Archived - Aboriginal Affairs and Northern Development Canada and Canadian Polar Commission - 2013-14 Departmental Performance Report

Program 1.1: Governance and Institutions of Government

Description

The Governance and Institutions of Government Program contributes to The Government Strategic Outcome. This program provides frameworks (legislative and non-legislative) which are consistent with the legal, collective, human, and democratic rights and freedoms of Aboriginal people in Canada, and, where possible, enables and supports First Nation development of policies and programs that embrace these values. It provides funds, legislation and guidelines, certifications, education and training, advice, policies and plans, and implemented changes to support, condition and build capacity for Aboriginal governance. Typical activities include but are not limited to providing assistance to establish governance and associated capacities, processes and mechanisms (such as by-law making authority, election processes). Support is provided to First Nation and Inuit governments as well as First Nation institutions. Ultimately, good governance practices are essential for active Aboriginal participation in Canadian society and the economy.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

Governance grants and contributions funding, along with direct training, capacity support to communities and legislative development, led to significant advancements in community governance capacity. Although the target of 80% of First Nations operating with a plan to develop governance was missed by one percentage point, the Department set an ambitious target as this is a priority for enabling a community-focused approach to capacity investments. First Nation communities have made significant progress in this area from 53% in 2012–2013 to the current level of 79%.

Throughout 2013–2014, AANDC continued to support and facilitate community development and capacity by streamlining and consolidating governance capacity programs; advancing the Community Development Framework and related tools; strengthening the governance storyline through the redevelopment of the Governance and Institutions of Government Program in the Program Alignment Architecture, realigning the Chart of Accounts accordingly and developing a Performance Measurement Strategy to support it; and developing and implementing legislation to remove the barriers to First Nation governance.

In 2013–2014, the Department consolidated four governance capacity spending authorities, which simplified programming and application processes and broadened language to allow targeted investments based on community plans. In support of the new authority, a Performance Measurement Strategy was developed for the Governance and Institutions of Government Program of the Program Alignment Architecture, to guide the collection and analysis of information required for program evaluation and result measurement.

The First Nations Elections Act was re-introduced as Bill C-9 in October 2013, and the Department continued to support the bill as it moved through the parliamentary process. Developed in partnership with First Nations organizations, the Bill presents a solid alternative election system that will build the foundations of open, stable and accountable First Nations governments. At the same time, the Department renewed its partnership with the Atlantic Policy Congress of First Nations Chiefs to establish a joint work plan for the regulatory development and engagement required for implementing the First Nations Elections Act.

Efforts were also focussed on implementing the First Nations Financial Transparency Act, ensuring that the necessary systems and work processes were in place to allow AANDC to meet its statutory obligation to post the audited consolidated financial statements of participating First Nations on its website. This increased transparency of First Nations governments will inform potential investors contemplating economic development opportunities in First Nations and will provide financial information to First Nations members about their respective communities. The purpose of the First Nations Financial Transparency Act is to enhance the financial accountability and transparency of First Nations to their members so that members have the information required to make informed decisions on important aspects of their lives. To this end workshops were provided to First Nation administrators working with the Aboriginal Financial Officers Association.

Sub-Program 1.1.1: First Nation Governments

Description

This sub-program contributes to basic functions of First Nation Governments. Funds are provided through contributions to facilitate the exercise of core functions of government such as law-making, financial management and administration, and executive leadership. Capable governments attract investment, create opportunities, and effectively support their citizens.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

Ongoing support through the Band Support Funding grant and Band Employee Benefits funding and investments through contributions and direct supports to communities, combined with a strategic focus on legislative development, led to significant advancements in governance capacity. AANDC's goal of supporting an integrated approach to community development reinforced joint work with Health Canada and other federal partners. With a focus on communities with a capacity development plan in place, the Department will leverage partnerships with federal, provincial and other potential funders to promote an integrated community-focused approach to capacity investments.

The Professional and Institutional Development Program provides strategic and targeted funding for developing and implementing capacity development plans (i.e. Management Action Plans, Strategic Plan). In 2013–2014, approximately $13.5 million supported governance capacity building initiatives. AANDC continued to work with Health Canada and other government departments to support capacity building activities identified in community capacity plans.

Regarding governance legislative development, Bill C-428 (Indian Act amendment and replacement Act) is a Private Member's Bill that was reinstated in the House of Commons from the previous session on October 16, 2013. The proposed Bill was amended by the House of Commons Standing Committee on Aboriginal Affairs and Northern Development and adopted on November 20, 2013. Presently, Bill C-428 is awaiting a Second Reading in the Senate. On a general note, the Bill proposes, amongst other things, to remove the discretionary disallowance power of the Minister regarding enacted by-laws under section 81 of the Indian Act.

Program 1.2: Co-operative Relationships

Description

The Co-operative Relationships Program contributes to The Government Strategic Outcome. It seeks reconciliation and the strengthening of the relationship between governments and Aboriginal groups through mutual respect, trust, understanding, shared responsibilities, accountability and dialogue. This program addresses constitutional and historic obligations, as well as good public policy by: negotiating and implementing agreements which achieve clarity with respect to law-making authority and the ownership, use and control of lands and resources; addressing specific claims; developing multi-partner processes in areas jointly identified by Aboriginal groups and the federal government; supporting effective and meaningful consultation with Aboriginal groups and their representation in federal policy and program development. Through relationships built on trust, respectful partnerships will be established which may ultimately help to contribute to the strengthening of the social, economic and cultural well-being of Aboriginal communities and ultimately more active participation and engagement in the broader Canadian society.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

Canada continues to promote section 35 rights in the Constitution Act 1982 through negotiating and implementing comprehensive claims agreements. The benefit of comprehensive claims agreements is greater legal certainty with respect to the use and ownership of land and resources and the reduction of barriers that impede development, which is in the interest of all Canadians. Where self-government provisions are included, agreements provide Aboriginal groups with opportunities to improve accountability and governance in key areas such as education, allowing for meaningful changes in their communities to improve quality of life.

In addition, the Department continues to focus on policy impediments identified in the 2012 results-based approach engagement process in order to help reach agreements more quickly. AANDC also continues to explore options other than reaching final treaty agreements and options to streamline government mandating and approval processes. Two rounds of engagement have been held to better inform the development of policy proposals for establishing a new formula-based approach to funding in support of Aboriginal self-government.

AANDC continues negotiations of Final Agreements on Self-Government with the Mohawk Council of Akwesasne and the Union of Ontario Indians, negotiation of an Agreement-in-Principle with the Whitecap First Nation and completion of work needed for the Sioux Valley Dakota Nation Governance Act, which received Royal Assent on March 4th, 2014.

2013–2014 Additional Highlights:

• Canada continued ongoing Treaty Negotiations Process Revitalization work with the Province of British Columbia, the First Nations Summit and the British Columbia Treaty Commission.
• AANDC continued to support departments/agencies in fulfilling Canada's duty to consult by adding content to the Aboriginal and Treaty Rights Information System (ATRIS) available to federal officials, strengthening its functionality and providing webinar training on its use. It became accessible to the public in September 2013. AANDC also continued to offer enhanced training on consultation and accommodation across the country, including tailored sessions for departments and regions. Regional federal networks led by regional consultation coordinators supported regional information sharing on rights and assertions but also on departmental approaches, common challenges and best practices.

Sub-Program 1.2.1: Negotiations of Claims and Self-Government

Description

Canada is committed to the negotiation of claims and self-government agreements as the best means for reconciling pre-existing Aboriginal rights with Crown sovereignty to the benefit of all Canadians. With the participation of provincial and territorial governments, Canada negotiates comprehensive treaties, sectoral agreements and stand-alone self-government agreements that provide Aboriginal groups with a solid foundation for self-determination and for the improvement of social, cultural and economic conditions within their communities.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

Canada continues to negotiate Comprehensive Land Claims and Self-Government Agreements in order to provide certainty and clarity with respect to law-making authority and the ownership, use and control of land and resources. Through negotiations, agreements such as the self-government arrangement with the Sioux Valley Dakota Nation help promote improved living conditions in Aboriginal communities and foster a positive climate for investment and economic development. Such agreements also put in place governance regimes that are more transparent, accountable and responsive to community needs and direction.

2013–2014 additional highlights include:

• Signature of the Acho-Dene-Koe Agreement-in-Principle on February 5, 2014
• Successful ratification vote for the Deline Self-Government Final Self-Government Agreement in March 2014
• Signature of the Akwesasne Agreement-in-Principle on November 4, 2013

AANDC also made considerable progress in negotiating comprehensive claims agreements under the British Columbia treaty process. For example:

• The Yale Final Agreement was signed on April 11, 2013 and Royal Assent of the Yale First Nation Final Agreement Act was received on June 19, 2013.
• Federal approval to sign Sliammon Final Agreement was granted on December 17, 2013 (the Final Agreement was ratified by Sliammon First Nation on July 10, 2012 and the Province of British Columbia on March 14, 2013).
• The Wuikinuxv Agreement-in-Principle (AIP) was initialled on July 23, 2013. Te'mexw Treaty Association accepted the closing land/cash offer on October 29, 2013, and on November 26, 2013, the parties reached a negotiators' understanding on the AIP.

The three month Deline Final Self-Government Agreement ratification effort yielded a successful outcome. Corporate lessons learned from previous ratification experiences, including the critical importance of social media, were applied and positively reinforced by the Deline experience. The very compressed timeframe created issues that were challenging to manage, however, and it is recommended that a slightly longer timeframe (six to eight months) be considered for future ratification efforts.

To achieve targets, the Department focuses resources (both financial and human) on Negotiation Tables in order to attain results, or where appropriate, pursue the exploration of alternatives to address shared interests in a timely fashion. Although negotiation tables have always been subject to strategic planning, planning is now more explicitly integrated as resources are aligned to advance objectives, while taking into account emerging opportunities or risks.

The Evaluation of the Process for Negotiating Comprehensive Land Claims and Self-Government Agreements was completed in November 2013 and contained several key findings indicating that some elements of the process needed improvement. The recommendations suggest adopting a proactive policy approach to more effectively manage and respond to risks and strategically shape or influence the evolving legal framework, strengthening the approach to oversight and reporting and to table reporting, implementing systems to maintain documents and manage negotiations and coordinating ongoing monitoring of the efficiency and effectiveness of comprehensive land claims and self-government negotiations to improve results-based reporting.

Sub-Program 1.2.2: Specific Claims

Description

The Specific Claims sub-program contributes to the Co-operative Relationships Program. Specific Claims relate to the fulfilment of outstanding treaty and government's obligations towards First Nations for the administration of Indian reserve lands, band funds and other assets. The government made the resolution of specific claims a priority when it announced the Specific Claims Action Plan in 2007, and reiterated its commitment to resolve claims in the 2010 Speech from the Throne. Key activities include the assessment of the historical and legal facts of the claim, the negotiation of a settlement agreement if it has been determined that there is an outstanding lawful obligation, and payment of compensation monies to First Nations pursuant to the terms of a settlement agreement. Addressing and resolving specific claims expediently helps build relationships and provides justice to First Nation claimants and certainty for all Canadians.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

All 2013–2014 specific claim targets were met. 100% of claim submissions were assessed within the three year operational framework. Canada is negotiating 100% of the 231 claims accepted for negotiation. In 2013–2014, Canada concluded 54 claims, including 15 claims settled through negotiated settlement agreements valued at $369,287,076.60.

The introduction of process streamlining measures, such as the use of templates and electronic communication tools, has supported achievement of performance targets.

To ensure the continued success of the implementation of the Justice at Last initiative, additional resources were secured to supplement the Specific Claims Settlement Fund and to support operational requirements. The Specific Claims Settlement Fund was augmented by $1.35 billion (over three years). The Specific Claims Settlement Fund increase and supplemental FTEs supported by additional operational resources ensure that claims are being addressed in a fair and timely manner and that funds are readily available to pay out settlement agreements and awards of the Specific Claims Tribunal. The total number of claims settled by negotiated agreement since Justice at Last was announced has risen to 108, with a value of approximately $2.1 billion.

The Summative Evaluation of the Specifics Claims Action Plan was completed in April 2013 and found that the Action Plan has put the Department on the right path to meeting the three-year timeframe for negotiations. The recommendations suggested a need to include a risk strategy in the risk assessment framework to better manage concluded claims, a strategy to allow better use of mediation services and development of mechanisms that support the Justice at Last initiative and Additions to Reserves process more effectively.

In response to the recommendations, AANDC has developed a Management Response and Action Plan, which is currently being implemented. Additionally, a specific claims Performance Measurement Strategy was developed, which gives the Specific Claims Branch better insight into its work flow to improve the way claims are resolved.

Going forward into 2014–2015, a review of the mandate, structure, efficiency and effectiveness of the Specific Claims Tribunal will be carried out. The results of this review may define, or re-define, some elements of the specific claims process.

Sub-Program 1.2.3: Inuit Relations

Description

Inuit Relations sub-program fosters and maintains constructive working relationships with representative Inuit organizations and governments and is committed to working cooperatively with these organizations, as well as with provincial and territorial governments, to address issues of shared concern. It promotes and facilitates close working relationships between the Government of Canada and representative organizations to enhance their capacity in order for them to play an effective role in federal policy development processes. Partnerships are developed and financial contributions provided in order to support effective governance and research as well as to assist the organizations in the development of strategies, policy options, position papers and discussion papers in priority areas. Funds are also provided to facilitate Inuit participation in key events and processes where Inuit perspectives are beneficial. This sub-program also raises awareness of Inuit issues within the federal government and offers workshops and resource material to other government departments.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

Inuit Relations increased the number of partnerships created only slightly, by 1, moving from 7 fora to 8 overall. This increase saw the addition of the Nunavut Arts Funders Tri-Level Committee to the list of partnerships, which reflects joint work with Canada Council for the Arts on Inuit Arts Economy. Key joint processes have continued in all fora and progress has been achieved namely on Inuit Housing issues and with the Inuit Art Foundation to continue operations and to advance on the transfer of the Igloo Tag Program from the federal government to an Inuit body.

Sub-Program 1.2.4: Consultation and Engagement

Description

This sub-program provides technical, process and financial support to internal and external stakeholders to maintain co-operative relationships with Aboriginal groups and their representatives. This support could take several forms such as advice on how to engage community members in the development of a community plan, contributions to a representative organization for core operations (administration, elections, finance), contribution for engaging with the Department at the technical level on the development of a specific policy or legislation; engagement with Aboriginal groups and representatives and with industry or assistance to federal departments and agencies in fulfilling the Crown's duty to consult.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

The target set was exceeded in that advice given to over 10,000 projects/initiatives/activities supported the fulfillment of the Crown's duty to consult, including:

• Delivering 45 training events (in-person and webinar) for using the Aboriginal and Treaty Rights Information System (ATRIS) involving approximately 400 federal officials. The public site was visited approximately 4,700 times since its launch in September 2013. The Consultation Information Service enhanced the system content, including integrating summaries of 30 Supreme Court of Canada decisions related to section 35 rights. When Canada's web site was launched, ATRIS was selected from among all federal systems to appear on page 1 of the site. This provided an opportunity to reach more Canadians.
• Providing advanced training to about 325 officials to help strengthen their capacity to integrate the duty into their departmental activities. First joint training held with Nova Scotia.
• Strengthening regional cooperation, including developing and implementing cooperative arrangements with provinces/territories and Aboriginal groups. Protocol evaluations were begun of protocols in Québec and Nova Scotia which will contribute to improvements in implementation and negotiation of future agreements. Funding provided to support existing consultation protocols contributed to the ability of Aboriginal groups to participate in federal consultations in a meaningful and timely manner, and to reduce the number of duplicative consultation interactions.
• Continuing to support consultation related to major resource projects and help other departments developing operational policies to improve Aboriginal consultation and engagement in project reviews. The focus was on improving measures for earlier Aboriginal and proponent engagement. The Department supported the work of the Special Federal Representative on West Coast Energy Infrastructure.
• Continuing to share information with other federal departments and agencies through an Interdepartmental Team on policy approaches, tools and best practices.
• Leading policy development to clarify policy issues, including accommodation, while initiating development of the third edition of federal officials' guidelines for consultation and accommodation.

