Archived - Five-Year Plan for Evaluation and Performance Measurement Strategies 2012-13 to 2016-17
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Table of Contents
- Executive Summary
- 1. Introduction
- 2. Planning Methodology
- 3. 2012-13 to 2016-17 AANDC Plan for Evaluation and Performance Measurement Strategies
- Appendix A: AANDC Program Activity Architecture
- Appendix B: AANDC Evaluation Universe
Executive Summary
This document represents Aboriginal Affairs and Northern Development Canada's Five-year Plan for 2012-13 to 2016-17 for Evaluation and Performance Measurement Strategies. The plan adheres to guidance provided by the Treasury Board of Canada Secretariat. It aligns with and supports the departmental Management, Resources and Results Structure; ensures the evaluation of all ongoing grants and contribution (G&C) programs on a five-year cycle, and; implements a risk-based approach for determining the calibration of effort for evaluations.
A number of factors were considered in the development of this plan. The planned G&C spending for 2012-13 is included to provide an indication of the level of coverage. The deadline of evaluation, calculated by adding five years to the date of the last evaluation, verifies that proposed evaluations are scheduled within the five-year time period dictated by Treasury Board. The inclusion of planned audits will allow for the development of strategies to reduce the impact on programs and will inform calibration along with risk rankings and the status of performance measurement strategies.
Given the uncertainties presented by the Deficit Reduction Action Plan, this plan focuses on calibrating the level of effort for proposed work in 2012-13 only and will be revisited in the summer of 2012 when the impact of budget announcements are better understood.
The previous plan provided the basis for the updated plan. Changes are based on an analysis of the evaluation universe and input received from senior management. There is a total of 48 evaluations scheduled between 2012-13 and 2016-17, which are fairly evenly distributed across departmental strategic outcomes. Fifty percent of evaluations have a performance measurement strategy in place, which is expected to reduce the level of effort required for these evaluations. Performance measurement strategies are scheduled to be developed in time for another 30 percent of scheduled evaluations.
A calibration of the level of effort was conducted for new evaluations scheduled for 2012-13. The analysis of materiality, risk and complexity revealed a very high risk portfolio of evaluations for year 1 of the plan.
1. Introduction
This document outlines a plan for evaluating 100 percent of grants and contribution (G&C) programs over the next five years at Aboriginal Affairs and Northern Development Canada (AANDC) and the development of performance measurement strategies.
1.1 Purpose of the Evaluation Plan
The primary purpose of the plan is to help the Deputy Head ensure that credible, timely and neutral information on the ongoing relevance and performance of direct program spending is available to support evidence-based decision making on policy, expenditure management and program improvement. The plan also:
- Provides an opportunity to align evaluations with information needs of the Department and the information needs of others (e.g. central agencies) as articulated in the Policy on Evaluation;
- Helps ensure that evaluations supporting program redesign are planned and completed in advance of program renewal;
- Provides an annual platform for program managers and heads of evaluation to discuss the development and implementation of performance measurement strategies that effectively support evaluations;
- Allows departmental units responsible for the development of the Report on Plans and Priorities (RPP) and the Departmental Performance Reports (DPR), as well as other groups engaged in strategic planning and reporting activities, to identify when evaluations will be available to inform their work;
- Initiates regular communication and consensus building on evaluation needs and priorities across the Department; and
- Provides central agencies with advanced notice of when evaluations will be available to inform their work (e.g. in support of Memoranda to Cabinet, Treasury Board submissions, strategic reviews).
Moreover, the plan serves as a management tool for the Head of Evaluation by enabling workflow and human resources planning for the coming years.
1.2 Drivers for Evaluation Planning
In the Government of Canada, evaluation is defined as the systematic collection and analysis of evidence on the outcomes of programs to make judgments about their relevance and performance, and to examine alternative ways to deliver them or to achieve the same results. Evaluation serves to help establish whether or not a program contributed to observed results and to what extent. It also provides an in-depth understanding of why program outcomes were, or were not, achieved.
The Government of Canada adopted the first Evaluation Policy in 1977 to inform expenditure management and/or program decision making. A renewed policy, standard and directive introduced in 2009, requires the evaluation of all ongoing G&C programs every five years and clarifies the management responsibilities and accountabilities of ministers and deputy heads.
The April 2009 Treasury Board Secretariat (TBS) Policy on Evaluation states:
3.2 Evaluation provides Canadians, parliamentarians, ministers, central agencies and deputy heads an evidence-based, neutral assessment of the value for money, i.e. relevance and performance, of federal government programs. Evaluation:
- Supports accountability to Parliament and Canadians by helping the Government to credibly report on the results achieved with resources invested in programs;
- Informs government decisions on resource allocation and reallocation by:
- Supporting strategic reviews of existing program spending, to help ministers understand the ongoing relevance and performance of existing programs;
- Providing objective information to help ministers understand how new spending proposals fit with existing programs, identify synergies and avoid wasteful duplication;
- Supporting strategic reviews of existing program spending, to help ministers understand the ongoing relevance and performance of existing programs;
- Supports deputy heads in managing for results by informing them about whether their programs are producing the outcomes that they were designed to produce, at an affordable cost; and
- Supports policy and program improvements by helping to identify lessons learned and best practices.
In accordance with Section 6.1.7 of the Policy on Evaluation, this plan aligns with and supports the departmental Management, Resources and Results Structures (MRRS), which is the framework for the systematic collection and analysis of performance information. It also ensures the evaluation of all ongoing G&C programs every five years, as required by Section 42.1 of the Financial Administration Act (FAA). In compliance with Section 6.1.3 of the Directive on the Evaluation Function, this plan identifies a risked-based approach for determining methodologies, the level of effort and the appropriate level of resources required to conduct each evaluation.
1.3 Departmental Context
AANDC Mandate
The vision of AANDC is a future in which First Nations, Inuit, Métis and northern communities are healthy, safe, self-sufficient and prosperous - a Canada where people make their own decisions, manage their own affairs and make strong contributions to the country as a whole.
To this end, the Department supports Aboriginal peoples (First Nations, Inuit and Métis) and Northerners in their efforts to:
- improve social well–being and economic prosperity;
- develop healthier, more sustainable communities; and
- participate more fully in Canada's political, social and economic development — to the benefit of all Canadians.
AANDC is the federal department primarily responsible for meeting the Government of Canada's obligations and commitments to First Nations, Inuit and Métis, and for fulfilling the federal government's constitutional responsibilities in the North. The Department's overall mandate and wide–ranging responsibilities are shaped by centuries of history, and unique demographic and geographic challenges. It derives from the Canadian Constitution, the Indian Act, the Department of Indian Affairs and Northern Development Act, territorial acts, treaties, comprehensive claims and self–government agreements as well as various other statutes affecting Aboriginal people and the North.
The Indian and Inuit Affairs mandate derives from the Indian Act and its amendments over the years, from specific statutes enabling modern treaties, such as the Nisga'a Final Agreement Act or the Labrador Inuit Land Claims Agreement Act, and from more recently enacted statutes, among which are statutes like the First Nations Fiscal and Statistical Management Act and the First Nations Jurisdiction Over Education in British Columbia Act, designed to provide First Nations with jurisdictional powers beyond the Indian Act. A significant amount of the Department's mandate is derived from policy decisions and program practices that have developed over the years; it is framed by judicial decisions with direct policy implications for the Department; and it is structured by funding arrangements or formal agreements with First Nations and/or provincial or territorial governments.
The AANDC Minister is also the Federal Interlocutor for Métis and Non-Status Indians, and is responsible for the Office of the Federal Interlocutor. The Office of the Federal Interlocutor uses its relationships and partnerships with other federal departments, other governments, Aboriginal representative organizations and community leaders to raise awareness of the circumstances of Métis, non-status Indians and urban Aboriginal people, and to increase opportunities for their improved participation in the economy and society.
The Northern Development mandate derives from the Department of Indian Affairs and Northern Development Act; from statutes enacting modern treaties north of 60°, such as the Nunavut Land Claims Agreement Act, or; self-government agreements, such as the Yukon First Nations Self-Government Act, and; from statutes dealing with environmental or resource management, and; is framed by statutes that enact the devolution of services and responsibilities from AANDC to territorial governments, such as the Canada-Yukon Oil and Gas Accord Implementation Act.
