Transition 2019 Indigenous Services Canada overview - Book 1

Early Contacts

• First Nations people and Inuit lived in what is present day Canada at time of contact
• Encountered settlers from 1534 to the early 1900s
• Engaged in trade, military alliances and Peace and Friendship Treaties
• Unions between First Nations women and settlers created a distinct Métis culture

Colonial and Canadian Era

• Royal Proclamation, 1763: British Crown acknowledge Indigenous rights to lands, established protocols for treaty-making and formalized the Crown-Indigenous relationship. A series of land surrender treaties are concluded in what is now Southern Ontario.
• After being considered military allies, Indigenous peoples were increasingly viewed as a detriment to the proper development of the colonies
• Policies of Civilization 1820s: new policies are put in place to create reserves lands for First Nations while encouraging Indigenous communities to abandon traditional ways of life for one more similar to that of British settlers.
• Education and lands 1840s and 1850s: increased efforts are placed on establishing schools for Indigenous children and the imposition of settler concepts of land ownership
• British North America Act, 1867: section 91(24) assigns federal jurisdiction over "Indians, and lands reserved for the Indians"
• Numbered Treaties, 1871-1921: 11 numbered treaties signed in ON, MB, BC, AB, Yukon and NWT for respectful co-existence, some treaties included socio-economic provisions, such as a medicine chest, schools or economic means (e.g. "cows and plows")
• Indian Act established in 1876 as a means of assimilation which led to direct control of communities and reserves, imposition of education systems, controlled movement of Indians through pass system, gender discrimination against women who married non-Indigenous men and loss of status via enfranchisement.
• Indian Act provides legislative mechanism for the imposition of assimilationist and destructive policies and programs
• Paternalism 1880s-1950s: despite the creation of wide-ranging social, health-care and education programs, the core activities of the Department focus on efforts to control Indigenous peoples such as through residential schools and forced relocations

Activism & Rights Assertions

• 1940s: in the post-war period, regional Indigenous organizations are formed to advocate for changes to policies and improvements to the deteriorating state of Indigenous communities
• 1969: White Paper – federal policy statement intended to repeal the Indian Act and assimilate Indigenous peoples into broader Canadian society; Indigenous peoples responded with Red Paper for recognition of Indigenous peoples and their treaty rights
• 1971: National Indian Brotherhood, later Assembly of First Nations (AFN), provides Canada-wide representation of Indigenous Peoples. 1971 also marks the creation of Inuit Tapiriit Kanatami (ITK), the primary organization representing Inuit in Canada, out of concerns of Inuit leaders regarding land and resource ownership in Inuit Nunangat.
• 1983:Creation of the Métis National Council, the organization representing the Métis Nation nationally and internationally.

Recognition

• Modern Treaties 1873: The Calder decision of 1973 pushes the Federal Government to recognize outstanding Indigenous rights over lands and the adoption of the comprehensive land claims process to negotiate new treaties with Indigenous communities.
• Section 35 of Constitution Act, 1982, recognizes and affirms Aboriginal and treaty rights of Indigenous peoples (defined as First Nations, or "Indians," Inuit and Métis)
• Indigenous peoples advocated for their recognition during attempted Meech Lake Accord, 1990 and Charlottetown Accord, 1992
• 1991-1996: Royal Commission on Aboriginal Peoples made 350 recommendations, including the enactment of legislation and creation of institutions that would provide the authority for Indigenous peoples' self-determination

Devolution & Community-based Services

• Indigenous Control 1970s-80s: Federal programs and policies are changed to allow for increased local control by community governments, starting with schools and education services in the 1970s and later for band governance in the 1980s.
• Indian Health Policy, 1979: Development of a new policy approach to First Nation health-care that focuses on a more inclusive and community led services
• Cree Naskapi Act, 1984 and Sechelt Indian Band Self-Government Act, 1986: first agreements to pull First Nations outside of Indian Act to create self-government
• Inherent Right Policy, 1995: Establishment of a negotiated process to establish self-government agreements resulted in 22 agreements across 43 communities, and is a central component to Modern Treaties.
• First Nations Land Management Act, 1999: Creation of a regime for First Nations to opt-out of 40 Indian Act provisions on land, environment and resources, to develop their on land and resources management codes. Similar regimes have since been established in a range of areas including fiscal management, First Nations elections, commercial development and oil and gas management.

