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Minister's Message
On behalf of Aboriginal Affairs and Northern Development Canada (AANDC) and the Canadian Polar Commission (CPC), I am pleased to present to Parliament and Canadians the 2012-2013 Report on Plans and Priorities.
The contribution of Canada's Aboriginal peoples is important to our future prosperity. Concerted action is needed to address the barriers to social and economic participation that First Nation, Métis, Inuit and northern communities face. Our Government will work with Aboriginal communities, provinces and territories, non-profit organizations and the private sector to meet this challenge.
In 2012-2013, the Government will focus on education reform for First Nations students including work on quality K-12 education for First Nation children living on reserve.
Our Government will continue to negotiate and implement claims and self-government agreements as well as support First Nations in enhancing their governance capacity.
In 2012-2013, AANDC will continue to advance the implementation of the Federal Framework for Aboriginal Economic Development through renovated programs, with the goal of increased productivity and a higher standard of living for Aboriginal peoples. AANDC will also continue to build on initiatives to improve community infrastructure.
This year we will see improved social programs and policies emphasizing prevention and protection to help ensure the safety of Aboriginal women and children, and active measures that support employment readiness.
As stated at the historic Crown-First Nations Gathering held earlier this year, the Government of Canada is committed to strengthening the relationship with First Nations and to increase collaboration to develop the elements upon which our renewed relationship will be based.
AANDC will continue to coordinate federal efforts on Northern initiatives, moving forward key efforts to provide Northerners with more control over their future and supporting the development of sustainable Northern communities. We are committed to improving the business climate, while taking necessary steps to protect the environment in the North.
There is much work ahead and I am very proud of the collaborative efforts being made to find solutions for the individuals and communities we serve.
I look forward to reporting on these initiatives in future reports to Parliament.
The Honourable John Duncan, PC, MP
Minister of Aboriginal Affairs and Northern Development
Section I: Organizational Overview
Raison d'être
Aboriginal Affairs and Northern Development Canada (AANDC) supports Aboriginal people (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.
AANDC is one of the federal government departments 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. AANDC's responsibilities are largely determined by numerous statutes, negotiated agreements and relevant judicial decisions. 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. AANDC 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 1].
Note: Until the establishing legislation is amended, the legal name of the department for the purposes of Appropriation Acts remains Indian Affairs and Northern Development.
Responsibilities
The Department is responsible for two mandates, Aboriginal Affairs and Northern Development, which together support Canada's Aboriginal and northern peoples in the pursuit of healthy and sustainable communities and broader economic and social development objectives.
Working together to make Canada a better place for Aboriginal and northern people and communities
The Aboriginal Affairs mandate is derived from a number of sources which include, among others, the Canadian Constitution, the Department of Indian Affairs and Northern Development Act, the Indian Act and its amendments over the years, from specific statutes enabling modern treaties, such as the Nisga'a Final Agreement Act, the Tsawwassen First Nation Final Agreement Act, the Maa-nulth First Nations Final Agreement Act and the Labrador Inuit Land Claims Agreement Act, and from more recently enacted statutes, among which are statutes like the First Nations Fiscal and Statistical Management Act and the First Nations Jurisdiction Over Education in British Columbia Act, designed to provide First Nations with jurisdictional powers beyond the Indian Act. A significant amount of the Department's mandate is also derived from policy decisions and program practices that have been developed over the years; it is framed by judicial decisions with direct policy implications for the Department; and it is structured by funding arrangements or formal agreements with First Nations and/or provincial or territorial governments.
AANDC negotiates and implements comprehensive and specific claims and self-government agreements on behalf of the Government of Canada; oversees implementation of claim settlements; supports provincial-type services such as education, housing, community infrastructure and social support to Status Indians on reserves; administers the land management component of the Indian Act; and executes other regulatory duties under the Indian Act.
The AANDC Minister is also the Federal Interlocutor for Métis and non-status Indians, and is responsible for the Office of the Federal Interlocutor. This Office engages with other federal departments, other governments, Aboriginal representative organizations and community leaders to raise awareness of the circumstances of Métis, non-status Indians and urban Aboriginal people, and to increase opportunities for their improved participation in the economy and society.
