Nationflow AdvisoryBand managers
Coordinating capital, housing, finance, and reporting at the same time, often without a dedicated capital or housing manager.
Indigenous Infrastructure & Housing Support
Capital projects, housing administration, and asset management — sized for real band-office capacity.
Most communities don’t need another platform. They need someone who can keep capital projects on track, sort out housing intake, and leave behind workflows the office can actually run after the engagement ends.
Who this is for
First Nations administrations carrying real workload with limited capacity.
Housing managers
Running renovation intake, inspections, and CMHC reporting with a small team and an aging housing portfolio.
Capital / public works leads
Tracking projects, consultants, and procurement across multiple funders with overlapping deadlines.
Economic development
Building feasibility cases for new infrastructure, housing, or community facilities.
Tribal councils & First Nation orgs
Supporting member nations with shared capacity, technical advice, and program design.
Funders & partner orgs
Looking for an Indigenous-led consultant who can deliver alongside community staff, not over top of them.
Capital project support
Keeping capital projects on track without taking them out of community hands.
Capital projects rarely fail because the engineering is wrong. They drift because nobody has time to track funder reporting, chase consultants, and keep the file in order while the project is also being built. That’s where I plug in.
- Project planning
- Scope alignment with funder requirements, schedule outline, milestone planning, and a clear list of decisions council will need to make.
- Procurement
- RFP and RFQ drafting, evaluation criteria, vendor scoring, recommendation memos, and award documentation that holds up under audit.
- Consultant coordination
- Single point of contact for engineers, architects, and contractors. Clear status updates that get to council without anyone having to assemble them from scratch.
- Reporting & closeout
- Quarterly, interim, and final reports for ISC and other funders. Closeout packages organized so the next project doesn’t inherit a mess.
- Capital plan updates
- Multi-year capital plan refreshes, prioritization workshops, and council-ready summaries.
- Change orders & budget
- Tracking variations, reconciling spend against budget, and keeping the funder informed when scope shifts.
Housing & asset management
Housing systems that don’t require enterprise software to run.
A lot of housing problems aren’t about the houses — they’re about how requests come in, who’s tracking them, and whether anyone can pull a clean report when the funder asks. I help build the basic systems behind that, in tools your team already has.
- Renovation intake
- A simple intake form (paper, web, or phone-friendly) and a triage process that gets requests to the right person without bouncing through three inboxes first.
- Housing condition summaries
- Unit-by-unit summaries pulled from inspections, maintenance history, and tenant reports. Useful for council briefings and capital applications.
- ACRS-style issue tracking
- Lightweight ACRS-aligned tracking for communities that don’t need the full system but still want consistent issue records.
- Asset registers
- A practical asset list with condition, lifecycle, and replacement notes — built so a community member can update it, not just a consultant.
- Capital housing applications
- Full applications, supporting documentation, and reporting for CMHC, ISC, and provincial housing programs.
- Practical workflows without GIS
- If you don’t have the budget or staff for full GIS, I’ll set up something that works in the tools you do have — and that won’t break the day someone moves on.
Built from inside experience.
Most of the workflows I build come out of problems I’ve watched up close — capital plans that haven’t been updated in five years, intake systems that live in someone’s phone, reports that get redone every quarter because nobody can find the last version.
None of those are the band office’s fault. They’re what happens when reporting demands grow faster than admin capacity. The fix is rarely a new platform; it’s clearer process, better defaults, and small tools that take repetitive work off real people.
More about my background- Capital plans updated and council-ready in weeks, not months
- Housing intake that survives staff turnover
- Asset records that the next person can pick up without a handover binder
- Reporting that draws from existing files instead of starting from scratch
- Templates documented in plain language, not consultant-speak
Want help on a capital or housing file?
Send the funder, the deadline, or the problem. We’ll figure out what’s realistic.