Modernizing Services

• The Truth and Reconciliation Commission examining the impacts of Residential Schools issues 94 Calls to Action to guide the reconciliation between Indigenous and non-Indigenous peoples in Canada
• 2017: Announcement of the dissolution of Indigenous and Northern Affairs Canada (INAC) and creation of two new departments: Indigenous Services Canada (ISC) and Crown-Indigenous Relations and Northern Affairs Canada (CIRNAC)
• ISC is committed to supporting and empowering Indigenous control over delivery of services and improving socio-economic conditions and quality of life in First Nations, Inuit and Métis communities; key to Indigenous self-determination
• 2019: A legislative mandate for ISC to work towards the transfer of departmental responsibilities and collaborate with Indigenous partners in all aspects of service delivery.

Housing

There continues to be substandard housing and infrastructure. 6.0% of the non-Indigenous population lived in a dwelling in need of major repairs in 2016. This compares to:

• First Nations: One quarter (24.2%)
• Inuit: One‑quarter (26.2%)
• Métis: One‑tenth (11.3%)

The proportion of non-Indigenous people who lived in housing that was crowded was 8.5% in 2016. This compares to:

• First Nations: 23.1.%
• Inuit: 51.7% in Inuit Nunangat (10.9% outside Inuit Nunangat)
• Métis: 8.6%

Health and Social

From 2011-2016, Statistics Canada data indicated that the suicide rate among non-Indigenous Canadians was 8 deaths per 100,000 person-years at risk (number of deaths per person per year). This compares to:

• First Nations: First Nations people was three times higher at 24.3 deaths per 100,000 person-years at risk. The suicide rate for First Nations people living on a reserve was twice as high than those living off reserve, according to the agency.
• Inuit: The rate for Inuit was around nine times higher than non-Indigenous, at 72.3 deaths per 100,000 person-years at risk.
• Métis: The rate for Métis was around twice as high as the rate of non-Indigenous people, at 14.7 deaths per 100,000 person-years at risk).

Indigenous children currently represent 52.2% of children in foster care while accounting for 7.7% of the overall population of children under 15.

Employment

Employment rates were 62.7% in 2006 and 60.5% in 2016 for Canada's non-Indigenous population. This compares to:

• First Nations: Employment rate for First Nations on reserve decreased from 39.0% in 2006 to 36.3% in 2016. For First Nations off reserve, the employment rate decreased from 54.9% in 2006 to 52.0% in 2016.
• Inuit: Employment rate for Inuit increased from 48.9% in 2006 to 49.0% in 2016.
• Métis: Employment rate for Métis decreased from 63.1% in 2016 to 60.3% in 2016.

Education

There remain persistent gaps in educational attainment. The non-Indigenous population with high school education or higher was 89.2% in 2016. This compares to:

• First Nations: 57.0% of First Nation people living on reserve.
• Inuit: 47.1% Inuit inside Inuit Nunangat.
• Métis: 80.3% Métis, who completed high school in 2016.

From 2006 to 2016, the proportion of non-Indigenous Canadians with university (bachelor or higher) education increased from 23.4% in 2006 to 29.3% in 2016. This compares to:

• First Nations: First Nations people on reserve with university-level education was 4.3% in 2006 and 5.4% in 2016. For First Nations people off reserve, those with university education was 9.2% in 2006 and 11.3% in 2016.
• Inuit: Inuit inside Inuit Nunangat with university education remained constant at 2.4%. Inuit outside Inuit Nunangat with university education was 8.5% in 2006 and 12.0% in 2016.
• Métis: Métis with university-level education was 9.2% in 2006 and 13.6% in 2016.

Income

Incomes remain below average. The average income of the non-Indigenous population in 2015 was $47,981. This compares to:

• First Nations: First Nations on reserve had an average income of only 45% of non-Indigenous Canadians.
• Inuit: Inuit had an average income of 79% of non-Indigenous Canadians.
• Métis: Métis had an average income of 88% of non-Indigenous Canadians.

Intergenerational Impacts

• Residential Schools: An estimated 150,000 Indigenous children were removed and separated from their families and communities to attend residential schools between 1831 and 1996.
• Relocation and Displacement: The forced relocation of Inuit families to the High Arctic in the 1950s to exert Canadian sovereignty in the North resulted in dislocation and starvation. Inuit families were broken up as loved ones were sent to southern Canada for medical treatment during the tuberculosis epidemic of 1940s to 1960s, many never to return.
• Sixties Scoop: Thousands of Indigenous children were taken from their home and families and placed in foster care, and eventually adopted out to non-Indigenous families across Canada and the United States.

