ARCHIVED - RPP 2006-2007
Indian and Northern Affairs Canada, Canadian Polar Commission and Indian Specific Claims Commission

• Previous Page
• Table of Contents
• Next Page

This page has been archived.

SECTION II — ANALYSIS OF PROGRAM ACTIVITIES BY STRATEGIC OUTCOME

The department's program activities contribute to strategic outcomes or long-term results in support of the department's mission and the priorities of the Government of Canada outcome table. Strategic outcomes also provide the basis for horizontal linkages with other federal departments.

The department's Program Activity Architecture (PAA) (Figure 1) outlines four program-related strategic outcomes: the Government, the People, the Land and the Economy. Activities for northern programs cut across all four program-related strategic outcomes.

A fifth program-related strategic outcome sets program activities for the Office of the Federal Interlocutor.

Although the North is not a program activity identified on its own in the department's PAA, activities related to the North have been included under the program activities, reflecting the complex nature of federal interests in the North.

The PAA also includes one management-related strategic outcome to reflect the contribution of departmental management and administration. Because so much of Indian and Inuit programming is delivered by First Nations and Inuit — hence INAC's role in the transfer of funds — the management-related strategic outcome is an essential component to achieving the department's vision.

Allocation Methodology Within the government budget process, departments do not receive money specifically for departmental management and administration; funds are allocated to strategic outcomes and program activities. From this perspective, INAC is in a special situation, given that it is primarily in the business of transferring funds to third parties for the delivery of programs meeting its objectives and mandate. As such, it has to ensure the proper administration of these transfers, undertake monitoring and accountability activities, and provide policy advice and other services (e.g., litigation management). As such, INAC may allocate a significantly higher proportion of staff to Departmental Management and Administration activities than other departments might. It should be noted, however, that the proportion of INAC's total budget allocated to Departmental Management and Administration amounts to less than 5 percent, which is comparable to other departments. Allocating Departmental Management and Administration resources to program activities will, in most cases, distort the real picture of the resources in place to deliver program activities since the programs are largely delivered by third parties. The difference between the direct resources allocated to the program activities and the resources that have to be attributed to the activities on the basis of a corporate cost allocation model have therefore been noted in the following financial tables.

Strategic Outcome: The Government

This long-term goal envisions: capable, effective, sustainable and representative First Nations and Inuit governments; capable, effective and sustainable institutions controlled by First Nations and Inuit and responsive to community needs, with the professional capacity to support increasingly self-reliant communities and governments; and co-operative intergovernmental relations in pursuit of shared objectives. Under this strategic outcome, activities support good governance, effective institutions and co-operative relationships as the foundation for self-reliant First Nations, Inuit and Northerners. Building trust and effective accountability between First Nations and Inuit and their governments is a prerequisite to success. In the North, the role of the federal and territorial governments and the evolving Aboriginal governance structures create a complex operating environment. Getting the mix right is a necessary component for progress toward this outcome.

Financial and Human Resources by Strategic Outcome: The Government

	2006–07	2007–08	2008–09
Financial Resources ($ millions)
Direct	858.7	816.9	806.7
Attributed	44.5	50.2	51.7
Total	903.2	867.1	858.4
Human Resources (FTEs)
Direct	551.2	554.2	539.7
Attributed	401.1	450.0	460.7
Total	952.3	1,004.2	1,000.4

Due to rounding, figures may not add to the totals shown.

Program Activity: Governance and Institutions of Government

Effective governance and institutions are the cornerstones of sustainable First Nations and Inuit governments and healthy First Nations and Inuit communities. Individual First Nations and Inuit communities are at different stages of development in the context of self-government. Departmental initiatives and activities strive to respond to diverse needs of First Nations and Inuit for governance capacity and to support First Nations and Inuit communities in implementing strong, effective and sustainable governments over the longer term.

Expected Results:

• Innovative and equitable fiscal relationships with First Nations and Inuit governments and communities.
• Strengthened First Nations, Inuit governance capacity.
• Development of First Nations and Inuit institutions, including those that facilitate and support the development of governance capacity.

Performance Indicators:

• Funding agreements that respond to First Nations and Inuit governments and communities needs and are matched to their governance responsibilities and capacities.
• Legislative, policy and programming initiatives under agreed-upon joint processes in place
• New institutions created that facilitate and support the development of governance capacity
• Successful implementation of the National Centre for First Nations Governance and the four institutions established under the First Nations Fiscal and Statistical Management Act.

Financial and Human Resources by Program Activity: Governance and Institutions of Government

	2006–07	2007–08	2008–09
Financial Resources ($ millions)
Direct	611.0	601.7	609.2
Attributed	30.9	36.2	38.2
Total	641.8	637.9	647.3
Human Resources (FTEs)
Direct	105.0	105.0	105.0
Attributed	284.9	329.3	345.6
Total	389.9	434.3	450.6

Due to rounding, figures may not add to the totals shown.

Contribution to Departmental Priorities:

Priority: Accountability and Capacity Building
Plans	Milestones/Timeframes
Strengthen recipients' capacity by providing targeted funding under the Professional and Institutional Development program for activities related to the development and implementation of remedial management plans.	Fall 2006: Access Budget 2006 funding.
	December 2006: Begin funding approved projects.
Implement fully the First Nations Fiscal and Statistical Management Act.	March 2007
Increase funding for the Aboriginal Financial Officers Association for programs and activities related to remedial management plans.	Fall 2006; Seek approval to access Budget 2006 funding.
	December 2006: Begin funding approved projects.

Program Activity: Co-operative Relationships

Together, federal, provincial and territorial governments and First Nations and Inuit governments and institutions are building the foundation for co-operative relationships by: negotiating and implementing land claims and self-government agreements; engaging in consultation and policy development; mutually exploring Historic Treaties; and putting in place mechanisms and tools that allow all parties to work together to identify priorities for action.

Negotiations and agreements help to create favourable conditions for socio-economic and cultural growth of communities. Negotiations fulfil constitutional obligations, address historic lawful obligations, promote mutual respect and reconciliation, build partnerships, help define common agendas and reduce conflict. Agreements give First Nations and Inuit the tools they need to improve their economic and social well-being and support their cultures.

Expected Results:

• Increased clarity and certainty over lands and resources.
• Establishment of First Nations and Inuit governments accountable to their citizens.
• Outstanding historical lawful obligations addressed
• Implementation of land claims and self-government agreements
• Productive land claim and self-government negotiations
• Identification, clarification and resolution of policy issues

Performance Indicators:

• Reduction in disputes over rights to lands and resources
• Number of First Nations and Inuit governments operating under self-government agreements
• Resolution of specific claims
• Implementation activities carried out in accordance with the implementation plans
• Achievement of deliverables and key milestones identified in all parties agreed upon work plans (i.e., key issues resolved; agreement chapters completed; constitutions completed; agreements completed: interim measures, framework, agreement in principle, final)
• Development of new policies, guidelines and tools, and the provision of ongoing support to negotiators.

Financial and Human Resources by Program Activity: Co-operative Relationships

	2006–07	2007–08	2008–09
Financial Resources ($ millions)
Direct	237.0	204.4	186.8
Attributed	13.0	13.3	12.8
Total	250.0	217.8	199.6
Human Resources (FTEs)
Direct	392.2	395.2	380.7
Attributed	110.9	114.6	108.7
Total	503.1	509.8	489.4

Due to rounding, figures may not add to the totals shown.

