Manitoba Economic Development Advisory Committee

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Manitoba Economic Development Advisory Committee
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Mission Statement
The Manitoba Economic Development Advisory
Committee (MEDAC) will foster an environment that
promotes economic growth and sustainable
development for First Nations People
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Who is MEDAC
Interlake Reserves Tribal Council (IRTC) Island
Lake Tribal Council (ILTC) Keewatin Tribal
Council (KTC) Swampy Cree Tribal Council
(SCT) West Region Tribal Council (WRTC) Dakota
Ojibway Tribal Council (DOTC) Southeast Resource
Development Council (SERDC)
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Who is MEDAC
Assembly of Manitoba Chiefs (AMC)
Manitoba Keewatinowi Okimakanak (MKO)
Southern Chiefs Organization (SCO)
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Who is MEDAC
The MEDAC Terms of Reference specify that the
purpose of MEDAC is to help foster
A. full participation in the Manitoba economy
B. wealth creation within First Nations
C. increased standard of living to an equal level
with other Manitobans
and
D. economic development capacity building
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The Manitoba GapContext of the Issues
HDI Human Development Index
HDI is one United Nations standard for
determining quality of life indicators.
Manitoba First Nations have the lowest absolute
HDI in Canada. Further the HDI gap between
Manitoba First Nations and other Manitobans is
the widest in the country.
Manitoba has fallen short in First Nations
development and is greater than those in other
parts of the country. This leads to wider
economic disparities and waste of vital growth
resources for the province.
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The Manitoba GapContext of the Issues
CWB Index Community Well Being
CWB is based upon labour force activity, income,
housing
Manitoba First Nations have low CWB scores and
the largest gaps in the country regardless of
Frame of Reference
Although interrelated with the HDI the Manitoba
economic engine is determined by the CWB
indicators.
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The Manitoba GapContext of the Issues
The First Nations
Manitoba has 63 First Nations including 6 of the
largest 20 in Canada
19 Manitoba First Nations are not accessible by
all-weather roads. This constitutes 22,458
citizens and 30 of the on-reserve population
The geographical and logistic isolation increases
cost of living and services to such communities
Represents an economic dependency and social
isolation that can addressed by investment and
basic infrastructure afforded other Manitobans
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The Manitoba GapContext of the Issues
Population
124,441 registered First Nations Citizens in
Manitoba 61.8 of which are on-reserve
(75,101) (second only to Ontario, highest in
terms of per capita ratio)
Highest population growth sector in Canada (2.4
per annum)
Proportionately, the highest ratio of youth 58
(71,306)
Represents the greatest potential Engine for
Economic Growth and Productivity of any province
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The Manitoba GapContext of the Issues
Education Gap

• Year 2000 high school graduates
• 65 among all Canadian citizens
• 37 of First Nations citizens
• 28 of Manitoba First Nations citizens

While 2003-2004 saw a 36 graduation rate this
fell to 33 in 2004-2005
Canadian First Nations education is stimulated
and supported at half the rate as other
Canadians. This has immediate and downstream
impact on the economy.
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The Manitoba GapContext of the Issues
Income Gap
The median income for the Aboriginal population
was 14,500 while it is 23,000 for Winnipegs
Non-Aboriginal population as reported in the 2001
census
Income disparity for aboriginal peoples is 62-63
of other Manitobans, even when regional factors
are considered. Education and infrastructural
access are contributing factors.
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Closing The GapManitoba Economic Development
Paper
Policy changes within INAC have introduced cuts
and a level of instability of funding
availability. This impairs continuity and long
term planning.
The Equity Funding Programs have been eliminated.
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Closing The GapSpecific Recommendations
Re-establish the Economic Development Equity
Program along with additional resources
Support systems and easier access to capital and
financial assistance for First Nation business
Coordination and increase in employment equity,
education, and training dollars to support the
fast growing First Nations population.
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Closing The Gap
Each community will establish a Development Plan
with respect to its own needs and growth
potential.
Community- specific economic strategies will
identify its potential within the framework of
its own local and regional situation.
Funding applications within INAC programming to
affect the Feasibility and Development of
Business Plans for identified Projects and
Targets.
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Closing The Gap
Upon submission of business plans, communities
should be able to source equity funding from
INAC programming Loans from Aboriginal
institutions (ACC s, CFDCs) banks and other
funding resources.
Implementation of projects will facilitate the
generation of profits and jobs-capacity
development, enhancing and achieving full
economic potential and close the gap.
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Closing The Gap
This strategic process will lead to a more
comprehensive level of accountability as well as
improved implementation of INAC funds supporting
strategic initiatives of the communities.
MEDAC mandate will be dependent upon the
identification and establishment of dependability
of INAC policies in support of Manitoba First
Nations to close the HDI gap and facilitate
growth objectives.
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Closing The Gap
MEDAC in 2006/07 fiscal year undertook the
following

• Research organizational development issues and
  provide Made in Manitoba service delivery
  options.

• Conduct Capacity Building/Economic Development
  Officer (EDO) training research and analysis and
  prepare the workshop outline used in the
  workshops.

