I would like to start off by saying that I am incredibly grateful to have been invited to present here today and that since my initial experience with the NCA in October 2003, my work has benefited, and I am confident that it will continue to grow.

Let me begin…

I am glad to be here. My presentation this afternoon will focus on relationships and policy considerations for First Nation children and the volunteer sector. I will begin with an overview of the AFN structure and processes as well as the AFN “Getting Results” strategy. For context purposes I will discuss the similarities between the AFN and the NCA, and I will also discuss how the NCA can help support this change and provide an example.

What is the AFN?

The AFN is the National representative organization of the First Nations in Canada. The AFN Secretariat is designed to present the views of the various First Nations through their leaders in areas such as: Aboriginal and Treaty Rights, Economic Development, Education, Languages and Literacy, Health, Housing, Social Development, Justice, Taxation, Land Claims, Environment, and a whole array of issues that are of common concern which arise from time to time.

The Chiefs meet annually to set national policy and direction through resolution. The National Chief is elected every three years by the Chiefs-in-Assembly. The present National Chief, of the Assembly of First Nations is Phil Fontaine. The Chiefs meet between the annual assemblies every 3 to 4 months in a forum called the "Confederacy of Nations" to set on going direction. The membership of the Confederacy consists of Chiefs and other Regional Leaders chosen according to a formula based on the population of each region.

The overall structure of the AFN is based on the Charter of the Assembly of First Nations, which was adopted in July 1985. The principal organs of the Assembly of First Nations are: the First Nations-in-Assembly; the Confederacy of Nations; the Executive Committee; the Secretariat (AFN/NIB); and the Council of Elders. The Executive Committee is made up of the Regional Vice-Chiefs, the National Chief, and the Chairperson of the Council of Elders. Chiefs of their respective regions select the Vice-Chiefs. The Chiefs in Assembly elect the National Chief every three years.

How do we stay connected to our communities?

The AFN has a simple yet sophisticated structure of Chief’s committees and their supporting technical committees which are all regionally represented. In addition to these committees the AFN has an Elder’s Council, Youth Council and a Women’s Council.

We are a National Lobby and Advocacy organization, we do not provide services.

AFN Health Secretariat.

The Assembly of First Nations’ Health Secretariat is dedicated to improving the health status of all First Nations Peoples. According to virtually every survey, First Nations’ communities consider health as their most pressing priority. The AFN Health Secretariat Mission Statement says: “We, as First Nations Peoples, accept our responsibility as keepers of Mother Earth to achieve the best quality of life and health for future generations based on our traditions, values, cultures, and languages. “We are responsible to protect, maintain, promote, support, and advocate for our inherent, treaty, and Constitutional rights, holistic health, and the well being of our Nations. “This will be achieved through the development of health system models, research, policy analysis, and communication, and development of national strategies for health promotion, prevention, intervention, and aftercare.”

There are currently 18 staff members at the Health Secretariat. Policy analysts are involved in mental health, addictions, early childhood development, health information systems, environmental contaminants, health renewal, HIV/AIDS, diabetes, home care, and Non-insured Health Benefits.

The Health Secretariat continues to lobby the federal government and testify before Parliamentary committees to ensure that Canadians are aware of the serious gap in First Nations health and the need to close it immediately.

That is a very brief tutorial on the structure of the AFN. For Context purposes I would now like to talk about the NCA and show the similarities between the AFN and the NCA. I will do this by outlining the common goals and objectives of both.

First off, we are both committed to the well being of all children and youth. We both represent 100s of thousands of people who not only work with children and youth but who are children and youth, and grandmas and grandpas aunties and uncles and cousins alike.

There are similarities in principles as well, I am sure that you will be familiar with the following:

• Public investment in children and youth is essential to the development of a strong economy and a healthy civic society.
• Investment in children to ensure that all have an opportunity to reach their development potential will require additional resources.
• Improving conditions for children and families requires a long-term plan with targets, benchmarks and measurable outcomes.
• Children and youth need support and services throughout their development, starting with the critical early years of life, and lasting until adulthood. Governments need to better coordinate services, such as child care and education, and health and social services.
• ensuring participation in federal/provincial/territorial decision-making processes.

We share similar goals.

Goals such as: facilitate dialogue with government, to develop policy recommendations, and to work collaboratively on issues.

