2020-21 Departmental Results Report
Table of contents
- From the Minister
- From the President
- Results at a glance
- Results: what we achieved
- Analysis of trends in spending and human resources
- Corporate Information
- Supporting information on the program inventory
- Supplementary information tables
- Federal tax expenditures
- Organizational contact information
- Appendix: definitions
From the Minister
Polar Knowledge Canada’s (POLAR) 2020-21 Departmental Results Report outlines the work the Government is undertaking to strengthen Canadian activity and leadership in polar science and knowledge.
This report provides parliamentarians and Canadians with information on the work that POLAR has accomplished over the past year in programs and services for Canadians based on its mandate commitments and broader government priorities.
POLAR operates the Canadian High Arctic Research Station (CHARS) in Cambridge Bay, Nunavut, which provides a world-class hub for science, technology, and innovation in Canada’s North. CHARS enables POLAR researchers, northerners, and domestic and international partners to undertake a wide range of environmental monitoring initiatives, baseline data collection, and technology demonstration projects. This work is critical to ensuring that Canadian Arctic ecosystems and societies are healthy and resilient.
Indigenous Knowledge has an important role in science and research. As such, POLAR supports the respectful and meaningful inclusion of Indigenous Knowledge through its knowledge mobilization, outreach, and capacity-building activities.
POLAR supports broader Government of Canada efforts to help guide decision-making in Canada’s northern and Arctic regions through engagement with Indigenous partners, governments, academic institutions, and other domestic and international research networks that inform POLAR’s activities.
Needs-oriented research has the potential to drive solutions for many of the unique challenges faced by the Canadian North, such as food security, climate change, infrastructure, housing, and economic development. POLAR is making progress on these priorities through its in-house research activities and research funding programs, and its partnerships with Canadians and international researchers across a range of disciplines. These actions support the vision of the future where Arctic and northern people are thriving, strong and safe, and Canada is a leader in polar science and technology.
I am honoured to have POLAR as part of my portfolio and pleased to provide this report on the work completed in the 2020-21 year.
The Honourable Daniel Vandal, P.C., M.P., Minister of Northern Affairs
From the President
In 2020-21, Polar Knowledge Canada celebrated five years of research and engagement activities to advance knowledge of the polar regions and strengthen Canadian leadership in polar science and technology. Since joining POLAR as President and CEO in Fall 2020, I have witnessed how working collaboratively to support polar science and knowledge can empower, strengthen, and improve outcomes for northern communities.
Despite the COVID-19 pandemic preventing many in-person research activities in 2020-21, POLAR continued to advance northern knowledge and research priorities using virtual networks. POLAR’s focus has been on building relationships with Indigenous partners and establishing processes that enable more inclusive research governance. This work is foundational as POLAR works towards its long-term vision of “A sustainable future guided by knowledge and collaboration.”
I would like to highlight some key successes from the past year, including:
- Finalizing agreements with Inuit Tapiriit Kanatami and the Gwich’in Tribal Council. These agreements are centered on self-determination in research and will support future collaborations in science and Indigenous knowledge between our respective organizations.
- Completing the multi-stakeholder review process to fund locally-relevant research in the Northwest Territories and Yukon. By directly engaging northerners and Indigenous Peoples in research governance, this process prioritized the allocation of research funding to community priorities.
- Tendering a major Facilities Management and Maintenance contract for CHARS. This contract will provide the operational stability needed for POLAR and its partners to deliver world-class research in the North.
As POLAR continues maturing, we remain focused on increasing Nunavut Inuit employment, in accordance with our obligations under Article 23 of the Nunavut Agreement. In 2020-21, POLAR strengthened its participation in Pilimmaksaivik’s whole-of-government approach to implementing Article 23 by assuming co-chairmanship of a federal working group dedicated to enhancing Inuit representation in science roles. By working in these collaborative spaces, POLAR is supporting the development of innovative recruitment, training, and retention programs for Inuit employees as the Government of Canada strives to be an employer of choice in Canada’s North.
As POLAR’s President and CEO, I am pleased to present POLAR’s 2020-21 Departmental Results Report.
