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Section 2 — Analysis of Program Activities by Strategic Outcome

Strategic Outcome: The Government

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	1,653.9	1,285.4	1,263.2
Attributed	75.3	65.5	64.7
Total	1,729.2	1,350.9	1,327.9
Human Resources (FTEs)
Direct	510.6	509.6	509.6
Attributed	555.0	465.0	459.7
Total	1,065.6	974.6	969.3
Due to rounding, figures may not add to the totals shown. Explanation of spending trend. Figures include the Northern Governance program activity from The Government strategic outcome.

Under this strategic outcome, activities support capacity building for governance and institutions, co-operative relationships, and claims settlements as the foundation for self-reliant First Nations, Inuit and Northerners.

During 2008–09, INAC will take a lead role in advancing a number of initiatives that are essential elements to achieving results, building community capacity, resolving specific claims, implementing historic treaty relationships and maintaining momentum at self-government and land claims negotiations tables. While steady progress is being made toward achieving key milestones through settling modern-day treaties and resolving specific claims, INAC will continue to work with its Aboriginal, provincial and territorial partners in implementing the obligations set out in negotiated agreements.

Click on image to enlarge

Program Activity: Governance and Institutions of Government

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	622.9	625.4	631.4
Attributed	35.2	38.5	39.1
Total	658.0	663.9	670.5
Human Resources (FTEs)
Direct	68.8	68.8	68.8
Attributed	261.6	276.4	281.1
Total	330.4	345.2	349.9
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

The department’s activities strive to respond to the diverse needs of First Nations and Inuit through strategies that support them in implementing strong, effective and sustainable governments at different stages of development.

This program activity has two main objectives. The first is to enhance the capacity of First Nations and Inuit to implement and manage effective governance, for example, by developing systems and tools that support governance capacity building. The second is to ensure that financial transfer arrangements are matched to First Nations and Inuit capacity.

Expected results for the Governance and Institutions of Government program activity will be advanced in 2008–09 by enhancing existing federal obligation tracking systems related to land claims settlements; developing a Multi-year Community Fiscal Transfer Program (i.e., multi-year grant); and adding community infrastructure built as a result of take-up of institutional services.

Performance Measurement
Expected Results	Performance Indicators
Implementing land claims and self-government agreements	• Number of federal obligations implemented
Meeting statutory/regulatory obligations under the Indian Act with respect to elections and lawmaking	• Number of general elections conducted under the Indian Act and number of election appeals processed in a fiscal year • Number of by-laws reviewed and disallowed in a fiscal year • Number of election codes reviewed and number of First Nations removed from the election provisions of the Indian Act enabling them to hold their band council elections under a community designed election system in a fiscal year
Capacity development	• Number of projects supporting First Nations capacity development
Financial transfer arrangements matched to First Nations and Inuit capacity and responsibilities	• Number of communities with unqualified financial statements • Number of Aboriginal self-governments with fiscal financing agreements

Program Activity: Co-operative Relationships

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	208.3	199.9	171.1
Attributed	11.9	11.8	10.2
Total	220.2	211.7	181.3
Human Resources (FTEs)
Direct	398.4	397.4	397.4
Attributed	83.1	84.5	73.1
Total	481.5	481.9	470.5
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

Federal, provincial and territorial governments, as well as First Nations and Inuit governments and institutions, are building the foundation for co-operative relationships that will help define common agendas and reduce conflict. Key activities include: negotiating and implementing land claims and self-government agreements; engaging in consultation and policy development; exploring issues and practical measures within historic treaty relationships; and putting in place mechanisms and tools that allow all parties to work together to identify priorities for action.

Expected results for the Co-operative Relationships program activity will be advanced in 2008–09 by:

• implementing the Justice at Last specific claims action plan, and establishing the specific claims tribunal;
• enacting the Nunavik Inuit Land Claims Agreement;
• enhancing existing federal obligation tracking systems related to Land Claims Settlements;
• implementing new and/or amended policy tools for addressing rights defined under Section 35 of the Constitution Act, 1982;
• rolling out the Inuit Research Agenda;
• cataloguing federal programs for Aboriginal people to determine Inuit eligibility, also to create more opportunities and accessibility for Inuit;
• work plans to address: Inuit education, Inuit economic development, Inuit youth, Inuit connectivity, and urban Inuit as negotiated with the Inuit Tapiriit Kanatami on behalf of the Inuit;
• having the Office of the Treaty Commissioner in Saskatchewan operate under a renewed mandate; and
• reaching key milestones in comprehensive, self-government and specific claims negotiations.

