Chiefs of Ontario Restructuring Project Final Report

CHIEFS OF ONTARIO - RESTRUCTURING PROJECT FINAL REPORT
CHIEFS OF ONTARIO
RESTRUCTURING PROJECT FINAL REPORT
JENNY K.A. RESTOULE-MALLOZZI, BARRISTER & SOLICITOR
JUNE 2018
TABLE OF CONTENTS
EXECUTIVE SUMMARY………………………………………………………………………………….….3
PURPOSE AND MANDATE…………………………………………………………………………….……6
METHODOLOGY…………………………………………………………………………………….………9
RESPONSES AND DIRECTION…………………………………………………………………….………15
FINDINGS AND RECOMMENDATIONS……………………………………………………………………..47
ACKNOWLEDGEMENTS….………………………………………………………………………….…….60
APPENDICES……………………………………………………………………………………….……..61
A. SUMMARIES OF CHIEFS OF ONTARIO’S CONSTITUTING DOCUMENTS……………………..….62
B. CHIEFS OF ONTARIO’S HISTORY OF STRUCTURING AND RESTRUCTURING…………………..78
C. RESOLUTION 04/18: RESTRUCTURING THE CORPORATE BOARD OF THE CHIEFS OF

ONTARIO…………………………………………………………………………………..……..90
D. RESOLUTION 07/18: CHIEFS OF ONTARIO CALL TO BOARD OF DIRECTORS……………........92
E. EMAIL TO ONTARIO FIRST NATIONS LEADERSHIP TO PARTICIPATE IN THE RESTRUCTURING

PROJECT SURVEY…………………………………………………………………………….....93
F. CHIEFS OF ONTARIO RESTRUCTURING PROJECT SURVEY (2018)……………………………96
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EXECUTIVE SUMMARY
BACKGROUND
In response to the direction of the Chiefs in Assembly, the Chiefs of Ontario contracted an
independent consultant to conduct a Review of the Mandate and Effectiveness of the Chiefs of
Ontario and Political Confederacy Structure (the “Restructuring Project”).
The fundamental aspect and principles under review in the Restructuring Project was the
relationships between the Chiefs in Assembly, Political Confederacy, Chiefs of Ontario
Corporate Board, the Ontario Regional Chief, and the Chiefs of Ontario Secretariat.
The Restructuring Project was conducted through the framework of deconstructing our current
reality, modernizing the current structures, recalibrating policy coordination and advocacy, and
Nationhood.
RESEARCH METHODS
The Restructuring Project was conducted through a combination of analyzing the Chiefs of
Ontario’s constituting documents and past restructuring reviews, presenting at the Special
Chiefs Assembly and at the Provincial Territorial Organizations Assemblies, attending
engagement sessions with the Grandmothers and Knowledge Keepers, conducting telephone
interviews, receiving email responses, and administering an online survey.
SUMMARY OF KEY FINDINGS
The key findings based on the feedback and direction provided by the participants in the
Restructuring Project include:
• The Chiefs of Ontario was created as a coordinating body.
• The Chiefs of Ontario should only be responsible for advocacy and not be involved in
decision-making or governance.
• There is a lack of awareness and understanding about the Chiefs of Ontario draft Charter,
the Ontario Regional Chief’s Terms of Reference, the Political Confederacy’s draft Terms of
Reference and Rules of Procedure, the First Nations Women’s Caucus Terms of Reference,
and the Ontario First Nations Young Peoples Council Terms of Reference.
• The majority of participants supported having a Mission Statement, Charter, and Terms of
References for the Chiefs of Ontario and its respective entities.
• Half of participants supported restructuring the Chiefs of Ontario Corporate Board, but there
was no agreement on how it should be restructured.
• The ex officio Director position for the Ontario Regional Chief is contrary to the governing
legislation.
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• Participants have limited understanding about the roles and accountability of the Political
Confederacy.
• There is limited understanding about the roles and accountability of the First Nations
Women’s Caucus.
• There is uncertainty about how the Ontario First Nations Young Peoples Council is
accountable and to whom.
• Some participants supported moving towards a Nation model to restructure the Chiefs of
Ontario.
• There was wide support to changing the process to Assembly agendas and resolutions.
The Assemblies need to be structured on priority areas and to allow for meaningful dialogue
and discussion.
• The spiritual and cultural components must be brought into the work of the Chiefs of Ontario.
• Protocols and the responsibilities of men and women must be respected.
• Governance and administrative changes are required within the Chiefs of Ontario office in
relation to financial matters, the personnel policy, and management.
• Further discussion on restructuring the Chiefs of Ontario is required.
SUMMARY OF RECOMMENDATIONS
The recommendations are based on the findings from the feedback and direction received from
the participants in the Restructuring Project. The key recommendations include:
• The roles and responsibilities of the Chiefs of Ontario must be clearly defined and respected.
• The Chiefs of Ontario draft Charter must be reconstituted and finalized for adoption by the
Chiefs in Assembly.
• The Chiefs in Assembly require further engagement about how to restructure the Chiefs of
Ontario’s Corporate Board.
• The Chiefs of Ontario’s By-Law No. 1 must be amended to remove the Ontario Regional
Chief as an ex officio Director as it is not permitted under the legislation.
• The Ontario Regional Chief’s Terms of Reference must be revised and adopted by the
Chiefs in Assembly.
• The Political Confederacy’s draft Terms of Reference and Rules of Procedure must be
reconstituted and finalized for adoption by the Chiefs in Assemblies.
• The Chiefs in Assembly should engage in further discussion about the Political Confederacy
and its purpose and structure.
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• Proper protocol must be followed at Assemblies.
• The Chiefs must participate in developing Assembly agendas and resolutions.
• Information regarding the Charter, Terms of References, resolutions, and the Chiefs of
Ontario structure should be made available publicly.
• The Chiefs in Assembly require information about attendance and participation at meetings
by the Board of Directors, the Political Confederacy, and by Chiefs at the Assembly.
• An education campaign and an orientation package about the Chiefs of Ontario and its
various components is required as there is substantial lack of knowledge about its purpose,
structure, and operations.
• The Chiefs of Ontario should consider updating its governance and administrative
procedures in such areas as finance and personnel policies.
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PURPOSE AND MANDATE
REQUEST FOR BIDS
In June 2017, the Chiefs of Ontario issued a Request For Proposals: Reviewing of the Mandate
and Effectiveness of the Chiefs of Ontario and Political Confederacy Structure. Jenny Restoule-
Mallozzi was successfully awarded the Request For Proposals to conduct the Restructuring
Project.
BACKGROUND OF THE PROJECT
Throughout the years, the Chiefs of Ontario have conducted a number of restructuring reviews
that were mandated to explore ways that the Chiefs of Ontario should be restructured to fulfill
and clarify its roles and responsibilities. These past restructuring reviews have failed to be fully
implemented.
In 2016, the Chiefs in Assembly again identified the need to clarify the roles and responsibilities
of the Chiefs of Ontario, specifically focusing on the Ontario Regional Chief, the Political
Confederacy, and the Chiefs of Ontario Secretariat. It was decided that there was a need to
look at the scope of the Chiefs of Ontario, to reinstate proper Constitutions and Charters, and to
determine terms of references.
PURPOSE OF THE PROJECT
The Restructuring Project was completed to review the mandate and effectiveness of the Chiefs
of Ontario and the Political Confederacy in relation to the representation and coordination as the
regional body in Ontario, including traditional governance systems, Nationhood models, and
reporting to the Chiefs in Assembly.
The fundamental aspects and principles reviewed were the relationships between the Chiefs in
Assembly, Political Confederacy, Chiefs of Ontario Corporate Board, Ontario Regional Chief,
and the Chiefs of Ontario Secretariat. Changes in communication, coordination, and clarity in
the roles and responsibilities of each entity is required.
PROJECT FRAMEWORK
The Restructuring Project was conducted through a framework comprising of:
• Deconstructing our current reality, which includes changing fundamentally how change is
approached; and focusing on systems, processes, evaluations, and accountability.
• Modernizing the current structures with a commitment to:

• Unity to ensure collective representation of issues of all First Nations in Ontario. The
Chiefs of Ontario will not infringe on any current bilateral negotiations and
arrangements that a community may have in place.
• Equity to advocate for police services funding, facilities, and equipment that matches
what is available to non-First Nation police services.
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• Community to ensure that the service is culturally responsive to the people that it
serves.
• Recalibrating policy coordination and advocacy in the areas of communication; being First
Nation focused by engaging First Nation Leadership in Political Confederacy portfolios;
regional coordination; process changes for All Ontario Chiefs Assemblies, Special Chiefs
Assemblies, and the Political Confederacy; representation and roles and responsibilities for
the Political Confederacy, Elders, Women, and Youth; and resolutions and mandate.
• Nationhood in the commitment to advocate and build upon existing work on Nationhood and
supporting First Nations in engaging a Nation-to-Nation level in First Nation processes and
with Federal and Provincial governments.
PROJECT ELEMENTS
The Restructuring Project included the following key elements:
• Executive Strategic Planning for the Ontario Regional Chief and the Chief Operating Officer
which includes a structural review of the political, including inputs and outputs for information
flow and feedback between communities and the organizations and a list of new innovative
coordination tools.
• Review of past and current restructuring plans and a framework of the operations.
• Full review of the COO Corporate Board and provide recommendations for realignment of the
Board.
• Conduct Engagement Sessions with a group of Elders, Women’s Caucus and Ontario First
Nations Young Peoples Council.
• Conduct Engagement Sessions with the Chiefs of the Ontario First Nations, COO Corporate
Board, and others.
• Facilitate Chiefs discussion at the Special Chiefs Assembly in April 2018.
• Conference/convention planning for review and decision making by the Chiefs in Assembly.
PROJECT DELIVERABLES
The Restructuring Project deliverables included:
• Preliminary Report on the Chiefs of Ontario Restructuring Project (the “Preliminary Report”).
• Options Paper on Restructuring the Chiefs of Ontario Corporate Board (the “Options Paper”).
• Presenting the Preliminary Report and Options Paper to the Chiefs in Assembly at the
Special Chiefs Assembly in April 2018.
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• Chiefs of Ontario Restructuring Report on the April 2018 Special Chiefs Assembly.
• Chiefs of Ontario Restructuring Project Final Report (the “Final Report”).
• Presenting the Final Report to the Chiefs in Assembly at the All Ontario Chiefs Conference
in June 2018.
PROJECT SUPPORT AND DIRECTION
The Consultant received support from a Senior Technical Committee comprised of the Chief
Operating Officers and Executive Directors from the Provincial Territorial Organizations and
representative from the Independent First Nations and the Chief Operating Officer from the
Chiefs of Ontario.
The original Contract for Services stated that a political Chiefs Committee on
Restructuring/Finance would also oversee the progress of the work and provide guidance,
however the Chiefs of Ontario did not put the Consultant in contact with this committee if one
exists.
A group of Elders was to provide guidance throughout the course of the Restructuring Project.
The Consultant conducted two engagement sessions with the Grandmothers and Knowledge
Keepers, but the Chiefs of Ontario did not put the Consultant in further contact with them during
the Restructuring Project.
The Consultant worked directly with the Chief Operating Officer from the Chiefs of Ontario and
the Chair of the Senior Technical Committee. Instructions and reporting were through the Chief
Operating Officer from the Chiefs of Ontario.
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METHODOLOGY
The Restructuring Project was conducted through a combination of analyzing the Chiefs of
Ontario’s constituting documents and past restructuring reviews, presenting at the Special
Chiefs Assembly and at the Provincial Territorial Organizations Assemblies, attending
engagement sessions with the Grandmothers and Knowledge Keepers, conducting telephone
interviews, receiving email responses, and administering an online survey.
CONSTITUTING DOCUMENTS
The Chiefs of Ontario’s constituting documents that were reviewed within the Restructuring
Project include:
• Government of Canada, Federal Corporation Information, Indian Associations Co-ordinating

Committee of Ontario Inc.
• Certificate of Continuance, Canada Not-for-profit Corporations Act, Indian Associations Co-

ordinating Committee of Ontario Inc., dated April 30, 2015.
• Indian Associations Co-ordinating Committee of Ontario, By-Law No. 1, as amended by the

Directors on November 25, 2013 and the Members on November 25, 2013.
• Ontario Confederacy of Nations Charter, undated.
• Draft #1: Chiefs of Ontario Charter, undated.
• 2012 Draft #2: New Chiefs of Ontario Charter, dated February 1, 2006.
• Chiefs of Ontario, Draft Chiefs of Ontario 2006 Charter Task Force Video Meeting,
November 23, 2012.
• Ontario Regional Chief: Terms of Reference, Thunder Bay, Ontario, May 30, 1984.
• Draft Political Confederacy: Terms of Reference and Rules of Procedure, dated November 3,
2008.
• First Nations Women’s Caucus: Terms of Reference, undated.
• Ontario First Nations Young Peoples Council: Sustaining the Future of Our Nations, undated.
These constituting documents have been summarized by the Consultant and are set out at
Appendix ‘A’. These summaries were also included in the Preliminary Report that was
presented at the Special Chiefs Assembly in April 2018.
PREVIOUS RESTRUCTURING REVIEWS
The Restructuring Project reviewed the past restructuring reports and resolutions, including:
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• Draft Strategic Plan of Action for the Chiefs of Ontario Office, by the Kewayosh Community
Development Consultants, dated August 15, 1998.
• Final Report of the Structural Review Committee, Chiefs of Ontario, dated February 2001.
• Chiefs of Ontario, Resolution 02/01: Implementation of the Structural Review Committee

Report, Special Chiefs Assembly, February 19-22, 2001.
• Chiefs of Ontario, Resolution 05/46: Restructuring of the Chiefs of Ontario Office, 31st
Annual All Ontario Chiefs Conference, June 14-16, 2005.
• Chiefs of Ontario, Resolution No. 09/41: Review of the Mandate and Effectiveness of the
Political Confederacy (PC) Structure, Ontario Special Chiefs Assembly, December 1-2-3,
2009.
• Chiefs of Ontario Structural Review 2010: A Position of Strength – Preliminary Report, by

Mary Jamieson, Native Management Services, dated September 30, 2010.
• Chiefs of Ontario, Structural Review: Elements of Change, power point presentation,

December 15, 2010.
• Update for COO Structural Review Advisory Committee, by Mary Jamieson, dated March 4,
2011.
• Draft Final Report – Chiefs of Ontario Structural Review, by Mary Jamieson, Native
Management Services, dated Revised March 24, 2011.
The Consultant also reviewed the following documents that highlight the history of the Chiefs of
Ontario and its various attempts to restructure throughout the years:
• Chiefs of Ontario, Reviewing Chiefs of Ontario Structure and Roles Backgrounder, August
2016.
• Memorandum – Chiefs of Ontario Restructuring Planning, to the Political Confederacy from

Al Dokis, dated September 9, 2016.
• UOI-COO Chiefs of Ontario Restructuring Meeting Minutes, dated September 9, 2016.
• Various emails, memorandums, and reports regarding the Political Confederacy Retreat
conducted on October 27-29, 2016.
• Chiefs of Ontario Political Confederacy Restructuring, November 2016.
• Chiefs of Ontario, Chiefs of Ontario Political Confederacy Restructuring, power point

presentation, Special Chiefs Assembly, November 21-24, 2016.
• Chiefs of Ontario, Chiefs of Ontario Political Confederacy Restructuring, power point

