2019-20 Departmental Plan: Main Report

1. Quality and timely services are delivered directly to Indigenous people

Access to quality and timely government services is critical to all Canadians. Meanwhile, a key factor in Canada's changing demographic landscape is the growth of the Indigenous population, which is young and growing twice as fast as the overall Canadian population. The growth in the Indigenous population, along with socio-economic and geographic challenges, has created an ever-increasing demand for services. The Department is committed to meeting the demand and improving both the quality and timeliness of services, many of which are delivered through regional offices across the country, directly to Indigenous peoples. In 2019−20, the Department will:

• Continue efforts to stabilize access to timely and quality services by addressing the current shortage of healthcare professionals which will permit earlier diagnosis, better management of oral and chronic health conditions by:
  • Hiring new Nurse Practitioners and other health care providers (e.g., paramedics/first responders, dental hygienists to complement the existing nursing workforce);
  • Expanding interdisciplinary teams, which have been proven to improve access to health services;
  • Making further investments to provide nursing services 24/7 in remote and isolated communities; and
  • Expanding access to preventive oral health services.
• Continue improving client access to the Supplementary Health Benefits Program (Non-Insured Health Benefits) in collaboration with First Nations and Inuit partners.
  • Bilateral engagement with the AFN will continue, as part of the multi-year Joint Review of the Program, to identify and implement actions that enhance client access to benefits. Many changes have already been made as a result of the Joint Review, such as: expansion of mental health counselling benefit coverage (including new coverage for traditional healer services), increased coverage for preventive dental services, and new coverage under the medical transportation benefit so all pregnant women travelling for childbirth are eligible for an escort.
  • Engagement will continue with the Inuit Tapiriit Kanatami (ITK) and the National Inuit Committee on Health on ways of improving the delivery of Non-Insured Health Benefits (NIHB) benefits to Inuit clients.
• Continue to provide direct client service in regional offices to determine eligibility for registration under the Indian Act. The Department issues proof of registration documents, including the Secure Certificate of Indian Status (SCIS), which, in turn, identifies individuals who are eligible to receive various programs and services. In 2019–20, to facilitate more timely service in verifying eligibility for registration and/or issuing the SCIS, digital options are being explored; including the public deployment of a mobile Photo APP. This option provides an innovative solution to individuals, particularly in remote areas, where travelling to obtain the SCIS can be a barrier to accessing timely service.
  • Additionally, Correctional Service Canada and ISC are formalizing a partnership through a memorandum of understanding to assist Indigenous offenders in verifying eligibility for registration and obtaining a SCIS. This would facilitate better access to health services and support for Indigenous offenders, upon release, in order to better facilitate the transition to their communities.

2. Health services delivered to Indigenous people contribute to improved health outcomes

Access to health services is a fundamental determinant of overall health status. Services provided directly by ISC to First Nations and Inuit play an essential role in supporting them to achieve health outcomes that are comparable with other Canadians. ISC will continue to work with First Nations and Inuit partners to maintain services that are accessible and culturally-relevant. In 2019–20, the Department will:

• Adopt a patient-centred approach to service delivery that is focused on community wellness; linked with provincial and territorial health care systems; and considers the connection between health care and the social determinants of health.

Risk

In respect to the delivery of services delivered directly to Indigenous peoples, there is a risk that the Department may lack the capacity to successfully implement new initiatives, while sustaining current program delivery.

This risk will be addressed with targeted hiring strategies in key areas, prioritized planning based on mutually-agreed upon objectives and ongoing consultations with recipients to ensure services are meeting critical needs and are culturally appropriate.

Financial, human resources and performance information for ISC's Program Inventory is available in the GC InfoBase.

