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FIRST NATIONS OF QUEBEC AND LABRADOR ECONOMIC DEVELOPMENT COMMISSION STRATEGIC PLANNING 2009-2014 FINAL DOCUMENT APPROVED BY THE ANNUAL GENERAL ASSEMBLY ON SEPTEMBER 10, 2009
FIRST NATIONS OF QUEBEC AND LABRADOR
ECONOMIC DEVELOPMENT COMMISSION
STRATEGIC PLANNING 2009-2014
FINAL DOCUMENT
APPROVED BY THE ANNUAL GENERAL ASSEMBLY
ON SEPTEMBER 10, 2009
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TABLE OF CONTENTS INTRODUCTION ........................................................................................................................... 4 BACKGROUND INFORMATION ..................................................................................................... 5 1. Identification of the organization ....................................................................................... 5 2. Intervention methodology ................................................................................................. 5 3. Presentation of the report ................................................................................................. 5 PART A. THE PRESENT: ANALYSIS OF THE CURRENT SITUATION 1. DESCRIPTION OF THE ORGANIZATION .................................................................................. 6 1.1 Recall of the current mission ............................................................................................ 6
1.2 Values promoted by the organization ................................................................................ 6 1.3 The strengths of the organization ..................................................................................... 6 1.4 The weaknesses of the organization ................................................................................. 7 1.5 General recommendations on the services ........................................................................ 7 2. THE SERVICES, THE ACTIVITIES ............................................................................................. 8 2.1 The most important services ............................................................................................ 8 2.2 Services to eventually be dropped .................................................................................... 8 2.3 New services to be developed .......................................................................................... 8 2.4 How to improve the representation mandate .................................................................... 8 2.5 How to improve the research and development mandate ................................................... 8 2.6 How to improve the training mandate .............................................................................. 9 2.7 How to improve the support mandate .............................................................................. 9 2.8 How to improve the information mandate ......................................................................... 9 2.9 General recommendations on the services ........................................................................ 9 3. THE STRUCTURE ..................................................................................................................... 11 3.1 The current structure .................................................................................................... 11 3.2 The work flow .............................................................................................................. 11 3.3 Recommendations for improving the structure ................................................................ 11 4. VISIBILITY OF THE ORGANIZATION ..................................................................................... 12 4.1 a) How partners see the organization (according to the personnel) ................................ 12 b) How CEDOs see the organization ............................................................................ 12
c) How communities see the organization ................................................................. 12 4.2 How to enhance the organization’s visibility ................................................................... 12 4.3 Alternative sources of funding ........................................................................................ 12 PART B. THE FUTURE, THE DEVELOPMENT 5. DEVELOPMENT OF THE ORGANIZATION ............................................................................... 13
5.1 Possible areas of development ....................................................................................... 13 5.2 Background: difficulties currently faced by the communities in terms of economic development ..... 13 5.3 Main issues and economic trends of the communities ....................................................... 13 5.4 Obstacles in the way of these issues ............................................................................... 14 5.5 Possible solutions to overcome these obstacles ................................................................ 14 5.6 The future of the FNQLEDC on a short and medium term ................................................. 14 5.7 Objectives of the FNQLEDC for the next 5 years .............................................................. 15 5.8 Improvements anticipated (by the personnel) on a long term basis ................................... 15 5.9 The organization’s priorities of development .................................................................... 16
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PART C 6. STRATEGIC PLANNING 6.1 Goal of the Strategic Planning ....................................................................................... 17 6.2 Redefined mission ....................................................................................................... 17 6.3 Strategic vision ............................................................................................................ 17 6.4 Predominant values ..................................................................................................... 17 6.5 Objectives of the Strategic Planning ............................................................................. 17 6.6 Main lines of development ............................................................................................ 18 6.7 Strategic objectives ...................................................................................................... 18 6.8 Specific objectives ....................................................................................................... 19 7. REALIZATION OF STRATEGIC OBJECTIVES ......................................................................... 20 7.1 Strategic objective No. 1 .............................................................................................. 20 7.2 Strategic objective No. 2 .............................................................................................. 21 7.3 Strategic objective No. 3 .............................................................................................. 24 7.4 Strategic objective No. 4 .............................................................................................. 27 7.5 Strategic objective No. 5 .............................................................................................. 29 7.6 Strategic objective No. 6 .............................................................................................. 31 8. SCHEDULE ........................................................................................................................... 33 8.1 2009-2010 .................................................................................................................. 33 8.2 2010-2011 .................................................................................................................. 34 8.3 2011-2012 .................................................................................................................. 35 8.4 2012-2013 .................................................................................................................. 36 8.5 2013-2014 .................................................................................................................. 37
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INTRODUCTION The strategic planning of the FNQLEDC has come to term at the end of 2008. Since its creation in 2001, the FNQLEDC has evolved enormously and now requires the development of a third strategic development plan, this time for a 5 year vision covering 2009 – 2014. New projects, new activities, more tangible services in the field of business networks, and green tourism are only a few among many others. Recent consultations in the form of forums held in June and September of last year have guided the organization to better define the main orientations of the organization, to spread and better specify its regional mandate, and to validate the course of actions of the FNQLEDC. An operational plan is presently in the final phase of development which will help plan the activities to develop and to structure. The five year strategic plan, which is the object of this plan, constitutes a part of this important development and renewal process for the organization. This process implicates mainly the FNQLEDC members and its personnel, with a view to validate the needs of each community. In order to realize the present strategic plan, we have surveyed our permanent staff, as well as members of the management team along with members of the board of directors. Additionally, meetings, and more in-depth consultations have taken place with the FNQLEDC staff, management team, and members of the board of directors. Diane Gagnon President
April 2009
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BACKGROUND INFORMATION 1. Identification of the organization First Nations of Quebec and Labrador Economic Development Commission 250, Place Chef Michel-Laveau, bureau 101 Wendake, Quebec G0A 4V0 Phone: (418) 843-1488 Web : www.cdepnql.org 2. Intervention methodology In order to ensure the success of this process, many steps have been taken, such as:
Questionnaire completed by the entire personnel Questionnaire completed by the management team 2 group meetings with the personnel Meetings and discussions with the Director General Questionnaire completed by members of the board of directors Meetings with the board of directors Meeting with the political assistant of the Regional Chief Analysis of the survey responses Analysis of available documents provided by the organization Research, consultation, analysis and study of a variety of documents about the organization
and about other similar organizations acting in the same field of activity 3. Presentation of the report This document is divided into three parts: Part A : The present : Analysis of the current situation Part B : The Future : the development Part C : The Strategic Plan In order to simplify our report, and mostly to make it more dynamic and easy to reference as a work tool, we have privileged a more schematic than conventional approach. We have chosen to emphasize a strategic plan built as a plan of action in order to encourage an easier and more successful follow-up.
