Workforce Connex - Aboriginal Human Resource Council

WorkforceConnexRegional ReportBritish Columbia Forum: Building StrongPrivate Sector and Aboriginal PartnershipsMay 10-11, 2006Vancouver, British Columbia

AcknowledgementThe Aboriginal Human Resource Development Council of Canada would like toacknowledge and thank members of the British Columbia regional planning committee whodedicated their time and talent to help make the British Columbia Workforce Connex forum asuccessful event.British Columbia Workforce Connex Planning Committee• Hazel Burns, Métis Nation British Columbia• Malonie Langthorne, Métis Nation British Columbia• Angela Mojak, First Nations Employment Society• Clarence Nyce, Skeena Native Development Society• Bruce Parisian, Victoria Native Friendship Centre• Jack Cook, British Columbia Aboriginal Human Resource Development Society(BCAHRDS)• Audrey Sam, North East Native Advancing Society• John Webster, Co-chair British Columbia Aboriginal Workforce Strategy (BCAWS)and Aboriginal Community Career Employment Services Society (ACCESS)• Marlane Christensen, British Columbia Ferry Services Inc.• Donald Johnson, British Columbia First Nations Committee• Manley McLachlan, British Columbia Construction Association• Gail Murray, RBC Royal Bank

• Rod O’Connell, Vancouver Island Health Authority• Wendy Cheney, Service Canada• John Clarkson, Service Canada• Carrie Dusterhoft, Ministry of Aboriginal Relations and Reconciliation, Province of British Columbia• Brian George, Indian and Northern Affairs Canada• Tim Low, Indian and Northern Affairs Canada• Steve Reid, Ministry of Employment and Income Assistance, Province of British Columbia• Priscilla Sabbas, Ministry of Aboriginal Relations and Reconciliation, Province of British Columbia• Michael Sadler, British Columbia Aboriginal Human Development Society (BCAHRDS)• Nadine Hoehne, British Columbia Aboriginal Workforce Strategy (BCAWS)• Susan Mussell, Service Canada• Francesca de Bastiani, Service Canada• Gerry Kowalenko, Service Canada• Rod Cunningham, Service Canada• Alison Olney, Service CanadaThe national Workforce Connex forum series is administered by the Aboriginal Human ResourceDevelopment Council of Canada through funding provided by the Sector Council Program, HumanResources and Social Development Canada.Published: July 2006

TABLE OF CONTENTSPresident/CEOAboriginal Human Resource Development Council of Canada . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Forward . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Synopsis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Forum Discussion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Part 1: Presentations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Part 2: Sectoral Perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Part 3: Geographical Perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Commitments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Overview of the National Trades Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Appendix 1: Forum Agenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Appendix 2: Attendance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20Appendix 3: Evaluation Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28Appendix 4: Glossary of Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

Message CEO/PresidentAboriginal Human Resource Development Council of CanadaKELLY LENDSAYJuly 2006Dear Workforce Connex participant,It is my pleasure to present the outcomes of the third forum in the national Workforce Connex series,which was held in Vancouver, British Columbia on May 10-11, 2006.The concept behind Workforce Connex came to life when the Honourable Claudette Bradshaw, formerMinister of State (Human Resources Development), undertook a series of roundtables with stakeholdersacross the country in 2005. The principal purpose of the tour was to bring together Aboriginal HumanResource Development Agreement holders (AHRDAs), private sector and other key stakeholders to discussbetter collaborations in Aboriginal labour force development.Throughout this process the council emphasized the importance of collaboration, coordination andcommunication. To achieve results, the potential partners; government, the private sector, communitygroups and Aboriginal people, have to be committed to implement sustainable partnership strategies.It was rewarding to see this vision unfold through active discussion among all participating stakeholdergroups at the British Columbia forum. Participants were engaged in discussion and motivated to breakdown barriers and find solutions to resolve the current training, recruitment and retention issues ofAboriginal peoples.It is now critical for the British Columbia Workforce Connex participants to continue dialogue and buildstrong and sustainable partnerships that will encourage and provide training and jobs for Aboriginalpeople in British Columbia.The Aboriginal Human Resource Development Council of Canada (AHRDCC) will continue its work tofacilitate discussion among trades and apprenticeship stakeholders to help build a skilled Aboriginalworkforce that feeds the growing need of Canada’s Aboriginal people and economy.We would like to thank you, the participant, for your involvement in Workforce Connex British Columbia.The council looks forward to your continued involvement and added value in this multi-dimensionalpartnership initiative. Your role is critical!Sincerely,Kelly LendsayPresident/CEOAboriginal Human Resource Development Council of Canada2

Executive SummaryForewordThis report is a summary of findings from theBritish Columbia Workforce Connex forumthat was held on May 10-11, 2006 as partof national forum series. The findings outlinedin this report are representative of the BritishColumbia participants and have not beenaltered or analyzed in any way.This summary is focused on the inputparticipants shared during interactive roundtableand plenary discussions. The findings will serveas a starting point for the development of newprivate sector/Aboriginal employment centrepartnerships in the British Columbia region, andfor the development of the region’s go-forwardaction plans.The “AS SAID” reports from across the countrywill be analyzed for trends that will be capturedin a comprehensive and integrated nationalreport that will be used to shape initiatives inthe Aboriginal Human Resource DevelopmentCouncil of Canada’s (AHRDCC) nationalAboriginal trades and apprenticeship strategy.SynopsisWorkforce Connex is a national forum seriesthat has been designed to increase Aboriginalparticipation in targeted trades employmentand apprenticeship programs. The intent is forthe forums to create, strengthen and leverageregional partnerships and collaborativenetworks that offer resolve to Aboriginalemployment training, recruitment andretention issues.On May 10-11, 2006, a group of committedstakeholders representing private sectoremployers, Aboriginal Human ResourceDevelopment Agreement holders (AHRDAs),government and educators convened at theBritish Columbia Workforce Connex forumto discuss ideas and commitments that willincrease Aboriginal participation in trades andapprenticeship in the British Columbia region.The discussion occurred in stages:Part 1: Presentations: a number ofpresentations were made to providethe participants with context fortheir discussions.3

