Cowessess First Nation Engagement Assembly 2021 Administration & Communications
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1
Cowessess First Nation
Annual General
Engagement
Assembly 2021
Sessions:
Administration &
Communications
2
Director of Finance - Kathy Buckles
Finances and Global Budget
Spread sheet*
Short term and long term goals:
Work day by day, building a routine of – meeting small goals –
keeping up with payments, reconciliation of banks, running
invoices, recording payments –
Seeking a new staff member – to take over my position in the
next 5-6 years.
3
Director of Finance - Kathy Buckles
Finances and Global Budget
Challenges:
• Training and education of staff
• How to deal – looking for that new staff member, staff are scheduled to
take workshops to build their professional capacity
4
Director of Finance - Kathy Buckles
Finances and Global Budget
What we can expect in the next 6 months to 2 years :
Working towards less paper cheques and more direct deposit for payments.
Working towards being able to send EFT advices to business or people who
receive payments from Cowessess by email.
5
Executive Director - Angie Yellow Bird
Intro Facts:
In the Administration Department, we currently employ 15 employees with 80% being
Cowessess members and 86% being Cowessess community members. Cowessess First
Nation Administration Organization currently has 12 departments and 2 Cowessess
owned entities. We currently employ approximately 180 employees at any given time.
6
Executive Director - Angie Yellow Bird
Fiscal Budget:
The overall Administration Organization Budget Revenue: $16,052,985.80
The overall Administration Organization Budget Expenditures: $16,427,549.27
TOTAL SURPLUS/(DEFICIT): ($ 374,563.47)
All First Nations in Saskatchewan receive First Nation Trust Funding which comes from the Casino
Revenue Share Agreements between Saskatchewan and the First Nations of Saskatchewan.
Unfortunately, due to COVID, both the Provincial and First Nation Casinos have been closed and
there is no revenue to be had. This has drastically reduced the funding allocation that comes to
Cowessess First Nation and the result is the deficit that we are currently facing. We are currently
seeking funding through proposals for funding and grants to help offset this deficit.
7
Executive Director - Angie Yellow Bird
Current Funding Sources:
Indigenous Services Canada
Saskatchewan Indian Institute of Technologies
Federation of Sovereign Indigenous Nations
Justice Canada
Saskatchewan Justice
Canada Mortgage Housing Corporation
First Nations Trust
Revenue Trust
Own Source Revenue
Proposals/Grants
8
Executive Director - Angie Yellow Bird
Short Term Goals:
Ø Ensure that the necessary organizational structure is in place that
promotes a high level of pride and appreciation for the organization.
This includes having the necessary policies and procedures in place
that provides guidance and protection to the employees and the
employer.
Ø Identify and addressing the immediate needs of the community in a
manner that is most economical and efficient and in the best interest
of those who are effected by those needs not being met.
9
Executive Director - Angie Yellow Bird
Long Term Goals:
Ø More office space is needed either by adding to existing building or finding out
what the options are in trying to have a new Administration Centre built for
Cowessess that could potentially hold all departments of the organization.
Ø As an organization, work towards providing services to our community members
that are not easily accessible by building our own such as a family treatment
centre, long term care centre, safe shelter for both men and women, etc.
Ø As an independent nation, the sky is the limit if we put our hearts and minds into
it, together.
Ø Continuing to enhance all communications channels and in particularly develop
our radio station to be an independent source of revenue generation.
10
Executive Director - Angie Yellow Bird
Challenges:
Ø Currently dealing with office space and storage shortages. Will be looking into options of increasing the
Administration Office space.
Ø We are understaffed which is a result of no one applying to job opportunities for the organization.
Saskatchewan’s minimum wage is at $11.45/hr. We pay $15/hour as our minimum wage in any base position
within in the organization which is approximately 24% more than Saskatchewan’s rate with no income tax
deduction for status members. We need more community members and members at large who wish to
become fully employed to apply to the postings that are shared with the public.
