Archived - Aboriginal Affairs and Northern Development Canada - 2014-2015 Report on Plans and Priorities

Program 1.1: Governance and Institutions of Government

Description

The Governance and Institutions of Government Program contributes to The Government Strategic Outcome. This program provides support to First Nation governments, as well as Aboriginal governance institutions and organizations. The intent of this support is to facilitate capacity development in the Aboriginal public service; the elected leadership; and entities that administer aggregate services on behalf of or to First Nation governments and their communities. Transparent and accountable First Nation governments attract investment, create opportunities and effectively support their citizens. Transparent and accountable institutions and organizations strengthen the fabric of Aboriginal governments across Canada, assist Aboriginal communities and their governments in attracting investment and support Aboriginal participation in the Canadian economy. Ultimately, good governance practices are essential for active Aboriginal participation in Canadian society and the economy.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected result — Transparent and accountable First Nation governments and institutions — in 2014–2015 include the following:

• Continue to support legislative initiatives, such as First Nations electoral reform.
• Implement the next steps in the review and analysis of the information gathered as part of the Exploratory Process on Indian Registration, Band Membership and Citizenship.
• A changed approach to community development and capacity building by implementing a collaborative approach with Health Canada and other potential partners.
• Continue to support Aboriginal institutions delivering programs on behalf of, or providing capacity development and technical support to, First Nation governments.

Sub-Program 1.1.1: First Nation Governments

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).

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected result — Enhanced governance capacity of First Nation Governments — in 2014–2015 include the following:

• Continue to implement the First Nations Financial Transparency Act by monitoring compliance with the legislation.
• Continue to support legislative initiatives, such as First Nations electoral reform, and support First Nations with current governance practices under the Indian Act.
• Continue to put into place tools that enhance accountability and transparency of First Nations government to their members and reduce reporting to the Department.
• Change the government's approach to community development and capacity building by implementing a collaborative approach with Health Canada, including the following:
  • joint internal change management,
  • leveraging partnership opportunities to maximize integrated investments in community capacity plans, and
  • eliminating barriers to community-focused investments such as breaking down the silos which prevent the most effective use of resources to support the achievement of community objectives.

Sub-Program 1.1.2: Aboriginal Governance Institutions and Organizations

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected result — Governance institutions and organizations have the capacity to support First Nations — in 2014–2015 include the following:

• Continue to support governance institutions delivering programs on behalf of, or providing capacity development and technical support to, First Nation governments in areas such as taxation and financial management.
• Support the finalization of the Emergency Protection Orders Regulations under the Family Homes on Reserves and Matrimonial Interests or Rights Act and facilitate education on the Act and social issues on reserve for legal experts.
• Support the maintenance of the Centre of Excellence for Matrimonial Real Property.

Program 1.2: Aboriginal Rights and Interests

Description

The Aboriginal Rights and Interests Program contributes to The Government Strategic Outcome. It seeks to strengthen collaboration between governments and Aboriginal groups through mutual respect, trust, understanding, shared responsibilities, accountability, dialogue and negotiation concerning the rights and interests of Aboriginal peoples. Partnerships will be established helping to contribute to the strengthening of the social, economic and cultural well-being of Aboriginal communities which conditions support more active participation in Canadian society. The program also addresses constitutional and historic obligations and public policy by: negotiating agreements which achieve clarity with respect to law-making authority and the ownership, use and control of lands and resources; addressing specific claims; developing multi-partner processes in areas identified by Aboriginal groups and the federal government; and supporting effective and meaningful consultation with Aboriginal groups and their representation in federal policy and program development.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected result — Strengthened Collaboration between governments and Aboriginal groups — in 2014–2015 include the following:

• Address section 35 rights (Constitution Act, 1982) and promote economic self-sufficiency for Aboriginal communities and economic growth for all Canadians through the negotiation of comprehensive land claims and self-government agreements and other processes.
• Conduct an impact assessment of Aboriginal self-government arrangements to assess the socio-economic outcomes and benefits of Aboriginal self-government.

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

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

AANDC negotiates and implements land claim and self-government agreements to establish strong partnerships among Aboriginal people, governments and the private sector. Land claims and self-government agreements achieve greater certainty over rights to land and resources for all Canadians, as well as greater control for Aboriginal people and Northerners over the decisions that affect their lives.

The specific ways in which the Department will align its actions with the expected result — Certainty and clarity with respect to law-making authority and the ownership, use and control of land and resources — in 2014–2015 include the following:

• Continue to negotiate land claims and self-government including special claims and other processes.
• Continue the transition to a results-based approach to Canada's participation in treaty and self-government negotiations, by putting in place measures to increase efficiency and improving Canada's internal processes.
• Continue to research, analyze, develop policies and guidelines, provide advice and seek feedback from stakeholders on issues related to Canada's negotiation of Aboriginal self-government and comprehensive claims.
• Continue the ongoing Treaty Negotiations Process Revitalization work with the Province of British Columbia, the First Nations Summit and the BC Treaty Commission.

Sub-Program 1.2.2: Specific Claims

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected result — Canada fulfils its long-standing obligations to First Nations arising out of treaties, and the administration of lands, band funds and other assets — in 2014–2015 include the following:

• Continue to address and conclude specific claims through:
  • reviewing claim submissions against the Minimum Standard;
  • assessing and accepting specific claims for negotiation;
  • negotiating and settling accepted claims; and
  • participating in proceedings of the Specific Claims Tribunal.
• As required by the Specific Claims Tribunal Act, a review of the mandate and structure of the Tribunal will be undertaken.

Sub-Program 1.2.3: Consultation and Accommodation

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected result — Assistance provided 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 include the following:

• Continue to support federal officials in achieving efficient consultation processes and improved relationships with Aboriginal groups through negotiating and implementing bilateral and tripartite protocols/arrangements with other jurisdictions and Aboriginal groups to strengthen coordination and alignment of approaches.
• Continue to collaborate with Inuit organizations, territories, provinces and other partners to find concrete ways to improve the self-reliance and socio-economic conditions of Inuit.
• Provide funding through the Basic Organizational Capacity Program to national and regional Aboriginal Representative Organizations (ARO).
• Provide project funding through the Consultation and Policy Development Program to Aboriginal recipients including national and regional AROs.

