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Section F - Socio-Economic Integration Capacity
This section contains the following: | Socio-Economic Integration Capacity | | Number of Capacity Criteria | Number of Capacity Issues | Number of Capacity Indicators | | 4 | 13 | 65 | What is Socio-Economic Integration Capacity? The best way to answer this question in the context of the RBA/AHRDA program is to break the term "Socio-Economic" into two separate parts. The first part, "Socio", refers to the fact that RBAs/AHRDAs are generally community based organizations operating primarily within the Aboriginal community. They can have a tremendous effect on the social well-being of the community by providing programs and services that influence local Labour Market Development and directly or indirectly meeting the community's goals and aspirations for its people and its culture. The second part, "Economic", refers to the fact that RBA/AHRDA programs and services do have an impact on the local economy. They play a significant role in local economic development activities/initiatives by addressing the training needs of local businesses and clients wishing to take advantage of increased local employment opportunities. RBAs/AHRDAs who can integrate their programs and services into the social and economic fabric of the community are able to meet the needs of their clients, the community and local businesses. Special Notes for this Section - Socio-economic integration capacity is critical to the long term viability of the RBA/AHRDA program because it ensures the program's overall relevance to the community and justifies its participation in local labour force development.
- Socio-economic integration capacity can be effected by whether an RBA/AHRDA is directly affiliated with a community's, or Aboriginal government's, economic development corporation, since some activities may be exclusively the jurisdiction of the parent organization. RBAs/AHRDAs, in this case, should respond to only those issues to which they are directly responsible.
| Capacity Dimension | Socio-Economic Integration Capacity | | Capacity Criteria | RBA/AHRDA Economic Integration | 1 of 4 Issues | | Issue: 1 | Do RBA/AHRDA Program Initiatives Impact the Local Economy? | It is important for RBAs/AHRDAs determine their impact on the economy of the Aboriginal community it serves. Local economy refers to the various economic development initiatives, business and commercial operations, and industry that exists in the community where clients live. Impacts include more jobs and training, more self-esteem, new businesses, and better standards of living. | Indicator | 1 | RBA/AHRDA provides financial support to local aboriginal business associations. | | In some communities, people involved in businesses have joined together to form a business association. In many cases where these local business associations exist the RBA/AHRDA has recognized that it is important for it to support these associations. Support for these groups has included operating grants, membership fees, or sponsorships. Effective relations between the RBA/AHRDA and the business association produces strong partnerships, meaningful training and appropriate client skill development. | | Indicator | 2 | RBA/AHRDA participates with CEDO in identifying potential market opportunities. | | Most RBAs/AHRDAs work closely with Community Economic Development Officers (CEDOs) by maintaining close contact, sharing information, and sharing staff and offices. Some RBAs/AHRDAs recognize the CEDO has primary responsibility for community economic development, business development, employment and training. Where possible, RBAs/AHRDAs work closely with CEDOs to identify and develop local business opportunities resulting in more jobs, more training opportunities and a stronger local economy. | | Indicator | 3 | RBA/AHRDA staff are involved in local business groups/committees. | | RBA/AHRDA staff are involved in community based business groups, associations and/or committees and can learn of upcoming employment or training opportunities/needs and informs these businesses of how the RBA/AHRDA can assist them. RBAs/AHRDAs who are closely associated with these groups are more effective in establishing and/or supporting client training that is designed to meet the needs of these groups. | | Indicator | 4 | RBA/AHRDA co-sponsors joint business ventures in community. | | From time to time, community based businesses, community based business associations and/or CEDO's will identify the need to expand an existing business or to establish a new business venture (e.g., tourism). As these opportunities arise the RBA/AHRDA work co-operatively by funding the costs of clients to receive the appropriate training necessary to assure successful achievement of the business effort. | | Indicator | 5 | RBA/AHRDA offers programs and services that support local business. | | The RBA/AHRDA staff ensures that they know and understands the human resources development needs of community-based businesses. Based on this knowledge the RBA/AHRDA develops various programs and services (such as business administration, wage-subsidy or self-employment) to meet the growth needs of the community based businesses. | | Capacity Dimension | Socio-Economic Integration Capacity | | Capacity Criteria | RBA/AHRDA Economic Integration | 2 of 4 Issues | | Issue: 2 | Does RBA/AHRDA Offer Programs that Directly Support the Development of the Local Economy? | RBAs/AHRDAs need to review and examine what programs they offer to meet the human resource skill development, needs for pursuing economic development in the community or communities they service. The following indicators list the 5 primary examples of these programs. | Indicator | 1 | RBA/AHRDA offers self-employment assistance. | | RBAs/AHRDAs offer different types of self-employment assistance (e.g., small business loan, entrepreneurship training, business management etc.) - these services support clients who want to develop their own business or contractual arrangements based on their established skills and knowledge. Clients seeking this type of assistance are usually self-motivated and knowledgeable and experienced in the service area of their choosing. | | Indicator | 2 | RBA/AHRDA offers entrepreneurship training. | | Entrepreneurship training usually involves a series of workshops over a time period that educates participants through all the stages of starting-up, owning and operating a business. This includes: identifying and developing the business idea; developing a business plan; marketing strategies; and financing the business. | | Indicator | 3 | RBA/AHRDA offers wage subsidies. | | Most community based businesses, most of which are small, are unable to invest in the training of prospective employees who have limited skills or experience. In these cases, RBAs/AHRDAs will cost-share the wages of potential employees over a limited period of time. It is expected that by the end of the wage subsidy time period, the potential employee will have gained the necessary skills and experience to become a full time employee. | | Indicator | 4 | RBA/AHRDA offers entrepreneurship programs for youth. | | In most aboriginal communities, funding jobs for unskilled and inexperienced youth pose a particular challenge to the local economy. RBAs/AHRDAs have established specific programs for youth that pay for required training designed to establish skills needed to secure employment. Additionally, RBAs/AHRDAs will pay the wages for youth to obtain practical experience with businesses. This combination of training and experience equips youth with skills, experience and knowledge to seek employment or to establish their own business. It also prepares them to be the employers of the future. | | Indicator | 5 | RBA/AHRDA offers entrepreneurship programs for disabled people. | | RBAs/AHRDAs have developed specific support programs for disabled people primarily designed to meet their employment and self-sufficiency needs. RBAs/AHRDAs will pay for the training, skill development and on-the-job experiences required by disabled people which will support their capability of becoming self-reliant. | | Capacity Dimension | Socio-Economic Integration Capacity | | Capacity Criteria | RBA/AHRDA Economic Integration | 3 of 4 Issues | | Issue: 3 | Does RBA/AHRDA Involve Local Businesses in its Programs and Services? | Local businesses are the commercial operations found in the territory being served by the RBAs/AHRDAs. RBA/AHRDA obtain community based businesses input in their programs and services and are better able to integrate into the local economy and enjoy greater overall program success. | Indicator | 1 | RBA consults with local business to establish LMD objectives. | | Labour Market Development (LMD) is a primary focus of the RBAs/AHRDAs. Community based businesses are asked about their present and future human resource needs. There needs identify the skills and knowledge employers require of its employees to secure work in their business. The RBA/AHRDA uses this information to establish its skills development training objectives for clients seeking support. | | Indicator | 2 | RBA purchases programs and services from local businesses. | | Some RBAs/AHRDAs purchase training programs, courses and services from local training firms/schools, in addition to other products and services, such as printing, computer equipment, office supplies, etc. Purchasing programs, services and products from these businesses have a direct impact on the local economy. It not only pumps cash directly into the local economy but it also fosters co-operation and support for the RBA/AHRDA program. | | Indicator | 3 | RBA joint ventures with local business to provide services. | | RBAs/AHRDAs and local businesses work together to meet employment development objectives and cost share expenses associated with the undertaking in question. | | Indicator | 4 | RBA funds LMD projects initiated by local businesses. | | Some RBAs/AHRDAs have directly funded LMD projects initiated by local training institutes, such as upgrading/ life-skills courses, computer skills, entrepreneurship training courses and apprenticeship training programs. In these instances, RBAs/AHRDAs are able to achieve their LMD objectives/targets without the added risks or costs associated with directly administering or delivering the projects themselves. This approach allows RBAs/AHRDAs to achieve some cost-efficiency while focussing its attention on other program activities. | | Indicator | 5 | Member(s) of the local business community sit on RBA Board. | | RBAs/AHRDAs recognize the importance of integrating local businesses input into programs. The RBA/AHRDA invites representation from the local business community to sit on its Board of Directors to ensure that the RBA/AHRDA have some insight from the local business sector in its strategic planning and policy development. | | Capacity Dimension | Socio-Economic Integration Capacity | | Capacity Criteria | RBA/AHRDA Economic Integration | 4 of 4 Issues | | Issue: 4 | Does RBA/AHRDA Link Programs to Economic Development? | The RBAs/AHRDAs ensure that their Labour Market Development efforts take into consideration the plans of the community, for growth, and economic development initiatives. Economic development refers to the projects and activities designed to increase, monies, jobs, and commercial activity of a community. | Indicator | 1 | Training is tied to long term sustainable jobs. | | RBAs/AHRDAs establish their training initiatives taking into account long term sustainable jobs. Long term sustainable jobs refers to work that will continue to exist into the foreseeable future; this includes transportation related work, education and training related work, computer related work, tourism development etc. | | Indicator | 2 | LMD initiatives target economic development opportunities. | | RBAs/AHRDAs ensure that they are aware of the local community economic development plans - this includes knowing what new and existing businesses will be supported in the future. RBAs/AHRDAs should use this knowledge to establish its training priorities and as a means to guide clients towards obtaining appropriate training that will most likely lead to securing employment. | | Indicator | 3 | RBA planning reflects local economic development initiatives. | | Careful planning is crucial for RBAs/AHRDAs to achieve any kind of success in meeting training and employment targets. During its planning phase, the RBA/AHRDA ensures that it is knowledgeable about the types and nature of the businesses and economic activity that will be encouraged and supported in the future. Knowledge of these plans enables the RBA/AHRDA to identify the skills clients will require to secure employment. | | Indicator | 4 | RBA participates in local economic development workshops. | | RBAs/AHRDAs are informed and involved in the planning and delivery of local economic development workshops. RBAs/AHRDAs learn from other organizations, in and outside the community, what they are doing to tie into and support local economic development. Not only can they share, information, concerns and ideas, but they can also establish valuable contacts that could lead to beneficial partnerships and improved RBA/AHRDA programs and services. | | Indicator | 5 | RBA places high priority on local economic development. | | RBAs/AHRDAs who focus on local economic opportunities understand the importance of economic development within the local community to support and sustain local jobs. RBA staff become an integral part of the development and build their own programs and services to complement what others are doing. Best practice has shown that this approach leads to a greater overall RBA/AHRDA program/initiative success. | | Capacity Dimension | Socio-Economic Integration Capacity | | Capacity Criteria | RBA/AHRDA Community Integration | 1 of 4 Issues | | Issue: 1 | Is RBA/AHRDA a Community Based Organization? |
