ARCHIVED - RPP 2007-2008
Indian and Northern Affairs Canada

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Section II — Analysis of Program Activities by Strategic Outcome

Section II of this report explains each of the 17 program activity areas in the department's Program Activity Architecture. It provides detailed information on each program activity and, where appropriate, provides additional information on key programs or services.

Strategic Outcome: The Government

Under this strategic outcome, activities support capacity building for governance and institutions, cooperative relationships, and claims settlements 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 for success. In the North, devolution to territorial governments, evolving Aboriginal governance and ongoing federal responsibilities create a complex operating environment in which getting the mix right is important for progress.

Financial and Human Resources by Strategic Outcome: The Government

	2007–08	2008–09	2009–10
Financial Resources ($ millions)
Direct	1,350.4	949.9	936.5
Attributed	76.5	60.0	60.3
Total	1,426.9	1,009.9	996.9
Human Resources (FTEs)
Direct	536.4	506.6	505.6
Attributed	589.9	459.9	451.3
Total	1,126.3	966.5	956.9
Due to rounding, figures may not add to the totals shown. Figures include Northern Governance, however information on all Northern Program Activities appears under one heading — the North.

Click on image to enlarge

Program Activity: Governance and Institutions of Government

First Nations and Inuit communities are at different stages in terms of self-government. The department's activities strive to respond to the diverse needs of First Nations and Inuit through strategies that support them in implementing strong, effective and sustainable governments at different stages of development.

This program activity has four main objectives. The first outcome enhances the capacity of First Nations and Inuit to implement and manage effective governance, for example, by developing systems and tools that support governance capacity building. The second will ensure financial transfer arrangements are matched to First Nations and Inuit capacity. A third outcome addresses First Nations and Inuit active participation in the Canadian economy. Finally, the department will endeavour to introduce legislation and regulatory reform.

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

	2007–08	2008–09	2009–10
Financial Resources ($ millions)
Direct	617.8	606.3	609.3
Attributed	34.8	38.4	39.3
Total	652.6	644.7	648.6
Human Resources (FTEs)
Direct	56.3	56.3	56.3
Attributed	270.7	297.7	297.8
Total	327.0	354.0	354.1
Due to rounding, figures may not add to the totals shown.

Performance Measurement

Expected Results	Performance Indicators
Continue to meet INAC's legal obligations, ensuring compliance with legislative, regulatory and contractual requirements	Number of appeals resolved, number of bylaws reviewed, number of First Nations moved to conducting elections under a custom system, number of training sessions for elections and bylaws.
Development and implementation of tools to assess governance capacity in First Nations communities	Governance capacity assessment tool developed Number of communities assessed using tools
Enhanced government capacity in First Nations and Inuit communities.	Number of projects supporting core governance capacity such as costing model for core governance and a database on existing information on INAC and other funded governance projects
Negotiation and implementation of self-government arrangements which provide First Nations with an opportunity to govern their internal affairs	Conclusion of negotiations
Development of First Nations and Inuit institutions, including those that 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 certification standards	Financial standards developed and made available Number of communities using standards
Targeted investments in building financial management capacity in First Nations and Inuit communities	Number of communities benefiting (i.e., increased financial management capacity)

Program Activity: Co-operative Relationships

Federal, provincial and territorial governments and First Nations and Inuit governments and institutions are building the foundation for cooperative relationships by: negotiating and implementing land claims and self-government agreements; engaging in consultation and policy development; mutually exploring issues surrounding 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.

Over the coming planning period, the department is committed to finding a federal approach to consultation and accommodation that complements and supports processes for addressing Aboriginal rights and claims.

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

	2007–08	2008–09	2009–10
Financial Resources ($ millions)
Direct	227.0	190.0	183.0
Attributed	13.8	12.1	11.9
Total	240.8	202.0	194.8
Human Resources (FTEs)
Direct	433.9	404.1	403.1
Attributed	101.9	93.6	89.8
Total	535.8	497.7	492.9
Due to rounding, figures may not add to the totals shown.

Performance Measurement

Expected Results	Performance Indicators
Increased clarity and certainty over lands and resources	Settlement of land claims
Establishment of First Nations and Inuit governments accountable to their citizens	Number of First Nations and Inuit governments operating under self-government agreements
Outstanding historical lawful obligations addressed	Resolution of specific claims
Identification, clarification and resolution of policy issues to support negotiations	Development of new policies, guidelines and tools, and the provision of ongoing support to negotiators.
Productive land claims and self-government negotiations	Achievement of deliverables and key milestones identified in agreed-upon work plans
Implementation of land claims and self-government agreements	Implementation activities carried out in accordance with implementation plans
Progress on agreed priorities relating to the Inuit Action Plan A multi-year Inuit research plan and strategy in place	Annual progress reports Research plan approved
Inuit Relations Secretariat (IRS) fully functional	Increase in awareness of IRS role and Inuit issues fully taken into consideration in relevant departmental initiatives
A federal approach to consultation and accommodation	Development of a policy framework, guidelines and processes related to a government-wide approach to consultation and accommodation

Program Activity: Claims Settlements

This activity supports the settlement of special, specific and comprehensive claims. One of the direct results of the negotiation and implementation of claims is the payment of claims settlement dollars. Indirect results include improved governance and improvements in socio-economic conditions.