Most of the Department's programs, representing a majority of its spending, are delivered through partnerships with Aboriginal communities and federal–provincial or federal–territorial agreements. AANDC also works with urban Aboriginal people, Métis and non–status Indians (many of whom live in rural areas) through the Office of the Federal Interlocutor. AANDC is one of 34 federal departments and agencies delivering Aboriginal and northern programs and services.
Program Activity Architecture (PAA)
AANDC's broad mandate is demonstrated by the Program Activity (PA) Architecture, which supports five strategic outcomes (SO):
- The Government - Good governance and co–operative relationships for First Nations, Inuit and Northerners.
- The People - Individual, family and community well–being for First Nations and Inuit.
- The Land and Economy - Full participation of First Nations, Inuit and Métis individuals and communities in the economy.
- The North - Self–reliance, prosperity and well–being for the people and communities of the North.
- Office of the Federal Interlocutor - Socio–economic well–being of Métis, non–status Indians and urban Aboriginal people.
Appendix A provides a more detailed breakdown of the PAA.
Transfer Payment Programs
According to the 2010-11 Public Accounts of Canada, AANDC is the fifth largest in terms of total ministerial net expenditures (behind Finance, Human Resources and Skills Development Canada (HRSDC), National Defence and Public Safety), and third largest in terms of total transfer payments/G&C (behind Finance and HRSDC). In 2010-11, AANDC's total net expenditures were $8,257,798 and total transfer payments were $6,722,119. The requirement for all direct program spending and G&C to be evaluated every five years represents a significant volume of work for the Department.
Planned expenditures for Fiscal Year 2012-13
2012-13 Planned Expenditures ($ millions) |
|
---|---|
The Government | 1,581.6 |
The People | 3,472.0 |
The Land and Economy | 1,314.7 |
The North | 207.3 |
The Office of the Federal Interlocutor | 28.0 |
AANDC Total | 6,986.1 |
Due to rounding, figures may not add to totals shown.
Source: 2010-11 AANDC Report on Plans and Priorities
AANDC Challenges and Opportunities
The Aboriginal population is one of the fastest-growing segments of Canadian society. The 2006 Census data show that the number of people who identified themselves as an Aboriginal person has surpassed the one million mark. This growth is bringing with it ever-increasing demands for services as well as the opportunities that an educated, capable Aboriginal youth cohort can offer the labour force of tomorrow. Canada's North possesses unparalleled opportunities for resource development that will transform the lives of all Northerners, including Aboriginal people, the communities they live in, and Canada as a whole.
To contribute to Aboriginal and northern aspirations, the Department must work with Aboriginal and northern people living in isolated communities while others are concentrated in, or in close proximity to, urban areas. In addition, many Aboriginal communities in the North, in particular, are on the front line of environmental and climate change. At the same time, unparalleled opportunities are emerging for Aboriginal and northern communities, arising out of resource development, claims settlements, new program delivery arrangements, new legislative frameworks and, most importantly, out of the growing capacity of these communities to manage their own affairs and pursue their own priorities.
2. Planning Methodology
Section 6.2.3 of the Directive on the Evaluation Function states that the Head of Evaluation is responsible for developing and annually updating a rolling five-year evaluation plan. Accordingly, at AANDC, the Evaluation Plan was developed by the Evaluation, Performance Measurement and Review Branch (EPMRB), which is part of the Audit and Evaluation Sector. The approach for the creation of the 2012-13 Plan was as follows:
Define the evaluation universe and scoping
Defining the evaluation universe leads to the identification of units of evaluation that will contribute to full coverage of the PAA. These units of evaluation are the smallest logical programming units that could be reasonably subject to an individual evaluation.
Past AANDC plans were organized by Strategic Outcomes of the Department and included associated authorities (source of funds), however, they did not show direct links to the MRRS or the amount of G&C. For the 2012-13 Plan, the AANDC evaluation universe in Appendix B was defined to show the linkages between the MRRS, programs, G&C spending, authorities and proposed evaluations. In this way, it is easier to see the level and scope of evaluations, and the coverage of authorities.
In the AANDC MRRS, there are 46 Sub-activities (SA). A total of 26 evaluations identified, or approximately 54 percent of all evaluations, are at the Sub-activity level. There are five evaluations that target multiple Sub-activities and another six that are at the Sub-sub-activity (SSA) level or lower. There are a number of reasons for the varying scoping of evaluations:
- In the past, to meet Evaluation Policy requirements for coverage and deadlines of expiring authorities, multiple programs were clustered into a single evaluation for efficiency.
- Programs were also clustered into a single evaluation where, Sub-activities are closely linked and contribute to common outcomes.
- At AANDC, Sub- activities are not consistent in terms of their size and complexity. One Sub-activity might entail a small evaluation such as Registration Administration while a second might require a large evaluation such as Activation of Community Assets.
- There are also instances where, within the PAA, a program is unique within the Sub-activity. In order to achieve economies of scale, where possible, these unique programs are incorporated into other evaluations.
Efforts to define the evaluation universe were complicated by the associated authorities. Some programs use multiple authorities and some authorities direct funding to multiple programs. Some gaps in information remain for the evaluation universe so EPMRB will continue to work with the Chief Financial Office to ensure 100 percent coverage in the plan.
Conduct a risk assessment of units of evaluation
Each year, the Audit and Assurance Services Branch (AASB) in the Audit and Evaluation Sector at AANDC develops risk rankings for Sub-activities. The process followed involves extensive review of corporate documents, workshops and consultations with program representatives and external stakeholders and is an essential component for the preparation of the Risk-Based Audit Plan.
The AASB risk approach is consistent with guidance from the Office of the Comptroller General, is thorough, and for the most part, the audit and evaluation units were the same. Risk considerations include impact of identified risks on the achievement of departmental outcomes, materiality, scope, potential for public scrutiny, legal risk, prevalence of risk, and the severity of consequences.
Previously, in the preparation of the plan, EPMRB conducted its own risk analysis and assigned risk rankings of low, medium or high for mission risk, materiality and availability of performance information. These rankings were used to prioritize evaluation and performance measurement projects, and for scoping, resource assignment and timing considerations. In order to take advantage of the risk ranking process above and not duplicate efforts, EPMRB decided to adopt the AASB risk ranking to inform the level of effort and allocation of resources for evaluations.
There are five levels of risk identified in the Risk-Based Audit Plan, which take into account the number of risk factors and the severity of consequences on the Department and stakeholders. The five levels are defined as follows:
- Very high risk – The auditable entity is inherently exposed to multiple risks that are expected to remain or get worse over time. Business conditions contain considerable risk factors. If one or more risks were to materialize, consequences would be severe and could include permanent or long-term damage to AANDC's ability to achieve its objectives. Consequences would be felt by the majority of stakeholders, both internally and externally to AANDC.
- High Risk - The auditable entity is inherently exposed to many risks that are expected to remain over time. Business conditions contain many risk factors. If one or more risks were to materialize, consequences would be significant and could be endured by AANDC with significant management attention. Some AANDC activities could be subject to significant review or changed ways of operation. Consequences would be felt by many stakeholders.
- Moderate Risk - The auditable entity is inherently exposed to several risks that are expected to remain over time. Business conditions contain some risk factors. If one or more risks were to materialize, consequences would be moderate and could be managed with a minor level of management attention. Consequences would be felt by a sub-set of stakeholders.
- Low Risk - The auditable entity is exposed to a few risks that may diminish over time. Business conditions contain a few risk factors. If one or more risks were to materialize, consequences would be minor and could be absorbed through normal activity. Consequences would be isolated.
- Very Low Risk - The auditable entity is inherently exposed to few or no risks. Business conditions contain few or no risk factors. If one or more risks were to occur, the consequences would be negligible and could be absorbed through normal activity.
Create the Plan
The 2012-13 Plan builds upon the previous year's plan. As discussed above, the units of evaluation were aligned with the MRRS and planned G&C spending was added. Deadlines for evaluations were documented to ensure that an evaluation was scheduled to take place within five years from the date of the previous one.
A central goal in the design of the plan was to provide an even and strategically clustered distribution of evaluation projects to balance the impact on program managers, regional operations, across sectors as well as on EPMRB.
On occasion in the past, an evaluation was scheduled in the same year as an audit leading to pressures on program staff. To mitigate this in the future, EPMRB included audits from the 2012-13 Risk-Based Audit Plan. Where audits and evaluations are scheduled to occur in the same year, it was agreed with AASB that audit work will be conducted early in the fiscal year, so that programs are not overburdened with requests for information.