Royal Commission on Aboriginal Peoples, 1991-1996

• 350 recommendations
• Recognition and implementation of the right to self-determination, as well as enactment of legislation to create new laws and institutions to provide authority and tools for Indigenous peoples to structure their own political, social and economic future

The Truth and Reconciliation Commission

• Call action initiated by 2007 Indian Residential Schools Settlement Agreement and 2008 statement of apology, combined with findings of the Royal Commission on Aboriginal Peoples led to the launch of a national Truth and Reconciliation Commission
• Final report was released in 2015 with 94 Calls to Action to:
  • Renew the relationship and decolonize institutions
  • Close socio-economic gaps and foster healing
  • Engage and educate Canadians

National Inquiry into Missing and Murdered Indigenous Women and Girls

• High rates of missing and murdered Indigenous women and girls caused the Government of Canada to launch a national inquiry, independent from the federal government
• Final report was released in 2019 with 231 Calls to Justice

Modern Treaties and Land Claims

First Nations Land Management, 1991

First Nations Education Steering Committee, 1992

Mi'kmaq Education Agreement, 1997

First Nations Fiscal Management Act (FMA), 2006

First Nations Health Authority (FNHA), 2013

Self-Government Agreements with Métis Nation in Ontario, Alberta and Saskatchewan, 2019

Act Respecting First Nations, Inuit and Métis Children, Youth and Families, 2019

First Nations

Inuit

Métis Nation

Self-determination

Judicial developments

Demographics

On-reserve First Nations

First Nations and Inuit

First Nations, Inuit and Métis

National Capital Region

Regional Offices

Constitution Act, 1982

Department of Indigenous Services Act

Indian Act

Legislation for which the Minister of Indigenous Services is responsible:

Influencing legislation:

Indian Oil and Gas Canada

• Indian Oil and Gas Canada (IOGC) is an organization committed to managing and regulating oil and gas resources on First Nation reserve lands. It is a special operating agency under ISC.
• IOGC Vision: To become a modern regulator of First Nations oil and gas resources.
• IOGC's general responsibilities are to:
  • identify and evaluate oil and gas resource potential on Indian reserve lands;
  • encourage companies to explore for, drill and produce these resources through leasing activity;
  • ensure equitable production, fair prices and proper collection of royalties on behalf of First Nations; and
  • secure compliance with and administer the regulatory framework in a fair manner.

National Aboriginal Economic Development Board

• The National Aboriginal Economic Development Board's mission is to advise the Minister of Indigenous Services and other federal Ministers on policies, programs, and program coordination as they relate to Indigenous economic development.
• NIEDB Vision: A vibrant Indigenous economy, where Indigenous peoples are economically self-sufficient and have achieved economic parity with Canadian society.
• The Board is comprised of First Nations, Inuit, and Métis business and community leaders from across Canada. It helps governments respond to the unique needs and circumstances of Indigenous peoples in Canada.

First Nations and Inuit Health Branch

• 1904 develop medical programs and health facilities for Indians in response to smallpox outbreak
• 1974 Minister of National Health & Welfare tabled "Policy of the Federal Government Concerning Indian Health Services"
• Mid-1980's medical services work toward transferring control of health services to First Nations & Inuit communities and organizations through the strategic policy, planning and analysis director
• In response to the Royal Commission on Aboriginal Peoples, the federal government announced Gathering Strength—Canada's Aboriginal Action Plan, which committed to addressing chronic illnesses of Indigenous peoples, the development of Aboriginal Healing Foundation, and a healing strategy that addresses the legacy of Indian residential schools in partnership with Indian Affairs
• 2000 renamed First Nation Inuit Health Branch
• Working toward the transfer of health services to communities (i.e. BCFNHA)

Education

• 1830s introduction of residential schools
• 1940 policy of education integration enabled Indigenous students to attend provincial school. Issues with this approach include a lack of specialized training to teach Indigenous students and was located far from students' homes
• 1972 National Indian Brotherhood policy Indian Control of Indian Education adopted by Indian Affairs and Northern Development
• 1970's began to address the importance of local community control to improve education, need for more Indigenous teachers, development of relevant curricula
• Recent efforts have contributed to federal and provincial legislation that formalizes the local jurisdiction for First Nations communities (i.e. Nisga'a Education Act, Mi'kmaq Education Act)