The Department also serves as a focal point for Inuit issues to support the inclusion of Inuit-specific concerns in federal program and policy development and is the principal liaison with national and regional Inuit organizations and governments.
The Northern Development mandate also derives from the Canadian Constitution and from statutes enacted in the late 1960s and early 1970s, including the Department of Indian Affairs and Northern Development Act; 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, and is framed by statutes that enact the devolution of services and responsibilities from AANDC to territorial governments, such as the Canada-Yukon Oil and Gas Accord Implementation Act.
AANDC is 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.
The Canadian Polar Commission, 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.
Strategic Outcome(s) and Program Activity Architecture (PAA) [Note 2]
Organizational Priorities
The Department has three ongoing priorities for the 2012-2013 planning period:
- Transforming for Improved Results;
- Improving Partnerships and Relationships; and
- Managing Resources Effectively.
This section describes the priorities and the plans AANDC will focus on for the coming year and beyond.
| Priority | Type | Strategic Outcomes |
|---|---|---|
| Transforming for Improved Results | Ongoing | The People Office of the Federal Interlocutor The Government The Land and Economy The North |
| Description | ||
|
Why is this a priority? Innovative approaches and solutions are required to achieve improved and tangible results for Aboriginal people and their communities. Plans for meeting the priority Strengthen and Reform Education by encouraging Aboriginal learners to stay in school, graduate and acquire the skills they need to enter the labour market. Key initiatives include:
Empower Citizens by:
Improve Economic Development and Sustainability by continuing to advance the implementation of the Federal Framework for Aboriginal Economic Development, including developing proposals for a renovated/renewed suite of Aboriginal Economic Development programs and continuing to advance initiatives to improve community infrastructure. Sustain the Momentum of the Northern Strategy through the following initiatives: ensuring healthy foods are more accessible to the most isolated Northern communities through Nutrition North Canada; implementing the Action Plan to Improve Northern Regulatory Regimes; continuing the design work associated with the Canadian High Arctic Research Station; negotiating a final agreement with the Northwest Territories to devolve responsibilities for land and resource management; preparing for Canada's Chairmanship of the Arctic Council from 2013-2015; and implementing the Beaufort Regional Environmental Assessment to address oil and gas regulatory decisions in the Beaufort Sea. |
||
| Priority | Type | Strategic Outcomes |
|---|---|---|
| Improving Partnerships and Relationships | Ongoing | The People Office of the Federal Interlocutor The Government The Land and Economy The North Internal Services |
| Description | ||
|
Why is this a priority? Pragmatic ways to both create and take advantage of opportunities to improve relationships and work with partners such as Aboriginal communities, other governments, institutions and industry to build a solid foundation and maximize the use of resources toward the achievement of community well-being for Aboriginal people and Northerners. Plans for meeting the priority Implementing Reconciliation by supporting the Government of Canada's commitment to residential school survivors and their communities through promoting and implementing meaningful gestures of reconciliation. Key plans include:
Facilitating Community Development and Capacity by streamlining and consolidating capacity development programs; advancing the Community Development Framework and related tools; and continuing to work to develop a sustainable, streamlined grants and contributions funding model for low-risk communities. Increasing Partnering to Ensure Programs are More Responsive by providing tools to all program areas to support partnership creation, implementation and dissemination including: expanding and implementing tripartite arrangements across a range of programs (e.g. education, social); developing new partnerships under the Strategic Partnerships Initiative (SPI); enhancing collaboration with federal partners and with provincial and municipal governments, post-secondary institutions, the private and non-profit sectors and Aboriginal organizations; and creating a new web site to showcase results. Finally, in partnership with First Nations, implementing next steps for actions as a result of the Crown-First Nations Gathering and releasing a progress report by no later than January 24, 2013. This includes the establishment of a working group with First Nations, Finance Canada and other relevant departments to review the structure of financial arrangements between the federal government and First Nations. Negotiating and Implementing Claims and Self-Government Agreements by supporting capable and accountable Aboriginal governments and providing clarity over the use, management and ownership of lands and resources. Key initiatives include:
|
||
| Priority | Type | Strategic Outcome(s) and/or Program Activity(ies) |
|---|---|---|
| Managing resources effectively | Ongoing | The Government The People The Land and Economy The North Office of the Federal Interlocutor Internal Services |
| Description | ||
|
Why is this a priority? In the current environment of fiscal restraint, AANDC will continue to focus its efforts on service excellence through the implementation of department-wide initiatives to strengthen the management and performance of programs. Plans to meet the priority Implementing the New Policy on Transfer Payments to Improve the Management of Funding Relationships by:
Implementing the Results of the Administrative Shared Services Review (ASR) by supporting the transition to Shared Services Canada and the streamlining of enabling infrastructure through the consolidation of government networks, data centres and email systems, to improve government services, reduce overall costs and leverage value for money. Implementing Public Service Renewal and Supporting the Excellence Agenda by fostering an efficient, innovative and collaborative workplace through: rigorous planning and resource alignment; strategic workforce management aligned to business needs; adaptive and targeted employee development aligned to departmental goals; and clear performance targets and monitoring. |
||
Risk Analysis
AANDC faces many challenges and opportunities as it strives to deliver its mandate and contribute to the achievement of the Government of Canada's priorities.
