2023 - Deputy Minister transition binder

President's Office

Jacqueline Lalonde
Chief of Staff/Senior Advisor to the President
jacqueline.lalonde@cannor.gc.ca

Julie-Anne Miller
Corporate Secretary and ATIP Coordinator
julieanne.miller@cannor.gc.ca

Mélanie Leroux
Executive Assistant
melanie.leroux@cannor.gc.ca

Direct Reports

Stephen Traynor
Vice-President, Policy, Planning, Communications and NPMO
stephen.traynor@cannor.gc.ca

Marie Legault
Vice-President, Pan-Territorial Operations
marie.legault@cannor.gc.ca

Sean O'Donnell
Director General of Corporate Services and Chief Financial Officer
sean.odonnell@cannor.gc.ca

Micheline Kilabuk-Cote
Director of Pilimmaksaivik
micheline.kilabuk-cote@cannor.gc.ca

Other Key Officials

Michael Walsh
Director General of Policy & Planning
michael.walsh@cannor.gc.ca

Lisa Dyer
Director General of NPMO
lisa.dyer@cannor.gc.ca

Rebecca Grace
Director of Communications
rebecca.grace3@cannor.gc.ca

Stéphane Pronovost
Director Strategic Policy
stephane.pronovost@cannor.gc.ca

Robert Aube
Director of Regional Operations, Iqaluit
robert.aube2@cannor.gc.ca

Torrine Johnson
Director of Regional Operations, Whitehorse
torrine.johnson@cannor.gc.ca

Brenda McDonald
Director of Regional Operations, Yellowknife
brenda.mcdonald@cannor.gc.ca

Angela Pepper
Head of Human Resources
angela.pepper@cannor.gc.ca

Context

• The Mary River Mine is located on north Qikiqtaaluk (Baffin Island), near Pond Inlet, in the Qikiqtani region of Nunavut. Operations began in 2015 and consist of mining, crushing and shipping high-grade iron ore through Milne Inlet to markets overseas.
• The Mary River Mine contributes significantly to Nunavut's economy and north Qikiqtaaluk in particular. Baffinland is the largest private sector employer in the Qikiqtani region.
• Baffinland's Sustaining Operations Proposal (SOP) is approved to produce, transport by truck along the Tote Road, and ship through Milne Port, up to 6 million tones per annum (MTPA) of iron ore, until December 31, 2024, with the ability to additionally ship of up to 0.9 MTPA leftover ore unable to be shipped during the previous year.
• Baffinland is currently engaging on their next application, which they plan to submit to the Nunavut Impact Review Board (NIRB) in March 2024. This application is intended to allow Baffinland to continue current operations to produce, transport (by trucks along the Tote road), and ship 6 million tonnes of iron ore per annum until the construction of Steensby Port and the accompanying rail are complete and operational.

[redacted]

Context

• Agnico Eagle Mines Limited's (AEM) Meliadine Gold Mine is located near Rankin Inlet, in the Kivalliq region of Nunavut.
• The Nunavut Impact Review Board (NIRB) is expected to conclude its assessment of the Project and release its Reconsideration Report and Recommendations for the Meliadine Extension Proposal on or before November 17, 2023.
• Following the release of NIRB's Report, responsible ministers will have ninety days to make a decision.

[redacted]

Context

• The Kudz Ze Kayah (KZK) Project is a proposed critical minerals zinc, lead, and silver mine in southeast Yukon.
• Canada and Yukon Decision Bodies (Fisheries and Oceans Canada, Natural Resources Canada and Government of Yukon) made a joint decision on the Project's environment and socio-economic assessment in June 2022 to allow the project to proceed to the regulatory stage.
• One of the affected First Nations, Ross River Dena Council, disagreed with the final decision and, in September 2022, requested a Judicial Review of the decision by the Yukon Supreme Court.
• The First Nations are seeking to quash the joint Canada-Yukon decision on the basis that Canada and Yukon Decision Bodies allegedly failed to reasonably consult and accommodate Kaska, breached the honour of the Crown, and made the joint final decision in a procedurally unfair manner.

[redacted]

Context

• The Atlin Hydroelectric Expansion Project is a proposed hydroelectric generation project that will provide a renewable source of energy for the Yukon electrical grid. The project is located in Atlin, British Columbia, and includes a 94-kilometre transboundary transmission line from Atlin into the Yukon.
• The project has proceeded through two separate assessment processes – one in the Yukon (complete in September 2021) and one in British Columbia (ongoing).
• The project is a priority for the governments of Canada, British Columbia, and the Yukon, with each identifying project development funding: federal ($196M), British Columbia ($20M), and the Yukon ($50M).
• However, a funding gap in the range of $91M to $100M currently exists. This includes a $20M contingency for market volatility and a $35.6M contingency for continually rising interest rates.

[redacted]

Context

• The Kivalliq Inuit Association, through its 100%-owned company Nukik Corp, has been working towards a clean energy project to connect Nunavut's Kivalliq region to Manitoba's electrical and internet grid. This would be transformative for the region if implemented and would assist in meeting Canada's emissions reduction targets.
• Initial estimates placed the cost to build the Hydro-Fibre Link at $2.7B. The latest numbers show an estimated funding shortfall of approximately $1B.
• An additional $7M for continued feasibility work on the hydro-Fibre Link was provided through Budget 2021. This was part of a $40.4M envelope provided over three years to support feasibility and planning work associated with hydroelectricity and grid interconnection projects across the North.
• This $7M in funding is delivered through CIRNAC's Northern REACHE program, which has been working with northern and Indigenous proponents to advance proposals for larger, transformative projects.

[redacted]

Context

• More than half of Nunavummiut live in public housing, and the current demand for public housing exceeds supply in all 25 communities. Of Nunavut's 11,720 dwellings, two thirds (66%) are managed by the Nunavut Housing Corporation under public housing and staff housing programs.
• The territory's population is growing. By 2043, Statistics Canada estimates there will be 54,000 Nunavummiut – a 17,000-person increase, nearly double the population of when Nunavut became a territory in 1999.
• In 2020, Nunavut Tunngavik Incorporated assessed the state of Nunavut's infrastructure and found that 37% of Nunavut's population was in core housing need, meaning that their homes required major repairs, were inappropriate in size, and/or were structurally unaffordable.
• Developed in collaboration with all elected members of the Legislative Assembly and representatives of Nunavut Tunngavik Incorporated and the three Regional Inuit Associations, this mandate commitment is a call for collective action to address the severe housing crisis facing Nunavut.

[redacted]

Context

• Pilimmaksaivik is the Government of Canada's central coordinating office for Inuit Employment in Government, as committed to in the May 2015 Out-of-Court Settlement Agreement. Pilimmaksaivik's functions focus on four main areas:
  1. Whole-of-government coordination including Inuit Employment Plan (IEP) and Pre-Employment Training Plan development and implementation;
  2. Outreach and awareness;
  3. Advice and support; and
  4. Monitoring and reporting.
• Pilimmaksaivik prepared and presented a draft whole-of-government IEP in April 2017 and supported federal departments and agencies with the development of departmental Inuit Employment Plans in 2017 and again in 2019.
• In 2018, Nunavut Tunngavik Inc. outlined concerns with the adequacy of federal IEPs and invoked Article 38 of the Nunavut Agreement (Dispute Resolution). Following unsuccessful attempts at negotiation and mediation, Nunavut Tunngavik Inc. issued a notice of reference to Arbitration. The Director of Pilimmaksaivik served as Canada's deponent and witness for the entirety of the Arbitration, by providing information, guidance, and evidence.
• On March 25, 2023, the Arbitrator delivered her initial decision on the dispute pertaining to Article 23 of the Nunavut Agreement, in which she granted two of the nine declarations that Nunavut Tunngavik Inc. had sought.
• The arbitrator found that with limited exceptions, the current IEPs prepared by the Government of Canada and Government of Nunavut (GN) do not comply with the Agreement in four ways.
• On April 25, 2023, NTI shared a remedy proposal with the Government of Canada and the Government of Nunavut. Canada's opinion is that this proposal goes beyond the scope of the Arbitrator's decision, particularly in seeking damages for Inuit in regards to lost wages as a result of not meeting Article 23 representative employment rates.
• Other aspects of NTI's proposal could be addressed outside of the arbitration, such as through the Nunavut Implementation Panel or the Implementation Contract Renewal. Pilimmaksaivik is providing input on the remedy proposals through active involvement at the Nunavut Implementation Panel and Contract Renewal negotiation.
• Pilimmaksaivik, with support from CanNor's program policy team, is leading the development of a renewed federal whole-of-government IEP and is supporting federal departments and agencies with draft departmental IEPs. The completion of these plans is crucial in responding to the Arbitrator's decision. These plans expired in March 2023.

[redacted]

Context

• Due to the ongoing housing crisis across Canada, the sector has come to be a policy priority shared by all levels of government. The housing and residential construction sectors are quite complex and multiple governance mechanisms are in place to support collaboration and coordination among partners and governments.
• The housing situation in the territories has profound negative socio-economic impacts for Northerners. It also represents a significant barrier to economic development because it prevents new workers from being able to make the territories their home and contribute to the territorial economies.
• Budget 2023 announced an additional $4B over seven years to support the Urban, Rural, and Northern Indigenous Housing Strategy, which is led by the Canada Mortgage and Housing Corporation (CMHC).

[redacted]

Context

• The territories face high rates of food insecurity compared to the rest of Canada, particularly within remote and Indigenous populations. By supporting growth of the food sector CanNor can contribute to economic diversification, which supports Northern food security and sovereignty.
• Canada's northern food sector has significant economic growth potential. In Nunavut, the fisheries industry is a major economic driver and job creator; the region's harvesting economy accounts for significant market value displacement over store-bought food. The governments of the Yukon and the Northwest Territories have each identified conventional agriculture and agri-food industries as priority growth areas within their territories. Expanding innovation and research economies have enabled new applications of food production/processing technology.
• CanNor's flagship IDEANorth program makes investments in economic infrastructure, sector development and capacity building. Historically, CanNor has supported a variety of food systems projects through this fund, but through the lens of economic development (rather than food security outcomes). CanNor also delivers the Northern Isolated Community Initiatives fund (NICI), a 5-year, $15M program investing in community-led food systems projects. Spending authorities for NICI end after FY 23/24; CanNor is seeking to renew the program at $15M over five years.

[redacted]

Context

• Three key issues are impacting air access in the territories:
  • Canada's northern aviation sector faces a considerable infrastructure gap, which increases costs, causes service reductions and disruptions, and limits modernization within the sector. In the territories, 46 of 57 airports operate gravel runways, which poses challenges to future northern air services.
    • Many of the gravel-equipped aircraft operated by northern air carriers are approaching the end of lifespan, which will necessitate costly fleet modernization in the short- to medium term.
  • Labour shortages across the entire sector are creating substantial service issues nationally and regionally. Canada is facing a pilot shortage, with northern and remote operators having greater difficulties in attracting experienced pilots. The pilot shortage will likely result in higher costs for operators, which will need to offer higher wages to attract pilots.
  • Northern air operators are concerned about federal air regulations pertaining to flight crew hours of work and rest (flight duty time). They suggest that new regulations are negatively impacting air transportation services, leading to higher costs of operations. Northern operators insist that the regulations are another instance where a "one-size-fits-all" approach does not work for the North.
• In March 2023, Transport Canada updated the terms and conditions of the Canadian North merger. Canadian North is a 100% Inuit-owned company that services communities in Nunavut and the Northwest Territories among other northern regions. The updated terms and conditions, which are set to expire June 2026, set out requirements for:
  • Price: Limits average annual fare increases for passengers and cargo to 25%.
  • Schedule: Ensures serviced communities receive at least one scheduled flight a week.
  • Profit: Limits yearly net profit margins to no more than 10% on scheduled passenger and cargo network.
  • Accountability: Quarterly auditing by an independent monitor.

