SLCN Organizational Review Final Report May 2020

Organizational Review
Final Report
May 1, 2020
Prepared by:
BALLAD GROUP
354, 10113-104 Street,
Edmonton, AB T5J 1A1
1-855-295-7180
www.balladgroup.ca
Table of Contents
STATEMENT OF DUE DILIGENCE ............................................................................................................................ 3
EXECUTIVE SUMMARY.......................................................................................................................................... 4
GUIDING OBSERVATIONS ..................................................................................................................................... 5
COST SAVINGS - OLD STRUCTURE VS. RECOMMENDED STRUCTURE ..................................................................... 5
SUMMARY OF FINDINGS ...................................................................................................................................... 6
RECOMMENDATION #1 - ORGANIZATIONAL STRUCTURE...................................................................................... 7
ORGANIZATIONAL STRUCTURE RECOMMENDATION ............................................................................................... 7
SADDLE LAKE CREE NATION – CURRENT ORGANIZATIONAL STRUCTURE ........................................................ 9
NEW SLCN ORGANIZATIONAL STRUCTURE – ADMINISTRATIVE BRANCH ........................................................... 10
RECOMMENDATION #2 - FINANCE...................................................................................................................... 10
RECOMMENDATION #3 - ECONOMIC DEVELOPMENT ......................................................................................... 11
RECOMMENDATION #4 - ADVISORY BOARDS ..................................................................................................... 12
RECOMMENDATION #5 - COMMUNICATION AND ACCOUNTABILITY .................................................................. 13
SUMMARY OF ORGANIZATIONAL RECOMMENDATIONS..................................................................................... 14
PROCESS IMPROVEMENT ORDER OF IMPLEMENTATION .................................................................................... 14
TIMELINE FOR IMPLEMENTATION ...................................................................................................................... 15
BEST PRACTICES IN SERVICE DELIVERY ................................................................................................................ 16
Economic Development .............................................................................................................................. 16
Treaty ............................................................................................................................................................... 17
APPENDICES – OBSERVATIONS & FINDINGS........................................................................................................ 18
APPENDIX B – JOB DESCRIPTIONS ....................................................................................................................... 54
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Statement of Due Diligence
• The recommendations contained within this report were developed using findings from
consultations and research and analysis within scope of the engagement supported by
decades of relevant experience on the part of the Ballad Consulting team in working
with First Nations and other groups.
• Any final decisions with respect to the recommendations contained in this report
properly rest with elected representatives and administration. Saddle Lake Cree Nation
should conduct its own due diligence and verification in order to ensure optimal
outcomes, both in adopting and in implementing any of the report’s recommendations.
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Executive Summary
The Saddle Lake Cree Nation Organizational (SLCN) Review report provides an identification of
major issues and challenges facing the nation which can be addressed by adjusting the
organizational structure and processes of SLCN Administration and Service Delivery.
Ballad employed a three-step methodology to target the review on the most important
challenges and opportunities facing Saddle Lake Cree Nation:
1 2 3
Assess Evaluate Recommend
What are the underlying How can SLCN improve its

What are the operating
factors that strengthen these operations and organizational
challenges facing SLCN?
challenges? structure?
Narrowing of Focus
Current State Analysis
Additional One-on-One Ballad Findings and
Comparative Benchmarking Consultations Recommendations
One-on-One Consultations Ballad Professional

Experience & Expert Analysis
Ballad’s expert completed 72 interviews with Chief and Council, Tribal Administration, Program
Directors and direct reports. In addition, 95 documents, including Council meeting minutes,
Board meeting minutes, program directors’ meeting minutes, program presentations and
program self-analyses created over the past 24 months, were reviewed. Job descriptions were
reviewed for a majority of program and administrative functions. While not all departments
provided all of the documents that were requested, representatives of all departments except
for Treaty Land Use were interviewed. A total of 137 recommendations, grouped into 21 areas
of focus, were provided from interviewees.
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Guiding Observations
At the outset of the engagement, Ballad was asked to consider, as a cause of the current
inefficiencies and budget shortfall in administration, the hypothesis that the current organization
structure was lacking. Specifically, each department included roles that were ineffective and
unnecessary, and each department lacked a performance management methodology with job
descriptions and a performance review process to ensure efficient operation. The central finding
of this engagement is that the hypothesis of the organizational structure and performance
management within each (or many) departments as the root cause of the issues facing
Administration is false. In fact, each department does have job descriptions and does practice
performance review, at least informally. The challenge exists where the Tribal Administrator,
Chief and Council, and the advisory boards each try to govern, direct, and influence
departmental operation in different ways and in an uncoordinated fashion, resulting in confusion
and erosion of confidence in leadership across the organization. A lack of financial control and
accountability among elected and politically appointed positions, bordering on misappropriation
of funds, further erodes confidence in leadership and employee engagement, and represents a
significant opportunity for savings.
Cost Savings - Old Structure vs. Recommended Structure

One of the key deliverables of completion of the Organization Review by Ballad was to provide
an estimate of the cost savings achieved through adopting the recommended structure as a
result of the project. Immediate savings of approximately $500,000 annually could be realized
through the elimination of the Economic Development Department. As will be described in detail
in further sections of this report, shifting to creation of an independent Economic Development
Corporation to pursue potential opportunities should be adopted.
As described in the section above, the review found that the initial assumptions that the lack of
organizational structure and performance management throughout the organization proved not
to be the case. Therefore, a side by side comparison on a position by position basis would yield
little result. This study does, however, provides evidence that the issues surrounding operational
processes and lack of financial controls and accountability are the main issues and provide
Saddle Lake with the biggest opportunity to realize savings. Ballad estimates that following and
implementing the recommendations outlined in this report, The Nation would likely realize an
additional annual savings of approximately $1.5 to $2 million. The ability for Saddle Lake to take
on these operational process issues in the near future is key to providing the services required
to its members.
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Summary of Findings
Based on the survey’s conduct which includes verbal and written input, Ballad identifies
recommendations for 5 specific areas for immediate consideration by Saddle Lake Cree Nation.
Administrative policies, procedures, and processes are not enforced, and

employees are often not held accountable for their performance,
1 expenses, or outcomes. The current organizational structure places both
Chief and Council and the Tribal Administrator at the head of the
organization, creating significant confusion within each line organization
Organizational
as to who is responsible for managing behaviour. This is impacting
Structure productivity and eroding trust among administrative staff, leading
employees to short-circuit the line organization by appealing directly to
individual Councillors.
2
There are inconsistent and inadequate levels of financial accountability
and controls in place, including in the discretionary spending of
Councillors and leadership. As a result, significant funds are leaking
Finance through unbudgeted Council Administrative accounts, like “Sponsorship”,
“Subcontracts”, and travel.
3 The Economic Development department has consumed up to $500,000

annually, up to 80% of which has gone to operating the office, and
generally showing no return on investment or employment opportunities
Economic being created.
Development
Three of the four departments responsible for payments or supports to

individuals, namely Health, Education, and Child and Family Services,
4 have advisory boards, but these boards are not providing advice to
Council. In each case, Council has been placed in the position of Mediator
addressing conflict between the board and the department. The fourth
Advisory Boards
department, Social, does not have an advisory board. This has raised
questions about the purpose and benefit of the advisory boards.
5 While each department is faithfully meeting on a regular basis, there does

not appear to be a process for following up on issues raised during those
meetings. This is also true of Council and board meetings. This reduces
Communication the effectiveness of communication within and between departments,
and Council, and boards, and further erodes confidence in the Administration’s
Accountability ability to address concerns.
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Recommendation #1 - Organizational Structure
Observation: Administrative policies, procedures, and processes are not enforced, and
employees are often not held accountable for their performance, expenses, or outcomes. From
an overall Nation perspective, the responsibility of ensuring these activities are adhered to lies
with the Senior Leadership position which in this case should be the Tribal Administrator. The
current organizational structure of the Administrative Branch places Chief and Council at the
senior leadership level of the organization. Moving forward this should not be the case. The
position of Tribal Administrator should be exceptionally strong in ensuring consistent operational
behaviour within the organization as it strives to achieve the operational initiatives of each
department while delivering services consistently and efficiently. This would ensure that Chief
and Council can focus solely on things such as policy development, government relations and
overall executive leadership.
Organizational Structure Recommendation

Saddle Lake Cree Nation needs to create an organizational design framework where the
structure facilitates improved communication between departments, improves process
efficiencies and positions the Nation for economic growth.
Recommendation 1 – Restructure the Administrative Branch of governance
Step 1 Review the role of Tribal Administrator to reflect the significant responsibility to
assess the performance of program directors specifically, and through them, the
effectiveness of service delivery from each program area, addressing concerns and
performance gaps.
Step 2 Shift the accountability for organizational behaviour and service delivery from Chief
and Council to Tribal Administrator. Chief and Council would have one employee –
the Tribal Administrator. The Tribal Administrator would receive direction from
Chief and Council and would ensure that all programs deliver satisfactory service to
SLCN in accordance with policy and direction as set by Chief and Council.
Step 3 Create a Band Supports department with its own Department Director, reporting to
the Tribal Administrator, combining the activities of Membership, Land Use, Treaty
Land Use, Lotteries, and the Band Office
Step 4 Adopt the current practices demonstrated in Health for leadership development and
management accountability.
Step 5 Move the Employment and Training department from administration to the
proposed Economic Development Corporation.
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Looking Ahead
After implementing the recommended actions described in this report, it is important to also
make note that going forward, the following things should be considered and implemented;
• A SLCN members (People’s Assembly) as a collective will represent the primary stakeholder
and beneficiary of the work of the Organization
• The Organization should be made up of three branches;
o Legislative, made up of elected officials and appointed board members
o Administrative, made up of all employees and led by the Tribal Administrator (This is
what is highlighted and the focus for THIS report)
o Judicial, made up of elders as judicial commissioners and staff trained in research,

mediation, and arbitration. An Ombudsperson could be added to this branch
• All of the issues of land title, appeal of program decisions, etc can be brought to the Judicial
branch. Members can receive assistance forming their complaint and obtaining supporting
documentation or gaining a clearer understanding toward acceptance of the program
decision. This would shift a significant amount of work from Chief and Council, ensuring
that each issue is resolved with data and consistent with policy and precedent. Chief and
Council could hear an appeal for rare, precedent-setting situations.
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Saddle Lake Cree Nation – CURRENT Organizational Structure
Chief and Council
Tribal
Administration
Elder's Advisory
Human Resource
Management
Finance and
Accounting
Child and Family Economic Employment &

Education Authority Health Services Social Development Public Works Membership Lands Management Lotteries Band Buildings Discoveries
Service Development Training
Authority Authority Authority Department Department Department Department Office Office Office Office Office
New SLCN Organizational Structure – Administrative Branch
Chief and Council
Support Processes Operations Processes

