Tripartite Forum Fund for Social and Economic Change

Tripartite Forum Fund for Social & Economic Change

Guidelines

Established February 2007

Revised September 17, 2007

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Tripartite Forum Fund for Social and Economic Change
Guidelines – 2007

Table of Contents

Background……………………………………………………………………….3

Guidelines for Tripartite Forum Project Proposal Submissions…….……….3

Method of Application…………………………………………………...………5

Review, Evaluation and Approval of Projects…………………………………5

Tracking and Reporting………………………………………………………….5

Appendices

A - Tripartite Forum Fund Project Review Committee Terms of Reference……6

B - Project Proposal Application Form…………………………………………10

C - Strategic Directions Document ………………………………..…………..13

D - Project Evaluation Form…………………………………………………….17

E - Notice of Approval …………………………………………………………..20

F - Delivery & Scope Instructions & Template .……………….…………...…21

G - Project Progress Report Template ….…………………………………….23

H – End of Project Report Template …………………………………………..25

1. Background

At the Mi’kmaq - Nova Scotia - Canada Tripartite Forum General Assembly on June 16-17, 2005 in Bear River First Nation, the Tripartite Forum Secretariat engaged the services of the St. Mary’s University Business Development Centre to conduct an organizational review of the Forum to improve the Forum’s effectiveness. The Organization Review to Improve Effectiveness was released in November 2005 and in March 2006 the Officials Committee moved to adopt a staged approach to the recommendations in the Review, followed by support from the Executive Committee in November 2006. Although there were a number of recommendations made, the most significant recommendation was the need to implement a project management approach for all project based committee work. Inherent in this recommendation was the need to recruit a skilled Senior Project Manager to lead the implementation of this approach and the establishment of a Project Fund for projects that: do not fit within an existing program; for which there is no other funding available; or to leverage other funding. The Fund is jointly funded by Nova Scotia (Office of Aboriginal Affairs) and Canada (Indian and Northern Affairs Canada) and administered and managed by the Tripartite Forum Secretariat.

2. Guidelines for Tripartite Forum Project Proposal Submissions

The Tripartite Forum projects shall be reviewed and evaluated in accordance with the objectives, results, eligibility and project approval criteria described below:

Objectives and Results

• To provide a means for the Mi’kmaq - Nova Scotia - Canada Tripartite Forum to deliver and carry out its mandate under the Forum’s governing documents (Memorandum of Understanding, Terms of Reference, Addendum to MOU, and Report and Recommendations) and the outcomes identified in the Strategic Directions document (Appendix C).

• To assist Tripartite Forum Working Committees fund projects emanating from their respective work plans in support of the Tripartite Forum Strategic Directions document.

• To provide funding support for unique activities and initiatives that may not fit within existing government program authorities or budget plans and/or to leverage other funding.

• To support Tripartite Forum projects that, whether directly or indirectly, are expected to lead to closing a gap in social and economic outcomes for Mi’kmaq communities and individuals in Nova Scotia.

Eligibility

To be eligible, the projects must be supported by a majority of the working committee and formally submitted by the three Co-Chairs using the project proposal application form (Appendix B) to the Tripartite Forum Fund Project Review Committee (Appendix A). The Working Committee Co-Chairs must ensure that:

• the project meets committee work plan objectives and overall Tripartite Forum objectives;

• the project will either directly or indirectly benefit Mi’kmaq communities and individuals in Nova Scotia;

• due diligence is exercised in identifying, awarding and managing contracts for services, activities, and initiatives identified in project proposals (due diligence is defined as the level of judgment, care, prudence, determination and activity that a person would reasonably be expected to do under particular circumstances);

• if the project is strictly community based, a letter of support from the community is strongly recommended;

• the project proposal identifies all confirmed funding partners, if applicable.

•the proposal includes Minutes/Motion and/or consensus indicating project support from the Working Committee.

Ineligible expenditures in relation to project proposals submitted include:

• honoraria

• on-going operational costs of a First Nation corporation, association, cooperative or institution which provides services to First Nations in Nova Scotia.