Part 2: Sectoral Perspective: This sessionallowed participants to discuss thevarious issues in relation to Aboriginalemployment within a single sector.The four sectors chosen for thisdiscussion were service, resourcepublic and construction.Part 3: Geographical Perspective:This session allowed participants todiscuss issues being experiencedwithin a specific geographical areafrom a cross-sectoral perspective. Thegeographic regions discussed werethe Central/South Interior, VancouverIsland/Central Coast, Lower Mainland/Sunshine Coast and NorthernBritish Columbia.Part 4: Go Forward Commitments: Foreach of the four geographical regions,participants built a list of commitmentsto ensure the value of the two-dayforum would extend into actions andlong-term partnerships.Through the facilitation of local professionals,participants were able to share their ideas andhelp each other increase mutual understandingabout the challenges and successes to increaseAboriginal participation in the British Columbialabour market. There was a consensus in theroom that increased momentum is required todrive the connections between the supply side(AHRDAs and Aboriginal organizations) andthe demand side (employers).It was recognized that the forum was abeginning; an opportunity to actively andconsciously begin to move the agenda forwardin British Columbia. As a starting point, 15commitments across the four geographicalregions were made at the forum.The work done in British Columbia will beintegrated into a single report that will beused to shape initiatives in the overarchingAboriginal Human Resource DevelopmentCouncil of Canada’s national Aboriginaltrades and apprenticeship strategy.4

The DiscussionParticipants discussed and shared ideas abouthow to increase Aboriginal participation in tradesand apprenticeship in the British Columbia region.The dialogue and deliberations at the session arecontained below.PART 1:PRESENTATIONSA number of presentations were made to providethe participants with context for their discussions.The presentations included:• Motivating Towards Positive Change,Peter Legge, President and CEO, CanadaWide Magazines and Communications Ltd.• Industry Outlook: Supply and Demand Issuesand Opportunities, Ken Peacock, SeniorEconomist, British Columbia Business Council.• Aboriginal Human Resource DevelopmentAgreement holders.• Panel: Successful Public/Private Sector/Aboriginal Engagement Models.– British Columbia AboriginalWorkforce Strategy– VanAsep– Bladerunners– Increasing Meaningful Partnerships forAboriginal Capacity in Trades (IMPACT)• Successful Practices in Community EconomicDevelopment, Chief Clarence Louie.• Keynote: Honourable Tom Christensen,Minister, Aboriginal Relations andReconciliation.• Real Life Client Stories: Danny Mellish,Dobson Abrahams and Carrie Speck.• Open Discussion: Apprenticeship, RonJohnston (Vancouver Community College),Brian Clewes (Industry Training Authority– ITA) and Clarence Nyce (Skeena AHRDA).• Keynote Speaker: Kelly Lendsay, Presidentand CEO, Aboriginal Human ResourceDevelopment Council of Canada.PART 2:SECTORAL PERSPECTIVESPurposeThis session allowed participants to discuss thevarious issues in relation to Aboriginal employmentwithin a single sector. The four sectors chosen forthis discussion were:• Service.• Resource.• Public.• Construction.Service SectorWhat can be done together?• Create a better understanding ofthe AHRDAs.• Make contact to learn and inform others.5

• Support retention and less competitionbetween employers for the same labour pool.• Build marketing strategies.• Know where “our” people go in theprovince (both employment and training).• Develop opportunities in the tourism sector.• Address the needs of off-reserve people(social workers, etc.), because 50-70 percent of aboriginal people live off-reserve.• Need to identify:Tourism– trends in industry– supply and demand issues– skills needed– challenges & barriers to recruitingand training Aboriginal people– necessary action steps.• Tourism industry is facing challenges(i.e., 9-11, rising dollar, rising gas prices)but it is a resilient industry.• Revenue increased in 2005 to $9.8 billion,and more is expected as the Olympicsin 2010 will spotlight British Columbiaand Canada.• Tourism industry challenged itself to doubleby 2015 through in-depth planning:– international marketing• Over 10 years, an increase of 84,000 jobsis estimated in tourism.• Addressing needs in middle management isa “big ticket item”, in accommodation andfood & beverage sectors especially (there isa projected shortage of 8000 people).• Also need about 11,000 cooks & chefs,3,800 leaders & guides, 23,000 front linestaff (i.e., servers, bartenders, etc.).• General view of tourism (from public) is thatthey are low paying jobs but tourism has ahuge diverse infrastructure.• Entry level positions:– service starting at $10-12 per hour– middle management $35-45k per year– senior management $60-80k per year– average gratuity starts at 50 per centof salary per year.• Post secondary offers an array oftourism options.Fianance (RBC Royal Bank)• Two main entry points into the industry:– retail banking– financial services representatives(personal banking).• How do we attract Aboriginal people?Want to share what opportunities they have.– product development– infrastructure– Go2 has created a human resourcesplan (Go2 is an independent, non-profitassociation that works with employers,educators and government to promoteBritish Columbia as a world leader intourism human resources practices).• We need to attract people to career typepositions but competition is fierce.• Retail banking sector is expanding.• Challenges with retention – how do wekeep people?6

Retail (Safeway)• 77 stores in British Columbia.• We want to show communities that we wantto employ Aboriginal people.• Current services and programs:– Lower Mainland – immigrant services– Duncan – successful withAboriginal hiring– want to incorporate the same humanresource strategy in all stores throughoutthe province.• Recruitment strategies:– every store has a recruiter and does itsown hiring– corporate office in Vancouver hascoordinator of recruiters– keep track of labour market trends– most positions are part-time to start.Retail (Thrifty’s)• Co-sponsoring Pow Wows with a boothset-up. Recruitment is done at the event.What do you as human resource managerssee as issues of Aboriginal people working inyour industry? How can we work together tomake it better?• Stereotypes (i.e., not reliable, off drinkingafter first cheques).• Some Aboriginal people don’t understandunion contracts (i.e., why are uniondues deducted?).• There has been a move from toleratingdifferences to embracing them.• Go2 – some businesses are terrible, someare excellent. Vast majority are unawareof the Aboriginal workforce to a pointof ignorance. They don’t know how toapproach Aboriginal people.• Friendship Centres have trouble retainingemployees. Lowest paying at VancouverFriendship Centre $14 per hour. Allpositions have full benefits:– need to engage Aboriginal community– use Friendship Centres as a linkand as a stepping-stone – youth isa huge resource.• Difficulty for Aboriginal people whohave grown up on reserve to work fora non-Aboriginal organization.• Large companies have a lot of resourceswhereas small companies would rely onAHRDAs to help them recruit.• AHRDAs respond to local needs.• Educated Aboriginal people are ahot commodity.. • If they see Aboriginal people working atstores, Aboriginal people will shop there.Next Steps• Working on the images of corporations/organizations to Aboriginal peopleand Aboriginal peoples image to thecorporations and organizations.• Make connections to create goodemployment for good people.• Aboriginal people are community-based.Employers need to be aware of that.• AHRDAs want to add more value to whatthey are already doing.7

