Archived - 2014–15 Departmental Performance Report

Description

This sub-program supports the core operations and capacity development of First Nation governments, including the professional development of their personnel. Support for community development and capacity building will be through collaborative, coordinated and targeted community-driven investments, leveraging partnerships wherever possible. Funds are provided through direct transfer payments toward the costs of core functions of government such as law-making, financial management and administration, and executive leadership. In addition, the program provides guidance and develops legislation supporting transparent and accountable governance. Typical activities include — but are not limited to — assistance in establishing governance and associated capacities, processes and mechanisms (such as by-law making authority, election processes).

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of enhancing governance capacity of First Nation governments, in 2014–2015 the Department accomplished the following:

• Continued to implement the First Nations Financial Transparency Act by monitoring compliance with the legislation.
• Supported legislative initiatives such as the implementation of the First Nations Elections Act, which required the development of the First Nations Elections Regulations; and the implementation of the Indian Act Amendment and Replacement Act, which removed some of the most objectionable elements of the Indian Act, including residential schools provisions, and provided First Nations greater authority over day-to-day governance matters by removing ministerial oversight in respect of making by-laws and requiring Band Councils to publish them.
• Prioritized funding for the development and implementation of community capacity development plans. In 2014–2015, approximately $13.5 million supported governance capacity building initiatives. An additional $3 million in contribution funding was allocated for 150 First Nations under the Default Prevention and Management Policy to assist them in implementing capacity activities in their Management Action Plans. The Department also prioritized internal operating funds to support additional travel of key regional staff to these communities to facilitate community planning processes.
• Provided ongoing support through the Band Support Funding grant and Band Employee Benefits contribution funding, targeted investments in capacity development projects, direct supports to communities through training and advice, and the development and implementation of legislation, which led to advancements in governance capacity development amongst First Nation communities.
• Reinforced AANDC's goal of supporting an integrated approach to community development and capacity building, by working with Health Canada and other federal partners. The integrated approach included the collaboration between British Columbia Regional Office and Canada Mortgage and Housing Corporation to support home maintenance skills training and tool-kits for First Nation communities who identified this need/ priority in their community plans, as well as the work happening within the Department to explore the potential to redirect funding targeted on capacity development.

Description

This sub-program supports aggregate program delivery as well as aggregate capacity development through Aboriginal governance institutions and organizations at the local, regional and national levels dedicated to developing and supporting Aboriginal governments in the exercise of their responsibilities. It also supports institutions providing technical support to First Nation governments in the areas of taxation and financial management to carry out their legislative mandate under the First Nations Fiscal Management Act. Funds are provided through transfer payments to organizations and institutions with demonstrated expertise in supporting First Nation governments enhance capacity for service delivery and professional development.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of governance institutions and organizations having the capacity to support First Nations, in 2014–2015 the Department accomplished the following:

• Supported Aboriginal governments in the delivery of programs and services to their constituents; the Government of Canada continued to provide core operational funding to a number of national Aboriginal organizations: the First Nations Tax Commission, the First Nations Financial Management Board, the First Nations Finance Authority, and the Aboriginal Financial Officers Association of Canada. In 2014–2015, these organizations continued to promote capacity development in First Nations governments and Aboriginal groups and provide demonstrated technical expertise in the areas of financial management, taxation and public administration.
• Helped the Government of Canada finalize the Emergency Protection Orders Regulations developed pursuant to the Family Homes on Reserves and Matrimonial Interests or Rights Act. The Government of Canada has also provided funding to a number of organizations to develop tools and training for front-line service providers such as superior court judges and legal experts.
• Provided assistance, through the Centre of Excellence for Matrimonial Real Property that was established within the National Aboriginal Lands Managers Association, to First Nations in the development of their community-specific matrimonial real property laws and in the implementation of the provisional federal rules. Six First Nation communities have successfully enacted community-specific laws pursuant to the Family Homes on Reserves and Matrimonial Interests or Rights Act.
• Collaborated with First Nations Fiscal Management Act institutions to advance proposed administrative legislative amendments to the First Nations Fiscal Management Act. In June 2014 the First Nations Finance Authority, issued inaugural bonds.
• Shifted the core funding for Tribal Councils through the Tribal Council Funding Program, to a new funding approach with an overall reduced national budget.
• The First Nations Fiscal Management Act institutions were funded to support various special projects and the institutions' activities related to the legislative amendments to First Nations Fiscal Management Act.

To support Tribal Councils in the delivery of programs and services to their member First Nations, the Department continued to provide core operational funding to Tribal Councils by contribution agreements. Tribal Councils are funded to provide direct support to First Nations with respect to governance capacity as well as support regarding the administration of other specified programs and services, depending on the needs of their members.

Description

Canada is committed to the negotiation of claims and self-government agreements as the best means for reconciling Aboriginal rights required under section 35 of the Constitution Act, 1982, with Crown sovereignty to the benefit of all Canadians. Canada is also committed to negotiating self-government agreements outside the Aboriginal rights context to address aspirations for greater Aboriginal autonomy and self-reliance and to promote good governance. With the participation of provincial and territorial governments, Canada negotiates claims and 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.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of having certainty and clarity with respect to law-making authority and the ownership, use and control of land and resources, in 2014–2015 the Department accomplished the following:

• Continued to negotiate comprehensive land claim and self-government agreements with Aboriginal groups. Successfully ratified one self-government agreement; signed one self-government agreement; and initialed/signed four comprehensive land claim agreements-in-principle.
• Advanced productive treaty and self-government negotiations by putting in place measures to increase efficiency, and by developing options for improving Canada's internal processes.
• Appointed a Ministerial Special Representative to lead engagement with Aboriginal groups and key stakeholders on renewing the Comprehensive Land Claims Policy.
• Continued to research and analyze policies and guidelines while seeking feedback from stakeholders on issues related to Canada's negotiation of Aboriginal self-government and comprehensive claims.
• Continued to negotiate special claims and out-of-court settlements. Progress has been made in the advancement of these negotiations, which will support improved living conditions in the respective Aboriginal communities.
• Progress reports were presented at a November 2014 Principals meeting by the Treaty Negotiations Process Revitalization technical working groups on funding, overlaps and shared territories, and the role of the British Columbia Treaty Commission, and the working groups received direction to continue their work.

Description

The Specific Claims sub-program is an alternative dispute resolution option through which First Nations may, on a voluntary basis, pursue the resolution of claims relating to the administration of land and other First Nation assets, and to the fulfilment of Indian treaties through negotiated settlement agreements. 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. More recently, in the Federal Budget of 2013, funds were identified to continue to ensure that specific claims are addressed fairly and promptly. 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 monetary compensation to First Nations pursuant to the terms of a settlement agreement. Resolving specific claims fairly and expeditiously addresses the legal rights of, and provides justice to First Nations, discharges outstanding legal obligations of the Crown and provides certainty for all Canadians.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of Canada fulfilling its long-standing obligations to First Nations arising out of treaties, and the administration of lands, band funds and other assets, in 2014–2015 the Department accomplished the following:

• Met all its specific claim targets. One hundred percent of claim submissions received were assessed against the Minimum Standard within six months. Resolving specific claims fairly and expeditiously addresses the legal rights of, and provides justice to First Nations, discharges outstanding legal obligations of the Crown and provides certainty for all Canadians.
• Assessed 100% of claims for an outstanding lawful obligation within the three-year operational framework. As of March 31, 2015, 95 claims were in the assessment stage of the specific claims process.
• Negotiated successfully 123 claims, for a total of approximately $2.2 billion in settlements paid to First Nations since the Justice At Last initiative was implemented in 2007.
• Continued to participate in proceedings before the Specific Claims Tribunal in conjunction with Litigation Management and Resolution Branch and the Department of Justice. As of March 31, 2015, 65 claims had been referred to the Specific Claims Tribunal by First Nations.
• Undertook a five-year review of the mandate and structure of the Specific Claims Tribunal, and of its efficiency and effectiveness of operation in accordance with the Specific Claims Tribunal Act. The Minister's Special Representative engaged with interested parties in the last half of 2014–2015.
• Continued to implement the Justice At Last initiative. The recommendations of the Summative Evaluation of the Specific Claims Action Plan and the Audit of AANDC Support to the Specific Claims Process have been implemented through the Management Response and Action Plan, which have been completed.

Description

This sub-program provides technical, process and financial support to internal and external stakeholders to maintain collaboration with Aboriginal groups and their representatives. This support takes several forms, including assistance to federal departments/agencies in fulfilling the Crown's duty to consult; engagement with Aboriginal groups and representatives, provinces and territories, and industry with regard to that duty; contributions in the context of consultation protocols/arrangements; and contributions to a representative organization for engagement on developing policy and programs and advice on how to engage community members on the development of a community plan.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of providing assistance in fulfilling the Crown's legal duty to consult and, where appropriate, accommodate when Crown conduct may adversely affect Aboriginal or Treaty rights, in 2014–2015 the Department accomplished the following:

• Exceeded the target set, by giving advice to over 15,504 projects/initiatives/activities that supported the fulfillment of the Crown's duty to consult, including:
  • developed and delivered the advanced training — interdepartmental and tailored (by department and by region) — to close to 500 officials to help strengthen their capacity to integrate the duty to consult and accommodate into their departmental activities;
  • continued protocol negotiations with six groups across Canada. Protocol evaluations continued in Quebec and Nova Scotia which will contribute to improvements in implementation and negotiation of future agreements. Continued collaboration with provinces towards improved consultation processes, including information sharing and joint training;
  • continued sharing of information, development of tools/best practices and support of policy development through federal–provincial/territorial dialogue, regional interdepartmental networks and interdepartmental and intradepartmental working groups, including discussions on the next edition of the federal guidelines on consultation;
  • provided direct support on major natural resource projects, focusing on six that included pipeline projects, oil sands mines, hydro developments and liquefied natural gas export terminals. Supported work to advance relationship building and promote Aboriginal participation in resource development; and
  • increased spending in contributions to Aboriginal groups to support the development of new protocols. Continued reliance on Regional Consultation Coordinators' presence in regional offices to minimize travel for regional events.
• Provided funding to a number of Inuit Aboriginal Representative Organizations for projects that aligned with departmental priorities. The Department also worked with Makivik Corporation to understand the challenges to increasing market housing in Nunavik and with Inuit organizations and federal partners to ensure the Indigenous Communities exemption to the European Union's seal product ban is meaningful for Inuit communities.
• Provided $21.2 million in funding through the Basic Organizational Capacity Program, to 46 Aboriginal Representative Organizations.
• Provided project funding to willing First Nations organizations to assist in the development of, and engagement on, the First Nations Elections Regulations; and to national Aboriginal organizations to undertake a comprehensive review of the effects of the repeal of section 67 of the Canadian Human Rights Act in preparation for a report to Parliament as required by section 2 of An Act to amend the Canadian Human Rights Act.

