Canadian Northern Economic Development Agency 2024-25 Departmental Results Report

Table 1.1: People and Communities Participate in the Economy in the Territories

This table shows the target, the date to achieve the target and the actual result for each indicator under People and Communities Participate in the Economy in the Territories in the last three fiscal years (FYs).

Table 1.2: Businesses are Developing in the Territories

This table shows the target, the date to achieve the target and actual result for each indicator under Businesses are Developing in the Territories in the last three FYs.

Table 1.3: Efficient and Predictable Environmental Review Process in the Territories

This table shows the target, the date to achieve the target and actual result for each indicator under Efficient and Predictable Environmental Review Process in the Territories in the last three FYs.

The Results section of the Infographic for CanNor on GC Infobase page provides additional information on results and performance related to its program inventory.

People and Communities Participate in the Economy in the Territories

In 2024-25, CanNor worked to advance employment, income and wealth creation by funding capacity-building initiatives that enhanced participation in economic activities, provided targeted support to Indigenous entrepreneurs and businesses for starting or scaling operations, and addressed knowledge gaps in territorial Indigenous economic ecosystems to help unlock greater economic opportunity and prosperity.

Results achieved:

• Delivered approximately $9.9 million to 41 projects through its Community Readiness and Opportunities Planning (CROP) fund, a stream of the Northern Indigenous Economic Opportunities Program (NIEOP). This program provides financial support to Indigenous communities to improve their capacity to participate in economic opportunities.
  • For example, in Nunavut, CanNor provided $110,000 in 2024-25, on top of $600,000 in 2023-24, to Cumberland Sound Fisheries Limited (CSFL) to purchase and install a rapid freezing cold storage unit and ten cold storage units to increase product processing and capacity, allowing CSFL to expand and maintain more staff, increase production and reduce their long-term carbon footprint. This investment supported employment and economic development in Nunavut's fishing industry by creating at least six new jobs, increasing work allocated to 15 existing jobs, and maintaining a total of 100 jobs.
  • In Yukon, CanNor delivered $279,161 (with additional funds allocated for 2025-26 and 2026-27) to the Ross River Dena Council to pilot the delivery of a remote flight school for Kaska students in Ross River and Faro. This project will see up to four students complete their training and become licensed private and commercial pilots, as well as potentially lead to additional flight training in other remote Northern communities. The Ross River flight school will break down barriers faced by Indigenous Peoples in developing specialized, practical skills and participating in the Northern economy, while helping to bridge the shortage of skilled labour that threatens to disrupt Canada's airline industry.
• Delivered approximately $3 million to eight projects through its Entrepreneurship and Business Development (EBD) Program, a stream of NIEOP, which aims to increase the number of viable Indigenous businesses, promote entrepreneurship in Indigenous communities, and enhance access to capital for Indigenous businesses in the territories. CanNor partners with external service delivery partners with extensive on-the-ground experience to target funding where it can have the largest impacts across the territories.
  • For example, CanNor is providing $700,000 over three years, starting with $231,550 funded in 2024-25, to the Nunavut Community Futures Association to deliver the EBD in the Kitikmeot Region in Nunavut. This will facilitate a localized approach to EBD program delivery and support more widespread knowledge of, and engagement with, the EBD program among the 7,143 residents in the region, representing a potential labour force of 4,546 workers.
• Delivered approximately $425,000 to four projects through its Economic Research Stream (ERS), a stream of NIEOP, to support and strengthen the territorial Indigenous business space through Indigenous-led research, knowledge development and mobilization.
  • As an example, CanNor provided $115,000 in 2024-2025 (with additional funding committed in 2025-26 and 2026-27) to the Qikiqtani Inuit Association for the "Mapping the Evolution of the Qikiqtani Marine-Capture Fisheries" project to conduct essential research for the advancement of the fisheries sector in Nunavut. The project will examine how Inuit rights are upheld, respected or displaced in the management and development of commercial fisheries in the territory. The project is expected to result in a published book on the history of the fisheries sector in the Qikiqtani Region of Nunavut, and the knowledge generated through this research will help to inform future decision-making at the Qikiqtani Inuit Association and Nunavut Tunngavik Inc. regarding the governance and management of commercial fisheries in Nunavut.
  • In the Northwest Territories, CanNor provided $76,000 to the Thebacha Leadership Council (with additional funding in 2025-26 and 2026-27) to support a 3-year project researching economic opportunities related to Whooping Crane conservation, such as crane-focused tourism development, community events and projects, and convening conservationists and conservation organizations.
  • In Yukon, CanNor is providing $219,790 in total, with $70,210 spent in 2024-25, to fund the Yukon Soaps Company (YSC) to conduct research on the viability of developing a market for non-timber forest products, including a feasibility report and financial analysis. This research will be guided by Indigenous values and culture.
• Provided approximately $2.5 million to 13 projects across the territories through the Northern Isolated Community Initiatives (NICI), which supports northern food and agriculture businesses by investing in initiatives that strengthen and diversify economic activity, while addressing food security in northern and Indigenous communities.
  • For example, CanNor issued $800,000 to Knutsford Ventures Inc. in 2024-25 for the remodeling and major expansion of the Polar Eggs farm to increase production, productivity and capacity and bring the entire Northwest Territories egg quota back within the territory's borders. This project will create new jobs, innovate egg production in the region, help bolster food security and reduce the cost of eggs in Northwest Territories.
  • CanNor also delivered $170,646 to the Yukon First Nation Education Directorate Society (YFNEDS) for the procurement of a purpose-built van to support the delivery and expansion of their Urban Nutrition Program. The program will deliver daily meals to 1,100 Indigenous students at nine Whitehorse schools. The project not only addresses food insecurity for vulnerable populations, but will also result in a high return on investment, support local employment and diversify the revenue streams for the not-for-profit YFNEDS.

In 2024-25, CanNor also supported economic participation in the territories by hosting Pilimmaksaivik, the Federal Centre of Excellence for Inuit Employment in Nunavut. The Centre is responsible for 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 2024-25, Pilimmaksaivik continued to deliver on its mandate by strategically coordinating innovative recruitment and training initiatives for Nunavut Inuit. Key achievements include:

• Conducted three community engagements in Nunavut (Kimmirut, Baker Lake, and Pond Inlet) to inform students, parents and working populations about occupations in the Government of Canada (GC) that are available locally and territorially, and about educational requirements for those positions;
• Conducted one community engagement in the National Capital Region to provide cultural learning opportunities to GC management in the south, giving them a better understanding of Inuit culture and of where their Inuit employees come from and who they are; and,
• Co-managed the Inuksugait Resume Inventory with the Public Service Commission, which provides a direct connection between Nunavut Inuit applicants and GC hiring managers. The inventory included 102 candidates at the end of FY 2024-25 and contributed to several appointments—9 indeterminate external candidates, 7 indeterminate internal candidates, 3 term external candidates, and 2 term internal candidates. The ongoing management of the inventory ensures continuous updates, monthly reviews, and referral requests, with efforts to re-open the recruitment process as needed.

As part of its recruitment role, Pilimmaksaivik continued to deliver intensive outreach and awareness campaigns promoting the GC as an employer of choice. In 2024–25, Pilimmaksaivik organized and participated in five career and job fairs across Iqaluit, Rankin Inlet, and Ottawa. These events aimed to raise awareness of employment opportunities and foster engagement between job seekers, students, and government representatives. Pilimmaksaivik continues to track and analyze attendance and engagement at these fairs to inform and improve future outreach.

In collaboration with GC departmental partners, Pilimmaksaivik shared and promoted best practices in Inuit Employment, provided guidance and support on matters of Inuit Employment, and continued to monitor and report progress. The Inuit Employment Human Resources Network continued its bimonthly meetings to discuss Inuit employment matters, with meetings taking place monthly as of 2024-25. The Annual Report of Article 23 Implementation tracks progress on the Inuit Employment Plan's implementation, with annual reports due for the years 2017-2023 and 2023-2025. The 2023-25 report is on track for completion by the end of FY 2025-26.

In 2024-25, Pilimmaksaivik offered distinctions-based mental-health and wellness strategies by:

• Providing in-person and telephone counselling services for Nunavut Inuit federal employees and planning monthly in-person counselling sessions with Health Canada to ensure that staff have access to support for day-to-day challenges;
• Organizing the Inuit Qaujimajatuqangit (IQ) Cultural Immersion initiative, which offers GC employees the opportunity to engage in cultural activities specific to Nunavut Inuit. In 2024-25, these IQ days included dog sledding, fishing, boating and clam digging. Efforts are underway to streamline the procurement process for these activities by March 2026; and,
• Delivering the Inuit Cultural Learning program through two virtual events featuring presentations by Elaine Uppahuak and Miali Coley-Sudlovenick and drawing a total of 490 attendees, and through an in-person Inuit Cultural Learning session in Ottawa in March 2024 and January 2025.

Pilimmaksaivik engaged with and supported Nunavut Inuit employees by facilitating and fostering the Kittuaq Inuit Employee Network, which promotes and cultivates discussions on the lived experiences of Nunavut Inuit employees. In 2024-25, four Kittuaq Network meetings took place, with meeting minutes securely recorded and stored to maintain a safe space for participants.

In 2024-25, Pilimmaksaivik enhanced investments in Nunavut Inuit employees through the implementation and coordination of whole-of-government special in-service and pre-employment training activities, coordinated Nunavut Inuit employee retention efforts through multi-year education agreements, and coordinated with departments to support Nunavut Inuit employees in their Inuktut language revitalization. Key achievements include:

• Opened a new Pilimmaksaivik workspace in Iqaluit, Nunavut. This space allows for Nunavut Inuit to partake in workshops on resume writing, receive support with applying to GC jobs, and participate in in-service training program;
• Supported nine Nunavut Inuit federal employees in 2024-25 to pursue multi-year, formal postsecondary education through the Ilipalliianniq Education Support Fund. As of 2024-25, the fund has supported a total of 14 Nunavut Inuit federal employees;
• Delivered the Sivuliqtiunirmut Ilinniarniq Leadership Training program, which saw 16 Nunavut Inuit federal employees successfully complete training. Pilimmaksaivik will continue to expand the program with a goal of having 80 participants complete training by 2033; and,
• Provided five Nunavut Inuit federal employees support to pursue Inuktut language training.

In 2024-25, Pilimmaksaivik coordinated and supported departments in the implementation, monitoring, and reporting on renewed Inuit Employment Plans, as well as in the development of a whole-of-government Pre-Employment Training Plan. Highlights of Pilimmaksaivik's work include:

• Contributing to the development and finalization of the Terms of Reference for the Oversight Committee for the Tripartite Framework on Pre-Employment Training. The Committee has the authority to approve Canada's Pre-Employment Training Plans, which are expected in FY 2026-27.
• Conducted a review of existing federal pre-employment training supports and plans, and identified the occupational groups, categories, and skills most in demand by departments in Nunavut.

Businesses are Developing in the Territories

CanNor supports capacity-building and growth of Northern and Indigenous businesses, including SMEs, through training opportunities, advisory services, and flexible contribution programs. The objective is to encourage a competitive, diverse Northern business sector with a strengthened capacity for innovation.

In 2024-25, CanNor emphasized support for key businesses operating in priority areas of the Northern economies, including housing and resource sectors. CanNor delivered funding to support Indigenous and non-Indigenous communities, SMEs and not-for-profit organizations in developing local tourism products and experiences throughout the territories.

Through the Regional Economic Growth through Innovation (REGI) program, CanNor used targeted funding to:

• Support innovators and entrepreneurs with starting and growing their businesses;
• Increase the competitiveness of northern SMEs;
• Improve productivity;
• Support technology development and commercialization;
• Advance AI adoption;
• Pursue new approaches to closing the housing gap in the North;
• Attract investment and talent; and,
• Advance market diversification for businesses in the North.

Results achieved:

• Funded 18 projects for a total of $5.5 million. Examples include:
  • Contributed $11,500 in 2024-25 (with future funding in 2025-26) to the Yukon Assembly of First Nations to support the Assembly in hosting a conference in Whitehorse in April 2025 to explore Indigenous economic opportunities relating to Arctic security and defence investments in the North. This project boosted local revenue through attendance at the conference, as well as built capacity for Yukon First Nations and empowered Indigenous-owned businesses, communities and organizations to seize emerging economic opportunities in the security and defence sectors.
  • Contributed $218,382 in 2024-25 to Makerspace YK (in addition to $298,715 provided in FY 2023-24, with a further $215,847 allocated for FY 2025-26) to support upgrades to their facility in Yellowknife, Northwest Territories, to enhance its accessibility for members and community users. This facility supports entrepreneurs and start-ups with learning and networking opportunities through shared spaces and programs. Planned improvements include youth STEM programming and safe equipment use, marketing skill development, physical upgrades for accessibility and security, and expanded equipment for users.
  • Delivered $80,000 in funds to Kivalliq Alternative Energy Ltd to develop a comprehensive Community Energy plan for Chesterfield Inlet. The project is expected to position Chesterfield Inlet as a site for a 100% Net-Zero carbon electrical system and facilitate the creation of new jobs.

Through the Tourism Growth Program (TGP), CanNor funded 12 projects for approximately $800,000 to advance economic diversification by supporting and growing the tourism industry in the territories. For example, CanNor contributed $250,000 to Arctic Bay Adventures Ltd. to upgrade their equipment, expand workforce skills development, and enhance their service capacities, thereby growing the eco-tourism industry in Nunavut.

In addition, CanNor capitalized on the diverse range of economic opportunities that exist in the territories through the four funding streams of its flagship program, IDEANorth:

• Stream 1 – Sector and capacity development: Foundational investments to advance key economic sectors with growth potential in the territories, including innovation, tourism, and fisheries.
• Stream 2 – Business scale-up and productivity: Targeted investments to SMEs, with particular focus on expanding operations in key sectors, including SMEs participating in the housing sector, infrastructure, and the critical minerals supply chain.
• Stream 3 – Small-scale economic infrastructure: Small-scale economic infrastructure development through construction of new or improved community spaces that build the economy, and provide opportunities to enhance collaboration, foster capacity-building and encourage growth of business.
• Stream 4 – Large-scale economic infrastructure studies: Foundational economic infrastructure investments in the areas of energy, transportation, and fibre optics.

Results achieved:

• Through IDEANorth, CanNor funded 169 projects for approximately $30 million. Some examples are:
  • $2,000,000 to Nunavut Nukkiksautiit Corporation (with a further $4,000,000 allocated for FYs 2025-26 through 2028-29) to fund Phase roman numeral 3III front-end engineering and design work for of the Iqaluit Nukkiksautiit Project (Iqaluit Hydro). This includes gathering field data, navigating regulatory processes, conducting engineering and design work, developing financial models, and maintaining public engagement. The completed project will feature a 15–30-megawatt traditional waterpower project located about 60 kilometers northeast of the City of Iqaluit, strengthening energy independence and sovereignty, driving economic growth and creating meaningful job opportunities in the region.
  • $531,530 to the Pinnguaq Association in Nunavut (in addition to $1,066,540 funded in FYs 2023-24 and 2023-24) to design and develop digital competencies programs to address labour market shortages in the information technology (IT) sector. The program will provide educational training programs, mentorship, and employment opportunities for an anticipated 600 trainees over the next three years, as well as establish a production studio office and renovate the Iqaluit Makerspace. Overall, this program will provide Nunavummiut with the skills and training necessary to participate in the digital economy.
  • $903,046 to EntrepreNorth (in addition to $191,795 provided in FY 2023-24, with a further $2,635,756 allocated for FYs 2025-26 through 2027-28) to continue support for a 5-year project to build tools and programs for Indigenous entrepreneurs across the North. The project aims to support Indigenous entrepreneurs in overcoming barriers, including long-standing gaps in education levels, employment rates, and income levels between Indigenous and non-Indigenous populations. The project is focused on entrepreneurial training, social finance, network support and professional business start-up services. It is anticipated to create new jobs across the North, generate tens of millions in private capital investment, and expand access to important resources, workshops and programming for Indigenous entrepreneurs.
  • $2,306,568 to Sakku Properties Limited (with a further $407,041 allocated for FY 2025-26) for the construction of the Scandinavian Industrialized Building Systems (SIBS) Modular Housing Factory in Aviat, Nunavut. This project will increase access to affordable housing for Nunavummiut, improve the housing supply chain, and increase the number of skilled workers in the Kivalliq region. Once completed, the factory is expected to create 40 new jobs and foster a local pool of skilled trades persons by hosting a Red Seal training program.
  • $200,000 to Nunavut Fisheries Association (in addition to $400,000 provided in FYs 2022-23 and 2023-24) for the Nunavut Fisheries Development Research Initiative. This three-year project aims to understand the movements of Greenland halibut, support stock assessments and management, and improve understanding of bycatch species. In so doing, this project will advance knowledge of the population structure of important species for Nunavut's commercial fishing industry. In turn, this will drive advancement of Nunavut's inshore and offshore fishing industry and inform future commercial quota conversations.
  • $650,000 to the Naha Dene Development Corporation (with $46,000 allocated for FY 2025-26) to fund the acquisition of a refrigerated truck, a delivery truck and two additional pick-up trucks. This additional equipment will improve food supply logistics, establish a food delivery service, and generate revenue through truck rentals in the Dehcho Region of Northwest Territories. This project will create new jobs, ensure effective scaling-up of hospitality services in the region during a period of potential economic and demographic growth, deliver fresh produce to local workers, improve food security in the local community, and reduce economic leakage in the North.
  • $96,697 to Metcor Inc. (with a further $1,550,549 allocated for FYs 2025-26 and 2026-27), to fund the construction of the François Beaulieu roman numeral 2II Facility in Yellowknife, Northwest Territories; a multi-purpose modular building that will enable the North Slave Métis Alliance to substantially increase its operations in mine remediation. The facility will include office space, temporary worker accommodations, a laboratory for environmental sample processing, and heated storage for equipment and vehicles. This infrastructure project supports the socio-economic participation of the North Slave Métis Alliance in major environmental projects, such as the Giant Mine Remediation Project, while increasing local job opportunities and capacity within the environmental, engineering, and remediation sectors.
  • $15,500 to Lateral Kindness Inc. in Yukon (in addition to $22,000 provided in FY 2023-24) for the development of a new web platform, along with new training videos and curriculum material to support the completion of their masters-level lateral kindness program on reducing violence and creating safe spaces within Indigenous workplaces and communities. The project will enhance the company's program delivery, create one new full-time job and three to four part-time jobs, and bring up to 60 new annual visitors to the territory for in-person training sessions.

