Introduction

Human Resource Development Canada (HRDC) funds the Dehcho First Nation (DFN) for the Aboriginal Human Resources Development Contribution Agreement (AHRDA), which is to provide the human resources development programs to all Aboriginal people residing in the Dehcho Region, to support the development and implementation of programs that are tailored to meet the special needs of First Nation, Metis and Inuit peoples. Dehcho First Nation’s Leadership administers and oversees the annual AHRDA agreement of $1,334,496, as per the AHRDA agreement and allocates funds to the eleven DFN organizations and funds the programs and services for human resources development in the communities. The Leadership also approves the annual budget, which allocates funds to the communities based on the population as per the 1996 census and signs the Memorandum of Understanding (MOU), which outlines the terms and conditions for the accountability, the submission of client data and financial reports.

The client statistics for the period of April 2000 to March 2000 is 400 clients, as follows: EI clients 143, CRF clients 203, Youth 49 & Disabled Clients 5.

Summary

DFN is confident that the communities are delivering programs to meet the special needs of its Aboriginal clients. The communities are fulfilling the requirements of the accountability factors by submitting client data, financial reports and activity reports. The recommendation is for the communities to submit the client applications along with the financial report on a consistent basis so that DFN reports to HRDC in a timely manner

DFN provides administration and advisory services to the communities by holding workshops in the communities, developing policies that will meet many of the diverse scenarios the communities are constantly facing and constant contact with the clients that are delivering the programs. The policies for the AHRDA have been drafted and require more input and updating. These policies are based on best practices and decisions made by the communities.

The programs of Capacity Building, Disability Program, CRF and EI Urban Initiatives and the childcare program will be administered at the DFN office. The main reason behind this decision is that the amount of funds allocated to DFN is not substantial once divided among the eleven communities. The process is for the communities to apply for these funds or refer their community members to DFN through a proposal format.

Programs

Many creative and innovative programs were designed and the communities’ LTA decide what type of programs that they would fund and which clients will be funded. The communities are committed to training and educating the clients for employment opportunities and to obtain permanent employment in the workforce.

EI and CRF and Urban Initiatives

Targeted Wage Subsidy: i.e. Secretary; Office Clerk Trainee, Administrative Assistant, Finance Clerk; Assistant Executive Director; Manager Trainees; Executive Director Trainee, Store Manager Trainee, Grounds Maintainer and Career Development Officer.

Self-Employment: The communities did not commit funds to self-employment projects due to the other training priorities for the clients.

Job Creation Sponsorship: i.e. maintenance projects; assistance for elders; bridge projects; survival cabin construction; hiking trails; finishing interior of cabins; community beautification, etc.
Skills Development: The major initiative was to fund clients attending educational institutions from local to provincial institutions: Aurora College-Adult Basic Education programs in the communities were funded for tuition, student living allowances and dependent care.

Employment Measures

Employment Assistant Services: Some of the communities employed LTA coordinators or Career Development Officers to provide the employment assistance services, to administer the programs, coordinate the training needs and meet the accountability factor. Community advisory services provided were through community visits, meetings and phone.

Labor Market Partnerships: Communities are encouraged to partnership with other agencies, so that the AHRDA funds can meet all training priorities of the communities and meet with other agencies to design and develop programs that can be a joint partnership.

Youth Programs

Internship Program: One initiative was to create an internship program in administration. This provided work experience, on the job training in office administration and other related duties

Community Service Program: One of the initiatives is to assist youth in creating employment and obtaining work experience on a part time basis.

Student Summer Employment Program: Communities have employed summer students over the summer months to attain work experience, employment opportunities and create skills. The projects varied in communities i.e. community work projects and administration etc.

Labor Market Information Program: A creative initiative was to provide funding for a youth awareness workshop on the land, youth were made aware of the importance of education, careers in the First Nation and how the path of wellness will help with careers.

Special Program for Clients with Disabilities

Access to Programs: The communities provided different type of programs to assist Clients who self identify as having an impairment that restricts his or her ability to perform daily activities. Five clients were funded.

Capacity Building

This program is to increase abilities to identify labor market issues, set objectives and priorities for results-orientation labor market programs, perform functions, solves problems and achieve objectives to understand and deal with labor market needs in a broad context and in a sustainable manner. i.e. Certification in Aboriginal Employment Development (CAED), other accredited courses offered by post secondary institutions and capacity enhancement activities.

Child Care Programs- 1999-2000 Childcare initiatives

Child Care Initiatives are for the creation of day care spaces, assist with building purchases, building renovations to meet the standards of the child care laws, purchases of equipment and other supplies that are required in the establishments of day care centers, staff development and training to run the programs and to meet the safety standards that are required to maintain a childcare center and wages for day care employees.

2000-2001 Childcare Initiatives

The communities in establishment of childcare initiatives made some progress. There were 43 childcare seats purchased by these initiatives. This statistic does not take into account how many childcare seats were created upon the opening of the childcare centers.

Submitted to the Leadership in Ka’a’gee Tu for the Dehcho First Nations Annual Assembly by Lorayne Menicoche-Moses

For original copies of the AHRDA 2000-01 Report please contact Dehcho First Nations, ph: (867) 695-2610