table of contents - aets · 8 strategic direction – supporting demand-driven skills development...

Table of Contents

1 Four Strategic Directions of Development for the Organization Over the Next 3 Years.

2 Vision and Mission

3 Value Statement

4 3 Year Timeline

5 Strategic Direction – Expand & Develop Organizational Capacity

8 Strategic Direction – Supporting Demand-Driven Skills Development

11 Strategic Direction – Fostering Partnerships with Private, Government and Non-Profit Sectors

14 Strategic Direction – Placing Emphasis on Accountability & Results

Appendix A Strategic Planning Session Attendees December 13 & 14, 2012

One of the most impressive features of the Anishinabek Employment Training Services is the “internal culture” one that is organized, communicates well,

works together and is willing to work hard for clients. This is especially true of the community partnership that is “AETS”. We must leverage this collaboration of communities moving forward to find solutions for our people.

EXPAND & DEVELOP CURRENT ORGANIZATIONAL

CAPACITY

SUPPORTING DEMAND-DRIVEN

SKILLS DEVELOPMENT

PLACING EMPHASIS ON

ACCOUNTABILITY AND RESULTS

FOSTERING PARTNERSHIPS WITH PRIVATE

GOVERNMENT & NON-PROFIT

SECTORS

Four Strategic Directions of development for the organization over the next 3 years.

Anishinabek Employment and Training Services1

At the present time, the Union of Ontario Indians (UOI) is the Aboriginal Skills Employment & Training Strategy (ASETS) agreement holder and AETS is a Local Delivery Mechanism of that

agreement. A primary strategic direction for AETS is to become an ASETS agreement holder with Human Resources and Skills Development Canada (HRSDC) by 2015. HRSDC illustrates the mandate of the agreement as offering a “minimum level” of services; Assessment & Coun-seling, Labour Market Information and Access to Resources.

Our primary focus for the future is on developing services to a maximum at the community level. This strategic plan is designed to assist us in achieving this result.

VISION To lead in the development of a skilled Aboriginal workforce empowering the Anishinabek, respectful of our culture and heritage.

MISSION To empower the Anishinabek through holistic program-ming, cultural sharing and skills training to employment.

By providing unique solutions to support Anishinabek to overcome barriers that are customized to individuals in their search for meaningful employment.

Promoting Anishinabek values and traditions through the development of partnerships, harnessing, creating and leveraging employment opportunities.


VALUESTATEMENT

Promotion of culture provides a sense of pride, direction and unity in achieving the goals of our people. Our culture equips us with principles by which to operate, conduct business & guide the development of partnerships. For clients, the focus will be programming and training that includes cultural com-ponents to build confidence, awareness and create hope/moti-vation such as:

• IncorporationofLanguagewhenpossible• Traditionalteachings-Engagingeldersformeetings&

programming • Transferenceoftraditionalknowledge• “Handson”traditionalactivities(willvarybycommunity)

but will remain a priority to incorporate in projects and programming whenever possible, i.e. land-base program-ming, survival techniques, hunting, trapping, shelter, medicine, and art/crafts


BCR

– Si

gned

by

all 9

Firs

t Nat

ions

(Sep

t 201

3)

1.1 1.2

Busin

ess P

lan

(Sep

t 201

4)

Incr

ease

Org

aniz

atio

nal C

apac

ity

(O

ngoi

ng)

Expa

nd C

apac

ity &

Gen

erat

e Re

venu

e to

Sup

port

Gro

wth

(201

5)

Esta

blish

Ski

lls In

vent

ory

– D

atab

ase

(R

e-ev

alua

te S

ept 2

014)

Educ

ate

Com

mun

ities

On

Dem

and

Driv

en S

kills

(Dec

201

3)

Mat

chin

g Em

ploy

ers N

eeds

with

Trai

ning

Dev

elop

men

t (

Sep

2014

)

Abor

igin

al E

ntre

pren

eurs

hip

(Mar

ch 2

014)

Focu

s on

Yout

h En

gage

men

t

(Mar

ch 2

014)

Empl

oym

ent S

uppo

rts F

or C

lient

s

(Ong

oing

)

Firs

t Nat

ion

Part

ners

hip

Dev

elop

men

t (O

ngoi

ng)

Priv

ate

Part

ners

hip

Dev

elop

men

t

(Ong

oing

)

1.3 1.4 1.5 2.1 2.2 2.3 2.4 2.5

Gove

rnm

ent P

artn

ersh

ip D

evel

opm

ent

(Ong

oing

)