The focus of FTEs in the Consultation Information Service shifted to strengthening the Aboriginal and Treaty Rights Information System content, to foster efficient use of resources. Travel for regional events (e.g. interdepartmental networks) was minimized by having Regional Consultation Coordinators in the regions and, when travel was required, several meetings were scheduled to optimize travel expenditures. Outreach and relationship-building activities with Aboriginal groups were planned to take advantage of existing events where possible. Some policy development and operational activities were adjusted to reflect variances, including streamlining efforts to priority areas such as guidelines development and consultation on major projects.

Sub-Program 1.2.5: Métis and Non-Status Indian Relations and Métis Rights Management

Description

The Métis and Non-Status Indian Relations sub-program contributes to the Government Strategic Outcome. This sub-program aims to enhance the capacity, legitimacy, stability and democratic accountability of Métis and Non-Status Indian organizations to: represent their members; and have the capacity to build and expand partnerships with federal and provincial governments and with the private sector. Furthermore, the sub-program also works with representative Aboriginal organizations that have substantial Métis membership numbers to develop objectively verifiable membership systems for Métis members and harvesters in accordance with the 2003 Supreme Court Powley decision. In all, the objectives are to enhance the capacity of these organizations to find practical ways to improve the self-reliance, and social and economic conditions of Métis, and Non-Status Indians so that ultimately they can better realize their full potential within Canadian society, while assisting in the reconciliation of Métis Aboriginal rights within the Canadian Federation in a collaborative and practical manner.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

In 2013–2014, AANDC engaged with Métis and Non-Status Indian Aboriginal Representative Organizations (ARO) via meetings, ARO annual general assemblies and board meetings. AANDC met primarily with the two National Aboriginal Organizations that represent Métis and Non-Status Indians: the Métis National Council and the Congress of Aboriginal Peoples, and their affiliate ARO. Of note, the Government of Canada and the Métis National Council renewed their 2008 Métis Nation Protocol and signed a new Governance and Financial Accountability Accord in April 2013.

In 2013–2014, AANDC continued to maintain tripartite partnerships with provinces that have Métis ARO: British Columbia, Alberta, Saskatchewan, Manitoba and Ontario. Discussions focused on funding, future initiatives and federal/provincial links to Métis and Non-Status Indian ARO. As part of the Powley initiative, which is due to sunset on March 31, 2015, draft Métis membership standards were developed in collaboration with Métis ARO and the Canadian Standards Association. These draft standards are intended to form the basis for a consistent approach to the registration of Métis people and issuance of harvester cards.

The Evaluation of the Federal Interlocutor's Contribution Program (FICP) and Powley Initiative was completed in September 2013 and contained key findings indicating that some areas of the program needed improvement. The recommendations suggested improving the clarity of objectives and roles and responsibilities, developing a comprehensive Performance Measurement Strategy for the FICP and Powley Initiative and examining the proportion of funding provided to internal operations relative to contributions. In response to the recommendations, AANDC has developed a Management Response and Action Plan that is being implemented in 2014–2015.

Program 1.3: Treaty Management

Description

The Treaty Management Program contributes to The Government Strategic Outcome. This program aims to create and maintain ongoing partnerships to support both historic and modern-treaties to fulfill Canada's legal obligations. This program supports First Nation and Inuit communities in articulating their interests, participating in land and resource development and management, where applicable, and demonstrating the importance of treaties and the treaty relationship between the Crown and Aboriginal people. This is achieved by honouring Canada's obligations as set out in final agreements, improving relationships between Canada and Aboriginal peoples, and improving the relationships between Canada and Historic Treaties First Nations. Creating and maintaining partnerships that honour historic and modern treaties contributes to the strengthened, healthy and sustainable First Nation and Inuit communities and ultimately supports them to optimize their participation in the broader Canadian society, thus benefitting all Canadians.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

The Office of the Treaty Commissioner in Saskatchewan and the Treaty Relations Commission of Manitoba continued building on their successes and provided public awareness, facilitation and research related to pre-1975 treaties. Both Commissions' mandates have been extended to March 2016.

The Office of the Treaty Commissioner in Saskatchewan and the Treaty Relations Commission of Manitoba were able to continue increasing participation in their initiatives and visits to their websites. The Speaker's Bureau remains popular, with over 65 schools visited and 4000 people reached.

In Saskatchewan, participation in the Shelter and Skills Development project tripled to 100 people, 550 teachers were trained as Treaty Catalyst Teachers and 300 RCMP officers participated in Aboriginal Perceptions Training. In Manitoba, 32 schools were visited, 200 resource kits were distributed and over 35 partnerships were established with private sector groups and municipal and other non-profit groups.

In terms of modern treaties, goals and priorities established in 2013–2014 have largely been achieved. Ongoing partnerships to support relationships and structures were developed and maintained through leading and attending Implementation Committees with each treaty partner, holding regional caucus meetings with other federal government departments and agencies and attending federal steering committee meetings to discuss fulfilling federal government obligations within modern treaties.

Six Annual Reports on activities of signatories to comprehensive land claims and self-government agreements were tabled in Parliament. However, there are currently 11 Annual Reports overdue, with 4 of these close to being tabled in Parliament. This target is behind due to the extensive collaboration process needed to complete each report. Each of the 3 tripartite parties contributes to the process. In 2013–2014, new Annual Report Guidelines were created to streamline the process of producing the reports and tabling them in Parliament. In the past year there has been a successful effort in relieving the backlog of overdue reports.

Nisga'a and Tsawwassen negotiations are ongoing in anticipation of the March 2015 conclusion of the current Fiscal Financing Agreement. The current Financial Transfer Agreement for Carcross/Tagish in the Yukon was extended to March 2015 to give the parties more time to resolve the current dispute. Seven other Yukon First Nations continue negotiating in anticipation of the March 2015 expiration of their fiscal financing agreements. Northwest Territory agreements have been extended until all negotiations for new fiscal agreements have concluded and renewal negotiations in Nunavut are underway.

Finally, the collaboration and training of other government departments and agencies are ongoing for both the Treaty Obligation monitoring System and for CLCA.net.

Sub-Program 1.3.1: Implementation of Modern-Treaty Obligations

Description

The fulfillment of modern treaty obligations is a priority. The successful implementation of modern treaties obligations builds on the certainty created by negotiating and settling agreements. Funding for implementation of Comprehensive Land Claim Agreements is provided through a grant authority to cover one-time statutory payments, and a grant authority to support implementation activities required by negotiated final agreements.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

This target has been met with the completion of 84% of all one-time obligations as set out in these Agreements. Implementation committees and regional caucuses have met regularly. Developing and maintaining positive relationships and partnerships have helped in the development of goals and implementation of agreements that support collaboration among federal government departments and agencies. AANDC continues its effort to ensure tools and resources are available for federal implementers.

Work was done to assess which obligations could be completed within fiscal year 2013–2014 and which could be appropriately deferred without breaching any legal requirements. Some implementation activities are better addressed at the regional level and additional roles they may have been able to assume was discussed. All travel expenditures were closely monitored as well to ensure that resources were absolutely necessary and several meetings were scheduled during these times for best use of funds. Implementation Branch continued to work closely with Human Resources to address outstanding vacancies and plans to fill them as soon as possible.

The Evaluation of the Impacts of Comprehensive Land Claims and Self-Government Agreements was completed in November 2013 and found that these agreements have put in place structures for governance, program and services, land and resource management and economic development. The recommendations suggested improving monitoring of the implementation and impact of modern treaties. In response to the recommendations, AANDC has developed a Management Response and Action Plan, which will be completed by 2015–2016.

Sub-Program 1.3.2: Management of Treaty Relationships

Description

The management of treaty relationships focuses on enhancing relationships between Canada and various implementation bodies, treaties commissions and tables, or Aboriginal governments through mutual exploration of historic treaties issues. The management of modern treaty relationships also focuses on working with Canada's internal stakeholders in fulfilling Canada's legal obligations set out in modern treaties. These are essential to the health and well-being of Aboriginal communities and promoting capital infrastructure investments and private/public Aboriginal partnerships. Aboriginal Affairs and Northern Development Canada has contribution authorities to support the various implementation bodies (i.e., surface rights boards, tribunals, etc.), negotiation tables and Treaty Commissions. Grants and contributions are being transferred to representative parties that oversee the settlements.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

The surveys conducted by provincial governments that allowed the measurement of public perception on treaties and treaty relationships are no longer taking place. For this reason, a new performance plan will be developed in 2014–2015 to ensure that this activity is properly measured.

The Office of the Treaty Commissioner in Saskatchewan and the Treaty Relations Commission of Manitoba continued to increase participation in their initiatives and visits to their websites. The Speaker's Bureau remains popular with over 65 schools visited and 4,000 people reached.

In Saskatchewan, participation in the Shelter and Skills Development project tripled to 100 people, 550 teachers were trained as Treaty Catalyst Teachers^{Footnote 4} and 300 RCMP officers participated in Aboriginal Perceptions Training. In Manitoba, 32 schools were visited, 200 resource kits were distributed and over 35 partnerships were established with private sector groups and municipal and other non-profit groups.

Sub-Program 1.3.3: Management of Other Negotiated Settlements

Description

The management of negotiated settlements focuses on those claims that did not meet the criteria set for comprehensive or specific land claims but were settled on moral grounds as opposed to strictly legal and as such, created new rights, responsibilities or an ongoing relationship. AANDC uses a specially sought grant authority to manage negotiated settlement payments to the representative group/committee that oversees the settlements through contributions and or grants. AANDC is fulfilling the negotiated settlements as per the agreements with the First Nations.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

There were no other negotiated settlements in 2013–2014.

Program 2.1: Education

Description

The Education Program contributes to The People Strategic Outcome. It aims to support First Nation and Inuit students in the achievement of education outcomes that are comparable to other Canadians. Such achievement is key to enhancing their participation in the labour market and their future success. AANDC has the principal role for elementary and secondary education for First Nations students ordinarily resident on-reserve. It also provides financial supports to eligible First Nations and Inuit students in Post-Secondary education. The focus of these programming efforts is to support students in their academic progression through elementary and secondary school, to provide appropriate learning environments with culturally relevant education programs and services; and to increase their participation in the labour market. Better outcomes and increased participation in the economy benefits all Canadians.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

The academic outcomes of First Nation students ordinarily resident on reserve require improvement to ensure an increase in graduation rates and to provide them with the opportunity to acquire the skills that they need to further their goals, enter the labour market and be full participants in a strong Canadian economy.

To improve elementary and secondary education outcomes, and build on recommendations from recent reports (the final report of the National Panel on Elementary and Secondary Education, the Senate Standing Committee on Aboriginal People and the Office of the Auditor General reports), AANDC conducted an intensive consultation process from December 2012 to April 2013 with First Nations and stakeholders across the country on developing a proposed First Nation Education Act (later named the proposed First Nations Control of First Nations Education Act) in advance of its introduction in Parliament in April 2014.

Following the resignation of the National Chief and resolutions adopted by the Assembly of First Nations Chiefs in Assembly in May 2014 and July 2014, the Bill has been placed on hold.

AANDC continues to invest in funding to improve access to post-secondary education opportunities for First Nation and Inuit students, including funding to assist eligible students with post-secondary costs. AANDC also provides resources to post-secondary institutions for designing and developing college and university level courses for First Nation and Inuit students through the Post-Secondary Partnerships Program.

Sub-Program 2.1.1: Elementary and Secondary Education

Description

This sub-program supports First Nations, Band Councils, Tribal Councils or regional First Nation education organizations in providing eligible on-reserve students with education services comparable to those of the province in which the reserve is located. Funding is used for teachers' salaries, instructional services in on-reserve schools (band operated and the seven federal schools), and reimbursement of tuition costs for on-reserve students attending provincial schools. Also, it provides student support services (e.g. transportation) and helps to enhance education services (e.g. curriculum and language development, teacher recruitment and retention, community and parents engagement in education, and Information Communication Technology capacity). It also supports schools' access to resources for learners with identified high cost special needs. Resources are provided for longer term improvements in education outcomes by focusing on school success planning, student learning and performance assessment and establishing new or advancing existing tripartite education partnerships with First Nations and provinces. In addition, the Elementary and Secondary Education sub-program also supports culturally appropriate education through the cultural education centers as well as provides supports for First Nations and Inuit youth to transition to the workplace and post-secondary education.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

This is the first year in which data for students ordinarily resident on-reserve was provided for every province through the First Nations Student Success Program. The numeracy and literacy rates presented in the above table will provide a baseline to which future results will be compared. The data reported here is published as provided by First Nations recipients only for students who were tested. Provincial assessments are administered at selected grade levels, unique to each province (e.g., grade 3, 6 and 9). Calculations combine all students in all grades who were tested and provincial percentages were tabulated using a consistent national methodology. To meaningfully measure improvement, a given cohort of students should be tracked across testing intervals. For national consistency and privacy concerns, percentages are generated using all students in all grades that were tested, subdivided by gender. As such, data may not be comparable to provincial rates at this time due to different tabulation methodologies by province. In addition, Saskatchewan and Québec do not have standardised assessments. In British Columbia, assessment results are reported as outlined in the Tripartite Education Framework Agreement (TEFA). The 2013–2014 data have not yet been provided to the Department.

To help ensure readiness for the new First Nations education system, AANDC also implemented the Strong Schools, Successful Students Initiative (Canada's Economic Action Plan 2012 investments of $100 million over 3 years) through the First Nation Student Success Program (FNSSP) and the Education Partnership Program (EPP). In February of 2014, the National Selection Committee completed their proposal assessment and recommended 28 projects for funding in 2014–2015 under EPP and FNSSP. Funding through these programs supported the development and implementation of school success plans, student learning assessments and performance measurement systems, as well as implementation of joint initiatives between regional First Nations organizations, provincial school boards and Ministries of Education. Canada's Economic Action Plan 2012 targeted investments also supported early literacy initiatives and structural readiness activities to strengthen organizational capacity in core areas such as governance and leadership, parental/community involvement, planning/performance measurement and risk management, financial management, human resource management and organizational planning.

