Reclaiming Indigenous Financial Governance: Building Systems That Reflect Our Values
Introduction
Recently, several First Nation organizations have been in the news for financial and governance issues.
Thunderchild First Nation was in the news in June after members of the community took their own leadership to court to compel the release of financial statements as required under the First Nations Transparency Act. The court sided with the members and ordered the Nation to release its financial statements within 90 days.
Similarly, the Federation of Sovereign Indigenous Nations (FSIN), representing 74 First Nations in Saskatchewan, was subjected to a forensic audit by the federal government. The audit claimed tens of millions of dollars in “questionable” spending — a finding that shaped public perception before the FSIN even received access to the full report.
The First Nations University of Canada, also in Saskatchewan, faced its own governance crisis when a Deloitte investigation found evidence of nepotism, favoritism, and a “circle of favour” that violated internal policies and oversight mechanisms.
In each case, the investigations were carried out by colonial institutions — the courts, the federal government, and large corporate audit firms. The resulting headlines framed these Nations and institutions as dysfunctional, perpetuating a narrative of deficit and mismanagement. What is rarely reported is that these organizations are operating under systems designed by colonial powers, for colonial interests. They were not built to benefit First Nations governance, sovereignty, or economic independence.
What I Learned From the Sources
From the Thunderchild First Nation case, I learned that community members are asserting their right to accountability — even through colonial legal systems. In this case, members used the law itself to enforce the First Nations Transparency Act after the federal government had stopped enforcing it. The court’s interpretation affirmed that “persons” under the Act include community members, meaning that citizens of a Nation have standing to demand transparency from their own leadership.
In contrast, the FSIN audit reveals the hypocrisy of federal oversight. While Canada stopped enforcing transparency laws for First Nations, it continues to impose investigations on Indigenous organizations. The government called FSIN spending “questionable” and “unsupported,” shaping public narratives of mistrust, while withholding key details of the audit itself.
The First Nations University of Canada case adds another layer — an Indigenous institution audited by a global firm, reported on by mainstream media, and judged by colonial standards of governance. The leaked report accused the leadership of nepotism and “empire building,” offering no space for community-led context or solutions.
Across all three cases, the pattern is clear: significant financial and governance issues are being investigated, defined, and publicized by outsiders. Yet governance for Indigenous Nations is about much more than compliance — it’s about trust, self-determination, and building our own systems that strengthen sovereignty and serve our people.
Voices Represented and Missing
The dominant voices in these stories are those of chiefs and councils, government officials, auditors, and media commentators.
Missing are the voices of community members — those who live with the real consequences of weak governance systems. Where are the stories of families without housing because funds were mismanaged? Of workers passed over for promotion due to nepotism? Of young people disillusioned by a system that doesn’t reflect their values or potential?
Also missing are the voices of Indigenous professionals — those of us trained in finance, economics, governance, and analytics who can bridge Indigenous ways of knowing with technical and legal expertise. These professionals are too often overlooked as advisors and partners, yet we are precisely the people who can design new systems that work for our Nations.
An Indigenous professional understands that all of us — leaders, citizens, and administrators — are operating within systems never designed to benefit us. The solution is not condemnation but empowerment: empowering Indigenous professionals who bring cultural grounding, technical expertise, and a shared vision of stronger, more transparent communities.
How the Issue Is Framed in the Media
The framing of these stories by colonial institutions has left reputational stains on our Nations. Even when Indigenous media adds context, the narrative too often remains focused on deficit and dysfunction rather than renewal and capacity.
What’s needed is a strength-based approach — one that recognizes the resilience and determination of communities fighting for accountability, and the professionalism of Indigenous experts building the tools to make it possible.
At Sklow Analytics, we believe the solution lies in data sovereignty, Indigenous metrics, and Nation-defined transparency. Our tools are designed to help communities build modern financial governance systems that reflect Indigenous values: abundance, intertribal trade, reciprocity, and making decisions with heart and mind as one.
Moving Forward: How Sklow Analytics Can Help
At Sklow Analytics, we believe that financial governance is not just about compliance — it’s about confidence, credibility, and sovereignty. We are here to equip Nations with the tools, insights, and systems they need to lead with transparency and pride.
Here are specific ways we can help Nations move forward:
1. Governance Dashboards and Financial Transparency Tools
We design custom dashboards that allow Chief and Council, administrators, and community members to see real-time financial data — revenues, expenditures, budgets, and trends. These tools turn complex reports into clear, visual insights that strengthen trust and accountability.
2. Indigenous Metrics of Success
We work with each Nation to define what “good governance” means in their own terms — not just through colonial compliance measures, but through Indigenous values such as reciprocity, long-term sustainability, and collective well-being.
3. Community Capacity and Training
Sklow Analytics supports communities by building internal capacity — training local finance staff, governance officers, and administrators in analytics, data interpretation, and performance reporting so that the skills stay within the Nation.
4. Economic and Social Impact Analysis
We help Nations measure the broader impact of their governance and economic development decisions — from job creation to community wellness — using both financial data and cultural indicators.
5. Data Sovereignty and Ethical Stewardship
Our commitment is to ensure that Nations maintain full control of their data. Sklow Analytics operates under Indigenous data sovereignty principles: data owned by the Nation, governed by the Nation, and used to benefit the Nation.
Calls to Action
For First Nations Governments: Partner with Sklow Analytics to modernize your financial systems and strengthen community trust.
For Indigenous Professionals: Join us in redefining Indigenous financial governance through analytics, accountability, and innovation.
For Educational Institutions and Funders: Support Indigenous-led governance solutions that build capacity and honor community-defined values.
For Community Members: Ask how your Nation’s data is being used — and be part of building systems that reflect your values and priorities.
