Canadian Northern Economic Development Agency's 2023-24 Departmental Results Report
Table of contents
From the Minister
I am pleased to present the 2023-2024 Departmental Results Report for the Canadian Northern Economic Development Agency (CanNor).
Over the last year, CanNor has worked hard to meet its commitment as advocates for the territories and to work in partnership with Northerners to build a diversified, sustainable, and dynamic economy.
CanNor and the Government of Canada continued their collaborations with territorial governments, and working in partnership with First Nations, Inuit and Métis. We have long recognized that our partners are in the best position to understand the challenges they are facing and what they need to address them.
Through its tailored suite of funding programs, CanNor provided short- and long-term strategic investments for businesses and organizations to support a greener economy, promote job creation, address food insecurity through innovative approaches, and worked towards addressing housing and overcrowding concerns.
Through Pilimmaksaivik (the Federal Centre of Excellence for Inuit Employment in Nunavut), CanNor continued to lead a government-wide approach implementing Article 23 ("Inuit Employment") of the Nunavut Agreement, and building a representative public service in Nunavut. The Northern Projects Management Office (NPMO) coordinated federal participation during environmental assessment review processes, as well as convened and provided issues management support, and maintained the Crown's consultation record for proposed major projects in the territories.
These are just a few examples of CanNor's work on behalf of Canadians through collaboration, dialogue and partnerships across the country. The Agency's Departmental Results Report details many initiatives from over the past year which illustrate our commitment to building a dynamic and growing economy across the North.
As we start CanNor's 15th year, we invite you to read this report to learn more about CanNor and the work that has been done building long-term economic sustainability and prosperity in the territories.
______________________________________________
The Honourable Dan Vandal
Minister of Northern Affairs, Minister responsible for Prairies Economic Development Canada and Minister responsible for the Canadian Northern Economic Development Agency
From the President
The potential of the North remains strong for those who live and work here. As the regional development agency for the territories, CanNor played a pivotal role in 2023-24 providing opportunities to those innovating and growing the northern economy.
As CanNor enters its 15th anniversary as an Agency, we reflect back on past achievements and eagerly look forward to what's coming next. Our story so far is filled with many successes supporting a skilled Northern workforce, making strategic infrastructure investments, fostering responsible and sustainable resource development, and working with organizations across the North to innovate and diversify the northern economy.
The Agency continued supporting territorial businesses and entrepreneurs through its regular suite of economic development programming. We've also worked with organizations to leverage local knowledge and innovations to support food security. Last year, CanNor successfully concluded the Northern Food Innovation Challenge, a novel initiative that supported multiple organizations and their projects to promote innovative food systems projects in their regions, including four Phase 2 projects, where each received additional support from CanNor to enhance, implement, or otherwise advance their innovative projects.
Pilimmaksaivik (the Federal Centre of Excellence for Inuit Employment in Nunavut), housed within CanNor, is responsible for coordinating a whole-of-government approach to building a representative federal public service in Nunavut. Through various programs, services, and initiatives, Pilimmaksaivik continued its leadership supporting the Government of Canada's commitments under Article 23 of the Nunavut Agreement. Pilimmaksaivik is also working towards the opening of an inclusive office space in Iqaluit, signaling a new, modern chapter for the Centre as it continues its important work.
CanNor's Northern Projects Management Office (NPMO) continues to play a key coordinating and convening role. Its work supports federal participation in environmental assessment and regulatory review processes for proposed major resource development and infrastructure projects in the North, while ensuring the adequacy of Crown consultations with Indigenous governments, groups, organizations and communities. NPMO continued its core mandate of pathfinding and convening services for industry, investors, regulatory boards and territorial governments.
As we recognize the work we've done over the past 15 years, CanNor is stronger than ever and remains committed to supporting the growth and development of the territorial economies. By partnering with communities, Indigenous Peoples, businesses, industry, and all levels of government, we will continue our work to improve the prosperity and economic development of the North for the benefit of all Northerners and Canada.
______________________________________________
Jimi Onalik
President of the Canadian Northern Economic Development Agency
Results – What we achieved
Core responsibilities and internal services
Core responsibility 1: Economic Development in the Territories
In this section
Description
Work in the territories to support the conditions for a sustainable, diversified and innovative economy in collaboration with Northerners/Indigenous Peoples, businesses, organizations, federal departments and other levels of government.
Progress on results
This section presents details on how the Agency performed to achieve results and meet targets for Economic Development in the Territories. Details are presented by departmental result.