Sub-Program 1.2.4: Métis and Non-Status Indian Relations and Métis Rights Management

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected result — Relationships between parties based on trust, respect and shared responsibilities to support strengthened social and economic participation — in 2014–2015 include the following:

• Provide Métis and non-status Indian (MNSI) organizations with funding subject to availability to advance departmental priorities (such as advancing Métis membership systems, assisting in the development of own source revenue, improving organizational governance, supporting concrete action on economic development, fostering partnerships with the provinces and more effectively linking to the Urban Aboriginal Strategy).
• Continue to provide strategic policy advice on key MNSI issues.
• Continue to work closely with the Consultation and Accommodation Unit to ensure federal policy approaches and processes include MNSI issues.

Program 1.3: Management and Implementation of Agreements and Treaties

Description

The Management and Implementation of Agreements and Treaties Program contributes to The Government Strategic Outcome. It aims to create and maintain ongoing partnerships to support both historic and modern treaties to fulfill Canada's legal obligations while considering Aboriginal rights and interests. This program supports Aboriginal communities in articulating their interests, participating in economic activities, and managing and developing land and resources, where applicable. It also helps to demonstrate the importance of treaties and related partnerships between the Crown and Aboriginal people. This is achieved by honouring Canada's obligations as set out in final settlement agreements and improving collaboration between Canada and Aboriginal peoples and between Canada and Historic and Modern Treaty Aboriginal groups. Creating and maintaining partnerships that honour historic and modern treaties contributes to strengthened, healthy, self-reliant and sustainable Aboriginal communities while promoting delivery of programs and services vital to health and advancement of Aboriginal citizens and self-governing communities.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

AANDC will continue to renew fiscal arrangements, update mandates and implement new and existing treaties and self-government agreements, as well as develop supporting policy tools and guidelines for treaty management activities with Aboriginal groups.

The specific ways in which the Department will align its actions with the expected result — Creation and Maintenance of ongoing partnerships to support historic and modern-treaty structures — in 2014–2015 include the following:

• Create and maintain ongoing partnerships to support relationships and structures by, as an example, leading federal government representation on Implementation Committees and collaborating with all signatories to fulfill Canada's obligations and to make progress on mutual goals.
• Continue to coordinate and administer financial arrangements with respect to comprehensive land-claim agreements and self-government agreements through the administration of Fiscal Financing Agreements and transfer expenditures to Aboriginal people.
• Continue to table Annual Reports in Parliament on the activities of the signatories to comprehensive land claims and self-government agreements.
• Provide training to other government departments to raise awareness of their obligations pursuant to Comprehensive Land Claims and Self-Government Agreements.
• Ensure that all departments report completely and accurately on their progress toward meeting treaty obligations, including use of the Treaty Obligation Monitoring System (TOMS) and the online reporting system for departments to record and track procurement activities in land-claims areas (CLCA.net).
• Work with Aboriginal and provincial/territorial governments and other government departments to develop capacity and prepare for transition for First Nations with new self-government agreements such as the Sioux Valley Dakota First Nation.
• Negotiate renewals of implementation funding for the Northwest Territories, Nunavut and Nunatsiavut.
• Finalize the Tla'amin Final Agreement Implementation Plan.
• Continue implementation plan negotiations with In-SHUCK-ch and initiate negotiations with K'ómoks, Kitselas/Kitsumkalum and Wuikinuxv.
• Negotiate implementation plans with the Innu of Quebec, the Innu of Newfoundland and Labrador, Union of Ontario Indians and Miawpukek First Nation.
• Negotiate outstanding implementation issues under existing agreements and legislation, including land-claims agreements, out-of-court settlements (e.g., James Bay and Northern Quebec Agreement, New Relationship Agreement, Cree-Naskapi [of Quebec] Act).
• Address dispute resolution mechanisms.
• Work toward reconciling the differing views between Canada and Treaty First Nations on implementing treaties signed prior to 1975. This will be accomplished through augmenting engagement efforts with Treaty First Nation partners and developing policy tools and instruments to modernize and honour pre-1975 treaties in a manner that aligns with the implementation of post-1975 treaties.

Program 2.1: Education

Description

The Education program contributes to The People Strategic Outcome by supporting First Nation and Inuit students in achieving educational outcomes comparable to those of other Canadians. Aboriginal Affairs and Northern Development Canada (AANDC) has the principal role for elementary and secondary education for First Nation students ordinarily resident on reserve. The Education program also provides financial supports for post-secondary education to eligible First Nation and Inuit students. The overarching goal of AANDC's Education programming is to provide eligible First Nation and Inuit students with quality education, and ultimately, the opportunity to acquire the skills needed to enter the labour market and be full participants in a strong Canadian economy.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

To pursue the expected result — First Nations and Inuit students achieve levels of education comparable to other Canadians — in 2014–2015, AANDC will do the following:

• Continue to engage with willing partners to advance work on the development and potential introduction and implementation of a legislative framework for First Nation education.
• Advance work to explore mechanisms to ensure stable, predictable and sustainable funding for elementary and secondary First Nation students.
• Continue to implement the Strong Schools, Successful Students Initiative supported by the First Nation Student Success Program and the Education Partnerships Program.
• Continue to implement and deploy the Education Information System, which will house all reported education-related information to improve results-based program management.

Sub-Program 2.1.1: Elementary and Secondary Education

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

To pursue the expected result — First Nations students progress in their elementary and secondary education — in 2014–2015, AANDC will do the following:

• Continue to engage First Nations and other stakeholders about the proposed changes under the legislation to support capacity building and decision making on governance and education administration.
• Continue to implement the Strong Schools, Successful Students Initiative supported by the First Nation Student Success Program and the Education Partnerships Program to support organizational capacity development in core areas such as governance and leadership, parental/community involvement, early literacy programming, planning/performance measurement and risk management, financial management, human resource management and organizational planning.
• Continue to implement and deploy the Education Information System, which will house all reported education-related information to improve results-based program management.

For information on AANDC investments in school infrastructure refer to Sub-Program 3.4.2 — Education Facilities.

Sub-Program 2.1.2: Post-Secondary Education

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

To pursue the expected results —Supported First Nations and Inuit students participate in post-secondary education, and First Nations and Inuit post-secondary students progress in their program of study — in 2014–2015, AANDC will do the following:

• Advance work to explore mechanisms to ensure Post-Secondary Student Support Program and University and College Entrance Program are effective, accountable and coordinated with other federal student support programs.
• Amend the Indian Studies Support Program to align with government priorities by supporting post-secondary institutions to develop/deliver courses with stronger relationships to labour market needs.
• Continue to implement and deploy the Education Information System, which will house all reported education-related information to improve results-based program management.

