To assist, prepare, implement, monitor and evaluate
all housing programs and housing-related activities within the community. A dedicated housing manager/director plays a key role in a
First Nation community by handling various responsibilities, from setting
policies to overseeing construction projects. It's important to understand your
community's needs before hiring and provide a clear job description to ensure
expectations are met.
Note that not all activities and responsibilities fall
solely on housing management, but may rather include collaboration between some
or all housing personnel, leadership, and tenants:
Policy and Governance: Addressing
the policies, regulations, agreements, and decision-making processes
established by government institutions and First Nations communities.
·
Assist the Chief
and Council to improve First Nation housing.
· Planning – recommend clients for approval to the
Housing Committee or the Chief and Council
·
Development of
policies and procedures.
·
Manage Housing
Committee/Board operations by planning and overseeing programs and
policies.
·
Update the
Housing Committee/Board manual.
·
Ensure the timely
execution of Housing Committee decisions and report on the progress of
initiatives.
·
It's essential to create budgets and annual financial reports to
track housing expenses effectively. Ensure that financial decisions align with
policies and regulations and that financial data is utilized to make decisions
that support the housing objectives (added point).
o Financial
Management
o Budgets
and Forecasts
o Finance
and Funding
o Financial
Funding
o Reporting
Asset
Management in Policy and Governance
o
Submit monthly
reports to the Housing Committee/Board.
·
Supervise Housing
Committee/Board, staff and administration.
·
Promote housing
policies to their members and tenants.
·
It's crucial to have land available for new units, which might
involve working with local governments to find unused housing/land.
·
Strong housing policies also ensure that standardized tenant
selection procedures are followed.
o Waiting
List
o Application
Assessment Criteria
o Overcrowding
and Re-allocation
o Points
Allocation Process
o Rental
Agreements
· Each First Nation requires a clear written maintenance
policy outlining the responsibilities of both tenants and the Nation. This
policy should specify what tenants are prohibited from doing, the required
standards, and how they should inform the First Nation of any needs.
o Maintenance Policy
· Each First Nation
should have a clear policy regarding tenants’ roles and responsibilities, and
rights as tenants and expectations of what may happen in the event that there
is a breakdown or if policies are not followed
o (Financial responsibilities):
§ Tenant Payment – Rents
§ Home and Property Insurance
§ Rent and Payment Schedules
o (Tenant rights and expectations):
§ Bequeathing
§ Matrimonial Rights
§ Abandonment
§ Temporary Absence from Unit
More on Housing Policies:
The Housing
Policy should identify housing staff and outline their duties in upholding the
policy. It should specify the responsibility for day-to-day management and
enforcement, including a description of duties and the limits of authority. Key
roles may include Housing Manager, Director, Coordinator, and supporting staff,
such as administrative assistants and receptionists.
Are you unsure if your nation needs a housing policy?
See
§ Deciding if You Need a Written First
Nation Housing Policy
To
see current examples of Housing Applications and Housing Policies implemented
in Saskatchewan, see
§
Nations with Housing Applications
§
Nations with Housing Policies
§ Nations with Housing
Applications and Policies
Training and Transition: Exploring capacity-building for housing management, including hiring,
training, and mentorship programs.
·
Learn and utilize
prioritization methods
· Assess how housing program staff spend their time and
identify tasks that can be streamlined or eliminated and develop tools to
evaluate and build essential skills for housing staff.
·
Requires
knowledge of construction techniques, administrative skills, and technology.
The job involves diplomacy and confidentiality, especially during the hiring
process.
·
Create
recruitment plans to attract local candidates for housing positions on
reserves. For determining competitive pay ranges, refer to
o First Nations Housing
Professionals Association (FNHPA) salary guidelines
·
Create training
plans for staff and collaborate with external agencies and internal
departments.
·
Attend training
courses to enhance skills.
·
For hiring,
establish job descriptions and qualifications for key housing roles. This may
include: Hyperlink [need to find general
descriptions/qualifications]
o
Housing
Manager/Director
o
Tenant
Relations Coordinator
o
Housing
Wellness Coordinator
o Housing Maintenance Worker
Training
and Transition for Policy and Governance
·
Provide training
and templates to help develop strong housing strategies and policies by
referring to:
o the First Nation Housing
Policies Development Guide.
· Develop a housing strategy. Outline the
number of homes needed and the resources required to manage them effectively.
For courses in Housing Strategy, Policy, and Accountability, see:
· To Build Effective Leadership in Housing, First Nations can educate leadership on creating sustainable housing
policies, housing governance, funding models, and accountability, along with developing
strategies for integrating housing and wellness initiatives into broader
community planning.
· Chief and Council can also assist in creating a
Supportive Workplace Culture by Promoting a workplace where staff feel safe voicing
concerns without fear of judgment. This can be done by addressing burnout and stress with
accessible resources and fostering collaboration with housing staff to enhance
program effectiveness. See:
o
(FNHPA Housing and Wellness Program)
Asset
Management focuses on the
day-to-day administration of housing programs and maintenance.
·
Nations need clear authority to manage housing effectively. This
can be demonstrated through key actions, such as creating long-term housing
plans that address future needs, like a five-year plan to add affordable
housing units.
·
Organizing and
structuring the housing department, managing documents and records, and
ensuring the proper running of housing-related tasks and activities.
o Operations
o
Record Keeping and Document Control
·
Maintenance
o Portfolio
Maintenance
o Creating
a Practical Maintenance Plan
·
Maintaining housing in good condition involves overseeing funds
for maintenance and setting aside a portion of the rent for this purpose.
o Contingencies
o Budgeting
Tools and Financial Planning
·
Financial
reporting Hyperlink:
o
Audits
o
Reviews
and Reporting
o
Financial
Statement
o
Journals/Ledgers
·
Research and
develop housing programs and designs to meet specific needs.
·
Explore financial
options for members and tenants.
· Report on housing stock condition.
· Ensuring proper data management
procedures are followed for successful planning and maintenance.
o Data Management
· Provide support for managing housing
assets.
o Housing Asset Management
Training
and Transition in Asset Management
· Draft job descriptions and perform annual staff
evaluations.
·
Conduct
problem-solving.
·
Draft job
descriptions and perform annual staff evaluations.
·
Exploring and
using different housing assessments and software tools to manage housing data.
An assessment
example may include:
o
Housing Condition Assessments
Software tools
may include:
o
Buildium
o
Assettiger
o ASAP Housing Software
Builds
and Procurement: Examining the opportunities and challenges in
large-scale housing projects to ensure quality, sustainable homes that meet
community and environmental needs.
·
Renovation
·
Searching and applying for external opportunities and funding.
o Key
Considerations When Applying For Grants
·
Securing funding can include forming partnerships with private
developers who can provide financial support for housing projects.
·
Understanding the financial requirements for builds
o Insurance
and Cost Requirements
·
Manage new
housing projects.
o Methods
and Materials
·
Development of
new construction plans and following procedures
o
Drawing
and Specifications
o
Design
Parameters
o
Building
Codes and Standards
o
Construction
Hiring
·
Efficiently managing construction and renovations can be
achieved by utilizing contractor bidding to secure the best rates.
o Procurement
and Contracting
o Estimation
and Costing
o
Tender Process
·
Development of
contracts and administration
o Legal
Agreements
o Contract
Administration
o Signing
Off (Project Close-Out)
o Auditing
and Reporting
Community
Engagement: Building and sustaining strong relationships
with community members and tenants through engagement to
·
Build public
relations with band members and other First Nations.
·
Engaging community members can occur through meetings to gather
feedback on housing projects, and a fair appeals process enables residents to
challenge housing decisions, fostering transparency and trust within the
community.
·
Building and
maintaining strong relationships with tenants, staff, and the community, as
well as representing housing issues and conducting evaluations to improve the
program. For
more, see https://www.cmhc-schl.gc.ca/professionals/industry-innovation-and-leadership/industry-expertise/indigenous-housing/develop-manage-indigenous-housing/role-of-first-nation-housing-manager)
·
Promote Housing and Wellness Integration
o Holistic
Approaches to Housing and Health
o Training
for Housing Wellness Coordinators
Housing
and Health Resources: Resources for all Nations and their members
to utilize to ensure the home stays healthy and well-maintained, helping to
prevent costly repairs while improving indoor air quality and keeping families
comfortable year-round.
·
Practical Tips to Improve
Indoor Air Quality
·
Reduce Mould Growth
·
Prevent Mould
·
Reduce Radon Gas
·
Minimize Dust & Dust
Mites
·
Prevent Lead Exposure
·
Use Household Chemicals
Safely
·
Protect against Carbon
Monoxide (CO)
·
Maintain Your Heat
Recovery Ventilator (HRV) in 7 Easy Steps
·
Simple Steps to Protect
Your Home from Flood Damage
·
*FIND RESOURCE THAT SHOWS
HOW TO PREPARE FOR DIFFERENT SEASONS, FIRE PREVENTION, PEST
REMEDIATION.PREVENTION*
Planning
for the Future: Plan for
Long-Term Sustainability by factoring in inflation, climate change impacts, and
your nation’s growth when budgeting for housing projects.
