2014-2015 Annual Report - M'Chigeeng First Nation · 2014-2015 Annual Report ... This means that, even if it loses a little bit of money, the loss should be covered by M’Chigeeng

2014-2015 Annual Report

Release Date: October 2015

Table of Contents 2014-2015 Annual Report

M’Chigeeng First Nation Vision Statement and Priorities.................................3

Chief Joseph Hare ………………………………………………………………….4

Chief Administrative Officer – Brenda Ense....................................................5

Chief and Council...........................................................................................18

M’Chigeeng First Nation Organizational Chart...............................................20

Department Updates:

Finance and Administration..................................................................21

Human Resources.....................................................................30

Ontario Works ………………………………………………………………38

Education..............................................................................................42

Employment & Community Development..............................................58

Health Services.....................................................................................64

Wellness Centre.........................................................................73

Family Resources.................................................................................76

Capital Projects/Public Works...............................................................84

Housing ………………………………………………………………84

She’ndwin Teg .....................................................................................89

Summary of Financial ………………………………………………….…..90

Fiscal Year End Audit.......................................................................................92

Salaries, Honoraria, Travel & Other Remuneration......................................

2

M’CHIGEENG FIRST NATION VISION STATEMENT

“M’Chigeeng Anishinabek will be a vibrant, progressive, proud, united,

Ojibwe-speaking First Nation.

Our People will be healthy, self-reliant, respectful of our obligations to

Mother Earth, and culturally grounded, showing mutual respect and support

for all people”

VALUES & BELIEFS

Mental, Emotional, Spiritual and Physical Well-being

-The Anishinabek Seven Grandfather Teachings -

To cherish knowledge is to know WISDOM

To know LOVE is to know peace

To honour all of creation is to have RESPECT

BRAVERY in to face the foe with integrity

HONESTY in facing a situation is to be brave

HUMILITY is to know yourself as a sacred part of creation

TRUTH is to know all of these things

3

CHIEF JOSEPH HARE

4

Dear Band Members

It is gratifying to report once again that the progress of M’Chigeeng is solid and steady.

M’Chigeeng’s finances are in order and we continue to operate without a deficit and in fact our

revenue stream is quite positive even though some invest-ments made before are not performing

to expectations. The apartment building in Sudbury, investment wise, is not doing as well as

expected. In light of this, Chief and Council have listed the apartment for sale and once sold, the

initial investment will be recovered. The Manitoulin Hotel in Little Current is not performing too

well either. Some of the partners in the hotel venture are considering selling their shares and at

some point M’Chigeeng may want to do the same. It is a business that is not making money as

intended and a business that is not making money should be flipped before it is too late and

heavy losses are incurred. All other investments are doing pretty well, i.e. the windmill projects

and the solar project in Toronto. The retail store project was put on hold because of the possibility

of it losing money. From my point of view, the retail store project has to be considered a socio

economic project. This means that, even if it loses a little bit of money, the loss should be covered

by M’Chigeeng. The store, once operational, will produce jobs. Jobs are important to

M’Chigeeng band members.

Jobs are important to any community and governments at all levels, go to great lengths to support

businesses so that jobs are not lost. Even very large corporations, when their intended customers

are not buying their products and jobs might possibly be lost; governments step in and subsidize

their operations in order that jobs not be lost at all. I think we have to take this same approach

with regard to the retail store. After all, band members want a grocery store in M’Chigeeng.

Please understand that an investment is intended to bring in money; a socio economic

investment is intended to create jobs but hopefully make some money at the same time. This

difference causes some angst with decision makers.

With all the other services and programs there are successes and sometimes there are some difficulties

but this is par for the course with any First Nation. The membership issue is an example but this too will

be resolved in due course.

These successes and difficulties are explained in the reports of the department managers of M’Chigeeng

First Nation and should not be a source of great concern and criticism. If anything we need to praise all of

the good work and progress we are making. We all strive to make M’Chigeeng a better community –

good staff and good leadership help make this happen.

Knowing this to be so, I retire from my service to M’Chigeeng content and happy.

To have been accepted by band members of M’Chigeeng for so many years brings joy and peace to my

heart.

Thank you so very much.

Chief Joseph Hare

Chief Administrative OfficerBrenda Ense

5

Aanii kina wiya, M’Chigeeng Anishinabek Members. We are pleased to

provide the annual report which outlines the achievements of the past year

for the period April 1, 2014 to March 31, 2015.

Message from the CAO

Aanii kina wiya, M’Chigeeng Anishinabek

Members. We are pleased to provide the

annual report which outlines the achievements

of the past year for the period April 1, 2014 to

March 31, 2015.

The 2014-2015 fiscal year was again a very

productive and progressive in terms of:

restructuring, evaluations, investments, new

policy development and changes of the

M’Chigeeng First Nation.

As you will read in this report, we continually

strive to maintain and improve the level of

services and programs for our membership.

The Band Council held over a 5-day period an

orientation/training/planning sessions in late

Fall 2014 to:

•Current Operations; Review the Goals

•Re-commitment of the development of a ten

(10) year Comprehensive Community Plan

(CCP) as assisted by the consultant Four

Worlds Center for Development Learning

•presentation by another First Nation

community to present their progress of the

CCP

•Cultural Teaching/Traditional Governance

History

The main focus of the Council training and

planning session was on the Comprehensive

Community Planning and Cultural Attachment

Theory. As M’Chigeeng First Nation moves

forward in its implementation of the CCP,

culture is an integral part of the community

building plan.

COMPREHENSIVE COMMUNITY PLAN

M’Chigeeng First Nation Council approved in

December 2012 to proceed with the CCP with

Four Worlds Center for Development

Learning. CCP Phase 1 - Pre-planning &

Planning was data collection and

documentation as outlined in the Rapid

Assessment & Community Story reports.

We held the final CCP Community meeting in

January 2015.

We formed 7 CCP work teams to develop the

13 CCP Chapters and reviewed various

sources of information such as:

1) Community Story (June 2013);

2) Council annual planning session (Nov

2013);

3) Rapid Assessment report (June 2013); and

4) M’Chigeeng Community assets, strengths,

accomplishments & inventory to formulate:

• Identify (Proposed) Goals

• Preliminary thinking on Strategies

6

(CAO Continued)

In May 2015, the Council approved per BCR #4120 to continue to the next stage of

Implementation:

DO HEREBY RESOLVE:

WHEREAS, M’Chigeeng First Nation Chief and Council affirms the meeting motion #334\12

of December 4, 2012.

WHEREAS, the Community Comprehensive Plan (“CCP”) Steering Committee recommended

to hold a referendum on the CCP to enshrine the CCP process and results as developed

by MFN Anishinabek members;

WHEREAS the M’Chigeeng First Nation

Anishinabek at the Community Meeting on

January 30, 2015 requested, by a show of

hands, that this Community Comprehensive

Plan is to commence implementation by Chief

and Council;

WHEREAS the CCP Steering Committee has

recommended to the M’Chigeeng First Nation

Chief and Council that a referendum be held

to enshrine the CCP Process and Results as

developed by the M’Chigeeng First Nation

Anishinabek members;

WHEREAS the CCP is considered a living,

evolving document to transform the MFN

community to a healthy and prosperous

environment and further that this document

will be reviewed on a regular basis to gauge

the effectiveness of implementation;

WHEREAS, Community consultations were

both on and off reserve, and by way of a

community story meeting, focus group

meetings, mail outs, and surveys to dialogue

with members to have them determine the

M’Chigeeng comprehensive community plan;

WHEREAS, Chief and Council recognizes

and supports the community driven

community plan developmental efforts.

THEREFORE BE IT RESOLVED,

M’Chigeeng First Nation Chief and Council

fully support the Comprehensive Community

Plan as developed and approve to hold a

referendum to have the M’Chigeeng First

Nation Anishinabek approve this initiative by

Chief and Council.

AND THEREFORE IT BE FURTHER

RESOLVED, M’Chigeeng First Nation Chief

and Council approve and direct the CCP

steering committee to pursue the

implementation items within.

AND THEREFORE BE IT FURTHER

RESOLVED, M’Chigeeng First Nation Chief

and Council approve to continue to support

the MFN Comprehensive Community Plan

by allocating resources as per the proposal

and for the duration of the community plan.

MEMBERSHIP COMMITTEE :

– TERMS OF REFERENCE:

Motion #086/14 (April 1, 2014)

THAT, the Chief and Council approved the

Terms of Reference for the Membership

Committee as read and as presented with

amendments.

The following summarizes the progress on the

Goals of Council.

The five goals are as follows:

Goal 1 EDUCATION AND TRAINING

Goal 2 HEALTH AND WELLNESS

Goal 3 COMMUNITY INFRASTRUCTURE

Goal 4 ECONOMIC ADVANCEMENT

Goal 5 AUDIT/GOVERNANCE

7

(CAO Continued)

M’Chigeeng First Nation’s CHIEF AND COUNCIL’S COMMUNITY PLAN - FIVE GOALS

and OBJECTIVES are as follows:

EDUCATION AND TRAINING

M'Chigeeng First Nation will invest in its band

membership and operations to provide training

and education opportunities to strengthen the

capacity of its members and operations to

support the First Nation initiatives. We

support demand-driven labour market

development to build a sustainable and self-

reliant community.

OBJECTIVE 1.1 MEMBERSHIP TRAINING

Develop short and long term plans to provide

training opportunities that will assist

membership to make a contribution to the

economy of the First Nation.

The next step is the development of a long

term training strategy.

OBJECTIVE 1.2 BUSINESS DEVELOPMENT

Strengthen Business Entrepreneurship.

Assist to sustain and develop for a more

business-friendly climate, and improve access

to training/SEA funding.

The HIAH (Economic Development) Corporation

contracted the services of MSD Management

Consulting Services to prepare the 5 year

strategic plan. Council was presented the

strategic plan. Within the plan, is the creation

of a new position of Economic Development

Officer to assist local FN businesses.

The Hub Center is a partner for business

development to assist in terms of self-

employment assistance and training dollars.

OBJECTIVE 1.3 OPERATIONS TRAINING

Strengthen administrative capabilities for an

effective and efficient system of service

delivery and programming.

The Administrative Support team continue to

met on a regular basis to determine effective

and efficient operational and administrative

Processes: coordination of various community events -

CCP community meeting (Jan 2015) and the Annual

Community meeting (Aug 2014); Chief & Council planning

session (Oct/Nov 2014); recording and data collection at

the CCP events; standardized meeting minutes template;

completed website training; rotated the quarterly newsletter

preparations; and future development of a training plan.

OBJECTIVE 1.4 MANAGEMENT TRAINING

M'Chigeeng's success depends on

Management abilities to be a coach, team

builder, master delegator, time and project

manager, and employee motivator and

disciplinarian. By enhancing their ability to

overcome organizational challenges, build the

right team, embrace change, and drive

performance.

The CCP project was a new challenge for

management team in terms of the

development stage. The development period

was from March 2013 to May 2015. The

Managers and the CCP Steering committee

facilitated and coordinated the CCP

Community Story event; 7 work teams

engagement sessions; compilation of

data/information to formulate the goals and

strategies. DM meeting discussions have

been on various topics: Youth program; Stress

management; Community Safety Action Plan; 2-day

Cultural Restorative training with E. Simard; Developing

a Community Healing & Wellness Strategy with Dr. D.

Tonemah; Drug Strategy Initiative – Employee Drug

Testing; Employee Assistance Program; Financial

Management; and

Personnel policy amendments.

OBJECTIVE 1.6 COMMITTEE TRAINING

As committees form an integral part of the

governance structure and we will ensure

members have gained the necessary

knowledge, skills, and abilities to be an

effective committee member and invest

through training.

8

(CAO Continued)

OBJECTIVE 1.7 TRAINING INSTITUTES

ALLIANCE

Collaboration with training institutions based

on-reserve so training and learning

opportunities can be provided to band

members in their planning.

OBJECTIVE 1.8 EMPLOYMENT/TRAINING

HUB CENTRE

Realignment and refocus the efforts of various

programs of Ontario Works, LDM, Post-

Secondary, and Adult Education towards

meaningful training and employment

opportunities for membership. The

development of a training strategy is the next

step.

OBJECTIVE 1.9 EDUCATION

DEPARTMENT

Evaluate and implement the Education

Department comprehensive evaluation report.

A key new position of Director of Education

has been created. The consultant Dr. Cecile

Somme presented the comprehensive

evaluation report of the Education

Department. The report outlined

approximately 124 recommendations to

review, approve, and implement over a 5 year

period in the areas as follows:

a. Education Administration

b. Day Care program

c. Lakeview School

d. Secondary Program

e. Post-Secondary Program

f. Anishnabemowin Revival Plan

g. Adult Education/Literacy program

OBJECTIVE 1.10 ANISHNABEMOWIN

LANGUAGE REVIVAL PLAN

M'Chigeeng First Nation has asserted the

right through the Anishinabek Language

Declaration to revitalize, use, develop, and

transit to future generations their histories,

languages, oral traditions, philosophies,

writing systems and literatures. The

development of a long term comprehensive

plan that integrates existing initiatives and

further develops a program.

BCR #3938 Jan 2012 the Council has made

an Anishinabek Language Declaration for all

M’Chigeeng FN employees to provide all work

and service functions in their ancestral

language by the Year 2030.

The Anishnabemowin Revival Plan is in its 4th

year of the 5 year plan. The overall goal of

the ARP is to expose the community to

multiple opportunities to engage in

conversational Anishnabemowin both in and

out of the school setting.

An integral part of the ARP development is an

Elder Working Group of Alvin Ted Corbiere,

Lewis Debassige & Evelyn Roy. The group

has taken written, archival sources and re-

transcribing the Anishinaabe legends into our

current writing system and our dialect –

Nenaboozhoo’s life cycle; 20 Legends written

in Anishinaabemowin in 1950 from Harbour

Springs Michigan + 35 Legends from Fort

William. Also legends written in English

translated to Anishinaabemwin.

The ARP Teacher’s Group is translating

Social Skills program into Anishinaabemowin

Translating Water, Bike and Street Safety into

Anishinaabemowin; trying to maintain

Anishinaabe social & cultural values through

curriculum, Ex. Translating “Be proud” into

Anishinaabemwin when Anishnaabe value is

HUMILITY not pride. The Teacher Work

Group has translated 70 Social Skill Sets.

A standard committee work plan is in place.

Each committee plan is to be monitored, and

evaluated to ensure meeting the goals and

objectives. Each committee work plan has 4

elements of:

Strategic Planning; Program & Services;

Code/Policy/Procedure; and Effective Financial

Management. We have yet to formalize a

committee training plan

9

(CAO Continued)

OBJECTIVE 2.1 ELDER/SENIOR

RESIDENCE PROJECT

Determine if it is feasible to expand the

existing facility and/or build a new facility.

The Ojibwa Lodge started construction in fall

2012 with a budget of $2,386,332 to build 10-

2 bedroom units. The Ojibwa Lodge opened

in June 2014. The final construction cost of

the building was $2,409,413.55.

OBJECTIVE 2.2 HEALTH SERVICES

SERVICE DELIVERY MODEL

Evaluate the Health Services service delivery

model and Wellness Centre to determine if

meeting existing/future needs of the

community.

A Wellness Center operational review was

conducted to enhance the quality of service to

Elderly members.

OBJECTIVE 2.4 FAMILY RESOURCES

SERVICE DELIVERY MODEL

Development of a Family Resources

framework that facilitates a responsive

community-based program management

cycle to assist families, parents, and children.

BCR#4068 (April 1, 2015):

WHEREAS, M’Chigeeng First Nation

established a child care program in 1991 and

since that time has delivered prevention

services in conjunction with Kina Gbezhgomi

Child and family Services following certain

principles. WHEREAS, the M’Chigeeng Child

and Family Service continues to deliver these

services within the structure agreed upon by

the First Nations of Mnidoo Mnissing and Kina

Gbezhgomi Child and Family Services.

WHEREAS, the imminent designation of Kina

Gbezhgomi Child and Family Services as a

mandated child care agency will result in more

funding being allocated to Kina Gbezhgomi

Child and Family Services for protection

services with no apparent increase in funding

for prevention services which reduce the

number of incidents of child neglect and

abuse. WHEREAS, the financial shortfall for

M’Chigeeng in providing prevention services

continues to grow and was forced to allocate

$243,960.00 from own source revenue in

2013 –2014 which it cannot continue to do.

BE IT RESOLVED, that M’Chigeeng will not

support designation without a concurrent

increase in funding for prevention activities.

OBJECTIVE 2.5 CULTURAL CUSTOMS &

BELIEFS

M'Chigeeng Anishinabek are practicing and

incorporating our Ojibway cultural customs &

beliefs in all that we do. We are a proud

people and will ensure to carry on the

traditions and cultural heritage.

OBJECTIVE 2.6 CHILDREN’S MENTAL

HEALTH

To improve the mental and well-being of

children and youth through an Aboriginal

integrated approach.

Objective 2.3 FITNESS CENTRE

Health Services to seek funding sources to

construct building that will address to

decrease the high number of those that have

chronic diseases. The 2014-15 figures are:

diabetic (147); and hypertension (132).

OBJECTIVE 2.7

DECREASE DRUG ABUSE & CRIME

A long-term Drug Strategy is developed that

incorporates a cultural-integrated approach to

address crime, drug and alcohol abuse, and

addictions in the community.

Health and Wellness

M'Chigeeng First Nation will move toward a

proactive approach of programming and

service delivery to promote health, wellness,

and traditional approaches to healing.

10

(CAO Continued)

In June 2014, BCR #4082:

Chief and Council of M’Chigeeng approved

the development and implementation of a

community outreach program to be housed at

63 Back Street in M’Chigeeng and that the

operation of the programs, be the joint

responsibility of the Department Managers of

Health Centre and Ontario Works. M’Chigeeng

First Nation crime and drug prevention

partners will be requested to attend to the

house as part of their duties to provide support

services to help to reinforce the outreach

programs.

The Council approved to create the term

positions of Security Officers and Proposal

Writer till March 31, 2015. We completed

renovations to the housing unit on Back Street

to accommodate for programming.

OBJECTIVE 2.8

RESIDENCY/TRESPASSING/ILLEGAL

DRUGS LAW

Finalize drafts (2010); conduct community

consultations; and referendum. This objective

is deferred to the DST committee for

implementation.

MChigeeng First Nation will develop

community infrastructure plan to address the

needs of the community and maintain

infrastructure.

OBJECTIVE 3.1 CAPITAL

PROJECTS/PUBLIC WORKS DEPARTMENT

REVIEW

Implementation of Structural review

recommendations (2009) Band Council

meeting.

“New”

The Capital Infrastructure committee have

been working on a new Tendering Policy. This

tendering policy is to assist M’Chigeeng First

Nation by outlining accepted practices and

principles as a condition for funds related to

federally funded capital projects over $100,000

including housing related projects. The MFN

has implemented this policy which

incorporates a competitive process to ensure

value for money, comparability with industry

practice and public confidence in the

administration of funds.

OBJECTIVE 3.2 RECYCLING PROGRAM

DEVELOPMENT

Development of a Recycling program to

reduce and manage waste and encourage

membership to re-use, reduce and recycle.

The waste transfer station contractor Corbiere

Enterprises, provided a report to the Council

which is an excerpt below:

COMMUNITY INFRASTRUCTURE

OBJECTIVE 3.4 CAPITAL ASSET

MANAGEMENT PLAN

A capital asset management plan and system

to ensure that the assets are secured,

maintained, and we are planning for the

replacement.

OBJECTIVE 3.5 INFRASTRUCTURE

REVIEW STUDY

Complete an infrastructure study report to

determine if existing can support future

community growth (initiatives). The Capital

Planning Study was completed in 2010 and

submission was made to AANDC.

11

(CAO Continued)OBJECTIVE 3.3 GAAMING LAGOON

UPGRADE

Ensure that AANDC (INAC) commits to

providing funding for the upgrade of the

lagoon. An effective project approval (EPA)

submission was made to AANDC of

$4,041,000.00 for the upgrade construction

of the Gaaming Lagoon in April 2013. A

100% financial commitment is to be sought

from AANDC for the estimated project cost

of $4,695,913 (March 2015).

M'Chigeeng First Nation develops a long

term economic development strategy for the

creation of sustainable business

development opportunities and supporting

business entrepreneurship.

OBJECTIVE 4.1 ECONOMIC

DEVELOPMENT

FRAMEWORK/STRATEGY

M'Chigeeng First Nation Council established

the HIAH Corporation to focus its efforts on

economic development initiatives. A long

term strategic plan is developed.

In May 2014, the HIAH Corporation 5 Year

Strategic Plan draft was completed which

identified key points for development:

Community Economic and Social

Development:

Growth and Strategy; Guiding Principles;

Keys to Growth; Environmental Scanning;

Corporate Objectives/Strategy; Strategic

Recommendations; Human Resources;

Governance; Management; Economic

Development; Community and Social

Development; Community and Stakeholder

Engagement;

Governance/Financial/Operational; CCP

HIAH Growth and Strategy: As HIAH grows,

it will continue to develop and communicate

a clear, systematic approach for evaluating

new projects and opportunities based on

evolving strategic initiatives proposed by

stakeholders. A strategic planning session

was held on Dec 5 & 6, 2014 with the HIAH

board members and Chief & Council to

develop a strategic plan inclusive of the

20/20 Vision and CCP.

Guiding Principles

VISION: To be a catalyst for economic and

community development in M’Chigeeng First

Nation. Proud. Prosperous. Progressive.

MISSION: Niindebendahn –we own it

OBJECTIVE 4.2 EMPLOYMENT &

COMMUNITY DEVELOPMENT

RESTRUCTURING STUDY

To strategically refocus the efforts of this

department towards a results-based

framework to find innovative and efficient

means to achieve economic development

initiatives.

An Economic Development Framework:

What is an economic development

framework?

• Model for how economic development will be

carried out

• Outlines who is involved in economic development,

what their roles are and how they will inter-relate

with other players

• Defines processes for economic development

activities and reporting

An Economic Development Framework:

What is an economic development

framework?

• Model for how economic development will be

carried out

• Outlines who is involved in economic development,

what their roles are and how they will inter-relate

with other players

• Defines processes for economic development

activities and reporting

ECONOMIC ADVANCEMENT

12

(CAO Continued)

#064/12 Economic Development

Framework/Strategy Report. Chief and Council

approved the Economic Development

Framework as recommended by KPMG.

OBJECTIVE 4.3 M.E.R.E. WIND FARM

PROJECT

M.E.R.E. Project moves to operational phase.

A business and operational plan has been

developed. M.E.R.E. project generated

$857,589 in revenue in 2012-2013; $645,801

in 2013-2014; and $1,401,479 in 2014-2015

Motion #154/14 (June 2014) Chief and Council

approved the tripartite service agreement of the

M’Chigeeng First Nation; M.E.R.E. General

Partner Inc.; and HIAH Corporation Service

Agreement of the M.E.R.E. Wind Farm Project.

OBJECTIVE 4.4 HARNESSING SOLAR

ENERGY

The Solar Energy partnership project

development with external developers.

On September 23, 2014, the Council approved

the motion #113/14 BCR# 4091 SPN FIT 3.0

PARTNERSHIP PROJECT

Council for M’Chigeeng First Nation hereby

authorizes MFN to re-affirm its partnership

arrangements with SPN and authorizes: 1)

MFN/SPN is awarded 13 individual FIT

contracts totaling 3.27 MW of capacity. 2) MFN

to contribute $1,169,000 effective immediately

as MFN’s equity contribution into the limited

partnerships as called upon by the terms of the

limited partnership agreement; 3) MFN is

contractually obliged to insert total equity into

the limited partnership with SPN, to the extent

of $1,169,000 in total by means of 1/an initial

payment by September 24, 2014 of $584,500

and 2/ a second payment of $584,500 when

called upon by SPN within approximately 90

days, upon completion of CIA applications by

SPN. 4) Council hereby authorizes the Chief

to execute any renewed or revised limited

partnership agreements as well as any new

resolutions as required to fulfill the OPA`s

documentary requirements regarding the 3.27

mw of contracts. 5) The contributed amount of

$1,169,000.00 will be a loan from the Land

Claim Settlement Fund whereas the investment

returns will be applied back to the Land Claim

Settlement Fund with an interest rate of Prime

plus one percent.

