Post on 25-Sep-2018
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Okanagan Indian Band
Chief and Council Strategic Plan
2014-2018
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OKANAGAN INDIAN BAND CHIEF AND COUNCIL
Strategic Plan 2014 – 2018
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Contents Accountability Statement ............................................................................................................................. 3
OKIB Councillors Accountability ............................................................................................................... 4
Preamble ...................................................................................................................................................... 5
OKIB History .................................................................................................................................................. 6
Organization Structure ................................................................................................................................. 8
Definitions: ................................................................................................................................................... 9
Methodology .............................................................................................................................................. 10
1. Background review ............................................................................................................................. 10
2. Milestone review ................................................................................................................................ 11
3. Strategic Plan content generation ...................................................................................................... 12
4. Plan writing and review ...................................................................................................................... 12
5. Review and approval by Chief and Council ........................................................................................ 13
Vision Statement ........................................................................................................................................ 14
Mission Statement...................................................................................................................................... 14
Value Statements ....................................................................................................................................... 15
Guiding Principles ....................................................................................................................................... 16
Strategic Strengths ..................................................................................................................................... 17
Weaknesses ................................................................................................................................................ 18
Strategic Opportunities .............................................................................................................................. 19
Strategic Challenges ................................................................................................................................... 20
Strategic Priorities ...................................................................................................................................... 23
Core Businesses .......................................................................................................................................... 24
Core Business 1: GOVERNANCE ............................................................................................................. 25
Core Business 2: ADMINISTRATION........................................................................................................ 28
Core Business 3: HEALTH AND LIFESTYLE ............................................................................................... 30
Core Business 4: COMMUNITY PLANNING ............................................................................................. 34
Core Business 5: ECONOMIC DEVELOPMENT ........................................................................................ 37
Core Business 6: NATURAL AND CULTURAL RESOURCES MANAGEMENT ............................................. 40
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ACCOUNTABILITY STATEMENT
The Okanagan Indian Band is fully committed to work on our Core Businesses to-wards the attainment of our Goals and realizing the Outcomes documented in the Okanagan Indian Band Strategic Plan 2014-2018.
The Okanagan Indian Band Strategic Plan was prepared through a facilitated strategic planning process involving the Okanagan Indian Band Executive Director and the Di-rectors from each department. This process involved developing a Mission, Values and Guiding Principles, Strengths Weaknesses, Opportunities, Challenges and Threats, Core Businesses, Goals, Outcomes, Performance Measures and Actions us-ing the Strategic Priorities identified in the OKIB Council Strategic Planning Session Report, October 10th and 11th, 2013 (Appendix A) as primary guidance with additional Strategic Priorities (11-15) developed through the session.
Together with the Executive Director of the OKIB Administration, the Directors of the OKIB Administration, and the Chief and Council on behalf of membership, we are fully committed to work towards the attainment of the goals and achieving the outcomes documented in this Strategic Plan.
Approved at the OKIB office on ________ by
___________________________________
Ken McGregor, Executive Director
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OKIB Councillors Accountability
I have read and understand this plan. I will at all times ensure that my actions are consistent with this Plan.
Okanagan Indian Band Chief and Council
Chief Byron Louis ______________________________
Councillor Homer Alexis ______________________________
Councillor Lyle Brewer ______________________________
Councillor June Cole ______________________________
Councillor Tim Isaac ______________________________
Councillor Allan Louis ______________________________
Councillor Coola Louis ______________________________
Councillor Diane Louis ______________________________
Councillor Raymond Marchand_____________________________
Councillor Russel Williams ______________________________
Councillor Leland Wilson ______________________________
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PREAMBLE
This Strategic Plan document builds the framework for achievement of the Strategic Goals for 2014-2018 towards the realization of the OKIB Vision.
“Ensuring the Future through Cultural, Social and Economic Development"
This Strategic Plan 2014-2018 incorporates the 2013 priorities of Chief and Council and the experience and perspectives of the OKIB Administrative Departments in con-sidering the path forward. This Strategic Plan serves as a guidepost to achieving the OKIB vision over the next five years and gives structure to the work of the OKIB Ad-ministration in relation to the Chief and Councils’ Strategic Priorities.
Previous and existing work forms the background and baseline for the 2014-2018 Strategic Plan which now serves as the foundation for all of the work that each OKIB Department and OKIB as a whole undertakes.
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OKIB HISTORY
1700S— FISH LAKE ACCORD 1794— Jay Treaty
Pre-contact 1800 – Traditional Land Management practices occurring.
1823— Battle with the Fraser River Indians
1858— American gold miners provoked an Indian reaction by an invasion of Okana-gan, Secwepmc and Nlaka’pamux territory and by the massacre of unarmed Okana-gans.
1864— Colonial Douglas reserve (established under colonial government)
1876— Indian Act is made law in Canada
1877-1878 – Present reserves established for the OKIB by Joint Reserve Commis-sion.
1902— Arrow Lake/Oatscott Reserve established
1903— First census of Oatscott Reserve occurs
1927— Federal legislation prohibits Aboriginal people from raising money to press for recognition of Aboriginal title in the courts
1930s— Day school opens on OKIB reserve
1939— Prepping for flood of Arrow Lakes from the Grand Coulee Dam
1940s— OKIB members may leave reserve without a permit from the Indian Agent
1946— Aboriginal awarded the right to vote in British Columbia elections
1950s— Medal awarded to Chief Pierre Louis from the Royal Family
1951— The “potlatch ban” is dropped, as well as the ban on raising money to sue for recognition of Aboriginal title is lifted
1953— Annie Joseph, last Arrow Lake band member dies on October 1st
1956— The Federal Government declares the Arrow Lake band extinct
1960s— Early 60s sees closure of Reserve Day School
1960— Aboriginal people across Canada are given the right to vote in Canadian elec-tions
1960s— Members lose free range access to Silver Star Mountain
1963— Okanagan Indian Band and Westbank First Nation separate
1964— Columbia River Treaty signed
1968— OKIB Member Len Marchand elected first Status Indian to sit in the House of Commons in Ottawa, later named Cabinet Minister and appointed to the Senate.
