Building SLFN Final Report 2016

BUILDING SMITH’S LANDING FIRST NATION
Community & Economic Development
2015/16 Key Deliverable

We would like to acknowledge and thank the following
funding partners for this study

T H A N K S A N D A C K N O W L E D G E M E N T S
ALIF Partners would like to express our appreciation to all who
have worked with us over the last six months. We could not have
accomplished anything without each and everyone’s contribution.
The commitment and hard work from Chief Andrew Wandering Spirit,
Band Council, Management and Staff has been immense. Thank you
to all 300+ community members for letting us listen to your hopes
and concerns. Without you we could not have formed meaningful and
impactful work.
Smith’s Landing First Nation must move ahead with rigour and purpose
to develop its land and people. The Band Development Corporation,
Multi Purpose Community Wellness Centre, and Tourism will provide
opportunities for prosperity. The activities identified in this report will
help these projects to come to life. We are all excited with what the
future holds.
Our genuine gratitude to all vital personnel identified below who have
constantly supported us.
Smith’s Landing First Nation
Chief & Band Council
Chief Andrew Wandering Spirit; Francois Paulette, Elder; Mary
Abraham, Elder; Councillor Dianne Benwell; Councillor Anges Cheezie;
Councillor Geronimo Paulette; Councillor Thaidene Paulette.
Smith’s Landing First Nation Community
Bernadette Benwell; Riley Hessdorfer; Harvey Lepine; Cheyanne
Paulette; Leslie Paulette; Tony Vermillion, Anthony Vermillion.
Smith’s Landing First Nation Management & Staff
Lorraine MacDonald & Smith’s Landing First Nation Staff, including:
Jeff Dixon; Paula Cadwell-Lepine; Destiny Martin; Cochise Paulette;
Christine Seabrook; Sharon Tourangeau.
Fort Smith Community
Government of Northwest Territories; Tom Colosimo and Michelle
Keizer.
Thebacha Business Development Services: Linda Martin
Uncle Gabe’s Friendship Centre; Tina Chalifoux and Amy Harris.
Wood Buffalo National Park, Parks Canada; Mike Keizer and
Melissa Zimmer.
Thebacha Trade and Tourism Advisory Board; Mike Couvrette; Tim
Gauthier; Dana Jackson; Patti Haaima; Cheryl Hval; Simon Haaima;
Anna Kikoak; Chris Bird; Kevin Antoniak
Special thanks to the insights provided by Francois and Leslie Paulette.

Foreword .........................................................................................................................................................................................................................6
Executive Summary..........................................................................................................................................................................................................8
Background Context .....................................................................................................................................................................................................16
Strategic Context............................................................................................................................................................................................................24
Band Development Corporation Economic Development Plan.....................................................................................................................................35
12 Month Activity Matrix..............................................................................................................................................................................................42
Multi Purpose Community Wellness Centre Economic Development Plan....................................................................................................................60
12 Month Activity Matrix..............................................................................................................................................................................................64
Tourism Economic Development Plan............................................................................................................................................................................99
12 Month Activity Matrix............................................................................................................................................................................................104
Governance & Monitoring ...........................................................................................................................................................................................137
Moving Forward ...........................................................................................................................................................................................................144
ALIF Partners Team......................................................................................................................................................................................................145
Appendix A: Additional Reading .................................................................................................................................................................................146
Appendix B: Conversation Café Outputs – SLFN Economic Development Priorities..................................................................................................147
Appendix C: Economic Development Decision Making Criteria List...........................................................................................................................148
Appendix D: Stakeholder List.......................................................................................................................................................................................149
Appendix E: High Level Overview of Estimated Costs................................................................................................................................................150
T A B L E O F C O N T E N T S

F O R E W O R D
6 Building Smith’s Landing First Nation COMMUNITY & ECONOMIC DEVELOPMENT 2015/16 KEY DELIVERABLE

About this Plan
The development of the three Economic Development Plans outlined
in this report is the product of an extensive six-month process of
consultation with SLFN and its wider community. The process also
examined how other Aboriginal bands have approached economic
development within their communities and best practices in rural
economic development, community organizing and citizenship
engagement strategies.
I am pleased to present Smith’s Landing First Nation’s (SLFN)
vision it has set out for economic development.
Economic development will be an important focus for Smith’s
Landing First Nation in the years ahead and will shape the
way the nation moves forward and takes action to deliver on
a brighter future for its people. The plans contained within this
report are the outcome of an authentic community consultation
that has involved a number of Smith’s Landing First Nation
and non Smith’s Landing First Nation Community members, all
working together for the ongoing development of Smith’s Landing
First Nation, its unique environment and the realization of its
potential. The plans speak to and reflect where Smith’s Landing
First Nation is headed and provides clear steps to get there.
As Smith’s Landing First Nation works to achieve the objectives
in this plan, I am confident it will continue to scan its environment
for opportunities and make adjustments along the way. As
Smith’s Landing First Nation continues its journey, I do hope that
everyone who reads this report, has had a role in its development
or will be impacted by its contents, will take this opportunity to be
part of creating Smith’s Landing First Nation’s future.
I am thrilled about the journey we are on.
Gord Sawatzky
Executive Director - Business Link
COMMUNITY & ECONOMIC DEVELOPMENT 2015/16 KEY DELIVERABLE Building Smith’s Landing First Nation 7COMMUNITY & ECONOMIC DEVELOPMENT 2015/16 KEY DELIVERABLE Building Smith’s Landing First Nation

E X E C U T I V E S U M M A R Y

• Developing a common vision
• Governance structures & accountability
• Resource capacity
• Budget
• Change management
• Technology resources
ALIF Partners recommends SLFN review each of these considerations.
Band Development Corporation Economic
Development Plan
A functional Band Development Corporation or Co Operative (BDC) will
support SLFN in achieving its strategic priorities. Research has shown
that strong, effective leadership through a BDC and Band Council
has positive effects. BDCs can improve organizational performance,
corporate culture, and economic development opportunities.
Integrated planning will be important for the success of the BDC. SLFN
will need to spend time developing a vision and governance structure
for its BDC. It is also important the SLFN build an understanding of
available government grants, funding and policies in the early stages of
BDC development. We recommend SLFN engage an external resource
to help with the development of governance and staffing structures.
Implementing a BDC will be a massive undertaking. Properly managing
change will be essential. Performance measures must be put in place,
to ensure transparent communication. Finally, it will be key for the BDC
to form strategic alliances to promote and sell SLFN.
We have included an Activity Matrix for the BDC Economic
Development Plan. The Matrix is broken down by area and activity,
for the next year. It also includes an analysis of implementation risks,
critical success factors, key required skills, and assumptions made.
In this report, ALIF Partners provides three Economic Development
Plans (Plans). We made these plans over six months. The people of
Smith’s Landing First Nation (SLFN), Aboriginal leaders, and economic
development experts all helped in writing this report. The Plans build
on other work, including a Listening Campaign, Environmental Scan,
and Skills Inventory. ALIF Partners’ role was to help with research,
analysis and recommendations. Our focus was on making plans that
are sustainable and driven by the community.
This report begins by asking, “what is important to SLFN?”. It
recommends a community-driven planning process. As part of that,
this report recommends that SLFN use Functional Plans and Action
Plans. Short-term Functional Plans and Action Plans are important to
support the Economic Development Plans.
Before SLFN can implement these Plans, it will need to put time and
effort into preparation. This will include capacity-building and risk
management.
One important factor for successful implementation of Economic
Development Plans in other Aboriginal Bands has been capacity-
building. Part of the capacity-building process is taking the necessary
time to set-up:
1. Staffing structures
2. Roles
3. Performance management processes.
Capacity building will be important for SLFN to implement the
Economic Development Plans.
Proper risk management will also be essential. SLFN will need to
conduct a detailed review of possible risks to the implementation of
these Plans. Mitigation strategies will need to be developed for each
risk. Other important considerations will include:

Multi Purpose Community Wellness Centre
Economic Development Plan
A Multi Purpose Community Wellness Centre (the Centre) will play an
ongoing part in healthy community development, as outlined in the
SLFN strategic priorities. SLFN does not currently have a community
gathering facility large enough to host meetings or seminars. To
achieve its overall aim of bringing the community close together, it will
be important for the Centre to commit to a shared community vision.
Healthy community development was identified as a SLFN strategic
priority in our initial review. A shared community vision will allow SLFN
to achieve its overall goal of bringing the community closer together.
The success of the Centre will depend on strong project management
and community engagement. Preparing, designing, developing,
building, and operating the Centre will be complex. Our earlier
research indicates successful Centres involve the community in every
step of the process. Ongoing community consultation will be important
to make sure the Centre fulfills community needs. We recommend that
SLFN review community feedback on Centre programs and services
every three months.
We have included an Activity Matrix for the Centre Economic
Development Plan. The Matrix is broken down by area and activity,
for the next year. It also includes an analysis of implementation risks,
critical success factors, key required skills, and assumptions made.
As part of the Environmental Scan, ALIF conducted research on
benchmark BDCs, including the Carcross Tagish First Nation, and
Penticton Indian Band Development Corporation. Both BDCs are
examples of successful efforts to achieve a community vision through
capacity development by First Nations communities. A “governance
tour” of BDCs is recommended to understand how other Bands have
set up their own BDCs, and the lessons learned.
Both these BDCs serve as good examples of First Nations achieving
community visions. The Governance Tour will allow SLFN to learn best
practices before setting up its own BDC.
Lastly, key priorities for the development of the BDC over the next three
months are identified.
Immediate priorities include:
• Background research into BDCs: set-up experiences, lessons
learned, and available government funding programs
• Develop a common vision and create a BDC charter
• Agree on BDC role and membership structure, including
responsibilities
• Determine key skills and roles required, develop recruitment & HR
strategy, and identify a BDC Board of Directors
• Agree on where the BDC will provide services
• Agree on how measures of effectiveness will be assessed
• Conduct an internal BDC planning capacity initiative and develop
external partnership criteria and key documentation
We recommend that SLFN take a quarterly approach to planning for
the BDC.

