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Minister’s Message

The Honourable John Duncan PC, MP

On behalf of Indian and Northern Affairs Canada (INAC) and the Canadian Polar Commission, I am pleased to present to Parliament and Canadians the Report on Plans and Priorities for 2011–2012.

The Government of Canada is committed to working with partners to set realistic goals that will help to improve the quality of life for residents of First Nation, Métis, Inuit and northern communities. By developing strong partnerships at all levels — whether it is with individuals and communities, other levels of government, non–profit organizations or the private sector — we can ensure that voices are heard and that there is opportunity to participate in decision–making.

In 2011–2012, we will work in partnership with First Nation organizations to develop options for improving elementary and secondary education outcomes for children who live on reserve. We will also engage with others to explore potential improvements to access to post–secondary education.

In terms of social development, we will continue to work with First Nations and provincial partners to implement an enhanced prevention–focused approach to child and family services. Increasing access to these services will provide the help needed to prevent the types of crisis that lead to intervention and family breakdown.

INAC will pursue its commitments to improving economic development and sustainability. The Department remains dedicated to supporting First Nation communities in managing reserve lands, resources and the environment under the First Nations Land Management Act and we will continue to provide the necessary tools to help achieve this objective.

INAC will also continue to work collaboratively with other departments, stakeholders and partners to stimulate Aboriginal economic development to improve Aboriginal skills and training, and to build better water and wastewater systems, housing, schools and other infrastructure.

Our Government also recognizes the vast opportunities that the North has to offer. We remain committed to helping Northerners realize their true potential in a healthy, prosperous and secure region within Canada. We will continue to implement the Northern Strategy, focusing on Arctic sovereignty, science, the environment, and social and economic development.

I am proud of the collaborative efforts being made to enrich the lives of Aboriginal peoples and those living in the North. With continued commitment and determination, we can move forward with confidence to find solutions that will bring tangible results to the individuals and communities that we serve.

The original version was signed by


The Honourable John Duncan PC, MP
Minister of Indian Affairs and Northern Development, Federal Interlocutor for Métis and Non–Status Indians




Section I – Departmental Overview

Raison d’être and Responsibilities

Indian and Northern Affairs Canada (INAC) supports Aboriginal peoples (First Nations, Inuit and Métis) and Northerners in their efforts to:

  • improve social well–being and economic prosperity;
  • develop healthier, more sustainable communities; and
  • participate more fully in Canada’s political, social and economic development — to the benefit of all Canadians.

INAC is the federal department primarily responsible for meeting the Government of Canada’s obligations and commitments to First Nations, Inuit and Métis, and for fulfilling the federal government’s constitutional responsibilities in the North. INAC’s overall mandate [Note 1] and wide–ranging responsibilities are shaped by centuries of history, and unique demographic and geographic challenges. It derives from the Canadian Constitution, the Indian Act, the Department of Indian Affairs and Northern Development Act, territorial Acts, treaties, comprehensive claims and self–government agreements as well as various other statutes affecting Aboriginal people and the North.

Most of the Department’s programs, representing a majority of its spending, are delivered through partnerships with Aboriginal communities and federal–provincial or federal–territorial agreements. INAC also works with urban Aboriginal people, Métis and non–status Indians (many of whom live in rural areas) through the Office of the Federal Interlocutor. [Note 2] INAC is one of 34 federal departments and agencies delivering Aboriginal and northern programs and services.

Indian and Inuit Affairs

INAC’s responsibilities for Indian and Inuit Affairs include:

  • promoting improved education for Aboriginal people;
  • negotiating claims and self–government agreements with Aboriginal communities, and overseeing the implementation of settled claims on behalf of the federal government;
  • facilitating economic development opportunities for Aboriginal individuals, communities and businesses;
  • funding the delivery of provincial–type services such as education, housing, community infrastructure and social support to Status Indians on reserves;
  • addressing and resolving issues that arise from the legacy of Indian residential schools;
  • liaising effectively between the Government of Canada and Inuit governments and organizations in the implementation of policies and delivery of services; and
  • fulfilling duties prescribed by the Indian Act, including managing Indian reserve lands and financial resources belonging to First Nation communities, and approving or rejecting bylaws in First Nation communities.

Office of the Federal Interlocutor

The mandate of the Office of the Federal Interlocutor (OFI) derives from an Order in Council providing authority to the Minister to act as the federal government’s primary interlocutor for Métis, non–status Indians and urban Aboriginal people. The Office of the Federal Interlocutor maintains and strengthens the Government of Canada’s relations with organizations representing these groups.

Northern Development

The Northern Development mandate derives from statutes enacted in the late 1960s and early 1970s, including the Department of Indian Affairs and Northern Development Act, 1970; from statutes enacting modern treaties north of 60°, such as the Nunavut Land Claims Agreement Act, or self–government agreements, such as the Yukon First Nations Self–Government Act; and from statutes dealing with environmental or resource management. Statutes that enact the devolution of services and responsibilities from INAC to territorial governments, such as the Canada–Yukon Oil and Gas Accord Implementation Act, also serve to frame the mandate.