Financial and Human Resources by Program Activity: Claims Settlements

	2007–08	2008–09	2009–10
Financial Resources ($ millions)
Direct	495.9	143.9	134.5
Attributed	27.3	9.0	8.5
Total	523.3	152.9	143.1
Human Resources (FTEs)
Direct	—	—	—
Attributed	212.9	63.8	58.9
Total	212.9	63.8	58.9
Due to rounding, figures may not add to the totals shown.

Performance Measurement

Expected Results	Performance Indicators
Settlements achieved	Agreements completed Payments made on time Socio-economic conditions in communities with settlements

Strategic Outcome: The People

First Nations and Inuit are among the most disadvantaged groups in Canada. Activities within this strategic outcome focus primarily on Aboriginal people on reserves and on promoting access to a range and level of services comparable to those available to other Canadians. This strategic outcome relies on key socio-economic indicators to assess effectiveness of activities.

Together, the activities under this strategic outcome create a range 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. Education empowers individuals, while social services ensure that individuals have the necessities of life. Healthy individuals contribute to safe, stable and healthy families and communities.

This strategic outcome also supports control by First Nations and Inuit over the policies, programs and services that most directly affect individual and family well-being.

Financial and Human Resources by Strategic Outcome: The People

	2007–08	2008–09	2009–10
Financial Resources ($ millions)
Direct	3,062.5	3,139.8	3,170.2
Attributed	173.7	196.2	204.5
Total	3,236.1	3,336.0	3,374.8
Human Resources (FTEs)
Direct	275.3	271.3	270.3
Attributed	1,352.2	1,522.3	1,549.4
Total	1,627.5	1,793.6	1,819.7
Due to rounding, figures may not add to the totals shown. Figures include Healthy Northern Communities, however information on all Northern Program Activities appears under one heading — the North.

Click on image to enlarge

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 issuance of Certificates of Indian Status, membership, management of trust funds, estates management, and payment of Treaty annuities and allowances.

Over the next one to three years, the department intends to increase First Nations capacity to manage their own individual affairs, such as in the administration of estates.

Financial and Human Resources by Program Activity: Managing Individual Affairs

	2007–08	2008–09	2009–10
Financial Resources ($ millions)
Direct	23.4	19.8	19.8
Attributed	1.3	1.3	1.3
Total	24.7	21.1	21.1
Human Resources (FTEs)
Direct	73.8	73.8	73.8
Attributed	10.5	9.8	9.7
Total	84.3	83.6	83.5
Due to rounding, figures may not add to the totals shown.

Performance Measurement

Expected Results	Performance Indicators
Effective federal stewardship and support of First Nations membership and registration, and development of membership codes	Number of membership code submissions received, processed and completed Number of membership codes submitted for review and approved by Minister Increase in number of First Nations Indian Registration Administrators (IRAs) Number of IRAs with increased delegation of Registrar's authority
Implementation of new Band Creation Policy	Number of decisions / recommendations made on outstanding and new requests for Band creation Increased First Nations awareness of Band creation policy and procedures
First Nations manage estates and the affairs of deceased, minor or mentally incompetent individuals	Number of First Nations estates opened and closed Number of First Nations executors and administrators appointed Percentage of INAC executors / administrators and First Nations executors / administrators compliant with policies Modernized training, education and business tools for INAC and First Nations administrators
Effective management of Indian Moneys — capital, revenue and individual accounts	Monetary value on deposit in Consolidated Revenue Fund and expended / disbursed from capital, revenue and individual accounts
Treaty annuities allowance obligations are met in accordance with treaty obligations	Number of treaty events held Number of annuitants receiving payments Total amount dispersed to fulfil treaty annuities obligations

Program Activity: Education

Education enables First Nations and Inuit individuals and communities to develop to their full potential and to achieve a quality of life comparable to that of other Canadians. This program activity supports increased educational attainment and skills development through:

• support for 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;
• financial support for Status Indian and Inuit students to participate in post-secondary education studies; and
• support for curriculum and activities that preserve and promote First Nations and Inuit languages and cultures.

Financial and Human Resources by Program Activity: Education

	2007–08	2008–09	2009–10
Financial Resources ($ millions)
Direct	1,579.4	1,619.9	1,656.0
Attributed	91.0	103.1	107.4
Total	1,670.4	1,723.0	1,763.5
Human Resources (FTEs)
Direct	155.5	155.5	155.5
Attributed	708.8	799.4	813.9
Total	864.3	954.9	969.4
Due to rounding, figures may not add to the totals shown.

