AANDC DEPARTMENTAL BUSINESS PLAN

A number of policies and legislative requirements set the context for CanNor’s functions, as do the terms of Aboriginal land claims and self-government agreements in the North. Outcomes of such decisions would be reflected in the Agency’s future budget exercises and Estimates documents. This work, coupled with in-depth policy analysis, ensured that the new Northern Aboriginal Economic Opportunities Program is reflective of the northern reality and has clear objectives, measurable results and reduced administrative burden for the Agency and partners, stakeholders and recipients alike. The tax measures presented in the Tax Expenditures and Evaluations publication are the sole responsibility of the Minister of Finance. During the reporting year, the Agency developed new mechanisms to gather program performance data using clear and simple procedures, forms and processes.

The North has great economic potential; however, there are challenges to delivering economic development programming and regulatory coordination in the Arctic. Advocacy among federal departments is an important aspect of CanNor’s work as programs of national application that are led by other organizations may, at times, not fully reflect the needs and realities of the North. During the reporting year, CanNor developed new on-line application forms which assist recipients to provide required information for project assessment. Complementing CanNor’s contribution programs and NPMO , the Agency uses its policy and research capacity to examine and assess economic issues and opportunities. Supports the growth and expansion of northern businesses, including small and medium enterprises, through training, advisory services, and grants and contributions. The estimate of disposable household income in each territory prepared by the Conference Board of Canada Endnote 11 in its most recent Territorial Outlook report is used in place of the CWBI income component, and data from Statistics Canada on the employment and labour force participation rates in each territory is used in place of the CWBI labour component. CanNor works to nurture partnerships by fostering good relationships with stakeholders, clients, and partners.

In addition, Qandc economic development programming provides contribution funding to support the capacity of Aboriginal communities to identify and serve members’ economic interests. Through the NPMOCanNor developed internal analytical tools such as the Socio-Economic Indicators Database, used to inform investment and decision making under the Community Readiness Initiative, a new initiative that supports communities in a planning process to maximize the positive economic impacts of major projects, while minimizing pan adverse consequences.

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While Canada’s North is endowed with bountiful natural resources, it is greatly impacted by the rise and fall of commodity prices.

More broadly, CanNor will forge strategic relationships with other federal departments and agencies to improve communication and co-ordination with a view to strengthening the economic fundamentals of the North.

The NPMO maintains and develops a variety of tools to coordinate federal regulatory activities relating to major projects in the North, while strengthening its relationship with all partners involved in advancing resource development. Developed and diversified territorial economies that support prosperity for all Northerners. Business Development and Program 1. Its clarifies the Agency’s priorities, programs and activities in a broader context, against the backdrop of ongoing and anticipated economic opportunities and challenges, while providing insights into essential partnerships and initiatives that CanNor can lead or coordinate to ensure progress towards common goals.

aandc departmental business plan

Return to endnote 23 referrer. This group ensures effective coordination of emerging issues, particularly during project reviews and federal decision making on projects. Well-informed, evidence-based policy decisions reflecting opportunities and challenges of the northern economy while considering business and community development potential and best practices. Interventions may also assist northern applications to national programs in areas such as alternative energy. Project-specific technical working groups related to particular aspects of a project were also organized to facilitate the sharing of information between the proponents, federal and territorial departments, Aboriginal governments and organizations, and the implicated review boards.

A large percentage of CanNor’s contribution funding is set up as an accrued liability at the end of the year.

aandc departmental business plan

Our programs provided support for community involvement in major resource development projects, contributed to business capacity and innovation, enhanced participation in local labour markets, and helped to improve infrastructure such as day care centres and community centers. The Aboriginal economic development programs were harmonized under the Northern Aboriginal Economic Opportunities Program to better support increased participation of Aboriginal Canadians in economic opportunities in the North.

Methodological Details ” September 15, Nunavut Economic Development Strategy.

Major resource development projects are the largest driver of economic development in the North, and CanNor’s NPMO provides single-window path-finding through the federal regulatory system and issues management for industry at all stages of resource development.

The North has great economic potential; however, there are challenges to delivering economic development departmenttal and regulatory coordination in the Arctic. Increased efficiency, effectiveness and transparency in the management of federal environmental approval processes and other federal administrative processes.

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This increases the financial assets by increasing the Due from the Consolidated Revenue Fund account accordingly.

ARCHIVED – Canadian Northern Economic Development Agency – Departmental Performance Report

The Honourable Leona Aglukkaq, P. Return to endnote 16 referrer. The tax measures presented in the Tax Expenditures and Evaluations publication are the sole responsibility of the Minister of Finance. Actual Spending was lower because some contribution funds were not distributed and there were lower operating costs due to delayed staffing.

CanNor interventions are through application-based contribution programs. Percentage of CanNor’s investments into economic infrastructure studies that lead to infrastructure projects within 5 years.

ARCHIVED – Canadian Northern Economic Development Agency – 2013-14 Departmental Performance Report

This tool is used to track projects, record industry interactions and follow specific project issues as well as more general industry issues, thus providing a foundation for analysis. Return to endnote pplan referrer. Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate busines of an organization.

Departmental Performance Reports DPRs are individual department and agency accounts of actual performance, for the most recently completed fiscal year, against the plans, priorities and expected results set out in their respective RPPs.

This data gathering departmemtal be implemented in While there were some community capacity challenges that impacted the pace of implementation, NPMO met with communities to develop community readiness plans and signed seven community readiness agreements.

aandc departmental business plan

The project built upon Cape Dorset’s international reputation in the arts and crafts sector and served as a milestone for moving the project forward from a conceptual standpoint to full construction. Because of a variety of data collection methodologies and the lack of capacity and resources to collect and interpret performance data, adequate performance measurement has proven to be challenging.