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PART A THE PRESENT
ANALYSIS OF THE CURRENT SITUATION 1. Description of the organization 1.1 Recall of the current mission The FNQLEDC is known as a service organization, controlled at a local level and founded on dialogue and decision-making by consensus.
The FNQLEDC works with its entire members, being the Community Economic Development officers and their respective economic development organizations in respect of local autonomy and political allegiances, and it has received support from various First Nation partners. The FNQLEDC is a knowledge-sharing organization which recognizes that access to information is an essential condition to a better decision-making process in serving the collective interest. It is dedicated to support, training and promotion of its members as well as the socio-economic development of First Nations in Québec and Labrador, as long as the actions are appropriate to the needs of its members.
1.2 Values promoted by the organization The values that guide or should be guiding the organization:
a) At the level of personnel management: Dedication, effort, honesty, transparency, improvement of self-esteem, sense of belonging,
communications, team work, common goals, and respect. b) In its relations with the communities : Transparency, trust, mobilization, membership, participation, respect, solidarity, mutual
assistance, attention to others, sharing, work, taking community interest into consideration, communication.
1.3 The strengths of the organization • Good reputation, good team
• Credibility, honesty • Rigid and transparent management principles • Desire to help and listen to the communities’ needs • Efficiency in spite of limited resources • Recognition by governments • Wide contact network with government and other organizations over the entire regional territory • Solid base of communication tools
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1.4 The weaknesses of the organization • Mission poorly presented, weak and poorly promoted mandate
• Limited budget, precariously balanced budget • Dependent upon INAC financing • Restrictive financing to be renegotiated on a yearly basis • Poor visibility • Presence of a variety of economic development organizations at multiple levels : local, regional, tribal, therefore making it difficult to
stand out to the CEDOs • Important staff turn-over especially in key positions, which has an impact on the operations of the organization • Poor knowledge and little usage of our services by our clients • Growth objectives are not really perceptible • Organization is more reactive than proactive • Many initiatives, meetings, and gatherings but little concrete actions or repercussions thereafter • The CEDOs do not make full use of the services offered by the FNQLEDC
1.5 General recommendations 1. The current mission statement as it appears on the FNQLEDC web site, does not illustrate clearly the “raison d’être” of the
organization. Instead of finding a mission statement, it is rather the vision of the organization which should read as follows from the Strategic development plan of 2005-2008: “Support the development of knowledge and intervention capacities of the CEDOs by representing them in different instances, by identifying their training and support needs while holding a watchful strategic role on the whole of the regional First Nation economic development stakes, and by insuring the deployment of tools and mechanisms.”. In order to clearly reference the five mandates of the organization and to validate its regional mandate, we could also word its mission in the following way: “Ensure that all communities can benefit from information services, training, support to members, representation, and of research and development offered by the FNQLEDC in order to strengthen community and private economic development”. The mission must allow a better understanding and clearly identify what the organization does. It is therefore preferable to revise the mission statement in order to identify more clearly the organization’s activities.
2. Integrate more openly in the mission statement the regional vocation of the FNQLEDC; by taking a few of the main objectives and by transposing them into actions to be taken or pursued during the course of the period covered by the strategic planning in order for this aspect to become a showcase and a raison d’être for the FNQLEDC.
3. Prepare a plan of action in order to obtain a long term financing rather than a short one.
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2. OUR SERVICES, OUR ACTIVITIES 2.1 The most important services • Training
• Networking and information • Act as an incubator for regional projects
2.2 Services to eventually be dropped • None, the present services need improvements 2.3 New services to be developed • More on-site resources
• DVD or on-line training services • Enriched web content • Personalized coaching services to the CEDOs: Base program with individualized modules. • Better support for CEDOs • Innovate through a common project involving most of the CEDOs • Technological tools to help the CEDOS in their work • Develop successful assessment tools for the community and entrepreneurs’ projects • Develop through training the expertise of the CEDOs on the financial aspects of projects submitted by promoters.
2.4 How to improve the representation mandate • Organization and participation to more significant events
• Start promoting in community schools in order to introduce the youths to the importance of economic development • Establish long term partnerships with the media and provincial organizations. • Develop improved networking among members and the FNQLEDC • Complete and update the registry of projects relating to community economic development; disseminate it and ensure a regular
update; develop an award for the best projects from communities that are members of the FNQLEDC • Emphasize lobbying with INAC and economic development organizations and others, with a plan of action and clear objectives • Develop a fund for community and promoter partnerships
2.5 How to improve the research and development mandate • Being more present in communities, maintaining telephone communication or timely meetings with the CEDOs and communities, visit
members on a regular basis, and establish a calendar of events. • Complete an annual review of the organization’s services through a short survey sent to the CEDOs • In the short term, complete and disseminate the community profiles • Accrued involvement of the economic development adviser, in both his work and in the communities. • Identify concrete objectives for the research and development module.
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2.6 How to improve the training mandate • Develop a training DVD in order to make training accessible at all times to the CEDOs, especially to the new members
• Meet with the new CEDOs in the first months following their active duties • Organize teleconferences and internet conferences • Develop an annual calendar of regular CEDO meetings with the CEDOs • Develop more advanced training which goes deeper into more popular subjects, make multiple levels of training (for example:
accounting level 1, level 2 etc.) • Ensure the evaluation and follow-up of the training received following each training session (on-site) in order to constantly gather
feedback from the CEDOs and evaluate their additional needs • Within the scope of trainings, organize open forums in order to promote the exchange between the CEDOs and the FNQLEDC • Review the training system, establish a logical succession in training activities, develop a complete program and make it accessible
through the internet 2.7 How to improve the support to members • More promotion towards all CEDOs, specially through direct contacts, face-to-face meetings, and telephone conversations
• Ensure a rigorous follow-up and a monthly evaluation of the economic development adviser’s activities and results, and an action plan to correct any problems
• Develop a base and advanced coaching program for the CEDOs (mentoring program, personal training, personal adaptation, skill progression)
2.8 How to improve the information mandate • Improve the comprehension of the role of the FNQLEDC towards the CEDOs by establishing direct and frequent links.