Construction SectorWhat are future needs in your sector?• Union issue is a huge one for First Nations– people need to understand them andtheir processes.• Unions need to visit communities.• Unions are willing to look at new waysof getting people involved.• Equity programs – no focus on women.• During the period of 1995-2005,50 per cent of apprentices dropped out.• There is a need to build essential skillsand soft skills.• Transportation is an issue.• Cross-cultural training is key.• Innovative driver training needed: youngpeople don’t have a driver’s licence.• Need to address literacy.• Success – Manitoba Floodway ProjectLabour agreement (Aboriginal/labourpartnership to access contracts andemployment on the floodwater project).What kind of education and training is needed?• Essential skills for the trades program.• Skills assessment and tutoring:– assessment not generally done well,which contributes to Aboriginal peopledropping out of the apprenticeshipsystem – Test of Workplace EssentialSkills (TOWES)• Level I and II trades training right inthe community – tutors – 100 per centgraduation – all working.• Huge drop-out issues in some areas(Stolo AHRDA).• Once an Aboriginal person is in a job, thefollowing support needs to be considered:– counsellor– programs in money management– on the job support.• Need to start establishing mentors in theAboriginal community.• Support needed in technical components.What is needed to create bridges betweenbusiness and the Aboriginal community?• Better preparation before entering the trades– math upgrading.• Build bridges – both ways!• Need to get everyone together.• Aboriginal mentors who are alreadyemployed in the industry have proveneffective means to promoting trades intheir community.• Ongoing support and encouragementthroughout the apprenticeship process.• Bring job opportunities directly to theAboriginal community.Resource SectorPresentations:• BC Mining Association and NaturalResources Canada.• Oil and Gas – Duke Energy.8

Successes:• Northern Opportunities Program.• Apprenticeship credits at the high school level.• Multiple partner MOUs between First Nations,labour and companies to lay ground work tocreate more jobs for Aboriginal workers.• Communication programs to generalpublic to encourage Aboriginal youthto enter the trades.• Métis pilot project in the oil and gas – 22successfully completed pilot training (on-site).Challenges:• Need cultural awareness.• Systemic racism.• Trade branding problem.• Union is a barrier.• There are a lot of jobs in mining butAboriginal participation is low because themining sector is in the beginning stages ofdeveloping human resource strategies forincreased Aboriginal participation in real,long-term jobs.• Disconnect between high employment inAboriginal northern communities and thelevel of job opportunities in the sector.• Levels of education do not matchjob requirements.• Deterrent is that some Aboriginal people donot look favourably on these jobs (i.e., camps,no family support).• AHRDA capacity is limited – makes partneringwith business a challenge.Solutions:• Need to go to youth and parents toinfluence youth to consider trades as aviable career path.• Test of Workplace Essential Skills (TOWES)assessment tool is valuable meansto assess the real levels of Aboriginalskill levels.• Need to ready workplaces (all levels), supplychannels for increased Aboriginal retention– embed directly into contracts.• Increase understanding in the Aboriginalcommunity about the corporate culture.Public SectorSectors:• Municipality/City.• Training/AHRDAs.• Government/Ministries.Health Care Sector• 40 per cent attrition rate in the health sector(i.e., Vancouver Island Health Authority isexpecting 23 per cent of its staff to retire inthe near future).• Healthcare is in a growth phase, both urbanand rural.• Tough to sell to marketplace.• There are a range of job opportunities (200)in the sector– skills range from low to high education.• Need short, medium, long-term recruitmentand retention strategies.• Challenges:– education/skills training changes9– high demand

– competition with other employers– baby-boomers – population dent.• Unionized environment opportunities:– partnering with education institutes– program development– AHRDA partnerships.Grooming Youth and Encouragement• Schools:– information sessions– career exploration.• How can we assist with careerplanning? Network with Aboriginalpost-secondary courses.Municipalities• Opportunities exist to gain employment atall levels.• Coordinated approach among municipalitiesto attract workers from going to federal/provincial sector.• Within the city, 80-90 per cent of full-timejobs go to people within the organization.• Key is for Aboriginal people to enter theworkplace in a casual or auxiliary leveland then, with union agreements, theycan move up!What are the systemic barriers?• Attitudes of society.• Aboriginal public image.• Addressing this challenge – how?• Culture – living in two worlds.• 52 per cent below poverty level.• Need social inclusion as well.• Diet, nutrition, physical education,parenting.• Get down to the basics before focusingon education.Aboriginal Organizations• Anticipated attrition of workers (retirement)and the growth of the health sector can bedescribed as a ”Perfect Storm” – a huge,looming challenge).– major needs, increased access to healthcare with baby-boomers– Aboriginals not graduating withacademic qualifications– there is competition for Aboriginallabour force.• Biggest challenge: How can we address this“perfect storm”.• Pre-requirements not there.• No funds available for education programsin healthcare.• Bands not pushing sciences/math.• Need to influence people younger –in the schools.– What age? Kindergarten to threeprogram on the Island – Summer Camps– Link into First Nations Education SteeringCommittee (FNESC) and First NationsSchools Association (FNSA).• Potential for kids to be diminishedby teachers because they have lowexpectations of them.10

• Inadequate education in the sciences is adefinite barrier for most Aboriginal people.• Employment barriers are linked tosocial problems.• Get basic skills and support.• Many Aboriginal people live in remotecommunities making education and accessto jobs difficult.• There is so much focus on tradesbecause they’ve been doing a goodjob with promotion.• As AHRDAs, we don’t initiate, we respondto community needs.• Need to get experience to go alongwith academics.• Employers must do a better job of gettinginformation into the communities.Aboriginal Organizations• Building relationships/partnershipswith employees.• Promotional campaign on British ColumbiaAboriginal Workforce Strategy (BCAWS)partnerships in region.• Need to build and implement a strategy forhow to map out and target the communities.– promotional resources, videos, etc.– BCAWS could be coordinatorof process.• Public education forum(s).PART 3:GEOGRAPHICAL PERSPECTIVEEmployers:• Create awareness (through promotion) ofjob opportunities (an additional challengewithin a unionized environment):– distribution to Aboriginal communities– promoting peak hiring times– time to prepare.• Create and provide mentorship programs:– bridge programs– work with unions to impact/influencetheir practices.• Share information about recruitment criteria.• Must go into the communities – build bridge.PurposeThe second day of the forum saw participantsbreak up into different groups than they werein on the first day, organized this time bygeographical region. This allowed participantsnot only to connect with people they perhaps hadnot yet communicated with in the previous day’sworkshops, but also to examine issues beingexperienced within a specific geographical areafrom a cross-sectoral perspective.The geographic regions discussed were:• Central/South Interior.• Vancouver Island/Central Coast.• Lower Mainland/Sunshine Coast.• Northern British Columbia.11

