s 2017/2018 Vision A Brighter future for Aboriginal People in BC BCAAFC Mission Improve the quality of life for Aboriginal Peoples by supporting the activities of Friendship Centres in BC Strategic Plan Goal A 20 year plan to guide and strengthen BC Friendship Centres to fulfill our mission to improve the quality of life for Aboriginal Peoples Strategic Priorities Elders and Youth Human Resource Development Improving FC Relationships Enhancing Self Sufficiency and Sustainability Enhancing the Public profile of FC s Succession Planning and Mentorship Governance Supporting proposal writing 2017/2018 BCAAFC Operations Gathering Our Voices 2018 Student Bursary Enhancement Project Elders Council Renewal Project Youth Partnership Developments Northern Corridor Project Doula Initiative Friendship Centre Training Academy Canada Jobs Grant Member Services Engage new Dept. of Indigenous Services Sign Protocol Agreement with Min. of Health Joint Work plan with FNHA Urban Programming for Indigenous People (UPIP) Provincial Capacity Funding for FC s Indigenous Cancer Care Strategy Friendship Centre Legacy Research Project Social Media Campaign Aboriginal Youth Internship Program (AYIP) Summer Students Employment & Social Dev. Canada Constitution & Bylaws Renewal Project 2017-18 Strategic Planning Board Policy Manual Gaming Support Initiative Returning to our ways: Domestic Violence Toolkit 3C Challenge Five by Five Jobs Plan Taking Action to End Violence Off Reserve Aboriginal Action Plan Umbrella Strategies Education & Training Social & Economic Innovation Employment Services Partnerships Operational Capacity & Measurement Aboriginal Domestic Violence Fund Human Trafficking Prevention Community Coordination for Women s Safety BC Coroners Working Group for IPV Socio-Economic Development Reconciliation Community Capacity Building Increased participation in the economy BCAAFC Internal Committees Executive Committee Elders Council Provincial Aboriginal Youth Council (PAYC) Program Review Committee Health Committee Constitution & Bylaws Committee UPIP Adjudication Committee Policy Development Working Group 1 P a g e
Strategic Priority: Elders and Youth Introduction: Elders and youth are integral to the work of the Friendship Centre Movement and play a critically important role in all of our structures and initiatives. The life cycle of the Friendship Centre Movement has survived and thrived because we depend on the wisdom and guidance of our Elders and on the energy and vitality of our youth. The BCAAFC Provincial Board has created two standing committees to ensure that the voice and involvement of Elders and youth is sustained. These Standing Committees are the Elders Council and the Provincial Aboriginal Youth Council (PAYC). In 2011, the BCAAFC Provincial Board of Directors convened a Strategic Planning session to develop a 20 year Strategic Plan. During this planning process, Elders and Youth was a top priority. 2017/2018 Elder and Youth Initiatives Gathering Our Voices 2018 The BCAAFC will host the 16 th Annual Gathering Our Voices Indigenous Youth Leadership Training in March 2018, in Richmond, BC. This event will be at the Sheraton Vancouver Airport Hotel and will be hosted in partnership with the Vancouver Aboriginal Friendship Centre Society and Fraser Region Aboriginal Friendship Centre Association. The target attendance level for this event is 1000 Indigenous youth. Through this annual event, a number of partnerships have emerged and the public profile of the Friendship Centre movement in BC has increased. This year, the BCAAFC will work closely with the First Nations Health Authority over the course of the year as we prepare for the GOV event. This will result in a strong health and wellness component at the event, including a wellness room accessible for the duration of the event. A new Manager of Events will be brought on in September, and they will build the GOV support team. Student Bursary Enhancement Project The BCAAFC currently acts as the host agency for the student bursary program from MARR and the Federal First Nations Post Secondary Program from INAC. In the recent Federal election, the Liberal Party promised to increase the amount of funding available to First Nations students for post secondary education. The BCAAFC has engaged INAC officials in an effort to secure this additional post secondary funding and INAC responded with an increase of just over $100,000 bringing the total amount of bursary funds from INAC to $500,000. The BCAAFC is also seeking to develop a Scholarship Enhancement Project that will seek to engage other corporate and philanthropic partners with the objective of securing new scholarships and bursaries. 1 P a g e
Elders Council Renewal Project The Founding Members of the BCAAFC Elders Council have requested that a process be put in place to increase the membership in the Elders Council and to renew their structure. The Terms of Reference for the Elders Council calls for Regional Elder Representatives; however, it does not identify a process to select a Regional Elder. Through updates to the Terms of Reference, a new nomination process will be outlined which allows Friendship Centres to put names forward for consideration and defines how the Elders will support the Board and Membership, taking into consideration changes to the BCAAFC bylaws in the coming year. Youth Partnership Development Other youth mandated agencies in BC have approached the Provincial Aboriginal Youth Council (PAYC) to build partnerships, including the Youth Mental Health Association and Federation of BC Youth in Care Networks. Initial conversations have focused on building an understanding of the current activities of each party, and what can be achieved in the partnership. 3C Challenge The BC 3C Challenge is a partnership between BCAAFC and the University of Victoria s Gustavson School of Business. This project is an innovation in experiential learning targeted for Aboriginal Youth where teams balance the values of: (1) Community, (2) Culture and (3) Cash (3Cs) in new business ventures. The program aims to build skills and experience through training and an entrepreneurship competition for Aboriginal youth. Five teams in each training cohort that will compete with each other within their community, and within BC overall, to generate a profit from a new business model the team has collaboratively developed. The 3 C Challenge will deliver 50 workshops to Friendship Centre communities in BC over two years with 20 participants per workshop. We will deliver the 3 C Challenge to 1000 youth in BC with these objectives: Enable and support Indigenous entrepreneurs to discover and explore the many market opportunities already available to them in their home communities Provide unique, real-world experiential, entrepreneurship learning that enables transforming business opportunities into well-planned ventures Offer social innovation and capacity building for the whole community (the two-year program will inject approximately $1.75 Million dollars into communities) 2 P a g e
Learning Goals: 1. Confidence: By launching a venture on a small scale in teams, Indigenous youth gain confidence in their ability to launch their own business in the future. By working with university professors and skilled facilitators in a semi-formal environment, participants build confidence in their ability to succeed in the classroom. Through community specific cultural activities, participants reinforce positive Indigenous identity and increase confidence. 2. Collaborative Role Modeling: Having the teams of students visible in the community implementing their 3C Challenge provides positive role modeling for other prospective Indigenous entrepreneurs. The activity also enables students to see themselves as role models and experience the privilege and rewards that stem from taking on the role. 3. Facilitate Value Trade-offs: The students must come to consensus within their teams about which C or Cs will be the focus of their value creation, thus replicating the broader types of discussions that happen in communities when economic development projects, such as large-scale natural gas projects or oil pipelines, are considered. 4. Practice and Improve Professional Skills: By building teams, participants are obliged to hone their soft business skills, including: communication, leadership and collaboration and management skills. The structure of the 3C Challenge further enables participants to demonstrate and practice their hard business skills including marketing and advertising, budgeting and debt management, and venture concept design. Workshop Structure: There are 20 youth per workshop. They complete 3 days of business/entrepreneurship training and are grouped into five teams made up of four members. The teams engage in a 21-day competition using a microloan of $1000 to develop and implement their business plan. They must consider the 3 C s and the impacts. Related Internal Committees Provincial Aboriginal Youth Council (PAYC) BCAAFC Elders Council Related External Committees Unified Aboriginal Youth Collective (UAYC) *The UAYC is a coalition of Aboriginal youth organizations in BC that work together to provide leadership and to advance Aboriginal youth issues. The coalition is funded by MARR and receives coordination support from MARR staff. PAYC represents the BCAAFC at UAYC meeting. 3 P a g e
Strategic Priority: Human Resource Development Introduction: The Friendship Centre Movement was built on People and it is a shared value that people are our most important resource. Human Resource development has always been at the core of the Friendship Centre Movement. While many people refer to the Friendship Centre Movement as a training ground many also see the Movement as one the most accessible and effective opportunities to learn and grow as an employee or a volunteer. As we develop and strengthen our human resources, we are able to increase the impact of the Friendship Centre Movement on the lives of our clients. During the 2011 BCAAFC Strategic Planning process, Human Resource Development was identified as a top priority. 