1. Indigenous people and communities are healthier

The health and well-being of Indigenous people and communities has been negatively affected by historical and intergenerational trauma from colonialism and discriminatory policies. Removing barriers to improving the health and well-being of Indigenous people is fundamental to reconciliation, and responding to unacceptable health gaps. For example, Indigenous people are disproportionately affected by TB due to several factors including: inadequately maintained and overcrowded housing as well as poor access to culturally-relevant care. Furthermore, Indigenous women have an increased incidence of human immunodeficiency virus (HIV) and other sexually transmitted and blood borne infections due to social, cultural, and environmental factors that disproportionately impact them. In 2019–20, to support Indigenous partners in addressing chronic and communicable diseases; and other public health concerns, ISC will continue:

• Working with the ITK and participating in the Inuit Public Health Task Group to advance the Inuit Tuberculosis Elimination Framework. The Framework has a goal of eliminating TB in Inuit Nunangat by 2030;
  • Supporting the four Inuit Regions in Inuit Nunangat in the implementation of their Action Plans.
• Working towards a sustainable approach for ensuring food security in the North;
• Addressing sexually transmitted and blood borne infections, especially in high incident regions (Ontario, Manitoba, Saskatchewan and Alberta) by enhancing awareness and education programming. As well as providing support to the Native Women's Association of Canada for the creation of culturally-safe and trauma-informed sexually transmitted and blood-borne infection resources for Indigenous women, girls, gender diverse people, and service providers to use and distribute;
• Providing additional harm reduction services, such as needle distribution, to further prevent the transmission of infections such as HIV and hepatitis C and expanding access to the highly successful "Know Your Status" program to an additional 37 communities in Saskatchewan by 2022;
• Funding an additional 39 communities to undertake community-based projects related to Climate Change and Health and increasing community access to commercial tobacco reduction and cessation activities;
• Working with First Nations and Inuit communities and organizations to advance health partnerships with the provinces and territories to address the increased use of problematic substances, such as drugs and alcohol, which may cause both psychological or physical dependence;
• Expanding Maternal Child Health and Fetal Alcohol Spectrum Disorder supports to an additional 10 communities, with a further seven communities being added in 2020−21;
• Advancing a suite of midwifery demonstration projects which will improve access to pre-natal, post-natal, and birth supports; and
• Supporting the implementation of a large scale longitudinal study of Food, Environment, Health and Nutrition of First Nations Children and Youth, led by the University of Ottawa in collaboration with the AFN, University of Montreal, Laval University, and McGill University.

Finally, in support of the government's efforts to advance reconciliation, ISC will work with partners to advance the AFN Health Transformation Agenda (PDF) and the Canada-Métis Nation Accord. The Department will also continue to work with partners to implement the Truth and Reconciliation Commission's health-related Calls to Action.

2. Indigenous people receive social services that respond to community needs

Requests approved under Jordan's principal

Between July 2016 and February 28, 2019, more than 216,000 requests were approved under Jordan's Principle. These included:

• speech therapy
• educational supports
• medical equipment
• mental health services
• and more

Over recent decades, health outcomes have continued to improve for First Nations and Inuit, but they continue to lag behind those of the broader Canadian population. The reasons for the discrepancy in health outcomes between First Nations and Inuit and their non-Indigenous counterparts are complex and influenced by a range of historic, geographic, and socio-economic factors. To address long-standing program and service gaps and improve health outcomes for First Nations on-reserve and Inuit living in Nunangat, ISC is continuing work with partners to improve access to effective and culturally-relevant health care services in key areas such as communicable diseases, mental wellness and children's health.

Responding to the needs of First Nations communities on reserve requires a holistic approach to the delivery of social services. These include such services as: family wellness and togetherness services; mental wellness supports; and supports for employability and participation in the workforce. For First Nations living off reserve, Inuit, and Métis, the Department provides support services in urban centers.

In 2019–20, the Department will continue:

• Fully implementing Jordan's Principle and reform the First Nations Child and Family Services program in response to all Canadian Human Rights Tribunal Orders. The Department is working towards implementing longer term relief measures to prevent and address discriminatory practices, such as responding to funding pressures facing child and family services agencies, increasing prevention resources for communities so that children are safe and families can stay together, and developing mandatory training for ISC employees;
• Working to stabilize mental wellness investments introduced in 2016. Maintaining the 52 Mental Wellness teams added since 2015, which are helping strengthen community-based supports, build community capacity, and address ongoing mental health needs;
  • Providing rapid response services and crisis coordination with a focus on vulnerable communities.
• Supporting the Government of Canada in the implementation of the response to the recommendations made in the final report of the National Inquiry into Missing and Murdered Indigenous Women and Girls which is due by April 2019;
• Building upon the 2018 engagements with First Nations, Inuit, and Métis Nation communities and organizations, to support reform of First Nations child and family services. This will include developing an alternate funding system, and proposed federal legislation, advancing community-directed proposals focused on prevention, and resolving any outstanding issues before the Canadian Human Rights Tribunal. The goal of the Budget 2018 investment of $1.4 billion over six years is to ensure First Nations children remain in their communities, are connected to their language and culture, and that Indigenous peoples control and design their child welfare systems;
• Completing the First Nations-led engagement process that began in 2018–19 and proceed with the co-development of initial reforms to income assistance as recommended by the 2017 Evaluation of the Income Assistance Program. The objective is to ensure sufficiency and appropriateness of investments for meeting the community needs that will ultimately help facilitate the transition of individuals living on income assistance to employment and education;
• Providing distinctions-based, targeted support to improve socio-economic opportunities for urban First Nation, Inuit, and Métis, through the Budget 2017 investment of $118.5 million over five years for the new Urban Programming for Indigenous Peoples; and
• Working with Indigenous partners and other stakeholders to support the modernization of the Assisted Living Program to enable the Indigenous delivery of social services at all points along the continuum of care with an emphasis on addressing the social determinants of health. This work will consider the House of Commons Standing Committee on Indigenous and Northern Affairs report released in December 2018.

3. Indigenous students receive an inclusive and quality education

Despite steady improvements over the years, educational achievement gaps between Indigenous peoples and non-Indigenous Canadians remain unacceptable. These gaps prevent Indigenous peoples from contributing to and fully benefiting from the Canadian economy and society, and perpetuate socio-economic inequities between Indigenous peoples and other Canadians. Building on key Ministerial commitments, the Department will continue to work with Indigenous partners to improve current and future program delivery to ensure that Indigenous students receive a high-quality education that improves outcomes.

In 2019–20, the Department will work with Indigenous partners to:

• Implement a co-developed new policy framework for First Nations elementary and secondary education aimed at fundamentally improving the way the funding is provided to First Nations and First Nations education organizations. Beginning in 2019–20, the Department will begin implementing a series of new, formula-based, regional funding models to ensure that students attending First Nations schools are supported by predictable base funding comparable to students in provincial education systems. The new co-developed funding approach also includes increased investments in First Nations language and culture programming and full-time kindergarten at on-reserve schools;
• Develop and implement First-Nations led education models that provide students with a high-quality and culturally-relevant education that improves outcomes. This will include continued investments in institutional capacity building, research and innovation as well as strengthened partnerships between First Nations and provincial and territorial education systems. It will also include the development of regional education agreements that respond to the education goals and priorities set by First Nations;
• Advance co-developed post-secondary education strategies that respond to the different priorities of First Nations, Inuit and Métis partners. This will be informed by the results of the recent comprehensive review of federal post-secondary education programming; and
• Continue delivering programs as part of the Youth Employment Strategy to promote First Nations and Inuit access to skills and work experience programs.

Risk

In respect to health, social and education services, there is a risk that the Department will not sufficiently address the needs and aspirations of Indigenous communities, such as adopting processes and services, in a way that is supportive of partnerships and nation-to-nation building.

The Department is addressing this risk through ongoing engagement initiatives to identify key priorities, capacity gaps and targeted objectives and by co-developing the way forward for health, social and education program reforms and new policies. The Department will continue to work in partnership to develop, implement and monitor the success of targeted health promotion and education reform initiatives.

Planned results

Some indicators below are transitional as indicators and targets are being defined in partnership with Indigenous peoples.

Financial, human resources and performance information for ISC's Program Inventory is available in the GC InfoBase.

1. Indigenous communities advance their governance capacity

Effective governance is key to the socio-economic progress; the overall well-being of every community; and supports the devolution of services to communities. ISC supports First Nations communities in implementing and developing strong, effective, sustainable governments in support of Canada's constitutional and statutory obligations. At the same time, the Department recognizes the need to break away from colonial approaches and do things in a new way: where First Nations communities lead the way and Indigenous-led institutions facilitate the capacity development of First Nations governments, institutions, and leadership. In 2019–20, the Department will:

• Invest $22.9 million in 19 community-led planning pilot projects to support the governance capacity in approximately 139 First Nations and one Inuit community. These innovative pilots will integrate various planning activities based on the vision and priorities identified by community members. Planning is an important tool to support self-determination and each community is enabled to adapt plans to their culture and traditions. In support of inclusiveness, communities consciously create space for all voices to be heard during the development of plans, including women, men, elders, youth, LGBTQ people, as well as members of the community who live on and off reserve; and
• Continue to provide core funding through the governance program to First Nations governments and tribal councils to support ongoing costs of First Nations governance, while also providing tools and support to help them build on their capacity to govern. First Nations are supported through four distinct but related grants and contributions programs: Band Support Funding, Employee Benefits, Professional and Institutional Development, and Tribal Council Funding.