• activities and initiatives that fall outside of the Forum’s mandate and objectives.

• activities and initiatives that are currently being funded via core Tripartite funding to the parties.

• activities and initiatives that are likely to be fully financed by existing federal and/or provincial programs.

Project Approval Criteria

Project approvals will be based on the following criteria:

• meets objectives and eligibility established in aforementioned guidelines.

• the degree to which the project directly, or indirectly contributes to closing a gap in social and economic outcomes of Mi’kmaq communities and individuals in Nova Scotia.

• the application must be complete and sufficient detail given commensurate with the scope of the project and the level of funding being sought.

• should demand exceed available funds, priority will be given to projects that:

1. generate higher levels of direct benefit to Mi’kmaq communities and individuals;

2. generate a wide, rather than narrow, range of benefits;

3. conform more closely to Tripartite Forum objectives.

3. Method of Application

Project proposals will be submitted to the Tripartite Forum Fund Project Review Committee (Appendix A) through the Senior Project Manager.

4. Review, Evaluation and Approval of Projects

• The Senior Project Manager will assist with initial review prior to submission to Tripartite Forum Fund Project Review Committee to ensure compliance with the project proposal form (Appendix B) and that there is sufficient detail in the project proposal.

• If the project clearly meets the objectives, eligibility and approval criteria of the Tripartite Forum Fund for Social and Economic Change, the Tripartite Forum Fund Project Review Committee will evaluate the project proposal using the Project Evaluation Form (Appendix D) and either approve or reject the project proposal (via delegated authority from the Officials Committee).

• The approval or rejection will be recorded by a signature of the Executive Chair of the Tripartite Forum on the Notice of Approval (Appendix E).

5. Tracking and Reporting

Progress Reporting (See Appendix G) deadlines will be negotiated and submitted to the Senior Project Manager.

End of Project Reporting (See Appendix H) is due upon completion of each project and will be negotiated with the Senior Project Manager. End of Project Reporting will also be supported by Financial Statements from the project.

The Senior Project Manager, with assistance from the Communications Officer, shall provide the Officials Committee with reports of projects approved under this initiative and will identify the outcomes of the projects and the results achieved, including total contributions.

Appendix A

TERMS OF REFERENCE

MI'KMAQ - NOVA SCOTIA - CANADA TRIPARTITE FORUM

TRIPARTITE FORUM FUND PROJECT REVIEW COMMITTEE

Background

The creation of the Tripartite Forum Fund Project Review Committee is in accordance with the renewal of the Forum supported by the Executive Committee in November 2006.

Vision

Building a foundation for prosperous and healthy Mi’kmaq communities in Nova Scotiaby learning and working together through partnership, commitment, and respect.

Mission

Committed to working and leaning together in partnership, in a manner that respects the needs of Nova Scotia Mi’kmaq.

Mandate

Under the guidance of the Tripartite Steering Committee, the Tripartite Fund Project Review Committee will discuss, review and provide recommendations on project proposals submitted by Tripartite Forum Working Committees.

Activities

1.Review and recommend projects coming from Tripartite Forum Working Committees under the Tripartite Forum Fund for Social and Economic Change.

2. Facilitate communication to ensure Tripartite Forum Working Committees understand the Guidelines for Tripartite Forum Fund for Social and Economic Change.

3. In collaboration with the Senior Project Manager and the Communications Officer, the Committee will monitor and report on progress towards objectives to the Executive, Officials, and Steering Committees.

4.Share Notice of Approval with the Tripartite Forum Working Committee supporting the project proposal.

Membership Structure

The committee consists of six voting members, drawn from the Co-chairs membership within the Tripartite Forum, the Executive Chair of the Tripartite Forum and two ex officio members.

Membership specifically includes:

Voting

Three Steering Committee Co-chairs (Mi’kmaq, Nova Scotia and Canada)

Three Co-chairs drawn from other Working Committees (one Mi’kmaq, one Nova Scotia, one Canada)

Non-voting

Executive Chair

Senior Project Manager

Communications Officer

If unavailable to attend a Committee meeting, it is the responsibility of the Co-chair to designate a proxy from their alternate respective co-chairs.