So you see, we do have similarities, we have a similar foundation from which to grow.

The AFN has goals and direction. The AFN has developed a “Getting Results Strategy”. It is designed to get results on transformative changes that recognize and empower First Nations Governments and improve the economic prospects and social conditions of all First Nations people.

The Getting Results Strategy can be summarized into three themes: Recognizing and Implementing First Nation Government, Securing the Place of First Nations in Canada and the World, and Strengthening First Nations Communities.

Prime Minister Martin has also committed to "seizing the opportunity to address the poverty, indignity and injustice of Aboriginal Peoples". To this end, structural changes, including a new Cabinet Committee on Aboriginal Affairs and new capacity within PCO and the PMO may create opportunities to achieving the change First Nations seek.

The policy urgency for Getting Results is clear. New processes and a commitment to a new approach to engagement on policy matters will be required to make the change a reality. Such an agreement would send a clear signal to First Nations and Canadians that changes to aboriginal policies will be led by First Nations in cooperation with Canada.

Getting Results Strategy- First Nation policy development

The elements and objectives of the Getting Results strategy are clear. The critical question is how best to advance the Getting Results strategy. A number of processes for change have been tried. There are three broad processes for creating and implementing First Nation policy change. There are those controlled by other governments. There are those controlled by First Nations and there are joint processes. Which one can best deliver results?

At a very general level, those led by other governments usually fail because of First Nation mistrust. Processes controlled by First Nations are difficult to implement because of a lack of independent resources and federal and provincial mistrust. Joint processes offer the most promise but any perceptions that they are controlled too much by one party or the other creates mistrust and the usual excuse for failure.

The best approach to First Nation policy change is a combination of these three general policy processes. Based on our years of experience, we believe that the best approach to achieving transformative policy change is one that contains the following general elements.

First Nation Leadership – Policy initiatives must originate from strong First Nation leadership and advocacy.

National Dialogue – For any change to be effective, a process to share information widely throughout all sectors of First Nation society is fundamental. While every initiative will not be relevant or of interest to every First Nation, the information must be made available. This is the only way to create trust and confidence in the processes of change.

Independent First Nation expertise - There is a clear need for independent First Nation policy advice. This should originate from a First Nation institution or organization. These organizations and institutions must have a clear mandate and expertise with First Nation governments in a particular policy area.

Government Mandate for Change - There needs to be a mandate for policy change from other governments. Too often, policy options are not acted upon because other governments do not have the authority or the mandate to explore these options. This indicates to First Nations that other governments are not serious

Joint National Policy Processes - There needs to be a forum for joint national policy discussion and development and non-prejudicial research. These forums lend political legitimacy to proposed policy changes

Taken together these best practices suggest an effective First Nation process for Policy Change.

So far we have discussed the AFN and the NCA, their roles and their similarities. I would now like to talk about a practical example of a partnership opportunity…

I assume that everyone is aware of the federal Early Childhood Development Initiative. So as you know the federal government committed $320 million over the next five years for ECD programming for First Nation and other Aboriginal children. One of the key features of the budget was to enhance program funding for Fetal Alcohol Spectrum Disorder, Aboriginal Head Start, and the First Nation and Inuit Child Care Initiative. Another key feature was for Human Resources Development Canada, Health Canada and Indian and Northern Affairs Canada to examine options for a single window approach to ECD programming.

There was a commitment to return to Cabinet in March 2004 with some recommendations, HRDC, HC and INAC undertook responsibility in projects designed to help develop these recommendations. HRDC did an environmental scan, INAC had some pilot projects and HC hosted National Dialogue sessions.

The AFN hosted a First Nation dialogue session and came up with a document that outlines 10 conclusions and considerations on how EDC programs should be delivered. The document was developed with the understanding that the recommendations made were going to be submitted to Cabinet. It was our way of expressing our views and concerns with the current system as well as providing documentation for change.

Today’s reality is that there was no submission to cabinet in March 2004, and that some communities did not receive any of the enhancement dollars for vital programs such as Fetal Alcohol Spectrum Disorder, Aboriginal Head Start, and the First Nation and Inuit Child Care Initiative.

I ask the NCA…

What happens to children and families in the absence of programs?

What can the NCA do?

What can your organization do to help these children and families in need?