2012/2013 Annual Report

Transcription

1 2012/2013 Annual Report

2 President s Message For Cando, the year 2012 was a year of transition and progress. We further developed our Brand at a national level by hosting training workshops and regional events throughout the country. We continued to adapt to meet our own organizational challenges of providing services to our membership within budget. The result of our efforts is that we remain a well-respected organization that continues to be recognized as the national leader in Aboriginal Economic Development. Cando staff worked diligently to provide many successful workshops throughout the country. While not entirely a new foray for the organization, these workshops did fulfill a training demand for our membership. The workshops held provided us with a good indication of what types of training and topics are most important to our membership. We expect to provide more of this type of service in the future. This year s conference was held in Membertou, Nova Scotia, with the theme of Building Capacity - Building Communities. Delegates at the 2012 conference had the opportunity to build their knowledge through either of two pre-conference workshops; Financial Analysis or Aboriginal Law & Policies. In addition to the many Our Mission To build capacity which strengthens Aboriginal economies by providing programs and services to Economic Development Officers 2 Our Vision To be the leading authority on Aboriginal Community Economic Development.

3 educational conference sessions, Cando unveiled our new partnership with the Aboriginal Centre of Excellence (ACE), an interactive training facility available to all Aboriginal Economic Development Officers or those interested in the field. ACE will allow Cando to extend the delivery of training and provide hands-on assistance to members in the field. Our host community for the conference was Membertou First Nation. Delegates were welcomed by Chief Terry Paul and the entire Membertou community. Everyone was impressed with the scope of economic development activity undertaken by Membertou; they certainly exemplify the theme of the conference. A community visit to the Eskasoni First Nation Cultural Centre was well attended and conference delegates received a warm, welcoming reception. Conference highlights included the inspirational messages from the Economic Developer of the Year nominees and the National Youth Panel. Cando members can rest assured that the organization has taken the steps that will allow us to meet the training and certification demands of the membership and position us to be recognized as the national leaders in Aboriginal Economic Development. We look forward to next year. Paul Donald, President 3

4 Reaching Out to the Community Certification Process Cando has certified over 327 Aboriginal EDOs across the country. The Cando Aboriginal Economic Developer Process certifies Aboriginal Economic Development Officers (EDOs) and other professionals working in the field of economic development. Each year Cando strives to certify both the Technician (TAED) and Professional (PAED) Level of Aboriginal Economic Developers. Upon enrollment Cando assesses each individual and provides direction and advice. Applicants in the process may earn certification by various routes. Many are registered in one of Cando s accredited institutions across the country and are simultaneously working towards a certificate of study and their TAED Level Certification. Candidates are required to demonstrate competency in 16 core competency areas. This usually requires two years of study in a post-secondary institution and can lead to a Diploma, Degree and/or MBA Programs. Some certification candidates work full-time and find it more convenient to study part-time. Candidates are also credited for Prior Learning. A variety of Prior Learning Assessment tools are used to determine competency in a particular area. All candidates are assessed individually. When TAED Level Certification has been achieved, candidates may apply for their PAED Level Certification. Each candidate will be required to demonstrate experience working in Aboriginal Economic Development and the completion of a case study or research paper in Aboriginal Economic Development. The Certification Process works to equip Aboriginal EDOs with the knowledge and skills required to perform their duties effectively and efficiently. Cando can also certify a candidate through the PAED Grandparent Process, which requires an individual to demonstrate either 5+ years of experience supplemented by a relevant Degree and/or by 10+ years of experience working in the field of Aboriginal economic development. Cando is pleased to honor individuals committed to completing the Certification Process as well as those students who exhibit outstanding academic performance. Certification Graduates In , 25 individuals were presented with Cando (16) TAED and (9) PAED Level Certification. The recognition ceremony was held at the Annual National Conference & AGM in Membertou, Nova Scotia. The Cando Board of Directors, Staff, and members of the Standing Committee on Education & Research and Certification Sub-Committee and Prior Learning Assessment Sub-Committee extend congratulations to this year s graduates. 4

5 Technician Aboriginal Economic Developer (TAED) Certification From the province of British Columbia the following candidate received his TAED Level Certification from Cando through course by course match ups and through the prior learning assessment: D. Edward Whitehouse. From the province of Alberta the following candidates received their TAED Level Certification from Cando through course by course match ups and through the prior learning assessment: Angela Ferguson and Elaine Carter. From the province of Saskatchewan the following candidate received her TAED Level Certification from Cando through course by course match ups and through the prior learning assessment: Jacalyn Pilon. From the province of Manitoba the following candidate received his TAED Level Certification from Cando through course by course match ups and through the prior learning assessment: Oswald Sawh. From the Northwest Territories the following candidates received their TAED Level Certification from Cando through the Business Administration Program from Aurora College: Shannon MacKenzie and Kelly-Ann Boucher. From Nunavut the following candidate received her TAED Level Certification from Cando through the Management Studies Program Diploma from Nunavut Arctic College: Elizabeth Avingaq. From the province of Quebec the following candidate received his TAED Level Certification from Cando through course by course match ups and through the prior learning assessment: Tim Dedam. From the province of Ontario the following candidate received his TAED Level Certification from Cando through course by course match ups and through the prior learning assessment: Robert Animikii Horton. From the province of New Brunswick the following candidates received their TAED Level Certification from Cando through the First Nations Business Administration Program Diploma from Mi kmaq-maliseet Institute at the University of New Brunswick: Ashley Dedam and Angel Ward. The following candidates received their TAED Level Certification from Cando through course by course match ups and through the prior learning assessment: Adam Simon, Helen Ward-Wakelin and Mary Jane Peters. From the province of Newfoundland the following candidate received her TAED Level Certification from Cando through course by course match ups and through the prior learning assessment: Tracy Howse. Professional Aboriginal Economic Developer (PAED) Certification From the province of British Columbia the following candidates received their PAED Grandparent Certification from Cando: Debra Campbell and Brian Jones. From the province of Ontario the following candidates received their PAED Grandparent Certification from Cando: Arnelda Bennett, Robert Animkii Horton, Noella Jacko, Patrice McKenzie, Rodney Nelson and Jason Rasevych. From the province of New Brunswick the following candidate received her PAED Grandparent Certification from Cando: Rose Kryszko. Graduates of the Cando Certification Process work in a variety of positions related to Aboriginal Economic Development including: administration, economic development, accounting, finance, small business, or management TAED Level 205 PAED Level 327 Total BC AB MB SK YT NT ON QC NS NB NL PEI NU Int l 5

6 Accreditation Cando delivers the Certification Process through post-secondary institutions which demonstrate that they can meet the content requirements and standards expected by the Cando Certification Process. Each applying institution is required to submit a self-study guided by Cando. This is followed by a site visit by two members recommended by the Standing Committee on Education & Research Chair. Once the site visit is completed, a final report is forwarded to the Standing Committee on Education & Research, who is responsible for coordinating, evaluating and finalizing the decision for accrediting each post secondary institution s program. Currently, Cando works with ten accredited institutions. Ideally, Cando would like to see an accredited institution in each province and territory. Cando is working with each educational institution to ensure online courses are delivered to accommodate those candidates who work on a full-time basis. The following is a description of each accredited program: Community Economic Development Diploma Program, accredited in University College of the North The Pas & Thompson, MB Dr. Kathryn McNaughton, Vice-President, Academic and Research P. (204) F. (204) E. kmcnaughton@ucn.ca The University College of the North offers the Community Economic Development Diploma Program. Students have the option of attending classes full-time. Diploma in Management Studies- Concentration in Community Economic Development, accredited in Nunavut Arctic College, Kivalliq Campus Rankin Inlet, NU Noreen Russell, Senior Instructor P: (867) E: Noreen.Russell@arcticcollege.ca Nunavut Arctic College offers the Management Studies Diploma Program. Students have the option of attending class on a full-time basis only. Master of Business Administration in Community Economic Development (MBA CED), accredited in Cape Breton University Sydney, NS Anne Michele Chiasson, Program Coordinator P: (902) E: anne_chiasson@capebretonu.ca Cape Breton University offers the Business Administration in Community Economic Development Diploma, Degree and Master s Programs. Students have the option of attending classes full-time, part-time or can take courses through Distance Education. Aboriginal Community Economic Development (ACED) Program, accredited in Nicola Valley Institute of Technology Merritt, BC Chelsea Vaughan, Community Education Department Coordinator P: (250) E: cvaughan@nvit.bc.ca NVIT offers the Aboriginal Community Economic (ACED) Diploma Program. Students have the option of attending classes full-time, part-time or can take course through online learning. First Nations Business Administration Certificate (FNBAC) Program, accredited in University of New Brunswick - Mi kmaq-maliseet Institute Fredericton, NB Tina Nicholas Bernard, Coordinator, FNBAC P: (506) E: tnichola@unb.ca Mi kmaq-maliseet Institute at the University of New Brunswick offers the First Nations Business Administration Certificate Program. Students have the option of attending classes full-time, part-time or can take courses through Online Learning. Professional Development - Extension, accredited in Saskatchewan Indian Institute of Technologies Saskatoon, SK Derrick Danyluk Dean-Business Administration & Information Technology P: (306) E: danylukd@siit.sk.ca Saskatchewan Indian Institute of Technologies offers a Professional Development - Extension Diploma Program. Students have the option of attending classes on a fulltime basis only. Community Economic & Social Development (CESD) Program, accredited in Algoma University Sault Ste. Marie, ON Bonnie Gaikezheyongai, CESD Program Coordinator P: (705) x 4351 E: Bonnie.Gaikezheyongai@algomau.ca Algoma University offers the Community Economic and Social Development (CESD) Diploma and Degree Programs. Students have the option of attending classes full-time, part-time or through the CESD Spring Institute offered every June. 6 Business Administration Program, accredited in Aurora College, Thebacha Campus Fort Smith, NT Margaret Dumkee, Program Head - Business Development P: (867) E: MDumkee@auroracollege.nt.ca Aurora College offers the Business Administration Diploma Program in Community Economic Development (CED). Students have the option of attending classes on a full-time basis only. Aboriginal Community Development Program, accredited in Assiniboine Community College Brandon, MB Wayne Jacobsen, Chairperson, Human Services P: (204) E: JacobseW@Assiniboine.net Assiniboine Community College offers the Aboriginal Community Development Diploma and Degree Programs. Students have the option of attending classes full-time, part-time or can take courses through Distance Education.

