Five-Year Plan for Evaluation and Performance Measurement Strategies 2014-15 to 2018-19

Evaluation, Performance Measurement and
Review Branch Audit and Evaluation Sector

PDF Version (544 Kb, 40 Pages)

 

Table of contents

I approve the Five-Year Plan for Evaluation and Performance Measurement Strategies for Aboriginal Affairs and Northern Development Canada for 2014-15 to 2018-19, which I submit to the Treasury Board of Canada Secretariat as required by the Policy on Evaluation.

As per Section 6.1.8 of the Policy, I confirm that the following evaluation coverage requirements are met and reflected in this Plan:

As per Section 6.1.7, I confirm that this Plan:

I will ensure that this Plan is updated annually, and I will provide information about its implementation to the Treasury Board of Canada Secretariat, as required.

Original signed by:

Michael Wernick
Deputy Minister
Aboriginal Affairs and Northern Development Canada

June 20, 2014

 

 

Executive Summary

This document presents the Aboriginal Affairs and Northern Development Canada Five-Year Plan for Evaluation and Performance Measurement Strategies 2014-15 to 2018-19. The Plan includes 54 evaluations, which will be launched over the next five years and six 'carry forward' evaluations, which will be completed this fiscal year.

The Plan was informed by the guidance provided by Treasury Board Secretariat (March 2014) and reflects the coverage requirements set out in the updated Treasury Board Secretariat Policy on Evaluation that came into full effect on April 1, 2013. The Plan aligns with and supports the departmental Management, Resources and Results Structure; implements a risk-based approach to identify evaluations related to Internal Services, and provides 100 percent coverage of all other direct program spending on a five-year cycle.

This document provides an overview of the factors, which contributed to the timing, scope and calibration (level of effort) of individual evaluations, and shows that all program-related evaluative work will be supported by approved and up-to-date Performance Measurement Strategies. As indicated below, the Plan was developed in close collaboration with programs, other department sectors, and other government departments.

Finally, the document provides an overview of recent departmental initiatives, which have contributed to the Plan's approach, as well as a summary of the Branch's other activities, which work to support and strengthen the Department's evaluation and performance measurement activities.

The Plan was formally approved at the February 6, 2014, meeting of the Evaluation, Performance Measurement and Review Committee. This document includes updates on completed evaluations and performance measurement strategies to June 20, 2014.

 

 

1. Introduction

The Evaluation and Performance Measurement Review Branch (hereafter, 'EPMRB' or 'the Branch') of Aboriginal Affairs and Northern Development Canada (AANDC) has prepared this Five-Year Plan for Evaluation and Performance Measurement Strategies, 2014-15 to 2018-19.

Across the Government of Canada, evaluation is understood as the systematic collection and analysis of evidence on the outcomes of programs to make judgments about their relevance and performance, and to examine alternative ways to deliver them or to achieve the same results.

Evaluations are expected to provide Canadians, parliamentarians, ministers, central agencies and deputy heads with an evidence-based, neutral assessment of the value for money, that is, the 'relevance and performance,' of federal government programs.Footnote 1

To support evaluation activities, all programs, including transfer payment programs, are required to have a Performance Measurement StrategyFootnote 2 A Performance Measurement Strategy is a results-based management tool that is used to guide the selection, development and ongoing use of performance measures to guide program or corporate decision making. Its purpose is to assist program managers and deputy heads to:

Consistent with previous plans, this document outlines the Department's plan for evaluating 100 percent of all eligible direct program spending,Footnote 3 with the exception of Internal Services where a risk based approach to evaluation coverage is employed, over the next five years. The Plan also includes evaluations associated with Internal Services, which are conducted on a risk basis. In addition, the document explains the Department's rationale for the timing, scope and calibration (i.e., level of effort) associated with individual evaluations, and shows that all program-related evaluative work will be supported by approved and up-to-date Performance Measurement Strategies. Lastly, the Plan provides an overview of the Branch's other activities, which work to support and strengthen the Department's evaluation and performance measurement activities.

1.1 Purpose of the Five-Year Plan

The primary purpose of the Five-Year Plan on Evaluation and Performance Measurement Strategies is to help the Deputy head ensure that credible, timely and neutral information on the ongoing relevance and performance of direct program spending is available to support evidence-based decision making on policy, expenditure management and program improvement.Footnote 4 The Plan also:

  • Provides an opportunity to align evaluations to ensure the information needs of the Department and other evaluation users (e.g. central agencies) are being met, as articulated in the Policy on Evaluation;
  • Helps ensure that evaluations supporting program redesign are planned and completed in advance of program renewal;
  • Provides an annual platform for program managers and heads of evaluation to discuss the development and implementation of performance measurement strategies that effectively support evaluations;
  • Allows departmental units responsible for the development of the Report on Plans and Priorities and the departmental Performance Reports, as well as other groups engaged in strategic planning and reporting activities, to identify when evaluations will be available to inform their work;
  • Initiates regular communication and consensus building on evaluation needs and priorities across the Department; and
  • Provides central agencies with advanced notice of when evaluations will be available to inform their work (e.g. in support of Memoranda to Cabinet, Treasury Board submissions, strategic reviews).

Moreover, the Plan serves the Head of Evaluation as a tool for managing workflows and human resources planning. Status reports on the five-year plans are typically presented at all regular meetings of the Evaluation, Performance Measurement and Review Committee (EPMRC) to provide assurance of timely implementation and alert the Committee to any required changes or additions. The EPMRC typically meets five times during the fiscal year.

1.2 Departmental Context

1.2.1 Departmental Mandate

AANDC is the federal department primarily responsible for meeting the Government of Canada's obligations and commitments to First Nations, Inuit and Métis, and for fulfilling the federal government's constitutional responsibilities in the North (a further 33 departments and agencies also hold responsibilities for delivering Aboriginal and northern programs and services).

The Department's overall mandate derives from the Canadian constitution, the Indian Act, the Department of Indian Affairs and Northern Development Act, territorial acts, treaties, comprehensive claims and self-government agreements as well as various other statutes affecting Aboriginal people and the North.

A significant amount of the Department's mandate is also derived from policy decisions and program practices that have developed over the years or framed by judicial decisions with direct policy implications for the Department.

1.2.2 Program Structures and Performance

Departmental activities are largely structured by funding arrangements or formal agreements with First Nations and/or provincial or territorial governments. Most departmental programs, representing a majority of AANDC spending, are in fact delivered through partnerships with Aboriginal communities and federal-provincial or federal-territorial agreements. AANDC also works with urban Aboriginal peoples, Métis and non-status Indians (many of whom live in rural areas). According to the 2013-2014 Main Estimates, AANDC spends approximately $8.0 billion annually, with approximately 82 percent ($6.6 billion) going directly to recipients through transfer payments.

Significant efforts were undertaken across the Department during fiscal year 2013-14 to streamline and bring greater clarity to the Department's program structure (Program Alignment Architecture, Performance Measurement Framework, and Transfer Payment Programs) and to simplify reporting, expand public reporting and better measure and report on what matters.

As result of these efforts, the Department consolidated 39 of its current complement of 69 Transfer Payment Program authorities into 14, with the balance being assessed for further consolidation and AANDC's Program Alignment Architecture (PAA) was reduced from 75 to 54 elements. Adjustments were also made to the Performance Measurement Framework to better support the Department's efforts achieve its expected strategic outcomes for:

  • The Government - Support good governance, rights and interests of Aboriginal Peoples.
  • The People - Individual, family and community well-being for First Nations and Inuit.
  • The Land and Economy - Full participation of First Nations, Inuit and Métis individuals and communities in the economy.
  • The North - Self-reliance, prosperity and well-being for the people and communities of the North (see Appendix B for more detail).

In addition, through the 2013-14 Performance Measurement Strategy Action Plan, the Department worked to update, right size and complete the Department's Performance Measurement Strategies to support the broader initiatives and objectives described to ensure compliance with federal policy on performance measurement. The Action Plan, led by EPMRB, was developed and implemented in close co-operation with programs and internal partners, including Policy and Strategic Direction and Chief Financial Officer Sectors and the Risk Management Branch of the Audit and Evaluation Sector.

The results to date have seen a reduction in numbers of Performance Measurement Strategies (from 29 to 24) and full coverage of AANDC's programs (PAA and Transfer Payment Program authorities), which are expected to support greater efficiencies and effectiveness in measuring, managing and evaluating performance.