The addition of planned audits is also useful for the calibration of effort for evaluations. Audits generally reveal a considerable amount about the design and management of programs and give early indications on the achievement of program outcomes. Audits scheduled in advance of an evaluation can impact the scope and level of effort needed for an evaluation.
An important consideration in the design of this plan was the anticipated Deficit Reduction Action Plan (DRAP). The Government of Canada has committed to reducing expenditures by 10 percent during the 2012-13 fiscal year to support efforts to reduce the country's deficit. Although details of DRAP have yet to emerge, it is against this back drop that evaluation planning has taken place. To compensate for the uncertainty going forward, EPMRB focused largely on defining work for 2012-13 and will revisit the plan in the summer of 2012.
In this plan, 48 evaluations are scheduled between 2012-13 and 2016-17. The table below shows the distribution of evaluations for the five years covered by the plan.
Distribution of Evaluations by Strategic Outcome and by Year
Year | Government | People | Land and Economy |
North | Office of the Federal Interlocutor |
TOTAL |
---|---|---|---|---|---|---|
Carry over from 2011/12 |
0 | 4 | 0 | 3 | 0 | 7 |
2012/13 | 4 | 2 | 3 | 2 | 1 | 12 |
2013/14 | 2 | 2 | 5 | 2 | 0 | 11 |
2014/15 | 3 | 0 | 1 | 2 | 0 | 6 |
2015/16 | 3 | 1 | 3 | 2 | 1 | 10 |
2016/17 | 0 | 1 | 0 | 1 | 0 | 2 |
TOTAL | 12 | 10 | 12 | 12 | 2 | 48 |
There is a fairly even distribution of total evaluations by Strategic Outcome with 10 to 12 evaluations per strategic outcome area over the five year period. The annual distribution of evaluations by sector is also fairly even, however, there are a few years where no evaluations are scheduled for certain sectors and a few years where one sector is targeted for a relatively large number of evaluations such as Land and Economy Sector in 2013-14, which has five evaluations scheduled. These discrepancies will be addressed when the plan is revisited in June 2012.
Similar to the identification of evaluations, the schedule for the development of performance measurement strategies has been taken from the previous year's plan. Typically, performance measurement strategies have been targeted to follow an evaluation. Interestingly, all performance measurement strategies in the previous plan, except one, were scheduled to be completed by 2012-13.
Currently, 24 of the 48 planned evaluations (50 percent) have a performance measurement strategy in place. There are 14 evaluations that have a performance measurement strategy scheduled to be developed in time for the evaluation. The remaining 20 percent are only partially covered in that a performance measurement strategy exists for a component (ie. Sub-sub-activity) of the evaluation or have no performance measurement strategy planned. The strategy and timeline for developing new performance measurement strategies will also be revisited in June 2012.
Consultation with Senior Management
Once a draft plan had been generated, meetings were organized with all direct reports to the Deputy Minister to confirm the scoping and timing of proposed evaluations. The meetings with senior managers also provided an opportunity to ensure evaluations were aligned with their information needs (ie. Reporting commitments to Parliament, program reviews). As a result of these discussions, two evaluations were moved forward to 2012-13.
Calibration of Level of Effort
Section 6.2.1, subsection c, of the Standard on Evaluation for the Government of Canada gives departments the flexibility to calibrate the nature and depth of each evaluation undertaken in relation to the risks associated with the program and the information needs of the Deputy Head.
An analysis of the ten evaluations to be started in 2012-13 was undertaken to determine the level of effort required for each evaluation and better align available resources. Four considerations went into the calibration exercise:
- Materiality – A score of 3 was assigned to evaluations of programs with annual G&C spending over $500 million; 2 was for spending between $100 and $500 million, and; 1 was assigned to evaluations covering less than $100 million.
- Risk – A score of 4 was assigned to evaluation units with a risk ranking of "very high"; 3 for "high", 2 for "moderate" and 1 for "low"
- Complexity – The scores for complexity were guided by the number of delivery partners, coverage, governance structure, number of delivery mechanisms and number of objectives:
High (score=3) | Medium (score=2) | Low (score=1) |
---|---|---|
Large number of external delivery partners or delivery through the regions, broad coverage, complex governance structure, multiple delivery structures for multiple objectives | Small number of delivery partners (ie. regions), targeted to a few groups with slightly different characteristics, multiple layers of governance, one delivery structure | Delivery out of Headquarters or one single entity, targeted to one group, simple governance structure, one objective |
Performance Measurement - The availability of performance measurement data was ranked according to the number of years a performance measurement strategy had been in place. Green indicates a performance measurement strategy has been in place for three or more years. Yellow signifies a new performance measurement strategy has been in place for one to two years. Red means no performance measurement strategy exists. The scoring permits a maximum score of 10. Results of the calibration exercise are as follows:
Planned Evaluation | Materiality | Risk | Complexity | Total | Performance Measurement |
---|---|---|---|---|---|
Impacts of Comprehensive Land Claims Agreements and Self-Government Agreements | 3 | 4 | 3 | 10 | |
Negotiations and Implementation of Self-Government Agreements and Comprehensive Land Claim Agreements | 3 | 4 | 3 | 10 | |
Specific Claims Action Plan (Summative Evaluation) | 3 | 3 | 3 | 9 | |
Income Assistance, National Child Benefit Reinvestment and Assisted Living | 3 | 3 | 3 | 9 | |
First Nations Water and Wastewater Infrastructure | 3 | 3 | 3 | 9 | |
Federal Contaminated Sites Action Plan | 3 | 3 | 3 | 9 | |
Enhanced Prevention Focused Approach for the First Nations Child and Family Services Program in Quebec and Prince Edward Island | 3 | 4 | 1 | 8 | |
Activation of Community Assets | 1 | 4 | 3 | 8 | |
Aboriginal Entrepreneurship | 2 | 3 | 2 | 7 | |
Northern Nutrition Contribution (Implementation Evaluation) | 1 | 3 | 1 | 5 | |
Federal Interlocutor's Contribution Program and Powley: Reconciliation and Management of Métis Aboriginal Rights | 1 | 1 | 2 | 4 | |
Consultation and Engagement Initiatives | 1 | 2 | 1 | 4 | |
- Impacts of Comprehensive Land Claims Agreements and Self-Government Agreements = Yellow signifies a new performance measurement strategy has been in place for one to two years
- Negotiations and Implementation of Self-Government Agreements and Comprehensive Land Claim Agreements = Red means no performance measurement strategy exists
- Specific Claims Action Plan (Summative Evaluation) = Red means no performance measurement strategy exists
- Income Assistance, National Child Benefit Reinvestment and Assisted Living = Yellow signifies a new performance measurement strategy has been in place for one to two years
- First Nations Water and Wastewater Infrastructure = Green indicates a performance measurement strategy has been in place for three or more years
- Federal Contaminated Sites Action Plan = Yellow signifies a new performance measurement strategy has been in place for one to two years
- Enhanced Prevention Focused Approach for the First Nations Child and Family Services Program in Quebec and Prince Edward Island = Yellow signifies a new performance measurement strategy has been in place for one to two years
- Activation of Community Assets = Red means no performance measurement strategy exists
- Aboriginal Entrepreneurship = Red means no performance measurement strategy exists
- Northern Nutrition Contribution (Implementation Evaluation) = Yellow signifies a new performance measurement strategy has been in place for one to two years
- Federal Interlocutor's Contribution Program and Powley: Reconciliation and Management of Métis Aboriginal Rights = Red means no performance measurement strategy exists
- Consultation and Engagement Initiatives = Red means no performance measurement strategy exists
The analysis above shows that of the 12 evaluations scheduled for 2012-13, seven are of high materiality involving annual G&C spending over $500 million. Four received a risk ranking of "very high" and six were ranked as "high". Seven are deemed complex. Two evaluations received the maximum score of 10 and four were found at 9 and two at 8. Only three evaluations received a ranking of 5 or below, which means that EPMRB has a complex, high risk portfolio of evaluations for the first year of the plan. The calibration levels will be used to determine the level of effort and assignment of resources.
The ranking of performance measurement reveals six evaluations do not have a performance measurement strategy to work from. Only one evaluation has a strategy that is older than three years and the remaining five evaluations have new performance measurement strategies. The absence of performance measurement strategies will impact the level of effort for an evaluation. Evaluations will have to introduce methodologies that address the data gaps, which typically requires a greater level of effort and increased resources.