Strategic Outcome: The People

According to socio-economic indicators, First Nations and Inuit are among the most disadvantaged groups in Canada. Activities within The People Strategic Outcome, which focus primarily on Aboriginal peoples on reserve, support the commitment to improve socio-economic well-being by promoting access to a range and level of services that are reasonably comparable to those enjoyed by Canadians living off reserve in similar circumstances. This strategic outcome also supports enabling First Nations and Inuit control, and eventual jurisdiction, over the policies, programs and services that most directly affect individual and family well-being. Together, the activities under this strategic outcome create a continuum of essential services throughout an individual's life. The management of individual affairs — from the registration of eligible persons as Indians to estate administration and the fulfilment of statutory and treaty obligations — is a foundational service. Educational services promote the empowerment of the individual. Social services ensure that individuals have the necessities of life. Healthy individuals contribute to safe, stable and healthy families and communities. By ensuring that basic needs are met, and by focusing on education, this strategic outcome looks at key socio-economic indicators to effect real change.

Financial and Human Resources by Strategic Outcome: The People

	2006–07	2007–08	2008–09
Financial Resources ($ millions)
Direct	2,979.8	3,189.5	3,276.1
Attributed	153.5	186.9	200.8
Total	3,133.4	3,376.4	3,476.8
Human Resources (FTEs)
Direct	222.0	216.0	216.0
Attributed	1,417.3	1,700.5	1,816.9
Total	1,639.3	1,916.5	2,032.9

Due to rounding, figures may not add to the totals shown.

Program Activity: Managing Individual Affairs

The Minister of Indian Affairs and Northern Development, in accordance with the Indian Act, has responsibilities with respect to maintaining the Indian Register, registration of Indians and the issuance of Certificates of Indian Status, membership, the management of trust funds, estates management, and the payment of treaty annuities and allowances.

Expected Results:

• A complete, accurate and current Indian Register.
• Secure Certificates of Indian Status issued to eligible individuals.
• Devolution of control of section 10 membership lists (i.e., those that are managed/controlled by the First Nations , and not by the department) to First Nations (see http://www.ainc-inac.gc.ca/ps/lts/nelts/reme/tcm-eng.html).
• Responsibilities and functions of the Office of the Indian Registrar are delegated to regions and First Nations Indian Registration Administrators.
• Effective professional administration of individual moneys (for minors/incompetent adults) held in the Consolidated Revenue Fund.
• First Nations and First Nations individuals are well informed and able to manage their estates effectively/capably, and the final affairs of deceased individuals are settled in a timely, sensitive and professional manner (in cases involving INAC).
• Treaty annuity and allowance obligations met.
• A professional First Nations public service that manages and operates First Nations institutions.
• A new band creation policy.

Performance Indicators:

• Complete, accurate and current section 11 band lists (i.e., those that are managed/controlled by the department, and not by First Nations).
• Number of Certificates of Indian Status Cards issued.
• Number of First Nations exercising control of section 10 membership lists.
• Number of Indian Registration Administrators and types of tasks performed.
• Number of estates settled and time required to conclude settlement.
• Number of estates administered by INAC and number of estates administered by First Nations (or other, non-departmental administrators).
• Number of treaty events held and number of annuitants receiving payments.

Financial and Human Resources by Program Activity: Managing Individual Affairs

	2006–07	2007–08	2008–09
Financial Resources ($ millions)
Direct	15.0	15.0	15.0
Attributed	0.8	0.9	1.0
Total	15.8	16.0	16.0
Human Resources (FTEs)
Direct	73.0	73.0	73.0
Attributed	7.3	8.5	8.9
Total	80.3	81.5	81.9

Due to rounding, figures may not add to the totals shown.

Contribution to Departmental Priorities:

The current status card, a simple, laminated paper card, is highly vulnerable to misuse and counterfeiting, resulting in a conservatively estimated loss to the Government of Canada of $33 million annually (2003–04 dollars) from lost program expenditures and foregone tax revenue. In addition, the degraded legitimacy of the existing card and cases of misuse for illegal border crossings have raised security issues.

Priority: Accountability and Capacity Building
Plans	Milestones/Timeframes
Complete the Indian Registration System/Certificate of Indian Status initiative by introducing nationally a new secure status card and provide ongoing support for its issuance and for maintaining the integrity of the Indian Register.	Procurement process, product development and training plan finalized: March 31, 2007
	Implementation of national print centre and regional and First Nations deployment and training completed: March 31, 2008
	Full market reach and replacement of existing laminated Certificates of Indian Status with new secure cards: March 31, 2011

Program Activity: Education

Education is a key factor in enabling First Nations and Inuit individuals and communities to develop to their full potential and achieve a quality of life comparable to that of other Canadians. The Education Program Activity supports the objectives of increased educational attainment and improving the skills for employability through:

• support for the provision of culturally relevant elementary and secondary education programs and services, including special education;
• opportunities for First Nations and Inuit youth to improve their job skills and acquire work experience;
• provision of financial support for Status Indian and Inuit students for participation in post-secondary education studies; and
• support for First Nations and Inuit cultural education for development of curriculum and activities to preserve and promote Aboriginal languages and cultures.

Expected Results:

• Students residing on reserve have access to elementary and secondary programs and services that are reasonably comparable to programs and services available in public schools in the province or territory in which the reserve is located.
• Students residing on reserve with moderate to profound special education needs have access to elementary and secondary programs and services that are reasonably comparable to those available in public schools in the province or territory in which the reserve is located, which will allow them to maximize their learning potential and learning outcomes.
• Eligible First Nations and Inuit benefit from post-secondary education opportunities.
• Preservation and revitalization of First Nations and Inuit cultures and languages within the education system and through the cultural education centres.

Performance Indicators:

• Number of students completing elementary and secondary school.
• Percentage of eligible students receiving appropriate elementary and secondary special education services (by educational type).
• Number of eligible First Nations and Inuit enrolled in and graduating from post-secondary institutions.

Note: A collaborative process will be undertaken with First Nations to develop a revised set of performance indicators for inclusion in the First Nations Education Management Framework (June 2007). As a result, indicators listed in this document are subject to change.

Financial and Human Resources by Program Activity: Education

	2006–07	2007–08	2008–09
Financial Resources ($ millions)
Direct	1,575.6	1,689.4	1,744.3
Attributed	80.9	98.3	105.5
Total	1,656.5	1,796.7	1,849.8
Human Resources (FTEs)
Direct	133.0	133.0	133.0
Attributed	746.7	894.4	954.9
Total	879.7	1,027.4	1,087.9

Due to rounding, figures may not add to the totals shown.

Contribution to Departmental Priorities:

2006–2009 Departmental Priority: Education
Plans	Milestones/Timeframes
Implement INAC's Education Action Plan.	Develop a draft Education Policy Framework: Spring 2007
	Develop an Education Management Framework: June 2007
	Develop performance indicators, reporting requirements, a data capture tool and performance reporting system: June 2007
	Implement redesigned education compliance regime and guidelines: June 2007
Develop tools to support school-board type services for schools on reserve with a view to increasing local capacity and improving results.	Conduct research and consultations: 2006
	Program design and implementation: 2007

Program Activity: Social Development

This activity supports the safety and well-being of First Nations individuals and families. It involves providing support for the delivery of social services on reserve. Social services include: basic needs, such as food, clothing and shelter; child and family services; non-medical assistance for persons with functional limitations; and family violence prevention. Social services are to be provided at a level that is reasonably comparable to provincial and territorial programs and standards.