Description

The Métis and Non-Status Indian Relations and Métis Rights Management 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 the private sector. The sub-program also works with representative Aboriginal organizations that have substantial Métis membership 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.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of having relationships between parties based on trust, respect and shared responsibilities to support strengthened social and economic participation, in 2014–2015 the Department accomplished the following:

• Engaged with Métis and Non-Status Indian (MNSI) Aboriginal Representative Organizations at meetings and general assemblies on funding to advance departmental priorities, sharing strategic policy views on key Métis and Non-Status Indian issues, future initiatives and federal/provincial links to Métis and Non-Status Indian Aboriginal Representative Organizations. Of note, senior officials from the Government of Canada and the Métis National Council attended four joint working sessions which led to the holding of the Third Métis Economic Development Summit in Winnipeg on March 17–19, 2015, at which occasion the Métis Economic Development Accord was signed.
• Engaged with the Consultation and Accommodation Unit to develop relationships and processes to support the inclusion of MNSI within the broader federal consultation and accommodation practices.
• Developed Métis membership standards in collaboration with Métis Aboriginal Representative Organizations and the Canadian Standards Association. These standards are intended to form the basis for a consistent approach to the registration of Métis people and issuance of harvester cards.
• Implemented the recommendations, following the Evaluation of the Federal Interlocutor's Contribution Program and Powley Initiative completed September 2013, to improve the clarity of objectives and roles and responsibilities, develop a comprehensive Performance Measurement Strategy and examine the proportion of funding provided to internal operations.

Description

This sub-program supports First Nations, or designated organizations delivering First Nation education services, to provide eligible elementary and secondary on-reserve students with education services comparable to those of their provincial counterparts. Funds are allocated to pay salaries for on-reserve school teachers and other instructional services, reimburse tuition for on-reserve students who attend provincial schools, and provide student support services (e.g. transportation) and enhance education services (e.g. curriculum and language development, teacher recruitment and retention, community and parent engagement in education, and Information Communication Technology capacity). It also supports school access to resources for learners with identified high-cost special education needs. Investments are also made to support longer-term improvements in education outcomes by implementing school success plans, student learning assessments, and school performance measurement systems and by advancing existing tripartite education partnerships with First Nations, provinces and the Government of Canada. The goals are to increase students' achievement levels in reading, writing and mathematics; encourage students to remain in school (student retention); require schools to conduct student learning assessments; and put in place performance measurement systems that allow schools to assess, report on, and take steps to accelerate progress made by schools and students. In addition, the Elementary and Secondary Education sub-program also supports culturally appropriate education activities through cultural education centres, and provides supports for First Nation and Inuit youth to transition to post-secondary education and the workplace.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of First Nations students progressing in their elementary and secondary education, in 2014–2015 the Department accomplished the following:

• Continued to implement the Strong Schools, Successful Students Initiative through the First Nations Student Success Program and the Education Partnerships Program, to better support First Nation organizational capacity development in various core areas. This Initiative supported the development of governance and leadership in school, parental and community involvement, planning and performance measurement, risk management, financial management, human resources management, organizational planning and early literacy, and over the past year, it:
  • supported the establishment of a common vision for improving education;
  • solidified working relationships at the First Nation school and provincial school board level;
  • fostered processes of collaboration, monitoring and oversight for joint initiatives and dispute resolution;
  • improved collaboration for smoother student transitions between First Nation and provincial education systems; and
  • improved structural readiness to deliver education services to First Nation schools.
  Under the First Nation Student Success Program, recipients reported having used Early Literacy funding to purchase early literacy materials and provide programming, and to hire or engage early literacy resources, such as teachers.
• Continued implementation of the Education Information System, which replaces the old paper-based processes for reporting, while streamlining data collection practices. Roll-out and refinements to the System, and its increased use by First Nations, have improved the timing and availability of key AANDC program data and tools, such as the Nominal Roll of eligible students, which is used as the basis for K–12 funding. The result is better alignment of AANDC and First Nations systems and program cycles and more reliable elementary and secondary data to support evidence-based policy and program decisions.

The achievements to date demonstrate that additional time and effort to update, verify and validate information is necessary and useful to ensure stable and reliable data. A key aspect of the time required relates to receiving and compiling data from recipients, aggregation at regional and national levels, and data review to ensure accuracy and reliability. Sufficient time must be allocated for each of these steps to ensure data and baselines are reliable to support decision making.

The data in the table above is published, as provided by First Nation recipients, only for students who were tested. Provincial assessments are administered at selected grade levels, unique to each province (e.g. grades 3, 6 and 9). Calculations combined 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. While data may not be directly comparable to provincial rates at this time due to different tabulation methodologies by provinces, over time, progress will be tracked through long term trend analysis.

Description

The objective of the Post-Secondary Education sub-program is to help increase access to 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 pay for 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 research, design and development of college and university level courses for First Nation and Inuit students, as well as for research and development on First Nation and Inuit education. AANDC also funds Indspire, a national, registered, non-profit organization dedicated to raising funds for scholarships and program delivery that provide the necessary tools for Indigenous people, especially youth, to achieve their full potential.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of supporting First Nation and Inuit students participating in post-secondary education, and First Nations and Inuit post-secondary students progressing in their program of study, in 2014–2015 the Department accomplished the following:

• Engaged with Employment and Social Development Canada to explore and discuss mechanisms related to the Government of Canada's overall suite of post-secondary student support, including programs intended for First Nation and Inuit students. This included discussion of Statistics Canada data regarding levels of Aboriginal attainment, data related to the labour market, and examination of various program structures and delivery methods. This on-going work will contribute to, and inform, efforts to ensure that AANDC's post-secondary support programming is effective, accountable and coordinated with other federal student programs.
• Remained committed to working with First Nation partners to ensure that First Nation and Inuit students have access to high quality post-secondary education. Through the Post-Secondary Education Program, the Department provided more than $335 million in funding to support post-secondary education for over 22,000 First Nation and Inuit students.
• Fulfilled its commitment to amend and update the Indian Studies Support Program. The result was the development and implementation of the Post-Secondary Partnerships Program, which replaced the Indian Studies Support Program. This new Program offers First Nation and Inuit students courses designed and delivered to respond to their communities' needs, and prepares them to join the labour market.
• Introduced new more user-friendly features that significantly reduced the reporting burden for recipients. However, progress in the production of data for the Post-Secondary Education Program through the Education Information System was delayed due to the completion, review and acceptance of reports.
• Continued to fund Indspire. Over and above the $817,000 of annual funding provided to Indspire, in 2013 Indspire was provided with an additional $10 million over two years to fund post-secondary scholarships and bursaries for First Nation and Inuit students. In 2014–2015, $5 million of this additional funding was provided and was matched with equivalent funds from non-Government of Canada sources.

Description

The Income Assistance sub-program provides funding to First Nations, First Nation organizations and the province of Ontario (under the 1965 agreement) to assist eligible individuals and families living on reserve who are in financial need. This sub-program funds basic and special needs in alignment with the rates and eligibility criteria of reference provinces or territories. The sub-program also funds the delivery of pre-employment services designed to help clients transition to and remain in the workforce. The Income Assistance sub-program has four main components: basic needs, special needs, pre-employment supports and service delivery. The expected result 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.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective to improve participation in, and attachment to, the workforce, in 2014–2015 the Department accomplished the following:

• Worked collaboratively with Employment and Social Development Canada to align their respective programs supporting Income Assistance Reform. This collaborative effort with Employment and Social Development Canada targeting eligible youth living on reserve between 18 and 24 years old commenced in 2013–2014, and 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.
• Analyzed the first year of data from Income Assistance Reform, revealing that Income Assistance Reform has been successful in improving labour market outcomes of youth living on reserve, as demonstrated by the more than 6,800 youth that have been case-managed since the Reform was launched, and the 2,000 youth that have transitioned off Income Assistance into either jobs or full-time school.
• Delivered $18.9 million in funding to 28 First Nation service providers to continue activities that foster increased participation in the labour market. Additionally, the Department allocated $7.5 million to Ontario Works to expand the number of communities for which the province delivers the full suite of pre-employment Ontario Works programming, from 65 in 2013–2014 to 71 in 2014–2015. By the end of 2014–2015, excluding Ontario, 89 First Nations had formally moved to the Enhanced Service Delivery model. When combined with the 71 First Nations participating in the full Ontario Works, 160 of 540 First Nations (29%) were delivering a case-management approach to removing barriers to employment for Income Assistance recipients.
• Ensured alignment with provincial programming by using a community-driven approach for activities, which were modeled on social assistance programs in their respective provinces.
• Completed substantively all of the planned compliance reviews across Canada to ensure that the delivery of the on-reserve Income Assistance Program aligns with provincial eligibility requirements, provincial rates, and other program terms and conditions.

While the overall on-reserve population and number of Income Assistance beneficiaries have increased, the Income Assistance dependency rate has remained relatively unchanged at 34% over the past few years. A decrease of the dependency rate as a result of Income Assistance Reform is not expected in the initial years of implementation.