1.2.3 Planned Expenditures and Transfer Payments

According to the 2012-13 Public Accounts of Canada, AANDC is fifth largest federal department in terms of total ministerial net expenditures, and third largest in terms of total transfer payments and grants and contributions. In 2012-13, AANDC's total net expenditures were $8,112,444 with the total transfer payments portion at $6,729,727.Footnote 5 Total forecasted spending for 2014-15 is shown below:

Strategic Outcomes 2014-15 Forecast Spending
The GovernmentFootnote 6 $1,970,010,993
The People $4,136,617,411
The Land and Economy $1,471,717,681
The North $257,941,623
Total Forecast Direct Program Spending $7,836,287,708
Internal Services $243,590,697
AANDC Total $8,079,878,405

Source: Based on Main Estimates as at May 2014. Includes salary, operation and maintenance, capital, statutory and grants and contributions and the costs of the Employee Benefit Plans (EBP)Footnote 7

 

 

2. Planning Methodology

The Directive on the Evaluation Function (Section 6.2.3) states that the Head of Evaluation is responsible for developing, and annually updating, a rolling, five-year evaluation plan. The approach for the creation of the Plan was as follows:

2.1 Drivers for Evaluation Planning

In accordance with the Treasury Board Secretariat Policy on Evaluation (Section 6.1.7), this Plan aligns with and supports the departmental Management, Resources and Results Structure (MRRS), which is the framework for the systematic collection and analysis of performance information. It also ensures the evaluation of all ongoing grants and contribution programs every five years, as required by the Financial Administration Act (Section 42.1).

Finally, in accordance with Treasury Board guidance, the Branch calibrates the level of effort required for individual program evaluation using a risk-based approach. The risk exercise was conducted in co-operation with the Audit and Assurance Services Branch (AASB) and included extensive consultations with the assistant deputy ministers and directors general community within the Department.

2.2 Defining the evaluation universe

The evaluation universe shows how all four pillars of the PAA will be evaluated and how the Plan will achieve full coverage of the PAA. The evaluation universe also demonstrates how each PAA element is aligned with the MRRS and also shows the breakdown of forecast spending covered in each evaluation. The first step in preparing the Plan included a review of the evaluation universe to ensure the units of evaluation are valid.

Conduct a risk assessment of units of evaluation

In reviewing the evaluation universe, EPMRB engages in AASB's risk ranking process and uses the results to inform the level of effort and allocation of resources for evaluations. Each year, AASB develops risk rankings for auditable units in the Department. The process involves a review of departmental priorities, business conditions and risks as identified in a wide variety of sources, including, but not limited to, corporate, sector and program risk profiles, corporate and sector business plans, Management Accountability Framework assessments, performance reports, past audit, evaluation and review reports, and the previous year's risk-based planning exercise.

An Audit and Evaluation Sector-wide planning and priorities workshop with representatives from AASB, Risk Management, EPMRB and Assessment and Investigation Services was held to examine each auditable unit and offer perspectives. Using the AANDC corporate risk assessment scales, where one is low risk and five is very high risk, participants provided their assessment of risk for each auditable unit, through voting on the inherent risk, legal risk and significance.

The AASB risk approach is consistent with guidance from the Office of the Comptroller General, is thorough, and in many cases, the audit and evaluation units are the same. Risk considerations include impact of identified risks on the achievement of departmental outcomes, materiality, scope, potential for public scrutiny, legal risk, prevalence of risk, and the severity of consequences.

The risk rankings can be seen in the Plan and are colour-coded to reflect the five levels of risk identified in the Risk-Based Audit Plan.Footnote 8

2.3 Create the Plan

The 2014-15 Five-Year Plan for Evaluation and Performance Measurement Strategies builds upon the previous year's plan. The Plan reflects a transition to higher-level evaluations at the program and sub-program levels to better align with the Department's program structure and objectives, including MRRS elements and grants and contributions.Footnote 9 Deadlines for evaluations were calculated to ensure that an evaluation was scheduled to take place within five years from the date of the previous one.

Planned audits have been added to the Plan to inform the calibration of effort for an evaluation, allow for integration of audit findings, and promote better co-ordination with programs where possible. Audits generally reveal a considerable amount about the design and management of programs and give early indications on the achievement of program outcomes. Audits scheduled in advance of an evaluation can impact the scope and level of effort needed for an evaluation.

Recent audits are also valuable sources of information for evaluation as they inform the analysis of program design and provide analysis of efficiency and economy. Ideally, audits and evaluations will be scheduled in different years, However, where audits and evaluations are scheduled to occur in the same year, it has been agreed that audit work will be conducted early in the fiscal year, so that programs are not overburdened with requests for information, and that the information and findings can be used in the evaluation.

Performance Measurement Strategies for each program/sub-program are included in the Plan, with the most recent approval date included as a reference for evaluation planning.

Sixty evaluations (six of which have been carried forward from last fiscal year) are scheduled between 2014-15 and 2018-19. The table below shows the distribution of evaluations for the five years covered by the Plan.

Year Government People Land and
Economy
North Internal
Services
TOTAL
Carry forward from 2013-14 2 1 3 0 0 6
2014-15 4 4 7 3 1 19
2015-16 1 2 1 4 4 12
2016-17 1 2 1 2 1 7
2017-18 1 4 1 0 0 6
2018-19 4 0 4 2 0 10
TOTAL 13 13 17 11 6 60
 

As indicated in the Plan, three of the evaluations are led by other departments:

  • Employment and Social Development Canada-led Horizontal Summative Evaluation of the Youth Employment Strategy - Phase II (2014-15)
  • Natural Resources Canada-led Clean Energy Theme Roll-up (2014-15)
  • Environment Canada-led horizontal evaluation of Climate Change Adaptation (2015-16)

Please note that the evaluation projects identified in the Plan, as well as their components and timing, are subject to change particularly in the later years of the cycle. Changes can arise from various factors, including the introduction of new programs, the consolidation of program authorities, and/or the information needs of the Department.

2.4 Coverage

Total forecast direct program spending for 2014-15 is $7,836,287,708 and this Plan covers 100 percent of total forecast direct program spending (excluding Internal Services). Guidance from Treasury Board enables a Deputy Minister to decide the approach that his or her department will use for the evaluation of Internal Services. AANDC has adopted a risk-based approach to determine which internal services are to be evaluated, drawing upon both the risk analysis conducted by the Audit and Assurance Services Branch as well as the Department's Corporate Risk Profile. Through this process, six areas of work supported by Internal Services were identified for evaluations. These areas were deemed high risk or otherwise identified by senior management as areas of particular consideration.

The following table provides an overview of planned coverage of direct program spending for the five years of this Plan.

Coverage of Direct Spending
  Amount in dollars Amount by percentage
Total forecast direct spending $7,836,287,708 100%
Coverage by year:    
Year 1 $2,160,381,194 27%
Year 2 $869,047,158 11%
Year 3 $1,158,656,836 15%
Year 4 $3,191,628,060 41%
Year 5 $456,574,460 6%
Total forecast spending covered by the 2014-15 Plan $7,836,287,708 100%
Not covered by this Plan:    
Internal Services $243,590,697
 

2.5 EPMRB - Implementing the Plan

The Five-Year Plan for Evaluation and Performance Measurement Strategies is managed by EPMRB of the Audit and Evaluation Sector at AANDC.

The Branch undertakes a risk-based approach to calibrate the level of effort required for individual program evaluations when the scope of the evaluation is being developed and the Terms of Reference are being prepared.Footnote 10 The Terms of Reference for each evaluation are then approved by the EPMRC.

The table below provides an overview of resources spent on evaluation in the year prior to this Plan and those forecast for the first two years of the Plan:

  Actual
Spending
FY 2013-2014
Forecasted Spending
(Budget)
FY 2014-2015
Forecasted Spending
(Budget)
FY 2015-2016
Salaries $1,926,996.18 $1,817,154.00 $1.9 million
Contracted Services - Specific to Evaluations $ 867,171.75 $1,000,000.00 $1 million
Operations and Maintenance (excluding Contracted Services Specific to Evaluations) $418,010.65 $401,765.35 $400,000
Total $3,212,178.58 $3,218,919.35 $3.2 million
Full-Time Equivalents (#) 23 23 23

* FY: Fiscal Year

2.6 How Evaluations are Used in the Department

Evaluations conducted by EPMRB are used by the Department to inform decision making and reporting (e.g., Reports on Plans and Priorities, Departmental Performance Reports, Annual Report on the State of Performance Measurement), to assess progress made by programs in achieving expected results and to incorporate lessons learned in order to improve program design and delivery.

As part of follow-up and continuous improvement, a Management Response and Action Plan (MRAP) is developed for each evaluation. MRAPs are posted on the AANDC website with the corresponding evaluation report. Follow-up reporting on the progress implementing the MRAPs is reported every quarter and is also posted.

Evaluation reports, MRAPs and follow-ups on MRAPs are published on the AANDC website.

