ANNUAL REPORT - Saulteau First Nations · As you review our Annual Report you will note the ......
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ANNUAL REPORT 2013/2014
Transcript of ANNUAL REPORT - Saulteau First Nations · As you review our Annual Report you will note the ......
ANNUAL REPORT 2013/2014
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TABLE OF CONTENTS Message from Chief and Council 2
Our Vision 4
Our Mission 6
Our Critical Success Factors 6
Future Direction and Strategic Framework 7
Program Activities 8
– Housing Department 9
– Health Department 10
– Public Works Department 14
– Treaty and Lands Department 15
– Family and Social Development 19
– Education Department 21
– Finance and Administration Department 26
– Capital Projects Department 30
– Economic Development 32
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MESSAGE FROM CHIEF AND COUNCILOn behalf of Saulteau First Nations welcome to our Annual General Meeting for the year ended March 31, 2014.
We are proud to report to the citizens of Saulteau First Nations the activities that we undertook during the year. These activities were designed to support our community and improve the health and social outcomes for Saulteau First Nations people based upon culture, traditions, and beliefs.
As a team we have worked hard to improve the way we do things, understanding that Council’s role is effective governance while the role of the Director of Operations, is effective management.
Our work this year has focused on:
• Strategic Direction – we completed a strategic plan in October 2013. The SFN Council reviewed Saulteau First Nations Vision, Mission and Goals.
• Governance – we have developed and/or refined policies to govern the work of Council with the Leadership Policy Manual, and adopted policies to guide the work of the staff including the Land and Resource Engagement Policy.
• A focus on results – we monitor the system, programs and services and measure results towards achievement of our Vision and Mission. Saulteau First Nations has identified a number of areas that we will focus on during the next year to improve the effectiveness of SFN.
• Budgets – we have budgets that assist in working towards the achievement of long-term and short-terms goals. A critical function is to remain accountable to funding agencies and ensure proper financial controls are being followed.
• Advocating for membership – we devote our efforts to improving the lives of Saulteau First Nations citizens in accordance with our Vision and Mission by undertaking lobbying, advocacy and negotiation of agreements.
• Communications and relationships – we have established and maintained strong two-way communications with governments and partners while also improving our internal communication channels and processes.
As you review our Annual Report you will note the important work that is being undertaken by Saulteau First Nations. I want to acknowledge our staff and the organizational leadership provided by our management team. Our work is often very difficult and emotionally charged and can take a toll on our personal lives and relationships. I would like to thank our staff for their continued dedication to the work and for the personal sacrifices they make. The success of Saulteau First Nations is strongly linked to the performance of the staff.
We also would like to express our gratitude and respect to Saulteau First Nations citizens and community members; especially the Elders. Your participation in our work and the Elders support, guidance, wisdom and teaching allows Saulteau First Nations to continuously improve the programs and services we offer to your families.
Respectfully, Chief and Council
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OUR VISIONWe, the Saulteau First Nations, will strive to be the Best Governed Nation, one that is proud, culturally strong and self-sufficient. As stewards of the land we will ensure that the best sustainable practices are followed, now and in the future.
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OUR MISSIONIn pursuit of our Vision Saulteau First Nations will: Be the best governed Nation
OUR CRITICAL SUCCESS FACTORS1. To communicate effectively internally and externally.
2. To establish effective policy and governance.
3. To invest in infrastructure and facilities.
4. To ensure sound financial management.
5. To support holistic well-being.
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FUTURE DIRECTION AND STRATEGIC FRAMEWORKGOAL #1 To communicate effectively.
Activities 1. Develop a communications plan. 2. Provide opportunities for community engagement. 3. Develop website.
GOAL #2 To establish effective policy and governance.
Activities 1. Develop a Leadership Policy Manual. 2. Develop a Land and Resource Engagement Policy. 3. Develop a financial management policy.
GOAL #3 To invest in infrastructure and facilities.
Activities 1. Develop a comprehensive community plan. 2. Deliver a community water system. 3. Build maintenance structure and renovate existing homes.
GOAL #4 To ensure sound financial management.
Activities 1. Ensure financial management practices are documented and followed. 2. Annual audit. 3. Develop a financial management act.
GOAL #5 To support holistic well-being.
Activities 1. Provide education and training opportunities. 2. Review and enhance existing programs and services. 3. Ongoing staff capacity development.
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PROGRAM ACTIVITIES >
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HOUSING DEPARTMENTDEPARTMENT SUMMARY
To provide safe, affordable, sustainable housing now and for the future generations.
STAFF
Bonnie Rohel Housing Manager.
Barry Davis Maintenance – Carpentry.
DEPARTMENT CHALLENGES
Monthly mortgage band pays $ 28,140.00
Monthly rent payments received $ 15,155.00
Total loss of monthly revenue $ 12,985.00
The band loses this amount every month when tenants do not pay their monthly rent.
$155,820.00 is an annual deficit that SFN has to pay and effects program funds.
DEPARTMENTAL OPPORTUNITIES
If you are interested in cleaning homes, assisting in maintenance, elders and disability chimney cleaning; please provide a letter of interest.
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HEALTH DEPARTMENTDEPARTMENT SUMMARY
The Health Centre is located next to the Saulteau First Nations Administration building. The Health Centre consists of two departments; we have Family and Social Development and the Health team they work together, providing services to the community members and citizens of Saulteau First Nations.
The Health program consists of:
• Community Health Care Nurse who provides individualized care and resources to elders, disabled and community members so they may continue to live at home. CHCN maintains confidential client files.
Community nurse also provides specialized clinics which include;
– Immunization clinics.
– Disease Prevention.
– “Well baby” clinics.
– Home Care assessments.
– Home visits.
– Maternal care which includes Prenatal and Postnatal services.
– Health Advisory.
• Home Care Nurse provides health care services in the home
• Additional programs and activities are
– The Baby Welcoming Celebration.
– The Community Garden that promotes outdoor activity and healthy eating.
– The Annual Health Fair.
– Monthly Elders lunch.
– Annual (Elders Day Away), is a program for elders to socialize and go on a day trip.
– Weight Loss Challenge.
– Shuttle van goes to Chetwynd twice a week for medical appointments.
• Patient Travel is to assist community members and citizens with travel, accommodations and meals for out of town medical trips.
• Indian Registry Administrator (IRA) is a process registering new babies, issuing status cards, and updating the Registry system. The Administrator works closely with the head office in Vancouver.
• Family Wellness coordinator provides confidential addictions counseling, education and support to individuals, families, and the community. The Family wellness worker also promotes healthy lifestyles and healthy choices.
• COHI is Children’s Oral Health Initiative This program is a dental initiative to prevent and control tooth decay in young first Nations from ages 0-7 years of age.
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STAFF
Full time Community Health Nurse Gail Kiraly.
Part time Community Care Nurse Gale Neugebaurer.
Home Support Worker Vacant.
Home Support Position In process of securing someone.
Family Wellness Coordinator Rebecca McEwain.
Cultural & Community Health Representative Vacant.
Custodian Trudy Logan.
Patient Travel Clerk (This position also does the Indian Registry of Saulteau First Nations) Cindy O’Brien.
Health Director
– 2012/2013 Colleen Totusek.
– 2014 Cindy O’Brien – Acting Health Director.
Administrative Assistant Melva Sorell.
Children’s Oral Health Initiative (COHI) Desiree Napoleon.
Melva Sorell Front Receptionist for the Health and Social Development team. Melva has been employed with Saulteau First Nations since July 1994. Melva has worked in many positions over the years. Melva is an excellent worker for the front, knows all aspects of administrative duties, and is willing to help all that come through the door.
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Cindy O’Brien Patient Travel administrator and membership clerk. Cindy has worked for Saulteau First Nations for 2 years and 5 months. Cindy enjoys her work as patient travel administrator and IRA. Cindy has interacted with many of the community members and citizens.
Gail Kiraly Gail has worked for SFN for 7 years. Gale worked in the Health Centre providing services to community member and citizens.
Gale Neugebauer Home community Care Nurse has worked for Saulteau First nations directly for 7 years. Gale works one day per week in the community and visits many homes where there is care needed or checked and recorded. Gale is very active and does not like to waste any time when she is here.
