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Cultural match is more than symbolic — it can have a significant impact on a rangeof outcomes for Indigenous people. The Harvard Project on American IndianEconomic Development found that ‘successful [Indigenous] economies stand on theshoulders of culturally appropriate institutions of self-government that enjoylegitimacy among tribal citizens’ (The Harvard Project 2003-04).Drawing on the Indigenous Governance Awards examples, the following successfulapproaches to address cultural match can be identified:• ensuring specific sectors of their community (for example, language, skin orclan groups), especially elders, were represented on their board or offeredguidance/supervision• using broad community consultation methods, and in particular consulting withelders about key issues• consulting with the appropriate traditional owners where land, cultural heritageor cultural practices are concerned• reflecting cultural norms in the design and operation of programs and projects,including the separation of men’s and women’s business where this is culturallyrequired (IGA 2006, p. 37).ResourcesDuring consultations on the 2005 Report, a number of Indigenous communitiessupported the addition of ‘resources’ to the determinants of good governance.Resources, which encompass financial, physical and human resources, wereregarded as major factors in successful governance arrangements.The ‘resources’ determinant has close links to capacity building (discussed earlier)but each of the determinants has a different focus — ‘resources’ on the economicfactors necessary to underpin successful governance arrangements; and ‘capacitybuilding’ on the social factors that contribute to the ‘knowledge, ability andcommitment’ essential to good governance.Indigenous organisations may gather resources from a range of sources, includingself-generated funds (from Indigenous-owned businesses or royalties), donationsfrom private corporations, charities or individuals (including their own members),and different levels of government. Many of these sources, including governmentfunding, can be unpredictable or uncertain, making future planning and long terminvestment difficult. The OIPC red tape evaluation found that 66 per cent of grantsfrom government programs continue year after year, with little change in theECONOMICPARTICIPATION ANDDEVELOPMENT11.69