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2008-2009
Reports on Plans and Priorities

Indian and Northern Affairs Canada and Canadian Polar Commission

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The Honourable Chuck Strahl, P.C., M.P.
Minister of Indian Affairs and Northern Development and Federal Interlocutor for Métis and Non-Status Indians

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Table of Contents

Minister’s Message
Management Representation Statement

Section 1 — Departmental Overview
Raison d’être and Responsibilities
Challenges and Responses
Expenditure Profile
Program Activity Architecture

Section 2 — Analysis of Program Activities by Strategic Outcome
Strategic Outcome: The Government
Strategic Outcome: The People
Strategic Outcome: The Land
Strategic Outcome: The Economy
Strategic Outcome: Office of the Federal Interlocutor
The North
Internal Services
Canadian Polar Commission

Section 3 — Supplementary Information
Departmental links to the Government of Canada Outcomes
Link to Tables
Sustainable Development Strategy
Contacts for Further Information

Minister’s Message

On behalf of Indian and Northern Affairs Canada (INAC) and the Canadian Polar Commission, I am pleased to present to Parliament and the people of Canada the Report on Plans and Priorities for 2008–09.

It has been six months since I became INAC Minister and Federal Interlocutor for Métis and Non-Status Indians — time enough to travel extensively and meet Aboriginal, northern, provincial and territorial leaders, and to learn from them about the diverse challenges and opportunities facing Canada’s Aboriginal and northern communities where our history meets our future.

INAC has an Aboriginal mandate and a northern mandate, both of which aim at ensuring that Aboriginal and northern individuals and communities overcome conditions of dependency and isolation, and take advantage of the many opportunities in and around their communities so they can play an important role in the future development of Canada’s economy and society.

In its Aboriginal mandate, INAC has identified several broad areas of action in fiscal year 2008–09, including education, economic development, settlement of claims and reconciliation, the empowerment of First Nations citizens and the protection of those most vulnerable.

With respect to its northern mandate, in 2008–09, INAC will focus on implementing key elements of the government’s Northern Strategy, as announced in the most recent Speech from the Throne, continue its work on International Polar Year and pursue devolution of responsibilities to its territorial partners.

Across both mandates and all activities, the emphasis of INAC will remain the same: determined follow through on commitments already made; effective leadership and advocacy inside the Government of Canada on a wide range of Aboriginal and northern priorities; responsible and respectful partnership with Aboriginal and northern communities, provincial and territorial governments, and national and regional Aboriginal organizations; productive co-operation with and involvement of the private sector; and continued focus on achieving measurable results.

The 2008–2009 Report on Plans and Priorities shows the challenges ahead and maps out practical courses of action to address these challenges in a manner designed to strengthen accountability to Parliament and to all Canadians.

The Honourable Chuck Strahl, P.C., M.P.
Minister of Indian Affairs and Northern Development
and Federal Interlocutor for Métis and Non-Status Indians

Management Representation Statement

I submit for tabling in Parliament the 2008–2009 Report on Plans and Priorities for Indian and Northern Affairs Canada and the Canadian Polar Commission.

This document has been prepared based on the reporting principles contained in the Guide to the Preparation of Part III of the 2008–09 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:

• it adheres to the specific reporting requirements outlined in the Treasury Board of Canada Secretariat guidance;
• it is based on the department’s strategic outcomes and program activities that were approved by the Treasury Board;
• it presents consistent, comprehensive, balanced and reliable information;
• it provides a basis of accountability for the results achieved with the resources and authorities entrusted to it; and
• it reports finances based on approved planned spending numbers from the Treasury Board Secretariat of Canada.

As you will see in this document, significant segments of INAC’s programs are delivered through funding agreements, federal-provincial partnerships, claims settlements and other arrangements. While these engage the energies and resources of other parties, which contribute to stronger outcomes, it also means that specific outcomes are sometimes affected by the extended nature of these arrangements, by factors external to the department that may impact our partners and their ability to contribute at a particular time. In this context, the constant improvement of INAC’s strategic outcome plans, and the clarity of the performance measures used, is aimed at providing as clear and accountable a picture as possible of INAC’s objectives over the planning period.

At the same time, it is INAC’s objective to ensure that the supporting business practices are economical, efficient and effective to enable the delivery of INAC’s programs and policies over the planning period for this report. Equally important, INAC will give priority attention to the implementation of legislative frameworks and claims settlements — again, to ensure maximum possible attainment of the expected results set out in this report.

Michael Wernick
Deputy Minister, Indian and Northern Affairs Canada

Section 1 — Departmental Overview

Raison d’être and Responsibilities

The department is responsible for two mandates, Indian and Inuit 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 Indian and Inuit Affairs mandate derives from the Indian Act and its amendments over the years, from specific statutes enabling modern treaties, such as the Nisga’a Final Agreement Act or 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 derived from policy decisions and program practices that have 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.

Under Indian and Inuit Affairs, INAC negotiates comprehensive and specific land claims and self-government agreements on behalf of the Government of Canada; oversees implementation of claim settlements; delivers provincial-type services such as education, housing, community infrastructure and social support to Status Indians on reserves; manages land; and executes other regulatory duties under the Indian Act.

In recent years, the department’s responsibilities for the planning and co-ordination of government-wide activities relating to Aboriginal and northern priorities have been expanded, including, in particular, INAC’s new role in Aboriginal economic development activities, and in the development of the government’s Northern Strategy. Over the planning period, there will be a further expansion of INAC’s government-wide policy development activities relating to Aboriginal and northern priorities.

The INAC Minister is also the Federal Interlocutor for Métis and Non-Status Indians, and is responsible for the Office of the Federal Interlocutor. The Office of the Federal Interlocutor uses its relationships and partnerships 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 Inuit Relations Secretariat was established in 2005 to serve as a focal point for Inuit issues and to advocate for the inclusion of Inuit-specific concerns in federal program and policy development. This Secretariat reports to the Deputy Minister and is the principal liaison with national and regional Inuit organizations.

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

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

Finally, both mandates include an international dimension: INAC is actively engaged in international indigenous and circumpolar activities involving Aboriginal and northern organizations, states and international organizations.

Challenges and Responses

The Aboriginal population is one of the fastest-growing segments of Canadian society. The 2006 Census data show that the number of people who identified themselves as an Aboriginal person has surpassed the one-million mark. This growth is bringing with it ever-increasing demands for services as well as the opportunities that an educated, capable Aboriginal youth cohort can offer the labour force of tomorrow. Canada’s North possesses unparalleled opportunities for resource development that will transform the lives of all Northerners, including Aboriginal people, the communities they live in, and Canada as a whole.

To contribute to Aboriginal and northern aspirations, the department needs to consider that some of Canada’s Aboriginal and northern people live in isolated communities, while others are concentrated in, or in close proximity to, urban areas. As well, many Aboriginal communities, in the North in particular, are on the front line of environmental and climate change. At the same time, unparalleled opportunities are emerging for Aboriginal and northern communities, arising out of resource development, claims settlements, new program delivery arrangements, new legislative frameworks and, most importantly, out of the growing capacity of these communities to manage their own affairs and pursue their own priorities.

The strategic outcomes put forward in this planning document are designed to help accomplish Aboriginal and northern aspirations and priorities. The structural nature of these challenges, however, means they will not be overcome — and priorities will not be met — overnight. Accordingly, the objectives put forward in this plan should be seen as a continuing investment, one that aims at generating immediate, intermediate and end outcomes. Achieving the outcomes presented in this plan will also depend, in many cases, on factors beyond the direct control of INAC, including the priorities and timing of INAC’s partners, the availability of resources, judicial decisions, and other unanticipated events and developments.

For INAC to ensure, as much as possible, the effectiveness of its planned activities, it must consider how to:

• ensure that the department’s programs evolve to respond to the many facets of Aboriginal and northern realities in effective and accountable ways;
• build and nurture the partnerships necessary to achieve its strategic outcomes;
• effectively implement past initiatives and agreements; and
• ensure responsible and sustainable resource development in the face of rising concerns about climate change and the environment.

Evolution of INAC’s Policies, Programs and Organizational Capacity

INAC is one of 34 federal departments and agencies involved in Aboriginal and northern programming. This many actors create challenges for ensuring that programs do not work at cross purposes, including within INAC since the department responds to a range of needs. Canada’s Aboriginal and northern communities, as well as Canadian taxpayers, must get the full benefit of this investment.

For its part, INAC will continue its government-wide leadership on Aboriginal economic development. During the planning period, INAC will work with the Treasury Board Secretariat on the recommendations of the Blue Ribbon panel on grants and contributions to develop new approaches to funding programs that will begin to improve the way Aboriginal individuals and communities are supported and will enhance program effectiveness and accountability.

To achieve the strategic outcomes planned for 2008–09 through INAC’s own programs, the department will pursue the following:

• innovation in priority areas like education and housing;
• renovation of core program authorities to improve responsiveness to changing conditions and needs;
• development of legislative frameworks that will empower Aboriginal Canadians and Northerners to make their own decisions, manage their own resources and support their community’s development; and
• special attention to ensuring that those Aboriginal people who are most vulnerable are protected and empowered, for example, by establishing family violence shelters and tabling legislation designed to protect the property rights of First Nations women in cases where relationships fail.

To ensure that the department has the capacity to pursue these strategic outcomes, INAC will develop more robust performance indicators focused on outcomes, make key advances in human resources development (stressing recruitment and establishing an Integrity, Values and Conflict Resolution Centre), strengthen information and resource management capacities in direct support of strategic outcome planning and enhanced stewardship of resources, and make new investments in communications activities aimed at raising public awareness about Aboriginal and northern realities and opportunities. In all of these activities, the department will emphasize strengthening core business practices to ensure the effective delivery of INAC programs, either directly by the department or through funding agreements and partnership arrangements.

Emphasis on Partnerships

The bulk of the department’s programs are delivered through partnerships with Aboriginal communities, federal-provincial or federal-territorial agreements, or formal bilateral or multilateral negotiating processes.

Accordingly, during the planning period, INAC will pursue a number of initiatives aimed at making partnerships more effective, including: improvements in key claim and self-government negotiating processes, with an emphasis on specific claims; implementation of the federal government’s Consultation and Accommodation Action plan; special attention to the implementation of modern treaties; close co-operation with First Nations in the implementation of recently enacted statutes aimed at giving expanded jurisdiction over monies and resources; and signing of federal-provincial-First Nations protocols on education, child and family services, and active income support measures.

The Office of the Federal Interlocutor will continue implementing the 2007–2012 Urban Aboriginal Strategy, an approach based on problem-solving partnerships with provincial governments, urban Aboriginal organizations, municipalities and other federal departments. As well, the Office of the Federal Interlocutor will lead collaborative efforts with a wide range of partners to respond to Métis rights, support tripartite governance arrangements for Métis and Non-Status Indians, and establish a research network to address relevant policy challenges.

The Inuit Relations Secretariat will launch the Inuit Research Agenda during the current planning period, and will commence negotiations on selected elements of the Inuit Action Plan to address education, economic development, youth and urban Inuit issues. Strengthening relations with the Inuvialuit, Nunavut, Nunavik and Nunatsiavut regions will be a priority of the Inuit Relations Secretariat as well.

Implementation of the Northern Strategy

Land claim and self-government agreements with Aboriginal northern peoples, devolution of federal powers to territorial governments, prudent management of land and resources and ground-breaking private sector investment have positioned Canada’s North for a period of unprecedented development.

Consequently, INAC, in partnership with other federal departments and stakeholders, will lead the development and implementation of an integrated Northern Strategy that will focus on strengthening Canada’s sovereignty, protecting our environmental heritage, promoting economic and social development, and improving governance so that Northerners have greater control over their destinies.

