Training by Demand

Transcription

Training by Demand

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Training
by Demand
2013–2014 Annual Report
Cree Human Resources Development of the Cree Nation Government
Training by Demand
2013–2014 Annual Report
Submitted by the Cree Nation Government
in accordance with sections 41 and 43 of the
Agreement Respecting the Aboriginal Human Resources
Development Program and Related Services
Table of Contents
Organizational structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Director’s Message . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Service Delivery Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
•Personnel Plan
•Staff Awards
•CHRD Capacity Building – Investing in our Frontline Workers
Federal Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
•Strategic Planning
•CHRD Information System Reporting
•CHRD Committees
Skills and Partnership Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
•Eeyou Mining Skills Enhancement Program
•Mining Labour Market Survey
•Eeyou Communications Network
Service Delivery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Labour Market Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
•Labour Market Development Program Highlights
Skills Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
•Skills Development Program Highlights
Employment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
•Employment Program Highlights
Youth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
•Youth Program Highlights
Child and Family Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
CHRD Program Section Summary Report . . . . . . . . . . . . . . . . . . . 38
•Projects and Participant Training Interventions / All CHRD Programs
Financial Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
CHRD Directory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Organizational Structure
DIRECTOR GENERAL/CRA
DIRECTOR CHRD
GENERAL SECRETARY
COORDINATOR OF PROGRAMS AND SERVICES
Chisasibi
•Cree Employment Officers (2)
•Coastal Career Counsellor
•Coastal Program Officer
•Receptionist
Mistissini
•Inland Career Counsellor
•Inland Program Officer
•Youth Program Officer
•Receptionist
Whapmagoostui
Waswanipi
Waskaganish
Wemindji
Nemaska
Oujé-Bougoumou
Eastmain
Financial
Program Officer
COORDINATOR OF TERRITORIAL PROGRAMS
Sectoral Officer
•Mining and
Construction Sectors
Sectoral Officer
•Forestry and
Tourism Sector
Sectoral Officer
Telecom and
Transport Sector
Financial
Program Officer
COORDINATOR OF FINANCIAL SERVICES
Junior
Accounting
Clerk
General
Accounting
Clerk
ADMINISTRATIVE ASSISTANT
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CHRD Annual Report 2013–2014
Director’s Message
It is with pleasure that I put forth the Cree Human
Resources Development Department (CHRD) Annual
Report 2013-14. As we all know, this year is the 40th
anniversary of the Cree Nation Government organization,
previously known as the Cree Regional Authority. The Cree
Nation has come a long way in its social and economic
evolution. We have much to be thankful for, and we are
truly a blessed Nation. I take this opportunity to thank our
past and present leaders for all of their efforts in bringing
our Nation to where it is today.
The CHRD department is proud to play an important
role in the capacity building of our Cree Nation. With the
many undertakings of the CHRD Staff, you can see that
in this annual report, we are operating in full force and
working endlessly in the training and development of the
Cree workforce in many current, and future employment
opportunities. In mid-August, CHRD led our community tours
to inform the public on changes in programming, and to speak
with the public, enhancing the entity’s community presence.
As Chair of the Cree Nation Roundtable on Capacity
Building for phase 2, and being part of the tours in the
nine Cree communities, it has proven to be both an
inspirational and motivational experience. The message
we are bringing with these roundtable community tours,
is the raising of awareness in the communities, and the
importance of Cree history, the 75 agreements, and the
huge employment opportunities stemming from these
agreements — most importantly, encouraging them in the
pursuit of higher education.
These sessions are very important for people in
understanding that we all have a role to play in ensuring
the success of this capacity building vision and making a
contribution to this important initiative — carrying on what
our leaders have started and have fought for, for so long.
Tours completed thus far, have been very productive,
generating much positive feedback from the communities.
Communities, in conjunction with local government, Cree
entities and Cree families, all have an important role to
play throughout Eeyou Istchee. We all need to find ways
to encourage our youth to stay in school, so that there will
be benefits not only for individuals as they choose their
respective careers, but also in benefitting our communities,
while gaining skilled people in their various labour forces.
Over time, our Cree Nation will be able to fulfill the vision of
becoming the masters of our own destiny.
I want to commend CHRD’s dedicated staff who have
worked tirelessly this year, in fulfilling their mandate and
who concentrated their efforts and contributions in the
sustained and efficient development of human resources
and capacity building in Eeyou Istchee.
We invite you to review our challenges, accomplishments
and plans for our future.
Meegwetch and God bless.
Louisa Saganash,
Director, Cree Human Resources Development
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Introduction
CHRD was first established as a department within the Cree Regional Authority
(Now Cree Nation Government) in 2002. The transfer of responsibility from Aboriginal Skills
Development Canada was a direct result of the James Bay Northern Quebec Agreement
to manage essential services within the Cree territory. The department was established to
provide training and employment resources to the Cree workforce within Eeyou Istchee.
Also, the CHRD acts as a liaison between employers and the Cree labour force.
CHRD maintains regular data on its clients and participates actively within labour
market development.
Mission
“To equip and empower individuals with the skills
and knowledge to achieve meaningful and sustainable
employment and personal success”
Vision
“Help build a qualified and professional workforce to
fill any employment need in Eeyou Istchee. We are dedicated
to making a difference in the lives of future generations.”
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Service
Delivery Initiatives
Personnel Plan
There are 32 employees within the CHRD that manage both
local and regional services. The CHRD staff is managed by
a Director of the department, a Coordinator of Community
Based Programs, a Coordinator of Territorial Programs, and
a Financial Coordinator.
•The Director, Mrs. Louisa Saganash is responsible for
ensuring that programs and services within the CHRD
reflect the overall mandate and strategic direction of the
department. The Director of CHRD is also responsible
for ensuring the department reflects the overall vision of
Cree Nation Governance.
•The Coordinator of Community Based and Programs
and Services, Mrs. Denise Brown, is responsible for the
management of employees implementing service delivery,
for the Cree Employment Officers (CEO), located in the
9 Cree communities. The CEOs are responsible for
offering client based services related to improving
labour market participation within the communities.
The Community Based Programs and Services
Coordinator ensures that client related services are
maintained within the communities and manages
issues related to staff and referrals.
•The Coordinator of Territorial Programs, Mr. Michael
Petawabano, is responsible for managing funding relating
to the New Relationship Agreement that was allocated to
promote activity and growth within key sectors of
employment. The Coordinator of Territorial Programs
also oversees personnel, through additional funding
provided by Skills Partnership Funds (EMSEP/ECN) and
Emploi Quebec.
•There are three Sectoral Officers that are under the
direction of the Coordinator of Territorial Programs that
oversee applications for funding within sectors including;
mining, telecom, hydroelectricity, tourism, forestry,
transport and construction. These Sectoral Officers
review the eligibility of clients and/or organizations to
see if their applications meet the requirements
for funding.
The Coordinator of Community Based Programs also
oversees three program officers related to Inland,
Coastal and Youth Programs. These program officers
are responsible for evaluating program applications and
referrals to ensure program eligibility and criteria are met
by clients and groups applying for funding.
In addition, the Coordinator also manages two
employment counselors responsible for providing
clientele with career guidance services to develop
a career goal and action plan.
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Staff Awards
Innovation
Each year, the CHRD recognizes employees that display
through their effort, important contributions to the
organization throughout the year. In 2013-2014 CHRD
staff awards were presented, under three categories,
to the following staff members:
Innovation is the design of better solutions that meet
new requirements, ideally resulting in a better product for
service. It takes a great mind to think of great ideas, but
a truly remarkable person to set those ideas into action.
This person is an action and details-oriented kind of person.
These skills came in handy, when as an
organization committee member on the
6th Regional Career Fair, she organized
and set up the Career Pit. This year, she
has made some new innovations in the
youth programs, while her presentations
that were done with the youth at the local
schools, has resulted in positive feedback,
and a stronger connection with youth
services.
Excelling in Teamwork
Over the last year, this person has worked
with all staff to provide the best service
possible to fulfill the needs of everyone at
CHRD, has contributed to the success of
6th regional career fair, and encouraged
others to complete tasks required to finish
the job. When required, he has developed
a number of Powerpoint presentations,
for the community tour and for special
projects. His quality of work speaks for
itself – his colleagues also say good
things about him:
Brendan Forward
He has a let’s “get things done” kind
of attitude!
Community Involvement
Always there to assist you, and you can
always count on him!
One of our newest workers, but longtime
contributor, we are lucky he has joined our
team, to work with and support the efforts
that lead to the success of CHRD.
I am pleased to give this award of
“Excelling in Teamwork”, to a true team
player, Mr. Brendan Forward.
She has only been here a short while and
she may be small in stature, but she is
certainly large in innovation. I am pleased
to announce the employee award in
“Innovation” goes to Ms. Catherine Quinn.
Catherine Quinn
Community involvement is the contributions
of an individual or individuals to the
community in which they reside. This may
involve volunteer work, promotion of social
causes, or donations to local charities
communities’ health and welfare. They
therefore develop the capacity to contribute
to their own and their communities’
development.
This person sits on many community
committees that deal with those issues.
He attends and contributes to community
events, such as tournaments, dances,
and entertainment events. His contribution
to his community has helped the
development in that community through
the Housing Committee, and the Economic
Development Board.
Abel Trapper
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He has worked for CHRD for the past
eleven years, and has contributed to the
development of policies & procedures,
construction, and mining. I am pleased
to give the award for “Community
Involvement“ to Mr. Abel Trapper.
CHRD Capacity Building
– Investing in our
Frontline Workers
The Cree Human Resources Development (CHRD) is
investing in its frontline employees, the Cree Employment
Officers (CEO) and Career Counselors (CC) by offering
a three-year training program. The CHRD has built a
partnership with CCDF and UQAT for the delivery of its
training program. The Career Practitioner Training Program
was developed by the Canadian Career Development
Foundation (CCDF), a non-profit organization. The CCDF
works to “advance career development and the capacity
of the profession to respond with compassion and
skill to all clients and stakeholders”. The program is
delivered under the Continuous Education Department,
though CHRD, CCDF and UQAT, wish to see the program
recognized as a Micro-Program and accredited by the
Ministère de l’Éducation. CHRD believes that a permanent
program in the field of employment counseling and career
development could be beneficial to Cree and other regional
organizations’ employees. A survey will be conduct to
evaluate their interest for such a program in the region.
The CEOs and CCs shall graduate from the program
in 2016.
The training program is competency-based and includes
ten courses, such as Counseling and Career Development
Challenges, using Labour Market Information in
Employment Counseling and Work Search. All courses
are adapted to the reality of the communities, as well as
their clientele’s challenges. This tailored program provides
the team with a deeper understanding of the career
development process and practical tools to assess and
guide their clients on their unique career development path.
An internal support system has been developed to ensure
that the implementation of the Learning in the Workplace;
In-community Support Between Courses is one of them.
The CEOs and CCs job description is being reviewed to
ensure it is more representative and more adaptive to
their role.
Finally, individual and group training has been offered to
the CHRD team, on work tools such as the database.
A Guidebook is being developed to support the employees
in their tasks and to standardize services and procedures
offered throughout Eeyou Istchee. CHRD is currently
evaluating the need for a training program for its team
of Program Officers.
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Federal
Relations
Since the signing of the New Relationship Agreement (NRA)
with Canada in 2007, the Department of Cree Human
Resource Development has attempted to implement
commitments that it undertook in the Agreement, despite
problems in federal implementation. The commitments in
the NRA are as follows:
The most significant outstanding issue was that the
funding received, be indexed such that the amount
would be “reasonably comparable” to the amounts
provided previously to the NRA. We were however
unable to sign the new funding agreement because of
the complications involved in reconciling the transition
to the new agreement, mid-year. There were too
many overlapping commitments to our many clients,
so Canada prolonged the agreement used prior to
the NRA.
