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Section II - Analysis of Program Activities by Strategic Outcome

Strategic Outcome - Developed and diversified territorial economies that support prosperity for all Northerners

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 Descriptions

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. Further details can be found at 2012–13 Main Estimates.

Financial Resources (in thousands of dollars)

2012-13	2013-14	2014-15
* Planned resources in 2014-2015 are lower due to the Strategic Investments in Northern Economic Development program sunsetting.
$23,030	$23,030	$3,748*

Human Resources (FTEs)

2012-13	2013-14	2014-15
* Planned resources in 2014-2015 are lower due to the Strategic Investments in Northern Economic Development program sunsetting.
17	17	9*

Program Activity Expected Results	Performance Indicators	Targets
Increased number of northern and Aboriginal businesses that are economically and financially sustainable	Percentage of northern and Aboriginal individual- or community-owned businesses supported by the Agency that are still operating	Percentage of businesses in which CanNor invested still operating 90% after 1 year; 70% after 2 years; 38% after 3 years.

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 the Strategic Investments in Northern Development (SINED) contribution program of up to $18.1 million in 2012-2013. Funding is guided by investment plans that were the result of engagement undertaken in 2009, and further informed by ongoing consultation, coordination and economic development research. Investments under this program activity have targeted 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.
• The Agency also supports Aboriginal business development under the Aboriginal Business Development Program (ABDP). Efforts are underway to continue to ensure that CanNor's support to Aboriginal organizations and entrepreneurs reflect the principles of the Federal Framework for Aboriginal Economic Development and are aligned with the overall economic development objectives and opportunities across the North.

Program Activity: Community Development

Program Activity Descriptions

This program activity supports 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. The program activity's objective is the establishment of economically sustainable Northern communities with a high quality of life for residents. Further details can be found at 2012–13 Main Estimates.

Financial Resources (in thousands of dollars)

2012-13	2013-14	2014-15
$18,520	$18,420	$18,420

Human Resources (FTEs)

2012-13	2013-14	2014-15
17	17	17

Program Activity Expected Results	Performance Indicators	Targets
Community Development: Increased sustainability and well-being of northern communities	Community Well-Being Index (CWBI) income and labour force participation sub-indices.	An increase in the percentage of northern communities with positive change in the rating in the CWB Index subindices of income and labour force participation

Planning Highlights

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

• work with the partners to identify optimal areas for funding and investment.
• 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.
• advance northern economic development research and policy to guide long-term program development and delivery and investments in northern development.
• continue to engage territorial colleges to monitor performance of the Northern Adult Basic Education Program.
• 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.
• 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.
• seek to fully integrate a capacity and skills development component for all existing and new economic development programs.
• serve as the federal managing partner for the Canada Business Service Centres in the North.

Program Activity: Policy, Advocacy and Coordination

Program Activity Descriptions

This program activity supports research and analysis to guide programming and policy choices, the promotion of northern interests both inside and outside of the federal government, and the development of horizontal strategies, initiatives and projects to address economic development challenges in the North. Further details can be found at 2012–13 Main Estimates.

Financial Resources (in thousands of dollars)

2012-13	2013-14	2014-15
$1,751	$1,751	$1,751

Human Resources (FTEs)

2012-13	2013-14	2014-15
14	14	14

Program Activity Expected Results	Performance Indicators	Targets
Policies, programs and initiatives that are effective, strengthen the Northern Canadian economy and enable Northerners to access business and community development opportunities	Northern Economic Index (NEI) See the Agency's website	Annual increase in the NEI

Planning Highlights

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

• The Agency will deepen its policy activities to support its work on advancing the efforts of all economic development partners and stakeholders. This activity and other aspects of CanNor's operations are informed through economic research and analysis and monitoring economic issues and opportunities on an ongoing basis.
• CanNor will bring a northern economic lens to all federal government initiatives and activities and will continue to develop its capacity to facilitate and enable the alignment of key federal economic development activities in the North, as well as with other economic development stakeholder and partners.
• To achieve a coordinated whole-of-government approach to managing major projects, the NPMO will:
  • continue to provide a single window for information and guidance to project proponents and others regarding the applicable environmental assessment and regulatory requirements for northern projects, through active engagement and outreach with industry and government partners;
  • advance an integrated economic development perspective to major projects development including aligning other CanNor programs and tools to major 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;
  • continue to implement the NPMO governance structure, which includes a project committee in each territory, Resource Development Advisory Groups, and project specific working groups. NPMO governance also links to the major projects governance tools used by Natural Resources Canada;
  • coordinate and maintain the record of Crown Consultations associated with major projects;
  • establish binding major project specific agreements and undertake project specific issues management and resolution; and
  • oversee project timeline tracking.

Program Activity: Internal Services

Program Activity Descriptions

This program activity is common across government. Internal Services are groups of related activities and resources administered to support the needs of program activities and other corporate obligations of the Agency. These groups are: management and oversight services; communications; legal services; human resources management; financial management; information management services; information technology; materiel services; acquisition services; and travel and other administrative services. Internal Services includes only those activities and resources that apply across the entire organization and not to those provided specifically to support a program. Further details can be found at 2012–13 Main Estimates.

Financial Resources (in thousands of dollars)

2012-13	2013-14	2014-15
$7,850	$7,850	$7,279

Human Resources (FTEs)

2012-13	2013-14	2014-15
30	30	29

Planning Highlights

CanNor continues to work on strengthening its internal services. A key priority is to implement and undertake ongoing monitoring of core financial and business process controls to ensure the effectiveness and accuracy of financial processes and information. This priority is part of the management action plan that responded to the audit of the Agency's controls of financial management and reporting. Priorities include developing and implementing an effective governance model to support decision-making by senior management. For human resource management services, CanNor will focus on improving employee capacity and continuity, while exploring creative recruitment strategies. Of particular importance will be the work that CanNor employees and management will collectively undertake to respond to the 2011 Public Service Employee Survey.

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