DPR 2004-2005
Canadian Nuclear Safety Commission

5. Stakeholders' understanding of the regulatory program

The CNSC is committed to openness and transparency. This commitment requires the CNSC to engage stakeholders above and beyond the public hearings and meetings process, through a variety of appropriate consultation processes, effective information sharing and communications activities.

Commission public hearings and meetings are a key element of the CNSC’s outreach activities. The Commission publishes Records of Proceedings, including Reasons for Decision , to explain the basis of licensing decisions. These Records of Proceedings, and information about the Commission’s proceedings, are available on the CNSC’s Web site at www.nuclearsafety.gc.ca . To facilitate access to public hearings and meetings, the Commission has made a number of improvements during the reporting period, including more opportunities to participate in the proceedings through teleconference and videoconference. Although most proceedings are held in Ottawa, more affected communities are using videoconferencing as a cost effective way to participate in public hearings.

Web casting is a promising technology for communicating Commission proceedings, and pilots of this technology in 2004 were highly successful. The CNSC will evaluate the feasibility of it in 2005-2006. The technology would be consistent with the Government of Canada’s Government On-Line objectives, and would benefit Canadians by ensuring that citizens interested in viewing public hearings in real-time could do so via the Internet from their homes or offices.

In another demonstration of the Commission’s commitment to increased participation in its proceedings, the Commission periodically holds hearings in the communities where the concerned nuclear facility or activities are located. In June 2004, the Commission held public hearings in Saskatoon and La Ronge, Saskatchewan to facilitate access to the public hearing process by local citizens on licensed activities in their communities. There was considerable participation by members of the public, local organizations and Aboriginal communities at these hearings.

Surveying stakeholder awareness and perceptions

The CNSC increased its knowledge of key stakeholder issues and concerns by undertaking a variety of survey activities in 2004-2005.

Stakeholder groups and 1,055 Canadian citizens were surveyed in 2004 to evaluate their knowledge of, level of confidence in and satisfaction with the performance of the CNSC as a nuclear regulator. The results indicated that more than half of Canadians feel confident that the nuclear industry in our country has effective regulation. In addition, the CNSC undertook an environmental scan to obtain a clearer picture of the climate in which it operates. An analysis was also conducted of how media coverage presents the CNSC, nuclear regulation, and nuclear energy in general, in order to further understand the environment and the needs and perceptions of stakeholders. The knowledge acquired through these activities has contributed to the CNSC improving its communications and outreach strategies to meet the needs of citizens and other stakeholders more effectively.

Developing a Sustainable Outreach Program

Building on tools and initiatives already in place, an Outreach Program was launched on June 4, 2004 to heighten public awareness and understanding of regulated nuclear activities and the CNSC’s role in protecting health, safety, security and the environment. Outreach activities undertaken in 2004-2005 include meetings with mayors in communities near nuclear facilities, meetings with licensee boards of directors, and providing affected communities with the opportunity to participate directly during public hearings by electronic means or through visits by the Commission.

Other activities, such as speaking engagements for the President and CEO and other CNSC staff, in Canada and abroad, offer opportunities to interact with stakeholders about the organization’s role, responsibilities and priorities.

Based on results of outreach activities and stakeholder surveys, the CNSC is identifying where outreach can be enhanced in 2005-2006.

Other activities

• Publication of a new brochure series to provide stakeholders with information about the CNSC’s work and its public hearing process.
• Improved information on the CNSC’s international activities and research and support program was developed and posted to the CNSC’s Web site. Other activities to improve the user-friendliness of the Web site included work to develop a subscription service to allow the public and stakeholders to receive automatic e-mail notification when new information is available on the site, and a redesign of the Commission hearings and meetings Web site, to be launched in the spring of 2005.
• Coordination of a joint CNSC-IAEA-industry meeting on the implementation of integrated safeguards in Canada. The goal was to ensure that stakeholders developed a common understanding of regulatory requirements and industry challenges.
• Development of an e-learning initiative to support licensee understanding of and compliance with nuclear non-proliferation import/export regulations. The first electronic modules are scheduled to be launched in the fall of 2005.
   