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1970s— Segregation ends
— OKIB Issues first leases for Economic Development purposes
— Summer recreation camps established for a period
— Komasket Park established
— Chief Nkwala’s remains reinterred at Head of the Lake cemetary
1975— Department of Indian Affairs Office in Vernon closes
1977— OKIB Band Office Established
1977— Preschool opens
1980s— OKIB conducts first archaeology assessment
1980— Fire Hall established
1981—OKIB joins the Okanagan Tribal Council (which becomes the Okanagan Nation Alliance)
1984— OKIB settles cut off claim (which arbitrarily removed portions of the reserve without consultation)
1985– Bill C31 is passed which ends gender discrimination regarding who is Status Indian
1987— OKIB is a signatory to the Okanagan Nations Declaration
1988— OKIB builds arbour at Komasket Park
Late 1980s— Commonage Reserve and Arrow Lakes claims progress
1990s—Snc’c’amala?tn (daycare) opens
1996— Sadie’s Walk established
1996— Head of the Lake Hall renovation and upgrades
1996— Aboriginal Day declared in Canada
1998— Brown’s Creek logging and eventual legal action initiated
2000— First Lake Accord reaffirmation ceremony occurs
2001— OKIB Natural Resources Dept opens
2001— Conceptual Economic Plan— Stage 1 for comprehensive community sustain-ably process begins
2002— OKIB signs protocol with City of Vernon
2003-2004 Reintroduction of Salmon
2003— Gathering takes place at OKIB
2004— Territorial Stewardship Committee created
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2004— Natural Resources Department becomes Territorial Stewardship Division, stra-tegic plan developed
2004— Consultation and Accommodation Policy for Land and Resource Referrals es-tablished—OKIB Area of Responsibility
2004— OKIB asserts jurisdiction on highways through reserve
2004— Territorial Stewardship Department created
2005— Cultural Heritage permitting starts
2005— Village of Lumby protocol signed
2006— District of Lake Country protocol signed
2006— OKIB Comprehensive Community Plan completed
2007— City of Armstron protocol signed
2007— Township of Spallumcheen protocol signed
2007— Veteran’s Memorial Cenotaph established on reserve
2007— OKIB Cultural Immersion School opens
2009— Browns Creek blockade
2010— Okanagan Colville Unity Declaration signed
2011—Language Nest established
2011— Qc’i? built
2012— First Strategic Planning sessions
2012— OKIB draft Strategic Work Plan completed
2013— OKIB Territorial Stewardship Department Strategic Plan completed
2013— 911 Services begin on IR no 1.
2014— Reaffirmation of Fish Lake Accord
2014— OKIB signs protocol with RCMP
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ORGANIZATION STRUCTURE
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DEFINITIONS:
Accountability Statement: a statement that will commit the OKIB Chief and Council and the OKIB Administration the five year strategic plan. This statement will be signed by the person responsible for implementation, Ken McGregor, OKIB Executive Director. The accountability statement will also be signed by the Chief and each Councillor.
Actions:/Initiatives: the tasks to be taken by staff to accomplish the outcome
Core Businesses: are broad statements that set out the roles, key functions and cen-tral activities
Goal: An observable and measurable end result having one or more outcomes to be achieved within a more or less fixed timeframe.
Outcomes: the specific results that each department will realize to ensure it is effec-tively implementing each goal. Outcomes are specific, measurable results produced while implementing goals.
Performance Measures: quantification or observation which results from implemen-tation of an outcomes (e.g. # or %).
Mission Statement: Defines the fundamental purpose of an organization/department, succinctly describing why it exists and what it does to achieve its vision
SWOC: strengths, weaknesses, opportunities and challenges
Strategic Priority: is clearly linked to the shared vision, and capable of galvanizing commitment from the whole organization that is OKIB.
Value statements: What are the principles, standards, and actions considered worth-while in the organization
Vision Statement: outlines what the organization/department wants to be. It is a long-term
view and concentrates on the future. It should be a source of inspiration
Guiding principles: principles that guide our organization throughout its life, in all circum-
stances, irrespective of changes in its goal, strategies, type of work or management.
METHODOLOGY
This OKIB Strategic Plan was developed by the Executive Director, Departmental Di-rectors and two tenured senior administrative support staff during a professionally fa-cilitated four days of Organizational Planning over two sessions, the first on January 22 and 23, 2014, and the second on May 26 and 27 2014. The purpose of the first two day session was to develop specific strategic guidance for the OKIB Administration
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and each Department that is built on the Council developed Strategic Priorities for the OKIB (OKIB Council Strategic Planning Session Report October 10-11 2013).
Departments in attendance at the two day Organizational Planning Session: - Finance
- Territorial Stewardship
- Human Resources
- Economic Development
- Health and Social Development
- Education
- Operations, Lands and Housing
The Strategic Plan document outlines 5 Core Businesses with specific Goals, Out-comes, Performance Measures and Actions within each that are necessary in order to make progress towards the fulfillment of the OKIB Vision. The inclusion of details such as the performances measures and actions results in a detailed plan that makes the Strategic Plan document especially useful in providing specific guidance to depart-mental operational planning.
The second session developed the Mission, Values and Guiding Principles, Strengths, Weaknesses, Opportunities, Challenges and Threats and refined the Core Business’s content based on an organizational ‘re-alignment’ that occurred between the first ses-sion and the second.
The steps to the development of the Strategic Plan included:
Background review
Milestone review
Strategic Plan content generation
Plan writing and review
Review and approval by Chief and Council
1. BACKGROUND REVIEW
Background material was reviewed by Consultants and discussed with the Executive Director.
The Organizational Planning Session was informed by background material including:
OKIB Council Strategic Planning Session Report, October 10th and 11th, 2013
OKIB Economic Development Strategy Draft Report, February 2007
OKIB Strategic Workplan 2011-2012, June 6th
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OKIB Territorial Stewardship Department Strategic Plan 2013
Okanagan Indian Band Strategic Plan January 2012
Our Community Health and Social Development Plan Phase 1 Discussion Paper for Community Engagement DRAFT
The review of the background material informed the facilitated Strategic Planning pro-cess, setting the context and understanding the strategic planning history of the OKIB, including milestones, accomplishments and what has and hasn’t worked to date.
