Federal Economic Development Agency for Northern Ontario 2023

From the Minister
Plans at a glance
Core responsibilities: planned results and resources, and key risks
Internal services: planned results
Planned spending and human resources
Corporate information
Supporting information on the program inventory
Supplementary information tables
Federal tax expenditures
Organizational contact information
Appendix: definitions
Endnotes

From the Minister

As the Minister of Indigenous Services and Minister responsible for the Federal Economic Development Agency for Northern Ontario (FedNor), it is an honour to share the 2023–24 Departmental Plan which outlines how the agency will meet its key goals in the coming fiscal year.

The FedNor team has a long history of supporting Northern Ontario communities to prosper and develop a diverse workforce. One of my main priorities is to foster and strengthen an inclusive and sustainable economy for all people in Northern Ontario. Our region has always been marked by a spirit of entrepreneurship, and resilience. But economic success has often not been stable or equitable. Women, Indigenous Peoples and newcomers have had additional barriers to economic success, often with extra challenges in accessing economic tools like access to capital or loans. As the Northern communities change and grow, so has the agency, to best foster the economic growth that helps our region reach our true potential.

Many stakeholders and elected leaders have advocated for an independent FedNor. The federal government listened, and after months of hard work, I am pleased to report that FedNor is now a standalone agency, ensuring a meaningful and ongoing federal role in the protection and growth of Northern Ontario’s economy.

Holding the portfolio of Minister of FedNor and Minister of Indigenous Services allows me a unique opportunity to support communities and Indigenous partners in the work of economic reconciliation. Northern Ontario is also poised to contribute to and benefit from the National Adaptation Strategy and the newly released Critical Minerals Strategy.

Investment in community development is the roadmap for economic prosperity and is vital to prevent further regional disparities. Through FedNor, the Government of Canada is delivering regionally tailored programs, services, knowledge and expertise, so that all regions in Northern Ontario have access to programming and support that helps them reach their goals and potential.

FedNor is using its experience convening groups and communities to co-lead a federal steering committee on the Ring of Fire. The region will need to work together at all levels if we wish to seize the opportunity of a generation. FedNor will help ensure that Northern Ontario communities, businesses, and Indigenous communities can contribute to and benefit from this global need for critical minerals. Well established networks and the work of the steering committee will be leveraged in 2023-24 to support the proposed governance structure for the Critical Mineral Strategy and the renewed federal whole-of-government approach to the Ring of Fire.

FedNor officials will work with internal and external partners, including other federal government departments, the province and First Nations communities to ensure Northern Ontario’s economic development interests are represented.

Most COVID-19 recovery programs are ending in 2023, but FedNor will continue its important work to deliver core economic development programming as sectors continue their recovery from the economic shock of a generation. Support for two tourism centres announced in June 2022 – a new facility in Thunder Bay and an expanded permanent facility in Kenora – are examples of projects that create jobs and support the tourism sector by enticing visitors to explore all that the region has to offer. FedNor will continue to invest in strategic projects that promote sustainable community economic development, diversification and business growth, contributing to a more innovative, sustainable and inclusive economy.

It is my pleasure to invite you to read the Departmental Plan and learn more about FedNor’s ambitious agenda for the year ahead.

The Honourable Patty Hajdu, P.C., M.P.

Minister of Indigenous Services and Minister responsible for the Federal Economic Development Agency for Northern Ontario

1.0. Plans at a glance

The Federal Economic Development Agency for Northern Ontario (FedNor) was established on August 12, 2021, to strengthen the economic development of Northern Ontario. The Agency, which was previously an initiative under Innovation, Science and Economic Development Canada for over 30 years, has the mandate to promote economic growth, diversification, job creation and sustainable, self-reliant communities in the region.

In Northern Ontario, and around the globe, economies are facing the aftershocks of the pandemic combined with far-reaching and complex external factors due to global trade tensions that have resulted in sharp increases in inflation, higher interest rates, labour market challenges and supply chain disruptions. In light of these challenges, the Government of Canada and FedNor will work to strengthen the Northern Ontario economy and position it for long-term prosperity.

For 2023–24, the Agency will carry out its mandate through a regionally tailored approach to program and service delivery and strengthen its role as an advisor, pathfinder and convenor. In doing so, FedNor will seek to address long-standing regional barriers to economic growth by leveraging local opportunities in traditional and emerging sectors. Furthermore, FedNor will advocate for Northern Ontario by seeking opportunities to promote place-based solutions in relation to government priorities on greening the economy and inclusive growth, including those linked to critical minerals and Indigenous economic reconciliation.

