Departmental Results Report 2020-2021

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

The effects of the COVID-19 pandemic highlighted the unique challenges faced by many First Nations, Inuit and Métis communities in accessing quality and timely health care services and benefits. It also underlined the need to provide these services in a way that is culturally relevant and results in improved outcomes.

Throughout the pandemic, Indigenous Services Canada's (ISC) first priority has been to provide Indigenous leadership with the resources they need to keep their communities safe. Significant investments were made to support:

• distribution of personal protective equipment (i.e., hand sanitizer, N95 masks, face shields, surgical masks, non-medical masks, gowns and gloves) to First Nations and Inuit communities and Indigenous organizations;
• procurement and distribution of testing swabs and point-of-care testing devices to support COVID-19 testing;
• health emergency management at the community level through the regional emergency operations centres;
• additional health personnel, supplementing the existing workforce to support First Nation communities;
• air transportation of health experts to First Nation communities in Ontario, Manitoba and Alberta;
• surge health infrastructure solutions, supporting isolation, screening and assessment, accommodation requirements, mental health supports and supportive home care;
• prioritization of all Indigenous peoples, regardless of where they live, for culturally-safe access to COVID-19 vaccines and supported vaccine clinics through provision of vaccine administration supplies, surge immunizers, and guidance; and
• continued provision of non-insured health benefits and services, while adhering to public health guidance.

While these investments helped COVID-19 response efforts, the pandemic had a detrimental effect on the retention and recruitment of nurses in communities. Temporary staffing measures were implemented to significantly reduce the time to hire by up to 80%. ISC's nursing leadership carried out regular engagement sessions to address the increased stress placed on this workforce and to provide wellness tools and support. Further support was provided to front-line nurses working in communities with the launch of the Nursing Services Response Centre in August 2020. This provides a single window approach for nurses to navigate issues while working in remote regions and communities. Since the Centre's opening, over 1,800 requests have been received with a case closure rate of 93% within an average of 11 calendar days to fulfill requests.

In addition to supporting the COVID-19 response efforts, ISC advanced other health services and benefits for First Nations, Inuit and Métis communities:

• The COVID-19 pandemic disrupted plans to acknowledge 2020 as the International Year of the Nurse and Midwife, celebrating nurses and midwives as part of its Nursing Now Canada initiative. ISC continued to work with partners to advance the four pillars of the initiative, including the Assembly of First Nations, the Canadian Nurses Association, the National Aboriginal Council of Midwives, the Canadian Indigenous Nurses Association, and the Canadian Association of Schools of Nursing (CASN). While ISC supported the advancement of all pillars, its primary focus was the Indigenous Pillar to enable and support the nursing and midwifery workforce in providing culturally-safe care across Canada.
• The department worked with Crown-Indigenous Relations and Northern Affairs Canada (CIRNAC) and CASN to explore how information pertaining to Indigenous Health Human Resources recruitment and retention strategies could be collected through CASN's regular survey. An inventory of cultural safety, competency, and humility training at Canadian nursing schools was initiated, as were the discussions vis-à-vis the creation of an Indigenous Nursing Health Human Resources Strategy. While the pandemic negatively impacted the department's ability to complete this work, partnerships were strengthened, discussions were advanced and the ground work for future efforts was laid.
• Although many oral health services have temporarily ceased due to the COVID-19 pandemic, ISC's Community Oral Health Services have been able to expand their services in seven additional communities. Silver Diamine Fluoride has been implemented as a non-invasive, secondary prevention option to prevent the progression of carious lesions; thereby avoiding the traditional use of restorative approaches in many instances.
• The department continued to collaborate with the Assembly of First Nations on the Non-Insured Health Benefits Program Joint Review which aims to enhance client access, address gaps, streamline service delivery, and increase program efficiencies. In 2020-21, the engagement focused primarily on COVID-19 related issues. The department also continued to work collaboratively with the Inuit Tapiriit Kanatami on Inuit specific priorities.
• In June 2020, a new Health Information Claims Processing Services solution was implemented. This system was updated to enable the processing of vision care, mental health counselling, benefit claims, and included "Gender X" as a data field, allowing gender data to be further disaggregated.

In addition to health services, ISC continued to provide quality and timely client services for First Nations registration, membership, status cards, Indian moneys, estates and treaty annuities. In 2020-21, the department improved registration services through a partnership with Correctional Services Canada to provide registered First Nations offenders a Secure Certificate of Indian Status (SCIS) before they are released. Other partnerships were put in place with Canada Post Corporation and the Manitoba region to improve client services and provide more points of service to issue Secure Certificates of Indian Status.

The Indian Status application process was modernized through the launch of an online service kiosk in Gatineau, Quebec. This digital solution, which will be rolled out to other locations, eliminates the need for applicants to submit a paper application and reduces wait times. In addition, the SCIS PhotoApp continued to be updated to provide more timely service for passport quality photos for registrations at no cost.

In keeping with the commitment to reconciliation and a renewed nation-to-nation relationship, ISC tabled the final Report to Parliament in December 2020 on the review of S-3, An Act to amend the Indian Act in response to the Superior Court of Quebec decision in Descheneaux c. Canada (Procureur général). This fulfilled ISC's obligations to report after three years on the review of the Act.

The department also continued to:

• support the administration of estates of deceased, minors, and dependent adults;
• maintain services and support to regions, stakeholders, and clients through band moneys expenditure requests, interest calculation support, Minors Accounts Payout Initiative Project; and
• work with First Nations interested in transferring their current and future trust moneys from Canada to external trusts.

COVID-19 limited the access to some of these services. When local public health guidance permitted, most in-person services were only available by appointment. To respond to these restrictions, the department displayed responsiveness and extended the validity date of status cards so that people could still access services and programs needed throughout the pandemic.