2. Indigenous people have reliable and sustainable infrastructure

The basic, reliable, sustainable infrastructure that exists in most Canadian communities is either missing or in poor condition in many Indigenous communities. For example, clean drinking water, sustainable housing, durable health facilities and reliable sustainable, non-diesel energy is not in place in many communities. The absence or poor state of infrastructure may result in public health or safety concerns and may also prevent communities from keeping pace with population growth or supporting economic development. By investing in infrastructure and capacity building, ISC is supporting communities to have more reliable and sustainable infrastructures that will support economic growth and well-being of Indigenous communities.

Long-term drinking water advisories on public systems on reserve

This line graph depicts the number of long-term drinking water advisories in effect between November 2015 and March 11, 2019 and projected numbers of long-term drinking water advisories expected to be in effect by the end of June and December of each calendar year from 2018 through 2021. It also depicts the projected number of houses and community buildings affected by long-term advisories.

• In November 2015 there were 105 long-term drinking water advisories on public systems.
• As of March 11, 2019, 59 long-term drinking water advisories on public systems on reserve were in effect.
• By end of June 2019, it is projected there will be 48 long-term drinking water advisories on public systems on reserve. Approximately 3,031 homes and 175 community buildings served by a public water system will be under advisory.
• By end of December 2019 it is projected there will be 35 long-term drinking water advisories on public systems on reserve. Approximately 1,577 homes and 85 community buildings served by a public water system will be under advisory.
• By end of June 2020, it is projected there will be 28 long-term drinking water advisories on public systems on reserve. Approximately 1,272 homes and 56 community buildings served by a public water system will be under advisory.
• In March 2021 it is projected there will be 0 long-term drinking water advisories on public systems financially supported by ISC. Approximately 0 homes and community buildings served by a public water system will be under advisory.

ISC's ability to ensure continuous delivery of health services in First Nations communities depends on maintaining good health facilities. In 2019–20, the Department will:

• Continue to support First Nations in their efforts to have reliable and sustainable public water and wastewater systems in their communities, comparable to Canadians in other communities. The Prime Minister has committed to eliminating all long-term drinking water advisories on public systems on reserve by 2021. In order to achieve this key commitment, the Department will continue working with First Nations partners to identify public water and wastewater system needs, develop infrastructure capital plans and design and implement management plans for the operation and maintenance of water and wastewater systems. The Department is also taking steps to prevent short-term drinking water advisories from becoming long-term, in collaboration with First Nations partners. Finally, the Department will work with the AFN on First Nations-led engagement to advance options on safe drinking water legislation and to inform the co-development of a long-term water and wastewater strategy for First Nations;
• Continue to support the co-development implementation of housing strategies with First Nations partners that improve access and enable First Nations control over housing in their communities. Indigenous leaders have told the federal government that the best approach to housing is one that respects the distinct needs of First Nations, Inuit, and Métis Nation communities. ISC will also advance First Nations housing program reform with First Nations partners through pilot, innovation, and capacity projects;
• Continue investing in the construction, renovation, repair and maintenance of First Nations schools to create quality learning environments that are safe and healthy, promoting better education outcomes for First Nations students living on reserve;
• Continue to support multi-year capital projects and high priority repairs for health facilities and nursing stations in First Nations communities. Continue the implementation of the projects funded through Budget 2016 with 41 projects to be completed by March 2019, and five additional projects to be completed by March 2021;
• Invest in innovative e-health solutions, such as telepharmacy services, a computerized pharmacy dispensing system, and demonstration projects in remote presence technology;
• Continue to support Canada's commitments made under the Pan-Canadian Framework for Clean Growth and Climate Change by working with First Nations, provinces, and other government departments in order to reduce diesel consumption in remote Indigenous Communities. Many of these communities rely exclusively on diesel fuel for electrical power and heat which poses challenges to sustainable development. Reducing reliance on diesel generated electricity helps to address unique challenges including: public health and safety concerns; environmental impacts such as contaminated sites and greenhouse gas emissions; energy system blackouts and energy load restrictions, which may result in communities not being able to build additional homes or other infrastructure and may prevent economic development. ISC will continue to actively work to develop renewable generation and energy efficiency projects;
  • In 2019–20, ISC will provide approximately $3.5 million toward the Wataynikaneyap (Watay) Power Transmission Project. This First Nations-led project connects remote First Nations in northern Ontario to the provincial power grid, ending dependency on diesel-fueled electricity. In December 2018, Pikangikum First Nations became the first community connected to the grid; and by 2025, the remaining 15 communities will be connected for a total project cost of $1.6 billion.
• Continue the work that is already underway with the provinces, territories, AFN and First Nations communities to establish tripartite emergency management Memorandum of Understanding. These tripartite Memorandum of Understanding will ensure First Nations are fully included in emergency management systems with the necessary resources to protect and support their communities while integrating Indigenous knowledge. Engagement is currently underway in British Columbia, Saskatchewan, Manitoba, Ontario, Nova Scotia, and Prince Edward Island with other provinces and territories to follow shortly.
  • Continue to support the return of evacuees to safer, more sustainable and resilient communities. First Nations communities are often more remote and are more likely to be impacted by emergencies such as wildfire and flooding while also facing challenges such as access to all-weather roads in some communities. The Department is working in partnership with First Nations, provinces and territories as well as third-party service providers to increase community-based preparedness, mitigation and resilience to emergency events while ensuring support is available during response and recovery phases to better support holistic and timely recovery.

