Transition 2022 Deputy Minister Wilson Indigenous Services Canada Overview - Book 1

First Nations, Inuit and Métis

• ISC also supports a wide range of Indigenous governments and institutions who serve and represent First Nations, Inuit and Métis.
• Urban Programming for Indigenous Peoples is delivered through not-for-profit urban Indigenous service delivery organizations (i.e., Friendship Centres, Inuit and Métis organizations) and non-Indigenous organizations, including municipal governments, health and education authorities and institutions that have demonstrated support from Indigenous organizations or Indigenous community groups.

Common to First Nations and Inuit

• First Nations and Inuit communities have access to a range of services that are supplementary to those provided by the provinces and territories, including mental health and substance use services, public health services, home, community, and palliative care.
• Some services are available to First Nation individuals and Inuit regardless of residency (e.g., non-insured health benefits, access to health, social, and educational services for children through Jordan's Principle and the Inuit Child First Initiative, and post-secondary education funding).
• Inuit have self-government agreements and governance structures that allow for greater community control.
• ISC funds communities, service delivery organizations and, in some instances, delivers the services directly (e.g., nursing).

On-reserve First Nations

• ISC is involved in a wide range of services for on-reserve First Nations, similar to a province/territory or municipalities. This includes health, social, education, economic development, governance, and infrastructure services.
• In these cases, ISC's main role is one of funder, via contribution agreements, to First Nation governments and organizations who manage service delivery.
• The New Fiscal Relationship provides stabilized long-term funding to over 117 First Nations through the 10-year grant funding mechanism. This initiative aims to provide eligible First Nations, who choose to join the grant, with program supports to build capacity, do effective planning, and account for inflation and population increases on- reserve.
• The main services supported by the Department on-reserve include status registration, estates, primary care nursing, public health nurses and environmental public health, elementary and secondary education, post-secondary education, income assistance, assisted living, infrastructure such as housing, water and waste water, and education and health facilities among others.

Responding to COVID-19

• Recognizing that many Indigenous communities face unique challenges in addressing COVID-19, ISC has provided funding to help First Nations, Inuit and Métis communities, as well as urban Indigenous service delivery organizations to manage the pandemic, and to recover from the impacts of the pandemic.
• To support First Nations communities' efforts to mitigate and manage COVID-19 outbreaks on-reserve, ISC provided additional supports, including:
  • COVID-19 swab sample testing;
  • personal protective equipment, such as hand sanitizer, N95 masks, isolation shields, and gloves;
  • deployed nurses, paramedics and provided air transportation for health human resources;
  • provided funding for mobile structures, hotel or space rentals;
  • provided logistics support identifying community spaces that can be upgraded or retooled; operational spaces for site servicing projects; and
  • rolling out vaccination.

National Capital Region

• The National Capital Region (NCR) office of Indigenous Services Canada plays an important role in defining the general policy direction of the department.
• It also maintains relationships with Indigenous organizations located in the National Capital Region, including the Assembly of First Nations, Inuit Tapiriit Kanatami, the Métis National Council, the Congress of Aboriginal Peoples, and the Native Women's Association of Canada.

Regional Offices

• The regional offices of ISC are the face of the Department in direct work with Indigenous communities.
• Located in all continental provinces, the Atlantic region, and in some northern regions (Northwest Territories and Yukon), they maintain day-to-day relationships with a wide web of Indigenous organizations and governments at the local and regional levels.
• ISC offices are also responsible to ensure that programs are appropriately implemented.

Text alternative for A National Footprint

Map of Canada showing ISC Headquarters, as well as regional offices (Atlantic, Quebec, Ontario, Manitoba, Saskatchewan, Alberta, British Columbia, Yukon, North West Territories, and Nunavut).

Constitution Act, 1982

• Section 91(24) provides the Government of Canada with jurisdiction over "Indians and lands reserved for Indians".
• Section 35 recognizes and affirms "Aboriginal and treaty rights".

Department of Indigenous Services Act

• Came into force in July 2019.
• Outlines the powers, duties and functions of the Minister of Indigenous Services. It directs the Minister to ensure programs and services are delivered to eligible Indigenous individuals and emphasizes the objectives of closing socio-economic gaps between Indigenous Peoples and other Canadians, and of building capacity of Indigenous communities to support self-determination.
• The legislation notably includes:
  • the different types of services provided to eligible Indigenous individuals (i.e., child and family services; education; health; social development; economic development; housing; infrastructure; emergency management; and governance);
  • responsibilities to ensure that Indigenous organizations can collaborate in the development, provision, assessment and improvement of services.
  • a ministerial power to enter into agreements with Indigenous organizations to transfer departmental responsibilities.

Indian Act

• Regulates the relationship between Canada and First Nations in a wide range of areas.
• For the purposes of this Act, the Minister of Indigenous Services is the Superintendent General of Indian affairs.

Legislation for which the Minister of Indigenous Services is responsible

• An Act respecting First Nations, Inuit and Métis children, youth and families
• Indian Act Amendment and Replacement Act
• First Nations Elections Act
• Indian Oil and Gas Act
• First Nations Oil and Gas and Moneys Management Act
• First Nations Commercial and Industrial Development Act
• Family Homes on Reserves and Matrimonial Interests or Rights Act
• Safe Drinking Water for First Nations Act
• Saskatchewan Treaty Land Entitlement Act
• Kanesatake Interim Land Base Governance Act

Influencing Legislation

• United Nations Declaration on the Rights of Indigenous Peoples Act
• Indigenous Languages Act
• First Nations Financial Transparency Act
• Addition of Lands to Reserves and Reserve Creation Act
• First Nations Fiscal Management Act
• First Nations Land Management Act
• Dominion Water Power Act

Indian Oil and Gas Canada

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

National Indigenous Economic Development Board

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

First Nations and Inuit Health Branch

• 1904 – Medical programs and health facilities for Indians were developed in response to smallpox outbreak.
• 1974 – Minister of National Health and Welfare tabled "Policy of the Federal Government Concerning Indian Health Services."
• Mid-1980's – Work was undertaken to transfer the control of health services to First Nations and Inuit communities and organizations through the Strategic Policy, Planning and Analysis Directorate at Health Canada (renamed First Nations and Inuit Health Branch in 2000).
• In response to the Royal Commission on Aboriginal Peoples, the federal government announced Gathering Strength—Canada's Aboriginal Action Plan, which committed to addressing chronic illnesses of Indigenous Peoples, the development of Aboriginal Healing Foundation, and a healing strategy that addresses the legacy of Indian Residential Schools in partnership with the Department of Indian Affairs and Northern Development.
• Work continues toward the transfer of health services to communities (i.e. British Columbia First Nations Health Authority).
• Efforts remain ongoing to implement orders issued from the Canadian Human Rights Tribunal regarding the implementation of Jordan's Principle.