2. Health services delivered to Indigenous Peoples contribute to health outcomes

ISC's primary focus in 2020-21 was supporting COVID-19 response efforts and improving preparedness for First Nations and Inuit communities, as well as Indigenous organizations. The department actively worked with communities to mitigate the impacts of COVID-19, including reopening and closing public facilities based on federal, provincial, territorial, and community public health guidelines and measures, assisting in outbreak management (contact tracing and investigation), and supporting regional emergency response structures. It also included the provision of personal protective equipment and vaccine administration supplies, coordination of working groups and networks, provision of culturally-safe public health guidance, and COVID-19 case surveillance in First Nations and Inuit communities.

ISC worked closely with Indigenous partners to support culturally-safe, timely access to COVID-19 vaccines for all Indigenous Peoples, regardless of where they live. A COVID-19 Vaccine Planning Working Group was established with federal, provincial, territorial and Indigenous participation in the rollout and administration of vaccines for First Nations, Inuit and Métis communities. The working group was a key forum for sharing strategic advice on emerging issues and facilitating inclusion of Indigenous populations and community perspectives in response to COVID-19. Additionally, ISC and the National Association of Friendship Centres co-chaired the First Nations, Inuit and Métis Living in Urban and Related Homelands Vaccine Task Group, with membership from Indigenous organizations and federal, provincial and municipal partners.

ISC continued to support First Nations and Inuit communities in preparing for and mitigating the impacts of health emergencies. A national network of health emergency managers established policies for health emergency management, identified community readiness in the early stages of the COVID-19 pandemic, and provided training to employees and community members who were responsible for emergency management. A Communicable Disease Emergency Table Top Exercise was finalized and shared with First Nations and Inuit communities to facilitate the creation or updating of community communicable disease emergency plans.

ISC worked with its Indigenous partners to strategize on nursing workforce issues that affected access and quality of care to First Nations communities. In 2020-21, partnerships with the Nursing Retention and Recruitment Steering Committee and the Nursing Leadership Council resulted in policies that directly responded to the workplace needs of nurses. The department also supported development of Phase 2 of the Nursing Workforce Survey to inform the devolution of health care services in First Nations communities. COVID-19 significantly impacted the ability to conduct the survey, however work is underway to continue development of Phase 2.

1. Indigenous Peoples and communities are healthier

The 2020-21 year was defined by the damaging effects of the COVID-19 pandemic and the related significant response effort. There were some factors that accelerated COVID-19 transmission, such as housing density; and other factors that were aggravated during the pandemic. This included social isolation, economic deprivation, food insecurity, family and gender-based violence, substance abuse and other mental health issues. These may have contributed to the burden of other communicable diseases and infections. However, targeted public health measures, such as physical distancing and flu vaccinations, contributed to a drastic reduction in the number of influenza cases reported. The results and availability of data presented should be considered in light of the limits placed by public health measures aimed at preventing, controlling and containing COVID-19 in First Nations, Inuit and Métis communities.

ISC worked closely with First Nations health authorities and communities, as well as provincial/territorial and regional/local public health authorities, to support ongoing surveillance of COVID-19 test positive cases for on reserve communities. The department established the Interdepartmental Collaborative Committee on Indigenous Data and participated in the Assembly of First Nations' COVID-19 Data Working Group and the Indigenous Advisory Circle of the COVID-19 Immunity Task Force.

The department continued to support the advancement of the Inuit Tuberculosis Elimination Framework through engagement with Inuit Tapiriit Kanatami and Inuit communities. Due to capacity issues within partner organizations related to COVID-19, the development of a tuberculosis reduction action plan for First Nations was not completed; however, the department will continue to support this work as partner capacity allows. Meanwhile, work towards tuberculosis elimination for all Indigenous populations continued by supporting the Canadian Tuberculosis Elimination Network and building awareness through the World Tuberculosis Day.

The Sexually Transmitted and Blood Borne Infections program continued to focus on prevention, education, awareness and community capacity building. It facilitated access to culturally-safe care, treatment, testing, and social support in First Nations and Inuit communities. Collaboration with the National Microbiology Laboratory resulted in increased access to new testing and treatment technologies for Human Immunodeficiency Virus (HIV) and prevention of the emergence of antimicrobial resistance in the causative agent of gonorrhea within Indigenous communities. The "Know Your Status" integrated model of care continued in Saskatchewan where 72 communities had access to at least one of three core services: testing, harm reduction, and support for specialized nursing and outreach. While ISC continued to provide education activities on sexually transmitted and blood borne infections in schools, the COVID-19 pandemic significantly impacted the ability to respond to the current syphilis outbreak and expand the "Know Your Status" program.

ISC supported the Inuit Tapiriit Kanatami's Inuit-specific approach to suicide prevention through the National Inuit Suicide Prevention Strategy. Over $50 million has been committed since 2019 to support this devastating impact felt across many communities. In collaboration with the Government of Nunavut and Inuit partners, the development of a treatment centre in Nunavut received over $47.5 million to support its construction and ongoing operations.

Additional health outcomes were supported by ISC in 2020-21:

• As of March 2021, 34% of First Nations and Inuit communities (outside of British Columbia) have been supported through Climate Change and Health Adaptation projects to identify, assess and respond to the health impacts of climate change. Many recipients received an extension in their project timeline due to COVID-19 related restrictions in First Nation communities.
• Initiated work in collaboration with the Public Health Agency of Canada and Indigenous organizations including the First Nations Information Governance Centre and the Inuit Tapiriit Kanatami, and their regions, to develop distinctions-based information strategies and appropriate indicators that will identify gaps in health outcomes.
• Invested in community-driven services through the Indigenous Community Support Fund to promote food security and improved access to healthy food for First Nations, Inuit and Métis communities during the COVID-19 pandemic. ISC also provided ongoing funding for community-based healthy living programs and services, including funding for nutrition education initiatives to complement the Nutrition North Canada subsidy program and Harvester's Support Grant delivered through CIRNAC.
• Co-chaired the Inuit-Crown Food Security Working Group with the Inuit Tapiriit Kanatami to develop collaborative approaches to food security by leveraging contributions of multiple federal departments and agencies, as well as Inuit organizations. This included the implementation of the 2020-21 Inuit-Crown Food Security Work Plan to advance Inuit food security.
• Began working with CIRNAC and Employment and Social Development Canada in January 2021 to support the Minister of Agriculture and Agri-Food in addressing food insecurity in direct collaboration with First Nations, Inuit and Métis partners.
• Continued to develop new methodologies with First Nations organizations, communities, and universities to support the longitudinal study of First Nations Children and Youth on food, nutrition and the environment. While COVID-19 delayed the full implementation of the study, results from the previous study of food and nutrition were implemented into a predictive model of food insecurity in First Nations communities.