Expected Results:

• Eligible clients on reserve receive social services, including income assistance, child and family services, non-medical assistance for persons with functional limitations and family violence prevention services, that are reasonably comparable to services provided by the province or territory in which the reserve is located.
• Children and families on reserve receive culturally sensitive prevention and in-care services.
• On-reserve residents with functional limitations are able to maintain their independence, maximize their level of functioning, and live in healthy and safe conditions.
• Safe family environments on reserve.
• Child poverty on reserve is reduced.
• Social services on reserve are provided in accordance with federal–provincial agreements.

Performance Indicator:

• INAC has initiated a process, in collaboration with First Nations partners, to develop a comprehensive list of performance indicators for all social development programs. Such indicators could include the number of communities where First Nations are designing, implementing and controlling integrated systems, and the number of service agencies managed by First Nations delivery partners.

Financial and Human Resources by Program Activity: Social Development

	2006–07	2007–08	2008–09
Financial Resources ($ millions)
Direct	1,287.2	1,341.4	1,381.7
Attributed	67.5	82.8	89.1
Total	1,354.7	1,424.1	1,470.8
Human Resources (FTEs)
Direct	3.0	3.0	3.0
Attributed	623.1	753.1	806.3
Total	626.1	756.1	809.3

Due to rounding, figures may not add to the totals shown.

Contribution to Departmental Priorities:

2006–2009 Departmental Priority: Women, Children and Family
Plans	Milestones/Timeframes
Expand efforts with respect to family violence prevention (FVP) by:
enhancing prevention programming;	Information dissemination and awareness raising through various media: $4 million by 2010–11
expanding the reach of the FVP Shelter Network to more communities through the construction of new shelters; and	Working with the Canada Mortgage and Housing Corporation, build 8 to 10 new shelters by 2008–09
increasing operational funding to existing shelters.	Increase base funding by $11 million by 2010–11
Review and adapt program authorities relating to First Nations Child and Family Services (CFS) to enable a greater degree of comparability with provincial child welfare programs and services.	Co-ordinate CFS, FVP and early childhood development (ECD) programming at the community level: 2007–08
	Program evaluation completed by March 31, 2007
	Revised performance measurement strategy and compliance methodologies for "reimbursement of actuals" by March 31, 2007
Work with the Assembly of First Nations (AFN) and Native Women's Association of Canada (NWAC) in a consultation process to develop options for a legislative or other solution to matrimonial real property issues; recommendations to be made to the Minister by the ministerial representative.	Ministerial representative will facilitate the consultation process with INAC, NWAC, and AFN to be launched in September 2006
	Consultations concluded: February 2007
	Consensus report: February/March 2007
	Introduction of bill, if appropriate: May 2007
Improve community capacity at Sheshatshiu through implementation of elements of a co-ordinated Labrador Innu Comprehensive Healing Strategy.	Construction of two safe houses, a healing lodge, and a wellness centre: 2006–07
	Create a reserve for Sheshatshiu: 2006–07

Strategic Outcome: The Land

This strategic outcome promotes efficient land management practices that address the Crown's interest in protecting, conserving and managing lands, resources and the environment, in a manner consistent with both the principles of sustainable development and First Nations' aspirations to control their lands and resources. Historically, the federal government has had statutory authority to approve every transaction relating to First Nations reserve lands, resources and environment, and Indian moneys derived therefrom. The department is now committed to moving forward, in partnership with First Nations, from a relationship characterized by dependency to one in which First Nations assume greater jurisdiction, authority and control over their lands, resources and environment. The strategy is to: pursue initiatives to clarify title to lands and resources to facilitate land transactions and enable First Nations to benefit to the maximum extent possible from economic opportunities; support sound horizontal federal stewardship in those areas of responsibility remaining with the federal government during the transition to First Nations governance; and work with interested First Nations to develop the legislative tools and intergovernmental agreements necessary to enable them to assume governing authority and responsibility over their reserve lands, resources and environment.

Financial and Human Resources by Strategic Outcome: The Land

	2006–07	2007–08	2008–09
Financial Resources ($ millions)
Direct	274.5	264.8	167.2
Attributed	14.1	16.2	10.6
Total	288.6	281.0	177.8
Human Resources (FTEs)
Direct	509.6	504.0	495.0
Attributed	130.1	147.0	95.6
Total	639.7	651.0	590.6

Due to rounding, figures may not add to the totals shown.

Program Activity: Clarity of Title to Land and Resources

Clarity of title and expansion of the reserve land base are critical steps toward enabling First Nations to benefit from economic opportunities flowing from access to land and resources. Through means such as comprehensive land claims settlements and Additions to Reserve (ATRs), First Nations are more fully able to realize their economic goals and aspirations.

Expected Results:

• An effective, timely ATR process that responds to community land expansion needs.
• Clarity of title for future land transactions, as a result of comprehensive and specific claim settlements, including ATRs.

Performance Indicators:

• Average length of time required to complete an ATR (total and by category).
• Number of hectares converted to reserve by ATR.
• Number of hectares transferred as a result of comprehensive claims.

Financial and Human Resources by Program Activity: Clarity of Tile to Land and Resources

	2006–07	2007–08	2008–09
Financial Resources ($ millions)
Direct	10.7	6.4	5.8
Attributed	0.6	0.4	0.4
Total	11.3	6.8	6.1
Human Resources (FTEs)
Direct	22.5	22.5	16.5
Attributed	5.2	3.6	3.3
Total	27.7	26.1	19.8

Due to rounding, figures may not add to the totals shown.

Program Activity: Responsible Federal Stewardship

Responsible federal stewardship on reserve means supporting sound practices in those areas of responsibility remaining with the federal government with the following aims: to protect the health and safety of First Nations people; to preserve the environmental integrity of reserve lands; to ensure sustainable economic development and sound resource management; and to carry out core activities under the Indian Act and the Indian Oil and Gas Act.

During the transition to First Nations governance, the first priority will always be to invest in building First Nations institutions, capabilities and authorities. Ongoing risk assessment will be undertaken to determine where exceptional investments are required to strengthen federal stewardship on reserve. Examples of federal stewardship initiatives include the implementation of the First Nations Commercial and Industrial Development Act, the proposal to modernize the Indian Oil and Gas Act, proposed national additions to reserve legislation, work with other federal departments and agencies to provide First Nations with proper authority and capacity for environmental assessment and protection on reserve, and modernization of the Lands Registry.

Expected Results:

• Modernized policies, procedures, risk management and accountability framework, and legislation.
• Reduced number of contaminated sites.
• Implementation of the First Nations Commercial and Industrial Development Act.

Performance Indicators:

• Average number of days to register a transaction in the Indian Lands Registry (total and by type).
• Percentage reduction in Class 1 and 2 contaminated sites liabilities.
• Number of First Nations Commercial and Industrial Development Act tripartite agreements, regulations and leases.

Financial and Human Resources by Program Activity: Responsible Federal Stewardship

	2006–07	2007–08	2008–09
Financial Resources ($ millions)
Direct	54.8	45.3	43.1
Attributed	2.5	2.4	2.5
Total	57.3	47.7	45.6
Human Resources (FTEs)
Direct	108.2	106.0	106.0
Attributed	22.6	22.2	22.3
Total	130.8	128.2	128.3

Due to rounding, figures may not add to the totals shown.

