Strategic Planning

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Miawpukek Performs!
Strategic Planning Miawpukek First
Nation Sharing our Story
Presentation to AFOA Conference February 8
10/05
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Miawpukek First Nation and Strategic Planning

• Background
• 1997 Chief and Council sponsors a series of
  in- service workshops.
• Feb 98 1st National Working Group Meeting
• August 98 National Working Group meets in
• Miawpukek
• Fall98 Steering Committee formed

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Miawpukek First Nation and Strategic Planning
Framework should address.. Expectations.. Res
ults.. Measures Reporting..
Framework should accomplish.. Building
Consensus.. Strategic Focus for
Council.. Build Feedback Loops Identify
Improvements..
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Miawpukek First Nation and Strategic Planning
The VALUE CHAIN Of Information
Wisdom
Planning
Knowledge
Council Experience
Information
Community Feedback
Data
Program Data
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Miawpukek First Nation and Strategic Planning

• Consultation Approach during the working
• group experience
• Planning
• Information Collection
• Framework Development
• Reporting

1943
1965
2000
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Miawpukek First Nation and Strategic Planning
While performance is usually measured in
relation to a particular program, it is
important to keep a big picture" understanding
of the overall impacts of many programs being
delivered in a community. For this reason, this
guidebook suggests that First Nations
self-evaluate community programs on the basis of
an overall performance framework. A performance
framework allows a community to look at the
impact of its programs on the community as a
whole." page 6, Guidebook on Performance
Measurement.


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Miawpukek First Nation and Strategic Planning
Accountability Self-sufficiency Security Consisten
cy Integration Communication


This model was developed by the working group and
is still very much the basis of our Strategic
Planning model today.
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Miawpukek First Nation and Strategic Planning
Local Governance
Accountability Self-sufficiency Security Consisten
cy Integration Communication

Post Secondary Education
Health

Economic Development
Measures of Success need to be Credible
Useful Easily Understandable Attributable
Accurate Balanced
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Performance Measures

Program Plan How Why?

Performance Targets
Band Office
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Miawpukek First Nation and Strategic Panning

• Post Secondary Education Targets
• Continuing and post-secondary education should
  become even more normative within the community.
• Residents to be able to find employment and
  self-employment that is consistent with their
  educational attainment.
• More adults should have access to professional
  development and post-secondary certification
  opportunities.
• Students should develop even greater
  appreciation, understanding and living respect
  for the Miawpukek culture, history and language.

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Miawpukek First Nation and Strategic Planning
Post Secondary Education Measures


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Miawpukek First Nation and Strategic Planning

• Health Targets
• Regular access to physician services
• Access to a greater variety of medical diagnostic
  services
• Access to pharmaceutical services
• Develop senior citizens residential facility

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Miawpukek First Nation and Strategic Planning
Health Measures


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Miawpukek First Nation and Strategic Planning

• Economic Development Targets
• The commercial and economic sectors gradually
  become self-sustaining.
• Employment should remain, at least, at current
  levels.
• A more diverse labour market should be developed.
• New economic projects.
• Economic projects that have no long-term
  sustainability should be discarded.
• Develop greater shared economic vision.

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Miawpukek First Nation and Strategic Planning
Economic Development Measures .


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Miawpukek First Nation and Strategic Planning

• Local Governance Targets
• A clear division of responsibility between
  elected and appointed officials.
• Much more communication and access with elected
  Council members.
• More participation and consultation with elected
  and appointed Council officials.
• A better understanding of why Council does what
  it does.
• A better understanding of the vision, future plan
  for the Miawpukek First Nation.
• Develop Every Year Something New policy for
  Council with corollary sunset on an existing
  program.
• Miawpukek First Nation Council Members who are
  members of Miawpukek First Nation Administration
  / Management should be given portfolio
  responsibilities outside their management area.

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Miawpukek First Nation and Strategic Planning
Local Governance Measures


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Credible Useful Easily Understandable Attributable
Accurate Balanced
Performance Characteristics
Performance Measures

Program Plan How Why?

Performance Targets
Accountability Self-sufficiency Security Consisten
cy Integration Communication
Community Expectations
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Miawpukek First Nation and Strategic Planning


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Miawpukek First Nation and Strategic Planning
Reporting Monitoring


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Miawpukek First Nation and Strategic Planning
Reporting

• The adoption of an "Every Member-Every Year"
  program.
• The posting of the Council agenda the day prior
  to Council meetings and the production and
  distribution of an electronic newsletter that can
  be distributed to the Miawpukek website and
  printed and distributed at retail outlets in the
  community.
• Have monthly staff Team meetings.
• An electronic newsletter of the Management Team's
  deliberations to be produced and posted to each
  staff members email.

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Miawpukek First Nation and Strategic Planning
Reporting

• Annually sponsor Focus Groups comprised of
  representatives from the health, education and
  community sectors and produce reports from these
  Focus Groups which are tabled with the Chief of
  the Miawpukek First Nation Council.
• Annually, produce a Performance Report to Council
  which uses the Expectations, Results and Measures
  identified in this report as a template for
  providing information to Council on what has been
  undertaken and accomplished. With the assistance
  of the Results Based Performance Framework
  Steering Committee, Council should prepare a
  document for review and discussion at the meeting
  of the Annual Assembly on progress made with the
  performance framework.

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Miawpukek First Nation and Strategic Planning
Annual Sectoral Reporting to Performance
Framework Steering Committee Chair Draft
Reporting Form for the Performance Framework

• Miawpukek Government programs and projects are
  expected to be accountable to members, self
  sufficient, offer security to members, be
  consistent, integrate with other departments /
  programs/ projects and inform members on all
  aspect of its operations.
• Performance reports concerning these expectations
  to members shall strive to be credible, useful,
  easily understandable, attributable, accurate and
  balanced.
• Project Description
• Resources / Inputs
• Activities
• Performance Targets
• Achievements / Results

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Miawpukek First Nation and Strategic Planning
Life after the Working Group Experience 2001 and
beyond.
1. Strategic planning and the financial recovery
plan 2001-2006.

• Miawpukek First Nation - Economic Venture
  failure - survival mode
• Initial shock and recovery mode at first, layoffs
  etc..
• Strategic planning along with measuring the
  performance of the actions was built into the
  in-house developed Self-Directed Remedial plan.
• Continuous monitoring and reporting of measures
  and results- debt to equity, revenue and
  expenditure charting, cash flow targets.

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Miawpukek First Nation and Strategic Planning
Life after the Working Group Experience 2001 and
beyond.
2. Strategic planning in general across
departments 2001-present

• Focus groups are held at assemblies or specific
  to departments hold groups at other times.
• Long-term and short-term plans are developed from
  the community feedback and at the Chief and
  council level.
• Each department does a strategic plan
• Identifies issues and creating action plans.
• Each department is responsible for collection of
  their Stats and data for the purpose of
  reporting.
• Reporting is done bi-annually - budget and year
  end.
• Annual assemblies - reporting
• General Assembly portfolio reports.

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Miawpukek First Nation and Strategic Planning
Life after the Working Group Experience 2001 and
beyond.
3. Strategic Planning and performance
measurements

• Some departments are much more statistical driven
  than others by virtue of their mode of business..
• The Education, Justice, and Health Social
  Services departments are certainly the role model
  for other departments. Each Director and their
  corresponding departments are at a different
  level in their administering of strategic
  planning models. Our challenge is to now
  standardize.
• We have come a long way in seven years and a
  financial crisis later.. Everyone is planning,
  measuring and reporting to the admin., to the
  elected officials and to the community members.