• Promotion outside the circle of regular members • Improve the financial aspect of projects, and increase the presence and/or number of resources on-site • Develop a training session and promotional tools to improve knowledge of the services offered by the FNQLEDC; extend the service
offer to communities through a variety of media: posters, hand-outs and other articles. • Better define and extend the current offer of information
2.9 General recommendations on services 1. Review the current overall service offer and target the most important ones.
2. Increase the use of services by the CEDOs by establishing measurable objectives which can be checked 3. Review the dissemination of tools, modify or update their content, target a larger clientele 4. Work regularly with the CEDOs and its promoters 5. Hold information sessions in the communities in order to develop an entrepreneurial or corporative spirit aimed at economic
development (in collaboration with the CEDOs as well as with the population, entrepreneurs, promoters, and investors) 6. Ensure the follow-up of the CEDO survey (projects, tourism profile, etc.) if funding allows 7. Increase the frequency, relevance and image of communications with the CEDOs and the communities 8. Increase the funding or do more with less, or manage differently with the current budgets 9. Develop a community approach by shadowing the CEDOs in the communities in regards to entrepreneurs, promoters, and investors. 10. If the budget allows, elaborate a more “dynamic” promotional flyer, a video on the web site in order to deliver better information
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about the FNQLEDC 11. In order to improve the support aspect of the mission, reinforce the mandate to this effect by establishing precise courses of action in
order to guarantee this support and develop stronger links with the CEDOs; after having identified the least popular reasons for calls apply proper corrections
12. Analyze the relevance and efficiency of services on an annual basis 13. Evaluate what is being done elsewhere and develop complementary partnerships with other economic or similar organizations 14. Apply the results obtained from the various studies, reports, and surveys and make it a duty not to leave them on paper, but to
produce concrete results 15. Increase and improve the expertise and capacities of the current human resources 16. Update and realize the 2007-2008 Communication Plan of the organization. The more the services are known, the more they will be
used, and the more the FNQLEDC will have its raison d’être and to develop 17. Adopt a definite proactive approach and solicit the CEDOs in order to provide direct help 18. Identify what makes the FNQLEDC different from other economic organizations and promote it. Identify the complementarities with
these organizations and establish functional and realistic partnerships 19. Develop an information/training session geared towards going beyond a traditional community management in favor of a more
proactive and dynamic approach.
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3. THE STRUCTURE 3.1 The current structure • The current political/administrative structure is heavy and rather complicated because the organization and the management respond
to multiple authorities at the same time. • This structure limits the development of the organization by slowing down the decision-making process, by complicating a joint priority
process, and by making daily operations very heavy; furthermore different visions and objectives do not contribute to the smooth operations of the organization.
• Internally, the structure is simple since the organization counts only 6 employees on top of the management. • The current distribution of tasks does not allow service optimization: some are overwhelmed while others have time to spare, and
those responsible for supplying work to the rest of the team simply can’t accomplish their mandate entirely. • Therefore, we can assume that if everyone would accomplish its tasks fully, we would be short on personnel since the CEDOs would
use the FNQLEDC services much more. • The board of directors is not very much involved in the development of the organization: we don’t always feel a continued support for
the organization. • The funding is entirely dependent on INAC and the organization is vulnerable to cuts and changes to the criteria of accepted programs; • The current funding is for a period of three years, but it would be desirable that it would be carried to five years in order to give the
organization more leeway which would give it the capacity to better plan its activities in respect to its priorities • The partnership with the other commissions and with other economic partners could be developed to maximize the efforts of everyone
and better serve the communities 3.2 The work flow • There isn’t enough visits to the communities
• A lack of follow-up has been noted • The organization is in a more reactive than proactive mode : the organization waits for CEDOs’ requests rather than anticipating things • The divergent visions from multiple levels of authorities do not allow the FNQLEDC to aim for a clear orientation and keep its course. • Managers’ upper management, board of directors, and employees all have different visions and objectives for the organization which
means that, rarely are all efforts aimed at a common objective. • The organization lacks follow-up tools for its personnel and for projects.
3.2 Recommendations for improving the structure • Relieve the accounting department by sharing certain tasks with the secretary
• Ideally simplify the structure above the FNQLEDC and its management • Develop better internal communications in order to ensure that everyone, including the management and the personnel, are informed
about the various projects and mandates of others. • Re-establish a stronger and more adequate presence in regards to its mandates, the CEDOs and the communities; bank on a more
proactive approach.
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4. VISIBILITY OF THE ORGANIZATION 4.1 a) How partners see the organization (according to the personnel) • Very good reputation
• Dynamic • Essential • Yet, the partners are limited outside of ministries
b) How CEDOs see the organization • The majority of CEDOs have the impression that the FNQLEDC is a training organization
• In spite of this, very little use is made of their services. • The new CEDOs, or those who still haven’t met with the adviser know very little about the FNQLEDC • The CEDOs who most often use the other economic organizations: tribal council, CLD, SADC, do so either by choice or because of their
proximity, knowledge, or lack of it, due to political will or because the services of these organizations better suit their current needs. c) How communities see the organization • Outside of CEDOs, the FNQLEDC is practically unknown 4.2 How to enhance the organization’s visibility • Visit the communities more often : in order to achieve this, establish a calendar of regular visits, follow-ups, evaluations of services and
successes of projects • Ensure some stability to the position of Adviser • Share the number of visits in communities with the adviser and the communication officer • Examine the possibility of hiring a promotional development officer • Develop the use of videoconference to reach more CEDOs, and more often • Contact more often and more directly the CEDOs, and not only by email • Organize information sessions with the CEDOs in the communities in order to reach as many people as possible • Identify activities which would motivate the sense of belonging of the CEDOs to the FNQLEDC • Make signs that the adviser would post in the communities, signs geared at creating awareness in the community about the importance of
economic development; develop adapted signs for schools; • Make the distribution tools more dynamic in regards to the corporate image • Implement a marketing strategy that promotes the organization to the CEDOs, families, youths, and elders • Partner up with partners in the tourism industry (QATC), First Nation businesses, First Nation media, Ministries, First Nation economic
organizations and provincial economic organizations in order to use their network to distribute information about the organization • Ensure the strategic monitoring of decision-making authorities in economic development in order for the FNQLEDC to be systematically
consulted in all economic development projects; • Develop an economic development strategy to promote an entrepreneurial vision in the communities and with other Aboriginal organizations.
4.3 Alternative sources of funding • Ideally the organization could use the financial surpluses to invest in regional projects which, in turn, would generate financial benefits on the
initial investment; however, we need to plan a better way of doing business which would not be under the minister’s governance and ensure that the money invested, benefits other regional projects
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Part B THE FUTURE, THE DEVELOPMENT
5. DEVELOPMENT OF THE ORGANIZATION 5.1 Possible areas of development • It would be appropriate to contemplate improving the services, so that an accrued number of members use them more often.
• The development of new services should also promote an additional interest of the CEDOs for the services of the FNQLEDC, since the objective is to increase the frequency and the number of people who use the services of the FNQLEDC.
