Departmental Results Report 2019 to 2020

PDF Version (1.3 MB, 51 pages)

ISSN: 2561-9898

Minister's message

I am pleased to present the Indigenous Services Canada (ISC) 2019-20 Departmental Results Report.

As Minister of Indigenous Services, my mandate is clear: to ensure a consistent, high-quality and distinctions-based approach to the delivery of services to Indigenous Peoples. A founding principle of this is substantive equality: true equality in socio-economic outcomes, achieved through equal access, equal opportunity and, most importantly, the provision of services and benefits in a way that meets any unique need and circumstance – including cultural, social, economic and historical disadvantage.

The department has been, and will continue to be, focused on ensuring that high-quality services are provided, and that these services respond to the distinct needs of First Nations, Inuit and Métis. At the same time, we are working hard to support Indigenous people in bringing control and jurisdiction for service delivery back to Indigenous communities, at the pace and in the ways they choose. Our ultimate goal is that the design, delivery and control of services in all sectors be led by Indigenous people, for Indigenous people. We're working towards a longer term vision for a better Canada in which healthy, prosperous, self-determining and self-governing Indigenous nations are true partners.

As the global community faces the second wave of COVID-19, my top priority continues to be the health and safety of all First Nations, Inuit and Métis. Experience has shown that Indigenous communities are best placed to deliver results for their members when they have the right resources, and the flexibility to manage these resources. I commend Indigenous leaders and all the health service providers, especially nurses, who continue to work tirelessly on the frontline of this pandemic, responding to outbreaks and preventing community spread.

With close to 5,700 people among its ranks, ISC is a large department with employees working in a wide range of jobs from coast-to-coast-to-coast. Despite the department's size and the breadth of its responsibilities, I believe that in every aspect of our work, peoplemust take precedence over bureaucracy. Throughout 2019-20, we made good progress in each of the department's five interconnected priority areas: children and families, education, health, infrastructure, and economic prosperity. I am proud of our accomplishments and look forward to continuing the vital work of advancing self-determination and helping to close the socio-economic gaps that exist between Indigenous and non-Indigenous communities in Canada.

_____________________________________________________
The Honourable Marc Miller, P.C., M.P.
Minister of Indigenous Services

Results at a glance and operating context

2019-20 Total Actual Spending:
$13,274,548,937
2019-20 Total Full-time
Equivalents (FTE): 5,693

Indigenous Services Canada (ISC) was created on November 30, 2017, bringing First Nations and Inuit health services (formerly with Health Canada) together with education, essential social services, child and family services programs, lands and economic development, housing and infrastructure programs from the Department of Indian Affairs and Northern Development. ISC was established through legislation with the Department of Indigenous Services Act, which came into force on July 15, 2019. At this time, five programs were transferred to ISC from the newly established Department of Crown-Indigenous Relations and Northern Affairs (CIRNAC). This included the Individuals Affairs Program, as well as four Programs related to Lands and Economic Development: Indigenous Entrepreneurship and Business Development, Economic Development Capacity and Readiness, Land, Natural Resources and Environmental Management, and Statutory, Legislative and Policy Support to First Nations Governance.

In addition to supporting and delivering on these programs, ISC continues to focus on accelerating self-determination and contributing to the closing of socio-economic gaps through the 5 interconnected priority areas: children and families, education, health, infrastructure, and economic prosperity.

Keeping Children and Families Together

Implementing the Act respecting First Nations, Inuit and Métis children, youth and families (S.C. 2019, c.24), which affirms the rights of Indigenous peoples to exercise jurisdiction over child and family services through a distinctions-based approach.
Invested approximately $91 million to support various activities focused on culture and healing, such as reunification activities and building transition homes for youth and families at risk.
Provided $1.7 million to support a new funding system for the First Nations Child and Family Services Program.

Establishing Quality Education

Implemented the first year of funding to advance distinctions-based post-secondary education strategies for more than 23,000 Indigenous students.
Invested $824 million over 10 years in Indigenous post-secondary education through direct support to students, and to institutions for improved service delivery.
Implemented a new policy framework aligned with First Nations control of First Nations education to support almost 500 First Nations elementary and secondary education organizations and programs.

Improving Health Outcomes

Continued to implement orders issued from the Canadian Human Rights Tribunal regarding the implementation of Jordan's Principle and reforms to child and family services, as well as an additional order from September 2019 order regarding compensation, working with the Parties to improve compliance.
Continued to improve access to medically necessary supplementary health benefits including pharmacy, dental and vision care to eligible First Nation and Inuit individuals.
Supported regional health transformation projects in Quebec, Ontario, Saskatchewan, and Manitoba, as well as emerging developments in Nova Scotia and mental wellness transformation in British Columbia
Signed a tripartite Memorandum of Understanding (MOU) with the Province of Quebec and the Assembly of First Nations (AFN) of Quebec and Labrador to support a new health and social services governance model.

Building Reliable Infrastructure, including House and Water

Continued the advancement of on reserve communities' infrastructure projects.
Co-developed a framework agreement with the Atlantic First Nation Water Authority for infrastructure reform.
Funded First Nations-led efforts to establish baseline community diesel consumption and identify and implement renewable electricity options and collaborated with various federal government departments to develop a national approach to reducing community dependency on diesel energy.
First Nations school infrastructure received funding for the completion of 4 new schools and renovations or upgrades to 30 existing schools.

**Community Infrastructure Projects – Progress since April 2016**

Economic Prosperity

Established a 10-year grant program to advance the New Fiscal Relationship with First Nations and enhance self-determination resulting in 85 First Nations signing funding agreements.
Invested 37.6 million through the Community Opportunity Readiness Program to advance community economic development projects. Support to projects with Tobique, Long Plain and Sheshegwaning First Nations contributed to the creation of 62 full-time jobs and a projected net income of over $23 million annually.
Invested $4.3 million through the Aboriginal Entrepreneurship Program – Business Opportunities Stream to improve access to business opportunities for Indigenous businesses and enhance the capacity of Indigenous business development organizations.
Worked closely with the National Aboriginal Capital Corporations Association and the network of 59 Aboriginal Financial Institutions on the provision of loans, grants and support services to Indigenous entrepreneurs from coast-to-coast-to-coast, creating new businesses, expanding existing businesses and creating hundreds of jobs.
Worked closely with the 5 Métis Capital Corporations to develop an approach to distinctions-based funding, facilitating these corporations gradual move to establishing a bilateral relationship with the department while still collaboration with the National Aboriginal Capital Corporations Association.
Collaborated with Public Services and Procurement Canada and Treasury Board Secretariat to work towards the Government's commitment to reach a 5% Indigenous procurement target within 5 years. This target will be supported by the Procurement Strategy for Aboriginal Business and implementation of the Directive on Government Contracts and Real Property Leases in the Nunavut Settlement Area.
Collaborated with CIRNAC on the elaboration of the First Nations Infrastructure Institute, a First Nation-led institution that will support First Nation governance, capacity building and economic prosperity.
Collaborated with CIRNAC to approved 49 Additions to Reserve submissions, for a total of 38,536 acres being added to reserves in support of community and economic development.

The necessity and urgency of this important work was highlighted during the COVID-19 pandemic. Indigenous communities are incredibly resilient and innovative, bringing forward and taking action on solutions. This resiliency continued to be demonstrated throughout the COVID-19 pandemic. The pandemic response to date has further underlined why measures to improve the health and socioeconomic outcomes of Indigenous communities must be flexible to enable their specific needs to be identified, in recognition of their right to self-determination.
More information on ISC's operating context is available on ISC's website. For more information on ISC's plans, priorities and results achieved against the Department's four core responsibilities, and 11 key departmental results, see the "Results: what we achieved" section of this report.

Results: what we achieved

Services and Benefits to Individuals

Description:

These services and benefits are mainly delivered directly to Indigenous peoples 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. With the addition of the Individual Affairs Program, the department is also responsible for determining individuals' entitlement to Indian registration and for the issuance of various proofs of registration, including the Secure Certificate of Indian Status (SCIS), which can be used to access various programs and services.

Results:

1. Quality and timely services are delivered directly to Indigenous peoples ^{Footnote 1}

Supplementary Health Benefits Program

Timely access to medication plays a major role in improving health outcomes. In 2019-20, 99.6% of prior approval requests for medication coverage were completed within 24 hours. This delivery response demonstrates the quality of care provided in addressing specific medical needs and improving health outcomes.

Access to quality and timely government services is critical to Indigenous people and all Canadians. The growth in Indigenous populations, along with socio-economic and geographic challenges, has created an ever-increasing demand on health-related services, as well as membership and registration services.

In 2019-20, efforts to address healthcare professional shortages resulted in more stable access to timely and quality health services, resulting in:

expanding Community Oral Health Services access to an additional 5 First Nations and Inuit communities up from 269 total communities;
maintaining national health professional service contracts to ensure 24/7 primary care services could be maintained in remote and isolated communities;
the Centre for Nurse Recruitment securing temporary measures that allowed for a more expeditious and effective screening/referral process, with a shortened time to hire. A Nursing Services Response Centre was also established to provide a single window approach to internal support services that are unique to the needs of the nursing workforce;
the expansion of interdisciplinary primary care teams to include the use of licensed practical nurses, as well as paramedics for several communities in Ontario and Alberta; and
improved client access to the Supplementary Health Benefits Program through collaboration with First Nations and Inuit partners, including the commencement of a joint review of the medical transportation benefit with the AFN.

As full members of the First Nations and Inuit Health Branch's Senior Management Committee, two National Indigenous Organizations, the AFN and Inuit Tapiriit Kanatami, have a direct opportunity to participate, and to recommend and advance policy matters and program delivery being considered by the department. A strategy was developed to recruiting and retaining nurses and other key health care providers for primary care delivery. New contracts for nursing services were developed to supplement nursing and other health care provider resources as needed. Challenges do remain, however, regarding retention and recruitment of nurses due to a variety of issues including the remoteness of the communities, high workload and connectivity difficulties.

ISC continues to provide client service in regional offices and in the National Capital Region to determine eligibility for registration under the Indian Act. The department deployed a mobile photo application allowing clients to utilize their smartphone to facilitate the process for Secure Certificate of Indian Status (SCIS) applications free of charge.