Contribution to Departmental Priorities:

2006–2009 Departmental Priority: Accountability and Capacity Building
Plans	Milestones/Timeframes
Implement the Environmental Stewardship Strategy.	Develop a federal policy for regulating activities on reserve in the context of the Smart Regulations Initiative: 2006–07
	Implement internal Environmental Performance Framework: 2006.
Implement Reserve Lands and Environment Management Program	Delivery of general training: 2006–07
	Delivery of technical training: 2006–07
Modernize the Indian Oil and Gas Act and Regulations.	Complete draft of legislation: 2006–07
	Complete drafting of regulations: 2007–08
Implement the First Nations Commercial and Industrial Development Act (FNCIDA).	Coming into effect of FNCIDA: April 1, 2006
	Completion of Management Control Framework: 2006–07
	Project recognition and tripartite agreements for Fort McKay and Fort William projects: 2006–07
	Completion of regulations for Fort McKay and Fort William projects: 2007–08

2006–2009 Departmental Priority: Housing
Plans	Milestones/Timeframes
Modernize the Indian Lands Registry System (ILRS).	Digitize records: 2006–07
	Integrate and harmonize ILRS information with Canada Lands Survey Records administered by Natural Resources Canada: 2006–07 and 2007–08
	Review of ILRS and identification of land registration options and models: 2006–07
	Consultations with Regions and First Nations organizations: 2006–07 and 2007–08
	Business analysis and software development: 2007–08
	Training of First Nations people to use the modernized system: 2008–09
Design structural improvements to the land management system	Developing options to address underlying title on reserve in Quebec: 2006–07 and 2007–08
	Draft legislation to give Quebec First Nations access to the First Nations Land Management Act: 2006–07
	Develop options to advance a modern regulatory framework for the use of Certificate of Possession to facilitate individual property interests on reserve: 2006–07
	Develop policy/legislative options for streamlining Additions to Reserve (ATR) and bringing in national ATR legislation: 2006–07
	Develop options to address gaps in existing Indian Act regime in areas such as landlord and tenant law: 2006–07

Program Activity: First Nations Governance over Land, Resources and the Environment

The department is committed to working with interested First Nations to develop legislative tools and intergovernmental agreements to enable them to assume governing authority over their lands, resources and the environment. As a component of legislative and regulatory renewal, this program activity focuses on providing options for First Nations that desire greater control over their economic futures and that may wish to make the transition to self-government arrangements. The approach builds on previous successes with statutes such as the First Nations Land Management Act and the First Nations Oil and Gas and Moneys Management Act, in which interested First Nations played a crucial role.

Expected Results:

• Implementation of the First Nations Oil and Gas and Moneys Management Act.
• Expansion of the First Nations Land Management Act.

Performance Indicators:

• Number of First Nations under the First Nations Oil and Gas and Moneys Management Act and in process.
• Number of new First Nations under the First Nations Land Management Act.

Financial and Human Resources by Program Activity: First Nations Governance over Land, Resources and the Environment

	2006–07	2007–08	2008–09
Financial Resources ($ millions)
Direct	43.7	42.8	42.6
Attributed	2.3	2.7	2.8
Total	46.0	45.5	45.4
Human Resources (FTEs)
Direct	47.0	47.0	47.0
Attributed	21.4	24.3	25.2
Total	68.4	71.3	72.2

Contribution to Departmental Priorities:

2006–2009 Departmental Priority: Accountability and Capacity Building
Plans	Milestones/Timeframes
Work with Indian Resource Council (IRC) on future options for Indian Oil and Gas Canada.	Initiate engagement and consultation: 2006–07
	Develop options by IRC in partnership with Indian Oil and Gas Canada Co-management Board: 2006–07 to 2007–08
Implement professional and institutional development initiatives.	Complete consolidation of authorities for a number of First Nations-led professional and institutional development initiatives under way: 2006–07
Expand First Nations land management.	Fund 30 participants every two years: 2006–07 and 2007–08
Implement First Nations Oil and Gas Moneys Management Act.	Put voting regulations in place to enable pilot First Nations to take control over oil and gas and/or moneys: 2006–07

Strategic Outcome: The Economy

This strategic outcome concentrates on establishing a supportive investment/business climate to enable First Nations, Inuit and northern individuals, communities and businesses to seize economic opportunities. It also focuses on building the economic and community foundations necessary to increase Aboriginal and northern participation in the economy. Through settlement of claims, First Nations and Inuit have access to funds that may be used to invest in opportunities for economic growth. Revenue generated through economic growth can be re-invested in local programming to improve the lives of community members according to their circumstances and priorities. Public sector economic development activities facilitate greater participation in the economy by First Nations, Inuit and Northerners; increase business opportunities; and support economic development, capacity development and economic infrastructure.

Financial and Human Resources by Strategic Outcome: The Economy

	2006–07	2007–08	2008–09
Financial Resources ($ millions)
Direct	1,985.3	1,615.8	1,412.0
Attributed	102.2	92.9	83.9
Total	2,087.5	1,708.6	1,495.9
Human Resources (FTEs)
Direct	47.6	47.6	37.6
Attributed	943.5	844.8	758.9
Total	991.1	892.4	796.5

Due to rounding, figures may not add to the totals shown.

Program Activity: Economic and Employment Opportunities for Aboriginal People

This activity supports increased economic and employment opportunities for Aboriginal people and promotes contracting opportunities for Aboriginal businesses.

Expected Results:

• Increased participation of Aboriginal people in the economy.
• Increased employment opportunities and job creation.
• Aboriginal businesses secure more federal contracts and increase their revenues, contributing to increased employment of Aboriginal people.

Performance Indicators:

• Number of new employment opportunities resulting from economic development initiatives, such as the creation of new Aboriginal businesses.
• Number of jobs resulting from new employment opportunities.
• Percentage increase in total value of contracts awarded to Aboriginal businesses from all federal government departments and agencies.

Financial and Human Resources by Program Activity: Economic and Employment Opportunities for Aboriginal People

	2006–07	2007–08	2008–09
Financial Resources ($ millions)
Direct	1.0	1.0	1.0
Attributed	0.1	0.1	0.1
Total	1.1	1.1	1.1
Human Resources (FTEs)
Direct	7.0	7.0	7.0
Attributed	0.5	0.6	0.6
Total	7.5	7.6	7.6

Due to rounding, figures may not add to the totals shown.

Program Activity: Access to Capital and Economic Development

Economic development programs facilitate economic development opportunities and the development and implementation of economic development strategies. Claims settlements are available to First Nations and Inuit communities to improve socio-economic conditions.

Expected Results:

• The increased participation of First Nations and Inuit communities in the economy.
• Economic development initiatives are pursued within the communities (involved in the settlements process), resulting in jobs for Aboriginal people and community wealth.
• Funds from claims settlements to be used by First Nations and Inuit communities to improve socio-economic conditions.

Performance Indicators:

• Number of community members employed through funded projects or initiatives.
• Percentage decrease in the unemployment rate within targeted communities.
• Number of community member businesses that have been created.
• Number of community member businesses that have been expanded through funded projects or initiatives.
• Indicators of success in the context of claims settlements are determined by the recipient First Nation or Inuit community.

Financial and Human Resources by Program Activity: Access to Capital and Economic Development

	2006–07	2007–08	2008–09
Financial Resources ($ millions)
Direct	648.7	322.8	256.2
Attributed	34.9	21.1	17.6
Total	683.6	343.9	273.8
Human Resources (FTEs)
Direct	21.5	21.5	21.5
Attributed	321.9	192.4	159.1
Total	343.4	213.9	180.6

Due to rounding, figures may not add to the totals shown.

Program Activity: Community Infrastructure

This activity funds the acquisition, construction, operation and maintenance of community facilities, such as administrative offices, roads, bridges, and water and sewer systems; of educational facilities, such as schools, as well as the provision of teachers; and of on-reserve housing. It also funds the remediation of contaminated sites on reserve.