5.2 Background : difficulties currently faced by the communities in terms of economic development • Lack of human resources, mass departure of the youths and workers, isolation, remoteness, significant financial limitations
• The budget allocated to economic development is often cut back at the level of the communities • There are many economic interveners, and this could weaken the offer of the FNQLEDC and confuse the applicants • At times, the projects are carried out off-reserve, so the money goes outside the communities • The economic development sector is not popular (contrary to health, education); • The CEDOs are lacking experience; • Lack of knowledge on government programs; • Lack of supervision, support; • Lack of qualified manpower in the communities; • Very few investment in the future of the communities; most often, the funding is used to solve major ongoing problems • Very little importance granted to economic development, therefore, a lack of vision on the repercussions of this sector;
5.3 Main issues and economic trends of the communities • The communities must generate more economic activities
• There is a need to create more jobs • Emergence of new technologies • Certain sectors should be developed, such as hydro-electricity, mining, territories, governance • The access to local financing is very difficult • A possible decrease in government funding is to be expected • Adaptation to the recession; partnerships with other communities to avoid redundancy • Development of durable and permanent projects in the community • Development of partnerships with the non-aboriginal setting • Prepare for the future, particularly as regards tomorrow’s labor force (training) • Be aware of opportunities and projects linked to energy-related projects • Accrued involvement in the economic development of Quebec • While Quebec’s non-aboriginal labor market is lacking manpower, the First Nations have an abundance of available manpower, but they
are lacking training
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• A regional mandate of the FNQLEDC allows more opportunities for direct economic development benefiting the communities • There is problem of confidence in the communities as regards the projects that are announced or in the process • There are a large number of youths in the communities; there is a need to adapt the services of the FNQLEDC to them. (e-learning); • Promote, heighten public awareness of the importance of economic development for the generations to come, by providing concrete
examples : skilled workers, business owners, economic spin-offs, buy-local approach, show what can be done with the economic spin-offs, encourage the hiring of specialists from the community …
• The FNBN fills an important need • Create tools to help the communities identify their needs, with a view to bring concrete and lasting solutions
5.4 Obstacles in the way of these issues • Remoteness
• Lack of schooling and training; lack of qualified manpower; absence of resource for take-over • Lack of business opportunities • Lack of human resources; very little information; under-funding; government regulations are too restrictive • Control by the 2 levels of government : the criterions do not meet the needs, therefore, the projects are created according to the
criterions and not in accordance with the needs • The government’s regulations hamper the long-term planning of projects that are beneficial to the communities • Cutbacks at the level of funding • A lack of supervision and support towards the projects leads to the dropping of projects; • There is prejudice on the part of the non-aboriginal setting • Lack of information on the part of the political and technical players
5.5 Possible solutions to overcome these obstacles • Maximize the means of communication : presence in the communities, telephone calls, emails, Web site, regular follow-ups
• Make presentations in the communities to help develop entrepreneurial awareness • In partnership with the FNQLEDC, develop training programs aimed at entrepreneurship with both the youths and the adults • Re-launch the CEDOs with a view to introduce the projects and to give rise to new ideas • Develop the political representation with a view to get the attention of the government authorities and secure its decisions on the
necessity to meet the needs of the communities, to draw up programs that are based on needs and not the other way around • Make the media of Quebec aware of the economic problems encountered by the FNs, with a view to increase political pressure • Develop stricter monitoring tools for the personnel, the CEDOs and the FN economic projects.
5.6 The future of the FNQLEDC on a short and medium term • Go and seek a five-year financing; put the necessary energy on the activities, and not on the never-ending search for financing
• Make expenses that are more useful, maximize the utilization of the internal resources with the right persons at the right positions • There is a need to break new grounds, otherwise, it will be hard to justify our existence • Development in the tourism sector and in projects that are of special and regional nature
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5.7 The objectives of the FNQLEDC for the next 5 years • To maintain the organization in a direction that will be conducive to the development and the diversification of its services for the well-
being of the communities • To strengthen the administrative structure • To integrate the best resource persons in the future projects • To improve and facilitate the recruiting of efficient and dedicated personnel • To increase and ensure medium-term financing • To develop working tools aimed at financial self-sufficiency • Development and materialization of the FNBN project • Development of distance learning, coaching • Human Resource’s skills development • Accrued, up-do-date and dynamic training in the context of a progressive program leading to an official attestation • Accrued coaching used more frequently • To solve the funding for a five-year period • Development of new sectors of economic activities • Regional ecotourism (green tourism) planning • Development of a forestry coop or a closely related project • On-site coaching of CEDOs • Promote partnerships with other provinces so that success radiates elsewhere
5.8 Improvements anticipated (by the personnel) on a long term basis • Realization of the Forestry Coop project
• Increased use of videoconferencing • Increase in human resources, and more visits (shared resources?) • Specific and specialized resources for training • Increased motivation of the CEDOs • Review and analyze the services, and make necessary adjustments • Improve the finance component • New resource persons dedicated to the well-being of the communities • Mobilization of potential partners • Get more involved in regional projects • Provide more expertise to the political level • Get more “on-the-field” interveners • Measurable follow-up of success • Documentation (library) Web site, • Get more technological tools, training tools, promotion, supervision and specialized coaches
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5.9 The organization’s priorities of development • Develop the services to entrepreneurs
• Increase the offer of support services • Review the members’ needs and ensure that their demands are met in an appropriate manner • Review the services that are provided and add other services, if required. • Make sure we have the appropriate resources (financial, human) to insure a sound operation of the organization, and if required, go
and look for them • More funding, human resources, projects = more impact • Participate as partner in self-sufficient projects, on the financial aspect
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PART C
6. STRATEGIC PLANNING
6.1 GOAL OF THE STRATEGIC PLANNING Allow the FNQLEDC to become the support leader of the regional economic development sector for the First Nations. 6.2 REDEFINED MISSION (proposal) “Support the skills development and the intervention capacities of the CEDOs, by representing them in the presence of different authorities, by identifying and meeting their support and training needs, by assuming a role of strategic watch over all the regional economic development issues of the First Nations, and by ensuring the implementation of tools and mechanisms which will enable them to better serve their community.” 6.3 STRATEGIC VISION By the end of the period covered by the strategic planning, the presence of FNQLEDC in the communities will be assured on a regular basis. The CEDOs will have the opportunity to consult the FNQLEDC as often as needed and to use its services to the fullest; they will realize that the latter is a key player in the local and regional economic development. 6.4 PREDOMINANT VALUES (to be transposed in actions) Autonomy Confidence Mobilization Respect
Solidarity Attention Support
6.5. OBJECTIVES OF THE STRATEGIC PLANNING 1. Establish the position of the FNQLEDC in its setting 2. Identify the strengths and weaknesses of the organization in its structure and its
setting 3. Elaborate courses of actions and schedules 4. Identify the anticipated results
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6.6 MAIN LINES OF DEVELOPMENT 1. Increase the presence of the FNQLEDC in the communities 2. Encourage the CEDOs to use the services on a regular basis 3. Enhance the visibility and notoriety of the FNQLEDC. 6.7 STRATEGIC OBJECTIVES 1. Enhance the visibility and notoriety of the FNQLEDC 2. Extend, improve and maximize our offer of services 3. Heighten community awareness on the importance of economic development to
increase their autonomy 4. Advocate and promote the powers of the First Nations in the area of economic
development at the regional level 5. Mobilize and gather the CEDOs 6. Strive to make the organizational structure more successful
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6.8 SPECIFIC OBJECTIVES 1. Enhance the visibility and the notoriety of the FNQLEDC
1.1 Promote the FNQLEDC with the CEDOs and the communities 1.2 Improve communications at all levels 1.3 Conclude new partnerships
2. Become more proactive in the regional economic development 2.1 Achieve the establishment of the First Nations Business Network 2.2 Develop an offer of services in tourism 2.3 Increase and/or strengthen our financial agreements 2.4 Develop audiovisual materials 2.5 Develop economic projects with partners
3. Heighten community awareness on the importance of economic
development to increase their autonomy 3.1 Increase the presence of the FNQLEDC in the communities 3.2 Promote local and regional economic projects 3.3 Develop promotional tools 3.4 Elaborate a project in view of a conference or a workshop for dissemination to the
community population 3.5 Elaborate a program to follow up on initiatives undertaken 3.6 Develop pertinent partnerships
4. Advocate and promote the powers of the First Nations in the area of economic development at the regional level 4.1 Maintain a strategic watch over economic development programs and opportunities
susceptible to be of interest to the First Nations 4.2 Develop a network regrouping the various economic interveners, with the goal of
maximizing the strengths of everyone 4.3 Increase the presence of the FNQLEDC on the working/discussion tables relating to
economic development, at all governmental or semi-public levels.
