Click to add. title. Working in Partnership with. First Nations Turning Nightmares into Dreams. CANDO Nanaimo September 23, 2014
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1 Working in Partnership with Click to add First Nations Turning Nightmares into Dreams CANDO Nanaimo September 23, 2014 title Click to add First Nation Click to add date 1
2 The Fund s Vision Every First Nation family has the opportunity to have a home on their own land in a strong community. 2
3 About the Fund Non-profit trust launched May 5, Trustee positions 11 staff Designed to support market housing arrangements between First Nations and lenders $300 million federal investment - has grown to more than $340 million More than $645 million in loan credit leveraged 3
4 about the Fund New tool to create more housing on reserve or settlement lands: Homeownership, Rentals, Renovations Respects communal ownership of settlement lands Only First Nations can apply Developed with input from AFN, First Nation communities and organizations cross Canada 4
5 How does the Fund support investments? Credit Enhancement 10% backstop for housing loans guaranteed by the First Nation Leverage to negotiate with lenders lower interest rates reduced program access fees risk sharing administrative arrangements Capacity Development Funding support to assist the First Nation to meet its goals based on identified needs 5
6 Three Pillars of Focus 1. Strong Financial Management 2. Good Governance 3. Community Commitment and Demand for Market-Based Housing 6
7 Loan Parameters Each First Nation chooses... Types of housing loans Loan limits Land management process Guarantee conditions Lenders Lenders National: BMO; Peace Hills Trust; First Nations Bank of Canada Regional: Van City Savings; Envision; Valley First; Affinity; Desjardins; Northern CPs 7
8 Our Success So Far 149 applications received from First Nations 60 First Nations approved for Credit Enhancement over $645 million, and Capacity Development 33 First Nations approved for Capacity Development only 56 applications under review Almost 70 First Nations have used capacity development more than 500 initiatives 8
9 # of First Nation Applications Received by the Fund / Total # of FNs in each Prov./Territories (as of September 19th 2014) 0/0 7/14 1/33 48/202 13/47 10/43 6/40 LB 9/75 46/134 9/35 9
10 Membertou 10
11 M E M B E R T O U 11
12 Membertou 12
13 Cree Nation of Wemindji 13
14 Cree Nation of Wemindji 14
15 Cree Nation of Wemindji 15
16 Atikameksheng Anishnawbek 16
17 Atikameksheng Anishnawbek 17
18 Atikameksheng Anishnawbek 18
19 Tk emlups 19
20 Tk emlups 20
21 Tk emlups 21
22 Tk emlups 22
23 What happens when a First Nation is approved for Capacity Development? Letter of Agreement signed, good for up to 3 years Identifies areas of financial support from the Fund in financial management, governance and community commitment As First Nation has time to work on specific initiatives, the deliverables and timelines are identified and costed 23
24 CD Financial Management CAFM; CAPA ;finance/accounting courses CGA; MBA; Bachelor of Management Training Accounting System training Finance department organizational analyses Finance policy development; Financial Administration Laws; Finance By-laws Risk assessments Tax administration Conference attendance e.g. AFOA 24
25 CD - Governance Land use planning Land mgmt development Land tenure systems Land use laws GIS software training Zoning bylaw development Engineering studies HR policy review & training Trust mgmt workshop Performance mgmt plan Matrimonial Real Property Laws Housing policy review & development Housing authority workshops Housing authority Terms of Reference Community housing strategy Comprehensive community plan Committee training Lot surveys for marketbased housing 25
26 CD - Governance Various training sessions for First Nations leadership & staff : Lateral violence Employment law Construction project mgmt Client counselling Management and supervision Law & Risk management Real estate licensing Radio production Communications including website design and social media Certified Lands Manager Training Household hazardous waste Financial literacy 26
27 CD - Community Commitment Community workshops for members about: Home ownership Home maintenance Tenancy agreements Arrears management Credit and credit ratings Managing money, credit and debt Roles & responsibilities of tenants/occupants Construction management Energy Efficiency Business Planning 27
28 First Nations Sustainable Development Standards Partnership between Atikameksheng Anishnawbek, the Assembly of First Nations and the Holmes Group Supported financially and humanly by the Fund Adopted by Atikmeksheng in December 2013 To be shared with other First Nations in the fall of
29 First Nations Sustainable Development Standards 29
30 Benefits of the Fund No fees or charges for our services Each First Nation determines their priorities for loans and capacity development Available to all First Nations who believe in households paying for their housing, even if they are not yet there Supports each First Nation s goals 30
31 First Nation application procedure 1. Complete the Self Assessment for capacity consideration to determine FN Capacity Development needs. 2. Complete the Application for the Credit Enhancement Facility to support CE determination. 3. Gather and submit above with supporting documentation: BCR supporting application Min. 3 years of consolidated audited financial statements. 4. Mail application and documentation to our office and participate in site visit once arranged. 31
32 FN announced for Credit Enhancement as of July 16, 2014 Miawpukek NF Membertou NS Lac La Ronge SK Batchewana ON Onion Lake SK Atikameksheng 32 Anishnawbek ON Whitefish River ON Champagne & Aishihik YK Pic River ON Lac Seul ON Waswanipi QC Flying Dust SK Okanagan BC Wikwemikong ON Siksika AB T it q et BC Eastmain QC Tsawout BC Sagamok ON Seabird Island BC Tk emlups BC Moose Cree ON Serpent River ON Curve Lake ON Mohawks of the Bay of Quinte ON Adams Lake BC Garden River ON Hiawatha ON M Chigeeng ON St. Mary s BC Neskonlith BC Nipissing ON Mississauga ON Wemindji QC Henvey Inlet ON Beausoleil ON Wahnapitae ON Temagami ON Carcross/Tagish YK Penticton BC Aundek Omni Kaning ON
33 PENTICTON INDIAN BAND Turning Nightmares into Dreams (CANDO September 23, Nanaimo)
34 Turning Nightmares into Dreams The Beginning of the End In 2001 the Penticton Indian Band Community occupied and closed down the Administration office and all Band operations Like many First Nations we struggled with and faced many challenges: Governance and Administration Accountability and Transparency Capacity Government, Staff, Community - Education Communication Community Mistrust
35 Turning Nightmares into Dreams Where We Were No Vision No Goals No Training No Direction No policies : Finance, HR, Housing, Governance Staffing issues : Overstaffed, lack of qualified people No communication or relationship with the Community
36 Turning Nightmares into Dreams What Did That Mean? Spending what we didn t have Accumulative debt reached unmanageable levels Had to sign a 5 year Remedial Management plan under the supervision of AANDC One step away from 3 rd Party Management under AANDC Unable to provide housing for the Membership
37 Turning Nightmares into Dreams What We Needed to Do Eliminated non essential programs Reduced staffing by 30 % REBUILD RELATIONSHIP WITH COMMUNITY Acknowledge issues Assess where we are at Assess where we need to go How do we get there?