In 2023–24, FedNor will focus its activities and resources in the following priority areas:

1.1. Encourage the economic diversification and resilience of communities

Through its core programmingⁱ , FedNor will make targeted investments in priority sectors, including areas of growth. The support provided will aim to build regional economic resilience in rural and remote communities, reinforce the economic development capacity for Indigenous communities and support economic reconciliation. Examples include investing in key regional infrastructure; helping communities attract and retain talent; and, partnering with First Nations and rural, remote communities to seize economic opportunities. Activities also include horizontal collaboration with a number of federal departments, including co-chairing a national committee on the Ring of Fire and participating in roundtables organized by Indigenous Services Canada.

FedNor works to diversify the Northern Ontario economy and foster inclusive growth. In the upcoming year, the Agency will support projects that promote the economic participation of equity deserving groups including Indigenous peoples, members of Official Language Minority Communities, Black people and other racialized groups, persons with disabilities, newcomers to Canada, women, youth and 2SLGBTQI+ individuals.

1.2. Strengthen support to businesses

In 2023–24, FedNor will support regional businesses through the ongoing implementation of several initiatives to support economic recovery and help businesses capitalize on emerging opportunities. Through its core programmingⁱⁱ, the Agency will maintain its work to increase the competitiveness and growth of Northern Ontario businesses. FedNor will also aim to increase the participation of equity deserving groups in the innovation economy with strategic investments in organizations that provide wraparound services in support of entrepreneurs with multiple and intersecting identity factors.

FedNor will also continue its collaborative work with the 24 Community Futures Development Corporations (CFDCs) in Northern Ontario, including three Indigenous CFDCs, to support diversification and competitiveness in local rural economies, build sustainable communities and promote economic reconciliation.

1.3. Foster innovation

In the upcoming year, FedNor will work with stakeholders to expand and strengthen regional innovation ecosystems to support business growth and competitiveness. This will include investments in cluster development and clean growth. Along with project funding, the Agency will enhance its convenor role to boost regional outreach and strengthen relationships with key stakeholders in the innovation economy.

1.4. Increase the Agency’s internal capacity

In 2023–24, FedNor will pursue activities to enhance its internal capacity to deliver on its mandate as a standalone regional development agency, including enhancing its internal Human Resources capacity and streamlining its work processes. The organization will also prioritize change management and the maintenance of a healthy, equipped and inclusive workforce. Throughout all of its activities, FedNor will maintain efforts to support equity and diversity.

In the upcoming year, FedNor will focus on increasing the accessibility of its programs and services. This includes improving the services it delivers to its clients through the implementation of a Grants and Contributions Program Management (GCPM) system. GCPM will assist in tracking decision-making timelines and allow for increased, easier and more secure reporting, as well as a more streamlined and digital interaction with clients.

FedNor will also seek opportunities to improve the services it provides to Indigenous partners, organizations, businesses and communities, and will prioritize economic reconciliation efforts through the implementation of the United Nations Declaration on the Regions of Indigenous Peoples. Activities include seeking opportunities to advance Indigenous economic development and reviewing ways it can better support Indigenous applicants. Additionally, FedNor will maintain its commitment to ensure that Indigenous businesses and communities are connected with the information necessary to access funding and economic development opportunities.

The Agency will also publish its first Accessibility Plan in 2023–24, a requirement under the Accessible Canada Act.

For more information on FedNor’s plans, see the “Core responsibilities: planned results and resources, and key risks” section of this plan

2.0. Core responsibilities: planned results and resources, and key risks

This section contains information on the department’s planned results and resources for each of its core responsibilities. It also contains information on key risks related to achieving those results.

2.1. Economic Development in Northern Ontario

2.1.1. Description

FedNor promotes an innovative, diversified and inclusive Northern Ontario economy through investments in regional growth, including commercialization and adoption of technologies, as well as community economic diversification.

2.1.2. Planning highlights

In 2023–24, FedNor will support the delivery of the Government’s priorities in a way that is tailored to the unique challenges and opportunities of Northern Ontario.

Departmental Result: Communities are economically diversified in Northern Ontario

Northern Ontario is a region with significant economic potential, driven by a strong endowment of natural resources and a network of stakeholders including regional innovation centres, postsecondary institutions and business accelerators, that help to deepen the region’s talent pool and strengthen the ecosystem. However, Northern Ontario has a low population density with barriers to economic growth including infrastructure deficits, a high cost of business, and skills shortages. Furthermore, Northern Ontario’s dependence on primary industries leaves communities and businesses open to boom-and-bust cycles driven by factors well beyond their control.

Recognizing the unique challenges facing the region, FedNor provides targeted support to help communities create the conditions necessary for long-term economic growth and development. Through the Northern Ontario Development Program (NODP), the Agency will invest in projects led by municipalities, First Nations, and other organizations and institutions that support community economic development, diversification, job creation and self-reliant communities in Northern Ontario. Furthermore, by funding activities such as comprehensive community planning, the Agency collaborates with Indigenous Services Canada and local Indigenous stakeholders to help advance economic reconciliation by providing Indigenous communities with support to identify and capitalize on new and existing economic opportunities.