Community based means that a least one RBA staff member or more, or the RBA office operation, is located in the community where the clients are. In addition, the Board or Authority that oversees the operation is comprised of various members of the community. Community can mean broadly dispersed clients, organizations, businesses and groups who are served under one umbrella organization. An example is a Metis organization in an urban setting. | Indicator | 1 | RBA/AHRDA is dedicated to serving the LMD needs of the community. | | RBA/AHRDA results demonstrate that RBA/AHRDA programs and services are focussed on meeting the community needs. Community includes the residents, businesses, programs of the community and their staff, and the local government leaders. RBA/AHRDA develops its services specifically to meet the full scope of community Labour Market Development LMD needs. | | Indicator | 2 | Community members provide input into RBA/AHRDA programming. | | RBAs/AHRDAs ensure that residents of the community(s) it serves other programs and their staff, and businesses and government leaders, have the opportunity to voice their opinions and to offer their input regarding the services of the RBA/AHRDA. | | Indicator | 3 | RBA/AHRDA programs address community needs and standards. | | Community needs and standards refer to the expectations that the community (Indicator 2) have articulated in terms of its rules, principles, and measures established by authority. The RBA/AHRDA deliver programs according to these terms in order to achieve success. | | Indicator | 4 | RBA/AHRDA communicates program results to community. | | RBAs/AHRDAs openly report to the community (Indicator 2). Reporting includes financial information (salaries, travel administration), who got funded and who didn't and why, who is on the Board of Directors, and program successes and failures. The more the community is aware of the RBA/AHRDA's results, particularly the positive results, the more they support it, takes ownership of it, and promote it within the community. | | Indicator | 5 | RBA/AHRDA is physically located in the community(s) it serves. | | RBAs/AHRDAs maintain an office with LMD staff in the community it serves. Where they cannot be physically represented, they are sometimes represented by the local Community Economic Development Officers (CEDOs), who are knowledgeable about RBA/AHRDA programs and services and are willing to act as liaison between the program and the client. In either case, RBAs/AHRDAs make an effort to be represented in the community and are seen to be community based. | | Capacity Dimension | Socio-Economic Integration Capacity | | Capacity Criteria | RBA/AHRDA Community Integration | 2 of 4 Issues | | Issue: 2 | Does RBA/AHRDA have a Positive Impact on the Community? | RBAs/AHRDAs examine the effects they are having on the residents, clients, businesses, local government and other community programs which they service. This review helps the RBA/AHRDA to ensure that it is helping clients to achieve their training/employment goals and that the it is helping to improve the community goal. | Indicator | 1 | RBA/AHRDA programs are tied to local social development strategies. | | RBAs/AHRDAs clearly understand what the goals and objectives are for other community based programs including education, health, social work, economic development and business. As the RBA/AHRDA staff develops this understanding, they can then establish what roles it will fulfill in helping residents to improve the quality of their lives. This includes better self-esteem, acquiring more skills, improving employment opportunities, living healthier lifestyles and becoming self-reliant. | | Indicator | 2 | RBA/AHRDA programs reflect the social values of the community. | | It is essential for RBAs/AHRDAs to develop a clear understanding of the ways people in the community interact and relate with each other. Staff of the RBA/AHRDA ensure that they respond to clients requests for help and assistance in a respectful and honest manner. They listen to the client, providing support and/or guidance that is appropriate to meet the client's needs. | | Indicator | 3 | RBA/AHRDA programs are sensitive to community healing/wellness. | | Staff of the RBA/AHRDA clearly appreciate and respect the life circumstances of their clients. Many aboriginal people have or are over-coming serious life problems. These may include having low self-esteem, low motivation and commitment rates, low education levels, lack of knowledge of the skills required to obtain (and maintain) full-time jobs or other issues resulting from family dysfunction. The challenge for the RBA/AHRDA staff is to assist their clients in the most meaningful ways that will support the clients personal growth. | | Indicator | 4 | RBA/AHRDA offers programs for youth. | | RBA/AHRDA staff need to clearly understand the problems confronting Aboriginal young people (ages 16 to 25). Youth make up the largest sector of the Aboriginal population and they represent the future. They are future leaders, business people and employers. The challenge for RBA/AHRDA staff is to provide appropriate guidance and support that helps these people to become self-reliant and positively motivated. | | Indicator | 5 | RBA/AHRDA offers programs for disabled. | | In all Aboriginal communities