Risk

There is a risk that the Department will not be able to ensure continuous delivery of health services or provide the required infrastructure in First Nations communities leading to increased health and safety risks.

The Department is addressing this risk by extensive consultations with First Nations to better understand their requirements and needs for support. Based on these engagements, the Department is continuing to invest in capacity building programs in the areas of community planning, emergency management and water and wastewater operations.

Planned results

Financial, human resources and performance information for ISC's Program Inventory is available in the GC InfoBase.

1. Indigenous people control the design, delivery and management of services

The Department is committed to a transformative, holistic, and community-based approach to service improvements that supports Indigenous communities and organizations to exercise jurisdiction in the design, delivery and management of services. This result reaffirms the Indigenous right to self-determination which is aligned with the United Nations Declaration of the Rights of Indigenous Peoples and the Truth and Reconciliation Commission's Calls to Action.

In 2019–20, the Department will:

• Establish ten-year grants with First Nations that meet co-developed eligibility criteria in a context of mutual accountability. Grants provide enhanced flexibility and predictability of funding, which empowers First Nations to improve outcomes by focusing on community priorities. The grants will provide authority to First Nations to deliver services in areas such as: education, health, income assistance, and other ongoing activities. The Department committed to providing up to 100 grants to eligible First Nations by April 2019;
• Address sufficiency of funding for First Nations; revenue generation opportunities; possibilities for new funding policies, and proposals for strengthening institutions and mutual accountability in partnership with the Joint AFN – ISC Advisory Committee on Fiscal Relations. In 2019–20, the Committee is mandated to provide advice on several issues, including recommendations for a new Fiscal Policy Framework, which could include replacing the General Assessment, reforms to the default management prevention policy, and proposals for strengthening institutions and mutual accountability;
• Continue to collaborate with Indigenous, provincial and territorial partners on proposed federal legislation for child and family services in order to affirm the inherent jurisdiction of Indigenous peoples in this area. In this context, affirming jurisdiction means exercising the authority to make and administer laws for Indigenous child and family services. While all Indigenous peoples have this inherent jurisdiction, some may choose not to exercise this jurisdiction at this time. Some Indigenous communities have already exercised their jurisdiction over child and family services. Discussions are underway with communities such as the Cowichan Tribes in British Columbia, with whom ISC signed a letter of understanding in January 2019 to chart a path towards recognizing and implementing jurisdiction over their own child and family services. In 2019–20, progress on these types of agreements is expected to continue;
• Implement self-determined service agreements, in education and health services with First Nations including:
  • Continue to develop and implement First-Nations-led elementary and secondary education (kindergarten to grade 12) which provide students with high quality and culturally-relevant education. This may include developing First Nations school boards or new Regional Education Agreements;
    • Continue to engage with First Nations to implement new Regional Education Agreements to empower First Nations to set their own priorities and deliver services based on their community needs. Regional Education Agreements include all day kindergarten to grade 12 education funding commitments, including special education; establish defined roles and responsibilities of First Nations and First Nations organizations; include co-developed mutual accountability mechanisms and, outline the relationship with provincial ministries of education and school boards.
  • Working with First Nations partners to build on the success of recent education agreements: the British Columbia Tri-partite Education Agreement, the Manitoba First Nations School System, and Maskwacis Education School Commission Agreement. These agreements deliver services to over 180 First Nations in British Columbia, Alberta and Manitoba; and
  • Advancing specific regional initiatives in Quebec, Ontario, Saskatchewan, and northern Manitoba that are expected to improve regional capacity for health governance, paving the way toward self-determination. These efforts will build upon the lessons learned from establishing the First Nations Health Authority, in British Columbia which was created in 2013 to assume all the services formerly provided by the First Nations Inuit Health Branch (Pacific Region).