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

The delivery of social services for Indigenous communities requires a comprehensive approach to responding to needs such as child and family wellness, mental wellness, and employment supports.

On January 1, 2020, An Act respecting First Nations, Inuit and Métis children, youth and families (the Act) came into force affirming the rights of First Nations, Inuit and Métis to exercise jurisdiction over child and family services and established national principles, such as the best interests of the child, cultural continuity and substantive equality.

To support the implementation of the Act, over $542 million over five years was committed as part of the July 2020 Economic and Fiscal Snapshot. These funds are geared to assist distinctions-based governance mechanisms, capacity building activities, coordination agreement discussions, and internal resources. Since the Act came into force, almost 100 Indigenous communities across Canada have started the process that will lead to the development and implementation of policies and laws based on their particular histories, cultures, and circumstances with regards to child and family services. An additional 15 coordination agreement discussions began with Indigenous governing bodies seeking to create and implement laws for their own communities. Progress has been made towards having these Indigenous laws receive the same force as federal legislation through tripartite coordination agreements under the Act.

In 2020-21, ISC engaged with Indigenous partners regarding the implementation of the Act through:

• a Joint Protocol signed with the Assembly of First Nations to support discussions on implementation;
• working groups with Inuit partners and Inuit Tapiriit Kanatami, including an Inuit data strategy working group with representatives from all Territories, a few Provinces and the Public Health Agency of Canada; and
• distinctions-based Governance Engagement Mechanisms, co-developed and organized by Indigenous partners as venues to discuss the implementation of the Act.

The department continued to work to fully implement the orders of the Canadian Human Rights Tribunal (CHRT). This included continued funding for agencies to meet the best interests and needs of First Nations children and families, as well as prevention. In March 2021, the CHRT issued an order regarding additional funding to First Nations not served by a delegated First Nations child and family services agency. The department worked with the Assembly of First Nations and the Caring Society to develop an interim funding model retroactive to 2016. This model will be in place until a new funding methodology is determined.

Throughout 2020-21, ISC collaborated with First Nations communities to monitor the impacts of COVID-19 on communities and provided support to their pandemic responses. COVID-19 posed significant challenges to the wellbeing of First Nations and highlighted the importance of having high-quality long-term care services available in communities. While some engagement activities began in 2020-21, the pandemic delayed the co-development of options for a continuum of long-term care services. A virtual engagement will be re-launched Fall 2021-22 to discuss capacity building, infrastructure, facility licensing, and public health surveillance.

The Supportive Care Initiative was announced in the 2020 Fall Economic Statement to address needs and gaps in supportive care facilities and provide additional home care in Indigenous communities, in order to protect elders and other vulnerable community members from COVID-19. Over $186 million in funding under this initiative will continue to support Indigenous communities through the end of 2021-22.

As part of its response to assist the communities, the Government of Canada invested $270 million to address increased essential needs of Income Assistance clients on reserve throughout 2020-21. The department completed a two-year engagement process on income assistance reform. The First Nations-led engagement on Income Assistance 2018 to 2020 national summary report highlighted specific areas for program change that would establish more support, greater flexibility, and more control for First Nation communities. As next steps, ISC will be embarking on a co-development process with Indigenous partners to establish policy options based on the findings of the engagement process.

The department prioritized pandemic-related pressures and provided significant funding through the Indigenous Community Support Fund. Therefore, the call for proposals for the new infrastructure funding stream for Urban Programming for Indigenous Peoples was delayed to 2021-22.

The Shelter Initiative for Indigenous Women and Children was announced in May 2020 as part of a suite of initiatives to provide critical support to Indigenous families and communities. Through the Shelter Initiative, the Canada Mortgage and Housing Corporation will provide $44.8 million, over five years, for the construction of 12 new shelters, including ten in First Nations communities on reserve. ISC invested $40.8 million in operational funding for the new shelters, over five years, and $10.2 million annually thereafter. This included $1 million per year ongoing to support Métis engagement on assessing shelter needs as well as community violence prevention projects to raise awareness and focus on Métis women, girls, and 2SLGBTQQIA+ people. As part of the COVID-19 Economic Response Plan, an additional $10 million was distributed to ISC's network of shelters to help them manage or prevent an outbreak in their facilities.

Addressing anti-Indigenous racism in health care is an urgent priority. On October 16, 2020, the Ministers of ISC, CIRNAC, and Health Canada convened an urgent meeting, bringing together Indigenous, provincial and territorial governments and partners, and health practitioners and regulators. The meeting honoured the life of Joyce Echaquan and the lived experiences of Indigenous patients and providers. The Government of Canada committed to providing $2 million to the Atikamekw Nation and Manawan First Nation for continued advocacy of Joyce's Principle, which aims to guarantee to all Indigenous Peoples the right of equitable access to social and health services, as well as the right to enjoy the best possible physical, mental, emotional and spiritual health.

On January 27 and 28, 2021, federal, provincial, and territorial governments and Indigenous and health system partners met virtually to share both short and long-term concrete actions to eliminate anti-Indigenous racism in health systems. During this National Dialogue, the Government of Canada reaffirmed its commitment to address anti-Indigenous racism in health systems. By launching the engagement process for the co-development of distinctions-based Indigenous health legislation, this improves Indigenous access to high-quality, culturally-safe health care services.

In October 2020, a commitment to initiate distinctions-based, thematic and regional roundtable dialogues led by Indigenous, health system, and federal partners was reached. By March 31, 2021, five Indigenous-led roundtables were held where participants had the opportunity to contribute to a series of conversations on the importance of recognizing, preventing, and addressing anti-Indigenous racism in health care systems.

