Science & Technology Strategies Directorate

1. Science & Technology Strategies Directorate April 2014 Draft

2. Renewed Vision Statement To be the leading authority on science & technology policy and management relevant to Environment Canada`s priorities Draft

3. Renewed Vision Statement To be the leading authority on science & technology policy and management relevant to Environment Canada`s priorities Draft

4. Renewed Mission Statement • Provide value-added policy advice, program delivery and management support for Science and Technology Branch. • Team Charter and Values being developed. Draft

5. Benefits and Drivers of Change • Branch wide • Increased need for S&T policy advice and analysis • Manage risks associated with the management of science • Directorate specific • Opportunity to have greater impact • Significant budget reductions over the past 3 years • Re-alignment of staff to management ratio • Government wide • Optimize operations and consider innovative solutions to improve effectiveness and efficiencies Draft

6. Science & Technology Policy Division (STPD) Draft

7. STPD: Science Policy • Providing policy capacity to link science with priorities for maximum impact • Policy support for partnerships and opportunities to better link EC’s science to broader policy priorities and initiatives • Policy research, analysis and development on Departmental priorities and strategies for science, as well as the integration of that work with other Departmental or Government initiatives • Providing analysis on key science policy issues and trends of relevance to the Department • Policy research, analysis and development on Branch, Departmental and national science policy issues • Early identification of opportunities for S&T Branch to advance its objectives, through networking and monitoring of emerging issues • Briefing senior leaders and monitoring cabinet business • Analysis and policy expertise to support decision-making on files of Branch interest • Management and coordination of Departmental briefings and correspondence Examples: Northern S&T; Open Science; Integration Board; supporting ADM participation at EMC meetings Clients: Minister; Environment Canada and OGD Senior managers (DM, ADMs, DGs, Directors); EC staff

8. STPD: Technology Policy • Providing analysis on the potential environmental impacts of new and emerging technologies • Utilize networks to identify and understand new and emerging approaches, techniques and mechanisms for applying scientific principles and knowledge (“technologies”) to change, control, adapt, or exploit the environment. Technology examples are hydraulic fracturing and horizontal drilling, carbon capture and nanotechnology. • Inform senior management of the environmental implications (full life-cycle) of large-scale adoption/use of identified technologies in activities. Examples are: hydraulic fracturing in shale gas development, ambient carbon dioxide capture in geo-engineering and use of nanomaterials in energy generation and storage. • Providing analysis on key technology policy issues and trends of relevance to the Department • Analyse issues and trends related to technology innovation, clean technology RD&D and sustainable development policies, and the use of technologies (e.g. earth observation) to achieve department objectives. • As Department lead on oversight of Sustainable Development Technologies Canada (SDTC), analyse Foundations progress on the development and demonstration of clean technologies which provide solutions to issues of climate change, clean air, water quality and soil, delivering economic, environmental and health benefits to Canadians. • Support ADM/DG participation in federal technology bodies, such as the Wind Technology Roadmap Hub Committee. Examples: Sustainable Development Technology Canada, hydraulic fracturing, carbon capture and storage, nanotechnology, geoengineering.

9. STPD: Strategic Intelligence • Mining and analyzing Branch publication and planning data to develop new insights • Advise Senior Management of significant S&T findings; including science and policy implications • Mine and analyze multiple sources of S&T information to prepare comprehensive answers to cross-cutting questions • Promoting and positioning EC’s science • Share science results and information with internal and external users • Communicate the Department’s S&T activities and raise the profile of EC scientists • Customize and target science knowledge to improve uptake by the target audience • Track scientific productivity • Developing and optimizing tools to communicate S&T activities and publications • Develop and optimize systems for sustained interaction between science and policy/program communities • Improve the linkages among scientists, increasing efficiencies and raising awareness of new research results Examples: EC Science Alert, Environmental Science Experts, Bibliometrics database, S&T Update/ESN, S&T Intranet & Internet sites Clients: EC scientists, Sr. Management, communications advisors, and program staff incl. research managers and policy analysts, ADM & DM advisors; OGDs, prov/terr, municipal and international governments; Academics; Business/industry; ENGOs; Other (e.g., media, public)

