|1. Continue to support economic development programming that includes assistance for Aboriginal businesses and community economic development.
||The government of Canada, through AANDC's Lands and Economic Development Sector, is committed to implementing a new federal approach to Aboriginal economic development, one that will create the necessary conditions to enable Aboriginal Canadians to pursue economic development opportunities successfully. The framework will support, in part through AANDC's Economic Development programming, the development of investment-ready communities, viable Aboriginal businesses and a skilled labour force
||Framework completed Spring 2009
As of 30/09/2010:
Community Opportunities Branch
The LED reorganization, implemented on September 1, 2010, has led to closer collaboration within the sector and throughout the Department, resulting in improved effectiveness in the delivery of programming.
Lands issues, which are viewed as impediments to community economic development, are addressed in a more pro-active and expeditious manner. Lands & Economic Development officials are now better positioned to be informed and work jointly on projects of similar interests. Each programming area is evolving to better understand how one can benefit from the other.
The Sector is moving ahead with program renovation, which will address issues noted in recent program audits and evaluations.
The Community Opportunities Branch continues to support First Nations and Inuit Communities and organizations they mandate, to enable recipients to carry forth community economic development planning and capacity development initiatives.
Continued support is provided to First Nations and Inuit communities that have the best opportunities leading to community economic benefits.
AES: Closed- Fully Implemented
|Implementation of Framework to commence April 1, 2010
|AANDC's Economic Development programming will:
- Continue to support Aboriginal businesses through the renewal/amendment of program authorities.
|Program renewal completed April 1,
- Continue to support Community Economic Development through the renewal/amendment of program authorities
|Authorities to expire
March 31, 2015
|2. Given expanded mandate of the Department, ensure that AANDC's economic development programming meets the needs of all Aboriginal groups (First Nation on- and off-reserve, Inuit and Métis); and takes into consideration the different characteristics of Aboriginal communities (on- and off-reserve, urban, and remote); their access to equity financing; and the differing needs of women and men, in line with AANDC's Gender-Based Analysis Policy.
||Undertake research to identify and propose strategies to address gender barriers to economic participation by Aboriginal peoples
||Research and action plan to be completed date: March 31, 2010
Implementation of action plan to be completed by April 1, 2015 (in line with AANDC’s economic development program authorities)
|Status: Fully Implemented
As of 31/03/2011:
a) Research has been undertaken to gather qualitative and quantitative information on 1) the gender-specific challenges facing Aboriginal women entrepreneurs in accessing Aboriginal entrepreneurship programs; and 2) the specific needs of and barriers facing Métis women entrepreneurs. Scoping work is underway on Inuit women entrepreneurs and Aboriginal women’s financial literacy.
b) Aboriginal Business Development programming continues to be accessible to all Aboriginal groups including on and off-reserve.
c) In October 2010, the Government of Canada announced a $1million announcement to develop and implement pilot projects to strengthen entrepreneurship among Aboriginal women. Focusing on financial literacy and microenterprise supports, these pilots are currently under development in collaboration with stakeholder groups (CAP, NWAC, Pauktuutit).
Substantive Gender-based analysis has been undertaken in support of the renewal of AANDC’s Aboriginal lands and economic development programs in order to ensure all programs—including Community Economic Development and Aboriginal Entrepreneurship programs—meet the needs of women as well as men. This analysis is helping to shape the terms and conditions of the renewed programs.
Gender disaggregated data is collected for all Aboriginal economic development programs, which is rolled up and tracked as part of a gender-sensitive performance measurement strategy
d) Program renovation options are being considered and will incorporate input received from clients during an extensive engagement process. This will include specifically targeting funds to address the unique barriers and opportunities of various Aboriginal stakeholders.
e) Through the implementation of the GA tool, program managers will have access to the characteristics of Aboriginal recipients in order to inform decision making regarding funding, including targeted capacity development activities.
|Continue to provide business development programming to all Aboriginal groups, on and off reserve.