[redacted]

Context

• The fishing economy in Inuit Nunangat includes commercial offshore and inshore fisheries as well as country food harvesting.
• Sustainable and equitable growth in Nunavut's fisheries sector faces three key issues:
  • Persistent skills gaps place limitations on the ability of Nunavummiut to participate in commercial fisheries.
  • A critical deficit in marine infrastructure reduces Nunavut's ability to capture economic multipliers associated with fisheries. An ITK report on the infrastructure gap in Inuit Nunangat estimated that investment required for ports and harbours alone is around $600 million over 35 years including capital and operations and maintenance. This does not include commercial infrastructure such as processing plants, or infrastructure for boat maintenance or search and rescue operations.
  • The current quota system for offshore fisheries allocates significant amounts of commercial fishing licences to fishers based in Atlantic Canada. Nunavut fisheries hold only about 50% of the quotas in Nunavut-adjacent waters.
• In addition, advocates within the fisheries industry believe that there is a need for enhanced investment in marine research and stock assessment for northern fisheries.

[redacted]

Context

• During the summer of 2023, the Northwest Territories experienced their worst wildfire season on record, resulting in widespread evacuations, loss of property, damage to critical infrastructure, and losses in business revenue. This followed severe flooding in 2021 and 2022, which caused damage to public infrastructure, private residences, and small businesses within the territory.
• The City of Yellowknife, home to 22,000 residents, declared a state of emergency on August 14, 2023. On August 16, 2023, the territorial government issued an evacuation order for Yellowknife, Ndilo, Dettah, and the Ingraham trail which stayed in effect until September 6, 2023, when the evacuation order was lifted and residents could return.
• The town of Hay River and the Hamlet of Enterprise were evacuated during the 2022 flood as well, and over 70 small businesses sustained damage or were destroyed beyond measure at the time. During the 2023 wildfires, the Hamlet of Enterprise was the hardest hit with 90% of the community destroyed, including businesses.
• The evacuation orders led to over 70% of Northwest Territories residents having to temporarily relocate outside the territory, mostly in Alberta, the Yukon, British Columbia, and Saskatchewan.
• The federal government is exploring ways to address gaps in policies and programs relating to emergency management in order to address the needs of affected communities and individuals. Such disasters are likely to become more frequent as a result of climate change.

[redacted]

Iqaluit Headquarters

(57 Full-Time Equivalents)

Marie Legault
Vice-President of Pan-Territorial Operations
marie.legault@cannor.gc.ca

Marie Legault (BA [Political Science], University of Geneva, 1988; MA [International Relations], Graduate Institute of International and Development Studies, Switzerland, 1991) joined the Canadian International Development Agency in 1996. At Headquarters, she served as director, Central America Division (2006 to 2008), director of programming, Haiti Division (2014 to 2016) and Executive Director for Security, Emergency Management and Consular issues related to Ukraine (2022 to 2023).

Ms Legault also served in the Privy Council Office in the Foreign and Defence Policy Secretariat (2002 to 2005), and she participated in the One year – National Security Program at the Canadian Forces College (2021). Abroad, she was posted to the High Commission of Canada to Jamaica, serving as head of the Cooperation Program (2010 to 2014).

From 2016 to 2020, Ms Legault was appointed as High Commissioner of Canada in Barbados with concurrent accreditation in the Commonwealth of Dominica, in Grenada, in Antigua and Barbuda, in the Federation of Saint Kitts and Nevis, in Saint Lucia and in Saint Vincent and the Grenadines. Following that appointment, she also served in 2021 as Chargée d'Affaires at the Embassy of Canada in Mali. Ms Legault joined CanNor in September 2023 as Vice-President of Pan-Territorial Operations.

From 1992 to 1995, prior to joining the Government of Canada, she worked for Doctors Without Borders in former Yugoslavia as Head of Mission.

Robert Aubé
Director of Regional Operations, Iqaluit
robert.aube2@cannor.gc.ca

Rob moved to Iqaluit as a bank manager in 1998. After 22 years working in the financial services industry, he joined the ranks of the Federal Public Service in 2012 as the Corporate Representative for CMHC. His CanNor career began in 2016 as a Senior EDO, subsequently Manager of Operations, and has been the Regional Director, Operations since November 2021. During his various roles over the years, Rob has had the privilege of experiencing all of Nunavut's 25 communities.

Micheline Kilabuk-Coté
Director of Pilimmaksaivik
micheline.kilabuk-cote@cannor.gc.ca

Micheline's career in the federal public service began in 2008, when she joined the CIRNAC Nunavut Regional Office as the Finance and Administration Officer with the Contaminated Sites Directorate. She has taken on a variety of roles during her time at CIRNAC and joined the Inuit Employment Plan Working group and a National committee promoting Indigenous employment which is where her passion for excellence in Inuit employment started. Micheline was actively involved in the out-of-court settlement negotiation team and consequently a federal working group established to develop options for the 'Centre of Excellence' which is now knowns as Pilimmaksaivik. Micheline joined CanNor in 2016 when Pilimmaksaivik was established and has been in the Director role since 2021.

Angela Pepper
Head of Human Resources
angela.pepper@cannor.gc.ca

Angela has over 20 years of service with the federal public service. She started her career at Indigenous and Northern Affairs Canada (INAC) in the National Capital Region and in 2007 moved to Iqaluit to work at INAC's Nunavut regional office. In 2009 she had the opportunity to work on the establishment of CanNor as a new stand-alone Agency where she led the creation of new positions as well as several recruitment campaigns to help bring on new staff for the Agency's headquarters in Iqaluit. She joined CanNor in 2010 and worked hard to build up the Agency's HR infrastructure from scratch and to establish a strong and diverse HR team that provides the full range of HR services to meet the Agency's evolving needs.

Yellowknife Regional Office

(25 Full-Time Equivalents)

Lisa Dyer
Director General of the Northern Projects Management Office
lisa.dyer@cannor.gc.ca

Over the past 30 years, Lisa Dyer has established her career working north of 60° in Yukon, the Northwest Territories and Nunavut. After graduating from Queen's University with a degree in Engineering Chemistry, she began working as an environmental consultant in the North. Lisa's career path then shifted to the public service where she moved between the federal and the territorial governments in the environmental field. Her work focused on contaminated sites, climate change, waste reduction, recycling programs, air quality, spill response, hazardous waste management and mine site remediation.

In her role as Director General, Lisa works in the three territories, overseeing the coordination of federal input into environmental assessment processes in the North, assessing Crown consultation obligations on major projects, assisting industry and proponents navigate the northern regulatory system.

Brenda McDonald
Director of Regional Operations, Yellowknife
brenda.mcdonald@cannor.gc.ca

Brenda came to CanNor from the Government of the Northwest Territories in the spring of 2023. She was the Regional Superintendent of the South Slave Region which is the second largest region in the NWT. She is a member of the Gwichin peoples, a long time Northerner, and has lived in all five regions and worked in 29 of the 33 communities in the NWT over the past 30 years. She has worked in the Federal Government, Territorial Government, Indigenous Governments and the private sector bringing her experience and strong understanding of the NWT landscape to her position. Brenda has an undergraduate degree in Native Management & Economic Development as well as a Masters Degree in Business Administration.

Whitehorse Regional Office

(18 Full-Time Equivalents)

Torrine Johnson
Director of Regional Operations, Whitehorse
torrine.johnson@cannor.gc.ca

Torrine is from the Yukon and is a member of the Kwanlin Dun First Nation. Torrine has been with the Federal Government for 20 years, in different roles at CIRNAC and CanNor. Over the last 15 years Torrine's work has been focused on Indigenous economic development and program delivery, where Torrine became an Economic Development Officer and worked with Northern BC Indigenous communities on many different projects in all sectors, including alternative energy projects and economic infrastructure. She later became the Manager of the economic development unit in the BC Region.

In 2018, Torrine happily returned to the Yukon to join CanNor as the Manager of Yukon Operations and is now the Director of Yukon Operations. Torrine loves the diversity of the work at CanNor, she says the work is rewarding and it has a positive impact in the North.

Ottawa Liaison Office

(31 Full-Time Equivalents)

Stephen Traynor
Vice-President of Policy, Planning, Communications and NPMO
stephen.traynor@cannor.gc.ca

Stephen Traynor came to CanNor from Indigenous Services Canada. He has over 30 years of experience in the federal public service including more than 22 years of experience working in and for the North.

From 2021, Stephen held the position of Director General for the Land and Environmental Management Branch, LED sector at Indigenous Services Canada, overseeing Land Administration, ATR Process, Litigation Management and Environmental Management. Previously, he led Regional Operations for ISC in Manitoba as the RDG where he worked in partnership with Indigenous Organizations and Communities to deliver Regional Programs and Services.

Stephen is no stranger to the North and has a wealth of experience. He has served in senior positions in both NWT and Nunavut regions of CIRNAC. In the NWT region he was responsible for planning and implementing devolution, and in Nunavut, he was the Director of Operations, and then RDG. In the National Capital Region, Stephen was the Director of Resource Policy and Programs in the Northern Affairs Organization, where he led many regulatory and legislative initiatives.

Stephen graduated with a Bachelor of Environmental Studies, Geography from the University of Waterloo, and Graduate Studies in Fluvial Geomorphology from the University of Alberta.

Michael Walsh
Director General of Policy & Planning
michael.walsh@cannor.gc.ca

Michael Walsh has spent most of his 23 years in the public service focused on Northern and Indigenous issues. This includes a much enjoyed six year posting in the Yellowknife Regional Office in the Northwest Territories to start his career. After moving to Ottawa, Michael has been lucky enough to hold a number of executive positions related to Land Claim, Self-Government and Fiscal Negotiations as well as work related to Lands and Economic Development and Individual Affairs. Michael is currently the Director General of Policy and Planning here at the Canadian Northern Economic Development Agency, which provides him the opportunity to foster sustainable economic development with Northern and Indigenous partners, to the benefit of all Canadians.

Sean O'Donnell
Director General of Corporate Services and Chief Financial Officer
sean.odonnell@cannor.gc.ca

Sean O'Donnell is the new Director General of Corporate Services and Chief Financial Officer, effective November 14, 2023. Sean comes to us with extensive experience in the grants and contribution sector. Most recently, since June 2022, Sean was the Director of Grants and Contribution and Financial Management Modernization at the Canadian Space Agency in Saint-Hubert, Québec.

Sean is an experienced executive and leader who has demonstrated success in a fast-paced, multi-dimensional environment. He has led high performing teams, and has extensive skills in program design, data management, and financial accountability and modernization. A strong consensus builder, Sean is able to develop important relationships with a wide range of partners and is committed to innovation, continuous learning, and delivering results.

Rebecca Grace
Director of Communications
rebecca.grace3@cannor.gc.ca

Rebecca is a seasoned executive and has been CanNor's Director of Communications for more than five years. During that time she has been privileged to visit the territories on numerous occasions, which has been a highlight of her public service career.

Rebecca spent several years teaching French as a second language to adults (mostly public servants) and then joined the National Archives where she worked as writer/editor. She then moved to Canadian Heritage where she managed the speechwriting team and the internal communications team. Rebecca then took on a number of roles at the Treasury Board Secretariat, including some time in a policy shop, in ATIP and as the Director of Public Affairs.

