New Brunswick Aboriginal Shipbuilding Engagement Strategy 2014

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New BrunswickAboriginal ShipbuildingEngagement Strategy

A Strategy To Maximize New Brunswick

Aboriginal Participation In The National

Shipbuilding Procurement Strategy

SEPTEMBER 2014


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CONTRIBUTORS TO THIS PROJECT

SUPPORTER OF THIS PROJECT


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TABLE OF CONTENTS

TABLE OF CONTENTS

The Joint Economic Development Initiative and theNational Shipbuilding Procurement Strategy 2

Developing the Strategic Plan 3

Advisory Working Group 3

Dialogue Sessions 3

Database Development 4

Understanding the Supply Chain 4

Key Strategic Foundations, Goals and Objectives 5

Relationships 5

Communications 6

Workforce Readiness and Development 6

Business Readiness and Development 7

The Way Forward Implementation 9


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NEW BRUNSWICK ABORIGINAL SHIPBUILDING ENGAGEMENT STRATEGY

THE JOINT ECONOMIC DEVELOPMENT INITIATIVE

AND THE NATIONAL SHIPBUILDING PROCUREMENT STRATEGY

For almost 20 years, the Joint Economic Development Initiative (JEDI) has had a positive impact on the New Brunswick Aborigina

population in relation to their participation in the New Brunswick economy. JEDIs formation was a result of meetings in 1995

between members of the New Brunswick Aboriginal leadership, and senior Federal and Provincial representatives who wished toaddress the issue of Aboriginal economic development. The JEDI approach has become a nationally recognized model for the

successful development and implementation of business and workforce participation initiatives which are driven by the demands

of the New Brunswick economy.

Over the years since inception, the organization has evolved to reflect the changing priorities and interests of the partners and the

state of the Aboriginal economy in New Brunswick. One of the cornerstones of JEDIs success has been its relationships with a wide

spectrum of partner organizations in New Brunswick. These relationships include Aboriginal communities and organizations

other levels of government, and the private sector. Having everyone at the table when necessary has been a major contributor to

the organizations success.

JEDI has also ensured the initiatives it develops and implements are tied to the real needs of the private and public sectors, as

well as the Aboriginal workforce and business community. Continuously monitoring emerging opportunities, and addressing the

needs of New Brunswicks Aboriginal people to take advantage of those opportunities has resulted in the provision of program-

ming which best serves all of JEDIs partners.

With the announcement by the National Shipbuilding Procurement Strategy Secretariat in October 2011 that Irving Shipbuilding

Inc. had been selected to negotiate an Umbrella Agreement for the construction of the combat vessel work package it became

clear this initiative, projected to be carried out over a 20 30 year period, would have a major impact on the economy of eastern

Canada. The potential impact such a project could have on New Brunswicks Aboriginal people was immediately recognized by

officials of the New Brunswick Aboriginal Affairs Secretariat (AAS). AAS proceeded to carry out initial research and developmentaactivities and approached JEDI to partner on pursuing this opportunity.

Officials of JEDI, working with and receiving support from New Brunswick tribal councils, industry, Provincial and Federal partners

decided that the focus on such a large and long term opportunity should be based on a strategic approach, and it was therefore

decided the first step would be to develop the New Brunswick Aboriginal Shipbuilding Engagement Strategy.

At this developmental stage it was also recognized that in addition to those key partnerships at the Provincial and Federal level

it was essential that the Aboriginal regional and community partners play a major part in the strategy development. Support

was sought from and provided by each of the Aboriginal Skills and Employment Training Strategy agreement holders (ASETS)

Through these relationships the connections to communities and grass root membership was solidified.


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DEVELOPING THE STRATEGIC PLAN

DEVELOPING THE STRATEGIC PLAN

In developing the strategy there were a number of activities required to be initiated which contributed to the final strategy

content, as well as the various support undertakings leading to the strategy development. Those major activities included the

identification and recruitment of an Advisory Working Group, the delivery of a series of dialogue sessions across the province to

inform and seek feedback about the strategy, the development of a comprehensive database of the Aboriginal workforce and

businesses, and the development of an understanding of the supply chain and their needs. Each activity is addressed in moredetail, as follows.

Advisory Working GroupAn Advisory Working Group was formed to monitor the various initiatives being undertaken to provide support and advice

throughout the spring of 2014. The Working Group proved invaluable and represented those partners required to ensure the

strategys success, consistent with the long term approach to partnering that JEDI has modelled since its inception.

The Working Group included representatives from the Aboriginal community from each of the four ASETS agreement holders,

industry, the trade unions, and the provincial government, as well as observers from Irving Shipbuilding Inc. and the Federal gov-

ernment. The input received from this group has been extremely helpful in focusing the technical personnels efforts throughout

the developmental stage.

Dialogue SessionsOne of the essential components identified early in the planning stage was to ensure a comprehensive process was undertaken

to ensure members and representative organizations of the New Brunswick Aboriginal community were informed about the

National Shipbuilding Procurement Strategy and its anticipated impact upon the eastern Canadian economy. This process was

also designed to allow an opportunity for participants to provide their insight into what should be considered in developing the

strategy.

Eight separate dialogue sessions were undertaken throughout the Province, with the first six targeting the general Aboriginal

population and their representative organizations. The seventh session targeted the Aboriginal Economic Development Officers

(EDOs) and Employment and Training Officers (ETOs) throughout the Province. The final session, held at UNB, targeted high school

students considering their educational and employment options upon completion of their studies. The following table provides

the details of when and where these sessions were carried out.

NEW BRUNSWICK ABORIGINAL SHIPBUILDING ENGAGEMENT STRATEGY DIALOGUE SESSIONS

DATE LOCATION

April 30, 2014 Tobique First Nation

May 5, 2014 Saint John

May 6, 2014 Fredericton

May 7, 2014 Elsipogtog First Nation

May 12, 2014 Miramichi

May 13, 2014 Bathurst

May 22, 2014 UNB (ETOs and EDOs)

May 23, 2014 UNB (High School Students)


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Input from these sessions contributed to the development of

the Strategic Plan and was further supplemented through an

online form located on JEDIs Web page, allowing for direct

input by those unable to attend the dialogue sessions.

While the level of participation at these dialogue sessions was

not as high as originally anticipated, the input and feedback

derived from those that did participate has been very help

ful in further refining the strategy as it evolved and ensuredit reflected local, community and regional interests. When

consolidated with the contributions from the more than 100

participants at the JEDI June plenary the strategy has become

more focused, with additional community based input now

supplemented by voices from industry and other levels o

government. In July 2014 the strategy was presented to the

New Brunswick Aboriginal leadership and opportunity was

provided for their input and comments and the finalized strat-

egy has been accepted as presented.

Database DevelopmentUnderstanding the current status of potential Aboriginal workers who could be deployed on the project, or those that could betrained and assisted to develop their job readiness skills, helped provide direction to those aspects of the plan which address

workforce readiness and development. A similar understanding of the current status of the New Brunswick Aboriginal busines

community provided insight to those aspects of the plan addressing business readiness and development.

JEDI worked with its partners, the four Aboriginal Skills and Employment Training Strategy (ASETs) agreement holders, to under-

take a Province wide database project documenting those individuals and businesses which might benefit from the Nationa

Shipbuilding Procurement Strategys activities with Irving Shipbuilding Inc., or members of their supply chain. The following

valued partners carried out the important database research work in their respective regions of New Brunswick:

North Shore Mikmaq District Council

The MAWIW Council

New Brunswick Aboriginal Peoples Council St. John River Valley Tribal Council

The database itself was designed internally by JEDI, after reviewing the Irving Shipbuilding Inc. supplier and employee registries

to ensure the datasets collected corresponded to those required when hiring or contracting on the shipbuilding project. In addi

tion to providing insight into the development of the workforce and business readiness and development sections of the plan, it is

anticipated it will serve to be an invaluable tool during the next phase of JEDIs shipbuilding initiative implementation. It serves

a further benefit of documenting those business and employee skills sets for any additional emerging opportunities pursued by

JEDI and its partners at the Aboriginal regional and community levels.

Understanding The Supply ChainIt is understood that the future training, development and support

activities to be undertaken by JEDI and its partners in the implemen-

tation phase must be tied to the private sectors requirements for theirworkforce and sub-contractors when delivering the requisite goods

and services for the National Shipbuilding Procurement Strategy. At

this time, as Irving Shipbuilding Inc. continues to undertake the design

and definition phase of the project for the Arctic/Offshore Patrol Ships,

those specific requirements continue to be defined. Discussions to

date have been held with both Irving Shipbuilding Inc. as well as the

New Brunswick Aerospace and Defense Industry Association to better

appreciate the anticipated requirements and to create the linkages

which better position JEDI to remain currently informed as a more

detailed understanding of the specific needs emerge.


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Key Strategic Foundations, Goals and Objectives

Relationships

Formalize the relationships with the Aboriginal leadership and representative organizations.

By the end of 2014 execute an MOU or similar type document with the New Brunswick Aboriginal leadership and the

Aboriginal Skills and Employment Training Strategy agreement holders documenting agreed upon roles and responsi-

bilities related to workforce and business participation in the shipbuilding industry.

Initiate semi-annual meetings with said organizations to report on project progress and address any emerging issues.

Formalize the relationships with Irving Shipbuilding Inc. and the member companies and organizations in their supply chain.

By the end of 2014 execute an MOU or similar type document with Irving Shipbuilding Inc. and/or the New Brunswick

Aerospace and Defense Association formalizing the relationship between JEDI and the target organization.

Initiate quarterly meetings/teleconferences with the targeted organizations to track successes and to refine upcoming

supply chain projected requirements.

Formalize the relationship with key Aboriginal community based departments and individuals tasked with business and

workforce development.

By the end of 2014 develop mutually acceptable protocols for information exchange with all New Brunswicks Aboriginal

Economic Development Officers, Employment Training Officers, Directors of Education and Post-Secondary Education

to ensure timely exchange of information on opportunities and capacities.

Initiate semi-annual meetings with said individuals to report on project progress and address any emerging issues.

Formalize the relationship with the New Brunswick Community College (NBCC) and the College communautaire du Nouveau-

Brunswick (CCNB) to assist in the development of linkages between trades training program deliverers and the Aboriginal

communities.

By March 2015 execute an MOU or similar type document with both NBCC and CCNB to create better awareness of

emerging opportunities in the trades for youth considering their career options.

Initiate semi-annual meetings with both NBCC and CCNB to track progress and address emerging issues and

opportunities.

Formalize the relationship with the NB Building Trades Council and Local 1 Canadian Auto Workers Marine Workers

Federation.

By March 2015 execute an MOU or similar type document with the representative trade union organizations to maximize

the number of New Brunswick Aboriginal workers in the trades.

Initiate protocols for regular updates on opportunities and capacities and meet annually to determine methods to

increase Aboriginal participation in the trades.


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Communications

Develop systematic communications protocols which inform members of the NB Aboriginal workforce and business com-

munity of emerging opportunities.

Develop and maintain electronic mailing lists of individuals and businesses documented in the project database for

distribution of information on emerging opportunities by June 2015.

Create a shipbuilding specific Web site, integrated with appropriate social media sites, to highlight those emergingopportunities and to profile success stories of New Brunswick Aboriginal participation in the project by April 2015.

Develop promotional materials and programming, in cooperation with community based educational officers and the

ASETS agreement holders, targeting youth at the high school level and current trades workers located out of province

which informs of emerging opportunities in the trades and other fields in the industry, by December 2015.

Develop an annual trade show and recruitment event, in consultation with Irving Shipbuilding Inc., the New Brunswick

Aerospace and Defense Association and other potential supply chain companies to match capacities with needs, by

September 2015.

Develop systematic communications protocols which inform Irving Shipbuilding Inc. and members of their supply chain of

capacities in the New Brunswick Aboriginal communities.

