Message from the Regional Executive Office

INAC BC Region has renewed its strategic plan for 2007–2010. This is the second edition and we are pleased to share it with you. Our staff and partners have contributed to this plan to better assist us in clearly identifying how we can meet our long-term goals and in turn, how to better serve and support First Nations in achieving sustainable communities.

Sustainability means creating and nurturing healthy, economically prosperous communities where every member benefits. In order to achieve this, INAC BC Region has committed to supporting the changes necessary to strengthen community sustainability. We are focussing on relationships amongst all levels of government, First Nations and the private sector. We also support enhanced governance structures such as, negotiation of treaties, specific claims, and sectoral governance, including land and education. In addition, INAC BC Region is providing tools and resources to First Nations in order for them to benefit from the burgeoning regional economy.

This strategic plan articulates a multi-year vision on how we will focus our regional efforts to support these opportunities.

First Nations in British Columbia-Context

British Columbia is home to more First Nations than any other province in Canada, with 198 Bands and seven distinct Aboriginal language families dispersed throughout the province. First Nations in BC, with their diverse histories, cultures, and relationships to the land, continue to struggle to retain their culture and unique identity within Canada. First Nations are active participants and leaders in a range of activities to strengthen their communities for generations to come. At the present time there are 48 sets of treaty negotiations and over 400 specific claims in progress. There are also numerous First Nations involved in sectoral governance negotiations.

In order to support the economies of their communities and associated social services, First Nations are partnering with the private sector to develop economic ventures. At the same time they are working with the Government of Canada and the Province of BC to develop innovative measures to advance economic success.

First Nations in BC are increasingly leading the way in defining new relationships with all levels of government and the private sector. INAC BC Region continues to support these endeavours and this strategic plan will support growth and opportunities.

First Nations Languages of BC

Strategic Outcome Framework

INAC BC Region continues to focus on achieving progress and results for First Nations people. We are fundamentally committed to supporting the establishment of sustainable communities. In order to achieve this and meet our ongoing key priority of improving the lives of First Nations people in BC, we will track our progress as it corresponds to six themes, or Strategic Outcomes. These outcomes have been aligned with four fundamentals of all First Nation communities: The Government, The People, The Land, and The Economy. We have included an outcome that supports internal management and operations within INAC's administration (Internal Services), as well as the fuller expression of INAC's role to include Métis, Non-Status Indians and urban Aboriginals through the Office of Federal Interlocutor. INAC has become the point of contact between the Government of Canada and Métis, Non-Status Indians and urban Aboriginal people in BC.

In order for INAC BC Region to see concrete positive results at the community level, we have aligned our planning, reporting and on-going management in a results-based approach. This allows us to work with First Nations to identify and develop ideal outcomes, while focussing our efforts and resources to achieving these outcomes. To complement this, we have identified indicators that will assist us in measuring our progress.

Our Business and Approach

It is INAC's mandate to support First Nations, Inuit, Métis and Northerners in achieving their social and economic aspirations, thus developing healthy and sustainable communities where members enjoy a quality of life comparable to that of other Canadians.

INAC BC Region provides support and services to land and resources management, community infrastructure development, and economic and employment development. In addition, we provide social and educational support in these areas. The regional focus is to facilitate a coordinated and integrated approach with First Nations, all levels of government and the private sector. These collaborative efforts will help to identify the support necessary for sustainable community development within First Nation communities.

Regional Approach

Since 1999, through the Joint Planning and Policy Development Forum, INAC BC Region has held ongoing dialogues with First Nations. These forums have raised numerous operational issues, and as a result, many recommendations for change have been incorporated into regional plans. A series of strategic recommendations were made, principally First Nations' desire to work in partnership with INAC BC Region on matters of mutual importance, such as professional development, improved service delivery, effective communications, and the support for long-term community planning. Such joint dialogues have become a basis for doing business with First Nations.

Core Changes in Our Strategic Approach

Our Vision: “Prosperous and successful First Nations are a leading force in a stronger Canada” (Statement developed by BC Region staff in 2006)

Our approach has evolved — in the first strategic plan (2003-2006) we identified a goal of collaboration and partnership. The focus was to initiate partnerships and build effective relationships. Today, INAC BC Region has made changes in how we operate, and with whom we establish partnerships. The goal of partnership is now a regional operational practice, and this approach has given us valuable insight and direction as to how to better align our resources to focus on measures that will have a positive impact at the community level.

We are now expanding our support for professional development, and have identified tools and resources within all the Strategic Outcomes themes. We are continually working to provide improved service delivery. As well, during the 1999 Joint Planning and Policy Development Forum, First Nations asked for support to undertake comprehensive community plans. INAC BC Region responded and has since created tools and resources to support communities undertaking long-term plans.

This strategic plan reflects INAC's mission — to improve the quality of life for First Nations peoples — and was developed in partnership with the BC First Nations Leadership Council, comprising representatives from the BC Assembly of First Nations, First Nations Summit and the Union of BC Indian Chiefs. We are continuing to build on our successes and work jointly with First Nations to identify a path that supports sustainability within their communities.

Many parties have participated in the planning process and we would like to thank them all for their contributions.

INAC BC Region Goals

The Government

Support and empower BC First Nations to achieve sustainable governments.

The People

BC First Nation communities are strong and empowered to achieve their collective aspirations and goals.

The Land

Support BC First Nations to increase their control over lands and resources.

The Economy

BC First Nation communities have the necessary foundation to support a thriving economy.

Internal Services

INAC BC Region serves and supports BC First Nations in developing sustainable and healthy communities through effective regional leadership, collaboration and an enhanced public service.

Office of the Federal Interlocutor for Métis & Non-Status Indians

Collaborative engagement of government and stakeholders, resulting in demonstrable improvement in socio-economic conditions of Métis, non-status Indians and urban Aboriginals and management of Métis Aboriginal rights issues.

Government and Institutions of Government

First Nations with effective governments require appropriate supports to ensure their legal, financial and administrative functions are managed effectively. Communities require governance capacities, new legislations and institutions, and fiscal agreements that are matched to the communities' developing needs.

Core Business

• Supporting Governments
• Institutions of Government
• Fiscal Relations
• Professional and Institutional Development

STRATEGY

Support the enhancement of sustainable First Nation governments through the provision of tools, resources and professional development

Objectives

• In partnership with First Nations, develop tools, and provide resources and professional training opportunities for Comprehensive Community Planning (CCP)
• Provide support in the development of governance related tools, resources and training

Result

• First Nation communities are effectively managed based on a coordinated and integrated planned approach

Performance Indicators

• Number of tools developed for CCP; communities funded for CCP; and First Nation participants at training sessions
• Number of governance training and information sessions with First Nations and Aboriginal organizations
• Number of projects supporting core governance competencies

STRATEGY

Continue to honour legal obligations and support governance related legislative and policy initiatives

Objectives

• Work in partnership with First Nations, Aboriginal organizations and other levels of government to implement legislative and policy initiatives
• Fulfill statutory obligations under the Indian Act and related regulations and policies

Results

• First Nations with enhanced abilities to effectively govern either under the Indian Act or through alternative legislation such as self-government agreements and treaties
• Statutory obligations are met

Performance Indicators

• Number of jointly developed processes for implementation of legislative and policy initiatives
• Number of appeals resolved, and custom/community election codes developed and implemented

STRATEGY

Work in partnership with First Nations on fiscal arrangements that make possible the continued advancement of First Nations' governments

Objectives

• Effectively manage Indian Government Support (IGS) programs
• Promote fiscal relationships with First Nations that meet their governance responsibilities and community need

Results

• First Nations with the resources to provide government services to their communities
• First Nations with greater control over their financial resources

Performance Indicators

• Number of IGS projects funded
• Number of First Nations with new fiscal arrangements
  

Co-operative Relationship

“Working together leads to success”
There exist divergent views on the interpretation of Aboriginal rights and title, and treaties. The challenge and responsibility continues to lie in reconciling these divergent views on the meaning and implementation of treaties, both historic and modern, as well as the inherent right of self-government. Canada will work with Aboriginal peoples, provinces, territories and municipalities to achieve this reconciliation through a better understanding of Aboriginal peoples' rights, responsibilities and aspirations.

Core Business

• Policy Engagement
• Intergovernmental and Interdepartmental Relationships

STRATEGY

Through partnerships and dialogue, promote mutual respect and understanding in order to better define common agendas

Objectives

• Support the development of bilateral and tripartite relationships with the BC First Nations Leadership Council, consisting of members from the BC Assembly of First Nations, First Nations Summit, and the Union of BC Indian Chiefs, Government of Canada and the Province of British Columbia to help define common goals and objectives
• Support the establishment and regional implementation of a renewed Crown consultation policy
• Continue to support the government-to-government relationships that Treaty 8 and other self-governing First Nations have with the Crown
• On behalf BC First Nations, advocate their interests with other government departments, other levels of government and non-governmental organizations

Results

• Improved working relationships based on jointly set priorities
• Successful design and implementation in BC of a Crown consultation policy
• Ongoing support for First Nations treaty and self-government obligations
• Continued and increased awareness of the interests of BC First Nations among governments and non-governmental organizations

Performance Indicators

• Formal agreement of relationship (e.g. protocols, agreements)
• BC Region input reflected in process for national consultation and accommodation policy creation (including framework, guidelines and processes)
• Ongoing collaboration commitment with First Nations Leadership Council and key stakeholders on consultation and accommodation issues
• High-level attendance at the Federal Interdepartmental Committee on Aboriginal Issues
• First Nations issues addressed at interdepartmental and intergovernmental meetings
• INAC asked to provide perspective on matters of national and provincial significance

STRATEGY

Work collaboratively to facilitate effective approaches to information-sharing, communication, consultation and public education on treaty negotiations and related initiatives

Objective

• Liaise with other relevant federal departments, the Province of BC and First Nations to facilitate a coordinated approach to information-sharing, third party consultation and public education during all stages of the treaty process

Results

• Active negotiation tables are implementing communications, consultation and public information plans with the view of developing improved third party and public understanding of the treaty process, including its benefits and how third party and public interests are taken into account
• Active negotiation tables have access to timely, consistent and reliable information that facilitates participation in the negotiation process

Performance Indicators

• Number of Communication and Consultation table-specific plans signed by each party's Chief Negotiator in accordance with protocol agreements
• Number of information requests addressed
  

Manage Individual Affairs

Managing individual affairs for First Nation citizens registered under the Indian Act provides for a number of programs and services related to registration and entitlement, management of trust funds, Treaty Annuities and allowances, and the administration of estates.

Core Business

• Registration and Membership
• Management of Individual Monies
• Estate Management
• Treaty Annuities
• Professional and Institutional Development

STRATEGY

Continue to honour legal obligations and support compliance of the regulatory regime

Objectives

• Provide support for the ongoing obligation of the administration of memberships, estates, treaty annuities and Indian Monies
• Work with partners on the design and delivery of legislative and policy initiatives
• Ensure First Nations have access to governance tools, information systems and professional development opportunities

Results

• Legal requirements are met for statutory obligations and Treaty 8
• Expanded governance authorities
• First Nation administrations and Aboriginal organizations have the tools and capacity to provide effective governance

Performance Indicators

• Number of applications for registration completed; number of outside/departmental administrators appointed for living and decedent estates; number of decedent estates concluded
• Number of administration training sessions delivered and number of First Nations participants
• Number of processes jointly established for implementation of legislative and policy initiatives

Education

Education is a key factor in enabling First Nation individuals and communities to develop their full potential and achieve a quality of life comparable to that of other Canadians. INAC continues to work with other governments, First Nations, provinces, territories and other key parties to ensure that First Nations enjoy the same educational opportunities and outcomes as other Canadians.