7 Research and Advocacy Cando continued to participate in initiatives and projects to bring value and ensure the best possible service to our Economic Development Officers (EDOs) and stakeholders. To further that end, Cando focused on the following strategies: Establish and maintain positive relationships with government, foundations, the public and private sectors, members, and stakeholders; and Continue to update the web site to reflect the most up-to-date information. Professional Development & Community Engagement Throughout fiscal year, Cando administered the following courses and workshops: Workshops Cando recognizes that providing ongoing professional development opportunities is necessary to keep EDOs abreast of the current issues affecting the economic spheres they work within. EDOs must be provided with ongoing access to new tools, training and networking opportunities that will allow them grow and build their capacity so they are ready to identify and capitalize on economic development prospects for their communities. The following 5 workshops were administered by Cando: 1. The Establishing the Right Relationship for Business & Politics in Your Community workshop was administered on September 24, 2012 in Orillia, Ontario. The two-day workshop focused on building participants skills and knowledge in: income tax minimization; liability minimization; greater transparency for & accountability to members; greater member involvement in business; distancing or even separation of political involvement in business decisions; clarity of business management processes; roles and responsibilities; improved business efficiencies, and enhanced focus on success. 2. The Aboriginal Law and Policies workshop was delivered on October 22, 2012 in Membertou, Nova Scotia by Tuma Young. This interactive workshop covered: legislation, business structures, taxation, intellectual property, patents and trademarks, succession planning, consultation, resource management, negotiations, and corporate governance. 3. The Financial Analysis workshop was delivered on October 22, 2012 in Membertou, Nova Scotia by Ulnooweg Development Group Inc. The workshop focused on interpreting and understanding financial statements, horizontal and vertical analysis of statements; ratio analysis, balance sheets, notes to statements, break-even analysis, statements of changes in financial position and pro-forma statements and their reliability. 4. The Ontario First Nations Economic Developers Association (OFNEDA) Board Training was delivered on February 20-21, 2013 in Ottawa, Ontario by facilitator Vaughn Sunday from Wolfpaw Consulting. The twoday workshop focused on the common traits of successful boards such as membership, leadership, planning, and communication, conduct of the board, liability, indemnity and responsibilities, challenges and teamwork. Participants took part in team exercises, were provided with AANDC updates and developed an economic development toolbox and participated in a roundtable discussion. 5. The Economic and Community Capacity Building Sessions for Alberta First Nations Land Managers and Economic Development Officers was held from March 4-7, 2013 in Enoch, Alberta with Aboriginal and Northern Affairs Development Canada, Alberta Region. The series of workshops focused on: comprehensive community planning, strategic planning, land use planning; community readiness; community economic profiles. Land Managers and EDOs were provided with the tools, training, resources, network, best practices and mentorship opportunities, as well as participated in roundtable group discussions where regional issues, challenges and solutions related to land and economic development in their respective communities were discussed. Courses Cando s ten accredited programs have been partnering to administer accredited training opportunities to EDOs throughout the country. Training has been offered in various regions and at the Annual Cando National Conference. Each training opportunity is designed to meet one of Cando s 16 core competencies and trainees receive 3 credits per course towards the accredited program delivering the course. The following 6 courses were administered by Cando: 1. The MIKM 3701 Special Topics in Indigenous Studies: Perspectives in Aboriginal Tourism course (equivalent to Competency 7: Contemporary Aboriginal Economic Development Approaches and Issues) was delivered from October 23-24, 2012 and continued online. The course took place in Membertou, Nova Scotia. The course provided students with theoretical and practical issues of contemporary tourism through local and global case analysis and assigned readings, as well as community research. Course topics included: tourism niches and trends (cultural tourism, ecotourism, adventure tourism), issues in tourism development (tourist expectations, integrity, authenticity, sustainability), benefits and challenges of tourism development and the assessment of local opportunities for tourism development. 2. The Context of Aboriginal Economic Development course (equivalent to Competency 6: The Context of Aboriginal Economic Development) was delivered on November 5-9, 2013 by Cape Breton University (CBU) in Dartmouth, Nova Scotia. The course provided students with an introduction to land claims, the development and contemporary role that Aboriginal and treaty rights and focused on the role community economic development. 3. The BUSM 251 Introduction to Economics course (equivalent to Competency 1: The Nature, Structure and Functioning of Economies) was delivered by the Nicola Valley Institute of Technology (NVIT); face-to-face training took place on January 14-18, 2013 and continued online. The course took place in Dartmouth, Nova Scotia. This course is designed to build a basic understanding of economic principles. Students who took this course discussed economic issues at the level (Continued on page 8) 7

8 Professional Development & Community Engagement (Continued from page 7) 8 covered by the media. The course placed a special emphasis on the economic indicators, measuring economic performance, GDP, unemployment, inflation, business cycles, barter and trade, the impact of taxation and government policies. 4. The ACED 161 Negotiations and Contract Management course (equivalent to Competency 5: The Nature, Structure and Functioning of Organizations) was delivered by the Nicola Valley Institute of Technology (NVIT); face-to-face training was delivered on February 25-28, 2013 and continued online. The course took place in Yellowknife, Northwest Territories. The course provided the students with an introduction to management and an understanding of the workings of organizations and those who manage them. The ideas and concepts associated with management were practiced through experiential learning in a team context. 5. The ACED 140 Introduction to Marketing course (equivalent to Competency 11: Marketing) was delivered by the Nicola Valley Institute of Technology (NVIT); face-to-face training took place on February 25-28, 2013 and continued online. The course took place in Yellowknife, Northwest Territories. The course provided students with an introduction to the concepts, activities, and decisions that relate to the marketing function in business and non-business organizations in community, regional, national and international settings. The focus was on development and implementation of marketing strategies through the use of marketing mix, variables of product, price place, and promotion. 6. The ACED 200 Planning in Aboriginal Communities course (equivalent to Competency 7: Contemporary Aboriginal Economic Development Approaches) was delivered by NVIT; face-to-face training took place on March 6-7, 2013 and continued online. The course was delivered in Edmonton, Alberta. The course examined the economic, environment and social factors that impact or enhance Community Economic Development (CED) project design. Both successful and unsuccessful CED projects were examined to highlight CED strategies, principles and concepts that have positive impact on sustainable development planning in Aboriginal and small communities. Community Relations & Recruitment Communications Cando produces and distributes two primary news publications which serve as resources for individuals working in the field of economic development. Our N-Side Newspaper is a quarterly publication that has been, and continues to be distributed to Cando members and Aboriginal communities across Canada since This newspaper contains updates about Cando, current events, EDO success stories, and recent developments and news related to Aboriginal economic development. The Cando (e) Side Newsletter is a monthly electronic publication that reaches over 1,800 subscribers across the country. The newsletter features updates on Cando s training and certification, EDO of the month section, employment opportunities, current events and national news. Cando has been distributing (e) Side News since it is a great way for Cando to stay in contact with our members and other economic development practitioners in Canada. Each year at the Cando conference the (c) Side Newsletter is published and distributed to conference delegates. This brief newsletter covers the highlights of each day of the conference including the Icebreaker Reception, Community Tour, workshops and conference presenters. Guidebooks & Resource Library The Cando Guidebooks were developed and published in 2007 as a learning resource for candidates enrolled in Cando s Certification Process as they are compatible with the courses that the Cando Certification Process candidates enroll in. The Guidebooks contain study guides, worksheets and curriculum material for the 16 competencies that Cando determined are necessary for Economic Development Officers to conduct their job. Although they were developed primarily with the EDO in mind, they have since been sold to EDOs, First Nations, students, post-secondary institutions and various organizations. It has become the leading tool and resource necessary for EDOs to excel in their field. It is one of the many resources that Cando offers through its Resource Library. The Library is comprised of over 60 resources, guides, and books relevant to Aboriginal Economic Development and is available online and through the Cando office. Journal of Aboriginal Economic Development The Journal of Aboriginal Economic Development (JAED est.1999) is the first journal to ever focus exclusively on Aboriginal economic development in Canada. Published jointly by Cando and Captus Press, the journal features academic articles, examples from economic practitioners, book reviews, and special issues. The journal is a unique resource for anyone in the field of, or interested in Aboriginal economic development. In addition to the printed version, an economical internet subscription is also available which enables subscribers to view the journal online or to download it for local printing. The Journal is sold through Captus Press as well as through the Cando office and web site. Thanks to a dedicated Journal Editorial Board and Committee, and the support of Cando s Board and Staff, JAED remains a one of a kind success in Canada. Each year, the most current issue of JAED is distributed to all delegates who attended Cando s Annual National Conference & AGM.

