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Section II — Analysis of Program Activities by Strategic Outcome

Strategic Outcome

CanNor identifies one strategic outcome in its Program Activity Architecture: Developed and diversified territorial economies that support prosperity for all Northerners. For accountability purposes, CanNor has further refined its strategic outcome in its Performance Measurement Framework (PMF) as improved performance with respect to development and diversification of territorial economies — in support of prosperity for all Northerners.

 

Program Activity: Business Development

Program Activity: Business Development

Human Resources (FTEs) and Planned Spending ($000s)
2011–2012		2012–2013		2013–2014
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
12	$6,156	12	$6,156	12	$6,137

Program Activity Expected Results	Performance Indicators	Targets*
Increased number of northern and Aboriginal businesses	Percentage of northern and Aboriginal individual- or community-owned businesses supported by the Agency that are still operating after two years	Targets will be established based on benchmarks developed in 2011–2012
Strengthened northern innovation and technology capacity and increased knowledge base	Number of successfully completed studies and projects funded by CanNor Number of plans adopted involving: (a) expanded technology; or (b) expanded knowledge	Targets will be established based on benchmarks developed in 2011–2012
Northern and Aboriginal entrepreneurs have increased access to funding	Amount of disbursements to northern and Aboriginal businesses and community development organizations Amount of investment leveraged by CanNor	Targets will be established based on benchmarks developed in 2011–2012
Increased uptake of economic opportunities in existing, expanding and emerging sectors	Progress achieved: percentage of program expenditures against targets	Targets will be established based on benchmarks developed in 2011–2012

* Note: For fiscal year 2011–2012, targets established for program delivery relate only to program outputs. In future Reports on Plans and Priorities, program targets for outcomes will be established based on the baseline data and benchmarks gathered and developed by the Agency in 2011–2012.

This program activity supports the growth and expansion of northern businesses, including small and medium-sized enterprises, through training, advisory services, and grants and contributions. The program activity’s objective is the encouragement of a competitive, diverse northern business sector with a strengthened capacity for innovation. CanNor’s flagship program under this program activity is the Strategic Investments in Northern Economic Development (SINED) initiative. SINED contributes funding, as well as other forms of support, to the development of proposals that aim to strengthen economic drivers, diversify the economy, increase the participation of Northerners in the marketplace, and improve the co-ordination of federal programs. The program works with the territorial governments, Aboriginal organizations and the not-for-profit sector to promote economic development in the North.

CanNor will implement this program activity through the following sub-activities:

• Sectoral Development;
• Entrepreneurship; and
• Innovation and Knowledge.

Planning Highlights

To achieve the expected results for this program activity, the Agency plans to undertake the following activities:

• CanNor will make project investments under SINED of up to $19.9 million. This funding will be guided largely by territorial investment plans that were approved by CanNor’s Minister in August 2009. These plans are specific to the needs of each territory and target key economic development sectors such as geoscience, tourism, cultural industries, economic infrastructure, mining, oil and gas development, forestry, renewable energy, small and medium-sized enterprises, commercial and traditional harvesting, and capacity development.
• CanNor will present the Minister for approval its strategic policy framework to guide long-term program delivery and investment, and will explore business development opportunities for women living in the territories and for small businesses.
• CanNor will explore initiatives geared toward encouraging, developing and promoting youth entrepreneurship.

Benefits for Canadians

CanNor will contribute to a stronger, more dynamic economy for northern families and businesses. CanNor will work to improve access to the economic opportunities generated by northern projects for Northerners and northern Aboriginal people. Positioning northern workers and businesses to take advantage of the resources and opportunities available across the territories will help Northerners prosper. All Canadians will benefit from the increased independence and diversification of the expanding territorial economies. By fostering sustainable, collaborative relationships with all stakeholders, CanNor supports the region’s growing economy and helps the North fulfil its tremendous potential — an undertaking that serves the interests of Canada and all its citizens.

 

Program Activity: Community Development

Program Activity: Community Development

Human Resources (FTEs) and Planned Spending ($000s)
2011–2012		2012–2013		2013–2014
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
47	$30,799	47	$30,799	47	$30,704

Program Activity Expected Results	Performance Indicators	Targets*
Increased sustainability and well-being of northern communities	Four components of the Community Well-Being Index: income, education, housing, labour force participation	Targets will be established based on benchmarks developed in 2011–2012
Increased economic development benefits and opportunities for Aboriginal communities	Number of Canadian economic opportunities projects producing concrete economic employment benefit to date	Targets will be established based on benchmarks developed in 2011–2012
Improved co-ordination of federal activities in the North, including regulatory activities and improved access to opportunities in northern communities	Number of communities with functioning professional, administrative, and institutional economic development capacity	Targets will be established based on benchmarks developed in 2011–2012
Northern communities benefit from improved infrastructure	Number of new and improved infrastructure elements successfully completed	Targets will be established based on benchmarks developed in 2011–2012

* Note: For fiscal year 2011–2012, targets established for program delivery relate only to program outputs. In future Reports on Plans and Priorities, program targets for outcomes will be established based on the baseline data and benchmarks gathered and developed by the Agency in 2011–2012.

