Nunavut Economic Developers Association Annual Report.… · 2009 . Annual Report . ... The following is a list of goals, accomplishments and steps to be taken going forward with

Nunavut Economic Developers Association 1104B Inuksugait Plaza Phase II PO Box 1990 Iqaluit, NU X0A 0H0 www.nunavuteda.com

Nunavut Economic Developers Association

September 30

2009

Annual Report

Nunavut Economic Developers Association 2009 Annual General Report

2

Table of Contents Agenda ..............................................................................................................................................3 Presidents Report ...............................................................................................................................4 Executive Summary ............................................................................................................................5 Our Mission & Vision ..........................................................................................................................6

For EDOs: .......................................................................................................................................6 For communities: ............................................................................................................................6 For NEDA:.......................................................................................................................................6

Our Strategic Priorities ........................................................................................................................7 Advocacy........................................................................................................................................7

Discussions with ED&T.................................................................................................................8 Nunavut Economic Forum............................................................................................................8 Conferences ................................................................................................................................8

Community Economic Development ................................................................................................9 CED Workshop Series ..................................................................................................................9

Operations ...................................................................................................................................15 Staffing .....................................................................................................................................16 Funding & Expenditures.............................................................................................................16 Newsletter ................................................................................................................................18 Annual General Conference .......................................................................................................19 Website ....................................................................................................................................23 2006/2007 Audit Issues .............................................................................................................23

Training ........................................................................................................................................23 Municipal Training Organization .................................................................................................24 EDAC - Inuvik.............................................................................................................................24 Annual Professional Development Conference ............................................................................25

Our Next Steps .................................................................................................................................29 Conclusion .......................................................................................................................................33 Audited Financial Statements ............................................................................................................34 Appendix A – Teleconference & Election Procedures ..........................................................................44 Appendix B – Resolutions ..................................................................................................................45 Appendix C – List of Motions .............................................................................................................46 Appendix D – 2008 AGM Minutes ......................................................................................................47 Appendix E – EDO Job Description .....................................................................................................53


3

Agenda Nunavut Economic Developers Association Annual General Meeting September 30, 2009

1. Call to order

2. Roll call

3. Teleconference procedures

4. Approval of agenda

5. Approval of September 30, 2008 AGM minutes

6. President’s report

7. Secretary/Treasurers report

8. Appointment of auditor for 2009/2010 fiscal year

9. Executive director’s report

10. Resolution to update current bylaws

11. Selection of training for annual professional development conference • Location • Date

12. Discussion on EDO Job Descriptions

13. New business

14. Old business

15. Board of directors’ elections

• Review of election procedures • Call for nominations

16. Adjournment


4

Presidents Report Unnusakkut Everyone, Another year has come and gone and I am pleased to say much has been accomplished. Through hard work and determination our board of directors and staff have increased our project and operational budgets, without resorting to debt financing or saddling the association with an unmanageable deficit. We have forged ahead, forming new partnerships with organizations and individuals both within Nunavut and from across Canada. Through these networks we now work more closely with other provincial economic development associations, sharing knowledge and ideas, and finding innovative solutions to common problems. Our colleagues from the Northwest Territories and the Yukon are no longer strangers to us, through a newly formed partnership we worked together and brought the University of Waterloo’s Economic Development Certificate Year 1 course to the north and incorporated material that was specific to our unique geography and challenges. We continue to work with them on future projects and innovations. We have re-established a formal partnership with MTO, and are working together to ensure that the CEDO certificate program is updated with job specific material so that it becomes more relevant to EDO’s. We are also eagerly awaiting a new CEO at the Nunavut Association of Municipalities so that our organizations can begin working together to deliver comprehensive training to communities on CED and CED planning. This relationship will also serve as a foundation on which we can clearly establish the responsibilities of the EDO, SAO, Mayor and council in the municipal structure and the vital role each plays in community planning. We have witnessed some major changes in government this past year as well. I believe these changes will have a major impact on EDO’s and NEDA and as a group we must prepare for them. We must seize this opportunity to demonstrate to ED&T the pivotal role we play in community development, and we must back up our words with solid, measurable results. A proactive stance such as this will help build stronger partnerships with the government and communities. These partnerships will provide us with much needed support and assistance as we continue through these difficult economic times. I believe economic development officers will be vital in maintaining strong community economies until we emerge from this recession and look forward to prosperity once again. There is no doubt we have much work ahead of us, but I believe NEDA and our members are well positioned and ready to take on any challenge that may arise. Quyannamiik,

Jimmie Qaapik, President


5

Executive Summary In 2007 the Nunavut Economic Developers Association (NEDA) developed a three year business plan that would serve as a roadmap for operations, taking the association into 2011. This involved a complete review of the association’s accomplishments thus far and a re-evaluation of objectives, as well as a thorough assessment of the economic development profession in Nunavut, focusing on current needs and trends. The end result of this process was a set of new priorities that built upon past success and strengths of the association, as well as met the needs and demands of its members. The plan directed NEDA’s focus into four strategic areas; Advocacy, Community Economic Development (CED), Operations and Training. As an advocate for the economic development profession in Nunavut, NEDA worked tirelessly with its partners both in the territory and across the country to raise awareness of and find solutions to, issues and challenges development officers faced in their communities. NEDA represented Economic Development Officer (EDO) interests at the national level, attending both the Council for the Advancement of Native Development Officers (CANDO) and Economic Developers Association of Canada (EDAC) conferences held in Montreal and Fredericton respectively. At the local level, NEDA played a key role in voicing concerns at regional and territorial conferences, including the Nunavut Economic Forum (NEF) AGM and Sivummut III conference, which resulted in an open dialogue between EDO’s and the Department of Economic Development & Transportation (ED&T) regarding the lack of understanding of the role of an EDO within the community. Huge strides were made in the area of community economic development. As outlined in the business plan, NEDA was able to bring together partners and resources and deliver the CED Workshop Series to three pilot communities in Nunavut. The project was very well received by the communities who were grateful for the support and direction in helping them develop a working CED plan. Feedback collected will now be used to make necessary adjustment to the workshop to improve delivery and effectiveness. From an operations point of view, NEDA was successful in attracting and retaining a qualified executive director to fill the vacancy left by interim director Chris King. An administrative assistant was hired to help manage the day to day operations and projects of the association. Cost saving measures were introduced including relocating the office and incorporating the use of shared services with the Baffin Business Development Corporation (BBDC). As part of its mandate, NEDA worked in collaboration with its partners to develop and deliver a five day training workshop focusing on business plan and financial analysis. Steps were also taken to begin rebuilding a working relationship with the Municipal Training Organization (MTO) so that input from EDO’s could be incorporated into their training programs. NEDA also began talks with representatives from the Government of the Northwest Territories (GNWT) in an effort to bring Year 1 of the University of Waterloo’s Economic Development Certificate to the North. The first year of this new three year plan ended March 31st, 2009. The association saw significant progress in all four strategic areas and was able to overcome issues and challenges that arose as the year progressed, laying a solid framework on which to build further success as the organization moves forward.


6

Our Mission & Vision

The Nunavut Economic Developers Association (NEDA) is an organization of economic development officers and other individuals working in the field of economic development in Nunavut. NEDA exists to enhance the economic development profession in Nunavut by implementing or supporting initiatives aimed at meeting the personal and professional development needs of its members in the areas of: information, education, training, operational needs, and the exchange of knowledge and experience.

Mission

For EDOs:

Vision

Is that all EDOs working in any of the 25 communities in Nunavut have access to; • Information they need • Training they desire • A strong network of EDOs across the territory and • More input on, and control over, economic development funding

For communities: Is to have;

• An economy that is strong, diverse, locally-based, competitive and self-sustaining • Awareness of the socio-economic impacts of infrastructure • Knowledge on the importance of good CED plans • Overall improvement in the quality of life in Nunavut

For NEDA: • To be more self-reliant • To be a leader in economic development for Nunavut


7

Our Strategic Priorities The following is a list of goals, accomplishments and steps to be taken going forward with regard to our four strategic priorities in Advocacy, CED, Operations and Training.

Advocacy As an advocate for the economic development profession in Nunavut the board of directors and executive director work with partners in policy and program development for funding and economic development initiatives. Advocacy activities for 2008/2009 as laid out in the 2008-2011 business plan include the following;

• Act as a link between EDO’s and all levels of government (federal, territorial and municipal) and Inuit organizations.

