This website will change as a result of the dissolution of Indigenous and Northern Affairs Canada. Consult the new Crown-Indigenous Relations and Northern Affairs Canada home page or the new Indigenous Services Canada home page.
This website will change as a result of the dissolution of Indigenous and Northern Affairs Canada. Consult the new Crown-Indigenous Relations and Northern Affairs Canada home page or the new Indigenous Services Canada home page.
Community is highly developed and encourages learning and innovation, while respecting history and culture. Community shares resources with others and regularly monitors itself, continuing to enhance capacity.
Action: Community undertakes regular reviews and reflection activities to maintain or enhance stage / phase.
Community is undeveloped. Limited sharing of resources or recognition of value of a community.
Action: Community can (re)form through the identification of and action of influential and respected leaders (elected or unelected).
Community recognizes the importance of vision and long-term planning; is able to move in this direction.
Action: Community can engage in planning, meaningful consultation of its members, and working towards the development of strategic thinking and planning, and, ultimately, identifying community-wide values, distinct community characteristics and a vision.
Community exists but has significant problems, making anything but survival and fulfilling short-term needs impossible.
Action: Community can advance through focus on small, non-political, trust-building projects to build success, respect, confidence, relationships and skills.
The challenge of developing innovative and entrepreneurial communities is in ensuring that the communities have a clear picture of where they are at and where they want to go. This enables a better match of the tools available with both the capacity of the community and the hoped for goal. For example, while strategic planning may work for some communities, the planning process may also lead to frustration and failure in other communities that do not have the necessary trust, social capital or capacity.
Anyone within a community or organization can begin this conversation. The Matrix can be used for geographic communities, communities of interest, or even communities within communities. One city manager used the Matrix for polling city councillors about the state of local social, arts, business, and cultural communities.
The Matrix-based process can be undertaken by a group that represents the diversity within the community. Or, it can be used to assess the differences in perceptions among various groups in the community: seniors and youth, long-time residents and new-comers; business leaders and social service agencies; service providers and clients.
Use the Matrix to stimulate conversation in your community: Which phase are we at? Are different sectors of the community - youth, arts, business etc. - at different stages? How far have we come?
Members of the community participate in a conversation to determine together what phase or stage their community is at on the Matrix. This can be a formal or informal process. Each phase of the Matrix is accompanied by suggestions for action to progress through the stages.
Community members can identify where they want the community to be (there is an alternative!) and the incremental steps that can be taken in order to get there. Our experience has taught us that communities, like families, feel they are more dysfunctional than they really are. Knowing there are others out there like you is a liberating thought. The Matrix also provides some common language and terminology that allow those conversations to take place, and it seems to be an excellent way to show progression.
The Matrix can be self-administered or CIEL staff can facilitate a session with individuals or community groups. The Matrix works as a rough gauge to enable a community to develop a self-portrait, as it were. The Matrix harnesses the perceptions of citizens and leaders to gain an understanding of the community.
Most importantly, the community together can identify where they want to be and the incremental steps that can be taken and the resources needed by the community in order to get there. Communities can move forward or backward around the Matrix cycle. Progress can be uneven and is not necessarily linear. Some communities require huge leaps or paradigm shifts to move from one stage to another.
CIEL recognizes that no community is one-dimensional and that once the conversation gets started, it can be useful to assess the different characteristics that make up a community or organization. We have entitled these "Connectivity and Co-operation"; "Vitality";
"Inclusivity and Community Values"; "Leadership"; "Strategic Capacity"; "Community Sustainability"; and "Community Entrepreneurship".
For those who wish to delve more deeply into what "makes their community tick", CIEL staff can guide a Matrix-based process that examines each of these characteristics. We are also developing a free on-line assessment that can enable a community to assess their vitality across these categories and match them with some suggested tools.
Contact the CIEL office or visit our website for more information.
Toll free: 1-800-661-1395
info@theCIEL.com / www.theCIEL.com
|Cover Letter||Introduces your proposal||1 page|
|Title Page||Professional look||1 page|
|Table of Contents||Reference||1 page|
|Umbrella statement of your project and summary of the entire proposal||1 page|
|Background||About your organization and the community it serves||1 paragraph to 1 page|
|Project Rationale||Why is this project necessary||1 to 2 pages|
|Project Goals & Objectives||Results||1 page|
|Program Description||Nuts and bolts of the project: activities, responsibilities, time lines||1 to 3 pages|
|Budget||Financial description of the project plus explanatory notes||1 page|
|Partnerships||Describe any partners that may be participating in the project, as well as
the benefits of the partnership (cost-sharing, mentorship, training, etc.)
|1 paragraph to 1 page|
|Project Evaluation||How you will measure the success/results of your project||1 to 2 pages|
|Follow-up||Sustaining your project||1 page|
|Appendices||Supporting documentation||As required|
The purpose of the planning team is to support and guide the development of a Comprehensive Community Plan (CCP). The planning team may continue to provide support during the implementation and monitoring/ evaluation phases of the planning process.
