2019-2020 Departmental Plan: Main Report

1. Indigenous peoples and Northerners determine their political, economic, social, and cultural development

The Government of Canada recognizes that all relations with Indigenous peoples need to be based on the recognition and implementation of their inherent right to self-determination, including the inherent right of self-government. In 2019–20, the Department will:

• Continue the process of co-developing modern treaties and self-government agreements: identify, with Indigenous groups, ways to best co-develop modern treaties and self-government agreements in a way that upholds the honour of the Crown. To ensure GBA+ considerations are taken into account, departmental officials will engage in various activities such as: consulting national women's organizations, engaging with women, elders and youth in Indigenous communities and conducting gender-disaggregated quantitative and qualitative analyses;
• Continue to work in partnership with the other Principals to the British Columbia Treaty Process (the First Nations Summit and the Province of British Columbia) to advance the recognition and implementation of Aboriginal rights and title in the context of BC treaty negotiations, building on the recommendations and commitments made in the 2016 report of the Multilateral Engagement Process to Improve and Expedite Treaty Negotiations in British Columbia and the 2018 Principals Accord on Transforming Treaty Negotiations in British Columbia;
  • These documents have recommended fundamental changes to the BC treaty process, including ways to reach treaties or other agreements through a stepping-stone approach or core treaties (multilateral engagement) and an agreement that extinguishment and surrender of rights have no place in modern-day Crown-Indigenous relations or treaties (Principals Accord).
• Continue advancing the implementation of self-government agreements and modern treaties in a way that reaffirms the central importance of section 35 rights with the support of a Deputy Ministers' Oversight Committee. Indigenous partners will be invited to participate in this committee to share their experiences with modern treaty implementation. Five meetings are planned for 2019–20;
• Continue to work with modern treaty and self-government agreement partners, other government departments and other relevant partners to ensure that Canada, in a whole-of-government approach, meets its obligations. This includes actively participating in regular Implementation Committee meetings, ensuring the efficient and effective management of transfer payments, and maintaining productive working relationships with partners;
• Improve awareness across government of modern treaties and the implications for federal business through the delivery of Modern Treaty Implementation and Assessment of Modern Treaty Implications training for federal officials. In 2019–20, at least eight training sessions are planned. Canada also honours the treaty relationship by providing Indigenous partners with funding to participate in the delivery of modern treaty implementation training;
• Continue innovative discussions at over 75 Recognition of Indigenous Rights and Self-Determination tables, as well as making progress with over 50 modern treaties and self-government negotiation tables. Through both policy reforms and table discussions, CIRNAC will increase the number of comprehensive modern treaties and new self-government agreements in a manner that reflects a recognition of rights approach and reconciliation. The priorities identified by Indigenous groups are the starting point for discussions at these tables;
• Continue to work with Indigenous peoples to replace the outdated Comprehensive Land Claims Policy and the Inherent Right Policy with the parameters of a new rights-based policy to ensure that the relationship between Canada and Indigenous peoples is based on the recognition and implementation of Indigenous rights. Engagement sessions will continue through summer 2019 to enable further discussions about policy approaches to specific subjects with Indigenous partners and to continue to listen to ideas about what could be included in the revised legislation;
• Continue working with the Assembly of First Nations (AFN), the Inuit Tapiriit Kanatami (ITK) and the four Inuit Nunangat Regions, the Métis National Council and its governing members, as well as with Modern Treaty and Self-Governing First Nations – on the implementation of shared priorities identified via the permanent bilateral mechanisms, and the identification of potential new priorities. As of February 2019, key Cabinet ministers and Indigenous leaders have met eleven times. Seven meetings are already planned for 2019–20;
  • The joint priorities identified through each of the permanent bilateral mechanisms since 2016 are:
    • Inuit-Crown Partnership Committee: health and well-being; housing; education, early learning and training; Inuktut revitalization, maintenance and promotion; reconciliation measures; Inuit-Crown Land Claim Agreement; environment and climate change; and an Inuit Nunangat policy space;
    • Government of Canada and Permanent Crown-First Nations Relations: policing and community safety; Indigenous Languages Act; implementation of the United Nations Declaration on the Rights of Indigenous Peoples; implementation of the Truth and Reconciliation Commission Calls to Action; new fiscal relationship; joint work to decolonize federal laws and policies; and closing the socio-economic gap; and
    • Government of Canada and Métis Bilateral Mechanism: education, health, child and family services; Métis veterans; new fiscal relationship; economic development and infrastructure; and environment and clean growth.
• Continue working with Modern Treaty and Self-Governing First Nations on the implementation of shared priorities. Akin to the permanent bilateral mechanisms, Modern Treaty and Self-Governing First Nations met with the Prime Minister and key Cabinet Ministers to celebrate successes over the last year, and discussed priorities for reconciliation, including: an implementation policy; a proposed Modern Treaties Implementation Review Commission; changes to the federal Interpretation Act; Negotiation Loans Reimbursement; the Distinctions-Based Approach; and Advancing New Policies to replace the Comprehensive Land Claims Policy and Inherent Right Policy;
• Continue to implement the amendments to the First Nations Fiscal Management Act and First Nations Land Management Act that were approved in 2018;
• Pursue enabling legislation creating both CIRNAC and ISC with mandates to better serve the distinct needs of First Nations, Inuit and Métis;
• Continue to work in partnership with historic Treaty First Nations through the work of treaty commissions in Saskatchewan and Manitoba on Recognition of Indigenous Rights and Self-Determination and treaty discussion tables; including:
  • Advancing public awareness and education to improve understanding and awareness of historic treaties and the treaty relationship;
  • Supporting and/or facilitating partnerships among Treaty First Nations, private industry and provincial governments to explore economic opportunities;
  • Advancing reconciliation activities that support the Truth and Reconciliation Commission's Calls to Action; and
  • Engaging Treaty First Nations in historic treaty implementation dialogue.
• Implement changes to the Policy on the Transfer of Capital Moneys through Paragraph 64(1)(k) of the Indian Act, and support amendments to the First Nations Fiscal Management Act and the First Nations Land Management Act. These changes will provide a more direct mechanism for First Nations with greater control over the administration of all their current and future Capital Moneys without Crown oversight;
• Continue to work with First Nation partners to develop and implement a modernized regulatory regime that supports oil and gas development on reserve lands, while discussing and exploring options that would allow First Nations to increase their jurisdiction in this area; and
• Continue to foster, build, and maintain effective intergovernmental relationships with territorial governments, Indigenous governments and organizations, as well as other stakeholders in order to facilitate their continued engagement in the North and in the work of international circumpolar forums, such as the Arctic Council, with the goal of enhancing governance in the North.

2. Indigenous peoples and Northerners advance their governance institutions

Renewal of the nation-to-nation, government-to-government, and Inuit-Crown relationships, including treaty relationships, includes putting in place effective mechanisms to support the transition away from colonial systems of administration and governance through support to Indigenous peoples and Northerners to advance their governance institutions.

In 2019–20, the Department will:

• Continue to work with the three First Nation Fiscal Institutions (First Nations Financial Management Board, First Nations Tax Commission, and First Nations Finance Authority) on the following key initiatives:
  • Supporting increased participation in the First Nations Fiscal Management Act regime, explore innovative ways to advance socio-economic development and self-determination of First Nations and facilitate their transition away from the Indian Act. Since April 2016, 92 First Nations have opted into the regime;
  • Continuing to support the First Nations Fiscal institutions and First Nations as they work collaboratively to develop financial administration laws and property taxation regimes, as well as secure loans for infrastructure projects within their communities; and
  • Continuing to explore innovative infrastructure financing approaches through the First Nations Fiscal Management Act's pooled borrowing regime.
• Continue to support the three reserve land management organizations (Lands Advisory Board, First Nations Land Management Resource Centre, and National Aboriginal Lands Managers Association), and the Centre of Excellence for Matrimonial Real Property in their implementation of the following key initiatives during 2019–20:
  • Continuing to explore, in collaboration with the First Nations Infrastructure Institution Development Board, the potential for a national First Nations Infrastructure Institution that would provide innovative ways to build First Nations capacity for infrastructure financing, planning, development and maintenance; and
  • Continue to increase participation in the First Nation Land Management Framework Agreement by:
    • Implementing a new operational funding formula to be delivered to eligible first Nations as a grant;
    • Adding 50 First Nations over the next five years, with a minimum of ten First Nations by March 31, 2020, to the list of signatories to the Framework Agreement on First Nation Land Management; and
    • Providing pre-readiness and capacity development programming in partnership with Indigenous Organizations.
• Continue to support Northerners on their path to self-determination and to advance their governance institutions. The Government of Canada, Government of Nunavut, and Nunavut Tunngavik Incorporated are working to advance devolution in Nunavut, and in particular towards the conclusion of the Nunavut Lands and Resources Devolution Agreement-in-Principle. There are presently eight to ten Main Table meetings between key stakeholders planned for 2019–20.