Schooling and Education

• 1830s – saw the introduction of Indian Residential Schools.
• 1940 – policy of education integration was introduced, enabling Indigenous students to attend provincial school. Issues with this approach included a lack of specialized training to teach Indigenous students and the fact that schools were often located far from students' homes.
• 1972 – the National Indian Brotherhood (later became the Assembly of First Nations) policy on Indian Control of Indian Education was adopted by the Department of Indian Affairs and Northern Development.
• 1970's – began to address the importance of local community control to improve education, identified the need for more Indigenous teachers and the development of relevant curricula.
• Recent efforts have contributed to federal and provincial legislation that formalizes the local jurisdiction for First Nations communities (i.e. Nisga'a Education Act, Mi'kmaq Education Act).
• Work remains ongoing, in collaboration with Indigenous partners, towards distinctions- based post-secondary education strategies.

Community Infrastructure

• Canada provides funding and technical support for community infrastructure. First Nations communities are responsible for the procurement, construction, and operations and maintenance of their community infrastructure.
• Underfunding for community infrastructure on-reserve has resulted in poor living conditions (e.g., overcrowding in homes, mold infestations).
• The Government of Canada has made significant progress in recent years towards improving access to clean drinking water and ending long-term drinking water advisories in First Nations communities. An action plan is in place and initiatives are underway to address all remaining long-term advisories.
• As per the Department of Indigenous Services Act (2019), ISC is working with Indigenous partners on the development, provision, assessment and improvement of infrastructure services, with the ultimate goal, of the transfer of control of infrastructure services to Indigenous organizations.

Child and Family Services

• 1950s – an amendment to the Indian Act allowed governments to provide child welfare services on-reserve which resulted in the Sixties Scoop^{Footnote 1}.
• 2007 – the Enhanced Prevention Focused Approach to Child and Family Services (EPFA) was introduced.
• 2016 – the Canadian Human Rights Tribunal ruled funding provided for on-reserve child and family services programming was discriminatory.
• June 2019 – Bill C-92, affirming and recognizing Indigenous Peoples' jurisdiction over child and family services was enshrined into law. The Government of Canada signed a coordination agreement with the Cowessess First Nations in Saskatchewan on July 6, 2021.
• Efforts remain ongoing to work with Indigenous partners to reform the First Nations Child and Family Services (FNCFS) program, which funds prevention and protection services for First Nations children and families living on-reserve.

Governance

• 1980s – Indian Government support programs were created to aid organizations in undertaking administrative control over departmental programs. They are now known as the Indigenous Governance and Capacity programs and are currently available for communities.
• New guiding principles, created through the Indigenous Community Development National Strategy (2018), emphasize the need for community governance to: be community-driven, be nation-based, include the recognition of diversity, invest in capacity building, planning and implementation, and be flexible and responsive.
• Governance tools have been developed for communities and institutions to support their process in self-determination.
• ISC is co-developing a policy framework that paves the way for transferring infrastructure service delivery to First Nation partners. The framework encompasses the process and requirements for service transfer to ensure ISC staff and First Nations communities understand the implications of the transfer of control and accountabilities for infrastructure service delivery.

Shared Internal Service housed in ISC

• Legislative, Parliamentary and Regulatory Affairs (Strategic Policy and Partnerships Sector)
• Strategic Research (Strategic Policy and Partnerships Sector)
• Communications (Deputy Minister's Office)
• Information Management / Information Technology and Departmental Library (Chief Financial and Results Delivery Officer Sector)

Crown-Indigenous Relations

• Permanent Bilateral Mechanisms (Policy and Strategic Direction Sector)
• Inuit and Métis Housing (Policy and Strategic Direction Sector)
• Recognition and Implementation of Rights Framework (Treaties and Aboriginal Government Sector)
• Land Claims Negotiations (Treaties and Aboriginal Government Sector)
• Modern Treaty and Self-Government negotiations (Treaties and Aboriginal Government Sector)
• Specific Claims (Treaties and Aboriginal Government Sector)
• Treaty implementation (Implementation Sector)
• Residential Schools Resolution (Resolution and Partnerships Sector)
• First Nations Financial Management Act (Resolution and Partnerships Sector)^{Footnote 2}
• First Nations Land Management Act (Resolution and Partnerships Sector)^{Footnote 2}
• Additions to Reserves (Resolution and Partnerships Sector)^{Footnote 2}
• Audit (Deputy Minister's Office)

Northern Affairs (Northern Affairs Organization)

• Territorial governments
• Devolution
• Arctic and Northern Policy Framework
• Arctic Science
• Nutrition North
• Polar Knowledge Canada
• Contaminated sites

Shared Internal Service housed in CIRNAC

• Human Resources
• Cabinet Affairs (Policy and Strategic Direction)

Overview

Regional Operations is responsible for the delivery of national programs and services through seven south of 60° regional offices. Programs include those offered by the Education and Social Development Programs and Partnership Sector as well as the Lands and Economic Development Sector.

Regional Operations is also responsible for managing three national programs, which include Governance Capacity, Community Infrastructure and Emergency Management.

Governance Capacity

Governance Capacity provides funding for band governance and administration: funding to eligible First Nations, Inuit or Innu employers to support pension and benefit plans; core funding to Tribal Councils; and targeted funds to governance capacity development projects. This funding is intended to support Indigenous communities and institutions in the implementation of strong and sustainable governments.

Community Infrastructure

Community Infrastructure works with First Nations governments to support affordable and adequate housing; the provision of clean, safe and reliable drinking water and the effective treatment of wastewater on First Nations lands; the provision of safe schools; and other community infrastructure essential to healthy, safe, and prosperous communities, such as roads and bridges.

Emergency Management

The Emergency Management Assistance Program supports the health and safety of on-reserve First Nations residents as well as their lands and critical infrastructure. This program promotes a four pillar approach to emergency management: mitigation; preparedness; response; and recovery. ISC promotes efficiency by accessing existing resources and services of provinces and territories and emergency management partners to address on-reserve emergencies and reimburses these partners for eligible expenses.