2017/2018 Human Resource Development Initiatives Northern Corridor Initiative The Northern Corridor Initiative is a 2-year skills and training project whereby the seven northern Friendship Centres are administering employment based programs by establishing 5 x 5 Employment Centres that work with clients to attain the supports they need to gain meaningful employment. These Employment Centres are established in each of the Friendship Centres along the Northern Corridor, acting as hubs that connect people to employment-related services and provide a range of pre-employment resources that support job readiness. Job placement coordinators at the Centers work with local Indigenous agencies, key community partners and potential employers, trainers and related community supports to build a strong network of employment and training opportunities for those who access their Centre. This initiative is in its final year of funding and the BCAAFC is engaging the new provincial government to sustain and expand this initiative to other Centres across the Province. Doula Bursary Program BCAAFC and FNHA have collaborated on the Doulas for Aboriginal Families Grant Program (DAFGP). This bursary program removes the cost barrier for Aboriginal families to access Doulas services and is intended to promote better health outcomes for mothers and infants during pregnancy and after birth. The BCAAFC has been administering the Doula Support program since 2012 and had structured the program to be accessed through local Friendship Centres to support urban Aboriginal families. Entering into a new funding partnership as of October 2015 with FNHA, the BCAAFC has expanded the Doulas for Aboriginal Families Program to include Indigenous women/families on reserve who want to access Doula services. 4 P a g e
Friendship Centre Training Academy The BCAAFC initiated FC Training Academy over the past several years to bring together BC FC Executive Directors, Financial Controllers, and/or other relevant staff for the purpose of sharing information, providing training, and strengthening administrative systems. The feedback from these sessions has been positive and many Executive Directors have expressed an interest in these events continuing. This year, the BCAAFC will host a FC Executive Director s Training Academy. BCAAFC staff will survey BC FC Executive Directors in order to determine the agenda for the gathering. Canada Jobs Grant The BCAAFC is the Aboriginal Service Delivery Partner for the Canada-B.C. Job Grant, which strives to improve Indigenous participation in BC economy through cross-sector partnerships that foster economic diversification, investment and job creation, and increase access to employment and skills training opportunities. BCAAFC provides direct support and referrals to Indigenous organizations and First Nations, shares information on the Canada-B.C. Job Grant eligibility and requirements, reviews training plans, assists in the application process and conducts follow up on pending decisions. Member Services Significant amounts of human and financial resources are devoted to supporting BCAAFC s member Friendship Centres. These supports include governance support from the Program Review Committee, support to local Friendship Centre administrators from BCAAFC staff, Board training for local Friendship Centres, and lobbying support to Government on behalf of FC s in difficulty. The constant changes in the last five years to core-like funding have resulted in a renewed focus on capacity building to ensure our Centres continued success in receiving funding. This year, the BCAAFC will continue to support FC s in difficulty and more specifically, provide support for member FCs that are making changes to their bylaws as a result of the recent changes to the BC Societies Act. Related Internal Committees Program Review Committee (PRC) Executive Committee Health Working Group 5 P a g e
Related External Committees Community Coordination Committee for Women s Safety Jeannette MacInnis currently represents the BCAAFC at Community Coordination Committee for Women s Safety Minister s Advisory Council on Aboriginal Women (MACAW) Barb Ward-Burkitt, Debbie Williams, and Marge White (until recently) all sit as members of Members of MCAW 6 P a g e
Strategic Priority: Improving Friendship Centre Relationships Introduction: Friendship Centres cannot achieve our mission to improve the quality of life for Indigenous People on our own. Strong partnerships and relationships with a variety of stakeholders are essential for the Friendship Centre Movement to achieve our Mission. In most urban communities, Friendship Centres are broadly seen as the most credible and effective Indigenous agencies with whom to collaborate with on topics such as education, employment and cultural safety. During the 2011 BCAAFC Strategic Planning process, improving Friendship Centre Relationships was identified as a top priority. 