As a result of the region’s vast geographical size and the diverse challenges and opportunities of its municipalities, First Nations communities, businesses and other stakeholders, collaboration and engagement between various levels of government are essential and have been well established. FedNor is committed to continue working with its federal and provincial counterparts, including the Ministry of Northern Development and the Ministry of Mines and the Northern Ontario Heritage Fund Corporation, to support business attraction, retention, and growth; identify and exploit new community economic development opportunities; and, support strategic planning initiatives to build strong and sustainable communities across Northern Ontario. This includes, but is not limited to, supporting activities that assist in building the foundations necessary for economic growth and wealth creation across various sectors such as the mining and forest industries, tourism, agri-food, bioscience, information and communications technology, renewable energy and manufacturing. For instance, FedNor will work closely with Natural Resources Canada and other federal departments, such as Indigenous Services Canada, to implement the Canadian Critical Minerals Strategy and renew the federal whole-of-government approach in the Ring of Fire region. The Strategy is designed to support the Government's objective of net zero emissions by 2050 through increasing the production of key materials and the growth of related supply chains domestically. FedNor will continue to assist communities, individuals and businesses in the region to participate in economic opportunities related to critical minerals by enhancing its role as convenor, pathfinder, and funder.

FedNor will provide strategic investments to communities to assist them in diversifying their economies and attracting skilled talent. Furthermore, the Agency will maintain its collaboration with Immigration, Refugees and Citizenship Canada (IRCC) in support of the Rural and Northern Immigration Pilot (RNIP) to increase the capacity of Northern Ontario communities to facilitate newcomer integration, attraction, and retention with the outcomes of increased skilled workers and strengthened communities.

FedNor will continue to support the Official Language Minority Communities (OLMCs) in the region through its regular programming and through the Government of Canada’s Economic Development Initiative. FedNor will collaborate with other government departments, as well as national and regional stakeholders to further the business and economic development that encourages growth in the region’s Francophone communities.

In the upcoming year, the Agency will also support the implementation of the 2023-2028 Action Plan for Official Languages to strengthen the economic and entrepreneurial ecosystem of OLMCs in Northern Ontario.

Departmental Result: Businesses are innovative and growing in Northern Ontario

Small and medium-sized businesses are the foundation of the Canadian economy and key drivers of regional growth. Cultivating an inclusive and innovative business landscape helps to build a stronger and resilient Northern Ontario economy. Through its Regional Economic Growth through Innovation program (REGI), FedNor will provide targeted investments to support businesses at various stages of development to accelerate their growth, assist them in scaling up, and enhance their productivity and competitiveness in both domestic and global markets.

In 2023–24, FedNor aims to advance the region's economy, encourage collaborative ventures, and promote the benefits of investing in the region. This includes providing Northern Ontario organizations and businesses with an opportunity to highlight their products and services to a global audience, increase sales, access new markets and establish new domestic and international partnerships through networking and signature trade show events.

Activities also include seeking opportunities to leverage other partner investments to maximize project outcomes and support sustainable economic success. In the upcoming year, the Agency will maintain investments in key areas, such as direct-to-business support through the REGI Business Scale-up and Productivity stream, to help firms expand, commercialize new products and services, enter new markets, invest in technology, and create impactful jobs.

FedNor will continue to implement the Jobs and Growth Fund (JGF) which assists small and medium-sized enterprises (SMEs) to future-proof their businesses, build resiliency and prepare for growth by transitioning to a green economy, fostering an inclusive recovery, enhancing competitiveness, and creating jobs. FedNor will also leverage the JGF to support its delivery partners to strengthen the regional ecosystem.

Through the Aerospace Regional Recovery Initiative, FedNor will maintain its support to SMEs in the industry to green their operations and strengthen their productivity, while furthering integration into regional and global supply chains.

The Agency will also pursue activities in support of inclusive community economic development through work with the other regional development agencies (RDAs) and with Innovation, Science and Economic Development Canada. This includes the ongoing implementation of the Black Entrepreneurship Program’s National Ecosystem Fund to strengthen the capacity of not-for-profit Black-led business organizations across the country in their capacity to provide support, mentorship, financial planning, and business training for Black entrepreneurs.

Through the Community Futures Program, the Agency will provide funding to Northern Ontario’s 24 Community Futures Development Corporations (CFDCs) to help communities attract, develop and retain innovative businesses. FedNor will work collaboratively with the CFDCs , their regional networks and the provincial association, through activities such as outreach/liaison; capacity building; program and policy development; referrals; compliance monitoring in regard to contribution agreements; and other collaborative activities.

