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Section IV — Other Items of Interest

Departmental Management and Administration

An effective and responsibly managed and operated department is well positioned to achieve its strategic outcomes. Outcomes are achieved through informed decision-making supported by the alignment of departmental communications, and human, technical, information, and financial resources with departmental priorities and expected results.


Allocation Methodology

Within the government budget process, departments do not receive money specifically for departmental management and administration; funds are allocated to strategic outcomes and program activities. 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). Allocating Departmental Management and Administration resources to program activities distorts the real picture of the resources in place to deliver program activities since the programs are largely delivered by third parties. It should be noted, however, that the proportion of INAC’s total budget allocated to Departmental Management and Administration amounts to less than 5 percent, which is comparable to other departments.


INAC’s departmental management and administration priorities respond to the Government of Canada’s focus on strengthened management and accountability for outcomes achieved.

In 2006–2007, efforts focused on:

  • an integrated planning and reporting process that is focused on results and aligned with the Government of Canada management agenda;
  • maintenance of robust and sustainable financial and information management systems;
  • support for the strategic allocation and management of human, financial, real property, technology and information resources; and
  • strategic and efficient litigation management.

Results for 2006–2007

Strengthened Strategic Management

In support of its commitment to strengthen strategic management, INAC met targets in four key areas:

1) Renewing Financial Management

INAC implemented the Chief Financial Officer (CFO) model in support of the renewal of financial policies led by the Office of the Comptroller General. The CFO was appointed and the process for full implementation of the CFO model within the department is on target.

INAC also made significant progress on a process to link financial and non-financial information to support improved financial management and decision-making. The development of the Integrated Financial System (IFS) and the Enterprise Data Warehouse (EDW) will provide INAC management with integrated financial and non-financial information in a timely and flexible manner to better assist with aligning resources to priorities enabling managers to report on results and associated costs. IFS is a leading-edge system that provides up-to-date information tied to results, supporting decision-makers and providing the department with the ability to provide information to support performance and reporting requirements such as the Treasury Board Secretariat’s Aboriginal Horizontal Framework (AHF).

2) Expenditure Review Targets

INAC worked with departmental stakeholders to streamline expenditures and has finalized a strategy to meet Expenditure Review targets. The federal Expenditure Review (ER) Initiative is focused on finding efficiencies in operations so that resources can be re-allocated to priority areas.

3) Resource Management Framework

INAC completed its Resource Management Framework, which assessed expenditure trends and the cost drivers of basic services provided to First Nations. It identified clear funding priorities and a multi-year strategy for resource acquisition. It contributes to the foundation of policy and program renovations and associated funding requirements to provide services comparable to that of provincial jurisdictions and includes a resource justification for First Nation basic services. Work was completed in December 2006 and shared with Treasury Board Secretariat and other interested parties.

4) Integrated Business

As part of the Government of Canada’s focus on managing for results, INAC continued to strengthen its strategic management integrating financial, human and strategic outcome planning activities. Over the last year, INAC has strengthened linkages between executive performance agreements and planning activities to assure departmental executives provide the necessary leadership in their areas of responsibility to achieve results and contribute to their overall strategic outcome success.

Strengthening Internal Audit and Evaluation Capacity

In response to the government-wide Internal Audit Policy introduced on April 1, 2006, INAC appointed a Chief Audit and Evaluation Executive who reports to the Deputy Minister, and established an independent audit committee to give objective advice, guidance and assurance on the adequacy of the department’s risk management, control and governance practices. Plans are in place to ensure that the department will comply with the requirements of the Internal Audit Policy as required by March 31, 2009.

INAC has also strengthened its Evaluation function. A multi-year Evaluation Plan is in place which provides a strategic and sustainable approach to assessing the performance of the department’s grants and contributions programs. The Plan is in full compliance with Treasury Board policies and the Federal Administration Act, providing full evaluation coverage for all direct INAC spending.

Transfer Payment Tracking System

Transfer payments are an integral component of INAC’s mandate and a coherent system is critical for efficient program delivery.