2017/2018 Relationship Building Activities Engage the new Department of Indigenous Services On August 31, 2017, the federal government announced that the Department of Indigenous and Northern Affairs Canada would be splitting into two departments, one called Crown Indigenous Relationships and the other, Indigenous Services. More than likely, Indigenous Services will be the department managing Urban Programming for Indigenous People (UPIP), the program that provides core funding and program funding to Friendship Centres. The BCAAFC, through the National Negotiating Committee, will engage the new Department and work with them to roll out funding to Friendship Centres, in addition to seeking new opportunities to build the program capacity of Friendship Centres in other areas. Sign a Protocol Agreement with the BC Ministry of Health The BCAAFC and the BC Ministry of Health have historically had a framework agreement that signified an intention to work together to improve health determinants for urban Indigenous people. This agreement lapsed some time ago and BCAAFC has had some conversations with staff from the Ministry to develop a new agreement. With the retirement of the previous Minster of Health and the new NDP/Green Coalition government, BCAAFC will continue to move forward on this opportunity and secure a meeting with the new Minister sometime this fiscal year. Joint Work Plan with FNHA The BCAAFC and FNHA signed an MOU in 2015 in an effort to strengthen our working relationship. In the MOU, it states that the BCAAFC and FNHA are to develop a joint work plan to strengthen collaboration and develop opportunities to increase positive health outcomes for BC s 7 P a g e
Indigenous population, on and off reserve. This includes projects such as the Canadian Partnership Against Cancer (CPAC) and the Doulas for Aboriginal Families Grant Program (DAFGP). The development of the joint work plan will take into the existing contracts the BCAAFC has with FNHA in addition to potential emerging new opportunities. Related Internal Committees BCAAFC Executive Committee Related External Committees ORAAP - Provincial Coordination Team (PCT) Warren Clarmont currently represents the BCAAFC at the ORAAP - Provincial Coordination Team (PCT) NAFC National Negotiating Committee Leslie Varley sits on the NAFC National Negotiating Committee on behalf of the BCAAFC NAFC Presidents and Executive Directors Forum The BCAAFC Executive Director and President are the formal representatives at this Forum and the BCAAFC 1 st Vice President also participates in this forum when the President cannot attend. A Brighter future for A 8 P a g e
Strategic Priority: Enhancing Self-Sufficiency and Sustainability Introduction: Friendship Centres have struggled since the early days of our Movement with the challenges of securing project based funding, own source revenue, and long term stable core funding. There has been long-term frustration with the strings or conditions that government attaches to funding that do not necessarily work or do not make sense in Aboriginal communities. The goal of self-sufficiency has been articulated across the Friendship Centre Movement since our inception. At the 2011 BCAAFC Strategic planning session, Self-Sufficiency and Sustainability was identified as a top priority. 2017/2018 Enhancing Self-Sufficiency and Sustainability Initiatives Urban Programming for Indigenous People (UPIP) UPIP assists First Nations (status and non-status), Inuit and Me tis living in or transitioning to urban centres. While there are four (4) streams of funding, Friendship Centres have dedicated access through BCAAFC to funds under two (2) streams: organizational capacity (core funding), and program and services. Core funding covers the day-to-day operating costs of an organization, like staffing of key positions, utilities, rent, etc., while projects funded under program and services can focus on six (6) key areas: women, vulnerable populations, youth, transition services, outreach programs and community wellness. BCAAFC hopes to rollout both funding streams in the current fiscal year. Provincial Capacity Funding for BC Friendship Centres The recent election results have brought about an NDP/Green Coalition government. In the mandate letter to Minister Fraser of the Ministry of Indigenous Relations and Reconciliation (MIRR), there contains a commitment to stable, reliable funding to BC Friendship Centres. The BCAAFC is therefore seeking a commitment of $3.1m per year in an annual capacity fund that would help to sustain the work of the 25 Friendship Centres in BC and ensure that the stability of services and supports Friendship Centres provide is protected. Preferably, this would entail a multi-year funding agreement with the BCAAFC administering these funds on behalf of member Centres, similar to our federal funding model. The BCAAFC is working with officials from MIRR to develop a framework for these funds in time for the February 2018 provincial budget. 9 P a g e
Related Internal Committees UPIP Adjudication Committee Program Review Committee BCAAFC Executive Committee Related External Committees NAFC National Negotiating Committee Leslie Varley currently sits on the NAFC National Negotiating Committee on behalf of the BCAAFC. 10 P a g e