3.1 3.2

Non-

Profi

t Par

tner

ship

Dev

elop

men

t (O

ngoi

ng)

Esta

blish

Em

ploy

er E

ngag

emen

t Ses

sions

(O

ngoi

ng)

Eval

uatio

n

(Mar

ch 2

014)

Acco

unta

bilit

y

(O

ct 2

013)

Staffi

ng R

esou

rce

(Mar

ch 2

014)

Netw

orki

ng

(Ong

oing

)

Bran

ding

(R

e-ev

alua

te S

ept 2

014)

3.3 3.4 3.5 4.1 4.2 4.3 4.4 4.5

• 9communitiesoveralargegeographicareawhich impacts program delivery costs. The span of coverage area is approximately 270km North-South and 500km East – West

• No“minimumlevel”ofservicesatcommunitylevel

• Clientsfacemultiplebarrierstoemployment(geographic, transportation, resources, childcare, lack of individual planning, confidence, etc.)

• Combating“lifeskills”barriers;confidencelevel,hope, perception/association/understanding of career types and paths to pursue

• Employmentopportunitiesatthecommunitylevel are limited

• Populationcontinuestoexpandwhilecorefund-ing has been reduced and expectation of services delivery increased

• Gapintheplanningpiecewithservicedelivery(setting goals, both long & short term, and support in achieving them)

• Issuesnotbeingheardatgovernmentlevel; Employment & Training needs to become a “higher” priority at political level

EXPAND & DEVELOP CURRENT ORGANIZATIONAL CAPACITY

CHALLENGES

STRENGTHS• AETSisastronginstitutiondeliveringavast

range of services with a high level of success

• AETSdoesutilizeCultureandmaintainsastrongconnection to Cultural values

• AETSbeganwith6membersin1997andhasexpanded to 9 communities since that time

• Goodpoliticalsupportfromcommunities,(mustleverage at a territorial level)

• RecognizedbyASETSholderasanextraordinaryand high achieving LDM

• Projectbasedcapacity-proposalwriting,over$5million procured since 2010

• Management–Awiderangeofmanagementexpertise and experience

• Outstandinginternalleadershipcapacitywithstaff, board and management

• Exceptionalfinancialhistoryofaccountabilityand accuracy

• Over30yearscombinedexperienceinemploy-ment and training program delivery

• Strongandreliableboardofdirectors

• Stabilityofstaffandboardwithlimitedturnoverthroughout the organization


1.1• UnifiedBCRtopromoteincreasedawarenessofEmploymentandTrainingincludingatiein

with economic development initiatives in the region to leadership of member First Nations• Canvassandattendchiefsmeetingstopositionemploymentandtrainingasapriorityto

First Nations • Prepareanddeliverpresentations(seecommunicationstrategy)forcommunities• Establishagreementtobeutilizedbyourleadersonapoliticalleveltoleverageopportuni-

ties and resources to achieve all priorities contained in our strategic plan and as outlined in our Vision & Mission

BCR – Signed by all 9 First Nations committing to Strategic plan

1.2To enhance level of service at the community level, each area must be addressed in the development of a business plan

1.2.1 Assessment – We will refine the assessment process by:• Implementingholisticandtraditionallifeskillsprogramstoguideparticipantstowards

understanding identity, self-awareness, and basic needs• Developingassessmenttoolsthataremeaningfulandreflectiveofthespecificneedsof

Anishnabek people • Completingin-depthassessmentsandcareerplanningtoensureasuitablefitbetween

training and participants skills set/interests (TOWES ,CAPS)

1.2.2 Counseling/Job Development • Increasestaffingresources(employmentcounselors/jobdevelopers)atthecommunity

level• Linkingcommunitymemberstoresourcestoensuretheyareaccessingcompletelevelof

programming • Increasecapacityofstaffthroughtraininganddevelopment

1.2.3 Access to Resources • Developcomprehensiveplantoinventoryandidentifycommunityresourcerequirements

for:• Employment&trainingsites(learningcentre’s)whererequired• Accesstocomputers,internetandprintersforclientneeds

Business Plan

Anishinabek Employment and Training Services

GOAL – Become ASETS agreement holder by 2015 as part of a process to provide a “Maximum Level of Services” at the community level

6

1.3• AttendingASETSAgreementHoldermeetings• StaffandboardtoeducateandensurefullAETSboardunderstandtheresponsibilityof