3. 2012-13 to 2016-17 AANDC Plan for Evaluation and Performance Measurement Strategies
Planned Evaluation |
MRRS Level |
MRRS ID |
Program Name |
Last Evaluation |
Planned G&C Spending for 2012-13 |
*Deadline for Evaluation |
Calibration Considerations | ||
---|---|---|---|---|---|---|---|---|---|
Planned Audit | Risk Ranking |
PM Strategy Status |
|||||||
Year 1: 2012-13 | |||||||||
THE GOVERNMENT | SO | 1 | |||||||
Impacts of Comprehensive Land Claims Agreements and Self-Government Agreements | SA | 1.3.1 | Implementation of modern treaty obligations | Comprehensive Land Claims evaluated in 08/09 | $675,069,586 | 2013/14 | VH | Comprehensive Land Claim Agreements and Self-Government Agreements to be presented to EPMRC in April 2012 | |
Specific Claims Action Plan (Summative Evaluation) | SA | 1.2.2 | Specific Claims | Implementation Evaluation of the Specific Claims Action plan completed in 11/12 Requirement for Summative Evaluation in 2012/13 | $559,036,636 | 2012/13 | 2012/13 Audit of AANDC Support to Specific Claims | H | Specific Claims submitted to Treasury Board in 2008 To be updated following evaluation in 2012/13 |
Consultation and Engagement Initiatives | SA | 1.2.4 | Test Case Funding evaluated in 08/09 | $14,762,393 | 2013/14 | M | |||
Negotiations and Implementation of Self-Government Agreements and Comprehensive Land Claim Agreements | SA | 1.2.1 | Negotiations of Claims and Self-Government | Self-Government evaluated in 2011 Comprehensive Land Claims last evaluated in 2008-09 | combined with Impacts of Comprehensive Land Claims Agreements… | 2014/15 Audit of Negotiation of Comprehensive Land Claims and Self Government Agreements | VH | To be completed in 2012/13 | |
THE PEOPLE | SO | 2 | |||||||
CARRY OVER Elementary and Secondary Education |
SA | 2.1.1 | Elementary and Secondary Education | First Nations and Inuit Youth Employment Strategy last evaluated by HRSDC 09/10 | $1,671,935,140 | 2013/14 Audit of Elementary and Secondary Schools | VH | Education approved by EPMRC in Nov 2010 | |
CARRY OVER Post-Secondary Education |
SA | 2.1.2 | Post-secondary Education | $1,500,000 | 2012/13 Follow-up audit of Post Secondary Education | H | Education approved by EPMRC in Nov 2010 | ||
Income Assistance, National Child Benefit Reinvestment and Assisted Living | SA | 2.2.1 | Income Assistance | Income Assistance, National Child Benefit Reinvestment and Assisted Living evaluated in 08/09 | $969,947,716 | 2013/14 | 2012/13 Audit of Income Assistance | VH | Social Development approved by EPMRC in Feb 2011 |
SA | 2.2.2 | National Child Benefit Re-investment | $1,260,000 | M | |||||
SA | 2.2.3 | Assisted Living | M | ||||||
CARRY OVER Enhanced Prevention Focused Approach for the First Nations Child and Family Services Program in Nova Scotia and Saskatchewan |
SA | 2.2.4 | First Nations Child and Family Services | Child and Family Services evaluated in 07/08 | $606,632,716 | 2012/13 | VH | Social Development approved by EPMRC in Feb 2011 | |
Enhanced Prevention Focused Approach for the First Nations Child and Family Services Program in Quebec and Prince Edward Island | SA | 2.2.4 | First Nations Child and Family Services | Enhanced Prevention Focused Approach for the First Nations Child and Family Services Program in Nova Scotia and Saskatchewan to be completed in 12/13. Child and Family Services evaluated in 07/08 | $606,632,716 | 2013/14 | VH | Social Development approved by EPMRC in Feb 2011 | |
CARRY OVER Indian Moneys, Estates and Treaty Annuities |
SA | 2.3.2 | Management of Moneys | Currently underway. Evaluation of First Nations Oil and Gas Moneys Management Act Implementation completed in 10/11. | $0 | 2013/14 | 2013/14 Audit of the Management of Moneys | M | To be developed in 2012/13 |
SA | 2.3.3 | Estates Management | $672,000 | M | |||||
SA | 2.3.4 | Treaty Annuities | $1,400,000 | H | |||||
LAND AND THE ECONOMY | SO | 3 | |||||||
Aboriginal Entrepreneurship | SA | 3.1.1 | Aboriginal Entrepreneurship | INAC's Aboriginal Economic Development Programs evaluated in 08/09 | $44,816,000 | 2013/14 | 2013/14 - Audit of Economic Development Programs (LED) | H | To be developed in 2012/13 |
SSA | 3.1.1.1 | Access to Capital and Business Services | $103,525,429 | H | Loan Loss Reserve/ Major Resource Development and Energy Investments Initiative approved by EPMRC in Nov 2010 | ||||
Activation of Community Assets | SA | 3.1.2 | Activation of Community Assets | INAC's Aboriginal Economic Development Programs evaluated in 08/09 | $16,577,565 | 2013/14 | VH | To be developed in 2012/13 | |
SSA | 3.1.2.1 | Investment in Economic Opportunities | |||||||
SSA | 3.1.2.2 | Creation of Rights and Interests in Reserve Land | Evaluated under Impact Evaluation of Contributions to Indian Bands for Land Management on Reserve | VH | |||||
SSA | 3.1.2.3 | Federal Management of Oil and Gas Interests in Reserve Land | $730,000 | 2014/15 Audit of Southern and Northern Oil and Gas | VH | Indian Oil and Gas Canada approved by EPMRC in Feb 2011 | |||
SSA | 3.1.2.4 | First Nations Commercial and Industrial Development | VH | ||||||
SSA | 3.1.2.5 | First Nations Land Management | $9,851,892 | VH | Reserve Land Environment Management Program approved by EPMRC in June 2010 | ||||
SSA | 3.1.2.6 | First Nations Oil and Gas Management | First Nations Oil and Gas and Moneys Management Act last evaluated 09/10 | 2014/15 | VH | ||||
First Nations Water and Wastewater Infrastructure | SA | 3.3.1 | Water and Wastewater Infrastructure | First Nations Water Management Strategy evaluated in 07/08 | $961,018,891 | 2012/13 | 2012/13 Audit of Water and Wastewater Infrastructure, 2014/15 | H | Umbrella Infrastructure approved by EPMRC in Sept 2009 |
THE NORTH | SO | 4 | |||||||
CARRY OVER
International Polar Year |
4.2.2 | International Polar Year | Evaluation currently underway | M | IPY developed in 2008 | ||||
CARRY OVER Northern Contaminants Program/Northern Scientific Training Program |
SA | 4.2.1 | Northern Contaminants | Evaluation currently underway | $5,811,000 | L | Logic model and performance indicators 1990 to 2010/11 | ||
Northern Nutrition Contribution (Implementation Evaluation) | SA | 4.1.2 | Nutrition North | Food Mail evaluated in 08/09 | $53,930,000 | 2013/14 | 2013/14 Audit of Nutrition North | H | Nutrition North Canada approved by EPMRC in Sept 2010 |
Federal Contaminated Sites Action Plan Note: Horizontal evaluation with EC lead | SSA | 4.3.3 | Contaminated Sites | Contaminated Sites last evaluated 08/09 | 2013/14 | 2014/15 Audit of Northern Contaminated Sites | H | Federal Contaminated Sites Action Plan developed by Environment Canada January 2012 | |
CARRY OVER Advancing Conservation Interests in the NWT |
SSA | 4.3.5 | Environmental Management | Evaluation currently underway | Results-based Management and Accountability Framework 2008 | ||||
OFFICE OF THE FEDERAL INTERLOCUTOR | SO | 5 | |||||||
Federal Interlocutor's Contribution Program and Powley: Reconciliation and Management of Métis Aboriginal Rights | PA | 5.2 | Métis and Non-Status Indian Organizational CapacitMétis Rights Managementy Development | Federal Interlocutor's Contribution Program and Powley: Management of Métis Aboriginal Rights evaluated in 07/08 | $5,504,000 | 2012/13 | L | Consultation and Policy Development approved by EPMRC in Sept 2010 | |
PA | 5.3 | Métis Rights Management | $8,000,000 | M | Basic Organizational Capacity for Representative Organizations to be developed in 2012/13 | ||||
YEAR 2: 2013-14 | |||||||||
THE GOVERNMENT | SO | 1 | |||||||
Support for First Nations Governments | SA | 1.1.1 | First Nations Governments | lndian Government Support evaluated 09/10. | $371,832,914 | 2013/14 | H | Indian Government Support approved by EPMRC in Nov 2011
Capacity Development Partnership Program - under development for 2012/13 |
|
Support for Institutions and Organizations including Métis and Non-Status Indian Organizations | SA | 1.1.2 | Representative Organizations | Basic Organizational Capacity evaluated 09/10 and Basic Organizational Capacity for Representative Organizations and for Consultation and Policy Development evaluated 08/09. First Nations Fiscal and Statistical Management Act evaluated in 11/12 | $40,026,531 | 2013/14 | M | Basic Organizational Capacity for Representative Organizations to be developed in 2012/13 | |