The Department's legal and operating environments are complex and continually evolving. AANDC funds or delivers programs and services to diverse groups of people (First Nations, Inuit, Métis and Northerners) who have varied and distinct needs and priorities, and who live in a vast range of communities throughout the country — from remote settlements with extreme climates to metropolitan urban areas. Most of AANDC's services are delivered through partnerships with Aboriginal communities, the provinces and territories, Aboriginal organizations and organizations in the North. Success is therefore highly dependent on strong and productive relationships.
AANDC's responsibilities are shaped by unique demographic and geographic challenges, as well as centuries of Canadian history. At the same time, the changing national, social, economic and political landscape strongly influences AANDC's priorities and delivery of services. A key factor in Canada's changing demographic landscape is the growing Aboriginal population, which is young and growing at twice the rate of the Canadian population overall. While Aboriginal people in Canada continue to exhibit lower levels of education, poorer health and quality of life, and higher levels of unemployment than Canadians overall, the fact that over 600,000 Aboriginal youth will attain labour force age by 2026 presents an unprecedented opportunity to harness the potential of capable, educated Aboriginal youth to fill crucial labour shortages now and in the future. The Department also 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.
AANDC leads and coordinates the Government of Canada's mandate to negotiate and implement comprehensive land claims and self-government agreements in collaboration with other federal departments and government agreements in collaboration with other federal departments and agencies. Comprehensive land claim agreements are constitutionally protected under section 35 of the Constitution Act, 1982, while self-government agreements are legally binding, and are given further legal effect through implementing legislation [Note 3].
Supreme Court and other court rulings on Aboriginal and treaty rights have a major impact on AANDC'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 contribute to the potential landmark court decisions and significant financial liabilities for the Government of Canada.
Furthermore, the North presents many opportunities and poses many challenges. Resource development opportunities in the North are significant, of strategic importance to Canada and have the potential to generate substantial wealth and revenue streams, both for Northerners and Canada as a whole. While the vast natural resources are important, the North is underdeveloped in terms of basic knowledge (geological data) and in terms of infrastructure such as connectivity, roads and ports. It is also vitally important to streamline the regulatory regimes and remove the barriers to private sector investment which will support economic growth and help provide opportunities for Northerners, while at the same time protecting the environment and respecting obligations under Northern land claim agreements. A number of environmental issues are of concern to Northerners and the Canadian public at large, including the cumulative effects of development, climate change and its impact on traditional lifestyles and transportation in the Arctic, contaminants in the Arctic food chain, and the need for remediation of a large number of contaminated sites in the North. The balance between resource development and protecting the environment will be a significant ongoing challenge.
Against the complexities of this operating environment, AANDC encounters a variety of risks. More than ever, risk management is becoming a critical component meeting Departmental objectives. In addition to corporate risk profiling, individual program assessments take into account specific risk context.
