CLFN-AnnRep-Layout-F-digital

Cold Lake
First Nations
2018 Annual
Report
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2 Cold Lake First Nations 2018 Annual Report

Cold Lake
First Nations
2018 Annual
Report
3

A Message from Chief & Council
First and foremost, I want to commend the leadership team on all the
hard work and achievements over the past three years. Collectively
we brought unique perspectives and skill sets which complemented
each other, and ensured our priorities were focused on our community
and our people. Despite the poor economic landscape, our business
development efforts and negotiations secured core revenue that kept
our Nation out of debt. Our community is resilient, and we’ve proven
that we can work through adversity and come out on top. Masi chok to
our leadership team, Administration and all staff that show up to work
every day to improve the lives of all community members.
Bernice Martial, Chief
When I look back on my term as Councillor, I reflect on the 3 Circles of
Livelihood – the history of our land and people, where we are at today,
and what we hope to leave for our future generations. One of my
priorities was to take a meaningful step toward achieving the visions
and hopes that our elders set out for us; specifically, the management
and governance of Dene ni Nenne - our Traditional Territory. Although
there is much yet to be done, I’m proud of the work we’ve completed
and foundation we created.
Sonny Nest, Councillor
This past 3 years has been both a difficult but rewarding term on
Council. Despite the numerous obstacles, improving the quality of
life for CLFN band members’ remained the number one priority and
goal for housing and public works. Listening to the band members
concerns, performing housing and road assessments and following
the strategic plan – these are the decision-making tools that continue
to guide us in a positive and progressive direction with CLFN. Masi Chok!
Travis Matchatis, Councillor
4 Cold Lake First Nations 2018 Annual Report

In my brief term, with the support of Leadership, I’ve pushed for making
education a priority. Most recently we’ve submitted a proposal to the
Federal Government for a large renovation and expansion of Le Goff
School — thereby keeping education as a Federal Treaty obligation.
I’ve also spearheaded work with Concordia University of Edmonton to
create a Denesuline Language and Cultural Program for our Edmonton
members. It has been an honor to serve my community and I hope
the work that we’ve completed and initiated in this short period have a
lasting and positive impact on our members. Masi Chok!
Thomas Piche, Councillor
When we were elected in 2016, during the campaign our people told
us they wanted us to fix the roads, act on the housing crisis, report
on our Nation’s businesses and finances, and put a proper Band
administration back in place. It was my greatest honour and privilege
to have served as Councillor for the past three years. With the
guidance of our Elders, the help of our people, our hard working men
and women at the band office and our businesses, we have made real
improvements to our roads, our buildings, our homes, our finances,
and our Administration. You all deserve the bulk of the credit for the
dramatic positive results we have achieved. I am very proud of our
community and our Nation’s accomplishments. I wish everyone many
blessings of health, happiness, prosperity and a wonderful life.
Dean Janvier, Councillor
Our leadership with the support of our hardworking administration and
staff are proud to release this annual report that reflects on our hard
work and transparency with community members. This is a great step
towards all members of the Nation being informed on an annual basis.
Michael Janvier, Councillor
5

A Message from Administration
CLFN Members,
This Annual Report is being released as the first of what I
hope will be a continued initiative. Increased transparency and
communication to our members is an ongoing priority for our
Administration, and this Report is just one tool we are using to
accomplish this.
Administration has faced many challenges — some internal
restructuring, moving our member facing departments to the
Integrated Services building to better serve our on-reserve
member’s needs. We have also continued our efforts to better
engage our members and improve our ongoing communications
to our people. Our increased communications efforts and our
recent community engagement initiatives are outlined throughout
this report and have reached many on- and off-reserve members.
There is a lot of positive work going on in education, housing,
roads and economic development. We are working towards
meaningful engagement of our members and, although this is a
process, we hope we are taking steps in the right direction.
We have also introduced several new Bylaws and Policies this
year, and I would like to take this opportunity again to inform our
members. More information on the bylaws and policies can be
found online at clfn.com/policies:
The Animal Control By-Law: Addresses how memberowned
animals on reserve must be registered, cared for,
controlled and protected.
The Band Transfer Policy: Outlines the procedure to be
taken by Chief and Council in considering applications for
transfers of CLFN Membership.
6 Cold Lake First Nations 2018 Annual Report