Focus on Sustainable Development and Environmental Stewardship

Aboriginal and northern Canadians have a fundamental relationship with the land and its resources. For years, they have been calling attention to the effects of climate change and demanding a broader, more sustainable approach to how all Canadians relate to the land. Increasingly, Aboriginal and northern Canadians will be major players in the development of Canada’s resources. South of 60°, the reserve land base is expected to increase by over 55 percent between 1990 and 2010, and brings with it extensive mineral and other resources; north and south of 60°, land claims and self-government agreements entail Aboriginal control or participation in the management of large land masses, with resource and hydro development potential.

During the planning period, the department will act on a number of fronts to address these challenges. INAC’s Sustainable Development Strategy will go through an evaluation to ensure it is effectively responding to priority issues. Major advances will be made in the areas of contaminated sites, environmental assessments, infrastructure challenges, and Aboriginal and northern resource management capacity and governance. Finally, INAC’s Environmental Stewardship Strategy will receive further attention as a vehicle for co-ordinating the department’s many efforts aimed at enhanced and sustainable management of lands and resources.

Expenditure Profile

Planned Spending Breakdown

Over 60 percent of departmental spending (3 of 17 program activities) is committed to basic services, such as education, social services and community infrastructure to provide access to provincial-type services.

 

 

Total Planned Spending — Explanation of Trend

The increase in spending from 2004–05 to 2007–08 is primarily due to:

• payment to the Quebec Cree in 2007–08 to settle implementation issues respecting the James Bay and Northern Quebec Agreement and related litigation;
• incremental funding provided to meet the demand for ongoing First Nations and Inuit programs and services;
• funding provided in Budget 2006 for priorities, including education, women, children, families, water and housing;
• funding provided in Budget 2005 for First Nations housing and related infrastructure;
• funding provided in Budget 2005 for the Mackenzie Gas Project;
• funding provided in Budget 2004 for the Federal Contaminated Sites Action Plan; and
• funding provided in Budget 2004 for Strategic Investments in Northern Economic Development.

Planned spending over the period from 2007–08 to 2010–11 diminishes mainly because of reductions related to the sunset of targeted funding, that is:

• payment to the Quebec Cree to settle implementation issues respecting the James Bay and Northern Quebec Agreement and related litigation;
• funding provided in Budget 2005 for First Nations housing and related infrastructure;
• funding provided in Budget 2005 for the Mackenzie Gas Project;
• funding provided in Budget 2004 for the Federal Contaminated Sites Action Plan;
• funding provided in Budget 2004 for Strategic Investments in Northern Economic Development;
• funding provided in Budget 2003 for the First Nations Water Management Strategy; and
• funding profile for Budget 2008 announcements is not available beyond 2009–10.

2008–09 Main Estimates and Planned Spending

The 2008–09 Main Estimates for the department are approximately $6.3 billion. In addition, it is expected that adjustments of about $0.6 billion will be included in the 2008–09 Supplementary Estimates, resulting in total planned spending of approximately $6.9 billion.

($ Millions)
2008–09 Main Estimates	6,267
Adjustments (planned spending not in Main Estimates)*	583
Total Planned Spending	6,850
*Includes Budget 2006/Budget 2007/Budget 2008 funding for priorities, including education, women, children, families, water/wastewater and economic development; incremental funding to accelerate the resolution of specific claims; payment to the Quebec Cree to settlement issues respecting the James Bay and Northern Quebec Agreement and related litigation; funding for 2010 Olympic Legacy Agreements.

 

Allocation Methodology Within the government planning and budgeting process, departments do not identify Internal Services (i.e. departmental management and administration) as a separate activity. These resources are attributed to strategic outcomes and program activities. This presents a challenge for INAC to provide a useful presentation of resources, given that it is primarily in the business of transferring funds to third parties for the delivery of programs and services meeting its objectives and mandate. As such, it has to ensure the proper administration of these transfers, undertake monitoring and accountability activities, and provide policy advice and other services (e.g., litigation management). It should be noted, however, that the proportion of INAC’s total budget allocated to Internal Services amounts to less than 5 percent, which is comparable to other departments.

The department’s Program Activity Architecture (PAA) is an articulation of how resources are managed and allocated, and how activities are organized to achieve results. Although INAC’s PAA has five strategic outcomes, four of which include Program Activities that comprise the Northern Development Program, for ease of reference, all four Northern Development Program Activities are grouped together in Section 2.

Program Activity Architecture

The Program Activity Architecture (PAA) of Indian and Northern Affairs Canada illustrates 17 main program activities and associated sub-activities by strategic outcome.

Click on image to enlarge

Section 2 — Analysis of Program Activities by Strategic Outcome

Strategic Outcome: The Government

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	1,653.9	1,285.4	1,263.2
Attributed	75.3	65.5	64.7
Total	1,729.2	1,350.9	1,327.9
Human Resources (FTEs)
Direct	510.6	509.6	509.6
Attributed	555.0	465.0	459.7
Total	1,065.6	974.6	969.3
Due to rounding, figures may not add to the totals shown. Explanation of spending trend. Figures include the Northern Governance program activity from The Government strategic outcome.

Under this strategic outcome, activities support capacity building for governance and institutions, co-operative relationships, and claims settlements as the foundation for self-reliant First Nations, Inuit and Northerners.

During 2008–09, INAC will take a lead role in advancing a number of initiatives that are essential elements to achieving results, building community capacity, resolving specific claims, implementing historic treaty relationships and maintaining momentum at self-government and land claims negotiations tables. While steady progress is being made toward achieving key milestones through settling modern-day treaties and resolving specific claims, INAC will continue to work with its Aboriginal, provincial and territorial partners in implementing the obligations set out in negotiated agreements.

Click on image to enlarge

Program Activity: Governance and Institutions of Government

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	622.9	625.4	631.4
Attributed	35.2	38.5	39.1
Total	658.0	663.9	670.5
Human Resources (FTEs)
Direct	68.8	68.8	68.8
Attributed	261.6	276.4	281.1
Total	330.4	345.2	349.9
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

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 two main objectives. The first is to enhance 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 is to ensure that financial transfer arrangements are matched to First Nations and Inuit capacity.

Expected results for the Governance and Institutions of Government program activity will be advanced in 2008–09 by enhancing existing federal obligation tracking systems related to land claims settlements; developing a Multi-year Community Fiscal Transfer Program (i.e., multi-year grant); and adding community infrastructure built as a result of take-up of institutional services.

Performance Measurement
Expected Results	Performance Indicators
Implementing land claims and self-government agreements	• Number of federal obligations implemented
Meeting statutory/regulatory obligations under the Indian Act with respect to elections and lawmaking	• Number of general elections conducted under the Indian Act and number of election appeals processed in a fiscal year • Number of by-laws reviewed and disallowed in a fiscal year • Number of election codes reviewed and number of First Nations removed from the election provisions of the Indian Act enabling them to hold their band council elections under a community designed election system in a fiscal year
Capacity development	• Number of projects supporting First Nations capacity development
Financial transfer arrangements matched to First Nations and Inuit capacity and responsibilities	• Number of communities with unqualified financial statements • Number of Aboriginal self-governments with fiscal financing agreements

Program Activity: Co-operative Relationships

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	208.3	199.9	171.1
Attributed	11.9	11.8	10.2
Total	220.2	211.7	181.3
Human Resources (FTEs)
Direct	398.4	397.4	397.4
Attributed	83.1	84.5	73.1
Total	481.5	481.9	470.5
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

Federal, provincial and territorial governments, as well as First Nations and Inuit governments and institutions, are building the foundation for co-operative relationships that will help define common agendas and reduce conflict. Key activities include: negotiating and implementing land claims and self-government agreements; engaging in consultation and policy development; exploring issues and practical measures within historic treaty relationships; and putting in place mechanisms and tools that allow all parties to work together to identify priorities for action.

Expected results for the Co-operative Relationships program activity will be advanced in 2008–09 by:

• implementing the Justice at Last specific claims action plan, and establishing the specific claims tribunal;
• enacting the Nunavik Inuit Land Claims Agreement;
• enhancing existing federal obligation tracking systems related to Land Claims Settlements;
• implementing new and/or amended policy tools for addressing rights defined under Section 35 of the Constitution Act, 1982;
• rolling out the Inuit Research Agenda;
• cataloguing federal programs for Aboriginal people to determine Inuit eligibility, also to create more opportunities and accessibility for Inuit;
• work plans to address: Inuit education, Inuit economic development, Inuit youth, Inuit connectivity, and urban Inuit as negotiated with the Inuit Tapiriit Kanatami on behalf of the Inuit;
• having the Office of the Treaty Commissioner in Saskatchewan operate under a renewed mandate; and
• reaching key milestones in comprehensive, self-government and specific claims negotiations.

Performance Measurement
Expected Results	Performance Indicators
Productive claims and self-government negotiations and treaty discussions with First Nations, Inuit, Métis, Northerners and provinces/territories	• Achievement of deliverables and key milestones identified in the agreed-upon work plans • Number and extent of agreements or reports on understandings that are reached • Number of specific claims addressed
Legal obligations are fulfilled, including the duty to consult and accommodate, and the implementation of claims and self-government agreements	• Number of First Nations, Métis and Inuit groups that have been engaged in discussions in the development of federal policy on consultation and accommodation • Number of legal obligations implemented
Policy, programs and legislation that are responsive to requirements of First Nations, Inuit, Métis and Northerners	• Number of groups utilizing policy, program and legislative options • Number of options for addressing s. 35 rights • Number of opportunities for Inuit to be consulted in federal policy and program development

Program Activity: Claims Settlements

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	808.8	444.0	445.5
Attributed	27.7	14.6	14.8
Total	836.6	458.7	460.3
Human Resources (FTEs)
Direct	—	—	—
Attributed	206.3	99.9	101.3
Total	206.3	99.9	101.3
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

This program 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.

Performance Measurement
Expected Results	Performance Indicators
Financial transfers, as part of specific and comprehensive claims settlements	• Claims settlement dollars transferred in fiscal year • Number of agreements reached

Strategic Outcome: The People

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	3,194.0	3,273.3	3,258.6
Attributed	177.1	195.5	200.2
Total	3,371.0	3,468.9	3,458.8
Human Resources (FTEs)
Direct	320.1	315.6	315.6
Attributed	1,316.5	1,403.2	1,438.0
Total	1,636.6	1,718.8	1,753.6
Due to rounding, figures may not add to the totals shown. Explanation of spending trend. Figures include the Healthy Northern Communities program activity from The People strategic outcome.

The People strategic outcome focuses on the department’s mandate with respect to provincial-type services on reserves south of the 60th parallel, as well as fulfilling other departmental statutory and treaty obligations to individuals.

Over the course of 2008–09, INAC will implement initiatives aimed at improving education outcomes, stabilizing social programs and addressing the needs of individual First Nations community members, including new education and social partnership agreements with First Nations and with provinces, and new secure Certificates of Indian Status. In addition, INAC will actively renovate program authorities and other major program provisions dealing with individual well-being, including education, income assistance, family violence prevention and the determination of registration in accordance with the Indian Act. INAC will continue to advance a legislative approach to address on-reserve matrimonial real property, and to work on proposed modifications to the Canadian Human Rights Act.

Click on image to enlarge

Program Activity: Managing Individual Affairs

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	28.9	24.7	26.9
Attributed	1.6	1.3	1.3
Total	30.5	26.0	28.2
Human Resources (FTEs)
Direct	86.6	86.6	86.6
Attributed	11.7	9.2	9.2
Total	98.3	95.8	95.8
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

In accordance with the Indian Act, INAC has responsibilities with respect to maintaining the Indian Register, determining entitlement to registration, issuing Certificates of Indian Status, managing membership, managing trust funds, administering estates, and paying treaty annuities and allowances.

Notwithstanding the impact of the historic residential schools settlement on the department workload, over the next three years, INAC intends to modernize service delivery standards and increase First Nations capacity to manage their own programs and services. The department also plans to continue to support legislative proposals aimed at strengthening the rights of individuals, including those related to on-reserve matrimonial real property legislation and the Canadian Human Rights Act.