Dr. Huebnar Is a physician from Hudsons Hope that visits our Health Centre every Wednesday afternoon. Dr. Huebnar provides service to any community member or citizen from 1:30 pm to 4:00 pm. Dr. Huebnar has been providing service to Saulteau First Nations since Oct, 2013.
FACTS FOR 2013
157 Travel warrants were done up for Patient Travel
67,033 kms of travel was paid for Patient Travel
88 needles were given in 2013
211.35 pounds were lost in the 2013/2014 Weight Loss Challenge
DEPARTMENTAL CHALLENGES
• One of the main challenges is to receive further funding that is needed in the Health Care System.
• To maintain a long term Wellness worker
• Unable to attract qualified persons to fill some job vacancies due to limited housing in Chetwynd or Moberly Lake area.
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PUBLIC WORKS DEPARTMENTKeith’s main priority is to ensure the residents of Saulteau have water; he keeps the pumps in working order, checks the water levels at the reservoirs and does water sampling on a scheduled basis.
He also keeps care of the roads by ordering graders, snow plows and sand trucks. Keith also has the calcium applied to roads to help with dust control as needed.
More of Keith’s responsibilities are to assist Nellie Garbitt the Capital Manager with new housing builds and Bonnie Rohel the Housing Manager with housing repairs and maintenance. Some of the responsibilities for Nellie would be measuring new lots, directing trades people to the new residences. Responsibilities for Bonnie include ordering trades people for example electricians and furnace repair men and working with them to do repairs.
Keith maintains the community buildings, keeps the boiler furnaces operating. Barry Davis and Ben Davis assist Keith and Bonnie with housing repairs, plumbing and septic problems in the community.
STAFF
Keith Glover Director of Public Works.
Ben Davis Maintenance – Plumbing.
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TREATY AND LANDS DEPARTMENT
DEPARTMENT SUMMARY
Saulteau First Nations Treaty and Lands Department correspond and interact with community members, industry sectors, ministry and government agencies.
Industry Sectors:
1. Oil & Gas.
2. Coal Mining.
3. Forestry.
4. Wind Farms.
5. Hydroelectric Dams.
Ministries and Government Agencies:
• Oil & Gas Commission (OGC).
• Ministry of Lands, Forest, & Natural Resource Operations (FNLRO).
• Environmental Assessment Office (EAO).
• Ministry of Energy & Natural Resource.
• Ministry of Natural Gas Development.
• Ministry of Environment (MOE).
• BC Hydro.
All proponents provide us with written documentation or request a meeting to tell us of their proposed project, some companies pre-engage, some don’t!
All government agencies provide us with referrals that detail a specific permit, license, lease or tenure application.
The Treaty and Lands department main goal when dealing with government and proponents is to ensure our Treaty Rights and environmental concerns are recognized and protected to the best of our ability.
SFN lands also provides opportunities for SFN community members to get involved such as participating in our First Nations independent technical reviews, Traditional Land Use Studies, Socio-Economic studies, and field tours to proposed areas of development.
SFN lands has also initiated and participated in projects that benefit the environment and our community members such as: GPS courses, the Ethnobotany Group, the Peace Northern Caribou workshop and committee, invasive plant program, Peace Williston Compensation Board, established the Twin Sisters Native Plant Nursery with WMFN and Walter Energy.
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STAFF
SFN Lands Department consists of 6 staff members:
Naomi Owens Lands Director, Biologist – oversees all ongoing projects and leads LNG projects.
Carmen Marshall Biologist – takes care of mine and wind projects.
Fernie May Garbitt Recently promoted to a Referral Technician – takes care of OGC referrals and the coal backlog.
Donovan Cameron GIS Technician – provides mapping and TUS support.
Michael Freer Resource Technician – Geologist-takes care of forestry and provides support in all sectors.
FACTS
• For the fiscal year of 2013-2014 we received 691 referrals and letters from the OGC; from MFLNRO we received 80 pieces of mail and 316 pieces of general mail!
• So in total we received a whopping 1087 pieces of mail in our department!
• For BATCH 2 of our Coal Backlog- 85% of the tenures to be reviewed were dropped due to our hard working lands staff identifying caribou habitat and ungulate winter range to the province-MFLNRO and MEM
• According to our Infringement Command Center we are currently working on a total of 119 projects!