Note: AANDC does not generally fund students directly but rather allocates funds to First Nations and First Nations organizations to support students. In exceptional circumstances where an appropriate organization is not in place, the Department can fund students directly.

Program 2.2: Social Development

Description

The Social Development program contributes to The People Strategic Outcome by funding five social programs that assist First Nation individuals and communities to become more self-sufficient, protect individuals and families at risk of violence, provide prevention supports that allow individuals and families to better care for their children, and support greater participation in the labour market. The Program assists First Nation men, women and children to achieve greater independence and self-sufficiency in First Nation communities across Canada by providing funds to First Nations, First Nation organizations, provinces and others that provide individual and family services to on-reserve residents (and Yukon First Nation residents). These services help First Nation communities meet basic and special needs, support employability and an attachment to the workforce, and support the safety of individuals and families. Through these five social programs, First Nations are better able to advance their own development, leverage opportunities and actively contribute to the broader Canadian economy and society.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected result — First Nations men, women and children are active participants in social development within their communities — in 2014–2015 include the following:

• Improve the on-reserve Income Assistance Program, through Enhanced Service Delivery and the First Nations Job Fund (administered by Employment and Social Development Canada) to help ensure that First Nation youth can access the skills and training they need to secure employment.
• Launch the second and third releases of the First Nation Child and Family Services Information Management System to help AANDC improve program management.
• Continue to fund First Nations to provide shelter and prevention services, develop partnerships aimed at reducing family violence and enhance the capacity of shelters.
• Seek opportunities to support innovative community-driven approaches for program delivery. These opportunities include pilot projects to reduce the reporting burden by streamlining reporting across programs and departments and initiatives to streamline services across departments to reduce duplication of programs and services. They also include risk-based funding approaches to provide greater flexibility with program expenditures and data sharing agreements with key stakeholders.
• Revise the instruments used to collect program data for social programs to reduce red tape and reporting burden for First Nations.
• Strengthen service delivery practices through compliance reviews using a national framework and by implementing an updated Social Programs — National Manual.

Sub-Program 2.2.1: Income Assistance

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected result — Improved participation in, and attachment to, the workforce — in 2014–2015 include the following:

• Implement improvements to the Income Assistance program including investments in Enhanced Service Delivery and collaboration with Employment and Social Development Canada on the First Nations Job Fund.
• Work in partnership with First Nations, provinces and territories.
• Continue compliance review activities — such as ensuring program delivery is in step with provincial eligibility requirements, provincial rate schedules and other program terms and conditions.

Sub-Program 2.2.2: National Child Benefit

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 NBCR 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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

To align its actions with the expected result — Reduction in the incidence, depth, and effects of child poverty — in 2014–2015, the Department will do the following:

• Continue to work collaboratively with Employment and Social Development Canada (the lead federal department on the National Child Benefit) in partnership with provinces, territories and First Nations to support the needs of children in low-income families.
• Ensure that the appropriate National Child Benefit Reinvestment allocation for each region continues to align with the level of support is provided by provinces and territories to children off-reserve.
• Continue to complement Income Assistance active measures through the National Child Benefit Reinvestment by reducing barriers to employment and helping parents and guardians become or remain attached to the work.

Sub-Program 2.2.3: Assisted Living

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. There are 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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

To align its actions with the expected result — In-home, group-home and institutional care supports are accessible to low-income individuals, to help maintain their independence for as long as possible — in 2014–2015, the Department will do the following:

• Continue managing the Assisted Living Program to improve the alignment of its components with provincial programming and with on-reserve services offered by Health Canada.

Sub-Program 2.2.4: First Nations Child and Family Services

Description

The First Nations Child and Family Services (FNCFS) sub-program provides funding to assist in ensuring the safety and well-being of First 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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected result — First Nation children ordinarily resident on reserve are more secure and benefit from more stable environments — in 2014–2015 include the following:

• Continue to monitor the implementation of the Enhanced Prevention Focused Approach.
• Work in partnership with First Nations, provinces and territories to improve the First Nations Child and Family Services Program, with a focus on enhanced prevention.

Sub-Program 2.2.5: Family Violence Prevention

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 1}. 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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected result — Women, children and families living on reserve are more safe and secure — in 2014–2015 include the following:

• Continue to build partnerships, improve program coordination and enhance the capacity of shelters to offer services to those in need.

Program 2.3: First Nations Individual Affairs

Description

The First Nations Individual Affairs Program contributes to ensuring federal stewardship of the legislative and administrative responsibilities of the federal government pertaining to registration, membership, status cards and estates. Results are achieved through direct client services and partnerships with First Nations to determine eligibility for registration under the Indian Act; issue proof of registration documents, such as the Secure Certificate of Indian Status (SCIS); and administer estates under the Indian Act. Through excellence in client-centric service delivery, the sound administration of individual affairs contributes to the well-being of First Nation individuals, families and communities.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected result — Legislative, administrative and treaty obligations for which AANDC is responsible are fulfilled — in 2014–2015 include the following:

• Continue timely registration of individuals entitled to Indian status, including those applying pursuant to the Gender Equity in Indian Registration Act.
• Continue modernization of the Indian registration process, including the integration of registration and Secure Certificate of Indian Status issuance.
• Continue modernization of estates management to improve internal administrative processes.

Sub-Program 2.3.1: Registration and Membership

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected results — Applicants receive a decision on entitlement under the Indian Act and are notified of the decision within established service standards and New Secure Certificate of Indian Status is issued to eligible applicants within service standards — in 2014–2015 include the following:

• Begin integrating the business processes for registering applicants and then issuing the Secure Certificate of Indian Status into a seamless and fluid process for simple or first-time application.
• Implement Information Management and Information Technology modernization to support a new service delivery model for the Indian Registration System.

Sub-Program 2.3.2: Estates

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).

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected result — Executors and administrators of wills and estates are appointed as required under the authority of Section 43(a) of the Indian Act — in 2014–2015 include the following:

• Enhance awareness of estates management among First Nation individuals and communities.

Note: While the number of decedent estates varies annually, AANDC managed approximately 3 500 decedent estates files in 2012-2013. In addition, the department manages approximately 650 living estates files on an ongoing basis, with some annual variation.

Program 2.4: Residential Schools Resolution

Description

The Residential Schools Resolution Program contributes to The People Strategic Outcome by supporting a fair and lasting resolution to the legacy of Indian Residential Schools and promoting reconciliation with former students, their families and communities, and all Canadians. AANDC implements the Indian Residential Schools Settlement Agreement (IRSSA) — a multi-party negotiated settlement monitored by the courts — by administering the Common Experience Payment and the Personal Credits strategy, resolving claims of abuse under the Independent Assessment Process and meeting the Government of Canada's obligations vis-à-vis the Truth and Reconciliation Commission. In addition to its legal obligations under the IRSSA, AANDC funds and monitors the Advocacy and Public Information Program and promotes reconciliation between the Government of Canada and Aboriginal peoples, as well as between Aboriginal and non-Aboriginal people, through specific reconciliation initiatives. A fair resolution of the legacy of Indian Residential Schools contributes to improved relationships between Aboriginal people and all Canadians and strengthens Aboriginal communities.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

To align its actions with the expected result — A fair resolution to the legacy of Indian Residential Schools is supported as set out in the IRSSA — in 2014–2015, the Department will do the following:

• Continue to process and resolve Independent Assessment Process claims in a timely manner, including supporting up to 4,500 first hearings and reaching over 700 negotiated settlements.
• Complete the administration of the Common Experience Payment and Personal Credits.
• Continue to issue Article 12 decisions in relation to requests to add new Indian Residential Schools to the Indian Residential Schools Settlement Agreement, if applicable.
• Continue to meet Canada's obligations vis-à-vis the Truth and Reconciliation Commission.

Sub-Program 2.4.1: Common Experience Payments

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected result — Eligible CEP applications are processed in accordance with the Settlement Agreement — in 2014–2015 include the following:

• Finalize and close all outstanding CEP applications, reconsiderations and appeals, if applicable.
• Continue to disburse Personal Credits.
• Negotiate and implement Terms and Conditions for the remainder of the CEP Designated Amount Fund to be paid to two educational trusts once all Personal Credits have been paid.

Sub-Program 2.4.2: Independent Assessment Process

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

To align its actions with the expected result — Canada's obligation of the Independent Assessment Process, as per the terms of the Settlement Agreement, are fulfilled — in 2014–2015, the Department will do the following:

• Process all IAP claims in a fair and consistent manner.
• Release decisions to the parties in a timely manner.
• Continue to fulfill Canada's obligations to the IAP by providing all mandatory research and documentation, locating and contacting alleged perpetrators and case managing claims efficiently.
• Continue to support the resolution of IAP claims by attending all scheduled hearings and post-hearing activities and by resolving claims through the Negotiated Settlement Process.
• Continue to process IAP payments within service standards.

Sub-Program 2.4.3: Reconciliation

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected result — Progress is made toward reconciliation between Aboriginal and non-Aboriginal Canadians through increased opportunities for awareness and understanding of the history and legacy of Indian residential schools — in 2014–2015 include the following:

• Continue working with Health Canada to ensure that health supports are in place at all appropriate events, including Independent Assessment Process hearings.
• Continue to support the Aboriginal Healing Foundation until it closes in September 2014.
• Work with other federal departments and agencies to develop gestures of reconciliation and support reconciliation efforts.
• Support the display of the Legacy of Hope Foundation's exhibition, "100 Years of Loss" at the Canadian Museum of History in the spring of 2014.

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

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.

Note: All seven national events will have been completed by the end of March 2014.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected results — Remaining relevant documents are disclosed to the TRC in an organized manner as outlined in the IRSSA — in 2014–2015 include the following:

• Assisting the TRC with the final phase of its mandate, which the government recently agreed, should be extended to June 2015.
• Continue to meet Canada's obligations vis-à-vis the TRC, including the continued disclosure to the TRC of Canada's relevant archival documents held at Library and Archives Canada.

Program 3.1: Aboriginal Entrepreneurship

Description

Supporting Aboriginal entrepreneurship leads to greater participation in the economy and improved economic prosperity for Aboriginal Canadians. Guided by the Federal Framework for Aboriginal Economic Development and its vision of strengthening Aboriginal entrepreneurship, AANDC's Aboriginal Entrepreneurship program contributes to The Land and Economy Strategic Outcome. The sub-programs within this program work together to support the creation and growth of viable Aboriginal businesses by providing access to business capital, support services and business opportunities. In playing this key support role, this Program expects to influence longer-term Aboriginal business viability, leading to improved economic prosperity for Aboriginal Canadians.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The Department will align its actions with the expected result — Creation and/or expansion of viable Aboriginal businesses — in 2014–2015 by doing the following:

• Build on strategic partnerships with the network of Aboriginal Financial Institutions by continuing to refine and implement a new suite of financial instruments, including the Capital Attraction Tool and the Aboriginal Business Flexible Financing Tool (to be implemented in 2015–2016), to further enhance the availability of capital available for Aboriginal businesses.
• Enhance Aboriginal business access/participation in public and private business opportunities by establishing and strengthening linkages with key stakeholders (e.g., provinces, Aboriginal organizations and private sector proponents) to identify and connect a greater number of Aboriginal businesses to emerging opportunities.

Sub-Program 3.1.1: Business Capital and Support Services

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The Department will align its actions with the expected result — A sustainable network of Aboriginal Financial Institutions — in 2014–2015 by doing the following:

• Pursue Program Delivery Partnership Initiative (for 2014–2015) to ensure a gradual transition towards the new programming.
• Build on strategic partnerships with the network Aboriginal Financial Institutions by continuing to refine and implement a new suite of financial instruments, including the Aboriginal Developmental Lending Assistance Instrument and the Aboriginal Capacity Development Tool, to further enhance the operational capacity and sustainability of the AFI.
• Conduct research into the design and implementation of a Capital Attraction Tool to further understand the factors influencing the sustainability of the AFI network to better support it and to enhance Aboriginal business access to capital through the network.