Performance Measurement

Expected Results	Performance Indicators
Education policies and programs in place that support improved educational attainment of First Nations students and enhance skills development leading to improved economic opportunities	Elementary and Secondary Education: School-age population; participation rate; graduation rate; withdrawal rate; student enrolment; student success rate measured by diplomas / certificates / degrees issued; age of graduates; and leaver rate Special Education: Percentage of students identified with high- cost needs who have Individual Education Plans Number of schools with special education policies in place Post-Secondary Education: Percentage of graduates from post-secondary programs
Regional education partnerships established to improve outcomes for all Aboriginal students, on and off reserves	Number of regional partnership agreements established between First Nations and other Aboriginal partners, provincial / territorial governments, INAC and other stakeholders

Program Activity: Social Development

This activity supports the safety and well-being of First Nations individuals and families. It involves support for the delivery of social services on reserves. 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.

Financial and Human Resources by Program Activity: Social Development

	2007–08	2008–09	2009–10
Financial Resources ($ millions)
Direct	1,324.4	1,364.7	1,396.0
Attributed	76.5	86.8	90.5
Total	1,400.8	1,451.4	1,486.6
Human Resources (FTEs)
Direct	24.0	24.0	24.0
Attributed	595.3	673.4	685.9
Total	619.3	697.4	709.9
Due to rounding, figures may not add to the totals shown.

Performance Measurement

Expected Results	Performance Indicators
Income Assistance (IA): Basic / special needs of individuals and families are met	Number of individuals receiving IA Number of employment and training projects undertaken through IA
First Nations Child and Family Services: Access to quality care supports for children / families in distress, including prevention and protection services	Number of children receiving care outside the parental home Number of children and youth reported to be at risk who received family enhancement / prevention services
Early Childhood Development (ECD): ECD services are coordinated and integrated to reduce reporting burden on First Nations and Inuit, to increase flexibility, and to improve accountability and quality of ECD programs	Number of communities with coordinated / integrated ECD programs
Assisted Living: Individuals with special needs receive assistance with daily activities at home / in institutions, on and off reserves	Number of recipients in care by type: in-home, institutional or foster care Number and percent of days by type of care, on and off reserves
Family Violence Prevention (FVP): Individuals and families receive help to prevent, and leave situations involving, family violence	Number of persons receiving counselling related to family violence Number and type of FVP projects Number of families and children served by FVP activities

Strategic Outcome: The Land

Historically, the federal government has had virtually complete authority over First Nations reserve lands, resources and environment, and the monies (Indian Moneys) derived therefrom. In recognition of the aspirations of First Nations people and communities for greater control and decision making over their lands, resources and environment, the department has focused on:

• developing the underlying infrastructure and capacity for First Nations governance;
• creating opportunities for more direct responsibility and control by First Nations over land, resources and the environment; and
• realizing economic development, improved socio-economic and environmental conditions, and sound First Nations governance over land, resources and the environment.

Significant progress towards many of the immediate outcomes has now been achieved. Some of the more significant accomplishments against our immediate outcomes include:

• providing First Nations with greater access to lands and resources by strengthening the Additions to Reserve (ATR) process through better planning, a tracking system, and the introduction of new First Nation tools;
• strengthening land management skills through the piloting of the Reserve Land and Environment Management Program (RLEMP), and the strengthening of the Professional & Institutional Development (P&ID) program; and

In light of the significant progress towards achieving our immediate outcomes, the Land Strategic Outcome focus has begun to shift towards some of the more intermediate outcomes. Some of the more significant accomplishments against our intermediate outcomes include:

• strengthening the legislative and regulatory framework for commercial and industrial development on reserve, thus creating optimal conditions to attract investments, through the coming into effect of the First Nations Commercial and Industrial Development Act (FNCIDA);
• promoting responsible federal stewardship of reserve lands by remediating contaminated sites on reserve; and
• generating more opportunities for First Nations responsibility and control through the coming into effect of the First Nations Oil and Gas and Moneys Management Act (FNOGMMA), the development of the Specific Purpose Expenditure Trust (SPET) policy, and the increased interest and participation in the First Nations Land Management Act (FNLMA).

Financial and Human Resources by Strategic Outcome: The Land

	2007–08	2008–09	2009–10
Financial Resources ($ millions)
Direct	267.7	238.9	223.6
Attributed	15.5	15.2	14.5
Total	283.1	254.1	238.1
Human Resources (FTEs)
Direct	520.2	505.9	432.4
Attributed	120.2	118.0	109.8
Total	640.4	623.9	542.2
Due to rounding, figures may not add to the totals shown. Figures include Northern Land and Resources, however information on all Northern Program Activities appears under one heading — the North.