Performance Measurement
Expected Results	Performance Indicators
Increased First Nations control over programs and services	• Number of First Nations actively exercising control over the determination of band membership • Number of Indian registration administrators with increased delegation of program responsibilities • Number of estate files being administered by First Nations
Effective stewardship of legislative, administrative and treaty obligation	• Up-to-date and accurate Indian Register and departmentally-maintained band lists • Number of membership code submissions received, processed and completed, and number of estate files administered • Number of national treaty events conducted and number of annuitants receiving payments
Improved legislative, policy and program frameworks	• National implementation of new Certificate of Indian Status • Modernization of the band creation policy and procedures guide • Modernization of estates policy, training and business tools for INAC staff and First Nation administrators

Program Activity: Education

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	1,647.3	1,704.2	1,687.2
Attributed	92.0	101.9	104.6
Total	1,739.4	1,806.1	1,791.8
Human Resources (FTEs)
Direct	179.6	176.1	176.1
Attributed	684.2	731.1	751.1
Total	863.8	907.2	927.2
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

Through its educational programming, INAC will continue to work with its partners to improve educational outcomes for First Nations and Inuit learners, not only increasing graduation rates, but also boosting the level of literacy and numeracy skills. INAC will strengthen partnerships with First Nations and provinces — like those recently established in British Columbia and Quebec — to support improved outcomes.

Performance Measurement
Expected Results	Performance Indicators
Improved educational attainment by First Nations students supported by education policies and programs in place	• Elementary and Secondary Education: Percentage of First Nations students graduating from elementary and secondary schools • Special Education: Percentage of students identified with high-cost needs who have individual education plans • Post-Secondary Education: Percentage of First Nations and Inuit students graduating from post-secondary programs
Tripartite educational partnerships established to improve outcomes for First Nations students on-reserve and in the provincial system	• Number of tripartite education partnerships established

Program Activity: Social Development

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	1,413.8	1,452.0	1,455.9
Attributed	77.7	86.7	88.9
Total	1,491.5	1,538.8	1,544.7
Human Resources (FTEs)
Direct	30.8	30.8	30.8
Attributed	577.7	622.6	638.3
Total	608.5	653.4	669.1
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

This program activity supports the safety and well-being of First Nations individuals and families through 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. The aim is to provide social services at a level reasonably comparable to provincial and territorial programs.

INAC works closely in partnership with other government departments, provinces, territories and First Nations in implementing social development programming. INAC and its partners are focused on renovating the programs with more emphasis on prevention and active measures and a results-based approach conducive to safe and sustainable communities where First Nations individuals and families are empowered to foster and maintain their social well-being.

Performance Measurement
Expected Results	Performance Indicators
Enhanced strategic partnerships	• Number of regional partnership agreements • Number of early childhood development interdepartmental pilot projects
Strengthened programs and expanded services to First Nations individuals on reserve	• Number of new initiatives undertaken to improve program management
Effective stewardship of legislative and administrative obligations	• Percentage of eligible individuals requesting services and receiving income assistance
Reduced dependency on social services/increased self-sufficiency	• Percentage of adult population receiving income assistance, and percentage of children in care, compared with prior years • Number of individuals participating in proactive programs (e.g., employment training, family violence prevention)

Strategic Outcome: The Land

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	283.7	250.1	149.3
Attributed	16.0	15.3	9.1
Total	299.6	265.3	158.4
Human Resources (FTEs)
Direct	607.6	527.1	502.9
Attributed	118.7	109.7	65.4
Total	726.3	636.8	568.3
Due to rounding, figures may not add to the totals shown. Explanation of spending trend. Figures include the Northern Land and Resources program activity from The Land strategic outcome.

The First Nations reserve land base is changing dramatically — in size, location and development potential — creating significant challenges and opportunities. On the one hand, the projected increase in reserve lands by over 55 percent between 1990 and 2010 exerts significant pressure on the federal government to convert and manage these additional lands while building capacity within First Nations for land, resource and environmental management. On the other hand, these new reserve lands are offering new opportunities for economic development, given their proximity to urban centres, resource development potential and other factors.

In this context, the 2008–09 agenda for The Land strategic outcome focuses on supporting the process for adding land to reserves, building capacities for effective management of this changing land base, and enabling its economic development.

Click on image to enlarge

Program Activity: Clarity of Title to Land and Resources

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	9.0	5.5	5.4
Attributed	0.5	0.3	0.3
Total	9.5	5.8	5.7
Human Resources (FTEs)
Direct	17.5	17.5	16.5
Attributed	3.7	2.5	2.5
Total	21.2	20.0	19.0
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

Additions to reserves continue to be a major priority within The Land strategic outcome. Much of this activity is in Manitoba and Saskatchewan, where additions to reserves are required to meet the federal government’s Treaty Land Entitlement obligations. The pressure to add land to reserves exists across the country, however, and is expected to increase as the federal government accelerates the settlement of specific claims.

Performance Measurement
Expected Results	Performance Indicators
Greater access to land and resources: • the addition to reserves of another 150,000 acres in Manitoba • the transfer of 5,000 square kilometres pursuant to the Nunavik Final Agreement	• Number per year of additional hectares of land accessible to First Nations through additions to reserves and comprehensive claims

Program Activity: Responsible Federal Stewardship

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	60.3	51.9	48.0
Attributed	3.4	3.2	3.0
Total	63.8	55.1	51.0
Human Resources (FTEs)
Direct	201.6	202.1	194.6
Attributed	25.4	22.9	21.3
Total	227.0	225.0	215.9
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

Additions to the reserve land base trigger the requirement for additional capacities and tools to manage these lands and support their development. To this end, The Land strategic outcome will focus in 2008–09 on building First Nations governance capacities through programs such as the Reserve Land and Environment Management Program. It will also pursue initiatives to promote greater land and resource based economic development, including the remediation of contaminated sites, modernization of the Indian Lands Registry, enhanced funding for land surveys, and support for additional projects under the First Nations Commercial and Industrial Development Act.

Expected results of the Responsible Federal Stewardship program activity will be advanced in 2008–09 by:

• expanding the Reserve Land and Environment Management Program to build land, resource and environmental management capacity in First Nations communities;
• modernizing the Indian Lands Registry System to support more effective management of property interests on reserves;
• enhancing funding for land surveys to provide the basis for land use planning and make reserve land more attractive for economic development purposes;
• modernizing the Indian Oil and Gas Act, and exploring options for greater First Nations control over oil and gas; and
• implementing a policy on commercial leasing.

Performance Measurement
Expected Results	Performance Indicators
Fulfilment of Canada’s land and resource related statutory duties under the Indian Act and the Indian Oil and Gas Act	• Number of First Nations using the Indian Lands Registry System • Dollar value per year of moneys collected by Indian Oil and Gas Canada on behalf of First Nations

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

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	32.1	32.1	32.3
Attributed	1.8	2.0	2.0
Total	33.9	34.1	34.3
Human Resources (FTEs)
Direct	41.7	41.7	41.7
Attributed	13.5	14.2	14.4
Total	55.2	55.9	56.1
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

Building First Nations governance with respect to land, resources and the environment is an investment. The department will continue to support those First Nations ready and willing to pursue governance options offered through an effective and expanded First Nations Land Management (FNLM) regime, which allows First Nations to manage their own land and resources and through implementation of the First Nations Oil and Gas and Moneys Management Act (FNOGMMA).

Performance Measurement
Expected Results	Performance Indicators
Options for First Nations to operate outside the Indian Act and Indian Oil and Gas Act with respect to land, resources and the environment: • expanding the FNLM regime to support additional First Nations • supporting three First Nations as they vote on whether to become operational under FNOGMMA, and preparing for and coordinating the intake of additional First Nations	• Number of operational FNLM First Nations and FNOGMMA First Nations

Strategic Outcome: The Economy

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	1,355.1	1,320.3	1,127.9
Attributed	66.2	69.2	69.9
Total	1,421.4	1,389.5	1,197.8
Human Resources (FTEs)
Direct	351.5	340.5	338.1
Attributed	492.5	496.3	502.2
Total	844.0	836.8	840.3
Due to rounding, figures may not add to the totals shown. Explanation of spending trend. Figures include the Northern Economy program activity from The Economy strategic outcome.

The departmental long-term agenda for The Economy strategic outcome is securing economic well-being and prosperity for Aboriginal people and Northerners that is comparable to other Canadians. Improvement in this area has been positive, as measured by increased income levels, labour force participation and business sector share, but more needs to be done.

Over the past year, INAC has begun to establish a new approach for Aboriginal economic development, building on its new responsibility for business development and for the National Aboriginal Economic Development Board (NAEDB), that was transfered from Industry Canada. These new responsibilities have resulted in the creation of a newly formed Aboriginal Economic Development Sector that combines community economic development, business development, and strengthened policy and co-ordination, as well as an expanded role for NAEDB. For 2008–09, a key priority for the department will be developing a comprehensive and results-based approach for longer-term economic growth. INAC will work with the National Aboriginal Economic Development Board, Aboriginal leaders and institutions, other federal departments, provinces and territories, and the private sector in developing the new approach over the coming planning period.

Ensuring access to safe drinking water, adequate housing, and properly equipped school facilities is crucial for improving the quality of life of First Nations individuals and ensuring that they are able to participate effectively in the economy. To support The Economy strategic outcome, in 2008–09 the department will continue to make investments in First Nations community infrastructure, and launch new initiatives to increase access to funds for infrastructure projects and promote market-based housing.

Click on image to enlarge

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

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	217.6	232.9	174.9
Attributed	9.7	10.7	10.8
Total	227.3	243.7	185.7
Human Resources (FTEs)
Direct	209.8	209.8	209.8
Attributed	72.5	77.0	78.0
Total	282.3	286.8	287.8
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

These activities enables Aboriginal economic activity at the community and individual levels, and includes the provision of financial and advisory support to business development and community economic development organizations. Immediate strategic outcomes include the creation and expansion of viable Aboriginal businesses and effective Aboriginal financial institutions and community economic organizations. In 2008–09, while continuing to ensure the effective delivery of its programs and initiatives, INAC will broaden the reach of the Aboriginal Business Canada (ABC) program to include support for businesses in all economic sectors. INAC will also undertake audits and evaluations of its major economic development programs to better inform program changes in the context of the department’s new results-based approach for longer-term Aboriginal economic growth. Finally, INAC will make significant investments to support Aboriginal enterprises with improved access to private sector capital and open up access to professional advisory services.

Performance Measurement
Expected Results	Performance Indicators
Proactive employment policies by major employers for Aboriginal employees	• Number of employment partnerships established with major employers
Aboriginal businesses win contracts with the federal government	• Number and value of procurement contracts awarded to Aboriginal businesses
Effective community economic development organizations	• Number of community economic development organizations supported • Number of accreditations or certified individuals • Number of new and updated community economic development plans
Aboriginal businesses have the capacity to access debt and equity financing and advisory services	• Number of businesses created and expanded • Business survival rates
Effective Aboriginal Capital Corporations network	• Yield on Aboriginal Capital Corporation loans

Program Activity: Community Infrastructure

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	1,114.3	1,085.5	951.4
Attributed	55.2	58.4	59.0
Total	1,169.5	1,143.8	1,010.4
Human Resources (FTEs)
Direct	122.1	122.1	122.1
Attributed	410.5	418.6	423.5
Total	532.6	540.7	545.6
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

This activity provides financial and advisory assistance for the construction, acquisition, operations and maintenance of community infrastructure on reserves, for example, water supply, wastewater treatment and community buildings. It also aims to ensure that on-reserve community infrastructure is well-planned, effectively managed and comparable to that enjoyed by Canadians living off reserve.

