Departmental Management and Administration

Program Activity – Departmental Management and Administration

Providing strategic departmental operational management

The benefits to First Nations, Inuit, Métis, Northerners and other Canadians are well-informed policy development and effective, efficient and consistent program delivery that supports the government's Aboriginal agenda.

Description

Departmental Management and Administration underpins all strategic outcomes and program activities by providing essential services and strategic direction that support the ongoing operation of the department.

It entails building and sustaining a value- and results-based culture of management excellence that supports INAC in achieving its mandate and strategic objectives; strengthens its capacity and its decision-making, planning, operational and reporting processes; fosters the development of priorities in collaboration with First Nations, Inuit, Métis and Northerners; and encourages a better understanding of First Nations, Inuit, Métis and northern issues in Canadian society and internationally.

2.8.1 Results

Deliverables and Time Lines – Expected Results and Outputs

Program Sub-Activity:

Regional and Program Operations

Expected Result 1: Strategic direction set through dialogue and joint agenda development.

Indicators	Targets/Timing	Actual Results
Extent to which processes have been jointly developed and allow effective contributions of partners and stakeholders.	2005–08.	Over the past year, the department has established a number of forums and mechanisms for setting strategic direction through dialogue with First Nations, Aboriginal Organizations, Boards established through land claims and/or legislation, and other government departments. The Northwest Territories Board Forum works with partners in the NWT Resource Management System to share information, identify common priorities and undertake collaborative action. An agreed upon AFN/INAC cooperative planning approach was used for education-related activities. Based on this approach, a joint process was established to develop an Education Policy Framework (EPF) with First Nations. This process will include joint dialogue sessions to develop the EPF in regions through 2006–07. A Policy Retreat with members of Cabinet and Leaders of National Aboriginal Organizations was held in May 2005. The Minister of INAC signed Cooperative Policy Development Accords with five National Aboriginal Organizations Leaders. A meeting of federal and provincial/territorial Ministers of Aboriginal Affairs and five National Aboriginal Organizations leaders was held in June 2005. A meeting of First Ministers and National Aboriginal Leaders took place in November 2005 where they set goals to improve the quality of life for the Aboriginal peoples of Canada in four areas – health, education, housing and relationships – and to enhance economic opportunities. INAC undertook bilateral visits and exchanges with a range of countries, including Mexico, Argentina, Botswana, Russia and New Zealand, and participated in ongoing discussions related to: Access and benefit sharing related to the Convention on Biological Diversity and access to genetic resources, traditional knowledge and folklore at the World Intellectual Property Organization. Draft declarations on the rights of indigenous peoples at the United Nations and the Organization of American States. Promotion of indigenous peoples inclusion in the UN World Summit on the Information Society, the review of the Beijing + 10 Platform of Action on women's rights and the 4th Summit of the Americas. INAC participated in the annual sessions of the United Nations Permanent Forum on Indigenous Issues and the Working Group on Indigenous Populations.

Output: An INAC/First Nations/Inuit/Métis/Northerners priority-setting process in place in all regions, and new mechanisms for interdepartmental collaboration.

Indicators	Targets/Timing	Actual Results
Extent to which First Nations, Inuit, Métis and Northerners are involved in the development of such processes and level of participation once established.	2005–07.	The Northwest Territories (NWT) Board Forum met twice with partners in the NWT Regulatory System to identify common priorities and undertake collaborative action (Spring 2005; Fall 2006). All regions south of 60 have established or are in the process of establishing priority setting sessions with First Nations: The Atlantic region is engaging the Joint INAC/Atlantic Policy Congress of First Nation Chiefs Executive; The Quebec Region is collaborating with First Nation organizations; In Ontario, Joint Planning discussions are held with PTOs, Tribal Councils and some First Nations; The Manitoba region is engaged in joint priority setting sessions with the Assembly of Manitoba Chiefs, the Southern Chiefs Organization, and the Manitoba Keewatinook Ininew Okimowin; In Saskatchewan, joint planning sessions are held with the Federation of Saskatchewan Indian Nations and the Tribal Councils; In Alberta, planning discussions are held with the Treaty Executive Directors Forum; The BC Region developed the Joint Planning and Policy Development Forum in 1999. BC Region held 3 Joint Planning and Policy Development Forums (Accountability for Results, Economic Opportunities, and Sustainable Housing) in 2005. All three forums produced recommendations reports outlining issues and recommendations for change. The ongoing success of this working partnership is evident in improved relationships, improved service delivery and improvements at the community level. Each region has also established and/or participates in one or more interdepartmental forums to address Aboriginal issues: All regions are actively engaged with their regional Federal Councils. Several regions are also involved in various other interdepartmental committees: In the Atlantic Region, a Federal Forum on Aboriginal issues in Newfoundland and Labrador has been created; The Ontario Region chairs the Interdepartmental Federal Aboriginal Committee; The Manitoba Region co-chairs the Aboriginal Affairs sub-committee of the Manitoba Federal Council; The Saskatchewan RDG co-chairs a committee whose priorities include recruitment/retention of Aboriginal peoples to the federal civil service and development of a multi-sector workforce and development of strategies for Aboriginal peoples to access post-secondary education opportunities; The Alberta Region participates on the Canada-Alberta-First-Nations-Metis Partnership Forum to address socio-economic development issues affecting aboriginals in Alberta; and The BC region chairs the Federal Inter-governmental Committee on Aboriginal Issues to address issues affecting Aboriginal people within BC.