6. Management and Enabling Infrastructure

The CNSC’s management and enabling infrastructure ensure that CNSC staff have the necessary support to fulfill their mandates and to meet or exceed the accountability requirements of central and parliamentary agencies.

Integrated planning for results, efficiency and consistency

In 2004-2005, the CNSC developed and implemented comprehensive results-based planning as well as corporate strategies and processes to enhance the effectiveness, efficiency and consistency of its operations and management. This included the introduction of strategic and business plans for the CNSC and its major business lines, and linking them to results, budgets, and performance. The CNSC also developed a planning and reporting cycle to better align the strategic, business, work plan and budget cycles. The planning and reporting cycle is part of the CNSC’s management system.

Human resources

The CNSC continued to implement key components of its workforce sustainability strategy. This strategy is driven by the CNSC’s operational business needs.

For example, the CNSC has implemented a Leadership Development Program to build a strong team of managers and leaders. The program offers courses in leadership, resourcing, financial management, contracting, privacy, staff relations, health and safety, etc. The program also includes use of 360-degree performance evaluations for senior management, armchair discussions and access to coaching. In addition, the leadership team assembles two to three times a year to address key issues such as values and ethics and communications.

In 2004, part of the CNSC workforce was certified by the Public Service Staff Relations Board to be represented by the Professional Institute of the Public Service of Canada (PIPSC). The collective bargaining process with newly unionized staff began in 2004, and was ongoing as of March 31, 2005.

A survey of CNSC staff on internal communications was conducted in 2004, and was followed-up with targeted focus groups. The survey identified opportunities for improvement and efforts will continue in 2005-2006 to address the findings.

Values and Ethics Strategy

A clearly-articulated values and ethics strategy is a key component of a sound governance structure. The CNSC’s Values and Ethics Strategy reflects the organization’s values, provides practical tools for ethical decision-making by CNSC staff, includes a formal process for receiving information about alleged wrongdoing in the workplace and supports staff in fulfilling their responsibilities in regulating nuclear energy and materials. It also strengthens the CNSC’s relationships with licensees and stakeholders.

Tailored specifically for the CNSC, the values and ethics strategy under the theme “ Helping good people do the right thing ” was formally launched in March 2005. The strategy meets government requirements, and reflects the spirit and intent of the draft Public Servants Disclosure Protection Act (Bill C-11).

Other improvement initiatives

• A benchmarking study comparing the CNSC’s corporate services against services in four similar organizations and two international regulators was completed. The results indicated that the CNSC’s costs of common services (i.e., human resources, information management and technology, finance and administration, legal services, etc) are well within the range of those found in comparable federal organizations and “sister” international agencies.
• Developing a business continuity planning program to ensure minimal or no interruption to the availability of critical services and assets in the event of unforeseen circumstances.
• Developing the first phase of an internal management system manual that articulates the role of the CNSC and its staff, the organization’s governance structure and its fundamental business processes. The manual also provides a framework for supporting documentation such as policies, procedures and instructions.