• We are actively implementing our new Land and Resource Engagement Policy (LREP)- We hired Curtis Rattray to assist in the implementation of the document.
• Our department engaged with 30 plus mining projects (plus 166 tenure applications) and 21 wind projects (plus 175 tenure applications).
• We currently are involved with 10 Technical reviews and 6 Land use studies. We also have multiple permits associated with wind and coal from MLFNRO.
• Over the past fiscal year in the Forestry Department, we have been encouraging both the Ministry (FLNRO) and all forestry licensees to create a more up-to-date and effective consultation process which respects both the terms of Treaty 8 and recent case law pertaining to forestry activities. The recent outcome of these efforts has lead to a number of significant changes including: permit level and block-by-block consultation, longer timelines for consultation, the removal of a number of blocks in sensitive areas from forestry plans, changes to silvicultural practices, consultation on road permits, and a greater overall involvement in forestry practices with SFN.
• With over 500 cutblocks proposed in this past year, it is crucial that a new model for forestry consultation is developed to make meaningful consultation and respect for Aboriginal and Treaty Rights possible.
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DEPARTMENTAL CHALLENGES
• Uncooperative government agencies, proponents etc., frustrates the process and can be very time consuming when a disagreement occurs.
• Honorarium cheque requests from members.
• Time constraints and deadlines from government agencies and proponents.
• Tracking financial contributions from proponents and keeping this in alignment with our finance department, we need to develop a streamlined approach to avoid confusion at the fiscal year end.
• An overwhelming amount of incoming mail-everybody wants access to resources within Treaty 8 BC, underground and above.
• The amount of work occurring on our Treaty lands can get pretty grim and depressing, cumulative impacts are outrageous.
• Booking meeting times and coordinating with C&C.
• The more projects the province allows requires more time and energy from the lands.
DEPARTMENTAL OPPORTUNITIES
• LREP implementation will streamline a lot of our ongoing projects once fully operational-this will also provide better communication between C&C and lands.
• Lands staff work under extreme pressure at times therefore they are building confidence, time and stress management.
• Because our job can get rather depressing feel good projects are beneficial to this team-such as the ethnobotany group, the caribou projects; Twin Sisters Nursery and positive feedback from C&C, staff and membership; and offering GPS training to membership.
• The more involved we are on new and ongoing projects provides more opportunities for our treaty rights to be recognized and put on the record-this also allows for more funding opportunities such as TUS and Socio-Economic studies.
• Due to more projects in our Traditional territory allows opportunities for expansion within our staff to review and address impacts accordingly.
• With the increased impacts on our Treaty Rights this also provides leverage to our new and ongoing negotiations with the government and proponents to establish IBA’s, MOU’s, MOA’s, JV’s, potential revenue sharing and partnerships.
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FAMILY AND SOCIAL DEVELOPMENT
DEPARTMENT SUMMARY
Family & Social Development operates out of the Health Centre and also delivers programs out of the Community/Youth Centre. Family & Social Development works closely with the Health Team to promote Community Wellness.
Programs, services, and initiatives, that were offered this past year include but are not limited to the following:
• Cultural Camp.
• Securing a full-time Family Support Worker.
• Round the Kitchen Table.
• Community Kitchen, Community Living, Diabetic Wellness, Women’s Group.
• Spring Break Youth Programming.
• School Lunch program.
• Halloween Extravaganza.
• Community Christmas.
• Higher Ground Healing counseling services.
• After School Youth Program.
• Easter Eggstravaganza.
• Pimîtso Program.
• Workshops on various topics including Loss & Grief, Understanding Anger/Healing through humor, Recovery 101, Assertive Communication, Trauma Training workshop.
• Family & social Development Team Certified in Horse Training, Packing, and Wilderness Travel & Applied Suicide Intervention Skills Training.
• Staff development & Team Building.
• Administration of Social Assistance.
• Ongoing support & Programming for MCFD involved families.
• Grants secured for Community Enhancement, Children’s Programs, Cultural Activities, and Human Trafficking Awareness & Prevention.
The Family & Social Development team is to be commended for their hard work, dedication, creativity and passion in providing so many services in a positive and professional manner with limited resources.
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STAFF
Rhonda Napoleon Home Maker.
Cheryl Mourice Director of Faculty and Social Development.