Tribal Administrator
Administration Public Works Social Development Child & Family Health Services
IT Director HR Director Finance Director Education Director
Director Department Director Department Director Services Director Director
Membership Payroll Finance Coordinator Finance Coordinator Finance Coordinator Finance Coordinator Finance Coordinator
Lands Manager Accounts Payable HR Coordinator HR Coordinator HR Coordinator HR Coordinator HR Coordinator
Lotteries Accounts Receivable
Treaty Land Use
Office Manager
Finance Coordinator
Recommendation #2 - Finance
There are excessive controls in place for funding that is clearly supported by policy, but no
oversight for discretionary spending by elected leaders.
There is an inconsistent and often inadequate level of financial accountability and financial
controls in place for Saddle Lake Cree Nation. This type of financial controls and their
enforcement are the purview of the Director of Finance. For example, routine financial
transactions under clearly articulated government policy, such as payments to individuals
receiving income support or covering kinship care expenses, four signatures are required to
issue payment. However, for unbudgeted expenses and funds issued to individuals on personal
appeal, two signatures are required, but the two individuals can work together, obscuring
administrative or financial oversight. Moreover, these payments to individuals, potentially up to
$5,000.00 each, are categorized as “subcontracts” or “sponsorship”, are often issued without
paperwork or justification and coded to Council’s discretionary budget. The needs that these
payments are intended to address are not tracked and their effectiveness in addressing those
needs is not confirmed. There is evidence that these payments are made preferentially, not
equitably to all members of Saddle Lake Cree Nation. Development of financial control policies
and enacted under the leadership of the Director of Finance are required in the short-term to
ensure appropriate use and tracking of funds.
Recommendation 2 – Implement the following measures to

strengthen financial control and accountability
Step 1 Review the role of Director of Finance to ensure responsibility for financial
accountability and that financial controls and processes are enforced.
Step 2 Create the position of Finance Coordinator in each of Social Services, Education,
Health, Public Works, and Band Supports, adopting the current practice in Child
and Family Services
Step 3 Reorganize the Finance department into the three functions of Accounts Payable,
Accounts Receivable, and Payroll/Benefits
Step 4 Develop a financial control policy that respects the principle of segregation of
duty: “Buy-Receive/Release-Pay”
Step 5 Use the Payroll position to support each department and ensure that all payroll
costs are included in budgets.
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Recommendation #3 - Economic Development
The Economic Development Department is not and has not been held
accountable to deliver financial results for a very long time.
Over the last several years, the Economic Development Program has received funding up to
$500,000 per year. On average, 80% of this funding has been used to run the office. There is
no evidence that this department has created sustainable sources of economic prosperity,
financial returns, or employment opportunities for Saddle Lake Cree Nation and its members.
The department is not held to account to deliver financial results.
Recommendation 3 – Disband the Economic Development Department
Create in its place a corporation wholly owned by Saddle Lake Cree Nation. Channel $1
million from First Nation Development Funds as a one-time investment to the
corporation to cover the corporation’s ongoing expenses and provide seed money for
investments in new ventures. Charge the corporation with the responsibility to recover
Saddle Lake’s investment (i.e. show a book value of at least $1 million) within 5 years,
while investing in ventures that will provide business and employment opportunities to
SLCN members.
Saddle Lake Cree Nation Economic Development Corporation

100% Owned by SLCN
Economic Development
Corporation
(Holding Company)
*Employment and Vehicle Wash Other business options

Bison Gas Station
Training Corporation (proposed by others) (operation companies)
*It has been recommended that the Employment and Training office move to the SLCN Economic
Development Corporation because it is a revenue generator and not a service being delivered to
the community under the administration.
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Recommendation #4 - Advisory Boards
Very little time is spent developing policy or lobbying for additional
funding to support their respective departments.
There are currently three advisory boards advising Chief and Council on issues related to Health,
Education, and Child and Family Services. The fourth program providing significant resources to
individual band members, Social Services, does not have the benefit of an advisory board.
Currently, the boards are focused on internal matters best left to the formal chain of command of
Program Director, Tribal Administrator, and Chief and Council. The boards also include
Councillors, obscuring the independence of the board, and limiting its ability to provide
independent, effective advice and permitting a process of “rubber-stamping” council initiatives.
Recommendation 4 – Repurpose existing advisory boards to focus on forward thinking

policy that is treaty based and respectful of Saddle Lake Cree Nation culture and
history.
Step 1 Discontinue the practice of Councillors sitting as Board Members. Allow the
advisory boards to provide independent advice to Chief and Council,
unencumbered by and independent of the influence of individual councillors.
Step 2 Develop a set of requirements for education, skill and experience for each board
position.
Step 3 Create an advisory board for Social Services
Step 4 Appoint new members to the advisory boards according to education, skill and
experience requirements.
Step 5 Engage the boards to include seeking additional funding from all government and
granting institutions in their mandate.
Chief and Council would focus on setting the direction for SLCN, defining and revising policy in
support of the Nation’s vision. The appointed boards would advise Chief and Council with
respect to Health, Education, Child and Family Services, and Social Services, a new board
constituted for this advisory purpose. The four boards would work together to ensure that their
respective policies support a client-centered and integrated approach to service delivery. The
boards would also advise their respective departments to provide clarity on the intent of the
policy and to receive feedback on process issues requiring an adjustment to policy.
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Recommendation #5 - Communication and Accountability
No formal tracking system is used to prioritize and resolve issues
with no accountability or reporting on the progress.
While there is an understanding of group process for decision-making, and “Robert’s Rules of
Order” are well understood and practiced at departmental, board and council meetings, there is
no effective process for tracking issues arising from meetings. As a result, while issues are
raised, there is no evidence that the issues are prioritized and resolved, and no reporting on
progress. In the case of program manager meetings, there is no central location for storing
meeting minutes so that they can be accessed efficiently. This impedes the departments’ ability
to address gaps and improve service delivery.
Recommendation 5 – Strengthen communication and accountability between the

Administrative branch and politically elected and appointed council and boards.
Step 1 Track meeting minutes from all departments
Step 2 Manage issues arising from the minutes and post updates as the issues are
worked on, including using data to confirm whether actions taken have produced
the desired effect.
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Summary of Organizational Recommendations
Ballad
Current Issues Result
Recommendations
Restructure Administrative Chief and Council can

Organizational Structure
Branch concentrate on governance
Strengthen Financial Control and More $$ staying within the

Finance
Accountability nation for all members
Generate revenue under the

Disband the Economic
Economic Development SLCN Economic Development
Development Department
Cooporation
Focus on policy and moving the

Repurpose Existing Advisory
Advisory Boards nation forward while respecting
Boards
culture and history
Communication and Strengthen Communication and Cross pollination of ideas and

Accoutability Accountability effective issue management
Process Improvement Order of Implementation

Each of the above recommendations represent significant undertakings for Saddle Lake Cree
Nation. In order to ensure the success of each of these undertakings, Ballad recommends that
Saddle Lake Cree Nation adopt a project and change management approach to each
recommendation in the following order:
1. Disband the Economic Development Department immediately.
2. Implement financial controls and transactional changes for Central Finance and each
department, adopting the principles of segregation of duty: “Buy-Receive/Release-Pay”.
3. Implement the structural changes to the Administrative branch. This would include
development of the processes for accountability, including training all leaders, be they
employees, appointed, or elected, on techniques of situation appraisal and management
review. Develop a mechanism for tracking issues arising for management review meetings
and posting progress toward their resolution. Develop a data-driven, results-based
assessment mechanism and provide at least annual performance reviews for all employees
individually and boards collectively
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4. Implement the Economic Development strategy, with input on how to structure the
corporation, its board of directors, and its reporting relationship to Chief and Council.
5. Incorporate the changes to the Advisory Board structure. This will enable the boards to
develop treaty-based strategies for each department while seeking previously untapped
sources of funding as well as lobbying to expand all current sources of funding.
6. Once Steps 1 through 5 are completed, it is strongly recommended that SLCN continue with
their process improvement journey and implement the recommendations found in the
following section; Appendices Observations and Findings.
Timeline for Implementation
Phase 1 Implementation Phase 2 Implementation Phase 3

November
Task May June July August September October and
thereafter
Disband Economic Development
Department
Discontinue Councillors Sitting on Advisory
Boards
Implement Financial Controls
Implement Structural Changes to Admin

Branch
Implement the Economic Development
Strategy
Incorporate new Advisory Board Structure
Implement remaining recommendations

(appendices)
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Best Practices in Service Delivery
It would be ideal to identify best practices and ensure they are adopted by each department.
Examples include:
• Follow Child and Family Service’s example and create a position for Finance and HR
within Health, Education, and Social Services
• Follow Employment and Training’s method for maintaining relations with government
funders and ensuring that all available grants are pursued
• Follow Health’s method for setting priority and holding managers and supervisors
accountable for achieving goals for service delivery, measuring performance as the
extent to which client requirements are met (not internal departmental or functional
targets)
• Follow Education’s example of incorporating ceremony into daily routine
• Follow Social’s example, distributing Christmas hampers, to mobilize the community to
achieve Nation-specific goals
• Enhance the Wrap-Around program into a fully client-centered, integrated service delivery
model, with efficient processes to handle complex cases which include a combination of
rehabilitation, mental health, child protection, childcare, food and shelter, upgrading and
skills development needs.
• Pool all the vehicles owned by SLCN into a single fleet as a separate corporation, like the
Training Center is a separate corporation from Employment and Training. Dispatch them
per each program’s requirements, charging back to the program for the service. Utilize
idle vehicles for public transportation, dispatching per use. Also use the bus pool to
provide scheduled transportation service between Saddle Lake and nearby towns.
• Create a recreation program for children, young families, adults, and seniors.
• Enhance employee safety including building lock-down coordinated between
departments.
Economic Development
• Find every opportunity to create employment for members. Set up training that will also
serve as seasonal employment opportunities. Suggestions include
o renovation,
o construction,
o landscaping,
o maintenance,
o labourers, etc.
• Subsidize the employment period with Income Support Transfers (IST, also known as
WOP). Members could work at these jobs for the minimum number of weeks required to
qualify for EI, then transfer to EI while a different member takes their place. In this way,
the same position can be shared by two employees.
• Alternatively, work with the Provincial government to use EI to subsidize employee
wages.
16
Treaty
• Ensure that all agreements include the following clause, drawn from the current Funding
Agreement:
NON-DEROGATION
“Nothing in this agreement will:
(a) Be construed to diminish, abrogate or derogate from, or prejudice any treaty or
aboriginal rights of the SADDLE LAKE CREE NATION;
(b) Be construed as modifying Treaty No. 6 or creating a new treaty within the
meaning of the Constitution Act, 1982;
(c) Prejudice whatsoever any applications, negotiations or settlements with
respect to land claims or land entitlement between Canada and the SADDLE
LAKE CREE NATION;
(d) Prejudice whatsoever the implementation of any inherent right to self-
government nor prejudice in any way negotiations with respect to self-
government involving the SADDLE LAKE CREE NATION.”
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Appendix A – Observations & Findings
The following pages include the remaining observations found throughout the assessment stage
of this report. These findings will guide any future process improvement projects SLCN wishes
to pursue in the quest for a stronger and more united nation.
1. Leadership
Positives
Departments are led by experienced, knowledgeable professionals committed to delivering
results for their community. Council represents a good balance of experience and desire for
change. Leaders are willing to be vulnerable and discuss their concerns. There is a deep sense
of spirituality and appreciation for ceremony that can be called upon to support the decision-
making process.
Opportunities for Improvement