38 Turning Nightmares into Dreams Building Blocks for the Future Communication was the key to obtaining community input and the support for change :Establishing education requirements for key staff positions and Chief and Council, offering information sessions for Community learning and feedback Government and Administration focused on enhancing accountability and transparency to regain the trust and support of the Nation Adopting other First Nation Policies and Procedures Finance Human Resources Housing Governance
39 Turning Nightmares into Dreams Challenges and Barriers Community Buy In : The breakdown between Governance, Administration and Community was the biggest barrier to overcome. This is an ongoing challenge that we work on year to year. Everyone deserves and needs a voice Responsibility of Government and Administration to ensure everyone has a place and opportunity Responsibility of Members to take advantage of opportunities
40 Turning Nightmares into Dreams Challenges and Barriers Funding was second biggest challenge In a Remedial Management Plan Only essential program expenses were allowed No sources of revenue No funding sources to create policies, to offer training, to receive higher levels of education, not only for staff, but for membership as well
41 Turning Nightmares into Dreams The Next Level In 2010 the Penticton Indian Band and the First Nations Market Housing Fund (the Fund) created a partnership The Band recognized the importance of what the Fund had to offer in terms of capacity development support, would help us to the next level of excellence The Fund offered support in identifying what still needed to be done and where we needed to start
42 Turning Nightmares into Dreams The Benefits of Partnership Policy Development specifically for the Penticton Indian Band, created for the Community with Community input and support Finance Human Resources Housing Governance Management training Staff training, development and designations Community Engagement
43 Turning Nightmares into Dreams The Benefits of Partnership Identify Roles and Responsibilities of Council Electoral Policy Governance Policy Audit manual Revision of General Ledger Matrimonial Real Property Law Information Workshop for Community Input Special Events Policy Guidelines and Procedures for Economic Development opportunities for Band and Community Members as it relates to Events Chief and Council Code of Conduct, Conflict of Interest Workshop Constitution
44 Turning Nightmares into Dreams The Benefits of Partnership Succession planning Organizational Review Implementation of Finance Administration Law Multi- Year financial plans and budgets are prepared 31 Policies to strengthen Accountability, Transparency and Reporting Timely financial reporting Transparency and accountability
45 Turning Nightmares into Dreams The Benefits of Partnership The PIB has been approved for FMB Certification Can borrow long-term capital money Tells lenders and the rest of the world that PIB Maintains and uses a set of accepted and approved standards for governance and business practices Is accountable and transparent Is a strong Government
46 Turning Nightmares into Dreams Where are we now Currently have 3 Band owned business that create profits for Community programs and needs Economic Development Office has partnered with investors for the development of a 600 home development complete with a winery and golf course The Band employees anywhere from people in a year We have built a new School We have built a Daycare We have built a state of the art Health Center
47 Turning Nightmares into Dreams What We have Planned Community Center Sports Complex Administration Building Adult Education Center Multi-Unit Housing Complexes Sewer Plant
48 Turning Nightmares into Dreams What We Have Learned Report on performance to Community not funders Finances Have we achieved our plans? How does the Community judge our performance? Are Community Values and Culture reflected and supported by our programs, actions and activities?
49 Turning Nightmares into Dreams TOOLKIT FOR SUCCESS PERFORMANCE MANAGEMENT Strategic Plans Work Plans Policy and Procedures Competencies and Job Descriptions Ongoing Monitoring Performance Reporting Community Chief and Council Staff Program Organization
50 Turning Nightmares into Dreams TOOLKIT FOR SUCCESS COMMUNITY PLANNING Empowers Community Improved Performance Chief and Council Management Staff Community Economic Development Protects Resources Celebrates Traditions and Cultures Promotes Healing
51 Turning Nightmares into Dreams TOOLKIT FOR SUCCESS COMMUNICATION Communication is the key to every First Nations success There are many ways to communicate with Community Door to door Telephone Website Bulletin Boards Social Media Complaint/Suggestion Boxes Meetings/Workshops/Information Sessions Brochures Surveys TV/Radio
52 Turning Nightmares into Dreams What We have Learned (Osborne & Gobler, Reinventing Government) What gets measured gets done If you don t measure, you can t tell success from failure If you can t see success you can t reward it If you can t reward success, your probably rewarding failure If you can t recognize failure, you can t learn from it If you can demonstrate results you can win public support
53 Turning Nightmares into Dreams
54 Turning Nightmares into Dreams
55 Turning Nightmares into Dreams
56 Turning Nightmares into Dreams
57 Turning Nightmares into Dreams
58 Turning Nightmares into Dreams
59 Turning Nightmares into Dreams
60 Want more information? Contact us Visit our Website Talk to First Nations reps like Penticton Indian Band Deborah Taylor Tabitha Eneas 60
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