As much as possible, the planning team will be representative of the community as a whole and may include representatives of
It is recommended that the planning team size not exceed 15 members to ensure it can carry out its work as effectively and efficiently as possible.
Participation in the planning team is voluntary. Planning team members are committed to making the CCP process a success and are accountable to all First Nation members. They take their voluntary role seriously and agree to attend regular planning team meetings. Planning team members are encouraged to serve on the planning team for defined periods of time. (e.g., two years)
Led by the Planning Coordinator, the planning team will:
More specifically, the planning team will:
The planning coordinator will act as the chair and secretary of the planning team. He/she will:
The planning team will base its activities, recommendations and decisions on the direction received by the community. The planning team will endeavour to make any decisions by consensus. If consensus cannot be achieved and the decision directly affects a recommendation for the implementation or revision of the CCP, the planning team will seek community input, or include a dispute resolution clause in the plan.
This checklist provides a starting point to lead the community through the key steps in each planning phase.
Background Information gathered on:
Common issues and strengths identified by the community in the key areas of:
Common goals and objectives identified by community in the key areas of:
Projects and Activities identified in the key areas of:
(adapted from Community planning)
|Tasks||Roles of Participation||Participation Mechanisms|
|Visioning and Values||
|Identifying Issues and
|Identifying Goals and
|Community and Leadership
Monitoring & Evaluation
Community meetings are semi-formal events to request input, report on progress, or gain endorsement for stages in the planning process. Provide the community with ample notice of the meeting's date and time, location, and agenda. Distribute the results of the meeting afterward. Consider incorporating social or traditional content into the meeting, through a dinner, dance, or other traditional activity. Visual aids such as maps, charts, posters, or models can help the progress of the meeting.
Not everyone is able to attend community gatherings, and some members might be uncomfortable in larger settings. Informal home visits between a member of the planning team and an individual or family group is a good way to collect information throughout the planning process. Home visits and mobile presentations are one way to ensure that everyone has the opportunity to participate.
A focus group is a small group of people who works through an issue in workshop sessions. They might be a special interest group of youth, managers, Elders, etc. Focus groups provide a comfortable setting to work collaboratively, include each member's input, and generate new ideas. Focus groups can seek solutions to particular problem areas; if an issue arises, draft five to six questions for the focus group to discuss in informal yet structured conversation.
An open house is an informal event with no set agenda and is accessible to the public for an extended period of time. Clear and thorough advertising is required to ensure a good turnout. Open houses encourage the involvement of individuals who may not be comfortable voicing their opinions in front of a larger group. Community members can browse displays, read through information, and make notes and suggestions on maps and flipcharts.
Community surveys are useful tools to collect data, gather opinions on options, and gauge support for the process. For mail-out surveys where the community member fills in the answers themselves, questions must be clear and concise, and not require undue effort from the individual providing feedback. For surveys conducted one-on-one with individuals by planning team members, questions can be broader and more open-ended. To collect a higher number of surveys, some communities have chosen to offer prizes with winners drawn from all returned forms.
A regularly published newsletter (weekly, monthly, each planning stage, etc.) will help keep residents and off-reserve members informed of the planning process. Establish a simple visual format to make newsletters look consistent throughout the stages of planning. Newsletters can be delivered to homes, mailed to off-reserve residents, emailed, or posted on a website. Information on proposals or projects will allow people to digest the data and have formal discussions prior to community meetings.
A (semi)permanent planning centre or planning room in a politically neutral building may create new opportunities for discussing important issues and reaching greater numbers of community members. Encourage the community to drop in to browse displays of maps, photographs, large-scale models, and information on community planning and its importance. An anonymous suggestion box may encourage further input.
Create a community planning website to describe the planning process, give updates on the planning process, and provide contact information for planning team members. Post newsletters, meeting dates, and agendas on the site, and ensure the information is regularly updated. Provide links to other websites of your Nation (e.g., band administration website or Treaty website).
Creating a Facebook group is a great way to engage members (on reserve and off) in the planning process.
