Indigenous and Northern Affairs Canada Five-Year Departmental Evaluation Plan 2017-18 to 2021-22

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Deputy Head Confirmation Note

I approve the Departmental Evaluation Plan of Indigenous and Northern Affairs Canada for the fiscal years 2017-18 to 2021-22, which I submit to the Treasury Board of Canada Secretariat as required by the Policy on Results.

I confirm that the following evaluation coverage requirements are met and reflected in this five-year 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.

 
 

Hélène Laurendeau
Deputy Minister
Indigenous and Northern Affairs Canada

 

Date: ________________________

 

 

Executive Summary

This document presents the Indigenous and Northern Affairs Canada (INAC) Five-Year Departmental Evaluation Plan 2017-18 to 2021-22 ("the Plan"). The Plan calls for 40 program areas to be evaluated over the next five years. In 2017-18 specifically, the Evaluation, Performance Measurement and Review Branch (EPMRB) of INAC will submit ten evaluations for approval. Horizontal evaluations in which INAC was a participant may be submitted for information.

In addition, five evaluations will be launched this year that are planned to be completed in the 2018-19 fiscal year.

The current Plan was developed in accordance with the evaluation planning guidance provided by Treasury Board Secretariat and was developed to reflect the requirements set out in the Treasury Board Secretariat Policy on Results, which came into effect on July 1, 2016. The Policy continues to ask departments to report on both direct program spending and ongoing programs of grant and contribution evaluation coverage, but grants greater flexibility by allowing for risk-based planning for direct program spending coverage, and the option to defer evaluations beyond five years where average yearly expenditures are less than $5 million (over the preceding five year period).

Thus, the Plan aligns with, and supports the Department's Management Resources and Results Structure, which is still in effect until the end of Fiscal Year 2017-18. In addition, EPMRB planning ensures a risk-based approach is taken for the conduct of evaluations of Internal Service programs/activities, and other studies or reviews as requested by the Department.

Finally, the Plan provides an overview of the drivers that contribute to the timing, scope and level of effort of each evaluation. These are based on such factors as the timing of previous evaluations, program materiality, risk levels and complexity. It also provides a summary of recent branch initiatives that are meant to support and strengthen the Department's evaluation and performance measurement activities.

 

 

1. Introduction

This document presents the INAC rolling plan for evaluation for the period 2017-18 to 2021-22. Implementation and monitoring of the Plan falls to the Evaluation and Performance Measurement Review Branch (EPMRB), Audit and Evaluation Sector, at Indigenous and Northern Affairs Canada (INAC).

Across the Government of Canada, evaluation is understood as the systematic collection and neutral analysis of information pertaining to the use of public resources. This is done to provide an assessment of, and allow for the judgement of the relevance, performance, and efficiency with which these resources are utilised. It helps to identify possible alternative ways to contribute to or achieve the same results, outcomes or outputs in a more effective and efficient manner. The information evaluation provides is used to inform decision making and make improvements.

This Plan adheres to the Policy on Results, which came into effect July 1, 2016, to every extent possible, given the department's Late Adopter status. "Late Adopter" status means that INAC has until November 2017 to fully implement and meet the requirements of the Policy on Results. The new Policy on Results represents an integration of the Policy on Evaluation (2009), the Policy on Management, Resources and Results Structures (2010) and the Policy on Reporting of Federal Institutions and Corporate Interests to Treasury Board Secretary (2007). 

Under the new policy, the federal evaluation function will be called upon to provide evidence that helps the Government of Canada demonstrate that its spending contributes to results that matter to Canadians, rather than simply supporting programs where efficacy is not always clear. The current government has committed to this modernization in its platform, mandate letters, Speech from the Throne, and public statements. EPMRB evaluators scope and plan new projects as per the Policy in order to ensure that INAC's evaluation function can contribute fully to helping to address questions related to the delivery of results for Canadians.

1.1 Purpose of the Five-Year Plan

The primary purpose of the Plan is to help the Deputy Head ensure that credible, timely and neutral information on the ongoing relevance and performance of direct program spending and ongoing programs of grants and contributions is available to support evidence-based decision making and speaks to results for Canadians. The Plan also:

  • Provides an opportunity to align evaluations to ensure that the information needs of the Department and other evaluation users (e.g., other government departments) are being met;
  • Helps ensure that evaluations supporting program redesign are planned and completed in advance of program renewal;
  • Allows departmental units responsible for the development of the Departmental Plan 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, etc.).