In partnership with recipients, INAC developed a web-based integrated transfer payments system. The First Nations and Inuit Transfer Payments System (FNITP) streamlines the transfer payment process, makes it more efficient, rationalized, sustainable and cost effective. The system is an important step in efforts to reduce the reporting burden for First Nations.

In 2006, INAC completed initial deployment of the system and training for users, both in the department and in recipient organizations. Further deployment of the system continues and training is provided to users and recipient organizations.

Public Service Modernization

Public Service Renewal is a priority for the federal government and for INAC.

Recruitment and appointment

INAC implemented recruitment and appointment policies as part of the departmental values-based staffing system. These policies uphold the values of access, fairness and transparency. INAC has mandatory PSEA appointment policies in place for non-advertised, corrective action and revocation, and areas of selection.

INAC also completed the required Departmental Staffing Accountability Report for the Canada Public Service Agency and is developing a Staffing Management Accountability Framework and Monitoring Strategy.

Values and Ethics

The department completed a review of its programs and services in support of values and ethics and consequently established an Integrity, Values and Conflict Resolution Unit to serve as a single point of entry to staff seeking advice or access to resources and tools. The unit is a focal point for the department’s values and ethics management framework; providing increased focus on advice and guidance on policies and programs, avenues of early resolution in situations of conflict and workplace well-being.

Employment Equity

INAC continued efforts to establish a workforce that reflects the diversity of Canada, and to enhance the way employees are recruited, supported and led, with special focus on Aboriginal employment.

In support of INAC's commitment to Aboriginal Human Resources Management, the Deputy Minister’s Aboriginal Workforce Initiative (DMAWI) produced a report focused on improving recruitment, development and retention of its Aboriginal workforce. The next steps will be to review the DMAWI report and develop a multi-year work plan based on the activities listed in the report. Implementation of plan is to commence in the fall of 2007.

Required Learning for Managers

INAC has implemented an approach in support of modernizing its change management strategy to ensure that managers are able to meet current and future strategic operational requirements. The learning approach includes mandatory training in public service Authority Delegation and Validation, Staffing Delegation, and Financial Delegation. The knowledge, skills, values, ethics and competencies developed through the training contribute to employees’ capacity to manage resources effectively and deliver required results.

 

Details of Contributions to Departmental Priorities

Strategic Outcome — The Government

Results for Priority — Accountability and Capacity Building


Plans Milestones/Timelines Results
Strengthen recipient’s capacity by providing targeted funding under the Professional and Institutional Development Program for activities related to the development and implementation of remedial management plans. Fall 2006: Access Budget 2006 funding.

December 2006: Begin funding approved projects.
In January 2007, INAC successfully launched a new initiative to strengthen capacity for First Nations under intervention to accelerate their moving out of intervention status.
Implement fully the First Nations Fiscal and Statistical Management Act. March 2007: Implement fully the First Nations Fiscal and Statistical Management Act. The First Nations Finance Authority began operations and the First Nations Tax Commission, the First Nations Statistical Institute and the First Nations Financial Management Board continued their transition to full operation.
Increase funding for the Aboriginal Financial Officers’ Association for programs and activities related to remedial management plans. Fall 2006: Seek approval to access Budget 2006 funding.

December 2006: Begin funding approved projects.
INAC received approval to increase the Aboriginal Financial Officers Association’s budget by up to $230,000, to develop and implement remedial management plans and educational materials, and to provide direct support to First Nations in remedial management situations. This directly builds First Nations financial management skills and competencies contributing to strong First Nations governments.

Results for Priority — Northern Development


Plan Milestones/Timelines Results
Make progress on devolution in the Northwest Territories and Nunavut. Seek an agreement in principle with the Government of the Northwest Territories and the Aboriginal Summit on the devolution of land and resource management responsibilities in the Northwest Territories: 2006–2007. After a pause of more than one year in formal negotiations toward an agreement in principle (AIP) on devolution of land and resource management responsibilities in the Northwest Territories, discussions resumed in November 2006, between the Government of Canada and the Government of the Northwest Territories (GNWT). The objective was to resolve those issues that were identified by the GNWT as outstanding in 2005. In March 2007, a number of Aboriginal groups in the Northwest Territories supporting devolution rejoined the negotiations. While progress was made, a number of outstanding issues require additional work to finalize an AIP.
Seek the approval of a mandate, and then begin devolution negotiations with the Government of Nunavut and Nunavut Tunngavik Incorporated: 2006–2007. Work continued throughout 2006-2007 on the development of a negotiation mandate to transfer INAC’s province-like responsibilities to the Government of Nunavut. Notable milestones include the appointment of Paul Mayer as Senior Ministerial Representative for Nunavut devolution in November 2006, intensive consultations with the Government of Nunavut, Nunavut Tunngavik Incorporated and other stakeholders from December 2006 to February 2007, and the submission of Mr. Mayer’s report to the Minister on March 30, 2007.

Strategic Outcome — The People

Results for Priority — Accountability and Capacity Building


Plans Milestones/Timelines Results
Complete the Indian Registration System/Certificate of Indian Status initiative by introducing nationally a new secure status card and provide ongoing support for its issuance and for maintaining the integrity of the Indian Register. Procurement process, product development and training plan finalized: March 31, 2007. Request for information process was initiated to gauge the number of Aboriginal contractors available nationally. Process completed March 16, 2007.

Work continues with PWGSC to complete the Request for Proposals process. Target date for awarded contract is May 12, 2008.
Implementation of national print centre and regional and First Nations deployment and training completed: March 31, 2008. Roll-out dates depend upon the successful and timely completion of the procurement process.
Full market reach and replacement of existing laminated Certificates of Indian Status with new secure cards: March 31, 2011. The new secure Certificate of Indian Status card project was approved by Treasury Board, leading to issuance of a new card in 2008. The new Status Card will include a range of anti-fraud features. The new Status Card will not only help to prevent fraud and misuse of Certificates of Indian Status, but is also being considered as an acceptable alternate document for Canada-U.S. cross-border use.

Results for Priority — Education


Plans Milestones/Timelines Results
Implement INAC’s Education Action Plan. Develop Education Policy Framework: Summer 2006. Ongoing: The draft Education Policy Framework was developed in summer 2006 with First Nations. It will serve as the overarching policy document for the renewed education program as set out in the Education Management Framework, and identify the principles and goals that frame all of the education programs and services. The target completion date for the finalized Education Policy Framework is March 2008.
Develop Education Management Framework: Summer 2007. Ongoing: Work to develop the Education Management Framework continued to progress in 2006–2007.

The Education Management Framework is the structure that provides the interconnectedness of performance measurement, indicators, monitoring and reporting measures and the individual programs. Details regarding the work on the individual pieces can be found below. The target completion date for the finalized Education Policy Framework is March 2008.
Develop performance indicators, reporting requirements, a data capture tool and performance reporting system: Summer 2007. Complete: Implementation of the Education dashboard started in 2006. This tool allows for the display of eight education indicators developed in partnership with Quebec Region and allows INAC to view and use regional and national aggregated data on First Nation learners. This data collection tool allows INAC to aid in the production of reports, work plans and information dissemination.

Ongoing: Work on further developing a performance reporting system for inclusion in the new Education Management Framework continued to progress in 2006–2007. Consultations with First Nations were ongoing throughout the year, with a National Dialogue being held in March 2007.
Implement redesigned education compliance regime and guidelines: Summer 2007. Complete: The education compliance regime and guidelines were initially developed and implemented in 2005. INAC has also committed to implementing a redesigned education compliance regime as part of the Education Management Framework.

Ongoing: Work on the redesigned education compliance regime and guidelines for inclusion in the Education Management Framework continued throughout 2006–2007.
Develop tools to support school-board type services for schools on reserve with a view to increasing local capacity and improving results. Conduct research and consultations to support school board-type services on reserve: 2006.

Program design and implementation: 2007.
Complete: Research was conducted and shared with First Nations, including six major reports analyzing various aspects of provincial/territorial and First Nations education systems.

Ongoing: Consultations with First Nations representatives continue to be held at the regional and national level on the development of a proposed new program.
Begin engaging First Nations, provinces and territories about establishing tripartite education partnerships in a spirit of shared responsibility. Develop and implement additional education partnerships. Complete: The First Nations Jurisdiction over Education in British Columbia Act received Royal Assent in December 2006. A Memorandum of Understanding was signed with the First Nations Education Council (FNEC) in Quebec in October 2006.