Click on image to enlarge

Program Activity: Clarity of Title to Land and Resources

Clarity of title and expansion of the reserve land base enable First Nations to benefit from economic opportunities flowing from land and resources. Transfers of land through comprehensive claims and Additions to Reserve are critical steps toward First Nations' ability to realize their economic goals and aspirations.

Over the coming planning period, this Program Activity expects to improve the Additions to Reserve process in a way that responds to community land expansion needs, and provide access to land through the transfer of land resulting from claims settlements.

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

	2007–08	2008–09	2009–10
Financial Resources ($ millions)
Direct	9.2	5.4	5.4
Attributed	0.5	0.3	0.3
Total	9.7	5.7	5.7
Human Resources (FTEs)
Direct	23.5	17.5	17.5
Attributed	4.1	2.7	2.6
Total	27.6	20.2	20.1
Due to rounding, figures may not add to the totals shown.

Performance Measurement

Expected Results	Performance Indicators
An effective, timely Additions to Reserve (ATR) process that responds to community needs for land expansion	Average length of time required to complete an ATR (total and by category)
Access to land and resources through reconciliation of land issues and claim settlements	Number of hectares of land transferred
Complete due diligence for a number of the 45 reserves to be transferred under final agreements in British Columbia	Number of reserves prepared for transfer under final agreements in British Columbia

Program Activity: Responsible Federal Stewardship

Responsible federal stewardship on reserves supports sound practices in areas of responsibility remaining with the federal government 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.

As First Nations assume greater control over land, resources and the environment, an immediate priority is 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 reserves. Examples of federal stewardship initiatives include implementation of the First Nations Commercial and Industrial Development Act, modernization of the Indian Oil and Gas Act, work with other federal departments and agencies to provide First Nations with proper authority and capacity for environmental assessment and protection on reserves, and modernization of the Indian Lands Registry.

Financial and Human Resources by Program Activity: Responsible Federal Stewardship

	2007–08	2008–09	2009–10
Financial Resources ($ millions)
Direct	46.3	40.4	39.2
Attributed	2.7	2.6	2.5
Total	49.0	43.0	41.8
Human Resources (FTEs)
Direct	113.6	113.6	114.1
Attributed	20.8	20.0	19.3
Total	134.4	133.6	133.4
Due to rounding, figures may not add to the totals shown.

Performance Measurement

Expected Results	Performance Indicators
Modernized Indian Lands Registry (ILR)	Average number of days to register a transaction in the ILR (total and by type)
Reduced number of contaminated sites	Percentage reduction in Class 1 and 2 contaminated sites liabilities
Effective management of Indian oil and gas resources	Monetary value (total and percentage change) of monies collected by Indian Oil and Gas Canada on behalf of First Nations
Implementation of the First Nations Commercial and Industrial Development Act (FNCIDA)	Number of FNCIDA tripartite agreements, regulations and leases
Risk assessments of impacts of climate change and vulnerabilities in Aboriginal communities	Impacts and vulnerabilities identified by community / number of communities
Full roll-out of the Reserve Land and Environment Management Program (RLEMP)	Number of First Nations participating in RLEMP
Implementation of the Environmental Performance Framework in support of the departmental commitment to the Environmental Stewardship Strategy	National inventory of waste sites completed Level of service standard developed for waste management on reserves
Implementation of the First Nations Commercial and Industrial Development Act (FNCIDA), beginning with the first two projects	Regulatory regime in place for the Fort McKay First Nation Project and the Fort William First Nation Project
Modernization of the Indian Oil and Gas Act (IOGA) and regulations, consistent with industry practices and standards	Completion of modern legislation and regulations

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 that enable them to assume governing authority over their lands, resources and environment. This program activity focuses on providing options for First Nations that desire to make the transition to self-government arrangements.

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

	2007–08	2008–09	2009–10
Financial Resources ($ millions)
Direct	34.1	33.6	33.6
Attributed	2.0	2.1	2.2
Total	36.0	35.7	35.7
Human Resources (FTEs)
Direct	47.0	47.0	47.0
Attributed	15.3	16.6	16.5
Total	62.3	63.6	63.5
Due to rounding, figures may not add to the totals shown.

Performance Measurement

Expected Results	Performance Indicators
Implementation of the First Nations Oil and Gas and Moneys Management Act (FNOGMMA)	Number of First Nations under FNOGMMA and in process
Expansion of the First Nations Land Management Act (FNLMA)	Number of new First Nations under the FNLMA and in process

Strategic Outcome: The Economy

This strategic outcome concentrates on establishing a supportive investment / business climate for First Nations, Inuit, Métis and northern individuals, communities and businesses. It also focuses on building the economic and community foundations necessary to increase Aboriginal and northern participation in the economy. Revenue generated through economic growth can be re-invested 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 and infrastructure.