Table 1: Targets and results for Economic Development in the Territories
Table 1 provides a summary of the target and actual results for each indicator associated with the results under Economic Development in the Territories.
| Departmental Result Indicators | Target | Date to achieve target | Actual Results |
|---|---|---|---|
| Labour participation rate for women and Indigenous Peoples in the Territories: Indigenous Peoples | Equal or higher than the national averageTable note 1
|
March 31, 2028 |
|
| Labour participation rate for women and Indigenous Peoples in the Territories: Women | Equal or higher than the national averageTable note 1
|
March 31, 2028 |
|
| Amount leveraged per dollar invested in community projects in the TerritoriesTable note 4 | 1.25 | March 31, 2024Table note 5 |
|
|
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| Departmental Result Indicators | Target | Date to achieve target | Actual Results |
|---|---|---|---|
| Number of businesses by business locations in the Territories | 4,000Table note 6 | March 31, 2024Table note 5 |
|
| Number of investments in clean tech projects supported by CanNor in the Territories | 10Table note 8 | March 31, 2028 |
|
|
|||
| Departmental Result Indicators | Target | Date to achieve target | Actual Results |
|---|---|---|---|
| Number of companies provided advisory services (Pathfinder) including issues management and support in the environmental assessment and governance processes in the Territories | 40 | March 31, 2024 |
|
| Percent of environmental assessments in the Territories that are completed within the scheduled time frame | 100% | March 31, 2024 |
|
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Additional information on the detailed results and performance information for the CanNor's program inventory is available on GC InfoBase.
Details on results
The following section describes the results for Economic Development in the Territories in 2023-24 compared with the planned results set out in CanNor's departmental plan for the year.
People and Communities Participate in the Economy in the Territories
Recognizing the unique challenges facing these communities, many of which are small and remote, CanNor delivers several programs that help communities create the conditions necessary for short- and long-term economic growth and development. This includes working with community partners to identify optimal areas for investment, supporting their participation in and benefitting from major projects occurring in their areas, fostering capacity and skills development at both the organizational and individual levels, and making investments to improve local infrastructure.
In 2023-24, CanNor focused on advancing employment, income and wealth creation, specifically for Indigenous businesses and communities. CanNor also continued its work with other federal and territorial partners in seeking to address food insecurity.
Results achieved
- Provided $9.6 million of Community Readiness and Opportunities Planning (CROP) fund, a sub-stream of Northern Indigenous Economic Opportunities Program (NIEOP), to support 41 Indigenous capacity-building projects and community economic development. This included $890,000 in funding over three years to the Inuit-owned Cumberland Sound Fisheries Limited for the development of a research project, training program and data portfolio for char stock assessments within the Nunavut fisheries industry.
- Supported three Indigenous and one externally approved Service Delivery Partner (SDP) with a total of $2.7 million through NIEOP's Entrepreneurship and Business Development Program (EBD). This funding enabled SDP partners to support Indigenous businesses, cultivate a culture of Indigenous entrepreneurship, and increase the sustainability of many of these businesses.
- Delivered $2.5 million of the Northern Isolated Community Initiatives (NICI) fund to eight community-led projects aimed at enhancing northern and Indigenous food production and helping to alleviate food insecurity. Projects included $1 million for the Ittaq Heritage and Research Centre in Clyde River to support harvesting, skills and research and $845,000 to support Yukon First Nation Education Directorate's traditional processing kitchen in Whitehorse.
Businesses are Developing in the Territories
CanNor supports the growth and expansion of northern businesses, including small- and medium-sized enterprises, through training opportunities, advisory services, and flexible contribution programs that build capacity for businesses and communities. The objective is to encourage a competitive, diverse northern business sector with a strengthened capacity for innovation.
In 2023-24, CanNor placed an emphasis on supporting key businesses operating in priority areas of the Northern economies, including small and medium enterprises (SMEs) in the housing and resource sectors, and continued to support the territorial entrepreneur and innovator ecosystem.
Results achieved
- Capitalized on the diverse range of economic opportunities through its Inclusive Diversification and Economic Advancement in the North (IDEANorth) program, providing $35 million to 153 projects including nearly $11.6 million towards 66 sector and capacity development projects (Stream 1), $7.6 million towards 47 projects supporting skills development and scale-up (Stream 2), $13 million for 31 small-scale economic infrastructure projects (Stream 3) and $2.8 million for nine economic infrastructure studies (Stream 4). Projects encompassed diverse northern industries and sectors, including clean tech, housing, tourism, forestry, e-commerce, textiles, food retailing, annual fairs, infrastructure, research and resource development.
- Maintained long-term agreements with regional innovators and accelerators across Yukon and the Northwest Territories, delivering $1.3 million of Regional Economic Growth Through Innovation (REGI) funding to four projects, such as the Makerspace in Yellowknife and the Northlight Innovation Hub in Whitehorse.
- Funded 35 projects across the territories with over $7.2 million from the time-limited Jobs and Growth Fund (JGF), helping build an inclusive economy and supporting several Indigenous SMEs, job creators and organizations. Key projects included funding for the Uquutaq Society's commercial kitchen in Nunavut ($971,000), the Łı́ı́dlı̨ı̨ Kų́ę́ First Nation's Tourism Centre in the Northwest Territories ($1 million), and industrial service equipment for the Indigenous SME, Professor X Mechanical, in the Yukon ($80,000). 2023-24 marks the final year for the fund.
- Delivered $389,700 to five Tourism Growth Program projects, including $68,000 to the MacBride Museum in Whitehorse to expand exhibits, enhance educational programs, and create a more interactive visitor experience.
Efficient and Predictable Environmental Review Process in the Territories
At CanNor, both the Northern Projects Management Office (NPMO) and the regional operations teams work with industry, territorial governments, communities, Indigenous governments and organizations, and other partners to promote responsible resource development and infrastructure projects that create economic growth and sustainable prosperity for Northerners and all Canadians.