Core Business

• Elementary and Secondary Education
• Special Education
• Post-Secondary Education
• Cultural Education Centres

STRATEGY

Work in collaboration with First Nation education partners and stakeholders to improve outcomes for First Nations learners

Objectives

• Strengthen on-reserve schools through improved governance and provision of culturally relevant education
• Work with education partners to provide input into policy development and improvement in the delivery and monitoring of accessible education programs (Kindergarten to Grade 12 and post-secondary)
• Work collaboratively with the First Nations Education Steering Committee (FNESC) and the First Nations School Association (FNSA) to provide effective special education programs
• Support the negotiation of individual Canada-First Nations Education Jurisdiction Agreements (CFNEJAs) in British Columbia

Results

• On-reserve schools are responsibly managed and have an increased retention of First Nations learners
• Education policies and programs better reflect the needs of First Nations learners
• Increased support for those First Nations learners receiving Special Education
• Education and governance tools developed to support implementation of individual CFNEJAs
• First Nations participating in jurisdiction-over-education on First Nations land as outlined in a CFNEJA

Performance Indicators

• Number of graduates from First Nation communities as per Nominal Roll and Post-Secondary Student Registry compared to potential graduates
• Leaver rates, as per Nominal Roll
• Number of schools identifying board training or other governance issues as areas for improvement as per the First Nations School Assessment (FNSA) Reports
• Number of students receiving special education as stated in FNSA Annual Special Education Report
• Number of schools identifying special education as an area for improvement as per FNSA reports
• Type and number of education and governance tools developed for use by participating First Nations and First Nations education organizations
• Number of initialled CFNEJAs
• Number of ratified CFNEJAs

Social Development

A new Social Development Policy Framework has been developed to move beyond addressing issues with remedial or passive measures. This new framework instead moves toward more proactive programming to better promote the social well-being of families. Active Measures strategy focuses on empowerment of individuals and families to become more self-sufficient, while providing a sustainable and responsive delivery of social support services.

This new approach also emphasizes strengthening accountability, achieving results and establishing important relationships with federal government departments, provinces, First Nation service agencies, and other First Nation partners.

Core Business

• Income Assistance
• First Nation Child and Family Services
• Assisted Living
• Family Violence Prevention
• National Child Benefit Re-investment
• Federal-Provincial Agreements

STRATEGY

Foster the creation of effective, integrated social development initiatives and support to assist communities in meeting basic social needs

Objectives

• Explore opportunities with First Nations to shift towards a more active approach to supporting individuals to improve their self-sufficiency and community participation
• In collaboration with First Nation Leaders, Aboriginal organizations and the Province of BC, develop innovative approaches for child and family services and preventative measures for family violence
• Develop a continuing care framework and community-based policies that support culturally appropriate social programs for on-reserve adults requiring assistance for daily living as well as Persons with Disabilities (PWD)
• Partner with First Nation organizations to develop capacity and professional development for program administration and service delivery

Results

• Active Measures strategy and its associated opportunities is understood by partners and First Nations
• Coordinated response by federal, provincial and First Nations government to support First Nation Child and Family Services Agencies
• Government support for on-reserve adult care and PWD programs are culturally relevant and community-driven
• First Nations and Aboriginal organizations with increased capacity to better deliver social development programs

Performance Indicators

• Active Measures strategy completed
• Continuing care framework and service delivery strategy completed
• Tripartite agreements for child and family services and prevention programs
• Number of training sessions and number of First Nation participants

STRATEGY

Improve management of social programs, both within INAC BC Region and First Nation administrations and Aboriginal organizations, by incorporating an Accountability Compliance Framework

Objective

• In partnership, design the framework, process, implementation plan, budget and associated training plan for the delivery of social programs

Result

• Improved social program management guidelines and procedures

Performance Indicator

• Jointly approved accountability framework
  

Clarity of Title to Land and Resources

INAC BC Region is working toward ensuring there is clarity of title to reserve land and resources, where necessary, in order to attract investments and support for community economic development.

Core Business

• Additions to Reserve
• Clarification of Reserve Title
• Comprehensive Claims Land Transfers

STRATEGY

Collaborate with First Nations and key stakeholders to clarify reserve title

Objectives

• Work in partnership with First Nations on Additions to Reserve (ATR)
• Resolve outstanding rail title issues with key stakeholders
• Support negotiations and implementation of Specific Claims
• Enhance First Nations professional competencies to govern and manage reserve lands by providing professional development opportunities

Results

• Increased reserve land base
• Reserve title is determined, creating certainty for development and management of reserve lands
• Completed Specific Claims resulting in increased resources for communities
• Strengthened land and resources management competencies and skills in First Nation communities and governments

Performance Indicators

• Number of ATRs completed per year and total hectares transferred
• Number of railway disputes resolved
• Number of claims settled per year and number of hectares transferred or protected
• Number of certified land managers per year

Responsible Federal Stewardship

Responsible federal stewardship of First Nations lands, resources and the environment means supporting sound practices in those areas of responsibility remaining with the federal government.

