Canadian public – including Canadian nuclear licensees, vendors, academic community, special interest groups, Aboriginal groups, other government departments, other jurisdictions and international organizations – that nuclear facilities and activities are being used safely, in adherence with regulatory requirements and best available scientific and technical information. This program is realized through the processes of generating scientific and technical information, institutionalizing the information within the regulatory framework, and disseminating the information through a variety of channels and engagement practices.

Budgetary Financial Resources (dollars)
2016−17 Main Estimates 2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
26,840,929 29,176,241 29,713,577 30,091,002
Human Resources (FTEs)
2016–17 2017–18 2018–19
155 155 153
Performance Measurement
Expected Results Performance Indicators Targets Date To Be Achieved

Scientific, technical and regulatory information is delivered to inform the Canadian public on the effectiveness of Canada's nuclear regulatory regime

Number of views of CNSC web pages related to this program

Baseline being developed

Annually

Number of public requests for information (non-ATIPFootnote 6) or outreach support

Baseline being developed

Annually

Planning Highlights

  • Develop a 10-year perspective on the Canadian nuclear industry that serves as a basis for regulatory planning and development
  • Assess current expertise and research infrastructure, internal and external to the CNSC, to identify and assess required capabilities, potential gaps and remedial steps
  • Establish a mechanism to influence federal nuclear science and technology programs
  • Increase the number of CNSC scientific papers, and presentations published in third-party reviewed journals and conference proceedings, and maintain their quality
  • Increase the amount of credible and understandable scientific information made available to the public

Sub-Program 1.5.1: Regulatory Framework

Description:

This sub-program develops and makes improvements to the Canadian Nuclear Safety Commission’s regulatory framework. The regulatory framework includes the Nuclear Safety and Control Act (NSCA) and its associated regulations, the Nuclear Liability Act, federal environmental legislation, regulatory documents outlining requirements and guidance, and nuclear standards developed by the CSA Group (formerly named the Canadian Standards Association). The framework also takes into account Government of Canada regulatory policy guidance, as well as the views of stakeholders and the general public.

Budgetary Financial Resources (dollars)
2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
17,890,035 18,219,514 18,450,940
Human Resources (FTEs)
2016–17 2017–18 2018–19
112 112 110
Performance Measurement
Expected Results Performance Indicators Targets Date To Be Achieved

Regulatory requirements and guidance supports nuclear safety

Licensee views on clarity of the regulatory framework 

Measure:  Percentage of licensees, broken down by service line/sub-program, agreeing the regulatory framework is clear, based on survey focus group of individuals responsible for licence submissions

Baseline being developed

Every three years

Planning Highlights

  • Prioritize work on changes to the CNSC’s regulatory framework
    • engage key internal and external stakeholders to review the projects on the regulatory framework plan
  • Undertake a Regulatory Modernization initiative
    • develop options for amending and restructuring the regulations, based on the 2015 discussion paper on the CNSC’s project to review and modernize the structure, function and design of its regulations

Sub-Program 1.5.2: Scientific and Technical Information

Description:

This sub-program explains the scientific knowledge basis for the Canadian Nuclear Safety Commission’s regulatory positions. This sub-program is related to the research sub-program by using scientific and technical information generated from outside sources (contracts, contribution agreements and grants) as well as inside sources (CNSC staff research and analysis) to provide a reasonable base for the systematic review of existing and new scientific information supporting the regulatory decision making by the Commission and its delegated authorities. This assessment of scientific information is adapted, customized and translated for use by stakeholders, including the nuclear technical community (such as nuclear safety experts and academia), nuclear licensees, vendors, special interest groups, Aboriginal groups, other government departments, other jurisdictions, international organizations (such as the International Atomic Energy Agency and the Nuclear Energy Agency), and the general public.