CanNor's NPMO plays an important convener and Crown consultation role by ensuring meaningful Indigenous participation and coordinating federal input into the environmental assessment and regulatory review process for proposed major resource development and infrastructure projects in the territories. NPMO has a mandate to ensure that the timeliness, predictability and transparency of federal participation in the northern regulatory processes foster a more stable and attractive investment climate.
In 2023-24, NPMO focused on providing advisory and pathfinder services, participating in major resource development events, coordinating several Crown consultations, ensuring the Duty to Consult with Indigenous Peoples was met and that major project proposals moved in a timely manner.
Results achieved
- Coordinated Crown consultations for 13 major projects, including nine in the Yukon, one in the Northwest Territories, and three in Nunavut; two additional projects were postponed for further studies and are expected to proceed in 2024-2025.
- Successfully addressed challenges and time delays posed by the ripple effects of COVID-19, completing environmental assessments within the scheduled timeframe.
- Ensured the Duty to Consult with First Nations, Inuit and Metis peoples was met. Examples include facilitating consultations between federal regulators and the Qikiqtani Inuit Association around the Baffinland's Sustaining Operations Proposal; and initiating the co-development of consultation agreements and protocols with the interested First Nations in preparation for the Casino Mine Panel Review in Yukon.
- Supported federal departments and Legal counsel during the Judicial Review of the Kudz Ze Kayah Project and subsequent remedy.
- Collaborated with the Yukon Government to develop a Memorandum of Understanding (MOU) and the associated Terms of Reference, improving federal-territorial coordination on Crown consultations and decision-making for project assessments.
- Worked with the Northwest Territories Government on joint consultation activities for the Pine Point Mine and Mackenzie Valley Highway assessments.
- Refined and deployed database with CIRNAC/ISC, ensuring consistent file management of NPMO's core activities and Crown consultation obligations.
- Hosted the Pan-Territorial Forum in Yellowknife, contributed to the Mackenzie Valley Operational Dialogue, presented at the NWT Geoscience Forum, and co-piloted the Canada North Pavilion at the Prospectors and Developers Association of Canada's (PDAC) International Trade Show in Toronto with the NWT and Nunavut Chamber of Mines. This also included convening 31 formal meetings at Association for Mineral Exploration's "Roundup" conference and the PDAC Trade Show to address northern mining challenges.
- Supported companies through 71 meetings to provide information, advice, guidance and issues management.
Key risks
The following is the key risks and response strategies associated with achieving CanNor's results on the Core Responsibility of Economic Development in the Territories:
- Economic Uncertainty: Though the immediate threat of economic recession has diminished, high inflation may have placed additional strains on an already high-cost environment, resulting in adverse impacts to northern businesses and economic development.
- CanNor continued to monitor its suite of economic development programming, ensuring that focused support remained flexible and adaptable to the changing needs by supporting economic inclusivity, resiliency and growth across northern communities and businesses.
- Labour Shortages: Ongoing labour shortages may continue to strain the northern labour pool, resulting in delays to projects and increased competition for skilled labour.
- Through targeted investment such as Northern Indigenous Economic Opportunities Program, CanNor continued investing in skills development among the northern population in order to help strengthen and increase the labour force availability and participation for the private and public sectors, and decrease dependency on labour from outside of the territories.
- Climate Change: Severe weather events and other impacts of climate change continue to disrupt travel, construction, and other activities related to economic development. The territories may be uniquely impacted by this, with narrow construction seasons, fragile supply chains, and disproportionate climate disruptions potentially impacting the viability of projects and other economic development activity.
- CanNor invested in 11 clean energy projects and a variety of projects that deploy green technology. These focused investments can help mitigate the impacts of climate change in the North.
- Limited Economic Diversification: An overdependence on the public service and the resource development sectors has resulted in limited economic diversification in the territories.
- CanNor invested in other key economic sectors in the territories, including tourism, fisheries, housing innovation, community infrastructure, e-commerce, harvesting and food retailing, and will continue to implement its Pan-Territorial Growth Strategy (PTGS) to advance inclusive economic growth based on the unique strengths and opportunities of the territories.
- Uncertainty of Program Renewal: The uncertainty of the renewal of CanNor's flagship funding program, IDEANorth, caused concerns for the Agency's capacity to make long-term investments in key economic sectors in the territories.
- Through budget 2023-24, CanNor received $44 million for the continuation of its IDEANorth programming, ensuring short-term sustainability and certainty for the program.
Resources required to achieve results
Table 2 provides a summary of the planned and actual spending and full-time equivalents (FTEs) required to achieve results.
| Resource | Planned | Actual |
|---|---|---|
| Spending ($) | 73,758,232 | 78,143,504 |
| Full-time equivalents | 94 | 83 |
The variance between the actual and planned spending (6%) is due to the inclusion of additional in-year funding. This funding was reallocated from the previous year to support the completion of the Regional Training Center in Pond Inlet for the Qikiqtani Inuit Association and to implement Budget 2023 initiatives, including renewing IDEANorth and focusing on Indigenous participation in northern environmental decision-making. The variance (-12%) between the actual and planned FTEs mainly results from employee turnover.