Central/South Interior• Regional implementation ofBCAWS agreements:– Interior Health Authority– London Drugs– others.• We need a regional forum:– similar to this one but region-specific --perhaps in Cranbrook or Williams Lake– connect with all employers.• What is needed:– employer service components(there used to be funding for thisbut not anymore)– in order for AHRDAs to referappropriate people, they need to knowwhat jobs exist, the demand of each joband the details about these jobs– AHRDAs need to be more progressive inconnecting with employers– need a marketing piece to increaseawareness and understanding;communications/marketing– AHRDAs should make direct contact withemployers in their area– provide employers with a list ofcontacts in the AHRDAs and aboriginalcommunity to make it easier foremployers to connect with AHRDAs/Aboriginal communities– employers not sure how to “cross theboundary” to commit (cultural divide)because they don’t know how to connect– employers are not fully aware of allAHRDA services– what model is being used for these forumsin other parts of Canada? More interchangebetween provinces is needed.Vancouver Island/Central Coast• Challenges and opportunities in the region:– supply side – Aboriginal organizations& education– demand side – government & employers– need to answer the big questionsooowhat is the AHRDAwhat is the regionwhat are the challenges– identifying connections was an eyeopener and showed opportunities– partnerships between “supply” sides areabundant but not aware of one another’spartnerships (i.e., between AHRDAs)– isolation is a huge barrier in VancouverIsland communities– underlying racism has to be addressed.• Employers:– there is a lot of overlap– skills are industry-based, not regionallybased – skill development is key.• Challenges:– who do employers go to if they want tohire an aboriginal worker– work experience programs need to bedeveloped and improved– need to address the unfavourableperception of unions in theAboriginal community12

– build capacity in effectiveoutreach/recruitment.Lower Mainland & Sunshine Coastoso much bureaucracy (especiallyin construction industry) – not surewho to approach (one solution maybe to “regionalize” this function inorder to simplify these connections)• Introduction:– new Safeway opening in Chilliwack;there are jobs available now– interested in making contacts forfuture opportunities– hoping to strengthen relationships– to place youth who are extremely eagerfor first time work experience.• Demand:– what skills are needed– where are the skill gaps– recruitment and retention challenges– barriers to connecting with community– people not able to present experienceand competencies in a confident,professional manneroby getting out into the community,RBC did a lot of work to determineexactly what they needed and theopportunities available.– lack of required education– disconnect exists withAboriginal communityoemployers need confidence andunderstanding about how to makeconnections and where to start(easier in many ways dealing withnew Canadians)– employers need to take ownership– just do it – harder to do in largerorganizations (such as City of Vancouverand other municipalities)– Employers can hire Aboriginal people(or work with AHRDAs, etc.) to developcultural awareness seminars– Literacy is key– Computer literacy is a barrier.• Supply:– who are the AHRDAs in the regionooFraser Valley Central Coast,Aboriginal Community CareerEmployment Services Society(Access), First Nations EmploymentSociety (FNES), Congress ofAboriginal People/United NativeNations (CAP/UN), Métis NationBritish Columbia (MNBC) andSTITSMA (the Squamishsub-agreement under the FNESAHRDA). How do weestablish contactemail, exchange business cards,web browsing, direct approach,newsletters, chamber of commerce,business groups, Vancouver Boardof Trade, referrals, conferences,forums, trade fairs, participate incorporate sponsored events, sitevisits, networking, share successstories, think tanks and database– what are the barriers to makingconnections with business community13

ooooooo1-800-TRADESimplementing a coordinatedapproachtechnologylabour shortagesmotivationhistoryattitude and stereotypes– depending on region, someopportunities are fewer in certainsectors. Forestry may be booming inone area, not in another– small business is improving– only urban areas have easy accessto apprenticeship– Aboriginal people having to leavetheir home communities is one of thebiggest barriersoooisolationtransportationhigh school drop-out rate– How do we overcome challenges?ooooNorthern BCtailor training to the clientpartnershipsprovide introductory to trades– Construction Orientation andRetention for Employment (CORE)apprenticeship programbring educational institutions intothe communities that are designedfor communities.• What are demand and supply issues facingNorthern British Columbia?– it’s a problem when government puts“north” in one category, when eachregion is diverse– demographics – population isgetting older– BC Ambulance, opportunitiesare endless– tourism: Aboriginal experience fromDawson Creek to Fairbanks Alaska --13 First Nations have signed up --more to participate– there will be a demand for elders,teaching, working with family andcarrying on traditions– reason AHRDAs are broken up isbecause of diversity and this diversity isnot always recognized in forums(i.e., pine beetle situation)– line cutters, pad builders, first aid, etc.,are needed for resource companies– need to create talent pool for five years– problem hiring summer student. OneAboriginal out of 84 positions becausethey cannot pass entry test, or they arenot getting the information about postings– serious disconnect between major oilcompanies about how they think theywill fit within First Nation communities.– destination casino – Haida Gwaii(200 jobs)– essential skills are big problem and towork on this would be a start to geta foot in the door. Academic – Math,English, and Sciences – it is VERYIMPORTANT to work on this!14

– fix education system instead of doingABCs after high school -- look at thesocial system that exists now becauseit has failed—it is pushing kids throughschool without the skills or reading,writing, math abilities– start working with youth in grade 10 tohelp them finish school– building partnership, not talking money,but real partners that want to developlong-term capacity development formanagement procurement – contractingout more (i.e., staffed two BritishColumbia ferries)– do not cover bar for entry test; have tohelp people reach higher– a company hires workers that havecompleted grade 10 but as a partof their two-year term, establishes aemployment contract that states theyneed to complete grade 12– skills transfer should be looked at as itcan be a barrier– AHRDAs are addressing all the problemsthat have been recognized, dealing withbringing levels up to achieve success –working toward client success – AHRDAsshould be highlighted for dealing withall that is being discussed– British Columbia First Nationsengaged in discussions with five majorindustries and this should have beenshowcased here– contact information from industriesneed to be provided to all AHRDAs.The relationship needs to be developedat that level– business/companies can call onAHRDAs to do presentations so theyknow what an AHRDA is all about andhow they can help them increase theiraboriginal workforce– implement childcare, infantdevelopment, Aboriginal head start.Taking holistic approach, seeing whatpeople need to get the job done —shortcourse training, deliver presentations toschools, need to have right stakeholdersinvolved. Can fit as all in one window– help with all social issuesi.e., housing etc.– cost share with First Nations Bands –First Nations pay living allowanceand AHRDAs pay tuition– AHRDAs can partner with industry andbusiness, university programs to cometo community partner with AHRDA– AHRDAs are all different; no writtenpartnerships between AHRDAs butthere are written informal agreements;AHRDAs can call/help each other– AHRDAs focus specifically on theirown areas and this is why they areso effective– British Columbia AHRDAs takingstewardship model, provide servicesto First Nations living on/off reserve,non-status living on/off reserves andInuit clients– Take computer applications tocommunities and teach youthPowerPoint, etc., to benefitthe community.– need to connect the right people in theAHRDAs with the right people in industries15