• Work with EDO’s, communities and ED&T to clarify the role of the EDO within the municipal structure, their right to information, proper treatment in the workplace and understanding of their role in the communities.

• Support the EDO’s to access adequate technology to function in their positions, interact with each other and funding/supporting agencies in a timely fashion.

• Attend national conventions and conferences, not only to ensure that EDO’s and professionals in Nunavut have access to the latest information on current trends and technologies from across Canada, but to raise national awareness of the unique challenges that are faced in communities in the North.

In addition to this, NEDA works diligently to form productive and lasting partnerships with organizations to help promote economic development issues and find innovative solutions to existing challenges. Our partner organizations include but are not limited to;

• Nunavut Tunngavik Incorporated (NTI) • Community Economic Development Organizations (CEDO’s)

o Kakivak o Kivalliq Partners in Development (KPID) o Kitikmeot Economic Development Commission (KEDC) o Nunavut Community Development Organization (NCEDO)

• Government of Nunavut o Department of Economic Development & Transportation o Department of Community & Government Services (CGS) o Department of Culture, Language, Elders & Youth (CLEY) o Department of Environment (DoE)

• Government of Canada o Indian & Northern Affairs Canada (INAC) o Aboriginal Business Canada (ABC) o Industry Canada (IC) o Service Canada o The Rural Secretariat o The Department of Foreign Affairs & International Trade (DFAIT)

• Nunavut Association of Municipalities (NAM) • Nunavut Association of Municipal Administrators (NAMA) • Nunavut Arts & Crafts Association (NACA) • Municipal Training Organization (MTO) • Nunavut Tourism


8

• Nunavut Broadband Development Corporation (NBDC) • Community Futures Associations

o Baffin Business Development Corporation (BBDC) o Keewatin Business Development Centre (KBDC) o Kitikmeot Community Futures Incorporated (KCFI)

• Baffin Regional Chamber of Commerce (BRCC) • Nunavut Film • Nunavut Economic Forum (NEF) • Government of the Northwest Territories

o Department of Industry, Tourism & Investment (ITI) • Council for the Advancement of Native Development Officers (CANDO) • Economic Developers Association of Canada (EDAC)

Using the 2008-2011 business plan as a guide NEDA has been a successful advocate for economic development professionals in Nunavut.

Discussions with ED&T NEDA played a key role in opening a dialogue between communities, EDO’s and ED&T to address the lack of understanding and clarity surrounding the function of the EDO within the municipal structure. Based on the results of the 2007 Needs Assessment Survey and from listening to grievances from the development officers, the association determined that many communities in Nunavut did not fully understand the vital role an EDO plays in community development. Evident to this problem was the lack of a territorially accepted universal job description and salary scale. To raise awareness and initiate discussions, NEDA brought this issue to the attention of the delegates gathered at the Sivummut III conference in Iqaluit in February. As a result of this, ED&T informed the board of directors of their intentions to further discuss this matter and gather feedback from the EDO’s at NEDA’s Annual General Conference that same month. In addition to this discussion, NEDA used its conference to facilitate meetings between the regional offices of ED&T and the EDO’s. This provided development officers from the communities an opportunity to meet face to face with managers and representatives from their respective regional office and provide direct feedback on government programs and initiatives, as well as engage in frank discussions regarding challenges faced at the local level. Both the department and communities have deemed these meetings as vital in maintaining open communication and developing innovative solutions to identified issues.

Nunavut Economic Forum In early September of 2008, NEDA’s executive director was appointed to the Nunavut Economic Forum’s board of directors as the community representative. This provided the association with a much more active role in the NEF, allowing for broader communication between partner organizations and the development officers. Through this position, NEDA has been able to bring the EDO perspective to the table and have direct input on the 2008 Economic Outlook as well as the Investment Plan for the renewal of SINED.

Conferences In September and October of 2008, NEDA’s executive director travelled to Fredericton and Montreal to attend both the EDAC and CANDO conferences. While there he was able to network with participants and delegates, while gathering information to disseminate to NEDA’s members. While in Montreal the


9

executive director engaged in discussions with an organization that specialized in online training, focusing on the possibility of offering web based CED or similar workshops to communities in Nunavut. These negotiations unfortunately did not yield the results NEDA was anticipating and formal discussions wrapped up the following December. While in Fredericton, NEDA was able to network with a large number of delegates at the EDAC conference and gathered a large amount of information relevant to economic development. In addition to this, NEDA was appointed to the 2009 advisory committee which assisted in administering and organizing the information being offered at the 2009 EDAC Conference in Vancouver. This helped ensure that sessions offered continued to be relevant to future delegates attending from Nunavut.

Community Economic Development The Nunavut Economic Development Strategy (NEDS) recognizes and places importance on the role of Community Economic Developers. To ensure action items within the NEDS are implemented there needs to be a thorough understanding of Community Economic Development (CED) at the community level. Many communities do not have a CED plan, of those that do, many do not have an action or implementation plan, while others write a new plan every year, rather than monitor, evaluate and adjust the original. The need for a community strategy to be a living document with ongoing community consultation, including regular updates and reports on progress as well as consideration for changes due to community circumstances, challenges and opportunities is not fully understood. CED activities for 2008/2009 as listed in the 2008-2011 business plan include the following;

• Work to ensure that the standard definition, philosophy and set of guiding principles for CED that was adopted by previous Legislative Assemblies are carried over to the current assembly.

• Using trained peer groups, deliver the CED workshop series to three pilot communities in Nunavut (one in each region).

• Using feedback gathered from participants and peer groups, evaluate the effectiveness of the workshop and delivery, adjusting the project as necessary.

• Use concerted and coordinated efforts to engage communities and their local governments in focused workshops on the topic of CED in every community in Nunavut by 2012.

CED Workshop Series 2008/2009 marked the delivery of the workshop in three pilot communities in Nunavut, one in each of the three regions. For this phase of the project, NEDA had two objectives;

1. Deliver the workshop to a non-decentralized community in each region in Nunavut to help the community and council lay a solid foundation on which to build an effective CED plan.

2. To monitor and evaluate the delivery and solicit feedback from participants so that the project can be adjusted, if necessary, to be more efficient and effective.

Using financial assistance provided by the Department of Indian & Northern Affairs Canada and the Department of Economic Development & Transportation, NEDA retained the services of Kumar Saha, an Ottawa based consultant who helped develop the workshop series and is familiar with the north and the municipal structures of Nunavut. Acting as facilitator, Mr. Saha worked with the executive director and the board to organize and train peer groups who would be tasked with delivering the workshop to the three selected pilot communities of Arctic Bay, Kugaaruk and Repulse Bay. The plan, as originally outlined in the proposal, called for three peer groups comprised of an Economic Development Officer, Mayor, Senior Administrative Officer, and CED Committee Chair. The groups were to travel to the selected communities and participate in a train the trainer session facilitated by Mr. Saha and then deliver the CED workshop series to the hamlet council CED committee. On all three


10

occasions, the number of peer group members was reduced due to circumstances that were beyond the control of the facilitator or NEDA. This however, had only a minimal impact on the project as delivery of the workshop was able to proceed as scheduled. Peer group members who participated in delivery of the workshop included;

• Kumar Saha – AK Saha Consulting • Mark Morrissey – NEDA • Anna Qaunaq – EDO, Arctic Bay • Mike Bozzer – EDO, Iqaluit • Colin Saunders – EDO, Pond Inlet • Jimmie Qaapik – EDO, Grise Fiord • Abraham Kublu – Mayor, Pond Inlet • Derrick Power – SAO, Kugluktuk • David Kalluk – CED Vice Chair, Arctic Bay

Community participants included; Arctic Bay

• Andrew Taqtu – Mayor • David Kalluk – Deputy Mayor • Olayuk Naqitarvik – Councillor • Jeannie Inutiq – Councillor • Mary Ittagutaulik – Councillor • Frank May – CED Chair • Leah Kalluk – CED Committee • Ron Elliott – CED Committee • Jesse Shooyook – CED Committee

Kugaaruk

• Makabe Nartok – Mayor • Elizabeth Tegumiaq – Councillor • Angela Qavvik – Councillor • Otto Apsaktuan – Councillor • Nick Amautinuar – CED Chair • Merrill Boudreau – SAO • Tony Immingark – EDO

Repulse Bay

• Donat Milortok – Mayor • Mary Tuktudjuk – Councillor • David Tuktudjuk – Councillor • Joanna Kopak – Councillor • Steven Kopak – EDO • Simeonie Natseck – Interpreter

At the end of each session, participants were given a confidential evaluation form and asked to provide feedback on the workshop and suggestions on how to improve upon the delivery. The results were then


11

compiled by an independent third party and provided to the facilitator to include in his final report. A copy of the results was also made available to the board of directors of NEDA. The evaluation was divided into two sections, the first dealt with workshop content, design and understanding and instructor performance, the second with overall impressions of the workshops in terms of quality. The response was overwhelmingly positive as illustrated.