Develop a report format summarizing the available employment skill sets and specific business capacities in the New

Brunswick Aboriginal community, retrieved from the constantly updated database, by September 2015 and distribute

throughout the supply chain quarterly.

Develop a one window approach system for workforce or contracting needs of the supply chain companies by June

2015.

Workforce Readiness and Development

Maintain a live database of the New Brunswick Aboriginal workforce.

Identify all current databases of the New Brunswick Aboriginal workforce and negotiate with database holders to ad-

dress privacy issues and to allow for inclusion in the JEDIs Shipbuilding project database by the end of 2014.

Populate the current workforce database with the additional data sets identified by June 2015.

Develop a systematic approach to updating current database entries and implement said system by September 2015.

Develop a protocol for continuous data input from New Brunswicks Aboriginal Employment Training Officers, Directors

of Education and Post-Secondary Education by June 2015.

Develop a screening and referral system for Irving Shipbuilding Inc. and the member companies and organizations in their

supply chain.

Document all aspects of the Irving Shipbuilding Inc.s employee screening system and that of the applicable supply

chain companies for use internally by JEDI prior to all referrals, by the end of 2014.

Develop an in-house employee recruitment and screening unit utilizing Irving/supply chain systems and implement

said screening on an ongoing basis after the end of 2014.

Develop a case management system for potential employees who are initially screened out to address identified defi-

ciencies by the end of 2014.

Initiate a tracking system for individuals referred for employment and refine the internal screening system as required

by the end of 2014.


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Increase the number of individuals in the Aboriginal workforce who have essential job readiness skills and related job reten-

tion tools.

Facilitate the delivery of New Brunswick Aboriginal Workplace Essential Skills training to 120 individuals by June 2015.

Develop support services for Aboriginals working for Irving Shipbuilding Inc. and members of the supply chain which

address identified barriers to employment retention by September 2015.

Working with all partners create a scholarship fund targeting professional and trade training related to the shipbuildingindustry by the end of 2015.

Develop a system of exit debriefings for any Aboriginal who leaves employment and has self-identified themselves to

JEDI, to document commonalities of issues which should be addressed through support services, by September 2015.

Working with member companies in the supply chain, identify critical mass trades training opportunities and facilitate said

training.

Identify projected workforce requirements for Irving Shipbuilding Inc. and the supply chain companies and prioritize

planned training offerings based on projected need, on an ongoing basis as information becomes available.

Facilitate the delivery of trades training in the targeted programs for 40 individuals by the end of 2015.

Develop an in-school program for Aboriginal high school students throughout New Brunswick which introduces them

to emerging opportunities in the shipbuilding industry by June 2015.

Business Readiness and Development

Maintain a live database of New Brunswicks Aboriginal business community.

Identify all current databases of New Brunswick Aboriginal businesses and negotiate with database holders to allow for

inclusion in the JEDIs Shipbuilding project database by the end of 2014.

Populate the current business database with the additional data sets identified by March 2015.

Develop a systematic approach to updating current business database entries and implement said system by June 2015.

Develop a protocol for continuous data input from New Brunswicks Aboriginal Economic Development Officers by

March 2015.

Develop an understanding of the supply chain sub-contracting requirements and determine New Brunswick Aboriginal

business readiness to meet those requirements.

Document projected contracting requirements within the shipbuilding supply chain on an ongoing basis as those

requirements become known.

Document all requirements to become part of the shipbuilding supply chain by the end of 2014.

Address New Brunswick Aboriginal business readiness deficiencies.

Develop an assessment tool to determine businesses readiness to compete for contracts by November 2014.

Develop a case management system for all businesses in the database to address current deficiencies to compete for

shipbuilding contracts by the end of 2014

Provide individualized assistance to all businesses in the database to address identified deficiencies on an on-going

basis after January 2015.


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Facilitate the development of mutually beneficial partnerships between New Brunswicks Aboriginal business community

and non-Aboriginal businesses in the supply chain.