In 2008–09, the department and Canada Mortgage and Housing Corporation will launch the $300 million First Nations Market Housing Fund, an initiative that will increase access to financing for individuals wishing to purchase homes on reserves. As of 2008–09, First Nations communities will also have access to the First Nations Infrastructure Fund, which will streamline access to funding to support roads and bridges, energy systems, solid waste management, and planning and skills development projects. During this time frame the department will continue to work on improving First Nations access to safe drinking water through building, upgrading and maintaining water and wastewater systems, and providing support for training and certification of system operators. The department will also be renewing its water management policies to place greater emphasis on the construction of small water systems to promote cost-effectiveness and comparability.

Performance Measurement
Expected Results	Performance Indicators
Community infrastructure that ensures health and safety and promotes engagement in the economy	• Condition of community infrastructure assets according to Asset Condition Reporting System inspections • Percentage of maintenance management plans that are successfully implemented
Improved First Nations water and wastewater management	• Risk status of community waste and wastewater facilities • Percentage of water and wastewater facilities in compliance with departmental protocols • Percentage of certified water and wastewater operators
Improved First Nations housing	• Percentage of First Nations-reported adequate houses for each First Nations community • Number of First Nations eligible for access to the First Nations Market Housing Fund

Strategic Outcome: Office of the Federal Interlocutor

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	27.5	26.3	26.4
Attributed	1.6	1.6	1.6
Total	29.0	28.0	28.0
Human Resources (FTEs)
Direct	56.5	56.5	56.9
Attributed	11.5	11.7	11.6
Total	68.0	68.2	68.5
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

This strategic outcome will continue to open up greater opportunities for Métis, Non-Status Indians, and urban Aboriginal people. Using advocacy and leveraging relationships, and partnerships, the Office of the Federal Interlocutor helps improve socio-economic conditions among these specific groups of Aboriginal people, and will continue to lead the Government of Canada’s management of Métis Aboriginal rights issues. The Urban Aboriginal Strategy will invest more than $68.5 million in Aboriginal priorities in key urban centres over the next five years and will leverage further investments from other partners. Making progress on systems to identify Métis harvesters will contribute to managing Métis Aboriginal rights issues.

Click on image to enlarge

Program Activity: Co-operative Relations

A collaborative approach in which willing partners share responsibilities leads to improved efforts from all, and therefore better outcomes. Partnering with other departments, provinces, municipalities and other stakeholders will contribute to improved education outcomes among Métis, Non-Status Indians and urban Aboriginal people, increased access to economic and skills development, and greater opportunities for entrepreneurship. Working with partners will assist Aboriginal people in making the transition from rural or remote to urban communities.

Performance Measurement
Expected Results	Performance Indicators
Practical solutions rendered through partnerships and leveraged funding to address the socio-economic needs of Métis, Non-Status Indians and urban Aboriginal people	• Through partnerships, the amount of leveraged funding from other orders of government and stakeholders in addressing socio-economic needs of Métis, Non-Status Indians and urban Aboriginal people
Improved capacity of organizations to engage with governments and be more reactive and accountable to their constituents and/or communities	• Number of networks/tools to effectively communicate with constituents at the grassroots level • Number of organizations reporting improved capacity to work with governments to address the socio-economic development needs of their constituents and/or communities
Partnerships and relationships that lead to practical solutions in managing the Métis rights agenda	• Number of harvesters/members identified • Number of membership systems with successful audits • Number of observe/record/report instances and prosecutions • Number of instances of civil disobedience related to Métis harvesting

The North

The Northern Affairs Organization comprises four program activities from The Government, The People, The Land, and The Economy strategic outcomes that support INAC’s Indian and Inuit Affairs mandate, as well as its Northern Development mandate. Activities related to the former are addressed under relevant strategic outcomes in previous sections of this report. This section addresses the responsibilities related directly to the Northern Development mandate.

INAC will continue to contribute to the overall objectives of an integrated Northern Strategy through its existing responsibilities in the North. It will also play a key role in establishing new initiatives under the Northern Strategy, such as building a world class Arctic research station and undertaking comprehensive mapping of Canada’s Arctic seabed.

INAC will take the lead in co-ordinating the activities of all federal departments and agencies in support of the Northern Strategy. It will continue to manage ongoing federal interests; co-ordinate federal northern policy, federal-territorial relations, and aspects of claims and self-government implementation; and oversee 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 of resource management and other responsibilities. The department is responsible for assisting Northerners, including Aboriginal people, in developing 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, including effective institutions and co-operative relationships; strengthened individual and family well-being; sustainable use of land and resources; and a strong and stable economy that supports prosperity for Aboriginal people, Northerners and all Canadians.

INAC has identified the following areas of focus for 2008–09:

• leading and co-ordinating initiatives under the Northern Strategy, including the development of an Arctic research station and mapping the Arctic seabed;
• supporting northern development and environmental stewardship through improvements to the northern regulatory systems and investing in economic development and diversification;
• making progress on devolution in the Northwest Territories and Nunavut;
• continuing to lead Canada International Polar Year activities;
• supporting the advancement of the Mackenzie Gas Project and associated oil and gas development; and
• reforming the Food Mail program.

Click on image to enlarge

Program Activity: Northern Governance

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	13.9	16.1	15.2
Attributed	0.5	0.6	0.6
Total	14.4	16.7	15.8
Human Resources (FTEs)
Direct	43.4	43.4	43.4
Attributed	4.0	4.2	4.2
Total	47.4	47.6	47.6
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

This program activity operates under The Government strategic outcome. This activity supports the growth of strong, effective and efficient government structures through legislative, policy and programming initiatives; the negotiation of agreements for transferring responsibility for land and resource management to northern governments; and the strengthening of intergovernmental co-operation internationally on circumpolar issues for addressing Arctic issues through agreements, protocols and information sharing.

Performance Measurement
Expected Results	Performance Indicators
Strengthened and autonomous northern governments via ongoing intergovernmental co-operation and the transfer of responsibilities for land and resource management	• Achievement of key milestones in negotiating the devolution of provincial-type responsibilities to territorial governments
Enhanced involvement in managing circumpolar issues that affect the Canadian North, and enhanced capacity to capitalize on emerging socio-economic opportunities in the circumpolar regions	• Number of circumpolar events, meetings, forums, and projects co-ordinated and/or participated

Program Activity: Healthy Northern Communities

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	103.9	92.4	88.5
Attributed	5.8	5.6	5.5
Total	109.6	98.0	94.0
Human Resources (FTEs)
Direct	23.1	22.1	22.1
Attributed	42.9	40.3	39.4
Total	66.0	62.4	61.5
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

This program activity operates under The People strategic outcome. It addresses the health and well-being of communities and individuals in the North. To support environmentally sustainable communities, INAC assesses levels, trends and effects of contaminants on the health of Northerners and wildlife under the Northern Contaminants Program. To contribute to the health and well-being of Aboriginal people in the North, INAC reimburses the governments of the Northwest Territories and Nunavut for a portion of their costs for providing hospital and physician services to First Nations and Inuit residents of their respective territories and makes payments 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. This activity will also help to ensure that Northerners are well-equipped to deal with climate change by expanding knowledge of its impacts and ways to adapt to it, particularly through International Polar Year activities.

Performance Measurement
Expected Results	Performance Indicators
Improved health services via the reimbursement of the governments of the Northwest Territories and Nunavut for a portion of their costs to provide hospital and physician services to the First Nations and Inuit residents of their respective territory	• Concluding a separate grant agreement with the government of the Northwest Territories and the government of Nunavut
Reduced cost and increased consumption of nutritious perishable food in isolated northern communities	• Cost and quality of nutritious perishable food in isolated northern communities • Volume of food mail shipments
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 foods • Incorporation of northern contaminants data into international agreements to reduce contaminants in the environment and people
Northerners, Aboriginal people, youth and northern communities are engaged in International Polar Year (IPY) activities and new data, information and knowledge developed related to impacts and adaptation to a changing climate and to health and well-being in the North	• Number of Northerners participating in IPY activities and research projects • Number of research projects integrating traditional knowledge • Number and geographic extent of data sets resulting from IPY research projects • Number of publications resulting from IPY-sponsored research • Specific relevant research results

Program Activity: Northern Land and Resources

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	182.2	160.6	63.6
Attributed	10.2	9.8	3.8
Total	192.5	170.3	67.4
Human Resources (FTEs)
Direct	346.8	265.8	250.1
Attributed	76.1	70.1	27.2
Total	422.9	335.9	277.3
Due to rounding, figures may not add to the totals shown. Explanation of spending trend. Reduction in direct financial and human resources reflects the sunset of targetted funding provided for the Mackenzie Gas Project and the Federal Contaminated Sites Action Plan.

This program activity operates under The Land strategic outcome. In the North, efforts will continue in support of established northern resource management boards, and creating new boards where they are required by land claims and self-government agreements that will provide Northerners a voice in managing the impacts of increased resource development.

This activity also supports sustainable development in the North through improved environmental management and stewardship, which includes cleaning up contaminated sites and improving the effectiveness of the northern regulatory system.

Performance Measurement
Expected Results	Performance Indicators
Sustainable use of lands and resources by First Nations, Inuit, Métis and Northerners	• Proposed legislative and regulatory changes • Number of sites designated under the protected areas’ strategy
Sustained support for northern exploration and development of new lands and co-ordination of federal northern oil and gas science initiatives	• Calls for nomination are conducted in the Beaufort Delta, Central Mackenzie Valley and Arctic Islands of Nunavut to facilitate exploration leases for oil and gas development • Completion of federal northern oil and gas research projects as funded in Budget 2005 • Mining exploration and new operating mines
Contaminated sites managed to ensure the protection of human health and safety and the environment: • Assessing and remediating contaminated sites • Supporting employment and training of Northerners	• Assessment of suspected sites completed • Number of sites remediated or under way • Levels of employment

Program Activity: Northern Economy

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	23.2	1.9	1.6
Attributed	1.3	0.1	0.1
Total	24.5	2.1	1.7
Human Resources (FTEs)
Direct	19.6	8.6	6.2
Attributed	9.5	0.7	0.7
Total	29.1	9.3	6.9
Due to rounding, figures may not add to the totals shown. Explanation of spending trend. Reduction in direct financial and human resources reflects the sunset of targetted funding provided for Strategic Investments in Northern Economic Development.

This program activity operates under The Economy strategic outcome. This activity builds strong and stable territorial economies that support prosperity for Aboriginal people, Northerners and all Canadians, as well as sustainable, collaborative and productive relationships among governments, organizations, associations with economic interests and the private sector. INAC also advocates for northern economic development within the federal system and serves as a federal delivery partner for Infrastructure Canada programs in the three territories (results are reported to Parliament by Infrastructure Canada).

Performance Measurement
Expected Results	Performance Indicators
Provision of scientific and policy research related to the economic knowledge base or innovation in the North	• Amount of new data developed or made available to the public • Number of consultations undertaken to develop policy positions • Number of projects that spur or support innovative development
Private sector interest in the North	• Number of benefit plans for oil and gas activity approved by the Minister • Number of new claims registered and number of claims taken to lease as registered at the Yellowknife and Iqaluit Mining Recorders offices
Northerners have the skills and capacity to take advantage of economic opportunities	• Number of Northerners benefiting from measures to enhance skill development • Number of businesses benefiting from improved access to capital or business advice • Number of businesses benefiting from improved ability to commercialize products or services • Number of organizations benefiting from enhanced capacity
Northerners have access to economic infrastructure	• Number of Northerners benefiting from improved access to technology, including affordable telecommunication services • Number of business cases or studies completed to support major economic infrastructure development

Internal Services

Under this strategic outcome, 13 prescribed activity categories combine to enable program areas to pursue the Indian and Inuit Affairs and Northern Development mandates in a manner that meets the stewardship requirements of the government’s Management, Resources and Results Structure and the performance standards of the Management Accountability Framework, and is congruent with the government’s broader management agenda, including human resources and information management/information technology (IM/IT) renewal. Together, these internal services activity categories contribute to Government of Canada goals of increased federal accountability and transparency.