Conclusion:
In the next few years, it is my goal to ensure that there are proper communication mechanisms put into place for
transparency and accountability purposes both within the organization and with the community. This would ensure
that Cowessess operates in a unified manner by having the community involved in the important decision-making
process, when required, that would have an impact on the future of the organization and the community. It is our
goal to be more informative and to ensure that the necessary policies and procedures are in place to promote
fairness and unbiased decisions being made.11
Community Preparation Centre – Barry Sparvier12
Community Preparation Centre – Barry Sparvier
Objective -We assist the community with short term
help , through our Community Helpers
- Cowessess Community Preparation Centres Program.
objective is to decrease dependency, create a
strong community presence while delivering -This program assists our community
client based programs and services. (elders, businesses, and departments)
with individuals, that are able to help.
What we offer They receive gifts as compensation for
- Adult Basic Education classes – income support there help.
- Assistance with taking training programs –
income support, payment for tuition & If community members or entities are
materials needing short term help, give Luana
- Job Placement Assistance – assist with tools & Redwood a call at the office and she will
equipment and clothing needed for provide the help you need.
employment
- Work Experience Program – assist the Nation’s Please call the office if you would like to
businesses and Departments with clients wages be a helper13
Community Preparation Centre – Barry Sparvier
- Work Experience Programs
Labour Force Development – March 2020 - Present
- Tazzy’s Tire Barn – 1 participant
- ABE 12 – 7 participants - November 16, 2020 to May 14, 2021
- Started September/2020 – completing May
28/21 - CFN Housing Department – 5 participants
- 5 completed and received their Grade 12 - Started November 10, 2020
Diplomas - Assisting building homes on
- 2 incomplete the program Cowessess
- Security Training Online – 13 participants - Office Administration – 7 participants
- Started June 16/20 - Started March 2/20, completed
- 2 completed course December 18/20
- 11 are on-going - 2 – Ochapowace, 1- Zagime, 4 from
CowessessQTR 1 Client Reporting 2020-2021 QTR 2 Client Reporting 2020-2021 QTR 3 Client Reporting 2020-2021
14 April May June July August September October November December
# of Clients 68 63 41 # of Clients 41 44 49 # of Clients 47 49 47
Families 2 2 2 Families 2 2 2 Families 2 2 2
Couples 4 3 2 Couples 2 2 3 Couples 2 2 2
Single w/children 5 4 2 Single w/children 2 2 3 Single w/children 3 3 5
Single 57 54 35 Single 35 38 41 Single 40 42 38
Basic Needs $18,480.64 $18,473.66 $12,777.51 Basic Needs $12,435.90 $14,489.00 $12,577.16 Basic Needs $12,942.97 $14,686.50 $14,231.13
Rents & Maint 3,541.20 $3,724.80 $2,803.10 Rents & Maint $2,803.10 $2,803.10 $3,116.00 Rents & Maint $2,803.10 $3,084.66 $3,952.96
Special Needs $450.00 $300.00 $150.00 Special Needs $150.00 $150.00 $41,800.00 Special Needs $19,936.66 $285.00 $210.00
$22,471.84 $22,498.46 $15,730.61 $15,389.00 $17,442.10 $57,493.16 $35,682.73 $18,056.16 $18,432.09
QTR 1 Client Reporting 2020-2021
*Income Assistance Statistics January February March
# of Clients 44 46 48
Families 2 1 1
Couples 2 2 2
Single w/children 5 5 5
Single 35 38 40
Basic Needs $13,425.00 $13,952.68 $14,651.50
Rents & Maint $3,952.66 $3,933.86 $3,790.20
Special Needs $210.00 $850.00 $40,250.00
$17,587.66 $18,736.54 $58,731.7015
Director of Justice – Kevin Lerat
Budgets
My budget for justice, overall is very small with main source funding coming from Sask justice and the
federal government, which is 43,738 in total. My budget does not balance as we are severely
underfunded.
The underfunding is covered by the First Nation Trust, my past year deficit is $285,965.16
The Fire Department budget is funded fixed by INAC to 14,300. I currently have a surplus of $1,979.37
The Fire Department is also underfunded, we need 98,000 for required equipment. The main fire truck is
also needing replacement and a proposal submitted to ISC for its replacement.
The Fire Department building is currently in need of some renovations, including furnace hot water heater
and black mold abatement. Grady Lerat is currently working on an estimate to bring the building back to
its former glory, Grady’s words.16
Director of Justice – Kevin Lerat
Short-term goals: Peace Keepers
Currently putting a list together for appropriate equipment that is required.
The short-term goals for my department are getting the Peace Keeper policy/procedure manual in
place no later than June 15th, it is very close to presentation. This will improve communications with
Directors and chief and council.
To get members of Peace Keepers (4) first responder training this early winter, next class is November
7,2021, for 3 weeks. 75% of this is covered through ISC. If we can not get 4 Peace Keepers/firefighters
trained we will open this up to interested Band members.
Get the Peacekeepers matching clothing and 2 in 1 work jackets. Currently compiling a list of
equipment needed immediately.17
Director of Justice – Kevin Lerat
Long-term goals: Peace Keepers
Long term goal is to possibly move to community safety officers. This is a program that is in some
municipalities around SK. This is in its infancy. I currently have the information for it and looking at it
in my spare time. This allows for enforcement of provincial statutes.
It also requires that the Community Safety officer be a Special Constable. The process to become a
Special Constable would be the same threshold for a sworn police officer. There may be some hurdles
with this process. As special constables fall under the Police Act 1990.( I can expand on this if
required)
The cost involved in this is approximately 550,000 depending on current equipment.18
Director of Justice – Kevin Lerat
Short-term goals: Fire Department
As mentioned above in the short term we need to get our building back up to normal functioning building,
as pipes froze earlier this year and caused some damage and black mold.
Our current fire truck needs to be replaced a soon as possible it is the most important piece of equipment
that we have to protect the nation from any type of fire.
A profession firm came through the Fire Department and did a assessment of required equipment to value
of 98,000.
Application has been made with ISC for a new Fire truck.
As for the equipment, I am hoping ISC may help us with this as well.
Get the Fire department back up to code and new equipment in the next 6 months to a year.19
Director of Justice – Kevin Lerat
Challenges:
The biggest challenge right now is with covid restrictions, I have a few files for mediation which I would like
to conclude, once easing of restrictions are lifted.
The other challenge is the fact that there is little to no funding for the Justice Department and Fire
Department, help and suggestions to increase source funding would be appreciated, as we are in need of a
lot at the moment. I am relying in ISC for a lot at the moment.
What can be expected in the 6 months to 2 years.
Stability in the director position, I am committed to the progress of what I have inherited when hired. I
have seen that there has been instability in my current position in the past 3-4 years. With stability will
come positive progress.
Greater communication lines, so the Executive Director or Chief and Council are not surprised by any
occurring incidents on the homelands. This will improve in the next 2 months once the policy manual is
approved and completed.20
Director of Justice – Kevin Lerat
Current Peacekeepers:
Head Peacekeeper- Kerry Desjarlais
Perm-fulltime
Regina Ironstar
Taryn Desjarlais
Quincy Bunnie JR
Perm-part time
Dante McCallum
Terrence Wade Lerat
Part time casual
Elayne Stevenson
Jesse Stevenson
Joseph Lerat
Kurt Fuchs21
Director of Justice – Kevin Lerat22 Director of Education - Sandy Pinay-Schindler
Orange Shirt day
Remembrance Day
CCEC Virtual
Ceremony23 Director of Education - Sandy Pinay-Schindler
88 laptops for CFN students
in post-secondary programs.
New school busses Teachers preparing supplies for back to school24 Director of Education - Sandy Pinay-Schindler Covid ready at CCEC floor stickers for spacing in the halls.
25 Director of Education - Sandy Pinay-Schindler
OVERVIEW OF EDUCATION FUNDING – 2021-2022
ISC Funding: 2021-2022 Explanation:
Cowessess Community Educational Centre $2,272,800.03
Includes:
Hot Lunch - $103,072.00
Bussing - $187,399.00
O & M (Oper. & Maintenance) - $290,000
HCSE Indirect - $99,101.00 $99,101.00
Education Second Level Services $468,776.00
Includes Education Office - $55,110.00
K’awasis Day Care $308,133.46
Little Steps PreK/Head Start $153,999.84
Post Secondary Supports Program $1,278,382.73 Deficit – due to accumulated deficits from 2018
Provincial Tuition $38,851
Prov. Admin/services $14,245.00
Regional Implementation (Policy work) $66,985.00 *this is not stable funding
TOTAL Expenditures: $5,046,855.95
Surplus $113,946.85
Additional Revenue - Other Sources:
Grants Received in 2020-2021:
National Indian Brotherhood Grant 2020 $175,000
SICC – Aboriginal Language Initiative $ 85,320
Canadian Heritage Foundation – Early Literacy $ 38,500
Potential Additional Grants 2021-2022
Canadian Heritage Grant (Language) $425,000
Indigenous Early Learning & Child Care Grant (2 yr) - $750,000 $750,00026 Director of Education - Sandy Pinay-Schindler
Short Term Goals:
• We have achieved a stable and highly professional CCEC staff which allows
for a greater focus on quality instruction, assessment and programming
• Completion of Updated CCEC Policies (May 2021)
• Completion of Staff, Student, Parent/Caregiver & Bus handbooks to reflect
updated policies
• Completion of Education “Act” (June/July 2021)
• Community consultation and engagement (to review the “Act”) – Aug/Sept.