After the completion of the S-3 Collaborative Process in April 2019, in early 2020, CIRNAC engaged with First Nations communities and organizations during a series of information and discussion sessions entitled "Broader Reform Events." These events provided updates on the full implementation of S-3, discussed the input collected during the Collaborative Process, and highlighted general information on what Canada would be undertaking as next steps in relation to the inequities in registration and First Nation Citizenship. Invitations to attend the Broader Reform Events were sent to 744 First Nations bands and other First Nations stakeholders. Of the 19 sessions that were held over 200 First Nations bands were represented.

ISC has begun and continues to work with provinces and territories to better understand any S-3 impacts to the provision of programs and services to registered individuals and communities. Engagement on these and other inequities will be ongoing throughout the 2020-21 fiscal year and beyond, including a public facing communications and outreach plan.

Additionally, Correctional Service Canada and ISC formalized a partnership to further facilitate the application process for Indigenous offenders obtaining a SCIS. Upon an offender's release from an institution, this will enable a better transition to their communities and better access to health and social services and support. In Fall 2019, ISC provided training to Correctional Service Canada employees in Saskatchewan on the SCIS application. This is expected to expand to institutions across the country in 2020-21.

Sex-based Inequities in Indian Registration

The provisions for the removal of sex-based inequities in Indian Registration came into force in August 2019 under the Indian Act (Bill S-3). These changes are expected to result in more than 270,000 women and their descendants gaining status and, as a result, access to a range of health, social and economic benefits and services. As of March 31, 2020, over 8,000 individuals have gained status as a result of amendments and now have access to programs and services for registered Indians. More than 25,000 applications are being processed and additional applications are received daily.

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

Health services provided directly by ISC to First Nations and Inuit communities played an essential role in supporting health outcomes that are comparable to other Canadians. In 2019-20, ISC continued to support a tripartite Mental Health and Wellness Initiative with the First Nations Health Authority and British Columbia.

On April 3, 2019, a Federal Declaration of Commitment to Advance Cultural Safety and Humility in Health and Wellness Organizations was signed by ISC, Health Canada, Public Health Agency of Canada, and First Nations Health Authority. A collaborative action plan has been developed to implement the principles and operationalize the achievement of commitments set forth in the declaration.

Gender-based analysis plus

The Supplementary Health Benefits (Non-Insured Health Benefits –NIHB) Program provides coverage to all eligible First Nation and Inuit clients regardless of their sex, gender, age, income or geographic location. The NIHB Program recognizes that a large number of clients live in rural, remote or isolated communities, and face unique challenges in gaining access to medically necessary health services. Similarly, while men and women access benefits at similar rates, across all age groups, their utilization patterns differ. Where demand is less than anticipated, reasons for the reduced uptake are explored, in collaboration with First Nation and Inuit partners, to identify and address any potential barriers that may be impacting access to benefits.

To align the registration and card issuance program with the Policy Direction to Modernize the Government of Canada's Sex and Gender Information Practices, the department will be introducing non-intrusive, flexible documentation options and a non-binary gender identifier to the SCIS. This policy direction aims to support a Government of Canada initiative to reflect increasing recognition of gender diversity, to improve consistency across federal-provincial-territorial identity documents and to respond to complaints under the Canadian Human Rights Act. It is anticipated that the gender identifier X will be incorporated into the SCIS in 2020-21.

Departmental Result: Quality and timely services are delivered directly to Indigenous peoples
Performance indicators	Target	Date to achieve target	2019–20 Actual results	2018–19 Actual results	2017–18 Actual results
Percentage of First Nations adults who rate the quality of health care services delivered in their community as good or excellent	57%^a	March 2023	55.2%^b	55.2%^b	55.2%^b
Percentage of prior approval requests for medication coverage completed within 24 hours	100%	March 2020	99.6%	Not applicable^c	Not applicable^c
Percentage of eligible First Nations and Inuit who received at least one non-insured health benefit in a year	74%	March 2022	72.9%	72.6%	72%
Percentage of eligible applicants issued a Secure Certificate of Indian Status within the 16 weeks from the application date	90%	March 2021	94%	Not applicable^d	Not applicable^d
^a The target of 57% was established in May 2019 using data from the Regional Health Survey. ^b Data is based on survey results with a 5-year cycle. Last available data is from the 2015-16 Regional Health Survey. ^c This is a new indicator introduced in the 2019-20 Departmental Plan. ^d The Individual Affairs Program and associated indicator were transferred from CIRNAC to ISC in July 2019.

Departmental Result: Health services delivered to Indigenous peoples contribute to improved health outcomes
Performance indicators	Target	Date to achieve target	2019–20 Actual results	2018–19 Actual results	2017–18 Actual results
Percentage of First Nations and Inuit adults who reported being in very good or excellent health	50%^a	March 2028	First Nations: 37.8%^b Inuit Nunangat: 36.9%^c	First Nations: 37.8%^b Inuit Nunangat: 36.9%^c	First Nations: 37.8%^b Inuit Nunangat: 36.9%^c
^a The target has been disaggregated and revised to 44% for First Nations and Inuit for 2020-21. These targets were derived from results of the latest cycles of the First Nation's Regional Health Survey at 37.8% for First Nations adults (RHS 2015-16) and the Aboriginal Peoples Survey at 36.9% for Inuit adults living in Inuit Nunangat (APS 2017). Since these surveys are conducted every 5 years this last survey cycle has shown a decrease in self-reported health. ^b Data is based on survey results with a 5-year cycle. Last available data is from the 2015-16 Regional Health Survey. ^c Data is based on survey results with a 5-year cycle. Last available data is from the 2017 Aboriginal Peoples Survey.

Budgetary financial resources (dollars)
2019–20 Main Estimates	2019–20 Planned spending	2019–20 Total authorities available for use	2019–20 Actual spending (authorities used)	2019–20 Difference (Actual spending minus Planned spending)
1,963,612,086	1,963,612,086	1,998,722,464	1,865,336,041	-98,276,045

The difference between 2019-20 Planned and Actual Spending primarily reflects lower than anticipated expenditures for non-insured health benefits for First Nations and Inuit due to the demand-driven nature of the program. This decrease is offset by the transfer from CIRNAC for the Individual Affairs Program as per Order in Council P.C. 2019-1109.

Human resources (full-time equivalents)
2019–20 Planned full-time equivalents	2019–20 Actual full-time equivalents	2019–20 Difference (Actual full-time equivalents minus Planned full-time equivalents)
1,165	1,528	363

The difference between Planned and Actual FTEs is mainly due to portions of the federal public administration, primarily the Individual Affairs Program that was transferred from CIRNAC to ISC as per Order in Council P.C. 2019-1109.

Health and Social Services

Description:

These services are primarily delivered in partnership with Indigenous communities and organizations, provinces/territories and agencies. Together, they focus on the health and wellbeing of 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.

Results:

1. Indigenous peoples and communities are healthier

Removing barriers to improving the health and well-being of Indigenous people is fundamental to reconciliation. ISC continued working with Indigenous partners to address public health concerns, including chronic and communicable diseases, and to respond to unacceptable health gaps.

In 2019-20, ISC supported the advancement of the Inuit Tuberculosis (TB) Elimination Framework by increasing access to critical medications. Inter-jurisdictional work also established mobile screenings for active and latent TB infections in communities across Nunangat.

Communicable Disease Control and Management Program

In 2019, Gender-based analysis was incorporated into the response of syphilis outbreaks across the country. Data revealed compelling differences in how the outbreaks manifested themselves among subpopulations in First Nations communities compared to that of the general population. GBA+ was considered through the design of data collection, to data analysis, and to the mechanisms used in supporting regions to address the outbreak.

ISC supported education programming and awareness of sexually transmitted and blood borne infections (STBBI) through continued support of the Canadian Aboriginal Acquired Immunodeficiency Syndrome (AIDS) Network, Native Women's Association of Canada, and Pauktuutit Inuit Women of Canada in their development of culturally safe models and frameworks to address STBBIs.

ISC continues to place focus on developing programs in high incident regions including Human Immunodeficiency Virus (HIV)/hepatitis C education (Ontario); harm reduction as well as work with partners on sexual health and delivery of messaging on all sexual orientation (Manitoba); STBBI education for elementary, middle, high schools (Saskatchewan); and involvement with provincial outbreak programs for syphilis (Alberta).

ISC worked with Inuit partners and 10 other federal departments to support the implementation of the 2019-20 Inuit-Crown Food Security Work Plan, which included identifying federal programs with the potential to improve food security in Inuit Nunangat. ISC continued to fund for First Nations and Inuit communities to promote healthy eating and to improve access to healthy food. Funding was also secured from the Climate Change Health Adaptation Program for 51 new communities (48 in the South and 3 in the North) to participate in community or region-based projects related to climate change and health. In 2019-20, ISC began collaborative work with First Nations on the implementation of a longitudinal study of Food Environment Health and Nutrition of First Nations Children and Youth.

ISC worked to advance health partnerships with respect to the increased use of problematic substances resulting in the alignment of regional and national priorities. In 2019-20, the department continued to advance service provisions for both Maternal Child Health and Fetal Alcohol Spectrum Disorder programming.

Finally, in support of the government's efforts to advance reconciliation, ISC continued to advance the AFN Health Transformation Agenda. In June 2019, the Métis Nation and Canada renegotiated the 2018 MOU on Developing a Canada-Métis Nation Health and Wellness Sub-Accord as a means to re-affirm Canada's commitment to support shared Métis Nation health priorities. In January 2020, a joint 5-year evaluation of the British Columbia Tripartite Framework Agreement on First Nations Health Governance was released, which saw progress for First Nations influencing and gaining investments within the provincial healthcare system.

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

Responding to the needs of First Nations communities on reserve requires a holistic approach to social services delivery. This includes family wellness and togetherness, mental wellness supports, and support for employability and participation in the workforce. To address program and service gaps, ISC continued to work with partners to improve access to effective and culturally relevant health care services in key areas such as mental wellness and children's health.

In 2019-20, ISC worked with partners to co-develop the Act respecting First Nations, Inuit and Métis children, youth and families (the Act), which came into force on January 1, 2020.

The Act:

affirms the rights of Indigenous peoples to exercise jurisdiction over child and family services;
enables Indigenous groups and communities to transition toward exercising jurisdiction over child and family services at a pace that they choose;
establishes national principles, such as the best interests of the child, cultural continuity and substantive equality;
guides the provision of child and family services for Indigenous children; and
contributes to the implementation of the United Nations Declaration on the Rights of Indigenous Peoples.

In 2019-20, ISC invested approximately $1.7 billion for child and family services agencies to address current needs, with an emphasis on prevention.