2.7 Other Branch Activities

In addition to conducting evaluations, the Branch undertakes a wide range of activities to support and strengthen the Department's evaluation and performance measurement work. These include providing advice and support on performance measurement, corporate planning and reporting at the departmental level, supporting capacity building and outreach activities and developing research and special studies on evaluation and performance measurement issues. Some highlights of these activities are discussed below.

  • Performance Measurement

EPMRB , working closely with other key internal service offices, provides advice and guidance on Performance Measurement Strategies and other performance measurement related activities in the Department. The Branch also leads the development of the Annual Report on the State of Performance Measurement in the Department, which is a requirement of the Treasury Board Secretariat Directive on the Evaluation Function).

Moreover, the EPMRC reviews and recommends the Deputy Head approve Performance Measurement Strategies, the Annual Report on the State of Performance Measurement in the Department, and annual updates to the Department's Five-year Plans on Evaluation and Performance Measurement Strategies. Along with the Branch, the Committee also reviews and provides comments on updates to the Program Alignment Architecture and Performance Measurement Framework.

Most recently, and as noted earlier in this document, EPMRB led the Department's efforts to align AANDC's Performance Measurement Strategies with its revised Transfer Payment Program structure, Program Alignment Architecture and Performance Measurement Framework.

  • Corporate Advice

In addition to the Branch's support for performance measurement, the Branch also provides advice and support towards the development of Treasury Board submissions and Memoranda to Cabinet, on the Department's Report on Plans and Priorities and Departmental Performance Report and other related activities.

  • Capacity Development

EPMRB considers capacity development a key part of its work and has long worked to provide undergraduate and graduate students from across the country with opportunities to learn more about evaluation, performance measurement and the Department in general. Through the years the Branch has had a particularly close working relationship with the University of Toronto's School of Public Policy. This school was the first to support and participate in the Branch's Summer Internship Program, discussed below.

Currently, EPMRB is working with the University of Ottawa's Graduate School of Public Policy and International Affairs and other departmental stakeholders to develop a Capstone (final year) course for Master level students later this year. The course will bring students and departmental officials together as the former study some of the key issues facing Aboriginal peoples in the areas of governance and economic development.

Over the past year, EPMRB evaluators have also engaged in a broad range of evaluation capacity development activities. These include:

  • Working with the Canada School of Public Service and the University of Toronto to provide public servants and graduate students with an introduction to evaluation in the federal government;
  • Assisting the international charity 'Women Lawyers Joining Hands' to develop  a Performance Measurement Strategy and an Evaluation Plan;
  • Working with the Community Development team in British Columbia region to develop a proposal for the Department's Blueprint 2020 - Dragon's Den event using the findings of the Department's recent Evaluation of the First Nations Infrastructure Fund;
  • Lecturing to economics students at the University of Verona, Italy, on the Canadian experience with evaluation, performance measurement and good governance, and continuing to support students studying in Italy and conducting research in this area; and
  • Supporting the facilitation of the Indigenous Community Development courses offered by Health Canada.
  • Summer Internship Program

Beginning in 2008, the Branch has offered a unique internship program whereby eight to ten graduate students from selected universities across Canada, enrolled in Public Policy or Administration are hired for a period of 16 weeks over the summer. In addition to the University of Toronto, the Branch's interns have come from the University of Victoria, Simon Fraser University, University of Regina, University of Manitoba, University of Ottawa, Carleton University, Concordia University, Dalhousie University, and Memorial University.

This initiative has been very successful with approximately 25 percent of EPMRB interns bridged into permanent federal government positions. Over the years, the program has also generated significant interest and enquiries from other government departments. In October 2012, for example, the results of the interns' work on the use of evaluation were presented to federal Heads of Evaluation government-wide.

EPMRB 's Summer Internship Program is intended to:

  • Provide a meaningful work opportunity that will allow interns to apply their knowledge and critical thinking skills to a significant policy or research area.
  • Develop professional skills and networks in the context of the federal public service.
  • Build knowledge, cultural awareness and learning among interns around a specific set of issues and challenges related to their respective department and across government.
  • Offer the opportunity to understand the importance of evaluation and performance measurement across government and enable the potential for policy/program creativity and innovation.
  • Generate future interest in a public service career upon completion of studies, including the potential for bridging.

Students are placed in positions throughout the Department to gain a deeper understanding of AANDC activities, work in teams on a research project, and participate in learning sessions that provide them with the knowledge and skills necessary to complete their research project and to support their career development. This year's project focuses on identifying opportunities for integrating reporting requirements, which can also better support the department's efforts to measure what matters.

  • Special Studies

From time to time, EPMRB and other branches of the Audit and Evaluation Sector also conduct or commissions reviews, discussion papers and studies on topics of relevance to their mandates. Special studies conducted since 1999 can be found on the Audit and Evaluation Sector website. Many of the student intern papers discussed in the previous section can be found on this site.

 

 

3. Five-Year Plan for Evaluation and Performance Measurement Strategies - 2014-15 to 2018-19

Year 1 - 2014/15 1 THE GOVERNMENT
Program Alignment Architecture
(MRRS ID)
AANDC PM Strategy Portfolio
(Date Approved)
2014/15 Audit Plan Last Completed Evaluation(s)

(Date)
Planned Evaluations Evaluation
Number
for 2014/15
Total Forecast Spending
(Including Employee
Benefits Plan)
covered by Evaluation
($,000s)*
Planned
Audits
Audit Risks
1.1 Governance and Institutions of Government
1.1.1 First Nations Governments Governance and Institutions of Governance (1.1) (03/2014)

Includes Sub-program annexes:

Matrimonial Real Property
(1.1.2)
(Amended - 03/2014)


First Nations Fiscal
Management Act (1.1.2) (04/2013)
Audit of First Nations Government Programs (2015/16) High Miawpukek First Nation Grant Agreement (02/2011)

Indian Government Support Program (07/2009)
Governance and Institutions of Government (1.1) (2014/15) 1 $383,694
1.1.2 Aboriginal Governance Institutions and Organizations Audit of Aboriginal Governance Institutions and Organizations (2015/16) High Implementation of the First Nations Fiscal and Statistical Management Act
(04/2011)
$12,934
1.2 Aboriginal Rights and Interests
1.2.3 Consultation and Accommodation Consultation and Policy
Development (1.2.3)
(11/2010)
(Update by 11/2014)
Audit of Consultation and Accommodation (2014/15) High Consultation and Accommodation (02/2014)

Engagement and Policy Development Authority (02/2014)

Inuit Counselling in the South (05/2010)

Consultation and Policy Development and Basic Organizational Capacity Funding (2008/09)
C/F Engagement and Policy Development Authority (04/2014) 2 With full evaluation of Consultation and Accommodation in 2018/19 full coverage will be achieved

See Note **
Surveys on Aboriginal Peoples (1.2.3; 5.2.2)
(02/2013)
C/F Consultation and Accommodation (2013/14) [Report to EPMRC 06/2014] 3
Surveys on Aboriginal Peoples (5.1.1) 4
Inuit Counselling in the South (part 1.2.3) (2014/15) 5
1.3 Management and Implementation of Agreements and Treaties
  Measuring the Impacts of Comprehensive Land Claim Agreements and Self-Government Agreements (Amended 03/2014)

Treaty Commissions (Amended 03/2014)
Audit of the Implementation of Modern Treaty Obligations (2016/17) Very High Impacts of Comprehensive Land Claims and Self-Government Agreements (11/2013)

Indian Moneys, Estates and Treaty Annuities (Plan - 2012/13) (04/2013)

Treaty Commissions (02/2010)
Impact of Self Government Agreements (2014/15) 6 $716,412
Year 1 - 2014/15 2 THE PEOPLE
Program Alignment Architecture
(MRRS ID)
AANDC PM Strategy Portfolio
(Date Approved)
2014/15 Audit Plan Last Completed Evaluation(s)

(Date)
Planned Evaluations Evaluation
Number
for 2014/15
Total Forecast Spending
(Including Employee
Benefits Plan)
covered by Evaluation
($,000s)*
Planned
Audits
Audit Risks
2.1 Elementary and Secondary Education
  Education (11/2010) (Amendment and Progress Report approved 04/2014) Audit of the Education Information System (2015/16) Very High ESDC-led Horizontal Summative Evaluation of the Youth Employment Strategy - Phase I (2013/14)

Summative Evaluation of the Elementary / Secondary Education Program on Reserve (06/2012)
ESDC-led Horizontal Summative Evaluation of the Youth Employment Strategy - Phase II (2014/15) 7 $26,191
Audit of Elementary and Secondary Education Program (2015/16) Review of Federally Managed Schools on Reserve in Ontario (2014/15) 8
2.2 Social Development
2.2.1 Income Assistance Social Development (2.2) (02/2011) (updated 04/2014 to include supporting Annexes for all sub-programs)