Carrie Paquette Band Social Development Worker.
Kelly Dunn Family Support Worker.
Tylene Paquette Cultural Enhancement Worker.
Linda Watson Food for Families Worker.
FUN FACTS
• 664 hearty bowls of “friendship soup” were served up in January through to March 21/2014.
• 530 school lunches were provided this year.
• 120 Women attended Community Kitchen…who says too many cooks spoil the broth!
DEPARTMENTAL OPPORTUNITIES
We will be posting a position in the new year.
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EDUCATION DEPARTMENTFrom the Desk of Audrey Norris, Director of Education: Tansi, for those of you who may not know me, I am the Director of Education for the Saulteau First Nations; I am also a proud member. I have been employed with the Saulteau First Nation‘s education department for the past 18 years. I had 4 children and 3 grandchildren.
In my role as the Director of Education, I am responsible for the administration and management of the Muskoti Learning Centre (MLC); I am also responsible for the organizational development, program planning & staff supervision. I coordinate and monitor educational & training programs for members of the Saulteau First Nations and I also administer the Post-Secondary Student Support Program.
For those of you who may not know, we have relocated into the class pod across from the lands department. This location is temporary until the new administration is built, we will then move over to the other side of the building. If you have any questions or suggestions about future educational training that you would like to see happen here at MLC please feel free to contact our office or stop by to speak to us. I encourage you to fully embrace the moment and urge you to become familiar with our school. We look forward to our shared journey of achievement in Education & Training. Iksi, Mussi, now on with the report.
The following is a brief summary of the highlights, achievements and challenges faced by the education department for the 2013-2014 fiscal year.
CHALLENGES
Lack of space for library, computer lab, exam room and janitorial supply room.
STAFF
Audrey Norris Director of Education.
Alison Cartwright Adult Education Teacher/Principal.
Cheri Wilkinson Tutor, Teacher Administrative Assistant.
Jerri Morine Headstart and Early Childhood Education (ECE).
Melanie Gauthier ECE, K4/K5 Assistant.
Melanie Williams ECE, daycare and Headstart.
Denise Caron Bus Driver.
Melvina Whitten Custodian.
Mari Davis Custodian.
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HIGHLIGHTS AND ACHIEVEMENTS
• Annual NEBC Stay-In-School Celebration Sponsored by Conoco Phillips, Talisman Energy, and CNRL. Through this initiative we acknowledged and celebrated 127 students grades K-12 successfully completing the 2013 academic year.
• 2013/2014 New Staff members Alison Cartwright Adult Education Teacher replaced Daria Thiltgen (who got married and moved to Kelowna) , Cheri Wilkinson, Tutor and Teaching Assistant, replaced Janette Aiers (who moved to Spruce Grove AB) and Julie Marten, Kindergarten Teacher who replaced Caroline Brown.
• Post-Secondary Student Support Program (PSSSP):
– Completed Updated Draft of the PSSSP policy.
– 35 post-secondary students were funded in 2013/2014.
• Trades, Workplace and Occupational Safety Training – the following is a list of training programs along with number of participants per program administered through the Muskoti Learning Centre.
– Office Procedures Program – 9 out of 10 students completed the two month program.
– Occupational Safety Training:
– OFA level 1 – 25.
– OFA level 3 – 4.
– Transportation Endorsement – 12.
– H2S Alive – 23.
– Collision Avoidance – 1.
– Ground Disturbance – 2.
– UTV – 6.
– WHMIS – 26.
– TDG – 21.
– Wildlife Monitor and Shotgun Competency – 18.
– PAL (firearms) – 14.
– Baby-Sitters Program – 8.
– Home Alone – 10.
– Trades Programs:
– Oil and Gas related – 2.
– Class 1 Drivers – 1.
– Class 3 Drivers – 1.
– Electrical Apprenticeship Program – 1.
– Esthetics and Nail Technology – 1.
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MLC Teacher Assistant & Tutor- Cheri Wilkinson
Just to give you a brief summary about myself, I have previously worked for School District 59 as a Substitute Teacher/Teacher Assistant off and on for approximately 9 yrs. In between that I was also an Executive Secretary at Tembec Mill. I have lived in Chetwynd for 22 yrs and am a mother of 4 children, (2 that have successfully gone through school in Chetwynd and 2 that are currently attending school in Chetwynd). I started my job with the Muskoti Learning Centre at the end of September 2013, so I have been here for one full school year. Unfortunately my predecessor was only able to give me a quick 2 hour training session on what her job entailed. This lack of training made for a very interesting and challenging year as the job entails so much more than just helping students.