The Government of Canada fully supports the implementation of Jordan's Principle and the Inuit Child First Initiative. These initiatives support First Nations and Inuit families in accessing products and services for First Nations and Inuit children and youth to help with a wide range of health, social and educational needs. On July 17, 2020, the Canadian Human Rights Tribunal released a ruling regarding the definition of a First Nations child in relation to Jordan's Principle eligibility. The final order issued on November 25, 2020, expanded the eligibility criteria for Jordan's principle to include:

• a child registered or eligible to be registered under the Indian Act;
• a child with one parent/guardian who is registered or eligible to be registered under the Indian Act;
• a child recognized by their Nation for the purposes of Jordan's Principle; or
• a child ordinarily resident on reserve.

While the Government of Canada upholds and honours Jordan's Principle, work continued with First Nations partners, provinces and territories to develop longer-term approaches to address the unique health, social, and education needs of First Nations children. This included continued engagement through the Jordan's Principle Operations Committee and the Jordan's Principle Action Table. ISC is also working with Inuit partners to address the immediate needs of Inuit children. The Government of Canada committed $220 million over five years, beginning in 2019 to improve local capacity to deliver services.

Work is underway with Indigenous partners, health professionals, institutions and accreditation bodies, provinces and territories to instill a zero-tolerance approach to racism against Indigenous peoples across all health care systems in Canada. But more work needs to be done to ensure First Nations, Inuit and Métis people have access to timely and culturally appropriate medical care and mental health services.

The COVID-19 pandemic had profound and likely long-lasting impacts on mental wellness in Indigenous communities, magnifying existing mental health issues and inequities while creating new gaps and needs. To help address these impacts, ISC supported mental health team support and services for 344 Indigenous communities, as well as mobile crisis and interventions for vulnerable communities in need. In August 2020, ISC announced $82.5M in mental health and wellness supports to help Indigenous communities adapt and expand mental wellness services, improving access and addressing growing demands. This funding enables the department to support new activities in surge capacity to meet demands, increase the number of mental wellness workers, and support culturally-safe adaptation of mental wellness services in the COVID-19 context. Many mental wellness services closed, are less accessible, or have shifted the way services are delivered. ISC has been working with partners to provide additional supports to Indigenous communities during the COVID-19 pandemic.

Environmental Public Health Officers were recruited to support COVID-19 responses in other departments and jurisdictions, including the temporary employment of retired Officers. As these certified professionals are in very high demand across all public health authorities and are limited in number, ISC is working to develop a long-term recruitment and retention strategy for First Nations communities.

Despite these resource gaps, Environmental Public Health Officers continued to work with First Nations communities south of 60º to implement effective public health strategies to minimize COVID-19 transmission in long-term care and assisted living facilities, schools and day cares, and other critical infrastructure. Environmental Public Health Officers supported communities by ensuring surge health infrastructure met necessary public health standards and providing training in environmental cleaning, infection prevention and control. Their skills and experience were also leveraged to support Emergency Operations Centers to ensure effective response and integration of First Nations community needs. Similarly, their experience in communicable disease outbreak management was leveraged to provide surge capacity for contact tracing and management.

3. Indigenous students receive an inclusive and quality education

The COVID-19 pandemic put significant pressure on Indigenous education systems across the country and brought unprecedented challenges for keeping students, teachers, staff and communities safe. This included school closures, remote learning, access to digital learning resources, safe reopening of schools, and the recruitment and retention of teachers in northern and remote communities. In response to COVID-19, the Government of Canada invested in a safe return to elementary and secondary schools on reserves by funding the unique needs of schools and students during the pandemic. This included funding support for teachers, custodians, and bus driver salaries. It supported access to technology, purchasing e-learning software, and developing take-home learning materials. This investment also supported schools with the retrofits needed to follow public health guidelines and respect physical distancing. On April 22, 2020, the Prime Minister announced an increase of $75.2 million in 2020-21 to the existing support for First Nations, Inuit, and Métis Nation post-secondary students to help mitigate the impact of the pandemic. On October 30, 2020, an additional investment of $25.9 million was announced to ease the immediate pressures facing Indigenous post-secondary institutions.

Throughout 2020-21, ISC implemented the co-developed transformed policy and funding approach for First Nations elementary and secondary education and completed seven regional education agreements with First Nation partners under the Education Transformation policy. Agreements such as the Athabasca Denesuline Education Authority Agreement are a demonstration of First Nation control over education. The agreement enables the education governing body to establish standardized education programming across the First Nation schools that focuses on the specific needs of their region.

The First Nations and Inuit Youth Employment Strategy helped to boost employment to pre-COVID levels by providing COVID top-up funding totalling $30.6 million to 321 recipients, including band councils, Indigenous organizations, and colleges. The 2020 Fall Economic Statement committed an extra $80 million in funding for 2021-22 and funding for a pilot project to help First Nations youth overcome barriers and transition to employment during Canada's post-pandemic economic recovery.

1. Indigenous communities advance their governance capacity

Effective governance is key to the socio-economic progress and the overall well-being of every community, and supports the transfer of services to Indigenous communities. ISC supports First Nations in implementing and developing strong, effective, sustainable governments in support of Canada's constitutional and statutory obligations. At the same time, the department recognizes the need to enter into renewed and respectful relationships, where First Nations-led institutions facilitate the capacity development of First Nations governments, institutions, and leadership.

In 2020-21, ISC continued to provide core funding through the Indigenous Governance and Capacity Program to First Nations governments and tribal councils to support ongoing costs of First Nations governance, and for First Nations and Inuit communities to access tools and supports to further their capacity to govern. In addition, an investment of $24.2 million was made through the New Fiscal Relationship - Governance Capacity and Fiscal Reforms in the Economic and Fiscal Snapshot 2020 to further support First Nations communities in strengthening their governance capacity.