Expected Result 2: Workforce and organization that can deliver the business of the department.

Indicators	Targets/Timing	Actual Results
Management and employee assessments.	Maintain 2004 levels.	The Employee Performance Management Guide, and the related process and approach were modified to strengthen the review and monitoring of performance.

Output: Implementation of continuous learning strategy that aligns core competencies with INAC's strategic outcomes.

Indicators	Targets/Timing	Actual Results
Core competencies identified. Extent to which investment in departmental learning is aligned with INAC's expected results and strategic direction.	Departmental managers equipped to access the opportunities presented by the Public Service Modernization Act – July 2006. Existing human resourcing processes reviewed to maximize the potential of existing tools, policy frameworks and inventories – December 2005. Regular reporting to departmental managers of their situation with respect to their human resources management accountabilities (i.e.: Aboriginal workforce, employment equity, learning, official languages) – ongoing.	The 2005–06 continuous learning strategy (including PSMA Learning Strategy and PSMA project plan) was implemented with a focus on core competencies for managers to access opportunities presented by the PSMA. The implementation of PSMA-related learning was identified as key to the Public Service priority of Human Resources Modernization and to achieving strategic operational management. Continuous learning focussed on PSEA training. Staffing Delegation training was identified as a core competency and was mandatory for INAC Managers and all Executives. Departmental investment in learning focused on PSMA-related learning. All INAC Managers and Executives were trained in Staffing Delegation. Additional core competencies relating to Informal Discussion, Staffing Values and Ethics and Labour Relations were identified. PSEA and PSMA related training was delivered to employees and/or managers on the new PSEA, Informal Discussion, Staffing Values and Ethics and Labour Relations. A Train the Trainer approach was used to develop internal capacity. Existing human resources (staffing) processes assessed and improved to meet PSEA requirements. New PSEA reporting requirements were assessed. New Learning, Training and Development requirements were assessed. Public Service Required Training requirements were assessed. Comprehensive "Dashboard" demographics and statistics were produced and distributed in the Fall 2005 and Spring 2006 to departmental managers. Demographic reports were distributed monthly to regions and sectors.

Output: Increased opportunities for the advancement and retention of Aboriginal people and other designated groups.

Indicators	Targets/Timing	Actual Results
Number of opportunities open to and secured by Aboriginal people and other designated groups.	2005–06.	As of March 31, 2006 representation rates were as follows: Aboriginal 30.1%; Persons with Disabilities 6.8%; Visible Minorities 6%. These numbers have increased or remained constant over the 2005-06 period. During 2005–06 there were 729 appointments to the department (this entails external appointments of non-INAC employees). Of these 158 (21.7%) were Aboriginal, 34 (4.7%) were Persons with Disabilities and 44 (6%) were Visible Minorities. There were 259 promotions during 2005–06. Of these, 76 (29.3%) were Aboriginal, 11 (4.2%) were Persons with Disabilities and 11 (4.2%) were Visible Minorities.

Expected Result 3: The effective management of INAC information in support of all departmental strategic outcomes.

Indicators	Targets/Timing	Actual Results
Completion against information management/information technology (IM/IT) strategy and plans.	50-percent improvement from 2005–06 to 2006–07.	A Data Collection Instrument Registry was implemented as the authoritative source of approved data collection instruments and related documentation. DCR findings and recommendations were used by Programs and Regions to determine what changes would be made to data reporting requirements for both 2005-06 and 2006-07 Transfer Payment Agreements. A revised measure of success was developed; implementation of data collection instrument repository (DCR) and action plan for reducing the data repository burden. In light of DCR findings and revised measures of success, an Action Plan for Reducing Data Reporting Burden was developed.

Output: Development of a comprehensive departmental IM/IT strategy.

Indicators	Targets/Timing	Actual Results
Percentage of Program Sectors that have developed IM/IT strategies.	100 percent by March 31, 2007.	Ongoing; 3-year IM/IT Plans are being developed in all Program Sectors and will be completed by Sept. 2006. Plans will be consolidated in a comprehensive departmental IM/IT strategy by March 31, 2007.

Expected Result 4: Effective communications that promote the government's Aboriginal Agenda.