• The Nominal Roll Number of Student Registered 127. The Nominal Roll System currently gathers data elements used to track students and their eligibility for funding. It also tracks the number of high-cost special First Nation education students that live on reserve, the schools they attend (provincial, band-operated, private, federal) and their community. To complete this computer form I needed every child that lives ON Reserve their Name, DOB, Status, Status # and what school they were attending. I also need this same information for the students that attend our Learning Centre and Kindergarten /Daycare. I discovered that there is no system in place to easily help me track on Reserve Band Members. After being here for the year I do feel much more confident that I will have more knowledge of who lives on Reserve and has Status. Our total last year enrolled was 107 students.
• MLC Adult Program We had 16 students originally enrolled. Unfortunately due to jobs, family etc. a lot of these students come and go but are slowly getting courses completed.
I ordered classroom supplies, text books and course supplies as needed. I helped Alison with registering students and helping them with their courses. I also learned how to work and set up our connected classroom technology. I also do a lot of work with people on resumes and applying online for jobs-I would be very interested in taking some Career Exploration and Development Training so I would be better able to help out our members.
We had a computer course for Elders put on by Northern Lights College (NLC).
We had an Introduction to Computers put on by FN Technology. Both these courses were amazing and the students all enjoyed them, learned lots and said they would like to try more computer courses.
We ran safety courses in the Fall and Spring. It was challenging to figure out who was On Reserve, who was Status and who was in arrears when the courses were full and people had to be removed from our list. I would like to see us set it up that our safety courses are ran twice a year at approximately the same time every year and it is up to our members to show and complete them at that time. We had many members not show up or not sign up and then come in a week or two later wanting us to put on another course for them.
• Meet and Greet- In October we had a Parent teacher meet and greet. We had an awesome turnout with 31 parents and 12 students attending, it was great to see all the parents taking an interest in their children’s education.
• We had our annual Career Fair in March with 34 Career Presenters and 111 people attend. We were thrilled with the turn out and information given. This is always a great opportunity for our members to connect with various companies and education institutions working in the territory. The Education and Career Fair will undoubtedly give our membership a chance to make informed career decisions as prospective employees.
• Connected Classrooms – we offered Biology 12 and Science 10.
• Computer with Elders – we had 6 elders participate; 3 from SFN and 3 from WMFN.
• First Nations Computer Technology Program – we had 5 members complete.
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Kindergarten, Headstart and Daycare – Jerri Morine
• Over the course of the school year we have had 17 plus 4 who graduated in June 2013 students at various times and 11 who were here the entire time.
• June 2013 Mrs. Brown retired from full time teaching to spend time with her family.
• August 2013 hired a new teacher Julie Martin from Vancouver Island.
• Melanie Gauthier completed her ECE certification.
• In the kindergarten we tried a new reading program that has been sponsored by FNESC. We also had many celebrations with our families such as Thanksgiving, Halloween, Christmas and Valentines. In June of 2013 the children took 10 swimming lessons at Chetwynd Pool. Tylene came in to work with us doing traditional teachings.
Daycare
• The daycare continues to be run with Melanie Williams at the helm. Our annual licensing review was very successful and Melanie was able to take some great workshops to keep her training up. Our under 3 program was always wait listed.
HeadStart
• We had a total of 17 children in this program over the time period with no more than 8 at any one time due to our licensing regulations. Melanie also heads this program and is working very hard to provide students with the tools needed to go into the K4 program. The children learn about working and playing together, colors, shapes, numbers, some letters, etc. oral language development is also a big part of this program and we do a lot of art activities.