In addition to ongoing commitments, the Internal Services strategic outcome includes a number of management initiatives for the current planning period. With respect to human resources, initiatives will be put in place to attract new talent to the department and equip existing personnel to meet new policy and program delivery challenges, as well as to establish a more principled and ethics-driven workplace. In support of increased understanding of Aboriginal and northern priorities and the department’s work in support of these priorities, new communications initiatives will be launched, including greater use of new technologies, revitalization of the department’s website and increased internal communications activities. Renewal of INAC’s IM/IT planning process and enhanced financial allocation and performance reporting number among the initiatives aimed at providing program areas with timely and accurate information that will support more effective resource allocation and program delivery decisions. Audit and evaluation services enhance risk management practices and strengthen the performance measurement regime. Finally, the department’s policy services, supported by INAC’s legal services and litigation management services, will expand their government-wide co ordinating roles with respect to both Aboriginal and northern priorities.

Click on image to enlarge

Performance Measurement
Expected Results	Performance Indicators
Human Resources: A diverse, representative, capable workplace and workforce to deliver INAC’s mandate	• Clear direction, collaboration and respect for employees’ linguistic rights, diversity and personal circumstances are reflected in the workplace • Workplace is a healthy and safe physical and psychological environment • Workforce has the capacity to perform its duties (size, mix of skills and diversity of backgrounds)
Implementation of the Integrity, Values and Conflict Resolution Centre: Improved access and effectiveness of services offered to all INAC employees related to workplace conflict, wrongdoing, harassment, values and ethics	• Number of employees accessing services • Usage level of alternative dispute resolution and reduction of the number of grievances and harassment and human rights complaints • Level of employee satisfaction with services
Communication: Canadians and employees have a better understanding of Aboriginal and northern issues, and the department’s priorities and results	• Tracking of restructuring of INAC’s website for easier access to information frequently requested by Canadians • Level/amount of new and updated information and multimedia products posted on the departmental website • Usage level of new technology, such as webcasting, to communicate with Canadians and employees
Information Management Branch: Renewed IM/IT planning process	• Implementation tracking of governance and structure in support of the departmental IM/IT planning process renewal
Resource Management: Enhanced financial allocation informed by performance reporting	• Budgets are allocated based on resource plans with rationales
Audit Services: Oversight to ensure that spending is achieved through measurable results in a way that is efficient and provides value for money	• Management Accountability Framework assessments in oversight and controls • Degree of professional capacity (in terms of number of professionals and competency/accreditation levels)
Evaluation Services: Highly developed challenge function to ensure ongoing policy relevance and high performing programs	• Percentage of evaluation recommendations reflected in policy and program renovation/renewal • Management Accountability Framework assessments in oversight (specifically pertaining to corporate performance reporting) • Degree of professional capacity (in terms of number of professionals and competency accreditation levels)
Public Policy Services: Expand INAC’s policy leadership role and enhance Government-wide Aboriginal and Northern policy initiatives	• Number of INAC-led initiatives

Canadian Polar Commission

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Total	1.0	1.0	1.0
Human Resources (FTEs)
Total	5	5	5

The main strategic outcome of the Canadian Polar Commission is increased Canadian polar knowledge, which is intended to help Canada acquire the wide range of information needed for effective policy and research program development in the polar regions, and to maintain Canada’s position as a leading polar nation.

This activity ensures that adequate polar science infrastructure and logistics are available to Canadian researchers and that a polar science policy is developed with participation of all stakeholders to support and co-ordinate Canadian polar research. The Canadian polar research community is diverse and dispersed, with small research institutes supporting a broad range of research activities. The Commission co-ordinates research activities to increase efficiency and generate greater exchange of information.

This strategic outcome also ensures growing understanding among Canadians of Canada’s North and its many dimensions: the environment, sustainable development, sovereignty, social issues and climate change.

Activity: Research Facilitation and Communication

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 Commission initiates, sponsors and supports conferences, seminars and meetings; maintains the Canadian Polar Information Network to disseminate knowledge pertaining to the polar regions; undertakes and supports studies related to the polar regions; recognizes achievements and contributions related to its mandate; and publishes the Meridian newsletter and the Newsletter of the Canadian Antarctic Research Network, as well as other reports and publications.

Performance Measurement
Expected Results	Performance Indicators
Improved access to polar science information by government and public	• Number of accessed polar science information by Canadians • Survey Canadians on how they believe they are affected by polar science
Improved awareness by government and public of the progress and effectiveness in Canada of the International Polar Year	• Number of new generation of polar scientists recruited • Number of accessed to research information
Canada increased international influence in polar science and Canada’s priorities integrated into international polar science policies	• Number of international polar science bodies attended • Number of communications published on research agenda • Number of information exchanges from polar science bodies

Section 3 — Supplementary Information

Departmental links to the Government of Canada Outcomes

Expected Results	Planned Spending ($ millions)			Alignment to Government of Canada Outcome Area
	2008–09	2009–10	2010–11
Strategic Outcome: The Government
Governance and Institutions of Government	658.0	663.9	670.5	Diverse Society that Promotes Linguistic Duality and Social Inclusion
Co-operative Relationships	220.2	211.7	181.3	Diverse Society that Promotes Linguistic Duality and Social Inclusion
Claims Settlements	836.6	458.7	460.3	Strong Economic Growth
Northern Governance	14.4	16.7	15.8	Diverse Society that Promotes Linguistic Duality and Social Inclusion
Strategic Outcome: The People
Managing Individual Affairs	30.5	26.0	28.2	Diverse Society that Promotes Linguistic Duality and Social Inclusion
Education	1,739.4	1,806.1	1,791.8	Diverse Society that Promotes Linguistic Duality and Social Inclusion
Social Development	1,491.5	1,538.8	1,544.7	Diverse Society that Promotes Linguistic Duality and Social Inclusion
Healthy Northern Communities	109.6	98.0	94.0	Healthy Canadians with Access to Quality Health Care
Strategic Outcome: The Land
Clarity of Title to Land and Resources	9.5	5.8	5.7	Strong Economic Growth
Responsible Federal Stewardship	63.8	55.1	51.0	A Clean and Healthy Environment
First Nations Governance over Land, Resources and the Environment	33.9	34.1	34.3	Strong Economic Growth
Northern Land and Resources	192.5	170.3	67.4	Strong Economic Growth
Strategic Outcome: The Economy
Economic and Employment Opportunities for Aboriginal People	1.6	1.6	1.6	Strong Economic Growth Income Security and Employment for Canadians
Economic Development [These are combined in a single program activity in the description section]	225.7	242.1	184.1	Strong Economic Growth Income Security and Employment for Canadians
Community Infrastructure	1,169.5	1,143.8	1,010.4	Strong Economic Growth
Northern Economy	24.5	2.1	1.7	Strong Economic Growth
Strategic Outcome: Office of the Federal Interlocutor
Co-operative Relations	29.0	28.0	28.0	Diverse Society that Promotes Linguistic Duality and Social Inclusion
Total	6,850.3	6,502.6	6,171.0
Due to rounding, figures may not add to the totals shown.

Links to Tables

The following tables can be found on Treasury Board Secretariat's website.

Details of Transfer Payments Programs
Evaluations and Internal Audits
Green Procurement
Horizontal Initiatives
Loans, Investments, and Advances (Non-budgetary)
Services Received without Charge
Source of Non-Respendable Revenue
Summary of Capital Spending by Program Activity
Sustainable Development Strategy

These tables can be found on the departmental website.

Departmental Planned Spending and Full-time Equivalents
Voted and Statutory Items displayed in the Main Estimates

Sustainable Development Strategy

In 2008–09, INAC enters the second year of implementation of its Sustainable Development Strategy (SDS) 2007–2010. This is the fourth SDS tabled by the department since 1997, building on INAC’s sustainable development principles and vision that are directly linked to departmental mandate and responsibilities. SDS 2007–2010 establishes a strategic sustainable development framework for the department based on the strategic outcomes, as well as two strategic directions: Supporting Sustainable Communities and Building a Culture of Sustainability. It includes 15 results-oriented targets in line with departmental priorities. Under this fourth strategy, SDS reporting is increasingly co-ordinated and integrated with departmental planning and reporting documents such as strategic outcome plans, the Report on Plans and Priorities and the Departmental Performance Report. INAC produces a separate SDS progress report annually.

All SDS 2007–2010 targets support one or more of the departmental strategic outcomes, and are directly linked to departmental and federal priorities and initiatives including improving access to safe water for First Nations, the Clean Air initiative, the Greening of Government Operations initiative, and the Federal Contaminated Sites Remediation Program.

Since the tabling of SDS 2007–2010, the department has not modified any target. However, due to changes in governmental priorities resulting in delays of program implementation, the logic model for target 1.4.2 had to be modified:

Target 1.4.2 — Support development of First Nation, Inuit and northern communities’ capacity to adapt to the impacts of climate change: The approval process was delayed until late fall 2007 and program implementation will begin in 2008–09. Planned internal activities to identify departmental risks and opportunities were modified.

To learn from experience and reflect on sustainable development integration into departmental programs and policies, INAC will begin three policy processes in 2008–09. First, a formative evaluation of SDS 2007–2010 will be conducted to identify strengths, weaknesses and lessons learned from the implementation of this fourth SDS. Second, an environmental scan focusing on sustainable development and building on the departmental environmental scan will be conducted to identify challenges and opportunities for the department in implementing sustainable development. Finally, to complete this process and obtain a better picture of how INAC can support development of sustainable Métis, First Nations, Inuit and northern communities, discussions will be undertaken with key partners from inside and outside the department. All this work will lead to development of new departmental approaches toward sustainable development, as well as support of INAC’s contribution to Canada’s sustainable development agenda.

Sustainable development is at the heart of INAC’s mandate. The department has, therefore, a strong commitment to implementing sustainable development, and has been working with other federal departments on initiatives to further develop and enhance the federal approach to sustainable development. This work will continue over the upcoming years, and the department will continue to contribute to these processes.

Link to more information on the Commissioner of the Environment and Sustainable Development.

Contacts for Further Information

Indian and Northern Affairs Canada

Terrasses de la Chaudière
10 Wellington Street, North Tower
Gatineau, Quebec
Mailing Address: Ottawa, Ontario K1A 0H4
E-mail: webmaster@ainc-inac.gc.ca

General and Statistical Inquiries, and Publication Distribution
Tel. (toll-free): 1-800-567-9604
TTY (toll-free): 1-866-553-0554
E-mail: InfoPubs@ainc-inac.gc.ca

Departmental Library
Tel.: 819-997-0811
E-mail: Reference@ainc-inac.gc.ca

Media Inquiries — Communications
Tel.: 819-953-1160

Canadian Polar Commission

Constitution Square
360 Albert Street, Suite 1710
Ottawa, Ontario K1R 7X7
Tel.: 613-943-8605 or (toll-free) 1-888-POLAR01 (1-888-765-2701)
E-mail: mail@polarcom.gc.ca
International Polar Year

Details on Transfer Payments Programs (TPPs)

Purpose of Transfer Payment Programs
Improving the quality of life and fostering self-reliance for First Nations, Inuit, Northerners, Métis, Non-Status Indians and urban Aboriginal people through the following five Strategic Outcomes.