A mapping exercise may be best conducted during focus groups, at the community planning centre, or during open houses. Begin with a base map — such as an aerial photo, blank map, or survey map — and encourage community members to draw on the map to identify areas of importance. These important areas could include subsistence areas, landmarks, flood areas, water sources, sacred sites, watershed protection areas, gravel sources, geological features/barriers, community buildings, airport, housing areas, roads, etc. The map can then be used in developing land use designations and identifying future tasks to include in the comprehensive community plan.
Tours of the community, reserve lands, neighbouring lands, or potential Treaty Settlement Lands may help members visualize opportunities and concerns to be addressed in the community plan. These site tours can be fun and social events, and can help to generate interest and excitement in the planning process.
Involving the community in organized collaborative projects can help to create a spirit of cooperation about planning and build pride in the community. Examples of community action projects include cleaning up a stream or old dump site; community yard cleaning day; assisting the Elders with their yards and home maintenance; beautifying a public space; or repairing community assets, such as bus shelters.
Purchase a regular advertising slot on a local radio station to inform residents of upcoming community meetings and social gatherings, publicize newsletters, and provide planning updates. A talk show involving members of the planning team, community members, and political leaders can be useful for discussing important community issues.
Plan a community planning activity week including activities that involve people of all ages, such as:
With other First Nations, develop a regional non-governmental agency to act as a planning resource and training centre. First Nations persons with a background in planning should staff the centre; provide training, support and insight into community planning; and undertake long-term broad monitoring.
The development of a community constitution can help to support planning through establishing a common community vision, ensuring public involvement in the governance and decision-making processes, and creating accountability and monitoring mechanisms.
It is essential that leadership stay involved with, and supportive of, the planning process. As Council's role is to initiate the process, provide leadership and encouragement, and direct administration through the process and implementation, they must have a working knowledge of the plan and its contents, and also represent their vision of the community. The planning team should meet especially with Council to gather information about the community, ask for input and ideas during each stage, discuss administrative changes that will enable implementation of the plan, and obtain acknowledgement of the community's endorsement of the plan.
Band administration and staff are excellent sources of information, particularly during the more detailed planning stages of identifying strengths and issues, setting goals and objectives, and setting tasks. Because administration will be responsible, in large part, for implementing the plan, all staff should be familiar with the plan, particularly the projects in their area of responsibility.
The Elders are an essential support structure for the planning process. Their input should be sought out during each planning stage, particularly for traditional, cultural and historical knowledge, and their unique program and service needs.
Liaising with, or assembling a group of, family heads is an excellent way to disseminate planning information and generate support for the project. Family heads could be designated to stay informed of the planning progress or sit as members of the planning team, communicate with family members and solicit their input, and provide this input back to the planning team.
As "leaders of tomorrow," youth should be encouraged to participate in the planning process. Create a youth council or focus group to provide input, and organize special youth activities in each planning stage. The youth should be heavily involved in the visioning process, as well as in identifying goals and objectives, and program and service needs.
Within each community, there are numerous other groups that the planning team may be able to access, or make presentations to. These other groups may include traditional and cultural societies, business groups, sports clubs and groups, women's support groups, religious groups, and others.
Additional considerations may include engaging on vs. off reserve members, or providing child care to encourage participation of parents. Venue, day, time of day and time of year are all important factors to ensure broad participation.
The planning team will make a series of presentations throughout the planning process. Some tips for an effective presentation:
are you sharing?
|How often?||Message||Content creator||Deadline/
|Chief & Council|
In order for the CCP to be a relevant, useful document for the community, the planning team and community must lead the planning process. Many communities who are successfully implementing their plan have not engaged the services of a professional planner. In some cases, however, there may be a role for a consultant to provide expertise and contribute to building planning capacity in the community.
You may wish to seek referrals and recommendations from other First Nations who have had positive experiences with specific planners. Try not to engage consultants with a "prepared" approach to comprehensive community planning — a good planner will listen to you, work with you and propose an approach that reflects your community's unique situation.
Send a one page letter to potential planning consultants asking if they would be interested in participating in your community's comprehensive community planning process. The letter should outline expectations, planning timelines and a deadline to contact you to receive the Request for Proposal.
The Request for Proposal (RFP) expands upon the one page letter and contains detailed terms of reference for the comprehensive community plan. These terms of reference will help the consultant formulate a proposed budget for the work. Details may include the number of meetings or workshops the consultant will lead, what deliverables are required (such as reports or workshop handouts), what the expected interaction with the project leaders will be, what the timeline will be, etc. Consider whether or not to reveal your budget if a consultant requests project details. Your response may be: "I cannot reveal the budget, but it is within the costs normally associated with this type of project."