COMMITMENTSThe following ‘go-forward’ commitmentswere made at the session:Central/South Interior• Prepare and distribute a list of contacts ofAHRDAs for employers:– BCAHRDs– “ Branding” – so that the employer link ison website.• Conduct “free lunch” events and bringin employers.• Create something similar to the“1-800-AHRDA” in Ontario.• Can AHRDAs commit to going back andfiguring out how to connect?– what is feasible to facilitate accessfor employers– forums too complicated and expensive– look at having a luncheon.Vancouver Island/Central Coast• Make contacts/connections – buildrelationships with the supply and demand side.• Focused forum to bring together VancouverIsland employers, Aboriginal organizations,education institution and community, frontline workers, advocates, local governmentofficials (Aboriginal)• Develop a database of services, majoremployers, etc.Lower Mainland & Sunshine Coast• Database, pamphlet or some other tool(s)that provides contact information about whoto call.• Employers in the room will contact theAboriginal organizations in their area(s)– to begin to build a relationship and learnabout different cultures.• Sto Lo Nation will:– AHRDAs, First Nations/EmploymentAssistance Service’s etc., will hold aforum with their area to connect all thestakeholders, clients.– Safeway to do seminars similar to thosethey have recently done with immigrantserving organizations.Northern BC• Set targets:– 21 per cent of people in forestry– 17 per cent in fishing– Four per cent in mining – want to bringfour per cent up to 20 per cent in miningsector in Skeena region.• Obligation that AHRDA will carry on.• Make people aware that there is moreinformation in stats (i.e., migration of FirstNations peoples). People move and accessother AHRDAs with no increase in budget.• AHRDAs will train people in their areasbefore sending to other AHRDA areas tolook for work.BC Overall• The British Colubmia organizing committeewill convene to drive future actionstarted by this forum.16

THE NATIONALTRADES PROJECTThe Aboriginal Human Resource DevelopmentCouncil of Canada (AHRDCC) is responding toCanada’s growing need for skilled trade andapprenticeship workers through a new nationaltrades and apprenticeship project. This three-yearinitiative, designed to develop new partnershipsand employment strategies, will give employersand trainers enhanced access to Canada’slargely untapped and existing human capitalof Aboriginal people who are eager to fill theemployment gap.This innovative initiative will create, strengthenand leverage partnerships with private-publicsectors, Aboriginal employment organizations,learning institutions and government stakeholdersin an effort to collaborate on methods to recruitand retain Aboriginal participation in tradesand apprenticeship.Members of the AHRDCC trades andapprenticeship team have been actively supportingthe Aboriginal Human Resource DevelopmentAgreement holder (AHRDA) community withcurrent projects and future initiatives that willsuccessfully advance Aboriginal interests intrades and apprenticeship.The forum series, Workforce Connex, is the first ofmany trades and apprenticeship initiatives to linknational and regional employers with opportunitiesto connect to provincial Aboriginal employmenttraining, recruitment agencies and associations.The work done in British Columbia will beintegrated into a single report that will be used toshape initiatives in the overarching national tradesand apprenticeship project.Ultimately, the project is designed to link peopleand ideas. The project will provide regionaland national links to groups involved in tradesand apprenticeship across Canada. Initiativeswill increase skills, learning and employmentopportunities and open doors for stakeholdersto work together on local and regional projectsand initiatives.The trades and apprenticeship project isadministered by AHRDCC and funded througha $2.9 million contribution from Human Resourcesand Social Development Canada (HRSDC).AHRDCC is a not-for-profit public-privateorganization with the mandate to increaseAboriginal participation in Canadianlabour markets.For further information on the national trades andapprenticeship project contact a team member:• Sandra Stevens, National Directorsandra.stevens@ahrdcc.com• Peggy Berndt, Manager,Communications & Marketingpeggy.berndt@ahrdcc.com• Victoria LaBillois, Eastern Trades Liaisonvictoria.labillois@ahrdcc.com• David Lindley, Western Trades Liaisondavid.lindley@ahrdcc.com• Colleen Ostlund, Administrative Coordinatorcolleen.ostlund@ahrdcc.comAboriginal Human ResourceDevelopment Council of Canada (AHRDCC)820 - 606 Spadina Crescent EastSaskatoon, SK,S7K 3H1Toll Free: 1-866-711-5091Fax: 1-306-956-5361Email: contact.us@ahrdcc.com17

FORUM AGENDAWorkforce Connex BC ForumMay 10 – 11, 2006Appendix 1Agenda:TIMEACTIVITYTIMEACTIVITYDay OneWednesday,May107:30 – 8:30 AM Registration10:45 – 11:30 AM Aboriginal Human ResourceDevelopment Strategy &Aboriginal Human ResourceDevelopment Agreementholders Outlook8:30 – 9:15 AM Opening CeremonyOpening PrayerChinook Song CatchersOpening CommentsOpening AddressesBritish Columbia AboriginalWorkforce Strategy:Memorandum ofUnderstanding & EmployerPartnership Signing Ceremony11:30 – 12:30 PM Panel: Successful Public/Private Sector/AboriginalEngagement Models• British Columbia AboriginalWorkforce Strategy• VanAsep• Bladerunners• Increasing MeaningfulPartnerships for AboriginalCapacity in theTrades (IMPACT)9:15 – 9:45 AM Keynote Speaker -Peter Legge, President & CEO,Canada Wide Magazines andCommunications Ltd.9:45 – 10:15 AM Industry Outlook: Supply &Demand Issues and Opportunities10:15 – 10:45 AM Health Break12:30 – 1:30 PM Lunch1:30 – 3:15 PM Roundtables/Health Break(Four concurrent industry focusgroup sessions)• Resource• Service• Public Sector• Construction18