Complete financial and human resources information for the CanNor's program inventory is available on GC InfoBase.
Related government-wide priorities
Pilimmaksaivik
CanNor hosts Pilimmaksaivik, the Federal Centre of Excellence for Inuit Employment in Nunavut. The Centre focuses on coordinating a whole-of-government approach to building a representative federal public service in Nunavut, including upholding its commitments under Article 23 of the Nunavut Agreement. Pilimmaksaivik does this by reducing barriers for recruitment, designing and delivering training that is supportive of Inuit culture and values, and overseeing initiatives that support workplace wellness with an aim to increase Inuit representation across departments and agencies operating in Nunavut.
In 2023-24, Pilimmaksaivik continued to deliver on its mandate by overseeing special recruitment and onboarding initiatives. Key achievements include:
- Co-managed the Inuksugait Resume Inventory with the Public Service Commission, a platform for Nunavut Inuit to apply for federal government jobs. In 2023-24, the inventory had 96 Nunavut Inuit applicants, resulting in ten successful appointments.
- Coordinated the hiring and onboarding of five students for summer positions under the Nunavut Inuit Summer Student Initiative (NISSI).
- Coordinated the Inuit Learning and Development Program (ILDP), a pre-employment and job training initiative for Nunavut Inuit seeking federal public service jobs within the territory. In July 2023, the fourth cohort of the ILDP graduated, with two participants securing full-time employment and one pursuing post-secondary studies.
As part of its recruitment role, Pilimmaksaivik also organized and attended numerous outreach efforts across the country to raise awareness of employment and career opportunities for Nunavut Inuit and the general public.
- Organized a well-attended community-wide career fair in Iqaluit, and a community and youth engagement session in Kugluktuk.
- Attended the Kitikmeot Trade Show, the Nunavut Sivuniksavut Career Fair and the Carleton University Spring Career Fair in Ottawa.
In 2023-24, Pilimmaksaivik supported the development of transferable skills and career progression:
- Managed the Ilipallianniq Education Support Fund, which helped five Nunavut Inuit federal employees access post-secondary education.
- Partnered with the Canada School of Public Service to coordinate the Sivuliqtiurnimut Ilinniarniq Leadership Training.
- Organized workshops in career progression, Inuit culture, conflict management, and trauma-informed supervision workshops for 16 employees.
Additionally, Pilimmaksaivik continued to organize cultural learning events to promote awareness and competency in Inuit culture. Highlights include:
- Hosted a virtual Winter Solstice-Qulliq Lighting event.
- Organized a three-day government-wide Inuit Qaujimajatuqangit Cultural Immersion event that engaged 44 federal employees.
- Coordinated an Inuit Cultural Learning Week in Ottawa, which engaged 50 federal public servants over ten sessions.
In 2023-24, Pilimmaksaivik also worked with key partners to renew Inuit Employment Plans. This included crafting operational plans, coordinating workshops with departmental partners and stakeholders, and participated in the Tripartite Article 23 Technical Working Group alongside the government of Nunavut and Nunavut Tunngavik Incorporated. In addition, Pilimmaksaivik coordinated the Kittuaq Network, an all-Inuit Government of Canada employee network, which featured meetings and presentations on the Inuit Employment Plan and the Nunavut Inuit labour force.
Policy and Advocacy
Through its Policy and Advocacy program, CanNor works with other federal departments and levels of government in the territories to facilitate economic development through the advancement of the Pan-Territorial Growth Strategy, supporting a green economy, promoting diversity and inclusion, and advancing other Government of Canada priorities.
In 2023-24, CanNor maintained its role as a convener, advocate and collaborator with other federal departments, advisory committees, territorial governments, and Indigenous organizations to advance the Government of Canada's priorities and federal policy initiatives in the territories. Key achievements include:
- Advocated for place-based approaches to northern economic development at multiple Government of Canada fora, issues and policy initiatives, such as Indigenous Climate Leadership, Northern Air Access, Canada's Critical Minerals Strategy and Clean Growth Initiative.
- Relaunched and updated the Ad Hoc Committee of Deputy Ministers on the Arctic and Assistant Deputy Ministers Coordinating Committee on the Arctic with Northern Affairs Organization, promoting collaboration and innovation across cross-sectorial initiatives, and supporting the Arctic and Northern Policy Framework implementation and governance.
- Supported ambitious and collaborative research plans and projects in order to fill key knowledge gaps and facilitate informed decision-making. This involved creating a Community Profiles database on economic trends, which was shared during Global Affairs Canada's Northern Tour for Foreign Heads of Mission in June 2023. CanNor is now developing an interactive, web-based Community Profiles dashboard.
- Advanced CanNor's commitments to reconciliation and Indigenous economic development by engaging in Inuit-Crown partnership committees and collaborating with other regional development agencies to enhance support across Inuit Nunangat. This included developing an inter-agency working group with Canada Economic Development Agency for Quebec Regions and Atlantic Canada Opportunities Agency to expand the Northern Isolated Communities Initiative scope of eligibility to all regions of Inuit Nunangat.
- Supported northern innovation and entrepreneurship through the implementation of a new Indigenous economic research funding stream under the Northern Indigenous Economic Opportunities Program.