At the Co-chairs bi-annual planning sessions, Co-chairs will determine who shall be appointed and their representative party will notify the Forum Secretariat.

Meetings

Meetings will take place on a quarterly basis (or more often as required) and the location will rotate between Mi'kmaq communities whenever possible. Meeting dates will be set in advance and can be changed by consensus in consultation with committee members.

Meetings can alternatively be conducted via teleconference or video conference.

Roles, Responsibilities, and Expectations of Committee Members

The three Steering Committee Co-chairs will be standing committee members to ensure consistency and to ensure productivity and effectiveness of project based work coming out of the Forum.

The remaining three voting Co-chairs shall serve a minimum of 2 years followed by a performance review conducted by committee members. Members may serve multiple terms as approved by the committee.

The Executive Chair will facilitate and chair meetings or delegate to a Steering Committee Co-chair when necessary. The Executive Chair will represent and speak on behalf of the committee at forums and other meetings.

The Senior Project Officer will provide the committee with project proposal summaries and preliminary assessments to assist the committee determine its recommendation based on the Guidelines for Tripartite Forum Fund for Social and Economic Change.

All members are expected to attend regularly scheduled meetings, review proposals prior to meetings and be prepared to participate in discussions related to the proposals.

Decision Making

The committee will make recommendations by way of consensus whenever possible. If a committee member is in disagreement with the recommendation or decision, the minutes will be reflected as such.

A meeting quorum of 6 is required to proceed. Decisions must receive a majority vote. Once quorum is established, majority is half of the voting members present plus one (1). In the event of a tie, the Executive Chair will break it.

Annual Review & Evaluation

The Tripartite Forum Steering Committee will assist with the evaluation of the efficiency and effectiveness of the committee on an annual basis and provide a summary report to the Officials Committee.

Appendix A: Current Membership

Rick Simon, Tripartite Forum Executive Chair

Jim Hepworth, Mi’kmaw Steering Committee Co-chair

Phil Fraser, Federal Steering Committee Co-chair

Ernest Walker, Provincial Steering Committee Co-chair

Laurie Alexander, Provincial Economic Development Committee Co-chair

George ‘Tex’ Marshall, Mi’kmaw Sport & Rec Committee Co-chair

David Burton, Federal Social Committee Co-chair

Wendy Casey, A/ Tripartite Forum Senior Project Manager

Heather Hughes, Tripartite Forum Communications Officer

Appendix B

MI’KMAQ-NOVA SCOTIA-CANADA TRIPARTITE FORUM

Fund For Economic & Social Change

FR1 Project Proposal

Start and End Date of Project

Start:

End:

Section 1: General Information

1.1 Name of Tripartite Committee
1.2 Name of Project Partner (if applicable)
1.3 Project Title
1.4 Contact details of Committee person responsible for End of Project reporting
Name
Job title
Telephone Number
E-mail address

Section 2: Project Information

2.Statement of Work:
Provide a brief description of the Project.

Forum Strategic Principles:
How does the Project align with the Forum’s strategic principles: work is grounded in the history, culture and language of the Mi’kmaq Nation; and improving the health of Mi’kmaq communities and individuals?

Forum Priorities:
How does the Project align with the Forum’s priorities: individual and community capacity; youth; community; and relationships?

Objective:
What are the objectives/overall deliverable of the Project?

Deliverables and Scope:
Identify all deliverables the Project will create by filling in the attached Workplan (See Appendix F)

Impact:
What is the perceived impact if the Project does not go forward at this time?

Critical Success Factors:
What critical factors does the Project rely on for success (i.e. funding approval by {date}, cooperation with other working committees, completion by {date}, resource participation, workloads and schedules...)?
Time Frames:
When will the Project be completed. Also identify any key dates between start and finish such as progress meeting with sponsors by {date}, community meetings completed by {date}, etc.