THE PEOPLE | SO | 2 | |||||||
National Aboriginal Achievement Foundation | N/A | N/A | National Aboriginal Achievement Foundation last evaluated 09/10 | $817,000 | 2014/15 | N/A | |||
Enhanced Prevention Focused Approach for the First Nations Child and Family Services Program in Manitoba | SA | 2.2.4 | First Nations Child and Family Services | Enhanced Prevention Focused Approach for the First Nations Child and Family Services Program in Nova Scotia and Saskatchewan to be completed in 12/13 and Quebec and PEI in 13/14. Child and Family Services evaluated in 07/08 | $817,000 | 2014/15 | VH | Social Development approved by EPMRC in Feb 2011 | |
LAND AND THE ECONOMY | SO | 3 | |||||||
Procurement Strategy for Aboriginal Business | SSA | 3.1.1.2 | Procurement Opportunities | Procurement Strategy for Aboriginal Business evaluated in 08/09 | 2013/14 | H | Under development for 2012/13 | ||
The Aboriginal Economic Development Framework and Strategic Federal Investments and Partnerships | SA | 3.1.3 | Strategic Federal Investments and Partnerships | $14,450,000 | M | Federal Framework for Aboriginal Economic Development approved by EPMRC in Sept 2010 Strategic Partnership initiative approved by EPMRC in Sept 2010 Revised Framework under development for 2012/13 |
|||
Environmental Sustainability and Contaminated Sites on Reserve | SSA | 3.2.4.1 | Contaminated Sites on Reserve | Contaminated Sites evaluated 08/09 | $18,371,628 | 2013/14 | VH | Contaminated Sites Management under development for 2012/13 | |
SSA | 3.2.4.2 | Environmental Sustainability | |||||||
Capital Facilities and Maintenance | SA | 3.3.2 | Education Facilities | Capital Facilities and Maintenance evaluated in 09/10 | 2014/15 | M | Umbrella Infrastructure approved by EPMRC in Sept 2009 | ||
SA | 3.3.3 | Housing | Evaluation of INAC's On-Reserve Housing Support 10/11 | 2012/13 Audit of Housing Certification and Ministerial Loan Guarantee process, 2014/15 | H | ||||
SA | 3.3.4 | Community Infrastructure Assets and Facilities | 2014/15 Audit of On-Reserve Infrastructure (Excluding Water, wastewater and Housing) | VH | |||||
First Nations Infrastructure Fund | SA | 3.3.4 | Community Infrastructure Assets and Facilities | Implementation Evaluation of the First Nations Infrastructure Fund completed in 09/10 | $53,830,000 | 2014/15 | VH | ||
THE NORTH | SO | 4 | |||||||
NWT Devolution | SA | 4.1.1 | Political Development and Intergovernmental Relations | $3,427,388 | M | ||||
Northern Contaminated Sites | SA | 4.3.3 | Contaminated Sites | Contaminated Sites last evaluated 08/09 | $30,565,962 | 2013/14 | 2014/15 Audit of Northern Contaminated Sites | H | Northern Contaminated Sites approved by EPMRC in May 2010 |
OFFICE OF THE FEDERAL INTERLOCUTOR | SO | 5 | |||||||
Note: To be evaluated as part of Support for Institutions and Organizations, including Métis and Non-Status Indian Organizations | PA | 5.2 | Métis and Non-Status Indian Organizational Capacity Development | $6,565,000 | L | Basic Organizational Capacity for Representative Organizations to be developed in 2012/13 | |||
Year 3: 2014-15 | |||||||||
THE GOVERNMENT | SO | 1 | |||||||
Impact of Self-Government Agreements | SA | 1.3.1 | Implementation of modern treaty obligations | Federal Government's Implementation of Self-Government and Self Government Agreements evaluated in 10/11 | combined with Impacts of Comprehensive Land Claims Agreements… | 2015/16 | VH | Federal Government's Implementation of Self-Government under development for 2012/13 | |
BC Treaty Related Measures | SA | 1.2.1 | Negotiations of Claims and Self-Government | BC Treaty Related Measures evaluated in 09/10 | $9,425,700 | 2014/15 | VH | Treaty Related Measures approved by EPMRC in June 2010 | |
Treaty Commissions | SA | 1.3.2 | Management of Treaty Relationships | Treaty Commissions evaluated in 09/10 | $750,000 | 2014/15 | M | Treaty Commissions approved by EPMRC in Feb 2011 | |
LAND AND THE ECONOMY | SO | 3 | |||||||
Emergency Management Assistance for Activities On Reserve | SSA | 3.2.4.3 | Emergency Management Assistance | Emergency Management Assistance for Activities On Reserve last evaluated 09/10 | $9,736,000 | 2014/15 | 2012/13 Audit of Emergency Management Assistance | VH | Under development for 2012/13 |
THE NORTH | SO | 4 | |||||||
Northern Governance – Support for Territorial Relations and Northern Organizations | SA | 4.1.1 | Political Development and Intergovernmental Relations | $3,950,000 | M | ||||
Northern Nutrition Contribution (Impact Evaluation) | SA | 4.1.2 | Nutrition North | Implementation Evaluation of Northern Nutrition Contribution in 12/13. Food Mail evaluated in 08/09 | $3,950,000 | 2013/14 | 2013/14 | H | Nutrition North Canada approved by EPMRC in Sept 2010 |
Year 4: 2015-16 | |||||||||
THE GOVERNMENT | SO | 1 | |||||||
Inuit Art Foundation | SSA | 1.1.2.2 | Professional Development | Inuit Art Foundation evaluated in 10/11 | $458,000 | 2015/16 | M | ||
Miawpukek Grant Agreement | SA | 1.1.1 | First Nations Governments | Miawpukek Grant Agreement last evaluated 10/11 | $10,020,000 | 2015/16 | H | ||
Inuit Relations Secretariat | SA | 1.2.3 | Inuit Relations | Inuit Counselling in the South evaluated in 10/11 | $3,079,800 | 2015/16 | L | ||
THE PEOPLE | SO | 2 | |||||||
Registration Administration | SA | 2.3.1 | Registration and Membership | Last evaluated in September 2010 | $8,290,378 | 2015/16 | 2014/15 Audit of the Indian Registry System | VH | Under development for 2012/13 |
LAND AND THE ECONOMY | SO | 3 | |||||||
Federal Administration of Reserve Land | SA | 3.2.1 | Additions to Reserve | Evaluated under Impact Evaluation of Contributions to Indian Bands for Land Management on Reserve | $4,980,000 | 2013-14 Audit of Additions to Reserve | H | Additions To Reserve approved by EPMRC in June 2010 | |
SA | 3.2.2 | Registration of Rights and Interests in Reserve Lands | 2012/13 Audit of Lands Management (including Lands Registry System) | Federal Administration of Reserve Land under development for 2012/13 | |||||
SA | 3.2.3 | Clarity of Reserve Boundaries | M | ||||||
EcoENERGY for Aboriginal and Northern Communities Note: Horizontal evaluation with EC lead | 3.3.5 | Renewable Energy and Energy Efficiency | EcoEnergy for Aboriginal and Northern Communities evaluated in 10/11 | $1,000,000 | 2015/16 | L | EcoENERGY for Aboriginal and Northern Communities approved by EPMRC in June 2011 | ||
EcoENERGY for Aboriginal and Northern Communities – AANDC Component | |||||||||
THE NORTH | SO | 4 | |||||||
AANDC's Climate Change Adaptation Program - Assist Northerners in Assessing Key Vulnerabilities and Opportunities Note: Horizontal evaluation with EC lead | SA | 4.1.3 | Climate Change Adaptation | INAC's Climate Change Adaptation Program evaluated in 2011-12 | $3,950,000 | 2016/17 | M | Climate Change Adaptation approved by EPMRC in June 2011 | |
AANDC's Climate Change Adaptation Program - Assist Northerners in Assessing Key Vulnerabilities and Opportunities -AANDC Component | |||||||||
OFFICE OF THE FEDERAL INTERLOCUTOR | SO | 5 | |||||||
Urban Aboriginal Strategy | PA | 5.1 | Urban Aboriginal Strategy | Urban Aboriginal Strategy evaluated in 11/12 | 2016/17 | M | Under development for 2012/13 pending extension | ||
Year 5: 2016-17 | |||||||||
THE PEOPLE | SO | 2 | |||||||
Family Violence Prevention | SA | 2.2.5 | Family Violence Prevention | Evaluation to be completed in 11/12. | $18,515,393 | M | Social Development approved by EPMRC in Feb 2011 | ||
THE NORTH | SO | 4 | |||||||
Northern Regulatory Improvement Initiative, Land, Resources and Environmental Management | SA | 4.3.1 | Oil and Gas | Evaluation to be completed in 11/12. | 2014/15 | H | To be developed in 2012/13 | ||
SA | 4.3.2 | Mines and Minerals | $20,449,313 | M | |||||
SA | 4.3.4 | Land and Water Management | M | ||||||
4.3.5 | Environmental Management | M | Cumulative Impacts Monitoring Program and Nunavut General Monitoring Program approved by EPMRC in Sept 2010 |
*Deadline for Evaluation=Date of last evaluation plus five years
Appendix A: AANDC Program Activity Architecture
Aboriginal Affairs and Northern Development Canada's Program Activity Architecture (PAA)
This image is the Program Activity Architecture of Aboriginal Affairs and Northern Development Canada (AANDC) for 2012-2013.