Regional Offices South of 60°

Atlantic Region

Alberta Region

British Columbia Region

Saskatchewan Region

Manitoba Region

Ontario Region

Quebec Region

Overview

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

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

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

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

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

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

Overview

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

Subjects

• Coronavirus and Indigenous communities
• Indigenous health care in Canada
• Diseases that may affect First Nations and Inuit communities
• Indigenous mental health and substance use
• Non-Insured Health Benefits for First Nations and Inuit
• Co-developing distinctions-based Indigenous health legislation
• Health care services for First Nations and Inuit
• Family Health
• Environmental issues and Indigenous health

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

On this shared path to improved health, the Branch funds or delivers:

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

FNIHB Regional Executives

Atlantic Region

Quebec Region

Ontario Region

Manitoba Region

Saskatchewan Region

Alberta Region

Northern Region

Overview

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

January 2018 with Indigenous partners, provincial and territorial representatives, youth, experts and advocates:

1. continuing to fully implement the orders from the Canadian Human Rights Tribunal, and reform First Nations child and family services program to make it truly child-centered and community-directed;
2. working with partners to shift the focus of programming to culturally appropriate prevention, early intervention, and family reunification;
3. supporting communities to exercise jurisdiction and working with partners to implement child and family services legislation;
4. accelerating the work at tripartite and technical tables that are in place across the country to support reform;
5. supporting Inuit and Métis Nation leadership in their work to advance meaningful, culturally appropriate reform of child and family services; and
6. developing a data and reporting strategy with provinces, territories and Indigenous partners.

The Child and Family Services Reform Sector ensures the full implementation of the orders by the Canadian Human Rights Tribunal related to child and family services, and works with partners on implementing the co-developed An Act respecting First Nations, Inuit and Métis children, youth and families, which came into force on January 1, 2020.

Overview

The Education and Social Development Programs and Partnerships Sector is responsible for social and education programs.

The Sector works to strengthen both policy and program management functions, including program compliance and national consistency, and to monitor program performance and effectiveness for two of ISC's largest program areas: Education and Social Development.

The Sector's mandate is twofold:

1. to provide First Nation men, women, children and families with the supports necessary to help them achieve education outcomes comparable to those of other Canadians; and
2. to assist eligible on-reserve residents to foster greater self-reliance, improve quality of life, reduce or eliminate family violence, and participate more fully in Canada's economic opportunities.

The Sector is closely linked with eight regional offices (seven South of 60° and one in the Yukon) and the Regional Operations Sector.

Education related programs and services are delivered in collaboration with partners including First Nations regional education organizations and provinces. Other federal departments, particularly Human Resources and Skills Development Canada, are also partners in funding and delivering education-related programs and services.

Social programs and services are delivered in collaboration with First Nation organizations, provinces, territories and other federal departments. These partners includes: Health Canada, Human Resources and Skills Development Canada, Canada Mortgage and Housing Corporation, the Public Health Agency of Canada, provincial and territorial governments, the Assembly of First Nations, and others.

Overview

The Strategic Policy and Partnerships Sector of ISC was established to support ISC sectors in the improvement and transfer of Indigenous services to Indigenous Peoples, for Indigenous Peoples, by Indigenous Peoples. The Strategic Policy and Partnerships Sector serves as an internal driver of change by supporting ISC sectors in improving services and enabling Indigenous control.

The Sector includes the following branches:

• Strategic Policy
  • Provides strategic policy analysis and advice in fulfillment of the Minister's mandate, ISC's transformation agenda, and federal policy direction.
• Evaluation and Policy Re-Design
  • Identifies innovative policy interventions and partnerships to improve and transfer services, and evaluate the success of transferred services through an Indigenous lens.
• Strategic Research and Data Innovation
  • Provides a robust and innovative evidence base for decision making to ensure that new and redesigned policy initiatives reflect Indigenous ways of knowing and doing. Examines long-term trends and undertake forecasting to keep ahead of emerging issues and identify challenges and opportunities.
• Fiscal Arrangements
  • Works to address longstanding challenges in how Indigenous services are funded and how funding relationships are managed with a long-term agenda.

Overview

The Lands and Economic Development Sector manages a suite of programs, legislation and relationships with Indigenous organizations that together promote entrepreneurship, build economic development capacity and foster the creation of wealth. Lands and Economic Development also leads the administration of reserve land and supports environmental protection on reserve, both critical elements related to stimulating economic development.

Lands and Economic Development consists of three branches: Economic Policy Development Branch, which provides policy options/direction and coordination for the sector; Economic Business Opportunities, which administers proposal-driven programs for economic development projects; and Lands and Environmental Management, which works with First Nations and First Nation organizations on the administration of lands, the expansion of reserve lands through additions to reserve, the remediation of contaminated sites and the management of waste sites on-reserve. Lands and Economic Development also oversees a special operating agency (Indian Oil and Gas Canada), responsible for the management and regulation of oil and gas development of reserve lands.

The Sector also works with institutions, such as the Lands Advisory Board and the First Nations Land Management Resource Centre to improve First Nations lands and environmental governance, and leads lands modernization initiatives to improve existing legislation and regulations. Additionally, the Sector undertakes research and analysis to support policy development, fosters partnerships with stakeholders and coordinates a whole-of-government approach on Indigenous economic development. All sector efforts contribute to the ultimate goal of increasing the participation of Indigenous Peoples in the economy.

Regional offices across Canada implement Lands and Economic Development's programming and services and carry out the administration of the Crown's statutory and fiduciary obligations under the Indian Act. While the regions get their direction from Lands and Economic Development in terms of the activities that they perform to promote lands and economic development, they formally report to the Regional Operations Sector.

Overview

IOGC manages and regulates oil and gas resources on designated First Nation lands across Canada. We are a special operating agency within Indigenous Services Canada. Our dual mandate is to fulfill the Crown's fiduciary and statutory obligations related to the management of oil and gas resources on First Nation lands and to further First Nation initiatives to manage and control their oil and resources such as governance.

Indian Oil and Gas Canada is responsible for:

Assisting First Nations with designated reserve lands in the oil and gas process through the following activities:

• Negotiation, issuance, and administration of agreements between the Crown, First Nations and oil and gas companies
• Conduct of environmental screenings and other environmental stewardship activities;
• Monitoring and verification of oil and gas production and sales prices
• Verification, assessment, and collection of moneys such as bonuses, royalties and rents
• Ensuring that all legislative and contract requirements are met

IOGC works closely with Chiefs and Councils. Band Council approval is required for all deals.