Core Business

• Land, Resource and Environment Management
• Oil and Gas Management
• Land Registration
• Contaminated Sites Remediation
• Legislative and Regulatory Maintenance and Development
• Leasing and Permitting process
• Emergency Response

STRATEGY

Continue to honour our legal obligations and support compliance of regulations

Objectives

• Administer and complete transactions (leases, permits, environmental assessments, and other legal instruments) to enable sustainable economic development on-reserve
• In partnership with First Nations, complete an inventory and associated action plan for contaminated sites remediation

Results

• Increased revenue flow to First Nations and businesses
• High and medium risk contaminated sites remediated

Performance Indicators

• Number of instruments completed and revenue flow to First Nation members
• Number of high and medium risk contaminated sites remediated

STRATEGY

In collaboration with lead agencies and First Nations, provide support for emergency response

Objective

• Provide coordinated emergency management assistance and resources to First Nations in partnership with the Province of BC

Result

• Reduce the impacts of emergency incidents in First Nation communities and promote community recovery after an emergency situation

Performance Indicator

• Number of First Nations with Emergency Response Plans
  

First Nations Governance over Land, Resources and the Environment

INAC BC Region is committed to working with interested First Nations to develop legislative tools and intergovernmental agreements to enable them to assume governing authority over lands, resources and the environment.

Core Business

• Legislative and Regulatory Maintenance and Development
• Implementation of Sectoral Governance Initiatives
• Professional and Institutional Development

STRATEGY

Support sustainable governance over land and resources in partnership with First Nations and key stakeholders

Objectives

• Support and coordinate implementation of the First Nation Land Management Act (FNLMA) and the First Nations Commercial and Industrial Development Act (FNCIDA)
• Support treaty negotiations by ensuring reserve land status issues are resolved
• Strengthen First Nations professional development to govern and manage reserve lands

Results

• Modernized legislation, regulations, policies and institutional frameworks that support First Nations' increased control over lands and resources
• Transfer of reserve land to Treaty Settlement land
• Enhanced First Nations professional development in governance, land and resource management

Performance Indicators

• Number of FNLMA and FNCIDA entries coordinated and supported
• Number of treaty tables supported
• Number of land status issues resolved
• Number of certified First Nation land managers per year and applications (number and $ value) approved for funding

Economic and Employment Opportunities for Aboriginal People

The emphasis in this area is to seek outcomes that will result in employment through direct opportunities or through First Nation business development. INAC BC Region will support the following directions to encourage and stimulate new opportunities.

Core Business

• Economic Opportunities
• Employment Opportunities
• 2010 Olympic and Paralympic Games
• Community Economic Development
• Business Development

STRATEGY

In collaboration with key partners, support First Nations with access to employment and economic development opportunities

Objectives

• In collaboration with First Nations, First Nations Regional Program Management Advisory Committee (FNRPMAC), key stakeholders and the private sector, develop economic development strategies that outline how, where and what is needed for Aboriginal people to profit from economic sectors
• Support the development and implementation of sectoral strategies
• Enable the development of major economic infrastructure projects
• Leverage additional funding to support demand for First Nations economic development activities that enable business development
• Provide support for professional development through training, networking, conferences and workshops

Results

• Priorities identified for INAC BC Region investment; sectoral strategies developed
• Increased financial support for employment opportunities and major infrastructure projects
• Increased investment of private and/or public funding
• Enhanced business knowledge and skills at the community level

Performance Indicators

• Number of strategies/initiatives developed and/or implemented
• Number of jobs created and/or identified
• Value of money leveraged
• Number of agreements completed
• Number of employment partnerships initiated
• Number of aboriginal-owned businesses created
• Number of conferences, workshops, training sessions; Number of Aboriginal participants
  

Community Infrastructure

The Community Infrastructure Program focuses on building the foundation necessary for communities to provide basic services to its membership and take full advantage of economic opportunities. The program provides assistance to First Nations for the establishment of healthy, safe and sustainable communities. This assistance will enable First Nations to acquire, construct, operate and maintain basic community facilities including: water and sewer treatment plants, schools, fire protection assets, electrical systems, roads and bridges, solid waste disposal facilities, and community buildings and housing.

