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Land and resources in Indigenous communities and the North are sustainably managed

Community and Regional Development

3. Land and resources in Indigenous communities and the North are sustainably managed

Many remote Indigenous communities are not connected to power grids and rely on high cost diesel powered electrical generation. This leads to more electrical outages, restrictions on the number of houses and community infrastructure that can be constructed, and diesel supply challenges for communities that rely on winter roads, and environmental contamination. Investment in alternative energy sources, where possible, can provide reliable, clean energy at a lower cost to Indigenous communities. In 2018–2019, the Department will:

 Support communities confronting immediate climate adaptation challenges, and to contribute to the implementation of the Pan-Canadian Framework on Clean Growth and Climate Changevi.

 Work with Indigenous communities and other partners to reduce dependence on diesel-powered electricity on reserve. This includes a $60 million capital investment to connect the fly-in community of Pikangikum First Nation to the Ontario provincial power grid by the end of 2018.This will result in electricity of comparable service and at a comparable price to non-reserve rural municipalities in Northern Ontario.

 Continue to establish baseline diesel consumption levels, evaluate the state of existing infrastructure on reserve, and identify possible renewable electricity options such as solar, hydro, wind, as well as efforts to reduce consumption through conservation. Partnerships with third party service providers will also be identified and explored.

Planned Results

In this transitional year, the Community and Regional Development core responsibility is a shared area of responsibility with Crown Indigenous Relations and Northern Affairs (which includes northern communities). Specifically, the Departments share responsibility for two Departmental results and two Departmental results indicators, and each are receiving separate resources allocations and will report on their progress separately. Crown Indigenous Relations and Northern Affairs’ responsibilities include northern communities (all three territories, as well as Nunavik and Nunatsiavut).

Departmental

Results Departmental Result

Indicators Target Date to achieve

Number of long-term drinking water advisories affecting First Nation public drinking water systems on reserve

0

Percentage of First Nation housing that is adequate, as

assessed and reported annually by First Nations

Percentage of First Nation and Inuit households living in a dwelling that contains more than one person per room (measure of over-crowding)

Planned results 27 Departmental

Results Departmental Result

Indicators Target Date to achieve Percentage of First

Nation schools with a condition rating of

“good” or “new”

Percentage of First Nations covered by emergency

Percentage of First Nation, Inuit and northern communities that are dependent on dieselc

Percentage of First Nation, Inuit and northern communities that are implementing projects that reduce dependency/reliance

Note: The Planned Results and indicators in the above table are transitional as the structure of Department is clarified and as results and performance indicators are defined in partnership with Indigenous peoples.

a The Department will work with partners to identify a target. In the meantime, the Department is seeking a decrease in the overcrowding rate.

b The result is transitional and reflects a shared responsibility with Crown Indigenous Relations and Northern Affairs. It is subject to change as Departmental structures are clarified.

cThe indicator is shared with Crown Indigenous Relations and Northern Affairs. DISC reports results for First Nations (on reserve lands within the provincial boundaries except for Nunatsiavut and Nunavik) while Crown Indigenous Relations and Northern Affairs reports on Inuit and Northern Communities (all three territories, as well as Nunavik and Nunatsiavut).

Budgetary financial resources (dollars) 2018–2019

Main Estimates 2018–2019

Planned spending 2019–2020

Planned spending 2020–2021 Planned spending

1,824,658,041 1,824,658,041 1,756,240,920 1,763,792,976 The year-over-year differences primarily reflect:

 sunset (in 2018–2019) of funding for the Pikangikum First Nation Grid Connection Project (-$30.1 million);

 sunset (in 2018–2019) of additional funding for the Band Support Program(-$24.0 million); and

 changes in approved funding for repair and construction of on-reserve schools including the Enhanced First Nations Education Infrastructure Funds (-$13.7 million in 2019–2020).

Human resources (full-time equivalents) 2018–2019

Planned full-time equivalents 2019–2020

Planned full-time equivalents 2020–2021

Planned full-time equivalents

611 611 611 Financial, human resources and performance information for the Indigenous Services

Canada’s Program Inventory is available in the GC InfoBase.

Planned results 29

Internal Services

Description

Internal Services are those groups of related activities and resources that the federal government considers to be services in support of programs and/or required to meet corporate obligations of an organization. Internal Services refers to the activities and resources of the 10 distinct service categories that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. The 10 service categories are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; and Acquisition Services.

Planning highlights

Since the Department of Indigenous Services Canada was created without any dedicated internal services function or structure, interim sharing and transfer management arrangements were put into effect for the provision of internal corporate services by Crown-Indigenous Relations and Northern Affairs. A Memorandum of Understanding is in place between Indigenous Services Canada and Health Canada to maintain support to the First Nations and Inuit Health Branch. The Memorandum identifies governance whereby the continuity of services and the sharing and/or transfer of service resources can be accomplished in an efficient and effective manner. Senior level decisions regarding the degree of integration or separation of the two Departments’ internal service functions in early 2018–2019 will inform this work in the coming years.

In 2018–2019, the Department will:

 Define and establish the interim and planned longer-term resource transfer and shared service platform approach for the delivery of internal corporate services to Indigenous Services Canada.

 Once established in its long-term form, the Department will maintain an ongoing review of its internal service delivery approach to ensure high quality and sustainable services.

 Throughout all changes in the service delivery platform in the coming years, ensure the continuity of corporate services to avoid any disruption or impact to services provided to Indigenous peoples.

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