Performance Measurement
Expected Results	Performance Indicators
Productive claims and self-government negotiations and treaty discussions with First Nations, Inuit, Métis, Northerners and provinces/territories	• Achievement of deliverables and key milestones identified in the agreed-upon work plans • Number and extent of agreements or reports on understandings that are reached • Number of specific claims addressed
Legal obligations are fulfilled, including the duty to consult and accommodate, and the implementation of claims and self-government agreements	• Number of First Nations, Métis and Inuit groups that have been engaged in discussions in the development of federal policy on consultation and accommodation • Number of legal obligations implemented
Policy, programs and legislation that are responsive to requirements of First Nations, Inuit, Métis and Northerners	• Number of groups utilizing policy, program and legislative options • Number of options for addressing s. 35 rights • Number of opportunities for Inuit to be consulted in federal policy and program development

Program Activity: Claims Settlements

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	808.8	444.0	445.5
Attributed	27.7	14.6	14.8
Total	836.6	458.7	460.3
Human Resources (FTEs)
Direct	—	—	—
Attributed	206.3	99.9	101.3
Total	206.3	99.9	101.3
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

This program activity supports the settlement of special, specific and comprehensive claims.

One of the direct results of the negotiation and implementation of claims is the payment of claims settlement dollars. Indirect results include improved governance and improvements in socio-economic conditions.

Performance Measurement
Expected Results	Performance Indicators
Financial transfers, as part of specific and comprehensive claims settlements	• Claims settlement dollars transferred in fiscal year • Number of agreements reached

Strategic Outcome: The People

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	3,194.0	3,273.3	3,258.6
Attributed	177.1	195.5	200.2
Total	3,371.0	3,468.9	3,458.8
Human Resources (FTEs)
Direct	320.1	315.6	315.6
Attributed	1,316.5	1,403.2	1,438.0
Total	1,636.6	1,718.8	1,753.6
Due to rounding, figures may not add to the totals shown. Explanation of spending trend. Figures include the Healthy Northern Communities program activity from The People strategic outcome.

The People strategic outcome focuses on the department’s mandate with respect to provincial-type services on reserves south of the 60th parallel, as well as fulfilling other departmental statutory and treaty obligations to individuals.

Over the course of 2008–09, INAC will implement initiatives aimed at improving education outcomes, stabilizing social programs and addressing the needs of individual First Nations community members, including new education and social partnership agreements with First Nations and with provinces, and new secure Certificates of Indian Status. In addition, INAC will actively renovate program authorities and other major program provisions dealing with individual well-being, including education, income assistance, family violence prevention and the determination of registration in accordance with the Indian Act. INAC will continue to advance a legislative approach to address on-reserve matrimonial real property, and to work on proposed modifications to the Canadian Human Rights Act.

Click on image to enlarge

Program Activity: Managing Individual Affairs

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	28.9	24.7	26.9
Attributed	1.6	1.3	1.3
Total	30.5	26.0	28.2
Human Resources (FTEs)
Direct	86.6	86.6	86.6
Attributed	11.7	9.2	9.2
Total	98.3	95.8	95.8
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

In accordance with the Indian Act, INAC has responsibilities with respect to maintaining the Indian Register, determining entitlement to registration, issuing Certificates of Indian Status, managing membership, managing trust funds, administering estates, and paying treaty annuities and allowances.

Notwithstanding the impact of the historic residential schools settlement on the department workload, over the next three years, INAC intends to modernize service delivery standards and increase First Nations capacity to manage their own programs and services. The department also plans to continue to support legislative proposals aimed at strengthening the rights of individuals, including those related to on-reserve matrimonial real property legislation and the Canadian Human Rights Act.

Performance Measurement
Expected Results	Performance Indicators
Increased First Nations control over programs and services	• Number of First Nations actively exercising control over the determination of band membership • Number of Indian registration administrators with increased delegation of program responsibilities • Number of estate files being administered by First Nations
Effective stewardship of legislative, administrative and treaty obligation	• Up-to-date and accurate Indian Register and departmentally-maintained band lists • Number of membership code submissions received, processed and completed, and number of estate files administered • Number of national treaty events conducted and number of annuitants receiving payments
Improved legislative, policy and program frameworks	• National implementation of new Certificate of Indian Status • Modernization of the band creation policy and procedures guide • Modernization of estates policy, training and business tools for INAC staff and First Nation administrators

Program Activity: Education

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	1,647.3	1,704.2	1,687.2
Attributed	92.0	101.9	104.6
Total	1,739.4	1,806.1	1,791.8
Human Resources (FTEs)
Direct	179.6	176.1	176.1
Attributed	684.2	731.1	751.1
Total	863.8	907.2	927.2
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

Through its educational programming, INAC will continue to work with its partners to improve educational outcomes for First Nations and Inuit learners, not only increasing graduation rates, but also boosting the level of literacy and numeracy skills. INAC will strengthen partnerships with First Nations and provinces — like those recently established in British Columbia and Quebec — to support improved outcomes.

