Successful Strategic Planning

Implementation

Nuu-chah-nulth Economic Development

Corporation

Governance Conference – Day 2

October 28, 2017

Introductions

MNP Team

• Kam Sandhu, CPA

Business Advisor, Aboriginal Services

AgendaOctober 28, 2017

Topic Start Time End Time

Introduction 11:15 am 11:20 am

Hiring a CAO 11:20 am 11:25 am

Roles and Responsibilities 11:25 am 11:30 am

Key Council Relationships 11:30 am 11:35 am

Strategic Planning Process 11:35 am 11:40 am

Successful Implementation 11:40 am 12:00 pm

HIRING A CAO

4

10/28/2017 5

Hire Staff

Community Members

Chief and Council

CAO

Department Managers

(1) Council hires/ dismisses CAO with appropriate skills and experience with input from legal, CPA or HR advisors at appropriate stages.

(1) CAO hires and dismisses all staff.

(1) Applicable Department Manager recommends staff increases, if needed.

CAO Department ManagersSupport Staff and

Contractors

(1) CAO hires all Nation support staff and contractors.

i i

i

ROLES AND RESPONSIBILITIES OF

CHIEF AND COUNCIL

6

Political Roles of Council

General roles and responsibilities

• Representative

o Views and interests of members

o Have a broader understanding of First Nation issues than members

• Council to have good judgement – community’s best interests

• Advocacy

o Government to government

o Determine its own agenda and path

• Public relations with members

o Communicate, listen to member views and wishes, report progress and

financial condition

Functional Roles of Council

General roles and responsibilities

• Setting strategic direction

• Hiring and supervising the CAO

• Protecting and optimizing the community’s

assets

• Making governance policies

• Monitoring the effective use of staff,

committees, and advisors

• Overseeing financial matters

• Overseeing service programs

• Meetings, minutes, and decisions (transparency

and accountability)

Functional Roles of Council

Hiring and supervising the CAO

• Council to develop, empower, and oversee the CAO

• Exercise due diligence by regularly monitoring and evaluating the

CAO

• What happens when there is no CAO in place? What then?

o Understand program policy, terms and conditions of funding/agreement

etc.) that the staff must carry out

o Ensure that Council requests are in accordance with these policies

• Due diligence: requires Council, or individual Councillors, to ask

appropriate questions, seek objective professional advice, and not act on an

issue if there is reason for concern about its outcome

Functional Roles of Council

Making governance policies

• Leader policies

• Staff policies

• Council policies

• Who is responsible for the production of these?

• What areas of policy should be considered?

o Planning (i.e. Council purpose, values, and goals)

o Leading (i.e. Councillor relationship with each other and membership)

o Organizing (i.e. Council relationship with the CAO)

o Controlling (i.e. limits on authority of the CAO)

Functional Roles of Council

Monitoring the effective use of staff, committees, and advisors

• Council has the final responsibility for ensuring that:

o Council policies are implemented

o Staff administer programs and services as intended

o Rules and regulations are applied correctly and consistently

• While council has final responsibility, their job is to monitor, and not do,

the work of the CAO

• In order to monitor the effective use of resources, Council must first:

o Define Council goals and priorities

o Develop policies that define the CAO’s responsibilities

o Ensure the CAO has clear staff policies and procedures

o Develop standards and procedures to measure progress of Council goals

Attributes of Well Functioning Council

• Everyone participates

• Diverse viewpoints are welcomed

• Willingness to debate

• Ask the tough questions

• Understand the issues

• No hidden agendas

• Effective conflict resolution

• A united council that supports a decision that has been made

in good faith in a duly convened meeting) with full possession

of the facts). – AKA: One voice

12

Functional Roles of Council

Summary

Chief and Council

Political Roles

Representative

Advocacy

Public Relations

Functional Roles

Strategic Direction

Hire CAO

Optimize Assets

Government Policy Development

Service Programs

Meetings, Minutes and Decisions

Monitor Staff, Committees & Advisors

KEY COUNCIL RELATIONSHIPS

14

Relationships with Community MembersRoles and Responsibilities

• As owners (collectively) of First Nation assets, community members

play a key role in ensuring good governance

• Community members should monitor Council activities

• It is in the interest of a strong Council to have knowledgeable,

informed community members

• Members should have the right to ask questions in meetings, and

should expect Council to establish grievance and resolution

processes

Relationships with CAO

Roles and Responsibilities

• Is directly accountable only to Council and should have full authority

and accountability for all staff operations

• Should have some autonomy to operate, he or she must work within

the rules and procedures established by Council

• May help Council define its purpose, develop goals strategies and

action plans, and implement Council and staff decision making

processes

• Key management functions of the CAO may include: supporting

Council; recommending policies and standards; building and

maintaining the First Nation council office; public relations; and,

providing an “emergency backup” system

STRATEGIC PLANNING

17

Develop the Strategic Plan

Community Members

Chief and Council

CAO

Department Managers

(1) Council conducts a strategic planning

exercise to discuss 3 to 5 year plan of

Nation. Seeks input from community

members.

(2a) CAO writes Strategic Plan

(or delegates / contracts out)

based on Council’s discussion.

(2b) Department

Managers provide

input in the

development of

the plan.

(2c) CAO finalizes plan and

recommends to Council for

approval.

iProvide

input.

(3) Council approves final

strategic plan and shares

with community members.

January – March (last quarter)

approve strategic plan to

inform operating plans

Suggested

timelineJuly 1st of final year in strategic

plan - begin 5 year planning

discussions

December 31st

complete 5-year

planning

discussions

What is a successful implementation process that anyone

has used?

Strategic Planning

• Gather and

review

information

• Ensure

community

buy in and

engagement

• Meet with

Chief and

Council to

confirm

vision,

mission

and top

priorities

• Interview

department

managers

and their

teams to get

top priorities

+ challenges

• Receive

feedback to

finalize in

Phase 4

• Include

budgets

(capture of

excel sheet)

• Finalize 10

year action

plans along

with reporting

tools

• Analyze

results to

form strategic

objectives

and key

priorities

• Ensure

funding is

available

• Create an

Internal /

External

strategic

plan, a

working copy

and one

which is used

to engage

with the

community

• Receive

reporting

from

departments

to C&C to

ensure

Strategic

Planning is

working

High Level Steps in Support of Planning

2.Understand

vision and

mission

3. Kick off

meeting with

managers

4. Narrow

down top

priorities

with Council

1.Incorporate

CCP into

SPP (if

available)

5. Create an

Internal /

External SP

6. Receive

feedback

from

departments

Strategic Planning

• Gather and

review

information

• Ensure

community

buy in and

engagement

• Meet with

Chief and

Council to

confirm

vision,

mission and

top priorities

• Interview

department

managers

and their

teams to get

top priorities

+ challenges

• Receive

feedback to

finalize in

Phase 4

• Include

budgets

(capture of

excel sheet)

• Finalize 10

year action

plans along

with reporting

tools

• Analyze

results to

form strategic

objectives

and key

priorities

• Ensure

funding is

available

• Create an

Internal /

External

strategic

plan, a

working copy

and one

which is used

to engage

with the

community

• Receive

reporting

from

departments

to C&C to

ensure it

Strategic

Planning is

working

Leverage Community Planning Processes

2.Understand

vision and

mission

3. Kick off

meeting with

managers

4. Narrow

down top

priorities

1.Incorporate

CCP into

SPP (if

available)

5. Create an

Internal /

External SP

6. Receive

feedback

from

departments

Community Vision

Comprehensive

Community Planning

(CCP): Consider

feedback needs and

feedback of the

community

Key positions

filled by own

qualified

members

Environmentally

sound &

sustainable

resources

Self-

sustaining; no

INAC

Healthy people

& families

Parks, ball-fields,

trails

Integrated

departments &

services

Communities working

together – including non-

Native – relationships/

partnerships with

municipalities & other

businesses

Entrepreneurship

Seniors Centre

No

unemployment

Culturally

grounded:

language &

culture

Contributing

members

Transportation &

infrastructure

Very low # of SA

recipients

Connected

communities

Double the population

100%

graduation rate

including post-

secondary &

trades

Healthy houses –

enough for all

Strong

governance

Own education

facilities

Recreation Centre

Seniors Centre

Elders

Strategic Planning

• Gather and

review

information

• Ensure

community

buy in and

engagement

• Meet with

Chief and

Council to

confirm

vision,

mission and

top priorities

• Interview

department

managers

and their

teams to get

top priorities

+ challenges

• Receive

feedback to

finalize in

Phase 4

• Include

budgets

(capture of

excel sheet)

• Finalize 10

year action

plans along

with reporting

tools

• Analyze

results to

form strategic

objectives

and key

priorities

• Ensure

funding is available

• Create an

Internal /

External

strategic

plan, a

working copy

and one

which is used

to

communicate

with the

community

• Receive

reporting

from

departments

to C&C to

ensure it

Strategic

Planning is

working

Vision, Mission, Guiding Principles Important

2.Understand

vision and

mission

3. Kick off

meeting with

managers

4. Narrow

down top

priorities

1.Incorporate

CCP into

SPP (if

available)

5. Create an

Internal /

External SP

6. Receive

feedback

from

departments

Strategic Planning

• Gather and

review

information

• Ensure

community

buy in and

engagement

• Meet with

Chief and

Council to

confirm

vision,

mission and

top priorities

• Interview

department

managers

and their

teams to get

top priorities

+ challenges

• Receive

feedback to

finalize in

Phase 4

• Include

budgets

(capture of

excel sheet)

• Finalize 10

year action

plans along

with reporting

tools

• Analyze

results to

form strategic

objectives

and key

priorities

• Ensure

funding is available

• Create an

Internal /

External

strategic

plan, a

working copy

and one

which is used

to

communicate

with the

community

• Receive

reporting

from

departments

to C&C to

ensure it

Strategic

Planning is

working

Discuss Department Plans

2.Understand

vision and

mission

3. Kick off

meeting with

managers

4. Narrow

down top

priorities

1.Incorporate

CCP into

SPP (if

available)

5. Create an

Internal /

External SP

6. Receive

feedback

from

departments

Department Strategies and Costs2. Department Funding Requests

Road Maintenance re-surfacing 100,000 100,000 100,000 100,000 100,000 20,000 20,000 20,000 20,000 20,000

Administration/Heritage Centre/Community Centre 15,000 15,000 3,000,000

Road Side Brush Cutting 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000

Water/Sewerlines/Lagoon/Sewerfield/fenceline cutting 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000

New Sub-division planning -engineering 30,000

Sub-division construction (for new homes) IR 200,000 200,000

Total Public Works and Capital 4,969,500$ 187,500 342,000 635,000 3,355,000 125,000 45,000 145,000 45,000 45,000 45,000

Housing

Emergency Housing Repair-Elders 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000

New Vehicle for Carpenter 25,000

Additional Carpenter 35,000 35,000 35,000 35,000 35,000 35,000 35,000

Total Housing 520,000$ 50,000 25,000 25,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000

Fisheries

Motor for Adventure 2

New skiff engine or used skiff 10,000

Build two smokehouses 10,000

Fisheries Coordinator 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000

Total Fisheries 680,000$ 83,000 93,000 63,000 63,000 63,000 63,000 63,000 63,000 63,000 63,000

Community Centre

Bus and driver increase (participant transportation) 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000

Increased recreation budget 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000

Replace vans 35,000

Annual staff training 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000

Pave parking lot 20,000

Total Community Centre 871,500$ 130,000 126,000 101,000 84,500 71,000 71,000 75,000 71,000 71,000 71,000

Health

Bathtub replacement 10,000

Mental health and wellness support worker 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000

Replace vehicle fleet within 10 years of age

Total Health 1,085,000$ 180,000 105,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

Culture Development

Salary and benefits (Director,Administration Assistant, and Language Instructor) 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000

Elder language specialists 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000

Language Community Instructors 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000

Culture and Language program for Chief and Council 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000

Overhead 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000

Total Hul'qumi'num Culture Development 2,250,000$ 225,000 225,000 225,000 225,000 225,000 225,000 225,000 225,000 225,000 225,000

EDUCATION

1. Primary School

Improve school infrastructure 4,500

Landscaping around the school 10,000

Signage program to support visitors (school, daycare, and health centre) 15,000

Parent skill development / strategy (Manager and support personnel) 90,000 90,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000

Total Shxixnutun Primary School 689,500$ 119,500 90,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000

Overall Departments Discretionary Total 11,618,000$ 1,101,000$ 1,094,500$ 1,295,000$ 3,983,500$ 740,000$ 660,000$ 764,000$ 660,000$ 660,000$ 660,000$

Strategic Planning

• Gather and

review

information

• Ensure

community

buy in and

engagement

• Meet with

Chief and

Council to

confirm

vision,

mission and

top priorities

• Interview

department

managers

and their

teams to get

top priorities

+ challenges

• Receive

feedback to

finalize in

Phase 4

• Include

budgets

(capture of

excel sheet)

• Finalize 10

year action

plans along

with reporting

tools

• Analyze

results to

form strategic

objectives

and key

priorities

• Ensure

funding is available

• Create an

Internal /

External

strategic

plan, a

working copy

and one

which is used

to

communicate

with the

community

• Receive

reporting

from

departments

to C&C to

ensure it

Strategic

Planning is

working

Prioritize Department Plans for Investment

2.Understand

vision and

mission

3. Kick off

meeting with

managers

4. Narrow

down top

priorities

1.Incorporate

CCP into

SPP (if

available)

5. Create an

Internal /

External SP

6. Receive

feedback

from

departments

Strategic Planning

• Gather and

review

information

• Ensure

community

buy in and

engagement

• Meet with

Chief and

Council to

confirm

vision,

mission and

top priorities

• Interview

department

managers

and their

teams to get

top priorities

+ challenges

• Receive

feedback to

finalize in

Phase 4

• Include

budgets

(capture of

excel sheet)

• Finalize 10

year action

plans along

with reporting

tools

• Analyze

results to

form strategic

objectives

and key

priorities

• Ensure

funding is available

• Create an

Internal /

External

strategic

plan, a

working copy

and one

which is used

to

communicate

with the

community

• Receive

reporting

from

departments

to C&C to

ensure it

Strategic

Planning is

working

Develop Draft Strategic Plan

2.Understand

vision and

mission

3. Kick off

meeting with

managers

4. Narrow

down top

priorities

1.Incorporate

CCP into

SPP (if

available)

5. Create an

Internal /

External SP

6. Receive

feedback

from

departments

Strategic Planning

• Gather and

review

information

• Ensure

community

buy in and

engagement

• Meet with

Chief and

Council to

confirm

vision,

mission and

top priorities

• Interview

department

managers

and their

teams to get

top priorities

+ challenges

• Receive

feedback to

finalize in

Phase 4

• Include

budgets

(capture of

excel sheet)

• Finalize 10

year action

plans along

with reporting

tools

• Analyze

results to

form strategic

objectives

and key

priorities

• Ensure

funding is available

• Create an

Internal /

External

strategic

plan, a

working copy

and one

which is used

to

communicate

with the

community

• Receive

reporting

from

departments

to C&C to

ensure

Strategic

Planning is

working

Receive Feedback

2.Understand

vision and

mission

3. Kick off

meeting with

managers

4. Narrow

down top

priorities

1.Incorporate

CCP into

SPP (if

available)

5. Create an

Internal /

External SP

6. Receive

feedback

from

departments

END – THANK YOU!

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