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July 2017
STRATEGIC PLAN
JULY 2017 – APRIL 2021
MISTAWASIS NÊHIYAWAK
1
TABLE OF CONTENTS CHIEF AND COUNCIL’S AUTHORIZATION OF THE STRATEGIC PLAN 2
EXECUTIVE SUMMARY 3
1. STRATEGIC PLANNING APPROACH 4
2. VALUES, VISION AND MISSION 5
2.1 Vision and Mission Statements 5
2.2 Values 5
3. ORGANIZATIONAL OVERVIEW 6
3.1 Background 6
3.2 Description of Programs 7
4. STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS 10
(SWOT) ANALYSIS
5. STATEMENT OF GOALS 11
6. OPERATION PLAN 12
7. PERFORMANCE MANAGEMENT 21
7.1 Communications 21
7.2 Monitoring 21
7.3 Evaluation 21
APPENDICES 22
Appendix A – Organization Chart 22
Appendix B – List of Participants 23
2
CHIEF AND COUNCIL’S AUTHORIZATION OF THE STRATEGIC PLAN
DATE: July 21, 2017
MOTION: Move to approve Mistawasis Nêhiyawak’s 4-year Strategic Plan
from July 2017 to April 2021 as presented.
MOVED BY: Councillor Steven Johnston
SECONDED BY: Councillor Melvin Watson
ALL IN FAVOUR: Carried: Chief Daryl Watson, Councillor William Badger,
Councillor Robin Daniels, Councillor Norma Johnstone,
Councillor Steven Johnston, Councillor Melvin Watson
Chief and Council
Left to Right: Councillor Norma Johnstone; Councillor Robin Daniels; Chief Daryl Watson;
Councillor Steven Johnston; Councillor William Badger; and Councillor Melvin Watson
3
EXECUTIVE SUMMARY
Mistawasis Nêhiyawak is located 100 kilometres west of Prince Albert, Saskatchewan, 150 kilometres
north of Saskatoon and 150 kilometres east of North Battleford. There is a total of twelve (12) reserves set
aside for Mistawasis Nêhiyawak.
Members of Mistawasis Nêhiyawak are Plains Cree. The total registered population as of May 2017 is
2,740, with approximately 1,203 residing on-reserve and 1,537 off-reserve1.
Mistawasis Nêhiyawak is governed by a Chief and five (5) Councillors. The day-to-day functions of the
government are overseen by the Director of Operations (refer to Appendix A - Organization Chart).
The Chief and Council and Directors took the initiative to create a new Strategic Plan. To provide clear
direction, two (2) strategic planning workshops were facilitated by an external consultant as follows:
1. May 23 and 24, 2017 - Joint session with Chief and Council and Directors at the Saskatoon Inn,
Saskatoon, SK.
2. May 31, 2017 – Session with Directors at the Saskatoon Tribal Council, Saskatoon, SK.
New vision and mission statements and values were created:
Vision - In the spirit of Mistawasis, we honour Nêhiyawak traditions as we advance our
Nation.
Mission - Mistawasis Nêhiyawak will protect our Treaties, our community, our lands and
our resources.
Values are leadership, integrity, synergy and innovation.
Internal strengths and weaknesses were identified, as well as external opportunities and threats (SWOT
analysis). Based on the SWOT analysis, goals were set over a four (4) year timeframe to coincide with the
newly elected Chief and Council’s term of office. Next, an operation plan was formed, which will guide
the Chief and Council, Directors and staff on the future direction of Mistawasis Nêhiyawak.
Each Program Director is responsible to develop or revise its work plan to complement this Strategic
Plan. These work plans will provide the detail on how each program will contribute to the overall success
of this Strategic Plan.
The Chief and Council and Directors are pleased to provide the Mistawasis Nêhiyawak Strategic Plan to
the membership and stakeholders.
1 Source: Indigenous and Northern Affairs Canada
4
1. STRATEGIC PLANNING APPROACH
Chief and Council and Directors followed the strategic planning steps that are outlined below. This
process began with the need to create a new Strategic Plan that will coincide with the term of the newly
elected Chief and Council. Participants included Chief and Council and Directors. These groups
participated in workshops facilitated by an external consultant.
New vision, mission and values were created by the group. The workshops identified the internal
strengths and weaknesses and external opportunities and threats of Mistawasis Nêhiyawak. Based on
these workshops, the group identified key issues that require the attention of Chief and Council and
Directors so they can provide quality programs and services to the membership. An operation plan was
developed to address and prioritize these issues, and to recommend solutions.
