Archived - Supplementary Information Tables

Departmental Sustainable Development Strategy

1. Overview of the Federal Government's Approach to Sustainable Development

The Federal Sustainable Development Strategy (FSDS) 2013-16, tabled on November 4, 2013, guides the Government of Canada's sustainable development activities, as required by the Federal Sustainable Development Act (FSDA).

FSDA Themes:

• I - Addressing Climate Change and Air Quality;
• II - Maintaining Water Quality and Availability;
• III - Protecting Nature and Canadians; and
• IV - Shrinking the Environmental Footprint - Beginning with Government.

The Canadian Northern Economic Development Agency (CanNor) is not required to report under the FSDA, but nonetheless adheres to the Strategy's principles. Many of CanNor's activities contribute positively to addressing climate change and air quality, maintaining water quality, protecting nature, and shrinking the government's environmental footprint.

2. Themes I-III: Department/Agency-led Targets

N/A

3. Themes I-III: Implementation Strategies

N/A

4. Theme IV: Implementation Strategies

CanNor is committed to the Policy on Green Procurement and, therefore, integrates green procurement practices into its operations. The Agency is committed to the use of information and communication technologies to reduce the impact of the geographic distance between its offices while also reducing some of the environmental impacts arising from operations.

Green Procurement Targets

Strategies / Comments

The Canadian Northern Economic Development Agency (CanNor) uses the services of Aboriginal Affairs and Northern Development (AANDC) procurement staff.

1. Approach: The Agency's approach to implementing green procurement is to target several practices which include: the use of PWGSC procurement instruments; ensuring that employees have the tools and knowledge to work in compliance with green procurement objectives; making certain that a high percentage of shared-use office equipment is multifunctional; ensuring an adequate ratio (approximately 1:6) of office employees to printing units by not replacing broken units and purchasing only shared multi-function units; and implementing measures for greening meetings. During 2013-14, the Agency removed unused and broken equipment in the NCR and in Iqaluit by using AANDC's green disposition services. Disposing of equipment from Iqaluit involved shipping it south via sealift to be properly recycled in the NCR.
2. Management Processes and Controls: The Agency used PWGSC green procurement instruments where it is not in contradiction with land claims objectives. In some cases, the use of these instruments may contradict the objectives of Comprehensive Land Claims Agreements (CLCAs) that cover regions where CanNor's offices are located.^{Footnote *} In these instances, CanNor determines how to meet the principles of green procurement while responding to the objectives of these agreements. Also, given the geographical challenges related to having an office in each territory and one in the NCR, the Agency relies heavily on video-conference meetings, and the use of WebEx and Adobe Connect to share presentations on big screens in boardrooms or on individual desktops. Likewise, information is shared predominantly through electronic means via e-mail and by holding repositories using the Intranet, shared drives, and internal document tracking and management systems.
3. Setting Targets: The Agency has the following targets:
   • to ensure that the contracting review committee incorporates considerations for green procurement in all deliberations on all contract proposals;
   • to ensure that employees have the tools and knowledge, through training or orientation sessions, to work in compliance with the policy on green procurement; and
   • to ensure that the Director of Corporate Services supports the Agency in integrating green procurement practices.
4. Training: CanNor utilizes the services of AANDC procurement staff. However, the Agency ensures that employees within CanNor have the tools and knowledge, through training or orientation sessions, to work in compliance with the policy on green procurement when engaging in procurement activities.
5. Performance Evaluations: The Agency ensures that an objective to take environmental considerations into account for all procurement activities is included in the performance management agreement of the Director of Corporate Services (the Agency's head of procurement and materiel management).
6. Meeting Targets: CanNor met its targets and ensured that:
   • green procurement was considered for all contract proposal deliberations;
   • employees had the tools and knowledge to work in compliance with the policy on green procurement; and
   • the Director of Corporate Services supported the Agency in integrating green procurement practices.

5. Additional Departmental/Agency Sustainable Development Activities and Initiatives

N/A

6. Sustainable Development Management System

N/A

7. Strategic Environmental Assessment

Consistent with the Government of Canada's commitment to sustainable development, CanNor is committed to complying with the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals and, therefore, ensures that all policy, planning, and program proposals consider, when appropriate, potential environmental effects. Strategic Environmental Assessments (SEAs) are conducted when circumstances warrant. In 2013-14, scans undertaken for policy and program activity identified no requirement for SEAs.

Details on Transfer Payment Programs

Name of Transfer Payment Program: Strategic Investments in Northern Economic Development (SINED)

Start Date: April 1, 2009

End Date: March 31, 2014

Description: Strategic Investments in Northern Economic Development is a project-based suite of programs to strengthen the driver sectors of the territorial economies; diversify them; and encourage Northerners' participation in the economy. Eligible recipients include social enterprises, individuals, other levels of government and other non-federal entities, public or private, that have an interest in economic development in the North.