Stéphane Pronovost
Director of Strategic Policy
stephane.pronovost@cannor.gc.ca

Stéphane Pronovost has over twenty-five years of experience in regional economic development. He joined CanNor in 2021 after previously holding the position of Chief of Research at Canada Economic Development for Quebec Regions. He represents Canada as Vice-Chair of the OECD Committee on Rural Policy. An economist by training, he holds a master's degree in economics from UQAM and a bachelor's degree in economics from the Université de Montréal.

President's Office

Jacqueline Lalonde
Chief of Staff & Senior Advisor to the President
jacqueline.lalonde@cannor.gc.ca

Jacqueline graduated with a Bachelor of Arts degree and a Master of Arts degree in Sociology from the University of Ottawa. Her career began in not-for-profit organizations in Ottawa and then she joined the public service where she has worked on Northern files for more than 20 years. She has experience in managing grants and contributions programs, in communications, engagement and outreach, and in coordination and issues management. Before joining the CanNor family in April 2018 with the Northern Federal Council and then the President's office in February 2020, Jacqueline worked at Indigenous and Northern Affairs Canada on the Canadian High Arctic Research Station campus infrastructure project since 2011.

Julie-Anne Miller
Corporate Secretary and ATIP Coordinator
julieanne.miller@cannor.gc.ca

Julie-Anne Miller joined CanNor in 2016 as an Economic Development Officer in the Nunavut Office, and then as Manager of Programs for VP Ops; when in 2022 she was asked to join the President's Office on assignment as Corporate Secretary and ATIP Coordinator. Prior to coming to CanNor, Julie-Anne's career spanned over 20 years in executive leadership roles in government and private sector, including expertise in Communications, Issues Management, Business and Parliamentary Relations.

Mélanie Leroux
Executive Assistant
melanie.leroux@cannor.gc.ca

Mélanie Leroux is the acting Executive Assistant to the President. She is on a 10 month assignment ending on March 28th, 2024. She joined us from Innovation, Science, and Economic Development Canada where she most recently supported the Associate Deputy Minister. Over the past 13 years in the federal public service, Mélanie has provided administrative support to Directors General and Assistant Deputy Ministers. Mélanie holds a College diploma as a Legal Assistant from La Cité Collégiale.

Team Overview

• CanNor's Communications Team is small but mighty, and is spread out across CanNor's offices in Whitehorse, YK; Yellowknife, NWT; Iqaluit, NU; and Ottawa, ON.
• Key functions of CanNor's Communications team include:
  • Departmental
    • Delivering department-wide internal communications
    • Developing and coordinating content for CanNor's Internet and Intranet sites
    • Managing and growing CanNor's social media presence
    • Creating a biannual external newsletter "The CanNor Connection"
  • Ministerial
    • Supporting the Minister and Minister's Office
    • Planning, managing and developing products for events and announcements
  • Other Government Departments (OGDs)
    • Ongoing collaboration with the other Regional Development Agencies (RDAs), CIRNAC, ISED, NRCan and the Privy Council Office (PCO)
    • Finding collaborative opportunities with territorial governments, and Indigenous organizations that align with CanNor priorities and funding
• Communications Advisors in each region work collaboratively with colleagues in their respective offices, offering communications advice to the regional teams, as well as to the Northern Projects Management Office (NPMO) and Pilimmaksaivik.
• Communications Advisors are also expected to maintain at-level working relationships with OGDs, territorial governments, Indigenous organizations and businesses to share information and advance the development of effective communications products.
• Four regional Communications Advisors and the Pilimmaksaivik Communications Officer are supervised by the Communications Manager who is based in Iqaluit. The Communications Manager reports to the Director of Communications, but both work closely with advisors in daily duties due to the demands placed on a small team.
• The Director of Communications is a member of CanNor's Executive Committee, Senior Management Committee, and is the primary point of contact between CanNor and the Minister's Office (MINO), and the Northern Affairs portfolio. The Director is currently based in Ottawa and reports to the VP of Policy, Planning, Communications and NPMO.

How Communications Contributes

• We provide advice and recommendations on the regional landscape across Nunavut, the NWT and the Yukon, and maintain relationships with key partners and OGDs.
• We work closely with other sectors at CanNor and align communications with CanNor's departmental plan, guiding strategies and ministerial priorities.
• We highlight successful CanNor initiatives through a "Feature Stories" section on the CanNor website and are responsible for updating the website with information on the Agency, including our current suite of funding and programming.
• We support all aspects of public-facing communication activities and events to ensure consistency in CanNor's messaging and engagement with the media and key audiences.
• We keep CanNor employees informed on the latest news and developments related to the department, work with other functions in the drafting and distribution of InfoNorth messages, and support the President's communications needs. We are responsible for CanNor's intranet site.
• Our website and intranet infrastructure (including coding) is maintained by Indigenous Services Canada (ISC) through a Memorandum of Understanding (MOU).
• Following the creation of CanNor's social media accounts in 2019, we are continuing to grow CanNor's reach to audiences through the development of regular content distributed through these channels.

Corporate Secretariat Team

• The Corporate Secretary manages the Corporate Secretariat, reports directly to the Agency's President, and is a member of the Executive and Senior Management Committees.
• CanNor's Corporate Secretariat Team provides an integrated management and advisory service, as well as strategies and programs to support the Minister, President, and senior departmental officials in a full range of corporate functions, including:
  • Ministerial Liaison;
  • Cabinet and Parliamentary Affairs;
  • Access to Information and Privacy (ATIP);
  • Public Servants Disclosure Protection (PSDPA); and,
  • Concierge Role for Federal Election Transition.

Ministerial Liaison

• Coordination of Ministerial Trips to the territories; including collaboration with agency sectors on meeting recommendations and briefing materials for the Minister.
• Coordination of Ministerial Correspondence processes for the Agency, in collaboration with agency sectors and subject matter experts.
• Liaison between the Agency and the Minister's Office for Ministerial Approvals such as Annual Reports, Parliamentary Returns, and other report or documents, including items intended to be tabled in Parliament. In this role, the Corporate Secretary acts in collaboration with the Chief of Staff, in the Office of the President.

Cabinet and Parliamentary Affairs

• The Corporate Secretary manages CanNor's Cabinet and Parliamentary Affairs Unit in support of the Minister and President; including the strategic coordination of Cabinet Briefing Notes, Question Period cards, Parliamentary and Committee Business, Legislative and Regulatory affairs, and coordinates the Agency response to Parliamentary Questions (Parliamentary Returns).

Access to Information and Privacy (ATIP)

• As CanNor's ATIP Coordinator, the Corporate Secretary has the delegated authority to act on behalf of the Minister and the President to ensure that the Agency's responsibilities under the Access to Information Act and the Privacy Act are met. These responsibilities include the development, coordination and implementation of effective policies, guidelines, systems and procedures related to ATIP.
• Under the direction of the Corporate Secretary, the ATIP unit is responsible for processing requests for information submitted under the Access to Information Act and the Privacy Act; consultations from other government departments; and for investigating privacy breaches, in compliance with ATIP legislation, regulations and Treasury Board Secretariat (TBS) policies and guidelines.

Senior Officer for Disclosure - Public Servant Disclosure Protection Act (PSDPA)

• The Corporate Secretary is the Agency representative responsible for administering the Public Servant Disclosure Protection Act. As Senior Officer for Disclosure, under the PSDPA, the Corporate Secretary receives protected disclosures of wrong-doing from employees of the Agency, and works with Human Resources and the Public Sector Integrity Commissioner on investigative processes, in compliance with the PSDPA legislation, and Treasury Board Secretariat (TBS) policies and guidelines.

Concierge Role - Federal Election Transition

• The Corporate Secretary is the designated agency Concierge, working in concert with the Privy Council Office on preparations for a federal election and post-election transition.

Overview

• The CanNor Corporate Services Team provides the essential support structure for the Agency's daily operations, including services related to human resources management, financial management, information management, information technology, real property management, materiel management, procurement, government housing, as well as occupational health, safety and security.
• The team works closely with other federal government departments via shared services agreements to ensure cost-effective delivery of the full suite of internal services to all of CanNor's offices.

Human Resources Team

• CanNor's Human Resources (HR) Team provides the full range of HR management services for the Agency, including recruitment and retention, staffing, classification, organizational design, labour relations, HR planning, talent management, official languages, employment equity, harassment and violence prevention, and employee well-being.
• The team provides expert advice and guidance to managers and employees across the Agency covering all aspects of HR management.
• The team also advocates for the needs of northern federal departments and public servants with central agency partners and is regularly sought out by other federal partners for expertise on HR management in a northern environment.
• The team obtains Ombuds services via a shared services agreement with a specialized team at Public Services and Procurement Canada (PSPC), and informal conflict management services via Crown-Indigenous and Northern Affairs Canada (CIRNAC).
• CanNor is serviced by the Public Service Pay Centre; the HR Team provides a liaison function between employees and the Centre to coordinate pay and benefits and also supports employees in the escalation of pay issues including timely processing of northern allowances and benefits.

Finance Team

• CanNor's Finance Team provides a full suite of financial functions for the Agency including financial planning and budgeting; overseeing expenditure management, preparing the Agency's Public Accounts, financial statements and financial reports; supporting the Operations team in G&C funding management; providing financial expertise and analysis for TB submissions and budget proposals; meeting external reporting requirements such as proactive disclosures; implementing internal controls and working with the Office of the Comptroller General (OCG) on external audits.
• CanNor uses the financial management systems provided by Indigenous Services Canada (ISC) and obtains accounting operations services from ISC's finance 'hubs'.
• The Finance Team oversees the relocation and procurement services provided to CanNor by Indigenous Services Canada (ISC).
• The team provides guidance and training to the administrative support staff across the Agency on the systems and procedures related to financial management and procurement.

Information Management & Information Technology (IM/IT) Team

• CanNor's IM/IT Team oversees the delivery of IM/IT services provided to CanNor via shared services agreements with other government departments.
  • ISC provides core IM/IT functions and services such as Service Desk, applications support, information management system (GCDocs) support, as well as HR and financial systems support.
  • Shared Services Canada (SSC) provides enterprise services such as the IT networks, mobile phones, wi-fi connectivity, and Microsoft365.
• The team also oversees the planning, acquisition and deployment of IT equipment for all four of CanNor's offices.

Corporate Administrative Services Team

• CanNor's Corporate Administrative Services Team provides services in accommodation, real property, material management, occupational health, safety and security, fleet management, government housing, emergency management and business continuity planning.
• The CanNor team works closely with Public Services and Procurement Canada (PSPC) in the provision and management of government housing units for staff located in Iqaluit, Nunavut, as well as in the day-to-day management of CanNor's four office locations. The team also works with PSPC on any major office renovations or real property projects, such as establishing new office space for the Agency.
• The team obtains services from the Security division at ISC to support the employee security clearance process for new CanNor employees as well as clearance renewals and upgrades.