Gender-based analysis plus
In 2023-24, CanNor continued to advance the renewal of its GBA Plus action plan, and to work on establishing a data-driven approach with an efficient internal reporting structure, integrated with the Diversity, Inclusion, and Accessibility Strategy. These efforts are still ongoing.
United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals
CanNor is committed to the development of its Departmental Sustainable Development Strategy that will help advance the Government's commitment to implement the United Nations' 2030 Sustainable Development Goals.
In 2023-24, CanNor's economic development programming helped support the advancement of the following Sustainable Development Goals (SDGs) and targets:
- SDG 2: Support a healthier and more sustainable food system
CanNor's investment contributed to SDG 2.4. Through its Northern Isolated Communities Initiative funding, CanNor supported impactful, innovative, Indigenous-led, and community-led food production system projects across the northern territories, ensuring sustainable food production systems and implementing resilient agricultural practices that increase productivity and production, help maintain ecosystems, and strengthen capacity for adaptation to climate change.
- SDG 8: Encourage inclusive and sustainable economic growth in Canada
CanNor's support contributed to achieving SDG 8.3. Through the promotion of development-oriented policies and programs, such as the Pan-Territorial Growth Strategy and the IDEANorth program, CanNor provided crucial support for productive activities, decent job creation, entrepreneurship, creativity, and innovation. It also encouraged the inclusivity, formalization and growth of micro-, small-, and medium-sized enterprises by facilitating access to financial services.
- SDG 10: Advance reconciliation with Indigenous Peoples and take action to reduce inequality
CanNor supported SDG 10.2 by empowering and promoting the social, economic, and political inclusion of all, regardless of age, sex, disability, race, ethnicity, origin, religion, or economic status. Targeted investment such as Northern Indigenous Economic Opportunities Program enhanced inclusivity, Indigenous entrepreneurship and participation in key sectors as well as strengthen business growth and resiliency across the North. Active engagement with Indigenous communities and businesses to co-develop programs and policies, including the renewed Inuit Employment Plan, also furthered Canada's reconciliation journey and commitments under the Nunavut Agreement, Inuit Nunangat Policy and the United Nations Declaration on the Rights of Indigenous Peoples Act.
More information on CanNor's contributions to Canada's Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our Departmental Sustainable Development Strategy.
Innovation
The Northern Food Innovation Challenge, a sub-stream of the Northern Isolated Communities Initiative fund, constituted a new approach to addressing socio-economic challenges, and improving northern food security. This challenge supported community-led projects for local and Indigenous food production to help enhance food security in the territories, with the goal of spurring innovation and highlighting new techniques. This included social innovations or service delivery models as well as technologies to be adopted in northern food systems.
In 2023-24, CanNor delivered the final phase of the innovative Northern Food Innovation Challenge program, providing funding support and engaging in knowledge translation activities. Key actions include:
- Provided four recipients more than $2 million in Phase 2 funding to support the scale-up and deployment of their innovative food systems project. Recipients included the Yukon First Nation Education Directorate, the Fort Simpson Métis Development Corporation, the Qajuqturvik Community Food Centre, and the Ittaq Heritage and Research Centre (with the Ilisaqsivik Society).
- Hosted the Innovation Showcase at the GLOBE Forum in February 2024 in Vancouver, concluding the Northern Food Innovation Challenge and highlighting the final four Phase 2 participants. The Forum, a top North America event for leaders and change makers on regenerative and equitable economy, featured over 1,250 registrants from 600 organizations, including businesses, NGOs, government, and academia.
- During this forum, CanNor facilitated a 60-minute session entitled "Northern Food Innovation Challenge: Supporting Food Resilient Communities in the Territories", where Phase 2 projects presented their food system projects, networked, as well as shared insights on the role of innovative food initiatives in supporting communities, health, culture, education, and more.
Program inventory
Economic Development in the Territories is supported by the following programs:
- Program: Community Development
- Program: Business Development
- Program: Policy and Advocacy
- Program: Northern Projects Management
Additional information related to the program inventory for Economic Development in the Territories is available on the Results page on GC InfoBase.
Internal services
In this section
Description
Internal services are the services that are provided within an Agency so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:
- management and oversight services
- communications services
- legal services
- human resources management services
- financial management services
- information management services
- information technology services
- real property management services
- materiel management services
- acquisition management services
Progress on results
This section presents details on how the Agency performed to achieve results and meet targets for internal services.
In 2023-24, CanNor enhanced the Agency's web presence and social media platforms to address the needs of clients, proponents, partners and stakeholders. New feature stories were added to the website, highlighting the impact of CanNor-supported projects across the territories. Over 26 CanNor-funded projects were announced, through news release and by supporting Minister or MP events across the North. CanNor's 2023 Deputy Minister transition binder for the new President was posted online, ensuring transparency regarding the Agency's role, impact, and priorities across the North. In addition, CanNor's 2024-2025 Expression of Interest (EOI) was launched in October 2023, and a robust social media plan, across all of our platforms (Facebook, X and LinkedIn), accompanied the web content to ensure the greatest possible outreach to our potential proponents.