Financial and Human Resources by Strategic Outcome: The Economy

	2007–08	2008–09	2009–10
Financial Resources ($ millions)
Direct	1,390.5	1,196.6	1,180.5
Attributed	77.4	73.0	73.4
Total	1,467.9	1,269.5	1,253.9
Human Resources (FTEs)
Direct	318.9	285.7	274.7
Attributed	602.9	566.2	555.9
Total	921.8	851.9	830.6
Due to rounding, figures may not add to the totals shown. Figures include Northern Economy, however information on all Northern Program Activities appears under one heading — the North.

Click on image to enlarge

Program Activity: Economic and Employment Opportunities for Aboriginal People and Economic Development

These activities support increased economic and employment opportunities for Aboriginal people and promotes contracting opportunities for Aboriginal businesses, as well as community economic development by facilitating First Nations access to land and resources and by assisting Aboriginal business development.

Immediate outcomes include greater opportunities from land and resources, and greater employment from community-owned and community-developed businesses.

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

	2007–08	2008–09	2009–10
Financial Resources ($ millions)
Direct	168.6	169.9	169.2
Attributed	6.9	7.7	7.8
Total	175.5	177.6	176.9
Human Resources (FTEs)
Direct	139.7	139.7	139.7
Attributed	53.7	59.6	59.0
Total	193.4	199.3	198.7
Due to rounding, figures may not add to the totals shown.

Performance Measurement

Expected Results	Performance Indicators
Employment and business contracting opportunities for Aboriginal people	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 change in employment of Aboriginal people Total value of contracts awarded to Aboriginal businesses by the private sector
Increased employment opportunities from land and resource development	Number of jobs from land and resource development under the control of communities
Land and resource development under the control of communities	Number of land and resource access agreements Number of negotiations started Number of agreements negotiated
Business Development: The creation and expansion of viable businesses owned and controlled by Aboriginal people	Number of businesses created Number of businesses expanded Other monies leveraged Survival rate of businesses supported
A coordinated network of Aboriginal financial institutions (Aboriginal Capital Corporations and Access to Capital instruments)	Yield on Aboriginal Capital Corporation loans Number of Aboriginal businesses assisted through Aboriginal Capital Corporations and Access to Capital instruments

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 reserves.

Financial and Human Resources by Program Activity: Community Infrastructure

	2007–08	2008–09	2009–10
Financial Resources ($ millions)
Direct	1,196.5	1,004.6	1,009.4
Attributed	69.1	63.9	65.5
Total	1,265.6	1,068.5	1,074.8
Human Resources (FTEs)
Direct	159.4	126.4	126.4
Attributed	537.8	495.7	495.9
Total	697.2	622.1	622.3
Due to rounding, figures may not add to the totals shown.

Performance Measurement

Expected Results	Performance Indicators
Effective and timely development and maintenance of community infrastructure	Percentage increase of facilities that meet applicable codes and standards Water Percentage of First Nations with community water facility maintenance management plans successfully implemented Condition and risk status of community facilities Percentage of facilities supervised or operated by a certified operator Percentage of First Nations communities with Boil Water Advisories Sewage Percentage of First Nations with community sewage facility maintenance management plans successfully implemented Condition and risk status of community facilities Percentage of facilities supervised or operated by a certified operator Number and percentage of communities with sewage effluent that meets standards
Education facilities meet School Space Accommodation Standards	Percentage of schools that meet or exceed School Space Accommodation Standards
First Nations communities implement maintenance management plans for schools	Percent of First Nations with school maintenance management plans successfully implemented
Improved management of Capital Facilities and Maintenance Program by First Nations and INAC	Percentage of houses with water and sewage service
Increased adequate on-reserve housing	Percentage of First Nations-reported adequate houses for each First Nation community
Increased development of energy efficiency and renewable energy measures in community-based infrastructure	Improved use and production of energy efficient technologies in communities

Strategic Outcome: Office of the Federal Interlocutor

This strategic outcome seeks to improve socio-economic conditions for Métis, Non-Status Indians and urban Aboriginal people through strengthened relationships with Métis and Non-Status Indian groups and organizations, urban Aboriginal Canadians, and provincial governments and municipalities. It also supports the development of self-sufficient, accountable Métis and Non-Status Indian organizations.

The Office of the Federal Interlocutor, as the organization responsible for the Urban Aboriginal Strategy, coordinates federal activities, in partnership with other federal departments and stakeholders, to address the needs of Canada's growing urban Aboriginal population.

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 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 Ministerial lead on behalf of the Government of Canada in response to the Supreme Court of Canada Powley decision.