Sub-Program 3.1.2: Business Opportunities

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The Department will align its actions with the expected result — Aboriginal businesses win procurement contracts — in 2014–2015 by doing the following:

• Influence the availability of federal procurement opportunities for Aboriginal businesses though communications, outreach, training, negotiations with federal departments, and by facilitating Aboriginal business participation in the federal procurement process in a manner consistent with government procurement policy.
• Develop an integrated procurement framework to support partnerships with private- and public-sector stakeholders, and continue to negotiate Aboriginal Participation Components, which can be applied to federal contracts and require contractors to generate various socio-economic benefits for Aboriginal businesses, with respect to emerging major business projects/opportunities.
• Continue to work with federal, Aboriginal, provincial/territorial and industry partners to maximize Aboriginal participation in major economic opportunities such as the National Shipbuilding Procurement Strategy.
• Target procurement research to support enhanced Aboriginal business participation in public- and private-sector opportunities.

Program 3.2: Community Development

Description

Supporting community development leads to greater participation in the economy and improved economic prosperity for Aboriginal Canadians. Guided by the Federal Framework for Aboriginal Economic Development and its vision of Enhancing the Value of Aboriginal Assets, AANDC's Community Development programming, through its sub-programs, contributes to The Land and Economy Strategic Outcome by supporting activities that establish conditions for economic development to take place. In playing this key support role, Community Development programming expects to influence greater self-reliance and participation in the mainstream economy and community well-being.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The Department will align its actions with the expected result — Enhanced conditions for First Nation and Inuit communities to pursue greater independence/self-sufficiency and sustainable economic development are in place, and First Nation land is available for economic development — in 2014–2015 by doing the following:

• Advance the Federal Framework for Aboriginal Economic Development by implementing consolidated community development programming in the Department to streamline access to programs that assists First Nation, Métis and Inuit communities in effectively managing their lands and economic development.

Sub-Program 3.2.1: Lands and Economic Development Services

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The Department will align its actions with the expected result — Enhanced Land and Environment management capacity for First Nation and Inuit communities to manage their land and the environment — in 2014–2015 by doing the following:

• Work with institutional partners, municipalities and First Nation and Inuit communities to strengthen the integration of planning processes, including land and environmental management, economic development and capital planning.
• Build land management capacity in First Nation communities through increased participation in the Reserve Land and Environment Management program.
• Support First Nations interested in opting out of the 34 sections of the Indian Act related to land management by working with the 28 First Nations announced on September 28, 2013, to enter the First Nations Land Management Regime. Continue developing strategies to promote and expand the First Nations Land Management Act Regime in an efficient and cost-effective manner.
• Enhance the land and environment management of FNLM First Nations work by providing funding to the First Nations Land Management Resource Centre to support capacity development and training (for example, in developing environmental management approaches and enforcement systems).

Sub-Program 3.2.2: Investment in Economic Opportunities

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The Department will align its actions with the expected result — Private sector partnerships and investments occurring within First Nation and Inuit communities — in 2014–2015 by:

• Make targeted investments, such as support for business planning, assessments and economic infrastructure, in First Nation and Inuit communities that support their pursuit of economic opportunities, while implementing simplified application procedures and reporting requirements to reduce communities' administrative burden.
• Work with First Nation and provincial government representatives to develop and implement the First Nations Commercial and Industrial Development Act regulatory regime as well as negotiate associated tripartite agreements.

Sub-Program 3.2.3: Administration of Reserve Land

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The Department will align its actions with the expected result — First Nations benefit from the administration of reserve land — in 2014–2015 by doing the following:

• Enhance the value of Aboriginal assets by supporting development of First Nation oil and gas resources, ensuring market-based returns for the benefit of the respective First Nations.
• Implement the Indian Oil and Gas Act and a new set of core regulations.
• Support improvements to leasing on reserve, including implementing the national commercial leasing template and supporting the implementation of the new locatee lease^{Footnote 2} policy and guidelines.
• Enhance the additions to reserve process, including supporting the ongoing development and eventual implementation of the new policy and addition to reserve tracking system.

Sub-Program 3.2.4: Contaminated Sites (On Reserve)

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The Department will align its actions with the expected results — Federal liabilities related to the existence of contaminated sites are reduced, First Nation land is available for development and Decreased risk to public health and safety — in 2014–2015 by continuing to do the following:

• Assess sites for possible contamination.
• Rank sites for remediation based upon risk to human health and the environment.
• Invest in the remediation of contaminated sites, focusing first on sites with the highest risk.

Program 3.3: Strategic Partnerships

Description

The Strategic Partnerships Initiative (SPI) is an innovative, horizontal program intended to align federal efforts to support Aboriginal participation in complex economic opportunities, particularly large regional opportunities and major resource developments. Given the nature of these developments, multiple federal departments and agencies have an interest and role with respect to their planning and implementation. There are more than twenty federal departments and agencies delivering programs and services that support Aboriginal economic development. To access support, communities must therefore work with several federal partners each with differing programs, application requirements and approval processes, thereby inhibiting a coordinated, timely and strategic approach to Aboriginal community participation. Recognizing the need to support community participation at the early stages of these developments, the program provides a mechanism for federal partners to collectively identify emerging opportunities, target investment decisions and streamline program application and approval processes. In doing so, the initiative also helps to build closer partnerships with non-federal partners, including provincial and territorial governments, the private sector and Aboriginal communities. The Aboriginal Economic Development Strategic Partnerships Initiative contributes to The Land and Economy Strategic Outcome by aligning federal efforts, leveraging investments from other levels of government and the private sector, and addressing gaps in programming to ensure that Aboriginal Canadians can participate in and benefit from priority regional opportunities and major resource developments.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The Department will align its actions with the expected result — Investments are leveraged from other levels of government and the private sector — in 2014–2015 by doing the following:

• Continue to work with federal partners to maximize the flexibility afforded by the umbrella terms and conditions of SPI to establish a process that will enable a single-window approach to funding, simplify and reduce the application and reporting burden for program recipients.
• Work with Treasury Board to determine a practical approach for adding federal partners to SPI and consider other changes that will address growing demand for SPI coordination and investment.
• Support community readiness activities such as early engagement, increase administrative capacity and provide information and resources so that communities are better prepared to engage with partners and participate fully in these developments.
• Continue to develop opportunity profiles/environmental scans and federal action plans on development opportunities for key resources.