This makes INAC the lead federal department for two–fifths of Canada’s land mass, with a direct role in the political and economic development of the territories, and significant responsibilities for resource, land and environmental management. In the North, the territorial governments generally provide the majority of programs and services to all Northerners, including Aboriginal people.

INAC’s responsibilities for Northern Development include:

  • promoting political and economic development in Yukon, the Northwest Territories and Nunavut;
  • negotiating the transfer of federal responsibilities for land and resource management to the territorial governments;
  • managing the resources, land and environment of the North in places where federal responsibilities have not been transferred to territorial governments;
  • co–ordinating initiatives, such as managing contaminated sites and subsidizing the cost of nutritious perishable food;
  • advancing circumpolar interests, such as Canada’s Arctic sovereignty, climate change adaptation and environmental protection, Canadian representation at circumpolar forums, and scientific research related to the North; and
  • implementing INAC’s legal obligations arising from treaties and land claim agreements.

INAC will continue to lead and co–ordinate federal efforts and partnerships under the government’s integrated Northern Strategy, as well as to implement its related initiatives, such as the Canadian High Arctic Research Station. Sustainable economic development, an improved regulatory system, environmental protection, and making the most of the tremendous potential of the land and people of the North will contribute to increased employment and prosperity among Northerners. The Canadian Northern Economic Development Agency, [Note 3] which provides integrated business services north of 60°, is a key contributor to achieving the goals of the Northern Strategy [Note 4].

The Canadian Polar Commission, [Note 5] a relatively small separate agency, also supports polar research through its broad mandate, which relates to the development, promotion and dissemination of knowledge of the polar regions. It carries out this mandate by co–operating with organizations, institutions and associations, in Canada and elsewhere, to undertake, support, and publish studies, recognize achievements and promote polar research and its application in Canada, report on polar issues and the state of polar knowledge, and initiate and support conferences, seminars, and meetings.

INAC’s Contribution to the Federal Sustainable Development Strategy

INAC is a participant in the Federal Sustainable Development Strategy (FSDS). The FSDS represents a major step forward for the Government of Canada as it links environmental sustainability and strategic environmental assessment with decision–making processes. INAC’s contributions are explained in sections II, III and IV and are tagged according to the theme they are associated with by the icons in the legend below the Program Activity Architecture.

For additional details on INAC’s activities that support sustainable development, please see INAC’s website at Sustainable Development. For complete details on the FSDS, please see The Federal Sustainable Development Strategy.

INAC Strategic Outcomes and Program Activity Architecture (PAA) 2011-2012

  1. The Government
  2. The People
  3. The Land and Economy
  4. The North
  5. Office of the Federal Interlocutor

INAC Strategic Outcomes and Program Activity Architecture

[D] | [Enlarge Photo]

INAC’s Program Activity Architecture (PAA) Cross–walk from 2010–2011 to 2011–2012

The following changes were made to INAC’s Program Activity Architecture: [Note 6]

  • Government: The former Claims Settlement program activity (PA) has been reframed as the Treaty Management PA and groups together all treaty implementation activities.In addition, activities related to the negotiation and settling of self-government as well as comprehensive, specific and special claims have been reorganized under the Co-operative Relationships PA.
  • The People: The former Residential School Agreement sub-activity (SA) has been reframed as a PA to better reflect the departmental focus on the delivery function of the Indian Residential Schools Settlement Agreement. Finally, the new strategic outcome (SO) statement was adjusted to reflect a community-level program focus, as well as to individuals and families.
  • The Land and Economy: The Land and The Economy SOs have been merged into a single SO, entitled The Land and Economy. This merger is designed to better reflect the expected results of the Federal Framework for Aboriginal Economic Development, which gives emphasis to the relationship between land management and economic development and advancement. This emphasis is also reflected in the new SO statement.
  • The North: The logic relationships were strengthened and made more precise for the PAs under the North SO. They have been reorganized and reframed as the Northern Governance and People, Northern Science and Technology and Northern Land, Resources and Environmental Management. These better reflect the representation of science programming and the role of the Northern Strategy in relation to sustainable land and resource management.The former Northern Economy PA has been removed as a result of the transfer of programming to the Canadian Northern Economic Development Agency in August 2009. The SO statement was also modified to reflect these adjustments.
  • Office of the Federal Interlocutor: No changes were made for 2011–2012.