Taken together, analysis of these risk assessments, including the nine risk areas identified in the 2011 Corporate Risk Profile, indicate a reduction in the overall impact of potential risks – that is, while the risks are more likely to occur, a number of departmental initiatives have lowered the potential impact of these risks should they occur. The Corporate Risk Profile indicates that challenges continue to focus around the ability to retain a qualified workforce across the country (Capacity and Capabilities Risk); the ability to harness pertinent information in a timely manner to demonstrate value for money and results (information for Decision-Making Risk); and the ability to implement programs and other key initiatives efficiently and effectively (Implementation Risk).
AANDC's corporate risks are listed in the following table. These corporate risks were assessed by senior management for their likelihood of occurrence and their potential impact relative to the mandate. The results of this risk assessment are plotted on the Risk Heat Map.
| Risk Name | Risk Event: |
|---|---|
| 1. HR Capacity and Capabilities Risk | The ability to attract, recruit and retain sufficiently qualified, experienced, and representative human resources in a timely manner. |
| 2. Information for Decision Making Risk | The ability to 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 fulfill accountability, legal and statutory obligations. |
| 3. Implementation Risk | The ability to create or maintain the necessary systems, management practices and governance rigor to be successful in implementing programs and initiatives. |
| 4. Resource Alignment Risk | The ability to align resources to support the effective and efficient delivery of its mandate. |
| 5. Government Partnership Risk | The ability to effectively and efficiently collaborate with partners and stakeholders in the development and delivery of policies and programs. |
| 6. Aboriginal Relationship Risk | The ability to 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 Risk | With provinces, territories, local government, industry, academia and NGO's, the ability to effectively and efficiently partner to contribute to the delivery of its mandate. |
| 8. Legal Risk | The ability to effectively plan for, or respond to legal risks that impact the activities of the department. |
| 9. Environmental Risk | The ability to adequately plan for climate change and to manage its dual responsibility for environmental protection and economic development. |
Planning Summary
| Financial Resources ($ millions) | Human Resources (FTEs)* | |||||
|---|---|---|---|---|---|---|
| 2012–2013 | 2013–2014 | 2014–2015 | 2012–2013 | 2013–2014 | 2014–2015 | |
| Aboriginal Affairs and Northern Development Canada | 7,796.9 | 7,035.7 | 6,835.8 | 4,932 | 4,660 | 4,564 |
| Canadian Polar Commission | 1.3 | 1.3 | 1.3 | 5 | 5 | 5 |
* FTEs: full-time equivalents. An FTE is a measurement equal to a person working a full-time 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).
Aboriginal Affairs and Northern Development Canada
| Performance Indicators: |
|---|
| Labour force and income components of the Community Well-Being Index (CWB) |
| Program Activity | Forecast Spending 2011-2012 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
|---|---|---|---|---|---|
| 2012-2013 | 2013-2014 | 2014-2015 | |||
| Governance and Institutions of Government | 488.1 | 466.0 | 466.1 | 466.3 | A diverse society that promotes linguistic duality and social inclusion |
| Co-operative Relationships | 549.4 | 795.6 | 448.9 | 360.4 | A diverse society that promotes linguistic duality and social inclusion |
| Treaty Management | 743.8 | 696.6 | 699.0 | 696.2 | Strong economic growth |
| Total | 1,781.4 | 1,958.1 | 1,614.1 | 1,522.9 | |
Due to rounding, figures may not add to totals shown.
Governance and Institutions of Government: The 2011–2012 forecast includes additional resources reallocated during the year for default prevention pilot projects, consultation and the basic organizational capacity of Aboriginal organizations; future-year planned spending does not reflect these in-year reallocations. The 2011–2012 forecast also includes additional funding provided for paylist requirements (i.e. items such as parental benefits and severance payments); future years do not include this funding.
Co–operative Relationships: The 2011–2012 forecast includes additional funding provided through the Supplementary Estimates for specific claims settlements. The future year funding profile primarily reflects a significant one-time payment of $307 million in 2012–2013 for the settlement of the Coldwater-Narrows specific claim, the sunset (in 2013–2014) of certain funding for Canada's action plan on accelerating the resolution of specific claims, the sunset (in 2014–2015) of certain funding for negotiations of comprehensive land claims and First Nations' self-government, and changes in the approved funding for Treaty Related Measures.
