Centre for Indigenous Environmental Resources (CIER)
Year of publication:
2011
"The training and collaborative planning process spanned 18 months. CIER provided four, week-long training sessions in Winnipeg on the key steps, process, and methods of the planning process. These training sessions occurred approximately every 4 months. During the interim, the First Nation planners participating in the project worked with their communities on the relevant steps (e.g. developing a community vision; determining priorities; etc.). CIER provided remote, and in-community support during these months as needed."
National Center for First Nation Governance (NCFNG)
Year of publication:
2008
This project involved extensive research into and analysis of the role that meaningful consultation can play in First Nation development in Canada. A key element was to develop insights into the importance of consultation in helping First Nations achieve greater self governance. […] Another significant component of the research program was to identify and analyze existing guides on consultation and examine their applicability for First Nation users.”
"A training project in a northern Canadian community provided an opportunity to examine participatory planning approaches and the meaning of work in First Nations communities. Focus groups conducted three years after the unsuccessful intervention of a community economic development (CED) project suggest that complex factors such as lack of support from community leaders and rate of pay for workers determine whether CED is always appropriate in northern, First Nations contexts."
"The start-up and the first in a series of training programs designed to enable youth to start or expand businesses in discussed. The funding for the program was obtained by Kahanawake with an investment from the Department of Industry Canada designed to help youth develop their own businesses through debt financing. Thirteen people completed the course and six loan applications - supported by business plans - were submitted. Five of the loans were approved; and after one and a half years all five businesses are operating.
"The basis for this article is the experience of a number of entrepreneurs at Kahnawake, Quebec. They originally reported what they did in a series of videotaped interviews conducted by Ron Abraira and initiated by Tom O'Connell. These tapes were developed for and are being used as part of an ongoing training program to help those interested in starting or expanding a business in Kahnawake. A range of businesses have been selected, all of which have been operating for at least three years. Morgan's Lobster is a wholesaler of lobsters. Favors is a retailer of party sup- plies.
"The purpose of the study was to describe ways that successful culture-based Aboriginal preventive family service agencies offer employment and education opportunities for staff. Staff in three inner-city, culture-based Aboriginal family agencies were asked about their employment and educational opportunities. Forty-four individuals were asked the question: ‘what employment and education opportunities have you had while in this job?’ A total of 81 unique responses were received.
"Training the Excluded for Work is an important contribution to debates about the importance and viability of job training policies and programmes that are directed to those who are "excluded" in the Canadian labour market. It is also timely insofar as job training, in contrast to post-secondary education policy, remains somewhat under examined in Canada. This is particularly ironic, as job training has emerged as a key issue for policy makers, industry, workers and activists.
Aboriginal women looking for employment and training support services can receive:
access to labour market information
use of computers and phones (in most areas)
a complete service needs assessment;
funding for training and upgrading (based on eligibility, assessment, approval and availability of funds);
referral to other employment agencies or support organizations.
Canadian Council for the Aancement of Development Officers
Year of publication:
2012
"Cando recognizes that providing ongoing professional development opportunities is necessary to keep EDOs abreast of the current issues affecting the economic spheres they work within. An EDO is often the primary resource in dealing with prospective business partners, elected leaders and outside third parties. This represents a shift in the EDO role from focusing on assisting existing businesses to providing higher level advice and guidance on both existing business issues and a wide range of new opportunities.