In 2023-24, CanNor completed an internal service review of Corporate Services and the Corporate Secretariat function to better position itself for the needs of the future. It is currently working on implementing some of the key recommendations. In addition, CanNor successfully reviewed and completed its core control self-assessment to improve its financial management and procurement processes. The Agency submitted the self-assessment to Treasury Board Secretariat in November 2023.
To better align with requirements, the Agency standardized its IT equipment and services, and modernized computing and conferencing technology in all offices, except Yellowknife due to a fuel leak. IM/IT operational procedures were also adapted and updated with a continual improvement framework.
CanNor remains committed to creating an inclusive, productive, diverse, supportive, and empowering work environment that advances the Agency's overall business priorities and delivers results for Northerners. In 2023-24, CanNor launched the Government of Canada Accessibility Passport, improved the accessibility of boardroom audiovisual equipment, and approved the Yukon Region's Federal Public Service Plan for a representative public service. CanNor is still working on developing an Inclusion, Equity, Diversity, and Accessibility Plan, posting progress update on its website.
In 2023-24, CanNor provided critical support to employees affected by natural disasters in the territories. Wildfires in Yellowknife caused the massive evacuation of all staff outside the territory for an extended period, and a major fuel leak in January at the CanNor office forced staff to telework for several months. Despite these challenges, CanNor employees demonstrated resilience and continued to deliver services with minimal disruptions.
Despite project delays, CanNor continues to work with partner departments to set up a new and inclusive physical space for Pilimmaksaivik. Completion is expected in the 2024-25 fiscal year.
Resources required to achieve results
Table 3 provides a summary of the planned and actual spending and full-time equivalents (FTEs) required to achieve results.
| Resource | Planned | Actual |
|---|---|---|
| Spending ($) | 7,674,630 | 9,214,793 |
| Full-time equivalents | 31 | 33 |
The variance between actual and planned spending (20%) and FTEs (6%) is mainly related to an internal allocation from the core program to support the needs of programs and other corporate obligations of the organization.
The complete financial and human resources information for the CanNor's program inventory is available on GC InfoBase.
Contracts awarded to Indigenous businesses
Government of Canada departments are to meet a target of awarding at least 5% of the total value of contracts to Indigenous businesses each year. This commitment is to be fully implemented by the end of 2024-25.
As a Phase 3 department, CanNor is required to achieve the minimum 5% target by the end of 2024-25. In 2023-24, Indigenous procurement level achieved an impressive 32.4%, significantly surpassing its target percentage (13.4%). While CanNor has had contracts with Indigenous businesses in previous fiscal years, this is the first year the Agency is tracking and reporting through its Departmental reports.
CanNor is currently outsourcing its procurement services through a Memorandum of Understanding with Indigenous Services Canada (ISC). In collaboration with ISC, CanNor will examine planned procurement to identify opportunities for Indigenous businesses, support their participation in competing for contract awards, and enhance oversight, planning, and reporting mechanisms specific to Indigenous procurement. These include:
- Implementing a strategy to create more opportunities for Indigenous businesses;
- Outreach to Indigenous communities through Industry Days;
- Implementing tools or amending internal policies.
Spending and human resources
In this section
Spending
This section presents an overview of the department's actual and planned expenditures from 2021–22 to 2026–27.
Graph 1 presents how much the Agency spent in 2023-24 to carry out core responsibilities and internal services.
Text alternative for Graph 1 Actual spending by core responsibility in 2023-24
This spending pie graph demonstrates total actual spending by core responsibility and internal services in thousands of dollars in 2023-2024:
- In 2023-2024, total spending for core responsibility 'Economic Development in the Territories' was $78,143,504.
- In 2023-2024, total spending for internal services was $9,214,793.
Analysis of actual spending by core responsibility
The variance between actual and planned spending in the core responsibility is mainly due to reallocated funds from the previous years for completing the Regional Training Center in Pond Inlet and implementing Budget 2023 initiatives, which included renewing IDEANorth and focus on Indigenous participation in northern environmental decision-making.
The Internal Services actual spending exceeded the planned spending due to unforeseen events incurred in the Northwest Territories, most notably an oil spill that compromised the Yellowknife office. Funds were reallocated from the core responsibility to support the needs in corporate services.
Budgetary performance summary
Table 4 presents how much money CanNor spent over the past three years to carry out its core responsibilities and for internal services.
| Core responsibilities and internal services | 2023–24 Main Estimates | 2023–24 total authorities available for use | Actual spending over three years (authorities used) |
|---|---|---|---|
| Economic Development in the Territories | 73,758,232 | 79,983,365 |
|
| Subtotal | 73,758,232 | 79,983,365 | 254,938,798 |
| Internal services | 7,674,630 | 8,810,483 |
|
| Total | 81,432,862 | 88,793,848 | 280,807,154 |
Analysis of the past three years of spending
The variance between the 2023-24 Main Estimates and the total available authorities for use is due to the inclusion of additional in-year funding. This funding was reallocated from the previous year to support the completion of the Regional Training Center in Pond Inlet for the Qikiqtani Inuit Association and to implement Budget 2023 initiatives.
The year-over-year variances in actual spending reflect the dynamic nature of the Agency's operations and the need to adapt to evolving circumstances in the North due to the shifts in program priorities, changes in project timelines, and variations in funding availability.