Treaty Management: The year-over-year differences primarily reflect changes in the approved funding profiles for the implementation of land claims and self-government agreements for the Maa–nulth First Nations, Yukon First Nations, the Nisga'a Nation, Labrador Inuit, Nunavik Inuit, Eeyou Marine Region as well as education services and school infrastructure resources provided to the Cree, Inuit and Naskapi in Quebec pursuant to the James Bay and Northern Quebec Agreement and the Northeastern Quebec Agreement.
| Performance Indicators: |
|---|
| Community Well-Being Index (CWB) for First Nations and Inuit |
| Program Activity | Forecast Spending 2011-2012 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
|---|---|---|---|---|---|
| 2012-2013 | 2013-2014 | 2014-2015 | |||
| Education | 1,700.5 | 1,705.4 | 1,718.5 | 1,747.3 | A diverse society that promotes linguistic duality and social inclusion |
| Social Development | 1,690.1 | 1,604.6 | 1,649.7 | 1,693.4 | A diverse society that promotes linguistic duality and social inclusion |
| Managing Individual Affairs | 37.9 | 28.4 | 24.4 | 24.4 | A diverse society that promotes linguistic duality and social inclusion |
| Residential Schools Resolution | 572.1 | 466.8 | 0.0 | 0.0 | A diverse society that promotes linguistic duality and social inclusion |
| Total | 4,000.5 | 3,805.2 | 3,392.6 | 3,465.1 | |
Due to rounding, figures may not add to totals shown.
Education: The 2011–2012 forecast includes additional resources for education programming (reallocated during the year primarily from the Community Infrastructure program activity). The future year funding profile primarily reflects ongoing increased demand for education programs, as well as changes in the approved funding for the Education Information System, support for tripartite education agreements with First Nations in British Columbia and to advance readiness for education comparability in other provinces through the Education Partnerships Program.
Social Development: The 2011–2012 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 profile for First Nations Child and Family Services to implement a prevention-focused approach, and the sunset in 2012–2013 of funding for the Family Violence Prevention Program (Budget 2006).
Managing Individual Affairs: The year-over-year differences primarily reflect changes in the approved funding profile for Indian registration administration mainly related to 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.
| Performance Indicators: |
|---|
| Labour force and income data; Percentage of completed land designations for economic purposes |
| Program Activity | Forecast Spending 2011-2012 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
|---|---|---|---|---|---|
| 2012-2013 | 2013-2014 | 2014-2015 | |||
| Aboriginal Economic Development | 262.1 | 264.9 | 264.9 | 264.9 | Strong economic growth |
| Federal Administration of Reserve Land | 205.4 | 53.0 | 48.5 | 36.0 | A clean and healthy environment |
| Community Infrastructure | 1,068.3 | 1,045.4 | 1,011.0 | 1,026.8 | Strong economic growth |
| Total | 1,535.8 | 1,363.3 | 1,324.4 | 1,327.7 | |
Due to rounding, figures may not add to totals shown.
Aboriginal Economic Development: The 2011–2012 forecast reflects funding reallocated during the year to address pressures in other program activities; future-year planned spending does not reflect these in-year reallocations.
Federal Administration of Reserve Land: The 2011–2012 forecast includes additional resources provided through Supplementary Estimates for the Federal Contaminated Sites Action Plan and for on-reserve costs incurred by provincial/territorial or other emergency management organizations as required under the Emergency Management Assistance Program. 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 2014–2015) of contribution funding for the Federal Contaminated Sites Action Plan.
Community Infrastructure: The 2011–2012 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 for: the First Nations Water and Wastewater Action Plan approved in Budget 2010 (sunsets in 2012–2013); the First Nation Infrastructure Fund (sunsets in 2013–2014); and for the upgrade, repair or replacement of essential fuel storage tanks in First Nations Communities (Budget 2011).
| Performance Indicators: |
|---|
| Labour force and income components of the Community Well-Being (CWB) Index for the North |
| Program Activity | Forecast Spending 2011-2012 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
|---|---|---|---|---|---|
| 2012-2013 | 2013-2014 | 2014-2015 | |||
| Northern Governance and People | 127.1 | 132.1 | 133.9 | 143.8 | Healthy Canadians |
| Northern Science and Technology | 14.9 | 13.0 | 14.1 | 8.6 | An innovative and knowledge-based economy |
| Northern Land, Resources and Environmental Management | 190.6 | 203.9 | 256.1 | 67.6 | A clean and healthy environment |
| Total | 332.7 | 348.9 | 404.1 | 219.9 | |
Due to rounding, figures may not add to totals shown.