Through these investments, the department was able to continue to support governance capacity development projects, including community-led planning, in First Nations and Inuit communities. Due to the impacts of COVID-19 on communities, the progress of many community-led plans has been temporarily delayed or put on hold. As of March 2021, 37% of First Nations communities have completed a community-led plan. Through the community-led planning process, each community is supported in building strength-based plans rooted in their traditions, Indigenous knowledge, and culture. Planning, supported by quality data, is an important tool for strengthening governance capacity and exercising self-determination.

Due to the need to focus on the COVID-19 pandemic response, the Assembly of First Nations did not access funds from the health and wellness sector for health emergency management in 2020-21. This work will continue in 2021-22. ISC provided funding to support health emergency management activities to other Indigenous organizations, including Thunderbird Partnership Foundation.

The department is advancing the use of multilateral service agreements to include First Nation communities as full and equal partners. Doing so empowers First Nations on reserve to have the ownership and governance over the delivery and implementation of emergency management services in their communities. In British Columbia, the Tsilhqot'in National Government, ISC and the Province of British Columbia signed the Tsilhqot'in Collaborative Agreement on Emergency Management. This is the first multilateral agreement of its kind in Canada. The Agreement promotes effective governance by supporting capacity building of Tsilhqot'in National Government communities in emergency management.

2. Indigenous Peoples have reliable and sustainable infrastructure

ISC supported Indigenous communities to develop basic, reliable, sustainable infrastructure and capacity building, allowing for economic growth and community well-being.

Investing in infrastructure is about investing in people and communities through safe housing and drinking water, improved schools and health facilities, and access to early learning and child care. Investments also address gaps in other community infrastructure, including resilient infrastructure in the face of climate change, energy systems, connectivity, roads and bridges, fire protection, solid waste management, and culture and recreation spaces that bring people together.

The Government of Canada remains steadfast in its commitment to ending all long-term drinking water advisories affecting public water systems on reserve. In 2020-21, ISC collaborated with and supported First Nations in their efforts to ensure access to safe, clean drinking water and treated wastewater:

• As of March 31, 2021, 106 long-term drinking water advisories had been lifted on public systems on reserves since November 2015 (53 long-term drinking water advisories remain in effect in 33 communities).
• During the same time, 178 short-term drinking water advisories (advisories lasting between two and 12 months) that were at risk of becoming long-term have also been lifted.
• ISC developed an action plan to respond to the Auditor General's report on access to safe drinking water in First Nations communities and supported Assembly of First Nations engagements on the Long-Term Strategy for Water and Wastewater and the safe drinking water legislation.
• As part of the 2020 Fall Economic Statement, the Government of Canada announced an additional $1.5 billion in funding starting in 2020-21, and $114.1 million per year ongoing to end all long-term drinking water advisories on public systems on reserves, improve system operation and maintenance, and continue program investments in water and wastewater infrastructure.

Many water and wastewater projects were impacted by COVID-19 causing delays to expected lift dates and the cancellation of all Annual Performance Inspections due to public health restrictions. ISC continued to work in partnership with communities and remained committed to ending all long-term drinking water advisories on public systems on reserve as soon as possible.

Investments in sustainable housing infrastructure, durable health facilities, and reliable, sustainable, non-diesel energy are needed in many Indigenous communities. In 2020-21, ISC addressed infrastructure needs, including critical housing needs, in First Nations, Inuit and Métis Nation communities through:

• continued co-development of the 10-Year National First Nations Housing and Related Infrastructure Strategy with First Nations and federal partners, including a feasibility study for a National First Nations Housing Policy Research Centre. Through ISC-funded initiatives, a total of 3,257 new homes were built and 6,813 homes renovated; and
• partnerships established with 10 First Nations organizations to explore the design of opt-in service delivery models for housing and infrastructure services to interested First Nations communities.

Schools are often the cornerstone of First Nations communities, providing students with a safe place to learn and grow, and acting as a gathering place for community events and cultural activities. Since 2016, investments of $1.23 billion have supported 203 school-related infrastructure projects. These projects will result in the construction or renovation of 152 schools, benefiting approximately 35,000 students. To date, the construction of 27 new schools and the renovations and upgrades of 71 existing schools have been completed. In 2020-21, ISC continued to provide investments to support the creation of quality learning environments that are safe and healthy, promoting better educational outcomes for students living on reserves.

In 2020-21, ISC demonstrated its commitment to modernizing infrastructure policies to reflect changing operational needs and support First Nations' self-determination. In partnership with the Assembly of First Nations, the department co-developed recommendations to update the policy on school standards.

Many remote Indigenous communities currently rely on diesel fuel for electricity and heat, which poses challenges to sustainable development. ISC is working with First Nations to explore energy systems that are reliable, clean, and affordable. Since 2016, ISC has invested $138 million of targeted funds to support 81 energy projects, 52 of which are completed, benefitting 79 First Nations communities. Ongoing and completed projects include alternative energy projects featuring solar, hydroelectric, and wind power, amongst others, that will enable communities to transition away from diesel dependency. In 2020-21, ISC invested in energy projects such as:

• $11.5 million to support the transition of Indigenous communities to clean and reliable energy through the Wataynikaneyap Power Project; and
• $6.6 million to Independent Power Authorities for operational support for safe and reliable diesel generated energy.

In March 2021, the Assembly of First Nations' Chiefs Committee on Emergency Management met to discuss a strategy for the eventual service transfer of emergency management to First Nations. Over 215 non-structural mitigation projects, 100 FireSmart projects, and the hiring of 49 emergency management coordinator positions took place in 2020-21. The FireSmart funding stream supported the First Nations' Emergency Services Society in British Columbia to sustain safer and healthier communities through emergency preparedness, education and response, fire training, education and prevention and forest fuel and wildfire management.

Infrastructure funding supported over 200 health-related First Nations health facilities projects. By March 2021, 70% of all projects were completed. This resulted in updated or new nursing stations, health centres and care residences in communities that needed them. Challenges did arise however that affected progress and completion of health infrastructure investments, mainly due to COVID-19 or increased project costs. ISC continued to work with First Nations and monitor projects to find solutions and identify mitigation measures.