Canada's commitment to the implementation of Jordan's Principle has had significant impact in the lives of First Nations children and families. Responding to the Truth and Reconciliation Commission recommendation 4, First Nations and Inuit children can request Jordan's Principle funding to support them to access health, education or social products, services and supports that make a difference in their ability to thrive.

Jordan's Principle has seen unprecedented growth in demand for products, services and supports since its implementation in 2016. The total number of approved requests in 2016-17 were 4,940; in 2017-18 requests increased to 76,891, in 2018-19 to 140,332, and in 2019-20 requests totaled 350,078. Respectively, annual expenditures under Jordan's Principle increased from $15.2 million in 2016-17, $155.5 million in 2017-18, $385.2 million in 2018-19, to $543.7 million in 2019-20. In 2019-20, there was a higher percentage of individual request approvals for boys at 58% than for girls and 35% of all approvals for individual requests were for boy aged 3 to 11 years old. Approval requests in the categories of oral health, orthodontic and transportation needs was higher for girls than boys. Through Jordan's Principle, First Nations boys and girls can access the supports they need, when they need them.

The increased demand is for the most part attributable to extensive advertising and promotion and the expansion of Jordan's Principle scope, resulting from a series of rulings and orders issued by the Canadian Human Rights Tribunal between 2016 and 2020 and Canada's commitment to the well-being of First Nations Children. ISC also worked with the First Nations Child and Family Caring Society, the AFN, Nishnawbe Aski Nation, and the Chiefs of Ontario on a framework for implementing the compensation order issued by the Canadian Human Rights Tribunal in September 2019.

ISC continued to stabilize mental wellness through investments of $30 million to provide rapid response services and crisis coordination with a focus on vulnerable communities. A total of 63 Mental Wellness teams have been funded to provide mental health support and services for the 344 communities they serve, as well as mobile crisis and interventions for vulnerable communities in need. The Hope for Wellness Line continued to see strong uptake, and adapted its service to address the unique needs of individuals impacted by forced and coerced sterilization.

Reforms to income assistance were addressed through First Nations-led engagement sessions. ISC provided the opportunity to organizations from all Regions to host engagement activities and funded 10 regional First Nation organizations. As a result, a draft national engagement summary report was provided to communities and organizations for validation.

The Assisted Living Program received $8.5 million from Budget 2019 for the engagement on the continuum of long-term care and to support program modernization. An engagement process to co-develop a new and more holistic long-term care strategy was initiated with national First Nations and Inuit organizations, including preparations for pre-engagement discussions in each region.

3. Indigenous students receive an inclusive and quality education

Gaps in education achievements prevent Indigenous peoples from contributing towards and fully benefiting from the Canadian economy and society. ISC worked with Indigenous partners to minimize these socio-economic inequities and improve educational program delivery.

The department implemented a new policy framework for the funding of First Nations elementary and secondary education highlighted by:

a series of new, formula-based, regional funding models to ensure that students attending First Nations schools were supported by predictable funding comparable to students in provincial education systems,
regional increases in funding of up to 39%, and
increased investments in First Nations language and cultural programming and full-time kindergarten at on reserve schools.

The Education Partnerships Program provided approximately $40 million in funding for First Nations and First Nation Organizations to support organizational capacity and governance development. The program also supported the development of partnerships between First Nations and provincial and territorial education systems to improve student outcomes. Under the new policy framework, ISC signed two Regional Education Agreements in 2019-20 in Alberta; the Kee Tas Kee Now Tribal Council Education Authority Regional Education Agreement and the Sunchild First Nation Regional Education Agreement. Indigenous post-secondary education was further supported in 2019 through new investments totaling $824 million over 10 years. This provided direct financial support for First Nations, Métis Nation and Inuit students, as well as funding to increase regional and governance capacities to support service delivery.

Post-Secondary Programs and Strategies

Enhancements made to the First Nation Post-Secondary Student Support Program, as well as the implementation of a new Inuit post-secondary education strategy and a Métis Nation Post-Secondary education strategy, supported more Indigenous students in attaining a quality education. Such efforts promoted increased education levels with the potential to reduce the gap between Indigenous and non-Indigenous employment rates and median income levels. Investments in education and training also have the potential to support Canada's socio-economic growth and long-term prosperity and could close the economic gap while raising Canada's Growth Domestic Product by 1.5%. This will ensure inclusive outcomes for Canada's Indigenous population with regard to Quality Education, Reduce Inequalities and Decent Work and Economic Growth targets.

Departmental Result: Indigenous peoples and communities are healthier
Performance indicators	Target	Date to achieve target	2019–20 Actual results	2018–19 Actual results	2017–18 Actual results
Active tuberculosis incidence rate among Inuit living in Inuit Nunangat	Three-year average of 0 cases per 100,000 population	March 2030	200.0 (2015-2017) 189.9 (2014-2016) 181.3 (2013-2015)^a	Not applicable^b	Not applicable^b
Active tuberculosis incidence rate among First Nations on reserve	Three-year average of 22 cases per 100,000 population	March 2028	26.3 (2015-2017) 26.5 (2014-2016) 26.7 (2013-2015)^a	Not applicable^b	Not applicable^b
Rate of newly reported cases of HIV among First Nations	Three-year average of 19 cases per 100,000 population	March 2028	15.0 (2016-2018) 13.6 (2015-2017) 13.2 (2014-2016)^c	Not applicable^b	Not applicable^b
Percentage of First Nations adults with diabetes accessing newer, novel medications and not on insulin	20%	March 2020	24.5%	Not applicable^b	Not applicable^b
^a Latest tuberculosis data provided by the Canadian Tuberculosis Reporting System (CTBRS), Public Health Agency of Canada, 2010-2017. The CTBRS is a case-based surveillance system that maintains non-nominal data on people diagnosed with active TB disease in Canada. Data is collected annually from the provinces and territories, analyzed by the Public Health Agency of Canada, and validated by each province and territory. Note that this data does not include British Columbia. ^b This is a new indicator introduced in the 2019-20 Departmental Plan. ^c Latest HIV data provided by the National HIV/AIDS Surveillance System (HASS), Public Health Agency of Canada, 2011-2018. The HASS system is a passive case-based surveillance system that collates data voluntarily submitted to the Public Health Agency of Canada from all provincial and territorial public health authorities. Note that this data does not include British Columbia, Quebec, and Saskatchewan as ethnicity data are either not reported by these provinces or not disaggregated by Indigenous subgroup. Therefore, data should be interpreted with caution.

Departmental Result: Indigenous peoples receive social services that respond to community needs
Performance indicators	Target	Date to achieve target	2019–20 Actual results	2018–19 Actual results	2017–18 Actual results
Percentage of First Nations and Inuit communities with access to mental wellness team services	50%	March 2020	50%	50%	47%
Percentage of First Nations communities offering family support services aimed at keeping families together	To be established with partners by March 2020^a	To be established with partners by March 2020^a	51%	Not applicable^b	Not applicable^b
Percentage of First Nations children on reserve in care	To be established with partners by March 2021^c	To be established with partners by March 2021	Not available^d	5.77%	5.6%
Percentage of residents living on reserve who are supported through Income Assistance^e	To be established with partners by March 2023^f	To be established with partners by March 2023	Not available^g	27.7%	Not available
Number of individuals who received services under Urban Programming for Indigenous Peoples	To be established with partners by June 2019^a	To be established with partners by March 2020^a	Not available^h	Not applicable^b	Not applicable^b
^a Efforts are underway to establish targets in the context of co-development and engagement with Indigenous partners rather than being set unilaterally. ^b This was a new indicator introduced in the 2019-20 Departmental Plan. ^c The Department continues to engage with Indigenous partners including the Consultation Committee on Child Welfare and the National Advisory Committee on First Nations Child and Family Services Program Reform to examine the suite of Program outcomes and their indicators. The Institute of Fiscal Studies and Democracy (IFSD) also recently released a report with wide-ranging recommendations for reforming the delivery of First Nations child and family services. Ongoing discussions with partners and consideration of IFSD's recommendations will help form the basis for a new performance measurement framework and options for a new Program funding methodology. A target date for implementing new measures is to be determined. ^d Based on the current reporting cycle, the most recent finalized data is from 2018-19. ^e This indicator has been slightly reframed for 2019−20; however, the data collection methodology remains the same. Previously the indicator was reported as: Income Assistance Dependency Rate. ^f A national engagement process and joint technical working group with the Assembly of First Nations is underway to co-develop indicators and targets. In the meantime, the department will aim to decrease the percentage. ^g Data compilation and reporting for this program is typically one year behind the year it covers. ^h Final Activity Reports to be completed by Urban Programming for Indigenous Peoples recipients have been delayed due to COVID-19. Without these reports, the result cannot be provided and the target cannot be identified.

Departmental Result: Indigenous students receive an inclusive and quality education
Performance indicators	Target	Date to achieve target	2019–20 Actual results	2018–19 Actual results	2017–18 Actual results
Number of First Nations students who are provided full-day kindergarten services in First Nations administered schools	To be established by March 2021^a	March 2022^b	8,089^c	Not applicable	Not applicable
Percentage of students attending First Nations administered schools who are taught at least one subject in a First Nations language	89-93%^b	March 2022^b	82.0%	88.6%	Not applicable
Percentage of First Nations on reserve students who graduate from secondary school^d	To be established by March 2021^a	To be established by March 2021	39.9%^e	40.5%^e	41%^e
Number of funded First Nations, Inuit, Métis students who graduate with a post-secondary degree/diploma/certificate^f	First Nations: 4,110-4,494 Inuit: 50 Métis: To be established with partners by March 2021^g	March 2025^g	3,602^e	3,852^e	3,686^e
^a Efforts are underway to establish targets in the context of co-development and engagement with Indigenous partners rather than being set unilaterally. ^b The target and/or date to achieve have been established, as reported in the 2020-21 Departmental Plan. ^c Due to programming changes, 2019-20 was the first year of data collection and reporting on this indicator. ^d This indicator has been slightly reframed for 2019−20. Previously the indicator was reported as: Percentage of funded First Nations students ordinarily resident on reserve who graduate from high school. e- Due to the program reporting cycle, which is based on the school year, data is reported in the year after it is received. ^f This indicator has been reframed for 2019−20 to include Métis as well as First Nations and Inuit students. In years prior to 2019−20, the indicator only included First Nations and Inuit students, which was reflective of programming at that time. ^g A portion of the target has been established, as reported in the 2020-21 Departmental Plan. Efforts are underway to establish the remaining target in the context of co-development and engagement with Métis partners rather than being set unilaterally.