· Advocate for and strengthen financial
management
o Strengthening Housing
Financial Management
·
Provide training
for housing professionals on budgeting, financial reporting, and accessing
funding. For
example, to provide financial literacy training and resources, use
o
Prosper Canada [GOOD]
·
Develop training
programs to prepare housing staff for leadership roles as senior employees
retire or resign, while ensuring long-term workforce sustainability by
fostering mentorship and knowledge transfer.
o Succession
Planning
·
Track and promote
certification programs related to housing, tenant relationships, and other
relevant topics, enabling housing professionals to attend and develop their
skills professionally.
o
Certification
Programs [LINKS IN BRACKETS]
§ Indigenous Leadership Program – Provided
by Johnson Shoyama Graduate School of Public Policy (ILP) [GOOD]
§ Indigenous Public
Works and Housing Management Program – Offered by the
Saskatchewan Indian Institute of Technology (SIIT). [GOOD]
§ First Nations
Housing Professionals Program – Provided by the First Nations Housing Professionals
Association (FNHPA). [GOOD]
§ First Nations
Housing Manager (Online Certificate Program) – [GOOD] Available
through Vancouver Island University (VIU), with
additional insights on the challenges faced by housing managers on reserve,
detailed in the FNHC Report (read
more).
§ Indigenous Skills
Training Program – A specialized program for Indigenous housing
professionals, supported by Canada Mortgage and Housing Corporation CMHC). [GOOD]
·
Engage in
strengths-based approaches and activities to plan for long-term success
o
SOAR
(Strengths, Opportunities, Aspirations, Results) [get resource]
Emergency
Funding/Resources
· *On hold, wait for Carney’s mandate on
First Nations housing to be released*
Addressing the policies, regulations,
agreements, and decision-making processes established by government
institutions and First Nations communities.
Financial Management
The First Nation aims to create financial policies and
procedures to manage finances effectively. These measures will assist in
maintaining budgets, establishing reporting procedures, and ensuring
accountability in the housing program.
Financial policies will provide the framework for
decision-making and outline how financial activities will be conducted. Some
activities may include: approving budgets and regularly reviewing financial
performance; implementing controls and procedures for purchasing goods and
services; cash flow analysis, projections, and planning; bank reconciliations;
and financial record-keeping.
Budgets and Forecasts
The Housing Department should receive financial
information promptly to manage all budgets effectively.
· The Housing Manager/Director must provide financial
reports to the Board/Committee and/or the Chief and Council on a quarterly
basis.
· Minutes are required for all board/committee
meetings.
· A detailed budget, including all revenues, is required
on an annual basis.
· The Housing Manager/Director will prepare the budget in
collaboration with the Housing Board/Committee and/or the Chief Financial
Officer, and it will be reviewed and approved by the Chief and Council.
· Keep an up-to-date list and valuation of renovations
and housing units, updated annually and prioritised during the application and
approval process.
· A First Nation should prepare its proposed annual
budgets at least three months before the fiscal year begins for the Chief and
Council's review and approval. A budget outlines objectives for revenue and
expense commitments.
Finance and Funding
·
The Housing
Department/Committee/Board's financial year ends on March 31.
· The Chief and Council authorize expenditures and may
delegate this authority to officers through a resolution.
Financial Planning
The Council will assign daily financial tasks to the
Housing Manager/Director while monitoring operations to ensure compliance with the
First Nation’s financial policies. Chief and Council manage funding for housing
programs and ensure annual audits for Band Members. The Housing Department will
send quarterly financial reports to the Housing Board, the Chief, and the Council.
Minutes will be taken at all decision-making meetings, and Chief and Council
will oversee the Housing Board regarding the budget finances.
AND/OR
The Chief and Council will delegate
daily financial operations to the Housing Manager/Director while supervising
operations and making financial decisions within their budget allocated by the Chief
and Council. For decisions beyond their authority, they must obtain approval
from the Chief and Council. Although the Board/Committee is not responsible for
securing annual funding, they will decide on budgets based on the allocation
from the Chief and Council. The Chief and Council will ensure that yearly audits of Housing
Programs are conducted by the Housing Management/Department and shared with the
Board/Committee and membership. Meeting minutes are required for all
gatherings of the Board/Committee, the Chief, and Council where decisions are
made or implemented.
AND/OR In housing operations, housing managers
and directors must understand accounting principles to fulfill their
responsibilities effectively. They should possess strong skills in
record-keeping, financial reporting, and budgeting, as well as the ability to
analyze financial information for informed decision-making regarding their housing
units.
For effective financial planning,
managers or directors should understand the key components of the housing
department, including resources, obligations, earnings, and expenses. The Chief
and Council, as stakeholders, play a crucial role in decision-making. A solid
grasp of the Replacement Reserve for repairs and revenue from rent, including
government assistance, is essential for drafting budgets. There are funds set aside for future costs, such as
major repairs or replacing certain parts of the building. These reserves are maintained
in separate accounts and are intended solely for these specific purposes.
AND/OR
· The Housing Manager/Director and Board/Committee will
create an annual budget and present it to the Chief
and Council, which will include expenses for repairs and maintenance, new
housing construction, septic and water systems, rent, salaries, insurance,
administration, lot servicing, training, and loan payments.
· Revenues for the Housing Program budget will include
housing subsidies, rental and loan payments, government assistance, Band
contributions, training funds, and construction grants.
Reporting
·
A financial
operating budget is typically reported on an annual, monthly, quarterly, or
yearly basis. Reports compare expected and actual revenues to identify
necessary adjustments—special project budgets, such as construction, typically last
for the project's duration. For example, the Housing Management/Department will keep accurate
records of all revenues and expenses, including rent and maintenance, and
report to the Housing Board/Committee and or the Chief and Council regularly.
Asset Management in
POLICY AND GOVERNANCE
Waiting list
· Housing applications are sent to the
Nation, which maintains records and reviews them at the upcoming Committee or
Chief & Council meeting, unless there is an emergency.
· Applications for loan programs are
submitted to the Housing Board/Committee or the Chief and Council, and the
Housing Committee reviews and maintains records every quarter or as necessary.
Application Assessment Criteria
· The Housing Committee/Board and/or Chief & Council
review applications after the deadline, using a screening guide to assess
eligibility. Screening guides can be found in the housing policy resources
[provide link].
· Personal interviews and rental references may be
required during the selection process.
· The final selection is based on the First Nations’
Housing criteria, prioritizing families with the financial ability to pay the maximum
rent.
· Eligibility Requirements: In most cases, applicants should
be 21 years or older and comply with local First Nations’ laws.
· Application Process: Members are required to update
their applications annually; failure to do so will result in inactivity.
Applications are assessed according to established policy guidelines, with
priority given to those who have accumulated the highest number of points. In
the event of a tie, the application submitted the longest will be
prioritized.
· Fair Selection Process: The Housing Portfolio Holder
assigns point allocations anonymously, which are reviewed by the
Committee/Board and/or Chief and Council to ensure unbiased loan approvals.
Overcrowding and Re-Allocation
Families
experiencing overcrowding in their current home may be given higher
priority for housing allocation. Bedroom
Allocation Guidelines: Minimum bedroom requirements include:
· 1 bedroom per adult or couple
· 1 bedroom per child aged 16+
· 1 bedroom for two same-sex children under 16
· 1 bedroom for two opposite-sex children under 5
Support
for Overcrowded Tenants: Overcrowding due to family expansion will not lead to
eviction. Instead, tenants will be prioritized for the next available units
that meet their needs without the need to reapply. Note for tenants: Housing is
generally not based on family size, but rather on budget.
Points Allocation Process
After the application deadline, the Committee/Board
and/or Chief and Council review eligible applicants using a point-based needs
assessment to ensure fair selection.
· Evaluation Criteria: The Housing Board/Committee,
and/or Chief and Council assesses active applications based on a point-rating
guide, following the rental housing policy and community housing plan.
· Needs-Based Approach: In certain circumstances,
tenants are selected based on their needs, ensuring adherence to established
housing policies. However, exercise caution, as this may be perceived as a
discriminatory practice by First Nations members.
Rentals Agreements
Interview & Rental Agreement Review: After
selection, applicants complete a personal interview, and the Housing
Board/Committee, and/or Chief and Council reviews the rental agreement in
detail before signing. A copy is provided to the tenant, with the original
stored in their file.
· Agreement Signing: Newly approved tenants must sign a
Rental Unit Agreement with the Housing Manager/Director, formalizing their
occupancy under the First Nation’s terms and conditions.
· Acceptance Deadline: Tenants must accept the agreement
within seven days; otherwise, the First Nation may choose to terminate the
offer.
Maintenance Policy
The Housing Department should establish program goals
for maintenance, including:
· Quality: Ensure safe housing units
· Response: Address repairs promptly
· Preventive Maintenance: Conduct regular inspections
and repairs
· Costs: Plan and allocate resources wisely.
The maintenance policy for Band-owned housing units
must include:
· Resident responsibilities for the unit and standard
property care.
· Procedures for residents' maintenance requests.
· Inspection procedures for units and common areas;
· Special arrangements for external contractors.
· Procedures for charging residents for damages they're
responsible for.
(Financial
responsibilities):
Tenant Payment – Rents
Some Nations will allow payments to be made directly
to the Finance Department. Payments should be communicated to the Housing
Department in a monthly report, allowing them to be cross-referenced with the amounts
received by the Finance Department.