Create vision, mission & values
Identify strengths, weaknesses,
opportuniies & threats
Goal setting
Design operation plan
Implementation
Monitoring & evaluation
5
2. VISION, MISSION AND VALUES
2.1 VISION AND MISSION STATEMENTS
The vision statement will provide direction to Mistawasis Nêhiyawak, offer inspiration and give them a
sense of purpose for the next four years.
The mission states the primary purpose of Mistawasis Nêhiyawak and guides its decision-making.
The vision and mission statements of Mistawasis Nêhiyawak are as follows:
2.2 VALUES
The values of Mistawasis Nêhiyawak will guide and shape our organizational culture and beliefs. These
values will help us unite when we deal with various issues. Our values will form an ethical foundation for
Mistawasis Nêhiyawak and guide the behaviour of our members, leaders, management and staff.
Leadership – Independence, guidance,
protectors, management…
Integrity – Honesty, good character,
decency, fairness, sincerity,
truthfulness…
Synergy – Working together for greater
effect…
Innovation – Creating new, advanced
and unique programs and services…
Vision• In the spirit of Mistawasis, we honour
Nêhiyawak traditions as we advance our Nation.
Mission• Mistawasis Nêhiyawak will protect our Treaties,
our community, our lands and our resources.
Leadership
Integrity
Synergy
Innovation
6
3. ORGANIZATIONAL OVERVIEW
3.1 BACKGROUND
Chief Mistawasis signed Treaty 6 on August 23, 1876, at Fort Carlton,
Saskatchewan. On May 17, 1889, 77 square miles of land was set aside for
the use and benefit of members of Mistawasis Nêhiyawak. In the past,
Mistawasis Nêhiyawak utilized its land base for agriculture, fishing, hunting,
fur trapping, silviculture, logging, herbs and craft materials.
Mistawasis Nêhiyawak current reserve lands are described as:
NAME ACRES
1. Mistawasis 103 30,997.6
2. Mistawasis 103A 163
3. Mistawasis 103B 336
4. Mistawasis I.R. 103G 69
5. Mistawasis I.R. 103J 625
6. Mistawasis I.R. 103E 19.8
7. Mistawasis I.R. 103F 315
8. Mistawasis I.R. 103H 318.8
9. Mistawasis I.R. 1031 146.5
10. Mistawasis I.R. 103L 160
11. Mistawasis 103C 299.7
12. Mistawasis 103D 4,813.9
TOTAL 38,264.3
The population of Mistawasis Nêhiyawak is 2,740 as of May 2017, with approximately 1,203 residing on-
reserve and 1,537 off-reserve. Off-reserve members live primarily in Saskatoon, Leask and Prince Albert.
Mistawasis Nêhiyawak is one of the seven member First Nations of the Saskatoon Tribal Council and a
member First Nation of the Federation of Sovereign Indigenous Nations.
7
3.2 DESCRIPTION OF PROGRAMS
C.M. LEDOUX HEALTH CENTRE
In 2014, C.M.Ledoux Health Centre (Health Centre)
was accredited with commendation. It is on a 4-year
cycle of surveys to ensure on-going provision of the
highest quality of health care services for Mistawasis
Nêhiyawak members and their families.
One of the priorities of Chief and Council is capacity
development. The Health Centre is currently in the
transition stage of disengagement from the
Saskatoon Tribal Council Health & Family Services.
Mistawasis Nêhiyawak is in the process of assuming
full management and control over its health
programming.
Ongoing strategic planning includes re-structuring
programs to incorporate Mistawasis Nêhiyawak
customs and traditions, such as traditional medicines, ceremonies, traditional parenting and communal
child rearing. The Health Centre is one part of the community circle of care being created to protect our
children, our families and our future.
IRON BUFFALO CENTRE
Iron Buffalo Centre (IBC) was created with the vision to
prepare our people for the future, to provide hope,
opportunities, skills and training and employment. The
mission of IBC is building capacity by providing for the
community through education, training and employment
programs and services enhancing the quality of life for the
individual, the family and the community.
Outlined below are the education, training and employment
programs and services delivered by IBC:
1. Aboriginal Skills and Employment Training Strategy
(ASETS)
Since 1999, Mistawasis Nêhiyawak has an ASETS
Funding Agreement with Service Canada.
The purpose of the agreement is to deliver services and
programs that will increase Aboriginal client participation in
the Canadian labour market.
