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 WIFNs 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 Schools A/P clerk Prepares and batches schools 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 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 WIFNs 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 Womens 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 FTEs 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 Childrens Centre 28 8 2 0 38 34 Womens 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. WIFNs 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 WIFNs 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. Councils 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 communitys 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 Nations 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 (CONTD) 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 Womens 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 FTEs 277.5 26. Operations Headcount Full Time 176 Part Time 29 Contract 24 Volunteer 21 Total 250 FTEs 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 Womens 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 FTEs 4 28. Administration & Finance Department Headcount Full Time 12 Part Time 0 Contract 3 Volunteer 0 Total 15 FTEs 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 FTEs 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 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 FTEs 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 FTEs 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 FTEs 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 FTEs 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 FTEs 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 FTEs 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 FTEs 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 FTEs 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 Elders 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 FTEs 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 FTEs 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 FTEs 3 41. Housing Chief and Council Housing Committee Director of Operations Housing Coordinator Housing Assistant 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 FTEs 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 FTEs 3 43. Bkejwanong Childrens 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 FTEs 34 44. Womens 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 Mens Counsellor Administrative Professional Headcount Full Time 10 Part Time 4 Contract 0 Volunteer 0 Total 14 FTEs 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 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 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 FTEs 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 FTEs 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 Childrens Centre 28 8 2 0 38 34 Womens 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