Battlefords Agency Tribal Chiefs and City of

REQUEST FOR PROPOSAL #1-01-2019

CONSULTING SERVICES FOR DEVELOPMENT OF AN

AGREEMENT TO PROMOTE JOINT REGIONAL ECONOMIC DEVELOPMENT

Proposals are to be submitted to:

Via Mail: Attention: Kathy Kissick, Chief Financial Officer Battlefords Agency Tribal Chiefs 1011 103rd Street North Battleford, SK S9A 14K3

Date of RFP release: Friday, January 11th, 2019

Deadline for submissions: Friday, February 1st, 2019 at 4:30pmCST

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Table of Contents Introduction ...... 3

Background ...... 3

Purpose of the Consultancy ...... 4

Scope of Work ...... 4

Project Manager ...... 4

Overview ...... 5

Background Documents ...... 5

Contents of Agreement ...... 6

Deliverables ...... 6

Evaluation Criteria ...... 7

Consultant Inquiries ...... 8

Closing Time, Date and Location for Proposals ...... 9

Late Submissions ...... 9

Submissions in English ...... 9

Copies of Submission ...... 9

Grounds for Disqualification of Submission ...... 9

Litigation ...... 9

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Introduction

Background In 2016, Battlefords Agency Tribal Chiefs (BATC) and City of North Battleford (CoNB) were selected to participate in the First Nation – Municipal Community Economic Development Initiative (CEDI). For BATC and CoNB, the purpose of entering into a community -to-community relationship was to enhance inter- governmental relations, and to improve the capacity of elected officials and staff to carry out joint long- term community economic development in the spirit of lasting partnership and collaboration.

As the first Tribal Council to participate in CEDI, BATC has taught the City of North Battleford and the CEDI team many lessons, namely around tribal council governance and jurisdiction. Over the years, this Working Group showed a high level of commitment to find a mutually agreeable joint initiative; they collaborated on the Joint Indigenous Employment Strategy (JIES) and are currently looking to co-develop a Regional Economic Development Agreement.

In November 2016, BATC and City of North Battleford co-hosted the CEDI Workshop 1: Validation and Needs Assessment that included activities to establish a baseline of current relationships, to learn about each other’s histories and current economic development priorities, and to discuss possible areas of joint economic development initiatives.

Following CEDI Workshop 1, the CEDI Working Group accomplished the following, together: • Band Council and Municipal Council Resolutions committing to CEDI until 2019; • Ongoing CEDI Working Group meetings (monthly).

In March 2017, they co-hosted CEDI Workshop 2: Relationship Building and Joint Planning, which in order to increase the cultural understanding, included a facilitated Blanket Exercise. Workshop attendees also participated in a joint visioning exercise, discussed the potential of a Friendship Accord, shared on governance structures and learned about TLE developments from guest presenter, Brad Michaels, Federation of Sovereign Indigenous Nations.

Following CEDI Workshop 2, the CEDI Working Group accomplished the following, together: • Identified four themes for their joint work: building relationships, employment, renewable/green energy and lively downtown and urban reserve development; • Drafted Working Group Terms of Reference (TOR), which have been formalized through BATC and City of North Battleford council resolutions.

In October 2017, Mayor, Chiefs, Council members and senior staff from both Battlefords Agency Tribal Chiefs and City of North Battleford, as well as community leaders representing the Chamber of Commerce and North West College met over two-days for CEDI Workshop 3: Relationship Planning and Joint Employment Planning. They met to: celebrate and deepen their relationship; to gather insight and perspectives from BATC and City of North Battleford leadership to draft criteria for a Memorandum of Understanding; to gain greater clarity on the jurisdiction, governance structure and responsibilities of BATC and City of North Battleford; and, to begin to develop a work plan to design a ‘Joint Indigenous Employment Strategy’ that captures the vision and commitment to regional Indigenous employment that is inclusive and representative

Following CEDI Workshop 3, the CEDI Working Group accomplished the following, together:

3 • Drafted a Memorandum of Understanding (MOU) for their joint work on the Joint Indigenous Employment Strategy and passed through their respective Councils; • Formalized the Joint Indigenous Employment Strategy (JIES); • Completed JIES Phase 1 – Work Experience Initiative: create 8 six-week work experience positions for BATC labour force at the City of North Battleford (April – May 2018); • Offered the 8 from JIES Phase 1, opportunity to participate in Phase 2 – Representative Seasonal Hiring: City of North Battleford seasonal employment opportunities (May – September 2018); • Received 2018 Affinity Credit Union Economic Partnership Award and Economic Development Association/ Saskatchewan Economic Development Network Conference in .