Background

• The Yukon, the Northwest Territories, and Nunavut have their own environmental assessment (EA) regimes, which conduct reviews of potential environmental and socio-economic impacts for a wide range of major projects, including those in oil and gas, mining and infrastructure.
• Territorial EA regimes are based on a co-management approach, incorporating Indigenous traditional knowledge and Western science. They are unique to the legal and cultural framework of the territories as they are derived from modern land claim processes with Indigenous peoples and involve consultations on projects impacting Indigenous rights and title. These co-management boards are comprised of appointed members based on recommendations from the federal, territorial, and Indigenous governments and organizations.
• Territorial co-management assessment boards:
  • The Yukon Environmental and Socio-economic Assessment Board
  • The Mackenzie Valley Environmental Impact Review Board, which conducts environmental and socio-economic assessments and regulatory reviews in the Mackenzie Valley of the Northwest Territories
    • The Impact Assessment Act, 2019 does not apply in the territories except in a limited way in the Inuvialuit Settlement Region (ISR). The ISR has a separate Environmental Impact Review Board and an Environmental Impact Screening Committee under the Inuvialuit Final Agreement.
  • The Nunavut Impact Review Board
• While it generally does not apply within the territories given the distinct regulatory environment defined by Land Claim Agreements, Canada's Impact Assessment Act, 2019 may apply to transboundary projects between provinces and territories.

CanNor's role

• Through its Northern Projects Management Office (NPMO), CanNor plays a unique role in improving the timeliness, predictability, and transparency of northern regulatory processes by coordinating federal input and participation in the Board processes. This helps foster responsible development and a more stable and attractive investment climate in the territories. CanNor is the only regional development agency with such responsibilities.
• NPMO is primarily involved in projects where more than one federal department or agency participates in a territorial environmental assessment and regulatory review process. NPMO's key services include:
  • providing single-window federal coordination and issues management regarding the applicable environmental assessment and regulatory requirements for northern projects, through active engagement and outreach with federal regulatory departments, territorial governments, industry and other partners;
  • coordinating and maintaining the record of Crown consultations associated with major projects; and
  • convening meetings and forums with industry, territorial governments, Indigenous governments and organizations, regulatory boards, and stakeholders to address and resolve issues associated with northern regulatory review processes.

Results to Date

• The number of territorial environmental assessments coordinated by NPMO varies from year to year. NPMO is currently supporting a total of 12 assessments across the territories: six in the Yukon, two in the NWT, and four in Nunavut. Boards are expected to consider four new assessments in the coming year; two each in Yukon and Nunavut. These projects offer potential for billions in capital investment and thousands of jobs.
• CanNor has successfully convened northern experts to learn from and collaborate with each other. For example:
  • During the COVID-19 pandemic, CanNor established a Pan-Territorial Intergovernmental Mineral Sector Committee to understand impacts experienced by the mineral sector and what would be required for a post-pandemic recovery.
  • In the Northwest Territories, CanNor has convened a regulatory dialogue between industry, the territorial government, regulatory boards, and Indigenous governments and organizations to examine how regulatory processes could be improved operationally for all parties who work in the Northwest Territories' regulatory context.
  • The new Critical Minerals Strategy announced by NRCan also includes $40 million for northern regulatory initiatives, part of which will go to expanding the regulatory dialogue of all three territories and broadening the scope beyond operational elements (i.e. potential policy and legislative updates). CanNor is supporting this initiative through its convening function, working with CIRNAC on the expansion of the operational dialogues into Yukon and Nunavut.
  • CanNor hosts annually the Pan-Territorial Assessment and Regulatory Board Forum. This forum has brought together representatives from each of the environmental assessment boards, and land and water boards, across the territories to share best practices, address common issues (such as staff training and operational procedures), and to discuss preparedness for upcoming transboundary projects.
• CanNor has hosted events at major industry conferences (e.g., AME Roundup and PDAC convention) to highlight the abundance of resources and potential opportunities for investment in the territories, as well as showcase their unique regulatory regimes.

Background

• Operations makes up CanNor's largest branch, with 52 Full-Time Equivalents as of September 2023, including four executives.
• Operations' staff are spread across the Agency's three territorial offices – the headquarters in Iqaluit, and the two regional offices in Whitehorse and Yellowknife.
• The Operations team will provide an in-depth briefing of the specifics of each territory in the coming weeks, in order to provide strategic information on context, priorities, and projects relevant to each of their three offices.

Economic Development Officers

• Economic Development Officers (EDOs) act as CanNor's "boots on the ground." They forge relationships with clients, perform outreach activities to communities, businesses, and organizations, and help both existing and prospective applicants understand how CanNor can help.
• EDOs' working relationships and outreach activities are especially important in the North, as many clients may not have the capacity to autonomously navigate the process of researching, applying for, receiving, and following up on federal programming.
• EDOs make it possible for the Agency to operate a "one-window application" process. While CanNor operates a number of different programs, applicants do not apply to a given program – they submit a general application. EDOs then work to match programs to projects, instead of the other way around. This is done to make the process easier for clients.
• EDOs do not write applications on behalf of clients. However, they provide invaluable guidance in helping clients understand the process, as well as the nature of the assistance that the Agency may be able to offer.
• EDOs live and work in the regions that they serve. Conflict-of-interest rules are in place to empower EDOs to recuse themselves from handling an application to which they could have a personal connection, even if indirectly.

The Expression of Interest Cycle

• Each year, Operations runs an Expression of Interest (EOI) process through which prospective clients are free to submit an abbreviated application by a given deadline, usually in the Fall.
• Preliminary applicants whose proposals fall within CanNor's scope are then invited to complete and submit a full application. In this way, the burden of applying is minimized for those applicants whose proposals are least likely to be funded.
• After full proposals have been submitted, Operations staff evaluate them, taking into account:
  • the nature of the project,
  • the amount of funding sought,
  • the quality of economic development that the project is likely to foster,
  • the value brought to the community or territory, and
  • the extent to which the project can be expected to support CanNor's priorities as well as broader whole-of-government priorities, in addition to other factors.
• Managers, Regional Directors of Operations, and the Vice-President of Operations then work to decide which projects to recommend to the President for approval.
• The Minister has delegated authority to the President to approve projects requesting less than $100,000. If a project is requesting $100,000 or more, the President will choose whether to forward the application to the Minister for approval.
• While most applications come through the regular EOI cycle, clients can submit an off-cycle application anytime. Applications that came in by the EOI deadline are evaluated first, with off-cycle applications eligible for any funding left over.

Project Monitoring & Performance Metrics

• Contribution agreements with proponents contain performance metrics that proponents must report on.
• Operations maintains a Program Services and Partnerships team to collect and analyze data on these performance metrics. The team monitors progress, ensures that project oversight is robust, and facilitates engagement and communication with proponents.

Background

• The Government of Canada has constitutionally protected obligations (Article 23 in the Nunavut Agreement) to support the objective of building a representative public service in Nunavut (i.e., 85% of all positions to be filled by Nunavut Inuit).
• On December 6, 2006, Nunavut Tunngavik Incorporated (NTI) filed a Statement of Claim against the Government of Canada seeking $1 billion in damages, alleging the Government of Canada failed to adequately fulfill its commitments under the Nunavut Agreement, particularly those related to Articles 23 and 24 (Government Contracts).
• A Settlement Agreement was reached with NTI on May 4, 2015. To help meet its commitments under this Agreement, on April 1, 2016, the Government of Canada created Pilimmaksaivik:
  • to serve as Canada's central coordinating office, and;
  • to provide a whole-of-government, integrated response to Inuit employment (e.g., pre-employment training, recruitment, talent management and retention of Inuit employees in federal government positions across Nunavut).
• Housed within CanNor, Pilimmaksaivik supports 11 federal departments and agencies with Article 23 obligations, and works closely with central agencies with policy and/or service activities pertaining to employment in Nunavut.
• To support a whole-of-government approach to Inuit employment implementation, Pilimmaksaivik is supported by an Assistant Deputy Minister Steering Committee chaired by the Deputy Head responsible for Pilimmaksaivik, CanNor's President. This committee meets a minimum twice per year. CanNor's representative on the Pilimmaksaivik ADM Steering Committee is CanNor's Vice-President of Policy, Planning Communications and NPMO.

Results to Date

• As of March 31, 2023, Inuit representation across the federal workforce in Nunavut stood at 50%, with 23% Inuit representation at the senior level. The percentage of Inuit occupying intermediate-level positions climbed from 34% in the previous year to 38%. CanNor's Inuit employment representation was 61%, an increase from 33% in 2017.
• Pilimmaksaivik oversees the Inuit Learning and Development Program (ILDP), a pre-employment and job training initiative aimed at helping Nunavut Inuit develop skills for potential jobs in the federal public service within the territory. In 2021-22, the fourth cohort of the ILDP was selected from a record-high 99 applications.
• Pilimmaksaivik oversees a number of initiatives to support the recruitment, retention and talent management of Inuit for Government employment, including chairing intergovernmental networks, offering professional development training and cultural activities for federal employees, and intensive recruitment activities such to promote the Government of Canada (GoC) as an employer of choice.
• Pilimmaksaivik is the secretariat to the Pilimmaksaivik ADM Steering Committee, ensuring membership distribution is up to date, preparing communication for the members of the committee, and ensuring meeting materials are fully prepared.
• Pilimmaksaivik supports the GoC Nunavut Implementation Panel member with issues related to Inuit Employment in government by participating in meetings, preparing briefing materials, and by updating and reporting on progress on the Settlement Training Fund.
• Pilimmaksaivik manages a GoC $5M Training fund sourced from the May 2015 out-of-court settlement agreement for special training initiatives. Since the fund was made available to Canada in 2017, $2,723,654 has been allocated for programming, with $2,276,346 requiring to be fully expended by the end of fiscal year 2024/25.
  • Ilipallianiq Education Support Fund currently provides support to Inuit pursuing post-secondary studies that relate to GoC positions in Nunavut. This fund connects Inuit with more job opportunities within the federal government as a result. In 2021-22, one of these individuals obtained a Bachelor of Arts, and two more obtained Juris Doctor degrees.
  • Sivuliqtiurnimut Ilinniarniq Leadership Training (SILT) program prepares Inuit employees to take on supervisory or manager-level employment. The program is presently wrapping up its 3rd cohort, with 16 Nunavut Inuit across 7 federal departments and agencies celebrating the completion of the program on November 23rd during a ceremony in the National Capital Region. This will bring the total of those that have successfully completed the program to 48.
  • Inuktut Language Training Fund provides funding support to Nunavut Inuit employees pursue full-time Inuktut Language Training through Pirurvik Centre, with a goal to retain Inuit in government positions.
• 2 programs have been approved and placed on hold: a mentorship and coaching program; and a part-time Bachelors of Arts training program.

Strategic Policy Team

• CanNor's Strategic Policy Team provides expert advice and analysis on northern economic development issues, develops policy recommendations for consideration, and helps set and report on Agency-wide priorities.
• The team also advocates for northern needs within federal policy processes, raises awareness of the territories' needs and opportunities at domestic fora (and, to a limited extent, international fora), and brings partners together to advance economic development including through north-south linkages.
• Policy development is informed by sectoral research and analysis, close working relationships with key stakeholders, partners, and other departments, and CanNor's own work in the North.
• Strategic Policy products include the following:
  • Briefing and scenario notes for Senior Management and the Minister;
  • Development of memoranda to cabinet (MCs), and review of other departments' MCs;
  • Budget letters;
  • Environmental scans, medium-term planning, and transition planning;
  • Speechwriting;
  • Research products, including 'Northern Lens' topical circulars, guest speaker appearances, and policy position papers; and
  • Planning products, including the annual Departmental Plan and Departmental Results Report.