2. MILESTONE REVIEW
The first day of the Strategic Planning session included a summary perspective by each participant relating to the OKIB successes and challenges as well as reflection on milestone achievements over each departments recent history. Each Director/Manager had an opportunity to voice the major milestones achieved and describe challenges and other characterizations of OKIB relevant to strategic planning.
The primary themes that emerged were noted, including the following:
The need for a Governance Review, including Governance structure and clear roles and responsibilities.
Capacity issues, including staff capacity development and community development.
Committee structure and efficiencies, including the need for Terms of Reference for each committee.
Communications, the need for a Communications professional on staff.
3. STRATEGIC PLAN CONTENT GENERATION
Following the milestone review, the participants reviewed the Strategic Priorities gen-erated from the Council Strategic planning session and contemplated and agreed on the additional of 5 more strategic priorities. Using the 15 Strategic Priorities, six Core Business were developed for the OKIB:
Governance
Administration
Health and Community Sustainability
Community Infrastructure and Assets
Lands and Economic Development
Natural and Cultural Resources Management
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Once the Core Businesses were established, 1-3 goals in each Core Business were generated. The goals relate back to the achievement of the OKIB Vision. If these goal areas are achieved over the next five years, the OKIB Strategic Plan vision will be closer to realization.
In order to achieve these goals, tangible actions, outcomes and performance measures were developed for each goal. The set of actions and performance measures for each goal will effectively build in further details upon the OKIB Councils strategic planning work done in Oct. 2013 in order to provide specific actions and tan-gible outcomes to guide the OKIB Directors for the years 2014-2018.
The process for developing the Strategic Plan content was a facilitated open dialogue session. A roundtable discussion followed the session for concluding thoughts and other ideas and comments.
4. PLAN WRITING AND REVIEW
The facilitators compiled materials, reviewed and edited this strategic plan for review by the OKIB Executive Director. Gaps in performance measures, due to time con-straints during the first planning session, were drafted by the facilitator for review by the Executive Director and appropriate department leads. Material from the Councils Strategic Planning session of October 2013 was analysed for inclusion and linkages to the Strategic Plan. A table (Appendix 1) was developed to show where the goals, topics of concern, and action items listed in the strategic planning work of the Council are addressed in the OKIB Strategic Plan (2014-2018).
A second Strategic Planning session was held May 26th, and 27th, 2014 to complete the following elements of the draft Strategic Plan:
Mission Statement
Value Statements
Guiding principles
Strengths, Weaknesses, Opportunities, Challenges and Threats analysis
As well, the planning session was used to review and edit the Core Businesses, Ac-tions and Outcomes of the document.
An additional writing and review cycle between consultants and OKIB Directors was completed after May 27th, 2014.
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Flow Chart
A flow chart, OKIB Strategic Plan Chart 2014 (also available to print in large format as a pdf in Appendix 2), is included in the Strategic Plan to show visually the linkages be-tween the OKIB Vision and the core businesses, goals and actions. This chart is a val-uable visual tool and can be printed out on a plotter and used as reference for staff and Chief and Council.
5. REVIEW AND APPROVAL BY CHIEF AND COUNCIL
The final OKIB Strategic Plan is approved by the OKIB Chief and Council..
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VISION STATEMENT
"Ensuring the Future through Cultural, Social and Economic Development."
MISSION STATEMENT
“To ensure the OKIB membership will endure and prosper, we will develop strong indi-vidual, family and community self sufficiency by balancing economic activities with cul-
tural values and progressive social and community enhancement.”
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VALUE STATEMENTS
We, the OKIB, are guided by the following values. All our decisions and actions will demon-
strate these values. We believe that putting our values into practice will create long-term ben-
efits for OKIB and all our members that we serve.
1. Tmixw - Culture and Title and Rights
2. Respect – Valuing all opinions and input, being courteous and polite.
3. Trust – Maintaining and building harmony in respectful relationships.
4. Transparency – Complete, straightforward and open communications.
5. Accountability – Acknowledgment and assumption of personal and collective re-
sponsibility for, and commitment to actions and decisions related to governance,
bylaws, policies and programs.
6. Integrity – good faith and honesty, consistency with value and principles.
7. Ethical - Fair and just.
8. Engagement – Ensure opportunities for membership involvement.
9. Consensus - Once a decision is made, unity in voice and action.
10. Results - Effective and efficient decision making and implementation.
11. Courage - The wisdom to see an opportunity and the courage to follow through
with it.
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GUIDING PRINCIPLES
OKIB staff shall:
1. Carry out duties with impartiality and equality of service to all;
2. Maintain the highest ideals of honor and integrity in public, and personal
relationships and discharge faithfully the duties of office;
3. Avoid any situation which could impair judgment in the performance of duties;
4. Not use confidential information for the personal profit of themselves or others nor
misuse public time in the pursuit of such objectives;
5. Declare direct or indirect interest in any enterprise which proposes to transact busi-
ness with the Okanagan Indian Band;
6. Continually strive to improve professional ability and to encourage the development
competence of associates in serving the Band Members of the Okanagan Indian
Band.
7. Report to the Chief any conflict of interest or potential conflict of interest of which
he/she is aware of involving himself/herself or his/her family;
8. Not knowingly engage in any unlawful activity;
9. Not conduct themselves in any way that would detract from the image of integrity of
professionalism of the Okanagan Indian Band;
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The following sections: Strategic Strengths, Weaknesses, Opportunities, Challenges,
and Threats list items for each category.