Purpose of the Consultancy The purpose of this consultancy is to work directly with BATC and CoNB elected officials and staff to co-develop a joint Regional Economic Development Agreement (Agreement) that outlines why and how they will jointly “agree to promote economic development for the region, together”. The Agreement should address: - TLE land availability and discussions with BATC member First Nations - Advocacy for regional and inclusive tourism opportunities (working with Destination Battlefords) - Indigenous labour force and employment opportunities - Collaborative First Nation procurement opportunities - Advocacy for local and regional economic development - Engage media to highlight stories of successful collaboration and partnership

Scope of Work The successful Consultant will: - Review BATC – CoNB CEDI Partnership Background Documents (to be shared with successful Consultant) - Develop a detailed workplan for Consultant - Conduct design sessions with elected officials and staff from BATC and CoNB in order to co-design the Agreement - Develop a draft Agreement and ensure all parties are satisfied with the contents of the Agreement before finalizing - Finalize Regional Economic Development Agreement, based on BATC and CoNB feedback - Co-design a signing event for the parties (date TBD) and develop workplan for implementing signing of Agreement - Identify a media plan for promoting the signing of the Agreement

Contract may be extended, or option for additional work based on findings, performance and available funding.

Project Manager While the Agreement is to the benefit of both BATC and CoNB, the Project Manager for this consultancy is: Kathy Kissick, Chief Financial Officer, BATC.

4 The contract will be signed between the Consultant and Battlefords Agency Tribal Chiefs.

Overview Background Documents Additional Background Documents will be provided to the successful Consultant.

1. BATC – City of North Battleford Partnership Overview

BATC is a Tribal Council that was formed in the spring of 2007 with the original First Nations of Ahtahkakoop Nation, , , , and Stoney Knoll First Nation signing the Convention Act. First Nation joined in 2009 and Mosquito Grizzly Bear’s Lean Man First Nation in 2014.

Historically, BATC was created to facilitate advisory services to the areas of housing (community planning), economic development, band governance (development of policies and procedures), financial management, justice, and sports and recreation. Social development, employment and training, industry relation, and investments have been added to the list of services to date.

North Battleford is a city in west- central Saskatchewan, founded as a village on March 21, 1906, and qualifying for city status in 1913. The City of North Battleford has a population of 13,888 according to the 2011 Statistics Canada census, however; the City recognizes that North Battleford is part of a much larger region. Although it is challenging to define what the Battleford’s Region is, the North Battleford Census Agglomeration (which includes the City of North Battleford, Town of Battleford and the RM of Battle River) has a population of 19,000 people, making it Saskatchewan`s fourth largest metropolitan area. Statistics Canada indicates that 22% or approximately 3,200 residents of the census agglomeration are of Aboriginal origin. It is also estimated that there are 13,000 Aboriginal residents within 100 kilometres of North Battleford.

The Aboriginal population in the Region is large. As a population, it represents a sizable market. Numerous studies have identified the economic gap that exists between the Aboriginal and non-Aboriginal population in Saskatchewan. The key to removing that gap is education and employment. There have been innovative approaches within the community that address education and training challenges that exist among the Aboriginal population, such as high school and post-secondary schools providing programming for First Nation students that incorporate culture, support systems and career guidance.

While innovation and determination in the community have garnered successes, it is recognized that a greater level of engagement and partnership is required, as this is determined to be the largest economic opportunity for the region.