Milestone / Proposed date

*Please add more columns if necessary

Budget:

Estimate costs required to complete the Project, and how the dollars are to be expended. Please identify estimates of any ongoing costs which may be required (i.e. maintenance of website) and any other funding sources.

Communications Plan:

How and what communications are required during the Project (i.e. engagement of Tripartite Communication Advisor, status updates for sponsors, roll out to communities, engaging communities……)?

Constraints/Risks:

What might occur that could jeopardize the Project (i.e. creeping scope, daily commitments may interfere, loss of focus, external mandates…)?

Assumptions:

What, assumptions have been made while scoping the Project (i.e. funding will be sufficient, all members will be able to follow through on commitments, external risks will be minimal if any, cooperation from other working committee when required….)?

Project Team:

Identify the resources required to successfully complete the Project (if specific person(s) unknown, please identify skill base and background).

Project Lead:

Project Manager:

Project Team Members:

Resources (i.e. Consultant):

Attachments:

Please include:

Completed Deliverables and Scope (See Appendix F)
Demonstrated support from the Working Committee regarding this project. (please attach Motion or Minutes)
If applicable, letters of Community Support
If applicable, attach any relevant background information such as confirmation of available (or not available) funding from other sources, qualifications of facilitators, confirmation of approval from all Mi’kmaq communities (i.e. all Chiefs have indicating interest), etc.

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Submission:

Working Committee

Mi’kmaq Co-ChairDate

Provincial Co-ChairDate

Federal Co-ChairDate

Tripartite Forum

Project ManagerDate

Appendix C

Mi’kmaq - Nova Scotia - Canada Tripartite Forum

2006 Strategic Direction Document

Preamble

The purpose of this document is to combine the findings of a number of strategic documents and sessions held over the past few years, and point a concise “way forward” for the working committees and members of the Mi’kmaq•Nova Scotia•Canada Tripartite Forum. In the end, the goal is to focus the work of the Forum and transform good ideas into positive change.

The document should be used to inform each working committees’ annual work plan development process. Committees will be informed, by being reminded of the vision of Tripartite Forum, and secondly that committees must connect each work plan goal/objective and project to that vision through the outcomes (and therefore the priorities) of the Tripartite Forum.

In reading this document, we must be aware of two overarching strategic principles for the Tripartite Forum. Fundamental to achieving our collective vision within the Tripartite Forum is an on-going strategic focus on:

- Ensuring that all our work is grounded in the history, culture and language of the Mi'kmaq nation. As stated at the 2006 AGA in Annapolis Valley - L’nui’ta’simk: the Mi’kmaq way of thinking or doing, and;

- Improving the health of Mi'kmaq communities and individuals.

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Tripartite Forum Fund for Social and Economic Change
Guidelines – 2007

Vision:
Building a foundation for prosperous and vibrant Mi’kmaw communities
through partnership, commitment and respect.

Mission:
Committed to working and learning together in partnership, in a manner
that respects the needs of Nova Scotia Mi’kmaq.

Value statements:
Commitment
We are committed to working in open-minded relationships where all
parties strive to reach the organization’s vision.

Partnership
We will work together in good faith to build a strong and healthy
Mi’kmaw community that will benefit all Nova Scotians.

Respect
We develop our relationship based on mutual trust and respect,
where we learn and grow together.

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Tripartite Forum Fund for Social and Economic Change
Guidelines – 2007

Priorities

Individual and community capacity:

Building the capacity of Nova Scotia Mi’kmaq.

Outcomes:

- Increase the skills of Nova Scotia Mi’kmaq

- Increase participation of Nova Scotia Mi’kmaq in labour market -Increase employment of Nova Scotia Mi’kmaw Youth -Increase Mi’kmaq language retention opportunities

Youth:

Ensuring the success of Nova Scotia Mi’kmaw Youth on their path of life-long learning.

Outcomes:

- Increase youth participation on issues and solutions -Increase the number of healthy, active youth

- Increase youth governance development opportunities

Community: