STRATEGIC PLAN 2016 2021 - Kitigan Zibikzadmin.com/Flyers/972_Flyer_07092016.pdf(INAC) registry, as...

STRATEGIC PLAN

2 0 1 6 - 2 0 2 1

Kitigan Zibi Anishinabeg

Vision Statement

The Kitigan Zibi Anishinabeg through its peoples shall strive to

achieve a balanced society where every member has equal oppor-

tunity to fulfill their individual potential in a safe sustainable envi-

ronment on traditional lands, where the spiritual, cultural, physical

and mental well-being can be achieved and where basic human

needs can be attained.

Values Statement Our community values require Council to:

Maintain as a priority a constant focus on the KZA community;

Support the involvement of all community members who de-

sire to participate in advancing the interests of the KZA com-munity;

Respect KZA history and culture;

Respect various perspectives, opinions and beliefs;

Wisely use a variety of resources to achieve the KZA estab-

lished goals.

Mission Statement

The Kitigan Zibi Anishinabeg through the strength of its people and

through the principles of cooperation and coordination by its com-

munity service sectors shall strive for a healthy community with

each sector developing and implementing specific goals through a

process which supports the community’s strategic goals.

Establish and maintain a healthy, forward looking community by

providing quality governance with fair representation for all Members;

Practice and promote cultural values;

Protect and manage resources;

Operate in a fair, honest and transparent manner;

Mentor and educate the youth, involving them, setting boundaries

for them and respecting the unique challenges they face. Our youth need structure.

Kitigan Zibi Anishinabeg Strategic Plan 2016-2021

Kitigan Zibi Anishinabeg P.O. Box 309, 1 Paganakomin Mikan Maniwaki, Quebec J9E 3C9

This document was prepared in close collaboration with the Kitigan Zibi Anishinabeg Chief and Council and Kitigan Zibi Anishinabeg Sector Directors.

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior permission of the Kitigan Zibi Anishinabeg.

Writing, Design & Layout: Deborah Decontie Printing: Anishinabe Printing

Ejinamang… Our Vision...

C O N T E N T S

M E S S A G E F R O M

C H I E F & C O U N C I L

page 4

K Z A O R G A N I Z A T I O N A L S T R U C T U R E

page 14

E X E C U T I V E S U M M A R Y

page 5

C O M M U N I T Y I N P U T

page 18

H I S T O R I C A L T I M E L I N E

page 8

S T R E N G T H S & W E A K N E S S E S

page 18

S I T U A T I O N A L C O N T E X T &

C O M M U N I T Y O V E R V I E W

page 10

I . L A N G U A G E & C U L T U R E

page 22

I V . C O L L A B O R A T I O N ,

N E T W O R K I N G &

P A R T N E R S H I P S

page 31

I I . C O M M U N I C A T I O N &

I N F O S T R U C T U R E

page 25

V . G O V E R N A N C E &

D E C I S I O N M A K I N G

page 33

I I I . E M P L O Y M E N T &

E C O N O M I C D E V E L O P M E N T

page 28

V I . I N F R A S T R U C T U R E

page 36

A C K N O W L E D G E M E N T S &

B I B L I O G R A P H Y

page 38

E V A L U A T I O N

page 39

4

M E S S A G E F R O M T H E C H I E F

5

When a company, organization, or community produces a strategic plan such as this one, it is hoped, by those who have contributed to the process, that every reasonable effort is made to reach the outlined objectives. This current plan was developed BY the community, FOR the community and should therefore serve to guide long-term strategic initiatives supported through operational decisions made by KZA Leadership & Directors over the next five years.

Community plans are sometimes produced either to meet program requirements or as a means of being accountable to funders. It is hoped that this proactive visionary publication will be a “living document”—referred to often, evaluated annually, and revised as needed to adjust to changing community priorities and realities.

Great attention was taken to ensure that the “community voice” is reflected within the overall community goals of this plan. A series of focus groups were conducted with the combined input of 81 community members; such groups were made up of youth, elders, and KZA employees. The focus groups provided unique insight into community challenges from diverse perspectives. All

community members were equally given the opportunity to provide qualitative feedback during sessions within the community, and at a location accessible by KZA members in the Ottawa-Gatineau area. Additionally, the plan expands on community dialogue as documented within Kitigan Zibi Anishinabeg: A Vision of our Shared Future Through the Strength of our People (K.Scott, 2012); and A New Accountability Agreement for Kitigan Zibi, Generated from Community Voice (K.Scott, 2012). A literature review process was undertaken to reference relevant KZA community-produced documentation. Finally, to ensure that overall aims and interests identified are realistic and feasible, work was conducted as a group with the KZA Chief & Council, Sector Directors, and key staff on multiple occasions and with one-on-one discussions with key people. The following page summarizes areas which the KZA sectors will focus their efforts on in the coming years.

stra·te·gic

ADJECTIVE

relating to the identification of long-term or overall aims and interests and the means of achieving them:

--Oxford University Press

E X E C U T I V E S U M M A R Y

6

Chìmàn

Canoe

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I. LANGUAGE AND CULTURE

Preserve and revitalize our Algonquin Language dialect Create opportunities to learn about our Algonquin Culture

Showcase our living culture and intangible heritage

II. COMMUNICATION & INFOSTRUCTURE

Broaden infostructure systems to adapt to modern realities Establish and strengthen formal communication systems among KZA Sectors

Strengthen connections between KZA and community members living on– and off-reserve

III. EMPLOYMENT & ECONOMIC DEVELOPMENT

Provide opportunities for community members to access employment Expand on Economic Development opportunities within the community

Explore potential to develop an Economic Development Corporation

IV. COLLABORATION, NETWORKING & PARTNERSHIPS

Collaborate with other communities to advance common interests Engage in joint initiatives among KZA sectors to advance community development

Collaborate with external resources to enhance the quality of frontline services for community members

V. GOVERNANCE & DECISION MAKING

Develop & ratify clear rules for decision making Improve the quality of Governance and Leadership mechanisms

Protect the interests of KZA when dealing with external organizations

VI. INFRASTUCTURE

Support residential development within the community Maximize the use of new and current community resources

S T R AT E G I C P R I O R I T I E S 2 0 1 6 - 2 0 2 1

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Looking back at the history of Kitigan Zibi, it is

evident that our leaders were forward thinkers, who

were no doubt attentive to the needs and requests of

their community. Each building, program, service,

and community initiative that we have today is the

direct result of some type of meaningful dialogue,

careful planning and implemented decision that led to

a concrete and tangible result. Reflecting on the

accomplishments of the past reminds us what our

community is capable of, and gives us the drive and

momentum to expand on past successes, to take on

new challenges and advance the interests of all

community members.

H I S TO R I C A L T I M E L I N E

1850 1875 1900 1925 1950 1975 2000

1853 River Desert

Reserve No. 18 formed

1884 Construction of

the Congway Bridge


the first community school


the Ottawa Road schoolhouse

1917 Construction of the Holy Rosary

Church

9

Historical dates and information provided from “Since Time Immemorial: ‘Our Story’, The Story of the Kitigan Zibi Anishinabeg” (S. McGregor, 2004); The Algonquins of Kitigan Zibi –A Community Overview” (River Desert Band, 1990); and Events and Landmark Dates from the KZA Website (www.kzadmin.com, 2016)

1850 1875 1900 1925 1950 1975 2000

1936 Construction of the

Ottawa Road School

1950 Algonquin cemetery

established

1942 Homemakers Club

formed as Volunteer Service

1950 First Community

Center built

1949 First house built in

community with

Indian Affairs funds


the Congway

Road School

1980 Construction of the KZ School

1989 Kitigan Zibi

undertakes Health Transfer program

1981 Amerindian Police

(KZPD) formed

1999 Maple sugar

production facility built


the Youth Center

1990 Community

renamed Kitigan Zibi Anishinabeg

1985 1st High School

Graduating Class

of Kitigan Zibi

1990 Creation of the

Mokasige Algonquin Immersion Program


the Health Center

1991 School gymnasium

built


the Police Station

1991 Kiweda Group

Home built

2005 Kitigan Zibi’s new Cultural Centre

opened

http://www.kzadmin.com

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COMMUNITY OVERVIEW

The Kitigan Zibi Anishinabeg is the largest Algonquin community in Canada, both in size and in population. The community currently covers 18,437.6 hectares (45,559.3 acres) of land, however, there are plans to expand the community in the near future. While most of the land is covered with forests and freshwater lakes, there is year-round road access to the 570 homes and approximately 25 privately owned businesses in the community.

According to the Indigenous and Northern Affairs (INAC) registry, as of February 2016 there are a total of 3,143 KZA community members, with 1,582 living within the community and 1,561 living outside the community.

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KZA COMMUNITY STRUCTURE

The KZA Chief and Band Council are accountable to KZA community members in the performance of its responsibilities. The Band Council’s primary role is strategic planning and governance, rather than day-to-day management of administrative matters (although it is acknowledged that these will overlap from time to time.) They direct, control and inspire KZA by carefully studying, reviewing and initiating policies to benefit the community. They endeavor to be proactive in their leadership, and strive to govern with accountability and transparency. Kitigan Zibi is continually striving for good governance. The Kitigan Zibi Anishinabeg is made up of 4 sectors:

Kitigan Zibi Community Services

Kitigan Zibi Health & Social Services

Kitigan Zibi Education Sector

Kitigan Zibi Police Department

FUNDING MODEL

The KZA Comptroller and the Finance department are responsible for all financial and accounting services for each sector. The Comptroller works closely with the Directors in preparing annual budgets, which are broken down by programs for the period of each sector’s plans.

KZA receives annual funding from:

Indian and Northern Affairs Canada

(INAC)

Health Canada

A.F.N.Q.L.

Minister of Finance of Quebec

Ministère de la Famille

First Nations Education Council

Solicitor General of Canada

There are additionally other funding sources which include timber sales, interest on deposits/loans, and rental income.

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39

5

54

3 465

1269 5

1

4

1

YT

NT NU

BC AB

SK MB

ON

QC NB

NS

NL

Canada

K I T I G A N Z I B I C O M M U N I T Y M E M B E R LO C AT I O N S

As of March 2016, registered adults who are Kitigan Zibi Community Members can be found living in three

different countries: Canada, the United States and the United Kingdom. The maps on these two pages give a

very general idea of where registered Kitigan Zibi members live in each geographic location. The numbers

provided are based on community members who are 18 years of age and older and who have provided their

mailing address to the Lands, Memberships and Estates Officer. Please note however that there is a significant

amount of missing information as there are currently 326 registered adults with no address on file, who are not

included in the information contained in these maps.

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187

1

1

4

5

8

2

2

5

17

4

1

3

1

1

1

1

7

13

6

1

2

15

4

6

3

3

United States

United Kingdom

1

14

D I R E C T O R O F

C O M M U N I T Y S E R V I C E S

Human Resources Coordinator

Executive Secretary

Receptionist

Inventory/Administration Clerk

Courier

Lands, Memberships & Estates Officer

Lands, Memberships & Estates Assistant

Youth Employment Officer

Employment/Training Officer

FINANCE SUPERVISOR

Finance Bookkeepers

CKWE Radio Broadcaster

Economic Development Agent

CONSTRUCTION DEPARTMENT SUPERVISOR

Construction Repairs Program Officer

Construction Secretary Sewer Technician

Water Technician

PUBLIC WORKS SUPERVISOR

FORESTRY ENGINEER COORDINATOR

Forestry/Awazibi Supervisor

Biologist

Community Assets Administrator

Heavy Machinery Operators

O R G A N I Z AT I O N A L S T R U C T U R E

K I T I G A N Z I B I C O M M U N I T Y M E M B E R S

C H I E F & B A N D C O U N C I L

D I R E C T O R O F H E A L T H

& S O C I A L S E R V I C E S

Executive Secretary

Assistant Director

Environmental Health & Safety Technician

NURSE SUPERVISOR

HOME & COMMUNITY CARE COORDINATOR

Home & Community Care Nurse

Community Health Nurses

Medical Clerk

Receptionist

NNADAP Workers

KIWEDA COORDINATOR

MEDICAL TRANSPORTATION COORDINATOR

Medical Transportation Drivers

Personal Support Workers

Kiweda Cooks

Kiweda Meal Servers

In-Home Care Workers

In-Home Care Special Needs Workers

Heavy Duty Cleaners

Winter Maintenance Workers

Water Cooler Cleaners

2

3

Janitor (Community Services) 4 CKWE Support Worker

Income Security Officer

Income Security Intake

Wildlife Technician 2

Forestry Engineer 2

Brushcutting Supervisor

Compliance Officer

Inventory Officer

Forestry Engineer 2

Reverse Osmosis Operator

Sugarbush Operator

Operator 4

2

2

Assistant Director

In-Home Care Clerk

Medical Transportation Drivers 8

2

3

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MAINTENANCE SUPERVISOR

Maintenance Janitors

D I R E C T O R O F

E D U C A T I O N

Post-Secondary Officer

KZ SCHOOL COOK

KZ SCHOOL PRINCIPAL

High School Teachers

Elementary School Teachers

Classroom Assistants

Classroom Assistants/Attendants

ODEKAN COORDINATOR

Odekan Support Workers

WAZOSON COORDINATOR

Wazoson Educators

Wazoson Support Worker

Wazoson Cook

Wazoson Janitor

Pakinawatik Kikinamadinan Teachers

Pakinawatik Kikinamadinan Cook

Pakinawatik Kikinamadinan Secretary

Wazoson Language Advisor

D I R E C T O R O F

P O L I C E S E R V I C E S

Corporal

Constables

KZPD Secretary

O R G A N I Z AT I O N A L S T R U C T U R E

K I T I G A N Z I B I C O M M U N I T Y M E M B E R S

C H I E F & B A N D C O U N C I L

D I R E C T O R O F H E A L T H

& S O C I A L S E R V I C E S

Mental Health Social Worker

Youth Protection Social Work Practitioner

ENHANCED PREVENTION SERVICES COORDINATOR

Youth Prevention Worker

Life Skills Coach

Family Wellness Worker

Youth Diversion Worker

Waseya House Counsellors

Nicholas Stevens Center Workers

Endong Cook

Endong Meal Servers

Waseya House Contract Worker

KZHSS Janitors

Recreational Maintenance

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6

5

3

3 4

2

4

Career Counsellor

Language Teacher

Special Education Coordinator

Bus Monitors 3

Jailers

MokasigeTeacher

WorkpathsTeacher

PAKINAWATIK COORDINATOR

KZ School Receptionist

KZ School Secretary

KZ School Nurse

Librarian

Student Services Counselor

KZ School Assistant Cook

Executive Secretary

3

Cultural Centre Coordinator

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In January 2016, a series of focus groups were conducted among 8 separate groups with the combined input of 81 community

members. The focus groups provided unique insight into community challenges from diverse perspectives. All community mem-

bers were given the opportunity to contribute to this process. An open invitation was circulated in the flyers and on Facebook and

groups were held in a community location and one accessible by KZA members in the Ottawa-Gatineau area.

The following provides an overview of participants within each group.

GROUP MEETING PLACE ATTENDANCE

Community Community Hall 4

Double Tree Hotel, Gatineau 10

Education Sector Staff KZ School 10

Health & Social Staff Health Center 10

Community Services Staff Community Hall 23

Community Elders Cultural Center 9

KZ High School Students – Secondary V KZ School 5

KZ High School Students – Secondary IV KZ School 10

TOTAL: 81

Focus groups commenced with participants focusing on

positive aspects of the KZA Community. Discussion

revolved around why they choose to live in Kitigan Zibi, the

resources and services that keep them here, and the general

successes of the community as a whole. A list of Community

Strengths was drawn up.

Next, participants focused on areas where there where gaps

and deficiencies existed in program and service delivery, and

other areas where KZA was lacking in ways to offer

community support. A list of Community Weaknesses was

drawn up.

Each participant was given 3 different colored stickers in

which they could decide what areas need to be addressed.

One color corresponded to an item to be given 1st priority,

another color to a 2nd priority item, and subsequently

another color to indicate a 3rd priority item. It is interesting to

note that in most cases, participants asked for more stickers,

demonstrating their well intentions of wanting to address as

much problem areas within the community. Although just an

exercise, it well demonstrated the challenges that leadership

face in addressing issues with a little, or at times, no resources.

A summary of all community strengths and weaknesses, as

well as the priority items for each group are presented on the

following pages.

C O M M U N I T Y I N P U T

FOCUS GROUP FORMAT

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C O M M U N I T Y P R I O R I T I E S B Y G R O U P

Community Meeting – KZA Community Meeting – City Location 1. Economic development + employment opportunities 2. Loss of Language and Culture 3. Youth opportunities (18-25),

Communication between sectors, Evaluation of Directors

1. Lack of effective Information Sharing/Communication in regards to public community information (Information is not reaching community members)

2. Loss of Language & Culture 3. Lack of Economic Development within the Community

(Lack of sustainability)

*4 individuals set these priorities *10 individuals set these priorities

Elders Group Community Services Employees 1. More employment opportunities 2. More housing. 3. Lack of exercise opportunities for seniors

1. Lack of Communication. 2. Loss of Language and Culture 3. Lack of Technology


KZHSS Employees Education Sector Employees 1. Governance & Leadership /Band Meetings, 2. Unresolved grief and loss within the community. 3. Need for varied programs in ARTS and trades

-not everyone is into sports

*10 individuals set these priorities

1. Increase Communication among sectors and community

2. Lack of support systems to keep employees safe, work-life balance

3. Lack of financial support and resources. (eg. to teach Algonquin)

*10 individuals set these priorities

Secondary V Secondary IV 1. Loss of Language and Culture. 2. Need more Jobs for Youth 3. Need more activities to do.

1. Weak Hockey Team/Sports 2. Drugs and Theft

Loss of Language and Culture 3. No Stores


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The KZA Community is rich in material and human resources; which was repeatedly highlighted by the focus group members. Eight various focus groups with KZA members to determine the Strengths and Weaknesses of the Kitigan Zibi Community. A

summary of results are provided below:

STRENGTHS Description

1. EDUCATED COMMUNITY

MEMBERS

Employees have a strong work ethic, vested interest in helping community members (e.g. family, co-workers, friends, etc.)

Educated professionals from KZA include doctors, lawyers, etc. With a preferential hiring policy in place, KZA members meet job requirements of

work descriptions Various community members have expertise in varied fields and are qualified as

“Train-the-Trainer’s”

2. KZA HUMAN RESOURCES KZA People providing service delivery to KZA people In each sector, a large majority of full-time employees are qualified KZA band

members, with some positions occupied by members from other communities, and a small minority of non-native staff.

Dedicated staff members often responding to community requests outside of working hours

3. FAMILY & EXTENDED FAMILY SUPPORT SYSTEMS IN PLAY

Support when needed. Community support especially in times of crisis

4. CONTROL OVER INSTITUTIONS IN THE COMMUNITY

Authority over health programs, education (own schoolswithin the community) Invested staff members

5. WORK AND LIFE SKILLS CAPACITY BUILDING

OPPORTUNITIES.

Ode Widokazowin – Enhanced Prevention Services Pilot project like Pikwadin

6. EMPLOYMENT OPPORTUNITIES Job creation projects “summer work crews” Off-reserve contract opportunities such as brushcutting, ribonning and tree planting

through MNR (Rexforet)

7. COMMUNITY PRIDE IN PROPERTY

Community is clean and beautiful Buildings generally kept in good repair Generally no graffiti or broken windows. Dogs not running rampant in community.

8. PRIDE IN CULTURE Participation at pow-wows, cultural events and cultural activities.

9. ACCESS TO OUTSIDE ABORIGINAL SUPPORT SYSTEMS

FOR PROGRAMMING

First Nations of Quebec and Labrador Health and Social Services Commission First Nations Education Council

10. RECOGNITION OF QUALITY SERVICES FROM OUTSIDE CERTIFICATION BOARDS

KZHSS accredited through Accreditation Canada at the Qmentum level ISO 14001 certified for brushcutting (environmental) and PGES under BNQ (health

and safety) Awazibi certified under the Canadian Food and Inspection Agency

C O M M U N I T Y S T R E N G T H S

“Strong infrastructure characterizes the Kitigan Zibi community. We live in a clean community and we take pride in our

homes and community buildings.”

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C O M M U N I T Y S T R E N G T H S

“Strong infrastructure characterizes the Kitigan Zibi community. We live in a clean community and we take pride in our

homes and community buildings.”

11. ACCESS TO PUBLIC WORKS SERVICES approximately 40% of homes hooked up to water/sewer system. Bottled water home delivery for homes not equipped Recycling & Garbage pick-up

12. LOW-EMPLOYEE TURNOVER RATES Same persons in key positions throughout career

13. ACTIVITIES AND INFRASTRUCTURE FOR YOUTH

Community outdoor rink Boys/Girls youth groups Ski club

14. CULTURAL & RECREATIONAL ACTIVI-

TIES FOR COMMUNITY MEMBERS Sewing of traditional clothing, pow wow regalia, quilts Community kitchen Physical fitness

15. LARGE LAND BASE FOR TRADITIONAL AND RECREATIONAL ACTIVITIES

Hunting Quading

16. LARGE LAND BASE WITHIN A GOOD GEOGRAPHIC LOCATION

Room for expansion of homes/businesses Highway 105 access (Optimal location for businesses)

17. ACCESS TO MEDICAL SERVICES Access to an open clinic Access to 2 family doctors medical transportation services

18. ACCESS TO HOUSING New homes being built

19. GOVERNANCE STABILITY Educated and experienced leaders Research before taking decisions

20. STRONG INFRASTRUCTURE Many community buildings such as the Band Office, Health Center, Kiweda Group Home, Community Hall, Band Garage. Many privately owned businesses: Gas Stations, Print Shop, Restaurants & Food Vendors. Tribal Council office, Wanaki Center. Paved roads in main areas with community housing.

21. NETWORKING WITH THE TOWN OF MANIWAKI FOR EMERGENCY SER-

VICES

Fire Services Ambulance Services

22. TRANSPARENT AND ACCOUNTABLE TO COMMUNITY

Budgets disclosed, annual reports delivered to the community and available online

23. 3 LANGUAGES SPOKEN WITHIN THE COMMUNITY

Algonquin, English, French

24. ADAPTABLE Able to adapt to changing realities

25. NEGOTIATION OF AGREEMENTS AT HIGH LEVELS

Health Transfer Tripartite agreements

C O M M U N I T Y S T R E N G T H S ( c o n t i n u e d )

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Lack of Activities/Recreation for Young Adults and Middle-age Adults

Lack of Program and Service Delivery outside of regular hours (8-4)

Lack of Volunteer Spirit

Water Quality Issues

Lack of long-term planning, measurement and accountability with strategic plans

Lack of sustainable economic development plans and land development opportunities

Lack of collaboration and communication among the sectors, duplication of services

Lack of exercise opportunities for seniors

Drug and alcohol issues

Loss of Language and Cuture

Need to restructure Home and Community Care program to offer additional services (e.g. minor home maintenance)

Band Meetings being counter-productive

Need for more housing and repairs

Lack of KZA representation in urban area, Ottawa-Gatineau

Disconnect with other Algonquin communities

Lack of opportunities for skills updating

Need for Employment Opportunities, skills updating

Lateral Violence – social media, jealousy, bullying, discrimination

Need to increase employees in Finance Department to meet growing demands

Tax issues with the town of Maniwaki

Old buildings, need for Infrastructure

No evaluations for Directors

Lack of services for boys and men

Need for seniors services, Nursing Home

Lack of Art Programs

Lack inFrench Language Programs for students

Need to support new post-secondary students

Unresolved grief in the community

Need more gardens

More use of C.K.W.E.

Better lighting on the road

No Arena

Not enough stores

Lack of support systems for employees

Need for new, revised and ratified policies

Lack of office space or better use of locations

Lack of intergenerational programming

Community dependent on funding

Not using technology to its potential, Social Media

C O M M U N I T Y W E A K N E S S E S

As with any community, weaknesses can be expected. The importance of acknowledging weaknesses is vital to

see what areas need improvement and how to proceed to proactively counterbalance them. Below is a list of

community weaknesses as identified in the focus groups:

Preserve and revitalize our Algonquin Language dialect

Create opportunities to learn

about Algonquin Culture

Showcase our living culture and intangible heritage

I. Language & Culture

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Goal 1: Preserve and revitalize our Algonquin Language

WHAT ARE WE TRYING TO ACCOMPLISH WHO WILL BE RESPONSIBLE FOR MAKING THIS HAPPEN

HOW WILL THIS BE DONE WHEN CAN THE

COMMUNITY EXPECT TO SEE THIS

Share and promote existing Algonquin language resources and

learning opportunities Education Sector

Through flyers, CKWE Radio announcements,

posters in the community. 2016-2017

Develop new Algonquin language resources and learning opportunities

Education Sector Cultural Center

By creating an Algonquin and Culture

Facebook Page to be updated regularly

2016-2017

Organize immersion activities for all age groups that provide

opportunities for persons to hear and speak Algonquin

Education Sector

By organizing immersion activities and events (e.g. speaking circles, potlucks, bingos) for all ages where you “leave your English at

the door”. Open to all ages to give people opportunities

to hear and speak the language.

2016-2017

Develop and deploy a language preservation initiative

Education Sector

By engaging with a software company (such as Rosetta Stone or similar) to

begin the process of permanently preserving our

Algonquin language in audible/written formats.

2017-2018

By setting up a language lab where speakers can record

the language needed for the Rosetta Stone program.

2017-2018

By community members recording, archiving and

sharing stories and songs. 2019-2020

There is no doubt that preserving our Algonquin language dialect is of utmost importance to most if not all community members. As fluent Algonquin speakers decrease within Kitigan Zibi, we see an ever present need to preserve our Anishinabemowin through the means and media available to us. Each and every one of us holds a responsibility to attempt to learn our language and history. Newer technologies such as smartphone applications (apps) , websites and social media (eg. Facebook, Instagram, Twitter, etc) are popular particularly among middle aged and younger generations and can be used to promote learning of Algonquin language and grammar. In addition to learning opportunities, community members

would like to have opportunities to practice speaking the language with fluent speakers. The Education Sector, supported by Chief and Council, will also be exploring a more permanent and strategic means to preserving existing language resources potentially with established language software programs such as Rosetta Stone.

In addition to preserving language, efforts will be made to share knowledge about Kitigan Zibi Anishinabe history and culture throughout the community and at the Cultural Center.

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Goal 2: Create opportunities to learn about Algonquin Culture




Foster awareness of Algonquin culture through interactive learning

opportunities

Education Sector By providing traditional

medicine workshops 2016-2017

Education Sector By providing a half day cultural activity for all

workers 2016-2017

Education Sector Other sectors who take

on summer students

By hosting a one week cultural camp for

post-secondary summer students

2017-2018

Create collapsible cultural information pillars, as moving

exhibits


Movable cultural educational displays will be made to bring to different

areas in the community for special events

2017-2018

Goal 3: Showcase our Living Culture and Intangible Heritage




Ensure the safe preservation, conservation and care of

cultural possessions


By upgrading the Cultural Center to meet museum

standards 2018-2019


By doing an inventory/cataloguing of all artifacts

and crafts within the Cultural Center

2016-2017

Share our cultural heritage within the community

and with others


By developing a Tourist Educational Plan to increase

interest for groups to visit the Cultural Center and increase language and

workshop classes

2020-2021


By Installing display cases in main locations throughout

the community and planning for the rotation of materials

2018-2019


By developing movable exhibits and collapsible

information pillars on First Nations history and cultural

information

2016-2017

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L A N G U A G E & C U LT U R E ( c o n t i n u e d )

II. Communication & Infostructure Broaden infostructure systems to adapt to modern realities Establish and strengthen formal communication systems among KZA Sectors Strengthen connections between registered KZA community members living on-

and off-reserve

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Ojibìhige

Write

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Goal 1: Broaden infostructure systems to adapt to modern realities

WHAT ARE WE TRYING TO ACCOMPLISH

WHO WILL BE RESPONSIBLE FOR MAKING THIS HAPPEN



Facilitate communication by securing updated technologies

All sectors By purchasing an updated

phone system for the sectors.

2016-2017

All sectors By installing Microsoft

Office on computers for full-time employees

2016-2017

Health & Social Services

By purchasing Video Desktop Infrastructure

(VDI) Units for the Heath Sector and integrating to a

Cloud-based system

2016-2017


By increasing the number of trained users to access

Kinologix and SIMPI health database systems

2017-2019

A general source of frustration among focus group participants involved the general lack of communication, whether among working groups within the sectors or communication with members living outside the community. KZA Leadership and Directors are aware that that communication is an on-going challenge in and around our community due in a large part to not having a communications department and the financial resources required for a thorough communication/implementation plan. Modern technologies exist that can help to bridge communication gaps. The possibilities are endless when it comes to updating infostructure, however, so are the costs. Priority was therefore given to updating infostructure systems that would contribute to increased communication and productivity in the workplace.

The phone system for example, was being used since the 1980’s and was no longer effective at taking messages.

Many of the offices’ computers are equipped with old software that makes it difficult at times to open or share files with outside organizations.

A strong request made both by groups living within and outside of the community was to update or completely revamp the KZA website so that community members can access up-to-date KZA information in a user friendly manner on all devices. Increased but prudent use of social media was also strongly encouraged, as these mediums are already used by many community members in day-to-day life.

Finally, an increased amount of effective information sharing meetings are being planned both on and off the reserve to keep all community members up to date on current KZA issues. Let’s all work to reduce and eliminate the lateral violence that occurs in and out of our meetings!

PA R T I I : C O M M U N I C AT I O N & I N F O S T R U C T U R E

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Goal 2: Establish and Strengthen formal communication systems among the KZA Sectors




Facilitate communication by accessing efficient and effective

tools

Community Services By developing a functional, user-friendly and attractive

website 2017-2018

Community Services

By exploring the use of an intranet within the website or the use of online project

management software

2017-2018

Community Services Human Resource

Officer

By developing a Human Resources spreadsheet to

track contract positions and the status of workers

2017-2018

Foster clear and coherent 2-way communication (top-up, bottom-

down) of current information All sectors

By ensuring a reasonable amount of staff

meetings occur relative to each Sector’s Needs

2017-2018

Goal 3: Strengthen connections between registered KZA community members living on- and off-reserve




Community Services

By Developing a Community Services and Resources brochure for

distribution to the community

2016-2017

Ensure community members have

convenient access to information

that concerns them

All sectors

By introducing the use of Social Media to

communicate information ( approved by respective

Sector Directors)

2016-2021

Keep community members updated on major decisions and issues

affecting the community.

Sector Directors By having quarterly/semi-annual meetings hosted by

Sector Directors 2016-2021

Chief & Council

Quarterly information meetings in Ottawa /Gatineau area for off-

reserve band members

2016-2021

Provide opportunities for community members to access employment Expand on Economic Development opportunities within the community Explore potential to develop an Economic Development Corporation

I I I : Employment & Economic Development

Ininàtigo-Nàminàs

Maple Syrup

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Goal 1: Provide opportunities for community members to access employment


WHO WILL BE RESPONSIBLE FOR MAKING THIS HAPPEN



Community Services Economic Development

Education Sector

By developing a cultural troupe for dancers, drummers

and crafters. 2018-2019

Create supports for entrepreneurs in the

community


By providing resources (organization of fairs, explore potential online support) for

crafters to showcase their crafts

2018-2019


By ensuring all current initiatives which provide economic development

funding are maximized to their full potential. (eg. Applicable programming initiatives are researched and proposals/applications are developed and submitted to pertinent

agencies)

2016-2021

Assist and support community members in their search for

meaningful employment

Community Services Economic Development Employment & Training

By regularly hosting a Youth, Business, and Employment

Fair 2016-2017

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Due to the limited employment opportunities within our region, combined with other social factors, rates of KZA community members accessing social assistance continues to rise. KZA endeavors to provide increased support to local entrepreneurs and to assist unemployed community members access employment opportunities.

The fact that Kiitigan Zibi produces Awazibi maple syrup of a superior quality makes many community members proud. Their desire for the success of this product to be expanded on was vocalized during several focus groups. Therefore, focus will be placed on potentially expanding production as well as marketing strategies.

For the most part, the community is financially dependant on government funding and is therefore limited as to what it can contribute to community growth and development. In 2013, an Economic Development Plan was prepared for KZA outlining how a Kitigan Zibi Economic Development Authority (KZEDA) could support economic development investment interests within our region. In the coming years, KZA Chief and Band Council will be exploring this area further.

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Goal 2: Expand on Economic Development Opportunities within the Community




Expand on the success of Awazibi maple syrup operations.

Community Services—(Natural Resources &

Wildlife)

By increasing the number of taps for maple syrup

production 2018 -2020

Community Services

By developing an Awazibi marketing strategy ,

including potential for online advertising and sale

2018

Secure a commercial business that could potentially create

employment within the community.

Chief & Council Economic Development

By renting the former “Home Hardware” building to a viable business owner

ASAP

Community Services—Natural Resources &

Wildlife

By working in partnership with local forestry

companies (ie. Resolu) for harvesting contracts

2016-2021 Develop and/or maintain

partnerships that offer employment opportunities to

community members Chief & Council Community Services

By working in partnership with the region to expand on green energy projects

(e.g. water level dams, bio-mass)

2016-2021

Research economic development opportunities within the local

tourism industry


By exploring the potential for tourist attractions (e.g. outdoor sporting) within

the Eagle Forest

2017-2019

Goal 3: Explore potential to develop an Economic Development Corporation




Develop potential framework design for an Economic

Development Corporation.


By researching and exploring the possibility to

implement an economic development corporation

2018

PA R T I I I : E M P L OY M E N T &

E C O N O M I C D E V E L O P M E N T ( c o n t i n u e d )

IV: Collaboration, Networking & Partnerships Collaborate with other First Nation communities to advance common interests Engage in joint initiatives among KZA sectors to advance community development Network with provincial systems for increased access to healthcare services

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Goal 1: Collaborate with other First Nation communities to advance common interests




Engage in partnerships based on the respect, recognition and

accommodation of Aboriginal Title and Rights.

Chief & Council By settling specific land

claims with regard to traditional territories

2016-2021

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One of the over-arching priorities within this strategic plan is to ensure and emphasize collaboration with other communities in maintaining and advancing common interests—namely that of exercising inherent rights as Aboriginal people.

Whenever and wherever possible, advancing common interests at the community level should be undertaken with work between sectors strongly encouraged.

An emphasis within this section is also placed on collaborating with external resources, such as provincial and federal agencies and funders.

Saginindjìnidig

Handshake

Goal 2: Engage in Joint Initiatives among KZA Sectors to advance community development




Create infrastructure and processes to support protect and support

youth

Chief & Council Community Services


Develop a Family Responsibilities Policy that

addresses Community Family Wellness Support

2017-2018

Education Sector Health & Social Services

By constructing an outdoor Healing Lodge structure for use in cultural and healing

circles

2019-2020

Chief and Council Education Sector

Health & Social Services KZPD

By completing the development of a

Multidisciplinary Youth Protocol - a streamlined

process to assist students and youth with social/

emotional needs

2016-2017

Goal 3: Collaboration with external resources to enhance the quality of frontline services for community members




Increase the education opportunities for community police

officers. Police Department

By ensuring KZPD officers receive updated training to meet current needs of the

community

2016-2021

Increase networking with the Provincial Medicare system to

increase access to quality health services

Chief & Council Health & Social Services

Conduct preliminary research to ascertain human

and financial resources required to build a Nursing

Home /Group Home

2017-2021

Health & Social Services By Securing an Algonquin Patient Liaison Worker at

the Maniwaki Hospital 2016-2018

Increase control over the long-term administration of key health

program areas.

Health & Social Services By developing a 10 Year

Health Plan for submission to Health Canada

2018-2019

Health & Social Services By developing a Home and Community Care Service

Delivery Plan 2017-2018

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PA R T I V: C O L L A B O R AT I O N ,

N E T W O R K I N G & PA R T N E R S H I P S ( c o n t i n u e d )

V: Governance & Decision–Making Develop & ratify clear rules for decision making

Improve the quality of Governance and Leadership mechanisms Protect the interests of KZA when dealing with external organizations

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Pangì kònikà

There is a little bit of snow

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Goal 1: Develop and Ratify Clear Rules for Decision Making


WHO WILL BE RESPONSIBLE FOR

MAKING THIS HAPPEN

HOW WILL THIS BE DONE

WHEN CAN THE COMMUNITY EXPECT

TO SEE THIS

Provide guiding policy direction to provide support to staff and community members in the

provision of service delivery

Community Services By developing a Community Services Operations Manual

for each sector 2017-2021

Community Services

By developing KZA Service standards particular to each

sectors professionals and non-professionals

(addresses enforcement of Ethical Code of Conduct)

2017-2018

Community Services By developing Economic

Development Policies (re: Fees and Rental Space)

2016-2017

Community Services

By developing clear housing policies that address home

criteria and process for house selection, leases of

band houses, well & sewer insurance.

2017-2018

KZA community policies, procedures and protocols that are approved and actively supported by Chief and Band Council allow all community members to be “on the same page” when regarding expectations and decisions made for the benefit of the community. The outlined goals are meant to clarify various policies and protocols to ensure community members receive fair and quality services from the Sectors.

By ensuring that elected officials are aware of their role and community member expectations, various mechanisms have been outlined to improve the general quality for community Governance and Leadership.

Finally, certain collective interests need to be protected when dealing with external organizations, either through a volunteer or mandatory means.

PA R T V: G O V E R N A N C E & D E C I S I O N - M A K I N G

( c o n t i n u e d )

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Goal 2: Improve the quality of Governance & Leadership mechanisms



MAKING THIS HAPPEN



TO SEE THIS

Promote and ensure accountability of elected officials towards the

community

Chief & Council By developing

Roles and Responsibilities of Elected Officials

2017-2018

Chief & Council

By developing information/orientation kits for newly elected officials or those thinking of running for a

position (including the Band Council guidelines)

2017-2018

Measure and assess the quality of work performed by Sector

Directors Chief & Council

By conducting performance evaluations and appraisals

of all KZA Directors 2017-2018

Ensure public forums to address elected officials are effective

Chief & Council

By examining creative ways to change the format of

Band Meetings to create a conducive environment for

information sharing

2016-2017

Goal 3: Protect the interests of KZA when dealing with external organizations



MAKING THIS HAPPEN



TO SEE THIS

Facilitate access to funding opportunities

Chief & Council Community Services

By applying for a charitable status registration number

from Revenue Canada 2016

To foster the implementation of measures that protects community

members, resources, and intellectual property.