When working with consultants, it is important that the role of the consultant is that of an advisor, and not the leader or decision-maker. It is important for the consultant to help build and leave capacity in the community. When preparing the RFP and negotiating the contract, think about ways that you might integrate capacity building for your community. For example, the consultant can act as a mentor and trainer to members of the planning team, or can agree to hire interns from the community.
Evaluate the consultants' submissions using a "matrix" with criteria to judge the submissions. If there are a number of submissions, it is often advisable to have a group/committee involved in the evaluations. If possible, evaluations should be undertaken without reference to company names (although this is sometimes impossible). As an alternative, a group/committee can evaluate the submissions but not assign company names to the final evaluation matrix, so that when presented to Chief and Council or the planning committee for review, decisions can be based on the evaluation, without knowledge of specific companies. Company names and individuals are eventually revealed, but an evaluation matrix assessing a number of important factors (without reference to the companies or individuals involved) is an invaluable tool for objective decision-making. Reference checks can then be made once the list is shorter to double check their reliability, honesty and overall fit with the community. Presentations and/or interviews can also be held with a shorter list of candidates.
Prepare and sign a financial contract with the consultant. The contract should contain the RFP/Terms of Reference for the planning study; the proposed work plan and time frame; the consultant's submission, based on the terms of reference; and, other details regarding liability, insurance, costs and payment schedule. The final contract should be signed by the consultant and Chief and Council.
After completing the following forms, you will have an overview of the programs, services, infrastructure, utilities and capacity building assets and needs in your community. Feel free to create similar charts to gauge other community needs and priorities.
|Land use planning|
|Arts & crafts|
|Economy||Human resource development|
|Community economic development|
|Economic development corporation|
|Job/Type||Number of Jobs||Filled by Community Member?||Time||Wage|
|Lands & Resources|
|Lands & Resources|
|Lands & Resources||
|1||25 – 50 years from now…
|2||What are our most treasured traditions and principles that we want to preserve and practice into the future?|
|3||What do you want our community to be remembered for by
generations to come?
|Key Planning Area||Goals||Objectives||Projects/Activities||Deadline / Timeframe||Person Responsible|
|Key Planning Area||Goals||Objectives||Projects/
|Deadline / Timeframe||Person Responsible|
When creating budgets it is important to look at three aspects of the project:
|Collect revenue sources||
|Schedule of travel||
|Rent and utilities||
|Equipment and furniture||
|Collect all relevant data||
|Research cost of planned expenditures||
|Establish time lines for budget process||
|Prepare a schedule of monthly cash receipts||
|Create supporting schedule for each expenditure category||
|Calculate total expenditures||
|Prepare cash budget||
|Arrange interim financing||
|Or…adjust to even out flow of cash||
|Use zero-based budgeting where applicable||
|Present budget for approval||
|Compare budgeted items with actual results||
|Make operating adjustments||
Asking the questions provided in this tool is a good way to get started on a project. Fill it out with as much detail as possible. When this form is completed, it can form the basis for reports to the community and administration, as well as for funding proposals.
|What is the project or program?|
|Why is the project or program important?|
|How does it fulfill the community's vision?|
|Who will work on the project or program?|
|Who can you partner with?|
|How much will it cost? (budget)|
|Where will the funding come from?|
|How will it be completed?|
|Who is the project for?|
|What mentorship, training, or employment opportunities will be involved?|
|Where will the project or program take place?
|How will you know if you've achieved the objective? (identify indicators for monitoring & evaluation)|
|How long will it take?|
Before implementing a project, policy or program, it can be helpful to develop a work plan and timeframe in the form of a bar chart. Below is a simple example bar chart for developing a youth/Elder cultural mentorship program:
|Research other mentorship programs|
|Consult Elders and youth for ideas/feedback|
|Develop proposal for program|
|Apply for funding|
|Create mentorship/mentee forms|
|Match mentors to mentees|
|Orientation for mentors|
|Launch of mentorship|
|Write article for newsletter|
|Write funding progress report|
|Project Phase / Milestones||Major Task / Activities||Estimated Time Frame||Responsibility / Lead||Required Resources||Status / Comments|
|What are the major steps that need to be taken to achieve the goals of the project?||What tasks and activities need to happen under each project phase or milestone?||When does each simple action step have to be completed by?
Some timelines may already be set for you (e.g., funding application deadlines) so you will have to build your work plan around them.
(TIP: Include both the start and completion dates to help ensure enough time is budgeted to complete each task.)
|Who is responsible for ensuring the action step is completed?
Each simple action/step should be allocated to a specific person (or persons) for action; this person is known as the "lead."
|What might be needed in order for each step to be completed?
(e.g., is printing or administrative support required?)
This should be reviewed with the lead.
Prioritizing and sequencing the long list of projects, policies and programs identified by community members is critical to ensuring that the time, resources and energy invested into implementation have the greatest possible benefit for the community.
There are a number of different decision tools you can use to prioritize actions, each with different uses, benefits and degrees of sophistication. Dotmocracy and the Money Game (see the next page) are very useful tools to get a quick read of top priorities. Using more specific criteria to analyse, evaluate and determine priorities for a CCP can lead to decisions that are more defensible, less risky and result in greater long- term benefits for the community.
Basic Tenants of Decision Analsysis:
Some questions to consider when prioritizing actions (policies, projects and programs) include:
For each action, you can reflect on specific criteria such as how well the community's objectives (e.g., protect land) are met, or by various implementation criteria (e.g., available resources). Both qualitative (e.g., high/medium/low) or quantitative (e.g., assigning scores between 1-5) scales can be used to rank, score and finalize community priorities. An even more sophisticated approach is to weigh each criterion. For example, how well the activity aligns with the community's values (objectives) may be more important than how long it will take to implement. A simplified ranking table can help show the tradeoffs between certain actions.
|Enhance Culture||Create Employment||Score/Rank|
|Youth/Elder Mentorship||High (25)||High (25)||Low (5)||(55)
|Housing Strategy||Med (10)||Low (5)||Med (10)||(25)
|High School Tutoring Program||Low (5)||Med (10)||Med (10)||(25)
|Cultural Centre||High (25)||High (25)||High (25)||(75)
|Action||Resources Available||Capacity Available||Champion to lead||Score||Rank|
|High School Tutoring Program||3||3||5||11||#2|
There are a number of different decision tools for determining priorities including:
Dotmocracy – Each project name is written on its own blank piece of paper and taped onto a wall. Each participant is given three dots (stickers) and they can place dots next to the projects that are most important to them. Tally the dots and you will get an idea of which projects are the highest priority for the community. You could also give each participant some green dots, and some red dots – red for highest priority, green for most "do-able".
Money Talks – Each project name is written on a piece of paper and taped to the wall. A box or paper bag is placed under each project name. Each participant is given an equal amount of play money (the amount is up to you). The participants divide up their money into the projects as they see fit. At the end, the money in each bag is tallied and you will get an idea of which projects are high priority.
(Please note: The resources section provides some sources that you may find helpful. However, it is not intended to be an exhaustive list and you may wish to consult other sources.)
|Community Development and Planning||BC Capacity Initiative||INAC||To enhance the capacity of First Nations who have asserted Aboriginal title. Funding is available in the following areas: preparation for negotiations, consultation, management and implementation.||BC Capacity Initiative
|Capital Support||INAC||Services and funding for physical development planning in First Nations communities, including for community infrastructure, housing and facilities. The funding provides support for feasibility studies, surveys, design, construction and commissioning.||INAC Capital
|Treaty-Related Measures (TRMs)||Treaties and Aboriginal Government, INAC and provincial Treaty Negotiations Office||TRMs can be used in a variety of ways to move specific issues forward at treaty tables, such as studies to generate information that will expedite specific treaty negotiation issues; protection of Crown land for treaty settlements; land acquisition for treaty settlements; First Nation participation in land, resource, and park planning and management; and economic and cultural opportunity studies.||1-800-567-9604
|Professional and Institutional Development||INAC||To develop the capacity of First Nation and Inuit communities to perform core functions of government, by funding governance-related projects at the community and institutional levels.||1-800-567-9604
|New Relationship Trust||New Relationship Trust||The NRT is an independent non-profit organization dedicated to strengthening First Nations in BC through capacity building. A key goal of NRT's Capacity Initiatives is to provide BC First Nations with access to information and knowledge that is essential to successful Nation building.||Lana Plante
New Relationship Trust
|Community to Community Forums (C2C)||Union of BC Municipalities, First Nations Summit||The C2C Forum is a provincially and federally sponsored program in which "host" communities that hold a forum can get half of allowable costs covered. The forums are about opening lines of communication and building relationships between neighbours (local governments and First Nations).||Local Government Program Services
First Nations Summit
|Grant Database – Civic Info BC||Clearing house of various funding sources from federal, provincial and non-governmental sectors||An electronic database providing information on sources of funding for community development in BC. Most of the programs listed are funding-oriented, however, programs that provide other forms of support are also listed. The primary focus is support for social, economic and environmental community development initiatives. Contact information for each program is provided to facilitate direct access to current and updated program information.||Grant Database|
|Economic Development||Aboriginal Business Entrepreneurship Development||All Nations Development Corporation, INAC, Nuu-chah-nulth Economic Development Corporation, Tale’awtxw Aboriginal Capital Corporation||Business services and support, including repayable and non-repayable financial contributions, to aboriginal individuals, associations, partnerships or other legal entities which are wholly or partly owned or controlled by Aboriginal people, on or off reserve.||Aboriginal Business Entrepreneurship Development
|Community Economic Development Program||INAC||The Community Economic Development Program (CEDP) provides core, formula-based, financial support for eligible First Nations or their mandated organizations. CEDP funding activities include economic planning and other community economic support services.||INAC
|Community Economic Opportunities Program||INAC||The Community Economic Opportunities Program (CEOP) is a proposal-driven program designed to support eligible First Nation community initiatives that will lead to community economic benefits. Eligible activities include employment and economic planning, negotiations, infrastructure and feasibility.||INAC
|Western Economic Diversification||Western Economic Diversification||WD invests in community-driven projects and other initiatives designed to increase productivity and competitiveness, and improve the quality of life in western communities. Funding is available for community projects that support at least one of WD's strategic priorities: innovation, entrepreneurship and community economic development.||Western Economic Diversification
|Indigenous Forestry Initiative||INAC and Natural Resources Canada||To enhance the capacity of First Nations to manage sustainable reserve forests and to operate and participate in forest-based businesses; to increase First Nations cooperation and partnerships; and to investigate financing mechanisms for First Nation forestry development.||INAC
|Environment||The Green Source||Environment and Climate Change Canada||A resource guide prepared by Environment and Climate Change Canada that identifies numerous sources of funding for environmental projects. It includes information on public and private sector programs and organizations that provide assistance, labour costs or in-kind donations to community groups.||The Green Source
|Land Management||First Nations Land Management (FNLM)||INAC||A range of courses and funding for First Nations involved in land management for reserve lands through First Nations Land Management (established under the First Nations Land Management Act). This includes land holdings and transfers, additions to reserves, designations (zoning), leasing and permitting.||Lands Advisory Board Resource Centre
|Real Estate Foundation of BC||Real Estate Foundation of BC||The Real Estate Foundation of BC supports real estate and land use practices that contribute to resilient, healthy communities and natural systems. The three grant program areas of focus are: 1) Built Environment, 2) Fresh Water Sustainability, and 3) Sustainable Food Systems.||Real Estate Foundation of BC
|Social Development||Social Development Program Management Infrastructure Initiative||INAC||Funding to build and/or enhance social development program capacity within First Nations, including community support and multi-community planning.||INAC
|Wage Subsidy, Internships
|Indigenous Labour Market Programs||Employment and Social Development Canada||Indigenous labour market programs are available to increase workforce participation and help First Nations, Métis and Inuit people prepare for, find and maintain employment.||Indigenous Labour Market Programs
|Housing Internship Initiative for First Nations and Inuit Youth||Canadian Mortgage and Housing Corporation (CMHC)||Provides work experience and on-the-job training for First Nations youth to assist them in pursuing long-term employment in the housing industry. Work experience and on-the-job training must be related to housing activities, such as housing administration, construction, renovation, maintenance, and client counseling, among others.||Housing Internship Initiative
|Youth Employment Strategy||INAC and First Nations Education Steering Committee||Goals are to emphasize the importance of education for effective labour market participation, and provide opportunities for First Nations and Inuit youth to improve their job skills. There are four programs under the Youth Employment Strategy umbrella: Science and Technology Program; Career Promotion and Awareness Program; Student Summer Employment Opportunities Program; and Youth Work Experience Program.||First Nations Education Steering Committee
First Nations and Inuit Youth Employment Strategy