Budgetary financial resources (dollars)
2019–20 Main Estimates	2019–20 Planned spending	2019–20 Total authorities available for use	2019–20 Actual spending (authorities used)	2019–20 Difference (Actual spending minus Planned spending)
4,611,510,367	4,611,510,367	6,902,880,346	6,562,978,810	1,951,468,443

The difference between 2019-20 Planned and Actual Spending primarily reflects an incremental funding provided through Supplementary Estimates, Budget Implementation Vote and Treasury Board Vote 10 for:

Health, social and education services and support for First Nations children under Jordan's Principle and for supporting Inuit children through the Inuit Child First Initiative;
Child and Family Services;
First Nations, Inuit and Métis Nation post-secondary students and to develop regional post-secondary strategies for First Nations (Budget 2019);
Indigenous Early Learning and Child Care Framework; and
Assisted Living on reserve (Budget 2019).

This increase also reflects an internal reallocation of resources:

from the New Fiscal Relationship grant. The unused funding from the grant projection of $1.5 billion is returned to programs scoped into the grant and made available to First Nations via other funding mechanisms.

The increase is offset by the deferral of funding to future years, such as:

Child and Family Services; and
Health, social and education services and support for First Nations children under Jordan's Principle.

Human resources (full-time equivalents)
2019–20 Planned full-time equivalents	2019–20 Actual full-time equivalents	2019–20 Difference (Actual full-time equivalents minus Planned full-time equivalents)
1,318	1,460	142

The difference between Planned and Actual FTEs is mainly due to staffing for the Jordan's Principle program which received funding via the Budget Implementation Vote. Additional staffing increases were due to the reform of the First Nations Child and Family Services program and the implementation of C-92, An Act respecting First Nations, Inuit and Métis children, youth and families.

Governance and Community Development Services

Description:

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 and financial management. They also include support for and investments in community infrastructure, land and resource management, and economic development.

Results:

1. Indigenous communities advance their governance capacity

In 2019-20, ISC supported First Nations communities in developing strong, effective, sustainable governments. Investments of $22.9 million were made through the "New Fiscal Relationship: Strengthening First Nations Institutions and Community Capacity" in support of pilot projects to strengthen governance and community planning capacity in First Nations. The Indigenous Governance and Capacity Program utilized an experimental process to demonstrate that governance capacity is strengthened through community-led planning. While funding concluded in March 2020, initial results of these efforts indicated positive outcomes such as increased governance capacity and trust between leadership and community; growing community involvement; and improved communication and leadership accountability. In total, investments of $71.1 million were made through the Indigenous Governance and Capacity Program to support ongoing costs of First Nations governance, including Band Support Funding ($24 million), Professional and Institutional Development ($24.2 million), and community-led planning pilot projects ($22.9 million).

Governance capacity includes the ability for First Nations to elect their leaders outside of the established parameters of the election provisions of the Indian Act by developing and implementing unique custom election codes and holding chief and council elections on community ratified democratic rules. In 2019-20, 3 First Nations successfully completed this process and were removed from the election provisions of the Indian Act. In addition, 6 First Nations were added to the schedule of First Nations conducting elections under the First Nations Elections Act.

2. Indigenous peoples have reliable and sustainable infrastructure

ISC continued supporting communities by investing in reliable and sustainable infrastructure. Investments in clean drinking water, sustainable housing, and durable health facilities supported economic growth and the well-being of Indigenous communities such as:

investments of over $1.64 billion as of March 2020 to advance 619 water and wastewater projects affecting 581 First Nation communities (331 projects now completed). The department also worked with communities to ensure effective management and maintenance of existing water systems on reserves, and that new water infrastructure would better meet the needs of communities;
from April 1, 2019 to March 31, 2020, a total of 8 long-term drinking water advisories were eliminated on public systems on reserves (7 lifted and 1 deactivated), for a total of 88 advisories lifted since November 2015 (61 advisories remain in effect; down from 105 in 2015). During this period, 33 short-term drinking water advisories (in effect between 2-12 months) were also revoked, preventing them from becoming long-term. Initiatives are underway to address all remaining long-term drinking water advisories on reserve; and
continued support for the AFN and their engagement with First Nations partners on the co-development of a legislative framework for safe drinking water. The department also continued to co-develop a long-term water and wastewater strategy with First Nations partners to ensure the sustainability of water and wastewater on reserve beyond 2021.

With respect to sustainable housing, ISC continued to co-develop the 10-Year National First Nations Housing and Related Infrastructure Strategy with First Nations and federal partners. ISC supported the AFN-led data collection to inform the planning and costing of the Strategy. Continued funding for housing innovation helped to advance First Nations housing program reforms. Manitoban First Nations, in partnership with ISC, led the Indigenous Housing Capacity Enhancement & Mobilization Initiative which provided a collaborative platform between government departments and housing stakeholders and empowered First Nations to address and improve housing conditions and challenges.

First Nations school infrastructure received funding for the completion of 4 new schools and renovations or upgrades to 30 existing schools. Since 2016, $985.5 million has been invested in school facilities resulting in 19 new schools constructed and renovations/upgrades for 63 existing schools. ISC continued to support First Nations health facilities through the funding of multi-year capital projects and high priority repairs. The department initiated 3 major capital projects and supported the completion of 8 addictions treatment centre renovation and expansion projects. Since 2016, ISC has supported the completion of 39 major capital projects for First Nation health facilities. The department is continuing work as a partner in health facility planning and design; and for those communities that experienced funding delays, ISC is pursuing alternative funding sources for further advancement.

eHealth Program

Investments in digital health innovation helped address fundamental components of quality health care in First Nation communities including improved connectivity and telehealth services. The ISC eHealth program increased access to pre-natal care and post-natal care and alleviated the burden of some women from leaving their community and families for extended periods of time.

As of spring 2020, there were 265 active telehealth sites at the community level offering a wide range of services including tele-visitation for family members, tele-education for workers and community members, tele-diabetes and tele-mental health.

In 2019-20, there were over 19,000 successful telehealth sessions conducted in First Nations communities with clinical sessions representing roughly 75% of all sessions.

In 2019–20, ISC supported Canada's commitments under the Pan-Canadian Framework for Clean Growth and Climate Change by maximizing First Nations' access to funding that supported greenhouse gas emissions reductions and improved community resilience to climate change. Investments of $12 million through the First Nations Infrastructure Fund and Gas Tax Fund supported 17 projects that protect First Nations communities from immediate climate-related hazards, such as flooding and shoreline erosion. ISC also supports the realization of diesel reduction and elimination projects is ongoing towards reducing community reliance on diesel generated electricity.

Through the First Nations Infrastructure Fund, ISC provided funding to communities on reserves for infrastructure projects, such as planning and skills development, structural mitigation and energy systems that reduce dependency on diesel-powered electricity.

In 2019-20, ISC provided $3.15 million to 6 communities as part of the Wataynikaneyap Power Project in order to prepare them for their connection to the provincial grid. This included upgrades of electrical distribution systems to provincial standards and support, and transfers of ownership of the electrical system assets from the Independent Power Authority to the Hydro One Remote Communities Inc.

A trilateral MOU for Emergency Management Services was signed in British Columbia on April 27, 2019 to address previous gaps in services that adversely affected First Nations communities.

Budget 2019 committed $211 million over 5 years for on reserve Emergency Management resulting in the funding for 350 non-structural mitigation projects, 53 FireSmart First Nation partner projects, and the hiring of 39 emergency management coordinator positions. In addition, Budget 2019 committed $79.9 million over five years to establish and coordinate Health Emergency Management services to support emergency preparedness and mitigation initiatives.

3. Land and resources in Indigenous communities are sustainably managed*

In July 2019, the Lands and Economic Development Programs were transferred from CIRNAC (as per Order in Council P.C. 2019-1109). This transfer to ISC brought along programming and services associated with land, resource and environmental management.

ISC sought to modernize a regulatory regime that supported oil and gas development on First Nation lands and worked in partnership with the Indian Resource Council to develop the Indian Oil and Gas Regulations, which came into force on August 1, 2019.

ISC continued to focus its support in other environmental and land management practices through:

conducting environmental assessments of 143 active/suspected contaminated sites and remediation activities on 150 sites, while closing 33 sites;
updating the Environmental Review Process tools to ensure compliance with the Impact Assessment Act and improve efficiency of environmental reviews of projects on reserve;
providing grants and contribution support directly to First Nations communities to enable them to manage their land, natural resources and environment through First Nations Land Management ($25.2 million) and Reserve Land and Environmental Management Program ($12.6 million);
providing support to the Lands Advisory Board, First Nations Land Management Resource Centre, and the National Aboriginal Lands Managers Association to support communities to build land and environmental management capacity including providing support to 12 new signatories to the Framework Agreement on First Nation Land Management;
planning of land-use continued in 2019-20 for 21 First Nations communities; and
investing $99.2 million to support improvements in solid waste management such as infrastructure, programing, operation and maintenance, education and awareness activities. As a result, 23% of First Nations now have adequate solid waste management systems, an improvement from 12% in 2018-19.

Through these initiatives and investments, ISC made progress in supporting Indigenous capacity building related to developing and fostering sustainable economic development and environmental protection in Indigenous communities.

*The Lands and Economic Development Programs were formerly with CIRNAC, for which all elements are now fully delivered by ISC.

4. Indigenous communities build economic prosperity*

The Lands and Economic Development Programs support economic prosperity for Indigenous peoples by working with Indigenous communities, nations, businesses, institutions and governments to provide a range of services and supports that promote the growth of strong Indigenous participation in economic development and the business sector.

In 2019-20, ISC provided support and investments to Indigenous communities for the pursuit of economic development opportunities and the delivery of services through:

the Community Opportunity Readiness Program, which provided $26 million for 24 large scale projects including the expansion of a fisheries plant;
the Community Economic Development Initiative, which developed 16 partnerships involving 26 First Nations and 24 municipalities to establish joint economic strategies, including a partnership between the city of Yellowknife and the Yellowknives Dene First Nation;
the Aboriginal Entrepreneurship Program, administered by the National Aboriginal Capital Corporation Association and Métis Capital Corporations, which supports Indigenous businesses and is focusing on increasing the participation of Indigenous women entrepreneurs;
increasing the capacity of the Aboriginal Entrepreneurship Program by working with the National Aboriginal Capital Corporation Association to access the $17 million included in Budget 2019 and bringing the program budget for 2021-22 and 2022-23 from $28 million to approximately $36 million per year;
advancing the shift to distinctions-based delivery of support for Indigenous entrepreneurship, and working with the Métis Capital Corporations to allocate $5 million from the Aboriginal Entrepreneurship Program budget for their use and access the $50 million in loan capital they received in Budget 2019;
the Indigenous Growth Fund, which is receiving up to $100 million from Budget 2019 to leverage greater access to capital for the network of Aboriginal Financial Institutions and Métis Capital Corporations;
Indigenous entrepreneurs, as well as the Métis Economic Development Strategy which received $25 million over five years (to 2021) for its development and implementation; and
the Indigenous Entrepreneurship Program, Business Opportunities stream, which provided $4.3 million for 19 projects to support Indigenous businesses and the capacity of Indigenous business development organizations.

