Okanagan Indian Band · The Okanagan Indian Band Strategic Plan was prepared through a facilitated strategic ... 1858— American gold miners provoked an Indian reaction by an invasion

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Okanagan Indian Band

Chief and Council Strategic Plan

2014-2018

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OKANAGAN INDIAN BAND CHIEF AND COUNCIL

Strategic Plan 2014 – 2018

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Contents Accountability Statement ............................................................................................................................. 3

OKIB Councillors Accountability ............................................................................................................... 4

Preamble ...................................................................................................................................................... 5

OKIB History .................................................................................................................................................. 6

Organization Structure ................................................................................................................................. 8

Definitions: ................................................................................................................................................... 9

Methodology .............................................................................................................................................. 10

1. Background review ............................................................................................................................. 10

2. Milestone review ................................................................................................................................ 11

3. Strategic Plan content generation ...................................................................................................... 12

4. Plan writing and review ...................................................................................................................... 12

5. Review and approval by Chief and Council ........................................................................................ 13

Vision Statement ........................................................................................................................................ 14

Mission Statement...................................................................................................................................... 14

Value Statements ....................................................................................................................................... 15

Guiding Principles ....................................................................................................................................... 16

Strategic Strengths ..................................................................................................................................... 17

Weaknesses ................................................................................................................................................ 18

Strategic Opportunities .............................................................................................................................. 19

Strategic Challenges ................................................................................................................................... 20

Strategic Priorities ...................................................................................................................................... 23

Core Businesses .......................................................................................................................................... 24

Core Business 1: GOVERNANCE ............................................................................................................. 25

Core Business 2: ADMINISTRATION........................................................................................................ 28

Core Business 3: HEALTH AND LIFESTYLE ............................................................................................... 30

Core Business 4: COMMUNITY PLANNING ............................................................................................. 34

Core Business 5: ECONOMIC DEVELOPMENT ........................................................................................ 37

Core Business 6: NATURAL AND CULTURAL RESOURCES MANAGEMENT ............................................. 40

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ACCOUNTABILITY STATEMENT

The Okanagan Indian Band is fully committed to work on our Core Businesses to-wards the attainment of our Goals and realizing the Outcomes documented in the Okanagan Indian Band Strategic Plan 2014-2018.

The Okanagan Indian Band Strategic Plan was prepared through a facilitated strategic planning process involving the Okanagan Indian Band Executive Director and the Di-rectors from each department. This process involved developing a Mission, Values and Guiding Principles, Strengths Weaknesses, Opportunities, Challenges and Threats, Core Businesses, Goals, Outcomes, Performance Measures and Actions us-ing the Strategic Priorities identified in the OKIB Council Strategic Planning Session Report, October 10th and 11th, 2013 (Appendix A) as primary guidance with additional Strategic Priorities (11-15) developed through the session.

Together with the Executive Director of the OKIB Administration, the Directors of the OKIB Administration, and the Chief and Council on behalf of membership, we are fully committed to work towards the attainment of the goals and achieving the outcomes documented in this Strategic Plan.

Approved at the OKIB office on ________ by

___________________________________

Ken McGregor, Executive Director

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OKIB Councillors Accountability

I have read and understand this plan. I will at all times ensure that my actions are consistent with this Plan.

Okanagan Indian Band Chief and Council

Chief Byron Louis ______________________________

Councillor Homer Alexis ______________________________

Councillor Lyle Brewer ______________________________

Councillor June Cole ______________________________

Councillor Tim Isaac ______________________________

Councillor Allan Louis ______________________________

Councillor Coola Louis ______________________________

Councillor Diane Louis ______________________________

Councillor Raymond Marchand_____________________________

Councillor Russel Williams ______________________________

Councillor Leland Wilson ______________________________

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PREAMBLE

This Strategic Plan document builds the framework for achievement of the Strategic Goals for 2014-2018 towards the realization of the OKIB Vision.

“Ensuring the Future through Cultural, Social and Economic Development"

This Strategic Plan 2014-2018 incorporates the 2013 priorities of Chief and Council and the experience and perspectives of the OKIB Administrative Departments in con-sidering the path forward. This Strategic Plan serves as a guidepost to achieving the OKIB vision over the next five years and gives structure to the work of the OKIB Ad-ministration in relation to the Chief and Councils’ Strategic Priorities.

Previous and existing work forms the background and baseline for the 2014-2018 Strategic Plan which now serves as the foundation for all of the work that each OKIB Department and OKIB as a whole undertakes.

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OKIB HISTORY

1700S— FISH LAKE ACCORD 1794— Jay Treaty

Pre-contact 1800 – Traditional Land Management practices occurring.

1823— Battle with the Fraser River Indians

1858— American gold miners provoked an Indian reaction by an invasion of Okana-gan, Secwepmc and Nlaka’pamux territory and by the massacre of unarmed Okana-gans.

1864— Colonial Douglas reserve (established under colonial government)

1876— Indian Act is made law in Canada

1877-1878 – Present reserves established for the OKIB by Joint Reserve Commis-sion.

1902— Arrow Lake/Oatscott Reserve established

1903— First census of Oatscott Reserve occurs

1927— Federal legislation prohibits Aboriginal people from raising money to press for recognition of Aboriginal title in the courts

1930s— Day school opens on OKIB reserve

1939— Prepping for flood of Arrow Lakes from the Grand Coulee Dam

1940s— OKIB members may leave reserve without a permit from the Indian Agent

1946— Aboriginal awarded the right to vote in British Columbia elections

1950s— Medal awarded to Chief Pierre Louis from the Royal Family

1951— The “potlatch ban” is dropped, as well as the ban on raising money to sue for recognition of Aboriginal title is lifted

1953— Annie Joseph, last Arrow Lake band member dies on October 1st

1956— The Federal Government declares the Arrow Lake band extinct

1960s— Early 60s sees closure of Reserve Day School

1960— Aboriginal people across Canada are given the right to vote in Canadian elec-tions

1960s— Members lose free range access to Silver Star Mountain

1963— Okanagan Indian Band and Westbank First Nation separate

1964— Columbia River Treaty signed

1968— OKIB Member Len Marchand elected first Status Indian to sit in the House of Commons in Ottawa, later named Cabinet Minister and appointed to the Senate.