TIMEACTIVITYTIMEACTIVITY3:15 – 3:45 PM Roundtable Sharing10:50 – 11:15 AM Real Life Client Stories3:45 – 4:30 PM Keynote Speaker -Chief Clarence Louie4:30 – 7:00 PM Networking Reception11:15 – 12:30 PM Focus Groups byGeographic Region(Four concurrent sessions onstrategy & next steps)• Northern• Central/Southern InteriorDay TwoThursday,May 118:30 – 9:00 AM Recap of Day One andRoundtable Discussions9:00 – 10:00 AM Apprenticeship Panel& Open Discussion10:00 – 10:20 AM Health Break• Lower Mainland/Sunshine Coast• Vancouver Island/Central Coast12:30 – 1:30 PM Lunch – Keynote Speaker– Kelly Lendsay, President & CEO,Aboriginal Human ResourceDevelopment Council of Canada1:30 PM Summation andAdjournment10:20 – 10:50 AM Keynote Speaker -Honourable Tom Christensen,Minister, Aboriginal Relationsand Reconciliation19

Appendix 2ATTENDANCEPARTICIPANT ORGANIZATION LOCATION1. Abrahams, Dobson International Association of Bridge, Structural,Ornamental and Reinforcing Iron Workers Local 972. Abramsen, Karen Okanagan/Ktunaxa Aboriginal Management Society Kelowna3. Alfred, Ruth Pacific Association of First Nations Women - Elder VancouverSupport Worker4. Ams, Julie Canada Safeway Ltd. Kelowna5. Anderson, Bob North Vancouver Island Aboriginal TrainingSociety (NVIATS)Campbell River6. Andrew, Codie OKAMS/KKATC Cranbrook7. Babynec, Anastasia Wuskwatim Keeyask Training Consortium (WKTC) Thompson8. Baird, Chief Kim Tsawwassen9. Baker, Christine Squamish Nation Stitsma Employment – Manager North Vancouver10. Behrisch, Christie Independent Contractors and Businesses Association Burnaby11. Bellerose, Paula Prince George Nechako Aboriginal Employment Prince Georgeand Training Association12. Betker, Jeff Manitoba Métis Federation (MFF) Winnipeg13. Buchan, Craig Cariboo Chilcotin Aboriginal Training Education Williams LakeCentre (CCATEC)14. Burns, Hazel Métis Nation British Columbia Abbotsford15. Campbell, Chris BC/Yukon Region Headquarters Service Canada,Employment Programs Youth Initiatives andAboriginal Affairs20

PARTICIPANT ORGANIZATION LOCATION16. Campbell, Freda Tahitan Central Council Prince George17. Cant, Daphne Employer Services, Service Canada18. Castaneda, Darcy Blade Runners19. Charleston, Sennen North East Native Advancing Society Fort St. John20. Charuk, Darcy Peter Kiewit Sons Co. Vancouver21. Checkley, Jennifer Government of Canada-Labour Program Vancouver22. Clark, Judith Sschool District #43 Coquitlam – Principal – Port CoquitlamSpecial Projects23. Clewes, Brian Industry Training Authority Richmond24. Cook, Jack Nuu Chah Nulth Employment and Training Board Port Alberni25. Cote, Madill Louise Service Canada Prince George26. Cox, Jim Vancouver Port Authority27. Cranmer, Jeannie BC Hydro Vancouver28. Daniels, Kate Ministry of Energy and Mines Victoria29. Dayton, Susan Department of National Defence Victoria30. De Sadeleer, Belinda VanAsep Training Vancouver31. Deck, Margaret Mary School District #43-Coquitlam Port Coquitlam32. Demare, Debra Thompson Rivers University Williams Lake33. Dennstedt, Bob Urban Native Indian Education Society – Interim Vancouver34. Deveson, Marilyn Ministry of Children and Family Development Victoria35. Deveson, Teresa Service Canada-Facilitator Regional Programs36. Donnelly, Ken Partnerships, Aboriginal Affairs Directorate NHQ21

PARTICIPANT ORGANIZATION LOCATION37. Dragseth, Chris Service Canada – Central & Northern NanaimoVancouver Island38. Dreilich, Bryan Ministry of Advanced Education, University Colleges Victoria39. Dusterhoft, Carrie Ministry of Aboriginal Relations and Reconciliation, VictoriaProvince of BC40. Ellis, Rose Aboriginal Relations Branch Minister of Energy, VictoriaMines & Petroleum Resources41. Eng, Anita Service Canada Vancouver42. Eng, Charlene Nuu Cha Nulth Employment and Training Board Port Alberni43. Eunson, Marion Ktunaxa Nation Council-Manager, CranbrookEmployment Services44. Felix, Stephanie Stolo Nation Human Resource Development Chilliwack45. Frame, Rebecca Frame and Associates46. Francis, Dennis Interior Salish Employment & Training Society Merritt47. Frank, Sharlene North Island Aboriginal Training Society (NVIATS) Campbell River48. Fredricksen, Liv CFIB – Policy Analyst, BC & Yukon Vancouver49. Gallic, Wendy NETB-Program Advisor Port Alberni50. Garrow, Matthew HRSD Aboriginal Affairs Directorate Gatineau51. George, Brian Regional Coordinator, Aboriginal Workforce VancouverParticipation Initiative (AWPI)52. Girard, Josey Alcan Primary Metal-British Columbia Kitimat53. Grecki, Sue SkillPlan –Workplace Educator Burnaby54. Greene, Sandra Pacific Association of First Nations Women Vancouver55. Harris, Wayne22

PARTICIPANT ORGANIZATION LOCATION56. Harris-warren, Joan57. Henry, Keith58. Henry, Lyle Coast Salish Victoria59. Hill, Anne Service Canada Yukon60. Hobbs, Gloria Stolo Nation Human Resource Dev Chilliwack61. Hoehne, Nadine BC Aboriginal Workforce Strategy Vancouver62. Howarth, Cheryl Ministry of Children & Family Development Victoria63. Howe, Thom INAC64. Hubbard, Greg Lower Mainland Steel Ltd. Surrey65. Hunt, Karin Prince George Nechako Aboriginal Employment Prince George& Training Association66. Janus, Russell Canada Safeway Ltd. Chilliwack67. Jobin, Garry ACCESS-Vancouver Manager BladeRunners Vancouver68. Johnson, Donald UBC / British Columbia First Nations VancouverCoordinators (BCFNC) – Academic Advisor69. Johnston, Ron Vancouver Community College Vancouver70. Jones, Ray Skeena Native Development Terrace71. Kelly, June Central Interior Kamloops72. Kosa, Crystal Aboriginal Human Resource Development Council Edmontonof Canada73. Labelle, Rhonda Cariboo Chilcotin Aboriginal Training Williams LakeEducation Centre (CCATEC)74. Laboucan, Leonard Infinite Development Corporation Vancouver75. Langthorne, Malonie Metis Nation BC – Provincial Manager Abbotsford23