Description

The National Child Benefit (NCB) is a federal/provincial/territorial partnership child poverty reduction initiative; the lead federal department is Employment and Social Development Canada. The NCB has two components: a financial benefits component (the federal Canada Child Tax Benefit and National Child Benefit Supplement, and provincial/territorial integrated child benefits) and a reinvestment component (the National Child Benefit Reinvestment [NCBR]). Under the financial benefits component, the Department provides funding to the Yukon Territorial Government for the cost of the Yukon Child Benefit paid to First Nation families. Under the reinvestment component, AANDC provides funding for community-based supports and services for children in low-income families. The five activity areas for the NCBR on reserve are child care, child nutrition, support for parents, home-to-work transition and cultural enrichment. The expected results of the NCB components are a reduction in the incidence, depth and effects of child poverty.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of reducing the incidence, depth, and effects of child poverty, in 2014–2015 the Department accomplished the following:

• Continued to work in partnership with Employment and Social Development Canada, through the National Child Benefit (NCB) on reserve, to provide financial benefits to First Nation families in the Yukon and support First Nation communities and organizations across Canada to provide an array of programming alleviating the depth and effects of poverty for children in low-income families. The National Child Benefit Reinvestment (NCBR) provided enriching experiences for children, promoted healthy social development and inclusion in community life, supported the well-being of families and contributed to positive developmental outcomes for children.
• Ensured the continuing alignment of NCBR funding with the level of support provided by provinces and territories to children off-reserve. During the reporting year, NCBR funding decreased in two jurisdictions: Saskatchewan, where funding was reduced from $22 million to $14.3 million in 2014–2015; and Ontario, where funding was reduced from $10.7 million to $6.0 million. These reductions were effected to address other significant funding pressures within social programs.
• Continued to ensure that NCBR complemented Income Assistance active measures by reducing barriers to employment. Although 2014–2015 data is not yet available, in 2013–2014 the largest share (36%) of the proposal-based reinvestment funding was allocated to the Home-to-Work Transition activity area. Through this activity area, NCBR funded home-to-work transition projects, such as skills-based training and employment supports (e.g. uniforms, transportation, etc.), which helped parents become or remain employed. Funding also provided support to parents through funding for homework clubs in schools and other community-based programming for youth (12%) and childcare spaces that helped ensure children were safe while their parents attended training or work (7%).

Given that the NCB Program aims to help alleviate the incidence and depth of poverty, the Department began undertaking work with partners to help ensure data on food security (which measures whether households can afford to buy the food they need) required for exact comparison between on- and off-reserve families with children (aged 0–17 inclusive) will be available for future reporting cycles. Data on the rate of food security of families with children aged 0–17 on reserve was not available in 2014–2015.

Description

The Assisted Living sub-program is a residency-based program that provides funding to assist in providing non-medical, social support services so that seniors, adults with chronic illness, and children and adults with disabilities (mental and physical) can maintain functional independence and achieve greater self-reliance. Thereare three major components to the sub-program: 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 provincial or territorial legislation and standards) as requiring services and who do not have the means to obtain such services themselves. The expected result 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.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective to make in-home, group-home and institutional care supports accessible to low-income individuals and to help maintain their independence for as long as possible, in 2014–2015 the Department accomplished the following:

• Provided Assisted Living support in over 500 First Nations. To improve the alignment of Assisted Living Program components with provincial programming, the Department continued its development of an implementation plan to realign the Assisted Living Program with current income-tested benefits in provinces and the Yukon.
• Continued to work with Health Canada to begin reassessing prospects for integrating federal on-reserve home care supports.
• Funded 11 Disabilities Initiative projects across Canada. Project reports for 2014–2015 have not yet been received by the Department; however in 2013–2014, 100% of funding recipients submitted reports indicating projects met or exceeded their objectives.

Description

The First Nations Child and Family Services (FNCFS) sub-program provides funding to assist in ensuring the safety and well-being of First Nation children ordinarily resident on reserve by supporting culturally appropriate prevention and protection services for First Nation children and families in accordance with provincial or territorial legislation and standards. The sub-program supports four activity areas/streams: developmental funding for new organizations, maintenance funding for costs associated to maintain a child in care, operations funding for staffing and administrative costs of an agency and prevention funding. In 2007, the FNCFS sub-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 result 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, family cohesion 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.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective to ensure that First Nation children ordinarily resident on reserve are more secure and benefit from more stable environments, in 2014–2015 the Department accomplished the following:

• Continued to monitor the implementation of the Enhanced Prevention Focused Approach (EPFA). This transition to the EPFA supports agencies to implement programming that contributes to stabilizing the number of children requiring protection. Under this approach, agencies were able to invest in:
  • parenting and life-skills classes to reduce the risk of child apprehension;
  • cultural camps with a focus on family preservation, inclusive of elders, children and families;
  • establishment of Band Council resolutions (in some cases) to support removal of the parent from the home, rather than the children, to create a less disruptive approach for the children by maintaining their care in the family home;
  • family counseling sessions; and
  • youth drop-in centres.
• Worked in partnership with First Nations, provinces and Yukon Territory to improve the First Nations Child and Family Services Program. For example, the Department funded over 100 delegated First Nations Child and Family Services, agencies, tribal councils, bands, and some provinces and Yukon Territory to support the delivery of culturally appropriate welfare services to First Nation children between 0 and 18 years of age. Key accomplishments included:
  • implementation of the First Nations Child and Family Services Accountability Plan, which contains increased clarity of roles and responsibilities, rigorous compliance reviews, information sharing, and early prevention;
  • commencement of collaborative accountability work in several jurisdictions; and
  • development by program of tools and templates, such as bilateral and tripartite accountability frameworks, national compliance tools, and business plans.

Description

The Family Violence Prevention sub-program (FVPP) provides funding to assist First Nations in providing access to 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 proposal-based prevention projects such as education campaigns, training, workshops and counselling to raise awareness of family violence in First Nation communities^{Footnote 4}. The FVPP also works to address issues related to Aboriginal women and girls. The expected result of the FVPP is the enhanced safety and security of First Nation women, children and families.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective to make women, children and families living on reserve more safe and secure, in 2014–2015 the Department accomplished the following:

• Worked actively to strengthen partnerships and improve coordination with key partners by participating in a National Roundtable on Missing and Murdered Indigenous Women and Girls with provinces, territories and national Aboriginal organizations, February 2–15, 2015. All parties committed to a framework for action and a national awareness campaign.
• Continued on-site shelter visits to strengthen program management and improve family violence prevention service delivery. To date, 32 of the 41 AANDC shelters have been visited.
• Revised and updated the Program's terms and conditions, and updated the Program's annual recipient reporting document to ensure consistency with other social program reports and to include gender-specific considerations.
• Committed $158.7 million over five years as part of Canada's Action Plan to Address Family Violence and Violent Crimes Against Aboriginal Women and Girls, announced on September 15, 2014. As part of the Action Plan, $1.34 million was transferred from Canadian Heritage to the FVPP, increasing the annual budget to $31.74 million for 2015–2016.
• Funded 303 violence prevention and awareness projects focused on intervention, culturally sensitive services (elder and traditional teachings), anger management and men's programming, and self-development projects (healthy parenting and financial skills).

Over 2,850 women and 2,330 children accessed family violence shelter services in 2013–2014. Data for 2014–2015 will be available in 2016. In 2014–2015, there were 601 shelters (including 41 AANDC-funded family violence shelters) for abused women operating across Canada: 74% (445) of these shelters served clients residing off reserve and 26% (156) served clients residing on reserve.

In 2011–2012, shelters saw over 62,500 admissions of women across Canada. AANDC-funded shelter usage has increased slightly since 2006. This demonstrates a continued need for funded shelters, as almost half of abused women in Canada do not report incidents to the police. This fact is particularly relevant to AANDC's Family Violence Prevention efforts, given that the violent crime rate on-reserve is eight times higher than the violent crime rate off-reserve, and due to the prevalent risk factors and root causes of family violence in First Nations communities.

Description

The Indian Act mandates AANDC to maintain the Indian Register, determine entitlement to Indian registration and maintain departmentally controlled band lists. Through direct client services and partnerships with First Nations, the program seeks to register all those eligible pursuant to sections 5–7 of the Indian Act and also issue proof of registration documents, such as the Secure Certificate of Indian Status, which identify those eligible to receive key programs and services available to registered Indians. Indian Registration Administrators have specific authorities delegated to them through the Indian Registrar to work on behalf of AANDC to support registration and activities related to issuing status cards. A current and accurate Indian Register, as well as issuance of the Secure Certificate of Indian Status, are fundamental to the effective and accountable delivery of federal programs and services for eligible users.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of applicants receiving a decision on entitlement under the Indian Act and being notified of the decision within established service standards and new Secure Certificate of Indian Status being issued to eligible applicants within service standards, in 2014–2015 the Department accomplished the following:

• Began integration of functions related to registration and Secure Certificates of Indian Status (SCIS) issuance into a seamless, client-centric service delivery model. This change will allow AANDC to deliver a simplified, integrated registration and card issuance experience to its new and existing clients in which they will deal with one point of contact, regardless of the service delivery option they choose. In 2014–2015 the Department received 45,935 applications for SCIS, and issued a total of 30,381 SCIS. As of March 31, 2015, 158,049 SCIS have been issued since the inception of the Program in 2009.
• Explored the development of the Indian Registration and Estates Management System (IREMS) as an IT solution to consolidate four existing departmental systems and to modernize service delivery. In 2014–2015, the business case for IREMS was developed to address part of the Treasury Board of Canada Secretariat's IT-enabled gating process framework. In addition, a project Steering Committee was established to support sound project governance.
• Registered 26,453 individuals, bringing the total Indian Register to 940,436 as of March 31, 2015. The number of applications, as well as the nature and complexity of research involved, impact the processing time. Generally speaking, applications for Indian Status take more time to process compared to other government applications, given the genealogical research required. AANDC processed 72% of applications received within the service standard.
• Made significant efforts to improve the training available to staff on the complexities of the registration provisions of the Indian Act to increase its ability to reduce the existing inventory of applications within a reasonable timeframe. In addition to providing staff with enhanced training and tools to improve quality assurance, the Department continued to examine its processes to identify efficiencies that are expected to allow it to render decisions more expediently.
• Continued implementing both the Agreement for the Recognition of the Qalipu Mi'kmaq Band, and the Supplemental Agreement between Canada and the Federation of Newfoundland Indians regarding the enrolment process for membership in the Qalipu Mi'kmaq First Nation. This process was assisted through the allocation of additional resources.
• Bill C-25, the Qalipu Mi'kmaq First Nation Act, received royal assent on July 19, 2014, reaffirming a commitment that only eligible individuals are granted membership into the First Nation, thus protecting the integrity of the Qalipu Mi'kmaq First Nation.

Description

The Estates Program is mandated to ensure that the federal government's responsibilities, pursuant to sections 42 to 52 of the Indian Act, are met by developing policy and procedures, providing advice and appointing administrators for the management and administration of Indian estates (decedents, minors and dependent adults).

