July 2017

STRATEGIC PLAN

JULY 2017 – APRIL 2021

MISTAWASIS NÊHIYAWAK

1

TABLE OF CONTENTS CHIEF AND COUNCIL’S AUTHORIZATION OF THE STRATEGIC PLAN 2

EXECUTIVE SUMMARY 3

1. STRATEGIC PLANNING APPROACH 4

2. VALUES, VISION AND MISSION 5

2.1 Vision and Mission Statements 5

2.2 Values 5

3. ORGANIZATIONAL OVERVIEW 6

3.1 Background 6

3.2 Description of Programs 7

4. STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS 10

(SWOT) ANALYSIS

5. STATEMENT OF GOALS 11

6. OPERATION PLAN 12

7. PERFORMANCE MANAGEMENT 21

7.1 Communications 21

7.2 Monitoring 21

7.3 Evaluation 21

APPENDICES 22

Appendix A – Organization Chart 22

Appendix B – List of Participants 23

2

CHIEF AND COUNCIL’S AUTHORIZATION OF THE STRATEGIC PLAN

DATE: July 21, 2017

MOTION: Move to approve Mistawasis Nêhiyawak’s 4-year Strategic Plan

from July 2017 to April 2021 as presented.

MOVED BY: Councillor Steven Johnston

SECONDED BY: Councillor Melvin Watson

ALL IN FAVOUR: Carried: Chief Daryl Watson, Councillor William Badger,

Councillor Robin Daniels, Councillor Norma Johnstone,

Councillor Steven Johnston, Councillor Melvin Watson

Chief and Council

Left to Right: Councillor Norma Johnstone; Councillor Robin Daniels; Chief Daryl Watson;

Councillor Steven Johnston; Councillor William Badger; and Councillor Melvin Watson

3

EXECUTIVE SUMMARY

Mistawasis Nêhiyawak is located 100 kilometres west of Prince Albert, Saskatchewan, 150 kilometres

north of Saskatoon and 150 kilometres east of North Battleford. There is a total of twelve (12) reserves set

aside for Mistawasis Nêhiyawak.

Members of Mistawasis Nêhiyawak are Plains Cree. The total registered population as of May 2017 is

2,740, with approximately 1,203 residing on-reserve and 1,537 off-reserve1.

Mistawasis Nêhiyawak is governed by a Chief and five (5) Councillors. The day-to-day functions of the

government are overseen by the Director of Operations (refer to Appendix A - Organization Chart).

The Chief and Council and Directors took the initiative to create a new Strategic Plan. To provide clear

direction, two (2) strategic planning workshops were facilitated by an external consultant as follows:

1. May 23 and 24, 2017 - Joint session with Chief and Council and Directors at the Saskatoon Inn,

Saskatoon, SK.

2. May 31, 2017 – Session with Directors at the Saskatoon Tribal Council, Saskatoon, SK.

New vision and mission statements and values were created:

Vision - In the spirit of Mistawasis, we honour Nêhiyawak traditions as we advance our

Nation.

Mission - Mistawasis Nêhiyawak will protect our Treaties, our community, our lands and

our resources.

Values are leadership, integrity, synergy and innovation.

Internal strengths and weaknesses were identified, as well as external opportunities and threats (SWOT

analysis). Based on the SWOT analysis, goals were set over a four (4) year timeframe to coincide with the

newly elected Chief and Council’s term of office. Next, an operation plan was formed, which will guide

the Chief and Council, Directors and staff on the future direction of Mistawasis Nêhiyawak.

Each Program Director is responsible to develop or revise its work plan to complement this Strategic

Plan. These work plans will provide the detail on how each program will contribute to the overall success

of this Strategic Plan.

The Chief and Council and Directors are pleased to provide the Mistawasis Nêhiyawak Strategic Plan to

the membership and stakeholders.

1 Source: Indigenous and Northern Affairs Canada

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1. STRATEGIC PLANNING APPROACH

Chief and Council and Directors followed the strategic planning steps that are outlined below. This

process began with the need to create a new Strategic Plan that will coincide with the term of the newly

elected Chief and Council. Participants included Chief and Council and Directors. These groups

participated in workshops facilitated by an external consultant.

New vision, mission and values were created by the group. The workshops identified the internal

strengths and weaknesses and external opportunities and threats of Mistawasis Nêhiyawak. Based on

these workshops, the group identified key issues that require the attention of Chief and Council and

Directors so they can provide quality programs and services to the membership. An operation plan was

developed to address and prioritize these issues, and to recommend solutions.