Expected Results:

• Effective and timely development and maintenance of community infrastructure.
• First Nations communities have water and wastewater facilities that meet federal guidelines.
• Education facilities meet School Space Accommodation Standards.
• Improved management of Capital Facilities and Maintenance Program delivery by First Nations and INAC.
• Adequate on-reserve housing for First Nations communities.
• Maintenance and management plans that ensure on-reserve housing meets average design life standard.
• Development of options for market-based housing on reserve.

Performance Indicators:

• Percentage of outstanding health and safety situations per asset groups.
• Percentage of schools where enrolment meets or exceeds School Space Accommodation Standards.
• Condition of school.
• Percentage of houses with water and sewage service.

Financial and Human Resources by Program Activity: Community Infrastructure

	2006–07	2007–08	2008–09
Financial Resources ($ millions)
Direct	1,305.1	1,265.4	1,128.3
Attributed	65.7	70.0	64.5
Total	1,370.8	1,335.4	1,192.8
Human Resources (FTEs)
Direct	10.0	10.0	0.0
Attributed	606.2	636.8	583.6
Total	616.2	646.8	583.6

Due to rounding, figures may not add to the totals shown.

Contribution to Departmental Priorities:

2006–2009 Departmental Priority: Water and Wastewater
Plans	Milestones/Timeframes
Establish a panel of experts on regulatory regime for drinking water.	Consultation completed and action plan for implementation plan developed: Fall 2007
Implement mandatory training for all water system operators and a regime to ensure all water systems have the oversight of certified operators.	All systems to be supervised by certified operator by December 2006
Implement the new regulatory regime.	Completed in spring 2008
Implement remedial plans for First Nations communities with serious water issues.	Reduction of all high-risk, and the majority of medium-risk sites identified in the National Assessment of Water and Wastewater Systems in First Nations communities: April 2008

2006–2009 Departmental Priority: Housing
Plans	Milestones/Timeframes
Examine options for First Nations housing authorities and institutions	Review of options completed by March 2007
Develop a 10-year strategy to build a sustainable housing system and address housing conditions in First Nations communities.	Competed by March 2007 (specific timeframe for progress will depend on First Nation participation in the implementationof new measures)
Work with First Nations to expand purchase and financing options	Support the creation of new home ownership programs in First Nations in five regions in 2007, and in all regions in 2008.

Strategic Outcome: Office of the Federal Interlocutor

The Office of the Federal Interlocutor for Métis and non-Status Indians was created in 1985, in response to Métis and non-Status Indian leaders seeking constitutional protection for their peoples' rights. It provides a point of contact for Métis, non-Status Indians and urban Aboriginal people.

The Federal Interlocutor is:

• the point of first contact between the federal government and Métis and non-Status Indians including the Métis National Council (MNC) and the Congress of Aboriginal Peoples (CAP) (bilateral relationships);
• the advocate within Cabinet for consideration of Métis and non-Status Indian issues and concerns;
• the Minister responsible for federal participation in self-government negotiations (tripartite negotiation processes) with Métis and off-reserve Aboriginal organizations under the Inherent Right policy; and
• the Minister responsible for federal co-ordination of the Urban Aboriginal Strategy.

To learn more about the Minister's responsibilities as the Federal Interlocutor, visit http://www.ainc-inac.gc.ca/interloc/index-eng.html.

This strategic outcome is designed to work toward achieving practical ways of improving socio-economic conditions for Métis and non-Status Indians and urban Aboriginal people; to develop, maintain and nurture good relationships with Métis and non-Status Indian groups and organizations, urban Aboriginal Canadians, and provincial governments and municipalities (especially in western Canada); and to help Métis and non-Status Indian organizations to become more self-sufficient, better able to represent their members when engaging with federal and provincial governments, and more accountable to their members and to federal and provincial governments for public funding.

Another area of responsibility is to co-ordinate federal activities to meet the needs of Canada's growing urban Aboriginal population. As the lead federal department responsible for the Urban Aboriginal Strategy, the Office of the Federal Interlocutor seeks to address, in partnership with other stakeholders, the socio-economic needs of urban Aboriginal people.

Progress toward realizing this strategic outcome is achieved through a single program activity: co operative relations.

Financial and Human Resources by Strategic Outcome: Improve the Socio-economic Conditions of Métis, Non-Status Indians and Urban Aboriginal People

	2006–07	2007–08	2008–09
Financial Resources ($ millions)
Direct	38.7	8.2	8.2
Attributed	2.0	0.5	0.5
Total	40.8	8.7	8.7
Human Resources (FTEs)
Direct	35.0	22.0	22.0
Attributed	19.0	4.7	4.9
Total	54.0	26.7	26.9

Program Activity: Co-operative Relations

This activity supports strengthening of effective interdepartmental and intergovernmental (federal, provincial, territorial and municipal) relations; co-operative relations with Métis, non-Status, off-reserve and urban Aboriginal organizations to optimize the pursuit and attainment of shared objectives; and proactive management of strategic issues related to Métis, non-Status Indians and urban Aboriginal people.

Expected Results:

• Development and implementation of practical ways of improving socio-economic conditions of Métis, non-Status Indians and urban Aboriginal people through:
  • strengthened federal-provincial partnerships to respond to the needs of Métis, non-Status Indians and urban Aboriginal people;
  • enhanced collaboration with provinces and relevant Aboriginal organizations to respond to Métis Aboriginal original rights; and
  • the development of organizational capacity.

Performance Indicators:

• Number of partnerships developed involving key stakeholders
• Reducing the challenges to governments as they respond to Métis Aboriginal rights
• Number of Aboriginal students completing secondary schools and entering post-secondary institutions
• Number of community priorities, identified through local planning processes, that are being acted upon and supported through pilot project funding under the Urban Aboriginal Strategy

Contribution to Departmental Priorities:

2006–2009 Departmental Priority: Education
Plan	Milestones/Timeframes
Collaborate with provinces and territories on initiatives to increase the proportion of Aboriginal young adults with at least a high school diploma.	Consultations with partners and development of performance measurement mechanisms: 2006–07
	Implementation of programs: 2006–07 to 2007–08

2006–2009 Departmental Priority: Accountability and Capacity Building
Plan	Milestone/Timeframe
Collaborate with provinces on initiatives to respond to Métis Aboriginal rights	Ongoing implementation of funding through the Government of Canada's Strategic Approach to the Powley decision

2006–2009 Departmental Priority: Women, Children and Families; Education; and Housing
Plan	Milestone/Timeframe
Collaborate with key partners, including provinces, municipalities and local Aboriginal organizations to enable Aboriginal people to achieve greater success within Canada's urban centres	Ongoing implementation of the government's Urban Aboriginal Strategy

The North

While each of the program activities related to the North are housed in the program-related strategic outcomes, activities regarding the North are grouped together to reflect INAC's dual mandate (Indian and Inuit Affairs and Northern Development).

The collaborative work to date, among the Government of Canada, the three territories, northern Aboriginal governments and organizations, and northern residents to identify and advance shared priorities is based on the long-term objective for the North as a self-sufficient and prosperous region in which Northerners manage their own affairs, enjoy a quality of life comparable to other Canadians and make strong contributions to a dynamic, secure federation.

INAC manages ongoing federal interests in the North, including the co-ordination of federal northern policy, federal–territorial relations, aspects of claims and self-government implementation, and federal circumpolar activities. In the Northwest Territories and Nunavut, the department is tasked with managing the sustainable development of natural resources in preparation for devolution to northern governments, and with preserving, maintaining, protecting and rehabilitating the northern environment. In addition, the department is responsible for assisting Northerners, including Aboriginal groups, to develop political and economic institutions that will enable them to assume increasing responsibility within the Canadian federation.