• In all of the programs there have been similar issues such as having enough funding. There is also this issue of needing more space in the Daycare and Headstart – due to licensing and funding restraints we are limited to 3 children under the age of 3 years of age and 5 children 3-5 years of age. Melanie is a wonderful teacher for this program as she is loving, full of patience and the kids really like her. There has always been extra room in the K4/K5 program as this classroom could take 10 in each program to a max of 20 in the classroom. The K5 group receives a lot of extra teacher time they normally would not get in a classroom of 20 or more students. We continue to struggle to promote the cultural teachings but this is one of our focus points as we move forward. There are currently changes in the work to our program that will we believe make the program more enjoyable to our students. We believe that it is each individual child that is important and must be the true focus. The playground was one of our biggest struggles as we had to begin locking the gates, due to destruction of toys and equipment. There was also garbage left behind and gates left open allowing horses, dogs etc to come into the playground. During the school year to ensure that our license is kept in good standing, we will need to lock the gates when school is not in session.
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FINANCE AND ADMINISTRATION DEPARTMENTDEPARTMENT SUMMARY
Your Finance and Administration Team has eight employees. With friendly assistance at the front desk with Amanda Lalonde, we can’t go wrong. Who doesn’t appreciate a well-kept building for business and social events – we appreciate you Jackie Cameron.
For our Finance Team, we strive to meet deadlines in order to keep Saulteau in good standing. We work with Senior Managers in meeting funding requirements and keeping records in an organized manner. This “organized” data is given to the BDO (auditors) who follow audit rules supplied by Government Agencies.
STAFF
Director of Finance & Administration Ingrid Bjorklund-Davis.
Accounts Receivable Ronda Lalonde-Auger.
Accounts Payable Penny Desjarlais.
Payroll & Benefits Coordinator Penny Parenteau.
Finance Officer Penny Berg.
Receptionist/Administrative Assistant Amanda Lalonde.
Admin Building Custodian Jackie Cameron.
Council Executive Administrator Angie Grant.
“ AUDIT QUALITY”
Audit market failure and
choice
Audit firms: quality/
transparency
Regulation: Audit
independence
Regulation: Global; quality
standards
Audit documentation
evidence/testing
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DEPARTMENTAL CHALLENGES
One of the most challenging items for our Department is the workload. We are anticipating two new positions, whether they be part-time or full-time. We are only in the planning stages, so we are not ready to consider posting yet. We are constantly trying to improve our services to be more efficient and effective. Time is our challenge, but our team works very well together, helping each other out. Having the time to keep up with training opportunities or skill development while doing our jobs has been our main challenge.
MEETING OUR STRATEGIC GOALS
Finance & Administration:
Retained office staff in finance department – we have three out of five employees that have stayed within Finance for minimum 10 years each. This itself tells us about Saulteau and the dedication and loyalty they have to their community, as they are all Band Members of Saulteau.
This in turn, helps stream-line daily practices, and assists in getting audits done in an effective way. We now have grown to five staff in Finance and the work load does not decrease.
Working towards another Critical Success Factor, which Finance is involved with: Saulteau First Nation’s Finance Department is happy to announce that because of five successful audits, we are applying for First Nations Financial Management Certification. There are strict requirements, and we are well on our way to Certification. This certification will take a lot of work…and will set us apart from other bands.
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Here’s an example of the work ahead of us:
Best Practices
The sections of the First Nations Financial Management Board (FNFMB) and Financial Administration Law (FAL) are:
1. Administration:
a. Responsibilities of Council.
b. Finance and Audit Committee.
c. Conflict of Interest.
2. Financial Management:
a. Budgets and Financial Plans.
b. Financial Reporting, Risk Management and Audits.
c. Records, Retention and Information.
3. Tangible Capital Assets.
4. Borrowing Member Requirements.
5. Land Management.
6. Oil and Gas Moneys Management.
7. Miscellaneous.
WHAT IS A FINANCIAL ADMINISTRATION LAW?
A Financial Administration Law (FAL) is a comprehensive set of interrelated rules that form the foundation of a First Nations internal control environment. The FAL is not a means to an end, rather it represents continuous processes and actions that will govern the decision making, management, monitoring and reporting of the financial administration of the First Nation.
INTERESTING FACTS ABOUT SAULTEAU’S MONEY, 2013–14
• We have an average of 50 employees paid bi-weekly.
• We had 88 different employees.
• 22 employees paid rent to Saulteau First Nations – $74,000.
• We have paid $150,000 in honorariums.
• We have paid $58,000 in meeting expenses.