Economic Development

• 2000s increased focus on economic development through legislative approaches to financial management and accountability
• 2006 Implementation of the First Nations Fiscal Management Act (FNFMA)
• Includes First Nations Financial Management Board (FNFMB) and First Nations Tax Commission (FNTC) and First Nations Finance Authority (FNFA)
• 2010 Strategic Partnership Initiative provides a coordinated federal response to existing and emerging Indigenous economic development opportunities
• Aim to address issues of underfunding and onerous reporting requirements for Indigenous communities (i.e. Mi'kmaq-Nova Scotia-Canada Tripartite Forum)

Community Infrastructure

• Federal government responsible for the upkeep of community infrastructure for reserves
• Underfunding for reserves results in poor living conditions (e.g. overcrowding in homes, mold infestations)
• 2019 ongoing discussions with communities to implement action plans to eliminate long-term drinking water advisories and address short-term advisories
• Approach attempts to build capacity to maintain community infrastructure through establishing co-development strategies with Indigenous partners

Child and Family Services

• 1950s amendment to the Indian Act allowed governments to provide child welfare services on reserve Resulted in Sixties Scoop
• 2007 Enhanced Prevention Focused Approach to Child and Family Services (EPFA)
• 2016 Canadian Human Rights Tribunal ruled funding inequitable for on-reserve child and family services programming
• June 2019 Bill C-92, affirming and recognizing Indigenous Peoples' jurisdiction over child and family services enshrined into law
• Ongoing efforts to work with Indigenous partners to reform the First Nations Child and Family Services (FNCFS) program, which funds prevention and protection services for First Nations children and families living on reserve

Governance

• 1980s Indian Government support programs created to aid organizations in undertaking administrative control over social programs
• New guiding principles through the Community Development Strategy (2019) have been addressed to better support communities: community-driven, nation-based, recognition of diversity, investments in capacity building, planning and implementation, flexibility and responsiveness
• Indian Government Support Programs are currently available for communities
• Governance tools have been developed for communities and institutions to support their process in self-determination

Overview

The Chief Finances, Results and Delivery Officer sector is responsible for providing leadership and ensuring effective management of departmental resources within the legislative mandate. The CFRDO sector also provides strategic advice, oversight, and support to the Deputy Minister and senior executive team to ensure integrity and sound financial controls and management in the planning and operations of the department.

The sector is responsible for establishing the planning framework for the department that aligns the mandated outcomes and departmental strategic priorities with resource management via the Departmental Results Framework. The Chief Finances, Results and Delivery leads reporting to Cabinet and Parliament on outcomes through the Departmental Plan and Departmental Report and the implementation of the Minister's mandate letter commitments.

The Chief Finances, Results and Delivery sector supports delivery of services through policies, directives and other activities in the areas of financial planning and analysis, accounting and reporting, contracting and procurement, assets and materiel and information management.

The Chief Finances, Results and Delivery is responsible for the department's Chief Information Officer functions that include information management and technology services, investments structures and controls within the department, to leverage Information Management and Information Technology reliably, securely, and cost effectively to support effective and efficient business process design and execution.

The sector is accountable for providing grants and contributions advisory and support services through policies, directives and other activities, including the development of national funding agreements models and guidelines; the establishment of funding agreement service standards; the management of the Grants and Contributions Information Management System; and the national monitoring, compliance and reporting.

In the context of transformation of the indigenous policy and service space, the Chief Finances, Results and Delivery plays a key role in elaborating and monitoring arrangements, including level of service agreements for shared internal services while participating as a service lead in the finance and corporate management space and as a client for those services provided by its sister-departments Crown Indigenous-Relations and Northern Affairs Canada.

Overview

In March 2018, Indigenous Services Canada created the Child and Family Services Reform Sector in order to address the over-representation of Indigenous children and youth in care in Canada. The Sector is guided by the federal government's commitment to six points of action following a two-day Emergency Meeting on Indigenous Child and Family Services held in January 2018 with Indigenous partners, provincial and territorial representatives, youth, experts and advocates:

1. continuing to fully implement the orders from the Canadian Human Rights Tribunal, and reform First Nations child and family services including moving to a flexible funding model;
2. working with partners to shift the focus of programming to culturally appropriate prevention, early intervention, and family reunification;
3. supporting communities to exercise jurisdiction and exploring the development of co-developed child and family services legislation;
4. accelerating the work at tripartite and technical tables that are in place across the country to support reform;
5. supporting Inuit and Métis Nation leadership in their work to advance meaningful, culturally appropriate reform of child and family services; and
6. developing a data and reporting strategy with Provinces, Territories and Indigenous partners.