Jennifer C. Hubbard, President and CEO, Polar Knowledge Canada
Results at a glance
June 2020 marked POLAR’s fifth year of operation. POLAR is a relatively small organization with a mandate to advance Canada’s leadership in polar science and technology and establish CHARS as a hub for scientific research in Canada’s North.
This five-year milestone came during a time of significant disruption to Arctic research activities caused by the COVID-19 pandemic. In line with public health guidelines, and to support the health and safety of employees and Cambridge Bay community members, CHARS was closed to visitors for the 2020 field season.
These public health measures prevented visiting researchers from conducting in-person research activities, such as field sampling and surveys, that typically are based out of CHARS. Despite these challenges, POLAR staff and collaborators were able to advance research and engagement activities virtually throughout the year.
For the 2020-21 fiscal year, POLAR set three strategic targets:
- POLAR is engaged with rights holders, local organizations and key pan-northern stakeholders to build relationships, strengthen partnerships, and mobilize relevant polar knowledge;
- Researchers are using the CHARS campus laboratories and facilities to perform collaborative research and science aligned with POLAR's Science and Technology Framework; and
- POLAR is leveraging partnerships to advocate for Canada's interests in both the Arctic and Antarctic.
In 2020-21, POLAR spent a total of $22,275,271 and had 79 full-time equivalents. With these resources, POLAR supported polar science and knowledge through its operation of CHARS, external funding programs, and in-house science activities. In each of these areas, POLAR took steps to make northern research more collaborative and inclusive. This approach involved:
- tendering contracts in accordance with Article 24 of the Nunavut Agreement;
- coordinating local and Indigenous representation on research review committees; and
- developing fora to share research results with northern communities.
POLAR also used virtual platforms to engage with domestic and international research communities. Throughout 2020-21 POLAR worked directly with Canadian researchers and Indigenous Knowledge holders to initiate projects that will synthesize information on priority research topics. POLAR also collaborated with federal partners to advance key Canadian Arctic and Antarctic interests at multilateral events.
For more information on POLAR’s plans, priorities and results achieved, see the “Results: what we achieved” section of this report.
Results: what we achieved
Polar Science and Knowledge
Description: Polar Knowledge Canada is Canada’s polar science agency operating out of the world-class Canadian High Arctic Research Station campus in Cambridge Bay, Nunavut. Polar Knowledge Canada performs and publishes multi-disciplinary polar research. Through our grants and contributions program, we fund external partners such as academia, northern communities and organizations who conduct research and related projects. Polar Knowledge Canada aims to include Indigenous and local knowledge wherever possible, and increase domestic and international research coordination and collaboration by leveraging resources with partners. Through workshops, conferences, social media, and other tools, Polar Knowledge Canada shares and promotes the exchange of knowledge across polar scientific and policy communities and the general public. Throughout all of its core activities, Polar Knowledge Canada aims to fund and train the next generation of polar research personnel, with a focus on northern youth.
Results:
The following is a summary of the key activities associated with POLAR’s Results Framework and denoted by aligned Board priorities:
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Canada’s polar science and technology research is publicly available and being applied |
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Results achieved:
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Canada’s Arctic science includes Indigenous and local knowledge |
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Results achieved:
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Canada fosters domestic and international knowledge exchange and partnerships in polar science and technology |
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Results achieved:
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The next generation of Canadian polar researchers is developed |
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Results achieved:
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Gender-based analysis plus
In 2020-21, female participants accounted for more than half of the reported instances of Indigenous, northern, and youth participation in POLAR’s transfer payment supported projects and activities. POLAR had high participation from female Indigenous and female northern-based individuals in its Science and Technology program-supported projects. The participation rates were 68% and 67%, respectively.