Budgetary Financial Resources (dollars)
2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
5,392,540 5,491,854 5,561,613
Human Resources (FTEs)
2016–17 2017–18 2018–19
26 26 26
Performance Measurement
Expected Results Performance Indicators Targets Date To Be Achieved

Scientific and technical information supports regulatory decision-making

Number of papers and conference presentations by CNSC staff

Baseline being developed

Annually

Planning Highlights

  • Work with the Canada.ca web site to ensure the CNSC’s content meets its operational needs
  • Develop and implement planning targets to increase the output of published papers
  • Collect and disseminate credible third-party information on nuclear safety

Sub-Program 1.5.3: Research

Description:

This sub-program conducts research to generate objective scientific and technical information to address gaps and uncertainties in the CNSC’s knowledge base, through the administration of contracts, contribution agreements and grants. CNSC staff and management benefit directly from this research. Other beneficiaries include: the nuclear technical community (nuclear safety experts, academic community, research laboratories), nuclear licensees, other government departments, other jurisdictions, international organizations (such as the International Atomic Energy Agency and the Nuclear Energy Agency), and the general public.

This program administers funding from the following transfer payments program: Class Grants and Contributions Program.

Budgetary Financial Resources (dollars)
2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
3,687,847 3,755,766 3,803,472
Human Resources (FTEs)
2016–17 2017–18 2018–19
5 5 5
Performance Measurement
Expected Results Performance Indicators Targets Date To Be Achieved

The Canadian Nuclear Safety Commission addresses gaps and uncertainties in its regulatory knowledge base

Percentage of research projects completed  that were used in:

- The regulatory framework (including standards development);

- Commission hearings;

- Other technical assessments by CNSC staff

Baseline being developed

Annually

Planning Highlights

  • Continue implementation of the CNSC Research Plan
  • Participate in Federal Nuclear Science and Technology Program governing committees and ensure CNSC interface with NRCan S&T program and other departmental programs

Sub-Program 1.5.4: Public Engagement and Outreach

Description:

This sub-program identifies existing and emerging key stakeholder groups, and develops tools, tactics and strategies to reach and engage these stakeholders with plain-language, credible information that has been tailored to them and their needs. Stakeholders include the Canadian public, Canadian nuclear licensees, vendors, the academic community, special interest groups, other government departments, other jurisdictions, international organizations, and Aboriginal groups.

This program administers funding from the following transfer payments program: Participant Funding Program.

Budgetary Financial Resources (dollars)
2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
2,205,819 2,246,443 2,274,977
Human Resources (FTEs)
2016–17 2017–18 2018–19
12 12 12
Performance Measurement
Expected Results Performance Indicators Targets Date To Be Achieved

The Canadian public has access to credible and understandable information across multiple media

Outreach program participants (e.g., Aboriginal groups, schools) agree that outreach activity influenced their understanding of safety, security, etc.

Measure: Percentage of participants surveyed who agree outreach program positively impacted their understanding of nuclear safety issues (after an outreach event)

Baseline being developed

Annually

Planning Highlights

  • Continue communicating the CNSC’s commitment to nuclear safety as the CNSC achieves in 2016 the milestone of 70 years of safe nuclear regulation in Canada
  • Develop a communications strategy to identify the most effective mechanisms to reach audiences in host communities
    • Implement an outreach and awareness program to educate these audiences and communities about important nuclear safety information, using the CNSC’s online channels and reflecting new Canada.ca environment (2016–17)
    • Hold events in communities to engage interested/affected communities (2016-17)
    • Strengthen engagement with Aboriginal groups in areas with, or with proposed, nuclear facilities (e.g., use of local Aboriginal media, CNSC presence at key fora and locales, prepare proposal for CNSC roles as Crown Consultation coordinator in the Adaptive Phased Management process as it narrows to 2 or 3 sites) (2016-17)
  • Evaluate CNSC review of other quasi-judicial tribunals to identify ways to improve public participation (2016-17 – 2017-18)
  • Undertake a review of the Commission Secretariat’s experience with community-based Commission proceedings, and identify opportunities for improvements (2016–18)
  • Expand the Participant Funding Program

Internal Services

Description:

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Budgetary Financial Resources (dollars)
2016−17 Main Estimates 2016–17 Planned Spending 2017–18 Planned Spending 2018–19 Planned Spending
39,693,494 43,082,484 43,875,931 44,433,246
Human Resources (FTEs)
2016–17 2017–18 2018–19
229 229 225

Planning Highlights

  • Maintain and enhance workforce capabilities, foster employee engagement and maximize organizational flexibility through:
    • continued improvements to workforce planning and implementation of the 2016-19 Workforce/Workplace Strategy
    • revision of recruitment and internal mobility policies and practices
    • design and implementation of competency profiles and career maps
    • implementation of new workplace health initiatives
    • enhancement of the HR service delivery model
  • Leverage technology to maximize organizational performance
    • use a phased-in approach to enterprise-wide solutions based on the Management System Manual
    • enhance digital recordkeeping and information use and sharing practices across the CNSC
    • support e-business
    • enhance mobile capability
    • implement the Shared Travel Services online application
  • Develop a roadmap for the strategic review of CNSC financial systems
  • Enhance IT security to ensure effective safeguarding of CNSC information
    • develop and implement an IT security action and implementation plan
  • Implement upgrades to the CNSC’s emergency operations centre
  • Consolidate strategic planning
    • mature and integrate corporate planning functions (priority-setting, risk, scanning, performance reporting) and continue ongoing efforts to align to operational planning
    • assess and refine the new in-year quarterly performance reporting in line with the revised Program Alignment Architecture and new performance measurement strategy

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Section III: Supplementary Information

Future-Oriented Statement of Operations

for the Year Ended March 31, 2016 (In thousands of dollars)
Financial information 2015–16 Estimated Results 2016–17 Planned Results Difference
(2016–17 Planned Results minus 2015–16 Forecast Results)
Total expenses

159,524

 163,970

4,446

Total revenues

109,236

 113,615

4,379

Net cost of operations before government funding and transfers

50,288

50,355

67

The CNSC’s net cost of operations is expected to increase by $0.1 million (0.1%) in 2016-17 when compared with 2015-16 forecast results.  The increase in the net cost of operations is a result of an increase in revenue of $4.4 million (or 4.0%) offset by an increase in total expenses of $4.5 million (or 2.8%).

The increase in total expenses for 2016-17 is due primarily to cost-of-living adjustments, including salary and wages, as well as additional costs resulting from the implementation of the New Graduate Program as part of the CNSC’s comprehensive workforce strategy to ensure workforce sustainability.

As regulatory fee revenues fund most of the CNSC expenses, the increase in total revenues is mainly a   result of the increase in planned expenses.  The balance of the increase in revenues is due to a phased-in review of formulas fees. An outcome of the review will be to better align costs with regulatory activities for the various license types under the CNSC Cost Recovery Fees Regulations.

Supplementary Information Tables

The supplementary information tables listed in the 2016–17 Report on Plans and Priorities can be found on the CNSC's websiteEndnote xi.

  • Disclosure of transfer payment programs under $5 million.
  • Departmental sustainable development strategy
  • Upcoming internal audits and evaluations over the next three fiscal years.
External Performance standards
Activity Performance Standard Target
Compliance
Verification: Upon completion of the verification activity, the CNSC will:

Issue a Type I inspection preliminary report

At the Type I Inspection Exit Meeting

100%

Issue a Type I inspection report

Within 60 business days

80%

Issue a Type II inspection report

Within 40 business daysFootnote 7

80%

Issue a desktop review report

Within 60 business days

90%

Enforcement: Upon a decision about an order, the CNSC will:

Provide the decision in writing on whether to confirm, amend, revoke or replace the order (see the Canadian Nuclear Safety Commission Rules of Procedure)

Within 10 business days

100%

LicensingFootnote 8: For requests pertaining to an existing licence, the CNSC will:

Issue a licensing decision when a public hearing is not required

Within 80 business days

80%

Issue a licensing decision when a public hearing is requiredFootnote 9

Within 160 business days

90%

Access to Information

Respond to requests under the Access to Information Act and the Privacy Act

Within legislated time periods as stated in the acts

100%

External Communication

Place public hearings advertisements

Within deadlines stipulated in the regulations

100%

Follow the appropriate standard for response time to public inquiries

Same-day acknowledgement, with response time for completion of the request depending upon complexity:

100%

Low – same day

100%

Medium – within 5 business days

100%

High – within 10 business days

100%

Tax Expenditures and Evaluations

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance publishes cost estimates and projections for these measures annually, in the Tax Expenditures and EvaluationsEndnote xii publication. The tax measures presented in that publication are the responsibility of the Minister of Finance.

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Section IV: Organizational Contact Information

Head office
280 Slater Street
P.O. Box 1046, Stn. B
Ottawa ON K1P 5S9
Canada

Telephone: 613-995-5894
Toll Free: 1-800-668-5284
Fax: 613-995-5086

Email: cnsc.information.ccsn@canada.ca

Website: nuclearsafety.gc.ca 

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Appendix: Definitions

appropriation
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
budgetary expenditures
Include operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
Departmental Performance Report
Reports on an appropriated organization's actual accomplishments against the plans, priorities and expected results set out in the corresponding Reports on Plans and Priorities. These reports are tabled in Parliament in the fall.
full-time equivalent
Is a measure of the extent to which an employee represents a full person-year charge against a departmental budget. Full-time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.
Government of Canada outcomes
A set of 16 high-level objectives defined for the government as a whole, grouped in four spending areas: economic affairs, social affairs, international affairs and government affairs.
Management, Resources and Results Structure
A comprehensive framework that consists of an organization's inventory of programs, resources, results, performance indicators and governance information. Programs and results are depicted in their hierarchical relationship to each other and to the Strategic Outcome(s) to which they contribute. The Management, Resources and Results Structure is developed from the Program Alignment Architecture.
non-budgetary expenditures
Include net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
performance
What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve and how well lessons learned have been identified.
performance indicator
A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.
performance reporting
The process of communicating evidence-based performance information. Performance reporting supports decision making, accountability and transparency.
planned spending
For Reports on Plans and Priorities (RPPs) and Departmental Performance Reports (DPRs), planned spending refers to those amounts that receive Treasury Board approval by February 1. Therefore, planned spending may include amounts incremental to planned expenditures presented in the Main Estimates.

A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their RPPs and DPRs.
plans
The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.
priorities
Plans or projects that an organization has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired Strategic Outcome(s).
program
A group of related resource inputs and activities that are managed to meet specific needs and to achieve intended results and that are treated as a budgetary unit.
Program Alignment Architecture
A structured inventory of an organization's programs depicting the hierarchical relationship between programs and the Strategic Outcome(s) to which they contribute.
Report on Plans and Priorities
Provides information on the plans and expected performance of appropriated organizations over a three-year period. These reports are tabled in Parliament each spring.
results
An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization's influence.
Strategic Outcome
A long-term and enduring benefit to Canadians that is linked to the organization's mandate, vision and core functions.
sunset program
A time-limited program that does not have an ongoing funding and policy authority. When the program is set to expire, a decision must be made whether to continue the program. In the case of a renewal, the decision specifies the scope, funding level and duration.
target
A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
whole-of-government framework
Maps the financial contributions of federal organizations receiving appropriations by aligning their Programs to a set of 16 government-wide, high-level outcome areas, grouped under four spending areas.