The Child and Family Services Reform Sector will continue to lead the work on fully implementing the orders from the Canadian Human Rights Tribunal related to child and family services and working with partners toward the coming-into-force and implementation of the co-developed Act respecting First Nations, Inuit and Métis children, youth and families, which received Royal Assent on June 21, 2019.

Overview

The Corporate Secretariat provides executive services to the Ministers' Offices, the Deputy Ministers' Offices, the Associate Deputy Ministers' Offices, as well as delivering key corporate functions across the Departments. The Secretariat contains four directorates and is also currently working with Crown Indigenous Relations and Northern affairs Canada on the CCM Enterprise Project:

• Executive Services Operations: comprised of three divisions responsible for coordinating and reviewing correspondence and briefing materials for the Deputy Ministers and Ministers:
  • Officials Trips Directorate (MinTrips): works with the Ministers' Offices, sectors, regions and Communications to ensure horizontal coordination of Ministerial trip planning. Ensures a strategic, coherent, and consistent approach in the development of material for, and in follow up to trips
  • Ministerial Correspondence Directorate: reviews and provides final quality control for briefing notes and correspondence to the Ministers and Deputy Ministers, as well as oversight for Departmental processes and practices associated with correspondence; and,
  • Governance and Planning Coordination: responsible for the coordination of material for ministerial briefings, invitations, transition, portfolio coordination, and final documentation preparation for Additions to Reserves.
• Planning and Resource Management Directorate: responsible for providing administrative support services for the Ministers' Offices, Deputy Ministers' Offices, and the Corporate Secretariat, including business planning, finance, human resources, and contracting services.
• Corporate Projects & Engagement (shared service with Crown Indigenous Relations and Northern Affairs Canada): leads the CCM Enterprise project, focused on updating the Correspondence Management System that handles Ministerial correspondence and other applications requiring workflow and tracking capabilities. The project has an internal engagement focus aimed at achieving important process and practice improvements across the Departments.
• Access to Information and Privacy Directorate (shared service with Crown Indigenous Relations and Northern Affairs Canada): receives all access to information and privacy requests and, working with sectors and regions, compiles the appropriate responses in accordance with the requirements of the Access to Information Act and Privacy Act.

Overview

The Education and Social Development Programs and Partnerships (ESDPP) Sector is responsible for delivering two of the Department's largest programming areas: Education and Social Development.

Working collaboratively with Indigenous partners, Indigenous Services Canada regional offices, and other government departments, the Sector is focused on empowering Indigenous-led service delivery approaches that improve socio-economic outcomes.

In the area of Education, the Sector funds Elementary and Secondary Education for students living on reserve and distinctions-based First Nations, Inuit and Métis Post-Secondary Education strategies. In the area of Social Development, the Sector funds Income Assistance. Assisted Living, Family Violence Prevention and Urban Programming for Indigenous Peoples.

The Sector is committed to co-developing transformative policy and program reforms with Indigenous partners. Education programs and services are developed in collaboration with First Nations, Inuit and Métis organizations at the national and regional levels, working closely with other federal departments, particularly Employment and Skills Development Canada. Social programs and services are delivered in collaboration with First Nations organizations, provinces, territories and other federal departments. These partners include: Employment and Skills Development Canada, Canada Mortgage and Housing Corporation, the Public Health Agency of Canada, provincial and territorial governments, the Assembly of First Nations, and others.

Overview

Indigenous Services Canada works with First Nations, Inuit, other federal departments and provincial and territorial partners to support healthy First Nations and Inuit individuals, families and communities. Working with partners we strive to improve health outcomes, provide access to quality health services and support greater control of the health system by First Nations and Inuit.

Subjects

• Diseases and Health Conditions
• Family Health
• Funding
• Health Care Services
• Health Promotion
• Non-Insured Health Benefits
• Substance Use and Treatment of Addictions
• Reports and Publications

In recent years, First Nations and Inuit health has improved; however, gaps remain in the overall health status of First Nation and Inuit when compared to other Canadians. Indigenous Services Canada's First Nations and Inuit Health Branch (FNIHB) works with numerous partners to carry out many activities aimed at helping people stay healthy and promoting wellness.