PARTICIPANT ORGANIZATION LOCATION76. Lanza, Linda The Training Group at Douglas College – CoquitlamWorkplace Skills77. Lapointe, Merelia Department of National Defence Victoria(Connie)78. Laverdure, Alexandra Mining Association of B.C. Vancouver79. Lawson, Barbara80. Leon, Karl HRSDC – Team Leader Employment Programs Surrey81. Leschyson, John Go2 – The Resource for People in Tourism Industry SurreyHuman Resource Development82. Lestage, Mary Service Canada Vancouver83. Lindsay, Andrea RBC Financial Group Vancouver84. Macrae, Duncan Service Canada Vancouver85. Macrae, Robert MacRae and Associates Inc. Langley86. Marshall, Claire BC Transmission Corporation Vancouver87. Martin, Clarence Skeena Native Development Terrace88. Mckenzie, Heather Cariboo Chilcotin Aboriginal Training Williams LakeEducation Centre (CCATEC)89. Mclaren, Norma Jean 42nd Street Vancouver90. Mcrae, Marjorie Skeena Native Development Terrace91. Mellish, Danny International Association of Bridge, Structural,Ornamental and Reinforcing Iron Workers Local 9792. Merrick, Natasha Canada Safeway Ltd. Chilliwack93. MIDDLETON, John Ministry of Employment & Income Assistance Victoria94. Moise, Samantha Prince George Nechako Aboriginal Employment Prince Georgeand Training Association24

PARTICIPANT ORGANIZATION LOCATION95. Mojak, Angela First Nations Employment Society96. Monkman, Valerie First Nations Employment Society97. Monterrosa, Sylvia Louis Bull First Nation Alberta98. Morin, Jim BC Institute of Technology (BCIT)/Association Burnabyfor Mineral Exploration (AME) – Aboriginalminerals training99. Moulton, Doug Human Resources and Skills Development VancouverCanada – Senior Analyst Sector Council ProgramHuman Resources Partnerships100. Murray, Gail RBC Royal Bank BC/Yukon101. Mussel, Maryann102. Mussell, Susan Service Canada Vancouver103. Ned, Murray Stolo Nation Human Resource Dev. Chilliwack104. Nielsen, Olaf Camosun College – Trades Training Development Victoria105. Nyce, Clarence Skeena Native Development Terrace106. O’connell, Rod Vancouver Island Health Authority107. Ormiston, Todd Camosun College Victoria108. Page, Al Construction Sector Council Victoria109. Parisian, Bruce Victoria Native Friendship Centre Victoria110. Paton, Arlene Aboriginal Relations & Reconciliation, Province of BC111. Peacock, Ken BC Business Council112. Pelletier, Brian Aboriginal Affairs Directorate Ottawa25

PARTICIPANT ORGANIZATION LOCATION113. Peltier, Catherine Natural Resources Canada Ottawa114. Peltier, Jerry Congress of Aboriginal Peoples Ottawa115. Pettis, Linda Stolo Nation Human Resource Dev. Chilliwack116. Pinay, Linden VanAsep Vancouver117. Plamondon, Angela Department of National Defence Victoria118. Prince, Anne United Native Nations Society Vancouver119. Puckett, Cassandra Council of Yukon First Nations – HR Coordinator Whitehorse120. Ramsden, Murray Interior Health Authority121. Redmond, Mira Service Canada Victoria122. Reid, Steve Ministry of Employment & Income Assistance Victoria123. Romanchook, Mitch City of Vancouver Vancouver124. Ross, Bill Service Canada – Regional Executive Head Vancouver125. Rost, Cindy North East Native Advancing Society – Fort St. JohnIndustry & Trades126. Roy, Cathy Kla-How-Eya Aboriginal Centre Surrey127. Sabbas, Priscilla Ministry of Aboriginal Relations & Reconciliation, VictoriaProvince of BC128. Sadler, Michael BCAHRDS North Vancouver129. Sam, Audrey North East Native Advancing Society Fort St. John130. Shannon, Peggy Capilano College - First Nations Advisor North Vancouver131. Sinclair, Kelly Construction Industry Training Institute – BurnabyDirector of Training26

PARTICIPANT ORGANIZATION LOCATION132. Soloman, Susan Stitsma Employment Society North Vancouver133. Stamm, Lloyd Automotive Industry Training Association Burnaby134. Strilchuk, Danny Duke Energy Gas Transmission – Manager, VancouverDiversity & Employment Equity135. Tanaka, Frank Service Canada136. Thomas, Mary Lou Canada Mortgage and Housing Corporation Vancouver137. Wade, Nichola Ministry of Energy, Mines & Petroleum Resources Victoria138. Wallace, Geneva VanAsep Vancouver139. Watts, Merry Ministry of Children & Family Development Victoria140. Webster, John ACCESS Vancouver141. White, Karen BCAWS142. White, Penny UBC Fisheries Centre Vancouver143. Whyte, Laureen Arbutus Consulting Vancouver144. Yamamoto, Colleen Stolo Nation Human Resource Development Chilliwack145. Yeo, Cliff Canada Safeway Ltd. Vancouver146. Cheney, Wendy BC/Yukon Region Headquarters, Service Canada Vancouver147. Clarkson, John Service Canada Vancouver148. Cunningham, Rod Service Canada Vancouver149. De Bastiani, Francesca Service Canada Vancouver150. Kowalenko, Gerry Service Canada Vancouver151. Olney, Alison Service Canada Vancouver27

