Regional Tripartite Housing Committee (AFNQL – ISC – CMHC)

Context

Building and skills capacities is a prerequisite for better results in and around the field of housing and infrastructure. For the reform to be successful, at a minimum, players at all levels must have the required skills and capacities to carry out their roles and responsibilities.

The comprehensive capacity building initiative is developed. This component is in its implementation phase for a few years now.

Results sought (medium/long term)

Leaders (elected) proficient in housing and infrastructure issues.

Managers/administrators with pertinent training to carry out their functions.

Occupants properly informed of their responsibilities as owners or tenants.

Context

It is universally recognized that the level of investment must be substantially improved to achieve more positive results in housing and infrastructure. To better address First Nations needs and to eliminate disparities, it is necessary to go to a stage of catching-up supported by additional investment.

In addition, more needs to be done with governmental contributions and other financing sources. One of the means to achieve this lies on the universal implementation of practices that to date, have been successful.

Increases in federal contributions, optimizing leverage and implementation focused on best practices are concrete means to consider in an attempt to catch-up to better meet the needs inside and outside communities. The optimization of local economic development opportunities also represents an avenue to explore in supporting communities with their financial autonomy and job creation.

Phase 1 (financial and economic analysis) is completed. The second phase, which consists of the deployment of a Center of Expertise in Financial Literacy and Housing (CEFLH), is underway.

Results sought (medium/long term)

Elimination of accumulated backlog.

Implementation of best practices.

Context

The future will prove brighter when First Nations take control of housing and infrastructure governance and implementation. First Nations want greater autonomy in the processes of interaction and decision-making that lead to addressing the housing and infrastructure challenges of their members living inside and outside communities. Steps must be taken to ensure full and complete care by the First Nations.

Also, at this level, the capacity building initiatives are called upon to play a fundamental role. Greater autonomy depends on high capacity and skill sets.

Incidentally, we know that the development of new programs and initiatives, planning, management support and networking are areas of responsibilities to prioritize by any eventual First Nations organization that would go beyond the scope of a local framework. It remains to be determined how responsibilities can be transferred without increasing bureaucracy. The regional observation also reveals that the communities are not all at the same point in their desire and their progress towards autonomy. Some may want more housing responsibilities in the short to medium term, while for others the outlook is longer term. It remains to be determined how to transfer responsibilities so that there is a real gain for the First Nations.

The possible orientations in terms of governance depend on the results of the analysis and the progress of the other 2 components of the Strategy. At the same time, we must support the communities that want and are ready to initiate a reflection with a view to a transfer of responsibility. Moreover, the Committee’s reflection on the issue of the transfer of federal responsibilities for housing and infrastructure will be inspired, in particular, by the analysis that the AFNQL regional commissions and organizations (CORS) are undertaking on this subject.

Results sought (medium/long term)

Recognition of the full jurisdiction of the First Nations.

Communities properly equipped for governance.