9 Community Relations & Recruitment Recruitment Throughout the year, Cando promotes the Certification Process by attending trade shows, conferences and other events which target Aboriginal economic development practitioners and Aboriginal youth. By attending these events, Cando enhances market awareness about the Certification Process with the goal of recruiting new candidates. It also provides a great opportunity to create new, and improve existing relationships by engaging directly with Cando members and prospective students by highlighting the benefits of being a Cando member and Certification Graduate. Cando attended the following events: Annual Powering Up Aboriginal Energy Conference; Vision Quest; Assembly of First Nations Annual General Assembly; National Aboriginal Business Opportunities Conference; Ontario First Nations Economic Developers Association (OFNEDA) Conference; Aboriginal Entrepreneurs Conference; CAMA 20th Anniversary Conference; Aboriginal Business Match; Reservation Economic Summit (RES) 2012; and AFOA Conference. Youth Engagement Cando recognizes that Aboriginal youth are one of the greatest assets that Aboriginal communities have today. Over the past couple of decades, demographics have shifted dramatically resulting in an incredibly large Aboriginal youth population in Canada. As Aboriginal economies are poised to grow, it is critical to invest in our young people because these are the leaders that will be taking the helm of our future. In addition to providing scholarships and hosting the prestigious National Youth Panel, Cando is committed to providing capacity building opportunities for young people that will not only attract them to the field of Aboriginal economic development, but will provide them with the skills that will prepare them for success. 8th Annual National Youth Panel The National youth Panel was brought forth in an effort to showcase Aboriginal youth. The first National Youth Panel was held in 2005 and was centered on Aboriginal youth and their success in entrepreneurship. The Youth Panel is the most well attended session at the Cando National Conferences and as a result, it is held as a plenary session for all of the conference delegates to attend. On Wednesday, October 24, 2012 Cando hosted the National Youth Panel. Conference delegates were once again treated to an inspiring session with six very motivated young people. This year s moderator was Kendal Netmaker of the Sweetgrass First Nation located in Saskatchewan. This year s youth panelists included: Tara Atleo, Ahousaht First Nation, BC Dalyn Bear, Whitecap Dakota First Nation, SK Andrew Chase, Metepenagiag Mi kmaq Nation, NB Devon Fiddler, Waterhen Lake First Nation, SK Jordan George, Alkali Lake Indian Band, BC Zac McCue, Curve Lake First Nation, ON The National Indigenous Economic Education Fund (NIEEF) was formed in 1997 as a fundraising vehicle that would be used to assist students pursuing a career in the Left to Right: Randy Natomagan, Angel Ward & Rose Julian Aboriginal Community Economic Development field. NIEEF held its Annual Charity Golf Tournament on July 20th, 2012 at the Dakota Dunes Golf Links in Whitecap, Saskatchewan. The proceeds raised by this charity fundraiser were used to award three scholarships to deserving students studying in a field related to Aboriginal Economic Development. The recipients of the 7th Annual NIEEF Scholarship are: Angel Ward, Gesgapegiag First Nation & Metepenagiag First Nations, New Brunswick Bachelor of Business Administration Program Mikmaq Maliseet Institute, University of New Brunswick Angel Ward is a graduate of the Cando Aboriginal Economic Developer Process; she received her TAED Level Certification as she is a recent graduate of the First Nation Business Administration Certificate from the Mikmaq Maliseet Institute, University of New Brunswick. Angel is continuing her studies at the University of New Brunswick and expects to graduate in October 2013 with a Bachelor of Business Administration Degree with honours in accounting and a concentration in finance. Randy Natomagan, Lac La Ronge First Nation, Saskatchewan Business Diploma, specialization in Economic Development Saskatchewan Indian Institute of Technologies Randy Natomagan was born and raised by a single parent in the community of Pinehouse Lake, Saskatchewan. He attended school in his community until grade 9 and then moved to La Ronge to finish his Grade 12 studies. After graduation he worked and learned that there were higher learning opportunities after high school. Randy s path to higher learning continues and he enjoys the atmosphere at the Saskatchewan Indian Institute of Technologies where he is entering his second year of the Business Administration, economic development specialization. His future goal is to finish the program and be ready to operate his own business. Deborah Pine, Garden River First Nation, Ontario Bachelor of Community Economic and Social Development Program Algoma University Deborah graduated from Bay Mills Community College s Nishnaabemowin Language Instructors Diploma in She returned to post-secondary studies after a ten-year absence. Deborah says it was a struggle to start over and pursue the CESD Degree; however, she persevered because she knew that she wanted to be a positive force with her community. She has worked hard the last two years to become a skilled CESD practitioner, yet she would like to further her education. Deborah is looking forward to getting her Master s Degree, possibly in Community Economic Development. 9