The Government
Objectives, Expected Results and Outcomes: Good governance, effective institutions and cooperative relationships for First Nations, Inuit and Northerners
($ millions)	Forecast			Planned Spending
	2007–2008			2008–2009			2009–2010			2010–2011
Program Activity	Grants	Contr.	Total	Grants	Contr.	Total	Grants	Contr.	Total	Grants	Contr.	Total
Governance and Institutions of Government	368.7	236.6	605.3	379.4	234.2	613.5	383.3	232.8	616.1	389.3	232.8	622.1
Co-operative Relationships	5.6	67.5	73.1	—	78.2	78.2	—	61.0	61.0	—	55.4	55.4
Claims Settlements	1,332.3	—	1,332.3	806.6	—	806.6	442.7	—	442.7	444.2	—	444.2
Northern Governance	—	0.2	0.2	—	4.7	4.7	—	6.9	6.9	—	6.0	6.0
Total TPP	1,706.6	304.3	2,010.9	1,185.9	317.0	1,503.0	826.0	300.7	1,126.7	833.5	294.2	1,127.7

 

The People
Objectives, Expected Results and Outcomes: Strengthened individual and family well-being for First Nations, Inuit and Northerners
($ millions)	Forecast			Planned Spending
	2007–2008			2008–2009			2009–2010			2010–2011
Program Activity	Grants	Contr.	Total	Grants	Contr.	Total	Grants	Contr.	Total	Grants	Contr.	Total
Managing Individual Affairs	1.4	6.7	8.1	1.4	8.7	10.1	1.4	11.3	12.7	1.4	13.6	15.0
Education	36.7	1,534.6	1,571.3	36.6	1,594.4	1,631.0	37.7	1,650.7	1,688.4	40.3	1,631.1	1,671.4
Social Development	10.0	1,333.8	1,343.8	10.0	1,398.3	1,408.3	10.0	1,436.3	1,446.3	10.0	1,440.2	1,450.2
Healthy Northern Communities	45.5	12.2	57.7	46.4	16.0	62.4	47.3	9.7	57.0	48.3	7.8	56.1
Total TPP	93.6	2,887.4	2,981.0	94.4	3,017.5	3,111.8	96.4	3,107.9	3,204.4	100.0	3,092.7	3,192.7

 

The Land
Objectives, Expected Results and Outcomes: Sustainable use of lands and resources by First Nations, Inuit and Northerners
($ millions)	Forecast			Planned Spending
	2007–2008			2008–2009			2009–2010			2010–2011
Program Activity	Grants	Contr.	Total	Grants	Contr.	Total	Grants	Contr.	Total	Grants	Contr.	Total
Clarity of Title to Land and Resources	1.4	—	1.4	4.1	—	4.1	2.0	—	2.0	2.0	—	2.0
Responsible Federal Stewardship	—	64.6	64.6	—	33.4	33.4	—	25.0	25.0	—	21.8	21.8
First Nations Governance over Land, Resources and the Environment	—	18.0	18.0	—	19.8	19.8	—	19.8	19.8	—	20.0	20.0
Northern Land and Resources	1.1	17.1	18.2	1.1	21.0	22.1	1.1	21.4	22.5	1.1	13.5	14.6
Total TPP	2.5	99.7	102.2	5.2	74.2	79.4	3.1	66.2	69.3	3.1	55.3	58.4

 

The Economy
Objectives, Expected Results and Outcomes: Aboriginal People and Northerners close the economic gap
($ millions)	Forecast			Planned Spending
	2007–2008			2008–2009			2009–2010			2010–2011
Program Activity	Grants	Contr.	Total	Grants	Contr.	Total	Grants	Contr.	Total	Grants	Contr.	Total
Economic and Employment Opportunities for Aboriginal People and Economic Development	—	146.8	146.8	—	189.1	189.1	—	204.5	204.5	—	146.4	146.4
Community Infrastructure	92.1	1,122.4	1,214.5	0.1	1,082.3	1,082.5	0.1	1,053.5	1,053.6	0.1	919.5	919.6
Northern Economy	—	21.5	21.5	—	20.3	20.3	—	1.2	1.2	—	1.2	1.2
Total TPP	92.1	1,290.7	1,382.8	0.1	1,291.8	1,292.0	0.1	1,259.1	1,259.2	0.1	1,067.0	1,067.2

 

The Office of the Federal Interlocutor
Objectives, Expected Results and Outcomes: Promoting collaborative engagement of government and stakeholders, resulting in demonstrative improvement in socio-economic conditions of Métis, non-status Indians, and urban Aboriginal conditions
($ millions)	Forecast			Planned Spending
	2007–2008			2008–2009			2009–2010			2010–2011
Program Activity	Grants	Contr.	Total	Grants	Contr.	Total	Grants	Contr.	Total	Grants	Contr.	Total
Co-operative Relations	—	27.2	27.2	—	21.4	21.4	—	20.3	20.3	—	20.3	20.3
Total TPP	—	27.2	27.2	—	21.4	21.4	—	20.3	20.3	—	20.3	20.3

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

Evaluations and Internal Audits

The following table lists internal audits and evaluations as outlined in Indian and Northern Affairs Risk-Based Audit Plan 2007–2008 to 2009–2010, and Evaluation Plan 2007–2008 to 2011–2012. To ensure compliance with Treasury Board policies, the plans reflect strategic, risk-based coverage of INAC's programs and operations.

The recently completed evaluation of the First Nations Water Management Strategy has contributed to changes in the department’s approach to support First Nations regarding on-reserve drinking water and waste water by highlighting gaps in the strategy’s effectiveness, and recommending improvement in the policy design and delivery.

Findings from the audit and evaluation of the First Nations Child and Family Services Program, completed in 2006–2007, contributed to the department’s decision to update its policy objectives to explicitly emphasize the importance of child well-being and safety, strengthen the management control framework and, at the delivery level, increase departmental support for prevention services and the tracking of child maltreatment rates.

Findings from the audits of travel and the First Nations and Inuit Transfer Payment System have enabled the department to strengthen controls in these areas and realize potential administrative savings.

Name	Type	Status	Expected completion date
EVALUATIONS
Special Education	Transfer Payment	Completed	December 2007
Income Assistance	Transfer Payment	Completed	December 2007
National Child Benefit Reinvestment	Transfer Payment	Completed	December 2007
First Nations Water Management Strategy	Transfer Payment	Completed	December 2007
Office of the Federal Interlocutor	Transfer Payment	In progress	2008–2009
Housing Policy	Policy	In progress	2008–2009
Gender-Based Analysis	Policy	In progress	2008–2009
Contaminated Sites	Transfer Payment	In progress	2008–2009
Community Economic/Aboriginal Business Development	Transfer Payment	Planned	2008–2009
Comprehensive Land Claim Impacts	Transfer Payment	Planned	2008–2009
Specific Claims	Transfer Payment	Planned	2008–2009
Self-Government Agreements	Transfer Payment	Planned	2008–2009
On-Reserve Housing	Transfer Payment	Planned	2008–2009
Northern Environment	Transfer Payment	Planned	2008–2009
Health Care and Counselling and Healthy Communities	Transfer Payment	Planned	2008–2009
Northern Economic Development and Governance	Transfer Payment	Planned	2008–2009
Representative Organizations and Consultation and Policy Development	Transfer Payment	Planned	2008–2009
Regional Delivery / Functional Guidance Study	Internal Management	Planned	2008–2009
Long-Term Capital Planning	Transfer Payment	Planned	2009–2010
Treaty-Related Measures	Transfer Payment	Planned	2009–2010
Registration and Administration	Transfer Payment	Planned	2009–2010
Intervention Policy	Policy	Planned	2009–2010
Funding Instrument Study	Internal Management	Planned	2009–2010
Accountabilities Study	Internal Management	Planned	2009–2010
INTERNAL AUDITS
Registration and Membership	Program Development	In progress	April 2008
Office of the Federal Interlocutor	Internal Management Transfer Payment	In progress	April 2008
Grants and Contributions — Departmental Controls	Transfer Payment	In progress	June 2008
Community Economic Development Funding	Transfer Payment	In progress	June 2008
Capital Facilities and Maintenance	Transfer Payment	In progress	June 2008
Child and Family Services	Follow-up	In progress	June 2008
Aboriginal Business Canada	Follow-up	In progress	June 2008
Audit of Northern Air Stage Funding Subsidy	Internal Management Other Transfer Payment (Canada Post)	In progress	September 2008
Post-Secondary Education	Transfer Payment	In progress	September 2008
Capacity Development	Transfer Payment	In progress	September 2009
Contingent Liabilities, Environmental Liabilities, Special-Purpose Accounts (Trusts) and Payroll	Internal Management	In progress	September 2009
Regional Headquarters	Management Practices Reviews	In progress	September 2009
Human Resources Planning and Resourcing	Internal Management	In progress	September 2009
Audit of Elementary and Secondary Schools	Transfer Payment	Planned	2008–2009
Audit of Natural Resources and Environmental Management	Transfer Payment	Planned	2008–2009
Audit of Specific Claims	Transfer Payment	Planned	2008–2009
Audit of Self-Government, including Comprehensive Claims — Preliminary Survey	Transfer Payment	Planned	2008–2009
Audit of Band Support Funding	Transfer Payment	Planned	2008–2009
Audits of Office of the Federal Interlocutor (OFI) Contribution Programs (Urban Aboriginal Strategy, Powley, OFI) (as required)	Transfer Payment	Planned	2008–2009
Grants and Contributions, Departmental Controls, Horizontal Departmental Audit — (Scope TBD)	Transfer Payment	Planned	2008–2009/ 2009–2010
Audit of Revenues, Loans and Accounts Receivable, and Flow-Through Funding (three auditable units)	Internal Management	Planned	2008–2009
External Reporting (Financial Statements Audit Readiness — Audit Scope TBD)	Internal Management	Planned	2008–2009/ 2009–2010
Information Management/Information Technology (IM/IT) Policy, Planning and Management Audit (Scope TBD)	Internal Management	Planned	2008–2009/ 2009–2010
Post-Implementation Audit of First Nations and Inuit Transfer Payment System	Internal Management	Planned	2008–2009
Audit of System Under Development or Application in Place — (TBD)	Internal Management	Planned	2008–2009/ 2009–2010
Audit of Documentation and Records Management	Internal Management	Planned	2008–2009
Horizontal Departmental Audit of Training and Development	Internal Management	Planned	2008–2009
Regional Headquarters (TBD) Audits (Scope TBD)	Internal Management	Planned	2008–2009/ 2009–2010
Audit of Entity Controls — Risk Management, Strategic Policy and Planning, and Values and Ethics	Internal Management	Planned	2008–2009
Preliminary Survey of Internal and External Communications	Internal Management	Planned	2008–2009
Legal Services and Litigation Management Audits (TBD)	Internal Management	Planned	2008–2009
Audit of Income Assistance	Transfer Payment	Planned	2009–2010
Audit of Family Violence and Other Social Services	Transfer Payment	Planned	2009–2010
Audit of Other Education	Transfer Payment	Planned	2009–2010
Audit of Economic Development	Transfer Payment	Planned	2009–2010
Self-Government/Claims Audits (Scope TBD)	Transfer Payment	Planned	2009–2010
Audit of Emergency	Internal Management Transfer Payment	Planned	2009–2010
Horizontal Departmental Audit of Financial Planning, Budgeting and Forecasting	Internal Management	Planned	2009–2010
Audit of Procurement/Contracting	Internal Management	Planned	2009–2010
Audit of Travel and Hospitality	Internal Management	Planned	2009–2010
Audit of IT Security	Internal Management	Planned	2009–2010
Audit of Organizational Design and Classification	Internal Management	Planned	2009–2010
Audit of Communications (Scope TBD)	Internal Management	Planned	2009–2010
Audit of Compliance Monitoring	Internal Management	Planned	2009–2010

Link to INAC's internal audit and evaluation reports

Link to INAC's Evaluation Plan 2007–2008 to 2011–2012

Link to INAC's Risk-Based Audit Plan 2007–2008 to 2009–2010

Green Procurement

How is your department planning to meet the objectives of the Policy on Green Procurement?

The department has committed, under Sustainable Development Strategy 2007–2010 Target 2.3.2, to Develop and implement a departmental green procurement policy for INAC.

The planned activities listed in the Strategy’s Action Plan include the following:

Has your department established green procurement targets?

Describe the green procurement targets that have been set by your department and indicate the associated benefits anticipated.