3. Past injustices are recognized and resolved

Assimilationist policies and practices have led to the denial of Indigenous rights. Reconciliation is an ongoing process which requires recognition of rights, acknowledgement of past wrongs, including the disenfranchisement of women under the Indian Act, knowing the colonial history of Canada and working together to co-develop solutions with Indigenous peoples. In 2019–20, the Department will:

• Continue to work with First Nations, in collaboration with the Joint Technical Working Group, on process, policy and legislative reforms to the specific claims process. This work will include exploring options on enhancing the independence of the process;
• Continue to support and advance the implementation of the Truth and Reconciliation Commission's 94 Calls to Action, building on the progress to implement and complete the 76 Calls to Action within federal or shared purview. As of January 2019, out of the 76 Calls to Action, 63% are completed and work has already started on the remaining 37%;
• Continue to update the Addition to Reserve and Reserve Creation Policy and streamline processes in collaboration with Indigenous partners, which contributes to address outstanding historic claims; improves community access to land and resources; increases First Nation land base and advances Reconciliation;
• Continue to implement and to fulfill the terms of the Indian Residential Schools Settlement Agreement in cooperation with the Indian Residential Schools Adjudication Secretariat, the independent, arm's length organization responsible for the resolution of Independent Assessment Process claims in support of the Chief Adjudicator. Fulfillment of Canada's legal obligations under the Indian Residential Schools Settlement Agreement rests primarily upon the completion of the remaining Independent Assessment Process claims. It is anticipated that 100% of the more than 38,000 Independent Assessment Process claims received will be completed by March 31, 2021;
• Continue to support a whole-of-government approach to consultation and accommodation through enhanced guidance and coordination that ensures the Crown meets its constitutional obligations and commitments to the United Nations Declaration on the Rights of Indigenous Peoples, including co-operating in good faith with the aim of securing free, prior and informed consent of Indigenous peoples;
• Analyze the results of the Collaborative Process on Indian Registration, Band Membership and First Nation Citizenship, in cooperation with the Minister's Special Representative as well as the advice and guidance of the Indigenous advisory panel. A report on the results of the consultation, including recommendations for next steps, under An Act to amend the Indian Act in response to the Superior Court of Quebec decision in Descheneaux c. Canada (Procureur général) (Bill S-3) will be tabled in Parliament in June 2019:
  • Finalize an implementation plan for the removal of the 1951 cut-off from the Indian Act in line with the amendments in Bill S-3, as well as determining next steps to eliminate any remaining inequities. A plan will also be developed with Indigenous partners on how to move towards First Nations having the exclusive responsibility for the determination of the identity of their members or citizens.
• Continue working with the Department of Justice to ensure a non-adversarial, collaborative approach to resolving claims and litigation. Honouring Canada's lawful obligations to Indigenous people, consistent with the Constitution, and working collaboratively to settle outstanding claims and litigation is instrumental to achieving reconciliation with Indigenous people in Canada. Settlements may include financial compensation as well as funding for healing, wellness, commemoration, language and culture, dependent on the needs of Indigenous claimants.

Financial, human resources and performance information for CIRNAC's Program Inventory is available in the GC InfoBase.

1. Indigenous communities advance their business development and economic growth

The Department supports Indigenous and northern communities in promoting economic development and creating jobs for Indigenous people, and enhancing Indigenous participation in the public and private sector. In 2019–20, the Department will:

• Support capacity-building efforts in communities to improve the delivery of economic development services and build on successful investments by supporting projects that leverage private sector investment and lead to higher community revenues and employment. These efforts are critical to support First Nation and Inuit communities' economic development, from projects such as feasibility studies to large-scale commercial infrastructure;
• Support the development of land-use planning and strategic joint economic development plans between municipalities and neighboring First Nation communities through the second phase of the successful Community Economic Development Initiative with the Federation of Canadian Municipalities and the Council for the Advancement of Native Development Officers. Between now and 2021, as many as 30 municipalities and new communities will create joint economic development and land management partnerships:
  • Entering its sixth year, 15 partnerships, involving 25 First Nation communities and 23 municipalities, have been created. Successes include the Fort William First Nation and the City of Thunder Bay collaborating on the development of an industrial park, and the Okanagan Indian Band and the city of Vernon establishing a joint strategic Water Front Plan.
• Increase the number of viable businesses in Canada owned and controlled by Indigenous people, provide a supportive business environment for Indigenous Canadians and advocate and inform employers about the hiring of Indigenous peoples;
• Continue to work with Innovation, Science and Economic Development and the Business Development Bank of Canada to leverage greater access to capital to support the network of Aboriginal Financial Institutions and Indigenous entrepreneurs, which enables an increase in the number of businesses created by Indigenous entrepreneurs;
• Continue to implement the Métis Economic Development Strategy announced in Budget 2016, including the monitoring of the recapitalization of the five Métis Capital Corporations;
• Continue to enhance the creation, growth, and long-term viability of Indigenous businesses by assisting them in competing for and winning federal procurement opportunities through the Procurement Strategy for Aboriginal Businesses (PSAB). The PSAB works to create strengthened strategic partnerships between Indigenous business owners, industry sectors and the Government of Canada. This benefits economic development in Canada while investing in the capacity of Indigenous businesses; and
• Work with Transport Canada and Western Economic Diversification and other partners to identify potential alternatives to replace Greyhound bus services in Western Canada and respond to acute transportation needs, such as: the safety of Indigenous women, girls and youth and the needs of First Nation communities left without any transportation service:
  • The Department will continue to support three communities in Northern Ontario (Neskantaga, Webequie, Marten Falls) to be part of the Community Well-being Pilot Project to test a whole-of-government, single-window approach to community development. This pilot project brings together key partners – communities, federal and provincial governments and First Nation institutions – to collaboratively develop priorities and implement community-specific action plans. The project will also assess effectiveness and adequacy of federal and provincial government responsiveness to the needs of remote communities. As part of its broader strategy to support Indigenous self-determination, the Department will continue to support Matawa First Nations in strengthening its institutional and political capacity.

2. Indigenous and northern communities strengthen their capacity to adapt to changing environments

Indigenous and northern communities face many challenges that demand the capacity to adapt to changing environments. These include: managing the impacts of a changing climate; addressing the high and often fluctuating costs of food and accessibility to perishable nutritious food; as well as promoting sustainable development that balances environmental, social, and economic well-being. Other important factors include: remoteness and inaccessibility; cold climate; aging and inefficient infrastructure; flooding; and reliance on diesel for electricity generation and heating. In 2019–20, to strengthen community capacity to adapt to these changing conditions, the Department will:

• Support the implementation of the Pan-Canadian Framework on Clean Growth and Climate Change by providing support to:
  • Facilitate community-level climate change data collection and its integration with Indigenous knowledge;
  • Support territorial governments and northern Indigenous communities to conduct risk assessments, and to identify, plan, and implement adaptation measures; and
  • Support First Nations to assess climate change impacts through risk and adaptation assessment projects and flood plain mapping.
• Implement the modernized and reformed Nutrition North Canada program announced on December 10, 2018, to better address Northerners' needs. These changes to the Nutrition North Canada program will enable the Department to better support several key Government initiatives such as: Arctic and Northern Policy Framework; the Employment and Social Development Canada-led Canadian Poverty Reduction Strategy; and a Food Policy for Canada, currently being developed by Agriculture and Agri-Food Canada;
• As of January 1, 2019, these improvements will include:
  • a fully revised subsidized food list that is now more relevant to Northerners, and which includes a focus on northern staples and family-friendly items;
  • a new highest-level subsidy rate specifically for milk, frozen fruit, frozen vegetables, infant formula, and infant food; and
  • an increase to the two current subsidy rates to help further lower the cost of perishable, nutritious food.
• Create an Inuit-Crown Food Security working group to focus on food security and work towards a sustainable food system in Inuit Nunangat. The working group will continue the important work of ensuring the unique interests, priorities and circumstances of Inuit are brought to programs and policies relating to food security on the basis of co-development and collaboration. This work is key to achieving reconciliation.