STRATEGIC STRENGTHS
The following strengths of the OKIB have been identified and listed as follows:
- Good cultural knowledge/sense of who we are, elders/youth programming
- good continuity in elected leadership
- extensive political knowledge experience/understanding
- commitment to develop governance framework
- good fiscal record
- good economic development opportunities
- immersion school - support for keeping the language
- good external relationships with funders (Health Canada/Territorial Stewardship De-
partment (TSD) funders)
- good staff initiative for projects
- good ideas
- desire/commitment to strengthen administration
- good continuity in TSD, i.e. management and staff and external relationships
- Council advocates for Title & Rights protection
- continuously improving external relationships/reputation
WEAKNESSES
The following weaknesses face the OKIB:
- Need strategic intergovernmental relations
- Lack of governance framework (e.g. governance framework)
- Boundary between elected and administrative function needs definition
- Lack of a communication framework
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- Other organizations impressions of OKIB (e.g. AANDC & municipalities)
- Lack of trust between council and community
- Council is not unified after decision making - consensus not always occurring
- Delays caused by not following decisions, not making decisions, delaying decisions,
ad hoc decision making by Chief and Council
- Chief and Council terms are too short
- Capacity gaps
- Community development
- Staff development
- Chief and Council micromanagement
Lack of sufficient funding necessary for achieving goals
STRATEGIC OPPORTUNITIES
The following strategic opportunities are available to the OKIB:
- Negotiation of good Impact Benefit Agreements
- Orientation curriculum for staff and council development
- appropriate background
- procedures
- Title and Rights knowledge
- Strategic Plan
- Tourism - cultural (e.g. Silver Star)
- Disengage from ONA (should be cost/benefit analysis based among other criteria)
- Partnerships with Regional Districts and Municipalities
- Relationship development with other First Nations
- Policies and bylaws completion
- Negotiation training for Chief and Council
- Legal education for Chief & Council and staff
- Education framework
- cultural
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- plan for future
- Education Strategic Plan, including vocational, career
- Land Use Plan
- Career succession planning
- Transferable resources (FNHA) - Health Plan
- Closer working relationship between Okanagan Training and Development Council (OTDC) and Social Development
- Funding for Social Development/Training
- OTDC and First Nation Job Fund
- First Nation Market Housing
- Increase access and housing for band membership
- Dollars for governance and management framework for on reserve housing
- Existing Economic Development opportunities
- Real Estate
- Forestry
- Cultural Heritage
- MOTI
- Governance Framework
- Set up a trust fund
- Settle claims
- taxation
- OKIB utility Corporation
- TSD Corporation
- Economic Development Corporation
STRATEGIC CHALLENGES
The following strategic challenges are facing the OKIB:
- Realignments within organization
- Administration turnover
- Stability at Chief and Council
- Term length too short for Chief and Council
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- turnover before projects get done
- focus on political "quick wins" rather than longer term strategies
- go after low hanging fruit rather than strategic
- Planning and preparation work needed
- Commitment to longer term projects needed
- Effective Chief and Council direction to staff
- Mediocre performance
- Develop a better hiring process
- Human resource professional to implement procedures
- Salary pay scale currently not in place
- Revenue to support progressive growth of organization currently insufficient
- Reluctance to seize opportunities
- need to clarify rationale for decisions
- Unrealistic expectations/decisions/workload put on staff with low organizational ca-
pacity (# of people)
- Communication of complex issues to community and achieving consensus
- Limited funding outside of AANDC
Cannot finance strategic priorities with current budgets\
STRATEGIC THREATS
The following strategic threats are facing the OKIB:
- Water Security / Climate Change
- Population growth
- Pollution
- Membership rules
- Regulatory threats
- Crown land alienation
- e.g. timber supply (referrals)
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STRATEGIC PRIORITIES
The following strategic priorities of the OKIB have been identified. These Strategic
Priorities guided the development of Core Business for the OKIB.
1. Communication and Member Engagement Strategy
2. Governance Review
3. Finance Budgeting and Reporting
4. Economic Development Strategy
5. Land Use Planning
6. Intergovernmental Affairs / Negotiation Strategy
7. Resource Management Strategy
8. Member Preventative Health and Lifestyle Plan
9. Education – Life Skills and Job Skills Training Plan
10. Culture Integration Strategy
11. Individual and Collective Wealth Development
12. Community are Supported, Aware, informed part of decision making
13. Predictable, Stable, Transparent Government
14. Preserving Cultural Heritage Values
15. Community Care (Values) Evident
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CORE BUSINESSES
Core Businesses are broad statements of purpose that set out our roles, key leader-ship and governance functions and activities. The core businesses of the OKIB are:
1. GOVERNANCE
2. ADMINISTRATION
3. HEALTH AND COMMUNITY SUSTAINABILITY
4. COMMUNITY INFRASTRUCTURE AND ASSETS
5. LANDS AND ECONOMIC DEVELOPMENT
6. NATURAL AND CULTURAL RESOURCES MANAGEMENT
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CORE BUSINESS 1: GOVERNANCE
Goal 1: Establish a Governance Framework
Outcomes Performance Measures Actions/ Initiatives
1. Develop a Governance
Framework document
2. Establish a Community
Development Trust
3. Semi-independent Au-
thority Structures (Health
Authority, Education Au-
thority, Corporation)
4. Organization Chart
5. A clear recommendation
on the decision making
process (including com-
mittee structure)
1. Governance Frame-
work is approved by
Chief and Council (#
of bylaws passed by
Chief and Council)
2. Community Develop-
ment Trust is in place
3. # of community mem-
bers being part of en-
gagement/consultation
4. Governance training
session for Council
completed
5. Governance assess-
ment completed
1. Hire a Governance expert to
work with Council to devel-
op Framework
2. Engage a consultant to de-
sign and implement a Com-
munity Development Trust
3. Engage the community on
consultation for the develop-
ment of Governance Frame-
work, Community Develop-
ment Trust and the Semi-
independent Authority
Structures
4. Conduct a review of deci-
sion making processes
5. Conduct research on best
practice regarding commit-
tee structure
6. Develop Governance Bylaw
7. Bylaws for established Au-
thorities