1. T he CRA (now Cree Nation Government) implements
training courses, job recruitment services and placement
services, all related to territorial programs. In addition,
we implemented an enhanced delivery structure and
offices in the communities and we are in the process
of establishing training facilities. All of the above are
obligations of Canada in the James Bay Agreement that
we assumed responsibility, for the 20-year term of the
New Relationship Agreement.
2. In the NRA it is also set out that the funding provided by
Canada before the signing of the NRA would continue
on terms “reasonably comparable” to the funding
received annually until 2008-2009 and this funding is
to be provided for the CNG to set-up training programs,
facilities and job recruitment and placement services,
also on the Territory. In other words, the funding would
be for the same obligations as in the above paragraph.
The Agreement states that this funding is to be continued
for the 20-year term of the Agreement, barring which
Canada would resume operation of these services.
3. The annual reporting on the use of this funding and that
forthcoming from the NRA, is provided for in section
4.13 of the NRA.
The terms of the on-going funding agreement had
been negotiated between Canada and the CRA on
terms which allowed the Crees to determine programs
and priorities. However, just after the signing of the
NRA, Canada created a new program which contained
conditions that were not compatible with the NRA.
The CNG and Canada then entered into discussions
aimed at allowing the CNG flexibility to continue our
programs and to report on the use of the funding in
a manner compatible with the NRA. Last year, 20122013, we came close to such an agreement.
In this fiscal year, we hope to sign a new agreement
with federal authorities designed to meet the
requirements of the NRA. This new agreement would
recognize the Cree Nation Governments’ role in
determining the programs and priorities and would be
a simple funding agreement with accommodations for
Employment Insurance funding.
Strategic Planning
Wemindji Training Center
(Capital Development–Strategic Planning)
Remoteness and distance, associated with gaining training,
present two of the largest challenges to clients interested
in building skills towards a career. The establishment of
training facilities falls within the mandate of the CHRD
as outlined in the JBNQA. Wemindji, as a result of the
Impacts Benefit Agreement will be the first community,
other than Waswanipi to realize the goal of a community
based training center. The training center, Mayaupiu laid
its foundation in the fall and is expected to continue
construction this spring to be completed in January 2015.
The Center places emphasis on programs in demand within
the mining sector. This focus is in relation to the Eleonore
Mine expected to begin production in the fall. The Training
Center will be home to offices of Goldcorp, Sabtuan Adult
Education and CHRD staff.
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Annual Operational Plan
The Annual Operational Plan, is an administrative tool
that was developed by the CHRD to identify the key
components, the expected outcomes, and personnel
responsible to ensure implementation. The coordinators
and director conduct a review of the AOP on a semi-annual
basis to determine the status of each directive and area
of responsibility.
The annual operational plan addresses a number of areas
outlined by CHRD’s strategic planning:
1. Enhance services to communities and organizations:
Meeting with all communities during the CHRD
Community Tour to promote community-driven projects
in partnership with CHRD.
2. Support demand-based capacity building: CHRD has
worked closely with Cree School Board to develop a
stronger partnership in demand-based training.
3. Build partnerships: CHRD continues to work with
employers in industry including Goldcorp, Stornoway,
ECN, Eskan, Tawich Construction and others to promote
training and employment.
4. Evaluate programs to improve effectiveness:
Program evaluation is ongoing and is a standardized
element of CHRD’s funding.
5. Integrate and align operations with programs:
Service Delivery has been aligned with programs and
CHRD has created a communications platform to
inform the public.
6. Improve performance management: The CEO’s
continue to progress through the second year of their
training offered by UQAT. Their training is focused on
client services and counseling that will allow them to
create action plans for their community and clientele.
The annual operational plan has been finalized and
submitted to Service Canada. The AOP submission reflects
the new Service Delivery Model and during the 2013-2014
Community Tour, the Service Delivery Model was presented
to all 9 Cree Communities.
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CHRD Information
System Reporting
In 2013-14, CHRD installed a complete new version of
its database involving a significant upgrade of FileMaker
Pro software and a new design of the entire system.
At the same time, the CHRD servers, located in Mistissini,
were changed as well, to replace obsolete equipment.
The CHRD Information System includes different databases
keeping data relating to program budgets, employment and
training contracts with sponsors and individuals, financial
commitments and payments, participant interventions,
client files and other program and labour market
information. Our system also creates referral forms and
pay lists for the training allowances process. The CHRD
database can produce the financial reports required by
Agreements such as the quarterly and yearly financial
reports for Human Resources and Social Development
Canada (HRSDC).
CHRD employees in Mistissini access the database
via a local network whereas the employees in the other
communities can connect to the multi-user system with
a remote access. Almost all CHRD employees work on
the database every day, including; Cree Employment
Officers, Program Officers, Program Coordinators, Career
Counselors, Financial Officers, etc.
In 2013-14, CHRD hired an employment services advisor
who worked closely with the employees, giving individual
training and providing workshop database presentations.
This resulted in the implementation of new features in our
system in order to improve and facilitate the work of all
users. The Cree Employment Officers started registering
in the database all the employment services provided to
the population. The CHRD client action plan form was also
completely redesigned.
We also developed a specific questionnaire in a database
format, to gather information on mining surveys conducted
in different communities, following all the current and
forthcoming regional mining projects.
CHRD can extract various program and client statistics
from its system and we acquired all of the program
tables and graphs used in this annual report, from our
Contract and Participant databases. We also used our
Participant database to collect data linked with the HRSDC
client accountability process and to complete program
intervention post-training results. We can also provide other
statistics and reports upon request as was done in 201314 for various CHRD presentations at different meetings
and events.
CHRD INFORMATION SYSTEM
LABOUR FORCE DATABASE
INDIVIDUAL RECORDS ON WORKING-AGE POPULATION FOR ALL THE CREE COMMUNITIES
+
CLIENT QUESTIONNAIRE
+
CLIENT ACTION PLAN
+
LABOUR FORCE STATISTICAL REPORTS
PARTICIPANTS DATABASE
EMPLOYERS DATABASE
RECORDS FOR PARTICIPANTS
UNDER TRAINING PROGRAMS
+
TRAINING ALLOWANCES
+
POST-TRAINING FOLLOW-UP
RECORDS ON EMPLOYERS
+
POSITIONS AND WORKERS
+
JOB MARKET REPORTS
CONTRACTS DATABASE
BUDGETS DATABASE
TRAINING CONTRACTS WITH SPONSORS
+
FOLLOW-UP FORMS AND PAYMENTS
+
FINANCIAL REPORTS BY CONTRACT
ALL CHRD BUDGETS AND
DISTRIBUTION BY PROGRAM
+
FINANCIAL REPORTS BY BUDGET
CHRD Committees
Two committees exist for the purpose of reviewing the
assessment of programs contributed by CHRD’s program
officers. The mandate of these committees is to review
program submissions and to provide a recommendation
to the Cree Nation Government on all projects submitted.
The jurisdiction of the Apatissiiwin Skills Development
Advisory Committee and the Technical Group are as follows:
Apatissiiwin Skills Development
Advisory Committee
This Committee, composed of appointed members of
each community and of representatives of the Cree Nation
Government, the Cree School Board and the Cree Nation
Youth Council. This committee meets quarterly and plays a
vital role in the recommendation and approval of training/
employment projects submitted to the respective programs
of the CNG –CHRD. The ASDAC Committee reviews all
program applications that are over $25,000.
Technical Group
The Technical Group (TG) is an internal CHRD body
consisting of the three coordinators and meets at least
once a month. This recommending body was implemented
to provide project submissions with a fast-track to review
and recommendation process for smaller projects. In 20132014 the TG met on a monthly basis.
Appeal
All projects that have been denied approval for funding
can be contested under Section 85 of the Agreement
Respecting Cree Human Resources Development,
if they are not satisfied with the decision to refuse funding
assistance. When an appeal is submitted, the decision
shall be placed under a secondary review by a senior
officer, either the Director General or Treasurer of the
Grand Council of the Crees. An applicant must appeal
within 30 days of a decision and receives a response
within 60 days of appeal.
During fiscal 2013-2014, there were no appeals of
any project submissions denied for funding.
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Skills and
Partnership Fund
Two years ago, funding was acquired through Employment
and Social Development Canada to meet the demands of
the rapidly growing telecommunications and mining sectors.
The Skills and Partnership funding is available to aboriginal
organizations focusing on:
From this opportunity the following programs have been
actively serving our territories to meet the needs of mining
and telecommunications sectors:
•drive innovation in service delivery and systems through
partnership (system improvement);
•respond to economic partnership opportunities
with targeted labour force development initiatives
(training-to-employment); and
•address program delivery weaknesses and/or gaps in
Canada’s network of Aboriginal organizations that provide
labour market services (service delivery gaps).
Eeyou Mining Skills
Enhancement Program
2013-2014 was a very busy year for the Eeyou Mining
Program (EMSEP). Essential Skills testing and delivery in
2013-2014 year continued to gain momentum. EMSEP
has worked closely with its partners in Human Resources,
Education, and Industry to focus resources in preparation
of production at the Eleonore mine as well as readiness
program in advance of other projects in various stages of
development. During the second year of the SPF program
EMSEP has completed all development and has achieved
the results required under the SPF agreement one full year
ahead of schedule. To date:
•353 Workplace Skills Assessments have be completed
•213 Essential skills interventions have been completed
•103 Employment confirmations have been recorded with
76 employed in the sector of training
•38 Clients currently still involved in training programs
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Eeyou
Communications
Network
At the end of the second year, we look back on a busy
year. The first year was heavily oriented in a training
strategy – how do we train clients across our territory?
With a strategy, this year was focused on recruiting the
right candidates for training and giving them the skills
to work in the field of fiber optics.
The coming year 2014-15, will be the final year of
the SPF mining program and with a full agenda of
assessments and training it promises to be a highly
successful program.
Mining Labour
Market Survey
Understanding our workforce and the demands of
industries is an essential step to training in the mining
sector. First, it helps to identify those who are available and
searching for jobs that have the skills that employers are
looking for. Second, it helps to understand gaps between
industry standards and worker qualifications so that they
can be addressed in training. Lastly, it builds clear and
transparent expectations between training and employer
needs early in the development of projects in our territory.
Between February-March 2014, the CHRD worked with
Ouje-Bougoumou and Mistissini to create a labour profile
of their community members interested in working in
the mining sector. This information will help to identify,
train and build a workforce that will meet the demands
of upcoming mining projects including the Renard Project
(Stornoway) and Blackrock Metals Project located 20km
south of Chibougamau. These labour market studies
are critical in the design of a training model and in the
decision making process of potential course delivery in
the communities.
14
Nine Outside Plant Technicians and 34 Telecom/Network
Operating Center Technicians have been recruited from
across Eeyou Istchee.
As we look to the final year of the program, training will
continue and a new generation of telecommunications
professionals will complete their training. The newly trained
will have versatile skills, sought by the ECN Network, local
communications companies, and regional service providers
in Eeyou Istchee.
Sustainability of employment is a priority through shared
resource partnerships. By entities sharing a professional to
maintain, consult, and monitor quality we create a mutually
beneficial approach to telecom employment. With a third
year quickly underway, we are excited by the possibilities
within a growing sector.
Service
Delivery
ABOUR MARKET
1 L
3 EMPLOYMENT
2 SKILLS DEVELOPMENT
4 YOUTH
DEVELOPMENT
In 2013-2014, CHRD migrated to the new Service Delivery Model. This model consists of
4 distinct pillars of service delivery. While distinct, these pillars are intended to complement
each other while providing assistance to clientele at various stages of career development.