To reflect and address this complexity, INAC has identified four distinct program activities that contribute to strategic outcomes in the North: northern governance; northern land and resources; northern economy; and healthy northern communities. Their expected results are:

• good northern governance, effective institutions and co-operative relationships;
• sustainable development of northern natural resources;
• strengthened territorial economies with increased participation by Northerners; and
• healthy northern communities.

Plans and Initiatives for 2006–2009

INAC's strategic priorities for the North are informed by the need to manage an increasingly complex environment with multiple players and interests, while working to strengthen northern governance and establish strong foundations for economic development.

INAC will provide a basis for working in partnership with other federal departments, territorial and Aboriginal governments, and Northerners toward shared priorities to advance the political and economic development of the North. At the same time, INAC will continue to work toward the devolution of its province-like land and resource management responsibilities to territorial governments, placing greater control of lands and resources in the hands of Northerners and strengthening accountability for resource management and decision-making. Realizing the North's economic potential will also require actions to capitalize on key opportunities, such as the Mackenzie Gas Project, and manage associated risks, such as the effectiveness of the regulatory system and gaps in science and knowledge.

On the basis of these considerations, INAC has identified two priority areas for 2006–07. The priorities are:

• supporting the advancement of the Mackenzie Gas Project and associated induced oil and gas development; and
• supporting Northen Development through improvements to the northern regulatory systems starting with the Northwest Territories, making progress on devolution in the Northwest Territories and Nunavut and supporting International Polar Year research.

At the same time, INAC will continue work to address a number of high-priority political, economic, health and environmental issues within the Northern Development. These include making progress on the clean-up of contaminated sites across the North, supporting research and monitoring under the Northern Contaminants Program, supporting climate change efforts, strengthening and expanding the economies of the three territories, and helping to address nutrition and food security in isolated communities through the Food Mail Program.

Program Activity: Northern Governance (Government Strategic Outcome)

Description:

Progress toward realizing INAC's Government strategic outcome in the North is achieved through the Northern Governance program activity in conjunction with the Government strategic outcome's expected result of building effective governance structures and institutions of public government through co-operative relationships.

Northern governance supports the growth of strong, effective and efficient government structures, as well as stable economies and healthy, productive and sustainable communities in Canada's North, through legislative, policy and programming initiatives and through the negotiation of agreements for the transfer of land and resource management responsibilities to northern governments.

Expected Results:

• Strong northern governance and effective institutions allowing Northerners to be prepared for the challenges and opportunities resulting from northern development.
• Arctic issues addressed through intergovernmental agreements, protocols and information sharing based on a common understanding and policy framework.

Performance Indicators:

• Achievement of key milestones in the devolution of provincial-like responsibilities to northern governments including approval of an agreement in principle for NWT devolution
• Development and finalization of the mandate to negotiate Nunavut devolution

Financial and Human Resources by Program Activity: Northern Governance (Government Strategic Outcome)

	2006–07	2007–08	2008–09
Financial Resources ($ millions)
Direct	10.7	10.7	10.7
Attributed	0.6	0.7	0.7
Total	11.3	11.4	11.5
Human Resources (FTEs)
Direct	54.0	54.0	54.0
Attributed	5.3	6.1	6.4
Total	59.3	60.1	60.4

Due to rounding, figures may not add to the totals shown.

Contribution to Departmental Priorities:

Departmental Priority: Northern Development
Plans	Milestones/Timeframes
Make progress on devolution in the Northwest Territories and Nunavut.	Seek an agreement in principle with the Government of the Northwest Territories and the Aboriginal Summit on the devolution of land and resource management responsibilities in the Northwest Territories: 2006–07
	Seek the approval of a mandate, and then begin devolution negotiations with the Government of Nunavut and Nunavut Tunngavik Incorporated: 2006–07

Program Activity: Healthy Northern Communities (People Strategic Outcome)

Description:

Progress toward realizing INAC's People strategic outcome is achieved through one program activity: healthy northern communities.

The health of communities and community members in the North are essential to a thriving, productive northern Canada. This program activity is responsible for the development, management and administration of programs that support environmentally sustainable communities by assessing levels, trends and effects of contaminants on the health of Northerners and wildlife under the Northern Contaminants Program. Another major element of this activity contributes to the health and well-being of Aboriginal Northerners through: reimbursement to the governments of the Northwest Territories and Nunavut of a portion of their costs for providing hospital and physician services to First Nations and Inuit residents of their respective territories; and payments made to Canada Post to subsidize the transportation of nutritious perishable food and other essential items by air to isolated northern communities under the Food Mail Program.

Expected Results:

• Healthy northern communities.

Performance Indicators:

• Development and implementation of an Northern Contaminants Program research plan, submitted as Canada's contribution to the Arctic Monitoring and Assessment Program, and publication of the annual summary of research booklet and the synopsis report of research results
• The cost and quality of perishable food in isolated northern communities

Financial and Human Resources by Program Activity: Healthy Northern Communities (People Strategic Outcome)

	2006–07	2007–08	2008–09
Financial Resources ($ millions)
Direct	102.1	134.7	135.1
Attributed	4.4	4.9	5.2
Total	106.4	139.6	140.3
Human Resources (FTEs)
Direct	13.0	7.0	7.0
Attributed	40.2	44.5	46.8
Total	53.2	51.5	53.8

Program Activity: Northern Land and Resources (Land Strategic Outcome)

Description:

Progress toward realizing INAC's Land strategic outcome is achieved through the Northern Land and Resources program activity. This program activity proceeds in conjunction with co-operative relationships for the negotiation and implementation of land claims and self-government agreements activities, in particular with respect to the establishment of northern boards required under these agreements.

Northern land and resources supports the sustainable development of the North's natural resources through improved environmental management and stewardship including the clean-up of contaminated sites, by expanding the knowledge base for sound decision making, and by improving the effectiveness of the northern regulatory environment.

Expected Results:

• Development of the North's natural resources developed in an economically, socially and environmentally responsible manner.

Performance Indicators:

• Federal response to the Joint Review Panel complete
• Government of Canada policies and programs regarding northern oil and gas development implemented
• Regulatory Improvement Initiative Strategy in place by the end of the fiscal year
• Program governance framework and structure developed and operational by the end of the fiscal year

Financial and Human Resources by Program Activity: Northern Land and Resources (Land Strategic Outcome)

	2006–07	2007–08	2008–09
Financial Resources ($ millions)
Direct	165.2	170.4	75.7
Attributed	8.8	10.7	4.9
Total	174.0	181.0	80.7
Human Resources (FTEs)
Direct	331.9	328.5	325.5
Attributed	80.9	96.9	44.8
Total	412.8	425.4	370.3

Due to rounding, figures may not add to the totals shown.

Contribution to Departmental Priorities:

2006–2009 Departmental Priority: Mackenzie Gas Project
Plans	Milestones/Timeframes
Support the advancement of this project through regulatory review to the operational phase.	Ongoing until final decisions to proceed with project
Address socio-economic pressures on NWT communities from the Mackenzie Gas Project.	Mackenzie Gas Project Impacts Fund operational by the end of 2006-07

2006–2009 Departmental Priority: Northern Development
Plans	Milestones/Timeframes
Improve the regulatory system in the Northwest Territories.	Regulatory Improvement Initiative Strategy developed by the end of 2006–07
Support International Polar Year research.	Initiate a targeted science and research program to address priorities on climate change impacts and adaptation and health and well-being of northern communities: 2007–08
	Provide support for government, academic and northern community researchers: 2007–08
	Provide training opportunities for northern and Aboriginal people: 2007–08

Program Activity: Northern Economy (Economy Strategic Outcome)

Description:

Progress toward realizing INAC's Economy strategic outcome is achieved through the Northern Economy program activity.