Program Policy Team

• CanNor's Program Policy Team leads CanNor's responsibilities under the Policies on Transfers, and Results and Evaluation, including:
  • Performance measurement monitoring and reporting;
  • Evaluation planning and coordination; and
  • Expertise on the application of the transfer policy on CanNor programs.
• Program Policy leads Treasury Board submission processes (both for programs that are specific to CanNor and for programs that are common across RDAs) and, in some instances, budget proposals.
• Program Policy also provides policy support for CanNor programs, Pilimmaksaivik, the Federal Centre of Excellence for Inuit Employment in Nunavut, and for government-wide policy priorities, including GBA+, Sustainable Development, and implementation of the United Nations Declaration Act.

Key Facts

• IDEANorth makes foundational investments in economic infrastructure, sector development and capacity building to help position Northerners in the territories to take advantage of Canada's innovation economy. This program supports businesses and other public or private organizations with an emphasis on ensuring equitable access to funding to underrepresented groups such as Indigenous people, women and youth.
• IDEANorth builds on CanNor's other programming to advance, encourage and support broader economic opportunities, as well as the specific economic and business needs of each territory.
• The IDEANorth program focuses on four priority areas:
  • Stream 1: Sector & Capacity Development
  • Stream 2: Business Scale-Up and Productivity
  • Stream 3: Economic Infrastructure Construction (Small Scale)
  • Stream 4: Economic Infrastructure Studies (Large Scale)

Funding Profile ($)

• Terms and Conditions – CanNor umbrella Terms and Conditions (Contributions for Promoting Regional Development in Canada's Three Territories Terms and Conditions)

Examples

[redacted]

Key Facts

• The Northern Indigenous Economic Opportunities Program (NIEOP), formerly named the Northern Aboriginal Economic Opportunities Program (NAEOP), received additional funding of $15M over five years through Budget 2022. It was renamed through a Treasury Board submission.
• Through NIEOP, CanNor supports greater participation by northern Inuit, First Nations and Métis communities and businesses in the territorial economy and enables them to pursue opportunities for employment, income, and wealth creation.
• NIEOP is delivered through the following streams:
  • Community Readiness and Opportunities Planning (CROP)
    • CROP Project Funding
      Provides project-based support to First Nations, Inuit and Métis communities and organizations, including organizations providing business development, financial or economic development services through EBD as described below, for capacity and readiness activities so that communities are able to plan for, pursue and participate in economic opportunities.
    • Core Funding
      Provides longer-term funding for economic development capacity exclusively to eligible Indigenous rights holding organizations (Inuit, First Nations or Métis) that are not receiving economic development funding through their self-governing agreements.
  • Entrepreneurship and Business Development (EBD)
    • EBD assists Indigenous entrepreneurs, Indigenous businesses and Indigenous organizations in the pursuit of economic opportunities for the benefit of Indigenous people. The stream includes project-based support for activities that facilitate the establishment or expansion of Indigenous businesses.
    • CanNor has different types of multi-year agreements in place with Indigenous Organizations to deliver the EBD fund in NWT, Yukon and Nunavut. These partners have the authority to solicit, assess, make recommendations to CanNor for contributions toward eligible EBD projects, and – under three of these agreements – deliver funding directly to proponents.
  • Northern Indigenous Economic and Business Research Stream
    • This Stream provides project-based funding to support applied socio-economic and business research, knowledge creation, and dissemination (e.g., publicly available reports and research summaries) that can contribute to the territorial Indigenous business ecosystem, major economic sectors, or broader regional priorities.

Funding Profile ($)

• Terms and Conditions – Contributions to Support Indigenous Participation in the Northern Economy

Examples

[redacted]

Key Facts

• NICI was announced in Budget 2019 as a $15M investment over five years starting in the 2019-20 fiscal year. CanNor is implementing this fund by working with other federal and territorial partners to develop solutions to food security issues.
• NICI aims to enhance Indigenous and northern food security by supporting local, community-led projects that reduce dependence on the southern food industry and the associated costs (e.g. transportation and storage) for northern communities via the following streams:
  • Support for Northern Food Businesses
  • Support for Northern Territorial Food Systems
  • Support for the Northern Food Innovation Challenge
• Through NICI, CanNor supported 16 food-related projects across the territories in 2021-22, with $2,961,170 in funding.

Funding Profile ($)

• Terms and Conditions – CanNor umbrella Terms and Conditions (Contributions for Promoting Regional Development in Canada's Three Territories Terms and Conditions)

Examples

[redacted]

Key Facts

• REGI, a program administered by Regional Development Agencies (RDAs), makes foundational investments to provide Canadians & communities with the ability to foster the right environment to start and grow businesses while allowing the government, through key funding, to create the conditions for the development of strong, dynamic and inclusive regional innovation ecosystems across the country.
• RDA's being at the heart of REGI's administration across Canada helps the government to deliver the two common streams of programming to fuel economic growth through innovation and create more well-paying jobs for Canadians from coast to coast to coast.
• The REGI program focuses on two priority areas:
  • Stream 1: Business Scale-Up and Productivity
  • Stream 2: Regional Innovation Ecosystem

Funding Profile ($)

• Terms and Conditions – REGI Terms and Conditions.

Examples

[redacted]

Key Facts

• The Economic Development Initiative (EDI) provides financial support to projects that encourage economic diversification, business development, innovation, partnerships and increased support for small- and medium-sized enterprises in official language minority communities (OLMCs)
• In 2018, the Government of Canada announced an Action Plan for Official Languages 2018-2023: Investing in Our Future. The Plan came with a budget of $2.7 billion over 5 years and was allocated across 15 federal departments and agencies. CanNor is responsible for delivering EDI funding across Nunavut, the Northwest Territories, and the Yukon.
• In 2023, the Government of Canada launched a refreshed plan, the Action Plan for Official Languages 2023–2028: Protection-Promotion-Collaboration. This came with a renewal of the $2.7 billion over 5 years from 2023 to 2028, including $400,000 to be allocated to CanNor, i.e. $80,000 per year.
• Every year, CanNor, through the EDI, invests in projects that help develop capacity, expertise and partnerships. All projects are for economic development of businesses and communities, and the sustainable growth of Francophone communities across the territories.
• Due to the small funding allocation, CanNor generally identifies one recipient for each 3-year cycle to undertake activities on behalf of all OLMCs.

Funding Profile ($)

• Terms and Conditions – CanNor umbrella Terms and Conditions (Contributions for Promoting Regional Development in Canada's Three Territories Terms and Conditions)

Examples

[redacted]

Background

• Budget 2023 provided $108 million over three years, starting in 2023-2024, to the Regional Development Agencies (RDAs) to support Indigenous and non-Indigenous communities, small- and medium-sized businesses (SMEs), and non-profit organizations in developing local, community-level tourism projects and events. The funding will be distributed across the seven RDAs with CanNor receiving $2,200,000 or 2.0% of the total funding.
• This program contributes to the objectives of the Federal Tourism Growth Strategy (FTGS), announced on July 4, 2023, that will chart a course for growth, investment, and stability in Canada's tourism sector.
• RDAs will deliver funds directly to businesses and organizations to help diversify regional economies by investing in tourism products and experiences that will encourage visitation to and within Canada.
• Indigenous tourism is vital to the economic development and growth of Canada's tourism industry from coast-to-coast-to-coast. As a priority under the Tourism Growth Program, approximately 15% will support Indigenous-led tourism initiatives. For CanNor, this is expected to be higher than 15%.

Objective

• By distinctly investing in tourism destination development and improvement across all regions of Canada, the TGP will support the creation of new and/or improved existing regional tourism assets to meet the demand of domestic and international visitors, while enhancing Canada's competitiveness as an international destination.

CanNor Budget

Key Details

• RDAs will deliver the TGP using their existing program terms and conditions (Ts and Cs), amended for delivery of the TGP. For CanNor, TGP will be delivered under the Agency's umbrella terms and conditions, called "Promoting Regional Development in Canada's Three Territories".
• Eligible Recipients: Entities such as small- and medium-sized enterprises, not-for-profit organizations (including tourism associations and organizations), and Indigenous owned businesses.
• Eligible Activities: Projects that align with the new "Federal Tourism Growth Strategy, Canada 365: Welcoming the World Every Day", and that contribute to economic development by improving tourism offerings that generate increased economic benefits for the region. Based on regional contexts and needs, priority consideration may be given to projects that:
  • support the Indigenous tourism industry,
  • increase tourism benefits for communities by driving visitation from outside urban centres to rural areas,
  • support sustainable tourism,
  • extend the season (seasonal dispersion),
  • support active tourism such as trails, and/or
  • be complementary to the support provided through provincial/territorial programs.
• In addition, project assessments will reflect RDAs' respective tourism priorities, and regional/provincial/territorial tourism strategies, to ensure investments meet regional and local needs.

Examples

[redacted]

Catherine Blewett, President, Atlantic Canada Opportunities Agency (ACOA)

• In November 2022, Catherine Blewett became President of ACOA.
• In addition to this new responsibility, Ms. Blewett became the Deputy Minister of Economic Development at ISED on June 20, 2022. As DM of Economic Development, Ms. Blewett is charged with supporting several of ISED's ministers in their roles – specifically Minister Ng for economic development, Minister Hutchings for rural economic development, and Minister Boissonnault for tourism.
• She has previously held positions of Deputy Clerk of the Privy Council and Associate Secretary to the Cabinet, Deputy Minister of Fisheries and Oceans, as well as other various positions within the Government of Nova Scotia.
• Ms. Blewett has Master of Public Administration and a Bachelor of Arts (Honours) from Dalhousie University.

Sony Perron, President, Canada Economic Development for Quebec Regions

• Sony Perron was appointed President of CED in September 2023.
• Prior to his appointment, Mr. Perron was President of Shared Services Canada (SSC), a position he held from April 2022, having previously been Senior Vice-President for this organization. He also previously served in a number of senior leadership positions including Associate Deputy Minister at Indigenous Services Canada, after leading the First Nations and Inuit Health Branch at Health Canada for four years.
• Mr. Perron holds a master's degree in Public Administration from École nationale d'administration publique.

Valerie Gideon, President, Federal Economic Development Agency of Northern Ontario (FedNor); Deputy Minister of Crown-Relations and Northern Affairs

• Valerie Gideon was appointed President of FedNor in October 2022. She serves as the Deputy Minister of Crown-Indigenous and Northern Affairs, effective November 25, 2023. Since 2012, Ms. Gideon held several senior leadership positions in the public service, including Associate Deputy Minister at Indigenous Services, Assistant Deputy Minister at Health Canada (Regional Operations), and Senior Assistant Deputy Minister, First Nations and Inuit Health Branch at Indigenous Services Canada. She is a proud member of the Mi'kmaq First Nation of Gesgapegiag.
• She has a PhD and a Master of Arts from McGill University.
• In her role of Deputy Minister of Crown-Indigenous and Northern Affairs, she also supports Minister Vandal.

Nancy Gardiner, President, Federal Economic Development Agency of Southern Ontario (FedDev)

• Nancy Gardiner was appointed President of FedDev in September 2021. Ms. Gardiner previously served as Assistant Deputy Minister of Programs and Operations at Women and Gender Equality Canada. She has also held several senior leadership positions in the public service including at Service Canada and Employment and Social Development Canada.
• Ms. Gardiner has a Master's degree in Business Administration and a Bachelor of Science from St. Mary's University.