Chief & Council

By developing a KZA funding application policy outlining criteria

when proposals are submitted on behalf of KZA

2016-2017

Education Sector Health & Social Services

By developing a KZA Research Protocol

addressing OCAP Principles and ethical considerations

2018-2019

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VI: Community Infrastructure

Photo credit: Deborah Decontie

One of the undeniable strengths of the Kitigan Zibi Anishinabeg is the current infrastructure systems in place . As the population expands, the need for enhanced community resources becomes more apparent., namely housing and the network of water and sewer systems. While the KZA is somewhat limited by funding agreements as to what can be provided in certain infrastructure areas, work on various projects advance in the right direction.

A lack of usable office space is currently an issue among the Community Services Sector and Police Department. Plans for a new Band Office have been drafted to accommodate and house an increased work force from the days when the Band Office was originally constructed.

Modifications are planned for the current band office to accommodate the Police Department.

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Goal 1: Support residential development within the community




Expand current infrastructure/housing systems conducive to

residential growth

Community Services By building roads to expand residential lot development,

specifically Lot Project 34 2016-2017

Community Services By increasing the number of

homes built per year from 5-10

Community Services By extending water and sewer systems in Kichi Mikan and Pitobig area

2020-2021

Community Services By ensuring proper

overflow and rain water cleanup

2017-2018

Community Services

By accessing maintenance for the on-going

maintenance and repairs of existing homes.

2016-2021

Goal 2: Maximize use of new and current community resources.




Construct a new Administrative Building to maximize use of space

Community Services By building a new

band office 2019-2020

Adapt existing community structures for better functionality

Community Services KZPD

By transforming the current band office to a new police

station 2020-2021

Community Services By building a roof over the

skating rink 2017-2018

Community Services By building a covered storage area for sand

2016-2017

Community Services By relocating the

Band Garage/Public Works 2018-2019

Photo credit: Deborah Decontie

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KZA Chief & Council:

Jean Guy Whiteduck

Alison Commando

Claudette Cote

Frankie Cote

Darhlene Twenish

Larry Whiteduck

KZA Sector Directors

& Assistant Directors:

Sandy Commanda,

Debbie Whiteduck

Robin Decontie

Gordon McGregor

Anita Tenasco

Focus Group Participants:

Charlotte Commonda

Gilbert Whiteduck

Pamela Meness

Theresa Mitchell

Nick Ottawa

Dolores Odjick

Dylan Whiteduck

Joel Lacoursiere

Stuart McGregor

Brian McDougall

Corey Whiteduck

Janet Brascoupe

Christina Commonda

Sandra-Ann Tenasco

Angela Decontie

Jo-Ann Dumont

Linda Dwyer-Commando

Melissa Olmstead

Eric Higgins

Leona Commonda

Kevin Jerome

Robin Cayer

Allen Cayer

Peggy Commonda

Celine Brazeau-Ottawa

Shilo Cote

Pauline Whiteduck

Christina Smith

Lynn Buckshot

Shirley Commanda-Quedent

Helen Cayer

Doreen Paul

Judy Cote

Celine Whiteduck

Cathy Tenascon

Marilyn Miller-Tolley

Stephanie Whiteduck

Lynn Chabot

Claudette Dumont-Smith

Tammy Cote

Amy Morin

Shirley Tolley

Crystal Lee Tolley

Sunshine Tenasco

Mary-Jane Brascoupe

Lyne Major

Autumn Decontie

Jack Dumont

Alias Smith-Mitchell

Amanda Buckshot

Katia Petiquay

Allen Beaudoin

Jamie Chausse

Owen Tolley

Brody Tenasco-Odjick

Charles Spence

Tobias Commanda-Odjick

Ronnie Leigh Tenasco

Chasity Decontie

Mahingan Decontie

Roman Meness

Patsy Meness

Jackie Cote

Eliza McGregor

Mary Jane Stevens

Louise Buckshot

Rose Commonda

Lucille Mitchell

Catering:

Margaret Cote-Kost

Focus Group Set-up & Support:

Florence Cote

Sylvia Morin

Social Media :

Alice Beaudoin Pamela Meness Shirley Tolley

I would sincerely like to express my appreciation to everyone who provided their contributions and input in this strategic plan process. Thank you to

all who provided their insights, suggestions, and recommendations that will no doubt enhance the quality of programs and services in KZA and make

our beautiful community an even better place to live!

“Since Time Immemorial: ‘Our Story’, The Story of the Kitigan Zibi Anishinabeg” (S. McGregor, 2004) Kitigan Zibi Anishinabeg: A Vision of our Shared Future Through the Strength of our People (K.Scott, 2012) The Algonquins of Kitigan Zibi –A Community Overview” (River Desert Band, 1990). Community Strategic Planning Toolkit (J.Ortiz, G.Broad, L. Bobiwash, Nishnawbe Aski development Fund, 2005) http://www.aadnc-aandc.gc.ca/Mobile/Nations/profile_kitiganzibi-eng.html http://kzadmin.com/KZHSSEvents.aspx#tpsec

A C K N O W L E D G E M E N T S & B I B L I O G R A P H Y

http://www.aadnc-aandc.gc.ca/Mobile/Nations/profile_kitiganzibi-eng.html

E VA L U AT I O N & R E P O R T C A R D

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An update on the status of how action items are progressing by each sector will be provided annually as part of

the KZA Annual Report in the form of a Report Card.

KITIGAN ZIBI ANISHINABEG

P.O. Box 309, Maniwaki Quebec J9E 3C9

www.kzadmin.com

Prepared by: Deborah Decontie

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