2. City of North Battleford Strategic Plan (2017 – 2021) (see attached) 3. BATC Fundamentals Management Map (see attached)

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Contents of Agreement The Regional Economic Development Agreement will include following components, but is not limited to: vision statement, principles, areas of collaboration and opportunity, recommendations.

Deliverables 1. Detailed workplan for Consultant delivered for approval by the CEDI Working Group by st (March 1 , 2019) 2. Host first workshop with BATC and CoNB elected officials and staff to develop draft th Agreement to be held by (March 15 , 2019) 3. Draft Regional Economic Development Agreement to be circulated to CEDI Working th Group by (April 5 , 2019) 4. Host second workshop to review feedback, revise and finalize the Agreement and to th co-design signing event by (April 19 , 2019) rd 5. Final Agreement to be submitted to CEDI Working Group by (May 3 , 2019) 6. Workplan, including media plan for Agreement signing event to be submitted to CEDI Working Group by (May 3rd, 2019)

Payment Schedule - Payment of Consultant will be agreed to according to level of effort established; 50% of payment to Consultant will be made upon receipt of 50% of deliverables.

- Final 50% of payment will be made upon successful completion of deliverables and final approval from CEDI Working Group.

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Evaluation Criteria An Evaluation Committee will review and evaluate each proposal based on the criteria and scoring listed below:

MAX. EVALUATION CRITERIA SCORE

30 1. Previous relevant experience, qualifications and availability of the Consultant; ability to complete the deliverables; ability to conform to the evaluation criteria

15 2. The extent to which the proposal demonstrates an understanding of the scope of the work required to complete the project; clarity/presentation of proposal

10 3. Demonstrated knowledge in the area of First Nation – municipal relations, economic development and joint planning

Value-added or innovative techniques proposed 5 4.. Sub-Total (criteria other than cost) 60

For a proposal to proceed any further in the evaluation process, it must have achieved a minimum of 70% of the sub-total points available without cost being a

consideration.

Example: 60 x 70% = 42%

At 42 points, the evaluation will continue.

40 5. Proposed costs 100 Total Available Points

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Consultant Inquiries

Communications concerning this Request for Proposal are to be in writing and directed to the project manager:

Name: Kathy Kissick

Title: Chief Financial Officer

Organization: Battlefords Agency Tribal Chiefs

Address: Battlefords Agency Tribal Chiefs rd 1011 103 Street North Battleford SK S9A 1K3

E-mail: [email protected]

Inquiries must not be directed to other BATC employees or Elected Officials. Directing inquiries to other than those designated may result in your bid being rejected. The deadline for questions/inquiries will be Friday, February 1st, 2019 at 4:30pmCST

All clarification requests are to be sent in writing to the individual mentioned above and are to reference the RFP number. No clarification requests will be accepted by telephone. Responses to clarification requests will be provided to all interested parties.

Any and all changes to the Request for Proposal will be issued by Kathy Kissick (or designate) in the form of a written addendum.

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Closing Time, Date and Location for Proposals

Consideration will be given to your proposal if received in the BATC office not later than the date and time shown on the cover page.

The lowest cost proposal will not necessarily be accepted, and the BATC office reserves the right to reject any and all proposals and/or re-issue the RFP in its original or revised form.

Email, facsimile or telephone proposals will not be accepted.

Late Submissions Submissions received after the deadline will not be considered. BATC will assume no responsibility for submissions that do not arrive in the Project Manager’s office by the specified closing date and time. Late submissions will be returned unopened to the Consultant.

Submissions in English All submissions are to be in English.

Copies of Submission Each submission should include two copies.

Grounds for Disqualification of Submission BATC will disqualify or deem submissions non-compliant for the following reasons, unless otherwise noted in this document:

• Failure to submit documents in accordance with the closing date and time on the cover page or any subsequent addenda. • Failure to comply with any of the mandatory requirements.

Litigation No bid shall be accepted from any Contractor, its principals, directors or any officer of that firm, or another related person (as determined by the Project Manager, in his or her sole and unreviewable discretion), with whom BATC is engaged in unresolved litigation.