Participants were asked a series of questions designed to rank the workshop content on criteria such as clearly defined objectives and relevance to their community/position, as well as whether or not the material and delivery met or exceeded their expectations. The following chart illustrates their responses.

Workshop Content

SOURCE: FINAL REPORT; CED WORKSHOP SERIES. PREPARED BY AK SAHA CONSULTING INC. SUBMITTED MARCH 25, 2009.

Responses indicate that the content of the workshop is meeting expectations and is of benefit to communities and participants. NEDA’s aim is to maintain the quality of the material while ensuring it includes up to date information.

Participants were asked questions to assess the design of the workshop. Evaluations were based on the pace, allotted time and difficulty level of the workshop, as well as whether or not the activities completed during the sessions were adequate and stimulated learning. The responses are presented in the chart below.

Workshop Design

Very Poor Poor No Opinion

Good Excellent No Response

0% 1% 5%

24%

62%

8%

Workshop Content


12


Responses indicate that the design of the workshop is meeting expectations and is stimulating interest and learning on the topic of CED. The activities presented in the manual are encouraging critical thinking and self-analysis which is required to develop and review a CED plan. Additional material added to the workshop should be incorporated into the current design as to maintain the current quality.

Participants were asked questions about their understanding of the workshop to assess whether it improved their understanding of the topic, and their ability to develop and implement a CED plan. It also looked at whether or not participants felt the material was relevant to their community.

Workshop Understanding

The responses as illustrated in the chart suggest that the majority of participants felt the workshop greatly improved their level of knowledge of CED and will certainly assist in the implementation of their CED plan. Most participants felt the material was pertinent to their community. To help increase the relevance, the workshop incorporated the community’s actual CED plan (if available) and when possible used examples from the hamlet. Future workshops will continue to do this as the project moves forward.



0% 1%6%

29%

59%

6%

Workshop Design


13


Finally, participants were asked to rate the quality of instruction they received from both the peer group and the facilitator. Criteria such as knowledge of the subject, preparation, helpfulness and ability to respond to questions were used to assess the actual delivery.

Workshop Instructor


The responses indicate that participants were overwhelmingly satisfied with the way the material was presented. The use of peer groups proved to be highly effective in increasing the buy-in from participants and the community. Given this result, future deliveries of the workshop must continue to use this method.



0% 0%6%

26%

63%

5%

Workshop Understanding



0% 0% 0%

15%

82%

2%

Workshop Instructor


14

The second section of the evaluation forms dealt with participants overall impression of the workshops in terms of quality, what they benefitted from the most/least and how they felt the workshop could be improved upon. Below is the summary of their responses.



Responses such as these show that the workshop is being very well received with participants and achieving the intended outcome, 100% of respondents indicated that the workshop gave them new insight and viewpoints to CED and their community. Participants were then asked for constructive feedback on what they liked about the workshop, what they didn’t like and how they felt it could be improved upon. The responses received indicate that participants enjoyed the group work and activities, and felt that the information provided clearly demonstrated that working together and planning are important for a community. Participants felt



0%9%

5%

24%

62%

0%

Overall Quality of Workshop

No Somewhat Yes

0% 0%

100%

Has this workshop provided new insight?


15

however that there were some language and dialect barriers that needed to be addressed, and that more notice should have been given about the workshop. When asked how the workshop could be improved a number of suggestions were received. They include;

• Provide better information before the workshop • Make the course longer • Clarify workshop objectives • Have more hands-on activities • Make activities more stimulating

Based on these responses, the board of directors and Mr. Saha felt that more work needed to be put into promoting the workshop series and perhaps some community advertising could be done prior to delivery. This would help increase participation rates from the hamlet and perhaps give council and staff time to review the materials and contribute more to the workshop itself. Currently the board of directors and executive director are working with Mr. Saha and the project funders to adjust the workshop and delivery, in an effort to address the issues and concerns that were raised during the pilot deliveries and incorporate additional up to date material and information. A great deal of NEDA’s time and effort was put into organizing and delivering the CED workshop series this past year. As a result, the association feels it has somewhat neglected its goal of ensuring that the standard definition of CED adopted by previous legislative assemblies is carried over to the present assembly. The board of directors and members of NEDA feel this is an important objective and should not fall by the wayside. More attention needs to be paid to this objective and a plan put into place to ensure it is achieved.

Operations As the Nunavut Economic Developers Association grows and establishes itself as a leader in economic development in Nunavut, the board of directors and membership expect to see a significant increase in activity and projects being developed and supported by the association. This will also mean an increase in operating costs which must be addressed if the association is to continue to expand its role. NEDA provides two basic functions for its members; a resource for day to day operation and training and an advocate for economic development related issues facing communities in Nunavut. As a resource the executive director manages the day to day activities of the association, delivering the products and services noted below. Services include;

• A full time executive director as a resource, available to answer questions or provide assistance to all members

• Available space in Iqaluit for members to have a place to meet and make use of tools such as the internet while on duty travel

• Provide support to the members, keeping them current on information and materials, helping them to access training to provide them with the skills they require

• Provide support to our partner organizations listed previously in the delivery of training initiatives for EDO’s and other members

• A quarterly newsletter containing articles and information on community developments throughout Nunavut written by the members and partner organizations


16

• An interactive website featuring all informational needs and a discussion forum allowing EDO’s and members to exchange information and ideas easily

• Host an annual professional development conference for EDO’s and members to network and receive focused job-related training

Operational activities for the association as outlined by the 2008-2011 business plan include;

• Hire and retain a full time executive director and assistant to staff the NEDA office in Iqaluit • Secure $50,000 in additional core operating revenue from ED&T • Establish a reserve fund for un-budgeted or unexpected requirements using interest and

management fees generated on project and core revenues. • Reduce operating costs by taking advantage, where possible, of shared office space and services • Produce a quarterly newsletter highlighting information on community developments and

training opportunities in Nunavut • Host an annual general meeting and conference to provide EDO’s and members with

networking opportunities and job related training • Develop and maintain an interactive website featuring information on economic development

activities and a discussion forum for EDO’s and members to exchange ideas freely

Staffing In May of 2008, after an extensive search and vetting process, NEDA offered a one year contract to Mark Morrissey for the position of executive director, which he accepted. The contract contained a salary and benefits package in line with the guidelines in the policies and procedures manual. In May of 2009, Mr. Morrissey’s progress will be reviewed by the board of directors, who will decide whether to retain his services or re-advertise the position. Following Mr. Morrissey’s hiring, Ula Arnaquq returned to the organization as assistant to the executive director. NEDA was able to acquire trainee funding from Kakivak Association to help cover the costs of her employment. It is the hope of the board and membership that these two qualified employees can be retained so that the organization can begin to work diligently towards becoming a leader in economic development in Nunavut.

Funding & Expenditures Maintaining a staffed office requires a significant amount of operating capital. Since the association first established an office and hired an executive director in 2003, it has continuously proven its ability to meet basic operational costs and mandated responsibilities within a set budget. NEDA receives $100,000 annually from the Dept. of Economic Development & Transportation for core expenditures; however this falls short of our operational needs. Table 1 below illustrates the core contributions from the Government of Nunavut and the operating costs of the association for the past 6 years.