The First Nations Infrastructure Institute was created to support First Nations to plan, procure, finance, construct and maintain infrastructure on their lands. This provides an opportunity to ensure that First Nations own and control their infrastructure projects to meet their unique needs, while building institutional capacity, working to close the infrastructure gap and contributing to economic prosperity.

In 2019-20, the department continued to work in partnership with Innovation, Science and Economic Development Canada on the Innovative Solutions Canada program, which will help develop a domestic market for early-stage, pre-commercial innovations developed by Indigenous businesses and will provide a mechanism for government to partner with innovative Indigenous businesses on the creation of unique intellectual property.

* The Lands and Economic Development Programs were formerly with CIRNAC, for which all elements are now fully delivered by ISC.

Departmental Result: Indigenous communities advance their governance capacity
Performance indicators	Target	Date to achieve target	2019–20 Actual results	2018–19 Actual results	2017–18 Actual results
Percentage of First Nations with a completed community-led plan	35%	March 2020	37%	Not applicable	Not applicable

Departmental Result: Indigenous peoples have reliable and sustainable infrastructure
Performance indicators	Target	Date to achieve target	2019–20 Actual results	2018–19 Actual results	2017–18 Actual results
Number of long-term drinking water advisories affecting public water systems on reserve	0	March 2021^a	61	59	69
Percentage of First Nations housing that is adequate as assessed and reported by First Nations^b	75%	March 2020	72.7%^c	75%^c	75%^c
Percentage of First Nations schools with a condition rating of "good" or "new"	65%	March 2025	59%	60%	59%
Percentage of First Nations health facilities with a condition rating of "good"	60%^d	March 2021^d	87%	Not applicable	Not applicable
Number of First Nations communities located on reserves that rely on ISC funded diesel for electricity generation	24	March 2025	38	Not applicable	Not applicable
Percentage of long-term evacuees who have returned home or have a scheduled date within two years after their evacuation	100%	March 2020	82.7%^f	95.4%	Not applicable
^a Initiatives are underway to address all remaining long-term drinking water advisories on reserve. ^b This indicator measures outcomes of housing assessments reported as adequate on an annual basis. ^c The annual result is based on finalized data from the previous fiscal year. The result for 2020-21 will be reported by First Nations communities in early 2021 through the Community Infrastructure and Housing Annual Report. ^d The target and date to achieve have been established, as reported in the 2020-21 Departmental Plan. ^e The 3-year timeframe covered for this reporting period includes inspection reports from 2016-17 to 2018-19 completed pursuant to the Asset Condition Reporting System process. Does not include regional inspections conducted by the Branch during these years. ^f This was a new indicator introduced in the 2019-20 Departmental Plan. Data was available to provide a result for the previous 2018-19 fiscal year. The percentage reflects a combination of variables that impact the repatriation date, such as timeframes for house repairs/replacement events or COVID-19 delays. In cases without a repatriation date, the majority of evacuees will be repatriated within two years. Of note, First Nations experienced over 8 times less long-term evacuees in 2019-20 than the last five-year average. Throughout 2019-20, there were a total of 70 long term evacuees with no scheduled return home date. This includes long-term evacuees from previous years and new evacuees from 2019-20. As of March 31, 2020, 17 long-term evacuees have returned home but the remaining 53 current long-term evacuees do not yet have repatriation dates.

Departmental Result: Land and resources in Indigenous communities are sustainably managed*
Performance indicators	Target	Date to achieve target	2019–20 Actual results	2018–19 Actual results	2017–18 Actual results
Percentage of First Nations with community-led Land Use Plans	27%	March 2021	24%	23.6%^a	Not applicable
Percentage of First Nation communities with adequate solid waste management systems	35%	March 2021	23%	12%^a	Not applicable
Percentage of high risk contaminated sites on reserve where clean-up or containment is occurring to reduce risk	29%	March 2020	41%	23.6%^a	Not applicable
*The Lands and Economic Development Programs were transferred from CIRNAC to ISC in July 2019. ^a Indicator result previously reported by CIRNAC.

Departmental Result: Indigenous communities build economic prosperity*
Performance indicators	Target	Date to achieve target	2019–20 Actual results	2018–19 Actual results	2017–18 Actual results
Number of Indigenous businesses created and/or expanded	1,224	March 2020	1,156^a	1,229^b	1,277^b
Percentage of First Nation communities where non-government revenues represent 25% or more of total revenues	18%	March 2020	Not available^c	13%^b	Not applicable
*The Lands and Economic Development Programs were transferred from CIRNAC to ISC in July 2019. ^a Providing support for Indigenous business development is demand driven and the demand fluctuates from year to year. Although the overall growth in Indigenous business development over multiple years is positive, there may be decreases in any given year. ^b Indicator result previously reported by CIRNAC. ^c Results are based on previous year data. Data collection for 2019-20 has been delayed due to the COVID-19 pandemic.

Budgetary financial resources (dollars)
2019–20 Main Estimates	2019–20 Planned spending	2019–20 Total authorities available for use	2019–20 Actual spending (authorities used)	2019–20 Difference (Actual spending minus Planned spending)
2,542,307,175	2,542,307,175	3,374,171,233	3,328,800,660	786,493,485

The difference between 2019-20 Planned and Actual Spending primarily reflects an incremental funding provided through Supplementary Estimates and Budget Implementation Vote for:

reimbursing First Nations and emergency management service providers for on-reserve response and recovery activities;
supporting ongoing efforts to eliminate and prevent long-term drinking water advisories (Budget 2019); and
Infrastructure projects.

This increase also reflects increased spending resulting from a transfer from CIRNAC related to the Lands and Economic Development Programs, as per Order in Council P.C. 2019-1109, as well as internal reallocation of resources from the New Fiscal Relationship grant. Unused funding from the grant projection of $1.5 billion is returned to programs scoped into the grant and made available to First Nations via program funding mechanisms; and to other programs to meet departmental priorities.

Human resources (full-time equivalents)
2019–20 Planned full-time equivalents	2019–20 Actual full-time equivalents	2019–20 Difference (Actual full-time equivalents minus Planned full-time equivalents)
1,032	1,476	444

The difference between 2019-20 Planned and Actual FTEs is mainly due to portions of the federal public administration, primarily the Lands and Economic Development Programs, which were transferred from CIRNAC to ISC as per Order in Council P.C. 2019-1109.

Indigenous Self-Determined Services

Description:

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

Results:

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

In response to the United Nations Declaration of the Right of Indigenous Peoples and the Truth and Reconciliation Commission's Calls to Action, ISC continued supporting capacity to benefit service improvements, Indigenous communities and organizations capacity to exercise jurisdiction in the design, delivery and management of services.

In 2019-20, ISC along with First Nation partners established a 10-year grant program to advance the New Fiscal Relationship with First Nations and enhance self-determination resulting in 85 First Nations signing funding agreements.

The department along with First Nation partners continued working to establish a new fiscal relationship, that moves towards sufficient, predictable and sustained funding for First Nations communities, a key step in addressing the disparities in the socio-economic conditions between First Nations and other Canadians. Federal Budgets 2018 and 2019 committed over $236 million (through 2024)^{Footnote 2} to support First Nations economic prosperity through new funding policies, revenue generation opportunities, and by strengthening institutions. Actions taken in 2019-20 included:

releasing an interim report from the AFN-ISC Joint Advisory Committee on Fiscal Relations on the co-development of a new fiscal relationship;
improving the measuring and reporting on the closure of socio-economic gaps through the continued development of a National Outcome Based Framework;
committing $2.4 million in funding to the development of a national data governance strategy to establish First Nations data governance centers;
de-escalating 5 First Nations from third party management with a further 20 First Nations currently underway as a result of work with First Nations partners towards a replacement for the department's Default Prevention and Management Policy;
reimbursing the Default Prevention and Management Policy cost to First Nations, which decreased the number of First Nations under the program by approximately 20% between 2018 and 2020.

ISC continued to support the Indigenous groups' exercise of law-making authority in relation to child and family services, and their exercise of associated authority, through various discussions with 30 Indigenous groups. ISC continued to support First Nations goals of achieving self-determination and First Nation control of First Nation education. Under the new policy framework, First Nations have implemented and signed Regional Education Agreements with providers of their choice. These agreements include:

a Letter of Understanding for transportation funding for the British Columbia Tripartite Education Agreement;
advancing capacity building for the Maskwacis Education School Commission including implementing a Universal Foods Program and transportation project; and
successfully establishing the Sunchild Education Authority in Alberta and the Athabasca Denesuline Education Authority in Saskatchewan.

Regarding health transformation projects, ISC supported regional health governance capacity through partnership projects in Quebec, Ontario, Saskatchewan, Manitoba and Nova Scotia. A tripartite MOU was also signed between ISC, the Province of Quebec, and the AFN of Quebec and Labrador to support development of new health and social services health governance model tailored to the realities and needs of Quebec First Nations.

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

ISC continues supporting First Nations self-determined services as they provide greater flexibility to address local needs and work to advance improving socio-economic conditions and quality of life.

ISC has undertaken the development of a Digital Service Strategy aligned to its national data governance strategy with the intent to improve access for over 1.4 million Indigenous peoples to services that focus on individual needs. In addition to the development of a national data governance strategy, ISC explored data governance and sharing partnerships in service areas through a pilot initiative enabling direct access to First Nations education data to generate reports in real time.