• Council is observed to be getting involved in “administrivia” and micromanaging
employees.
• There appears to be a power struggle between groups, characterized by negativity, subtle
put-downs, a sense of entitlement and family influence.
• There is the appearance of nepotism and conflict of interest with family members as
benefactors.
• Employees are afraid to speak up for fear of political repercussion. This burden diminishes
individual performance and detracts from employee engagement.
• There is a pattern of expensive field trips for individuals and departments, with inadequate
follow-up, coded as “retreat” or “training”, justified by “I deserve it” or “my team deserves
it”.
• There does not appear to be a clear direction or set of initiatives for Councillors or program
managers, a definition of what success would look like or how to measure it, or
accountability for results.
Recommendations
• Councillors should discontinue the practice of making promises to individuals to take

specific administrative action in response to inquiry. Rather, Councillors should consider
requests for assistance in relation to policy (Is the policy not being followed? Is there a gap
in the policy?) while reinforcing the practice of staying within lines of authority or appealing
to HR for assistance.
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• Build a strategy toward negotiating the next Funding Agreement and other discussions with
representatives of Provincial and Federal government. Ask for input from departments on
what is needed, and ensure these needs are incorporated in the “ask”.
• Each leader should have a clear understanding of their goals, what success looks like, how
to measure success, and when success should be achieved. Leaders should hold
themselves and their direct reports accountable for delivering success on time. Leaders
should meet with direct reports at least annually to discuss career and development
opportunities, and immediately when performance is not satisfactory. Every employee
deserves to know what their supervisor thinks of their performance.
• Leaders should review training and employee development opportunities to confirm the
goals of the training; the knowledge, experience and success of the trainer in modifying
behaviour; and the relevance of the training to the needs of the department and the
professional development of the employee. Leaders should follow up on training to
reinforce the new behaviours and ensure that the benefits of the training are realized over
the long term.
• Travel should be pre-authorized, based on need, and with specific objectives relative to
department or Council initiatives. Trip reports should be submitted promptly following
travel, per existing policy. Per Recommendation 2.13-i), reimburse for travel expenses after
they have been incurred or have Finance pay vendors directly; do not issue advances
based on per diems.
• Uphold and defend a set of agreed upon behavioural norms that support and encourage
people. Handle difficult conversations with respect and empathy. Reinforce the identity
and culture of SLCN. Measure and reward behaviour that improves service delivery and
its ability to meet the needs of the community.
• Leaders should model the behaviour they expect of their people - be the change they want
to create.
• Create a lobby register. Publish who is asking for meetings and who is meeting with
Councillors. Be open about where influence is being exerted and to what end.
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2. Communication
Positives
SLCN has a presence in social media with its Facebook page. It has a very professional
looking newsletter. Groups routinely post notices on bulletin boards around the community
to invite members to events.

• While there are a few avenues for getting the message out, a few members still complain
they are not hearing about issues and notices.
• The radio station in SLCN closed.
• Wifi only reaches half the community. Cell phone coverage is very poor, even in the
townsite.
• Communication between Council and the departments is poor. It is limited to specific
encounters with employees and seems intimidating, bordering on disrespectful.
• Communications between departments is poor. This was exemplified by two
departments independently creating youth conferences, rather than working together on
a single event.
Recommendations
• Negotiate with Telus (the current phone system provider) to improve cellular
communication on reserve.
• Discontinue the practice of calling employees to Council Chambers. Focus on policy. In
individual conversations, encourage employees to seek resolution through their line
organizations. Hold the Tribal Administrator accountable to ensure that employee
disputes are resolved through HR channels.
• Develop a method to track attendance and action items from Council, Board, and
Department meetings. Keep employees and members appropriately informed on
progress of action items by posting minutes and updates to action items.
• Each department should report financial status promptly every month so that each
department, Administration, and Council can track spending and respond accordingly.
• Departments should set initiatives and key performance indicators annually and report on
progress quarterly to keep each other and Council informed.
• Maintain a chart of services available from each department so employees can see how
departments work together and independently to provide services to individuals.
• Publish Council’s long-term vision, promote it broadly, and show how current year
initiatives support the long-term goal.
• Council should consider visiting each department as a group, receiving a presentation,
sharing plans, and receiving and providing feedback to recognize good work and
celebrate progress in each department.
20
• Council should hold Band Meetings at least quarterly to pull members together,
celebrate progress, and share plans for the future, not just to make decisions. These
could be built around seasonal ceremonies.
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3. Governance
Positives
The people of SLCN have a strong sense of spirituality and how it can inform their organization
and decision making. There are many examples of SLCN leaders negotiating effectively with
Provincial and Federal governments to secure funding to support life and culture on reserve.
This is a strong foundation for advancing SLCN
• Roles and relationships between levels of authority are not clear. As a result, multiple levels
focus inwardly and “micromanage” while there is a gap in forward thinking and
development of vision and strategy.
• There is not a clear procedure for issue resolution.
• Plans, direction, and oversight for portfolios is unclear.
• Departments tend to work in isolation, even though their services impinge on the same
individual.
• Employees step outside their lines of authority where there are disputes. Council becomes
entangled in destructive communication triangles between councillors, directors, and
employees.
• Band meetings are not well attended by members.
Recommendations
• Separate SLCN governance into distinct branches of Leadership, Administration, and
Justice, each of which is accountable to membership through the Band Meeting (People’s
Assembly). Ensure that Leadership sets policy, Administration executes policy, and Justice
resolves dispute. Ensure that each branch is grounded and guided by the culture,
ceremony, and spirituality that is the foundation of SLCN.
• Ensure that Administrative positions are awarded based on skill, knowledge and
experience. Hold Administrative positions accountable to deliver against clear objectives
that are guided by policy and aligned with the strategy set by the Leadership branch.
Ensure that the knowledge and experience gained over time is recorded and preserved by
each department in the form of operating procedures, document control and records
retention.
• As new leaders are elected to Council and new board members are appointed to advisory
boards, ensure that individuals undergo an education process on Treaty, policy, and current
strategy before taking office. Align the work of the current session of Council with the vision
of SLCN that was established by earlier sessions.
• Establish and nurture the relationship between Council and each advisory board. Build on
past success by sharing best practices. Ensure that advisory boards meet regularly to
share learnings about their respective areas of focus with the goal of supporting
coordinated, client-centered and integrated delivery of service to members. The Chief
should be accountable to ensure the free and constructive flow of information throughout
22
the Leadership branch, preserving the role of culture and ceremony in proceedings,
identifying and seeking resolution of discord, and ensuring that the work of the Leadership
branch is additive to the vision of SLCN.
• The link between Council and Administration should flow through the Tribal Administrator
who is solely accountable for the performance of the Administration.
• Establish a Judicial branch presided over by Elders, to resolve disputes regarding land use,
title, interference and harmful behaviour. Base decisions on the facts that have been
collected over the history of the nation, consistent with culture and precedent. Reserve
Leadership branch involvement for appeal, and only in rare precedent-setting
circumstances.
• When a Band Meeting is required, establish a process to provide sufficient and appropriate
notice, maximize attendance, share the facts of the decision to be made, and tally the vote
so that all members are able to participate and register their preference, to achieve the best
possible outcome for SLCN.
• Increase quorum for a Band Meeting. 51 members is too small a group to minimize the risk
of inappropriate voter influence. There should be at least 10% of the adult membership in
attendance.
23
4. Culture
Positives
The museum is an excellent resource for retaining and learning about the history of Saddle
Lake and the role of custom and ceremony in daily life.

• Having installed an elevator in the center of the museum, in the circle used for monthly
ceremony between Council and Administration, not only diminishes the security of the
artifacts stored therein but reflects a flagrant disregard for the value of the collection and
the role of ceremony as a symbol of SLCN identity.
• The Elders don’t speak with one voice. It may be related to the fact that some are paid
for their input and some are not.
• The budget for Culture has been cut over the years. There is no budget to obtain artifacts.
Recommendations
• Find a new home for the museum that protects the artifacts and keeps them accessible to
the general public and the schools.
• Bring the Elders together and resolve how they should work together going forward in the
interest of the nation.
• Develop a group entrusted with the role of maintaining a core understanding of Treaty and
Culture so that Council can be informed by Culture before taking action.
• Ensure that there is a budget every year for maintaining and adding to the museum
collection, supporting the knowledge keepers, recording and studying the oral and
documented history of SLCN, and for supporting Culture as a component of education.
• Set up a calendar of ceremony, such as Solstice festivals, feasts, and cultural camps, and
assign responsibility to each department in rotation to host the events. Identify when
ceremony is taking place elsewhere in Treaty 6 territory and send representatives, such as
Onion Lake Treaty Ceremony at Fort Pitt.
• Build a cultural center to preserve, protect, and experience SLCN culture and ceremony:
o sweat lodge
o tepee
o museum
o library
o place for ceremony
• Recover the course curriculum that was shared with NorQuest College regarding the
history of SLCN, their cultural practices, and understanding of Treaty.
24
5. Education
Positives
It was great to see the Culture and ceremony woven into daily routine in each school. It was
also great to see how Cree language immersion is available at such an early age. Post-
secondary students are provided with a comprehensive annual orientation so that students can
connect with each other and build community at these off-reserve campuses.

• More than half of the children of school age are not attending school on reserve.
• Bussing is provided by SLCN to bus children off reserve rather than have the receiving
school cover the transportation cost.
• Treaty is not well understood among members and not taught extensively in school.
• Cree immersion is only available to Grade 3.
Recommendations
• Enact SLCN’s Education Law as developed in 2012. This will require ratification of the
SLCN Constitution.
• Implement UNDRIP and TRC education recommendations on reserve.
• Implement Finance and HR/Admin roles in Education.
• Discontinue transporting students to school off reserve. Address the issues parents have
expressed for not putting their children in schools on reserve. Use the transportation
savings to support those improvements.
• Council should support and promote education on reserve at every opportunity. Consider
mandating that SLCN employees with school age children and grandchildren enroll them
in school on reserve.
• Ensure that students graduating from on reserve schools have equivalent skills and access
to programs available to students off reserve.
o Add programs like music, dance, fine arts, and drama
o Add labs and vocational training
o Expand land-based education and outdoor education
o Provide updated, more natural play areas at the schools and day care
o Be sure the toys are cleaned or replaced as needed
• Negotiate with the government to address the wage gap between teaching positions on
and off reserve, which results in high teacher turnover.
25
• Negotiate with the government to ensure that provincial funding follows the student onto
the reserve. If the student is eligible for provincial and special needs funding off-reserve,
then that student should be eligible for the same funding on reserve.
• Build curriculum around Treaty for each grade level. Offer this curriculum to off reserve
schools to expand awareness of Treaty within people on both sides.
• Restore the Family Literacy Education Program (FLEP) on reserve. Negotiate with the
Federal government to fund FLEP on reserve notwithstanding the duplication of service
provided by Portage College.
• Create more extra-curricular recreation options for children.
• Make Cree immersion available to all grades.
• Provide before- and after-school care so that children can be dropped off at school in the
morning before work and picked up at the end of the workday for parents working off
reserve.
• Create a coordinated lockdown strategy so all education buildings are informed

concurrently when a lockdown is required.
26
6. Social Services
Positives
The Sewing Center does excellent work and is known throughout the Prairie provinces. It
serves as a model for training and employment that should be replicated for other
opportunities. Social Services has a great working relationship with Finance, inviting their
accountant to meetings whenever they review policy.
• Social Services does not have the benefit of an advisory board.
• There is an attitude within SLCN that treats applying for social assistance rather than
getting a job as a rite of passage when turning 18. Need to re-ignite enthusiasm for work
and learning
• Safety is a concern for employees, including

o HIV and other infectious diseases
o Aggressive, intoxicated clientele
o Compassion fatigue.
• There is not a secondary means of egress from offices where employees meet clients. This
represents a significant safety risk if clients become aggressive during an interview.
• Staff caseloads are very high in relation to government case workers off reserve.
• Often, social assistance recipients suffer from a complexity of issues spanning all of
Administration’s service delivery programs and require additional support, like
o Support for sick family members, including cancer patients
o Grief and loss counselling
o Residential school and other trauma
• Cheque cashing services are needed on reserve, but cheque cashing services on reserve
are expensive.
• AISH applications must be done in St. Paul.
• H&R Block charges members to do their taxes.
• If members don’t have a bank account, they must produce 4 EI verifications. With a bank
account, the income verification process is much easier.
27
• Some members are receiving cheques, referred to as sponsorships, directly from
Councillors. The amounts vary between individuals. The amounts are not tracked, so the
need that the money is intended to meet is not quantified.
• The Sewing Center is very successful. However, because the manager does not have a
credit card, purchasing of supplies is expensive and time consuming.
• The Sewing Center is located in a very public place. They also offer snacks and beverages
to members looking for a place to hang out. Employee safety is a concern.
Recommendations
• Create an advisory board for Social Services. Encourage all program advisory boards to
work together to develop integrated, collaborative, client-centered approaches to service
delivery.
• Review security and staff safety needs for case workers and staff. Determine how to
provide secondary egress from interview rooms so that staff can escape an escalating
situation.
• Related to 2.9-i), set up a system for completing AISH and EI applications on reserve.
• Work with the Provincial government to streamline the application process to match the
process for applicants off reserve. Strive to reduce the level of reporting requirements set
by the Province.
• Implement a free tax preparation service to ensure that all members file a tax return and
recover the social benefits to which they are entitled.
• Create a secure space accessible to SLCN members where computer kiosks may be set
up for personal use and access to the internet for job search, filling out applications online,
completing their own tax returns, etc.
• Encourage each recipient to start a bank account to simplify future income verifications.
Since the first payment must be a cheque, Social is encouraged to arrange with a bank to
set up shop once per month on reserve to open bank accounts, issue bank cards, and
process direct deposit forms. Appointments could be booked in advance.
• Related to 2.13-vii), discontinue the practice of Councillors issuing sponsorship cheques
to individuals. Rather, redirect the individual to Social, so that Social can quantify the need
and challenge the appropriate level of government to provide funding to meet the need.
• Consider providing an outreach program for case workers to visit recipients at their homes.
This will require transportation. They could team up with other programs such as Child
Protection, Home Care, etc. to share a ride.
• Issue a corporate credit card to the manager of the Sewing Center to enable her to make
purchases online and have them delivered to the Sewing Center. This will eliminate the
need for purchase orders, cash advances, and travel time to Edmonton or Calgary. It will
broaden the range of fabrics available for purchase and reduce material costs.
• Upgrade safety related to beverage and snack sales at the Sewing Center by installing a
sales window through which snacks and beverages may be passed. Keep the door closed
28
to the main work and on-site sales area. Invite customers into the on-site sales area when
they present themselves at the sales window.
29
7. Child and Family Services
Positives
Child and Family Services have created positions for Finance and HR/Admin. This model
should be copied by all departments. Employees are well organized and know their work.

• Federal act imposed under Indigenous Services Canada (ISC) contravenes the natural or
customary law of the nation. Under customary law, Child and Family Services (CFS) might
heal the community until CFS was no longer needed. Following the new law, we are doing
more apprehensions over time, not less, spending more time reporting than visiting,
working exclusively in crisis mode.
• Occasionally, management has made decisions about placement without necessarily
bringing in people with the knowledge of the child, the family, or the placement home.
Recommendations
• Develop a Child Law to provide child protection services that are consistent with customary
law and focused on healing. Consider methods that were effective in the past. This will
require ratification of the SLCN constitution.
• Create safe places for people to go, like drop-in centers, recreation programs, etc., to give
children and their families places to go to build community and release energy.
• Add staff to handle the current and projected workload of a growing community, including
staff for intake, investigation, protection and kinship care. Current workload per staff
exceeds the Provincial average, so funding should be made available.
• Add support staff to the Band Designate office to do filing, research, and support to inbound
calls while the Band Designate is out of the office. This could be an Education and Training
position.
30
8. Health
Positives
The Health department is well managed. Other departments should be encouraged to adopt
the processes for leadership development and management accountability fostered in Health.
The Health Center and the Eagle Healing Lodge are excellent facilities with up-to-date
amenities.

• The Eagle Healing Lodge struggles with high employee turnover and a lack of training funds
for staff.
• The closest residential addiction treatment centre for youth is a nine-hour car ride away.
• Patients qualify for travel to the Eagle Healing Lodge only if they have a prescription for
therapy. This means that shut-ins and recovering addicts need to find their own way to
the facility. Currently, counsellors are picking up clients and driving them home.
• All staff members at the Eagle Healing Lodge are members of the Crisis Response Team.
With the frequency of tragedy befalling members, the Crisis Response Team is never “off
the clock”. There is no time for training or staff self-care.
• There is little coordination between the Eagle Healing Lodge and Social Services. For
example, a client who was admitted to a residential treatment centre lost their social
assistance.
• The Indian Residential School program is inundated with calls from members who may
have a claim arising from the Federal Indian Day School settlement for students prior to
1981.
• Home care does not have enough staff to meet current level of need, which often extends
to a need for weekend and evening coverage.
• Home Care needs an Occupational Therapist to assess patients and provide prescriptions
to be filled by Assisted Living.
• Members don’t have access to traditional medicinal roots and herbs.
Recommendations
• Develop a comprehensive approach to addiction treatment and recovery, going beyond
NNADAP to include a residential treatment center which can house patients, including
adults and youth, for 2 to 6 months. Hire staff with professional credentials and employ
staff at competitive wages to reduce turnover. Provide transportation to all clients, not just
those with prescriptions.
• Develop a comprehensive Crisis Response Team with members from Health, Social,
Education, and Child and Family Services. Develop an on-call schedule so that members
know when they not “on-the-clock”. Provide training and support to staff. Add on-call
psychological support for clients in crisis.
31
• Coordinate programs between the Eagle Healing Lodge and the Child and Family Services
Resource Center. Parents volunteering for Family Enhancement training often need access
to the programs offered at the Eagle Healing Lodge.
• Develop a comprehensive approach to family violence including providing shelter for
women and children who are victims of family violence.
• Develop a process for providing safe spaces for clients in transition between programs.
This could be a client-centered umbrella approach to maintain the client file throughout
their healing journey.
• Provide a coordinated response to victims of Indian Day Schools, ‘60’s Scoop and Indian
Hospitals to provide information and assistance to members who have claims. Money will
be made available to clients, but there are currently no programs to assist them in dealing
with their claims or providing counselling through the process, during which the victims
may re-experience trauma, racism, discrimination, addiction, etc.
• Address the need to fill vacant positions in Health, including Occupational Therapist,
Pediatric Occupational Therapist, Registered Nurse, Nurse Practitioner, Community Health
Resources (CHRs), etc., including providing housing, competitive salary, etc. to fill the
vacant positions.
• Add IV Therapy as a service in the Health Centre.
• Coordinate between Health and Education to provide occupational therapy, speech
pathology and mental health more effectively to students at all levels.
• Renegotiate funding policy to align with the reality of life in SLCN. For example, some
services are only available to persons living alone; however, housing is in short supply.
Very few people in SLCN live alone and the other members of the household can’t provide
the needed assistance. Another example is the need for ramps, which are not covered in
the current funding model.
32
9. Seniors
Positives
Seniors have access to several programs through the Saddle Lake Health Care Centre for home
care and housing.

• Seniors are eligible for a variety of forms of financial assistance but need to apply for them
every year.
• Seniors want a place to congregate during the day, where they can meet and talk, and
maybe have a coffee. The seniors lounge is only open for meetings.
Recommendations
• Ensure that there is a process that is proactive to re-submit funding applications on behalf
of seniors for pension top-ups, kinship care, support for adult dependants, etc.
• Set up a Seniors drop-in space that would be open 7 days per week to accommodate
social gathers for seniors and their families.
• Renovate some housing or construct a nursing home to provide special care housing so
seniors don’t have to move out of SLCN for ongoing nursing home care.
33
10. Public Works
Positives
The Public Works department has done an impressive job working with insufficient funds,
continuing to create jobs, build homes and provide at least the minimum service to tenants.
Saddle Lake has a multi-year plan for infrastructure so that a little bit of infrastructure can be
installed as part of other projects (like adding a water line as part of a road building project).
• Most of the trucks in the fleet, be they water haulers, vac trucks, or garbage trucks, are
milling out. ISC will buy more, but there isn’t enough money in the budget to hire the
drivers. There is a disconnect within the funding agreement where the trucks can be
justified but drivers can’t be justified.
• Roads on the reserve are not holding up. This is damaging vehicles trying to get to homes
to provide water, garbage pick-up, and home care, at great cost.
• Truck drivers are also emergency responders; however, there aren’t enough drivers with
enough training to provide the level of emergency response that may be necessary, such
as building ingress to search for trapped victims. There is also insufficient staffing to
handle both emergency response and water hauling. Water deliveries fall behind during
periods of emergency response.
• Members could help Administration save money
o For members on cistern water supply, use only one truckload per week. Don’t use
cistern water to feed livestock. This will save wear and tear on the trucks and the
roads.
o Order water for delivery during regular working hours, not evenings or weekends, to
save on labour costs.
o At the landfill, place waste where it belongs. This will save labour having to move this
material to its proper pile and make the piles more valuable for recycling.
o Don’t use the emergency phone number to order water. Contact Housing per the
normal procedure.
• The water treatment plant is working satisfactorily, but needs the following interventions:
o The water plant is running at minimum capacity, but there is insufficient storage for the
production. As a result, water is dumped daily, increasing operating and maintenance
costs to produce water no-one will use.
o The building heater is obsolete. Parts are no longer available to repair it.
34
o The compressor for the reservoir bubbler requires maintenance too often to be
financially feasible.
o The water level on the south reservoir is not connected to the plant operating system.
• The Louis Toolkit system does not recognize the full payroll cost of benefits to employees,
resulting in budgeting errors.
• ISC funds Whitefish Lake and Saddle Lake Public Works budgets equally, disregarding the
population ratio that governs all other funding.
• There is very poor cell phone coverage on reserve.
Recommendations
• Negotiate with ISC to resolve the issue of stocking the department with both trucks and
drivers. Secure funding at competitive rates for Class 1 drivers.
• Negotiate with ISC to provide Public Works funding to Saddle Lake according to the needs
of its population.
• Truck drivers are also emergency responders. Hire enough drivers to allow for rotating
emergency response training and leave to address PTSD, while maintaining coverage for
emergency response. Develop a plan for employees from other programs to provide
backup water hauling service during emergencies. Develop a policy to provide PTSD
treatment, including financial support when the employee can’t work.
• Develop and obtain funding for a long-term plan to complete road repairs and bring them
up to a manageable standard.
• Work with Employment and Training to create opportunities for members to gain
employment experience while driving trucks and other heavy equipment. See
Recommendation 2.15-ii) for additional information.
• Effect several repairs to the water plant and delivery system
o Provide additional capacity for water storage (since the water purification rate cannot
be reduced further). Build an access road so that neighbours from off reserve can
access the water; charge a filling rate to recover the cost.
o Replace the plant heating system boiler
o Replace the reservoir bubbler compressor
o Replace the south reservoir level gauge with a unit that can communicate wirelessly
with the water plant.
o Implement the necessary piping to allow for automatic diversion to the south reservoir
when the north reservoir is full.
o Implement the necessary piping to allow for the water distribution system to draw from
the south reservoir whenever the north reservoir or water plant needs to be taken
offline.
o Install a jug filling point in the townsite for members who want to fill water jugs for
35
personal use.
o Conduct a depth survey of both reservoirs to confirm capacity.
• Provide training and part-time employment to members who are willing to learn how to
operate the water plant, as a form of succession planning. Start a maintenance log and
prepare standard operating procedures to support the training program.
• Remove vegetation from within a meter of a cistern filling pipe or access way and install
lockable cistern fill caps to ensure that wildlife can’t access and contaminate cisterns.
• Review Emergency Management Team and ensure that there are succession plans and
trained replacements in place when needed.
• Transfer payroll and benefits management to Finance for tracking in AccPac. See
Recommendation 2.13-v) for additional information.
• Negotiate with Telus to install a cell tower in the center of the reserve. Alternatively,
investigate signal repeater technology to broaden wifi coverage across the reserve.
36
11. Housing
Positives
SLCN has the capacity and resources to build its own housing. The existence of a building
supply store on site, as well as certification to provide housing that meets the standards for
ISC is a significant advantage.

• Housing does not manage all the rental properties on the reserve. Health is required to
manage the rental units located close to the Health Center. The Health unit is not equipped
or compensated to handle rental unit management.
• There is insufficient housing available to meet the needs of the community. More than 500
homes need to be built and 400 need to be renovated. As a result, homelessness and
couch surfing is a reality for members.
• Sewage is spread over the land at several homes via shoot-outs where the septic system
has failed. This is unsightly, smelly, and hazardous to health.
Recommendations
• Bring all rental housing units under the singular control and administration of the Housing
department. Incorporate Sage to replace Louis Toolkit so that Housing can track rent by
location.
• Develop a strategy to build homes using borrowed money secured by SLCN and serviced
by the FNDF, then use Social Assistance payments to subsidize rent, which would be paid
to SLCN to service the loan.
• Work with Employment and Training to create opportunities for members to gain
employment experience while renovating housing, attending to plumbing and electrical
issues, and building new homes. See Recommendation 2.15 ii) for additional information.
Prioritize renovations for members requiring home care and assisted living services.
• Implement a waste-to-energy facility to demolish unfit housing and convert the demolition
waste to electricity.
• Implement a solution to collect and properly dispose of black and grey water from
residential properties not on a common sewer system.
• Create a policy or additional housing to provide emergency shelter when needed by the
nation’s homeless population.
37
12. Human Resources
Positives
SLCN has hired an HR Manager, who is diligently working to standardize HR practices across
the organization. They have a new and effective interview and hiring process that has kept
them very busy since January.

• Each department is struggling with the challenge that current wages are below the
benchmark for positions of similar tasks and responsibilities off reserve, resulting in high
employee turnover.
• The central HR office does not have the staff to cover the burden of HR activity required
by an organization of this size.
• Lateral violence is common in departments and between departments, advisory boards,
and Council.
• Several incidents were observed of employees or supervisors offering SLCN services and
resources to non-members for cash, which is then pocketed and not reported.
• Performance reviews and career progression discussions are not happening at least
annually. One leader commented that the practice was suspended because it was too
expensive. As soon as employees were told they were performing well, they asked for a
raise.
Recommendations
• Engage a resource to provide salary data from surveys of local and regional employers.
Use these surveys to lobby for additional funds to properly compensate current employees
and attract new ones.
• Create positions to support each department, like in Child and Family Services, to act as a
resource to Central HR to monitor and act on HR issues, reinforce policy, and ensure
training and competence is maintained in their departments. Add HR/Admin roles to:
o Child and Family Services
o Health
o Education
o Social, Employment and Training (shared)
o Public Works, Housing, (shared)
o Membership, Treaty Land Use, Discoveries, Land Use, Lotteries, (shared)
• Create a program to re-educate all employees, elected and appointed members of SLCN
of the enormous cost of lateral violence to mental health and productivity. Reinforce
existing policy to eliminate lateral violence while providing help to both the victim and the
accused.
• Create a whistle-blower policy to protect employees and members when behaviour is
observed that is inconsistent with the values, beliefs, and goals of SLCN.
38
• Create a Business Ethics and Conflict of Interest Policy, requiring annual review and
renewal as needed when individual circumstances change, to ensure that all employees,
elected and appointed members recognize and respect their obligations to SLCN.
39
14. Finance
Positives
Finance uses a strong platform, Sage AccPac, for their financial transactions. This program
has functionality that would make Sage useful to other departments beyond just financial
information management.
• The current cheque requisition process does not provide financial control.
o Councillors as Portfolio Holders are expected to sign cheque requisitions as a form of

financial control and oversight; however, except for cash advances, this is too late in
the transaction process for effective control. The control needs to be at the beginning
of the process, when the expense is contemplated, not after the expense has been
incurred.
o Cash advances are provided for travel. If the travel is cancelled, there is no follow-up
to confirm that the advance has been returned.
o Cash advances are provided for the purchase of food for meetings. If the meeting is
cancelled after funds have been advanced, it is not clear whether the advances have
been returned.
o Four signatures (two on the cheque requisition and two on the cheque itself) are
required to approve funds to be distributed to cover program costs that are budgeted
for and within the mandate of a department; however, only two signatures are required
for Councillors to provide a cheque directly to members, provided the cheque is for
less than $5,000.00. Furthermore, the two signatories work closely with each other,
circumventing segregation of duty.
• Cheque requisitions are supposed to be generated by a computer program so that the

requisition is traceable; however, there are blank paper copies available for use, which are
not traceable.
• There is no cut-off time prior to end of day, after which, cheque requisitions may be deferred
to the next business day. As a result, cheques are processed and councillors sought for
their signatures in a rush, without proper oversight. This is very stressful for employees in
Finance.
• Cheques are requisitioned by Councillors or Administrative Staff and issued to individual

members outside of programs under the Funding Agreement. These expenses are often
coded to “Subcontracts” under the budget of Chief and Council, with no justification or
documentation, except occasionally “as per Councillor”, and are not traceable. There is no
policy or transparency regarding how such funds are to be distributed.
40
• If a cheque is issued as a “loan”, Finance will track it as a receivable, and if the loan is not
repaid by year-end, it is written off, which is added to debt or paid from other surplus
accounts.
• Programs are adopting new software to track finances. These do not interface effectively
with AccPac, resulting in Finance having to re-key the information into AccPac. Sometimes
the information from the package is presented in a manner that is not easy for re-keying
(for example AIS), making the re-keying activity error prone and excessively time
consuming. Also, trying to reconcile two programs covering the same department is
becoming increasingly challenging.
• Taxes have not been collected from some businesses since 2016 (for example Atco Gas
property tax)
• It has been reported that some Rider fees are being passed directly to members, not flowing
to SLCN.
• Programs are reporting that Financial reporting is delayed. Finance is reporting that
programs hold onto receipts and invoices such that at any given time, there are delays in
reimbursements to SLCN in excess of $500,000.
• The air quality in the Finance wing is suspect. There is significant accumulation of debris
on the vents and above the ceiling tiles.
Recommendations
• Develop a financial control policy that
o Respects the principle of segregation of duty: “Buy-Receive/Release/Pay”
§ requires the expense to be approved before it is incurred
§ requires documentation that the item or service has been received before the
invoice is paid
§ includes travel expenses among those that must be incurred and reimbursed.
§ Discontinues the practice of per diems and advances. Use the requirement that
employees possess a bank account and a credit card in good standing as criteria
for credit worthiness before authorising employees to travel or otherwise incur
an expense on behalf of SLCN.
o Dispenses with the process of Councillors and Administrators signing cheques.
• Reorganize the Finance department into the three functions of Accounts Payable,
Accounts Receivable, and Payroll/Benefits.
• Use Accounts Payable to distribute funds according to the policy of segregation of duty.
o Implement spending authorities within each department. Identify the department’s
buyer and assign transaction types and a spending limit per transaction that is
41
consistent with the normal course of business within that department. Have the
buyer issue purchase orders, rather than cheque requisitions, for each transaction.
o When the receipt or invoice is received, designate who, within the department, other
than the buyer, may verify that the item or service has been received and is within
the specification of the purchase order. Send the receipt or invoice, attached to the
purchase order to Accounts Payable in Finance to authorize the payment
o Assign the responsibility of authorizing payments to Accounts Payable, based on
segregation of duty and documentation that the purchase order has been fulfilled.
o Audit the effectiveness of segregation of duty as the financial control.
• Where the department provides a service to members in the form of a payment to
individuals, such as Social Assistance to clients of the Social department, or Kinship Care
funds to clients of Child and Family Services, and the funds are limited to policy set by
the terms of a Funding Agreement,
o Have the case worker prepare the application for funding
o Have the Director or designate verify that the information on the application is
accurate and supports the application
o Have Accounts Payable arrange for the regular transmission of funds to the recipient
in the form of direct deposit.
o Audit the monthly spend and individual circumstances to ensure that the funds are
flowing and used as allocated.
• Use the Payroll position to support each department and ensure that all payroll costs are
included in budgets.
• Where possible, use electronic funds transfer to pay invoices. Where necessary, print
cheques using cheque printing software on plain paper, rather than ordering pre-printed
cheques.
• Discontinue the practice of Councillors issuing cheques to individuals. The justification
for the expense is not recorded. The expense is not auditable (it is usually coded as
“subcontracts” and blended with other expenses). The expenses are not tracked to
understand the magnitude of funding gaps in existing programs. The practice puts the
Councillor in an apparent conflict of interest, favouring an individual member over the
interests of the collective membership.
• See Recommendation 2.21-i) regarding limiting the introduction of new software and
ensuring the interconnectivity of existing software, so that financial information is only
keyed into a program once and is available to the program and to Finance without
intervention.
• Tighten up financial reporting requirements. Institute a month-end process to clear all
existing receipts and invoices through Finance. Set expectations that monthly reporting
is complete, with assumptions and accruals clearly stated by the fourth business day of
the next month.
• Journal entries create extra work for auditors and extra cost for SLCN. Eliminate the
practice of journal entries. Limit permissions for entering journal entries to one person
42
who will be required to investigate the cause of the journal entry and resolve the cause to
prevent recurrence.
• Install an improved air supply to the Finance office, with a separate air supply to the
furnace. Replace the ceiling tiles and vacuum the air ducts. Consider building a new
cultural hall for the museum (or incorporating the museum into the new school building)
and taking over the museum space for Finance.
43
15. Reinvestment and Training
Positives
Re-investment is partnering with Portage College, Education and Training, and Social to
accommodate 20 members in a 52-week program focused on the individual needs of
participants to prepare them for employment, including temporary job placement.

• Graduates from the on-reserve secondary school are not as well prepared or conditioned
to succeed in post-secondary or pre-employment training as necessary to ensure their
success. While learning skills are highly individualistic, conventional post-secondary
education techniques do not appeal to many high school graduates, resulting in high drop-
out rates.
• Childcare and transportation are significant barriers to completion of training programs.
Recommendations
• Work with Education to prepare secondary school students for the workplace environment
before they graduate. Consider practicums and other placements, to expose students to
the work environment.
• Work with Education and Social to identify at-risk students for one-on-one counselling, life
skills, critical thinking skills and workforce preparation before they graduate.
44
16. Employment and Training
Positives
The Employment and Training department has developed an effective approach to
negotiating with Federal and Provincial governments as well as outside organizations and
businesses for funding, while reducing reporting requirements. This is a model which should
be adopted by all departments.
• As this entity is generating revenue, its operation should be transferred under the new
Economic Development Corporation.
• Financial surplus from training is distributed to individuals and organizations in the form of
sponsorship, rather than being re-invested in Employment and Training to finance growth
of the department.
• Council has been pulling out of organizations like the Treaty 6 Confederacy or Assembly of
First Nations, organizations that have been helpful in getting funding for Employment and
Training
Recommendations
• Undertake a needs assessment of the growing population at SLCN (both actual and
aspirational) to determine the vocational needs of the unemployed and develop a strategy
to provide the training necessary to increase employment.
• Use the revenue surplus from Education and Training to offer additional courses, the
products from which can supplement needs in the community. Don’t continue the practice
of redirecting surpluses in the form of sponsorship. For example,
o Train students on the construction of tiny homes, using the new tiny homes to reduce
homelessness on reserve.
o Train students on home renovation, electrical, and plumbing, using materials from the
building materials store, where the students learn the skills while renovating houses on
reserve.
• Maintain connections with the Confederacy of Treaty 6 and the Assembly of First Nations,
use these connections to market what Employment and Training has to offer and develop
joint initiatives to pursue additional funding from all levels of government.
• Coordinate with Social Services and Child and Family Services to ensure that casework
plans included education and training, and that the Education and Training department is
aware of emerging needs for education and training of un- and under-employed members.
• Coordinate with Education to ensure that new graduates are equipped with the vocational
skills, safety tickets and other advantages to ensure a smooth transition to employment
45
17. Economic Development
Positives
There are several opportunities to generate revenue from fees for services provided to non-
members by Membership and Land Use. The Sewing Center produces excellent product
and is operating at capacity to meet sales demand in the absence of a marketing plan.

• There is no land management policy outlining where land is reserved by SLCN for
economic development. Zoning land for business development is the issue.
• There does not exist any serviced commercial or industrial lots where new businesses
could locate. Infrastructure for this purpose would include 3-phase electrical power, water,
sewer, natural gas and communications/internet service.
• Plans for land use (2014), environment (2015), economic development (2016), and senior
care (2016) have been developed but not ratified or acted on.
• Over the past two budget cycles, 80% of the approximately $500,000 annual budget for
economic development was spent on salaries, travel and office expenses. There does not
appear to be a financial return on investment.
Recommendations
• Hold a joint council meeting with Whitefish Lake to resolve outstanding issues and develop
a land management policy, including setting aside land or acquiring land outside of the
reserve for economic development activity. For example, the Papaschase Nation bought
a gas station in Edmonton.
• Annually, a list of potential capital projects is assembled for Council review and approval.
Not all projects on the list are funded. Those that are not funded, but have the potential to
support economic development, should be turned over to the Economic Development
department to build an economic development business case for their implementation.
• Expand the space and staffing of the Sewing Center three-fold. Pursue sales by developing
a marketing plan.
• Discontinue Economic Development as a department and reconstitute it as a corporation
wholly owned by SLCN, with its own Board of Directors and annual business objectives.
o Operate it as an autonomous, self-funded corporation with specific performance goals
and objectives.
o Have the Corporation pay dividends to SLCN as general revenue for use in other
programs.
o While the Directors may be appointed by Council, the employees of the Corporation
including the Chief Executive Officer should be hired based on skills, experience, and
merit.
46
o Re-allocate the $500,000 Economic Development budget to Public Works to bring
wages up to par, hire additional drivers, and supplement the housing budget
o Use FNDF funds to provide seed money for business ideas that are backed by a strong
business case and reasonable returns.
• Connect all businesses in Saddle Lake to the Economic Development Corporation. Fund
the Corporation through business permits and returns on investment.
• Develop business plans to provide groceries and banking services. Allow these
businesses to offer these services at a loss relative to comparable businesses in St Paul
and subsidize these losses as part of an overall service delivery strategy.
• Ensure that SLCN departments purchase services and materials from SLCN-owned on-
reserve suppliers. Work with those suppliers to ensure that service delivery expectations
are met.
• Ensure that all infrastructure including buildings built on reserve is approved by ISC so
that ISC will also fund operation and maintenance expenses.
• The landfill for SLCN and neighbouring nations is closing. Seize this opportunity to
construct waste-to-energy infrastructure and charge the neighbouring nations tipping
fees for their household and industrial solid waste. When calculating the internal rate of
return on this investment, include the revenue from tipping fees, the sale of the electrical
power and heat produced from the system, and carbon offset credits for green energy
production. Use federal grant money for green energy infrastructure to reduce the size
of the initial investment.
47
18. Land Use
Positives
There has been continuity and effective document handling in the land use office that has
ensured the data to support title is accessible and maintained.

• Agricultural Land Use activity results in clear contracts that support both the member and
the farmer who leases the land; however, the cost of researching and preparing these
contracts is not recovered.
• The damage to SLCN infrastructure as a result of non-member use, specifically non-
member truck drivers short-cutting through the reserve, is not recovered currently.
• The land use system is paper based. Document control and protection is critical to the
retention of this knowledge, accumulated over several years of meticulous file-keeping.
There are no backup copies retained elsewhere from which to recover from catastrophic
loss.
• The plotter server does not have enough capacity to manage the large files needed to plot
maps. This results in substantial delay and inefficiency.
Recommendations
• Implement a fee to cover the cost of the service of providing the agricultural land use
agreement and preparing the contracts for Council approval. This fee should be
proportional to the face value of the lease and should be renewed each year, payable by
the leasing farmer. This policy could apply equally well for livestock grazing as for crop
farming. This policy would be similar for charging a fee for an annual business permit.
• Investigate the feasibility of implementing a permit system to recover cost in relation to
damage caused by heavy equipment traffic.
• Implement a document management system into which the paper copies can be scanned
and sorted. This will make the chore of locating specific documents such as maps and
contracts much easier. The originals can then be stored in a fire-safe location. Ensure
that the system has enough memory to drive the plotters and printers necessary for
document printing.
48
19. First Nations Development Fund (Lotteries)
Positives
After years of consistent leadership, the staff know the process and have built relationships
with the corresponding Provincial offices, ensuring SLCN gains access to this much needed
funding. Funding from FNDF is used to support many individual programs that benefit SLCN.

• In addition to many cultural and recreational events, FNDF funding is used to support
salaries for persons providing services to members via several services. For instance,
FNDF funding is covering the shortfall in Membership and Economic Development. While
this is helpful in the short term, it masks the problem of insufficient funds in each of these
programs.
• There is an extra-ordinary amount of reporting to Provincial Government required to submit
proposals for consideration and to track the expenditures. This is undertaken by the two
individuals in the office. None of this activity is value-adding to SLCN, except for when
SLCN uses the funds to cover salaries and other funding shortfalls. SLCN gets no
remuneration for the salary cost to do the reporting.
• Funds flow to the applicant before expenses are incurred. In several cases, the funds
provided for an approved initiative were used in a different way. As a result, more reporting
is required to explain how the money was used. The salary cost for this additional work is
not recovered.
• In some instances, applicants don’t produce adequate receipts to justify how the money
was spent. This results in significant additional work to justify the expenses, the cost of
which is not recovered.
• Some organizations, such as the Rodeo Association, received funds from FNDF to cover
event expenses. At these events, the organizations charged an entry fee to the event.
There was no accounting for the revenue from the event, calling into question whether
FNDF funds were being used to cover expenses that the organization could have covered
through gate receipts.
Recommendations
• Revise the application and reporting process to minimize the level of unrecovered salary
cost involved. The application process is very clear and regimented, as is the reporting
process. Once an application is approved, the applicant should be required to submit
receipts for expenses prior to receiving the funding, to be sure that the money is being
used as approved, and the reporting documentation is sufficient. Create a template for
reporting on applications and expenses, and have the applicant use the template to
complete their report. These measures would dramatically reduce the current level of
salary cost associated with application and reporting.
• Apply for funding from FNDF to cover the salary costs of the staff who assist with the
application and reporting process, so that SLCN funds can be directed to other services.
49
• Discontinue covering expenses for events or organizations that can raise their own
revenue. Direct these additional funds toward other needy programs.
• Where necessary, consider utilizing FNDF to service loans backed by SLCN.
50
20. Discoveries
Positives
Finlay Moses demonstrated excellent competence and experience in rules of defence and
court proceedings.

• The Discoveries space is cramped to overflowing with valuable reference materials.
• With only one employee in the department, there should be concerns regarding succession
planning. Finlay has tremendous reserves of past knowledge which should be captured to
continue supporting SLCN legal needs over the long term
• With respect to land and title disputes, especially regarding housing, decisions have
resulted in the removal of individual from their homes. In carrying out these decisions,
individuals have on occasion not been afforded the level of accommodation and notice that
would be expected when carrying out the same action off-reserve, such as mediation,
period of notice, etc. This results in additional legal fees that cannot be covered by grant
money. These fees must be paid from SLCN revenue, meaning diversion of funds from
other needy programs.
Recommendations
• Consider increasing staff in Discoveries to support succession planning and to support
documenting learnings from previous cases for the purpose of developing strong Discovery
processes and policy.
• Strengthen the existing policy and process of eviction, complete with due process,
mediation and enough notice, consistent with protection of human rights and best practice,
in order to minimize legal exposure.
51
21. Membership
Positives
Membership services are being provided to both INAC and neighbouring communities which
don’t have their own membership offices. The team in Membership is very well trained and
organized, knowing the details of the Federal policy governing the complexity of maintaining
membership records.

• One of the membership staff members, involved in maintaining Wills and Estate files and
providing that service to members, passed away. Another is about to go on Maternity
Leave. That will leave 2 staff members in Memberships to do the work that had been
covered by 3 full-time plus 1 part-time staff member.
INAC suggested SLCN submit a proposal to renew funding for the position, and then
rejected the proposal. Currently, that position is funded by the First Nation Development
Fund.
• Client Membership information is important for many different programs. In the past, this
information was requested by the departments by email, resulting in delays in processing
client requests. It has been proposed and accepted that status information should be input
by Membership into AIS so that it is automatically available to these programs when
assisting members; however, funding has not been approved to provide the licenses to AIS
in Membership. Currently, Membership staff walk to Education daily to enter this
information, which is extremely inefficient and causes unnecessary delay in processing
client files in other departments.
Recommendations
• Approach INAC and discuss the value of the work that the Membership office is doing on
their behalf. Discuss the additional cost and attempt to obtain additional financing from
their office to cover that cost. Discuss their rejection of the previous proposal to
understand what needs to change to receive funding for the position of Wills and Estates
and cover the maternity leave of the Membership staff position.
• Approach Tribal Chiefs Association and discuss the service that the Membership office is
providing to Kehewin, Beaver Lake, and Heart Lake. Determine a funding model to recover
that cost from the Tribal Chiefs Association.
• Call a joint council meeting with Whitefish Lake to resolve the voting rights of members
under the new Status codes introduced by INAC as a result of Bill S3.
• Implement AIS in Membership to allow this information to be entered efficiently by
Membership staff and available to other departments as needed
52
22. Information Technology (IT) and Information Management
Systems
Positives
All employees appear to have up-to-date computing equipment connected to the internet and
to internal systems. All employees appear to be properly trained in using the software tools
they have been provided.

