Section III:  Supplementary Information

3.1  Service Improvement Initiative

The National Energy Board is committed to measuring client needs and expectations with regard to the services it offers. These results assist the NEB in monitoring its service performance and modifying service aspects when necessary.  In 2004-2005, the NEB adopted the Common Measurements Tool (CMT) as a method for evaluating client satisfaction.

The CMT Question Bank is a key of questions used in a number of feedback mechanisms undertaken during the year. The NEB has requested feedback in areas such as: the hearing process, publications, workshops and events. This year, a major research project was undertaken to obtain feedback from (1) landowners who have NEB-regulated pipelines on their land, and (2) from industry stakeholders.

CMT questions and survey methodology were used in the 2004 survey of landowners and industry stakeholders undertaken by a third party (Environics Research Group) on behalf of the NEB. From these surveys, the NEB was able to obtain information about respondents’ experience with NEB services and their satisfaction levels in areas such as: the handling of issues pertaining to pipelines on their property, and NEB processes, staff and information.

Many of the landowners surveyed had relatively little direct contact with the NEB.  However, those who had were asked a series of questions about their interaction with NEB staff to determine where, if any, service improvements were required. A gap analysis (Figure 16) ^[6] was completed to more clearly depict opportunities for service quality enhancements.

Figure 16: Gap Analysis of Service Quality

This resulted in an Agreement/Importance Matrix (Figure 17) which shows that all the aspects of service asked about were of high importance to industry respondents. Respondents also had a high level of agreement when asked about the quality of services provided by the NEB. Overall, this portrays a positive outcome. However, there are still opportunities for improvement, especially in the area of the stakeholders receiving what they need (b) and NEB staff going the extra mile in their service renderings (e). It is interesting to note that these are also the areas where the widest gap in service to landowners was shown.   

Figure 17: Agreement/Importance Matrix

3.2  Government of Canada On-Line

The National Energy Board's Internet site is becoming the preferred channel as more Canadians seek information or choose to conduct business on line.  The NEB’s Internet site currently welcomes more than 41,000 visitors per month. The most requested portion of the site is Regulatory Documents, which is a repository of more than 7,000 documents that have been filed on-line by regulated companies, intervenors and the NEB itself since the service was launched in 2002. The e-filing forms are a key means to effectively engage with parties (including the public) wishing to intervene or comment on a project before the Board.

In 2004-2005, the NEB continued its efforts to ensure that its Internet site is accessible to all Canadians by complying with Government On-Line and Common Look and Feel standards set by the Treasury Board Secretariat. Key projects included:

• Planning and contracting for a major redesign of the NEB Internet site to be completed in 2005-2006 to better meet stakeholder needs and expectations and to increase the efficiency of site maintenance.
• On-line proactive disclosure of Travel and Hospitality Expenses and Contracts in compliance with Treasury Board policy (www.neb-one.gc.ca/AboutUs/Disclosure/index_e.htm).
• Major improvements to e-filing in December 2004 based on feedback received from users (www.neb-one.gc.ca/efile/help/WhatsNewV1_5_e.htm).
• Preliminary analysis and implementation of an e-business framework leveraging epass Canada to secure online transactions and support official electronic records as per the Secure Electronic Signature Regulations . The launch of My Account is planned for the fall of 2005 and will enable representatives of organizations mandated by a Propane/Butanes Export Order to file their Commodity forms securely.
• Review and revision of the NEB’s Web site’s important notices to comply with new guidelines and to better reflect NEB privacy and security practices.

3.3  Modern Comptrollership

The NEB remains committed to initiatives related to the management improvement agenda of the federal government. The NEB is an active partner with the Treasury Board Secretariat on major change initiatives aimed toward the development of citizen-focused government through initiatives such as modern comptrollership and the Management Accountability Framework (MAF).

Performance measures are fully entrenched in NEB results measurement (see section 2.5). Work on performance indicators begun in previous years is maturing and the NEB is now in a position to trend some results and to challenge some performance indicators by trying to find an appropriate balance of leading and lagging indicators. In addition, the NEB is collecting, analyzing and publishing information on safety performance of companies regulated by the NEB. When areas of concern become apparent the NEB responds immediately with further information collection and analysis. For example, from 2003 data, contractor injury frequency appears to be increasing. The NEB will be spending some time at the June 2005 NEB Workshop consulting with regulated companies to increase understanding of NEB processes, regulatory requirements and expectations while collaborating on regulatory improvements that may be used to address this issue.

The Quality Management System (formerly Management System Framework) initiative continued in 2004-2005 (discussed in section 2.5). This initiative involves the documentation and development of business processes intended to move the NEB toward an ISO-based management framework.

The NEB places high regard on supporting employees through the active demonstration and adherence to its values and ethics. Previous concerns that not all of the organizational values were actively being demonstrated led to an employee survey on organization value renewal late in the year.  These actions clearly demonstrate the sincere commitment of the Chairman and the entire management team to continued improvement in the understanding and day-to-day application of NEB values. 

3.4  Alternative Service Delivery

N/A

3.5  Sustainable Development

The NEB promotes sustainable development on the basis of the generally accepted principle that sustainable development means “meeting the needs of the present without compromising the ability of future generations to meet their own needs”.  This in turn requires integrating environmental, economic and social considerations.

For example, section 52 of the NEB Act states that the Board shall, in making its decisions on the issuance of certificates to construct pipelines, be “…satisfied that the pipeline is and will be required by the present and future public convenience and necessity…” and that “…the Board shall have regard to all considerations that appear to it to be relevant…” including “any public interest that may be affected…”.  The Board typically assesses environmental, economic, market and social considerations in making decisions, as well as matters pertaining to safety.

The NEB has furthered its commitment to sustainable development by developing and implementing an all-encompassing quality management system, based on ISO 9001 principles. This fully integrated management system follows a continuous improvement cycle to focus on operating more efficiently and improving decision making for all functions of the organization.

The NEB discharges its responsibilities by the Market-Based Procedure for long-term gas exports and Fair Market Access tests for oil and electricity. The concept underlying these mechanisms is that efficient (competitive) markets will best ensure that the current and future needs of Canadians are met. Toward this end, the Board monitors energy markets and provides information on the current state and outlook for these markets in the form of Energy Market Assessments and notably, in the Board’s periodic long-term outlook for Canadian energy supply and demand.

Implementing the principles of sustainable development is also illustrated through the NEB’s daily activities. Over the past twelve years NEB staff have participated enthusiastically in the annual Calgary Transit Commuter Challenge, often winning in their corporate category.

3.6  Purchasing and Contracting

The procurement and contracting functions are the responsibility of the Supply Management Team within the Corporate Services Business Unit.

In 2004-2005, there were some 900 procurement instruments issued for a total contract value of $2.7 million. Of these, 18 contracts/local purchase orders were issued under the auspices of the Procurement Strategy on Aboriginal Business program for a total value of $343,300.

Also during this year, Supply Management applied for and obtained accounts in the MERX electronic tendering system in order to increase efficiency in the contract tendering process.

3.7  Travel Policies

The NEB became a separate employer under the Public Service Staff Relations Act effective 31 December 1992 under Order in Council (OIC) (P.C. 1992-2595). Through the OIC, personnel management, as defined by the Financial Administration Act , was delegated to the Chairman of the NEB. For unionized employees, the NEB has agreed to adopt the policies of the National Joint Council, as amended from time to time, as part of the conditions of employment.

3.8  Regulatory Initiatives

3.9  Regulatory Reporting

The following two tables present a summary of NEB Public Hearings and Non-Hearing Applications from 1 April 2004 to 31 March 2005.