GBA Plus: POLAR’s Inuit Employment PlanNunavut Inuit occupied 41% of the encumbered positions at CHARS in Cambridge Bay, Nunavut as of March 31, 2021. Women accounted for 64% of Inuit employees at CHARS compared to 61% in POLAR’s overall workforce. Inuit staff at POLAR are predominantly young, and in recent years, occupy an increasing number of intermediate and senior level positions in Cambridge Bay, Nunavut, with 29% of Inuit employees occupying positions higher than entry-level. Administrative roles at CHARS are primarily occupied by Inuit, with 88% of these positions being represented by Inuit employees. With further implementation of the Inuit Employment Plan, there has been increasing representation of Inuit in Technical/Operational roles in recent years, with Inuit representing 50% of these roles at CHARS. POLAR also supported Inuit staff in pursuing post-secondary education, including in polar science fields, through the Pilimmaksaivik Education Support Fund. These efforts will support increasing representation of Inuit in mid-level and senior roles at POLAR and the Government of Canada more broadly, in years to come. |
Results achieved
| Departmental results | Performance indicators | Target | Date to achieve target | 2018–19 Actual results | 2019–20 Actual results | 2020–21 Actual results |
| Canada’s polar science and technology research is publicly available and being applied | Percentage of research publications led or supported by Polar Knowledge Canada that are available online to the Canadian public | 30% | March 2025 | 56% | 61% | 60% |
| Number of citations of research led or supported by Polar Knowledge Canada1 | 100 | March 2025 | 126 | 338 | 439 | |
| Canada’s Arctic science includes Indigenous and local knowledge | Percentage of Arctic research projects led or supported by Polar Knowledge Canada that include Indigenous or local knowledge | 90% | March 2025 | 80% | 76% | 94% |
| Percentage of Arctic projects led or supported by Polar Knowledge Canada that involve Northerners | 90% | March 2025 | 92% | 67% | 100% | |
| Canada fosters domestic and international knowledge exchange and partnerships in polar science | Number of knowledge exchange activities or initiatives led or supported by Polar Knowledge Canada | 100 | March 2025 | 657 | 348 | 344 |
| Percentage of leveraged investment by Polar Knowledge Canada-supported projects | 100% | March 2025 | 126% | 38% | 48% | |
| Percentage of projects led by Polar Knowledge Canada that involve external partners | 75% | March 2025 | 63% | 78% | 60% | |
| The next generation of Canadian polar researchers is developed | Percentage of Polar Knowledge Canada-led or supported projects that involve youth or early career researchers2 | 80% | March 2025 | N/A | N/A | 100% |
Budgetary financial resources (dollars) - Core Responsibility
| 2020–21 Main estimates | 2020–21 Planned spending | 2020–21 Total authorities available for use | 2020–21 Actual spending (authorities used) | 2020–21 Difference (Actual spending minus Planned spending) |
| 16,784,156 | 16,784,156 | 16,735,383 | 9,377,632 | (7,406,524) |
Human resources (full-time equivalents) - Core Responsibility
| 2020–21 Planned full-time equivalents | 2020–21 Actual full-time equivalents | 2020–21 Difference (Actual full-time equivalents minus Planned full-time equivalents) |
| 48 | 37 | (11) |
Financial, human resources and performance information for POLAR’s Program Inventory is available in GC InfoBasei.
Internal Services
Description
Internal Services are those groups of related activities and resources that the federal government considers to be services in support of programs and/or required to meet corporate obligations of an organization. Internal Services refers to the activities and resources of the 10 distinct service categories that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. The 10 service categories are:
- Acquisition Management Services
- Communication Services
- Financial Management Services
- Human Resources Management Services
- Information Management Services
- Information Technology Services
- Legal Services
- Material Management Services
- Management and Oversight Services
- Real Property Management Services
With specialized laboratories, public spaces, researcher accommodations and field and maintenance workshops, CHARS is foundational to POLAR’s departmental results framework, as the campus provides a hub for collaboration on polar science and technology. The new contract for the operations and maintenance of CHARS will ensure that POLAR’s staff, collaborators and partners continue to have safe and sustainable access to the campus and its facilities. POLAR’s Internal Services’ budgetary and human resources reflect the substantial cost of operating this major research infrastructure in the Canadian High Arctic.
