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ATLANTIC ABORIGINAL ECONOMIC

DEVELOPMENT NETWORK (AAEDN)

DRAFT TERMS OF REFERENCE

(Updated November 24, 2009June 25, 2013)

PART A PREAMBLE A network is hereby established to be known as the Atlantic Aboriginal Economic Developers Network. The following constitutes the Terms of Reference of the Atlantic Aboriginal Economic Developers Network. The Atlantic Aboriginal Economic Developer’s Network (AAEDN) will have the authority over these Terms of Reference. PART B INTERPRETATION In these Terms of Reference,

(a) “AAEDN” refers to the Atlantic Aboriginal Economic Developer’s Network as established by Part A, Section 1.

(b) “AAEBS” refers to the Atlantic Aboriginal Economy Building Strategy.

(c) “First Nation Organizations” refers to an organization that falls under the control and jurisdiction of First Nation, Innu or Inuit leadership. This includes tribal councils, economic development corporations and/or Aboriginal capital corporations.

1.0 VISION AAEDN promotes Aboriginal Economic Development through the implementation of initiatives that enhance the capacity and effectiveness of its membership. 2.0 GUIDING PRINCIPLES The Atlantic Aboriginal Economic Developer’s Network (AAEDN) shall base activity and recommendations on the following principles:

2.1 AAEDN shall be representative of an official body for its membership.

2.2 AAEDN is established to serve as the lead in the implementation of the

Atlantic Aboriginal Economy Building Strategy (AAEBS).

2.3 AAEDN shall be a place that provides an opportunity for open and well informed discussion, responsible undertakings and consensus building.

2.4 AAEDN is dedicated to sharing knowledge recognizing that access to

accurate and current information is a primary condition essential to decision making.

2.5 AAEDN shall be regionally managed by its membership, administered by

the Atlantic Policy Congress of First Nation Chiefs (APCFNC), and funded by a partnership of funding sources.

2.6 AAEDN works with its membership in a spirit of respect for local

autonomy, political allegiance and candid in communication. 2.7 AAEDN members work in a unique context, relying on trusted advice and

assistance amongst its membership to overcome challenges and be successful.

2.8 AAEDN promotes and supports the interest of its membership.

3.0 MANDATE AAEDN utilizes all available resources for the implementation of the Atlantic Aboriginal Economic Building Strategy.

4.0 PURPOSE AND OBJECTIVES AAEDN is a technical network that supports First Nation and Inuit economic development officers involved in economic development and the implementation of the AAEBS including but not limited to the following:

4.1 To gather, analyze and disseminate business and development information.

4.2 To share practical knowledge and expertise that promotes economic

development best practices.

4.3 To promote and be a representative with the interests of First Nation and Inuit economic development.

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4.4 To provide strategic input, advise and make recommendations to the

AAEDN Executive Committee regarding the AAEBS. 4.5 To be leaders in promoting the AAEBS. 4.6 To proactively engage and consult with respective business, industry,

agencies, service providers, NGO’s and governments regarding Aboriginal economic development issues at local, regional and national levels.

4.7 To prioritize, plan and deliver training that enhances the capacity of First

Nation and Inuit economic developers 4.8 To identify, assess and seek opportunity to facilitate larger economic

development projects. 4.9 To explore an economy of scale and be a communication vehicle for

Atlantic First Nations and Inuit communities.

5.0 GOVERNANCE

5.1 The organizational structure of AAEDN is depicted in Appendix A..

5.2 An executive body of the AAEDN to be herein referred to as the AAEDN Executive Committee is established to support and facilitate the implementation of the AAEBS fostering economy building in accordance with the strategy as prioritized by the APCFNC.

5.3 The primary purpose of the AAEDN Executive Committee is to provide

strategic input, advice and makes recommendations with regard to the implementation of the AAEBS.

5.4 Atlantic Aboriginal Economic Developers Network (AAEDN) in the support

and implementation of the Atlantic Aboriginal Economy Building Strategy (AAEBS) has established the AAEDN Executive Committee to address a substantial portion of the AAEDN activity within the Atlantic Aboriginal Economy Building Strategy (AAEBS).

5.5 Please refer to Appendix B for the Terms of Reference that governs the

AAEDN Executive Committee.

6.0 STRUCTURE

The network shall be composed of 15 voting members, with two co-chairs. The voting members of the network will be comprised of the following representatives with the exception to section(s) 6.2 and (s) 6.7 respectively who will be considered ex officio membership to AAEDN.

6.1 All First Nation, Innu and Inuit economic developers in Atlantic Canada and the Micmac of Quebec are eligible to be representatives within the AAEDN.

6.2 Eligibility to be a Representative also includes those Economic

Developers who work for Tribal Councils and/or Aboriginal Organizations including: Confederacy of Mainland Micmac (CMM), Union of Nova Scotia Indians (UNSI), Kwilmu”kw Maw-Klusuaqn (KMK), New Brunswick Joint Economic Development Initiative (JEDI), Union of New Brunswick Indians (UNBI), Micmac Confederacy of Prince Edward Island (MCPEI), Ulnooweg Development Group (UDG), Native Women’s Aboriginal Council (NWAC), Unamaki Economic Benefits Office (UEBO), North Shore Mi’Kmaq District Council (NSMDC), St. John River Valley Tribal council (SJRVTC) & MAWIW council.

6.3 Official Appointment(s) of representatives of each First Nation, Innu, Inuit and Official Atlantic Aboriginal Tribal Council economic developers (Hereinafter defined as “Representative(s)” must be confirmed via letter from their respective Chief or First Nation organization. This shall be required of new Representatives, replacement Representatives and/or Alternate Representatives*.

6.4 Alternate(s) Representatives may be proxy to a Representative in an official capacity, should they confirm their attendance in advance of scheduled meetings.

6.5 As per section 6.4 each shall have no more than one Representative

and/or proxy for a Representative to vote on issues related to the AAEDN.

6.6 The co-chairs of the Atlantic Policy Congress of First Nation Chiefs (APCFNC) may sit as voting representative(s) and may guide AAEDN on issues related to policies or other matters.

6.7 The Assembly of First Nation (AFN) Regional Vice-Chiefs may sit as ex-officio representatives and may provide guidance and direction on issues related to economic development matters at the national level.

6.8 Official withdrawal of a Representative shall be confirmed via letter from

the respective Chief and/or First Nation organization.

6.9 Ex Officio(s): Government and Agencies including: Aboriginal Affairs and

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Northern Development Canada (AANDC) Atlantic Canada Opportunities Agency (ACOA), Department of Fisheries and Oceans (DFO), CANDO and Department of Natural Resources (DNR) and or Provincial Agencies shall have no voting privileges and will not be funded to attend these meetings.

7.0 OBSERVERS Observers are able to attend meetings upon invitation and are considered non-voting. The observer(s) may be considered but not limited to presenters and/or host community participants. 8.0 ATLANTIC ABORIGINAL ECONOMIC DEVELOPER’S NETWORK

8.1 Implement the AAEBS. 8.2 Monitor progress and advises of necessary amendments to the strategy. 8.3 Advise implementation staff on budgets and funding for the strategy. 8.4 Assist in accessing funding for economic development initiatives at all

levels. 8.5 Establish a network of First Nation, Innu and Inuit economic developers for

the purposes of exchanging focused knowledge, practices, and information and of ensuring its quality and currency.

8.6 Act as an information clearinghouse on issues related to economic

development. 8.7 To act as a communications vehicle to both its membership and to the

First Nation, Innu and Inuit leadership. 8.8 To hold scheduled meetings which promote active participation of its

membership including economic developers, representatives, and Aboriginal organizations and ex officio’s.

8.9 Address practical barriers to economic success within and across

communities, and assist in troubleshooting those matters. 8.10 To facilitate discussion regarding Economic, Social and Human Resource

Development. 8.11 Advise the membership and First Nation, Innu and Inuit leadership on

matters pertaining to economic development policy and of AAEBS implementation issues.