Ongoing: Work continues on forming additional partnerships with the aim of supporting improved educational outcomes.

Results for Priority — Women, children and family


Plans Milestones/Timelines Results
Review and adapt program authorities relating to First Nations Child and Family Services (CFS) to enable a greater degree of comparability with provincial child welfare programs and services. Co-ordinate CFS, FVP and early childhood development (ECD) programming at the community level: 2007–2008. Completed implementation of the enhanced prevention-focused approach in Alberta. Engagement and commitment of several more provinces and First Nations for an enhanced prevention-focused approach.

Implemented updated program authorities effective, April 1, 2007 — this enables a greater degree of comparability with provincial child welfare programs and services.
Program evaluation completed by March 31, 2007. Evaluation of First Nation Child and Family Services completed March 2007.
Revised performance strategy and compliance methodologies for “reimbursement of actuals” by March 31, 2007. Revisions to the performance measurement strategy and compliance methodologies under way, but we need to consult with our First Nations and provincial and territorial partners — expected completion date December 31, 2007.
Expand efforts with respect to family violence prevention (FVP) by:
  • enhancing prevention programming;
  • expanding the reach of the FVP Shelter Network to more communities through the construction of new shelters; and
  • increasing operational funding to existing shelters.
Working with Canada Mortgage and Housing Corporation, to build 8–10 new shelters by 2008–2009. Work initiated with the Canada Mortgage and Housing Corporation, to build up to 5 new shelters beginning 2008–2009. Some of the originally planned funding for the project was re-allocated to other departmental priorities.
Increase base funding by $11 million by 2010–2011. $6 million announced as one-time investment in 2006-2007 for FVPP to increase operational funds for shelters and for a number of family violence prevention initiatives. This milestone will continue to be reported on in future years.
Work with the Assembly of First Nations (AFN) and Native Women’s Association of Canada (NWAC) in a consultation process to develop options for a legislative or other solution to matrimonial real property issues; recommendations to be made to the Minister by the ministerial representative. Ministerial Representative will facilitate consultation process with INAC, NWAC and AFN to be launched in September 2006. Beginning on September 29, 2006, Ministerial Representative Wendy Grant-John facilitated a three-phase consultation process, in which INAC held consultations and INAC representatives attended sessions facilitated by NWAC and the AFN with the goal of developing possible solutions to the legislative gap with respect to on-reserve MRP.
Matrimonial Real Property consultations concluded: January 2007. National consultations provided a collaborative process with NWAC and the AFN that enabled all parties to expand their understanding of the issues, such as the protection of children as a first priority and the need to address the division of MRP on reserves as quickly as possible.
Report of Ministerial Representative for MRP On Reserves: March 2007. Ministerial Representative’s Report submitted to the Minister on March 9, 2007. The report recommended legislation in which individual First Nations would develop a solution that is compatible with their system of housing and land distribution while promoting gender equality. Additionally, the report recommended that the legislation contain emergency provisions that would immediately protect women, children and families, especially those in a situation of family violence. The report also made several non-legislative recommendations, which are being taken into consideration in the development of an implementation plan for the draft MRP legislation.
Introduction of MRP bill, if appropriate: May 2007. A draft legislative proposal is being discussed with key stakeholders. Legislation is expected to be presented by the Minister in Parliament in Fall 2007. Will report on progress in 2007–2008.
Improve community capacity at Sheshatshiu through implementation of elements of a co-ordinated Labrador Innu Comprehensive Healing Strategy. Construction of two safe houses, a healing lodge and a wellness centre: 2006–2007. The Natuashish and Sheshatshiu Innu First Nations celebrated the opening of the Safe Houses in May 2007. The Natuashish First Nation healing lodge and wellness centre held open house celebrations in June 2007.
Create a reserve for Sheshatshiu: 2006–2007. On November 23, 2006, the community of Sheshatshiu was set apart as reserve land for the Sheshatshiu Innu First Nation. The reserve consists of 804 hectares of land, which constitutes the existing community land base of Sheshatshiu Innu First Nation as well as crown lands provided by the Province of Newfoundland and Labrador. Reserve creation at Sheshatshiu is part of a long-term strategy to address the social challenges of the community.