Table 1 2004 2005 2006 2007* 2008 2009 Core Funding $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 Core Expenses $107,540 $113,173 $142,766 $88,580 $149,868 $149,170

SOURCE: AUDITED FINANCIAL STATEMENTS 2004 – 2009


17

SOURCE: AUDITED FINANCIAL STATEMENTS 2004 – 2009

*Expenses in 2007 are lower due to NEDA’s executive director resigning in September of that year. Table 1 and the supplemental chart illustrate the funding gap that exists between what is provided by the Government of Nunavut and what NEDA requires to operate. To supplement income and cover the deficit in core funding, the association often collects management fees on projects it administers. Project revenue often comes from the Government of Nunavut, Indian & Northern Affairs Canada and regional CEDO’s (Kakivak, KPID, and KEDC). As a non-profit organization, NEDA also claims back a portion of the GST on eligible costs/expenses. These administrative fees however, are not sufficient to cover the costs of operations. As a result, the association has been lobbying ED&T for an increase to its core funding agreement in the amount of $50,000. This additional funding would erase NEDA’s operational deficit and allow the board and executive director to focus their efforts on the association’s mandate of enhancing the economic development profession, rather than concentrating on maintaining fiscal solvency. For example, the association this year was able to raise $46,197 in additional revenue, however project and core expenditures still exceeded revenue for this fiscal year by $12,282. This required NEDA to utilize reserve funds held in a GIC to cover the deficit. The reserve fund currently sits at $14,131, down from $26,413 in 2008. At this rate, NEDA will have to resort to debt financing by the end of the 2010 fiscal year, as all efforts to obtain additional core funding to date have been unsuccessful. Because operating expenses are approximately $150,000 NEDA must use any additional revenue obtained to help cover the deficit. If however, the association received the requested $50,000 from ED&T, any additional income can be placed into reserve and utilized for unforeseen and unbudgeted items. Reserve funds can also be used to provide EDO’s with financial support to participate in training initiatives that they would otherwise, not have an opportunity to attend. To help decrease expenditures and erase the operational deficit, NEDA has taken steps to reduce costs. In August of 2008 the association’s lease agreement with Qikitaaluk Corporation (QC) for office space was set to expire. Knowing that QC’s intentions were to not renew the agreement, NEDA began seeking an alternative location. The intentions at that time were to move into shared office space with the

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

$160,000

2004 2005 2006 2007* 2008 2009

Core Contributions & Expenditures

Core Contributions Core Expenses


18

Baffin Regional Chamber of Commerce (BRCC), Nunavut Film and Nunavut Broadband Development Corporation (NBDC), however prior to signing a lease agreement with BRCC, an offer was received from the Baffin Business Development Corporation (BBDC) for shared office space. After close examination of the two options, the board of directors chose to accept the offer from BBDC as it would increase the partnership and connections with that organization and the EDO’s, and save approximately $10,000 in rental fees. Further savings were realized by incorporating shared services with the BBDC as they cover 50% of the costs associated with employing a receptionist/assistant. Despite turning down the offer from BRCC, NEDA maintains close ties with the chamber of commerce, Nunavut Film and NBDC. The association does not let these financial difficulties get in the way of its primary goal of providing support to EDO’s and communities in Nunavut. For the fiscal year ending March 31, 2009 NEDA was able to use core funding provided by ED&T to leverage an additional $364,697 for projects and core operations aimed at benefiting communities, an increase of $55,741 from the previous year.

SOURCE: NUNAVUT ECONOMIC DEVELOPERS ASSOCIATION 2009 AUDITED FINANCIAL STATEMENTS, PREPARED BY MACKAY LANDAU CHARTERED ACCOUNTANTS

Direct benefits for communities include;

• Paying travel, accommodation and registration costs for EDO’s to attend training sessions, conferences and tradeshows in Nunavut and across Canada.

• Purchasing booth space at the Nunavut Tradeshow and providing it to communities at no cost. • Organizing and delivering training workshops for EDO’s and communities including our annual

professional development conference, and the CED workshops series. These costs have been paid for by the association when typically it has been the hamlets responsibility. Indirect benefits include such things as advocating on behalf of municipalities at national and territorial conferences that NEDA attends.

Newsletter Communication with organizations such as BRCC, other Non-Government Organizations (NGO’s), EDO’s and members is vital to encouraging the free flow of ideas between partners and stakeholders. To facilitate this communication, NEDA produces a quarterly newsletter containing articles and information

Operating Expenses, $145,715

Direct Benefits, $327,809

Indirect Benefits, $3,455


19

on community developments throughout Nunavut written by members and EDO’s. The newsletter is distributed electronically to all members and available for download from our website. Since May of 2008 however, the association has only managed to produce two newsletters. Greater attention is being paid to this very important tool and steps will be taken to ensure publications are produced and distributed on a regular basis. In addition to our own newsletter, NEDA contributes regularly to publications distributed by partner organizations such as BRCC and NACA.

Annual General Conference Communication between partners is vital in economic development. As a facilitator of informational flow, NEDA holds an annual conference and invites stakeholders and industry partners to attend and present their views and material to the EDO’s while at the same time, receiving feedback on existing programs and projects. This conference also focuses on job specific training which is selected by the membership at our annual general meeting the previous fall. In February of 2009 NEDA, with funding support from INAC, ED&T, KPID and the Rural Secretariat, held its 10th annual professional development conference in Cambridge Bay, Nunavut. For six days EDO’s and members gathered at Arctic Islands Lodge and networked with each other and with industry stakeholders in attendance. In planning the conference, the board of directors had set a goal for itself to have every community EDO in Nunavut attend. This goal was nearly achieved as twenty-one of twenty-five EDO’s made the trip. The conference began with information sessions and presentations from partners on various programs and initiatives being undertaken in Nunavut. It was an excellent opportunity for EDO’s to see what support was available to them, and what other communities and regions were doing. These included;

• A presentation from Nunavut Tourism on available programs and initiatives and how EDO’s can become more involved.

• An information session and discussion on funding programs available from NCEDO. • A presentation and discussion on ED&T’s new policy on arts and crafts and the funding programs

available to Nunavut artists. • A lengthy session on funding programs available through ED&T including the Strategic

Investments Program (SIP) and the Small Community Investment Program (SCIP). • The Dept. of Foreign Affairs and International Trade (DFAIT) also presented an information

session on their new Invest in Canada – Community Initiatives (ICCI) program. In addition to these programs, time was set aside for a round table discussion between ED&T and the Economic Development Officers on issues effecting the territory and communities. This discussion centered on the lack of understanding at the community level of the role an EDO plays in the municipal structure and in implementing and developing a CED plan. In addition to this group discussion, representatives of the regional offices of ED&T were given an opportunity to meet one on one with their respective community EDO’s and discuss regional specific issues and challenges. These discussions are mandated by the department and play a critical role in fostering communication and open dialogue. Not only do development officers get an opportunity to voice their concerns directly to the department, but they are also able to ask questions and better understand government policy that affects their community. NEDA is happy to be able to facilitate these discussions on behalf of the department and looks forward to working in partnership with ED&T to continue in this role.


20

At the end of each information session, EDO’s and participants were asked to provide their feedback by completing a confidential survey. These surveys were sealed and given to an independent third party who compiled the responses into a report that was delivered to the board of directors for review. The survey asked participants to rank the sessions based on five areas;

• Presenters knowledge of the subject • How clearly ideas and concepts were communicated • Presenters ability to hold the participants interest • How beneficial the session was to a participants position • Sufficient time provided to ask and answer questions

Results indicate that the conference was a complete success and that the information sessions offered met or exceeded the expectations of participants. The charts below illustrate the overall impressions from participants in each presentation.

SOURCE: NEDA CONFERENCE EVALUATION REPORT, PREPARED BY JENNIFER WHITE

Participants indicated that overall they enjoyed the presentation and found it both informative and relevant; however it was noted that the presenter did not hold the group’s interest as well as they could have and should have been a little more knowledgeable of Nunavut Tourisms programs.

Very Poor Poor No Opinion Good Excellent

1%

7%11%

37%

44%

Nunavut Tourism


21


Participants responded positively to the NCEDO presentation and felt the presenter did an excellent job. Improvements could have been made by including information or presentations from Kakivak Association, KPID or KEDC. The board has made note of this for future conferences.


Evaluations for this presentation were consistently high. Areas of improvement identified were the pace of the session should have been quicker and participants would have liked to have had a paper copy of the presentation so that they could follow along and make notes.


3% 2%

10%

38%

47%

NCEDO


2% 4%

12%

25%

57%

ED&T - Arts & Crafts Policy


22


Again, participants consistently provided positive responses for this session but requested that the presentation be provided on a set of handouts that is distributed.


