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Departmental Management and Administration

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 internally and externally 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.

Financial Resources ($ millions)	Planned Spending	Total Authorities	Actual Spending

Departmental Management and Administration	352.3	392.2	342.9

Human Resources (Full-time Equivalents)	Planned	Actual	Difference


Departmental Management and Administration	2,895	2,671	(224)

Note: The total financial and human resources summarized above have been pro-rated across other program activities in INAC, based on planned spending. The following table shows the specific financial and human resources pro-rated to each program activity.

**Allocation of Departmental Management and Administration to Other Program Activities**
	Actual 2004-2005
	$ millions	Full-time Equivalents

Governance	4.0	31
Institutions	28.2	219
Co-operative Relationships	11.2	87
Northern Governance	0.6	5
Managing Individual Affairs	1.1	9
Education	95.8	746
Social Development	78.9	614
Healthy Northern Communities	5.6	43
Certainty of Title and Access to Land and Resources	1.0	8
Responsible Federal Stewardship	1.1	8
First Nations Governance Over Land, Resources and the Environment	3.6	28
Northern Lands and Resources	9.1	71
Economic and Employment Opportunities for Aboriginal People	4.3	34
Access to Capital and Economic Development	28.2	220
Community Infrastructure	66.6	519
Northern Economy	2.0	16
Office of the Federal Interlocutor	1.7	13

Total	342.9	2,671

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

Description

It entails building and sustaining a value- and results-based culture of management excellence that supports INAC internally and externally 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.

Contributes to Priority in 2005-2006 RPP

All of the priorities for Strategic Outcomes in Section IV.