Across the top of the horizontal chart is a list of the department's strategic outcomes:
The Government
Good governance and co-operative relationships for First Nations, Inuit and Northerners.
The People
Individual, family and community well-being for First Nations and Inuit.
The Land and Economy
Full participation of First Nations, Inuit and Métis individuals and communities in the economy.
The North
Self-reliance, prosperity, and well-being for the people and communities of the North.
Office of the Federal Interlocutor
Socio-economic well-being of Métis, Non-Status Indians and urban Aboriginal people.
Under the strategic outcomes is a list of the program activities that support each strategic outcome, and sub-activities that support these program activities.
The Government
The program activity of Governance and Institutions of Government is supported by sub-activities First Nation Governments; and Institutions and Organizations.
The program activity of Co-operative Relationships is supported by sub-activities Negotiations of Claims and Self-Government; Specific Claims; Inuit Relations; and Consultation and Engagement.
The program activity of Treaty Management is supported by sub-activities Implementation of Modern-treaty Obligations; Management of Treaty Relationships; and Management of Other Negotiated Settlements.
The People
The program activity of Education is supported by sub-activities Elementary and Secondary Education; and Post-Secondary Education.
The program activity of Social Development is supported by sub-activities Income Assistance; National Child Benefit Reinvestment; Assisted Living; First Nations Child and Family Services; and Family Violence Prevention.
The program activity of Managing Individual Affairs is supported by sub-activities Registration and Membership; Management of Moneys; Estate Management; and Treaty Annuities.
The program activity of Residential Schools Resolution is supported by sub-activities Common Experience Payments; Independent Assessment Process; Commemoration; and Support to the Truth and Reconciliation Commission.
The Land and Economy
The program activity of Aboriginal Economic Development is supported by sub-activities Aboriginal Entrepreneurship; Activation of Community Assets; and Strategic Federal Investments and Partnerships.
The program activity of Federal Administration of Reserve Land is supported by sub-activities Additions to Reserve; Registration of Rights and Interests in Reserve Lands; Clarity of Reserve Boundaries; and Environmental Management.
The program activity of Community Infrastructure is supported by sub-activities Water and Wastewater Infrastructure; Education Facilities; Housing; Community Infrastructure Assets and Facilities; and Renewable Energy and Energy Efficiency.
The North
The program activity of Northern Governance and People is supported by sub-activities Political Development and Intergovernmental Relations; Nutrition North; and Climate Change Adaptation.
The program activity of Northern Science and Technology is supported by sub-activities Northern Contaminants; and Science Initiatives.
The program activity of Northern Land, Resources and Environmental Management is supported by sub-activities Oil and Gas; Mines and Minerals; Contaminated Sites; Land and Water Management; and Environmental Management.
Office of the Federal Interlocutor
The program activities are Urban Aboriginal Strategy, Métis and Non-Status Indian Organizational Capacity Development, and Métis Rights Management.
Internal Services
The sub-activities are Governance and Management Support; Resource Management Services; and Asset Management Services.
Appendix B: AANDC Evaluation Universe
MRRS Level |
MRRS ID |
Program Name |
Planned G&C Spending for 2012-13 |
Transfer Payment Authority | Planned Evaluation |
---|---|---|---|---|---|
SO | 1 | THE GOVERNMENT | |||
PA | 1.1 | Governance and Institutions of Government | |||
SA | 1.1.1 | First Nations Governments | $231,222,217 | Grant for Band Support Funding | Support for First Nations Governments Note: Suggest name change from "Indian Government Support" |
$108,649,697 | Payments to support Indian, Inuit and Innu for the purpose of supplying public services in Indian government support | ||||
$31,661,000 | Contributions to support the building of strong governance administrative and accountability systems | ||||
$300,000 | Grants to British Columbia Indian bands in lieu of a per capita annuity | ||||
$10,020,000 | Grant to the Miawpukek Indian Band to support designated programs | Miawpukek Grant Agreement | |||
SA | 1.1.2 | Institutions and Organizations | Support for Institutions and Organizations, including Métis and Non-status Indian Organizations Note: To include institutions supported under the First Nation Government PA (National Centre for First Nation Governance, Aboriginal Financial Officers Association, First Nations Associations and First Nations Institutions to support Land, Natural Resource and Environment Policy and Program Development). To also include Métis and non-status Indian organizational capacity development under PA 5.2. |
||
SSA | 1.1.2.1 | Service Delivery (Tribal Council Funding and Band Advisory Services) | |||
SSA | 1.1.2.2 | Professional Development | $500,000 | Grant to the First Nations Finance Authority pursuant to the First Nations Fiscal and Statistical Management Act | |
$12,434,000 | Contribution to First Nations Institutions for the purpose of enhancing good governance | ||||
SSA | 1.1.2.3 | Representative Organizations | $11,398,331 | Contributions to support the basic organizational capacity of representative Aboriginal organizations | |
$15,694,200 | Contributions for the purpose of consultation and policy development | ||||
$458,000 | Contributions to the Inuit Art Foundation for the purpose of assisting Inuit artists and artisans from the Northwest Territories, Nunavut, Northern Quebec and Labrador in the development of their professional skills and marketing of their art | Inuit Art Foundation | |||
PA | 1.2 | Co-operative Relationships | |||
SA | 1.2.1 | Negotiations of Claims and Self-Government | $49,324,000 | Contributions to support the negotiation process for comprehensive, specific and special claims and self-government initiatives | Negotiations and Implementation of Self-Government Agreements and Comprehensive Land Claim Agreements Note: This evaluation to include related funding from authorities under SA 1.3.1 |
$9,425,700 | Contributions to First Nations, their organizations, provinces and third parties for Interim Measures and British Columbia Treaty Related Measures | BC Treaty Related Measures | |||
SA | 1.2.2 | Specific Claims | $557,243,776 | Grants to First Nations to settle specific claims negotiated by Canada and/or awarded by the Specific Claims Tribunal | Specific Claims Action Plan (Summative Evaluation) Note: Negotiation of Special Claims is not being evaluated |
$1,792,860 | Grants to support the beneficiaries/organizations for the settlement of specific and special claims | ||||
SA | 1.2.3 | Inuit Relations | Contributions to support the basic organizational capacity of representative Aboriginal organizations - Office of the Federal Interlocutor for Métis and Non-Status Indians | Inuit Relations Secretariat | |
Contributions for Inuit Counselling in the South | |||||
SA | 1.2.4 | Consultation and Engagement | $5,810,993 | Contributions for the purpose of consultation and policy development | Consultation and Engagement Initiatives Note: To include test case funding, consultation and policy development |
$8,201,400 | Contributions to support the building of strong governance, administrative and accountability systems | ||||
$750,000 | Contributions for the legal and associated costs of Indian-related cases having the potential to become judicial precedents | ||||
PA | 1.3 | Treaty Management | |||
SA | 1.3.1 | Implementation of modern treaty obligations | $74,013,081 | Payments to Yukon First Nations pursuant to individual self-government agreements | Note: The following two evaluations cover all authorities as listed under 1.3.1 and 1.3.2 except Treaty Commission activities |
$124,473,713 | Payments to self-governing Aboriginal organizations, pursuant to comprehensive land claim agreements, self-government agreements or treaty legislation | ||||
$4,779,976 | Grant to the Westbank First Nation to support the implementation of the Westbank First Nation Self-Government Agreement | ||||