Northern Governance and People: The year-over-year differences primarily reflect changes in the approved funding for: implementation of the Agreement-in-Principle for Northwest Territories land and resources devolution, including activities associated with the negotiation and implementation of a final Devolution Agreement; initiatives to help Canadians adapt to the impacts of climate change under Canada's Clean Air Agenda; support for the Government of Nunavut's efforts to strengthen its financial management, practices and systems; and, grants to territorial governments for the health care of Indians and Inuit.
Northern Science and Technology: The year-over-year differences primarily reflect changes in the approved funding profile for the Project Definition Phase of the Canadian High Arctic Research Station as well as the sunset of funding for the International Polar Year.
Northern Land, Resources and Environmental Management: The year-over-year differences primarily reflect changes in the approved funding profile for: the Federal Contaminated Sites Action Plan (sunsets in 2014–2015); legislative and regulatory changes to improve the northern regulatory system and to implement the Cumulative Impact Monitoring Program in the Northwest Territories and Nunavut; the implementation of the Beaufort Regional Environmental Assessment; and, the sunset (in 2012–13) of funding provided for diamond evaluation.
| Performance Indicators: |
|---|
| Percent change in education levels; Percent change in employment rate; Percent change in income levels |
| Program Activity | Forecast Spending 2011-2012 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
|---|---|---|---|---|---|
| 2012-2013 | 2013-2014 | 2014-2015 | |||
| Urban Aboriginal Strategy | 15.0 | 0.0 | 0.0 | 0.0 | Income security and employment for Canadians |
| Métis and Non-Status Indian Organizational Capacity Development | 15.7 | 16.0 | 16.0 | 16.0 | A diverse society that promotes linguistic duality and social inclusion |
| Métis Rights Management | 11.3 | 11.9 | 11.9 | 11.9 | A diverse society that promotes linguistic duality and social inclusion |
| Total | 41.9 | 27.8 | 27.8 | 27.8 | |
Due to rounding, figures may not add to totals shown.
Urban Aboriginal Strategy: The decrease in 2012–2013 reflects the sunset of funding for the Urban Aboriginal Strategy.
Métis and Non–Status Indian Organizational Capacity Development: No material variances.
Internal Services
| Program Activity | Forecast Spending 2011-2012 |
Planned Spending | ||
|---|---|---|---|---|
| 2012-2013 | 2013-2014 | 2014-2015 | ||
| Internal Services | 325.0 | 293.5 | 272.7 | 272.3 |
Internal Services: The 2011–2012 forecast includes additional funding provided for the operating budget carry-forward and paylist requirements (i.e. items such as parental benefits and severance payments); future years do not include this funding. In addition, the decrease in 2012–2013 reflects the transfer to Shared Services Canada of funding for information technology services including e-mail, data centre and network. The decrease in 2013–2014 primarily reflects the sunset of administration funding to support the federal government's obligations resulting from the Indian Residential Schools Settlement Agreement.
Canadian Polar Commission
| Performance Indicators: |
|---|
| Engagement and Coordination with partners; Identification of the top Knowledge-based polar priorities; Dissemination of polar knowledge to Canadians. |
| Program Activity | Forecast Spending 2011-2012 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
|---|---|---|---|---|---|
| 2012-2013 | 2013-2014 | 2014-2015 | |||
| Research Facilitation and Communication | 0.8 | 1.0 | 1.0 | 1.0 | A clean and healthy environment |
Internal Services
| Program Activity | Forecast Spending 2011-2012 |
Planned Spending | ||
|---|---|---|---|---|
| 2012-2013 | 2013-2014 | 2014-2015 | ||
| Internal Services | 0.2 | 0.2 | 0.2 | 0.2 |
Contribution to the Federal Sustainable Development Strategy
The Federal Sustainable Development Strategy (FSDS) outlines the Government of Canada's commitment to improving the transparency of environmental decision-making by articulating its key strategic environmental goals and targets. AANDC ensures that consideration of these outcomes is an integral part of its decision-making processes. In particular, through the federal Strategic Environmental Assessment (SEA) process, any new policy, plan, or program initiative includes an analysis of its impact on attaining the FSDS goals and targets. The results of the SEAs are made public when an initiative is announced, demonstrating the department's commitment to achieving the FSDS goals and targets.
