I did not prepare any remarks separate from those of the minister. At CanNor, we have made what I would call considerable progress.
I think you will recall our priorities from the get-go--you may not recall, but I certainly recall--and the first one was we needed to ensure we were delivering, that there was a smooth transition in the program delivery, and we've continued to do that. I can go into a little bit more detail perhaps later on in the question period with respect to some of the progress we've made on our programs.
I'm proud to say that in this first year, a transition year, we've committed 98% of our funding, and we anticipate we will have spent 80% of it in this fiscal year. So that's something we were very focused on and I'm very pleased to say we've accomplished. We're also busy setting up the agency. Essentially all the foundation pieces are either in place or about to be in place, and our report on plans and priorities has been tabled through the minister and we're very pleased with that.
We also have an integrated business plan, which we are starting to put the final touches to. It's a three-year plan, which will drive our business over the next while.
We also have an HR strategy, which is especially important for CanNor because we want to be very representative of the people we serve, so we have the strategy and we're starting to implement it.
We have a plan to move. The headquarters are established in Iqaluit, but we need to move more people there over time, and that is of course dependent on having accommodation in Iqaluit. Those of you who visited Iqaluit last fall will know that, first of all, accommodation is very tight and we are now sharing with INAC, but we do have a request for a proposal for appropriate accommodation for CanNor headquarters over the next little while and we're hoping to have results. This is all managed by Public Works.
We also had undertaken to launch the northern project management office as soon as possible. This is going to be launched in the coming weeks, as we undertook to do. We're very excited about this, because we think there's potential for this project management office to really make a difference, first of all, to proponents who are trying to navigate the regulatory system in terms of all the permits and the environmental steps they have to go through with respect to their projects. Having situated this office at CanNor allows us to, wearing our economic development hat, see what linkages we could make in terms of economic development and how we can make economic development opportunities available to communities in the context of these projects. So that is happening in the next little while.
The last thing is we have been working really hard to build relationships across the north. As I was saying the last time, Michel, my vice-president, and I were both new to the north, so we needed to build relationships, but we're very thankful that most of the staff across the regional offices are northerners and have been established in the north for a long time, so they had great working relationships with people in the north and that has been very helpful to us. So we're continuing to build these relationships.
We're also building linkages into the federal government, because we realize we may have a certain amount of money to spend, which we're happily spending, but we need to ensure that we take advantage of the fact that the federal government as a whole is spending quite a bit of money in the north. So our role is to ensure that we can develop opportunities based on all this other funding that's being committed in the north and ensure that our agency can help communities, help territorial governments, aboriginal and Inuit groups take advantage not only of our spending, but the spending of the federal government as a whole across the north.
This capacity is something we need to develop, but I think that potentially we can have a very powerful impact.
I will stop there. Sorry.