presentation, Special Chiefs in Assembly, November 20-23, 2017.
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A chronology of the history of the Chiefs of Ontario’s structure and summaries of the previous
restructuring reviews undertaken are set out at Appendix ‘B’. This was also included in the
Preliminary Report that was presented at the Special Chiefs Assembly in April 2018.
SPECIAL CHIEFS ASSEMBLY
At the April 18-19, 2018 Special Chiefs Assembly, the Consultant presented a preliminary report
on the Restructuring Project and received direction from the Chiefs in Assembly regarding the
project and matters concerning the Chiefs of Ontario Corporate Board.
The Consultant’s first presentation titled ‘Chiefs of Ontario Restructuring Project: Purpose,
Mandate & Challenges’ outlined the purpose, framework, and structure of the Restructuring
Project; the delays and challenges encountered within the Restructuring Project; and the steps
taken to resolve the delays and challenges. This presentation was based on the larger
Preliminary Report which extensively detailed the matters noted above and included a timeline
of the history of structuring and restructuring the Chiefs of Ontario, summarized the previous
restructuring reviews and reports conducted for the Chiefs of Ontario, explained the documents
reviewed that set out the mandates and terms of references for the Chiefs of Ontario and its
respective entities, and provided a list of participants that the Consultant had engaged with.
Following the presentation, the Chiefs in Assembly raised a number of questions and issues
regarding the Restructuring Project that were addressed by the Ontario Regional Chief in an in-
camera session.
The second presentation by the Consultant titled ‘Chiefs of Ontario Restructuring Project:
Corporate Board Issues and Options,’ summarized the information produced in the
accompanying Options Paper. The Options Paper highlighted the responsibilities of the Chiefs
of Ontario Corporate Board to fulfill their legal responsibilities to meet, the negative impacts that
have occurred due to their failure to meet, and examined possible options available within the
corporate bylaws and legislation to restructure the Chiefs of Ontario Corporate Board to address
this matter. The four options that were presented on how to restructure the Chiefs of Ontario’s
Corporate Board to the Chiefs in Assembly included maintaining the status quo; removing the
Directors; appointing a managing director or a committee of directors; and amending the
corporate structure. The Chiefs in Assembly examined the four options but did not come to an
agreement on which option to pursue to restructure the Chiefs of Ontario’s Corporate Board.
Some Chiefs expressed support for the fourth option of amending the corporate structure,
others stated that the options must include our traditional ways and Nations, while others stated
that they did not support any of the four options presented.
The Chiefs in Assembly passed Resolution 04/18: Restructuring the Corporate Board of the
Chiefs of Ontario (Appendix ‘C’) that accepted the Options Paper on Restructuring the Chiefs of
Ontario Corporate Board for initial consideration; directed the Chiefs of Ontario to continue
community consultations to produce further options and to present an interim report at the June
2018 All Ontario Chiefs Conference that implements an action plan; and to extend the mandate
to include a phased in approach and a proposed implementation plan. Resolution 07/18: Chiefs
of Ontario Call to Board of Directors (Appendix ‘D’) was also passed directing the Board of
Directors to fulfill their fiduciary duties by meeting immediately and regularly in preparation to
report to the June 2018 All Ontario Chiefs Assembly on the activities of the Board, and to
immediately notify the Ontario First Nations Chiefs if they are not willing or able to do so.
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The Consultant identified the next steps in the Restructuring Project and the timeline to
complete the work. The Consultant explained that an online survey would be used to obtain the
opinions and feedback from the First Nations in Ontario, Elders, First Nations Women’s Caucus,
Ontario First Nations Young Peoples Council, the Chiefs of Ontario Corporate Board, and others.
The Consultant also advised that she would welcome invitations to attend meetings or
Assemblies of the First Nations in Ontario where time and resources permitted to seek their
opinions and feedback on the Restructuring Project. She reported that the information obtained
through the survey and meetings would be incorporated into the Final Report that the
Consultant would present at the June 2018 All Ontario Chiefs Conference.
The Chiefs in Assembly provided direction to the Chiefs of Ontario that the Restructuring Project
must be a phased in approach with short-term and long-term steps, it must incorporate
traditional and customary practices and Nationhood, consultation must be far reaching,
restructuring needs to reflect how the Chiefs of Ontario currently works and its purpose as a
coordinating body, and relationships must be the focus. The Chiefs in Assembly expressed
their commitment to working with the Chiefs of Ontario in the Restructuring Project.
PRESENTATIONS AT ASSEMBLIES
The Consultant requested permission to attend and present on the Restructuring Project at the
respective Assemblies of the four Provincial Territorial Organizations, which was granted.
The Consultant attended the Nishnawbe Aski Nation Chiefs Spring Assembly in Timmins on
May 10, 2018. Due to timing issues within the Assembly, the Consultant did not get to present
on the Restructuring Project that day as scheduled. The Consultant contacted the Chief
Administrative Officer the next day by email and requested that his office send a reminder to
their member First Nations to participate in the online survey.
On May 17, 2018 the Consultant attended the Grand Council Treaty #3 Chiefs Assembly in
Obashkaandagaang First Nation. As requested by the Grand Council Treaty #3, the
presentation centred on the roles and responsibilities of an ex officio Director of a Corporate
Board. The information presented about an ex officio Director is shared within the Responses
and Direction section of this Final Report.
On June 7, 2018 the Consultant attended the Anishinabek Nation’s Grand Council Assembly in
Fort William First Nation and presented an update on the activities undertaken in the
Restructuring Project and an analysis of the preliminary findings from the online survey and
engagement sessions.
The Consultant attended the Association of Iroquois and Allied Indians 49th Annual General
Assembly in Oneida Nation of the Thames on June 11, 2018. The Consultant presented an
update on the activities undertaken in the Restructuring Project and an analysis of the
preliminary findings from the engagement sessions and online survey.
ENGAGEMENT SESSIONS
An engagement session was conducted on February 20, 2018 in London with nine
Grandmothers and Knowledge Keepers, facilitated by the Chiefs of Ontario.
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On March 1, 2018 a second engagement session was conducted in Toronto with six
Grandmothers and Knowledge Keepers and two representatives of the Ontario First Nations
Young Peoples Council.
The feedback received from these two engagement sessions are produced in the Responses
and Direction section of this Final Report.
SURVEY
An online survey (Appendix ‘F’) was developed as the central component to engage with the
First Nations in Ontario and obtain their direction and feedback on the Restructuring Project.
The survey was conducted online through SurveyMonkey and was open from April 23, 2018 to
May 31, 2018.
The survey content was specifically focused on the Chiefs of Ontario Mission Statement and
Charter; the structure and composition of the Corporate Board; the Ontario Regional Chief’s role,
responsibilities, accountability and Terms of Reference; the Political Confederacy’s roles,
responsibilities, accountability, composition, and draft Terms of Reference and Rules of
Procedure; the roles, responsibilities and accountability of the Chiefs of Ontario Secretariat,
Chiefs in Assembly, and the Elders; the First Nations Women’s Caucus’ roles, responsibilities,
accountability, and Terms of Reference; the Ontario First Nations Young Peoples Council’s
roles, responsibilities, accountability, and Terms of Reference; and the process for resolutions,
assemblies, and decision-making at Chiefs of Ontario assemblies. Both open-ended questions
and questions that could be answered yes/no/not sure were utilized in the survey, as well as the
opportunity for participants to provide comments on the questions posed.
The Senior Technical Committee had the opportunity to provide comments on the survey before
it was sent out to participants.
The email survey invitation (Appendix ‘E’) from the Consultant to participants explained the
objectives of the Restructuring Project, the Special Chiefs Assembly discussion, the purpose of
the survey, and included background documents to assist participants in completing the survey.
The email invitation to participate in the survey was sent on April 30, 2018 to all First Nation
leadership in Ontario, Grand Chiefs, Deputy Grand Chiefs, the Political Confederacy, Political
Confederacy Assistants, Executive Directors of the Provincial Territorial Organizations, Tribal
Councils, and Chiefs of Ontario staff. Reminder emails were sent to all invited participants on
May 2, 8, 16, 23, and 30.
The email invitation was sent to participants through the Chiefs of Ontario’s office as they held
the contact information for invited participants, but only the Consultant received the survey
responses. The Consultant also directly emailed the Chief Operating Officers and Executive
Directors of the Provincial Territorial Organizations requesting that they share the survey link
with their respective member First Nations. The Consultant also spoke with the Independent
First Nations General Information Coordinator regarding the survey.
A total of twenty-four responses were received. Twenty-three responses were received while
the survey was open and one written response received after the survey closed.
The results of the survey are presented in the Responses and Direction section of this Final
Report.
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INTERVIEWS AND EMAIL RESPONSES
In April 2018, the Consultant contacted the Chiefs of Ontario Corporate Board to request an
interview regarding the Corporate Board matters. An interview was conducted with one Director
from the Chiefs of Ontario Corporate Board.
The Consultant extended invitations to those invited to participate in the survey that they could
also participate in a telephone interview if they wished. The Consultant conducted a telephone
interview with leadership that requested to provide further comments on the questions posed
within the online survey.
The Consultant received email comments regarding the Restructuring Project from leadership.
The responses received through interviews and emails are presented in the Responses and
Direction section of this Final Report.
ADDITIONAL ENGAGEMENT EFFORTS
In January 2018 the Consultant prepared for a proposed retreat with the Political Confederacy,
Executive Directors of the Provincial Territorial Organizations, and the Ontario First Nations
Young Peoples Council. The Chiefs of Ontario advised the Consultant a few days before the
proposed retreat that it was cancelled.
The Consultant attended a conference call with the respective sector directors of the Chiefs of
Ontario on May 25, 2018 regarding their request to participate in the Restructuring Project. The
sector directors advised that they wished to provide written feedback about restructuring and
also information on how each respective sector within the Chiefs of Ontario works, and were
given a deadline of June 8, 2018 to provide this information to the Consultant. The Consultant
did not receive any written responses from the sector directors.
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RESPONSES AND DIRECTION
This section sets out the responses, feedback and direction received in the Restructuring
Project from the Special Chiefs Assembly, Provincial Territorial Organizations Assemblies,
engagement sessions, survey, and telephone interviews and emails.
A) SPECIAL CHIEFS ASSEMBLY
The responses and direction from the Special Chiefs Assembly are:
• The Restructuring Project must be a phased in approach, traditional and customary

practices must be incorporated into any restructuring proposed, Nationhood must be
considered, and there is a need for short-term and long-term steps.
• The grassroots need to be consulted, restructuring must include all aspects of the Chiefs of
Ontario, the Chiefs of Ontario’s purpose as a coordinating body must be re-established,
restructuring needs to reflect how the Chiefs of Ontario currently works, and there must be a
focus on relationships.
• The Chiefs in Assembly stated their commitment to working with the Chiefs of Ontario in the
Restructuring Project and that they see value in the organization.
• The Chiefs in Assembly did not come to an agreement on which option to pursue to
restructure the Chiefs of Ontario’s Corporate Board.
• Some Chiefs expressed support for the fourth option of amending the corporate structure,
others stated that the options must include our traditional ways and Nations, while others
stated that they did not support any of the four options presented.
B) PROVINCIAL TERRITORIAL ORGANIZATIONS ASSEMBLIES
The responses and direction from the Provincial Territorial Organizations Assemblies are:
• Relationships are central to the issue.
• The process is too mixed up in the European way.
• The Chiefs of Ontario was created as a coordinating body.
• The By-Law No. 1 provides that the Ontario Regional Chief serve as an ex officio Director
that does not have voting powers. However, the Ontario Regional Chief is not listed as a
Director with the corporate filings that are made as only the 4 Grand Council Chiefs or
Grand Chiefs are listed as Directors for the Chiefs of Ontario.
• An ex officio Director is not permitted under the Canada Not-for-profit Corporations Act as
Directors must be elected or appointed. The Chiefs of Ontario’s By-Law No. 1 is in
contravention of this requirement as it provides that the Ontario Regional Chief is an ex
officio Director.
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• There are traditional models of governance that can be utilized by the Chiefs of Ontario such
as the Four Directional Model of Governance of the Grand Council Treaty #3. This model
assigns Chiefs of the Grand Council to the Four Pillars of Sustainability Forums (Cultural,
Economic, Social, Environmental) in a way that ensures that the Grand Council receives
input from each region of the territory on every issue. A chair is selected for each forum
after the membership is determined. Each forum is chaired by a Chief from a different
region. The forums each address different types of issues facing the Nation. The chairs of
each forum, joined by the Ogichidaa, comprise the Executive Council. In this way the model
ensure that there is a Chief from each region on the Executive Council.
• The issue regarding the Chiefs of Ontario Corporate Board must be addressed.
C) ENGAGEMENT SESSIONS
The responses and direction from the engagement sessions with the Grandmothers, Knowledge
Keepers and representatives from the Ontario First Nations Young Peoples Council are:
• We need to work together.
• The spiritual cultural component (drum, pipe, eagle staff) must be brought in to all that we do.
• There must be respect for all territories; all are equal.
• Our identity is in our language.
• Leaders should advocate for the people; leaders require support and guidance.
• Need for accountability in reports and resolutions.
• We must respect the territorial protocols when in Assemblies, meetings, and meeting with
one another.
• There are many different competing interests; the Chiefs need to prioritize areas that they
can work on together.
• Consider developing an Assistant Regional Chief to help with the workload of Ontario
Regional Chief.
• Is there too much bureaucracy within the Chiefs of Ontario?
• We should celebrate success stories of staff at the Chiefs of Ontario and the work that they
do.
• We cannot change something if the Chiefs are not ready to change.
• Must address the north/south split to move forward.
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• The Chiefs should ensure that decision-making is by consensus that requires all to work
together rather than rushing through decisions. Consensus requires that the Chiefs talk
through issues and come to an agreement.
• Need to develop an orientation package about the Chiefs of Ontario and its respective
components that can be used by Chiefs and Councils, citizens, and others to understand the
various processes.
• Chiefs are mandated to guide their people.
• The Grandmothers and Knowledge Keepers would like to attend the Assemblies in advance
to conduct the necessary protocols before the start of the Assembly.
• The Grandmothers and Knowledge Keepers believe they should have an advisory role.
• We must respect the different roles of men and women.
• The Chiefs of Ontario office needs to have a bundle, and the youth also need a bundle.
• Ceremonies need to also take place at the Chiefs of Ontario office, and not just at
Assemblies and meetings.
• The Chiefs must look at the mandate and what we do for the youth.
• There is heaviness within the Chiefs of Ontario that is preventing work from being done.
• Relationships are central to the structure of the Chiefs of Ontario.
D) SURVEY
The responses and direction from the online survey are presented according to the responses
received for each survey question.
Please note that some survey questions have been shortened only for the purposes of
reporting; the questions in their entirety are set out at Appendix ‘F’. Not all participants
completed each survey question or provided comments to each question.
Chiefs of Ontario Mission Statement
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Q1: Do you agree that the Mission Statement reflects the

work that the Chiefs of Ontario does?
Not Sure
21%
Yes
50%
No
29%
Q2: Do you feel that the Mission Statement should be

changed?
Not Sure
13% Yes
No
33% 54%
If yes, please explain how the Mission Statement should be changed.

• Separate rights from programs like health, social, education.
• Mention women and 2S when also mentioning wisdom of elders and future of youth.
• Remove decision-making.
• All mission statements have a shelf life of five years.
• Straight forward lobbying only. I believe there is too much discretion with COO on
implementation of resolutions. Should set up meetings, open the door and let Chiefs do the
talking – the rights holders. Not many resolutions can be region wide – province wide – as
we have varying relationships – treaties, agreements with the Crown. Pan Aboriginal
doesn’t work.
• Update to reflect current realities.
• The COO is getting too much into governance and acts as a one stop shop. This needs to
be stopped. If advocacy says advocacy. Some elders in our community are upset with the
Regional Chief as they listen to him on CBC radio. They are saying that he is acting and
speaking like the Prime Minister of Anishinabek. So many times external entities state that
they consulted with First Nations by consulting with COO – this is also documented in
reports. Simply unacceptable.
• The statement should be shortened. The “Keeping in Mind…” is not necessary. It could
simply state cultural teachings.
• Dialogue with First Nations.
• If should reflect that COO supports First Nations in their path to self-sufficiency. COO
supports Chiefs in their efforts.
• Maybe need to clarify ‘political forum’ and ‘secretariat’; COO the org is not a rights-holder.
• Remove decision-making; focus on advocacy.
18
• I would add: The Chiefs of Ontario is not a rights holder or a decision-maker. Rather, the
Chiefs of Ontario acts on behalf, and according to direction provided by the 133 First Nation
Chiefs.
Q3: Are you familiar with this Chiefs of Ontario draft

Charter?
Not Sure
13%
Yes
54%
No
33%
Q3 Comments:
• I remember this starting but it has not been part of our ongoing meetings.
Q4: Does the Chiefs of Ontario require a Charter?
Not Sure
26%
Yes
61%
No
13%
Q5: What should be included in a Charter for the Chiefs of Ontario?

• Protocols and rules of engagement.
• Everything listed in question 3 and it needs to be readily available online and physically if
requested.
• A definitive communications protocol to ensure unity, continuity and coordination of the
efforts of the Chiefs of Ontario, Chiefs in Assembly, the Elders Council, the Political
Confederacy, the Ontario Regional Chief, First Nations Secretariat.
• Have an experienced regional chief to lead at the government level. It has not been the case
for several years.
• The role and duties of the regional Chief and the executive of the chiefs of Ontario, as well a
process for complaints against the regional chief.
• Sounds very complex. There is a very limited role for COO. There are new Nationhood
grassroots organizations like the Robinson Huron Treaty organization that has the larger
mandates. COO should only be opening door for the Chief and their rights holding
organizations. No need for those other structures.
• Not sure.
• There should not be a charter. We are not building a government entity.
• Chiefs to decide.
• UNDRIP.
• COO’s relationship with OFNTSC should be included in the charter if this direction is taken.
• I don't support the charter.
• I think it needs to be called something other than a charter, so that it is clear of what it is,
19
something that reflects our traditional governance principles. I would not hesitate to use
graphics to define relationships with each other, the culture and Mother Earth.
• A document, issued by a sovereign body outlining the conditions under which a corporate
body is organized, and defining its rights and privileges.
• Define the role of the Political Confederacy.
• All elements above. Relationships and protocols are critical. Authority of Board and Regional
Chief need to be clearly outlined.
• Direction, mission, guiding principles and values of COO.
• All of the above with community focus of the 133 FNs.
• The Charter should re-iterate that the Chiefs of Ontario is an advocacy organization and that
the staff of the Chiefs of Ontario are there to serve the Chiefs, Councils, and the PTOs.
Q6: Do you have any other comments that you would like to share regarding the Mission
Statement and/or the Charter of the Chiefs of Ontario?
• Not that I can think of right now.
• No (x8).
• Remote communities need to input their individual concerns and not have a large
community speak for them, including the regional chief.
• Needs to be embraced by the ORC and the organization.
• We are becoming too white. We need Anishnabe Principles.
• Collection for our potion of GDP.
• The mission statement reflects what currently happens at COO but has there been any
discussion on whether that is still needed. It seems like there is tension between COO and
PTOs and First Nations on who does or does not speak for us. Maybe it should be more
like UN where ideals are discussed and strives for, principles and best practices are put
together for community. And ideas to governments on how to reflect the ideals into policy.
• The Charter must be accessible to all and must be understood thoroughly by the Board of
Directors, the staff of the Secretariat and the Chiefs.
• As wonderful as we can make the Charter sound, it won’t be ‘alive’ or ‘working’ if no one
understands, respects or abides by it.
Chiefs of Ontario Corporate Board
Q7: Do you believe the Chiefs of Ontario Corporate Board

should be restructured?
Not Sure
26% Yes
52%
No
22%
If you answered yes, please explain how the Chiefs of Ontario Corporate Board should be
restructured.
• Technical representatives from each PTO are needed.
• How could there be representation for independents?
• Should include a mixture of all FN communities to be represented.
• Board members should be required to demonstrate competence in relevant area(s) that will
20
assist the BOD to achieve its strategic planning initiatives. Board competency increases the
relevance and effectiveness of the organization . All involved need to be Board educated on
all aspects of BOD responsibilities primarily fiduciary responsibility. It seems quite evident
that this is not in place now.
• Unless you have an experienced regional chief, not a Facebook chief.
• Need to add IFN and there needs to be accountability mechanisms.
• Yes, as per previous comments. Only open doors for the Chiefs and their rights based
organizations. No need for Grand Chiefs, etc.
• Include broader representation, perhaps tribal councils.
• It doesn't need to be restructured. Structures work if they are respected. What needs to
happen is better communication with leadership. This is a useless question since this cannot
be effectively reviewed since there was no meeting in a couple of years. Perhaps the ex
officio requires a procedures manual as to what they need to do in the event that a board
meeting cannot be held in a couple of years.
• Treaty Councils.
• The Board should have a Diversity Matrix that includes, age, demographic, gender and
geographic specifics.
• It should be moved away from the PTO's and to a First Nations appointed Board and
representative.
• Political people should not be sitting at a corporate board. It should be made up of experts in
HR, finance, legal etc.
• The Board must be compelled to work with the Secretariat to uphold corporate
responsibilities. We need to move away from Indian Act Chiefs and structure ourselves as
Nations.
• The chiefs have to decide this. The current structure they set up is not working. Their PTO
GCs or GCCs are not committed to doing things this way; due to continuing north/south
divisions and PTOS 'opting out' by 'boycotting' meetings by simply not attending or even
joining conference calls; lack of participation and who knows what other 'reasons'?
• Independent and Unaffiliated First Nations are not included?
• At least one more director should be added, perhaps from the Independent First Nations.
Q8: Should the Chiefs of Ontario Corporate Board be

restructured to include Director seats for others?
Not Sure Yes

39% 39%
No
22%
If you answered yes, for who?

• Need to look at options. Reps for north, south, east, west. Reps for Anishnabe, Cree,
Iroquois, Mississauga, etc.
• To achieve the competencies that are not demonstrated by BOD (in Question 7).
• Youth and elders councils.
• Tribal Council.
21
• If the issue is attendance - address the issue. Accountability can go a long way. Please stop
with band aid solutions.
• Depending on the Diversity Matrix, it will determine who should be on the Board.
• Move away from PTO.
• Could reflect OFNLP and Sovereign Wealth boards and have experts chosen by the PTOs.
• As above - seats should be available by Nation.
• The chiefs have to decide this.
• Possibly include somebody else besides the Grand Chiefs from the PTOs.
• How to include the IFN and Unaffiliated without excessive size of Board and unbalanced
vote.
• Independent First Nations and also possibly one director representing the four largest First
Nation communities.

restructured to include Director seats for the
Independents?
Yes
Not Sure 38%
38%
No
24%
If you answered yes, for which First Nations?

• Depends on the model. Independents are not a political group like Ojibway, Cree, Iroquois,
Mississaugas, etc.
• Very large FN’s.
• Should be structured as Nations.
• The Chiefs have to decide this.

restructured based on Nation representation?
Not Sure
29% Yes
46%
No
25%
Please provide any comments.

• Iroquois/Cree/Anishinabeg/Mississauga/etc.
• This sounds like a good idea but I worry there will be an uneven balance or too many/few
directors, etc.
• The communications protocol should outline how COO and its BOD will ensure that all First
22
Nations are engaged in discussions.