Participants were keenly interested in this presentation as it was the first time many were made aware of the program. They felt the discussion at the end of the session were important but questioned the value of the presentation. Several respondents felt the session was over their heads and could not understand the material. Overall, the information sessions at the conference were positively received and participants expressed their satisfaction with the presentations. The board and executive director have made note of the suggestions and constructive criticisms and will use them to improve next year’s conference.


0%3%

11%

32%

54%

ED&T - SIP & SCIP


1%4%

16%

34%

45%

DFAIT - ICCI


23

Website In early 2008, NEDA’s redesigned website went live for the first time. If featured a new, cleaner look and easier navigation to find information and documents. In July of that same year the Inuktitut version was completed and added to the web. Also in July, Outcrop Nunavut, the website designers, taught the NEDA staff members how to update the website in-house, eliminating the need for the association to hire expensive developers and designers to do regular updates resulting in further cost savings. Further to this, NEDA is now in discussion with Outcrop to again add more features to the website. These include a members only section which will incorporate a discussion forum, allowing EDO’s and members to network with one another, post information, ask questions and receive answers on topics that are effecting their community. This added membership benefit will increase the free flow of ideas and knowledge between partners and EDO’s. In addition to the discussion forum, the association is also adding a community profiles section, which will allow EDO’s to develop an electronic community profile which can be accessed and updated regularly as needed. It will list such information as population, demographics, employment and education levels, economic indicators, land use planning and infrastructure. As the profile is updated, it will be posted to NEDA’s website and made available by request to potential investors and businesses interested in investing in local communities. This type of setup will allow the association to keep track of who is showing interest in investing in a particular community and in what area. This information can then be sent to the EDO so that follow-up inquiries can be made with investors. This technology will help support communities as they develop and implement their CED plans, it will also assist in attracting investors interested in financing new and existing local businesses. As these tools become available, NEDA will be offering in-depth training to the EDO’s and members on how to best utilize them. It is expected both sites will go live by the end of 2009.

2006/2007 Audit Issues In September of 2008, ED&T notified NEDA that in the process of closing the 2006/2007 files, they discovered problems with the way the association’s annual audit was stated. From their interpretation it appeared that core expenditures were under-spent by approximately $30,000, if this was the case, than that amount was repayable to the department as unused contributions. After a lengthy review and discussions with the auditor, the board of directors agreed that the statements were not an accurate representation of expenditures, however they strongly disagreed with the amount that ED&T was requesting be repaid. To resolve this issue to the satisfaction of both the department and NEDA, the audit was restated to more accurately reflect activities for that year. A copy of the restated financial statements was forwarded to ED&T for review and subsequently approved. The new audit showed core expenditures were under-spent by $11,420 and that this amount was repayable. Both the department and the board of directors agreed on this and the unused contributions were repaid on May 20th, 2009.

Training Although NEDA has a professional development focus, it is not a training organization. It does however, support the training activities offered by other organizations and partners that benefit the members. Organizations and initiatives such as;

• Municipal Training Organization (MTO) o Delivers the Municipal Government Training Program CEDO certificate, a Nunavut Arctic

College program approved by CANDO.


24

• Council for the Advancement of Native Development Officers (CANDO) o Aboriginal Technician Certification Program can be achieved by completing the

Management Studies program at Nunavut Arctic College. • Economic Developers Association of Canada (EDAC)

o Partners with the University of Waterloo to offer a university level certificate in economic development. Participants complete two, weeklong courses and submit two written assignments.

• NEDA’s Annual Professional Development Conference o Training sessions offered to target educational gaps as identified by members and

EDO’s. Activities outlined in the 2008-2011 Business Plan include;

• Partner with MTO to redesign CEDO certificate program to be more job specific and challenging to EDO’s. Care must be taken to ensure changes made to the program do not effect credits received towards CANDO certification

• Work with EDO’s and communities to ensure ALL development officers in Nunavut receive proper training and certification through EDAC and/or CANDO or another recognized institution or agency

• Ensure EDO’s and members are made aware of training opportunities • Work with our members to determine areas of particular interest for training at our annual

professional development conference • Establish a reserve fund to provide financial assistance to EDO’s in co-operation with available

funding for specific training needs • Work with national training bodies to bring educational courses to the North and ensure they

contain material and information that is relevant to Nunavut

Municipal Training Organization In July of 2009, NEDA’s executive director began discussions with the new director of MTO. The aim of these discussions was to open a dialogue between the two organizations and rebuild a formal partnership that had been neglected in the past. MTO appears to be receptive to working with NEDA on improving the CEDO certificate and has invited the association to sit on the technical advisory committee which reviews the program and its content. The board of directors is optimistic that this new relationship can produce beneficial results in a very short time. NEDA has concerns however, regarding the EDO training funds identified in the Government of Nunavut’s Main Estimates. Of the $150,000 earmarked for training, $100,000 is provided to MTO to administer the CEDO certificate program mentioned above. In the past six years this program has only graduated 4 individuals, of which, only 3 are still working as development officers in the communities. NEDA’s board of directors feels that these funds are not being utilized to their full potential and should be reviewed by the government. As an organization mandated to support EDO training, the board feels there is a strong argument to have these funds administered by NEDA to support the training initiatives of organizations such as MTO, EDAC and CANDO.

EDAC - Inuvik In January of 2009 the executive director began discussions with representatives from the Government of the Northwest Territories (GNWT) – Dept. of Industry, Tourism & Investment in an effort to have Year 1 of the University of Waterloo’s Economic Development Program offered in the north. The aim of this project was to ensure economic development professionals from both NWT and Nunavut had access to


25

the training offered and that the program incorporated examples and content that was relevant to northern specific issues. As discussions progressed, it was determined that the Aurora College campus in Inuvik would be the best location and the course would be offered in July. Following the discussions, a joint application was submitted to the Dept. of Foreign Affairs and International Trade Canada for funding to cover cost associated with brining the course to Inuvik. This application was approved in February. Subsequent proposals to ED&T, Kakivak Association, KPID and KEDC for funding to cover EDO travel and accommodation costs were completed and submitted to those organizations for the new fiscal year. Once confirmation was received from the University that the course would be offered, the board of directors began soliciting expressions of interest from EDO’s and members to fill the limited number of seats available to Nunavut participants.

Annual Professional Development Conference February 21 – 26, 2009 marked NEDA’s 10th annual professional development conference. With financial support from the Government of Nunavut, INAC, KPID and the Rural Secretariat the EDO’s and members gathered together in Cambridge Bay for workshops that focused on analyzing business plans and proposals from the point of view of a funding provider. In organizing the conference, the association solicited proposals from organizations and agencies interested in facilitating training sessions. These proposals were reviewed by the board of directors to ensure quality before being presented to the membership at the annual general meeting for selection. At the 2008 meeting, the membership voted unanimously to accept a proposal from BBDC to deliver training sessions on business plan analysis and business counselling. The conference itself was broken up into six, half day sessions on the following topics;

• Community investment business plans • Priority setting and organization • Counselling excellence • Financial analysis of business plans • SWOT analysis & the four C’s of credit analysis • Risk management

The community investment business plan session was a partnership between ED&T and NEDA to deliver specialized training to the EDO’s on the role of a community profile in attracting foreign direct investment to a community. In preparation for this session, NEDA’s executive director as well as two board members travelled to Ottawa and attended an investment attraction course facilitated by the Dept. of Foreign Affairs and International Trade Canada. Using the information and materials gathered at this course, the CED Workshop Series and Socio-Economic Assessment and Monitoring materials as well as the Business Retention and Expansion, and Investment Attraction materials presented at the 2008 Annual Conference NEDA was able to develop and deliver a workshop on community preparedness and investment attraction. All other sessions were delivered by Bob Long and Valerie Kosmenko, Manager and Assistant Manager for Baffin Business Development Corporation in Iqaluit, a leading community futures association in Nunavut. In this role, both Bob and Val have had extensive experience in financial analysis of business plans and proposals, as well as years of experience counselling small business owners and entrepreneurs. Using their combined experience and Val’s formal training in education; they worked


26

with NEDA’s executive director to develop a series of workshops that utilized role playing, interactive lectures, case studies, group and individual work to deliver at the conference. To evaluate the effectiveness of the training and trainers, NEDA collected feedback from participants using a confidential survey which invited constructive criticism and honest opinions. The results of this survey were then analyzed by a third party, independent of NEDA and BBDC and presented to the board of directors for review. The responses were compiled to provide an overall assessment of the session. The survey asked participants to rank the sessions based on five areas;

• Presenters knowledge of the subject • How clearly ideas and concepts were communicated • Presenters ability to hold the participants interest • How beneficial the session was to a participants position • Sufficient time provided to ask and answer questions

The results are provided below.