Tenants - Rents are due
and payable on the first day of every month. Payment shall be made at the Band
office during regular business hours in the form of cash, cheque or money order
payable to the First Nation. N.S.F. cheques must be replaced immediately, and
the writer of the N.S.F. cheque shall be disallowed cheque writing privileges
until the Housing Department determines otherwise.
Home and Property Insurance
Private homeowners
are responsible for their own home replacement insurance coverage. The
band/Nation is not responsible for content insurance. It is the tenant's
responsibility to purchase this form of insurance.
Rent and Payment Schedules
Band
members are responsible for making monthly payments to the Housing Board/Committee/Department
office on or before the first day of every month.
(Tenant rights and expectations):
Bequeathing (to arrange for money
or property to ve given to somebody after their death)
· Because many
houses on reserve are either financed through government loan programs or are
already owned by the band, certificates of possession or wills regarding the
band member’s owned or financed house may not apply to this section. In cases
where tenants do own their homes, the ownership of the home may be transferred
through a will upon the death of the member holding the Certificate of
Possession. However, keep in mind that in Saskatchewan, many Nations do not
utilize CPs, so this may be a topic worth discussing with your First Nation
members. In the absence of a will, the family’s wishes will be considered. Some
considerations generally include land laws and the financial ability to cover
services provided to the house by the Nation, among others. Reallocation: If there is no clear consensus on the
beneficiary, the unit will be returned to the Nation for reallocation.
Matrimonial Rights (the rights and responsibilities that spouses or
common-law partners have regarding their family home and other assets acquired
during their relationship)
· Family Breakdown (Both Parties are First Nation
Members): The unit's ownership will be transferred to the person retaining
possession. The parent with primary custody of the children will keep the unit.
If a housing grant was received, it will be reassigned to the person retaining
possession of the property.
·
Family Breakdown
(One Party is Not a First Nation Member): Ownership remains in the name of the
First Nation member. The parent with primary custody will have the right to
occupy the unit. Compensation for investments made by the non-member will be
settled between the parties.
· It’s essential to note
that the First Nations Guide to Housing Policies (Assembly of First Nations,
2010) does not address guidelines specific to parents receiving shared custody
(50/50). [add link to AFN guide and page number 55] This is a topic that will
require further attention and discussion. [UPDATED CAUTION ADVICE, PLEASE UPDATE WHERE YOU NEED]
Abandonment
· Tenant Abandonment or Unauthorized Termination: If a
tenant abandons the premises or terminates the tenancy improperly, the First
Nation is required to mitigate damages as per legal obligations.
· Abandonment of Unit: A unit left uninhabited for more
than 30 days and reported to the Housing Department will be considered
abandoned.
· Contacting the Homeowner: If the homeowner cannot be
contacted:
1. Step 1: Attempt to contact by telephone or email if
known
2. Step 2: Send a written letter via registered mail
3. Step 3: If no response or payments are received within
30 days, ownership reverts to the First Nation.
· Abandonment of Mortgaged Home: If abandonment of a
mortgaged home is suspected, the Housing Manager/Director, Board/Committee, and
Chief and Council will contact the borrower to confirm their intentions. If
abandonment is confirmed, it will be treated as a default in the mortgage
agreement, and the procedures in the Default Section of the Mortgage Loan
Agreement and Housing Policy will be followed.
Temporary Absence from Unit
The First Nation Housing Department may need to manage
the following scenarios:
1. Temporary Relocation for Employment: Due to employment
outside the area.
2. Temporary Relocation for Health or Hospitalization:
When a tenant needs to relocate due to health reasons or hospitalization.
3. Temporary Relocation During Major Renovations: While
significant renovations are being carried out on the home.
4. Temporary Relocation Due to Institutionalized
Circumstances: When the tenant is temporarily placed in an institution.
Deciding If You Need a Written First
Nation Housing Policy
Key Considerations:
· A written policy provides clear,
consistent guidelines for on-reserve housing.
· Not all communities need one—assess the
need before starting.
Ask Yourself:
✔ Are community members repeatedly asking
the same housing-related questions?
✔ Are staff making housing decisions
without clear guidelines?
✔ Are all community members being treated
fairly and consistently?
✔ Are there existing unwritten rules that
could be formalized?
✔ Can an existing policy be adapted instead
of creating a new one from scratch?
Making the Policy Realistic
· Ensure leadership (chief, council, staff)
supports development.
· Confirm community members are willing to
follow it.
· Secure funding and staff to effectively implement
the policy.
Setting Policy Goals
· Define clear and specific objectives to
guide decision-makers.
· Align the policy with community values,
laws, and existing standards.
Getting Approval
· Obtain leadership and community support
before drafting your proposal.
· Clearly explain the benefits of having a
written housing policy.
Before drafting your housing policy, take
the time to understand what is practical and relevant to your community.
Conducting thorough research will help you determine key elements to include in
the policy.
Research the Housing Policy
Review Other Policies:
· Learn from successful First Nation housing
policies.
Engage the Community and Encourage
Transparency:
· Ask members for input on housing
challenges and solutions. Transparent consultations encourage community
involvement and pride, thereby increasing support for the policy, even among those
with differing opinions.
Consult Housing Staff:
· Get insights on practical implementation
and feasibility.
Nations with Housing Applications
1. Mosquito Grizzly Bear’s Head First Nation (3) https://mosquitofn.ca/mrws/filedriver/Housing_Application_2021v2.pdf
2. Moosomin First Nation (1)
https://www.moosomin.ca/mrws/filedriver/Housing_Application1.pdf
3. Lucky Man First Nation (3) https://luckymancree.com/
4. Muscowpetung First Nation [PAGE UNFOUND]
5. Pasqua First Nation (6) https://www.pasquafn.ca/fileadmin/user_upload/docs/housing/housing_app.pdf
6. Piapot First Nation (4) https://piapotnation.com/housing-community-infrastructure/
7. Buffalo River Dene Nation (2) https://www.brdn.ca/wp-content/uploads/2022/07/BRDN-website_forms_housing.pdf
8. Canoe Lake First Nation (1) https://www.canoelakefirstnation.com/_files/ugd/84438c_76885f1a914843898eb07e2a95c5593a.pdf
9. Whitecap Dakota First Nation (4) https://www.whitecapdakota.com/en/our-community/housing.aspx [PAGE UNFOUND]
10. Muskeg Lake Cree Nation (3) https://muskeglake.com/wp-content/uploads/2023/02/MLCN-Housing-Application-2023.pdf
11. Muskoday First Nation (3) https://muskodayfn.ca/housing-application/
12. Cote First Nation (2) https://cotefirstnation.ca/wp-content/uploads/2022/09/Housing-Application.pdf
13. Kawkewistahaw First Nation (6) https://www.kfn72.com/wp-content/uploads/HOUSING-APPLICATION-2024_000236.pdf [PAGE UNFOUND]
14. Cowesses First Nation (7) https://cowessessfn.com/wp-content/uploads/2022/05/Housing-Application.pdf
15. Thunderchild First Nation (1) https://www.thunderchild.ca/images/capital%20housing%20application.pdf
16. Fishing Lake First Nation (3) https://www.fishinglakefirstnation.com/_files/ugd/247b6c_3993a468c58147c3aaeacfa981e58f2f.pdf
17. Chakastaypasin First Nation – only fillable on the
website https://www.chakastaypasin.ca/housing-application
Nations with Housing Policies
1. Mistawasis (61) https://mistawasis.ca/wp-content/uploads/2021/08/MistawasisHP2018-4-Ratified_032719-1.pdf
2. Muskowekwan First Nation (25) https://static1.squarespace.com/static/618860b2011ecd51f00b8fda/t/6785887650e0fe5677208844/1736804471374/MFN+Housing+%26+Infrastructure+Policy.pdf
3. Onion Lake Cree Nation – only a few roles and
responsibilities https://www.onionlake.ca/departmentsdirectories [PAGE UNFOUND]
Nations with Housing Applications and
Policies
1. Kinistin Saulteaux First Nation (H/A 4; H/P 49) https://www.kinistin.sk.ca/services/housing/apply-for-social-housing/
https://www.kinistin.sk.ca/services/housing/
2. Beardy’s and Okemasis Cree Nation (H/A 3; HP 38) https://beardysokemasisfn.wpcomstaging.com/housing/
https://beardysokemasisfn.wpcomstaging.com/housing-application/
3. Sweetgrass First Nation – Housing Application and
Policy ‘coming soon’
https://sweetgrassfirstnation.ca/programs_services/housing.html
4. Flying Dust First Nation (42) https://www.flyingdust.net/uploads/1/4/5/8/145877777/housing_policy_2022.pdf
https://www.flyingdust.net/uploads/1/4/5/8/145877777/fdfn_housing_application__3_.pdf
Exploring capacity-building for housing
management, including hiring, training, and mentorship programs.
Training and Professional Development (Offer workshops, webinars, certification programs,
and other learning resources).
Ensuring strong housing programs on First Nation
reserves requires continuous learning and skill development for housing
managers/directors, staff, leadership, and tenants. This section offers
training opportunities, including workshops, webinars, certification programs,
and other learning resources. By investing in professional development, First
Nation communities can enhance housing management, improve tenant engagement,
and foster sustainable growth.
For determining competitive pay ranges, refer to
First Nations Housing
Professionals Association (FNHPA) salary guidelines [LINK
- GOOD]
For hiring, establish job descriptions and
qualifications for key housing roles. This may include: Hyperlink [need to find general descriptions/qualifications]
o
Housing
Manager/Director
o
Tenant
Relations Coordinator
o
Housing
Wellness Coordinator
o Housing Maintenance Worker
Training and Transition for Policy and
Governance
Housing Strategy, Policy, and Accountability
·
Provide training
and templates to help develop strong housing strategies and policies by
referring to
the First Nation Housing
Policies Development Guide. [GOOD]
·
FNHPA offers
courses in Housing Strategy, Policy, and Accountability to inform the
development of housing strategies and policies
(FNHPA Online Training). [GOOD]
Training for Leadership and Chiefs
· To Build Effective Leadership in Housing, First Nations can educate leadership on creating sustainable housing
policies, housing governance, funding models, and accountability, along with developing
strategies for integrating housing and wellness initiatives into broader
community planning.
· Chief and Council can also assist in creating a
Supportive Workplace Culture by Promoting a workplace where staff feel safe voicing
concerns without fear of judgment. This can be done by addressing burnout and stress with
accessible resources and fostering collaboration with housing staff to enhance
program effectiveness. See:
(FNHPA Housing and Wellness Program) [GOOD]
Focuses on the day-to-day administration of housing programs and maintenance.
Operations
· The staff oversees daily housing administration.
· The Housing Manager/Director coordinates directly, reporting to the Band Manager and/or Chief Executive Officer and Chief Financial Officer, ensuring responsibilities are met.
· Long-term planning and housing integration with other programs are the responsibility of the Band Manager, in consultation with the Chief and Council, and/or the Chief Executive Officer and Chief Financial Officer.
Record Keeping and Document Control
The efficient operation of housing management depends on an effective filing system. The Housing Department shall maintain files for all housing units, legal, financing, surveys, building plans, inspection reports, contracts, insurance, rent, loan agreements and payments
Portfolio Maintenance
· The First Nation will conduct preventative repairs and maintenance to extend the unit's lifespan. Definitions of “preventative repairs” will be established by the First Nation. The Tenant must notify the Housing Department in writing of any needed alterations to Band-owned rental units. Changes must be made solely by the First Nation or its agents.
AND/OR
· Housing Department handles maintenance and repairs for Nation-owned units, except for tenant responsibilities outlined in the rental agreement, which must be communicated to tenants.
· Maintenance schedules should be established for Housing Staff, approved by the Housing Board or committee, and ratified by the Chief and Council.
Creating a Practical Maintenance Plan
A good maintenance plan ensures homes remain safe and in good condition. This process involves two key steps: gathering the correct information and creating a clear plan for both short-term and long-term maintenance.
Step 1: Gather Information
· Review community goals, reports, annual plans, and budgets.
· Ensure data is accurate—use realistic projections if records are unavailable.
· Conduct regular inspections, including annual, move-in/move-out, and physical condition reviews.
Step 2: Write the Plan
· Annual Plan (Next 12 months): Prioritize tasks, set timelines, and allocate resources.
Long-Term Plan (Next 3–5 years): Identify major repairs, upgrades, and funding needs
Key Considerations
· What are the community’s top priorities?
· Are there sufficient personnel and resources to complete the tasks?
· What restrictions or challenges should be considered?
· Does the plan address any concerns raised in inspections?
By answering these questions, you can develop a realistic and practical maintenance plan that keeps homes in good shape for the long run.
Once your maintenance plan is ready, the following steps involve obtaining approval, implementing it, and keeping it up to date.
Getting Approval: Submit the plan formally for approval.
· Present the benefits and address any concerns that may arise.
· Keep records of all decisions made about the plan.
Implementing the Plan
· Share key details with the housing committee, chief, council, and community members.
· Prepare a Q&A sheet for leadership and staff.
Reviewing and Updating Your Plan: Review the plan every three to six months to ensure progress.
· Conduct regular inspections, including move-in and move-out checks, as well as annual reviews.
· Update building inventory and track completed tasks.
Making Adjustments: Move completed tasks to their next scheduled date.
· Reassign resources for delayed tasks.
· Provide progress reports to the community.
· Celebrate and share successes to maintain high motivation.
(Source: https://www.cmhc-schl.gc.ca/professionals/industry-innovation-and-leadership/industry-expertise/indigenous-housing/develop-manage-indigenous-housing/maintenance-solutions/maintenance-planning-guide-first-nation-communities/approve-review-adjust-maintenance-plan)
Contingencies
Include a percentage for unexpected expenses typically not covered in regular budgets.
Budgeting Tools and Financial Planning
Set Up a Community Housing Budget: Allocate funds for construction, maintenance, utilities, and administrative costs.
Create a Payment Plan System: Support tenants in setting up affordable payment plans for rent, utilities, or homeownership programs.
Use Financial Tracking Software: Implement tools such as spreadsheets or specialized software to monitor income, expenses, and funding sources.
· Tool: QuickBooks – [GOOD] An easy-to-use accounting tool for tracking expenses, invoices, and budgets.
· Tool: Wave Accounting – [GOOD] A free financial management tool suitable for small organizations.
· Google Sheets or Microsoft Excel Templates – Use pre-designed budget templates for community housing projects.
Audits, Reviews and Reporting
The Housing Department staff will keep a strong understanding of this process so they can always be aware of the status of housing operations.
Financial Statements
The Housing Department staff shall always maintain sufficient knowledge of this process to understand the status of housing operations
Journal/Ledgers
The Housing Department submits a list of transactions each month to the Finance Department for proper recording and posting to the appropriate accounts in the general ledger or journal of the proper program.
Data Management
Efficient data management is crucial for the successful planning and maintenance of housing in First Nation communities. As such, the following components are key to ensuring that data is accurate and enabling informed decisions.
1. Data quality: To provide an accurate picture of the state of infrastructure and housing in the community, high-quality data is necessary. To accomplish this, the following quality criteria need to be evaluated.
a. Accuracy: How exact is the data?
b. Consistency: If multiple users are entering data, are they following the same procedures to do so?
c. Completeness: Is the confirmation collected missing individual records?
d. Uniqueness: Are there duplicates in the data?
e. Timeliness: Is the data entered and processed in a reasonable time?
f. Validity: Does the data accurately measure what it is intended to measure?
g. Comparability: Can the collected data be analyzed to compare years, populations, and/or other relevant data?
1.1. Quality Assurance: To prevent errors in the data, it is key to develop a plan to ensure best data entry practices that include (Data Governance and Management Toolkit, 2021):
· Developing a protocol for data entry,
· Ensuring that each data entry is labelled correctly.
· Creating a data dictionary that gives clear instructions on how to enter data in each field.
· Define which fields are required and which ones are optional
· Include a comment field for notes if unusual values or quality issues are noted.
2. Organizing Data:
Develop clear rules for organizing and managing housing information. This includes creating standardized formats for data collection to reduce the time spent on manual work, improving efficiency across the board. As part of organizing housing data, it is essential for information to be:
o Detailed: Information on housing, such as maintenance information, inventories of materials, and material orders. Other important information to detail is inventories for fire safety and Operations and Maintenance requirements.
o Visualized: Identify the best way to show the information. Are the users familiar with the datasets, spreadsheets, and tables? What would be the best way to communicate the data?
o Manipulated/Modified: Identify possible modifications of the data to enhance its clarity, such as colours, symbols, maps, or additional documents.
3. Data Storage: The location of data storage depends on the storage solution you have chosen during the implementation of your system. However, data Storage best practices indicate that data duplication should be avoided, and the system where the data is stored needs to have physical drive protection in case of hard drive failure.
3.1. Privacy and Security Considerations: Data should be considered a valued asset and a potential liability and must be protected (Data Governance and Management Toolkit, 2021). As such, data systems and hard drives need to be adequately secured to prevent loss of devices, devices should use full disk encryption, and access to data should be restricted based on access needs.
3.2. Data Backups: To ensure proper data storage, a copy of the current system is maintained in a separate location, preventing data loss due to data corruption. Data backups should be performed periodically, encrypted, and monitored, with access restricted.
Other considerations about successful data management include:
· Investing in Technology:
Advocating for funding that will allow communities to invest in digital systems, enabling better planning and forecasting of housing needs. These systems can be tailored to track and predict housing demand, identify areas of concern, and assist in long-term planning.
· Training on Digital Tools:
Offering ongoing training programs for community members to help them effectively utilize these new digital systems. By ensuring that staff are skilled in these tools, we can maximize the accuracy of data collection and reporting, leading to more informed decision-making.
Housing Asset Management
Provide support for managing housing assets, which includes:
o Evaluating the Current Housing Situation:
Assess the condition of existing homes and infrastructure to identify areas where improvements or replacements are necessary.
o Annual Housing Inspections:
Conduct comprehensive inspections to identify necessary repairs and maintenance. This proactive approach ensures the longevity of the housing stock and helps to maintain safe living conditions.
o Planning for Future Repairs or Replacements:
Utilize data from inspections to inform the development of a strategic plan for future repairs, upgrades, and replacements. This helps communities prepare for long-term housing needs and allocate resources efficiently.
Training and Transition in Asset Management
Housing Condition Assessments (HCA)
These assessments are a vital tool for evaluating the physical state of housing. They provide a detailed visual appraisal of current housing conditions and are instrumental in determining future maintenance plans and new housing development needs.
The TSAG Housing Condition Assessment Program [GOOD] has created an app that simplifies this process. Inspectors can now directly upload their findings into an integrated database, which not only organizes the data but also keeps it up to date, highlighting deficiencies that need addressing. This streamlined approach reduces errors and ensures accurate tracking over time.
There are several software tools that can be integrated to help streamline data collection, reporting, and overall management. Housing organizations use these tools to improve efficiency, ensure accuracy, and maintain up-to-date records. Here are some examples:
Buildium - https://www.buildium.com [GOOD]
Cloud-based property management software suitable for First Nation communities focusing on housing stock and repairs.
Features:
· Streamlines tenant and lease tracking, as well as financial management.
· Enables tracking of maintenance requests and property condition assessments.
· Generates customizable reports that can be shared with government departments or funding agencies.
· Facilitates online rent payments and accounting for government grants.
AssetTiger - https://www.assettiger.com/ [GOOD]
A cloud-based asset management tool suitable for managing housing assets and associated maintenance.
Features:
· Tracks maintenance schedules, inspections, and repairs.
· Organizes asset records and generates real-time reports for budgeting and funding requests.
· Provides mobile access for field staff conducting housing inspections or maintenance work.
· Includes integration options with financial and other reporting tools.
ASAP Housing Software [GOOD]
This software, developed by the Aboriginal Statistical Assistance Program (ASAP), is designed to manage maintenance and track expenses (ASAP, n.d.). Through this software, you can submit inspections, track renovations, and manage assets from smartphones, tablets, or computers.
Features:
· It’s fully customizable
· You can complete inspections.
· Create work orders.
· Capture GPS coordinates.
· Add pictures to files.
· Don't need to be online to use it; it automatically syncs with data or a Wi-Fi connection.
Microsoft Word and Microsoft Excel
Although limited in functionality, this software allows for the creation of inventories of buildings, as well as reports and memos. An example is an inventory of community buildings, resources, building materials, and types of buildings.
References:
Canada Mortgage and Housing Corporation (2006). GIS: A Useful Tool for First Nations
Housing Management, Planning, Maintenance and Safety. Available at: https://publications.gc.ca/collections/collection_2011/schl-cmhc/nh18-1-2/NH18-1-2-118-2006-eng.pdf [GOOD]
https://indigenousdatatoolkit.ca/about-this-toolkit/how-to-use-this-toolkit/ [GOOD]
https://www.ferruscomputers.ca/housing/ [GOOD]
Data Governance and Management Toolkit, 2021
Examining
the opportunities and challenges in large-scale housing projects to ensure
quality, sustainable homes that meet community and environmental needs.
Key Considerations When Applying for
Grants
Identify Funding Sources: Research available grants from organizations such as
Indigenous Services Canada (ISC), Canada Mortgage and Housing Corporation
(CMHC), provincial programs, and non-governmental organizations.
Understand Eligibility Requirements: Review application criteria, deadlines, and required
documentation in advance.
Develop a Strong Proposal: Clearly outline the community’s housing needs,
financial plan, and expected outcomes. Use data to support funding requests.
Track Funding Opportunities: Maintain a database or spreadsheet to monitor
upcoming grant deadlines and renewal dates.
· Tool: Grant
Connect – A
grant-finding tool for Canadian non-profits and Indigenous communities.
· Excel/Google Sheets Template – Create a simple tracking spreadsheet with columns
for deadlines, funding amounts, and status updates.
·
Evernote/OneNote – Use note-taking apps to save grant details,
application guidelines, and key contacts.
Certify Skilled Trades Workers: Invest in training programs to develop local
tradespeople who can maintain and build housing.
Apprenticeship
Grants from the Government of Canada Support for individuals seeking certification in the
trades.
Insurance and Cost Requirements
Development costs are divided into two categories –
soft and hard costs.
Soft costs include
everything that is not directly related to building material, labour and the
management of that activity. Soft costs occur in the pre-construction,
construction and post-construction phases. They are included in the housing
construction budget but are kept separate so that management can control costs
more effectively.
Examples of soft
costs include:
·
financing fees and other finance-related costs;
·
project audit costs;
·
legal and accounting fees;
·
survey fees;
·
environmental assessments;
·
architectural, engineering and related professional
services;
·
inspections;
·
construction insurance; and,
·
Tenant and homebuyer counselling is provided to the
recipient of counselling, who ultimately becomes the tenant or owner of a
subsidized unit.
It is essential to establish precise controls and
tracking procedures to ensure that these costs are accurately applied to the
construction project only.
Methods and Materials
·
The Chief and
Council make decisions regarding new housing construction based on available
funds and annual budgets. They may also hire an external construction
consultant for major projects. Recommendations for consultants should
focus on low cost, timely completion, and the hiring of band members whenever
possible.
·
A home may be
purchased with New Housing Loan funds if a designated Housing Inspector
verifies that it meets minimum standards. If the total costs exceed the loan
limit, the Nation must deposit the difference into its construction account
before construction begins.
Drawings and Specifications
·
Submit an
Engineered stamp-approved blueprint of the house.
·
Applicants are
responsible for purchasing their blueprints.
· All housing designs
must be submitted to the Chief and Council or the Housing Committee before the
Housing Inspector. These designs shall comply with the minimum standards for
on-reserve housing as per the First Nation’s Code.
·
The Chief and
Council, or the Housing Committee/Board, determines whether the house size fits
the available budget. If the house exceeds the budget, it will be reduced to
what the applicant can afford. If an applicant can afford a larger home, they
must cover the start-up costs; band funding may follow thereafter.
Design Parameters
·
All work will
comply with the National Building Code of Canada, 2020, following directions
from the housing manager/director and blueprints approved by the Housing
Inspector and/or the housing manager/director, Chief, and Council, depending on
the Nation.
·
Submit an
engineered stamp along with the approved house blueprint. Applicants must
purchase their blueprints.
National Building Code of Canada, 2020
· The building inspector oversees housing construction
and is responsible for conducting code compliance inspections for new or
renovated houses, preparing reports at each stage, and reviewing and approving
housing plans by applicable codes. (Note: On reserve, this is usually not done
until the home is completed, particularly since most housing is modular. Homes
are then generally inspected through a walk-through with the Housing
Manager/Director.)
·
Compliance will
prioritize adherence to the National Building Code of Canada, 2020 and local
First Nation laws.
·
The Homeowner(s) and Contractor(s)
acknowledge adherence to the First Nation Housing Policy regarding construction
codes, payment schedules, inspections, and relevant matters.
·
Preference will
be given to applicants who require renovations to comply with the Building
Code. (Note: Tenants, be advised that it is generally required that inspections
be completed beforehand.)
Construction Hiring
· All new homes must be constructed by a qualified
company employing certified carpenters. If a firm from outside the First Nation
is engaged, it is highly recommended that at least two qualified Band
members be hired for the project to ensure that the firm respects the First
Nations' expectations and that the homes are built with precision and care. (Note:
First Nations may want to provide training to band-member carpenters on the
types of negligence that outside firms may intentionally or unintentionally use
during the construction phase.)
Procurement and Contracting
· “Procurement” consists of the procedures to acquire
goods under contract with a supplier. The procurement process includes four
phases:
1. Planning: Needs analysis, developing solutions,
creating terms of reference and Request for Proposals, and securing
funding.
2. Contractor Selection: Invitations, Request for
Proposals dissemination, bid evaluation, recommendations, and contract
award.
3. Contract Administration: Monitoring progress, delivery
follow-up, and payment actions.
4.
Contract Wrap-up:
Contractor evaluation, final payment, delivery proof/sign-off, and warranty
filing.
Procurement is more
straightforward and quicker than contracting. Unlike other contractors,
procurement contractors typically plinkrovide pre-manufactured goods, resulting
in fewer requirements for procurement contracts.
· The following exceptions apply only if stated in the
Terms of Reference or Request for Proposals:
o Fixed Budget Contracting is unsuitable for Procurement
Contracts.
o Public Notice: Invitational quotes are typical, with
an option for a Public Notice to request supplier interest
· The First Nation prioritizes contractors based on the
criteria below:
o This rule may not apply in all cases. At least three
quotes are typically required for purchases and contracts, but fewer can be
considered for “preferential contracting”.
o A worksheet must be completed and signed by the
appropriate authorities to document the rationale for using preferential
contracting for contracts not going to public tender.
Estimations and Costing
· Establishing the contract budget is vital for drafting
contracts.
· For construction, competitive bids are preferred; however,
a fixed budget may be applied when cost is not the primary criterion for
selection. Guidelines include:
o
Do not disclose
budget estimates in competitive pricing evaluations.
o
Price-competitive
tenders/RFPs apply to all contract types, except Direct Awards.
o
The budget
applies to all tendered construction projects.
o
The First Nation does
not need to accept the lowest bid.
o
Fixed Budgeting
sets a maximum budget, evaluating proposals based on technical merits rather
than price.
Tender Process
· Public Notice
· Potential contractors for Invited Tender Projects,
including Direct Award and Invitational RFPs, may be contacted directly by the
First Nation without the need for public advertising. Public RFPs will be
posted on the notice board and may also appear in the media. Larger projects
are typically advertised more widely at the First Nation’s discretion.
Acceptance Period
· A “Direct Award” RFP lasts at least 7 days, closing at
2:00 p.m. on the last day unless stated otherwise, except in emergencies.
"Invited " and "Public " RFPs require a minimum of 14 days,
also closing at 2:00 p.m. on the final day, unless otherwise noted. A proposal
process is required for Direct Award Contracts.
Legal Agreements
The Housing Department primarily administers contracts;
however, the Finance Department should always receive a copy of the contract along
with a schedule of payments.
Contract Administration
·
All approvals
will be confirmed and signed by the designated Contract Administrator before
the contractor is authorized to proceed.
Signing Off (Project Close-out)
·
Final reports for
all contracts must contain complete information and provide clear explanations
of their purpose, intent, and content. Recommendations require a rationale to
support the band’s decision-making.
· The contractor must submit project records,
calculations, and communication records, including emails, meeting minutes, and
as-constructed information, such as drawings and measurements, as outlined in
the Terms of Reference.
Auditing and Reporting
· New construction requires final reports for all
contracts, providing complete information and explanations of purpose and
intent. Recommendations must include a clear rationale to support the band’s
decisions.
·
The contractor
must submit project records, calculations, and communication records, including
emails and meeting minutes, along with as-constructed information, such as
drawings and measurements, as per the Terms of Reference.
·
The Chief and
Council will ensure that annual audits of Housing Programs are completed and made
accessible to band members. The Housing Board/Committee will
conduct quarterly financial reports and share them with the Housing
Committee/Board and the Chief of Council. Meeting minutes are required for all
meetings.
[ADD IN HOMES
GROUP VIDEOS]
Building and sustaining strong relationships with community members and
tenants through engagement to
Holistic Approaches to Housing and
Health
· Support First Nations communities in developing
wellness strategies linked to housing programs.
· Provide tools to help residents set wellness goals and
engage with them in a trauma-informed manner.
· Reframe tenant relations roles to focus on Housing
Wellness, emphasizing community well-being.
Training for Housing Wellness
Coordinators
· Equip staff with skills to:
o Resolve tenant concerns (e.g., unpaid rent, disputes)
in a supportive manner.
o Provide referrals to wellness services and resources.
Foster a holistic approach to housing
and community health.
Resources for all Nations and their members to utilize to ensure the
home stays healthy and well-maintained, helping to prevent costly repairs while
improving indoor air quality and keeping families comfortable year-round.
Practical Tips to Improve Indoor Air
Quality
Indoor air can carry harmful contaminants, such as
smoke, dust, mould spores, and chemicals from everyday items (e.g., carpets,
paints, and adhesives). These can enter your body through breathing, eating, or
skin contact, affecting your health over time.
Health Effects of Poor Indoor Air Quality
· Immediate reactions: Wheezing, coughing, sneezing, throat/eye irritation,
asthma attacks
· Long-term risks: Exposure to radon, lead, or other toxins over time
Simple Steps to Reduce Indoor Air Contaminants
Keep Your Home & Car Smoke-Free
· Smoke lingers in the air, fabrics, furniture, and toys
(third-hand smoke)
What to do:
o Never smoke indoors or in the car
o Install smoke detectors on each level of your home
Reduce Mould Growth
· Mould thrives in damp areas, triggering allergies and
breathing issues
Take
Action Against Mould
Removing
Mould
o Protect Yourself: Wear an N95 mask (or
better), safety glasses, gloves, and long sleeves before cleaning.
o Small Mould Areas (<1 sq. metre):
o Find & Fix the Source: Address leaks
or moisture issues to prevent regrowth.
o Clean the Surface: Use a bucket with water
and dish detergent (or baking soda for drywall). Wipe with a soapy rag, rinse
with a damp cloth, and dry quickly.
o Replace Damaged Materials: Remove and
properly dispose of mouldy porous materials (e.g., ceiling tiles, carpets).
o Larger Mould Issues (> one sq. metre):
· Contact a housing manager/director or
Environmental Health Officer (EHO) if:
o Mould patches are larger than one sq.
metre.
o More than three small patches exist.
o Mould keeps returning after cleaning.
o A family member has respiratory issues due
to mould exposure.
Preventing Mould
Moisture Control
· Act quickly: Dry up dry spills and repair
leaks in walls, plumbing, windows, or roofs.
· Monitor Condensation: Check windowsills
regularly, especially in cold months.
Improve Ventilation
· Use exhaust fans or open windows when
showering or cooking to prevent the buildup of harmful gases.
· Ensure vents from dryers, stoves, and
heaters direct air outside.
Maintain Airflow & Warmth
· Keep rooms warm to prevent condensation.
· Avoid placing furniture against exterior
walls to allow air circulation.
Reduce Mould-Causing Items
· Declutter: Store fewer items in basements
and closets.
· Remove or Avoid:
o Musty or damaged items.
o Firewood is stored indoors.
o Carpets in bathrooms and damp basements.
o Cardboard boxes on basement floors.
Keep Your Home Clean & Dry
· Regular Cleaning:
o Wipe down wet surfaces (e.g., bathtubs,
showers, washing machines).
o Vacuum carpets and furniture often.
o Clear drains in the kitchen, bathroom, and
basement.
· Humidity Control:
o Use air conditioners or dehumidifiers in
humid weather.
o Avoid drying laundry indoors when
possible.
Prevent Water Entry
· Downspouts & Gutters:
o Extend downspouts away from the
foundation.
o Clean and repair eaves troughs/gutters
regularly.
o Foundation Drainage: Ensure the ground
slopes away from the house to prevent water accumulation.
By controlling moisture and ensuring good
air circulation, you can effectively prevent and stop mould growth! (Source:
https://www.sac-isc.gc.ca/eng/1582657493726/1582657520276)
Reduce Radon Gas:
A colourless, odourless radioactive gas that can
accumulate in enclosed spaces, increasing the risk of lung cancer.
· What to do: Test your home with a radon kit. If levels exceed 200
Bq/m³, improve ventilation, seal cracks, and cover exposed dirt floors.
Minimize Dust & Dust Mites
· Tiny allergens that thrive in fabrics can cause
respiratory issues.
· What to do: Dust regularly with a damp cloth, reduce clutter,
vacuum carpets and furniture, and wash bedding in hot water weekly.
Prevent Lead Exposure
· Found in old paint, pipes, and contaminated dust, it
is harmful to children’s development.
· What to do: Avoid sanding old paint, clean frequently, choose
lead-free products, and test water for lead if your home has old pipes.
Use Household Chemicals Safely
· Many cleaners and pesticides contain toxic substances.
· What to do: Follow labels, store chemicals securely, use
protective gear, and ventilate when using strong products. Avoid mixing
chemicals.
Protect against Carbon Monoxide (CO)
· A deadly gas from fuel-burning appliances and
vehicles.
· What to do: Install CO alarms, maintain heating systems, never
use outdoor stoves indoors, and avoid idling vehicles near open windows or
garages.
(Source: https://www.sac-isc.gc.ca/eng/1582651959061/1582651983041)
Maintain Your Heat Recovery Ventilator
(HRV) in 7 Easy Steps
1. Turn Off & Unplug – Always turn off your HRV before cleaning.
2. Clean or Replace Filters – Every 2 months, vacuum or wash the filters (or
replace them if needed).
3. Check Outdoor Vents – Remove leaves, snow, and debris to keep airflow
clear.
4. Inspect Condensate Drain – Pour warm water into the drain pan to prevent
blockages.
5. Clean Heat Exchange Core – Follow the manual instructions; vacuum and wash
with a mild soap.
6. Clean Grilles & Ducts – Vacuum ducts and check for dust buildup annually.
7. Service Fans – Brush off dirt; older models may need occasional
oiling.
For more
information and maintenance checklists, refer to the Housing and Wellness Program document.
The TSAG Home
Maintenance Program offers a comprehensive, web-based course designed to assist
occupants with essential home maintenance tasks. This program is divided into
six modules, including a dedicated section for youth titled "My
Keeper," to ensure that all participants can engage with the material at
their own pace. The course includes a range of resources, such as a home
maintenance start-up kit, how-to guides, checklists, and technical materials in
the form of PDFs and videos. It covers everything from basic maintenance to
homeownership responsibilities. Participants are encouraged to complete the
program before the Keys training program. Registration is available for free
through the TSAG website. For more information and to register, visit the TSAG Home Maintenance Program
Registration.
Simple Steps to Protect Your Property
from Flood Damage
Preventing flood damage is easier and more affordable
than major repairs, with most protective measures taking less than a day.
Inside Your Home:
· Use water-resistant materials for renovations below
ground level.
· Seal basement windows and ground-level doors with
weather protection sealant.
· Install flood shields or barriers that extend above
ground level.
· Raise or anchor appliances, furnaces, and electrical
panels to prevent them from being submerged in potential water levels.
· Secure fuel tanks to prevent tipping and leaks,
ensuring vents are above flood levels.
· If a flood warning is issued, shut off electricity in
at-risk areas and move valuables to higher ground.
Outside Your Home:
· Ensure proper grading so water drains away from your
foundation.
· Extend downspouts at least 2m (6ft) away from the
basement wall.
· Check your roof, eaves, and drainage systems to
prevent water buildup.
· Adjust patios, driveways, and sidewalks to prevent
water from pooling near your property.