Sub-Program 2.1.2: Post-Secondary Education

Description

The objective of the Post-Secondary Education sub-program is to help increase access and enable success in post-secondary education for eligible First Nation and Inuit students. The sub-program provides funding to Band Councils, Tribal Councils or regional First Nations education organizations to assist eligible students with the cost of tuition fees, books, travel, and living expenses (when applicable). It provides financial support to eligible First Nation and Inuit students for university and college entrance preparation programs, offered in Canadian post-secondary institutions, to enable them to attain the academic level required for entrance to degree and diploma credit programs. Resources are also available to post-secondary education institutions for the design and development of college and university level courses for First Nation and Inuit students, as well as research and development on First Nation and Inuit education.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

The government invested more than $322 million in funding to support post-secondary education for First Nation and Inuit students through the Post-Secondary Education (PSE) Program, which supported over 22,000 students in 2013–2014.

AADNC also funded Indspire, an organization with a proven record of success in promoting and investing in Aboriginal post-secondary education. Over and above the $817,000 of annual funding to Indspire, Canada's Economic Action Plan 2013 provided $10 million over two years to provide post-secondary scholarships and bursaries for First Nations and Inuit students.

AANDC reviewed and redesigned the Indian Studies Support Program (ISSP) to become the Post-Secondary Partnerships Program (PSPP) and changed the 2014–2015 Program guidelines accordingly to allow First Nations and Inuit students to benefit more effectively from courses designed and delivered to respond to their communities' needs and prepare them to join the labour market and be successful in the 21st-century economy. The revised guidelines also require greater performance measurement reporting from recipients and provide information on proposal assessment criteria to help candidates apply to the program.

Also, Canada's Economic Action Plan 2013 committed $5 million over five years for Cape Breton University's Purdy Crawford Chair in Aboriginal Business Studies to encourage Aboriginal students to take business courses. The investment will be contingent on the Purdy Crawford Chair securing matching funding from the private sector.

Program 2.2: Social Development

Description

The Social Development Program contributes to The People Strategic Outcome. Aboriginal Affairs and Northern Development Canada funds five social programs that aim to assist First Nation individuals and communities to become more self-sufficient; protect individuals and families at risk of violence; provide prevention supports that allow individuals and families to better care for their children; and support greater participation in the labour market. This program assists First Nations men, women and children in achieving greater independence and self-sufficiency in First Nations communities across Canada. It does so by flowing funds to First Nations, provincial representatives and others who provide on-reserve residents and Yukon First Nations with individual and family services that are developed and implemented in collaboration with partners. These services help First Nation communities meet basic and special needs; support employability and attachment to the workforce; and ensure that individuals and families are safe. First Nations that are engaged in advancing their own development are better equipped to leverage opportunities made available by their communities and actively contribute to the broader Canadian economy and society.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

Over 2013–2014 the Department used various innovative measures to encourage First Nation individuals to take advantage of opportunities in the labour market and in their communities. Building on the Active Measures work done in previous years through Income Assistance Reform, AANDC is working with First Nations to improve the on-reserve Income Assistance Program help ensure First Nation youth can access the skills and training they need to secure employment. Enhanced Service Delivery is providing support to First Nation communities to create the service delivery capacity necessary to effectively support eligible youth as they participate in training and transition to employment. Out of 550 First Nation Communities, 70 started implementing Income Assistance Reform as of January 31, 2014. Another 65 Ontario First Nation communities are already delivering the employment assistance portion of Ontario Works being funded through the federal/provincial 1965 Welfare Agreement. The reform involves addressing service delivery capacity at the community level, facilitating access to pre-employment and employment supports for Income Assistance beneficiaries and improving overall program management while supporting the most vulnerable members. Income Assistance Reform is incremental and the plan is to add additional communities over the coming three years. Given the late start in fiscal year 2013–2014, First Nation communities are in the initial phases of putting in place their case management models, hiring staff and undertaking client assessments.

The First Nation Child and Family Services Information Management System, introduced in April 2013, facilitates effective ongoing program management and reporting on program performance. The system enables the production of aggregate data reports and demonstrates overall program performance while informing improved policy decisions. The Department is working with interested agencies to further automate data entry and improve the system through sound project planning and management. The project remains on time and on budget, and continues to meet both Treasury Board planning requirements, as well as the Department's overall business needs.

Since April 1, 2012, the Department has been the federal lead in the British Columbia First Nations Data Governance Initiative. A Tripartite Agreement was signed in February 2014 by the governments of Canada, British Columbia and First Nations, to support BC First Nations' move towards a model of First Nation community development through data governance and systems transformation (e.g. program management, Information Management/Information Technology, research, standards). In 2013–2014, 11 communities participated in data mapping activities for several social programs, including income assistance and assisted living. Furthermore, a number of initiatives to strengthen how AANDC and funding recipients manage social programs are underway, including an enhanced effort towards program compliance.

Sub-Program 2.2.1: Income Assistance

Description

The Income Assistance sub-program provides funding to assist eligible individuals and families who are ordinarily resident on-reserve with basic and special needs services that are aligned with those provided to other residents of the reference province/territory. The sub-program also funds delivery of pre-employment measures designed to increase self-reliance, improve life skills and promote greater attachment to the work force. The Income Assistance sub-program has four main components: basic needs; special needs; pre-employment supports; and service delivery. The expected outcome of the Income Assistance sub-program is an improved quality of life through the reduction of poverty and hardship on-reserve, as well as improved participation in, and attachment to, the workforce.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

AANDC Income Assistance data for 2013–2014 will not be available until September 2014. Given that Income Assistance reform has just commenced, the Department will only be able to measure and report on progress at the end of 2014–2015. Based on 2012–2013 data, 16% of all income assistance clients participated in active pre-employment measures, compared to the targeted 10%. This does not reflect the new Enhanced Service Delivery activities that began in January 2014.

In 2013–2014, 22 First Nation recipients received funding ($10.289 million) to commence activities that help increase participation in the labour market based on a community-driven approach that is modeled on social assistance programs in their respective province. These organizations are delivering services on behalf of 70 First Nations. Additionally, $5.303 million was allocated to Ontario Works to expand the number of communities for which the province delivers the full suite of pre-employment Ontario Works programming, from 44 in 2012–2013 to 65 in 2013–2014. By the end of 2013–2014, excluding Ontario, 70 First Nations had formally moved to the Enhanced Service Delivery model. When combined with the 65 First Nations participating in the full Ontario Works, 135 of 550 First Nations were delivering a case management approach (i.e. almost 25 percent of Income Assistance providers).

The Department worked collaboratively with Employment and Social Development Canada to align their respective programs. This resulted in better support to Income Assistance clients as well as opportunities for individuals to access a range of services and programs aimed at advancing their participation in the labour market and taking advantage of available opportunities. AANDC actively pursued partnerships with First Nations, provinces, the Yukon, educational institutions and the private sector, including actual and potential employers and others, to ensure First Nations have access to employment opportunities.

Sub-Program 2.2.2: National Child Benefit Reinvestment

Description

The National Child Benefit Reinvestment (NCBR) is one component of the wider National Child Benefit (NCB) initiative. The NCB has two components: a financial benefits component that goes directly to individuals (e.g. the federal Canada Child Tax Benefit) and a reinvestment component — the National Child Benefit Reinvestment — that provides community-based supports and services for children in low-income families in provinces/territories that choose to operate this initiative. AANDC's NCBR is the on-reserve counterpart to reinvestment projects/programming administered by applicable provinces/territories off-reserve. There are five activity areas for the NCBR on-reserve: childcare; child nutrition; support for parents; home-to-work transition; and cultural enrichment. The expected outcomes include a reduction in the immediate effects of child poverty and decreased barriers for parents/guardians to become or remain attached to the workforce.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

The National Child Benefit Reinvestment provides funding to First Nation communities and organizations to support concrete actions to reduce the effects of poverty on children in low-income families living on reserve. By funding projects like breakfast and lunch programs, homework clubs and other supports in schools, daycares and Head Start programs, significant numbers of children and families on reserve benefited from NCBR funded projects in 2013–2014.

Evaluations of NCBR have found that school-based child nutrition projects have contributed to improved school attendance by children as well as improvements in their grades. Home-to-Work transition projects that help parents become or remain employed have provided skills-based training, uniforms and transportation to training or work. Childcare projects have given children a safe place to be while parents attended training or work.

To better support performance measurement, AANDC has revised the way in which it collects data on the NCBR program. NCBR baseline targets could not be established, as not all of the information required for measurement was collected from First Nations during this year. A baseline will be established in 2015–2016 using 2014–2015 data. The program also depends on multiple lines of evidence to tell the program performance story including data collection instruments from the programs, various national surveys and program stakeholders.

Sub-Program 2.2.3: Assisted Living

Description

The Assisted Living sub-program is a residency-based program that provides funding to assist in non-medical, social support services to seniors, adults with chronic illness, and children and adults with disabilities (mental and physical) so that they can maintain functional independence and achieve greater self-reliance. There are three major components to the program including in-home care, adult foster care and institutional care. The latter is for eligible individuals in need of personal non-medical care on a 24 hour basis. The Assisted Living sub-program is available to all individuals residing on-reserve, or ordinarily resident on-reserve, who have been formally assessed by a health care professional (in a manner aligned with the relevant province or territory) as requiring services and who do not have the means to obtain such services themselves. The expected outcome for the Assisted Living sub-program is that individuals maintain their independence for as long as possible while maximizing the quality of their daily experience at home and in the community.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

Program funding was used to provide Assisted Living support in over 500 First Nations. AANDC worked directly with First Nations as well as partners like Health Canada and the provinces, to improve the delivery of social support services to a wide range of clients. As the Department is required to meet the demand for assisted living services, expenditures reflect a higher than anticipated demand. AANDC is validating eligible expenditures under the Assisted Living program's institutional care component and is working on proposals to clarify eligible Institutional Care expenditures that are consistent with the income-support mandate.

To better support performance measurement, AANDC has revised the way in which it collects data on the Assisted Living program. It will set a baseline against which it will report outcomes in 2015–2016.

The data elements to measure the Disabilities Initiative indicator were added to the Data Collection Instrument in 2013–2014. Results will be available after receipt and review of 2013–2014 recipient reports by end of September 2014 and a baseline will be established in 2014–2015. Reporting on outcomes will be possible from 2015–2016 onward.

The Assisted Living program continues to use its original 1982 definition of benefits and services (except Ontario), while the basket of income-tested benefits and services offered by provinces and territories off reserve has evolved. Work has begun on a detailed implementation plan to realign the program with current provincial/territorial practices.

Sub-Program 2.2.4: First Nations Child and Family Services

Description

The First Nations Child and Family Services (FNCFS) sub-program provides funding to assist in ensuring the safety and well-being of First Nations children on reserve by supporting culturally appropriate prevention and protection services for First Nations children and families. These services are provided in accordance with the legislation and standards of the province or territory of residence and in a manner that is reasonably comparable to those available to other provincial residents in similar circumstances. There are four components to the program including: development; maintenance; operations; and prevention. In 2007, the FNCFS program began shifting to an Enhanced Prevention Focused Approach (EPFA). This is consistent with provinces that have largely refocused their Child and Family Services programs from protection to prevention services. The expected outcome for the FNCFS sub-program is to have a more secure and stable family environment for children ordinarily resident on reserve. The implementation of the EPFA is expected to improve services, cohesion of the family, and life outcomes for First Nation children and families on reserve. AANDC also contributes to the funding of day care services for First Nation families in Ontario and Alberta.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

In 2013–2014, AANDC continued to implement and oversee the EPFA to support the delivery of protection and prevention services to First Nation children, youth and families ordinarily resident on reserve through the First Nations Child and Family Services program. The approach has been implemented in six jurisdictions (Alberta, Nova Scotia, Saskatchewan, Quebec, Prince Edward Island and Manitoba). AANDC continues to work with First Nations and remaining jurisdictions that are at different stages of readiness.

Early results under the EPFA show improved tripartite relationships, increased kinship care, better awareness of the child welfare system in communities, promising prevention practices in some communities and increased community participation in prevention programs. Despite these early successes, enhanced prevention services will only demonstrate more significant and sustained results over the long term once the benefits of early intervention are firmly rooted in communities and the need to take children into protection is reduced. In the short term, as expected, an increase in the number of social workers doing prevention work in First Nation communities has resulted in increased caseloads.

Numerous reports from provincial child welfare advocates and provincial/territorial auditors released last year speak generally to the need for increased accountability at all levels of government, more partnerships, information-sharing, information collection, compliance and early intervention.

In an effort to strengthen relationships with partners, AANDC has engaged in discussions with several provinces with the intention of clarifying roles and responsibilities and increasing information sharing.

Implementation Evaluations of the EPFA were completed in 2013–2014 for several provinces:

• Saskatchewan and Nova Scotia: The evaluation contained 22 key findings and 5 recommendations regarding elements such as adequate costing models, collaborative work with federal, provincial, agencies and First Nations organisations and adequate capacity to fully implement the program. In response to the recommendations, AANDC has developed a Management Response and Action Plan that was implemented in 2013–2014.
• Québec and Prince Edward Island: The evaluation contained four key findings indicating that some areas of the approach needing improvement. The recommendations suggested improving the Social Development Performance Measurement Strategy for the EPFA and monitoring and reporting activities, assessing the costing model on a regular basis and developing a mentoring network. In response to the recommendations, AANDC has developed a Management Response and Action Plan, which is being implemented in 2014–2015.
• Manitoba: The Implementation Evaluation of the EPFA in the province began in June 2013. Results of this evaluation will be available in the summer of 2014.

Sub-Program 2.2.5: Family Violence Prevention

Description

The Family Violence Prevention sub-program provides funding to assist First Nations in providing access to culturally appropriate family violence shelter services and prevention activities to women, children and families ordinarily resident on-reserve. There are two components to the sub-program: operational funding for shelters; and community-based prevention projects. The expected outcome of the Family Violence Prevention sub-program is the enhanced safety and security of First Nation women, children and families.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

In 2012–2013, approximately 4,450 women and 2,750 children accessed family violence shelter services (41 AANDC-funded family violence shelters in total) and the Department funded 249 recipients to deliver proposal-based family violence prevention and awareness projects. Results for 2013–2014 will be analyzed, and a baseline established, after receipt and review of 2013–2014 recipient reporting by end of September 2014.

As mentioned in Shelters for Abused Women in Canada, 2012, there were 601 shelters (including 41 AANDC-funded family violence shelters) for abused women operating across Canada: 74% (or 445 shelters) served clients residing off reserve and 26% (or 156 shelters) served clients residing on reserves. In 2011–2012, there were over 62,500 admissions of women to shelters (on and off reserve) across Canada. AANDC-funded shelter usage, while remaining relatively steady over the years, has increased slightly since 2006. This demonstrates a continued need, particularly because close to half of abused women in Canada do not report the incident to the police. This can be explained in part by the fact that the on-reserve violent crime rate is eight times higher than the violent crime rate off reserve, and also because of the prevalence of risk factors and root causes of family violence in First Nations communities.

FVPP is sunsetting as of March 31, 2015. Canada's Economic Action Plan 2013 committed funding of $24 million over two years for the Family Violence Prevention Program, allowing the Department to continue to offer its programming in 2013–2014 and 2014–2015 at an annual funding level of approximately $30.4 million. AANDC is working to renew the FVPP for April 1, 2015.

In 2013–2014, AANDC implemented a new approach to fund prevention projects more strategically based on regionally established proposal processes rather than using a population-based approach. New assessment criteria have been developed to maximize the effectiveness of prevention projects by leveraging partnership and funding opportunities.

AANDC is working actively to strengthen partnerships and improve coordination with key partners such as provinces and territories, Family Violence Initiative partners, National Aboriginal Circle Against Family Violence and other National Aboriginal Organizations.

In 2013–2014, FVPP initiated on-site shelter visits in an effort to strengthen program management and improve delivery of family violence prevention services. To date, on-site shelter visits have been conducted in 25 of 41 AANDC-funded shelters and action plans have been put in place where necessary to identify and address issues and ensure effective and efficient use of funds. The Program's terms and conditions have been revised and updated; new guidance developed, including a national prevention proposal template for consistency across the country; and reporting adjusted to collect better outcome-based client data.

Program 2.3: Managing Individual Affairs

Description

The Managing Individual Affairs Program contributes to The People Strategic Outcome by ensuring responsible federal stewardship of the legislative, administrative and treaty obligations of the Federal Government to First Nations that pertain to Estates, Indian Moneys, Registration, Band Membership and Treaty Annuities. This program administers the portions of the First Nations Oil and Gas and Moneys Management Act that relate to Indian Moneys and is critical to ensuring that the provisions of the Indian Act and other statutory obligations are fulfilled. Results are achieved through direct client-services and through partnerships with First Nations directed to: determine eligibility for registration under the Indian Act; issue the Secure Certificate of Indian Status (SCIS); ensure responsibility for management of Indian monies and estates under the Indian Act; and, to honour treaty annuity obligations to First Nations. In supporting responsible federal stewardship of historic treaties and Acts, a more respectful and productive relationship is achieved between First Nations, the Federal Government and Canada. A sound administration of individual affairs and moneys contributes to the well-being of First Nation individuals, families and communities, and facilitates their participation in the Canadian society.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

Pursuant to its legislative, administrative and treaty obligations, AANDC continued to exercise sound federal stewardship in managing First Nations individual affairs, supporting a positive relationship among First Nations, the Government of Canada and Canadians, and contributing to the well-being of First Nation individuals and communities.

The Office of the Indian Registrar continued to focus on improving effective client service delivery and program modernization, initiating the integration of registration to entitlement processes, policies and procedures with those of the Secure Certificate of Indian Status. This will ultimately result in a seamless, client-centric service delivery model for registration and card issuance.

Specifically, the Department met its responsibilities to deliver on the Federal government's obligations by continuing to register entitled individuals and issuing supporting certificates of Indian status. Overall, the Department made improvements in processing incoming entitlement registration applications and sending Acknowledgement of Receipt letters to 90% of applicants within the 30 day service standard. New registrations for the year totalled 21,004. Combined with the effect of removing the names of individuals from the Indian Register due to death, the net result was an Indian population of 923,375 representing an increase of 17,465 or 1.9%.

The Department is also modernizing the administration of Indian moneys. This will allow for consistency and coherence in policies, processes and procedures with First Nations' aspirations for more autonomy and control over their own funds. It will also improve internal administrative processes and enhance Estate Management among First Nation individuals and communities.

An Evaluation of Indian Moneys, Estates and Treaty Annuities (IMETA) was completed in April 2013. It contained 22 key findings and 15 recommendations regarding elements such as the alignment of IMETA with federal and departmental priorities, the reporting process, and implementation of alternative models for Band moneys. In response to the recommendations, AANDC has developed a Management Response and Action Plan that was implemented in 2013–2014.

Sub-Program 2.3.1: Registration and Membership

Description

Section 5 of the Indian Act mandates AANDC to maintain the Indian Register, a listing of all persons registered as Indians within the definition of the Indian Act, as well as band members for departmentally-controlled band lists. At the First Nation level, Indian Registration Administrators work on behalf of the Department to maintain the Indian Register and have specific authorities delegated to them through the Indian Registrar. In addition, the Individual Affairs Branch issues the Secure Certificate of Indian Status card, which is used to identify those eligible to receive key programs and services that are available to registered Indians. A current, up-to-date and accurate Indian Register is a fundamental component to the delivery of departmental programs and services as it identifies the entitled demographic.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

The Department received 28,777 applications for registration and processed 21,004 applications, bringing the total registered Indian population to 923,735 as of March 31, 2014. Given existing human resource constraints, the Department processed 73% (21,004) of the 28,777 registration applications received within service standard, leaving an inventory of 9,109 applications at the end of the fiscal year. Through its modernization projects, the Office of the Indian Registrar concentrated its efforts on addressing the historical inventory, as processing complex entitlement applications was below service standards.

The Department continued to streamline all straightforward applications requiring minimal genealogical research. Modernization of policies, procedures and processes, as well as production of employee tools for publication to a common reference database, has enhanced employee capacity and efficiency in the National Capital Region and in the Regional Offices.

The Department continued implementing the Agreement of the Recognition for the Qalipu Mi'kmaq Band with the announcement in July 2013 of the Supplemental Agreement between Canada and the Federation of Newfoundland Indians regarding the enrolment process for membership in the Qalipu Mi'kmaq First Nation. The total number of founding members of the band as of March 31, 2014 is 23,877. This process was assisted through allocation of additional resources.

The number of Secure Certificates of Indian Status issued in 2013–2014 was 44,210 (including 37,632 cards for complete applications received in-year and 6,578 for those received prior to April 1, 2013), bringing the total number of SCIS issued since inception to 121,346. The delivery network expanded nationally, allowing applicants to apply for a SCIS in person at any Regional/District Office or by the new mail-in process. Other initiatives such as newly developed tools, strategies and resources meant to inform applicants and stakeholders of the SCIS program were launched in 2013–2014. These were designed to coincide with the national delivery network expansion. A review of the impact of the revised SCIS In-Canada Issuance Policy, as well as policies, processes and procedures, aided in identifying new strategies to improve the issuance of cards within published service standards. Plans will be developed in 2014–2015 to increase SCIS awareness and access and improve application take-up by First Nations.

To improve performance in the area of registration and membership, the Department has re-structured both its business processes and its organizational structure with the intent of identifying areas for greater efficiencies and increasing the number of applications completed.

The Department has also integrated functions related to registration and SCIS issuance into a seamless, client centric service delivery model. This change will allow AANDC to deliver to its clients, a simplified, integrated registration and card issuance experience in which they deal with one point of contact, regardless of the service delivery option they choose. This will both improve and standardize the level of service to new and existing applicants.

Going forward in 2014–2015, in addition to modernizing its operations, the department will focus its efforts on addressing the historical inventory of registration applications, while maintaining service levels for simple applications. For SCIS, in order for the Department to reach its card issuance target, increased applications are required.

Sub-Program 2.3.2: Management of Moneys

Description

AANDC is responsible for the management of the Indian Moneys provisions of the Indian Act which define the collection, maintenance and accounting of Indian Moneys. The Indian Moneys section of the Individual Affairs Branch executes the overall administration of Indian Moneys held within the Consolidated Revenue Fund (CRF) for the use and benefit of Bands. These revenue moneys are defined as all Indian Moneys other than capital moneys (those derived from the sale of surrendered lands or non-renewable resources such as oil and gas) and may include, but are not limited to, the proceeds from the sale of renewable resources, rights-of-way, fines and interest earned on capital and revenue moneys held in the CRF.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

First Nations requested access to their Indian moneys for a variety of reasons, including but not limited to band administration activities, capital investments and funding for social and cultural activities on reserve. The target of 90% of disbursements meeting the established processing standards was exceeded as 11 of 11 disbursement requests were processed within the service standard. AANDC continued to utilize the improved Trust Funds Management System and updated internal manuals arising from the 2010 Audit of Trust Accounts, resulting in strengthened due diligence for the release of Indian Moneys and consistent application of the policies nationally.

Kawacatoose First Nation in Saskatchewan became the first community to opt in to the Moneys Management component of the First Nations Oil and Gas and Moneys Management Act and take full control over the management of its land and resource moneys. The community's financial code will now guide the First Nation's council on how their moneys are spent, rather than being required to submit a request to the Department for a disbursement of their money.

Sub-Program 2.3.3: Estate Management

Description

The Estate Management sub-program is comprised of two areas, the decedent and the living estates programs. It provides for the management and administration of the estates of deceased, mentally incompetent, and minor Indians on-reserve. The Estate Management sub-program derives its mandate from the Indian Act and the Indian Estates Regulations. The sub-program is responsible for developing policy, procedures and providing advice on the management and administration of Estates under the Act.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

The Estates Management program continued to deliver a high level of service to regional offices in providing timely advice and guidance on complex estates matters, resulting in once again exceeding the target of non-departmental administrators being appointed. Regular national-level discussions were conducted in preparation for the full implementation of the Family Homes on Reserve and Matrimonial Interests or Rights Act, providing regions with information and guiding documentation for managing estates under this Act.

Sub-Program 2.3.4: Treaty Annuities

Description

The Treaty Annuities sub-program is responsible for administering payments and benefits according to the various treaties that First Nations signed with the British and later Canadian government. As each treaty is unique; so are the benefits to which each First Nation individual is entitled. Many treaties provide for annual payments, which are paid in cash at Treaty Day events.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

In 2013–2014, 100% of treaty events requested were held. A financial variance of $462,584 in excess of planned spending was reflective of the resource requirements to honour treaty obligations to First Nations.

Program 2.4: Residential Schools Resolution

Description

The Residential Schools Resolution Program contributes to The People Strategic Outcome and aims to support a fair and lasting resolution to the legacy of Indian Residential Schools and to promote reconciliation with former students, their families and communities. In this program, AANDC ensures the successful implementation of the Indian Residential Schools Settlement Agreement (IRSSA) by finalizing the Common Experience Payment (CEP) and implementing the Personal Credits strategy; resolving claims of abuse under the Independent Assessment Process (IAP), as per its obligations under the IRSSA; funding and monitoring Commemoration initiatives; and meeting the Government of Canada's obligations vis-à-vis the Truth and Reconciliation Commission (TRC). Additionally, AANDC supports complementary initiatives to further reconciliation such as funding and monitoring of the Advocacy and Public Information Program and promoting reconciliation between the Government of Canada and Aboriginal people, as well as between Aboriginal and non-Aboriginal people through specific reconciliation initiatives. Resolution to Indian Residential Schools ultimately contributes to improved relationships between Aboriginal people and the rest of Canada, and strengthens Aboriginal communities.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

AANDC continued to promote a fair resolution to the legacy of Indian Residential Schools, empowering Aboriginal individuals, strengthening their communities and improving the relationship between Aboriginal and non-Aboriginal Canadians. In 2013–2014, AANDC launched the Personal Credits process, including a Notice Plan, and received over 1,100 funding applications by end of the fiscal year. Additionally, Canada brought forward a Request for Direction to the Courts to close the Common Experience Payment process.

On January 30, 2014, the British Columbia Supreme Court approved the request of the Government of Canada and the parties to the Indian Residential Schools Settlement Agreement, to provide the Truth and Reconciliation Commission with a one-year extension to its operating period, until June 30, 2015. An Order-in-Council confirming this extension was approved on March 14, 2014.

AANDC also developed a departmental Reconciliation Framework to help all sectors and regions of the Department identify and develop opportunities to promote reconciliation with Aboriginal people.

Although Canada's Economic Action Plan 2012 had provided $725.6 million to continue implementing the Settlement Agreement until 2015–2016, many of the potential funding pressures identified in 2012 had already materialized in 2013–2014. Given the higher than anticipated volume of Independent Assessment Process applications received before the September 19, 2012 deadline and the increased costs these applications incurred, AANDC had identified a funding shortfall beyond 2013–2014 and started working with the Treasury Board Secretariat to determine how to address these pressures.

There is a degree of unpredictability to the implementation of the IRSSA, based largely on the number of applicants and the timing of hearings. The unique nature of the IRSSA made it hard to accurately predict the number of abuse claims. Differences in the interpretation of the IRSSA have also led to Court proceedings, resulting in decisions that had cost implications. The number of issues currently before the Courts means that this unpredictability will continue. AANDC will continue to address these issues as they arise, working with the Department of Justice to uphold the terms of the IRSSA and with the Treasury Board Secretariat to seek new funding authorities as pressures emerge.

Sub-Program 2.4.1: Common Experience Payments

Description

The Common Experience Payments (CEP) is one element of the Indian Residential Schools Settlement Agreement (IRSSA) which is paid to eligible former students who resided at a listed Indian Residential School. Eligible former students receive compensation based on number of years at a listed residential school. As per the IRSSA, once all Common Experience Payments have been made, if there is more than $40 million remaining in the trust fund, personal credits for educational purposes will be distributed to each eligible CEP recipient who applies. Any funds remaining in the trust fund after personal credits are paid will be distributed to two educational trusts to support Aboriginal educational initiatives.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

As of March 31, 2014, $1.620 billion of the $1.9 billion Designated Amount Fund (85.3%) was disbursed to pay 79,215 out of an estimated 80,000 (99.0%) former students who resided at a recognized Indian residential school. Of this, $6.8 million was paid to 356 former students in the period 2013–2014.

During 2013–2014, AANDC received approval of the terms and conditions for Personal Credits. The notice plan was successfully launched and over 79,000 personalized application forms were sent to Common Experience Payment recipients. Eligible CEP recipients have until October 31, 2014 to apply for Personal Credits and until December 1, 2014 to submit their Personal Credits Redemption Form. As of March 31, 2014, over 1,100 applications have been received.

AANDC also began developing terms and conditions to transfer funds remaining after the disbursement of Personal Credits to the National Indian Brotherhood Trust Fund and the Inuvialuit Education Foundation.

Canada also sought direction on matters related to the close-out of CEP, including court challenges related to Article 12, incomplete CEP applications and other liabilities against the Designated Amount Fund. The Courts requested that AANDC pursue further efforts to address incomplete CEP applications and attempt to locate potential applicants.

Sub-Program 2.4.2: Independent Assessment Process

Description

The Independent Assessment Process (IAP) is one element of the Indian Residential Schools Settlement Agreement which provides compensation to former students who suffered serious physical abuse, sexual abuse and other wrongful acts while attending an Indian Residential School. The IAP is a claimant-centred, non-adversarial, out-of-court process.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

As of March 31 2014, 37,848 claims had been received, more than three times the initial 2006 forecast. The variance in spending is mainly due to the fewer than forecast number of IAP hearings held during 2013–2014: 4,148 IAP hearings were held compared to the 4,500 predicted. On average, 347 hearings were held per month in 2013–2014, down slightly from the 2012–2013 average of 350 hearings per month. This is largely due to the low volume of hearing-ready claims. Despite this, the Government of Canada attended all scheduled hearings as planned.

At the end of the fiscal year, 770 claims were resolved through the Negotiated Settlement Process, representing 109% of the 2013–2014 target of 708. Since 2007, 26,728 claims have been resolved and $2.404 billion in settlement payments have been disbursed. A total of 11,120 claims remain in progress.

On January 14, 2014, the Ontario Superior Court rendered its decision on Canada's Request for Direction thus allowing Canada to release Ontario Provincial Police (OPP) documents relating to a 1990s investigation into allegations of abuse at St. Anne's Indian Residential School. On March 7, 2014, the Court ordered Canada to produce the OPP documents, transcripts and other documents by set deadlines, the first being April 30, 2014. As of March 31, 2014, Canada has begun providing these documents to the Truth and Reconciliation Commission, while working toward compliance of the further deadlines contained within the Court Order.

Because of the exceptionally high number of IAP applications received before the deadline in September 2012, the Department would be required to significantly increase the number of staff working on the preparation of document packages in order to comply with the service standard to produce these packages to IRSAS. As this is an impractical and inefficient solution for resolving claims, the Department and secretariat continue to review operational processes to ensure claims are resolved in the most timely and efficient manner possible.

Sub-Program 2.4.3: Commemoration

Description

Commemoration is a component of the Indian Residential Schools Settlement Agreement that is jointly administered by the Truth and Reconciliation Commission and AANDC, to fund projects that honour, educate, remember, memorialize and/or pay tribute to former students, their families and communities. The initiative is delivered through contribution agreements with communities, regional, and national Aboriginal organizations.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

The IRSSA obligated AANDC to provide $20 million to approved Commemoration projects. Although some recipient projects withdrew from the initiative or were unable to use their entire contributions and returned excess funds to the Consolidated Revenue Fund, funding was provided to other approved projects in order to maximize the use of the $20 million under the Settlement Agreement.

Initial plans anticipated that all Commemoration funding would be allocated in 2011–2012 and 2012–2013. Since the Truth and Reconciliation Commission worked on the intake of proposals and AANDC worked with recipients on the completion of projects, time lines were not entirely under AANDC's control. As a result, some Commemoration funding was reallocated to 2013–2014 to allow approved projects to be completed. This explains the difference between planned and actual spending. Allowing funding to be reallocated from one year to another contributed to the successful implementation of the Commemoration initiative.

In situations where project officers were able to work face-to-face with recipients, the successful completion rate was higher than when such contact was not possible.

Sub-Program 2.4.4: Support to the Truth and Reconciliation Commission

Description

Under the Indian Residential Schools Settlement Agreement, the Government of Canada must provide the Truth and Reconciliation Commission (TRC) with documents relevant to Indian Residential Schools spanning over a century, and ensure the participation of high level government officials at TRC national events. The Department also provides the TRC with up to $1 million per year in in-kind services for 5 years.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

Support to the TRC comprised two elements: document disclosure and participation of government officials at TRC national events.

Canada completed the disclosure of its known "active and semi-active" documents (those in the possession of individual Departments) by September 30, 2013. Disclosure of known "legacy" documents (those held by the Department that speak to the legacy of Indian residential schools rather than to the operation of the schools) was completed by December 2013. Any hitherto unknown historical documents, such as Crown Personnel files, which continue to be identified as part of the IAP process, will be disclosed on an on-going basis.

Canada's remaining obligation is to disclose its holdings at Library and Archives Canada. This will not be completed by June 30, 2014. The documents held at Library and Archives Canada were not considered relevant until January 30, 2013, when the Ontario Superior Court clarified that the federal government's obligation to provide all relevant federal documents to the TRC included all documents housed at Library and Archives Canada. Initially, the federal government focused its document disclosure efforts on providing the TRC with all "active and semi-active documents." Although the TRC also asked the government to provide all relevant federal documents in Library and Archives Canada, the federal interpretation of the Settlement Agreement was that it was only mandated to provide "access" to its archives. This Court case and the decision added unanticipated costs to the sub-program in 2013–2014.

AANDC sought additional financial resources to fund a plan to disclose the documents held at Library and Archives Canada, as this cost had not been previously anticipated.

The challenges of the past year have highlighted that a central coordinating committee is vital to the success of a file this complex. In this case, 24 government departments needed to be engaged in order to complete the work. Without a central working group, this would have been impossible.

With respect to attendance at TRC national events, AANDC met its target of high-level officials attending all national events held by the TRC. The Minister of AANDC participated in all seven national events, including the three events held during 2013–2014.

The attendance of the Minister of AANDC was just one aspect of a significant federal presence at each national event. Funding allocated to this sub-program element allowed for federal booths, at which information about the IRSSA, other government programs and Canada's reconciliation efforts was shared with participants. In addition, funding provided through the Advocacy and Public Information Program allowed AANDC to support former students' participation at the national events as a gesture of reconciliation.

Program 3.1: Aboriginal Economic Development

Description

The Aboriginal Economic Development Program contributes to The Land and Economy Strategic Outcome by aiming to build and promote viable Aboriginal businesses and opportunity-ready communities. This program supports the vision of increasing the participation of First Nation, Inuit and Métis individuals and communities in the Canadian economy and enables Aboriginal people to pursue the same opportunities for employment, income and wealth creation as other Canadians. These opportunities are initiated by focusing on key areas of the Federal Framework for Aboriginal Economic Development: strengthening Aboriginal entrepreneurship; enhancing the value of Aboriginal assets; working with Employment and Social Development Canada in developing Aboriginal human capital; forging new and effective partnerships; and focusing the role of the federal government in the area of Aboriginal economic development. AANDC can ensure long-term, sustainable economic development by promoting partnerships with provinces and territories and the private sector. Viable Aboriginal businesses and opportunity-ready communities will strengthen and benefit the Canadian economy.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

AANDC exceeded its annual 2% target for Aboriginal procurement relative to the total federal procurement spending by 0.8 percentage points, which translates into $124.9 million in Aboriginal procurement. The success of the Procurement Strategy for Aboriginal Business (PSAB) is a result of AANDC's analysis of procurement data to guide federal departments and agencies in setting reasonable targets for Aboriginal procurements; interventions in National Standing Offers and Supply Arrangements and federal purchases over $2 million to include an Aboriginal business set-aside or participation component; increase in the number of information and training sessions with Aboriginal businesses and federal procurement officers; and enhanced PSAB coordination representation among federal departments and agencies to increase departmental awareness and improve objective setting.

Since Canada's Economic Action Plan 2012, the Aboriginal Business Development Program has implemented significant changes making the program more responsive to Aboriginal entrepreneurs. This includes a partnership with Aboriginal Financial Institutions where they are now responsible for directly delivering funding support to Aboriginal entrepreneurs. This new delivery model has triggered a realignment of some performance indicators as well as the data collection methodology. New performance indicators have been identified to better reflect the current operational context, and the survival rate measure will be replaced with new measures. Starting in the 2014–2015 fiscal year, these new measures include the number of Aboriginal businesses created and expanded through the support of Aboriginal Financial Institutions and the Percentage of AFI-supported Aboriginal businesses actively repaying developmental loans, which will be easier to capture and more accurate.

The first part of the Family Homes on Reserve and Matrimonial Interests or Rights Act (the Act) came into force December 16, 2013. The Centre of Excellence for Matrimonial Real Property was established within the National Aboriginal Lands Managers Association to provide support to First Nations seeking to develop their own matrimonial real property law under the Act. First Nations were provided with information on the Act and the Centre of Excellence.

There were 458 First Nation communities providing economic development public services to their community members with funding from the Community Economic Development Program. This number is slightly lower than expected due to lower uptake and increased number of First Nations transitioning into self government arrangements in the British Columbia region. While the target was not met, the Department provided access to the program to First Nations across Canada who wanted to participate.

The Community Economic Development Program expended over $53 million to provide public service in economic development, the vast majority of which was transferred directly to First Nations governments by way of grants and contributions.

Sub-Program 3.1.3: Strategic Federal Investments and Partnerships

Description

This sub-program refers to the building of relationships and partnerships that will enable Aboriginal economic development. The government recognizes that it does not hold all the economic development levers to single-handedly increase the participation of Aboriginal Canadians in the economy. Therefore, it is necessary to forge partnerships between the provinces and territories, the private sector, and Aboriginal organizations and institutions. This sub-program contributes to opportunity-ready communities, viable Aboriginal businesses, and a skilled Aboriginal labour force, by identifying all existing programming and services related to Aboriginal economic development and aligning them with federal investments. It also identifies and addresses gaps in the current suite of programming by leveraging funds to enable Aboriginal Canadians to act on specific and sectoral economic opportunities that fall outside the scope of existing federal programs. This sub-program ensures a partnership-based and whole-of-government approach to federal efforts on Aboriginal economic development by: utilizing a Federal Coordinating Committee to oversee the implementation of the Federal Framework for Aboriginal Economic Development; strengthening the National Aboriginal Economic Development Board; undertaking economic research; and, conducting ongoing engagement with stakeholders and Aboriginal Canadians.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

With the addition of Environment Canada and Canadian Environmental Assessment Agency this year, there are now 15 partnering federal departments and agencies in the Strategic Partnership Initiative. It is an innovative, horizontal program intended to coordinate federal efforts with respect to supporting Aboriginal participation in complex resource development opportunities.

Due to the strong relationships with federal departments, non-federal partners and the greater understanding of the nature of the Strategic Partnerships Initiative, AANDC has exceeded the performance target for 2013–2014. By investing over $14 million for 12 major initiatives under the Strategic Partnership Initiative, 40 new formal partnerships were established, leveraging an additional $30.6 million from other sources in support of these projects. In total, 399 Aboriginal communities participated in projects under this program.

In response to the 2012 governance review of the Strategic Partnership Initiative, an Investment Committee was established to determine priority areas for funding, placing greater focus on opportunity-driven initiatives, particularly large resource developments and related activities that will increase community readiness to participate at all stages of development. To ensure an appropriate level of engagement and oversight on the Strategic Partnerships Initiative evaluation, both a Working Group and an Advisory Group were established to support the evaluation effort.

A number of opportunities were presented by partners to the Investment Committee for consideration and it was determined that 14 proposals aligned well with the direction of the program. Supported initiatives included the Lower Churchill Hydro project, British Columbia Mining Initiative, Aboriginal Tourism Initiative through Parks Canada and the British Columbia Tourism Initiative, Potash Mining, Liquefied Natural Gas and the Northern Resource Development Initiative. It also included the continuation of the Ring of Fire, Atlantic and British Columbia shipbuilding, Aquaculture Initiative, Agricultural Initiative, Forestry Initiative, the First Nation Power Authority and Labrador Trough.

Program 3.2: Federal Administration of Reserve Land

Description

The Federal Administration of Reserve Land Program contributes to The Land and Economy Strategic Outcome by aiming to ensure that the Crown fulfills its statutory and fiduciary obligations as the administrator of reserve lands held in trust for the use and benefit of the First Nation for whom the land was set aside. These obligations are achieved through the timely response to requests for land transactions, the additions to reserve, the clarity of reserve boundaries, the designation of land for economic development purposes and environmental management. Economic benefits accrue to Aboriginal communities and ultimately enhance the Canadian economy, through the activation of reserve lands and the honouring of treaty obligations.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

AANDC registered 80.4% of instruments within the 10 day service standard, less than the proposed target of 90%. However, the Department did exceed the leasing and permit management target by registering and tracking 76% of new leases and permits in the Indian Lands Registry System and in Netlands.

The target to remediate 5 high priority contaminated sites was also exceeded. In 2013–2014, AANDC remediated and closed 23 high-risk sites that posed a high risk to human health and safety.

In the previous fiscal year, responsibility for the registration of instruments was transferred to regional offices to streamline the process and reduce duplication. All 7998 instruments that were registered under the new streamlined process in 2013–2014 were completed with an average processing time of 9.7 days. The gap in achieving the 10 day service standard for 90% of all transactions can be attributed to high-volume regions with lower registration capacity and to the proportion of instruments which required longer processing times due to the complexity of the commercial transactions involved. As part of the transfer of registration responsibility to regional offices, 3.5 FTEs have been deployed to a regional support centre to develop and provide training to improve regional registration.

Departmental efforts in 2013–2014 focused on engaging with regional offices to improve Netlands and the Indian Lands Registry System to better support the integration of these systems and lease and permit management. Additionally, enhanced reporting capability was developed in early 2013–2014, which integrated data from the two systems to better monitor the entry of leases and permits into both Netlands and the Indian Land Registry Systems.

The 2013 Audit of Land Management noted that training to support the transfer of registration responsibilities to regional offices was effective in explaining the process to register simple transactions. However, regions that managed more complex transactions found these types of transactions more difficult to register. In response, AANDC conducted further training tailored to address the specific registration challenges in different regions. The Department will continue to work with the regional support centre for registration and to develop further training, tools and strategies to build and maintain regional capacity.

Sub-Program 3.2.1: Additions to Reserve

Description

This sub-program involves adding land to existing reserves and creating new reserves. These activities fall under three broad categories: legal obligations, community expansion and new reserves/other. The bulk of this work contributes to the implementation of Treaty Land Entitlement and other specific claim settlement agreements and thereby to reconciliation between First Nations and the Crown. The land transfer process requires AANDC to exercise due diligence through environmental assessments, land appraisals, land surveys, consultations, and resolution of third party interests.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

In 2013–2014, 46 Additions to Reserve submissions with an economic development component were approved, which exceeded the target. AANDC added 20,342.44 acres to reserves to meet Treaty Land Entitlement obligations in Manitoba and Saskatchewan, short of the 30,000 targeted for 2013–2014.

Success in completing economic development Additions to Reserve is partially related to the shortfall in achieving the targeted number of Treaty Land Entitlement acres. For example, over the last five years the average acre size per Addition to Reserve has decreased substantially, in part a reflection of a greater focus on smaller, strategic and more complex parcels of land with greater economic development potential. Guidelines were introduced in 2013–2014 to make application of the duty to consult on the Additions to Reserve process much clearer. The introduction of this new process created delays in the completion and approval of some Additions to Reserve planned for 2013–2014.

In 2013–2014, AANDC piloted grants and contribution investments to support the progress of Additions to Reserve that support economic development. There was less spending than anticipated, as the Additions to Reserve process is complex and requires multiple years to complete. Consequently, opportunities to inject resources to expedite the Additions to Reserve process for economic development require multi-year planning to be successful and proposed revisions to the Additions to Reserve policy encourages improved planning. Approximately $4.5 million was redirected to assess and remediate contaminated sites and support economic development opportunities. FTE resources were also redirected to staff two regional support centers to assist regions in completing the Additions to Reserve process. 2013–2014 was the first fully operational year for both centers, and their review, training and support services contributed significantly to the successful completion of 46 economic development Additions to Reserve.

In 2013, the Audit of the Additions to Reserve recommended that departmental guidance tools should be revised to clarify the procedural steps involved in Additions to Reserve, and highlighted the resolution of third-party interests as one of the major obstacles delaying the completion of the process. In partnership with the Assembly of First Nations, AANDC worked on developing a new Additions to Reserve policy and created guidelines to help complete municipal service agreements. AANDC has also provided support to the National Aboriginal Land Managers Association to update a toolkit designed to assist First Nations in navigating the Additions to Reserve process. Upon completion of the policy revisions, training will be provided to First Nations.

