2016-17 Departmental Results Report – Sub-programs
1.1.1 Sub-Program: Business Development
Description
This sub-program supports the growth and expansion of northern businesses, including small and medium size 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 | 2016–17 Actual results |
2015–16 Actual results |
2014–15 Actual results |
|---|---|---|---|---|---|---|
| Increased northern business activity | Growth in Gross Domestic Product (GDP) | Growth rate in GDP that is equal to or better than the Canadian annual growth rate | March 31, 2017 | 3.6% growth rate in Northern GDP compared with 1.2% for all of CanadaTable note i | -0.8% growth rate in Northern GDP compared with 0.8% for all of Canada | 3.2% growth rate in Northern GDP compared with 2.4% for all of Canada |
| Percentage of Northern and Indigenous (individual or communityowned) businesses supported by the Agency that are still operating after three years | 38% | 100% | 79% | 92% | ||
| Northern Economic Diversification Index (NEDI) | Value of 87 to 89 | 88.57 | 89.05 | 88.01 | ||
| 2016-17 Planned Spending |
2016-17 Actual Spending (authorities used) |
2016-17 Difference (actual minus planned) |
|---|---|---|
| 5,208,012 | 25,095,087 | 19,887,087 |
The difference between planned spending and actual authorities is due to the inclusion of renewal funding of SINED ($19.8M) in 2016-17 Supplementary Estimates 'A'. Very little lapsing of contribution funding in this sub-program.
| 2016-17 Planned |
2016-17 Actual |
2016-17 Difference (actual minus planned) |
|---|---|---|
| 4 | 20 | 16 |
The increase of 16 FTEs is related to new resources for major program renewal (e.g. 14 FTE's for SINED)
1.1.2 Sub-Program: 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 | 2016–17 Actual results |
2015–16 Actual results |
2014–15 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, 2017 | In response to client demand, CanNor decreased its support of Indigenous businesses under NAEOP by $1,188,938 while funding community economic planning initiatives increased by $2,044,393 | CanNor increased its support of Indigenous businesses under NAEOP by $414,000 while funding community economic planning initiatives decreased by $451,000 | CanNor increased its support of Aboriginal businesses under NAEOP by $2.7 M while funding support for community economic planning initiatives fell by $2.1 M |
| 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 1.3% compared with the national rate that contracted by 0.1%Table note ii | Northern participation rose by 0.5% compared with the national rate that contracted by 0.2% | Northern participation rate contracted by 2% compared with 0.5% nationally | ||
| Percentage of CanNor's investments in economic infrastructure studies that lead to infrastructure projects within five years | 33% | 56% | 42% | 0% | ||
| 2016-17 Planned Spending |
2016-17 Actual Spending (authorities used) |
2016-17 Difference (actual minus planned) |
|---|---|---|
| 12,900,162 | 18,254,176 | 5,354,014 |
The difference between planned spending and actual authorities is due to the inclusion of renewal funding of NABEP ($3.9M) and CIP 150 ($3.2M) in 2016-17 Supplementary Estimates 'A'. Contribution funding related to Northern Aboriginal Economic Opportunity Program (NAEOP) was underspent by $1.4M and CIP 150 was underspent by $247K.
| 2016-17 Planned |
2016-17 Actual |
2016-17 Difference (actual minus planned) |
|---|---|---|
| 9 | 9 | 0 |
1.2.1 Sub-Program: 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 | 2016–17 Actual results |
2015–16 Actual results |
2014–15 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, 2017 | Positive assessment: The November 2016 NABEP evaluation reaffirmed that NABEP is considered relevant, continues to meet its mandate and is well aligned with Government of Canada priorities. NABEP received renewed funding over 3 years in Budget 2017. | 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. | Auditor General's Spring 2014 Report |
| 2016-17 Planned Spending |
2016-17 Actual Spending (authorities used) |
2016-17 Difference (actual minus planned) |
|---|---|---|
| 1,017,312 | 1,843,299 | 825,987 |
The difference between planned spending and actual authorities is due to the inclusion of renewal funding of NPMO ($1.15M) that was subsequently approved in 2016-17 Supplementary Estimates 'A'. In addition, operating costs in NPMO were lower than expected due to staffing fluctuations.
| 2016-17 Planned |
2016-17 Actual |
2016-17 Difference (actual minus planned) |
|---|---|---|
| 6 | 13 | 7 |
The increase of 7 FTEs is due to the renewal of the NPMO program.
1.2.2 Sub-Program: Coordination and Alignment
Description
This sub-program engages a range of economic actors (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 | 2016–17 Actual results |
2015–16 Actual results |
2014–15 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, 2017 | N/A: NPMO is exploring more efficient governance mechanisms such as a renewed MOU with federal departments and appropriate Crown Consultation Models for each territory. | N/A | N/A |
| 2016-17 Planned Spending |
2016-17 Actual Spending (authorities used) |
2016-17 Difference (actual minus planned) |
|---|---|---|
| 996,154 | 1,843,299 | 847,145 |
The difference between planned spending and actual authorities is due to the inclusion of renewal funding of NPMO ($1.15M) that was subsequently approved in 2016-17 Supplementary Estimates 'A'. In addition, operating costs in NPMO were lower than expected due to staffing fluctuations.
| 2016-17 Planned |
2016-17 Actual |
2016-17 Difference (actual minus planned) |
|---|---|---|
| 6 | 13 | 7 |
The increase of 7 FTEs is due to the renewal of the NPMO program.