2021
• Development of an Education Strategic Success Plan (Aug-September 2021)27 Director of Education - Sandy Pinay-Schindler
Long Term Goals:
• Establishment of an Education Council/ “Board” – Fall 2021
• Community consultation and engagement
• Ratification of an Education “Act” (Nov. 2021)
• Continuation of community, CCEC and Early Childhood Language program
– Fall 2021 (depends on the receipt of the grant)
• Development of an Early Childhood Plan (dependent upon receipt of grant)28 Director of Education - Sandy Pinay-Schindler
Challenges:
• A stable CCEC support staff to support students’ individualized needs. Solution:
work with Employment & Labour Force to offer Educational Assistant certification
(night classes would be ideal)
• A means to increase budget within the ISC funding formula for student support
(individualized). Solution: currently providing feedback to ISC in this area.
• Long term planning for updating facilities is a challenge due to funding. Solution:
looking for appropriate funding opportunities or partnerships
What we can expect in the next 6 months to 2 years in your area?
• The development of a draft Education model/Education “Act”: holistic, Indigenized
model of education which reflects the vision of the community of Cowessess
• A holistic, community based model of Education to connect all education areas
• Greater connections and transitions between Day Care, Head Start, Health, CCEC and
Post-Secondary programs29
Director of Facilities & Infrastructure - Ira Aisacian
Total revenues for O&M budget: $896,279
ISC annual O&M funding $
Own source revenue: $61, 720
Departments:
--Roads revenue: $317, 116 Deficit: $110, 060
Staff of 4
Aging equipment with high maintenance costs, new capital purchase (tractor)
--WTP revenue: $244, 742 Deficit: $62, 029
Staff of 5
Higher material and chemical costs, insurance for vehicles, additional vehicle costs.
--Community buildings revenue: $940, 757 Deficit: $190, 771
Staff of 5
Wages, janitor/staff, insurance and utility costs, usual operating transfers didn’t come through.
--Waste water revenue: $90, 614 No deficit
This covers the cost of septic pump outs and maintenance of the systems.
--Solid waste revenue: $23,875 Deficit: $28,125
Garbage truck driver and maintenance for garbage truck.30
Director of Facilities & Infrastructure - Ira Aisacian
Short/long term goals
Short term:
• Complete this year’s departments work plans and get staff trained in water
treatment and heavy equipment training through LFD and departments
budgets.
• Have equipment well maintained and ready to take on projects for the next
2 years that will bring in additional revenue for our departments (605
upgrade, contaminated site clean-up, solid waste transfer station
preparation)31
Director of Facilities & Infrastructure - Ira Aisacian
Short and Long term goals:
• Use our newly purchased water truck to generate sustainable long term revenue
doing water deliveries off reserve.
• Develop and implement the low water pressure project for all our homes, even
if it is done in sections and over a longer time frame.
• Build, operate and staff a solid waste transfer station for all our residents so we
are more environmentally conscious on how we manage our waste and preserve
our lands.
• Find a solution for our septic systems for homes that are not hooked to our
residential sewer system.
• Continue to develop our beach-front area so it may be able to accommodate
camping and RV parking.32
Director of Facilities & Infrastructure - Ira Aisacian
Department challenges
--Staffing: --Solid waste:
• Staff training due to covid and sometimes finances • Solid waste and disposal methods must
• Having the material and equipment to get their jobs done change, we are contaminating our little bit of
• Trained personnel to cover during someone’s training or land we call our home reserve which is
illness affecting our environment and waters
• Finding resources and time to ensure staff gets safety • We must stop the burning of our waste
training • Allocate more funding to waste management
• Making sure our staff mental and physical health is being • Encourage our residents to practise the 3 Rs:
considered recycle, reuse and reduce
--Budgets:
• Inadequate operating funding from ISC
• No inflation rate increases
• Costs of building supplies and fuel have dramatically increased
• Capital purchases are challenging without adequate and
realistic budgets for all departments33
Director of Facilities & Infrastructure - Ira Aisacian
6 months to 2 years work activities (plans)
In the next few months, the WTP staff will be installing cisterns and completion of the Plant
upgrade. They will be working with the Roads Dept on a project to clean up contaminated sites
and complete their training in heavy equipment and water treatment as well as completing
their normal work duties.
Grady will be continuing work on the community buildings and other work tasks that come up
in relation to the buildings and infrastructure.
--Longer (2 year) work activities (plans)
Oversee and participate in the capital roads project, this work is expected to be
completed over a 2-year period. Plan and coordinate with the Lands Dept. a suitable
location for a permanent solid waste transfer station. Establish a plan for a possible
Heritage Center building within the community.34
Director of Health and Social Development - Kelly Finkas
• The Health and Social Development budget comes from FNIHB/ISC
• For the 2021-22 fiscal year the budget is balanced.
Short Term Goals:
• To have 85% of the residents of Cowessess have at least one Covid-19 Vaccination in
the near future
• To prepare for and complete the Accreditation Canada Qmentum survey by September
2021
• To participate in the preparation and planning for the 10-year Plan for the Nation
Long Term Goals
• To ensure there is adequate staffing for all programs and services in the department
• To work with management and leadership in the planning for a long-term care facility35
Director of Health and Social Development - Kelly Finkas
• Currently there is understaffing in the department and we are working to fill several
key positions
• As a new Director I am learning about the needs of the people of Cowessess and the
workings of my department and the organization as a whole. I look forward to
meeting and working with the citizens
• In the next 6months – 2 years you can expect a fully staffed and
accredited Health and Social Development department36
Director of Housing - Bonnie Lavallee37
Director of Housing - Bonnie Lavallee
Cowessess First Nation Housing Department
The Housing Department Receives Financial Resources O&M and New Construction Budgets
from Indigenous Services Canada, Canada Mortgage Revenues:
and Housing Corporation, rents/maintenance fees and Band Base Capital Budget $ 579,976.00
our own source revenues. These funds are used for CMHC O&M Budget $ 530,552.00
administration costs, housing insurance, maintenance, New Housing Projects $ 3,443,695.00
Audit Fees, CMHC replacement reserve contributions, CMHC Special Initiatives $ 87,051.00
Total Revenues: $ 4,641,274.00
mortgage payments, new construction and or
renovation projects, vehicle repairs and maintenance, Expenses:
inspections and fumigation. The Housing Department Band Base Capital Budget $ 574,225.00
will be seeing a shortfall this budget year mainly due CMHC O&M Budget $ 611,664.00
to the various new housing projects. We are currently New Housing Projects $ 4,500,000.00
assessing where we can access additional funds for CMHC Special Intiatives $ 87,051.00
these projects. Total Expenses: $ 5,772,940.00
Shortfall $ 1,131,666.0038
Director of Housing - Bonnie Lavallee
Our Goal within the Housing Department is recruit and retain staff to adequately maintain
existing units and construct New Housing Units and further to efficiently administer the
Housing program and services on behalf of the Nation. We have begun the journey to hire
our own Construction Crews as opposed to contracting out our construction projects. This
would enable the Nation to provide training and employment to our younger citizens and
community members and promote the various trades within our younger generations. The
Tenant Relations arm of the Department will begin focusing on Tenant Training regarding
preventative and minor maintenance, Roles and Responsibilities of Tenants and further
develop a consistent communication system with all Tenants.