Performance Measurement
Expected Results	Performance Indicators
Improved educational attainment by First Nations students supported by education policies and programs in place	• Elementary and Secondary Education: Percentage of First Nations students graduating from elementary and secondary schools • Special Education: Percentage of students identified with high-cost needs who have individual education plans • Post-Secondary Education: Percentage of First Nations and Inuit students graduating from post-secondary programs
Tripartite educational partnerships established to improve outcomes for First Nations students on-reserve and in the provincial system	• Number of tripartite education partnerships established

Program Activity: Social Development

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	1,413.8	1,452.0	1,455.9
Attributed	77.7	86.7	88.9
Total	1,491.5	1,538.8	1,544.7
Human Resources (FTEs)
Direct	30.8	30.8	30.8
Attributed	577.7	622.6	638.3
Total	608.5	653.4	669.1
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

This program activity supports the safety and well-being of First Nations individuals and families through the delivery of social services on reserves. Social services include: basic needs, such as food, clothing and shelter; child and family services; non-medical assistance for persons with functional limitations; and family violence prevention. The aim is to provide social services at a level reasonably comparable to provincial and territorial programs.

INAC works closely in partnership with other government departments, provinces, territories and First Nations in implementing social development programming. INAC and its partners are focused on renovating the programs with more emphasis on prevention and active measures and a results-based approach conducive to safe and sustainable communities where First Nations individuals and families are empowered to foster and maintain their social well-being.

Performance Measurement
Expected Results	Performance Indicators
Enhanced strategic partnerships	• Number of regional partnership agreements • Number of early childhood development interdepartmental pilot projects
Strengthened programs and expanded services to First Nations individuals on reserve	• Number of new initiatives undertaken to improve program management
Effective stewardship of legislative and administrative obligations	• Percentage of eligible individuals requesting services and receiving income assistance
Reduced dependency on social services/increased self-sufficiency	• Percentage of adult population receiving income assistance, and percentage of children in care, compared with prior years • Number of individuals participating in proactive programs (e.g., employment training, family violence prevention)

Strategic Outcome: The Land

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	283.7	250.1	149.3
Attributed	16.0	15.3	9.1
Total	299.6	265.3	158.4
Human Resources (FTEs)
Direct	607.6	527.1	502.9
Attributed	118.7	109.7	65.4
Total	726.3	636.8	568.3
Due to rounding, figures may not add to the totals shown. Explanation of spending trend. Figures include the Northern Land and Resources program activity from The Land strategic outcome.

The First Nations reserve land base is changing dramatically — in size, location and development potential — creating significant challenges and opportunities. On the one hand, the projected increase in reserve lands by over 55 percent between 1990 and 2010 exerts significant pressure on the federal government to convert and manage these additional lands while building capacity within First Nations for land, resource and environmental management. On the other hand, these new reserve lands are offering new opportunities for economic development, given their proximity to urban centres, resource development potential and other factors.

In this context, the 2008–09 agenda for The Land strategic outcome focuses on supporting the process for adding land to reserves, building capacities for effective management of this changing land base, and enabling its economic development.

Click on image to enlarge

Program Activity: Clarity of Title to Land and Resources

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	9.0	5.5	5.4
Attributed	0.5	0.3	0.3
Total	9.5	5.8	5.7
Human Resources (FTEs)
Direct	17.5	17.5	16.5
Attributed	3.7	2.5	2.5
Total	21.2	20.0	19.0
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

Additions to reserves continue to be a major priority within The Land strategic outcome. Much of this activity is in Manitoba and Saskatchewan, where additions to reserves are required to meet the federal government’s Treaty Land Entitlement obligations. The pressure to add land to reserves exists across the country, however, and is expected to increase as the federal government accelerates the settlement of specific claims.

Performance Measurement
Expected Results	Performance Indicators
Greater access to land and resources: • the addition to reserves of another 150,000 acres in Manitoba • the transfer of 5,000 square kilometres pursuant to the Nunavik Final Agreement	• Number per year of additional hectares of land accessible to First Nations through additions to reserves and comprehensive claims

Program Activity: Responsible Federal Stewardship

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	60.3	51.9	48.0
Attributed	3.4	3.2	3.0
Total	63.8	55.1	51.0
Human Resources (FTEs)
Direct	201.6	202.1	194.6
Attributed	25.4	22.9	21.3
Total	227.0	225.0	215.9
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

Additions to the reserve land base trigger the requirement for additional capacities and tools to manage these lands and support their development. To this end, The Land strategic outcome will focus in 2008–09 on building First Nations governance capacities through programs such as the Reserve Land and Environment Management Program. It will also pursue initiatives to promote greater land and resource based economic development, including the remediation of contaminated sites, modernization of the Indian Lands Registry, enhanced funding for land surveys, and support for additional projects under the First Nations Commercial and Industrial Development Act.