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1970s— Segregation ends

— OKIB Issues first leases for Economic Development purposes

— Summer recreation camps established for a period

— Komasket Park established

— Chief Nkwala’s remains reinterred at Head of the Lake cemetary

1975— Department of Indian Affairs Office in Vernon closes

1977— OKIB Band Office Established

1977— Preschool opens

1980s— OKIB conducts first archaeology assessment

1980— Fire Hall established

1981—OKIB joins the Okanagan Tribal Council (which becomes the Okanagan Nation Alliance)

1984— OKIB settles cut off claim (which arbitrarily removed portions of the reserve without consultation)

1985– Bill C31 is passed which ends gender discrimination regarding who is Status Indian

1987— OKIB is a signatory to the Okanagan Nations Declaration

1988— OKIB builds arbour at Komasket Park

Late 1980s— Commonage Reserve and Arrow Lakes claims progress

1990s—Snc’c’amala?tn (daycare) opens

1996— Sadie’s Walk established

1996— Head of the Lake Hall renovation and upgrades

1996— Aboriginal Day declared in Canada

1998— Brown’s Creek logging and eventual legal action initiated

2000— First Lake Accord reaffirmation ceremony occurs

2001— OKIB Natural Resources Dept opens

2001— Conceptual Economic Plan— Stage 1 for comprehensive community sustain-ably process begins

2002— OKIB signs protocol with City of Vernon

2003-2004 Reintroduction of Salmon

2003— Gathering takes place at OKIB

2004— Territorial Stewardship Committee created

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2004— Natural Resources Department becomes Territorial Stewardship Division, stra-tegic plan developed

2004— Consultation and Accommodation Policy for Land and Resource Referrals es-tablished—OKIB Area of Responsibility

2004— OKIB asserts jurisdiction on highways through reserve

2004— Territorial Stewardship Department created

2005— Cultural Heritage permitting starts

2005— Village of Lumby protocol signed

2006— District of Lake Country protocol signed

2006— OKIB Comprehensive Community Plan completed

2007— City of Armstron protocol signed

2007— Township of Spallumcheen protocol signed

2007— Veteran’s Memorial Cenotaph established on reserve

2007— OKIB Cultural Immersion School opens

2009— Browns Creek blockade

2010— Okanagan Colville Unity Declaration signed

2011—Language Nest established

2011— Qc’i? built

2012— First Strategic Planning sessions

2012— OKIB draft Strategic Work Plan completed

2013— OKIB Territorial Stewardship Department Strategic Plan completed

2013— 911 Services begin on IR no 1.

2014— Reaffirmation of Fish Lake Accord

2014— OKIB signs protocol with RCMP

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ORGANIZATION STRUCTURE

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DEFINITIONS:

Accountability Statement: a statement that will commit the OKIB Chief and Council and the OKIB Administration the five year strategic plan. This statement will be signed by the person responsible for implementation, Ken McGregor, OKIB Executive Director. The accountability statement will also be signed by the Chief and each Councillor.

Actions:/Initiatives: the tasks to be taken by staff to accomplish the outcome

Core Businesses: are broad statements that set out the roles, key functions and cen-tral activities

Goal: An observable and measurable end result having one or more outcomes to be achieved within a more or less fixed timeframe.

Outcomes: the specific results that each department will realize to ensure it is effec-tively implementing each goal. Outcomes are specific, measurable results produced while implementing goals.

Performance Measures: quantification or observation which results from implemen-tation of an outcomes (e.g. # or %).

Mission Statement: Defines the fundamental purpose of an organization/department, succinctly describing why it exists and what it does to achieve its vision

SWOC: strengths, weaknesses, opportunities and challenges

Strategic Priority: is clearly linked to the shared vision, and capable of galvanizing commitment from the whole organization that is OKIB.

Value statements: What are the principles, standards, and actions considered worth-while in the organization

Vision Statement: outlines what the organization/department wants to be. It is a long-term

view and concentrates on the future. It should be a source of inspiration

Guiding principles: principles that guide our organization throughout its life, in all circum-

stances, irrespective of changes in its goal, strategies, type of work or management.

METHODOLOGY

This OKIB Strategic Plan was developed by the Executive Director, Departmental Di-rectors and two tenured senior administrative support staff during a professionally fa-cilitated four days of Organizational Planning over two sessions, the first on January 22 and 23, 2014, and the second on May 26 and 27 2014. The purpose of the first two day session was to develop specific strategic guidance for the OKIB Administration

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and each Department that is built on the Council developed Strategic Priorities for the OKIB (OKIB Council Strategic Planning Session Report October 10-11 2013).

Departments in attendance at the two day Organizational Planning Session: - Finance

- Territorial Stewardship

- Human Resources

- Economic Development

- Health and Social Development

- Education

- Operations, Lands and Housing

The Strategic Plan document outlines 5 Core Businesses with specific Goals, Out-comes, Performance Measures and Actions within each that are necessary in order to make progress towards the fulfillment of the OKIB Vision. The inclusion of details such as the performances measures and actions results in a detailed plan that makes the Strategic Plan document especially useful in providing specific guidance to depart-mental operational planning.

The second session developed the Mission, Values and Guiding Principles, Strengths, Weaknesses, Opportunities, Challenges and Threats and refined the Core Business’s content based on an organizational ‘re-alignment’ that occurred between the first ses-sion and the second.

The steps to the development of the Strategic Plan included:

Background review

Milestone review

Strategic Plan content generation

Plan writing and review

Review and approval by Chief and Council

1. BACKGROUND REVIEW

Background material was reviewed by Consultants and discussed with the Executive Director.

The Organizational Planning Session was informed by background material including:

OKIB Council Strategic Planning Session Report, October 10th and 11th, 2013

OKIB Economic Development Strategy Draft Report, February 2007

OKIB Strategic Workplan 2011-2012, June 6th

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OKIB Territorial Stewardship Department Strategic Plan 2013

Okanagan Indian Band Strategic Plan January 2012

Our Community Health and Social Development Plan Phase 1 Discussion Paper for Community Engagement DRAFT

The review of the background material informed the facilitated Strategic Planning pro-cess, setting the context and understanding the strategic planning history of the OKIB, including milestones, accomplishments and what has and hasn’t worked to date.

2. MILESTONE REVIEW

The first day of the Strategic Planning session included a summary perspective by each participant relating to the OKIB successes and challenges as well as reflection on milestone achievements over each departments recent history. Each Director/Manager had an opportunity to voice the major milestones achieved and describe challenges and other characterizations of OKIB relevant to strategic planning.

The primary themes that emerged were noted, including the following:

The need for a Governance Review, including Governance structure and clear roles and responsibilities.

Capacity issues, including staff capacity development and community development.

Committee structure and efficiencies, including the need for Terms of Reference for each committee.

Communications, the need for a Communications professional on staff.

3. STRATEGIC PLAN CONTENT GENERATION

Following the milestone review, the participants reviewed the Strategic Priorities gen-erated from the Council Strategic planning session and contemplated and agreed on the additional of 5 more strategic priorities. Using the 15 Strategic Priorities, six Core Business were developed for the OKIB:

Governance

Administration

Health and Community Sustainability

Community Infrastructure and Assets

Lands and Economic Development

Natural and Cultural Resources Management

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Once the Core Businesses were established, 1-3 goals in each Core Business were generated. The goals relate back to the achievement of the OKIB Vision. If these goal areas are achieved over the next five years, the OKIB Strategic Plan vision will be closer to realization.

In order to achieve these goals, tangible actions, outcomes and performance measures were developed for each goal. The set of actions and performance measures for each goal will effectively build in further details upon the OKIB Councils strategic planning work done in Oct. 2013 in order to provide specific actions and tan-gible outcomes to guide the OKIB Directors for the years 2014-2018.

The process for developing the Strategic Plan content was a facilitated open dialogue session. A roundtable discussion followed the session for concluding thoughts and other ideas and comments.

4. PLAN WRITING AND REVIEW

The facilitators compiled materials, reviewed and edited this strategic plan for review by the OKIB Executive Director. Gaps in performance measures, due to time con-straints during the first planning session, were drafted by the facilitator for review by the Executive Director and appropriate department leads. Material from the Councils Strategic Planning session of October 2013 was analysed for inclusion and linkages to the Strategic Plan. A table (Appendix 1) was developed to show where the goals, topics of concern, and action items listed in the strategic planning work of the Council are addressed in the OKIB Strategic Plan (2014-2018).

A second Strategic Planning session was held May 26th, and 27th, 2014 to complete the following elements of the draft Strategic Plan:

Mission Statement

Value Statements

Guiding principles

Strengths, Weaknesses, Opportunities, Challenges and Threats analysis

As well, the planning session was used to review and edit the Core Businesses, Ac-tions and Outcomes of the document.

An additional writing and review cycle between consultants and OKIB Directors was completed after May 27th, 2014.

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Flow Chart

A flow chart, OKIB Strategic Plan Chart 2014 (also available to print in large format as a pdf in Appendix 2), is included in the Strategic Plan to show visually the linkages be-tween the OKIB Vision and the core businesses, goals and actions. This chart is a val-uable visual tool and can be printed out on a plotter and used as reference for staff and Chief and Council.

5. REVIEW AND APPROVAL BY CHIEF AND COUNCIL

The final OKIB Strategic Plan is approved by the OKIB Chief and Council..

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VISION STATEMENT

"Ensuring the Future through Cultural, Social and Economic Development."

MISSION STATEMENT

“To ensure the OKIB membership will endure and prosper, we will develop strong indi-vidual, family and community self sufficiency by balancing economic activities with cul-

tural values and progressive social and community enhancement.”

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VALUE STATEMENTS

We, the OKIB, are guided by the following values. All our decisions and actions will demon-

strate these values. We believe that putting our values into practice will create long-term ben-

efits for OKIB and all our members that we serve.

1. Tmixw - Culture and Title and Rights

2. Respect – Valuing all opinions and input, being courteous and polite.

3. Trust – Maintaining and building harmony in respectful relationships.

4. Transparency – Complete, straightforward and open communications.

5. Accountability – Acknowledgment and assumption of personal and collective re-

sponsibility for, and commitment to actions and decisions related to governance,

bylaws, policies and programs.

6. Integrity – good faith and honesty, consistency with value and principles.

7. Ethical - Fair and just.

8. Engagement – Ensure opportunities for membership involvement.

9. Consensus - Once a decision is made, unity in voice and action.

10. Results - Effective and efficient decision making and implementation.

11. Courage - The wisdom to see an opportunity and the courage to follow through

with it.

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GUIDING PRINCIPLES

OKIB staff shall:

1. Carry out duties with impartiality and equality of service to all;

2. Maintain the highest ideals of honor and integrity in public, and personal

relationships and discharge faithfully the duties of office;

3. Avoid any situation which could impair judgment in the performance of duties;

4. Not use confidential information for the personal profit of themselves or others nor

misuse public time in the pursuit of such objectives;

5. Declare direct or indirect interest in any enterprise which proposes to transact busi-

ness with the Okanagan Indian Band;

6. Continually strive to improve professional ability and to encourage the development

competence of associates in serving the Band Members of the Okanagan Indian

Band.

7. Report to the Chief any conflict of interest or potential conflict of interest of which

he/she is aware of involving himself/herself or his/her family;

8. Not knowingly engage in any unlawful activity;

9. Not conduct themselves in any way that would detract from the image of integrity of

professionalism of the Okanagan Indian Band;

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The following sections: Strategic Strengths, Weaknesses, Opportunities, Challenges,

and Threats list items for each category.

STRATEGIC STRENGTHS

The following strengths of the OKIB have been identified and listed as follows:

- Good cultural knowledge/sense of who we are, elders/youth programming

- good continuity in elected leadership

- extensive political knowledge experience/understanding

- commitment to develop governance framework

- good fiscal record

- good economic development opportunities

- immersion school - support for keeping the language

- good external relationships with funders (Health Canada/Territorial Stewardship De-

partment (TSD) funders)

- good staff initiative for projects

- good ideas

- desire/commitment to strengthen administration

- good continuity in TSD, i.e. management and staff and external relationships

- Council advocates for Title & Rights protection

- continuously improving external relationships/reputation

WEAKNESSES

The following weaknesses face the OKIB:

- Need strategic intergovernmental relations

- Lack of governance framework (e.g. governance framework)

- Boundary between elected and administrative function needs definition

- Lack of a communication framework

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- Other organizations impressions of OKIB (e.g. AANDC & municipalities)

- Lack of trust between council and community

- Council is not unified after decision making - consensus not always occurring

- Delays caused by not following decisions, not making decisions, delaying decisions,

ad hoc decision making by Chief and Council

- Chief and Council terms are too short

- Capacity gaps

- Community development

- Staff development

- Chief and Council micromanagement

Lack of sufficient funding necessary for achieving goals

STRATEGIC OPPORTUNITIES

The following strategic opportunities are available to the OKIB:

- Negotiation of good Impact Benefit Agreements

- Orientation curriculum for staff and council development

- appropriate background

- procedures

- Title and Rights knowledge

- Strategic Plan

- Tourism - cultural (e.g. Silver Star)

- Disengage from ONA (should be cost/benefit analysis based among other criteria)

- Partnerships with Regional Districts and Municipalities

- Relationship development with other First Nations

- Policies and bylaws completion

- Negotiation training for Chief and Council

- Legal education for Chief & Council and staff

- Education framework

- cultural

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- plan for future

- Education Strategic Plan, including vocational, career

- Land Use Plan

- Career succession planning

- Transferable resources (FNHA) - Health Plan

- Closer working relationship between Okanagan Training and Development Council (OTDC) and Social Development

- Funding for Social Development/Training

- OTDC and First Nation Job Fund

- First Nation Market Housing

- Increase access and housing for band membership

- Dollars for governance and management framework for on reserve housing

- Existing Economic Development opportunities

- Real Estate

- Forestry

- Cultural Heritage

- MOTI

- Governance Framework

- Set up a trust fund

- Settle claims

- taxation

- OKIB utility Corporation

- TSD Corporation

- Economic Development Corporation

STRATEGIC CHALLENGES

The following strategic challenges are facing the OKIB:

- Realignments within organization

- Administration turnover

- Stability at Chief and Council

- Term length too short for Chief and Council

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- turnover before projects get done

- focus on political "quick wins" rather than longer term strategies

- go after low hanging fruit rather than strategic

- Planning and preparation work needed

- Commitment to longer term projects needed

- Effective Chief and Council direction to staff

- Mediocre performance

- Develop a better hiring process

- Human resource professional to implement procedures

- Salary pay scale currently not in place

- Revenue to support progressive growth of organization currently insufficient

- Reluctance to seize opportunities

- need to clarify rationale for decisions

- Unrealistic expectations/decisions/workload put on staff with low organizational ca-

pacity (# of people)

- Communication of complex issues to community and achieving consensus

- Limited funding outside of AANDC

Cannot finance strategic priorities with current budgets\

STRATEGIC THREATS

The following strategic threats are facing the OKIB:

- Water Security / Climate Change

- Population growth

- Pollution

- Membership rules

- Regulatory threats

- Crown land alienation

- e.g. timber supply (referrals)

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STRATEGIC PRIORITIES

The following strategic priorities of the OKIB have been identified. These Strategic

Priorities guided the development of Core Business for the OKIB.

1. Communication and Member Engagement Strategy

2. Governance Review

3. Finance Budgeting and Reporting

4. Economic Development Strategy

5. Land Use Planning

6. Intergovernmental Affairs / Negotiation Strategy

7. Resource Management Strategy

8. Member Preventative Health and Lifestyle Plan

9. Education – Life Skills and Job Skills Training Plan

10. Culture Integration Strategy

11. Individual and Collective Wealth Development

12. Community are Supported, Aware, informed part of decision making

13. Predictable, Stable, Transparent Government

14. Preserving Cultural Heritage Values

15. Community Care (Values) Evident

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CORE BUSINESSES

Core Businesses are broad statements of purpose that set out our roles, key leader-ship and governance functions and activities. The core businesses of the OKIB are:

1. GOVERNANCE

2. ADMINISTRATION

3. HEALTH AND COMMUNITY SUSTAINABILITY

4. COMMUNITY INFRASTRUCTURE AND ASSETS

5. LANDS AND ECONOMIC DEVELOPMENT

6. NATURAL AND CULTURAL RESOURCES MANAGEMENT

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CORE BUSINESS 1: GOVERNANCE

Goal 1: Establish a Governance Framework

Outcomes Performance Measures Actions/ Initiatives

1. Develop a Governance

Framework document

2. Establish a Community

Development Trust

3. Semi-independent Au-

thority Structures (Health

Authority, Education Au-

thority, Corporation)

4. Organization Chart

5. A clear recommendation

on the decision making

process (including com-

mittee structure)

1. Governance Frame-

work is approved by

Chief and Council (#

of bylaws passed by

Chief and Council)

2. Community Develop-

ment Trust is in place

3. # of community mem-

bers being part of en-

gagement/consultation

4. Governance training

session for Council

completed

5. Governance assess-

ment completed

1. Hire a Governance expert to

work with Council to devel-

op Framework

2. Engage a consultant to de-

sign and implement a Com-

munity Development Trust

3. Engage the community on

consultation for the develop-

ment of Governance Frame-

work, Community Develop-

ment Trust and the Semi-

independent Authority

Structures

4. Conduct a review of deci-

sion making processes

5. Conduct research on best

practice regarding commit-

tee structure

6. Develop Governance Bylaw

7. Bylaws for established Au-

thorities

8. Bylaw management and ap-

proval process

9. Governance training for

Chief and Council

10. Governance assessment

tool developed

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Goal 2: Title and Rights Protection


1. Consistent under-

standing of Title and

Rights across organi-

zation

2. Conclude federal

and provincial nego-

tiations

3. Effective consultation

occurs across the

territory

4. Resolution of Inter-

nal / External Bound-

ary Issues (Other FN

orgs and gov't)

5. Conclude outstand-

ing court cases

1. % of outstanding claims

completed

2. % of referrals through

decision making frame-

work

3. % of outstanding bound-

ary issues resolved

4. % of outstanding legal

cases resolved

5. % of staff and Chief &

Council trained in Title

and Rights

6. Public Awareness and

Relations Policy ap-

proved by Council

7. Cultural Heritage Policy

forms part of Govern-

ance Framework

8. Decision framework for

legal

1. Develop a Public Aware-

ness and Relations Policy

(Internal/External)

2. Title and Rights and legal

context Training Plan/

Education/Orientation

3. Develop and implement De-

cision Making Frameworks

a)referrals b)legal c)claims

4. Develop a territorial bound-

ary strategy

5. Complete the following ne-

gotiations:

-Colonial Claim(Feds)

-Commonage Claim(Feds)

-MOTI

-Erosion Claim

-Easements and Right of

Ways

-Duck Lake Claim (KPR/CN

claim)

6. Develop a negotiation

methodology

7. Resource existing legal

cases

8. Develop a Cultural Heritage

Policy

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Goal 3: Intergovernmental Affairs


1. Establish Intergov-

ernmental position

2. Benefits flowing to

OKIB through better

relationships and op-

portunities with gov-

ernments and agen-

cies

3. As required elder and

youth council inform

decision making

4. Improved public pro-

file

1. Position staffed

2. Intergovernmental affairs

strategic document de-

veloped with council

3. # of meetings and proto-

col agreements

4. # of joint initiatives

agreed upon

5. Budget established to

support elder and youth

council

6. # of positive media refer-

ences

1. Hire Intergovernmental Af-

fairs position

2. Develop an intergovern-

mental affairs strategy doc-

ument with C&C to include

Elder and Youth Council

3. Actively engage with admin-

istration on the communica-

tions strategy

4.

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CORE BUSINESS 2: ADMINISTRATION

Goal 1: Corporate Services

Outcomes Performance Measures Actions/Initiatives

1. Policy Manual for Ad-

ministration, HR and

Finance

2. Complete implementa-

tion of the financial sys-

tem and bylaw

3. Integrated Information

System across admin-

istration

4. Qualified and well

trained workforce

5. Communication and

engagement strategy to

strengthen OKIB band

6. Increased program

funding

1. # of policies written and

approved by Chief and

Council

2. Financial plan approved

by Chief and Council

3. Succession Plan and Hu-

man Resource Plan ap-

proved by Chief and

Council

4. A reduction in the # of

unique information sys-

tems in band

5. Amount of additional dol-

lars returned through

proposal writing

1. Review and update the

Financial bylaw

2. Develop IT strategy and 5

year plan

3. Develop a 5 year ‘rolling’

Financial plan

4. Collaborate with Social

Development and Educa-

tion on Community Work-

force Capacity Plan

(OTDC/ESD)

5. Develop a Human Re-

sources Training and De-

velopment Strategy

(Organizational)

6. Develop Succession Plan

7. Hire a communications

person

8. Hire proposal writer

9. Hire Policy writer/analyst

10. Write HR policies and Ad-

min policies

11.

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Goal 2: Organization Development/Review


1. Organization design:

clear scope of authority

for Corporations and

semi-independent Au-

thorities (e.g. Housing,

Education)

2. Organizational design is

consistent with Core

Businesses and re-

sources are sufficient in

each department to

achieve strategic goals

3. Implementation schedule

for compensation

1. Competitive compensa-

tion (pay) grid or scale


Council

2. # of pay rate changes in

organization as per pay

grid

3. # of jobs – skills fits

identified in Band

4. Organizational chart

forms part of the Chief

and council approved

Strategic Plan

1. Job and skills analysis

conducted across com-

munity

2. Develop a compensation

analysis

3. Develop new Organiza-

tion Chart

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CORE BUSINESS 3: HEALTH AND COMMUNITY SUSTAINABILITYLIFESTYLE

Goal 1: Preventative Health and Healthy Lifestyles

Outcomes Performance

Measures

Actions/ Initiatives

1. Fulltime mental health

services established

2. Day program of elder

activities established

3. Community becomes

more informed about

illness prevention and

health optimization

4. Program information

will be readily available

5. Youth will become

more educated and en-

gaged in health initia-

tives and illness pre-

vention

6. To have culturally inte-

grated services

7. Increase in health sta-

tus

1. Increase in # of work-

shops provided for ill-

ness prevention, health

promotion, education

and awareness activities

2. Increase in # of services

and resources for chil-

dren and youth, including

early assessment and

intervention

3. The # of activities for

young people will be ex-

panded

4. # of individuals at risk of

experiencing and/or wit-

nessing mental, physical,

emotional and sexual

abuse and lateral vio-

lence is reduced

5. Increase in # of work-

shops provided for ill-

ness prevention, health

promotion, education

and awareness activities

is increased

6. # of Mental Health Ser-

vices are available in the

community

7. Improved health status

metrics

1. Establish mental health

services in the communi-

ty

2 Implementation plan for

day program for Elders

3. Focus on prevention, pro-

motion and education

4. Develop a food security

and sovereignty program

5. Establish health status

tracking

6. Develop a full range of

youth activities

7. Participate with develop-

ment culturally integrated

health strategy

8. Implement the Communi-

ty Health and Social De-

velopment Plan

33

Goal 2: Integrating Cultural Knowledge and Values in Programming


1. Cultural Integration

strategy Implemented

by departments

2. Improved cultural

knowledge and values

across all departments.

1. # of meetings held by

interdepartmental cultur-

al integration group

2. # of participants in orien-

tations

1. Establish interdepart-

mental working group

2. Complete Cultural Inte-

gration Strategy

3. Funding plan for the de-

velopment of the cultural

integration strategy

4. Develop Cultural Orienta-

tion packages (staff, ex-

ternal, C&C)

5. Conduct cultural orienta-

tions

34

Goal 3: Social Development and Education


Maximizing human capital

1. Members are support-

ed in their journeys

(employment, educa-

tion, Okanagan life-

style, wellness, etc.)

2. All those that can/

want to work are

working

3. All those that can/

want to pursue educa-

tion/training are able

to

4. Education Framework

and strategic plan, in-

cluding education au-

thority decision

(including daycare,

nursery, language

nest, K-12, post sec-

ondary, vocational,

Adult Ed.)

1. Community profile com-

pleted

2. # of people participating

in Employment strategy

3. Reduced number of un-

employed employables

4. % of youth moving on to

education or employ-

ment journey

5. Life skills and job skills

training plan completed

6. # of people participating

in Life Skill and Job

Skills Training plan

7. # of gaps eliminated in

programs

6. # of successful pro-

posals

7. Community Workforce

Capacity plan approved

by Chief and Council

1. Develop a Community

profile, including barriers

to employment identifica-

tion

2. Develop and implement

full employment strategy

(including need for day-

care/nursery)

3. Develop and implement

Life Skills and Job Skills

Training Plan informed

by cultural integration

strategy

4. Continue programs and

identify and bridge gaps

in Social, Education,

Health, Okanagan Cul-

tural programs

5. Advocacy for enhance-

ments to Social, Educa-

tion, Health, Okanagan

Cultural programs

6. Hire a Principal/

Education Director (leads

education framework and

strategic plan)

7. Develop Community

Workforce Capacity Plan

(OTDC/ESD)

8. Community consultation

on education framework

and strategic plan

35

CORE BUSINESS 4: COMMUNITY INFRASTRUCTURE AND ASSETS

Goal 1: Capital

Outcomes Performance

Measures

Actions/Initiatives

1. On Reserve Land

Use Plan

2. Capital Plans (Public

Buildings, Housing)

3. Housing Authority im-

plemented

4. Water security

(utilities, fire flow,

safe drinking water)

5. Energy security/

Energy Plan

Self-sourced planning

capacity

7. Utilities Corp. (Water,

Sewer, Fire, Energy,

Garbage, Recycling,

Telecommunications)

Self sustaining Bluebird

and Duck Lake apart-

ments

9. Increase individual

home ownership

10. Sustainable rental

housing

11. minimize erosion of

reserve lands

1. On Reserve Land

use Plan ap-

proved

2. Water/

Wastewater Plan

is approved

3. Housing Plan ap-

proved

4. Public Buildings

Plan approved

5. Increase in appro-

priate housing op-

tions

6. Decrease in

housing wait list

7. Self sustaining

corporate reve-

nue model

8. # of renovations

of existing hous-

ing

1. Complete on reserve (I.R.#1) land use plan

2. Initiate water and wastewater master plans

(I.R.#1)

3. Create housing authority

4. Develop Feasibility study for new band office

5. Develop concept and feasibility study for new

community recreation facility.

6. Complete Energy Security/Energy Plan

7. Develop a Business Plan for the Utilities

Corp.

8. Develop ‘rolling’ 5 year capital plans for OKIB

9. Hire a Public Works/Housing Director

10. Develop a business plan for Bluebird and

Duck Lake apartments.

11. Begin land use, water and wastewater plans

for I.R.#5 and #7

12. Implement FN Market housing, BMO loan

facility

13. Implement new AANDC housing program

14. Rehabilitate existing housing stock

15. Develop and implement communications for

Capital

16. Assess and remediate erosion

36

Goal 2: Operations

Goal 3: Regulatory Framework


1. Asset Management

Plan

2. Water meets standards

for quantity and quality

3. Robust Emergency

Services

4. Develop a community

Public Works on a busi-

ness operations model

(revenue centre model

as opposed to cost

centre model)

1. Operational maintenance

management system

2. # of certified technicians

on staff or in training

3. # of certified fire fighters

4. # of Agreements with

municipalities, regional

districts

1. Create an asset inventory

and develop maintenance

schedule

2. Ensure that systems are

managed by certified

technicians

3. Ensure that we have cer-

tified fire fighters

4. Municipal and Emergen-

cy Services analysis and

plan (Municipal Type Ser-

vice Agreement where

appropriate, Mutual Aid

Agreement where appro-

priate)

5. Complete Emergency


1. Regulatory framework

for Capital Works on

reserve

2. Permits and Fees reve-

nue sustainability plan

developed

1. Percentage of OKIB re-

serve new constructions

and renovations being

built to code

2. Permits and fees pro-

cess is fully funded

1. Develop a bylaw process

2. Develop a regulatory pro-

cess

3. Develop a compliance

process

37

CORE BUSINESS 5: LANDS AND ECONOMIC DEVELOPMENT

Goal 1: Separate Business Governance from Band Governance


1. Economic Development

Corporation created

1. Migrate existing OKIB

businesses and busi-

ness assets to the Ec.

Dev. Corp.

3. Professional manage-

ment of OKIB business-

es


Department established


Plan approved by board.

3. Economic development

corporation is identified

and roles clarified in gov-

ernance framework (see

Core Business 1)# of

dollars earned


Corporation Board Terms

of Reference/Bylaws cre-

ated

2. Develop a Corporate

Business Strategy

3. Develop governance rela-

tionships

4. Create Economic Devel-

opment Plan and Eco-

nomic Development De-

partment

38

Goal 2: Increase Wealth and Employment Growth


1. Maximize the bands return

from the bands commercial

and land assets

2. Leveraged partnership

joint ventures and opportu-

nities

3. More successful band

member businesses

4. Increased capacity to sup-

port band member entre-

preneurs

1. Match or exceed in-

dustry bench marks

2. Match or exceed Oka-

nagan Valley GDP

3. Match or exceed Oka-

nagan Valley Employ-

ment Rate

4. Secure or improve at

least one partnership

per year

5. Increased number of

band member owned

businesses

6. Business analysis for

fee simple lands and

Eagle Rock completed

1. Develop Economic Development

Strategy document

2. Existing Economic Development

priorities 2013-2014 completed

3. Business opportunities analysis of

fee simple lands

4. Business opportunities analysis of

Eagle Rock

5. Develop qualifying process for eco-

nomic development on reserve

6. Advocate for a band entrepreneur

support staff person

7. Provide referrals for entrepreneurs

8. Provide library and clearinghouse

for entrepreneurs

39

Goal 3: Reserve Land Management


1. New Lands and Eco-

nomic Development

department

2. Land management reg-

iment for the OKIB

3. Water security for the

OKIB for the future

4. Band land available for

economic development

5. Optimize business op-

portunities on fee sim-

ple lands

6. Secure and implement

economic partners and

projects

1. Qualified Director hired

2. Trained person in the de-

partment for RLEMP

3. % of existing water li-

censes secured

4. # of new licenses granted

5. # of development areas

that have been designated

and have master plans

completed

1. Hire a Director of Lands

and Economic Develop-

ment

2. Implement RLEMP

3. Inventory and secure all

existing water licenses

and expand water licens-

es

4. Collaborate on LUP with

Public Works and Hous-

ing

5. Collaborate with TSD

watershed planning and

water and wastewater

management plan

6. Maintain existing land

management functions

7. Designations for eco-

nomic development pro-

jects

8. Highest and best use

master plan development

areas

40

CORE BUSINESS 6: NATURAL AND CULTURAL RESOURCES MANAGEMENT

Goal 1: Establish TSD Corporation

Goal 2: Protect Natural and Cultural Resources


1. TSD Corporation creat-

ed

2. Delegation of business

lines

3. Corporate articles are

consistent with financial

administrative bylaws

1. Sufficient revenue to self

fund

2. TSD Operations Plan is


Council

3. Business Plan is written

and as needed is con-

sistent with the Econom-

ic Development Corpora-

tion (see Core Business

5)

1. Develop and get ap-

proved an Operations

Plan and budget for TSD

Corporation

2. Develop a Corporate

Business Plan


1. Off Reserve priority ar-

ea Watershed Plan

complete

2. Effective Referrals

Management Policy

3. Referrals Decision

Making Framework

4. Cultural Heritage Policy

completed

5. Legally defensible da-

taset

6. Reserve lands free of

UXOs

1. # of Referrals through

Referrals system

2. # of Projects (old and

proposed) legally defen-

sible projects that are

available to OKIB

3. Reduction in # of file

storage boxes used to

store information

4. Acres of lands cleared of

UXOs

1. Information Management

2. Develop Strategic Plans

3. Research

4. Develop Cultural Heritage

Policy

5. Develop a legally defen-

sive research dataset of

Okanagan culture on the

land, past and present

6. Develop and prioritize an

off reserve watershed

plan that links to water

master plan and lands

water security

7. Work with DND to re-

move UXOs from reserve

lands

41

Appendix 1: Chief and Council Planning priorities addressed in

Strategic Plan

Key: Strategic Priority (SP), Core Business (CB), Goal (G), Outcome (O), Action (A)

OKIB Council Strategic Planning Session Report Oct 11-12 2013, Chief and Council Directives

Location in OKIB Strategic Plan

1. Communication and Member Engagement Strategy

Strategic Priority 1, and CB2 G1 O5.

regular printed newsletter, web-site always updated, do a ‘morning start’ update

CB2, G1 O5. - Communication and engage-ment strategy to strengthen OKIB band

Need to improve two-way communication CB2 G1 O5 and A7

Hire a communications specialist CB2 G1 A7

Develop a professional communications and engage-ment strategy and plan

CB2 G1 O5

Implement and track progress Inclusion of performance measures in Strate-gic Plan, and departmental operational plans and work plans (for those that have them)

Host a 2 day or 3 day AGM with graduation ceremonies included

To be developed as part of CB2 G1 O5

2. Governance Review Strategic Priority 2 and CB1 G1

Review Organization Chart, finalize organizational struc-ture

CB1 G1 O4, CB2 G2 A3

Establish roles and responsibilities (Chief & Council, administration)

CB1 G1 O4, A10

Review all job descriptions (managers & members) As part of CB2 G1 A5

Identify and prioritize needed systems, policies and pro-cedures

CB2 G1

Conduct a staff review and staff evaluations – need ex-cellent managers, need to shift organizational culture towards productivity and empowerment

CB2 G1 A5, O4

Need efficiency and productivity measures addressed in CB2 G1 O1

Staff in early/late, misuse of leave addressed in CB2 G1 O1

Staff on social media during working hours addressed in CB2 G1 O1

Need to monitor timeliness on computers addressed in CB2 G1 O1

Permissions on network and computers addressed in CB2 G1 O1

Need to minimize staff turnover addressed in CB2 G1 A6

Conduct a program review CB2 G2

42



Establish work plan and tracking for all projects

The next level of detail after Chief and Coun-cil Strategic Planning is Departmental Strate-gic and Operational Planning (TBD) (see TSD Strategic and Operational Plan,2014)

Conduct a funding review – is OKIB accessing all availa-ble funds?

addressed departmentally at this time, not explicitly addressed in strategic plan but fund-ing addressed in CB2 G2 O2.

Conduct a policy review and a committee system review Policy review: CB2 G1 O1 Committee system review: CB1 G1 O5

Improve accountability – 90 % of all motions not getting done

Strategic and operational planning provide context for Chief and Council strategic priori-ties, motions should be mostly consistent with Strategic Plan

Develop a grievance process for staff and community CB2 G1 O1

Recruitment needs to:

CB2 G1 A10

Reflect our values

Ensure fairness – HR hiring policies, how all mem-bers are treated by band (administration and Council)

Executive Director to provide current organizational framework for review and possible modification

Governance framework addressed in CB1 G1 O1

Executive Director to provide list of policies and proce-dures and systems for prioritizing and sequencing

Policy suite outcome is in governance frame-work CB1 G1

Establish governance strategy and plan CB1 G1

Implement and track (progress reports)

The next level of detail after Chief and Coun-cil Strategic Planning is Departmental Strate-gic and Operational Planning (TBD) (see TSD Strategic and Operational Plan,2014)

Review hiring practices (Chief and Council’s role, hiring reports)

CB2 G1 O1

Develop a social media policy addressed in CB2 G1 A2

Digitize records Potentially addressed in CB2 G1 O3 and it may be part of TSD Information management CB6 G2 A1

3. Finance Budgeting and Reporting Strategic Priority 3

Timely reporting, regular and updated budgets, im-proved transparency and accountability

CB2 G1 A3 O1/2

New Finance by-law in place CB2 G1 A1

43



New financial systems in place CB2 G1 O2

January planning meeting for budgets specific action not addressed – can be in ad-min work plan for example

4. Economic Development Strategy Strategic Priority 4 and CB5

We need both revenue and jobs, Essential to pay for all other parts of our plan

CB5 G2

Need to retain community grads CB2 G2 A1

Land management – OK Leasing CB4 G1 O1

MOT and POH funds set aside POH not defined

Develop Economic Development Strategy and plan, with priority projects identified

CB5 G2 A1

Become a utility (water and waste water management) CB4 G1 O7, and CB4 G1 A2 and CB4 G1 A7 and CB4 G1 A11

5. Land Use Plan Strategic Priority 5

Focus on Land use on reserve CB4 G1 O1

Must include water systems, infrastructure / roads CB4 G1 O2

Key piece to economic development and community development

Not specifically addressed

Need community facilities (ie. buildings, parks, institu-tions)

CB4 G1 O2

Plan for Elder’s building (Blue Bird) CB4 G1 O8

Need to upgrade sixplex and fence all rentals specific action not specifically addressed

St. Anne’s Hill; This is connected to all reserve road is-sues; Need to resolve MOT claims on reserve lands

CB1 G2 A5

Community development; More housing for young peo-ple (revenue source)

CB4 G1 O2, O10

Daycare services not explicitly addressed in strategic plan

Arrears policy addressed in CB4 G1 O10

Land Use Plan underway, need a long-term plan CB4 G1 O1

Must establish bylaws to support plan when completed (short term: dog bylaw, range bylaw)

CB4 G3 A1

Review OLH (Lands and Planning separate divisions) Not specifically addressed in strategic plan, may come up in CB1 G1 O4

6. Intergovernmental Affairs / Negotiation Strate-gy

Strategic Priority 6 and CB1 G3

High risks for band, high rewards, important results (HIGH PRIORITY)

Addressed as part of CB1 G3 A2

Settle land claims CB1 G2 A5

44



Settle Land Claims; ONA responsibility CB1 G2 A5

Need to establish an approach to other governments (FNs, Federal, Provincial, Local) for these negotiations and other current and future issues

CB1, Goal 3

HR / budget / legal gaps – big files not being properly resourced

Inherently being dealt with via strategic plan-ning process - Budget estimates are part of strategic plan, fundraising can occur depart-mentally as well as defining how corporate profits are dispersed

Consider developing an “Intergovernmental Affairs” de-partment

CB1 G3 A1, O1

Executive Director to organize process / meetings to develop a plan or strategy (understand risk and possible outcomes)

CB1 G3 A2

7. Resource Management Plan Strategic Priority 7.

RMP, On and off reserve CB6 G2 O1 and CB4 G1 O1

“homeland security” – oversee activities in Territory (suggestion: put map of territory on front page web-site)

CB1 G2 A1

Identify resources

Budget estimates are part of strategic plan, fundraising can occur departmentally as well as defining how corporate profits are dis-persed

8. Member Preventative Health and Lifestyle Plan Strategic Priority 8.

Promote healthy lifestyles (preventative actions) CB3 G1

Address healing – overcome feeling of isolation, being left out

CB3 G3 O2 and O3

Address issues of drugs and alcohol May be addressed as part of CB3 G1

Address mental health CB3 G1 A1

Address the cause and core issues that lead to poor physical and mental health

CB3 G1 A8

Need mental health dollars/funding fundraising is a departmental activity likely contained in operational planning when de-veloped

Need daycare services Potentially in CB3 G3 O5

Develop an integrated health strategy – include Educa-tion, Culture, Economic Development (Directors Group is good vehicle to promote integration and innovation)

Interdepartmental health topic collaboration not specifically considered in the strategic plan

45



9. Education – Life Skills and Job Skills Training Plan

Strategic Priority 9.

There is a need to look beyond academic (e.g. human capital)

addressed in CB3 G3 A1 and CB3 G3 O1 and O2

Life skills training CB3 G3 A3

Job skills training CB3 G3 A3

Develop an integrated life skills and training plan – in-clude Education, Culture, Economic Development (Directors Group is good vehicle to promote integration and innovation

CB3 G3 A3

Establish funding strategy though private sector and government sources

May be addressed through outcomes and activities in CB3 G1

10. Culture Integration Strategy Strategic Priority 10. and CB3 G2

culturally knowledgeable people are busy and need clear direction as to how they can best contribute

CB3 G2 O1

Need to incorporate our knowledge into schools CB3 G2 A2

Contribute to integrated health strategy and life skills and training strategy

CB3 G3 A3

Directors Group is good vehicle to promote integration and innovation

CB3 G2 A1

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Documents

Okanagan Indian Band · The Okanagan Indian Band Strategic Plan was prepared through a facilitated strategic ... 1858— American gold miners provoked an Indian reaction by an invasion