Identify all New Brunswick Aboriginal businesses with an interest in pursuing partnership arrangements with non-

Aboriginal firms by March 2015.

Create a booklet of business profiles of the identified Aboriginal firms and distribute to non-Aboriginal supply chain

companies by June 2015.

Provide support for Aboriginal companies requiring assistance in negotiating a mutually beneficial partnering arrange

ment on an ongoing basis after June 2015.

Maximize the business opportunities for New Brunswick Aboriginal businesses who may provide goods and services to the

supply chain not directly related to the inputs for the shipbuilding project.

Create a business directory of all Aboriginal businesses which could provide non-shipbuilding goods and services to the

supply chain companies by June 2015.

Develop a NB Aboriginal business trade show, in close collaboration with the New Brunswick Aerospace and Defense

Association, targeted at companies which are, or have the potential to be within the National Shipbuilding Procuremen

Strategy supply chain, by July 2015.


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THE WAY FORWARD IMPLEMENTATION

THE WAY FORWARD IMPLEMENTATION

Moving forward in an effective and efficient manner will require

a concerted effort by JEDI and its partners to maximize thepotential opportunities related to the National Shipbuilding

Procurement Strategy for the New Brunswicks Aboriginal

workforce and business community. The first step was the

consolidation of input and feedback received at the June 4,

2014 Plenary where a draft of the strategy was presented. This

was followed by a series of meetings with the New Brunswick

Aboriginal leadership which led to the finalization of the

strategy.

With the finalization of the strategy completed activities

focused on moving forward towards its implementation. The

first of those activities was the development of detailed work

plans, timelines and budgets for each component of the plan.For each of these separate work plans, identification of all req-

uisite resources including human, financial and infrastructure

was documented and will be utilized for necessary applications to be developed targeted at the funding sources which align with

the specific activities. It is anticipated these activities will be completed by the fall 2014. The activities described to be carried out

in the implementation phase will be contingent upon approval of the required financial resources.

The development of these detailed work plans and budgets was undertaken in close cooperation with the ASETS agreement hold-

ers and the front line community workers involved in education, training and business development. It was recognized resources

will be required not only at the provincial level, but also at the regional and community levels to ensure programming success.

Though JEDI may take the lead on securing various programs and associated funding in collaboration with ASETS holders, it is

anticipated that JEDI may not necessarily be the only deliverer of such programs. In fact, tribal councils and ASETS holders are

mandated to deliver technical and other services to their member communities, this indeed is the best arrangement to implement

various projects/training, etc. on behalf of JEDI.

The initial training programming in support of the workforce development initiatives is projected to begin in the spring of 2015 in

preparation for the beginning of the work on the Arctic/Offshore Patrol Ships in mid-2015. The front end of that training program-

ming will include an intensive assessment process to ensure, to the greatest extent possible, those individuals streamed into the

training have the highest potential for success possible.

It is anticipated that many of those individuals initially screened out will be offered the opportunity to enroll in an Aboriginal

Workplace Essential Skills training program to better prepare them for the transition to employment specific training. Case

management programming will be developed and individual plans covering pre training, training and on the job supports will

be managed by internal JEDI staff. This programming will continue into the future and be continuously refined, based on the

projected workforce requirements of Irving Shipbuilding Inc. and members of their supply chain.

In parallel to the workforce development activities undertaken in the implementation phase, business support programming will

be developed and plans put in place to support the New Brunswick Aboriginal business community. Detailed assessments of each

Aboriginal business which aspires to become part of Irving Shipbuilding Inc.s supply chain will be undertaken and any current

deficiencies will be identified. A case management plan will be developed for each of these firms and a Project Officer assigned

to support them as they further develop their business model.

Throughout the implementation phase, JEDI will continue to nurture the relationships which are key to the overall plans success.

Its communications activities will be in place to ensure the Aboriginal community remains informed of the emerging opportuni-

ties and those in the shipbuilding supply chain are aware of the current and developing capacities of New Brunswicks Aboriginal

people.


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New Brunswick Aboriginal Shipbuilding Engagement Strategy 2014