Strategic Outcome(s): Developed and diversified territorial economies that support prosperity for all Northerners

Results Achieved: Through the implementation of SINED, CanNor has made progress in all of the following areas:

• strengthened northern innovation and technology capacity;
• increased access to funding for northern and Aboriginal entrepreneurs;
• increased uptake of economic opportunities in existing, expanding and emerging sectors;
• increased capacity through training and business skills development activities of northern individuals and communities to identify and respond to economic opportunities; and
• enhanced infrastructure for northern communities.

Comments on variances: The $562,000 variance is as a result of total contribution funding available having not been distributed. CanNor's funding programs are proposal-driven, therefore, some years some programs may be over-subscribed or, as was the case in 2013-14, slightly under-subscribed.

Audits completed or planned: An audit was undertaken during 2013-14 by the Office of the Auditor General. Results released in the 2014 Spring Report of the Auditor General of Canada.

Evaluations completed or planned: An evaluation of the program was completed in 2013-14. See: Evaluation of the Strategic Investments in Northern Economic Development Program - December 2013

Engagement of applicants and recipients: Structured engagement was undertaken with partners and stakeholders in 2013-14. Discussion informed the program evaluation.

Name of Transfer Payment Program: Aboriginal Economic Development (voted)

Start Date: April 1, 2009

End Date: On-going

Description: Aboriginal Economic Development funding is designed to increase Aboriginal participation in the Canadian economy. Through community investment, community infrastructure programming, and individual and community business development, CanNor provides funding and other supports to viable and sustainable proposals brought forward by First Nation, Métis and Inuit entrepreneurs in the North, as well as by northern communities, Aboriginal businesses and financial organizations.

Strategic Outcome(s): Developed and diversified territorial economies that support prosperity for all Northerners

Results Achieved: Through the Aboriginal Economic Development programming, CanNor's funding helped to increase northern Aboriginal participation in the Canadian economy. The Agency provided funding to support a wide array of viable Aboriginal economic businesses in the three territories. CanNor's funding also helped to support the development of a skilled Aboriginal workforce.

Comment(s) on Variance(s): The variance of $2,563,613.60 is as a result of total contribution funding available having not been distributed. CanNor's funding programs are proposal driven, therefore, some years some programs may be over-subscribed or, as was the case in 2013-14, slightly under-subscribed.

Audit Completed or Planned: An audit was undertaken during 2013-14 by the Office of the Auditor General. Results released in the 2014 Spring Report of the Auditor General of Canada.

Evaluation Completed or Planned: Aboriginal Affairs and Northern Development Canada has evaluations planned in 2014-15 for Aboriginal Economic Development programming, specifically the Aboriginal Business Development Program and the Community Economic Development Program. CanNor will provide input to these evaluations.

Engagement of applicants and recipients: Participated with the National Economic Development Committee for Inuit Nunangat (NEDCIN), and working groups of the National Aboriginal Capital Corporations Association (NACCA), as well as with the National Aboriginal Economic Development Board (NAEDB) and Aboriginal stakeholders in each territory.

Name of Transfer Payment Program: Northern Adult Basic Education Program (voted)

Start Date: November 10, 2011

End Date: March 31, 2016

Description: The Northern Adult Basic Education Program (NABEP) is a program that spans five fiscal years and supports the territorial colleges in delivering an expanded suite of learning opportunities to working-age Northerners to enhance their basic education skills to enable them to obtain jobs or take further vocational training.

Strategic Outcome(s): Developed and diversified territorial economies that support prosperity for all Northerners

Results Achieved: Funding in 2011-12 allowed the colleges in the three territories to plan and prepare to deliver NABEP programming to northern adults beginning September 2012. NABEP funding increases the adult educational capacity of northern colleges, providing northern adults greater opportunities to obtain the essential skills that lead to jobs or further occupational training, and provide business with an expanded source of local labour. Over the long-term, the program is designed to leave the colleges with a legacy of increased capacity for adult education.

Comment(s) on Variance(s): N/A

Audit Completed or Planned: An audit was undertaken during 2013-14 by the Office of the Auditor General. Results released in the 2014 Spring Report of the Auditor General of Canada.

Evaluation Completed or Planned: A formative evaluation began in 2013-14 and will conclude in 2014-15. A summative evaluation will be conducted in 2015-16.

Engagement of applicants and recipients: An engagement process was undertaken with the three accredited northern colleges, and included the respective education departments of the territorial governments. Consultations were undertaken where required with Aboriginal groups and engagement was launched with other stakeholders.

Internal Audits and Evaluations