Budgetary financial resources (dollars) - Internal Services
| 2020–21 Main estimates | 2020–21 Planned spending | 2020–21 Total authorities available for use | 2020–21 Actual spending (authorities used) | 2020–21 Difference (Actual spending minus Planned spending) |
| 14,393,461 | 14,393,461 | 15,430,323 | 12,897,639 | (1,495,822) |
Human resources (full-time equivalents) - Internal Services
| 2020–21 Planned full-time equivalents | 2020–21 Actual full-time equivalents | 2020–21 Difference (Actual full-time equivalents minus Planned full-time equivalents) |
| 57 | 42 | (15) |
Analysis of trends in spending and human resources
Actual expenditures
Departmental spending trend graph
The following graph presents planned (voted and statutory spending) over time.
The graph illustrates POLAR’s spending trend over a six-year period starting in 2018-19 and ending in 2023-24. The graph is based on three years of actual spending and three years of planned spending.
In fiscal year 2018-19, the actual spending was $1.0 million from statutory spending with $23.7 million in voted spending. In 2019-20, actual spending was $1.1 million from statutory spending and $29.4 million from voted spending. The increase in voted spending from 2018-19 to 2019-20 is primarily due to additional funding announced in Budget 2018 to support the transfer of operational and management responsibilities of CHARS from Crown-Indigenous Relations and Northern Affairs Canada to POLAR.
In fiscal year 2020-21, the actual spending was $1.1 million from statutory spending with $21.2 million in voted spending. The decrease in voted spending is mainly due to the impacts of the COVID-19 pandemic restrictions on POLAR’s operations, the delivery of its transfer payment programs, and the loss of the field research season in 2020-21.
In 2021-22, the planned spending is $2.5 million for statutory spending with $29.8 million in voted spending. For 2022-23 and 2023-24, planned spending is $2.5 million for statutory spending with $29.9 million in voted spending. The increase in statutory spending between 2020-21 and 2021-22 is due to obtaining a new authority to spend revenues received through the conduct of its operations permitted under section 6 (2) of the Canadian High Arctic Research Station Act.
Budgetary performance summary for Core Responsibilities and Internal Services (dollars)
| Core responsibilities and Internal Services | 2020–21 Main Estimates | 2020–21 Planned spending | 2021–22 Planned spending | 2022–23 Planned spending | 2020–21 Total authorities available for use | 2018–19 Actual spending (authorities used) | 2019–20 Actual spending (authorities used) | 2020–21 Actual spending (authorities used) |
| Polar Science and Knowledge | 16,784,156 | 16,784,156 | 16,105,186 | 16,105,186 | 16,735,383 | 15,642,340 | 15,282,156 | 9,377,632 |
| Subtotal | 16,784,156 | 16,784,156 | 16,105,186 | 16,105,186 | 16,735,383 | 15,642,340 | 15,282,156 | 9,377,632 |
| Internal Services | 14,393,461 | 14,393,461 | 16,111,924 | 16,237,655 | 15,430,323 | 9,014,331 | 15,295,336 | 12,897,639 |
| Total | 31,177,617 | 31,177,617 | 32,217,110 | 32,342,841 | 32,165,706 | 24,656,671 | 30,577,492 | 22,275,271 |
Actual human resources
Human resources summary for core responsibilities and Internal Services
| Core responsibilities and Internal Services | 2018–19 Actual full-time equivalents | 2019–20 Actual full-time equivalents | 2020–21 Planned full-time equivalents | 2020–21 Actual full-time equivalents | 2021–22 Planned full-time equivalents | 2022–23 Planned full-time equivalents |
| Polar Science and Knowledge | 33 | 36 | 48 | 37 | 44 | 44 |
| Subtotal | 33 | 36 | 48 | 37 | 44 | 44 |
| Internal Services | 34 | 42 | 57 | 42 | 51 | 51 |
| Total | 67 | 78 | 105 | 79 | 95 | 95 |
Expenditures by vote
For information on the POLAR’s organizational voted and statutory expenditures, consult the Public Accounts of Canada 2020–2021.ii
Government of Canada spending and activities
Information on the alignment of the POLAR’s spending with the Government of Canada’s spending and activities is available in GC InfoBase.iii
Financial statements and financial statements highlights
Financial statements
POLAR’s financial statements (unaudited) for the year ended March 31, 2021, are available on the departmental website.