Departmental Result: Businesses invest in the development and commercialization of innovative technologies in Northern Ontario

Over the next year, FedNor will pursue its efforts to support business growth and development of strong and inclusive regional innovation ecosystems. This support includes providing targeted placed-based investments to community diversification projects in support of stronger and more resilient economies.

Through its collaboration with organizations that are dedicated to the success of entrepreneurs and SMEs in Northern Ontario, FedNor will engage key stakeholders in discussions regarding economic development and business growth to ensure that the Agency’s investments respond to the current economic landscape and the changing needs of businesses in the region.

Through REGI’s Regional Innovation Ecosystem (RIE) stream, the Agency will support ecosystem catalysts, including business incubators and accelerators, and invest in projects that support regional competitiveness and the growth and sustainability of strategic clusters. Investments made through FedNor's RIE stream will further enhance the capacity of ecosystems to support groups and promote their entrepreneurial talent.

2.1.3. Gender-based analysis plus

The Government of Canada has made it a priority to address systemic inequalities and disparities and to support inclusive growth. FedNor will continue to deploy Gender-based Analysis Plus (GBA+) as an assessment tool to seek inclusive ways to design and implement programs such as the Youth Internship Program. FedNor aims to increase the economic participation of equity deserving groups in the Northern Ontario economy, including women, youth, people with disabilities, Indigenous peoples, newcomers to Canada and immigrants, members of the 2SLGBTQI+ community, members of Black communities and other racialized groups, remote and rural communities, and members of Official Language Minority Communities.

In 2023–24, FedNor will continue to strengthen its deployment of GBA+ in program and policy development and implementation to ensure they are inclusive and represent the needs of people with multiple intersecting identities. FedNor also seeks to support its front-line Program Delivery Officers with the information and awareness they need to prioritize inclusivity.

GBA+ is also a critical framework to support an inclusive workplace environment, addressing barriers to accessibility, culturally safe spaces, linguistic plurality and positive spaces for all employees.

2.1.4. United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals

FedNor’s activities help to advance the Government of Canada’s commitment to implement the United Nations Agenda and the Sustainable Development Goals (SDG).

Through its mandate to build a stronger and more resilient Northern Ontario, the Agency contributes to SDG 8 to “promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all” and SDG 9 to “build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation.”

Through the Northern Ontario Development Program, FedNor supports community economic development and planning projects in urban, rural and remote and First Nations communities which contribute to the advancement of SDG 11 to “make cities and human settlements inclusive, safe, resilient and sustainable”.

FedNor also contributes to SDG 10 to “reduce inequality within and among countries” through the implementation of the Black Entrepreneurship Program which supports Black Canadian entrepreneurs and business owners to grow and expand their businesses. FedNor also funds a number of Indigenous communities, organizations and businesses to enrich Northern Ontario’s economy and advance economic reconciliation. This will be an increasing area of focus within the Agency.

In the upcoming year, FedNor will develop its first Departmental Sustainable Development Strategy which will further outline the Agency’s commitment to advancing the United Nations Agenda and the Sustainable Development Goals.

2.1.5. Innovation

The Agency’s primary innovative undertaking for 2023-2024 will be the launch of a new Grants and Contributions Program Management Solution (GCPM). The solution will replace aging technology and manual tools while enhancing and digitizing key business processes. The solution will feature an online application portal, providing real time and secure access to applicants that will facilitate project management transactions and improve user experience. An iterative approach will be used in evaluating the implementation and success of this tool and related process improvements.

2.1.6. Key risk(s)

Risk 1: Impacts of the unpredictable economic landscape on the delivery of programming

There is a risk that the current challenging regional economic landscape may impact program delivery by impeding existing project timelines and impacting planned spending. Furthermore, the additional economic pressures, which include, but are not limited to, global inflation, high interest rates and supply chain bottlenecks, may lead to increased demand for program funding.

To mitigate this risk, FedNor will build on its agility as an organization and strong capacity to provide strategic investments in the region. This includes utilizing established internal collaborative processes between Program Delivery staff and funding recipients to identify potential project delays at the earliest possible time and develop solutions.

Risk 2: Organizational transformation and change management

There is a risk that the ongoing transition to a standalone Agency, including the constantly changing environment, may impact the retention, recruitment and resilience of FedNor’s skilled and qualified staff, and thus impact the delivery of FedNor’s mandate.

FedNor will mitigate these risks through the ongoing implementation of new structures, processes and plans that pay particular attention to the impacts of business processes. This includes, but is not limited to, the development of a change management communications plan which will create ongoing opportunities for engagement with employees. Furthermore, FedNor’s management will employ comprehensive human resource strategies to develop corporate capacity efficiently and effectively. These mitigation measures will minimize hiring delays and assist in decreasing existing stress and burnout rates within the organization.

Table 1 - Planned results for Economic Development in Northern Ontario

The following table shows, for Economic Development in Northern Ontario, the planned results, the result indicators, the targets and the target dates for 2023–24, and the actual results for the three most recent fiscal years for which actual results are available.