Core Business

• Infrastructure Facilities
• Education Facilities
• Housing
• Community Management of Infrastructure

HOUSING

A sustainable First Nation community includes safe and healthy housing. It is critical for the long-term viability of a community to have members living in healthy and safe conditions. Sustainable housing begins with durable materials to expand its life cycle and is strengthened by effective design, construction and long term maintenance.

STRATEGY

In partnership with BC First Nations, seek opportunities that promote delivery of INAC's on-reserve housing investments, valuing the principles of sustainability

Objectives

• In collaboration with Canada Mortgage and Housing Corporation (CMHC), Aboriginal Capital Committee, Aboriginal Housing Committee and other First Nation organizations, investigate incentive-based housing and alternative financing mechanisms
• Facilitate awareness of using sustainable and durable materials in housing construction
• In partnership with BC First Nations, develop new guidelines for the allocation of resources for on-reserve housing that is more responsive to First Nation needs

Result

• Effective and applicable alternative housing mechanisms (investment, authorities, resources) are embraced as a regional approach

Performance Indicators

• Number of incentive-based housing project/study/pilots completed
• Number of sustainable housing materials conference/training/workshops held
• Jointly developed allocation guidelines

INFRASTRUCTURE/WATER

INAC supports the approach that a community with environmentally sound and durable infrastructure assets increases its potential to attract investment and support jobs and economies

STRATEGIES

Jointly improve the development and management of First Nations sustainable community infrastructure

Objectives

• Support the development of a capital management system to manage capital assets and budgets
• Manage and implement the First Nations Water Management Strategy (FNWMS)
• Support the development of an on-reserve drinking water quality regulatory regime
• Participate in the planning, design and implementation of capital infrastructure projects that meet First Nation communities needs
• Manage and implement asset inventory and condition evaluation programs to sustain First Nations community infrastructure assets
• Support renewable energy and energy efficiency initiatives to minimize climate change impact
• Support First Nation professional and technical capacity building in sustainable community infrastructure
• Implement dam improvements associated with the water licence devolution program

Results

• Effective and responsible management of capital program and resources
• Improved drinking water management on BC First Nation reserves
• Improved drinking water quality and an enforceable framework for regulated on-reserve drinking water quality
• Community infrastructure projects conforming to accepted technical standards and program requirements
• Up-to-date asset information available for planning and decision-making
• Reduced reliance on fossil fuels and a reduction in greenhouse gas emissions
• Enhanced First Nations capacity to sustainably manage community infrastructure
• Dam structures meeting current code requirements

Indicators

• Number of funded capital projects
• Number of BC FNWMS capital projects completed
• Number of First Nation operators with certification
• Number of Asset Condition Reporting System site inspections completed;
• Number of communities with renewable energy or energy efficiency projects implemented
• Quantity in greenhouse gas emissions from on-reserve power generation systems
• Number of First Nations attending training sessions
• Number of dam projects implemented
  

Regional and Program Operations

The Regional and Program Operations component addresses how BC Region undertakes its work through financial and human resource management, priority setting with First Nations, and ensuring accountable management systems are in place to facilitate effective delivery of programs and services.

Core Business

• Information Management and Technology Services
• Financial Management Services
• Human Resources Management Services
• Strategic Planning and Communications
• Management and Oversight Services

STRATEGY – LEADERSHIP and LEARNING

Foster strategic leadership by supporting a culture of continuous learning and innovation in order to facilitate new approaches that affect positive changes at the community level

Objectives

• Support leadership at all levels by encouraging innovation and adaptability when managing and implementing regional operational activities
• Align regional support for professional development to directions and priorities identified in regional plans

Results

• Innovative and collaborative initiatives that advance key policy areas and program management
• A highly skilled workforce implementing innovation in service delivery

Performance Indicators

• Number of Regional Executive Committee and Senior Management Roundtable approvals for innovative approaches of operational activities
• Number of employees attending courses, seminars, conferences