Expected results of the Responsible Federal Stewardship program activity will be advanced in 2008–09 by:

• expanding the Reserve Land and Environment Management Program to build land, resource and environmental management capacity in First Nations communities;
• modernizing the Indian Lands Registry System to support more effective management of property interests on reserves;
• enhancing funding for land surveys to provide the basis for land use planning and make reserve land more attractive for economic development purposes;
• modernizing the Indian Oil and Gas Act, and exploring options for greater First Nations control over oil and gas; and
• implementing a policy on commercial leasing.

Performance Measurement
Expected Results	Performance Indicators
Fulfilment of Canada’s land and resource related statutory duties under the Indian Act and the Indian Oil and Gas Act	• Number of First Nations using the Indian Lands Registry System • Dollar value per year of moneys collected by Indian Oil and Gas Canada on behalf of First Nations

Program Activity: First Nations Governance over Land, Resources and the Environment

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	32.1	32.1	32.3
Attributed	1.8	2.0	2.0
Total	33.9	34.1	34.3
Human Resources (FTEs)
Direct	41.7	41.7	41.7
Attributed	13.5	14.2	14.4
Total	55.2	55.9	56.1
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

Building First Nations governance with respect to land, resources and the environment is an investment. The department will continue to support those First Nations ready and willing to pursue governance options offered through an effective and expanded First Nations Land Management (FNLM) regime, which allows First Nations to manage their own land and resources and through implementation of the First Nations Oil and Gas and Moneys Management Act (FNOGMMA).

Performance Measurement
Expected Results	Performance Indicators
Options for First Nations to operate outside the Indian Act and Indian Oil and Gas Act with respect to land, resources and the environment: • expanding the FNLM regime to support additional First Nations • supporting three First Nations as they vote on whether to become operational under FNOGMMA, and preparing for and coordinating the intake of additional First Nations	• Number of operational FNLM First Nations and FNOGMMA First Nations

Strategic Outcome: The Economy

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	1,355.1	1,320.3	1,127.9
Attributed	66.2	69.2	69.9
Total	1,421.4	1,389.5	1,197.8
Human Resources (FTEs)
Direct	351.5	340.5	338.1
Attributed	492.5	496.3	502.2
Total	844.0	836.8	840.3
Due to rounding, figures may not add to the totals shown. Explanation of spending trend. Figures include the Northern Economy program activity from The Economy strategic outcome.

The departmental long-term agenda for The Economy strategic outcome is securing economic well-being and prosperity for Aboriginal people and Northerners that is comparable to other Canadians. Improvement in this area has been positive, as measured by increased income levels, labour force participation and business sector share, but more needs to be done.

Over the past year, INAC has begun to establish a new approach for Aboriginal economic development, building on its new responsibility for business development and for the National Aboriginal Economic Development Board (NAEDB), that was transfered from Industry Canada. These new responsibilities have resulted in the creation of a newly formed Aboriginal Economic Development Sector that combines community economic development, business development, and strengthened policy and co-ordination, as well as an expanded role for NAEDB. For 2008–09, a key priority for the department will be developing a comprehensive and results-based approach for longer-term economic growth. INAC will work with the National Aboriginal Economic Development Board, Aboriginal leaders and institutions, other federal departments, provinces and territories, and the private sector in developing the new approach over the coming planning period.

Ensuring access to safe drinking water, adequate housing, and properly equipped school facilities is crucial for improving the quality of life of First Nations individuals and ensuring that they are able to participate effectively in the economy. To support The Economy strategic outcome, in 2008–09 the department will continue to make investments in First Nations community infrastructure, and launch new initiatives to increase access to funds for infrastructure projects and promote market-based housing.

Click on image to enlarge

Program Activities: Economic and Employment Opportunities for Aboriginal People and Economic Development

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	217.6	232.9	174.9
Attributed	9.7	10.7	10.8
Total	227.3	243.7	185.7
Human Resources (FTEs)
Direct	209.8	209.8	209.8
Attributed	72.5	77.0	78.0
Total	282.3	286.8	287.8
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

These activities enables Aboriginal economic activity at the community and individual levels, and includes the provision of financial and advisory support to business development and community economic development organizations. Immediate strategic outcomes include the creation and expansion of viable Aboriginal businesses and effective Aboriginal financial institutions and community economic organizations. In 2008–09, while continuing to ensure the effective delivery of its programs and initiatives, INAC will broaden the reach of the Aboriginal Business Canada (ABC) program to include support for businesses in all economic sectors. INAC will also undertake audits and evaluations of its major economic development programs to better inform program changes in the context of the department’s new results-based approach for longer-term Aboriginal economic growth. Finally, INAC will make significant investments to support Aboriginal enterprises with improved access to private sector capital and open up access to professional advisory services.