Financial and Human Resources by Strategic Outcome: Office of the Federal Interlocutor

	2007–08	2008–09	2009–10
Financial Resources ($ millions)
Direct	33.8	8.0	8.0
Attributed	2.0	0.5	0.5
Total	35.8	8.6	8.6
Human Resources (FTEs)
Direct	58.3	20.8	20.8
Attributed	15.2	4.0	4.0
Total	73.5	24.8	24.8
Due to rounding, figures may not add to the totals shown.

Click on image to enlarge

Program Activity: Co-operative Relations

This activity supports strengthening effective interdepartmental and intergovernmental (federal, provincial, territorial and municipal) relations; cooperative relations with Métis, Non-Status, off-reserve and urban Aboriginal organizations to pursue and attain shared objectives; and proactive management of strategic issues related to Métis, Non-Status Indians and urban Aboriginal people.

Performance Measurement

Expected Results	Performance Indicators
Partnerships produce practical solutions to communities' high-priority issues	The percentage of collaborative priorities that are being acted upon in each partnership The number of priorities that have been completed through each partnership
Organizations are responsive and accountable to communities	The percentage of organizations assisted with capacity development
Government support from Federal/provincial departments through involvement, policy development and financial support	The number of departments involved through each of the following processes; Bilateral, Tripartite, Powley, and in each of Urban Aboriginal Strategy Pilot projects The amount of financial and other support from other Federal governments through initiatives from; Bilateral, Tripartite, Powley, and in each of Urban Aboriginal Strategy Pilot projects
Educational stakeholders are informed of successful performance practices	Number of practices that have been reviewed Number of stakeholders that have been exposed to the recommended performance practices Percentage of performance practices that are being utilized by stakeholders
Advocate to increase provincial efforts in Aboriginal education	Change in policy, practices and funding from provincial Aboriginal educational authorities

The North

Activities in the North that support INAC's Indian and Inuit Affairs mandate have been addressed under the appropriate strategic outcome above, while responsibilities directly related to the Northern Development mandate are addressed below.

Program activities are based on a long-term objective for the North as a self-sufficient, prosperous region in which Northerners manage their own affairs, enjoy a quality of life comparable to that enjoyed by other Canadians and make strong contributions to a dynamic, secure federation.

INAC manages ongoing federal interests in the North; coordinates federal northern policy, federal-territorial relations and aspects of claims and self-government implementation; and oversees federal circumpolar activities. In the Northwest Territories and Nunavut, the department manages the sustainable development of natural resources, including preserving, maintaining, protecting and rehabilitating the northern environment, while preparing for devolution to northern governments. Finally, the department is responsible for assisting Northerners, including Aboriginal groups, to develop political and economic institutions that enable them to assume increasing responsibilities under devolution.

Four program activities contribute to this strategic outcome: northern governance; healthy northern communities; northern land and resources; and the northern economy. Expected results are good northern governance; effective institutions and cooperative relationships; healthy northern communities; sustainable development of northern natural resources; and strengthened territorial economies with increased participation by Northerners.

Plans and Initiatives for 2007–10

INAC manages an increasingly complex environment, with multiple players and interests, while working to strengthen northern governance and establish strong foundations for economic development.

INAC is continuing to work toward the devolution of land and resource management responsibilities to territorial governments, while strengthening accountability for resource management and decision making. Realizing the North's economic potential also requires actions to capitalize on opportunities such as the Mackenzie Gas Project and the expansion of mining, and to manage associated risks by increasing the effectiveness of the regulatory system, identifying gaps in science and knowledge, and providing environmental stewardship. At the same time, there is a need to improve understanding of the changes affecting the northern environment and communities, through collaborative scientific investigation carried out during International Polar Year.

INAC has identified two areas of focus for 2007–08. They are:

• supporting Northern Development and Environmental Stewardship through improvements to northern regulatory systems starting with the Northwest Territories, making progress on devolution in the Northwest Territories and Nunavut, leading Canada's efforts in International Polar Year 2007–08 and implementation of the Clean Air initiatives; and
• supporting the advancement of the Mackenzie Gas Project and associated oil and gas development.

Under Northern Development and Environmental Stewardship, work is ongoing to clean up contaminated sites across the North, reduce the sources and impacts of pollution from long-range transport of contaminants, make strategic investments in northern economic development, and address nutrition and food security in isolated communities through the Food Mail Program.

Program Activity: Northern Governance

This program activity operates in conjunction with the strategic outcome on the Government under Indian and Inuit Affairs (see Program Activity Architecture). The expected result is the same: building effective governance structures and institutions of public government through cooperative relationships. Accordingly, this activity supports the growth of strong, effective and efficient government structures through legislative, policy and programming initiatives, and through the negotiation of agreements for the transfer of responsibility for land and resource management to northern governments.