Strategic Outcome — The Land

Results for Priority — Accountability and Capacity Building


Plans Milestones/Timelines Results
Implement the Environmental Stewardship Strategy. Develop a federal policy for regulating activities on reserves in the context of the Smart Regulations Initiative: 2006–2007. In the context of evolving international priorities, work is ongoing with Natural Resources Canada on a strategy to improve the performance of the environmental regulatory system for natural resources. This work is proceeding in the context of the Deputy Minister’s Task Force on Regulatory Improvements.
Implement internal Environmental Performance Framework: 2006. The Environmental Performance Framework (EPF) was approved by the Environmental Stewardship Steering Committee in March 2007. Ongoing inter-sectoral implementation is a responsibility shared between Environment, Lands, and Economic Development units, and is to be fully implemented by March 31, 2009.

Significant progress was made against many of the EPF targets. Inventories for fuel tanks and waste sites were developed as a necessary step toward ensuring compliance with Canadian Environmental Protection Act regulations. Discussions are continuing on developing the Fuel Tank and Waste Management Policy Framework, including the appropriate Level of Service Standard (LOSS). Significant steps were also been made to register in the Environmental Stewardship Strategy Information Management System (ESSIMS)/CEAR all environmental assessments for leases and permits, major capital and economic development projects in order to more effectively monitor follow-up requirements.
Implement Reserve Lands and Environment Management Program. Delivery of general training: 2006–2007. Thirteen Land Managers graduated from the Professional Land Management Training and Certification Program delivered through the University of Saskatchewan and the National Aboriginal Land Managers Association (NALMA) in March 2007.
Delivery of technical training: 2006–2007. Eleven Land Managers finished technical training at the University of Saskatchewan and will continue the next phase of training delivered by NALMA between September 2007 and March 2008.

An additional 27 First Nations entered the RLEMP pilot in 2007 and began training at the University of Saskatchewan in April 2007.
Modernize the Indian Oil and Gas Act and Regulations. Complete draft of legislation: 2006–2007. Legislative renewal was relaunched in August 2006. Cabinet authority to amend the Act was received in June 2007, and legislative drafting is well under way.
Complete drafting of regulations: 2007–2008. Drafting instructions for the amended legislation have been developed.
Implement the First Nations Commercial and Industrial Development Act (FNCIDA). Coming into effect of FNCIDA: April 1, 2006. FNCIDA came into effect on April 1, 2006.
Completion of Management Control Framework: 2006–2007 An Operational Delivery Document (ODD) was developed in fall 2006.
Project recognition and tripartite agreements for Fort McKay and Fort William projects: 2006–2007. The tripartite agreement between Canada, Fort McKay and Alberta is complete and in force. The draft tripartite agreement for Fort William is awaiting the formal approval process.
Completion of regulations for Fort McKay and Fort William projects: 2007–2008. The Fort McKay First Nation Oil Sands Regulations came into force on April 19, 2007. Draft regulations for the Fort William Bowater Project are currently under review.
Work with Indian Resource Council (IRC) on future options for Indian Oil and Gas Canada. Initiate engagement and consultation: 2006–2007. The Indian Resource Council (IRC) was engaged in August 2006, through the establishment of two Joint Technical Committees.
Develop options by IRC in partnership with Indian Oil and Gas Canada Co-management Board: 2006–2007 to 2007–2008. A concept paper on future options was completed by IRC and presented at the IRC Annual General Meeting (AGM). The resolution of First Nations at that AGM was to pursue enhancements under the current Memorandum of Understanding (MOU) for co-management of Indian Oil and Gas Canada (IOGC), and to establish an Energy Business Centre of Excellence to assist First Nations and their companies with the business aspects of oil and gas development. A work plan and budget was established for the implementation of IOGCco-management. A stable, long-term source of funding has yet to be identified for the establishment of the Energy Business Centre of Excellence.
Implement professional and institutional development initiatives Complete consolidation of authorities for a number of First Nations-led professional and institutional development initiatives under way: 2006–2007. A single consolidated management framework was completed and implemented as of April 2006 in order to more efficiently deliver the program.
Expand First Nations land management. Fund 30 participants every two years: 2006–2007 and 2007–2008. Six new First Nations are expected to be added to the Framework Agreement on First Nations Land Management. Three new First Nations ratified their land codes and Individual Transfer Agreements with Canada in order to become operational under the Framework Agreement and the First Nations Land Management Act.
Implement First Nations Oil and Gas and Moneys Management Act. Put voting regulations in place to enable pilot First Nations to take control over oil and gas and/or moneys: 2006–2007. First Nations Oil and Gas and Moneys Management Act (FNOGMMA) voting regulations were registered in October 2006. The Environmental Assessment regulations will be in force by October 2007. Treasury Board approval of the implementation framework and the funding authority is expected in October 2007. The three FNOGMMA Pilot First Nations have scheduled their community votes for late 2007-2008.