We operate pursuant to the Indian Oil and Gas Act, RSC 1985, c I-7, and Indian Oil and Gas Regulations, SOR/2019-196. We also operate under federal legislation such as the Indian Act, the Impact Assessment Act, the Financial Administration Act, and other relevant federal and provincial legislation.

We provide these services at no cost to First Nations.

Overview

The Corporate Secretariat provides executive services to the Minister's Office, the Deputy Ministers' Offices, the Associate Deputy Ministers' Offices, as well as delivering key corporate functions across ISC. The Secretariat supports ISC on four key areas:

Executive Services Operations: comprised of three divisions responsible for coordinating and reviewing correspondence and briefing materials for the Deputy Ministers and the Minister:

• Officials Trips Directorate (MinTrips): works with the Minister's Offices, sectors, regions and Communications to ensure horizontal coordination of Ministerial trip planning. Ensures a strategic, coherent, and consistent approach in the development of material for, and in follow up to trips;
• Ministerial Correspondence Directorate: reviews and provides final quality control for briefing notes and correspondence to the Minister and Deputy Ministers, as well as oversight for departmental processes and practices associated with correspondence; and
• Governance and Planning Coordination: responsible for the coordination of material for ministerial briefings, invitations, transition, portfolio coordination, and final documentation preparation for additions to reserve.

Planning and Resource Management Directorate: responsible for providing administrative support services for the Minister's Office, Deputy Ministers' Offices, and the Corporate Secretariat, including business planning, finance, human resources, and contracting services.

Indigenous Employee Secretariat: Supports the work done by Indigenous Advisory Circles and Indigenous employee networks and serves as an information centre through which Indigenous and non-Indigenous employees can enquire about various Indigenous related programs, initiatives and events.

Access to Information and Privacy Directorate (shared service with Crown-Indigenous Relations and Northern Affairs Canada): receives all access to information and privacy requests and, working with sectors and regions, compiles the appropriate responses in accordance with the requirements of the Access to Information Act and Privacy Act.

What We Do

The Communications Branch's mandate is to support the government in advancing its Indigenous agenda. This includes:

• informing Canadians about ISC's work, in an accessible way;
• maintaining an open flow of information with First Nations, Inuit and Métis;
• positively influencing public perceptions of Indigenous peoples and related issues; and
• ensuring coherence and consistency in messaging aligned with government priorities.

Currently, the communications branch is a shared internal service, with most of its staff serving both ISC and Crown-Indigenous Relations and Northern Affairs Canada.

What We Do

• Human Resources Management
• Security
• Accommodations
• Informal Conflict Resolution

Top Key Current Files

• Support transformation by providing client-focused advice and efficient HR Services.
• Minimize Phoenix Pay System impacts on employees and support HR-to-Pay stabilization.
• Assist in the implementation of the Workplace Well-being and Mental Health Strategy to help foster a culture of respect, diversity and inclusion.
• Attract, recruit, develop and retain an Indigenous Workforce.

What We Do

The Sector supports ISC senior management by:

• Conducting internal audits, risk assessments and investigations to ensure the appropriate use of human and financial resources and that services delivered by ISC are relevant, efficient and effective.
• Serving as secretariat for the Departmental Audit Committee and as external audit liaison to the Office of the Auditor General.
• Delivering actionable products, services and advice relating to internal audit, evaluation and risk.

Top Key Current Files

• Conducting internal audit and evaluation projects covering areas such as Jordan's Principle, education, water and wastewater, as well as various social and health programs.
• Developing the ISC Corporate Risk Profile and the Departmental Integrated Risk Framework.
• Conducting a departmental fraud risk assessment and working with First Nations on managing the risk of fraud.

What We Do

• The Legal Services Unit (LSU) provides a range of legal and strategy legal policy advisory services to Indigenous Services Canada (ISC) and Crown-Indigenous Relations and Northern Affairs Canada (CIRNAC)
• With respect to ISC:
  • LSU ensures that through its advisory work that ISC's policies, litigation positions and legislative initiatives meet its policy and business needs
  • LSU also provides legal and legal policy advice to ensure that ISC's programs align with broader government priorities

Key Messages

Year-Over-Year Major Changes

The net increase in budgetary spending is approximately $26.1 billion or 193% over the 2021-22 Main Estimates. The major changes include:

• an increase of $22.0 billion for out-of-court settlements;
• a net increase of $1.2 billion for infrastructure in Indigenous communities and improvements for access to safe, clean drinking water in First Nation communities;
• an increase of $646.8 million for First Nations Child and Family Services, Canadian Human Rights Tribunal orders implementation and non-compliance motion settlement;
• a net increase of $536.7 million for non-insured health benefits for First Nations and Inuit;
• a net increase of $377.6 million for the continued implementation of Jordanʼs Principle and supporting the Inuit Child First Initiative;
• a net increase of $350.3 million for elementary and secondary education as well as post-secondary education programs, including COVID-19 funding;
• a net increase of $343.9 million related to the Income Assistance program;
• a net increase of approximately $256.4 million for Indigenous early learning and child care;
• an increase of $211.8 million for mental health and wellness;
• an increase of $132.8 million to improve health outcomes in Indigenous communities (Budget 2021);
• a decrease of $122.6 million due to the sunset of funding for supportive care in Indigenous communities (COVID-19); and
• a net increase of $138.0 million for a large number of initiatives with changes in the approved funding levels.

Explanation of Expenditures by Category and Key Initiative

Text alternative for 2022-23 Main Estimates

Values presented in the pie chart:

• Out-of-court Settlements: $22,043 (56%)
• Direct Health Services and Benefits / Federal Teachers / Statutory Costs: $2,040 (5%)
• Program Management and Delivery: $520 (1%)
• Administrative Overhead: $214 (1%)
• Transfer Payments: $14,779 (37%)
• Capital: $6 (0%)

Expenditures by Departmental Results Framework

Expenditure Trends

Source: 2013-14 to 2017-18 as per INAC Departmental Performance Reports/Departmental Results Reports, 2017-18 to 2020-21 as per ISC Departmental Results Reports. Expenditure trends for INAC are included in this chart for the period 2013-14 to 2017-18 in order to provide comparative figures for ISC.

Text alternative for Expenditure Trends - Education

This chart shows the breakdown of expenditures trend for Education from 2013-14 to 2022-23.