Create vision, mission & values

Identify strengths, weaknesses,

opportuniies & threats

Goal setting

Design operation plan

Implementation

Monitoring & evaluation

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2. VISION, MISSION AND VALUES

2.1 VISION AND MISSION STATEMENTS

The vision statement will provide direction to Mistawasis Nêhiyawak, offer inspiration and give them a

sense of purpose for the next four years.

The mission states the primary purpose of Mistawasis Nêhiyawak and guides its decision-making.

The vision and mission statements of Mistawasis Nêhiyawak are as follows:

2.2 VALUES

The values of Mistawasis Nêhiyawak will guide and shape our organizational culture and beliefs. These

values will help us unite when we deal with various issues. Our values will form an ethical foundation for

Mistawasis Nêhiyawak and guide the behaviour of our members, leaders, management and staff.

Leadership – Independence, guidance,

protectors, management…

Integrity – Honesty, good character,

decency, fairness, sincerity,

truthfulness…

Synergy – Working together for greater

effect…

Innovation – Creating new, advanced

and unique programs and services…

Vision• In the spirit of Mistawasis, we honour

Nêhiyawak traditions as we advance our Nation.

Mission• Mistawasis Nêhiyawak will protect our Treaties,

our community, our lands and our resources.

Leadership

Integrity

Synergy

Innovation

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3. ORGANIZATIONAL OVERVIEW

3.1 BACKGROUND

Chief Mistawasis signed Treaty 6 on August 23, 1876, at Fort Carlton,

Saskatchewan. On May 17, 1889, 77 square miles of land was set aside for

the use and benefit of members of Mistawasis Nêhiyawak. In the past,

Mistawasis Nêhiyawak utilized its land base for agriculture, fishing, hunting,

fur trapping, silviculture, logging, herbs and craft materials.

Mistawasis Nêhiyawak current reserve lands are described as:

NAME ACRES

1. Mistawasis 103 30,997.6

2. Mistawasis 103A 163

3. Mistawasis 103B 336

4. Mistawasis I.R. 103G 69

5. Mistawasis I.R. 103J 625

6. Mistawasis I.R. 103E 19.8

7. Mistawasis I.R. 103F 315

8. Mistawasis I.R. 103H 318.8

9. Mistawasis I.R. 1031 146.5

10. Mistawasis I.R. 103L 160

11. Mistawasis 103C 299.7

12. Mistawasis 103D 4,813.9

TOTAL 38,264.3

The population of Mistawasis Nêhiyawak is 2,740 as of May 2017, with approximately 1,203 residing on-

reserve and 1,537 off-reserve. Off-reserve members live primarily in Saskatoon, Leask and Prince Albert.

Mistawasis Nêhiyawak is one of the seven member First Nations of the Saskatoon Tribal Council and a

member First Nation of the Federation of Sovereign Indigenous Nations.

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3.2 DESCRIPTION OF PROGRAMS

C.M. LEDOUX HEALTH CENTRE

In 2014, C.M.Ledoux Health Centre (Health Centre)

was accredited with commendation. It is on a 4-year

cycle of surveys to ensure on-going provision of the

highest quality of health care services for Mistawasis

Nêhiyawak members and their families.

One of the priorities of Chief and Council is capacity

development. The Health Centre is currently in the

transition stage of disengagement from the

Saskatoon Tribal Council Health & Family Services.

Mistawasis Nêhiyawak is in the process of assuming

full management and control over its health

programming.

Ongoing strategic planning includes re-structuring

programs to incorporate Mistawasis Nêhiyawak

customs and traditions, such as traditional medicines, ceremonies, traditional parenting and communal

child rearing. The Health Centre is one part of the community circle of care being created to protect our

children, our families and our future.

IRON BUFFALO CENTRE

Iron Buffalo Centre (IBC) was created with the vision to

prepare our people for the future, to provide hope,

opportunities, skills and training and employment. The

mission of IBC is building capacity by providing for the

community through education, training and employment

programs and services enhancing the quality of life for the

individual, the family and the community.

Outlined below are the education, training and employment

programs and services delivered by IBC:

1. Aboriginal Skills and Employment Training Strategy

(ASETS)

Since 1999, Mistawasis Nêhiyawak has an ASETS

Funding Agreement with Service Canada.

The purpose of the agreement is to deliver services and

programs that will increase Aboriginal client participation in

the Canadian labour market.