This program activity supports:

• proposals from First Nation, Métis and Inuit entrepreneurs in the North, as well as from northern communities, Aboriginal businesses and financial organizations;
• community-level investments in infrastructure and organizations; and
• individual-level investments in skills and capacity development undertaken in collaboration with other federal departments and partners.

Through economic development and diversification initiatives that help communities adjust to changing and challenging economic circumstances, the objective is to establish economically sustainable northern communities with a better quality of life for residents.

As part of this program activity, CanNor will also support the delivery of Human Resources and Skills Development Canada (HRSDC) skills training programs in the North. This will include partnerships and projects under HRSDC-administered funds such as the Aboriginal Skills and Training Strategic Investment Fund and the Aboriginal Skills and Employment Partnerships program. Initiatives will also include research and analysis of skills-related gaps and opportunities.

CanNor will implement this program activity through the following sub-activities:

• Aboriginal Economic Development;
• Capacity and Skills Development (undertaken in collaboration with other federal departments and territorial partners); and
• Infrastructure.

Planning Highlights

To achieve the expected results for this program activity, CanNor plans to undertake the following activities:

• CanNor will continue to work with the territories to identify eligible projects for funding and negotiate the related contribution agreements.
• CanNor will leverage the role of the Northern Projects Management Office to better understand the potential impacts and benefits of development projects in the North and to make strategic investments in communities and northern development opportunities.
• CanNor will develop a strategic policy framework that will guide long-term program delivery and investments in northern development.
• CanNor will work closely with Aboriginal governments and organizations to understand and respond to the economic development needs of these groups in accordance with the Federal Framework for Aboriginal Economic Development.
• CanNor will provide support for official language minority communities in the territories, implementing Canada’s strategy for official languages, the Roadmap for Canada’s Linguistic Duality 2008–2013: Acting for the Future, in the North.
• For all existing and new economic development programs, CanNor will seek to fully integrate a capacity and skills development component.
• CanNor will continue its collaboration with Infrastructure Canada and the other regional development agencies to improve the delivery of national infrastructure programs. CanNor will initiate discussions with Infrastructure Canada about the possibility of the Agency taking on the delivery of additional infrastructure funding programs.
• CanNor will undertake responsibility for the Canada Business Service Centre initiative in the North through a Memorandum of Understanding with Industry Canada.

Benefits for Canadians

This program activity contributes to the development of strong and economically vibrant communities that, in turn, contribute to more balanced, diversified growth conditions for Canada as a whole. Through CanNor’s investments, communities have more economic opportunities and increased capacity to respond to challenges. To avoid duplication and make the most of investments, CanNor is working with federal departments, territorial governments, Aboriginal organizations and community leaders on integrating, as a “single window,” all federal programming and horizontal initiatives in the North.

 

Program Activity: Policy, Advocacy and Co-ordination

Program Activity: Policy, Advocacy and Co-ordination

Human Resources (FTEs) and Planned Spending ($000s)
2011–2012		2012–2013		2013–2014
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
22	$5,473	22	$5,473	22	$5,456

Program Activity Expected Results	Performance Indicators	Targets*
Increased consideration of northern business and community development interests in federal economic policies, programs and regulations	Number of meetings and forums jointly planned and executed in the North	Targets will be established based on benchmarks developed in 2011–2012
Development of partnerships and co-ordination of partners in addressing northern economic priorities	Number of partnerships focused on responding to shared northern economic priorities	Targets will be established based on benchmarks developed in 2011–2012
Better access to federal government economic development opportunities for northern communities, individuals and businesses	Number of successful referrals to other federal programs	Targets will be established based on benchmarks developed in 2011–2012
Northern projects managed through a co-ordinated whole-of-government approach	Number of projects co-ordinated by the Northern Projects Management Office	Targets will be established based on benchmarks developed in 2011–2012

* Note: For fiscal year 2011–2012, targets established for program delivery relate only to program outputs. In future Reports on Plans and Priorities, program targets for outcomes will be established based on the baseline data and benchmarks gathered and developed by the Agency in 2011–2012.

