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.

Budgetary Financial Resources (dollars)
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).

Human Resources (Full-Time Equivalents [FTEs])
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.

Performance Results
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.

Budgetary Financial Resources (dollars)
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 NAEOPCROP ($2.2 million). A significant lapse in operating costs was also realized.

Human Resources (Full-Time Equivalents [FTEs])
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.

Performance Results
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.

Budgetary Financial Resources (dollars)
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.

Human Resources (Full-Time Equivalents [FTEs])
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.

Performance Results
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.

Budgetary Financial Resources (dollars)
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.

Human Resources (Full-Time Equivalents [FTEs])
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.

Performance Results
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.

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