1. Walpole Island First Nation
Finance Organization and
Governance Review
August 28th, 2013

2. Objectives
• Assess the suitability of the finance department to support the needs of
the First Nation
• Define the current organization structure and assess if it:
– Meets the requirement for good (financial) governance
– Clearly identifies accountabilities for necessary roles
1 Walpole Island First Nation - Governance Review - Council presentation

3. © Deloitte LLP and affiliated entities.
Finance Department
2 Walpole Island First Nation - Governance Review - Council presentation

4. Financial performance points to lack of control
Existing situation Findings
The comprehensive funding agreement (CFA) feeds 26
programs and is complex. Many funds can be used only for
specific purpose, cannot be used for a specific purpose.
As government program revenue is insufficient to support
WIFN requirements, WIFN generated revenues (OSR) from
commercial ventures are required to fund shortfalls.
If WIFN generated funds (OSR) are used to subsidize
AANDC programs and slash / or not properly accounted for,
costly government clawbacks occur (well over $1M dollars
has had to be paid back to AANDC in recent years).
• Comprehensive and in depth understanding of complex government
programs is required to ensure that the WIFN is the recipient of the
maximum available revenue and avoids AANDC surplus situations.
Managing WIFN expenditures sophisticated accounting methods to
ensure funds are tracked, spent, and accounted for appropriately.
• This requires staff with sophisticated and contemporary financial
skills.
• Although they are experienced and dependable, existing financial
staff do not possess the qualifications / education to meet current
day WIFN needs. .
• Recent government clawbacks demonstrate the inadequacy of
current levels of monitoring and control.
WIFN experience with sustainable development / business
ventures has been unsuccessful and has required the
drawdown of reserves to cover shortfalls.
• Arena, hunt clubs; pharmacy; shopping mall; electrical
cars; wind power; bio fuels; internet company; Wingush
Trail housing project have either been abandoned or
contribute to ongoing losses).
• Only positive OSR currently is the farm
• Skills and disciplines necessary to manage commercial ventures
are different from those required to run community programs.
Maximizing OSR will be important for WIFN’s ability to provide
necessary social support structures to the community.
• Greater discipline in the identification, evaluation and management
of business investments is required.
• Investments intended to increase WIFN generated revenue have
been completed without appropriate analysis and preparation of a
business case. There is either no policy for investment criteria and
the use of WIFN funds or it is not being followed.
3 Walpole Island First Nation - Governance Review - Council presentation
Recommendations:
1. A carefully monitored budgetary process needs to be implemented
2. Accurate accounting and or financial analysis need to be produced on a timely basis and provided to chief and council for prudent
investment / spending decisions to be made.
3. Accounting for OSR needs to be done properly to avoid OSR clawbacks from AANDC
4. An individual with appropriate accounting and financial analysis skillsets and experience is required to lead the finance function

5. Accounting resources are spread throughout the
organization and lack unifying leadership
4 Walpole Island First Nation - Governance Review - Council presentation
Adele Altiman – Finance
Administrator
Shelley Kicknosway
Snr. Finance Clerk
Angela Williams
Snr. Finance Clerk
Jacinda Williams
Finance Clerk
Lesley Doxtator
Finance Clerk
Bonnie Jacobs
Three Fires Development
Dean Williams
(Term Position)
Robert Wrightman
(Term Position)
Most experienced – covers all tasks as required – performs the equivalent
of an audit role over other employees – WIFN generated revenue
Senior finance - journal entries – A/P batch review – housing loans –
Student EFT – ACCPAC expert – Payroll review – bank deposits
A/P – 1000 cheques issued monthly
A/R - public works - rentals
Contract – policy / program analyst - has been working on the Forensic
Audit
Part time - Assigned tasks – does bank reconciliations
Arena and Three Fires Mall – separate GL - invoicing and scheduling –
part time (3 days per week) help with accounting when available
20+ years experience
20+ years experience
Was on Finance
Committee
Pursuing CGA
Vera Kewayosh
School’s A/P clerk
Prepares and batches school’s A/P and invoices (1/2 time)
28 Supervisors with budget accountability – 150 separate departments
Monthly $1M in payables and $700K payroll
Lee Kicknosway, Jane
Nahdee, Alexis Buckshot
Ontario works
Eligibility determined, data input and cheques issued by Ontario works
Doy Loulas
HR / Payroll clerk
Payroll preparation (including benefits) prepared in HR – verification and
cheque issuing completed in finance.
Eileen Myers
Tahgahoning Enterprises
(Farm and Ferry)
Farm and Ferry have separate accounting and a working Board
Accounting functions are
dispersed throughout the
organization
Only ½ of accounting
staff report to the Finance
Administrator. In itself
this would not be an
issue if a sufficient and
enforced policy structure /
framework was in place.
The Finance
Administrator does not
have sufficient
organizational standing /
authority to enforce what
standards and policies
WIFN does have in place.