|Funding for Implementation||Northern and Aboriginal Crime Prevention Fund||Public Safety Canada||In order to effect positive changes in risk and protective factors and foster crime prevention in Northern and Aboriginal communities, NACPF will support: 1) the adaptation, development and implementation of innovative and promising culturally sensitive crime prevention practices (focus on at-risk children and youth, and high-risk offenders); 2) the dissemination of knowledge and the development of tools and resources for Aboriginal and Northern populations; and 3) capacity building as a means to explore ways to develop or implement culturally sensitive crime prevention practices among Aboriginal and Northern populations.||National Crime Prevention Center National Office
|Programs and Services Overview and Contacts||First Nations Health Authority||Provides information about health-related programs and services available to First Nations and Inuit. The compendium includes program descriptions; program elements, goals and objectives; and information about different types of service providers and their qualification requirements.|
|Species at Risk – Public Registry||Environment and Climate Change Canada||Several programs are available to support First Nations communities to build capacity and undertake projects related to Species at Risk.||Species at Risk|
|BC Hydro Corporate Donations||BC Hydro||BC Hydro provides support to community-based, non-profit organizations and registered charities that are active in one of the key funding areas: 1) environmental sustainability, 2) youth and lifestyle, or 3) community leadership.||BC Hydro
|RBC – Community and Sustainability||RBC||RBC helps communities around the world by funding many different initiatives through donations and sponsorships.||Community and Sustainability|
|Computers for Schools||Industry Canada||The Computers for Schools (CFS) Program is a national, federal government-led initiative that operates in cooperation with all provinces and territories, and the private and volunteer sectors. Program funding recipients collect, repair and refurbish donated surplus computers from public and private sector sources and distribute them to schools, public libraries, not-for-profit learning organizations and Aboriginal communities throughout Canada.||Mary-Em Waddington
Computers for Schools
|Grants directory||Canadian Subsidy Directory||The Canadian Subsidy Directory (database) offers continuously updated information for non-profit organizations, businesses, municipalities, individuals and Aboriginals. The database contains more than 3,200 subsidies, grants or loans offered by various Canadian governments, agencies and foundations.||Grants directory|
Aboriginal Financial Officers Association of Canada
Native Education Centre
Ph: 604-873-3772 ext. 328
Nicola Valley Institute of Technology
Northwest Community College
Simon Fraser University (Continuing Studies)
University of Northern British Columbia (First Nations Studies)
University of Victoria
Simon Fraser University
Social Planning and Research Council of BC
University of British Columbia
University of Northern British Columbia
Simon Fraser University
Ph: 604-291-3321, 604-291-4659
Thompson Rivers University
University of British Columbia
University of Northern British Columbia
Sauder School of Business – University of British Columbia
Simon Fraser University
Assembly of First Nations – First Nations Guide to Housing Policy
Aboriginal Mapping Network
Ph: 604-682-4141 (Ecotrust Canada)
Canadian Centre for Community Renewal
Canadian Executive Services Overseas (CESO) Aboriginal Services
Ph: 604-986-4566 or 1-800-986-4566
Canadian Institute of Planners
Centre for Innovative and Entrepreneurial Leadership
Federation of Canadian Municipalities
First Nation Alliance 4 Land Management
First Nations in BC Resource Portal
First Nations National Building Officers Association (FNNBOA)
First Nations Technology Council
Fraser Basin Council
Idea Rating Sheets
Natural Resources Canada
The Pembina Institute for Appropriate Development
The Planning Institute of British Columbia
Social Planning and Research Council of BC (SPARC)
Tamarack – An Institute for Community Engagement
Union of BC Municipalities
Aboriginal Financial Officers Association of BC. First Nations Financial Code Toolbox. North Vancouver: Aboriginal Financial Officers Association of BC, 2004.
Bopp, Michael, Judy Bopp. Recreating the World: A Practical Guide to Building Sustainable Communities. Cochrane: Four Worlds Press, 2011.
First Nations Public Service Initiative. First Nation Administrator: Primary Duties and Core Competencies. Vancouver: Aboriginal Affairs and Northern Development Canada, 2003.
First Nations Summit. Capacity Assessment for First Nations: A Guidebook, Survey Instrument and Model Resource Plan. North Vancouver: First Nations Summit.
Kaner, Sam. Facilitator’s Guide to Particpatory Decision-Making. San Francisco: Community At Work, 2007.
Indian and Northern Affairs Canada. Good Public Works Management in First Nations Communities: Building Capacity for Sound Public Works in First Nations Communities: A Planning Handbook. Ottawa: Minister of Public Works and Government Services Canada, 2000.
McBride, John, Graham MacDonell, Charlene Smoke and Colin Sanderson. Rebuilding First Nations: Tools, Traditions and Relationships. Burnaby, BC: Community Economic Development Centre at Simon Fraser University, 2002.
Phillips, Darrell. Moving Toward a Stronger Future: An Aboriginal Resource Guide for Community Development. Wanipigow: Little Black Bear & Associates, 2011.
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BC Assembly of First Nations. BC AFN Governance Toolkit: A Guide to Nation Building. Vancouver: BC Assembly of First Nations, 2012.
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Action Plan / Work Plan
Proposals for action, often in the form of a list of steps required, who should take them, and when.
The business plan is a written document that details a proposed or existing venture. It seeks to capture the vision, goals, current status, expected needs, defined markets and projected results of the business. Development of the business plan helps to clarify the organization's plans and direction.
A collection, synthesis, and analysis of community data, employing a type of SWOT analysis. Analysis includes identifying strengths, weaknesses, opportunities, threats, and causes in key planning areas of governance, lands and resources, health, social, culture, economy, and infrastructure development.
Through a method best suited to a community, such as through a vote, three-reading process, or other mechanism, the community endorses the final version of the Comprehensive Community Plan.
Different methods of engagement to gather community members' views and priorities can be used, such as dialogue sessions, consultation, outreach, kitchen meetings, and interviews.
Comprehensive Community Planning (CCP)
Comprehensive community planning is a holistic process that enables a community to build a roadmap to sustainability, self-sufficiency and improved governance capacity. It is a new approach to planning, where the process is steered by the community rather than a small group or committee.
Method of reaching an understanding of the needs and resources of a community with the active involvement of the community.
Thinking collectively about what the future could be for a community. Term used to describe group working processes which help a community to develop shared visions for the future of a site, area or organization.
Document that sets out, in writing and/or in maps and diagrams, the policies and proposals for the development and use of land and buildings in a community.
All aspects of planning for, and responding to, emergencies including natural disasters, fires and other emergency situations that may affect a whole community.
Environmental Impact Assessment
Process where all the potential impacts a development will have on the environment are identified and their significance assessed. This is increasingly becoming a statutory requirement before planning permission is granted by a local authority.
Examination of the viability of an idea or approach, typically resulting in a report.
Small group of people who work through an issue in workshop sessions.
Big picture, results-oriented statements about what a community or organization wants to achieve in fulfilling its mission and mandate.
The way a community organizes itself to best meet the needs of its citizens. Governance structures include the political bodies (typically Chief and Council, Boards of Directors), administration (staff), arms-length entities (Health or Treaty Societies), and community groups.
Indian Land Registry System
Database managed by Indigenous and Northern Affairs Canada containing information on all related registered land instruments, such as designations, surrenders, permits, and Certificates of Possession.
Measures used to track progress on achieving results. Indicators for community plans typically work best, and are most meaningful, when they are chosen by the community.
Land Use Plan
A land use plan designates the general location and intensity of a particular use, and is composed of detailed maps and written text. This plan can be used for policy and bylaw development governing uses.
A drawing representing a surface or area, used to support decision-making in planning processes. Typical maps used in a planning process are base maps, outlining current land use and infrastructure; resource maps (including topographical, aerial photographs, traditional use maps); and land status maps, such as those available through the Registry Index Plans (RIPS).
Physical plotting of various characteristics of an area in two dimensions. May be done individually or communally.
Stepping stones for achieving goals. They should contain measurable targets that can be evaluated. They should be able to meet the S.M.A.R.T test: specific, measurable, attainable, realistic, and realistic time period, for achieving results.
Official Community Plan
In British Columbia, the legislative requirement for municipalities to have community plans.
Measures that track progress on achieving results. Performance measures should be clearly defined and reliable, and help to determine if progress is being made toward desired results.
Public meeting with an emphasis on debate and discussion.
The effect arising from something or the benefit from a course of action.
Survey to identify local resources, including people, organizations, finance and equipment, among others.
Examination of risks arising from one course of action versus another course of action. Forms the basis for risk reduction and mitigation, including recommendations on communication activities, and financial and planning best practices.
Assessment of available skills and talent, also known as a skills audit or skills survey.
A plan setting out how a community or organization will achieve its missions, goals and objectives over the long term.
Mechanisms and processes for goals to be attained.
Determination of the strengths, weaknesses, opportunities and threats affecting a community or organization's ability to achieve its vision and mission.
Traditional Use Study
A study documenting traditional uses of an area over an extended period of time, including information based on interviews conducted with community members and research from historical documents. Can be part of baseline information for a community aspiring to develop a community plan.
Set of beliefs or standards that an organization or community believes in and operates from. Values guide day-to-day operations, linking operations and long term direction.
Identifies the future ideal state of where the organization or community intends to be.
This is the third edition of the CCP Handbook. We welcome your feedback — please contact us with comments and suggestions at:
Community Initiatives Manager
Indigenous and Northern Affairs Canada
Canada, BC Region
600-1138 Melville Street,
Phone: (604) 775-5110
Toll free: 1-800-567-9604
Fax: (604) 775-7149
Date of Printing: September 2016
Version: 3rd edition