2017-2018 Departmental Plan: Sub-programs
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.
| Expected results | Performance indicators | Target | Date to achieve target | 2013–14 Actual results |
2014–15 Actual results |
2015–16 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 | March 31, 2018 | -1.6% growth rate in territories versus -0.3% for all of Canada | 3.2% growth rate in Northern GDP compared with 2.4% for all of Canada | -0.8% growth rate in Northern GDP compared with 0.8% for all of Canada |
| Increased northern business activity | Percentage of Northern and Indigenous (individual or community-owned) businesses supported by the Agency that are still operating after three years | 38% | March 31, 2018 | 94% | 92% In 2011-12, CanNor directly supported 12 businesses of which 11 are still in operation. |
79% |
| Increased northern business activity | Northern Economic Diversification Index (NEDI) | Value of 87 to 89 | March 31, 2018 | N/A (indicator under review and development) | 88.01 | 89.05 |
| 2017–18 Planned spending |
2018–19 Planned spending |
2019–20 Planned spending |
|---|---|---|
| 23,825,322 | 4,107,452 | 4,107,452 |
| The decrease is a result of the sunsetting of the Strategic Investments in Northern Economic Development of $19.8M. | ||
| 2017–18 Planned FTEs |
2018–19 Planned FTEs |
2019–20 Planned FTEs |
|---|---|---|
| 18 | 4 | 4 |
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.
| Expected results | Performance indicators | Target | Date to achieve target | 2013–14 Actual results |
2014–15 Actual results |
2015–16 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 | March 31, 2018 | Not applicable | CanNor increased its support of Aboriginal businesses under NAEOP by $2.7 million while funding support for community economic planning initiatives fell by $2.1 million | CanNor increased its support of Indigenous businesses under NAEOP by $414 thousand while funding community economic planning initiatives decreased by $451 thousand. |
| Economically sustainable northern communities | Percentage improvement in labour market participation by Northerners | Improvement rate that is equal to or greater than the annual Canadian rate | March 31, 2018 | Territories: -2.6% Canada: -0.5% |
Northern participation rate contracted by 2% compared with 0.5% nationally | Northern participation rose by 0.5% compared with the national rate that contracted by 0.2% |
| Economically sustainable northern communities | Percentage of CanNor's investments in economic infrastructure studies that lead to infrastructure projects within five years | 33% | March 31, 2018 | Not applicable | 0% | 42% |
| 2017–18 Planned spending |
2018–19 Planned spending |
2019–20 Planned spending |
|---|---|---|
| 16,054,862 | 9,653,720 | 9,653,720 |
| The decrease is a result of the sunsetting of the Canada 150 Community Infrastructure Program. | ||
| 2017–18 Planned FTEs |
2018–19 Planned FTEs |
2019–20 Planned FTEs |
|---|---|---|
| 10 | 10 | 10 |
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.
| Expected results | Performance indicators | Target | Date to achieve target | 2013–14 Actual results |
2014–15 Actual results |
2015–16 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 | March 31, 2018 | Not applicable (indicator under review and development) | Auditor General's Spring 2014 Report | 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. |
| 2017–18 Planned spending |
2018–19 Planned spending |
2019–20 Planned spending |
|---|---|---|
| 2,111,064 | 2,129,948 | 2,184,200 |
| The increase is due to a slight increase in the Northern Projects Management Office as it enters its sunsetting year. |
||
| 2017–18 Planned FTEs |
2018–19 Planned FTEs |
2019–20 Planned FTEs |
|---|---|---|
| 13 | 13 | 13 |
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 coordination 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.
| Expected results | Performance indicators | Target | Date to achieve target | 2013–14 Actual results |
2014–15 Actual results |
2015–16 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% | March 31, 2018 | N/A (indicator under review and development) | N/A (indicator under review and development) | N/A Note: Project agreements as originally envisioned were not pursued in favour of the NPMO exploring more efficient governance mechanisms. |
| 2017–18 Planned spending |
2018–19 Planned spending |
2019–20 Planned spending |
|---|---|---|
| 2,111,063 | 2,129,948 | 2,184,200 |
| The increase is due to a slight increase in the Northern Projects Management Office as it enters its sunsetting year. |
||
| 2017–18 Planned FTEs |
2018–19 Planned FTEs |
2019–20 Planned FTEs |
|---|---|---|
| 13 | 13 | 13 |