On this shared path to improved health, we fund or deliver:

• Community-based health promotion and disease prevention programs
• Primary, home and community care services
• Services to control communicable diseases and address environmental health issues
• Non-insured health benefits to supplement those provided by provinces, territories and private insurer

Notable work is being under taken in the area of health transformation. First Nations Inuit Health Branch is working with First Nations partners to transform First Nations health systems by expanding successful models of self-determination; results being health programs and services that are developed, delivered and controlled by and for First Nations.

CAPACITY, INFRASTRUCTURE AND ACCOUNTABILITY

NAME: Nelson Barbosa
TITLE: Executive Director
LOCATION: Ottawa
TELEPHONE NUMBER: (613) 941-3757

REGIONAL OFFICES

Overview

Indigenous Services Canada works with First Nations, Inuit, other federal departments and provincial and territorial partners to support healthy First Nations and Inuit individuals, families and communities. Working with partners we strive to improve health outcomes, provide access to quality health services and support greater control of the health system by First Nations and Inuit.

Subjects

• Diseases and Health Conditions
• Family Health
• Funding
• Health Care Services
• Health Promotion
• Non-Insured Health Benefits
• Substance Use and Treatment of Addictions
• Reports and Publications

In recent years, First Nations and Inuit health has improved; however, gaps remain in the overall health status of First Nation and Inuit when compared to other Canadians. Indigenous Services Canada's First Nations and Inuit Health Branch (FNIHB) works with numerous partners to carry out many activities aimed at helping people stay healthy and promoting wellness.

On this shared path to improved health, we fund or deliver:

• Community-based health promotion and disease prevention programs
• Primary, home and community care services
• Services to control communicable diseases and address environmental health issues
• Non-insured health benefits to supplement those provided by provinces, territories and private insurer

Notable work is being under taken in the area of health transformation. First Nations Inuit Health Branch is working with First Nations partners to transform First Nations health systems by expanding successful models of self-determination; results being health programs and services that are developed, delivered and controlled by and for First Nations.

STRATEGIC POLICY, PLANNING AND INFORMATION

NAME: Marie Doyle
TITLE: Director General
LOCATION: Ottawa
TELEPHONE NUMBER: (613) 941-1606

POPULATION AND PUBLIC HEALTH

NAME: Dr. Tom Wong
TITLE: Chief Medical Officer
LOCATION: Ottawa
TELEPHONE NUMBER: (613) 952-9616

PRIMARY HEALTH CARE

NAME: Robin Buckland
TITLE: Chief Nursing Officer
LOCATION: Ottawa
TELEPHONE NUMBER: (613) 957-6359

NON-INSURED HEALTH BENEFITS

NAME: Scott Doidge
TITLE: Director General
LOCATION: Ottawa
TELEPHONE NUMBER: (613) 954-8825

INTERNAL CLIENT SERVICES

NAME: Lana Thomas
TITLE: Executive Director
LOCATION: Ottawa
TELEPHONE NUMBER: (613) 952-3151

Overview

Overview

Governance Capacity

Community Infrastructure

Emergency Management

Individuals Affairs

REGIONAL OFFICES SOUTH OF 60^o

Overview

Overview

The Chief Audit and Evaluation Executive leads the audit, evaluation, risk management, and assessment and investigation functions within the department. The Chief Audit and Evaluation Executive provides the Deputy Minister with independent advice on matters of risk management, control and governance. As the Head of Evaluation, the Chief Audit and Evaluation Executive provides advice to the Deputy Minister on the efficiency and effectiveness of departmental programs and the achievement of intended results in order to support program improvements, expenditure management, policy development and decision making.

The Chief Audit and Evaluation Executive consults senior management on the development of the Department's Risk-Based Audit Plan and the Evaluation Plan on an annual basis and as required throughout the year. The plans guide the work conducted by Audit and Evaluation in accordance with Treasury Board policies, resulting in reports that are provided to the Deputy Minister for approval. The sector also serves as a point of contact for audit or evaluation work conducted in the department by external assurance providers such as the Office of the Auditor General and Treasury Board Secretariat. The Chief Audit and Evaluation Executive also serves as the department's Chief Risk Officer and oversees the development of the Corporate Risk Profile. Strategic advice is provided to the Deputy Minister on transformation initiatives that include a Transformation Risk Assessment.

The Audit Committee, chaired by and composed of external members, receives and provides strategic advice to the Deputy Minister. The Committee advises on audit reports, follow-up for both internal audits and Auditor General chapters, government-wide audits and action plans to address audit findings.

The Department's Senior Management Committee acts as the departmental Evaluation Committee, serving as an advisory body to the deputy head. The committee reviews departmental evaluation plans, reports and action plans, and other evaluation related activities of the department as required.