ASETS agreement and process involved• Increasestaffresourcesforemploymentcounseling,marketing,communicationsandIT

specialists as identified in business plan • Professionaltrainingsharedwithallstaff• Internalstaffmeetings• Developaprocurementstrategy(TermsofReference)forserviceproviderstoensurethey

reflectanabilityofthecompanytorelate,understandandworkwithAnishnabekpeopleand our culture (Sept 2014)

Increase Organizational Capacity By:


1.2.4 Labour Market Information • Jobpostings&HRSDCwebsiteaccess• Forecastfutureemploymentdemandsbyincreasingemployerpartnerships• IncreaseaccesstoLMIthroughparticipationonboardswithorganizationssuchas

North Superior Workplace Planning Board. (tie in with partnership strategy)• Developmentandimplementationofanannualpresentationtoeachcommunity

including: Labour Market Information, promoting programs and services, career planning, and next steps

1.5• AdatabasewillpositionAETStoimprovejobmatchingwithemployers• PositionAETSasa“goto”resourceforgovernmentnon-profitandprivateemployers• Informationcanbecollectedviaassessmentsprocess,andbyharnessing/organizing

existing Human Resource data within each community• Maximizeandenhancethelearningexperiencebycollectingandutilizingexistinglocal

Aboriginal resources including; training providers, teaching elders, and other areas of expertise

Establish Skills Inventory – Database

1.4• Identifyrequirements(bySeptember2014)andevaluaterevenuegeneratinginitiatives

such as becoming a supplier of fire services to MNR• EvaluateopportunityforAETStoprovidetraininginordertohelpemployersunderstand

how to be more inclusive• BecomeaconsultantfirmforindustryandFirstNation–utilizinginternaltalents• ConsideroptionsinpositioningAETStoprovideadvice&consultingandpotentially

training to industry (ie. Mining)

Expand Capacity & Generate Revenue to Support Growth

7


• MinimalYouth“prevention”servicestoprovidetransition supports before they leave or finish High School

• LimitedEntrepreneurprogramsorservices

• Trainedcommunitymembersthatare unemployed due to lack of job experience that industry demands

• Limitedresourcesforwagessubsidiestocreate“job experience”

• EmploymentStartupcapacity-isenoughtogetmembers “set up” with adequate resources to be employmed

• Adequatelymeetingalltheneedsofmembercommunities in a timely fashion

CHALLENGES

STRENGTHS• Canexpandonestablishedrelationshipswith

industry and government to ensure AETS is targeting employment forecast requirements and skills required

• AETScanexpandonprogressinestablishingdemand driven skills with the mining sector to replicate in other industry sectors

• Establishednetworkfromwhichtoleverage resources to continue to expand on the development of demand driven skills

SUPPORTING DEMAND-DRIVEN SKILLS DEVELOPMENT

8


2.1• Meetingwithcommunityleaderstopresenttheopportunitiesthatexistwithinmarket/

region• Utilizestaff(jobdevelopers)toliaisewithemployersandcommunityleaderstobridge

gaps and ensure understanding of requirements/expectations of skills • Utilizecommunicationsplan(section4)effectivelytocommunicateneedsandimportance

of training placements and opportunities at community level to match industry requirements

• StrengtheningcommunitycapacitytopromotetheAETSorganizationhighlighting services, programs and resources

• Developavailableneeds/skillsinventorytotailortrainingbasedonneeds

Educate Communities On Demand Driven Skills

2.2• Jobdevelopmentbysector(demanddriven)evaluatingregionaleconomyandresponding

by appropriate sector (as established with the mining sector) • Providewagescaledincentivesbyyearsofexperienceandeducationaladvancement• Developinitiativestoshowcase,motivatetraininglevels.(Aboriginal“deckoff”)• Developingmentoring/programsandopportunitiesforcommunitymemberstogain

experience with employers• Promotinganunderstandingofvolunteeringtoobtaindirect“jobexperience”toclients

through programming and project content • CreatingJobshadowingopportunitiestofocusonmatchingskillsandjobawarenessto

client with expectations of employers • Createopportunitiesforjobreadinessthroughpartnershipdevelopment(seepartnership

section below)

Matching Employers Needs with Training Development

2.3• EstablishaframeworkandquickreferenceguideforreferralsforbusinessplanstoPARO,

BDC, ABC, NOHFC and others• Provideopportunitiesbypromotingandassistclientstosecurefundingtoattendentrepre-

neurial summits/conferences in region such as the Economic Summit Nokiiwin Tribal Council is planning to host

• Providecreditcounsellingtoclients

Aboriginal Entrepreneurship

GOAL – Maximize industry opportunities by educating our communities to support demand driven skills development and training initiatives.