External Operations - Expected Result 1: Accelerated case closure rate for low-value, straightforward and moderate court cases
Deliverables and Timelines	Actual Results
Assess INAC's strategic plan for each case in the inventory of litigation (ongoing).	Through its efforts to seek resolution of litigation, INAC closed 270 cases during 2004-2005, 63 percent of which were straightforward and moderate complexity cases. INAC continued the thorough review of its inventory it had undertaken with Justice Canada in 2004-2005. It is now better positioned to determine future resource needs, and to track and assess litigation dynamics and trends. As a result of this initial review, INAC will continue to refine this macro analysis of the inventory as an alternative to developing strategic plans for all cases.
External Operations - Expected Result 2: Assess public awareness of First Nations, Inuit and northern issues and understanding of the evolving nature of the relationship with First Nations, Inuit and Northerners, and adjust communications activities and products as appropriate.
Deliverables and Timelines	Actual Results
A strategic communications framework through a corporate communications plan that is integrated with the departmental planning framework, environmental scanning and research, strategic partnerships and an evaluation framework (ongoing).	INAC Communications Branch continues to realign its resources to better respond to the needs of clients in a timely, strategic and efficient way. To support improved service delivery, the Branch has developed a draft communications planning framework that is integrated with the departmental planning process. The framework articulates the Branch's priorities and strengthens the link between the allocation of resources and these priorities.
Operational communications support through effective strategies, activities and products; a public affairs strategy; and a strengthened relationship with regional offices (ongoing).	Ongoing work in public environment analysis, media monitoring and varied outreach activities enables the Branch to respond, in an informed and appropriate way, to requests for communications support from sectors, regions, the Minister's office, senior management, partners and stakeholders. Best practices in communications are shared by employees across the regions and across federal departments; this knowledge builds the Branch's capacity to reach First Nations, Inuit, Métis and Northerners with key information about federal programs and services.
Strategic and tactical communications advice by identifying opportunities and challenges in advancing the department's agenda, correlating strategies for compliance with direction from central agencies and other government departments, and highlighting potential impacts on clients, stakeholders and partners (ongoing).	Through the development of communications plans, proactive issues management and ongoing public environment analysis, the Communications Branch works with stakeholders to identify strategic communications considerations and opportunities that advance departmental priorities. The Branch works collaboratively with other federal government departments to share knowledge, develop common strategic approaches, and maximize available resources and opportunities to best meet audiences' diverse needs. The Branch monitors compliance with the Communications Policy of the Government of Canada and communications activities and initiatives to ensure that INAC's communications activities meet government requirements.
External Operations - Expected Result 3: Improved departmental and First Nations, Inuit and Northerners capacity in relation to risk management and the management of emergencies in communities; improved interdepartmental collaboration; and streamlined accountability, reporting and information-sharing mechanisms.
Deliverables and Timelines	Actual Results
Full integration of risk management into internal audit work and into planning, policy, operational and decision-making processes (ongoing).	A risk assessment was conducted as part of each 2004-2005 audit and will be an ongoing practice. Risks are assessed during preparation of action plans. Risk assessments were conducted on all elements of INAC's results framework to identify risks that could affect organizational objectives in order to guide future planning and decision making. Training and information sessions on risk management were provided to staff.
Development of a departmental Corporate Risk Profile.	Work to update the INAC Corporate Risk Profile progressed.
Establishment of new mechanisms for interdepartmental collaboration to address Aboriginal issues (December 2005).	Work ongoing.
Increased and improved emergency management through arrangements/agreements with provinces and emergency organizations (ongoing).	An agreement with Alberta contributed to increased capacity and reduced risk of occurrence and damages to First Nations communities, their members and infrastructure. The Alberta agreement covered the delivery of emergency management assistance for First Nation communities on reserve, including forest fire preparedness and suppression-related activities.
Modernization of INAC's reporting infrastructure and requirements in relation to agreements with First Nations, Inuit and Northerners (2004-2006).	Work began to develop a new information system in support of transfer payment business and service standards. This would provide web-enabled access to First Nations and other government departments. The project also seeks to streamline transfer payment business processes across all regions and sectors. In the development of the First Nations Inuit Transfer Payment (FNITP) Project, processes were established to ensure full regional staff and Aboriginal representation and input into the design. The Data Collection Policy approved in October 2004 established a department-wide management framework over additions, changes or deletions to data-collection initiatives with engagement of First Nations, Inuit and Northerners.
External Operations - Expected Result 4: Promote co-operative relationships among federal, provincial/territorial, and First Nations and Inuit governments.
Deliverables and Timelines	Actual Results
Federal, provincial and territorial Aboriginal Affairs Ministers and national Aboriginal leaders are to meet on an annual basis. The focus this year will be to develop and consider strategies and recommendations on housing and education.	Work ongoing.
Internal Operations - Expected Result 1: Public service values continually reinforced by leaders and employees at all levels.
Deliverables and Timelines	Actual Results
Communication to employees at all levels of the organization to help them understand their accountabilities and obligations associated with the Public Service Code of Values and Ethics (ongoing).	INAC launched and promoted to all employees its new Continuous Learning Policy. The first commitment is to Shared Values and Continuous Learning, and reminds employees of the need to integrate values and ethics into their behaviour as individuals and as an organization. New employee orientation materials included a copy of the Code, an overview of public service values and INAC's Statement of Core Values. INAC employees participated in dialogue sessions based on values and ethics scenarios to help them understand their accountabilities. A communities of practice joint national meeting was held in November 2004 at which the Leadership and Learning Support Team (LLST) highlighted their Values and Ethics Workshops.