Governance Policy and Procedures
for Chief & Council: Provides Clarity on roles,
expectations, policies and procedures for Chief and
Council to act in the best interests of the members while
respecting and following Denesuline customs and laws.
Ts’Amba Hoghedi, Financial Bylaw: Provides direction
and guidance for the financial operation of CLFN.
Trespassing, Public Safety and Order Bylaw:
Outlines who has the right to enter CLFN lands and
for what purposes CLFN lands should be utilized.
Discusses activities prohibited on CLFN lands for
public safety purposes.
Lastly, I want to take this opportunity to express my sincere
appreciation to all CLFN staff members. This report provides
a glimpse of all the hard work and dedication they’ve put in
to delivering essential programs and services to community
members. To all staff - Masi Chok.
Shawna Janvier, Band Administrator
*Note:
The numbers reflected in this Annual Report have all been
taken from the 2017/2018 Audited Financial Statements,
audited by Ernest and Young. These are the most recent
Audited Financial Statement available. Members have
access to these financial statements through the Band
Office. Specific project costs have been obtained through
CLFN’s Finance Department as well as independent
departmental budgets.
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8 Cold Lake First Nations 2018 Annual Report

Membership Health
Integrated Services is a new Department that was created to
bring a holistic approach to meeting our members’ health and
wellbeing needs.
This new department is designed to improve member service
delivery as well as improve communication and collaboration
between departments.
Integrated Services includes:
• Family and Community Support Services
• Health
• Social Development
• Band Designate
• Daycare
• Elders Centre
• English Bay Community Centre
The Dene Wellness Centre was transformed to ensure that
members accessing social and health assistance do not have
to walk through the Band Office and instead, have a one-stop,
confidential facility for families needing social and health supports.
Cost of Renovation: Just under $90,000
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Health Funding Streams:
Funding Streams
$2,300
Donations
$187,807
$346,259
INAC
Dene T’sedi Society Grants
$2,158,246
FNHB
$12,873
Other
Health Spending:
Salary & Benefits
$1,807,537
Subcontractors
$488,013
Professional Fees
$347
Health Spending
Materials & Supplies
$396,087
Telephone & Utilities
$22,666
Honoraria
$1,100
Travel
$102,635
Other
$590,562
10 Cold Lake First Nations 2018 Annual Report

Member Health by The Numbers:
The following four diagrams represent a nine month snapshot of just some of the health programs
that are being used by our members on reserve.
Medical Subsidy Uses 9-Month Snapshot
General Elders Total
Optical 4,202 6,791 10,993
Dental 12,482 2,084 14,566
Prescription 21,536 14,032 35,568
Service Fees 6,571 7,896 14,467
Required Aides
to Living
1,528 1,415 2,943
Orthodontic 12,397 — 12,397
Oxygen — 3,086 3,086
Total Overall $94,020
Home Care Services 9-Month Snapshot
Nursing Services (51%)
Case Management (46%)
Required services for these Health reasons
Personal care (3%)
Age Range of clients 56 to 75+
Females (68%) Males (32%)
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Community Health 9-Month Snapshot
Immunizations
424 Members
Immunized
Prenatal Class
5 expecting mothers
per 6 classes
Empowering
Women’s Group
11 women
per 13 classes
Rhymes That Bind
3 parents and
3 children per 7 classes
Jordan’s Principle
15 school-aged
children have
accessed funding
Heart Health
Awareness Day
14 patients seen
Doctor’s Clinics
15 clinics
> 302 patients seen
Dietitian’s Clinic
9 clinics
> 47 clinical visits
A Where Does Social Development Funding Come From?
Funding Streams
$22,250 Donations
$102,497 Dene T’sedi Society Grants
$459,119 Other
$1,751,271
INAC
Social Development Funding includes Social Assistance/ FCSS/ and Adult and Home Care
12 Cold Lake First Nations 2018 Annual Report