Program 3.4: Infrastructure and Capacity

Description

This program contributes to The Land and Economy Strategic Outcome by supporting First Nation communities in acquiring, constructing, owning, operating and maintaining a base infrastructure that protects their health and safety and enables their engagement in the economy. The Emergency Management Assistance sub-program supports the four pillars of emergency management on reserve: mitigation, preparedness, response and recovery. Other sub-programs provide funding and advice to support housing, capacity building and community infrastructure, including water and wastewater systems, education facilities, roads and bridges, electrification, and community buildings. Ultimately, this program enables First Nations to participate more fully in the Canadian economy by establishing a base of safe infrastructure that meets established standards, and housing and infrastructure that meets the needs of First Nations communities as well as supporting the four pillars of emergency management.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The Department will align its actions with the expected result — First Nation communities have a base of infrastructure that protects the health and safety and enables engagement in the economy — in 2014–2015 by doing the following:

• Support First Nations in the safe operation and maintenance of public infrastructure through the implementation of reforms to the Asset Condition Reporting System (ACRS), including incorporating fire-safety inspections.
• Continue to improve the implementation of the Capital Facilities Maintenance Program so that budget is well managed, produces results based on value-for-money, and investments reflect national priorities.
• Explore ways to better manage and ensure funding for operations and maintenance (O&M) of infrastructure on reserve is directed to these activities. Targeted funding towards O&M will have a significant impact on meeting the performance targets.
• Provide ongoing support to improve and increase public infrastructure on reserve, including new funding through the First Nations Infrastructure Fund to begin 2014–2015.
• Continue the development of private-public partnerships and bundled project procurements to maximize value-for-money and increase efficiency of program delivery to First Nations.

Sub-Program 3.4.1: Water and Wastewater

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The Department will align its actions with the expected result — First Nation communities have a base of safe water and wastewater that meets established standards — in 2014–2015 by doing the following:

• Work with First Nations, provincial and territorial governments and other stakeholders to develop federal regulations 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.
• Provide a strategic response to the National Assessment findings in order to improve and strengthen results for water and wastewater in First Nation communities such as:
  • clarifying applicable standards and protocols to bolster water and wastewater protection on reserve until regulations are in place;
  • increasing First Nation capacity to operate and maintain drinking water and wastewater systems by augmenting the number of certified operators, increasing funding for operator training and operations and maintenance, and implementing the new Circuit Rider Training Guidelines; and
  • prioritizing capital investments to target highest risk systems.
• Support First Nations in developing regional hubs of expertise, and in supporting, monitoring and, where feasible, operating systems remotely as already implemented in Alberta.
• Continuing to support First Nations to comply with the requirements of Environment Canada's Wastewater Systems Effluent Regulations.

Federal Sustainable Development Strategy Target Led by Aboriginal Affairs and Northern Development Canada

Sub-Program 3.4.2: Education Facilities

Description

This sub-program supports the provision of funding for the planning, design, construction/acquisition, renovation, repair, replacement, operation and maintenance of band-operated elementary and secondary education facilities (including school buildings, teacherages 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^{Footnote 3} 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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The Department will align its actions with the expected result — First Nation communities have a base of education facilities that meet established standards — in 2014–2015 by doing the following:

• Continue to work with First Nations to improve and increase school infrastructure, including delivery of Canada's Economic Action Plan 2012 school investments.
• Support ongoing work to develop the legislative proposal on First Nation education.
• Explore alternative project delivery methods (e.g. design/build, modular designs, and provincial models) by working on reforming the way education facilities projects are constructed which may include examining various financing and construction models to ensure value-for-money, better life cycle management, and building to standards.

Sub-Program 3.4.3: Housing

Description

This sub-program supports the provision of funding to First Nations to plan and manage their housing needs, including the design, construction and acquisition of new housing units as well as renovation of existing housing 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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The Department will align its actions with the expected result — Housing infrastructure meets the needs of First Nation communities — in 2014–2015 by doing the following:

• Work with First Nations and other government partners to develop and implement measures to maintain housing assets, facilitate better housing outcomes and improve access to financing.

Sub-Program 3.4.4: Other Community Infrastructure and Activities

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The Department will align its actions with the expected result — First Nations communities have a base of safe infrastructure that meets established standards — in 2014–2015 in the following ways:

• Continue to establish connectivity partnerships that enable First Nation communities to meet the current Industry Canada standard of connectivity.
• Continue work with First Nation communities to improve fire protection on reserve.
• Support First Nations in protecting their communities by determining the mitigating measure to address damages caused by natural disasters.

Sub-Program 3.4.5: Renewable Energy and Energy Efficiency

Description

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

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlightsy

The specific ways in which the Department will align its actions with the expected result — Greenhouse gas emissions in Aboriginal and northern communities are reduced — in 2014–2015 include the following:

• Support pre-feasibility and feasibility studies of renewable energy projects and design and construction of renewable energy projects integrated with community buildings. Emphasis will be placed on projects located within Aboriginal and northern off-grid communities and communities that have not received funding from the ecoENERGY for Aboriginal and Northern Communities Program in the past.

Sub-Program 3.4.6: Emergency Management Assistance

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

This sub-program provides assistance to a First Nation when an emergency occurs that exceeds its capacity to manage. Under the Emergency Management Assistance Program, AANDC strives to increase resiliency and provide support to First Nations so that their health, safety and community infrastructure are protected against emergencies.

The Department will align its actions with the expected result — First Nations respond to and recover from emergencies — in 2014–2015 by the following means:

• Provide funding support for all four pillars of emergency management (mitigation, preparedness, response and recovery).
• Work with Public Safety Canada to create a new single-window process for First Nations to secure funding for emergency costs, including those previously funded under the Disaster Financial Assistance Arrangements. This will eliminate overlap and provide First Nations and provinces and territories with improved access to emergency funding when needed.
• Facilitate negotiation and implementation of new or renewed agreements with provinces and territories and support emergency preparedness activities including the development of emergency management plans for First Nation communities.
• Commit stable funding for response and recovery activities, which in turn will provide greater certainty to First Nations, provinces and territories and confirm the Department's commitment to address their needs.
• Revise the Emergency Management Assistance Program to provide greater clarity about expense eligibility and strengthen program management.

Program 3.5: Urban Aboriginal Participation

Description

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

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The Department will align its actions with the expected result — Urban Aboriginal people have the support to pursue social and economic opportunities — in 2014–2015 by doing the following:

• Support the National Association of Friendship Centres in administering the Aboriginal Friendship Centre Program that provides a wide range of culturally appropriate programs and services through its network.
• Support urban Aboriginal youth, through the Cultural Connections for Aboriginal Youth program, to make better life choices and participate fully in the Canadian economy.
• Provide urban Aboriginal youth, through the Young Canada Works for Aboriginal Urban Youth program, with opportunities through summer work experience to explore career choices and gain the skills and knowledge required to participate in the labour force.
• Invest and build partnerships through the Urban Aboriginal Strategy to support community-driven projects that respond to local priorities and increase the economic participation of urban Aboriginal people.