10. Science Management Division (SMD) Draft

11. SMD: Science Management Section • Strategic and coordinated support for Branch management and policies for science • Policy research, analysis, and development on Departmental and Branch management issues related to science (e.g., Science Integrity Policy) • Analysis and coordination of Branch management processes (e.g., RES promo, Branch audit and evaluation) • Positioning S&T Branch in corporate business, and with partners within and outside the department • Analysis, strategic framing, knowledge of corporate business processes (e.g., departmental planning and reporting cycle) • Analysis, strategic framing, knowledge of EC involvement in horizontal programs to support effective decision-making, planning, delivery, reporting and evaluation Examples: Science Strategy implementation, Science Integrity Policy, RES promotion, Branch audits and evaluations.

12. SMD: Branch Planning Section • Leading and integrating Branch and Departmental planning and governance processes. • Provide briefings to the ADM on corporate documents such as the PAA, PMF, DPR and RPP • Lead Corporate Planning, Travel and Events and Grants and Contributions planning in collaboration with Finance • Collaborate and coordinate with directorate level planners within S&T Branch to integrate responses to corporate documents • Lead improved integrated planning for S&T Branch • Provide strategic analysis and support for senior management decision making on Branch finances and human resources. • Create and promote the use of ECollab based tools to facilitate input to Branch and corporate processes such as Travel and Events and Branch budget planning • Provide analysis to S&T Branch management and corporate stakeholders on G&C and Travel planning and monitor trends, gaps and opportunities in Branch spending. • Support the ADM S&T as Senior Building Officer by coordinating the Fontaine Building First Aid Program and provide coordination and support for other horizontal programs Examples: S&T Branch planning, Travel and Events Plan, Report on Plans and Priorities, Performance Management Framework, Grants and Contributions

13. SMD: Horizontal Programs Section • Managing and collaborating on S&T horizontal programs to improve environmental benefits • Watch, analyze, provide “intel”, and brief up on program developments such as: changing research priorities and funding envelopes; governance or policy developments (e.g., Energy R&D Framework, and the DMC's CCEE). • Provide analysis and advice in support of senior management participation in interdepartmental meetings to influence decision making and to optimize opportunities for EC researchers (e.g., PERD, ecoEII, Energy R&D Framework). • Create and sustain relationships with 1) internal partners (e.g., ESB, MSC, STB) to link, for example, technology development to regulatory gaps; and, 2) external stakeholders (e.g., OGDs, innovative technology stakeholders). • Leading the delivery of programs consistently and effectively through rigorous oversight and monitoring • Lead Canada’s Environmental Technology Verification (ETV) Program. • Lead EC participation in horizontal programs (e.g., PERD, ecoEII, CED, GRDI, Science Horizons, and PCSP); promote EC priorities; scan for funding opportunities for EC researchers. • Manage program operations, aligning with EC research priorities, coordinating financial processes (e.g., RFP, proposal selection, funding disbursal from suspense accounts, financial transactions/changes such as redistribution of unused funds); and reporting. Examples: Environmental Technology Verification (ETV), Program on Energy Research and Development (PERD), ecoENERGY Innovation Initiative (ecoEII), Clean Energy Dialogue (CED), Genomics R&D Initiative (GRDI), Science Horizons (SH), Polar Continental Shelf Program (PCSP).

14. Goals and objectives of new direction Short term objectives for Directorate: • Clearly articulate Directorate functions and objectives • Improve organizational structure and business practices to achieve efficiencies and maximize collaboration • Leverage lessons learned from other business models across the Department • Engage and empower employees to participate in the design of organizational models

15. Next steps • Formally started to operate under the new structure as of March 1, 2014 • We have begun staged implementation that will roll-out over next year • Horizontal working relationships within directorate • Re-enforce connections across Branches • Align current planned staffing to directorate vision and mission • Communicating changes to partners and stakeholders by meeting with EC management teams