Planning Summary


  Financial Resources
($ millions)
Human Resources
(FTEs)*
2011–
2012
2012–
2013
2013–
2014
2011–
2012
2012–
2013
2013–
2014
Indian and Northern Affairs Canada 7,418.4 6,986.1 6,807.4 5,353 4,924 4,583
Canadian Polar Commission 1.0 1.0 1.0 5 5 5

*FTEs: full–time equivalents. An FTE is a measurement equal to a person working a full–time work schedule for one year, which includes the combined hours (including overtime) of all individuals who have or are working within the Department during a fiscal year (includes all employees with indeterminate, term and casual employee status, but does not include students).

 

Indian and Northern Affairs Canada


The Government:
Good governance and co–operative relationships for First Nations, Inuit and Northerners
Performance Indicator:
Labour force and income components of the Community Well–Being Index
Program Activity* Forecast Spending
2010–2011
($ millions)
Planned Spending
($ millions)
Alignment to Government of Canada Outcomes
2011–2012 2012–2013 2013–2014
Governance and Institutions of Government 449.5 434.9 435.0 435.2 A diverse society that promotes linguistic duality and social inclusion
Co–operative Relationships 837.9 478.9 471.3 448.1 A diverse society that promotes linguistic duality and social inclusion
Treaty Management 643.0 711.3 675.2 679.4 Strong economic growth
Total 1,930.4 1,625.0 1,581.6 1,562.7  

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

*For all program activity descriptions included in the next planning summary tables, please see the Main Estimates at the Treasury Board of Canada Secretariat.

Governance and Institutions of Government: The 2010–2011 forecast includes additional funding reallocated through Supplementary Estimates, notably for members of the new Peerless Trout Reserve.

Co–operative Relationships: The 2010–2011 forecast includes additional funding provided through the Supplementary Estimates for specific claims settlements and to settle the Treaty Land Entitlement specific claims submitted by the Bigstone Cree Nation. Future–year planned spending primarily reflects the approved funding profile for treaty–related measures and Canada’s action plan on accelerating the resolution of specific claims, and does not reflect potential funding through future Supplementary Estimates.

Treaty Management: Primarily reflects changes in the approved funding profiles for the implementation of agreements for the Maa–nulth First Nations, Yukon First Nations, Labrador Inuit, Nunavik Inuit and the Eeyou Marine Region.


The People:
Individual, family and community well–being for First Nations and Inuit
Performance Indicator:
Community Well–Being Index for First Nations and Inuit
Program Activity* Forecast Spending
2010–2011
($ millions)
Planned Spending
($ millions)
Alignment to Government of Canada Outcomes
2011–2012 2012–2013 2013–2014
Education 1,637.0 1,657.2 1.684.2 1,704.0

A diverse society that promotes linguistic duality and social inclusion

Social Development 1,627.1 1,565.5 1,601.6 1,646.7 A diverse society that promotes linguistic duality and social inclusion
Managing Individual Affairs 29.1 27.4 27.3 22.1 A diverse society that promotes linguistic duality and social inclusion
Residential Schools Resolution 581.9 391.1 158.9   A diverse society that promotes linguistic duality and social inclusion
Total 3,875.2 3,641.3 3,472.0 3,372.8  

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

*For all program activity descriptions included in the next planning summary tables, please see the Main Estimates at the Treasury Board of Canada Secretariat

Education: The 2010–2011 forecast includes additional resources for education programming (reallocated during the year primarily from the Community Infrastructure program activity under the Land and Economy strategic outcome). The future year funding profile primarily reflects ongoing increased demand for education programs, as well as incremental funding to support the implementation of new accountability initiatives and tripartite partnership initiatives for First Nation education.

Social Development: The 2010–2011 forecast includes additional resources for social development programming (reallocated during the year primarily from the Community Infrastructure program activity). The future year funding profile primarily reflects ongoing increased demand for social development programs, as well as changes in the approved funding profiles for First Nations Child and Family Services (Budget 2010) and the Family Violence Prevention Program (Budget 2006).

Managing Individual Affairs: Future–year planned spending primarily reflects changes in the approved funding profile for the Certificate of Indian Status, as well as funding provided for Indian registration administration for eligible Mi’kmaq of Newfoundland and for applicants under the Gender Equity in Indian Registration Act.

Residential Schools Resolution: Future–year planned spending primarily reflects changes in the approved funding profile to support the federal government’s obligations resulting from the Indian Residential Schools Settlement Agreement which sunsets in 2013–2014.


The Land and Economy:
Full participation of First Nations, Inuit and Métis individuals and communities in the economy
Performance Indicator:
Labour force and income data
Program Activity* Forecast Spending
2010–2011
($ millions)
Planned Spending
($ millions)
Alignment to Government of Canada Outcomes
2011–2012 2012–2013 2013–2014
Aboriginal Economic Development 241.8 252.3 252.7 252.7 Strong economic growth
Federal Administration of Reserve Land 131.5 37.8 33.1 33.1 A clean and healthy environment
Community Infrastructure 1,268.3 1,212.2 1,028.9 993.5 Strong economic growth
Total 1,641.5 1,502.3 1,314.7 1,279.3  

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

*For all program activity descriptions included in the next planning summary tables, please see the Main Estimates at the Treasury Board of Canada Secretariat.