Strategic Priority: Enhancing the Public Profile of Friendship Centres Introduction: Friendship Centres have earned a very good reputation over the past 60 years. Many individuals and partner organizations recognize BC Friendship Centres for their excellent work and for their deep commitment to improve the quality of life for Aboriginal Peoples. However, Friendship Centres have also lacked public profile and are often referred to as the best kept secret. With the size and scale of the infrastructure of the Friendship Centre movement in BC, much more needs to be done to raise our collective profile. Increased exposure and public profile will have significant benefits including: increased funding opportunities for BC FC s, increased recognition by governments and First Nations, increased utilization levels by Aboriginal families in need, and increased partnership opportunities. At the 2011 BCAAFC strategic Planning session, enhancing the public profile of Friendship Centres was identified as a top priority. 2017/2018 Enhancing the Public Profile of Friendship Centres Initiatives Indigenous Cancer Care Strategy The BCAAFC has been working with the First Nations Health Authority, Metis Nation BC and the BC Cancer Agency in the Canadian Partnership Against Cancer Initiative from 2014-2017. With the information gained from research and community engagement activities, the partners have decided to develop a more substantive Indigenous Cancer Care Strategy (ICCS). The develop of the ICCS has been ongoing over the course of 2017 and the partners intend to have a public document ready to distribute by the end of the fiscal year. Friendship Centre Legacy Project Funded by the Urban Aboriginal Knowledge Network (UAKN), the Legacy Project is to document the inception, growth and impact of Friendship Centres in BC through the experiences and knowledge of Elders and other long-time Friendship Centre representatives in an urban Indigenous community context. The intent is to capture their stories as to what they witnessed in their early years when Indigenous people began leaving their reserve communities and moving into BC s towns and cities. Through these stories, we intend to preserve the historical growth and evolution of Friendship Centres in BC and more fully understand the historical legacy and impact of the Friendship Centre movement on Indigenous people in BC. The Legacy project will capture stories through video interviews along with visual demographics and historical facts. 11 P a g e
Social Media Campaign In an effort to increase the profile of BC Friendship Centres (with little to no cost) BCAAFC has made more of an effort to effectively use social media including Facebook and Twitter. Social media is becoming an increasingly important part of any organization s marketing plan and the BCAAFC has been underdeveloped in this area. This also provides the BCAAFC the ability to engage in conversations on important and trending topics, highlight the activities and programs in individual Friendship Centres, and continue to grow networks to engage Friendship Centres staff, clients, and community. Trending hashtags created by BCAAFC this year have included #BCFriendshipCentres #HugAnElder #UrbanIndigenous Related Internal Committees BCAAFC Elders Council Provincial Aboriginal Youth Council Related External Committees Indigenous Cancer Strategy Steering Committee The member organizations of this Committee includes the BCAAFC, MNBC, FNHA and the BC Cancer Agency. 12 P a g e
Strategic Priority: Succession Planning and Mentorship Introduction: Friendship Centres have been around for over 50 years old and has grown into an inter-generational social movement. There are individuals who have devoted their life to the Friendship Centre Movement (FCM) as volunteers, employees, Elders, or through a combination of roles. This has also led to an important dynamic in the Friendship Centre Movement where there is an aging workforce and where an incredible amount of knowledge and wisdom has been accumulated by individuals over the years. The aging workforce has resulted in the need to increase succession-planning efforts in BC Friendship Centres as individuals retire. The deep knowledge and wisdom that has been accumulated has also created a very special opportunity for mentorship between our Elders and aging employees and our youth and our young employees. In the 2011, Strategic-planning session Succession Planning and Mentorship was identified as a top priority. 2017/2018 Succession Planning and Mentorship Initiatives Aboriginal Youth Internship Program (AYIP) The Aboriginal Youth Internship Program, hosted through the Ministry of Indigenous Relations and Reconciliation, allows the BCAAFC to access young, up and coming Indigenous professionals for three months of free staffing services, July to August each year. BCAAFC has become a desired agency for placement and receives many requests each year to host interns. This year BCAAFC submitted Expressions of Interest (EOIs) for three interns to support work in AIDP, policy development and program support. Hosting interns allows them to learn about Friendship Centres as a service agency, but also as a potential employment sector to engage within. Summer Student Program Employment & Social Development Canada Canada Summer Jobs, through Service Canada, allows Indigenous non-profits to apply for 100% coverage for hiring summer students. Summer students provide quality support to staff during the summer when many staff take holidays. Summer students are able to backfill positions, and keep workloads moving forward. Mentorship is a large component of working with summer students, as many are still developing their professional skill sets. This year BCAAFC hosted three students with workloads focusing on front desk support, program support and IT support. Giving summer students a positive work experience with BCAAFC allows them to learn about Friendship Centres as a service agency, but also as a potential employment sector to engage within. 13 P a g e