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

Many remote Indigenous and northern communities are not connected to power grids, and rely on high-cost diesel-powered electrical generation. Investment in alternative energy sources, where possible, can provide reliable, clean energy at a lower cost to Indigenous and northern communities. The North also has a number of contaminated sites, abandoned by previous occupants that include legacy contamination, primarily from private sector mining, and oil and gas activities as well as military activities by the Government. Land use planning, capacity building and training, enable First Nation communities to effectively manage lands, natural resources and solid waste and environmental activities that will leverage community and economic development opportunities. In 2019–20, the Department will:

• Continue to address the 1950 active contaminated sites on reserve across Canada, as well as restoring the environmental integrity of the sites;
• Continue to address active Northern contaminated sites to protect the health and safety of Indigenous peoples and Northerners, as well as to restore the integrity of the environment. Active management includes the planning, care and maintenance, remediation and long-term monitoring of contaminated sites. The Department's two largest sites, the Faro Mine and the Giant Mine, will continue to undergo care and maintenance activities while remediation plans are drafted:
  • Faro Mine: the Department will submit a project proposal to the Yukon Environmental and Socio-Economic Assessment Board. Additionally, continuing construction of the new North Fork Rose Creek diversion channel, which started in August 2018, will ensure the ongoing care and maintenance of the site; and
  • Giant Mine: the Department is expected to submit a water license application in April 2019 and will continue to draft detailed designs for all engineering work packages required for remediation.
• Ensure that current and future projects on reserve proceed in an environmentally responsible manner through the conduct of project environmental reviews. The Department is collaborating with First Nations and other partners to revise the Environmental Review Process. The objective is to increase the effectiveness of the process and the considerations of First Nation perspectives in environmental reviews. During 2019–20 the Department will focus its efforts on addressing key challenges identified by First Nation partners to develop better tools to support operations, capacity building and potential pilot projects;
• Implement the Northern Participant Funding Program to support informed Indigenous and community engagement in major project reviews carried out under northern co-management regimes. Engagement with Indigenous organizations and governments, territorial governments, and northern co-management boards began in 2018–19 and will be completed in the first quarter of 2019–20; this will inform the structure and implementation of the program. Funding will be distributed to allow intervenors to meaningfully participate in major northern project reviews in 2019–20;
• Continue to support First Nations in the development of land use plans and the completion of land surveys to promote integrated community planning as a sustainable development best practice. The Department invested $7.5 million in 2018–19 and is planning to invest a similar amount in 2019–20 to allow at least 60 communities to complete the three-year process of developing plans by March 31, 2021, and Indigenous partner organizations to continue building capacity in these fields;
• Update the Lands Management Manual in consultation with First Nations and Indigenous organizations. Specific attention will be paid to enhancing policies and procedures in respect of Designations, Leases, Permits and Individual Interests, and further updating guidelines to support the management of natural resources on reserve;
• Improve the Reserve Land and Environment Management Program, which includes delivering land management capacity development projects by providing and funding training for new land and environmental management training to increase the administrative capacity within First Nation land offices. Supporting the expansion of the Professional Land Management Certification Program through the addition of a second learning institution and the development of a Prior Learning Assessment Review to allow for greater access and learning options for First Nation land managers;
• Establish an Indigenous Centre of Expertise on Cumulative Impacts in collaboration with Indigenous partners. The Centre will build the scientific and technical capacity of Indigenous communities to support their involvement in cumulative effects assessment and management processes, resulting in the improved sustainable management of their lands and waters:
  • Cumulative effects assessment evaluates the interaction of environmental and socio-economic impacts of different projects on a particular community or region over time. First Nations, Métis and Inuit will be involved in the co-development of the Centre during 2019–20. No decision has been made on the future location of the Centre.
• Support northern communities to reduce their reliance on diesel and support the implementation of the Pan-Canadian Framework on Clean Growth and Climate Change by providing support to northern communities, governments, and organizations to develop clean energy projects and capacity building initiatives. Projects in the three territories and Inuit regions of Nunavik (Northern Québec) and Nunatsiavut (Northern Labrador) are expected to reduce diesel use by 2 million litres by March 31, 2023;
• Continue to support and pursue regulatory frameworks in the North, including environmental assessment legislation that yields sound resource management decision-making. This includes:
  • Working with territorial and Indigenous governments and other partners to review the Mackenzie Valley Resource Management Act in the context of Northwest Territories devolution;
  • Continuing to support the current proposed amendments to the Mackenzie Valley Resource Management Act that respond to litigation regarding Board amalgamation; and
  • Continuing to undertake implementation activities associated with the Nunavut Planning and Project Assessment Act, which came into force in 2015.
• Advance opportunities for the re-commercialization of abandoned mine sites by leveraging private sector interest in remaining mineral resources to reduce its environmental liability. These commercial arrangements, such as the agreement negotiated for the sale of the United Keno Hill Mine property in 2006, can require a purchaser to take on a share of the cost for historical liabilities or perform the remediation at a reduced cost to Canada. In 2019–20, the Department will explore whether recent market interest in the Cantung Mine could allow the site to return to productive use by industry and offset federal liabilities; and
• Improve solid waste management services in First Nation communities by investing $99.2 million in 2019–20 to ensure comparability to services available off reserve. This will reduce potential risks to health, safety and the environment, while supporting sustainable economic development.