Results for Priority — Housing


Plans Milestones/Timelines Results
Modernize the Indian Lands Registry System (ILRS). Digitize records: 2006–2007. 90 percent of records were digitized.
Integrate and harmonize ILRS information with Canada Lands Survey Records administered by Natural Resources Canada: 2006–2007 and 2007–2008. Integration and harmonization of ILRS and CLSR was postponed due to a lack of resources.
Review of ILRS and identification of land registration options and models: 2006–2007. A multi-year business plan was drafted.
Business analysis and software development: 2007–2008. Business analysis and software development were completed.
Training of First Nations people to use the modernized system: 2008–2009. Training will be contingent on the modernization of the system.
Design structural improvements to the land management system. Developing options to address underlying title on reserve in Quebec: 2006–2007 and 2007–2008. Development of these options was postponed due to lack of resources.
Draft legislation to give Quebec First Nations access to the First Nations Land Management Act: 2006–2007. Legislative amendment of the FNLMA was completed and received Royal Assent in June 2007.
Develop options to advance a modern regulatory framework for the use of Certificates of Possession to facilitate individual property interests on reserve: 2006–2007. A multi-year business plan was drafted for developing these options.
Develop policy/legislative options for streamlining Additions to Reserve (ATR) and bringing in national ATR legislation: 2006–2007. Development of these was postponed due to lack of resources.
Develop options to address gaps in existing Indian Act regime in areas such as landlord and tenant law: 2006–2007. A multi-year business plan was drafted for developing these options.

Results for Priority — Mackenzie Gas Project


Plans Milestones/Timelines Results
Support the advancement of this project through regulatory review to the operational phase. Ongoing until final decisions to proceed with project. Budget 2005 provided funding of $150 million over four years for seven departments and agencies to increase federal capacity and science in support of the Environmental Assessment and regulatory processes for the Mackenzie Gas Project and induced oil and gas activities. In 2006–2007 INAC received $10.9 million to increase capacity for the environmental assessment process, regulatory obligations, environment and resource management issues, consultation, Federal Project Coordination Secretariat, Pipeline Readiness Office and legal requirements. The department also received $1.4 million to undertake science research projects such as permafrost and terrain conditions across the treeline; pipeline stream crossings; aerial photography and mapping; non-renewable resource assessments for the Protected Areas Strategy; cumulative effects assessment studies and database development, revegetation workshop and the Arctic Council's assessment of oil and gas activities in the Arctic.
Address socio-economic pressures on N.W.T. communities from the Mackenzie Gas Project. Mackenzie Gas Project Impacts Fund operational by the end of 2006–2007. The Mackenzie Gas Project Impacts Fund head office location and general Crown Corporation Board structure have been established. Other operational requirements are to be phased-in consistent with the overall timing of the Mackenzie Gas Project and the decision to construct.

The Dene Tha’ First Nations Settlement: The Settlement Agreement has been negotiated with the DTFN. Implementation is to be completed and in effect in 2007.

The Environmental Assessment is ongoing until final decision to construct is put in effect.

