1. Lands and Economic Development Programming Information July 2014

2. Today’s Discussion
The History of Lands and Economic Development Policy
The Federal Framework for Aboriginal Economic Development
New Programming
Lands and Economic Development in Ontario

3. The History of Lands Policy
Before Lands Managed by AANDC as required by the Indian Act
/60 granted authority
RLAP granted authority
1999 – FNLMA
2005 – Resource, Lands and Environmental Management Program (RLEMP) granted authority
2009 and Beyond - The Federal Framework for Aboriginal Economic Development

4. The History of Economic Development Policy
Before 1989 Economic Development Programs Managed by AANDC 1989 – 2004 CAEDS - Economic Development Programs Managed in Partnership with First Nations Enhancements to Programs in light of outdated CAEDS policy 2009 and Beyond The Federal Framework for Aboriginal Economic Development

5. AN ECONOMIC DEVELOPMENT FRAMEWORK FOR THE 21ST CENTURY
The conditions, needs, opportunities and relationships of Aboriginal Canadians and economic development have changed significantly.
Need for a new federal framework for Aboriginal economic development that is targeted at opportunities, is responsive to new and changing conditions, leverages partnerships and is focused on results.
The first priority is economic development. This is obviously the most essential step to improving the lives of Aboriginal people and their families.
Prime Minister Stephen Harper, November 2007
In June 2009 the Federal Government launched the federal framework for Aboriginal economic development. This is the first policy framework on Aboriginal economic development since CAEDS was implemented in 1989.
While CAEDS focused on 3 key areas: labour market development; business and community economic development ; it was never successful in achieving a coordinated approach across federal departments to support Aboriginal Canadians to achieve their economic goals.
In addition, CAEDS and the programs delivered under the strategy focused heavily on employment creation as a key outcome for measuring success in economic development. However now FNs are taking varying roles in large complex projects, as participants, partners and proponents; As well, provinces have become more interested in working with FNs to foster economic growth and the private sector is increasingly looking to partner with Aboriginal communities and businesses.
The new Framework recognizes these changing conditions and is intended to direct and align gov’t policies and programs to respond to the current and evolving needs and opportunities of Aboriginal communities.
In addition to the Framework there are other drivers of change including: Treasury Board Policy and Directive on Transfer Payments (PTP) – proportionate risk, flexibility, service standards, harmonization of programs, reduced administration and ongoing engagement; CanNor – establishment in the North; Results and Program Audits and Evaluations and responding to recommendations and the Conditions and Needs of Clients - changing economic conditions and the unique needs of First Nations, Métis and Inuit

6. STRATEGIC PRIORITIES Strengthening Aboriginal Entrepreneurship
A more business friendly climate on reserve and in the North, and improved access to capital and other business opportunities will strengthen entrepreneurship
Developing Aboriginal Human Capital
Supporting demand driven labour market development will build human capital
Enhancing the Value of Aboriginal Assets
Aligning federal investments with viable economic opportunities, better management of business and community assets, and a modern lands/resource management regime will help enhance the value of assets
Forging New and Effective Partnerships
Promoting partnerships with provinces and territories and the private sector will ensure long-term, sustainable economic development
Focusing the Role of the Federal Government
The role of the federal government will be more effective and efficient with clearer direction, greater coordination, more linkages and better collaboration
There are 5 strategic priorities identified for the Framework:
Strengthening Aboriginal Entrepreneurship – by increasing access to debt and equity capital and improving procurement opportunities
Developing Aboriginal Human Capital – by collaborating with industry and educators to better match learning and training with job opportunities
Enhancing the Value of Aboriginal Assets – modernizing land management regimes, taking a more systematic approach to identifying economic opportunities and strengthening capacity for community economic development planning
Forging New and Effective Partnerships – bringing together the experience and resources of willing partners, promoting partnerships with the provinces and territories, supporting strengthened institutions in Aboriginal communities and facilitating linkages with private sector
Focusing the Role of the Federal Government – linking federal program spending to real business opportunities, increasing linkages among federal initiatives and taking a whole-of-government coordinated approach to Aboriginal economic development
Engagement focused on 6 key themes:
Strategic outcomes and performance measures
Program delivery options and service standards
Opportunities for harmonization and linkages among existing programs
Challenges related to current programming and innovative solutions
Capacity development
Funding priorities
In Ontario, our engagement session took place August 16, 2010 in Ottawa. There were 132 participants, of which 34 self-identified their primary work as being in the area of community economic development, 18 self-identified in lands management, 16 in business development and 32 in ‘other’.
54% of participants worked for a band, 9% for a Tribal Council, 12% for a development corporation and 25% for other.

7. ACTION PLAN: A CHANGE AGENDA TO SUPPORT THE IMPLEMENTATION OF THE FRAMEWORK
New Investments ($50M per year for 4 years)
New funding to support greater access to and control over reserve lands, improved access to capital, and enhanced awareness of Aboriginal procurement opportunities
Improved coordination among federal partners – the Strategic Partnerships Initiative
Program Renovation
A commitment to aligning the existing suite of programs that support Aboriginal economic development with the Framework’s strategic priorities
To advance the strategic priorities of the Framework, in early 2010 the federal government also announced an Action Plan to support the implementation of the Framework.
This Action Plan included a new investment of $50M/year to support: ATRs in Manitoba and Sask (TLEs); expansion of RLEMP; improved access to capital; enhanced support to facilitate awareness and access to federal procurement opportunities; improved coordination of federal partners – SPI
The Action Plan also committed the department to renovating its existing lands and economic development programs to align with the strategic priorities of the Framework.

8. SCOPE OF PROGRAM CONSOLIDATION
Consolidation of Existing Programs and New Programs Chart
SCOPE OF PROGRAM CONSOLIDATION
Existing Programs
New Programs (effective April 1, 2014)
Community Economic Development Program
Community Support Services Program
Reserve Land Environment Management
Land Surveys, Commercial Leasing, Land Designations and Additions-to-Reserves related to Economic Development
First Nations Land Management Act
Management of Contaminated Sites (prevention component)
Lands & Environment Action Fund →
Lands and Economic Development Services Program
Community Economic Opportunities Program
Community-based projects or initiatives under the Aboriginal Business Development Program
Community Opportunity Readiness Program
Eligible projects or initiatives under Aboriginal Business Development, except for activities relating to commercial ventures and infrastructure, related to Aboriginal entrepreneurs or Aboriginal businesses
Major Resource Development and Energy Investments
Private equity instruments of Aboriginal Business Development
Aboriginal Workforce Participation Initiative component of public services in economic development
Aboriginal Entrepreneurship Program
Lands and
Environmental
Management
Surveys
Additions to Reserve
Creation of Legal Interests
Regional Lands and Administration Program
FN Capacity for Major Resource Development Projects
Environmental Stewardship
53/60 Delegate Authority
lands, environmental management and economic development funding as a matter of policy
Three programs for the purpose of: (1) Improving economic potential of First Nation lands; (2) Supporting Aboriginal participation in economic opportunities and (3) Strengthening Aboriginal entrepreneurship.
NOTE: Does not include the Strategic Partnerships Initiative
Membership and ongoing participation on all Management Control Framework Working Groups
Ongoing positive relations with NHQ
Ongoing positive relations with LEEDAC and sharing when/where appropriate

9. Lands and Economic Development Services Program (LEDSP) - Core
Help Aboriginal communities effectively build and manage a solid land base for economic development activities through the enhancement of economic development, land and environmental capacities of communities
Eligible Recipients
First Nation and Inuit communities and their governments, including Tribal Councils
Other persons performing delegated land management functions under Sections 53 and/or 60 of the Indian Act on behalf of First Nations; and
Eligible recipients seeking to increase their level of responsibility for land management under the Indian Act or the First Nations Land Management Act pending a positive assessment by AANDC of their community’s readiness
Funding Provision
Existing funding formulae
In terms of internal accounting, while this is released as part of initials, it is not considered ‘essential’, therefore ‘non-core’
Reporting Requirements
Lands and Economic Development Community Profile (DCI#471935)
First Nations Land Management Report (DCI#41740)