2. Building Nêhiyawak Demonstration Project

IBC provides demand-driven education in construction trades and general construction work

for community members, including surrounding communities.

Undertake additional activities related to training and employment programming.

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A training centre has been established on-reserve to serve community members.

An intake assessment is undertaken for all participants to determine and address barriers to

training and employment.

3. Above and Beyond the Borders of the Agreement – Innovative Approaches

In 2013, IBC signed a 3-year Workforce Development Agreement with Saskatchewan,

Ministry of Economy.

IBC provided client intake, case plan management and reintegration to education, training

and employment opportunities.

The goal was to ensure all clients had accessibility and opportunity for lifelong success.

IBC currently has 400 case files which will result in 165 employment ready participants,

including youth, women, disabled and indigenous peoples.

PUBLIC WORKS

PW employs 10 staff, contractors and casual employees. Public Works (PW) includes maintaining,

repairing and coordinating replacement of all the infrastructure in Mistawasis Nêhiyawak, including:

Roads;

Community buildings;

Water treatment plants;

Underground water distribution systems and waste water systems;

Sewage;

Septic systems;

Lagoons;

Cisterns;

Wells;

Community transfer station;

Fueling facility;

Fire protection; and

Emergency planning.

Capital Projects that have been prioritized are school renovations; community drainage; lagoon

expansion; Hounor the Water; lake restoration; low pressure water line; LPW & satellite water plant

conversion; subdivision; road improvements, including paved roads.

Operational comments from outside agencies who inspect the transfer station have advised it is one of the

best run facilities in Saskatchewan.

PW is the only one in Canada to have portable testing equipment and training, which tests for lead and

other harmful elements in water. The water treatment supervisor is a fully certified class 2 operator and

provides assistance to local First Nations that require assistance when requested.

HOUSING

Current housing stock consists of:

CHMC Units - 61

Band Units - 119

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TOTAL - 185

MISTY VENTURES INC.

In 2011, Mistawasis Nêhiyawak made the

decision to separate business from governance.

An application was submitted to the Business

Ready Investment Development Gateway

(BRIDG) Program. BRIDG was a program

created by INAC and was administered by a

private equity firm, Westcap Management Ltd.

Mistawasis Nêhiyawak was one of 9 First

Nations selected to become business ready. Misty

Ventures Inc. was created.

In 2013, Misty Ventures Inc. restructured with a

new Board of Directors, which consisted of

business-minded band members. In 2013 to 2015,

the board undertook strategic planning,

registering the business and getting the finances

in order.

In January 2016, the board hired Robert Daniels,

MBA as CEO of Misty Ventures Inc. To date,

Misty Ventures Inc. has created a total of 7

prosperous companies.

Misty Ventures Inc. works closely with Iron

Buffalo Centre to create employment for band

members that will help stimulate our economy.

The team at Misty Ventures Inc. is committed to

success because we care about the future of our

people, lands and resources.

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4. STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS (SWOT)

ANALYSIS

S W

O T

*Rich history

*Good progressive governance

*4-year term for Chief & Council

*Knowledgeable & trained HR

*Iron Buffalo Center

*Land Code to govern our lands

*Fully accredited Health Center

*Headstart is nationally recognized

*New facilities for water treatment,

sewage & garbage collection

*IT department & community network

*Large youth population

*Radio station on reserve CHEC 93.7

FM

*Poor communication

*Lack of community engagement

*Losing our culture & language

*Addictions & mental health issues

*Staff working in isolation

*Roads not paved & need upgrading

*Policies are not being enforced

*No in-house proposal writers

*Lack of volunteers

*Lack of housing & community facilities

*Dependency cycle

*Lack of support for urban members

*Problems recruiting a CPA

*Seek meaningful partnerships

*TLE & Specific Claims

*Part of FNFA & FNFMA

*U of S Indigenous Mentor in Residence

is a member from Mistawasis

*Recruit off reserve members

*First portable testing equipment in

Canada

*Be proactive with RM’s

*Formulate tax regime

*Proposal-based initiatives

*Create own tribunal and laws

*Pursue international relationships

*External drug dealers & gangs

*CFS disputes with SK & STC

*Competing with FNs for same funds

*Lack of funds to complete projects

*Epidemic or pandemic effects

*FNs buying land in our traditional lands

*Intellectual property may be stolen

*Technology is constantly changing

*New laws & legislative changes

*Brain drain

*Changes in government

*Environmental & natural disasters

*Duty to consult not followed by SK

Internal

Factors

External

Factors

Positive Negative

SWOT

ANALYSIS

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5. STATEMENT OF GOALS

The importance of setting goals is to identify broad primary outcomes. Mistawasis Nêhiyawak’s main

goals include:

Improve the quality and efficiency of internal and external communication.

