Program directory · Natural Resources Canada
Innovative Geospatial Solutions
- Department
- Natural Resources Canada
- Program code
- BTM12 (NR)
- Core responsibility
- Innovative and Sustainable Natural Resources Development
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
NRCan delivers and enables geospatial data innovation and experimentation through research and development into new technologies, interoperability, technology transfer, methods, standardization and product (new forms of evidence) delivery of ways to observe the Earth. The program and its stakeholders create new science, data and tools to collect, supply, use and share geospatial information to support critical and emerging GoC priorities. Geospatial innovation supports downstream research and critical operations, leading to better decision making for the environment, society and the economy.
To design and deliver its innovative geospatial solutions, the program works closely with stakeholders at NRCan, internal to government, provinces, territories and communities, economic segments in natural resources, geomatics and Earth Observation, citizens, non-profit institutions and organizations including academia, and foreign entities. The delivery of innovation and experimentation in geospatial data supports many objectives such as economic growth, public safety, security, environmental management and social well-being.
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2018-19. The data does not record when a program was created; it may be older than its first appearance here, which is limited by the sources (program spending starts in 2010-11, Departmental Plans in 2018-19).
| Program | Relation | Years with data | Actual spending over those years |
|---|---|---|---|
| Innovative Geospatial Solutions | This program | 2018-19 – 2028-29 | $115M |
No earlier or later program in the same department has a similar name.
Significant changes in scope and budget
Detected from the data: renames between plans, programs it appears to replace, merge with or split into (matched by name), year-over-year changes in spending of at least 25% and $5M, or in employees of at least 20% and 25 FTEs, linked budget measures, and results indicators added or dropped.
| Year | What changed | Source |
|---|---|---|
| 2022-23 | Indicators added: Number of stakeholders using NRCan research, development and innovation for new geospatial science, data and tools | Departmental Results Framework (GC InfoBase) |
| 2022-23 | Indicators dropped: Measure of how stakeholders use NRCan's research and innovation to create new geospatial science, data and tools | Departmental Results Framework (GC InfoBase) |
| 2026-27 | Indicators added: Number of stakeholder collaborations leveraging geospatial innovation | Departmental Results Framework (GC InfoBase) |
| 2026-27 | Indicators dropped: Number of stakeholders using NRCan research, development and innovation for new geospatial science, data and tools | Departmental Results Framework (GC InfoBase) |
Success criteria
The program's indicators from its department's Departmental Results Framework: the target set in each year's plan, and the result reported the following year. Source: GC InfoBase.
Historical: targets against results
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2022-23 | ≥ 3 | 2023 | 6 | Met |
| 2023-24 | ≥ 3 | 2023 | 3 Target not met as there was a very low response rate to the survey (less then 20%). The methodology will be revised to include other sources of information such as meetings with stakeholders. | Met |
| 2024-25 | ≥ 3 | 2025 | 3 | Met |
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2019-20 | • Implementation of the new S&T publication system • An inventory of S&T outputs • 5 case studies examining science reach and impact | 2020 | •Implementation of the new S&T publication system completed • An inventory of S&T outputs completed • 5 case studies examining science reach and impact completed | Met |
| 2020-21 | An inventory of science & technology outputs and case studies will be used to measure stakeholder use of CCMEO research and development to make decisions, to create new science, data and tools, and/or to improve processes. | 2021 | 3 case studies were completed in 2020-21 that highlight the positive impact NRCan had on stakeholder science and operations. | Met |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 4 | 2027 | — | Planned |
Future goals: targets due after 2026-27
No targets with a later due date.
Spending and employees: planned against actual
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | $14.4M | $14.8M |
| 2019-20 | $18.3M | $17.7M |
| 2020-21 | $18.5M | $18.1M |
| 2021-22 | $18.6M | $18M |
| 2022-23 | $18.6M | $15.5M |
| 2023-24 | $18M | $15.4M |
| 2024-25 | $16.7M | $15.3M |
| 2025-26 | $17.2M | — |
| 2026-27 | $16.1M | — |
| 2027-28 | $15.9M* | — |
| 2028-29 | $14.8M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 110 | 105 |
| 2019-20 | 122 | 113 |
| 2020-21 | 110 | 115 |
| 2021-22 | 103 | 103 |
| 2022-23 | 102 | 102 |
| 2023-24 | 118 | 94 |
| 2024-25 | 110 | 95 |
| 2025-26 | 88 | — |
| 2026-27 | 83 | — |
| 2027-28 | 77* | — |
| 2028-29 | 79* | — |
Planned spending, plan by plan
Each row is one year's Departmental Plan and its forecast for the next three fiscal years; read a column down to see how the forecast for one year changed. The last row is what was actually spent. Click an amount for its source. Biggest changes in federal spending plans
| Plan | 2018-19 | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | 2028-29 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| 2018-19 plan | $14,367,311 | $14,350,837 | $14,386,541 | ||||||||
| 2019-20 plan | $18,311,437 | $18,296,097 | $18,235,668 | ||||||||
| 2020-21 plan | $18,530,401 | $18,583,385 | $18,493,540 | ||||||||
| 2021-22 plan | $18,603,029 | $18,513,170 | $18,511,046 | ||||||||
| 2022-23 plan | $18,587,637 | $17,412,728 | $17,412,728 | ||||||||
| 2023-24 plan | $17,995,426 | $17,740,704 | $17,739,380 | ||||||||
| 2024-25 plan | $16,663,852 | $16,696,957 | $16,244,637 | ||||||||
| 2025-26 plan | $17,213,596 | $16,791,018 | $16,543,210 | ||||||||
| 2026-27 plan | $16,059,854 | $15,925,581 | $14,793,816 | ||||||||
| Actual | $14,814,475 | $17,673,492 | $18,102,346 | $18,046,923 | $15,470,597 | $15,423,313 | $15,327,540 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.