Internal Operations - Expected Result 2: Results-based Management and Accountability Framework that provides effective strategic direction.
Deliverables and Timelines	Actual Results
Results-based management implemented by assigning accountability for results in Performance Management Agreements (PMAs) - employees' goals and objectives cascade from Deputy Minister's accountabilities (ongoing).	Work ongoing. Implementation commenced, but not completed during 2004-2005. More concrete results are planned for 2005-2006.
Increased horizontal collaboration by clarifying accountabilities for each Results Theme (ongoing).	The Executive Secretaries of each Strategic Outcome (SO) meet on a weekly basis to discuss horizontal issues, ensure that roles and responsibilities are clear, and address any common barriers. Members of the other SOs have also been invited to participate in the development of logic models and plans for each SO to ensure proper linkages are developed.
Internal Operations - Expected Result 3: Understanding by employees of departmental direction, results to be achieved and their accountability for Strategic Outcomes.
Deliverables and Timelines	Actual Results
Employees at all levels understand how their work contributes to the achievement of INAC's Strategic Outcomes, to be demonstrated by surveys (ongoing).	INAC undertook to review the department's Employee Performance process in order to effectively align and measure performance against organization objectives, thus clearly improving the opportunity to have employees understand how they contribute to Strategic Outcomes.
Implement INAC's Management/Leadership program incrementally (2004-2007).	Work ongoing.
Internal Operations - Expected Result 4: A diverse, representative and capable workforce and workplace that is focussed on results and prepared to deliver INAC's mandate today and into the future.
Deliverables and Timelines	Actual Results
Develop a Diversity Strategy, with a focus on increased and equitable representation of Aboriginal employees in INAC (2004-2005).	In 2004-2005, INAC continued to focus on increased and equitable distribution of Aboriginal employees by committing to at least 50 percent Aboriginal representation on management and executive development programs, including the Career Assignment Program and the Management Trainee Program. As well, INAC reinforced its commitment to the 50 percent Hiring Strategy through announcements to all employees. INAC maintains a website that describes Aboriginal employment programs as well as INAC's commitment to the 50 percent Aboriginal Hiring Strategy as outlined in a Letter of Agreement between the department and the Assembly of Manitoba Chiefs. This website is accessible to employees and the general public. The department continues to actively recruit Aboriginal peoples through the Aboriginal University Recruitment Inventory, the Federal Student Work Experience Program and regional Aboriginal inventories. However, despite these recruitment programs, the department continues to have difficulty recruiting and meeting its representation and hiring targets.
Foster a workplace that provides opportunities for recruitment, development and advancement of Aboriginal people and other designated groups, and promotes retention in the federal public service (ongoing).	Through these programs and the support of the Committee for the Advancement of Native Employment, INAC continues to foster a workplace that provides opportunities for Aboriginal peoples in all areas. For much of the past fiscal year, INAC's Human Resources Branch has been working with the Public Service Human Resource Management Agency of Canada in preparing for implementation of the Public Service Modernization Act (PSMA), as well as working on non-legislated activities pertaining to modernization within the department. While full integration of employment equity/diversity into human resources management and business planning has not yet occurred, an employment-equity dimension is becoming more prominent in all such work. INAC's Workplace Accommodation policy was developed and released, to bring the department into full compliance with the Employment Equity Act and fulfill the Canadian Human Rights Commission's audit requirements. Consequently, 55 trainers have been trained to deliver Workplace Accommodation sessions to employees and managers in the next fiscal year. A brochure was developed and distributed to promote the new policy across INAC. An assessment was conducted on the impact of the 2001Census on representation of the four designated groups at INAC. A review of the collection process for the workforce demographic/self-identification survey was completed to find ways of increasing the number of respondents in order to reach a higher rate of return. The Human Resources Planning Kit distributed on November 2, 2004, included key employment equity data, with a particular focus on the Aboriginal workforce, as part of the Management's Key Human Resources Responsibilities document. INAC offered a training program and information session on Diversity and Employment Equity in June 2004 to management teams and groups of employees. The INAC Workforce Analysis Report 2004 was released to the regions and sector management teams. INAC continues to work towards building a diverse community (by including the employment equity working groups: Committee for the Advancement of Native Employment, Persons with Disabilities Committee, Visible Minority Network, Youth Network, Leadership and Learning Support Team, Bridging the Gap, etc.) and diverse groups in the National Capital Region as well as in other regions). A new Employment Equity Champion was also named.
Implement INAC's policy for continuous learning (2004-2005).	INAC focussed on improving its learning management processes as a key component of implementing its Continuous Learning Policy in support of results-based management at INAC. Learning management was improved through stronger links to the new business and human resources planning process. A business process analysis of the planning and approval process for training and learning was conducted and a department-wide project to improve the process was undertaken. To support employees and managers, a departmental Learning Portal was created providing single-window access to a wide range of information, guidelines and tools. Work is under way to automate the learning management process. These initiatives to improve the management of learning will support managers and employees to make more strategic investments in learning. The full range of departmental investments in learning will be captured. Several initiatives were undertaken contributing to INAC's commitment to building a continuous learning organization as outlined in its Policy: a corporate licence to the campus direct e-learning library, training and information sessions to support human resources modernization, Aboriginal awareness training, and an updated online course for the orientation of new employees. INAC adopted a partnership approach to key initiatives, including learning necessary for public service modernization.
Implement the new official languages policy that comes into effect in April 2004.	In 2004, INAC increased the staff complement assigned to support Official Languages within INAC. The department accomplished some important steps towards insuring compliance with the Official Languages Act by confirming that it meets the service needs of its clients, reconciling Human Resource position and employee data, communicating the staffing regime for executive positions, and supporting and promoting respect for language of work within the department.