5. Mobilize and gather the CEDOs as regards economic development 5.1 Assess the current and future needs of the CEDOs 5.2 Provide a skill recognition framework 5.3 Ensure a strategic watch of the related existing training programs 5.4 Consult the promoters and the entrepreneurs about their needs 5.5 Develop new training activities
6. Strive to make the organizational structure more successful 6.1 Ideally, simplify the structure in the chain of command above the organization 6.2 Increase the number of employees in proportion to the current and future needs 6.3 Increase the level of proactivity
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7. REALIZATION OF STRATEGIC OBJECTIVES 7.1 STRATEGIC OBJECTIVE NO. 1 : ENHANCE THE VISIBILITY AND THE NOTORIETY OF THE FNQLEDC Specific Objectives Activities Mandate Means, tools Persons in
charge Schedule Assessment
measure Estimate of costs
1.1 Improve communications at all levels
1.1.1 Identify the strengths and weaknesses of the Commission as regards visibility and notoriety
1.1.2 Determine the targeted objectives as regards visibility and notoriety
1.1.3 Take stock of the situation regarding existing communication tools and assess them
1.1.4 Update or maximize the image of the FNQLEDC 1.1.5 List the new projects to be promoted and introduce them 1.1.6 Update the communication plan of the organization 1.1.7 Continue and extend the circulation of the NIKAN news bulletin 1.1.8 Update the Web site on a regular basis 1.1.9 Identify and validate new communication tools
Information Team meetings Web site Existing promotional tools
Communication Officer
1. F/2009 New tools developed Subject to evaluation
1.2 Promote the FNQLEDC to the CEDOs and the communities
1.2.1 Preserve and maintain relations with First Nations and non-aboriginal media
1.2.2 Develop specific tools of marketing and promotion 1.2.3 With the collaboration of the CEDOs, elaborate direct
promotional activities with regards to the communities 1.2.4 Set up the necessary structure to reach the communities and
to promote the organization 1.2.5 Elaborate a project of conference or workshop for
dissemination by the FNQLEDC in the communities with the CEDOs
1.2.6 Develop an electronic reminder and telephone calls schedule, with regards to the CEDOS
Information Press conference Promotional tools Emails Visits Phone calls Community halls Videoconferencing
Communication Officer Economic Development Adviser
F/2009-W/2010
Participation rate Statistics pertaining to media Follow-up on conferences/workshops Number of inquiries for information
1.3 Conclude new partnerships 1.3.1 List potential partners for an enhanced visibility of the FNQLEDC
1.3.2 Identify the objectives to reach with each of them 1.3.3 Establish contact with these partners 1.3.4 Determine the interests that are common and which require
promotion 1.3.5 Elaborate a draft agreement that is simple and clear 1.3.6 Assess the promotional means which should be implemented in
conjunction with them 1.3.7 Ensure the follow-up on the promotional activities 1.3.8 Assess the impacts of these activities and make the necessary
adjustments
Information Web site search Emails Meetings
Communication Officer Director
S/2010-S/2011
Number of new established partnerships and number of joint promotional activities Results of activities
21
7. REALIZATION OF THE STRATEGIC OBJECTIVES 7.2 STRATEGIC OBEJECTIVE NO. 2: BE INCREASINGLY PROACTIVE IN REGARDS TO REGIONAL ECONOMIC DEVELOPMENT Specific objectives Activities Mandate Means, tools Person in
charge Schedule Method of
evaluation Estimate of costs
2.1 Complete the implementation of the First Nations Business Network
2.1.1 Promote the FNBN and recruit members 2.1.2 Hire a coordinator, define his/her job description 2.1.3 Plan the development of the internal structure of that project 2.1.4 Elaborate a strategic plan for that project 2.1.5 Identify the pertinent trainings 2.1.6 Hire expertise for the holding of the fairs 2.1.7 Plan the holding of two annual fairs 2.1.8 Ensure the planning and appropriate diffusion of these events 2.1.9 Target annual priorities and elaborate annual objectives 2.1.10 Realize an annual report for the AGA on the status of the progression
of the FNBN’s accomplishments 2.1.11 Create and update a directory of resources per region for the
entrepreneurs 2.1.12 Create and update a calendar of the training activities and events
affecting the entrepreneurs per region 2.1.13 Elaborate the necessary documentation to promote the FNBN 2.1.14 Identify trainers and draw up a register of the trainings 2.1.15 Implement tools to measure the satisfaction rate of the users and of
the emerging needs 2.1.16 Include the FNBN’s presentation at conferences/ information
workshops in the communities 2.1.17 Develop partnerships with a law firm to offer legal advice 2.1.18 Develop partnerships with organizations that are able to support the
development of entrepreneurship 2.1.19 Identify a portfolio holder at the board of directors’ level for the FNBN 2.1.20 Ensure a strategic monitoring of decisions, actions, events and others
affecting the entrepreneurs, and inform the members of the results 2.1.21 Publish a biannual information and advice bulletin
Research and development
Forums Documentation Annual report Calendar Bulletin
Director General Coordinator Communication Officer
F/09-W/10 Number of registrations
22
2.2 Develop an offer of services
for tourism 2.2.1 Hire a consultant in tourism 2.2.2 Hire a coordinator, draw up his/her job description 2.2.3 Analyze the questionnaires received; compile the data; examine the
facts and summarize the status of the situation and of the communities’ expectations in regards to the development of tourism
2.2.4 Visit the communities to get an in-depth idea of the needs, and evaluate it
2.2.5 Draw up a report on each visit 2.2.6 Identify the strengths and obstacles 2.2.7 Identify the possible solutions to those obstacles in order to promote
the success of tourism development 2.2.8 Identify the objectives targeted by that project 2.2.9 Elaborate a strategic plan for that project 2.2.10 Plan the budget accordingly 2.2.11 Ensure the follow-up of the communications and visits 2.2.12 Identify the pertinent trainings to maximize the development of
tourism 2.2.13 Identify the trainers and draw up a training register 2.2.14 Plan the training activities 2.2.15 Target the annual priorities and elaborate annual objectives 2.2.16 List the existing tourism successes in the communities and help in
having them acknowledged 2.2.17 Create and update a directory of the tourism resources by region 2.2.18 Elaborate the necessary documentation to promote the development
of tourism 2.2.19 Implement tools to measure the satisfaction rate of the users and of
the new emerging needs in tourism 2.2.20 Include the tourism development presentation at conferences/
information workshops in the communities 2.2.21 Develop partnerships with organizations that are able to support the
development of tourism 2.2.22 Identify a portfolio holder at the level of the board of directors for the
development of tourism 2.2.23 Ensure the strategic monitoring of the decisions, actions, events and
others affecting tourism and inform the members of the results 2.2.24 Include a regular information and advice article pertaining to tourism
in the Nikan news bulletin
Research and development
Documentation Articles Questionnaires Visits Trainings Directory
Director General Coordinator Communication Officer
W/10-S/10 Number of new projects
2.3 Increase and/or strengthen our financial agreements
2.3.1 Prepare the requests for additional funding to support the projects that are planned or being realized
2.3.2 Analyze the possibility in partnership agreements to take over certain responsibilities in consideration for revenues
2.3.3 Identify the potential sources of additional revenue for each project 2.3.4 Renegotiate the operational budget on a 5 year basis
R&D Forms Director General
Spring/10 New funding obtained
23
2.4 Develop audiovisual material 2.4.1 Identify the material, activities and projects that can be transferred on audiovisual equipment (DVD, e-book, Internet, etc.)