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of executors and administrators of wills and estates being appointed under the authority of section 43(a) of the Indian Act, in 2014–2015 the Department accomplished the following:

• Undertook activities to enhance awareness of estates management among First Nation individuals and communities. These included funding and delivery of workshops on the estates management process as well as providing information on the importance of wills.
• Developed an online tool for the implementation of the Family Homes on Reserve and Matrimonial Interests or Rights Act, which provides accessible information and guiding documentation for managing estates under the Act.
• Opened 1,781 new decedent estates files, for which the Department appointed 1,086 (61%) administrators or executors. Of the 1,086 appointed administrators, 89 were departmental and 977 (90%) were non-departmental. While the number of decedent estates varies throughout a given year, as of March 31, 2015 there were 3,300 active decedent estates files. Since the goal is to empower First Nation members to administer the estates of deceased First Nation individuals who were ordinarily residents on a reserve before their death, a departmental employee will only be appointed if no eligible, non-departmental individual is willing or able to administer the estate.
• Managed approximately 650 living estates files (for minors or dependent adults) on an ongoing basis, bringing the total number of estates (living and deceased) under management to 3,950, with some annual variation.

The current estates process provides a 120 day timeline for appointing an estate administrator. Although it is the Department's goal that every estate have an administrator within this timeline, a number of factors may affect this process. Some key factors that could impact this performance indicator include the Department being notified of a death close to the end of fiscal year, delays caused by court actions, delays in communications with clients and insufficient resources.

Description

As an element of the Indian Residential Schools Settlement Agreement (IRSSA), the Common Experience Payment (CEP) provides eligible former students with $10,000 for their first year or partial year of residence in a recognized Indian Residential School, and $3,000 for each additional year or partial year of residence. The IRSSA established a $1.9 billion trust for paying CEP. Once all CEPs have been made, if more than $40 million remains 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 all Personal Credits are paid will be distributed to two educational trusts to support Aboriginal education initiatives.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of processing eligible CEP applications in accordance with the Settlement Agreement, in 2014–2015 the Department accomplished the following:

• Disbursed $1.622 billion (85.4%) by March 31, 2015 of the $1.9 billion Designated Amount Fund (money set aside to pay Common Experience Payments) to pay 79,286 former students out of an estimated 80,000 (99.0%) who resided at a recognized Indian residential school. Of this, $1.6 million was paid to 71 former students in the period 2014–2015. As part of the plan for the final close-out of the Designated Amount Fund in 2015–2016, a Request for Direction to finalize the Common Experience Payment is targeted for spring 2015.
• Developed a plan for completing the implementation of Personal Credits in late summer 2015. As of March 31, 2015, 30,325 Personal Credits applications had been received, and over $4.4 million had been processed.
• Developed a plan for approving the terms and conditions and transfer of any remaining balance in the Designated Amount Fund to the two identified educational trusts, starting on June 1, 2015. The goal is to complete the close-out of the Designated Amount Fund by March 31, 2016, pending court direction.
• Conducted a lessons learned study of the Common Experience Payment, which highlighted among other issues, the large scale logistical challenges and the need for planning which sets out clear policies, procedures, and responsibilities, coupled with stronger coordination with departmental management officials and other federal department officials to ensure greater efficiencies. Through its wind-down phase, the Common Experience Program is still ongoing and is anticipated to be completed by March 31, 2016.

Description

As an element of the Indian Residential Schools Settlement Agreement, the Independent Assessment Process (IAP) is a claimant-centred, non-adversarial, out-of-court process through which former students can settle their claims for abuse they suffered at Indian Residential Schools. The IAP compensates former students for sexual abuse, serious physical abuse and certain other wrongful acts.

Note: updates on the IAP are posted quarterly on the Department's website.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective to fulfill Canada's obligation of the Independent Assessment Process, as per the terms of the Settlement Agreement, in 2014–2015 the Department accomplished the following:

• Resolved 5,140 Independent Assessment Process claims through decision, negotiated settlement, withdrawal, jurisdictional decision, or ineligibility. Out of 4,500 first-claimant hearings originally forecast, 3,581 were held. Low volumes of hearing-ready claims and capacity among claimants and counsel to participate have impacted hearing numbers. Canada's representatives attended all scheduled hearings. Since 2006 the Independent Assessment Process has received 37,963 claims, of which 6,432 remain in progress.
• Expanded the Accelerated Hearing Process to increase scheduling efficiency by reducing the impact of documentation requirements on hearing scheduling. This allows claims to proceed to hearing to capture claimant testimony in advance of document completion. Remaining documents are collected post-hearing.
• Resolved 508 claims through the NSP, representing 102% of the revised target. Due to the complexity of remaining files and low numbers of hearing-ready claims, the 2014–2015 NSP target was reduced from 708 to 500.
• Processed 2,775 of 3,765 (74%) of payments within the service standard of 20 days, which was below the target of 80%. Transition to the new financial system resulted in a backlog of payments, but was cleared by June 2014. An internal review, conducted to address payments outside of the service standard, also revealed processing gaps that were addressed immediately, enabling the service standard to be exceeded (89%) in quarters 3 and 4. Since 2007, $2.782 billion in settlement payments have been made.

Accomplishments made in pursuit of this objective by the Indian Residential Schools Adjudication Secretariat (IRSAS) include the following:

• Focused on referring lost-contact, deceased, and "stalled" claims to the Lost Claimant Protocol and Incomplete File Resolution. This will enable resolution of these claims and promote efficient resource allocation.
• Conducted 35 visits to law firms representing the largest caseloads in the process and firms appearing at risk of failing to meet given deadlines. Discussions included the Completion Strategy, IRSAS initiatives, reviews of firms' workloads, completion timelines, and difficulties encountered by counsel.

Description

This initiative provides ongoing support for the implementation of the Indian Residential Schools Settlement Agreement (IRSSA) and promotes reconciliation between Canada and former Indian Residential School students, their families and communities, as well as between Aboriginal people and other Canadians. Reconciliation supports the implementation of IRSSA by working with the churches that ran the schools to ensure that they fulfill their obligations under the IRSSA, supporting and reporting on the wind-down of the Aboriginal Healing Foundation, and working with Health Canada as it provides health supports under the IRSSA. The initiative promotes reconciliation by developing and offering concrete gestures of reconciliation which vary from year to year; taking advantage of opportunities that arise, such as Truth and Reconciliation Commission national events; educating the public about the history and legacy of Indian Residential Schools; and supporting the development of curriculum and educational tools to bring the history of Indian Residential Schools into the classroom.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective to make progress toward reconciliation between Aboriginal and non-Aboriginal Canadians through increased opportunities for awareness and understanding of the history and legal of Indian residential schools, in 2014–2015 the Department accomplished the following:

• Continued working with Health Canada to ensure that health supports are in place at all appropriate events, including Independent Assessment Process hearings.
• Continued supporting the Aboriginal Healing Foundation until it closed in September 2014.
• Planned for federal participation in the Truth and Reconciliation Commission's closing event, including travel support for survivors to attend TRC events and gestures of reconciliation.
• Supported the Legacy of Hope Foundation exhibit on display at the Canadian Museum of History from June 5–29, 2014.
• Focused on educating members of the Public Service through a Visiting Speakers Series on Reconciliation. The objective of this work was to improve the ability of the Public Service to lead Canada's ongoing efforts to promote reconciliation. There was only one public education event in 2014–2015, since there were no Truth and Reconciliation Commission national events during this fiscal year.
• In addition, resources were focused on preparations for the Truth and Reconciliation Commission's closing event.

Description

As per the Indian Residential Schools Settlement Agreement, the Government of Canada has obligations vis-à-vis the Truth and Reconciliation Commission (TRC) to disclose to the TRC all documents relevant to the TRC's mandate in an organized fashion, and to provide for the participation of high-level government officials at the TRC's seven national events. In addition to these obligations, AANDC provides the TRC with up to $1 million per year in in-kind services for five years.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objectives to disclose remaining relevant documents to the TRC in an organized manner as outlined in the IRSSA, and to provide for the participation of high-level government officials at the TRC's national events, in 2014–2015 the Department accomplished the following:

• Ensured the participation of high-level officials at all of the national events held by the Truth and Reconciliation Commission. The former Minister of AANDC participated in all seven national events. In addition, a federal booth, at which information about the IRSSA, other government programs, and Canada's reconciliation efforts, was shared with participants.
• Provided funding through the Advocacy and Public Information Program to support former students' participation at the national events as a gesture of reconciliation.
• Awarded a contract to Bronson Consulting and its partners on July 7, 2014, to complete the work necessary to transfer documents from Library and Archives Canada to the Truth and Reconciliation Commission. Researchers identified greater numbers of relevant high-value documents than anticipated. It is anticipated that Canada will disclose its remaining documents at Library and Archives Canada to the Truth and Reconciliation Commission prior to the end of its operating period on December 31, 2015.

Canada's remaining obligation is to disclose its holdings at Library and Archives Canada. Initially, the federal government focused its document disclosure efforts on providing the Truth and Reconciliation Commission with all "active and semi-active documents" (those in the possession of individual departments). Twenty-four government departments were engaged in order to complete the work. On January 30, 2013, the Ontario Superior Court of Justice clarified that the federal government's obligation is to include all relevant federal documents housed at Library and Archives Canada.

Description

This sub-program contributes to the expected result of Aboriginal Entrepreneurship primarily through the provision of funding. Funding is provided to a national network of Aboriginal Financial Institutions (AFI), Aboriginal entrepreneurs and organizations as well as non-Aboriginal organizations to assist in the establishment and maintenance of capital for Aboriginal business development. Funding also supports ongoing capacity to deliver business development services. The expected results of this sub-program are a sustainable network of AFI delivering business development services, provision of both non-repayable and repayable financing to Aboriginal entrepreneurs and communities and support for the creation or expansion of small- and medium-sized businesses.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of a sustainable network of Aboriginal Financial Institutions, in 2014–2015 the Department accomplished the following:

• Implemented the Program Delivery Partnership Initiative to support a gradual transition towards new programming, which includes the Aboriginal Business Financing Program, the Aboriginal Developmental Loan Allocation, the Enhanced Access, the Interest Rate Buy-Down and the Aboriginal Capacity Development Program.
• Implemented the Aboriginal Developmental Lending Assistance Program, in collaboration with the National Aboriginal Capital Corporations Association, to improve the financial sustainability of Aboriginal Financial Institutions and implemented the Aboriginal Capacity Development Program to improve governance and operational capacities.
• Finalized an appropriate governance structure and program management design to allow the National Aboriginal Capital Corporations Association to assume program management responsibility associated with the Aboriginal Business Financing Program introduced on April 1, 2015.
• Retained capital market consultants, in partnership with the National Aboriginal Capital Corporations Association, to conduct the design of potential financing instruments and treasury structures to access private sector capital for Aboriginal Financial Institutions and perform a market assessment based on design work.
• Worked in close collaboration with the National Aboriginal Capital Corporation Association to build on its success implementing key elements of the Aboriginal Business Financing Program. This collaboration resulted in the Association submitting an operational plan to assume greater program management responsibility, while continuing delivery of the above suite of financial instruments during 2015–2017.