Financial and Human Resources by Program Activity: Northern Governance

	2007–08	2008–09	2009–10
Financial Resources ($ millions)
Direct	9.7	9.7	9.7
Attributed	0.6	0.6	0.6
Total	10.3	10.3	10.3
Human Resources (FTEs)
Direct	46.2	46.2	46.2
Attributed	4.4	4.8	4.8
Total	50.6	51.0	51.0
Due to rounding, figures may not add to the totals shown.

Performance Measurement

Expected Results	Performance Indicators
Transfer of land and resource management to territorial governments	Achievement of key milestones in negotiating the devolution of provincial-like responsibilities to territorial governments
Intergovernmental agreements, protocols and information sharing based on a common understanding and policy framework to address circumpolar issues	Participation semi-annually in Senior Arctic Officials Meetings to promote Canada's interests in circumpolar cooperation

Program Activity: Northern Land and Resources

This program activity operates in conjunction with the strategic outcome on the Land under Indian and Inuit Affairs (see Program Activity Architecture), with particular attention to the establishment of northern resource management boards required by land claims and self-government agreements.

This activity supports sustainable development in the North through improved environmental management and stewardship, which includes clean up of contaminated sites; expanding the knowledge base for sound decision making; and improving the effectiveness of the northern regulatory system.

Financial and Human Resources by Program Activity: Northern Land and Resources

	2007–08	2008–09	2009–10
Financial Resources ($ millions)
Direct	178.1	159.5	145.4
Attributed	10.3	10.1	9.4
Total	188.4	169.7	154.8
Human Resources (FTEs)
Direct	336.1	327.8	253.8
Attributed	80.0	78.7	71.4
Total	416.1	406.5	325.2
Due to rounding, figures may not add to the totals shown.

Performance Measurement

Expected Results	Performance Indicators
Advancement of the Mackenzie Gas Project	Progress on project, including regulatory processes and procedures for approvals (permits, licences, etc.) required for construction Improved scientific basis upon which to ground regulatory approvals related to the project Pursuit of resolution of Aboriginal claims and interests through facilitation and negotiation
Well-functioning and integrated resource management systems across the North with clear jurisdictional roles and responsibilities and operational certainty	Research and development of options on key operational policy challenges completed Options for proposed legislative and regulatory changes assessed (includes consultations with stakeholders)
Leading Canada's efforts in International Polar Year (2007 – 08)	Northerners, Aboriginal people, youth and northern communities are engaged in International Polar Year activities New data, information and knowledge related to impacts of and adaptation to a climate change and to health and well-being in the North

Program Activity: Northern Economy

This program activity, associated with the strategic outcome on the Economy under Indian and Inuit Affairs (see Program Activity Architecture), 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 others; and advocates for the interests of northern economic development within the federal system. The department also serves as a federal delivery partner for Infrastructure Canada programs in the three territories (results are reported to Parliament by Infrastructure Canada).

Financial and Human Resources by Program Activity: Northern Economy

	2007–08	2008–09	2009–10
Financial Resources ($ millions)
Direct	25.4	22.0	1.9
Attributed	1.5	1.4	0.1
Total	26.9	23.4	2.1
Human Resources (FTEs)
Direct	19.8	19.6	8.6
Attributed	11.4	10.9	1.0
Total	31.2	30.5	9.6
Due to rounding, figures may not add to the totals shown.

Performance Measurement

Expected Results	Performance Indicators
Strengthened driver sectors of territorial economies	Changes in scientific and policy information holdings and in accessibility to the public (e.g., volume of data digitized and linked to the Internet)
Broadened economic base of each territorial economy	Number of sectoral plans produced and adopted Enhanced trade and tourism promotion
Strengthened ability of Northerners to influence and take advantage of economic opportunities	Improved access to small business capital Improved skills and information for organizations Number of Northerners benefiting from changes in access to appropriate technology, including affordable telecommunications services
Increased coordination among partners and programs	Approved program investment plans and oversight processes

Program Activity: Healthy Northern Communities

This program activity, associated with the strategic outcome on the People under Indian and Inuit Affairs (see Program Activity Architecture), addresses health and well-being of communities and individuals in the North. Specifically, this activity supports 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 people in the North 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.

Financial and Human Resources by Program Activity: Healthy Northern Communities

	2007–08	2008–09	2009–10
Financial Resources ($ millions)
Direct	135.3	135.4	98.3
Attributed	4.8	5.1	5.3
Total	140.2	140.5	103.6
Human Resources (FTEs)
Direct	22.0	18.0	17.0
Attributed	37.6	39.7	39.9
Total	59.6	57.7	56.9
Due to rounding, figures may not add to the totals shown.

