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RPP – 2003-2004 – Section 5

NRTEE – 2003-2004 Estimates: Part III – Report on Plans and Priorities

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SECTION 5: ORGANIZATION

5.1 Accountability

The President and Chief Executive Officer is responsible for the NRTEE’s single business line, including total gross planned spending of $5.0 million and the 29 full-time equivalents associated with this business line.

5.2 Departmental Planned Spending

Table 3 on the following page summarizes the NRTEE’s total forecast spending for 2003-2004 as well as total planned spending for the next three years. This table also identifies the planned full-time equivalent levels over the planning period. Table 4 summarizes the net cost of the NRTEE’s programs for 2003-2004.

Table 3: Agency Planned Spending

Reflects best forecast of total planned spending to the end of the fiscal year and includes approvals obtained since the Main Estimates, Supplementary Estimates and any other adjustments.

During 1996-1997, the NRTEE commenced cost-recovery for the organization’s publications. Under the NRTEE Act, and Section 29.1 of the Financial Administration Act, the NRTEE has authority to spend any revenues received.

The estimated costs of services provided by other departments consist of:

Table 4: Net Cost of Program for the Estimates Year 2003-2004

5.3 Management Initiatives

The NRTEE is continually striving to be a high-performing organization. In 2002-2003, the agency developed a unique and innovative approach to assess its current management practices and to identify areas for improvement. Based on this assessment, the NRTEE is developing an Action Plan that will address priority areas for improvement over the next two years. The key priority areas to be addressed in 2003-2004 are as follows:

• Performance Measurement
  The NRTEE will endeavour to fully implement its new performance measurement system. This will enable the agency to integrate performance measurement into all of its key existing processes and systems, thus strengthening the management and reporting of its programs. The NRTEE continues to play a leadership role in this area within the small-agency community of over 60 small federal departments and agencies. The agency is leading a joint performance measurement project, involving the Canadian Transportation Agency and the Canadian Environmental Assessment Agency, intended to provide tools and lessons learned that can be of assistance to the broader small-agency community.
• Contract Management
  The NRTEE will be implementing a new policy to strengthen the management of its service contracts by providing staff with guidance on negotiating, administering and evaluating service contracts.
• Human Resources
  The NRTEE will develop human resource policies and procedures in order to provide greater clarity for staff around key personnel issues.
• NRTEE Policies Manual
  The NRTEE will develop a comprehensive manual to help new and existing NRTEE staff navigate the numerous policies and procedures they need to follow. This new manual will consolidate key operational, financial and human resource policies and procedures in one place.

5.4 Office Contact