Aboriginal Youth Voices of Today (AYVoT) Action Plan

Transcription

1 2010 Aboriginal School Division Aboriginal Youth Voices of Today () Action Plan 10/10/2010 Business Process Improvement Steering Committee Page 1

2 Action Plan Contents 1.0 Introduction Background Key Stakeholders Key Action Items..5 Aboriginal Council of Winnipeg Page 2

3 Action Plan 1.0 Introduction Aboriginal youth are a dynamic component of Canadian society. They are the future leaders, educators, professionals and role models of their communities. They are the links to the history and tradition of the past, but they also hold the knowledge and vision for the future. These same young people will play a pivotal role in shaping Manitoba s and Canada s future. Aboriginal youth represent the fastest growing segment of Canada s youth population. However, Aboriginal youth are among those who face the highest levels of poverty, unemployment, suicide, as well as experiencing low education levels and lack of access to basic health care services in Canada. In addition, labour market conditions are deteriorating for Aboriginal youth, aggravating a situation that already presents Aboriginal youth with far more challenges than other youth. The cultural, economic, social and political futures of Aboriginal youth will significantly impact the lives of all Canadians. Aboriginal and government leaders recognize that focused attention and strong actions are required to address these social and economic challenges in order to ensure constructive and optimistic prospects for Aboriginal youth. Strengthening the capacity of Aboriginal communities, where programs and services are designed and delivered through established and emerging organizations serving Aboriginal youth, should be encouraged. The delivery of programs and services based on mutual respect, recognition, responsibility, and sharing is in the best interest of all. The Aboriginal Youth Voices of Today () Action Plan is based on the belief that solutions and results can be realized when all stakeholders, including the urban Aboriginal community, governments and institutions, the private sector, community/voluntary agencies and individuals, work together in true partnership. The Action Plan envisions Aboriginal youth having opportunities to pursue career and quality of life goals in support of individual choices as well as supporting the social and economic aspirations of Aboriginal communities. The has the following objectives: To build positive relationships amongst the Aboriginal groups in Winnipeg and Manitoba. To support and create opportunities to develop and enhance Aboriginal youth leadership. To advocate for youth representation and participation within the City of Winnipeg. To represent Aboriginal youth voices in a working relationship with governing bodies in areas of legislation, policy, initiatives, programs, and services. To increase and support capacity for the continued growth of Aboriginal youth initiatives, leadership & institutions of governance. 2.0 Background Staff and Board Members of the Aboriginal Council of Winnipeg solicited the participation of 10 youth from around Winnipeg to create this Action Plan at the Aboriginal Council of Winnipeg s Youth Retreat from September 3 September 5, This gathering was held at the Windy Hill Lodge in Manitoba, and provided youth with the opportunity to network, build relationships as well as voice their concerns, suggest action items and successes. Aboriginal Council of Winnipeg Page 3

4 Action Plan As Aboriginal youth leaders at the local level, these youth understand the need to take action personally. Although action must be taken by governments, Aboriginal leadership and Aboriginal organizations, the need for youth to show their leadership and take action with their peers is at the core of Aboriginal youth leadership. The Youth Retreat focused on the themes of Culture, Languages and Education. Through discussions at the forum, it became clear that it was important to develop a document, which not only highlighted specific gaps in the areas of education and culture, but also provided direction to key stakeholders. Many Aboriginal youth have amazing ideas about how to address these issues and they understand the importance of the development of programs and services that meet the needs of youth. A series of meetings were held at the Aboriginal Centre of Winnipeg and the youth utilized the PATH process to identify a number of priorities and action items. The priority areas include: 1. Youth Leadership Development 2. Health and Culture 3. Mentorship 4. Capacity Development and Accountability 5. Education 6. Communication Strategies 3.0 Key Stakeholders This Action Plan will be addressed and distributed to key stakeholders who can follow through with action and responses. These stakeholders include: Aboriginal Youth in Winnipeg Aboriginal and non-aboriginal organizations in Winnipeg School districts, Post-secondary institutions, K-12 Schools Aboriginal education, culture and language organizations The City of Winnipeg The Government of Canada The Province of Manitoba including but not limited to the following ministries _ Ministry of Aboriginal and Northern Affairs _ Ministry of Children and Family Services _ Ministry of Education _ Premier s Office _ Ministry of Advanced Education and Labour Market Development _ Ministry of Tourism, Culture and the Arts In order for this Action Plan to become effective and successful, the commitment of the above stakeholders is vital. It is important to note that this action plan requires the cooperation of local, provincial and federal levels of jurisdiction, and conflicts over jurisdiction should not stand in the way of implementation of the action items. Aboriginal youth want to participate in the decision-making processes, which affect their everyday lives, and it is essential that any organizations engage, consult and involve Aboriginal youth to the fullest extent from the very beginning of their response right through to final implementation. Aboriginal Council of Winnipeg Page 4