STRATEGY – STRATEGIC PLANNING and COLLABORATION

Work with First Nation leaders to set a strategic direction for INAC focused on First Nation communities' aspirations and integrate key priorities into regional and operational policy, and decision-making processes

Objectives

• Support regional planning processes that facilitate First Nations involvement in priority and direction setting
• Raise awareness and understanding of sustainable development and its principles in order to better integrate them into Departmental processes
• Collaborate and explore opportunities between Office of the Federal Interlocutor and BC Region as appropriate

Results

• Regional plans (strategic and operational) have First Nations input, through joint goal setting, joint dialogues processes and/or participation on joint technical committees
• Sustainable Development Strategy tools applied in regional decision making processes

Performance Indicators

• Number of First Nations participating in (strategic and operational) planning sessions
• Number of tripartite initiatives in program policy areas
• Percentage of times the sustainable development lens applied to decision-making

STRATEGY – COMMUNICATIONS

1) Communicate progress being made on INAC's mandate, First Nations success stories and facilitate First Nations professional development in communications.

2) First Nations communicators sharing their stories

Objectives

• Communicate First Nations success and progress being made on improving the quality of life of First Nations
• Establish a network of First Nations communicators to build competencies and skills, share information and raise awareness

Results

• Improved awareness and understanding of Aboriginal people, culture and successes in BC
• First Nations leading the promotion of their cultures and successes

Performance Indicators

• Number of publications, media stories focussing on positive Aboriginal stories
• Number of First Nations participating in communications training sessions

STRATEGY – MANAGEMENT of REGIONAL OPERATIONS

Undertake responsible and accountable management of regional operations

Objectives

• Integrate planning and management of regional priorities and resources focused on outcomes
• Improve regional response by utilizing an integrated team approach to emerging issues, including critical incidents
• Manage departmental assets in accordance with the Sustainable Development Strategy (SDS) 2007-2010
• Effective use of new technology to improve service delivery to First Nations

Results

• Efficient and effective use of financial resources
• Integrated planning that facilitates improved decision-making based on best possible information
• Procured goods and services that are based on SDS principles
• More efficient exchange of information between First Nations and INAC BC Region

Performance Indicators

• Human resource, operational and financial elements are integrated into one plan
• Budgets managed within limits and aligned to priorities
• Response teams have appropriate directorate representation
• Number of goods/services procured that are 100% recyclable and carbon-neutral
• Number of First Nations with access to First Nation and Inuit Transfer Payment System

STRATEGY – WORKFORCE and WORKPLACE

Implement the Public Service Modernization Act and support a diverse, representative, competent workforce

Objectives

• Continue to implement the Employment Equity and Diversity Strategy
• Foster recruitment and retention of Aboriginal staff
• Support employee career opportunities

Results

• Continue to implement Employment Equity
• Increased Aboriginal recruitment and retention
• Employee satisfaction resulting from a focus on career development

Performance Indicators

• Number of official language opportunities; number of training courses completed
• Number of Aboriginal employees recruited
• Number of acting/developmental assignments

STRATEGY – LITIGATION MANAGEMENT

Manage, resolve and prevent litigation between Aboriginal peoples and the government

Objective

• Ensure clarity of litigation settlement processes and policies

Results

• Clearly understood roles, responsibilities and means of achieving litigation resolution
• Effective and strategic litigation management

Performance Indicator

• Clarified process with Litigation Management Branch

Co-operative Relations

The BC OFI is primarily concentrating on the co-ordination of the federal government's Urban Aboriginal Strategy to improve the opportunities of Aboriginal people living in urban areas through focusing on three national priorities: improving life skills, promoting job training, skills and entrepreneurship, and supporting Aboriginal women, children and families.

