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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.
Anishinabek Employment and Training Services2
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
Anishinabek Employment and Training Services3
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
Anishinabek Employment and Training Services5
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:
Anishinabek Employment and Training Services
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
Anishinabek Employment and Training Services
• 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
Anishinabek Employment and Training Services
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
Anishinabek Employment and Training Services
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
Anishinabek Employment and Training Services
• 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
Anishinabek Employment and Training Services
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
Anishinabek Employment and Training Services
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
Anishinabek Employment and Training Services
• 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
Anishinabek Employment and Training Services
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
Anishinabek Employment and Training Services
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