· Clear snow at least 3-5 feet from the foundation to
reduce meltwater seepage.
· Use rain barrels to collect runoff and plant rain
gardens with native vegetation to absorb excess water.
These small steps can significantly reduce flood risks
and protect your home from costly damage.
Plan for Long-Term Sustainability by factoring in
inflation, climate change impacts, and your nation’s growth when budgeting for
housing projects
Strengthening Housing Financial
Management
Work with Key Organizations: Advocate for funding models that consider community
needs beyond just population size, including remoteness, climate adaptation,
and infrastructure demands.
Secure Core Funding for Housing Staff: Ensure stable funding to hire essential personnel
such as Housing Managers, Administrative Support, Maintenance Workers, and
Tenant Relations Coordinators.
Offer Financial Literacy Programs:
· Tool: Prosper
Canada – Provides financial literacy training and resources.
Succession Planning:
· Example: The First Nation can create a
leadership training program featuring workshops by senior staff, shadowing
opportunities, and mentorship pairings. Workshops would address conflict
resolution, budgeting, and team management, while mentorship sessions provide
practical advice on real-world scenarios. This initiative would prepare staff
for leadership roles and preserve essential housing knowledge as senior staff
retire or resign.
Certification Programs
such as:
o Indigenous Leadership Program – Provided by Johnson
Shoyama Graduate School of Public Policy (ILP)
o Indigenous Public Works and Housing Management Program – Offered by the Saskatchewan Indian Institute of
Technology (SIIT).
o First Nations Housing Professionals Program – Provided by the First Nations Housing Professionals
Association (FNHPA).
o First Nations Housing Manager (Online Certificate
Program) – Available
through Vancouver Island University (VIU),
o Indigenous Skills Training Program – A specialized program for Indigenous housing
professionals, supported by Canada Mortgage and Housing Corporation (CMHC).
· Upcoming Funding Opportunities: Stay informed about new funding opportunities
available to support housing projects within First Nation communities. These
funds can help improve housing conditions, enhance infrastructure, and support
community-led initiatives for housing and infrastructure development. Check
regularly for details on application deadlines and eligibility criteria.
· Training and Capacity Building: Upcoming training opportunities aimed at building
skills and knowledge related to housing development, management, and
maintenance. These sessions will empower community members with the tools
needed to lead housing projects and strengthen local expertise.
· Networking Events: Join upcoming networking events designed to connect
individuals, organizations, and stakeholders.
Emergency Preparedness (Provide guides for disaster response, safety planning,
and risk management)
Effective emergency preparedness is crucial for
safeguarding communities against natural disasters, including floods and
wildfires. Understanding the risks and taking proactive measures can help
minimize damage and ensure a swift response. Below, you will find a collection
of resources, including links and videos, that guide you on how to prepare for
emergencies properly.
Financial Management of Emergency Response for First
Nations
Financial Responsibilities and Coverage
Indigenous Services Canada (ISC) covers all costs for
emergency events on reserves and other eligible communities.
Federal Funding Programs for Emergency Management
Three main federal programs support emergency
management on reserves:
Responsibilities in Emergency Management
ISC's Role in Emergency Management for First Nations
Indigenous Services Canada (ISC) assists First Nations
on reserves in preparing for and responding to emergencies through the Emergency
Management Assistance Program (EMAP).
How ISC supports First Nations during emergencies
· Before an Emergency: ISC collaborates with provincial and territorial
emergency management teams and encourages First Nations to develop emergency
plans.
· During an Emergency, ISC provides advice and support as needed. If the
situation exceeds local capacity, ISC helps coordinate additional assistance.
· After an Emergency, ISC works with communities to assess damage, repair
infrastructure, and ensure continued service delivery. The federal government
reimburses eligible emergency response and recovery costs.
First Nations Community Members
· Public Safety Canada's Get Prepared website recommends being ready to manage your own
needs and those of your family for at least 72 hours during an emergency,
provided you can stay in your home. Even during anticipated evacuations,
members of First Nation communities should be prepared to meet their immediate
needs for 72 hours, in case of delays or unexpected situations.
First Nations Leadership (Chief & Council)
· Develop an emergency management plan (funding
is available through EMAP).
· Use local resources to respond to emergencies.
· Contact ISC and provincial/territorial officials if
additional support is needed.
Emergency Service Partners
· ISC partners with First Nations communities,
provincial and territorial governments, and organizations to ensure that emergency
services are culturally relevant and meet the needs of all community
members.
· The Culturally Relevant Emergency Management
Services Toolkit helps service providers support marginalized groups and
improve response strategies.
The toolkit
includes:
·
The Interim
Service Standards for Culturally-Relevant Emergency Management Services
·
The After
Action Report Guidelines and Template
Emergency Management Assistance
Program (EMAP) [
EMAP provides funding to First Nations communities so
they can build resiliency, prepare for natural hazards and respond to them
using the four pillars of emergency management:
· Mitigation – Reducing risks before disasters happen.
· Preparedness – Planning and getting ready for
emergencies.
· Response – Taking action during emergencies.
· Recovery – Helping communities rebuild after
disasters.
EMAP aims to be:
· Flexible
· Culturally sensitive
· Responsive to the unique strengths and customs of
First Nations communities
· Adaptive to the evolving challenges resulting from
emergency events
Mitigation and
preparedness: Project funding is available for First Nations-led emergency
management preparedness and non-structural mitigation and FireSmart
initiatives, such as:
·
Training opportunities
·
Emergency management plan development
and testing
·
Tsunami preparedness
·
All hazard risk assessments
·
Fire prevention and preparedness
capacity building
Flooding
· Landslides
· Tsunamis \
· Severe weather
· Drought
Response and recovery
EMAP reimburses response and recovery activities in the
event of emergencies, helping the community recover in a timely, durable, and
holistic manner. Eligible emergencies include going or imminent:
· Wildfire
· Flood
· Storm
· Earthquake
· Health emergencies
EMAP allows for the purchase of low-value equipment
for emergency preparedness and mitigation projects through the program’s
proposal-based funding streams: Non-Structural Mitigation and Preparedness
(NSMP) and FireSmart. See https://www.sac-isc.gc.ca/eng/1624302370418/1624302401778 for types of approved and non-approved equipment.
First Nations, tribal councils, and organizations in
Saskatchewan receive support from ISC to strengthen emergency management
capacity at the community level. This includes annual planning efforts,
particularly for spring flooding, through initiatives such as:
· Appointing emergency management leads and liaisons to
provide guidance and advice.
· Establishing community emergency management teams and
committees.
· Developing and updating all-hazard emergency
management plans and risk assessments.
· Conducting emergency exercises and related training
(e.g., incident command systems, emergency operations centers, emergency social
services).
· Engaging communities to improve preparedness,
response, and recovery capacity.
Support Through the Emergency Management Assistance
Program (EMAP)
EMAP provides additional resources to First Nations,
including:
· Hosting the annual First Nations Emergency Management
Forum for sharing initiatives, lessons learned, and building partnerships.
· Conducting After Action Reports with First Nations and
partners for post-emergency assessments.
· Activating and training Emergency Operations Centers
(EOCs) to manage community-level emergencies.
· Partnering with the Canadian Red Cross for direct
assistance during emergencies, including evacuations and preparedness training.
· Enhancing emergency social services preparedness and
training.
· Strengthening search and recovery capacity through
specialized training.
The Building Back Better strategy helps First Nations strengthen resilience
and reduce risks from natural disasters by implementing proactive measures. For
spring flooding, this includes reducing excessive snowpack, opening culverts
and ditches in high-risk areas, and collaborating annually with partners to
monitor and assess flood risks.
Wildfires in First Nations communities
Wildfires pose a risk to First Nation communities,
with response services managed by provincial and territorial emergency
organizations. ISC supports wildfire prevention, mitigation, and response
efforts, including the FireSmart program and wildfire management initiatives.
Fire protection is a critical service, covering
firefighting, fire hall operations, equipment, and training. First Nations Chief
and Council oversee the fire protection on reserves, with ISC providing funding
to support these services or contracting them from nearby communities.
First Nations Chief and Council can request funding
for capital investments or firefighter training through their First Nation Infrastructure
Investment Plan.
FireSmart Funding for Wildfire Preparedness
The Emergency Management Assistance Program (EMAP)
supports wildfire mitigation and preparedness through the FireSmart funding
stream. FireSmart helps First Nations communities build skills to prevent and
respond to wildland fires by training teams in wildfire suppression, fuel
management, and vegetation clearing. It also integrates Indigenous knowledge to
enhance emergency planning and response.
Eligible FireSmart Initiatives:
· Wildfire risk assessments and pre-suppression planning
· Fuel reduction, forest thinning, and prescribed
burning
· Fire breaks and vegetation management
· Wildland fire crew training
· Fire mapping and community engagement
· FireSmart training, workshops, and conferences
Additional funding for wildfire risk assessments is
available through the First Nations Adapt
Program, and
fire-related infrastructure projects may qualify under the Capital Facilities and Maintenance
Program.
EMAP also provides funding for low-value equipment to
support emergency preparedness, including:
· Firefighter protective gear
· Fire suppression tools
· Vegetation management equipment
Flooding in First Nation communities
Seasonal flooding can pose significant risks to First
Nations communities. Working together with local partners, communities take
proactive steps to ensure emergency preparedness and response plans are in
place, as well as implement measures to mitigate the impact of flooding.