Financial statement highlights
Condensed Statement of Operations (unaudited) for the year ended March 31, 2021 (dollars)
| Financial information | 2020–21 Planned results | 2020–21 Actual results | 2019–20 Actual results | Difference (2020–21 Actual results minus 2020–21 Planned results) | Difference (2020–21 Actual results minus 2019–20 Actual results) |
| Total expenses | 32,636,543 | 22,677,786 | 31,673,499 | (9,958,757) | (8,995,713) |
| Total revenues | 0 | 292,040 | 0 | 292,040 | 292,040 |
| Net cost of operations before government funding and transfers | 32,636,543 | 22,385,746 | 31,673,499 | (10,250,797) | (9,287,753) |
Condensed Statement of Financial Position (unaudited) as of March 31, 2021 (dollars)
| Financial information | 2020–21 | 2019–20 | Difference (2020–21 minus 2019–20) |
| Total net liabilities | 2,858,447 | 5,506,897 | (2,648,450) |
| Total net financial assets | 2,390,470 | 4,750,305 | (2,359,835) |
| Departmental net debt | 467,977 | 756,592 | (288,615) |
| Total non-financial assets | 1,458,778 | 1,745,343 | (286,565) |
| Departmental net financial position | 990,801 | 988,751 | 2,050 |
Corporate Information
Organizational profile
Appropriate minister: The Honourable Daniel Vandal, P.C., M.P.
Institutional head: Jennifer C. Hubbard, President and Chief Executive Officer
Ministerial portfolio: Minister of Northern Affairs
Enabling instrument[s]: Canadian High Arctic Research Station Activ
Year of incorporation / commencement: 2015
Other: POLAR is overseen by a nine-member Board of Directors, including a Chairperson and Vice-Chairperson. The Board approves the Agency’s science and technology plan and annual work plans and budget. The Board is accountable to the Minister of Northern Affairs. All members are appointed by Order-in-Council to hold office for terms not exceeding five years and are eligible for re-appointment for a second term of office. Members of the Board of Directors hold office on a part-time basis.
Raison d’être, mandate and role: who we are and what we do
“Raison d’être, mandate and role: who we are and what we do” is available on POLAR’s website.v
For more information on the department’s organizational mandate letter commitments, see the Minister’s mandate letter (2019)vi and supplementary mandate lette (2021)vii
Operating context
Information on the operating context is available on POLAR’s website.viii
Reporting framework
POLAR’s Departmental Results Framework and Program Inventory of record for 2020–21 are shown below.
Supporting information on the program inventory
Financial, human resources and performance information for POLAR’s Program Inventory is available in GC InfoBase.ix
Supplementary information tables
The following supplementary information tables are available on POLAR’s website:
- Reporting on Green Procurementx
- Details on transfer payment programsxi
- Gender-based analysis plusxii
Federal tax expenditures
The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures.xiii This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.
Organizational contact information
Cambridge Bay Headquarters:
Polar Knowledge Canada - Canadian High Arctic Research Station
1 Uvajuq Road
P.O. Box 2150
Cambridge Bay, NU, X0B 0C0
Tel.: (867) 983-7425
Ottawa Office:
Polar Knowledge Canada
170 Laurier Avenue West, Suite 200
Ottawa, ON, K1P 5V5
Tel.: (613) 943-8605
Email: info@polar.gc.ca
Website: https://www.canada.ca/en/polar-knowledge.html
Appendix: definitions
Appropriation (crédit)
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
Budgetary expenditures (dépenses budgétaires)
Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
Core responsibility (responsabilité essentielle)
An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.
Departmental Plan (plan ministériel)
A report on the plans and expected performance of an appropriated department over a 3 year period. Departmental Plans are usually tabled in Parliament each spring.
Departmental priority (priorité)
A plan or project that a department has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired departmental results.
Departmental result (résultat ministériel)
A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.
Departmental result indicator (indicateur de résultat ministériel)
A quantitative measure of progress on a departmental result.