Internal Operations - Expected Result 5: An integrated planning and reporting process to provide a cohesive approach to results-based management and assist managers and employees in meeting their accountabilities and achieving their objectives.
Deliverables and Timelines	Actual Results
Establish INAC/First Nations/Inuit/Northerner priority-setting processes for sustainable development in regions where such processes do not currently exist (2005-2006).	In 2004-2005, INAC further developed its Human Resource planning process to align it with business planning as the department continued its work towards achieving full integration of planning. A strong partnership between strategic Business and Human Resources planners is an attribute to a successful year, and INAC continues to lead in integrated planning within the Public Service. A number of new joint priority-setting processes for sustainable development were established in INAC regions. A federal forum on Aboriginal issues in Newfoundland and Labrador was created. An Education Steering Committee has also been formed. In the British Columbia region, three joint First Nation/INAC Committee forums were held on accountability, economic opportunities and sustainable housing. These sessions increased understanding of First Nations priorities and of INAC's policies and programs. A semi-annual progress report on the results of commitment implementation was distributed to all First Nations. The Quebec region collaborated with First Nations organizations to ensure their priorities were included in strategic plans for community planning, housing, education and economic development. The Manitoba region engaged in a joint priority-setting session on regional priorities for 2004-2005 with First Nations representatives. It worked on an integrated planning approach linking the regional Sustainable Development Strategy to the planning process.
Develop and implement a comprehensive departmental Information Management and Information Technology (IM&IT) Strategy aligned with Strategic Outcomes and priorities (2004-2005).	An enterprise-wide Strategic Plan for IM&IT for 2004-2005 was developed that aligns with departmental strategic outcomes and priorities. The Plan, which was approved by Management Committee in February 2004, addressed INAC's Strategic Outcomes by launching a number of multi-year corporate IM&IT initiatives, including: First Nations and Inuit Transfer Payment (FNITP) - a vehicle to implement INAC's new management accountability relationship with First Nations/Inuit and to provide a major tool to assist First Nations to manage their responsibilities; Data Collection Review - a mechanism that reduces the historic data burden imposed on First Nations, Inuit and Northerners, and ensures data collections are affordable, sustainable and produce results aligned with Strategic Outcomes; Coherent IT Operations (CITO) - a set of initiatives to provide more effective IT services at lower cost and improve INAC's ability to address changing needs in the business through the use of common standardized processes, technical skills and tools on a single, scalable platform; Comprehensive Integrated Document Management - a strategy to establish remotely accessible online searching and retrieval of the authoritative source of text-based information to inform decision making and serve as the official record of the department; Collaboration - a software suite to improve interaction between geographically dispersed working groups, including First Nations/Inuit and Northern members, through live, ad hoc virtual meetings and "white boarding" capabilities for focussed discussions; Geomatic Strategy - a strategy to manage land-based data as a corporate asset, using it as a basis upon which to link other corporate information and make it available to all users, internally and externally, for policy and operations; Performance Measurement System - a mechanism by which INAC management will monitor the department's performance against its results-based framework and inform changes to policy and program direction; Connectivity - a strategy to create program authorities and funds to invest in the telecommunications infrastructure of First Nations/Inuit and Northern communities and measures to sustain the technology and to increase the local capacity to use the technology to its potential; Life Cycle Management - a mechanism to ensure future sustainability of day-to-day business operations by the planned renewal/replacement of aging IT components; and IM&IT Governance - a component of INAC's existing governance that provides a department-wide decision-making framework to ensure alignment of all IM&IT investments with departmental outcomes and strategic priorities.
Integrate gender-equality analysis throughout departmental policies, programs and processes (ongoing).	Work ongoing.
Develop and implement an enhanced assurance framework related to procurement, and materiel and assets management (by 2004-2005).	Work ongoing.
Internal Operations - Expected Result 6: Improve service delivery to clients.
Deliverables and Timelines	Actual Results
Establish or revise service standards for selected internal services (ongoing).	Service delivery to First Nations was improved through a Lands and Trust Services (LTS) reorganization, which established functional units and streamlined work processes. In addition, new economic development program authorities reflect input from First Nations and INAC British Columbia Region.
Integrate functional specialists with client groups and reposition them as strategic partners and expert sources for functional guidance (ongoing).	Work ongoing.
Assess the need for delivery of services in both official languages according to results of the decennial census and adjust service delivery where necessary (2004-2005).	INAC completed a decennial Official Languages Compliance Review for a mid-December 2004 deadline. The department surveyed its clients to ensure that it was responding appropriately in their first Official Language as defined by the Official Languages Act. INAC contacted 633 First Nations offices to confirm their preferred language of service. INAC reached over 90 percent of all clients' service points and determined that the department is providing services in the Official Language preferred by its clients.
Internal Operations - Expected Result 7: More effective relationships.
Deliverables and Timelines	Actual Results
Develop and implement new approaches for improving interaction between headquarters and regions (ongoing).	The Regional Directors General Management Committee and the Associate Regional Directors General Forum were established and have helped to foster consistent and coherent regional operations. Headquarters staff and regional planners advanced INAC's "One Plan, One Process" planning framework and collaborated through regional communities of practice to resolve policy and operational issues. All projects undertaken in 2004-2005 were carried out in consultation with and/or with full involvement of regions in order to improve interaction and relationships between headquarters and the regions. Examples of this are the integrated planning process, the Performance Review process renewal, Pride and Recognition Program improvements, various Official Languages committees and support groups, and development of working tools such as the Human Resource planning kit.

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Departmental Management and Administration