Social Development Spending
$1,200,000
$900,000
$600,000
$300,000
$86,797
$48,139
$15,905
$200
$38,991
$226,076
$785,045
$1,154,775
Salary
& Benefits
Subcontractors
Materials
& Supplies
Allowances*
Telephone
& Utilities
Honoraria
Travel
Other
Spending
*Allowances include Administration of Income Support from Indigenous Service Providers,
Pre-Employment Support Funding and more
13

Administration & Governance
Better Governance has been the largest focus over the last few
years for CLFN and we have been able to make significant steps
in the right direction. Highlights Include:
Election Reform
Consulting With
Our Members
Administrative
Reorganization
• Consolidating
departments
• Introducing new
departments
Creating & Passing
New Bylaws
Election Reform
An election law written for our people by our people:
An Election Reform Commission was created to gather community
input using online platforms and community meetings—in order
to identify and address the existing issues with the current law. A
new Law was then created as a result of these engagements, but
ultimately was voted down by the community.
The cost of this Election Reform currently sits
at $490,805.15 — which includes voting, prizes,
engagement efforts and staffing hours.
14 Cold Lake First Nations 2018 Annual Report

The existing Election Law 1986 has caused disagreements within the community and added legal
and administrative costs to the Nation. While the revised Election Law was not passed, elements of
the old Election Law may be amended in order to bring the law into compliance with the standards
of the Canadian Charter of Rights and Freedoms. Canada’s Federal Court and the Federal Court
of Appeal has made it clear that our Community should address these concerns as part of our
inherent right to self-government.
The costs accumulated from 2016 to date for Legal and Professional Fees: $741,416.11.
Serving our Members:
CLFN Administration has been busy restructuring the organization in order to better serve the
community, as well as its own organizational needs.
Economic Development was introduced to solidify the relationship between the Nation
and Band-owned businesses.
Strategic Services was also formed in order to improve the Nation’s internal and external
communications, membership engagement, stakeholder relations, and departmental
business planning and reporting.
Government and Administrative Funding
$756,974
INAC
Funding Streams
$1,126,749
$117,612 Dene T’sedi Society Grants
$86,169 FNIHB
FNDF
$1,404,357
Donations
$826,714
Other
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Administration & Governance* Spending
$1,654,092 Salaries & Benefits
$277,734
Subcontractors
$2,161,452 Professional Fees
Spending
$62,295 Materials & Supplies
$351,362
Travel
$831,769
Honoraria
$80,199 Telephone & Utilities
$178,146
Other
Administration and Governance Spending:
Annual Spending
in millions
20.5
25.5
23.8
21.6
2014 2015
2016 2017 2018
CLFN government and administration employs over 100 people:
Approximately 50%
of salaried positions
are held by CLFN members
living on reserve.
Approximately 60%
of CLFN
Staff are CLFN
Members
16 Cold Lake First Nations 2018 Annual Report

Meaningful Engagement
The last two years have seen an increase in community member
engagement around various community planning projects
and current state initiatives. CLFN Administration and Leadership
has made meaningful community engagement a priority
and have made efforts to gather input from both on- and offreserve
members.
CLFN will continue to work toward improving our engagement
efforts with our numerous off-reserve members, as well as
continue discussions and meetings we’ve had with our onreserve
members.
The Community
Energy Plan
Caribou Strategy
(Engagement Ongoing)
Housing Strategy
& Housing Week
Election Reform
(Engagement Ongoing)
Lands Plan & Comprehensive
Community Plan
(Engagement Ongoing)
Denesuline Language
Symposium
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On-Reserve Housing
Addressing the Nation’s housing crisis has been a clearly
identified priority by CLFN’s leadership from day one. Below are
some important housing facts:
• Since 1995 the Federal Government has only provided
CLFN base funding of $198,000 annually to address all
housing needs.
• CLFN has invested over 60 million of its own resources over
the last 20 years address the housing crisis.
• The need for housing has also increased due to
population growth.
• For the first time in 2018, Capital Management hosted a
Housing Week – having meetings with over 30 individuals and
families to discuss their specific housing needs.
Responding to our Housing Needs
Phase
I
Crisis Response
Where we are now
Phase
II
Close the Gap
Addressing the housing
application list
Phase
III
Future Plans
A sustainable housing
system for all members
18 Cold Lake First Nations 2018 Annual Report

