Policy Brief (Institute on Governance)

Brief explanation of models, rationale, common design principles, and policy implications.

Discusses ways for new Aboriginal governments to shape understandings of accountability with other levels of government.

Looks at universal principles of good governance and how they are applied to business ventures. Includes business development cases.

Looks at managing the relationship between chief, council and band administrator. Companion to policy brief no. 28.

Argues that portfolio system makes partnership with overlapping roles difficult and suggests four other options that could improve functioning of the relationship. Companion to Policy Brief no. 27.

Argues that current governance practices are responsible for the widening gap between Aboriginal and non-Aboriginal communities, as measured by the Community Well-being Index (CWB). Scores are based on four factors: education, housing, labour force and income.

Argues that communities cannot look to others to provide successful housing strategies but must approach the problem from the perspective of political will and governance.

Looks at the benefits of introducing broad-based taxation on reserves. Concludes with recommendation on how to gradually introduce taxation.

Compares principles of good governance to traditional Aboriginal governance prior to contact. Uses the principles to move forward the reconciliation process.

Briefly argues that the current approach, which focuses on lengthy negotiations leading to significant transfer of jurisdiction will not necessarily result in good governance and that alternatives which distribute power in systems more balanced and integrated with other levels of government is a more realistic way forward.

Brief summary of study which involved interviews with 75 individuals representing First Nations, provincial and federal governments and industry. Discusses progress to-date, pressures, barriers, and recommendations. Includes case study of Saskatchewan.