9.0 CAPACITY BUILDING

9.1 Standardize job descriptions for First Nation and Inuit economic developers. Please refer to Appendix C

9.2 Develop and implement training programs that enhance the capacity and

effectiveness of First Nation and Inuit economic developers. 9.3 Maintain a useful set of information on business and economy topics. 9.4 Carry out a communication plan attached to execute the AAEBS and

develop AADEN’s Members roles and responsibilities. 9.5 Aid First Nation and Inuit economic developers in the delivery of

community based initiatives when requested to do so.

ADVOCACY:

9.6 Communicate clearly the job definition of the First Nation and Inuit economic developer to various audiences and interested/affected persons.

9.7 Lobby for increases to the current CEDO budget arrangement. 9.8 Act as a dialogue platform for its membership. 9.9 Promote the interests of its memberships

10.0 TERM OF APPOINTMENT

10.1 AAEDN members shall be appointed according to the procedures and principles of Section 5.0 Structure of these Terms of Reference.

10.2 These positions are considered to be for a two year time period as per the

proxy letter or until such time that a member resigns and/or AAEDN terminates an appointment.

10.3 If vacancies arise during the regular operations of AAEDN, the committee

shall make a recommendation to the respective First Nations and organizations to fill such vacancy if needed.

11.0 MEETINGS

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11.1 AAEDN meetings will begin with the identification of a representative(s) as Co-Chair(s) to call the meeting to order.

11.2 The Co-Chair(s) shall proceed with a roundtable of introductions to identify

those representatives in attendance.

11.3 Resolutions are to be brought before AAEDN membership to be duly moved and seconded and must be passed by a majority of voting representatives in attendance, assuming a quorum.

11.4 The AAEDN meetings shall, generally be held quarterly or at the call of the

co-chair(s), with the provision that at least two meetings be held per year or in accordance with financial provisions as stated in the funding agreements.

11.5 The AAEDN meetings shall be held at the APCFNC head office in Cole

Harbour, NS or unless otherwise arranged by the APCFNC Senior Policy Analyst/AAEDN Coordinator.

11.6 Members shall make a reasonable effort to notify the network of their

inability to attend a meeting by contacting administration at APC main office no later than 10:00 am and by one (1) day prior to the meeting date or via email notification.

11.7 In order for a meeting to proceed a notice with agenda and minutes shall

be sent out at least seven (7) days prior to a scheduled meeting an option to conference call with identified number s will also be sent out. A quorum of fifteen (15) is required including representatives with voting privileges’ (as defined in (s) 6.0 and (s) 6.2 ) is required to proceed with any such decision making.

12.0 QUORUM

12.1 The committee will take action and make recommendations by way of consensus. Decisions must receive a majority vote to move forward. Once quorum is established majority is half of the voting members plus one. The Co-Chairs are considered as non- voting members on the committee however in the event of a tie, a co-chair shall break the tie.

12.2 If quorum cannot be established once thirty minutes has elapsed after the

start of a meeting, the AAEDN may continue with the meeting in an informal setting with any proposed motions or actions to be tabled until quorum is met or for the next AAEDN meeting for consideration and enactment.

13.0 ATTENDANCE

13.1 APC Staff Support shall maintain a record of attendance to be included in

the minutes of each meeting.

13.2 In order for a member to be in good standing, regular attendance at meetings is required. AAEDN Co-Chairs who are absent for three (3) consecutive meetings, without providing the AAEDN with written or verbal notification of just cause for such absence, shall be deemed to have resigned from the position. A formal written notification from the AAEDN shall be forwarded to the member in this regard.

14.0 COMPENSATION No honorariums shall be made to the members of the AAEDN and/or all subcommittees for their participation. The AAEDN is considered a voluntary process until such time that the APCFNC deems otherwise. 15.0 ADMINISTRATION AND POLICY COORDINATION

15.1 The AAEDN shall be supported by the APCFNC and shall prepare the AAEDN notices, agendas, minutes and all other correspondence as requested by the committee.