5 Action Plan 4.0 Action Plan Items PRIORITY 1: YOUTH LEADERSHIP DEVELOPMENT Youth Leadership Development is about providing opportunities for skill development in youth, as well as providing the guidance and direction for the skills to be conditioned. Youth Empowerment is increasing self-esteem, confidence in youth and teaching them about their history while providing the encouragement and information for the youth to affect positive change. Goals: a) Encourage the participation of younger youth in (age limit to be determined) b) Develop healthy young leaders Objectives: a.)continue the expansion of b.)develop a junior Youth Council b) Develop youth leadership training manual ACTION IMPACT TASKS RESP. BENCHMARKS TIMELINES INCLUDE AND ENGAGE YOUNGER YOUTH IN THE More resources and leadership development opportunities are needed by youth ages and by having a junior Youth council, the AYC hopes to ensure the development of leaders at increasingly younger ages Develop Work plan Consult Youth Develop Junior Youth Council Provide Support for Local Junior Youth Council Developmnt Work plan developed Youth Consultation completed Draft report received and approved by and reviews changes to by-laws to establish Junior Youth Council Develop manual on how to best engage Aboriginal youth January 2011 DEVELOP A YOUTH LEADERSHIP TRAINING MANUAL The creation of a youth ldrship Training manual will provide a basis for ldrship training will be shared. Research existing manuals in leadership development, youth leadership and mentorship Consult & Yth membership on best practices Create Manual Research complete and discussion paper approved by and Consultation held with Youth Draft Manual completed and reviewed May 2011 June 2011 Final Manual completed and posted on website July 2011 Aboriginal Council of Winnipeg Page 5

6 Action Plan PRIORITY 2: HEALTH AND CULTURE The has developed the idea for an annual conference/gathering in order to address the need for more culture and the provision of culturally appropriate services in urban settings. It is important that specific areas of health are addressed in a strategic manner. Therefore the is targeting 4 health priorities. In order for the best services to be provided in communities all members should feel welcome and accepted. Goals: a) Encourage the participation of youth in cultural programming b) Ensure a safe and welcoming environment for all and community members c) Impact in a positive manner health issues facing Aboriginal youth Objectives: a) Host an Annual Conference/Gathering b) Identify four main health priorities and develop strategic approaches to assist in their resolution ACTION IMPACT TASKS RESP. BENCHMARKS TIMELINES HOST AN ANNUAL CULTURAL CONFERENCE/GATHERI NG The Annual gathering allows the youth of urban Aboriginal community to honour their roots and allows the opportunity for the membership to learn more about each other s culture in a meaningful way. Visionary expectations of and Board of Directors Obtain partnerships Write a proposal/plan Obtain funding Secure location Board Members Visionary exercise completed and documented Proposal written and submitted to potential funders Funding obtained Partnerships secured Location secured December 2010 January 2011 Obtain Coordinator Coordinator secured Secure Elders Elders secured Host Event Event hosted May 2011 Conduct Evaluation Evaluation conducted June 2011 IDENTIFY FOUR HEALTH PRIORITIES Health issues are an immensely large issue faced by Aboriginal people; youth specific health issues are not currently being thoroughly or adequately addressed. Identify four main health priorities Research Scan relevant to the four health priorities Create Strategy Create Proposals to address priorities Aboriginal Health and Wellness Centre Research scan completed Create Strategy July 2011 August 2011 September 2011 Secure Funding October 2011 Aboriginal Council of Winnipeg Page 6

7 Action Plan PRIORITY 3: MENTORSHIP Mentorship is a key element in the development of young people. Leadership ensures that one has the skills and knowledge to be able to make the necessary decisions, identify what needs to be developed and the steps that need to be taken. Mentorship is matching young leaders with people who have already established skills and experience and are willing to engage in a relationship in order to pass along their knowledge. Goals: a) Develop healthy Mentors b) Identify Role Models Objectives: a) Develop an Mentor program b) Identify Role Models and share their stories c) Develop or Adapt Mentor training d) Create a Mentoring manual ACTION IMPACT TASKS RESP. BENCHMARKS TIMELINES MENTORSHIP PROGRAM Mentorship is a key factor in leadership development. By ensuring the participation of mentors, the is ensuring the transfer of corporate knowledge, skills and pride. Complete a scan of mentorship programs and best practices Identify scope of the mentorship program Seek funding for program by establishing partnerships, writing proposals and fundraising Scan completed and results brought to and Board Members Option Paper presented and option selected Identify Partners Proposal drafted/submitted September 2011 October 2011 October 2011 November 2011 MENTOR TRAINING PROGRAM In order for mentorship to take place, first there must be mentors present. This program is intended to train mentors on how to engage themselves with youth they are to be mentoring. Mentors will be better able to relate to their respective mentees and increase impact. Recruit 2 Youth and 2 Mentors and Professional Writer Youth and Mentors draft Mentor Training Curriculum Secure Mentors to volunteer to pilot the curriculum Evaluate results Curriculum writer hired Secure Youth Secure Mentors First draft of curriculum developed Secure Mentor Volunteers Secure Youth Participants Test Pilot Project January 2012 January 2012 January 2012 April 2012 May 2012 May 2012 June 2012 Evaluation August 2012 Aboriginal Council of Winnipeg Page 7