• There are many different and isolated systems currently in use. There does not appear to
be a strategy to manage the introduction of new systems, or the integration of existing
systems. As a result, there is a proliferation of new products and platforms with duplicate
functionality.
Recommendations
• Council should create an administrative role reporting to the Tribal Administrator to manage
IT systems and their integration. This role should have responsibility for conducting a
comprehensive needs assessment of each department, and then assessing to what extent
those needs can be addressed using existing system functionality. For instance, Sage is
the financial tool used by the Finance department. Currently, AIS is being implemented to
communicate financial information from some departments to Finance, but AIS and Sage
don’t communicate efficiently. As a result, staff in Finance need to check and complete
each transaction. There is functionality in Sage that would eliminate the need for
departments to use AIS for financial information, simplifying the interconnectivity of the two
systems, increasing access to on-time financial reporting, and reducing workload on staff.
Other systems used at SLCN include:
o Louis Toolkit (TSAG)
o VENN
53
Appendix B – Job Descriptions
54
JOB DESCRIPTION
POSITION: Tribal Administrator
DEPARTMENT: Chief and Council
GENERAL PURPOSE OF POSITION:
At the head of the Administrative Branch, and the sole employee of Chief and Council, the Tribal
Administrator leads all employees of the Administrative branch and is responsible for setting the
standard of behaviour of all Saddle Lake Cree Nation employees, prioritizing and addressing
issues affecting service delivery, and assessing the effectiveness of processes and departmental
leadership, to ensure that all programs deliver satisfactory service to Saddle Lake Cree Nation
and its members in accordance with policy and direction set by Chief and Council
The Tribal Administrator is also responsible for ensuring that Chief and Council are aware of the
performance and challenges facing the Administrative branch to assist Chief and Council on
addressing policy gaps and taking advantage of opportunities to improve the lives of Saddle
Lake Cree Nations members by launching effective initiatives involving organizational
development and investment in infrastructure.
COMPETENCIES:
• Health and Safety Leadership

o Ensures that employees are following health and safety policies, procedures and
regulations
• Able to think strategically

o Analyzes and interprets the strategic direction of the organization. Has a clear and
firm understanding of the vision, mission, values, and objectives of the nation and
uses that information to assist departments in developing organizational
responsibilities, tasks, goals, and initiatives that align with long-term plans and
growth
• Able to manage upward – as the sole employee of Chief and Council, and responsible
for the performance of the Administrative Branch in its entirety, able to keep Chief and
Council informed, both formally and informally, of issues and opportunities within
Administration and maintain the confidence of Chief and Council in the Tribal
Administrator’s ability to ensure that Administration is effectively carrying out its
mandate,
• Possesses strong leadership skills

o Able to use sound reasoning when faced with various issues.
o Works well with a wide range of individuals to provide support, coaching,
encouragement, and direction.
55
o Able to mobilize people to achieve results
o Able to focus on achieving desired outcomes that improve life for SLCN members,
not just improving internal metrics
o encourages use of resources such as human capital, supplies, products, materials,
and other useable items effectively and with foresight to available and limited funds
• Possesses strong problem-solving and decision-making skills

o Makes concrete, well-informed and thought-out decisions that support the overall
organizational direction. Has the ability to make quick, effective decisions when
called upon, even when data and details are limited
o Able to think outside of the box in order to develop creative and new solutions that
meet current and future needs of the organization
o Able to come up with creative ideas for solving issues related to the nation’s limited
resources
o Able to identify, implement, and communicate organizational changes successfully
to relevant stakeholders
• Accountable
o Holds a high standard of ethics, integrity and respect
o Dependable
o Takes ownership for personal and organizational decisions and results
• Able to build relationships

o Good interpersonal skills and ability to relate well with others
o Good conflict resolution and negotiation skills
o Able to collaborate with partners and stakeholders
o Culturally Sensitive - Promotes an inclusive environment exemplified by
understanding
• Able to communicate effectively

o Excellent oral & written communication/networking skills
o Expresses and transmits information with consistency and clarity
• Promotes continuous improvement

o Able to facilitate departmental planning, designing, optimizing and implementing of
solutions that will help employees improve productivity and performance while
achieving the strategic initiatives that support SLCN’s vision and direction
o encourages employees and their leadership in each department to improve
performance by developing skills and increasing knowledge.
• Understands the people and culture of Saddle Lake Cree Nation

o Possesses knowledge of Treaty Rights
o Possesses knowledge of Cree language and culture
o Committed to the community of Saddle Lake
56
DUTIES AND RESPONSIBILITIES:
• Coordinate programs
o Manage and coordinate all programs and activities under the Saddle Lake
Administrative branch
o Review, analyze and interpret requests for actions and services and make
recommendations or take appropriate action.
o Collaborate with departments and assess the level of service provided within the
community and create strategic plans
o Ensure that all approved departmental initiatives are implemented
o Evaluate new and existing programs and services annually in relation to their value
and efficacy
o Oversee the preparation of program and project proposals for submission to
funding agencies.
o Oversee the drafting and submission of proposals to secure funding from provincial
and federal governments
o Ensure that all agreements and contracts are reviewed prior to approval and once
approved that they are adhered to
• Maintain financial accountability

o Manage preparation of the SLCN annual budget, cash flow, monthly variance
reports, and financial statements
o Coordinate annual band budget with program directors/managers.
o Administer project funds according to the approved budget, and monitor financial
expenditures
o Ensure that expenditures are properly controlled and authorized.
• Maintain reporting
o Ensure that the operational plans and program plans are prepared
o Take responsible for the preparation and implementation of departmental work
plans, budget(s). Monthly reports, etc.
o Ensure staffing meets organizational needs in a fiscally responsible manner
o Ensures that program activity reports are submitted, and program evaluations are
conducted in a timely fashion
o Advise band council on the day to day operations of all slcn programs via monthly
reporting.
• Provide direction
o Provide direction to SLCN staff and delegate responsibility as needed.
o Evaluate current business strategies, determining viability of changing management
initiatives
o Supervise and provide direction for all program directors/managers.
o Oversee the performance of department management
57
o Conduct objective and constructive performance reviews of program directors, as
scheduled
o Support Administrative Branch employees in their roles as service providers and
educators
o Provide leadership in developing program, organizational, and financial plans
• Enact policy
o In concert with Chief and Council, advisory boards and department
directors/managers, define, develop, and interpret administrative policies and/or
provide advice on related issues
o Assist in the development and implementation of SLCN policies and procedures for
the purpose of integrated service delivery, ensuring the use of best practice
standards and to meet or exceed compliance requirements
o Create policies and procedures as required to provide appropriate control and use
of SLCN property and equipment
o Keep advisory boards and Chief and Council informed of all policy issues and other
relevant information.
o Abide by and implement Saddle Lake Cree Nation Policies and Procedures
pertaining to employees, buildings, property, vehicles and equipment, etc.
o Ensure that appropriate policies and procedures are in place to protect personal or
confidential data
o Maintain confidentiality
o Ensure that all staff and independent contractors adhere to SLCN's Confidentiality
Rules and Guidelines.
• Maintain effective communication

o Communicate with internal and external members, clients, management, and
community officials.
o Maintains calendars and prioritize appointments, conferences, etc.
o Attend meeting as required.
• Liaise with entities both internal and external to SLCN

o Liaise between community, Chief and Council, and staff members
o Liaise between Saddle Lake Cree Nation, other First Nations, provincial and federal
government departments, and other agencies.
o Serve as a point of contact in establishment of agreements with community
providers
• Maintain a safe and healthy work environment

o Take responsibility for establishing and carrying out a maximum level of health,
safety and sanitation standards for all facilities under SLCN.
o Monitor and support positive human resources processes and employee relations
58
§ Oversee personnel management including staff evaluations, processing of
grievances and other employment related activities.
§ Review position descriptions, performance standards, and policy.
§ Initiate personnel actions
§ Develop and maintain an Employee Assistance Program and/or Office Wellness
Program
o Advocate for employees and members where required
• Exercise problem solving/decision making skills

o Identify problems and apply established guidelines to correct the problems.
o Communicate with departments, Chief and Council, boards, and/or community on
internal and external issues that affect the organization
o Make overarching decisions, considering fiscal realities and departmental structure
• Foster continuous improvement

o ensure that needed planning, research and development activities are carried out in
a timely fashion.
o seek new and improved approaches to the management of service delivery.
o Research, develop, and implement best process strategies for analyzing, inputting
and designing research projects
QUALIFICATIONS:
• Education
o A bachelor’s degree in political science, business administration, public
administration, or any other related field. A Master’s Degree (MPA /MBA) is
preferred.
• Work Experience:
o At least five years of experience in local government
o Five years of supervisory management experience
o experience in managing human resources
o Experience in community development
• Administration Management Acumen

o experience in managing significant financial and complex human resources matters
o Experience with budget preparation and management
• Leadership Experience
o Strong leadership and organizational skills
o Sound analytical thinking, planning, prioritization, and execution skills
o Able to manage a diverse team of subordinates and department heads
o Ability to delegate, set expectations, and monitor progress of all direct reports
o Experience with coaching and development of management-level employees
59
o Ability to build and maintain lasting relationships with key external stakeholders
o Strong oral and written communication skills
• Knowledge of community
o A clear and solid understanding of the issues facing Saddle Lake Cree Nation and
its members
o Knowledge of Funding Agreement and Programs
• Character
o Must possess good character and integrity
o Ability to initiate and model positive change
o Clean criminal record check
REPORTS TO: Chief and Council
60
JOB DESCRIPTION
POSITION: IT DIRECTOR
DEPARTMENT: IT

Reporting to the Tribal Administrator, the Director of IT will have the responsibility of overseeing
all technology operations and evaluating them according to established goals. The goal of this
role is to analyze and to determine the administration’s technology needs to ensure IT systems
and people are effective and functioning within the limits of budget, time and specifications.
COMPETENCIES:
This position will be the lead to all IT coordinators and those staff members who work in IT
functions. Furthermore, the Director of IT will be tasked with devising and establishing IT policies
and systems to support the implementation of strategies set by Chief and Council.

• Oversee all technology operations (e.g. network security) and evaluate them according to
established goals
• Devise and establish IT policies and systems to support the implementation of strategies
set by upper management
• Analyze the business requirements of all departments to determine their technology needs
• Purchase efficient and cost effective technological equipment and software
• Inspect the use of technological equipment and software to ensure functionality and
efficiency
• Identify the need for upgrades, configurations or new systems and report to upper
management
• Coordinate IT staff and supervise other professionals to provide guidance
• Control budget and report on expenditure
• Assist in building relationships with vendors and creating cost-efficient contracts
QUALIFICATIONS:
• Proven experience as IT director or similar role
• Experience in analysis, implementation and evaluation of IT systems and their
specifications
• Sound understanding of computer systems (hardware/software), networks etc.
• Experience in controlling information technology budget
• Excellent organizational and leadership skills
61
• Outstanding communication abilities
• BSc/BA in computer science, engineering or relevant field; MSc/MA will be a plus
62
JOB DESCRIPTION
POSITION: Administration Director
DEPARTMENT: Support Services
Reporting to the Tribal Administrator, the Administration Director will lead the operations and
implement initiatives of Saddle Lake Cree Nation’s support team which include; membership,
lands, lotteries, treaty land use, office management and the finance coordinator.
COMPETENCIES:
The successful leader is a highly engaged and experienced manager who understands the
importance of working together to meet common goals. They will preferably have experience
working in a First Nations community with knowledge of cultural practices and creating a
sustainable community for its members.

Leadership
• Through the Tribal Administrator working with Chief and Council to implement various
support programs relating to the operations of the Nation
• Working with and evaluate all Program Managers (Membership, Lands, Lotteries, Treaty
Land Use, Office Management) to develop departmental work plans in alignment with the
strategic plan
• Assess, plan and budget staffing and operational requirement
• Provide leadership and mentorship to direct reports including recruitment and selection,
training and performance management, etc
• Strengthen internal communication with staff at all levels throughout administration, creating
a positive and supportive work environment
Programs and Administration
• Establish operational strategies and development of administration annual work plan and
budget.
• Establish and oversee daily operational and administration practices, following procedures,
protocol and priorities.
• Ensure proper accounting, funding agencies, administrative and budget procedures are
followed for implementation of program plans as approved by Chief and Council.
• Monitor programs ensuring all required regulations are met.
63
Contracts and Funding
• Lead and identify funding opportunities for SLCN and ensure contracts are complete and in
compliance with funding guidelines.
• Authorize funding proposals submitted by programs in a timely manner to ensure access to
all opportunities.
• Ensure all reporting is completed within required timeframes.
QUALIFICATIONS:
• 5 – 10 years’ related management experience in a public service or First Nation service

delivery environment.
• Bachelor’s degree in Business Management or Public Administration.
• Demonstrated success managing a team and budget.
• Self motivation with strong interpersonal and communication skills.
• A positive outlook on work and life balance.
• A project manager who can put a plan together that ensures objectives are met.
• Administrative, Microsoft Office and budgeting skills, and adept at proposal writing,
reporting, and networking, etc.
REPORTS TO: Tribal Administrator
64
JOB DESCRIPTION
POSITION: Accounts Payable
DEPARTMENT: Finance
As an Accounts Payable Clerk you will report to the Finance and perform accounting and clerical
tasks related to the efficient maintenance and processing of accounts payable transactions. You
work directly with the Finance Director at a process level for information sharing and problem
solving.
COMPETENCIES:
• Experience with, an ability to keep highly confidential information in the strictest of
confidence
• Some knowledge of CRA or Labour Legislation;
• Excellent written, verbal and listening skills;
• Experience using MS Office, especially Excel;
• Excellent time management and problem-solving skills;
• Highly organized, service-oriented, with great attention to detail is required;
• Maintains highly professional and ethical standards;
• Proficient in dealing with the public and staff in a confident and courteous manner;
• Ability to balance competing priorities, meet deadlines and to work under pressure with
minimal supervision

• Assist with reviewing, preparing, and organizing employee time cards;
• Assist with preparation of biweekly payroll;
• Assist with the distribution of paystubs, T4’s, and other payroll documents pertaining to
employees;
• Assist the Payroll Supervisor in the preparation of reports on a monthly, quarterly, and annual
basis;
65
• Access and retrieve documents from current and past employees;
• Record all relevant information on registries;
• Assist employees regarding their benefits, including providing information as to coverage.
• Ensure employee information is up-to-date, i.e., ensure correct dependents are listed,
correct contact information, etc.
• Assist with preparing benefits submissions for employees;
• Scan documents for electronic filing;
• May assist with designing reports and registers to retrieve information from the data base;
• May be required to provide back up to the Payroll Supervisor in their absence;
• Other duties or responsibilities as assigned by your supervisor, Manager, Director, or the
CAO
QUALIFICATIONS:
• Completion of Grade 12 and some post-secondary education/training in basic bookkeeping,
or an acceptable combination of education, training and experience
• Recent and relevant accounts payable experience (normally acquired over a 1-2 year period)
• 1-year experience working in an office environment
• 1-year experience working in a payroll or benefits administration position preferred
• Post-secondary certificate in payroll, or other equivalent field preferred
• Preference for candidates who have experience working with First Nations
• Satisfactory Criminal Records Check.
REPORTS TO: Finance Director
66
JOB DESCRIPTION
POSITION: Accounts Receivable
DEPARTMENT: Finance
Working as part of a team in a fast-paced environment where the main responsibility is to ensure
accuracy and efficiency of operations, processing and monitoring incoming payments, and
securing revenue by verifying and posting receipts in compliance with Saddle Lake Cree Nation’s
First Nation policies and procedures.
COMPETENCIES:
• Basic understanding of principles of finance, bookkeeping and accounting
• Strong attention to detail, accuracy and organizational skills
• Familiarity with accounting programs and software such as Sage 300
• Proficiency in Excel and other MS office applications
• Strong listening, oral and written communication skills
• Self-motivator with ability to work independently and in a team environment

• Processing accounting receivables and incoming payments in compliance with financial
policies and procedures
• Perform day to day financial transactions, including verifying, classifying, computing,
posting and recording accounts receivable data
• Prepare bills, invoices and bank deposits
• Reconcile the accounts receivable ledger to ensure that all payments are accounted for
and properly posted
• Verify discrepancies by and resolve clients billing issues
• Facilitate payment of invoices due by sending bill reminders and contacting customers
• Generate financial reports detailing accounts receivable status
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• Developing and maintaining respectful, positive and supportive relationships with staff,
members and clients
• Reception duties as required
QUALIFICATIONS:
• Completion of Post-Secondary education and/or industry courses relevant to Accounting
or Finance with 1 – 2 years of experience in the field or a related field
• Basic understanding of principles of finance, bookkeeping and accounting
• Strong attention to detail, accuracy and organizational skills
• Familiarity with accounting programs and software such as Sage 300
• Proficiency in Excel and other MS office applications
• Strong listening, oral and written communication skills
• Self-motivator with ability to work independently and in a team environment
• Criminal Reference Clearance (CPIC) and Vulnerable Sector Clearance
68
JOB DESCRIPTION
POSITION: Payroll Clerk
DEPARTMENT: Finance
The Payroll Clerk is primarily responsible to provide support for Payroll functions under the
direction of the Finance Director. The ‘Clerk’ will assist in the payroll function, filing, and other
general clerical duties. This position may also provide information to staff regarding their benefit
plans, ensure timely reconciliation of benefits, and liaise with the benefit provider as required to
ensure effective and efficient service delivery for staff. As a member of the Finance Department,
the Clerk may be required to provide support as needed to other programs and service
departments.
COMPETENCIES:
minimal supervision;

• Assist with reviewing, preparing, and organizing employee time cards;
• Assist with preparation of biweekly payroll;
• Assist with the distribution of paystubs, T4’s, and other payroll documents pertaining to
employees;
• Assist the Finance Director in the preparation of reports on a monthly, quarterly, and annual
basis;
• Access and retrieve documents from current and past employees;
• Record all relevant information on registries;
• Assist employees regarding their benefits, including providing information as to coverage.
69
• Ensure employee information is up-to-date, i.e., ensure correct dependents are listed,
correct contact information, etc.
• Assist with preparing benefits submissions for employees;
• Scan documents for electronic filing;
• May assist with designing reports and registers to retrieve information from the data base;
• Other duties or responsibilities as assigned by your leadership.
QUALIFICATIONS:
• Completion of High School, GED, or other equivalent;
• Post-secondary certificate in payroll, or other equivalent field preferred;
• Previous experience working in a payroll or benefits administration position preferred;
• 1 year experience working in an office environment;
• Experience with, and ability to keep highly confidential information in the strictest of
confidence.
• Some knowledge of CRA or Labour Legislation;
• Excellent written, verbal and listening skills;
• Experience using MS Office, especially Excel;
• Satisfactory Criminal Records Check.
70
JOB DESCRIPTION
POSITION: Financial Coordinator
DEPARTMENT: Various Departments
Reporting to the Director of the respective Administrative Service Department, the Finance
Coordinator administers the financial operations of the department to meet the Nation's vision,
mission, and values. Under the leadership of the Program Director and Finance Director, this
position is responsible for the general accounts receivable, accounts payable and payroll of the
departments financial operations including planning, budgeting and annual audit. This position
is also responsible for maintaining long-term relationships with external funding and
governmental partners and stakeholders.
COMPETENCIES:
minimal supervision;

• Advise program directors matters under their control and direction to enable them to make
sound decisions in all financial matters.
• Ensuring policies and financial controls are effectively implemented and monitored, while
making recommendations for changes/additions where applicable;
• Supporting Program Managers to ensure compliance with Funding Agreements and as
required, identify and procure additional sources of funding;
• Operationalizing viable strategies to integrate the economic and cultural interests of the
community;
• Preparing monthly financial reports for the Program Director;
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• Preparation and presentation to Program Director of regular financial reports as required in
support of a sound governance structure;
• Create and implement daily, monthly, quarterly and annual financial reporting goals;
• Daily, monthly, & annual monitoring of cash flow, as well as predicting future cash flow
needs;
• Ensuring monthly, quarterly and annual financial reports are prepared;
• Being a key contact with the Department of Finance.
• Working closely with the auditors to ensure the timely and accurate completion of the all
related financial statements;
QUALIFICATIONS:
• Diploma in Financial Management, Bookkeeping or related program, or an acceptable
combination of experience, education and training.
• Certified Aboriginal Financial Manager (CAFM) or progress toward certification preferred
• Work experience
• 2-year in a similar position or at least 3 years in a position involving bookkeeping, financial
analysis, management, reporting and planning.
• Detailed knowledge of financial and information management system and accounting
software (Sage, Quickbooks, Simply Accounting);
• Experience working with First Nations Administrations & Aboriginal Communities.
REPORTS TO: Directly to Respective Program Director
Indirectly to the Finance Director
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SLCN Organizational Review Final Report May 2020

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Organizational Review

What are the underlying How can SLCN improve its

One-on-One Consultations Ballad Professional

Cost Savings - Old Structure vs. Recommended Structure

Administrative policies, procedures, and processes are not enforced, and

3 The Economic Development department has consumed up to $500,000

Three of the four departments responsible for payments or supports to

5 While each department is faithfully meeting on a regular basis, there does

Organizational Structure Recommendation

Recommendation 1 – Restructure the Administrative Branch of governance

• The Organization should be made up of three branches;

o Legislative, made up of elected officials and appointed board members

o Judicial, made up of elders as judicial commissioners and staff trained in research,

Chief and Council

Child and Family Economic Employment &

Chief and Council

Support Processes Operations Processes

Lands Manager Accounts Payable HR Coordinator HR Coordinator HR Coordinator HR Coordinator HR Coordinator

Lotteries Accounts Receivable

Treaty Land Use

Recommendation 2 – Implement the following measures to

Recommendation 3 – Disband the Economic Development Department

Saddle Lake Cree Nation Economic Development Corporation

*Employment and Vehicle Wash Other business options

Recommendation 4 – Repurpose existing advisory boards to focus on forward thinking

Recommendation 5 – Strengthen communication and accountability between the

Restructure Administrative Chief and Council can

Strengthen Financial Control and More $$ staying within the

Generate revenue under the

Focus on policy and moving the

Communication and Strengthen Communication and Cross pollination of ideas and

Process Improvement Order of Implementation

1. Disband the Economic Development Department immediately.

Timeline for Implementation

Phase 1 Implementation Phase 2 Implementation Phase 3

Implement Financial Controls

Implement Structural Changes to Admin

Incorporate new Advisory Board Structure

Implement remaining recommendations

Opportunities for Improvement

• Councillors should discontinue the practice of making promises to individuals to take

Opportunities for Improvement

Opportunities for Improvement

Opportunities for Improvement

• Implement UNDRIP and TRC education recommendations on reserve.

• Implement Finance and HR/Admin roles in Education.

• Create more extra-curricular recreation options for children.

• Make Cree immersion available to all grades.

• Create a coordinated lockdown strategy so all education buildings are informed

Opportunities for Improvement

• Social Services does not have the benefit of an advisory board.

• Safety is a concern for employees, including

• AISH applications must be done in St. Paul.

• H&R Block charges members to do their taxes.

Opportunities for Improvement

Opportunities for Improvement

Opportunities for Improvement

Opportunities for Improvement

• Members could help Administration save money