Performance Measurement

Expected Results	Performance Indicators
Reduced levels of contaminants in traditional / country foods and reduced risk to humans	Reduced risks to target groups as a result of informed choices about use of traditional / country food Incorporation of northern contaminants data into international agreements to reduce contaminants in the environment, traditional / country foods and humans
Reduced cost and increased consumption of nutritious perishable food in isolated northern communities	Cost and quality of nutritious perishable food in isolated northern communities
Risk assessments of impacts of climate change and vulnerabilities in northern communities conducted	Impacts and vulnerabilities of climate change identified by community
Energy baselines completed for northern communities and implementation of renewable energy / energy efficiency measures / procedures	Increased use of energy efficiency and renewable energy in communities
Better knowledge and understanding of impacts of and adaptation to climate change and the health and well-being of communities	Research projects approved and under way in the two key theme areas of the International Polar Year

Departmental Management and Administration

Departmental Management and Administration (DMA) is an operational outcome that underpins INAC's strategic outcomes and program activities. This outcome supports management of the department's mission to make Canada a better place for First Nations, Inuit, Métis and Northerners.

Strategic management at INAC entails integrating strategies, people, resources, internal processes and performance measurement to improve decision making, transparency and accountability. Integrated, strategic planning for results is aligned with the Government of Canada management agenda; robust and sustainable financial and information management systems; strategic allocation and management of human resources, real property, technology and information resources; and strategic and efficient litigation management. Together, these activities contribute to the broader Government of Canada goals of increased federal accountability and transparency.

In addition to ongoing commitments, INAC has identified a number of management initiatives for the planning period 2007–10. These initiatives focus on accountable, strategic management practices and provide support to department priorities and ongoing operations across program activities.

The financial and human resources of the DMA strategic outcome are allocated to the financial and human resources under strategic outcomes.

Click on image to enlarge

Regional and Program Operations

This activity supports the achievement of strategic outcomes through financial services and management, strategic communications and policy, coordinated information management / information technology (IM/IT) systems, integrated planning and reporting, human resources management, streamlined First Nations reporting and further implementation of sustainable development principles across INAC.

Expected Results	Performance Indicators
Strengthened relationships enable the achievement of results	Number of INAC / partner joint fora Aboriginal partners' participation in joint fora and renewal of policies and legislation INAC participation in international and circumpolar fora
A diverse, representative, capable workplace and workforce to deliver INAC's mandate	Level of adherence to Public Service Modernization Act (PSMA) Public Service Employee Survey (PSES) Action Plan Level of employee satisfaction
Partners and Canadians understand Aboriginal and northern issues and departmental direction	INAC communications aligned with Government of Canada messaging Environmental analysis
INAC business is accountable, transparent, strategic and results-based	Performance Measurement Framework Degree of internal oversight and compliance Risk management strategy Level of accountable and compliant financial and non-financial systems, controls and reporting
Departmental systems are efficient, cost-effective, secure and reliable	Change in Data Collection burden Level of approved Data Collection Policy implementation Procurement service standards Compliance with delegated Treasury Board contracting authorities and conditions Procurement and Asset Management Control Frameworks

Litigation Management — Management, Resolution and Prevention

This activity supports the strategic management, resolution, and prevention of litigation to assist INAC in its overall policy development.

Expected Results	Performance Indicators
Strategic and efficient litigation management	Legal positions and strategies that take into account the status of the law, the specifics of cases and INAC's overall priorities Resolution and prevention strategies Risk management processes that strengthen the management of litigation risk

Litigation Management — Settlements

This activity supports the resolution of litigation through out-of-court settlements.

Expected Results	Performance Indicators
Resolution of grievances as appropriate, through out-of-court settlements	Development of criteria to identify appropriate cases for settlement Effectiveness of a settlement in fostering Crown/Aboriginal relationships

Canadian Polar Commission

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

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

	2007–08	2008–09	2009–10
Financial Resources ($ millions)	1.0	1.0	1.0
Human Resources (FTEs)	5	5	5

This strategic outcome is intended to increase Canadians' awareness of polar issues and 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 coordination and cooperation 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.

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.

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

	2007–08	2008–09	2009–10
Financial Resources ($ millions)	1.0	1.0	1.0
Human Resources (FTEs)	5	5	5

Performance Measurement

Expected Results	Performance Indicators
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.	Increased recognition of global science and related issues.
Canada 's position maintained as a leading polar nation. Cooperation among federal, territorial, provincial, and indigenous organizations to strengthen Canada's presence in the international research community.	Development, with partners, of a Canadian legacy plan for International Polar Year.
Strong Canadian research presence in International Polar Year 2007–08.	Canadian research priorities are reflected in international polar research efforts, including International Polar Year 2007–08.
Increased federal government support for implementing a Canadian Antarctic Research Program.	Movement toward adoption of a Canadian Antarctic Research Program by the federal government.
Increased federal government support for creating a National Polar Science Policy.	Movement toward the creation of a National Polar Science Policy at the federal, territorial and provincial level.

 

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