• There are already Nationhood organizations out thee. Will create overlaps and confusion -
disorganization.
• Does the Corporate Board really need to be restructured?
• Yes, but the nations themselves need to organize. It can’t be demanded by COO.
• It's up to the chiefs if they want this corporation to exist and how it should be structured.
• Yes, it is a possibility.
Q11: Should the number of Directors remain at 5 Directors

(4 are PTO GCC's and 1 is ORC)?
Not Sure Yes

30% 22%
No
48%
If you answered no, what should the number of Directors be changed to?
• ORC should not be a director. Look at what happens when you get a runaway train.
• 6, with a spot for independents. They could determine which GC/GCC/Chief would be on it.
• Directors need to be competent and term limits instituted.
• Not hearing from the youth and elders is not good governance.
• No less than 7 members.
• What needs to happen that could have resolved this a long time ago is a report to the
leadership following board meetings.
• Base the Board size on 6-10 members.
• ORC should not be a member of the corporate board (PC yes). Chiefs are not votes for their
business accumen so expecting them to fulfill these duties is unfair and unrealistic. There
should be a rep from 4 PTOs plus independents plus unaffiliated.
• As Nations as indicated above.
• It's up to the chiefs if they want this corporation to exist and how it should be structured.
• The ORC should not have voting privilege. However there should be an odd # of seats to
allow quorum as 50% + 1 majority.
• At least one or 2 more.
Q12: If the number of Directors was increased, what should the number of Directors for quorum
be?
• Go by Nations. Have Chiefs view meetings via webcast, open meetings so Chiefs can
witness.
• 5.
• 4.
• I don't think it needs to be increased if there are only 5 Directors. If there were more
Directors then the quorum number may need to increase.
• 75%.
• Half, dah.
• Quorum as it stands, works in my mind.
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• Majority of the number of total directors.

• Now we are going into an unwieldy number which will create problems for general board
functions. We need to focus on the Leadership of the Communities for the benefit of the
communities.
• ???????
• 60%.
• Depends on the representation. If we change the structure we change the quorum.
• 51%.
• Over 50%
• Need to factor in north and south representation. What if only the reps of one area
attend/participate/decide things? That's not working to the benefit of north and south.
• 50% + 1.
• To represent the same, min 60%.
• If increased by one, it would still be 3. If increased by 2, then 4.
Q13: Should the Ontario Regional Chief remain as an ex

officio member of the Board that does not have the power
to vote?
Not Sure
18% No
14%
Yes
68%
Please provide any comments.

• The ORC will likely hear more around the office than the board members so will be able to
bring that back to the board.
• This should be outlined in the communications protocol.
• His/ her input is vital, when lobbying government.
• In the case of a tie, the ORC can vote to break the tie.
• If we restructure as nations there is no need for a Regional Chief. However, in the existing
structure the ORC should not be an ex officio member of the Board and should definitely not
have voting privileges. The Board oversees the corporate responsibilities of the Secretariat.
The ORC has political responsibilities.
• ORC is a 'servant' or helper directed by the chiefs. Perhaps they need to spell out what the
ORC can or cannot do in this position of responsibility and representative of all Ontario
chiefs.
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Q14: Currently, only a Grand Chief or Grand Council Chief

can be a Director. Should this be changed?
Not Sure
32% Yes
54%
No
14%
If you answered yes, please explain how this should be changed.

• Concern about this for the independents but otherwise it makes sense.
• I think a Chief should also have the right to be a Director.
• Directors need to be competent and term limits instituted. Perhaps the seat could be
occupied by other another regional rep.
• At large elder or previous regional chief.
• We need to empower the Nationhood organizations and minimize role of COO.
• Not sure, but if the pro chiefs aren’t willing to attend they should give up the seat.
• Based on Diversity Matrix.
• Answer provided above.
• The Nation would put forth a Director based on their experience and qualifications to do this
work.
• The chiefs have to decide for themselves how they want the corporation structured, if there
is need for it, and what the purpose is of COO and what work will be assigned to it.
• Representative from the PTO.
• Should be up to the PTO member Nations leadership.
• A chief can be selected to represent the PTO or be an alternate if the Grand Chief is not
available.
Q15: Should the By-Law No. 1 be amended to include other

ways to remove a Director?
Not Sure
26%
Yes
No 70%
4%
If you answered yes, how should Directors be removed?

• If they choose to not be a member; if they make bad decisions and a consensus is agreed
by the other directors that they should resign, etc.
• A voting process.
• For incompetence or not acting per their fiduciary responsibility.
• Based on the charter on removing a non-producing director is critical for success.
• A way to remove the regional chief as well.
• We should always be evolving.
• If they don’t participate regularly in representing their constituents.
• Is the Board of Directors really the problem here? I think not.
25
• There should be an Oath of Office and if this is determined to be violated by the Board, the
Board can remove a Director.
• Not participating is a reason to remove a board member on any other board and should
apply here.
• If they violate their corporate responsibility as set out in their contract.
• Membership is really 'employment' and in the real work world, there is a process to make
sure you either do the work you agreed to do or you get out and let someone else get the
work done. Useless employees get warned, a time frame to shape out or get out and let
someone do the work.
• Human rights violation such as racist comments, harassment, convictions either with Ontario
or Federally
• Directors should be removed if they fail to attend three meetings in a row by phone or in
person.
Q16: Do you have any other comments you would like to share regarding the Chiefs of Ontario
Corporate Board?
• This is something that needs to be shared ON THE WEBSITE. Hiding the fact that there was
a corporate board removed accountability from the Chief Operating Officer. Staff and others
need to know who they can complain to.
• No (x6).
• Needs a meeting to discuss the non-working aspects of the entity.
• Really need to downsize mandate - minimal role.
• The Corporate Board simply needs to send their meeting report with minutes to the Chiefs.
Their mandate is simply corporate board functions. I have more things to deal with in my
community then to deal with this unnecessary piece. It's quite simple the Board didn't meet
for quite some time, responsibility falls on the Chair for not advising the chiefs about this a
long time ago.
• We need to change the Corporate structure.
• I thought the Board and Corporation was created to enable chiefs access to funding they
could not get on their own or even at PTO or TC levels so they can have the capacity to deal
collectively with issues/concerns, etc. with each other and with other levels of settler
governments.
• Meeting minutes should be made publicly available and observers allowed to attend
meetings.
• The Corporate Board should meet at least six times per year.
Ontario Regional Chief
Q17: What are the roles and responsibilities of the Ontario Regional Chief?
• To bring together the voices of all FNs in ON and bring these voices to the government,
media, etc. To listen to the Chiefs and strive to meet mandates from resolutions.
• To act as a representative of the 133 First Nations in Ontario when working with the
provincial and federal government. ORC is a representative of the political and secretariat
offices at COO.
• Ensure the best interest of Ontario's First Nations are being pursued.
• Lobby government, political parties, not just the reigning leadership. Listen to the nation’s
he/ she represents, stay off Facebook!
• Advocate and be accountable to the chiefs.
• Is there a need? I don't think so. Only need to open doors. Maybe the title can help open
26
doors.
• To follow the direction of the chiefs in Assembly.
• I don't know, the ORC makes it up as the ORC goes and justifies any wrongdoing. Not good.
The roles should be defined by the Chiefs in Assembly.
• Represent the Region at the National level.
• Political advocate.
• Advocates to open the doors for the Nations. The ORC is not the decision maker. The ORC
listens to the Chiefs and Chiefs committees.
• To act as a spokesperson for the 133 Chiefs. The title Chief is a misnomer, the ORC is a
runner and delivers messages on behalf of a Nation. The ORC is an ambassador.
• Spokesperson for the 133 First Nation Leaders in Ontario.
• He is supposed to be working for the chiefs. He is to find out what their concerns are. He is
to open doors or build bridges that will help them deal with whatever matters most to them.
In public, he is to help them raise their voices in the right arenas to the right people. While
educating others about the chiefs' issues is part of the job, I think that the ORC should only
this in context with opening specific doors for the chiefs.
• Advocacy for Ontario First Nations.
• To represent/advocate for Ontario First Nations at the National Assembly of First Nations.
• To represent the membership in Ontario and to provide leadership and direction to COO
staff.
• He or she is the spokesperson for the Chiefs and the COO organization. The ORC is also
the spokesperson at provincial, federal and AFN level meetings.
Q18: Who is the Ontario Regional Chief accountable to?

• Chiefs, not the PC or corporate bylaw and certainly not some fictional protocols that get
made up to suit the ORC’s needs.
• All chiefs in Ontario. By that proxy, all FN peoples from communities in Ontario.
• COO staff, National Chief, 133 First Nations in Ontario, himself, provincial/federal
government.
• Ontario's First Nations.
• All nations he/ she represents.
• The assembly but in absents the board.
• All Chiefs and Councils across Ontario. Corporate board expresses that.
• Chiefs in Assembly.
• Supposed to be the Chiefs. But not this ORC. This ORC is rogue.
• The ones that elect him.
• 134 Chiefs in Ontario.
• The First Nations of Ontario.
• 133 Chiefs and Creator.
• To the 133 Chiefs.
• The chiefs of Ontario who elected them to the position.
• To the Chiefs and Political Confederacy.
• Should be accountable to all Ontario First Nations citizens.
• The membership and the chiefs.
• The 133 Chiefs only -- not the Political Confederacy, not the Board of Directors.
Q19: How is the Ontario Regional Chief accountable?

• Good question. Respectful ORC’s have been accountable: ORC Fox, ORC Toulouse, ORC
Bressette.
27
• By the chiefs and voting.

• Not sure there is mechanism to demonstrate accountability.
• To the people he/ she represents.
• Twitter.
• Action on resolutions.
• You tell me, everything seems to be a blame game for this ORC. Easy to blame someone
not there. Easy to get away with a lot of things when you don't have a Board of functioning
Political Confederacy. I have not seen any accountability only blame. There has been a lot
of missed opportunities as a result of this terms poor leadership.
• Resolutions.
• Based on the platform and strategy of the organization, Executive Limitations should be
drafted and signed that outline this.
• Reports to the Chiefs in Assembly. Does not override Chiefs committee discussions. ORC is
not the gatekeeper. He/she opens the doors for the rights holders.
• Unsure.
• Carry's out political activities as mandated by the Chiefs in Assembly. Is the voice of First
Nations in Ontario at the national level. ORC must communicate directly with Leadership
regarding political activities and progress on mandates.
• He needs a job description like any other employee describing what is expected. Other staff
have to create work plans and follow them or adjust them as relevant. their responsibilities
are specific to the position and the purpose of the position. Like any other job, the employee
needs to demonstrate they are doing the work agreed to when accepting the position. This
includes being evaluated (yearly) and if any changes are needed to the job description, it is
spelled out clearly by the employer and employee gong forward. Like any other employee, if
the staff isn't carrying out their job, there are consequences to be meted out in some sort of
process.
• Report to the Chiefs, Board, and the PC.
• The Board should ensure that the ORC is performing as to elected duties.
• It should be through his/her actions, results, and work performance.
• The ORC must respond to the requests made by Chiefs and must attend meetings at the
provincial, federal and AFN levels. He or she cannot be absent which is the case for a
number of other Regional Chiefs across Canada. If this is the case, the ORC should appoint
someone to attend the meetings in his or her absence.
Q20: Are you familiar with the Terms of Reference for the
Ontario Regional Chief?
Yes
Not Sure
9%
8%
No
83%
28
Q21: Does the position of Ontario Regional Chief require a

Terms of Reference?
Not Sure
7%
No
10%
Yes
83%
Q21 Comments:
• Everyone should be familiar with the roles in TOR. Right now it's a big mess!
Q22: What should be included in a Terms of Reference for the Ontario Regional Chief?
• Not sure (x2).
• Deliverables and expectations.
• Keep the pedal to the metal, be aggressive with reigning government, Report immediately to
the people he/ she represents.
• Accountability and removal.
• Maybe the ORC should be a registered lobbyist so he can coordinate meetings with
Ministers in Ontario and Canada better?
• No.
• This should be discussed with each chief.
• Accountability, Transparency, Treatment of Staff, financial limitations.
• Roles & Responsibilities. Accountability. Decision making in what areas. Conflict resolution.
Communication
• Call it a job description or something other than TOR. It needs to clearly spell out the
relationship with PTOs, Chiefs and Governments. It could outline what the ORC is and is not
to do.
• Roles and responsibilities.
• Terms of reference are the instructions given to someone when they are asked to consider
or investigate a particular subject, telling them what they must deal with and what they can
ignore.
• Their role within Ontario and the corporation.
• The over arching roles and responsibilities of the position.
• The roles and responsibilities of the ORC.
Q23: Do you have any other comments that you would like to share regarding the position of the
Ontario Regional Chief?
• We have likely 133 opinions on the ORC. We need a collective vision/mission of the ORC.
Don’t let ORC decide, then trouble starts.
• Would be nice to have the terms of reference online in an accessible place Would be nice to
have voting rules/regulations online and accessible too.
• No (x7).
29
• Need an experienced person to lead a large number of people, not by popularity vote, as in
the past. Take comments from the nation’s on the selection for the position. Leadership is a
must, education, legal experience, successful in business, people person, global knowledge
on politics...
• Needs to abide by policy.
• There should be an Ontario Regional Chief and a Deputy Ontario Regional Chief. The
position needs to be more truthful. Hearing what is discussed at Assemblies seem to be
quite different then what is actually happening. The position has to be accountable to
another entity in between the spring and fall AOCC. There is so much and asking people to
answer a 57 question survey takes a lot of time.
• ORC and political staff need to be separate from the secretariat.
• The position of ORC is political spokesperson for First Nation leadership in Ontario and the
ORC must maintain a connection with the Secretariat through the Chief Operating Officer
but cannot direct the administrative activity of the Secretariat.
• They are a figurehead, a role model; to be a good example for our young people.
• Should focus on advocacy.
• Should have no management authority for the COO secretariat.
Political Confederacy
Q24: What are the roles and responsibilities of the Political Confederacy?
• No idea what they do. Not transparent or accountable.
• To bring the voices from their regions/PTOs to the table at COO.
• Not sure.
• I'm not sure as there seems to be considerable overlap and some conflict between PTO's,
COO, TC's and First Nations.
• Work together to lobby government, not a party get together.
• Oversee implementation of resolutions.
• I don't believe we really need a PC. With limited ORC no need for Grand Chiefs. Too top
heavy.
• To follow the direction of the chiefs in Assembly.
• I don’t know.
• Make the Chiefs Office work.
• I do not know.
• This is not clear.
• To strategize politically, and build a team for a unified Ontario FN voice.
• The Political Confederacy provides guidance to the ORC regarding political positions and
activities. The PC ensures the mandates provided by the Chiefs in Assembly are being
addressed and provides direction and mandates between assemblies (always to be
confirmed at the next assembly).
• I think this refers to the PTOs only; perhaps excluding the voices of those who are not
aligned with a PTO? I take it the GCs and GCCs are the PC and not everyone is part of this
'way of doing things' because they don't feel represented or their voices heard. The PC is
supposed to be inclusive of all First Nations voices.
• Not sure.
• Structure and direction.
• The PC is an advisory board to the ORC. The PC provides guidance and experience while
representing all the regions in Ontario. It should never try to make unilateral decisions
behind the back of the ORC.
30
Q25: Who is the Political Confederacy accountable to?

• Their constituents.
• COO, Regional Chief, their communities.
• Not sure.
• The COO.
• Chiefs in assembly.
• N/A.
• The chiefs in Assembly.
• I don’t know.
• The Chiefs on Ontario or a portion of the Region.
• I am not sure.
• To the Chiefs they represent, or to their citizens in he case of Six Nations and Akwesasne.
• The PC is accountable to the organizations or communities that have selected them as their
political representatives.
• I think in the current set up, they answer to the chiefs in their territory and who are part of
the PTO/organization.
• To their representative organizations and First Nations.
• Not sure.
• The PC is accountable to the ORC and the Chiefs.
Q26: How is the Political Confederacy accountable?

• Voting.
• Not sure (x5).
• To each other.
• Reports.
• N/A.
• I don’t know (x2)
• They are to meet regularly.
• That is between them and the communities/organizations they represent.
• They are accountable to the chiefs who elected them; they are meant to help the chiefs in a
particular region with their particular issues.
• Minutes of the PC meetings must be publicly posted for all Chiefs.
31
Not Q27: Should the composition of the Political Confederacy

Sure be changed?
10%
No Yes
35% 55%
If you answered yes, how should the composition of the Political Confederacy be changed?
• All Large bands should have a seat.
• Not needed.
• If Mushkegowuk TC has a seat then it follows that ALL tribal councils have seats.
• Base it on Nationhood.
• It should be reviewed and discussed. There is currently no representation for the unaffiliated
communities except for Six Nations. The PC may not be required if we were to organize as
Nations.
• The PTOs vary in population numbers, treaties, cultures, environments, etc. how can you
make the group and their representative seats/voices more reflective or respectful of the
differences that must be accommodated in order to be equitable and just for all concerned.
• Independents should not have 2 seats than the larger PTOs that have 1 seat. Mushkegowuk
is already represented by NAN. No other Tribal Councils have seats.
• Unsure of relationship between Board and PC.
Q28: Are you familiar with the draft Terms of Reference and
Rules of Procedure for the Political Confederacy?
Not Sure Yes
9% 18%
No
73%
32
Q29: Does the Political Confederacy require a Terms of

Reference?
Not Sure
9% No
5%
Yes
86%
Q30: What should be included in a Terms of Reference for the Political Confederacy?
• Not sure but it has to be accessible and online so everyone can be informed.
• Not sure.
• Positively reach consensus on all issues affecting the people they represent.
• Authorities.
• The PC is no longer relevant.
• The reporting structures back to the constituents they purport to represent at PC.
• We are being so white lately. This is so frustrating when proper communication has not
been done so we look to blame.
• Attendance.
• I am not sure.
• Conflict resolution, accountability, decision-making, roles and responsibilities,
communication.
• Consensus building. Each region does have their individual perspectives but PC should be
working toward that collective voice.
• Terms of reference are the instructions given to someone when they are asked to consider
or investigate a particular subject, telling them what they must deal with and what they can
ignore.
• Identify their role, it is unclear.
• Roles and responsibilities.
• That the PC strictly advises the ORC and helps him or her in terms of reaching an overall
consensus among the regions they represent.
Q31: Do you have any other comments that you would like to share regarding the Political
Confederacy?
• No more omnibus resolutions sent to PC. Is it relevant? Does it get assembly off hook,
everything sent to PC. Clean up our meeting agendas.
• No (x5).
• Need experienced people on this committee, have seen them in action and was
embarrassing to watch, with ministers.
• Not needed. ORC and limited staff can coordinate meetings with Government.
• Current structure needs to change. It is NOT okay to invite one tribal council and not all
others.
• Here’s an idea - the Chiefs of Ontario should be going to each community chief once elected
to do an orientation. This is not done. Are we getting lazy?
33
• How will they deal with differences and disagreements that arise?
• Needs role clarification.
• The PC must always remain unified with the ORC.
Chiefs of Ontario Secretariat
Q32: What are the roles and responsibilities of the Chiefs of Ontario Secretariat?
• Your guess is better than mine.
• To support the ORC and Chiefs/PTOs; to work towards fulfilling mandates from resolutions.
• Advocating for the 133 First Nations in Ontario and providing services/resources to
communities. Work directly with ministries and act as a liaison for communities when
necessary. Host meetings, create mandates, inform communities of relevant information
pertaining to their specific interests.
• Carry out the direction of the Chiefs in Assembly provided by resolution.
• Link between political and admin.
• Coordinate opening doors. Maybe collective funding proposals - flow 100% of funding to
communities. Decentralized service model promotion.
• I don’t know (x3).
• Coordinating of actions taken by other government that affect our nations.
• Administration of funds for political activity.
• Non-political arm of the organization around policy.
• To provide support through research and coordination to the 133 Chiefs in Ontario.
• To carry out administrative elements of mandates provided by the Chiefs in Assembly. Work
directly with the PTOs/IFN and unaffiliated First Nations to obtain input that will inform
activities to address mandates. Develop communication materials and bring
recommendations to political representation for consideration. Research, communication,
support, coordination etc.
• The activities of the Chiefs of Ontario are mandated through and guided by: Resolutions
passed by the Chiefs in Assembly of the 133 First Nations in Ontario. The Political
Confederacy made up of the Grand Chiefs of Political Territorial Organizations (PTOs) and
Independent First Nations. The elected Regional Chief for the Chiefs of Ontario.
• Manage the organization and carry out the requirements of the First Nations.
• To carry out the work needed to fulfill mandates of resolutions passed at Chiefs' Assemblies.
Agendas and supporting materials should be prepared far enough in advance of the
Assemblies so that Chiefs can make informed decisions.
• The Secretariat works for the Chiefs as well as provides support to the Regional Chief.
Directors must NEVER ignore the needs of the Chiefs and ORC.
Q33: Who is the Chiefs of Ontario Secretariat accountable to?