OBJECTIVE 4.5 ACCOMMODATION

BUSINESS

Explore and determine if feasible to establish

an accommodation business.

OBJECTIVE 4.6 GROCERY

STORE/PHARMACY

Explore and determine if a grocery

store/pharmacy is a viable business venture.

OBJECTIVE 4.7 MANITOULIN HOTEL &

CONFERENCE CENTER INITIATIVE

A 54-room hotel conference center investment

in Little Current, Ontario which represents 29%

share for M’Chigeeng First Nation.

M’Chigeeng FN has provided short-term bridge

financing of $3.5 million for this project.

M’Chigeeng made additional investments of:

$250,000 in September 2012; $180,000.00 in

November 2012; cost overrun of $64,426 in

April 2013; and construction deficiency of

$221,818 (Mar 2015). An additional amount of

$144,983 is pending deliverables.

OBJECTIVE 4.8 RETIREMENT LIVING

PROJECT

Determine if a Retirement Living project is a

viable business opportunity and development

of the 1000 acres.

OBJECTIVE 4.9 ON AND OFF-RESERVE

STUDENT RESIDENCE

M’Chigeeng First Nation purchased an off-

reserve residence. We are to determine if

feasible to construct an on-reserve student

residence.

13

(CAO Continued)

OBEJCTIVE 4.10 ARREARS MANAGEMENT

PLAN

Eliminate the arrears by building band

members' capacity and responsibility for their

units. M'Chigeeng will develop policies,

procedures, processes, and preventative

measures.

The tenants are paying their current monthly

rental amounts and slowly decreasing the

arrears amount. Approximately half of the

arrears amount is due to old arrears which

may not be recoverable. The tenant

management policy was approved in August

2013.

OBJECTIVE 4.11 EQUITY FUND

A planned fiscal plan and develop a monetary

strategy to build an Equity fund to realize

Economic Development opportunities

The Council approved BCR #3984 in April

2013 to allocate $250,000.00 from OLG funds

for efforts to strategically refocus the efforts of

M'Chigeeng First Nation towards a results-

based framework to find innovative and

efficient means to achieve economic

development initiatives.

OBJECTIVE 4.12 HYDRO SUBSIDY

PROGRAM

A hydro subsidy program is developed to

provide a direct benefit (dividend) to Band

Member residents to alleviate expenses. This

subsidy program is under development.

OBJECTIVE 4.13 STGC GAMING/BINGO

OPERATIONS

A transparent and accountable FN

establishment that is responsible for

administration, oversight, licensing, and

distribution for gaming activities. A structural

review (2007) and business plan (2010) will

continue to be implemented with new

strategies to develop and strengthen its

operational practices and increase its

revenues.

STGC is continuing implementation of the

business plan and was in a deficit financial

result of $(54,710.00). A grant of $166,667

was provided from STGC reserve funds to the

Ojibwa Lodge construction budget.

GOVERNANCE:

M'Chigeeng First Nation will continue to

develop a framework in which a sovereign

First Nation government can implement an

efficient and effective system of governance.

This framework will include the elements of

our culture, values, protocols, laws, and the

engagement of its members.

OBJECTIVE 5.1 ELECTION CODE

AMENDMENTS

We will revisit the Custom Election code

(2005) and make necessary amendments and

seek to consult the community.

OBJECTIVE 5.2 CONSTITUTION –

“NAAKNIGEWIN” DEVELOPMENT

We develop our own M'Chigeeng First Nation

constitution that provides legislative authority,

provides guiding principles, and focuses on

Nation building. A constitution which

incorporates the elements of our cultural

traditions, accountability, sustainability, and

transparency principles.

CCP Chapter GOVERNANCE: Develop a

binding CONSTITUTION for M’Chigeeng First

Nation that will serve as a fundamental charter

for governance. A constitution can be defined

as a statement of fundamental values,

principles, processes and law according to

which a people

AUDIT/GOVERNANCE

Govern themselves. While it can always be

changed through due process, a constitution is

the Mother Law.

14

(CAO Continued)From it flow all other laws, and in it the rights

and responsibilities of every citizen are spelled

out. … M’Chigeeng .. foundation of Natural Law

and Anishnawbe spiritual teachings and

traditions. Therefore, a written M’Chigeeng

constitution is fundamentally an instrument to

ensure that successive generations of our

leaders and institutions govern the M’Chigeeng

Nation in accordance with the founding

principles we hold dear and according to

processes we deem to be fair and equitable, as

well as accountable, transparent and effective.

A First Nation Constitution development

process has 5 stages (Source: UOI ROJ):

•Initial Stage: Council decision to develop a

Constitution; Appoint a Committee; Develop

Terms of Reference; and a Work plan

•Drafting Stage: Develop Preamble or F.N.

Declaration; Committee drafts articles of

Constitution

•Consultation Stage: Hold information

sessions, Focus Groups, Family engagements

to gather input; Request legal review of draft;

Finalize draft for Council approval

•Ratification Stage: Implement pre-ratification

activities; Create notice of vote; develop

communication material; update voter’s list,

identify threshold; hold vote

•Implementation Stage: Review existing

policies, Codes, By-Laws & Laws to comply with

Constitution; create new processes, procedures,

institutions & laws to carry out Constitution.

OBJECTIVE 5.3 GOVERNANCE (formerly

Administration) CODE

We have developed Governance code that

addresses accountability and management of

M'Chigeeng First Nation to ensure codes, by-

laws, policies, and procedures are being

followed for fairness, transparency, and

accountability.

OBJECTIVE 5.4 FINANCIAL CODE

Finalize drafts, community consultation, and

referendum.

OBJECTIVE 5.5 ALTERNATIVE DISPUTE

RESOLUTION MECHANISM

Development of a mechanism that addresses

disputes in a positive and constructive manner

and is reflective of Anishinabek values, beliefs

and traditions.

We developed a “draft” ADR policy and will

continue to seek community consultation to

finalize.

OBJECTIVE 5.6 TRADITIONAL LAND USE

STRATEGY

Development of a Land use plan that is

reflective of our responsibility to Mother Earth.

OBJECTIVE 5.7 MEMBERSHIP CODE -

REVIEW

The membership code was amended in 2010 to

include the "McIvor Decision” - Indian Bands

who assumed control of their membership after

June 28, 1987 has an obligation to place such

persons onto their membership list. MFN

Membership Code was enacted in 1987.

There were amendments to the Indian Act in

2011 of the Bill C-3 Gender Equity. The

changes allow eligible grandchildren of women

who lost status as a result of marring non-Indian

men to become entitled to registration (Indian

Status) in accordance with the Indian Act.

The Council approved for a Membership

Committee to be established (Feb 2014) per

motion #027/14 Membership Committee –

Appeals or Protests: That, Chief and Council

agreed to post for a Membership Committee.

Further, Chief and Council recommended an

appeals and protest’s process, term of

reference and procedures be developed.

Further, Chief and Council recommended the

Committee be responsible for preparation of a

referendum for amendment to the Membership

Code.

15

(CAO Continued)Herein is the term of reference for the “newly”

formed Membership Committee: to administer the

Membership Code, carrying out the duties and functions

and exercise any or all of the powers under the Code;

•Receiving and reviewing of applicants for membership,

as outlined in Membership Code

•Recommend the acceptance or rejection of application

for membership to Chief and Council

•Review and reference the Indian Act and Membership

code

•Deal with appeals and protests as per s. 6. of the

Membership Code

•Report and recommend any revisions to Membership

code.OBJECTIVE 5.8 TREATY RIGHTS

M'Chigeeng First Nation will maintain our treaty

rights by ensuring to communicate to the respective

governing bodies to advise of political position.

OBJECTIVE 5.9 FIRST NATIONS LAND

MANAGEMENT ACT & MATRIMONIAL

REAL PROPERTY

M'Chigeeng First Nation will manage their own

lands and resources and the right to legislate in

respect of those lands and resources. We will

develop our own community MRP law which

balances the collective rights of First Nations

with protection for individuals, on the

breakdown of a marriage.

The newly elected Council re-affirmed the

approval for M’Chigeeng First Nation to

commence the developmental activities

pursuant to the First Nations Land

Management Act Framework Agreement per

BCR#4052 in December 2013 (BCR #3992):

(excerpt) “WHEREAS First Nations have

developed and signed the Framework

Agreement on First Nation Land Management

(FNLMA) with Canada in order to exercise this

community control over reserve lands and

resources; and WHEREAS it is understood that

all First Nations signing the Framework

Agreement with Canada will receive

developmental funding to develop a land code

and obtain community approval for the land

code and operational funding to discharge

responsibilities in respect of reserve lands.

The development stage is 24 months

(September 2014).

The Matrimonial Real property law

development will form part of this development

work of the FNLMA. The Act provides that a

land code must include: “(f) a community

consultation process for the development of a

general rules and procedures respecting, in

cases of breakdown of marriage, the use,

occupation, and possession of first nation land

and the division of interests or rights in first

nation land. A First Nation must enact the rules

and procedures within one year of its land code

coming into force.”

If no MRP law is developed, the federal

provisions of the Family Homes on Reserves

and Matrimonial Interests or Rights Act

(MRPOR Act) will apply as of December 16,

2014.

OBJECTIVE 5.10 CONFLICT OF INTEREST

POLICY (January 2013 adopted)

M'Chigeeng First Nation Chief and Council are

fiduciaries, and undertake to act in the best

interest of the members of the band. The

actions are subject to close scrutiny and there

must not be any question that interests are

allowed to conflict with the duty to the band.

OBJECTIVE 5.11 COMMUNITY

ENGAGEMENT TOOL/STRATEGY

M'Chigeeng First Nation Council is to develop

a Community Engagement tool/strategy for the

band members to actively participate in the

community in a healthy way and not be

dependent on the Band. They need to feel that

they belong to the First Nation and that they

have a voice. This level of decision making is

for those issues that have a significant impact

on community members. The involvement of

the community for those decisions is key,

which affect the community as a whole.

16

(CAO Continued)FINANCIAL MANAGEMENT:

M'Chigeeng First Nation will manage their

financial resources to provide for existing and

future community needs and growth initiatives.

The prudent management of resources by

planning for the long-term to ensure we are

sustainable through the development of

systems.

OBJECTIVE 5.11 FINANCIAL

REGULATIONS

M'Chigeeng has developed Financial

Regulations to ensure financial administration

of resources.

OBJECTIVE 5.12 FINANCIAL

MANAGEMENT

M'Chigeeng will ensure financial information is

relevant, timely, accurate and complete to

assist in decision-making. We will manage

financial resources to address existing/future

community needs.

The auditor KPMG provided an overview of

M’Chigeeng FN’s long term financial

management in September 2012 in terms of:

commitments; working capital; long-term

commitments (2012-2017); and long term

resources. M’Chigeeng continues to maintain

a good financial position.

OBJECTIVE 5.13

FINANCIAL PLANNING

Development of long term financial plans (5

year planning) to address existing/future

community needs.

Chief & Council approved motion #015/13

BCR 4056 - LONG TERM FINANCIAL PLAN:

HEREBY RESOLVE

WHEREAS, M’Chigeeng First Nation Chief

and Council has determined a goal of financial

management to ensure the prudent

management of resources by planning and the

development of a long term financial plan.

FURTHER, M’Chigeeng First Nation Chief and

Council were presented a long term financial

management update by KPMG on September

18, 2012, which outlined the Long –Term

Commitments/Resources.

FURTHER, the M’Chigeeng First Nation Chief

& Council approved the motion #077/12

Employment & Community Development

Department Structural Review Study on March

20, 2012 to realign to focus efforts to realizing

Economic Development initiatives.


& Council needs to further plan for operational

matters, existing and future community needs,

growth opportunities, and ongoing Economic

Development opportunities.


& Council recognizes that we need to

determine the appropriate financial

management, governance and ownership

structure to ensure that we adequately

resource the First Nation operations and

endeavours.

OBJECTIVE 5.14

STRATEGIC FRAMEWORK/PLANNING

M’Chigeeng First Nation will develop a long

term strategic plan (5 year planning) in a

planned manner to address each

objective/goal.

On December 4, 2012, the Council approved

per motion #334/12 COMPREHENSIVE

COMMUNITY PLAN (FNMHF) to retain the

consultant services of Four Worlds

Development Learning Center to develop a ten

(10) year Comprehensive Community Plan.

The development of the CCP is expected to

take approximately 18 months to complete.

The CCP was finalized in May 2015.

ORGANIZATION/HUMAN RESOURCES

DEVELOPMENT:

The M'Chigeeng First Nation will strive to build

organizational stability, capacity and

consistency by recognizing human resources

are a vital to its growth.

17

(CAO Continued)In September 2014, we changed service

providers to Sun Life, one of the new offerings

to employees is the Employee Assistance

Program (EAP). The EAP provides

professional, confidential assistance to

provide support for issues that can affect

performance at work.

A happy, healthy workforce is more engaged

and productive.

OBJECTIVE 5.15

RECRUITMENT/RETENTION PLAN

Complete a review of existing barriers and

make necessary amendments that recognize

that human resources are a valuable

resource.

The Council approved in November 2012

revisions per motion #307/12 of the Personnel

Policy (2001) to section 4.0 Recruitment and

Selection. This policy revision was to ensure

a consistent and standard approach to the

R&S process.

OBJECTIVE 5.16 PERSONNEL POLICY

REVISIONS

M'Chigeeng First Nation will review the

Personnel Policy (2006) to ensure we are in

compliance with legislation and remove

barriers and revise accordingly.

The Audit & Governance Committee – Human

Resources work plan was to review, revise,

and develop the Personnel Policy of:

Recruitment & Selection; Anti-Harassment &

Discrimination Policies; CRC/VSS Policy &

Procedures; Alternative Dispute Resolution

(ADR); Succession Planning; Salary

Administration; and Human Resources Code

OBJECTIVE 5.17 COMMUNICATION

STRATEGY

To continue to develop a communication

strategy that is inclusive of all stakeholders.

OBJECTIVE 5.18 INTERNATIONAL

ORGANIZATION FOR STANDARDIZATION

(ISO) DESIGNATION

M'Chigeeng First Nation prepares to have the

FN organization become ISO compliance.

In closing, we have continued to strive to meet

the challenges and needs of the M’Chigeeng

First Nation community and to make

improvements to ensure the quality of

programs and services. I would like to take

this opportunity to say GChi- Miigwetch to the

M’Chigeeng Anishinabek members, Band

Council, management, and staff as we worked

together to build the CCP, improve the

services, programs, and make the goals a

reality. We welcome any recommendations

you may have to ensure the M’Chigeeng First

Nation’s community needs are being

met.

A special acknowledgement to Chief Joe Hare

for the 36 years of service. He has been

instrumental and Great Leader in many of the

developments of the First Nation community

as well as externally.

The M’Chigeeng First Nation continues to

progress as a community. The two greatest

predictors of success in such a Plan as the

Comprehensive Community Plan are unity

and systematic action. If the community

implementers of the CCP remain united in our

efforts and if they persevere in systematically

testing and continuously refining the

strategies the community has developed,

success will take some time and is a matter of

time to see the results. We will continue to

work towards improvements and the

integration of programs and services.

Baa maa pii miin waa ga-g noon in!

Brenda Ense McDonald,

Chief Administrative Officer

CHIEF AND COUNCIL

18

OATH OF OFFICE

As a member of the M’Chigeeng First

Nation Council I will:

1. Accept the mission as an active

member of the elected Chief and

Council

2. Represent the interests of all Band

Members served by this Council.

3. Not use the organization or my service

on this Council for my own personal

advantage or for the individual

advantage of my friends and

supporters.

4. In the event Conflict of Interest arises

– if my elected position and private

interests constitute a conflict of

interest, I will declare this to the Chief

and Council, who will direct in which

manner, this may be resolved.

5. Not disclose information deemed

confidential by this Council or its

membership.

6. Approach all First Nation issues with

an open and conscientious mind, and

will be prepared to make the best

decision for the betterment of the


7. Promote and uphold the integrity and

dignity of the M’Chigeeng First Nation

and I will not violate the trust of those

who elected me to the Council or of

those we serve.

8. Focus my efforts on the mission of the

organization and not on my personal

goals.

9. Never exercise authority or interfere

as a Councillor except when acting in

a meeting with the full Council or as

delegated by the Council.

10. Not publicly criticize other Council

Members, First Nation Employees, or

the policies and/or regulations of the


11. Plan and make decisions with other

Council Members and support the

decisions and respect the opinions

and ideas of others on the Council of

the M’Chigeeng First Nation.

Date signed oath of office October 7,

2015.

Missing: Sam Debassige, Forry Hare, Debbie Debassige,

19

1. Any items for Council Agenda are to be

submitted in writing no less than one (1)

week prior to meeting, preferably two (2)

weeks to adequately prepare, this allows for

department/staff follow-up.

The following is the new format for

Council Meeting Agenda:

a) Approval of Agenda

b) Declaration of Conflict of Interest

c) Presentations

d) Meeting Minutes

e) Unfinished Business

f) New Business

g) Future Meetings or Required Dates

h) External Organization Political Attendance

i) Correspondence/Information

k) Adjournment

Memorandums are forwarded to respective

Departments/Staff for follow-up

2. All agenda items are deferred to the

CAO/Chief and determined:

a) If further background material and/or

action is required for preparation

b) If could be deferred to the

appropriate department to follow up

c) If a priority, categorize and time

allotment required

d) If decision to be made is supported

by an existing policy; funding

available, etc.

Order of Council Meetings

3. Minutes of meetings, once approved at

a Chief and Council Meeting are

posted in the Council Chambers, Post

Office and Health Centre.

The following process has been implemented:

#357/11 BUSINESS ARISING- DELEGATIONS (DEC 6, 2011): THAT, Chief and Council agree, when

people/groups come into the council meeting to ensure due diligence, when an issue is presented to council as

new business, council shall not make any decisions on the issue, except to:

Accept as information

•Refer the issue to Administration for investigation;

•Refer the issue to the appropriate Department/committee for investigation or;•Table the issue at a future Council meeting agenda for resolution

20

M’CHIGEENG FIRST NATION ORGANIZATIONAL CHART

21

AUDIT &GOVERNANCE - Finance DepartmentPenny Roy-Corbiere, Fiance Manager

The Finance department has continually

taken steps to improve the operations and

delivery of the reporting requirements for

M’Chigeeng First Nation. The dedication of

our finance staff for the day to day

operations and taking on additional duties,

special projects and initiatives is a

testament to the professionalism and

commitment our team has for the

operations of M’Chigeeng First Nation.

This annual report describes the highlights,

challenges and the operations of the

Finance Department for 2014-2015.

Highlights

The department is continuously inputting

revenue and expenses, monitoring budgets

and the general ledger for the 2014/15

fiscal year; presenting quarterly reports to

the Audit Governance committee and to the

Chief and Council.

Financially monitoring 3 books:

M’Chigeeng First Nation @ $

25,938,475.00 budget; She’ndwin Teg

Gaming Commission @ 1,274,600.00

budget; and MERE General Partner Inc. @

1,531,136.00 budget.

We revised the new job descriptions for

central finance staff Accounts Payable

Clerk, IT Coordinator and IT Support.

Posted and hired three new staff. Trained

and hired a supply Postal Clerk for the Post

Office.

Participated and coordinated with other

team members on the Community

Comprehensive Plan, Community Safety

Action, Grocery Store, and the Long Term

Financial Plan.

Major upgrade on the computer hardware

and software programs,to ensure

Administration and Finance have the tools

needed to get the job done.

We continued to have regular meetings

with the Audit Governance Committee –

Finance; We changed the M’Chigeeng’s

group insurance provider to Sun Life

Assurance Company of Canada, a savings

of 12.9% for the band and the employees.

Challenges

The challenges face by the Finance

Manager is the increasing demand for more

than just maintaining the financials of the

organization, but to contribute to the

operational decision making process by

supporting non financial departments such

as IT, Post Office operations, strategic

business planning like the MERE, SPN,

Grocery Store and Hotel project.

Communication and presentations are

becoming more and more crucial.

Another challenge is keeping the balance

from accounting to accountability, to ensure

compliance with regulations, reporting

requirements, legislations, reconciling and

people inquires.

Finally, Human Resources - making the

finance department a cohesive team, that

has the technical accounting skills, as well

as an understanding of the operations and

skills to perform their duties. This is the

department of the MFN organization that

has not been able to secure another full

time financial position due to funding to

keep up with the growing demands of the

financial accounting and accountability.

22

(Central Finance Continued)

OPERATIONS OF THE FINANCE

DEPARTMENT

There are 5 priorities that this finance

department processes on a daily basis

Accounts Payable – In order to maintain good

relations with everyone, we try to make sure

everyone gets paid on time and avoid late

payment charges

Accounts Receivable – Critical duty is to

manage, record and track money coming in

and receivables owing and balancing the

bank reconciliation reports

Payroll – a very important role within the

organization, making sure employees are

paid according and timely. In addition, filing

and paying EI benefits, taxes, CCP, group

insurance benefits, pensions and WSIB.

Reporting and Financial Statements – The

primary reason is to collect, maintain the data

and to prepare the financial reports. This is

used for budget preparation, forecasting, and

gathering the numbers for funders reporting

requirements, monitoring and tracking

revenue and expenses.

Financial Controls – Reconciliations is the

major item, reconciling expenditures, and

verifying numbers. Ensure procedures are

set up properly and process without errors.

Occasionally there will be errors and if there

are errors we review and reconcile to correct

it.

Defining these responsibilities and being

accountable, we have to follow our policies to

ensure procedural fairness is conducted.

Currently, we utilize the Financial

Regulations, Personnel Policy and the Travel

Policy. Potentially, we will start the process

of creating a Financial Management Code in

the near future.

AUDIT GOVERNANCE COMMITTEE –

FINANCE

The Committee has been meeting regularly

every month to discuss and provide input and

approve the 2014/15 Budgets for M’Chigeeng

First Nation, recruitment and selection for

three new staff, quarterly reports, provided

housing renovations loans, reviewed and

recommended the following policies:

Financial Regulations Policy, OLG Policy,

Regulations Governing Committees of Chief

and Council and the Tendering Policy.

Financial Highlights for 2014/15

Living within our means should be everyone’s

philosophy, including M’Chigeeng First

Nation.

M’Chigeeng First Nation financial report

contains the audited Consolidated Financial

Statements prepared in accordance with the

principles and standards established by the

public sector accounting standards as

prepared by the auditors KPMG.

Statement of Operations - Audited

2014-2015 2013-2014 2012-2013

Total Revenue 19,630,661.00 19,194,059.00 18,235,021.00

Total Expenses 19,878,721.00 19,004,002.00 17,595,005.00

Change in Net

Debt (248,060.00) 190,057.00 640,016.00

Budget 2014-2015 2013-2014 2012-2013

Total Revenue 20,280,557.00 26,832,158.92 24,637,321.32

Total Expenses 20,805,213.00 26,762,083.23 24,656,860.49

Change in Net

Debt (524,656.00) 70,075.69 (19,539.17)

23

Audit Governance Department

We managed to stay under budget due to

staff positions not being filled and making

sure checks and balances were applied.

This department was able to contribute to

the working capital reserve to sustain a

healthy ratio, but was decreased to offset

other departments over expenditures.

Infrastructure

The water treatment plant and older

infrastructure equipment lead to an over

budget expense of $ 274,961.00, this

amount decreased the working capital

reserve.

Health and Wellness Department

The programming under the Health Transfer

Agreement continued to retain a surplus

and increase this reserve to $ 1.1 million.

Other health programming, lead to a deficit

of $ 10,477.00. This amount decreased the

working capital reserve.

Family Resources remained on target, but

had a surplus within their salary budget, due

to staff positions not being filled throughout

the year.

Economic Development

Economic Development has managed to

stay within their budget amounts.

Education and Training

Education was able to offset their deficit of $

307,597.00 by utilizing their education

reserves.

Expenditures need to be carefully tracked

and monitored to ensure departments are

not exceeding its annual budget allocations.

This means we have to focus on controlling

and managing expenditures in order to

meet the financial fiscal year budget. This

measure could include budget reductions

for the new year to overcome deficits from

the previous year

(Central Finance Continued)

24

.

(Central Finance Continued)COMMUNITY REINVESTMENT FUND

25

It’s been over a year since I returned home in

April 2014 and took over the Accounts

Payable Clerk position. I’ve familiarized

myself with MFN’s policies and procedures.

Each day I prioritize the payables that are

submitted for all band operated programs (list

of programs below), including the external

businesses/programs: HIAH, MERE, GHL,

MWT and the She’ndowin Teg Gaming

Commission.

The job consists of verifying all payables

submitted have been authorized for payment

and all information has been provided.

Cheque signers were the Chief, CAO and

three (3) appointed Councillors.

M’Chigeeng has 353 department codes

under nine (9) programs:

Administration

Rental Units

Public Works

Capital Projects

Health Services (Health Centre/Wellness Centre)

Family Resources

Ontario Works


Education (Day Care/Lakeview School/ Secondary

Post Secondary/Adult Education)

Below are examples of invoices that were

processed for payment within the last four

years, these do not include the Ontario

Works Program’s payables:

Accounts PayableCatherine Ense

2011-2012 2012-2013 2013-2014 2014-2015

Hydro One $390,696.89 $377,839.43 $418,215.03 $517,754.70

New North Fuels $165,764.16 $157,062.19 $219,764.23 $162,713.26

Eastlink $59,526.97 $55,335.89 $73,088.63 $58,805.24

Saul Enterprises $69,311.25 $65,213.00 $95,210.00 $75,594.40

Island Foodland $63,526.97 $65,335.89 $71,596.61 $81,544.90

26

M’CHIGEENG FIRST NATION

COLLECTION PROCEDURES BCR #3534,

DATED AUGUST 09, 2004:

THAT, we accept and approve amendment

to Band Council resolution 3271, dated July

15, 1998 and from a new Band Council

resolution to read the following:

THAT, we the Chief and Council of the

M’Chigeeng First Nation do hereby

authorize the Administration Office and its

officials to enforce the Band Council’s

collection procedures by carrying out the

following measures:

1) By terminating water service to people

with water, sewer and water delivery

arrears

2) By issuing eviction notices to tenants with

arrears for the following; housing

contributions, rent-to-own housing

agreements, housing renovation loans

with the M’Chigeeng First Nation

3) By authorizing deductions of 20% from

payroll, social assistance, contracts,

accounts payable invoices, and any other

payables

4) By authorizing deductions of 5% from post

secondary and training allowances

5) By enforcing the policy and procedures for

eviction – 1st letter, 2nd letter, etc.

6) By identifying all occupants residing in

rental and housing units

Band Council motion 0118/06, dated

February 21, 2006:

THAT, the collection deduction percentage

rate from payroll, social assistance, contracts,

accounts payable invoices and any other

payables be increased from 20% to 25% to

pay off the rental arrears.

Band Council motion 48/10, dated

February 16, 2010:

Chief and Council approved the

Administration and Finance Committee

motion #11/10. As of April 01, 2010 the

following will take effect that any Council

and/or Committee member who are in

arrears, shall be deducted 100% of their

honorarium.

#11/10 Arrears Management:

THAT, we the Administration and Finance

Committee recommend that Band Members

who serve on Council and Committees and are

paid an honorarium, shall be deducted 100%

and this be applied to their arrears until this is

resolved.


Committee support and carry out Band Council

Resolution #3271.


Committee recommend that employees of

M’Chigeeng First Nation be deducted the

rental amount of their units plus rental

arrears, until their arrears are resolved.

ACCOUNTS RECEIVABLEJanet Debassige

The Accounts Receivable Clerk is responsible for the day-to-day administrative functions

with respect to the accurate accountability under the Accounts Receivable portion of the

Central Finance Department under M’Chigeeng First Nation.

27

Reporting is completed at each month end. For information purposes, arrears summary

report comparisons provided:

Administration Fee for Overdue Payment:

At fiscal year end March 31, any account with a balance owing, an administration fee of $75.00 is

charged for service reconnection.

In May 2015, water shut offs occurred for customers with overdue accounts. A total of twenty-

one (21) customers made payment for service reconnection.

2015/2016 Water/Water Delivery accounts:

Lakeview area 100 accounts

Village area 210 accounts

Water Delivery 70 accounts

2015/2016 fiscal year:Water Fee Rates (effective April 01, 2015):

Water Rate $108.00 per year $9.00 per mth

Water Deliver $98.00 per year $8.17 per mth

Water Rate (bus) $216.00 per year $18.00 per mth

Sewer Rate $37.00 per year $3.08 per mth

Sewer Rate (bus) $37.00 per year $3.08 per mth

(Accounts Receivable Continued)

M’Chigeeng First Nation members:

garbage fees cost $78.00 for 12 months (April 01 to March 31 each year) $6.50 PER MONTH

M’Chigeeng First Nation businesses pay directly to contractor.

2015/2016 fiscal year:

Overdue Accounts:

Garbage contractor is instructed not to collect garbage for any overdue accounts at March 31st.

2015/2016 Garbage Fee accounts:

Lakeview area 115 accounts

Village area 206 accounts

Country area 59 accounts

28



2015/2016 Units:

CMHC Phase I 01 unit

CMHC Phase II 10 units

CMHC Phase III 10 units

CMHC Phase IV 13 units

CMHC Phase V 10 units

CMHC Phase VI 09 Units

CMHC Phase VII 16 units

CMHC Phase VIII 10 units

CMHC Phase IX 08 units

CMHC Phase X 08 units

CMHC Phase XI 10 units


As of this date, all units released

back to homeowners.

M’Chigeeng First Nation

responsible for collection of rental

arrears and operations &

maintenance (O&M) costs during

take over period.

29



As of Sep 2015, there are only three (3) current loans with M’Chigeeng First Nation.


2015/2016 units:

Community Complex leasing 03 units

Marina Building 01 unit

Saswaahns Building n/a

Motel Units 06 units

Teacherage Units n/a

Homemaker Units n/a

Sudbury Units 09 units

30


Renovation Loans:

2015/2016 fiscal year 01 loan

2014/2015 fiscal year 07 loans


2012/2013 fiscal year 13 loans

Housing Contribution Loans – Dept 5100:


MFN Loan – Dept 1120:


HUMAN RESOURCES

This fiscal year the following Human Resources

related activities were:

TEN YEAR COMPREHENSIVE COMMUNITY

PLAN (CCP)

Pertaining to HR involvement:

•At the April 3, 2014 CCP Steering Committee

meeting worked to finalize the CCP goals and

strategies for a CCP Work Plan

•May 29, 2014, a CCP Coordinator job

description was presented to the CCP Steering

Committee. This new position is responsible for

the coordination of a new communications

strategy and community engagement activities

for the CCP

•June 11, 2014 a Community Safety Meeting

was held for a plan of action to be also included

in the CCP short-term planning. A review of the

MFN programs and services were reviewed and

an inventory for evaluation needs to be

completed. An Outreach Worker job description

was developed to work out of the

Gwekwaadziwn Centre to provide on-site

outreach programs & services in collaboration

with other social services workers. An

employee drug testing program/policy was

discussed for possible development.

August 14, 2014, a Community Safety Action

Plan meeting was held. Funds were secured to

hire a Community Safety Officer to patrol the

community in the evenings and weekends.

Development of a new Proposal Writer job

description was proposed to assist with

programs that are unfunded or underfunded.

•Cultural Restorative Training for the revival and

integration of cultural practices along with the

need to develop cultural standards in the work

place and community; language and cultural

programs.

•At the October 20, 2014 Department Manager

meeting with Four Worlds, Dr. M. Bobb

discussed the Jan 31/15 CCP community

meeting.

•Also received funding approval to conduct a

MFN Comprehensive Compensation Review

from the First Nation Market Housing Fund

31

(Human Resources Continued)

•January 2015 CCP Coordinator was posted;

•January 31, 2015 a second Community

Meeting was held at Lakeview School to

finalize the CCP planning facilitated by

Doctors Michael and Judy Bopp, Four Worlds

BAND OFFICE HUMAN RESOURCES

OPERATIONAL REVIEW

HR Operational Review Steering Committee

was formed to oversee the HR Operational

Review at the Band Office. In September

2014 Integrity Management Consulting

Group, Sudbury, was contracted to conduct

operational reviews for all departments within

the Band Office. The purpose of the review

was to identify human resources/relations

issues and make recommendations to

improve the effectiveness and efficiencies in

operations.

Early January 2015, the operational review

proceeded with the Hub Centre and we have

been making efforts to implement

recommendations. HRG was directed to take

the lead for this assignment. An internal sub-

committee was appointed to develop a work

plan, implement and monitor/evaluate

progress.

LATERAL VIOLENCE WORKSHOPS

Working Together to Move beyond Lateral

Violence 2-Day Workshop Feb 23-26, 2015.

The facilitator was Rod Jeffries, Ancestral

Visions, Tyendinaga Mohawk Territory, ON.

What is Lateral Violence? Lateral Violence,

definition by Rod Jefferies: “An oppressed

group turns on itself, begins to violate, hurt

and harm each other through various acts

including, but not limited to gossip,

backstabbing and putdowns.”

Lateral violence has impacted Indigenous

peoples throughout the world to the point of

where we are hurting each other in our

communities and workplaces on a daily basis.

The workshop discussed the origins of lateral

violence; the relationship between historic

trauma, grief, oppression, colonization,

residential schools, shame; how it manifests

itself in our communities and workplaces;

impacts of workplace morale; how we can

stop the harm it creates in our communities

and workplaces.

Learning objective: Participants will

understand lateral violence and their role in

workplace or community in lateral violence

and other underlying issues; to brainstorm

and discuss ideas and strategies to identify,

prevent and stop lateral violence in the

community/workplace and how to maintain

wellness in an unhealthy environment.

In our monthly staff meetings at the band

office we continue to work on techniques to

stop lateral violence in the work place in order

to better provide improved services to our

band membership.

WELLNESS CENTRE RESTRUCTURING

Health Services is in the final stages of

restructuring the Wellness Centre operations.

The centre has been given the new name of

Home Care Program due to its programs and

services being delivered to the Elderly

throughout the MFN community. In order to

provide optimal programs and services, job

descriptions were revised and the new

position of Home Care Program Manager was

developed, to be responsible for the planning,

coordination, delivery and management of all

home care programs and services for the


32

CURRENT MFN EMPLOYEE WELLNESS

PROGRAM

The following programs are up and running:

•Workplace Health & Safety Program: One

of the last and final tasks to be fully in

compliance with the health & safety

legislation is the development of a Health &

Safety Policy & Procedures Manual. A first

draft will be completed by the end of

September 2015.

•Elders In Residence Program: Is ongoing

for the Day Care Centre and Band Office

employees

•Employee Assistance Program:

Implemented Sept/2014; a Sun Life

Employee Group Benefit, employees have

been using the program as needed.

•Comprehensive Healing & Wellness

Program: To be included for development

with the implementation of the CCP short-

term/first year priorities

HR COMMITTEE ANNUAL WORK PLAN

(2013-2015)

Most priorities are complete, except for:

•The Alternative Dispute Resolution policy

•Succession Planning policy, first draft

completed Dec 11/2013

•Training needs to be coordinated for policy

implementation

•Comprehensive Compensation Review is in

the works to start August 2015

Ongoing efforts are put forth to work on the

MFN’s Personnel Policy, amending the

Recruitment & Selection and Professional

Development sections.

MFN ORGANIZATION STATISTICAL INFORMATION

Employee Data (based on Payroll Data)

New Positions Created:

•Community Security Officer -term

•HR Assistant-term trainee

•Receptionist, Day Care

•Clerical Support Worker, Post-Secondary-term trainee

•ARP Language Curriculum Writer


213 263

33

•Outreach Worker (Draft pending approval)

•Aboriginal Community Energy Project Workers (Green Plan), Public Works (4 positions)

•CMHC Housing Intern, Capital Projects - term

•Water & Water Waste Project Workers, Public Works (2 positions)

•Land Code Coordinator -term

•IT Support

•Proposal Writer -term

•CCP Coordinator

•Recreation Worker -term

Job Description Reclassifications Completed:

•Information Technical Network Coordinator CS-3 to IT Coordinator CS-4

•Administrative Assistant, Day Care CA-3 to CA-4

•Partner in Parenting CS-2 to CS-3

•Community Wellness Worker CS-1 to Elder Program Outreach Worker CS-2

•Clerical Assistant, Home Care Program

•Home & Community Care Nurse/Wellness Centre Coordinator to Home & Community Care

Nurse & Long Term Care Registered Nurse

During this fiscal year, we posted 69 job opportunities for regular and term position.

First Nations Land Management/Land Code Initiative -

M’Chigeeng First Nation – July 2015

Ryan Migwans, Land Code Project Coordinator

M’Chigeeng First Nation has initiated an effort to attain jurisdiction & control of our lands and

resources. The need to have greater control and authority of reserve land management has

been long overdue. In the early 1990’s, a group of 14 First Nations approached the federal

government to express their desire to resume control of their inherent right to manage their land

& resources. Continued efforts resulted in federal legislation to accommodate the needs of

Anishnaabe communities, known as the ‘First Nations Land Management Act’ (FNLMA).


34

The process involves the ratification of the Framework Agreement under the FNLMA. The

Framework Agreement provides the option to govern and manage reserve lands outside of

the oppressing & restrictive Indian Act. The ratification of the Framework Agreement

requires M’Chigeeng community approval of a Land Code & Individual Agreement, by

means of referendum in August 2016.

The M’Chigeeng Land Code will be the basic land law of MFN and will replace the land

management provisions of the Indian Act. This Land Code will be developed by the Band

Members of M’Chigeeng. To ensure band members interests in protecting lands & resources

are incorporated into this Code, there will be several community meetings to address MFN’s

needs, the first was held on May 9th, 2015.

A FNLM Steering Committee was formed to facilitate the process, in addition to hiring a Land

Code Project Coordinator. The coordinator is responsible for maintaining the land code

development project schedule and to ensure all band members are informed of their right to

participate in the ratification process, as an eligible voter. The two year development phase

of the Land Code started in September 2014.

In addition to voting on the Land Code, an ‘Individual Agreement (IA)’ is also required to be

voted on. This Individual Agreement sets out the specifics of the Transfer of Administration

of reserve lands from the federal government to M’Chigeeng First Nation. The IA will also

include a legal description of reserve lands that will be subject to MFN’s Land Code,

including operational funding. MFN has retained a Qualified Verifier to ensure compliance

with the ‘Framework Agreement’ objectives, Scott Jacobs of Curve Lake First Nation will be

assisting MFN with the community ratification process.

The Comprehensive Community Plan identifies the need to have a permanent Lands

Management Committee. The Land Code will also contain provisions to form a permanent

Lands Committee. Goal #2 of the CCP indicated the need to develop a long-term land use

code and plan. The Land Code under FNLM permits the creation of a land use plan, which will

effectively manage & designate future uses of M’Chigeeng lands.

The CCP further requests MFN to develop environmental protection policies & legislation. The

Framework Agreement requires First Nations to enter into a subsequent Environmental

Management Agreement following the ratification of the Land Code. This will mean MFN will

have to harmonize environmental policies consistent with federal & provincial regulations.

Currently, there are no best management practices in place for MFN regarding environmental

protection. Prior to the transfer of land management to M’Chigeeng, an Environmental Site

Assessment – Phase 1 is required to identify areas of potential environmental concern.

M’Chigeeng recently had this assessment completed for reserve lands, including lakeshore

lots surrounding Mindemoya Lake and Otter Lake. This study was done by Dillon Consulting

Ltd., the draft report of their findings will be presented to Chief & Council.

The Land Codes of many other First Nation communities has proven to break the barriers to

economic development by eliminating the need to request approval from the minister of

aboriginal affairs. Currently, there are 56 First Nations operating under their own Land Codes.

35

Proposal WriterMarie McGregor Pitawanakwat

This report will discuss the status of proposal writing for the period February 9, 2015 to March

31, 2015. The first order of business was to review in-house documents. These included the

Comprehensive Community Plan; the Consolidated Financial Statements of M’Chigeeng First

Nation for the Year Ended March 31, 2014; and M’Chigeeng First Nation’s 2011-2012 Fiscal

Year Annual Report; among other documents.

•“... less than 10% of funds raised on reserve (separate from government funding) came from philanthropic foundations.”

(Nadjiwan, Samantha and Cindy Blackstock, 2003, in Aboriginal Philanthropy in Canada: A Foundation for Understanding,

n.d., 16)

•“... the most pressing need of Aboriginal communities – economic self-sufficiency and development – is not addressed by

any foundation in Canada.” (Nadjiwan & Blackstock, n. d., 25)

•“...In Canada, most of the literature on Aboriginal poverty can be summarized into two streams, one that stresses individual

economic factors, and the other collective socio-cultural circumstances. ((Salee, 2006: 23) in Noel, 2009: 11.)

•“... Canadians donate $10 billion annually to charitable institutions. Little goes to Aboriginal communities.” (Ibid., p. 16) (Source:

Bruce, Barbara et al. Aboriginal Philanthropy in Canada: A Foundation for Understanding. The Circle on Philanthropy and

Aboriginal Peoples in Canada. Retrieved on February 25, 2015. http://philanthropyandaboriginalpeoples.ca/info-bank/publications-

reports/

Summary – Na Haaw, Miim Nik

•“...Improved health on-reserve, rising educational attainment, and increases in income may be due more to economic and social

factors than federal spending, not the least of which may be due to the efforts of communities themselves without government

assistance.” (Source: Cooke, Beavon, and McHardy, 2013, 63).

“... Indigenous needs are some of the deepest in society and span funding areas as diverse as conservation, health, youth,

education, housing, economic development, poverty, world peace, human rights, arts, employment, sustainable development, and

social justice. (Nadjiwan & Blackstock, n.d., 18).

http://philanthropyandaboriginalpeoples.ca/info-bank/publications-reports/

36

Lands and Indian Registration AdministratorTerry DebassigeSUCCESSES

Over the past year I have gained a

satisfactory degree of proficiency in carrying

out the duties of the position. New rules in

the administration and reporting

requirements Aboriginal Affairs and Northern

Development Canada were easily managed.

The Matrimonial Real Property legislation

created a new regime of reporting demands

that affected everyone from AANDC to the

individual band members. As the new

process rolled out it was necessary to make

changes to the reporting documents as the

application revealed shortcomings. The

amendments have been finalized and I am

proud to say my input was solicited from the

Centre Of Excellence that was tasked with

the implementation of the Act.

Band members have become aware of the

fact we cannot do mail outs and that proper

identification is now required in order to

apply for a Certificate of Indians Status.

We have successfully transferred files from

the old DOS based TRIBES membership

system to an excel program we are fine

tuning now. The old system does not allow

us to print lists that have more than one set

of parameters, ie age ranges, sex, on or off

reserve etc.

I have successfully completed Indian

Registration Administrators training and

successfully passed the test. This will allow

me to access the Indian Affairs Registry

system.

CHALLENGES

It is difficult for band members to apply for a

CIS now that they have to be present and

provide identification if they are living off

reserve. Most First Nations near urban

centres do not process CIS cards for

members of other bands because their

staffs’ time and their resources become over

whelmed. There are a handful of band

offices in southern Ontario that will

accommodate our band members.

Probably the biggest challenge has been the

failure to follow the M’Chigeeng Band

Membership Code. This has opened up the

question of who is actually a band member

and who is not. To address the issue we

have been reviewing every individual file to

determine where each individual stands in

relation to the membership code. It has

been a painstaking process but has been

capably managed by appointed staff. All

precautions regarding privacy and

confidentiality are stringently maintained so

band members can be assured their

information is protected.

Although band members are slowly

becoming aware of the implications of the

section 6 category rules in the Indian Act we

are still faced with the fact we have an ever

increasing number of persons registered as

6(2). Over half of the affiliated persons

registered on the M’Chigeeng registry

maintained by Indian Affairs are 6(2). If a

6(2) person has children with a non status

person their child is not eligible for

registration as an Indian under the Indian

Act. Current estimates show that over 80%

of First Nations people are partnering with

non natives. We are now starting to see the

finality as some on reserve children are not

eligible for funding from Indian Affairs so that

impacts departments such as education.

37

STATISTICS

Here are some comparative numbers for 2012-2013 and

2013-2014.

2012-2013 2013-2014

BIRTHS 22 7

DEATHS 7 11

MARRIAGES 0 1

TRANSFER IN N/A 1

TRANSFERS OUT 0 2

DECLARED ENTITLED* N/A 17

NEXT STEPS

A lot of the future depends on whether

M’Chigeeng officially falls under the Lands

Management Act and adopts its own lands

management code. If we do then the dual

role of the Lands and Membership

administrator would have to be separated

because the duties of the lands administrator

would substantially increase.

I anticipate that the new membership

computer program will be fully operational by

the end of this fiscal term and we can finally

close the old Tribes system. Currently we are

inputting into both programs which is a

considerable tax on our time.

VISION STATEMENT

Serious consideration has to be made by the

membership of the M’Chigeeng First Nation,

not only of our direction, but of who do we

want to be. The community has said that it

wishes to be a vibrant, progressive and proud

Ojibwe First Nation. Under a lot of the

legislation that regulates us that becomes

difficult. Membership for instance, the Indian

Act determines who is eligible but that does

not reflect the essence of what is an

Anishnawbe person according to our history

and understandings.

Lands Management legislation tends to treat

our relationship to the land, to Mother Earth,

in non native terms, simply a commodity. Do

we really want to maintain our respectful

connection to the Spirituality of the land?

Our community vision statement is clear on

that but we have a lot of influences that are

bringing that into question.

The matter of subdividing and transferring

newly created lots is becoming problematic

for a lot of our band members. Surveys can

start out at $2,000 for a simple lot and go up

much higher. One recent estimate was

$15,000 to subdivide a 50 acre lot into five

parcels.

These survey costs are starting to become

out of reach for many band members. The

result is that we are seeing subdivisions being

sold without any legal survey being done.

Without a legal survey the lot, and the sale,

will not be recognized in the Indian Lands

Registry. Plainly there will be very volatile

situations in the future over proper land title

holders.

For this fiscal year, 184 certificates of Indian Status have been issued to M’Chigeeng

band members and for other bands.

38

ONTARIO WORKSJohn Ense, Ontario Works Manager

On behalf of staff of the M’Chigeeng Education and Training Hub Centre, it is my pleasure to present the

2014-2015 Annual Report.

I am responsible for the Ontario Works Program and Local Delivery Mechanism Program (LDM) under the

Education and Training Hub Centre, both programs deliver the training components. The Ontario Works

Program consists of two components the Financial and Employment Components. Within the OW program

we also have the Addictions Services Initiative (ASI), National Child Benefit Program (NCBS) and

Homemakers Program. This past year we transferred the Adult Education Program back to the Education

Department which is more reflective of the Education Department.

The concept behind the M’Chigeeng Education and Training Hub Centre is to create a “One Stop Centre”

where Band Members can access programming supports from one location to assist with their career and

training development. The developments we have implemented have always been our biggest asset in

assisting our community members, First Nations, Provincial and Federal Government. The Federal and

Provincial Governments continue to request our assistance with program development and policies, as we

continue to set the stage for other communities by initiating and sharing the concept of “The Education and

Training Hub Centre.

The Hub Centre continues to evolve and develop with its programming and networking. The Hub staff have

been working more closely in planning with clientele to ensure a positive outcome for each individual. This

year we have been able to focus on the assessment process and follow up which is crucial in establishing

planning for each individual’s path to success. We are the only First Nation within the Province to move in

this direction so it has been difficult to make comparisons to assess our developmental progress.

This past year the Hub Centre staff also participated with the HR Review, the process was challenging but it

was required so that we can overcome barriers to move forward. The Hub Centre will continue with this

initiative to ensure we are maximizing our services.

EMPLOYMENT and TRAINING HUB CENTREOntario Works

Local Delivery MechanismAdult Education

Post Secondary Education (See Report In Education Department)

39

ONTARIO WORKS

Successes

The Ontario Works program continues to

support local initiatives by creating and

maintaining partnerships that continue to

assist band membership with their

employment, training and education goals.

First Nations, Federal and Provincial

Governments continue to request our

assistance with program development and

policies, as we continue to set the stage for

other communities.

The Ontario Works Program continues to be

involved with the Addictions Services Initiative

(ASI) Renewal for First Nations for the

Provincial Government. The new concepts

within the program will further extend help for

our ASI clients to overcome their addictions

and to help foster healthier lifestyles. In the

past year participants entering the ASI

Program have increased by 32%. The

increase is due to people acknowledging they

have an addiction and seeking help to

overcome their problem which is the first step

to achieving their goals.

The Program participated in the Social

Assistance Transfer Assistance Review

(SATF) conducted by Aboriginal Affairs and

Northern Development Canada (AANDC).

The SATF Programs mandate is to assist OW

clients to gain work experience through the

programs training wage subsidy. The Federal

Government is looking at the possibility of

discontinuing the program, the Review Team

is to establish the importance of the program

and to maintain its funding. AANDC plans to

have the final report completed soon to

present to the Treasury Board to see if the

program is still viable for First Nations.

The Ontario Works Program completed three

SATF Proposals for the 2015/2016 fiscal year,

the applications were approved by AANDC.

The projects will be applied to the M’Chigeeng

First Nations grocery store and other

developments.

The National Benefit Program (NCBS)

continues to assist with community

development, we assist with the Annual

Winter Carnival, Family Fun Weekend, Minor

Hockey and many other initiatives that help

establish a healthier community.

The Homemakers Program has been

integrated with Wellness Centre, they provide

the plan of care where we administer the

maintenance and reporting of the program.

Challenges

Within our development we have experience

growing pains good and bad. The whole

process has been a learning curve for the

HUB staff to move forward with our continued

development. We have experienced issues

with program productivity, provided interim

support.

It has been challenging to offer full supports.

Lateral violence has been an issue in the

workplace which we continue to meet and

address. The HUB participated in the HR

Review which had its challenges, we are now

in the process of establishing a better

understanding on each individual’s roles and

responsibilities within ‘the HUB programming

and the expectations for M’Chigeeng First

Nation.

Other challenges we face are high

unemployment, program funding, addictions,

motivation, high shelter cost (rent, hydro, oil,

etc.). Lateral Violence is within the community

also which is a challenge overall for the

community to grow.

(Ontario Works Continued)

40


In addition to cost sharing, on going

collaboration within Ontario Works, LDM,

Post Secondary and Adult/Continuing

Education programs will continue to

implement new projects and programming.

Implementing workshops that will assist

participants, increase their skill base,

attitudes and well-being. Our overall goal is to

continue to assist clients in seeking and

retaining employment by reducing the number

of barriers encountered when seeking

employment. We continue to assist clients

achieve financial independence, increase

options and availability of opportunities,

supporting clients with their overall well-

being. Continue to access funding to assist

with client challenges.

The staff is committed to establishing better

relationships. Staff have been participating in

Lateral Violence workshops, staff meetings;

we are planning on team building activities to

maintain a healthy environment. We are

meeting regularly to establish outcomes so

that we can help with our band membership’s

and community needs which are crucial if a

department or organization is to succeed .

Next Steps

41

LOCAL DELIVERY MECHANISM (LDM)

Successes

The Local Delivery Program (LDM) funding

was to continue to April 2016, the

Government announced the program will be

extended to April 2017.

M’Chigeeng First Nation Local Delivery

Mechanism program has provided ongoing

support to our local band membership.

The majority of expenditures are allocated

from the consolidated revenue funds (CRF)

account, as Employment insurance funds

(E.I) must meet certain client eligibility and

are not available to everyone.

A result from our partnerships with various

institutions we utilized the Target Wage

subsidy, SEA, EI and purchase of Training.

Numerous clients have graduated and

upgraded their skills to move onto healthier

lifestyles.

Challenges Encountered

The program has had its struggles, we are

focusing on maintaining daily services for

our community. Numerous clients did not

succeed due to commitment, improper

assessments and follow-up.

The Local Delivery Mechanism Program

continues to work from year to year status.

Service Canada has informed the Union of

Ontario Indians (UOI) that funding will

committed yearly. The Federal Government

has not announced any long term

commitment.

Next Steps

LDM staff will continue to receive training so

that we maintain our daily duties and

reporting requirements. As the Department

Manager I have been communicating with

Union of Ontario Indians (UOI) to maintain

an accountable relationship with our funders.

We are establishing a more accountable

service that the program requires. We are

establishing a more thorough assessment

tool for the LDM clientele. From previous

arrangements on and off reserve clients did

not receive follow up or proper assessments.

Our new process has been clientele to

become more employable through proper

planning and coordination. Ongoing

collaboration with UOI and Service Canada

will be maintained to establish and address

the ASETA Agreement which is ending

March 2017.

We are in the process of reviewing the LDM

Programs Policies, the policies are outdated

which requires a more proactive approach to

reflect today’s developments in career and

training development.


In closing summary, I would like to thank our staff and

partners for their ongoing dedication and support as

we continue to work to improve the quality of life for

our community members, Miigwetch!

42

EducationRobert Beaudin, Director of Education

Executive Summary

The 2014-15 year was an exciting year for the

M’Chigeeng Education Department with

challenges and growth in many areas. The

Education Department continued to grow in

ways to better serve the learners of M’Chigeeng

First Nation in their educational journey. The

M’Chigeeng Education Department has

embraced the essence of the Comprehensive

Community Plan (CCP) and has included and

referenced the CCP in its planning.

M’Chigeeng First Nation’s Comprehensive

Community Plan includes the concept of

Lifelong learning. Life-long learning refers to the

opportunities that M’Chigeeng First Nation

members have to acquire the knowledge and

skills they need to live healthy, prosperous and

fulfilling lives. This theme recognizes that

learning happens at all stages of the life cycle

from childhood to elderhood. It also

acknowledges the value of supporting all

members of the community to develop their gifts

so as to enrich their personal lives, to contribute

to the richness of family and community life and

to achieve career aspirations.

M’Chigeeng First Nation believes that learning

continually throughout life is vital if we are to

make informed choices about our lives and the

world in which we live.

There are major changes in the ways

M’Chigeeng First Nation is approaching

learning. M’Chigeeng First Nation

acknowledges the value and importance of

formal, non-formal and informal learning in the

development of the individual and the

community. M’Chigeeng First Nation has

engaged the community in the development of a

Comprehensive Community Plan (CCP) where

the plans, goals and strategies are specifically

intended to support and assist grassroots

community members, and their families. The

CCP is strongly infused with the value that the

welfare of the whole is inseparably linked to the

wellbeing of each and every individual

community member.

The Comprehensive Community Plan is the

action framework within which all strategic plans

are now made. It defines the primary vision and

strategies for moving M’Chigeeng First Nation

and its people forward on the path of progress

towards a sustainable life. It is called a

community plan because the foundation

thinking and direction utilized in making the plan

came from community members, formed the

foundation, and the draft plan itself was

reviewed and endorsed by community

members.

Successes

The Education Department contracted a

comprehensive education review of all

education programs in 2013-14. The review

was completed with participation by many

stakeholders including parental, student,

education staff, community members and

leadership responses. The review has assisted

with creating a blueprint for success for all

education programs and is reflected in the

2014-15 planning. The education review has

provided the community the opportunity to

formally respond to the direction of all

education programs.

The Education Department has responded to

the wishes and direction of the community to

put into place opportunities to become

competent bilingual speakers. The

Anishinaabemowin Revival Program (ARP)

entered its fourth year of program development

and implementation with a major focus on the

Primary grades including Senior Kindergarten

and Primary grades. Support for the students

has included the continuation of speakers of

Anishinaabemowin in all Primary classes

43

(Education Continued)

(Teaching Assistants) and supporting a

bilingual environment. Program resource

development is well underway with

Anishinaabemowin Curriculum in progress

and curriculum resources being created and

housed with the program.

The Education Committee’s development of

SMART goals – Specific, Measurable,

Achievable, Realistic, and Timely as is

pertains to Literacy, Numeracy, and

Anishnabemowin Revival, are critical for our

accountability. The Education Department is

embarking upon a 10 year journey to not only

improve our student literacy/numeracy rate

but to also provide the opportunity for our

learners to develop proficient conversational

Anishnabemowin skills.

The M’Chigeeng First Nation Education

Department provides services in Day Care,

Elementary, Secondary (support), and Adult

Education, including Post-Secondary financial

assistance. The objective is to provide

quality service in all programs while being

responsive to the membership of M’Chigeeng

First Nation.

The MFN Education Department worked

collaboratively and cooperatively with other

MFN departments. The Health Centre and the

Education Department collaborated on

several initiatives including the promotion of

healthy choices and lifestyles through many

opportunities such as the work to prevent

diabetes.

The MFN Health Centre has also provided

support to our students in elementary and

secondary schooling with the inclusion of

mental health support. This has proven to be

an invaluable student support with much

success. Students have stated their

respective benefits generated through this

support service.

Lakeview School has developed a strong and

effective Health and Physical education

program. Children at Lakeview School are

engaged in daily physical activity and also are

provided with healthy choices geared at

improved nutrition. The benefits of this

approach are now visibly noticeable with

increased all-around student physical activity

and successes of our students in the various

sporting events producing one of Lakeview’s

best-ever competitive performances including

success in school hockey, basketball and

track and field!

Further, a student health and wellness review

on Body Mass Index was conducted by

Dream Global, in conjunction with MFN

Health Centre, with our results exceeding the

national norms!

Lakeview School has benefitted from

participation with joint First Nation Student

Success Program (FNSSP) that includes 10

First Nation and is provided through

Kenjgewin Teg Educational Institute. The

FNSSP was extended for 2014-15. The

FNSSP has impacted the positive growth

experienced at Lakeview School with

Literacy and Numeracy initiatives.

One such initiative supported through the

FNSSP, the Confident Learner Initiative

(CLI), was wholly embraced by Lakeview

School. Lakeview School is viewed as the

leader of this educational initiative that has

been developed through the University of

New Brunswick. This initiative is geared to

develop the foundational skills of teaching

children how to read and includes research

that is First Nations-based.

There is an observable trend in our

literacy/numeracy rates in our Grade 3

EQAO results that shows gradual improved

proficiency in literacy and numeracy. This,

along with improved transition and support

at high school, will translate into an

improvement in academic success at both

the secondary and post-secondary levels

44


The Day Care ready itself for the transition of

the K4 program to Lakeview School.

Preparations for the transition include

expanding current programs to accommodate

a greater number of learners. The Infant

Program, currently at 3 infants, is expected to

expand to accommodate 6 infants. Other

programs will also be able to address the

projected needs of the community and

minimize the current waiting list.

The Day Care responded to the community

increasing the hours open with the Day Care

open from 7:30am to 5:00pm for working

parents resulting in increased opportunities

for learners and greater convenience for

parents.

For the secondary program our Secondary

Student Support Worker continues to meet

with students regularly and liaise between

home and school for all pertinent details

regarding secondary school success. This

has proved to be a bit of a struggle, to

motivate and support students at the

secondary panel.

This will continue to be an area that receives

more attention. Although ‘Learning to 18’ has

been mandated by the province and holds

schools accountable, the new M’Chigeeng

Secondary School Policy also places a great

deal of responsibility on the secondary school

learner for their success. Motivation and love

of learning are integral components that need

to be instilled well before our students leave

elementary school.

The Post Secondary Program continued in

2014-15 with success. M’Chigeeng First

Nation continues to receive more applications

than can be sponsored. It is clear that most of

our post secondary students have taken on

the responsibilities associated with higher

education with serious focus. The Post-

Secondary Program policies are currently

under review to improve opportunities for all

of our learners.

M’Chigeeng First Nation has responded to

the federal government’s introduction of Bill

C-33 – First Nations Control of First Nation

Education Act during the 2013-14 year. This

Bill created much controversy at the First

Nation level with a majority of First Nations

reject it. Bill C-33 has been placed on a hold.

M’Chigeeng First Nation’s response was to

reject Bill C-31 and to clearly identify our

collective direction and vision. M’Chigeeng

First Nation identified the need to review the

development of an education code for our

community. This is now reflected in the

planning.

Overall, the MFN Education Department has

realized many successes in the 2014-15 year.

Challenges and Next Steps

The M’Chigeeng First Nation Education

Department experienced several significant

challenges in the 2014-15 fiscal year.

Historically, M’Chigeeng First Nation has

risen to the challenges presented utilizing

processes to assess and analyze the issues.

MFN has the human resources to support a

strategic implementation of effective planning

to overcome challenges and continue to work

toward successful goal completion.

Challenges

M’Chigeeng First Nation continues to

experience challenges with capacity building.

MFN requires more band members to gain

Early Childhood Educator qualifications to

participate in this exciting sector.

A significant challenge in this area is meeting

our demand for Ojibwe-speaking

professionals in this sector. MFN Education

Department is actively seeking Ojibwe-

speaking professional educators.

45

(Education Continued)Next Steps

Continue to work with organizations such as

Kenjgewin Teg Educational Institute to access

community-based delivery of ECE programs.

Continue to apprise our post-secondary

students of the demand for qualified

professionals in this area.

Continue to work with MFN Administration to

secure additional resources for better

compensation for our professional educators,

and for compensation for Ojibwe-speakers;

and to review and refine personnel policies to

attract personnel.

Challenges

Lakeview School faces on-going challenges

with student attendance with a small

percentage of the student population. The

irregular and inconsistent attendance patterns

of the small percentage ultimately impact the

larger group as services and time then are

directed to meet the students attending

irregularly.

A significant challenge at Lakeview School is

meeting our demand for Ojibwe-speaking

professionals in this sector. MFN Education

Department is actively seeking Ojibwe-

speaking professional educators.

Next Steps

Continue to work with families, students, and

other MFN Departments to address issues and

strategies to improve student attendance.

Continue to work with MFN Administration to

secure additional resources for better

compensation for our professional educators;

and to review and refine personnel policies to

attract Ojibwe-speaking personnel.

Challenges

M’Chigeeng First Nation Education

Department faces on-going challenges with

secondary school student attendance with a

small percentage of the student population.

The irregular and/or inconsistent attendance

has impacted student academic achievement,

and the amount of credits achieved.

Next Steps

The Education Department will work closely

with our student counsellor and the families;

and with Manitoulin Secondary School

administration. Additionally, MFN Education

Department will work closely with Kenjgewin

Teg Educational Institute and M’Chigeeng Hub

Centre to provide alternative opportunities for

students for continued learning.

Challenges

Funding overall has been and will be a

continued challenge. In 2014-15, the MFN

Education Department utilized Education

Reserve Funds to meet challenges related to

administration, programming, and capital. This

is not a practice that the Education Department

wishes to embark.

MFN’s Post Secondary program received more

applications than what was available in funding

placing several students on waiting lists. The

demand for the Post Secondary financial

assistance program has increased for several

reasons including the now constant need to

upgrade credentials for employment.

Next Steps

MFN Education Department’s annual planning

will reflect the factors and concerns identified

needed to create an effective and efficient

plan.

MFN Education Department will actively seek

additional revenues to address shortfall areas

utilizing a planned approach.

MFN Education Department will continue to

work with current funders, and potential

funders, to maximize opportunities for our

members.

Challenges

The Comprehensive Community Plan is an

essential and key component supporting

community growth. The challenge faced is

generating the continued support for the

community plan

46

(Education Continued)Next Steps

Ensure strong and effective communications are in place with the community and all

stakeholders.

Ensure Education Department program planning consistently and strategically reflects the CCP.

M’CHIGEENG BINOOJIINH GAMGOONHS

Annual operating days in the school year (July 2014 – to June 2015) = 203

Enrolment comprised of:

Child Age Group Infants Toddlers Pre-school Jr. Kindergarten School-age

Program Type Full Day Full Day Full Day Full Day Before School

After

Schoo

l

Licensed Capacity 3 10 21 5 30 30

Actual enrolment 3 10 21 5 15 29

SUCCESSES:

The daycare centre serviced at full capacity, we

continue to have a waiting list especially in the

infant and toddler programs. This past year we

increased our pre-school enrolment to 16

students due to a greater demand for child care

in this group. Our toddler group showed a

marked decrease in numbers from previous

year which then allowed us to accept more pre-

schoolers. These programs seem to have the

greatest need for child care.

Our annual traditional Pow-wow was again a

success, with community members attending

the gathering. At our open house on September

16, 2014 we had a very small group of parents

attending. In the previous year’s open house,

we had 9 parents attending, therefore parent

participation was low this past fiscal year.

Participation in Professional Development

activities continues to be a strength for the

program, partly through additional funding from

the Ministry and other agencies such as Health

Canada and local networking agencies.

CHALLENGES:

Recruitment of relief staff – educators, cook,

janitorial workers continues to be a challenge.

Not finding supply educators at times means

moving students to other programs in order to

free up an educator to replace a staff who is

absent. We are also mandated by the Ministry

to maintain ratios and at times.

Recommendations from the Human Resources

review is slowly coming to fruition in terms of

policies and procedures, staff training, job

descriptions and health and safety.

The number of serious occurrences saw a

dramatic decrease again this year from eight

occurrences in 2011 – 2012 to one occurrence

in 2012 – 2013, and 2013 - 2014 we had 2

serious occurrences. In 2014 - 2015 school

year we had 6 serious occurrences up from last

year. To assist program staff on the importance

to student accountability, the Ministry has

advised the implementation of tracking sheets.

These tracking sheets monitor students at each

transition so the educator knows how many

children are in her care at all times. To date, we

are continuing the tracking sheets in order to

maintain greater transparency to the families

we serve.

For the fiscal year April 1, 2014 – March 31, 2015 we serviced 55 families and 85 children.

47

(Education Continued)NEXT STEPS

Succession Planning – human resources

continues to be at the forefront in terms of the

Centre’s future Training needs to focus on

conflict resolution, lateral violence, participation

in the Continuous Learning Program for

registered Early Childhood Educators from the

college Of Early Childhood Education.

Continue with providing opportunities for parent

staff activities, where parents can become more

involved in their child’s education and childcare

setting. We will continue to encourage our staff

to participate in community events and this

effort has improved with daycare staff more

visible in community events. It has been 3 years

now since the Human Resources review, we

are slowly making progress as we move

forward with the recommendations from the

Human Resources Review.

Parent handbook has been revised and

approved this year, therefore we can roll it out

and as well submit it to the M’Chigeeng website.

The parent handbook will be more readily

available.

Special Needs Resource Funding

Since receiving our own funding we hired a

Resource teacher which has helped serviced

our own special needs program. With these

Ministry funding initiatives we have been

fortunate to implement student assessments, do

some training for staff and overall benefit

children who have challenges in the classroom.

We continue to hire a speech pathologist on a

temporary basis to come in and do

assessments and speech therapy. Parents are

very grateful that this service is available and

that it is in our facility.

On-going Transformation Funding

This funding is now on-going from the Ministry

of Education to cover additional operational

costs of the child care program, to enhance staff

salaries or for Special Needs Resourcing. It

could also be used to purchase play equipment

or IT upgrades. In addition to this, additional

funding was allocated to support First Nations

Child Care Supervisors and staff in their

professional development and training and

network meetings.

College of Early Childhood Educators –

Continuous Professional Learning (CPL)

program

The College is now in the process of developing

a Continuous Learning Program for registered

early childhood educators. Engagement in the

Continuous Professional Learning program

provides members with opportunities for self-

reflection, and making decisions about

enhancing their professional practice. Our own

registered early childhood educators within

M’Chigeeng Binoojiinh Gamgoohns will be

encouraged to enhance their learning. They

may accomplish this through participating in

professional workshops, networking,

preparing/facilitating professional related

workshops, conferences and parent

presentations as well as enrolling in specialized

courses.

48


SUMMARY (DAY CARE)

The recommendations from the Human

Resources Review is on-going, with some items

having been completed and some items

outstanding. On-going are parent engagement

activities, the Elders-In-Residence program,

revisions to policies and procedures and job

descriptions. Outstanding is a the Health and

Safety policy.. We continue to strive for better

parent working relations, staff relations and

improve our child care services. The most

challenging or obstacles encountered is time

frames to ensure work plans are followed

through. Staff meetings are now held every

month which helps in terms of problem solving

and working more collaborately as a team.

The M’Chigeeng Day Care staff will continue to

make the centre a better place for the students

that we serve by working together and having

everyone contribute in positive ways.

Miigwech

Day Care Supervisor - Priscilla Wassegijig

LAKEVIEW ELEMENTARY SCHOOL

PROGRAM

Balanced School Day/Balanced School Year

This school year marked the ninth year of the

Balanced School Day and the eighth of the

Balanced School Year. The Balanced School

Day approach focuses student learning around

three, 100 minute blocks of instruction and two,

40 minute Nutrition Breaks. This approach has

helped with student focus and on-task work by

providing shorter bursts of time to complete

work punctuated by healthy snack time and an

out-door break.

The Balanced School Year is a reformatted

school calendar that begins earlier in August

(three weeks earlier than the province) so that

our students can enjoy mid-week early

dismissals (when teachers participate in

professional development and language

classes) and two additional week-long breaks

throughout the year. The research behind this

approach to school year calendars is that both

staff and students work harder and produce

higher quality work when given a break every

nine to ten weeks.

Enrollment

Enrolment at Lakeview School has remained

fairly constant with approximately 130 students

(including Sheshegwaning and Zhiibaahaasing

First Nations) attending the school. From a

funding standpoint this is good news as our

enrolment numbers are the driving force behind

our funding levels.

From the classroom perspective, the student to

teacher ratio is at the target level of

approximately 15:1 which will allow for optimum

attention to student learning. Smaller class

sizes allows for more 1:1 assistance with

learning activities and allows for the introduction

of specialty programs like Aanj Mach Taa to

support our learners on their individual learning

journeys.

Literacy Resource Programming

2014-2015 marked Lakeview School’s seventh

year of having a Literacy Resource Teacher

(LRT). Ms. Karen McColman was given the

task of developing a program in this area that

over the course several years would establish

baseline levels for reading and writing for

students in English. In addition, a Literacy

Resource Teacher Assistant was hired to assist

Ms. McColman carry out the goals of the

program.

The Literacy Resource Team is also

responsible for coordinating weekly divisional

meetings, in-service training, classroom

support, and professional development for staff

with regard to the testing, teaching, and

monitoring of student reading, writing, and

comprehension.

This year, our LRT team and the primary

division teachers have focused on the

partnership with the Univerity of New Brunswick

and Dr. Doug Wilms in getting the Confident

Learner Initiative (CLI) ready for launch.

49

(Family Resources Continued)

The goal of the CLI is to develop confident

learners by developing confident readers. The

CLI is an asset based literacy strategy that is

asset based. This means that two sets of

requisite skills will be focused on: language

skills and code-related skills. This idea is

based on the fact that students develop these

skill sets in sequence and activities have been

created to ensure that students master a

specific skill before they move on and are

expected to learn the next set of skills.

Assessment strategies are in place so that the

teachers will be able to pin point exactly where

a particular student is along their individual

learning journey and what can be done to

assist them along the way. Teachers will be

required to participate in professional

development toward this end.

Attempts to involve community reading

volunteers, set up reading-buddy programs in

classrooms, institute an at-home reading

program for interested families and track the

progress of students in our web based data-

base system. It is very important that this

program continue in the years to come if we are

going to achieve our long-term goals of 85% of

the student body reading at or above their

grade level. A video has been created to work

with the parents and children of next years Jr.

Kindergarten and Kindergarten students at the

Day Care as well as a video for teachers to

assist in the understanding of the model.

The Literacy Resource Program at Lakeview is

also the cornerstone of the First Nation Student

Success Program through KTEI. We have

partnered with KTEI to receive funding for the

next year with 11 other First Nations. The

mandate is to improve the literacy and

numeracy levels in each school depending on

their individual needs.

As a result of having such detailed information

on students, a summer intervention program

was also launched to help students retain and

improve their current levels funded through our

agreement with First Nation Student Success

Program.

Special Education Program

The Special Education program at Lakeview

remains an integral part of the services

provided for students. We have approximately

one third of our students on an individual

education plan. These plans ensure that

students who require a variety of different

instructional strategies, teaching resources and

approaches get their educational needs met.

The Special Education Department is divided

into three main components: Special Education

Resource, Aanj Mach Taa, and Literacy

Resource. All three programs ensure that

students are able to receive direct instruction in

classroom environments that are suited to their

individual needs.

The Aanj Mach Taa program serves

approximately 23 students who require

additional support for various reasons in the

core subject areas of math and literacy. The

schedule for each student varies as much as

their individual needs do and students follow

their unique program based on those needs.

This support program allows students to be

with their regular classroom peers while still

receiving small group support in specific

subject areas.

Information Technology

This year, Lakeview School had 1:1 ipad

technology down to grade 5. With a high-

speed internet connection, the world wide web

is available for teachers and students to

connect, research, and teach in real-time with

hands-on and visual examples. Technology is a

tool that can help students bridge the gap when

it comes to understanding and comprehension.

Our grade 7 and 8 students are also on an

intensive 1:1 ipad program, with students doing

the majority of their math program on Canvas.

Students are expected to use this IT at school

in a responsible and acceptable manner to

enhance their learning.

50


PARTNERSHIPS

Lakeview School has entered into several

partnerships with local agencies in the

community and beyond in the hopes of

enhancing programming for students. The

partnerships are all focused on providing the

highest quality of service for learners that

helps them to develop with healthy, balanced

medicine wheels.

Health Services and Noojmowin Teg

Unfortunately, we said farewell to our mental

health worker, Ed Didur, as he accepted a

position outside of the community. Due to

timing we were not able to welcome the

replacement for this position during the 14-15

school year. However, we are assured that

this position will resume for 15-16.

Adult Caregiver Engagement Strategy

Our new Education Department Manager,

Robert Beaudin has started to revive this

group by opening the doors to discuss

important topics. The goal of this group is to

find ways to contribute to the success of

students at the school.

Manitoulin Secondary School

We have continued to work with the MSS staff

to fulfill the need to support MFN students in

transition to MSS. However, a gap was

created as our MSS student support person,

Tammy Gordon moved on to a different

position which has now been filled. We look

forward to working with the new staff.

LAURENTIAN UNIVERSITY, NIPISSING

UNIVERSITY and QUEEN’S UNVERSITY

The 2014-15 school year marked the seventh

year of an evolving relationship with the

Teacher Education Programs from Laurentian

University, Queen’s, and Nipissing

Universities. This partnership is intended to

discover new and improved ways to assist

teacher candidates in their teaching

placements while finding ways to better

prepare associate teachers to be good

mentors for them.

In so doing, our learners ultimately benefit

from having ‘new’ teachers with new ideas

and teaching strategies and for our teachers

who also learn the current trends and revisit

the hot topics in the teacher education

programs. These partnerships do not exist in

other schools in the province (in this fashion)

and has generated an interest from

professional education journals who have

since published the research findings in article

form, written by our counterparts from

Laurentian.

These partnerships are proving quite

beneficial to LVS as we have recruited several

teachers to work at the school from their initial

experience through the Faculties of Education.

Miigwech.

Principal, Neil Debassige

SECONDARY PROGRAMMING (2014-15)

Secondary students had a challenging year with the teacher strike. Students were off school for 6

weeks. During this time students were expected to maintain their studies and for some, complete

all courses for graduating. Despite the strike, MFN had 8 Graduates this past year. We have

continued to work with the MSS staff to fulfill the need and to support our students in this program.

Our First Nation Student Support Worker Tammy Gordon has taken another position off island so

this position is yet to be filled. This position services our first nations students at Manitoulin

Secondary School and KTEI. A popular program for students in the high school is the Outdoor

Education program, in partnership with KTEI & RDSB it allows our students to participate in

learning and practicing basic outdoor/survival skills with the opportunity to obtain certification for

skill development.

51


2014/15 Student enrollment Graduates

MSS 58 8

KTEI 8 n/a

Off Island 3 3

SUCCESSES

Students are actively involved in sports programming at MSS.

The delivery of services for IPRC information from LS to MSS for a smooth transition for

programming and informed services for students with academic and social needs.

An increase in the number of students attending MSS.

This past year RDSB hired a teacher under the Student Success Team who works one-on-one

with First Nations Student to increase credits achievement.

AIMS PILOT PROGRAM through KTEI partnership

CHALLENGES

Provincial Secondary Teacher Strike (April – May)

MSS Social Counsellor resignation, no support for students in high school program since May.

Students are not submitting crucial assignments’ that are applicable to their final grade.

Absenteeism continues to be a concern. In addition, students are not obtaining credits within

their 4 year succession rate.

Students (some) are struggling with Mental Health and/or Addictions issues and have difficulty

articulating their own physical & emotional needs which impedes their academic success.

NEXT STEPS

Working more closely with the student support worker.

Tutoring program offered through MFN Adult Education, including the computer lab where

students can access additional support and computers/laptops to complete assignments.

AIMS programming with KTEI for students not obtaining credits.

Review of student allowance guidelines.

Establish a singular data base program that will produce student statistics.

ANISHINAABEMOWIN REVIVAL PROGRAM (ARP) - Lakeview School

Successes, Challenges, and Next Steps

The fiscal year of 2014 – 2015 bore great strides in the Anishinaabemowin Revival Program.

Two additional staff were hired, Gayle Payette as the curriculum writer, and Clarice Pangowish

as the Resource Assistant. The Teacher Work Group continued with former teachers Nancy

Debassige and Melvina Corbiere. The teacher work group also consisted of Norma Corbiere,

Lorraine Debassige, Gayle Payette, Clarice Pangowish and Alan Corbiere. This team

proposed, created, developed, and evaluated lesson plans as they were implemented. The

main success of this past fiscal year has been the creation of the curriculum development

document, 42 weeks worth of lessons, complete with resources.Also notable is the completion of another 27 aansookaanan (legends) by the Elders Work

Group. The Elders Work Group consists of Alvin Ted Corbiere, Lewis Debassige and Evelyn

Roy. The legends and documents translated will be converted into lessons through the grades.

Currently, the translations of the aansookaanan and other documents are too complex for the

primary grades. Future work will be undertaken to match the legends to students in higher

grades.

52


The major challenge has been the creation of lessons that focused on oral language and did

not use writing. This entailed a significant change in teaching style and delivery. Typically,

Anishinaabemowin classes have been organized by thematic units based on the seasons and

special days in the months, but ARP has organized the curriculum based on language and

grammatical concepts that are usually not explicitly taught in a scaffolded and integrated

manner (such as animacy and transitivity, plural forms and singular). This also entailed a

changing how the teachers delivered the lessons, which placed a heavy emphasis on activities

and games. A curricular challenge was to find the optimum level of input that the students

could handle. It was a challenge to find the maximum number of words and concepts covered

in a week of 150 minutes of instruction. Another major challenge is time in all of its facets,

instruction time, time to create the lessons, time to solicit the elders and speakers input, and

time to test the curriculum because many people want this curriculum as a ready made

package.

The next steps are to just keep developing the model and the lessons for each successive

grade. This coming fiscal year will focus on Grade one, but building upon what was covered in

Kindergarten. Eventually, the Anishinaabemowin Revival Program will re-write the curriculum

from kindergarten to Grade 8 using an Anishinaabe cultural base and perspective.

1. Identify your Department’s/ Program’s contribution towards M’Chigeeng’s Vision

statement through the Goals determined/achieved in the 2014/15 FY.

Prefatory Remarks

The Anishinaabemowin Revival Program is organized around three main guiding principles:

(a) a language needs to be maintained, which is to say that speakers have to continue

speaking it and new speakers have to replace those that pass on, (b) a language needs to be

preserved, which is to say that languages have to be documented either by videotapes,

audiotapes, or written down, (c) a language needs to be enhanced, that is to say that

languages need to have new vocabulary for modern items, processes, and concepts that have

been introduced. These principles were put forth by the Assembly of First Nations Task Force

on Languages and the Royal Commission on Aboriginal Peoples. Within each of these

principles there is a multitude of tasks required in order to achieve the desired results. For

example, maintaining a language requires parents and grandparents that already speak the

language to continue to do so especially with their children and grandchildren.

Anishinaabemowin is on the decline here in M’Chigeeng. Recognizing the importance of

language to culture, identity, and well being, the M’Chigeeng Chief and Council have

specifically mentioned language revitalization in their vision statement.

In an effort to assist in achieving this goal, the Anishinaabemowin Revival Program (ARP) has

focused on developing more curricular resources that are based on Anishinaabe aansookaanan

(legends) and local history. This is a gap in the curriculum that has been identified but not yet

been addressed. The ARP goal is to make curricular resources about M’Chigeeng in

Anishinaabemowin utilizing our local elders as much as possible. It also means utilizing regional

resources as well, to honour our territory rather than just the reserve boundaries. By focusing on

M’Chigeeng aansookaanan (legends) and dbaajmowinan (stories), the ARP will develop pride in

the community while re-enforcing culturally grounded teachings contained in the stories;

conveying these inherent teachings in their original medium – Anishinaabemowin.

53


The Anishinaabemowin Revival Program lessons are new and therefore required

implementation, testing, assessment and evaluation. Classrooms were monitored,

sometimes videotaped for analysis, with the classroom ARP educators reflecting on the

efficacy of the lessons. One of the objectives of testing the lesson plans was to determine

the number of words (vocabulary) and concepts the students could handle in a week. The

number of words was around 10 and the concepts introduced and re-enforced was two but

usually limited to one per week.

ARP has decided to focus on language that threads through the monthly themes,

rather than teach themes with language that does not necessarily have the same vocabulary

or re-enforce grammatical concepts covered from day to day, week to week, and month to

month. The Monthly Themes ARP adopted included: Daily routines/ All about me; Food-

Breakfast Program; Body parts, Senses; Winter Clothing; Clans/ Animals/ Actions; Legends/

Storytelling; Sugar Bush; Coloured Clothing; I like …; and Pow Wow regalia. All of the above

themes were exploited for their common vocabulary while emphasizing common grammatical

concepts such as animacy and transitivity, singular and plural forms. Prior to each break in

the school year (Fall Break, Christmas Break, March Break and Spring Break) each grade

was tested for their knowledge and acquisition of the vocabulary covered as well as the

grammatical concepts.

Vocab/Concepts

0

20

40

Au

gust

Sep

tem

ber

Oct

ob

er

No

vem

ber

Dec

em

ber

Jan

uar

y

Feb

ruar

y

Mar

ch

Ap

ril

May

Jun

e

Vocab/Concepts

Review

Months

The above graph shows the number of words introduced in the month (blue) and the number

of words that were reviewed in the same month (in red). The chart reveals that August had

no review of vocabulary because it was the start of the year. Contrast that with May, in which

the lessons were primarily review. In September ARP introduced vocabulary focused on the

Breakfast Program, which the students would be exposed to and use for the duration of the

year. Common words included mshiimin(ag) - apples, waagweyaan(in) - bananas, e-diksing -

yogurt, nenaabgaanh - porridge and drinks such as mshiimnaaboo - apple juice, e-

zaawmingaanhaaboo - orange juice and doodooshaaboo - milk. ARP introduced the new unit

on Body Parts in October and therefore there were minimal review words. In November, ARP

built upon the Body Parts unit and introduced senses, which was an extension of the

vocabulary covered for body parts and included a review of the Breakfast food vocabulary.

54


For example, the students learned to associate five senses with body parts (ears with

hearing, mouth with tasting, eyes with seeing, hands with touching, nose with smelling). The

review words covered the foods, so the children learned to say “N-waabmaa mshiimin I see an

apple.” The students also learned to handle plurals such as “N-gijipwaak mshiimnag I taste

raspberries.” The students also learned to differentiate between animate and inanimate forms of

verbs. For example the students learned to say I smell blueberries “n-biijmaandaanan miinan”which is inanimate verb and noun. Contrasted with an animate form, n-biijmaamaak

zhigaangwizhiig I smell onions.”ARP focused on teaching the children to differentiate between animate and inanimate

verbs and nouns again in December by teaching the students vocabulary on winter clothing.

The children learned to respond and say various commands, such as “Hang up the coat –Goodoon biiskawaagan.” They also learned that there is a difference (animacy) for certain

clothing items. They learned to say animate commands as well, such as “Hang up the scarf –Goosh naabkawaagan.” They also learned the commands “Biiskan mdaasan - Put on socks,”and the animate form of the verb “Biiskaw mjikaawnag – Put on mitts.”

In January the ARP program introduced the first aansookaan ‘legend’ which was about

the first Anishinaabe clans. The unit focused on the clan animals of our area for the month of

January. Clan animals included mooz (moose), biipiigiiwzenhs (Sparrow Hawk), mkwa (bear),

mgizi (Eagle), gnoozhe (Pike), waaszii (Brown Bullhead), Waabooz (rabbit), Jijaak (Crane),

Mshiikenh (Snapping Turtle) and others. ARP introduced various actions and the children

learned the gifts of these animals by what they are able to do (fly, swim, run, howl, etc). The

lessons included interactive songs with actions. The children learned to sing songs that

adhered to the following pattern:

Mooz bmiptoo, Mooz Bmiptoo, Mii go genii bmiptooyaanh

Waabooz mbibgwaashkni (X2) Mii go genii mbibgwaashkniyaanh

This introduced a new concept to the students, which is technically called the conjunct form of

the verb for first person singular in a subordinate clause. The teacher and students sang the

song and did the accompanying actions. Cards were made for these activities so that the

children not only learned to identify the animals but also learned to identify the action and

incorporate it into their vocabulary. February expanded upon the repertoire of aansookaanan

(Legends) covered. New commands were introduced such as colour, cut, draw, and the tools

used to do those activities (scissors, crayons, pencils). So the students reviewed terminology

such as “Draw a moose – mzinbiiw mooz” and “Colour the bear – tisaw mkwa” and “cut out the

turtle – gjikosh mshiikenh.” Another major concept, obviation, was introduced.

This is a way Anishinaabemowin speakers indicate who is acting upon another. The

aansookaan provided the examples. This legends unit incorporated a review of vocabulary

covered in November on senses. So one of the aansookaan was about a muskrat and a

beaver. The following sentence was then used “Amik waabmaan zhashkoonyin – Beaver sees

muskrat.” To indicate the direction of interaction, the words were changed and modified,

“Zhashk waabmaan amikoon – Muskrat sees beaver”. The same pattern was done for dog

and squirrel, and other animals in the legends as well as other verbs such as “nkweshkawaan

– he sees her.”

55


The ARP team realized that the vocabulary and concepts were being acquired and learned,

but the team felt it was time to test if more difficulty could be introduced. March is the time of

storytelling and making maple syrup so this provided an opportunity for the ARP team to test

an increased vocabulary load to the students as well as increase the complexity of language.

The Maple Syrup unit changed the form of verbs from first person to indefinite actor, for

example “pails are hung - kikoog goojigaazwag” and “wood is prepared - msan

zhichgaadenoon.” This proved to be too divergent from the previous verb forms, which would

have been “I hang the pail – kik n-goonaa” and “I grab the firewood – n-daapnaan mshi.” The

test results for this unit were very low (refer to next series of graphs) and as a result the unit

will be revised. However, the children loved completing the culminating activity of creating a

diorama of the sugarbush.

The next three months (April, May, June) fall out of the parameters of this

report but units were developed for those months that focused on using the verb “I like [it]”

and “I like [it (animate)]” which provided ample review time. The month of June has a Pow

Wow theme.

After each thematic unit, and prior to every major break in the school year the

students were tested. The tests were conducted by the curriculum writer in which she

presented the flashcards to the students, the students then had to identify the item pictured on

the card as well as the verb that it was about. For example a flashcard with an apple on it

and a mouth in the corner required the student to say “n-gijipwaa mshiimin.” The following

graphs show the test results for each student in Senior Kindergarten, Grade one and Grade

Two. All students covered the same lessons, same vocabulary, and same concepts. Each

student had 5 tests and this is represented by the five bars above each student’s name. It is

important to point out that the unit on Maple Syrup making shows a significant drop in

achievement. Secondly, it should be pointed out that the graphs all show an overall trend of

acquisition and learning because each successive test shows an incremental increase, an

upward trend.

Grade One

Oral Testing Results of Concepts and Vocabulary 2014

Senior Kindergarten

Grade Two

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The overall trend of the test results reveal an upward trend indicating that the students learned

the vocabulary and the concepts covered. The upward trend shows that the number of words

learned had increased. The graphs also implicitly indicate an increased comprehension and

understanding of the grammatical concepts they were tested on such as animacy, and,

singular versus plural forms of nouns and verbs.

The goal of ARP was to have a Senior Kindergarten curriculum, complete with lesson plans,

and developed resources to accompany the lesson plans and this goal and objective was

achieved.

A second goal was to increase the number of resources available for parents so that they

could assist students in the program. This goal was also achieved. The ARP program has

uploaded many of the lessons and vocabulary to the M’Chigeeng website. The M’Chigeeng

website now has a section called “Anishinaabemowin: Parent to Child.” It contains audio files

and picture files of the vocabulary that the students are covering in the classroom (food,

clothing items, etc). The parents were notified throughout the year via their agendas, special

letters, and social media about the availability of this resource. The following table

demonstrates visitation to the M’Chigeeng website, specifically the ARP portion.

DEFINITIONS:

Pageviews is the total number of pages viewed. Repeated views of a single page are counted.

Unique Pageviews is the number of sessions during which the specified page was viewed at

least once. A unique pageview is counted for each page URL + page Title combination.

ARP Monthly is a page that links to both Parent to Child and Classroom Monthly.

NOTES:

•*125 of the “unique” visitors were acquired via “referral” which means someone shared the

direct link via social media or on a website. Several ARP pages have many pageviews

because the links were shared in this way (example: Mshiimin nda-mwaa comic was shared

via social media and resulted in a high number of visitors.)

•** The URLs for this page changed over time, which is why there are separate stats for this

page.

•*** Parts of the Body is a page that was introduced late in the fiscal year

Page Pageviews Unique

Pageviews

Videos 1,494 671

“Favourite” Video

Ndaa’aagmishkaa wi nbiish 655 287*

Classroom Monthly**

ARP Monthly**

439

151

289

101

Parent to Child 837 664

“Favourite lesson”***

Parts of the Body 58 43

Legends / Archives 1,149 876

This goal also had another intimately

tied to it, which was to have parents

engaged in their child’s learning by

attending “Anishinaabemowin Activity

Nights.” The first night was held on

October 6 and it was called

“Anishinaabemowin Café.” The ARP

students (SK, Gr. 1, and Gr. 2) invited

their parents out to the night and acted

as waiters and took their parents’

order. This evening was attended by

40 participants.

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On December 1, 2014, another “Anishinaabemowin Acitvity Night” was held called

“Anishinaabemowin Game Night,” which was attended by 30 participants. On January 26

another “Anishinaabemowin Activity Night” was held and was attended by 15 participants. The

activities on this evening focused on the clan animals and actions. On March 11, 25

participants attended the Anishinaabemowin Storytelling night. The ARP students re-told the

legends covered in class.

ARP is continuously stockpiling materials to be used in the classroom for the future as

well as creating materials for current use. In October 2014, after an intensive collaboration with

the University of Toronto’s Linguistic department, ARP posted Nenaboozhoo legends on the

M’Chigeeng website. These legends were collected at Thunder Bay Ontario in 1902. The

language is older and in another dialect but understandable. Two versions were thus created,

the original version and the second converted into Manitoulin Dialect with as little change to the

words as possible but words that were not understood were replaced with words suggested by

the ARP Elders Working Group. Many, but not all stories have audio files accompany the online

text. Perry Bebamash read the older versions that are in the Thunder Bay dialect. Evelyn Roy

read the ‘modern’ versions. A total of 33 Nenaboozhoo aansookaanan (legends) have been

transliterated and posted to the M’Chigeeng website. Of those 33, 9 have audio files with them.

Of those 33, 6 of them have been converted to Manitoulin Island dialect. This was a successful

project because students enrolled in Linguistics at the University of Toronto did the bulk of the

work typing, transliterating, along with existing files ARP Coordinator had completed in previous

years. The ARP coordinator had to edit the University of Toronto Students’ work regardless but

much more was accomplished by this collaboration.

The Elder Working Group meet weekly and translate legends, petitions and other

documents into Anishinaabemowin. In the fiscal year, the Elders and ARP Coordinator have

translated 27 legends, petitions, and documents into Anishinaabemowin. These legends will be

further processed to be included as a language lesson in the future. The majority of legends

that have been translated have been about the role of spirits in fasting ritual and the clan

system. The purpose of translating these legends and stories is to build up a corpus of legends

that demonstrate the Anishinaabe understanding of these animals. The clan system has

specific teachings about the clan animal and its role in Anishinaabe society. The clan also has a

role, responsibilities as well as gifts.

The Teacher Working Group (Nancy Debassige, Melvina Corbiere, Karen McColeman,

Lorraine Debassige, Norma Corbiere, Alan Corbiere, Gayle Payette and Clarice Pangowish

completed the scaffolded lesson plans and discussed the delivery of said lessons while

reflecting upon implementation.

The ARP Language Curriculum, which is a working document, is complete and serves

as a guide for the program. The ARP has successfully developed a Senior Kindergarten

Curriculum that is integrated with language lessons that are scaffolded. This past year we

tested various units and lesson plans throughout the year. As such some lesson plans will be

revised.

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However, the work remaining is to complete that curricular template for each grade. This

coming year ARP will develop and test a grade 1 curriculum complete with its lessons and

resources. The plan is to also start to develop the curriculum and its lesson plans and resources

for Grade 2. The long term goal, funding pending, is to complete an integrated curriculum that

has scaffolded language lesson plans that build upon concepts covered the previous year, from

Kindergarten to Grade 8. Furthermore, the plan is to incorporate Anishinaabe knowledge into

the language curriculum, as well as regional Manitoulin Island and North Shore of Lake Huron

history into the curriulum so that the students, upon reaching Grade 8 will be able to study the

Treaties of our area in Ojibwe. That is the outstanding goal.

ARP is charged with taking significant and meaningful steps towards revitalizing

Anishinaabemowin in the community, however, learning Anishinaabemowin is a challenging

task that requires sustained effort, sacrifice and hard work. Many community members express

a desire to learn to speak Anishinaabemowin but after taking the few classes offered the

majority do not continue. Anishinaabemowin is the second most complex language in the world,

according to the Guinness Book of Records, so it is understandable that some do not continue.

Perhaps with increased incentives, maybe then adults will be able to channel more energy into

the endeavour. At this point, young parents are understandably pressed for time caring for their

children, taking them to soccer, hockey, ballet, and other endeavours. Learning a complex

second language such as Anishinaabemowin eventually gets put back on the backburner after a

while. So the challenge is trying to create more “domains” where Anishinaabemowin will be

utilized in the community.

The sources of funding for the Anishinabemowin Revival Program came primarily from the OLG

and the Education Reserves.

Report prepared by ARP Team (Alan Corbiere, Gayle Payette & Clarice Pangowish)

Grant Taibossigai

Message from the General Manager

Welcome to the Economic Development section of the Annual Report 2014/2015. In this

year’s report to the community, we will focus on the Development of the HIAH Economic

Development Corporation, highlight Project Developments over the past year and identify

future Project development initiatives and HIAH Operational Plans. The HIAH Corp,

Economic Development Corporation for M’Chigeeng First Nation (MFN), is in its infancy

stages and has been working on developing the operations of the Corporation along with

moving forward on current Investment projects. Plans are underway to produce a quarterly

newsletter to further inform M’Chigeeng community members on progress

59

with Economic Development initiatives HIAH is working on. We hope you enjoy this years

report and should you have any questions, please feel free to call our office.

HIAH Corp Economic Development

HIAH Corp is a wholly owned and controlled entity of the M’Chigeeng First Nation. The

mandate, along with the financial support, given by Chief and Council, per BCR #4075,

identifies the following economic development activities:

Investment in and ownership of business lines and economic projects;

Operational governance of active projects;

Provision of staff resources to active projects;

Management of expenditures into and cash flow from economic projects;

Insulation from legal liability; and,

Optimization of tax free status.

Community economic development

The corporation has been active since 2012 and has convened board meetings on a

monthly basis, to address operational issues and strategic planning initiatives. HIAH

Corp currently, has adopted the MFN Personnel Policies, including employee

wages/benefits and is presently undergoing an RFP process for developing policies of their

own.

Board and Staff therefore follow policies of MFN for operational and employee

compensation issues. The Corporation has recently opened up its Operating Bank

Account and is ready to pursue business development projects as a “for profit” Corporation.


Membership


Chief and Council

Board of Directors

General Manager

AdministrativeAssistant


Officer

Community Development

Officer

Renewable Energy Worker

ORGANIZATIONAL FLOW CHART

60

(Economic & Community Development Continued)

HIAH Economic Development Strategic Plan (April 2013)

Funding for the HIAH Strategic Planning Session 2013 was approved and the Strategic Planning

session was facilitated by MGD Consulting. The resulting “Strategic Plan” for HIAH Corp was

completed, accepted by both HIAH Corp and MFN Chief and Council. The “Strategic Plan” is now

in the Implementation Phase. Numerous projects including renewable energy and community

initiatives have been initiated.

61


SUCCESSES - BUSINESS DEVELOPMENT INITIATIVES

Business Operation Purchase Opportunity (March 2014)

One of the business development ideas pursued by HIAH Corp, was to investigate the

purchase of an established business operation, Golf Course and Cottages Business Operation.

Funding was approved to conduct a “Business Valuation” to determine market value and was

completed by Charles Bell Real Estate Appraisals Ltd. This process is part of the decision

making model to determine pursuance of a business idea. A pre-feasibility was completed for

the exploration of the idea followed by a Business Valuation. The outcome of the Valuation

provided a “valued purchase price”. The project is now awaiting further development in terms

of the option to place an offer. Ultimately, the offer will depend on equity available, job creation

and return on investment aspects. This Business opportunity remains as a Business

Development opportunity for the HIAH Corp.

Grocery Store Business Development Project (April 2014)

Application for funding was applied for and approved for Grocery Store Feasibility Study

Phase. The Study was designed to determine the and feasibility of a community Grocery

Store Business Operation. Contract for the Study was awarded to BDO LLP Chartered

Accounts with a completion date identified as June 2015.

The Study was completed in June 2015 and the project is planned for further development

including setting up of the Project Team to begin preconstruction initiatives.

During this phase of the project, the Grocery Store Project has been renamed to ‘MFN

Business Development Center”. This change was as a result of the Feasibility Study process

and the need to support local business development, job creation and identify means to

support the Comprehensive Community Plan (CCP) economic development initiatives alongwith the meeting of funding criteria for funding approvals. This change

further opened up the ability to qualify and access additional funding for

the project.

Funding for the Pre-Construction Phase has also been

applied for and approved and include the hiring of

Architects to complete Facility design and Drawings.

Currently work is being finalized on the Financing of

the Project and new applications for the Construction

Phase are now being completed.

Aboriginal Community Energy Plan ACEP 2015 (May 2014)

Aboriginal Community Energy Plan application submitted to the Ontario Power Authority

approved for $90,000.00 addressing Goal 4 of the MFN 2012-2014 Strategic Plan (The

creation of sustainable business development opportunities and supporting business

entrepreneurship). This activity is part of a larger picture of developing a MFN “Aboriginal

Community Energy Plan” supporting Energy Efficiency initiatives for MFN membership. This

component of the plan included training and mentoring for six band members to be trained as

certified evaluators for conducting energy audits. The training was delivered by the company

“homesol” energy. The project completed a number of Community Household Energy Audits

and is now preparing to finish project deliverables.

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HIAH Corp – Community Economic Development Management (June 2014)

Following the setup of the HIAH Limited Partnership, formed by MFN Chief and Council as of

August 6, 2013 (BCR#4007), to manage the Band’s economic development activities of which

four (4) main roles include the following:

-Operational governance including local business development

-Staffing resources

-Cash flow management from economic activity

-Decrease financial venture risk

In June 2014 MFN authorized the creation of HIAH Corp (BCR #4075) for enabling and

strengthening MFN’s abilities to seek and generate money for financing. It included the

following additional responsibilities:

-investment and ownership of business line and economic projects

-optimizing tax free status

-facilitation of local business development

Currently, HIAH Corp is moving forward with establishing the corporation with the goal of

fulfilling these objectives.

Aboriginal Conservation Program ACP (March 2015)

M’Chigeeng First Nation was selected and approved as a participating community in Year III of

the “Aboriginal Conservation Program” a program funded by the Ontario Power Authority

(OPA). The program is designed to assist qualifying community participants with energy

efficiency measures. The workers in the Aboriginal Community Energy Plan training were

contracted as Canvassers and were responsible for the delivery of the program and to conduct

the community energy audits. The program is near the ending of the contract and will provide

much needed energy efficient household utilities for those that qualify under the program

Addresses Comprehensive Community Plan - Prosperity Development Goal:

•To create pathways through which every M’Chigeeng individual and family can make the

journey from chronic poverty and dependency to sufficiency and self-reliance.

Solar Power Project Partnership M’Chigeeng First Nation and Solar Power Networks Inc.

The HIAH Corp is currently, as the M’Chigeeng First Nation (MFN) lead

representative, working with MFN partner Solar Power Networks Inc. in

finalizing the partnership legal document agreements and preparing for the

construction phase of the individual project sites. Having received two separate approvals for

Ontario Power Authority Small FIT Contracts; one for 3.27 mw and one for 5.9 mw, the

corporation is anticipating a revenue stream to begin in the early spring of 2016. Once all the

sites are constructed and commissioned for operation, it is expected that all sites will provide

a revenue generation to M’Chigeeng by the late fall of 2016. Staff and advisors continue to

work on legal documents and preparing for future Solar Project partnership arrangements

with Solar Power Network Inc.

63

(Economic & Community Development Continued)MERE Wind Farm Operations

The MERE Wind Farm continues to operate as planned with only one major

incident in July of 2014. The issue, “Unplanned Outage” was a result of a

communication problem originating from the Transmission Station in Little Current

(Manitoulin TS). The outage caused the Turbine Operations to be inoperable for a

period on 23 days. Following the repairing of equipment and incurring expenses

to remedy the problem, approximately $75,000.00 of revenue generation was lost.

Insurance coverage was utilized to get some level of compensation however the

remaining loss was approximately $62,000.00. Overall the revenue generation

was within 10% of projections.

Weekly site visit maintenance continues at the two project sites. The HIAH Corp

plans on hiring a full time Renewal Energy Worker to take on the responsibilities

of the project operations, in addition to all other Energy projects HIAH is

responsible for.

As per the conditions of the agreement following the first two year of operations

and the Loan Payment schedule on the Long Term Senior Debt, monthly payments

are to be adjusted and include a 50% amount of monthly surpluses be applied to

the long term debt. This payment increase was initiated in November 2014. Since

then a total of $45,000.00 has been applied to the loan as an addition to the current

monthly Loan payments. In all, these additional payments will average to about

$150,000.00 per annum and will bring our Long Term Debt payment end date

closer by approximately two years.

MERE Loan Guarantee Financing Adjustments

MERE Annual General Meeting 2014

The MERE AGM was held October 2014. Regular

business included Resolutions and motions for Annual

Operating (AGM requirements) and Resolutions of the

Shareholder. As directed by the Board, a Community

Meeting AGM to report operations to Shareholder Band

Membership took place December 2014. Community

members in attendance received details on current

operations and future financial projections. Following the

session, the showing of the Documentary Video made

for the project.

http://www.google.ca/url?sa=i&rct=j&q=mchigeeng+turbines&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCM-HkuS1occCFYITkgodqcEAGw&url=http://www.3g-energy.com/first-nations/m-e-r-e/&ei=zR7KVY_tI4KnyASpg4PYAQ&bvm=bv.99804247,d.aWw&psig=AFQjCNEPvfICWq5LCSFh3lH_6OaNG55bWg&ust=1439395431262670

http://www.google.ca/url?sa=i&rct=j&q=mchigeeng+turbines&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCM-HkuS1occCFYITkgodqcEAGw&url=http://www.3g-energy.com/first-nations/m-e-r-e/&ei=zR7KVY_tI4KnyASpg4PYAQ&bvm=bv.99804247,d.aWw&psig=AFQjCNEPvfICWq5LCSFh3lH_6OaNG55bWg&ust=1439395431262670

64


Overall operations are now meeting the requirements of the Ontario Finance Authority Loan

Guarantee Agreement. M’Chigeeng First Nation and the TD Bank will continue to receive

additional monthly revenues from the project, based on. HIAH Corp and staff will continue to

manage and monitor the operations of the Wind Farm and report to both the MERE Board

and Chief & Council.

Challenges

•The transformation of business ideas into market opportunities is at the core of venture

entrepreneurship. The real heart of venture entrepreneurship are three things: the ability to

identify or recognize opportunity (feasibility), the ability to review or assess opportunity (due

diligence), and last but not least, the ability to successfully execute and realize opportunity

(management for profit).

• Although the required due diligence has been completed on the projects presently involved

with the HIAH operational side, challenges still remain in the following areas:

o Adequate funding to initiate projects

o Adequate Equity as required in any project proposal to funding organizations

o Receiving approvals whether from funding sources, MFN, HIAH and MFN community

membership.

o Development, confirmation and approvals of Strategic Planning

o Adequate staffing for the HIAH operational Plan

o Timing for funding applications and Project development

Next Steps

As the HIAH Corporation continues with its plans to finalize operational issues and further

follow up on existing Business Projects, the Board will prepare to meet with the next” Term

of Office” Chief and Council following the September elections. The Board realizes the

importance of meeting with and identifying current, planned and future project developments

with respect to Economic and Community development and further wants to ensure all Goals

and Objectives with the Comprehensive Community Plan (CPP) are pursued.

HEALTH SERVICESRoger Beaudin, Health Manager

Our Mission

The M’Chigeeng Health Centre promotes healthy lifestyles for our community. We will work

collectively to strengthen the emotional, spiritual, mental and physical well-being of all our

membership.

Four Goals

•To ensure client care through planning and coordination of human and material resources and uses clinical

knowledge and leadership skills to promote the delivery of optimal health care to clients

•To promote optimal health and well being through health prevention and promotion activities in the community

•To ensure accountability by maintaining administrative duties for Health Services

•To ensure professional development to Health Services and to ensure effective service delivery.

All the staff of M’Chigeeng Health Services has individual work plans with these four (4)

common goals for program delivery.

65

Introduction

M’Chigeeng Health Services continues to

strive in delivering the best possible program

delivery in health programs and services. We

continue to focus on promoting healthy

lifestyles in all our program delivery. We are

very excited that the community has

completed our first Comprehensive

Community Plan with implementation

scheduled to start in 2015.

Our programs continue to work in

collaboration and partnership within our First

Nation departments and also with external

partners which allows us to deliver the most

optimal services available. The relationships

we have developed over time with our

internal/external partners is having a positive

impact for our members.

Health Promotion

Health promotion is the key component in the

success of our program delivery. Every

program that is delivered within M’Chigeeng

Health Services has a component within it

that promotes “Healthy Lifestyles”. With the

high rates of Chronic Illness in our community

such as Diabetes, our programs continue to

focus on reducing the Chronic Illness rates by

increasing the awareness of physical activity,

healthy eating, effects of addictions, smoking

cessation and of course overall healthy

choices.

Fitness Centre

In 2014-15 our Health and Wellness

Committee and the Education & Training

Committee passed a recommendation to

proceed with a Request for Proposals for a

Business Plan/Feasibility Study for a

Fitness/Recreation Centre attached to

Lakeview School. We are hoping to have the

study completed by the end of 2015-16.

Our current Fitness Centre continues to

operate with approximately 65-75 members.

We have noticed that we are starting to get a

few more younger community members to

join the Fitness Centre which is awesome.

We did install a new entry key system this

past year which continues to give our

members 24/7 access to the facility.

Health Centre Renovations

The renovations at the Health Center were

completed at the end of this past fiscal year.

We installed new flooring and renovated the

reception area for better access to services.

We also installed 3 security doors which gives

more privacy and security for our members

and staff.

M’Chigeeng Health Services – Secretariat

We currently act as the Secretariat for two (2)

programs in partnership with other First

Nation communities, they are:

Giiwednong Health Link (GHL) is an e-health

program that will be implementing electronic

medical records (EMR’s) for fourteen (14)

First Nations. We are expecting funding for

implementation of the EMR in 2015. The

EMR that was selected in Nightingale, version

10.

Raising the Spirit – Mental Wellness Team

Project. M’Chigeeng Health Services

continues to provide the role of Secretariat for

this Mental Health Initiative for the 10 First

Nations.

Medical Transportation

Non Insured Health Benefits (NIHB)

continues to be a very busy program/service

as many of our members require non-insured

health benefits for medical care, such as

medical transportation for local and long

distance appointments. We continue to make

positive steps forward in the financial

reconciliations for this program, as the cost

for NIHB are extremely high and if proper

documentation is not received, the program

does not get reimbursed from First Nations

and Inuit Health of Canada.

66

(Health Services Continued)

Drug Strategy Team

The Drug Strategy Team has been active in

educating our community about the harms of

prescription and illicit drugs that are potentially

dangerous to our community members. We

are participating in the Gwekwaadzawin

House in Pinewood Park by delivering some

of our program delivery from this site. The

Methadone Program is continuing to operate

from our health centre with a review

scheduled for 2015. There have been some

very positive outcomes from the program as

well as some setbacks.

Comprehensive Community Plan (CCP)

M’Chigeeng First Nation has completed the

Comprehensive Community Plan and ready to

start implementation in 2015. The CCP has

12 chapters and Chapter 1 is on Health and

Wellness. In chapter one t Community Healing

and Wellness is a priority if we want to move

forward. So a lot of our programs over the

next year will focus on this specific issue of

concern which will include healing circles,

workshops on grief and loss, dealing with

addictions and substances abuse.

Wellness Centre Operational Review

We completed the operational review of the

Wellness Centre for its programs and

services. The purpose of the review was to

review existing services and looks at ways to

make improvements to the delivery of services

for our elderly population. The review was

accepted by our Chief and Council and

recommendations are starting to be

implemented in 2015. There are some very

positive recommendations is the review that

will increase the services in the community.

Dream Global Study

In partnership with the Sunnybrook Hospital in

Toronto, M’Chigeeng First Nation was

selected as one of three First Nations to

participate in this global study regarding

hypertension. Hypertension is now the

highest chronic illness in our community as we

have over 200 members with hypertension.

The study is to be completed in 2015.

NURSING DEPARTMENT

Communicable Diseases

Influenza vaccinations continued to be offered

at the M’Chigeeng Health Centre with day and

evening clinics as well as 3 outreach clinics.

There were 285 vaccines given to community

members this year. When looking back at

years past, when the H1N1 flu heightened

fears and increased uptake, as media reports

question the flu vaccination drive it does affect

how community members feel about the

influenza vaccine and the decreasing

attendance.

There were no positive Tuberculosis tests

done this year in M’Chigeeng. Screening is

offered to parents of children at age 4 and 14

with regular vaccines of those age groups.

Other tests are done for students on placement

and community members attending treatment

programs with doctors orders.

There were new cases of Hepatitis C with

addiction to prescription drugs and the use of

shared needles for injecting. There were a few

public education sessions offered as well as

some mailouts. The drug strategy committee

and coordinator have provided kiosks for safe

disposal of syringes in the community and

sweeps by health centre teams to high risk

areas. This will continue to be an important

target for health information sessions in the

community.

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Maternal Health/N’Do Tikinaaginaa

The partners in parenting with nursing team

assistance provided a welcoming celebration

for babies born the year previous. There

were 19 babies and families invited with 110

attending on January 10, 2015. The babies

were all provided with a blanket from

Anishnaabemowin Gamig elders, portraits

and small gifts.

Prenatal clients can access primary health

care providers of their choice from midwife,

family doctors to specialists in Sudbury. The

nursing program provides prenatal education

with a series of six sessions in the fall and

two in the winter including prenatal yoga.

Three breastfeeding sessions were also

provided. The nursing team and HBHC

assisted a young mother who presented with

an undisclosed pregnancy and provided

support for her and the baby. Family

resources partnered with the Health Centre

staff to transport and supervise visits with

baby and family.

The Healthy Babies Healthy Children (HBHC)

had a change in staffing this year with the

departure of two of our long standing staff

members. Two new partners in parenting

started in the fall. The program continues to

collaborate with other programs at various

locations in the community. An initiative this

past year was the Creative Arts camp at the

rectory for young children with a facilitator

from Toronto. The camp was well attended

and children were provided with activities

geared to their creative learning.

As new staff settle in to their roles, a review of

policies, procedures and program planning

with the Community health Nurse working

with them. The partners in parenting continue

to offer workshops geared to families with

young children in the community. Activities

this year included the annual Christmas party,

monthly socials and seasonal activities.

School Health

The health centre staff collaborate with the

Lakeview staff and provide assistance as

needed for health education topics. School

based immunizations are provided at the

school for students in Grades 7 and 8 by the

Community Health Nurse.

Other initiatives geared to school age children

included horseback riding, badminton, golf,

hockey and breakfast in collaboration with

Noojmowin Teg. The health centre staff also

provided support with the girls group for

seven young ladies for the year spearheaded

by a community member Lynzii Taibossigai

for the year with a successful year of

weekend workshops and experiential

learning.

This year the diabetes educator was meeting

with the research team at NOSM to utilize

and analyze the data collected over the years

by the health centre team at Lakeview.

Utilizing this data to refine and streamline

health education will be the ultimate goal.

The vision project was a great success with

results sent by the team for the students

charts here at the health centre. Each student

that needed glasses was provided with two

free pairs. The on-site vision screening was a

real benefit as the closest optometrist is Little

Current. Children at the daycare and school

were all screened.

Adult Health

M’Chigeeng Health Centre provides clinics

from two family health teams from

Mindemoya and Manitowaning. There are

also visiting physician services from

Noojmowin Teg with Dr. Renwick and Dr.

Borsato who has since moved on. Noojmowin

Teg also provides a nurse practitioner on site

with Mary Dantouze returning this year.

Community members also access care in

Little Current and Gore Bay. Pina Hare was

providing some interim nurse practitioner

clinics here in M’Chigeeng.

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Health promotion activities this year included

the dream global blood pressure study,

aboriginal hypertension program, and the

Under-Screened never-Screened project. With

some of these programs wind down, the

results and information is shared with the

health centre staff and community.

Other ongoing initiatives included the mocc

walk challenge, muffin toppers weight loss

group, the group lifestyle balance weight

management program with Noojmowin “Light

the Fire” a train the trainer model with Derek

Debassige, physiotherapist leading the group

of health centre staff to act as trainers/ leaders

for this model. Boot camp with a local trainer

is provided at lakeview for no cost as well as a

small cost for gym membership for community

members.

In February the Canadian Red Cross Bone

Marrow donor registry came to M’Chigeeng at

the request of the Health Centre to enlist

enrollment of First Nation potential bone

marrow donors at Kenjgewin Teg. There were

twenty-five potential donors swabbed and

signed up. This has been a real need as there

are a number of first nation people needing

donors with the best match being people of the

same ethnic background. This initiative was a

result of a community member possibly

needing a bone marrow donor with no one

matching in her family. The health centre will

be looking at offering another donor drive in

M’Chigeeng.

Elders Health

Collaborative efforts with Long Term Care to

promote activities for elders in the community

are ongoing. There are monthly calendars with

activities for elders for the upcoming month

shared in the community. If there are family

concerns with an elder in the community, the

Community Health nursing staff support and

collaborate with the long term care program to

assist families with decisions that can be

difficult.

Chronic Diseases

Diabetes continues to be the main focus of

chronic disease management in the

community due to far reaching implications for

community members facing this challenge. To

date, our community has one hundred and

forty seven clients with diabetes. Our diabetes

program collaborates with family doctors,

nurse practitioners and other specialists as

needed. Services offered here include foot

care from Noojmowin Teg on a weekly basis

with a new provider Janet Fathers as well as

Calvin McCulligh RPN providing some elders

with foot care at home. Manitoulin Island is

fortunate to have diabetes education and

support with the family health teams and

hospitals. A new diabetic client has access to

services to learn how to use a glucometer,

manage their diets, increase their activity and

begin screening for eyes, feet and other

potential problem areas. The diabetes

educator here at the Health Centre works with

other agencies to try clarify and to simplify

these areas for clients. At this time, we have

one community member who does home

dialysis. The goal is always to prevent these

complications.

A close second in incidence and potential for

complications is hypertension with one

hundred and thirty two clients registered with

the aboriginal hypertension management

program. There are currently one hundred and

ten members registered with the Dream global

hypertension study as well. Health promotion

activities around this continue to be screening

when clients attend doctors clinics or other

visits here at the health centre. The health

team offers education sessions such as lunch

and learns on DASH diets, weight loss

programs and individual support.

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Other chronic diseases that are present in the

community include asthma, chronic obstructive

pulmonary disease and arthritis. Upcoming

this year will be some asthma education in

Lakeview for students needing this type of

assistance.

Our health centre continues to offer lab

services for all community members needing

this service twice a week. The two hospitals

also offer lab services at both sites, so clients

can access where they choose to.

The annual health forum in Toronto was well

attended and much of the education sessions

were on prescription drug abuse as well as

issues with Non Insured Health Benefits and

difficulties First nation members have

accessing these services when needed.

Access to intravenous medication in the

community is an issue M’Chigeeng has been

working with Union of Ontario Indians to

resolve.

M’Chigeeng is fortunate to have committed

health care team that strives to provide health

care education and support to its members as

needed.

M’NENDAMOWIN HEALTH SERVICES ANNUAL SUMMARYDANIEL MANITOWABI, MENTAL HEALTH PART-TIME CLINIC MANAGER

Program Description

M’Nendamowin Health Services provides mental health and addictions services to community

members of M’Chigeeng First Nation. Services include both direct and indirect mental health and

addictions services. Direct services being provided through clinical intervention and indirect

services include mental health promotion, prevention/skill building, and public education. Our

service delivery model includes both western and traditional forms of intervention

Specialized Services

•Psychiatric Consultation: Dr. Marr –9 days/year

•Psychological Services from Noojmowin Teg: Brad Hempel – 6 days/month

•Psychological Services: Maricela Fauheux, MA, Psych -2 days/month

•Social Work: Kevin McPhee, M.S.W. 2 days/month: Feb-March 2015.

Clinical Intervention

The two Mental Health Workers and Alternatives Program Worker provide clinical assessments,

treatment planning, counselling, advocacy and support, and referrals to more specialized treatment

services. Aboriginal Child & Youth Mental Health/Addictions Worker provides clinical assessments,

treatment planning, counselling, advocacy and support, and referrals to more specialized treatment

services to children and youth 18 years of age and under. Staff is supervised by the Clinic Manager

and has access to psychiatric, psychological, and social work consultation services from visiting

professionals.

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Psychiatric Consultation Services

Psychiatrist Dr. Marr continues to provide psychiatric consultation services to

M’Nendamowin Health Services.

There were a total of nine on-site psychiatric clinic days from April 2014 to March

2015.

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(Health Services Continued)Psychological Services

The Noojmowin Teg Health Centre

Psychologist-Brad Hempel continues to

provide psychological services to

M’Nendamowin Health Services. This service

is being provided six days/month and the

service provision is of a direct clinical

intervention as well as providing consultation

to program staff. Due to funding restrictions

from MOHLTC the Psychologist is unable to

provide services to children. The Psychologist

has a caseload of eight clients.

With funding from Mental Wellness Team Pilot

Project, the program was able to access

psychological consultation from Maricela G.

Faucheux, M.A. Counselling Psych. two

days/month from April 2014 to March 2015.

Services include: direct clinical intervention,

case consultation with program staff, co-

therapy with workers, training workers on

treatment interventions, assisting program

with clinical documentation, and working with

other services in the community i.e., Lakeview

School. Her primary work is with children and

family i.e. play therapy.

Social Work Consultation

With the Mental Health Worker position vacant

as of February 2015, we were able to access

funding from the Raising the Spirit Mental

Wellness Team specialized services funding

to contract Kevin McPhee, M.S.W. for social

work consultation two days/month during

February/March 2015.

M’Chigeeng Drug Strategy

In July 2012, Grace Debassige was assigned

to the position of M’Chigeeng Drug Strategy

Coordinator. Funding for the Drug Strategy is

from FNIH-PDA and OLG. M’Chigeeng Drug

Strategy Committee has been formed to

oversee the initiative and supervision of the

Coordinator will be under the Mental Health

Clinic Manager. The Coordinator’s

responsibility will be the development of the

work plan and coordinate its implementation.

The M’Chigeeng Drug Strategy Coordinator

resigned in January 2014. Floyd Ense was

hired as the M’Chigeeng Drug Strategy

Coordinator on June 2, 2014.

Raising The Spirit Mental Wellness Team

Pilot Project

The Raising the Spirit Mental Wellness Team

serves ten First Nation communities on

Manitoulin and Northshore. The team consists

of Program Coordinator, Concurrent Disorders

Educator, Traditional Coordinator/Counsellor,

and Administrative Assistant, as well as

specialized services in Psychiatry Psychology

and Social Work. This team is scheduled to

make monthly visits to M’Chigeeng to provide

training, consultation and mentoring to

program staff. M’Nendamowin Health Services

received funding from the Mental Wellness

Team in the amount of $23,200 for specialized

services which enabled the program to fund

the services of Maricela Faucheux, MA, Psych

and Kevin McPhee, M.S.W.

Aaniish Naa Gegii Research Project

This past year M’Nendamowin Services

Mental Health Worker and Aboriginal Child &

Youth Mental Health and Addictions Worker

participated in a research project in

M’Chigeeng. The workers were involved in

the implementation and follow-up of the

Aaniish Naa Gegii Measure to children and

youth between eight and eighteen years old.

Community Development &

Addictions/Mental Health Promotion

Program staff continues to be involved in

delivering or coordinating mental health and

addictions, and skill building

workshops/programs. Public educational

sessions on mental health and addictions

issues are promoted on a regular basis

throughout the year, especially during Mental

Health Week, Mental Illness Awareness Week

and NAAW week

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Programs and workshops

delivered/coordinated:

• Delivered two sessions of a 9-session Strengthening

Families-cancelled due to lack of participation.

• One ADHD and ADD community education workshop

• Two Traditional Mindfulness Workshops

• One 6 week Ed-Therapy Grief and Loss Group

• Coordinated one 2-day Mental Health First Aid

courses

• Coordinate M’Chigeeng Drug Strategy

• Coordinated Environmental Scan conducted by OPP

• One Proper Needle Disposal Presentation

• One Needle Exchange Information session

• Three sessions of Safe Talk: suicide alert training

• One Youth Problem Gambling Awareness 2 day

Camp

• Deliver/Coordinate 4 activities/workshops during

NAAW week

• One 6 week Anger Management Program

• Participate and assist in the Annual Recovery

Breakfast for Manitoulin Island

• Coordinate Aboriginal Child and Youth Mental Health

and Wellness Measure Research Project for


Wellness and Recovery Case Management

Program

With M’Chigeeng First Nation experiencing

issues with methadone take-home carries

and the closure of methadone dispensary in

Little Current, M’Chigeeng Health Services

developed a Wellness and Recovery Case

Management Program in February 2013. This

program is in partnership with methadone

prescriber, Mindemoya pharmacist, Central

Manitoulin Family Health Team through a

Memorandum of Understanding. All clients

wanting to participate in this program have to

go through intake with M’Chigeeng’s

Alternatives Program and the Alternatives

Program Worker is the Case Manager for

clients participating in the program. As of

March 2015, there are eighteen clients

participating in the program and three clients

transferred to Suboxone, one client

completed successfully and is now

methadone and substance free.

Aboriginal Child & Youth Mental Health

and Addictions Worker

In November 2012, M’Chigeeng First Nation

received word that the proposal for an

Aboriginal Child & Youth Mental Health and

Addictions Worker was being funded by the

Ministry of Child and Youth Services. The

funding for this position is being funded

through Noojmowin Teg Health Centre. The

worker was hired in February 2013 and will

be providing services to children and youth

eighteen years and under. The Aboriginal

Child & Youth Mental Health and Addictions

Worker was providing clinical intervention to

20 clients and their families till March 23,

2015. This worker is also

delivering/participating in Prevention

programming to children/youth and families,

i.e., Strengthening Families Program, Safe

Talk.

Gwekwaadziwin House Drop In Centre

This past year M’Chigeeng First Nation

renovated a house, on Back Street in the

Pinewood Park Subdivision, to transform it

into a drop in learning centre for community

members. The Drug Strategy Coordinator

was given the responsibility to coordinate

program delivery and services at the house.

M’Nendamowin Health Services staff have

been delivering programs and client services

on a regular basis at the house.

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M’Nendamowin Health Services Continues

To Participate and Represent M’Chigeeng

Health Services At:

Mindoo Minising Mental Health Network; This

network consists of First Nations mental

health and addictions workers meeting jointly

to address mental health and addictions

issues in First Nation communities.

• NNADAP Regional quarterly meetings

• Manitoulin Addictions and Mental Health Partners

• Raising the Spirit Mental Wellness Team Project

Steering Committee

• Wellness and Recovery Case Management Team

• Aboriginal Child and Youth Mental Health and

Wellness Measure Research Project

• Child and Youth Mental Health Providers Committee

• Manitoulin Injury Prevention Coalition

• LaCloche Foothills Drug Strategy

Professional Development

• one day Addictions and Mental Illness Workshop: 1

staff

• Gambling Awareness Training: 1 staff

• Alcohol and Drug Assessment Tool: 1 staff complete

course

• Training to deliver 9-week Strengthening Families

Program for Youth: 4 staff

• CPR and First Aid Training: 1 staff

• one day Intergenerational Trauma-Dr. Tonemah:

• Lateral Violence Training: 3 staff

• 2 day Community-based Program Design Workshop: 2

staff

• Cedar Bath Ceremony: 3 staff participated

• 2 day Motivating the Unmotivated- A Motivational & CB

Approach: 3 staff

• NNADAP Conference: 1 staff

• 2 day Healing Pathways conference: 1 staff

• 3 day Triple P Group Teen-Positive Parenting Program

Training: 1 staff certified

• 2 day Youth and /Self-Harm Behaviour training: 1 staff

• 1 day Youth and Substance Abuse training: 1 staff

• 1 day Youth and Gender Sexual Identity training: 1

staff

• B.S.W. 4 staff completed the Native Human Service

Program through Laurentian University and earned a

Bachelor of Social Work Degree

Issues of Concern

During this fiscal year we were again

experiencing staff vacancy due to resignations

or leaves. From April 1, 2014, to June 1, 2015

we were without a Drug Strategy Coordinator.

From May 17, 2015, to July 13, 2015, we were

without an Alternatives Program Worker. As of

February 7, 2015, we are without one Mental

Health Worker.

M’CHIGEENG WELLNESS CENTRE

Home & Community Care & Long Term Care ProgramOverview

The Wellness Centre serves as the central site from which several health care services are delivered

to community members. The Home & Community Care (HCC) Program is supported through First

Nations and Inuit Health; the Ontario Ministry of Health and Local Health Integration Network

(MOH/NELHIN) provides funding for the Long Term Care Program; and the M’Chigeeng First

Nation/Health Services operate the Wellness Centre facility. These services include:

•Home Care nursing for both chronic and acute care clients

• Personal Support Workers & Light housekeeping for both

chronic and acute care clients

• Physiotherapy / Occupational Therapy

• Elder's Programming

• Meals on Wheels

• Fundraising for Elder's Trip (every two years)

• Respite Care (Wellness Centre & Community)

• Mobile Adult Day Program

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Year in Review

It was determined through Operational Review

that the position of a Home Care Case Manager

would be beneficial to the delivery of services to

community membership while still maintaining

the two nursing positions. This decision will

enhance nursing services within the Home Care

Program. The focus in the upcoming year,

2015-16, will be to implement the

recommendations of the Operational Review.

Client Service Highlights

Home Care programs are provided to people

primarily in their homes and/or the Wellness

Centre and Anishinaabemowin Gamig. The

Home Care Program receives referrals from

various sources and clients are assessed within

a 48 hour period.

Nursing continues to meet with other First

Nation’s Home Care Programs and health Care

Agencies (Manitoulin Health Centre, Health

Science North, Community Care Access

Centre, NELHIN, LTC homes) to enhance

continuity of client care and reintegration back

into our community.

A long standing issue was IV Therapy being

implemented in the community. Through many

meetings, training and advocating with

hospitals, pharmacies and funding agencies (ie.

NIHB), the Home Care Program was successful

to initiate its first IV Home Therapy service in

M’Chigeeng.

The Home Care program has recently taken the

management role for the Homemaking Program

(Ontario Works) to ensure that the necessary

housekeeping services are routinely scheduled

for our clients.

The following charts reflect the number of clients for Home & Community Care/

Long Term Care Program for the fiscal year 2014-2015.

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Elders’ Programming Highlights

The Wellness Centre continues to provide

programming for elders’ 55+ on a regular

schedule, through our Community Support

Worker. A monthly schedule of activities and

events upcoming are distributed each month.

The Wellness Centre continues to co-host

with VON, an Adult Day Program every

Thursday, from 9:00 a.m. to 3:00 p.m., to

support caregiver-relief and increase

socialization for our Elders.

New this year is the Good Food Box Program

which allows community members to

purchase fresh, healthy food at a reasonable

price and is available on a monthly basis.

In 2014, a total of 28 Elder’s went on an

overnight trip to Sault St. Marie which

included shopping, casino, bingo and plenty

of sightseeing. Fundraising is an ongoing

event for the next Elder’s trip next year.

An Elders Appreciation barbecue was held

June 2014 co-hosted with Anishinaabemowin

Gamig.

A special Elder’s exchange program with Pic

Mobert elders occurred August 2014 which

everyone thoroughly enjoyed. The next

exchange is to be held August 7, 2015 with

the Chippewa’s of the Thames here in

M’Chigeeng. An Elder’s Halloween Party

Exchange was also held which included

Elder’s from Wikwemikong.

A variety of Traditional Cooking Workshops

were held throughout the year which included

deer canning, fish, apple sauce/pies, Blood

sausage, and Head Cheese.

Wellness Centre Highlights

The Wellness Centre also provides

independent living apartment style

accommodations to community members who

require minimal to low assistance. It is a

criterion based program where an individual

submits an application and an assessment is

completed by a Registered Nurse.

We also provide short term respite care which

includes accommodations and supports to

provide relief to primary care givers and to

individuals who require integration back to

home.

The Wellness Centre has (4) two-bedroom

units, (2) one-bedroom units, and two respite

units. The apartments are currently full and

the respite units are used on a regular basis.

Professional Development

Professional development opportunities

continue to be provided to all staff utilizing a

variety of means and resources. Partnerships

with other organizations such as Aging at

Home Program (Noojmowin Teg), Manitoulin

Physio Centre and Manitoulin Health Centre

allow greater access to local training.

Both nursing and PSW staff have been

fortunate to attend a variety of local training,

which enhances client care. All health care

professionals have maintained certification for

First Aid and CPR.

Conclusion

Overall, the Wellness Centre and its

programs had a very successful year and

maintained the ability to overcome and deal

with change and adapt as necessary. The

programs continue to build resources and

maintain partnerships with other

organizations for the benefit of M’Chigeeng

residents. Implementation of

recommendations from the wellness centre

operational review will enhance the quality of

service to our clients and community.

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FAMILY RESOURCESElaine Migwans

Mission Statement

“The Family Resources Department will assist in restoring balance within the family, andcommunity circles, by taking care of one another to ensure the safety and well-being of ourchildren, youth and families for generations to come.”

Introduction

M’Chigeeng Family Resources supports the

Vision Statement by providing services to the

community members by utilizing a holistic

approach as they work towards the overall

health and wellness of the family, children and

community members.

The Family Resource Department was

developed and is supported by the leadership to

provide guidance, direction and support to the

children, youth and families of M’Chigeeng be it

their present and future state of affairs.

The Family Resources Department strives to

keep the families of M’Chigeeng intact and to

assist to restore balance to the families and

community members by providing a

“Community Based Prevention” approach to

intervention and prevention.

Family Resources Department works at

decreasing the number of children that may be

potentially apprehended from their home and

community. FR through a team and collective

approach has been able to keep the

apprehensions and court matters down in

numbers.

There has been substantial support from the

band resources (departments) for programming

initiatives for the children and families. The

collective approach to helping one another to

become healthy and strong has the whole

community supporting the “Community Based

Prevention” model by making it viable and

consistent.

Successes

Contribution Agreement between Kina

Gbezhgomi Child and Family Services and the

Ministry of Child and Family was signed on

March 30, 2012. A portion of Kina’s service

contract was extended to M’Chigeeng First

Nation.

Two positions, Community Support Worker

(CSW) and Family Support Worker (FSW), are

financially supported by Kina Gbezhgomi

through contribution agreements.

M’Chigeeng First Nation has demonstrated its

intent and capacity to locally deliver child

prevention services in accordance with their

Prevention Services Plan approved by

M’Chigeeng Chief and Council on March 20,

2012 as per Band Council Resolution No. 3954

which was submitted to Kina Gbezhgomi Child

and Family Services on March 21, 2012.

Band Council Resolution No. 3954 states “that

M’Chigeeng First Nation Chief and Council have

determined April 01, 2012 they will assume

responsibility for the delivery of family and child

prevention services as detailed in the

Contribution Agreement with Kina Gbezhgomi

Child and Family Services.

Chief and Council approved the 2014-2015

fiscal year Family Resource budget with a

allocation from OLG.

March 2015 Kina Gbezhgomi Child and Family

Services forwarded twenty thousand

($20,000.00) to Family Resource Department,

the additional financial support assisted with

sustaining the Family Resource programming.

Approved proposals from the Ontario Trillium

Foundation ($75,000.00) for Recreation Worker,

Royal Bank of Canada ($5, 000.00), UOI Family

Violence ($9,500.00), LDM - Summer Student

Funding Allocation (2 students), Bi-Annual

Youth Conference Financial Funding

(OW/Educ, etc)

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Family Resources internal infrastructure

continues to be enhanced and developed for

accountability and case planning. Family

Resources continues to provide after-hours

coverage with proper documentation in place.

The Family Resource staff are developing more

partnerships with other band resources to

provide a more qualitative service to the

community members.

Challenges

The Family Resource Department consists of a

Department Manager, Child and Family

Advocate, Secretary and Child & Youth Worker

and Recreation Worker which are not funded by

Kina to complement the funded Community

Support Worker and Family Support Worker.

The Family Resource staff are essential in

support of the “Community Based Prevention”

project. The fore mentioned positions are

necessary to circumvent the involvement of a

protection agency intervening.

Many of the proposals opportunities do not

provide core funding and will only support

certain initiatives and do outline certain criteria

before a proposal will be considered for review.

The non-funded positions are instrumental in

ensuring that the internal infrastructure and

services are in place as MFN moves towards a

“Community Based Prevention” program. MFN

will continue to advocate for the essential

services by meeting with Kina Gbezhgomi Child

and Family Services and the Ministry of Child

and Youth Services.

Next Steps

The ongoing goal of Family Resources is to

make the “Community Based Prevention”

project a viable and consistent reality. The

“Community Based Prevention” program would

be instrumental in providing the necessary

resources to ensure a holistic approach to

health and wellness by incorporating the

physical, emotional, mental and spiritual needs

of the individual, family and community through

counselling, referral/advocate, programming

and networking.

Secure the necessary funding for the Family

Resource Department to sustain the present

staff and assessing possible staff enhancement

through collaboration with Kina Gbezhgomi

Child and Family Services and Ministry of Child

and Youth Services.

The Family Resource goal is to work towards

the holistic health and well-being of our

community members by providing the

necessary tools and resources to families so

that they can lead a productive life with their

children and families.

To continue to decrease the child welfare court

matters and to decrease KINA involvement with

community members. The ultimate goal is to

“not” have any children removed from the

community and to have less KINA involvement.

Customary Care Agreements will be utilized if

any child/ren have to come into care for

identified protection concerns.

COMMUNITY SUPPORT PROGRAM

The Community Support Program focuses on

providing support, early intervention and

prevention activities for children, parents and

community members. The CSW program

continues to support families and children that

are below the intervention line but are at risk of

being involved with Kina Gbezhgomi Child and

Family Services. Number of Families served

and number of children served has increased

immensely due to highly attended functions

such as aboriginal day activities, family dances

and free clothing exchanges.

Programming in 2014 and 2015 will be going in

a new direction with a focus on family orientated

programming. Programming will consist of

Parenting programs, cultural programs, Second

Step, Mentoring and Family support initiatives.

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Successes

The Community Support Program has had nine (9) summer camp referrals. The program

supported families in need of transporting children to and from summer camp pick up locations

throughout the summer. Recreational programming for children aged 6-12 was a huge success;

partnership created and maintained with Noojmowin Teg. Partnered with the Youth Program to

facilitate a three (3) week summer day camp, Fall break, Christmas break, and March break.

Cultural programs consisted of 2 sweat lodges, naming ceremony, 2 pow-wow trips, and an

Aboriginal Day Pow-wow; programming that could not have been done without dedicated

partners such as Chief and Council, Wellness Worker and Complex Manager. A three day Life

Skills workshop was implemented with the partnership of MFN’s Employment and Training Hub

Centre with a total of 23 participants. Family Gatherings were held once a month throughout the

school year and focused on family unity.

Challenges

The challenge of the CSW program is always

increasing the direct service hours and face to

face contact; where meetings, preparation and

administration tasks make up the majority of

service hours. The goal of direct service hours

is 35% of total working hours. A new challenge

is also having families interact and attend

programming as a family. The Second Step

program is a curriculum based program that

provides skills to students on how to deal with

empathy, communication, bullying prevention,

emotion management, problem solving and

substance abuse prevention. The program was

run as an after school program that however

successful, did not reach a large targeted

audience.

Next Steps

Partnership with Noojmowin Teg has created

and sustained recreational programming for the

2015-2016 year which will focus on physical

activities and healthy eating. In accordance with

our Community Comprehensive Plan, a great

emphasis on Parenting will be implemented

through a variety of workshops and programs;

one on one parent support, family gatherings

held monthly and life skills programs. The CCP

has also determined that Cultural programming

is a need within the community. Thus we will be

increase cultural programming immensely

through regalia workshops for children, youth

and adults; pow-wow trips, sweat lodges, and

gardening programs. A new partnership with the

MFN’s community health nurse to be a part of

the 2nd year Girls group that build on young girls

identity as well as the goals of the CPP within

the Social Chapter, which will address

mentoring skills and self help abilities.

Community Capacity will be increased through

family orientated programs such as family

dances, monthly family gatherings and

community events such as Winter Carnival,

Family Fun, and Aboriginal Day.

79

Figure 1: Hours of Service over 5 Years

Direct Services Hours

Direct service hours are programs and

services that are face to face contact

with clients, children and community

members. The programs and services

include: Home visits, office visits,

brief service, case conferencing, parenting programs, children’s programs, and annual events.

Indirect Service Hours

Indirect service hours include preparation, coordination, reports, case notes and

correspondence.

Administration

Administration includes a vast list of duties that include: budget tracking, MFN reports,

proposal writing/reports and tracking stats.

Meetings

Meetings include program planning meetings, partnership meetings, MFN meetings, FRD

meetings, drug strategy meetings, and Health Centre meetings.

Figure 2: Case Management Service over a 4 Year Period

A referral for support can be given to the CSW from any department within M’Chigeeng First

Nation however is usually from the Family Support Worker or the Department Manager. The

referral is then addressed and supports are offered. Home visits are a chance for the CSW to

personally invite community members to programming as well as establish and maintain a

concrete working relationship with families. Community Links are occurrences that are below

the intervention line, and require a visit to the home from the CSW. The CSW had 5 community

links this fiscal year which involved caregiver’s lack of safety for children, truancy, and lack of

supervision and domestic. After hours provides support to families 24 hours a day. The CSW

had 10 after hour’s calls which involved parenting capacity, child in care missing, and

domestic.

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FAMILY SUPPORT WORKER

The Family Support Worker was actively

involved with providing support to M'Chigeeng's

Annual events such as the winter carnival,

Aboriginal day and Family Fun Weekend. These

annual events are reflected within the Family

Support Worker's direct and indirect times in the

charts attached. The Family Support Worker

attended training for CPR training, Lateral

Violence training, Kina Foster Parent training,

Kina Aboriginal approaches training, Kina

Protocols training and the Dr. Tonemah

conference during the 2014-2015 fiscal year.

Successes

The Family Support worker has met with the

Customary Care Manager from KINA and

reviewed Customary Care Agreements. The

Family Support worker has made 4 referrals for

counselling and anger management with the

M'Chigeeng Nendenomowin (Mental Health)

Team. The FSW successfully advocated the

return of one child to its family in during the 2014

-2015 fiscal year.

Challenges

The Family Support Worker finds time

management to be a challenge as case files

fluctuate throughout the fiscal year. Some clients

continue to procrastinate with accessing

services such as treatment and counselling,

which makes it difficult for the Family Support

Worker to advocate to close files.

Next Steps

The Family Support Worker will prepare to work

with KINA as mandation approaches April 1,

2015. The Family Support Worker will

collaborate with the Childrens Aide Society and

Kina as they transfer files to Kina and complete

all M'Chigeeng files that will require transfer

visits of new workers. The Family Support

Worker will maintain all protocols with Kina and

its workers including permission to attend, home

visits and investigations. The Family Support

Worker will identify key areas within M'Chigeeng

First Nations Community Comprehensive Plan to

implement during the 2015 - 2016 Fiscal year.

Under the Health and Wellness goals and

strategies of the CCP the FSW will partner with

Gwekwaadziwin to strengthen and support

cultural and traditional programming as well

make any referrals concerning addictions and

mental health. The FSW will sit on the Lateral

Violence Committee to initiate and implement

strategies that will enhance a positive and

healthier community. The FSW will continue to

strengthen families and ensure the wellbeing of

children by providing innovative best practiced

family parenting programs that are inclusive of

family planned goals and achievements.

