Indian and N r -...

Analysis of Performanceby Strategic Outcome

2005–2006Depar �men�al Per formance Repor t

Indian and Northern Affairs Canada,

Canadian Polar Commissionand

Indian Specific ClaimsCommission







2005–2006Depar �men�al Per formance Repor t

Section I — Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1Minister’s Message . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1Management Representation Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Program Activity Architecture (PAA) Crosswalk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Raison d’être . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Total Financial Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Total Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Operating Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Performance in Relation to Strategic Outcomes, Priorities and Commitments. . . . . . . . 8Alignment to Government of Canada Outcomes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15Summary of Departmental Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Indian and Northern Affairs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Canadian Polar Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21Indian Specific Claims Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Section II — Analysis of Performance by Strategic Outcome . . . . . . . . . . . . . . . . 23Indian and Northern Affairs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

II.1 Strategic Outcome: The Government. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23II.2 Strategic Outcome: The People . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27II.3 Strategic Outcome: The Land . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32II.4 Strategic Outcome: The Economy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36II.5 Strategic Outcome: The Office of the Federal Interlocutor . . . . . . . . . . . . . . . . . . 40

Independent Commissions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43II.6 Strategic Outcome: Canadian Polar Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . 43II.7 Strategic Outcome: Indian Specific Claims Commission . . . . . . . . . . . . . . . . . . . . 44

Section III — Supplementary Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47Organizational Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47Financial Tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

Section IV — Other Items of Interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71Departmental Management and Administration. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71Contacts for Further Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74

TTaabbllee ooff CCoonntteennttss

Minister’s MessageOn behalf of Indian and Northern Affairs Canada (INAC), the Canadian Polar Commission andthe Indian Specific Claims Commission, I am pleased to present the 2005–2006 DepartmentalPerformance Report.

This is the first Departmental Performance Report I have submitted since my appointment as Ministerof Indian Affairs and Northern Development and Federal Interlocutor for Métis and Non-StatusIndians. I therefore take special pleasure in sharing with Parliament and the people of Canada themany real accomplishments the department has achieved in collaboration with its many partners.

The detailed reports and assessments that follow clearly show the numerous ways in which theGovernment of Canada and First Nations, Inuit, Métis and Northerners have worked together tostrengthen their various partnerships and to map out new directions for continued progress.

This report also offers a view of what lies ahead and should be read in tandem with the Report onPlans and Priorities for 2006–07 that was tabled in Parliament in September 2006. This report showsthat INAC is increasingly well positioned to make further advances on each front of the three-partplan the department has begun implementing under the new government. The first part of thisplan involves fundamental quality-of-life issues, such as housing, drinking water, education,women’s matrimonial property rights and the particular needs of families and children. The sec-ond part deals with modernization of the legislative and regulatory frameworks that currently sup-port First Nations programs, services and governance and to create favourable conditions for con-tinued northern development. The third component concerns Treaty land entitlements, additionsto reserves, and comprehensive and specific claims, and is aimed at streamlining the processes nowused to settle claims. In all its aspects, this plan will go far in reaching its two related goals: build-ing capacity through improved structures, regulations and systems, and improving the quality oflife among First Nations, Inuit, Métis and Northern communities.

The Departmental Performance Report thus represents a rich chapter in the department’s historicallyimportant and ongoing work. The progress that it marks and the promise it holds for the futureare unmistakably clear to me, not simply in my capacity as Minister but also from the broader per-spective of my earlier experiences as a Commissioner of the Indian Specific Claims Commissionand a member of the Standing Committee on Aboriginal Affairs and Northern Development.

All those who have worked on behalf of Aboriginal and Northern interests will similarly recognizethe real, practical contributions described in these pages. I’m sure they will join me in congratulat-ing and thanking our many partners who are working so hard to help build a new future for FirstNations, Inuit, Métis and Northerners — and for all Canadians — in this new century.

The Honourable Jim Prentice, P.C., Q.C., M.P.Minister of Indian Affairs and Northern Developmentand Federal Interlocutor for Metis and Non-Status Indians

Section I ■ Overview 1

SSeeccttiioonn II ■ Overview

Management Representation StatementI submit for tabling in Parliament, the 2005–2006 Departmental Performance Report for Indianand Northern Affairs Canada, the Canadian Polar Commission and the Indian SpecificClaims Commission.

This document has been prepared based on the reporting principles contained in the Guide for thePreparation of Part III of the 2005–2006 Estimates: Reports on Plans and Priorities and DepartmentalPerformance Reports:

• It adheres to the specific reporting requirements outlined in the Treasury Board Secretariatguidance;

• It is based on the department’s approved Program Activity Architecture structure as reflected inits Management, Resources and Results Structure;

• 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 numbers from the Estimates and the Public Accounts of

Canada in the Departmental Performance Report.

Michael WernickDeputy Minister, Indian and Northern Affairs Canada


Program Activity Architecture(PAA) CrosswalkThe 2005–2006 Departmental Performance Report(DPR) describes performance in relation to pri-orities and commitments in the 2005–2006 Reporton Plans and Priorities (RPP). The 2005–2006 RPPwas based on the Program Activity Architecture(PAA) shown below.

The PAA underwent one modification during2005–06. In August 2005, in the GovernmentStrategic Outcome, two Program Activities —Governance and Institutions — were combinedinto one Program Activity called Governanceand Institutions of Government. For the pur-poses of this DPR, reporting continues to bedone separately.

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Raison d’êtreIndian and Northern Affairs Canada

The department’s mission is to “work together tomake Canada a better place for First Nations,Inuit, Métis and Northerners.” This mission isachieved through the exercise of two distinctmandates — Indian and Inuit Affairs, andNorthern Development — both aimed at provid-ing opportunities for First Nations, Inuit, Métisand Northerners to more fully participate in andbenefit from Canada’s political, social and eco-nomic development.

In July 2004, the Minister of Indian and NorthernAffairs Canada also became the FederalInterlocutor for Métis and Non-Status Indians.

The department is generally responsible for meet-ing the Government of Canada’s obligations andcommitments to First Nations, Inuit and Métis

and for fulfilling thefederal government’sconstitutional responsi-bilities in the North.This broad mandate is

derived largely from the Department of IndianAffairs and Northern Development Act, the IndianAct, territorial acts and legal obligations arisingfrom section 91(24) of the Constitution Act, 1867.The department is responsible for administeringover 50 statutes. Consequently, INAC’s man-date is complex and its responsibilities encompassa broad range of services. Its portfolio necessitatesworking with a range of departments within thefederal government; First Nations, Inuit andMétis leaders; provincial and territorial govern-ments; circumpolar governments; and servicedelivery agents, as well as with the private sectorand non-governmental organizations.

With respect to the department’s responsibili-ties for Northern Development, INAC is the

lead federal departmentfor a region that com-prises 40 percent ofCanada’s land mass.The department plays

a direct role in the political and economic devel-opment of the territories, including carrying outprovince-like responsibilities for the manage-ment of land and resources in the Northwest

Territories and Nunavut (prior to the conclu-sion of devolution agreements) and specific dutiesrelated to environmental protection, manage-ment of offshore oil and gas resources, and for fos-tering knowledge of the North through scientificinvestigation and technology in the Yukon,Northwest Territories and Nunavut.

Canadian Polar Commission

The Canadian Polar Commission (CPC) isresponsible for monitoring, promoting and dis-seminating knowledge of the polar regions; con-tributing to public awareness of the importance ofpolar science to Canada; enhancing Canada’sinternational profile as a circumpolar nation;and recommending polar science policy directionto government.

Established in 1991 as Canada’s lead agency in thearea of polar research, the Commission operatesas an independent agency under the CanadianPolar Commission Act. It reports to Parliamentthrough the Minister of INAC.

Indian Specific Claims Commission

The mission of the Indian Specific ClaimsCommission (ISCC) is to assist First Nationsand Canada to settle specific claims. As a commis-sion of inquiry, the Commission provides anindependent means to review specific land claimsat the request of a First Nation, when its claim hasbeen rejected by the Minister of INAC or whena First Nation disagrees with the compensationcriteria to be used by the government in negoti-ating the settlement of its claim, and to providemediation services for claims during negotiations.

Total Financial Resources (2005–06)Planned Total Actual

($ millions) Spending Authorities SpendingIndian and Northern 6,168.0 6,147.7 5,874.9Affairs CanadaCanadian Polar 1.0 1.0 1.0CommissionIndian Specific 7.1 7.1 6.9Claims Commission

Total Human Resources (2005–06)Full-time Equivalents Planned Actual DifferenceIndian and Northern 4,195 3,966.5 228.5Affairs CanadaCanadian Polar 5 5 0CommissionIndian Specific 50 46 4Claims Commission


For a complete list of legislationadministered by INAC, visithttp://www.inac-ainc.gc.ca/pr/leg/index_e.html.

For more information on INAC’sresponsibilities in the North,visit http://www.ainc-inac.gc.ca/ps/nap/index_e.html.

http://www.inac-ainc.gc.ca/pr/leg/index_e.html

http://www.ainc-inac.gc.ca/ps/nap/index_e.html

Operating EnvironmentINAC delivers its programs in an environ-ment characterized by: a need for horizontal co-operation within the federal government; ahigh level of decentralization; collaboration withprovinces and territories; and increasing devo-lution of responsibilities for direct deliveryof services.

In the North, the transfer of the remaining landand resource management responsibilities tothe governments of the Northwest Territoriesand Nunavut, in an environment of evolvingAboriginal governance structures, requires care-ful management while respecting ongoing federalresponsibilities.

Within the federal government, responsibilityfor Aboriginal programming is shared among34 departments and agencies with total plannedspending of $9.1 billion (2005–06).

The federal government has made a commit-ment to improve results of programs and toenhance the federal government’s transparency,accountability and reporting on Aboriginal pro-grams. This commitment entails working withFirst Nations, Inuit and Métis organizations andprovinces and territories to clarify roles andaccountability relationships. In the January 2005Accountability for Results session, the federal govern-ment committed to disclosing a detailed pictureof direct federal program spending targetingAboriginal peoples in Canada for 2004–05, which

is now captured in theAboriginal HorizontalFramework. INACcontinues to play aleadership role in co-ordinating efforts

among the many federal partners committed todelivering the government’s Aboriginal Agenda.

Although considerable progress has been made,much remains to be accomplished to improvethe unequal socio-economic conditions that existin many communities. The following paragraphsindicate the differences in standard of livingavailable to Aboriginal people compared withCanadians overall.

Human Development Index (HDI)

Applying the United Nations HDI would rank theaverage well-being of on-reserve First Nationscommunities 73rd among 175 nations, whileCanada overall was ranked 8th. The disparitybetween the registered Indian and the non-Indianpopulation is shown in the graphic below.

Demographic Pressures

The on-reserve Status Indian population is grow-ing at a rate of 2.3 percent per year, nearly threetimes the overall Canadian rate.

The on-reserve Status Indian population is young,with a median age of 22, compared with a medianage of 36 for all Canadians. Over 50 percentof the on-reservepopulation is under23 years old.

These demograph-ics create pressurefor additional serv-ices, schools, housing and public infrastructure,and for increases in social services to supportthe high rate of new family formations. Theyalso create pressure on the job market. Similardemographics exist among Aboriginal people inthe North.

Legal Environment

The department conducts its operations andnegotiations in a legal environment in constantevolution. Litigation generates court rulings at


For more information on the HDI and the CommunityWell-Being Index (CWB) pleasesee http://www.ainc-inac.gc.ca/pr/ra/pub4_e.html.

For a more detailed explanationof the Framework and detailedschedule of programs, please seehttp://www.tbs-sct.gc.ca/report/govrev/05/cp-rc_e.asp.

0.60

0.65

0.70

0.75

0.80

0.85

0.90

0.95

1.00

1981

0.806

0.627

0.823

0.644

0.852

0.706

0.863

0.739

0.880

0.765

1986

Registered Indian

HD

I

1991 1996 2001

Reference population

Note: The reference population includes non-Aboriginal people, non-registered First Nations, Inuit and Métis. A modification of the United Nations' Human Development (HDI) developed by INAC is used to compare the education attainment, average annual income, and life expectancy of Registered Indians and other Canadians using the most recent Census data available.

http://www.ainc-inac.gc.ca/pr/ra/pub4_e.html

http://www.tbs-sct.gc.ca/report/govrev/05/cp-rc_e.asp

every level of the judicial system that furtherdefine Aboriginal and treaty rights recognizedin Canada’s constitution. These court rulingsmay influence the content, sequence and timingof the policy agenda of the Minister and thedepartment.

Economic Opportunities

In 2001, the unemployment rate for Aboriginalpeople in Canada as a whole was 18.6 percent,about three times the Canadian rate (6.5 percent).The unemployment rate for registered Indians liv-ing on reserve was even higher — 27.9 percent.

Health

In 1999, the suicide rate among First Nationswas 2.1 times greater than the overall Canadianrate. Suicide accounted for 38 percent of alldeaths of youths (ages 10 to 19) in First Nations.

Between 1980 and 2001, life expectancy for reg-istered Indians increased by 10 years for menand by 8 years for women, for a life expectancy of70 and 76 years respectively, compared with theoverall Canadian life expectancy of 76 for men and82 for women.

Education

In 2001, 35 percent of Indians on reserve hadmore than a high school education comparedwith 31 percent in 1996. This lags behind theoverall Canadian rate of 55 percent in 2001.

Income Assistance

In 2003–04, 34.1 percent of those living on reservedepended on income assistance.


Facts and Figures at a GlanceAboriginal Canada☛ When the census was taken in 2001, 1,319,890 people in Canada reported having Aboriginal ancestry,

which is 4.5 percent of the Canadian population.☛ Status Indians living on reserve represent about 62 percent of the Status Indian population.There are

471,900 on-reserve Status Indians and 284,800 who reside off-reserve.☛ In total, there are 614 First Nations communities, comprising 52 nations or cultural groups and more

than 50 languages.☛ About 60 percent of First Nations communities have fewer than 500 residents — only seven percent

have more than 2,000.☛ Overall, 35 percent of on-reserve Status Indians live in urban areas, while 45 percent live in rural areas,

17 percent in special-access areas and 4 percent in remote zones.☛ The on-reserve Status Indian population is expected to increase by 49 percent between 2005 and 2021,

compared with 11 percent for the Canadian population as a whole.About 40 percent of the StatusIndian population is under the age of 20, compared with 24 percent of the overall Canadian population.

The North☛ Canada’s North occupies 40 percent of Canada’s land mass.☛ There are few reserves; in general, territorial governments are responsible for providing programs and

services to all Northerners, including Aboriginal people.☛ The three territories consist of some 96 communities, most of them home to small populations, the

majority of whom are First Nations, Inuit or Métis.☛ Some 92,300 residents are scattered across this area: Nunavut’s population is 26,700, while there are

37,100 people in the Northwest Territories and 28,500 in the Yukon.☛ The population in the North is young, with 44 percent of the population under the age of 25.☛ Over half of the population of the North is Aboriginal, varying from 85 percent in Nunavut to about

51 percent in the Northwest Territories and about 23 percent in the Yukon.

Performance in Relation to Strategic Outcomes, Priorities andCommitments


Strategic Outcomes (SO) and Associated ProgramActivities (PA) Type

PlannedSpending

($ millions)

ActualSpending

($ millions)Expected Results and Current Status(as of March 31, 2006)

Indian and Northern Affairs Canada

SO — The Government

Governance

Fostering stronger governancethrough supporting legislative initia-tives, programs and policies, andadministrative mechanisms thatfoster stable, legitimate and effectiveFirst Nations governments and Inuitcommunities that are culturallyrelevant and accountable totheir citizens.

Ongoing 59.5 75.9 Good governance in First Nations andInuit communities is fundamental to bridg-ing the gap in quality of life betweenAboriginal and non-Aboriginal Canadians.

INAC remains committed to working withFirst Nation governments and Inuit com-munities to build governance capacities insuch areas as finance and administration,and negotiate with aboriginal groups tomeet their self-government aspirations.As such, this year, a number of trainingcourses and workshops were offered tobuild capacities and create more effectiveand responsible governments and fournew self-government agreements becameeffective. See details at II.1.1.

Institutions

Assists First Nations to meet thecosts of local and self-governmentand the administration of depart-mentally funded services.This sup-port is intended to provide a stablefunding base for institutions that arewell populated by First Nations andInuit, to facilitate effective commu-nity governance and the efficientdelivery of services.

Ongoing 477.0 482.4 INAC continued to work with its FirstNation partners on the full implementa-tion of the First Nations Fiscal and StatisticalManagement Act which came into effectApril 2006.This act created four newnational First Nations public institutionsdesigned to provide advisory services aswell as financial and statistical support toFirst Nations governments. In addition, anumber of other local and national institu-tions were established.As well, the NationalCentre for First Nations Governance wasestablished to support First Nations in theimplementation of self-government and toassist in the development of effective day today governance practices. See details at II.1.2.

Co-operative Relationships

Building co-operative and produc-tive intergovernmental and Treatyrelationships with First Nations andInuit to optimize the pursuit andattainment of shared objectives; thereconciliation of Aboriginal andother interests through researching,assessing, negotiating and imple-menting claims and self-governmentagreements; the furthering of com-mon understanding regarding his-toric Treaty relationships; and devel-oping legislative and administrativearrangements that reflect evolvinggovernance capacities and relations.

Ongoing 142.1 128.4 The department continued to makeprogress addressing, through negotiations,outstanding aboriginal claims. More specif-ically, the department resolved 18 specificclaim agreements, 1 special claim agree-ment, and 1 comprehensive claims andself-government agreement and madecontinued progress at other negotiationtables as well as with its partners in imple-menting 33 comprehensive land claimsand/or self-government agreements signedto date. See details at II.1.3.


Strategic Outcomes (SO) and Associated Program Activities (PA) Type

PlannedSpending

($ millions)

ActualSpending

($ millions)

Expected Results and Current Status (as of March 31, 2006)

Northern Governance

Supports strengthening northern governmentsthrough devolution of province-like responsibilities,effective intergovernmental mechanisms and man-agement of strategic issues, as well as strengthenedintergovernmental co-operation internationally oncircumpolar issues.

Ongoing 13.8 8.7 Negotiations towards anAgreement-in-Principle ondevolution in the NorthwestTerritories continued.Discussions to guide futuredevolution in Nunavut tookplace. See details at II.1.4.

SO — The People

Managing Individual AffairsProfessionally managing individual First Nationsaffairs to ensure that the Minister’s responsibilitiesunder the Indian Act for Trust Funds, Membershipand Estates are properly exercised.

Ongoing 16.4 19.9 The department has madeprogress in improving itsmanagement of individualaffairs. See details at II.2.1.

Education

Supports the provision of Elementary/SecondaryEducation services, including Special Educationsupport services for eligible students with specialneeds and, provides financial support for statusIndians to participate in Post-Secondary Educationstudies, aiming to increase levels of education, par-ticipation, achievements and employablity for FirstNation and Inuit students.

Ongoing 1,573.5 1,618.3 This year’s work focused onclarifying roles and respon-sibilities related to FirstNation education and estab-lishing a common strategicvision, clear goals andexpected results.As a resultof this work, a solid drafteducation policy frameworkwas developed throughjoint First Nation/INACregional dialogue sessionswhich took place across thecountry. See details at II.2.2.

Social Development

Supports the provision of: Income Assistance to meetbasic needs for food, clothing and shelter to ensurethe safety and well-being of individuals and familiesconsistent with provincial programs and standardsthereby helping 35 percent of on-reserve residentseligible to receive Income Assistance versus 5.5 per-cent among other Canadian; First Nations Child andFamily Services to improve their well-being andsecurity by serving 614 First Nations communities,helping 8776 children on reserve living in care outof parental homes through 104 First Nations Childand Family Services service agencies;Assisted Livingfor social support services of a non-medical naturesuch as in-home care, short-term respite care, fostercare and institutional care to improve their well-beingand security; Family Violence Program to improvesafety and security, particularly of women and chil-dren at risk thereby serving 54 percent of FirstNation women with reported life-threatening vio-lence compared to 37 percent non-First Nationwomen, and with a current network of 35 shelters;National Child Benefit Re-investment to supportlow-income families with children to help prevent orreduce the depth of child poverty; and Other SocialServices to build capacity for First Nations to assumeresponsibility for and jurisdiction over social devel-opment through policy development, program designand service delivery, to build self-reliant, sustainable,healthy and stable First Nations communities.

Ongoing 1,302.1 1,351.7 Over the past year thedepartment worked withpartners to develop a draftframework to set out thepath forward for a morecomprehensive systematicapproach to address theoutstanding social issuesthat face First Nationcommunities. See detailsat II.2.3.


Strategic Outcomes (SO) andAssociated Program Activities (PA) Type

PlannedSpending

($ millions)

ActualSpending

($ millions)Expected Results and CurrentStatus (as of March 31, 2006)

Healthy Northern Communities

Supports improvements in the health andwell-being of Northerners through grantsfor hospital and physician services forIndian and Inuit residents in the NorthwestTerritories and Nunavut, the transporta-tion of nutritious perishable foods andother essential items to isolated northerncommunities (provincial and territorial) atreduced rates, the conduct of researchinto the sources and effects of contami-nants on the Arctic food chain, and initia-tives to assist Northerners to deal withbroad issues such as the impacts of cli-mate change.

Ongoing 84.7 97.3 The department undertook surveysand pilot projects and conducted onepoint of entry review for the FoodMail Program, funded research proj-ects to assess the impacts of con-taminants on the use of traditionalfood and to communicate risks toNortherners, and provided extensiveoutreach to Northern and Aboriginalcommunities to increase involvementin climate change mitigation andadaptation initiatives. See detailsat II.2.4.

SO — The Land

Certainty of Title and Access toLand and Resources

Supports the conversion of land toreserve status (Additions to Reserve),promotes clarity of title through surveysand negotiated agreements in order tofacilitate future land transactions, andsupports the implementation of landtransfers under Specific andComprehensive Claims.

Ongoing 106.1 27.1 In 2005–06, tools were developed tolay the foundation for a more timelyATR process in the future, includingthe development of a First NationATR Planning Workbook, and aninitial ATR tracking system.A newdirective was also developed toincrease the period of time for whichenvironmental site assessmentsremain valid; it is expected that thiswill significantly reduce the timerequired to convert land to reserveby reducing the need to update theassessments.

In addition, a total of 57,336 squarekilometres of land was transferred toFirst Nations and Inuit pursuant tocomprehensive claims. See detailsat II.3.1.

Responsible Federal Stewardship

Supports the discharge of federal respon-sibilities to First Nations, including thoseunder the Indian Act and the Indian Oil andGas Act, and those requiring co-operationwith and co-ordination by other govern-ment departments (e.g., EnvironmentCanada).This activity also involves theremediation of contaminated sites onlands under federal jurisdiction, and thecollection and management of IndianMonies derived from land and resourcesactivities.

Ongoing 21.3 22.9 In 2005–06, the department spentsignificantly greater resources onassessment of contaminated sites,and there was a 19.6 percent reduc-tion in liabilities of Class 1 andClass 2 contaminated sites. In addition,the Specific Purpose ExpenditureTrust (SPET) policy was developedand made available to First Nationsas an option for capital moneys man-agement. See details at II.3.2.



PlannedSpending

($ millions)

ActualSpending

($ millions)Expected Results and Current Status (as of March 31, 2006)

First Nations Governance overLand, Resources and theEnvironment

Under this activity, the departmentsupports First Nations governanceover land, resources and the envi-ronment, through legislative andregulatory development, imple-mentation of sectoral governanceinitiatives such as those pursuantto the First Nations Land ManagementAct (FNLMA) and the First NationsOil and Gas and Moneys ManagementAct (FNOGMMA), and the develop-ment of professional and institu-tional governance capacities.

Ongoing 67.2 87.8 In 2005–06, the number of First Nationsinterested and participating in sectoralgovernance initiatives continued to grow.More First Nations became operationalunder FNLMA, and the number of FirstNations interested in joining FNLMAexceeded the number the department couldaccommodate.As of March 31 2006, therewere 45 signatory First Nations, of which 16are operational and 29 are developmental.Afurther 52 have expressed interest in joining.