Dylan Jones, President, Pacific Economic Development Canada (PacifiCan)

• In August 2021, Mr. Dylan Jones became the President of the newly formed Pacific Economic Development Canada. He was also the Interim President of Prairies Economic Development Canada. Previously, he was appointed Deputy Minister for Western Economic Diversification Canada (WD) in June 2016.
• Mr. Jones was President and CEO of the Canada West Foundation from 2012 to 2016. Prior to that, he served in various roles in the federal and Saskatchewan governments, including Deputy Minister of Intergovernmental Affairs for Saskatchewan.
• Mr. Jones' academic credentials include degrees from McMaster and the University of British Columbia and a master's degree in law from Oxford.

Diane Gray, President, Prairies Economic Development Canada (PrairiesCan)

• Diane Gray was appointed President of PrairiesCan in October 31, 2022. Ms. Gray is a recognized leader with extensive experience in business development and trade. Prior to her appointment, Diane was the founding President and CEO of CentrePort Canada Inc., the largest inland port in North America.
• From 1995 to 2009, Ms. Gray held three portfolios for the Province of Manitoba, serving as Deputy Minister of Finance; Federal-Provincial and International Relations; and Trade.
• Ms. Gray holds a Masters of Public Administration from the University of Manitoba.
• She also supports Minister Vandal.

Stefanie Beck, Deputy Minister, Agriculture and Agri-Food Canada (AAFC)

• Ms. Beck was appointed as Deputy Minister of AAFC in February 2023. Previous to her appointment, she served as the Associate Deputy Minister of National Defence. She has held a number of senior leadership roles within the Government of Canada including serving as Assistant Secretary to Cabinet (Priorities and Planning) and Assistant Deputy Minister at Global Affairs Canada.
• She holds a Bachelor of Arts from McGill University

Paul Thompson, Deputy Minister, Employment and Social Development Canada (ESDC)

• Mr. Thompson became Deputy Minister of ESDC in September 2023.
• Prior to this he served as Deputy Minister of Public Services and Procurement. He has held numerous senior leadership roles across government including at ISED, Privy Council Office, and the Treasury Board.
• He holds a Master of Arts from Queen's University.

Annette Gibbons, Deputy Minister, Fisheries and Oceans Canada (DFO)

• Ms. Gibbons was appointed as Deputy Minister in October 2022. Previously, she served as the Associate Deputy Minister of Employment and Social Development. During her career, she held numerous senior leadership roles across the federal government, including the Privy Council Office, Treasury Board Secretariat, and Agriculture and AgriFood Canada.
• She holds a Master of Business Administration from the University of Ottawa and a Master of Arts in Public Administration from Carleton University.

Gina Wilson, Deputy Minister, Indigenous Services Canada (ISC)

• Ms. Wilson became the Deputy Minister of Indigenous Services Canada in July 2022. Prior to her appointment she was the Deputy Minister of the Women and Gender Equality and Youth.
• She joined the Federal Government in 1996 and held several senior executive positions at various departments, including the Privy Council Office, Aboriginal Affairs and Northern Development Canada, Employment and Social Development Canada (ESDC) and the Correctional Service of Canada.
• She is a proud Algonquin and holds a Bachelor of Social Sciences from the University of Ottawa.

Kelly Gillis, Deputy Minister, Infrastructure Canada (INFC)

• Ms. Gillis was appointed Deputy Minister of Infrastructure and Communities in September 2017. Prior to this, she held a number of senior leadership roles at ISED including serving as Associate Deputy Minister.
• She holds a Bachelor of Commerce and Graduate Diploma in Public Accounting from McGill University and is a qualified chartered accountant.

Simon Kennedy, Deputy Minister, Innovation, Science, and Economic Development Canada (ISED)

• Mr. Kennedy was named Deputy Minister of Innovation, Science and Economic Development, effective September 3, 2019.
• Previously, he served as Deputy Minister of Health from January 2015. He began his career with the public service in 1990 and has served in a variety of progressively senior roles in seven different organizations, including in six deputy minister–level appointments at the Privy Council Office; Industry Canada; Foreign Affairs and International Trade Canada; Health Canada; and Innovation, Science and Economic Development Canada.
• He holds a Master of Science in Communications Management from Syracuse University.

Michael Vandergrift, Deputy Minister, Natural Resources Canada (NRCan)

• Mr. Vandergrift became Deputy Minister at NRCan in July 2023. Previous to this role, he served as Deputy Secretary to the Cabinet (Plans and Consultations). In addition, he has held senior executive positions at the Privy Council Office, Public Services, Treasury Board Secretariat.
• He holds a Master of Science from the London School of Economics and a Bachelor of Arts from the University of Alberta.

Jennifer C. Hubbard – President and Chief Executive Officer, Polar Knowledge Canada (POLAR)

• Ms. Hubbard was appointed President & CEO of Polar Knowledge Canada for a term of five years (2020-2025).
• She has a social sciences background that will bring a new perspective to the organization and, with 19 years of experience in leadership positions in the public service, possesses the executive leadership skills to lead the organization in advancing knowledge of the Canadian Arctic. She served recently as Chair of the Board of the NATO Support and Procurement Organization, and as Director General, Labour Relations and Workplace Management at Correctional Service Canada.

Arun Thangaraj, Deputy Minister, Transport Canada (TC)

• Mr. Thangaraj was appointed Deputy Minister of Transport in February 2023.
• Before joining Transport Canada, he was the Associate Deputy Minister at Immigration, Refugees and Citizenship Canada, following two years as the Associate Deputy Minister at Transport Canada. He also served in senior leadership roles at Global Affairs Canada.
• He is a Chartered Professional Accountant and holds a Master of Arts in Public Administration from Carleton University and a Master of Business Administration from the University of Ottawa.

Jean-François Tremblay, Deputy Minister, Environment and Climate Change Canada (ECCC)

• Mr. Tremblay was appointed Deputy Minister of Environment and Climate Change Canada in September 2023.
• Before joining ECCC, he served as Deputy Minister for several federal departments, including Employment and Social Development, Natural Resources, Indigenous Services, and Infrastructure and Communities. Prior to his DM appointments, he served in senior leadership roles at the Privy Council of Office, Crown-Indigenous and Northern Affairs and Health Canada.
• He holds a PhD, Master of Arts, and Bachelor of Arts in Political Science from the Université Laval.

Fast Facts:

• Population (2021 Census): 40,232
• % Indigenous: approx. 25%
• Indigenous landscape: 11 of Yukon's 14 First Nations signed modern treaties between 1993 and 2005. There are also NWT and BC Indigenous groups with traditional territory in the Yukon.
• Youth population (24 and under): approx. 28%
• Capital City: Whitehorse – population 28,201
• Federal transfers: approx. $1.6B (2023-24)
• Federal regional strategies: Arctic and Northern Policy Framework and the Pan-Territorial Growth Strategy

Key takeaways:

• Yukon's growth outlook is strong. In 2022, real GDP was up 3.3%. Between 2024 and 2030, real GDP growth is forecast to be 4.1% annually, outpacing the rest of the country.
• A post-pandemic reopening saw the territory's labour market tighten substantially. A combination of labour demand and demographic changes will keep competition for workers high.
• The strong economy is making Yukon an attractive destination for migrants. Given the territory's aging population and low fertility rate, migration is critical for labour force growth. Net international migration is forecast to add 1,000 people to the population in 2023.
• Despite an unexpected mine closure in 2023, the minerals sector will continue to be a driver of the Yukon's economy. A combination of high mineral prices, government incentives, and new mining and exploration projects on the horizon situate the industry well for continued growth.

Labour Force Characteristics, 15 years or over

Key Economic Indicators

Source: Statistics Canada – Table 36-10-0402-01

Text alternative for GDP by sector (2022)

Sector	Percentage of GDP
Other	13%
Accommodation & food services	3%
Arts, information & culture	4%
Transportation & warehousing	3%
Retail trade	5%
Real estate, rental, & leasing	14%
Construction	10%
Extractive industries	13%
Public sector	35%

Source: The Conference Board of Canada, Ascendance Despite Turbulence: Yukon Outlook to 2045

Text alternative for Percent Growth in Employment, 2015-2023

	2015	2016	2017	2018	2019	2020	2021	2022	2023
Yukon	-1.5%	6.5%	5.6%	0.4%	2.2%	-6.5%	3.2%	4.5%	2.4%
Canada	0.9%	0.7%	1.8%	1.3%	2.1%	-5.2%	4.8%	1%	1%

Source: The Conference Board of Canada, Ascendance Despite Turbulence: Yukon Outlook to 2045

Text alternative for Percent growth in real GDP 2015-2023

	2015	2016	2017	2018	2019	2020	2021	2022	2023
Yukon	-7.6%	7.2%	2%	2.7%	-1.3%	3.7%	10%	5.5%	4.4%
Canada	0.7%	1.1%	3%	1.9%	1.7%	-5.2%	4.5%	3.9%	3.3%

Territorial Government

• Premier and Minister of Executive Council Office, and Yukon Housing Corporation, and Minister of Economic Development: Ranj Pillai
• Deputy Premier and Minister of Education: Jeanie McLean
• Minister of Environment and Highways and Public Works: Nils Clark
• Minister of Health and Social Services and Minister of Justice: Tracy-Anne McPhee
• Minister of Community Services: Richard Mostyn
• Minister of Energy, Mines and Resources, and Tourism and Culture: John Streicker
• Minister of Finance, and Public Service Commission: Sandy Silver

Fiscal outlook

Non-Renewable Resources:

The Yukon's mineral sector remains a source of strength for the territory's economy. Despite the unexpected closure of the Minto mine in early 2023, production at Eagle Gold and Keno Hill Silver District continues to fuel sectoral growth. Deposit recovery (called Placer Mining) is expected to produce roughly 64,000 oz of gold each year.

Newmont's Coffee Gold project recently cleared environmental assessment; if developed, the mine would yield up to 10 million ounces of gold over a 10-year lifecycle. Western Copper and Gold's proposed Casino Mine will be larger than any current active mine in the Yukon. Production is estimated to begin in 2029 and continue for 22 years. The mine remains subject to the environmental assessment process.

The Kudz Ze Kayah project (zinc/silver/copper/gold/lead) is scheduled to start production in 2025 and contribute more than $500M to the Yukon and federal government. The Project is undergoing federal judicial review and cannot proceed until a decision is rendered.

Spending on mineral exploration and deposit appraisals increased by 6.0 per cent in 2022. The Yukon Government continues to incentivize exploration through the Yukon Mineral Exploration Program. The rebound in exploration spending since the pandemic is a positive indicator for the sector.

Tourism:

The Yukon's tourism industry is making a strong comeback; total visits will grow by 144% in 2023. Domestic visitation has already made a full comeback from the pandemic, and it is estimated that international visits (in particular, from Alaska, where the removal of border barriers has fuelled the return of visitors pulled from cruise tourism) will return to pre-pandemic levels by 2025. The sector is challenged by a tight labour market and limited housing opportunities for seasonal employees (with places like Dawson City experimenting with low-cost seasonal shelters for temporary workers). Attracting workers to the Yukon will require an integrated approach, as housing, the cost of living, and remoteness continue to deter people from permanently settling in the Yukon.

The sector will also benefit from investment funding from both the federal and territorial governments, including new funding from the Government of Yukon ($1 million annual Community Tourism Destination Development Fund). More than 60 projects were selected to receive funding under the Yukon 125 Fund, which has been established to support celebrations this year related to Yukon's 125th anniversary since joining Canada. As the second-largest contributor to the Yukon's GDP (behind mining), the full recovery of the tourism industry will provide significant benefits to the territory's economy.

