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DPR – 2006-2007 – Section 1-4

1.4 Summary Information

1.4.1  Performance Results by Priorities: Summary

In the RPP for 2006-2007, the NRTEE identified two priorities. The performance results for each are summarized below.

As planned, the NRTEE developed policy advice in 2006-2007 related to energy and climate change, and advanced its work on policies for adaptation to climate change. In addition, the Minister of the Environment requested the NRTEE to provide advice to the Government of Canada on air pollutants and greenhouse gas emissions in support of the Canada’s proposed Clean Air Regulatory Agenda. The Round Table commissioned five studies to further its work in this area.

Following the release of its Advice on a Long-term Strategy  on Energy and Climate Change for Canada in June 2006, the NRTEE embarked on a major in-person and an online outreach initiative to promote awareness of and gather feedback on the advice. In February 2007, the Round Table also released its State of the Debate  Report on Capital Markets and Sustainability at the Toronto Stock Exchange.

As specified in its RPP, the agency will have succeeded when decision makers report that the NRTEE has given them a new way of viewing issues and has raised their awareness and understanding of the issues.

Feedback from federal decision makers surveyed includes the following:

• There is a continuing high regard for the quality of researchcarried out by NRTEE.
• The scope and effectiveness of consultations carried outby NRTEE are broadly recognized, both at a national  level and within specific research programs. Some noted that NRTEE may in some cases have focused too much on information dissemination rather than consultation and dialogue.
• NRTEE policy analysis is relevant, timely, and useful.
• NRTEE advice and recommendations are considered when assessingpolicy options.
• NRTEE communications could expand their reach across a broaderrange of federal decision makers.
• The NRTEE must maintain an appropriate balance betweenresearching policy (i.e., "content creation role")  and fostering dialogue and the exchange of information and best practices (i.e., "process facilitation role").

Even with limited staff and a small budget, the agency takes seriously its responsibility to ensure that the stewardship of its financial and human resources is effective and aligned with government-wide initiatives.

In 2006-2007, the NRTEE established several areas of focus to improve its management practices. The single performance indicator noted in the RPP 2006-2007 was "compliance with government requirements." In each instance, the NRTEE has met or exceeded requirements.

• Management of Government Information: In 2006-2007, theNRTEE completed its Information Management Policy. The agency embarked on a major project to implement the Records, Document and Information Management System (RDIMS), completing a pilot application and beginning the rollout of training and implementation by all staff by the summer of 2007. The RDIMS project will enable the agency to organize and control all corporate documents and records so as to ensure information is archived appropriately and is available when needed. It also facilitates the agency’s compliance with government legislation and policy related to information management and expedites responses to Access to Information requests.
• Government of Canada Content Management Solution (CMS): The NRTEE completed the first phase of a CMS projectthat incorporates the Government of Canada’s CMS approach, lessons learned, stakeholder engagement strategies, and common standards for integrated government information and service delivery. Several key software products were configured in accordance with the NRTEE’s internal requirements and Government of Canada standards.
• NRTEE Secretariat Management Committee: A permanentmandate was established for the committee of senior managers, who meet bi-weekly to oversee the planning and management of the agency’s financial, information, and human resources.
• Management Accountability Framework (MAF): The NRTEE participatedfor the first time in the MAF process. The agency was able to demonstrate that it has a strong (if somewhat less formal) approach to management. Of the 12 indicators in which the NRTEE was rated, it received 10 "acceptable" ratings, two "opportunity for improvement" ratings, and no "attention required" ratings.
• Procurement and Contracting: Oversight of this area was significantly strengthened by the establishment of a central tracking system for contracts, review of contracts and procurement expenditures over $10,000 by the Management Committee, and training of key staff responsible for these areas.
• Human Resources (HR) Management: In 2006, the NRTEEestablished a set of core HR values in consultation with all staff. Based on those values, the agency also put in place staffing and training and development policies.
• Risk Profile: The NRTEE updated its risk profile.