Management and Oversight Services

The Department will work to promote greater accountability, transparency and oversight in its operations by conducting internal audits, evaluations, financial reviews and risk assessments. Through this work, the Department will ensure the appropriate use of human and financial resources and that programs and services are relevant, efficient, and effective. Special attention will be given to identifying, assessing and responding to the risks that may exist with the formation of CIRNAC as a new department. The Department is also continuing to work on ongoing and future proactive disclosure requirements for CIRNAC, including the Ministers' offices, in support of open government.

The Department is continuing to advance its work to support better decision making and program reform through measuring and reporting on socio-economic gaps as well as other important well-being outcomes, such as health, language, and culture. We will continue to work with key partners including the First Nations Information Governance Centre in the delivery of health and socio-economic surveys, as well as Statistics Canada in the delivery of the Aboriginal Peoples Survey and other key national data initiatives related to Indigenous Peoples. In the context of supporting and advancing Indigenous self-determination, the Department will work closely with Indigenous partners to strengthen Indigenous data governance capacities and research innovation.

Communications Services

The Department informs Canadians about its ongoing work, in an accessible way; maintains an open flow of information with First Nations, Inuit, Métis and Northerners; positively influences public perceptions of Indigenous peoples and related issues; and ensures coherence and consistency in messaging aligned with government priorities. In 2019–20, CIRNAC will continue to develop the Government of Canada web and social media presence to support efforts to engage Indigenous peoples and all Canadians.

Human Resources Management Services

CIRNAC will continue to support the commitment to increase Indigenous recruitment, leadership development and retention through initiatives and career development programs for the Indigenous workforce, in particular, the Aboriginal Leadership Development program, which is a program that supports and develops Indigenous peoples for leadership positions within the federal public service. The Department's Indigenous Recruitment and Retention Framework considers the requirements of Article 23 of the Nunavut Agreement which aims to increase Inuit participation in government employment in Nunavut to a representative level.

The Department will also continue to staff positions in a transparent manner, where appointments are based on merit, and the principles of gender equity and diversity are respected. Under the proposed Accessible Canada Act (Bill C-81), CIRNAC will ensure a plan is in place to identify and remove accessibility barriers and prevent new barriers for persons with disabilities, especially pertaining to job opportunities and employment policies and practices.

The Department will continue to provide expert services to assist with employee pay-related issues following the implementation of the Phoenix Pay System and the establishment of the new department. Beginning in May 2019, CIRNAC will participate in the Pay Pod Pilot Project.