Performance Measurement
Expected Results	Performance Indicators
Proactive employment policies by major employers for Aboriginal employees	• Number of employment partnerships established with major employers
Aboriginal businesses win contracts with the federal government	• Number and value of procurement contracts awarded to Aboriginal businesses
Effective community economic development organizations	• Number of community economic development organizations supported • Number of accreditations or certified individuals • Number of new and updated community economic development plans
Aboriginal businesses have the capacity to access debt and equity financing and advisory services	• Number of businesses created and expanded • Business survival rates
Effective Aboriginal Capital Corporations network	• Yield on Aboriginal Capital Corporation loans

Program Activity: Community Infrastructure

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	1,114.3	1,085.5	951.4
Attributed	55.2	58.4	59.0
Total	1,169.5	1,143.8	1,010.4
Human Resources (FTEs)
Direct	122.1	122.1	122.1
Attributed	410.5	418.6	423.5
Total	532.6	540.7	545.6
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

This activity provides financial and advisory assistance for the construction, acquisition, operations and maintenance of community infrastructure on reserves, for example, water supply, wastewater treatment and community buildings. It also aims to ensure that on-reserve community infrastructure is well-planned, effectively managed and comparable to that enjoyed by Canadians living off reserve.

In 2008–09, the department and Canada Mortgage and Housing Corporation will launch the $300 million First Nations Market Housing Fund, an initiative that will increase access to financing for individuals wishing to purchase homes on reserves. As of 2008–09, First Nations communities will also have access to the First Nations Infrastructure Fund, which will streamline access to funding to support roads and bridges, energy systems, solid waste management, and planning and skills development projects. During this time frame the department will continue to work on improving First Nations access to safe drinking water through building, upgrading and maintaining water and wastewater systems, and providing support for training and certification of system operators. The department will also be renewing its water management policies to place greater emphasis on the construction of small water systems to promote cost-effectiveness and comparability.

Performance Measurement
Expected Results	Performance Indicators
Community infrastructure that ensures health and safety and promotes engagement in the economy	• Condition of community infrastructure assets according to Asset Condition Reporting System inspections • Percentage of maintenance management plans that are successfully implemented
Improved First Nations water and wastewater management	• Risk status of community waste and wastewater facilities • Percentage of water and wastewater facilities in compliance with departmental protocols • Percentage of certified water and wastewater operators
Improved First Nations housing	• Percentage of First Nations-reported adequate houses for each First Nations community • Number of First Nations eligible for access to the First Nations Market Housing Fund

Strategic Outcome: Office of the Federal Interlocutor

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	27.5	26.3	26.4
Attributed	1.6	1.6	1.6
Total	29.0	28.0	28.0
Human Resources (FTEs)
Direct	56.5	56.5	56.9
Attributed	11.5	11.7	11.6
Total	68.0	68.2	68.5
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

This strategic outcome will continue to open up greater opportunities for Métis, Non-Status Indians, and urban Aboriginal people. Using advocacy and leveraging relationships, and partnerships, the Office of the Federal Interlocutor helps improve socio-economic conditions among these specific groups of Aboriginal people, and will continue to lead the Government of Canada’s management of Métis Aboriginal rights issues. The Urban Aboriginal Strategy will invest more than $68.5 million in Aboriginal priorities in key urban centres over the next five years and will leverage further investments from other partners. Making progress on systems to identify Métis harvesters will contribute to managing Métis Aboriginal rights issues.

Click on image to enlarge

Program Activity: Co-operative Relations

A collaborative approach in which willing partners share responsibilities leads to improved efforts from all, and therefore better outcomes. Partnering with other departments, provinces, municipalities and other stakeholders will contribute to improved education outcomes among Métis, Non-Status Indians and urban Aboriginal people, increased access to economic and skills development, and greater opportunities for entrepreneurship. Working with partners will assist Aboriginal people in making the transition from rural or remote to urban communities.

Performance Measurement
Expected Results	Performance Indicators
Practical solutions rendered through partnerships and leveraged funding to address the socio-economic needs of Métis, Non-Status Indians and urban Aboriginal people	• Through partnerships, the amount of leveraged funding from other orders of government and stakeholders in addressing socio-economic needs of Métis, Non-Status Indians and urban Aboriginal people
Improved capacity of organizations to engage with governments and be more reactive and accountable to their constituents and/or communities	• Number of networks/tools to effectively communicate with constituents at the grassroots level • Number of organizations reporting improved capacity to work with governments to address the socio-economic development needs of their constituents and/or communities
Partnerships and relationships that lead to practical solutions in managing the Métis rights agenda	• Number of harvesters/members identified • Number of membership systems with successful audits • Number of observe/record/report instances and prosecutions • Number of instances of civil disobedience related to Métis harvesting

The North

The Northern Affairs Organization comprises four program activities from The Government, The People, The Land, and The Economy strategic outcomes that support INAC’s Indian and Inuit Affairs mandate, as well as its Northern Development mandate. Activities related to the former are addressed under relevant strategic outcomes in previous sections of this report. This section addresses the responsibilities related directly to the Northern Development mandate.