there are people who are physically or mentally challenged. RBA/AHRDA staff need to clearly understand and appreciate the problems confronting these people and to provide appropriate support which facilitates the client's employment, training needs leading to their independence. | | Capacity Dimension | Socio-Economic Integration Capacity | | Capacity Criteria | RBA/AHRDA Community Integration | 3 of 4 Issues | | Issue: 3 | Do RBA/AHRDA Programs Reflect the Needs/Aspirations of the Community? | RBAs/AHRDAs develop and offer appropriate client services and provide training based on the expectations of residents (populace), local government leaders, business people, and others, to improve job opportunities. | Indicator | 1 | RBA/AHRDA consults regularly with community leadership. | | RBAs/AHRDAs meet and consult with local leadership on a monthly, bi-monthly, or quarterly basis. In addition, the RBA/AHRDA Board of Directors or Authority as a means of receiving leaders input and advice regarding its services and programs and this may include having a representative on the board of directors. | | Indicator | 2 | RBA/AHRDA success measurement is partially defined by the community. | | Success of the RBA/AHRDA program is not just about achieving savings to the EI and SA accounts of government or assisting clients to attain jobs. Success can also be measured in how (much) better people feel about themselves, or in how many young people are staying in school, or in how many healthy children are born to healthy families. These examples of measures of success are very important to the community. While the RBA/AHRDA may not be singularly responsible for achieving these goals, it is important for staff to work with other programs in the community, to work towards these goals. | | Indicator | 3 | RBA/AHRDA programs address local employment needs/opportunities. | | Local employment needs and opportunities are related to business, industry or economic initiatives being undertaken in a given region. | | Indicator | 4 | RBA/AHRDA initiatives address community skills/competency gaps. | | RBAs/AHRDAs have learned about the type of training required by prospective employers. RBA staff have familiarised themselves with the type of skills that are necessary for a prospective employee to be able to complete specific job responsibilities or maintain their employment status. RBAs/AHRDAs who are able to address these ability and knowledge gaps with programs and services are better able to meet these needs and to facilitate client success. | | Indicator | 5 | RBA/AHRDA works closely with other community institutions. | | RBA/AHRDA have representation for its Board from and/or have representation on the Boards of other community based institutions, such as schools/education, local government administration, health services, social services, economic development, business association etc. This representation ties the RBA/AHRDA into the community where it can share information, ideas and strategies for improving the quality of life in the community, including employment and career opportunities. | | Capacity Dimension | Socio-Economic Integration Capacity | | Capacity Criteria | RBA/AHRDA Community Integration | 4 of 4 Issues | | Issue: 4 | Does RBA/AHRDA Address "Wellness/Healing" (W/H) Issues of Clients? | In some cases, clients approaching the RBAs/AHRDAs for support will be dealing with problems or illnesses that directly affect their mental well-being. These W/H issues relate primarily to social problems/illnesses usually caused from a cycle of family violence, "Residential School Syndrome", poverty, substance abuse and/or despair. RBA/AHRDA staff clearly understand this matter by providing appropriate support to clients in a respectful manner while facilitating the client's success. | Indicator | 1 | RBA/AHRDA is aware of W/H centres available within the community. | | Some communities, in which RBAs/AHRDAs operate, have established resource facilities commonly known as Wellness/Healing (W/H) centres available for those community members suffering from a variety of social problems. RBAs/AHRDAs who are aware of W/H centres are able to refer clients who require such help, to these facilities. This allows the RBA/AHRDA to play a supportive role in the community's H/W efforts, demonstrating the level of integration of the RBA/AHRDA into the community. | | Indicator | 2 | RBA/AHRDA trains staff to be sensitive to W/H issues. | | Most W/H related issues are complex and deep rooted, requiring a great deal of knowledge and understanding on behalf of RBA/AHRDA staff to be able to properly identify clients who are in need of assistance and to determine an appropriate course of action. Best practice shows that RBAs/AHRDAs who have trained their staff to be sensitive to W/H issues, are better able to provide