Housing Strategy
Developed:
• 273 Assessments on
Band-owned homes
conducted
• 3 Trailers purchased
by CLFN
• Built and placed in
the yard of builder
3 Trailer homes
retrieved from builder
2012
2013
2014
2015
2016
2017
2018
2019
Contracted the build of
11 homes
• Avg. unit cost: $409,000
• Financed by bank loan
• $4,500,000
• Built by Krawford Homes
Loan Repayment
8 NEW homes purchased
from Atco
• Avg. unit cost: $162,500
• Those with condemned
homes or homes with
health & safety issues
are housed
Current State of Housing:
Assessment Result – Existing Home Analysis
Number of Homes
Value
Homes to be Replaced 38 11,400,000
Homes requiring
major repairs
(25,000-100,000)
Homes requiring
minor repairs
(Under 25,000)
95 4,665,420
123 1,284,140
Total: 239 17,349,560
Addressing these health and safety needs will be done using Band-owned businesses that hire
band members to complete the health and safety projects.
Once the current health and safety housing needs are addressed the Nation can move on to phase
two and work towards closing the housing gap.
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+ Education & Training
Education
CLFN Leadership has held strong in maintaining Le Goff School
as a Federally administered School to ensure our Treaty right
to education is upheld. This approach is unique to CLFN, and
protects the Nation from spending its own resources on the
ongoing maintenance needs and expansion of the school.
An assessment of Le Goff School was completed which lead to
a submission to the Federal Government for the Le Goff School
Modernization Project. This project would bring an increase of over
800 sq.ft. and have a projected total cost of $12 million.
The project proposal has been sent to the Federal
Government for funding.
Current Le Goff School Enrollment Breakdown:
2018/19 Total 98 Students
K5 (11 Children)
Gr. 1 (13 Children)
Gr. 2 (18 Children)
Gr. 3 (12 Children)
Gr. 4 (16 Children)
Gr. 5 (10 Children)
Gr. 6 (10 Children)
Gr. 7 (5 Children)
Gr. 8 (3 Children)
Cold Lake First Nations 2018 Annual Report

Training
202 Individuals Funded
141 Employed
32 Unemployed
24 School
4 Self Employed
1 Other
Waste Management
Program 1 Graduate
Operator Readiness
Program 2 Graduates
Tri Rez Heavy
Equipment Operator
Training 7 Graduates
Summer Student Program
12 Graduates*
*who returned to school with safety
tickets and employment knowledge
Career Fair
124 employers connected
with 38 employers attended,
approximately 200 + visitors
Livelihood for a Livelihood
The Livelihood for a Livelihood program provides training in soft skills
to work towards employment. This includes GED Prep, Personal
Development, Drivers Training and other supports as required.
We have had 10 of 15
participants graduate this
program last year (2017)…
…and 8 of 15 participants
graduate this year (2018)

Developing Our Infrastructure:
Improving CLFN’s Infrastructure is very important for the long term success of the Nation.
CLFN secured $3.2 million in infrastructure development funding from the
Government of Alberta and the Disaster Mitigation and Adaptation Fund for the rebuild of
28 km’s of road on reserve and 20 driveways.
The Capital Management department has also recently contracted a feasibility study
for the Waterline Expansion between Cold Lake and Bonnyville. The grant received to
preform this study was for $600,000.
Infrastructure Development Spending
Employee Costs $986,061.87
Building Insurance $318,898.67
Renovation & Repair $5,468,107.13
Utilities $330,161.91
Operating Expense $159,398.68
22 Cold Lake First Nations 2018 Annual Report