Through Budget 2019, the Government of Canada is addressing the Truth and Reconciliation Commission's Call to Action #21, which called upon the federal government to ensure the funding of healing centers in Nunavut and the Northwest Territories. Budget 2019 committed $47.5 million over five years and $9.7 million ongoing to support the construction and operations of the Nunavut Recovery Centre as part of a Three Pillar Approach, designed through a consultative process as per Article 32 of the Nunavut Agreement, to improve addiction and trauma treatment in the territory. ISC's Three Pillar approach includes: enhanced community-based programming (Pillar 1) with land-based healing; the construction of a recovery centre with services that are Inuit-led (Pillar 2); and the development of an Inuit workforce (Pillar 3) to lead on Pillars 1 and 2.

This funding is the result of a strong tripartite partnership in collaboration with the Government of Nunavut and Nunavut Tunngavik Incorporated. On October 2, 2020, ISC signed a Memorandum of Understanding with the Government of Nunavut and Nunavut Tunngavik Incorporated that outlined roles, responsibilities, and governance between the parties for the Three Pillar Approach, including for the construction period and ongoing operations of the Centre. On August 10, 2021, the 5-year contribution agreement for funding of the Centre was signed by the Government of Nunavut, the Government of Canada and endorsed by Nunavut Tunngavik Incorporated. The Government of Nunavut anticipates construction of the Centre reaching completion in 2025.

The Fall Economic Statement 2020 announced $200.1 million over 5 years, and $300,000 ongoing, to support the construction and operations of mercury treatment centres in the First Nations communities of Asubpeeschoseewagong (Grassy Narrows) and Wabaseemoong. In 2020-21, ISC signed a Mercury Care Home Framework Agreement with Grassy Narrows First Nation (April 2020) and a Relationship Agreement with Wabaseemoong Independent Nations (September 2020).

There have been some delays in essential infrastructure projects due to the COVID-19 pandemic including restricted access to communities and increased costs. Public health inspection data was analyzed from the perspective of environmental factors that contributed to transmission of the COVID-19 virus and informed infrastructure decisions related to prevention in public buildings. This included the departments' Indigenous Community Support Fund to support measures to prevent the spread of COVID-19.

To mitigate the risk that First Nation communities may not have the capacity in some cases to operate and maintain existing infrastructure, measures such as hiring a project manager or providing technical support, were offered to First Nations who were identified early as requiring assistance.

3. Land and resources in Indigenous communities are sustainably managed

ISC focused its efforts to ensure First Nations communities could leverage community and economic development opportunities to effectively manage lands and natural resources through:

• supporting five First Nations to complete their community-specific Land Use Plans through the Land Use Planning initiative;
• providing training to 19 Land Managers through the Professional Land Managers Certification of the Reserve Land and Environment Management Program;
• creating a Land Use Planning Hub and providing capacity training for 105 First Nations through the First Nation Land Management Resource Center; and
• finalizing the first installments in the Lands Management Manual update to reduce policy barriers and promote greater First Nations participation in land and economic development decision-making on reserve.

In 2020-21, ISC fulfilled an important role in protecting the environment in most First Nations communities by:

• supporting the Indigenous Center for Cumulative Effects through the recruitment of an Indigenous Executive Director, a distinctions-based Board of Directors, and the establishment of a Technical Advisory Committee. Funding was also provided to 10 community-based independent research projects;
• investing $101 million in solid waste management services, resulting in improvements to protect the environment, safeguard human health, and improve land management in First Nations communities;
• investing $47 million through the Contaminated Sites on Reserve Program to undertake remediation activities of contaminated sites situated on reserves. Community access restrictions due to COVID-19, and modifications to program funding conditions to allow for remediation of moderate and low risk sites, have resulted in 29% of high-risk sites being addressed in 2020-21, below the 35% target; and
• conducting more than 700 environmental reviews of projects on reserves, as required by the Impact Assessment Act.

Indian Oil and Gas Canada continued to develop and implement support tools for provisions of the Act and Regulations that came into force in 2019.

The department worked in partnership with Indigenous organizations, communities and partners to ensure that Indigenous Peoples have the tools, capacity and resources needed to preserve and protect their lands for the use and well-being of current and future generations.

The Community Economic Development Initiative (CEDI) aimed to improve the economic prosperity of participating First Nations and adjacent municipalities through joint community economic development planning and initiatives. CEDI is a joint initiative for Cando and Federation of Canadian Municipalities to work with First Nations partner communities on joint community economic development by improving regional economic development prospects and employment opportunities, external investment and long-term sustainability, and relationships with their neighbours, community members and other regional partners. Cando (Council for the Advancement of Native Development Officers) is a federally registered, non-profit society that is Indigenous controlled, community based, and membership driven.

4. Indigenous communities build economic prosperity

ISC supported Indigenous and northern communities in promoting economic development, creating jobs for Indigenous people, and enhancing Indigenous participation in the public and private sectors.

By reducing barriers and increasing access to capital for First Nations, Inuit, and Métis entrepreneurs, the department worked to increase the number of viable businesses in Canada owned and controlled by Indigenous Peoples. Working with the National Aboriginal Capital Corporations Association and a vast network of Aboriginal Financial Institutions, ISC provided $33.9 million in 2020-21 to Indigenous entrepreneurs and businesses across the country.

Due to the ongoing COVID-19 pandemic, the full impact on the creation or expansion of Indigenous businesses is still not fully known. ISC provided over $133 million through the Indigenous Community Business Fund to support Indigenous businesses whose revenues had been affected by the pandemic. The Indigenous Business Initiative provided $306.8 million in interest-free loans or non-repayable contributions to businesses, and $332.8 million was provided to off-set the Loss of Own-Source Revenue for collectively owned businesses. Additionally, through the Business Opportunities stream of the Aboriginal Entrepreneurship Program, $16 million in targeted relief funding was provided to Indigenous tourism businesses that experienced a decrease in revenue due to COVID-19.

In 2020-21, ISC also focused its efforts to supporting Métis entrepreneurs through the development of program delivery agreements with the five Métis Capital Corporations; marking a significant distinctions-based departure from delivering the Aboriginal Entrepreneurship Program from one over-arching Indigenous organization.

The Procurement Strategy for Aboriginal Business has been instrumental in encouraging Indigenous businesses to submit bids in response to federal government contracting opportunities. In 2018, the most recent data available, Indigenous businesses competed for and won over $321.8 million in federal contracts, approximately 2% of total government spending; and with the new mandate commitment to reach at least 5% the Procurement Strategy for Aboriginal Business has the potential to reach approximately $1 billion.

The Directive on Government Procurement and Real Property Leasing in the Nunavut Settlement was launched in 2019. ISC funded six projects with Inuit partners; these projects are ongoing and made progress during the pandemic to achieve their multi-year objectives of developing Inuit business capacity.

ISC was instrumental in convening and funding an Indigenous Business COVID-19 Response Taskforce with Indigenous partners to develop a database of Indigenous Personal Protective Equipment suppliers and to survey the businesses in light of the pandemic.

The Framework Agreement on First Nation Land Management, which marked its 25th anniversary on February 12, 2021, is an example of progress towards devolution of services to Indigenous partner organizations and communities. It enables participant First Nations to develop their own laws about land use, the environment and natural resources and take advantage of cultural and economic development opportunities. In 2020-21, 13 First Nations became new signatories to the framework agreement with a further 5 First Nations becoming operational under their land code. This brought the number of signatories to the framework agreement to 178; of which 96 are operational.

Since 2013, the Centre of Excellence for Matrimonial Real Property has provided support to First Nations for the implementation of the Family Homes on Reserves and Matrimonial Interests or Rights Act. First Nations have emphasized the important role the Centre of Excellence has played in providing support, training, and awareness to communities and individuals, resulting in two renewals of the Centre's original mandate and acknowledgement of the need for continued support. Over the 2020-21 fiscal year, the Centre remained responsive to the needs of First Nations while pivoting to an online delivery model in response to COVID-19. On March 31, 2021, the Centre wound down operations as it had fulfilled its mandate.

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

ISC remains committed to a modern, agile, holistic, and community-based approach to service improvements that support Indigenous communities and organizations to exercise jurisdiction in the design, delivery and management of services. This is consistent with the Indigenous right to self-determination which is aligned with the United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP) and the Truth and Reconciliation Commission's Calls to Action.

The 2020 Fall Economic Statement announced an initial investment of $15.6 million over two years, starting in 2021-22 to support the co-development of distinctions-based health legislation with First Nations, Inuit and the Métis Nation. On January 28, 2021, ISC launched an engagement process during a virtual national dialogue on anti-Indigenous racism in health care. Following the launch, preliminary information sharing took place with national and regional First Nations, Inuit, and Métis Nation partners, provinces, territories, and other groups.

ISC has continued to make progress on Health Transformation initiatives across Canada in an effort to advance the department's work on transferring control over the design, delivery, and management of health services to First Nations partners. Towards this, in June 2020, the Government of Canada signed a Memorandum of Understanding with the Southern Chiefs' Organization of Manitoba to formalize the commitment to work collaboratively on a new model of health governance that will increase control over health programs and service delivery by First Nations in southern Manitoba. In addition, the Government of Canada has also worked with Nishnawbe Aski Nation, Manitoba Keewatinowi Okimakanak, and the First Nations of Quebec and Labrador Health and Social Services Commission who have respectively reached trilateral agreement on key guiding documents, formalized partnerships and created service delivery organizations, and engaged with community members on governance models and health care needs. A new health transformation project was also launched in Nova Scotia to explore new models of health service delivery that will ultimately lead to the creation of a new Mi'kmaq Health and Wellness Authority (Tajikeimik) in the province.

Moving forward, Health Transformation work will continue to be guided by First Nation partners' needs, while balancing risk considerations, including evolving priorities and pressures, capacity challenges, and evolving provincial priorities. To account for these risks, the department is continuing to create flexible and permissive agreements and is working collaboratively with First Nations, provincial, and federal partners to ensure that Health Transformation activities complement other parallel departmental initiatives, such as the ongoing work towards the introduction of health legislation.

In 2013, British Columbia transferred federal operations of First Nations health programs and service delivery to a new province-wide First Nations Health Authority. As part of the ongoing health partnership, the department was, and continues to be, an active partner to the First Nations Health Authority as they support and coordinate community efforts in response to the COVID-19 pandemic.

The First Nations Information Governance Centre conducted First Nations-led, national surveys on reserve and in northern First Nations communities, in compliance with the First Nations principles of OCAP^® (ownership, control, access, and possession). These include the First Nations Regional Health Survey and the First Nations Regional Social Survey, which covers First Nations living on reserve. To support Inuit data improvements, the department supported the Inuit Tapiriit Kanatami to lead the permanent Inuit Health Survey.

ISC is actively engaged in advancing First Nation priorities in elementary and secondary education. This includes participation at regional technical tables and joint implementation tables, as well as undertaking ongoing refinements to the regional funding formulas to accurately meet provincial comparability and address the unique circumstances of First Nations communities.

As of March 2021, ISC completed seven regional education agreements with First Nation partners; one was signed in British-Columbia (British-Columbia Tripartite Education Agreement); two in Alberta (Kee Tas Kee Now Tribal Council Education Authority and the Sunchild Authority); three were signed in Saskatchewan (Athabasca Denesuline Education Authority, Peter Ballantyne Cree Nation and Whitecap Dakota First Nation) and one in New Brunswick (Elsipogtog First Nation Education Authority) (with others drafted and ready for signature).

Under the Permanent Bilateral Mechanisms, ISC worked with Inuit and Métis Nation partners to identify joint education priorities, co-develop policy options, and monitor progress. Since the endorsement of the Education, Early Learning and Skills Development 2020-21 Work Plan at the March 6, 2020, Inuit-Crown Partnership Committee Leaders Meeting, ISC has worked closely with working group members to advance the six outcomes through various deliverables.