• No idea?
• I know now that the chief operating officer is supposed to be accountable to the Board of
Directors but this information has been hidden from secretariat staff so the chief operating
officer can do as he pleases.
• 133 First Nations in Ontario (x2)
• The First Nation Chiefs of Ontario.
• The ED.
• Not sure. It would depend on new mandate. I would think the ORC if it is only to coordinate
lobbying or write proposals?
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• The Chiefs in Assembly.

• 134 Chiefs in Ontario to carry out resolutions.
• Board.
• The board of directors and to the Chiefs in Assembly.
• Chiefs of the 133 First Nations in Ontario. The Political Confederacy made up of the Grand
Chiefs of Political Territorial Organizations (PTOs) and Independent First Nations. The
elected Regional Chief for the Chiefs of Ontario.
• The Board and First Nations.
• All Ontario First Nations citizens/leadership.
• To the Chiefs, Regional Chief, and Board of Directors.
Q34: How is the Chiefs of Ontario Secretariat accountable?

• No idea?
• Staff to their bosses, bosses to the chief operating officer, chief operating officer to the
Board of Directors.
• By ensuring mandates are created and delivered.
• Via the ED.
• Not sure (x2).
• Through PPC of the Board.
• Providing updates on files and reports on finances etc.
• Annual/quarterly reports to First Nations on progress related to outstanding mandates.
• Reporting on how any progress was made on all the resolutions passed/directions given by
the chiefs; if nothing or very little happened, they need to let the chiefs know why so they
can get more direction as to what to try next or let the chiefs know how they can get things
moving.
• Reporting, audits.
• Through funding agreements, annual reports to chiefs in assembly, workplans and annual
employee evaluation.
• By responding to the needs of the Chiefs and Regional Chief.
Q35: Do you have any other comments that you would like to share regarding the Chiefs of
Ontario Secretariat?
• Need to understand this? Do we need it? Why is it needed, where is it needed?
• It needs to be publicly known that the chief operating officer is accountable to the board of
directors. A fair complaints procedure must be made public as well and ADHERED TO. The
Board of Directors should be listed on the secretariat website. The secretariat's financials
should be public as well (similar to what AFN does). Need accountability. There are many
irresponsible directors, staff, and a chief operating officer, which hinders the good work
COO is supposed to do.
• No (x6).
• I am already frustrated with this process. I answer I don't know just to get through this.
• There is a need to update and formalize both financial and personnel policy and procedures.
They need consistent hiring policies and practices; right now staff come and go and it
doesn't seem all were hired 'in the same fair manner'. The First Nations community sees this
and does have a good opinion of the office and what it does.
• It is challenging for secretariat to work well when community voices conflict with directions
from PTO decisions, on a technical level.
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• Ensure that all members have a police check. This should be done retro.
• Currently, there seems to be too much entitlement among too many directors who openly
ignore or refuse to assist Chiefs and the Regional Chief.
Chiefs in Assembly
Q36: What are the roles and responsibilities of the Chiefs in Assembly?
• Represent their communities. Should look at regional issues, not locally or PTO issues.
• Be voices for their communities and create resolutions for COO to follow.
• A voting body that puts forward mandates.
• Bring forth direction with respect to all areas directly related to Ontario's First Nations.
• Attend all sessions, give input, direction, politically astute on issues, funding and processes.
• Provide direction.
• Not sure we would need Chiefs in Assembly anymore. Each Chief would access the "Door
Opener". Their political needs would be met through new Nationhood Organizations like
Robinson Huron Treaty Chiefs or Williams Treaty Chiefs or the Mississauga's Alliance or
Iroquois Caucus organization. Those organizations would ask the Ontario Regional Chief to
open doors for them.
• Give direction to coo.
• Are you serious? Really? Lets see the Chiefs in Assembly are the Chiefs in Ontario who are
called by the Corporation. Did you know in true Anishinabe/Indigenous ways Chiefs in
Assembly can happen at any time???? I cannot believe how colonized we are.
• To their communities.
• To pass resolutions and make decisions on current political issues.
• Give direction to COO on policy and funding.
• To dialogue and provide direction for research and advocacy.
• The Chiefs in Assembly make collective decisions based on direction provided by their
communities and information provided by the Secretariat and PC. It provides guidance and
advice to the ORC related to political activity.
• They need to provide direction on what they want to do or talk about in assembly. Right now,
it seems the staff of COO decide what they will talk about or not. I don't see the chiefs
planning their own assembly agenda. How do they do that?
• Provide direction.
• Every Chief should be in attendance from start to end in order to ensure quorum for
decision-making and direction to the unified nationhood within Ontario. They need to ensure
that they read the materials in advance and are appropriately briefed by their technical
support staff.
• Get and execute direction.
• The Chiefs in Assembly are the ultimate decision makers and providers of direction to COO
and ORC.
Q37: How are the Chiefs in Assembly accountable?

• We are not. Maybe C+C?
• To their people through voting.
• Not sure.
• To each other.
• They aren’t.
• N/A.
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• I don’t know.
• Any Chief at any time is always accountable to the people.
• Annual Reports.
• I do not know.
• They are not presently.
• That is between them and their communities.
• They are to answer to their council and community members. They attend whatever
meetings are necessary to deal with the issues and concerns of those who elected them.
• To their First Nations.
• Assuming they are held accountable by their citizens who vote for them.
• Carry out resolutions.
• The Chiefs in Assembly are accountable to their community members.
Q38: Who are the Chiefs in Assembly accountable to?

• Regionally, nobody. Locally, it may not be relevant.
• To their people.
• Their communities and COO/ORC.
• This is difficult as each Chief is acting in their community's best interest.
• All in assembly, not a vacation from their offices.
• Themselves.
• N/A.
• Each other?
• Any Chief at any time is always accountable to the people.
• Their Electors.
• 134 Communities.
• Their citizens.
• To their individual communities.
• Their community members - the unborn, children, youth, adults, seniors - everyone
regardless of their spirituality/religion, sexual identity, etc.
• The First Nations they represent.
• To all 133 communities and their citizens in Ontario. Decisions made at assemblies affect all
133 communities, not only their own.
• Chiefs.
• Community members.
Q39: Do you have any other comments that you would like to share regarding the Chiefs in
Assembly?
• No (x7).
• They should be structured around issues that impact our communities.
• The role of assembly is not clear. There are too many presentations by technical staff and
not enough meaningful dialogue to capture the vision of moving forward. With that said there
is no vision setting anywhere for a collective voice.
• They ought to say what they want to discuss or deal with in assembly along with getting
updated on the progress of resolutions.
• Quorum should be considered on the basis of the 133 members, not just the number of
Chiefs attending that meeting, and should be in place for the entire meeting.
• When Chiefs leave meetings early or fail to attend after registration, their names should be
recorded publicly, especially when quorum is lost.
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Elders
Q40: What are the roles and responsibilities of the Elders?

• To share their wisdom, experience, and expertise. To advise the PC, Chiefs in Assembly,
Secretariat, etc.
• To guide staff and leadership when/if needed. To offer advice and support.
• Provide their knowledge for consideration in decision making.
• Give direction, traditional knowledge, life experience to share, not just figure heads.
• Advice, objective not from ORC perspective.
• The Elders should be a part of an advisory role to the Nationhood organizations not COO.
Don't need that if COO's only role is lobbying for meetings.
• Advisory when called on.
• I don’t know - whoever the ORC hand picks.
• Keep order to the Office.
• To ensure the meetings are conducted in a respectful manner.
• To provide guidance and remind us who we are and why we need to maintain our culture.
• With relation to COO they provide guidance and holistic support in all work being
undertaken - administrative or political.
• To provide information of historical significance, cultural relevance, and spiritual guidance.
• Provide advice.
• To guide and advise the leadership and secretariat on proper protocols, maintain respectful
proceedings, and provide spiritual and traditional support at any Regional gatherings or
events.
• Provide guidance, knowledge keepers.
• The Elders provide prayers and wisdom at all meetings as well as guidance to Chiefs and
the ORC.
Q41: Who are the Elders accountable to?

• Their communities and each other.
• COO staff, 133 First Nations in Ontario, leadership, ORC.
• This seems like an odd question. As a persons life experience tends to guide their actions.
• All the people.
• Rights holders organizations - not COO.
• Are you really asking this question?
• The Chiefs.
• Creator and the future generations.
• That is for the Elders to answer.
• Their communities and all the members therein.
• Their First Nations.
• All First Nations in Ontario.
• The people.
• They are accountable to the grassroots.
Q42: How are the Elders accountable?

• Not sure (x3).
• To each other, sit and discuss issues affecting the people, share their experience to the
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leaders, with an expectation of acceptance.

• Honour.
• N/A.
• I don’t know.
• Are you really asking this question. Would you ask the Creator this question?
• Oversight.
• Unsure (x2).
• That is for Elders to answer.
• They should know the issues of their communities; what they are dealing with, their
struggles and hopes and needs. This means they need to be connected to their
communities e.g. communicating with them and reporting back to them.
• Advisors.
• By their actions.
• They should fulfill their duties if they are being paid to do so.
Q43: Do you have any other comments that you would like to share regarding the Elders?
• No (x7).
• They should not be part of the democratic debates of the business of COO.
• Would like to know who they are.
• They ought to be known and respected in their communities; they need to support each
other and work together to inform and guide the chiefs; not just be there 'for show' and 'for
the money'.
• There should be an independent Elders council as we have the OFNYPC, to provide
support and guidance to the secretariat as well as leadership. Representation should cover
the entire region.
• They always need to have a prominent role in all we do.
• Communication with everyone would assist in many decisions that are made. The Elders
should be sanctioned by their FNs and a police check done.
First Nations Women’s Caucus
Q44: What are the roles and responsibilities of the First Nations Women’s Caucus?
• Same as elders except as women.
• Not sure (x4).
• Have a voice in decision-making at the chiefs level, follow their advice.
• Advocate.
• I believe the Women's caucus would no longer be needed. The only role of COO should be
to coordinate meetings for Chiefs - open doors. Don't really need an advisory Council to do
that.
• They shouldn’t have one.
• To provide women leaders a safe place to dialogue and strategize on priorities through a
female lens.
• To provide guidance from a holistic women's perspective. This is important at a time when
we are overcoming the detrimental impacts of colonization and the associated diminished
respect for the role of women.
• Provide advice.
• Not aware of these roles/responsibilities.
• The FN Women's Caucus has a role to promote women's issues and equality.
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Q45: How is the First Nations Women’s Caucus accountable?

• To their communities and each other.
• Not sure (x4).
• To each other, the people they represent.
• Reports.
• N/A.
• Not sure how they get chosen - they should be accountable to whoever placed them in this
position.
• It is accountable to female grassroots members.
Q46: Who are the First Nations Women’s Caucus accountable to?
• Not sure (x5).
• To the total organization.
• N/A.
• Not sure how they get chosen - they should be accountable to whoever placed them in this
position.
• Membership.
• Grassroots.
Q47: Are you familiar with the First Nations Women’s

Caucus Terms of Reference? Yes
9%
Not Sure
9%
No
82%
Q48: Do you have any other comments that you would like to share regarding the First Nations
Women’s Caucus?
• Overlap with Young people, Elders Caucus. Conceivably, you could be on each of these
caucus groups.
• ToR should be public on website.
• No (x7).
• Should not be involved in the democratic process of COO. Only elected leadership has that
right.
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• I don’t know.
• We need to know more about them and what they are meant to do.
Ontario First Nations Young Peoples Council
Q49: What are the roles and responsibilities of the Ontario First Nations Young Peoples
Council?
• Not clear.
• Same as Elders but for youth.
• Not sure (x2).
• Represent the voice of the youth in their nations.
• Advocate.
• The Young People's Council would no longer be needed if COO's only role is to lobby for
meetings for Chiefs and work with Nationhood organizations.
• Advisory or none.
• I don’t know. Hand picked I assume.
• To dialogue and strategize on issues from a young people’s lens.
• To provide guidance from the youth perspective.
• They are to bring forth their perspective on the issues their communities are dealing with;
provide suggestions and solutions for the chiefs to consider.
• To learn and participate.
• Represent the youth.
• The OFNYPC promotes concerns and provides direction based upon the needs of the youth
in all communities.
Q50: Who are the Ontario First Nations Young Peoples Council accountable to?
• The assembly?
• Each other, their communities, and their PTO's youth councils through which they're
selected to sit on OFNYPC.
• Not sure (x4).
• The nation’s they represent.
• Nationhood organizations where they are part of the structure as Youth.
• The youth in their community.
• The youth.
• To the grassroots.
Q51: How is the Ontario First Nations Young Peoples Council accountable?
• Voice of youth in the meetings?
• Through their PTO youth council, through the youth coordinator, and their communities.
• Not sure (x4).
• To each other.
• Reports.
• N/A.
• They work with the chiefs or PTO of the region they are part of; they should receive support
they need to educate themselves on the issues of the day and to participate in discussions
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and in decision-making forums.

• To carry forward the voices of the youth.
• They should be present at all meetings and provide reports on activities.
Q52: Are you familiar with the Ontario First Nations Young
Peoples Council Terms of Reference?
Not Sure
5%
Yes
18%
No
77%
Q53: Do you have any other comments that you would like to share regarding the Ontario First
Nations Young Peoples Council?
• Need clearer thinking on this. What about college/ university students that are too busy with
school to attend conferences. I would love to hear their points of view. Virtual connecting,
use information.
• Please try to decrease the party vibe with the OFNYPC. There are amazing individuals on
there but when they miss meetings/show up extremely hung over people look down at them
("they're just youth ugh" etc.). But the youth voice is so incredibly important!
• No (x7).
• Have the chiefs in assembly listen and implement their concerns advice, and show them the
leadership qualities they possess
• Should not be part of the democratic process of COO.
• I don’t know.
• The chiefs ought to abide by the resolution to support their work financially via yearly
contributions.
• There should be financial support/honoraria to the youth to attend meetings or provide
advisory to the leadership/secretariat.
Assemblies and Decision Making
Q54: Are changes required to the resolutions process?

Not Sure
14% No
24% Yes
62%
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If you answered yes, what changes are required to the resolutions process?
• Yes, mandatory attendance of chiefs in assembly.
• We would have to review the need for resolutions if there is a new mandate for COO.
Resolution like processes would be more relevant in Nationhood organizations.
• Resolutions need to be more considered and direct, like laws or legislation
• Yes. Resolutions should not be passed with only a small number of chiefs or proxies. There
should be a hard number of CHIEFs to be in attendance for anything to pass that is intended
for all of Ontario. Not just 30 or 40 chiefs
• To ensure past resolutions are brought forward when similar updated resolutions are passed.
Reference should be made. Also, OFNTSC should be included in resolutions that speak to
areas we have been mandated to complete. This will avoid duplication.
• Need to be more clear on direction. Perhaps a format needs to be developed.
• What is the purpose? Need to determine a way of completing resolutions or getting rid when
they are no longer splix.
• Chiefs need to be integrally involved in the development, implementation and conclusion of
resolutions.
• If this is how the chiefs decide how to raise issues and deal with them, they need to know
how to draft resolutions in a timely manner.
• The time frame for submission of resolutions should be respected; quorum for these
decisions should be based on 133 member Nations, not just those who are in attendance at
the first day.
• Reviewed legally - and shortened to no more than 2 - 3 pages and in point form.
Q55: Are changes required to the All Ontario Chiefs