Traditional Territory
Celebrations of our Traditional Territory
CLFN hosted its annual Treaty Days Gathering as well as the
Treaty No. 6 Gathering. These two events were opportunities to
host Indigenous Peoples from our community and others, sharing
community opportunities, challenges, stories, and experiences.
The largest costs include:
Meals
Entertainment
Security
Did You Know…
Treaty Days volunteers
folded and handed
out over 1,500 event
pamphlets!
The Nation receives donations and sponsorships to help cover a
portion of these costs.
CLFN also Celebrated Indigenous Day this year with a parade for
our members!
Treaty Days:
$113,087.76
Spending
Treaty 6 Gathering:
$67,301.60
Sponsorships & Donations
to cover costs: $55,100
24 Cold Lake First Nations 2018 Annual Report

Lands Plan
A Lands Plan was also undertaken over the past two years, lead
by an internal Advisory Committee composed of community
members, and a technical advisory committee composed of
CLFN administration. This plan creates a 15-year vision for CLFN
Lands, guiding protection and decision-making around CLFN
lands in the future. Goals of this plan include:
Goal
I
Transparency in decision making
around CLFN Lands, economic
development and infrastructure
Goal
II
A sense of community ownership and
engagement in future land use
Goal
III
Identification of goals policies and actions involving
CLFN lands that reflects the priorities of members
The Lands Plan is a living document and will continue to be worked
on as more information on infrastructure locations are finalized.
The Total Lands Plan was paid for by Government Funding
for Indigenous Lands Planning.
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Economic Development
• On average 75% of the Band’s
budget comes from
Band-owned Business Revenues.
• This means that funds from
economic development activities
are used to create and maintain
CLFN’s programs.
Business Trust Development
The Economic Development Department and the Business Trust
Steering Committee have been working towards the creation
of a Business Trust Governance Structure to structure the
relationship between the Nation and its businesses.
Why Develop a Business Trust:
Goal
I
Establish a formal corporate
governance framework for
Nation-owned businesses
Goal
II
Clarify roles between the Nation’s
Leadership, Business Boards, and
Administration
Goal
III
Increased transparency and accountability in
business operations and finances
Goal
IV
Improved communication to members on
business activities
26 Cold Lake First Nations 2018 Annual Report
Through developing the Business Trust, economic development
has also reviewed all business entities registered to determine
whether each business would be incorporated into the Trust,
combined with other businesses to avoid duplication or dissolved.

What will the Business Trust look like?*
Cold Lake
First Nations
(CLFN)
CLFN
Business Trust
(CLFNBT)
CLFN
Departments
Other Business
Operations
Casino & Hotel
Group
Primco Dene
Group
Tri-Rez Oil & Gas
Group
*Notes to organizational chart
1. The Nation is the sole beneficiary of the Business Trust and all net income from the Nation’s
business interests flow up to the Nation through the Trust on a regular basis.
2. The trustee of the Business Trust is the CLFN Business Trust Corporation.
3. The sole Shareholder of the CLFN Business Trustee Corporation is the Nation, as represented by
Chief and Council.
4. There will be 5 directors of the CLFN Business Trustee Corporation, all appointed by the Nation as
Shareholder, with the necessary mix of skills required to oversee a business operation of this size
5. The Trustee Board meets monthly with the head of each business division and receives
operational reports; budgets to strategic plans and outlook report and updates
6. The Business Trust will also have a close working relationship with the Nations Departments to ensure
that the actions taken by each of the business units is aligned with the Nations Departments.
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The Big Picture
Where our Money Comes From
Federal and Provincial
Government Grants & Funding*
$11,801,294.00
Casino (Dene T’sedi and FNDF)
$5,955,856.00
Indian Monies (Trust Funds)
$240,000.00
Investment Income & Interest
$3,351.00
Donations
$3,416,552.00
Other
$1,005,909.00
Approximately Annual Grants & Funding: $8,600,000
Approximately One-time Grants & Funding: $3,200,000
28 Cold Lake First Nations 2018 Annual Report