Helping good people do the right thing Values and ethics are increasingly recognized as a cornerstone of good governance and leadership in the public and private sectors. How we achieve results for Canadians has become as important to public confidence as the results themselves. Since the CNSC holds a significant responsibility for public trust in the safe, effective regulation of nuclear energy and materials, having an active, clearly-articulated ethics strategy reinforces our commitment to our mandate. In 2004, the CNSC’s Audit and Ethics Group was mandated in addition to its rigorous internal audit role, to develop such a strategy, and receive and investigate disclosures of wrongdoing as required by the draft Public Servants Disclosure Protection Act (Bill C-11). Designed especially for the CNSC with extensive input from leaders, staff and subject experts, the values and ethics strategy was launched in March 2005. It meets government requirements, reflects the spirit and intent of the draft Bill C-11, and includes a formal process for receiving information about alleged wrongdoing in the workplace. An active, clearly articulated values and ethics strategy is a key component of sound governance, and provides all CNSC staff with practical tools for making ethical decisions in the course of their work. The strategy also provides guidance for strengthening the CNSC’s relationships with licensees and stakeholders. It also reinforces the CNSC’s longstanding culture of employee openness, integrity, and commitment, encourages new channels for workplace dialogue, and provides protection against any reprisals. To help implement the strategy, leaders and staff have been provided with practical tools and advisory services to guide their ethical decision-making. These include publications for staff and management that offer a model for ethical decision-making and case studies. As the strategy unfolds, the next focus of the CNSC’s attention will geared towards our relationships with licensees and the public. The values and ethics initiative will work towards preparing guidance for licensees, contractors, and other stakeholders to guide them in their relationships with the CNSC.

Measures of Performance

The CNSC recognizes the importance of being able to measure both the effectiveness and the efficiency of its programs, and has initiated the development of an integrated performance management framework. Effectiveness will be measured by way of selected outcome measures relating to the collective impact of the activities on meeting the mandate of the CNSC.

Efficiency, on the other hand, will be measured through ongoing monitoring of the CNSC’s performance against external and internal performance standards relating to individual activities undertaken and their associated outputs.

Outcome Measures

In 2004-2005, the CNSC developed an initial set of seven non-financial indicators based on feasibility, relevance and availability of data. The initial set of indicators is as follows:

These indicators will be further defined, base-level data will be collected, and potential target levels will be explored to monitor the performance of the CNSC against the above-noted outcomes. Under this initiative, the CNSC is also contributing to the Expenditure Management Information System (EMIS) project, coordinated by Treasury Board.

The CNSC currently publishes two significant measures of safe and secure nuclear installations and processes used only for peaceful purposes, the first part of the CNSC’s stated ultimate outcome (see the logic model ). These measures are the Radiation Index for nuclear stations, and the CNSC Report Card on Nuclear Power Plant Performance. See the CNSC Report Card on Nuclear Power Plant Performance as of January 2005 . For more information on these significant measures, please consult the CNSC’s Web site at www.nuclearsafety.gc.ca .

Performance Standards

Performance standards have been developed for the CNSC’s relationships with stakeholders. It is very important to note that as an independent regulator, it is inappropriate for the relationship between licensees and the CNSC to be considered a service; hence there are no service standards. A list of performance standards focusing on the needs and expectations of external stakeholders has been developed and work is progressing on implementing such standards. Internal performance standards have been put in place to monitor and report on the ability of corporate service functions to meet the needs and expectations of internal CNSC clients in supporting the delivery of the overall regulatory program.

External performance standards for the following activities were developed in 2003-2004, and were implemented in 2004-2005. These include:

External performance standards for operational activities were developed in 2004-2005, and will be implemented in 2005-2006. These include:
 

Activity	Performance standard	Target
Compliance
Verification: upon completion of the verification activity, the CNSC will:
Issue Type I Inspection Report	within 60 business days	80%
Issue Type II Inspection Report 3	within 40 business days	80%
Issue Desktop Review Report	within 60 business days	90%
Enforcement - upon an order being made, the CNSC will:
Confirm, amend, revoke or replace the order (see CNSC Regulatory Guide G-273)	within 10 business days	100%
Licensing - for requests pertaining to an existing licence, the CNSC will:
Screen the request for completeness and issue notification that the licensing request is / is not complete	within 20 business days	90%
Issue a licensing decision when a public hearing is not required (assuming an environmental assessment under the Canadian Environmental Assessment Act (CEAA) is not required)	within 80 business days	80%
Issue a licensing decision when a public hearing is required (assuming an environmental assessment under the CEAA is not required) (see CNSC document INFO-0715)	within 160 business days	90%

³ In Power Reactors, unless major issues arise, findings from Field Inspections and Control Room Inspections will be reported on a quarterly basis, within 40 business days of end of quarter.