$4,374,622 | Grants to the Sechelt Indian Band pursuant to the Sechelt Self-Government Act | Impacts of Comprehensive Land Claims Agreements and Self-Government Agreements | |||
$127,738,623 | Grants to support First Nations, Inuit, Tribal Councils, organizations or other levels of government for the implementation activities as stipulated in the various agreements | ||||
$1,319,190 | Payments to the Government of the Northwest Territories to facilitate the implementation of comprehensive land claim agreements | ||||
$7,164,000 | Contributions for the purpose of consultation and policy development | Impact of Self-Government Agreements | |||
$46,879,683 | Grant for Mi'kmaq Education in Nova Scotia | ||||
$75,576,322 | Grants to Aboriginal organizations designated to receive claim settlement payments pursuant to Comprehensive Land Claim Settlement Acts | ||||
$17,987,000 | Grant to the Nunatsiavut Government for the implementation of the Labrador Inuit Land Claims Agreement pursuant to the Labrador Inuit Land Claims Agreement Act | ||||
$197,927,376 | Contributions to beneficiaries and various implementing bodies for implementing comprehensive land claim agreements | ||||
SA | 1.3.2 | Management of Treaty Relationships | $750,000 | Contributions to provincially and/or regionally based Treaty Commissions | Treaty Commissions Note: components of 1.3.2 not related to Treaty Commissions is covered above in 1.3.1 |
SA | 1.3.3 | Management of Other Negotiated Settlements | $319,000 | Payments to support Indians, Inuit and Innu for the purpose of supplying public services in education - Contributions to provide elementary and secondary education programs and services to Indians living on reserve and Inuit | |
SO | 2 | THE PEOPLE | |||
PA | 2.1 | Education | |||
SA | 2.1.1 | Elementary and Secondary Education | $150,000 | Grants to Indians and Inuit to provide elementary and secondary educational support services | Elementary and Secondary Education |
$9,384,000 | Payments to support Indians, Inuit and Innu for the purpose of supplying public services in education - Contributions to support Indian, Inuit and Innu cultural education centres | ||||
$1,181,616,402 | Payments to support Indians, Inuit and Innu for the purpose of supplying public services in education - Contributions to provide elementary and secondary education programs and services to Indians living on reserve and Inuit | ||||
$327,470,936 | Payments to support Indians, Inuit and Innu for the purpose of supplying public services in education - Contributions to support the post-secondary educational advancement of registered Indian and Inuit students | ||||
$128,993,802 | Payments to support Indians, Inuit and Innu for the purpose of supplying public services in education - Contributions for the Special Education program for students living on reserve | ||||
$23,675,000 | Payments to support Indians, Inuit and Innu for the purpose of supplying public services in education - Contributions to First Nations and Inuit Governments and Organizations for Initiatives under the Youth Employment Strategy Skills Link program and Summer Work Experience Program | ||||
This was a contribution completed in FY 2011-12 | Payments to support Indians, Inuit and Innu for the purpose of supplying public services in education - Contributions to provide First Nations SchoolNet services to Indians living on reserve and Inuit | ||||
$600,000 | Grants to Participating First Nations and the First Nations Education Authority Pursuant to the First Nations Jurisdiction over Education in British Columbia Act | ||||
$45,000 | Grants to Inuit to support their cultural advancement | ||||
SA | 2.1.2 | Post-secondary Education | $1,500,000 | Grants to Indians and Inuit to support their post-secondary educational advancement | Post-Secondary Education |
Payments to support Indian, Inuit and Innu for the purpose of supplying public services in education - Contributions to support the post-secondary educational advancement of registered Indian and Inuit students | |||||
Contributions to support the post-secondary educational advancement of registered Indian and Inuit students | |||||
$817,000 | Grants to the National Aboriginal Achievement Foundation | National Aboriginal Achievement Foundation Note: Evaluation to be led by Heritage Canada | |||
PA | 2.2 | Social Development | |||
SA | 2.2.1 | Income Assistance | $10,000,000 | Grants to provide income support to indigent on-reserve residents | Income Assistance, National Child Benefit Reinvestment and Assisted Living Note: Need to decide if shelter allowance will be evaluated here or as part of housing evaluation. |
$959,947,716 | Payments to support Indians, Inuit and Innu for he purpose of supplying public services in social development - Contributions to provide income support to indigent on-reserve residents | ||||
SA | 2.2.2 | National Child Benefit Re-investment | $1,260,000 | Payments to support Indians, Inuit and Innu for he purpose of supplying public services in social development - Contributions to provide programming for low income reserve residents with children under the National Child Benefit Reinvestment Initiative | |
SA | 2.2.3 | Assisted Living | |||
SA | 2.2.4 | First Nations Child and Family Services | $606,632,716 | Payments to support Indians, Inuit and Innu for he purpose of supplying public services in social development - Contributions to support culturally appropriate prevention and protection services for Indian children and families resident on reserve | Enhanced Prevention Focused Approach for the First Nations Child and Family Services Program in Nova Scotia and Saskatchewan |
Enhanced Prevention Focused Approach for the First Nations Child and Family Services Program in Quebec and PEI | |||||
Enhanced Prevention Focused Approach for the First Nations Child and Family Services Program in Manitoba | |||||
SA | 2.2.5 | Family Violence Prevention | $18,515,393 | Payments to support Indians, Inuit and Innu for he purpose of supplying public services in social development - Contributions to support culturally appropriate family violence shelter and prevention services for Indian women, children and families resident on reserve | Family Violence Prevention |
PA | 2.3 | Managing Individual Affairs | |||
SA | 2.3.1 | Registration and Membership | $8,290,378 | Contributions to Indian bands for registration administration | Registration Administration |
SA | 2.3.2 | Management of Moneys | Indian Moneys, Estates and Treaty Annuities | ||
SA | 2.3.3 | Estates Management | $672,000 | Contribution to Indian bands for land and estates management | |
SA | 2.3.4 | Treaty Annuities | $1,400,000 | Indian Annuities Treaty Payments | |
PA | 2.4 | Residential Schools Resolution | |||
SA | 2.4.1 | Common Experience Payment | Note: An evaluation feasibility study revealed these activities are heavily monitored. Evaluation commitments in TB Submission met and bi-annual reporting to TB and court continues. As a result, no future evaluations of the residential schools resolution is planned. | ||
SA | 2.4.2 | Independent Assessment Process | $250,000 | Contributions for Groups of Indian Residential School survivors who wish to resolve their claim as a group under the independent Assessment Process | |
SA | 2.4.3 | Commemoration | |||
SA | 2.4.4 | Support to the Truth and Reconciliation Commission | $10,000,000 | Contributions for former students, their families, communities and groups of individuals for the purpose of facilitating regional or national commemoration projects that address the Indian Residential Schools experience and provide the opportunity to share the initiative with family and community | |
SO | 3 | THE LAND AND ECONOMY | |||
PA | 3.1 | Aboriginal Economic Development | |||
SA | 3.1.1 | Aboriginal Entrepreneurship | $44,816,000 | Contributions under the Aboriginal Business Canada Program | Aboriginal Entrepreneurship |
SSA | 3.1.1.1 | Access to Capital and Business Services | $103,525,429 | Stratégie d'approvisionnement auprès des entreprises autochtones | |
SSA | 3.1.1.2 | Procurement Opportunities | Procurement Strategy for Aboriginal Business | ||
SA | 3.1.2 | Activation of Community Assets | $5,572,645 | Contributions to Indian bands for land and estates management | Activation of Community Assets |
$11,004,920 | Contributions to Indian bands for Lands Management Capacity Building | ||||