This program activity supports:

• the co-ordination of federal responsibilities throughout the regulatory cycle of resource development projects;
• research and analysis to provide evidence-based programming and policy choices;
• the promotion of northern interests both inside and outside the federal government;
• the development of horizontal strategies, initiatives and projects to address economic development challenges in the North; and
• close collaboration with key players to improve northern economic development.

Through this program activity, the Agency has the information and understanding needed to provide a balanced, regionally sensitive approach that addresses northern priorities, maximizes the Agency’s effectiveness, and supports the development and implementation of CanNor strategic directions and priorities.

Planning Highlights

To achieve the expected results for this program activity, the Agency plans to undertake the following activities:

• The Northern Projects Management Office (NPMO), a core program within CanNor, opened its doors in May 2010. The NPMO works with federal partners, territorial and Aboriginal governments, regulatory boards and stakeholders to facilitate improved communication and co-ordination, and to ensure environmental assessments and regulatory approvals proceed smoothly on northern projects. The NPMO co-ordinates consultation and maintains the Crown consultation record for projects in its portfolio. To achieve a co-ordinated whole-of-government approach to managing northern resource and regional infrastructure projects, the NPMO will:
  • continue to serve as a central source of information and guidance for project proponents and others regarding the applicable environmental assessment and regulatory requirements for northern projects, in part through active engagement and outreach with industry. The NPMO will also continue to provide a link to and information about programs administered by CanNor and other government agencies, which can increase the ability of Northerners and northern Aboriginal people to benefit from resource and regional infrastructure development projects.
  • implement the Memorandum of Understanding (MOU) among the NPMO, federal departments and agencies. The MOU confirms the commitment of the parties to work co-operatively to ensure that environmental assessment and regulatory review of northern projects proceed in a timely, predictable, transparent, effective and accountable manner. The MOU also establishes a governance structure, incorporating the existing Natural Resources Canada Major Projects Management Office network of Deputy Ministers, Assistant Deputy Ministers and Directors General committees, plus a project committee in each territory. Project committees are open to representation from both the federal and territorial governments as well as northern boards.
  • on the advice of the project committees, guide the first projects to become part of the NPMO portfolio, including preparation of federal interdepartmental co-ordination agreements for each project, tracking projects' progress on a publicly accessible database, identifying issues and resolving through the governance structure.
• The Agency will establish a strategic policy framework to guide future program delivery and investments. The Agency will also conduct economic research and analysis and monitor economic issues on an ongoing basis.
• CanNor will advocate for northern interests within the federal government and develop the capacity to facilitate and enable the alignment of key federal economic development activities in the North.

Benefits for Canadians

CanNor ensures that key federal players can better align their economic development activities in the North and increases their understanding of northern issues. CanNor’s establishment as a single window for federal programming in the North offers Northerners greater opportunity to benefit from federal and joint federal–territorial policies and programs that are relevant to the region’s economic opportunities and challenges. The resulting stronger regional economy will benefit all of Canada.

 

Program Activity: Internal Services

Program Activity: Internal Services

Human Resources (FTEs) and Planned Spending ($000s)
2011–2012		2012–2013		2013–2014
FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
24	$1,751	24	$1,751	24	$1,746

Program Activity Expected Results	Performance Indicators	Targets
Public programs, as well as other internal services, operate more efficiently and effectively	Percentage of results meeting or exceeding targets for Governance and Support Management; Resource Management Services; and Asset Management Services	Targets will be established based on benchmarks developed in 2011–2012

* Note: For fiscal year 2011–2012, targets established for program delivery relate only to program outputs. In future Reports on Plans and Priorities, program targets for outcomes will be established based on the baseline data and benchmarks gathered and developed by the Agency in 2011–2012.

Planning Highlights

For governance and support management, CanNor will continue to develop and implement an effective corporate services model. With its resource management services, the Agency will strive for strong employee capacity and continuity and explore creative recruitment strategies. As an organization still getting off the ground, CanNor will ensure it implements the human resources cycle and integrates it with business plans, and implements core financial controls and verifies that financial processes are effective. The Agency will continue to implement a resource management cycle that supports decision making.

To ensure effective asset management services, CanNor will implement the asset management cycle and ensure it also supports decision making.

Benefits for Canadians

Effective and efficient internal services are paramount to a healthy and well-functioning entity. CanNor’s work to strengthen its internal services capacity will ensure that the Agency can effectively and efficiently deliver on its mandate.

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