More financial information from previous years is available on the Finances section of GC InfoBase.
Table 5 presents how much money CanNor's plans to spend over the next three years to carry out its core responsibilities and for internal services.
| Core responsibilities and internal services | 2024–25 planned spending | 2025–26 planned spending | 2026–27 planned spending |
|---|---|---|---|
| Economic Development in the Territories | 62,821,419 | 58,362,614 | 53,932,017 |
| Subtotal | 62,821,419 | 58,362,614 | 53,932,017 |
| Internal services | 8,566,557 | 8,566,557 | 7,827,014 |
| Total | 71,387,976 | 66,929,171 | 61,759,031 |
Analysis of the next three years of spending
For the 2024-25 to 2026-27 fiscal years, total planned spending does not include funding through Supplementary Estimates and carry-forward adjustments.
The funding level decreases in 2025-26 are primarily attributed to project completion and the sunsetting of the Budget 2023 initiatives for Indigenous participation in northern environmental decision-making.
In 2026-27, a further reduction in funding is anticipated due to the sunset of the Budget 2023 program supporting the Tourism Growth Program in the territories.
More detailed financial information from previous years is available on the Finances section of GC InfoBase.
Funding
This section provides an overview of the department's voted and statutory funding for its core responsibilities and for internal services. For further information on funding authorities, consult the Government of Canada budgets and expenditures.
Graph 2 summarizes the department's approved voted and statutory funding from 2021-22 to 2026-27.
Text alternative for Graph 2: Approved funding (statutory and voted) over a six-year period
This spending trend graph demonstrates total spending, voted spending, and statutory spending in thousands of dollars from 2021-22 to 2026-27:
- In 2021-22, total spending was $88,371,514 of which $86,535,003 was voted and $1,836,511 was statutory.
- In 2022-23, total spending was $105,077,343, of which $103,215,729 was voted and $1,861,614 was statutory.
- In 2023-24, total spending was $87,358,297 of which $85,218,083 was voted and $2,140,214 was statutory.
- In 2024-25, total funding available is $71,387,976 of which $69,256,467 is voted and $2,131,509 is statutory.
- In 2025-26, total funding available is $66,321,152 of which $64,237,968 is voted and $2,083,184 is statutory.
- In 2026-27, total funding available is $61,759,031 of which $60,094,640 is voted and $1,664,391 is statutory.
Analysis of statutory and voted funding over a six-year period
The decrease in planned spending from 2024-25 and onward is primarily a result of the sunsetting of Budget-related initiatives and partial funding reduction of the IDEANorth program.
The year-over-year fluctuations in actual and planned spending highlight the dynamic nature of the Agency's operations and the need to adapt to changing circumstances in the North. These variances are caused by shifting program priorities, adjustments in project timelines, and variations in funding availability.
For further information on CanNor's departmental voted and statutory expenditures, consult the Public Accounts of Canada.
Financial statement highlights
CanNor's complete financial statements (unaudited or audited) for the year ended March 31, 2024, are available online.
Table 6 Condensed Statement of Operations (unaudited or audited) for the year ended March 31, 2024 (dollars)
| Financial information | 2023–24 actual results | 2023–24 planned results | Difference (actual results minus planned) |
|---|---|---|---|
| Total expenses | 68,475,875 | 87,791,626 | (19,315,751) |
| Total revenues | 6 | - | 6 |
| Net cost of operations before government funding and transfers | 68,475,869 | 87,791,626 | (19,315,757) |
The 2023–24 planned results information is provided in CanNor's Future-Oriented Statement of Operations and Notes 2023–24.
| Financial information | 2023–24 actual results | 2022–23 actual results | Difference (2023-24 minus 2022-23) |
|---|---|---|---|
| Total expenses | 68,475,875 | 100,318,688 | (31,842,813) |
| Total revenues | 6 | 177 | (171) |
| Net cost of operations before government funding and transfers | 68,475,869 | 100,318,511 | (31,842,642) |
Table 7 provides a brief snapshot of the department's liabilities (what it owes) and assets (what the Agency owns), which helps to indicate its ability to carry out programs and services.
| Financial information | Actual fiscal year (2023–24) | Previous fiscal year (2022–23) | Difference (2023–24 minus 2022–23) |
|---|---|---|---|
| Total net liabilities | 44,706,657 | 55,221,100 | (10,514,443) |
| Total net financial assets | 43,471,252 | 54,016,227 | (10,544,975) |
| Departmental net debt | 1,235,405 | 1,204,873 | 30,532 |
| Total non-financial assets | 548,366 | 70,260 | 478,106 |
| Departmental net financial position | (687,039) | (1,134,613) | 447,574 |
Human resources
This section presents an overview of the department's actual and planned human resources from 2021–22 to 2026–27.
Table 8 shows a summary of human resources, in full-time equivalents (FTEs), for CanNor's core responsibilities and for its internal services for the previous three fiscal years.
| Core responsibilities and internal services | 2021–22 actual FTEs | 2022–23 actual FTEs | 2023–24 actual FTEs |
|---|---|---|---|
| Economic Development in the Territories | 89 | 80 | 83 |
| Subtotal | 89 | 80 | 83 |
| Internal services | 29 | 32 | 33 |
| Total | 118 | 112 | 116 |
Analysis of human resources over the last three years
The year-over-year changes in actual full-time equivalents are mainly due to staff turnover.