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

1.2 Background and Departmental Context

The Plan has been developed using the Treasury Board's Interim Guide on Results which was updated to support the new Policy on Results. The Policy on Results allows departments to establish a results framework that identifies core responsibilities, associated results, and appropriate indicators. It also limits requirements so that departments will collect performance information while remitting only some of this to Treasury Board. It allows departments to prioritize evaluation coverage and issues, while professionalizing the evaluation function. It will continue to ask departments to report on both direct program spending and ongoing programs of grant and contribution evaluation coverage, but will grant greater flexibility by allowing for risk-based planning for direct program spending coverage, and the option to defer evaluations beyond five years where average yearly expenditures are less than $5 million (over the preceding five year period).

1.3 Departmental Mandate

INAC is the federal department primarily responsible for meeting the Government of Canada's obligations and commitments to Indigenous peoples (First Nations, Inuit and Métis) and for fulfilling the federal government's constitutional responsibilities in the North.Footnote 1 The Department's overall mandate derives from: the Constitution Act (1982), 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 Indigenous people and the North. A significant amount of the Department's mandate also derives from policy decisions and program practices that have evolved over time. Its mandate is also framed by judicial decisions where there are direct policy implications for the Department.Footnote 2

1.4 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 INAC spending are, in fact, delivered through partnerships with Indigenous communities and federal-provincial or federal-territorial agreements. INAC also works with urban Indigenous peoples, Métis and non–status Indians, many of whom live in rural areas.

1.5 Planned Expenditures and Transfer Payments

According to the 2016 Public Accounts of Canada, INAC is the fifth largest federal department in terms of total ministerial net expenditures, and the third largest in terms of total transfer payments and grants and contributions, after Finance Canada and Employment and Social Development Canada.

According to the 2017–2018 Main EstimatesFootnote 3, INAC plans to spend over $10 billion annually, with approximately 89 percent ($8.96 billion) going directly to recipients through transfer payments. Total forecasted spending for 2017-18 is outlined in the table below according to the Department's strategic outcomes.

Table 1:

INAC Total Forecasted Spending (2017-18) by Strategic Outcome
Strategic Outcome 2017-18 Forecast Spending
The Government $2,322,855,611
The People $4,304,635,350
The Land and Economy $2,706,442,919
The North $488,082,676
Internal Services $234,773,957
   
Total $10,056,790,513

Source: 2017-18 Main Estimates. Figures include the following expenditures: salary; operations and maintenance; capital; statutory and grants and contributions funding; and, the costs of employee benefit plans.

 

 

2. Reporting on Status and Coverage

2.1 Drivers for Evaluation Planning

Program evaluations are required as per the current Treasury Board Policy on Results (2016). There is also a requirement under the Financial Administration Act (Section 42.1) to evaluate all ongoing programs of grants and contributions every five years. Evaluation planning is conducted with those requirements in mind.

Each year, the Audit and Assurance Services Branch develops priority rankings for auditable units in the Department in a manner consistent with guidance from the Office of the Comptroller General. Risk considerations include: the 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. This Plan is developed with alignment to the Risk-Based Audit Plan (2017-2018 to 2019-2020) in mind. Risk rankings are shown in Appendix B and are colour-coded to reflect the level of risk identified in the Risk-Based Audit Plan.Footnote 4

2.2 What's New in the Plan

Note that the Government's Results Agenda, driven by publicly articulated ministerial mandates, the Policy on Results, and key government priorities being communicated to INAC, are collectively poised to spur change in program structures and available performance information in the Department. This will likely result in the creation of new program entities and the articulation of new results expectations and associated performance indicators. Notwithstanding this, Treasury Board Secretariat guidance clarifies that 2017-18 planning is to be done according to existing policies and coverage requirements.