support through their programs and assist clients who need help. | | Indicator | 3 | RBA/AHRDA provides W/H literature to clients seeking assistance. | | Providing W/H literature to those clients who need this kind of support is one way to ensure that help is available to those who need it. Best practices show that RBAs/AHRDAs who provide H/W literature to those who need help are better able to support clients with W/H issues. | | Indicator | 4 | RBA/AHRDA staff refers clients to contacts they have in the W/H field. | | Most RBAs/AHRDAs are not equipped to properly identify or provide assistance to clients who may be suffering from social problems/illnesses. However, RBAs/AHRDAs refer clients to resource people they know in the W/H field, are able to provide at least some W/H support to those who need it. | | Indicator | 5 | RBA/AHRDA Board has representation on it from the health or W/H field. | | By having representation from the W/H program on its Board of Directors, the RBAs/AHRDAs are better able to develop appropriate policies and procedures for addressing W/H issues of clients as they arise. | | Capacity Dimension | Socio-Economic Integration Capacity | | Capacity Criteria | Entrepreneurship Development | 1 of 3 Issues | | Issue: 1 | Does RBA/AHRDA Support a Full Range of Entrepreneurial Programs? | Some clients of the RBA/AHRDA will be interested in establishing a business. The client however, may not have the knowledge and abilities to start-up and run a business. In these cases the RBA/AHRDA must be able to support the client in accessing the necessary information and training required to be successful, regardless of the nature of the proposed business. | Indicator | 1 | RBA/AHRDA provides self-employment assistance programs. | | Some clients will approach the RBA/AHRDA with the goal of establishing a business where they offer and provide services based on their skills and experiences. In these cases, the RBA/AHRDA have a program in place to assist clients to develop the proper knowledge and motivation to establish and operate a business. The RBA/AHRDA staff assess the client and determine what support is necessary to assure success. Support may be in the form of a training allowance, business related training, and mentoring. | | Indicator | 2 | RBA/AHRDA provides entrepreneurship training workshops. | | Opportunities to learn about operating and running a business tend to focus more on the prospective business person's role in developing a business and the business itself rather than self-employment. These programs tend to walk would-be entrepreneurs through every aspect of developing a business, such as, identifying the business opportunity, business planning, financing the business, marketing and dealing with competition. RBAs/AHRDAs who support clients in obtaining the necessary training increase the likelihood of success. | | Indicator | 3 | RBA/AHRDA provides entrepreneurship programs for youth. | | The youth sector (ages 16-25) is the fastest growing population in most Aboriginal communities and as a result represents a serious challenge for community leaders to find their youth meaningful employment/career opportunities locally. RBAs/AHRDAs offer entrepreneurship programs specifically for youth that help them to learn about starting a business. | | Indicator | 4 | RBA/AHRDA provides entrepreneurship programs for disabled people. | | People with physical or mental challenges, though often overlooked and under-utilized as a human resource in most communities, are often able to develop and operate their own business. RBAs/AHRDAs who are able to develop entrepreneurship programs specifically geared to disabled people are enjoying some success in
addressing the needs of the disabled as well as fostering the development of entrepreneurship within the community. | | Indicator | 5 | RBA/AHRDA provides other types of entrepreneurship programs. | | Other types of entrepreneurship programs may include, specific programs for women and the elderly, business incubation, wage subsidies for training staff, mentorship programs, special loan funds and/or business counselling. RBAs/AHRDAs who offer a variety of entrepreneurship programs enjoy greater success in entrepreneurship development and overall program success. | | Capacity Dimension | Socio-Economic Integration Capacity | | Capacity Criteria | Entrepreneurship Development | 2 of 3 Issues | | Issue: 2 | Does RBA/AHRDA Support Programs that Directly Assist Entrepreneurship? | RBA/AHRDA's offer a variety of initiatives that are specifically intended to help clients who are interested in establishing a business. Initiatives may include wage subsidy and related business training. | Indicator | 1 | RBA/AHRDA offers wage subsidies. | | RBAs/AHRDAs pay employer's part of the employee's wages. Wage subsidies offer employers an incentive to hire and train unskilled/inexperienced workers. RBAs/AHRDAs who are able to offer wage subsidy have an impact on local job creation and business development. | | Indicator | 2 | RBA/AHRDA offers upgrading/life-skills training. | | RBAs/AHRDAs sometimes pay for the costs of ensuring that clients have an equivalent of grade 12 education prior to being eligible for additional services from the RBA/AHRDA. Further, the RBA instructs clients in everyday activities such as personal financial management, proper nutrition, personal health care, effective communication etc. RBAs/AHRDAs who support clients to receive this education and instruction increase the likelihood of success for their clients. | | Indicator | 3 | RBA/AHRDA offers financial management training. | | RBAs/AHRDAs who offer some form of financial management training for local entrepreneurs play a significant role in developing and maintaining a healthy entrepreneurial sector within the community which leads to a healthy economy and greater long term job/career opportunities locally. | | Indicator | 4 | RBA/AHRDA maintains an HR inventory and offers an HR referral service. | | RBAs/AHRDAs have developed a people list that identifies their skills, education and experiences. When employers approach the RBA/AHRDA to ask for assistance in recruiting, RBA/AHRDA staff can provide a list of prospective employees to the employer. This vital service can save employers a lot of time, effort and costs in finding appropriate employees. | | Indicator | 5 | RBA/AHRDA offers entrepreneurship/business counselling/mentorship. | | In some cases prospective business people will require training in establishing and operating a business or they may require advice from experienced business people. RBAs/AHRDAs will help clients who require this assistance by paying for training costs or in finding experienced people. | | Capacity Dimension | Socio-Economic Integration Capacity | | Capacity Criteria | Entrepreneurship Development | 3 of 3 Issues | | Issue: 3 | Does RBA/AHRDA Participate in Community Entrepreneurship Initiatives? | RBAs/AHRDAs are directly involved in the various efforts established by the community governing body or professional people that are intended to address business development goals and aspirations. | Indicator | 1 | RBA/AHRDA partners with local institutions to assist small businesses. | | Where it is practical and cost-effective RBAs/AHRDAs jointly design and deliver business development plans and programs with business people and business agencies mandated on socio-economic development. RBAs/AHRDAs who have worked together with these groups enjoy all the same benefits of having their own program including playing a key role in local entrepreneurship development and job creation. | | Indicator | 2 | RBA/AHRDA refers entrepreneurs to various business support agencies. | | Throughout the country governments (at all levels) and business associations have established committees, bureaus or other offices staffed with experienced and knowledgeable resource people who offer advice and guidance to individuals interested in business. It is important that RBA/AHRDA staff know who and where these resources are in order for them to help clients find assistance to resolve issues. Proper advice and guidance available from these resource people increases the opportunity for success for RBA/AHRDA clients. | | Indicator | 3 | RBA/AHRDA participates in local small business conferences/workshops. | | As part of the roles that RBAs/AHRDAs have regarding businesses development they are involved in various gatherings/meetings focussed on business. The RBA/AHRDA may become involved in the planning and organizing of these assemblies; they may also want to be involved in the delivery of small group discussion sessions and on follow-up work resulting from these gatherings/meetings. | | Indicator | 4 | RBA/AHRDA provides advice to entrepreneurs interested in LMD. | | An important role for RBAs/AHRDAs is to meet with business people to discuss issues pertaining to expanding and/or increasing job opportunities in its service area. The work results in long term benefits for employers and clients and leads to job opportunities and increased business prospects. | | Indicator | 5 | RBA/AHRDA participates in local chamber of commerce. | | Chambers of Commerce are community based organizations typically made up of local business people who share a common interest in the development of a healthy community and local economy. RBAs/AHRDAs who actively participate in these organizations enjoy the benefits of a broad network of contacts and associates that can help them establish their role in LMD as well as entrepreneurship development. | | Capacity Dimension | Socio-Economic Integration Capacity | | Capacity Criteria | Cultural Integration | 1 of 2 Issues | | Issue: 1 | Does RBA/AHRDA Reflect the Local Culture in its Program Delivery? | RBA/AHRDA programming is compatible with the traditions and cultural knowledge of its clients. As such, RBA/AHRDA are aware of the local customs, values, ways of living and interacting, philosophies of the people who make up the community. | Indicator | 1 | RBA/AHRDA staff involve local customs/traditions in daily activities. | | While the specifics of each Aboriginal culture does vary from community to community, and from region to region. Aboriginal people like to know that the people working for or with them conduct their work with the same respect and values as contained in traditional teachings and reflect the culture of the people. | | Indicator | 2 | RBA/AHRDA staff are sensitive to and understand local customs/traditions. | | RBA/AHRDA staff provide their services to clients in accordance with the values, ways of interacting, philosophies and values of the people. The interactions between staff and clients is very important in assuring success for the client and for the program. Further, staff need to be available to clients after what may be considered "normal working hours". This means that staff might work into the evenings or on some week-ends. | | Indicator | 3 | RBA/AHRDA mandate/mission incorporates local cultural principles. | | Successful RBAs/AHRDAs include references, or statements of guidance, that are clearly based on traditional values. | | Indicator | 4 | RBA/AHRDA programs incorporate local culture into their design. | | Designing programs and services that incorporate aspects of local culture make them less threatening and sensitive to clients who likely practice their culture everyday. Best practices shows that RBAs/AHRDAs who are able to incorporate local cultural principles into the design of their programs are able to integrate their RBA/AHRDA into the local culture and the community resulting in overall program success. | | Indicator | 5 | Culture plays an important role in developing RBA/AHRDA programs. | | Clients are received by RBA/AHRDA staff in accordance to the values norms, traditions of the people of the community clearly demonstrate that the RBAs/AHRDAs able to integrate such cultural principles into their programming experienced greater client success and acceptance into the community. | | Capacity Dimension | Socio-Economic Integration Capacity | | Capacity Criteria | Cultural Integration | 2 of 2 Issues | | Issue: 2 | Does RBA/AHRDA Support Local Cultural Development? | RBAs/AHRDAs offer financial support for the development of initiatives that are focussed on the ideas, philosophies and ancient practices of the people. Examples include: the arts and crafts industry or on traditional jobs (fishing/hunting guides). | Indicator | 1 | RBA/AHRDA offers assistance to clients in their language of preference. | | This simply refers to the capacity of RBA/AHRDA staff to be able to converse and communicate with any given client in the language of the client's choice. This may be English, French or the native language of most frequent usage in the community. | | Indicator | 2 | RBA/AHRDA offers training instruction in local language. | | As with Indicator 1 above clients must be able to receive assistance in the language they are most comfortable with. | | Indicator | 3 | RBA/AHRDA participates in community cultural activities. | | RBAs/AHRDAs who participate in community based cultural activities, such as pow wows, traditional games, feasts, etc., are demonstrated to the community that they are sensitive to the local culture. This ensures community support for the RBA/AHRDA program that leads to overall program success. | | Indicator | 4 | RBA/AHRDA partners with cultural institutions to provide programs. | | RBAs/AHRDAs work with Cultural Centres and other cultural institutions to design and deliver culturally sensitive and culturally appropriate programs (e.g., skills/upgrading, post-secondary education, entrepreneurship development, etc.) | | Indicator | 5 | RBA/AHRDA approaches activities holistically/decisions by consensus. | | Holistic refers to how everything is tied together when taking all the related pieces into account. This approach means taking into account the needs of all the stakeholders (those with an interest) of the RBA/AHRDA program. Holistic thinking/approaches/decisions are common place among various Aboriginal cultures. All stakeholders in the activity are treated as equal with all decisions made only by the agreement of all participants. Best practice shows that RBAs/AHRDAs who approach activities holistically and make their decisions (including Board decisions) by consensus, are better able to integrate into the culture of the community and enjoy overall program success. |
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