The Aboriginal Human Resources Development Strategy (AHRDS) was established in 1999 as part of the Government of Canada's response to the recommendations of the Royal Commission on Aboriginal Peoples. The strategy was given a five-year, $1.6 billion budget to provide Aboriginal communities and organizations with the means to provide employment and training programs on their own terms.

AHRDS is delivered across Canada through 79 Agreement Holders, including Grand River Employment and Training (GREAT), who develop and implement programs to meet their community's unique requirements. The aim of the strategy is to help Aboriginal people increase self-sufficiency, build stronger communities, and develop long-term employment. AHRDS is managed by the Aboriginal Relations Office (ARO) of Human Resources Development Canada in partnership with the Assembly of First Nations, the Inuit Tapirit Kanatami, the Metis National Council, the Congress of Aboriginal Peoples, and the Native Women's Association of Canada.

The Government of Canada recently announced the renewal of the AHRDS strategy for another five years although few details have been decided. Until such decisions are made, the original agreements have been extended for six months during which time GREAT services to Six Nations will remain unchanged.

Issues around AHRDS are hoped to be addressed in the renewed agreement, known as AHRDS II. Elvera Garlow, Executive Director of GREAT, notes that the terms and conditions of the current AHRDS program are very general and acceptable but ARO's interpretation of the terms and conditions for implementation of the program is very paternalistic. ARO's one-size-fits-all approach does not address the unique

needs of individual communities. "A template just does not work for us." says Ms. Garlow, "The solution is to have open and negotiable agreements in which both partners have to work together diligently to come to a mutually acceptable agreement."

Each community differs in its strengths and shortfalls. GREAT's strengths lie in ten years of experience, strong leadership, and the excellent relationship between board and staff. "We don't get involved in administration and the board doesn't come in here and say 'What are you doing today?' and ‘What are you doing next week?' 'How come you did this?' and 'How come you did that?" explains Glenda Porter, Chair of GREAT's Board of Directors. "Our board separates the responsibilities of administration from board responsibilities. They let us do our job but we are certainly accountable to Board as representatives of the community. The Boards job is to set policy, link with the community, and monitor our performance. They set the goals every year and we have to meet these goals" reiterates Ms. Garlow.
 
Glenda Porter (left) and
Elvera Garlow (right)

The challenge that GREAT faces is with the allocation of funds. Information from Statistics Canada is used in AHRDS’ current funding formula but many Ontario First Nations do not participate in the census. This has resulted in a decrease of funds to the Ontario region and eventually funding directed to the nearly 22,000 Six Nations members. GREAT is planning to overcome this problem by working cooperatively with other community organizations on a project to gather information from community members that will be owned and maintained solely by Six Nations. The information gathered will be used for planning of present and future programs and services, labour market information such as the unemployment rate, funding formulas, and much more. GREAT has a proven track record that any information they have gathered never leaves the community.

GREAT ensures its accountability to the community by maintaining contact with Six Nations members. "The board produces an annual report for the community" says Elvera Garlow, "the board also has to speak with community members and community organizations and bring issues forward so that we know what our community needs are." In addition to feedback collected by board members, GREAT held five open forums over the past year and collected questionnaires for more community input. This input is then incorporated into talks with HRDC and into GREAT’s annual plan for programs and services.

The funding formula for AHRDS II has not yet been decided. AHRDA holders will not unanimously agree on any one formula and in the end HRDC will likely decide. One area that GREAT is particularly interested in is the designated amount set aside for administrative dollars. AHRDS currently requires communities to take administrative costs from the annual programming allotment with a limit of 15%. Under this formula both program delivery and funding suffer. The solution is to provide administrative funds over and above program dollars.

Until the details of AHRDS II are announced, GREAT must limit the duration of all agreements to September 30, 2004. Through the AHRDS renewal, new programs are expected to be delivered by GREAT including an economic development program to aid employers with training of large numbers of people for sustainable jobs. Investment in partnerships will also be incorporated into new programs. GREAT is also looking forward to taking the next step in the evolution of its services. When GREAT was established ten years ago, the organization only served on-reserve community members. Since that time, services have expanded to include all Six Nations members regardless of residency. The next step is for GREAT to secure separate funds to deliver services to other Aboriginal people and the general public.

 

Aboriginal Human Resources Development Agreements, or AHRDAs, outline terms and conditions and reporting requirements

Partnerships between communities, federal government, provinces,
territories and private sector

The Aboriginal Human Resources Development Sector Council
mandated to forge partnerships with representatives from industry,
government, AHRDA Holders and Aboriginal groups

Internal HRDC program integration so that programming for youth,
persons with disabilities and childcare can be funded and managed under AHRDS

Aboriginal capacity investments to strengthen the administrative and management capacity of AHRDA holders

Horizontal management to reinforce horizontal policy and program
linkages within HRDC and across federal government departments
 

 

NOW is the time to think about your Summer Opportunities!
GREAT is now opening its doors to the Summer Student Program and we want you to be a part of this Program!
EMPLOYERS... Contact us now! Let us assist you in filling your Summer Student requirements...
The application deadline for employers is Friday, March 5, 2004 @ 4:30 pm.


March - April 2004

 

WORKSHOPS
  Workshop Name Dates Time Location
  Volunteering in your Community March 18 10 am-12 noon Career Information Centre
  Youth Intake March 2, 9, 16, 23, 30
April 6, 13, 20, 27		 10 am-12 noon Career Information Centre
  Interview Skills March 25
April 8		 10 am-12 noon
2 p.m. - 4 p.m.		 Career Information Centre
  Resume /Cover Letter Session March 2, 5, 23, 30
April 6, 13, 15, 20, 27		 2 p.m. - 4 p.m. Career Information Centre
  The Hidden Job Market March 16
April 29		 2 p.m. - 4 p.m. Career Information Centre
  True Colours April 1 2 p.m. - 4 p.m. Career Information Centre