• We have paid $2,100,000 in wages.
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CAPITAL PROJECTS DEPARTMENTDEPARTMENT SUMMARY
Houses:
• 10 new houses were built.
• 1 Small house was built as replacement home for an Elder.
Renovations:
• In total, 46 major renovations have been funded, and all have been completed except for 5 of them still in the works.
Submissions for Renovations that are in progress:
• 6 RRAP units.
• 8 Mold units.
• 1 regular reno.
• 5 CMHC units.
Submissions for new housing that are in progress:
• 1 “Individual” New Housing Submissions has been submitted to AANDC.
Water Improvement Project:
• The Design stage for the Water Improvement project is just finishing up now.
Sewer Improvement Project:
• The Sewage Treatment and Disposal Feasibility study was funded, and it has begun. This project is all about finding another way to dispose of the sewer mainly for the Lakeview Subdivision.
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FINANCIAL
46 renovations were completed to date, totaling $1,090,576.
10 new homes for 2012-14 subsidies received totaling $342,490.
Water Project CPMS#4333 – $307,025.
Sewage Collection Treatment Disposal Project CPMS 11193 - $176,868.
STAFF
Nellie Garbitt Capital Projects Manager.
DEPARTMENTAL CHALLENGES
New Housing – Trying to get the funding in on time to build same year.
Funding always comes in the fall making construction happen in the winter. Winter is not the recommended time to build and brings many challenges as well as problems.
DEPARTMENTAL OPPORTUNITIES
The main opportunity in this Department is to give interested Community Members a chance to gain experience in Carpentry. We have one Community member who is working on his Carpentry apprenticeship.
This grows the capacity of the Department as well as for the Community.
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ECONOMIC DEVELOPMENT DEPARTMENTThe SFN Economic Development Department will facilitate the development of the SFN sustainable and diversified economy.
GOALS
1. To ensure the Saulteau First Nations has a sustainable and diversified economy.
2. To ensure the SFN maximizes the inescapable economic component of section 35 Aboriginal and Treaty rights.
3. To ensure the SFN businesses have access to business development opportunities to reach a high level of professionalism and service to their respective clients.
4. To provide coordinated and consistent support to SFN businesses and members to realize their economic self-sufficiency goals.
5. To ensure the SFN members have access to employment and training development opportunities to reach a high level of professionalism.
OBJECTIVES AND ACTIVITIES
1.Develop an Economic Development Department:
– Job description and hire an Economic Development Manager.
– Job description and hire a Workforce Development Coordinator.
2. Develop a SFN Economic Development Plan (See AANDC CEDP).
3. Implement the benefit agreements:
– Develop benefit agreement monitoring system.
– Develop a Reporting system on the following target areas:
• Employment numbers.
• Training numbers.
• Number of business contracts awarded to SFN businesses.
– Track community benefit payments and revenues.
– Develop a contact list with all the proponents who have benefit agreements with SFN.
– Meetings and communications with proponents to:
– Report out on the implementation activities of the companies.
– Develop an implementation plan to put the agreements back on track.
– Monitor implementation of the agreement.
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4. Support economic development components are included in negotiations of benefit agreements with proponents by identifying economic development priorities.
– Have the proponents commit to SFN hiring targets in labour, trades, and management levels in new IBA negotiations.
5. Workforce Development
– To implement the employment and training opportunity sections of benefit agreements.
– To promote the hiring of SFN members with proponents as per benefits agreements.
– To coordinate and facilitate local employment and training organizations, programs and initiatives.
– Organize and host economic development fair (job and trade fair).
– Work with TLC to develop a SFN Workforce data base:
– Develop criteria for data base.
– Develop data base.
– Trial runs.
– Operational.
6. Business Development:
– To implement the business opportunity sections of benefit agreements.
– To coordinate and facilitate local business develop programs and initiatives.
– Develop SFN Business Registry Policies.
– Provide administration of the SFN Business Registry.
– Support and promote SFN businesses.
7. Provide support to the SFN Engagement Team and the Social and Cultural Impact Assessment Team.
8. Provide training opportunities for Economic Development Department staff.
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To view the schedule of remuneration and expenses plus the audited consolidated financial statements: visit www.tinyurl.com/qb4zy8m