Sub-Program 3.2.2: Registration of Rights and Interests in Reserve Lands

Description

This Registration of Rights and Interests in Reserve Land sub-program fulfills statutory requirements for the Department to maintain land registries. These registries include the Indian Lands Registry, First Nations Land Registry and Self Governing First Nations Land Registry. The operation of the land registries involves examining, registering and maintaining documents related to such rights and interests including leases, permits, easements, licences and Certificates of Possession. This sub-program includes the internal survey program which defines the scope of these registered rights and interests. The statutory duties for the establishment of Rights and Interests in reserve land are carried out in accordance with the Indian Act and the Canada Lands Surveys Act.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

AANDC registered 6,194 Indian Act instruments, a shortfall of the target of 10,000 instruments.

Indian Act instruments include a number of transactions that may impact interest in the land and are submitted to AANDC for registration by First Nations, individuals implicated in the transfer or their solicitor. In 2013–2014, AANDC did not achieve its target as the Department did not receive 10,000 instruments for registration. This is consistent with the trend over the last three years, as an average of 6,902 Indian Act instruments were registered annually over this period. While the number of incoming instruments for registration was lower than the target, departmental efforts focused on timely registration of all instruments. Including instruments associated with First Nations with their own land code or with self-governing First Nations, AANDC registered a total of 8,463 instruments with an average processing time of 9.7 days.

Sub-Program 3.2.3: Clarity of Reserve Boundaries

Description

The Clarity of Reserve Boundaries sub-program is related to the statutory requirement to maintain a surrendered land registry, which is now part of the Indian Lands Registry. This sub-program clarifies title through historical research, returns land to reserve that has been expropriated or surrendered without sale, and processes section 35 expropriations. This sub-program also includes the Reserve Boundary program which provides proper demarcation of external reserve boundaries. External Reserve Boundaries define the limits of both the federal jurisdiction and the limits of the land set aside for the individual band in accordance with section 18 of the Indian Act. These boundaries must be maintained on a cyclical basis to prevent encroachment and to correct for natural erosion and accretion.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

AANDC exceeded the target in reviewing 683 kilometers of reserve boundary, which required additional financial resources.

AANDC has been working to improve the administration of surveys and was able to support survey activities earlier in the fiscal year. This allowed surveyors to initiate their work in a timelier manner and take advantage of a longer survey season prior to the arrival of winter. These improvements resulted in the surveying of 683 kilometers of reserve boundaries, which exceeded the target by 458 kilometers.

AANDC continued the pilot initiated in the previous year to test alternative survey funding and delivery models and develop capacity within the Aboriginal sector. Building upon their experience in the first year, the National Aboriginal Land Management Association was able to support the delivery of a greater number of surveys.

Experience from the administrative process changes and pilot from the previous year highlight the efficiencies that can be realized in survey administration. Changes in the processes to identify, prioritize and allocate funds to support surveys carried out in 2013–2014 resulted in twice the amount of kilometers of reserve boundaries being surveyed compared to the previous year. Based on this success, AANDC has collaborated with the Survey General at Natural Resources Canada to identify other changes that will further streamline the administration of surveys. In 2014–2015, AANDC will begin implementing changes to accelerate survey start-up and eliminate effort duplication, including: reducing regional research requirements; speeding up the issuance of survey instructions; implementing electronic approvals; and, eliminating duplication in the approval process.

Program 3.3: Community Infrastructure

Description

This program contributes to The Land and Economy Strategic Outcome by supporting First Nation communities in acquiring, constructing, owning, operating and maintaining a base infrastructure that protects their health and safety and enables their engagement in the economy. This program provides funding and advice to support housing, capacity building and community infrastructure, including water and wastewater systems, education facilities, roads and bridges, electrification, and community buildings. Ultimately, this program enables First Nations to participate more fully in the Canadian economy by establishing a base of safe infrastructure that meets established standards, and a housing infrastructure that meets the needs of First Nations communities.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

The Safe Drinking Water for First Nations Act received Royal Assent in June 2013, and came into force on November 1, 2013. This provided the Government with the authority to develop federal regulations under the Act, together with First Nations and other stakeholders. AANDC and Health Canada have put in place the Regulatory Development Oversight Committee, a senior-level interdepartmental committee, to provide leadership and oversight for regulatory development under the Act.

AANDC has also been developing a structural-disaster mitigation priority-ranking framework to better prioritize mitigation infrastructure projects. This will help deliver the $40 million over 5 years, starting in 2015–2016, announced in Canada's Economic Action Plan 2014 for disaster mitigation programming in First Nations communities.

In partnership with the Aboriginal Firefighters' Association of Canada, the Department launched the national BeFireSafe education campaign on March 20, 2014 to raise awareness of the importance of fire prevention in First Nation communities. The year-long campaign aims to reduce fire-related deaths, injuries and damages by sharing seasonal fire safety tips and information through regular radio features and social media messaging.

While increasing fire safety education and awareness will help reduce the number of fires in First Nations across Canada, there continues to be a regulatory gap related to the application and enforcement of infrastructure codes on reserve. As enforceable building and fire codes are critical to protecting health and safety, AANDC has begun exploring potential options for addressing this gap in First Nation communities.

Sub-Program 3.3.1: Water and Wastewater Infrastructure

Description

This sub-program supports the provision of funding for the planning, design, construction, acquisition, operation and maintenance of infrastructure facilities, including: community water supply, treatment and distribution systems; and community wastewater collection, treatment and disposal systems. It includes the provision of funding for: coordination, training and capacity building for activities related to water and wastewater facilities, identification of on-reserve water and wastewater infrastructure needs, development of water and wastewater infrastructure capital plans, and the design and ongoing implementation of water and wastewater facilities maintenance management practices. The goal is to support First Nations in meeting health and safety standards and providing their residents with similar levels of service as off-reserve communities. First Nations identify their priorities and needs and present project proposals to the Department. Funding is provided for projects based on a priority assessment.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

Drinking water remains the investment priority due to the immediate impact on human health. While drinking water system targets were met, targets for wastewater were not. First Nations have the authority to allocate the funding they receive from the Department for ongoing management of community infrastructure to their various infrastructure priorities. These decisions may reduce the amount of funding dedicated to water and wastewater activities, which may contribute to slower progress in improving the risk ratings of wastewater systems. AANDC will continue to work with First Nations to support them in meeting Wastewater System Effluent Regulations requirements, through such initiatives as the Circuit Rider Training Program.

In 2013–2014, AANDC provided $295 million to support First Nations in delivering water and wastewater services on reserve through capacity building and operator training, enforceable standards and protocols and infrastructure investments. Although risk levels of First Nations water and wastewater systems are improving year to year, more needs to be done to ensure departmental targets are met within the expected timeframe.

In addition to reducing risk levels, other progress has been made. In 2013–2014, the Island Lake Tribal Council and partners completed Phase 2 of a multi-year plan to provide water and wastewater services to homes in their four member Northern Manitoba First Nations. Since 2011, 218 homes have been retrofitted with indoor plumbing and materials to retrofit an additional 207 homes were delivered over the 2013 winter road for the 2014 construction season.

The Evaluation of the First Nations Water and Wastewater Action Plan, completed in November 2013, found clear improvements to infrastructure and risk ratings. Recommendations from the evaluation support for further improvement included the need for a longer term investment plan in infrastructure and operator capacity and retention; the need to engage First Nations in the development of regulations under the Safe Drinking Water for First Nations Act; and the need to support communities in preparing to comply with regulations. In response to the recommendations, AANDC and Health Canada have developed a Management Response and Action Plan that will be fully implemented by 2016–2017.

Sub-Program 3.3.2: Education Facilities

Description

This sub-program supports the provision of funding for the planning, design, construction/acquisition, renovation, repair, replacement, operation and maintenance of band-operated elementary and secondary education facilities (including school buildings, teacherages^{Footnote 5} and student residences) and any related facility services. This sub-program also supports the provision of funding for the acquisition, replacement, and repair of furniture, equipment and furnishing for schools, teacherages and student residences and for the identification of education facility needs and the development of education facility plans and the design and ongoing implementation of maintenance management practices. Also, this sub-program supports the provision of funding for agreements with provincial school boards for the planning, design, construction and acquisition of facilities, for the elementary and secondary education of Indian children.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

Aboriginal Affairs and Northern Development Canada invests annually to support First Nations across the country with the operation, maintenance, upgrades and repairs of their on-reserve school facilities. The Government of Canada has provided additional investments in school infrastructure through targeted initiatives so that education facilities meet established standards.

Canada's Economic Action Plan 2012 announced $175 million over 3 years for school infrastructure. With this investment, the Department committed to fund 13 school projects partially or completely (11 new schools and 2 renovation/additions) and examine the feasibility of a public-private partnership (P3) to construct 4 new schools in Northern Manitoba. The Department continued to deliver on these commitments in 2013–2014.

As of March 31, 2014, approximately $67 million of the $175 million committed in Canada's Economic Action Plan 2012 had been expended on building and renovating schools on reserve and by exploring new ways to deliver infrastructure ($25 million in 2012–2013 and $42 million in 2013–2014). One school is now complete, four are under construction, five are in design phase and two are in the tendering process. A business case to explore public-private partnership for a bundle of schools in Northern Manitoba is under development with an expected completion date in 2014. The outstanding $108 million will be expended in 2014–2015.

Specific to Canada's Economic Action Plan 2012 schools initiative of $175 million over 3 years, a reprofile of $33 million was approved in 2013–2014 and was re-allocated to the same projects for 2014–2015. Because high-priority school projects targeted with Canada's Economic Action Plan 2012 funds were required to go through a 12–18 months process of feasibility studies and design before being deemed "construction ready," it is normal that the majority of the funds were expended and re-allocated as the projects progress from planning to execution.

Sub-Program 3.3.3: Housing

Description

This sub-program supports the provision of funding to First Nations to plan and manage their housing needs including the design, construction and acquisition of new housing units as well as renovation of existing housing unit. The goal of this sub-program is to work with First Nation communities to increase the supply of safe and affordable housing in order to achieve better housing outcomes for their residents.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

AANDC works with Canada Mortgage and Housing Corporation (CMHC) and First Nations to help provide safe and affordable housing units on reserves across Canada. Through both organizations, the Government of Canada invests an average of $300 million in on-reserve housing each year. In 2013–2014, Aboriginal Affairs and Northern Development Canada alone invested approximately $143 million in on-reserve housing, which has supported an increase in the number of adequate houses on reserve. As a result, 75% of First Nations housing was deemed "adequate" as assessed and reported annually by First Nations, exceeding the 2013–2014 target of 72%.

Over the past year, AANDC continued its collaboration with CMHC to improve housing outcomes and to that purpose signed a Memorandum of Understanding in April 2013. This was an important milestone towards improving partnerships between federal organizations with the common goal of improving housing outcomes on reserve. It will enable the organizations to increase the sharing of information related to capacity-development initiatives and promote project collaboration where possible.

In February 2014, AANDC worked in collaboration with the Assembly of First Nations to run a two-day housing workshop as part of a broader national infrastructure conference that included 354 registered delegates, 269 of which were First Nation. The workshop included discussions on construction, mould, alternative financing, housing strategies and financing programs available for housing projects. It is anticipated that the discussions held at the housing workshop will help facilitate further collaboration and future improvements to on-reserve housing.

Further, AANDC helped to fund a pilot project in Alberta on safety code officer training. This is an important step towards improved code compliance on reserves as well as capacity development for a number of First Nations within this region. Other housing projects focused on increased capacity development and improved governance including support for the First Nation Building Officers Association, the implementation of a Housing Authority in Metapeniagiag and housing policy and capacity development in Shubenacadie First Nation and Tobique First Nation.

Sub-Program 3.3.4: Community Infrastructure Assets and Facilities

Description

This sub-program supports the provision of funding for the planning, design, construction, acquisition, operation and maintenance of community infrastructure assets and facilities. It also supports the provision of funding for coordination, training and capacity building for activities related to community infrastructure assets and facilities. The goal is to support First Nations in meeting health and safety standards and providing their residents with similar levels of service to off-reserve communities. Delivery of the program is devolved to First Nations, in support of AANDC's policy of devolution of responsibilities to First Nations. First Nations identify their priorities and needs and present project proposals to the Department. Funding is provided for projects based on a priority assessment.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

In 2013–2014, AANDC has helped provide access to broadband connectivity to 80% of First Nations communities. This exceeded the Department's performance target by a considerable margin of 20 percentage points. The First Nation Infrastructure Fund (FNIF) was the primary AANDC funding source to deliver connectivity infrastructure projects. In November 2013, the Government announced ongoing statutory funding for ten years for the FNIF through the Gas Tax Fund and the New Building Canada Fund. This recent renewal will result in additional projects in five eligible categories, including connectivity.

The 2013–2014 performance targets for roads and bridges were not met. Competing priorities at the community level for operation and maintenance funds contributed to this result. AANDC provided a subsidy of up to 90% of road and bridge operation and maintenance costs. First Nations have the flexibility to prioritize these funds to meet their needs, and competing priorities can divert funds away from maintenance of roads and bridges. In 2013–2014, AANDC transferred over $81 million to First Nations in support of roads and bridges in First Nation communities.

External factors also contributed to this result. Communities across Canada, on and off reserve, face similar challenges in maintaining roads, compounded by the harsh effects of Canadian winters and freeze-thaw cycles that cause deterioration and increase maintenance costs. The 2012 Canadian Infrastructure Report Card rated only 47.5% of roads assessed in 118 municipalities better than "fair" condition.

Sub-Program 3.3.5: Renewable Energy and Energy Efficiency

Description

The ecoENERGY for Aboriginal and Northern Communities Program supports Aboriginal and northern communities, including off-grid communities, to reduce greenhouse gas emissions through the integration of proven renewable energy technologies such as residual heat recovery, biomass, geothermal, wind, solar and small hydro. The program provides funding support for the design and construction of renewable energy projects integrated with community buildings, and for the feasibility stages of larger renewable energy projects, thereby displacing natural gas, coal and diesel generation of electricity and heat.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

The ecoENERGY for Aboriginal and Northern Communities Program supports Aboriginal and northern communities to reduce greenhouse gas emissions through the integration of proven renewable energy technologies.

The Program received 110 proposals in 2013–2014, 32 of which received funding. These projects were located in 32 communities, 16 of which were off-grid communities.

Since 2011, the Program has funded a total of 96 distinct energy projects in 88 communities. Once fully implemented, projects funded from 2011–2012 to 2013–2014 are expected to result in a 3.3-Megatons reduction in greenhouse gas emissions over their 20-year project lifecycle. After the third year of a five-year program, this substantially exceeds the overall program target of 1.5 Megatons.

There was a significant increase in project proposals from the North submitted to the Program. In 2013–2014, 10 community projects were funded in the North reflecting the Department's increasing efforts to engage partners throughout the territories, including chairing a Nunavut Renewable Energy Working Group to bring stakeholders together and advance renewable energy projects in the territory.

An ongoing challenge facing the program is over-subscription. The program continues to focus on supporting projects in off-grid communities and communities that have not previously received funding through the program and where projects will have the greatest impact on the community in addressing energy needs, creating economic and social benefits and fostering immediate and future reduction efforts.