Actual Expenditures
(INAC before 2017-18, ISC and INAC for 2017-18, ISC from 2018-19 to 2020-21)
Millions of dollars

Fiscal Year	2013-14	2014-15	2015-16	2016-17	2017-18	2018-19	2019-20	2020-21	2021-22 (Main Estimates)	2021-22 (Forecast Spending)	2022-23 (Main Estimates)
"New Fiscal Relationship" Grant	N/A	N/A	N/A	N/A	N/A	N/A	298	369	566	N/A	572
Self-Determined Services (Elementary and Secondary)	N/A	N/A	N/A	N/A	N/A	N/A	140	269	285	N/A	N/A
Elementary and Secondary	1,435	1,447	1,465	1,787	1,897	1,964	2,003	1,949	1,766	N/A	2,421
Post-Secondary	341	342	340	359	402	410	385	494	346	N/A	431
Total	1,776	1,789	1,805	2,147	2,299	2,373	2,826	3,080	2,964	3,408	3,424
Figures may not add due to rounding.

• Overall, actual expenditures for Education have increased by about 73% over the period 2013-14 to 2020-21.
• The major increase observed from 2015- 16 to 2020-21 is primarily due to investments in First Nations elementary and secondary education provided by Budget 2016.
• The increase in 2020-21 is primarily due to COVID-19 measures, such as:
  • supporting students and youth, and
  • supporting a safe restart in Indigenous communities.
• The increase in 2021-22 Forecast Spending is primarily due to investments in Indigenous education provided by Budget 2021.
• In 2022-23, $572 million of funding is transferred from program contributions to the New Fiscal Relationship grant:
  • $428 million from Elementary and Secondary Education, and
  • $144 million from Post-Secondary Education.
• Self-Determined Services will no longer be existing as a program in 2022-23. Therefore, all existing funding transferred in Education program.

Source: 2013-14 to 2017-18 as per INAC Departmental Performance Reports/Departmental Results Reports, 2017-18 to 2020-21 as per ISC Departmental Results Reports. Expenditure trends for INAC are included in this chart for the period 2013-14 to 2017-18 in order to provide comparative figure for ISC. In 2013-14, Family Capacity Initiatives are included in the Child and Family Services and beginning in 2014-15, Family Capacity Initiatives are included in Income Assistance, pursuant to the revised Program Alignment Architecture.

Text alternative for Expenditure Trend – Social Development

This chart shows the breakdown of expenditures trend for Social Development from 2013-14 to 2022-23.

Actual Expenditures
(INAC before 2017-18, ISC and INAC for 2017-18, ISC from 2018-19 to 2020-21)
Millions of dollars

Fiscal Year	2013-14	2014-15	2015-16	2016-17	2017-18	2018-19	2019-20	2020-21	2021-22 (Main Estimates)	2021-22 (Forecast Spending)	2022-23 (Main Estimates)
"New Fiscal Relationship" Grant	N/A	N/A	N/A	N/A	N/A	N/A	145	177	360	N/A	364
Family Violence Prevention	33	32	37	38	42	43	45	67	68	N/A	105
Assisted Living	100	101	106	112	116	125	109	122	138	N/A	70
Income Assistance	874	910	904	924	973	1,030	983	1,219	811	N/A	1,150
OtherTable note *	51	38	39	39	N/A	N/A	N/A	N/A	N/A	N/A	N/A
Total	1,056	1,081	1,086	1,113	1,132	1,198	1,282	1,585	1,376	1,784	1,689
Figures may not add due to rounding.
Table note * Starting in 2017-18, the National Child Benefit sub-program has been removed and replace by the new Canada Child Benefit, which is managed through Canada Revenue Agency. Return to table note * referrer

• Overall, actual expenditures for Social Development have increased by approximately 50% over the period 2013-14 to 2020-21 (or by approximately 6% annually).
• The increase in 2020-21 is primarily due to COVID-19 measures, such as:
  • Income Assistance,
  • Family Violence Prevention Program.
• The increase in 2021-22 Forecast Spending is primarily due to Budget 2021 investments in income assistance, case management, and pre-employment supports to individuals and families living on-reserve.
• In 2022-23, $364 million of funding is transferred from program contributions to the New Fiscal Relationship grant:
  • Approximately $327 million from Income Assistance, and
  • $37 million from Assisted Living.

Source: 2013-14 to 2017-18 as per INAC Departmental Performance Reports/Departmental Results Reports, 2017-18 to 2020-21 as per ISC Departmental Results Reports. Expenditure trends for INAC are included in this chart for the period 2013-14 to 2017-18 in order to provide comparative figures for ISC. In 2013-14, Family Capacity Initiatives are included in the Child and Family Services and beginning in 2014-15, Family Capacity Initiatives are included in Income Assistance, pursuant to the revised Program Alignment Architecture.

Text alternative for Expenditure Trend – Child and Family Services

This chart shows the breakdown of expenditures trend for Child and Family Services from 2013-14 to 2022-23.

Actual Expenditures
(INAC before 2017-18, ISC and INAC for 2017-18, ISC from 2018-19 to 2020-21)
Millions of dollars

Fiscal Year	2013-14	2014-15	2015-16	2016-17	2017-18	2018-19	2019-20	2020-21	2021-22 (Main Estimates)	2021-22 (Forecast Spending)	2022-23 (Main Estimates)
Child and Family Services	667	652	681	768	844	1,254	1,484	1,514	1,182	N/A	21,875
Implementation of the Act	N/A	N/A	N/A	N/A	N/A	N/A	N/A	7	98	N/A	120
Total	667	652	681	768	844	1,254	1,484	1,521	1,280	2,734	21,995
Figures may not add due to rounding.

• Overall, actual expenditures in 2020-21 for child and family services have more than doubled since 2013-14.
• The increase in expenditures since 2015-16 reflects urgent investments in the First Nations Child and Family Services Program.
• Additional funding is also provided starting 2020-21 to implement the Act respecting First Nations, Inuit and Métis children, youth and families and the ongoing reform of Indigenous Child and Family Services program.
• The increase observed between 2020-21 and 2021-22 Forecast Spending is mainly due to supporting First Nations Child and Family Services, Canadian Human Rights Tribunal orders implementation and non-compliance motion settlement.
• The increase observed between 2021-22 Forecast Spending and 2022-23 is mainly due to support increasing program needs and advance Canada's overall commitment to reconciliation by paving the way for a more respectful and constructive relationship with Indigenous people.