The presentation on community investment attraction and preparedness was unique in that it is the first time that many of the EDO’s have been exposed to training related to foreign direct investment. The board of directors was eager to see the results of this session to determine whether or not it had achieved the desired outcome. As an association, NEDA is pleased to see that the session was indeed well received and based on the comments and feedback received; further training in this area should be considered for future conferences.


1%5%

13%

23%

58%

Community Investment Plans


27



Both sessions on priority setting and organization and the financial analysis of business plans were well received based on the comments provided by participants. EDO’s and members were particularly interested in learning how to conduct a proper financial analysis on business plans and proposals. Several responses requested that further training be provided on evaluating cash flow, income statements and balance sheets. Many participants felt a refresher course on how to use Microsoft Excel would also be beneficial.


0% 0%6%

30%

64%

Priority Setting & Organization


0% 1% 1%

23%

75%

Financial Analysis of Business Plans


28



Results from these sessions showed a great deal of interest in the business counselling training and many felt that it was a key component of their job. A great deal of respondents suggested further sessions be offered in business counselling along with practise exercises to be developed and made available on the NEDA website.


0% 3% 5%

26%

66%

Counselling Excellence


0% 1%10%

25%

64%

Risk Management


29


Participants indicated that the session on SWOT and credit analysis was quite interesting and provided some much needed insight on how to look at the “bigger picture” when evaluating a business plan or proposal. Overall the training sessions were very well received by participants and the board has made note of several recommendations on how to improve the delivery and training. Some suggestions such as providing printed copies of materials prior to the workshop are easily implemented and can be incorporated for the next conference. Others, such as the requests to develop further training sessions and practise exercises will take some time to put together before being made available to the membership. The board however feels that requests such as these while sometimes difficult and time consuming to properly respond to, should not be ignored.

Our Next Steps As is evident, the association has accomplished a great deal this past year. However there remains much work to be done. To be a leader in economic development, NEDA must continue to work towards achieving the goals set out in its business plan. The board has defined nine objectives for the association as it moves forward into 2010. They are;

1. Ensure that discussions that began this year between ED&T, communities and EDO’s regarding the role of an EDO within the municipal structure continue, with the ultimate goal of establishing a base job description and salary scale that is accepted by both government and the hamlets. Recognizing that there may be additional skills required specific to some community’s economic activity.

This will not be an easy task, and will not be accomplished overnight. However the association feels this is a major impediment to attracting and retaining qualified development officers in Nunavut communities. At the conclusion of the AGM in September, NEDA’s president will draft a letter to the Minister of Economic Development & Transportation outlining the association’s position. The executive director will then follow-up with department officials, working to establish a set of measurable goals and


0% 0%5%

27%

68%

SWOT & Credit Analysis


30

priorities for EDO’s that will form the basis of a job description. Beginning in January of 2010, NEDA’s executive director will research development officer salaries across southern Canada and the territories to establish the basis of a universal salary scale. This research will include a confidential assessment of Nunavut EDO’s to determine current salary, education and experience levels. Progress will be reported to the board of directors on a monthly basis, with a full update provided to the membership at the next Annual General Meeting in 2010.

2. Continue to act as a link between EDO’s and industry stakeholders to facilitate the transfer of knowledge and ideas between people and organizations.

Over the next number of years, NEDA will be striving to establish itself as a leader in economic development in Nunavut. To do this, the association must be an active participant in all aspects of development and ensure that members and partners are kept up to date on new technology and innovations in the field. The first step to accomplishing this is to develop and cultivate a broad membership base with representation from all levels of government, industry, community and other organizations. As a result, NEDA’s board of directors is determined to increase membership by 10% by the end of the 2009/2010 fiscal year, with further increases as the association moves forward.

3. Work with the Government of Nunavut through ED&T to ensure that the definition of community economic development accepted by previous legislative assemblies is carried over to the present assembly.

To fully understand CED and the impact it will have on Nunavummiut, it must first be clearly defined and the definition accepted by stakeholders and partners. Previous legislative assemblies, with NEDA’s support, had adopted such a definition. However as the GN moved forward, the definition was forgotten. At the conclusion of the 2009 AGM, NEDA’s president will draft a letter to the Minister of Economic Development & Transportation advocating that the new assembly recognize the importance of CED and accept the definition as presented below. Definition: CED is a community-based approach to planning and developing that combines economic, social, cultural and environmental priorities and goals. It is social and economic development in a community, for the community, by the community. To ensure full participation of community members in development, CED focuses on identifying and building on local resources, on access to development opportunities, and on community capacity building. Principles: CED in Nunavut is based on the Inuit connection to the land and principles of;

• Respect for Inuit Qaujimajatuqangit and modern knowledge • Sharing – having “enough” • Community participation and ownership • Building on strengths and assets that already exist • Meeting social goals through business and economic means • Simplicity and plain language • Collaboration, good relationships and partnerships • People working in association to use their individual abilities for the benefit of the community


31

Philosophy: CED is social and economic development aimed at benefiting the community as a whole. It is flexible and adaptable to various community situations and stages of readiness and results in improved quality of life and enhanced sustainability. This will help lay the framework for future activities in economic development and provide clear direction for organizations working in the field. It will also help renew commitments to the Nunavut Economic Development Strategy which identifies the vital role CED plays in communities. NEDA’s executive director will follow-up with departmental representatives to ensure that the definition is presented to the legislature and accepted by the members. Progress will be reported back to the membership at the 2010 annual general meeting.

4. Using feedback gathered from CED workshop delivery in pilot communities; adjust the workshop to be more effective and efficient. Then employ a coordinated and sustained effort to work with partner organizations and engage municipal governments to deliver the CED Workshop Series to every community in Nunavut by 2012.

By the end of September 2009, NEDA’s executive director will have completed a comprehensive work plan for the ongoing roll-out of the CED Workshop Series. It will incorporate constructive feedback and suggestions gathered during the pilot deliveries to increase the effectiveness and efficiency of the project. This work plan will be presented to the association’s board of directors for review. Once approved, the executive director will then be tasked with organizing the peer groups and facilitator, and scheduling the community deliveries. An update on the workshop delivery will be distributed to the membership via newsletter following the board’s approval.

5. Continue to lobby the Government of Nunavut for an increase to core funding.

In order for NEDA to grow as an organization, additional funding must be located to overcome projected deficits. While administrative fees collected on project revenues are helping, they are not a long term solution. Prior to the AGM in September, NEDA’s president will draft a letter to the Minister of ED&T requesting an increase to our core contribution. The letter will highlight current and projected operational needs, and emphasize the fact that while NEDA struggles to bring in money, similar non-government organizations in the territory receive higher amounts of funding. Supporting documentation such as a copy of the annual report should be included in the material. After the AGM, the executive director will follow-up with department officials to further NEDA’s case.

6. Work with officials from ED&T to initiate a review of the CEDO training funds identified in the GN’s Main Estimates and advocate for a larger share to be administered by NEDA, so that EDO’s receive the maximum benefit from this resource.

In a letter to the department, NEDA’s president will emphasize the association’s opinion that the CEDO training budget is not being utilized to its full potential. As an organization mandated to provide training opportunities for EDO’s, the letter will request that a larger portion of the fund be allocated to NEDA to administer and support initiatives such as MTO, CANDO and EDAC. This letter will be drafted and submitted to the department prior to their budgetary meetings in early September. In addition to this, the association will also re-establish formal linkages with the MTO who currently administer the majority of the training dollars identified. NEDA’s executive director will work with MTO to restructure the current CEDO certificate course to include more job specific and challenging material.


32

This will help improve the course and attract more participants, ensuring that money put into this program is well spent and not wasted.

7. Establish formal relationships with economic development professionals in NWT and YT with the goal of organizing a series of pan-territorial conferences and training seminars.

Using the contacts the association made while participating in the EDAC course in Inuvik, the executive director will work with identified partners to establish a committee which will be tasked with developing and organizing a series of economic development conferences beginning in 2010. These conferences will utilize available funding from the federal government for pan-territorial projects and bring together professionals from all three territories. NEDA’s executive director will spearhead the initiative and have a committee in place for January 2010.

8. Work with partners and all levels of government to ensure community EDO’s receive proper

training and certification. As the new territorial government completes a self-assessment, the association believes that changes are in store for communities and EDO’s. How these changes will affect NEDA and its membership cannot be predicted, however we can take steps to prepare for the transition. The best way to ensure EDO’s are prepared for any changes is to ensure they are well trained and certified to do their jobs. Following the AGM in September the association will undertake an assessment of the current educational level of development officers in the territory and work with partners to fill in any gaps identified. This review should be completed by the end of the fiscal year and a comprehensive training plan completed before the 2010 AGM.

9. Working with the membership and ED&T, develop a series of measurable results for the association that demonstrates its ability to set goals and accomplish tasks.

As previously mentioned, the association believes that changes in how the territorial government supports the EDO position are coming. NEDA believes that ED&T will begin to request that communities and organizations produce a set of objectives and results that can be measured and analyzed so that funding provided is best utilized. In an effort to be proactive, the association will work with EDO’s and communities to help them establish such a set of goals. The board of directors however knows that NEDA is not immune to these changes and must also establish its own criteria for results that can be measured and reviewed. After the AGM in September, the executive director and board of directors will begin working with partners and members to develop a series of goals and objectives. These will follow the SMART principle. Specific – focus on a specific task or objective and not be too broad in nature. Measurable – can be compared against a set of baseline data or measured to determine progress. Achievable – are not impossible or unattainable. Realistic – are relevant to the associations mandate and benefit members. Timely – are given a set timeline to be completed or have specific deadlines for progress reports. This will be completed by the end of the fiscal year and distributed to all members for review and feedback.


33

Conclusion The Nunavut Economic Developers Association has, by all accounts, enjoyed a very successful year. Revenue and project spending are up, and the crisis that appeared to be developing in staffing has been resolved. New partnerships have been created and old ones have been strengthened. NEDA has been fortunate in being able to access funds from the Dept. of Economic Development and Transportation, Indian and Northern Affairs Canada, Dept. of Foreign Affairs and International Trade Canada, the Rural Secretariat, Kakivak Association and Kivalliq Partners in Development. Through these programs the association has been able to enhance its services and undertake numerous successful projects which have provided a great deal of benefits to our membership and to communities across Nunavut. Since 1999, NEDA has been a strong advocate for the economic development position in Nunavut, ensuring that development officers have access to the tools and training they need to do their jobs to the best of their abilities. We have worked tirelessly to ensure their vital role in the Nunavut Economic Development Strategy has been recognized and understood. But there is still much to be done. Despite the many challenges NEDA has faced over the past year, the association does not spend its time pointing fingers of blame, rather it has chosen to work with partners and stakeholders to find innovative solutions that benefit everyone. As the territory makes its way through uncertain economic times, NEDA believes that the community EDO’s will be called upon more than ever to help guide the economy to a more prosperous future. We must be ready for this challenge and ensure that everyone is working together and understands their role. NEDA itself is poised to come through this period as a stronger organization, one that has proven itself to be a true leader in economic development. Through hard work and determination, the association will continue this growth into the future, ensuring a higher quality of life for all Nunavummiut based on strong, locally based and diverse community economies. Respectfully Submitted, Mark Morrissey, Executive Director


34

Audited Financial Statements


35


36


37


38


39


40


41


42


43


44

Appendix A – Teleconference & Election Procedures

• All questions and comments must go through the chair to avoid missing what is said on the phone.

Teleconference Procedures

• Please identify yourself when speaking so that participants know who is asking a question or commenting.

• Voting/Discussion are done by polling each NEDA member by region. • For each motion a mover and seconder are required. Discussion of the motion will follow. Once

discussion is complete, the vote will be conducted as outlined previously.

The chairperson will call for nominations from the floor for each position one at a time. Nominations received in writing prior to the meeting will be accepted once all nominations from the floor have been received. Please note that regional representatives can only be nominated by EDO’s from that region.

Board of Directors Election Procedures

To be accepted as a candidate for election, an individual must be nominated and the nomination seconded by two individuals from their respective regions. In the case Member Representative, they must be nominated and the nomination seconded by two individuals from the Individual Membership category. All nominations will be verified for acceptance. After receiving a nomination and second, the candidate will be given an opportunity to accept or decline the nomination. If the nomination is accepted, that candidate will be eligible for election. The election will be conducted via fax the business day immediately following the AGM. Ballots must be signed and dated by the voter to be accepted. Ballots must be received at the NEDA office by fax no later than 5:00 PM local time. The following positions are up for re-election;

• North Baffin Representative • South Baffin Representative • Individual Associate Member Representative


45

Appendix B – Resolutions Nunavut Economic Developers Association Resolution #: 093009-06R WHEREAS, section 6 i) of the association’s current bylaws states “Directors and other officers shall be paid traveling and living allowances at the federal government approved rates to compensate them for expenses incurred by them in the conduct of their duties, and such other remuneration as is established by the members at the annual general meeting.” AND WHEREAS, the association will only reimburse directors for expenses actually incurred while in conduct of their duties. AND WHEREAS, the association’s board of directors is elected by the membership to represent the association’s interests and freely volunteer their time. THEREFORE BE IT RESOLVED THAT, to clarify the intent of section 6 i) it be reworded as follows; “Directors shall serve as such without remuneration and no director shall directly or indirectly receive any profit from occupying the position of director, providing that directors may be reimbursed for reasonable expenses actually incurred in the conduct of their duties.” Effective Date: September 30, 2009. Moved by: Seconded by:


46

Appendix C – List of Motions Motion #: 093009-01 Motion to approve agenda for September 30, 2009 AGM

Motion:

093009-02 Motion to approve September 30, 2008 AGM minutes 093009-03 Motion to approve Presidents Report as presented 093009-04 Motion to approve 2008-2009 audited financial statements 093009-05 Motion to appoint Mackay Landau Chartered Accountants as auditors for 2009-

2010 fiscal year 093009-06R Resolution to clarify section 6 i) of NEDA’s bylaws 093009-07 Motion to approve selected training program for professional development

conference


47

Appendix D – 2008 AGM Minutes September 30, 2008 Attendance: Luke Suluk, Eloise Campbell, David Kattegatsiak, Steven Kopak, Vivienne Aknavigak, Trina Sallerina, Billy Palluq, Carroll Macintyre, Ruben Maktar, Jimmie Qaapik, Harry Alookie, Colin Saunders, Cheri Kemp-Long, Jeff Rush, Valerie Kosmenko, Elisapee Salomonie, Mark Morrissey, Ula Arnaquq, Qiatsuq Qiatsuq, Philip Manik, Steven Hannah.

Quorum: with 20 members.

1. Called to order: Meeting was called to order at: 3:14 PM EST, 2:14 PM CST, 1:14 PM MST.

2. Teleconference procedures read by Mark Morrissey

3. Approval of agenda: Agenda item number 10, NEDA Budget & Work plan will be tabled until after a new board and executive have been elected. Motion to approve Agenda as amended made by: Cheri Kemp-Long Seconded by: Vivenne Carried 083008-01

4. Approval of last annual general meeting minutes with amendments noted: Motion to approve last meeting minutes made by: Cheri Kemp-Long Seconded by: Carroll Carried 083008-02

5. Presidents Report read by Jimmie Qaapik Motion to approve Presidents Report as presented made by: Cheri Kemp-Long Seconded by: Vivienne Carried 083008-03

6. Secretary Treasurer Report given by Cheri Kemp-Long A) Review of 2007-2008 audited financial statements

Motion to accept the Secretary Treasurers audit report as presented Made by: Cheri Kemp-Long Seconded by Carroll Carried 083008-04

Questions/Comments

Steve Hannah informed the membership that the current audit as presented could change depending on the outcome of the 2006/2007 audit review.

B) Update on 2008-2009 financial statements information item.