In addition, FNOGMMA came into effect inApril 2006 and will provide the opportunityfor additional First Nations to undertakesectoral governance initiatives in relation tooil and gas and/or moneys.Three pilot FirstNations are anticipating community ratifica-tion in late 2006–07, and six other FirstNations have expressed an interest in optinginto FNOGMMA.

The department also supported the devel-opment of land management skills in FirstNations communities, through the pilotingof the Reserve Land and EnvironmentManagement Program (RLEMP) and theestablishment of the Professional &Institutional Development (P&ID) programs.See details at II.3.3.

Northern Lands andResources

Supports the sustainable develop-ment of the North’s naturalresources emphasizing improvedenvironmental management andstewardship, including the clean-upof contaminated sites, expandingthe knowledge base for sounddecision making and improvingthe effectiveness of the northernregulatory environment.

Ongoing 130.2 164.7 The department developed and implementedremediation plans for contaminated sites,initiated regulatory improvements and sup-ported the advancement of the MackenzieGas Project. See details at II.3.4.



PlannedSpending

($ millions)

ActualSpending

($ millions)Expected Results and Current Status (as of March 31, 2006)

SO — The Economy

Economic and EmploymentOpportunities for AboriginalPeople

Supports the expansion of existingbusinesses and employment oppor-tunities and the creation of neweconomic development activitiesleading to greater employmentopportunities.

Ongoing 79.2 67.8 The department’s efforts through its part-nerships over the past year have beeninstrumental in educating and informingemployers, as well as assisting in theircapacity development to recruit, retain andpromote Aboriginal people within theirorganizations.This is opening employmentopportunities and resulting in jobs forAboriginal people.

Initiatives in the promotion of theProcurement Strategy for AboriginalBusinesses have assisted Aboriginal busi-nesses in enhancing their participation levelin federal government procurement.Thishas been substantiated by the fact that thenumber of contracts awarded to Aboriginalbusinesses under open competition hassteadily risen over the short term. Seedetails at II.4.1.

Access to Capital andEconomic Development

Supports Comprehensive, Specificand Special Claims Settlements orresolution of claims, includingstatutory payments arising fromlegislated settlements against theCrown respecting lands andresources; and EconomicDevelopment programs to facili-tate access to resources, capitaland expertise, and developmentand implementation of economicdevelopment strategies.

Ongoing 712.6 501.6 The focus of the current economic develop-ment program continued to be in the areaof capacity development for Aboriginalcommunities that will allow them to seizeeconomic opportunities, leading to employ-ment for community members, land andresource development, and communitybusiness development.This past year thedepartment supported 263 projects thatallowed many Aboriginal communities toact on potential economic initiatives. Seedetails at II.4.2.

Community Infrastructure

Supports the acquisition, construc-tion and operation and mainte-nance of: Community Facilitiessuch as roads, bridges, water andsewer systems, and administrationoffices; Education Facilities such asschools and teacherages; remedia-tion of contaminated sites onreserve; and On-reserve Housing.

Ongoing 1,227.6 1,113.6 The support and assistance provided directlyimpacted the capacity of First Nations tomanage community infrastructure, as well asto improve the performance and manage-ment of their Capital Facilities andMaintenance program.

The department continues its implementa-tion of its 2003 water strategy in partner-ship with First Nation communities.Thisseven part strategy is directed at the provi-sion of clean, safe, reliable drinking water inFirst Nation communities.

Investments and efforts in educational facili-ties helped to ensure that First Nationstudents are educated in facilities that meettheir needs, so as to better enable learningand promote the path of education asan avenue for future success. See detailsat II.4.3.


Strategic Outcomes (SO) andAssociated Program Activities (PA) Type

PlannedSpending

($ millions)

ActualSpending

($ millions)Expected Results and CurrentStatus (as of March 31, 2006)

Northern Economy

Supports sustainable economic growth ofthe territorial economies through invest-ments in innovation and knowledge andregional development programming,advocacy and activities which lead toNortherners participating and benefitingfrom resource development.

Ongoing 29.4 15.6 Supported northern economic devel-opment through initiatives such asthe Targeted Investment Program, theInnovation and Knowledge Fund andMunicipal Rural Infrastructure Fund.Completed the delivery of theInfrastructure Canada Program.See details at II.4.4.

SO — The Office of the Federal Interlocutor

Provides capacity support to Métis, Non-Status Indians and urban AboriginalCanadians at the national, provincial,regional and urban level to help developorganizational capacity and accountabilityto their memberships, as well as to buildthe capacity to form effective partner-ships with federal and provincial govern-ments and the private sector, in orderto participate effectively in FederalInterlocutor-led interdepartmental andintergovernmental initiatives.

Ongoing 44.8 36.9 In the past year, significant progresshas been made in the area of federal/provincial/Aboriginal cooperation.This was evident as they workedtogether to examine cross-cuttingsocio-economic issues that must beaddressed to make meaningfulprogress. It has become evident tothe principal parties that Aboriginalissues cannot be examined exclu-sively as either on or off-reservematters.A new relationship has beenformed that has resulted in a collabo-rative approach to developing resolu-tion to common goals.Additionally,governments and Aboriginal leadersagree that the key to success is tofocus on cross-cutting targets whichwould have significant impacts onsocio-economic conditions in theareas of health, housing, education,and economic opportunities. Seedetails at II.5.


SO — Increased Canadian Polar Knowledge

To carry out its mandate, the Commissioninitiates, sponsors and supports confer-ences, seminars and meetings; helpsestablish a polar information network asthe principal mechanism to disseminateknowledge pertaining to the polar regions;undertake and support special studiesrelated to the polar regions; recognizesachievements and contributions relatedto its mandate; publishes newsletters,reports and other publications; and tablesan annual report in Parliament.

Ongoing 1.0 1.0 The Commission is on track regard-ing communications and internationalparticipation. Some progress hasbeen achieved on national Arctic andAntarctic science policy as Canadaprepares for International Polar Year.See details at II.6.

Note: Departmental Management and Administration supports each of INAC’s seven Strategic Outcomes. More details are to befound in Section IV of this DPR.


Strategic Outcomes (SO) and Associated Program Activities (PA) Type

PlannedSpending

($ millions)

ActualSpending

($ millions)

Expected Results andCurrent Status (as of March 31, 2006)


SO — Fair and Impartial Hearings of Specific Claims

The Commission conducts impartial inquiries when aFirst Nation disputes rejection of its specific claimby the Minister of Indian Affairs and NorthernDevelopment, or when a First Nation disagrees withthe compensation criteria to be used by the govern-ment in negotiating the settlement of its claim.As wellas conducting formal inquiries, the Commission, atthe request of the government and a First Nation,provides or arranges such mediation and facilitationservices as may in their opinion assist them to reachan agreement with respect to any matter relating toIndian specific claims.

Ongoing 7.1 6.9 Inquiries were conductedand reports issued.Mediation services wereprovided. See detailsat II.7.

Alignment to Government of Canada OutcomesINAC’s Strategic Outcomes support the following Government of Canada Outcomes.

The crosswalk between the Government of Canada’s Outcomes and INAC’s is shown in the follow-ing table.

Government of Canada’s Outcomes INAC Strategic Outcomes INAC Program Activities

Economic: Strong The Economy — Aboriginal People and Access to Capital and EconomicEconomic Growth Northerners close the economic gap Development

Community InfrastructureNorthern Economy

The Land — Sustainable use of lands Clarity of Title to Land and Resourcesand resources by First Nations, Inuit First Nations Governance over Land,and Northerners Resources and Environment

Northern Land and Resources

Social: Diverse Society The People — Strengthened individual Managing Individual AffairsThat Promotes Linguistic and family well-being for First Nations, EducationDuality and Social Inuit and NorthernersInclusion

The Government — Good governance, Co-operative Relationshipseffective institutions and co-operative Governance and Institutions of relationships for First Nations, Inuit Governmentand Northerners Northern Governance

The People — Strengthened individual Social Developmentand family well-being for First Nations,Inuit and Northerners

Office of the Federal Interlocutor — Co-operative RelationsStrengthened relationships with Métis,Non-Status Indians and urban AboriginalCanadians to raise awareness of theirneeds and improve access to federalservices with the aim of improvingtheir socio-economic conditions

Social: Healthy The People — Strengthened individual Healthy Northern CommunitiesCanadians With Access and family well-being for First Nations,to Quality Health Care Inuit and Northerners

Economic:A Clean and The Land — Sustainable use of lands Responsible Federal StewardshipHealthy Environment and resources by First Nations, Inuit

and Northerners

Economic: Income The Economy — Aboriginal People and Economic and EmploymentSecurity and Northerners close the economic gap Opportunities for Aboriginal PeopleEmployment for Canadians


Summary of DepartmentalPerformanceIndian and Northern Affairs

Understanding INAC’s performance results is furtherenhanced by more complete information on its envi-ronment, situation, partners, management approach,risks and challenges. Summaries of these can be foundin the Reports on Plans and Priorities (RPPs) for2005–06 and 2006–07 at http://www.tbs-sct.gc.ca/est-pre/estime.asp.

See RPP 2005–06 for:

Strategic ContextOperating EnvironmentFederal PartnersResults Accountability Framework — Three Circles

of InfluenceRisks and ChallengesINAC’s Sustainable Development VisionProfile of Aboriginal People in CanadaProfile of Canada’s North

The information is updated in RPP 2006–07. It outlines:

Strategic OutcomesPlanning ContextOperating EnvironmentDepartmental Priorities

The year 2005–06 continued to present chal-lenges and opportunities for advancing the gov-ernment’s Aboriginal and northern agendas.

A number of key activities have helped improvethe social and economic outcomes for Canada’sFirst Nations, Inuit and Métis peoples, althoughclearly more work is needed to reduce the gap inliving conditions between Aboriginal peoplesand other Canadians.

In the North, Canada’s three territories havebeen transformed in recent decades, but there istremendous potential for further development.The increasing capacity of territorial institutions,new governance models, and effective partner-ships between Aboriginal and non-Aboriginalgroups are providing a solid foundation that willgive Northerners greater control over the mostimportant decisions regarding the future of theirterritories.

At the same time, INAC continued to meet ongo-ing needs and deliver upon specific obligationsunder the Department of Indian Affairs and NorthernDevelopment Act and the Indian Act, and pursuantto treaties, comprehensive land claims, and self-government agreements.

Provinces, territories and Aboriginal organizationshave played a key role contributing to the achieve-ments in 2005–06. These partners hold many ofthe levers that enable long-term progress, andit is becoming increasingly important for them toparticipate in developing and implementing thesolutions to improve the quality of life of FirstNations, Inuit, Métis and Northerners.

Recognizing that provinces, territories andAboriginal people need to be part of the solution,the government engaged in a series of collabora-tive activities in 2005–06, including:

• Joint policy retreat with federal ministers andthe leaders of five National Aboriginal organi-zations to identify long-term solutions;

• The signing of joint accords by the Governmentof Canada and National Aboriginal leaders toguide Aboriginal participation in the policydevelopment process; and,

• A First Ministers Meeting with federal, provin-cial, territorial Ministers and Aboriginal leadersin November 2005 to identify specific targets toreduce the socio-economic disparities betweenAboriginal peoples and other Canadians.

This work has informed the actions of Canada’snew government to make positive advances inareas such as safe drinking water, housing andeducation. It has also highlighted the benefitsof not allowing divergent views on jurisdiction toimpede progress on important issues.

Immediate steps have been taken by the Ministerto address the issue of safe drinking water in themost at-risk First Nations in the country. The newgovernment has also entered into an historicagreement to improve First Nation education inBritish Columbia. The 2006 Budget providedadditional funding for investments in better qual-ity of life.

The new government has also taken early actionto protect Aboriginal women’s rights and is pur-suing legislative initiatives in areas such as


http://www.tbs-sct.gc.ca/est-pre/estime.asp


Matrimonial Real Property and human rightsprotections.

In the North, international demands for newsources of oil and natural gas have resulted in amajor commitment to exploration investmentin the North, including a proposal to bring intoproduction major gas fields in the MackenzieDelta and to build a gas pipeline down theMackenzie Valley. Canada’s participation in theupcoming International Polar Year has set thestage for a targeted science and research pro-gram to address priorities on climate changeimpacts and adaptation, and health and well-being of northern communities.

These early actions by the new government haveprovided direct benefits for First Nations, Inuit,Métis and Northerners, and have set the stage formore tangible progress.

1. Strategic Outcome — The Government

Good governance and effective institutions for FirstNations, Inuit and Northerners, built on co-operativerelationships.

During the 2005–06 fiscal year, working rela-tionships between First Nations, Inuit and north-ern communities and the department continuedto improve. INAC staff worked collaboratively tosupport and assist First Nations and Inuit in theimplementation and maintenance of accountabil-ity mechanisms and the development of goodgovernance models. About 85 percent of thedepartment’s program budget was directly admin-istered by First Nation governments, thereby,increasing the level of local decision-makingover issues affecting them. Through the offeringof training courses, the delivery of workshops, andthe provision of advisory services, the depart-ment worked with First Nation governmentsand Inuit communities to increase local capacitiesand implement governance-related initiatives,to better focus on community priorities and tobetter equip them to work with other govern-ments, investors and third parties in order toachieve their objectives.

The creation and support of local, regional andnational institutions with First Nations and Inuitpartners, increases the effectiveness of FirstNation governments and Inuit communities.Four new institutions were established pursuant

to the First Nations Fiscal and Statistical ManagementAct (FNFSMA) which came into effect inApril 2006, namely the First Nations TaxCommission, the First Nations FinancialManagement Board, the First Nations StatisticalInstitute and the First Nations Finance Authority.This legislation provides a statutory base for FirstNation institutions to assist First Nations inimproving the investment climate and promotingeconomic growth in their communities. TheNational Centre for First Nations Governancewas also formally established to support FirstNation and Inuit communities in the implemen-tation of self-government and to assist in thedevelopment of day to day effective governance.

Land claims and self-government agreementsestablish the foundation of co-operative relation-ships regarding Aboriginal and Treaty rights, andprovide certainty over rights to land and resources.Comprehensive land claims and self-governmentalso clarify the exercise of self-government. Todate, the department has achieved 20 finalcomprehensive claim agreements and 16 self-government agreements, covering 90 commu-nities with approximately 70,000 members.

During the 2005–06 fiscal year, notable progressacross the country was accomplished in the nego-tiations, conclusion and ratification of final agree-ments as well as implementation of differenttypes of Agreements. One comprehensive landclaim and associated self-government agreementwas signed with the Carcross/Tagish First Nation.It, along with the Kwanlin Dun, Tlicho andLabrador Inuit Association Comprehensive LandClaim Agreements, all became effective during2005–06. Eighteen specific claims and one specialclaim were also resolved.

Notable progress at other negotiation tablesincluded: Framework Agreements signed withAkwesasne (Ontario and Quebec), Miawpukek(Newfoundland and Labrador) and Musqueam(British Columbia) First Nations; Agreements-in-principle signed with Anishinabek Nation(Ontario), Yale and Yekooche First Nations(British Columbia); and a Final Agreement wasinitialled with Nunavik Inuit (northern Quebec).

In the North, work continued in 2005–06 towardsan Agreement in Principle (AIP) on devolution ofprovince-like responsibilities in the NWT. The


department engaged in discussions to guide futuredevolution in Nunavut. On the circumpolarfront, Canada contributed to the strengthening oflinkages between Canadian Northerners andRussia by supporting a number of fora. Thedepartment also continued to support Canadiannorthern priorities by participating in ArcticCouncil initiatives.

2. Strategic Outcome — The People

Strengthened individual and family well-being for FirstNations, Inuit and Northerners.

This Strategic Outcome consists of four ProgramActivities — Managing Individual Affairs,Education, Social Development and HealthyNorthern Communities — intended to providea continuum of essential services throughout anindividual’s life. It supports the Government ofCanada’s commitment to providing a range andlevel of essential services to First Nations peopleliving on reserves reasonably comparable to thoseenjoyed by other Canadians. It also supportsFirst Nations and Inuit control, and eventualjurisdiction, over the policies, programs andservices that most directly affect individual andfamily well-being.

During 2005–06, significant accomplishmentsincluded:

• Reduced waiting time for First Nations individ-uals who have applied for registration.

• Completion of a national strategy to imple-ment a secure Certificate of Indian Status card,and issuance of 112,751 certificates.

• Funding for 15 First Nations to develop and/orimplement membership codes.

• Interconnections and collaboration betweenFirst Nation educators, federal/provincial/territorial governments and other stakeholderswere developed and/or strengthened which iskey to developing education policy and manage-ment frameworks necessary for the establish-ment of clear directions, clear outcomes, abasis for decision-making and consistent meansof managing education program delivery andmeasuring progress and results.

• Development of a Social Development PolicyFramework, in partnership with the Assembly ofFirst Nations (AFN) and other First Nations part-ners, that moves towards a more comprehensive,

preventative, result-oriented, and systemicapproach in order to streamline the existingsystem through enhanced federal/provincial/territorial/First Nations coordination and efforts.

• Continued development of coordinated servicedelivery options with respect to early child-hood development, in partnership with HealthCanada, Human Resources and SocialDevelopment Canada, the Public Health Agencyof Canada, and First Nations and Inuit partners.

Ongoing improvement of individual affairs, edu-cation and social development is a continuingpriority.

Also in 2005–06, the department, through themulti-agency Northern Contaminants Program,funded several projects to assess the impacts of con-taminants on the use of traditional food and tocommunicate risks to Northerners. The depart-ment conducted food price surveys in about40 communities that use the Food Mail Programand in southern supply centres. Pilot projects inKangiqsujuaq (Quebec), Fort Severn (Ontario)and Kugaaruk (Nunavut) continued during theyear and will provide a basis for future decisionsabout the Food Mail Program.

In addition, a National Implementation Plan,consisting primarily of projects funded underthe Northern Contaminants Program, wasaccepted as Canada’s contribution to the ArcticCouncil’s Arctic Monitoring and AssessmentProgram. The department, through the Aboriginaland Northern Community Action Program onClimate Change, funded a total of 108 projectsacross Canada.

Funding was announced in 2005–06 for Canada’sparticipation in the upcoming International PolarYear. A plan has been developed for the scienceand research program, communications and out-reach, and for training and capacity building.

3. Strategic Outcome — The Land

Transferred land title, and sustainable use of landsand management of resources by First Nations, Inuitand Northerners.

Historically, the federal government had author-ity over First Nations reserve lands, resourcesand environment, and the moneys (IndianMoneys) derived therefrom. In recognition of


First Nations’ aspirations for greater control overtheir own lives, in 2004–05, this StrategicOutcome articulated a vision for “south of 60” —“to achieve First Nations governance over theirlands, resources and environment.”

To achieve that vision, immediate, intermediateand end outcomes or goals were identified.Significant progress towards immediate outcomeshas been achieved. In 2005–06, some noteworthyaccomplishments against immediate outcomesincluded:

• Laying the foundation for a more timelyAdditions to Reserve (ATR) process by invest-ing in improved planning, tracking and toolsthat enable First Nations to have greater accessto lands and resources in the future;

• Strengthening land management skills throughpiloting the Reserve Lands and EnvironmentManagement Program (RLEMP) and estab-lishing of the Professional & InstitutionalDevelopment (P&ID) program; and

• Strengthening the legislative and regulatoryframework for commercial and industrial devel-opment on reserves through enactment of theFirst Nations Commercial and Industrial DevelopmentAct (FNCIDA) on April 1, 2006.

In light of the progress towards achieving imme-diate outcomes, the department was able to beginshifting its focus towards intermediate outcomesin 2005–06. Significant accomplishments againstintermediate outcomes included:

• Creating better conditions to attract invest-ments, through the development of the FirstNations Commercial and Industrial DevelopmentAct (FNCIDA), which came into effect onApril 1, 2006;

• Promoting responsible stewardship of reservelands by remediating contaminated sites onreserve; and

• Generating more opportunities for First Nationsdecision-making and control through the com-ing into effect of the First Nations Oil and Gas andMoneys Management Act (FNOGMMA), thedevelopment of the Specific Purpose ExpenditureTrust (SPET) policy, and the increased interestand participation in First Nations land manage-ment under the First Nations Land ManagementAct (FNLMA).

These accomplishments set the stage for movingforward. Strengthening the ATR process was apriority identified by the Office of the AuditorGeneral, and in response the department hasdeveloped better planning, tracking and supportto First Nations that will pay off in terms ofshorter time frames for finalizing ATRs.

There was also significant progress in 2005–06towards the remediation of contaminated sites onreserve. Targets for reducing liabilities in Class 1and Class 2 contaminated sites were surpassedalmost two-fold. However, the remediation ofcontaminated sites on reserve lands is an ever-increasing task as more potential sites are identi-fied and assessed each year. It is expected,therefore, that it will be a challenge to meetremediation targets in the future.

The response from First Nations to the First NationsLand Management Act (FNLMA), and in particu-lar the large number of First Nations who areinterested in participating, is encouraging. Thedepartment remains committed to supporting a“rolling 30” First Nations in the process andlooks forward to seeing the results of those FirstNations now operational under the Act. In addi-tion, INAC is committed to supporting the entryof First Nations from Quebec into the FNLMAinitiative.

Another sectoral governance initiative, the FirstNations Oil and Gas and Moneys Management Act(FNOGMMA), also holds considerable promise.INAC will continue to work with the three pilotFirst Nations — Blood, Siksika (Alberta) andWhite Bear (Saskatchewan) — to help them real-ize the benefits from this legislation.

The department, as steward of northern lands,waters and natural resources, also continued itsclean-up of contaminated sites in the North.The Giant Mine (Northwest Territories) projectdescription has been finalized and implementationis pending regulatory review. The water licenceand land use permit has been completed for theColomac Mine (Northwest Territories). Theremediation of Resolution Island (Nunavut) hasbeen completed and a long-term monitoringprogram was initiated in 2005–06.

The department has developed reports on bestpractices for institutions of public government,


training needs assessments for land managementboards and orientation material for boards, allaimed at improving the regulatory system inthe North.

The Mackenzie Gas Project has the potential tomake an important contribution in achievingsustained economic activity, strong and healthyAboriginal and northern communities, and self-sufficiency for the North. Since the beginningof the National Energy Board hearings inJanuary 2006 and the Joint Review Panelhearings in February 2006, the 11 signatories tothe Agreement for the Coordination of theEnvironmental Assessment and RegulatoryReview of the Mackenzie Gas Project havefocussed on developing interventions that willprovide valuable assessments of impacts of theproject. INAC has and will continue to activelyparticipate in the hearings to ensure that Canadian,Aboriginal and Northerners’ interests are met.

Research projects are underway that will pro-vide new and updated scientific information con-tributing to the assessment and regulatory reviewof northern energy development.

In response to concerns raised by Aboriginalsand Northerners relating to potential socio-economic impacts with a project of this magni-tude, the federal government has announced a$500 million Mackenzie Gas Project Impact Fundto alleviate these pressures.

The Crown Consultation Unit continues tocoordinate and facilitate consultations under-taken by federal departments with Aboriginalgroups in the North and in northern Alberta toincrease understanding of the project.

4. Strategic Outcome — The Economy

Increased participation by Aboriginal people andNortherners in the economy.

The department’s focus was on the establish-ment of a sound foundation that will allowAboriginal communities, organizations and indi-viduals to become more active in the Canadianeconomy by engaging the private sector throughits provision of goods and services, a skilledworkforce, and the potential development ofland and resources.

The Aboriginal Workforce Participation Initiativeand the Procurement Strategy for AboriginalBusiness have allowed the department to centreits efforts on the “demand” side — where thejobs are in the corporate sector. Successes openedopportunities to Aboriginal businesses and indi-viduals as they fulfilled the needs of public andprivate organizations, which need competitivesources of products and services, as well as accessto a versatile workforce. For example, last yearAboriginal businesses were successful in beingawarded 5,980 contracts with the federal gov-ernment that generated a quarter of a billiondollars in sales.