10 2012 Economic Developer of the Year Awards Membertou First Nation, NS 2012 Economic Developer of the Year Award Winner Community Category The story of Membertou is nothing short of remarkable. It is a tale of transformation, innovation, and success one that truly establishes the benchmark for excellence in Aboriginal Economic Development. Transformation Like many First Nations in Canada, Membertou once struggled with financial shortfalls, debt, high unemployment rates and low morale. In 1995 the Membertou Band had just 37 employees, and was operating on a $4 million dollar budget while dealing with a $1 million dollar annual operating deficit. At that time Membertou did not have the financial assets to bring about a change, but Chief Terrance Paul and his council recognized that Membertou had great wealth in human assets - the band members. Chief and Council went about recruiting band members back to the reserve who had previously left to pursue education and employment opportunities elsewhere throughout the country. Leadership also decided that an unprecedented approach for Membertou was needed and began putting Membertou s financial house in order while embracing transparency and accountability. While this task required sacrifice it also generated a renewed sense of accomplishment. With discipline, Membertou managed to eliminate its deficit, and quickly earned the respect of external parties in government and industry. Innovation Big changes for the community began with the opening of the Membertou Corporate Division office at Halifax s Purdy s Wharf in The aim was to position the community to build credibility, partnerships and revenue. In January of 2002, Membertou received official notification of its ISO status, making Membertou the first Aboriginal government in the world to have many of its departments ISO 9001 certified. Today, through strong leadership from Chief and Council, other senior members of management and adherence to ISO standards, Membertou continues to show the world that they have transparent and consistent management policies, and is positioned as a very credible player in the global market economy. With sound policies in place, Membertou First Nation has become the first Aboriginal government to secure long term financing through the First Nation Finance Authority (FNFA). After completing the requirements in the Fiscal and Statistical Management Act, Membertou was approved for a 10 million dollar repayable loan to build new infrastructure within the community. FNFA funded Membertou s loan request through its Interim Long Term Financing program, and the interest rate to Membertou should remain around the 2.50% until such time as enough other First Nations also complete the FSMA processes to request FNFA loans. This further enables Membertou to conduct business operations in a similar format as other businesses, in both the public and private sectors, because of the long-term financing option. 10 Success Over the past ten years Membertou s budget has grown from 4 million dollars, to a current 65 million dollar operating budget. Federal contributions account for only 13 per cent of the Membertou s revenue, where before it was nearly 100 per cent. The number of employees has jumped from 37 to 531, making Membertou one of the largest employers on Cape Breton Island. Most years, Membertou boasts a 100 per cent high school graduation rate, and the opportunities and investment in young people is paramount. The land base of Membertou has doubled under the leadership of Chief Paul, and there are many new internal departments and businesses such as the Membertou Corporate Division, Membertou Market, Membertou Advanced Solutions, Membertou Entertainment Center, Membertou Business Park, Membertou Mapping Service, Membertou Quality Management Services, and most recently the prestigious Membertou Hampton Inn and Trade & Convention Centre. Eileen Paul, Manager of Membertou Entrepreneurial Center, NS 2012 Economic Developer of the Year Award Winner Individual EDO Category Eileen Paul has lived in the community of Membertou for most of her life. She is a single mother of three and is currently the Manager of the Membertou Entrepreneur Centre (MEC). The MEC provides customized business training and support to interested entrepreneurs in the Membertou community as well as one-on-one support for new and existing businesses. The main focus of the MEC is to assist Membertou residents that are interested in starting or expanding a business, and to develop a solid business plan. The MEC works together with Aboriginal Business Canada (ABC), Ulnooweg Development Group and other federal, provincial and community economic development agencies to determine how best to provide investment capital and funding to support new business ventures in Membertou. The Membertou Business Park and the MEC also offer an incubation center for Aboriginal businesses that are starting or expanding their own business. This incubation center allows the Aboriginal tenant to rent space from the plaza at a reasonable/subsidized rate, along with uncomplicated leases, office equipment and support. Under Eileen s leadership and guidance, the MEC has been an effective and wonderful center of support, incubation and foundation for business development by community members in Membertou. Community Participation Eileen is very active in her community, and is involved with many organizations and committees. She has been part of the Atlantic Aboriginal Economic Development Network for many years, which offers a forum for EDOs to share knowledge, best practices, work on training together and work on regional-based projects and initiatives. Eileen also sits on the Sydney Chamber of Commerce and is a part of the Mi kmaq-nova Scotia-Canada Tripartite Forum which is a partnership between the Nova Scotia Mi kmaq, the Province of Nova Scotia and the Government of Canada, to strengthen relationships and to resolve issues of mutual concern affecting Mi kmaw

11 2012 Economic Developer of the Year Awards communities. More recently, she became a member of the Membertou Governance Committee, where she will learn about and advocate for lands and economic development initiatives affecting her community. Youth Entrepreneurship Eileen is also a strong advocate for the youth in her community, and she is passionate about ensuring that youth have opportunities to learn, grow and become successful entrepreneurs. For many years, Eileen has been involved in the BDC E-Spirit Youth Entrepreneur Program which involves working with the Aboriginal High School students in her community to develop business plans for entry into a National competition. She is dedicated to the youth in her community and supports the E-Spirit program because it allows youth to see their full potential and encourages them to consider business and entrepreneurship as a career. Women in Business Early on in her career with the MEC, Eileen recognized that there was a general lack of support for the women in business in the communities. There were no programs or conferences for Aboriginal women, or other resources which would offer support and tools that women need to become more efficient and effective in the business world. In response to the needs of Aboriginal women, Eileen developed the idea for a Balance: Aboriginal Women in Business forum that focused on self-esteem, confidence, building relationships, and that would offer all the basic tools and resources that are included in starting a business. With dedication and passion for seeing this initiative come to fruition, she worked tirelessly to find funders, sponsors and brought the right people together to make it happen. In 2008 Eileen held the Balance: Aboriginal Women in Business Conference. It was recognized as the first ever Aboriginal Women in Business Conference. The project was deemed so successful that it developed into a larger scale Atlantic-wide initiative in 2009 and 2010, with support and funding from the Federal and Provincial governments. Eileen also recognized the need for an MEC program that would deliver certified courses to prepare and strengthen entrepreneurs. In 2011, Eileen was recognized for her work and received the Impact Award for Women in Business. These programs are being delivered across Atlantic Canada and in this way Eileen is impacting Aboriginal women throughout the region and has been extremely successful in creating partnerships with other Aboriginal communities for the delivery of programs. In 2011, Eileen was invited to participate in the National Status of Women Roundtable discussion held in Ottawa and while there, she represented Aboriginal women in business. On International Women s Day this past March, Eileen s work was recognized when the MEC s Balance: Aboriginal Women in Business Success Story was successfully selected as one of the featured profiles and was part of Canada s showcase material and information kit presented at the United Nations Commission on the Status of Women (UNCSW). The 65th Session of the Commission on the Status of Women took place at the United Nations headquarters in New York and hosted over 5,000 delegates from around the world. Abenaki Associates, New Brunswick 2012 Economic Developer of the Year Award Winner Aboriginal Private Sector Business Category Established in 1984, Abenaki Associates is one of Canada s longest operating IT companies with offices in New Brunswick, Ontario, Manitoba, and British Columbia. Abenaki Associates is proud to be one of the first Authorized Sage Software Resellers in Canada, and to this day, is the only Aboriginalowned Sage Reseller providing Sage Accpac ERP and Simply Accounting by Sage training and installation across Canada. Abenaki currently has a staff of eight employees providing training, installation, and support for their customers across Canada, with associates providing additional support for special projects. Abenaki focuses equally in capacity development for First Nations in Canada, and offers a suite of software solutions aimed at enhancing service delivery and efficiency within First Nations. Abenaki offers training and capacity development in Fixed Asset Management and Community Membership, Social Assistance and Housing, to name a few. The Beginning of Abenaki s Journey The company s first major contract was with First Nations in the Fort Frances area in northwestern Ontario. Abenaki had a request to train over twenty-four First Nations staff in Basic Computer Skills. That presented a problem challenge for the company; because they didn t have twenty-four computers and didn t know how to get them there (Fort Francis is over 2000 km from Ottawa). In the end, Abenaki managed to rent computers from local rental company, and also rented a cube van, loaded it with the computers and drove for two days to Fort Frances where they successfully delivered capacity building training to First Nations people in the area. Fort Frances demonstrated a need to expand to different parts of Canada, and be able to deliver training at major centers in Canada. Abenaki contacted an employee at Eaton s in Ottawa and asked if they would be willing to explore the possibility of using Eaton s fully stocked computer labs across Canada. The request was approved, providing they could sell IBM computers, MS Software to Abenaki s clients. This was an instrumental partnership for the company s growth, because it gave Abenaki a national presence. About the same time Abenaki negotiated with Basic Software Group (BSG) to become a Reseller for Accpac Accounting Software for First Nations across Canada. The Basic Software Group was eventually sold to Computer Associates and then to Sage Software. One of the most interesting contracts was with James Bay Cree First Nation, QC. Abenaki visited the community for an evaluation, and subsequently signed a contract in Montreal. The contract included major installation of networks, IBM servers, and workstations all operating MS-DOS, and MS-DOS Software from Microsoft and Corel. (Continued on page 17) 11

12 Special Projects Department Cando s Special Projects Department functions as a revenue generating component of Cando, undertaking special initiatives that are beyond the scope of training and certification, which have traditionally been the core functions of Cando. Through the Special Projects Department, Cando is able to leverage partnerships and undertake initiatives that complement the overall goals of the organization and that serve to improve the opportunities for Aboriginal communities related to economic development. It is Cando s policy to recover the full cost of each special project in order to ensure the continuance of special projects and the generation of a supplemental revenue stream that assists with the costs of Cando s core operations. With the realization of decreased core funding from AANDC, the Special Projects department will play an increasingly vital role to the generation of revenues that will compensate for the shortfall of funding required to cover the cost of Cando s core operations Project Descriptions Aboriginal Center of Excellence Following the Annual National Cando Conference in October 2012, the Aboriginal Centre of Excellence (ACE) received initial funding from AANDC in January ACE entered into the beta testing phase and has recruited a test group of EDOs and other economic development professionals from across the country. Site content and ACE services are being actively developed and will be rolled out to the test members beginning in April In addition, ACE has made significant improvements to the functionality of its online platform and various marketing and branding initiatives have been undertaken Alberta Business Awards of Distinction The Alberta Business Awards of Distinction has been the premier awards program in the province of Alberta since Currently coordinated by the Alberta Chamber of Commerce, the awards are hosted each year at a gala event in Edmonton, Alberta. Two of the awards are sponsored by Aboriginal Affairs and Northern Development Canada (AANDC); The Eagle Feather Business Award of Distinction, and; The Aboriginal Relations Best Practice Award of Distinction. The Eagle Feather Business Award is given to a First Nation s owned business that demonstrates outstanding achievement in business and has incorporated entrepreneurial and cultural concepts into its operation for long term success. The Aboriginal Relations Best Practice Award is given to a non-aboriginal owned business that demonstrates outstanding achievements in Aboriginal relations, including economic development, employment and training, and Aboriginal community support. Since 2008, Cando has managed all aspects of the Eagle Feather and Aboriginal Relations Awards on behalf of AANDC. Housing as a Business Initiative Cando has taken the national lead on the Housing as a Business (HaaB) initiative. Housing as a Business (HaaB) is a Business Model that encourages private home ownership and profitable rental housing regimes on a First Nation. This Business model incorporates various methods or approaches on how to make profits from the housing industry. Ideally, the model incorporates mortgage financing spreads, profitable rental regimes, retail of materials, services, training and job creation programs and an opportunity for a First Nation to offer new opportunities to local Aboriginal entrepreneurs. 12 By implementing the principals of HaaB, First Nations can achieve huge economic benefits by targeting and providing alternate housing options to its First Nation community members who are gainfully employed while addressing the current housing shortage faced by the community. First Nation Municipal Community Economic Development Initiative (CEDI) CEDI is a joint initiative by the Federation of Canadian Municipalities and Cando. The First Nations Municipal Community Economic Development Initiative (CEDI) aims to improve the economic prosperity of participating municipalities and adjacent First Nations through joint community economic development planning. Launched in January 2013, the program will run to March FCM and Cando will work with seven pairs of First Nations and adjacent municipalities across Canada chosen through a nation-wide selection process. This process is underway and communities will be selected by September Over the course of the program, FCM and Cando will facilitate a series of workshops and follow-up visits with the selected communities to help to enhance their relationships and work toward developing a joint, strategic economic development plan or project. Participating communities will also benefit from peer mentorship, communities of practice, study tours and small capacity building grants to help them achieve their community economic development goals. Pilot Workshops on Mining and Economic Development for Aboriginal Communities Cando partnered with Natural Resources Canada (NRCAN) Minerals and Metals Sector to deliver a series of pilot workshops that engaged Aboriginal participants by presenting the economic possibilities that the mining sector provides. This workshop aimed to increase participants understanding of the mining cycle, and how Aboriginal communities can benefit by putting more emphasis on sustainable economic growth. It also aimed to provide participants with a new way to foster a development partnership between the mining company and the local community. The three pilot workshops were delivered as follows; 1) Val D Or, QC January 22-23, 2013; 2) Vancouver, BC January 31-February 1, 2013, and; 3) Saskatoon, SK February 12-13, The feedback from participants who attended the pilot workshops was extremely positive; indicating the workshop was of great value, useful to participants and that Cando should continue to offer this workshop to Aboriginal communities everywhere. Based on the great success of this pilot project, Cando is examining the potential for continued delivery of this workshop across Canada. Alberta Band Governance Bylaw Workshop Cando hosted this workshop in Edmonton, Alberta on January 22-24th, The intent of the Band Governance By-Law workshop was to increase the capacity of First Nation participants for the development, enactment and enforcement of Band Council by-laws under the Indian Act. Alberta Electoral Officer Training Cando coordinated and hosted this workshop in Edmonton, Alberta on March 12-13th, 2013 for Alberta First Nations. The purpose of the Electoral Officer training was to foster a streamlined understanding of Indian Act election proceedings, with the aim to establish organized election process within Alberta First Nation communities. Staff from the Alberta Regional Office of AANDC provided content and facilitation services for this workshop.

13 Reaching Out to Members Membership Economic development is a cornerstone of community wellness - Aboriginal leaders have stated many times that true self-government cannot be achieved if we are not economically self-sufficient. This recognition has resulted in a policy shift; many leaders are now moving away from focusing heavily on social programming to a strategy where economic development is considered, at least, as equally important. It is accepted that the community and its leaders must have the capacity in order to take advantage of the economic and business opportunities that industry and corporate Canada have to offer. Cando is mandated to address this challenge, and have been contributing to the establishment of expertise in Aboriginal Economic Development in Canada for over 20 years. The core of our efforts to build capacity and foster expertise in the field of Aboriginal economic development is our training and certification process for Economic Development Officers. The success that our organization has with our efforts is credited to, and celebrated with Cando members. Cando s membership is Canada-wide and representative of all regions and Aboriginal groups. Our members are employed in a variety of positions related to community economic development: Aboriginal communities (First Nations, Métis Settlements, Inuit and Innu), Community Economic Development Associations, Aboriginal Capital Corporations, Community Futures, Aboriginal Financial Institutions, and all levels of government. Our members are individuals and organizations who are dedicated to improving the state of the Aboriginal economy and believe that supporting Cando is one way in which they contribute to achieving this end goal. Some are committed to increasing their own capacity and engage Cando for training, certification and networking opportunities. Others feel a responsibility to share their pathways to success so that others striving to achieve success in economic development may have best practices to draw inspiration from, tools and mentors to assist with their endeavors. Without our members, Cando would not have a nation-wide network of economic development professionals who help us to achieve our collective goal to increase opportunities and improve the prosperity and well-being of Aboriginal people in Canada. Cando is extremely grateful for the ongoing support of our members and we are committed to improving our services, programs and benefits for our members so that they continue to recognize the value of being a part of the Cando family. This year Cando s membership has slightly decreased to 510 members from 516 in ; the four types of memberships available include Full, Associate, Organization, and Student. Cando s memberships include the following benefits: Discount registration at the Cando Annual National Conference & AGM Subscription to Cando N-Side News and (e) Side News Access to the Certified Aboriginal Economic Developer Process Discount subscription to Cando s Journal of Aboriginal Economic Development, the only journal of its kind in Canada Discounted price on Guidebooks Series Opportunity to advertise events & services through Cando s nationwide network Voting privileges at Cando s national and regional meetings Access to Cando s Bookstore and Resources. Coast-to-Coast Prov. Full Assoc. Org. Student Total AB BC MB NB NL NS NT NU ON PEI 2 2 QC SK YT Total Yukon 15 NWT 24 BC 126 AB 71 SK 38 Nunavut 10 MB 43 ON 79 QC 30 NL 3 NB PEI 2 32 NS 37 13

14 Website As the only national organization directly serving Aboriginal EDOs, improved use of website technology has been a key focus for Cando this past year. On July 4, 2012, Cando revealed its newly redesigned and updated website. The new site utilizes the latest web technology to better promote the organization and its activities, and provides better content organization and navigation. The new easy-to-use website provides visitors with a plethora of useful tools and information. Our ultimate goal is to make the Cando website the default home page for EDOs across Canada. Cando Annual National Conference & AGM The 19th Cando Annual National Conference was hosted in Membertou, Nova Scotia from October 22-25, Membertou First Nation, conference s co-host, extended a very warm welcome to our conference delegates, and we could not have been more grateful or chosen a better location for this year s conference. There were close to 300 delegates in attendance to take part in the Building Capacity - Building Communities themed conference. The 4-day event included a variety of activities such as: Pre-Conference Professional Development Workshops Community Tour of Membertou First Nation Annual General Meeting Cando Competency Training Icebreaker Reception Workshops, Panel Presentations and Keynote Speakers Tradeshow and Artisan Show & Sale 8th Annual National Youth Panel Economic Developer of the Year Award presentations and voting TAED & PAED Graduation Ceremony NIEEF Scholarship Presentations President s Reception, Dinner & Dance The Cando conference is a great networking and learning opportunity for members and non-members. It s a chance to learn more about Aboriginal community economic development and speak with the people directly involved in improving the economic viability of Canada s Aboriginal communities. The 2013 Annual National Conference & AGM will be held on October 28-31, 2013 in Winnipeg, Manitoba. We sincerely thank our stakeholders for allowing us to enhance the quality of the conference through their contributions and support. 14

15 Reaching Within In 1990, Economic Development Officers (EDOs) from across Canada founded the Council for the Advancement of Native Development Officers (Cando). The founders set out Cando s mandate, which is to provide them with the training, education and networking opportunities necessary to serve their communities and/or organizations as professionals. Cando is Aboriginal-controlled, community-based and membership driven, and is directed by a national regionally represented volunteer board of elected EDOs representing each region of Canada. As a federally registered, non-profit society, Cando has been instrumental in facilitating partnerships with EDOs, academics, Aboriginal leaders and senior corporate and government representatives. MEET THE TEAM Serving as a member of any committee takes commitment, wisdom, and vision. We would like to recognize our Board & Committees members who continue to make an enormous contribution to Cando s growth and development. The generous donation of their time, energy, and vision has made Cando stronger and closer to achieving its mission of building capacity to strengthen Aboriginal economies. THE EXECUTIVE Paul Donald (re-elected as President in December 2012) President & Director - Southern British Columbia Business Development Manager, All Nations Development Corporation Kamloops, BC Rose Julian (re-elected as Vice President in December 2012) Vice President & Director - Nova Scotia / Newfoundland & Labrador Economic Development Officer, Paq tnkek First Nation Antigonish, NS Norma Spence (elected as Secretary Treasurer in December 2012) Secretary Treasurer & Director - Manitoba Economic Development Manager, Manitoba East Side Road Authority Winnipeg, MB Ray Wanuch Cando Executive Director Edmonton, AB 15