15.2 Minutes are to be recorded and must be forwarded to the membership no later than ten (10) working days before the next scheduled meeting.

16.0 REPORTING

16.1 The AAEDN shall report principally to the APCFNC and to any other key stakeholders with a vested interest in AAEDN as required.

16.2 Bound reports containing information on special initiatives, activities,

training and funding of AAEDN are to be prepared for distribution to APCFNC. The membership shall determine the content and format of the report prior to production and distribution.

16.3 Reports shall be prepared on annual basis

16.4 Any change to the TOR shall be recommended to the AAEDN members for approval prior to implementation.

17.0 WORKING GROUPS

17.1 Sub-committee meetings of all or part of the AAEDN shall be convened at the APCFNC head office in Cole Harbour, NS.

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17.2 Support Staff shall support the working groups, where possible including the arrangement of room(s) and hospitality, record of attendance and minutes.

18.0 ACCOUNTABILITY The committee shall report its discussions with AAEDN membership by maintaining minutes of meetings and providing oral reports to APCFNC as requested. 19.0 CONFIDENTIALITY/CONFLICT OF INTEREST Appropriate measures shall be implemented to ensure that a formal policy is in place to ensure confidentiality and avoid any real or perceived conflicts of interests as per the conflict of interest guidelines See Appendix D. 20.0 GUIDELINES, PROCEDURES AND PRACTICES The committee may establish its own guidelines, procedures and or practices. These may include:

20.1 Notification of meetings. 20.2 Setting and establishing agendas. 20.3 Striking subcommittees or working groups. 20.4 Conflict of interest guidelines.

APPENDICES APPENDIX A APPENDIX B APPENDIX C APPENDIX D

AAEDN Organizational Structure

AAEDN Executive Committee Terms of Reference

EDO Job Descriptions

AAEDN Conflict of Interest Guidelines

Organizational Structure of the Atlantic Aboriginal Economic Developer’s Network

ATLANTIC ABORIGINAL ECONOMIC

DEVELOPMENT NETWORK (AAEDN)

EXECUTIVE COMMITTEE

DRAFT TERMS OF REFERENCE

(Updated June 25, 2013)

PART A PREAMBLE

An executive committee is hereby established to be known as the Atlantic Aboriginal Economic Developer’s Network (AAEDN) Executive Committee. The following constitutes the Terms of Reference of the Atlantic Aboriginal Economic Developer’s Network (AAEDN) Executive Committee. The Atlantic Aboriginal Economic Development Network (AAEDN) will have the authority over these Terms of Reference.

PART B INTERPRETATION

In these Terms of Reference,

(a) “AAEDN” refers to the Atlantic Aboriginal Economic Developer’s Network as established by AAEDN Terms of Reference Part A, Section 1.

(b) “AAEBS” refers to the Atlantic Aboriginal Economy Building Strategy.

(c) “APC” refers to the Atlantic Policy Congress of First Nation Chiefs.

1.0 VISION

The AAEDN Executive Committee supports and acts on behalf of the AAEDN pursuant to the policies and procedures established.

2.0 GUIDING PRINCIPLES

The AAEDN Executive Committee shall base activity and recommendations on the following principles:

a. AAEDN Executive Board shall be a place that provides an opportunity for open and well informed discussion, responsible undertakings and consensus building.

b. AAEDN Executive Board recognizes that access to accurate and current

information is a primary condition essential to decision making.

c. AAEDN Executive Board shall provide advice to AAEDN and act as a “tool” to conduct the work of AAEDN in a flexible and efficient manner with regard to important issues.

d. AAEDN Executive Committee shall serve as the lead advisory committee and

provide leadership to AAEDN through ensuring the vision; mission and activities of the network are fulfilled for the growth and enhancement of its members.

e. AAEDN Executive Committee shall serve as a liaison between the committee

and AAEDN, facilitating communication and linkages amongst the membership, potential funding organizations and key stakeholders.