6. Accounting resources are spread throughout the
organization and lack unifying leadership
5 Walpole Island First Nation - Governance Review - Council presentation
Existing Situation Findings
Accounting was first decentralized in 1990 with an objective to
increase accountability of functional / venture directors for
financial performance.
Of all staff completing finance functions at WIFN only half report
to the Finance Administrator and there is no policy framework or
procedural method linking / directing their activity for budget and
control of finances
The responsibility for the Accounting of Education was recently
returned to the central accounting group
• In retrospect while well intentioned this decentralization of the
finance function does not appear to have been made with
sufficient attention to the availability of suitably qualified
financial resources.
• Finance staff are experienced but lack qualifications, are under
resourced, and lack qualified leadership. Talent / resource
capability is the limiting feature in designing an effective finance
function for the future
• Senior staff are completing work better suited to junior
resources
• Unless staffing is appropriately addressed, resignations or
absences for poor health will severely impact the groups ability
to deliver even this current level of financial service.
• Due to the decentralized nature of the finance function WIFN
loses the opportunity to train a grow staff.
• Having been accomplished without the addition of staff the
assumption of accounting responsibilities for education
substantially added to the core group workload.
Recommendations
1. There needs to be finance leader with the authority to manage and all finance staff and create / enforce financial policy
2. The capacity and workload allocation of the accounting group needs careful review. A Resource plan for accounting should be an
early responsibility of a finance leader.

7. The Accounting task is complex and requires
experienced and capable resources
Existing Situation Findings
The account structure is complicated and impacts the ability of
the current staff to consolidate financial statements and produce
timely financial reporting.
• 28 Supervisors with budget accountability; 150 separate
departments and over 8000 accounts; monthly expenditures
of $1M in payables and $700K payroll)
In recent years audits have not been completed until September
and over 900 journal entries are required at year end.
Capabilities of ACCPAC system are not fully utilized and have
impacted the ability of the accounting department to close off the
year. In the interim management are “operating in the dark” and
are unable be able to report variance to plan or create reliable
forecasts.
• Accounting systems are not being effectively used to support
budgeting / planning and tracking / monitoring performance
against plan.
• The Director Of Operations and functional leadership roles are
reduced to fire fighting and auditors have become WIFN’s
accountants.
• Establishing a disciplined financial planning and reporting
process is the first step in reestablishing operational control and
appropriate governance / role definition. Finding a suitable CFO
with contemporary skills is a precursor to establishing the
financial system.
• Budgets should be presented to a finance committee of the
council who should make recommendation to the WIFN Council
6 Walpole Island First Nation - Governance Review - Council presentation
Recommendations
• Establishing and enforcing WIFN finance policy across all WIFN functions is a priority of the leadership- position. .
• A plan for financial management needs to be placed. It should include:
o The repatriation of any remaining accounts services back to central
o A simplified chart of accounts and account structure
o Determination of appropriate staffing and development plans for those existing in the function and remaining.
o Recruiting appropriate leadership
o Creation of a business analysis role for WIFN generated revenue.

8. The case for the creation of a CFO role is clear
Factor
Poor financial performance
The need for timely financial
information for chief and council to
make timely financial decisions.
Complexity of government funded
programs
Requirement for business case and
analytical support for commercial
ventures
Extent and complexity of accounting
requirements across multiple
departments and functions
Lack of monitoring and control of
activities against plan
The need for contemporary skills and
competency development of current
resources
7 Walpole Island First Nation - Governance Review - Council presentation
Accountable for the administrative, financial, and risk
management operations of the organization, to
include:
• the development of a financial and operational
strategy,
• the ongoing development and monitoring of
control systems to preserve WIFN assets and
report accurate financial results.
Qualifications:
A recognized accounting designation , preferably CA
or CGA and appropriate experience and 10+ years of
progressively responsible experience for a major
organization or division of a large organization.
Understanding of the unique First Nations
environment an asset.
The Chief Financial Officer

9. © Deloitte LLP and affiliated entities.
Organization assessment
8 Walpole Island First Nation - Governance Review - Council presentation

10. Walpole Island First Nation Management Structure
Chief and
Council
Tahgahoning
Enterprises
Inc.
Farm
Ferry
Three Fires
Development
Corporation
Three Fires
Institute Inc.
Corporate
Divisions
(Future
Initiatives)
Thunderbird
Plaza (Mall)
Director
Operations
Human
Resources
Dept.
Social
Services Dept.
Administration
& Finance
Dept.
Economic
Development
Dept.
Public Works
Dept.
Fire Dept.
Heritage
Centre
Police Dept.
Community
Service Dept.
Health
Services Dept.
Employment &
Training
Ontario Works
Library Housing
Home &
Community
Care
Bkejwanong
Youth Facility
Bkejwanong
Children
Centre
Women’s
Shelter & HFC
Education
Administration
Walpole Island
Elementary
School
Secondary
Counseling
Post
Secondary
Counseling
Arena
Committees:
Public Works; Social
Services
Health Services; Education
Headcount
Full Time 234
Part Time 35
Contract 26
Volunteer 21
Total 316
FTE’s 277.5
Detailed organization charts for all
departments are appended

11. WIFN Headcount and FTE analysis
Department Full time Part time Contract Volunteer Total FTE
Director 1 0 0 0 1 1.0
Human Resources Dept. 4 0 0 0 4 4.0
Administration & Finance Dept. 12 0 3 0 15 15.0
Heritage Centre 1 0 7 0 8 8.0
Public Works Dept. 12 1 5 0 18 17.5
Health Services Dept. 15 1 2 0 18 17.5
Community Services Dept. 4 0 0 0 4 4.0
Social Services Dept. 30 3 0 0 33 31.5
Economic Development Dept. 2 0 1 0 3 3.0
Fire Dept. 1 1 0 19 21 1.5
Police Dept. 9 0 0 0 9 9.0
Employment and Training 6 0 1 0 7 7.0
Home & Community Care Program 16 8 1 0 25 21
Ontario Works 17 0 0 0 17 17
Library 2 2 0 2 6 3
Housing 4 1 1 0 6 5.5
Bkejwanong Youth Facility 2 0 1 N/A 3 3.0
Bkejwanong Children’s Centre 28 8 2 0 38 34
Women’s Shelter & HFC 10 4 0 0 14 12
Total Operations 176 29 24 21 250 214.5
Education Dept. 52 2 0 0 54 53.0
Thunderbird Plaza (Mall) 2 1 1 0 4 3.5
Three Fires Institute 0 0 0 0 0 0
Arena 4 3 1 0 0 0
Corporate Divisions 0 0 0 0 0 0
Total 3 Fires Development Corp. 6 4 2 0 12 10
Farm 0 0 0 0 0 0
Ferry 0 0 0 0 0 0
Total Tahgahoning Enterprises Inc. 0 0 0 0 0 0
Total all Walpole Island First Nations 234 35 26 21 316 277.5

12. Observations - Organization
Existing situation Finding
Program funding has influenced organization choices and
created a patchwork organization structure
• Encourages “siloed” thinking and limits team work and
effectiveness. Reorganization must encourage greater cross
functional integration as an objective.
• Designing the structure focusing first on community need would
create more integrated organizational roles
Overall WIFN has difficulty recruiting qualified staff for key
positions
Talent shortage limits the opportunity to distribute
accounting and other functions to individual functions /
business units
• Talent issues (aging workforce, generational differences; lack of
contemporary technology skills) experienced elsewhere are
compounded here by a general shortage of skilled resources.
WIFN’s’ desire to employ First Nation skills further limits the
available resource pool. Current staff are under resourced to
complete the expanded task.
• Recruitment criteria needs to stress required skills, capabilities,
experience and qualifications first then extend the search
geographically to find the appropriate skills for critical roles –
finance; commercial ventures and operations.
• In the absence of available talent significant investments need to be
made in the development of available resources who otherwise
exhibit the appropriate attitudinal and behavioral skill
11 Walpole Island First Nation - Governance Review - Council presentation
Recommendation
• Organization and governance needs to be revisited and designed with an understanding of resource availability and efficiency /
cost – greater centralization likely

13. Observations - Organization
Existing situation Finding
Maintenance and administrative support functions are
dispersed throughout the organization
Certain buildings and facilities are approaching end of life –
a capital replacement plan is required.
Despite a recent vendor change, WIFN does not have a
coordinated IT policy nor an inventory of IT equipment /
software
• Several additional functions could benefit from specialized
resources / economies of scale and should be evaluated as
candidates for centralized management – building maintenance and
janitorial services and IT
• IT capability is a critical enabling service to provide management
insight and financial control. Recent vendor changes (from
MicroAge to Lead Wave) should be leveraged to provide a longer
term IT / investment plan.
The Director Of Operations has 18 direct reports and is
consulted by other parts of the organization outside of his
direct accountability
• As structured today the DOO job is too large – span is too wide from
nation building (Heritage), community service (municipal functions),
education and commercial ventures.
• Separation and reconsolidation of like functions should be
considered in reorganization. Separation of operating and financial
control is the important first step
The Finance Administrator reports to the Director of
Operations
• The location of the finance function within the accountability of the
DOO limits its independence and ability to operate for the benefit of
the total band.
• The Finance / Accounting function should be a direct report to the
chief, with a mandate to impose financial control and policy over all
parts of WIFN’s organization
12 Walpole Island First Nation - Governance Review - Council presentation
Recommendation
• Maintenance and IT functions should be consolidated for efficiency within the Public Works and Finance functions respectively
• The Director of Operations role should be reorganized to recognize key program deliveries and reduce span of control .
• The Finance role should report directly to the Chief

14. Observations - Organization
Existing situation Finding
WIFN generated revenue (OSR) is an important factor in
creating long term financial sustainability.
• Entrepreneurial ventures require a different range of management
skills than those required for the management of community service
• These groups should be created / separated from the those for
program support and appropriate leadership found.
• Policies should be established to effect appropriate governance of
activities to generate commercial revenue.
The Council is operating as management rather than an
executive (Board of Directors). Council is not an effective
management vehicle because primarily and necessarily it is
politically motivated.
The community is small and closely knit. Decisions made at
council often have implications for individuals or families
that have direct access to council members. The highly
political environment coupled with very short council terms
makes objective decision making very difficult.
• Council’s assumption of the operating role means that it is not
active in areas that require attention – heritage, treaty rights,
settlement claims and raising money.
• A mechanism to separate (insulate council from) political
considerations and executive decision making while maintaining a
focus for the community’s voice needs to be found
• Once in place executive and management roles need to be
appropriately defined; and governance mechanisms – delegated
authorizes put in place.
• Training needs to be provided for council members and for
management to perform their appropriately defined roles.
The comprehensive funding agreement (CFA) requires the
appointment of an ombudsperson to which the community
can take their complaints..
• This position does not exist at WIFN and as a result all complaints
are taken to council – impacting the ability of council to act with
independence. WIFN should consider establishing an ombudsman
function – but taking advantage of native culture (elders council)
13 Walpole Island First Nation - Governance Review - Council presentation
Recommendation
• Commercial Businesses should be combined and a centralized management structure established with a board of directors. This
organization should report through its board to council
• Council should release management activities to management once in place and begin its role as an executive / policy body.
• Ombudsman role needs to be filled and can be fulfilled through elders council

15. Observations - Governance
Existing situation Finding
Council is elected to two year terms • 2 year terms for chief and elected councils as well as the
governance system imposed by the Indian Act limit the continuity
and effectiveness of leadership / management and makes decision
making unusually political. - 2 year terms heighten council's
sensitivity to political concerns
• WIFN should consider (as other bands have accomplished)
lengthening term to 4 years (as adopted by other bands) and to
providing new member briefing / documentation.
There is no formal process for onboarding new members of
council or providing policy guidance – no policy or
governance manual. New members are not provided any
training / documentation to understand their role and to
assist them to become effective quickly.
• When the governance system has been established – on boarding
and conflict of interest policies are required for new council
members
The Council consists of 12 councilors and the chief • Council size was created to provide the adequate representation of
three founding tribes - but is too large for effective management
• Longer term consideration should be given to reducing council size.
14 Walpole Island First Nation - Governance Review - Council presentation
Recommendation
• Over the longer term, and with responsible, effective management in place, Review of council membership, size, role, policies and on-
boarding should be completed with an eye on improving council effectiveness.

16. © Deloitte LLP and affiliated entities.
Organization proposal
15 Walpole Island First Nation - Governance Review - Council presentation

17. The case for reorganization
Factor
1. Historic structure lacks current
relevance and cultural
attachments
2. Talent issues limit
organizational choice
3. Functions that benefit from
central coordination – and
economies of scale
4. Structure of the DOO role (too
large a span of control)
5. Management challenges of
commercial ventures
6. Location of Finance /
accounting function to ensure
independence.
7. Role of council in management
and need of operational
independence
8. CFA requirement for
ombudsman
16 Walpole Island First Nation - Governance Review - Council presentation
Chief
Chief Financial
Officer
Finance
Administrator
Audit / Policy
Director IT
Director Human
Resources
Director of
Operations
Community Well
Being
Health Service
Dept.
Social Service
Dept.
Education
Administration
Membership
Housing
Community
Infrastructure
Public Works
Police
Fire
Resource and
environmental
Nation Building
Land Claims
Research
Communications
Director
Commercial
Ventures
Economic
Development
Arena
Tahgahoning
Farm
Ferry
Three Fires mall
Executive
Assistant
Comprehensive realignment of organizational
structure and redefinition of governance
management rights along with a reassessment
of required skills and competencies.

18. 17 Walpole Island First Nation - Governance Review - Council presentation
Simple
Combining Similar
Functions
Specialization
Span of Control
 The organization should be kept as simple as possible, minimizing hand-offs
 Similar functions should be combined under the same leadership, whenever it is
realistic to do so
 The activities for which a single individual is responsible should be similar
 Span of control should be as broad as possible without sacrificing efficiency
Governance  There must be clear ownership and accountability for functions
With the knowledge gained through the current state assessment, our team has developed the following six additional design criteria:
Cost efficient
Recognizes different
mandates
Clarifies decision rights
and governance
Addresses finance
function concerns
 The design will at the very least, be cost neutral for WIFN
 Recognizes the different activities and management challenges of community
support and revenue generation / venture management
 Streamlines and clarifies mandates, roles, responsibilities and accountabilities
with decision rights aligned accordingly, providing clear ownership of processes
 Elevates the finance function and ensures its independence. Defines the role
and staffs with appropriate resources
Recognizes culture  Is sensitive to and leverages the cultural strengths and traditions of First Nations
Organization design criteria
The classics

19. Walpole Island First Nation – Operations
organization - Traditional view
Chief
Chief Financial
Officer
Finance
Administrator
Audit / Policy
Director IT
Director Human
Resources
Director of
Operations
Community Well
Being
Health Service
Dept.
Social Service
Dept.
Education
Administration
Membership
Housing
Community
Infrastructure
Public Works
Police
Fire
Resource and
environmental
Nation Building
Land Claims
Research
Communications
Director
Commercial
Ventures
Economic
Development
Arena
Tahgahoning
Farm
Ferry
Three Fires mall
Executive
Assistant
18 Walpole Island First Nation - Governance Review - Council presentation

20. Walpole Island First
Nation – Organization
conceptual view
19 Walpole Island First Nation - Governance Review - Council presentation

21. © Deloitte LLP and affiliated entities.
Sample CFO position outline
20 Walpole Island First Nation - Governance Review - Council presentation

22. WIFN CFO Job Description
JOB SUMMARY
The Chief Financial Officer is responsible for all the financial functions of the First Nation and all its subsidiaries to ensure
that accounting systems accurately reflect the status of finances. Subsidiaries include, but are not limited to a Grocery
Store, Gas Bar and Restaurant
KEY REQUIREMENTS
• Develop tools and systems to provide critical financial and operational information and make actionable
recommendations on both strategy and operations
– Oversee long-term budgetary planning and costs management in alignment with the First Nation’s strategic plan
– Participate in key decisions pertaining to strategic initiatives, operating model and operational execution
– Prepare and maintain regular financial planning reports
– Complete analysis of financial results
– Develop and execute analysis of any proposed business initiatives or investments
– Oversee cash, investment, and asset management
– Coordinate the development and regular monthly monitoring of budgets
• Report out on budget to actuals and reasons for variances to chief and council on a regular basis
• Hold program managers accountable for budgets
– Participate in corporate policy development as a member of the senior management team
– Oversee the accounting department to ensure proper maintenance of all accounting systems and function
21 Walpole Island First Nation - Governance Review - Council presentation

23. WIFN CFO Job Description
KEY REQUIREMENTS (CONT’D)
• Supervise all accounting and finance staff and provide training as needed
– Ensure the maintenance of appropriate internal controls and financial procedures
– Ensure timeliness, accuracy, usefulness of financial and management reporting
– Oversee preparation of financial statements
– Enhance and implement financial and accounting systems, processes, tools and control systems
– Oversee cash management
– Prepare various analyses and reports required
– Ensure that all cash and cheques received is deposited at the bank in a timely manner
– Ensure that all revenue are recorded accurately on the financial system
– Ensure that all bank reconciliations are prepared on a timely basis and that journal entries required are prepared and
posted
• Attendance of First Nation Chief and Council meetings and other meetings as required
EDUCATION SKILLS AND QUALIFICATIONS
– Grade 12
– CA, CGA, CMA designation or Bachelors Degree in Commerce
– An MBA is a definite advantage
– 10 Years experience in local government/First Nations environment of which the last 5 years must have been in a
management capacity
– Advanced Excel and MSWord
– Supervisory/Managerial skills
– Ability to work extended hours
– Experience in working in a diverse cultural environment
– Considerable knowledge of the budgeting and fiscal practices appropriate to local government type organizations
– Ability to maintain a non-partisan position
– Experience working with information technology staff to manage finance and accounting software packages
22 Walpole Island First Nation - Governance Review - Council presentation

24. © Deloitte LLP and affiliated entities.
Organization charts
23 Walpole Island First Nation - Governance Review - Council presentation

25. Walpole Island First Nation Management Structure
Chief and
Council
Tahgahoning
Enterprises
Inc.
Farm
Ferry
Three Fires
Development
Corporation
Three Fires
Institute Inc.
Corporate
Divisions
(Future
Initiatives)
Thunderbird
Plaza (Mall)
Director
Operations
Human
Resources
Dept.
Social
Services Dept.
Administration
& Finance
Dept.
Economic
Development
Dept.
Public Works
Dept.
Fire Dept.
Heritage
Centre
Police Dept.
Community
Service Dept.
Health
Services Dept.
Employment &
Training
Ontario Works
Library Housing
Home &
Community
Care
Bkejwanong
Youth Facility
Bkejwanong
Children
Centre
Women’s
Shelter & HFC
Education
Administration
Walpole Island
Elementary
School
Secondary
Counseling
Post
Secondary
Counseling
Arena
Committees:
Public Works; Social
Services
Health Services; Education
Headcount
Full Time 234
Part Time 35
Contract 26
Volunteer 21
Total 316
FTE’s 277.5

26. Operations Headcount
Full Time 176
Part Time 29
Contract 24
Volunteer 21
Total 250
FTE’s 214.5
Chief and
Council
Director of
Operations
Human
Resources
Administration
& Finance
Heritage
Centre
Public Works
Health
Services
Community
Services
Social
Services
Economic
Development
Fire Dept. Police
Employment &
Training
Ontario Works
Library Housing
Home &
Community
Care
Bkejwanong
Youth Facility
Bkejwanong
Children
Centre
Women’s
Shelter & HFC

27. Human Resources Department
Chief and Council
Personnel Committee
Director of
Operations
Human Resources
Director
Human Resources
Assistants (2)
Payroll Clerk
Headcount
Full Time 4
Part Time 0
Contract 0
Volunteer 0
Total 4
FTE’s 4

28. Administration & Finance Department
Headcount
Full Time 12
Part Time 0
Contract 3
Volunteer 0
Total 15
FTE’s 15
Chief and Council
Director of
Operations
Central Office
Manager
Administration
Receptionist
File Clerks
(2)
Janitors
(1 FT,
1 Contract)
Finance
Administrator
Senior Finance
Clerks (2)
Casual & Contract
Workers
(2 Contract)
Finance Clerks
(3)
Administrative
Assistant
Personnel
Committee
Finance
Committee

29. Heritage Centre
Director
Operations
Director Heritage
Centre
Administration
External Projects
(3)
Natural Heritage
(2)
Environment
(1)
Claims
Communications
Summer Students
Contract EA
Headcount
Full Time 1
Part Time 0
Contract 7
Volunteer 0
Total 8
FTE’s 8

30. Public Works Department
Chief and Council
Public Works
Committee
Director of
Operations
Public Works
Manager
Swing Bridge
Supervisor
Swing Bride
Operators (2)
Water Treatment
Plant Operators (2)
Public Works
Administrator
½ Time Shared
Receptionist with
Housing
Contract Janitor (1)
Public Works
Foreman
Regular Full-Time
Labourers + EQT.
Operators (3)
Part-time Contract
Program Staff (4)
Sanitation Engineer
– Garbage +
Aeration Plants (1)
Headcount
Full Time 12
Part Time 1
Contract 5
Volunteer 0
Total 18
FTE’s 17.5

31. Health Services Department
Chief and Council
Health Committee
Nurse Manager
(1)
Community
Health Nurse (3)
Community
Health
Representatives
(4)
FASD + Child
Nutrition Worker
(1)
Health Children
Support Worker
Community
Mental Health
Worker (1)
Mental Health
Contracts (2)
Maintenance
Worker (1)
Part-Time
Maintenance
Worker (0.5)
Medical –
Community
Health Care
Worker (1)
Community
Health Clerks (2)
Director of
Operations
Headcount
Full Time 15
Part Time 1
Contract 2
Volunteer 0
Total 18
FTE’s 17.5

32. Community Service Department
Chief and Council
Health Committee
Director of
Operations
NNADAP
Coordinator
Community Worker
(Addictions
Counselor)
Community Worker
(Prevention /
Education)
Secretary /
Bookkeeper
Headcount
Full Time 4
Part Time 0
Contract 0
Volunteer 0
Total 4
FTE’s 4

33. Social Services Department
Chief and
Council
Social Services
Committee
Director of
Operations
Social Services
Director
Child & Youth
Team Leader
Prevention Worker (2)
Family Support Worker (3)
Youth Probation
Youth Facilitator
Assist. Youth Facilitator (Part-
Time)
Supervised Access Facilitator
Supervised Access Facilitator
(Part-Time)
Food Bank Worker (Part-Time)
Program
Assistant
First Nations
Correctional
Worker
Band
Representative
Aboriginal
Criminal
Courtworker
Janitorial/
Maintenance
Worker
Central Intake
Worker
Community
Development
Worker
Bkejwanong Biiwezziimag
Kinomaagziwaad Team Leader
Home Visitors (4)
Early Years Educator
Family Support Workers Playroom
(2)
Early Childhood Development Facilitator
Bus Driver Playroom Assistant
Administrative Assistant
Receptionist
Administrative
Secretary
Headcount
Full Time 30
Part Time 3
Contract 0
Volunteer 0
Total 33
FTE’s 31.5

34. Economic Development Department
Chief and Council
Director of
Operations
Director
Economic
Development
Assistant Director
Economic
Development
Janitorial /
Maintenance Worker
(Contract)
Headcount
Full Time 2
Part Time 0
Contract 1
Volunteer 0
Total 3
FTE’s 2

35. Police Department
Chief and Council
Director of Operations
Sergeant
Constables (6) Detective Constables (2)
Civil Authority
Headcount
Full Time 9
Part Time 0
Contract 0
Volunteer 0
Total 9
FTE’s 9

36. Fire Department
Chief and Council
P.W. Committee
Director of Operations
Fire Chief
Captain
Volunteer
Lieutenant (Training)
Volunteer
16 Volunteer Fire Fighters
Captain
Volunteer
P.T. Secretary
Dispatch (Central
Ambulance
Communication Centre
for Chatham Kent)
Headcount
Full Time 1
Part Time 1
Contract 0
Volunteer 19
Total 21
FTE’s 1.5

37. Employment and Training
Director of
Operations
Employment and
Training
Program Manager
Program Assistant
Employment
Assistant
Finance
Administrator
Employment
Counselor
Program Worker
(Contract)
Receptionist /
Office Clerk
Headcount
Full Time 6
Part Time 0
Contract 1
Volunteer 0
Total 7
FTE’s 7

38. Home & Community Care Program
Chief and Council
Health Committee
Director of Operations
Home & Community
Care Program
Coordinator
Home Support
Coordinator
Home Support
Workers
(7 FT, 2 PT, 4 Casual)
Nurse Case Manager Nurse Navigator Service Facilitator
Elder’s Program
(1 FT, 1 Contract)
CSS Service Worker
Van Drivers
(2 FT, 2 Casual)
HCCP Clerk
Headcount
Full Time 16
Part Time 8
Contract 1
Volunteer 0
Total 25
FTE’s 21

39. Ontario Works
Chief and
Council
Social Service
Committee
Director of
Operations
Ontario Works
Manager
Reception Financial Clerk Intake Worker
Data
Management
Workers (2)
Employment
Supports
Coordinator
Employment
Supports
Workers (3)
Employment
Support Asst.
Case
Management
Administrator
Case
Management
Workers (5)
Ministry of
Community &
Social Services
Headcount
Full Time 17
Part Time 0
Contract 0
Volunteer 0
Total 17
FTE’s 17

40. Library
Chief and Council
Library Committee
Director of
Operations
WIFN Public Librarian
Library Assistant Casual Workers (2) Volunteers (2)
Headcount
Full Time 2
Part Time 2
Contract 0
Volunteer 2
Total 6
FTE’s 3

41. Housing
Chief and Council
Housing Committee
Director of Operations
Housing Coordinator
Housing Assistant ½ time Receptionist
Algonkin
1 FT Security / Mtn
Algonkin Mgr – Service
Contract – 1 Live-in
Headcount
Full Time 4
Part Time 1
Contract 1
Volunteer 0
Total 6
FTE’s 5.5

42. Bkejwanong Youth Facility
Chief and Council
BYF Committee
Director of
Operations
Youth Program
Coordinator
Youth Program Team
Leader
Contract Workers (1) Volunteers
Headcount
Full Time 2
Part Time 0
Contract 1
Volunteer N/A
Total 3
FTE’s 3