Core Business

• The Urban Aboriginal Strategy (UAS)

STRATEGY

Facilitate community development responses on improving life skills, promoting job training, skills, and entrepreneurship, and supporting Aboriginal women, children, and families

Objective

• Coordinate and manage regional UAS committees to develop and implement community plans

Results

• Urban Aboriginal community plans addressing the priorities of the majority of their people
• Reduction in the educational attainment gap between urban Aboriginal people and other Canadians
• Employment for urban Aboriginal people
• Business development for urban Aboriginal people
• Close the socio-economic gap between Aboriginal women, children, and families and other Canadians

Performance Indicators

• Number of community plans approved
• Regular use of the UAS Community Assessment Tool
• Number of national project indicators

STRATEGY

Lead cooperative partnerships with Aboriginal communities, federal, provincial, municipal, and private sector organizations on Métis, non-status Indian and urban Aboriginal issues

Objective

• Develop appropriate mechanisms to engage stakeholders in OFI initiatives

Result

• Increased intergovernmental collaboration in urban areas

Performance Indicator

• Number of partnership mechanisms developed

STRATEGY

Strengthen cooperation within OFI on national and regional Métis, non-status Indians, and urban Aboriginal initiatives

Objective

• Increase awareness of regional implications and provide enhanced assistance to OFI headquarter's policies and programs, including management of Métis Aboriginal rights issues

Result

• Improved service delivery to OFI clients

Performance Indicator

• Number of OFI headquarters led policies and programs that BC OFI influenced

INAC's Sustainable Development Strategy Vision

Within two generations, many First Nations and Inuit communities will be healthy and safe models of sustainability. They will have housing, infrastructure and support services comparable to those of similar size and function elsewhere in Canada. Within a protected environment, they will have effective transportation and communications links to the rest of the country and ample affordable, clean sources of energy. A majority of First Nations and Inuit communities will effectively manage their own institutions with strong governance structures. Community members, especially women and youth, will have acceptable opportunities for education, will participate in the economy, and will be able to get involved in local governance.

Métis, Non-Status Indians and urban Aboriginal people will realize their full potential economically, socially and politically in Canadian society.

Land claims and issues such as management and access to natural resources and land tenure have been largely settled through negotiations. Community planning and development will be long-term, locally driven and comprehensive.

The northern territories will be more self- sufficient and prosperous regions where people manage their own affairs and make stronger contributions to the country as a whole.

As First Nations, Inuit, and Northerners gain greater autonomy and build capacity, the types of services they will require from the federal government will change. As communities become healthier, safer, and economically and environmentally stable, a smaller department will likely emerge.

A major focus of the Department will be the implementation of the many Aboriginal self- government agreements. INAC will also be a strong advocate for Aboriginal and northern peoples and will play a more active role as a facilitator to develop partnerships to work more cooperatively on Aboriginal and northern issues, while respecting traditions, governance structures, language, gender and culture.

Striving toward this vision strengthens the federal government's legal, constitutional, fiduciary and treaty obligations and will require concerted cooperation.

Glossary

Aboriginal people
“Aboriginal people” is a collective name for the original peoples of North America and their descendants (Indians, Métis and Inuit). These are three separate peoples with unique heritages, languages, cultural practices and spiritual beliefs.

Band
A band is a body of Indians for whose collective use and benefit lands have been set apart or money is held by the Crown, or declared to be a band for the purposes of the Indian Act. Each band has its own governing band council, usually consisting of one chief and several councillors.

First Nations
“First Nations peoples” refers to the Indian peoples in Canada, both Status and Non-Status. Some Indian peoples have also adopted the term “First Nation” to replace the word “band” in the name of their community

First Nations Land Management Act
The First Nations Land Management Act is a legislative initiative offering participating First Nations the ability to create modern tools of governance over their lands and resources.

Indian Act
Canadian federal legislation, first passed in 1876, and amended several times since. It sets out certain federal government obligations and regulates the management of Indian reserve lands, Indian moneys and other resources.

Joint Planning and Policy Development Forum
A formal First Nations/INAC BC Region dialogue process begun in 1999 to provide First Nations in BC an opportunity to comment and make recommendations on INAC's regional planning and policy development.

Reserve
A reserve is tract of land, the legal title to which is held by the Crown, set apart for the use and benefit of an Indian band.

Contact

Strategic Planning and Communications
Indian and Northern Affairs Canada, BC Region
600 – 1138 Melville Street
Vancouver, BC V6E 4S3

Phone 604-775-5100
Fax 604-775-7149
Toll Free 1-800-567-9604
Web site