16 Meet the Team THE BOARD Carl Archie (elected in December 2012) National Student Director Student & Member - Board of Governors, Thompson Rivers University Kamloops, BC Melvina Aubichon (elected in September 2010) Director - Saskatchewan Labour Market Information Analyst, Saskatoon Tribal Council Saskatoon, SK Randy Bosum (elected in October 2010) Director - Quebec Deputy Chief, Ouje-Bougoumou Cree Nation Ouje-Bougoumou, QC Rob Crow (re-elected in September 2010) Director - Alberta Director, Blood Tribe Economic Development Standoff, AB Paulette Flamond (elected in September 2010) Director - Northern British Columbia Executive Director, Northeast Aboriginal Business Centre Fort St. John, BC Blair Hogan (elected in August 2012) Director - Yukon Executive Councillor - Economic Development, Teslin Tlingit Council Teslin, YT David Patrick (elected in August 2012) Director - Northwest Territories General Manager, NWT Metis-Dene Development Fund Yellowknife, NT Kevin Rose (elected in January 2013) Director - Ontario Senior Development Officer, Waubetek Business Development Corporation Birch Island, ON Helen Ward-Wakelin (elected in November 2011) Director - New Brunswick & Prince Edward Island Housing/EDO/Capital/Environment, North Shore Micmac District Council Eel Ground, NB Cando would like to thank its past Board Members for their dedication & commitment. Mitchell K. Diabo (elected in November 2011, seat vacated in September 2012) Director - Ontario Project Manager, Kasabonika Lake First Nation Kasabonika, ON Leslie Qammaniq (elected in August 2012, resigned in October 2012) Director - Nunavut Advisor - Arts & Traditional Economy Economic Development & Transportation, Government of Nunavut Pond Inlet, NU Vanessa Tait (elected in December 2011, term ended in October 2012) National Student Director University of Manitoba Winnipeg, MB Cando 2012 Conference Committee (Standing) & Atlantic Regional Working Group John Barlow Lori Benjamin Anita Boyle Laurie Buffalo Ann Denny Paul Donald Sarah Hechavarria Rose Julian Svitlana Konoval Ross MacDonald Delilah Mah Eileen Paul Norma Spence Vanessa Tait Ray Wanuch Helen Ward-Wakelin 16

17 Meet the Team Standing Committee on Education & Research (Standing) Debra Alivisatos Stephen Ameyaw Dr. Verna Billy-Minnabarriet Geri Collins Ann Denny Paul Donald Bonnie Gaikezheyongai Noreen Russell Vanessa Tait Warren Weir Cando Staff Ray Wanuch Executive Director Morgan Bamford Program Coordinator First Nations - Municipal Community Economic Development Initiative (CEDI) Anita Boyle Eastern Education & Research Manager Laurie Buffalo Fundraising & Special Projects Coordinator PLA Sub-Committee (Standing, Sub-Committee) Stephen Ameyaw Dr. Verna Billy-Minnabarriet Geri Collins Rob Crow Ann Denny Christine Wihak Certification Sub-Committee (Standing, Sub-Committee) Stephen Ameyaw Melvina Aubichon Darrell Balkwill Louis Joe Bernard Dr. Verna Billy-Minnabarriet Sacha LaBillois Svitlana Konoval Manager, Administrative Services Breezy Locke Administrative & Communications Assistant Delilah Mah Western Education & Research Manager Jessica McInneis Research Assistant - Summer Student Professional Development Sub-Committee (Standing, Sub-Committee) Stephen Ameyaw Dr. Verna Billy-Minnabarriet Lisa Francis Norma Spence Journal Committee (Standing) Dr. Verna Billy-Minnabarriet Paul Donald David Newhouse Dr. Robert Oppenheimer Dr. Frank Tough Warren Weir Dr. Fred Wien Dr. Wanda Wuttunee Jessica Sanderson Finance Officer Michelle White-Wilsdon Lead Research & Special Projects Coordinator Sammy-Jo Zoerb Administrative Assistant - Summer Student & Special Projects Coordinator Assistant 2012 ECONOMIC DEVELOPER OF THE YEAR AWARDS (cont d) (Continued from page 11) Other large installs/projects included Samson Cree Nation (over 200 computers), including an automated voting for the Council, and the United Steelworkers who wanted to automate searching their arbitration cases, Abenaki installed a private network that connected all of their offices across Canada. Transforming Challenge into Opportunity Fort Francis demonstrated a need to provide onsite training, and also training at any location. From the experiences in Fort Frances, Abenaki realized that mobile training would be instrumental to their success in offering IT capacity building services for First Nations. Abenaki now has three mobile computer labs that they can ship anywhere, which can be set up in minutes (Fort Francis took one full day to setup). To date, Abenaki has trained over 20,000 people since Abenaki Associates were early Cloud Pioneers. In the early 90s they had launched several news services with the help of the Globe and Mail online. These were purely text based searches and completely customisable. One of Abenaki s most frustrating experiences in the past 25 years was moving from Window based software to Cloud Based Software. This type of software allows a business the potential to reduce IT operational costs by outsourcing hardware and software maintenance and support to the cloud provider. This will enable a business to reallocate IT operations to focus on other IT goals. In addition, the application is hosted centrally, so updates can be released without users having to reinstall new software. So far, Abenaki has moved their First Nations Management Housing Software into Cloud, and will be moving other applications soon. Future Goals Abenaki has been a long established leader in Canada s IT sector, and will continue its growth and innovation. In the near future, the company plans to expand and develop more Cloud based management tools for First Nations. They will also focus on providing training and tools to large and small on-reserve businesses. Training will expand to cover more topics, and they will focus on expanding their presence in the social media market. 17

18 Finance & Administration Statement of Operations - Revenues Cando Membership, Certification Fees, Guidebook Sales & Deferred Revenue 3% Government Funding 59% Course Delivery & Training Revenue 6% Administrative Costs Recovered 10% Conference Registration & Sponsorship 12% Other Government Funding 10% Cando remains dedicated to providing accountable, honest, transparent information about its operations and administration while maintaining its performance as an organization. Our strategies and goals continue to focus directly on the areas of capacity building, networking, communication and marketing, organizational growth and sustainability. Cando implemented its work plan based on a 2-year plan previously approved by Aboriginal Affairs and Northern Development Canada (AANDC) for the period Based on our previous work plan, our contribution arrangement with AANDC was to a maximum amount of $900,000. During this past fiscal year Cando made a profit of $10,817 (See Statement of Operations for additional information). Cando has generated 41% of its revenue from self-generating projects and continue to work with numerous organizations to deliver training and workshops across Canada. Cando s expenses decreased by 4.5% from $1,556,994 to $1,487,242 in years 2012 and 2013 respectively. We continue to look at different ways of reducing our expenditures; however we continue to maintain the same level of delivery of service to our current membership base. Cando s operating fund increased by 2% from $413,699 to $423,107 in years 2012 and 2013 respectively. Cando recently completed an HR Review and the cost of this process was covered by additional self-generating revenue. We have provided AANDC with a statement of expenditures which reconciles funds provided against expenditures claimed. This past year, Cando received monthly payments from AANDC and no holdback was applied, which provided Cando with a more stable cash flow. Cando received 59% of its funding from AANDC this past fiscal period and we continue to work towards reducing dependency from government funding by taking on self-generating projects. In ensuring timely access to information for key decisions affecting the organizations, Cando continued to provide timely and accurate information to its Board members and Executive Committee. The Board of Directors ensured that management fulfilled its responsibilities for financial reporting and internal controls. 18