The Aboriginal Financial Institutions gross loan portfolio, which typically ranges from $25 million to $40 million, decreased by 4.02% between the fiscal years 2013–2014 and 2014–2015. This reduction is due to some loans being repaid prior to year-end (December 31) as well as some new lending being delayed due to weather conditions affecting the building of winter ice roads in remote northern communities.

Description

This sub-program contributes to the expected result of Aboriginal Entrepreneurship by facilitating Aboriginal businesses to access to public- and private-sector business opportunities. Pursuant to the federal Procurement Strategy for Aboriginal Businesses (PSAB), this sub-program enhances Aboriginal business participation in the federal procurement process by promoting and influencing federal departmental contract opportunities set asides and facilitating the bidding process for qualified Aboriginal businesses. In addition, the sub-program supports the identification of other public- and private-sector business opportunities and facilitates Aboriginal access to these opportunities through a variety of partnership and participation based approaches. The expected result of this sub-program is that qualified Aboriginal businesses win federal and non-federal procurement contracts.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of Aboriginal businesses winning procurement contracts, in 2014–2015 the Department accomplished the following:

• Exceeded its annual 2% target for Aboriginal procurement relative to the total federal procurement spending by approximately one percentage point in 2012, which translates into $443,927,665 in Aboriginal procurement, according to the latest performance data available from PWGSC.
• Refined integrated procurement approach to encourage Aboriginal business participation in procurement and business opportunities.
• Worked with other federal departments, Aboriginal organizations, and provincial and industry partners to assist Aboriginal businesses accessing public- and private-sector opportunities resulting in:
  • establishing of a Value Proposition Guide for the new Defence Procurement Strategy, which will enhance the participation of Aboriginal businesses, including partnership development, business and procurement strategies;
  • ensuring Aboriginal participation opportunities in the re-procurement of Health Canada's Health Information and Claims Processing Services contract valued at approximately $350 million;
  • identifying targeted measures to address challenges facing Aboriginal businesses interested in securing contracts through the National Shipbuilding Procurement Strategy;
  • working with the Department of National Defence to assess the Aurora project requirements to determine if Aboriginal business capacity exists for the inclusion of a Procurement Strategy for Aboriginal Business set-aside or an Aboriginal participation component; and
  • recommending to include Aboriginal participation opportunities through the inclusion of employment and subcontracting provisions in the building of schools in the Manitoba pilot project.
• Continued to work with federal, Aboriginal, provincial/territorial and industry partners to maximize Aboriginal participation by supporting six major initiatives that enabled Aboriginal businesses to access other public- and private-sector opportunities, exceeding the target by one. These initiatives were the Defence Procurement Strategy, the Health Information and Claims Processing Services Renewal, the CP-140 Aurora long-range patrol aircraft project, the National Shipbuilding Procurement Strategy, Tourism, and School Infrastructure.
• Provided funding to projects that influenced federal procurement research and opportunities. For example, 28 agreements ($2,927,411) were completed, focusing on key areas such as: Aboriginal tourism, Aboriginal women, business opportunities, major projects, and West Coast Energy Infrastructure.

Description

This sub-program contributes to the expected result of Community Development by providing critical support for communities to effectively build and manage a solid land base for economic development. Incentive-based funding will encourage and support those First Nations who wish to take on additional land-management responsibilities under the Indian Act. It also supports an effective transition toward greater autonomy through modern land-management tools such as the First Nation Land Management Act (FNLM) and the First Nations Oil and Gas and Moneys Management Act (FNOGMMA). Targeted funding is available to support training, capacity development, planning, and land and environmental management. The expected results of this program are the reduced risk of federal liabilities and enhanced conditions for First Nation and Inuit communities to pursue greater independence/ self-sufficiency and sustainable economic development.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of enhancing land and environment management capacity for First Nation and Inuit communities, in 2014–2015 the Department accomplished the following:

• Continued working with institutional partners, municipalities and First Nation and Inuit communities through the integrated planning initiatives, which included the Community Economic Development Initiative and the Land Use Planning Pilot Project. The Community Economic Development Initiative is a three-year joint pilot initiative of the Federation of Canadian Municipalities and the Council for the Advancement of Native Development Officers, which is set to end in 2015–2016.
• Completed Phase 1 of the Land Use Planning Pilot Project to further strengthen the integration of planning processes, including land and environmental management, economic development and capital planning. As a result of this planning process, some participating First Nations have begun to reach out to neighbouring municipalities to engage in joint planning processes.
• Increased the number of land transactions managed by First Nations by 50%. This result is attributed to increased First Nations capacity in this area and the effectiveness of the Reserve Land and Environment Management Program training provided through the National Aboriginal Land Managers Association.
• Met the targeted number of additional First Nation communities who have assumed management of their reserve land under the First Nation Land Management Act, as 9 communities ratified their land codes. This brings to 50 the total number of First Nations operating under their own land codes. As such, there are currently 110 First Nations either operating under their own land code or at various stages of the developmental process.
• Renewed focus on working with key stakeholders to streamline program implementation, given that 40 First Nations are now in the developmental phase of the First Nations Land Management Regime. In partnership with Natural Resources Canada and the Land Advisory Board and Resources Centre, AANDC continues to integrate business processes to ensure that program milestones are achieved and issues preventing community progress are identified and resolved in a timely fashion. AANDC has also been working with stakeholders to identify additional First Nations who are interested and ready to join the Regime.
• Continued to fund the First Nations Land Management Resource Centre to support capacity development and training. Workshops on environmental protection and enforcement issues for developmental and operational First Nations under the Regime have been provided and will continue to be provided into the future.
• Reviewed a total of 515 projects for their environmental impacts. No projects were likely to cause significant environmental effects when mitigation measures were considered, thus no referrals were made to the Governor in Council. To advance work on environmental protection on reserve, the Department initiated the development of a solid waste management strategy and completed an initial inventory of solid waste management sites on reserve. The Department also participated in the inter-departmental Major Project Management Office Initiative through provision of expert advice and regulatory support.

Description

This sub-program contributes to the expected result of Community Development by providing critical support for communities to support greater Aboriginal participation in large and complex economic opportunities. Targeted investments provide funding for First Nation and Inuit communities for a range of activities to support communities' pursuit of economic opportunities (including the adoption of regulations for complex commercial and industrial development projects through the First Nation Commercial and Industrial Development Act (FNCIDA)). These activities are crucial to partnering with the private sector and other levels of government to effectively participate in and benefit from such economic opportunities. The expected result of this sub-program is that private sector partnerships and investments will occur within First Nation and Inuit communities.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of private sector partnerships and investments occurring within First Nation and Inuit communities, in 2014–2015 the Department accomplished the following:

• Supported 224 projects in 180 communities totalling $35 million through the Community Opportunity Readiness Program. This investment leveraged over $350 million (10:1 ratio) from other funding sources, including the private sector, First Nations, provincial governments and other federal departments.
• Updated Data Collection Instruments to reduce the reporting requirement of First Nations further to the consolidation of program authorities within the Lands and Economic Development sector.
• Worked on developing two project regulations and associated tripartite agreements being developed under the First Nations Commercial and Industrial Development Act (FNCIDA). These initiatives represent complex ventures on reserve land not previously contemplated as viable in Canada. Ensuring the development of efficient regulatory regimes for these large-scale FNCIDA projects on Muskowekwan First Nation and Black Lake First Nation will provide precedents for future projects and increase the potential of attracting investment on reserve. Maintaining momentum is critical to ensuring investor certainty and successful negotiations among parties. While the current projects being developed under FNCIDA have not yet met the targeted forecasts, progress has been made on these agreements. Given the complexities associated with the development of regulations and accompanying tripartite agreements for these projects, additional collaboration with First Nations and provincial stakeholders has been required above what was initially anticipated.

Description

This sub-program contributes to the expected result of Community Development through four programs: the Registration of Rights and Interests in Reserve Land, which fulfills statutory requirements for the Department to maintain land registries; the Federal Management of Oil and Gas Interests in Reserve Land program, which provides management and regulation for oil and gas development on First Nation reserve lands through Indian Oil and Gas Canada (IOGC) and pursuant to the Indian Oil and Gas Act and Regulations; the Clarity of Reserve Boundaries, which clarifies title through historical research and provides proper demarcation of external reserve boundaries; the Additions to Reserve program, which involves adding land to existing reserves and creating new reserves for legal obligations, community expansion.

AANDC also administers band moneys (capital and revenue moneys) held within the Consolidated Revenue Fund (CRF) for the use and benefit of bands and their members. Band moneys are managed pursuant to sections 61 to 69 of the Indian Act.

The expected result of this sub-program is to reduce risk of federal liabilities and ensure that the foundational tools for community and economic development are in place.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of First Nations benefitting from the administration of reserve land, in 2014–2015 Indian Oil and Gas Canada accomplished the following:

• Worked with First Nations and industry to leverage opportunities for developing oil and gas resources, ensuring market-based returns for the benefit of the respective First Nations. Despite the dramatic fall in world oil prices mid-year, IOGC collected $163.15 million on behalf of First Nations including $1.66 million collected pursuant to clause 5.08 of the Saskatchewan Treaty Land Entitlement Agreement. This exceeded the $120 million target primarily due to industry's shift to double production of gas and their associated gas products, which had stronger market prices during the period.