In 2012-2013, AANDC contributes to the following themes of the FSDS:
- Theme I: Addressing Climate Change and Air Quality
- Theme II: Maintaining Water Quality and Availability
- Theme IV: Shrinking the Environmental Footprint - Beginning with the Government
As denoted by the visual identifiers below:
Theme I: Addressing Climate Change and Air Quality
Theme II: Maintaining Water Quality and Availability
Theme IV: Shrinking the Environmental Footprint - Beginning with Government
These contributions are components of the following Program Activities and are further described in Section II:
| Program Activity | FSDS Theme |
|---|---|
| Community Infrastructure | Theme I: Addressing Climate Change and Air Quality Theme II: Maintaining Water Quality and Availability |
| Northern Governance and People | Theme I: Addressing Climate Change and Air Quality |
| Northern Science and Technology | Theme I: Addressing Climate Change and Air Quality Theme II: Maintaining Water Quality and Availability |
| Internal Services | Theme IV: Shrinking the Environmental Footprint - Beginning with Government |
For additional details on AANDC's activities to support sustainable development please see Section II of this RPP. Please refer to the Federal Sustainable Development Strategy for more information.
Expenditure Profile
Planned Spending Breakdown
The Department's 2012–2013 planned spending is $7.8 billion, of which $7.5 billion is captured by five strategic outcomes (covering 16 program activities), with the remaining $0.3 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 ($3.8 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 25% (or $2.0 billion) while The Land and Economy strategic outcome accounts for another 17% (or $1.4 billion). The remaining funding is allocated to The North and the Office of the Federal Interlocutor strategic outcomes ($349 million and $28 million respectively). Refer to the pie chart for the departmental 2012–2013 planned spending by strategic outcome and program activity.
2012-2013 Planned Spending
Total $7,797 million
Over the period 2008–2009 to 2012–2013, planned spending will increase by about $0.8 billion (from about $7.0 billion in 2008–2009 to $7.8 billion in 2012–2013), reflecting the following major items:
- an increase in funding of awards to claimants resulting from the Independent Assessment Process and Alternative Dispute Resolution related to the Indian Residential Schools Settlement Agreement, including other settlement agreement costs that directly benefit claimants;
- an increase in funding provided to meet the demand for ongoing First Nation and Inuit programs and services;
- an increase in funding for accelerating the resolution of specific claims; and,
- reduced requirements for out-of-court settlements.
Planned spending over the period from 2012–2013 to 2014–2015 diminishes primarily because of reductions related to the sunset of targeted funding. This includes the sunsetting of funding for the Federal Contaminated Sites Action Plan and the First Nation Infrastructure Fund. Planned spending also reflects the target completion of the implementation of the Indian Residential Schools Settlement Agreement (pending renewal of authority and funding). Spending decreases also reflect changes in the approved funding profile for the negotiation, settlement and implementation of specific and comprehensive claims.
Spending Trend ($ Billions)
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 adjustments to appropriations.
Fiscal Cycle
Variances between Main Estimates, Planned Spending (as per the Report on Plans and Priorities) and Actual Expenditures are largely attributable to the timing of key elements in the fiscal cycle. The Main Estimates is the first step in the fiscal cycle. Additional funding for initiatives that were not ready in time to be included in the Main Estimates is provided through Supplementary Estimates. It should be noted that over the past four years (2008-09 through 2011-2012), significant funding has been accessed through Supplementary Estimates beyond what was identified in the Report on Plans and Priorities (primarily related to Budget announcements, claims settlements as well as obligations stemming from the Indian Residential Schools Settlement Agreement).
Fiscal Cycle ($ Billions)
Estimates by Vote
For information on our organizational appropriations, please see the 2012-2013 Main Estimates publication.