The first step in preparing the 2017-18 to 2021-22 Plan included ensuring that all ongoing program spending is being evaluated every five years. Credit for evaluation coverage is granted upon deputy head approval of a report, under the premise that approval allows for the sharing of information in support of management action and the sharing of results with the public. This review was based on INAC's 2017-18 Program Alignment Architecture (Appendix A).

It also included the review of program areas within the Department to ensure that each is evaluated prior to program renewal or according to timing commitments made to the Treasury Board, and that Federal Accountability Act requirements are being met.

This document includes two 'coverage tables', which all departments must complete and submit to the Treasury Board Secretariat on an annual basis.

Appendix B – Indigenous and Northern Affairs Canada – Five-year Evaluation Schedule 2017-18 to 2021-22, outlines the sequencing of all program evaluations over the next five years with planned start and end dates.Footnote 5 As a result, the Plan shows the expected conduct of 40 evaluations covering 93.8 percent of direct program spending from 2017-18 to 2021-22. Programs below the $ 5 million average over five years, and thus, not selected for evaluations at this point represent 6.3 percent of total organizational spending.

Appendix C – Indigenous and Northern Affairs Canada – Coverage of Ongoing Programs of Grants and Contributions – 2017-18 to 2021-22, includes an overview of the timing of evaluations as required by the Financial Administration Act and presented in a template required by Treasury Board Secretary.

2.3 Planned Evaluation Coverage of Direct Program Spending, Internal Services and Reviews

Looking back on the previous year, six evaluation reports addressing direct program spending were approved in 2016-17. These evaluations represent $950 million (9.7 percent) of the Department's direct program spending and include:

  • Evaluation of Governance and Institutions of Government;
  • Evaluation of On-Reserve Housing;
  • Evaluation of the Emergency Management Assistance Program;
  • Evaluation of the Urban Aboriginal Strategy;
  • Evaluation of Northern Governance — Support for Territorial Relations and Northern Organizations; and
  • Evaluation of the Grants to the Government of Northwest Territories and the Government of Nunavut for Health Care of Indians and Inuit.

In addition to the above evaluations that address direct program spending, additional work completed in 2016-17 included the delivery of Internal Services reviews and lessons learned studies:

  • Evaluation of the Implementation of Workplace 2.0 (formerly Accommodation 2.0) (Internal Services Evaluation);
  • Review of the Implementation of the Tripartite Education Agreement (formerly identified as the First Nations Education Steering Committee) (Review); and
  • Lessons Learned Study of Personal Credits (Review/Lessons Learned Study).

The following evaluation, initially scheduled for 2016-17 has been rescheduled for 2017-18:

  • Evaluation of Annual Agreement Management (formerly Accelerated Annual Funding Cycle (Internal Services Evaluation)

Looking forward to 2017-18, the following evaluations, which began in 2016-17 and address direct program spending, are planned to be completed and approved:

  • Evaluation of Implementation and Enforcement Supports for the Family Homes on Reserves and Matrimonial Interests or Rights Act (Matrimonial Real Property);
  • Evaluation of Income Assistance;
  • Evaluation of Assisted Living;
  • Evaluation of Family Violence Prevention;
  • Horizontal Evaluation of Climate Change Adaptation (to be completed jointly with Environment Canada)Footnote 6; and
  • Evaluation of Land and Water Management.

As per the Policy on Results, where programs below the $ 5 million average over five years so not need to be evaluated every five years, the following program and sub-programs are not scheduled for evaluation:

  • Pre-1975 ("Historic") Treaties
  • Treaty Commissions
  • Estates
  • Residential Schools Resolution
  • Administration of Reserve Land
  • Climate Resilience
  • Petroleum and Minerals

Appendix D – Evaluation and Performance Measurement Review Committee – 2017-2018 Planned Schedule of Items, provides a list of all commitments and milestones/deliverables for the Branch.

2.4 Planned Evaluation Coverage of Ongoing Programs of Grants and Contributions

INAC currently delivers 36 authorities (voted grants and contributions). A one-to-one relationship between the authorities listed in the Main Estimates and the inventory of ongoing programs of grants and contributions deemed a 'program' by the Department exists in only seven instances. A number of programs draw on multiple grants and contributions. Conversely, there are grants and contributions that contribute to multiple departmental programs.

