FNHRDCQ Background

In 1992, in response to political representations by First Nations, Métis and Inuit organizations, the Canadian government established “Pathways to Success” and signed co-management agreements with the aim of encouraging First Nations communities in Canada to actively participate in the delivery of services related to the training and development of their workforce.

It was demonstrated that Canadian government services of this type were not widely available to Canada’s First Nations populations. The main evidence supporting these findings was as follows:

Under a co-management agreement, the Quebec First Nations formed the Regional Aboriginal Management Board of Quebec (RAMBQ), which adopted a mandate consisting mainly of supporting the development of organizations to provide training and development for workforces of every First Nation in Quebec, in partnership with the Human Resources Development Canada authorities in their region.

The RAMBQ also provided a forum for discussion and exchange concerning issues and difficulties in the field, and made it possible to discover common directional trends. At that time, all Quebec aboriginals were represented on the RAMBQ.

The four-year agreement produced very positive results and led to the signing of a second agreement, this one transferring all necessary authority for First Nations, Métis and Inuit jurisdictional groups to assume full responsibility for the training and development of their respective workforces.

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Regional Bilateral Agreements

In 1996 the Quebec First Nations and Human Resources Development Canada signed a new type of agreement, the Regional Bilateral Agreement (RBA), with the specific goal of transferring to the First Nations authorities full jurisdiction over the training and development of the aboriginal workforce.

For the purposes of this new agreement, the Quebec First Nations changed the association formula established under the Pathways to Success strategy. HRDC, Quebec division, then proceeded with the signing of four RBAs in Quebec:

The Inuit, Cree and Algonquin nations created their own operational structure. The remaining Aboriginal Nations (see attached list) elected to pursue the route they had already begun and consolidated their action by changing the RAMBQ constitution (AFNQL Chief’s Resolution no. 7/98) to create the Quebec First Nations Human Resources Development Commission (FNHRDCQ).

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FNHRDCQ mission

As stipulated in its Statutes and Bylaws, the FNHRDCQ is an administrative entity established by the Assembly of First Nations of Quebec and Labrador (AFNQL) by a resolution of the Chiefs (Resolution no. 7/98).

The Commission is responsible to the AFNQL at the regional level for the administration of the employment and training development measures covered by the agreements placed under its jurisdiction by the AFNQL. It is also responsible for the job market and for competency development among the people of the First Nations. Each member of the Commission is responsible to the First Nations government of the same administration.

FNHRDCQ Mandate

Although the main official mandate of the FNHRDCQ is to promote, encourage, support and advance all human resources development initiatives directed by the First Nations, it is understood that most of its activities deal with coordinating the implementation measures of the agreements under its jurisdiction and ensuring that the government of Canada and the Commission members comply with all their obligations.

Organizational Values

Collective Interest of Its Members
The Commission prioritises the collective interests of its members, particularly in its meetings and its actions.

The Right to Be Heard
The Commission must ensure that mechanisms exist to give the opportunity to all to express their points of view.

Support to Members
The Commission supports its members particularly by providing them with the tools needed to fulfil their mission.

Knowledge Sharing
The Commission promotes access to current, accurate and quality information. The Commission shall use both French and English in its proceedings and provide simultaneous interpretation when required.

Innovation
The Commission pursues innovation.

Transparency
In accordance with its responsibilities towards its members, the Commission manages its activities in a transparent manner.

Support of First Nations
The Commission supports the emergence and development of First Nations.

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Operational Structure

Twenty-two local organizations representing more than twenty-nine communities comprise the regular membership of the Commission. In addition, two independent First Nations government organizations take part in the Commission as associate members: the Regroupement des centres d’amitié autochtones du Québec (Association of Native Friendship Centres of Quebec) and Quebec Native Women. The status of the associate members of the FNHRDCQ is the same as their status on the AFNQL.

Since the operational structure of the Commission is decentralized, the role of the members is mainly to discuss with the other Commission members the directional trends, decisions and positions adopted by their respective communities in terms of human resources and employment development. The Commission holds meetings held at least three times a year.

Drawing on these diverse points of view, the FNHRDCQ determines its priorities and directions. The Commission makes all decisions on the basis of consensus.

View structural diagram

Terms of Reference (PDF document)

Statistics: Number of MEASURES FundED BY THE Commission

Year
Regular Agreement
Urban Agreement
1999-2000
2719
443
2000-2001
3130
729
2001-2002
3443
1072
2002-2003
4638
936
2003-2004
3994
727
2004-2005
4530
906

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