Progress in this area is ongoing. The environmental scan of the implementation of a policy on green procurement at INAC needs to be completed first since its findings will be instrumental before establishing department-wide targets and determining how best to implement environmental performance considerations into the procurement and decision-making processes.

Horizontal Initiatives

International Polar Year

Lead Department(s): INAC — Northern Affairs Program
Start Date: April 1st 2007
End Date: March 31st 2012

Description
To support Canada’s participation in International Polar Year (IPY), the Government of Canada has invested $150 million over five years. This funding is being used to carry out an innovative and multidisciplinary Arctic science program. The Government of Canada Program for IPY is led by INAC in conjunction with six lead federal departments and agencies: Environment, Fisheries and Oceans, Health, National Sciences and Engineering Research Council Industry (on behalf of Industry), and Natural Resources. IPY will bring opportunities to welcome many top international scientists and other visitors to Canada. Canada’s significant involvement and investment in the International Polar Year 2007–2009 contributes to the government’s stewardship of Canada’s Arctic. The Government of Canada IPY Program is working with northern communities in developing and conducting activities such as research, training and capacity building.

Key areas of the Government of Canada Program for IPY include:

1. new science and research in and for the North, which includes the involvement of northern communities
2. ensuring the health and safety of scientists and communities conducting research in the North
3. communication information about the program and the science undertaken
4. building capacity, through training opportunities for youth and Northerners aimed at enhancing participation in northern scientific research
5. ensuring that the resultant scientific knowledge and data are properly managed, archived and made accessible; and
6. support for the appropriate procedural, regulatory and infrastructure framework for conducting scientific research.

The distribution of funds among federal departments and agencies is according to their involvement in the various aspects of the program, including the science and research program, support for logistics, communications and outreach, training, and capacity building. Funding is being provided to support Northern IPY Coordinators who act as points of contact on IPY matters for northern communities and researchers. They are working with the relevant licensing and permitting bodies to provide information and advice on licenses and permits needed for IPY initiatives.

The Northern IPY Coordinators maintain a regional network to support all aspects of Canada’s IPY Program in four locations across the North, with a fifth location to be added in 2008. The work that they are doing to identify key issues for IPY in northern communities and organizations, to provide a contact between community groups and IPY researchers and facilitate the involvement of northerners in the development of IPY initiatives are an important component of the IPY program.

Shared Outcome(s):

• Increased understanding (of impacts of a changing climate and of health and well-being of northern communities) that informs policy and decision making, and contributes to recognition of Canada as an expert on the Canadian North.
• Enhanced northern research capacity through newly trained scientists, knowledge and skills transfer to Northerners, and greater participation in planning and delivery of research by Northerners.

Governance Structure(s):

• Assistant Deputy Minister (ADM) Committee on IPY (chaired by the ADM of Northern Affairs, INAC);
• IPY Federal Program Office (housed at INAC);
• Director Generals, Communications Committees on IPY; and
• IPY Advisory Subcommittees.

The Government of Canada Program for IPY works in conjunction with the Canadian IPY National Committee and the Canadian IPY Secretariat who link to the International Joint Committee for IPY and IPY committees from other participating countries.

Federal Partners Involved in each Program	Names of Programs	Total Allocation From Start to End Date	Planned Spending for 2008–2009	Expected Results for 2008–2009
Indian Affairs and Northern Development	Government of Canada Program for IPY	$56,617,380	$21,425,688	Initiate a targeted science and research program to address priorities on climate change impacts and adaptation and health and well-being of northern communities
Health		$158,234	$0
Environment		$11,169,875	$4,793,045
Fisheries and Oceans		$31,542,477	$12,273,463
Natural Resources		$3,063,000	$1,267,420
Natural Sciences and Engineering Research Council		$31,290,669	$11,461,106
Canadian Institutes of Health Research		$9,747,988	$3,555,547
Canadian Food Inspection Agency		$414,500	$161,700
Parks Canada Agency		$1,350,000	$608,750
Public Health Agency of Canada		$617,000	$172,000
Agriculture and Agri-food		$156,400	$115,900
Canadian Museum of Civilization		$795,200	$408,000
Centrally Earmarked Funds		$3,077,277	n/a	A Treasury Board submission will be developed to access this funding in support for Logistics and Health Safety proposals as well as Science Projects
Total		$150,000,000	$56,242,619

Contact Information:
Kathleen Fischer
Executive Director
International Polar Year Federal Program Office
Indian and Northern Affairs Canada
10 Wellington Street, Room 745
Gatineau, Quebec K1A 0H4
Tel: 819-934-6085
Fax: 819-934-0584
fischerk@ainc-inac.gc.ca

Labrador Innu Comprehensive Healing Strategy (LICHS)

Lead Department(s): Indian and Northern Affairs Canada — Lead; Health Canada; Canada Mortgage and Housing Corporation
Start Date: June 2001
End Date: March 2010

Total Federal Funding Allocation:
Cabinet approved the LICHS in June 2001 and provided $81 million over three years including: $59 million for INAC; $20 million for Health Canada and $2 million for Solicitor General. The initial LICHS ended March 2004, but was extended for one-year; INAC received a further $15 million to provide basic programs and services; and Health Canada received $5.5 million to continue the work already begun under the LICHS. Cabinet approved a new 5-year strategy for INAC and Health Canada (HC) partners in December 2004. Budget 2005, provided funds of $102.5 M for fiscal years 2005–2006 to 2009–2010 for the continuation of the LICHS.

Description
The LICHS was developed by INAC, HC and former Solicitor General in response to the 2000 gas-sniffing crisis facing the Labrador Innu to help resolve the serious health, social and safety issues in the communities of Davis Inlet and Sheshatshiu. While notable progress has been achieved, many serious issues remain. To address these issues, INAC and HC sought Cabinet approval and funding for the continuation of the LICHS. The proposed approach responded positively to the priorities in the October 2004 Speech from the Throne for addressing the needs of Aboriginal Canadians.

Shared Outcome(s)
The partners, in consultation with the Innu, developed the following 5-year vision with respect to the continuation of the LICHS. This vision is for the federal government, the Province and the Innu to work in partnership to: advance Innu community healing; build increased Innu capacity for the management and delivery of some government programs; conclude a land claim Agreement-in-Principle; address issues arising from sexual, physical and emotional abuse; achieve improvements in health, education, family and social well-being, economic development, community development, public safety and First Nation governance; and, manage the LICHS in an integrated and effective fashion.

Governance Structure(s)
Main Table. Chaired by the Chief Federal Negotiator, Labrador Innu file. Membership includes representatives of the Labrador Innu leadership, Province of Newfoundland and Labrador, and federal partners to the LICHS. Tripartite sub-committees for: reserve creation, education, new school at Sheshatshiu, income support, child youth and family services, economic development, health, and evaluation.

Federal Partners Involved in each Program	Names of Programs	Total Allocation (2005–2006 to 2009–2010) ($ millions)	Planned Spending for 2008–2009 ($ millions)	Expected Results for 2008–2009
Indian and Northern Affairs Canada	Sheshatshiu school design	$0.1
	Education	$14.8	$6.6	Complete implementation plan for Memorial University of Newfoundland (MUN) research. Begin implementation of first phase.
	Child, Youth and Family Services	$27.9	$7.7
	Income Support	$6.1	$1.5
	Electrification — Natuashish	$6.0	$3.5
	Airport Agreement — Natuashish	$0.5	$0.1
	Facilities O&M Capacity Building	$3.6	$0.6
	Housing Capacity Building	$0.6
	LTS Capacity Building	$1.4	$0.1
	Reserve Creation	$0.2		Reserve creation completed
	Devolution Planning and Transition	$0.8	$0.2	Innu capacity improved via: child, youth and family services (CYFS) and Income Support Tripartite Committees, and Education Working Group
	New Paths (Outpost)	$1.0	$0.2	Complete New Paths projects.
	Strategies for Learning	$2.2	$0.4
	Planning and Consultation	$0.5	$0.1
	Safe houses	$1.4	$0.4	Complete construction, staff, finalize programming.
Health Canada	Addictions/Mental Health	$12.6	$2.6	Treatment programs continue through the Family Treatment (in Sheshatshui) and Healing Lodge (in Natuashish) programs.
	Maternal/Child Health	$3.3	$0.7	Health promotion programs continue through the Family Resource Center (in Sheshatshui) and Wellness Center (in Natuashish).
	Community Health Planning	$1.1	$0.23	Program evaluation information will inform future health programming in both communities.
	Management and Support	$4.32 (2007–2008)	$0.89 (2007–2008)	Improved coordination of health services being achieved through tri-partite projects on integration and adaptation of health services at community and health authority levels.
	Safe houses	$1.65 (2007–2008)	$0.4 (2007–2008)	Program delivery, policy, and operations, continue.
Canada Mortgage and Housing Corporation	Safe houses	$0.95		Complete construction

Results to be Achieved by Non-federal Partners
Increased collaboration among the parties has emerged.

Contact Information
Bruno Steinke
A/Director
Social Program Reform Directorate
Social Policy and Programs Branch
INAC
10 Wellington Street
Gatineau, Quebec K1A 0H4
819-994-4837

Urban Aboriginal Strategy

Lead Department(s): INAC — Office of the Federal Interlocutor for Métis and Non-Status Indians (OFI)
Start Date: 2007
End Date: 2012

Total Federal Funding Allocation: $68.5 million

Description
The Urban Aboriginal Strategy (UAS) was developed in 1997, to help respond to the needs facing Aboriginal people living in key urban centres. Through the UAS, the Government of Canada seeks to partner with other governments, community organizations Aboriginal people and the private sector to support projects to local priorities.

In 2007, Canada decided to set national priorities that focus on greater economic participation and make a long-term commitment by investing $68.5 million over 5 years to help respond effectively to the needs of Aboriginal people living in key urban centres.

Shared Outcome(s)
The primary goal of the UAS is to better address issues facing Aboriginal people living in cities across Canada. To this end, the OFI works to achieve the following objectives:

• Targeting of urban Aboriginal socio-economic needs within new and renewed federal initiatives, where appropriate;
• Improving access to and the coordination of programs and services;
• Coordinating policy research, knowledge and information sharing in the urban Aboriginal area; and
• Improving horizontal linkages and policy integration within the federal government and seeking opportunities for partnership (i.e. the federal government, provincial, municipal governments, Aboriginal groups and private sector).

To accomplish these objectives, UAS projects will strategically focus investments in three priority areas (improving life skills, promoting job training, skills and entrepreneurship and supporting Aboriginal women, children and families).

Governance Structure(s)
All 13 UAS designated communities have established community-based Steering Committees that are the catalysts for planning, making funding decisions, and coordinating work through the Urban Aboriginal Strategy — along with other community activities – to respond to urban Aboriginal issues. Each UAS Steering Committee is composed of a cross section of the Aboriginal community, to ensure the Steering Committee decisions reflect broad community concerns and priorities. While the structure of the Steering Committees is meant to be reflective of local circumstances, each Steering Committee includes representation from the local Aboriginal community, the federal government, other levels of government and the private sector. The inclusive nature of the Steering Committee is indicative of the principle of partnership that underlies the UAS, particularly in keeping with the objective to establish strong and active partnerships between government and community.

In some of the designated cities under the UAS, federal funding is administered through a community entity (an incorporated organization having been delegated authority for delivering UAS projects on behalf of the various partners). Regardless of whether funding is delivered by a community entity or by federal officials or a combination of the two, funding through the UAS is designed to promote cooperation with other key partners (including other federal departments) and stakeholders in support of community interests.