Revive, practice and preserve the traditions, culture and language of Mistawasis Nêhiyawak.

Rebuilding the governance house of Mistawasis Nêhiyawak.

Enhance and sustain community to enable Mistawasis Nêhiyawak to prosper.

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OBJECTIVES DELIVERABLES PERFORMANCE

MEASURES

RESPONSBILITY TIME

FRAME

STATUS

GOAL - Improve the quality and efficiency of internal and external communication.

Research, develop and implement a

Communications Strategy,

including:

Target audience/

stakeholders

SWOT analysis

Key messages

Communication methods

(i.e. website, social media,

CHEC 93.7 FM radio, on

and off-reserve meetings,

newsletters, press releases)

Examine the feasibility of

hiring or contracting a full

time or part time

Communications Officer

Community engagement

Budget allocation

Communications

Proposal and Budget

Communications

Strategy

Communications Policy

Single-based database

of members

New and maintained

website

Official Facebook page

Newsletters

Compare number of

members and

stakeholders reached

on an annual basis

Update and compare

annual SWOT

analyses

Participation rates of

members and

stakeholders engaged

Number of website

hits

Number of outgoing

and incoming emails

Number of members

joined on official

Facebook page

Participation rates of

members on social

media

Number of radio

listeners

Director of

Operations

Sept 2017

6. OPERATION PLAN

13

OBJECTIVES DELIVERABLES PERFORMANCE

MEASURES

RESPONSBILITY TIME

FRAME

STATUS

Number of radio call-

ins

Number of radio

interviews conducted

with Council and staff

Number, type and

attendance at on and

off-reserve meetings

Number and type of

information distributed

Research, develop and implement a

Marketing and Consultation

Strategy, including:

Explanation of logo

Community profile

Brand identity

Website

Media types used (print,

web, social)

Consultation process

Marketing and

Consultation Proposal

and Budget

Marketing and

Consultation Plan

Marketing and

Consultation Policy

New and maintained

website

Marketing materials

How do you compare

against your

competition?

Number, type and

attendance at

consultation meetings

Number and type of

events

Number and type of

marketing materials

Director of

Operations

Website -

Sept 5,

2017

Marketing

Strategy –

Dec 2017

Update the Information

Technology and Communications

(ITC) by merging audiovisual,

telephone and computer networks

through a common cabling system

Proposal and Budget

Cost savings Director of

Operations

Ongoing

6. OPERATION PLAN

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OBJECTIVES DELIVERABLES PERFORMANCE

MEASURES

RESPONSBILITY TIME

FRAME

STATUS

GOAL – Revive, practice and preserve the traditions, culture and language of Mistawasis Nêhiyawak.

Work toward self-identity and

belonging, which includes:

Respect for all beliefs and

religions

Critical thinking

Deprogramming

Analytical tools

Regain our traditional

ways

History

Stories

Debriefing

Handbooks, materials,

etc.

Workshops

Number and types of

materials distributed to

members

Number, types and

attendance rates at

workshops

Workshop evaluations

Chief and Council,

Elders, Directors and

members

Ongoing

Review, prioritize, develop and

implement recommendations on

reconciliation from the Truth and

Reconciliation Commission of

Canada: Calls to Action

Reconciliation Action

Plan

Proposal

Number, types and

results of

recommendations

implemented

Director of

Operations, Director

of Health and Special

Projects

April 2018

Revitalize our Cree language,

including:

Curricula for different

grade levels

Hire Cree instructors to

teach Cree at Chief

Mistawasis School

Cree apps

Educate our children and

youth respecting culture

Cree language curricula

Cree language apps

Number of students

enrolled in Cree

immersion classes

Cree language

retention rates

Director of

Education, Training

and Employment

Ongoing

6. OPERATION PLAN

15

OBJECTIVES DELIVERABLES PERFORMANCE

MEASURES

RESPONSBILITY TIME

FRAME

STATUS

and language through

our Elders, ceremonies

Research and document the history

of Mistawasis Nêhiyawak,

including:

Chief Mistawasis

Treaty 6

Oral history from our

Elders

Land claims

Pictures and objects

Mural of our story

Document on the

history of Mistawasis

Nêhiyawak

Number of interviews Special Projects April 2021

Develop and implement cultural

and survival training, including:

Hunting, fishing, trapping

and gathering skills

How to skin and prepare

wild game

How to make a fire

Search and rescue

First aid

Community gardens

Cultural camps

Survival training

Community gardens

Number, types and

attendance rates at

survival training

classes

Number of community

gardens and volunteers

Director of Public

Works

Ongoing

GOAL - Rebuilding the governance house of Mistawasis Nêhiyawak.