The Community Economic Development com-ponent of the Economic Development programcontinued the department’s efforts building afoundation in First Nation and Inuit commu-nities by enhancing the capacity within thesecommunities. This enabled them to pursue spe-cific economic development activities that haveresulted in the creation of thousands of employ-ment opportunities for community members.As well, it resulted in the expansion and establish-ment of over one hundred Aboriginal communitybusinesses. Finally, the department’s programsupported the establishment of more than fiftyresource development opportunities being capi-talized on by First Nation and Inuit communities.Each of these agreements is expected to equate toemployment for community people, businessdevelopment and a direct stream of revenue forthe community.

Efforts and support within the CommunityInfrastructure program area have been significantin the establishment of healthy, safe and sustain-able First Nation communities. The department’ssupport enabled First Nation communities tocontinue their efforts to protect and maintainthe life cycle of existing assets, thus mitigating pos-sible health and safety risks. Communities wereactive in addressing issues that have created highrisk potable water and sewage issues in commu-nities. Work continued to ensure assets such ashousing units, educational facilities, fire protec-tion systems, and other public buildings meetapplicable codes and standards.

Once again, with additional work in the area ofsolid waste management systems, electrification,


and roads, First Nations have curtailed possiblehealth and safety issues, thus creating a morecomparable standard of living for Aboriginalpeople.

The culmination of the aforementioned effortsand results have contributed to moving closerto the ultimate goal of building the economicand community foundations necessary to close thesocio-economic gap between Aboriginal and non-Aboriginal people and that will foster safe, stableand healthy First Nations and Inuit communitieswith a greater participation in the Canadian andglobal economies.

In the territories, over $13 million was invested inpriority areas such as geoscience, tourism andsupport for small and medium-sized enterprisesthrough the Targeted Investment Program and theInnovation and Knowledge Fund. Plans to guideinvestment decisions were completed and approvedin all territories. The delivery of the InfrastructureCanada Program was completed during the year,while the new Municipal Rural InfrastructureFund was started in all three territories. Over70 projects were funded across the North over the2005–06 period.

5. Strategic Outcome — The Office of theFederal Interlocutor

Strengthened relationships with Métis, Non-StatusIndians and urban Aboriginal Canadians to raiseawareness of their needs, improve access to federal serv-ices, and improve horizontal linkages among federalorganizations and other partners.

One of the fastest growing segments of theCanadian population is Aboriginal people. This isparticularly true in Western and Northern Canada.The future social well-being and economic pros-perity of Canada will be limited if significantprogress is not made in narrowing the socio-economic gap between Aboriginal people andother Canadians. OFI’s efforts over the past yearhave seen a breakthrough in the developmentof a new kind of relationship formed by federaldepartments, provincial governments andAboriginal organizations. Jurisdictional issuesare increasingly being put aside and a sharedsense of responsibility is evident as the partiesworked collaboratively in the development ofjoint plans focused on hard results in the areas of

education, health, housing and infrastructure,and economic development. This was evidentin the efforts and results attained in OFI’s elevenTripartite processes, the twelve pilot project com-munities in the Urban Aboriginal Strategy and themany results accomplished in joint initiativesrelated to implementation of the Powley decision.


Strategic Outcome — Increased CanadianPolar Knowledge

Communicating polar science to Canadians.

Strengthening Canada’s presence in international circum-polar organizations.

Promotion and advocacy with respect to polar knowledgein Canada.

Demand for the Commission’s publications,including two semi-annual publications (Meridianand the Newsletter of the Canadian Antarctic ResearchNetwork) and special reports, increased by approx-imately five percent. Media coverage of globalpolar science, especially of issues related to climatechange and International Polar Year (IPY) in2007–08 increased, and the Commission han-dled more media requests for information (inter-views, permission to quote material, etc.). Thenumber of subscribers to the Canadian PolarInformation Network’s Polar Science Forumincreased by 13 percent over last year, to 1,300.

During the past year, the Commission reviewedthe Indicators Project and decided to end theproject, given the need for much more detailedinformation for the project to achieve its objectiveof tracking the state of Canadian polar knowledge.

The Commission provided advice to interde-partmental committees; managed the financialcontributions of 10 federal departments andagencies from the Associate Deputy Ministers’Committee on Northern Science and Technologyin support of the Canadian IPY Committee andSecretariat, and collaborated with the NorthernScience and Technology Working Group, whichco-ordinates northern science and technologyprograms and activities among federal governmentdepartments. It also continued its series of pub-lic consultation sessions on IPY.


The Commission continued to represent Canadaat international meetings and on internationalorganizations, and to lead international projects.


Strategic Outcome — Fair and ImpartialHearings of Specific Claims

Inquire into specific land claims, at the request of aFirst Nation, when a claim has been rejected by theMinister of Indian Affairs and Northern Developmentor when a First Nation disagrees with the compensationcriteria to be used by the government in negotiating thesettlement of its claim; and provide mediation services forclaims in negotiations.

Since its inception in 1991, the Indian SpecificClaims Commission (ISCC) has gained credibil-ity as an independent, neutral body that con-ducts public inquiries into specific claims disputesbetween First Nations and the Government ofCanada. As well as conducting formal inquiries,the Commission, at the request of the governmentand a First Nation, provides or arranges mediationand facilitation services to help them reach anagreement with respect to any matter related to a

claim. To be effective, the ISCC, in all of itsdealings, must be perceived as independent, neu-tral and objective by both the First Nations andthe government.

The Commission typically completes its workon a claim, including issuing its final report, twoto five years after receipt of the initial request foran inquiry. The complexity of a claim influencesthe duration of an inquiry. In 2005–06, the ISCCconducted 37 ongoing inquiries, of which itcompleted three (with reports to be issued in2006–07); it released reports on five inquiriescompleted in previous reporting periods.

The Commission also worked on 26 mediationefforts, and issued reports on five mediationscompleted in the previous year.

Legislation to set up a new Claims ResolutionCentre received Royal Assent in November 2003,but has not been proclaimed. During 2006–07,INAC will work to clarify the future role andfunding of the Commission to ensure continuityof work on inquiries, and impartial and support-ive mediation/facilitation services.


Indian and Northern Affairs

II.1 Strategic Outcome

THE GOVERNMENT

Good governance and effective institutions for FirstNations, Inuit and Northerners, built on cooperativerelationships

What Is This Strategic Outcome About?

Helping to establish an environment that empow-ers First Nations and northern governmentsand Inuit communities, strengthens institutions,and supports cooperative intergovernmental andTreaty relationships.

Indian and Inuit Affairs

This Strategic Outcome is directed at helpingFirst Nations governments and Inuit commu-nities to develop effective governance and insti-tutions. First Nations and Inuit are increasinglyresponsible for their own affairs: devolutionhas transferred administrative authority for thedelivery of most programs and services, whileself-government agreements are expanding law-making and political powers, and establishingnew fiscal as well as political relationships.

The department is assisting First Nations andInuit communities to strengthen their capacity ingovernance and financial management through acombination of legislative initiatives, adminis-trative mechanisms and capacity development, aswell as through programs and policies.

Effective governance supports First Nations andInuit efforts to develop clear accountabilities tocitizens and is also key to socio-economic devel-opment. Together, good governance and effectiveinstitutions will help First Nations and Inuitcommunities to benefit from economic activities;furthermore, all Canadians will benefit fromhealthier, more self-reliant First Nations andInuit communities.

Institutions support First Nations and Inuit inmanaging resources; in providing programs andservices; and in formulating, implementing andenforcing policies and regulations. The depart-ment supports institutions through funding,research and participation.

In the area of intergovernmental and Treatyrelationships, federal, provincial and territorialgovernments are building foundations for co-operative relationships with First Nations andInuit by negotiating and implementing landclaims and self-government agreements, byexploring Treaties and by putting in place a meansto identify priorities together. Negotiations ful-fil constitutional obligations, address historicallawful obligations, promote mutual respect, buildpartnerships, help define common agendas, andreduce conflict and litigation. Agreements give FirstNations and Inuit certainty over rights to landsand resources, compensation for past wrongs,and clarity for the exercise of self-government.

Northern Affairs

In the North, the changing roles of the federal andterritorial governments and Aboriginal gover-nance structures create a complex operating envi-ronment. Getting the mix right is a necessarycomponent for progress toward this StrategicOutcome. Progress on the Aboriginal agendaand in building northern institutions has con-tributed to revitalization in northern Aboriginalcommunities and to strengthened partnerships.Further attention to supporting Northerners’capacity is essential. Northern governance also hasan important international dimension in address-ing transboundary issues.

Section II ■ Analysis of Performance by Strategic Outcome 23

SSeeccttiioonn IIII ■ Analysis of Performance by Strategic Outcome

2005–06Financial Resources Planned Total Actual($ millions) Spending Authorities SpendingGovernance 59.5 76.6 75.9Institutions 477.0 496.0 482.7Co-operative Relationships 222.7 224.8 179.2Northern Governance 13.8 18.1 8.7

Human Resources 2005–06(Full-time Equivalents) Planned Actual DifferenceGovernance 47 55.4 8.4Institutions 297 221.6 75.4Co-operative Relationships 528 423.4 104.6Northern Governance 58 37.1 20.9

Note: As per Treasury Board Guidelines, the full-time equivalents shown hererepresent an estimate of resources devoted wholly to this StrategicOutcome plus a pro-rata share of Departmental Management andAdministration (dollars and full-time equivalents) based on the department’sactual spending. In some cases, this number may appear high due to thenature of the department’s business, that is, managing financial relation-ships with service delivery largely devolved to partners.

II.1.1 Program Activity

Governance

What Is This Program Activity?

Fostering stronger governance through supporting legisla-tive initiatives, programs and policies, and adminis-trative mechanisms that foster stable, legitimate andeffective First Nations governments and Inuit commu-nities that are culturally relevant and accountable totheir citizens.

Highlights of results for this Program Activity arelisted below (see http://www.ainc-inac.gc.ca/pr/est/dpr05-06/gov_e.html for more details):

• INAC continued to work with First Nationsand Inuit communities to improve governmentstructures and practices. Over 150 governance-related initiatives were funded for such areas asby-laws, leadership, and code development inareas including leadership selection, member-ship, finance and accountability. In addition,approximately 75 First Nations Councils andfive enforcement agencies received by-lawtraining this year.

• The First Nations Electoral Officers Association(a professional association of officers who con-duct elections in First Nations communities)was instituted.

• Four new self-government agreements becameeffective in 2005–06. They include agreementsfor the following First Nations: the Carcross/Tagish First Nation (Yukon) signed inOctober 2005 and effective in January 2006;

the Kwanlin Dün First Nation (Yukon) inApril 2005; the Tlicho First Nation (NorthwestTerritories) in August 2005; and the LabradorInuit Association (representing the LabradorInuit) in December 2005.

• INAC continued to work on development offunding agreements that are responsive to theneeds of First Nations and Inuit. As such,an evaluation of the Alternative FundingArrangement (AFA) and Flexible TransferPayment (FTP) funding was conducted andapproved in December 2005, complete withrecommendations and an action plan. A newmulti-year funding agreement was developedfor use by Aboriginal organizations.


Institutions


Assists First Nations to meet the costs of local and self-government and the administration of departmentallyfunded services. This support is intended to provide a sta-ble funding base for institutions that are well populatedby First Nations and Inuit, to facilitate effective commu-nity governance and the efficient delivery of services.


• The First Nations Fiscal and Statistical ManagementAct (FNFSMA), which came into force inApril 2006, established four new institutions: theFirst Nations Tax Commission, First NationsFinancial Management Board, First NationsStatistical Institute and First Nations FinanceAuthority. They are designed to improve theinvestment climate and promote economicgrowth in First Nations communities, strengthenthe First Nations real property tax system, pro-vide access to capital markets that is compara-ble to that available to other governments, andimprove the reliability and management ofFirst Nations financial and statistical information.

• The National Centre for First Nations Governancewas formally launched to support First Nationsin the implementation of self-government andto assist in the development of day to day effec-tive governance.


http://www.ainc-inac.gc.ca/pr/est/dpr05-06/gov_e.html


• The Tlicho agreement established a tripartiteimplementation committee, a bilateral financecommittee, a renewable resources board, and aland and water board.

• The Inuit Relations Secretariat was establishedon April 1, 2005.




Building co-operative and productive intergovernmen-tal and Treaty relationships with First Nations andInuit to optimize the pursuit and attainment of sharedobjectives; the reconciliation of Aboriginal and otherinterests through researching, assessing, negotiating andimplementing claims and self-government agreements; thefurthering of common understanding regarding historicTreaty relationships; and developing legislative andadministrative arrangements that reflect evolving gover-nance capacities and relations.


• The Treaty Relations Commission office inManitoba was established to function as an inde-pendent and neutral office. The Commission’smandate includes engaging in public educa-tion activities to improve understanding of thetreaty relationship and treaty-related issues,providing facilitation for discussing treaty issuesand conducting independent research.

• Eighteen specific claims were resolved, therebyreducing outstanding lawful obligations.

• One special claim was resolved through nego-tiations and there is ongoing progress in nego-tiations in others.

• On October 22, 2005, Final and Self-governmentAgreements were signed with the Carcross/Tagish First Nation (Yukon); the agreementscame into effect on January 9, 2006.

• On November 15, 2005, the Nunavik InuitLand Claims Agreement was initialled and theparties commenced their respective ratifica-tion processes.

• Agreements-in-Principle (AIPs) were reachedwith the Anishinabek Nation (Ontario), whoseGovernance AIP was completed in spring 2005,

and with the Yale First Nation and the YekoocheFirst Nation (British Columbia).

• Framework Agreements were reached as fol-lows: a Governance Framework Agreementwas signed with the Akwesasne Nation inJune 2005; a Self-government FrameworkAgreement was signed with the Miawpukek(Conne River) First Nation (Newfoundlandand Labrador) in April 2005; a FrameworkAgreement was signed with the MusqueamFirst Nation (British Columbia) allowing thatTable to move to the AIP negotiation stage.

• The department continued to work with itsAboriginal and provincial/territorial partnersin implementing over 20 land claims and/orself-government agreements in place nation-wide. This involved monitoring 30 implemen-tation plans and 19 financial transfer agreements,as well as participating in 12 implementationcommittees.

• Justice Thomas Berger, appointed as concilia-tor for Nunavut Land Claim AgreementImplementation Contract negotiations inMay 2005, presented his Final Report, NunavutLand Claims Agreement Implementation PlanningContract Negotiations for the Second Planning Periodin March 2006.

• The official constitution of the O-Pipon-Na-Piwin Cree Nation was recognized inNovember 2005, making it Manitoba’s63rd First Nation. The acknowledgment of O-Pipon-Na-Piwin Cree Nation as an individ-ual First Nation comes after a lengthy processof negotiations and settles a long-standinggrievance.


Northern Governance


Supports strengthening northern governments throughdevolution of province-like responsibilities, effectiveintergovernmental mechanisms and management ofstrategic issues, as well as strengthened intergovern-mental co-operation internationally on circumpolar issues.





• Consultations on the northern strategy, ledjointly by the federal and territorial govern-ments, were undertaken in the spring of 2005.In addition, Northern Strategy trust funds($40 million per territory) were establishedthrough the 2005 Budget.

• Although an AIP was not conducted, workcontinued towards advancing the devolutionfiles. In the Northwest Territories, a number ofissues, including resource revenue sharingassociated with the fiscal imbalance issue,remained unresolved during 2005–06. As aresult, negociations toward a final agreementwould commence upon completion of an AIP.Discussions took place to guide future devolu-tion in Nunavut.

• INAC’s support enabled territorial andAboriginal representatives and organizationsto participate in circumpolar fora, includingthe Arctic Council and its working groups.

Areas for Improvement and LessonsLearned

Governance

Funding instruments: A review of funding author-ities available to the department revealed thatthere is a need for a multi-year ComprehensiveFunding Agreement for use with recipients otherthan First Nations and Tribal Councils.

Intervention policy: The intervention policyreview is focusing on exit strategies and the needto address capacity issues. New approaches havebeen developed to enhance First Nations par-ticipation in intervention processes. A revisedpolicy will be implemented.

There is an opportunity to significantly reducereporting requirements and improve the effective-ness of First Nations government through thedevelopment of a new grant-based program insupport of comprehensive community plans,subject to robust eligibility criteria. This assess-ment mechanism is an essential risk manage-ment tool and would thus limit the use of thisprogram to top-tier recipients.

Institutions

First Nations led the initiative to establish fournew institutions under the FNFSMA. The FirstNations Tax Commission, First Nations Financial

Management Board, First Nations StatisticalInstitute and First Nations Finance Authoritywill support sustainable and accountable FirstNations through property taxation, financialmanagement, access to private capital and sta-tistical information. With the launch of the NationalCentre for First Nations Governance, a valuableresource centre and centre of expertise in FirstNations governance issues has been established.

The establishment and full operation of newinstitutions poses significant challenges to thegovernment and First Nations. The parties willcontinue to work closely to ensure that theseinstitutions gain the capacity and establish the nec-essary structures to become fully operational andmeet the needs of First Nation communitiesand organizations.


Addressing Aboriginal and Treaty rights is funda-mental to co-operative relationships withAboriginal people. An increased understanding ofhistoric Treaties provides the basis for a strength-ened and forward-looking partnership with FirstNations, while resolution of specific claims helpsto establish a foundation of respect for Treatyrights and other historical lawful obligations. Bynegotiating and concluding comprehensive landclaims and self-government agreements,Aboriginal groups and federal and provincial/territorial governments can define their relation-ships instead of leaving matters to the courts todecide. The successful implementation of theseagreements helps ensure co-operative relationshipsamong all parties.

In the realm of implementation of comprehensiveland claims and self-government agreements,the department has come to recognize the impor-tance of providing a sharper focus on longerterm shared objectives and measurement of thesemutually-desired results. To this end, the depart-ment, in collaboration with its comprehensiveland claim partners, is developing best practices inmeasuring and reporting on progress in achievinglong term shared objectives. For example, a num-ber of initiatives were launched to promote andestablish results-based management approacheswithin existing implementation processes, includ-ing the delivery of results-based managementworkshops and the establishment of specific pilot


projects with signatories to comprehensive landclaim agreements.

Northern Governance

In an era of expanding resource development,increased interest in the North and the evolvingrelationships between federal, northern andAboriginal governance structures, work mustcontinue to ensure that appropriate mechanismsare in place to facilitate ongoing dialogue andco-operation between the federal and northerngovernments, including Aboriginal governmentsin the territories. These lessons learned will helpguide the political and economic development ofthe North.


THE PEOPLE

Strengthened individual and family well-being for FirstNations, Inuit and Northerners

What is This Strategic Outcome About?

Integrated interdepartmental policy develop-ment, program design and service delivery under-taken in partnership with First Nations, Inuitand other partners. Jointly developed managementand accountability frameworks that include jointlyagreed-upon performance indicators to supportand measure effectiveness and outcomes.


First Nations and Inuit are among the mostdisadvantaged groups in Canada. Researchindicates that higher levels of education andeconomic development are most likely to producelasting improvements in quality of life. Socialand health services are also needed to supportfamilies and children who are ready to learn.Similarly, safe, stable and healthy individuals,families and communities are needed to take fulladvantage of economic development and employ-ment opportunities.

This Strategic Outcome supports the nationalobjective of ensuring First Nations and Inuithave access to a range and level of services that arereasonably comparable to those enjoyed by other

Canadians. It also recognizes the central impor-tance of First Nations and Inuit control overpolicies, programs andservices that directlyaffect their qualityof life.

Activities within thisStrategic Outcomeaddress a continuumof essential servicesneeded throughoutan individual’s life.Services intended tosupport the well-beingof the individual —and the family and thecommunity throughthe individual — arerepresented in threeseparate, yet intercon-nected circles. Themanagement of indi-vidual affairs, fromregistration of birthsto estate planning andthe fulfilment of statutory and Treaty obliga-tions, are foundational services and form theouter circle. Social services, which ensure individ-uals have the necessities of life, constitute themiddle circle. Education services, which pro-mote empowerment of the individual, form theinner circle.

Northern Affairs

One challenge facing federal, provincial and ter-ritorial governments is to find the most effectivemeans of ensuring that people living in isolatedcommunities in northern Canada have the phys-ical and economic means to obtain sufficientsafe and nutritious food at all times. Food securityis influenced by a number of factors, including theprice of imported foods and the safe consumptionof traditional foods. On a broader scale, scientistsare learning more about climate change and itsimpact on the Arctic. Adaptive strategies must bedeveloped, evaluated and then adopted in north-ern communities.


INAC continues to work withprovinces, territories andAboriginal leadership in multi-lateral fora to improve thelives and protect the rights ofwomen, children and families.A focus has been to providestrategic direction related to On-Reserve Matrimonial RealProperty (including tworesponses to CabinetStanding Committee) andongoing gender-based analy-sis.The result is strengthenedrelationships with partners,greater information sharing,processes that facilitate on-going collaboration, leader-ship in providing a supportiveand inclusive work environ-ment and the evolution ofstrategic direction concerningkey issues for Aboriginalwomen, children and families.

2005–06Financial Resources Planned Total Actual($ millions) Spending Authorities SpendingManaging Individual Affairs 16.4 18.7 20.0Education 1,573.5 1,625.3 1,619.2Social Development 1,302.1 1,359.8 1,352.5Healthy Northern 84.7 87.0 97.3Communities

Human Resources 2005–06(Full-time Equivalents) Planned Actual DifferenceManaging Individual Affairs 93 122 29Education 896 881.8 14.2Social Development 626 603 23Healthy Northern Communities 55 57.6 2.6



Managing Individual Affairs


Professionally managing individual First Nations affairsto ensure that the Minister’s responsibilities under theIndian Act for Trust Funds, Membership and Estatesare properly exercised.

Highlights of results for this Program Activity arelisted below (see http://www.ainc-inac.gc.ca/pr/est/dpr05-06/peo_e.html for more details):

• A strategy was completed to create new compli-ance, monitoring and integrity measures toachieve a complete, accurate and current IndianRegister and Section 11 Band lists.

• Nationally, 3,494 applications for registration asStatus Indians were processed, 3,470 new appli-cations were received and 4,022 decisions wererendered on applications. As of March 31, 2005,the Status Indian population totalled 751,747.

• In November 2005, the new Office of theIndian Registrar was created to increase produc-tivity and quality of service to First Nationsclients.

• The team-based approach to processingregistration applications, implemented inFebruary 2006, achieved a noticeable reductionin the backlog of registration files and thisresult is being sustained.

• A national horizontal strategy to implement asecure Certificate of Indian Status card wascompleted and 112,751 certificates were issued;

13,602 new Certificates of Indian Status wereissued in Alberta and the National CapitalRegion pilot areas.

• INAC administered 11,479 trust accounts forindividuals, with a value of approximately$45 million.

• Approximately 336 Treaty payment eventswere held.

• Approximately 1,774 estate files were openedand 3,155 were closed.


Education


Supporting the provision of: Elementary/SecondaryEducation services, contributing to increased levelsof education for First Nations and Inuit students; fund-ing for Special Education programming, improving thequality of education andlevel of support servicesfor eligible students withspecial needs so that theyare reasonably comparablewith provincial levelsof support services; andfinancial support forStatus Indians to partici-pate in Post-SecondaryEducation studies toincrease levels of participa-tion, achievement andemployability.

Highlights of resultsf o r t h i s P r o g r a mActivity are listedbelow (see http://www.ainc-inac.gc.ca/pr/est/dpr05-06/peo_e.html for more details):

• Work started on a review of existing educationpolicies and programs to address the wide rangeof accountability issues, including more consis-tent and reliable financial information on edu-cation programs and outcomes.