10. Lands and Economic Development Services Program (LEDSP) - Targeted
Activities supported based on a regional plan
Enhance community’s ability/capacity to provide lands, environment and economic development services
Includes environmental management support such as awareness and pollution prevention – activities previously supported by LEAF
Same application form as CORP and reporting form as LEDSP Core
Plan based program
Eligible Recipients:
First Nations and Inuit communities and their governments, including Tribal Councils
Other persons performing delegated land management functions under Sections 53 and/or 60 of the Indian Act on behalf of First Nations;
Organizations and Associations controlled by Aboriginal people, except those with charitable or religious purposes; and
Non-aboriginal organizations and associations that support the provision of economic development services for the benefit of First Nation and Inuit communities for research and advocacy projects only.
Ontario Plan for 2014/15:
Continuous intake
Planning as a priority

11. Community Opportunities Readiness Program (CORP)
The long-term objective of CORP is for First Nation and Inuit communities to implement economic and business development opportunities, while leveraging private sector funding and opportunities. Eligible initiatives under the CORP include:
Support to pursue economic opportunities.
Support for Community Economic Infrastructure development.
Support for the establishment, acquisition or expansion of a community owned businesses where there is an equity gap.
Support for business planning, advisory services and training, commercial development and market development for a single community-owned business.

12. Aboriginal Entrepreneurship Programs(AEP)
Creation and/or expansion of viable Aboriginal businesses
Sustainable network of Aboriginal Financial Institutions (AFI)
Aboriginal businesses win procurement contracts
Aboriginal Entrepreneur
Business Capital & Support Services
Business Opportunities
Build upon AFI network
New suite of instruments (15-16):
Capital Attraction Tool (CAT)
Aboriginal Business Flexible
Financing (ABFF)
Aboriginal business access in
public/private business opportunities
by establishing linkages with
stakeholders (e.g. province, private
sector, Aboriginal organizations) to
identify/connect a greater number
of Aboriginal businesses to
opportunities.
Pursue PDP(14-15) for gradual
transition to new programming
Build upon AFI network by
implementing new programming
including Aboriginal Development
lending Assistance(ALDA) and
Aboriginal Capacity Development
Tool to further enhance operation
capacity and sustainability.
Conduct research to design
and implement CAT to further
understand the factor influencing
the sustainability of the AFI
network to better support it and
enhance Aboriginal business
access through the network.
Continuation of the Procurement
Strategy for Aboriginal Business
(PSAB)
Outreach to other government
departments to influence the
availability of Aboriginal procurement
opportunities
Develop framework
Continue to work with federal,
Aboriginal, provincial/territorial and
industry partners to maximize
Aboriginal participation in major
economic opportunities.
Target procurement research to
support Aboriginal business
participation in public/private

13. What this means to you
LEDSP CORE – budget remains the same at $12.2 million for CEDP/RLEMP
Formerly CEDP – only a name change, no budget change, no reporting change
RLEMP – name change, no budget change, new reporting requirement
FNLM – name change, no budget change, no reporting change
LEDSP TARGETED – total budget of approximately $1.5 million – increased from prior
- CSSP – name change, same – based on regional plan, increased budget, now available to communities
Designations/ATRs, etc. – now has a program available

14. What this means to you
CORP – budget remains the same at approximately $3.5 million
Community Strategic Planning was supported through this program before but is now more appropriately funded by LEDSP Targeted
Budget remains the same at approximately $3m
AEP

15. What this Means to You….
There is funding available through AANDC Ontario Region to support the following: