Archived - Evaluation of Comprehensive Land Claim Agreements - Follow-up Status Update as of September 30, 2009
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Action Plan Implementation Status Update Report to the Evaluation, Performance Measurement and Review Committee - As of September 30, 2009
Treaties and Aboriginal Government- Implementation Branch
Evaluation of Comprehensive Land Claim Agreements (200748)
AEC Approval Date: 26/FEB/2009
| Project Recommendations | Action Plan | Expected Completion Date |
Program Response |
|---|---|---|---|
| 1. In partnership with Aboriginal organizations and other federal departments and agencies, consider leading the establishment of a policy for the implementation of comprehensive land claims which would clarify roles and responsibilities and the federal approach to implementing CLCA's. | Implementation Branch is in the process of establishing the principles, processes and clarified roles and responsibilities within the federal government required to implement land claim and self-government agreements in a comprehensive manner, and will continue to engage with other government departments and agencies and Aboriginal groups as this work progresses. | To Be Completed September 2009 - Establishment of Guidelines | Status Update as of 09/30/2009: The guidelines for implementers across the federal government (akin to those that were developed to provide federal officials with guidance around consultation and accommodation) are currently being developed. These will provide practical advice and direction to federal officials who have responsibilities relating to the implementation of modern treaties, as well as raise awareness around corporate roles, responsibilities and considerations. An initial draft of the guidelines is complete. Consultations with other government departments will begin following approval of the management framework. Other federal departments and central agencies asked that our work with them be sequenced with the work on the management framework. As such, work over the summer and fall has focused on the management framework. AES Comment: This timing makes sense |
| 2. Work with central agencies and other federal departments and agencies to establish a senior-level working group charged with overseeing issues that may arise in agreement implementation. | A proposal to establish an implementation management framework, including a senior level cross-government committee, is being developed. In the interim, the Federal Steering Committee, made up of senior representatives from other government departments and central agencies, have agreed to provide an oversight function. The proposal will go to the Federal Steering Committee in June 2009. |
To be Completed June 2009 - As per the Federal Steering Committee March 2010 - Establishment of a Committee |
Status Update as of 09/30/2009: A proposal to establish an implementation management framework, including a senior level cross-government committee, is being developed. In the interim, the Federal Steering Committee, made up of senior representatives from other government departments and central agencies, have agreed to provide an oversight function. Work with other government departments and Central Agencies was needed to finalize the proposal resulting in a slippage to the original completion date. However, consultations with other federal departments and agencies have been completed. The proposal is now moving through the approval process. New anticipated completion date: October/November 2009 - decision as per the Federal Steering Committee. AES Comment: Agreed, this process is the result of inter-departmental cooperation. |
| 3. Work in partnership with Aboriginal and provincial/territorial signatories to set specific objectives, establish targets, monitor progress and take remedial action as required to properly implement agreements. | Phase 1: Enhanced Treaty Obligation Monitoring System to track federal obligations. Phase 2: Develop tools to promote use of results-based management. Pilot with signatories on a new approach for annual reports that focus on joint practices, indicators, monitoring and reporting. The principles of the department's SMART reporting initiative will be applied to this exercise. |
To be Completed: October 2009 -Treaty Obligation Monitoring System in Place March 2010 - Pilot Annual Report |
Status Update as of 09/30/2009: A Project Charter, which identifies the work that needs to be done and the timelines associated with finishing the project, for the Treaty Obligation Monitoring System was approved in July. In addition, a business analyst was hired last November to begin the ground work and subsequently, an application designer was also hired by the Information Management Branch to work on the project. A Functional Specification and System Mock-up, which includes the user interface, is now 90% complete with only minor tweaking to be done. A security and Privacy assessment was completed by the Branch and submitted to IT services for their review and approval in September 2009. IT services is in the process of securing a system designer who will be responsible for designing how the data will be captured and ultimately displayed in the system. Internal delays have put the TOMS project slightly behind schedule; however, to date this project is on target as per the revised deadline of December 2009. New anticipated start up date: December 2009. AES Comment: Agreed. |
| 4. Work with land and resource management boards to streamline and strengthen consultative processes and identify training and administrative needs. | Board Relations Secretariat to identify key issues/barriers. INAC continues to work on a federal response to the McCrank report and is committed to engaging partners and regulators in an action plan to move forward by summer 2009. |
To be Completed: August 2009 - Action Plan | Status Update as of 09/30/2009: Resources in support of NWT Board training have been identified this year through Claims Implementation funding. The Board Relations Secretariat is undertaking a survey to evaluate previous years training programs and plans on building a business case for the establishment of a multi year Board Training program. Other board administrative needs have been provided in consultation with Implementation Management Directorate. Work continues the "Action Plan to Complete and Streamline the Northern Regulatory Regimes", which is aimed at supporting Board training and capacity across the North. Note: Responsibility of the Board Relations Secretariat has been transferred. |
| 5. Promote training and business development tailored to northern needs and circumstances, taking into account the high cost of delivering programs in the North. | Work with individual signatory groups on specific economic development initiatives. Support development of a new federal framework for Aboriginal economic development. Support development of northern economic development office. To be implemented by the Northern Regional Development Agency when established. |
Started January 2009 | Status Update as of 09/30/2009: On May 22, 2009, a new unit called the Northern Economic Development Branch was established within INAC. This Branch was created as a transitional measure in preparation for the establishment of the new regional economic development agency. Once the new agency is created, this Branch will be transferred to the agency. On June 29, 2009, the Minister announced a new "Federal Framework for Aboriginal Economic Development" that will focus the federal government's actions – from programs to legislation to partnerships – to increase the participation of First Nations, Inuit and Métis peoples in the Canadian economy and improve economic actions for Aboriginal peoples in all parts of Canada. This new Framework will adopt a modern and comprehensive approach to Aboriginal economic development that is opportunity-driven and puts emphasis on building strategic partnerships with Aboriginal groups, the private sector, and the provinces and territories. The Framework will maximize federal investments by: strengthening Aboriginal entrepreneurship; enhancing the value of Aboriginal assets; forging new and effective partnerships to maximize economic development opportunities; developing Aboriginal human capital; and better focusing the role of the Federal Government. Note: This Branch has been transferred to CanNor. |