• Solid progress has been made, in collabora-tion with First Nation stakeholders to clearlyarticulate respective roles and responsibilities,policy objectives and expected outcomes lead-ing to shared accountability. A draft educationpolicy framework was developed through joint


On July 5th, 2006, INAC signed aTripartite Agreement on EducationJurisdiction with Xweme’lch’stnEstimxwawtxw School SquamishNation Community, which clearsthe way for First Nations in BritishColumbia to assume control overeducation.This agreement now inplace in British Columbia and theMi’kmaq Education Authority inNova Scotia can serve as modelsfor other provinces. Multi-partiteagreements in all regions are anecessary bridge to establishing astrong, culturally-relevant, FirstNations school system recognizedby all governments in Canada andaround the world.

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First Nation/INAC regional dialogue sessionsacross the country.

• The department produced a first draft of amodernized education policy framework inclose collaboration with the AFN and its affil-iates which will lead to a common understand-ing of goals, strategies, outcomes, and rolesand responsibilities.

• Solid progress has also been made in the keycomponent of the education managementframework, the performance measurementstrategy with the following data managementissues being addressed:— The collection of Nominal Roll data has

been harmonized among regional officesand headquarters, an important step inimproving data collection through stan-dardization of definitions and reduction inthe reporting burden.

— The Teacher Information database has beendeveloped and baseline data concerning theretention rates and salary gaps betweenteachers in reserve schools and provincialteachers were established, substantiatingmanagement and funding decisions.

— In November 2005, the National EducationDashboard was implemented nationally,providing INAC with electronic access toinformation related to departmental edu-cation programs.

— The redesign of reports for the SpecialEducation Program resulted in simplificationof the reports, alignment of data collectionswith performance indicators and a reductionin the reporting burden.


Social Development


Supports the provision of: Income Assistance to meet basicneeds for food, clothing and shelter to ensure the safety andwell-being of individuals and families consistent withprovincial programs and standards; First Nations Childand Family Services to improve their well-being andsecurity; Assisted Living for social support services of anon-medical nature such as in-home care, short-termrespite care, foster care and institutional care to improvetheir well-being and security; Family Violence Program

to improve safety and security, particularly of women andchildren at risk; National Child Benefit Re-investmentto support low-incomefamilies with children tohelp prevent or reduce thedepth of child poverty; andOther Social Services tobuild capacity for FirstNations to assume respon-sibility for and jurisdictionover social developmentthrough policy develop-ment, program design andservice delivery, to buildself-reliant, sustainable,healthy and stable FirstNations communities.

Highlights of resultsf o r t h i s P r o g r a mActivity are listed below (see http://www.ainc-inac.gc.ca/pr/est/dpr05-06/peo_e.html for moredetails):

• As a result of a partnership approach withHealth Canada, Human Resources and SocialDevelopment Canada,t h e P u b l i c H e a l t hAgency of Canada, andFirst Nations and Inuitpartners, INAC devel-oped coordinated serv-ice delivery options withrespect to early child-hood development.

• In partnership withthe federal/provincial/territorial/First Nationspartners, INAC devel-oped a draft SocialDevelopment PolicyFramework whose goalis to move programs toa more comprehensive,preventative, account-a b l e a n d s y s t e m i capproach in order tostreamline the existing social development pro-gramming with a focus on measurable results.

• Following publication of five national manualson Income Assistance, First Nations Child and


In June 2001, the federal gov-ernment (INAC, HealthCanada, Public Safety andEmergency PreparednessCanada, then SolicitorGeneral) announced theLabrador Innu ComprehensiveHealing Strategy (LICHS).Thisstrategy was designed as along term solution to addressthe substance abuse crisis inthe two Innu communities ofNatuashish and Sheshatshiu,and develop new ways oflooking at health services,social programs, governance,education and policing.

INAC contributed fundingfor basic programs andservices to the LabradorInnu during 2004–05.Thishas allowed the communi-ties to make progress inaddressing the complexissues facing them. Bothcommunities are buildingtheir capacity in the areasof governance and financialmanagement.As a result ofimprovements in financialmanagement, control,reporting and delivery ofprograms and services, bothcommunities have movedfrom third-party manage-ment, and are full partnersin the financial managementof their futures.

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Family Services, Family Violence Prevention,Assisted Living and the National Child Benefit,regional manuals are being developed to ensureprogram consistency.

• A flexible funding arrangement with a numberFirst Nations Child and Family Services agen-cies has allowed resources intended for in-careplacements to be re-allocated towards preven-tion services.

• INAC and Health Canada jointly funded aresearch and costing project to examinepolicy options for long-term care. The proj-ect is being monitored by a federal/FirstNations/Inuit advisory group.




Supports improvements in the health and well-being ofNortherners through grants for hospital and physicianservices for Indian and Inuit residents in the NorthwestTerritories and Nunavut, the transportation of nutritiousperishable foods and other essential items to isolatednorthern communities (provincial and territorial) atreduced rates, the conduct of research into the sources andeffects of contaminants on the Arctic food chain, and ini-tiatives to assist Northerners to deal with broad issues suchas the impacts of climate change.

Highlights of results for this Program Activity arelisted below (see http://www.ainc-inac.gc.ca/pr/est/dpr05-06/peo_e.html for more details):

• Shipments of perishable food under the FoodMail Program increased by 10 percent in 2005–06,with no increase in the rates charged.Consideration is being given to the futurestructure of this program.

• Work will continue on developing a revisedNorthern Food Basket. In the meantime, thedepartment continues to publish price surveyresults on its web site using the originalNorthern Food Basket.

• In 2005–06 the Northern ContaminantsProgram funded a number of projects to assesslevels and trends of contaminants in importanttraditional/country foods, assess the impact ofcontaminants on the use of traditional countryfoods and to communicate risks to Northerners.

Results of these projects will be published infall 2006 and presented at a Results Workshopin December 2006.

• Regarding contaminants in the food chain,Management Committee approved a PriorityAction Plan in the form of Education andCommunications Blueprints developed by theTerritorial Contaminants Committees. TheBlueprints will be reviewed and updated annually.

• A National Implementation Plan, consistingprimarily of projects funded under the NorthernContaminants Program, was accepted asCanada’s contribution to the Arctic Council’sArctic Monitoring and Assessment Program.The Northern Contaminants Program alsocontributes to Canada’s obligations under threeinternational agreements that take action oncontaminants directly impacting Canada’sNorth. These include the Protocols on PersistentOrganic Pollutants (POPs) and Heavy Metalsunder the United Nations Economic Commissionfor Europe Convention on Long-RangeTransboundary Air Pollution and the StockholmConvention on Persistent Organic Pollutantsunder the United Nations EnvironmentProgramme. Results of Northern ContaminantsProgram research have figured prominently inreports that review the effectiveness and suffi-ciency of these agreements and in the technicalevaluation of new substances.

• The Aboriginal and Northern CommunityAction Plan on Climate Change (ANCAP)(2004–07) supports the active involvement ofNortherners and communities in climatechange mitigation and adaptation initiatives.During the past year, the outreach to commu-nities has been extensive: 108 projects werefunded, and each community in Canada hasaccess to information on mitigation and adap-tation, either indirectly through information ordirectly through ANCAP’s regional pathfind-ing network.

• Funding was announced for Canada’s participa-tion in International Polar Year. A plan is inplace for the science and research program,communications and outreach, training andcapacity building, and other activities to supportInternational Polar Year and its follow-up, from2006–07 to 2011–12.




Managing Individual Affairs

Increased efficiencies in the processing of appli-cations has reduced the waiting time for FirstNations individuals applying for registration.Taking into consideration the ongoing volume ofnew applications, the existing backlog and currentlevels of resourcing, there has been a gradualbut noticeable reduction in the backlog of casesfrom a backlog of 7,939 registration files onApril 1, 2005 to 6,837 files on March 31, 2006.

Training and monitoring needs to be a priority forsuccessful delegation of authorities to regionsand Indian Registration Administrators. Forexample, several representatives from each regionattended a national Indian Registry AdministratorsWorkshop held in Ottawa in February 2006.

In 2005–06, 15 First Nations received funding todevelop/implement membership codes. It is FirstNations who decide to accept the responsibilitiesassociated with control of membership lists underSection 10 of the Indian Act for operation ofIndian Registration Administrators in their com-munities. While the department can provide sup-port through provision of training, informationand funding, the decision to assume these func-tions rests with First Nations. Given the some-times large number of off-reserve members ofFirst Nations, the transfer of membership controlto First Nations can be hampered by the inabilityof First Nations to satisfy the Indian Act require-ment for ratification by an absolute majority oftheir members.

Education

Education is a key indicator of quality of life,and therefore is a priority for closing the gap inquality of life between Aboriginal peoples andother Canadians. The Canada-Aboriginal PeoplesRoundtable process resulted in recommenda-tions related to education, including: strengthen-ing jurisdiction, control and governance; improv-ing access to programs; strengthening relationshipsamong all stakeholders; developing and utilizingculturally appropriate programs and curriculum;building community capacity to deliver pro-grams; and strengthening existing accountabilityand performance.

Accomplishments and tangible results can onlybe accomplished through strong partnershipsbetween First Nation representatives, federal/provincial/territorial governments and other keyparties that can influence educational outcomes.Central to INAC’s work in addressing the AuditorGeneral’s November 2004 Report was the collab-orative efforts and investments required to sup-port the development of a shared First NationEducation strategic vision as well as attainableresults, balanced performance expectations andtargets, credible reporting and clear roles andresponsibilities. Goals for the improvement ofeducational outcomes can only be attained if allthe key players share the same vision and con-tribute to the achievement of commonly pur-sued results. These joint efforts have proven to besuccessful enablers for the 2005–06 accomplish-ments in the different components leading to anew education policy framework and companioneducation management framework, to be com-pleted in 2006–07 and 2007–08.

Social Development

Social well-being is also a key indicator of qual-ity of life. Over the past year it has been evidentthat social programs on reserve have failed toprovide the basic service quality, level, array,scope and delivery standards observed by provin-cial governments. Accordingly, Canada and FirstNations partners have identified recommenda-tions from the Canada-Aboriginal PeoplesRoundtable process, including: strengtheningAboriginal control and governance; improvingaccess to programs; building community capac-ity to deliver programs; and strengthening exist-ing accountability and performance measures,all of which are key elements of the newly devel-oped framework.

Collaborative work with other federal governmentdepartments, other levels of government andFirst Nations is needed to address social issues inFirst Nations communities. Given that approxi-mately 14 federal government departments con-tribute to social development programming onreserves, greater co-ordination and integration atthe federal level must be a priority.



In May 2006, the Auditor General reported thatthe department had not made satisfactory progressin implementing the recommendation made inDecember 2002 to review major entry points toprovide food mail service to isolated communities.One entry point had been reviewed. However, adecision to review additional entry points firstrequires a decision on the long-term structure,focus and funding for the program, based in parton the evidence from the Food Mail Programpilot projects.

It has been a challenge to administer much ofthe department’s climate change work under a sin-gle program, the Aboriginal and NorthernCommunity Action Program (ANCAP), whichowes its support funding to Canada’s ClimateChange Plan. The impacts of climate change,both on the mitigation (energy) side and on theadaptation side, are very extensive and affectnorthern communities in many ways. Much hasbeen learned through ANCAP; however, astronger linkage with the department’s mandateto address issues in communities would greatlyenhance the department’s ability to meet theobjectives of this program and be more efficient.

The Northern Contaminants Program (NCP)Blueprints, which serve as strategic guidelinesfor the development of research and communica-tions projects, are reviewed and updated annuallyby technical review teams and the NCPManagement Committee. Similarly, NCPprocesses, such as the call for proposals and asso-ciated review process, are reviewed and updatedannually. In 2005–06, it was recognized that NCPcould maximize participation at the annual ResultsWorkshop by co-ordinating it with the ArcticNetAnnual Scientific Meeting. ArcticNet and NCPare the two largest environmental research pro-grams in the Arctic, have complementary researchagendas and engage many of the same scientists,Aboriginal partners, policy makers and Northerncommunity members. In December 2006, theNCP Results Workshop and the ArcticNet AnnualScience meetings will dovetail in Victoria, BritishColumbia, with plans for some joint sessions.It is hoped the new format will encourage net-working between participants of the two pro-grams and encourage a more holistic approach toArctic research.


THE LAND

Transferred land title, and sustainable use of lands andmanagement of resources by First Nations, Inuit andNortherners



First Nations and Inuit are closely linked to theland. Yet, with the exception of modern claims andself-government agreements and the First NationsLand Management Act (FNLMA), under currentfederal legislation, the federal government has vir-tually complete authority over First Nationsreserve lands, resources, environment and mon-eys derived therefrom (Indian Moneys). Thevision of the Land Strategic Outcome (SO) isto achieve First Nations governance over theirlands, resources and environment.

To achieve this vision, our focus is threefold.First, the department will pursue initiatives toclarify title to lands and resources to facilitateland transactions and enable First Nations tobenefit to the maximum extent possible fromeconomic opportunities. Efforts towards improv-ing the timeliness of the Additions to Reserve(ATR) process, and towards continued completionand implementation of comprehensive claimsagreements are means to this end.

Second, the department will continue to sup-port sound horizontal federal stewardship inthose areas of responsibility remaining with thefederal government during the transition to FirstNations governance. Support for effective landmanagement through training initiatives and themaintenance of the Indian Lands Registry System(ILRS), continued implementation of theEnvironmental Stewardship Strategy and theremediation of contaminated sites, and support foreffective management of oil and gas resourcesand Band moneys, all contribute to the ability ofthe department to discharge its federal steward-ship responsibilities in relation to First Nationlands, resources and the environment.

Finally, the department will work with inter-ested First Nations to develop the legislativetools, intergovernmental agreements, and


professional and institutional capacities neces-sary to enable them to assume governing author-ity and responsibility over their reserve lands,resources and environment. The growing num-ber of First Nations participating in sectoral gov-ernance initiatives such as the First Nations LandManagement Act (FNLMA), and the new FirstNations Oil and Gas and Moneys Management Act(FNOGMMA), and the implementation of thenew Professional & Institutional Development(P&ID) program will contribute to the achieve-ment over time of greater First Nation decision-making and control over matters relating to theirlands, resources and environment.

Northern Affairs

One of INAC’s key challenges in the North is tosupport economic development of the vast natu-ral resources of the territories while protecting thesensitive northern environment. Environmentalstewardship is all the more important in thecontext of projected levels of exploration anddevelopment activity, and the large number ofcontaminated sites in the North.

2005–06Financial Resources Planned Total Actual($ millions) Spending Authorities SpendingCertainty of Title and 106.1 99.0 27.1Access to Land and Resources

Responsible Federal 21.3 23.6 22.9Stewardship

First Nations Governance 67.2 90.3 87.9Over Land, Resources and the Environment

Northern Lands and 130.2 164.0 164.8Resources

Human Resources 2005–06(Full-time Equivalents) Planned Actual DifferenceCertainty of Title and Access 77 48 29to Land and Resources

Responsible Federal Stewardship 38 55.2 17.2First Nations Governance Over 157 230.8 73.8 Land, Resources and the Environment

Northern Lands and Resources 341 384.2 43.2



Certainty of Title and Access toLand and Resources


This activity supports the conversion of land to reserve sta-tus (Additions to Reserve), promotes clarity of titlethrough surveys and negotiated agreements in order tofacilitate future land transactions, and supports theimplementation of land transfers under specific andcomprehensive claims.

Highlights of results for this Program Activity arelisted below (see http://www.ainc-inac.gc.ca/pr/est/dpr05-06/lan_e.html for more details):

• Pursuant to comprehensive claims settlements,a total of 57,336 square kilometres of land wastransferred to First Nations and Inuit in 2005–06.

• The process for converting land to reserve sta-tus (Additions to Reserve) was enhanced in2005–06 by establishing an initial tracking sys-tem and developing a First Nations ATRPlanning Workbook. A new directive was alsodeveloped to increase the period of time forwhich environmental site assessments remainvalid; it is expected that this will significantlyreduce the time required to convert land toreserve status by reducing the need to update theassessments. These initiatives promote greaterefficiencies in the process and reduce the timeto finalize ATRs.


Responsible Federal Stewardship


This activity relates to the discharge of federal responsi-bilities to First Nations, including those under theIndian Act and the Indian Oil and Gas Act, and thoserequiring co-operation with and co-ordination by othergovernment departments (e.g., Environment Canada).This activity also involves the remediation of contami-nated sites on lands under federal jurisdiction, and the col-lection and management of Indian Moneys derivedfrom land and resources.


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• The Specific Purpose Expenditure Trust (SPET)policy was developed as an option for FirstNations in the management of their capitalmoneys.

• Expenditures on the assessment of potentialcontaminated sites increased significantly overthe year (from $1.3 million in 2004–05 to$5.0 million in 2005–06), while expenditures forremediation of contaminated sites continued torise at a constant rate (from $9.6 million in2004–05 to $9.7 million in 2005–06).

• There was a reduction of 19.6 percent in liabil-ities of Class 1 and Class 2 contaminated sites,almost double the target of a 10 percent decreaseby March 31, 2006.

• Indian Oil and Gas Canada (IOGC) collected,on behalf of First Nations, over $271 million inroyalties, bonuses and rentals for oil and gasoperations on First Nations lands.

• The First Nations Commercial and IndustrialDevelopment Act (FNCIDA), which came intoeffect April 1, 2006, will allow the federalgovernment to develop regulations for complexcommercial and industrial development projectson reserves.


First Nations Governance overLand, Resources and theEnvironment


Under this activity, the department supports FirstNations governance over land, resources and the environ-ment through legislative and regulatory development,implementation of sectoral governance initiatives such asthose pursuant to the First Nations Lands ManagementAct and the First Nations Oil and Gas and MoneysManagement Act, and the development of profes-sional and institutional governance capacities.


• The number of First Nations involved in FirstNations land management under the FirstNations Land Management Act (FNLMA) contin-ued to expand. There are currently 45 signatoryFirst Nations to the Framework Agreementon First Nations Land Management, of which18 are operational and 27 are developmental. Afurther 52 First Nations are interested in join-ing the FNLMA. The department is also work-ing towards bijuralizing the FNLMA to allowQuebec First Nations to opt in.

• Work continues with the three pilot First Nationproponents — Blood, Siksika (Alberta) andWhite Bear (Saskatchewan) — under the newlyenacted First Nations Oil and Gas and MoneysManagement Act (FNOGMMA). Six other FirstNations (Carry the Kettle, Sunchild, Alexander,Thunderchild, Onion Lake and Dene Tha)have expressed an interest in opting intoFNOGMMA.

• The Reserve Land and EnvironmentManagement Program (RLEMP) and theProfessional and Institutional Development(P&ID) program have been developed tostrengthen skills and capacities within FirstNations communities and governments. SixteenFirst Nations are expected to be operationalunder the RLEMP by March 2007, with anadditional 22 First Nations having completed aportion of the training. Full implementation ofprogram authority for the P&ID program isexpected by fall 2006.


Northern Lands and Resources


Supports the sustainable development of the North’s nat-ural resources emphasizing improved environmentalmanagement and stewardship, including the clean-up ofcontaminated sites, expanding the knowledge base forsound decision making and improving the effectivenessof the northern regulatory environment.


• The department finalized the Giant Mine(Northwest Territories) project description





and consultations are ongoing pending regula-tory review. The water licence and land usepermit for Colomac Mine (Northwest Territories)was completed. The remediation at ResolutionIsland (Nunavut) was completed, heavy equip-ment demobilization is under way, and a long-term monitoring program has been initiated.

• The Nunavut Regional Office completed astrategy and plan for the clean-up of high-risk,high-priority contaminated sites on CrownLand in Nunavut.

• Research projects are under way in support ofthe environmental assessment and regulatoryreview of the Mackenzie Gas Pipeline and oiland gas activities in the Northwest Territories.

• The Industry-Government Overview Committeehad regular meetings to identify and discussissues affecting the northern mineral industryand worked collaboratively to find solutionsto those issues. Two meetings were held togain industry’s support for and collaboration ondepartmental initiatives to improve the north-ern regulatory regime.

• In the Northwest Territories, 400,000 newacres were staked, equal to a minimum commit-ment of $830,000 in exploration investment.

• The aeromagnetic survey project in the SouthBaffin area was completed during the year.The Nunavut Regional Office digitized allgeoscience assessment reports received throughprospecting permits and provided access tothese reports to the public through an on-lineportal in collaboration with the CanadaNunavut Geoscience Office.

• A number of initiatives were aimed at improv-ing the resource management regime, such asdevelopment of reports on best practices forinstitutions of public government, needs assess-ment for board training, and orientation mate-rials for boards.

• In Nunavut, the Jericho diamond mine projectsadvanced to the operations phase. The mine wascommissioned in early 2006, reaching targetproduction in the second quarter. Nunavut’sfirst diamond mine is expected to produce500,000 carats per year over nine years.


A number of initiatives — some legislative andsome program — were undertaken to provide

First Nations with additional tools or control inrelation to the management of their lands,resources and moneys.

In the case of new legislation such as FNOGMMA and FNCIDA, the department wasvery successful in meeting its targets. To build onthese successes, the Lands Branch conducted a de-briefing exercise to identify best practices andareas for improvement in the legislative process,and made a number of observations and recom-mendations for the benefit of future legislativeprojects:

• Working in partnership with First Nations pro-ponents is critical, from initial policy proposalthrough drafting and into the legislative process.

• Consultation and information sharing earlier inthe process is key to success.

• The use of plain-language drafts helps ensurethat the department and its partners all clearlyunderstand the scope, purpose and intent ofthe project.

There was also significant progress in contin-ued implementation of the FNLMA. Despitethe high level of interest on the part of FirstNations, however, the department had to limit thenumber of new First Nations entering the processto allow more time for those already in the process(developmental First Nations) and to accommo-date the requirement for continued support tooperational First Nations. INAC has commis-sioned a study to identify any inefficiencies or bot-tlenecks in the current development process andto help re-engineer/re-design the process toimprove outcomes and to help First Nationsvote on their land codes and individual agreementsin a more timely manner.

For other program initiatives, success was mixed.While advances were made in the RLEMP, fullimplementation was not completed as plannedbecause targets did not allow for factors beyondthe department’s control. In future, targets shouldmore realistically reflect the budgetary and tim-ing realities in developing a new program.

Lessons were also learned concerning improve-ments to the timeliness of the ATR process. First,underlying issues of systems, tools and resourcesmust be addressed before results can be achieved.In 2005–06, the focus was on an initial tracking


system and a First Nations Planning Workbook asnecessary prerequisites for a more timely ATRprocess. Additional resources are also needed iftimelines are to be significantly shortened.

Second, while the department must assess andstreamline its own part in the ATR process, theprocess also depends to a large extent on thetimeliness of First Nations and third parties, aswell as on variations in the complexities inherentto existing uses of and encumbrances upon differ-ent parcels of land. The First Nations ATRPlanning Workbook, along with delivery of work-shops and consultations with stakeholders(e.g., First Nations, the Federation of CanadianMunicipalities) in 2005–06, were intended toreduce delays in the ATR process that are beyondthe department’s direct control. These efforts layan important foundation for future improvementsin the timeliness and efficiency of the ATRprocess.

Departmental performance against environmen-tal stewardship in 2005–06 was also temperedby factors beyond the department’s control. Thereduction of 19.6 percent in liabilities in Class 1and Class 2 contaminated sites in 2005–06 signif-icantly exceeds the 10 percent target. However, thedepartment’s contaminated sites liability has beensteadily increasing as Regions continue to updateinformation on current sites and to assess poten-tial sites for remediation activities, and this trendis expected to continue over the next few years.

Northern Lands and Resources

Contaminated sites: The Contaminated SitesProgram (CSP) works in a dynamic northerneconomic, regulatory, political and social con-text. It is therefore incumbent on the CSP tohave plans in place that are able to respond to vari-ability. The CSP has worked extensively to adjustand improve its overall planning framework andwill focus on developing a more comprehensivelong-term strategy over the next year.