INAC will continue to contribute to the overall objectives of an integrated Northern Strategy through its existing responsibilities in the North. It will also play a key role in establishing new initiatives under the Northern Strategy, such as building a world class Arctic research station and undertaking comprehensive mapping of Canada’s Arctic seabed.

INAC will take the lead in co-ordinating the activities of all federal departments and agencies in support of the Northern Strategy. It will continue to manage ongoing federal interests; co-ordinate federal northern policy, federal-territorial relations, and aspects of claims and self-government implementation; and oversee federal circumpolar activities. In the Northwest Territories and Nunavut, the department manages the sustainable development of natural resources, including preserving, maintaining, protecting and rehabilitating the northern environment, while preparing for devolution to northern governments of resource management and other responsibilities. The department is responsible for assisting Northerners, including Aboriginal people, in developing political and economic institutions that enable them to assume increasing responsibilities under devolution.

Four program activities contribute to this strategic outcome: Northern Governance; Healthy Northern Communities; Northern Land and Resources; and the Northern Economy. Expected results are good northern governance, including effective institutions and co-operative relationships; strengthened individual and family well-being; sustainable use of land and resources; and a strong and stable economy that supports prosperity for Aboriginal people, Northerners and all Canadians.

INAC has identified the following areas of focus for 2008–09:

• leading and co-ordinating initiatives under the Northern Strategy, including the development of an Arctic research station and mapping the Arctic seabed;
• supporting northern development and environmental stewardship through improvements to the northern regulatory systems and investing in economic development and diversification;
• making progress on devolution in the Northwest Territories and Nunavut;
• continuing to lead Canada International Polar Year activities;
• supporting the advancement of the Mackenzie Gas Project and associated oil and gas development; and
• reforming the Food Mail program.

Click on image to enlarge

Program Activity: Northern Governance

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	13.9	16.1	15.2
Attributed	0.5	0.6	0.6
Total	14.4	16.7	15.8
Human Resources (FTEs)
Direct	43.4	43.4	43.4
Attributed	4.0	4.2	4.2
Total	47.4	47.6	47.6
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

This program activity operates under The Government strategic outcome. This activity supports the growth of strong, effective and efficient government structures through legislative, policy and programming initiatives; the negotiation of agreements for transferring responsibility for land and resource management to northern governments; and the strengthening of intergovernmental co-operation internationally on circumpolar issues for addressing Arctic issues through agreements, protocols and information sharing.

Performance Measurement
Expected Results	Performance Indicators
Strengthened and autonomous northern governments via ongoing intergovernmental co-operation and the transfer of responsibilities for land and resource management	• Achievement of key milestones in negotiating the devolution of provincial-type responsibilities to territorial governments
Enhanced involvement in managing circumpolar issues that affect the Canadian North, and enhanced capacity to capitalize on emerging socio-economic opportunities in the circumpolar regions	• Number of circumpolar events, meetings, forums, and projects co-ordinated and/or participated

Program Activity: Healthy Northern Communities

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	103.9	92.4	88.5
Attributed	5.8	5.6	5.5
Total	109.6	98.0	94.0
Human Resources (FTEs)
Direct	23.1	22.1	22.1
Attributed	42.9	40.3	39.4
Total	66.0	62.4	61.5
Due to rounding, figures may not add to the totals shown. Explanation of spending trend.

This program activity operates under The People strategic outcome. It addresses the health and well-being of communities and individuals in the North. To support environmentally sustainable communities, INAC assesses levels, trends and effects of contaminants on the health of Northerners and wildlife under the Northern Contaminants Program. To contribute to the health and well-being of Aboriginal people in the North, INAC reimburses the governments of the Northwest Territories and Nunavut for a portion of their costs for providing hospital and physician services to First Nations and Inuit residents of their respective territories and makes payments to Canada Post to subsidize the transportation of nutritious perishable food and other essential items by air to isolated northern communities under the Food Mail Program. This activity will also help to ensure that Northerners are well-equipped to deal with climate change by expanding knowledge of its impacts and ways to adapt to it, particularly through International Polar Year activities.

Performance Measurement
Expected Results	Performance Indicators
Improved health services via the reimbursement of the governments of the Northwest Territories and Nunavut for a portion of their costs to provide hospital and physician services to the First Nations and Inuit residents of their respective territory	• Concluding a separate grant agreement with the government of the Northwest Territories and the government of Nunavut
Reduced cost and increased consumption of nutritious perishable food in isolated northern communities	• Cost and quality of nutritious perishable food in isolated northern communities • Volume of food mail shipments
Reduced levels of contaminants in traditional/country foods and reduced risk to humans	• Reduced risks to target groups as a result of informed choices about use of traditional/country foods • Incorporation of northern contaminants data into international agreements to reduce contaminants in the environment and people
Northerners, Aboriginal people, youth and northern communities are engaged in International Polar Year (IPY) activities and new data, information and knowledge developed related to impacts and adaptation to a changing climate and to health and well-being in the North	• Number of Northerners participating in IPY activities and research projects • Number of research projects integrating traditional knowledge • Number and geographic extent of data sets resulting from IPY research projects • Number of publications resulting from IPY-sponsored research • Specific relevant research results

Program Activity: Northern Land and Resources

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	182.2	160.6	63.6
Attributed	10.2	9.8	3.8
Total	192.5	170.3	67.4
Human Resources (FTEs)
Direct	346.8	265.8	250.1
Attributed	76.1	70.1	27.2
Total	422.9	335.9	277.3
Due to rounding, figures may not add to the totals shown. Explanation of spending trend. Reduction in direct financial and human resources reflects the sunset of targetted funding provided for the Mackenzie Gas Project and the Federal Contaminated Sites Action Plan.

This program activity operates under The Land strategic outcome. In the North, efforts will continue in support of established northern resource management boards, and creating new boards where they are required by land claims and self-government agreements that will provide Northerners a voice in managing the impacts of increased resource development.

This activity also supports sustainable development in the North through improved environmental management and stewardship, which includes cleaning up contaminated sites and improving the effectiveness of the northern regulatory system.

Performance Measurement
Expected Results	Performance Indicators
Sustainable use of lands and resources by First Nations, Inuit, Métis and Northerners	• Proposed legislative and regulatory changes • Number of sites designated under the protected areas’ strategy
Sustained support for northern exploration and development of new lands and co-ordination of federal northern oil and gas science initiatives	• Calls for nomination are conducted in the Beaufort Delta, Central Mackenzie Valley and Arctic Islands of Nunavut to facilitate exploration leases for oil and gas development • Completion of federal northern oil and gas research projects as funded in Budget 2005 • Mining exploration and new operating mines
Contaminated sites managed to ensure the protection of human health and safety and the environment: • Assessing and remediating contaminated sites • Supporting employment and training of Northerners	• Assessment of suspected sites completed • Number of sites remediated or under way • Levels of employment

Program Activity: Northern Economy

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Direct	23.2	1.9	1.6
Attributed	1.3	0.1	0.1
Total	24.5	2.1	1.7
Human Resources (FTEs)
Direct	19.6	8.6	6.2
Attributed	9.5	0.7	0.7
Total	29.1	9.3	6.9
Due to rounding, figures may not add to the totals shown. Explanation of spending trend. Reduction in direct financial and human resources reflects the sunset of targetted funding provided for Strategic Investments in Northern Economic Development.

This program activity operates under The Economy strategic outcome. This activity builds strong and stable territorial economies that support prosperity for Aboriginal people, Northerners and all Canadians, as well as sustainable, collaborative and productive relationships among governments, organizations, associations with economic interests and the private sector. INAC also advocates for northern economic development within the federal system and serves as a federal delivery partner for Infrastructure Canada programs in the three territories (results are reported to Parliament by Infrastructure Canada).

Performance Measurement
Expected Results	Performance Indicators
Provision of scientific and policy research related to the economic knowledge base or innovation in the North	• Amount of new data developed or made available to the public • Number of consultations undertaken to develop policy positions • Number of projects that spur or support innovative development
Private sector interest in the North	• Number of benefit plans for oil and gas activity approved by the Minister • Number of new claims registered and number of claims taken to lease as registered at the Yellowknife and Iqaluit Mining Recorders offices
Northerners have the skills and capacity to take advantage of economic opportunities	• Number of Northerners benefiting from measures to enhance skill development • Number of businesses benefiting from improved access to capital or business advice • Number of businesses benefiting from improved ability to commercialize products or services • Number of organizations benefiting from enhanced capacity
Northerners have access to economic infrastructure	• Number of Northerners benefiting from improved access to technology, including affordable telecommunication services • Number of business cases or studies completed to support major economic infrastructure development

Internal Services

Under this strategic outcome, 13 prescribed activity categories combine to enable program areas to pursue the Indian and Inuit Affairs and Northern Development mandates in a manner that meets the stewardship requirements of the government’s Management, Resources and Results Structure and the performance standards of the Management Accountability Framework, and is congruent with the government’s broader management agenda, including human resources and information management/information technology (IM/IT) renewal. Together, these internal services activity categories contribute to Government of Canada goals of increased federal accountability and transparency.