Related Internal Committees Provincial Aboriginal Youth Council (PAYC) BCAAFC Elders Council LMP Advisory Council 14 P a g e
Strategic Priority: Improving Governance Introduction: The Friendship Centre Movement is a grass roots and community governed. This is a very important part of the credibility of the Friendship Centre Movement and of our accountability back to our communities. On an average year, the FC Movement in BC generates more than 20,000 hours of volunteer service with most of that volunteer time being targeted towards Board meetings and governance functions. This ensures that the Friendship Centre movement is governed in a way that reflects our community values, and that the voices of our communities are the focal point when we are engaging with the federal and provincial governments. 2017/2018 Governance Initiatives Constitution & Bylaws Renewal Project With the changes to the BC Societies Act coming into effect as of November 2016, the BCAAFC and other not for profit organizations have had to update their current Constitution and Bylaws to be in compliance with the provisions of the new Act. A committee comprised of representatives from member Friendship Centres was established to undertake this work with the guidance of legal counsel. The BCAAFC should have a new set of bylaws to present for approval by the membership at the September 2017 Annual General Meeting. Strategic Planning 2017-18 The BCAAFC will undertake strategic planning in 2017-18 to update the original strategic plan that was developed in 2011 by representatives from the Friendship Centre movement. This planning session will take place in the fall of 2017 and will once again include representatives from the Friendship Centre movement writ large. The location and date of the planning session has yet to be determined but advance notice will be given to the membership once final details are worked out. Board Policy Manual As part of our collective efforts to strengthen the governance of the BCAAFC, a policy working group was established to look at the overall policies of the organization and bring forward new policies where there is none, or where the current policies need updating. Once the Constitution and Bylaws are updated and passed at the AGM, the BCAAFC policy working group will start to look a Board policy manual that 15 P a g e
applies to Board members. The group will also look at the BCAAFC employee policy manual and bring forward recommendations to update and strengthen that manual. Related Internal Committees BCAAFC Executive Committee Provincial Policy Working Group Program Review Committee 16 P a g e
Strategic Priority: Supporting the Proposal Writing Process Introduction: Proposal writing is one of the most important skills in the Friendship Centre movement. The life cycle of programs and services in BC Friendship Centres is to identify a need, develop a response to that need, write a proposal or plan to address the need, and then secure resources and partnerships to deliver the plan or the service. A central component of this life cycle is the ability to communicate the need, the plan, and the resource requirements. Proposal writing has also been a difficult skill to build and maintain in BC Friendship Centres over the years given that the range of funding requires expertise in a wide range of areas. The ability of individual Friendship Centres to maintain or increase their revenue is contingent upon the quality of their proposals. 2017/2018 Supporting Proposal Writing Initiatives Gaming Support Initiative The BCAAFC has been working with the BC Gaming Branch over the past 6 years to increase the number of Friendship Centres and other Aboriginal organizations that receive BC Gaming funds. This has included local and regional training and information sessions, and one-on-one support to Friendship Centres in the development of their Gaming Application. It has also included direct support to BC Friendship Centres in the appeal process where Friendship Centre are not initially successful in their Gaming application. This year, the BCAAFC will continue to provide this direct support to member Friendship Centres and other Aboriginal organizations. Returning to Our Ways: Domestic Violence Toolkit From the learnings and evaluation, using the BCAAFC IMF, of the 24 ADVF Projects delivered from 2015-2017, a toolkit was created to support Indigenous communities in planning, developing, proposal writing and delivering programs to prevent or address existing domestic violence. The Toolkit shares the wisdom, experiences, and advice from the 24 funded Indigenous communities, both on and off reserve, on delivering community led, culturally responsive, holistic, and reconciliatory domestic violence programs for Indigenous women, men, children, Elders. There are no Committees associated with this work. 17 P a g e