2. Indigenous self-determined services are improving outcomes for communities

Self-determined services offer a new pathway towards the elimination of socio-economic gaps between Indigenous people and other Canadians. In 2019–20, self-determined services will begin to provide greater flexibility for First Nations to address local needs, which is expected to advance the objective of improving the socio-economic conditions and quality of life in First Nations communities.

As more services are designed and delivered by Indigenous people for Indigenous people and the Indigenous right to self-determination is affirmed, the Department's continued role will be to support Indigenous peoples in their priorities and efforts to improve outcomes for the benefit of their communities. In its supporting role, the Department also recognizes that good data governance helps to improve outcomes and contributes to the closure of persistent socio-economic gaps.

In 2019–20, the Department will:

• Continue supporting co-development initiatives to transfer service design and delivery and affirm jurisdiction in Indigenous communities and organizations in new services areas;
• Support First Nations' information and data governance institutions and pursue the development of mutual accountability frameworks with First Nations; and
• Explore data governance and sharing partnerships and/or arrangements in specific service areas such as education.

Risk

There is a risk that new strong, productive and respectful service arrangements with Indigenous peoples, communities, organizations and governments will not be established. The Department is addressing this risk by engaging the appropriate stakeholders in reviewing its current service arrangements and funding policies to ensure they are advancing First Nations' self-determination objectives.

The Department will mitigate this risk through the ongoing work to implement a new fiscal relationship and other new service arrangements whereby First Nations governments are increasingly accountable to their own citizens while the Government of Canada and First Nations governments hold one another mutually accountable for the commitments they make to one another. The Department will also continue to support the co-development of Indigenous-led institutional functions or institutions that will strengthen governance and lay a foundation for further enhancements moving forward.

Planned results

Financial, human resources and performance information for ISC's Program Inventory is available in the GC InfoBase.

Management and Oversight Services

The Department will work to promote greater accountability, transparency and oversight in its operations by conducting internal audits, evaluations, financial reviews and risk assessments. Through this work, the Department will ensure the appropriate use of human and financial resources and that programs and services are relevant, efficient, and effective. Special attention will be given to identifying, assessing and responding to the risks that may exist with the formation of ISC as a new department. The Department is also continuing to work on ongoing and future proactive disclosure requirements for ISC, including the Minister's office, in support of open government.

The Department is continuing to advance its work to support better decision making and program reform through measuring and reporting on socio-economic gaps as well as other important well-being outcomes, such as health, language, and culture. We will continue to work with key partners including the First Nations Information Governance Centre in the delivery of health and socio-economic surveys, as well as Statistics Canada in the delivery of the Aboriginal Peoples Survey and other key national data initiatives related to Indigenous Peoples. In the context of supporting and advancing Indigenous self-determination, the Department will work closely with Indigenous partners to strengthen Indigenous data governance capacities and research innovation.