19 Financial Statements INDEPENDENT AUDITORS REPORT To the Members of Council for the Advancement of Native Development Officers: We have audited the accompanying financial statements of the Council for the Advancement of Native Development Officers (CANDO), which comprise the statement of financial position as at March 31, 2013, and the statements of operations, changes in fund balances and cash flows for the year then ended, and a summary of significant accounting policies and other explanatory information. Management s Responsibility for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with Canadian accounting standards for not-for-profit organizations, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. Auditors Responsibility Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor s judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditors consider internal control relevant to the organization s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the organization s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements. MANAGEMENT RESPONSIBILITY STATEMENT The management of Council for the Advancement of Native Development Officers (CANDO) is responsible for preparing the financial statements, the notes to the financial statements and other financial information contained in this annual report. Management prepares the financial statements in accordance with Canadian accounting standards for not-for-profit organizations. The financial statements are considered by management to present fairly the management s financial position and results of operations. The organization, in fulfilling its responsibilities, has developed and maintains a system of internal accounting controls designed to provide reasonable assurance that management assets are safeguarded from loss or unauthorized use, and that the records are reliable for preparing the financial statements. The financial statements have been reported on by MacKay LLP, Chartered Accountants, the shareholders auditors. Their report outlines the scope of their examination and their opinion on the financial statements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our qualified audit opinion. Basis for Qualified Opinion The Council for the Advancement of Native Development Officers (CANDO) derives a material amount of revenue from donations and fundraising activities. We were not able to obtain sufficient appropriate audit evidence about the completeness of the reported amounts for accounts receivable, donation and fundraising revenue, revenue in excess of expenditure and changes to net assets because there is no direct relationship between assets or services given up in exchange for amounts received or receivable. Consequently, we were unable to determine whether any adjustments to these amounts were necessary. Qualified Opinion In our opinion, except for the possible effects of the matter described in the Basis for Qualified Opinion paragraph, the financial statements present fairly, in all material respects, the financial position of the Council for the Advancement of Native Development Officers (CANDO) as at March 31, 2013, and the results of its operations and its cash flows for the year then ended in accordance with Canadian accounting standards for not-for-profit organizations. Edmonton, Canada July 18, 2013 MacKay LLP Chartered Accountants 19

20 STATEMENT OF OPERATIONS FOR THE YEAR ENDED MARCH (note 3) Revenue Aboriginal Affairs and Northern Development Canada $ 911,252 $ 959,772 Administrative costs recovered 143, ,364 Alberta Aboriginal Relations 82,000 Alberta Human Services 35,500 Certification fees 3,699 2,070 Conference registration and events 79, ,222 Corporate sponsorship 99, ,360 Course delivery 21,317 44,280 Federation of Canadian Municipalities 38,988 Guidebook sales 2,947 2,874 HRSDC - Summer Temporary Employment Program 3,910 In kind contributions 12,000 Journal 2, Memberships 25,203 29,289 Natural Resources Canada 105,170 10,000 Training revenue 67, ,585 Funding returned to provider (13,281) (8,636) Deferred revenue 5,662 8,451 $ 1,498,059 $ 1,728,582 Expenditures Accreditation process $ 2,174 $ 9,339 Advertising and promotions 39,846 42,990 Amortization 16,293 15,784 Audio visual 10,152 Awards and gifts 22,315 26,589 Bad debts 9,928 Conference (facility, rental, meals) 88,598 89,177 Consulting fees 88, ,521 Equipment and rental 20,414 24,223 In kind expenses 12,000 Insurance 3,806 3,700 Interest and bank charges 8,828 16,617 Meeting facilities 12,245 7,406 Memberships 1,515 2,101 Non-recoverable AANDC expenses 12,952 Office and administration 198, ,355 Postage and courier 15,964 14,456 Professional fees 41,533 16,398 Project related costs 58,542 Regional sessions and training workshops 22,500 17,151 Telephone 15,758 14,084 Translation 2,844 2,402 Travel 195, ,167 Wages and benefits 657, ,960 Website 12,600 17,018 Youth panel 9,997 8,910 1,487,242 1,556,994 Excess of revenues over expenditures $ 10,817 $ 171,588 20

21 STATEMENT OF CHANGES IN FUND BALANCES FOR THE YEAR ENDED MARCH 31, Operating Capital Asset Total Fund Fund Balance, beginning of year $ 429,982 $ 413,699 $ 16,283 Excess of revenues over expenditures 10,817 10,817 Purchase of assets (12,284) 12,284 Amortization of capital assets 16,292 (16,292) Repayment of long term debt (5,418) 5,418 Balance, end of year $ 440,799 $ 423,106 $ 17, (note 3) Operating Capital Asset Total Fund Fund Balance, beginning of year $ 258,394 $ 240,905 $ 17,489 Excess of revenues over expenditures 171, ,588 Purchase of assets (24,451) 24,451 Amortization of capital assets 15,784 (15,784) Proceeds of long term debt 16,000 (16,000) Repayment of long term debt (6,127) 6,127 Balance, end of year $ 429,982 $ 413,699 $ 16,283 STATEMENT OF CASH FLOWS FOR THE YEAR ENDED MARCH (note 3) Cash provided by (used for) Operating activities Excess of revenues over expenditures $ 10,817 $ 171,588 Items not affecting cash Amortization 16,293 15,784 27, ,372 Change in non-cash operating working capital Accounts receivable (34,966) 93,065 Inventory 9,000 Prepaid expenses 6,962 (7,815) Accounts payable and accrued liabilities (14,983) (97,034) Deferred revenue 4,203 5,838 (11,674) 190,426 Financing activities Repayment of long term debt (5,418) (6,127) Proceeds of long-term debt 16,000 Deferred contributions related to capital assets (5,663) (8,451) (11,081) 1,422 Investing activities Loan receivable (50,000) Purchase of investment (51) Advances to related party 31,906 (97,135) Purchase of equipment (6,622) (16,000) (24,767) (113,135) Increase (decrease) in cash (47,522) 78,713 Cash, beginning of year 126,190 47,477 Cash, end of year $ 78,668 $ 126,190 21

22 STATEMENT OF FINANCIAL POSITION March 31, 2013 ASSETS March 31, 2012 (note 3) April 1, 2011 (note 3) Current Cash $ Accounts receivable (note 4) Inventory Prepaid expenses Due from related parties (note 5) 78,668 $ 187,666 6,000 26, , , ,190 $ 152,700 6,000 33, , ,124 47, ,765 15,000 25,311 99, ,526 Loan Receivable (note 6) Investment (note 7) Equipment (note 8) $ 50, , ,394 $ 43, ,438 $ 43, ,625 Current Accounts payable and accrued liabilities (note 9) $ Deferred revenue (note 10) Current portion of long-term debt (note 11) 74,179 $ 16,465 4,455 95,099 89,162 $ 12,262 5, , ,197 6, ,621 Long-term debt (note 11) Deferred contributions related to capital assets (note 12) 11, ,595 4,455 17, ,456 25, ,231 17, , ,799 16, , ,982 17, , , , , ,625 LIABILITIES FUND BALANCES Capital asset fund Equity fund $ Approved on behalf of the Board: Director 22 Director $ $

23 NOTES TO THE FINANCIAL STATEMENTS 1. Nature of operations Council for the Advancement of Native Development Officers (CANDO) is an apolitical not-for-profit society incorporated under the Canada Corporations Act. It supports Aboriginal community economic development through the provision of services to Economic Development Officers and through promotion, education and training opportunities. 2. Significant accounting policies These financial statements are prepared in accordance with Canadian accounting standards for not-for-profit organizations. The significant policies are detailed as follows: (a) Revenue Recognition The organization follows the deferral method of accounting for contributions. Restricted contributions are recognized as revenue in the year in which the related expenses are incurred. Unrestricted contributions are recognized as revenue when received or receivable if the amount to be received can be reasonably estimated and collection is reasonably assured. Revenues from and expenses of courses and seminars held are recognized in operations upon completion of the course or seminar. Amounts received and expended in advance of completion of the course or seminar are deferred and taken into operations upon completion. Member fees and dues are recognized as revenue proportionately over the fiscal year to which they relate. (b) Cash (c) Cash consists of balances with financial institutions. Inventory Inventory is valued at the lower of cost and net realizable value. Cost is determined using the first-in, first-out method. (d) Equipment Equipment is recorded at original cost plus any costs of betterment less accumulated amortization and excludes any assets not in current use. Amortization is calculated by the declining balance method or the straight-line method at the annual rates set out in note 8. Amortization is recorded at half the normal rate in the year of acquisition and no amortization is recorded in the year of disposal. and financial liabilities at fair value adjusted by, in the case of a financial instrument that will not be measured subsequently at fair value, the amount of transaction costs directly attributable to the instrument. Amounts due to and from related parties are measured at the exchange amount, being the amount agreed upon by the related parties. The organization subsequently measures its financial assets and financial liabilities at amortized cost, except for derivatives and equity securities quoted in an active market, which are subsequently measured at fair value. Forward exchange contracts and interest rate swaps that are not hedging items are measured at fair value. Changes in fair value are recognized in net income. Financial liabilities measured at amortized cost include accounts payable and accrued liabilities and long-term debt. (ii) Impairment At the end of each reporting period, management assesses whether there are any indications that financial assets measured at cost or amortized cost may be impaired. If there is an indication of impairment, management determines whether a significant adverse change has occurred in the expected timing or the amount of future cash flows from the asset, in which case the asset s carrying amount is reduced to the highest expected value that is recoverable by either holding the asset, selling the asset or by exercising the right to any collateral. The carrying amount of the asset is reduced directly or through the use of an allowance account and the amount of the reduction is recognized as an impairment loss in operations. Previously recognized impairment losses may be reversed to the extent of any improvement. The amount of the reversal, to a maximum of the related accumulated impairment charges recorded in respect of the particular asset, is recognized in operations. 3. Impact of the change in the basis of accounting These are the organization s first financial statements prepared in accordance with Canadian accounting standards for not-forprofit organizations. The 2012 comparative financial statements include an opening balance sheet as at April 1, 2011 that provides for the impact of the transition. There were no changes required to the comparative balances presented as a result of adoption of this new accounting framework. Elective exemptions (e) Use of estimates The preparation of financial statements in conformity with Canadian accounting standards for not-for-profit organizations requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosures of contingent liabilities at the date of the financial statements and the reported amounts of revenue and expenses during the reported period. Actual results could differ from those estimates. The rules for transition to Canadian accounting standards for not-for-profit organizations normally require that an enterprise prepare its opening balance sheet using the standards that will be followed thereafter. However, certain elective exemptions are available. In preparing the opening balance sheet referred to above, the organization used none of the elective exemptions. 4. Accounts receivable (note 3) (f) Financial instruments (i) Measurement of financial instruments The organization initially measures its financial assets Trade accounts receivable 186, ,623 Holdback receivables - AANDC 1,153 1, , ,700 23