Departmental results framework (cadre ministériel des résultats)
A framework that connects the department’s core responsibilities to its departmental results and departmental result indicators.
Departmental Results Report (rapport sur les résultats ministériels)
A report on a department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
Experimentation (expérimentation)
The conducting of activities that seek to first explore, then test and compare the effects and impacts of policies and interventions in order to inform evidence-based decision-making, and improve outcomes for Canadians, by learning what works, for whom and in what circumstances. Experimentation is related to, but distinct from innovation (the trying of new things), because it involves a rigorous comparison of results. For example, using a new website to communicate with Canadians can be an innovation; systematically testing the new website against existing outreach tools or an old website to see which one leads to more engagement, is experimentation.
Fulltime equivalent (équivalent temps plein)
A measure of the extent to which an employee represents a full person year charge against a departmental budget. For a particular position, the full time equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person’s collective agreement.
Gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS+])
An analytical process used to assess how diverse groups of women, men and gender-diverse people experience policies, programs and services based on multiple factors including race ethnicity, religion, age, and mental or physical disability.
Government-wide priorities (priorités pangouvernementales)
For the purpose of the 2020–21 Departmental Results Report, those high-level themes outlining the government’s agenda in the 2019 Speech from the Throne, namely: Fighting climate change; Strengthening the Middle Class; Walking the road of reconciliation; Keeping Canadians safe and healthy; and Positioning Canada for success in an uncertain world.
Horizontal initiative (initiative horizontale)
An initiative where two or more federal organizations are given funding to pursue a shared outcome, often linked to a government priority.
Non budgetary expenditures (dépenses non budgétaires)
Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.Performance (rendement)
What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.
Performance indicator (indicateur de rendement)
A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results. Performance reporting (production de rapports sur le rendement) The process of communicating evidence based performance information. Performance reporting supports decision making, accountability and transparency.
Performance reporting (production de rapports sur le rendement)
The process of communicating evidence based performance information. Performance reporting supports decision making, accountability and transparency.
Plan (plan)
The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.
Planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in Main Estimates.
A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.
Program (programme)
Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.
Program inventory (répertoire des programmes)
Identifies all the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.Result (résultat)
A consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization’s influence.
Statutory expenditures (dépenses législatives)
Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
Target (cible)
A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
Voted expenditures (dépenses votées)
Expenditures that Parliament approves annually through an appropriation act. The vote wording becomes the governing conditions under which these expenditures may be made.
Endnotes
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- GC InfoBase https://www.tbs-sct.gc.ca/ems-sgd/edb-bdd/index-eng.html#start
- Public Accounts of Canada, http://www.tpsgc-pwgsc.gc.ca/recgen/cpc-pac/index-eng.html
- GC InfoBase, https://www.tbs-sct.gc.ca/ems-sgd/edb-bdd/index-eng.html#start
- Canadian High Arctic Research Station Act, https://laws-lois.justice.gc.ca/eng/acts/C-17.8/page-1.html
- POLAR’s website, https://www.canada.ca/en/polar-knowledge.html
- Minister’s mandate letter: https://pm.gc.ca/en/mandate-letters/2019/12/13/minister-northern-affairs-mandate-letter
- Supplementary mandate letter: https://pm.gc.ca/en/mandate-letters/2021/01/15/minister-northern-affairs-mandate-letter-supplementary-mandate-letter
- POLAR’s website, https://www.canada.ca/en/polar-knowledge.html
- GC InfoBase, https://www.tbs-sct.gc.ca/ems-sgd/edb-bdd/index-eng.html#start
- Reporting on Green Procurement https://www.canada.ca/en/polar-knowledge/reports/departmental-results-report-2020-2021/supplementary-information-tables-2020-2021.html
- Details on transfer payment programs https://www.canada.ca/en/polar-knowledge/reports/supplementary-information-tables-2020-2021.html
- Gender-based analysis plus https://www.canada.ca/en/polar-knowledge/reports/departmental-results-report-2020-2021/supplementary-information-tables-2020-2021.html
- Report on Federal Tax Expenditures, https://www.canada.ca/en/department-finance/services/publications/federal-tax-expenditures.html
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