8. Bylaw management and ap-
proval process
9. Governance training for
Chief and Council
10. Governance assessment
tool developed
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Goal 2: Title and Rights Protection
Outcomes Performance Measures Actions/ Initiatives
1. Consistent under-
standing of Title and
Rights across organi-
zation
2. Conclude federal
and provincial nego-
tiations
3. Effective consultation
occurs across the
territory
4. Resolution of Inter-
nal / External Bound-
ary Issues (Other FN
orgs and gov't)
5. Conclude outstand-
ing court cases
1. % of outstanding claims
completed
2. % of referrals through
decision making frame-
work
3. % of outstanding bound-
ary issues resolved
4. % of outstanding legal
cases resolved
5. % of staff and Chief &
Council trained in Title
and Rights
6. Public Awareness and
Relations Policy ap-
proved by Council
7. Cultural Heritage Policy
forms part of Govern-
ance Framework
8. Decision framework for
legal
1. Develop a Public Aware-
ness and Relations Policy
(Internal/External)
2. Title and Rights and legal
context Training Plan/
Education/Orientation
3. Develop and implement De-
cision Making Frameworks
a)referrals b)legal c)claims
4. Develop a territorial bound-
ary strategy
5. Complete the following ne-
gotiations:
-Colonial Claim(Feds)
-Commonage Claim(Feds)
-MOTI
-Erosion Claim
-Easements and Right of
Ways
-Duck Lake Claim (KPR/CN
claim)
6. Develop a negotiation
methodology
7. Resource existing legal
cases
8. Develop a Cultural Heritage
Policy
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Goal 3: Intergovernmental Affairs
Outcomes Performance Measures Actions/ Initiatives
1. Establish Intergov-
ernmental position
2. Benefits flowing to
OKIB through better
relationships and op-
portunities with gov-
ernments and agen-
cies
3. As required elder and
youth council inform
decision making
4. Improved public pro-
file
1. Position staffed
2. Intergovernmental affairs
strategic document de-
veloped with council
3. # of meetings and proto-
col agreements
4. # of joint initiatives
agreed upon
5. Budget established to
support elder and youth
council
6. # of positive media refer-
ences
1. Hire Intergovernmental Af-
fairs position
2. Develop an intergovern-
mental affairs strategy doc-
ument with C&C to include
Elder and Youth Council
3. Actively engage with admin-
istration on the communica-
tions strategy
4.
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CORE BUSINESS 2: ADMINISTRATION
Goal 1: Corporate Services
Outcomes Performance Measures Actions/Initiatives
1. Policy Manual for Ad-
ministration, HR and
Finance
2. Complete implementa-
tion of the financial sys-
tem and bylaw
3. Integrated Information
System across admin-
istration
4. Qualified and well
trained workforce
5. Communication and
engagement strategy to
strengthen OKIB band
6. Increased program
funding
1. # of policies written and
approved by Chief and
Council
2. Financial plan approved
by Chief and Council
3. Succession Plan and Hu-
man Resource Plan ap-
proved by Chief and
Council
4. A reduction in the # of
unique information sys-
tems in band
5. Amount of additional dol-
lars returned through
proposal writing
1. Review and update the
Financial bylaw
2. Develop IT strategy and 5
year plan
3. Develop a 5 year ‘rolling’
Financial plan
4. Collaborate with Social
Development and Educa-
tion on Community Work-
force Capacity Plan
(OTDC/ESD)
5. Develop a Human Re-
sources Training and De-
velopment Strategy
(Organizational)
6. Develop Succession Plan
7. Hire a communications
person
8. Hire proposal writer
9. Hire Policy writer/analyst
10. Write HR policies and Ad-
min policies
11.
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Goal 2: Organization Development/Review
Outcomes Performance Measures Actions/Initiatives
1. Organization design:
clear scope of authority
for Corporations and
semi-independent Au-
thorities (e.g. Housing,
Education)
2. Organizational design is
consistent with Core
Businesses and re-
sources are sufficient in
each department to
achieve strategic goals
3. Implementation schedule
for compensation
1. Competitive compensa-
tion (pay) grid or scale
approved by Chief and
Council
2. # of pay rate changes in
organization as per pay
grid
3. # of jobs – skills fits
identified in Band
4. Organizational chart
forms part of the Chief
and council approved
Strategic Plan
1. Job and skills analysis
conducted across com-
munity
2. Develop a compensation
analysis
3. Develop new Organiza-
tion Chart
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CORE BUSINESS 3: HEALTH AND COMMUNITY SUSTAINABILITYLIFESTYLE
Goal 1: Preventative Health and Healthy Lifestyles
Outcomes Performance
Measures
Actions/ Initiatives
1. Fulltime mental health
services established
2. Day program of elder
activities established
3. Community becomes
more informed about
illness prevention and
health optimization
4. Program information
will be readily available
5. Youth will become
more educated and en-
gaged in health initia-
tives and illness pre-
vention
6. To have culturally inte-
grated services
7. Increase in health sta-
tus
1. Increase in # of work-
shops provided for ill-
ness prevention, health
promotion, education
and awareness activities
2. Increase in # of services
and resources for chil-
dren and youth, including
early assessment and
intervention
3. The # of activities for
young people will be ex-
panded
4. # of individuals at risk of
experiencing and/or wit-
nessing mental, physical,
emotional and sexual
abuse and lateral vio-
lence is reduced
5. Increase in # of work-
shops provided for ill-
ness prevention, health
promotion, education
and awareness activities
is increased
6. # of Mental Health Ser-
vices are available in the
community
7. Improved health status
metrics
1. Establish mental health
services in the communi-
ty
2 Implementation plan for
day program for Elders
3. Focus on prevention, pro-
motion and education
4. Develop a food security
and sovereignty program
5. Establish health status
tracking
6. Develop a full range of
youth activities
7. Participate with develop-
ment culturally integrated
health strategy
8. Implement the Communi-
ty Health and Social De-
velopment Plan
33
Goal 2: Integrating Cultural Knowledge and Values in Programming
Outcomes Performance Measures Actions/ Initiatives
1. Cultural Integration
strategy Implemented
by departments
2. Improved cultural
knowledge and values
across all departments.
1. # of meetings held by
interdepartmental cultur-
al integration group
2. # of participants in orien-
tations
1. Establish interdepart-
mental working group
2. Complete Cultural Inte-
gration Strategy
3. Funding plan for the de-
velopment of the cultural
integration strategy
4. Develop Cultural Orienta-
tion packages (staff, ex-
ternal, C&C)
5. Conduct cultural orienta-
tions
34
Goal 3: Social Development and Education
Outcomes Performance Measures Actions/ Initiatives
Maximizing human capital
1. Members are support-
ed in their journeys
(employment, educa-
tion, Okanagan life-
style, wellness, etc.)
2. All those that can/
want to work are
working
3. All those that can/
want to pursue educa-
tion/training are able
to
4. Education Framework
and strategic plan, in-
cluding education au-
thority decision
(including daycare,
nursery, language
nest, K-12, post sec-
ondary, vocational,
Adult Ed.)
1. Community profile com-
pleted
2. # of people participating
in Employment strategy
3. Reduced number of un-
employed employables
4. % of youth moving on to
education or employ-
ment journey
5. Life skills and job skills
training plan completed
6. # of people participating
in Life Skill and Job
Skills Training plan
7. # of gaps eliminated in
programs
6. # of successful pro-
posals
7. Community Workforce
Capacity plan approved
by Chief and Council
1. Develop a Community
profile, including barriers
to employment identifica-
tion
2. Develop and implement
full employment strategy
(including need for day-
care/nursery)
3. Develop and implement
Life Skills and Job Skills
Training Plan informed
by cultural integration
strategy
4. Continue programs and
identify and bridge gaps
in Social, Education,
Health, Okanagan Cul-
tural programs
5. Advocacy for enhance-
ments to Social, Educa-
tion, Health, Okanagan
Cultural programs
6. Hire a Principal/
Education Director (leads
education framework and
strategic plan)
7. Develop Community
Workforce Capacity Plan
(OTDC/ESD)
8. Community consultation
on education framework
and strategic plan
35
CORE BUSINESS 4: COMMUNITY INFRASTRUCTURE AND ASSETS
Goal 1: Capital
Outcomes Performance
Measures
Actions/Initiatives
1. On Reserve Land
Use Plan
2. Capital Plans (Public
Buildings, Housing)
3. Housing Authority im-
plemented
4. Water security
(utilities, fire flow,
safe drinking water)
5. Energy security/
Energy Plan
Self-sourced planning
capacity
7. Utilities Corp. (Water,
Sewer, Fire, Energy,
Garbage, Recycling,
Telecommunications)
Self sustaining Bluebird
and Duck Lake apart-
ments
9. Increase individual
home ownership
10. Sustainable rental
housing
11. minimize erosion of
reserve lands
1. On Reserve Land
use Plan ap-
proved
2. Water/
Wastewater Plan
is approved
3. Housing Plan ap-
proved
4. Public Buildings
Plan approved
5. Increase in appro-
priate housing op-
tions
6. Decrease in
housing wait list
7. Self sustaining
corporate reve-
nue model
8. # of renovations
of existing hous-
ing
1. Complete on reserve (I.R.#1) land use plan
2. Initiate water and wastewater master plans
(I.R.#1)
3. Create housing authority
4. Develop Feasibility study for new band office
5. Develop concept and feasibility study for new
community recreation facility.
6. Complete Energy Security/Energy Plan
7. Develop a Business Plan for the Utilities
Corp.
8. Develop ‘rolling’ 5 year capital plans for OKIB
9. Hire a Public Works/Housing Director
10. Develop a business plan for Bluebird and
Duck Lake apartments.
11. Begin land use, water and wastewater plans
for I.R.#5 and #7
12. Implement FN Market housing, BMO loan
facility
13. Implement new AANDC housing program
14. Rehabilitate existing housing stock
15. Develop and implement communications for
Capital
16. Assess and remediate erosion
36
Goal 2: Operations
Goal 3: Regulatory Framework
Outcomes Performance Measures Actions/ Initiatives
1. Asset Management
Plan
2. Water meets standards
for quantity and quality
3. Robust Emergency
Services
4. Develop a community
Public Works on a busi-
ness operations model
(revenue centre model
as opposed to cost
centre model)
1. Operational maintenance
management system
2. # of certified technicians
on staff or in training
3. # of certified fire fighters
4. # of Agreements with
municipalities, regional
districts
1. Create an asset inventory
and develop maintenance
schedule
2. Ensure that systems are
managed by certified
technicians
3. Ensure that we have cer-
tified fire fighters
4. Municipal and Emergen-
cy Services analysis and
plan (Municipal Type Ser-
vice Agreement where
appropriate, Mutual Aid
Agreement where appro-
priate)
5. Complete Emergency
Outcomes Performance Measures Actions/ Initiatives
1. Regulatory framework
for Capital Works on
reserve
2. Permits and Fees reve-
nue sustainability plan
developed
1. Percentage of OKIB re-
serve new constructions
and renovations being
built to code
2. Permits and fees pro-
cess is fully funded
1. Develop a bylaw process
2. Develop a regulatory pro-
cess
3. Develop a compliance
process
37
CORE BUSINESS 5: LANDS AND ECONOMIC DEVELOPMENT
Goal 1: Separate Business Governance from Band Governance
Outcomes Performance Measures Actions/ Initiatives
1. Economic Development
Corporation created
1. Migrate existing OKIB
businesses and busi-
ness assets to the Ec.
Dev. Corp.
3. Professional manage-
ment of OKIB business-
es
1. Economic Development
Department established
2. Economic Development
Plan approved by board.
