Separation of politics, business vital in partnership success

The key to financial success for partnership is the separation of politics and business and adherence to strict legal guidelines for hiring and promoting staff, said Chief Roland Twinn of the Sawridge First Nation.
Twinn addressed members of the Circle for Aboriginal Relations on Jan. 27 and spoke about an alternative model of corporate governance that benefits First Nations working together.

Twinn detailed the history, structure, operations and future direction of Lesser Slave Lake Management Services Ltd. After five years of operation, LSLMSL has achieved a milestone and will begin to return profit to its shareholders.

The organizational chart Twinn presented reflects a complex structure with five area First Nations forming equal partners in a limited partnership: Driftpile Cree First Nation, Kapawe’no First Nation, Sawridge First Nation, Sucker Creek First Nation and Swan River First Nation.

Each First Nation nominates one non-political, business-oriented director to be appointed by the sole shareholder, Lesser Slave Lake Indian Regional Council. In this hierarchical structure, beneath the directors is a management team that forms the general/operating partnership to oversee five business entities: limited companies, client asset management, operational divisions, direct services, and regional economic partnership coordination.

Elected officials are bare trustees “who let the managers manage and don’t undermine their authority,” said Twinn.
Core operations of LSLMSL are utility vegetation control, utility right of way construction and project management. Instrumental to the success of LSLMSL is its wholly owned company, Brown and Son Power Line Right of Way Consulting Ltd which provides expertise in a number of areas: project management, patrolling and consenting, field superintendent, environmental reports, materials management and safety training and is comprised of 7-11 certified consultants in Utility Tree Trimmer, Utility Tree Workers, a professional forester and a safety specialist. These professionals have given legitimacy to the company.

The most significant factor lending to the success of the model, said Twinn, is strategic relationship building with industry for long term employment and training. Other factors include clarity of vision, setting long range goals, keeping an eye on the business plan, creative financing, clear communication lines and definition of responsibilities. The model focuses on the expertise of qualified personnel, team building and employee retention, along with strategic use of government training programs.

Overall the success of LSLMSL has been measured by its contributions to the local economy through training and employment. Its program has graduated 23 UTT and UTW workers, and it has a strong revenue-generating industry relationship with ATCO Electric. The Pembina Pipeline project has increased revenues by 200 per cent, hiring 56 people, 47 of whom are First Nations. In addition, 12 First Nation entrepreneurs participated in the pipeline project, and LSLMSL also facilitated the hiring of Aboriginal workers for Willbrospipeline and OJ pipeline.
With this governance and management structure, LSLMSL has built strong relationships with industry through successful completion of major projects. Future expansion opportunities follow a natural progression and include power line installation and pipeline construction.