BCAAFC 2017/2018 Operating Plan: Umbrella Strategy / Ending Violence Action Plan Narrative: Taking Action to End Violence Introduction: BCAAFC and Its member Friendship Centres developed the Taking Action to End Violence against Aboriginal Women and Girls Action Plan in 2012 through a two-stage process. This Action Plan initiated the BCAAFC strategy to end violence against Aboriginal women and girls in communities served by BC Friendship Centres. There are three Strategic Directions: Create Awareness, Expand Programs and Services and Change Policy. BC Friendship Centres uniquely respond to the community needs of their urban settings. Friendship Centres are often the first point of contact for women in violent situations, especially because of relationships the women have developed through the programs and services offered by the FC. BCAAFC works to keep this Action Plan active though engagement with government and partners. 2017/2018 Ending Violence Initiatives Aboriginal Domestic Violence Funding (ADVF) BC s 2014 three (3) year Provincial Domestic Violence Plan included an investment of $1.5 million aimed towards addressing domestic violence in Aboriginal communities. Through this investment, BCAAFC funded 24 Indigenous communities to develop and deliver programs specifically for Aboriginal women, men, children and youth who have been, or are at risk of, being impacted by domestic violence. The 24 selected projects have been delivering direct services and programs since January 2016 and concluded their activities on March 31st. 2017. Throughout the length of the funding, all projects took part in a progressive indigenous evaluation. Through a reinvestment of $850,000, by the Province of BC, BCAAFC will continue to manage the 24 Aboriginal Domestic Violence Funded projects who are providing healing and preventative domestic violence programs that reflect their individual community needs throughout the 2017-2018 fiscal year. Human Trafficking and Sexual Exploitation Prevention The BCAAFC will be delivering a second phase of work directed at ending human trafficking and sexual exploitation of Aboriginal women and girls in BC related to its work in 2014-2015. This next phase will lead to the development and implementation of prevention strategies for agencies and communities and grow our shared depth of understanding of the issues and responses required. It will also help inform the forthcoming federal government inquiry into missing and murdered Indigenous women and girls in Canada. Secondly, this project will provide 18 P a g e
prevention and targeted community support strategies through service provider engagement to build coordinated community response and partnerships. They will learn new strategies, and approaches that will increase the effectiveness of the interventions, and supports offered, improving outcomes for Aboriginal women/girls/families facing the issue of trafficking and exploitation Related External Committees Community Coordination for Women s Safety (CCWS) Provincial Working Group o The Community Coordination for Women s Safety (CCWS) is a cross-sectoral coordinated response to violence against women. This provincial group includes various sectors that respond to violence against women including counselling centres, transition houses, police, hospitals, Aboriginal services, etc. to ensure that all services work together as effectively as possible with the common goal of keeping women safe. BC Coroners Death Review Intimate Partner Violence (IPV) Provincial Working Group o The BCCS Death Review Recommendations Working Group (WG) is reviewing and designated to provide advice and input to develop and propose options to MCFD s Minister in response to the coroner s recommendations from the 2017 report. The outcomes seek to address Intimate Partner Violence and reduce incidents of death. Ministry of Health - BC Indigenous Women s Health Actions Advisory Group o The BCAAFC Manager of Health and Ending Violence is currently co-chairing the Women s Health Strategy for First Nations, Métis, Inuit, Aboriginal and Indigenous Women and Girls Working Group until approx. Dec 2017. The First Nations Health Authority, BC Association of Aboriginal Friendship Centres, Métis Nation BC, regional health authorities, Child Health BC, and the Ministry of Health are working together to identify some key areas for action related to Indigenous women s and girls health. Canadian Women s Foundation Teen Healthy Relationship Advisory Committee 19 P a g e