Indicators	Targets/Timing	Actual Results
Extent to which communications are appropriately targeted to the audiences.	Ongoing.	Provide ongoing communications advice and support to assist all Sectors in reaching their audiences when communicating INAC programs and services.

Output: Ongoing development and implementation of a strategic communications plan.

Indicators	Targets/Timing	Actual Results
Alignment of communication priorities and strategies with departmental outcomes.	Ongoing.	A Corporate Communications Strategic Plan is under development and will be completed in Fall 2006. Communications Branch provides clients with strategic communications strategic plans, and monitors compliance with the Government of Canada Communications Policy and with the Common, Look and Feel, Federal Identify Program and the Official Languages policy of the Government of Canada. This supports department management outcomes.

Output: Operational communications support through effective strategies, activities, products and a public affairs strategy.

Indicators	Targets/Timing	Actual Results
Accuracy and consistency of messages.	Ongoing.	The Communications Branch continues to work closely with programs and other government departments to develop effective strategies on all communications initiatives as well as consistent Government of Canada messages. Developed process to implement regular media analysis to monitor whether INAC messages are being captured in media reporting. Communications advice provided on communications products and messages; to ensure messages are clearly understood, the Branch conducts Public Opinion Research and focus groups.

Expected Result 5: Demonstrated results against INAC's Results Framework.

Indicators	Targets/Timing	Actual Results
Results achieved clearly flow from planning and implementation.	Ongoing.	Work is ongoing. Strategic Outcome plans were developed. They outline expected results. Program results are linked to expected results.

Output: Integrated planning and reporting process that assists managers/employees in meeting accountabilities and achieving objectives.

Indicators	Targets/Timing	Actual Results
Alignment of business plans with INAC's Results Framework, notably its audit and evaluation plan.	March 2006.	Strategic Outcome plans were developed, aligned with INAC PAA (Results Framework). Regional business and operational plans are aligned with the Program Activity Architecture (PAA). Functional plans (HR, IM/IT, A&E) are aligned with the PAA. The Chart of Accounts was aligned to the PAA. The strengthened capacity of the community of planners, developed through regional, sector and headquarter communication and joint development and sharing of plans, provides support to managers/employees. The integration of the systems responsible for financial and non-financial data was initiated.

Expected Result 6: Public reporting that demonstrates results, and is balanced, transparent and easy to understand.

Joint development with First Nations, Inuit, Métis and Northerners of agreed-upon parameters of public reporting.

Indicators	Targets/Timing	Actual Results
Reports are well received based on criteria of balance, transparency and ease of understanding.	Ongoing.	Content for the 2005-06 Report on Plans and Priorities was streamlined. The RPP is available both in summary format and with detailed information available on INAC's web site. The Main Estimates and the Chart of Accounts are aligned with INAC's Program Activity Architecture, a framework that structures INAC reporting in concrete terms and results. The BC Region continued to publish an annual report on program spending. The 2004–05 report was distributed to all First Nations.

Output: Establishment of internal processes in support of development of agreed-upon parameters of public reporting.

Indicators	Targets/Timing	Actual Results
Extent to which processes reflect the parties' reporting objectives.	Processes established within department by March 2006.	Resources were dedicated to integrated planning, which includes a focus on the management of public reporting processes. The national community of INAC planners met twice (Aug. 2005 and Feb. 2006) to discuss the public reporting process.

Expected Result 7: An intersectoral approach to First Nations comprehensive community planning to support First Nations in their development, and implementation of comprehensive community plans to create strategic linkages with INAC plans and programs.

Indicators	Targets/Timing	Actual Results
An INAC Comprehensive Community Planning Strategy that is accepted and adopted by key stakeholders.	National workshop with First Nations stakeholders to identify components of the Strategy, by spring 2005. First Nations Comprehensive Community Planning pilot projects results identified by October 2005 for consideration in the Strategy.	Over the last year, the activity in the area of CCP has resulted in increased linkages with planning and program delivery in INAC and other government departments, increased capacity and awareness in Aboriginal communities, and partnerships with engaging Aboriginal organizations. This has been demonstrated through: The development of a draft strategy for First Nations to realize long term plans for sustainable communities, via an integrated, intersectoral approach; National and regional workshops with First Nations, which resulted in greater interest in CCP projects at the community level; Development of CCP awareness material such as a tool kit, promotional DVD and fact sheets; and A number of CCP projects supported by INAC Regions with results of pilot projects analyzed and lessons learned developed.

Output: An INAC Comprehensive Community Planning Strategy, developed in collaboration with key stakeholders.

Indicators	Targets/Timing	Actual Results
Completed Comprehensive Community Planning Strategy with involvement of key stakeholders.	Strategy finalized by December 2005.	The Strategy was drafted by December 2005.

How did these accomplishments support the priority?

Integrated planning and reporting and improved business reporting process and mechanisms support the alignment of resources to areas of priority and ongoing business, transparent business practices and clear accountabilities. This supports the Government of Canada's focus on strengthened management, strengthens INAC's capacity for results-based reporting and ensures that management and operations support the achievement of INAC's strategic outcomes.

Strategic Outcome (SO) plans identify areas of ongoing and new departmental business, provide direction to employees in business and operational planning, and provide a structure for planning and reporting on results. Program activities are clearly linked to results themes, and report on contributions to strategic outcomes. Ongoing collaboration among community of INAC planners (regions, sectors, headquarters and SO Tables) strengthened departmental planning capacity and expertise.

Balanced, transparent and easy-to-understand public reporting that demonstrates results and links activities and resources with outcomes informs Canadians of initiatives undertaken and results achieved in improving the quality of life of First Nations, Inuit, Métis and Northerners. INAC is working to incorporate joint policy and planning development in the department's planning and reporting processes, engaging partners and gathering input regarding INAC's regionally-based policies and planning issues.

The Comprehensive Community Planning Strategy supports INAC's strategic outcomes by fostering good governance and self-reliance of First Nation communities through a national approach that is regionally-based. This integrated approach is based on principles of partnership and mutual respect, and supports First Nations in realizing their long-term goals for sustainable communities.

Communications Branch continues to support INAC's Strategic Outcomes through its services to all Sectors.

Program Sub-Activity:

Litigation Management – Management, Resolution and Prevention

Expected Result 1: Clarification of legal issues.

Indicators	Targets/Timing	Actual Results
Number and relevance of opportunities identified.	As appropriate to opportunities identified.	The development of annual portfolio work plans contributes to the identification of issues that would require clarification, from the courts or otherwise, which in turn may bring parties to settle or help prevent litigation.

Output: Development of an internal report that identifies case trends and operational impacts of cases in the litigation inventory.

Indicators	Targets/Timing	Actual Results
Use of that report in developing effective litigation strategies.	Fall 2005.	An internal quarterly litigation inventory report was implemented. It details the inventory composition and movement. Combined with the analysis of legal, financial and operational impacts of key cases performed through contingency planning, this allows INAC to deepen its knowledge of its inventory of cases.

Output: Legal positions that are consistent with the status of the law and the other INAC strategic outcomes.

Indicators	Targets/Timing	Actual Results
Degree to which legal positions assist in advancing INAC's priorities.	Ongoing.	Ongoing collaboration between litigators, legal services counsel, case managers and program/policy officials ensures legal positions take into account the status of the law, the specificity of cases and INAC's overall priorities and strategic outcomes. These positions may also help support the use of claims or other processes to resolve grievances.

Expected Result 2: Resolution of issues and management of risk.

Indicators	Targets/Timing	Actual Results
Extent to which risk management tools strengthen decision making.	Ongoing.	Both legal and business risk assessments, when an out-of-court settlement is contemplated, strengthen decision-making by formalizing the analysis of risk and by ensuring greater consistency in evaluating it.

Output: Joint development of legal risk assessment models with the federal Department of Justice (DOJ) to reflect different needs.

Indicators	Targets/Timing	Actual Results
Responsive models for legal risk assessments.	2006–07.	The current requirements for legal risk assessment were identified, and preliminary discussions were held with DOJ on the challenges and guiding principles for developing models.

Output: Development of business risk assessments that reflect strategic outcomes.

Indicators	Targets/Timing	Actual Results
Extent of alignment with INAC's priorities.	2006–08.	Integration of options for out-of-court settlement into the context of broader negotiations or interactions with First Nations leads to a more coherent resolution of grievances, thereby supporting the "Government" strategic outcome.

How did these accomplishments support the priority?

The clarification of legal issues, the resolution of issues and the management of risk all support INAC's strategic outcomes by ensuring the efficient, effective and strategic management of litigation.

Program Sub-Activity:

Litigation Management – Settlements

Expected Result 1: Resolution of grievances as appropriate.

Indicators	Targets/Timing	Actual Results
Number of settlement negotiations under way and progressing.	Increase in number of negotiations progressing compared with the settlement opportunities identified.	Nine cases had been identified early in the fiscal year as likely candidates for settlement. Seven of these were settled, as well as an additional five cases. The two that remained in negotiations at the end of the fiscal year are forecast for early settlement in the current year, with five other major settlement negotiations underway.

Output: Development of streamlined settlement processes.

Indicators	Targets/Timing	Actual Results
Reduction in time to process potential settlements.	2006–07.	There are ongoing internal analysis and discussions with DOJ and Central Agencies to seek options for streamlined settlement processes.

How did these accomplishments support the priority?

The development of efficient mechanisms to settle where appropriate ensures that INAC takes advantage of opportunities to resolve grievances when they arise, thereby supporting a more collaborative environment favourable to the achievement of the department's strategic outcomes.