Communications Services

The Department informs Canadians about its ongoing work, in an accessible way; maintains an open flow of information with First Nations, Inuit, Métis and Northerners; positively influences public perceptions of Indigenous peoples and related issues; and ensures coherence and consistency in messaging aligned with government priorities. In 2019−20, ISC will continue to develop the Government of Canada web and social media presence to support efforts to engage Indigenous peoples and all Canadians.

Human Resources Management Services

ISC will continue to support the commitment to increase Indigenous recruitment, leadership development and retention through initiatives and career development programs for the Indigenous workforce, in particular, the Aboriginal Leadership Development program, which is a program that supports and develops Indigenous peoples for leadership positions within the federal public service.

The Department will also continue to staff positions in a transparent manner, where appointments are based on merit, and the principles of gender equity and diversity are respected. Under the proposed Accessible Canada Act (Bill C-81), ISC will ensure a plan is in place to identify and remove accessibility barriers and prevent new barriers for persons with disabilities, especially pertaining to job opportunities and employment policies and practices.

The Department will continue to provide expert services to assist with employee pay-related issues following the implementation of the Phoenix Pay System and the establishment of the new department. Beginning in May 2019, ISC will participate in the Pay Pod Pilot Project.

The Phoenix Response Team and the People Management Data team will work to ensure the integrity of human resources data and alignment of its workforce resulting from organizational changes.

The Department will be implementing the 2018 to 2021 ISC Workplace Well-being & Mental Health Strategy by:

• Ensuring that the workplace culture is one of mutual trust, with decreased mental health stigma, and that it is trained to adequately address issues and to foster engagement; and
• Using the results from the 2017 and 2018 Public Service Employment Surveys to develop action plans to improve work-place well-being.

Financial Management Services

The focus for financial resource management during the transition will be to ensure the continuation of financial services to support both Departments. As of April 1, 2019, the Departments will have separated financial systems to support independent financial operations for both Departments. This supports the separate Departmental reporting requirement such as the production of Public Accounts, Financial Statements and various other financial reporting requirements. Additionally, both Departments are focusing on ensuring sound resourcing strategies are in place to support emerging priorities associated with the transformation and ongoing business which includes improving the regional resourcing model.

Information Management and Information Technology Services

Information Management and Information Technology services and solutions are regarded across the Government of Canada as key strategic enablers essential to achieving positive outcomes for Canadians. The importance of effective services and solution delivery at CIRNAC and ISC is heightened given the unique challenges that exist across remote locations in Canada, including the North. As well, the services offered by ISC have increased with the addition of the First Nations and Inuit Health Branch, and with this important portfolio comes new challenges and opportunities. The Department will continue to work closely with Shared Services Canada and private sector partners, in the provision of a stable Information Management and Information Technology operating environment and in parallel will assume a leadership role in the development and implementation of Information Management and Information Technology strategies and solutions that will enable successful outcomes and service delivery.

Real Property Services, Materiel Services, and Acquisition Services

The Departments will continue to lead the real property management action plan in order to mitigate health and safety risks and enhance sound stewardship of Crown assets, while ensuring compliance with the central agency's real property policies and guidelines. In the context of the Transformation agenda, the Departments will initiate the transfer of properties that are required to support both Departments' mandates and meet the requirements of programs. A strategic plan for acquisition services will be developed to improve service levels and continue to support the use of the Procurement Strategy for Aboriginal Business.

Core responsibility: Services and Benefits to Individuals

These services and benefits are mainly delivered directly to Indigenous people by the Department. They include, among other services and benefits, individual First Nations and Inuit clinical care and health-related benefits such as pharmacy, dental and vision care.

Core responsibility: Health and Social Services

These services are primarily delivered in partnership with Indigenous communities and organizations, provinces/territories and agencies. Together, they focus on health and well-being for Indigenous people. They include health services to strengthen Indigenous communities in areas such as healthy living, communicable disease control, healthy child development and community care. They also include social services with an emphasis on children and families, as well as education services from kindergarten to post-secondary.

Core responsibility: Governance and Community Development Services

These services are commonly delivered in partnership with Indigenous communities and institutions and are focused on strong community governance and physical foundations. They include supports for governance capacity in areas such as community planning.

Core responsibility: Indigenous Self-Determined Services

These services are designed and delivered by Indigenous people for Indigenous people. They include services for which the control, authority and/or jurisdiction has been formally transferred to Indigenous communities or organizations, as supported through departmental funding.