2.4.2 Make an inventory of the tools available and list the missing mediums 2.4.3 Plan a budget accordingly 2.4.4 Prepare a funding request for the purchase and development of
audiovisual material 2.4.5 Identify what can be done quickly and at a low cost and start with
these elements 2.4.6 Proceed with the purchase of missing equipment or identify the
necessary resources 2.4.7 Identify which training activities could be transferred on a DVD 2.4.8 Identify the necessary trainers, the premises, the priority subjects 2.4.9 Establish a calendar for realizing the audiovisual projects 2.4.10 Plan the advertisement of the material developed 2.4.11 Ensure the revision and the annual update, if necessary, of the tools
developed 2.4.12 Integrate within the training DVDs, the promotion of the FNQLEDC’s
other projects and a general presentation of the organization 2.4.13 Plan a DVD presentation of the FNQLEDC for distribution to the new
CEDOs as they start their employment 2.4.14 Assess the possibility of selling some of these products to ensure a
new source of income
R&D Training Information Support
Current tools DVD Necessary material
Communication Officer Director General
F/10 Number of articles developed
2.5 Develop financial projects with partners
2.5.1 Do a brainstorming session with the team and the board of directors on new projects to be considered: projects pertaining to energy, forestry, technology, etc. to evaluate which could be developed or supported by the FNQLEDC
2.5.2 Target the final objective for each contemplated project 2.5.3 Develop a tool to structure the analysis and decisional steps of each
project 2.5.4 Draw up the list of the advantages and drawbacks for each one 2.5.5 List the possible solutions 2.5.6 Identify the resources involved 2.5.7 Set the delays, the implementation format and the evaluation methods 2.5.8 Transmit the Committee’s recommendation to the board of directors
R&D Meeting Monitoring
Director General Board of directors Team Assigned Chief
F/10 Number of new projects to be studied
24
7. REALIZATION OF THE STRATEGIC OBJECTIVES 7.3 STRATEGIC OBJECTIVE NO. 3: INCREASE THE COMMUNITIES’ AWARENESS OF THE IMPORTANCE OF ECONOMIC DEVELOPMENT TO ENHANCE THEIR AUTONOMY Specific Objectives Activities Mandate Means, tools Person in
charge Schedule Method of
evaluation Estimate of costs
3.1 Increase the FNQLEDC’s presence in the communities
3.1.1 Annually, plan a minimal calendar detailing the number of visits in the communities for the economic development adviser and the communication officer
3.1.2 Ensure that the visits to the communities are one of the priorities of the economic development adviser
3.1.3 Plan the visit within a one month delay after the beginning of employment of each new CEDO
3.1.4 Elaborate a planning approach for each visit, including promotional tools, topics, duration, follow-up to be done, people to meet, etc.
Support Visits Economic Development Adviser Communication Officer
Spring/09 Number of visits (each)
3.2 Publicize the local and regional economic projects
3.2.1 Plan a tour of the CEDOs along with the FNQLEDC in the communities having successfully introduced economic development projects
3.2.2 To achieve this, identify those communities 3.2.3 Make arrangements and set an appointment with the CEDOs and the
concerned promoters 3.2.4 Elaborate a structured activity to ensure the success of each visit 3.2.5 Take advantage of these tours to identify new projects, new training
needs, new activities to promote formative and profitable projects 3.2.6 Make a list of the projects visited and to visit 3.2.7 Make an interview each time with the concerned promoters to learn
their success criterions and disseminate them to other communities to incite a desire to realize such projects
3.2.8 Ensure a follow-up visit with the targeted communities to thank them and offer our services in the pursuit of their economic development
3.2.9 If possible, evaluate the pertinence and the feasibility of preparing a DVD of each of those visits for distribution to the members at the AGA
Information Visits List of projects Article DVD
Communication officer
Spring/10 Articles and DVD produced
3.3 Develop promotional tools 3.3.1 Based on the previously elaborated communication plan, identify new promotional tools to be developed
3.3.2 Starting from the new ongoing or upcoming projects, integrate the latter to the promotional documentation
3.3.3 Maximize the use of internet (news letter, blogs, emails) to ensure a presence among the CEDOs
3.3.4 Draw up a list of people in the communities interested in subscribing to these internet tools so that the message is increasingly disseminated and that there is a follow-up
3.3.5 In collaboration with the CEDOs, distribute a DVD presenting the work of the FNQLEDC and the CEDOs in the communities
Information Tools promotion DVD
Communication officer
Spring/11 Articles and DVD produced
25
3.3.6 If possible, present during the workshops of the following specific objective, the DVD on the projects realized by the communities in terms of economic development
3.3.7 Develop an updated information package with a descriptive chart of the organizations and references
3.4 Elaborate a project of conference or a workshop for dissemination to the community population
3.4.1 Elaborate a special presentation on economic development intended for community members with a view to increase their awareness of the importance of economic development
3.4.2 During the presentation, focus on the necessity of increasing the employability of First Nations, of developing partnerships and implementing sustainable infrastructures
3.4.3 Develop tools susceptible to assist the communities in their openness towards creating economic development opportunities at all levels
3.4.4 Elaborate corresponding promotional tools 3.4.5 Plan these presentations in a rigorous manner so that the same quality
of information is transmitted everywhere 3.4.6 Prepare audiovisual mediums to energize the presentations 3.4.7 Disseminate information about the role of the CEDOs and the
FNQLEDC 3.4.8 Target particular groups of people, retirees, youths, promoters,
students, etc., and adapt the content accordingly 3.4.9 Focus on the taking of names and addresses of the people in
attendance in order to ensure a follow-up, in collaboration with the CEDOs.