2. Building Nêhiyawak Demonstration Project
IBC provides demand-driven education in construction trades and general construction work
for community members, including surrounding communities.
Undertake additional activities related to training and employment programming.
8
A training centre has been established on-reserve to serve community members.
An intake assessment is undertaken for all participants to determine and address barriers to
training and employment.
3. Above and Beyond the Borders of the Agreement – Innovative Approaches
In 2013, IBC signed a 3-year Workforce Development Agreement with Saskatchewan,
Ministry of Economy.
IBC provided client intake, case plan management and reintegration to education, training
and employment opportunities.
The goal was to ensure all clients had accessibility and opportunity for lifelong success.
IBC currently has 400 case files which will result in 165 employment ready participants,
including youth, women, disabled and indigenous peoples.
PUBLIC WORKS
PW employs 10 staff, contractors and casual employees. Public Works (PW) includes maintaining,
repairing and coordinating replacement of all the infrastructure in Mistawasis Nêhiyawak, including:
Roads;
Community buildings;
Water treatment plants;
Underground water distribution systems and waste water systems;
Sewage;
Septic systems;
Lagoons;
Cisterns;
Wells;
Community transfer station;
Fueling facility;
Fire protection; and
Emergency planning.
Capital Projects that have been prioritized are school renovations; community drainage; lagoon
expansion; Hounor the Water; lake restoration; low pressure water line; LPW & satellite water plant
conversion; subdivision; road improvements, including paved roads.
Operational comments from outside agencies who inspect the transfer station have advised it is one of the
best run facilities in Saskatchewan.
PW is the only one in Canada to have portable testing equipment and training, which tests for lead and
other harmful elements in water. The water treatment supervisor is a fully certified class 2 operator and
provides assistance to local First Nations that require assistance when requested.
HOUSING
Current housing stock consists of:
CHMC Units - 61
Band Units - 119
9
TOTAL - 185
MISTY VENTURES INC.
In 2011, Mistawasis Nêhiyawak made the
decision to separate business from governance.
An application was submitted to the Business
Ready Investment Development Gateway
(BRIDG) Program. BRIDG was a program
created by INAC and was administered by a
private equity firm, Westcap Management Ltd.
Mistawasis Nêhiyawak was one of 9 First
Nations selected to become business ready. Misty
Ventures Inc. was created.
In 2013, Misty Ventures Inc. restructured with a
new Board of Directors, which consisted of
business-minded band members. In 2013 to 2015,
the board undertook strategic planning,
registering the business and getting the finances
in order.
In January 2016, the board hired Robert Daniels,
MBA as CEO of Misty Ventures Inc. To date,
Misty Ventures Inc. has created a total of 7
prosperous companies.
Misty Ventures Inc. works closely with Iron
Buffalo Centre to create employment for band
members that will help stimulate our economy.
The team at Misty Ventures Inc. is committed to
success because we care about the future of our
people, lands and resources.
10
4. STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS (SWOT)
ANALYSIS
S W
O T
*Rich history
*Good progressive governance
*4-year term for Chief & Council
*Knowledgeable & trained HR
*Iron Buffalo Center
*Land Code to govern our lands
*Fully accredited Health Center
*Headstart is nationally recognized
*New facilities for water treatment,
sewage & garbage collection
*IT department & community network
*Large youth population
*Radio station on reserve CHEC 93.7
FM
*Poor communication
*Lack of community engagement
*Losing our culture & language
*Addictions & mental health issues
*Staff working in isolation
*Roads not paved & need upgrading
*Policies are not being enforced
*No in-house proposal writers
*Lack of volunteers
*Lack of housing & community facilities
*Dependency cycle
*Lack of support for urban members
*Problems recruiting a CPA
*Seek meaningful partnerships
*TLE & Specific Claims
*Part of FNFA & FNFMA
*U of S Indigenous Mentor in Residence
is a member from Mistawasis
*Recruit off reserve members
*First portable testing equipment in
Canada
*Be proactive with RM’s
*Formulate tax regime
*Proposal-based initiatives
*Create own tribunal and laws
*Pursue international relationships
*External drug dealers & gangs
*CFS disputes with SK & STC
*Competing with FNs for same funds
*Lack of funds to complete projects
*Epidemic or pandemic effects
*FNs buying land in our traditional lands
*Intellectual property may be stolen
*Technology is constantly changing
*New laws & legislative changes
*Brain drain
*Changes in government
*Environmental & natural disasters
*Duty to consult not followed by SK
Internal
Factors
External
Factors
Positive Negative
SWOT
ANALYSIS
11
5. STATEMENT OF GOALS
The importance of setting goals is to identify broad primary outcomes. Mistawasis Nêhiyawak’s main
goals include:
Improve the quality and efficiency of internal and external communication.
Revive, practice and preserve the traditions, culture and language of Mistawasis Nêhiyawak.
Rebuilding the governance house of Mistawasis Nêhiyawak.
Enhance and sustain community to enable Mistawasis Nêhiyawak to prosper.
12
OBJECTIVES DELIVERABLES PERFORMANCE
MEASURES
RESPONSBILITY TIME
FRAME
STATUS
GOAL - Improve the quality and efficiency of internal and external communication.
Research, develop and implement a
Communications Strategy,
including:
Target audience/
stakeholders
SWOT analysis
Key messages
Communication methods
(i.e. website, social media,
CHEC 93.7 FM radio, on
and off-reserve meetings,
newsletters, press releases)
Examine the feasibility of
hiring or contracting a full
time or part time
Communications Officer
Community engagement
Budget allocation
Communications
Proposal and Budget
Communications
Strategy
Communications Policy
Single-based database
of members
New and maintained
website
Official Facebook page
Newsletters
Compare number of
members and
stakeholders reached
on an annual basis
Update and compare
annual SWOT
analyses
Participation rates of
members and
stakeholders engaged
Number of website
hits
Number of outgoing
and incoming emails
Number of members
joined on official
Facebook page
Participation rates of
members on social
media
Number of radio
listeners
Director of
Operations
Sept 2017
6. OPERATION PLAN
13
OBJECTIVES DELIVERABLES PERFORMANCE
MEASURES
RESPONSBILITY TIME
FRAME
STATUS
Number of radio call-
ins
Number of radio
interviews conducted
with Council and staff
Number, type and
attendance at on and
off-reserve meetings
Number and type of
information distributed
Research, develop and implement a
Marketing and Consultation
Strategy, including:
Explanation of logo
Community profile
Brand identity
Website
Media types used (print,
web, social)
Consultation process
Marketing and
Consultation Proposal
and Budget
Marketing and
Consultation Plan
Marketing and
Consultation Policy
New and maintained
website
Marketing materials
How do you compare
against your
competition?
Number, type and
attendance at
consultation meetings
Number and type of
events
Number and type of
marketing materials
Director of
Operations
Website -
Sept 5,
2017
Marketing
Strategy –
Dec 2017
Update the Information
Technology and Communications
(ITC) by merging audiovisual,
telephone and computer networks
through a common cabling system
Proposal and Budget
Cost savings Director of
Operations
Ongoing
6. OPERATION PLAN
14
OBJECTIVES DELIVERABLES PERFORMANCE
MEASURES
RESPONSBILITY TIME
FRAME
STATUS
GOAL – Revive, practice and preserve the traditions, culture and language of Mistawasis Nêhiyawak.
Work toward self-identity and
belonging, which includes:
Respect for all beliefs and
religions
Critical thinking
Deprogramming
Analytical tools
Regain our traditional
ways
History
Stories
Debriefing
Handbooks, materials,
etc.
Workshops
Number and types of
materials distributed to
members
Number, types and
attendance rates at
workshops
Workshop evaluations
Chief and Council,
Elders, Directors and
members
Ongoing
Review, prioritize, develop and
implement recommendations on
reconciliation from the Truth and
Reconciliation Commission of
Canada: Calls to Action
Reconciliation Action
Plan
Proposal
Number, types and
results of
recommendations
implemented
Director of
Operations, Director
of Health and Special
Projects
April 2018
Revitalize our Cree language,
including:
Curricula for different
grade levels
Hire Cree instructors to
teach Cree at Chief
Mistawasis School
Cree apps
Educate our children and
youth respecting culture
Cree language curricula
Cree language apps
Number of students
enrolled in Cree
immersion classes
Cree language
retention rates
Director of
Education, Training
and Employment
Ongoing
6. OPERATION PLAN
15
OBJECTIVES DELIVERABLES PERFORMANCE
MEASURES
RESPONSBILITY TIME
FRAME
STATUS
and language through
our Elders, ceremonies
Research and document the history
of Mistawasis Nêhiyawak,
including:
Chief Mistawasis
Treaty 6
Oral history from our
Elders
Land claims
Pictures and objects
Mural of our story
Document on the
history of Mistawasis
Nêhiyawak
Number of interviews Special Projects April 2021
Develop and implement cultural
and survival training, including:
Hunting, fishing, trapping
and gathering skills
How to skin and prepare
wild game
How to make a fire
Search and rescue
First aid
Community gardens
Cultural camps
Survival training
Community gardens
Number, types and
attendance rates at
survival training
classes
Number of community
gardens and volunteers
Director of Public
Works
Ongoing
GOAL - Rebuilding the governance house of Mistawasis Nêhiyawak.