Results for Priority — Northern Development


Plans Milestones/Timelines Results
Improve the regulatory system in the Northwest Territories. Regulatory Improvement Initiative Strategy developed by the end of 2006–2007. In 2006–2007 the department continued to implement phase one of the Northern Regulatory Improvement Strategy, in response to the 2005 report of the Auditor General, while also setting the stage for phase two. The strategy has been low key to date, but the department is now developing and implementing phase two of the strategy, which will focus on longer-term fundamental improvements to the northern regulatory systems. The department will be working with northern stakeholders in the development of phase two of the strategy.
Support International Polar Year Research. Initiate a targeted science and research program to address priorities on climate change impacts and adaptation and health and well-being of northern communities: 2007–2008. Provide support for government, academic and northern community researchers: 2007–2008. Provide training opportunities for northern and Aboriginal people: 2007–2008. Provided support to research licensing bodies in N.W.T. and Nunavut to enhance their capacity to handle increased workload resulting from International Polar Year.

Initiated discussions with organizations in the territories that are involved in review and issuing of scientific research licences and related permits to explore options for streamlining research licensing/permit processes.

Completed scientific and social/cultural review of scientific research proposals that resulted in the selection of 44 projects to address IPY priorities for climate change impacts and adaptation and health and well-being of northern communities.

Organized the launch of Canada’s IPY program on March 1, 2007, with the involvement of the international community, Ministers, Aboriginal organizations, researchers and a wide range of participants.

Provided initial funding support for IPY science and research projects for early work, including community meetings and consultations in the North.

Strategic Outcome — The Economy

Results for Priority — Water and Wastewater


Plans Milestones/Timelines Results
Establish a panel of experts on regulatory regime for drinking water. Consultation completed and action plan for implementation plan developed: fall 2007. The final report of the expert panel was tabled in Parliament by the Minister of Indian Affairs and Northern Development in December, 2006.

The panel provided three viable options for establishing a legislative and regulatory framework. INAC and Health Canada are working together to develop options for a legislative and regulatory framework.
Implement mandatory training for all water system operators and a regime to ensure all water systems have the oversight of certified operators. All systems to be supervised by certified operator by December 2006. As of December 2006, all First Nations have been provided access to 24-hour hotlines where they can receive support from a certified operator to address any operational issue they may have with their respective water systems. In some cases, third-party service providers have been contracted to work with First Nations that are most at risk, to provide direct oversight, whether through remote monitoring or on-site operation of the systems. In addition, the Circuit Rider Training Program will soon be enhanced to provide improved training for all operators, both to achieve and to maintain their certification.
Implement the new regulatory regime. To be completed in spring 2008. Options for the establishment of a regulatory regime were presented in the Report of the Expert Panel on Safe Drinking Water for First Nations, tabled in Parliament in December 2006. The department is currently examining these options and is working toward introduction of legislation.
Implement remedial plans for First Nations communities with serious water issues. Reduction of all high-risk, and the majority of medium-risk sites identified in the National Assessment of Water and Wastewater Systems in First Nations communities: April 2008. The number of high-risk drinking water systems has decreased from 170 water systems to 90 water systems at the end of the past fiscal year. Remedial plans have been developed for all of the remaining high-risk systems, and they will continue to be addressed throughout the upcoming year. Similarly, the number of high-risk wastewater systems decreased from 69 to 67 wastewater systems. The department will continue to work with First Nations to make certain that high-risk wastewater facilities are further reduced.

Results for Priority — Housing


Plans Milestones/Timelines Results
Examine options for First Nations housing authorities and institutions. Review of options completed by March 2007. Over the last year, financial support was provided to several First Nations-led projects to develop both regional and national best practices and to help incorporate the newly developed First Nations National Housing Managers Association, which is committed to improving housing delivery in First Nations by promoting and enhancing the professional development of First Nations housing managers.
Develop a 10-year strategy to build a sustainable housing system and address housing conditions in First Nation communities. Completed by March 2007 (specific timeframe for progress will depend on First Nation participation in the implementation of new measures). The department has initiated a review of the 1996 On-Reserve Housing Policy and other housing initiatives, with a goal of developing needs-based and community-based approaches to on-reserve housing. The vision of a new multi-year approach will be to bring about significant improvements in housing outcomes, quality of housing, longer term durability of the housing stock, and improvements in the overall adequacy of housing on reserves.
Work with First Nations to expand purchase and financing options. Support the creation of new home ownership programs in First Nations in five regions in 2007 and in all regions in 2008. Budget 2007 announced a $300-million investment to promote on-reserve home ownership. Market-based housing will help families and individuals of First Nations living on-reserve to build, buy or renovate houses, which will not only increase the housing supply, but will provide the means to build equity and generate wealth.