Aboriginal Economic Development: The 2010–2011 forecast includes additional funding provided through Supplementary Estimates for the First Nations Finance Authority to enhance the Authority’s credit rating and reallocations to address demands in other program areas.

Federal Administration of Reserve Land: The 2010–2011 forecast includes additional resources reallocated for environmental management and additional funding provided through Supplementary Estimates to address urgent health and safety pressures for First Nation communities. The future year profile reflects changes in the approved funding profile for the implementation of treaty land entitlement claims in Saskatchewan and the sunset (in 2011–2012) of funding for the Federal Contaminated Sites Action Plan.

Community Infrastructure: The 2010–2011 forecast reflects reallocations during the year to address pressures in other program activities (notably Education and Social Development); future–year planned spending does not reflect these in–year reallocations. The future year funding profile primarily reflects changes in the approved funding profile for the First Nation Infrastructure Fund (sunsets in 2013–2014) and the sunset (in 2012–2013) of funding for the First Nations Water and Wastewater Action Plan (Budget 2010) as well as the sunset (in 2011–2012) of approved funding for investments in First Nations infrastructure and housing provided pursuant to Canada’s Economic Action Plan.


The North:
Self–reliance, prosperity and well–being for the people and communities of the North
Performance Indicator:
Labour force and income components of the Community Well–Being Index for the North
Program Activity* Forecast Spending
2010–2011
($ millions)
Planned Spending
($ millions)
Alignment to Government of Canada Outcomes
2011–2012 2012–2013 2013–2014
Northern Governance and People 128.9 120.7 120.0 121.0 Healthy Canadians
Northern Science and Technology 59.3 13.6 12.4 13.6 An innovative and knowledge–based economy
Northern Land, Resources and Environmental Management 217.9 88.8 74.9 69.8 A clean and healthy environment
Total 406.1 223.0 207.3 204.3  

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

*For all program activity descriptions included in the next planning summary tables, please see the Main Estimates at the Treasury Board of Canada Secretariat.

Northern Governance and People: The 2010–2011 forecast includes additional resources reallocated to subsidize the shipment of food to isolated northern communities. Future–year planned spending primarily reflects changes in the approved funding profile to support the Government of Nunavut’s efforts to strengthen its financial management, practices and systems, as well as the sunset (in 2011–2012) of funding for initiatives in support of Canada’s Clean Air Agenda.

Northern Science and Technology: Future–year planned spending primarily reflects changes in the approved funding profile for International Polar Year (sunsets in 2012–2013), as well as the sunset (in 2011–2012) of funding for the Arctic Research Infrastructure Fund and the feasibility study for the Canadian High Arctic Research Station provided under Canada’s Economic Action Plan.

Northern Land, Resources and Environmental Management: Future–year planned spending primarily reflects the sunset (in 2011–2012) of the Federal Contaminated Sites Action Plan and changes in the approved profile for improving the regulatory regime and environmental monitoring in the North, as well as the sunset (in 2012–13) of funding provided for diamond evaluation.


Office of the Federal Interlocutor:
Socio–economic well–being of Métis, non–status Indians and urban Aboriginal people
Performance Indicator:

Average per capita income of Métis and non–status Indians (MNSI) and urban Aboriginal people
Highest level of educational attainment for MNSI and urban Aboriginal people
Employment rate for MNSI and urban Aboriginal people

Program Activity* Forecast Spending
2010–2011
($ millions)
Planned Spending
($ millions)
Alignment to Government of Canada Outcomes
2011–2012 2012–2013 2013–2014
Urban Aboriginal Strategy 14.0 13.5     Income security and employment for Canadians
Métis and non–status Indian Organizational Capacity Development 14.7 16.1 16.1 16.1 A diverse society that promotes linguistic duality and social inclusion
Métis Rights Management 11.9 11.9 11.9 11.9
Total 40.6 41.5 28.0 28.0  

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

*For all program activity descriptions included in the next planning summary tables, please see the Main Estimates at the Treasury Board of Canada Secretariat.

Urban Aboriginal Strategy: Future–year planned spending reflects the sunset (in 2012–2013) of funding for the Urban Aboriginal Strategy.

Métis and Non–Status Indian Organizational Capacity Development: The increase in 2011–2012 reflects funding provided to meet new demands in regards to the increase in the MNSI population and capacity needs and to implement departmental priorities and expectations.


Program Activity: Internal Services
Program
Activity*
Forecast Spending
2010–2011
($ millions)
Planned Spending ($ millions)
2011–2012 2012–2013 2013–2014
Total 439.0 385.2 382.6 360.3

*For all program activity descriptions included in the next planning summary tables, please see the Main Estimates at the Treasury Board of Canada Secretariat.