Each are intended to support greater participation in the Cree Labour Market by promoting
awareness, skills development and employment programs. The four standard service
delivery pillars are augmented by two Skills Partnership Fund projects on a three year
basis, ending in March 2015.
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1. Labour Market
Development
Introduction:
CHRD supports both employers and employees. By working with our clients and employers to outline their needs,
we create a clear picture of the opportunities for our workers to pursue. In addition, by understanding labour needs and
our clientele, we create a stronger strategic direction for CHRD. Defining our clientele, their needs and employer needs
is the purpose of labour market development programs.
Labour Market Programs are one of the four pillars of service delivery offered by CHRD. These programs are available
to Cree companies and beneficiaries, employers interested in hiring Crees, Cree communities and entities looking to
increase labour market participation and knowledge. Some examples of labour market programs run within the current
year include:
Services:
1) J ob fairs, symposiums and conferences: Beyond
hosting its own Annual Regional Career Fair,
CHRD also participates and provides funding for
symposiums within various sectors, trade fairs
and school fairs that promote education and
career awareness to young people.
2) L abour market studies:
As part of the growing
demand of several mining projects, CHRD
funded two Cree labour market studies to
assess the labour pool interested in mining,
their educational levels, and work experience.
This data will be used by mining companies
interested in hiring and recruiting Crees to work
within the mining sector and also by vocational
training delivery partners for upcoming
vocational training programs related to mining.
3) C ommunity Profiling:
Including two studies
that were done on a regional level in 2005 &
2008, CHRD is mandated to provide regular
community profiles of the Cree labour pool.
This is done through data that is collected
by the Cree Employment Officers in the
communities as well as a using other data
available such as the Statistics Canada and
Emploi Quebec community surveys.
16
Labour Market
Development
Program Highlights
Regional Career Fair
INTRODUCTION
Throughout each year, the CHRD works closely with different
departments, entities, and institution that offer training,
employment, and services to our clientele within the territory.
These services are working together and are creating a system
of support to our clientels. When effective, they provide
resources, training and a clear sense of direction to the clients
we work with, and increase overall employment within Eeyou
Istchee. For this reason, CHRD works in partnership with
these groups to promote each other’s services to the public to
ensure our clientele will have the resources available to them
to gain employment.
Over the last six years, the CHRD has provided the Career
Fair to help encourage young people to continue studies and
motivate them to pursuit growing careers in our territory.
Each year the Career Fair is hosted by a different community
to promote awareness on a regional level. This is an endeavor
that requires collaboration with the host community and
numerous organizations.
THE CHALLENGE
Despite many services being available to our clientele,
living in Eeyou Istchee, participation and engagement
within education and CHRD services needs improvement.
This issue is primarily due to a lack of awareness of how
these complimentary services can assist people in Eeyou
Istchee. Furthermore, without a clear sense of direction
for job seekers, many of these services do not provide a
sustainable outcome for our clientele. The challenge is
to promote these services as a network and pathway to
furthering employment and skills development as it relates
to a career. Lastly, bringing together these organizations,
institutions and employers to promote this message, is an
ongoing requirement.
THE SOLUTION
A regional job fair is a common practice within southern
townships and cities. It allows job seekers to network
with employers, share their resume and potentially to gain
employment. While many events are specialized to specific
employment fields, the CHRD’s unique position, permits
them to display employment and services within the region.
For this reason, a broader range of employment fields
including health, education, public services, mining,
construction and telecom can be promoted through regional
services providers working within the Cree territory. This
makes the regional career fair a viable solution to promote
the employment and services within our territory.
THE IMPLEMENTATION
The 6th Regional Career Fair was hosted in Ouje-bougoumou,
QC. The theme was “Believe and Achieve”. The overall
objective of the Career Fair was to promote awareness
of careers and to provide a greater insight of the labour
market for people in making wiser decisions in planning
their future. The Career Fair was held for two days; October 2,
and 3, 2013.
The first day of the Fair was the “Academic Day” mainly
focused on education including keynote speakers,
workshops and presentations on educational opportunities
in the Cree territory. Lower attendance was an issue, due
to a funeral within the community and conflicting events
scheduled at the same time. Despite this, over 180 people
were registered for the first day. The evening was hosted by
the Youth Council of Ouje-Bougoumou, including a fashion
show and youth entertainers.
The second day of the Regional Career Fair was the
“Trades Day”, which included a presentation by Goldcorp,
a Career Pit for resume building and career counseling,
and workshops related to employment and disability.
The evening was a night of entertainment for all participants
including David Hart and Crystal Shawanda. The second
day, brought only 119 people, again due to the funeral that
the community was attending.
CONCLUSION
The Regional Career Fair was a great success in promoting
careers and educational opportunities within our territory,
to the inland communities. In total, there were around
300 people who attended the Career Fair. Primarily, these
individuals were from Ouje-Bougoumou, Mistissini and
Waswanipi. Future events will focus on partnership with the
Cree School Board and Youth Councils to promote greater
regional participation.
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Community Tour
The 2013 -2014 year began in April with the planning of a
CHRD community tour. The CHRD conducts a tour of nine
Cree communities every two years. The community tour
presents the best opportunity to present CHRD services to
all the communities, to explore partnerships and to identify
the needs for each community. The 2013 -14 version of
the tour generated a great deal of interest with an excellent
turnout for presentations where the new model for
programs and services was introduced to the communities.
These community visits also presented CHRD with an
opportunity to visit most secondary schools to present
to the Sec 4 and Sec 5 students a great presentation on
the trades. We were very well received in the community
schools and the students showed serious interest and
asked unbelievably great questions. This had our team
thinking about apprenticeship, work integration strategies
the importance of identifying early career choices and
the possibilities for integration through summer student
programs for students interested in training within the
trades sectors.
The latest version of the tour was one of the most
successful ever and produced a lot of interaction,
information and some great planning tools. Each
community contributed an average of 50 employability
questionnaires that will be used for future planning of
programs and contribute to the overall labour market
picture of our communities.
The CHRD would like to thank all of the communities for
their support and attendance and all the CEOs that helped
make our visits possible.
Also, events in each community were a great opportunity
to present the Eeyou Communications Network Training
Program, Emploi Quebec, Disability and Eeyou Mining Skills
Enhancement Program mining programs.
The major focus of the tour was to increase the level
of input from the communities in identifying:
1. Training requirements
2. Community development programs
3. Important community projects
Community leaders were encouraged to engage in the
partnership with CHRD and to adopt the demand driven
approach to drive their community needs, by working in
collaboration with the Community Employment Officers
as well as the CHRD Program Officers and Coordinators.
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2. Skills
Development
Introduction:
Across the territory, jobs are developing and changing and requiring more knowledge and skill from our workers.
Services provides by CHRD’s Skills Development programs are focused on providing clientele with the skills and
knowledge to gain and retain employment. By working with employers, and educational institutions within and around
our region, we support the training of hundreds of participants each year. Most importantly, by working closely with
employers and training institutions, it ensures that the training our clientele receives is tailored to an employment need.
By utilizing our extensive network of employers, CHRD prioritizes training opportunities that are “Demand Driven”. This is
to say, that there is a reasonable employment scenario for clients engaged in training. While training is part of the CHRD
mandate, employment is the primary focus and for this reason remains an important element of Skills Development
programs funded by CHRD.
This ensures that CHRD continues to progress in alignment with Employment and Social Development Canada while
fulfilling its obligation to promote labour market participation for Crees within Eeyou Istchee.
Services:
1) V ocational (DVS) Training: CHRD can help to provide
additional funding for program related costs such as
professional fees, equipment rental, lodging, meals and
other training related expenses to effectively deliver a
course with high potential for employment.
2) Essential Skills: Test of Workplace Essential Skills (TOWES),
benchmarking our clients has become a standard practice
for regulated industry training. When required, essential
upgrading programs have been delivered. In addition,
pre-technical training programs to prepare for work within
the construction and mining sectors continues to grow.
3) C ustomized Training: CHRD works in partnership with
employers and educational institutions to develop programs
that target specific employer needs. These customized
programs have high levels of employment due to the demand
driven nature and industry input in the design and delivery.
4) W orkplace Certifications: Many jobs now require specific
competency cards to be considered an eligible candidate
for employment on a construction, mine or transport related
opportunity. Food Handling and Safety (MPAQ), First Aid,
Mining modules, ASP Construction and specialized training
for Hazardous Materials Transport are a few examples
of funding CHRD is providing to ensure employability for
our clients.
Skills Development
Program Highlights
Early Childhood Educators
INTRODUCTION
Every year in the Eeyou Istchee, the population
increases by 2.15%. As of the year 2012-2013
there was a total of 276 births throughout the
9 communities. This being the case, the current
amount of child care and family service facilities
in our communities is 16. Each facility holds an
average of 80 children.
A child educator duties iclude that she/he is
responsible for the children in all aspects of
overall their development – their hygiene, health,
well-being and safety. The child educator is also
in charge of planning and applying educational
programming for the age group that she/
he is assigned. A child educator must also
hold a certificate or diploma in early childhood
education.
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THE NEED
THE SOLUTION
At the current growth rate in the Eeyou Istchee, there is
a very high demand for basic childcare services. This
demand is maintained by child educators, and has been
instituted as a public not-for-profit service. Similar to the
rest of Quebec, this means that over 80% of basic child
care needs are met by public services when compared to
65% throughout the rest of Quebec. In order to maintain
the quality of service against the growing demand of caring
for more children within Eeyou Istchee, new qualified
professionals needed to be trained.
Cegep St-Felicien was approached to work in partnership
with the communities and Child & Family Services to offer
a customized course delivery for Early Native Childhood
Services. The program uses a skills-based approach, and
has been developed in terms of objectives and standards.
This approach takes into account factors such as training
needs, the work situation, and the general goals of
technical training, thus providing the program with a basis
of defining and evaluating learning activities.
The program is made up of 18 courses. Each course has
been designed according to a skill-based approach and
includes a portion of field or practical work. It also meets
the requirements of Ministre de L’Education de Quebec &
the Ministere de la Famille et des Aines du Quebec with
regards to the recognition of professional qualifications.
IMPLEMENTATION
THE CHALLENGE
Like many jobs within Eeyou Istchee, training within the
territory is limited and often acts as a barrier to clients
continuing their education towards a desired field.
In addition, training that is offered, requires consideration
of the unique culture and needs of native children in order
to offer care that considers community lifestyle. This
ensure two things. First, the likelihood of integration into
the job place will be a smooth and effective transition.
Second, it would offer candidates that would otherwise
not be able to participate, the opportunity to gain training
in a growing field. The challenge is tailoring a course to
address the specific needs and remoteness of the Cree
communities.
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The program is taught on site, in the community, with
access to childcare centre, pre-k, kindergarten, Head Start
Program and School-Age Program. The total program lasts
1 455 hours and may be completed in approx. 54 weeks of
full-time training, at a rate of 30 hours per week. Programs
were delivered in Waswanipi and Waskaganish with
18 participants selected for each program. The courses
covered various tasks including observational, interactive
and educational routines that a childcare worker needs to
incorporate in their day-to-day services. In addition, health
and safety, special needs, teamwork and routines were
incorporated into the lessons.
Overall, the program is intended to provide Early Native
Childhood Services workers with the following:
1. Allow the future educator to perform his/her
work qualified
2. Watch the future educator’s integration into the
for a labour force to meet the huge production scale are
obvious. It is estimated that as many as 700 workers will
be onsite at the time of the production phase when ore
will begin to be extracted and refined at the mine site.