Sub-strategy of the Social Development PM Strategy: On-Reserve Income Assistance Reform PM Strategy, in partnership with ESDC (04/2013)
Audit of NCBR and Assisted Living (2014/15)

Audit of Income Assistance (2015/16)
(Possible joint audit with ESDC Active Measures)
High Income Assistance, National Child Benefit Reinvestment and Assisted Living (02/2009) Income Assistance (Formative Evaluation) (2014/15)

(Note: To be conducted with ESDC)
9 Full evaluation of IA, AS and NCB in 2016/17 - 100% program expenditure accounted for in that fiscal
2.2.4 First Nations Child and Family Services   Audit of First Nations Child and Family Services (2015/16) Very High Enhanced Prevention Focused Approach (EPFA) for the First Nations Child and Family Service (CFS) Program in Quebec and PEI (09/2013)

EPFA in Saskatchewan and Nova Scotia for First Nations CFS Program (04/2013)

Enhanced Prevention Focused Approach in Alberta for the First Nations Child and Family Service (CFS) Program
(09/2010)
Carried forward - Enhanced Prevention Approach for the First Nations Child and Family Services Program in Manitoba (2013/14)
(Approved 06/2014)
10 **
2.4 Residential Schools Resolution
2.4.1 Common Experience Payments     High Evaluation of the Delivery of the Common Experience Payment Conducted by ESDC) (07/2013)

Aboriginal Healing Foundation (12/2009)
Lessons Learned:
Common Experience Payment (2014/15)
11 $3,038
Year 1 - 2014/15 3 THE LAND AND THE ECONOMY
Program Alignment Architecture
(MRRS ID)
AANDC PM Strategy Portfolio
(Date Approved)
2014/15 Audit Plan Last Completed Evaluation(s)

(Date)
Planned Evaluations Evaluation
Number
for 2014/15
Total Forecast Spending
(Including Employee
Benefits Plan)
covered by Evaluation
($,000s)*
Planned
Audits
Audit Risks
3.1 Aboriginal Entrepreneurship
3.1.1 Business Capital and Support Services Aboriginal Entrepreneurship (3.1)
(02/2014)
  Moderate Aboriginal Economic Development Programs (2008/09) Access to Capital and Business Services 2014/15) 12 $45,222
3.1.2 Business Opportunities     Low Procurement Strategy for Aboriginal Business (03/2010) Carried forward - Procurement Strategy for Aboriginal Business (2013/14) (Approved: 06/2014) 13 **
3.2 Community Development
3.2.1 Lands and Economic Development Services Community Development (3.2)
with
Sub program annexes
(3.2.1, 3.2.2, 3.2.3, 3.2.4)
(03/2014)
Audit of Economic Development Programs (2016/17) High Evaluation of the Inuit Art Foundation (04/2011)

First Nation Oil and Gas and Moneys Management Act Implementation (09/2010)

Aboriginal Economic Development Programs (04/2009)
Lands and Economic Development Services (3.2.1) (2014/15) 14 $69,038
3.2.2 Investment in Economic Opportunities Audit of Economic Development Programs
(2016/17)
High Aboriginal Economic Development Programs (04/2009) Carried forward - Investment in Economic Opportunities (2013/14) 15 **
3.2.3 Administration of Reserve Land Audit of Additions to Reserves
(2016/17)

Audit of Lands Management (including Lands Registry System)
(2016/17)
Very High Evaluation of Indian Moneys, Estates and Treaty Annuities (04/2013)

Impact Evaluation of Contribution to Indian Bands for Land Management on Reserve
(09/2010)
Administration of Reserve Land
(2014/15)
16 $26,330
3.2.4 Contaminated Sites (On Reserve)   High Contaminated Sites
(12/2008)
Contaminated Sites (On Reserve)
(2014/15)
17 $5,621
3.3 Strategic Partnerships
  Strategic Partnerships (3.3)
(Update by 11/2014)
  Moderate   Carried forward - The Aboriginal Economic Development Framework and Strategic Partnerships Initiative (2013/14)
(09/2014)
18 **
3.4 Infrastructure and Capacity
3.4.2 Education Facilities   Audit of On-Reserve Infrastructure (excluding Water and Wastewater) (2014/15) Very High Capital Facilities and Maintenance Program (02/2010) Education and Community Infrastructure
(2014/15)
19 $808,690
3.4.4 Other Community Infrastructure Activities   First Nations Infrastructure Fund (02/2014)
3.4.5 Renewable Energy and Energy Efficiency Eco Energy for Aboriginal and Northern Communities (06/2011) (Amendment: 02/2014) Low Eco-Energy for Aboriginal and Northern Communities (11/2010) NRCan-led - Clean Energy Theme Roll-up (2014/15) 20 $3,889
Eco-Energy for Aboriginal and Northern Communities (AANDC-led) (2014/15) 21
Year 1 - 2014/15 4 THE NORTH
Program Alignment Architecture
(MRRS ID)
AANDC PM Strategy Portfolio
(Date Approved)
2014/15 Audit Plan Last Completed Evaluation(s)

(Date)
Planned Evaluations Evaluation
Number
for 2014/15
Total Forecast Spending
(Including Employee
Benefits Plan)
covered by Evaluation
($,000s)*
Planned
Audits
Audit Risks
4.1 Northern Governance and People
4.1.1 Political Development and Intergovernmental Relations Political Development and Intergovernmental Relations (4.1.1) (03/2014)   Moderate   Lessons Learned: Northwest Territories Devolution (2014/15) 22 $15,249
Northern Governance - Support for Territorial Relations and Northern Organizations (2014/15) 23
4.3 Northern Land, Resources and Environmental Management
4.3.1 Petroleum and Minerals Petroleum and Minerals
(03/2014)
Audit of Northern Oil and Gas (2014/15) High nil Petroleum and Minerals (2014/15) 24 $18,171
Year 1 - 2014/15 5 INTERNAL SERVICES
Program Alignment Architecture
(MRRS ID)
AANDC PM Strategy Portfolio
(Date Approved)
2014/15 Audit Plan Last Completed Evaluation(s)

(Date)
Planned Evaluations Evaluation
Number
for 2014/15
Total Forecast Spending
(Including Employee
Benefits Plan)
covered by Evaluation
($,000s)*
Planned
Audits
Audit Risks
5.1.1 Governance and Management Support (See 'Surveys on Aboriginal Peoples' - 1.2.3) Audit of Corporate Business Planning (2016/17) High   Survey of Aboriginal Peoples See 1.2.3 FY 2014/15    
5.1.2 Resource Management Services   Audit of HR Staffing and Planning (2015/16) High   Recruitment, Development and Retention (2014/15) 25  
Year 2 - 2015/16 1 THE GOVERNMENT
Program Alignment Architecture
(MRRS ID)
AANDC PM Strategy Portfolio
(Date Approved)
2014/15 Audit Plan Last Completed Evaluation(s)

(Date)
Planned Evaluations Evaluation
Number
for 2014/15
Total Forecast Spending
(Including Employee
Benefits Plan)
covered by Evaluation
($,000s)*
Planned
Audits
Audit Risks
1.3 Management and Implementation of Agreements and Treaties
  Measuring the Impacts of Comprehensive Land Claim Agreements and Self-Government Agreements (Amended 03/2014)

Treaty Commissions
(Amended 03/2014)
Audit of the Implementation of Modern Treaty Obligations (2016/17) Very High Impacts of Comprehensive Land Claims and Self-Government Agreements (11/2013)

Indian Moneys, Estates and Treaty Annuities (Plan - 2012/13) (04/2013)

Treaty Commissions
(02/2010)
Treaty Commissions (2015/16) 26 $2,928
Year 2 - 2015/16 2 THE PEOPLE
Program Alignment Architecture
(MRRS ID)
AANDC PM Strategy Portfolio
(Date Approved)
2014/15 Audit Plan Last Completed Evaluation(s)

(Date)
Planned Evaluations Evaluation
Number
for 2014/15
Total Forecast Spending
(Including Employee
Benefits Plan)
covered by Evaluation
($,000s)*
Planned
Audits
Audit Risks
2.3 First Nations Individual Affairs
2.3.1 Registration and Membership First Nations Individual Affairs (2.3) (02/2014) Audit of the Secure Certificate of Indian Status (for discussion) (2015/16)

Audit of Indian Registration (Qalipu Phase II)

Audit of the Indian Registration System (2016/17)
Very High Summative Evaluation of the Contributions Made to Indian Bands for the Registration Administration (09/2010)