Planned results for Economic Development in Northern Ontario

Departmental result	Departmental result indicator	Target	Date to achieve target	2019–20 actual result	2020–21 actual result	2021–22 actual result
Communities are economically diversified in Northern Ontario	Percentage of SMEs that are majority-owned by Indigenous people in Northern Ontario	3.8% ^{Footnote 1}	March 31, 2024	Not available ^{Footnote 2}	Not available ^{Footnote 2}	1.5% (2020)
	Percentage of SMEs that are majority-owned by youth in Northern Ontario	13.0% ^{Footnote 1}	March 31, 2024	Not available ^{Footnote 2}	Not available ^{Footnote 2}	18.2% (2020)
	Percentage of SMEs that are majority-owned by women in Northern Ontario	17.2% ^{Footnote 1}	March 31, 2024	Not available ^{Footnote 2}	Not available ^{Footnote 2}	15.3% (2020)
	Percentage of SMEs that are majority-owned by visible minorities in Northern Ontario	2.8% ^{Footnote 1}	March 31, 2024	Not available ^{Footnote 2}	Not available ^{Footnote 2}	5.7% (2020)
	Percentage of SMEs that are majority-owned by persons with disabilities in Northern Ontario	0.8% ^{Footnote 1}	March 31, 2024	Not available ^{Footnote 2}	Not available ^{Footnote 2}	2.7% (2020)
	Amount leveraged per dollar invested by FedNor in projects	1.80	March 31, 2024	1.68	1.90	2.02
	Percentage of professional, science and technology-related jobs in Northern Ontario	29.5% ^{Footnote 1}	March 31, 2024	27.3% (2017) ^{Footnote 3}	29.1% (2018) ^{Footnote 3}	34.9% (2021)^{Footnote 3}
Businesses invest in the development and commercialization of innovative technologies in Northern Ontario	Value of Business enterprise expenditure on research and development (BERD) by firms receiving FedNor program funding (in dollars)	FedNor: Not available ^{Footnote 6} Northern Ontario: $8,000,000	March 31, 2024	FedNor value suppressed. ^{Footnote 4} Northern Ontario total: $11,226,678 (2015) ^{Footnote 3}	FedNor value suppressed. ^{Footnote 4} Northern Ontario total: $8,503,000 (2016) ^{Footnote 3}	FedNor value suppressed. ^{Footnote 4} Northern Ontario total: $4,284,622 (2019) ^{Footnote 3}
	Percentage of companies engaged in collaborations with higher education institutions in Northern Ontario ^{Footnote 5}	Not available	March 31, 2024	Not available ^{Footnote 2}	Not available ^{Footnote 2}	Not available ^{Footnote 2}
Businesses are innovative and growing in Northern Ontario	Revenue growth rate of firms supported by FedNor programs	4%	March 31, 2024	FedNor value suppressed. ^{Footnote 4} Northern Ontario total: 8.6%. (2016) ^{Footnote 3}	FedNor value suppressed.^{Footnote 4} Northern Ontario total: 4.5%. (2017) ^{Footnote 3}	FedNor value suppressed.^{Footnote 4} Northern Ontario total: 4.49%. (2020) ^{Footnote 3}
	Number of high-growth firms in Northern Ontario	200	March 31, 2024	250 (2015) ^{Footnote 3}	200 (2016) ^{Footnote 3}	240 (2019) ^{Footnote 3}
	Value of exports of goods (in dollars) from Northern Ontario	$8,100,000 ^{Footnote 1}	March 31, 2024	7,427,377 (2016) ^{Footnote 3}	8,088,730 (2017) ^{Footnote 3}	6,120,346 (2020) ^{Footnote 3}
	Value of exports of clean technologies (in dollars) from Northern Ontario	Not available	March 31, 2024	Not available ^{Footnote 2}	Not available ^{Footnote 2}	Not available ^{Footnote 2}
Footnotes Footnote 1 1 FedNor has limited influence on the indicator in question. Targets are based on historical and current trends, as well as the predicted negative or stunting effects of the COVID-19 pandemic. Return to footnote referrer Footnote 2 2 The term “Not available” indicates that Statistics Canada did not publish survey results for that fiscal year. Return to footnote referrer Footnote 3 3 Data reported was published in the corresponding fiscal year; the actual year of the result is noted. A delay exists between the time Statistics Canada collects the data and when the data are published/available for use. Return to footnote referrer Footnote 4 4 Actual result for FedNor-assisted firms was suppressed by Statistics Canada to meet the confidentiality requirements of the Statistics Act. Footnote 5 5 Statistics Canada currently publishes these data at the national and provincial levels. FedNor will work with Statistics Canada to obtain data for the sub-provincial region of Northern Ontario. Return to footnote referrer Footnote 6 6 Unable to set a target for FedNor due to suppression of historical data. FedNor is working to improve the quality of its data and increase funding for Business enterprise expenditure on research and development (BERD). These actions should result in more matches in Statistics Canada’s linked file environment and eliminate the need for suppression Return to footnote referrer

The financial, human resources and performance information for the FedNor’s program inventory is available on GC InfoBase^{Endnote iv}.