Conference and/or the Special Chiefs Assembly?
Not Sure
33% Yes
57%
No
10%
If you answered yes, please explain what changes are required to the All Ontario Chiefs
Conference and/or Special Chiefs Assembly.
• A reasonable agenda, in depth discussions and strategies to implement after the assembly
is concluded.
• We need to review the relevancy of all Assembly's.
• Too many others in the room not elected. It’s a forum for political debate amongst elected
leaders. All others should be silent or not there at all.
• Give the Chiefs a forum for discussion not just a forum to always be dictated to.
• Needs to be structured for decision making vs reports.
• There should be more dialogue amongst chiefs and providing meaningful direction toward
consensus building and joint advocacy
• They can always be improved. More opportunity for dialogue. More opportunity for new
Chiefs to understand the structure and associated roles and responsibilities.
43
• Clearly outline how the chiefs can participate in the planning of these forums; this is
supposed to be their forum.
• Chiefs need to show up.
• Should be invited by Directors and be open not only to the persons working the floor – Age
appropriate as well.
Q56: Do you have any other comments that you would like to share regarding Assemblies and
the decision making process?
• Get the resolutions online ASAP and make them public. This will help for accountability.
Make sure staff cite the resolutions in the work they produce.
• No (x4).
• Give equal time to all entities incorporated to represent the people.
• Need to be an agenda set by the communities not the ORC.
• Better dialogue is needed. Why is the Chiefs of Ontario starting to go into programming?
There are postings out for programs that most first nations do not even receive. How are
you supposed to do these programs in Toronto when all of our communities are across
Ontario.
• It operates too much like the House of Commons and that’s not consensus building.
• The chiefs need to decide if they want to continue making resolutions or figure out some
way they can work together on the issues of importance.
• Communication protocol.
• When Chiefs who register fail to attend the second or third day of a meeting, their names
should be publicly recorded.
Other Comments
Q57: Do you have any other comments that you would like to share?
• In general the COO assemblies have become highly argumentative and divisive. That is the
tone set by the ORC. I remember when Health was on the table, the ORC said," I made up
my mind and that he would do what he wanted and that those in the assembly could just
carry on talking". This is not respectful of: 1) the deep challenge we all face when it comes
to "western health"; 2) diplomacy. It matters, creating a space for the Chiefs to work towards
consensus. 3) Listening and Listening Louder than bulldozing or using titles. Or using PC
voice(s) against the Chiefs. 4) Getting better results by soliciting the Chiefs to talk openly
about the issues.
• In general, the relevancy of these assemblies is really questionable. We are not paddling the
canoe towards some overall goal. We have little room for goal setting. It's all just noise for
the 2.5 days that we are meeting, the rest of Ontario carries on without even noticing that we
are meeting!!! We must face this fact and decide on a path forward. Meeting for the simple
sake of meeting is counterproductive.
• Most often, I feel that bands go to the assembly to protect their interests against any
resolution that may not align with their interests. I have heard of a lot of Chiefs going golfing,
or going to a Casino which is disheartening.
• Lastly, When, I was a "Shkii- Gimaa" - new chief, it was suddenly assumed that I knew all
about the AFN, COO, UOI, OFNLP, TC, Legislature, House of Commons, Rights issues, etc,
etc. This is a very false assumption that is made.
• Hopefully good change will come from this. I noticed there was no question about HR - I
think that the secretariat needs a certified HR professional as well as management and
finance training for all new directors/those supervising people.
• No (x5).
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• I think that part of the issue is from false expectations of all the subgroups that they will be
providing direction when it is clear that many Chiefs already have their own opinion on
issues/matters. Due to the extensive amount of issues facing First Nations (Social,
economic, health, Infrastructure residential schools, etc.) It would seem that trying to deal
with all matters at any given event /meeting is impractical. Often many essential issues get
shelved. There is a need to facilitate meetings more proficiently than they have been
previously.
• Thank you for the opportunity to share.
• Fix the process and structure or COO is bound to fail.
• I have many but I am just frustrated with this survey and I really don’t have the time as my
community issues and challenges are priority right now.
• I found these questions too prescriptive.
• Like the chiefs, elders and youth, the staff of COO are generally here to be of service to the
First Nations of Ontario; help achieve what must be done to make things better for
communities. If we need to do that differently, I believe we are up to doing that.
• Yes, I would like to meet with the Regional Chief to discuss outstanding personnel issue that
was to be reviewed and forwarded to myself .
• Restructuring is necessary in order to ensure the Chiefs of Ontario WORKS for the Chiefs in
Ontario.
E) TELEPHONE INTERVIEWS AND EMAIL
The responses and direction from the telephone interviews and email are:
• All roles of the Chiefs of Ontario should be clarified.
• There should be separate budgets for the Ontario Regional Chief, staff and travel.
• The Ontario Regional Chief and the Political Confederacy must work together – that is how
direction is given to Chiefs of Ontario Secretariat.
• The Ontario Regional Chief should not be part of the Chiefs of Ontario Corporate Board.
• Relationships in the Assembly will need to change as communities come back together
under their Nations.
• Establishing alliances are required when moving towards the Confederacy model.
• Explore the option of creating a Deputy Regional Chief for each region, while the Ontario
Regional Chief focuses on global issues.
• Our position of strength is our Nations.
• We need to be working in our Nations, not Indian Act bands.
• Start publishing attendance at Board meetings.
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• Senior management committee comprised of the Executive Directors and Chief Operating
Officers of the Provincial Territorial Organizations that had been developed before to provide
oversight to Chiefs of Ontario was helpful in keeping everyone in the loop.
• There is a need for a process to be developed to show when work on a resolution is done or
when a resolution cannot proceed further.
• It is important for a review to be undertaken to look at the financial reporting process and
how the financials are reported to the Board and the Chiefs.
• We must revitalize our Nations.
• People don’t understand the Chiefs of Ontario structure.
• The Chiefs of Ontario has lost sight of its original mandate and there is now overlap
between different organizations.
• The Chiefs of Ontario should only be opening doors for the rights-holders.
• The Chiefs of Ontario should only have a general advisory role as communities already
have such positions as health and education directors.
• We must consider downsizing and decentralizing the role of the Chiefs of Ontario.
• The Chiefs of Ontario and the Assembly of First Nations are just coordinating bodies, they
should not be meeting with the Prime Minister.
• Would like lengthy discussions and breakout sessions on restructuring.
• The question that must be asked is whether the Chiefs of Ontario is still relevant?
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FINDINGS AND RECOMMENDATIONS
FINDINGS
There are a substantial number of findings developed within the Restructuring Project. The
findings are divided into the categories of the Mission Statement and Charter, Corporate Board,
Ontario Regional Chief, Political Confederacy, Chiefs of Ontario Secretariat, Chiefs in Assembly,
the Tri-Councils (Elders, Women, Youth), Assemblies and Decision Making, and Other Findings.
Mission Statement and Charter
1. The Chiefs of Ontario was created as a coordinating body.
2. Only 50% of participants agreed that the Mission Statement reflects the work that the Chiefs
of Ontario does, the remaining 50% either did not agree or were unsure.
3. Participants stated that the Chiefs of Ontario should only be responsible for advocacy and
should not be involved in decision-making or governance. Participants emphasized that the
Chiefs of Ontario is not a rights-holder or decision-maker.
4. The majority of participants were not familiar with the draft Charter that was developed by
the Chiefs of Ontario in 2001.
5. The majority of participants believed that the Chiefs of Ontario require a Charter but some
believed it was not necessary.
6. Participants expressed that a Charter should include such elements as protocols, rules of
engagement, communications, roles and duties, UNDRIP, guiding principles and values,
and traditional governance principles.
7. The Charter must be accessible, understood by all, and available online. The Charter must
be understood, respected and abided by.
8. Participants noted that people do not understand the Chiefs of Ontario.
9. It was emphasized that the Chiefs of Ontario has lost sight of its original mandate and its
mandate overlaps with other organizations.
10. It was stated that the role of the Chiefs of Ontario is to open doors for the rights-holders.
Corporate Board
11. Half of participants believed that the Chiefs of Ontario Corporate Board should be
restructured; the rest did not agree or were unsure.
12. The Chiefs in Assembly were unable to reach agreement at the Special Chiefs Assembly as
to how the Corporate Board should be restructure.
13. Participants did not share a common position as to how the Corporate Board should be
restructured and expressed different options such as technical representatives, a seat for
the Independents, treaty councils, tribal councils, and diversity matrix. Others stated that
47
the Board should be moved away from the Provincial Territorial Organizations and not
political positions.
14. Some participants stated there is a need for board competency, accountability mechanisms,
better communication with leadership, and a procedures manual.
15. Half of participants were not sure whether the Corporate Board should be restructured to
include Directors seats for others. Less than half felt that it should include a seat for the
Independents. Less than half believed that it should be restructured based on Nations.
16. It was stated that the issue with the Corporate Board is attendance and accountability.
17. Only 20% of participants supported the number of Directors to remain at 5 with 4 being
Grand Chiefs or Grand Council Chiefs and 1 for the position of the Ontario Regional Chief.
18. While there was no consensus as to what the number of Directors for quorum should be, all
responses were more than 50% or higher.
19. More than half of participants stated that the Ontario Regional Chief should remain an ex
officio Director of the Board that does not have the power to vote. Others expressed that
the Board has corporate responsibilities while the Ontario Regional Chief has political
responsibilities so should not be part of the Board.
20. The provision of the Chiefs of Ontario By-Law No. 1 that the Ontario Regional Chief is an ex
officio Director who does not have the power to vote is contrary to the Canada Not-for-Profit
Corporations Act.
21. Half of participants stated that the Corporate Board should be changed from only allowing
the Grand Council Chief or Grand Chief to be a Director. Participants presented various
options for Directors such as Chiefs, previous Regional Chief, Nations, and representatives
from the Provincial Territorial Organizations.
22. The majority of participants agreed that the By-Law No. 1 should be amended to include
other ways to remove a Director. Possible options presented included if they make bad
decisions, for incompetency, not fulfilling their fiduciary responsibilities, not participating, and
human rights violations.
23. Participants stated that attendance and meeting minutes of the Corporate Board need to be
provided to the Chiefs and information about the Corporate Board should be posted online.
24. The Corporate Board issues must be addressed. However, the Chiefs in Assembly did not
reach agreement as to how the Corporate Board should be restructured.
Ontario Regional Chief
25. Participants stated that the Ontario Regional Chief’s roles and responsibilities include
listening to the Chiefs, meeting the mandates from the resolutions, acting as a
representative of the political and secretariat offices of the Chiefs of Ontario, following the
direction of the Chiefs in Assembly, delivering messages on behalf of a Nation, and opening
doors for the Nations.
48
26. Almost all participants stated that the Ontario Regional Chief is accountable to all 133 First
Nations in Ontario.
27. It was stated that the Ontario Regional Chief is accountable through action on resolutions,
reports to the Chiefs in Assembly, and actions. Others expressed concern that there is no
accountability mechanism, that there is a need for a job description and evaluation, and that
the Corporate Board should be ensuring that the Ontario Regional Chief is performing
his/her elected duties.
28. Over 80% of participants were not familiar with the Terms of Reference for the Ontario
Regional Chief that was passed in 1984.
29. Over 77% of participants believe that the Ontario Regional Chief requires a Terms of
Reference.
30. Participants stated that a Terms of Reference for the Ontario Regional Chief should include
deliverables, expectations, reporting, accountability, removal, transparency, treatment of
staff, financial limitations, roles and responsibilities, decision-making, conflict resolution, and
communication.
31. It was noted that the position of Ontario Regional Chief must have a connection with the
Secretariat through the Chief Operating Officer but cannot direct the administrative activity
of the Secretariat.
32. It was stated that the Terms of Reference should be online as well as voting rules and
regulations.
33. The option of having the position of a Deputy Ontario Regional Chief or a Deputy Regional
Chief for each region was also presented by some participants.
34. It was recommended that separate budgets for the Ontario Regional Chief, staff, and travel
be developed.
35. Participants stated that the roles and responsibilities of the Political Confederacy are to bring
the voices from their regions or Provincial Territorial Organizations to the Chiefs of Ontario,
to work together to lobby government, to provide guidance and advise to the Ontario
Regional Chief. Others stated that they did not know what the roles and responsibilities of
the Political Confederacy are, and other expressed that they did not believe there was a
need for the Political Confederacy.
36. It was expressed that the Political Confederacy is accountable to the Chiefs in Assembly
and their region or those that they represent. Many other participants stated that they did
not know whom the Political Confederacy is accountable to.
37. A significant number of participants stated that they did not know how the Political
Confederacy is accountable. Others noted that there is no accountability mechanism, while
other stated that they are accountable through reports.
38. It was noted that Political Confederacy minutes must be posted for the Chiefs.
49
39. Approximately 40% of participants felt that the composition of the Political Confederacy
should be changed, 35% were unsure and 25% did not agree.
40. Options for changing the composition of the Political Confederacy included Nationhood, all
large Bands having a seat, all tribal councils having a seat, Independents only having one
seat, and Mushkegowuk Tribal Council not having a seat as the Nishnawbe Aski Nation
represents them. Others stated that the Political Confederacy may not be required if the
move was towards Nationhood, and others noted it must be reflective and respectful of the
diverse First Nations that are represented.
41. The majority of participants were not familiar with the draft Terms of Reference and Rules of
Procedure for the Political Confederacy.
42. An overwhelming 85% believed that the Political Confederacy requires a Terms of
Reference. Participants stated it should be available online and that it should include such
elements as consensus building, reporting, attendance, conflict resolution, accountability
decision-making, roles and responsibility, communication, and that they advise the Ontario
Regional Chief. Other participants felt that the Political Confederacy is no longer relevant.
43. Participants expressed that the Political Confederacy needs to have experienced
representatives, that the current structure needs to change, role clarification is required, and
that they must remain unified with the Ontario Regional Chief. Some participants also
reiterated that the Political Confederacy is not needed. Another participant also
recommended that the Chiefs of Ontario conduct orientations with First Nations when Chiefs
are elected.
Chiefs of Ontario Secretariat
44. The roles and responsibilities of the Chiefs of Ontario Secretariat were noted by participants
as including supporting the Ontario Regional Chief, Chiefs, and the Provincial Territorial
Organizations; advocating for the 133 First Nations in Ontario and providing services and
resources; informing First Nations about relevant information; coordinating the opening of
doors; and acting as an non-political entity. Research, communication, support,
coordination, and carrying out the mandates of resolutions passed at the Assemblies were
also stated as coming within the roles and responsibilities.
45. Participants recommended that the agendas and supporting materials be prepared far
enough in advance of Assemblies so that Chiefs can make informed decisions.
46. It was stressed that the Chiefs of Ontario Secretariat must never ignore the needs of the
Chiefs and the Ontario Regional Chief.
47. Accountability of the Chiefs of Ontario Secretariat was stated as being to the 133 First
Nations in Ontario, the Executive Director, the Board of Directors, the Chiefs in Assembly,
and all Ontario First Nations citizens and leadership. Others noted that if there was a new
mandate to only coordinate lobbying and writing proposals, it would be to the Ontario
Regional Chief. Another participant stated that the Chief Operating Officer is to be
accountable to the Board of Directors but that was not always in practice. Others did not
know whom the Chiefs of Ontario Secretariat are accountable to.
50
48. Participants either did not know who the Chiefs of Ontario Secretariat is accountable to or
expressed that they are accountable to their bosses, to the Political Confederacy and the
Board, by providing updates on files and reports, and by responding to the needs of the
Chiefs and the Ontario Regional Chief. Another noted that it was uncertain whether there is
an accountability mechanism in place.
49. Participants recommended that there must be a fair public complaints process that is
followed, the website should include such information as the Board of Directors and financial
information of the Chiefs of Ontario, and knowledge that the Chief Operating Officer is
accountable to the Board of Directors.
50. It was further recommended that the financial and personnel policies and procedures needs
to be updated, consistent hiring policies and practices implemented, and staff must have
police checks. A participant noted that there is entitlement among some directors who will
not assist Chiefs and the Ontario Regional Chief.
51. Reintroducing the Senior Management Committee comprised of the Executive Directors and
Chief Operating Officers of the Provincial Territorial Organizations to provide oversight to the
Chiefs of Ontario was recommended.
52. It was recommended that the downsizing and decentralizing of the Chiefs of Ontario be
considered.
53. It was noted that the Chiefs of Ontario should not be meeting with the Prime Minister, and
that their role is only to coordinate.
54. Participants felt that the success stories of the Chiefs of Ontario Secretariat need to be
celebrated.
Chiefs in Assembly
55. Participants responded that the roles and responsibilities of the Chiefs in Assembly are to be
the voices of their communities, act as a voting body that puts forth mandates, bring forth
direction to the Chiefs of Ontario, attending all sessions, giving input and direction, and
being politically astute on issues and processes. A participant stated that Chiefs in
Assembly are the corporate body of the Chiefs in Ontario but that in true Anishinabe ways
the Chiefs in Assembly could happen at any time. Another participant felt that the Chiefs of
Ontario staff determined the Assembly agendas rather than it being planned by the Chiefs.
56. Some participants were unsure of how the Chiefs in Assembly are accountable and stated
that there is no mechanism at present. Others stated that they are accountable to their
people through voting, to each other, through annual reports, and by carrying out resolutions.
57. Participants felt that the Chiefs in Assembly are accountable to their people and
communities, the Chiefs of Ontario and the Ontario Regional Chief, and to the 133 First
Nations in Ontario.
58. It was stated that the role of Assemblies are not clear with too many technical presentations
without meaningful dialogue and vision setting for a collective voice. The need for the
Chiefs in Assembly to be able to say what they want to discuss or deal with in the
Assemblies is required.
51
59. It was recommended that quorum be considered based on the 133 First Nations in Ontario
and not just those that attend the meeting and that it should be in place for the entire
meeting.
60. It was recommended that the names of Chiefs who leave meetings early or do not attend
when registered should be posted publically especially when quorum is lost.
Tri-Councils
61. The roles and responsibilities of the Elders were expressed as sharing their wisdom and
experience, guiding the Chiefs of Ontario, offering advice and support, and giving direction
and traditional knowledge.
62. It was stated that the Elders are accountable to their communities, each other, the 133 First
Nations in Ontario, leadership, the rights-holders, the Chiefs in Assembly, the grassroots,
Creator and future generations.
63. Some participants were unsure of how the Elders are accountable, while others noted that
they should be connected to their communities.
64. Participants stated that the Elders should not be part of the democratic business of the
Chiefs of Ontario, that they need to be known and respected in their communities, they need
to support each other and guide the Chiefs, there should be an independent Elders Council
with representation for the entire region, they must have a prominent role, and that they
should be sanctioned by their communities and have a police record check.
65. It was recommended that the Elders/Grandmothers/Knowledge Keepers have an advisory

role.
66. Many participants were not aware of the roles and responsibilities of the First Nations
Women’s Caucus. Other participants stated that it is to advocate, have a voice in decision-
making at the Chiefs level, provide women leaders a safe place to dialogue, provide
guidance from a holistic perspective, and to promote women’s issues and equality.
67. Participants stated that the First Nations Women’s Caucus is accountable to each other and
the people they represent, their First Nations, and the female grassroots members. The
majority of participants however expressed that they did not know how they are accountable.
68. A significant number of participants were not aware of who the First Nations Women’s
Caucus are accountable to. Other participants stated they are accountable to the
organization, the Chiefs in Assembly, their First Nations, membership, and the grassroots.
69. Approximately 82% of respondents were not familiar with the Terms of Reference for the
First Nations Women’s Caucus.
70. Participants recommended that the Terms of Reference for the First Nations Women’s
Caucus be posted online, they should not be involved in the democratic process of the
Chiefs of Ontario, and that there is a need for more information about them and what they
do.
52
71. Participants stated that the roles and responsibilities of the Ontario First Nations Young
Peoples Council are to represent the youth, advocate, to provide guidance from a youth
perspective, and to learn and participate. A participant stated that they would not be
required if the Chiefs of Ontario’s only role is to lobby for meetings for the Chiefs and work
with Nationhood organizations.
72. Many participants were not sure whom the Ontario First Nations Young Peoples Council is
accountable to. Other participants believed that they are accountable to each other, their
communities, their Provincial Territorial Organization’s youth councils, the Chiefs in
Assembly, the youth, and the grassroots.
73. Participants stated that the Ontario First Nations Young Peoples Council is accountable
through their Provincial Territorial Organization’s youth council, reports, and to carry the
voices of the youth. Almost half of participants did not know how they are accountable.
74. It was recommended that the Ontario First Nation Young Peoples Council receive support to
educate themselves on issues and to participate in discussions in decision-making forums.
75. Three quarters of participants were not familiar with the Terms of Reference for the Ontario
First Nations Young Peoples Council.
76. Participants expressed that the Ontario First Nations Young Peoples Council’s voice is
incredibly important, the Chiefs in Assembly need to listen and implement their concerns
and advice and demonstrate leadership qualities, they should not be part of the democratic
process of the Chiefs of Ontario, and their work must be supported financially.
77. It was recommended that the Ontario First Nations Young Peoples Council have a bundle.
Assemblies and Decision Making
78. Approximately 61% of participants believed that changes are required to the resolutions
process.
79. Participants recommended developing a process to show when work on a resolution is

completed or cannot proceed further.
80. It was noted that there should be mandatory attendance for the Chiefs in Assembly.
Participants recommended that resolutions be more considered and direct; that Chiefs need
to be involved in the development, implementation and conclusion of resolutions; that past
resolutions are brought forward and referenced when similar updated resolutions are
passed; resolutions must be drafted in a timely manner; the timeframe to submit resolutions
must be respected; and that resolutions be legally reviewed and be shortened. Participants
further recommended that resolutions be passed with a large number of Chiefs in
attendance and not only a few, and that quorum be based on the 133 First Nations in
Ontario and not just quorum from the first day of the Assembly.
81. Approximately half of participants believed that changes are required to the All Ontario
Chiefs Conference and/or the Special Chiefs Assembly.
82. Participants stated that Assemblies must allow for in-depth discussions and strategy to be
implemented, provide the Chiefs a forum for discussion and not just being dictated to, be
53
structured for decision making versus reporting, foster dialogue towards decision-making
and consensus building, and clearly define how Chiefs can participate in the planning of
Assemblies. Other participants expressed that the Chiefs need to show up, and that the
relevancy of Assemblies need to be reviewed.
83. Participants expressed that the Assemblies will need to change as communities come back
together and unite under Nations.
84. It was recommended that resolutions be posted online and that staff cite the resolutions in
the work that they produce. Participants stated that the agenda needs to be set by the
communities, better dialogue is needed, there is a need for consensus building, a
communications protocol is required, and the Chiefs need to decide if they want to continue
to make resolutions or use a different process to work together. It was further
recommended that Chiefs who fail to attend the entire meeting have their names publicly
recorded.
85. It was recommended that Grandmothers and Knowledge Keepers conduct the necessary
protocols before the Assemblies begin.
86. It was recommended that decision-making be by consensus, which requires dialogue and
working together.
Other Findings
87. It was recommended that the Chiefs of Ontario have a bundle.
88. The spiritual cultural component must be brought into all aspects of the Chiefs of Ontario,
including the Chiefs of Ontario office.
89. Territorial protocols must be respected for all Assemblies, meetings, and meeting with one
another.
90. Participants stated that the Chiefs in Assembly must prioritize the areas that they can work
on together.
91. It was recommended that the Chiefs of Ontario Secretariat require a certified Human
Resources professional.
92. It was recommended that management and financial training for all directors and
supervisors within the Chiefs of Ontario Secretariat be conducted.
93. A financial review of the process to report to the Corporate Board and the Chiefs in
Assembly was recommended.
94. It was recommended that meetings be facilitated more proficiently to ensure that the
essential issues be addressed.
95. It was noted that the Chiefs, Elders, youth, and staff of the Chiefs of Ontario are here to
service the First Nations of Ontario and help achieve what must be done for our
communities.
54
96. It was expressed that restructuring is necessary to ensure that the Chiefs of Ontario work for
the Chiefs in Ontario.
97. It was recommended that an orientation package be developed that explains the Chiefs of
Ontario structure, the Assembly of First Nations, the Provincial Territorial Organizations,
Tribal Councils, Legislature, House of Commons, rights issues, and other matters.
98. Participants emphasized that the position of strength is our Nations.
99. Traditional processes such as the Four Directional Model of Governance of the Grand
Council Treaty #3 may be considered for restructuring the Chiefs of Ontario.
100. Customary practices must be incorporated into restructuring.
101. Further discussion about restructuring is required. Restructuring must be a phased in

approach.
RECOMMENDATIONS
The First Nations leadership and citizens that participated in the Restructuring Project presented
thoughtful insight and recommendations on the relationships between the Chiefs in Assembly,
Political Confederacy, Chiefs of Ontario Corporate Board, the Ontario Regional Chief, and the
Chiefs of Ontario Secretariat.
The recommendations of the Restructuring Project are presented in the categories of