The Audit and Assurance Services Branch conducts independent audits and consulting projects of the Department's programs, services, management practices and controls. A Risk-based Audit Plan is developed annually. The branch provides the Department with liaison support when external assurance providers audit the Department.

The Assessment and Investigation Services Branch is the designated focal point of complaints, allegations of fraud pertaining to the Department's funding, and conducts forensic audits to ensure that funds are not misused.

The Evaluation, Performance Measurement and Review Branch provides an evidence-based, neutral assessment of the relevance and performance of departmental programs to support policy and program improvements, expenditure management, policy development, and decision making.

The Risk Management and Communications Liaison Centre provides service and advice to ensure a continuous, proactive and systematic process to understand, manage and communicate risk.

Overview

The Communications Branch reports to the Deputy Minister, Indigenous Services Canada and serves both Indigenous Services Canada and Crown-Indigenous Relations and Northern Affairs Canada.

The Branch operates as an integrated corporate function and as such, there is constant and close collaboration with the Ministers' Offices and the Offices of the Deputy Ministers.

The Branch supports both departments by informing people about the departments' work, in an accessible way; maintaining an open flow of information with First Nations, Inuit, Métis and Northerners; raising awareness of unique cultures, perspectives and issues; ensuring coherence and consistency in messaging aligned with government priorities; guiding other departments in their communication efforts around Indigenous issues; and supporting good management with products to ensure that Crown Indigenous Relations and Northern Affairs Canada and Indigenous Services Canada employees and the general public have a better understanding of the departments' programs, policies, services and results.

Communications works collaboratively with departmental and other partners to support Reconciliation efforts, to improve access to high quality services for First Nations, Inuit and Metis peoples and to facilitate their path to self-determination.

The work is guided by the Policy on Communications and Federal Identity. This policy gives context and rules for how the Government of Canada enables communication with the public about policies, programs, services and initiatives.

Overview

Based on a shared-services model, the Human Resources and Workplace Services Branch provides services, advice and support to both Crown Indigenous Relations and Northern Affairs Canada and Indigenous Services Canada in the areas of Human Resources Management (staffing, compensation, labour relations, classification, and performance), Occupational Health & Safety, Values and Ethics, Harassment, and Conflict Resolution. As part of the transformation journey, Security and Accommodation functions, which have traditionally been housed within Human Resources and Workplace Services Branch, will move to the Chief Finances, Results and Delivery Officer Sector at Indigenous Services Canada while the remaining functions within Human Resources and Workplace Services Branch will be hosted under Crown Indigenous Relations and Northern Affairs Canada.

Good people management is the cornerstone to delivering the Crown Indigenous Relations and Northern Affairs Canada and Indigenous Services Canada mandates. While the Deputy Ministers have the primary responsibility for ensuring good people management, the accountability is sub-delegated to managers across their organizations.

Key people management priorities include:

• continuing work on the renewal of the Federal Public Service and looking at Beyond 2020;
• providing healthy workplaces conducive to employee engagement and excellence;
• increasing an understanding of mental illness and decreasing stigma; and
• responding to the 2018 Public Service Employee Survey.

Similar to other large departments served by the Phoenix system, ensuring that Crown Indigenous Relations and Northern Affairs Canada and Indigenous Services Canada employees are paid accurately and in a timely manner remains a key challenge. The Human Resources and Workplace Services Branch established the Compensation Analysis and Liaison Office to track, coordinate and address unresolved cases with Public Service and Procurement Canada officials.

What is unique to Crown Indigenous Relations and Northern Affairs Canada and Indigenous Services Canada is the opportunity to recruit and retain talented First Nations, Metis and Inuit employees in order to achieve departmental objectives. Addressing workplace issues, fostering leadership and redesigning the Human Resources and Workplace Services Branch organizational structure will enable high quality people management services to continue.

The Human Resources and Workplace Services Branch 2019-2022 strategic plan aims to provide efficient, effective and high quality human resources and workplace services to Crown Indigenous Relations and Northern Affairs Canada and Indigenous Services Canada by:

• Redesigning an organization that is integrated, harmonized, flexible and intelligent;
• Taking care of our employees;
• Being a valued business partner; and
• Being properly equipped.

Overview

The Legal Services Unit provides a complete range of specialized legal advice and support to both Indigenous Services Canada and Crown-Indigenous Relations and Northern Affairs in relation to all client business lines. This includes legislative initiatives, litigation, policies and programs.