3. Economic development
corporation is identified
and roles clarified in gov-
ernance framework (see
Core Business 1)# of
dollars earned
1. Economic Development
Corporation Board Terms
of Reference/Bylaws cre-
ated
2. Develop a Corporate
Business Strategy
3. Develop governance rela-
tionships
4. Create Economic Devel-
opment Plan and Eco-
nomic Development De-
partment
38
Goal 2: Increase Wealth and Employment Growth
Outcomes Performance Measures Actions/ Initiatives
1. Maximize the bands return
from the bands commercial
and land assets
2. Leveraged partnership
joint ventures and opportu-
nities
3. More successful band
member businesses
4. Increased capacity to sup-
port band member entre-
preneurs
1. Match or exceed in-
dustry bench marks
2. Match or exceed Oka-
nagan Valley GDP
3. Match or exceed Oka-
nagan Valley Employ-
ment Rate
4. Secure or improve at
least one partnership
per year
5. Increased number of
band member owned
businesses
6. Business analysis for
fee simple lands and
Eagle Rock completed
1. Develop Economic Development
Strategy document
2. Existing Economic Development
priorities 2013-2014 completed
3. Business opportunities analysis of
fee simple lands
4. Business opportunities analysis of
Eagle Rock
5. Develop qualifying process for eco-
nomic development on reserve
6. Advocate for a band entrepreneur
support staff person
7. Provide referrals for entrepreneurs
8. Provide library and clearinghouse
for entrepreneurs
39
Goal 3: Reserve Land Management
Outcomes Performance Measures Actions/ Initiatives
1. New Lands and Eco-
nomic Development
department
2. Land management reg-
iment for the OKIB
3. Water security for the
OKIB for the future
4. Band land available for
economic development
5. Optimize business op-
portunities on fee sim-
ple lands
6. Secure and implement
economic partners and
projects
1. Qualified Director hired
2. Trained person in the de-
partment for RLEMP
3. % of existing water li-
censes secured
4. # of new licenses granted
5. # of development areas
that have been designated
and have master plans
completed
1. Hire a Director of Lands
and Economic Develop-
ment
2. Implement RLEMP
3. Inventory and secure all
existing water licenses
and expand water licens-
es
4. Collaborate on LUP with
Public Works and Hous-
ing
5. Collaborate with TSD
watershed planning and
water and wastewater
management plan
6. Maintain existing land
management functions
7. Designations for eco-
nomic development pro-
jects
8. Highest and best use
master plan development
areas
40
CORE BUSINESS 6: NATURAL AND CULTURAL RESOURCES MANAGEMENT
Goal 1: Establish TSD Corporation
Goal 2: Protect Natural and Cultural Resources
Outcomes Performance Measures Actions/Initiatives
1. TSD Corporation creat-
ed
2. Delegation of business
lines
3. Corporate articles are
consistent with financial
administrative bylaws
1. Sufficient revenue to self
fund
2. TSD Operations Plan is
approved by Chief and
Council
3. Business Plan is written
and as needed is con-
sistent with the Econom-
ic Development Corpora-
tion (see Core Business
5)
1. Develop and get ap-
proved an Operations
Plan and budget for TSD
Corporation
2. Develop a Corporate
Business Plan
Outcomes Performance Measures Actions/Initiatives
1. Off Reserve priority ar-
ea Watershed Plan
complete
2. Effective Referrals
Management Policy
3. Referrals Decision
Making Framework
4. Cultural Heritage Policy
completed
5. Legally defensible da-
taset
6. Reserve lands free of
UXOs
1. # of Referrals through
Referrals system
2. # of Projects (old and
proposed) legally defen-
sible projects that are
available to OKIB
3. Reduction in # of file
storage boxes used to
store information
4. Acres of lands cleared of
UXOs
1. Information Management
2. Develop Strategic Plans
3. Research
4. Develop Cultural Heritage
Policy
5. Develop a legally defen-
sive research dataset of
Okanagan culture on the
land, past and present
6. Develop and prioritize an
off reserve watershed
plan that links to water
master plan and lands
water security
7. Work with DND to re-
move UXOs from reserve
lands
41
Appendix 1: Chief and Council Planning priorities addressed in
Strategic Plan
Key: Strategic Priority (SP), Core Business (CB), Goal (G), Outcome (O), Action (A)
OKIB Council Strategic Planning Session Report Oct 11-12 2013, Chief and Council Directives
Location in OKIB Strategic Plan
1. Communication and Member Engagement Strategy
Strategic Priority 1, and CB2 G1 O5.
regular printed newsletter, web-site always updated, do a ‘morning start’ update
CB2, G1 O5. - Communication and engage-ment strategy to strengthen OKIB band
Need to improve two-way communication CB2 G1 O5 and A7
Hire a communications specialist CB2 G1 A7
Develop a professional communications and engage-ment strategy and plan
CB2 G1 O5
Implement and track progress Inclusion of performance measures in Strate-gic Plan, and departmental operational plans and work plans (for those that have them)
Host a 2 day or 3 day AGM with graduation ceremonies included
To be developed as part of CB2 G1 O5
2. Governance Review Strategic Priority 2 and CB1 G1
Review Organization Chart, finalize organizational struc-ture
CB1 G1 O4, CB2 G2 A3
Establish roles and responsibilities (Chief & Council, administration)
CB1 G1 O4, A10
Review all job descriptions (managers & members) As part of CB2 G1 A5
Identify and prioritize needed systems, policies and pro-cedures
CB2 G1
Conduct a staff review and staff evaluations – need ex-cellent managers, need to shift organizational culture towards productivity and empowerment
CB2 G1 A5, O4
Need efficiency and productivity measures addressed in CB2 G1 O1
Staff in early/late, misuse of leave addressed in CB2 G1 O1
Staff on social media during working hours addressed in CB2 G1 O1
Need to monitor timeliness on computers addressed in CB2 G1 O1
Permissions on network and computers addressed in CB2 G1 O1
Need to minimize staff turnover addressed in CB2 G1 A6
Conduct a program review CB2 G2
42
OKIB Council Strategic Planning Session Report Oct 11-12 2013, Chief and Council Directives
Location in OKIB Strategic Plan
Establish work plan and tracking for all projects
The next level of detail after Chief and Coun-cil Strategic Planning is Departmental Strate-gic and Operational Planning (TBD) (see TSD Strategic and Operational Plan,2014)
Conduct a funding review – is OKIB accessing all availa-ble funds?
addressed departmentally at this time, not explicitly addressed in strategic plan but fund-ing addressed in CB2 G2 O2.