Table 9 shows information on human resources, in full-time equivalents (FTEs), for each of CanNor's core responsibilities and for its internal services planned for the next three years. Human resources for the current fiscal year are forecasted based on year to date.
| Core responsibilities and internal services | 2024–25 planned FTEs | 2025–26 planned FTEs | 2026–27 planned FTEs |
|---|---|---|---|
| Economic Development in the Territories | 93 | 93 | 92 |
| Subtotal | 93 | 93 | 92 |
| Internal services | 31 | 31 | 31 |
| Total | 124 | 124 | 123 |
Analysis of human resources for the next three years
The planned FTEs are stabilized for the next three years based on the Budget 2023's renewal of the CanNor's flagship program: Inclusive Diversification and Economic Advancement in the North.
Corporate information
Departmental profile
Appropriate minister(s): The Honourable Dan Vandal, P.C., M.P., Minister of Northern Affairs, Minister responsible for Prairies Economic Development Canada and Minister responsible for the Canadian Northern Economic Development Agency
Institutional head: Jimi Onalik, President
Ministerial portfolio: Canadian Northern Economic Development Agency
Enabling instrument(s): Public Service Rearrangement and Transfer of Duties Act, R.S.C. 1985, c. P-34
Year of incorporation / commencement: 2009
Other:
Departmental contact information
Mailing address:
Allavvik Building,
1106 Inuksugait Plaza,
Iqaluit, Nunavut, X0A 0H0, Canada
Telephone: 1-855-897-2667
Email: infonorth-infonord@cannor.gc.ca
Website(s): Canadian Northern Economic Development Agency Website
Supplementary information tables
The following supplementary information tables are available on CanNor's website:
Federal tax expenditures
The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures. This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.
Definitions
- appropriation (crédit)
- Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
- budgetary expenditures (dépenses budgétaires)
- Operating and capital expenditures; transfer payments to other levels of government, departments or individuals; and payments to Crown corporations.
- core responsibility (responsabilité essentielle)
- An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.
- Departmental Plan (plan ministériel)
- A report on the plans and expected performance of an appropriated department over a 3-year period. Departmental Plans are usually tabled in Parliament each spring.
- departmental priority (priorité)
- A plan or project that a department has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired departmental results.
- departmental result (résultat ministériel)
- A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments' immediate control, but it should be influenced by program-level outcomes.
- departmental result indicator (indicateur de résultat ministériel)
- A quantitative measure of progress on a departmental result.
- departmental results framework (cadre ministériel des résultats)
- A framework that connects the department's core responsibilities to its departmental results and departmental result indicators.
- Departmental Results Report (rapport sur les résultats ministériels)
- A report on a department's actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
- Full-time equivalent (équivalent temps plein)
- A measure of the extent to which an employee represents a full person-year charge against a departmental budget. For a particular position, the full-time equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person's collective agreement.
- gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])
- An analytical tool used to assess support the development of responsive and inclusive how different groups of women, men and gender-diverse people experience policies, programs and policies, programs, and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and sociocultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography (including rurality), language, race, religion, and sexual orientation.
- government-wide priorities (priorités pangouvernementales)
- For the purpose of the 2023–24 Departmental Results Report, government-wide priorities are the high-level themes outlining the government's agenda in the November 23, 2021, Speech from the Throne: building a healthier today and tomorrow; growing a more resilient economy; bolder climate action; fight harder for safer communities; standing up for diversity and inclusion; moving faster on the path to reconciliation; and fighting for a secure, just and equitable world.
- horizontal initiative (initiative horizontale)
- An initiative where two or more federal departments are given funding to pursue a shared outcome, often linked to a government priority.
- non budgetary expenditures (dépenses non budgétaires)
- Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
- performance (rendement)
- What a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.
- performance indicator (indicateur de rendement)
- A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of a department, program, policy or initiative respecting expected results.
- plan (plan)
- The articulation of strategic choices, which provides information on how a department intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.
- planned spending (dépenses prévues)
- For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in Main Estimates.
A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports. - program (programme)
- Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.
- program inventory (répertoire des programmes)
- Identifies all the department's programs and describes how resources are organized to contribute to the department's core responsibilities and results.
- result (résultat)
- A consequence attributed, in part, to a department, policy, program or initiative. Results are not within the control of a single department, policy, program or initiative; instead they are within the area of the department's influence.
- Indigenous business (entreprise autochtones)
- For the purpose of the Directive on the Management of Procurement Appendix E: Mandatory Procedures for Contracts Awarded to Indigenous Businesses and the Government of Canada's commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses, a department that meets the definition and requirements as defined by the Indigenous Business Directory.
- statutory expenditures (dépenses législatives)
- Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
- target (cible)
- A measurable performance or success level that a department, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
- voted expenditures (dépenses votées)
- Expenditures that Parliament approves annually through an appropriation act. The vote wording becomes the governing conditions under which these expenditures may be made.