Review and update the
organization chart
Updated organization
chart
Analysis of whether
the organization chart
is adhered to
Director of
Operations
June 2017
6. OPERATION PLAN
16
OBJECTIVES DELIVERABLES PERFORMANCE
MEASURES
RESPONSBILITY TIME
FRAME
STATUS
Policy review and development,
including:
Review existing policies
and update them
Develop new policies,
procedures and standards
Terms of Reference (TOR)
for urban representatives
Revised policies
New policies,
procedures and
standards
TOR for urban
representatives
Number and type of
policies revised
Number and type of
policies, procedures
and standards
developed
Director of
Operations
Ongoing
Achieve effective fiscal
management, such as:
Spending within revenue
budget
Controlled deficit spending
Cash flow
Internal controls
Budget monitoring
Reporting
Hire CPA
Internal finance committee
Annual budgets
Job description for
CPA
TOR for Internal
Finance Committee
Monthly reports
comparing actual
income and
expenditures against
budget
Minutes of financial
decisions and actions
Director of
Operations
Ongoing
Hire qualified members and engage
in succession planning
Succession Plan Compare number of
new hires and how
many are members
Director of
Operations
Ongoing
Develop and approve laws, such
as:
Constitution
Election Act
Citizenship Act
Tribunal Act and
Regulations
Financial Management Act
Constitution
Election Act
Citizenship Act
Tribunal Act and
Regulations
Number, type and
attendance rate of
consultation meetings
Number and type of
laws passed
Chief and Council March
2021
6. OPERATION PLAN
17
OBJECTIVES DELIVERABLES PERFORMANCE
MEASURES
RESPONSBILITY TIME
FRAME
STATUS
Financial Management
Act
Establish Youth Council to provide
their perspectives on issues relating
to youth
Terms of Reference
List of Youth Council
members
Number of meetings
per year
Number of youth in
attendance
Chief and Council
and Director of
Education, Training
and Employment
Sept 2018
Seek to engage in self-government
negotiations with Canada,
including:
Framework for self-
government
Mistawasis Nêhiyawak
laws and standards
TOR for negotiations
Framework for self-
government
Meetings with Canada Chief and Council Ongoing
Pursue Treaty Implementation with
AFN, FSIN, STC and the
Government of Canada
Treaty Implementation
documents
Meetings with AFN,
FSIN, STC and
Canada
Chief and Council Ongoing
GOAL – Enhance and sustain community to enable Mistawasis Nêhiyawak to prosper.
Update, complete and approve the
Comprehensive Community Plan
Comprehensive
Community Plan
Number of members
that participated in the
development of the
plan
Number of members
that approved the plan
Director of
Operations and
Special Projects
Oct 2018
6. OPERATION PLAN
18
OBJECTIVES DELIVERABLES PERFORMANCE
MEASURES
RESPONSBILITY TIME
FRAME
STATUS
Number of member
volunteers
Enhance the Lands Department by
completing relevant plans
Land Use Plan
Agricultural Plan
Environmental Plan
Number of new
housing units
Ratio of jobs to
housing
Number and average
size of agricultural
land
Director of
Operations
Director of Lands
First draft
– Oct 2018
Provide and maintain housing
stock based on fairness and a
standardized application process
Housing Policy Number of applicants
on waiting list per year
Number of applicants
approved for housing
per year
Number of applicants
approved for
renovations per year
Director of Housing June 1,
2018
Provide healing and wellness
initiatives to members, including:
Feasibility study of
Transition House
(addictions) and Safe
Home (children)
Application process
Aftercare programming
Feasibility study
Proposal
Type and number of
healing and wellness
initiatives offered per
year
Number of members
that received healing
and wellness
initiatives per year
Director of Health April 2021
6. OPERATION PLAN
19
OBJECTIVES DELIVERABLES PERFORMANCE
MEASURES
RESPONSBILITY TIME
FRAME
STATUS
Undertake health and safety
initiatives to combat issues such as:
Drug dealers and gangs
Emergency and natural
disasters
Community Safety Plan
Emergency
Preparedness Plan
Number of drug
related crimes on-
reserve per year
Number of gang
related crimes on-
reserve per year
Type and number of
health and safety
initiatives held per
year
Director of
Operations
Director of Public
Works and Justice
Director of Health
Special Projects
Director of Lands
Oct 2018
Prepare an inventory of tangible
and intangible assets, including:
Houses
Facilities
Equipment
List of assets
Comparison of
tangible and intangible
assets per year
Directors of
Operations, Lands,
Public Works and
Housing
Oct 2018
Ensure the duty to consult is
adhered to by the Crown by
completing the following:
Traditional land use study
Maps of traditional
territories
Elders’ interviews
Duty to consult procedures
Notice to the Crown
Traditional Land Use
Study
Maps of traditional
territories
Elders’ interviews
Duty to consult
procedures
Number of Elders’
interviews
Number of notices
received from the
Crown per year
Number of
consultations per year
Number of
accommodations per
year
Directors of
Operation, Lands,
Education, Training
and Employment and
CEO
Sept 1,
2017
6. OPERATION PLAN
20
OBJECTIVES DELIVERABLES PERFORMANCE
MEASURES
RESPONSBILITY TIME
FRAME
STATUS
Develop a sustainable community
through the generation of own
source revenue, such as taxation,
agriculture and user fees
Taxation regime
User fee for radio
airtime
Number of members
consulted on Taxation
regime
Number of members
that approved
Taxation regime
Number of members
consulted on user fees
Amount of user fees
collected per year
Directors of
Operation, Lands,
Finance and CEO
Aug 1,
2017
Expand Chief Mistawasis
School from grade 8 to grade 12
Proposal and budget
Chief Mistawasis
School Grade K-12
Number of high school
students enrolled at
Leask School per year
Number of high school
students that will be
enrolled at Chief
Mistawasis School in
Sept 2021
Chief and Council,
Director of
Operations, Director
of Education,
Training and
Employment and
Principal
April 2021
Recognize our youth through
scholarships and awards for
academic, sports and other
achievements
Scholarships
Awards
Type and number of
youth recipients for
awards and
scholarships per year
Director of
Education, Training
and Employment and
Principal
Ongoing
Build outdoor playground and
Skateboard Park for our youth
Proposal and budget
Blueprints
Number of children
and youth using the
park per year
Directors of
Operations and
Public Works
May 2019
6. OPERATION PLAN
21
7. PERFORMANCE MANAGEMENT
7.1 COMMUNICATIONS
One way to promote Mistawasis Nêhiyawak is to share the Strategic Plan 2017-2021 to the members and
stakeholders. This demonstrates the commitment to being proactive planners.
Mistawasis Nêhiyawak would be prepared to communicate the Strategic Plan through a formal
presentation to the members and stakeholders upon request.
7.2 MONITORING
Mistawasis Nêhiyawak will monitor the Strategic Plan through the Director of Operations on a continued
basis. The Director of Operations is responsible to provide quarterly reports to the Chief and Council. The
Director of Operations will meet with Directors on a bi-monthly basis to review and update the progress
of the Strategic Plan and new developments.
Any type of informal feedback from the members and stakeholders will give Mistawasis Nêhiyawak the
ability to make any required revisions.
7.3 EVALUATION
An internal evaluation will occur on an annual basis to identify strengths, weaknesses and gaps with the
intent:
To determine whether the vision and mission statements are clear and give a sense of purpose and
future direction to the Chief and Council and Directors.
To determine whether the goals and objectives are aligned and remain current.
To determine the degree to which the goals and objectives have been attained and to identify any
revisions.
22
APPENDICES
APPENDIX A - ORGANIZATION CHART
23
APPRENDIX B – LIST OF WORKSHOP PARTICIPANTS
NAME POSITION
Daryl Watson Chief
William Badger Councillor
Melvin Watson Councillor
Norma Johnstone Councillor
Steven Johnston Councillor
Robin Daniels Councillor
Louis LeDoux Director of Operations
M. Joslin Pechawis Executive Assistant to Chief and Council
Anthony Johnston Special Projects – Iron Buffalo Centre
Bonnie Daniels Projects Coordinator – Iron Buffalo Centre
Robert (Bobby) Daniels CEO/President – Misty Ventures Inc.
Lawrence Johnston Director of Lands
Piyush Barad Finance
Beverly Wise Director of Health
Michael Horsefall Director of Housing
Russ Head Director of Public Works
Shantelle Watson Director of Education, Training and Employment
– Iron Buffalo Centre
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