The Big Picture
Where our Money Goes
Administration & Governance
See pages 14-17
$5,597,049.00
Infrastructure
$5,919,880.00
Social Development
2,395,928.00
Health
$2,619,947.00
Education
$918,217.00
Loss on Disposal of Tangible Assets
$74,357.00
Money Tied to Following Year’s Projects
$2,073,845.00
Other
(ex. Christmas Assistance Program,
Funeral Funding, Special Project Funding)
$4,178,599.00
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Who is Who
Dene Ts’Edi Society
Dene Ts’Edi Society’s administers funds from Casino Dene
through programs in many departments. Society funds can only
be spent in Alberta.
The Society is governed by a 3-person board that is appointed, by
Chief and Council. The Board is responsible for reporting directly
to the Alberta Gaming and Liquor Commission.
Dene Ts’Edi Society funds the following activities:
Housing Debt
Retirement
Dene Suline
Language & Culture
Elders & Special
Needs Meals on
Wheels
Funeral Expenses
Daycare
English Bay
Community Centre
Medical Subsidy
Youth, Sport &
Recreation Fees, and
more
30 Cold Lake First Nations 2018 Annual Report
FNDF Corporation:
Cold Lake FNDF Corporation works with a portion of the revenue
that is generated from the slot machines in Casino Dene. The
Corporation ensures that these revenues are provided to
the community to support community, social and economic
development initiatives, such as:
• Elder Utilities
• Active Living
• Administration Office Capital (roof repair and renovation)
• Housing Department Software and more
• Hotel Debt Servicing
These funds are only accessible through applications accepted
by Chief and Council through Band Council Resolutions.

The following is a flow chart on the funding that flows through Casino Dene to the community:
Casino Dene
Slot Machine Revenue
30 %
70 %
15 % 15 % 40 %
30 %
Casino Dene
Dene Ts’edi
Society
Alberta FNDF
(Indigenous
Relations)
Alberta Lottery
Fund (Culture
& Tourism)
30 %
10 %
Cold Lake
FNDF Corp
All other
First Nations
Casino Dene
Table Game Revenue
25 % 75 %
Dene Ts’edi Society
Casino Dene
31

Who is Who
A Closer Look
Nu’Chanie Society
Nu’Chanie Society is a community owned non-profit organization
that works to apply for charitable or grant funding from outside
agencies.
This organization was created to take advantage of grants
offered to non-profit and community groups and to ensure that
CLFN is competitive for this funding. Nu’Chanie Society often
works with the Economic Development Department to
create competitive proposals that create the most gain for the
community members. Projects you may recognize:
• Forestry Business Opportunity Assessment
• Community Energy Planning Project
• Tourism Business Opportunity Assessment
• Bioenergy Prefeasibility Project
• Passive House
The total of the grants that run through Nu Chanie Society
are $1,383,409.
32 Cold Lake First Nations 2018 Annual Report

Who is Who (cont’d)
Community Energy Planning Project
CLFN partnered with the First Nations Power Authority and
utilized funding from the Alberta Indigenous Climate Planning
Program. This program provides funding to communities to
improve energy efficiency and provide access to training
for employment in the Green Economy. The project included
recommendations for:
Energy Conservation Measures for all community buildings
Energy Audit Recommendations for a sample of
residential homes on Reserve
A Community Energy Vision
A Renewable Energy Resource Assessment for CLFN
Employment Opportunities in Renewable Energy
An Implementation Pathway to address next steps and
recommendations for the future
Passive House:
The passive house is now being used as a Drop in Centre for
community Elders to meet and socialize This project was funded
through the Alberta Energy Retrofit Project and Community Energy
Grants. The Nu’Chanie Society took a creative approach to finding
grant funding to support this project and funded almost the whole
project with Provincial Grant Funding. The passive house was built in
partnership with the Nu’Chanie Society, the Economic Development
Department and One House Green in Calgary.
33

34 Cold Lake First Nations 2018 Annual Report

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Cold Lake First Nations 2018 Annual Report
www.clfns.com