Registration and Administration (05/2010)
Registration and Membership (2015/16) 27 $21,578
2.4 Residential Schools Resolution
2.4.2 Independent Assessment Process     High   Lessons Learned: Personal Credits (2015/16) 28 $643,377
Year 2 - 2015/16 3 THE LAND AND THE ECONOMY
Program Alignment Architecture
(MRRS ID)
AANDC PM Strategy Portfolio
(Date Approved)
2014/15 Audit Plan Last Completed Evaluation(s)

(Date)
Planned Evaluations Evaluation
Number
for 2014/15
Total Forecast Spending
(Including Employee
Benefits Plan)
covered by Evaluation
($,000s)*
Planned
Audits
Audit Risks
3.4 Infrastructure and Capacity
3.4.3 Housing Part of Infrastructure and Capacity PM Strategy Audit of On-Reserve Infrastructure (excluding Water and Wastewater) (2014/15) Very High First Nation Market Housing Fund (06/2012)

On-Reserve Housing Support (02/2011)
Housing (2015/16) 29 $138,451
Year 2 - 2015/16 4 THE NORTH
Program Alignment Architecture
(MRRS ID)
AANDC PM Strategy Portfolio
(Date Approved)
2014/15 Audit Plan Last Completed Evaluation(s)

(Date)
Planned Evaluations Evaluation
Number
for 2014/15
Total Forecast Spending
(Including Employee
Benefits Plan)
covered by Evaluation
($,000s)*
Planned
Audits
Audit Risks
4.1 Northern Governance and People
4.1.1 Political Development and Intergovernmental Relations Political Development and Intergovernmental Relations (4.1.1)
(03/2014)
  Moderate   AANDC's Engagement with the Arctic Circle 30 $898
4.1.2 Nutrition North Nutrition North Canada
(09/2010)
Audit of Nutrition North Canada (2016/17) High Nutrition North Implementation - (09/2013) Nutrition North (Impact Evaluation) with Health Canada (2015/16) 31 $57,148
4.1.3 Climate Change Adaptation Climate Change Adaptation (09/2011)
(Amendment: 02/2014)
  Moderate Evaluation Update of the Climate Change Adaptation Program: Assist Northerners in Assessing Key Vulnerabilities and Opportunities Program (02/2011) Environment Canada horizontal evaluation of Climate Change Adaptation (2015/16) 32 $4,667
Climate Change Adaptation Program - Assist Northerners in Assessing Key Vulnerabilities and Opportunities (AANDC component) 33
Year 2 - 2015/16 5 INTERNAL SERVICES
Program Alignment Architecture
(MRRS ID)
AANDC PM Strategy Portfolio
(Date Approved)
2014/15 Audit Plan Last Completed Evaluation(s)

(Date)
Planned Evaluations Evaluation
Number
for 2014/15
Total Forecast Spending
(Including Employee
Benefits Plan)
covered by Evaluation
($,000s)*
Planned
Audits
Audit Risks
5.1.3 Expenditure Management   System Under Development audit of the Integrated Financial Management System (SAP & GCIMS) (2014/15) Very High   Contracting and Business Management Units (2015/16) 34  
Audit of Expenditure Management (2016/17) High
5.2.2 Strategic and Business Planning         Accelerated Annual Planning Cycle (2015/16) 35  
5.5.4 Learning and Development Aboriginal Leadership Development Initiative (06/2012)       Aboriginal Leadership Development Initiative (2015/16) 36  
5.5.7 Accommodations         Evaluation of the Implementation of Accommodations 2.0 (2015/16) 37  
Year 3 - 2016/17 1.0 THE GOVERNMENT
Program Alignment Architecture
(MRRS ID)
AANDC PM Strategy Portfolio
(Date Approved)
2014/15 Audit Plan Last Completed Evaluation(s)

(Date)
Planned Evaluations Evaluation
Number
for 2014/15
Total Forecast Spending
(Including Employee
Benefits Plan)
covered by Evaluation
($,000s)*
Planned
Audits
Audit Risks
1.1 Governance and Institutions of Government
1.1.2 Aboriginal Governance Institutions and Organizations Matrimonial Real Property (1.1.2)
(Amended - 03/2014)

First Nations Fiscal Management Act (1.1.2)
(04/2013)
Audit of Aboriginal Governance Institutions and Organizations (2015/16) High Implementation of the First Nations Fiscal and Statistical Management Act (04/2011) Matrimonial Real Property (Part 1.1.2) (2016/17) 38 $1,822
Year 3 - 2016/17 2.0 THE PEOPLE
Program Alignment Architecture
(MRRS ID)
AANDC PM Strategy Portfolio
(Date Approved)
2014/15 Audit Plan Last Completed Evaluation(s)

(Date)
Planned Evaluations Evaluation
Number
for 2014/15
Total Forecast Spending
(Including Employee
Benefits Plan)
covered by Evaluation
($,000s)*
Planned
Audits
Audit Risks
2.2 Social Development
2.2.1 Income Assistance Social Development (02/2011; updated 04/2013)

Sub-strategy of the Social Development PM Strategy: On-Reserve Income Assistance Reform PM Strategy, in partnership with ESDC (04/2013)
Audit of NCBR and Assisted Living (2014/15)

Audit of Income Assistance (2015/16) (Possible joint audit with ESDC Active Measures)
High Income Assistance, National Child Benefit Reinvestment and Assisted Living (02/2009) Income Assistance, National Child Benefit Reinvestment and Assisted Living (Summative Evaluation) (2016/17)

(Note: Income Assistance Component to be conducted with ESDC)
39 $994,671
2.2.2 National Child Benefit
2.2.3 Assisted Living
2.2.5 Family Violence Prevention     Moderate Family Violence Prevention (02/1012) Family Violence Prevention (2016/17) 40 $31,732
Year 3 - 2016/17 3 THE LAND AND THE ECONOMY
Program Alignment Architecture
(MRRS ID)
AANDC PM Strategy Portfolio
(Date Approved)
2014/15 Audit Plan Last Completed Evaluation(s)

(Date)
Planned Evaluations Evaluation
Number
for 2014/15
Total Forecast Spending
(Including Employee
Benefits Plan)
covered by Evaluation
($,000s)*
Planned
Audits
Audit Risks
3.4 Infrastructure and Capacity
3.4.6 Emergency Management Assistance Emergency Management Assistance Program (3.4.6)
(03/2014)
Audit of Emergency Management Assistance (2016/17) Very High Review of the Performance of the Emergency Management Assistance Program during the 2011-2012 Manitoba Floods (06/2012)

Emergency Management Assistance (02/2010)
Emergency Management Assistance (2016/17) 41 $37,768
Year 3 - 2016/17 4 THE NORTH
Program Alignment Architecture
(MRRS ID)
AANDC PM Strategy Portfolio
(Date Approved)
2014/15 Audit Plan Last Completed Evaluation(s)

(Date)
Planned Evaluations Evaluation
Number
for 2014/15
Total Forecast Spending
(Including Employee
Benefits Plan)
covered by Evaluation
($,000s)*
Planned
Audits
Audit Risks
4.1 Northern Governance and People
4.1.1 Political Development and Intergovernmental Relations Political Development and Intergovernmental Relations (4.1.1) (New: 03/2014)   Moderate   Northern Hospital and Physician Services (2016/17) 42 $52,256
4.3 Northern Land, Resources and Environmental Management
4.3.3 Land and Water Management PM Strategy at the Sub Program Level 4.3.3 (Update: 03/2014)   Moderate Evaluation of the Advancing Conservation Interest in the Northwest Territories: The Government of Canada's Involvement in the NWT Protected Areas Strategy (Plan - 2012/13) (04/2013) Northern Land, Resources and Environmental Management (4.3.3) (2016/17) 43 $40,408
Year 3 - 2016/17 5 INTERNAL SERVICES
Program Alignment Architecture
(MRRS ID)
AANDC PM Strategy Portfolio
(Date Approved)
2014/15 Audit Plan Last Completed Evaluation(s)

(Date)
Planned Evaluations Evaluation
Number
for 2014/15
Total Forecast Spending
(Including Employee
Benefits Plan)
covered by Evaluation
($,000s)*
Planned
Audits
Audit Risks
5.1.3 Expenditure Management   System Under Development audit of the Integrated Financial Management System (SAP & GCIMS) (2014/15) Very High   Contracting and Procurement Hubs (2016/17) 44  
Year 4 - 2017/18 1 THE GOVERNMENT
Program Alignment Architecture
(MRRS ID)
AANDC PM Strategy Portfolio
(Date Approved)
2014/15 Audit Plan Last Completed Evaluation(s)