The Department will be implementing the 2018 to 2021 CIRNAC Workplace Well-being & Mental Health Strategy by:

• Ensuring that the workplace culture is one of mutual trust, with decreased mental health stigma, and that it is trained to adequately address issues and to foster engagement; and
• Using the results from the 2017 and 2018 Public Service Employment Surveys to develop action plans to improve work-place well-being.

Financial Management Services

The focus for financial resource management during the transition will be to ensure the continuation of financial services to support both Departments. As of April 1, 2019, the Departments will have separated financial systems to support independent financial operations for both Departments. This supports the separate Departmental reporting requirement such as the production of Public Accounts, Financial Statements and various other financial reporting requirements. Additionally, both Departments are focusing on ensuring sound resourcing strategies are in place to support emerging priorities associated with the transformation and ongoing business which includes improving the regional resourcing model.

Information Management and Information Technology Services

Information Management and Information Technology services and solutions are regarded across the Government of Canada as key strategic enablers essential to achieving positive outcomes for Canadians. The importance of effective services and solution delivery for CIRNAC is heightened given the unique challenges that exist across remote locations in Canada, including the North. The Department will continue to work closely with Shared Services Canada and private sector partners in the provision of a stable Information Management and Information Technology operating environment, and in parallel will assume a leadership role in the development and implementation of Information Management and Information Technology strategies and solutions that will enable successful outcomes and service delivery.

Real Property Services, Materiel Services, and Acquisition Services

The Departments will continue to lead the real property management action plan in order to mitigate health and safety risks and enhance sound stewardship of Crown assets, while ensuring compliance with the central agency's real property policies and guidelines. In the context of the Transformation agenda, the Departments will initiate the transfer of properties that are required to support both Departments' mandates and meet the requirements of programs. A strategic plan for acquisition services will be developed to improve service levels and continue to support the use of the Procurement Strategy for Aboriginal Business.

Expenses

Total expenses for 2019–20 are planned at $5,174 million, representing a $1,711 million decrease from the previous year's forecasted total expenses of $6,885 million. Expenses by Core responsibilities are as follows:

• Rights and self-determination $4,347 million (84.0%); and
• Community and regional Development $578 million (11.2%).

The remainder of the total expenses include Internal Services in the amount of $239 million (4.6%) and expenses incurred on behalf of the Government of Canada in the amount of $10 million (0.2%).

Revenues

Total revenues for 2019–20 are planned at $15 million, representing a $2 million decrease over the previous year's total revenues of $17 million. Respendable revenues from the provision of financial and administrative services represent $13 million (86.7%) of total revenues.

Significant variances

Variances between the planned results for 2019–20 and the 2018–19 forecast results are largely attributable to the timing of key elements in the fiscal cycle. Planned results for 2019–20 are based on the Main Estimates which is the first step in the fiscal cycle. Additional significant funding and initiatives that were not approved in time to be included in the Main Estimates have not been included in the 2019–20 planned results. This funding will be provided through Supplementary Estimates and it should be noted that over the past five years significant funding has been accessed through this process.

As well, other factor contributing to the variance between the planned results for 2019–20 and the 2018–19 estimated results is the forecasted change in the provision for claims and litigation. The forecasted change to the allowance for claims and litigation can be attributed to the resolution of claims and litigation.

Core responsibility : Rights and Self-Determination

Support Indigenous and northern organizations, individuals, communities and governments in controlling and managing their own affairs and interests based on the recognition and honouring of rights, respect, collaboration and partnerships. Activities include: governance capacity and community planning, negotiating and implementing treaties, self-government agreements and specific claims; addressing historic grievances; consulting and engaging on issues of importance to Indigenous people and Northerners as well as registration, estates, trust moneys administration and implementation of the Indian Residential Schools Settlement Agreement.

Core responsibility: Community and Regional Development

Support the efforts of Indigenous and northern communities in sustainable economic development, sustainable food, natural resources and environmental management. This includes: investment in Indigenous and northern entrepreneurs and businesses; land management and resource development; clean energy development and climate change adaptation; remediation of contaminated sites; and protection of the Arctic ecosystems and advancement of northern  (Arctic) science and technology.