Federal Partners Involved in each Program	Names of Programs	Total Allocation	Planned Spending for 2008–2009	Expected Results for 2008–2009
Office of the Federal Interlocutor for Métis and non-Status Indians	Urban Aboriginal Strategy	$68,500,000	$13,567,000	UAS projects will strategically focus investments in three priority areas (improving life skills, promoting job training, skills and entrepreneurship and supporting Aboriginal women, children and families).
Human Resources and Social Development Canada/Service Canada; Canadian Heritage; Health Canada; Public Health Agency Canada; Industry Canada; Justice Canada; and Public Safety Canada.	Various Programs	$ unknown at this time.	$ unknown. Funding is dependent on availability of funds at the departmental level and the types of priorities identified at the local level.

Results to be Achieved by Non-federal Partners
The refocused UAS improves program coordination within the Government of Canada to maximize its investments and enable greater federal program alignment with provincial and municipal programming on a 50:50 basis.

The UAS has been redesigned to better address issues facing urban Aboriginal people. Through sustainable partnership policy development, program coordination at the federal level and provincial and municipal governments, Aboriginal and private sector partners, the UAS addresses local priorities and engages partners in the process of reducing the level of disparity that urban Aboriginal people face.

The UAS strives to make significant progress along the road of horizontal management as well as shared accountability with its federal partners. It represents a practical step which illustrates how Canada’s government is moving in the right direction to ensure that Aboriginal people living in cities across Canada have greater access to the skills and experiences they need to gain access to and succeed in urban centres.

Contact Information
Allan MacDonald
Director General
Office of the Federal Interlocutor for Métis and Non-Status Indians
66 Slater Street
Ottawa, Ontario K1A 0H4
Telephone: 613-992-8186

Loans, Investments and Advances (Non-budgetary)

($ millions)	Forecast Spending 2007–2008	Planned Spending 2008–2009	Planned Spending 2009–2010	Planned Spending 2010–2011
Indian and Northern Affairs Canada
Co-operative Relationships Loans to native claimants	39.1	25.9	25.9	25.9
Loans to First Nations in British Columbia for the purpose of supporting their participation in the British Columbia Treaty Commission process	30.4	34.6	30.4	30.4
Total	69.5	60.5	56.3	56.3
Due to rounding, figures may not add to totals shown.

Services Received without Charge

($ millions)	2008–2009
Indian and Northern Affairs Canada
Accommodation provided by Public Works and Government Services Canada	28.3
Contributions covering the employer's share of employees' insurance premiums and expenditures paid by the Treasury Board of Canada Secretariat (excluding revolving funds)	23.9
Workers' Compensation coverage provided by Human Resources and Social Development	0.6
Salary and associated expenditures of legal services provided by the Department of Justice Canada	19.7
Total services received without charge	72.5
Due to rounding, figures may not add to totals shown.

Source of Non-Respendable Revenue

($ millions)	Forecast Revenue 2007–2008	Planned Revenue 2008–2009	Planned Revenue 2009–2010	Planned Revenue 2010–2011
Indian and Northern Affairs Canada
Governance and Institutions of Government
Refunds of previous years' expenditures	6.8	6.8	6.8	6.8
Miscellaneous revenues	0.1	0.1	0.1	0.1
Co-operative Relationships
Refunds of previous years' expenditures	0.9	0.9	0.9	0.9
Return on investments	10.3	10.3	10.3	10.3
Miscellaneous revenues	0.1	0.1	0.1	0.1
Education
Refunds of previous years' expenditures	5.9	5.9	5.9	5.9
Miscellaneous revenues	0.2	0.2	0.2	0.2
Social Development
Refunds of previous years' expenditures	9.2	9.2	9.2	9.2
Miscellaneous revenues	0.1	0.1	0.1	0.1
Responsible Federal Stewardship
Refunds of previous years' expenditures	0.5	0.5	0.5	0.5
First Nations Governance over Land, Resources and the Environment
Refunds of previous years' expenditures	0.1	0.1	0.1	0.1
Northern Land and Resources
Return on investments:
– Norman Wells Project profits	113.0	130.0	120.0	115.0
– Other	0.5	0.5	0.5	0.5
Refunds of previous years' expenditures	1.2	0.9	0.9	0.9
Adjustments of Prior Year's Payables at Year End	1.1	1.8	1.8	1.8
Rights and Privileges	4.1	4.3	4.3	4.3
Mining Royalties	32.0	117.5	73.6	34.6
Quarrying royalties	0.2	0.2	0.2	0.2
Oil and gas royalties	17.0	16.0	15.0	17.0
Other non-tax revenues	1.7	1.5	1.5	1.5
Economic and Employment Opportunities for Aboriginal People and Economic Development
Refunds of previous years' expenditures	2.6	2.6	2.6	2.6
Return on investments	0.3	0.3	0.3	0.3
Community Infrastructure
Refunds of previous years' expenditures	11.5	11.5	11.5	11.5
Return on investments	1.4	1.4	1.4	1.4
Miscellaneous revenues	0.1	0.1	0.1	0.1
Co-operative Relations (OFI)
Refunds of previous years' expenditures	0.2	0.2	0.2	0.2
Total	221.2	323.1	268.2	226.2

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

Summary of Capital Spending by Program Activity

($ millions)	Forecast Spending 2007–2008	Planned Spending 2008–2009	Planned Spending 2009–2010	Planned Spending 2010–2011
Indian and Northern Affairs Canada
Co-operative Relationships	1.3	11.9	21.8	—
Managing Individual Affairs	—	4.4	0.6	0.6
Clarity of Title to Land and Resources	0.2	1.4	—	—
Community Infrastructure	5.0	5.0	5.0	5.0
Total	6.5	22.7	27.4	5.6
Due to rounding, figures may not add to totals shown.

Sustainable Development Strategy

Objective/Target	Strategic Outcome	Federal SD Goal/GGO Goal	Performance Measurement from SDS	Departmental Expected Results for 2008–2009
Supporting Sustainable Communities
Improved departmental and federal co-ordination and harmonization of program planning and implementation in support of long-term planning
Approve and implement the Comprehensive Community Planning Strategy in collaboration with First Nations	Government	Sustainable communities	- Number of communities engaged in comprehensive community planning	- Establish baseline through conducting a survey - Provide support to First Nations through facilitation and funding - Provide support for First Nations and other key stakeholders through the development of a new fiscal and accountability framework - Provide support for First Nations and other key stakeholders through increasing the prioritisation of comprehensive community planning across INAC
Identify the factors that influence the sustainability of remote communities south of 60° and determine how INAC policies could be modified to better address the challenges	Government	Sustainable communities	- Number of recommendations - Number of recommendations acted upon	- Identification of challenges and opportunities to sustainability in Aboriginal communities south of 60° and development of sustainability indicators
Enhanced social and economic capacity in Aboriginal communities through educational and social programming
Graduate more Aboriginal learners from high schools and post-secondary institutions	People	Sustainable communities	- High school graduation rates - Post-secondary participation rates	- Establish additional regional partnership agreements between First Nations and other Aboriginal partners, provincial/territorial governments
Enhance the Family Violence Prevention Program	People	Sustainable communities	- Number of families able to transition back into community - Percentage of participants with increased awareness of personal safety situation	- Support new shelters - Facilitate information sharing regarding the Program with program recipients and potential program recipients
Housing, water and wastewater facilities in First Nations communities that meet standards applicable to comparable Canadian communities
Increase the amount of affordable and suitable housing while building capacity to ensure effective management and control by First Nations communities	Economy	Sustainable communities	- Number of First Nations with housing by-laws and land codes - Percentage of First Nations houses that are owned by occupants	- No activity identified for 2008–2009 for this target
Reduce the number of high-risk and medium-risk sites identified in the National Assessment of Water and Wastewater Systems in First Nations communities	Economy	Sustainable communities Clean Water	- Reduction in the number of high- and medium-risk systems - Increase in the number of certified operators	- INAC, in collaboration with Health Canada and other departments, will undertake consultations with First Nations representatives, regional First Nations organizations and provincial/territorial governments on the principles of a new federal legislative framework for safe drinking water on First Nation reserves, based on incorporating by reference existing provincial/territorial regulations (adapted as required to First Nation realities). This will support the Government of Canada’s commitment in Budget 2007 to promote First Nations’ access to safe drinking water and to develop a regulatory regime to oversee water and wastewater quality on reserve - Continue to reduce the number of high risk systems through capital investment in drinking water and wastewater systems; improve operator training and certification; improve the accountability for operations and maintenance (O&M) funding; and revise policies to ensure that the most effective and cost-efficient systems to meet a community’s need are selected - Research new and innovative ways to extend the lifecycle of water/wastewater systems and to adopt new cost-effective technologies, systems, and policies
Sound environmental practices in First Nations, Inuit and northern communities
Support development of energy management initiatives in First Nations, Inuit and northern communities	Land People	Reducing greenhouse gas emissions	- Number of INAC regions and sectors developing an approach to integration of renewable energy and energy efficiency in their business lines - Number of Aboriginal and northern communities implementing renewable energy or energy efficiency projects	- Support projects at the community level to reduce greenhouse gas emissions and increase of efficiency in energy use - Reduce greenhouse gas emissions in Aboriginal and northern communities
Support development of First Nations, Inuit and northern communities’ to adapt to the impacts of climate change	Land People	Reducing greenhouse gas emissions	- Number of Aboriginal and northern communities with completed climate change risk assessments or adaptation strategies - Number of Aboriginal and northern communities implementing climate change risk management or adaptation strategies - Number of INAC regions and sectors that have developed an approach to integration of climate change risk management in their business lines	- Develop a departmental policy framework that identifies risks and opportunities - Identify and document risks and opportunities for the department related to climate change - Support projects at the community level to increase awareness, understanding and planning for managing the risks and opportunities created by climate change
Reduce the number of contaminated sites south of 60°	Land	Sustainable use of natural resources	- Number of regionally approved 5-year contaminated sites management plans - Number of regionally submitted Federal Contaminated Sites Action Plan (FCSAP) applications - Percentage of Class 1 and Class 2 contaminated sites liabilities	- Regions implement 5-year contaminated sites management plans with actions defined by regions - Regions submit FCSAP applications to leverage additional funding
Increase the number of northern contaminated sites in remediation phase or completed	Land	Sustainable use of natural resources	- Number of contaminated sites management plans approved by ADM - Absolute number of sites in remediation phase or completed	- Contaminated sites management plan approved in accordance with Treasury Board guidance - Develop and implement remediation/risk management strategies by site
Building a culture of sustainability
Improved sustainable development (SD) integration within INAC
Raise awareness of sustainable development within the department	Internal Services	Governance for sustainable development	- Level of sustainable development awareness	- Establish an environmental sustainability network - Develop learning tools for departmental employees
Improve the integration of the sustainable development considerations within the department	Internal Services	Governance for sustainable development	- SD reporting coincides with DPR reporting and commitments in INAC’s fourth SDS, and is included annually in DPR and RPP - Number of preliminary scans and strategic environmental assessments (SEAs) completed	- SDS commitment integration in strategic outcome (SO) plans - Integrate SDS annual reporting with departmental reporting - Develop strategy to increase linkages with SO tables - Implement a strengthened SEA management system across INAC that integrates SD principles
Sound environmental management practices into departmental operations promoted
Implement Indian and Inuit Affairs Business Line (IIABL) Environmental Stewardship Strategy Environmental Performance Framework through the integration of sound environmental management practices into IIABL departmental operations	Land	Governance for sustainable development	- Number of tank inventory database completed - Number of waste site inventory databases completed - Number of approved IIABL waste management policies	- Creation of a tank inventory - Creation of a waste sites inventory
Sustainable development firmly integrated into corporate services (finance, human resources, information management, audit and evaluation, and administrative services) nation-wide
Develop and implement an environmental management system for corporate services	Internal Services	Governance for sustainable development	- Number of environmental management programs for administrative services and corporate services with quantifiable results	- Complete policy review and gap analysis for Chief Financial Officer Sector
Develop and implement a green procurement strategy for INAC	Internal Services	Governance for sustainable development	- The amount of green procurement (dollar value and quantity) documented - Historical data and rates of consumption between past years and the current year	- Write a departmental green procurement policy