We will be posting and recruiting a On Reserve Housing Committee consisting of 8
members to assist in assessing and recommending to Council on major decisions related
to tenancy issues.39
Director of Housing - Bonnie Lavallee
The Housing Department faces many challenges which are mainly due to lack of financial resources
to effectively administer the housing program and services and to adequately maintain and repair
our housing assets. The recent Housing Survey that was completed provided the tenants with
some of the challenges we face within our department and provided us some suggestions on
which direction to take to address the financial shortfall within the Department. Many of our Units
are in dire need of major renovations however due to the lack of financial resources we are unable
to address the needed renovations. I anticipate the New Housing Committee will provide direction
to address the dilemma we face with the condition of existing units. All units will be inspected, and
renovation planning will be based on the condition and age of units, these inspections will provide
a tool for short and long term renovation and maintenance planning.40
Director of Housing - Bonnie Lavallee
Currently we have many New Housing Projects on the go, we are near completion of the Phase
21 New Housing Project which consists of 4 Units. We are in the process of completing 2 New 2
Bedroom Duplexes and a Unit to Replace a deteriorated unit. We are also rebuilding two New
Units which were lost to fire.
Foundations for Phase 22 New Housing Project with consists of 3 New Housing Units has started.
We anticipate starting Phase 23 New Housing Project this summer which consists of 6 New
Housing Units.41
Director of Economic Development - Jessica Nixon
Director of Economic Development Project Director
• Provide Management and Financial Oversight • Managing the development, construction
to 4C Farms and implementation of the Tim Hortons
• Responsible for Urban Indigenous Health Construction
Centre Development (Albert Street office
building) • Managing the Awasis Solar 10 MW project
• COVID Small Business Funding Administration • Managing the ANEDC Wind RFP submission
for CFN Members
• New partnership deal evaluation • Managing Cowessess Driver Services work
• Identify new grant funding sources and • Advisory role for Cowessess Wind
applications Development
• Continue to lead Cowessess in Renewable
Energy initiatives42
Director of Economic Development - Jessica Nixon43
Director of Economic Development - Jessica Nixon
• 11 community members received solar installer training in June 2020.
• 3 individuals were hired by Skyfire on the crew from September – February
• Delay and slight cost increase due to geotechnical redesign of the
piles. Hired Curtis Agecoutay Welding to modify the ground mount
piles.
• Hired Chimos Drilling for sign installation and horizontal drilling.
• Hired Gebert Signs to design and produce the site signs.
• Installation delays due to COVID isolations on reserve and with the
crew.
• Senior Centre is operational. WTP, School, admin office and mall are
all pending completion first week of June.
• June 9 official public launch of the solar project
• At CCEC, will include ceremony and guest speakers, COVID restrictions apply4 C Farms - Update
44
GOVERNANCE
• 4C Farms was under Cowessess Ventures Ltd. during 2019 and 2020. CVL Board felt that the risk and return profile of the farm did not
align to the objectives of CVL.
• 4C Farms returned to Cowessess First Nation ownership and management in 2021. 4C Farms is 99% owned by CFN.
• Currently the Chief and Council sit as the Board of Directors of 4C Farms, Councilor Gary Sparvier oversees the farm on behalf of Council.
RESOURCES
• Terry Lerat, Ranch Manager oversees the cattle side of the operation and supports grain farm operation.
• Allen Friesen, Ranch Hand supports the day to day care of the animal herd, facility and equipment maintenance and operation.
• Jessica Nixon, Director of Economic Development oversees the business and financial side of 4C Farm.
• Reid Piller, Custom Farm Manager under a three year contract to oversee and grow the grain farm side of the operation. The Piller crew
includes three seasonal folks who assist Reid with the operation of his equipment.
FUNDING
• Saskatchewan Indian Equity Foundation (SIEF) grant covers 30% of new capital equipment costs up to $250,000.
• Agriculture and AgriFood Canada – Indigenous Agriculture and Food System Initiative Grant – cover 20% of capital equipment purchase, a
portion of salaries and input. $922,000 over the next three years.
FINANCING
Working closely with Farm Credit Canada on an operating Line of Credit and Crop Input Financing.