||Renewal of program authorities completed March 31, 2010
|Explore possibilities of specific business development initiatives for women, in line with AANDC's Gender – Based Analysis Policy, if necessary, based on on-going research and data collection
||Implementation of specific business development Initiatives implemented by April 1, 2010
|Consider Community Economic Development program renovations that include programming to meet the needs of all Aboriginal groups
||Program Renovation Proposal Completed Fall 2009-07-22 Implementation April 1, 2010
|To assist with identifying and addressing differential program access and uptake (including equity financing), work with Information Management Branch (FNITP) First Nations and Inuit Transfer Payment Program project) to ensure that information pertaining to the characteristics of Aboriginal recipients is captured and made available to program managers
||Completed: March 21, 2010
Implemented: April 1, 2010
|3. Ensure that the design of EDP is strategically focused on the achievement of intermediate and long-term results. Key considerations should include:
- continuing support for capacity development, strategic planning and community economic development projects
- assessing feasibility of adjustments or alternatives to the current population formula funding approach; and
- modifications, such as, support for regional approaches, and multi-year funding.
|Community Investments Branch (CIB) will develop a suite of new programs in keeping with the Federal Framework, the considerations identified with respect to this recommendation, and the overall findings of this evaluation
||Program Renovation Proposal Completed Fall 2009
Implementation April 1, 2010
|Status: Request to close
As of 30/09/2012
The feasibility of adjustments or alternatives to the current funding formula has been assessed and considered. While adjustments to the current formula are not proceeding at this time, a framework (taking into consideration the results of the General assessment) is in place to allow for multi-year funding. The LED sector continues to provided targeted investments, where need is demonstrated and opportunity exists, that support capacity development, strategic planning and community economic development projects.
AES: Closed- Fully Implemented
|4. Determine the Department's role in supporting community economic development and business development, and take steps to ensure sufficient and appropriate human, financial and information technology resources are in place to support Aboriginal businesses and communities, as well as to manage, monitor and report on programming.
||AANDC's role in community economic development and business development will be defined through the federal framework for Aboriginal Economic Development
||Research Completed Fall 2009
||Status: Fully Implemented
As of 31/03/2011:
Regional Office re-organization has resulting in the creation of Lands and Economic Directorates within regional offices which has contributed to more efficient use of internal resources and the more timely and efficient re-allocation of funds to priority areas. Further program renovation activities will seek to further streamline program administration including consistent processes for approvals and a funds disbursement process based on risk which significantly reduces administrative requirements.
Aboriginal Entrepreneurship Branch has created an HQ Quality Assurance Team to support national program delivery standards, maintain up to date tools (i.e. to reflect the new TB PTP) and enhance program effectiveness. An AEB website content review is underway. Starting in 2011-2012, a Skills Gap Analysis for AEB programs will be undertaken.
|As a part of the program renovation activities in keeping with the framework, AANDC will undertake a review of resources (human, financial and IM/IT) dedicated to the delivery of community economic development and business development programming, and allocate human and financial resources to effectively manage, monitor and report on the new suite of economic development programs
||Implementation: April 1, 2010
|5. Consider expanding ABDP support through third-party-delivery as part of a strategy to ensure effective and efficient program delivery and leverage.
||Continue with an independent comprehensive review (initiated October 2008) of Aboriginal Financial Institutions (to be completed in March 2010). Based on the review assess the readiness of AFI's to act as delivery agents of AANDC's business development programming
||Review Completed March 31, 2010, Implementation of Findings to commence April 1, 2010
As of 30/09/2010:
AES: Closed - Fully Implemented
|6. Develop and implement a performance measurement strategy for departmental economic development programming which integrates both EDP and ABDP, and allows the programs to measure progress, make ongoing adjustments to programming, and report on results.
||An economic development programming performance measurement strategy, integrating both Community Economic Development and Business Development Programming will be developed and included in program renewal, taking into consideration reporting burden and IM/IT requirements
||Completed, Fall 2009
Implemented April 1, 2010
As of 31/03/2013
After appropriate approval processes, LED intends to finalize documents, including consolidated program authorities, revised logic models and performance measurement strategies and program alignment architecture. Program changes expect to be fully implemented in the 2014/2015 fiscal year.
AES: Close - A Performance Measurement Strategy is under development that will include the Procurement Strategy for Aboriginal Business and Aboriginal Entrepreneurship programming. The inclusion of community economic development programs is also being explored.