Regulatory improvement: Although significantprogress has been made, further work is required.The department will work closely with stake-holders on issues such as further clarification ofroles and responsibilities, performance standards,increasing the capacity of resource managementboards, addressing funding issues, improving

appointment processes, and identifying andaddressing gaps and inconsistencies in policy orlegislation. When reviewing regulatory regimes,it is vital that participation by Aboriginal groupsand territorial governments are adequately fac-tored into the project timeline. Stakeholders facepressures to respond quickly to numerous consul-tation processes. Consultation work plans shouldinclude sufficient time to provide northern stake-holders the opportunity to review, comment andrespond to proposals.


THE ECONOMY

Increased participation by Aboriginal people andNortherners in the economy


Establishing a supportive investment/business climate toenable First Nations, Inuit and northern individuals,communities and businesses to seize economic opportu-nities, and building the economic and communityfoundations necessary to increase Aboriginal and north-ern participation in the economy.

Indian and Inuit Affairs (AboriginalEconomic Development)

This Strategic Outcome concentrates on establish-ing a supportive investment/business climate toenable First Nations and Inuit individuals,communities and businesses to seize economicopportunities.

Financial transfers, as part of specific and compre-hensive claims settlements and economic devel-opment, assist First Nations, Inuit and Innucommunities to identify and act on opportunitiesfor economic growth. The department is invest-ing in public sector economic development activ-ities that will facilitate greater participation inthe economy by First Nations, Inuit and Innu;increase business opportunities; and support eco-nomic development, capacity development andeconomic infrastructure. The department is plan-ning to eliminate current funding programs thatprovided equity support for businesses and relatedaccess-to-capital initiatives in 2005–06.


Northern Affairs

Federal government support in the North isneeded to build economic foundations forNortherners to truly participate in and benefitfrom economic opportunities. Territorial gov-ernments are responsible for province-type rolesin economic development, but have limitedsources of revenue and budgetary flexibility.INAC, with its mandate for regional develop-ment across the territories and for resource devel-opment in the Northwest Territories and Nunavut,is positioned to work with northern govern-ments, industry and other key players to leverageopportunity and to improve the climate for sus-tainable economic growth.

2005–06Financial Resources Planned Total Actual($ millions) Spending Authorities SpendingEconomic and Employment 79.2 70.3 67.9Opportunities for Aboriginal People

Access to Capital and 712.6 535.2 501.9Economic Development

Community Infrastructure 1,227.6 1,139.2 1,114.3Northern Economy 29.4 21.7 15.6

Human Resources 2005–06(Full-time Equivalents) Planned Actual DifferenceEconomic and Employment 54 30.7 23.3Opportunities for Aboriginal People

Access to Capital and 321 244.6 76.4Economic Development

Community Infrastructure 564 515 49Northern Economy 5 13.5 8.5



Economic and EmploymentOpportunities for AboriginalPeople


Supports the expansion of existing businesses andemployment opportunities and the creation of new eco-nomic development activities leading to greater employ-ment opportunities.

Highlights of results for this Program Activity arelisted below (see http://www.ainc-inac.gc.ca/pr/est/dpr05-06/eco_e.html for more details):

• Two main programs — the AboriginalWorkforce Participation Initiative (AWPI) andthe Procurement Strategy for AboriginalBusiness (PSAB) — support increased partici-pation of Aboriginal people in the economy.With support from the AWPI, a conferencewas held in Saskatchewan to prepare participantsand organizations in the co-operative developmentof a business plan to implement an AboriginalRepresentative Workforce Strategy. There wereapproximately 302 participants from acrossCanada, including businesses and youthdelegates.

• Also under AWPI, four new partnerships wereestablished, involving one national organizationand three regional organizations, focused on fur-therance of employment initiatives throughbusiness development or direct hiring ofAboriginal people. Seven existing partnershipsare in various stages of development.

• Under PSAB, 5,980 federal contracts worth$244.91 million were awarded to Aboriginalbusinesses in 2004 (data for 2005 will be avail-able in mid–2006).

• Federal contracts awarded by departments thatwere won by Aboriginal businesses increased bythree percent over the previous year.

• The degree of Aboriginal participation in totalGovernment of Canada procurement was main-tained despite an overall decrease in the num-ber and value of contracts due to a reduction inpurchasing activity. Notwithstanding the reduc-tion, the proportion of contracts awarded toAboriginal business without reliance upon set-asides rose, indicating the increasing abilityof Aboriginal businesses to compete on theopen market.


Access to Capital and EconomicDevelopment


Supports the provision of funding for: Comprehensive,Specific and Special Claims Settlements or resolution of


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claims, including statutory payments arising from legis-lated settlements against the Crown respecting landsand resources; and Economic Development programs tofacilitate access to resources, capital and expertise, anddevelopment and implementation of economic devel-opment strategies.


• The Economic Development Program hasestablished a foundation for potential growth inmore than 500 First Nations and Inuit commu-nities through core economic capacity buildinginitiatives within communities. The program,complemented by the provision of financialsupport, has helped communities to initiatemore than 280 projects directed at creatingspecific economic opportunities. These effortshave provided, in the first year, training formore than 500 people, which has in many casesturned into direct employment. In addition,these efforts are anticipated to generate inexcess of 2,100 employment opportunities forAboriginal community members.

• Many of these projects have stimulated theformation or expansion of more than 100 newAboriginal businesses.

• The program has led to the establishment ofmore than 50 resource opportunities beingcapitalized upon by First Nations and Inuitcommunities through resource acquisitionagreements in relation to the development ofland and resources either under the control ofcommunities or in the proximity of the commu-nity. Each agreement is expected to createemployment for local people, business develop-ment and a direct stream of revenue for thecommunity.


Community Infrastructure


Supports the provision of funding for the acquisition,construction and operation and maintenance of:Community Facilities such as roads, bridges, water andsewer systems, and administration offices; Education

Facilities such as schools and teacherages; remediation ofcontaminated sites on reserve; and On-reserve Housing.


In support of the priority of “Building healthy, safeand sustainable communities”:

• INAC implemented an enhanced asset inspec-tion process to review maintenance managementplans for several critical areas of First Nationsinfrastructure.

• The department began implementing aPerformance Measurement Framework for itsCapital Facilitiesand MaintenanceProgram to assessthe effectiveness ofinvestments in pro-tecting the healthand safety of FirstNations communities.

• The Capital Facilitiesand MaintenanceProgram Review iscomplete. INAC willshare the results withFirst Nations, andw o r k c o l l a b o r a -tively with clientst o i m p l e m e n trecommendations.

• T h e n u m b e r o fhigh-risk water treat-ment systems at theend of 2005–06 was131 out of 755 sys-tems (or 17 percent),c o m p a r e d w i t h207 systems out of704 (or 29 percent)at the end of 2002–03and 178 out of 738(or 24 percent) in 2004–05.

• However, over the year, the number oftrained operators decreased from 986 outof 1,130 operators (87 percent) to 828 out of1,019 operators (81 percent). The numberof certified operators decreased from 452 out


The Government of Canada isworking in collaboration withAboriginal partners to increasesupply of affordable housing and tohelp communities create newoptions, such as home ownership.In June 2005, the Lac La RongeIndian Band, in partnership withthe BMO Bank of Montreal andIndian and Northern AffairsCanada, launched an innovativehousing and loan program to pro-mote private home ownership onreserve.This unique loan programhas helped First Nations familiesbecome home owners throughnew construction, new leaseagreements as well as transfers thesale of Band units and of self-builthomes.The new home owners areincreasing their opportunities forfinancial success, and are assumingmore responsibility for the careand maintenance of their homes.In addition, new lots are beingapproved for further construction.For more information on this par-ticular initiative, please visit:http://www.ainc-inac.gc.ca/nr/prs/m-a2005/2-02672_e.html.



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of 1,130 operators (40 percent) to 377 out of1,019 operators (37 percent).

• There are numerous reasons for the highturnover rates of certified operators includingthe capability of fully trained and certifiedoperators to secure lucrative employment else-where. Efforts to reverse this trend will beintensified in the future as awareness of theimportance of retaining a certified operator isimpressed upon Chiefs and Councils. In addi-tion, the effects of operator turnover should bemitigated as mandatory certified operator over-sight will be implemented by 2007.

• Public-Private Partnerships (P3s) were exploredas an option for addressing infrastructure needs.A P3 arrangement has been structured for theconstruction, financing and operation of a waterdistribution system for a First Nation inSaskatchewan. Financing partnerships havebeen arranged for new home ownershiparrangements in several First Nations. P3approaches concerning the management ofexisting water systems are in place or underreview in several other First Nations.

• INAC, Canada Mortgage and HousingCorporation, Health Canada and the Assemblyof First Nations have completed a frameworkfor a national mold remediation strategy. Themain components of the strategy, currentlyunder development, build on education andtraining already underway and include clarify-ing the responsibilities and accountabilities ofall key players, increasing technical expertiseamong First Nations to prevent and addressmold problems, assisting in the rehabilitation ofthe affected existing stock and improving newconstruction practices.

• Of the 395 education facilities on reserve,315 (or 80 percent) fell within INAC’s spacestandards for federally funded schools.

In support of the priority of “On-reserve housing”:

• The number of new houses constructed in2005–06 was 1,545 or 330 fewer units than in2004–05. More money was used for renovationsin order to extend the life cycle of existinghousing assets and prevent more costly deteri-oration; the number of houses renovated was2,550, an increase of 758 units from the previ-ous year.

• First Nations are required to have compre-hensive community housing plans that includemaintenance and management plans that ensureaverage design life of housing is met.

• In response to the Standing Committee onPublic Accounts, INAC, Canada Mortgage andHousing Corporation (CMHC) and the AFNHousing Liaison Committee ensured thatBudget 2005 resources were targeted for hous-ing construction and renovation.


Northern Economy


Supports sustainable economic growth of the territorialeconomies through investments in innovation andknowledge and regional development programming,advocacy and activities which lead to Northerners par-ticipating and benefiting from resource development.


• INAC’s new set of northern economic develop-ment programs was approved in May 2005.Through the Targeted Investment Programand the Innovation and Knowledge Fund, over$13 million was invested in priority areasincluding geoscience, tourism, and support forsmall and medium-sized enterprises.

• Under the Targeted Investment Program, theInvestment Plan for Nunavut was approvedand announced (November 2005). TheInvestment Plans for the Northwest Territoriesand Yukon were completed and approved by theMinister in May and August 2006 respectively.Investment Plan oversight processes, involvingkey northern partners, were established in allthree territories, and over 70 projects werefunded across the North in 2005–06.

• Under the Innovation and Knowledge Fund,28 projects across the North were approvedand received funding during 2005–06.

• Delivery of the Infrastructure Canada Programwas completed on March 31, 2006.

• The new Municipal Rural Infrastructure Fundstarted delivery in all three territories and a



bundled water and sewer project commencedin Nunavut under the Canada StrategicInfrastructure Fund.


The department has traditionally embarked on arange of initiatives intended to increase employ-ment, training and capacity development. INACrecognized the need to redesign its economicdevelopment programs. They are now focused oncommunity capacity development that is fixedon generating community benefits through:greater utilization and value from communityland and resources; community government rev-enues; employment; business development; andcommunity infrastructure that will enhance thequality of life for community members as itrelates to health, safety, housing, water and wastewater, economic opportunities and education.

The department has taken meaningful steps toclarify roles and responsibilities as they relate toon-reserve housing and water; streamline deliv-ery of federal assistance programs to supporthousing; improved data collection and report-ing to Parliament.

Support through strategic investments in FirstNations and Inuit economic development isreducing health and social costs, and has enhancedthe well-being of on-reserve populations. Thisis contributing to regional economic stabilityand growth as it strengthening the broaderCanadian economy.

The change in demographics, in particular theaging population, will have a major impact on theeconomic situation. The labour force will feel thepressures of the “Baby Boomer” retirements asmore and more workers exit the labour force orlook for alternative working arrangements. Thishas implications for the shortage of skilled work-ers, the need to increase post-secondary train-ing today to fill the gaps of tomorrow, and theimportance of improving the labour force partic-ipation of Aboriginal peoples.

Policies and priorities need to respond as theopportunity is real and present for Aboriginalpeople. Without a smart and skilled labour force,Canada is likely to slip behind in our international

trade position. The labour force will shrink or losejobs to other countries. Canadians will not havethe tools and the talents to take research andnew technologies, and commercialize them athome. Therefore, efforts must continue to beon building community capacity so communitybusinesses and members can take advantage ofthese opportunities.

Northern Economy

New programming for northern economic devel-opment will require continuing work with part-ners to monitor progress, as well as to identifyopportunities for further collaboration and co-funding. Investments in northern capacityare key to the sustainability of projects and toeconomic growth in the longer term.


THE OFFICE OF THEFEDERAL INTERLOCUTOR

Strengthened relationships with Métis, Non-StatusIndians and urban Aboriginal Canadians to raiseawareness of their needs, improve access to federal serv-ices and improve horizontal linkages among federalorganizations and other partners


This Strategic Outcome addresses the impor-tance of developing, maintaining and nurturinggood relationships with key Métis and Non-Status Indian (MNSI) groups and their affiliateorganizations, with urban Aboriginal people andwith provincial governments, especially in west-ern Canada. The focus remains on measures thatbuild capacity and enable MNSI organizations tobecome more self-sufficient, more accountable totheir members, better able to represent theirmembers when engaging with federal and provin-cial governments, and more accountable to fed-eral and provincial governments for publicfunding. As the lead federal department respon-sible for the Urban Aboriginal Strategy (UAS), theOffice of the Federal Interlocutor (OFI) seeks toaddress, in partnership with other stakeholders,the serious socio-economic needs of urbanAboriginal people.


2005–06Financial Resources Planned Total Actual($ millions) Spending Authorities SpendingThe Office of the 44.8 37.9 37.0Federal Interlocutor

Human Resources 2005–06(Full-time Equivalents) Planned Actual DifferenceThe Office of the 38 42.6 4.6Federal Interlocutor



The Office of the FederalInterlocutor


Provides capacity support to Métis, Non-Status Indiansand urban Aboriginal Canadians at the national,provincial, regional and urban level to help developorganizational capacity and accountability to their mem-berships, as well as to build the capacity to form effectivepartnerships with federal and provincial governments andthe private sector, in order to participate effectively inFederal Interlocutor-led interdepartmental and intergov-ernmental initiatives.

Highlights of results for this Program Activity arelisted below (see http://www.ainc-inac.gc.ca/pr/est/dpr05-06/ofi_e.html for more details):

With respect to Métis and Non-Status Indians:

• Tripartite negotiation processes: The MétisNational Council and the Congress ofAboriginal People and their provincial affiliateorganizations, as well as other prominentAboriginal organizations, continue to demon-strate their enhanced governance capabilitiesthrough their involvement in the 11 Tripartitenegotiation processes across the county. Thisprogress is exemplified in the measures andresults attained through these agreements in thearea of housing, health, education, employment,business development and social justice issues.

• Bilateral agreements: The drafting of theAccords signed by the Métis National Counciland the Congress of Aboriginal People withthe Government of Canada speaks to the ability

of both organizations as they represent theiraffiliate organizations and constituents.

• Supreme Court’s Powley decision on Métisharvesting rights: Two national and eightregional groups were funded. This has improvedthe membership systems, enhanced accounta-bility through electoral and constitutionalreform, and supported extensive communityconsultations. Multilateral forums were alsoestablished to discuss Métis harvesting andAboriginal rights, and federal departments andagencies were engaged in developing a commonpolicy approach.

• OFI developed an interdepartmental co-ordination committee focused on helpingkey departmental officials to better directGovernment of Canada energies and resourcesonto the immediate priorities of MNSI people.

• OFI has entered into 44 contribution agree-ments related to organizational capacity devel-opment. Furthermore, during 2005–06, therequirements of each contribution agreementwere achieved; immediate results that wereidentified and funded were actually attained.Subsequently, these Aboriginal organizationshave been able to better plan and co-ordinateresources to achieve measurable results thataddress community needs and socio-economicpriorities.

With respect to the Urban Aboriginal Strategy(UAS):

• OFI co-ordinated the second annual UrbanAboriginal Community Conference inFebruary 2006. The conference was attendedby 280 UAS community representatives fromAboriginal and non-Aboriginal organizations, aswell as the three level of governments. Thegoal of the conference was to discuss progressand share ideas.

• Working partnerships exist in each of the12 pilot project communities. These partner-ships represent federal, provincial and munic-ipal governments, as well as Aboriginal andnon-Aboriginal organizations. The partner-ships have leveraged $23.7 million in addi-tional funding for use in the 12 communities inachieving their socio-economic goals.

• All 12 pilot project cities have establishedcommunity-based steering committees respon-sible for development and implementation of


http://www.ainc-inac.gc.ca/pr/est/dpr05-06/ofi_e.html

community plans to address local prioritiesand needs.

• In the four new pilot project cities (PrinceGeorge, British Columbia; Lethbridge, Alberta;Prince Albert, Saskatchewan; and Thompson,Manitoba) in 2005–06, 38 pilot projects werefunded.

• In seven of the 12 communities, includingthree of the four new communities, there areprovincial and municipal government represen-tatives on the UAS steering committee as fullvoting members. In communities where theseofficials were interviewed, about half stronglysupport the UAS and actively work in theirown capacities as government officials to fosterbetter co-ordination.

• Academia is showing a strong and continuedinterest in the UAS.

• The value of federal funding leveraged for theUAS through horizontal linkages with otherdepartments was $1.93 million.


The approach of the Office of the FederalInterlocutor (OFI) has been to further horizon-tal coordination between a variety of depart-ments, governments, private sector and Aboriginalorganizations to work together to achieve com-mon goals. OFI has embarked on this course ofaction in the Tripartite Negotiation Process, theUrban Aboriginal Strategy and the response to therecent Supreme Court of Canada decision in the“Powley” case. Developing strong links betweenresults and resources will lead to better man-agement of limited resources, a more transparentprocess, and the development of acceptedaccountability structure for all parties. Success andhard results will be achieved on many fronts,within the same time frame. For example,Aboriginal poverty and homelessness is acknowl-edged as the outcome of a variety of causes,including educational levels, health issues, culturalattitudes and economic barriers. A real solution

must tackle the issue on all of these levels; desiredoutcomes require achievements in many differ-ent areas. To achieve strategic goals, the OFIneeds to share expertise and information, andwork together with Aboriginal people to solvecommon problems.

The OFI has learned that one of the most prom-ising approaches for collaboration is at the com-munity level. Local organizations, governmentsand members of the business community must beengaged as they are often in a better position toidentify how and where a particular interven-tion will help. Community networks contain awealth of knowledge and expertise regardinglocal concerns, issues, opportunities and resourcesthat can be extremely important in solvingproblems or achieving goals. The corporateknowledge and memory of a community is acritical resource for resolving local issues.

Next, the community/regional approach canlegitimize difficult choices by involving organi-zations and citizens who are most affected bythe situation they are trying to resolve. It encour-ages them to take personal responsibility forsuccess as it gives them a direct stake in theproject, and to seek new or innovative solutionsand approaches.

If collaboration is to work, the parties must havethe ability to negotiate, plan and work together asa group. Impeded access to resources is a seriousbarrier as financial resources are shared across avariety of programs and departments.

Linking resources more directly to results (out-comes) will help to address and identify account-abilities across the department. At the same time,because outcomes are often horizontal in nature,it would create an incentive for parties with com-mon interests to work together. This wouldencourage managers from different departmentsand organizations to build relationships basedon shared goals.


Independent Commissions


CANADIAN POLAR COMMISSION

Increased Canadian polar knowledge.


This Strategic Outcome is intended to helpCanada maintain its position as a leading polarnation by ensuring Canadian scientists haveaccess to funding, resources, and logistical andinfrastructure support to maintain the high stan-dards expected of Canadian polar researchers;and by ensuring that Canadians have a betterunderstanding of the Arctic and Antarctic, of theimpact of global climate change on polar regions,and of how to live and prosper sustainably inCanada’s northern regions.

2005–06Financial Resources Planned Total Actual($ millions) Spending Authorities SpendingResearch Facilitation 1.0 1.0 1.0and Communication

Human Resources 2005–06(Full-time Equivalents) Planned Actual DifferenceResearch Facilitation 5 5 0and Communication


Research Facilitation and Communication


To carry out its mandate, the Commission will initiate,sponsor and support conferences, seminars and meetings;help establish a polar information network as the principalmechanism to disseminate knowledge pertaining to thepolar regions; undertake and support special studiesrelated to the polar regions; recognize achievements andcontributions related to its mandate; publish newsletters,reports and other publications; and table an annualreport in Parliament.

Highlights of results for this Program Activity arelisted below (see http://www.ainc-inac.gc.ca/pr/est/dpr05-06/cpc_e.html for more details):

For the priority “Communicating polar science toCanadians”:

• This year the Board of Directors reviewed theIndicators Project and decided that much moredetailed information is required for the projectto achieve its primary objective of tracking thestate of Canadian polar knowledge. This wouldrequire several thousand dollars more in annualfunding, an expense the Commission cannotafford given that its budget has remained staticfor nearly ten years. The Board thereforedecided to end the Indicators Project.

• Demand for publications, represented byrequests for copies of newsletters and specialreports, has increased by approximately five per-cent. Public recognition of global polar sci-ence issues, especially those related to climatechange and International Polar Year (IPY), hasincreased. This is reflected in more media cov-erage of these topics and more media requestsfor information from the Commission (inter-views, permission to quote Commission mate-rial, etc.).

• The number of subscribers to the CanadianPolar Information Network’s Polar ScienceForum is now approximately 1,300, an increaseof 13 percent over last year. The number ofdocuments posted has remained approximatelythe same. The Researcher’s Directory, the online database of Canadian polar specialists, nowcontains over 2,000 listings. The Youth sec-tion of the web site was expanded, with links tothe set of the film The Journals of Knud Rasmussenand “Sila,” an interactive learning web siteabout the Arctic environment.

• Two issues of each of the publications —Meridian and the Newsletter of the CanadianAntarctic Research Network — were produced.

For the priority “Strengthening Canada’s presencein international circumpolar organizations”:

• The number of Canadians represented on inter-national organizations and committees or lead-ing projects was maintained. This year theCommission’s Board of Directors chose a newCanadian council member for the InternationalArctic Science Committee (IASC) Council.

• With support from the Department of ForeignAffairs and International Trade, the Commissioncontinued its series of IPY public consultations.


http://www.ainc-inac.gc.ca/pr/est/dpr05-06/cpc_e.html

• The Commission continued to manage thefinancial contributions of ten federal depart-ments and agencies from the Associate DeputyMinisters’ Committee on Northern Scienceand Technology to support the Canadiannational IPY Committee and Secretariat.

• The Commission provided advice to interde-partmental committees and represented Canadaat international meetings and organizations.

For the priority “Promotion and advocacy withrespect to polar knowledge in Canada”:

• The new Board of Directors formally estab-lished as one of its two main priorities for thenext three years that the Commission willstudy, co-ordinate and advocate for a polar sci-ence policy for Canada. Such a policy wouldaccount for current and probable future infor-mation needs, and identify priorities forCanadian polar research.

• The Commission continued its efforts on thisregard by supporting the Canadian Committeefor Antarctic Research. Developing the frame-work for a Canadian Antarctic Research Programremains a major topic for the Committee.

• The Commission continued to collaboratewith the university community through theAssociation of Canadian Universities forNorthern Studies, the Arctic Institute of NorthAmerica, and the Canadian Climate Impactsand Adaptation Research Network. TheCommission worked with the Association ofCanadian Universities for Northern Studies,sponsoring a northern research scholarship.

• The Commission also collaborated with theNorthern Science and Technology WorkingGroup to co-ordinate northern science andtechnology programs and activities among fed-eral government departments.