Conduct a policy review and a committee system review Policy review: CB2 G1 O1 Committee system review: CB1 G1 O5
Improve accountability – 90 % of all motions not getting done
Strategic and operational planning provide context for Chief and Council strategic priori-ties, motions should be mostly consistent with Strategic Plan
Develop a grievance process for staff and community CB2 G1 O1
Recruitment needs to:
CB2 G1 A10
Reflect our values
Ensure fairness – HR hiring policies, how all mem-bers are treated by band (administration and Council)
Executive Director to provide current organizational framework for review and possible modification
Governance framework addressed in CB1 G1 O1
Executive Director to provide list of policies and proce-dures and systems for prioritizing and sequencing
Policy suite outcome is in governance frame-work CB1 G1
Establish governance strategy and plan CB1 G1
Implement and track (progress reports)
The next level of detail after Chief and Coun-cil Strategic Planning is Departmental Strate-gic and Operational Planning (TBD) (see TSD Strategic and Operational Plan,2014)
Review hiring practices (Chief and Council’s role, hiring reports)
CB2 G1 O1
Develop a social media policy addressed in CB2 G1 A2
Digitize records Potentially addressed in CB2 G1 O3 and it may be part of TSD Information management CB6 G2 A1
3. Finance Budgeting and Reporting Strategic Priority 3
Timely reporting, regular and updated budgets, im-proved transparency and accountability
CB2 G1 A3 O1/2
New Finance by-law in place CB2 G1 A1
43
OKIB Council Strategic Planning Session Report Oct 11-12 2013, Chief and Council Directives
Location in OKIB Strategic Plan
New financial systems in place CB2 G1 O2
January planning meeting for budgets specific action not addressed – can be in ad-min work plan for example
4. Economic Development Strategy Strategic Priority 4 and CB5
We need both revenue and jobs, Essential to pay for all other parts of our plan
CB5 G2
Need to retain community grads CB2 G2 A1
Land management – OK Leasing CB4 G1 O1
MOT and POH funds set aside POH not defined
Develop Economic Development Strategy and plan, with priority projects identified
CB5 G2 A1
Become a utility (water and waste water management) CB4 G1 O7, and CB4 G1 A2 and CB4 G1 A7 and CB4 G1 A11
5. Land Use Plan Strategic Priority 5
Focus on Land use on reserve CB4 G1 O1
Must include water systems, infrastructure / roads CB4 G1 O2
Key piece to economic development and community development
Not specifically addressed
Need community facilities (ie. buildings, parks, institu-tions)
CB4 G1 O2
Plan for Elder’s building (Blue Bird) CB4 G1 O8
Need to upgrade sixplex and fence all rentals specific action not specifically addressed
St. Anne’s Hill; This is connected to all reserve road is-sues; Need to resolve MOT claims on reserve lands
CB1 G2 A5
Community development; More housing for young peo-ple (revenue source)
CB4 G1 O2, O10
Daycare services not explicitly addressed in strategic plan
Arrears policy addressed in CB4 G1 O10
Land Use Plan underway, need a long-term plan CB4 G1 O1
Must establish bylaws to support plan when completed (short term: dog bylaw, range bylaw)
CB4 G3 A1
Review OLH (Lands and Planning separate divisions) Not specifically addressed in strategic plan, may come up in CB1 G1 O4
6. Intergovernmental Affairs / Negotiation Strate-gy
Strategic Priority 6 and CB1 G3
High risks for band, high rewards, important results (HIGH PRIORITY)
Addressed as part of CB1 G3 A2
Settle land claims CB1 G2 A5
44
OKIB Council Strategic Planning Session Report Oct 11-12 2013, Chief and Council Directives
Location in OKIB Strategic Plan
Settle Land Claims; ONA responsibility CB1 G2 A5
Need to establish an approach to other governments (FNs, Federal, Provincial, Local) for these negotiations and other current and future issues
CB1, Goal 3
HR / budget / legal gaps – big files not being properly resourced
Inherently being dealt with via strategic plan-ning process - Budget estimates are part of strategic plan, fundraising can occur depart-mentally as well as defining how corporate profits are dispersed
Consider developing an “Intergovernmental Affairs” de-partment
CB1 G3 A1, O1
Executive Director to organize process / meetings to develop a plan or strategy (understand risk and possible outcomes)
CB1 G3 A2
7. Resource Management Plan Strategic Priority 7.
RMP, On and off reserve CB6 G2 O1 and CB4 G1 O1
“homeland security” – oversee activities in Territory (suggestion: put map of territory on front page web-site)
CB1 G2 A1
Identify resources
Budget estimates are part of strategic plan, fundraising can occur departmentally as well as defining how corporate profits are dis-persed
8. Member Preventative Health and Lifestyle Plan Strategic Priority 8.
Promote healthy lifestyles (preventative actions) CB3 G1
Address healing – overcome feeling of isolation, being left out
CB3 G3 O2 and O3
Address issues of drugs and alcohol May be addressed as part of CB3 G1
Address mental health CB3 G1 A1
Address the cause and core issues that lead to poor physical and mental health
CB3 G1 A8
Need mental health dollars/funding fundraising is a departmental activity likely contained in operational planning when de-veloped
Need daycare services Potentially in CB3 G3 O5
Develop an integrated health strategy – include Educa-tion, Culture, Economic Development (Directors Group is good vehicle to promote integration and innovation)
Interdepartmental health topic collaboration not specifically considered in the strategic plan
45
OKIB Council Strategic Planning Session Report Oct 11-12 2013, Chief and Council Directives
Location in OKIB Strategic Plan
9. Education – Life Skills and Job Skills Training Plan
Strategic Priority 9.
There is a need to look beyond academic (e.g. human capital)
addressed in CB3 G3 A1 and CB3 G3 O1 and O2
Life skills training CB3 G3 A3
Job skills training CB3 G3 A3
Develop an integrated life skills and training plan – in-clude Education, Culture, Economic Development (Directors Group is good vehicle to promote integration and innovation
CB3 G3 A3
Establish funding strategy though private sector and government sources
May be addressed through outcomes and activities in CB3 G1
10. Culture Integration Strategy Strategic Priority 10. and CB3 G2
culturally knowledgeable people are busy and need clear direction as to how they can best contribute
CB3 G2 O1
Need to incorporate our knowledge into schools CB3 G2 A2
Contribute to integrated health strategy and life skills and training strategy
CB3 G3 A3
Directors Group is good vehicle to promote integration and innovation
CB3 G2 A1
46
47
48