Internal Services: The 2010–2011 forecast includes additional funding provided for a large out–of–court settlement and the operating budget carry–forward. Changes in future–year planned spending reflect changes in the approved funding profiles for an out–of–court settlement, for informatics enhancements, and for the sunset (in 2013–2014) of funding for administration to support the federal government’s obligations resulting from the Indian Residential Schools Settlement Agreement.


Canadian Polar Commission


Canadian Polar Commission:
Increased Canadian polar knowledge
Performance Indicator:

Performance indicator to be developed by the Canadian Polar Commission

Program Activity* Forecast Spending
2010–2011
($ millions)
Planned Spending
($ millions)
Alignment to Government of Canada Outcomes
2011–2012 2012–2013 2013–2014
Research Facilitation and Communication 0.8 0.8 0.8 0.8 A clean and healthy environment
Internal Services 0.2 0.2 0.2 0.2 N/A
Total 1.0 1.0 1.0 1.0  

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

*For all program activity descriptions included in the next planning summary tables, please see the Main Estimates at the Treasury Board of Canada Secretariat.


Contribution of INAC’s Priorities to Strategic Outcomes

The Department has established eight ongoing priorities and two new priorities for the 2011–2012 planning period. The priorities are grouped into three themes “Transforming for Improved Results,” “Improving Partnerships and Relationships,” and “Managing Resources Effectively.” This section describes the priorities and the plans on which INAC will focus in the coming year and beyond.

Transforming for Improved Results


Strengthening and Reforming Education
Type Link to Strategic Outcome Description Plans for meeting the priority
Ongoing The People

Office of the Federal Interlocutor
Strengthened and reformed education programs will support First Nations in developing an education system that encourages students to stay in school, graduate and acquire the skills they need to enter the labour market. Additionally, working with provinces will encourage Aboriginal students to complete school. This will establish the foundation for healthy, thriving and self–sufficient individuals.
  • Move forward on the implementation of the First Nation Student Success Program, Education Partnerships Program and the Education Information System.
  • Work with First Nation groups and other willing partners to develop options, including new legislation, to improve the governance framework and clarify accountability for First Nation elementary and secondary education.
  • Explore a new approach to providing support to First Nation and Inuit post–secondary students that is effective, accountable and co–ordinated with other federal student support programs.
  • Support implementation–ready tripartite education agreements with provinces and First Nations.
  • Continue to find innovative approaches to work collaboratively with provinces to increase education outcomes for Aboriginal learners.


Empowering Citizens
Type Link to Strategic Outcome Description Plans for meeting the priority
Ongoing The People

Office of the Federal Interlocutor
Improved social programs and policies will emphasize prevention, protection and active measures that support employment readiness so that First Nation men, women and children are stable and safe, and can respond to opportunities.
  • With a focus on youth, increase access to active measures to facilitate transition to the labour market through partnerships, improved program alignment and development of effective service delivery models.
  • Increase access to culturally appropriate prevention and protection services and supports for First Nation children and families on reserves.
  • Continue making progress with federal, provincial and First Nations partners on the federal response to Jordan’s principle, a child–first approach to children with disabilities needing care from multiple service providers.


Improving Economic Development and Sustainability
Type Link to Strategic Outcome Description Plans for meeting the priority
Ongoing The Land and Economy

Office of the Federal Interlocutor
Improved economic development and sustainability will facilitate increased Aboriginal participation in the Canadian economy. INAC will continue to move forward with the Federal Framework for Aboriginal Economic Development.
  • Strengthen Aboriginal entrepreneurship by addressing legislative and regulatory barriers and enhancing access to capital, procurement opportunities, and entrepreneurial capacity.
  • Enhance the value of Aboriginal assets through consolidating and modernizing land management regimes and strengthening community capacity for economic development planning.
  • Forge new and effective partnerships by directing willing partners to economic opportunities and supporting Aboriginal institutional capacity.
  • Focus the role of the federal government through improved co–ordination across federal departments by increasing linkages and whole–of–government engagement for economic opportunities.
  • Continue to work with HRSDC in developing Aboriginal human capital.
  • Increase economic development capacity within Métis and non–status Indian organizations by implementing multilateral economic development strategies, including bilateral and tripartite strategies.


Sustaining the Momentum of the Northern Strategy
Type Link to Strategic Outcome Description Plans for meeting the priority
Ongoing The North INAC will lead and co–ordinate the efforts of federal departments and agencies in delivering the Government of Canada’s integrated Northern Strategy.
  • Implement Nutrition North Canada.
  • Implement the Action Plan to Improve Northern Regulatory Regimes.
  • Develop an Arctic science agenda including plans to create the Canadian High Arctic Research Station.
  • Advance plans for the April 2012 International Polar Year Conference “From Knowledge to Action”.
  • Advance devolution in the Northwest Territories and Nunavut.

 

Improving Partnerships and Relationships


Facilitating Community Development and Capacity
Type Link to Strategic Outcome Description Plans for meeting the priority
New The Government

Office of the Federal Interlocutor
First Nation and Inuit communities that are at differing stages of development will make measurable progress toward self–reliance.
  • Renovate INAC’s programs and policies to increasingly move away from national, one–size–fits–all approaches to becoming more responsive to differentiated First Nation and Inuit community realities.
  • Implement tools and measurement strategies to support community planning and capacity development (General and Readiness assessment tools, Governance Capacity Planning Tool, management action plans).
  • Support improved community capacity and accountability through: community–based planning; strategic capacity investments; harmonized funding agreements with Health Canada and other government departments; and supporting Internet–based reporting to citizens.
  • Implement a new Default Prevention and Management Policy to replace the current Intervention Policy to further decrease funding agreement defaults, build community capacity and sustain community development.
  • Increase organizational planning and economic development capacity within Métis and non–status Indian organizations.
  • Continue to support First Nation communities in building and maintaining a base of infrastructure by developing long–term strategies and alternative approaches to the delivery and servicing of public infrastructure on reserves.


Increasing Partnering to Ensure Programs are More Responsive
Type Link to Strategic Outcome Description Plans for meeting the priority
New The Government

The People

The Land and Economy

The North

Office of the Federal Interlocutor

Internal Services
The Department will seek to both create and act on opportunities to work with willing and able partners. Doing so allows the Department to use the expertise and resources of its partners to achieve common objectives and goals.
  • Move forward on INAC’s International Strategy to project Canada’s interests and take better advantage of the experiences of other countries.
  • Implement tripartite approaches for education, child and family services and income assistance in additional jurisdictions to further draw on provincial expertise to work toward comparable services and comparable results for Aboriginal people.
  • Continue to implement the Strategic Partnerships Initiative, under the Federal Framework for Aboriginal Economic Development, to make the most of partnerships in key economic sectors.
  • Pursue a partnership–based approach to capacity development, drawing on the strengths and expertise of a number of partners to build stronger governance capacity within First Nation communities and Métis and non–status Indian organizations.
  • Enhance collaboration with federal, provincial and municipal governments, post–secondary institutions, Aboriginal organizations, and the private and non–profit sectors.


Negotiating and Implementing Claims and Self–Government Agreements
Type Link to Strategic Outcome Description Plans for meeting the priority
Ongoing The Government By negotiating and implementing comprehensive claims, specific claims, special claims and self–government agreements, the federal government will address historic and modern claims; strengthen relationships between Aboriginal groups and all levels of government; support capable and accountable Aboriginal governments; and provide clarity over the use, management and ownership of lands and resources.
  • Continue to negotiate claims and self–government agreements.
  • Continue to resolve specific claims.
  • Continue to implement Canada’s legal obligations, arising from treaties and self–government agreements, and to manage relationships with signatory groups, and provincial and territorial governments.
  • Continue policy development work to facilitate relationships with Aboriginal groups and address Aboriginal rights effectively under section 35 of the Constitution Act, 1982.


Implementing Reconciliation
Type Link to Strategic Outcome Description Plans for meeting the priority
Ongoing The People Progress will continue on the Government of Canada’s commitment to support healing and reconciliation with residential school survivors and their communities. INAC is implementing the court–ordered Indian Residential Schools Settlement Agreement on behalf of the Government of Canada. In addition, the Government of Canada is identifying opportunities to promote and implement meaningful gestures of reconciliation, where appropriate.

Meet federal obligations and commitments by:

  • effectively administering the common experience payments (CEPs) and the independent assessment process
  • Engaging in commemoration activities;
  • Supporting the work of the Truth and Reconciliation Commission;
  • Implementing and funding other elements of the Indian Residential Schools Settlement Agreement (e.g., Aboriginal Healing Foundation, Notice Plan, CEP Trust Remainder); and
  • Working in collaboration with First Nations to repeal sections of the Indian Act that provide the authority to establish Indian Residential Schools and remove children from their homes and communities.

 

Managing Resources Effectively


Implementing the New Policy on Transfer Payments to Improve the Management of Funding Relationships
Type Link to Strategic Outcome Description Plans for meeting the priority
Ongoing The Government

The People

The Land and Economy

The North

Office of the Federal Interlocutor

Internal Services
The goal is to transform the Department’s transfer payment design, delivery and management systems to make them more recipient–focused, and reduce reporting burden while supporting policy objectives and sound management practices.
  • Focus effort on: developing risk management approaches, improving internal co–ordination and harmonizing administrative instruments.
  • Implement the Treasury Board Secretariat Policy on Transfer Payments, as of April 1, 2011.
  • Make administrative changes necessary to reduce reporting burden by consolidating reports and modernizing the Indian Government Support Programs database.


Implementing the Public Service Renewal Action Plan
Type Link to Strategic Outcome Description Plans for meeting the priority
Ongoing Internal Services INAC’s continuing progress on the Public Service Renewal Action Plan will address challenges facing the Public Service overall, while preserving and strengthening capacity to provide high–quality service to Canadians and policy advice to government.
  • Improve integrated planning and resource alignment.
  • Engage in talent recruitment.
  • Promote employee development.
  • Promote workplace well–being.

 

Operating context

INAC faces many challenges and opportunities as it strives to deliver its mandate and contribute to the achievement of the Government of Canada’s outcomes. The Department’s legal and operating environments are complex and continually evolving. INAC delivers or funds programs and services to diverse groups of people (First Nations, Inuit, Métis and Northerners) who have varied and distinct priorities and needs, and who live in a vast range of communities throughout the country — from remote settlements with extreme climates to metropolitan urban areas. Most of INAC’s services are delivered through partnerships with Aboriginal communities, the provinces and territories, Aboriginal organizations, and organizations in the North. INAC’s success is therefore highly dependent on strong and productive relationships and partnerships.

On behalf of the Government of Canada, INAC is also the lead department responsible for the negotiation and implementation of self–government and land claims agreements. The significance of comprehensive land claims agreements (CLCAs) and self–government agreements (SGAs) to Canada’s political, cultural and socio–economic landscape cannot be overstated. CLCAs and SGAs are legally binding agreements. As a result, the rights and obligations of the signatories – Canada, Aboriginal signatories, and provincial–territorial governments — contained in the agreements are given important legislative recognition and are legally enforceable. The agreements are given further legal effect through implementing legislation, and many are also constitutionally protected under section 35 of the Constitution Act, 1982.

Furthermore, the North is particularly rich in both challenges and opportunities. For instance, the Arctic region’s natural resources are becoming better known, more accessible and more economically feasible to develop. At the same time, this development is raising considerable concern, at home and abroad, about potential negative environmental damage and impacts to traditional lifestyles. Another example is climate change – Northerners are already experiencing some negative impacts such as infrastructure damage and changes in species’ behaviour. At the same time, changing ice conditions may lead to an increase in marine traffic and generate new opportunities for Northerners.

INAC’s responsibilities are shaped by unique demographic and geographic challenges, [Note 7] as well as centuries of Canadian history. At the same time, the nation’s changing social, economic and political landscape strongly influences INAC’s priorities, performance and delivery of services. A key factor in Canada’s changing demographic landscape is the increasing Aboriginal population, which is young and growing at twice the rate of the Canadian population overall. While this growth brings the challenge of ever–increasing demands for services – Aboriginal people in Canada continue to have lower levels of education, poorer health and quality of life, and higher levels of unemployment than Canadians overall – it also presents an unprecedented opportunity to harness the potential of capable, educated Aboriginal youth to fill crucial labour shortages now and in the future. In addition, the Department requires an integrated set of plans, policies and programs to foster and build on the economic advancements resulting from the increasing employment opportunities and wealth that is being created by Aboriginal businesses and communities.

Supreme Court and other court rulings on Aboriginal and treaty rights also continue to have a major impact on INAC’s mandate and the way the Department works to fulfil the Crown’s legal obligations. Canada’s historic relationship with Aboriginal peoples and the ongoing refinement of constitutional concepts and questions add to the complexity of litigation, as well as expose the Government of Canada to landmark court decisions and significant financial liabilities.


Risk Analysis

INAC’s operating environment includes a range of risks and challenges. The greatest risk that affects Canada as a whole is that Aboriginal people and Northerners will not benefit from the same quality of life as other Canadians. With this in mind, INAC uses risk management practices to guide priority setting and planning, policy development, and program design and delivery.

INAC manages strategic risks at a corporate level and within each strategic outcome. At a corporate level, one of INAC’s risk mitigation strategies is to be more responsive to the diversity of circumstances among Aboriginal groups and regions. This includes, for example, using more tripartite–based approaches that strengthen Aboriginal and government relationships. Another strategy is the creation of a community development approach that takes into account the varying sizes, resources and levels of political evolution of First Nations.

INAC’s corporate risks are listed in the adjacent table. These corporate risks were assessed by senior management for their likelihood of occurrence and their potential impact relative to the mandate if they were to occur. The results of this risk assessment are plotted on the Risk Heat Map. Risks for program activities are identified in the PA planning tables in Section II.

Risk Name Risk Event: There is a risk that...
Management and Accountability Risks
1. Human Resource Capacity and Capabilities INAC will not be able to attract, recruit and retain sufficiently qualified, experienced and representative human resources in a timely manner.
2. Information for Decision–making INAC will not make sufficient progress to improve access to timely, pertinent, consistent and accurate information to support planning, resource allocation and programming decisions, monitoring/oversight, and to fulfil accountability, legal and statutory obligations.
3. Implementation INAC will not be able to create or maintain the necessary systems, management practices and governance rigour to be successful in implementing programs and initiatives.
4. Resource Alignment INAC’s resources will not be well aligned to support the effective and efficient delivery of its mandate.
Relationships and Partnerships Risks
5. Government Partnership INAC and its federal government partners will not effectively and efficiently collaborate in the development and delivery of policies and programs.
6. Aboriginal Relationship INAC will not build and sustain strong, productive and respectful relationships with Aboriginal people, communities and organizations to contribute to the delivery of its mandate.
7. External Partnership INAC, provinces, territories, local governments, industry, academia and non–governmental organizations will not effectively and efficiently partner to contribute to the delivery of INAC’s mandate.
8. Legal INAC will not be able to effectively and efficiently plan for, or respond to, legal risks that affect the activities of the Department.

 

2010 Risk Assessment

2010 Risk Assessment

[D]


Expenditure Profile

Planned Spending Breakdown

The department’s 2011–2012 planned spending is $7.4 billion, of which $7.0 billion is captured by five strategic outcomes (covering 16 program activities), with the remaining $0.4 billion for the Internal Services program activity which supports all the strategic outcomes. It should be noted that The People strategic outcome makes up the largest portion of the funding ($3.6 billion or 49%) and includes the two largest program activities, Education and Social Development with funding at $1.7 billion and $1.6 billion, respectively. The Government strategic outcome accounts for a further 22% (or $1.6 billion) while The Land and Economy strategic outcome accounts for another 20% (or $1.5 billion). The remaining funding is allocated to The North and the Office of the Federal Interlocutor strategic outcomes ($223 million and $42 million respectively). Refer to the pie chart for the departmental 2011–2012 planned spending by strategic outcome and program activity.

2011–2012 Planned Spending ($ millions)

Expenditure Profile - 2011–2012 Planned Spending ($ millions)

[D]

Over the period 2007–2008 to 2011–2012, planned spending will increase from about $6.2 billion (excluding the one time payment of $1.1 billion made to the Cree of Quebec in 2007–2008 to settle implementation issues for the James Bay and Northern Quebec Agreement) to $7.4 billion. This means that program spending has increased by about $1.2 billion over this period, reflecting the following:

  • an increase in funding associated with the transfer to INAC of responsibility for the Office of Indian Residential Schools Resolution of Canada;
  • an increase in funding provided to meet the demand for ongoing First Nation and Inuit programs and services;
  • an increase in funding for accelerating the resolution of specific claims;
  • an increase in funding provided in Budget 2008 for a new framework for economic development, enhancing education outcomes, and expanding First Nation child and family services;
  • an increase in funding for the First Nation Infrastructure Fund to improve the quality of life and the environment for First Nations; and
  • a reduction related to the sunset of funding provided for the Federal Contaminated Sites Action Plan.

Planned spending over the period from 2011–2012 to 2013–2014 diminishes primarily because of reductions related to the sunset of targeted funding. This includes the sunsetting of the First Nation Infrastructure Fund and the First Nations Water and Wastewater Action Plan. Planned spending also reflects the target completion of the implementation of the Indian Residential Schools Settlement Agreement. Spending decreases also reflect changes in the approved funding profile for the negotiation, settlement and implementation of specific and comprehensive claims.

Spending Trend ($B)

Expenditure Profile - Spending Trend Graph

[D]

Note: Future settlements of claims and litigation will be added to planned spending levels through subsequent appropriations, typically through Supplementary Estimates. Similarly, decisions in future federal budgets may lead to additional appropriations.

 

2011–2012 Main Estimates and Planned Spending

The 2011–2012 Main Estimates for the Department are approximately $7,368 million. In addition, it is expected that adjustments of at least $50 million will be included in the first round of 2011–2012 Supplementary Estimates, resulting in total planned spending of approximately $7,418 million.

  ($ millions)
2011–2012 Main Estimates 7,368
Adjustments (planned spending not in Main Estimates)* 50
Total Planned Spending 7,418

* Major items include funding for a series of Yukon comprehensive land claim and self–government implementation initiatives, for improving the regulatory regime and environmental monitoring in the North, for the registration of applicants under the Gender Equity in Indian Registration Act, and for implementation of the Beaufort Regional Environmental Assessment.

Budget Restraint Measures

INAC will implement budget restraint measures through very close monitoring of expenditures, adjusting expenditures as necessary. This includes: (i) rigorous control over staffing, (ii) reduced travel by taking advantage of technology such as video conferencing as much as possible; and (iii) reduction of expenditures on discretionary professional services.


Estimates by Vote

For information on organizational votes and statutory expenditures, please see the http://www.tbs-sct.gc.ca/est-pre/2011-2012/me-bpd/info/info-eng.asp.