Payments to support Indian, Inuit and Innu for the purpose of supplying public services in economic development | |||||
SSA | 3.1.2.1 | Investment in Economic Opportunities | |||
SSA | 3.1.2.2 | Creation of Rights and Interests in Reserve Land | |||
SSA | 3.1.2.3 | Federal Management of Oil and Gas Interests in Reserve Land | |||
SSA | 3.1.2.4 | First Nations Commercial and Industrial Development | |||
SSA | 3.1.2.5 | First Nations Land Management | Contributions to implement the First Nations Land Management Act, including Contributions to the Resource Centre | ||
$9,851,892 | Contributions to implement the First Nations Land Management Act (Contributions to First Nations) | ||||
$730,000 | Contributions to Indian bands for land and estates management | ||||
SSA | 3.1.2.6 | First Nations Oil and Gas Management | |||
SA | 3.1.3 | Strategic Federal Investments and Partnerships | $14,450,000 | Contributions to support the Aboriginal Economic Development Strategic Partnerships Initiative | The Aboriginal Economic Development Framework and Strategic Federal Investments and Partnerships |
$658,000 | Contributions for the purpose of consultation and policy development | ||||
PA | 3.2 | Federal Administration of Reserve Land | |||
SA | 3.2.1 | Additions to Reserve | Federal Administration of Reserve Land | ||
SA | 3.2.2 | Registration of Rights and Interests in Reserve Lands | |||
SA | 3.2.3 | Clarity of Reserve Boundaries | |||
SA | 3.2.4 | Environmental Management | $80,000 | Contributions for promoting safe use, development, conservation and protection of North's natural resources | |
$4,900,000 | Grants to support the beneficiaries/organizations for the settlement of specific and special claims | ||||
SSA | 3.2.4.1 | Contaminated Sites on Reserve | $18,371,628 | Contributions to First Nations for the management of contaminated sites | Environmental Sustainability and Contaminated Sites On Reserve |
SSA | 3.2.4.2 | Environmental Sustainability | Contributions to Indian bands for land and estates management | ||
SSA | 3.2.4.3 | Emergency Management Assistance | $9,736,000 | Contributions for emergency management assistance for activities on reserve | Emergency Management Assistance for Activities On Reserve |
PA | 3.3 | Community Infrastructure | |||
SA | 3.3.1 | Water and Wastewater Infrastructure | $960,882,891 | Payments to support Indians, Inuit and Innu for the purpose of supplying public service in capital facilities and maintenance | First Nations Water and Wastewater Infrastructure |
$136,000 | Grants to students and their chaperons to promote fire protection awareness in band and federally operated schools | ||||
SA | 3.3.2 | Education Facilities | Capital Facilities and Maintenance Note: Need to decide if shelter allowance will be evaluated as part of housing or as part of income assistance. |
||
SA | 3.3.3 | Housing | |||
SA | 3.3.4 | Community Infrastructure Assets and Facilities | |||
$53,830,000 | Payments to support Indians, Inuit and Innu for the purpose of supplying public services in capital facilities and maintenance - Payment of Contributions to First Nations under the First Nations Infrastructure Fund in the provinces | First Nations Infrastructure Fund | |||
3.3.5 | Renewable Energy and Energy Efficiency | $1,000,000 | Contributions for promoting the safe use, development, conservation and protection of the North's natural resources | EcoENERGY for Aboriginal and Northern Communities Note: Thematic Evaluation of Adaptation for the Clean Air Agenda - EC lead |
|
EcoENERGY for Aboriginal and Northern Communities - AANDC Component | |||||
SO | 4 | THE NORTH | |||
PA | 4.1 | Northern Governance and People | |||
SA | 4.1.1 | Political Development and Intergovernmental Relations | $50,226,000 | Grants to the Government of the Northwest Territories and Government of Nunavut for health care of Indians and Inuit | Northern Governance – Support for Territorial Relations and Northern Organizations |
$1,250,000 | Payments to support Indians, Inuit and Innu for the purpose of supplying public services in capital facilities and maintenance | ||||
$179,000 | Contribution to the Government of the Northwest Territories and Government of Nunavut for health care of Indians and Inuit | Note: No evaluation required. Monitored by OAG | |||
$1,365,000 | Contributions for enhancing the financial management capacity and networking facilities of the Government of Nunavut | ||||
$3,427,388 | Grants for the political evolution of the territories, particularly as it pertains to devolution | NWT Devolution | |||
SA | 4.1.2 | Nutrition North | $53,930,000 | Contribution to support access to healthy foods in isolated northern communities | Northern Nutrition Contribution (Implementation Evaluation) |
Northern Nutrition Contribution (Impact Evaluation) | |||||
SA | 4.1.3 | Climate Change Adaptation | $3,950,000 | Contributions for promoting the safe use, development, conservation and protection of the North's natural resources | AANDC's Climate Change Adaptation Program - Assist Northerners in Assessing Key Vulnerabilities and Opportunities Note: Thematic Evaluation of Adaptation for the Clean Air Agenda - EC lead |
AANDC's Climate Change Adaptation Program - Assist Northerners in Assessing Key Vulnerabilities and Opportunities – AANDC Component | |||||
PA | 4.2 | Northern Science and Technology | |||
SA | 4.2.1 | Northern Contaminants | $4,725,000 | Contributions for promoting the safe use, development, conservation and protection of the North's natural resources | Northern Contaminants Program/Northern Scientific Training Program |
$1,086,000 | Grant for the advancement of scientific knowledge in the North | ||||
SA | 4.2.2 | Science Initiatives | Contributions for promoting the safe use, development, conservation and protection of the North's natural resources | International Polar Year | |
Contributions for promoting the political, social, and scientific development of Canada's three territories | |||||
$80,000 | Contributions for Inuit Counselling in the South | ||||
PA | 4.3 | Northern Land, Resources and Environmental Management | |||
SA | 4.3.1 | Oil and Gas | Contributions for promoting the safe use, development, conservation and protection of the North's natural resources | Northern Regulatory Improvement Initiative, Land, Resources and Environmental Management | |
SA | 4.3.2 | Mines and Minerals | $20,449,313 | ||
SA | 4.3.4 | Land and Water Management | |||
SA | 4.3.5 | Environmental Management | |||
SA | 4.3.3 | Contaminated Sites | Contributions for promoting the safe use, development, conservation and protection of the North's natural resources | Federal Contaminated Sites Action Plan Note: Horizontal evaluation with EC lead. |
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Contributions to First Nations for the Management of Contaminated Sites | Northern Contaminated Sites Note: Name changed from Land and Environmental Management |
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$30,565,926 | Transfer payments to the Government of Yukon for the care and maintenance, remediation and management of the closure of contaminated sites in Yukon | ||||
$129,800 | Transfer payments to the Government of Yukon for the remediation of the Marwell Tar Pit Site to support the Contaminated Sites Program | Note: No evaluation required for transfer payments | |||
$129,800 | Contributions for promoting the safe use, development, conservation and protection of the North's natural resources | ||||
SA | 4.3.5 | Environmental Management | Advancing conservation interests in the NWT | Advancing Conservation Interests in the NWT | |
SO | 5 | OFFICE OF THE FEDERAL INTERLOCUTOR | |||
PA | 5.1 | Urban Aboriginal Strategy | Urban Aboriginal Strategy | Urban Aboriginal Strategy | |
PA | 5.2 | Métis and Non-Status Indian Organizational Capacity Development | $6,565,000 | Contributions to support the basic organizational capacity of representative Aboriginal organizations | Note: To be covered by evaluation of Support to Institutions and Organizations Including Métis and Non-status Indian Organizations |
$5,504,000 | Federal Interlocutor's Contribution Program | Federal Interlocutor's Contribution Program and Powley: Reconciliation and Management of Métis Aboriginal Rights | |||
PA | 5.3 | Métis Rights Management | $8,000,000 | Federal Interlocutor's Contribution Program | |
$6,460,386,935 | |||||