The Branch takes the above into account when planning in an effort to ensure that evaluations examine the relevance and performance of all voted grants and contributions over a five-year cycle. Evaluation activities are organized to capture necessary information either through discrete evaluations of individual authorities/grants and contributions, or through evaluations that speak to the relevance and performance of authorities imbedded in larger programs. Each evaluation report will clearly identify the authorities that have been addressed through the evaluation activities.

On this basis, the Plan outlines the planned timing of evaluations in Appendix C – Indigenous and Northern Affairs Canada – Coverage of Ongoing Programs of Grants and Contributions – 2017-18 to 2021-22. This table links all authorities to all departmental programs. This helps clarify the links that exist between and amongst authorities and programs in order to support the Department's efforts to meet Federal Accountability Act requirements.    

2.5 Evaluation, Performance Measurement and Review Branch Performance Metrics

EPMRB has established performance measures to ensure progress towards coverage requirements. The Audit and Evaluation Sector Business Plan 2017-18 has set targets for the Branch regarding the initiation, progression and completion of scheduled evaluations.

2.6 Implementing the Plan

Evaluations conducted by EPMRB are used to inform decision-making and reporting (such as the Departmental Plan, Departmental Performance Reports), to assess progress made by programs in achieving expected results and to incorporate lessons learned in order to improve program design and delivery.

Increasingly, as a means of managing workload, improving the timeliness of evaluations and ensuring the greatest relevance of the evaluation function, the Branch will work to focus on priority issues in its evaluations, and will seek to scope them to respond to the most pressing relevance, performance and efficiency theme as determined in its planning phase. Policy changes provide for more flexibility in the identification of issues, allowing EPMRB more flexibility in scoping its work. Once defined, the Terms of Reference for each evaluation are approved by the EPMRC.

The table below provides an overview of evaluation expenditures and human resources, both planned and actual over a three year period. Note that this does not reflect cost recovery amounts.

Table 2:

Evaluation, Performance Measurement and Review Branch Actual
and Planned Expenditures
Expenditure Type Fiscal Year 2015-16
(Actuals)
Fiscal Year 2016-17
(Actuals)
Fiscal Year 2017-18
(Budget)
Salaries $1,868,062 $1,885,779 $1,985,098
Contracted Services -
Specific to evaluations
$165,456 $430,533 $300,000
Operations and  Maintenance -
Excluding Contracted
Services (specific to evaluations)
$319,978 $339,188  
Total $2,353,496 $2,655,501   $2,285,098
Full-Time Equivalents (#) 21.38 20.47 19.92
 

While 20 full time equivalent positions are listed, the Branch must work to address position vacancies on an ongoing basis as it has seldom been at full capacity given the general movement of staff to other opportunities and the timelines needed to fill positions. The Branch also leverages the skills and talents of undergraduate and graduate students throughout the year.

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 (e.g., Program Alignment Architecture and Performance Management Framework), supporting capacity building and outreach activities, and developing research and special studies on evaluation and performance measurement issues.

Performance Measurement

EPMRB works closely with other key internal service offices to provide advice and guidance on performance measurement strategies and other performance measurement-related activities in the Department. In previous years, the role of the EPMRC has been to review and recommend that the Deputy Head approve performance measurement strategies. In light of forthcoming changes that will affect all areas of performance measurement, EPMRB will continue to provide advice and guidance to programs on new performance measurement requirements (e.g. Program Information Profiles), as well as the roles and responsibilities flowing from the new Policy on Results.

Reviews

The Branch also undertakes reviews, which are distinct from evaluations and conducted on a case-by-case basis as directed by the Deputy Minister. EPMRB and other branches of the Audit and Evaluation Sector conduct or commission these reviews, discussion papers and studies on topics of relevance to their mandates.

Corporate Advice

The Branch provides advice and support across the Department on the development of Treasury Board submissions and Memoranda to Cabinet, on the Department's Departmental Plan and the Departmental Performance Report, and other related activities.

Capacity Development

In support of increased capacity within the federal evaluation function, EPMRB team members deliver presentations and course work within the evaluation community. In 2016-17, INAC presented at the Canadian Evaluation Society Conference on the results of its 2015-16 Internship project, which supported INAC's Strategic Policy Directorate on the analysis of public reporting against departmental performance metrics. "Navigating the Unchartered Waters of INAC's Performance Story: Where program outcomes meet community impacts" details the work done by the Department to analyze the robustness of its strategic outcomes and program indicators.

Summer Internship Program

Since 2008, the Branch has offered a unique internship program whereby eight to ten graduate students from selected universitiesFootnote 7 across Canada, enrolled in Public Policy or Administration, are hired for a period of 16 weeks over the summer. Now in its tenth year, EPMRB welcomes twelve students to the branch from May to August. Students are placed in positions throughout the Department to gain a deeper understanding of INAC 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.

In 2016, the students produced a thought-provoking report, "Reconciliation and Evaluation", that explored how Canada's renewed focus on Indigenous reconciliation affects performance measurement and evaluation. The Department is considering piloting some of the recommendations of this study in future evaluation work.

The project this summer, selected by the Deputy Minister, asks the students to explore the incentives and disincentives to First Nations leaving the Indian Act for other governance options, such as self-government and modern treaties, to advance self-determination. Internship alumni have a high employment success rate across the Government of Canada. The program has recruited 82 interns since 2008: 12 percent still work for INAC and 60 percent are currently employed in the federal or provincial public service.

Engagement Support

Sector staff has participated as note-takers in the Department's Engagement with First Nation leaders and organizations on the way forward on mutual transparency and accountability being led by Regional Operations. EPMRB is working with Regional Operations, at Headquarters and with regions, and is undertaking the planning and coordination work for the Sector to provide note-takers (two per session to approximately 33 scheduled sessions). Note-takers travel to the regions and act as official note-takers in order to provide a neutral and objective record of the engagements. A record of notes and a summary record are prepared and provided back to Regional Operations. Once approved and made public, the notes will also contribute to the Evaluation of Annual Agreement Management identified in this Plan for 2017-18.

 

 

3. Appendix A: INAC’s 2017-18 Program Alignment Architecture

INAC’s 2017-18 Program Alignment Architecture
Description of Appendix A: INAC’s 2017-18 Program Alignment Architecture

1 The Government

Support good governance, rights and interests of Aboriginal Peoples

1.1 Governance and Institutions of Government

1.1.1 First Nation Governments
1.1.2 Indigenous Governance Institutions and Organizations

1.2 Rights and Interests of Indigenous Peoples

1.2.1 Negotiations of Claims and Self-Government Agreements
1.2.2 Specific Claims
1.2.3 Consultation and Accommodation
1.2.4 Métis Relations and Rights Management, and Non-Status Indian Relations

1.3 Management and Implementation of Agreements and Treaties

1.4 Other Claims

2 The People

Individual, family and community well-being for First Nations and Inuit

2.1 Education

2.1.1 Elementary and Secondary Education
2.1.2 Post-Secondary Education

2.2 Social Development

2.2.1 Income Assistance
2.2.2 Assisted Living
2.2.3 First Nations Child and Family Services
2.2.4 Family Violence Prevention

2.3 First Nations Individual Affairs

2.3.1 Registration and Membership
2.3.2 Estates

2.4 Residential Schools Resolution

3 The Land and Economy

Full participation of First Nations, Métis, Non-Status Indians and Inuit individuals and communities in the economy

3.1 Indigenous Entrepreneurship

3.1.1 Business Capital and Support Services
3.1.2 Business Opportunities

3.2 Community Economic Development

3.2.1 Lands and Economic Development Services
3.2.2 Investment in Economic Opportunities
3.2.3 Administration of Reserve Land
3.2.4 Contaminated Sites (On Reserve)

3.3 Strategic Partnerships

3.4 Infrastructure and Capacity

3.4.1 Water and Wastewater
3.4.2 Education Facilities
3.4.3 Housing
3.4.4 Other Community Infrastructure and Activities
3.4.5 Climate Resilience
3.4.6 Emergency Management Assistance

3.5 Urban Indigenous Participation

4 The North

Self-reliance, prosperity and well-being for the people and communities of the North

4.1 Northern Governance and People

4.1.1 Political Development, Intergovernmental and Inuit Relations
4.1.2 Nutrition North
4.1.3 Climate Change Adaptation and Clean Energy