Strategic Outcome — The Office of the Federal Interlocutor

Results for Priority — Education


Plans Milestones/Timelines Results
Collaborate with provinces and territories on initiatives to increase the proportion of Aboriginal young adults with at least a high school diploma. Consultations with partners and development of performance measurement mechanisms: 2006–2007. Implementation of programs: 2006–2007 to 2007–2008. Strong regional education partnerships that lead to the advancement of governance development.

Linking Mtis and non-Status Indians to training or employment opportunities.

Results for Priority — Accountability and Capacity Building


Plans Milestones/Timelines Results
Collaborate with provinces on initiatives to respond to Mtis Aboriginal rights. Ongoing implementation of funding through the Government of Canada’s Strategic Approach to the Powley decision. Enhanced systems for Mtis organizations’ identification of harvesters; greater understanding of Mtis rights across federal government departments.
Ongoing facilitation of co-operative relationships between Mtis and non-sStatus Indian organizations and the federal and provincial governments. Improved governance capacity in Mtis and non-Status Indian organizations; better capacity to engage governments.
Ongoing strengthening of organization’s decision-making and reporting on use of funding. Organizations moved from activity-based to results-based management framework; improved accountability for public funds.

Results for Priority — Women, Children and Family; Education; Housing


Plans Milestones/Timelines Results
Collaborate with key partners, including provinces, municipalities and local Aboriginal organizations to enable Aboriginal people to achieve greater success within Canada’s urban centres. Ongoing implementation of the government’s Urban Aboriginal Strategy. Enhanced capacity to implement and manage effective governance.

Effective implementation of major infrastructure, housing and education investments.

Improved housing improves educational attainment and reduces family violence; economic development reduces dependency on social programs (i.e., Child and Family Services, Family Violence Protection, etc.).

Increased individual, family and community well-being.

Contact for Further Information

Indian and Northern Affairs Canada

Terrasses de la Chaudire
10 Wellington Street, North Tower
Gatineau, Quebec
Mailing Address: Ottawa, Ontario K1A 0H4
Internet: http://www.ainc-inac.gc.ca
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
Socio-demographic statistical publications available at http://www.ainc-inac.gc.ca/pr/sts/index_e.html

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

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

Northern Affairs Program
Tel.: (819) 953-3760
E-mail: NAPInfo@ainc-inac.gc.ca

Canadian Polar Commission

Constitution Square
360 Albert Street, Suite 1710
Ottawa, Ontario K1R 7X7
Tel.: (613) 943-8605 or 1-888-POLAR01
Internet: http://www.polarcom.gc.ca
E-mail: mail@polarcom.gc.ca

Indian Specific Claims Commission

Minto Enterprise Building
427 Laurier Avenue West, Suite 400
Ottawa, Ontario K1R 7Y2
Tel.: (613) 943-2737
Internet: http://www.indianclaims.ca
E-mail: gmail@indianclaims.ca

 


Footnotes:

  1. In the North, territorial governments generally provide the majority of programs and services to all Northerners, including Aboriginal people.(return to the source paragraph)
  2. For each Aboriginal identity group, a percentage also self-identified as Registered Indian as follows: 82.9 percent of the North American Indian identity population, 10.3 percent of the Mtis population and 2.0 percent of the Inuit population.(return to the source paragraph)
  3. The four Inuit Land Claim Regions include Nunatsiavut, Nunavik, Nunavut, and Inuvialuit.(return to the source paragraph)
  4. Urban, as defined by Statistics Canada, refers to an area with a minimum population concentration of 1,000 persons and a population density of at least 400 persons per square kilometre.(return to the source paragraph)