(Date)
Planned Evaluations Evaluation
Number
for 2014/15
Total Forecast Spending
(Including Employee
Benefits Plan)
covered by Evaluation
($,000s)*
Planned
Audits
Audit Risks
1.2.2 Specific Claims Specific Claim (1.2.2)
(Updated 03/2014)
Audit of Specific Claims (2015/16) High Summative Evaluation of the Specific Claims Action Plan (2012/13 Plan) (04/2013) Summative Evaluation of Specific Claims (2017/18) 45 $735,583
Year 4 - 2017/18 2 THE PEOPLE
Program Alignment Architecture
(MRRS ID)
AANDC PM Strategy Portfolio
(Date Approved)
2014/15 Audit Plan Last Completed Evaluation(s)

(Date)
Planned Evaluations Evaluation
Number
for 2014/15
Total Forecast Spending
(Including Employee
Benefits Plan)
covered by Evaluation
($,000s)*
Planned
Audits
Audit Risks
2.1 Education
2.1.1 Elementary and Secondary Education Education
(11/2010)
Audit of the Education Information System (2015/16)

Audit of Elementary and Secondary Education Program (2015/16)
Very High ESDC-led Horizontal Summative Evaluation of the Youth Employment Strategy - Phase I (2013/14)

Summative Evaluation of the Elementary / Secondary Education Program on Reserve (06/2012)
Elementary and Secondary Education (2017/18) 46 $1,418,345
2.1.2 Post-Secondary Education   Audit of Post Secondary Education Programs (2014/15) High Summative Evaluation of the Post-Secondary Education Program (06/2012)

National Aboriginal Achievement Foundation (11/2009)
Post Secondary Education (2017/18)

(Note: to include 'Indspire')
47 $353,769
2.2 Social Development
2.2.4 First Nations Child and Family Services   Audit of First Nations Child and Family Services (2015/16) Very High Enhanced Prevention Focused Approach for the First Nations Child and Family Service Program in Quebec and PEI (09/2013)

EPFA in Saskatchewan and Nova Scotia for First Nations CFS Program (04/2013)

Enhanced Prevention Focused Approach in Alberta for the First Nations Child and Family Service Program (09/2010)
First Nations Child and Family Services Program (2.2.4) (2017/18) 48 $640,266
2.4 First Nations Individual Affairs
2.3.2 Estates     Low Evaluation of Indian Moneys, Estates and Treaty Annuities
(04/2013)
Estates
(2017/18)
49 $3,651
Year 4 - 2017/18 3 THE LAND AND THE ECONOMY
Program Alignment Architecture
(MRRS ID)
AANDC PM Strategy Portfolio
(Date Approved)
2014/15 Audit Plan Last Completed Evaluation(s)

(Date)
Planned Evaluations Evaluation
Number
for 2014/15
Total Forecast Spending
(Including Employee
Benefits Plan)
covered by Evaluation
($,000s)*
Planned
Audits
Audit Risks
3.5 Urban Aboriginal Participation
  Urban Aboriginal Participation (3.5) (New: 02/2014) Audit of the Urban Aboriginal Strategy (2016/17) High Impact Evaluation of the Urban Aboriginal Strategy (06/2011) Urban Aboriginal Participation (3.5) (2017/18) 50 $40,014
Year 5 - 2018/19 1 THE GOVERNMENT
Program Alignment Architecture
(MRRS ID)
AANDC PM Strategy Portfolio
(Date Approved)
2014/15 Audit Plan Last Completed Evaluation(s)

(Date)
Planned Evaluations Evaluation
Number
for 2014/15
Total Forecast Spending
(Including Employee
Benefits Plan)
covered by Evaluation
($,000s)*
Planned
Audits
Audit Risks
1.2 Aboriginal Rights and Interests
1.2.1 Negotiations of Claims and Self-Government Agreements Negotiations of Claims and Self Government Agreements (1.2.1) (New: 03/2014) Review of Negotiation of Comprehensive Land Claims and Self Government Agreements (2014/15) Very High Process for Negotiating Comprehensive Land Claims and Self-Government Agreements (11/2013) Negotiations of Claims and Self-Government Agreements (2018/19) 51 $68,834
Audit of Negotiation of Comprehensive Land Claims and Self-Government Agreements (2016/17) Very High Evaluation of the Federal Government's Implementation of Self-Government and Self-Government Agreements (02/2011)

BC Treaty Related Measures (09/2009)

Consultation and Policy Development and Basic Organizational Capacity Funding (G&C: 1.2.1, 1.2.3, 3.2.1) (2008/09)
1.2.3 Consultation and Accommodation Consultation and Policy Development (11/2010)

Surveys on Aboriginal Peoples (1.2.3; 5.1.1)
(02/2013)
Audit of Consultation and Accommodation (2014/15) High Consultation and Accommodation (02/2014)

Engagement and Policy Development Authority
(2/2014)

Consultation and Policy Development and Basic Organizational Capacity Funding(2008/09)
Consultation and Accommodation (1.2.3)
(2018/19)
52 $28,828
1.2.4 Métis and Non-Status Indian Relations and Métis Rights Management Integrated RMAF/RBAF Federal Interlocutor's Contribution Program Audit of Métis and Non-Status Indian Relations and Métis Rights Management (2014/15) High Federal Interlocutor's Bilateral and Tripartite Processes and the Powley Initiative (09/2013) Métis and Non-Status Indian Relations and Métis Rights Management (1.2.4) (2018/19) 53 $18,975
1.3 Management and Implementation of Agreements and Treaties
  Measuring the Impacts of Comprehensive Land Claim Agreements and Self-Government Agreements (Amended 03/2014)

Treaty Commissions (Amended 03/2014)
Audit of the Implementation of Modern Treaty Obligations (2016/17) Very High Impacts of Comprehensive Land Claims and Self-Government Agreements (11/2013)

Indian Moneys, Estates and Treaty Annuities
(Plan - 2012/13)
(04/2013)

Treaty Commissions
(02/2010)
(a) Modern Treaties and Self-Government (2018/19)

(b) Pre-1975 Treaties (2018/19)
54 Full coverage with 1.3 Evaluation in 2014/15
Year 5 - 2018/19 3. THE LAND AND THE ECONOMY
Program Alignment Architecture
(MRRS ID)
AANDC PM Strategy Portfolio
(Date Approved)
2014/15 Audit Plan Last Completed Evaluation(s)

(Date)
Planned Evaluations Evaluation
Number
for 2014/15
Total Forecast Spending
(Including Employee
Benefits Plan)
covered by Evaluation
($,000s)*
Planned
Audits
Audit Risks
3.1 Aboriginal Entrepreneurship
  Aboriginal Entrepreneurship (3.1) (New: 02/2014)   Moderate Aboriginal Economic Development Programs (2008/09)

Procurement Strategy for Aboriginal Business (03/2010)
Aboriginal Entrepreneurship (3.1) (2018/19) 56 $4,418
3.2 Community Development
3.2.2 Investment in Economic Opportunities   Audit of Economic Development Programs (2016/17) High Aboriginal Economic Development Programs (2008/09) Investment in Economic Opportunities (2018/19) 56 $95,649
3.3 Strategic Partnerships
      Moderate   Strategic Partnerships (3.3) (2018/19) 57 $24,738
3.4 Infrastructure and Capacity
3.4.1 Water and Wastewater Infrastructure (3.4.1 - 3.4.4) (09/2009: Revised indicators approved EPMRC, 11/2010)

'Capital Facilities and Maintenance Program,' part 3.4, Infrastructure and Capacity (3.4.1 - 3.4.4)
(04/2014)
Audit of Water and Waste Water (2016/17) Very High First Nations Water and Wastewater Infrastructure (09/2013) Infrastructure and Capacity (3.4) (2018/19) 58 $171,889
3.4.3 Housing   First Nation Market Housing Fund (06/2012)

On-Reserve Housing Support (02/2011)
3.4.4 Other Community Infrastructure Activities   First Nations Infrastructure Fund (02/2014)

First Nations Infrastructure Fund (02/2010)
Year 5 - 2018/19 4 THE NORTH
Program Alignment Architecture
(MRRS ID)
AANDC PM Strategy Portfolio
(Date Approved)
2014/15 Audit Plan Last Completed Evaluation(s)

(Date)
Planned Evaluations Evaluation
Number
for 2014/15
Total Forecast Spending
(Including Employee
Benefits Plan)
covered by Evaluation
($,000s)*
Planned
Audits
Audit Risks
4.2 Northern Science and Technology
4.2.1 Northern Contaminants Northern Science and Technology (4.2) (03/2014) Audit of the Canadian High Arctic Research Station (2016/17) High Evaluation of the Northern Contaminates Program and Northern Scientific Training Program (09/2013) Northern Science and Technology (4.2)

