2015-16 Departmental Performance Report – Sub-programs
Sub-Program Title: 1.1.1 Business Development
Description
This sub-program supports the growth and expansion of northern businesses, including small and medium enterprises, through advice, and funding support. The sub-program's objective is to encourage a competitive, diverse northern business sector that is aligned with economic development opportunities across the North.
| 2015-16 Planned Spending |
2015-16 Actual Spending (authorities used) |
2015-16 Difference (actual minus planned) |
|---|---|---|
| 26,446,412 | 25,465,014 | (981,398) |
The difference between Planned Spending and Actual Spending is primarily due to lapsing of contribution funding related to SINED ($781 thousand).
| 2015-16 Planned |
2015-16 Actual |
2015-16 Difference (actual minus planned) |
|---|---|---|
| 24 | 18 | (6) |
The lower than planned FTE number is due the combined challenges of staff turnover in positions linked to sunsetting programs, as well as the difficulty of hiring in the North.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| Increased northern business activity | Growth in GDP | Growth rate in GDP that is equal to or better than the Canadian annual growth rate | -0.8% growth rate in Northern GDP compared with 0.8% for all of CanadaEndnote 1 |
| Percentage of Northern and Indigenous (individual or community-owned) businesses supported by the Agency that are still operating after three years | 38% | 79% | |
| Northern Economic Diversification Index (NEDI) | Value of 87 to 89 | 89.05 |
Sub-Program Title: 1.1.2 Community Development
Description
This sub-program supports community-level investments in infrastructure and organizations, and individual-level investments in skills and capacity development. The sub-program’s objective is the establishment of economically sustainable northern communities with a high quality of life for residents.
| 2015-16 Planned Spending |
2015-16 Actual Spending (authorities used) |
2015-16 Difference (actual minus planned) |
|---|---|---|
| 14,050,000 | 11,205,748 | (2,844,252) |
The difference between Planned Spending and Actual Spending is primarily due to lapsing of contribution funding for NAEOP – CROP ($2.2 million). A significant lapse in operating costs was also realized.
| 2015-16 Planned |
2015-16 Actual |
2015-16 Difference (actual minus planned) |
|---|---|---|
| 11 | 8 | (3) |
The lower than planned FTE number is due to staff turnover and the difficulty of hiring in the North.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| Economically sustainable northern communities | Self-sustaining Indigenous communities, as reflected in the proportion of Indigenous economic development community planning investments relative to business investments | Year-over-year increase in business investments relative to community planning investments | CanNor increased its support of Indigenous businesses under NAEOP by $414 thousand while funding community economic planning initiatives decreased by $451K |
| Percentage improvement in labour market participation by Northerners | Improvement rate that is equal to or greater than the annual Canadian rate | Northern participation rose by 0.5% compared with the national rate that contracted by 0.2%Endnote 2 | |
| Percentage of CanNor's investments in economic infrastructure studies that lead to infrastructure projects within five years | 33% | 42% |
Sub-Program Title: 1.2.1 Policy and Advocacy
Description
This sub-program informs departmental decision-making by providing a solid base of knowledge and understanding to develop effective programs and federal initiatives, to support the development of the Agency’s strategic priorities, to provide input to national programs and policies, and to establish strategic partnerships with governments and stakeholders from the private and not-for-profit sectors. CanNor puts a particular emphasis on the overall performance of the natural resource development sector.
| 2015-16 Planned Spending |
2015-16 Actual Spending (authorities used) | 2015-16 Difference (actual minus planned) |
|---|---|---|
| 2,428,933 | 1,974,956 | (453,977) |
Position vacancies contributed to lapses in both salary and related operating expenses.
| 2015-16 Planned |
2015-16 Actual |
2015-16 Difference (actual minus planned) |
|---|---|---|
| 15 | 13 | (2) |
The lower than planned FTE number is due to staff turnover.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| Well-informed, evidence-based policy decisions reflecting opportunities and challenges of the northern economy | Assessment of CanNor's performance as determined in audits and evaluations | Positive assessment | The 2015 NPMO evaluation reaffirmed that the NPMO continued to meet its mandate and demonstrate continued relevance. The NPMO received renewed funding over four years in Budget 2016. |
Sub-Program Title: 1.2.2 Coordination and Alignment
Description
This sub-program engages a range of economic partners (government, non-governmental organizations, Indigenous organizations and private companies) to address the economic priorities of the North, and to leverage resources and investments by building partnerships and coordinating with other federal departments and northern stakeholders. CanNor’s Northern Projects Management Office (NPMO) is a reflection of this approach as it works with project proponents, federal and territorial departments, Indigenous communities and others to advance resource development.
| 2015-16 Planned Spending |
2015-16 Actual Spending (authorities used) | 2015-16 Difference (actual minus planned) |
|---|---|---|
| 2,428,933 | 1,974,956 | (453,977) |
The NPMO funding profile for 2015-16 included additional one-time operating costs for staff relocation and expenses related to its expected sunset year. Actual spending, however, remained comparable to the previous year as NPMO funding was subsequently renewed in Budget 2016.
| 2015-16 Planned |
2015-16 Actual |
2015-16 2015-16 Difference (actual minus planned) |
|---|---|---|
| 15 | 13 | (2) |
The lower than planned FTE count is due to the combined challenges of staff turnover in positions linked to sunsetting programs, as well as the difficulty of hiring in the North.
| Expected Results | Performance Indicators | Targets | Actual Results |
|---|---|---|---|
| Increased effectiveness and transparency in the management of federal environmental approval processes and other federal administrative processes | Percentage of project agreements provided to federal regulators within one month of the project being submitted for screening with a northern regulatory board | 90% | N/A Note: Project agreements as originally envisioned were not pursued in favour of the NPMO exploring more efficient governance mechanisms. |