Gender-based analysis plus

During the 2019-20 fiscal year, ISC strengthened its Departmental capacity to implement GBA+ through the establishment of a GBA+ focal point team within the Strategic Policy and Partnerships sector. This team will allow for increased support to all ISC programs areas in conducting GBA+, through the provision of expertise and advice, as well as strengthening departmental tools and the importance of GBA+. During 2019-20, ISC and the Advisory Committee on Indigenous Women's Well-being began discussions on existing Indigenous GBA+ tools and the path forward to developing distinctions-based, culturally competent GBA+ tools that can be used by both government and Indigenous organizations. These discussions have laid the ground work for ISC to support partners to further develop and advance the integration of Indigenous-first, distinctions based GBA+ approaches during the 2020-21 fiscal year. ISC made significant progress towards creating more inclusive services and processes to recognize and respect gender diversity during 2019-20. A review of ISC information collection practices was undertaken in line with the Treasury Board Secretariat's Policy Direction to Modernize Sex and Gender Information Practices in the Government of Canada and work was launched to implement the approach. For instance, following the review of gender information practices, the Indian Registration and Band Membership Program determined an individual's sex characteristics is not relevant for service delivery purposes. Work was initiated to introduce a non-binary gender identifier on the Secure Certificate of Indian Status, which will be completed in 2020-21.

Departmental Result: Indigenous peoples control the design, delivery and management of services
Performance indicators	Target	Date to achieve target	2019–20 Actual results	2018–19 Actual results	2017–18 Actual results
Number of eligible First Nations communities that have opted in to a grant to support the new fiscal relationship	100^a	March 2019^a	85	Not applicable^b	Not applicable^b
Number of First Nations communities that have opted in to a self-determined service agreement	To be established by March 2020^c	To be established by March 2020^c	240	Not applicable^b	Not applicable^b
^a The target and date to achieve have since been revised to 115 by March 2021, as reported in the 2020-21 Departmental Plan. ^b This was a new indicator introduced in the 2019-20 Departmental Plan. ^c Target and target date were to be established after the first year of reporting. In the meantime, ISC will aim to achieve an increase.

Departmental Result: Indigenous self-determined services are improving outcomes for communities
Performance indicators	Target	Date to achieve target	2019–20 Actual results	2018–19 Actual results	2017–18 Actual results
Percentage of select indicators with improved results for First Nations communities in a new fiscal relationship funding agreement	Not applicable^a	Not applicable^a	Not available^b	Not applicable	Not applicable
Percentage of select indicators with improved results for First Nations communities in a self-determined service agreement	Not applicable^a	Not applicable^a	Not available^b	Not applicable	Not applicable
^a The establishment of targets is not relevant within the context of self-determined services whereby First Nations have the flexibility to design and deliver services based on their own plans and priorities. In the 2019-20 Departmental Plan, the target and target date were "To be established by March 2020". ^b This was a new indicator introduced in the 2019-20 Departmental Plan. Since 2019-20 was a baseline year, an improvement against the baseline results will be reflected in future reporting.

Budgetary financial resources (dollars)
2019–20 Main Estimates	2019–20 Planned spending	2019–20 Total authorities available for use	2019–20 Actual spending (authorities used)	2019–20 Difference (Actual spending minus Planned spending)
2,350,269,508	2,350,269,508	1,297,567,333	1,297,567,333	-1,052,702,175

The difference between 2019-20 Planned Spending and Actual Spending primarily reflects an internal reallocation of resources to other programs from the New Fiscal Relationship grant. Unused funding from the grant projection of $1.5 billion is returned to programs scoped into the grant and made available to First Nations via program funding mechanisms. The decrease is also due to program expenditures that should have been reported under Self-Determined Services which were reported under Education.

Human resources (full-time equivalents)
2019–20 Planned full-time equivalents	2019–20 Actual full-time equivalents	2019–20 Difference (Actual full-time equivalents minus Planned full-time equivalents)
17	0	-17*
*Note that for 2019-20 actual full-time equivalents and salary dollars for the New Fiscal Relationship program are reflected under Internal Services.

Financial, human resources and performance information for ISC's Program Inventory is available in GC InfoBase. Note that as per the Order in Council P.C. 2019-1109 transfer of programs from CIRNAC to ISC in July 2019, the performance information for the Individual Affairs and Lands and Economic Development Programs will be available under CIRNAC's results in GC InfoBase.

Internal Services

Description:

Internal Services are those groups of related activities and resources that the federal government considers to be services in support of programs and/or required to meet corporate obligations of an organization. Internal Services refers to the activities and resources of the 10 distinct service categories that support program delivery in the organization, regardless of the Internal Services delivery model in a department. The 10 service categories are:

Acquisition Management Services
Communication Services
Financial Management Services
Human Resources Management Services
Information Management Services
Information Technology Services
Legal Services
Material Management Services
Management and Oversight Services
Real Property Management Services

Results:

The Order in Council transfer of programs from CIRNAC impacted the internal services resources between the two departments. A shared internal services model was adopted where services are divided between the departments; one provides the service and the other provides reimbursement for that service. The increase in employees is also reflective of the transfer of positions to ISC as per the Order in Council P.C. 2019-1109.

In 2019-20, ISC continued to support its programs and Canadians by:

collaborating with the AFN, the First Nations Information Governance Centre, and First Nations, in the context of supporting and advancing Indigenous self-determination, on the development of a National Outcomes-Based Framework to help articulate and track the socio-economic gaps between First Nations and non-Indigenous peoples in Canada;
enhancing ISC's web presence through the creation of new webpages, resulting in a 327% increase in page views from the previous year, and further engaging Indigenous peoples through channels such as @GCIndigenous on Twitter and Facebook;
launching a new COVID-19 web presence to communicate prevention methods and tools (in many Indigenous languages), Government of Canada funding availability, updated daily statistics of confirmed cases on reserve, and other pertinent information for Indigenous communities;
continuing to recruit Indigenous students from the Public Service Commission's (PSC) program, and collaborating with organizations through the Indigenous Ambassadors Initiative to support Indigenous workforce renewal and provide more information about careers in the federal public service;
creating a Treaty Pay Indigenous Student Employment program, in collaboration with PSC, to provide an opportunity for Indigenous students to visit remote communities, be part of a historic tradition, and gain treaty knowledge;
enabling the government's digital vision and working closely with Shared Services Canada and private sector partners toward an open and service-oriented organization;
collaborating closely with Treasury Board Secretariat to ensure Indigenous interests were front and center in a new Directive on the Management of Real Property; and
implementing initiatives, tools and processes aimed at encouraging the use of Indigenous businesses in departmental acquisitions.

Budgetary financial resources (dollars)
2019–20 Main Estimates	2019–20 Planned spending	2019–20 Total authorities available for use	2019–20 Actual spending (authorities used)	2019–20 Difference (Actual spending minus Planned spending)
110,917,383	110,917,383	240,301,175	219,866,093	108,948,710

The difference between 2019-20 Planned Spending and Actual Spending primarily reflects an incremental funding provided through Supplementary Estimates for internal support services and a transfer from CIRNAC for internal services as per Order in Council P.C. 2019-1109.

The increase also reflects and internal reallocation of resources from other programs to address funding pressures in internal support services, such as Information Technology; Legal Services (billings from the Department of Justice for work on litigation files of ISC); Management and Oversight; Financial Management; and Material Management.

Human resources (full-time equivalents)
2019–20 Planned full-time equivalents	2019–20 Actual full-time equivalents	2019–20 Difference (Actual full-time equivalents minus Planned full-time equivalents)
736	1,229	493

ISC and CIRNAC operate a shared internal services model where the internal services functions are divided between the two departments. The department providing the service will then charge the other for the service. The difference between Planned and Actual full-time equivalents primarily reflects the transfer of positions to ISC as per the Orders in Council P.C. 2019-1109.

Analysis of trends in spending and human resources

Actual expenditures

The following graph presents planned (voted and statutory spending) over time.

Note: Due to rounding, figures may not add to totals shown.

The spending trend shown in the table above reflects the partial year of actual expenditures in 2017-18 as Indigenous Services Canada was established on November 30, 2017 as per the Orders in Council.

The 2018-19 actual spending is significantly higher than the 2017-18 actual spending as it reflects the full year of actual expenditures in 2018-19 compared to the partial year of actual expenditures in 2017-18.

The 2019-20 actual spending was $13,274.5 million, a net increase of approximately $1,687.5 million over 2018-19. This is primarily due to:

an increase in funding related to the transfer from CIRNAC primarily for the Individual Affairs Program, Lands and Economic Development Programs and internal services as per Order in Council P.C. 2019-1109;
a net increase in funding for the elementary and secondary as well as post-secondary education programs;
a net increase in funding for Child and Family Services;
a net increase in funding for health, social and education services and support for First Nations children under Jordan's Principle and for supporting Inuit children through the Inuit Child First Initiative;
a net increase in the approved funding profile for the non-insured health benefits for First Nations and Inuit; and
a net increase in the approved funding profile for various other programs such as emergency management, income assistance, infrastructure, and health programming.

Spending is expected to decrease by $1,477.3 million by 2022–23, compared to 2019-20, due to changes in the approved funding profiles and sunsetting initiatives. Note that decisions on the renewal of the sunset initiatives will be taken in future budgets and reflected in future estimates. The major items are as follows:

a net decrease in funding for health, social and education services and support for First Nations children under Jordan's Principle (sunsetting in 2021-22) and for supporting Inuit children through the Inuit Child First Initiative;
a net decrease in funding for the First Nations Water and Wastewater Enhanced Program and to improve monitoring and testing of on reserve community drinking water (Budget 2016, Budget 2018 and Budget 2019);
a net decrease in funding for Child and Family Services;
a decrease in funding for infrastructure projects in Indigenous communities;
a sunset (in 2021–22) of funding provided in Budget 2016 to support the Enhanced First Nations Education Infrastructure Fund;
a net decrease in funding related to Emergency Management Assistance activities; and
a net increase in funding for the elementary and secondary as well as post-secondary education programs.

Decisions on the renewal of the sunset initiatives will be taken in future budgets and reflected in future estimates.

