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·	From Theory To Practice

This section contains the following:

Administrative Capacity
Number of Capacity Criteria	Number of Capacity Issues	Number of Capacity Indicators
6	36	180

What is Administrative Capacity?

Almost every aspect of an RBA/AHRDA's operations involve some form of administration: including the planning of strategic and operational activities, managing internal human resources, communications and data systems. Well run RBA/AHRDA administrations that focus on maintaining operational efficiencies and cost-effectiveness in each of these areas, while desiring to be operationally self-sufficient, are engaged in the ongoing development of their administrative capacity. With increased administrative capacity many RBAs/AHRDAs are evolving their service capability to take on new and innovative programs in the area of Aboriginal Labour Market Development. Through well thought out operational policies and procedures, often established from "Lessons Learned" and "Best Practices", RBA/AHRDA management and staff are doing more with less effort, and achieving results that meet or exceed objectives and targets.

Special Notes for this Section

1. Administrative capacity and efficiency can be somewhat greatly effected by whether or not an RBA/AHRDA is directly affiliated with an Aboriginal government or institution that shares in or undertakes some of the administrative responsibilities. In cases where RBAs/AHRDAs are directly affiliated with an Aboriginal government or institution that shares the administrative responsibilities, RBAs/AHRDAs are to respond to each capacity issue as though their combined administration efforts where one and the same.
2. In some RBAs/AHRDAs, particularly those that are decentralized, program administration is often devolved or split between various sub-offices. This may result in the program being administered slightly differently from one sub-office to another. In these cases, the RBA/AHRDA Capacity Self-Assessment Committee may have difficulty agreeing on a response that adequately covers all locations. In the event of a disagreement or lack of a consensus on the issue or indicators, use the majority principle.

A strategic plan is a written document which serves as a framework of reference for results. Strategic plans outline a series of steps and critical endeavours that will be undertaken in a given 5 to 10 year period to help an organization attain its annual goals and objectives. A strategic plan identifies the resources that will be used to assist the process of achieving results. Long term strategic plans translate into operational activities.

RBAs/AHRDAs whose long term strategic plan contains key elements, such as a clearly stated mandate, goals and objectives, activities, proposed budget, partnership opportunities, local labour market needs, stakeholders' needs, client needs, and an assessment of the risks are better able to achieve overall program success.

Managers of the RBA/AHRDA have the responsibility of assuring that all of the people working for them either have personal copies or open access to the Strategic Plan. It is important for these people to read over the plan and to discuss it with the manager since they will be asked questions about the RBA/AHRDA from others. The indicators below help to determine if staff understand the long term strategic plan.

The RBAs/AHRDAs outlines a twelve month plan of action for the entire organization. This plan is based on the Long Term Strategic Plan. Development of this plan is completed within the RBA/AHRDA - it is not necessary to obtain external input or advice regarding the Operational Plan.

RBAs/AHRDAs write their plans under various titles or sections including action steps, time frames, human resource requirements, budgets and communication plans for stakeholders. By compiling the plan under such headings the RBA/AHRDA will have established very clear roles and responsibilities for its staff, the ways it intends to meet the needs of its clients and how it proposes to be successful.

RBA/AHRDA management has responsibility to make sure that the actions and activities it identified as necessary to achieve its goals and objectives, are acted upon. Effective operational planning is in moving forward employment initiatives. The 5 Indicators below determine if operational planning is effective.

The RBA/AHRDA is knowledgeable about what other groups involved in business, employment and social development, want to achieve.

An institution is considered to be aboriginally controlled if the majority of management, decisions, and authorities are in the hands of aboriginal people. This question looks at matters such as: Who are the decision makers of the RBA/AHRDA?; Who does the RBA/AHRDA report to?; Who gives "Authority" to the RBA/AHRDA to exist in this (these) community (ies)?

While the RBA/AHRDA is not the only group involved in identifying and/or establishing the types of skills education and experiences employers seek of employees, labour market development (LMD) is a primary focus for RBAs/AHRDAs. Further, it is necessary that RBAs/AHRDAs take a leading role and responsibility for knowing about Labour Market Development initiatives.

Self-Sufficiency means that there is minimal reliance on others to "run things" (make decisions) for the organization. RBAs/AHRDAs organization mandates, authority structure, statements of how to operate, training purchases, fiscal management, and legal and public accountability are within the realm of Aboriginal control.

A Terms of Reference (TOR) outlines Board authorities and responsibilities, including the appointment of executives, and provide for a process to orient new members to the RBA/AHRDA board. The TOR outlines the roles and responsibilities of the board.

RBAs/AHRDAs maximize their limited funding for expanding services by creating linkages such as, developing partnerships/joint ventures/affiliates, cost sharing programs, etc., and are better able to pursue self-sufficiency development.

Capacity building is a process by which organizations increase their abilities to set objectives and priorities, perform functions, solve problems and achieve objectives; and understand and deal with labour market needs in a broad context and sustainable manner.

A Policies and Procedures Manual is a document that outlines rules by which an organization will function.

An organizational structure depicts the authorities that make up an organization and define the roles and responsibilities for each level within the organization.

RBAs/AHRDAs management provide time and opportunity for new staff to review various documents which describe the organization. This should include the Policy and Procedures Manual, Strategic Plan, Operational Plan and Organizational Chart. Management should allow for these employees to ask questions and seek clarifications as necessary.

RBAs/AHRDAs require clients to sign agreements which places responsibilities onto the client in order for the RBA/AHRDA to maintain its support for the client. Examples of such responsibilities may include attendance requirements for upgrading or training sessions, regular contact with the RBA/AHRDA counsellor, etc. Basically these are conditions which the client knows about because the RBA/AHRDA counsellor explained them to the client prior to him/her signing the contract. This measure assures cost-effective service delivery.

Service Contract Management means that there is a system in place to track contracts.

Sub-agencies are organizations that have been established under the authority of the RBA to provide services to the client and organization. Best practices show that RBAs/AHRDAs who have a formalized process for dealing with affiliated groups, including written policies and procedures, established communication links, lines of authority, financial mechanisms, and appropriate monitoring in place, are better able to manage their sub-agencies and to operate more efficiently.

A human resource plan is a description of a series of steps that will be instituted in the RBA/AHRDA organization to assist all its employees to develop and improve their skills and education to carry out job functions effectively. RBAs/AHRDAs must have competent staffing in place in order for it to be able to meet the full range of needs required by its clients. RBA/AHRDA determines what skills, training and or education are required of its staff to provide all of its services.

The director of the RBA/AHRDA meets with his/her staff members to find out what skills, education and experience they presently have. The director then reviews with the staff person what skills, education and experiences are necessary for the job or position they hold in the RBA/AHRDA. Together they then determine what training is required by the staff person to meet all of the requirements of the job. They may also identify other training wished for by the employee as a means of improving their career opportunities. The final product of this meeting is a Training Plan for the employee.

Team building denotes a process whereby staff/employees work together to achieve a common purpose. RBAs/AHRDAs promote team building to be better able to develop their internal human resources to deliver quality LMD programming.

As a means to assessing the quality of work being provided by any employee the director needs to be able to measure how effective staff members are in relation to employees duties, roles and responsibilities. This process has become to be known as Performance Appraisal. The information obtained through this exercise is important for the organization as it is for the employee. By completing this evaluation the director is able to provide constructive advice to the employee as to how they can perform their job more effectively. This in turn makes the organization more effective to clients and stakeholders.

Job descriptions are used to outline an employee's duties, roles and responsibilities, to identify direct reporting relationship and to identify necessary skills, education and experiences required to do the job. RBAs/AHRDAs use job descriptions for each employee to be better able to develop their internal human resources to deliver quality LMD programming.

Compensation refers to the salaries/wages, benefits (e.g., medical), sick days, vacation leave, vacation pay, career advancement, and benefits associated with work. Compensation may vary slightly across regions and across RBAs/AHRDAs.

Functional data systems generally include the full scope of computer hardware and software needed to enter and store client and organizational data to monitor and report program results.

RBAs/AHRDAs, whose data system is accessible to the director and other client intake workers/counsellors, are better able to manage their data systems and MIS to support LMD programming that meets or exceeds the needs of all stakeholders in a timely, efficient and cost-effective manner.

RBAs/AHRDAs, data system is secure through the proper use of safeguards, such as, protocols, firewalls, passwords, standby technical support, taped back-up, virus protection and restricted access to sensitive data.

RBAs/AHRDAs accounting software effectively manages financial data while using filters to access data, produce financial statements, audit trails and spread sheets, as well as allowing for the exporting of data to other systems.

There are various electronic communication tools available besides telephones. This issue deals with those tools deemed to be most effective for RBAs/AHRDAs. RBAs/AHRDAs who have electronic communication tools to communicate with key stakeholders and others who have an interest in communicating with the RBA/AHRDA.

RBAs/AHRDAs who do not have today's basic essentials in communication tools, phones, computer links, fax, courier delivery will have difficulties communicating with clients, partners, affiliates and government.

RBAs/AHRDAs produce materials to send their messages. These materials include: reports, newsletters, pamphlet/brochures and Internet sites. Effective communication materials means that the key messages inform the public about RBA activity.

RBAs/AHRDAs provide clients with access to employment information, job postings display, resource centre/library, and career counselling.

Effective communication is when the two (or more) parties involved in a dialogue listen to each other and clearly understand what each other is saying or trying to accomplish. Effective communication involves a "trust" relationship amongst the entities involved. The indicators below identify some of the elements that are found in a productive and mutually beneficial relationship between HRDC and the RBAs/AHRDAs.

RBAs/AHRDAs who communicate effectively with groups and organizations involved in employment and training related matters are better able to build strong and productive relationships with others that can lead to successful LMD programming. Outside agencies are generally those agencies that do not operate within the RBA/AHRDA authority but have a vested interest in employment development. These outside agencies include federal, provincial and municipal governments, friendship centres or other Aboriginal organizations and businesses.

RBAs/AHRDAs must identify how and who they want to send and receive information from. By doing this RBAs/AHRDAs are better able to promote themselves to build mutually supportive relationships with others that lead to successful LMD programming and stakeholder satisfaction.