Review and update the

organization chart

Updated organization

chart

Analysis of whether

the organization chart

is adhered to

Director of

Operations

June 2017

6. OPERATION PLAN

16

OBJECTIVES DELIVERABLES PERFORMANCE

MEASURES

RESPONSBILITY TIME

FRAME

STATUS

Policy review and development,

including:

Review existing policies

and update them

Develop new policies,

procedures and standards

Terms of Reference (TOR)

for urban representatives

Revised policies

New policies,

procedures and

standards

TOR for urban

representatives

Number and type of

policies revised

Number and type of

policies, procedures

and standards

developed

Director of

Operations

Ongoing

Achieve effective fiscal

management, such as:

Spending within revenue

budget

Controlled deficit spending

Cash flow

Internal controls

Budget monitoring

Reporting

Hire CPA

Internal finance committee

Annual budgets

Job description for

CPA

TOR for Internal

Finance Committee

Monthly reports

comparing actual

income and

expenditures against

budget

Minutes of financial

decisions and actions

Director of

Operations

Ongoing

Hire qualified members and engage

in succession planning

Succession Plan Compare number of

new hires and how

many are members

Director of

Operations

Ongoing

Develop and approve laws, such

as:

Constitution

Election Act

Citizenship Act

Tribunal Act and

Regulations

Financial Management Act

Constitution

Election Act

Citizenship Act

Tribunal Act and

Regulations

Number, type and

attendance rate of

consultation meetings

Number and type of

laws passed

Chief and Council March

2021

6. OPERATION PLAN

17

OBJECTIVES DELIVERABLES PERFORMANCE

MEASURES

RESPONSBILITY TIME

FRAME

STATUS

Financial Management

Act

Establish Youth Council to provide

their perspectives on issues relating

to youth

Terms of Reference

List of Youth Council

members

Number of meetings

per year

Number of youth in

attendance

Chief and Council

and Director of

Education, Training

and Employment

Sept 2018

Seek to engage in self-government

negotiations with Canada,

including:

Framework for self-

government

Mistawasis Nêhiyawak

laws and standards

TOR for negotiations

Framework for self-

government

Meetings with Canada Chief and Council Ongoing

Pursue Treaty Implementation with

AFN, FSIN, STC and the

Government of Canada

Treaty Implementation

documents

Meetings with AFN,

FSIN, STC and

Canada

Chief and Council Ongoing

GOAL – Enhance and sustain community to enable Mistawasis Nêhiyawak to prosper.

Update, complete and approve the

Comprehensive Community Plan

Comprehensive

Community Plan

Number of members

that participated in the

development of the

plan

Number of members

that approved the plan

Director of

Operations and

Special Projects

Oct 2018

6. OPERATION PLAN

18

OBJECTIVES DELIVERABLES PERFORMANCE

MEASURES

RESPONSBILITY TIME

FRAME

STATUS

Number of member

volunteers

Enhance the Lands Department by

completing relevant plans

Land Use Plan

Agricultural Plan

Environmental Plan

Number of new

housing units

Ratio of jobs to

housing

Number and average

size of agricultural

land

Director of

Operations

Director of Lands

First draft

– Oct 2018

Provide and maintain housing

stock based on fairness and a

standardized application process

Housing Policy Number of applicants

on waiting list per year

Number of applicants

approved for housing

per year

Number of applicants

approved for

renovations per year

Director of Housing June 1,

2018

Provide healing and wellness

initiatives to members, including:

Feasibility study of

Transition House

(addictions) and Safe

Home (children)

Application process

Aftercare programming

Feasibility study

Proposal

Type and number of

healing and wellness

initiatives offered per

year

Number of members

that received healing

and wellness

initiatives per year

Director of Health April 2021

6. OPERATION PLAN

19

OBJECTIVES DELIVERABLES PERFORMANCE

MEASURES

RESPONSBILITY TIME

FRAME

STATUS

Undertake health and safety

initiatives to combat issues such as:

Drug dealers and gangs

Emergency and natural

disasters

Community Safety Plan

Emergency

Preparedness Plan

Number of drug

related crimes on-

reserve per year

Number of gang

related crimes on-

reserve per year

Type and number of

health and safety

initiatives held per

year

Director of

Operations

Director of Public

Works and Justice

Director of Health

Special Projects

Director of Lands

Oct 2018

Prepare an inventory of tangible

and intangible assets, including:

Houses

Facilities

Equipment

List of assets

Comparison of

tangible and intangible

assets per year

Directors of

Operations, Lands,

Public Works and

Housing

Oct 2018

Ensure the duty to consult is

adhered to by the Crown by

completing the following:

Traditional land use study

Maps of traditional

territories

Elders’ interviews

Duty to consult procedures

Notice to the Crown

Traditional Land Use

Study

Maps of traditional

territories

Elders’ interviews

Duty to consult

procedures

Number of Elders’

interviews

Number of notices

received from the

Crown per year

Number of

consultations per year

Number of

accommodations per

year

Directors of

Operation, Lands,

Education, Training

and Employment and

CEO

Sept 1,

2017

6. OPERATION PLAN

20

OBJECTIVES DELIVERABLES PERFORMANCE

MEASURES

RESPONSBILITY TIME

FRAME

STATUS

Develop a sustainable community

through the generation of own

source revenue, such as taxation,

agriculture and user fees

Taxation regime

User fee for radio

airtime

Number of members

consulted on Taxation

regime

Number of members

that approved

Taxation regime

Number of members

consulted on user fees

Amount of user fees

collected per year

Directors of

Operation, Lands,

Finance and CEO

Aug 1,

2017

Expand Chief Mistawasis

School from grade 8 to grade 12

Proposal and budget

Chief Mistawasis

School Grade K-12

Number of high school

students enrolled at

Leask School per year

Number of high school

students that will be

enrolled at Chief

Mistawasis School in

Sept 2021

Chief and Council,

Director of

Operations, Director

of Education,

Training and

Employment and

Principal

April 2021

Recognize our youth through

scholarships and awards for

academic, sports and other

achievements

Scholarships

Awards

Type and number of

youth recipients for

awards and

scholarships per year

Director of

Education, Training

and Employment and

Principal

Ongoing

Build outdoor playground and

Skateboard Park for our youth

Proposal and budget

Blueprints

Number of children

and youth using the

park per year

Directors of

Operations and

Public Works

May 2019

6. OPERATION PLAN

21

7. PERFORMANCE MANAGEMENT

7.1 COMMUNICATIONS

One way to promote Mistawasis Nêhiyawak is to share the Strategic Plan 2017-2021 to the members and

stakeholders. This demonstrates the commitment to being proactive planners.

Mistawasis Nêhiyawak would be prepared to communicate the Strategic Plan through a formal

presentation to the members and stakeholders upon request.

7.2 MONITORING

Mistawasis Nêhiyawak will monitor the Strategic Plan through the Director of Operations on a continued

basis. The Director of Operations is responsible to provide quarterly reports to the Chief and Council. The

Director of Operations will meet with Directors on a bi-monthly basis to review and update the progress

of the Strategic Plan and new developments.

Any type of informal feedback from the members and stakeholders will give Mistawasis Nêhiyawak the

ability to make any required revisions.

7.3 EVALUATION

An internal evaluation will occur on an annual basis to identify strengths, weaknesses and gaps with the

intent:

To determine whether the vision and mission statements are clear and give a sense of purpose and

future direction to the Chief and Council and Directors.

To determine whether the goals and objectives are aligned and remain current.

To determine the degree to which the goals and objectives have been attained and to identify any

revisions.

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APPENDICES

APPENDIX A - ORGANIZATION CHART

23

APPRENDIX B – LIST OF WORKSHOP PARTICIPANTS

NAME POSITION

Daryl Watson Chief

William Badger Councillor

Melvin Watson Councillor

Norma Johnstone Councillor

Steven Johnston Councillor

Robin Daniels Councillor

Louis LeDoux Director of Operations

M. Joslin Pechawis Executive Assistant to Chief and Council

Anthony Johnston Special Projects – Iron Buffalo Centre

Bonnie Daniels Projects Coordinator – Iron Buffalo Centre

Robert (Bobby) Daniels CEO/President – Misty Ventures Inc.

Lawrence Johnston Director of Lands

Piyush Barad Finance

Beverly Wise Director of Health

Michael Horsefall Director of Housing

Russ Head Director of Public Works

Shantelle Watson Director of Education, Training and Employment

– Iron Buffalo Centre