3.0 PURPOSE The primary purpose of the AAEDN Executive Committee is to provide strategic input, advice and make recommendations with regard to the implementation of the AAEBS, operational plans, training and capacity, policies, procedures and budgets of the AAEDN.

4.0 OBJECTIVES The foundr main objectives within the operations and implementation of policies and procedures on behalf of the AAEDN include:

AAEBS

a. To consider emerging issues, that may be material to the business and affairs of the network and the realization of its agreed strategy.

b. To review strategic initiatives on an annual basis, to ensure and determine the overall strategy is relevant and up to date; make recommendations and provide updates at regular schedule full AAEDN meetings.

c. AAEDN Executive Committee shall ensure the effective implementation of the AAEDN work plan and effective implementation of the AAEBS.

d. AAEDN Executive Committee shall be a vehicle for strategic planning, evaluation and assessment of outcomes of the AAEBS for AAEDN.

FINANCIALS

a. To review and recommend an annual budget for the implementation of the

strategy, AAEDN Executive Committee meetings, AAEDN full meetings, training and capacity building through CANDO and Professional Development Training Initiatives.

b. To review and monitor the budget on a regular basis at AAEDN Executive

Committee meetings.

OPERATIONS

a. AAEDN Executive Committee shall consider strategic issues as they arise from time to time between AAEDN regular scheduled meetings.

b. AAEDN Executive Committee shall act in full authority of AAEDN when

implementing AAEDN approved decisions, or where there is established policy or precedent.

c. AAEDN Executive Committee does not replace AAEDN; it is accountable and

shall make interim decisions on matters requiring immediate attention in between regularly scheduled AAEDN meetings. In these cases, AAEDN will be briefed at the earliest possible opportunity and the Executive Committee’s interim decision(s) may be effective and ratified by AAEDN.

5.0 AUTHORITY

The AAEDN Executive Committee assumes the authority of AAEDN with respect to management, direction and affairs of AAEDN, and implementation of an annual work plan and the AAEBS unless otherwise constrained by resolution of the network.

MEMBERSHIP

a. AAEDN Executive Committee shall be representative of the AAEDN membership including a representative from Nova Scotia, New Brunswick, Prince Edward Island, Newfoundland and Labrador, APC Economic Development Coordinator, AAEDN Executive Coordinator, one tribal council representative from Nova Scotia and New Brunswick. For which two co-chairs will be selected from. Ex-officios will be invited to participate as required.

b. The AAEDN Executive Committee will take action and make recommendations by way of consensus, whenever possible. In order for a meeting to proceed a notice with agenda and minutes shall be sent out at least seven(7) days prior to a scheduled meeting with a quorum of three (3) required at a meeting to proceed.

c. Decisions must receive a majority of vote once quorum is established, for the

AAEDN Executive Committee.

7.0 OBSERVERS & GUESTS

Observers and guests are able to attend meetings upon invitation from the Executive Committee and are considered non-voting.

8.0 TERM OF APPOINTMENT

a. AAEDN Executive Committee members shall be appointed according to the procedures and principles of this Terms of Reference.

b. These positions are considered permanent for a three-year term, renewable for

no more than one term.

c. If vacancies arise during the regular operations of the AAEDN Executive Committee, the Co-Chairs of the committee shall make a recommendation to AAEDN to fill such vacancy.

9.0 MEETINGS The standard meeting procedures of the AAEDN Executive Committee include:

a. The AAEDN Executive Committee meetings shall generally be held quarterly or

at the call of the Co-Chairs, with the provision that at least four (4) meetings be held per year.

b. Meetings may be held in person, by video conference, by telephone, or electronic network. The AAEDN Executive Committee may meet in camera.

c. The AAEDN Executive Committee may consider holding meetings in alternating

geographical areas to encourage participation from all representatives.

d. Members shall make a reasonable effort to notify the committee of their inability to attend a meeting by contacting the AAEDN Executive Coordinator by phone or email no later than 10:00 a.m. one (1) day prior to the meeting date.