The increased profile of the Canadian PolarCommission (CPC) over the past few yearshas raised expectations in the polar researchcommunity. The Commission finds it impossibleto meet the many requests to hold meetings andconferences, undertake special studies and provideother support, such as scholarships. This isbecause the Commission’s funding has decreased

approximately 25 percent since its creation in1991 and has remained static for nearly ten years.For that reason, the Commission has been unableto initiate new activities, such as examining theadequacy of research infrastructure, initiating aconsultative process to begin work on a nationalpolar research strategy or hosting the IPY 2007–08Secretariat. This year, the Board decided to dis-continue work on the Indicators Project becauseof financial constraints. The Commission is alsobeing increasingly forced to divert scarce resources(financial and human) to respond to adminis-trative inquiries and reporting.


INDIAN SPECIFIC CLAIMS COMMISSION

Fair and impartial hearings of specific claims.


The Commission conducts inquiry hearings,makes recommendations and issues reports relatedto the resolution of specific claims between FirstNations and the Government of Canada, andprovides mediation and facilitation services andpublic education activities related to the settlingof specific claims.

2005–06Financial Resources Planned Total Actual($ millions) Spending Authorities SpendingIndian Specific Claims 7.1 7.1 6.9Commission

Human Resources 2005–06(Full-time Equivalents) Planned Actual DifferenceIndian Specific Claims 50 46 4Commission




The Commission conducts impartial inquiries when aFirst Nation disputes rejection of its specific claim by theMinister of Indian Affairs and Northern Development,or when a First Nation disagrees with the compensationcriteria to be used by the government in negotiating thesettlement of its claim. As well as conducting formal


inquiries, the Commission, at the request of the govern-ment and a First Nation, provides or arranges suchmediation and facilitation services as may in their opin-ion assist them to reach an agreement with respect to anymatter relating to Indian specific claims.

Legislation to set up a new Claims ResolutionCentre received Royal Assent in November 2003,but has not been proclaimed. During 2006–07,INAC will work to clarify the future role andfunding of the Indian Specific ClaimsCommission to ensure continuity of work onspecific claims inquiries, and impartial and sup-portive mediation/facilitation services.

Highlights of results for this Program Activity arelisted below (see http://www.ainc-inac.gc.ca/pr/est/dpr05-06/iscc_e.html for more details):

• In 2005–06, the Indian Specific ClaimsCommission (ISCC) worked on 37 ongoinginquiries and 26 mediation efforts.

• From April 1, 2005 to March 31, 2006, theCommission completed three inquiries: theBlueberry River and Doig River First Nations(Highway Right of Way IR 172) claim; theTaku River Tlingit First Nation (Wenah specificclaim); and the Williams Lake First Nation(Village site) claim. Reports on each inquiry willbe issued in the next fiscal year.

• In addition, the Commission released reports onfive inquiries completed in previous report-ing periods: the Betsiamites Band (Highway 138and Rivière Betsiamites Bridge) claims;Cumberland House Cree Nation (IndianReserve 100A) claim; James Smith Cree Nation(Chakastaypasin Indian Reserve 98) claim;James Smith Cree Nation (Indian Reserve 100A)claim; and James Smith Cree Nation (TreatyLand Entitlement) claim. These and all of theCommission’s reports can be found on theISCC web site at http://www.indianclaims.ca.

• From April 1, 2005, to March 31, 2006, theCommission issued reports on five mediationscompleted in 2004–05. These and all of the

Commission’s reports can be found on theISCC web site at http://www.indianclaims.ca.

• ISCC continued to implement measures toensure excellence of operations and expand itsbody of knowledge about specific claims.


Since its inception in 1991, the ISCC has gainedcredibility as an independent, neutral body thatconducts public inquiries into specific claimsdisputes between First Nations and theGovernment of Canada. To be effective, theISCC, in all of its dealings, must be perceived asindependent, neutral and objective by both FirstNations and the government.

A unique and important aspect of the inquiryprocess is a visit by Commissioners and key staffto the First Nation community to hear directlyfrom elders and community members with regardto the claim. The process emphasizes principlesof fairness, equity and justice, which promotereconciliation and healing between Aboriginaland non-Aboriginal Canadians. Face-to-facemeetings and careful consideration of oral evi-dence is valuable to the claims resolution process.

The Commission provides broad mediation andfacilitation services at the request of both theFirst Nation and the Government of Canada.Together with the mediator, the parties decidehow the mediation process will be conducted.This method ensures the process fits the uniquecircumstances of each particular negotiation.These mediation services may be provided atany stage of the claims process. In a number ofcases, the Commission has provided mediation/facilitation services to the specific claims processprior to the acceptance or rejection of the claim.The experience of the Commission has beenthat the use of mediation/facilitation services inthose instances has proven to be a useful tool tosupport the resolution of specific claims.


http://www.ainc-inac.gc.ca/pr/est/dpr05-06/iscc_e.html

http://www.indianclaims.ca


Organizational Information

Section III ■ Supplementary Information 47

MinisterDeputy Minister and Associate Deputy Ministers

Strategic Outcomes Program Activities

The Government GovernanceLead Assistant Deputy Ministers: Lead Director General: Lands and Trust Services Claims and Indian Government (South) InstitutionsNorthern Affairs (North) Lead Director General: Claims and Indian Government

Co-operative RelationshipsLead Director General: Claims and Indian GovernmentNorthern GovernanceLead Director General: Northern Affairs

The People Managing Individual AffairsLead Assistant Deputy Ministers: Lead Director General: Lands and Trust ServicesSocio-economic Policy and Regional EducationOperations (South) Lead Director General: Socio-economic Policy and Regional OperationsNorthern Affairs (North) Social Development

Lead Director General: Socio-economic Policy and Regional OperationsHealthy Northern CommunitiesLead Director General: Northern Affairs

The Land Certainty of Title and Access to Land and ResourcesLead Assistant Deputy Ministers: Lead Director General: Claims and Indian GovernmentLands and Trust Services (South) Responsible Federal StewardshipNorthern Affairs (North) Lead Director General: Lands and Trust Services

First Nations Governance over Land, Resources and the EnvironmentLead Director General: Lands and Trust ServicesNorthern Land and ResourcesLead Director General: Northern Affairs

The Economy Economic and Employment Opportunities for Aboriginal PeopleLead Assistant Deputy Ministers: Lead Director General: Socio-economic Policy and Regional OperationsSocio-economic Policy and Regional Access to Capital and Economic DevelopmentOperations (South) Lead Director General: Socio-economic Policy and Regional OperationsNorthern Affairs (North) Community Infrastructure

Lead Director General: Socio-economic Policy and Regional OperationsNorthern EconomyLead Director General: Northern Affairs

The Office of the Federal Office of the Federal InterlocutorInterlocutor Lead Director General: Office of the Federal InterlocutorLead Assistant Deputy Minister:Office of the Federal Interlocutor

Departmental Management and Administration

Program Operations: Policy and Strategic Direction Senior Assistant Deputy Minister; Socio-economic Policy andRegional Operations Senior/Associate Assistant Deputy Ministers; Claims and Indian Government Assistant DeputyMinister; Lands and Trust Services Assistant Deputy Minister; Corporate Services Assistant Deputy Minister; NorthernAffairs Assistant Deputy Minister.

Regional Operations: Lead Senior Assistant Deputy Minister: Socio-economic Policy and Regional OperationsRegional Directors General (South): British Columbia, Alberta, Saskatchewan, Manitoba, Ontario, Quebec and AtlanticLead Assistant Deputy Minister: Northern AffairsRegional Directors General (North):Yukon, Northwest Territories, Nunavut

SSeeccttiioonn IIIIII ■ Supplementary Information

Financial TablesTable 1: Comparison of Planned to Actual Spending (including FTEs)

2005–06Actual Actual Main Planned Total Actual

($ millions) 2003–04 2004–05 Estimates Spending Authorities SpendingIndian and Northern Affairs CanadaGovernance 66.8 66.5 54.6 59.5 76.6 75.9Institutions 454.5 464.2 476.0 477.0 496.0 482.7Co-operative Relationships 130.9 132.1 137.3 142.1 145.8 128.5Northern Governance 11.9 10.6 13.8 13.8 18.1 8.7Managing Individual Affairs 19.1 18.0 16.5 16.4 18.7 20.0Education 1,538.3 1,580.2 1,562.6 1,573.5 1,625.3 1,619.2Social Development 1,247.1 1,300.4 1,274.4 1,302.1 1,359.8 1,352.5Healthy Northern Communities 88.0 91.8 84.9 84.7 87.0 97.3Certainty of Title and Access to 44.0 16.2 106.4 106.1 99.0 27.1Land and ResourcesResponsible Federal Stewardship 9.7 17.8 21.3 21.3 23.6 22.9First Nations Governance over Land, 62.1 59.4 67.3 67.2 90.3 87.9Resources and the EnvironmentNorthern Land and Resources 121.2 149.8 125.5 130.2 164.0 164.8Economic and Employment 75.3 71.0 79.4 79.2 70.3 67.9Opportunities for Aboriginal PeopleAccess to Capital and Economic 468.8 465.1 624.5 712.6 535.2 501.9DevelopmentCommunity Infrastructure 1,109.7 1,098.8 1,150.3 1,227.6 1,139.2 1,114.3Northern Economy 12.2 32.7 9.5 29.4 21.7 15.6Office of the Federal Interlocutor — 27.4 21.4 44.8 37.9 37.0Sub-Total Budgetary 5,459.5 5,602.2 5,825.5 6,087.4 6,008.4 5,824.2Access to Capital and Economic Development — — — — 48.5 —Northern Economy — — — — 11.9 —Co-operative Relationships 63.6 51.9 79.0 80.6 79.0 50.7Sub-Total Non-Budgetary 63.6 51.8 79.0 80.6 139.4 50.7Total Budgetary + Non-Budgetary 5,523.1 5,654.1 5,904.6 6,168.0 6,147.7 5,874.9Less: Non-Respendable Revenue 212.6 338.2 212.4 212.4 299.7 299.7Plus: Cost of services received 64.1 63.5 68.5 68.5 68.7 68.7without chargeTotal Departmental Spending 5,374.5 5,379.3 5,760.7 6,024.1 5,916.8 5,643.9Full-Time Equivalents 4,179 3,940 4,146 4,195 3,967 3,967



($ millions) 2003–04 2004–05 Estimates Spending Authorities SpendingCanadian Polar CommissionResearch Facilitation and 1.0 1.0 1.0 1.0 1.0 1.0CommunicationTotal 1.0 1.0 1.0 1.0 1.0 1.0Less: Non-Respendable Revenue — — — — — —Plus: Cost of services received — — — — — —without chargeTotal Spending 1.0 1.0 1.0 1.0 1.0 1.0Full-Time Equivalents 5 5 5 5 5 5Indian Specific Claims CommissionIndian Specific Claims Commission — 6.6 — 7.1 7.1 6.9Total — 6.6 — 7.1 7.1 6.9Less: Non-Respendable Revenue — — — — — —Plus: Cost of services received — — — 0.3 0.7 0.7without chargeTotal Spending — 6.6 — 7.3 7.8 7.6Full-Time Equivalents — 45 — 50 46 46

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


Table 2: Program Activities

2005–06($ millions) Budgetary Non-

Contributions Budgetaryand Other Loans,Transfer Total Investments

Program Activity Operating Capital Grants Payments Gross/Net and Advances TotalIndian and Northern Affairs CanadaGovernanceMain Estimates 6.0 — 5.6 43.0 54.6 — 54.6Planned Spending 5.9 — 5.6 48.0 59.5 — 59.5Total Authorities 6.9 — 5.6 64.1 76.6 — 76.6Actual Spending 6.2 — 5.6 64.1 75.9 — 75.9InstitutionsMain Estimates 31.1 — 307.3 137.6 476.0 — 476.0Planned Spending 31.5 — 307.9 137.6 477.0 — 477.0Total Authorities 35.6 — 254.1 206.3 496.0 — 496.0Actual Spending 28.5 — 247.8 206.3 482.7 — 482.7Co-operative RelationshipsMain Estimates 69.9 — — 67.4 137.3 79.0 216.3Planned Spending 74.0 — — 68.0 142.1 80.6 222.7Total Authorities 80.0 0.1 — 65.7 145.8 79.0 224.8Actual Spending 62.7 0.1 — 65.7 128.5 50.7 179.2Northern GovernanceMain Estimates 13.6 — — 0.2 13.8 — 13.8Planned Spending 13.6 — — 0.2 13.8 — 13.8Total Authorities 15.6 — — 2.5 18.1 — 18.1Actual Spending 6.2 — — 2.5 8.7 — 8.7Managing Individual AffairsMain Estimates 8.8 — 1.7 6.0 16.5 — 16.5Planned Spending 8.7 — 1.7 6.0 16.4 — 16.4Total Authorities 10.0 — 2.1 6.6 18.7 — 18.7Actual Spending 11.3 — 2.1 6.6 20.0 — 20.0EducationMain Estimates 97.5 — 32.5 1,432.6 1,562.6 — 1,562.6Planned Spending 92.5 — 32.5 1,448.6 1,573.5 — 1,573.5Total Authorities 111.6 0.1 29.9 1,483.7 1,625.3 — 1,625.3Actual Spending 105.5 0.1 29.9 1,483.7 1,619.2 — 1,619.2Social DevelopmentMain Estimates 72.7 — 10.0 1,191.7 1,274.4 — 1,274.4Planned Spending 69.4 — 10.0 1,222.7 1,302.1 — 1,302.1Total Authorities 83.2 0.1 8.0 1,268.6 1,359.8 — 1,359.8Actual Spending 75.9 0.1 8.0 1,268.6 1,352.5 — 1,352.5




Program Activity Operating Capital Grants Payments Gross/Net and Advances TotalHealthy Northern CommunitiesMain Estimates 33.8 — 43.7 7.4 84.9 — 84.9Planned Spending 33.6 — 43.7 7.4 84.7 — 84.7Total Authorities 38.7 — 43.7 4.5 87.0 — 87.0Actual Spending 49.1 — 43.7 4.5 97.3 — 97.3Certainty of Title and Access to Land and ResourcesMain Estimates 13.4 11.8 72.8 8.5 106.4 — 106.4Planned Spending 13.1 11.8 72.8 8.5 106.1 — 106.1Total Authorities 15.3 11.5 69.1 3.0 99.0 — 99.0Actual Spending 16.5 2.9 4.7 3.0 27.1 — 27.1Responsible Federal StewardshipMain Estimates 7.0 — — 14.3 21.3 — 21.3Planned Spending 6.9 — — 14.3 21.3 — 21.3Total Authorities 8.0 — — 15.6 23.6 — 23.6Actual Spending 7.3 — — 15.6 22.9 — 22.9First Nations Governance over Land, Resources and the EnvironmentMain Estimates 31.3 — — 36.0 67.3 — 67.3Planned Spending 31.2 — — 36.0 67.2 — 67.2Total Authorities 35.8 — — 54.5 90.3 — 90.3Actual Spending 33.4 — — 54.5 87.9 — 87.9Northern Land and ResourcesMain Estimates 111.2 — 0.7 13.5 125.5 — 125.5Planned Spending 115.9 — 0.7 13.5 130.2 — 130.2Total Authorities 127.3 — 1.1 35.6 164.0 — 164.0Actual Spending 128.1 — 1.1 35.6 164.8 — 164.8Economic and Employment Opportunities for Aboriginal PeopleMain Estimates 7.1 — — 72.3 79.4 — 79.4Planned Spending 6.9 — — 72.3 79.2 — 79.2Total Authorities 8.1 — — 62.2 70.3 — 70.3Actual Spending 5.7 — — 62.2 67.9 — 67.9Access to Capital and Economic DevelopmentMain Estimates 43.1 — 470.9 110.5 624.5 — 624.5Planned Spending 41.5 — 539.4 131.7 712.6 — 712.6Total Authorities 49.3 — 353.1 132.7 535.2 48.5 583.7Actual Spending 40.5 — 328.7 132.7 501.9 — 501.9Community InfrastructureMain Estimates 96.9 11.0 68.6 973.9 1,150.3 — 1,150.3Planned Spending 93.9 11.0 78.3 1,044.4 1,227.6 — 1,227.6Total Authorities 110.9 10.9 78.6 938.7 1,139.2 — 1,139.2Actual Spending 96.9 0.8 77.9 938.7 1,114.3 — 1,114.3




Program Activity Operating Capital Grants Payments Gross/Net and Advances TotalNorthern EconomyMain Estimates 7.0 — — 2.5 9.5 — 9.5Planned Spending 7.0 — — 22.5 29.4 — 29.4Total Authorities 8.0 — — 13.7 21.7 11.9 33.6Actual Spending 1.9 — — 13.7 15.6 — 15.6Office of the Federal InterlocutorMain Estimates 6.5 — — 14.8 21.4 — 21.4Planned Spending 7.6 — — 37.2 44.8 — 44.8Total Authorities 7.5 — — 30.4 37.9 — 37.9Actual Spending 8.5 — — 28.5 37.0 — 37.0Total (INAC)Main Estimates 656.8 22.8 1,013.8 4,132.1 5,825.5 79.0 5,904.6Planned Spending 653.2 22.8 1,092.6 4,318.8 6,087.4 80.6 6,168.0Total Authorities 751.8 22.8 845.3 4,388.5 6,008.4 139.4 6,147.7Actual Spending 684.2 4.0 749.4 4,386.6 5,824.2 50.7 5,874.9Canadian Polar CommissionResearch Facilitation and CommunicationMain Estimates 1.0 — — — 1.0 — 1.0Planned Spending 1.0 — — — 1.0 — 1.0Total Authorities 1.0 — — — 1.0 — 1.0Actual Spending 1.0 — — — 1.0 — 1.0Indian Specific Claims CommissionIndian Specific Claims CommissionMain Estimates — — — — — — —Planned Spending 7.1 — — — 7.1 — 7.1Total Authorities 7.1 — — — 7.1 — 7.1Actual Spending 6.9 — — — 6.9 — 6.9



Table 3:Voted and Statutory Items

Vote or 2005–06 ($ millions)Statutory Main Planned Total Actual

Item Estimates Spending Authorities SpendingIndian and Northern Affairs Canada

1 Operating expenditures 568.8 564.5 604.3 567.85 Capital expenditures 22.8 22.8 22.8 4.010 Grants and contributions 4,977.9 5,243.4 5,005.3 4,909.415 Payments to Canada Post Corporation 27.6 27.6 40.9 40.920 Office of the Federal Interlocutor for Métis 5.0 5.0 8.0 6.9

and non-Status Indians — Operating expenditures

25 Office of the Federal Interlocutor for 14.8 14.8 30.4 28.5Métis and non-Status Indians — Contributions

(S) Minister of Indian Affairs and Northern 0.1 0.1 0.1 0.1Development — Salary and motor car allowance

(S) Grassy Narrows and Islington Bands — — — —Mercury Disability Board

(S) Liabilities in respect of loan guarantees 2.0 2.0 — —made to Indians for Housing and Economic Development

(S) Indian Annuities Treaty payments 1.4 1.4 1.8 1.8(S) Grants to Aboriginal organizations 151.8 151.8 160.4 160.4

designated to receive claim settlement payments pursuant to Comprehensive Land Claim Settlement Acts

(S) Grant to the Nunatsiavut Government for — — 35.9 35.9the implementation of the Labrador Inuit Land Claims Agreement pursuant to the Labrador Inuit Land Claims Agreement Act

(S) Payments to comprehensive claim 1.5 1.5 8.7 8.7beneficiaries in compensation for resource royalties

(S) Contributions to employee benefit plans 51.9 52.5 51.0 51.0(S) Payment from the Consolidated Revenue — — 31.9 2.0

Fund of guaranteed loans issued out of the Indian economic development account

(S) Court awards — — 2.5 2.5(S) Refunds of amounts credited to revenues — — 4.2 4.2

in previous years(S) Spending of proceeds from the disposal of — — 0.2 0.1

surplus Crown assetsTotal budgetary 5,825.5 6,087.4 6,008.4 5,824.2


Vote or 2005–06 ($ millions)Statutory Main Planned Total Actual

Item Estimates Spending Authorities SpendingL20 Loans and guarantees of loans through the — — 48.5 —

Indian economic development accountL30 Loans to native claimants 36.1 36.1 36.1 22.0L35 Loans to First Nations in British Columbia 42.9 44.5 42.9 28.7

for the purpose of supporting their participation in the British Columbia Treaty Commission Process

L40 Loans to the Government of the Yukon — — 0.3 —Territory for making second mortgage loans to territory residents

L55 Provision of Inuit loan fund for loans to — — 6.6 —Inuit to promote commercial activities

L81 Loans for the establishment or expansion — — 5.0 —of small businesses in the Yukon TerritoryTotal non-budgetary 79.0 80.6 139.4 50.7Total Department 5,904.6 6,168.0 6,147.7 5,874.9

Canadian Polar Commission40 Program expenditures 0.9 0.9 0.9 0.9(S) Contributions to employee benefit plans 0.1 0.1 0.1 0.1

Total Agency 1.0 1.0 1.0 1.0Indian Specific Claims Commission

— Program expenditures — 6.4 6.4 6.2(S) Contributions to employee benefit plans — 0.7 0.7 0.7

Total Agency — 7.1 7.1 6.9



Table 4: Services Received Without Charge

Indian Canadian Indianand Northern Polar Specific Claims

($ millions) Affairs Canada Commission CommissionAccommodation provided by Public Works and 25.5 — 0.4Government Services CanadaContributions covering employers’ share of 23.0 — 0.3employees’ insurance premiums and expenditures paid by TBS (excluding revolving funds)Workman’s compensation coverage provided by 0.6 — —Human Resources and Social Development CanadaSalary and associated expenditures of legal services 19.6 — —provided by Justice CanadaTotal 2005–06 Services Received Without Charge 68.7 — 0.7



Table 5: Loans, Investments and Advances (Non-Budgetary)


($ millions) 2003–04 2004–05 Estimates Spending Authorities SpendingIndian and Northern Affairs CanadaCo-operative RelationshipsLoans to native claimants 36.0 23.1 36.1 36.1 36.1 22.0Loans to First Nations in British 27.6 28.8 42.9 44.5 42.9 28.7Columbia for the purpose of supporting First Nations’ participation in the British Columbia Treaty Commission processEconomic and Employment Opportunities for Aboriginal PeopleLoans and guarantees of loans — — — — 48.5 —through the Indian Economic Development AccountNorthern EconomyLoans to the Government of the — — — — 0.3 —Yukon Territory for making second mortgage loans to territory residentsProvision of Inuit Loan Fund for — — — — 6.6 —loans to Inuit to promote commercial activities (net)Loans for the establishment or — — — — 5.0 —expansion of small businesses in the Yukon Territory through the Yukon Territory Small Business Loans Account (net)Total (Department) 63.6 51.8 79.0 80.6 139.4 50.7Canadian Polar CommissionN/A — — — — — —Indian Specific Claims CommissionN/A — — — — — —



Table 6: Sources of Non-Respendable Revenue


($ millions) 2003–04 2004–05 Estimates Revenue Authorities RevenueIndian and Northern Affairs CanadaGovernanceRefunds of previous years’ expenditures 0.4 0.4 0.6 0.6InstitutionsRefunds of previous years’ expenditures 0.7 0.7 1.7 1.7Co-operative RelationshipsRefunds of previous years’ expenditures 0.3 0.3 1.0 1.0Return on investments 7.6 7.6 9.4 9.4Northern GovernanceRefunds of previous years’ expenditures — — — —Managing Individual AffairsRefunds of previous years’ expenditures — — — —EducationRefunds of previous years’ expenditures 2.5 2.5 3.0 3.0Social DevelopmentRefunds of previous years’ expenditures 5.0 5.0 6.1 6.1Miscellaneous revenues — — — —Healthy Northern CommunitiesRefunds of previous years’ expenditures — — 0.1 0.1Certainty of Title and Access to Lands and ResourcesRefunds of previous years’ expenditures — — 0.2 0.2Miscellaneous revenues 6.3 6.3 6.6 6.6Responsible Federal StewardshipRefunds of previous years’ expenditures — — 0.2 0.2First Nations Governance over Land, Resources and the EnvironmentRefunds of previous years’ expenditures — — 2.2 2.2Other non-tax revenues — — 0.1 0.1Northern Land and ResourcesReturn on investments:— Norman Wells Project profits 73.0 73.0 131.9 131.9— Other 0.5 0.5 — —Refunds of previous years’ expenditures 1.1 1.1 0.2 0.2Adjustments of Prior Year’s Payables 1.1 1.1 0.3 0.3at Year EndCanada mining 80.0 80.0 77.9 77.9Quarrying royalties 0.2 0.2 — —Oil and gas royalties 28.6 28.6 14.5 14.5Land, building and machinery rentals — — 0.2 0.2Other non-tax revenues 2.9 2.9 29.5 29.5



($ millions) 2003–04 2004–05 Estimates Revenue Authorities RevenueEconomic and Employment Opportunities for Aboriginal PeopleRefunds of previous years’ expenditures 0.1 0.1 0.1 0.1Access to Capital and Economic DevelopmentRefunds of previous years’ expenditures 0.3 0.3 0.8 0.8Return on investments 0.5 0.5 0.4 0.4Community InfrastructureRefunds of previous years’ expenditures 0.5 0.5 4.7 4.7Return on investments 0.9 0.9 1.2 1.2Northern EconomyRefunds of previous years’ expenditures — — 0.4 0.4Office of the Federal InterlocutorRefunds of previous years’ expenditures — — 0.4 0.4Departmental Management and AdministrationRefunds of previous years’ expenditures — — 5.3 5.3Miscellaneous revenues — — 0.7 0.7Total 212.6 338.2 212.4 212.4 299.7 299.7Canadian Polar CommissionN/A — — — — — —Indian Specific Claims CommissionN/A — — — — — —



Table 7: User Fees Act


2005

–06

Pla

nnin

g Ye

ars

Fee-

Dat

eFo

reca

stA

ctua

lFo

reca

stE

stim

ated

sett

ing

Last

Rev

enue

Rev

enue

Full

Cos

tPe

rfor

man

ceFi

scal

Rev

enue

Full

Cos

tU

ser

Fee

Fee

Type

Aut

hori

tyM

odifi

ed($

000)

($00

0)($

000)

Perf

orm

ance

Sta

ndar

dR

esul

tsYe

ar($

000)

($00

0)

Fees

cha

rged

App

licat

ion

ATIA

s.

1992

1,44

01,

440

Resp

onse

pro

vide

d w

ithin

On-

time

2006

–07

1,50

0fo

r th

e fe

e11

(1)(

a)30

day

s fo

llow

ing

rece

ipt

resp

onse

s20

06–0

73,

300

1,40

0pr

oces

sing

of

req

uest

;the

res

pons

e pr

ovid

ed in

of r

eque

sts

Sear

chAT

IA s

.19

923,

613

3,61

31,

102

time

may

be

exte

nded

90%

of

2007

–08

1,50

0fil

ed u

nder

an

d11

(1)(

b)pu

rsua

nt to

sec

tion

9 of

requ

ests

2007

–08

3,00

01,

500

the

Acce

ss to

re

prod

uctio

nth

e AT

IA.N

otic

e of

com

plet

edIn

form

atio

nfe

esex

tens

ion

to b

e se

nt w

ithin

duri

ng

2008

–09

1,50

0Ac

t(AT

IA)

30 d

ays

afte

r re

ceip

t of r

eque

st.

fisca

l yea

r 20

08–0

92,

700

2,00

0Th

e Ac

cess

to In

form

atio

n Ac

t20

05–0

6.pr

ovid

es fu

ller

deta

ils:

http

://la

ws.

just

ice.

gc.c

a/en

/A

-1/2

1807

2.ht

ml.

Tota

l5,

053

5,05

31,

102

2006

–07

4,80

01,

400

2007

–08

4,50

01,

500

2008

–09

4,20

02,

000

Dat

e La

st M

odifi

ed:N

ot a

pplic

able

Polic

y on

Ser

vice

Sta

ndar

ds fo

r E

xter

nal F

ees

Ext

erna

l Fee

Serv

ice

Stan

dard

Perf

orm

ance

Res

ult

Stak

ehol

der

Con

sult

atio

nFe

es c

harg

ed fo

r th

eRe

spon

se p

rovi

ded

with

in 3

0 da

ys fo

llow

ing

rece

ipt o

f req

uest

;O

n-tim

e re

spon

ses

The

serv

ice

stan

dard

is e

stab

lishe

d by

the

Acce

sspr

oces

sing

of r

eque

sts

the

resp

onse

tim

e m

ay b

e ex

tend

ed p

ursu

ant t

o se

ctio

n 9

ofpr

ovid

ed in

90%

of

to In

form

atio

n Ac

tand

the

Acc

ess

to In

form

atio

nfil

ed u

nder

the

Acce

ssth

e AT

IA.

Not

ice

of e

xten

sion

to b

e se

nt w

ithin

30

days

afte

rre

ques

ts c

ompl

eted

Regu

latio

ns.C

onsu

ltatio

ns w

ith s

take

hold

ers

wer

eto

Info

rmat

ion

Act

rece

ipt o

f req

uest

.du

ring

fisc

al y

ear

unde

rtak

en b

y th

e D

epar

tmen

t of J

ustic

e an

d th

e(A

TIA

)Th

eAc

cess

to In

form

atio

n Ac

tpro

vide

s fu

ller

deta

ils:

2005

–06.

Trea

sury

Boa

rd S

ecre

tari

at fo

r am

endm

ents

don

eht

tp://

law

s.ju

stic

e.gc

.ca/

en/A

-1/2

1807

2.ht

ml.

in 1

986

and

1992

.

Oth

er In

form

atio

nA

lthou

gh th

e ap

plic

atio

n fe

e is

sta

ble

from

one

fisc

al y

ear

to a

noth

er,s

earc

h fe

es a

nd p

repa

ratio

n fe

es a

s w

ell a

s ph

otoc

opy

fees

hav

e de

clin

ed c

onst

antly

in th

e la

st fi

veye

ars.

As

requ

este

rs b

ecom

e m

ore

fam

iliar

with

the

ATIA

,the

y ar

e re

-sco

ping

thei

r re

ques

ts to

avo

id s

earc

h an

d pr

epar

atio

n fe

es.A

lso,

phot

ocop

y fe

es h

ave

gone

dow

nbe

caus

e so

me

requ

este

rs (a

ppro

xim

atel

y 10

per

cent

in 2

005–

06) n

ow w

ant t

heir

res

pons

e on

com

pact

dis

cs.

http://laws.justice.gc.ca/en/A-1/218072.html

http://laws.justice.gc.ca/en/A-1/218072.html

Table 7: User Fees Act (continued)


2005

–06

Plan

ning

Yea

rsFe

e-D

ate

Fore

cast

Act

ual

Fore

cast

Esti

mat

edse

ttin

gLa

stR

even

ueR

even

ueFu

ll C

ost

Perf

orm

ance

Fisc

alR

even

ueFu

ll C

ost

Use

r Fe

eFe

e Ty

peA

utho

rity

Mod

ified

($00

0)($

000)

($00

0)Pe

rfor

man

ce S

tand

ard

Res

ults

Year

($00

0)($

000)

Can

ada

Regu

lato

ryTe

rrito

rial

See

5,24

15,

445

Not

e 1

Cur

rent

ser

vice

sta

ndar

dsA

ll ap

plic

atio

ns20

06–0

75,

500

Not

e 1

Min

ing

Land

s Act

Sect

ion

B:ar

e se

t in

exist

ing

legi

slatio

npr

oces

sed

with

in20

07–0

85,

500

Prop

osed

and

regu

latio

n:C

MR2

set t

ime

lines

.20

08–0

95,

500

amen

dmen

ts1

CM

R —

am

endm

ents

3

Terr

itoria

lRe

gula

tory

Terr

itoria

l 19

9636

723

0N

ote

1C

urre

nt s

ervi

ce s

tand

ards

All

perm

its w

ere

2006

–07

230

Not

e 1

Land

Use

Land

s Act

are

set i

n ex

istin

g le

gisla

tion

issue

d w

ithin

the

2007

–08

230

Mac

kenz

iean

d re

gula

tion.

regu

late

d tim

e 20

08–0

923

0Va

lley R

esou

rce

fram

e.M

anag

emen

tAc

t

Terr

itoria

lRe

gula

tory

Terr

itoria

l19

961,

732

931

Not

e 1

Perf

orm

ance

sta

ndar

ds v

ary

All l

ease

and

lette

r20

06–0

793

0N

ote

1La

nds

Land

s Act

depe

ndin

g on

rese

arch

,pa

tent

wer

e iss

ued

2007

–08

930

nego

tiatio

ns a

nd e

nviro

nmen

tal

once

all

pre-

2008

–09

930

asse

ssm

ent d

ecisi

ons

and

are

cond

ition

s w

ere

shar

ed w

ith c

lient

s th

roug

hout

m

et (e

.g.e

nviro

n-th

e pr

oces

s.m

enta

l ass

essm

ent

deci

sions

,leas

ene

goci

atio

ns).

Fron

tier

Regu

lato

ryTe

rrito

rial

1988

2688

Not

e 1

Stan

dard

requ

ests

to b

e pr

o-A

ll st

anda

rd

2006

–07

88N

ote

1La

nds

Land

s Act

cess

ed w

ithin

10

wor

king

day

s.re

ques

ts w

ere

2007

–08

88Re

gist

ratio

nCa

nada

Re

ques

ts th

at re

quire

add

ition

alpr

oces

sed

2008

–09

88Pe

troleu

m

rese

arch

take

add

ition

al ti

me

tow

ithin

the

Reso

urce

pr

oces

s (r

eque

stor

is a

dvise

d of

esta

blish

edAc

tth

e de

lay a

t the

tim

e th

e re

ques

t tim

elin

e.is

mad

e)A

num

ber

of

requ

est

nece

ssita

ted

furt

her

rese

arch

w

hich

resu

lted

in a

dditi

onal

pr

oces

sing

time.

1,3

http

://w

ww

.ain

c-in

ac.g

c.ca

/ps/

nap/

min

_e.h

tml

2ht

tp://

laws.j

ustic

e.gc

.ca/

en/t-

7/c.

r.c.-c

.151

6/18

2141

.htm

l

http://www.ainc-inac.gc.ca/ps/nap/min_e.html

http://laws.justice.gc.ca/en/t-7/c.r.c.-c.1516/182141.html



2005

–06

Plan

ning

Yea

rsFe

e-D

ate

Fore

cast

Act

ual

Fore

cast

Esti

mat

edse

ttin

gLa

stR

even

ueR

even

ueFu

ll C

ost

Perf

orm

ance

Fisc

alR

even

ueFu

ll C

ost

Use

r Fe

eFe

e Ty

peA

utho

rity

Mod

ified

($00

0)($

000)

($00

0)Pe

rfor

man

ce S

tand

ard

Res

ults

Year

($00

0)($

000)

Terr

itoria

lRe

gula

tory

Terr

itoria

l 20

030

0N

ote

1Th

e iss

uanc

e of

a q

uarr

ying

perm

itPe

rmits

are

20

06–0

70

Not

e 1

Qua

rryi

ngLa

nds A

ctle

ads t

o th

e gr

antin

g of

a L

and

Use

issue

d on

ce20

07–0

80

Mac

kenz

iePe

rmit.

As

such

,the

re is

no

time

pre-

cond

ition

s20

08–0

90

Valle

y lin

e se

t in

regu

latio

ns to

pro

cess

/ar

e m

et.

Land

Use

iss

ue/r

ejec

t a q

uarr

ying

per

mit

Regu

latio

nsap

plic

atio

n.

Terr

itoria

lRe

gula

tory

Nor

thwe

st

1992

010

Not

e 1

Perf

orm

ance

sta

ndar

ds v

ary

All

perm

its a

nd20

06–0

710

Not

e 1

Wat

erTe

rrito

ries

depe

ndin

g on

rese

arch

,le

tter

pat

ent

2007

–08

10W

ater

s Act

nego

tiatio

ns a

nd e

nviro

nmen

tal

wer

e iss

ued

2008

–09

10N

unav

ut

2002

asse

ssm

ent d

ecisi

ons

and

are

once

all

pre-

Wat

ers a

nd

shar

ed w

ith c

lient

s th

roug

hout

co

nditi

ons

Nun

avut

th

e pr

oces

s.w

ere

met

.Su

rface

Ri

ghts

Tr

ibun

al A

ctM

acke

nzie

2003

Valle

y Re

sour

ce

Man

agem

ent

Act

Terr

itoria

lRe

gula

tory

Terr

itoria

l 20

030

0N

ote

1Ex

plor

atio

n pe

rmits

are

issu

edPe

rmits

are

issu

ed20

06–0

70

Not

e 1

Coa

lLa

nds A

cton

ce c

onsu

ltatio

ns a

re

upon

com

plet

ion

2007

–08

0co

mpl

ete.

of c

onsu

ltatio

ns.

2008

–09

0

Dat

e La

st M

odifi

edTh

e C

anad

a M

inin

g Re

gula

tions

(CM

R) a

re c

urre

ntly

in th

e pr

oces

s of

mod

erni

zatio

n.Th

e ro

yalty

sec

tions

of t

he C

MR

wer

e am

ende

d in

199

9,bu

t the

rem

aind

er o

f the

regu

la-

tions

wer

e le

ft as

they

wer

e w

ritte

n in

197

7.Th

e m

etric

sys

tem

is b

eing

intr

oduc

ed in

this

roun

d of

am

endm

ents

,the

reby

cha

ngin

g th

e fe

e sc

hedu

le to

refle

ct th

e am

ount

sre

quire

d by

hec

tare

s in

stea

d of

acr

es.T

he m

inin

g in

dust

ry a

nd o

ther

sta

keho

lder

s w

ere

cons

ulte

d by

var

ious

met

hods

of c

onsu

ltatio

n an

d no

com

plai

nts

abou

t the

cha

nges

wer

esu

bmitt

ed.O

ne n

ew fe

e is

bein

g ad

ded

to d

iscou

rage

nui

sanc

e pr

otes

ts a

gain

st a

cla

im.

Not

e 1:

The

fee

or se

rvice

trigg

ers a

serie

s of a

ctivi

ties r

elate

d to

land

and

reso

urce

man

agem

ent a

nd th

e pr

otec

tion

of th

e en

viron

men

t,al

l of w

hich

are

con

trolle

d by

the

natu

re a

nd sc

ope

ofth

e re

sour

ce d

evelo

pmen

t pro

jects

,e.g.

min

e de

velo

pmen

t.



Polic

y on

Ser

vice

Sta

ndar

ds fo

r E

xter

nal F

ees

Ext

erna

l Fee

Serv

ice

Stan

dard

Perf

orm

ance

Res

ult

Stak

ehol

der

Con

sult

atio

nC

anad

a M

inin

gC

urre

nt s

ervi

ce s

tand

ards

are

set

in

All

appl

icat

ions

pro

cess

ed w

ithin

The

Can

ada

Min

ing

Regu

latio

ns (C

MR)

are

cur

rent

ly in

the

proc

ess

ofex

istin

g le

gisla

tion

and

regu

latio

n:C

MR

set t

ime

lines

.m

oder

niza

tion.

The

roya

lty s

ectio

ns o

f the

CM

R w

ere

amen

ded

in

CM

R —

am

endm

ents

1999

,but

the

rem

aind

er o

f the

regu

latio

ns w

ere

left

as th

ey w

ere

writ

-te

n in

197

7.Th

e m

etric

sys

tem

is b

eing

intr

oduc

ed in

this

roun

d of

amen

dmen

ts,t

here

by c

hang

ing

the

fee

sche

dule

to re

flect

the

amou

nts

requ

ired

by h

ecta

res

inst

ead

of a

cres

.The

min

ing

indu

stry

and

oth

erst

akeh

olde

rs w

ere

cons

ulte

d by

var

ious

met

hods

of c

onsu

ltatio

n an

dno

com

plai

nts

abou

t the

cha

nges

wer

e su

bmitt

ed.O

ne n

ew fe

e is

bein

gad

ded

to d

iscou

rage

nui

sanc

e pr

otes

ts a

gain

st a

cla

im.

Terr

itoria

lC

urre

nt s

ervi

ce s

tand

ards

are

set

in

All

perm

its w

ere

issue

d w

ithin

Stak

ehol

der

cons

ulta

tion

varie

s.It

is do

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Table 8: Details on Transfer Payments Programs

INAC has five transfer payments programs:Payments for First Nations, Inuit and Northerners — The GovernmentPayments for First Nations, Inuit and Northerners — The PeoplePayments for First Nations, Inuit and Northerners — The LandPayments for First Nations, Inuit and Northerners — The EconomyPayments for Métis, Non-Status Indians and urban Aboriginal Canadians — The Office of the FederalInterlocutor

Supplementary information on Transfer Payment Programs can be found at http://www.tbs-sct.gc.ca/est-pre/estime.asp.

Table 9: Horizontal Initiatives

INAC is the lead department for the following four horizontal initiatives:Labrador Innu Comprehensive Healing Strategy (LICHS)Urban Aboriginal StrategyFirst Nations Water Management StrategyInternational Polar Year

INAC is a partner in the following horizontal initiatives:Infrastructure Canada Program (2005–06)Youth Employment Strategy (ongoing)National Child Benefit (ongoing)Climate Change (2005–06 and 2006–07)Federal Contaminated Sites Accelerated Action Plan (2005–06 to 2007–08)

Supplementary information on horizontal initiatives can be found at http://www.tbs-sct.gc.ca/rma/eppi-ibdrp/hrdb-rhbd/profil_e.asp.

Table 10: Financial Statements of Departments and Agencies

Indian and Northern Affairs CanadaFinancial Statements for Indian and Northern Affairs Canada for the fiscal year ended March 31, 2006, areincluded in the annual report, available at http://www.ainc-inac.gc.ca/pr/fnst/index_e.html.

Canadian Polar CommissionFinancial Statements for the Canadian Polar Commission for the fiscal year ended March 31, 2006, areincluded in the annual report, available at http://www.polarcom.gc.ca.



http://www.tbs-sct.gc.ca/rma/eppi-ibdrp/hrdb-rhbd/profil_e.asp

http://www.ainc-inac.gc.ca/pr/fnst/index_e.html

http://www.polarcom.gc.ca

Table 11: Response to Parliamentary Committees,Audits and Evaluations for Fiscal Year 2005–06

Response to Parliamentary Committees — House of Commons Standing Committee onPublic AccountsReport 17 — Chapter 5, Indian and Northern Affairs Canada — Education Program and Post-SecondaryStudent Support of the November 2004 Report of the Auditor General was adopted by the Committee onJune 8, 2005, and presented to the House on June 16, 2005.The department provided an updated EducationAction Plan in its response, presented to the House on October 7, 2005.

http://cmte.parl.gc.ca/cmte/CommitteePublication.aspx?COM=8989&Lang=1&SourceId=121056

Response to the Auditor General including to the Commissioner of the Environment andSustainable Development (CESD)

Office of the Auditor General (OAG)April 2005 — Chapter 6 — Development of Non-Renewable Resources in the Northwest TerritoriesThe report made ten recommendations concerning guidance on the provision of key terms in the legislation,establishment of regulations for water, establishment of an effective process to ensure that boards haveappropriate resources, holding boards accountable for managing the process, reporting and developing aclear understanding of the accountability relationship, and the establishment of effective working relationshipswith boards.

The department responded by indicating that it will work with boards to develop guidelines to clarify keyterms and develop water standards in accordance with the needs of the communities. It has already met witha number of boards to discuss best practices and training needs for board members, and has developed aprocess for ongoing dialogue to resolve issues. It currently requires that boards provide information on financialperformance in annual reports, including how the boards manage their responsibilities.This information willbe linked to the development of strategic plans with the intent of strengthening the annual reporting process.

The department will hold bilateral discussions on roles and responsibilities with the boards; prepare anaction/work plan to address the report’s recommendations more fully; and request that boards increase andregularize their consultation with government on key issues. It utilizes the NWT Board Forum as a vehicle forongoing consultation purposes.

http://www.oag-bvg.gc.ca/domino/reports.nsf/html/20050406ce.html

November 2005 — Chapter 7 — Meeting Treaty Land Entitlement ObligationsThe report made eight recommendations concerning converting land to reserve status, the department’smanagement of the process, and monitoring and reporting of results to Parliament.

The department’s response indicated that the Minister was committed to honouring lawful obligations toFirst Nations and resolving outstanding grievances to the benefit of all Canadians.The department is alsocommitted to ongoing improvements in meeting its obligations associated with Treaty land settlement agree-ments and will ensure that appropriate funding is available while it continues to seek the co-operation ofother parties, including municipal and other government departments that have third-party interests.


Annual Monitoring Exercise of the Auditor General of Canada (follow-up Audit 2005)As part of the annual monitoring exercise of progress made in implementing recommendations in relationto past audits, the OAG publishes its findings in its annual Departmental Performance Report (DPR). INACprovided updated information regarding the actions being taken on OAG reports from April 2000 toNovember 2003 as follows:

• April 2000 (OAG) Chapter 4 — Elementary and Secondary Education (seven recommendations)• December 2002 (OAG) Chapter 11 — Other Audit Observations — Food Mail Program

(one recommendation)• 2002 (CESD) Chapter 3 — Abandoned Mines in the North (seven recommendations)


http://cmte.parl.gc.ca/cmte/CommitteePublication.aspx?COM=8989&Lang=1&SourceId=121056



• April 2003 (OAG) Chapter 6 — Federal Government Support to First Nations — Housing on Reserves(10 recommendations)

• November 2003 (OAG) Chapter 8 — Transferring Federal Responsibilities to the North (six recom-mendations) and

• November 2003 (OAG) Chapter 10 — Other Audit Observations (three recommendations).

The OAG’s 2006 Status Report, Chapter 5 — Management of Programs for First Nations was also presentedto the Public Accounts Committee in 2006. INAC will report on its response in the 2006–07 DPR.

http://www.tbs-sct.gc.ca/rma/dpr1/04-05/OAG-BVG/OAG-BVGd45_e.asp

Annual audit of financial statements of the Government of Canada for the year ended 31 March 2006 (conducted by the Auditor General of Canada every fall).INAC is included in the report as part of the overall report. In the conclusions of the Auditor General ofCanada there were no criticisms or “matters of concern”.The Committee of Public Accounts commended thegovernment for this achievement.

http://cmte.parl.gc.ca/cmte/CommitteeList.aspx?Lang=1&PARLSES=391&JNT=0&SELID=e8_&COM=0#10466

CESD, 2005 ReportChapter 5 — Drinking Water in First Nations CommunitiesThe CESD audited INAC and Health Canada, which provide funding and support to assist First Nations inmaking available to their communities access to drinking water comparable with that of other Canadiansliving in communities of a similar size and location.

There are no laws and regulations governing the provision of drinking water in First Nations communities,unlike other communities; therefore, there is no assurance of access to safe drinking water in First Nationscommunities.Although access to drinking water has improved, the design, construction, operation and mainte-nance of many water systems is still deficient due to inadequate water management practices and inconsistenttechnical support from the government.

Response to the CESD: INAC, together with Health Canada and in consultation with First Nations, willexplore the options and feasibility of a regulatory regime for safe drinking water on reserves.Also, it willensure compliance with drinking water quality standards and strengthen drinking water management prac-tices consistent with provincial regulatory requirements and verify that all codes and standards have beencomplied with by April 2006.

http://www.oag-bvg.gc.ca/domino/reports.nsf/html/c20050905ce.html

Chapter 6 — Green ProcurementThe CESD examined government-wide direction and support for green procurement: since the federal govern-ment spends $13 billion a year for procurement of goods and services, it can achieve substantial environmentalbenefits from green procurement.

After ten years, the government still does not have a green procurement policy and strategy in place. Greenprocurement is not a high priority for procurement staff.This issue was not reflected in the government-widereview of procurement, nor was it covered as part of Sustainable Development Strategies developed bydepartments. PWGSC has not actively promoted green procurement. INAC does not currently have a com-prehensive plan for green procurement.

Response to the CESD: INAC will work closely with PWGSC to advance green procurement.



http://www.tbs-sct.gc.ca/rma/dpr1/04-05/OAG-BVG/OAG-BVGd45_e.asp

http://cmte.parl.gc.ca/cmte/CommitteeList.aspx?Lang=1&PARLSES=391&JNT=0&SELID=e8_&COM=0#10466



Chapter 7 — Sustainable Development StrategiesThe CESD examined government-wide direction on preparing 2004 Sustainable Development Strategies(SDS) and how well they met the government-endorsed Commissioner’s March 2003 report on SustainableDevelopment Strategies — Making a Difference.

The committee of deputy ministers responsible for overseeing SDS had not agreed on priorities for the2004 strategies.Therefore, departments had no direction on how to co-ordinate their strategies.There are noefforts to direct the next SDS, due in December 2006, and the committee has ceased its activities. However,there was an improvement in quality of SDS in 2004 over 2001. Departments, including INAC, have madesome progress in meeting SDS commitments, and INAC has made some progress in developing a comprehen-sive federal community-planning strategy for First Nations.

Response to the CESD: INAC will work closely with the Privy Council Office and the Ad Hoc CabinetCommittee established by the government to implement the recommendations made by the CESD.


Chapter 8 — Environmental PetitionsThe CESD examined the environmental petition process, which allows Canadians to formally present theirconcerns about environmental issues to federal ministers and obtain a response.The audit examined thetimeliness and adequacy of departments’ responses to petitions.

INAC responded to the five petitions received in 2005.The Commissioner was pleased to note that INAChas responded to all petitions on time. In 2004, the Commissioner had reported that INAC was not meetingthe deadlines.The department has since responded to all outstanding petitions and set in place an internalprotocol for ensuring timely response to petitions.

Response to the CESD: None


External Audits (Note:These refer to other external audits conducted by the Public ServiceCommission of Canada or the Office of the Commissioner of Official Languages.)In 2005–06, no external audits were conducted by the Public Service Commission of Canada or the Office ofthe Commissioner of Official Languages.

Internal Audits and EvaluationsInternal AuditsAudit of the Security Program — October 2005http://www.ainc-inac.gc.ca/pr/pub/ae/au/02-07/02-07_e.html

Audit of Post-Secondary Student Support Program — June 2005http://www.ainc-inac.gc.ca/pr/pub/ae/au/01-15/01-15_e.html

EvaluationsLabrador Innu Comprehensive Healing Strategy Interim Evaluation — March 2006http://www.ainc-inac.gc.ca/pr/pub/ae/ev/01-28/01-28_e.html

Evaluation of the Alternative Funding Arrangement (AFA) and Flexible Transfer Payment (FTP) FundingAuthorities — December 2005http://www.ainc-inac.gc.ca/pr/pub/ae/ev/01-21/01-21_e.html

Evaluation of INAC’s Proposal-Driven Economic Development Programs — December 2005http://www.ainc-inac.gc.ca/pr/pub/ae/ev/02-02/02-02_e.html

Evaluation of the Post-Secondary Education Program — June 2005http://www.ainc-inac.gc.ca/pr/pub/ae/ev/01-29/01-29_e.html

Evaluation of Band-Operated and Federal Schools — June 2005http://www.ainc-inac.gc.ca/pr/pub/ae/ev/03-03/03-03_e.html




http://www.ainc-inac.gc.ca/pr/pub/ae/au/02-07/02-07_e.html

http://www.ainc-inac.gc.ca/pr/pub/ae/au/01-15/01-15_e.html

http://www.ainc-inac.gc.ca/pr/pub/ae/ev/01-28/01-28_e.html





Evaluation of the Cultural/Education Centres Program — June 2005http://www.ainc-inac.gc.ca/pr/pub/ae/ev/03-01/03-01_e.html

Evaluation (Interim) of Treaty Related Measures — November 2005http://www.ainc-inac.gc.ca/pr/pub/ae/ev/02-22/02-22_e.html

Evaluation of Family Violence Prevention for First Nations — June 2005http://www.ainc-inac.gc.ca/pr/pub/ae/ev/01-26/01-26_e.html

Table 12: Sustainable Development Strategy (SDS) Implementation and Progress

Sustainable Development Strategies, prepared by federal departments and agencies under the 1995 amend-ments to the Auditor General Act, are a key element of the Government of Canada’s approach to sustainabledevelopment.They provide a tool for departments to systematically consider the implementation of sustain-able development into their policies, programs, legislation and operation. INAC’s third SDS highlights initia-tives the department has undertaken from 2004–06 that demonstrate a clear commitment to support FirstNations, Inuit and Northerners in achieving sustainable communities and promoting a culture of sustainabilitywithin INAC.

Implementing and reporting on INAC’s third SDS commitments and beginning SDS 2007–10 were the focus ofmost SDS-related activities in 2005–06.

The department completed its second progress report of SDS 2004–06 in January 2006. Key findings identi-fied timeliness and quality of reporting as problematic: specifically, there were too many commitments, manyof which were difficult to measure in terms of progress and concrete results. Moreover, the tracking andreporting system for SDS 2004–06, while a step forward, was not user friendly or clearly linked to depart-mental planning and reporting processes.

Despite these challenges, the report identified some successes in achieving sustainable development throughits programs and operations, particularly in efforts to promote horizontal, collaborative and integratedapproaches to complex issues facing Aboriginal and northern communities.

Strengthening Linkages with Other Departments and Aboriginal OrganizationsThe First Nations of Quebec and Labrador Sustainable Development Institute (FNQLSDI) and INAC’sQuebec region established a co-operative framework to implement joint projects to promote sustainabledevelopment at the community and national level.

In British Columbia, First Nations and INAC developed a joint dialogue process (the Joint Forum) to developpolicies, programs and improvement to service delivery that will better support sustainable First Nationscommunity development.The Joint Forum works closely with approximately nine technical committees toaddress issues and recommendations raised at the events.The results of these dialogues are evident inimproved working relationships; changes at the community level in the areas of capital, social, housing andeconomic development; and improved service delivery in the British Columbia region.

Comprehensive Community PlanningComprehensive community planning (CCP) addresses the following key planning areas, all of which are inter-related and interdependent: governance, land and resources, health, infrastructure development, culture, socialissues and the economy. Consideration of key planning areas through one unified process is a holisticapproach that can lead to sustainable development.

Pilot projects were undertaken in INAC’s Atlantic, Quebec and British Columbia Regional Offices to supportFirst Nations in developing and implementing CCPs. Best practices obtained from the pilot projects and otherregional initiatives will be used to develop a national CCP strategy as part of SDS 2007–10.






As part of the strategy renewal process, consultations were carried out with departmental regions and sec-tors, as well as with representatives from Aboriginal communities and organizations, to identify sustainabilitygoals for SDS 2007–10.The results were a commitment to focus on targets that will have a long-term impactat the community level, as well as on departmental structure, policy and direction.A framework was devel-oped, along with specific areas of focus for the next three-year period.

Table 13: Procurement and Contracting

Role played by procurement and contracting in delivering programsThe procurement and contracting activity supports the delivery of programs within INAC’s headquarters and11 regional offices. In addition to enabling all departmental personnel to acquire the office furniture, furnish-ings, desktop computers, stationery, supplies and equipment they need, this activity allows INAC to obtainprofessional and consulting services from the private sector, in pursuit of its responsibilities to First Nations,Inuit and Northerners. It provides a wide range of services, from diamond valuation and mine managementto auditing, program evaluation, specific claims and litigation research, federal negotiators’ services and train-ing support.

Overview of how the department manages its contracting functionsAlthough the departmental contract management process is decentralized, it remains mostly under theresponsibility of the procurement specialists community, save for low-value goods and services purchased bydepartmental employees with acquisition cards (MasterCard and Visa) or by using a Low-Dollar Value (LDV)service contract tool (up to $15,000, including GST/HST).

All departmental Responsibility Centre Managers (RCMs) have been delegated signing authorities of $25,000to award non-competitive service contracts, $400,000 for service contracts following an invitational competi-tive process and $2,000,000 for a service contract resulting from a bid solicitation on the Government ElectronicTendering Service (MERX).The department has a $25,000 delegated authority for the procurement of goods.

Purchase orders, call-ups against Public Works and Government Services Canada (PWGSC) standing offersand requisitions to PWGSC are handled by dedicated procurement specialists.

Service contracts of less than $25,000 are prepared by RCMs for issuance by procurement specialists atheadquarters or in the regions.All competitive and non-competitive service contracts in excess of $25,000are managed exclusively by procurement specialists at headquarters and in the regions.

RCMs can use acquisition cards to buy goods up to $5,000; for purchases over $5,000, a requisition isprocessed by departmental procurement specialists.

INAC issued 4,086 goods and services contracts in 2005–06, worth $283.2 million, not including acquisitioncard transactions worth $15.6 million.

Progress and new initiatives enabling effective and efficient procurement practices• Conducted 38,045 acquisition card (MasterCard and Visa) transactions at a value of nearly $15.6 million,

having increased the number of cards issued from 747 in 2004–05 to 836 in 2005–06.• Issued approximately 6,400 procurements, with a potential value of nearly $28.2 million, to Aboriginal

suppliers.• Prepared an Action Plan in response to an Internal Audit on Contracting and Purchasing.• Implemented proactive disclosure of all contracts of $10,000 or more on the departmental web site.• Changed to a new version of the department’s Oracle-based Enterprise Financial and Materiel Management

System effective April 1, 2005.• Served as members on the Treasury Board Advisory Committee on Contracts, the PWGSC Client Advisory

Board on the Way Forward, various Way Forward commodity teams and councils, the Treasury BoardProfessional Development Advisory Committee and the Material Management Institute Executive Committee.

Table 14: Service Improvement

The department is continuously seeking improvements in the way that transactions with its clients are con-ducted. Key service improvement initiatives launched or ongoing are summarized below.

Client Service Satisfaction SurveyA Service Improvement Strategy, which respects and recognizes the highly devolved nature of service deliveryin the department, is under development.As part of this Strategy, a Client Service Satisfaction Survey hasbeen designed based on the Common Measurement Tool.The Survey was developed with input from OntarioFirst Nations and adjusted for a devolved service delivery environment.The Survey has been launched in theOntario Region as a pilot; improvements will be made based on results received before senior managementapproval is sought for national deployment in 2005–06.

Supporting Front-Line OperationsThe Supporting Front-Line Operations (SFLO) Initiative, which was launched in 1999 to improve the servicedelivery capacity of front-line staff, continues to be the channel through which practical tools and support areprovided to front-line INAC employees. Examples of tools provided in the past year include communicationpackages (Questions and Answers) on important issues, Funding Services Officer Desk Book on a miniCD ROM, and a condensed guide to INAC regional programs and services. In addition to providing thesetools, a partnership was also formed between SFLO and other departmental human resources developmentinitiatives (e.g., Bridging the Gap, Learning and Leadership Support Team) to better coordinate training anddevelopment requirements.This partnership will result in an integrated and streamlined approach to build andstrengthen the department’s capacity for service improvement.

Table 15:Travel Policies

Comparison to the TBS Special Travel AuthoritiesIndian and Northern Affairs Canada follows the TBS Special Travel AuthoritiesThe Canadian Polar Commission follows the TBS Special Travel AuthoritiesThe Indian Specific Claims Commission follows the TBS Special Travel Authorities

Comparison to the TBS Travel Directive, Rates and AllowancesIndian and Northern Affairs Canada follows the TBS Travel Directive, Rates and AllowancesThe Canadian Polar Commission follows the TBS Travel Directive, Rates and AllowancesThe Indian Specific Claims Commission follows the TBS Travel Directive, Rates and Allowances

Table 16: Storage Tanks

Status of Fuel Storage Tanks on land owned by Indian and Northern Affairs Canada

Annual Report for April 30, 2006As required under the CEPA, Part IV, Registration of Storage Tank Systems for Petroleum Products and AlliedPetroleum Products on Federal Lands Regulations, this report provides the information set out in Schedule II ofthe aforementioned regulation, updated to December 31, 2005.

The following number of aboveground storage tank systems:Are registered with Indian and Northern Affairs Canada: 2,053;Comply with the Federal Aboveground Storage Tank Technical Guidelines: 130;Do not comply with the Federal Aboveground Storage Tank Technical Guidelines: 1,923.

The following number of underground storage tank systems:Are registered with Indian and Northern Affairs Canada: 644;Comply with the Federal Underground Storage Tank Technical Guidelines: 16.


DEPARTMENTALMANAGEMENT ANDADMINISTRATION

Providing strategic departmental management

The benefits to First Nations, Inuit, Métis,Northerners and other Canadians are well-informed policy development and effective, effi-cient and consistent program delivery thatsupports the government’s Aboriginal agenda.

What Is Departmental Management andAdministration?

Departmental Management and Administration under-pins all Strategic Outcomes and program activities by pro-viding essential services and strategic direction that sup-port the ongoing operation of the department. It entailsbuilding and sustaining a value- and results-based cul-ture of management excellence that supports INAC inachieving its mandate and strategic objectives; strength-ens its capacity and its decision making, planning,operational and reporting processes; fosters the develop-ment of priorities in collaboration with First Nations,Inuit, Métis and Northerners; and encourages a betterunderstanding of First Nations, Inuit, Métis and north-ern issues in Canadian society and internationally.1

Highlights of results for Departmental Managementand Administration are listed below (seehttp://www.ainc-inac.gc.ca/pr/est/dpr05-06/dma_e.html for more details):

Regional and Program Operations

INAC is working more closely with partners toidentify and define priorities, together with FirstNations, Métis, Inuit and Northerners. Overthe past year, the department established a num-ber of fora and mechanisms to set strategic direc-tion through dialogue with First Nations,Aboriginal organizations, boards establishedthrough land claims and/or legislation, and othergovernment departments.

Regions “south of 60” have established or are inthe process of establishing priority-setting sessionswith First Nations. The British Columbia regionheld three joint planning and policy develop-ment fora (on Accountability for Results,Economic Opportunities and SustainableHousing) in 2005–06. Manitoba, Saskatchewan,Alberta, Ontario, Quebec and the Atlantic regionalso conduct joint planning or priority-settingsessions. In the North, the focus on joint actionhas resulted in the Northwest Territories BoardForum, which works with partners in the resourcemanagement system to share information, iden-tify common priorities and undertake collabora-tive action.

In addition to work in regions, the departmentalso continues to work with provinces, territoriesand Aboriginal leadership in multilateral fora toimprove the quality of life for Aboriginal people.The result is strengthened relationships, greaterinformation sharing, processes that facilitateongoing collaboration, and strategic directionand policy development set through dialogueand joint agenda development.

INAC works with other federal departments,provincial/territorial governments and Aboriginalorganizations to identify and advance interna-tional human rights and environment and tradematters that have implications for Aboriginalpeoples in Canada. INAC has worked with bothglobal and local partners to develop policygrounded in research of indigenous issues andinterests, such as the World Intellectual PropertyOrganization, the United Nations PermanentForum on Indigenous Issues and the WorkingGroup on Indigenous Populations.

Implementation of the Public Service EmploymentAct (PSEA) and Public Service Modernization Act(PSMA) at INAC throughout 2005–06 is oneway to ensure that INAC’s staffing and humanresources management processes support thedepartment’s strategic plans and priorities. INAC

Section IV ■ Other Items of Interest 71

SSeeccttiioonn IIVV ■ Other Items of Interest

1Departmental Management and Administration aligns its structure with INAC’s Program Activity Architecture. Three areasare identified; Regional Program and Operations, Litigation Management — Management, Resolution and Prevention andLitigation Management — Settlements.

http://www.ainc-inac.gc.ca/pr/est/dpr05-06/dma_e.html

employees and management trained in the PSEAand PSMA are better situated to meet key currentand future operational requirements. MandatoryStaffing Delegation training for all managers andexecutives is another element of modernizingINAC’s public service; this has contributed tohigh-quality people management and helps toensure the right people are in place to provideservice to Canadians.

INAC’s emphasis on build-ing a diverse and representa-tive workforce has beensuccessful, with represen-tation rates for the advance-ment and retention ofAboriginal people and otherdesignated groups increasingor remaining constant rela-tive to labour market avail-ability. In addition, thedepartment modernized itsHuman Resources (HR)reporting and monitoringframeworks, and developedan ongoing comprehensiveHR “dashboard” of demo-graphic and statistical infor-mation that is shared acrossthe department and supports managers in regionsand sectors in their HR and business planning.This work, in combination with modifications toemployment performance management, con-tributes to a diverse workplace environmentcommitted to improvement and learning.

INAC’s work in the area of InformationManagement and Information Technology(IM&IT) over 2005–06 has developed a processto streamline data collection, improved co-ordination of financial and non-financial data,and stronger IM&IT planning in all sectors. AnAction Plan for Reducing Data Reporting Burdenwas also developed, and a Data CollectionInstrument Registry was implemented as theauthoritative source of approved data collectioninstruments and related documentation. Theseinitiatives are in place to reduce partners’ report-ing burden and support strategic managementof information and technology.

Management of information is linked to strategicmanagement of the department. INAC continuesto make inroads towards a fully integrated cycleof planning, resource allocation, monitoring andadjustment. Initiatives to integrate financial andnon-financial data and the alignment of theChart of Accounts with the Program ActivityArchitecture (PAA) enable the department to

make stronger links betweenthe “planning” and the“doing” of the department.These links between strate-gic and operational plan-ning are supported by thedevelopment of StrategicOutcome, regional businessand operational plans thatdescribe how funds arebeing directed to priorityareas. In doing so, INACi s b e t t e r p o s i t i o n e d t oreport clearly on results toParliament and to Canadians.

The department beganimplementation of the ChiefFinancial Officer modelwith the development of arenewed financial manage-

ment framework. In doing so, the department hascreated an approach that will support greaterconsistency of financial management by regionsand programs, and allow for more strategic andtransparent use of resources.

INAC has undertaken an intersectoral approachto First Nations comprehensive community plan-ning (CCP). This has increased linkages betweenINAC and other government departments regard-ing planning and program delivery, increasedcapacity and awareness around CCP in Aboriginalcommunities, and resulted in partnerships withAboriginal organizations. National and regionalworkshops with First Nations have resulted ingreater interest in CCP projects at the communitylevel across Canada, with a number of CCPprojects undertaken in regions; results of pilotprojects were analysed and lessons learned weredeveloped. To support work in this area, a draftcomprehensive community planning strategy


In March 2006, INAC co-hosted the secondAboriginal Policy Research Conference withthe University of Western Ontario and theNational Association of Friendship Centres.This conference brought together over1,250 Aboriginal and non-Aboriginal delegatesfrom across Canada and around the worldto disseminate, learn, and assess evidence-based research in order to advance policydevelopment related to Indigenous peoples.Most notably, the United Nations’ Secretariatof the Permanent Forum on IndigenousIssues and INAC organized a workshopon indigenous-specific indicators relatedto the United Nations eight MillenniumDevelopment Goals.For more information about the workshopreport and submitted papers, please visithttp://www.un.org/esa/socdev/unpfii/en/workshops.html.

http://www.un.org/esa/socdev/unpfii/en/workshops.html

Section IV ■ Other Items of Interest 73

was developed in collaboration with key stake-holders for First Nations to realize long-termplans for sustainable communities.

Litigation Management — Management,Resolution and Prevention

INAC undertook the development of annualportfolio workplans that identify issues that mayrequire clarification, including clarification fromthe courts. Clarification of key issues may, inturn, help parties to settle or prevent litigation.The department has also deepened its knowl-edge of its inventory of court cases by imple-menting an internal quarterly inventory report thatdetails the composition and movement of cases,and by analysing the operational impacts of keycases through contingency planning.

Ongoing collaboration between litigators, legalservices counsel, case managers and program/policy officials has ensured that legal positions takeinto account, not only the status of the law and thespecificity of cases, but also INAC’s overall pri-orities and Strategic Outcomes. A similar approachwas used for assessing options for out-of-courtsettlements, which were integrated into the con-text of broader negotiations or interaction withFirst Nations.

Litigation Management — Settlements

Early in 2005–06, nine cases were identified aslikely candidates for out-of-court settlement.Seven of these were settled, plus an additional fivecases. The two that remained in negotiations at theend of the fiscal year are forecast for settlementearly in 2006–07, with five other major settlementnegotiations under way. INAC is seeking optionsto streamline settlement processes and has under-taken internal analysis and discussions withJustice Canada and central agencies on the subject.


INAC continues to focus on implementing afully integrated planning and reporting process.Areas of focus include strengthened process anddevelopment of Strategic Outcome (SO) Plans,streamlined reporting systems, efficient finan-cial management tools and data management.Stronger links are being made between SO plansand operational and business plans, resourceallocation and reporting on results. Another area

of focus shared by all SO Tables is performancemeasurement, specifically the development ofuseful and reasonable performance measures andtargets to demonstrate results.

As part of the Action Plan for Reducing DataReporting Burden, INAC is committed toimproving the efficiency of recipient reportingthrough automated forms, and is working torationalize business processes so data collectionrequirements are streamlined. This commits thedepartment to applying guidelines for datacollection in the planning, design, implementa-tion and administration of INAC’s policies andprograms for First Nations, Inuit and recipientsunder Northern Affairs general applicationprogramming.

The development of internal processes that sup-port balanced, transparent and easy-to-understandpublic reporting is ongoing. Public reportingrequirements change as the needs of partners,other Canadians and central agencies evolve.INAC’s goals for improved public reporting andcorresponding timelines for achievements mustreflect this evolution of reporting requirements;public reporting processes must be evaluated onan ongoing basis. Realistic short-term targetscan help identify and evaluate progress over thelong term.

The increased profile of ComprehensiveCommunity Planning (CCP) amongst FirstNations communities has raised expectationsabout support for and delivery of resources andintegrated service delivery mechanisms for CCPdevelopment and implementation. Effectivecomprehensive community planning must becommunity-based and community owned, sup-ported by improved co-ordination and integrationof existing government resources and activitiesthrough regionally based processes that are devel-oped in consultation with First Nations partners.

Meaningful information on case activity andcontingent liabilities for INAC litigation is help-ing the department to find the most effectiveways of managing and resolving litigation. Inaddition, further inroads have been made ininterdepartmental collaboration to improvecontingency planning, communications plan-ning and the management of multi-dimensionallitigation issues.


Indian and Northern Affairs CanadaTerrasses de la Chaudière10 Wellington Street, North TowerGatineau, QuebecPostal Address: Ottawa, Ontario K1A 0H4Internet: http://www.ainc-inac.gc.caE-mail: [email protected]

General and Statistical Inquiries, andPublication DistributionTel.: (toll-free): 1-800-567-9604TTY (toll-free): 1-866-553–0554E-mail: [email protected] statistical publicationsavailable at http://www.ainc-inac.gc.ca/pr/sts/index_e.html

Departmental LibraryTel.: (819) 997-0811E-mail: [email protected]

Media Inquiries — CommunicationsTel.: (819) 994-2044

Northern Affairs ProgramTel.: (819) 953-3760E-mail: [email protected]

Canadian Polar CommissionConstitution Square360 Albert Street, Suite 1710Ottawa, Ontario K1R 7X7Tel.: (613) 943-8605 or 1-888-POLAR01Internet: http://www.polarcom.gc.caE-mail: [email protected]

Indian Specific Claims CommissionMinto Enterprise Building427 Laurier Avenue West, Suite 400Ottawa, Ontario K1R 7Y2Tel.: (613) 943-2737Internet: http://www.indianclaims.caE-mail: [email protected]

CONTACTS FOR FURTHER INFORMATION

http://www.ainc-inac.gc.ca

http://www.ainc-inac.gc.ca/pr/sts/index_e.html

http://www.polarcom.gc.ca


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