Constituting Documents, Roles and Responsibilities, Corporate Structure, Political Confederacy,
Assemblies, Education and Resources, and Governance and Administration.
Constituting Documents
1. The Mission Statement of the Chiefs of Ontario should be revisited to ensure that it
accurately reflects the advocacy role of the Chiefs of Ontario. This should be implemented
by Fall 2018.
2. The 2001 draft Charter of the Chiefs of Ontario which sets out the principles, values and
mission statements, basic structure of the Chiefs of Ontario, Chiefs in Assembly, the Elders
Council, the Political Confederacy, the Ontario Regional Chief, First Nations Secretariat, and
the relationship between the Chiefs of Ontario and the Provincial Territorial Organizations
and Independents, must be re-examined. The draft Charter should be reconstituted to
reflect the current reality of how the Chiefs of Ontario operates, with an implementation date
of Spring 2019 for the Chiefs in Assembly to adopt a finalized Charter.
3. The Terms of Reference passed for the Ontario Regional Chief in 1984 must be re-
examined. The Terms of Reference must be reconstituted to reflect the Ontario Regional
Chief’s roles and responsibilities, deliverables, expectations, reporting, accountability,
removal, transparency, relationships, financial powers, decision-making, conflict resolution,
and communication. The Terms of Reference shall be consisted with the new finalized
Charter of the Chiefs of Ontario that is to be developed. The implementation date for a
finalized Terms of Reference to be adopted by the Chiefs in Assembly is Spring 2019.
55
4. The draft Terms of Reference and Rules of Procedure for the Political Confederacy should
be examined and reconstituted to clearly define the roles and responsibilities, consensus
building, reporting, attendance, conflict resolution, accountability, decision-making, and
communication of the Political Confederacy. The Terms of Reference shall be consisted
with the new finalized Charter of the Chiefs of Ontario that is to be developed. The
implementation date for a finalized Terms of Reference to be adopted by the Chiefs in
Assembly is Spring 2019.
5. The Terms of Reference for the First Nations Women’s Caucus should be provided to all
133 First Nations in Ontario. This can be implemented immediately.
6. The Terms of Reference for the Ontario First Nations Young Peoples Council should be
provided to all 133 First Nations in Ontario. This can be implemented immediately.
7. The Charter, Terms of References and other constituting documents of the Chiefs of Ontario
and its entities must be understood. These documents should be referenced within the work
done by the Chiefs of Ontario and its entities, to facilitate understanding and to ensure that
each is fulfilling its respective purpose and mandate. This can be implemented immediately.
8. The Charter, Terms of References, and other constituting documents should undergo a
regular review to ensure that they are relevant and accurately reflect how the Chiefs of
Ontario and its entities operate. Direction should also be sought from the Elders,
Grandmothers, and Knowledge Keepers as to whether there are certain protocols that
should also respected in this regard. Implementation for this should be ongoing.
Roles and Responsibilities
9. The Chiefs in Assembly should follow appropriate protocols regarding a bundle for the
Chiefs of Ontario and for the Ontario First Nations Young Peoples Council, as directed by
the Grandmothers and Knowledge Keepers. This can be implemented in accordance with
protocol.
10. The role and responsibility of the Chiefs of Ontario must be clearly defined and respected.
The Chiefs of Ontario should not be involved in decision-making or governance.
Implementation for this should be ongoing.
11. The Chiefs in Assembly should engage in further discussion on whether the position of
Deputy Ontario Regional Chief or a Deputy Regional Chief for each region is supported and
the feasibility of this option. This should be implemented by Fall 2018.
Corporate Structure
12. The Chiefs in Assembly undertake further discussion as to whether the composition on the
Board of Directors should continue based on the Provincial Territorial Organizations, or if it
should be restructured based on Nations or some other process. This should be
implemented by Fall 2018.
13. The Chiefs of Ontario By-Law No. 1 be amended to revise the number of Directors on the
Board, the composition of the Board of Directors, removal process for the Board of Directors,
and quorum for the Board of Directors. These amendments are necessary to ensure that
56
the Board of Directors can effectively fulfill their responsibilities to the corporation while
ensuring that the members have a process to rectify any deficiencies within the Board of
Directors structure should issues arise. This should be implemented by Spring 2019.
14. The Chiefs of Ontario By-Law No. 1 be amended to remove the Ontario Regional Chief as
an ex officio Director of the Board of Directors. This amendment is necessary to ensure that
the By-Law No. 1 is in compliance with the Canada Not-for-Profit Corporations Act. This
should be implemented by Fall 2018.
15. The Chiefs of Ontario shall post attendance records from meetings of the Board of Directors.
This can be implemented immediately.
16. The Chiefs in Assembly should engage in further discussion on the Political Confederacy, its
roles, responsibilities, and accountability. An examination must be had as to whether the
Political Confederacy is still required as it currently operates or if it should be amended or
retired. This is necessary as it is evident from the findings that a significant number of
participants are not sure of what the purpose of the Political Confederacy is. These
discussions should be implemented by Fall 2018.
17. The Chiefs of Ontario should consider providing the Chiefs with the minutes from the
Political Confederacy meetings. This can be implemented immediately.
Assemblies
18. Protocol should be followed to ensure that the ceremonies and protocols are adhered to
before, within, and after the Assembly. The Chiefs of Ontario should seek the guidance of
the Elders, Grandmothers, and Knowledge Keepers and the territory regarding the protocols.
Implementation will be ongoing.
19. Assembly agendas should be developed with the participation of the Chiefs. Possible
options as to how this can be done include developing the agenda items at the proceeding
Assembly for the next Assembly, or Chiefs providing their agenda input directly to the Chiefs
of Ontario within a scheduled timeframe. The agenda must ensure that appropriate time is
provided to allow the Chiefs to have in-depth discussions and consideration on agenda
items. This can be implemented in advance of the Special Chiefs Assembly in Fall 2018.
20. The Chiefs of Ontario shall provide agendas and supporting material to the Chiefs well in
advance of an Assembly. This can be implemented in advance of the Special Chiefs
Assembly in Fall 2018.
21. The Chiefs in Assembly must comply with the timeframes for submitting draft resolutions to
the Chiefs of Ontario prior to an Assembly. Late resolutions will not be accepted. This can
be implemented in advance of the Special Chiefs Assembly in Fall 2018.
22. The Chiefs of Ontario should develop a process to demonstrate the progress of work on a
resolution, when it has been completed, or when it cannot be completed. This can be
implemented in advance of the Special Chiefs Assembly in Fall 2018.
57
23. The Chiefs in Assembly should engage in further discussions on what quorum for
Assemblies and decision-making should be. While this has been an issue that has been
explored in the past, many participants raised this issue in the Restructuring Project so it is
clearly an issue of concern for many. This should be implemented by Fall 2018.
24. The Chiefs in Assembly may publish the names of Chiefs who leave meetings early or do
not attend when registered. This can be implemented immediately.
25. The Chiefs of Ontario should post their resolutions online or through a secure site that the
133 First Nations in Ontario may access. This can be implemented immediately.
Education and Resources
26. The Chiefs of Ontario must undertake an education campaign with the 133 First Nations in
Ontario and their citizens about what the purpose and mandate of the Chiefs of Ontario is,
it’s structure and how it operates. This should include information about all of the Chiefs of
Ontario components – the Corporate Board, Political Confederacy, Ontario Regional Chief,
the Chiefs in Assembly, Chiefs of Ontario Secretariat, the Elders, First Nations Women’s
Caucus, and the Ontario First Nations Young Peoples Council. This is necessary as there is
a general lack of understanding about the Chiefs of Ontario and its various components
across the board. This should be implemented immediately.
27. The Chiefs of Ontario shall develop an orientation package that clearly explains what the
purpose of mandate of the Chiefs of Ontario is and how it operates, and the roles and
responsibilities of related entities such as Provincial Territorial Organizations and the
Assembly of First Nations. The orientation package may also include general information
about the federal and provincial government structures and the rights of First Nations. This
orientation package will be shared with all First Nations in Ontario and their leadership. This
should be implemented immediately.
28. The Chiefs of Ontario shall develop a process to meet with newly elected First Nations in
Ontario leadership to provide training on the orientation package, where requested. This
should be implemented immediately.
29. The Chiefs of Ontario should ensure its Charter, various Terms of References, policies and
procedures, and other documents are available online. This should be implemented
immediately.
Governance and Administration
30. The office of the Ontario Regional Chief shall develop a budget for the Ontario Regional
Chief, staff, and travel. This should be implemented immediately.
31. The Senior Management Committee comprised of the Executive Directors and the Chief
Operating Officers of the Provincial Territorial Organizations should be reconstituted to
provide oversight to the Chiefs of Ontario and to act as a conduit of information to their
respective entities. This should be implemented immediately.
32. The Chiefs of Ontario’s financial and personnel policies and procedures should be updated.
This should be implemented by Spring 2019.
58
33. The Chiefs of Ontario should explore hiring a certified human resources professional and
conducting management and financial training for its staff. This can be implemented by
Spring 2019.
34. The Chiefs in Assembly should consider engaging in discussions on whether the Chiefs of
Ontario should be downsized and decentralized. This can be implemented immediately.
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ACKNOWLEDGEMENTS
The Consultant would to thank the First Nations in Ontario leadership, Grandmothers,
Knowledge Keepers, and all that participated in the Restructuring Project through the online
survey, engagement sessions, interviews and emails, and within the Assemblies.
The Consultant expresses her appreciation to the host First Nations for allowing her into their
territories and to the Provincial Territorial Organizations to attend their Assemblies and to hear
directly from their leadership.
It was an honour for the Consultant to work with all participants in conducting the Restructuring
Project. By working together, the shared goal of restructuring the relationships between the
Chiefs in Assembly, Political Confederacy, Chiefs of Ontario Corporate Board, the Ontario
Regional Chief, and the Chiefs of Ontario Secretariat will be achieved.
Miigwetch.
Jenny K.A. Restoule-Mallozzi

Barrister & Solicitor
June 2018
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APPENDICES
A. SUMMARIES OF CHIEFS OF ONTARIO’S CONSTITUTING DOCUMENTS.
B. CHIEFS OF ONTARIO’S HISTORY OF STRUCTURING AND RESTRUCTURING.
C. RESOLUTION 04/18: RESTRUCTURING THE CORPORATE BOARD OF THE CHIEFS OF ONTARIO.
D. RESOLUTION 07/18: CHIEFS OF ONTARIO CALL TO BOARD OF DIRECTORS.
E. EMAIL TO ONTARIO FIRST NATIONS LEADERSHIP TO PARTICIPATE IN THE RESTRUCTURING

PROJECT SURVEY.
F. CHIEFS OF ONTARIO RESTRUCTURING PROJECT SURVEY (2018).

APPENDIX ‘A’ - SUMMARIES OF CHIEFS OF ONTARIO’S CONSTITUTING DOCUMENTS
CORPORATE DOCUMENTS
1. Government of Canada, Federal Corporation Information, Indian Associations Co-ordinating

Committee of Ontario Inc.
• The Chiefs of Ontario is federally incorporated under the Canada Not-for-Profit Corporations
Act under the name Indian Associations Co-ordinating Committee of Ontario Inc. The
registered head office is 236 Frontenac Street, Batchewana First Nation, ON P6A 6Z1.
There is a minimum of 1 director and a maximum of 4 directors. The current directors are
Francis Kavanaugh, Patrick Madahbee, Joel Abram, and Alvin Fiddler.
2. Certificate of Continuance, Canada Not-for-profit Corporations Act - Indian Associations Co-

ordinating Committee of Ontario Inc., dated April 30, 2015.
• COO was original incorporated on December 3, 1982, operating as Indian Associations Co-
ordinating Committee of Ontario Inc. It was issued certificate of continuance on April 30,
2015 (as previous jurisdiction was the Canada Corporations Act – Part II (CCA-II). The
corporate by-laws were received on May 12, 2015.
3. Indian Associations Co-Ordinating Committee of Ontario, By-Law No 1., as amended by the

Directors on November 25, 2013 and the Members on November 25, 2013.
• Membership is set out in section 1 and states:
1.01 Membership in the Corporation shall consist of the following classes of members:
(a) Active Members shall be the following societies or corporations, including their
successors as they may be named from time to time, and the rights and powers of these
members shall be exercised by the Grand Chief or Grand Council Chief, as the case
may be, of: The Association of Iroquois and Allied Indians, The Grand Council of Treaty
No. 3, The Nishnawbe Aski Nation, and the Union of Ontario Indians.
• There is no membership fee (s.1.02). Membership can be withdrawn by passing a special

resolution at their annual meeting and delivering it (s.1.03). Questions at members
meetings to be determined by majority of votes (s.1.06). Membership only transferable to
the corporation (s.2.1).
• The by-laws provide for a corporate seal (s.3.01 and 3.02); the financial year-end of March
31st each year (s.4.01); and banking arrangements (s.5.01); borrowing powers (s.6.01).
• Section 7 sets out the composition, authority, and powers of the directors:
7. Directors:
a. The Grand Chief or Grand Council Chief, as the case may be, of each Active
Member shall be nominated as a director of the Corporation. In addition, the
Ontario Regional Chief (chosen from time to time by the All Ontario Chiefs
Assembly) shall be nominated as a non-voting Director. The nomination of
each Director is subject to confirmation by vote at the annual meeting of
members.
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b. At least two of the directors must not be officers or employees of the

Corporation, in accordance with the Act.
c. Subject to the Act and to the by-laws, the directors shall have the
management and control of the affairs of the Corporation.
d. Meetings of the directors shall be chaired by the Ontario Regional Chief, and
may be held up on 48 hours actual notice to each director unless such notice
is waived by any director absent or unless all directors are present at the
meeting.
e. A meeting of the directors may be called by any three directors.
7.01 One or more directors may participate in a board meeting by telephone or

electronically, as long as all participants can communicate fully.
7.02 The office of the director shall be automatically vacated:

a. If the active member which he or she is the Grand Chief or Grand Council
Chief of from time to time, should withdraw from the Corporation.
b. If the active member which he or she is the Grand Chief or Grand Council
Chief of from time to time, becomes bankrupt or suspends payment to or
compromises with its creditors.
c. On the dissolution or winding up of the active member which he or she is the
Grand Chief or Grand Council Chief of from time to time.
7.03 Directors shall not receive any fixed remuneration for their services, but, by
resolution of the board, expenses or their attendance may be allowed for their
attendance at each regular or special meeting of the board. Such sums may be payable
to the directors as the active members by resolution determine: provided that nothing
herein contained shall be construed to preclude any director from serving the
Corporation as an officer or in any other capacity and receiving compensation therefore.
7.04 The directors may exercise all such powers of the Corporation as are not by the
Act or by-laws required to be exercised by the members at general meetings.
7.05 The directors shall have power to authorize expenditures on behalf of the
Corporation from time to time and may delegate by resolution to an officer or officers of
the Corporation the authority to employ and pay salaries to employees. The directors
shall have the power to make expenditures for the purpose of furthering the objects of
the Company.
7.06 A quorum for a directors meeting shall be three and a quorum must [sic]
7.07 approve each resolution or by-law for it to be duly passed by the board. [sic]
7.08 At all meetings of the board, every question shall be decided by a majority of the
votes cast on the question.
7.09 Each director shall be indemnified and saved harmless by the Corporation from
and against:
a. All costs, charges and expenses which such director sustains or incurs in or
about any action, suit or proceedings which is brought, commenced or
prosecuted against him/her, or in respect of any act, deed, matter of thing
whatsoever, made, done or permitted by him/her in or about the execution of
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the duties as a director of the Corporation, or in respect of any such liability;