Healthy, vibrant economies play an important role in building strong, sustainable communities. The Northern Economy program activity develops and administers northern economic development programs; helps to build sustainable, collaborative and productive relationships among governments, organizations and associations with economic interests, the private sector, and other economic players; and advocates for the interests of northern economic development within the federal system. The department also serves as federal delivery partner for Infrastructure Canada programs in the three territories with results reported to Parliament by Infrastructure Canada.

Expected Results:

• Strengthened driver sectors of territorial economies.
• Broadened economic base of each territorial economy.
• Strengthened ability of Northerners to influence and take advantage of economic opportunities.
• Increased co-ordination among partners and programs.

Performance Indicators:

• Increased scientific and policy data and knowledge and improved public accessibility to the data.
• Increased access to affordable telecommunications services and equipment.
• Enhanced promotion in domestic and foreign markets.
• Increased access to affordable telecom services and equipment.
• Improved access to small business capital.
• Improved skills and information for organizations.
• Approved program investment plans and oversight processes.

Financial and Human Resources by Program Activity: Northern Economy (Economy Strategic Outcome)

	2006–07	2007–08	2008–09
Financial Resources ($ millions)
Direct	30.5	26.4	26.4
Attributed	1.6	1.7	1.7
Total	32.1	28.1	28.2
Human Resources (FTEs)
Direct	9.1	9.1	9.1
Attributed	14.9	15.0	15.6
Total	24.0	24.1	24.7

Due to rounding, figures may not add to the totals shown.

Departmental Management and Administration

Departmental Management and Administration (DMA) is an operational outcome that underpins INAC's strategic outcomes and program activities. With this outcome, the department is strategically, effectively and sustainably managed to support the department's mission to make Canada a better place for First Nations, Inuit, Métis and Northerners.

Strategic management of the department entails ongoing commitments that include ensuring corporate financial integrity and comptrollership; strategic financial management; strengthened capacity and decision-making, planning, operational and reporting processes; coordinated policy development and implementation; strategic priority setting; cultivating a culture of management excellence; and contributing to the broader Government of Canada goals of increased federal accountability and transparency. It is characterized by:

• integrated, strategic planning for results aligned with the Government of Canada management agenda;
• robust and sustainable financial and information management systems;
• strategic allocation and management of human, real property, technology and information resources; and
• strategic and efficient litigation management.

In addition to ongoing commitments, INAC has identified a number of management initiatives for the 2006-2009 planning period. These initiatives underline INAC's focus on accountable, strategic management practices and provide support to department priorities and ongoing operations across program activities.

The department's strategic approach to management of operations is aligned with federal requirements as outlined in the Management Accountability Framework[ 1 ]. In 2006-07, INAC will continue to align and integrate elements of federal accountability requirements with the department's planning, reporting and evaluation processes.

The alignment of management initiatives with INAC's mandate, vision, priorities and results will be further supported by development and implementation of an integrated planning and reporting process. This process will improve capacity to report on the department's results, and strengthen government-wide reporting on the Horizontal Aboriginal Program Activity Architecture.

The 2006-2009 management initiatives identify milestones over the one to three-year period.

The financial and human resources of the DMA strategic outcome are pro-rated to the program-related strategic outcomes.

Program Activity: Regional and Program Operations

This activity supports the achievement of strategic outcomes through the management of transfer payments, communications, coordinated financial systems, integrated planning and reporting, human resources management, risk management, streamlining of reporting by First Nations, sustainable development and emergency management.

Expected Results:

• Strategic direction, priorities and shared results are jointly established and reported on.
• A diverse, representative, capable workplace and workforce to deliver INAC's mandate.
• Informed decision making and alignment of departmental communications and resources with priorities and expected results.

Contributions to Departmental Priorities:

In addition to ongoing management and administration, INAC has undertaken a number of initiatives for the 2006-2009 period that further strengthen the management of the department and provide support to areas of key priority. These initiatives include the appointment of a Chief Audit and Evaluation Executive, the establishment of a Chief Financial Officer organization, strengthened financial information management, a streamlined transfer payments system, and continued work to clarify and strengthen the basis for funding for First Nations and northern development. These initiatives are aligned with the government-wide agenda to improve reporting on results and strengthen management, evaluation capacity and expertise, accountability, transparency and innovation in the public service.

Strengthened Strategic Management

The Government of Canada is committed to better management of resources to ensure spending is directed to the areas that matter most to Canadians. As part of this focus, and to contribute to improved accountability and transparency, INAC will continue to strengthen management of department internal resources.

Renewing Financial Management

The Office of the Comptroller General is leading a renewal in financial policies in the Government of Canada, including the introduction of a Chief Financial Officer (CFO) model in every department. INAC is also developing a process to link financial and non-financial information to support improved financial management and decision making.

Milestones:

• Develop framework for implementation of Chief Financial Officer organization (2006-07)
• Establish Integrated Financials Project database (2006-07)
• Improved process for recording soft commitments (2007-08)
• Audited financial statements (2007-08)

Expenditure Review Targets

Under the federal Expenditure Review (ER) Initiative, the Government of Canada is focused on finding efficiencies in operations so resources can be reallocated to areas that reflect Canadians' priorities. INAC is part of this reallocation exercise, and will continue its progress toward meeting ER targets.

Milestones:

• Work with departmental stakeholders to identify opportunities to streamline expenditures (2006-07)
• Finalize strategy to meet expenditure reduction targets (2006-07)

Resource Management Framework

The department is assessing expenditure trends and cost drivers of basic services provided to First Nations and other Canadians. The goal is to clarify and strengthen basis for funding First Nations and northern development.

Milestones:

• Broadly understood resource justification for First Nation basic services and northern development (2006-07)
• Clear funding priorities and multi-year strategy for resource acquisition (2006-07)

Integrated Business

In step with the Government of Canada's focus on managing for results, INAC continues to strengthen its integrated planning and reporting processes. This integrated approach links planned activities, reporting and resource allocation in a cycle that contributes to more effective delivery on the department's plans, priorities and strategic outcomes. An important part of this work is ensuring financial and non-financial information is linked and in place to support internal decision-making and external reporting requirements.

Milestones:

• Link executive Performance Agreements to expected results in forward planning (2006-07)
• Regularize reporting on DMA key management initiatives (2006-07)

Strengthening Internal Audit and Evaluation Capacity

A new, government-wide Internal Audit Policy, introduced on April 1, 2006, sets out a number of requirements to ensure that internal audit and audit committees of departments provide deputy heads with added assurance, independent from line management, on risk management, control and governance practices. Full compliance with the policy is to be achieved by March 31, 2009.

Chief Audit and Evaluation Executive

INAC is focused on meeting the policy's requirements over the 2006-2009 period. Primary among these requirements is: the appointment of a Chief Audit and Evaluation Executive, reporting to the deputy head, to lead and direct the internal audit and evaluation function; and the establishment of an independent Audit Committee to provide independent, objective advice, guidance and assurance on the adequacy of the department's risk management, control and governance practices.