(Note: This evaluation is actually scheduled for 2019/20)
59 $7,321
4.2.2 Science Initiatives
4.3 Northern Land, Resources and Environmental Management
4.3.2 Contaminated Sites Northern Contaminated Sites (02/2009)

Umbrella Federal Contaminated Sites Action Plan (01/2012)

Contaminated Sites 4.3.2
(Update by 09/2014)
Audit of Northern Contaminated Sites (2014/15) Very High Evaluation of Federal Contaminated Sites Action Plan - led by Environment Canada (09/2013) Contaminated Sites (4.3.2) (2018/19) 60 $61,824
Total Forecast Direct Spending (excludes Internal Services):               $7,836,288
 

 

Annex A - Evaluation Universe showing Evaluation coverage, Performance Measurement Strategy coverage and 2014 Main Estimates

2014-15 Main Estimates (as of May 21, 2014)
Program Alignment Architecture (Management, Resources
and Results Structure ID)
Vote 1:
Salary and Operation
and Maintenance
($,000s)
Vote 10:
Grants and Contributions
($,000s)
Vote 5:
Capital
($,000s)
Statutory
($,000s)
Employee
Benefits Plan
($,000s)
Total Forecast
Spending 2014-15*
($,000s)
Date of last
approved
Performance
Measurement
PM) Strategy**
Planned Evaluation
1 THE GOVERNMENT
1.1 Governance and Institutions of Government
1.1.1 First Nations Governments $35,775 $342,419 $0 $0 $5,500 $383,694 Governance and Institutions of Governance (1.1)
(03/2014)

Matrimonial Real Property (part 1.1.2)
(Amended - 03/2014)
Governance and Institutions of Government (1.1) (2014/15)

Matrimonial Real Property (Part 1.1.2) (2016/17)
1.1.2 Aboriginal Governance Institutions and Organizations $496 $14,210 $0 $0 $50 $14,756
1.2 Aboriginal Rights and Interests
1.2.1 Negotiations of Claims and Self-Government Agreements $15,818 $24,787 $0 $25,903 $2,326 $68,834 Negotiations of Claims and
Self Government Agreements (1.2.1)
(03/2014)

Specific Claims (1.2.2)
(Updated 03/2014)
Negotiations of Claims and
Self-Government Agreements (2018/19)

Summative Evaluation of Specific Claims (2017/18)
1.2.2 Specific Claims $25,514 $708,742 $0 $15 $1,313 $735,583
1.2.3 Consultation and Accommodation $7,131 $20,988 $0 $0 $709 $28,828 Consultation and Policy Development (11/2010)

Surveys on Aboriginal Peoples (1.2.3; 5.1.1.)
(02/2013)
Carried forward - Engagement and Policy Development Authority (2013/14)
Surveys on Aboriginal Peoples (part 1.2.3; 5.1.1)

Inuit Counselling in the South (part 1.2.3) (2014/15
Carried forward - Consultation and Accommodation (1.2.3) (2014/15)

Consultation and Accommodation (1.2.3) (2018/19)
1.2.4 Métis and Non-Status Indian Relations and Métis Rights Management $5,160 $13,504 $0 $0 $312 $18,975 Integrated Results-based Management and Accountability Framework /Risk-based Audit Framework Federal Interlocutor's Contribution Program

(To be updated to PM Strategy September 2014)
Métis and Non-Status Indian Relations and Métis Rights Management (1.2.4) (2018/19)
1.3 Management and Implementation of Agreements and Treaties
  $9,536 $621,593 $0 $87,155 $1,056 $719,340 Treaty Commissions (Part 1.3) (Amended 03/2014)

Implementation of Agreements and Treaties (Part 1.3)
(Amended 03/2014)
Impact of Self Government Agreements (2014/15)
Treaty Commissions (2015/16)
a. Modern Treaties and Self-Government and b. Pre-1975 Treaties (2018/19)
2 THE PEOPLE
2.1 Education
2.1.1 Elementary and Secondary Education $22,036 $1,419,502 $0 $0 $2,997 $1,444,535 Education
(11/2010)
Employment and Social Development Canada (ESDC) - led Horizontal Summative Evaluation of the Youth Employment Strategy - Phase II (2014/15)
Elementary and Secondary Education (2017/18)

Review of Federally Managed Schools on Reserve in Ontario
(2014/15)
2.1.2 Post-Secondary Education $1,058 $352,546 $0 $0 $165 $353,769 Post Secondary Education (2017/18) (Note: to include 'Indspire', formerly NAAF)
2.2 Social Development
2.2.1 Income Assistance $4,099 $849,121 $0 $0 $583 $853,803 Social Development 2.2 (02/2011; updated 04/2013)