Connectivity:

In 2019, 60.8% of YT households had access to the national standard broadband speed of 50+ megabits per second downstream and 10 upstream, compared to the national average of 92.1%. However, in recent years the availability of unlimited internet plans and expansion of Northwestel's networks have improved the situation. LEO satellites (such as those offered by Starlink) have introduced connectivity competition in the territory. In addition, the CRTC hosted public hearings in Whitehorse in April 2023 to garner feedback on telecommunication policies in Canada's North.

Innovation & the Knowledge economy:

The Yukon is home to a vibrant innovation ecosystem and a rich cultural industry. The Northlight Innovation Hub, a 24,000 sq. foot multi-tenant facility located in downtown Whitehorse, houses Yukonstruct, an organization that fosters local innovators and entrepreneurs. The facility houses a cospace for budding innovators, a makerspace to provide tools and production capacity, and a business incubation program hosted by Yukon University to support entrepreneurs in growing their business locally and beyond.

The territorial government has also released its five-year strategy "Innovation Yukon: Bringing Northern Ingenuity to the World" which provides a framework for how the Government of Yukon will support and enable innovative practices. The Government has also released their 10-year Creative and Cultural Industries Strategy to promote economic sustainability, employment, and investments in the creative and cultural industries.

Agriculture and Agri-Foods:

The food sector continues to grow in the Yukon, and total farm investments are valued at over $108M. Through their 2020 Yukon Agricultural Plan, Cultivating our Future (PDF), the territorial government has set out objectives for a thriving industry. Announced in April 2023, the new Sustainable Canadian Agricultural Partnership will fund the territory's agriculture and agri-food sector. The Yukon Government is also developing the next Multi-Year Development Plan for Yukon Agriculture and Agri-foods. Co-funded by CanNor, this plan will help guide investments and activities in the sector.

Construction:

In 2022 the construction sector grew by 16.6%, accounting for about 10% of overall output and jobs in the territory. Over the next 5 years, the sector is expected to grow by an average of 4.6% annually. Major projects including The Yukon Resource Gateway Program, construction of the Carmacks Bypass, the Dempster Fibre Project, and construction work at Erik Nielsen Whitehorse International Airport, as well as planned upgrades to a number of roadways, will maintain momentum in this sector. In addition, construction has started on the new Nisutlin Bay Bridge. Valued at $160 million, work on the replacement bridge is expected to be completed in 2026.

Construction work related to The Faro Mine Remediation is expected to begin in 2025. The Yukon's fast-growing population will keep pressure on housing supply and residential construction initiatives.

Public sector:

The public sector is a significant contributor to territorial GDP and employment. Approximately 43.2% of working Yukoners are employed by one of the 4 levels of government (municipal, territorial, federal, and First Nation) in the territory. This activity is concentrated in Whitehorse, home to approximately 70% of the territorial population.

Selected sources:

• Conference Board of Canada. Yukon's Outlook to 2045 – April 2023
• Conference Board of Canada. Yukon's Travel Markets Outlook to 2027 (PDF)
• Statistics Canada, 2021 Census of Population
• Yukon Government. Meet the Premier's team
• Yukon Government. 2023-24 Fiscal and economic outlook
• Yukon Government. 2023-24 Budget
• Yukon Government. Sustainable Canadian Agricultural Partnership
• Yukon Government. Yukon Tourism Development Strategy (PDF)
• Yukon Government: Yukon Employment July 2023
• Yukon Government: Innovation Yukon: Bringing Northern Ingenuity to the World
• CBC: unexpected closure of the Minto mine

Yukon Government:

Yukon Indigenous Organizations:

The 'Umbrella Final Agreement', finalized in 1990, is the framework for negotiating individual Yukon First Nation Final and Self-Government Agreements. Of the 14 Yukon First Nations, 11 have entered into self-government agreements.

The following Indigenous organizations represent the majority of Indigenous peoples in the Yukon. Please note this is not an exhaustive list.

Yukon industry organizations:

Other:

Fast Facts:

• Population (2021 Census): 41,070
• % Indigenous: approx. 50%
• Indigenous landscape: Very complex Indigenous landscape with a variety of First Nations groups, along with both Métis and Inuit.
• Youth population (24 and under): approx. 33%
• Capital City: Yellowknife – population 20,340
• Federal transfers: 81% of GNWT's total revenues
• Federal regional strategies: Arctic and Northern Policy Framework and the Pan-Territorial Growth Strategy

Key takeaways:

• Falling diamond production presents the greatest challenge to future economic growth. New mining opportunities exist, especially in the realm of critical minerals, which hold potential to offset the maturation of existing diamond mines.
• The 2023 wildfires have further setback the tourism sector's recovery from the impacts of the Covid-19 restrictions on the industry.
• The labour market has tightened, fueled by gains in public sector employment. Some employers indicate difficulty in filling positions, describing the situation as a labour shortage.
• Longer-term challenges include an aging population, a lack of economic diversification or private sector activity, and outmigration.
• Indigenous economic development corporations are a key component of sustainable growth for all sectors.

Labour Force Characteristics, 15 years or over

Key Economic Indicators

Source: Statistics Canada – Table 36-10-0402-01

Text alternative for GDP by sector (2022)

Sector	Percentage of GDP
Other	11%
Accommodation & food services	2%
Arts, information & culture	3%
Transportation & warehousing	4%
Retail trade	4%
Real estate, rental, & leasing	9%
Construction	7%
Extractive industries	29%
Public sector	31%

Sources: The Conference Board of Canada, New Metals, New Opportunities: Northwest Territories' Outlook to 2045 - March 2022

Text alternative for Percent Growth in Employment, 2015-2023

	2015	2016	2017	2018	2019	2020	2021	2022	2023
Northwest Territories	2.2%	2.6%	-4.6%	0.9%	-1.3%	-3.6%	8.8%	5.9%	-1.5%
Canada	0.9%	0.7%	1.9%	1.3%	2.1%	-5.2%	4.8%	1%	1%

Sources: The Conference Board of Canada, New Metals, New Opportunities: Northwest Territories' Outlook to 2045 - March 2022

Text alternative for Percent growth in real GDP 2015-2023

	2015	2016	2017	2018	2019	2020	2021	2022	2023
Northwest Territories	1%	-1.1%	3.6%	1.3%	-4.1%	-10.2%	4.8%	-0.4%	-0.4%
Canada	0.7%	1.1%	3%	1.9%	1.7%	-5.2%	4.5%	3.9%	3.3%

Territorial government

The Northwest Territories operates under a consensus system of government. The territorial government is currently in transition as new Members of the Northwest Territories 20th Legislative Assembly were elected on November 14, 2023. The Territorial Leadership Committee is expected to meet on November 30, 2023, to vote for a new premier. A new cabinet will likely be in place by early December.

Caroline Cochrane was the premier of the Northwest Territories under the 19th Legislative Assembly.

Fiscal outlook

Non-Renewable Resources:

The Northwest Territories has a strong history in mining. Extractive industries are estimated to make up 29% of the territory's GDP. There are currently three operating diamond mines which together recorded the highest diamond production worth $2.17 billion in 2022. However, this trend is not expected to continue as a decline in diamond production is on the horizon due to mines nearing their end-of-life. The Diavik mine plans to start ramping down activities in 2025, ahead of the full closure scheduled for 2026. There are no projects on the horizon significantly large enough to replace the economic contributions of these mines.

Increasing global demand for critical minerals could help launch future growth as the NWT has 23 critical minerals of significant occurrence, with potential for new mineral development. Currently, the NWT is home to Canada's only Rare Earth Demonstration Project. Owned by Cheetah Resources, the site is operated by the Det'on Cho Nahanni Construction Corporation, a Yellowknives Dene-controlled company. Economic factors including weaker market conditions and increased costs have led Cheetah Resources to scale back mining in 2023 and pause construction which will delay ore processing activities.

Tourism:

In 2019-20, 117,620 visitors were estimated to have spent $204.6M, a 3% drop from the previous year. Post pandemic, the tourism sector experienced some recovery, but this summer's wildfires will set the industry back. The NWT still continues to be challenged by its higher costs, competitors, and a lack of tourism operators in some areas. Indigenous cultural tourism and nature-based could help give the territory a competitive advantage.

Connectivity:

The Government of Canada has committed to connect all Canadians to high-speed internet by 2030. As of June 2023, 67.3% of NWT households had access to high-speed Internet (speeds of 50+ megabits per second downstream and 10 megabytes upload) compared to the national average of 93.5%. With financial support from the Canadian Radio-television and Telecommunications Commission of $20.9M and direct investment of $10M, Northwestel plans to expand unlimited internet service by 2023. Yellowknife, Fort Smith, Hay River, and Norman Wells gained access to unlimited internet packages in 2020. The Tłı̨chǫ government partnered with the GNWT and Government of Canada to provide internet access to the Tłı̨chǫ community of Whatì. CanNor contributed $3M to this project which completed in 2023. The GNWT is also committed to extending the Mackenzie Valley Fibre to link Inuvik to Tuktoyaktuk by 2024-25. Overall resiliency will be improved with the construction of the Dempster Fibre Line, which will complete the Canada North Fibre Link.

Innovation and the Knowledge economy:

The technology and information sectors are a small contributor to the territory's GDP. There are several challenges impeding the growth of the innovation economy including a very small technology sector, internet connectivity issues, a small base of entrepreneurs, and limited capacity for research and development. In May 2023, the GNWT released its Innovation Action Plan (PDF) to further innovation and the related knowledge economy sector.

Overall, the territory is still in the early stages of building an innovative economy and some elements are already in place to support growth. Shared makerspaces in the NWT are helping to foster a local entrepreneurial culture. They have emerged in Inuvik – the Innovate Centre for Arts, Crafts and Technology – and are emerging in Yellowknife with the YK Makerspace.

Supporting the innovation ecosystem is Aurora College and its research division, the Aurora Research Institute. In addition, the GNWT is in the process of transforming the College into a polytechnic university. In December 2021, it passed legislation that will establish a new governance system for the College, a first step towards its transformation.

Agriculture and Agri-foods:

Agriculture is an emerging sector in the NWT. Even though the sector is a small contributor to territorial GDP, it plays an important role in addressing food security issues. In 2017, the GNWT introduced its first-ever commercial agricultural strategy (PDF). Throughout the territory, there are an estimated 32 community gardens and 25 community greenhouses, and every region has at least one commercial agriculture operation. However, a gap in the regulatory and legislative framework is affecting the safe, responsible and sustainable development of the sector. Under the Canadian Agricultural Partnership, $1.21M is invested annually to support growth of agriculture in the NWT.

Manufacturing:

The manufacturing sector is another small sector in which the GNWT sees growth opportunities as per the NWT Manufacturing Strategy 2019-2024 (PDF). Examples of manufacturing in the NWT include industrial and residential modular structures, fuel trucks and tanks, and wood pellets. Like other sectors, manufacturing faces high input costs, small sales volumes, and a lack of economies of scale. To overcome these challenges, manufacturers must be innovative.

Public sector:

The public sector is a significant contributor to territorial GDP and employment. Approximately 31% of the Northwest Territories' residents work for the municipal, territorial, federal, and Indigenous governments. This activity is concentrated in Yellowknife which is home to approximately 50% of the territorial population.

Selected sources:

• NWT Legislative Assembly: Newly elected Members of the 20th Legislative Assembly
• The Conference Board of Canada, Northwest Territories' 20-Year Outlook: March 2022
• The Conference Board of Canada: Northwest Territories Outlook to 2045 (October 2023) (PDF)
• Statistics Canada, 2021 Census of Population

Government of Northwest Territories:

Please note that the Government of Northwest Territories (GNWT) is in transition following the November 14, 2023, elections. A new Cabinet is expected by December 7, 2023, and the contacts provided herein may or may not change.