For Cree people, it represents a new opportunity for a future
generation to establish a full career in the mining sector.
work place
3. W
atch the evolution and reinforcement of the future
educator’s professional knowledge
4. Watch the future educator’s professional mobility
5. Integrate the cultural and social specificity of
Native way of life
CONCLUSION
With their courses expected to be completed in early Spring
and Summer of 2014, the Cree territory can expect to see
growth in the quality of services offered through childcare.
This is a successful practice because it links a clear need
to an employer and responds through effective training
measures suited to our territory. The CHRD would like
to congratulate all those that undertook the training and
wish them the best of luck in their future endeavors and
childcare service professionals.
Goldcorp Partnership
and Customized Training
INTRODUCTION:
Goldcorp’s Eleonore Mine is anticipated to be one of
the largest production projects within Quebec over the
next 15-20 years. With an estimated 7,000 tons to be
extracted each day and 600,000 tons each year, the need
THE PARTNERSHIP – COMMUNITY AND REGIONAL
The impact benefit agreement and partnership serves two
levels of Cree people within Eeyou Istchee. On a community
level, Goldcorp is committed to work with the Cree Nation
of Wemindji to ensure its community members are given
employment opportunities. On a regional level, Goldcorp
is partnered with Cree Nation Government to outline its
employment needs and the training requirements of the
jobs available at the mine site. Collectively, the partnership
between Goldcorp, Wemindji and Cree Nation Government
makes it one of the largest regional training projects in
the territory.
However, the goals outlined within the partnership are
ambitious, placing as many as half the jobs onsite as
available opportunities for Cree people. While ambitious,
mining presents new challenges for Cree workers including
underground certification, new industry demanded skills,
and life skills to ensure workers can function within
workplace. In order to reach this goal a plan to address
the educational, social and industry related challenges
needed to be developed.
THE WORKFORCE INCLUSION PLAN
A continuum of support representing the expertise and
services of educational institutions, industry knowledge
and standards, and CHRD funding and essential
skills delivery was created. The overall aim of the
partnership was to develop a clear path for workers from
recruitment, preparation for training, technical training,
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hiring and retention. By doing so, we achieve a clear
picture of issues and barriers and what support needs
to be provided.
The partners of this workforce inclusion plan meet regularly
to discuss what jobs are upcoming, training solutions,
customization of training and current retention of Cree
workers on site. The outcome is a dynamic training and
employment platform that ensures recruitment and training
that are clearly linked to a job.
Goldcorp communicated this need to the Workforce
Inclusion Group, stating that they would require 8 mobile
mine mechanics be trained to meet the production phase
of the mine. It was agreed that if a training program could
deliver 8 candidates that they would be strong candidates
for employment at the Eleonore Mine.
Mobile Mine Mechanics
INTRODUCTION
A mobile mine mechanic is responsible for the maintenance
of vehicles during operation to ensure that they are in
optimal condition during production shifts. This includes
greasing of parts, maintenance of hydraulics, welding
of damaged and worn parts and more. The machine
operations underground are challenging and place strain
on the vehicles. In order to ensure that operations are
not halted, a mobile mine mechanic works to maintain
this equipment.
PROGRAM OUTLINE –
CHALLENGES, SOLUTION AND IMPLEMENTATION
Challenges
Goldcorp’s timeline for production required a customized
course with an accelerated course delivery, underground
certification and strong candidates that could manage
the course load. This accelerated, and job specific
training required a location and institution that would be
able to meet the demands required by Goldcorp with the
right facility and timeline for the employment opportunity.
Furthermore, to have the technical understanding of
mobile mine equipment required instructors with prior
experience of industry demands.
The Solution
Centre Formation Professional La Sarre specializes
in course delivery for heavy equipment mechanics.
The program would be run for six months starting in
November, to allow enough time for an onsite evaluation
and would coincide with Goldcorp’s hiring schedule.
The program was reviewed by Goldcorp and with
the incorporation of a few modules was suited for
their needs.
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Implementation
All students within the course were given TOWES tests
to assess their essential skills. Essential Skills is a
nationally recognized framework that assesses reading,
document use and numeracy with the levels required
for a given job. Student results varied, but there was a
clear need for training support in order for the selected
candidates to be successful in their course. For this
reason, students were provided with an onsite essential
skills instructor, to work with them during their training.
This was the first program of its kind for CHRD clients,
that blended onsite life skills and essential skills with
course delivery.
Over the six months that followed, the mobile mechanics
were engaged in their program, that included hands on
training, mixed with classroom time. They dedicated 6 days
of their week to learning the skills and knowledge that
they would apply onsite at the Eleonore Mine. Despite this
intense course load, they remained excited and committed
to their program, going beyond the criteria of their program
by volunteering to take drug screening and also becoming
involved in community activities.
CONCLUSION
As of April 2014, all of the 9 students enrolled in the
program have completed their stage at the mine with
a great deal of positive feedback. Each, following the
completion of their stage, were interviewed by Contractor
CEMAC-THYSSEN. Five are currently targeted for
employment with Goldcorp while the remaining four have
an opportunity with mining contractor, CEMAC-THYSSEN.
This program represents a new standard and methodology
in training for demand, strongly founded in support and the
direct product of partnership between education, CHRD,
and industry.
We are proud of all the participants of the mobile mechanic
program for their dedication, to the program, their
professional and personal development and wish them
the very best as they join other Cree workers as a new
generation of Cree miners. Great job guys!
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3. Employment
Introduction:
Integration into the workforce is a key pillar of the CHRD service delivery. Training represents one part of work
readiness, while employment and development of on the job skills is the second step in major sustainable employment.
Work skills are being redefined as life skills + technical skills + essential skills combined. Many newly trained
workers require work experience to become more employable. This is especially true in the construction, health and
administration sectors, where working with employers to assist newly trained workers in gaining much needed work
experience is a top priority.
Job creation is also a high priority of employment programs. With a three times labour force capcity, it is not adequate
to simply train only for the available jobs – we must also support new employment initiatives. The Wemindji Laundromat
is a good example of job creation based on industry development and supported by CHRD funding.
Services:
1) J ob Placement:
Work experience that provides
an opportunity to clearly understand career
options is a key role of job placement. It aims
to help our clientele to build experience/
work hours while developing a career path.
For teachers, construction workers, health
professionals and other jobs requiring
experience to work in Eeyou Istchee, job
placement presents a viable solution to work
integration, gaining experience and increasing
skills relevant to the industry.
2) J ob Creation:
Supporting new business
development and employment opportunities
that promote Cree labour force participation
through sustainable, long-term employment.
3) A pprenticeship:
For skilled trades, hours
are required to advance as a trade’s person.
Partnering with employers, CHRD funds
apprenticeship grants to assist newly trained
carpenters, welders, and other trades people
to integrate and gain experience.
4) C apacity Building:
Technology and job
requirements will change within the career of
many Cree workers. CHRD is available to offer
on-the-job training that provides retention and
‘keeping up to date’ with the requirements
of your job.
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Employment
Program Highlights
Employment Initiative
for Persons with Disabilities
INTRODUCTION
According to United Nations, more than 50-70% of people with
disabilities that live industrialized nations are unemployed.
The prevalence of disability in indigenous populations is
known to reach 35% in adults. Support is a real issue, and
as many as 44% are not within the labour force and 8% are
unemployed within Canada. This has resulted in disabled
persons facing considerable differences in their standard of
living and within aboriginal communities this is especially true.
Within Eeyou Istchee, Cree people face unique challenges
given the remoteness, the greater need for transport, and
the unique needs of clientele from community to community.
However, with average employment expected to be 65 within
the upcoming years disability is an important consideration for
our workers.
In order to understand the issues and needs as we plan for
the future, answering the question of what is the situation of
persons with disabilities is in our communities, is one of vital
importance.
THE NEED
The disability initiative was created to help persons
with disabilities find sustainable employment within the
territory. With as many as 35% of people within aboriginal
communities living with a disability or supporting someone
with a disability, there is a client source that exists
with diverse challenges when entering and maintaining
employment. These barriers within the Cree communities
have resulted in a disability clientele that has had challenges
maintaining work and require support from family to maintain
a quality of living. Furthered by the fact that disability
clientele remain one of the least represented demographics
of clientele within the CHRD’s services, a new and client
focused approach was required to create awareness and
inclusion for disabled people in Eeyou Istchee.
THE SOLUTION
THE CHALLENGE
Disability clientèle within our communities at times are
not aware of what services may be available to them
and consequentially, struggle through the process for
assistance. Beyond this, the needs of some clientele may
extend for some time and cover a broad range of mental
and physical impairments. In order to properly serve clients
that need support a clear assessment of their needs had
to be undertaken. This scenario, of nine communities
covering a broad territory, including various sectors
of employment driving community growth, required an
assessment. This would generate a clearer picture of where
resources, partnerships and services could be delivered to
create effective change in disability employment.
A disability coordinator was hired to implement an
employment initiatives for persons with disabilities.
Regional in its approach, the coordinator would be
responsible for:
1. Promoting public awareness
2. Meeting and assessing the needs of disabled clientele
3. Partnering with employers to find employment solutions
within communities
4. N etworking with health services and community entities
to outline the support structure available to clientele
5. Create an action plan based on the research gathered
during these tours
Wendall Nicholas was hired to undertake this responsibility
because of his extensive background within policy and
advocating the rights of first nations people with disabilities
on a national level. Joining the CHRD team on their
community tours during the late summer and early fall,
he began networking to understand community issues and
promote CHRD’s services. This was done with the hope of
creating a preliminary strategy to tackle disability issues
over the months following the community tour.
In addition to the services and expertise brought by
Wendall, youth role model and musician Matthew Iserhoff
was also invited to participate in community visits.
Matthew’s participation provided valued perspective as a
youth leader, musician and Cree role model. Furthermore,
Matthew Iserhoff’s understanding and awareness of
community issues both within the coastal and inland
communities, helped to create a strategic direction to
community visits. Lastly, understanding his own challenge
living with disabilities, he was able to speak with clients
from experience and encourage a proactive approach to
managing their disability.
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IMPLEMENTATION
The disability initiative, equipped with an understanding of
community issues began to seek out support from the Cree
Board of Health and Social Services, Community Bands,
and employers to develop employment solutions within the
communities. In conjunction, community members were
approached from all communities that were living with
disability to promote inclusion, support and to hear how
they felt programs could benefit them. The results of these
discussions were then provided during workshops that
allowed community members to see how their challenges
could be supported by a network of services from
community bands, health services, and CHRD.
The tours were completed with two workshops being held
in Chisasibi and Mistissini within the month of March.
All community members, employers and entities were
invited to be part of a discussion that outlined the
issues surrounding disability, programs to assist them
and partnerships that will be needed to dissolve barriers
for disabled persons. The discussions covered many
themes including :
1. Culture
2. Education
3. Health
4. The role of family
5. Technology
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These were passionate discussions that held the
perspectives of families that struggle to find a solution to a
clear problem. Above all, a clear desire to work a contribute
as community members was present with all who live with
and support those living with disabilities.
CONCLUSION
The information provided from the workshops and
community tours has given a greater understanding of the
needs of our disabled clientele. At this time, 2 disabled
clients have been accepted and are undertaking the ECN
Fibre Optics Training and more have been identified in each
community for employment programs. The success of this
program is the establishment of a dialogue and mutual
sense of action that is being committed to by community
members. Already, several projects have been proposed
that will provide work to more clientèle living with disability
and begin to create a more inclusive workforce within
Eeyou Istchee.
4. Youth
Introduction:
The CHRD offers a wide range of support for young people living in Eeyou Istchee. Employment programs exist for
students that are at school, returning from school during the summer, or out of school looking to build work experience.
In addition, providing career development services to those looking to establish early goals and a clear direction remains
a priority. Lastly, promoting careers, science and technology to young people allows outlets for young people to explore
new possibilities.
The work experience programs require close partnership between the CHRD and local entities, employers and
institutions. Many of the students working throughout the year and returning from Post-Secondary studies during the
summer have skills but require work experience to increase their employability. By working in collaboration to provide
early opportunities we are investing in a long term link to employment for young people establishing themselves within
the workforce.
Collectively, the youth programs provided program assistance to over 2400 young people. This is a positive contribution
to the capacity of our Cree youth. By working closely with our youth departments, schools and employers we can
continue to advance our youth towards sustainable employment in our region.
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Youth Program
Highlights
Wapikoni Mobile
INTRODUCTION
The Wapikoni Mobile is a travelling training studio that
offers audiovisual and music workshops to Native youth
in First Nation communities. Created by filmmaker Manon
Barbeau in 2004 and co-founded by the Atikamekw
Nation Council and the Quebec First Nation Youth Council,
the mobile studios have since reached over 3000 youth,
25 communities (including Mistissini, Chisasibi and
Oujé-Bougoumou) and 9 nations. Participants have
produced over 600 short films, 450 musical works and
have won 80 prestigious awards and honorable mentions!
THE PURPOSE
The purpose of our workshop is to allow First Nations youth
to express themselves on subjects that matter to them,
to develop their social, technical and artistic skills,
and share their voices and talent with their peers and
throughout the world. Through individual and collective
empowerment, the workshop also aims at improving the
social, educational and professional integration of these
youths within their community and society in general.
In addition to giving access to professional resources,
training and developing skills, this empowering project also
contribute to preserving, archiving and promoting Cree
language, culture and traditions.
THE METHOD
“Learning through creation”, an inherent approach of
Wapikoni mobile: transferring knowledge and know-how
through “hands-on” experience.
Using video and music as powerful learning and
communication tools.
THE WORKSHOP
In collaboration with the CHRD and the First Nations and
Inuit Youth Employment Strategy (AANDC), a Wapikoni
audiovisual and music training workshop was held in
Mistissini, from August 4th to 29th. The workshop
immersed participating youth in the context of a real
production and ran for a period of 4 weeks. Participants
were encouraged to develop a personal project on a
topic of their choice. They benefited from practical
training and explored the various technical aspects of
filmmaking (shooting, sound, editing, sound recording,
etc.). They learned how to master digital technologies
and were actively involved in every stage of the process.
Their training and progression were closely supervised
by 2 professional filmmakers, 1 youth worker, as well as
1 filmmaker assistant (Sheldon McGregor) and 1 local
coordinator (Allison Coon-Come) from Mistissini.
At the end of the workshop, participants presented their
works during a public screening, gathering 150 members
of the community (family, friends, elders, Band Council),
– a great moment of individual and collective pride!
This project allowed 25 youth to develop skills, acquire
technical knowledge and participate in the production of
5 short films and 3 musical works. This was the 4th
Wapikoni workshop in Mistissini.
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THE IMPACT
Our workshop reinforces participants’ confidence in their
capabilities, as well as their self-esteem, two fundamental
elements for success.
The project also develops their social and employability
skills, such as working with others, reading comprehension,
organizing ideas, writing, oral communication, decisionmaking, working in teams, etc. Many participants have
returned to school to complete their education and pursue
their career. The project also encourages the emergence
of positive leaders who, in turn, will inspire the others to
get involved in the community. They will become positive
figures and examples of success among their peers. In the
long run, many participants will become active citizens and
contribute to the enhancement of their economic situation,
as well as that of their families and communities.
Empowering Cree youth and reinforcing self-confidence with
creative and stimulating activities, our workshop has also
been recognized by many organization as preventing and
reducing suicide, drug and alcohol abuse, criminality, and
school dropouts.
The increasing number of positive testimonies and success
stories that add up during the years confirm the relevance
of our action and the positive impact of our workshops.
Read Allison’s story here.
FOR MORE INFORMATION
Explore our films and music: www.wapikoni.ca
Contact us at info@wapikoni.ca
514 276-9274
Find us on Facebook!
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Mission of the Child and
Family Services Department
We are the team that empowers Child and Family Services
Centres in Eeyou Istchee to enhance the quality of their
services, to develop their autonomy and to work efficiently.
We are part of a strong network that fosters our Cree values,
culture and language in the services that we provide for
children and families.
We are working together for the future of our children!
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Child and
Family Services
Message from the Director
It is with great pleasure that
I present the 2013-2014
report on the activities
and achievements of the
Child and Family Services
Department of the Cree
Nation Government (CNG).
First and foremost, my
team and I would like to
acknowledge all childcare
staff members who are truly
Kelly Pepabano
committed to improving
childcare services, and who form the backbone of our
network. Without this group of dedicated persons, we would
not be able to play such an important role in stimulating the
development of our young children.
I also want to seize this opportunity to recognize one
director whose work has been outstanding, our recipient
of the “Director of the Year” award for 2013: Wendy Moses
of the Wasèyapin Childcare Centre in Eastmain.
Wendy has been a director for 17 years now, a career she
started only two days after graduating from the Educators
in Native Childcare Services training program in January
1997. Wendy has been involved in providing quality
childcare services with her team for all this time, thanks
to the cooperation that she has established with her staff
and board of directors. Wendy, on behalf of all parents
and children in Eastmain as well as on behalf of your
colleagues throughout Eeyou Istchee, we thank
you for your dedication and commitment to early
childhood education!
As for our regional team, we would like to recognize
Pamela Norquay, who was this year named “Regional
Staff Member of the Year”. Pamela deserves this honour
because of her dedication to supporting the accounting
operations of childcare centres throughout the Cree
communities of Eeyou Istchee. This year, in addition to
her regional responsibilities, Pamela made an enormous
contribution to the negotiations regarding our new
agreement with the Québec Ministère de la Famille.
All childcare employees join me in thanking Pamela for her
hard work, and for helping to make this agreement a reality.
In other news regarding our personnel, our esteemed
colleague Wabigwan Polson left our team in October
of 2013 to explore new avenues in her career – she
is currently working as an instructor for the Educators’
program with the CEGEP de St-Félicien. She is greatly
missed, and we wish her all the best in her new role.
New Agreement with Québec
The highlight of our year has certainly been the negotiation
of a new agreement with the Provincial Government’s
Ministère de la Famille (MF), which was approved in
principle by the Grand Council of the Crees and the MF
Authorities in the summer of 2013. This new agreement,
which gives us the mandate to oversee and manage the
CNG’s obligations with regard to childcare services,
will allow us to significantly improve the working conditions
of childcare employees in all of our facilities.
The process of negotiating this agreement required the
commitment of many people, in addition to our internal
team at the Department. We owe many thanks to our
Grand Chief, Dr. Matthew Coon Come, who provided us with
the services of chief negotiator Abel Bosum, to the director
of Cree-Québec Relations Tina Petawabano, to our tireless
allies Lucie Bergeron and Josée Beaulac as well as to the
team led by David Heritage.
31
Other Programs Related to Child
and Family Services
In addition to regular childcare services, our Department
also manages other programs related to children and
families. These programs are made possible through
agreements, specifically the Health Canada agreement for
the Head Start and Maternal and Child Health Programs,
and the Service Canada/Cree Human Resources
Development agreement for the implementation of
the First Nations Childcare Initiative (FNCI).
Because of our ability to manage numerous programs at
the regional and local levels, our Cree childcare centres
continue to offer more integrated services than most
centres across Canada. They include childcare services,
Head Start programs and services dedicated to children
living with special needs.
One more element was added to our list of
responsibilities in 2013-2014: we have ensured the
implementation of a new agreement, this one between
the Cree Nation Government and the Québec Ministère
de l’Emploi et de la Solidarité sociale. Our work involved
developing guidelines and reviewing projects aimed at
alleviating poverty throughout Eeyou Istchee. Thanks to
the work of a Committee composed of the deputy grand
chief, the chair of the Cree School Board and the chair of
the Cree Board of Health and Social Services, we have
been able to assist Cree organizations in developing and
implementing six important projects, details of which are
provided in the next few pages.
All of these endeavours would not have been possible
without the support of our Cree leaders, who endorse
the work that we do to promote the development and
well-being of Cree children and families throughout
Eeyou Istchee. On behalf of all families in our Territory,
I wish to thank them.
Meegwetch.
32
Child and Family
Services Personnel
Our Department is based in Mistissini, with five
full-time employees working out of our main office.
One employee is based in Waskaganish, one works within
the Finance Division in Nemaska, while a final employee
worked in Chisasibi until October 2013. In 2013-2014,
we also continued to count on the support of a team
of professionals who coach our team in the areas of
management and finance.
Department team members continue to ensure that
childcare services are being provided by Cree personnel
in the Cree language, and use culturally-appropriate
tools. Our work also includes ensuring that the
childcare centres and Head Start programs reflect the
communities’ cultural values, beliefs and traditions.
One of the main roles of our regional team is to travel
to all the communities in order to provide technical and
professional support to staff and board members of the
nine Child and Family Services Centres.
At the end of 2013-2014, more than 350 Crees worked
in child and family services, most of them in permanent
full-time positions. More than half of the persons working
as educators now hold college-level diplomas.
Centres providing childcare services and Head Start
programs each hire one director who looks after
management (human resources, finance, materials,
administration, services). Directors are assisted by
coordinators for each facility, as well as by administrative
assistants. Each centre employs a number of educators
(including special needs educators and in some cases,
home visit educators). All centres also have cooks and
janitors on their regular staff. Finally, some centres have
pedagogical counsellors as well as coordinators for their
Head Start programs.
Implementation of
our Action Plan
For fiscal year 2013-2014, the activities of the Child and
Family Services Department have included the following.
Programs and Agreements
This year again, our Department channelled funds from
a number of programs and agreements to local childcare
centres, in order to support their operations. These
programs and agreements have a significant impact
on the economic vitality of our communities, as they
injected more than 18 million dollars into local services,
renovations projects and training programs.
•The Agreement respecting Childcare Centres between
the Government of Québec and the Cree Nation
Government, which was renegotiated this year, gives
us various responsibilities, including renewing childcare
centres’ permits, carrying out inspections, facilitating
the implementation of background inquiries for all staff
and board members of childcare centres, dealing with
local and regional complaints and providing technical
and professional support to the centres.
•The Cree Childcare Program is funded through an
agreement between the Cree Human Resources
Development Department (CHRD) and Service Canada.
This program allows local childcare centres to improve
the ratio of children to educators, thus enhancing the
quality of services.
•The Cree Head Start Program is funded by Health
Canada. Through this program, educators facilitate
educational activities within childcare facilities or through
home visits for families of children who do not attend
the childcare centres. Home visits are a great way to
introduce developmental activities for young children and
to help children and parents alike discover the joys of
‘learning through play’. Other activities offered through
the Head Start program included services for children
who have special needs, various stimulation activities for
children, parent-child playgroups, parenting workshops,
nutrition workshops, first aid training for parents and
various events to highlight the special bond that
connects the Cree communities with young children.
•The Maternal and Child Health Program is funded by
Health Canada. This program allows us to establish a
partnership with the Cree Board of Health and Social
Services of James Bay in order to facilitate the delivery
of health promotion services to children and families,
through the Â Mashkûpimâtsît Awash program.
•The Cree Alliance for Solidarity is funded through a twoyear agreement between the Cree Nation Government
and the Ministère de l’Emploi et de la Solidarité sociale.
Our Department has provided logistical services for the
implementation of this agreement in 2013-2014, and
will continue to do so in 2014-2015. The work of the
Cree Alliance for Solidarity consists in coordinating
services and funding projects that aim at alleviating
poverty throughout Eeyou Istchee. In 2013-2014,
the Cree Alliance Committee, composed of the deputy
grand chief, the chair of the Cree School Board and the
chair of the Cree Health Board, examined a total of 30
projects, 13 of which were accepted for funding. Out of
these projects, 6 started in 2013-2014, while 7 were
scheduled to start in fiscal year 2014-2015.
33
4. The Cree Child and Family Services Centres Association
has received funding to develop a series of 10 books:
3 for infants, 3 for toddlers and 4 for pre-schoolers,
to motivate Cree families to develop a habit of reading,
starting at a very young age. Reading in the early years
leads to better cognitive and language skills, better
retention of information in school, enhanced memory
and improved levels of concentration, all factors
that impact on school success, school retention and
outcome in life. Books are scheduled to be published
in 2014-2015, and their launch will be accompanied
by an awareness campaign.
Out of the successful projects, 4 were geared toward
child and family services, and are overseen by partners
in our child and family services network:
1. The Community Social Pediatrics project, based on
a model implemented successfully in Montreal by
Dr. Julien, allows a team of resources around the
Awash Estchees Childcare and Head Start Centre
in Whapmagoostui to create partnerships with the
clinic and social services. A paediatrician and a social
worker meet local young children and families and a
variety of community-based services are organised to
meet their needs.
2. The Waskaganish Apishtiawaash College initiative,
led by the Waaseskun Childcare and Family Services
Centre in collaboration with the Â Mashkûpimâtsît
Awash program at the clinic, is inspired from the
Harlem Children’s Zone Baby College in New York
City. The project promotes the healthy development
of young children, with an approach centering on
family involvement, through 9-week cycles of sessions
focusing on parent-child bonding, best parenting
practices as well as cognitive and early literacy skills.
3. The Wemindji Fly Families in Community project
was developed through a community development
process organised by the local Awash Program at
the Community Miyupimaatisiiun Centre in close
collaboration with the Kanawhymigoo Childcare
and Head Start Program and with local partners.
This project aims at supporting parents in their
most important responsibility, and involves 8-week
sessions where parents of children within a specific
age group (pre-K; K & grades 1 and 2, grades 3, 4
& 5; grade 6 and Sec. I) get together to explore their
roles as parents, and connect with one another to
build their own support networks.
34
TWO MORE CREE ALLIANCE PROJECTS
STARTED IN 2013-2014:
5. The Mistissini Youth Council held the Turtle Concepts
workshop in March 2013, to help build essential life
skills for youths 13-29 to succeed in school – such
as developing healthier lifestyles, overcoming fear,
developing persistence and resilience with respect to
goals and aspirations. Subjects also included drug
and alcohol abuse as well as suicide.
6. The Chisasibi Business Service Centre is working
on developing a community-based business that
will build and manage a vegetable greenhouse.
Funds from the Cree Alliance are being used to
conduct a feasibility study to look at technical
production details and business management issues.
The greenhouse should be built by the summer of
2015 (through other funding). The project also involves
the adaptation and implementation of a well-known
gardening animation program for childcare and
primary school children (A Treasure in my Garden).
The 7 other projects that received the approval of
the Cree Alliance for Solidarity Committee will be
implemented starting in 2014-2015.
Support to Childcare
Centres in the Nine
Cree Communities
•In 2013-2014, we continued to support the nine
existing child and family services centres’ boards of
directors, and facilitated training sessions for a number
of them as well. We assisted local boards in the
supervision of the operations of their childcare
programs and services.
•We provided technical and professional support to
all directors and staff members of the centres involved
in Childcare and Head Start programs, including
on matters dealing with legal aspects, building
maintenance, materials, human and financial
resources, training, educational activity programs,
promotion, general co-ordination of the centres
and assistance in problem-solving.
•We reviewed and analyzed childcare information from
various sources (governments, associations, agencies)
and distributed relevant documents and information to
childcare centres.
•We developed new tools and systems to assist
the directors in the supervision of all programs
and services.
•We also monitored regular maintenance needs and
services for our 16 childcare facilities to ensure that
they function to their best capacity.
Accessibility and
Affordability of Child
and Family Services
•At the end of fiscal year 2013-2014, there were
1,208 funded full-time childcare spaces available in
the nine communities through the $7.00/day program.
Free spaces were also available for children whose
parents are receiving social assistance benefits.
•With the Head Start program, families whose children do
not attend the childcare centres on a regular basis also
benefit from various services. The Head Start program is
designed to meet the needs of low-income families and
of families with children who have special needs.
Training and
Development
In order to promote the physical, intellectual, emotional,
social and spiritual development of children in the
context of Cree heritage and culture, it is important for
the Department to provide opportunities for training and
development for staff members and persons who wish
to pursue a career in early childhood development.
HERE IS AN OVERVIEW OF THE MEASURES
TAKEN IN 2013-2014:
•College-Level Training Programs
Each childcare centre is required to meet the provincial
Act and Regulations ratios, which stipulate that two out
of three educators working in childcare centres need to
be trained. In addition, numerous graduates from this
program also find employment in the Cree school and
Health systems.
On June 3, 2013, 20 students from the Cree Nation
of Waskaganish completed their certification with the
CEGEP de St-Félicien’s Educators in Native Childcare
Services training program. Congratulations to all
graduates who, thanks to their commitment and dedication
to the well-being and education of young children, have
earned their diplomas and are now recognized as qualified educators. Our thanks also go to the First Nation of
Waskaganish, which has sponsored a good portion of
the costs associated with this ENCS program.
The ENCS training program is still very much in demand
throughout Eeyou Istchee, as local needs for trained
educators in the communities are high. New programs
started in Waswanipi in April 2013 and in Wemindji in
October 2013, both with sizeable groups of students.
In addition, we started a new program for the Special
Needs Educators in Whapmagoostui in January of 2014.
The Waskaganish ENCS graduates and their instructor from CEGEP de St-Félicien, Corie Smith Druggett.
35
Much appreciation goes to CHRD and CEGEP de
St-Félicien, both of which are very generous in
supporting the delivery of these important programs
in Eeyou Istchee. We also need to thank the CEGEP
instructors, who are making an important contribution
by inspiring not only their students, but all childcare
workers to become true professionals.
•Directors of Cree Child and Family Services Centres
Directors of childcare centres participated in three
one-week training workshops throughout the year
– in Oujé-Bougoumou in August 2013, in Ottawa
in November 2013 and in Val-d’Or in March 2014.
These sessions are meant to enhance directors’
skills so that they may better meet the challenges
of their day-to-day responsibilities.
•Financial Administration and Bookkeeping
Our very efficient regional finance team continued to
travel throughout Eeyou Istchee to provide on-site
training and support to all administrative employees
in charge of the financial administration of childcare
centres. Our team also provided a regional training
session for all financial administrators regarding the
management of their annual budgets, in January 2014
in Val-d’Or. Team members also continued to prepare
the financial statements for the year-end audits, and
were heavily involved in the negotiations for the new
MF-CNG agreement on childcare services.
•Educational Program
For the first half of the fiscal year, our regional
pedagogical and Head Start advisor continued to
provide ongoing training and facilitation of various
workshops for all educators on the educational program
which is implemented in all playrooms. In cooperation
with the regional special needs advisor, she also
organized a one-week training session in Montreal
for pedagogical counsellors, coordinators and special
needs educators, focusing on monitoring behaviours
and the referral process with partner organizations.
•Special Needs Program
Our regional special needs advisor also made regular
visits to the childcare centres and supported the
educators who foster the development of children
who have special needs. She also participated and
collaborated with the Regional Special Needs Advisory
Committee, along with representatives from both the
Cree Health Board and the Cree School Board.
•First Aid and Injury Prevention Courses
In order to ensure that all staff members remain
certified in First Aid and CPR, courses with a focus
on children were provided to childcare and Head Start
educators as well as to parents in each of the
communities.
36
Liaison
•We planned and coordinated three regional meetings
and workshops as well as held monthly meetings via
teleconference with members of the Cree Child and
Family Services Centres Association. The Association
represents a means for local Child and Family Services
Centres to cooperate on issues of common interest
including the renewal of the collective agreement in
two unionized childcare centres. The Association also
spearheads the development of culturally-appropriate
resources for young children such as The Singing and
Learning Adventures of Neebin & Waabin in 2012,
and is now working on a series of books through
Cree Alliance for Solidarity funding.
•We acted as liaison with other First Nations and
organisations on childcare matters and issues,
and ensured concerted and informed actions.
•We continued to network and build strong partnerships
between the CNG, local Cree Nation Administration
offices, the Cree Board of Health and Social Services,
CMCs, the Cree School Board, schools as well as the
Provincial and Federal Governments to provide
inclusive, comprehensive and flexible childcare
programs for Cree children, including children living
with special needs.
Our challenges
for 2014-2015
1. Implement the new budget rules associated with our
new Agreement with the Province of Québec regarding
funding programs and powers.
2. C ontinue to provide professional and technical
support to all local child and family service centres in
all areas of operations, as well as in the maintenance
of their facilities with the goal of empowering and
building a strong network of childcare management
leaders and professionals.
3. Continue to support and monitor the progress of the
Head Start programs as well as of projects funded
under the Cree Alliance for Solidarity.
4. Develop a new facility for the Kanawhymigoo
Childcare and Head Start Program in Wemindji,
so that more families may benefit from services.
5. Continue to deliver the Cegep training programs
Educators in Native Childcare Services and Special
Needs Education - Aboriginal and Inuit Children in
the communities that require these.
6. Collaborate in applying the collective agreements
within the unionized childcare centres.
7. Continue to cooperate with the Cree Board of Health
and Social Services in the harmonization of services
aimed at families and young children of Eeyou
Istchee.
8. Continue to work with the Cree School Board and the
Cree Board of Health and Social Services to support
the implementation of the Cree Alliance for Solidarity,
to alleviate poverty in Eeyou Istchee.
Our network of services, 2013-2014
FACILITIES
CREE REGIONAL AUTHORITY
CHILD AND FAMILY SERVICES
DEPARTMENT
CREE CHILD AND
FAMILY SERVICES
CENTRES ASSOCIATION
Composed of all 9 Child &
Family Services Directors
CHILDREN
AT FACILITIES
SERVICES
Awash Estchees
Childcare Centre
Whapmagoostui
1
80
Head Start Program
Anjabowa Child and
Family Services Centre
Chisasibi
3
80 each
Head Start Program
Kanawhymigoo
Childcare Centre
Wemindji
2
65 & 45
Head Start Program
Waseyapin
Childcare Centre
Eastmain
1
80
Head Start Program
and Band Council
Waaseskun Child and
Family Services Centre
Waskaganish
2
80 each
Head Start Program
She She Guin
Childcare Centre
Nemaska
1
68
Head Start Program
and Band Council
Awash Shiishiikunkamik
Childcare Centre
Waswanipi
2
80 each
Head Start Program
Waspshooyan
Childcare Centre
Oujé-Bougoumou
1
70
Head Start Program
Awash Child and
Family Service Centre
Mistissini
3
80 each
Head Start Program
37
CHRD Program
Section Summary
Report
FISCAL YEAR 2013-14
Projects and Participant Training
Interventions /All CHRD Programs
In collaboration with Cree nation authorities, institutions and employers, the CHRD continues promoting
partnerships creating employment opportunities throughout the Eeyou Istchee. The department maintain its
focus on helping individuals prepare for, find and keep employment through its programs it delivered throughout
the Territory.
CHRD received several project submissions in 2013-14. A total of 210 projects receiving support from CHRD,
carried out training activities throughout the communities and territory during the fiscal year. There were more
than 4,600 participant interventions in these projects.
38
CHRD Projects and Participant Interventions
By Program In Fiscal Year 2013-14
NUMBER OF PROJECTS
PARTICIPANT INTERVENTIONS
Employment Training
21
130
In-house Pre-placement
20
221
Employment Integration
5
120
New Enterprises
8
11
Delivery Assistance
1
22
Youth Territorial
3
309
58
813
Institutional Training
26
427
On-the-job Training
16
60
Labour Market Integration
1
1
Targeted Wage Subsidies
27
157
Self-employment Assistance
4
7
Delivery Assistance
1
9
Employment Assistance Serv.
1
87
Special Programs / Disability
1
150
77
898
Summer Student Program
10
166
Work Experience
14
94
TOTAL
24
260
Summer Student Program
5
123
Cooperative Education
5
1496
Science and Technology
3
475
Work Experience
9
58
TOTAL
22
2152
SPF MINING
25
505
TOTAL
25
505
SPF ECN
4
25
TOTAL
4
25
210
4653
TERRITORIAL PROGRAMS
TOTAL
COMMUNITY-BASED PROGRAMS
TOTAL
HRSDC YOUTH PROGRAMS
INAC YOUTH PROGRAMS
ALL PROGRAMS
Note: Projects with employment and training activities in the fiscal year based on the contract dates.
39
2013-14 CHRD Employment and Training Programs
Projects And Participant Interventions By Community
TERRITORIAL
Total of
Projects
Part.
Chisasibi
6
Eastmain
2
Mistissini
COMMUNITYBASED
HRSDC
YOUTH
INAC
YOUTH
SPF
MINING
SPF
ECN
ALL
PROGRAMS
Total of
Projects
Part.
Total of
Projects
Part.
Total of
Projects
Part.
Total of
Projects
Part.
Total of
Projects
Part.
Total of
Projects
Part.
101
9
72
3
65
4
743
4
95
1
5
27
1081
13
10
95
1
23
1
71
1
6
2
15
210
23
405
10
253
7
58
5
411
7
208
4
53
1339
Nemaska
4
27
4
25
1
9
1
216
1
16
2
11
295
Ouje-Bougoumou
4
29
11
77
3
10
4
103
1
6
1
23
226
Waskaganish
3
34
8
79
3
43
2
221
3
50
1
1
20
428
Waswanipi
6
63
16
195
3
40
2
192
3
30
1
2
31
522
Wemindji
9
133
2
36
2
8
2
130
4
88
4
19
399
Whapmagoostui
1
8
7
66
1
4
1
65
1
6
4
11
153
TOTAL
58
813
77
898
24
260
22
2152
25
505
25
210
4653
COMMUNITY
1
4
Note: Projects with employment and training activities in the fiscal year based on the contract dates. Regional and territorial
projects are distributed by community.
PROJECTS BY PROGRAM TYPE
25
4
Community-Based Programs
HRSDC Youth Programs
22
77
Territorial Programs
INAC Youth Programs
SPF Mining
SPF ECN
58
24
PARTICIPANT INTERVENTIONS BY PROGRAM TYPE
505
25
Community-Based Programs
898
HRSDC Youth Programs
Territorial Programs
260
INAC Youth Programs
SPF Mining
2152
40
813
SPF ECN
TERRITORIAL PROGRAMS DISTRIBUTION
OF PROJECTS BY INDUSTRIAL SECTOR
Transport
15%
Construction
28%
Tourism
17%
Telecom
2%
Sales &
Services
8%
Forestry
17%
Mining
13%
TPI PARTICIPANTS BY COMMUNITY
Whapmagoostui
1%
12% Chisasibi
Wemindji 16%
2% Eastmain
Waswanipi 8%
CBP PARTICIPANTS BY COMMUNITY
Whapmagoostui
8% Chisasibi
7%
Wemindji 4%
11% Eastmain
Waswanipi 22%
Waskaganish 4%
Oujé-Bougoumou 4%
28% Mistissini
Nemaska 3%
50%
Mistissini
Waskaganish 9%
Oujé-Bougoumou 8%
3% Nemaska
41
TPI PARTICIPANTS BY AGE
50 and More
9%
CBP BY AGE
Under 20
1%
50 and More Under 20
7%
5%
40–49 Years
12%
40–49 Years
19%
20–29 Years
36%
30–39 Years
26%
20–29 Years
50%
30–39 Years
35%
TPI PARTICIPANTS
BY LEVEL OF EDUCATION
College Diploma
2%
1% University
Some College 6%
Trade Certificate 5%
28%
Less than grade 9
20%
Sec. 5 Graduate
College Diploma
4% 2% University
Some College 6%
Trade Certificate 2%
24%
Less than grade 9
25%
Sec. 5 Graduate
38%
Grade 9 or more without Sec. 5
42
CBP PARTICIPANTS
BY LEVEL OF EDUCATION
37%
Grade 9 or more without Sec. 5
PARTICIPANTS’ POST-TRAINING RESULTS
IN TPI PROGRAMS
PARTICIPANTS’ POST-TRAINING RESULTS
IN CBP PROGRAMS
At School
15%
At School
14%
Unemployed
28%
Continuing Same
Program
15%
In Another Program
1%
Employed Seasonal
4%
In Another Program
4%
Employed Seasonal
2%
Employed
38%
DISTRIBUTION BY GENDER
OF TPI PARTICIPANTS WITH
TRAINING ACTIVITIES
Employed
37%
DISTRIBUTION BY GENDER
OF CBP PARTICIPANTS WITH
TRAINING ACTIVITIES
Females
21%
Males
79%
Continuing Same
Program
8%
Unemployed
34%
Females
54%
Males
46%
43
Financial
Information
44
Cree Nation Government
Cree Human Resources
Development Fund
Financial Information
March 31, 2014
Independant Auditor's Report
2-3
Financial Information
Operations and Fund Balance
4
Notes to Financial Information
5-6
Schedules
7 - 11
45
Independent Auditor's Report
To Human Resources and Skills Development Canada
Raymond Chabot Grant Thornton LLP
Place du Québec
888 3rd Avenue
Val-d'Or, Quebec J9P 5E6
Telephone: 819-825-6226
Fax: 819-825-1461
www.rcgt.com
We have audited the statements of operations and fund balance for the portion
related to funding received from Human Resources and Skills Development
Canada, of Cree Human Resources Development Fund of Cree Nation
Government, for the year ended March 31, 2014, and a summary of significant
accounting policies and other explanatory information. These financial
informations have been prepared by management as required under the terms of
contribution agreements concluded between Human Resources and Skills
Development Canada and Cree Human Resources Development Fund of Cree
Nation Government.
Management's responsibility for the financial statements
Management is responsible for the preparation and fair presentation of these
financial statements in accordance with the terms of the contribution agreements
concluded with Human Resources and Skills Development Canada, and for such
internal control as management determines is necessary to enable the preparation
of financial statements that are free from material misstatement, whether due to
fraud or error.
Auditor's responsibility
Our responsibility is to express an opinion on these financial statements based on
our audit. We conducted our audit in accordance with Canadian generally
accepted auditing standards. Those standards require that we comply with ethical
requirements and plan and perform the audit to obtain reasonable assurance
about whether the financial statements are free from material misstatement.
Member of Grant Thornton International Ltd
46
3
An audit involves performing procedures to obtain audit evidence about the
amounts and disclosures in the financial statements. The procedures selected
depend on the auditor's judgment, including the assessment of the risks of
material misstatement of the financial statements, whether due to fraud or error. In
making those risk assessments, the auditor considers internal control relevant to
the entity's preparation and fair presentation of the financial statements in order to
design audit procedures that are appropriate in the circumstances, but not for the
purpose of expressing an opinion on the effectiveness of the entity's internal
control. An audit also includes evaluating the appropriateness of accounting
policies used and the reasonableness of accounting estimates made by
management, as well as evaluating the overall presentation of the financial
statements.
We believe that the audit evidence we have obtained is sufficient and appropriate
to provide a basis for our audit opinion.
Opinion
In our opinion, these financial informations present fairly, in all material respects,
the result of its operation for the portion related to funding received from Human
Resources and Skills Development Canada for the year ended March 31, 2014 in
accordance with the terms of contribution agreements concluded between Human
Resources and Skills Development Canada and Cree Human Resources
Development Fund of Cree Nation Government.
1
Val-d'Or
July 29, 2014
___________________________________
1
CPA auditor, CA public accountancy permit no. A116128
47
4
Cree Human Resources Development Fund
Operations and Fund Balance
Year ended March 31, 2014
Revenue
Government of Canada (Human Resources and Skills
Development Canada ''HRSDC'')
Community Based Human Resources Development Initiative
Funds
Service Delivery Initiative Fund
Community Based Employment Insurance Initiative Funds
Disabled Fund
Skills and Partnership Fund
2014
$
2013
$
4,516,461
798,073
1,387,635
59,338
919,621
4,831,267
798,073
1,387,635
59,338
1,053,825
Reimbursement from sponsors
7,681,128
60,454
8,130,138
88,480
7,741,582
8,218,618
4,576,915
798,073
1,387,635
59,338
919,621
4,919,747
798,073
1,387,635
59,338
1,053,825
7,741,582
8,218,618
Expenditures
Community Based Human Resources Development Initiative
Programs
Service Delivery Initiative Expenditures
Community Based Employment Insurance Initiative Programs
Disabled Expenditures
Skills and Partnership Fund
Excess of revenues over expenditures and fund balance, end of
year
The accompanying notes are an integral part of the financial statements.
48
-
-
Notes to Financial Information
5
March 31, 2014
1 - GOVERNING STATUTES AND NATURE OF OPERATIONS
The Cree Regional Authority (CRA) was incorporated as a public corporation by a special act of the
Québec National Assembly on June 28, 1978. In January 2014 this special act was amended to
replace the name CRA by Cree Nation Government (CNG). The CNG is a body established in the
public interest and a non-profit corporation without share capital and without pecuniary gain to its
members. Its activities involve the provision of various support services to the Cree communities and
the management of various projects and programs which are undertaken for the benefit of the Cree
Nation.
The present financial information is drawn from the financial statements of CNG as at March 31, 2014,
on which we have expressed an unqualified opinion and refer only to the Cree Human Resources
Development Fund, for the portion of its activities funded by Human Resources and Skills Development
Canada.
The CNG established the ''Cree Human Resources Development Fund'' to manage the agreement
between her Majesty The Queen in Right of Canada (Minister of Human Resources and Skills
Development) and the CNG. This agreement expired on March 31, 2010 and was renewed, until March
31, 2015.
2 - SIGNIFICANT ACCOUNTING POLICIES AND GENERAL ACCOUNTING PRACTICE
Use of estimates
The preparation of financial statements in conformity with Canadian public sector accounting standards
requires management to make estimates and assumptions that affect the reported amount of assets
and liabilities, the disclosure of contingent assets and liabilities at the date of the financial statements
and the reported amounts of revenue and expenses during the reported period. On a regular basis and
with the information available, management reviews its estimates, induding, but not limited to, the
measurement of allowance for doubtful accounts, provisions and contengencies. Actual results could
differ from these estimates. Adjustments are made to income as appropriate in the year they become
known.
Revenue recognition
Revenues are recognized in the period in which the transactions or events occured that gave rise to
the revenues. All revenues are recorded on an accrual basis, except when the accruals cannot be6
determined with a reasonable degree of certainty or when their estimation is impracticable.
Government transfers are recognized as revenue when the transfer is authorized and any eligibility
criteria are met except to the extent that transfer stipulations give rise to an obligation that meets the
Notes to
Information
definition
of aFinancial
liability. Transfers
are recognized as deferred revenue when the transfer stipulations give
March
2014 Transfer revenue is recognized in the statement of operations as the stipulation
rise
to 31,
a liability.
liabilities are settled.
3 - FINANCIAL COMMITMENTS
By resolutions, the Cree Human Resources Development Fund has been commited for an amount of
approximately $ 1,104,000 as program expenditures related with funding received from Human
Resources and Skills Development Canada.
49
7
Schedule A
2014
$
SERVICE DELIVERY INITIATIVE EXPENDITURES
CREE NATION GOVERNMENT
Salaries and benefits
Meals, lodging and travel
Training and development expenses
Professional fees and expenses
2013
$
707,792
26,886
2,284
61,111
707,792
29,758
11,378
49,145
798,073
798,073
The amount of $ 90,281 from Capacity Building program is included in the total amount of $798,073.
CreeNation
Human
Resources Development Fund
Cree
Government
Cree
HumanB
Resources Development Fund
Schedule
Schedule
RevenueB
Revenue
Community Community
Based Human
Based Human
Resources Resources
Service
Dev. Initiative
Delivery
Dev. Initiative
Funds
Initiative Fund
$
REVENUE
REVENUE
Contribution of 2013-2014
Government
of
Canada
(Human
Contribution
2013-2014
Resources of
and
Skills Development
4,745,867
Government
Canada
(Human
Canada
- ''HRSDC'') of
Resources and Skills
Canada - ''HRSDC'')
Reimbursement
from sponsors
Development
4,745,867
Amounts carried over and transfered to 20142015
Funds $
$
Initiative Fund
$
$
Community
Based E.I.
Disabled Fund
Initiative Funds
Skills and
Partnership
Fund
$
$
Skills
Partner
TOTAL
F
Disabled
$ Fund
$
$
798,073
1,387,635
59,338
919,621
7,910,534
798,073
1,387,635
59,338
919,621
7,910,534
60,454 4,745,867
(229,406)4,745,867
60,454
4,576,915
798,073
Amounts carried over and transfered to 2014(229,406)
2015
4,576,915
50
Community
Service
Based E.I.
Delivery
Initiative Funds
798,073
1,387,635
798,073
1,387,635
1,387,635
59,338
798,073
1,387,635
59,338 60,454 919,6
59,338(229,406) 919,6
919,621
7,741,582
59,338
919,6
51
331,963
331,963
331,963
2,574,561
60,454
2,635,015
$
Youth Initiative
Fund
2,803,967
(229,406)
$
Consolidated
Revenue Fund
Contribution of 2013-2014
Amount carried over and transfered to 2014-2015
Government of Canada (Human Resources and Skills Development
Canada - "HRSDC")
REVENUE
$
Childcare
Initiatives
1,609,937
1,609,937
1,609,937
Schedule B
Revenue - Community Based Human Resources Development Initiative Funds
4,576,915
4,516,461
60,454
4,745,867
(229,406)
$
TOTAL
9
10
Schedule C
Financial commitments
Cree Nation Youth Council - Youth
Work Experience
Cree Nation of Chisasibi - Youth Work
Experience Program
Waskaganish First Nation - Youth
Work Experience Program
Cree Nation of Ouje-Bougoumou Student Employment Program
Cree Nation of Chisasibi - Student
Employment Program
Cree Nation of Mistissini - Youth Work
Experience Program
CNG - Child & ENCS training in
Waswanipi
Cree Nation of Chisasibi - New
Positions - Heritage & Cultural
Center
Cree Nation of Eastmain - Life Guard
/ Pool Technocians
Whapmagoostui
First
Nation
Creation of Employment - Sports
A & E MacLeod Services - Creation of
20 New Positions
Waswanipi Grocery Store - Creation
of 2 New Positions
CNG - DESD Aboriginal
Whapmagoostui First Nation - Cultural
Association
CNG - ENCS program in Wemindji
Cree First Nation of Waswanipi Community Action Program
CHRD - Workshop and Information
Sessions
Aanischaaukamikw Cultural Institute Aboriginal Training Program
CNG/GCCEI
Roundtable
on
Capacity Building
Nemaska Development Corporation Job Creation - Groc. & Hardware
Richard Mark's Garage - Start up
Business
Chisasibi Business Service - Assistant
Financial Controller
Balance carried forward
52
Agreement
number
Approved
disbursements
Amount
disbursed
Amount to be
disbursed
17246
42,000
21,000
21,000
18225
67,394
67,072
322
18228
41,920
13,303
28,617
18243
4,459
850
3,609
18244
15,782
13,750
2,032
18245
86,554
58,336
28,218
24511
72,500
24521
72,800
58,810
13,990
24525
121,850
93,182
28,668
24530
48,020
22,137
25,883
24531
218,800
119,972
98,828
24534
24536
29,120
93,026
10,637
83,724
18,483
9,302
24543
24557
68,250
261,478
72,127
68,250
189,351
24558
113,750
92,521
21,229
24559
90,000
75,948
14,052
24561
10,560
9,390
1,170
24564
100,000
100,000
24566
80,004
80,004
24570
81,796
81,796
24575
18,764
4,763
14,001
1,738,827
817,522
921,305
$
$
$
72,500
11
Schedule C
Financial commitments
Balance brought forward
Ouje-Bougoumou Eenouch - Youth
Special Projects
J & C Proshop - Start up Business
Aanischaaukamikw Cultural Institute Secretary and Tour Guide
Aanischaaukamikw Cultural Institute Training for 3 Employees
Whapmagoostui
First
Nation
Janitorial Training
Karen's Depanneur Video - Creation
of 3 New Positions
Cree First Nation of Waswanipi Administrative Assistant
Cree Nation of Eastmain - Assistant
Office Worker
Nemaska Development Corporation Job Creation - Post office / Mail
Agreement
number
Approved
disbursements
Amount
disbursed
Amount to be
disbursed
24577
24581
16,835
50,904
19,312
16,835
31,592
24582
31,595
15,798
15,797
24584
62,750
28,833
33,917
24585
19,170
1,076
18,094
24587
33,670
24592
12,478
24594
13,650
24595
$
1,738,827
$
817,522
33,670
4,562
7,916
13,650
10,920
1,990,799
$
921,305
10,920
887,103
1,103,696
53
CHRD Directory
Extension
Name
Title
E-mail
Mistissini Coordination Office 32 Amisk Street, Mistissini, Quebec, G0W 1C0 / Tel: (418) 923-2525/3285 Fax: (418) 923-2111 324
328
322
325
326
327
329
252
321
770-3584
770-3636
770-3574
323
243
330
Louisa Saganash
Denise Brown
Michael Petawabano
Abel J. Trapper
Vacant
Benjamin Loon
Anna Trapper
Stephen Forward
Blazo Voyageur
Daniel Bland
Tammy Reeves
Bella Petawabano
Brendan Forward
Christiane Michaud
Jennifer Longchap
Conference Room
Director of CHRD
Coordinator of Programs and Services
Coordinator of Territorial Programs
Sectoral Officer–Mining & Construction
Sectoral Officer–Telecom & Transport
Sectoral Officer–Forestry & Tourism
Financial Program Officer–TPI
Coordinator Eeyou Mining skills & Enhancement Project
Program Coordinator Eeyou Communications Network
EMSEP, Essential Skills Lead Instructor
EMSEP, Essential Skills Instructor
Liaison Officer
Marketing & Communications Officer
Administrative Assistant
General Secretary
louisa@chrd.ca
dbrown@chrd.ca
michaelp@chrd.ca
abel.trapper@chrd.ca
benjamin@chrd.ca
annatrapper@chrd.ca
stephen@chrd.ca
blazo@chrd.ca
daniel.bland@chrd.ca
tammy.reeves@chrd.ca
bella@chrd.ca
brendan@chrd.ca
christiane@chrd.ca
jennifer@chrd.ca
Mistissini Inland Office 32 Amisk Street, Mistissini, Quebec, G0W 1C0 / Tel: (418) 923-2525/3285 Fax: (418) 923-3243 222
225
226
224
229
223
221
231
Deborah Loon
Bella Trapper
Catherine Quinn
Pauline Etapp
Deanna Mianscum
Norman Blacksmith
Nadia P. Blacksmith
Courtesy Phone
Program Officer (Inland)
Financial Program Officer – CBP
Youth Program Officer
Career Councillor (Inland)
Cree Employment Officer
Receptionist/Secretary
dloon@chrd.ca
bella.trapper@chrd.ca
catherine.quinn@chrd.ca
petapp@chrd.ca
deanna.mianscum@chrd.ca
normanb@chrd.ca
nadia@chrd.ca
CRA Finance Office 2 Lakeshore Road, Nemaska, Quebec, JOY 3B0 / Tel: (819) 673-2600 Fax: (819) 673-2266 340
228
264
Thomas Blackned
Daisy Wiestchee
Frances Edwards
Coordinator of Finance
Junior Accounting Clerk/ E.I. & Allowance Payment Officer
Payroll CHRD
thomas@chrd.ca
dwiestchee@financecra.ca
fedwards@financecra.ca
Chisasibi Office 457 Wolverine Road, Chisasibi, Quebec, J0M 1E0 / Tel: (819) 855-2675 Fax: (819) 855-2683 5801
5803
5802
5800
Alice Nuktie
Bernice Sam
Martha Matthew
Annette Chiskamish
Program Officer (Coastal)
Receptionist/Secretary
alice@chrd.ca
bernice@chrd.ca
martha@chrd.ca
annette@chrd.ca
Whapmagoostui Office 414 Whapmakw Street P.O. Box 599, Whapmagoostui, Quebec, JOM 1G0 / Tel: (819) 929-3959 Fax: (819) 929-3470 Patricia Kawapit
Interim Cree Employment Officer
patricia@chrd.ca
Waswanipi Office 1 Chief Louis Gull, Cree Nation of Waswanipi, Waswanipi, Quebec, JOY 3C0 / Tel: (819) 753-2025 Fax: (819) 753-2026 Henry Dixon
henryd@chrd.ca
Oujé-Bougoumou Office 207 Opemiska Meskino, Oujé-Bougoumou, Quebec, GOW 3C0 / Tel: (418) 745-2070 Fax: (418) 745-2071 Judy Capissisit
judy@chrd.ca
Wemindji Office 16 Beaver Road, Wemindji, Quebec, JOM 1L0 / Tel: (819) 978-3101 Fax: (819) 978-3103
Christina Gilpin
Vacant
Joey Georgekish
Career Counsellor (Coastal) (819) 978-0319/0324
EMSEP, Essential Skills Instructor (819) 775-2272
cgilpin@chrd.ca
joey@chrd.ca
Eastmain Office 76 Nouchimi, Eastmain, Quebec, JOM 1W0 / Tel: (819) 977-2501 Fax: (819) 977-2503
Demerise Mayappo
demerise@chrd.ca
Nemaska Office 1 Lakeshore Road, Nemaska, Quebec, JOY 3B0 / Tel: (819) 673-2001 Fax: (819) 673-2003
Sandra Lacroix
sandra@chrd.ca
Waskaganish Office P.O. Box 60, Waskaganish, Quebec, JOM 1R0 / Tel: (819) 895-8501 Fax: (819) 895-8503
Virginia Blackned
54
virginia@chrd.ca

Training by Demand

Transcription

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