Program directory · Innovation, Science and Economic Development Canada
Economic Development in Northern Ontario
- Program code
- BNN04 (ISC)
- Core responsibility
- People, Skills and Communities
- In Departmental Plans
- 2018-19 – 2021-22 · Appeared and later dropped
What it does
The Economic Development in Northern Ontario program promotes economic development and diversification, job creation, and sustainable, self-reliant communities in Northern Ontario. This is achieved by providing transfer payments to small- and medium-sized enterprises and not-for-profit organizations, including municipalities, municipal organizations, community development organizations and research institutions, in the following priority areas: community economic development, business growth and competitiveness, and innovation. This program uses funding from the following transfer payments: Northern Ontario Development Program, Community Futures Program, and Economic Development Initiative. This program supports the departmental result “People and communities from all segments of Canadian society participate in the economy” under the People, Skills and Communities core responsibility and includes the following transfer payments: Northern Ontario Development Program, Community Futures Program, Economic Development Initiative, Regional Economic Growth Initiative, and Regional Relief and Recovery Fund.
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2018-19. The data does not record when a program was created; it may be older than its first appearance here, which is limited by the sources (program spending starts in 2010-11, Departmental Plans in 2018-19).
| Program | Relation | Years with data | Actual spending over those years |
|---|---|---|---|
| Economic Development in Northern Ontario | This program | 2018-19 – 2023-24 | $311M |
No earlier or later program in the same department has a similar name.
Significant changes in scope and budget
Detected from the data: renames between plans, programs it appears to replace, merge with or split into (matched by name), year-over-year changes in spending of at least 25% and $5M, or in employees of at least 20% and 25 FTEs, linked budget measures, and results indicators added or dropped.
| Year | What changed | Source |
|---|---|---|
| 2020-21 | Spending $141M, against $68.3M in 2019-20 (+107%). | Actual spending (GC InfoBase) |
| 2021-22 | Employees (FTEs) 29, against 75 in 2020-21 (−61%). | FTEs (GC InfoBase) |
| 2021-22 | Spending $43.7M, against $141M in 2020-21 (−69%). | Actual spending (GC InfoBase) |
| 2022-23 | Planned employees (FTEs) 71, against 29 in 2021-22 (+145%). | FTEs (GC InfoBase) |
| 2022-23 | Planned spending $61.1M, against $43.7M in 2021-22 (+40%). | Latest Departmental Plan |
Success criteria
The program's indicators from its department's Departmental Results Framework: the target set in each year's plan, and the result reported the following year. Source: GC InfoBase.
Historical: targets against results
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≥ $2 | 2019 | $2 The results for leverage were below the target largely due to lower than expected amounts leveraged through the Community Futures Program. Although the program saw an increase in the number and dollar value of loans from previous years, Community Futures Development Corporations (CFDCs) have reported that a number of factors have impacted overall leverage. These include fewer partnerships in the… | Not met |
| 2019-20 | ≥ $2 | 2020 | $2 The results were below the target largely due to lower than expected amounts leveraged through the Community Futures Program. Although the program saw an increase in the number and dollar value of loans from previous years, Community Futures Development Corporations (CFDCs) have reported that a number of factors have impacted overall leverage. These include fewer partnerships in the loan deals, w… | Not met |
| 2020-21 | ≥ $2 | 2021 | $2 Target achieved largely due to strong leveraging through the Northern Ontario Development Program (NODP) and Regional Economic Growth through Innovation (REGI), but tempered by lower than expected amounts leveraged through the Community Futures Program (CFP). Although the program saw an increase in the number and dollar value of loans from previous years, Community Futures Development Corporation… | Met |
| 2021-22 | ≥ $2 | 2022 | $1 The result captures the period between April 1, 2021 and August 12, 2021 when FedNor was part of ISED. The variance is due to FedNor's delivery of COVID-19 temporary economic relief and recovery programming, which decreased the leverage effect as many of the projects supported through the temporary programs were funded by FedNor at or near 100%, as allowed in the program Terms and Conditions. | Not met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≥ 3,100 | 2019 | 3,743 | Met |
| 2019-20 | ≥ 3,100 | 2020 | 5,204 | Met |
| 2020-21 | ≥ 3,550 | 2021 | 11,163 The result exceeded the target. This was largely due to strong job creation and maintenance through the Northern Ontario Development Program (NODP) and robust job maintenance through the Regional Relief and Recovery Fund (RRRF). As well, the Community Futures Program reported strong jobs results exceeding their target of jobs created or maintained by 219%. | Met |
| 2021-22 | ≥ 3,550 | 2022 | 2,376 The full-time equivalent job figure provided captures the period between April 1, 2021 and August 12, 2021 when FedNor was part of ISED. The result provided for that time period indicates a strong likelihood that the target would be exceeded over the full year-term, as a result of FedNor's delivery of COVID-19 temporary economic relief and recovery programming. | Not met |
Current: the 2026-27 plan's targets
No indicators in the 2026-27 plan.
Future goals: targets due after 2026-27
No targets with a later due date.
Spending and employees: planned against actual
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | $55.6M | $58M |
| 2019-20 | $64.1M | $68.3M |
| 2020-21 | $64.9M | $141M |
| 2021-22 | $81.7M | $43.7M |
| 2022-23 | $61.1M* | — |
| 2023-24 | $46M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 68 | 67 |
| 2019-20 | 69 | 73 |
| 2020-21 | 72 | 75 |
| 2021-22 | 76 | 29 |
| 2022-23 | 71* | — |
| 2023-24 | 71* | — |
Planned spending, plan by plan
Each row is one year's Departmental Plan and its forecast for the next three fiscal years; read a column down to see how the forecast for one year changed. The last row is what was actually spent. Click an amount for its source. Biggest changes in federal spending plans
| Plan | 2018-19 | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 |
|---|---|---|---|---|---|---|
| 2018-19 plan | $55,586,424 | $55,608,024 | $55,608,024 | |||
| 2019-20 plan | $64,059,467 | $61,088,467 | $61,221,466 | |||
| 2020-21 plan | $64,874,998 | $61,065,095 | $56,111,612 | |||
| 2021-22 plan | $81,718,765 | $61,069,201 | $46,001,766 | |||
| Actual | $58,038,670 | $68,286,195 | $141,070,671 | $43,699,008 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