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FUNDAMENTALS MANAGEMENT MAP

VISION MISSION VALUES A leading First Nation organization assisting, enhancing and promoting success for its BATC is is dedicated to sound governance that creates FOUNDATIONS membership based on the spirit and intent of the treaties. opportunities for its members. B - Balance A - Accountabllity T - Transparent C - Cultural

OUTCOME Effective governance and oversight Mutual respect among members and institutions A knowledgeable, skilled, engaged workforce Client self sustainability GOALS

Advocacy and remove Continual improvement through engaged employees, Partner on policy and service-delivery Improve BATC's performance through accountability, continual learning and barriers to success. best business practices and data-driven decision. decisions. effective management. STRATEGIES CORE PROCESSES OPERATING PROCESSES SUPPORTING PROCESSES

VALUE STREAM LEVERAGING MANAGING MANAGING MANAGING FISCAL MANAGING WORKFORCE PROVIDING PLANNING

POLICIES ENVIRONMENT RISK DEVELOPMENT SERVICES TECHNOLOGY PERFORMANCE

1. Creating and 1. Forecasting 1. Identifying, assessing 1. Recruiting, retaining 1. Identifying 1. Evaluating shared 1. Maintaining business plans 1. Gathering, managing updating policies revenues analysing and implementing and succession planning client needs technology 2. Forecasting client/stakeholder analyzing, and reporting 2. Consulting and 2. Budgeting a strategy to address risk 2. Managing employee 2. Designing 2. Designing and demand for services data coaching for 3. Accounting 2. Integrating risk relations solution options validating solutions 3. Managing entity Initiative 2. Implementing "quarterly' SUB PROCESSES compliance 4. Managing Payroll information into making 3. Classifying and 3. Producing for business portfolio Target Reviews 3. Sunsetting policies 5. Cashlow Manage- informed decisions compensating employees solutions 3. Sourcing solutions 4. Maintaining business 3. Auditing Performance 4. Procedures ment 3. Projecting BATC's assets 4. Coaching, orientating, 4. Delivery 4. Incxreasing Architecture 4. Improving Processes 4. Managing risk events training, mentoring solution business value 5. Launching new shared services 5. Consulting and coaching staff 5. Monitoring/ 5. Enabling business 6. Leading opportunities

for compliance 5. Engaging employee Managing outcomes operation via feedback and technology suggestions

PROCESS *Policies include * Forecast accuracy * Emergency Management * Successful recruitment * Deliver on * Lifecycle replacement * Initiatives milestones * Internal audit recommen- MEASURES implementation * Quarterly operating Response Plan * Capacity development budget schedule is met completed on time dation responses goals/objectives budget is within * Security & Zero Tolerance *Employees accurately *Rework * Growth in use * Initiatives within budget * "flagged' outcome *Policies assign projected resources Plan classed and compensated * Client satisfaction in standard *Variance of demand forecast measures in corrective accountability *Comparison of actual * General Assessment * Training objectives met * Timely delivery environments against actual action *Policies are expenditures Score *Decreased turnover * Systems are up * "flagged" process measures understandable *Variance reporting *Directors Reporting and available in corrective action *Policies reviewed * Clean Audit opinion Template * Security firewalls * Quarterly Target Reviews regularly are up and available conducted on time

PROCESS Ali Tatar Kathy Kissick Ali Tatar/Neil Sasakamoose Ali Tatar Ed/Kerry/Lee Viv Whitecalf/Directors Directors Directors

OWNER Member Client Employee Effective Cost Per On Time Partner Organizational Perception Satisfaction Engagement Policy Transaction Delivery Engagement Health OUTCOME

MEASURES % of BATC members % of clients and stake- Numerical rating on a % of policies achieving % achievement of lower % of on-time Numerical rating on the - Composite rating that have a positive holders ranking the scale(1 - 100) for stated policy goals/ cost per service than deliverables based 100 to +100 point scale of Sub-measures view of Tribal Council quality of services as employee engagement objectives benchmarks on agreed upon for advocacy score

based on survey exceeding delivery date