In addition to ongoing commitments, the Internal Services strategic outcome includes a number of management initiatives for the current planning period. With respect to human resources, initiatives will be put in place to attract new talent to the department and equip existing personnel to meet new policy and program delivery challenges, as well as to establish a more principled and ethics-driven workplace. In support of increased understanding of Aboriginal and northern priorities and the department’s work in support of these priorities, new communications initiatives will be launched, including greater use of new technologies, revitalization of the department’s website and increased internal communications activities. Renewal of INAC’s IM/IT planning process and enhanced financial allocation and performance reporting number among the initiatives aimed at providing program areas with timely and accurate information that will support more effective resource allocation and program delivery decisions. Audit and evaluation services enhance risk management practices and strengthen the performance measurement regime. Finally, the department’s policy services, supported by INAC’s legal services and litigation management services, will expand their government-wide co ordinating roles with respect to both Aboriginal and northern priorities.

Click on image to enlarge

Performance Measurement
Expected Results	Performance Indicators
Human Resources: A diverse, representative, capable workplace and workforce to deliver INAC’s mandate	• Clear direction, collaboration and respect for employees’ linguistic rights, diversity and personal circumstances are reflected in the workplace • Workplace is a healthy and safe physical and psychological environment • Workforce has the capacity to perform its duties (size, mix of skills and diversity of backgrounds)
Implementation of the Integrity, Values and Conflict Resolution Centre: Improved access and effectiveness of services offered to all INAC employees related to workplace conflict, wrongdoing, harassment, values and ethics	• Number of employees accessing services • Usage level of alternative dispute resolution and reduction of the number of grievances and harassment and human rights complaints • Level of employee satisfaction with services
Communication: Canadians and employees have a better understanding of Aboriginal and northern issues, and the department’s priorities and results	• Tracking of restructuring of INAC’s website for easier access to information frequently requested by Canadians • Level/amount of new and updated information and multimedia products posted on the departmental website • Usage level of new technology, such as webcasting, to communicate with Canadians and employees
Information Management Branch: Renewed IM/IT planning process	• Implementation tracking of governance and structure in support of the departmental IM/IT planning process renewal
Resource Management: Enhanced financial allocation informed by performance reporting	• Budgets are allocated based on resource plans with rationales
Audit Services: Oversight to ensure that spending is achieved through measurable results in a way that is efficient and provides value for money	• Management Accountability Framework assessments in oversight and controls • Degree of professional capacity (in terms of number of professionals and competency/accreditation levels)
Evaluation Services: Highly developed challenge function to ensure ongoing policy relevance and high performing programs	• Percentage of evaluation recommendations reflected in policy and program renovation/renewal • Management Accountability Framework assessments in oversight (specifically pertaining to corporate performance reporting) • Degree of professional capacity (in terms of number of professionals and competency accreditation levels)
Public Policy Services: Expand INAC’s policy leadership role and enhance Government-wide Aboriginal and Northern policy initiatives	• Number of INAC-led initiatives

Canadian Polar Commission

Financial Resources ($ millions)
	2008–09	2009–10	2010–11
Total	1.0	1.0	1.0
Human Resources (FTEs)
Total	5	5	5

The main strategic outcome of the Canadian Polar Commission is increased Canadian polar knowledge, which is intended to help Canada acquire the wide range of information needed for effective policy and research program development in the polar regions, and to maintain Canada’s position as a leading polar nation.

This activity ensures that adequate polar science infrastructure and logistics are available to Canadian researchers and that a polar science policy is developed with participation of all stakeholders to support and co-ordinate Canadian polar research. The Canadian polar research community is diverse and dispersed, with small research institutes supporting a broad range of research activities. The Commission co-ordinates research activities to increase efficiency and generate greater exchange of information.

This strategic outcome also ensures growing understanding among Canadians of Canada’s North and its many dimensions: the environment, sustainable development, sovereignty, social issues and climate change.

Activity: Research Facilitation and Communication

The Canadian Polar Commission is responsible for monitoring, promoting and disseminating knowledge of the polar regions; contributing to public awareness of the importance of polar science to Canada; enhancing Canada’s international profile as a circumpolar nation; and recommending polar science policy direction to government. The Commission initiates, sponsors and supports conferences, seminars and meetings; maintains the Canadian Polar Information Network to disseminate knowledge pertaining to the polar regions; undertakes and supports studies related to the polar regions; recognizes achievements and contributions related to its mandate; and publishes the Meridian newsletter and the Newsletter of the Canadian Antarctic Research Network, as well as other reports and publications.

Performance Measurement
Expected Results	Performance Indicators
Improved access to polar science information by government and public	• Number of accessed polar science information by Canadians • Survey Canadians on how they believe they are affected by polar science
Improved awareness by government and public of the progress and effectiveness in Canada of the International Polar Year	• Number of new generation of polar scientists recruited • Number of accessed to research information
Canada increased international influence in polar science and Canada’s priorities integrated into international polar science policies	• Number of international polar science bodies attended • Number of communications published on research agenda • Number of information exchanges from polar science bodies

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