GOAL - Establishing employment, career, and business training, matching employers needs with the clients abilities and skills effectively.

9


2.4• InviteayouthreptobeginattendingPRCmeetingstoprovideyouthperspective• Includeyouthateventshostedandpromotedbytheorganization• Usingtoolssuchassocialmediatoaddressyouthengagementwhenestablishinga

communications plan• AETStobeginattendingandhavingaregularpresenceinschools(thiswillrequiremore

staff to be a duty of the job developer staff)• Workingwitheducationcounselorstodeveloppathwaysandprogrammingto

employment right from school• Youthconferencetoincludeapprenticeshiptraining,trades,personaldevelopment• Provideconsistentemploymentsupportactivities(minimumlevelofservices)• Employerandyouthluncheonswhereemployersprovidementoringtalks• Lifeskillstraining,thataddressparenting,budgeting,self-development

Focus on Youth Engagement

2.5• Employmentstartupbenefitsforclientsbasedonindustryrequirements• Proactiveclientssupporttoeliminateminimalbarriers,suchasaccesstoDrivertraining,par-

dons, proper identification, driver abstract, association fees and related employment supports

Employment Supports For Clients

• Developmentofprojectsandprogramsprovidingtrainingonentrepreneurship• Establishapanelofexpertisetoprovideguidancetosmallbusiness(counseling)• PlacementofYouth“summeremployment”inprivatesmallbusiness.Contractingsmall

business employers that will encompass opportunities for youth to experience all areas of “owning and operating” a small business

10


• Communitiesbegindevelopingtheirown independent initiatives without involvement of AETS resources partially because we cannot adequately address all member communities needs in a timely fashion (respond to industry) effectively given existing resources

• Forcedamalgamation–theeffectsthesegovern-ment mandates have on service delivery, cultural values and unity in working effectively as a group servicing 9 First Nation communities

• Improvedcommunicationlinesandmechanisms(we are not there yet) “define” needs and how to best negotiate to get those needs fulfilled

CHALLENGES

STRENGTHS• Strongprojectandpartnershipbaseddevelop-

ment capacity to address program service delivery gaps

• AETShasdevelopedasolidreputationanddelivered on expectations which has led to the development of many existing and “strong part-nerships” they can leverage to improve service delivery

• AETSprovidesadvisoryservicestoinstitutionsand organizations by sitting on committees, etc. such as Lakehead University and Wasaya

• Multiplerelationshipsestablishedatthegovern-ment, non-profit and industry level for the purposes of expanding on partnerships

FOSTERING PARTNERSHIPS WITH PRIVATE, GOVERNMENT AND NON-PROFIT SECTORS

11


3.1• Enhancepartnershipswithexistingmembercommunitiesbyaligningprioritieswiththose

of the First Nation• LiaiseandexploreopportunitieswithotherRobinson-SuperiorTreatyFirstNations• LiaiseandexploreopportunitieswithotherASETAandLDM’s

First Nation Partnership Development

3.2• Engageindiscussionswithlocalunionstoprovideopportunitiesforemploymentand/or

apprenticeships• Engageindiscussionswithemployerstoprovideopportunitiesforemploymentand/or

apprenticeships• ContinuetopromoteinclusionofAboriginaltraineesandparticipationinthedevelopment

of training plans• Marketprogramsandservicestosecureunionandemployerparticipation(i.e.:project

based initiatives)

Private Partnership Development

3.3• Explorebilateralagreementswithmunicipal,provincialandfederallevelsofgovernmentto

provide enhanced services• PursuefundingforanIntern(s)inaregionalstrategy(i.e.:NOHFC,FEDNOR)toenhance

service delivery for each of the member First Nation communities • Developrelationshipsforpurposesofbuildingemployerparticipationinrecruitingand

retaining First Nation citizens• ExpandthenumberofemployersbysectorthattrainandrecruitFirstNationcitizens

Government Partnership Development

GOAL – Develop, implement and maintain partnerships that ensure effective and efficient client services.