In 2019, the New Fiscal Relationship implemented a grant funding mechanism of up to 10 years that provides stable and predictable funding for eligible First Nations to build capacity, do effective long term planning and have greater flexibility to respond to community priorities. In 2020-21, 27 First Nations entered into the 10-year grant, bringing the total up to 111 First Nations. Budget 2021 included a measure to ensure funding escalation for 10-year grants to address price and population growth and ensure that funding keeps pace with the needs of First Nations.

The department also continues to explore the interim recommendations of the Assembly of First Nations-Indigenous Services Canada Joint Advisory Committee on Fiscal Relations to further advance the New Fiscal Relationship. This includes:

• co-development of a mutual accountability framework supported by stronger First Nation-led institutions; and
• continued work with First Nations to replace the Default Prevention and Management Policy with a new and proactive approach that supports capacity development in partnership with Indigenous-led organizations.

In addition, ISC continued to support:

• the First Nations Fiscal Management Act, which provides legislative tools for First Nations and authority over fiscal matters, including financial management, property taxation and local revenue generation. Currently, 302 First Nations have opted into the Act;
• the Indigenous Center for Cumulative Effects, which was created through a co-development process and operates independently of government, to support the technical and scientific capacity of Indigenous communities; and
• the First Nations Information Governance Centre, who developed a National First Nations Data Governance Strategy in March 2020, to further develop their vision for a "First Nations‑led, national network of modern information and statistical service centres at national and regional levels, to serve the data capacity needs of communities and Nations and to advance the realization of data sovereignty that is in alignment with First Nations' distinct worldviews".

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

Indigenous self-determined services are about restoring control to where it always should have remained. It looks to improve outcomes for communities through the elimination of the unacceptable socio-economic gaps that exist between Indigenous peoples and other Canadians.

In 2020-21, ISC demonstrated its ongoing commitment by continuing to support self-determination in early learning and child care, alongside Employment and Social Development Canada and the Public Health Agency of Canada, with the continued Indigenous-led and driven implementation of the Indigenous Early Learning and Child Care Framework. The department continued to support self-determination in delivery of Environmental Public Health Services at the regional level by providing environmental public health program support to transferred First Nations organizations through regional and national environmental health networks. Additionally, following the First Nations-led engagement process on Income Assistance, initial steps have begun to co-develop policy options with Indigenous partners for program reform. This work will ensure active and meaningful participation by Indigenous groups and will support ongoing work towards self-determination.

In addition to supporting the development of the National First Nations Data Governance Strategy, the department collaborated with Indigenous leaders to finalize a National Outcome-Based Framework, including co-development of baseline indicators, to comprehensively measure and track the closure of socio-economic gaps. ISC also supported the Métis Nation in gathering health data and developing a health strategy. Data development and governance continued to be highlighted in the context of ongoing work between the federal government and Métis Nations to advance Métis self-determination and well-being.

As part of the July 2020 Economic and Fiscal Snapshot, nearly $10 million was provided over 2 years, starting in 2020-21, to support First Nations, Inuit, and Métis engagement and advancement in the co-development of the implementation process, including the establishment of, and participation in, distinction-based governance engagement mechanisms; $425 million over 5 years to support capacity-building activities that would enable First Nations, Inuit and Métis groups to work within and across their communities to build strong foundations for a successful transition toward the exercise of jurisdiction; and nearly $73 million over 5 years to support Indigenous governing bodies for, and participation in, coordination agreement discussions. These funds support the implementation of An Act respecting First Nations, Inuit and Métis children, youth and families.

In the context of self-determined services, First Nations have the flexibility to design and deliver services based on their own plans and priorities. As a result, the reporting framework and establishment of targets at the program level are not reflective of the array of First Nations plans and priorities. The department is working with First Nation partners to develop meaningful indicators for both parties that better reflect self-determined services moving forward.

Expenses by Type

Total expenses were $18.4 billion in 2020-21 representing an increase of 39% ($5.1 billion) from the previous year's expenses mainly due to the increase in transfer payments and contingent liabilities. Transfer payments increased by $3 billion primarily related to payments in support of the COVID-19 pandemic.

Other significant operating expenses included salaries and employee future benefit totaling $784 million (34%), utilities, materials and supplies totaling $541 million (24%) and professional and special services totaling $563 million (25%).

Revenues by Type

The department's total revenues for 2020–21 amounted to $46 million representing an increase of 22% ($8 million) from previous year's revenue. The increase is mainly due to increases in Miscellaneous revenue and Finances and Administrative Services revenue. The increase of $12 million in Miscellaneous revenue can be explained by court decisions in favor of the Crown. The increase of $39 million in Finance and Administrative Services revenue is related to a methodology change for internal services provided to CIRNA. In 2020-21, the internal services provided to CIRNA are accounted for as revenue, whereas in 2019-20 they were considered an offset to expenditures. These increases were offset by a decrease of $30 million in the Services of a Non-Regulatory Nature due to the transfer of the medical benefits program to the Pacific Blue Cross in the Pacific region.

Liabilities by Type

Total liabilities were $5.0 billion at the end of 2020-21, representing an increase of 65% over the previous year. The provision for contingent liabilities represents the largest portion of total liabilities at $2.5 billion (50%). Other significant liabilities include trust accounts of $581 million (12%), environmental liabilities of $403 million (8%) and payments payable of $1.4 billion (28%), including $935 million in transfer payments.

Net Financial Assets by Type

Total net financial assets at the end of 2020-2021 were $2.0 billion representing an increase of 3% over the previous year. The increase is mainly due to $95 million increase in Due from the Consolidated Revenue Fund. The net financial assets for 2020-21 are mainly comprised of $2.0 billion related to Due From the Consolidated Revenue fund (98%), and accounts receivable and advances accounted for $124 million (6%). These amounts are offset by the total financial assets held on behalf of Government of $85 million (-4%).

Non-Financial Assets by Type

Non-financial assets are composed of tangible capital assets totaling $45 million representing an increase of $6 million (15%). The increase is mainly due to work-in-progress projects completed and capitalized in 2020-2021, and the acquisition of assets in response to the COVID-19 pandemic.