Comité régional tripartite en logement (APNQL – SAC – SCHL) Regional Tripartite Housing Committee (AFNQL – ISC – CMHC)

Background

Increased skills and capacities are a prerequisite for achieving better results in the fields of housing and infrastructure. If the reform is to be successful, actors at all levels must, at a minimum, have the skills and capacities necessary to assume their roles and responsibilities.

The global capacity-building initiative has been developed. This pillar has already been in its implementation phase for several years.

Desired Outcomes (medium/long term)

Leaders (elected officials) familiar with housing and infrastructure issues.

Managers with adequate training to assume their duties.

Occupants well-informed of their responsibilities as owners or tenants.

Background

It is universally recognized that the level of investment must be substantially increased to achieve more positive results in housing and infrastructure. A better response to the needs of First Nations and the elimination of gaps necessarily require a catch-up initiative based on additional investment.

We must also do more with government contributions and other sources of funding. One way to achieve this is through the universal implementation of practices that have been successful to date.

Increasing government contributions, optimizing leverage with modern financing tools, and implementation focused on best practices are concrete ways to envision a catch-up initiative to better meet needs both inside and outside the communities. Optimizing local economic development opportunities is also an avenue to explore to support communities in their financial autonomy and job creation.

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

Desired Outcomes (medium/long term)

Elimination of the backlog, both on and off-community.

Implementation of best practices.

Background

A better future will see First Nations assuming control over the governance and implementation of housing and infrastructure. First Nations want greater autonomy in the interaction and decision-making processes that lead to solving the housing and infrastructure challenges of their members living both on and off-community. Steps must be taken toward full and complete management by First Nations.

At this level as well, capacity-building initiatives are called upon to play a fundamental role. Greater autonomy necessarily requires skills and capacities that are up to standard.

Mobilization to date has shown that the development of new programs and initiatives, planning, management support, and networking are spheres of responsibility to be prioritized by any eventual First Nations organization operating beyond the local framework. The regional assessment also reveals that communities are not all at the same stage in their desire and progress toward autonomy. Some might want more housing responsibilities in the short or medium term, while for others, the perspectives are longer-term. It remains to be determined how to transfer responsibilities so that there is a real gain for First Nations.

Possible orientations for governance depend on the analysis results and progress of the other two pillars of the Strategy. Simultaneously, support must be provided to communities that are willing and ready to begin reflecting on a transfer of responsibility. Furthermore, the Committee’s reflections on the transfer of federal responsibilities for housing and infrastructure will be inspired, notably, by the analysis being initiated by the AFNQL’s regional commissions and organizations (RCOs) on this subject.

Desired Outcomes (medium/long term)

Recognition of the full jurisdiction of First Nations.

Communities adequately equipped for governance.