The Legal Services Unit is located at Headquarters, and with the Treaties and Aboriginal Government Group in Vancouver. The Legal Services Unit is part of the Aboriginal Affairs Portfolio of the Department of Justice Canada.

The Senior General Counsel is a full member of the Indigenous Services Canada's Executive Committee and various management committees and, as such, provides legal advice as well as legal policy and strategic policy advice. As the Head of the Legal Services Unit, the Senior General Counsel brings forward legal concerns and advice around risk management relating to matters within the Department's purview. The Senior General Counsel is the primary interface between the Department and Justice Canada.

Counsel in the Legal Services Unit assess the legal risk of specific initiatives within the broader policy context, identify solutions to legal issues and work with departmental officers to develop strategies to address real or potential legal issues.

Assembly of First Nations, National Chief Perry Bellegarde

The Assembly of First Nations (AFN) is a national advocacy organization representing First Nation citizens in Canada, including more than 900,000 people living in 634 First Nation communities and in cities and towns across the country.

National Chief Bellegarde was re-elected to a second 3-year term in July 2018. He previously served as Regional Chief for Saskatchewan, Chief of the Federation of Saskatchewan Indian Nations, and Chief of the Little Black Bear First Nation in Treaty 4 territory.

The National Executive of the Assembly, including all 10 regional chiefs and the chairs of the Elders, Women's and Youth councils, meets monthly in Ottawa. You will likely be invited to attend the next meeting.

Inuit Tapirit Kanatami, President Natan Obed

Inuit Tapirit Kanatami (ITK) serves as the national voice protecting and advancing the rights and interests of Inuit in Canada. They represent 65,000 Inuit, and are governed by a Board of Directors that includes the leaders of the four Inuit regional land claims organizations that make up "Inuit Nunungat" – the Inuit homeland: Inuvialuit Regional Corporation (Inuvialuit/Northwest Territories); Makivik Corporation (Nunavik/Northern Quebec), Nunavut Tunngavik Incorporated (Nunavut); and the Nunatsiavut Government (Northern Labrador).

President Obed was elected to a second 3-year term in August, 2018, and is originally from Nain, the northernmost community in the Nunatsiavut region of Labrador. For 10 years he lived in Iqaluit, Nunavut, and worked as the Director of Social and Cultural Development for Nunavut Tunngavik Inc. He has devoted his career to working with Inuit representational organizations to improve the wellbeing of Inuit in Canada.

Métis National Council

Since 1983, the Métis National Council has represented the Métis Nation nationally and internationally, with the central goal of securing a healthy space for the Métis Nation's on-going existence within the Canadian federation. It receives its mandate and direction from the democratically elected leadership of the Métis Nation's governments in Ontario, Manitoba, Saskatchewan, Alberta and British Columbia.

Native Women's Association of Canada

The Native Women's Association of Canada (NWAC) is one of the five officially recognized National Indigenous Organizations whose purpose is to represent and speak at the national level, on behalf of Indigenous women in Canada.

The organization is founded on the collective goal to enhance, promote, and foster the social, economic, cultural and political well-being of First Nations and Métis women within First Nation, Métis and Canadian societies. NWAC is an aggregate of thirteen Native women's organizations from across Canada and was incorporated as a non-profit organization in 1974.

The organization's mission is to help empower women by being involved in developing and changing legislation which affects them, and by involving them in the development and delivery of programs promoting equal opportunity for Aboriginal women.

Congress of Aboriginal Peoples, Robert Bertrand, National Chief

The Congress of Aboriginal Peoples (CAP) is a pan-Indigenous national representative organization for Métis, Non-Status and Status Indians living off reserve in Canada. It is a confederation of provincial affiliates, with its strength lying mainly from Quebec- eastwards.

The Congress has five department-funded affiliate Indigenous Representative Organizations: Native Alliance of Québec, New Brunswick Aboriginal Peoples Council, Native Council of Prince Edward Island, Native Council of Nova Scotia, and the NunatuKavut Community Council (Labrador). The Congress also has a series of affiliates that are not funded as Indigenous Representative Organizations: Q'alipu Mi'kmaq First Nation (formerly the Federation of Newfoundland Indians), Ontario Coalition of Indigenous Peoples, the Indigenous Peoples Alliance of Manitoba, the Aboriginal Affairs Coalition of Saskatchewan, Aboriginal Congress of Alberta Association, and the North West Indigenous Council.