• Conduct Community Economic Development (CED)
  workshops in the seven Tribal Council regions and
  independent First Nation communities.

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Closing The Gap
MEDAC in 2007/08 fiscal year undertook the
following

• An awareness campaign directed at Manitoba First
  Nation communities on the importance of ED
  planning and the role and necessity of local
  community professional EDO.

• Development of a data base of Manitoba First
  Nation EDOs and practitioners.

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Closing The Gap
MEDAC in 2007/08 fiscal year undertook the
following

• The preparation of a CED toolkit or short
  courses on ED and a toolkit of best practices
  for ED directly relevant to First Nations.

• A symposium to train Manitoba First Nation EDOs
  in delivery of the ED short courses.

• A strategic planning session involving all
  members of MEDAC.

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MEDAC Strategic Plan Future
1. EDO Capacity Building / Community Capacity
Building
1) Train the Trainers re EDO Manual 2) Develop
Toolkit for Business Development 3) Stress
importance, with Chief  Council, of dedicated
ED/CEDP Funds
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MEDAC Strategic Plan Future
1. EDO Capacity Building / Community Capacity
Building
4) Mentorship i. Identify opportunities to
access expertise (e.g. INAC, Governments,
Private Sector, etc.) ii. Advanced FN
Organizations iii. Knowledge transfer and
succession training utilizing people who
are close to retiring iv. North / South
representation v. Create visibility and
awareness with the general public for First
Nations' accomplishments and plans
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MEDAC Strategic Plan Future
1. EDO Capacity Building / Community Capacity
Building
5) Measurable Results i. Successful
businesses in the communities ii. Healthier,
Happier Communities iii. of EDOs trained iv.
More demand for other Toolkits and information
and for more "Train the Trainer" v.
of individuals involved in mentorship process
Measurable skill transfer
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MEDAC Strategic Plan Future
2. Build Participation in a Successful Certified
ED Training Program
1) Continue meeting with other Stakeholders (e.g.
ANA, CANDO, ACC, WED) 2) Partnerships -
find investors (e.g. INAC, HRDC, ANA,
etc.) 3) Identify EDOs, assess their skill levels
and gaps in order to create a useable
Database
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MEDAC Strategic Plan Future
2. Build Participation in a Successful Certified
ED Training Program
5) Measurable Results i. Projects coming
out of communities ii. Increasing demand on
funds iii. EDO agree that they are building
capacity iv. of EDOs completing training v.
Creation of EDO Association vi. Training
program developed
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MEDAC Strategic Plan Future
3. Developing Community Regional Strategies
1) Identify opportunities within Regions and
Communities 2) Allocate resources to priorities
i. Develop a weighting system for assessing
project (i.e. commercial, heritage, etc.)
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MEDAC Strategic Plan Future
3. Developing Community Regional Strategies
4) Measurable Results i. Plans link together -
Local to Tribal Council regional to
provincial MEDAC to Government ii. Documented
Regional Strategy iii. More strategic use of
funds iv. Project successes
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MEDAC Strategic Plan Future
4. Act as a bridge between INAC and EDOs to
secure funding
1) Develop a basic community funding model 2)
Lobby Government for dedicated stable EDO
funding (salaries) 3) Lobby Government for
sustainable, adequate, minimum funds for
community offices
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MEDAC Strategic Plan Future
4. Act as a bridge between INAC and EDOs to
secure funding
4) Measurable Results i. Achieve a baseline of
funds to support the EDO in each community
ii. Funds secured
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MEDAC Strategic Plan Future
5. Research other Successes to model (best
practices)
1) Identify CED / business and non-business
successes 2) Understand why they are successful
3) Adapt successes to MEDAC model 4) Measurable
Results i. enhanced MEDAC model
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MEDAC Strategic Plan Future
6. Continue discussions with INAC for interchange
positions
1) Identify the trainees 2) Job shadowing to
gain expertise 3) Training 4) Measurable
Results i. Skilled people placed in jobs
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MEDAC Strategic Plan Future
7. Evolution
1) Develop a negotiating strategy 2) Recognize
that this is an ongoing process 3) Gain
political will and support 4) Lobbying of
Government 5) Develop Feasibility / Cost Benefit
Study 6) Measurable Results i. Full control of
the economic development responsibilities
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MEDAC Strategic Plan Future
8. Preparation of Community Plans
1) Obtain support of community leadership 2)
Develop community profiles 3) Development of
Community Economic Development Plans with
economic development as one leg 4) Measurable
Results i. Community Plans in each First Nation
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MEDAC Strategic Plan Future
9. Marketing Promotions
1) Create a communications strategy 2) Build ED
awareness within communities to maximize
benefit of program 3) Lobbying Government 4)
Measurable Results i. Formalized communication
strategy to promote MEDAC initiatives
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EDO ConferenceTrain the Trainers

• Third Week in March
• Winnipeg, MB
• One Delegate per First Nation Community

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Preparation of 2009 - 2010

• MEDAC/CSSP
• PROPOSAL