3.4.10 Elaborate with the CEDOs, an annual calendar of those conferences/workshops
3.4.11 Ensure the occasional participation of the FNQLEDC’s Director General at some of these conferences
3.4.12 During these activities, allow a question and answer period in order to identify the needs mentioned by the participants
3.4.13 Produce a report of each of these workshops, plan the follow-up to be given
3.4.14 Make an assessment of the needs and demands set forth during these activities and see how to answer or refer to them
Information / training
Conference/ Workshops Report Article
Economic Development Adviser, Communication Officer, Director General
Spring/12 Number of workshops realized Number of participants
26
3.5 Elaborate a follow-up program
for the steps undertaken 3.5.1 Elaborate a follow-up plan for all the activities undertaken 3.5.2 Identify the content of that plan and see to its implementation 3.5.3 Identify the person in charge of the monitoring 3.5.4 Establish a comprehensive monthly follow-up calendar of the activities
realized 3.5.5 During the monthly team meetings, report on all the monitoring
accomplished 3.5.6 Update the list of the follow-ups and the results obtained
Support Strategic planning Calendar Team meetings Follow-up tool
Director General
Spring/09 Monthly reports
27
7. REALIZATION OF THE STRATEGIC OBJECTIVES 7.4 STRATEGIC OBJECTIVE NO. 4: ADVOCATE AND PROMOTE THE FIRST NATIONS’ ECONOMIC DEVELOPMENT POWERS AT THE REGIONAL LEVEL Specific objectives Activities Mandate Means, tools Person in
charge Schedule Method of
evaluation Estimate of costs
4.1 Maintain the strategic monitoring over the programs and opportunities relating to economic development that might be of interest to the First Nations
4.1.1 Ensure the strategic monitoring of the economic development programs and opportunities as a whole
4.1.2 Broaden the observation network to find other options 4.1.3 Establish partnerships with other organizations to improve the
coverage of the information monitored 4.1.4 Prepare a regular report (weekly, monthly) of the strategic watch
results for presentation to the directorship 4.1.5 Create a follow-up tool for the results obtained: reminder, approach,
letter, follow-ups, etc. 4.1.6 Disseminate the results of the information obtained 4.1.7 Analyze what is being done at the national level to evaluate its
relevance for the communities at the regional level 4.1.8 Take action on the relevant projects (see 4.3)
Representation Internet Follow-up tool
Communication Officer Director General
Continued Results obtained
4.2 Develop a network regrouping the various economic development participants to maximize the strengths of everyone
4.2.1 Make an inventory of all the organizations working in the field of economic development, both at the regional and national level
4.2.2 List the characteristics of each one and draw-up a chart of the results
4.2.3 Identify the partners that are more likely to collaborate directly with the FNQLEDC
4.2.4 Identify the partnership objectives of each one beforehand 4.2.5 Identify the resource people to be contacted; initiate the approaches 4.2.6 Meet the identified resource people in person and list the points that
can be regrouped and those that can be complementary and can maximize the interventions of each one
4.2.7 Realize a networking tool 4.2.8 Ensure the follow-up within a predetermined delay for all those
approaches 4.2.9 Review the promotional tools accordingly, if necessary 4.2.10 Have the CEDOs learn about these developed partnerships and
promote them
Representation Internet Directory Networking tool
Communication Officer Economic Development Adviser Director General Coordinator FNBN Tourism Coordinator
F/09 Number of new partnerships
28
4.3 Increase the FNQLEDC’s
presence at the working or discussion tables on economic development at all governmental and semi-public levels
4.3.1 Based on the 4.1 strategic monitoring, identify the projects on which the FNQLEDC must be present
4.3.2 Intensify the political representation 4.3.3 Increasingly document each of the selected projects which require
some coaching 4.3.4 Plan the approach specifically for each one 4.3.5 Participate in different events pertaining to First Nations economic
development 4.3.6 Take part in the elaboration, the revision and the evaluation of the
various programs affecting the First Nations’ economic development 4.3.7 Ensure a follow-up calendar for each one, in order to maintain the
strategic monitoring 4.3.8 Identify a resource internally to replace the director general when
required, during these representation activities
Representation Reunions Director General Designated Chief
Continued Number of reunions and follow-ups
29
7. REALISATION OF THE STRATEGIC OBJECTIVES 7.5 STRATEGIC OBJECTIVE NO. 5: MOBILIZE AND GATHER THE CEDOS IN REGARDS TO ECONOMIC DEVELOPMENT Specific Objectives Activities Mandate Means , tools Person in
charge Schedule Method of
evaluation Estimate of costs
5.1 Evaluate the CEDOs’ current and future needs
5.1.1 At each meeting, at board meetings and at the AGA, consult with the CEDOs in regards to their training or support needs; if needed, go systematically around the table or the assembly
5.1.2 Establish a report targeting the priorities 5.1.3 Plan the activities accordingly 5.1.4 Elaborate a satisfaction monitoring tool of the CEDOs after
answering their needs 5.1.5 Evaluate if the answers to their needs can be increasingly enhanced
during a second stage 5.1.6 From the results obtained through the strategic monitoring, identify
and propose new approaches, new projects, new activities for training or information
5.1.7 Along with the CEDOs, plan a coaching program in financial and project management for the promoters and entrepreneurs; develop and offer to the CEDOs an activity called: “Training trainers”, so that, in turn, they provide these training workshops on their own in their communities
5.1.8 Train the CEDOs in the field of economic development strategic planning for each of their respective communities;
Training AGA Report Satisfaction survey tool
Director General Communication Officer Economic Development Adviser
Annually Number of activities to develop
5.2 Ensure a skills recognition framework
5.2.1 In order to increasingly mobilize the CEDOs and to augment their abilities, revise the present training activities
5.2.2 Regroup these activities by programs 5.2.3 Complete the programs by adding complementary, second level or
third level training activities (more in depth each time) 5.2.4 Identify training objectives for each program by themes (finances,
business plan, planning, etc.) 5.2.5 Energize the activities within the trainings to enliven them 5.2.6 Prepare certificate attestations for each level of training 5.2.7 Plan a biannual activity for the diploma ceremony 5.2.8 Underline the successes of everyone with an annual recognition
activity during the activities surrounding the AGA 5.2.9 Elaborate an individual coaching program for the CEDOs, based on a
procedure similar to the training
Training Attestation Structured program AGA Recognition Activity
Director General Communication Officer Economic Development Adviser
S/13 Number of CEDOs completing a program