Flood preparation measures in First Nations
communities
First Nations on reserves receive funding for structural mitigation projects that strengthen infrastructure against
natural hazards. These projects may include:
· Dikes
· Sea walls
· Erosion control measures
· Drainage improvements
Additionally, the Emergency Management Assistance
Program (EMAP) provides federal funding to support on-reserve emergency
management efforts, covering:
· Flood mitigation
· Preparedness
· Response
· Recovery
For more information on flood preparedness, visit Flood Ready and watch the available videos. The Red Cross website
offers information on emergency preparedness
for Indigenous communities, along with
videos on:
· Elders and Emergencies (YouTube)
· Evacuations and Emergency
Preparedness (YouTube)
· How to Prepare a Grab-and-Go Bag (YouTube)
(Source:
https://www.canada.ca/en/campaign/flood-ready/prepare-home/property-protection.html)
For funding on emergencies (Looking for links)
Capital Facilities and Maintenance
Program - Contributions to eligible recipients under the Capital Facilities and
Maintenance Program (CFMP) provide financial assistance to plan, construct
and/or acquire and operate and maintain community capital facilities and
services such as infrastructure, including schools and residential housing
consistent with approved policies and standards.
This assistance is provided to First
Nations on reserves, as well as First Nations and other eligible recipients on
Crown land or recognized First Nations land.
Eligible expenses regarding Policy
and Governance may include (but are not limited to):
· Management support: Management and administration
support for housing programs and projects including the provision of management
expertise, advisory services, multi-year housing program planning, and the
formation and operations of housing councils. This could include activities
normally associated with input to the development of a First Nation
Infrastructure Investment Plan.[Also related to TRAINING AND TRANSITION/ASSET
MANAGEMENT]
· Special initiatives: Funding is provided to explore
different ways to support on-reserve housing needs. These include new ways to
administer housing, for example, through the establishment of a housing
authority and measures to create sustainable capital to meet on-reserve housing
needs including: [POLICY AND GOVERNANCE]
o
permitting
the creation of interest-bearing debt services such as revolving loan funds,
loan pools, and loan circle mechanisms
o
permitting
the leveraging of First Nations funding and private sector capital in the
establishment of capital pools
o
supporting
private market investment measures for on-reserve assets
For more information, see https://www.sac-isc.gc.ca/eng/1386694148066/1615723191777
Capital Facilities and Maintenance
Program - Contributions to eligible recipients under the Capital Facilities and
Maintenance Program (CFMP) provide financial assistance to plan, construct
and/or acquire and operate and maintain community capital facilities and
services such as infrastructure, including schools and residential housing
consistent with approved policies and standards. This assistance is provided to First
Nations on reserves, as well as First Nations and other eligible recipients on
Crown land or recognized First Nations land.
Eligible expenses regarding Training
and Transition Include:
Management
support: Management
and administration support for housing programs and projects including the
provision of management expertise, advisory services, multi-year housing
program planning, and the formation and operations of housing councils. This
could include activities normally associated with input to the development of a
First Nation Infrastructure Investment Plan.[also related to: ASSET MANAGEMENT]
Housing
related training: Funding
is provided for training in the delivery of the housing program, training for
community housing inspectors, and life-skills training for residents related to
housing for residents. [TRAINING AND TRANSITION]
For
more information, see https://www.sac-isc.gc.ca/eng/1386694148066/1615723191777
Capital Facilities and Maintenance
Program - Contributions to eligible recipients under the Capital Facilities and
Maintenance Program (CFMP) provide financial assistance to plan, construct,
and/or acquire, operate, and maintain community capital facilities and
services, such as infrastructure, including schools and residential housing,
consistent with approved policies and standards. This assistance is provided to First
Nations on reserves, as well as First Nations and other eligible recipients on
Crown land or recognized First Nations land.
Eligible expenses regarding Asset
Management may include (but are not limited to):
Other
housing-related activities: All
housing-related activities, including the day-to-day operation and maintenance,
insurance, the administration and management of the housing portfolio and debt
servicing. [ASSET MANAGEMENT
Management
support: Management
and administration support for housing programs and projects, including the
provision of management expertise, advisory services, multi-year housing
program planning, and the formation and operations of housing councils. This
could include activities usually associated with input to the development of a
First Nation Infrastructure Investment Plan.[also related to TRAINING AND
TRANSITION]
Technical
support: Inspection
of on-reserve housing to ensure compliance with the relevant code, and the
general improvement in technical expertise regarding the housing program.
[ASSET MANAGEMENT]
For
more information, see https://www.sac-isc.gc.ca/eng/1386694148066/1615723191777.
First Nations Infrastructure Fund – Invests in structural mitigation projects. FNIF
helps First Nations communities upgrade and increase public infrastructure to
improve the quality of life and the environment in First Nations communities. It
supports projects on reserves, Crown land, or land set aside for the use and
benefit of First Nations. The FNIF was created as a complementary source of
funding to the Capital Facilities and Maintenance Program and includes nine
categories of eligible infrastructure projects:
1.
Planning and
skills development
2.
Solid waste
management
3.
Roads and bridges
4.
Energy systems
5.
Connectivity
6. Structural mitigation (formerly disaster mitigation)
7. Fire protection
8. Cultural and recreational facilities
9. Band administrative buildings
The Canada Mortgage and Housing Corporation (CMHC)
provides funding for new construction projects on reserves. Some of these
funding options include:
· Insured Loans for On-Reserve First
Nation Housing – Financing for First Nation housing projects secured by a
ministerial loan guarantee
· On-Reserve Non-Profit Housing Program
(Section 95) – Funding for non-profit rental housing projects in First Nation
communities
· Indigenous Shelter and Transitional
Housing Initiative - $724.1 million to support Indigenous women, children, and
2SLGBTQQIA+ people escaping gender-based violence
· Affordable Housing Innovation Fund –
Loans, forgivable loans, contributions and financing options that support
housing innovation across the housing continuum
· Seed Funding – Interest-free loans
and/or non-repayable contributions to develop and preserve affordable housing.
· Shelter Initiative for Indigenous Women
and Children - $44.8 million to create 12 new shelters for Indigenous women and
children escaping family violence.
· Proposal Development Funding for First
Nation communities – Funding for the proposal stage of your on-reserve housing
project
· Shelter Enhancement Program (SEP) –
Renovation – Funding to repair shelters and housing for people who are fleeing
domestic violence
· Apartment Construction Loan Program –
Low-cost loans encouraging the construction of sustainable rental apartment
projects across Canada
For further information, see https://www.cmhc-schl.gc.ca/professionals/project-funding-and-mortgage-financing/funding-programs/indigenous/new-construction/on-reserve
Capital Facilities and Maintenance
Program - Contributions to eligible recipients under the Capital Facilities and
Maintenance Program (CFMP) provide financial assistance to plan, construct,
and/or acquire, operate, and maintain community capital facilities and
services, such as infrastructure, including schools and residential housing,
consistent with approved policies and standards. This assistance is provided to First
Nations on reserves, as well as First Nations and other eligible recipients on
Crown land or recognized First Nations land.
Eligible expenses regarding Builds
and Procurement may include (but are not limited to):
Housing,
new construction: Planning,
design, construction and acquisition of new housing units. Housing units
include single-family units, multi-family units, mobile homes, as well as
special needs housing such as homes for the elderly, group homes, and homes for
individuals who require assisted living but not medical care. Funding is also
provided to cover the identification and acquisition of required land rights. [BUILDS AND PROCUREMENT]
Housing,
renovations: Renovations
of existing housing units. The types of housing units covered are described
under ‘Housing, New Construction'. [BUILDS AND PROCUREMENT]
For more information, see https://www.sac-isc.gc.ca/eng/1386694148066/1615723191777.
Capital Facilities Maintenance
Program
Indigenous Services Canada’s (ISC) CFMP is the primary
vehicle for supporting community infrastructure on First Nations reserves.
CFMP invests in the
planning, design, construction, renovation, acquisition, and operations and
maintenance of community infrastructure that supports First Nations in building
healthy, safe, and prosperous communities and enables their engagement in the economy.
With an annual budget of over $2
billion, CFMP invests in:
· Housing
· Education facilities
· Water and wastewater systems
·
Other community
infrastructure, such as but not limited to:
o
Roads and bridges
o
Connectivity
o
Fire protection
o
Cultural and
recreational facilities
o
Structural
mitigation
o
Solid waste
management
o Community energy systems
Program Goals
· Maximize the life cycle of the assets
· Mitigate health and safety risks.
· Ensure that assets meet applicable codes and standards
· Ensure that assets are managed in a
cost-effective and efficient manner
· Address the communities’ needs.
The program has three funding streams:
· Operations and Maintenance
· Minor Capital for projects under $1.5 million.
· Major Capital for projects over $1.5 million.
Proposed projects are ranked based on:
· Protection of health and safety, and assets that need
upgrading or replacement to meet appropriate standards
· Restoration, modernization, renovation
or replacement to extend or restore the operating life of a facility or asset
· Growth, or anticipated community growth
that requires new housing, roads,
schools, and community buildings.
These guidelines help ensure funding is allocated
fairly and effectively, prioritizing the most critical needs.