Source: 2013-14 to 2017-18 as per INAC Departmental Performance Reports/Departmental Results Reports, 2017-18 to 2020-21 as per ISC Departmental Results Reports. Expenditure trends for INAC are included in this chart for the period 2013-14 to 2017-18 in order to provide comparative figures for ISC.

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This chart shows the breakdown of expenditures trend for Infrastructure (excluding Health Infrastructure) from 2013-14 to 2022-23.

Actual Expenditures
(INAC before 2017-18, ISC and INAC for 2017-18, ISC from 2018-19 to 2020-21)
Millions of dollars

Fiscal Year	2013-14	2014-15	2015-16	2016-17	2017-18	2018-19	2019-20	2020-21	2021-22 (Main Estimates)	2021-22 (Forecast Spending)	2022-23 (Main Estimates)
"New Fiscal Relationship" Grant	N/A	N/A	N/A	N/A	N/A	N/A	74	96	271	N/A	274
Water and Wastewater	295	329	367	462	664	673	648	794	1,228	N/A	3,146
Other Community Infrastructure and Activities	383	435	423	615	663	517	478	492	497	N/A	938
Education Facilities	214	263	249	286	385	456	474	365	168	N/A	395
Housing	143	129	136	410	335	359	371	371	139	N/A	351
Total	1,035	1,155	1,176	1,773	2,048	2,006	2,045	2,118	2,303	3,005	5,104
Figures may not add due to rounding.

• The increase observed from 2015-16 to 2019-20 primarily reflects significant investments provided by Budget 2016, Budget 2017 and Budget 2018 across all Infrastructure asset categories.
• The increase in 2020-21 primarily due to funding to improve access to safe, clean drinking water in First Nation communities; as well as COVID-19 measures.
• The increase in 2021-22 Forecast Spending is primarily due to investments in Indigenous infrastructure provided by Budget 2021.
• The increase observed between 2021-22 Forecast Spending and 2022-23 is primarily due to funding for out-of-court settlements.
• In 2022-23, $274 million of funding is transferred from program contribution to the New Fiscal Relationship grant:
  • $41 million from Housing,
  • $49 million from Education Facilities,
  • $127 million from Other Community Infrastructure and Activities, and
  • $57 million from Water and Wastewater.

Please refer to the Annex A to have a view of the total Infrastructure including Health Infrastructure.

Source: 2013-14 to 2017-18 as per Health Canada Departmental Performance Reports/Departmental Results Reports, 2017-18 to 2020-21 as per ISC Departmental Results Reports. Expenditure trends for Health Canada are included in this chart for the period 2013-14 to 2017-18 in order to provide comparative figures for ISC.

Text alternative for Expenditure Trend – First Nations and Inuit Health

This chart shows the breakdown of expenditures trend for First Nations and Inuit Health from 2013-14 to 2022-23.

Actual Expenditures
(HC before 2017-18, ISC and HC for 2017-18, ISC from 2018-19 to 2020-21)
Millions of dollars

Fiscal Year	2013-14	2014-15	2015-16	2016-17	2017-18	2018-19	2019-20	2020-21	2021-22 (Main Estimates)	2021-22 (Forecast Spending)	2022-23 (Main Estimates)
"New Fiscal Relationship" Grant	N/A	N/A	N/A	N/A	N/A	N/A	58	74	196	N/A	198
Health Infrastructure Support	525	640	672	782	841	877	885	1,127	879	N/A	1,132
Supplementary Health Benefits	1,071	1,076	1,139	1,252	1,359	1,442	1572	1,550	1,588	N/A	2,123
Primary Health Care	927	871	888	941	1,147	1,561	1,757	2,403	1,731	N/A	2,416
Total	2,523	2,587	2,699	2,974	3,346	3,880	4,272	5,154	4,394	6,297	5,869
Figures may not add due to rounding.

• Expenditures increase observed from 2015- 16 to 2019-20 primarily reflects significant investments provided by Budget 2016, Budget 2017 and Budget 2018 on Social Infrastructure, Non-Insured Health Benefits as well as increased spending on Nursing, Mental wellness and Jordan's Principle.
• The increase in 2020-21 is mainly due to COVID-19 measures, such as:
  • Public health measures in Indigenous communities,
  • Indigenous mental wellness, and
  • Supporting a safe restart in Indigenous Communities.
• The increase in 2021-22 Forecast Spending is primarily due to Budget 2021 investments in Indigenous health activities, such as:
  • Continuation of public health responses in Indigenous communities (COVID-19);
  • Mental health and wellness; and
  • Health outcomes in Indigenous communities.
• In 2022-23, $198 million of funding is transferred from program contribution to the New Fiscal Relationship grant:
  • $149 million from Primary Health Care, and
  • $49 million from Health Infrastructure Support.

Please refer to the Annex A to have a view of the total Infrastructure including Other Infrastructure.

Source: 2013-14 to 2019-20 figures are based on restatement of expenditures reported in INAC, CIRNAC, and ISC Departmental Performance Reports/Departmental Results Reports. Expenditure trends for INAC and CIRNAC are included in this chart in order to provide comparative figures for ISC.

Text alternative for Expenditure Trend – Other Programs and Services

This chart shows the breakdown of expenditures trend for Other Programs from 2013-14 to 2022-23.

Actual Expenditures
(INAC before 2017-18, ISC and INAC for 2017-18, ISC and CIRNAC from 2018-19 to 2019-20, ISC for 2020-21)
Millions of dollars

Fiscal Year	2013-14	2014-15	2015-16	2016-17	2017-18	2018-19	2019-20	2020-21	2021-22 (Main Estimates)	2021-22 (Forecast Spending)	2022-23 (Main Estimates)
Fiscal Year	2013-14	2014-15	2015-16	2016-17	2017-18	2018-19	2019-20	2020-21	2021-22 (Main Estimates)	2021-22 (Forecast Spending)	2022-23 (Main Estimates)
New Fiscal Relationship (Operating and Contributions)	N/A	N/A	N/A	N/A	N/A	N/A	3	6	6	N/A	14
"New Fiscal Relationship" Grant	N/A	N/A	N/A	N/A	N/A	N/A	61	74	160	N/A	161
Land and Economic Development Related Programs	278	295	372	376	487	480	423	837	345	N/A	519
Indigenous Governance and Capacity	443	407	406	416	458	512	431	411	293	N/A	309
Emergency Management Assistance	80	108	115	118	140	165	241	790	102	N/A	105
Individual Affairs	34	32	34	38	40	47	42	48	42	N/A	40
Urban Programming for Indigenous Peoples	52	50	50	49	53	53	53	469	73	N/A	157
Total	886	892	977	998	1,178	1,257	1,254	2,634	1,020	2,802	1,305
Figures may not add due to rounding.