Table 2 Planned budgetary spending for Economic Development in Northern Ontario (dollars)

The following table shows, for Economic Development in Northern Ontario, budgetary spending for 2023–24, as well as planned spending for that year and for each of the next two fiscal years

2023–24 budgetary spending (as indicated in Main Estimates)	2023–24 planned spending	2024–25 planned spending	2025–26 planned spending
65,955,269	65,955,269	48,190,159	52,975,448

2023–24 budgetary spending

(as indicated in Main Estimates)

2023–24 planned spending

2024–25 planned spending

2025–26 planned spending

65,955,269

48,190,159

52,975,448

Financial, human resources and performance information for FedNor’s program inventory is available on GC InfoBase^{Endnote v}.

Table 3 - Planned human resources for Economic Development in Northern Ontario

The following table shows, in full-time equivalents, the human resources the department will need to fulfill this core responsibility for 2023–24 and for each of the next two fiscal years.

2023–24 planned full-time equivalents	2024–25 planned full-time equivalents	2025–26 planned full-time equivalents
83	81	81

Financial, human resources and performance information for FedNor’s program inventory is available on GC InfoBase^{Endnote vi}.

3.0. Internal services: planned results

3.1. Description

Internal services are the services that are provided within a department 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
material management services
acquisition management services

3.2. Planning highlights

In support of continuous improvements to its Internal Services and its transition to a standalone Agency, FedNor plans to undertake the following activities in 2023–24:

Implement its new Grants and Contributions Program Management business system and associated client web portal. The GCPM system will create efficiencies and provide reporting capabilities at the project, client and program levels. Attributes include an online portal to submit applications, claims and digitized data collection to enhance user experience and execution excellence.
Continue to review internal policies and processes to maximize the benefits of the new hybrid work model.
Foster an agile, equipped and inclusive workforce that focuses on well-being and change management through the implementation of new internal human resource plans and the development of a change management communications plan.
Adopt mandatory training that supports the Clerk’s calls to action on diversity, inclusion, equity and anti-racism including a policy on Indigenous cultural competency.
Develop and publish FedNor’s first Accessibility Plan in response to the Accessible Canada Act.
Seek opportunities to streamline work processes that take into consideration information management best practices.

3.3. Planning for Contracts Awarded to Indigenous Businesses

To support the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awards to Indigenous businesses annually, FedNor has pledged to actively seek Indigenous vendors when planning contracts. To facilitate the achievement of the mandatory target by 2024–25, FedNor will develop a procurement plan to identify opportunities for Indigenous businesses through continued engagement with Indigenous partners.

Table 4 Planning for Contracts Awarded to Indigenous Businesses

The following table shows in percentage the actual, forecasted and planned value for the target.

5% reporting field description	2021–22 actual % achieved	2022-23 forecasted % target	2023-24 planned % target
Total percentage of contracts with indigenous businesses	N/A	3%	3%

Table 5 Planned budgetary spending for internal services (dollars)

The following table shows, for internal services, budgetary spending for 2023–24, as well as planned spending for that year and for each of the next two fiscal years.

2023–24 budgetary spending (as indicated in Main Estimates)	2023–24 planned spending	2024–25 planned spending	2025–26 planned spending
5,077,664	5,077,664	5,023,312	5,060,035

Table 6 Planned human resources for internal services

The following table shows, in full-time equivalents, the human resources the department will need to carry out its internal services for 2023–24 and for each of the next two fiscal years.

2023–24 planned full-time equivalents	2024–25 planned full-time equivalents	2025–26 planned full-time equivalents
32	31	31

4.0. Planned spending and human resources

This section provides an overview of the department’s planned spending and human resources for the next three fiscal years and compares planned spending for 2023–24 with actual spending for the current year and the previous year.

4.1. Planned spending

Table 7 Departmental spending 2020–21 to 2025–26

The following graph presents planned spending (voted and statutory expenditures) over time.

Table 7 - Departmental Spending

FedNor became a standalone Agency effective August 12, 2021. Actual expenditures from the 2020-21 fiscal year and from April 1, 2021 to August 12, 2021 are reflected in ISED’s 2021-22 Departmental Plan, therefore, there is no historical information for a comparative analysis for the 2020-21 and the 2021-22 fiscal years.