BCAAFC 2017/2018 Operating Plan: Umbrella Strategy / ORAAP Narrative: Off Reserve Aboriginal Action Plan (ORAAP) Introduction: In British Columbia (BC), approximately 78 percent of all Indigenous people live off reserve and in urban and rural areas. Given this, the BCAAFC spent many years lobbying the provincial government for increased funding to Friendship Centres and the development of an action plan that addressed the needs of this demographic. On October 3, 2011, the Speech from the Throne acknowledged the importance of the offreserve Aboriginal and Me tis population in BC and made a commitment that: Government will work with Aboriginal partners, the federal government and local governments to develop an off-reserve Aboriginal action plan to achieve better education and job training, healthier family life, and strengthened cultures and traditions. Although this has not translated into increased investment (to date), it has enabled the BCAAFC to develop key partnerships with all 3 levels of government represented by Indigenous and Northern Affairs Canada (INAC), Ministry of Indigenous Relations and Reconciliation (MIRR), and the Union of BC Municipalities (UBCM). The Metis Nation BC also participates as the other Indigenous community partner in a committee we have called: the Provincial Coordination Team (PCT). In this partnership called the PCT, we have collectively been able to undertake some important research that broadly identifies the priorities of the urban Indigenous community. The BCAAFC will continue to participate on the PCT and engage the new government on investment based on the four priority areas as identified below. ORAAP Priority Areas The four primary areas of focus as identified through research and strategic planning of the PCT are: 1. Aboriginal Community Capacity Building - For Aboriginal and Me tis communities and organizations to develop the means they require to build the relationships, structures, processes and projects necessary to achieve their objectives. 20 P a g e
2. Socio-Economic Development - Enabling and supporting social development at community, family and individual levels required economic development to occur. 3. Aboriginal Participation in the Economy - Removing systemic educational and employment barriers and creating new safe and supportive learning and working opportunities that encourage full participation of Aboriginal and Me tis people in the economic life of BC. 4. Reconciliation - Opportunities that promote a cultural shift in relations among Indigenous and non-indigenous citizens of BC. Related External Committees Provincial Coordination Team o The Provincial Coordination Team is a committee comprised of provincial partners who have a mutual interest and ability to address the needs of Indigenous people residing off reserve and in urban and rural areas. The partners on the PCT include BCAAFC, Metis Nation BC, Indigenous and Northern Affairs Canada (INAC), Ministry of Indigenous Relations and Reconciliation (MIRR), and the Union of BC Municipalities (UBCM). 21 P a g e
BCAAFC 2017/2018 Operating Plan: Umbrella Strategy / Five x Five Jobs Plan Narrative: Five by Five - Aboriginal Jobs Plan Introduction: The Five by Five Aboriginal Jobs Plan was developed by the BCAAFC to develop and deliver and integrated strategy that will implement evidence-based solutions that will contribute to our goal of facilitating employment opportunities five thousand Aboriginal people over five years. Further, it will leverage the capacity and experience of the 25 Aboriginal Friendship Centres across BC and with some additional inputs and support, will move Aboriginal people along the employment continuum to a place of stability and eventual employment retention. To accomplish our goal and meet our projected targets, we will: engage stakeholders and structure the required partnerships for subject matter expertise; use research and evidence to guide our work; work with a number of provincial ministries and federal departments to leverage the additional inputs; and develop a robust measurement and evaluation system to monitor and measure success. Five by Five Pillars The five pillars as identified through our research activities include: 1. Aboriginal Community Capacity Building - For Aboriginal and Métis communities and organizations to develop the means they require to build the relationships, structures, processes and projects necessary to achieve their objectives. 2. Socio-Economic Development - Enabling and supporting social development at community, family and individual levels required economic development to occur. 3. Aboriginal Participation in the Economy - Removing systemic educational and employment barriers and creating new safe and supportive learning and working opportunities that encourage full participation of Aboriginal and Métis people in the economic life of BC. 4. Reconciliation - Opportunities that promote a cultural shift in relations among Indigenous and non-indigenous citizens of BC. 22 P a g e
5. Operational Capacity & Measurement As the fifth pillar, the BCAAFC identified operational resources to ensure Friendship Centres have a strong platform to undertake this work and working with our partners to measure and evaluate our success and impact. Related External Committees o The Provincial Coordination Team, hosted out of MIRR, is the committee where discussions regarding Five by Five occur. 23 P a g e