Program 4.1: Northern Governance and People

Description

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

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

AANDC is contributing to greater self-reliance and well-being for the people and communities of the North. To this end, the Department is focused on political and social development as well as responding to challenges unique to the North.

The specific ways in which the Department will align its actions with the expected result — Northerners have greater control over their economic and political affairs — in 2014–2015 include the following:

• Advance work to achieve progress toward phase two^{Footnote 4} of devolution in Nunavut and complete the work necessary to implement devolution in the Northwest Territories. Devolution in Yukon occurred in 2003.

The specific ways in which the Department will align its actions with the expected result — Community health and safety in the North is strengthened — in 2014–2015 include the following:

• Support access to perishable, nutritious food by providing a retail subsidy for eligible products under the Nutrition North Canada Program.
• Support the work of the Nutrition North Canada Advisory Board to ensure that the perspectives and interests of northern residents and communities are considered in managing the program.
• Continue to support the development of four Northern Infrastructure Standardization Initiative^{Footnote 5} (NISI) standards by ensuring adequate engagement of northern stakeholders and through training to support the implementation of the four standards.

Sub-Program 4.1.1: Political Development and Intergovernmental Relations

Description

This sub-program facilitates the growth of strong, effective and efficient government structures in the North. The devolution of 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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected result — Devolution of land and resource management to the Government of Northwest Territories — in 2014–2015 include the following:

• Complete the remaining activities to implement devolution in the Northwest Territories.
• Produce a final report on the implementation of the final Northwest Territories Lands and Resources Devolution Agreement prior to October 31, 2014.

The specific ways in which the Department will align its actions with the expected result — Devolution of land and resource management to the Government of Nunavut — in 2014–2015 include the following:

• Advance recommendations on how to move toward phase two of devolution in Nunavut (i.e., negotiating an Agreement-in-Principle).
• Examine with other federal departments how lands and resources management capacity can be strengthened in Nunavut.

The specific ways in which the Department will align its actions with the expected result — Canadian Priorities, as articulated in the Northern Strategy, are reflected in National Circumpolar cooperation activities — in 2014–2015 include the following:

• Continue to build and maintain effective relationships with territorial governments, Aboriginal organizations and other domestic partners, as well as facilitate their engagement in circumpolar affairs.
• Contribute to the advancement of the Arctic Council agenda, including Canadian chairmanship priorities, through leadership and participation in working groups and task forces.

Sub-Program 4.1.2: Nutrition North

Description

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

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected result — Subsidized food available in eligible communities — in 2014–2015 include the following:

• Increase transparency by conducting compliance reviews, enhancing quality assurance and posting audit and quarterly reports on the Nutrition North Canada website.
• Improve performance measurement and information by implementing appropriate tools and systems to collect and analyze trends.
• Ensure that the perspectives and interests of northern residents are considered through continuing engagement via social media, the Nutrition North Canada website and the Nutrition North Canada Advisory Board public meetings.
• Complete a comprehensive study of northern retailing to obtain feedback from northern customers, communities and retailers to further inform program policies.

Sub-Program 4.1.3: Climate Change Adaptation

Description

This sub-program provides funding support to Aboriginal and northern communities, governments and organizations to assess vulnerabilities to climate change, develop adaptation plans and develop related information and tools. The 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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected result — Aboriginal and northern communities implement adaptation measures and decisions to protect community health and safety — in 2014–2015 include the following:

• Provide funding for projects to be completed in approximately 10 communities. Projects will be funded in four categories: vulnerability assessments, tools, adaptation plans and knowledge dissemination. Emphasis will be placed on concluding multi-year projects to ensure communities benefit from a greater understanding of relevant climate change impacts and have the opportunity to plan for adaptation.

Program 4.2: Northern Science and Technology

Description

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

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

By supporting science and technology initiatives in the Arctic, which ultimately leads to increased scientific knowledge of this region, AANDC contributes to the creation of opportunities for greater prosperity and well-being of the people and communities of the North.

The specific ways in which the Department will align its actions with the expected result — Domestic and international policy on northern health and sustainable development is better informed by a scientific knowledge base — in 2014–2015 include the following:

• Contribute data and expertise to national initiatives such as the federal Chemical Management Plan, northern health advisories and the Canadian Arctic Contaminants Assessment Report, and to international initiatives such as the Arctic Council's Arctic Monitoring and Assessment Program, the Stockholm Convention and the United Nations Environment Programme's Minamata Convention on Mercury.
• Release the highlights report of the recent major assessments on contaminants in the North, the Canadian Arctic Contaminants Assessment Report III, as well as a report of science to policy actions.

The specific ways in which the Department will align its actions with the expected result — Canada is positioned as an international leader in Arctic science and technology — in 2014–2015 include the following:

• Implement the Canadian High Arctic Research Station's Science and Technology Plan in a phased-in approach. The initial phase-in of the Science and Technology program will focus on the following short-term priority areas:
  • alternative and renewable energy for the North;
  • baseline information preparedness for development;
  • underwater situational awareness;
  • infrastructure for development; and
  • predictions for the impacts of changing ice, permafrost and snow on shipping, infrastructure and communities.
• Explore collaborative agreements with other countries and international organizations to partner on science and technology activities related to CHARS, including in priority science areas, monitoring and capacity building.

Sub-Program 4.2.1: Northern Contaminants

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected result — Contaminant related risk to ecosystem and human health is reduced — in 2014–2015 include the following:

• Support the monitoring of contaminant levels in wildlife and people in the Canadian North and transfer this knowledge, which may include health advisories, to Northerners.
• Contribute data, information and expertise to international initiatives including the Stockholm Convention's report on the Global Monitoring Plan/Effectiveness Evaluation and the Arctic Council/ Arctic Monitoring and Assessment Program Working Group under Canada's Chairmanship.
• Partner with Health Canada in developing a biomonitoring system for Canada's North.

The specific ways in which the Department will align its actions with the expected result — Northerners participate in contaminants research — in 2014–2015 include the following:

• Implement the Northern Contaminants Program's Community-based Monitoring and Research strategic blueprint, with projects led by Northerners.
• Engage Northerners in research and results through regional workshops.
• Maintain support for Inuit Research Advisor positions as a means to engage Inuit communities in contaminants research and related activities.