e. In order for a meeting to proceed a notice with agenda and minutes shall be sent

out at least seven(7) days prior to a scheduled meeting with a quorum of three (3) required at a meeting to proceed with any such decision making.

f. A resolution approved at an AAEDN Executive Committee meeting is considered

valid and shall be kept in the minutes of the proceedings of the Committee.

g. Meeting agendas will be prepared and provided in advance to members, along with appropriate briefing materials.

h. Minutes will be prepared by the AAEDN Executive Coordinator.

i. Receive regular updates on CANDO training; review, recommend and implement a training and capacity building plan on an annual fiscal basis for the AAEDN membership in association with the APC Economic Development Coordinator.

10.0 ROLES AND RESPONSIBILITIES

CO - CHAIRS

a. Preside over all meetings of the AAEDN Executive Committee.

b. Liaise with the APC Executive Coordinator to schedule all meetings and prepare agendas of the Committee.

c. Serve as ex-officio member(s) of the AAEDN Executive Committee unless at

such time there are voting proceedings whereas a tie occurs.

d. Assist the APC Executive Coordinator in all external communications of the AAEDN Executive Committee.

e. Assist in consistent regular communication to the AAEDN membership significant

decisions, work plan implementation and progress.

AAEDN EXECUTIVE COORDINATOR

a. Record the minutes of all meetings of the AAEDN Executive Committee.

b. Receive and prepare correspondence on behalf of the AAEDN Executive Committee and the network.

c. Keep copies of resolutions and email decisions made by the AAEDN Executive

Committee for reference and referral at regular AAEDN meetings.

d. Maintain accurate records of minutes from all AAEDN Executive Committee meetings.

e. Prepare, maintain and provide a budget to the AAEDN Executive Committee

during scheduled meetings.

f. Present for approval an annual budget, and during renewal years, work with the Executive Committee to develop an appropriate proposal and budget for submission to potential key stakeholders.

g. Maintain a current list of officers and members of the AAEDN Executive

Committee, AAEDN and any other sub-committee arising from the implementation of work plans or action items.

h. Maintain working connections with the other local, regional and national

organizations and committees

i. Be responsible for communicating updates to the information on the APC website.

APC ECONOMIC DEVELOPMENT COORDINATOR

a. Maintain an accurate list of CANDO competencies that existing and new EDO’s and ETO’s require for certification.

b. Prepare and implement yearly surveys to gain input from EDO’s and ETO’s regarding training and capacity development interests.

c. Prepare Request for Proposals for CANDO and Professional Development

Training with advice and input from the AAEDN Executive Committee. d. Follow APC protocols and procedures in evaluating proposals from proponents

for training and capacity development on behalf of AAEDN.

e. Maintain contact with EDO’s and ETO’s regarding CANDO certification and liaises with CANDO staff to aid on the certification process.

f. Provide regular updates to the AAEDN Executive Committee regarding training and capacity development.

11.0 QUORUM

a. The AAEDN Executive Committee will take action and make recommendations

by way of consensus. Decisions must receive a majority vote to move forward. Once quorum is established majority is half of the voting members plus one. The Co-Chairs are considered a non- voting members on the Committee, however in the event of a tie, the Co-chairs shall break the tie.

b. If quorum cannot be established once thirty minutes has elapsed after the start of a meeting, the AAEDN Executive Committee may continue with the meeting in an informal setting with any proposed motions or actions to be tabled for the next AAEDN Executive Committee meeting for consideration and enactment.

12.0 ATTENDANCE

a. AAEDN Executive Coordinator shall maintain a record of attendance to be included in the minutes of each meeting.

b. In order for a member to be in good standing, regular attendance at meetings is

required. A member who is absent for three(3) consecutive meetings, without providing the AAEDN Executive Committee with written or verbal notification of just cause for such absence, shall be deemed to have resigned from the position. A formal written notification from the AAEDN Executive Committee shall be forwarded to the member in this regard.