and
b. All other costs, charges and expenses which he/she sustains or incurs in or
about or in relation to the affairs thereof, except such cost, charges or
expenses as are occasioned by his/her own wilful neglect or default.
7.10 The board may from time to time appoint any committee or advisory body, as it
deems necessary or appropriate for such purposes and, subject to the Act, with such
powers as the board shall see fit. Any such committee may formulate its own rules of
procedure, subject to such regulations or directions as the board may from time to time
make. Any committee member may be removed by resolution of the board of directors.
• Annual Members Meeting is set out in section 8, stating that the annual meeting to be held
in June at a location in Canada (s.8.01); they may have more than one general meeting a
year (s.8.02); the Board to call a special meeting of members under the written request of at
least three Active Members and if it’s not called in 21 days, the members may call the
meeting (s.8.03); seven business days notice of the meeting is required (s.8.04). The issue
of quorum is set out in section 8.05 which states:
o 8.05 Three members present at the meeting shall constitute a quorum and each
member present at the meeting shall have the right to exercise one vote. If the
Corporation chooses to make available a telephonic, electronic or other
communication facility that permits all participants to communicate adequately with
each other during a meeting of members, any person entitled to attend such meeting
may participate in the meeting by means of such telephonic, electronic or other
communication facility in the manner provided by the Act. A person participating in a
meeting by such means is deemed to be present at the meeting, including voting, if
such person is entitled to vote at the meeting.
• Minutes of the corporation are transcribed and held at the head office (s.9.01); an auditor
shall be appointed at the annual meeting (s.10.01); and members to be sent copy of the
financial statements (s.10.02).
• Section 11 states that contracts, documents or any instruments in writing are to be signed
by the Executive Director or such other officers as the board of directors may be resolution
designate; the seal of the corporation may be affixed (s.11.02); and certifications shall be
effected under seal (s.11.03).
• Provisions concerning officers is set out in section 12 which state:
12.01 The board may designate the offices of the Corporation, appoint officers on an
annual or more frequent basis, specify their duties and, subject to the Act, delegate to
such officers the power to manage the affairs of the Corporation. A director may be
appointed to any office of the Corporation. An officer may, but need not be, a director.
Two or more offices may be held by the same person. The offices of the Corporation
shall include the position of Executive Director, and may include other positions such as
President, Secretary, and Treasurer.
12.02 The Executive Director shall be appointed by the directors and confirmed in that
position at each annual meeting. The Executive Director shall not be removable from
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that position except for cause; all other officers of the Corporation hold office during
pleasure.
12.03 The Executive Director shall be the chief executive of the Corporation, and shall
attend all meetings of the board of directors and shall, under the direction of the directors
and in accordance with the Act and any by-laws, manage the affairs of the Corporation.
12.04 The directors may appoint agents and engage employees from time to time and
such persons shall have such authority and shall perform such duties as prescribed by
resolution or by-law.
12.05 The remuneration of all officers, agents and employees shall be fixed by the
directors subject to confirmation at the next annual meeting of the members.
• Head office to be on Fort William First Nation (s.13.01); omissions and errors of notice does
not invalidate any action taken at the meeting (s.14.01).
• Amendments and repealing of the by-laws is set out in section 15:
15.01 Subject to the articles, the board of directors may, by resolution, make, amend or
repeal any by-laws that regulate the activities or affairs of the Corporation. Any such by-
law, amendment or repeal shall be effective from the date of the resolution of directors
until the next meeting of members where it may be confirmed, rejected or amended by
the members by ordinary resolution. If the by-law, amendment or repeal is confirmed or
confirmed as amended by the members it remains effective in the form in which it was
confirmed. The by-law, amendment or repeal ceases to have effect if it [is] not
submitted to the members at the next meeting of members or if it is rejected by the
members at the meeting.
15.02 This section does not apply to a by-law that requires a special resolution of the
members according to subsection 197(1) (Fundamental Change) of the Act because
such by-law amendments or repeals are only effective when confirmed by the members.
CHARTERS
4. Ontario Confederacy of Nations Charter, undated.
• Mandate is stated as: “To protect and implement our rights and jurisdiction, which will
ensure the survival of the culture and heritage of our Nations.”
• Specific tasks are listed as Constitution, legislation – federal/ provincial, policy, and
structures.
• Composition of the Confederacy of Nations is stated as:

1 representative per 5,000 = 14 members plus 1 Regional Chief = 15
4 – Nishnawbe-Aski
4 – Union of Ontario Indians
2 – Grand Council Treaty #3
2 – Association of Iroquois and Allied Indians
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2 – Independent Bands
1 – Regional Chief – Acts as Facilitator/ Chairman
• Planning and Priorities Committee is stated as:

7 representatives selected from the above Confederacy plus the Regional Chief = 8
members
2 – Nishnawbe-Aski
2 – Union of Ontario Indians
1 – Grand Council Treaty #3
1 – Association of Iroquois and Allied Indians
1 – Independent Bands
1 – Regional Chief – Acts as Facilitator/ Chairman
It further states: “Each respective area will select its own representatives (i.e., Chiefs,
Councillors, Association President/Grand Chiefs, Tribal Chairman, etc.).”
• The Terms of Reference of Planning and Priorities Committee includes assisting the
Confederacy of Nations members in performing their political responsibilities, to provide
advice and guidance as required; coordinate policy development and initiatives, adopt
measures to facilitate communications, cooperation, exchange and disclosures of
information to ensure compliance with political directives; convene regular meetings to
provide for joint planning and direction; oversee dissemination of information; setting policy,
establishing priorities and developing plans consistent with the political will and direction of
the Chiefs of Ontario as expressed by the Confederacy of Nations at the Assemblies; and to
function at all times as a unit.
5. Draft #1: Chiefs of Ontario Charter (undated)
• Notes that it is a work in progress and not reviewed by the Political Confederacy. States
that the draft reflects information contained in the February 2001 Structural Review Report
adopted by the Chiefs in Assembly and that it would work towards potential finalization at
the AOCC, June 2006.
• Sets out the following sections: Principles, Values and Mission Statements; Basic Structure
of the Chiefs of Ontario; Chiefs in Assembly; The Elders Council; The Political Confederacy;
Ontario Regional Chief (ORC); First Nations Secretariat; and Appendix – Protocol for
Relationship Between COO and PTO’s/Independents.
• The Principles, Values and Mission Statements section sets out that traditional First Nation
law must be respected and supersedes Canadian law; First Nation possess the inherent
right of self-government; Elders are the keepers of traditional law; international Treaties with
First Nations are to be respected; there is a scared trust and fiduciary relationship between
First Nations and Canada; First Nations relationships shall be guided by values of love,
kindness, sharing, respect, truth, courage, humility; regional and other differences between
First Nations shall be respected; protection of First Nation languages is a key priority;
matters shall be considered with the future generation.
• The Basic Structure of the Chiefs of Ontario section sets out that COO is made up of the
Chiefs in Assembly, Elders Council, Political Confederacy, Ontario Regional Chief, and the
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First Nations Secretariat. It states that these five elements shall act in accordance with the
Principles, Values and Mission Statements of the Charter.
• The Chiefs in Assembly section sets out that it is made up of 134 recognized First Nations in
Ontario; the Assembly adds or removes First Nations from the recognized list which the
Secretariat will develop a formal process for; Chiefs shall make every effort to attend
Assembly meetings in person for debate and decision making; proxies can participate;
annual AOCC held in June in one of the First Nation territories, PC may decide to hold it
before for special reasons; PC may call Special Assemblies to deal with emergency or
priority issues; meeting notice and agenda are to be sent out at least 14 days before
Assemblies and must include sufficient information to allow for reasonable decision making
at the Assembly; ORC shall be the ex officio chair of the Assembly, actual chairing function
will be delegated to the chair or co-chair with acceptance of the Assembly; matters shall be
debated for a reasonable length of time, reasonable efforts to reach consensus, chair shall
call for a vote, decisions are in the form of resolutions;
o “19. The Assembly is the primary First Nation political forum in Ontario for decision-
making, action, and advocacy by the [sic]. It shall be specified when a particular
Assembly decision is meant to be binding on individual First Nations. Assembly
decisions are binding on the ORC, the PC, and the Secretariat.”
o Issues are brought through the First Nations, ORC, PC, or Secretariat; Assembly
may refer any issue to the Elders Council for advice; ORC and the PC shall stay at
the front table during the Assemblies.
• The Elders Council section states that there shall be 5 members of the Elders Council as
chosen by the 4 PTO’s and the Independents; ORC shall chose the Ontario Regional Elder;
the Regional Elder shall chair meetings of the Elders Council;
o “24. The Elders Council shall meet at the same time as Annual and Special
Assemblies. The Council shall provide advice to the Assemblies, when requested
and when the Council deems appropriate. The Council members shall always have
the right to speak at Assemblies. Assemblies shall give the utmost respect to the
advice of the Council.”
o Elders Council may meet at other times; they may send a representative to PC
meetings; they have the responsibility to watch over the laws, languages, Treaties,
and other traditional values of First Nations; they will develop their own procedures
and precedents for meetings.
• The Political Confederacy section states that the PC is the executive arm of COO;
o “29. The PC is composed of the four PTO Grand Chiefs, a representative of the
Independents, and the ORC. The total representation is six. The ORC is the chair of
the PC. Each member has one vote in the event of decision-making. The quorum is
four members. In the event of a tie vote, a matter shall be deferred for further debate
and later decision-making.”
o PC shall meet at least once a month in person or by telephone conference call; 7
days written advance notice unless it is waived; summary minutes and decisions
records kept for PC meetings; decision making by resolutions.
o “32. A principle objective of the PC shall be to implement Assembly decisions, to the
best of its ability.
o 33. Another principle objective of the PC shall be to manage significant collective
First Nation issues between Assemblies, even when there is no guiding resolution.
In such cases, the matter shall be brought to next Assembly to clarify the PC
mandate.
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o 34. Another principle objective of the PC shall be to oversee the preparation of

Assemblies.”
o PC may establish working groups and committees; establish roundtables to
negotiate with the Canadian governments as long as the roundtables are consistent
with Assembly resolutions; each member of PC and the ORC are assigned a
portfolio (being Education, Social, Economic, Rights, Inter-governmental Relations,
and Health); Secretariat shall assign staff to support the PC in the portfolios.
o “37. All members of the PC shall endeavour to act collectively in the best interests of
all First Nations. At the same time, the five members of the PC other than the ORC
are answerable to their particular constituencies. Every effort shall be made to
ensure that PC initiatives do not conflict with regional projects.”
o If there’s a conflict, the PC member may speak to the issue but remove him or
herself from the decision-making.
• The Ontario Regional Chief (ORC) section states that ORC is elected every three years by
the Chiefs at an Annual Assembly; ORC does not have inherent authority but is always
accountable to the Chiefs; ORC is official chair of Assemblies; ORC shall make every effort
to implement resolutions passed at Assemblies;
o “41. Between Assemblies the ORC shall have a general executive function to
advance and advocate First Nation priorities. The focus shall be on collective First
Nation matters. Subject to resources, individual First Nation issues may also be
advanced.
o 42. The ORC shall work closely with the PC to ensure that resolutions and other
First Nation priorities are addressed between Assemblies.
o 43. The ORC shall rely on the Secretariat for technical and other support. The ORC
shall provide general policy direction to the PC.”
o ORC is the principle link between COO and the AFN, represents Ontario First
Nations on the Executive of the AFN; PC may designate PC members and First
Nation Chiefs to sit on AFN committees; the ORC and PC work together to ensure
COO has an effective long-term strategic plan which should be updated at least
every three years; ORC shall ensure COO has an effective communications plan;
o “47. Working with the PC, the ORC shall endeavour to ensure that the interests and
values of all First Nation regions are taken into account. In developing initiative and
working on the implementation of resolutions, the ORC shall endeavour to avoid
measures that may conflict with regional initiatives.”
o ORC and PC may work together to establish forums and special projects with
Canadian governments; ORC and PC shall have a general mandate to deal with
First Nation emergencies between Assemblies even when no governing resolution.
• The First Nations Secretariat section states that the Secretariat is comprised of staff and
contractors of COO; mandate is to work in support of the ORC and PC; it is non-political civil
service; it is different than political assistants who may be appointed by the ORC and PC;
managed day-to-day by an Executive Director selected by the PC; bound to follow Assembly
resolutions as interpreted by the PC; responsible for all technical preparations for
Assemblies and PC meetings;
o “55. The Secretariat shall be established as a corporation. The Board of Directors
shall be appointed by the PTO’s and Independents. This Board shall only be
responsible for routine administrative matters. In terms of general political direction
the Secretariat shall be accountable to the ORC and PC.”
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• The Appendix – Protocol for Relationship Between COO and PTO’s/Independents section
states that COO and PTO’s/Independents shall be mutually respectful, working to advance
the collective interest of First Nations; conflicts are to be resolved in a respectful basis, may
involve the ORC, PC, and Elders Council; COO shall consider overlaps and conflicts with
known PTO/Independent initiatives when implementing Assembly resolutions, COO to
contact the affected PTO/Independent before a problem develops; COO shall endeavour to
establish PTO/Independent committees with appropriate technical representatives on
significant files to ensure COO and PTO/Independent activities are in harmony; same may
be established for Chiefs committees. Mutual responsibility of good communication with
each advising the other of initiatives that may impact regional initiatives and/or Ontario wider
activities;
o “6. In addition to taking consideration PTO/Independent interests, COO shall take
into account regional (eg. North and South), Treaty, and other differences that exist
in Ontario. The basic mandate of COO is to advance collective initiatives, pursuant
to Assembly resolutions. Implementation must be sensitive to regional differences.”
o COO reps will endeavour to visit PTO/Independent offices to share information on
initiatives and projects particularly those that may impact regional files;
PTO/Independents have obligation to share non-confidential information on regional
files. “COO can only seek to avoid conflicts with regional initiatives that are known.”;
COO and PTO/Independents shall endeavour to identify areas where cooperation
and mutual support are possible; PC shall be the principle clearinghouse to discuss
and resolve overlap between COO and PTO/Independents initiatives.
6. 2012 Draft #1: New Chiefs of Ontario Charter, dated February 1, 2006.
• Same structure and content as the undated Draft #1: Chiefs of Ontario Charter, with more
differences except where noted. Changes included using ‘Indigenous’ instead of ‘First
Nations’, ‘distinctions’ rather than ‘differences’, and to include ‘Grand
Council/PTO/Independent’ rather than ‘PTO/Independent’.
• Includes a Mission statement that states: “The Chiefs of Ontario is a political forum and
secretariat for collective decision-making, action, and advocacy for the 133 First Nations
communities located in Ontario. Guided by the Chiefs in Assembly, we uphold self-
determination efforts of the Anishinaabek, Mushkegowuk, Onkweho:we, and Lenape
Peoples in protecting and exercising their inherent and Treaty rights. Keeping in mind the
wisdom of our Elders, and the future for our youth, we continue to create the path forward in
building our Nations as strong, healthy Peoples respectful of ourselves, each other, and all
of creation.”
• New clause under the Principles, Values, and Mission Statements: “Indigenous Nations in
Ontario possess the inherent right of self-governance, which is a defining measure of
Nationhood. The Chiefs of Ontario shall support the inherent right of Indigenous Nations to
exercise jurisdiction over all matters related to self-governance and self-determination.”
• New clause under the Principles, Values, and Mission Statements: “Individual Indigenous
Nations have the inherent right to establish and maintain relationships, either formal or
otherwise, with other individual Indigenous Nations. Relationships shall be grounded in the
principles of Indigenous teachings and values.”
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• The Political Confederacy section had a question asking “Is there a Terms of Reference or
Rules & Procedures for the PC meetings? PC meeting discussion should be for PC
members, or their proxy only, except for presentations and Q&A’s by designated staff
members. Materials for PC meetings should be distributed to PC members at least 3 days
in advance of the meetings in order to provide appropriate time for members and their
technical staff to review.” [emphasis in original]
• The Ontario Regional Chief (ORC) section had proposed new wording to change that the
ORC is elected every three years to state that the ORC is selected through Traditional
process every three years. New wording to state: “…Upon request and subject to available
resources, individual First Nation issues may also be advanced.” New wording that the
ORC will keep the PC informed about AFN business.
• The First Nations Secretariat section in discussing the Board of Directors clause included
the questions: “Who is responsible for establishing policy and procedures, salary grid’s, etc?
Who supervises and evaluates the Executive Director? How many Directors? What
connection/ accountability, if any, is there between the Board, the PC and the ORC?”
7. Chiefs of Ontario – Draft Chiefs of Ontario 2006 Charter Task Force Video Meeting,
November 23, 2012
• States that the purpose of the meeting was to edit comments that were provided to the task
force and that there would be a second meeting on January 15, 2013. Attendance is listed
as including representatives from the Independent First Nations, COO, UOI, AIAI, and
Animbiigoo Zaagi igan Anishinaabek.
TERMS OF REFERENCES
8. Ontario Regional Chief: Terms of Reference, Thunder Bay, Ontario, May 30, 1984
• Sections include Duties – Regionally, Duties – Nationally, Work Plan, Evaluation, Time
Allocation, Disciplinary Action, Grievance Board, and Removal for Cause.
• The Duties – Regionally section states that the ORC is to act as a liaison between Ontario
Confederacy Members and the AFN office; attend all Chiefs’ Assemblies as invited;
establish regular communication with Confederacy Members; report at the AOCC; advise
the COO Executive Director of weekly travel schedule who will then inform the Confederacy
Members and Financial Controller; coordinate regional meeting materials to Confederacy
Members; advise President/ Grand Chiefs of visits to Bands in their region; chair, develop
agenda and provide overview of national events for each meeting.
• The Duties – Nationally section states that the ORC is to establish contact with
Parliamentarians, MPs, Ministers, Caucuses, Privy Council Office, Prime Minister’s Office,
Office of Aboriginal and Constitutional Affairs, and various committees; establish contact at
AFN to assist in arranging meetings with parliamentarians; attend national meetings and
AFN Executive Committee meetings; assist National Chief in formulating and implementing
national direction consistent with AOCC and AFN resolutions; and establish contact with
other Native organizations (ICNI, NCC, and MNC).
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• The Work Plan section states ORC is to present a 6 month work plan to the Ontario
Confederacy members before every 6 month period in office.
• The Evaluation section states that the Ontario Confederacy Members will conduct a regular
evaluation, it will be shared with ORC, and ORC will be evaluated on performance based on
the work plan developed by ORC and approved by the Ontario Confederacy.
• The Time Allocation section states that the ORC is a full time salaried position paid by the
Indian Associations Coordinating Committee of Ontario and shall not hold any other
employment or elected position; 70% of time is to be spent in Ontario on regional issues and
30% in Ottawa on national issues.
• The Disciplinary Action section states that a written reprimand will be given if ORC fails to
attend a scheduled meeting of the Ontario Confederacy without reasonable cause; will be
suspended with pay of fails to attend two consecutive meetings without cause and an
Interim Regional Chief will be appointed by the Ontario Confederacy; and will be given a
written reprimand and notice of evaluation of fails to carry out his duties and work plan, and
if that’s unsatisfactory then will be suspended by the Ontario Confederacy Members.
• The Grievance Board section provides that ORC can appeal a suspension to a Grievance
Board; written notice shall be filed with the COO Executive Director; Grievance Board will be
established comprised of one individual appointed by each Association and one
representing the Independent Bands; the Grievance Board will give notice of the grievance
hearing, can call witnesses and consider evidence, decision will be by simple majority, will
be final and binding on all parties, and the decision shall have reasons.
• The Removal for Cause section provides that where the Ontario Confederacy decide there
is reasonable cause they may by resolution request ORC stand for re-election; once the
resolution is passed, ORC will cease performance of his duties without pay and an interim
Regional Chief will be appointed by the Ontario Confederacy Members; an election will be
held within 60 days; and no re-election resolution can be passed within 6 months
immediately following any election of ORC.
• Attached to the ORC Terms of Reference are Resolution 84/30: Procedures for Review of
the Position of Ontario Regional Chief (dated May 31, 1984); Resolution 84/31: Terms of
Reference, Ontario Regional Chief (dated May 31, 1984); and Resolution 85/29: Ontario
Political Structure (dated June 6, 1985).
9. Draft Political Confederacy: Terms of Reference and Rules of Procedure, dated November 3,
2008.
• Sections include Authority and Mandate; Composition; Quorum; Adjournment; Elders,