Table 8 Budgetary planning summary for core responsibilities and internal services (dollars)

The following table shows information on spending for each of FedNor’s core responsibilities and for its internal services for 2023–24 and other relevant fiscal years.

Core responsibilities and internal services	2020–21 actual expenditures	2021–22 actual expenditures	2022–23 forecast spending	2023–24 budgetary spending (as indicated in Main Estimates)	2023–24 planned spending	2024–25 planned spending	2025–26 planned spending
Economic Development in Northern Ontario	N/A	N/A	129,936,203	65,955,269	65,955,269	48,190,159	52,975,448
Subtotal	N/A	N/A	129,936,203	65,955,269	65,955,269	48,190,159	52,975,448
Internal services	N/A	N/A	3,495,546	5,077,664	5,077,664	5,023,312	5,060,035
Total	N/A	N/A	133,431,749	71,032,933	71,032,933	53,213,471	58,035,483

FedNor received significant temporary grants and contribution funding in response to COVID-19 and for the delivery of recovery initiatives as announced in Budget 2021, which accounts for the majority of the budget decrease beginning in 2023-24.

4.2. Planned human resources

The following table shows information on human resources, in full-time equivalents (FTEs), for each of FedNor’s core responsibilities and for its internal services for 2023–24 and the other relevant years.

Table 9 Human resources planning summary for core responsibilities and internal services

Core responsibilities and internal services	2020–21 actual full-time equivalents	2021–22 actual full-time equivalents	2022–23 forecast full-time equivalents	2023–24 planned full-time equivalents	2024–25 planned full-time equivalents	2025–26 planned full-time equivalents
Economic Development in Northern Ontario	N/A	N/A	66	83	81	81
Subtotal	N/A	N/A	66	83	81	81
Internal services	N/A	N/A	25	32	31	31
Total	N/A	N/A	91	115	112	112

FedNor became a standalone Agency effective August 12, 2021. Full-time equivalents from 2019-20 and 2020-21 as well as from April 1, 2021, to August 12, 2021, are reflected in ISED’s 2021-22 Departmental Plan therefore, there is no historical information for a comparative analysis for the 2020-21 and the 2021-22 fiscal years. Due to FedNor becoming a standalone Agency and some temporary funding, human resources levels show an increase starting in 2023-24.

4.3. Estimates by vote

Information on FedNor’s organizational appropriations is available in the 2023–24 Main Estimates.^vi

4.4. Future-oriented condensed statement of operations

The future-oriented condensed statement of operations provides an overview of FedNor’s operations for 2022–23 to 2023–24. The forecast and planned amounts in this statement of operations were prepared on an accrual basis.

The forecast and planned amounts presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.

A more detailed future-oriented statement of operations and associated notes, including a reconciliation of the net cost of operations with the requested authorities, are available on FedNor’s website^vii

Table 10 - Future-oriented condensed statement of operations for the year ending March 31, 2024 (dollars)

Financial information	2022–23 forecast results	2023–24 planned results	Difference (2023–24 planned results minus 2022–23 forecast results)
Total expenses	119,223,689	69,708,285	(49,515,404)
Total revenues	0	0	0
Net cost of operations before government funding and transfers	119,223,689	69,708,285	(49,515,404)

In 2023-24, total net spending is projected to be $69.7 million, which represents a 42% decrease from the previous year. The decrease in forecast spending can be primarily attributed to the termination and decrease of temporary funding announced in Budget 2021, as well as the reprofiling and transfer of funds.

5.0. Corporate information

5.1. Organizational profile

Appropriate minister(s): The Honourable Patty Hajdu, P.C., M.P.

Institutional head: Valerie Gideon

Ministerial portfolio: Federal Economic Development Agency for Northern Ontario

Enabling instrument(s):

Order in Council P.C. 2021-0840^viii dated August 6, 2021, and coming into force on August 12, 2021, (1) transferring from the Department of Industry to the Federal Economic Development Agency for Northern Ontario the control and supervision of that portion of the federal public administration in the Department of Industry known as the Federal Economic Development Initiative for Northern Ontario; and (2) ordering the Minister of Economic Development and Official Languages to preside over the Federal Economic Development Agency for Northern Ontario.

Order in Council P.C. 2021-0841 ^ix dated August 6, 2021, and coming into force on August 12, 2021, amending SCHEDULE IV TO THE FINANCIAL ADMINISTRATION ACT by adding Federal Economic Development Agency for Northern Ontario to the Schedule of that Act.

Year of incorporation / commencement: 2021

Other: Originally formed in 1987 as the “Federal Economic Development Initiative for Northern Ontario” as an initiative under Industry Canada (now Innovation, Science and Economic Development Canada).

5.2. Raison d’être, mandate and role: who we are and what we do

Information on FedNor’s raison d’être, mandate and role is available on the agency’s website^x.

Information on FedNor’s mandate letter commitments is available in the Minister’s mandate letter^xi.