Additionally in support of this objective, in 2014–2015 the Department accomplished the following:

• Made progress on modernizing the regulation of oil and gas activities on reserve lands through work in partnership with the Indian Resource Council of Canada (which represents over 189 First Nations with oil and gas interests) and a Joint Technical Committee. As a result, significant accommodations have been made and a second consultation draft was developed.
• Registered 9,332 lands documents, such as leases and permits which 75.1% (7,006) of them are administered by First Nations. Although this was below the target of 10,000, transactions are sensitive to year-over-year changes to market force demand and circumstances of First Nations who initiate permits and leases in response to and in support of economic development on reserve. The 2014–2015 result represents an increase of over 10% from the previous fiscal year with leases, sub-leases and permits accounting for 14% of the overall instrument activity.
• Approved and implemented a new commercial lease template while ongoing locatee lease policy support was provided to regional officials and First Nations.
• Approved 35 additions to reserves, by either the former Minister or by the Treasury Board in situations where ministerial authority to set apart land as reserve does not exist. The Department finalized another 35 additions to reserve submissions; however, they remained in the approval stages at the end of fiscal year 2014–2015. The National Additions to Reserve Tracking System has been upgraded to better support ongoing addition to reserve proposals.

The difference between Indian Oil and Gas Canada planned and actual spending primarily reflects internal reallocations to Lands and Economic Development Services, unanticipated departures, leave and staffing of vacant positions by internal staff. The financial variance was also impacted by a November 12, 2014 sprinkler system water break which flooded 47.5% of the office. This resulted in significant staff time and focus on resolving accommodation issues, impacting planned work and expenditures. A number of contracting processes which resulted in either no or non-compliant bids also impacted expenditures.

Description

This sub-program contributes to the expected result of Community Development by supporting the assessment and remediation of contaminated sites on reserve lands and on any other lands under the Department's custodial responsibility. Pursuant to the Federal Contaminated Sites Action Plan (FCSAP), this sub-program supports the assessment and remediation of known contamination from National Classification System for Contaminated Sites (NCSCS) Class 1 and Class 2 sites for which a Crown liability has been established and documented. NCSCS Class 1 sites are contaminated sites where available information (assessment) indicates that action is required to address existing concerns for public health and safety. Class 2 sites are sites where available information (assessment) indicates that there is a high potential for adverse off-site impacts, although threat to human health and the environment (public health and safety) is generally not imminent and action is likely required. The expected results of this sub-program are three-fold: the risk to public health and safety is decreased, First Nation land is available for development and federal liabilities related to the existence of contaminated sites are reduced.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of reducing federal liabilities related to the existence of contaminated sites, making First Nation land available for development, and decreasing risk to public health and safety, in 2014–2015 the Department accomplished the following:

• Supported activities for 137 environmental site assessments.
• Prioritized sites for remediation that have a higher risk to human health and safety. AANDC's inventory south of 60° includes over 230 Class 1 sites and an additional 1,100 sites requiring further assessment. As contaminated sites on reserve pose significant risks to human health and the ecological integrity of reserve lands, AANDC sought opportunities for additional investment to reduce these risks and help build conditions to support economic development on reserve lands. AANDC was able to access more Federal Contaminated Sites Action Plan funds than in previous years. AANDC targeted additional funds to projects with multiple sites to reduce mobilization costs, and these additional funds contributed to AANDC's ability to exceed all targets linked to contaminated sites during 2014–2015.
• Invested in remedial activities on 127 high-priority sites (including both Class 1 sites and Class 2 sites). Twenty-six of the 127 high-priority contaminated sites were completely remediated, thereby reducing the total environmental liability of known contaminated sites on reserve by $18.4 million.

Experience over the last year highlights the importance of coordination, project planning and maintaining a list of investment-ready projects. AANDC uses a strong project management approach and is well positioned to redirect funding if needed and take advantage of available funding from other contaminated sites projects delayed due to poor weather, project tendering or equipment failure. The maintenance of a project list based on regional capacity, field season availability, and monthly updates to identify changing circumstances positioned AANDC to take advantage of surpluses from other Federal Contaminated Sites Action Plan custodial departments or other sources and advance remediation of high-risk sites.

Description

This sub-program supports the provision of funding for the planning, design, construction, acquisition, operation and maintenance of community infrastructure facilities, including: water supply, treatment and distribution systems and 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 management practices for water and wastewater facilities maintenance. The goal is to support First Nations in meeting health and safety standards and providing their residents with similar levels of service as those in 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.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of First Nations communities having a base of safe water and wastewater that meets established standards, in 2014–2015 the Department accomplished the following:

• Worked on developing regulations under the Safe Drinking Water for First Nations Act to ensure access to safe, clean and reliable drinking water, the effective treatment of wastewater, and the protection of sources of water on First Nation lands three regions at a time. Detailed work began with First Nations and other stakeholders in the Atlantic, Yukon, and the Northwest Territories Regions. Since the publication of AANDC's Guide for On-Reserve Source Water Protection in 2013–2014, the number of communities that are implementing a plan has increased by ten percentage points.
• Provided summaries of provincial and territorial acts and regulations related to drinking water and wastewater to First Nations to assist them in providing input to the regulatory development process.
• Provided investments to help support communities in complying with Environment Canada's Wastewater Systems Effluent Regulations. Although the percentage of First Nations' water systems that met the Guidelines for Canadian Drinking Water Quality remained at 74%, the percentage of First Nations' wastewater systems producing treated water that met effluent quality regulations and guidelines increased from 63% in 2013–2014 to 77%, due, in part, to these investments. While the percentage of wastewater systems evaluated as low risk did not increase, the percentage of low risk ratings for drinking water systems increased from 44% to 57% between 2013–2014 and 2014–2015, exceeding the target by seven percentage points. First Nations can allocate AANDC investments to their various infrastructure priorities, which may result in reduced funding dedicated to water and wastewater. This may contribute to slower progress on or even regression of risk ratings.
• Provided a strategic response to the National Assessment findings to improve and strengthen results for water and wastewater in First Nations communities by:
  • continuing to support First Nations in meeting the Guidelines for Canadian Drinking Water Quality through initiatives such as the Circuit Rider Training Program;
  • exceeding the two targets for the number of operators certified to the level of the water or wastewater system by six percentage points;
  • providing funding for projects based on a priority assessment;
  • prioritizing capital investments for the highest risk systems and to address factors that are the greatest contributors to risk such as capacity, training, operations and maintenance; and
  • implementing the new Circuit Rider Training Guidelines, which are now in use.
• Supported the development of hubs of expertise, for example by funding First Nation organizations to explore the creation of public service utilities such as a Water Authority in Atlantic Canada.

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 6} 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. As well, 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 First Nation children.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of First Nation communities having a base of education facilities that meet established standards, in 2014–2015 the Department accomplished the following:

• Funded 15 new school projects (partially or completely), including 11 new schools and 4 additions/renovations, as part of the $175 million over 3 years in funding for school infrastructure announced in 2012. Of these 15 projects, 3 are completed, 1 is substantially completed and the remaining projects are expected to be completed by March 2017. Moving forward, investments made in 2012 and 2014 for school infrastructure will positively impact the performance of the schools portfolio and affect the 2019 target.
• Continued to examine various models for financing and construction to ensure value-for-money. This included the establishment of the Major Capital Infrastructure Project Delivery Directorate to oversee a pilot project for the bundling of school projects in northern Manitoba.

Data currently stored in the Integrated Capital Management System does not definitively identify which assets are schools and which are other types of education facilities assets. As such, the Program is unable to identify the exact number of schools or associate all schools to their asset numbers. Efforts will be undertaken during fiscal year 2015–2016 to address this situation; however, until this exercise is complete, the Program is unable to use trends to revise the target. The baseline and 2015 target were set in 2011 to be 70% when the issues of data integrity were unknown. The Department is undertaking efforts to remediate issues with the schools data.

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 units. The goal of this sub-program is to work with First Nations to increase the supply of safe and affordable housing to achieve better housing outcomes for their residents.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of Housing infrastructure meeting the needs of First Nation communities, in 2014–2015 the Department accomplished the following:

• 76% of First Nations housing was deemed "adequate" as assessed and reported annually by First Nations, exceeding the 2014–2015 target of 72%. The Government of Canada invests an average of $300 million in on-reserve housing each year through AANDC and Canada Mortgage and Housing Corporation (CMHC), which work together with First Nations to help provide safe and affordable housing units on reserves across Canada. Over the past year, AANDC continued its collaboration with the Canada Mortgage and Housing Corporation towards improving housing outcomes. In February 2015, AANDC and the CMHC developed information-sharing initiatives and collaborative working plans related to capacity development.
• Supported the Nuu-Chah-Nulth Tribal Council initiative to set up a joint housing managers working group for its eight member bands through AANDC–British Columbia region's New Approach for Housing Support. This working group was established to network, share challenges and successes, build capacity, and develop core policies. The Nuu-Chah-Nulth Tribal Council Housing Working Group invited AANDC and the CMHC to a work session in March 2015 to share the progress made to date and objectives for 2015–2016.
• Engaged in a unique partnership with the Montana First Nation to explore ways of creating sustainability in the First Nation's housing program. This led the First Nation to pursue renewable solar energy and reduce energy costs on their housing units, as well as to create a band-owned company, which trained band members to install solar panels and has catapulted them to becoming the largest hybrid solar-wind energy system on a First Nation in Western Canada.
• Continued to foster partnerships between First Nations institutions and Employment and Social Development Canada on developing models for leveraging social finance with a view to increasing the range of options available to individuals for the secure and beneficial ownership of housing on reserve.

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 those in off-reserve communities. Delivery of the program is devolved 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.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of First Nations communities having a base of safe infrastructure that meets established standards, in 2014–2015 the Department accomplished the following:

• Continued to support the national #BeFireSafe Awareness Education Campaign, in partnership with the Aboriginal Firefighters' Association of Canada, to raise awareness of the importance of fire prevention in First Nation communities. The 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.
• Developed a Structural Mitigation Funding Framework and Ranking Tool to better prioritize mitigation infrastructure projects. This will help deliver the $40 million over 5 years, starting in 2015–2016, announced in 2014 for disaster mitigation programming in First Nations communities.
• 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. Communities across Canada, on and off reserve, faced challenges in maintaining roads, compounded by the harsh effects of Canadian winters and freeze-thaw cycles that cause deterioration and increase maintenance costs. These factors contributed to the result of the 2014–2015 performance targets for roads and bridges not being met despite AANDC investments of $112,944,341 to First Nations in support of roads and bridges.