Budgetary performance summary for Core Responsibilities and Internal Services (dollars)
Core responsibilities and Internal Services	2019–20 Main Estimates	2019–20 Planned spending	2020–21 Planned spending	2021–22 Planned spending	2019–20 Total authorities available for use	2019–20 Actual spending (authorities used)	2018–19 Actual spending (authorities used)¹	2017–18 Actual spending (authorities used)¹
Services and Benefits to Individuals	1,963,612,086	1,963,612,086	1,835,650,316	1,896,999,215	1,998,722,464	1,865,336,041	1,678,872,561	648,354,601
Health and Social Services	4,611,510,367	4,611,510,367	5,426,092,193	5,480,367,554	6,902,880,346	6,562,978,810	6,208,068,152	1,927,149,993
Governance and Community Development Services	2,542,307,175	2,542,307,175	3,010,800,872	2,013,012,826	3,374,171,233	3,328,800,660	3,062,438,396	1,524,992,985
Indigenous Self-Determined Services	2,350,269,508	2,350,269,508	2,369,018,506	2,415,647,496	1,297,567,333	1,297,567,333	491,076,435	116,729,933
Budget Implementation vote – unallocated authorities	Not applicable	Not applicable	Not applicable	Not applicable	19,088,263	Not applicable	Not applicable	Not applicable
Amount not allocated to the above core responsibilities	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable	45,141,500²
Subtotal	11,467,699,136	11,467,699,136	12,641,561,887	11,806,027,091	13,592,429,639	13,054,682,844	11,440,455,544	4,262,369,012
Internal Services	110,917,383	110,917,383	170,639,148	153,242,015	240,301,175	219,866,093	146,561,915	25,429,592
Total	11,578,616,519	11,578,616,519	12,812,201,035	11,959,269,106	13,832,730,814	13,274,548,937	11,587,017,459	4,287,798,604
¹ ISC was established on November 30, 2017. Therefore, the 2017-18 expenditures column represents a partial year from November 30, 2017 to March 31, 2018. The 2017-18 and 2018-19 expenditures have been reinstated from the Program Alignment Architecture to reflect the 2019-20 Departmental Results Framework. ² The 2017-18 expenditures under "Amount not allocated to the above core responsibilities" is related to actual expenditures under the "Other Claims Program", which is not part of the ISC Departmental Results Framework.

The $2,254.1 million difference between Planned Spending ($11,578.6 million) and Total Authorities Available for Use ($13,832.7 million) in 2019-20 primarily reflects incremental funding provided through Supplementary Estimates, Budget implementation votes and deemed appropriations for the following items:

health, social and education services and support for First Nations children under Jordan's Principle and for supporting Inuit children through the Inuit Child First Initiative;
Child and Family Services;
transfer from CIRNAC primarily for the Individual Affairs Program, Lands and Economic Development Programs and internal services as per Order in Council P.C. 2019-1109;
reimbursing First Nations and emergency management service providers for on-reserve response and recovery activities;
First Nations, Inuit and Métis Nation post-secondary students and to develop regional post-secondary strategies for First Nations (Budget 2019); and
supporting ongoing efforts to eliminate and prevent long-term drinking water advisories (Budget 2019).

The $558.2 million difference between Total Authorities Available for Use ($13,274.5 million) and Actual Spending ($13,832.7 million) in 2019-20 primarily reflects lower than anticipated expenditures for non-insured health benefits for First Nations and Inuit and the deferral of funds to future years, such as:

Child and Family Services; and
Health, social and education services and support for First Nations children under Jordan's Principle.

Funding for these initiatives have been re-profiled to future years when it will be available for the intended purposes.

2019–20 Budgetary actual gross spending summary (dollars)
Core responsibilities and Internal Services	2019–20 Actual gross spending	2019–20 Actual gross spending for specified purpose accounts	2019–20 Actual revenues netted against expenditures*	2019–20 Actual net spending (authorities used)
Services and Benefits to Individuals	1,898,713,069	Not applicable	33,377,028	1,865,336,041
Health and Social Services	6,562,978,810	Not applicable	0	6,562,978,810
Governance and Community Development Services	3,328,800,660	Not applicable	0	3,328,800,660
Indigenous Self-Determined Services	1,297,567,333	Not applicable	0	1,297,567,333
Subtotal	13,088,059,872	0	33,377,028	13,054,682,844
Internal Services	220,948,570	Not applicable	1,082,477	219,866,093
Total	13,309,008,442	0	34,459,505	13,274,548,937
Revenues mentioned above are for the provision of services or the sale of products related to health protection and medical services; and the provision of internal support services under section 29.2 of the Financial Administration Act*.

Actual human resources

Human resources summary for core responsibilities and Internal Services
Core responsibilities and Internal Services	2017–18 Actual full-time equivalents	2018–19 Actual full-time equivalents	2019–20 Planned full-time equivalents	2019–20 Actual full-time equivalents	2020–21 Planned full-time equivalents	2021–22 Planned full-time equivalents
Services and Benefits to Individuals	470	1,142	1,165	1,528	1,509	1,509
Health and Social Services	524	1,391	1,318	1,460	1,490	1,391
Governance and Community Development Services	339	1,024	1,032	1,476	1,593	1,322
Indigenous Self-Determined Services	Not applicable	0	17	0*	0	0
Subtotal	1,333	3,557	3,532	4,464	4,592	4,222
Internal Services	119	653	736	1,229	1,366	1,322
Total	1,452	4,210	4,268	5,693	5,958	5,544
Revenues mentioned above are for the provision of services or the sale of products related to health protection and medical services; and the provision of internal support services under section 29.2 of the Financial Administration Act*.

As ISC was established on November 30, 2017, the 2017-18 actual FTE column represents a partial year from November 30, 2017 to March 31, 2018. The 2017-18 and 2018-19 actual FTE has been restated from the Program Alignment Architecture to reflect the 2019-20 Departmental Results Framework. Further, in 2019 several programs were transferred from CIRNAC to ISC due to as per Order in Council P.C. 2019-1109, including the Individual Affairs and the Lands and Economic Development Programs.

Expenditures by vote

For information on ISC's organizational voted and statutory expenditures, consult the Public Accounts of Canada 2019–2020.

Government of Canada spending and activities

Information on the alignment of ISC's spending with the Government of Canada's spending and activities is available in GC InfoBase.

Financial statements and financial statements highlights

Financial statements

Indigenous Services Canada was created by Order in Council on November 30, 2017, based on the transfer of the First Nations and Inuit Health Branch from Health Canada and the Regional Operations and Education Social Development Program and Partnership sectors of the former Indigenous and Northern Affairs Canada.
Effective July 22, 2019, pursuant to Order in Council P.C. 2019-1109, the Department of Crown-Indigenous Relations and Northern Affairs (CIRNAC) transferred to the Department of Indigenous Services the control and supervision of those portions of the federal public administration in CIRNAC known as:

the Individual Affairs Branch,
the Lands and Economic Development Sector,
the Planning, Research and Statistics Branch,
the Financial Officer Recruitment and Development (FORD) Program,
the Chief Information Officer Branch,
the Financial Planning, Analysis and Estimates Directorate,
the Corporate Accounting and Material Management Branch,
the Legislative, Parliamentary and Regulatory Affairs Directorate,
the Communications Branch,
the Security and Accommodation Directorate, and
the Evaluation, Performance Measurement and Review Directorate;

The ISC's financial statements (unaudited) for the year ended March 31, 2019, are available on the departmental website.

Financial statement highlights

Condensed Statement of Operations (unaudited)
For the year ended March 31, 2020 (dollars)
Financial Information*	2019–20 Planned results**	2019–20 Actual results	2018–19 Actual results	Difference (2019–20 Actual results minus 2019–20 Planned results)	Difference (2019–20 Actual results minus 2018–19 Actual results
Total expenses	11,670,580,636	13,292,489,781	11,612,705,231	1,621,909,145	1,679,784,550
Total revenues	189,226,071	37,610,565	63,940,639	(151,615,506)	(26,330,074)
Net cost of operations before government funding and transfers	11,481,354,565	13,254,879,216	11,548,764,592	1,773,524,651	1,706,114,624
Totals may not match financial statements due to rounding. *Please refer to the Future-Oriented Statement of Operations of Indigenous Services' website.

Expenses by Type

Total expenses were $13,292 million in 2019–20 representing an increase of 14% from the previous year's expense mainly due to the increase in transfer payments to First Nations and provincial and territorial governments and institutions. Transfer payments, the majority to First Nations and to Provincial and Territorial governments and institutions, amounted to $10,153 million (76%) and $894 million (7%) respectively. Other significant operating expenses included salaries and employee future benefit totaling $640 million (5%), utilities, materials and supplies totaling $575 million (4%) and professional and special services totaling $569 million (4%).

Revenues by Type

The Department's total revenues for 2019–20 amounted to $38 million representing a decrease of 41% from previous year's revenue. Respendable revenues from the provision of services of a non-regulatory nature constitute the majority of the departments' revenues totaling $34 million (89%).

Condensed Statement of Financial Position (unaudited)
As of March 31, 2020 (dollars)
Financial information*	2019–20	2018–19	Difference (2019–20 minus 2018–19)
Total net liabilities	3,026,958,597	2,210,451,684	816,506,913
Total net financial assets	1,950,793,347	1,981,074,926	(30,281,579)
Departmental net debt	1,076,165,250	229,376,758	846,788,492
Total non-financial assets	39,368,788	31,473,407	7,895,381
Departmental net financial position	(1,036,796,462)	(197,903,351)	(838,893,111)
*Totals may not match financial statements due to rounding.

Liabilities by Type

Total net liabilities were $3,027 million at the end of 2019-20, representing an increase of 27% over the previous year. This increase is mainly due to the transfer from Indigenous Services of environmental liabilities and contingent liabilities. Accounts payable and accrued liabilities represent the largest portion of total liabilities at $1,360 million (45%). Other significant liabilities include trust accounts of $598 million (20%), the provision for claims and litigation of $590 million (19%) and the environmental liabilities of $379 million (13%).

Net Financial Assets by Type

Total net financial assets at the end of 2019-20 were $1,951 million representing a decrease of 2% over the previous year. The decrease is mainly due to a $45 million decrease in Due From the Consolidated Revenue Fund. The net financial assets for 2019-20 are mainly comprised of $1,871 million related to Due From the Consolidated Revenue fund (96%), and accounts receivable and advances accounted for $149 million (8%). These amounts are offset by the total financial assets held on behalf of Government of $70 million (-4%).

Non-Financial Assets by Type

Non-financial assets are composed of tangible capital assets totaling $39 million at the end of 2019-20 which represents an increase of $8 million (26%) from the previous year's total non-financial assets of $31 million.

Additional information

Organizational profile

Appropriate minister: The Honourable Marc Miller, P.C., M.P.

Institutional head: Jean-François Tremblay (September 2017 to September 2020);
Christiane Fox (effective September 21, 2020).

Ministerial portfolio: Department of Indigenous Services

Enabling instrument: Department of Indigenous Services Act, S.C. 2019, c.29, s.336

Year of incorporation / commencement: 2019

Special operating agency: Indian Oil and Gas Canada

Enabling instrument: Indian Oil and Gas Act, R.S.C., 1985, c.I-7

Adjudicative and advisory bodies: National Indigenous Economic Development Board

Raison d'être, mandate and role: who we are and what we do

"Raison d'être, mandate and role: who we are and what we do" is available on ISC's website. For more information on the department's organizational mandate letter commitments, see the mandate letter for the Honourable Marc Miller.