30
5.3 Ensure the strategic watch of
the training programs existing within that field
5.3.1 List the training activities already at hand 5.3.2 Identify the relevant fields of training activities 5.3.3 Do a research on the Web of the corresponding training activities
and draw-up a list and a calendar 5.3.4 Register with the training organizations to receive their
correspondence 5.3.5 Target the interesting activities and promote them to the members 5.3.6 Contact educational establishments to learn more about their
training
Training Internet Training organizations
Communication Officer Economic Development Adviser
W/12 New activities targeted
5.4 Consult the promoters and entrepreneurs on their needs
5.4.1 Prepare a questionnaire to become acquainted with the needs 5.4.2 Target the promoters to be consulted 5.4.3 Go and meet with them or contact them by telephone to complete
the questionnaire 5.4.4 Make an assessment of the results obtained 5.4.5 Take the appropriate decisions 5.4.6 Plan the activities required to meet their needs 5.4.7 Identify the necessary resources and negotiate agreements 5.4.8 Promote these activities in the communities and ensure a follow-up
with the consulted promoters
Training Support
Questionnaire Visits Telephone Promotional tools
Communication Officer Coordinator FNBN
F/13 New activities to be developed
5.5 Develop new training activities 5.5.1 Starting with the results obtained at the above-mentioned points, draw-up a list of the new trainings to be developed
5.5.2 Prioritize some of them every year 5.5.3 Make the funding requests for the development of these new
activities 5.5.4 Identify the overall objectives of the trainings 5.5.5 Identify the specific objectives and the content of each 5.5.6 Identify a trainer for each of them 5.5.7 Prepare the agreements and specify the delays 5.5.8 Establish a training calendar including the newly developed
activities 5.5.9 Promote it to the CEDOs 5.5.10 If possible, include the promoters in a few of those activities in
order to have their level of expertise also increased (ex: preparation of a business plan)
5.5.11 Organize the dissemination of those activities, determine their costs 5.5.12 Evaluate the relevance of transforming those activities in a DVD
format 5.5.13 Develop e-distance learning by means of electronic and/or
audiovisual support 5.5.14 Develop a follow-up tool for the training activities 5.5.15 Take charge of that follow-up so that the implemented training
programs are continually improved
Training Questionnaire Visits Telephone requests
Communication Officer Director General FNBN Coordinator
Spring/13 Number of newly developed activities Number of participants
31
7. REALIZATION OF STRATEGIC OBJECTIVES 7.6 STRATEGIC OBJECTIF NO. 6 : Enhance the performance of the organizational structure Specific Objectives Activities Mandate Means,
tools Persons in charge
Schedule Assessment measure
Cost estimate
6.1 Ideally, simplify the structure in the chain of command above the organization
6.1.1 Pursue the initiative undertaken with a consultant and the Commissions to simplify the existing structure above the Commissions
6.1.2 Establish new operating procedures to allow more flexibility and effectiveness in the management of operations and orientations of the Commissions in general, particularly of the FNQLEDC
6.1.3 Have the changes approved by the current decision-makers 6.1.4 Redefine the organizational and operating structure of the FNQLEDC, if
required 6.1.5 Organize and hold a working session with the Chiefs to develop a
common vision on economic development and to broaden the mandate of the FNQLEDC
6.1.6 Develop terms of reference and a framework for the economic development sector, at the Chiefs’ table
6.1.7 Assign a Chief as holder of the economic development portfolio 6.1.8 Promote discussions on the need to see the vision evolve for the
FNQLEDC, at the political and administrative level 6.1.9 Guide discussions towards the political level in order to become more
pro-active and achieve accrued cohesion in First Nations economic development
6.1.10 Have a clear definition of the roles and mandates of each of the following contributors : CEDO vs Chiefs vs FNQLEDC
6.1.11 Redefine the parameters of the mandate of the FNQLEDC based on the political discussions
6.1.12 Strengthen the political leadership of the FNQLEDC 6.1.13 Elaborate a political strategy so that the First Nations may regain
possession of their full powers when the issue of economic development is at stake
Working table Consultant New structure
Director General Board of Directors AFNQL : Chief
F/2009 New structure in place
6.2 Increase the number of employees in proportion to the existing or future needs
6.2.1 Evaluate the personnel in place to determine if it matches the needs of the organization
6.2.2 Identify the necessary resources by projects, and by mandate 6.2.3 Appoint the president of the Commission or the Chief designated to the
economic development portfolio, to act as substitute for the director general at presentations or other events
6.2.4 Determine the needs, the profiles and the job descriptions for the jobs to be filled
6.2.5
Descriptions of profiles and positions
Director General
S/2009-F/2010
Number of employees
32
6.2.6 Proceed to the recruiting in relation to the needs 6.2.7 Ensure the integration and the monitoring of the new employees, as
well as their evaluation prior to the end of their probation period, and act accordingly
6.3 Encourage a high level of pro-activity
6.3.1 Re-establish discussion tables to exchange with the CEDOs and other First Nations organizations, and ensure its leadership and follow-up
6.3.2 Assess the relevance of holding a quinquennial socioeconomic symposium
6.3.3 Promote economic diversity and create the emergence of a business and community management in the communities
6.3.4 Hold an annual assembly to take stock of the situation of the current strategic planning, and if required, provide guidance
6.3.5 Set up working tables with certain CEDOs with a view to get them more involved
6.3.6 Create working committees with administrators of the Board of Directors
6.3.7 At AGAs, create discussion tables on topics of interest
Working tables Committees
Director General
S/2010 Number of participants
33
SCHEDULE
To be completed
2009-2010 Activities April
2009 May 2009
June 2009
July 2009
August 2009
September 2009
October 2009
November 2009
December 2009
January 2010
February 2010
March 2010
Color code apportioned to person in charge
34
2010-2011 Activities Aprill
2010 May 2010
June 2010
July 2010
August 2010
September 2010
October 2010
November 2010
December 2010
January 2011
February 2011
March 2011
35
2011-2012 Activities Aprill
2011 May 2011
June 2011
July 2011
August 2011
September 2011
October 2011
November 2011
December 2011
January 2012
February 2012
March 2012
36
2012-2013 Activities Aprill
2012 May 2012
June 2012
July 2012
August 2012
September 2012
October 2012
November 2012
December 2012
January 2013
February 2013
March 2013
37
2013-2014 Activities Aprill
2013 May 2013
June 2013
July 2013
August 2013
September 2013
October 2013
November 2013
December 2013
January 2014
February 2014
March 2014
38