The current tools to track and tabulate Broadband Connectivity levels across First Nation communities in Canada need to be modified following Industry Canada's change in the Broadband Standard from 1.5 mbps to 5 mbps. AANDC will continue working with Industry Canada on assessing current methodology for tracking, collecting and tabulating this information to ensure a reliable picture of Broadband Connectivity levels in First Nation communities is captured.

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 for the design and construction of renewable energy projects integrated with community buildings and for the feasibility stages of larger renewable energy projects.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of reducing greenhouse gas emissions in Aboriginal and northern communities, in 2014–2015 the Department accomplished the following:

• Supported Aboriginal and northern communities to reduce greenhouse gas emissions by providing funding for the development and implementation of community renewable energy projects through the ecoENERGY for Aboriginal and Northern Communities Program. In 2014–2015, the Program received 75 project funding applications. A total of 32 community projects were funded, including 19 off-grid projects, 10 of which were in the territories and 9 in the provinces.
• Funded a total of 121 distinct energy projects since 2011, including 54 projects in off-grid and northern communities. These projects include pre-feasibility and feasibility studies of renewable energy projects and design, as well as the construction of renewable energy projects integrated with community buildings. If all the projects funded by the Program reach the construction and implementation phase, and become operational, they will reduce greenhouse gas emissions (over their 20-year project lifecycle) by well over the Program's overall reduction target of 1.5 megatonnes.

Similar to both 2012–2013 and 2013–2014, the Program moved its application intake period to earlier in the fiscal year again in 2014–2015. An ongoing challenge for communities has been the late flow of funds despite efficient proposal management processes. Moving its application intake period to earlier in the fiscal year has allowed the Program to make funding decisions earlier, and for communities to advance projects earlier, thus achieving better project and overall program results.

Description

The Emergency Management Assistance sub-program promotes the protection of the health and safety of on-reserve First Nations residents as well as their lands and critical infrastructure. The Emergency Management Assistance Program (EMAP) promotes the four pillars of emergency management: mitigation, preparedness, response and recovery. EMAP promotes efficiency by accessing existing resources and services of provincial/territorial and First Nation emergency management partners to address on-reserve emergencies. EMAP reimburses these partners for eligible expenses. EMAP also plays a coordinating role in integrating the emergency management efforts of the provinces, First Nations, other federal departments and emergency management organizations.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of First Nations responding to and recovering from emergencies, in 2014–2015 the Department accomplished the following:

• Worked with Public Safety to implement a comprehensive approach to emergency management on reserves. On April 1, 2014, the Program became the new single-window for funding eligible on-reserve emergency non-structural mitigation, preparedness, response, and recovery activities. In addition, the Emergency Management Assistance Program supported First Nations in emergency mitigation and preparedness activities.
• Continued to build partnerships with federal, provincial, territorial, and third-party emergency management providers to support First Nations in emergency management. Negotiations of emergency management bilateral agreements to enhance emergency management were initiated with provinces and territories, and a historic 10-year agreement was signed between AANDC and the Province of Alberta on March 17, 2015.
• Secured $29.33 million in stable new funding for the Emergency Management Assistance Program to reimburse on-reserve response and recovery costs. The variance in planned and actual financial and human resource expenditures minimally impacted the overall performance of the Program. The financial resources used to address on-reserve emergency management can greatly fluctuate from year to year depending on the number and severity of emergencies impacting First Nations. Due to an exceptional year in terms of the emergency management costs incurred on reserve, the Emergency Management Assistance Program's existing resources had to be supplemented with an additional $39.8 million from Treasury Board's Management Reserve to address urgent health and safety pressures.
• Funded 100% of eligible funding requests ($51,475,054 in eligible response costs and $30,886,943 in recovery costs). In 2014–2015, the performance target of funding 100% of eligible First Nation emergency response and recovery activities was achieved.
• Began responding to recommendations from the 2013–2014 Audit of the Emergency Management Assistance Program conducted by AANDC and by the Office of the Auditor General. The key recommendations from this audit were to develop a risk-based, all-hazards approach; clarify the Program authority and guidelines; strengthen internal controls over funds; and finalize a performance measurement strategy. In response to those recommendations, the Program is implementing its Department-approved performance measurement strategy; updating terms and conditions; revising the national plan; and implementing the comprehensive approach to emergency management.

Description

This sub-program facilitates the growth of strong, effective and efficient government structures in the North. The devolution of responsibilities for land and resource management to territorial governments will strengthen northern governance. This sub-program also supports legislation and policy initiatives, the advancement of intergovernmental processes, and the appointment of Territorial Commissioners and general federal-territorial relationships. As well, it ensures that circumpolar co-operation activities reflect Canadians' interests and grants are provided to territorial governments for hospital and physician services.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of devolving land and resource management to the Government of Northwest Territories, in 2014–2015 the Department accomplished the following:

• Conducted negotiations regarding the transfer of provincial-like responsibility for land and resource management according to a five-phase process: protocol, agreement in principle, final agreement, legislation, and implementation. On April 1, 2014, the Northwest Territories Devolution Act took effect and successfully concluded the final phase of the devolution process. AANDC continued throughout the year to fulfill obligations post-devolution implementation.
• Submitted the joint final report on the Northwest Territories devolution implementation process and results.

In pursuit of its objective of devolving land and resource management to the Government of Nunavut, in 2014–2015 the Department accomplished the following:

• Supported the Chief Federal Negotiator in advancing negotiation of an agreement-in-principle on devolution in Nunavut.
• Worked collaboratively with Employment and Social Development Canada, CanNor and Natural Resources Canada to strengthen resources management capacity in the context of devolution negotiations.

The experiences in completing the implementation of devolution in Yukon and the Northwest Territories are informing and guiding models for Nunavut. In particular, the Nunavut devolution initiative is largely mirroring the Northwest Territories devolution process and has adopted efficiencies in the negotiations process.

With respect to national Circumpolar Cooperation activities, in 2014–2015 the Department accomplished the following:

• Facilitated the delivery of all Canadian Chairmanship priorities in collaboration with territorial governments, Aboriginal organizations, and domestic partners.
• Provided substantive leadership and support to Arctic Council Working Groups and Task Forces and helped ensure that Northerners are at the forefront of the Council's agenda over the course of Canada's 2013–2015 Chairmanship of the Arctic Council.

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, which ensures that Northerners have a direct voice in the program. Eligible northern communities will benefit from improved access to healthy food.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of subsidizing food available in eligible communities, in 2014–2015 the Department accomplished the following:

• Continued to promote transparency through posting reports, including compliance reports, the northern retail study, audit and compliance review findings and performance results, as well as posting information on the new and updated website.
• Initiated by the Nutrition North Canada Advisory Board, a process to examining the possibility of displaying subsidy savings on point-of-sale receipts as a way to ensure greater retailer transparency. In March 2015, the former Minister tasked the Board with examining the issue further and providing recommendations.
• Worked to address the recommendations of the 2014 Report of the Auditor General, including the addition of a new clause in funding agreements to ensure that the full subsidy is being passed on to consumers, and a detailed review of all isolated northern communities to assist in reviewing the community eligibility criteria. The Archived: Performance Measurement Strategy for Nutrition North Canada was updated in September 2014 and posted to the Government of Canada website in October 2014.
• Held three face-to-face Nutrition North Canada Advisory Board meetings in addition to a number of teleconferences. The Department committed to engaging with Northerners, retailers and suppliers on ideas to keep improving this new and growing sub-program.
• Completed the Northern Food Retail Study, which was posted on the Nutrition North Canada website in November 2014. In analysing the northern grocery retail system and the environment in which Nutrition North Canada operates, the study made several recommendations, including that Nutrition North Canada should communicate a more complete picture of the range of factors contributing to the high cost of groceries. Findings will inform program policies and engagement strategy.
• Continued to focus on subsidizing nutritious perishable foods, with 25.5 million kilograms of nutritious food shipped by air to isolated northern communities in 2014–2015. 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.

Between March 2011 and March 2015, the Revised Northern Food Basket for fully eligible communities decreased by 5.0%, or approximately $94.00 per month, whereas the Consumer Price Index for a basket of food in Canada increased by $12.60 over the same period^{Footnote 8}.

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 sub-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.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of Aboriginal and northern communities implementing adaptation measures and decisions to protect community health and safety, in 2014–2015 the Department accomplished the following:

• Funded a total of 37 community and territorial projects, exceeding plans to fund 20 projects each year by the Climate Adaptation and Resilience Program for Aboriginals and Northerners, referred to as the Climate Change Adaptation Program. The Program 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 supported a total of 22 projects during 2014–2015. Projects funded supported vulnerability assessments, adaptation planning, tools and knowledge dissemination. While 22 projects were identified and led by territorial governments, the other 15 of the 37 directly supported a total of 51 Aboriginal and northern communities.
• To date, four communities have reported that they have successfully implemented comprehensive adaptation measures that were identified through projects funded by the Climate Change Adaptation Program. A majority of multi-year projects are still ongoing and as they come into completion, it is anticipated that more adaptation measures will be implemented by communities.

In 2014–2015, the Program received 41 community project proposals and was able to fund 15 community projects. The number of community project proposals received was slightly lower than the previous year because the Program had further defined its project eligibility criteria to address the known gaps in climate change knowledge and to further align with departmental priorities. In order to focus on mature proposals and results, as well as to better manage stakeholder expectations, the 2015–2016 Call for Proposals clearly indicated that priority would be provided to multi-year projects that are currently receiving funds from the Program.

Description

This sub-program engages Northerners and scientists in researching and monitoring long-range contaminants in the Canadian Arctic. The data generated by the Northern Contaminants Program is used to assess ecosystem and human health, and the findings of these assessments inform policy, resulting in action to eliminate contaminants from long-range sources. This supports the safety and security of traditional country foods that are important to the health of Northerners and northern communities. The sub-program also contributes to scientific data to international agreements, such as the United Nations Environment Programme (UNEP) Minamata Convention on Mercury, helping to position Canada as an international leader in Arctic science. These international agreements will improve the health of Arctic people and wildlife over the long term.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of reducing contaminant related risk to ecosystem and human health, in 2014–2015 the Department accomplished the following:

• Continued to make significant progress towards achieving the targets by ensuring that contaminant level monitoring in wildlife and people in the Canadian North was carried out efficiently, in partnership with stakeholders and by transferring knowledge to Northerners and policy makers.
• 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, the Stockholm Convention's Global Monitoring Plan and the Minamata Convention on Mercury.
• Supported a pilot project for monitoring health and nutrition in partnership with the Government of the Northwest Territories, Health Canada, and researchers at the University of Waterloo, as it relates to consumption of traditional foods in the Deh Cho Region of Northwest Territories.