13.0 COMPENSATION

No honorariums shall be made to the members of the AAEDN Executive Committee for their participation. As per APC travel rates and policy, reasonable expenses shall be reimbursed to committee members at a later date.

14.0 ADMINISTRATION AND POLICY COORDINATION The AAEDN Executive Committee shall be supported by the Atlantic Policy Congress of

First Nation Chiefs (APC) with an AAEDN Executive Coordinator and APC Economic Development Coordinator. The AAEDN Executive Coordinator shall prepare the AAEDN Executive Committee notices, agendas, minutes and all other correspondence as requested by the Committee.

15.0 REPORTING

The AAEDN Executive Committee shall report principally to AAEDN and to any other key stakeholders with a vested interest in the AAEDN business as required.

16.0 WORKING GROUPS

a. Extraordinary meetings of all or part of the AAEDN Executive Committee may be

convened as required. The location, frequency and participation of these meetings shall be held at the discretion of the Co-Chairs.

b. The AAEDN Executive Coordinator shall support the working groups, where

possible including the arrangement of meeting room(s), record of attendance and minutes.

17.0 ACCOUNTABILITY

The committee shall report its discussions with AAEDN by maintaining minutes of meetings and providing oral reports as requested by the AAEDN Co-Chairs.

18.0 CONFIDENTIALITY/CONFLICT OF INTEREST As per APC conflict of interest policy guidelines appropriate measures shall be implemented to ensure that a formal policy is in place to ensure confidentiality and avoid any real or perceived conflicts of interests as per the conflict of interest guidelines See Appendix C of the AAEDN Terms of Reference.

Job Description: Aboriginal Economic Development Officer Identification: <Name of First Nation> Department: Economic Development

Status: Full time JOB SUMMARY: The economic development officer (EDO) is responsible for planning, developing, coordinating and implementing economic development policies, strategies, and initiatives that improve the community, socioeconomic, and business development in <insert name of First nation> Working time is divided between the office, meeting with community members, and travelling to outlying communities and through the province as necessary. EDO’s are to use a grass root perspective to locate and meet with individuals, businesses, key contacts and government service providers. The EDO must be prepared to work with excellent organizational and preparation skills to ensure they have the necessary tools to complete tasks while working away from the office. The EDO must be prepared to travel a minimum of 1-2 days a week, according to the needs of individuals, businesses, key contacts, and government service providers. DUTIES & RESPONSIBILITIES: The economic development officer is responsible for continuously developing and maintaining knowledge required to-do the job by understanding, embracing, and contributing to the community’s economic development plan, as an approach towards effective planning, by collaborating effectively to coordinated economic development <insert name of the First Nation>. The EDO must be familiar with background materials and information relating to the <First Nation> and the political processes. Must demonstrate a non-political approach to communicate and foster relationships with politicians, elders and community members.

He/ she must use a variety of qualitative and quantitative methods to perform continuous assessment of economic development needs, including maintaining an inventory of existing businesses, sector activities and current human resources (Labor force) in the community. The EDO must ensure that the <First Nation> economic development initiatives and opportunities are communicated to key stakeholders. The EDO must demonstrate good written and oral communications skills that are relevant to the position as this will require the EDO to prepare proposals for a variety of economic development initiatives for submissions to public and private funding sources. Must write project briefs, updates and final reports for all project activities taking place in <First Nation> The EDO must maintain a sound administrative and organizational system, develop budgets and cash flow projections, use business planning software, and create presentations for public speaking opportunities. He / She must also develop and track accomplishments related to an ongoing work plan that will guide the work in the <First Nation>. EDUCATION, EXPERIENCE AND COMPTENCE: Must possess a minimum of 2-3 years of experience in business or economic development related positions, supplemented by education, training or on-the-job learning in the following areas: <List a number of examples using the sixteen competencies from the CANDO handbook> REPORTING REQUIREMENTS: The EDO is Responsible to report to the Senior Administrative Officer (Band Manager), and responsive to the Chief and Council. A report to Chief and Council; by providing reports and presentations regarding training, business, and economic development activities at meetings, and recommend plans, objectives and strategic opportunities for future consideration. EXPECTED RESULTS: Contribute to the growth of economic sustainability of individual and businesses by increasing the potential and credibility of the individuals and businesses within the <First Nation> and advocating potential partnerships for economic development initiatives on the work plan. Starting Salary: Depending on the FN size, location and economic development status and or based on qualifications and experience $40,000 - $60,000 per year 2 Weeks of Annual Vacation Benefit Pla