• The increase in 2020-21 and 2021-22 Forecast Spending is mainly due to COVID-19 measures, such as:
  • Indigenous Community Support Fund,
  • Supporting Indigenous businesses,
  • Supportive care in Indigenous communities,
  • Supporting Indigenous mental wellness,
  • Urban and regional Indigenous organizations; and
  • Indigenous communities affected by disruptions to their revenues which are necessary to support programs and services.
• The decrease in 2022-23 is primarily due to a reduction in funding for COVID- 19 measures.
• In 2022-23, $161 million of funding is transferred from program contribution to the New Fiscal Relationship grant:
  • $132 million from Indigenous Governance and Capacity,
  • $26 million from Lands and Economic Development Programs, and
  • $3 million from Individual Affairs.

Supplementary Estimates

• Supplementary Estimates present information to Parliament on Government of Canada spending requirements not sufficiently developed in time for inclusion in the Main Estimates
• Eligible items are:
  • Requirements that are approved by Treasury Board by April 28, 2022;
  • Transfers between Votes within the organization^{Footnote 3};
  • Transfers between organizations. The organization receiving the transfer needs to have the mandate and policy coverage for the purpose of the funding^{Footnote 3};
  • Increases to existing grants that are to be funded within the Vote; and
  • Increase to vote-netted revenues.
• Supplementary Estimates (A) are the first of three Supplementary Estimates, which were tabled May 20, 2022. Supply was received in June.

Supplementary Estimates (A) 2022-23

Budget 2022 – Highlights

• Budget 2022 provided $11 billion over six years to continue to support Indigenous children and families, and to help Indigenous communities continue to grow and shape their futures.
• It includes a range of measures that would contributes by delivering important benefits to Indigenous Peoples and Northerners.

Preliminary Year End Results 2021-22

Vote 1 – Operating Expenditures at Year End vs P10 Forecasts

Vote 5 – Capital Expenditures at Year End vs P10 Forecasts

Vote 10 – Grants & Contributions at Year End vs P10 Forecasts (NON SPA and NON COVID-19)

Vote 10 – Grants & Contributions at Year End vs P10 Forecasts (SPA and COVID-19)

What to expect in the fall?

Beginning September 6, 2022, ISC will increase employee in-person presence at our worksites. In- person presence will be expected 1 day/week or more, in accordance with the evolution of COVID-19.

Our approach will be designed to retain the best of remote work and to regain the important in-person connections we have lost, such as brainstorming and team building, showing a new employee around the office on their first day, sharing information through informal hallway chats, and providing authentic in-person interactions with partners. The purpose is not to replicate a remote work experience in the office.

Flexibility in setting your in-person presence arrangements may be required as managers consider a number of factors, such as the duty to accommodate, duty to travel, ongoing or upcoming construction impacting worksites, availability of workspaces, the composition of teams that may not be located in the same city/province, as well as operational requirements. We recognize that some employees have never left the office or their nursing stations. For these employees, they will continue with their current approach.

This means that:

• In-person, recurring presence is expected from all employees (1 day/week), with management consideration for flexibility.
• In-office, collaborative meetings are expected to be set and recurring.
• Any handling of information that is classified above Protected B is to take place through a secure network connection and environment, from ISC or government-designated hubs/worksites.
• We are moving to unassigned workspaces at each worksite.
• Flexible work arrangements (including telework agreements) are to be in place, where applicable.

Renovations at les Terrasses de la Chaudiere (TLDC) in Gatineau

Significant construction at TDLC is currently taking place and will continue over the next few years. As part of that construction, replacement of the complex's exterior will commence this fall. Due to the complexities involved in replacing the exterior, entire buildings within the complex will be temporarily vacated consecutively starting in 2023. Guidelines and timelines will be shared with employees at this worksite and other sites impacted by construction in the National Capital Region as well as in some regional offices, as information becomes available. We are currently working with Public Services and Procurement Canada (PSPC) and our National Accommodations Directorate team to provide you with further communication, guidelines and timelines that will be shared with you throughout the summer.

Safety Precautions

We acknowledge that returning to the office may be worrisome and generate questions and concerns. COVID-19 has not disappeared. We still need to be careful, and we are committed to having ongoing communication with you. You can rest assured that we will continue to take precautions in workplaces to provide a safe environment, including working closely with our Occupational Health and Safety committees and following Health Canada's Public Service Occupational Health Program guidance.

Your safety remains our top priority, and all decisions will take into account local realities and guidance from health authorities.

We are actively working to provide you with tools that answer your questions. Stay tuned for updates in The Express and via email in the coming weeks. We acknowledge that we do not have all of the answers right now, but we want to prioritize transparency and share this information with employees as soon as possible to ensure that staff have time to prepare.

The path ahead is an important one. We are excited about the future and the opportunity to define it with you. The key to getting this right is using the opportunity we have before us to work together to develop and experiment with hybrid work models that support our objectives of a high-performing, representative, inclusive and accessible public service that is free of racism, harassment and discrimination. We will not have all the answers immediately, and initial experiences will be imperfect, but we thank you in advance for sharing your feedback as we work collectively to define what a hybrid model for ISC should look like.

Thank you once again for your support, patience and excellent work in service delivery to

First Nations, Inuit and Metis. Over the summer months, make sure to take some time off to rest, relax and recharge.

Christiane Fox
Deputy Minister, Indigenous Services Canada

Valerie Gideon
Associate Deputy Minister, Indigenous Services Canada

Date modified: 2022-07-12

Vision & Guiding Principles

ISC Welcome Forward Orientations

Critical Path and Points to Register

Starting July 12, 2022: Voluntary return and testing.

• ISC will be stepping out of the remote work requirement and into a hybrid/telework environment as of September 6th.
• Summer months represent an opportunity to encourage employees to experience and test in-office presence. Feedback can be provided through a Virtual Suggestion Box.
• Communication of key messages to employees.

As of September 6, 2022: Out of temporary remote work conditions and end of Business Resumption.

Deadline for Executives and managers to have:

• Confirmed positions' operational requirements, and where flexible work arrangements are possible
• Ensured all employees updated their MyProfile, validating employee designated ISC or CIRNAC Hub to assist in space and accommodation planning
• Telework agreements are in place for all employees not working 100% from an ISC or CIRNAC Hub/Workplace.
• In-office, collaborative meetings expected to be set and recurring
• Any handling of information classified above Protected B is to take place through a secure network connection and environment, from ISC or CIRNAC Hubs/Workplaces
• In-person, recurring presence expected from all employees (1 day/week as an initial step):
  • We see this as an opportunity to focus on in-person collaboration. Flexibility in setting in-person presence arrangements may be required as managers take into consideration a number of factors such as duty-to- accommodate, duty-travel, workplace/office space availability, family obligations.
  • Note: employee must be eligible for telework, as determined by their supervisors/managers

Text alternative for Management Decision Tree

This decision tree helps determine instances where flexible work arrangements (incl. telework) can be applicable.

Flexible work arrangements should consider management expectations relating for in-office presence, as well as operational requirements* (*meaning the nature of the function to be performed require in-person presence in the office, as per: classification; requirements for secure handling of protected information; and the service delivery model).

Flexible work arrangements can also vary in terms of the ratio of in-office work and telework based on management discretion, required accommodation, and other factors. Labour Relations is a key resource for support.

1. Does the function or service require employee(s) to be physically in-office?
   • Yes: Ongoing/constant in-office presence.
   • Examples:
     • Client services provided
     • Infrastructure
     • Equipment
     • Inspection and maintenance
     • Other
2. Are there some activities performed by your unit which need to be conducted in-office?
   • Yes: Flexible work arrangements, including weekly in-office presence.
   • Examples
     • Sensitive data and information
     • Face-to-face interaction required
     • Other
3. Telework. Is the employee facing challenges with telework? (professional and/or personal)
   • Yes: Flexible work arrangements, including weekly in-office presence.
   • Examples of challenges:
     • Personal, Professional
     • Mental health (e.g. isolation)
     • Network issues
     • Other
   • No: Flexible work arrangements (in-office presence may be required).
   • Examples:
     • Transactional work
     • Web development
     • Call centers
     • Other

Telework Agreement Platform

By September 6, 2022: Telework agreements should be in place for all employees not working 100% in-office.

• An automated telework agreement platform has been created to allow employees to complete and submit their request, propose a schedule, provide up to two telework locations (other than ISC or CIRNAC worksites), and confirm various elements electronically (OHS, security, etc.).
• Allows managers to track status of agreements, and provide employees with reminders.
• Establishes a clear approval process and provides precise information to ensure timely understanding, communication and distribution of messages.

Text alternative for Telework Agreement Platform

This image shows example forms from the telework agreement platform.

Virtual Suggestion Box

• Summer 2022 represents an opportunity to experience and test our in-office presence.
• To improve our in-office work experience, a virtual suggestion box has been created to encourage employees to submit feedback and/or suggestions to the various functional authorities.
• By selecting a category, suggestions will automatically be forwarded to the proper functional authorities.
• The Virtual Suggestion Box will be made available through our Intranet.

Text alternative for Virtual Suggestion Box

This image shows an example form from the virtual suggestion box.

MyProfile Service

By September 6, 2022: Ensure employees have updated their MyProfile, to assist in accommodations planning.

• MyProfile Service (MPS) system is the most up-to-date system for ISC/CIRNAC employee and consultant information.
• MPS has been modified to capture the following new information:
  • ISC or CIRNAC designated position location;
  • Assigned work area if applicable (i.e. dedicated cubicle space);
  • Frequency of dealing with information classified higher than network capability;
  • First Aid, CPR, Floor emergency status.
• The new fields will be available in MPS July 14, 2022.

Text alternative for MyProfile Service

This image shows example forms from the MyProfile Service.

Assets & IT Equipment

• One IT equipment setup per person. An employee's setup should be at the location they will use the majority of the time (i.e. 3, or more, days a week).
• Employees with ongoing/constant in-office presence will need to return their equipment to the office (chair, monitors, etc.).
• Employees benefitting from flexible work arrangements, including weekly in-office presence, should use unassigned workstations by default. Exceptions may apply (i.e. Duty to Accommodate).
• Unassigned workstations will include a sit-stand desk, ergonomic chair, universal docking station and standard mouse, keyboard and monitor(s).
• Asset management and tracking is a joint responsibility between managers, employees and functional authorities.

Information Security and Management

• The ability to work on classified information remotely was a temporary, pandemic-specific measure
• Addressing the Department's security posture is a responsibility all employees and managers share
• ISC is resuming information management and security protocols, and reinforcing the Values and Ethics Code
• Any handling of information that is classified above Protected B is to take place through a secure network connection and environment, from ISC, CIRNAC or GCcoworking Hubs
• When teleworking:
  • only handle information classified at the proper level; and
  • manage information digitally to the extent possible, avoiding printing/handling of paper records

Hubs and Coworking Spaces

• The Department is transitioning towards unassigned seating by default. Exceptions may apply based on operational or other requirements (i.e. nature of work, or Duty to Accommodate).
• The Future of Work is mobile. Employees' designated workplace to be the ISC or CIRNAC Hub as defined in their HR letter of offer, however employees will be able to access all locations.

Frequently Asked Questions

Contacts and More Information

• Post-Pandemic Framework HR Guidance: Considerations on position, permanent work, remote work and telework locations
• Accommodations
  • Headquarters: HQ Accommodations hqaccommodations@sac-isc.gc.ca
  • Regions:
    • Atlantic: adminat@sac-isc.gc.ca
    • Quebec: qcserviceadmin-securiteadmin-securityservicesqc@sac-isc.gc.ca
    • Ontario: ontarioregionofficeaccomodations@sac-isc.gc.ca
    • Manitoba: mbregionaladmin@sac-isc.gc.ca
    • Saskatchewan: ReginaAdmin@sac-isc.gc.ca
    • Alberta: ab.spaceforce@sac-isc.gc.ca
    • B-C: aadnc.bccssecurity.aandc@canada.ca
• Security Services
  • Headquarters: Security and Emergency Services Directorate (819) 994-6737 or aadnc.hqsecurity.aandc@canada.ca
  • Regions: Contact your regional security representative
• Information Technology (IT) Services
  • For IT Security issues, contact IT Services: 1 (866) 795-6465 or aadnc.sti-its.aandc@canada.ca
• Human Resources
  • Human Resources and Workplace Services Branch (HRWSB) Service Structure | Crown-Indigenous Relations and Northern Affairs Canada: Intranet
• Wellbeing Supports
  • Well-being
  • Well-being and mental health
  • Indigenous Mental Health and Wellness Support Services