43. Bkejwanong Children’s Centre
Chief and
Council
Social Services
Committee
Director of
Operations
BCC Supervisor
Registered Early
Childhood
Educators
(R.E.C.E)
(13 FT, 2 Contract,
8 Casual)
Assistant
Supervisor
Maintenance
Worker
Janitorial
Worker
Housekeeper Cook
Assistant Cook Bus Driver
Cultural Support
Worker
Interim
Resource
Teacher
Senior R.E.C.E
Early Childhood
Assts (3)
Administrative
Professional
Headcount
Full Time 28
Part Time 8
Contract 2
Volunteer 0
Total 38
FTE’s 34

44. Women’s Shelter & HFC
Chief and
Council
Social
Services
Committee
Director of
Operations
Shelter
Coordinator
Shelter
Crisis
Counsellors
(4 FT,
2 PT –
weekends,
1 Half Time)
Transitional
Support Worker
(Half Time)
Child
Advocate
Custodial
Worker
HFC
Men’s
Counsellor
Administrative
Professional
Headcount
Full Time 10
Part Time 4
Contract 0
Volunteer 0
Total 14
FTE’s 12

45. Department of Education
Chief and Council
Board of
Education
Education
Administrative
Coordinator
Education
Administrative
Coordinator
Education Liaison
Coordinator
Finance Clerk
Office Assistant /
Accounts Payable
– ½ time position
Board Secretary
Receptionist
WIES
Principal
Vice Principal
Teachers (15)
Education
Assistants (5)
Guidance
Counselors (6)
Plant and Facility
Coordinator
Custodians (7)
Kitchen Help (2)
School Secretary
to Principal
Post Secondary
Coordinator
Post Secondary
Assistant – ½ time
position
Secondary
Coordinator
Attendance /
Education Worker
Support Worker &
Career Advisor
Cultural Support
Workers (5)
Adult Education
Coordinator
Headcount
Full Time 52
Part Time 2
Contract 0
Volunteer 0
Total 54
FTE’s 53

46. Commercial Ventures
Chief and
Council
Three Fires Development
Corporation
Corporate Board of Directors
Three Fires
Institute Inc.
Corporate
Divisions
(Future
Initiatives)
Tahgahoning Enterprises
Inc.
Tahgahoning Board of Directors
Farm
Ferry
Thunderbird
Plaza (Mall)
Maintenance
Workers (2)
Part-time
Maintenance
Worker
Clerical /
Bookkeeper
(Contract)
Arena
Arena Manager
Maintenance
Supervisor
Maintenance
Workers
(1 FT,
1 Seasonal,
2 Casual)
Canteen
Supervisor
Contract
Worker
Casual Workers
Bookkeeper
(this position
covered in
Finance Dept.)
Arena
Committee
Headcount
Full Time 6
Part Time 4
Contract 2
Volunteer 0
Total 12
FTE’s 10

47. WIFN Headcount and FTE analysis
Department Full time Part time Contract Volunteer Total FTE
Director 1 0 0 0 1 1.0
Human Resources Dept. 4 0 0 0 4 4.0
Administration & Finance Dept. 12 0 3 0 15 15.0
Heritage Centre 1 0 7 0 8 8.0
Public Works Dept. 12 1 5 0 18 17.5
Health Services Dept. 15 1 2 0 18 17.5
Community Services Dept. 4 0 0 0 4 4.0
Social Services Dept. 30 3 0 0 33 31.5
Economic Development Dept. 2 0 1 0 3 3.0
Fire Dept. 1 1 0 19 21 1.5
Police Dept. 9 0 0 0 9 9.0
Employment and Training 6 0 1 0 7 7.0
Home & Community Care Program 16 8 1 0 25 21
Ontario Works 17 0 0 0 17 17
Library 2 2 0 2 6 3
Housing 4 1 1 0 6 5.5
Bkejwanong Youth Facility 2 0 1 N/A 3 3.0
Bkejwanong Children’s Centre 28 8 2 0 38 34
Women’s Shelter & HFC 10 4 0 0 14 12
Total Operations 176 29 24 21 250 214.5
Education Dept. 52 2 0 0 54 53.0
Thunderbird Plaza (Mall) 2 1 1 0 4 3.5
Three Fires Institute 0 0 0 0 0 0
Arena 4 3 1 0 0 0
Corporate Divisions 0 0 0 0 0 0
Total 3 Fires Development Corp. 6 4 2 0 12 10
Farm 0 0 0 0 0 0
Ferry 0 0 0 0 0 0
Total Tahgahoning Enterprises Inc. 0 0 0 0 0 0
Total all Walpole Island First Nations 234 35 26 21 316 277.5