24 5. Due from related parties 6. Loan receivable (a) During the year, the organization entered into transactions with the following related parties: National Indigenous Economic Education Fund (NIEEF) - Common Control Aboriginal Centre for Excellence Inc. (ACE) - Subsidiary CANDO has provided Aboriginal Centre for Excellence Inc. with a loan of $50,000. The loan is unsecured, non-interest bearing with no specific terms of repayment. 7. Investment (b) Transactions (c) These transactions are measured at the exchange amount, which is the amount of consideration established and agreed to by the related parties (note 3) Revenue NIEEF - Administration fees $ 126,576 $ 79,905 ACE Inc. - Administration fees 21,447 $ 148,023 $ 79,905 Expenses - NIEEF Contribution $ 15,000 $ 18,196 Due from related parties (note 3) National Indigenous Economic Education Fund $ 143,755 $ 197,108 Aboriginal Centre for Excellence Inc. 21,447 $ 165,202 $ 197,108 CANDO owns 51% of the shares in Aboriginal Centre of Excellence Inc. The investment is recorded at cost. Aboriginal Centre of Excellence Inc., a subsidiary company, has not been consolidated in these financial statements. The Aboriginal Centre of Excellence was incorporated on September 28, 2010 and commenced operations in October 2012 to promote and sell business planning tools to First Nation clients. The following is a summary of Aboriginal Centre of Excellence Inc. s March 31, 2013 year-end financial statements: 2103 Revenues $ 109,309 Expenses 109,309 Assets 182,264 Liabilities 182,164 Net Assets 100 Cash provided by operating activities 55,997 Cash provided by financing activities 91,035 Cash provided by investing activities 17,473 The balances due from related parties are unsecured, noninterest bearing with no specific terms of repayment. (d) The National Indigenous Economic Education Fund is controlled by CANDO, as the Executive Committee of CANDO is the Board of Directors of NIEEF Assets $ 179,077 $ 171,929 Liabilities 249, ,409 Net Assets (deficit) (70,062) (27,480) Cash (used by) provided by operating activities 45,778 (58,766) Cash (used by) provided by investing activities ( 43,473) 97, Equipment (note 3) Accumulated Net Book Net Book Rate Cost Amortization Value Value Furniture & fixtures 20% $ 82,555 $ 77,246 $ 5,309 $ 6,636 Computer equipment 33% 246, ,232 28,077 36,294 Computer software 100% 27,731 27,731 Website 3 yr SL 8,537 8, $ 365,132 $ 331,489 $ 33,643 $ 43,314 24

25 9. Accounts payable and accrued liabilities (note 3) Trade accounts payable $ 28,993 $ 41,668 Accrued liabilities 23,983 29,501 Government remittances 21,203 17,993 $ 74,179 $ 89, Deferred revenue Deferred revenue represents membership fees received but not expended at March 31, Membership fees are recognized as revenue in the year they are earned. 11. Long-term debt (note 3) Xerox Canada Ltd. loan repayable in monthly installments of $517 including interest of 10.5%. Secured by collateral assignment over office equipment, due December $ 4,455 $ 9,873 Less current portion 4,455 5,418 $ $ 4,455 Estimated principal repayments are as follows: 2014 $ 4, Deferred contributions related to capital assets Deferred contributions related to capital assets represent restricted contributions received to fund the purchase of capital assets. These contributions are recognized as revenue at the same rate as the amortization is expensed on the related assets (note 3) Deferred contributions beginning of period $ 17,159 $ 25,610 Amounts amortized to revenue (5,663) (8,451) $ 11,496 $ 17, Commitments 15. Comparative amounts The financial statements have been reclassified where applicable, to conform to the presentation used in the current year. 16. Economic dependence CANDO receives a significant portion of its revenue from the Federal Government of Canada through Aboriginal Affairs and Northern Development Canada (AANDC). The ability of the organization to continue operations is dependent upon the Government of Canada s continued financial commitment. 17. Financial instruments Transactions in financial instruments may result in an entity assuming or transferring to another party one or more of the financial risks described below. The required disclosures provide information that assists users of financial statements in assessing the extent of risk related to financial instruments. The financial instruments of the Organization and the nature of risks to which it may be subject as follows: (a) Credit risk Credit risk arises from the potential that a counter party will fail to perform its obligations. The organization is exposed to credit risk from customers. However, the organization has a significant number of customers which minimizes concentration of credit risk. (b) Liquidity risk The organization does have a liquidity risk in the accounts payable and accrued liabilities of $74,179 ( $89,162). Liquidity risk is the risk that the organization cannot repay its obligations when they become due to its creditors. The organization reduces its exposure to liquidity risk by ensuring that it documents when authorized payments become due. In the opinion of management the liquidity risk exposure to the organization is low and is not material. CANDO leases office space under a lease agreement expiring in October The annual lease payments exclusive of occupancy costs are as follows: $ 65, $ 38, Contingencies Government contributions related to projects of CANDO are subject to conditions regarding the expenditure of funds. CANDO s accounting records, as well as those of agencies delegated to execute the projects, are subject to audit by the various funding agencies. Should any instances be identified in which the amounts charged to the projects are not in accordance with the agreed terms and conditions, amounts would be refundable to the respective funding agencies. Adjustments to the financial statements as a result of these audits will be recorded in the period in which they become known. 25

26 OPERATIONS PROGRAM STATEMENT OF OPERATIONS FOR THE YEAR ENDED MARCH (note 3) Revenue Aboriginal Affairs and Northern Development Canada $ 911,252 $ 959,772 HRSDC - Oteenow 3,910 Other income ,485 Administrative fees 139, ,146 Memberships 25,203 29,289 Natural Resources Canada 105,170 Journal 2, Deferred revenue 5,662 8,451 Funding returned to provider (13,281) $ 1,180,118 $ 1,149,594 Expenditures Accreditation process $ 2,174 $ 9,339 Advertising 32,828 21,473 Amortization 16,293 15,784 Conference (facility, rental, meals) 10,761 4,710 Consulting fees 51,195 42,197 Equipment and rental 20,414 23,123 Insurance 3,806 3,700 Interest and bank charges 8,772 16,588 Meeting facilities 10,052 2,777 Memberships 1,515 2,101 Non-recoverable AANDC expenses 12,952 Office and administration 184, ,862 Postage and courier 15,964 14,456 Professional fees 41,533 16,398 Telephone 11,827 11,885 Translation 2,844 2,402 Travel - board and staff 132, ,351 Wages and benefits 626, ,960 Website 12,600 17,018 1,185,514 1,115,076 Excess (deficiency) of revenue over expenditures $ (5,396) $ 34,518 26

27 Notes 27

28 In 1990, Economic Development Officers ( EDOs) from across Canada founded the Council for the Advancement of Native Development Officers (Cando). The founders set out Cando s mandate, which is to provide them with the training, education and networking opportunities necessary to serve their communities and/or organizations effectively.