Sub-Program 4.2.2: Science Initiatives

Description

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

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected result — Researchers have access to world-class Arctic infrastructure in the Canadian North — in 2014–2015 include the following:

• Complete the Canadian High Arctic Research Station (CHARS) project Design Development phase and begin the construction phase.
• Continue to engage broadly, explore potential partnerships and collaboration opportunities both domestically and internationally to develop and finalize partnership agreements to deliver programming. The Science and Technology Plan 2014–2019 will guide the implementation of the CHARS science and technology program for the first five years.
• Continue to integrate the development of the building design and the science and technology program.

Program 4.3: Northern Land, Resources and Environmental Management

Description

The Northern Land, Resources and Environmental Management Program supports The North Strategic Outcome. It focuses on the management, sustainable development and regulatory oversight of the land, water, natural resources and environment of the North, delivering on the Department's role as the Government of Canada's natural resource manager in Nunavut and the offshore, and its post-devolution responsibilities in the Northwest Territories and Yukon. This program involves: managing oil and gas resources development; supporting the sustainable management of active mineral exploration and development; supporting the sound management of contaminated sites and of Nunavut and the few remaining AANDC-managed land and water areas in the North; and ensuring the completion of territorial land-use planning including zones for conservation, development and other uses. Northerners and Canadians will benefit from economic opportunities and sustainable development.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

AANDC is working to improve prosperity and well-being for the people and communities of the North by supporting environmentally responsible and sustainable economic development of natural resources North of 60°.

The specific ways in which the Department will align its actions with the expected result — Effective regulatory regimes are established in each of the three territories, which provide certainty to project proponents, Aboriginal organizations and Northerners — in 2014–2015 include the following:

• Continue to move forward with changes to the northern regulatory regime in order to foster a more conducive environment for developing the resource economy. These changes are intended to ensure certainty, predictability and timeliness. More specifically, the Department will do the following:
  • implement the Northern Jobs and Growth Act (Nunavut Planning and Project Assessment Act, NWT Surface Rights Board Act);
  • advance changes to the Yukon Environmental and Socio-economic Assessment Act and Nunavut Waters and Nunavut Surface Rights Tribunal Act;
  • complete the transition from the Northwest Territories and Nunavut Mining Regulations to the new Northwest Territories Mining Regulations and the Nunavut Mining Regulation;
  • amend the Nunavut Mining Regulation; and
  • provide with implementation of amendments to the Mackenzie Valley Resource Management Act, Territorial Lands Act, and NWT Waters Act.
• Foster conditions for the development of the North's natural resources in a sustainable manner by creating efficient and effective environmental assessment regimes, which will remove barriers to investment opportunities and contribute to the Government of Canada's jobs and growth agenda in the North.
• Manage the lands and water resources in the North in a timely, efficient and effective manner through the application of a consistent, modern and relevant regulatory regime.
• Support private-sector investment in the northern petroleum sector, advancing efficient and effective oil and gas management.

Sub-Program 4.3.1: Petroleum and Minerals

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected result — Petroleum and mineral resources on federal lands in NWT, Nunavut and northern offshore regions are managed for the benefit of Northerners and all Canadians — in 2014–2015 include the following:

• Govern the allocation of Crown lands to the private sector for oil and gas exploration by providing the industry with periodic opportunity to acquire oil and gas rights.
• Pursuant to the Northwest Territories Devolution Agreement, negotiate an approach for shared management of oil and gas resources in the Beaufort Sea, and in support of devolution implementation, amend a series of legislation, including frontier oil and gas legislation and the Canada Oil and Gas Operations Act and Canada Petroleum Resources Act.
• Working through the Arctic Council, maintain a dialogue on important northern issues and collaborate on key initiatives that will contribute to safe, sustainable, and environmentally conscious practices related to oil and gas development and shipping in the Arctic.
• Advance environmental and social studies pertaining to oil and gas operations on frontier lands through the Environmental Studies Research Fund and other funding avenues.
• Complete Beaufort Regional Environmental Assessment research projects, working group activities and Final Report (26 research projects and 6 working group activities).
• Assess Benefits Plans for proposed new oil and gas projects against requirements in new Benefits Plan Guidelines for the North.
• Effectively administer the royalty system paid to the Crown by oil and gas and mining companies.
• Implement a modernized online map selection system for Nunavut mineral exploration and mining companies.
• Help strengthen the management of environmental securities^{Footnote 6} for mineral projects to ensure that appropriate securities are maintained at all times and to reduce the liability of the Department.

Sub-Program 4.3.2: Contaminated Sites

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected result — Contaminated sites are managed to ensure the protection of human health and the safety of the environment while bringing economic benefit to the North — in 2014–2015 include the following:

• Continue to finalize the assessment of contaminated sites in Northwest Territories and Nunavut.
• Conduct remediation activities across the three northern territories based on priority while working with the affected communities and promoting socio-economic opportunities for Northerners.
• Advance environmental compliance at the Giant Mine. Compliance activities include ongoing site care and maintenance, addressing urgent site risks by deconstructing the Roaster Complex and stabilizing the underground, as well as continuing to progress through the ongoing regulatory process. Regular updates will be provided through the Department's website.
• Work with the Government of Yukon to manage the long-term ecological and human health and safety risks at the Faro Mine, including ongoing site care and maintenance, addressing urgent site risks through adaptive management activities and operationalizing a water treatment system.

Sub-Program 4.3.3: Land and Water Management

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.

Budgetary Financial Resources (Planned Spending — dollars)

Human Resources (FTEs)

Performance Measurement

Planning Highlights

The specific ways in which the Department will align its actions with the expected result — Land and Water regimes in Nunavut and in lands managed by the Department in NWT and the Yukon are managed for the benefit of Northerners and all Canadians — in 2014–2015 include the following:

• Support improved certainty and informed decision making by contributing to the completion of regional land-use plans in the Northwest Territories and Nunavut and enhanced environmental monitoring through the Nunavut General Monitoring Plan.
• Ensure land authorizations and water licences are issued within the legislated timelines.
• Conduct inspections to ensure compliance with mitigation measures in land and water authorizations to minimize liability to the Crown.
• Work with partners to ensure the long-term use, management and protection of the Mackenzie River Basin, through the negotiation of Transboundary Water Management Agreements.