4.2 Northern Science and Technology

4.2.1 Northern Contaminants
4.2.2 Science Initiatives

4.3 Northern Land, Resources and Environmental Management

4.3.1 Petroleum and Minerals
4.3.2 Contaminated Sites
4.3.3 Land and Water Management

5.1 Internal Services

 
 

 

4. Appendix B: Five-Year Evaluation Schedule

Five-Year Evaluation Schedule (51 Kb, MS Excel)

 

 

5. Appendix C: Ongoing Programs of Grants and Contributions

This table (Part A and B) must be completed to ensure the requirements of Section 42.1 of the Financial Administration Act are being met. All columns in Part A and B must be completed.

The Policy on Results states that DEPs must include evaluations of all ongoing programs of grants and contributions (Gs & Cs) that have five-year average actual expenditures of $5 million or greater per year. These should be recorded in Part A. The Policy on Results also requires that the decision to evaluate ongoing programs of Gs & Cs with average actual expenditures of less than $5M be determined through the annual departmental evaluation planning exercise. If the decision is to not evaluate the program, then those ongoing Gs & Cs should be recorded in Part B. 

Use the Public Accounts as the starting point. All ongoing Gs & Cs listed in the Public Accounts must be accounted for in column D. Include the five-year retrospective average in Column J. Insert the amount for each year prior to the current year in Columns G through I. 

This table also allows for the distinction between how voted grants and contributions are expressed in the Public Accounts (Column D) and how an organization views its programs of grants and contributions (Column B).

The identification of ongoing programs of grants and contributions is the responsibility of departments and must be done in consultation with TBS

Please note that further clarification on information requested in the table can be found in the Explanatory Notes at the end of the table.

Ongoing Programs of Grants and Contributions (43 Kb, MS Excel)

 

 

6. Appendix D: Evaluation and Performance Measurement Review Committee – 2017-2018 Planned Schedule of Items

EPMRC — MAY 2017
Evaluation Reports Evaluation Terms of Reference Evaluation Report
Preliminary Findings
  Audits and Audit Activity as they relate to Evaluations
Evaluation of Family Violence Prevention (2.2.5) Evaluation of Specific Claim (1.2.2)     Audit of the Family Violence Prevention Program is scheduled for 2018-19
Evaluation of Land and Water Management (4.3.3) Evaluation of Elementary and Secondary Education (2.1.1)     Audit of the Income Assistance Program is scheduled for 2018/19
  Evaluation of Post-Secondary Education (Note to include Indspire) (2.1.2)     Audit of INAC Support to the Specific Claims Process is scheduled for 2018/19
  INAC Evaluation of the Strategic Partnerships Initiative (SPI) Component of the West Coast Energy Initiative (3.3)     Audit of the Elementary and Secondary Education Program is scheduled for completion in Q1 2017/18
  Evaluation of Nutrition North Canada (4.1.2)     Audit of Nutrition North Canada is scheduled for 2018/19.
        No Audits are scheduled for Post-Secondary Education (2.1.2), the Strategic Partnerships Initiative (SPI) (3.3) or Land and Water (4.3.3)
 
EPMRC — AUGUST 2017
Evaluation Reports Evaluation Terms of Reference Evaluation Report
Preliminary Findings
  Audits and Audit Activity as they relate to Evaluations
Evaluation of Implementation and Enforcement Supports for the Family Homes on Reserves and Matrimonial Interests or Rights Act
(Matrimonial Real Property) (1.1.2)
Evaluation of Elementary and Secondary Education (2.1.1) (Part 2) Summer Intern Project   Audit of Elementary and Secondary Education Program is scheduled for completion in Q1 2017/18
Evaluation of Specific Claim (1.2.2) Evaluation of Post-Secondary Education (Note to include Indspire) (2.1.2) (Part 2)     Audit of INAC Support to the Specific Claims Process is scheduled for 2018/19
Evaluation of Income Assistance (2.2.1)       Audit of the Income Assistance Program is scheduled for 2018/19
        No Audit is scheduled for Post-Secondary Education (2.1.2)
 