5.3. Operating context

Information on the operating context is available on FedNor’s website^xii.

5.4. Reporting framework

FedNor’s approved departmental results framework and program inventory for 2023–24 are as follows.

	Core Responsibility: Economic Development in Northern Ontario
Departmental Results Framework	Departmental Result: Communities are economically diversified in Northern Ontario	Indicator: Percentage of SMEs that are majority-owned by Indigenous people in Northern Ontario	Internal Services
		Indicator: Percentage of SMEs that are majority-owned by youth in Northern Ontario
		Indicator: Percentage of SMEs that are majority-owned by women in Northern Ontario
		Indicator: Percentage of SMEs that are majority-owned by visible minorities in Northern Ontario
		Indicator: Percentage of SMEs that are majority-owned by persons with disabilities in Northern Ontario
		Indicator: Amount leveraged per dollar invested by FedNor in projects
		Indicator: Percentage of professional, science and technology-related jobs in Northern Ontario
	Departmental Result: Businesses invest in the development and commercialization of innovative technologies in Northern Ontario	Indicator: Value of Business Enterprise Research and Development (BERD) by firms receiving FedNor program funding (in dollars)
		Indicator: Percentage of companies engaged in collaborations with higher education institutions in Northern Ontario
	Departmental Result: Businesses are innovative and growing in Northern Ontario	Indicator: Revenue growth rate of firms supported by FedNor programs
		Indicator: Number of high-growth firms in Northern Ontario
		Indicator: Value of exports of goods (in dollars) from Northern Ontario
		Indicator: Value of exports of clean technologies (in dollars) from Northern Ontario
Program Inventory	Program: Community Economic Development and Diversification Program: Regional Innovation Ecosystem Program: Business Development

5.5. Supporting information on the program inventory

Supporting information on planned expenditures, human resources, and results related to FedNor’s program inventory is available on GC InfoBase^xiii.

5.6. Supplementary information tables

The following supplementary information tables are available on FedNor’s website^xiv

Details on transfer payment programs
Gender-based analysis plus
United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals

5.7. Federal tax expenditures

FedNor’s Departmental Plan does not include information on tax expenditures.

Tax expenditures are the responsibility of the Minister of Finance. The Department of Finance Canada publishes cost estimates and projections for government-wide tax expenditures each year in the Report on Federal Tax Expenditures. ^xv This report provides detailed information on tax expenditures, including objectives, historical background and references to related federal spending programs, as well as evaluations, research papers and gender-based analysis plus.

5.8. Organizational contact information

Mailing address
Federal Economic Development Agency for Northern Ontario
19 Lisgar Street, Suite 307
Sudbury, ON P3E 3L4
Telephone: 1-877-333-6673
TTY: 1-866-694-8389
Fax: 705-671-0717
Website(s): http://fednor.gc.ca

6.0. Appendix: 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, organizations 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 document that sets out a department’s priorities, programs, expected results and associated resource requirements, covering a three-year period beginning with the year indicated in the title of the report. Departmental Plans are tabled in Parliament each spring.

departmental result (résultat ministériel)
A change that a department seeks to influence. 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 factor or variable that provides a valid and reliable means to measure or describe progress on a departmental result.

departmental results framework (cadre ministériel des résultats)
A framework that consists of the department’s core responsibilities, departmental results and departmental result indicators.

Departmental Results Report (rapport sur les résultats ministériels)
A report on a department’s actual performance in a fiscal year against its plans, priorities and expected results set out in its Departmental Plan for that year. Departmental Results Reports are usually tabled in Parliament each fall.

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. Full-time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.

gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])
An analytical tool used to support the development of responsive and inclusive 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 socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography, language, race, religion, and sexual orientation.

government-wide priorities (priorités pangouvernementales)
For the purpose of the 2023–24 Departmental Plan, government-wide priorities are the high-level themes outlining the Government’s agenda in the 2021 Speech from the Throne: building a healthier today and tomorrow; growing a more resilient economy; bolder climate action; fighting 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.

high impact innovation (innovation à impact élevé)
High impact innovation varies per organizational context. In some cases, it could mean trying something significantly new or different from the status quo. In other cases, it might mean making incremental improvements that relate to a high-spending area or addressing problems faced by a significant number of Canadians or public servants.

horizontal initiative (initiative horizontale)
An initiative in which two or more federal organizations 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 an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.

plan (plan)
The articulation of strategic choices, which provides information on how an organization 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 up to the expected result.

planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in the 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 a department and that focus on a specific set of outputs, outcomes or service levels.

program inventory (répertoire des programmes)
An inventory of a department’s programs that describes how resources are organized to carry out the department’s core responsibilities and achieve its planned results.

result (résultat)
An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead, they are within the area of the organization’s influence.

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 an organization, 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.