Crop Input Lines of Credit with Hometown Coop Broadview, Nutrien in Grenfell and Richardson Pioneer in Whitewood.4 C Farms Operations Update - Grain
45
Grain Farming 4500 acres
• 600 acres RM of Grayson (Barley and Oats)
• 3900 acres RM of Elcapo
• 1354 acres of Barley
• 1412 acres of Wheat
• 1100 acres of Canola
• Purchased the following capital assets in spring 2021:
• 2014 John Deere FWA 6170M Loader Tractor
• 2019 Vermeer Baler 605N
• 2021 Westeel 500 gallon fuel vault
• 2021 18 ft Car trailer
• 6 westeel (4800 bu) + 1 Meridian Fertilizer (4000 bu) = 32,800 bu capacity
• Building a New Bin yard on LaValley Lane
• Includes stripping top soil, hauling in clay based and toping with gravel
• New bins will be placed by end of June at the site
• In the future we will add power and additional bins as needed.4 C Farms Operations Update - Cattle
46
Cattle Inventory: 125 cows - 4 bulls - 7 new bred heifers - 18 replacement heifers
• Installed 2 new water bowls at the ranch yard.
• Increased weaning weight by 11.6% from 2019 to 2020. Increased sale price on heifers by
6% and on steers by 2% over 2019.
• Culled 2 old bulls and replaced with 2 new purebred Black Angus bulls. Have 4 good quality
bulls.
• Will turn bulls out late June to allow for late April 2022 calving season. Better success rate
calving in warm, dry temps.
• 2% calving loss so far. Approximately 15% of herd left to calve.
• Starting to turn out groups to pasture. Much of the pasture fence needs annual repair and
some needs new fence.
“Allen Friesen – bonding with
• Goal in 2021 at the ranch yard is to rebuild some of the handling pens to make for safer and the bulls”
more efficient handling of the cows.
• Objective is to increase cattle herd back up to 150+ and improve the overall genetics of the
herd.
• Very excited to have good equipment for cutting and baling hay this year!47 Spring 2021 Pictures
48
Questions?49
Director of Lands and Resources - Loretta Delorme
Staff:
Loretta Delorme Director
Chris Lerat Leasing officer 1
Dennis Buckles Leasing officer 2
Stephanie Delorme Admin. Assistant
Lois Taypotat Lands Acquisition Clerk50
Director of Lands and Resources - Loretta Delorme
Loretta – over sees all of the land management. Budgets, interest letters, meetings, permits,
leases, agreements, Payments, Receipts
Chris- reserve status lands, negotiate rental rates, fencing projects, getting permits signed,
hunting issues, boundary issues, water issues, takes permits to council
Dennis- fee simple lands, negotiate rental rates, Goat project, leases signed, water issues,
fencing, takes leases to the TLE Trust
Stephanie- does the permits, leases, invoices, payments all other administrative duties.
Lois- turns land to reserve status. Works with trustee’s with investments.51
Director of Lands and Resources - Loretta Delorme
TLE Reserve – 75,039.98 acres
Home Reserve 9,540.35 acres
Fee simple land - 15,541.10 acres
626 quarter section that the lands departments2021 Spring Payments
52
700000
600000
500000
400000
300000
200000
100000
0
TLE Reserve Home Reserve TLE
collected Spring 2021
TLE Reserve $662,852.70 Collected $ 590,157.60
Home Reserve $ 224,657.50 Collected $ 223,972.50
TLE Fee Simple $ 161,068.94 Collected $ 111,155.5053
105 farmers
8 band members
1 band entity
160 permits
32 leases
21 RM’s54
Lands Department funding
Core funding ISC $ 348,886.00
Other $ 10,000.00
$ 358,886.00
Includes wages, office space rental, Insurance, legal fees, repairs and maintenance,
fuel,ect.55
Short term goal- deal with the Certification of Possessions
- historical research CFN has No Cp’s
- 2 Neti (No evidence of title)
- 1 CP was willed down
- 1 Cp in 2000 from ISC
- 1 CP in 2018 from ISC
Long term goal- to get rid of the leafy spruge on the home reserve
- Community environmental sustainable Plan
- Cowessess Land Law
- NO MORE ISC56
Challenges in the lands Department
ØOur own band members don’t understand the process some still think its their
land when court says communal land.
ØAnother says it’s a treaty right.
ØDon’t want to pay band members rate of $10/acre
Ø home reserve not surveyed ( was a bit of challenged all figured out)
Ø land sitting idol for instance Yorkton Regina Property we need to be developed
that has been reserve status for ever, so we are not looking after bare land
§We keep on educating our people that are willing to work with us.
§ We put everyone in blocks so they not all over the reserve.
§We need to get the land developed57
Director of Lands and Resources - Loretta Delorme
What we can expect in the next 6 months to 2 years in your area
Our 1st headlease with Eagle Woman Tribunal with lands department
new building on designated land reserve status lands.
CP situation resolved
Leafy spurge on cowessess home reserve is ongoing (years)58
Goat grazing for leafy spurge will start June 1.
LEDSPE application with ISC 30,656.00 was approved
Will see the goats all over CFN
vFencing project 8 miles of fence
v 11 Dug outs and 7 deepened
v2 miles of bush clearing
v we requested funds from the RTA ( material costs the most)
vWe do an application to get half back with the Farm and Ranch program59
• CFN Partner with U of S
• Soil sampling data on TLE
reserve and home reserve.
• Better understanding from
previous renter
• FN can get better
understanding to negotiate
the fair market value.
• Can help promote
sustainable Ag Practices
• Wait for the results and
learn how to read them.
• Next steps60
61
62
63
Department of Urban Services – Jodie Delorme
64
Department Mandate
The Urban Department has a mandate to deliver programs and services on behalf
of its membership following the Cowessess First Nation Urban Department Policy.
The Department advocates and assists members when needed. Our goal is to
continue to improve the quality of life for our community and our members; and to
help achieve self-sufficiency.Department of Urban Services – Jodie Delorme
65
Urban Department Staff
Jodie Delorme – Director of Urban Services Francis Delorme – Program
Assistant
Janice Lerat – Receptionist (on leave) Sandra Lavallee – Janitor/Casual
L. Jeanne Haywahe – Casual Receptionist
Operating Budget
$461,276.00
Source of Funding
First Nation Trust, Grants & ProposalsDepartment of Urban Services – Jodie Delorme
66
Highlights
(Short Term Goal)
• To provide additional Programming.
(Long Term Goal)
• Offer Programming & Services in other Urban Centers by having an Urban Office in each
major City.
• Hire more Staff
• Collaborate with other First Nations or OrganizationsDepartment of Urban Services – Jodie Delorme
67
Challenges
Lack of funding: We try our best to assist our members in different capacities
when needed but with limited funding there is only so much that we can
provide.
What can be expected in the next 6 months to 2 years?
Our goal would be to expand what we already have and acquire more funding
to enhance them and provide additional Programming & Services.68
Manager of Last Oak Golf & Country Club - Jamie Delorme
1. As Last Oak is one of the businesses that I run by Cowessess. Most of our budget is based on
the revenue that was taken in by the sales that we generate. (Green Fees, Rentals, Food, Pop,
Alcohol beverages, confectionery). With the revenues at are generated helps Last Oak pay for
its expenses the occur over the season. (Maintenance repairs & supplies, Golf supplies, Alcohol
supplies, Pop, Confectionary, Chemicals, Grass seed.)
2. Short term goals are continue repairing and maintaining of the Back 9. As we are planning to be
playing the back 9 by July. Plus, we also want to plant a couple of Oak trees before the end of
he season. This was a long time coming but we have done small repairs on the back nine over
the last several years. Our long-term goal is to establish Last Oak as one of the golf course
destination to go to. One major long-term goal is to install a Quonset building that we have
purchased some time ago and has been laying on the ground for several years.69
Manager of Last Oak Golf & Country Club - Jamie Delorme
2020 201970
Manager of Last Oak Golf & Country Club - Jamie Delorme
1. We have had a couple of situations happen since the golf season began. First one would be
is that our current shop that we use as our maintenance shop is no longer going to be in use,
as it is unsafe to work in. This building is going to taken down. We have been repairing one
of our old Quonsets the was damage in the flood of 2011 and 2013 and should be
completed by the end of May. Another challenged we face was trying to find a part for of
piece of our equipment, as the part was going to come from the UK and would take a couple
of months to receive, so we just went and bought used but in well condition one. As it is
doing the job while we are waiting for the part for our new machine. As every year we face
challenges are the greens going to winter well, how is the weather going to be, will golfers
be happy with the way the course plays. All we need is time, good weather conditions.71
Manager of Last Oak Golf & Country Club - Jamie Delorme
2. What can we expect in the next is month is having a few Oak Trees planted on the golf
course? We currently have no Oak trees on the course. Opening of 18 holes, that Last
Oak has not seen since the flood of 2011. In the next couple of years, we expect to have a
full successful golf course with great food. Plus, the start looking the one of the best
places to go golfing in the province.72
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