8 Action Plan PRIORITY 4: CAPACITY DEVELOPMENT AND ACCOUNTABILITY Capacity Development is what will enable the to do more work on behalf of its membership. Capacity development speaks to two specific needs: (1) Training and personal capacity of individual members which can be done by increasing knowledge and skills base and developing strategies to address their needs. (2) Organizational capacity in terms of equipment, technology and staff that will carry out the vision of. Accountability to the and the membership is important and by creating a tool that can be used by the membership to ensure accountability, will only strengthen the structure overall. Goals a) Increase accountability to membership b) Increase capacity to complete its stated objectives c) Develop the skill base and knowledge of to complete its stated objectives Objectives a) Create an Evaluation tool that will be implemented immediately as well as annually b) Identify specific capacity needs c) Train members on lobbying and fundraising techniques ACTION IMPACT TASKS RESP. BENCHMARKS TIMELINES EVALUATION TOOL The Evaluation tool will assist the in identifying the needs in training from the membership as well as areas for improvement. This evaluation tool also allows the membership to provide direction into the present and future structure of the to make the more effective and more responsive to membership Create initial evaluation tool Key questions identified Questionnaire completed Copied disseminated via , fax and website Completed surveys collected Report completed and reviewed by and February 2011 May 2011 Create annual evaluation tool Identification of yearly evaluation date Aboriginal Council of Winnipeg Page 8

9 Action Plan CAPACITY BUILDING FOR In order for the to be as effective as possible, the must participate in activities that increase their capacity to address the identified needs Identify capacity needs for the Using results from evaluation, identify capacity development needs Identify possible partners and sources of funding and apply June 2011 July 2011 LOBBYING STRATEGY The will be first trained in how to create a lobbying strategy and then will create one. This will build transferable skills and at the end of the exercise, the will have a tool they can use to lobby for more resources. Complete initial environmental scan on lobbying strategies Train on lobbying techniques Develop lobbying strategy Scan complete Trainers identified Funds secured Training session occurs Draft lobbying strategy January 2011 February 2011 June 2011 September 2011 Identify possible partners October 2011 FUNDRAISING STRATEGY Similar to the Lobbying strategy, the will learn more about successful, annual fundraising which will allow them to be more creative and strategic about its fundraising efforts. Complete initial scan on fundraising strategies Train on fundraising techniques Develop fundraising strategy Scan complete Trainers identified Funds secured Training session occurs Draft fundraising strategy September 2011 October 2011 December 2011 January 2012 February 2012 Identify possible partners March 2012 PRIORITY 5: COMMUNICATION STRATEGIES By utilizing various forms of communication, the is ensuring that they are accountable to their membership and that opportunities reach the local level. Goal a) To ensure information and opportunities are accessible to Aboriginal Youth locally as well as ensuring the voices of local Aboriginal Youth are brought to the federal and provincial level. Aboriginal Council of Winnipeg Page 9

10 Action Plan Objectives a) Create a website that will act as a portal to a number of opportunities and create an online clearinghouse of information. b) Develop a regular form of communication that will include the highlights of volunteerism and Youth leadership. c) Develop and disseminate materials promoting the and their sponsors and to increase awareness on Aboriginal Youth issues. ACTION IMPACT TASKS RESP. BENCHMARKS TIMELINES CREATE A WEBSITE THAT WILL ACT AS A PORTAL TO A NUMBER OF OPPORTUNITIES AND CREATE AN ONLINE CLEARINGHOUSE OF INFORMATION. The website is one of the most convenient and most used forms of communication available. The will ensure its goals, objectives and activities are available for the membership to use. Design Layout Acquire necessary hardware, software (computer, camera, editing and design program) Create pages for website Scan documents for clearinghouse Design template completed and approved by the Necessary hardware/software acquired Pages created by the (including Facebook Page) Collect documents and scan into PDF format January 2011 November 2011 January 2011 (and ongoing) DEVELOP A REGULAR FORM OF COMMUNICATION THAT WILL INCLUDE THE HIGHLIGHTS OF VOLUNTEERISM AND YOUTH LEADERSHIP. A quarterly newsletter is also an effective communication tool. The will post an online version on the website and will also mail and fax a copy to all Aboriginal organizations. All youth will be encouraged to submit articles. Hire a communications officer Create quarterly newsletter Advertise for quarterly content Summarize content and format Communications officer hired to work with and the Design Layout completed Call for material Draft complete June 2011 July 2011 August 2011 Create Mailing List August 2011 Dissemination of newsletter to stakeholders, etc September 2011 Aboriginal Council of Winnipeg Page 10

11 Action Plan Aboriginal Council of Winnipeg Page 11