ATLANTIC ABORIGINAL ECONOMIC DEVELOPER’S NETWORK DRAFT CONFLICT OF INTEREST

GUIDELINES

Updated June 25, 2013

1. PURPOSE The purpose of these policy guidelines are to establish rules of conduct for AAEDN members regarding conflict of interest in order that all committee members maintain a high degree of integrity, fairness, impartiality, and good faith in their decision making process with regard to AAEDN and AAEDN Executive Committee initiatives. 2. DEFINITIONS In these guidelines:

2.1 “committee member” means a person who is a member of the AAEDN, AAEDN Executive Committee and/ or sub-committees as set out in the membership list attached to the Terms of Reference.

2.2 “conflict of interest” means that a committee member’s interests, whether

personal or business, or otherwise conflict with his/her responsibilities to the AAEDN , and may include any situation in which a committee member either

himself/herself or some other person(s) promotes or attempts to promote personal or business interest that:

(i) interferes with the objective exercise of the committee members

duties within the committee

(ii) contradicts the principle that the member’s position with the committee is to maintain impartiality with AAEDN, AAEDN Executive Committee and/or sub-committees

(iii) that may arise as a result of perceived , potential or real conflict of

interest;

“perceived conflict of interest” exists when there is a reasonable apprehension, whereas a well informed committee member could properly have, “potential conflict of interest” occurs when there exists some personal or business interest that could interfere with the objectives set forth in the terms of reference or influence the decision making process “real conflict of interest” occurs when a committee member undertakes an action, exercise or makes an official decision, or performs an official duty or function, and at the same time knows that in the action, or performance of the duty/function, there is a furtherance of his/her personal or business interest or gain.

(iv) “entity” means an organization, business, corporation, government body or agency or other institution

(v) “family member” means a spouse, parent, child, immediate or

extended family member

3. PRINCIPLES A committee member is expected to undertake his/her duties and responsibilities as set forth in the term of reference that shall ensure equitable and impartial treatment of

committee member(s) counterparts and

(i) undertake his/her responsibilities on a fair and equal basis that ensures the confidence and trust in his/her honesty and integrity, and in the good faith of the committee

(ii) not divulge any confidential or restricted information; take

appropriate actions to prevent conflict of interest from arising

(iii) not knowingly place himself/herself in a position where he/she appears to be under a conflict of interest to any person or entity that may benefit from or seek to gain special consideration or favor

(iv) committee members shall not accept fees, gifts, gratuities or any

other benefit of such that could be reasonably deemed to influence any decision made by him or her in carrying out their respective responsibilities as a member of the committee

4. PROCEDURE ON CONFLICT OF INTEREST A committee member who believes, or has reasonable grounds to believe, that he/she has a potential or real conflict of interest with the committee, he/she must immediately:

(i) disclose the nature of the conflict of interest by reporting it to the co-chair(s)

(ii) the disclosure must also be recorded in the minutes of the

meeting

(iii) withdraw from the matter or decision making process that constitutes the conflict of interest

(iv) withdraw himself/herself from voting on the matter that

constitutes the conflict of interest

(v) if the matter before the committee is such that the remaining

members does not constitute the quorum, the remaining members shall be deemed as an appropriate quorum of the committee.

5. COMPLIANCE A committee member is responsible for taking all necessary actions, as outlined above, to prevent conflict of interest from arising and resolving those that do arise. 6. AMENDMENTS These guidelines may be subject to amendment as required at a regular AAEDN meeting. Any amendments to these guidelines must be supported by a majority vote of the committee.