SUFA Initiative (2002)

General Information

Department

Human Resources Development Canada

Partners

• Aboriginal individuals, organizations, and institutions (nationally, regionally and sub regionally)
• Other Federal departments (e.g. Indian and Northern Affairs Canada, Health Canada, Industry Canada, Privy Council Office)
• Provincial / territorial departments

Effective Date

April 1, 1999

Expiry Date

March 31, 2004

Web Site

www.hrdc-drhc.gc.ca/aro

Purpose

To support Aboriginal individuals, organizations, and institutions develop and implement labour market, youth and child care programs that are designed to address the local and regional human development needs of Aboriginal people

To support Aboriginal organizations / groups assume greater control in the delivery of a wide range of human resource programming which assist Aboriginal clients to prepare for, obtain and maintain employment.

Roles and Contributions

Aboriginal organizations role is to design and deliver employment programming for its constituents.

HRDC's role is to assist Aboriginal organizations in designing and delivering employment programming, ensuring sound financial management and achievement of results.

Resources

Funding

HRDC is investing $1.6 billion over five years

Tracking and Reporting

Information on the AHRDS is tracked through client case management processes and financial investments through departmental internal systems. Information is also reported in:

• HRDC Departmental Performance Report http://www.hrdc-drhc.gc.ca/menu/pub.shtml
• EI Monitoring and Assessment Report http://www.hrdc-drhc.gc.ca/menu/pub.shtml
• Main Estimates http://www.hrdc-drhc.gc.ca/menu/pub.shtml
• Public Accounts http://www.pwgsc.gc.ca/recgen/text/pub-acc-e.html

Measurement and Reporting

Outcomes

Outputs for the AHRDS include:

• Agreements signed or amended
• Child Care Plans, centres and spaces
• Communication plan and products
• Membership on provincial committees on child care
• Training and Information sharing and special events

Outcomes Include:

• Assist Aboriginal individuals to prepare for, obtain and maintain employment;
• Assist Aboriginal youth (a person normally from 15 to 30 years of age) in preparing for, obtaining and maintaining employment and in making a successful transition into the labour market;
• Decrease the dependency on passive public investments (EI unpaid benefits and Social Assistance savings);
• Increase the supply of quality child care services in First Nations and Inuit communities, thereby raising the availability of distinct and diverse services in these communities to a level comparable to that of the general population; and,
• Enhance the inclusion and labour market attachment of Aboriginal people with disabilities.

Indicators

• Number of jobs
• EI unpaid benefits
• Social Assistance Savings
• Number of Youth returning to school
• Number of Child Care spaces supported and occupied
• Number of Aboriginal people with disabilities entering the labour force

Above-mentioned information is obtained through departmentally supported individual client cased management system.

Comparable Indicators

Comparative quantitative data sets reflecting the variances between socio-economic conditions experienced by Aboriginal peoples versus the Canadian general population.

Evaluation / Thrid Party Assessments

A report demonstrating the effectiveness of the program is underway and an Evaluation to be completed by winter 2002-03.

Shared Information and Best Practices

The Evaluation and Consultative Assessment will continue to contribute to a series of best practices and community case studies. Once completed, the Evaluation and Consultative Assessment will be publicly available.

Public Reporting

Reports to the public (and Parliament) through various vehicles – through the HRDC Departmental Performance Report http://www.hrdc-drhc.gc.ca/menu/pub.shtml, EI Monitoring and Assessment Report http://www.hrdc-drhc.gc.ca/menu/pub.shtml, the HRDC website and other published information about the program.

HRDC is in the process of developing an Aboriginal Human Resources Development Agreement Public Report Card.

HRDC has identified greater public reporting as an area where additional measures may be required to augment current public reporting. Engaging our Aboriginal partners would be one way to enhance public reporting.

Involving Canadians

Provisions for Citizens to Participate in Developing Social Priorities and Reviewing Outcomes

HRDC currently involves Aboriginal individuals, organizations and institutions through formal meetings and workshops to discuss the long term relationships between HRDC and our Aboriginal partners (i.e. post 2004), meetings are also held to discuss specific subjects (i.e. disabilities). These meetings are held at the regional and sub- regional level as well as with the five National Aboriginal organizations.

Feedback Mechanisms to the Public

Information on the program is tracked through a variety of mechanisms. Clients outcomes are managed and tracked through a variety of client case management systems and reconciled against the Standard Data File. Financial investments are controlled and tracked through internal HRDC financial management process.

Public can get in touch through: www17.hrdc-drhc.gc.ca

Service Commitments

Public Availability of Eligibility Criteria

The eligibility criteria are included in the Terms and Conditions of the program and are available on the Aboriginal Relations Office website. www.hrdc-drhc.gc.ca/aro

Existence and Availability of Service Commitments

Internal service standards (between HRDC and the Aboriginal Human Resources Development Agreement holders) are under development.

Aboriginal Human Resources Development Agreement direct service delivery commitments to clients are negotiated within the Contribution Agreement.

Measurement and Public Reporting

The majority of Aboriginal Human Resources Development Strategy programming is done through third party delivery.

Each Agreement Holder is contracted to produce an Annual Report providing information on activities, best practices and audited statements.

Appeals and Complaints

Existence, Availability and Communication of Mechanisms

There is no formal appeals and complaint process for the Aboriginal Human Resources Development Strategy. This program is delivered by third parties and such a process would be left up to each individual Aboriginal Human Resources Development Agreement Holder. The Evaluation will determine whether the Aboriginal Human Resources Development Agreements have a process in place.

Tracking and Public Reporting

HRDC and its Aboriginal partners dispute resolution and tracking mechanisms are evolving for full implementation in a successor program (2004).

Mobility

Existence of Measure

All Aboriginal Human Resource Development Agreements define the clients to be served as well as a specified geographical area.

HRDC ensures that all Aboriginal people, regardless of residence or status are served in each province (i.e. Urban Agreements).

Under the Aboriginal Human Resources Development Strategy, there are no barriers to labour mobility.