Tourism Economic Development Plan
Many Aboriginal communities have benefitted from the emerging
tourism industry in Northern Alberta and the North-West Territories.
Benefits of tourism include:
• Economic development
• Cultural and spiritual connection
• Learning experiences
• Environmental preservation and sustainability
Cultural and spiritual tourism encourage community youth to
connect with elders. Connecting youth with elders is important. It is
recommended that SLFN address the wide range of potential tourism
options available, and the products/services it can bring in the short
and long term.
It will be important for SLFN to understand how other Bands have
approached tourism. This understanding will allow SLFN to develop
a foundation for its own products and services. We recommend that
SLFN use the BDC Governance Tour as an opportunity to visit tourism
sites. We highly recommended that SLFN apply for government grant
funding for tourism development.
One challenge in the tourism industry will be in developing tourism
products and services. Best practices for developing tourism are very
different between communities. Both legal structures and day to day
operations will require further planning. It will be essential to have a
clear set of products and services.
To be successful in tourism, SLFN will need to develop and maintain
tourism relationships. The Band will need to meet with representatives
from different areas of business. We recommend that SLFN take time to
determine how it will approach potential strategic partnerships. SLFN
will need to continually develop a tourism profile for tourism operators
and consumers.
As part of the Environmental Scan, ALIF conducted research on a
successful Community Services facility built by the West Bank First
Nation. The facility reports that the West Bank First Nation has become
more engaged since its construction. The project’s success has led to
an expansion of its programs and services.
Lastly, key priorities for the development of the Centre over the next
three months are identified.
• Background research into Community Wellness Centres, setup
experiences, lessons learned, and funding channels
• Determination of potential programs, site location, and required
infrastructure
• Development of financial and operating structures, youth
engagement strategy, external vendor charter and list of potential
partners
• Recruitment of a project manager, construction manager,
development of a Community Wellness Centre SME
• Establish a Board of Trustees
We recommended that SLFN take a quarterly approach to planning for
the Centre.

Governance
ALIF Partners recommends the creation of an Economic Development
Plan Standing Committee to support SFLN as it moves forward with
economic development. The Committee will oversee the planning,
coordination, and implementation of the key activities in these Plans.
The Committee will also make sure that progress made through these
plans is being tracked. Ultimately, the Committee will make sure that
economic development works with and is aligned to SLFN’s Strategic
Plan.
Performance Monitoring and Reporting
ALIF Partners recommends that economic development is made a
priority for SLFN. Outcome tracking will be an important tool in this
process. A performance monitoring framework will need to be put in
place.
We recommend that the Economic Development Plan Standing
Committee will be responsible for this framework. It will:
1. Track the status of activities outlined in the Economic Development
Plans, and status of supporting plans
2. Update on the strategic priorities from the SLFN strategic plan, and
progress being made to achieve them
3. Coordinate and manage resources
Introduction and Overview
The Economic Development Plans in this report were written over
six months. During those six months, we spoke with many people.
We spoke with the government, and with experts in economic
development. We also spoke with other Band Councils and Chiefs that
have successfully created opportunities for their own people. We are
thankful to these experts, Councils, and Chiefs for their advice.
We have included an Activity Matrix for the Tourism Economic
Development Plan. The Matrix is broken down by area and activity for
the next year. The Matrix also includes an analysis of implementation
risks, critical success factors, key required skills, and assumptions
made.
As part of the Environmental Scan, ALIF studied Aboriginal tourism
operators. We have included case studies on B. Dene Adventures,
Taiga Tours, and the Sami people of Finland. B. Dene Adventures
operates on a cultural tourism model that promotes a traditional way
of life. Cultural tourism allows visitors to appreciate the Band’s unique
culture. The company continues to operate and expand its tours.
Taiga Tours is located in Fort Smith. It offers tour packages aimed
at adventurers. The Sami people of Finland developed tourism to
enhance the economy and preserve Sami traditions and languages.
Today, tourism is the largest industry for the Sami. These are all
examples of the successful development of tourism plans in Aboriginal
communities.
Lastly, key priorities for the development of the Tourism Economic
Development Plan over the next three months are identified.
• Conduct external best practice research of leading Aboriginal
bands, develop networks, lessons learned from tourism initiatives,
and funding channels.
• Determine tourist profile, financial and staffing structure.
• Design a community consultation process to seek input on the
types of tourism SFLN could focus on.
• Conduct a detailed market analysis and SLFN impact analysis.
We recommend that SLFN take a quarterly approach to tourism
planning.

traditional culture and shared values are to our people. We learned how
important our way of life is to us. Most importantly, we learned that our
people are determined to build a better future for our daughters, sons
and loved ones.
Together, our community came up with 85 ideas to improve our way of
life through economic development. Together, we chose three ideas to
focus on. Together, we made plans to make these ideas real.
The three ideas the community chose are:
1. To create a Band Development Corporation
2. To build a Multi Purpose Community Wellness Centre
3. To create a Tourism Economic Development Plan
It is important to the Council that our community has access to
opportunities. Opportunities to work, opportunities to grow, and
opportunities to build our community. But, it is just as important that our
opportunities preserve and respect our traditional culture and values.
Creating opportunities for our people does not mean that we have to
change our traditional culture or way of life. The plans we have made
will not change who we are. Above all else, our shared culture is what
makes the Thebati Dene Suline people special. People around the
world admire the things that make us unique: our culture, our land, our
way of life. Our Economic Development Plans will allow us to share our
way of life with people from every part of the world. More importantly,
our Plans will also create opportunities for our people, our sons and
daughters, and our loved ones.
What is Economic Development?
Economic Development can mean many things. If you ask ten
different people for a definition, you might get ten different answers.
There is one important group that we did not speak to. That group is
our people, the 300+ members of Smith’s Landing First Nation. Instead
of speaking, we chose to listen.
We listened because the problems we have today are not easy to
solve. We listened because we want to make sure that our Economic
Development Plans are what our people want. We listened to make
sure that our community can be stronger in the future, for our loved
ones and for future generations. So before we spoke to experts, to
government, or to other Bands, we organized a talking circle. We
invited our community to share their thoughts. Instead of speaking, we
asked, and we listened.
We learned a lot from our talking circle. We learned that our people are
worried about the future. We learned about sons and daughters that
have left our community to find opportunities in far-away places, and
we learned about the mothers, fathers, aunts and uncles left behind.
We learned about issues with drugs and alcohol that tear families
apart. We learned about the problems our community has, and we
learned how mistakes in the past affect us today.
There were 20 people at our talking circle, but there are more than 300
members of our Band and we wanted to learn more. So, for another
three months, we asked, and we listened. It was hard to listen to our
brothers and sisters tell us about their problems. It was even harder to
listen to the same pain being felt by many different people.
But we didn’t only hear about problems. We heard solutions, too. We
listened to great ideas to make our community better. Great ideas to
share our beautiful land with the world. Great ideas to use the gifts
the land has given us. Great ideas to give our nieces and nephews
opportunities that we didn’t get. Great ideas to protect what is most
important to us: our culture, our values, and our loved ones.
We listened very carefully, and we learned even more. We learned
that the Thebati Dene Suline are a strong people. We learned about
what is important to our community. We learned just how important our

Band Development Corporation
What is a Band Development Corporation?
A Band Development Corporation is a special kind of company.
Usually, a Band Development Corporation is set-up by the Band
Council to help plan economic development in a community. Band
Development Corporations can also help band members with
starting and running their own businesses. Many other First Nations
communities have successful Band Development Corporations. It is
important to understand that the Band Development Corporation will
create a lot of change for Smith’s Landing First Nation.
Why Start a Band Development Corporation?
A Band Development Corporation can help you in many different ways.
It can help promote the Band, which will attract visitors and customers.
It could invest in your business, help you find investors, or help you
get a loan. A Band Development Corporation might help you find staff
if you are a business owner, or help you find work somewhere on the
reserve. The Band Development Corporation may also be able to give
you business advice.
Our Plan
Band Development Corporations can be complicated. There are many
different ways to set-up a Band Development Corporation. Each of
the different methods has its own advantages, and disadvantages.
Because every community is unique, we don’t know which method
is best for us. But, by learning about other Band Development
Corporations, we can get an idea of what might work for us. From this
research, we will learn how communities that are like Smith’s Landing
First Nation set-up their Band Development Corporations.
For us, economic development means creating opportunities for our
people, improving our quality of life, and sharing our unique culture
and values with the world. We created these Economic Development
Plans to help us with these goals.
How Could Economic Development Affect Me and
My Family?
We hope that economic development will improve the way that we live.
Economic development will give us more opportunities. Opportunities
for young people to find work that will let them stay in our community.
Opportunities for us to improve our health and education. Over time,
economic development will help our community grow and attract new
members.
By planning for economic development, we will build skills in our
community. These skills might be new. For example, you might be able
to build employment skills that can help you find work at the Band
Development Corporation. You might find a new way to use skills you
already have. An example could be running your own tourism business
taking visitors down the river.
Most importantly, economic development will make our community
stronger. A Community Wellness Centre will give us a place to gather,
share, and celebrate. Creating a Band Development Corporation will
make it easier for us to provide and use services. A Tourism Economic
Development Plan will allow us to share our special culture, traditions
and crafts with visitors. Together, these Plans will lead to more jobs,
more wealth, and a better quality of life.
The problems and challenges in our community are complicated. They
can’t be solved easily. But, by building a stronger community, we can
make our problems less important. We can support each other, and we
can create a place that our children are proud to start their own
families in.

Tourism Economic Development Plan
What is a Tourism Economic Development Plan?
Tourism in Alberta and the North West Territories has become more
and more popular in the last few years. The natural beauty of Alberta
and the North West Territories brings visitors from around the world.
Many Aboriginal Bands have developed their own Tourism Economic
Development Plans. A Tourism Economic Development Plan is a
document that will help the Band set-up and promote tourism in
Smith’s Landing First Nation. Different types of tourism could include
environmental, cultural, spiritual, or community tourism.
Why Create a Tourism Economic Development Plan?
A Tourism Economic Development Plan will attract more visitors to
Smith’s Landing First Nation. Tourism brings many benefits. Visitors
from around the world will spend their money in the community. We
will be able to educate tourists on our unique culture, traditions, and
crafts. Most importantly, tourism brings opportunities for us to show and
preserve our beautiful natural environment.
Our Plan
We live in a vast, beautiful land. There are many opportunities for
tourism. It will be important for us to make sure that we develop tourism
in a sustainable way that respects our land. Our Tourism Economic
Development Plan will make sure that the land can be enjoyed by
future generations.
What is a Multi Purpose Community Wellness Centre?
A Multi Purpose Community Wellness Centre is a safe place where
you can go to meet other people, and take part in activities. Usually, a
Community Wellness Centre is a building that is large enough to host
meetings. Many different activities could take place in a Community
Wellness Centre. A Community Wellness Centre could be a place
where you go to listen to a storyteller, play sports, or make traditional
crafts. You could also take a class, perform a traditional dance, or
attend a substance abuse meeting at a Community Wellness Centre,
as part of the health services it could provide the community.
Why Build a Community Wellness Centre?
The goal of the Community Wellness Centre is to bring our community
closer together. Currently, there are no large community buildings in
Smith’s Landing First Nation. Building a Community Wellness Centre
will create a place for people to gather. It will also be a place where
people can take part in different activities and classes. The Centre
could also provide jobs and opportunities for people to learn skills from
each other.
A Community Wellness Centre will help make sure that community
members are healthy – physically, mentally, culturally, and spiritually.
Our Plan
Many other Aboriginal Bands have built Community Wellness Centres.
The most successful examples usually involve the community. This can
mean many different things. For example, you could be asked to give
your thoughts on the design of the Community Wellness Centre. Or,
you might get a job working at the Centre. The important part is that
the Centre is connected to the community. Over time, the Community
Wellness Centre will need to change to meet new needs. It will be
important for the Centre to listen to the community, so that it can
stay relevant.

Our Approach
The Thebati Dene Suline are environmental stewards that want to
preserve their way of life, their land and create opportunities for future
generations. As SLFN is a remote community with limited infrastructure
and access to resources, it sought out support from ALIF Partners to
help it better understand the types of economic opportunities that will
have the best chance of creating long-term livelihoods and wealth for
the community. ALIF Partners has spent six months getting to know
the SLFN Community, its values, traditions, beliefs and aspirations
and is uniquely positioned to join SLFN on the path to develop the
right economic opportunities and pathways that will re-engage
its community whilst simultaneously generate revenue for its local
economy.
Over this timeframe, ALIF Partners has worked with the SLFN Chief,
Band Council, wider SLFN Community and non SLFN Community
to develop a strategic blueprint that will guide SLFN as it uses the
three Economic Development Plans contained in this report to unlock
opportunities for the Thebati Dene Suline, and identify pathways to
prosperity.
Outlined below is an overview of the key areas of focus, timelines ALIF
Partners has been working to, as well as the key deliverables from
each phase of the engagement.
B A C K G R O U N D
C O N T E X T

High Level Overview of SLFN
Economic Development Engagement
November December January February March April
Phase 1a: Understanding
Expectation Setting
14 Week Listening Campaign
Deliverable
Listening Campaign Summary
Phase 1b: External Environmental Scan
External Best Practices and Benchmarking Report
Deliverable
External Environmental Scan Report
Phase 1c: Skills Inventory
Current State Skill Inventory of SLFN Band Staff
Deliverable
Current State Skill Inventory of SLFN Band Staff
Phase 2: Economic Opportunity Analysis
Economic Opportunities Assessment and Prioritization
Deliverable
Economic Opportunities Decision Criteria and Prioritization Matrix
Phase 3: Economic Development Plans
Three Economic Development Plans
Deliverable
Final Report and Three Economic Development Plans

The following key activities underpin the way in which we approached
the development of these economic development plans:
Respect Tradition: To begin the project with SLFN, a traditional talking
circle with the SLFN community was organized. This enabled ALIF
Partners to hear the views of those who turned up. Approximately 20
SLFN community and non-SLFN community members provided input
as part of the talking circle
Listen: The drivers, experts and leaders are SLFN. ALIF Partners role
was to listen to the community. ALIF Partners did this through a 14-
week community engagement process termed a ‘Listening Campaign’.
Using this approach, data was collected from 25 community members
of various ages and backgrounds
External Insights and Research: A key component of ALIF Partners
approach was to conduct community and research based exploration
of the current social and economic activities, resources and future
potential for community and economic development opportunities
that we have found other First Nations, Métis, and Inuit Groups to be
focusing on
Discuss: A series of 1:1 informal sessions were held with the SLFN
Chief, Band Council and staff, as well as a group session. This
provided ALIF Partners with a better understanding of both the
strategic and operational opportunities and challenges faced by the
SLFN Band. This was integral to planning the structure of how the
external insights of the Environmental Scan would be developed
Analyze: From the above series of activities over the six month
engagement, ALIF Partners then conducted a detailed analysis of all of
the relevant information that had been collected. Initially, we identified
85 potential economic development opportunities that the SLFN
Band could have focused on. Using a decision making criteria list
we developed for this engagement, we were then able to reduce this
number to six potential economic development opportunities
In light of the above way of structuring the engagement and working
collaboratively with SLFN, the approach ALIF Partners has taken to
working with SLFN is based on the key components below. At the
heart of this approach has been and is the authentic desire to help
SLFN achieve its objectives through being respectful of tradition. The
recognition that our team has also been personally invited to support
and learn from SLFN is in itself also a humbling experience.
External  
Insights from  
Other  
Aboriginal
Communities
Listen to the
SLFN & Non
SLFN
Community
Discussions with
SLFN & Non SLFN
Community
Analyze  
Potential Range
of Economic
Development
Plans
Respect
Tradition
Select 3
Economic
Development
Plans
Develop 3 Economic
Development Plans

Responsibility for this Plan
Positive transformation results from working on our spiritual
core, genuine engagement, clear decision-making, persistence,
collaborative action and thoughtful leadership. In order for SLFN to
further realize its potential as a nation and for its members, economic
development is a core component of what SLFN will focus on to unlock
and develop its unique potential.
It will require the collective efforts and contributions of the SLFN Chief,
Band Council, Band Staff and the wider SLFN Community (including
non SLFN community as well as those who reside outside of Fort
Smith) to achieve this plan. It is highly recommended that everyone
is encouraged to familiarize themselves with the content and general
direction of these plans and take time to understand how they want to
contribute to supporting SLFN in realizing its economic development
objectives. Those who assume responsibility for implementing
these plans may create their own more detailed plans to realize the
objectives set within the wider plan. The SLFN Economic Development
Officer (EDO) will also be accountable for carrying out key activities
within each of these plans. An Economic Development Planning
Standing Committee will be created to oversee implementation and
support future planning efforts.
Select: A SLFN community focused ‘conversation café’ event took
place at the local museum which provided community members with
additional information on these six potential economic development
opportunities. Community members were organized into small groups
of up to five, provided additional information on each opportunity,
a decision making criteria list and a series of guiding questions to
consider as they discussed (as a group) each opportunity. Prior to
moving onto the next opportunity, the group ranked each opportunity in
order of priority
Develop: Based on the outputs of the above community focused
‘conversation café’, the entire group was asked to rank their top three
economic development opportunities. Using these outputs, ALIF
Partners was then in a position to develop the content for each of the
selected economic development plan chosen by the SLFN community
Network: The outcome of the above has enabled SLFN to create new
networks to pursue new avenues and potential opportunities
The three Economic Development Plans identify the steps SLFN will
need to take to continue its journey in harmony with the environment to
sustain a healthy and self-sufficient lifestyle for future generations and
realize the outcomes outlined in its 2013 Strategic Plan. The purpose
that underpins these plans is to outline the key activities that SLFN
will undertake to achieve the targets outlined in the Strategic Plan. It
provides a roadmap for SLFN and clearly lays out a course of action
over the next 12 months for SLFN to develop and deliver a range of
business and economic opportunities in a way that both continues to
align to SLFN’s values, provides meaningful employment opportunities,
engages and further strengthens its community. As part of getting
ready to be able to effectively develop and action the three Economic
Development Plans, ALIF Partners recommends that SLFN carry out a
detailed review and refresh of its Strategic Plan to examine how it may
need to be modified to ensure it is aligned to what will be needed as it
moves forward.

• We understand and value our history, our language, and our
identity.
• Our community is rich in our practice of culture and traditions.
• We are self-sufficient as a Nation and as individuals.
• We have educated members and successful businesses.
• We have government structures, policies, and processes that
enable us to make and implement strategic decisions that
determine our future.
• We have community infrastructure that will continue to grow and
expand with our community.
In discussing the scope of the current engagement with the SLFN Chief
and Band Council, the following factors were also considered to be
critical for the success of economic development within SLFN:
• Plan for intelligent economic growth to maximize impact and
resilience, yet determine the types of unique opportunities that
align to SLFN, its vision and cultural values.
• Environmental stewardship and respect for the land must be
maintained.
• Wider and meaningful SLFN community engagement (especially
including elders and youth) aimed to re-engage and strengthen
the community.
• Developing a robust means of deciding which economic
development opportunities to pursue and when.
• Providing employment opportunities for SLFN Band members.
The graphic to the right summarizes the strategic priorities as outlined
in the SLFN 2013 Strategic Plan that the SLFN Chief, Band Council and
representatives of SLFN Band Staff identified as necessary in order to
achieve SLFN’s envisioned future and deliver its key responsibilities.
Key Drivers
The SLFN Chief and Band Council held an important Strategic Planning
meeting in August 2013 to review and make revisions to its 2010
Strategic Plan. Based on this meeting, a number of amendments were
made to the SLFN Strategic Plan, which included:
• Revision to the Mission and Vision Statement.
• A recommendation to include cultural values as part of the
Mission Statement.
• Revisions to the analysis of the Nations strengths, weaknesses,
opportunities and threats.
• Revisions to the Strategic Priorities of Smiths Landing First Nation
based on three to five strategic priorities.
• Three revised Strategic Priorities were identified (these are
discussed further in the report):
• Economic Development
• Governance
• Health and Addictions
The SLFN Strategic Plan challenges SLFN to respond to the need to
develop employment opportunities for its nation, to further address and
continuously promote community engagement and enhance the health
and well being of its community, to respond to a changing and growing
economy, whilst being respectful of Thebati Dene Suline and SLFN’s
traditional, cultural values. In order to realize the future outlined in its
Strategic Plan and put in place a realistic strategy to achieve the key
results identified within it, these three Economic Development Plans
have been developed.
The Strategic Plan responds to a number of factors that are key to the
way in which SLFN envisages its future:

Community Plan
History and Culture
Capacity
Development
Trust
Agreement
Economic
Development
Governance
Review and enhance our current
and long-term governance and
band operation processes
Develop strategies to create our
own funding opportunities
Engage the community in
determining how to allocate and
manage our trust funds
Prepare our people to fully
participate in economic
development opportunities
Celebrate and showcase our
history and culture
Create a plan to develop our
community and sustain our people
Communication
Lands and Resources
Ensure our community
communications are respectful,
open, comprehensive, timely, and
multi-directional
Address issues related to national
parks, industry projects, land use,
and regulations
1
2
3
4
5
6
7
8

development goals, ALIF Partners outlines what the SLFN Chief and
Band Council need to focus on over the next 12 months which are
supported by the 12 month Activity Matrices found in each of the
relevant sections of this report.
How It All Fits Together
The diagram below shows how everything fits together. Economic
Development is key for SLFN in being able to deliver the eight strategic
priorities that its Strategic Plan is based on. To support SLFN in
achieving the areas of work required to deliver against its economic
*Colour coding refers to how each area of work supports SLFN’s strategic priorities
SupportingStrategies&
KeyActivities
SLFN Strategic
Priorities
Strategic areas of focus and
key targets that will ensure
our success
We, the Thebati Dene Súliné, have been sovereign since time immemorial. Together, we will
continue our journey in harmony with the environment to sustain a healthy and self-sufﬁcient
lifestyle for future generations. To honour our Creator and ancestors, we will protect and
nurture the integrity of our Dene Ch’anié.
SLFN Vision:
SLFN’s desired  
future state
StrategicPlanning
Vision:Thedesiredfuture
SLFN Strategic Plan*
Community
Plan
Economic Development
See Next Page for a Summary of the next 12 Months
Economic Development Areas of Focus
Economic
Development
History &
Culture
Governance
Land &
Resources
Capacity
Development
Communication
Trust
Agreement
SLFN Economic
Development
Areas of work to align with
SLFN Strategic Priorities and
realize SLFN economic
development goals

SLFN
Readiness
EconomicDevelopment
Supporting Strategies &
Key Actions
Initiatives or activities that will
deliver on SLFN areas of
focus and contribute to
achieving our economic
development goals and
strategic priorities
Community
Engagement
Workforce
Development
Available
Funding
Understand
Current Capacity
Clear Processes
& Reporting
Skills &
Training
Development
Vision

a high level snapshot of what is planned. Greater detail on each of
these areas of focus can be found within the relevant section of each
Economic Development Plan that discusses each Plan’s three-month
priorities and a more granular breakdown of the key activities over 12
months for each Plan.
12 Month High Level Timeline
Over the next 12 months, a range of activities will be planned and
delivered as part of SLFN moving forward with making progress
against the three Economic Development Plans contained within this
report. To give the SLFN Chief and Band Council an overview of the key
areas of focus that it will need to address, the diagram below provides

Integrated Planning
In large organizations it is not uncommon to see the various
departments or functions and staff lose track of common strategic
objectives while working to accomplish everyday tasks. There is also
a risk in the leadership losing its connection to staff and ultimately to
their clients and the operational realities of actually delivering day-to-
day activities. One way to avoid this is to promote integrated planning,
which demands collaboration between each part of the organization.
A sound planning approach that will be appropriate for the unique
opportunities facing SLFN will also call for an awareness of the
challenges and opportunities in the environment, and a commitment
to using accurate and relevant information to make timely decisions.
As SLFN moves forward in carrying out its planning processes (and
subsequent delivery), it will be essential that SLFN is committed to
developing the capacity of its community and staff, as well as working
together in a cooperative and celebratory spirit for the best interest of
its community, staff and wider community.
Key Terms
Planning is simply good management. Planning is the process to
go through to get a project going. Planning should help to decide
on activities, roles and responsibilities, time and cost estimates, and
outcomes. It is the process of identifying the means, resources and
actions necessary to accomplish an objective. It will allow SLFN to
identify what it wants to do or accomplish and requires developing
a set of actions to achieve this. The most effective plans are usually
developed collaboratively, are ambitious and inspiring, yet attainable
within the timeframe that has been outlined.
To support discussion, be consistent and ensure SLFN has the same
understanding of the terms used in the three Economic Development
Plans, below are the high level definitions of the Areas that each plan is
based on. As will be seen from the way in which the plans have been
S T R A T E G I C
C O N T E X T

structured, ALIF Partners has identified the key activities in each plan
based on which category the activity aligns to.
Area
Research: Gathering the key data and information that SLFN will need
to better prepare for conducting the key activities required and outlined
in the plan.
Vision: Our ultimate ideal state, the goal we are all working to achieve
over the long term.
Role: Reaching agreement on the scope of focus for each plan.
Governance: Having a set of clearly defined roles and responsibilities
which is supported by decision making processes, and an
accountability structure.
People: Understanding the type of staff needed to develop and
implement each plan. Covers required skills, staffing structure, training
and ongoing development, as well as establishing processes to
identify, recruit and retain staff.
Service Delivery: Identification of the types of services to be delivered,
to whom, how, through which channels. Also addresses how to
become ready to deliver services, by creating interest amongst the
target market, creating alliances and networks to support the promotion
of services and ultimately delivering services.
Measurement of Effectiveness: Concise, realistic and results-oriented
targets or metrics of how SLFN will be able to know if what it is doing
is being effective. Typically stated in a way that clearly communicates
what is to be achieved.
In addition, the following categories have been used to further break
down the above areas within each plan:
Planned Categories
Key Activity: Activities that contribute to achieving the purpose of
each plan. In the world of planning, activities are often described as
initiatives, projects or actions and can also be defined as ‘strategies’.
Timeframe: Proposed timeframes for the activity. The anticipated
timeframe that each activity is scheduled to commence aligns with the
SLFN fiscal year and financial planning cycle as follows:
Q1: April-June
Q2: July-September
Q3: October-December
Q4: January-March
Once SLFN develops more detailed Action Plans for each Economic
Development Plan, the timeframe will reflect the actual week/month of
proposed activity.
Key Required Skills: The types of recommended skills that will be
required by the resources who are allocated to work on each activity or
set of activities.
Estimated Cost: At this stage, we have outlined high level costs for
completing each set of activities within each plan ‘area’. These are
estimates and a more detailed breakdown of costs for implementing
each plan will be required.
Implementation Risk: The key areas that will need to be planned for
that could impact the ability to conduct key activities in a successful
manner.
Critical Success Factor: What is considered essential to support
SLFN in being successful in achieving the objectives of each plan and
key activity.

Smith’s Landing First Nation Vision, Mission, Cultural Values
SLFN Strategic Plan
SLFN Economic Development Plans
SLFN Functional Plans
1-3
Years
1 Year
90-120
Days
SLFN Action Plans
3-5
Years
Chief & Band
Council
All SLFN Staff &
SLFN Community
HealthandAddictions
Governance
EconomicDevelopment
Band Administration &  
Economic Development Ofﬁcer
SLFN Functional  
Leads
Owners
Strategic Plan Strategic Priorities People Constitutional Development Plan
Regular Review of SLFN Strategic Plan SWOT
Assumptions and Additional Considerations: Key suggestions and
guidance to support SLFN as it seeks to implement its key activities.
Planning Process
As part of working with SLFN, it is clear that like many organizations,
there are several levels of planning. This large number of overlapping
plans is meant to achieve a coordination of efforts from all levels of
the organization towards common purposes. Organizations that are
effective over the longer term take an integrated approach to planning;
otherwise various parts of the organization can pursue ends that are
different, duplicates, or even in opposition to one another.
The existence of multiple plans provides for flexibility and focused
efforts in areas where each department has a different focus, as well
as promoting a set of shared, common objectives. The diagram below
illustrates how each plan adopted by SLFN is influenced and guided
by the one that precedes it, as well as how individuals are involved and
committed through their role to achieving the priorities, and ultimately
the vision and mission, of SLFN.

SLFN Strategic Plan
The SLFN Strategic Plan was originally developed by the Chief and
Band Council in 2000 and has undergone a series of reviews and
refreshes in 2005, 2010 and most recently in 2013. It describes the
future state that all in SLFN is aspiring to create. It is the highest level
of planning and the one that all other plans support. The Strategic Plan
was developed to cover a 3-5-year horizon, with review points set for
each five year period. It serves to give direction to all parts of SLFN,
as well as providing a communications function, telling the world who
SLFN is, where it is going as a nation and what SLFN is all about.
The Strategic Plan sets out an ambitious agenda and highlights two
keys areas: The SLFN vision and the eight strategic priorities, including
current and long term activities for SLFN in each strategic priority area.
It is unclear how progress made against the overall Strategic Plan is
reported on at agreed points throughout the SLFN fiscal year.
Revised SLFN Strategic Priorities
As part of the August 2013 review and refresh of the SLFN Strategic
Plan, a recommendation was made to revise the key strategic priorities
to include the following. The strategic priorities that follow will be
developed over a three-year timeframe:
Governance
It was identified that a critical element that must be addressed is
effective governance of the Smith’s Landing First Nation. Governance
includes the development, approval and implementation of
effective policies and procedures with respect to all aspects of the
administration of the First Nation. This shall also include the following
policies: Social, Housing, Ethics, Human Resources, Assemblies and
Conflict of Interest. The development and ratification of an election
code is integral to effective governance.
All of the above plans have a unique role to play. An overview of the
purpose and content of each plan follows.
The SLFN Vision
Every component of the SLFN Strategic Plan and the Hierarchy of
Plans that follow must respect, honour and incorporate the SLFN’s
vision as a way of guiding day to day activities as well as strategic level
discussions:
We, the Thebati Dene Súliné,
have been sovereign since
time immemorial. Together,
we will continue our journey in
harmony with the environment
to sustain a healthy and self-
sufficient lifestyle for future
generations. To honour our
Creator and ancestors, we
will protect and nurture the
integrity of our Dene Ch’anié.

The scope of the current Economic Development Plans provides a
platform to enable SLFN to plan and deliver the required key activities
over the next 12 months to prepare SLFN for further development
of economic development longer-term plans that may span multi
generations. Outlined in each Economic Development Plan are
suggested review points and a clearly defined process for how each
plan can be monitored to ensure it continues to deliver its expected
value.
SLFN Functional Plans
Functional Plans will be an important part of SLFN’s planning approach.
They put in motion, in concrete terms, the actions each function within
SFLN is undertaking as part of working towards achieving the wider
SLFN vision. These functional-level plans typically cover a 1-year
horizon. They are often referred to as ‘Operational Plans’ and also
contain financial information that will guide yearly budgets. These
plans allow each function to consider where they are headed and what
priority projects and activities they will be undertaking, in alignment
with the SLFN Strategic Plan and Economic Development Plans. They
are primarily designed to inform the staff of the relevant function within
SLFN. Each Functional Plan is recommended to report against its
progress on a quarterly basis to the SLFN Chief and Band Council.
SLFN Action Plans
All levels of planning within organizations eventually come down to this.
Actions Plans outline the key activities that need to take place in order
to support an organization to meet its plan and key objectives. It is
expected that within SLFN, Action Plans will also highlight the resource
that will be responsible for the key activities, as well as the timeline for
activity completion. As outlined in the SLFN Strategic Plan, its series
of Action Plans typically cover a period of between 90-120 days. In
terms of reporting progress against Action Plans, SLFN Functional
Leads would usually report to the SLFN Band Manager and Economic
Development Officer on a bi weekly or monthly basis.
Economic Development
In order to realize the vision of Smith’s Landing First Nation, economic
development is essential. Based on developments and opportunities,
the Chief and Council, with administration shall seek the most cost
effective opportunities for development. Economic development will
move our community to self-sufficiency and we will develop successful
businesses, benefiting our First Nation and its community members.
Health and Addictions
It is recognized that a strong, vibrant and health community is the
mission of Smith’s Landing First Nation. In order to achieve our
strategic plan, we must ensure the health and well being of our
community members. This means we must strive to ensure our people
are healthy, physically, mentally, culturally and spiritually.
SLFN Economic Development Plans
Whilst a series of economic development activities in the form of a
work plan were originally outlined in the SLFN 2013 Strategic Plan,
as well as economic development being repositioned as a key SLFN
strategic priority, this is the first time that SLFN has invested in external
consulting and advisory support to develop a structured approach to
economic development.
A series of three Economic Development Plans have been developed
as part of this engagement and will play a lead role in supporting
SLFN to plan for the delivery of economic opportunities in a way that
is coordinated and planned efficiently over a 1-3-year period. They
will provide a vision for how SLFN may consider delivering a range
of economic development services and will guide the economic
development actions of SLFN by outlining key activities.

Resources
As part of conducting 1:1 sessions with the SLFN Chief, Band Council
and Band Staff, ALIF Partners developed a high-level overview of
the current skills that SLFN staff have, as well as those considered
necessary as SLFN moves forward with the implementation of its
Economic Development Plans.
Current Skills
Below outlines the skills that the SLFN Band consider it already has.
This data was collected through 1:1 sessions with the SLFN Chief,
Band Council and Band Staff.
12 Month Activity Matrix
Each Economic Development Plan contains an Activity Matrix, which
outlines a list of proposed key activities to focus on over the next 12
months. The proposed timeline for each activity outlines when it is
anticipated that SLFN will begin to implement the required activities
over the next 12 months by quarter. ALIF Partners has based the
timeline on SLFN’s fiscal year: April – March. The exact timing of
activities may change, though at this point it provides SLFN with
overall visibility of what needs to happen and when activities can be
sequenced. A series of regular review points is also contained within
each of the Economic Development Plans and it is recommended that
the Chief and Band Council use an external source to plan, facilitate
and lead the review process.
Activities have been aligned to which ‘Area’ each activity supports.
A more detailed look at the activities can be found in the relevant
section of each Economic Development Plan within this report. Each
Activity Matrix also includes proposed timing (quarter) as well as
required skills, estimated costing by activity, implementation risks,
critical success factors and assumptions/additional considerations. As
part of estimating these costs, ALIF Partners has made a number of
assumptions that are included in the relevant section of this report.
SLFN 3-Month Priorities
As part of this 12-month timeline, it is important to highlight the key
activities that ALIF Partners recommend SLFN focus on over the
next three months to develop the required momentum and support
for moving forward. Toward the end of the three-months, it is highly
recommended that the SLFN Chief and Band Council carry out a
focused review of how effective the SLFN Band has been in completing
the key activities outlined in each of the Economic Development Plans.
Each relevant section that outlines the three Economic Development
Plans features the next three months priorities.
Consultation
 
CommunicationManagement
Coordination
Current Skills
•  Policy Coordination &
Development
•  Internal Process
Development
•  Writing & Proposal
Development
•  Stakeholder Identiﬁcation
& Engagement
•  Relationship Building
•  Analytical Capability
•  Internal Team
Communications
•  Individual Interpersonal
Effectiveness
•  Client/Land Focused
•  Financial Management
•  Team Leadership
•  Team Work
Consultation
 
CommunicationManagement
Coordination
Current Skills
•  Policy Coordination &
Development
•  Internal Process
Development
•  Writing & Proposal
Development
•  Stakeholder Identiﬁcation
& Engagement
•  Relationship Building
•  Analytical Capability
•  Internal Team
Communications
•  Individual Interpersonal
Effectiveness
•  Client/Land Focused
•  Financial Management
•  Team Leadership
•  Team Work

Key Skills Necessary for Economic Development
Moving forward, it will be extremely important for SLFN to fully
understand the existing skills it has within the band that can fulfill the
roles that will be required as part of implementing a series of Economic
Development Plans.
The table below outlines the key skills required and it is recommended
that SLFN use this overview of skills as it focuses on developing
existing staff capacity through skills training as well as external
recruitment activities to fill new roles.
Required Skills
ALIF Partners also conducted a gap analysis between the current
skills that the SLFN Band is considered to have and those required
as SLFN moves forward with the implementation of various economic
development opportunities. The required individual and organizational
skills are highlighted below.
EnhancesIndividualRoleEffectiveness
HighLow
Enhances Ability to Deliver SLFN Strategic Plan
Low High
1
1.  Strategic Thinking/Minded
2.  Planning
3.  Leadership
4.  Project Management
5.  Governance
6.  Effective Meeting Management
7.  Delegation
8.  Organizational Communications  
9.  Conﬂict Management
10.  Information Management
11.  Agility
12.  External Communication
13.  Facilitation
14.  Teamwork
15.  Program Area Knowledge
16.  Policy Development Lifecycle
Required Skills
2
3
4
5
6
7
8
9
10
11
12
13 14
15
16
(Bold indicates skill cited most often during 1:1 sessions & ALIF Partners observations)
1. Strategic
•  Goal Setting
•  Outcomes Focused
•  Planning
•  Project Management
•  Meeting Management
•  Conﬂict Management
•  Research
•  Analysis
•  Evaluation
•  Interviewing
•  Statistical & Impact  
Analysis
•  Process Mapping
•  Stakeholder  
Consultation
& Engagement
•  Advocacy
•  Networking &
Business Development
•  Negotiation
•  Marketing & Media  
Relations
•  Presentation
•  IT & Social Media
•  Training &  
Communications
Materials Development
•  HR
•  Finance
•  Legal
•  Service & Product  
Knowledge
•  Strategic Thinking
•  Political Acumen
•  Policy Development
•  Change Management
•  Facilitation
•  Leadership
2. Governance and Planning
3. Research and Analysis
4. Relationship Building
5. Subject Matter Specialists
LevelofNeed

Recommended Roles Required
Using the above key skills required, it will be important for SLFN to
identify the types of roles it needs to successfully develop, implement
and maintain a series of economic development initiatives. One of the
reasons that other Aboriginal bands ALIF Partners researched have
been successful in defining, developing and delivering economic
development services is because they have taken the necessary
time upfront prior to moving forward to ensure the appropriate staffing
structure, required roles, recruitment process and staff interviewing,
on boarding, capacity development and performance management
processes are in place.
A thorough review of economic development staffing requirements
and roles was not part of this engagement, however, based on the
development of the plans, ALIF Partners suggests the following
ongoing operational roles will be needed as SLFN moves forward with
operationalizing these economic development initiatives. A number of
the general roles outlined below would also provide support across the
three economic development streams and this table does not take into
account the required roles needed during design, development and
construction, (its focus is on steady state operations roles needed).
•  Tourism Marketing and Media
Officer
•  Tourism Subject Matter Expert 
 
•  Tourism Standing Committee
•  Community Wellness centre
Operational Manager
•  Community Wellness centre Subject
Matter Expert
•  Community Wellness centre Liaison
Officer 
 
 
•  Community Wellness centre
Marketing and Media Officer
•  Program Coordinators
•  Facilities and Maintenance
•  Administrative Staff
•  BDC External Advocate
•  BDC Manager
 
 
•  Administrative Officer
•  BDC Marketing Officer
General Roles
•  HR Manager
•  Change Manager
•  Legal Counsel
•  Financial Adviser
•  Communications Officer
•  Administrative Officer
•  Researcher (BDC, Tourism, General)
•  External Facilitator
BDC Specific Roles
Tourism Specific Roles
Community Centre Specific Roles

and activities involved in each Economic Development Plan, it will be
essential to conduct a detailed review of known and potential risks,
as well as develop appropriate risk mitigation strategies that can be
reviewed at regular review points with the SLFN Chief, Band Council
and others as deemed necessary.
Key Risks
A number of constraints and risks may impact SLFN’s ability to
effectively implement the key activities outlined in the three Economic
Development Plans. The key risks include those outlined below and
each Economic Development Plan also includes specific risks that
relate to each economic opportunity. These additional risks can be
found in the relevant Activity Matrix. As part of finalizing the timeline
Risks Mitigation Probability Impact
SLFN priorities change !  Review the SLFN Strategic Plan and Economic Development Plans and adjust as required
!  Constant engagement with SLFN Chief, Band Council and wider SLFN Community should
occur as part of an ongoing listening campaign to understand SLFN priorities and future
interests
Medium High
Lack of clarity on how SLFN will
implement its Economic
Development Plans
!  Ensure a clear governance structure is established and adhered to
!  Establish lead resources within SLFN (Band Manager, Economic Development Officer) to
move each Plan forward
!  Well defined roles and responsibilities for all economic development services are established
with clearly defined reporting structure(s)
Low High
Lack of communication between
different departments within
SLFN on recruitment, allocation,
and management of required
resources
!  Involve all Departments within SLFN early on
!  Ensure SLFN has prioritized the development of an HR Department and recruits an HR
Manager
!  Ensure appropriate HR practices are adhered to
Low High
Failure to invest time or money
on SLFN staff training and
development
!  Dedicate full time resources with either existing capacity and capability or the aptitude to
develop required knowledge of the types of economic development services SLFN will provide
!  Measure and monitor cost benefits provided by each economic development service. This
would help build a case for future investments
Low High
Poor communication with SLFN
staff and wider SLFN
Community
!  Create a communication plan for use throughout the resourcing process
!  Consistent regular follow-up with SLFN staff and wider SLFN Community
Low High
Lack of commitment and
support to implement each
Economic Development Plan
!  Engage with the SLFN Chief and Band Council on an ongoing basis to identify areas of
concern and resolution
!  Clarify any areas of concern to gain support
!  Utilizing the established governance framework, establish continued support and buy-in for
each Economic Development Plan
Low High

Area Consideration
Vision
•  Align SLFN Chief and Band Council to a shared vision and ensure this is widely understood by all SLFN Band
Staff and the SLFN Community
•  Ensure all SLFN Band Staff understand the impact the three Economic Development Plans will have on SLFN
Governance &
Accountability
•  Deﬁne key roles and responsibilities (i.e. planning standing committees, Chief, Band Council, EDO, Band
Management and others involved in implementation of the Economic Development Plans)
•  Develop and communicate clear decision making and escalation processes
Resource Capacity &
Capability
•  SLFN Chief and Band Council to determine where required resources to implement the Economic
Development Plans will be sourced from
•  Review existing SLFN Band Staff to determine capacity and capability required to implement the Economic
Development Plans
•  A dedicated Economic Development Plan resource strategy needs to be prioritized and developed in
conjunction with the SLFN Chief and Band Council
Allocated
Budget
•  Clarify level of investment required to implement each of the Economic Development Plans over a 3 year
period and who owns budget allocation and management during this 3 year period and beyond
Change Management &
Communications
•  Develop a consistent approach to planning and managing change
•  Develop and disseminate a timely, focused and transparent communication strategy to position the three
Economic Development Plans and their implementation for sustained success
Technology
•  Allocate resources to determine the approach that SLFN needs to adopts to prioritizing its investment, use and
application of technology to assist it with the transformational journey it is embarking on
activities within SLFN will need to continue to occur in parallel whilst
it conducts the necessary activities required to begin the process
of making economic development a key part of SLFN’s focus. ALIF
Partners recommends that these (and others identified) considerations
be discussed at the appropriate level within SLFN between Chief and
Band Council.
Implementation Considerations
This section outlines key considerations SLFN will need to address
as it moves forward with the design, development, engagement and
ongoing relationship it has with Band Staff, wider SLFN Community and
non SLFN Community in relation to economic development. It will be
important for SLFN day to day operations to not be impacted as part
of introducing economic development and as such, business as usual

Funding
As SLFN moves forward with the further development of and ability
to carry out the required activities outlined in the three Economic
Development Plans, it will need a greater understanding of the
available government grants funding programs at provincial and
federal levels to support the planning and delivery of these activities.
Initial meetings with prospective government funders have been
planned and attended, and the available government grants funding
options (and applications process, timeline and requirements) to SLFN
will be outlined in a separate proposal prepared by ALIF Partners.