Efficient and Predictable Environmental Review Process in the Territories

At CanNor, the Northern Projects Management Office (NPMO) works with industry, territorial governments, communities, Indigenous groups, and other partners to promote 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 First Nations, Inuit, and Métis participation as well as 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 2024-25, NPMO focused on working with proponents, regulatory boards and partners to ensure the Duty to Consult with Indigenous Peoples was met, and that major projects moved in a timely manner.

Results achieved:

• Oversaw and coordinated Crown consultations for 15 major projects, including eight in Yukon, four in the Northwest Territories and three in Nunavut. Given the multi-year nature of impact assessments, some of these projects were carried over from 2023-24.
• Ensured the Duty to Consult with First Nations, Inuit and Métis peoples is met. Examples include engaging in Crown consultations with Inuit communities and organizations for the Mary River Steensby project by Baffinland Mines Corporation for the construction of a port and railway on Baffin Island.
• Led federal coordination for regulatory approvals of the Mary River Steensby Port and Railway project—NPMO's first time supporting a clean growth major project throughout the regulatory stage. By convening regular interdepartmental discussions, NPMO conveyed Inuit concerns, and ensured a unified federal effort to meet the project's complex regulatory and consultation requirements.
• Hosted the Pan-Territorial Environmental Assessment and Regulatory Board Forum, convening federal departments and territorial governments to address shared challenges, exchange best practices, and strengthen coordination on Crown consultations and the timely progression of major projects.
• Convened 39 formal meetings with northern businesses, mining companies, territorial governments and international companies and governments at major events, including the Yukon and Northwest Territories Geoscience Fora, the Prospectors and Developers Association of Canada's Trade Show and the Association for Mineral Exploration's "Roundup" conference.
• Provided 52 companies with advisory services including issues management and support in the environmental assessment and governance processes in the territories.

Table 2: Snapshot of resources required for Economic Development in the Territories

Table 2 provides a summary of the planned and actual spending and full-time equivalents required to achieve results.

The Finances section of the Infographic for CanNor on GC Infobase and the People section of the Infographic for CanNor on GC Infobase provide complete financial and human resources information related to its program inventory.

Gender-based Analysis Plus

CanNor continues to implement its ongoing commitment to the advancement of GBA Plus objectives through our programs and initiatives. CanNor assessed all new programming through a GBA Plus lens. CanNor continues to support GBA Plus initiatives and training.

United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals

CanNor tabled its Departmental Sustainable Development Strategy that will help advance the Government's commitment to implement the United Nations 2030 Agenda for Sustainable Development.

In 2024-25, 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. Through its Northern Isolated Community Initiatives fund, 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 investment contributed to SDG 8. Through IDEANorth program CanNor supported impactful and inclusive skills-based capacity development projects across Canada's northern territories, including projects that promoted job creation, entrepreneurship and innovation and increased the productivity and sustainability of northern SMEs.

SDG 10: Advance reconciliation with Indigenous peoples and take action to reduce inequality.

• CanNor's investment contributed to SDG 10. Through the Northern Indigenous Economic Opportunities Program, CanNor supported northern Inuit, Métis and First Nations communities and businesses to develop capacity to participate in economic opportunities, including resource development. Through this program, CanNor helped address information and knowledge gaps in territorial Indigenous economic ecosystem; and empower Indigenous community-owned businesses, private Indigenous businesses and Indigenous entrepreneurs to capitalize on emerging sectors.

In 2024-25, through its internal policies, CanNor supported the advancement of the following SDGs and targets:

SDG 10: Advance reconciliation with Indigenous peoples and take action to reduce inequality.

• CanNor supported the advancement of SDG 10 by ensuring Indigenous communities are engaged in the development of new policies and programs. For example, two evaluations for NPMO and Pilimmaksaivik were under process in 2024-25, both of which involved thorough consultations with Indigenous organizations.

SDG 12: Reduce waste and transition to zero-emission vehicles.

• CanNor supported SDG 12 by working with Indigenous Service Canada to ensure all procurement and materiel management specialists were trained in green procurement.

SDG 13: Take action on climate change and its impacts.

• CanNor supported SDG 13 by identifying relevant employees to train on assessing climate change impacts, undertaking climate change risk assessments, and developing adaptation actions.

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.

Table 3: Resources required to achieve results for internal services this year

Table 3 provides a summary of the planned and actual spending and full-time equivalents required to achieve results.

The Finances section of the Infographic for CanNor on GC Infobase and the People section of the Infographic for CanNor on GC Infobase provide complete financial and human resources information related to its program inventory.

Table 4: Total value of contracts awarded to Indigenous businesses^{Table note 1}

As shown in Table 4, the Canadian Northern Economic Development Agency awarded 12.27% of the total value of all contracts to Indigenous businesses in FY 2024-25.

In 2024-25, CanNor exceeded the minimum 5% target set by the Government of Canada and awarded 8.63% of contracts to Indigenous businesses. In its 2025-26 Departmental Plan, CanNor estimated that it would award 34% of the total value of its contracts to Indigenous businesses by the end of 2024-25. CanNor's results did not align with this forecast because, given the relatively small number of contracts the Agency awards annually, the inclusion or exclusion of a single contract can significantly influence the percentage of contracts awarded to Indigenous businesses

CanNor outsourced its procurement services through a Memorandum of Understanding with Indigenous Services Canada (ISC). In collaboration with ISC, CanNor:

• Examined planned procurements to identify opportunities for Indigenous businesses;
• Supported the participation of Indigenous businesses to compete for contract awards;
• Contributed to the enhancement of oversight, planning and reporting mechanisms specific to Indigenous procurement; and,
• Ensured that reports on performance against the mandatory minimum target have been approved by the department's deputy head and submitted to ISC within six months after fiscal year-end.

In addition, the Agency continued to implement measures to meet the requirements of the Directive on Government Contracts, including those related to Real Property Leases. These efforts aimed to provide reasonable support and assistance to Inuit firms, enabling them to compete for government contracts, while also advancing Green Procurement initiatives.

Table 5: Actual three-year spending on core responsibilities and internal services (dollars)

Table 5 shows the money that CanNor spent in each of the past three FYs on its core responsibilities and on internal services.

Table 6: Planned three-year spending on core responsibilities and internal services (dollars)

Table 6 shows CanNor's planned spending for each of the next three years on its core responsibilities.