Reporting framework

ISC's Departmental Results Framework and Program Inventory of record for 2019–20 are shown below.

Core Responsibility 1: Services and Benefits to Individuals

Departmental Result	Indicators	Program inventory
Quality and timely services are delivered directly to Indigenous peoples	Percentage of First Nations adults who rate the quality of health care services delivered in their community as good or excellent Percentage of prior approval requests for medication coverage completed within 24 hours Percentage of eligible First Nations and Inuit who received at least one non-insured health benefit in a year	Supplementary Health Benefits Clinical and Client Care Community Oral Health Services Individual Affairs*
Health services delivered to Indigenous peoples contribute to improved health outcomes	Percentage of First Nations and Inuit adults who reported being in very good or excellent health
*Program was formerly with CIRNAC, for which all elements are now fully delivered by ISC.

Core Responsibility 2: Health and Social Services

Departmental Result	Indicators	Program inventory
Indigenous peoples and communities are healthier	Active tuberculosis incidence rate among Inuit living in Inuit Nunangat Active tuberculosis incidence rate among First Nations on reserve Rate of newly reported cases of HIV among First Nations Percentage of First Nations adults with diabetes accessing newer, novel medications and not on insulin	Jordan's Principle Mental Wellness Healthy Living Health Child Development Home and Community Care Health Human Resources Environmental Public Health Communicable Disease Control and Management Education Income Assistance Assisted Living First Nations Child and Family Services Family Violence Prevention Urban Programming for Indigenous Peoples
Indigenous peoples receive social services that respond to community needs	Percentage of First Nations and Inuit communities with access to mental wellness team services Percentage of First Nations communities offering family support services aimed at keeping families together Percentage of First Nations children on reserve in care Percentage of residents living on reserve who are supported through Income Assistance Number of individuals who received services under Urban Programming for Indigenous Peoples
Indigenous students receive an inclusive and quality education	Number of First Nations students who are provided full-day kindergarten services in First Nations administered schools Percentage of students attending First Nations administered schools who are taught at least one subject in a First Nations language Percentage of First Nations on reserve students who graduate from secondary school Number of funded First Nations, Inuit and Métis students who graduate with a post-secondary degree/diploma/certificate

Core Responsibility 3: Governance and Community Development Services

Departmental Result	Indicators	Program inventory
Indigenous communities advance their governance capacity	Percentage of First Nations with a completed community-led plan	Health Facilities e-Health Infostructure Health Planning, Quality Management and Systems Integration Indigenous Governance and Capacity Water and Wastewater Education Facilities Housing Other Community Infrastructure and Activities Emergency Management Assistance Indigenous Entrepreneurship and Business Development* Economic Development Capacity and Readiness* Land, Natural Resources and Environmental Management* Statutory, Legislative and Policy Support to First Nations Governance*
Indigenous peoples have reliable and sustainable infrastructure	Number of long-term drinking water advisories affecting public water systems on reserve Percentage of First Nations housing that is adequate as assessed and reported by First Nations Percentage of First Nations schools with a condition rating of "good" or "new" Percentage of First Nations health facilities with a condition rating of "good" Number of First Nations communities located on reserves that rely on Indigenous Services Canada funded diesel for electricity generation Percentage of long-term evacuees who have returned home or have a scheduled date within two years after their evacuation
*Program was formerly with CIRNAC, for which all elements are now fully delivered by ISC.

Core Responsibility 4: Indigenous Self-Determined Services

Departmental Result	Indicators	Program inventory
Indigenous peoples control the design, delivery and management of services	Number of eligible First Nations communities that have opted in to a grant to support the new fiscal relationship Number of First Nations communities that have opted in to a self-determined service agreement	New Fiscal Relationship Self-Determined Services British-Columbia Tripartite Health Governance
Indigenous self-determined services are improving outcomes for communities	Percentage of select indicators with improved results for First Nation communities in a new fiscal relationship funding agreement Percentage of select indicators with improved results for First Nation communities in a self-determined service agreement

Supporting information on the program inventory

Supplementary information tables

The following supplementary information tables are available on ISC's website:

Federal tax expenditures

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures. This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs. The tax measures presented in this report are the responsibility of the Minister of Finance.

Organizational contact information

Indigenous Services Canada
Les Terrasses de la Chaudière
10 Wellington Street, North Tower
Gatineau, Quebec
K1A 0H4
Internet: https://www.canada.ca/en/indigenous-services-canada.html
Email: aadnc.webmestre-webmaster.aandc@canada.ca

General and statistical inquiries and publication distribution
Telephone (toll-free): 1-800-567-9604
TTY (toll-free): 1-866-553-0554
Email: aadnc.infopubs.aandc@canada.ca

Departmental library
Telephone: 819-997-0811
Email: aadnc.reference.aandc@canada.ca

Media inquiries — Communications
Telephone: 819-953-1160
Email: SAC.media.ISC@canada.ca

Appendix: definitions

appropriation (crédit)
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.

budgetary expenditures (dépenses budgétaires)
Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.

core responsibility (responsabilité essentielle)
An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.

Departmental Plan (plan ministériel)
A report on the plans and expected performance of an appropriated department over a 3-year period. Departmental Plans are usually tabled in Parliament each spring.

departmental priority (priorité)
A plan or project that a department has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired departmental results.

departmental result (résultat ministériel)
A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments' immediate control, but it should be influenced by program-level outcomes.

departmental result indicator (indicateur de résultat ministériel)
A quantitative measure of progress on a departmental result.

departmental results framework (cadre ministériel des résultats)
A framework that connects the department's core responsibilities to its departmental results and departmental result indicators.

Departmental Results Report (rapport sur les résultats ministériels)
A report on a department's actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.

experimentation (expérimentation)
The conducting of activities that seek to first explore, then test and compare the effects and impacts of policies and interventions in order to inform evidence-based decision-making, and improve outcomes for Canadians, by learning what works, for whom and in what circumstances. Experimentation is related to, but distinct from innovation (the trying of new things), because it involves a rigorous comparison of results. For example, using a new website to communicate with Canadians can be an innovation; systematically testing the new website against existing outreach tools or an old website to see which one leads to more engagement, is experimentation.

full-time equivalent (équivalent temps plein)
A measure of the extent to which an employee represents a full person-year charge against a departmental budget. For a particular position, the full-time equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person's collective agreement.

gender-based analysis plus (GBA+) (analyse comparative entre les sexes plus [ACS+])
An analytical process used to assess how diverse groups of women, men and gender-diverse people experience policies, programs and services based on multiple factors including race ethnicity, religion, age, and mental or physical disability.

government-wide priorities (priorités pangouvernementales)
For the purpose of the 2019–20 Departmental Results Report, those high-level themes outlining the government's agenda in the 2019 Speech from the Throne, namely: Fighting climate change; Strengthening the Middle Class; Walking the road of reconciliation; Keeping Canadians safe and healthy; and Positioning Canada for success in an uncertain world.

horizontal initiative (initiative horizontale)
An initiative where two or more federal organizations are given funding to pursue a shared outcome, often linked to a government priority.

non-budgetary expenditures (dépenses non budgétaires)
Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.

performance (rendement)
What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.

performance indicator (indicateur de rendement)
A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.

performance reporting (production de rapports sur le rendement)
The process of communicating evidence-based performance information. Performance reporting supports decision making, accountability and transparency.

plan (plan)
The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.

planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in Main Estimates.

A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.

program (programme)
Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.

program inventory (répertoire des programmes)
Identifies all the department's programs and describes how resources are organized to contribute to the department's core responsibilities and results.

result (résultat)
A consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization's influence.

statutory expenditures (dépenses législatives)
Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.

target (cible)
A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.

voted expenditures (dépenses votées)
Expenditures that Parliament approves annually through an appropriation act. The vote wording becomes the governing conditions under which these expenditures may be made.

Footnotes

Footnote 1

The Individual Affairs Program was formerly with CIRNAC, for which all elements are now fully delivered by ISC.

Return to footnote 1 referrer

Footnote 2

Federal Budget 2018 committed to better support First Nations communities, to support strong Indigenous institutions and to advance the new fiscal relationship with First Nations, proposing to invest $188.6 million over five years, starting in 2018–19 and committed to review programs and funding that support First Nation governance. Federal Budget 2019 committed $48 million over two years to First Nations in greatest need of core governance support. In addition, the Government reiterated its 2018 commitment to review programs and funding that support First Nation governance.

Return to footnote 2 referrer

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Date modified:: 2020-12-07

Departmental Results Report 2019 to 2020

Minister's message

Results at a glance and operating context

Keeping Children and Families Together

Establishing Quality Education

Improving Health Outcomes

Building Reliable Infrastructure, including House and Water

Economic Prosperity

Results: what we achieved

Services and Benefits to Individuals

Description:

Results:

1. Quality and timely services are delivered directly to Indigenous peoples Footnote 1

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

Gender-based analysis plus

Health and Social Services

Description:

Results:

1. Indigenous peoples and communities are healthier

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

3. Indigenous students receive an inclusive and quality education

Governance and Community Development Services

Description:

Results:

1. Indigenous communities advance their governance capacity

2. Indigenous peoples have reliable and sustainable infrastructure

3. Land and resources in Indigenous communities are sustainably managed*

4. Indigenous communities build economic prosperity*

Indigenous Self-Determined Services

Description:

Results:

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

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

Gender-based analysis plus

Internal Services

Description:

Results:

Analysis of trends in spending and human resources

Actual expenditures

Actual human resources

Expenditures by vote

Government of Canada spending and activities

Financial statements and financial statements highlights

Financial statements

Financial statement highlights

Expenses by Type

Revenues by Type

Liabilities by Type

Net Financial Assets by Type

Non-Financial Assets by Type

Additional information

Organizational profile

Raison d'être, mandate and role: who we are and what we do

Reporting framework

Core Responsibility 1: Services and Benefits to Individuals

Core Responsibility 2: Health and Social Services

Core Responsibility 3: Governance and Community Development Services

Core Responsibility 4: Indigenous Self-Determined Services

Supporting information on the program inventory

Supplementary information tables

Federal tax expenditures

Organizational contact information

Appendix: definitions

Did you find what you were looking for?

1. Quality and timely services are delivered directly to Indigenous peoples ^{Footnote 1}