Sub-strategy of the Social Development PM Strategy: On-Reserve Income Assistance Reform PM Strategy, in partnership with ESDC (04/2013)
Income Assistance (Formative Evaluation) (2014/15) (with ESDC)
2.2.2 National Child Benefit $647 $53,280 $0 $0 $80 $54,007 Income Assistance, National Child Benefit Reinvestment and Assisted Living (Summative Evaluation) (Income Assistance component with ESDC) (2016/17)
2.2.3 Assisted Living $1,042 $85,661 $0 $0 $158 $86,861 Carried forward - Enhanced Prevention Approach for the First Nations Child and Family Services Program in Manitoba (2013/14) (Approved 06/2014)
2.2.4 First Nations Child and Family Services $4,637 $634,575 $481 $0 $574 $640,266 First Nations Child and Family Services Program (2.2.4) (2017/18)
2.2.5 Family Violence Prevention $1,621 $29,865 $0 $0 $246 $31,732 Family Violence Prevention (2016/17)
2.3 First Nations Individual Affairs
2.3.1 Registration and Membership $11,082 $8,345 $639 $0 $1,512 $21,578 First Nations Individual Affairs (2.3)
(02/2014)
Registration and Membership (2015/16)
2.3.2 Estates $3,010 $232 $0 $0 $408 $3,651 Estates (2017/18)
2.4 Residential Schools Resolution
2.4.1 Common Experience Payments $0 $0 $0 $0 $0 $0 Note: Recent evaluation coverage also provided via Evaluation of the Delivery of the Common Experience Payment conducted by ESDC) (07/2013) Lessons Learned: Common Experience Payment (2014/15)
2.4.2 Independent Assessment Process $635,965 $0 $200 $0 $7,212 $643,377 Lessons Learned: Personal Credits (2015/16) 2.4.2 also to include an overview of 2.4.3 and 2.4.4)
2.4.3 Reconciliation $2,409 $0 $0 $0 $309 $2,718
2.4.4 Support to the Truth and Reconciliation Commission $275 $0 $0 $0 $45 $320
3 THE LAND AND THE ECONOMY
3.1 Aboriginal Entrepreneurship
3.1.1 Business Capital and Support Services $4,701 $40,016 $0 $0 $505 $45,222 Aboriginal Entrepreneurship (3.1)
(02/2014)
Access to Capital and Business Services (3.1.1) (2014/15)
3.1.2 Business Opportunities $2,638 $1,500 $0 $0 $280 $4,418 Carried forward - Procurement Strategy for Aboriginal Business (2013/14) (Approved 06/2014)
Aboriginal Entrepreneurship (3.1) (2018/19)
3.2 Community Development
3.2.1 Lands and Economic Development Services $26,280 $38,881 $500 $0 $3,377 $69,038 Community Development (3.2) with sub-program annexes (3.2.1, 3.2.2, 3.2.3, 3.2.4)
(03/2014)
Lands and Economic Development Services (3.2.1) (2014/15)
3.2.2 Investment in Economic Opportunities $2,748 $91,200 $0 $1,500 $202 $95,649 Carried forward - Investment in Economic Opportunities (2013/14)
Investment in Economic Opportunities (3.2.2) (2018/19)
3.2.3 Administration of Reserve Land $18,474 $5,838 $200 $0 $1,818 $26,330 Administration of Reserve Land (3.2.3) (2014/15)
3.2.4 Contaminated Sites (On Reserve) $1,444 $3,971 $0 $0 $205 $5,621 Contaminated Sites (On Reserve) (2014/15)
3.3 Strategic Partnerships
  $9,470 $14,450 $0 $0 $818 $24,738 UPDATE: Strategic Partnerships (3.3)
(11/2014)
Carried forward - The Aboriginal Economic Development Framework and Strategic Partnerships Initiative (2013/14)
Strategic Partnerships (3.3) (2018/19)
3.4 Infrastructure and Capacity
3.4.1 Water and Wastewater $4,539 $166,869 $0 $0 $481 $171,889 Infrastructure (3.4.1 - 3.4.4) (09/2009: Revised indicators approved EPMRC, 11/2010) Infrastructure and Capacity 3.4 (2018/19)
3.4.2 Education Facilities $1,494 $323,500 $0 $0 $217 $325,211 3.4.2 / 3.4.4: Education and Community Infrastructure (2014/15)
3.4.3 Housing $1,672 $136,121 $0 $500 $159 $138,451 Housing (2015/16)
3.4.4 Other Community Infrastructure Activities $14,708 $440,089 $0 $26,731 $1,951 $483,479 (See 3.4.2)
3.4.5 Renewable Energy and Energy Efficiency $1,077 $2,711 $0 $0 $102 $3,889 ecoEnergy for Aboriginal and Northern Communities
(Amended: 02/2014)
NRCan led - Clean Energy Theme Roll-up (2014/15)
AANDC led - Eco-Energy for Aboriginal and Northern Communities
(2014/15)
3.4.6 Emergency Management Assistance $1,872 $35,651 $0 $0 $246 $37,768 Emergency Management Assistance Program
(03/2014)
Emergency Management Assistance on Reserve (2016/17)
3.5 Urban Aboriginal Particpation
  $1,127 $38,701 $0 $0 $186 $40,014 Urban Aboriginal Participation (3.5) (02/2014) Urban Aboriginal Participation (3.5) (2017/18)
4 THE NORTH
4.1 Northern Governance and People
4.1.1 Political Development and Intergovernmental Relations $12,171 $54,935 $0 $0 $1,298 $68,403 Political Development and Intergovernmental Relations (4.1.1) (03/2014) Lessons Learned: Northwest Territories Devolution (2014/15)
Northern Governance - Support for Territorial Relations and Northern Organizations (2014/15)
AANDC's Engagement with the Arctic Council (2015/16)
Northern Hospital and Physician Services (2016/17)
4.1.2 Nutrition North $3,130 $53,930 $0 $0 $89 $57,148 Nutrition North Canada (09/2010) Nutrition North (Impact Evaluation) with Health Canada (2015/16)
4.1.3 Climate Change Adaptation $829 $3,750 $0 $0 $88 $4,667 Climate Change Adaptation
(Amended 02/2014)
Environment Canada led horizontal evaluation of Climate Change Adaptation (2015/16)
AANDC led component: Climate Change Adaptation Program - Assist Northerners in Assessing Key Vulnerabilities and Opportunities (2015/16)
4.2 Northern Science and Technology
4.2.1 Northern Contaminants $164 $4,725 $0 $0 $0 $4,889 Northern Science and Technology (4.2)
(03/2014)
Northern Science and Technology (4.2) Note: This evaluation is scheduled for 2019/20
4.2.2 Science Initiatives $911 $0 $1,341 $0 $179 $2,431
4.3 Northern Land, Resources and Environmental Management
4.3.1 Petroleum and Minerals $14,164 $1,350 $397 $1,472 $789 $18,171 Petroleum and Minerals (4.3.1)
(03/2014)
Petroleum and Minerals (2014/15)
4.3.2 Contaminated Sites $54,661 $6,791 $0 $0 $372 $61,824 Northern Contaminated Sites (02/2009) Umbrella Federal Contaminated Sites Action Plan (01/2012) Contaminated Sites (4.3.2) (2018/19)
4.3.3 Land and Water Management $27,422 $9,806 $0 $0 $3,179 $40,408 Land and Water Management (4.3.3) (Updated: 03/2014) Northern Land, Resources and Environmental Management (4.3.3) (2016/17)
Totals: ($,000s) (Does not include Internal Services) AANDC Vote 1: Salary and Operation and Maintenance Vote 10: Grants and Contributions Vote 5: Capital Statutory Employee Benefits Plan Total Forecast Spending 2014/15  
$993,005 $6,654,153 $3,758 $143,276 $42,096 $7,836,288
5 INTERNAL SERVICES                           (Note: Sub-program main estimates are provided for information purposes only)
5.1.1 Governance and Management Support         $8,120 $142,968    
                (Surveys on Aboriginal People - considered part 1.2.3, 2014/15)
Accelerated Annual Planning Cycle (2015/16)
5.1.2 Resource Management Services         $10,638 $95,653    
                Recruitment, Development and Retention (2014/15)
Aboriginal Leadership Development Initiative (2015/16)
Evaluation of the implementation of Accommodations 2.0 (2015/16)
Contracting and Procurement Hubs (2016/17)
5.1.3 Asset Management Services         $444 $4,970    
                Contracting and Business Management Units (2015/16)

Table Notes:

* Source: Forecast Spending figures are from Chief Financial Officer Sector, Main estimates, 2014/15 Total Forecast Spending/Total Evaluation Coverage
** This column includes Performance Measurement Strategies to be updated in 2014
*** Coverage to be determined during the planning of the individual evaluation.

 

 

Annex B - Program Alignment Architecture

Program Alignment Architecture
Text description of the Program Alignment Architecture

This image of the 2014-2015 Program Alignment Architecture breaks down the departmental 2014-2015 Main Estimates of $8,080 million (includes $26 million in non-budgetary expenditures or loans) by strategic outcome, program and sub-program as follows:

The Government strategic outcome: $1,970.0 million

The program Governance and Institutions of Government: $398.4 million

The sub-program First Nation Governments: $383.7 million
The sub-program Aboriginal Governance Institutions and Organizations: $14.8 million

The program Aboriginal Rights and Interests: $852.2 million

The sub-program Negotiations of Claims and Self-Government: $68.8 million
The sub-program Specific Claims: $735.6 million
The sub-program Consultation and Accommodation: $28.8 million
The sub-program Métis and Non-Status Indian Relations and Métis Rights Management: $19.0 million

The program Management and Implementation of Agreements and Treaties: $719.3 million

The People strategic outcome: $4,136.6 million

The program Education: $1,798.3 million

The sub-program Elementary and Secondary Education: $1,444.5 million
The sub-program Post-Secondary Education: $353.8 million

The program Social Development: $1,666.7 million

The sub-program Income Assistance: $853.8 million
The sub-program National Child Benefit: $54.0 million
The sub-program Assisted Living: $86.9 million
The sub-program First Nations Child and Family Services: $640.3 million
The sub-program Family Violence Prevention: $31.7 million

The program First Nations Individual Affairs: $25.2 million

The sub-program Registration and Membership: $21.6 million
The sub-program Estates: $3.7 million

The program Residential Schools Resolution: $646.4 million

The sub-program Common Experience Payments: $0.0 million
The sub-program Independent Assessment Process: $643.4 million
The sub-program Reconciliation: $2.7 million
The sub-program Support to the Truth and Reconciliation Commission: $0.3 million

The Land and Economy strategic outcome: $1,471.7 million

The program Aboriginal Entrepreneurship: $49.6 million

The sub-program Business Capital and Support Services: $45.2 million
The sub-program Business Opportunities: $4.4 million

The program Community Development: $196.6 million

The sub-program Lands and Economic Development Services: $69.0 million
The sub-program Investment in Economic Opportunities: $95.6 million
The sub-program Administration of Reserve Lands: $26.3 million
The sub-program Contaminated Sites (on-reserve): $5.6 million

The program Strategic Partnerships: $24.7 million

The program Infrastructure and Capacity: $1,160.7 million

The sub-program Water and Wastewater Infrastructure: $171.9 million
The sub-program Education Facilities: $325.2 million
The sub-program Housing: $138.5 million
The sub-program Other Community Infrastructure and Activities: $483.5 million
The sub-program Renewable Energy and Energy Efficiency: $3.9 million
The sub-program Emergency Management Assistance: $37.8 million

The program Urban Aboriginal Participation: $40.0 million

The North strategic outcome: $257.9 million

The program Northern Governance and People: $130.2 million

The sub-program Political Development and Intergovernmental Relations: $68.4 million
The sub-program Nutrition North: $57.1 million
The sub-program Climate Change Adaptation: $4.7 million

The program Northern Science and Technology: $7.3 million

The sub-program Northern Contaminants Program: $4.9 million
The sub-program Science Initiatives: $2.4 million

The program Northern Land, Resources and Environmental Management: $120.4 million

The sub-program Petroleum and Minerals: $18.2 million
The sub-program Contaminated Sites: $61.8 million
The sub-program Land and Water Management: $40.4 million

The program Internal Services (Note 1**): $243.6 million

The sub-program Governance and Management Support: $146.0 million
The sub-program Resource Management Services: $89.2 million
The sub-program Asset Management Services: $8.4 million

Note 1: Internal Services are comprised of $174.5 million for Administrative Overhead and $69.1 million for Litigation Support/Out-of-Court Settlements.

 
 
 
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