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YOUTH PROGRAM

Overview

The true nature of providing Youth programs

within M’Chigeeng is all about Youth

Motivation, Discipline, Learning and Growing

with each other. Youth engagement and

involvement are the key qualities of successful

programs and activities. Programs incorporate

the medicine wheel components (physical,

mental, emotional and spiritual) during all

activities. It is important to build a strong

interactive and mentoring relationship with the

youth in all community events. When there is

fluidity, variety and consistency within youth

activities, events and programs there is good

feedback from parents, guardians, community

members, and volunteers. Resulting in future

programs being more successful and increased

youth/parent/volunteer attendance.

Programming continues for our five (5) day

school break (Fall, Christmas, March & Spring

Break), Hockey For Development, Bi-annual

Youth Conference (February & May 2014) and

three (3) week Summer Day Camp (July– Aug).

Evening programs throughout the year

consisted of Craft Nights, Christmas Cookie

Crafts & Baking, Board Game Nights,

Smoothie Making, Gym Night, Co-ed Snow

Pitch Tournament, Public Skating/Shinny

Hockey (Arena & Outdoor Rink), Sliding

Parties, Volleyball Nights, and partnerships

continue for Family Fun Weekend, Winter

Carnival, Aboriginal Day, NAAW Week, etc.

Successes

There has been more consistency with youth

programming to keep the children/youth

interested, allowing them the option to

participate in the activities. More of a variety of

activities, events and programs that are

available each month with an increase in more

cultural and traditional aspects of Anishinabek

people and the customs via utilizing our

valuable local resources, and cultural

facilitators. Building a partnerships within

M’Chigeeng First Nation and local

organizations, agencies to offset program cost

factors for doing particular programming so the

workshop runs smoothly with additional

assistance and support. Other agencies

offering suggestions for upcoming summer

camps, projects and program activities.

Challenges

Youth, parental, and volunteer engagement

continues to be a challenge; including youth-

led initiatives, reaching the high school age

group, Parental involvement in programs,

social and civic engagement.

Next Steps

Identifying some of the more salient issues

affecting youth, the next steps is to foster and

mitigate on their behalf for a more constructive

dynamic yearly program. Members of the

M’Chigeeng First Nation Chief & Council,

Health & Wellness Committee, Youth Council,

Child & Youth Worker and Recreation Worker

will provide feedback by a weave of various

program plans. Structured program

components comprising of supports, education,

recreation as well as strong cultural community

and family oriented program as outlined in the

Comprehensive Community Plan. With these

necessary supports, our youth program will

continue to flourish for our youth in order to

achieve a higher quality of yearly programs.

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CHILD ADVOCATE

Overview

This Child and Family Advocate is responsible

to carry out the best interests of M’Chigeeng

First Nation’s children, families and the Band

itself in regards to child welfare matters in and

out of the court system and to ensure the

child(ren)’s cultural identity language,

community and family are being met in

decisions of placement both short term and long

term.

Duties as the Child and Family Advocate

include assistance from the Department

Manager, Chief and Legal Counsel as well as

direction from the Committee. This involved

attending to child welfare court proceedings.

Visits were attended with families which

involved the Children’s Aid Society and or Kina

Gbezhgomi when deemed necessary.

Objectives

To include Bill 210 and utilize ADR (alternate

dispute resolution) tools where applicable to

benefit M’Chigeeng First Nation Families and

subsequently be actively involved in child

welfare matters within the community and or

court proceedings.

Attending and participating in court proceedings

where M’Chigeeng First Nation members are

involved with Children’s Aid Society. Also

ensuring the Band is up to date within the court

system with proper corresponding documents

and keeping the Band “on the record” so our

First Nation is eligible to speak to matters

concerning our Band membership children and

families.

Exercising and ensuring that Band Council

Resolution #3347 is adhered to and followed by

any attending society worker.

Consultations and Consent to customary care

agreements and alternative dispute resolutions.

Ensuring that M’Chigeeng First Nation band

membership parents and children are fully

aware of their rights.

Receiving notification and monitoring of any

agreements between the Children’s Aid

Societies, Kina Gbezhgomi or any other entity

with our Band membership in relation to child

welfare and ensuring that our membership has

all relevant information to make a sound

decision.

Utilizing Bill C 210 where it applies for the best

interest of M’Chigeeng First Nation members.

Using Alternative dispute resolution as opposed

to attending court or an apprehension by a

family circle, case conference or Customary

Care Agreements.

Developing a general protocol agreement

between M’Chigeeng and all Societies involved

with our membership, hope to have this

complete by May 2013.

Bill 210 Amendments refers specifically to

Aboriginal People:

Purposes of the Act are amended:

To make it clear that extended family and

community members should be included in the

provision of services to children, where

appropriate.

To make it clear that the provision of services to

children should take into account the children’s

emotional differences and cultural background.

Other changes include new definition of

extended family, duty to consult with an

aboriginal child’s band or native community on

individual basis, place of safety, alternative

dispute resolution, assessments in child

protection matters, plans of care, children’s aid

society obligations to a crown ward, extended

care and maintenance, adoption, review of

society’s decisions, customary care, regulations

related to consultation, review and regarding

Aboriginal issues.

Bill 210 was amended to require the society

provide a description in the plan of care of the

proposed arrangements to preserve the child’s

culture, heritage and traditions.

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Crown Ward No Access:

Crown ward means they are wards of the state

(province) and the legal guardians is the

Society, no access means no access by the

parents and extended family.

Crown Ward With Access:

Crown Ward again means a ward of the state,

however there is access to the parents and

sometimes extended family.

Society Ward:

A Society Ward is an interim order which places

children in care of the Society, usually the

status of a child that has been apprehended

from their family.

Extended Care & Maintenance:

Extended Care & Maintenance is the status of

an older child usually 18 years of age or older

who has been in care for a number of years and

the Society is preparing the individual for

independent living, the child must attend school

or be employed to receive this service.

Customary Care Agreements:

Customary Care Agreements are a document

which takes the file out of court and places the

child(ren) with family, extended family or in a

native home. This agreement keeps the child in

touch with his or her community, family and

culture. This requires negotiating with each

individual Society as to the format of said

agreement as M’Chigeeng First Nation has

developed our own C.C.A. As of march 2011

there was 0 children in this type of agreement.

Adoptions:

Adoptions are as it sounds the Society adopts

out these children to interested families.

M’Chigeeng First Nation in principal has not

agreed to adoptions as this especially off

reserve adoptions severs the child’s link to his

or her community, family and culture. However

there have been adoptions were placement

otherwise could not be found on these files the

band has remained silent.

Supervision Order:

A Supervision Order is an Order which places

the child(ren) with the parents or extended

family, however, the Society attends the home

every 30 days monitoring progress and

eventually closing the file.

The Child and Family Advocate position

continues to advocate for M’Chigeeng First

Nation children, youth and families within Child

Welfare matters on and off reserve. The

children and families served through this

program benefit by maintaining a connection

with both family ties and their traditional cultural

heritage. Every effort is made to keep the child

(ren) within their own family or community,

however this is not always possible because

the lack of foster homes. M’Chigeeng First

Nation would need to open their heart and

minds to taking children into their homes for a

short or long period of time.

84

COMMUNITY INFRASTRUCTUREEarl DebassigeFISCAL YEAR END 2014-2015

CCP Goals and Strategies:

• Village Lagoon – waiting for funding at

$4.7M

• Housing – Ojibwa Lodge completed at $2.4M

• FNMHF – Bank housing for new construction

and renovations

• Assisted with 60 members on renovations at

$176,959.00

• Maintaining all Parks and Playgrounds

• RRAP approvals for 10 members from

CMHC at $168,975.00 and $31,825.00 from

Capital Housing

• Transfer Station operated by Corbiere

Enterprises, members pay user fees

• Repaired 17 streetlights for Safety

• Volunteer Fire Department now has 24

members for Safety

• Working on Infrastructure Master Plan for

CCP

Other work completed: Funds from AANDC

• Replaced several culverts, roadside clearing

and ditching

• Dog Control – covering 50% costs for

neutering and spaying

• Installed new energy efficient lighting in

Arena and Complex

• Snowplowing for 79 Member driveways and

25 band Buildings

• Delivery of water to 62 Band Members

Other services provided:

• Interac machine at Admin Office to pay rent

and user fees

• Member of Manitoulin Good Roads

Association to get best tender pricing

SUCCESSES:

• Acquired $4.5M and getting projects

completed

• Managing 2 Departments serving over 900

Band Members

• Maintaining $34M in assets

CHALLENGES:

• Getting AANDC approvals

• Working in proposed budgets

• Seeking funding agencies and getting

approvals

• Having limited funds to employ skilled

human resources

NEXT STEPS:

• Obtaining approvals for Upgrading Village

Lagoon

• Long term approval on Waste Management

• Obtaining approval on Landfill Closure

Project

• Installing Community Security Cameras

• Obtain funding for Arena/Complex retrofit

project

HOUSING DEPARTMENTRobert Genereux, Housing Officer

Aanii. My name is Robert Genereux, I am the Housing Officer for M’Chigeeng First Nation.

My role entails the renting and maintaining of all M’Chigeeng rental units along with the

CMHC units, assisting the members of our community with applications for housing,

renovations and housing loans programs such as the First Nation Market Based Housing

program and the Residential Rehabilitation Assistance Program (RRAP).

Corbiere Enterprises Tonnage report

85

Outlined are some of the key responsibilities

of the housing department:

• To maintain an up-to-date priority list of

applications for housing assistance;

• To gather and review information on new

housing programs available; to assess their

applicability to the housing needs of

M’Chigeeng First Nation and to recommend

the adoption of such programs;

• To carry out repairs and renovations in a

cost-effective manner;

• To report regularly to the Chief and

Council, Capital Infrastructure Committee

or membership on the activities of the

housing department;

• To provide counselling for tenants to assist

them in understanding and assuming their

housing responsibilities. This includes, but

is not limited to, pre-occupancy counselling

to all approved applicants to confirm tenant

and Band responsibilities regarding the

tenancy agreement, and ongoing home

visits on topics such as financial

counselling, arrears recovery and home

maintenance.

• To provide workshops on Home

Maintenance, Energy Efficiency, Budgeting

and Understanding along with Client

Counselling and Arrears Counselling.

In August of 2013, Chief & Council of

M’Chigeeng approved the M’Chigeeng First

Nation Tenant Management Policy. Housing

is an essential service because it affects the

health and well being of all M’Chigeeng First

Nation members. The Tenant Rental

Management Policy outlines the rules and

regulations by which this service will be

provided.

This policy is based on the principle that

housing is a shared responsibility between the

M’Chigeeng First Nation government and the

tenants. All tenants are expected to contribute

toward the cost of housing. Funds collected

as rental payments will be used to protect the

community’s investment in band-owned

housing and to maximize housing resources.

The objectives of the Tenant Rental

Management policy are:

•To respond to the demand and need for

adequate rental housing services by

prioritizing and allocating housing assistance

in an equitable manner;

•To protect and enhance the community’s

investment in housing;

•To share the responsibility for housing

between the M’Chigeeng First Nation and the

members;

•To keep band members informed of the goals

and priorities of community housing plans and

their achievement, and to provide a means for

members to appeal decisions which they feel

may not have been made according to the

Tenant Rental Management policy;

•To protect and extend the life of existing

housing through maintenance, insurance and

renovation policies; and

•To promote individual pride and responsibility

for housing.

86

87

In addition, as Housing Officer, my role entails assisting the members of our community with

applications for housing, renovations and housing loans programs such as Residential

Rehabilitation Assistance Program (RRAP) and the M’Chigeeng First Nation Market Based

Housing program which are outlined below.

M’CHIGEENG FIRST NATION MARKET BASED HOUSING PROGRAM

The Market Base Housing Program is designed to provide affordable mortgages to qualified

M’Chigeeng First Nation Members who wish to purchase, renovate, construct or refinance a

home. The existing bank/financial institution relationship for this program is Bank of Montreal

(BMO). We were able to assist with 1 member achieve a mortgage to build a home this past

fiscal year.Pre-Qualification Process

• Applicant Expression of Interest (letter)

• MFN member applies for a pre-approved

mortgage.

• Confirmation Applicant holds Certificate of

Possession (CP)

• Internal Credit Check by MFN

• Applicant provides quotes and description

of renovations / New Construction

• Bank conducts external credit check and

ensures that band members meet the

standard lending requirements such as

satisfactory credit, income, job tenure and

debt ratios in line with industry standards

(TDS ratio not to exceed 40%).

• Applicant is required to maintain life

insurance in amount sufficient to cover

loan balance.

MFN will hold the Certificate of Possession

(CP) on the property until the loans are

fully amortized. The loans will be

guaranteed by a Band Council Resolution

and First Nations Market Housing Fund.RRAP – Residential Rehabilitation Assistance Program

The RRAP program offers financial assistance to Band Members to repair substandard homes to

a minimum level of health and safety and to improve the accessibility of housing for disabled

persons.

Who is eligible? - Individual homeowners that require repairs to their homes may be eligible to

apply.

How does it Work? – Households who have limited income may be eligible to receive funding if

their house lacks basic facilities or is in need of major repair in one or more of the following

categories: Structural, Electrical, Plumbing ,Heating or Fire safety.

Home must be at least 5 years old and maximum assistance for this program is

$16,000.00.

88

RRAP for Persons with Disabilities

A member may receive additional assistance if the member of the household has a disability

such as Visual, Hearing, Cognition or Mobility. Again, home must be at least 5 years old

and maximum assistance for this program is $16000.00.

We were able to assist 10 band members under the RRAP program this past fiscal year with 2 of

these members also receiving assistance under the Disability portion of this program.

NEXT STEPS

Housing Authority - We are in the process of looking into the development of a Housing Authority.

The Housing Authority would oversee the administration and management of housing projects in

M’Chigeeng. Research will be completed looking into Housing Authority Models, budgets,

organizational structure, feasibility and plans for long term housing.

Arrears Management – will work on current tenants arrears following the process outlined in the

Tenant Management Policy. Also, look into ways in collecting rent owed from past tenants.

Workshops and counseling - Educate tenants on the relationship between arrears and repairs,

renovations and new housing construction.

Should you have any questions about the services we provide, please contact me in the

M’Chigeeng Housing Department at 705 377 5362 Ext 208 or at the email address of

[email protected]. If you wish to view the full contents of the Tenant Management Housing

policy or fill out an application, go to our website at www.mchigeeng.ca.

Contact Us

Earl Debassige, Department Manager

Robert Genereux, Housing Officer

Angela Moggy, Administrative Assistant

Garage

Fire Hall

Water Treatment Plant

705-377-5362 ext. 206

705-377-5362 ext. 208

705-377-5362 ext. 210

705-377-4015

705-377-5136

705-377-5981

M'Chigeeng Fire Fighters

Elvis Debassige Leslie Debassige

Jeff Bebonang Sam Debassige

Andrew Debassige Andrew Corbiere

Matthew Conroy Jarvis Debassige

Iosefo Taukei Gerald Corbiere

Julian Migwans Leslie Corbiere

89

SHE’NDWIN TEG GAMING COMMISSION

The She’ndwin Teg Gaming Commission is responsible for conduct and management of

gaming activities in M’Chigeeng First Nation pursuant to By-Law 1-96. The proceeds raised

will be for the general benefit of the members and groups of M’Chigeeng who have registered

with the license holder and who pursue cultural, recreational, charitable, traditional and social

custom practices and objectives.

The STGC is comprised of 1 Council Liaison and 5 Commission Members who meet on a

monthly basis.

STGC also hired myself Henry Panamick Jr. as the STGC Bingo Manager as of January

2015. Bingo Manager is responsible for the operations of the Bingo as well as continuous

reporting to the She’ndwin Teg Gaming Commission.

STGC is also in the process of hiring a Gaming Regulator who will be responsible for the day-

to-day operations of the STGC which also includes registration and licensing of M’Chigeeng

First Nation community groups wishing to conduct any form or manner of gaming in


FISCAL YEAR HIGHLIGHTS

• STGC has employed 18 members of M’Chigeeng First Nation.

• STGC has distributed a total of $ 109,100.00 in grants to M’Chigeeng First Nation Groups.

• STGC has paid out $1,000,318.80 in total winnings.

• STGC has installed an ATM machine.

• STGC has installed a new bingo machine and is working on installing new tv’s.

• STGC maintains an average of about 120 patrons at a nightly bingo.

• STGC wishes to acknowledge She’ndwin Teg Gaming Commission Bingo Callers for their

dedication and efforts. Miigwech Geraldine Ense Mcgregor, Lisa Ense, John Roy and Jerry

Debassige!

• STGC wishes to acknowledge She’ndwin Teg Gaming Commission Bingo Controllers

Miigwech Sophie Corbiere, Denise Debassige, Tracey Joshua, and Ernestine Debassige!

• STGC also wishes to acknowledge all staff for their continued commitment in serving bingo

patrons.

• STGC also like to acknowledge She’ndwin Teg Gaming previous Committee Winnie

Panamick, Bonnie Taibossigai, Kim Corbiere, Grace Debassige, Gayle Payette, and our

Council Liaison Debbie Debassige & Linda Debassige. Miigwech!! They have managed to

update our guidelines and policy, also provide new house rules for the Bingo Patrons and

started our New Lucky Buck procedure manual for our workers. We have also updated the

complex with new signage for updated Bingo stats through out for a newer look for our bingo

Patrons. We have started a Tuck shop for the convenience of our Bingo Patrons with Mugs,

Thermoses, Keys chains and our newest item Bingo dabber bags.

90

IntroductionExtracts of these financial statements accompanying this report is intended to provide the Members

with a summary of the financial activities for year ended March 31, 2015 as well as indication of its

financial position as at March 31, 2015. Access to the complete financial statements can be

obtained from the Aboriginal Affairs and Northern Development Canada (“AANDC”) website or

directly from the Band Office.

Independent Auditors’ ReportThe responsibility of the Auditors is to express an opinion on the financial statements based upon

the work that is performed. The audit is conducted in accordance with Canadian generally accepted

auditing standards that require the auditors to plan and perform the audit to provide reasonable

assurance about whether the financial statements are free of material misstatement. This year as in

prior years we have indicated that the financial statements present fairly, in all material respects, the

financial position and the results of the operations of the First Nation. This is known as an

unqualified opinion which is the most positive statement an auditor can make regarding financial

statements.

Statement of Financial ActivitiesThis statement summarizes the activities of the programs delivered by the First Nation during the

current fiscal year including Education, Public Works, Community Services, Economic

Advancement, Health Services, Administration, Employment and Training, Rental Housing,

Community Property and Gaming. Program costs include amortization expense (an allocation of a

portion of the original cost of an asset designed to represent the amount of an asset consumed

during the year) and does not include capital asset purchases. Capital assets acquired are recorded

directly to the Statement of Financial Position and amortized to operations over each assets useful

life.

RevenueTotal revenue from all sources for all programs amounted to $19.6 million which is slightly higher

than the prior year and slightly less than that budgeted. The revenue by source is very similar to

that of the prior year, which indicates that funding levels remained relatively constant from year to

year. Federal revenue is comprised of about $7.4 million from AANDC, $2.2 million from Health

Canada and $500,000 from CMHC. Provincial revenue includes funding from the Ministry of

Community of Social Services for Ontario Works in the amount of $1.3 million as well as other

agencies including Ministry of Health and Ministry of Transportation. Business operations revenue

consists of distributions from the Ontario First Nation Limited Partnership. Miscellaneous revenue

includes a $333,333 distribution from the M’Nidoo M’Nising Power Limited Partnership.

ExpensesTotal expenses were approximately $19.9 million which represents $900,000 increase from the prior

year. Programming increases in the Education area along with operating and maintenance

increases in Public Works accounted for most of the increase while overall most other programming

levels remained relatively the same as 2014. Programming continues to operate within budgeted

amounts with any surpluses or deficits being designated to or recovered from reserves. Note that

the expenses do not include any capital items like the completion of Ojibwa Lodge. It should also be

noted that overall actual expenses were approximately $900,000 less than budget.

SUMMARY OF FINANCIAL AUDIT Summary

of Financial Audit Wayne McDonald, KPMG

91

OverallRevenue less expenses (including amortization and excluding capital) resulted in a shortfall of

approximately $248,000. After adjusting for amortization and including capital purchases as a cost

there is a shortfall of approximately $200,000. This shortfall was offset by approximately $350,000 of

capital financing which when considered indicates on cash basis the First Nation operated a $19

million budget at slight surplus.

Accumulated SurplusThe overall Accumulated Surplus at March 31, 2015 was approximately $39.6 million. Of this balance

$22.7 million relates the First Nations net investment in capital assets, $ 6.1 million has been set aside

for specific reserves for items like Education, Health, Land Settlement Trust Funds and $1.3

represents committed reserves for specific capital and programming. The First Nation also has a

number of significant investments included in its surplus including $5.2 related to MERE, $ 1.6 million

related to the Great Lakes Hospitality Group Partnership (the “Manitoulin Hotel”), $1.5 million invested

in Solar Power Networks via HIAH and unspent OFNLP (RAMA) balance of $314,000.

Statement of Financial PositionThis statement is a summary of the First Nation assets (items of value) and liabilities (claims against

assets) as at March 31, 2015. It provides a summary of the various assets by type and liabilities that

existed at that point in time. It also includes the depreciated value of the First Nation assets.

AssetsThere are two broad categories of assets: financial and non‐financial. The financial assets are

comprised of mainly cash, accounts receivable and investments. At March 31 the First Nation had

approximately $6 million in cash. It should be noted that the cash of the First Nation is invested and

generates interest annually for the First Nation. The various accounts receivable consist largely of

funding from various government agencies like AANDC, Health Canada and Ministry of Community

and Social Services and represents funds that were owing to the First Nation but not received until

after March 31. There are significant investments in economic ventures by the First Nation including

$1.6 million with the Manitoulin Hotel, $5.2 advances and loans to MERE as well as $1.5 million to

HIAH for its investment in solar projects. It should be noted that during the year MERE repaid all

scheduled loan payments to the First Nation. Non‐financial assets of the First Nation consist primarily

of $30 million of capital assets which are comprised of the various buildings, equipment and vehicles

owned by the First Nation. These assets are recorded at cost and amortized annually to reflect the

use of the assets.

LiabilitiesThe First Nation has trade liabilities with its various suppliers for items or services received prior to

March 31 but not paid until after year end. This amounted to approximately $667,000 at March

31. The First Nation also received funding from Health Canada for the implementation of the

Giiwednong Health Link project of which $441,000 was unspent and is reflected as deferred

revenue. The First Nation also has incurred mortgages for its CMHC housing projects. As at March

31, 2015 the First Nation owed approximately $6.6 million related to this debt which includes a new

loan in the amount $1,020,000 for the construction of Ojibwa Lodge .

(SUMMARY OF FINANCIAL)

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Accumulated Surplus Accumulated surplus represents the sum of the Financial Assets of the First Nation and the Non‐Financial assets less the Financial Liabilities. The details of the accumulated surplus have been

explained previously.

SummaryDuring fiscal 2015 the First Nation delivered core programming services such that program revenues

matched program expenses for most programs. Certain initiatives such as the Anishinaabemowin

Revival Program used previously accumulated reserve balances to offset current year expenses. In

addition, there was a significant $1.5 million investment in solar projects which was financed through a

drawdown of previously committed reserve funds. Overall the financial position of the First Nation

remains strong and is well within the guidelines established by AANDC.


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Documents

2014-2015 Annual Report - M'Chigeeng First Nation · 2014-2015 Annual Report ... This means that, even if it loses a little bit of money, the loss should be covered by M’Chigeeng