Milestones:

• Strengthen audit and evaluation function through staffing of senior positions (2006-07)
• Establish Chief Audit and Evaluation Executive (2006-07)
• Establish interim independent Audit Committee (2006-07)
• Implement all requirements included in the Internal Audit Policy (2006-07 – 2008-09)

Financial Systems

The Government of Canada is calling for greater efficiency in federal services for Canadians. Transfer payments are an important facet of INAC's mandate; a coherent system is critical to efficient program delivery.

First Nations and Inuit Transfer Payments System

In partnership with recipients, INAC is developing a web-based integrated transfer payments system. The First Nations and Inuit Transfer Payments System will significantly streamline the business processes, eliminate redundant operations and allow recipients to track the status of various reports. This initiative is designed so that it could become the single-window platform used by all departments providing funding to Aboriginal recipients.

Milestones:

• Initial deployment and training of 2000 users including 150 recipient organizations (2006-07 - 2007-08)
• Transition and completion of initial deployment and training; further deployment to recipient organizations (2007-08)

Public Service Modernization

INAC is focused on creating a workforce and organization that can deliver the business of the department, and is actively working to implement required policy.

Recruitment and Appointment

INAC continues to implement a values-based staffing system and is focused on delivering on recruitment and appointment-related policies that uphold the values of access, fairness and transparency.

Milestones:

• implementation of final policies related to recruitment and appointment (2006-07)
• monitoring and reporting on the department's adherence to the policies (2006-07)

Values and Ethics

INAC continues to meet requirements of the Values and Ethics Code for the Public Service. The department is focused on raising awareness of the Code among employees, and on maintaining an ongoing dialogue on public service values and ethics within the framework of four key action areas: Public Service Modernization, the Values and Ethics Code, the Management Accountability Framework and employee performance management.

Milestones:

• Develop learning strategy for Values and Ethics (2006-07)
• Develop tools for staff to support integrating and measuring values and ethics in day-to-day operations (2006-07)

Employment Equity

INAC continues to ensure that the departmental workforce reflects the diversity of Canada, and to enhance the way employees are recruited, supported and led, with special focus on Aboriginal employment.

Milestones:

• Develop and implement recommendations to increase the recruitment and retention of Aboriginal employees (2006-07)
• Develop an approach to balance INAC's objective of 50-percent Aboriginal employment with Employment Equity objectives in relation to visible minorities (2006-07)

Required Learning for Managers

As part of the new Public Service-wide Learning Strategy, INAC will ensure that managers understand their roles, responsibilities and basic delegated authorities in finance, human resources, information management and contracting.

Milestone:

• Managers and executives complete the mandatory training and/or validation assessments (2006-07)

Program Activity: Litigation Management — Management, Resolution and Prevention

This activity supports the achievement of strategic outcomes through the strategic and efficient management of litigation.

Expected Results:

• Strategic and efficient litigation management.
• Appropriate use of resources.

Program Activity: Litigation Management – Settlements

Settlement of litigation.

Expected Results:

• Resolution of grievances as appropriate, through out-of-court settlements.
• Streamlined settlement process.

Canadian Polar Commission

The Canadian Polar Commission has one strategic outcome: increased Canadian polar knowledge.

This strategic outcome is intended to help Canada maintain its position as a leading polar nation by ensuring that:

• Canadian scientists have access to funding and resources and the logistical and infrastructure support to maintain the high standards expected of Canadian polar researchers; and
• Canadians have a better understanding of the Arctic and Antarctic, of the impact of global climate change on polar regions, and of how to live and prosper sustainably in Canada's northern regions.

The Canadian Polar Commission is responsible for monitoring, promoting and disseminating knowledge of the polar regions; contributing to public awareness of the importance of polar science to Canada; enhancing Canada's international profile as a circumpolar nation; and recommending polar science policy direction to government.

The polar research community is diverse and dispersed, with research institutes supporting a broad range of research activities. Members of the research community support and participate in initiatives to various degrees, while different governments assign differing priorities to polar research. The Commission needs to generate greater co-ordination and co-operation among federal and private sector research activities and to increase access to and exchange of information.

At present, Canada has an opportunity to be at the forefront of polar research as it steadily grows in global importance. Other polar nations are actively funding and undertaking projects to address crucial gaps in the knowledge of Canada's Arctic regions. An increase in Canadian polar research capacity is necessary if Canada is to avoid dependency on foreign interests for polar research.

Financial and Human Resources by Strategic Outcome: Increased Canadian Polar Knowledge

	2006–07	2007–08	2008–09
Financial Resources ($ millions)	1.0	1.0	1.0
Human Resources (FTEs)	5.0	5.0	5.0

Program Activity: Research Facilitation and Communication

To carry out its mandate, the Canadian Polar Commission will initiate, sponsor and support conferences, seminars and meetings; help establish a polar information network as the principal mechanism to disseminate knowledge pertaining to the polar regions; undertake and support special studies related to the polar regions; recognize achievements and contributions related to its mandate; publish newsletters, reports and other publications; and table an annual report in Parliament.

Expected Results:

• Better, more timely access to polar science information by the Canadian public and governments.
• Better awareness of Canadian and global polar science issues by the Canadian public and governments.
• Increased communication on the part of researchers through dissemination and exchange of information through the Canadian Polar Information Network.
• Canada’s position maintained as a leading polar nation.
• Co-operation among federal, territorial and provincial organizations to strengthen Canada's presence in the international research community.
• Strong Canadian research presence in International Polar Year 2007–08.
• Increased federal government support for implementing a Canadian Antarctic Research Program.
• Increased federal government support for creating a National Polar Research Policy.

Performance Indicators:

• Increased recognition of global science and related issues.
• Canadian research priorities are reflected in international polar research efforts, including International Polar Year 2007–08.
• Development, with partners, of a Canadian science program and research plan for International Polar Year.
• Movement toward adoption of a Canadian Antarctic Research Program by the federal government.
• Movement toward the creation of a National Polar Research Policy at the federal, territorial and provincial level.

Financial and Human Resources by Program Activity: Research Facilitation and Communication

	2006–07	2007–08	2008–09
Financial Resources ($ millions)	1.0	1.0	1.0
Human Resources (FTEs)	5.0	5.0	5.0

Indian Specific Claims Commission

The Indian Specific Claims Commission has one strategic outcome: fair and impartial inquiries into specific claims.

At the request of a First Nation and in appropriate circumstances, the Indian Specific Claims Commission conducts fair and impartial inquiries when a First Nation disagrees with the Minister's denial of its specific claim or when a First Nation disputes the compensation criteria the government proposes to use in negotiating settlement of a specific claim. At the request of both parties involved in the specific claims process, the Commission will offer the services of professional and unbiased mediators or facilitators to help them reach a successful conclusion. The Commission also keeps the public informed about the Indian specific claims process and progress in resolving First Nations specific claims.

The resolution of specific claims in a manner that is perceived as fair and independent can bring closure for First Nations, provide greater certainty for both parties, and improve relationships between First Nations and the federal government.

Expected Results:

Inquiries conducted and concluded with a report of the findings and recommendations.

Performance Indicators:

• Number of inquiries in progress or concluded.
• Inquiries perceived as fair and impartial.

Financial and Human Resources by Strategic Outcome: Fair and Impartial Inquiries into Specific Claims

	2006–07	2007–08	2008–09
Financial Resources ($ millions)	6.8	–	–
Human Resources (FTEs)	49	–	–

---

Footnotes:

1. Visit the Treasury Board of Canada Secretariat web site for information on the Management Accountability Framework: http://www.tbs-sct.gc.ca/maf-crg/documents/booklet-livret/booklet-livret-eng.asp. (return to source paragraph...)

• Previous Page
• Table of Contents
• Next Page