B A N D D E V E L O P M E N T C O R P O R A T I O N
E C O N O M I C D E V E L O P M E N T P L A N

Introduction
Improving organizational leadership and building strong leadership
capacity are strategic priorities of the majority of Aboriginal bands,
and the development and implementation of a Band Development
Corporation (BDC) has enabled these bands to achieve their strategic
goals. A functional BDC will support SLFN in achieving its strategic
priorities as outlined within its Strategic Plan. As part of the SLFN
Environmental Scan, ALIF Partners identified two main organizational
structures that Aboriginal bands use to support them in realizing their
strategic goals – the conventional Band Development Corporation and
a more innovative approach to governance using a Band Development
Co-operative. ALIF Partners recommends that SLFN take some time
prior to moving forward to have a community wide discussion and
consultation as to which organizational structure will work for their
band.
The BDC will be positioned as the “for-profit”/employment organization
within the SLFN band. The BDC is designed to help develop a
sustainable economy that works with the people, community, and
their beliefs. In many places within Canada well-managed BDC
organizations have seen their communities thrive through conscious
economic choices and development of local business portfolios. The
research from other Aboriginal bands has shown that strong and
effective leadership, through both a BDC and Band Council, positively
impacts organizational performance, corporate culture, and economic
development opportunities.
Success Criteria
In order to support SLFN as it further develops and repositions its BDC
to lead its economic development opportunities, ALIF Partners has
found that other Aboriginal bands have considered the areas below
extremely important as they have sought to develop and put in place
a fully functional BDC to drive their economic development initiatives.
The Activity Matrix for the BDC Economic Development Plan provides
additional detail on the critical success factors and is broken down by
area and activity.
Development, Governance and Planning
SLFN needs to spend a focused amount of time to agree on what the
vision of its BDC will be, including the services it will provide, how
these will be structured, who will deliver these services, how and
when they will be delivered. It is essential that the vision for the BDC
is supportive of and aligned to the strategic priorities that have been
outlined in the SLFN Strategic Plan. A full understanding of available
government funding grants and programs, as well as an in depth
appreciation of government policies and identifying the appropriate
level of government/political advocate will better position SLFN in the
early stages of BDC development. The development and ongoing
delivery of services through a BDC is a massive undertaking for any
Aboriginal band and will result in significant change to and for the
SLFN band. The impact of such change must not be underestimated,
and it is recommended that the SLFN Chief and Band Council address
the reality of this change as part of the vision discussions.
Putting in place the appropriate governance processes and staffing
structure will also support SLFN and it is recommended that the SLFN
Chief and Band Council consider engaging an external resource to
support them with this component. It will be key to determine how the
BDC will handle conflict (both internal and external), as well as the role
played by the SLFN band on a day to day as well as on a long term
basis.

One of the unique aspects of a BDC is that it is also accountable to
the wider community, so it will be important to ensure that the SLFN
Community is made aware of the BDC’s activities on a regular basis
and encouraged to participate in the quarterly and annual BDC review
meetings.
Success Criteria Checklist
Relationship Building
The BDC is designed to further develop the potential range of
economic opportunities that exist within SLFN, and as such, it will
need to have a clear strategy in place to target the sectors it aims
to develop. Successful BDCs are constantly raising awareness of
their profile and services, and it will be key for the SLFN BDC to
ensure its BDC leadership and Board of Directors act as appropriate
ambassadors in proactively promoting the SLFN BDC within the local
region, as well as nationally and on an international scale.
An effective way to develop relationships through operating a BDC is
to identify a series of strategic alliances that SLFN can work with to
either promote and/or deliver a range of services. Feedback from other
Aboriginal bands who have forged successful, long-term partner and
strategic alliance networks has been the need for such partners (and
the band) to demonstrate a mutual understanding and celebration of
both parties values, ethics and spiritual philosophies.
!  Strategically target growth sectors
!  The BDC is an ‘Ambassador‘ for SLFN
!  Raising the profile of SLFN on a regional, national and international
level
!  Partnership need to have mutual respect
!  Ongoing networking is essential
!  Meet businesses who have worked with BDCs
!  Get the right people involved
!  Establish clear expectations
!  Transparent and regular communications
!  Involve the SLFN Community
!  Regular progress checks
!  Annual performance evaluation
Performance Monitoring
Typically in other Aboriginal bands that have established BDCs, clearly
defined roles (with accountabilities, responsibilities, performance
expectations and terms of appointment) have been put in place during
the early stages of BDC setup and this has helped to clarify the role
that the Band plays. Members of a BDC Board of Directors should also
be selected from outside the SLFN Band and have a clearly defined
role.
The SLFN Chief and Band Council must be aligned on how they want
to measure the effectiveness of the BDC and it is strongly advised that
regular and transparent communications occurs between the BDC and
SLFN Band to ensure this happens. At the initial stages of Aboriginal
bands setting up BDCs, it is understandable for their to be some
confusion as to how progress is reported, how often, by whom, as well
as being unclear of what the Band expects of the BDC and vice versa.
This is the reason why it is so critical to spend the necessary time
whilst SLFN is setting up its BDC to quickly on board a BDC Board of
Directors, a BDC Manager and HR Manager because it will then be
able to work with the BDC leadership to develop and agree a BDC
‘way of working’ charter, clear reporting lines, service delivery and
performance expectations and a process to review progress on a
monthly or quarterly basis throughout the year.
level
!  Have a clear vision and services
!  Identify the right supporters
!  Put in place the appropriate financial and operating structure
!  Agree on conflict management processes
!  Clear staff roles and accountabilities
!  Leadership commitment

As SLFN moves forward with its BDC, ALIF Partners recommends that
it develop a set of ‘partner/strategic alliance’ principles that it uses to
assess potential partners or strategic alliances by. Using the ongoing
listening campaign to approach local and regional businesses that
have utilized BDCs (this enables SLFN to understand the experiences
these businesses had) will also ensure that the SLFN BDC is better
positioned to be able to engage with businesses.
12 Month Band Development Corporation Plan
In the Activity Matrix within this section, the key activities required
to support the development of the SLFN BDC over the next 12
months have been included. The Activity Matrix for each Economic
Development Plan has been segmented by the following phases and
outlines the suggested key activities to focus on in each area as part of
that phase:
1. Preparation
2. Development
3. Operations
Each activity includes:
1. Proposed timing (quarter)
2. Required Skills
3. Estimated Cost by activity
4. Implementation Risks
5. Critical Success Factors
6. Assumptions/Additional Considerations
ALIF Partners recommends that the Activity Matrix be used to guide
SLFN as it moves forward with its internal workforce planning and
allocation of the actual resources that will be conducting these
activities. Time should also be taken to agree and finalize the financial
cost of each activity (aligned to the availability of government grant
programs) and when each activity is scheduled to occur. The plan
below provides the foundation for SLFN to understand what needs to
be done and when, and it is recommended that this plan be used as a
basis for further development of SLFN Functional and Action Plans to
support the delivery of these activities.
Estimated Cost
Contained within each Economic Development Plan will be a high
level range of costs required to conduct the work required for each
Plan. At this stage it is important to note that these are estimated costs
and ALIF Partners recommends that a more detailed breakdown (and
modification as required) of key activities (and their timing) be carried
out as well as a more thorough understanding and analysis of actual
costs. This needs to be conducted in consultation with the relevant
subject matter experts in their fields. The purpose of the estimated
cost section in the Activity Matrices for each Plan is to give SLFN a
preliminary overview of likely costs so that it can begin to understand
the anticipate level of government grant funding and/or private capital
required to move forward.
level
!  Regular progress checks
!  Annual performance evaluation
!  Have a clear vision and services
!  Identify the right supporters
!  Put in place the appropriate ﬁnancial and operating structure
!  Agree on conﬂict management processes
!  Clear staff roles and accountabilities
!  Leadership commitment

BDC
• A SLFN Community skills assessment of existing skills that
the Community may have to support the development and
operations of the Multiple Purposes Community Wellness Centre
and the Tourism Economic Development Plans is advised to be
carried out and overseen by the SLFN BDC.
• The financial analysis and financial management of all economic
development within SLFN will be a core role of the BDC.
• The BDC will develop the SLFN performance scorecard that
will be used to monitor the ongoing effectiveness of economic
development.
• Legal consultation fees have been included for the BDC setup
process, though legal costs for the required legal consultation
for the Multi Purpose Community Wellness Centre and Tourism
Economic Development Plans have not been included.
Governance
• The estimated costs required to identify and on board the
required SMEs, Board of Directors, Board of Trustees and
Board of Advisors does not include the ongoing board member
incentive program that will be needed to compensate each board
member for their time and involvement.
• External reporting on the progress being made by each
Economic Development Plan will begin in Quarter Three of the
SLFN fiscal year.
Additional Costs
• The estimated costs have not included:
• The necessary travel and subsistence costs related
to bringing in external vendors (these will need to be
accounted for separately)
• GST
Cost Assumptions
To support ALIF Partners in developing the estimated costs outlined
below (as well as within the appendix section of this report), a number
of assumptions have been made. These are outlined below and it is
also recommended that these (and other) assumptions be reviewed by
SLFN prior to moving forward with the preparation and submission of
government grants funding applications.
Existing SLFN Staff Capacity
• SLFN staff time and salary to complete activities will be required
for many of the key activities and this has not been included in
estimating the costs outlined.
• If a cost is not attached to a key activity or area within the high
level cost analysis summary, it is because ALIF Partners has
assumed that these activities will be conducted by SLFN existing
staff.
• ALIF Partners suggests a detailed analysis of SLFN staff capacity
is conducted which will allow SLFN to better understand the
volume of work that can be performed by SLFN staff and external
vendors.
Additional Staff
• A number of additional staff will be required to conduct
activities outlined in these Economic Development Plans. It is
recommended that SLFN determine a full assessment of likely
new staff roles required, as well as the costs to recruit and
remunerate and the process to hire new staff. At this stage
ALIF Partners has outlined below the key roles that may be
considered.
• HR Manager
• Change Manager

A high level of costs is outlined in the table below which has been
categorized by the estimated cost of each Economic Development
Plan by project phase. Additional detail on how the costs in the table
below have been calculated can be found in the relevant appendix
section of this report. As mentioned, a number of the required activities
outlined in each of the phases in the detailed cost breakdown are
assumed to involve SLFN existing and/or new staff.
Overview Anticipated Cost
Band Development Corporation
Phase 0: Preparation $239,500
Phase 1: Development $16,000
Phase 2: Operations $8,000
Sub Total: $263,500
Phase 1: Development* $103,500
Phase 2: Operations** $48,000
Sub Total: $451,500
Tourism
Phase 1: Development $53,500
Phase 2: Operations $53,000
Sub Total: $190,000
Total Project Cost $905,000
* This also includes the salaries for the Centre Project Manager, Construction
Manager, Centre SME over a 12-month period
** Does not include ongoing salary costs for operating the Centre
The graphic on the following page highlights the above costs and
shows when each of the estimated costs are to be incurred over the
next 12 months.

$190,000
$451,500
Quarter 1 Quarter 2 Quarter 3 Quarter 4
Research
Vision
Role
Governance
People
Service Delivery
Measurement of Effectiveness
Area Phase Total
$905,000
$263,500
Phase 0:
Preparation
Phase 1:
Development
Phase 2
Operations
Band
Development
Corporation
Tourism
Multi Purpose
Community
Wellness
Centre
Area
Total
$239,500 $16,000 $8,000
$300,000 $103,500 $48,000
$83,500 $53,500 $53,000
Phase 0:
Preparation
Phase 1:
Development
Phase 2
Operations
Phase 0:
Preparation
Phase 1:
Development
Phase 2
Operations
Phase 0:
Preparation
Phase 1:
Development
Phase 2
Operations
Phase 0:
Preparation
Phase 1:
Development
Phase 2
Operations
Research
Vision
Role
Governance
People
Service Delivery
Area Phase Total
Research
Vision
Role
Governance
People
Service Delivery
Area Phase Total
Per Quarter Phase Total
Quarter Totals
$12,500
$42,000
$50,000
$25,000
$129,500
$75,000
$25,000
$10,000
$110,000
$10,000
$10,000
$3,000
$3,000
$6,000
$4,000
$4,000
$4,000
$4,000
$35,000
$35,000
$20,000
$30,000
$50,000
$25,000
$92,500
$5,000
$122,500
$92,500
$92,500
$35,000
$10,000
$45,000
$25,000
$3,500
$12,500
$41,000
$17,500
$17,500
$10,000
$10,000
$5,000
$10,000
$4,000
$39,000
$5,000
$4,000
$9,000
$10,000
$6,000
$10,000
$5,000
$20,000
$51,000
$215,500
$10,000
$10,000
$17,500
$5,000
$22,500
$12,500
$3,500
$16,000
$12,500
$25,000
$37,500
$5,000
$5,000
$5,000
$10,000
$4,000
$19,000
$10,000
$5,000
$10,000
$4,000
$29,000
$10,000 $170,000 $51,000 $5,000 $145,000 $57,000 $32,000 $92,500 $55,000 $72,000
$225,500 $226,000 $234,000 $219,500
12 Month Estimated Costs

AREA KEY ACTIVITIES TIME FRAME
Phase 0: PREPARATION
Sub Category: Band Development Corporation
Research
1. SLFN to identify appropriate political level advocates within Alberta and NWT
2. Conduct focused research into other BDCs and their set up experiences, implementation challenges, ongoing management and
lessons learned in implementing this type of structure within their Bands
a. Identify best practice Aboriginal band governance leaders in Canada
b. Agree key criteria needed for good SLFN governance leadership
c. As part of a Canada wide governance tour, develop a plan of which Aboriginal bands to visit and when
d. Identify steps required to create a community of practice for the SLFN BDC Manager, Band Manager and EDO
e. Develop a succession planning strategy and plan for key roles within SLFN and the BDC
3. Review existing status of current BDCs and fully understand existing financial and tax situation as well as current initiatives being
focused on through these BDCs
4. Conduct an internal lessons learned review of the current SLFN BDC and its effectiveness
5. Determine level of and type of funding available for various stages of BDC development (once BDC scope of focus has been
confirmed)
6. Determine physical location of BDC and location structure
7. Determine required infrastructure (including IT requirements, office space, furniture etc)
8. Complete a technology assessment of BDC needs develop a Band and BDC IT strategy
9. Conduct an assessment of potential tools that may be used to support information sharing across units within the BDC and will help
to increase efficiencies with regard to access to common files, and foster a culture of information sharing
10. Review current Band community, land use and financial plans, ensuring the BDC has its own component within such existing plans (if
necessary)
11. Develop appropriate financial management processes and a robust financial management system to handle BDC business activities.
Align BDC financial management system with funding and planning cycles
12. Prepare an internal database of successful case studies and contacts that the BDC can approach for guidance and support
13. Design, develop and implement a SLFN (and non SLFN community) stakeholder consultation process to determine: BDC scope,
challenges, issues, timelines, community involvement)
14. Work with a third party to identify potential BDC staff base
15. Develop an internal communications strategy and plan for how to position the BDC within the community and externally
1. Q1
2. Q2
3. Q1
4. Q1
5. Q1
6. Q1
7. Q2
8. Q1
9. Q1
10. Q1
11. Q1
12. Q1
13. Q1
14. Q1
15. Q2
12 Month Activity Matrix

KEY REQUIRED SKILLS ESTIMATED COST IMPLEMENTATION RISK CRITICAL SUCCESS FACTORS
ASSUMPTIONS
& ADDITIONAL CONSIDERATIONS
Sub Category: Band Development Corporation
• Funding programs and
funding application
development
• Stakeholder Consultation
• HR, Financial, IT, Legal
competence
• Research
• Evaluation
Governance Tour:
$60k
IT Infrastructure
Assessment:
$15k
Internal Band
Activities: $7.5k
• Lack of political will within
the Band (and SLFN
community) to support the
further development of a
BDC
• SLFN Band lack of
resource capacity to
conduct required activities
• Being on the NWT and
Alberta border presents a
challenge in terms of BDC
office locations
• That SLFN is not ready to
implement a BDC
Fully understanding the government
policies, funding arrangements within NWT
and Alberta will better position the Band as it
develops its BDC
• The Band may consider
establishing a marketing
department to work alongside
the BDC
• A third party to conduct BDC
workforce research and
analysis to understand sources
for future talent and assess
what SLFN needs to do as an
employer to be competitive in
attracting that talent
• Seek advice from a third
party that has experience of
understanding funding cycles
and applying for funding
programs

AREA KEY ACTIVITIES TIME FRAME
Vision
1. Chief and Band Council to agree on vision for BDC as well as scope and financial structure
2. Develop a clearly defined process (including policies, procedures, decision making criteria) for conflict management
3. BDC Board of Directors to liaise with the SLFN marketing team to agree on the Band’s brand proposition (this will feed into direct and
indirect marketing plans and communications materials developed)
4. Plan and facilitate a SLFN Community event to provide a further opportunity for community dialogue about the BDC vision. Use the
Community event to develop and circulate a series of draft BDC vision statements for the SLFN Chief, Band Council and Board of
Directors to review
5. Select one vision statement that is used as the BDC direction for the next 12 months, then review and refine
6. Develop BDC charter (terms of reference), guiding principles and code of ethics
7. Develop a 3 year BDC Strategic Plan which will be reviewed on a bi annual basis (Develop in 2017 Fiscal year)
1. Q1
2. Q1
3. Q2
4. Q1
5. Q1
6. Q1
7. Q1
Role
1. Determine the role played by the BDC as well as the membership responsibilities of each member of the BDC
2. Agree on target partnerships, joint ventures to develop over an agreed timeline
1. Q1
2. Q2
Governance
1. Create a BDC Board of Directors within the Band’s existing governance structure that has a primary purpose of supporting BDC
activities and fostering sustained momentum on the SLFN strategic plan
2. Agree BDC reporting and governance procedures
3. The SLFN Chief and Band Council to have a facilitated workshop to discuss and agree the BDC Board of Directors election process,
including timelines, approach and voting mechanisms
4. Create, gain commitment to and monitor an accountability matrix (eg. RACI) outlining BDC roles and responsibilities in reporting and
monitoring progress of the BDC vision, initiatives and strategic plan
5. Prepare an annual calendar of BDC formal planning meetings (invite Chief, Band Council and wider Band Community to)
1. Q1
2. Q1
3. Q1
4. Q1
5. Q2

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