EPMRC — NOVEMBER/DECEMBER 2017
Evaluation Reports Evaluation Terms of Reference Evaluation Report
Preliminary Findings
  Audits and Audit Activity as they relate to Evaluations
Evaluation of the Annual Agreement Management Cycle (5.1) Evaluation of Negotiations of Claims and Self-Government Agreements (1.2.1) Evaluation of Assisted Living (2.2.2)   Audit of the Negotiation of Comprehensive Land Claims and Self-Government Agreements is scheduled for 2019/20
Summer Intern Project   INAC Evaluation of the Strategic Partnerships Initiative (SPI) Component of the West Coast Energy Initiative – 3.3   No Audits are scheduled for the Strategic Partnerships Initiative (SPI)
    Evaluation of Nutrition North Canada – 4.1.2   Audit of Nutrition Nord Canada is scheduled for 2018/19
        No Audits are scheduled for Post-Secondary Education (2.1.2), the Strategic Partnerships Initiative (SPI) (3.3) or Land and Water (4.3.3)
 
EPMRC — MARCH 2018
Evaluation Reports Evaluation Terms of Reference Evaluation Report
Preliminary Findings
  Audits and Audit Activity as they relate to Evaluations
Evaluation of Assisted Living (2.2.2) Evaluation of Métis and Non-Status Indian Relations and Métis Rights Management (Formerly the Federal Interlocutor Program) (1.2.4) Environment and Climate Change Canada (ECCC)-Led Evaluation of the Federal Contaminated sites Action Plan (3.2.4 and 4.3.2)   Audit of the Assisted Living Program is scheduled for 2019-/20
Environment Canada Horizontal Evaluation Adaptation (4.1.3) Evaluation of the Contaminated Sites Program (4.3.2) Evaluation of Elementary and Secondary Education (2.1.1)   Audit of Métis Relations and Rights Management, and Non-Status Indian Relations Program is scheduled for 2019/20
  Evaluation of the Infrastructure and Capacity Program - Water and Wastewater (3.4.1) Evaluation of Post-Secondary Education (note to include Indspire) (2.1.2)   Audit of the On-Reserve Housing Program is scheduled for 2019/20 (Infrastructure and Capacity Program)
        Audit of Contingent Liabilities (Q4 2017/18) and Audit of Contaminated Sites Program (2019/20)
 
EPMRC — MAY 2018
Evaluation Reports Evaluation Terms of Reference Evaluation Report
Preliminary Findings
  Audits and Audit Activity as they relate to Evaluations
ECCC-Led Evaluation of the Federal Contaminated sites Action Plan (3.2.4 and 4.3.2) Evaluation of Métis and Non-Status Indian Relations and Métis Rights Management (Formerly the Federal Interlocutor Program) (1.2.4)     Audit of Contingent Liabilities (Q4 2017/18) and Audit of Contaminated Sites Program (2019/20)
INAC Evaluation of the Strategic Partnerships Initiative (SPI) Component of the West Coast Energy Initiative (3.3) Evaluation of the Contaminated Sites Program (4.3.2) Evaluation of Elementary and Secondary Education (2.1.1)   No Audits are scheduled the Strategic Partnerships Initiative (SPI)
Evaluation of Nutrition North Canada (4.1.2) Evaluation of the Infrastructure and Capacity Program - Water and Wastewater (3.4) Evaluation of Post-Secondary Education (note to include Indspire) (2.1.2)   Audit of Nutrition North Canada is scheduled for 2018/19
Aborigina Leadership Development Initiative (5.1)        
        Audit of the Contaminated Sites Program is scheduled for 2019-20.
 
EPMRC — SEPTEMBER 2018
Evaluation Reports Evaluation Terms of Reference Evaluation Report
Preliminary Findings
  Audits and Audit Activity as they relate to Evaluations
Evaluation of Elementary and Secondary Education Evaluation of the Strategic Partnership Initiative (3.3)     Audit of the Elementary and Secondary Education Program is scheduled for completion in Q1 2017/18
Evaluation of Post-Secondary Education (note to include Indspire)       No audit is scheduled for Post-Secondary Education (2.1.2)
        No audits are scheduled the Strategic Partnerships Initiative (SPI)
 

 
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