Cheri began her update by explaining to the membership that ED&T has brought to the board’s attention issues they have with the way our 2006/2007 audit was stated. From their review it appears that money will need to be repaid to the department. One amount that


48

has been suggested is $30,000. If the auditor after his review of the document agrees with this figure, the repayment will be drawn from our reserves which would reduce them to $0. Once the report from the auditor is complete the board will notify the membership to update them on the status.

7. Appointed for Mackay Landau Chartered Accountants for 2008-2009 fiscal year

Motion to use Mackay Landeau Chatered Accountants made by: Cheri Kimp-Long Seconded by: Qiatsuq Carried 083008-05 Questions/Comments Harry Alookie: Are there any Inuit firms capableof doing the audit? Cheri: Victor Tootoo possibly may be able to do it, we will investigate that option. Steve: As NEDA is a public body the selection of an auditor must be open to all organizations, will have to go to tender process. Mackay Landau meets NNI standards.

8. Executive Directors Report Motion to accept the Executive Directors Report as ammended made by: Cheri Kemp-Long Seconded by: Carroll Carried 083008-06

9. Annual general conference training seminar discussion Vivienne: Accommodations need to be made soon. Cheri: Those will be made, but we are looking for agreement. Tony: Will we be having the training before or after the Kitikmeot Tradeshow? Cheri: Before, we would make arrangements for each person wishing to attend. It is a logistical nightmare, but it will be done. Trina: EDOs only or will SAOs be taking these courses? Cheri: only EDO, members and speakers. Qiatsuq: I just wanted to comment on the topics, it will help EDOs.The last annual general conference in Cambridge Bay NEDA chartered a flight will that cost less? Cheri: Charter was less in that case, we will take that into consideration when making arrangements. Motion to accept proposal of training topics from BBDC made by: Cheri Kemp-Long Seconded by: Vivienne Carried 083008-07

10. Update on CED project given by Mark Morrisey

The CED projects will be delivered to non decentralized communities. So far we have looked into starting in Arctic Bay, Kugaaruk, and Repulse Bay. Other communities will be looked into for this year. The groups consist of Jimmie Qaapik, Mike Bozzer, and Colin Sanders as the EDOs. Derek Power, Bryan, David Kattegatsiak, Nick Amautinuar, Paul Quassa, Abraham Kublu, Jim Little, and Kumar Saha as NEDAs private consultant.


49

Questions/Comments Luke: Are NAM and NEDA collaborating on the CED plan? Mark: we are talking to NAM, they are looking for a new CEO. To minimize visits to the communities we will go as one group and co-ordinate with each other. Luke: Will you guys be coming to Arviat? Mark: We are going to go to every community, we hope to go to at least 12 this year, if not we will continue in the following year. Cheri explained that groups will consist of 4 members and will be coming to the communities to deliver the workshop. Not everyone will be a peer group member; it will be cross sections of Nunavut communities (EDO, SAO, Mayor, CED Committee). The intent will be to deliver to every community. Funding has been sought for the pilot deliveries, and more will be sought out for the rest. This is a workshop to help leaders understand the development process; communities will develop their own plan. Billy: I like the idea of ED&T reps training the hamlet council. Steve: ED&T is happy to do this just call them up. Billy: This will help council stay on top of CED plans and help me in my position. Jimmie: Info for Billy and EDO’s. Here in Grise Fiord we held a Government training workshop, for council, NGOs, and CED committee. It was a good workshop to train everyone on their roles. This could be one way for the CED committees to get training. Will probably need funding from SIP. Tony: Kugaaruk Hamlet council elections will be in December, will this affect the delivery? Cheri: This will have no bearing on the elections, current leaders and potential leaders need to show up to the meeting so that everyone can be trained. We will invite current council and potential council and community leaders. Qiatsuq: We should give at least a months’ notice to increase attendance.

11. New Business

A) Board Structure We are looking into having the board structure adjusted to There are 2 different options to adjust the board members of NEDA: Option #1: 1 EDO from each region, 1 from CANDO, 1 from EDAC, 1 Ex Officio from ED&T, and 1 individual membership at large. Option #2: 1 from Kivallq, 1 from Kitikmeot, 1 from South Baffin, 1 from North Baffin, 1 from CANDO, 1 Ex Officio from ED&T, and 1 member at large. NEDA members were polled to determine which option would be appropriate. Option 2 was selected by 12 of the 15 eligible voting members. Motion to accept option 2 as the new board structure made by: Cheri Kemp-Long Seconded by: Anna Qaunaq Option #2 wins by majority vote (12-3) Carried 083008-8


50

Questions/Comments Vivienne: Current by-law, wording change from sustainable development to ED&T. Qiatsuq: proposed structure is more balanced, I like it. Cheri summarized for Philip Manik who just joined us from break.

12. Election of Board of Directors

Election procedures were read to the board so that everyone would have an understanding of how directors were elected. The following positions were up for re-election; Kitikmeot Representative Kivalliq Representative South Baffin Representative Individual Member Representative Jimmie called for nominations from the floor for the position of Kitikmeot Representative. Tony Immingark nominated Vivienne Aknavigak for the position of Kitikmeot Representative. Trina Sallerina seconded the nomination. Vivienne accepted the nomination. Vivienne Aknavigak nominated Tony Immingark for the position of Kitikmeot Representative. Trina Sallerina seconded the nomination. Tony accepted the nomination. Jimmie closed nominations from the floor for the position of Kitikmeot Representative. There were no nominations submitted prior to the AGM for the position. An election for Kitikmeot Representative was scheduled for October 1, 2008. Jimmie called for nominations from the floor for the position of Kivalliq Representative. Luke Suluk nominated Steven Kopak for the position of Kivalliq Representative. Eloise Campbell seconded the nomination. Steven Kopak accepted the nomination. Steven Kopak nominated David Kattegatsiak for the position of Kivalliq Representative. Eloise Campbell seconded the nomination. David Kattegatsiak declined the nomination.


51

Jimmie Qaapik closed nominations from the floor for the position of Kivalliq Representative. There were no nominations submitted prior to the AGM for the position. Steven Kopak was acclaimed as the Kivalliq Representative. Jimmie called for nominations from the floor for the position of South Baffin Representative. Harry Alookie nominated Qiatsuq Qiatsuq for the position of South Baffin Representative. As Harry and Qiatsuq were the only South Baffin EDO’s present at the AGM, there was no one able to second the nomination. Qiatsuq indicated that he would not be able to accept the nomination regardless, as he was not yet the permanent EDO for Cape Dorset. Jimmie and Cheri explained to the membership that the South Baffin position could be filled by appointment at a later board meeting if an interested candidate could be found, as per NEDA’s bylaws. It was suggested that Mark speak to Mike Bozzer and Simeonie Akpalialuk to see if either would be interested in sitting on the board of directors. Jimmie closed the nominations from the floor for the position of South Baffin Representative. There were no nominations submitted prior to the AGM for the position. The position would be filled by appointment at the next board meeting. Jimmie called for nominations from the floor for the position of Individual Membership Representative. There were not enough Individual members present to nominate and second a candidate and no nominations were submitted prior to the AGM. Jimmie closed the nominations from the floor for the position of Individual Membership Representative. The position would be filled by appointment at the next board meeting. Jimmie closed the elections and offered his congratulations to Vivienne, Tony and Steven. Questions/Comments: Philip asked if NEDA had received any nominations via fax as he had sent one in. Mark responded that he had received the nomination but it was for Jimmie Qaapik, who still had 1 year left on his term and did not require a nomination. Tony asked if nominations could be accepted over the phone. Cheri responded that nominations could be accepted over the phone during the AGM as was the case. Jimmie inquired about signatures and asked if they would be required from the nominees. Cheri said no, as this was a public forum and the official minutes would reflect the nominee’s acceptance of the nomination.


52

It was announced to the membership that voting would be conducted on October 1st, 2009 for the position of Kitikmeot Representative. As per NEDA’s bylaws, only members from the Kitikmeot Region would be eligible to vote. Mark would be sending out the ballots immediately following the meeting. Ballots were to be completed and faxed back to the NEDA office no later than 5:00 PM Mountain Time on October 1st.

13. Next Meeting: Next AGM scheduled for September 2009

14. Adjournment: Motion to adjourn AGM made by: Vivienne Aknavigak


53

Appendix E – EDO Job Description

Documents

Nunavut Economic Developers Association Annual Report.… · 2009 . Annual Report . ... The following is a list of goals, accomplishments and steps to be taken going forward with