Appendix 3EVALUATION SUMMARYVancouver, BC - RESULTSSummaryThe Vancouver Workforce Connex forum attracteddelegates from Aboriginal Human ResourceDevelopment Agreement holders (AHRDA), privatesector organizations and government. In total,151 participants were in attendance. 33 evaluationswere received; representing a participant return rateof 22 per cent. Response sector demographics arebroken down as follows:Private sector delegates ................... 11AHRDAs ..................................... 13Unknown ...................................... 9General Questions and Responses1. Please forward me a copy of the forumreport as follows:Email ......................................... 26Canada Post .................................. 5Email & Canada Post ....................... 0No Indication ................................. 22. Did the Workforce Connex forum meetyour expectations?Yes ............................................ 27No .............................................. 2No Indication ................................. 43. Were the information materials you receivedat the forum valuable to you?Yes ............................................ 29No .............................................. 1No Indication ................................. 34. Did you visit the Workforce Connex(www.workforceconnex.com) website priorto the forum?Yes ............................................ 19No ............................................ 13No Indication ................................. 15. Did you have sufficient advance noticeabout the forum?Yes ............................................ 27No .............................................. 5No Indication ................................. 16. One thing I liked about the forum...• Bringing supply and demand sides together.• First step in bringing industry and businessesin same room with First Nations.• Opportunity to meet new contacts – network.• Open discussions, meeting new people.• Diversity.• The variation of speakers -- depth of knowledge.• Diversity of participants.• Choice of speakers – Pete Legge; Kelly Lendsay,Chief Louie.28

• Networking.• Networking opportunities.• I liked having industry reps, AHRDA reps andgovernment all talking.• AHRDA’s role in B.C. aboriginal workforcestrategy as a central focus in supply anddemand in BC.• Respectful approach taken to the coordination ofthe conference. Cultural activities/presentationswere very powerful.• Networking opportunity.• Face to face contact and networkingopportunities between supply and demand.• Structure of forum.• Interaction with First Nation people tohear their concerns.• Networking – getting connected with employersto help our Aboriginal clients.• Inclusive -- everything relevant – well planned.• Sharing.• Ken Peacocks presentation – please forwardelectronic copy. GREAT KEYNOTE SPEAKERS!• Panel sessions and breakout groups.• Meeting different local companies.• It was all good! Awesomenetworking opportunity.• The food.• Opportunity to hear aboutissues/common challenges.• Focus groups bringing people together.• The ability to dialogue with others -- speakers.• Employer participation/client successes --location -- impact exciting and needs toget up and running.• The steady flow of diverse topics with theability to share.7. One thing I would change about the forum...• Have more demand side representatives.• I would not rush the process, time was requiredto formalize each process in what we couldeach offer to a partnership.• More time allocated for group discussion– less on presentations – more time inbreak out sessions.• Timing on speakers to stay within theirallowed time.• More networking time.• Hold each speaker to a strict time frame.• No changes – keep going with more of these.• More representation of industry employers– especially government employers; naturalresources; specific service industries etc.,have a variety of native artists’ items availablefor purchase versus only one vendor.• More time especially to hear from our AHRDAsacross BC.• Length – more time needed – two days!!!• Full participation of AHRDAs.29

• Industry representatives – have them present ontheir needs.• More sessions and break-outs to gain moreinsight in geographical employer – Aboriginaleconomic and employment partnership.• Increase the involvement of government “as anemployer” at the conference as there are hugeemployment opportunities in the public sector aswell as private sector.• More employer representation.• More time for roundtables -- strict time limitsfor speakers.• More roundtables discussion.• More time for the break out sessions with serviceproviders/AHRDAs.• Second day workshop – maybe not quiteenough time.• Too long of a period of sitting during the firstpart of the first day. Our AHRDA is FraserValley/Central Coast.BCAWS conference?• More of a chance to make connections infocus groups (i.e. time at the end to makemore direct connections).• More time for the roundtable.• Does BAWAS duplicate BCARDA’s? Yesfunding should be towards BCARDAs – theyare positioned for employer engagement andneeded the financial support -- evaluation shouldbe confidential – email to all attendees.• Different facilitator.• Larger venue and more time – two fulldays at least -- need to include governments– federal/provincial/municipal government– where applicable.• I feel that the work that I do with ourlocal AHRDA is formed in my belief in themembership of whom I service.• Discussion about industries in transitionand stress (i.e., forestry and fisheries needsto be included).• Invite education coordinators and economicdevelopment workers from bands.• To hear more about challenging stories -- weheard lots of success stories -- need to here thechallenges so that we don’t encounter it.• Less emphasize on provincial-wide harmony.• Less presentations, more work on solutions --more mid-sized employers.• Was this an AHRDCC conference or a30

8. Participants were asked to rate the followingquestions using the following scale:5 4 3 2 1 0 1 2 3 4 5S T R O N G LY A G R E ES T R O N G LY D I S A G R E EPRIVATE SECTORa. Prior to attending this Workforce Connexforum, I had a high level of awareness aboutthe Aboriginal Human Resource DevelopmentAgreement holders.Strongly agree ................................ 13Strongly disagree .............................. 4ABORIGINAL HUMAN RESOURCEDEVELOPMENT AGREEMENTHOLDERS (AHRDA)a. Prior to attending this forum, my AHRDA hasexperienced many challenges developingrelationships with businesses.Strongly agree ................................ 14Strongly disagree .............................. 4b. As a result of this forum, I am coming awaywith a better understanding of the constraintsand impediments that Aboriginal people facein their efforts to work with companies andsecure employment.Strongly agree ................................ 15Strongly disagree ............................. 2b. This Workforce Connex forum has helpedme to better understand the issues andconstraints that businesses face in theirefforts to recruit and retain Aboriginal people.Strongly agree ................................ 14Strongly disagree ............................. 4c. I intend to develop a plan to increase myorganization’s recruitment and retention ofAboriginal people.Strongly agree ................................ 13Strongly disagree .............................. 131

Glossary Of TermsACRONYMDEFINITIONAERCACCESSAHRDAsAHRDSAHRDCCAHRDAsBCAWSCAFCAP/UNNFNESFNESCFNSAFV/CCHRSDCLDMMNBCMOUSMESTITSMAAboriginal Employment Resource CommitteeAboriginal Community Career Employment Services SocietyAboriginal Human Resource DevelopmentAgreement holdersAboriginal Human Resources Development StrategyAboriginal Human Resource Development Councilof CanadaAboriginal Human Resources DevelopmentAgreements holdersBritish Columbia Aboriginal Workforce StrategyCanadian Apprenticeship ForumCongress of Aboriginal Peoples/United Native NationsFirst Nation Employment Society/First NationEducation SocietyFirst Nations Education Steering CommitteeFirst Nations Schools AssociationFraser Valley Central CoastHuman Resources and Social Development CouncilLocal Delivery MechanismMétis Nation British ColumbiaMemorandum of UnderstandingSmall to Medium Sized EnterpriseSquamish FNES Sub-agreement32

Canada’s leading innovators in Aboriginal recruitment, retention and advancement.This project is funded by the Government of Canada, Human Resources and Social Development