12


3.4• InvestigatehowtobecomearegionaldeliveryagentforEmploymentOntarioinmember

First Nation communities• Investigatehowtoco-ordinateregionalemploymentserviceswithOntarioWorksinmem-

ber First Nation communities• Investigatehowtoco-ordinateresearchandrelatedserviceswithothers(i.e.:NorthSu-

perior Workforce Planning Board, AERC, Lakehead University, Confederation College, High Schools, Chambers of Commerce) in member First Nation communities

Non-Profit Partnership Development

3.5• Identifyandactonemployerlabourmarketinformationneeds• Provideinputintoanawarenessstrategyincludinginclusionstrategiesthatbuildemployer

participation in recruitment with the private non-profit and government sector• Ensurerepresentationfromboththeunionandnon-union• Gainsupportforajobbankandresumedatabasethatwouldincludebothworkand

volunteer opportunities for First Nation citizens

Establish Employer Engagement Sessions

13


• Disseminationofinformation(programs,services,other) to all communities effectively from a head office location

• Disseminationofinformationwithregardstoprograms, services, resources and responses to employment needs (at the community level) in “real time”

• Lackof“unifiedVision”ofAETSforallmemberFirst Nations

• Communicationtoolssuchaswebsitearedatedand limited

• Betterprogramevaluationprocesses(soAETScan properly identify successes, best practices and areas of weakness to be improved)

CHALLENGES

STRENGTHS• Progressmadeincommunicationswithclientsby

utilizing social media tools

• Thereisasystemofcommunicationeventhoughsome process work is required to improve and expand on this communication

• AETShasanumberofsuccessstoriestoshareandmust find effective means to communicate these in order to provide encouragement and hope to community members

PLACING EMPHASIS ON ACCOUNTABILITY & RESULTS

14


4.1• AllprogrammingandprojectsshouldalsobeevaluatedinorderforAETStoproperly

identify successes, best practices and areas of weakness to be improved• Eachstepofprocesstobeevaluated,intake,training,trainer,successstoriescollected

(employment outcomes after the fact) • Developaneffectivetooltoevaluateserviceprovidersbasedontermsofcontract

Evaluation

4.2• Setclearlydefinedgoalsforallstaffreflectiveoftheorganizationsstrategicvisionandmission• Rationaleforalltrainingprogramsshouldbetiedtolabourmarkettrends(justifiedbasedon

demand)• Establishreferralsystemforclientstoensure“aftertrainingcare”• ExecutiveDirectorcompletescasefilereviewsrandomlytoensuretheyarecomplete• Workplanning,organizationalplanningtosetannualgoalsandbenchmarks

Accountability

4.3• Pursueoptionstosecurecommunicationsstaff(intern)toestablishandimplement

communications plan

4.3.1 Communication PlanSpecific areas a communications plan would address include:Website revision:

Client Section• Programinformation• OnlineintakeformsEmployer Section• Labouravailability/numberofpeopletrainedineachsector/discipline• Communityprofiles• Demographics• CommunityCulture(specifictoeachcommunity)Skills Inventory• Successstories/pictures/testimonials(clientsandemployers/partners)• Calendar

Staffing Resource

GOAL – Improve evaluation and accountability processes

GOAL – Improve communications and dissemination of information to all stakeholders

15


4.4As part of an ongoing networking plan staff will continue to attend the following:• Conferences• CareerFairs• Tradeshows• CommunityEvents• Committees• SpecialInterestsGroups

Networking

4.5AETS will echo the vision and mission and “Brand” the organization as “the go to place” for Aboriginal employment, knowledge, resources, skills and capacity from private industry right through to the non-profit and government sector

• BasedontheskillsetofthecommunicationsstaffAETSwillevaluatewhetherexternal contractor/resources are required

• Theexercisewillensureconsistencyinimagingandmessagingtoimplementall communications and marketing messages

Branding

Social Media• Facebook-Messagingsystem• YouTube–Video’s• Facetime–Tocompleteassessments(CAPS)Print Media• Updatedbrochuresforcommunities• E-Newsletters/hardcopy/pdfquarterly

16

Appendix AList of Attendees

Strategic Planning Session Attendees December 13 & 14, 2012Travelodge Airlane, Thunder Bay, ON

Animbiigoo Zaagi’igan Anishinabek JoeDonioMichipicoten First Nation Lynn Lavigne Bingwi Neyaashi Anishinabek Chief Paul Gladu, Line ClarkeBiinjitiwaabik Zaaging Anishinabek Chief Valda Lesperance, Ray Nobis,

Malvina EchumKiashke Zaaging AnishinabekRed Rock Indian Band Mandy Perkles, Andy HardyPays Plat First Nation Darlene Morriseau

Pic Mobert First Nation DonnaSutherland,JohnKwissiwaOjibways of Pic River First Nation Elizabeth Michano, Robert Starr Staff Bonnie Goodchild Nancy Bouchard Vernon Ogima Russell Twance JohnDeGiacomo Anthony Esquega Maxine Cayenne DestanyJohns JackieFitzpatrick

Facilitator Paul Giles Cultural Person Diane Richmond

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