A challenge for communities has been the late flow of funds despite efficient proposal management processes. The program moved its application window forward in 2012–2013 and again in 2013–2014 to provide funds to communities earlier in the fiscal year. This has allowed communities to spend program funds more efficiently, achieving better project and overall program results.

Program 3.4: Urban Aboriginal Participation

Description

Urban Aboriginal programming contributes to the Land and Economy Strategic Outcome by supporting the participation of urban Aboriginal individuals and communities in the economy. Through programs such as the Urban Aboriginal Strategy, the Aboriginal Friendship Centers Program, the Cultural Connections for Aboriginal Youth, and Young Canada Works, it provides a vehicle by which the Federal Government can work with other governments, the urban Aboriginal community, and other stakeholders to reduce or remove barriers, and enhance the life skills and knowledge of urban Aboriginal individuals and communities. These enhancements allow them to access economic opportunities. The program allows the Federal Government to facilitate partnerships with all levels of government to align expenditures directed toward urban Aboriginal individuals and communities in key centres, achieving more substantive outcomes resulting from strength in numbers. The program will expand local labour market pools, allowing for increased economic development, and assist in moving urban Aboriginal communities towards self-reliance and a reduced dependency on government, thus helping to strengthen Canada's economy as a whole.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

AANDC leads multiple stakeholders that support urban Aboriginal people increasing their participation in the economy. The difference between Planned Spending and Total Authorities primarily reflects incremental funding provided through Canada's Economic Action Plan 2012 and Supplementary Estimates for the Urban Aboriginal Strategy. To contribute to this objective in 2013–2014 AANDC, through Urban Aboriginal Participation, provided $16 million to the Friendship Centre Movement which is made up of National Association of Friendship Centres (NAFC), 115 Friendship Centres, 7 Provincial Territorial Friendship Centre Associations; $22 million to 73 Aboriginal organizations and the NAFC for 175 initiatives that supported urban Aboriginal youth make better life choices and participate fully in the Canadian economy; $1.4 million to the NAFC to support 213 Aboriginal students explore career choices and gain the employment skills through summer work experiences; and worked with all orders of government, urban Aboriginal communities and the non-profit and private sector to invest and build partnerships that resulted in 128 community-driven projects that supported increased economic participation of urban Aboriginal people.

Although Urban Aboriginal Participation's individual efforts cannot be directly attributable to increases in economic participation as measured by the participation rate, they have supported a framework for all stakeholders to work in a coordinated fashion and align expenditures to increase the participation of urban Aboriginal people in the economy. The urban Aboriginal participation rate slightly increased from 64.7% in 2013^{Footnote 7} to 65.7% in 2014,^{Footnote 8} showing some general progress with respect to increasing urban Aboriginal participation in the economy in 2013–2014.

A key lesson learned in 2013–2014, as in other years, was that more substantive outcomes can be achieved when federal departments, provincial governments and other partners focus on collaborative program implementation, plans and policy alignment. AANDC responded to this lesson in 2013–2014 by reviewing and renovating its urban programming to focus on the Government of Canada priority of increasing participation in the economy through partnership development, strategic planning and investments in communities. The new approach will be implemented in 2014–2015.

Program 4.1: Northern Governance and People

Description

The Northern Governance and People Program contributes to The North Strategic Outcome. This program strengthens the North's communities and people by devolving to the governments of the North province-like responsibilities for land and natural resources; by fostering effective intergovernmental relations with territorial governments and providing support to Territorial Commissioners; by subsidizing the costs of nutritious perishable foods and other essential items in isolated Northern communities; by providing grants for hospital and physician services in Nunavut and the Northwest Territories; by working with Northern communities to identify the risks and challenges posed by climate change and by advancing interests of Canadians and Northerners through circumpolar forums. Canadians and Northerners will benefit with territorial governments ultimately having more control over their own affairs.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

Negotiations concerning the transfer of provincial-like responsibility for land and resource management are conducted according to a five-phase process: protocol, agreement in principle, final agreement, legislation and implementation. Devolution was successfully implemented in the Northwest Territories with the signing of Northwest Territories Lands and Resources Devolution Agreement and the Royal Assent to the Northwest Territories Devolution Act, which allowed devolution to take effect on April 1, 2014. In Nunavut, work continued to advance towards phase two of negotiations. Devolution in Yukon occurred in 2003.

Resource levels were adjusted so Canada could meet legal obligations in the Northwest Territories Lands and Resources Devolution Agreement to fund activities in 2013–2014 prior to devolution taking effect and in 2014–2015 post devolution.

The Department supports isolated Northern communities access to perishable healthy foods by providing a retail subsidy to suppliers and retailers through Nutrition North Canada. In addition, the program allows retailers to achieve supply chain efficiencies that contributed to the 0.8% decrease in the cost of the Revised Northern Food Basket in fully eligible communities between 2012–2013 and 2013–2014. As a result, healthy food shipped to these communities increased to 277 kg per capita in 2013–2014.

Active engagement between Nutrition North Canada and clients/stakeholders took place to encourage discussions on ways to enhance the design and delivery of the program. The northern-based Nutrition North Canada Advisory Board provided an ongoing engagement vehicle for Northerners, stakeholders and experts so that the program continues to respond to the needs of Northerners while meeting its objectives.

The Climate Change Adaptation Program provided support to Aboriginal and northern communities to identify and develop plans to address vulnerabilities to climate change.

Sub-Program 4.1.1: Political Development and Intergovernmental Relations

Description

This sub-program facilitates the growth of strong, effective and efficient government structures in the North. The devolution of province-like responsibilities for land and resource management will strengthen northern governance. Support for legislation and policy initiatives, the advancement of intergovernmental processes, the appointment of Territorial Commissioners and general federal-territorial relationships are also supported by this sub-program. Additionally, the interests of Canadians are reflected in circumpolar cooperation activities and grants are provided to Territorial Governments for hospital and physician services.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

The Northwest Territories Lands and Resources Devolution Agreement was signed in June 2013 following completion of public and section 35 consultations on the consensus draft agreement reached by all parties in March 2013.

Following public and section 35 consultations on draft legislation in fall 2013, the Northwest Territories Devolution Act introduced into Parliament in December 2013 received Royal Assent on March 25, 2014 making devolution effective on April 1, 2014 along with modernized governance provisions in the Northwest Territories Act.

Extensive pre-devolution implementation activities were completed to meet Canada's legal obligations in the Northwest Territories Lands and Resources Devolution Agreement and Implementation Plan. The Plan includes schedules for the Devolution Agreement and transfer of securities, assets, contracts, records and staff to the Government of the Northwest Territories.

Devolution activities for Nunavut in 2013–2014 included making progress on options towards an agreement-in-principle. The October 2013 Speech from the Throne reiterated the federal commitment to "giving the people of the North a greater say in their own affairs" through negotiating devolution in Nunavut.

The devolution experiences from Yukon and the Northwest Territories will help inform and guide a future process in Nunavut.

During 2013–2014, AANDC provided strategic policy advice and organizational support to Canada's Arctic Council Chairmanship to ensure that northern domestic priorities are reflected in the Department's international circumpolar activities. This included substantive preparations for two high-level meetings of Arctic Council Senior Officials and the Northern Tour for the Diplomatic Heads of Missions led by the Assistant Deputy Minister of the Northern Affairs Organization (AANDC) in May 2013.

AANDC also played a leadership role in planning, organizing and hosting three meetings of the Sustainable Development Working Group. Through its Arctic Council activities, AANDC advanced initiatives of importance to Canada domestically and internationally including: Promoting Mental Wellness; Adaptation Actions for Climate Change; Traditional Local Knowledge and others. AANDC also worked to launch the Social Economic and Cultural Expert Group, which will contribute to capacity building for Indigenous participants, including those of Canada.

In addition, AANDC successfully completed its two-year work plan under its Canada-Russia Memorandum of Understanding on Northern and Aboriginal Development.

Sub-Program 4.1.2: Nutrition North

Description

This sub-program provides increased access to perishable nutritious food in isolated northern communities through a retail subsidy. It is supported by an Advisory Board that ensures that Northerners have a direct voice in the program. Eligible northern communities will benefit from improved access to healthy food.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

The Department continued to focus on subsidizing nutritious perishable foods, with 25 million kilograms of nutritious food shipped to isolated northern communities in 2013–2014. Approximately 29% of the weight shipped consisted of perishable vegetables and fruits, 25% was milk and other dairy products, 17% was fresh and frozen meat, poultry and fish and 12% was perishable grain product.

As Nutrition North Canada operates with a capped budget, in a demand-driven environment additional resources were required in 2013–2014. The Department re-allocated additional funds, which meant that subsidy rates did not need to be reduced. A rate adjustment would likely have resulted in a sudden increase of food costs for eligible communities.

In 2013–2014, two Nutrition North Canada Advisory Board meetings were held, in addition to a number of teleconferences. These meetings focused on reviewing program operations (including nutrition education), and establishing a revised terms of reference and the development of a work plan for 2014–2015. The Advisory Board also met with the Minister to discuss matters pertaining to Nutrition North Canada.

The program also continued to promote transparency through social media posts (Facebook and Twitter) as well as posting information on the website.

The internal Audit of the Nutrition North Canada Program was completed in June 2013, and the Implementation Evaluation was completed in September 2013. Findings indicated that the program is measurably achieving its objectives with increased access to subsidized food in eligible communities and greater efficiencies in the transportation supply chain as a result of increased flexibility for retailers to negotiate shipping rates and routes. Findings also suggested reviewing certain elements of the program's policy, governance structure and current communication approach. It was also recommended that AANDC continue to develop data collection systems to measure performance and coordinate departmental efforts with provincial and territorial partnerships. In response to the recommendations, AANDC has developed a Management Response and Action Plan. Many of the recommendations were effected as of March 31, 2014, which included revising and updating the Advisory Board Terms of Reference, developing a strategy for ongoing policy review and implementation and developing a new database for data collection.

Sub-Program 4.1.3: Climate Change Adaptation

Description

This sub-program provides funding support to Aboriginal and northern communities, governments and organizations to assess vulnerabilities to climate change, develop adaptation plans, and develop related information and tools. The program builds capacity at the community level and develops partnerships with territorial governments to address broad northern issues. The assessment of climate change impacts and adaptation planning enhances community resilience and facilitates the integration of climate change considerations into decision making.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

In 2013–2014, the Climate Adaptation and Resilience Program for Aboriginals and Northerners, referred to as the Climate Change Adaptation Program, funded a total of 40 community and territorial projects, exceeding plans to fund 20 projects each year.

The projects supported vulnerability assessments, adaptation planning, tools and knowledge dissemination. Eighteen of the projects supported 25 Aboriginal and northern communities.

The program also provides up to $500,000 per year to each territorial government to help communities manage climate change related risks including territory specific and pan-arctic impacts. The territorial governments were able to undertake 22 projects in 2013–2014.

The increase in resources allowed the program to build awareness of climate change impacts at AANDC and support key programs in the Department through identification of regional- and community-level vulnerabilities and climate impact costs.

An ongoing challenge for the Climate Change Adaptation Program in 2013–2014 was oversubscription. The program received 87 letters of interest and funded 18 community projects. These numbers were slightly lower than the previous year because the program had further defined project eligibility criteria to align with departmental mandates. To further support ongoing projects and better manage expectations, the 2014–2015 Call for Proposals clearly indicated that priority funding support would be provided to currently funded multi-year projects.

In addition to the Climate Change Adaptation Program, AANDC's Northern Infrastructure Standardization Initiative supported pan-Northern consultation, decision-making and technical expert committees engaged in the development of infrastructure standards to consider impacts on thermosyphons^{Footnote 9}, community drainage, permafrost on existing foundations and snow loading on roofs. Public review of the thermosyphon standard was completed in 2013–2014. The permafrost standard was issued for public review in 2014. All four standards are expected to be completed in 2014–2015.

Program 4.2: Northern Science and Technology

Description

The Northern Science and Technology Program contributes to The North Strategic Outcome. It aims to support scientific research and technology in the North by providing researchers and scientists with increased access to programs and infrastructure to further research science and technology. The focus of this program is: researching and monitoring contaminants and their impacts on the ecosystem as carried out through the Northern Contaminants Program; supporting initiatives including the creation, management and dissemination of scientific data and results that contribute to informed public policy making; supporting the work to establish the Canadian High Arctic Research Station. Northerners and all Canadians will benefit from a knowledge base that supports health and sustainable development, and the positioning of Canada as an international leader in Arctic science and technology.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

The Northern Contaminants Program continued to monitor contaminant levels in wildlife and people in the Canadian North, in partnership with stakeholders, and transferred this knowledge to Northerners. It contributed data, information and expertise to Canadian and international assessments on contaminants and human health, as well as to the Arctic Council's Arctic Monitoring and Assessment Programme and the Stockholm Convention's Global Monitoring Plan. Northern Contaminants Program results provided foundational science that led to the Minamata Convention on Mercury, a global treaty to protect human health and the environment from the adverse effects of mercury signed by 97 countries in October 2013.

Concentrations of persistent organic pollutants that have been globally banned or restricted by the Stockholm Convention since 2004 have decreased substantially in arctic biota.^{Footnote 11} In contrast, there are wildlife populations showing no decrease or even showing increases in mercury concentrations since 1990. Decreases in these levels in wildlife are anticipated over the long term as the October 2013 Minamata Convention enters into force in approximately two to three years.

The pre-construction design phase for the Canadian High Arctic Research Station ended in 2013–2014. The Canadian High Arctic Research Station's role as a key component of the network of Northern research infrastructure continued to be developed. The Science and Technology Plan was approved and implementation will begin in 2014.

As funding opportunities for capacity development in the North are increasingly scarce (e.g. end of funding for Nasivvik) there are increasing demands on the Northern Contaminants Program. As a result, the Northern Contaminants Program is looking for opportunities for ongoing cost-sharing with other programs that share similar goals of developing capacity in the North (e.g. ArcticNet and Canadian High Arctic Research Station).

Sub-Program 4.2.1: Northern Contaminants

Description

This sub-program engages Northerners and world-class Canadian scientists in research and monitoring of long-range contaminants in the Canadian Arctic. The health and well-being of all Northerners is augmented as northern people consume traditional/country foods based in part on information and advice made possible by this sub-program. The sub-program has international influence as a leader in the Arctic Council — Arctic Monitoring and Assessment Program, and is a key contributor of scientific data to international agreements, such as the UNEP Stockholm Convention, and helps to position Canada as an international leader in Arctic science. The Northern Contaminants sub-program generated data is used to assess ecosystem and human health, and the results of these assessments are used to inform policy that results in action to eliminate contaminants from long-range sources. This action supports the safety and security of traditional country foods that are important to the health of Northerners and Northern communities.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

The Northern Contaminants Program continued to make significant progress towards achieving its targets in 2013–2014 by ensuring that contaminant level monitoring in wildlife and people in the Canadian North was carried out efficiently, in partnership with stakeholders, and by contributing data, information and expertise to Canadian and international assessments on contaminants and human health, as well as to the Arctic Council's Arctic Monitoring and Assessment Programme and the Stockholm Convention's Global Monitoring Plan.

Concentrations of the original 12 persistent organic pollutants listed in the Stockholm Convention have decreased in Arctic wildlife by about 80% since 1990 and have decreased by 50% to 70% in adult Inuit over the same time. Newer persistent organic pollutants, like polybrominated diphenyl ethers^{Footnote 12} have increased in wildlife by almost 200% since 1990 but may be starting to decrease since being added to the Stockholm Convention in 2009. Mercury concentrations have decreased in adult Inuit by 25% to 50% since the early 1990s, while there is currently no consistent trend in mercury concentrations in wildlife across the North over the same period. There are some wildlife populations showing increases in mercury concentrations, such as a 50% increase in freshwater fish from Mackenzie Valley and a 30% increase in concentration in seabird eggs. As the Minamata Convention enters into force in approximately two to three years, mercury levels are anticipated to decrease, which in turn will lead to improved health of Arctic people and wildlife over the long term.

The program released a comprehensive assessment of persistent organic pollutants in the North, a report that drew in the expertise of more than 50 world-class experts, with results that cover the period of 2003 to early 2013.

To save on costs and reduce overall travel, the venue for the 20th Annual Northern Contaminants Program Results Workshop was changed from Inuvik, NWT to Yellowknife, NWT and then again to Ottawa to further reduce costs. Management Committee meetings have also been held in Ottawa since 2013–2014 for the same reason. In addition, the Northern Contaminants Program Management Committee has decided to hold the results workshop every two years instead of every year, again to reduce costs and travel. As a result, our Northern partners have expressed dissatisfaction with the new direction. They have asked that the Northern Contaminants Program consider having more meetings/workshops in the North for face-to-face communications and management meetings. In this way, the program would be closer to where the work is carried out and nearer to the people who are dealing with the issue of contaminants in traditional food on a daily basis. In moving forward, the Northern Contaminants Program is looking for opportunities to host at least one meeting in the North annually.

Sub-Program 4.2.2: Science Initiatives

Description

This sub-program works to position Canada as a leader in Arctic science through the establishment of the Canadian High Arctic Research Station. The Station will be a world-class, year-round, multidisciplinary facility on the cutting edge of Arctic issues that will anchor a strong research presence in Canada's Arctic to serve Canada and the world. It will advance Canada's knowledge of the Arctic in order to improve economic opportunities, environmental stewardship, and the quality of life of Northerners and all Canadians.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

Progress on the establishment of the Canadian High Arctic Research Station continued in 2013–2014 with the completion of the design development report and preliminary construction documents, marking the end of the project's pre-construction design phase.

The Station's role as a key component of the network of Northern research infrastructure was further developed through the engagement of key national and international stakeholders from Aboriginal organizations, academia, government and industry. This included participation in the inaugural Board of Directors for the Canadian Network of Northern Research Operators and the engagement of youth and interested stakeholders through social media by hosting the Department's first Google Hangout.

In 2013–2014, the Chief Scientist was hired to lead the Canadian High Arctic Research Station's Science and Technology Program. A Manager of Operations was hired and is located in Cambridge Bay to facilitate the establishment of the research station's presence in the community.

An Audit of the Canadian High Arctic Research Station was undertaken in 2013–2014. Results indicated that governance structures related to the infrastructure project should be formalized and should recognize the evolving nature of the project. Terms of Reference and documentation processes for key governance and oversight committees were formalized. A plan to address the evolving governance structure was developed and will be revisited quarterly as the project moves into construction and commissioning.

Program 4.3: Northern Land, Resources and Environmental Management

Description

The Northern Land, Resources and Environmental Management Program supports The North Strategic Outcome. It focuses on the management, sustainable development and regulatory oversight of the land, water, natural resources, and environment of the North, delivering on the Department's role as the Government of Canada's natural resource manager North of 60°. This program involves: managing oil and gas resources development; supporting the sustainable management of active mineral exploration and development; supporting the sound management of contaminated sites and of land and water in the North; and ensuring the identification of territorial land use zones for conservation, development and other uses. Northerners and Canadians will benefit from economic opportunities and sustainable development.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

On March 25, 2014, Bill C-15, the Northwest Territories Devolution Act, received Royal Assent. This Bill completes the legislative changes proposed for the Northwest Territories as part of the Action Plan to Improve Northern Regulatory Regimes, by amending the Mackenzie Valley Resource Management Act, Territorial Lands Act and Northwest Territories Waters Act to, among other improvements, implement beginning-to-end time limits on environmental assessments and water licences, restructure the Mackenzie Valley land and water boards, and ensure sound environmental stewardship through increased fines and the introduction of administrative monetary penalties.

Consultations with Aboriginal groups, territorial governments, regulatory boards and industry took place on draft proposals to amend the Yukon Environmental and Socio-economic Assessment Act and Nunavut Waters and Nunavut Surface Rights Tribunal Act.

It is anticipated that the changes resulting from Bill C-15 and the proposed changes to legislation in Yukon and Nunavut will have a positive impact on the performance indicators in the future, as these changes will improve environmental assessment timelines and increase investor confidence in resource development.

Environmental Assessments were completed on time in all but one case where decision complexity has delayed the closure of the file. Environmental Regimes in the Northwest Territories were updated with the passing of Bill C-15 and there are now shorter and clearer timelines that provide more certainty to proponents. The Nunavut regime is in the process of being updated through the Nunavut Planning and Project Assessment Act.

AANDC is working closely with CanNor's Northern Project Management Office to co-ordinate Environmental Assessment processes and decisions in the Northwest Territories and Nunavut. Better coordination between the two organizations has reduced the timeframes required and clarified the process.

Sub-Program 4.3.1: Oil and Gas

Description

This sub-program manages the oil and gas resource interests of Northerners, Aboriginal peoples and Canadians generally on federal lands in the Northwest Territories, Nunavut and in the northern offshore. It focuses on the management of rights issuance for new exploration rights and the establishment and administration of the terms and conditions of exploration, significant discovery and production licenses. The sub-program also reviews and approves Canada Benefits plans, assesses and collects royalties, maintains a rights registry that is open to the public, and regularly engages federal, territorial and Aboriginal organizations to consider socio-cultural and environmental sensitivities related to oil and gas activities. Specific projects managed by this sub-program include the Beaufort Regional Environmental Assessment and the Department's federal lead responsibility for the Mackenzie Gas Project.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

At the end of 2013, the five-year rolling average of hectares under licence for oil and gas exploration in the Canadian North was 3,881,448, thus achieving the target of 3 million hectares by March 31, 2014. During the reporting period, industry was offered opportunities to acquire licences through three Calls for Bids. As a result, new exploration licences were announced for the Central Mackenzie Valley region as well as the Beaufort Sea and Mackenzie Delta region. Industry did not respond to the opportunity to acquire a significant discovery licence in the Arctic islands of Nunavut region.

AANDC continued to implement the Beaufort Regional Environmental Assessment, in partnership with Inuvialuit and industry stakeholders, to prepare for offshore oil and gas activity in the Beaufort Sea. By the end of 2013–2014, the program's third year, a total of 10 research projects were completed and milestones reached on Oil Spill Preparedness and Response, Climate Change and Regional Waste Management priorities.

In 2013–2014, AANDC undertook preliminary discussions with Northwest Territories and Yukon Governments to explore interests and discuss forward looking plans for Arctic offshore oil and gas governance.

Following Minister's approval in April 2013, the administrative requirements of Calls for Bids for exploration licences were amended to increase the amount of the bid deposit which secures a bid submission from $10,000 to $50,000 in order to ensure that all bids submitted for consideration are credible. This new requirement was included in the three Calls for Bids mentioned above.

In light of the devolution of responsibilities for lands and resources to the Government of the Northwest Territories on April 1, 2014, as well as the declining level of industry interest in the Calls for Bids since 2009, the Department is evaluating how it administers its priorities for petroleum and minerals and will engage with industry, Aboriginal groups and other governments to consider improvements.

Sub-Program 4.3.2: Mines and Minerals

Description

This sub-program manages the mines and mineral resource interests of Northerners, Aboriginal peoples and Canadians generally on federal lands in the Northwest Territories, Nunavut and in the northern offshore. This is accomplished through the administration of a mineral tenure system, the assessment and collection of Crown royalties, participation in environmental assessment of northern mining projects, mineral resource assessment and land use planning, and the promotion of Aboriginal participation in mining.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

Exploration activities in the Northwest Territories and Nunavut continue to be affected in 2013–2014 by the general slowdown in global exploration activity and low commodity prices, but still represented 15.6% of the national total at the end of 2013.

The federal diamond valuation process and royalty audit function completed 10 diamond valuations and two audits in order to ensure that the $26 million in Crown royalties collected by AANDC represented the full amount due.

The former Northwest Territories and Nunavut Mining Regulations was repealed and replaced by two separate federal mining regulations: the Nunavut Mining Regulations and the Northwest Territories Mining Regulations. The new regulations came into force on March 31, 2014. The updated regulations more closely meet current administrative, industry and legal standards.

Implementation of the online map selection system for mineral claims in Nunavut progressed as planned through standard system development stages, concluding with the successful installation of release one, the internal Nunavut Map Selection application.

Mining companies can request an appeal to the Minister if they disagree with a decision made by the Department concerning claims, leases and royalty assessment. In 2013–2014, a ministerial decision was rendered following an appeal on a royalty file. While this situation does not occur often, completing the required steps under the mining regulations turned out to be a lengthy process. This led the Department to look for ways to expedite the process in the future, for example by engaging stakeholders early.

Sub-Program 4.3.3: Contaminated Sites

Description

This sub-program ensures that contaminated sites are managed to ensure the protection of human health and safety as well as the environment for all Northerners by assessing and remediating contaminated sites and supporting the employment and training of Northerners, particularly Aboriginal peoples.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

The financial and human resources attributed to the Northern Contaminated Sites Program contributed to the management of 99 contaminated sites across the three territories. As of March 31, 2014, the Program's portfolio of contaminated sites counted 44 sites at or beyond Step 8 (implementation of the remediation strategy); this represents an increase of 3  sites compared to last year.

Not taking into consideration the Giant Mine and the Faro Mine remediation projects, approximately 70% of the workforce employed in the contaminated site projects managed by the Program consists of Northerners and Aboriginal peoples. Giant Mine and Faro Mine are in the planning phase and therefore utilize highly skilled expertise from all areas of Canada.

The Faro Remediation Project commenced implementation of a medium-term plan to protect human health and safety prior to commencing the environmental assessment and regulatory processes. This plan deals with high-risk issues on site such as improving dam stability and constructing an interim water treatment plant. The project also continued to advance the long-term remediation plan including developing detailed engineering designs and commencing the preparation of regulatory applications.

As part of the effort to protect human health and safety as well as the environment, the Giant Mine Remediation Project continued to implement the Site Stabilization Plan. This included making progress on addressing high-risk site elements such as deconstruction of the Roaster Complex and stabilization of the underground mine. Progress was also made on the Environmental Assessment process that is nearing completion.

To ensure consistent and effective project management practices, the Northern Contaminated Sites Program developed and received approval for the Major Project Standards and Guidance Manual. This manual will ensure that a professional project-management standard is applied to all major projects in the portfolio of contaminated sites, including Giant and Faro mines.

Sub-Program 4.3.4: Land and Water Management

Description

This sub-program manages the land and water interests of Northerners, Aboriginal peoples and Canadians in the Northwest Territories and Nunavut. This is achieved through the administration of land rights; inspection and investigation services for land use permits and water license, and the management of their securities.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

The management of land and water in the North as required under policy, legislation and comprehensive land claim agreements is complex and demands a sound understanding of the operating environment.

The geography of the North also plays a very large role in the way that AANDC approaches its management responsibilities. The inspection of authorizations for land and water use is one of the areas where the various factors intersect, and the logistical difficulties in the North in terms of distance, weather and cost make the inspection of all authorizations next to impossible. Therefore AANDC has adopted a risk-management approach to the authorization inspection that is relevant, effective and efficient in order to ensure sound management of land and water.

In 2013–2014, the rate of inspections exceeded the targets set at the beginning of the planning cycle in order to ensure effective devolution to the Government of the Northwest Territories.

Continued refinement of the Risk Management tool is necessary to reflect the enforcement goals of the Department while simultaneously accounting for the changing operating environment. In order to generate more accurate inspection plans, greater attention needs to be paid to the use of the information being entered into the Risk Assessment Model.

In 2013–2014, the draft Intent Document for the Northwest Territories-Alberta Transboundary Waters Management Agreement was finalized. AANDC provided technical advice and support to the process, working in close collaboration with the Government of the Northwest Territories, to whom this responsibility was devolved on April 1, 2014.

Sub-Program 4.3.5: Environmental Management

Description

This sub-program manages environmental interests of Northerners, Aboriginal Peoples and Canadians in the Northwest Territories and Nunavut. Protected areas, land use planning, environmental assessments and environmental monitoring are important and complementary pieces of AANDC's environmental management responsibilities as required by policy, legislation, and comprehensive land claims agreement obligations.

2013–2014 Budgetary Financial Resources (Dollars)

2013–2014 Human Resources (FTEs)

Performance Results

Performance Analysis and Lessons Learned

AANDC contributed to the completion of regional land-use plans in the Northwest Territories, the implementation of environmental monitoring programs through the Northwest Territories Cumulative Impact Monitoring Program and the Nunavut General Monitoring Plan, and advanced the establishment of protected areas under the Northwest Territories Protected Areas Strategy.

There were delays in the completion of the Gwich'in, Dehcho and Nunavut land-use plans. These delays were outside of AANDC control as the Department must wait until Land Claim Organizations complete their work on the plans before the program provides final input and comments prior to the Minister's decision.

Interim Land Withdrawals were extended and AANDC worked with the Government of the Northwest Territories to transfer the Protected Area Strategy files to them prior to the April 1, 2014 devolution date. AANDC worked with partners to conclude technical analysis, consultation and creation of working group reports for candidate National Wildlife Areas that will inform post-devolution decisions on potential conservation sites.

The Northwest Territories Cumulative Impact Monitoring Program was transferred to the Government of Northwest Territories as part of the devolution process. As a result, the development of a common Northern Environmental Monitoring System is no longer a desirable approach to meet the information management needs of the Northwest Territories Cumulative Impact Monitoring Program and the Nunavut General Monitoring Plan. In light of the devolution of the Northwest Territories and the recent review of the Nunavut General Monitoring Plan information management needs, the programs focused on their respective short-term information management needs instead.

The evaluation of the Advancing Conservation Interests in the Northwest Territories Initiative was completed in April 2013 and contained several key findings indicating that some areas of the initiatives needed improvement. The recommendations suggested addressing the capacity constraints at the community level, reviewing the role of the Steering Committee and current funding mechanisms and developing an approach that will foster better understanding and communication of the Northwest Territories Protected Areas Strategy as it pertains to the devolution of lands and resources. To respond to the report's recommendations, AANDC has developed a Management Response and Action Plan that was implemented in 2013–2014. It included working with the Government of Northwest Territories on devolution to ensure a smooth transition of AANDC activities. Capacity Issues at the community level and the role of the steering committee are being reviewed by the Government of Northwest Territories post devolution.