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Endnotes

Endnote i

Minister of Natural Resources portfolio, nrcan.gc.ca/portfolio/10864

Return to endnote i referrer

Endnote ii

Nuclear Safety and Control Act, laws-lois.justice.gc.ca/eng/acts/N-28.3/

Return to endnote ii referrer

Endnote iii

Financial Administration Act, laws-lois.justice.gc.ca/eng/acts/F-11/

Return to endnote iii referrer

Endnote iv

Canadian Environmental Assessment Act, 2012, laws-lois.justice.gc.ca/eng/acts/C-15.21/

Return to endnote iv referrer

Endnote v

Nuclear Liability Act, laws-lois.justice.gc.ca/eng/acts/N-28/

Return to endnote v referrer

Endnote vi

International Atomic Energy Agency, The Structure and Content of Agreements Between the Agency and States Required in Connection with the Treaty on the Non-Proliferation of Nuclear Weapons, iaea.org/publications/documents/infcircs/structure-and-content-agreements-between-agency-and-states-required

Return to endnote vi referrer

Endnote vii

Protocol Additional to the Agreement Between Canada and the International Atomic Energy Agency for the Application of Safeguards in Connection With the Treaty on the Non-Proliferation of Nuclear Weapons, iaea.org/sites/default/files/publications/documents/infcircs/1972/infcirc164a1.pdf

Return to endnote vii referrer

Endnote viii

Prime Minister of Canada, Ministerial Mandate Letters, http://pm.gc.ca/eng/ministerial-mandate-letters

Return to endnote viii referrer

Endnote ix

Whole-of-government framework, tbs-sct.gc.ca/ppg-cpr/frame-cadre-eng.aspx

Return to endnote ix referrer

Endnote x

2016–17 Main Estimates, tbs-sct.gc.ca/hgw-cgf/finances/pgs-pdg/gepme-pdgbpd/index-eng

Return to endnote x referrer

Endnote xi

Canadian Nuclear Safety Commission, Reports on Plans and Priorities, nuclearsafety.gc.ca/eng/resources/publications/reports/rpp

Return to endnote xi referrer

Endnote xii

Tax Expenditures and Evaluations publication, fin.gc.ca/purl/taxexp-eng

Return to endnote xii referrer

Footnotes

Footnote 1

Type is defined as follows: previously committed to – committed to in the first or second fiscal year prior to the subject year of the report; ongoing – committed to at least three fiscal years prior to the subject year of the report; and new – newly committed to in the reporting year of the Report on Plans and Priorities (RPP) or Departmental Performance Report (DPR). If another type that is specific to the department is introduced, an explanation of its meaning must be provided.

Return to footnote 1 referrer

Footnote 2

Type is defined as follows: previously committed to – committed to in the first or second fiscal year prior to the subject year of the report; ongoing – committed to at least three fiscal years prior to the subject year of the report; and new – newly committed to in the reporting year of the RPP or DPR. If another type that is specific to the department is introduced, an explanation of its meaning must be provided.

Return to footnote 2 referrer

Footnote 3

Type is defined as follows: previously committed to – committed to in the first or second fiscal year prior to the subject year of the report; ongoing – committed to at least three fiscal years prior to the subject year of the report; and new – newly committed to in the reporting year of the RPP or DPR. If another type that is specific to the department is introduced, an explanation of its meaning must be provided.

Return to footnote 3 referrer

Footnote 4

Type is defined as follows: previously committed to – committed to in the first or second fiscal year prior to the subject year of the report; ongoing – committed to at least three fiscal years prior to the subject year of the report; and new – newly committed to in the reporting year of the RPP or DPR. If another type that is specific to the department is introduced, an explanation of its meaning must be provided.

Return to footnote 4 referrer

Footnote 5

100% means that the broader conclusion has been maintained for that year.

Return to footnote 5 referrer

Footnote 6

Access to Information and Privacy

Return to footnote 6 referrer

Footnote 7

Power reactor licensees are provided 10 working days beyond the exit meeting to supply supplemental information; results for the above take into consideration this allowance.

Return to footnote 7 referrer

Footnote 8

A review of the CNSC External Performance Standards will be undertaken to ensure that indicators are still true and optimal measures of performance.

Return to footnote 8 referrer

Footnote 9

The hearing process does not apply to licensing and certification activities that are related to nuclear substances, radiation devices, Class II facilities, prescribed equipment, transport and packaging.

Return to footnote 9 referrer