It is anticipated that newer persistent organic pollutants, like polybrominated diphenyl ethers^{Footnote 9}, which have increased in wildlife since 1990, may be starting to decrease since being added to the Stockholm Convention in 2009. Similarly, 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.

In pursuit of its objective of encouraging Northerners to participate in contaminants research, in 2014–2015 the Department accomplished the following:

• In response to changes to the Northern Contaminants Program's strategic plans, and with the continued support of four Inuit Research Advisor positions across the North, the number of Northerners engaged through research and monitoring projects, workshops, consultations and other activities has increased to 2,225.

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 to improve economic opportunities, environmental stewardship, and the quality of life of Northerners and all Canadians.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of researchers having access to world-class Arctic infrastructure in the Canadian North, in 2014–2015 the Department accomplished the following:

• Launched the construction of the Canadian High Arctic Research Station in August 2014, which is expected to be completed in 2017. Building material was brought on sealift in the fall 2014, which will allow the construction of the main research building (the largest and most complex of the buildings on the CHARS campus) to begin promptly in spring 2015.
• Developed a draft strategy which will provide a framework to begin the implementation of formal partnership agreements.
• Continued to integrate the development of the building design and the Science and Technology Program on an ongoing basis. The project is on schedule for the Canadian High Arctic Research Station to be operational by July 1, 2017.

In 2014–2015, challenges were experienced with the procurement of highly technical scientific equipment in line with requirements for procurement and contracting under the Nunavut Land Claim Agreement. Advice and expertise was sought from within AANDC and from other government departments with expertise in procurement of scientific equipment. Specific procurement expertise was identified as a gap and procurement capacity is being enhanced within AANDC to manage the acquisition of technical scientific equipment that meets the procurement and contracting requirements of the Nunavut Land Claim Agreement. Experience and expertise developed by AANDC will be used to increase capacity for this kind of specialized procurement within the newly established Polar Knowledge Canada.

Description

This sub-program manages the petroleum and mineral resource interests of Northerners, Aboriginal peoples and Canadians generally on federal lands in the Northwest Territories, Nunavut and the northern offshore. This is accomplished through the assessment of petroleum and mineral resources, collection of Crown royalties, participation in environmental assessment of projects, land-use planning, and promotion of Aboriginal participation in resource development. It regularly engages federal, territorial and Aboriginal organizations to consider socio-cultural and environmental sensitivities related to petroleum and mineral activities. This sub-program also manages rights issuance for new petroleum exploration rights, terms and conditions of exploration and production licences, and maintains a rights registry that is open to the public. Specific projects managed by this sub-program include the Beaufort Regional Environmental Assessment (BREA), the Department's federal lead responsibility for the Mackenzie Gas Project, and the Mineral and Energy Resource Assessments for establishing National Parks. Northerners and Canadians will benefit from economic opportunities offered by responsible and sustainable resource development on federal lands in the North.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of managing petroleum and mineral resources on federal lands in Northwest Territories, Nunavut and northern offshore regions for the benefit of Northerners and all Canadians, in 2014–2015 the Department accomplished the following:

• Transferred 127 oil and gas rights to the Government of the Northwest Territories on April 1, 2014 in support of devolution to the Government of the Northwest Territories. At the end of 2014, the five-year rolling average of hectares under licence for oil and gas exploration in the Canadian North was 3,698,125, thus achieving the target of 3 million hectares by March 31, 2015. AANDC engaged with industry on proposed administrative changes, and in 2015–2016 will communicate and promote areas open for nominations and associated programmatic changes to the call process.
• Begun discussions between interested parties in order to move towards negotiations related to developing an approach for shared management of oil and gas resources in the Beaufort Sea. Discussions are still ongoing. Additionally, amendments were made to the Canada Oil and Gas Operations Act and the Canada Petroleum Resources Act.
• Continued to contribute in developing plans for safe and sustainable Arctic offshore oil and gas exploration by leading key initiatives related to environmental protection and by contributing northern oil and gas expertise in working groups through its involvement in the Arctic Council.
• Continued to advance environmental and social studies pertaining to oil and gas operations on frontier lands^{Footnote 10} by the Environmental Studies Research Fund. Northern studies investigated regional environmental conditions, as well as oil spill effects, preparedness and response.
• Funded a total 23 research projects and 6 working group activities over 4 years through the Beaufort Regional Environmental Assessment (BREA) Initiative. Presented the results of these projects at the Final Results Workshop which took place in Inuvik, Northwest Territories in February 2015. Over 85 participants representing Inuvialuit communities and organizations, regulators, governments, industry, and academia attended the Forum to present and discuss the key results and findings from the four-year BREA initiative. The final results of all activities completed under the Initiative will be presented in a Final Synthesis Report.
• Completed one annual report on a previous Benefits Plans submission, however the department did not receive any new Benefits Plans in 2014–2015.
• Collected $63,762,082 in mining royalties. Following devolution of lands and resources to the Government of the Northwest Territories in 2014, the diamond Valuation and Royalty Assessment Program previously completed by AANDC is now under territorial responsibility.
• The implementation of the map selection system has been delayed due the drafting process of the amendments to the Nunavut Mining Regulations not proceeding as planned. Progress was made on the IT system development side of the project. The spatial data model of map selection grid has been designed and is accessible through the new Geographic Information System viewer for Nunavut mineral tenure. However, the preliminary ground work with Public Works and Government Services regarding online credit card payments has been postponed due to planned technological changes of their system in 2015.
• Continued to support the strengthening of the management of environmental securities by entering into negotiations with stakeholders and working to conclude a pilot Security Management Agreement for the Meliadine Project in Nunavut in order to avoid the issue of over-bonding^{Footnote 11} while ensuring that there is adequate security for reclamation.

Exploration activities in the Northwest Territories and Nunavut continue to be affected in 2014–2015 by the general slowdown in global exploration activity and low commodity prices resulting in 7.5% of the national total at the end of 2014.

Description

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

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of managing contaminated sites to ensure the protection of human health and the safety of the environment while bringing economic benefit to the North, in 2014–2015 the Department accomplished the following:

• Finalized assessments of contaminated sites in the Northwest Territories and Nunavut at three sites while preliminary assessments were undertaken at two sites.
• Supported the management of 115 contaminated sites across the 3 territories. As of March 31, 2015, the Program's portfolio of contaminated sites counted 45 sites at or beyond Step 8 (implementation of the remediation strategy).
• Engaged affected communities in its contaminated sites projects through public meetings, meetings with leaders and elders, site tours, etc. In 2014–2015, the Program held 48 consultation events attended by over 700 persons.
• Promoted socio-economic opportunities for Northerners, the Northern Contaminated Sites Program using contracting tools that encourage the employment of Northerners and Aboriginal peoples within its contaminated sites projects. In 2014–2015, 52% of the workforce employed in the contaminated sites managed by the Program consisted of Northerners and Aboriginal peoples.
• Advanced the work related to the Giant Mine Site Stabilization Plan, including the final deconstruction of the roaster complex, the contract award and initiation of work on underground stabilization, and made significant progress towards a final environmental agreement as required by the final Environmental Assessment decision.
• Completed the construction and commissioning of a new Interim Water Treatment Plant for the Faro Mine Remediation Project. This state-of-the-art plant will be used to treat contaminated water over the next 10 to 15 years until the full closure plan is implemented.

Description

This sub-program manages the land and water interests of Northerners, Aboriginal peoples and other Canadians in Nunavut and in lands managed by the Department in the Northwest Territories and Yukon. This is achieved through development, approval and implementation of sound land-use plans; environmental monitoring; administration of land rights; provision of inspection and investigation services for land-use permits and water licences; and management of their securities.

Performance Results

Performance Analysis and Lessons Learned

In pursuit of its objective of managing the land and water regimes in Nunavut and in lands managed by the Department in the Northwest Territories and the Yukon for the benefit of Northerners and all Canadians, in 2014–2015 the Department accomplished the following:

• Retained active land use planning responsibilities in the Gwich'in and Sahtu settlement areas and for the Deh Cho Region in the Northwest Territories following the Northwest Territories devolution and earlier settlement of land claim agreements.
• Supported the ecosystemic and environmental monitoring in the North through the Nunavut General Monitoring Program. The Program supported the development of the Baker Lake Watershed Aquatic Monitoring Program, as well as the development of an interactive socio-economic mapping system using statistical data provided by the Government of Nunavut.
• Issued 80% of land authorizations and 100% of water licences within legislated timelines. These authorizations contribute towards an efficient and effective resource management regime; however, the target for land authorizations was not met as a result of limited human resource capacity. Another determinant factor in the successful issuance of all land authorizations is the improvement resulting from the restructuring of the regulatory regime in Nunavut, which will be part of the implementation of the Nunavut Planning and Project Assessment Act. Lands authorizations will be considered only after land use conformity and environmental assessment approval decisions are given, rather than the current situation whereby these processes occur simultaneously. As such, the timing of authorizations will no longer be an issue since all of the information required to assess a land application will be immediately available.
• Continued refinement of the Risk Management tool for the inspection of land and water authorizations is necessary to reflect the enforcement goals of the Department while simultaneously accounting for the changing operating environment. The ongoing implementation of the Risk Assessment model has allowed inspection plans to be refined to improve risk mitigation.
• Exceeded the rate of inspections in Nunavut compared to the targets set at the beginning of the planning cycle as logistics permitted more sites to be inspected. However, in the Northwest Territories, the rate of inspections were less than targeted as the regional office was impacted by the transition to the post-devolution operating environment.
• Contributed to the finalization of the Northwest Territories–Alberta Transboundary Waters Management Agreement. Also worked with its partners to the Master Agreement to ensure that AANDC's new role in a post-devolution environment is properly reflected.