Northwest Territories Indigenous Organizations:

The following list of Indigenous organizations represent the majority of Indigenous peoples in the Northwest Territories. Please note this is not an exhaustive list.

Northwest Territories industry organizations:

Other

Fast Facts:

• Population (2021 Census): 40,586
• % Indigenous: approx. 86%
• Indigenous landscape: The Territory is covered by the Nunavut Agreement. Inuit residents' interests are represented by Nunavut Tunngavik Incorporated (NTI) and three regional Inuit organizations.
• Youth population (24 and under): approx. 49%
• Capital City: Iqaluit – population 7,429
• Federal transfers: 89% of GN's total revenues
• Federal regional strategies: Arctic and Northern Policy Framework and the Pan-Territorial Growth Strategy

Key takeaways:

• Nunavut's economic outlook is relatively positive and remains closely tied to the mining sector.
• However, the territory's economy exhibits a lack of diversification. In 2022, mining, public services, and construction accounted for three-quarters of the territory's input. This lack of diversification constrains the types of available jobs and increases exposure to economic shocks.
• The economy is estimated to have grown by 2.0% in 2022 and is expected to expand by 7.4% in 2023.
• High unemployment rates persist in Nunavut due to a skills deficit within the territory, despite economic growth.
• Because of this territorial skills gap, Nunavut remains heavily reliant on workers from beyond its borders, which weighs on economic growth, as it means that less earned income is recirculated through the economy.
• The housing deficit limits the ability to attract talent to fill job opportunities.
• The broader infrastructure deficit has led to supply chain issues, and increases in cost of doing business.

Labour Force Characteristics, 15 years or over

Key Economic Indicators

Source: Statistics Canada – Table 36-10-0402-01

Text alternative for GDP by sector (2022)

Sector	Percentage of GDP
Other	10%
Accommodation & food services	1%
Arts, information & culture	2%
Transportation & warehousing	2%
Retail trade	3%
Real estate, rental, & leasing	7%
Construction	8%
Extractive industries	38%
Public sector	29%

Source: The Conference Board of Canada, Nunavut's Outlook to 2045

Text alternative for Percent Growth in Employment, 2015-2023

	2015	2016	2017	2018	2019	2020	2021	2022	2023
Nunavut	1.7%	6.6%	0%	-0.8%	0.8%	-6.9%	8.3%	10.7%	2.6%
Canada	0.9%	0.7%	1.8%	1.3%	2.1%	-5.2%	4.8%	1%	1%

Source: The Conference Board of Canada, Nunavut's Outlook to 2045

Text alternative for Percent growth in real GDP 2015-2023

	2015	2016	2017	2018	2019	2020	2021	2022	2023
Nunavut	-0.4%	5.4%	13.2%	4.5%	7.8%	1.2%	7.9%	2%	7.4%
Canada	0.7%	1.1%	3%	1.9%	1.7%	-5.2%	4.5%	3.9%	3.3%

Territorial government

• Premier; Minister of Executive and Intergovernmental Affair; Minister responsible for Immigration; Minister responsible for the Utility Rates Review Council: Pauloosie Jamesie "P.J." Akeeagok
• Deputy Premier; Minister of Education; Minister responsible for Seniors: Pamela Gross
• Minister responsible for Qulliq Energy Corporation; Minister of Culture and Heritage; Minister of Languages: Joelie Kaernek
• Minister of Economic Development and Transportation; Minister responsible for Mines; Minister responsible for Trade; Minister responsible for the Nunavut Business Credit Corporation; Minister responsible for the Nunavut Development Corporation; Minister of Justice; Minister responsible for Labour and Minister responsible for the Nunavut Human Rights Tribunal: David Akeeagok
• Minister of Environment; Minister responsible for Energy; Minister responsible for Nunavut Arctic College: Daniel Qavvik
• Minister of Finance; Minister responsible for Liquor Licensing Board; Minister responsible for the Nunavut Housing Corporation: Lorne Kusugak

The GN released a full Mandate Statement (PDF) on March 22, 2022. A shorter version can be found on their website.

Fiscal outlook

Non-Renewable Resources:

Of the three gold mines now operating in Nunavut, only Agnico Eagle's Meliadine and Meadowbank mines are currently in production. Gold production at the third site, Hope Bay, remains suspended while the owners focus on exploration. The Mary River mine, operated by Baffinland Iron Mines, adds iron ore to the territory's mineral production portfolio. Earlier in 2023, Vancouver-based B2Gold purchased Sabina's Back River project in the Kitikmeot for $1.1 billion.

Spending on mineral exploration in Nunavut spiked by 50% in 2022 as Agnico Eagle focused on exploration drilling at its Hope Bay mine. Spending intentions indicate a 28% reduction in the territory for 2023. Exploration spending in Nunavut accounts for 4.6% of total mining exploration spending in Canada. This share has trended downwards since 2000, a sign that the territory has struggled to keep pace with other jurisdictions in Canada.

If approved, a new land use plan for the territory could encourage more exploration by establishing a clearer framework within which junior companies can operate.

Public sector:

The public sector, including health and education, is a significant contributor to territorial employment and is responsible for 29% of GDP. This activity is concentrated in Iqaluit.

Education and Skills:

High school graduation rates in Nunavut are lower than elsewhere in Canada and this is viewed by the GN as one of the biggest challenges faced by the territory. The unemployment rate in Nunavut is the highest in the country and there are significant disparities between Inuit and non-Indigenous people in Nunavut, including differences related to educational attainment, employment, and income.

A young population and labour force relative to other territories presents an advantage in potential for learning and skills acquisition.

For diversifying local economies, the GN recently committed to increased training for sectors such as mining, arts and crafts, tourism and small business.

Connectivity:

All 25 communities in Nunavut are currently reliant on satellite Internet. High-speed internet (greater than 50/10 Mbps) is not available, but improvements are expected in the medium term. For example, work is underway on the Kivalliq Hydro-Fibre Link, which will see communities in Nunavut's Kivalliq region connected to Manitoba's electrical and internet grids.

The Katittuq Nunavut Fibre project that would have run an undersea cable from Milton, N.L., to Iqaluit to bring fibre optics to the territory was halted by the Government of Nunavut in July 2023 for exceeding the allocated budget. Some residents have seen improved internet access since Starlink, which uses a low Earth orbit satellite network operated by SpaceX to deliver internet, is available in the territory since late last year.

Fisheries and Agri-food:

Nunavut's country food sector and offshore fisheries contribute to both food security and the well-being of Nunavummiut. A study from McGill University estimated that Nunavut's country food sector could be equivalent to $143M in 2018, nearly 5% of total GDP.

Inflation has eroded household purchasing power, worsening the already elevated risk of food insecurity in Nunavut.

Tourism and Culture, including Arts and Crafts:

Although totalling a much smaller share of overall GDP, tourism and the cultural sector, including arts and crafts, help to support Nunavut's economy. Activity in these sectors is often land-based (rather than wage-based), something that makes tracking progress difficult due to a lack of data. Nonetheless, these industries provide an important source of employment and income for residents.

According to the GN, approximately 4,000 persons – one in seven in the territory – identify themselves as "active artists."

Infrastructure and Housing (Nunavut 3000):

Inflation has pushed up costs and caused delays in the construction industry. Nunavut's infrastructure deficit remains a significant barrier to economic development. Plans to boost residential construction are vital, given robust population growth and the need for employee housing across the territory. Closing this gap would produce significant employment in the construction sector and would build the foundations for future economic growth.

On October 18, 2022, the Government of Nunavut released its housing strategy entitled "Igluliuqatigiingniq - Building houses together" – our Nunavut 3000 Strategy. The Strategy calls for the building of 3000 housing units by 2030 and according to the Nunavut Housing Corporation, the cost to build these units is approximately $2.6 billion, with the private sector investing approximately $900 million and the remaining funding coming from the public sector and Inuit organizations. In October 2023, QIA announced $152 million for affordable housing across the Qikiqtani region.

Selected sources:

• The Conference Board of Canada, Canada's Two-Year Outlook: February 2022
• The Conference Board of Canada, Nunavut's 20-Year Outlook: March 2022
• Statistics Canada, 2021 Census of Population

Government of Nunavut:

Nunavut Inuit Organizations:

Nunavut industry organizations:

Other

Background

• The Government of Canada remains committed to economic reconciliation with Indigenous peoples as a whole-of-government priority.
• Regional development agencies (RDAs) can help promote reconciliation with Indigenous peoples by supporting them with capital and capacity needed to meaningfully participate in the economic opportunities that exist across our country.
• Policy work is underway across federal departments and agencies, including CanNor, to improve ways to support Indigenous businesses and communities in order to help them thrive.
• From an economic development perspective, reconciling Canada's economic relationship with its Indigenous people can be interpreted as encompassing several different types of development, including:
  • Community economic development, which aims to help strengthen communities' capacity to participate in economic opportunities;
  • Sectoral development, which aims to incorporate an Indigenous-specific lens within broader sectoral strategies to identify opportunities and barriers; and
  • Business development, which aims to broaden access to capital and business support services for Indigenous-owned businesses.
• RDAs' approaches to Indigenous economic development have varied by region:
  • Indigenous communities, firms, organizations, and entrepreneurs themselves come from different starting points in terms of capacity and capital.
  • Other factors, such as urban vs. rural, the presence of Crown land, and the availability of basic infrastructure also play a role.
• There are several whole-of-government strategies supporting Indigenous economic reconciliation, such as the United Nations Declaration on the Rights of Indigenous Peoples Act Action Plan, the Inuit Nunangat Policy, and the Arctic and Northern Policy Framework. Brief descriptions of these are included in Book 2 of your transition materials.
• ISC is coordinating with Indigenous leadership a one year engagement on Indigenous Economic Reconciliation which is expected to result in an MC in the Fall and a potential Budget 2025 ask.

CanNor's Role

• Guided by its Pan-Territorial Growth Strategy, CanNor provides support and funding to further Indigenous economic development, helping to advance reconciliation and close the socioeconomic gap for Indigenous peoples in Canada's North.
• CanNor is the only federal department or agency mandated with promoting economic development in the territories – a unique jurisdiction, given that it is made up of approximately 50% Indigenous people. Because of this, CanNor has an opportunity to play a role in helping shape these policies across government.
• CanNor is also the only regional development agency that operates a program accessible only to Indigenous applicants, the Northern Indigenous Economic Opportunities Program. Our economic development officers work hard to cultivate relationships with Indigenous communities and organizations.
• CanNor has designed internal processes that better support Indigenous communities to access funding. Examples of this include creating a single window approach through a general Expression of Interest call and providing on-the-ground support during the application process. Additionally, funded projects often integrate skills and job creation with culturally appropriate supports that address barriers to participation in the workforce.
• CanNor operates several unique business lines that serve Indigenous peoples in the North:
  • Through the Northern Projects Management Office, CanNor is currently managing the Crown's consultation record for a number of major infrastructure projects across the territories to ensure that potentially impacted Indigenous populations are consulted and accommodated, and that their views are considered in Ministerial decisions on major projects.
  • CanNor hosts Pilimmaksaivik, the Federal Centre of Excellence for Inuit Employment in Nunavut, responsible for supporting the implementation of Article 23 of the Nunavut Agreement through coordination, monitoring and reporting, outreach and awareness, and advice and support to federal departments and agencies.