This guidebook is about First Nations developing their own approaches to evaluating how well community programs are achieving community goals. It presents ideas and options for First Nations to consider in developing self-evaluation tools that reflect Aboriginal communities, traditions and priorities.
A product of AFOA Saskatchewan Chapter - The Sample First Nation Operations Manual focuses on the reporting and financial management responsibilities of a financial officer of an average-sized First Nation. It covers Organizational structure, Government & Administration, Finance, Housing & Public Works, School Programs, Post-secondary Educational Program, Lands & Resources Program, Health Program, CFS Program Social Development Program, Employee Management and Codes of Conduct.
As part of the Distributed Knowledge Sharing System initiative (See Distributed Knowledge Sharing System) AFOA has collected a number of samples of First Nation financial codes and policies from across the country - they are provided in this document courtesy of the source First Nation community or organization credited. These First Nation communities and organizations have agreed to share the results of their hard work with the understanding that the information contained is copyright owned by the First Nation.
Disclaimer: The following sample financial policy/procedural templates have been reviewed and certified by the Aboriginal Financial Officers of Canada (AFOA) as meeting Generally Accepted Accounting Principles (GAAP). Any resemblance to an existing First Nation community/organization’s financial code is entirely coincidental, or permission to share has been obtained and credited to the source First Nation community/organization.
Strategic planning and accountability type activities have been around for a long time. Individuals and organizations constantly look for new and innovative ways to improve what they do in these areas. In reality, some are more active at planning and some are more sophisticated in their approach. Strategic management has been thrust into the spotlight in the last decade as individuals and organizations realize that organizational success is often linked to results from enhanced activities in this area.
This course material deals with complex matters and may not apply to particular facts and circumstances. As well, the course material and the references contained therein reflect accounting standards and practices which are subject to change. For these reasons, the course material should not be relied upon as a substitute for specialized professional advice in connection with any particular matter.
Volunteerism is an important aspect of professional growth. If we are to reach the highest possible standards in Aboriginal management and governance, AFOA members have an obligation to volunteer their time and expertise for the betterment of the profession. The rewards are both personal and professional.
This course is a survey of the history of Aboriginal Peoples. Because the breadth of the course is substantial, i.e., from pre-contact to the present, ten modules are insufficient to permit a comprehensive and detailed study of the chronological history of Aboriginal Peoples. This course does enable a study of several significant periods in the political and economic history of Aboriginal Peoples sufficiently that one’s understanding of a general history of Aboriginal Peoples is enhanced.
This is the fourth course in the Certified Aboriginal Financial Manager Program. It offers Aboriginal financial managers the opportunity to learn about current practices/activities that support and enable organizational high performance and accountability.