Chiefs and Others; Calling of Meetings; Notice of Meetings; Frequency of Meetings;
Chairperson; Decision Making; Recording and Reporting; Conflict of Interest; Standing
Committees; Committees, Roundtables, and Working Groups; and Chiefs of Ontario.
• The Authority and Mandate section states that the PC is the Ontario First Nation executive
body authorized by the AOCC; it has delegated authority that can be curtailed, expanded or
withdrawn by the Assembly; it does not have inherent authority; it has existed since 1975; it
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was re-authorized and restructured after the 2001 Structural Review Report by Resolution
02/01 – Implementation of the Structural Review Committee Report.
o The general mandate is to “foster Nationhood and facilitate development and
implementation of inherent jurisdiction and public policy where traditional governance
in the economic, political, social and cultural spheres of our people can re-emerge.”
o Clause 4 says the collective responsibilities of the PC are to: (1) Plan and set
political priorities for collective action aimed at the betterment of life in First Nations
according to the directions of the Chiefs in Assembly. (2) Facilitate the revitalization
of inherent governance in First Nation country. (3) Establish a harmonious and equal
application of contemporary and traditional systems of management in programs,
services and entitlements. Clause 5 states: “Provide leadership with the Regional
Chief on emergency issues.”
o The PC responsibility to plan and set political priorities for collective action aimed at
the betterment of life in First Nations according to the directions of the Chiefs in
Assembly requires a Chiefs Assembly resolution the other PC responsibilities and
the general mandate do not. Where the PC takes action between Assemblies
without specific direction, it is to report at the next Chiefs Assembly for specific
direction.
o PC decisions shall state their source of authority such as through Chiefs Resolution
or their responsibilities and mandate. A primary responsibility of PC is to implement
Chiefs Assembly resolutions. PC may adopt strategic plans to advance a
consolidated approach on First Nation issues.
• The Composition section sets out that:

o “10. The PC is comprised of eight people: the Grand Chiefs or Leaders of the four
regional First Nation organizations (AIAI, Grand Council Treaty 3, NAN, and UOI),
one representative from the Independent First Nations, the Chief of Six Nations, the
Grand Chief of Akwesasne, and the Grand Chief of Mushkegowuk. The Ontario
Regional Chief shall be the non-voting chair of the PC. The chairperson of the
Council of Elders and a representative of the Youth Council have the right to attend,
but not to vote. [emphasis in original]
o “11. The PC members shall lay aside any of their differences and work as a unit for
the benefit of all First Nations in Ontario. At the same time, the internal mandates of
the PC members to their respective constituencies remain intact and paramount.
The PC may develop a protocol to articulate the balance between its Ontario wide
mandate and the regional/ local responsibilities of PC members.” [emphasis in
original]
o PC decisions shall take into account regional cultural and historical diversity of First
Nations.
• The Quorum section states that quorum for holding a PC meeting and decision-making is 5
PC members.
• The Adjournment section provides that where quorum cannot be obtained, the meeting will
be adjourned to a later date. PC members at the adjourned meeting can discuss issues
informally but no decisions can be taken and no official minutes recorded.
• The Elders, Chiefs and Others section states that Elders, Chiefs, Councillors, and invited
guests are welcome to attend at their own expense to listen. PC may go in camera for part
or the whole meeting.
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• The Calling of Meetings section states that the ORC or any 2 PC members can call for a
meeting, meetings will be held on a First Nation where feasible, and may be held face-to-
face, by telephone or other electronic means.
• The Notice of Meetings section requires 5 days notice of a meeting unless notice is waived
or the PC members are present, it shall include an agenda in reasonable detail describing
the agenda items, and the meeting information. Clause 20 provides: “If a substantive
agenda item is added during a meeting, no decision can be made on that item unless there
is consensus of all eight PC members. Sufficient written background material on the added
item must be made available at the meeting. Any PC member may require that the added
item be deferred for at lease five business days to permit due consideration of the written
material.” [emphasis in original]
• The Frequency of Meetings section states that at least on PC meeting shall be held each
month.
• The Chairperson section provides that the ORC is the chairperson and the PC may select
one when the ORC is absent, and that the ORC does not have a vote at PC.
• The Decision Making section provides that reasonable efforts will be made to reach
consensus on decisions; when consensus cannot be reached it will be decided on a majority
vote of 50% plus one with abstentions not counting; if there is tie vote, no decision will be
recorded and it will be referred to future consideration of the PC subject to any applicable
Chiefs Assembly resolutions; PC decisions will be recorded by resolution.
• The Recording and Reporting section provides that resolutions and meeting summaries will
be recorded in official minutes, sent to PC members within 10 days of the meeting, and a
PC report will be sent to all First Nations once each quarter of the COO fiscal year.
• The Conflict of Interest section requires that any perceived or real conflict of interest be
disclosed before the matter is discussed; PC will determine if there is a conflict and what the
procedural measures will be including excluding the conflicted PC member from the
discussion and decision-making; and in determining if there is a conflict, PC will be guided
by any conflict of interest codes that apply to their organization or First Nations.
• The Standing Committee section states that the PC and ORC will allocate the standing
committees of economic development, education and training, health and social
development, justice, and lands/resources amongst themselves. Allocations require the
consent of the PC member and they should ensure they have the time and resources to
fulfill that responsibility; they are responsible for administering the assigned standing
committee and to report back on a regular basis to PC; and administration of standing
committees shall be subject to any approved terms of reference. The chair or co-chair of
the standing committee may request the mover or seconder of a relevant resolution
participate in the deliberation of the standing committee. COO may provide technical
assistance at standing committees subject to financial resources.
• The Committees, Roundtables, and Working Groups section provides that PC may establish
ad hoc or standing committees or similar entities to fulfil any part of its mandate or
responsibilities; PC may appoint PC members and others to AFN and other committees,
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fora, and entities; and PC may establish political level Roundtables and technical Working
Groups with the Canadian governments.
• The Chiefs of Ontario section states that COO will facilitate holding PC meetings and follow-
up action.
10. First Nations Women’s Caucus Terms of Reference, undated.
• The Terms of Reference first article Articles 4, 18, and 22 of The United Nations Declaration
on the Rights of Indigenous Peoples, 2008. Sections then include Authority, Chiefs of
Ontario (COO), Background, Purpose and Scope, Composition and Structure, Membership,
Chair, First Nations (Ex-Officio), Partnerships, Mandate, Principles and Procedures,
Accountability Mechanism, and Review Terms of Reference.
• The Authority section states that the First Nations Women’s Caucus (FNWC) is authorized
following Political Confederacy Motion #11/22 passed on September 13, 2013. It states that
a copy of that resolution is attached as Schedule ‘A’ but it is not attached in the version
provided.
• The Chiefs of Ontario (COO) section states: “The activities of the Chiefs of Ontario are
guided by Chiefs-in-Assembly resolutions and the Political Confederacy (PC). The purpose
of the Chiefs of Ontario office is to enable the Political Territorial Organization [sic] (PTO),
the Independent First Nations and Six Nations of the Grand River to discuss and decide on
regional, provincial, federal and national priorities affecting First Nations and to provide a
unified voice on these issues. The objective of the Chiefs of Ontario office is to facilitate the
discussion, planning, implementation and evaluation of all local, regional, provincial, federal
and national matters affecting the First Nations in Ontario.
• The Background section provides that PC Motion #11/22 calls on the establishment of a
First Nations Women’s Caucus to develop a community-based strategy to end violence
against First Nation women and girls and to make recommendations to the Joint Working
Group on Violence Against Aboriginal Women through COO.
• The Purpose section states that the FNWC is to “ensure a First Nations community-based
approach is utilized as part of a strategy to end violence for First Nations women and girls.
This community-based approach is part of a widespread need for First Nations women and
girls and their nations to resume control over the issues that are affecting their peoples.”
COO staff will coordinate and facilitate meetings and discussion for the FNWC.
• The Composition and Structure section provides that the FNWC will be comprised of one
representative from the UOI, NAN, AIAI, the Independent First Nations, and Six Nations of
the Grand River, and a seat will remain open for GCT3.
• The Membership section lists the Independent First Nations, UOI, NAN, AIAI, and Six
Nations of the Grand River.
• The Chair section states that a chair and vice-chair will be selected from the FNWC.
• The First Nations (Ex-Officio) section states that First Nations with a vested interest can
request to attend the FNWC meetings at their own expense.
74
• The Partnership section provides that the FNWC may seek input from partners to strengthen
their relationships, and that they would come at their own expense.
• The Mandate section states that Motion #13-17 updated the FNWC mandate to act as an
autonomous FNWC apart from the Joint Working Group on Violence Against Aboriginal
Women; identify support for First Nation approaches to end violence against Aboriginal
women and girls; develop First Nations’ priorities within the strategic framework for ending
violence against women and girls; develop short and long-term approaches for
consideration by First Nation political leadership; provide recommendations for COO into the
Joint Working Group on Violence Against Aboriginal Women’s strategic framework; act as
an advisory body to COO’s advocacy efforts for ending violence against women and girls;
and strengthen relationships with one another, regional organizations, and the Canadian
government.
• The Principles and Procedures section provides that the FNWC is an advisory body to
advance the interests of First Nations and families; it is accountable to First Nations political
leadership; will provide annual reports. Updates, recommendations at the AOCC; when
necessary will seek further direction from PC; it will respect the autonomy of First Nations
and regions to assert their own direction and initiatives; will play an active role in bringing
forward issues, stating concerns of their communities and regions, and giving direction for
decisions and recommendations; will meet regularly; a minimum of 3 FNWC members shall
constitute a meeting; will achieve consensus on Ontario-wide positions where possible; will
report to the COO Justice Unit, PC Portfolio Holder and PC in-between Assemblies; agenda
items to be submitted 5 days in advance of meetings; and shall monitor and manage
resources related to their activities.
• The Accountability Mechanism section provides that an evaluation of the FNWC activities
will occur annually “based on the level of success in collectively achieving strategic goals,
objectives and deliverables as set out in the strategic plan” and a report will be completed.
• The Review Terms of Reference section provides that it will be reviewed annually.
• It states that it was reviewed by the FNWC on October 2, 2014 and amendments to
membership were made on November 4, 2014.
11. Ontario First Nations Young Peoples Council, Sustaining the Future of Our Nations, undated.
• Sections include Background, Mandate, Terms of Reference, Vision Statement, Mission

Statement, Principles Guide Us In Our Journey, Mandate, Membership, Council,
Membership on the National Youth Council, Elder, Resources, Selection Process, Portfolio
Structure, Overview, Scope, Purpose, Mandate, Membership, Portfolio Selection, OFNYPC
Website, and OFNYPC Logo Description.
• The Background section states that COO was mandated to create a youth working group in
2003 which developed a draft terms of reference and recruitment process, and in 2004
Resolution 03/04 was passed to formally establish the Ontario First Nations Young Peoples
Council (OFNYPC) to represent Ontario First Nation youth and being a voice and lobbyist
for youth issues with governments.
75
• The Mandate section provides that the OFNYPC is “mandated to discuss and address,
regional, political and national priorities affecting First Nations youth in the communities, and
to provide a unified voice on these issues. The mandate of the Council includes taking the
lead to create a voice for the youth through the formation of youth-led governing and
decision-making processes.” The OFNYPC includes 2 representatives from each PTO and
the Independent First Nations that “ensures that there is accurate and fair representation of
the diverse regions and communities at the provincial level.”
• The Terms of Reference section states that the terms of reference was approved by the
Chiefs in Assembly through Resolution 04/09 and was amended in 2006 to further define
the role and activities of the portfolio structure.
• The Vision Statement section provides that the collective vision of the OFNYPC is to be in a
position where all are fully participating citizens in traditional governance, best opportunities
to complete the life cycle; where cultural, political, social and economic self-sufficiency and
the inherent right to self-government is enjoyed; where there is free and total access to land,
air, water, environment and resources in accordance with inherent jurisdiction, customs,
values and traditions.
• The Mission Statement section states that the OFNYPC is committed to revitalize traditional
governance and government, secure resources, strengthen support systems towards
nationhood. The goals of the OFNYPC are to work with the Assembly and PC in their
decision-making in governance, social development, economic development, education and
health; identify issues affecting First Nations youth and develop projects to address the
issues; act as youth role models and ambassadors at regional, national, and international
forums; promote importance of a healthy lifestyle; and build capacity of the youth to assume
their roles and responsibilities.
• The Principles Guide Us In Our Journey section sets out the principles of Constitutions and
traditional laws being the supreme laws of the Nations; inherent jurisdiction is exercised
through our governments; Elders are the keepers of Traditional Laws; relationships are
based on international Treaties between our Nations; the spirit and intent of Treaties with
the Crown are for peaceful co-existence; the trust relationship with the Crown continues; the
OFNYPC will strive towards unity by understanding and respecting diversity in the Nations,
seek and understand the principles of their Nations, and walking a balanced path.
• The Mandate section reiterates the content of the Mandate section summarized above.
• The Membership section states that the OFNYPC shall consist of 1 male and 1 female
representative from each of the UOI, NAN, GCT3, AIAI, and Independent First Nations.
• The Council section states that the OFNYPC shall be reflective of the 4 regional
organizations and the Independent First Nations with 1 male and 1 female representative;
only First Nations status youth may be members, members sit for a term of 2 years unless
stated otherwise in their regional youth council’s terms of reference; members may reside in
their community or in an urban centre; and they must be between the ages of 18-29.
• The Membership on the National Youth Council states that the OFNYPC shall have 1 male
and 1 female representative on the Assembly of First Nations National Youth Council.
76
• The Elders section states that an Elder where meetings of the OFNYPC are held shall
advise the activities of the OFNYPC.
• The Resources section provides that COO shall secure annual funding to support the
activities of the OFNYPC and that a youth department shall consist of a youth coordinator
responsible for overseeing all technical aspects of activities and an administrative assistant
to undertake the administrative aspects of activities.
• The Selection Process section provides that in the selection of the OFNYPC members, “the
COO shall respect the selection process of the regions according to their customs, traditions
and cultures.” If the region does not have a selection process, they may consider the
options of deciding based on criteria, nominations, appointment, or election.
• The Portfolio Structure states that a portfolio system will be used by the OFNYPC until an
inherent governance structure is developed. The portfolio system is designed with the
values, principles, and standards that govern the COO; PC governs the activities of the
OFNYPC; the portfolio structure is to address issues impacting First Nation youth; it allows
the OFNYPC members to manage and be responsible to direct the work that is required in
areas of political, cultural, policy, and social issues; each portfolio holder has a specific
mandate and is designated by resolution; each member is responsible for at least one
portfolio and portfolios may be shared by members; members will declare their interest in a
portfolio and it will be decided by a vote; portfolio holders are responsible to adhere to the
OFNYPC Code of Ethics and Conduct; the Youth Coordinator shall liaise between the youth
portfolio holders and the relevant programs at COO; portfolio holders shall access and
maintain information, attend meetings and other events, report to the OFNYPC, advocate for
the best interests of First Nations youth, and respect the work and responsibilities of other
portfolio holders; alternative portfolio holders will be permitted and the responsibilities may
be shared with a youth alternate, the portfolio holder is responsible for providing information,
supervision, and direction to the youth alternate, the youth alternate will be subject to the
OFNYPC Code of Conducts and Ethics and to report to the portfolio holder or the OFNYPC.
• The OFNYPC Website section includes a link to their website. The OFNYPC Logo
Description explains the image of the OFNYPC’s logo.
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CHIEFS OF ONTARIO - RESTRUCTURING PROJECT FINAL REPORT

JENNY K.A. RESTOULE-MALLOZZI, BARRISTER & SOLICITOR

PURPOSE AND MANDATE…………………………………………………………………………….……6

RESPONSES AND DIRECTION…………………………………………………………………….………15

FINDINGS AND RECOMMENDATIONS……………………………………………………………………..47

A. SUMMARIES OF CHIEFS OF ONTARIO’S CONSTITUTING DOCUMENTS……………………..….62

B. CHIEFS OF ONTARIO’S HISTORY OF STRUCTURING AND RESTRUCTURING…………………..78

C. RESOLUTION 04/18: RESTRUCTURING THE CORPORATE BOARD OF THE CHIEFS OF

D. RESOLUTION 07/18: CHIEFS OF ONTARIO CALL TO BOARD OF DIRECTORS……………........92

E. EMAIL TO ONTARIO FIRST NATIONS LEADERSHIP TO PARTICIPATE IN THE RESTRUCTURING

F. CHIEFS OF ONTARIO RESTRUCTURING PROJECT SURVEY (2018)……………………………96

SUMMARY OF KEY FINDINGS

• The Chiefs of Ontario was created as a coordinating body.

• Protocols and the responsibilities of men and women must be respected.

• Further discussion on restructuring the Chiefs of Ontario is required.

• Proper protocol must be followed at Assemblies.

• The Chiefs must participate in developing Assembly agendas and resolutions.

PURPOSE AND MANDATE

REQUEST FOR BIDS

BACKGROUND OF THE PROJECT

PURPOSE OF THE PROJECT

The Restructuring Project was conducted through a framework comprising of:

• Modernizing the current structures with a commitment to:

The Restructuring Project included the following key elements:

• Facilitate Chiefs discussion at the Special Chiefs Assembly in April 2018.

The Restructuring Project deliverables included:

• Chiefs of Ontario Restructuring Project Final Report (the “Final Report”).

PROJECT SUPPORT AND DIRECTION

• Government of Canada, Federal Corporation Information, Indian Associations Co-ordinating

• Certificate of Continuance, Canada Not-for-profit Corporations Act, Indian Associations Co-

• Indian Associations Co-ordinating Committee of Ontario, By-Law No. 1, as amended by the

• Ontario Confederacy of Nations Charter, undated.

• Draft #1: Chiefs of Ontario Charter, undated.

• First Nations Women’s Caucus: Terms of Reference, undated.

PREVIOUS RESTRUCTURING REVIEWS

• Chiefs of Ontario, Resolution 02/01: Implementation of the Structural Review Committee

• Chiefs of Ontario Structural Review 2010: A Position of Strength – Preliminary Report, by

• Chiefs of Ontario, Structural Review: Elements of Change, power point presentation,

• Memorandum – Chiefs of Ontario Restructuring Planning, to the Political Confederacy from

• UOI-COO Chiefs of Ontario Restructuring Meeting Minutes, dated September 9, 2016.

• Chiefs of Ontario Political Confederacy Restructuring, November 2016.

• Chiefs of Ontario, Chiefs of Ontario Political Confederacy Restructuring, power point

• Chiefs of Ontario, Chiefs of Ontario Political Confederacy Restructuring, power point

SPECIAL CHIEFS ASSEMBLY

INTERVIEWS AND EMAIL RESPONSES

ADDITIONAL ENGAGEMENT EFFORTS

RESPONSES AND DIRECTION

A) SPECIAL CHIEFS ASSEMBLY

• The Restructuring Project must be a phased in approach, traditional and customary

B) PROVINCIAL TERRITORIAL ORGANIZATIONS ASSEMBLIES

• Relationships are central to the issue.

• The process is too mixed up in the European way.

• The Chiefs of Ontario was created as a coordinating body.

• We need to work together.

• There must be respect for all territories; all are equal.

• Our identity is in our language.

• Need for accountability in reports and resolutions.

• Is there too much bureaucracy within the Chiefs of Ontario?

• We cannot change something if the Chiefs are not ready to change.

• Must address the north/south split to move forward.

• Chiefs are mandated to guide their people.

• We must respect the different roles of men and women.

• Relationships are central to the structure of the Chiefs of Ontario.

Chiefs of Ontario Mission Statement