Staff access
Secure access for authorized staff and department teams.
Little Red River #106C and #106D
A self-administered northern community with local education, health, daycare, and sub-office services.
Location
40 miles north of Prince Albert
March 1, 2023
377 community members
Community Plan
The Community Development Initiative establishes a vision for the future and prioritizes community projects and programs for implementation. The plan is guided by the idea that members can improve the community by working together, building consensus, building on community assets, and developing individual capacity.
The plan integrates goals and actions from other community planning documents and gives leadership and staff direction on how key issues should be addressed.
The planning process moves community information and priorities from discussion into action. It includes gathering information, identifying strengths and issues, identifying priority areas, and implementing and monitoring the plan.
The community planning process is community based. The goals and measurement tools in the plan respond to concerns, suggestions, and feedback from community members, band staff, and Chief and Council.
Engagement included surveys, school and youth engagement, Treaty Day engagement, staff questionnaires, Elder interviews, and community meetings.
Little Red River's community profile brings together local history, demographics, earlier action areas, accomplishments where available, and strategic planning context.
Little Red River is located north of Prince Albert and operates with local community services. Reserve #106C and #106D were permanently established in 1948.
The community development plan brings together engagement findings, demographic information, community goals, and implementation resources.
Demographic information is maintained through yearly population statistics and membership reports. These figures support planning decisions and help track community change over time.
Action Area 1: Capitalize on Our Assets to Stimulate Entrepreneurship.
Action Area 2: Open Communication, Governance, and Leadership.
Action Area 3: Re-Invent Housing.
Action Area 4: Promote Recreation and Wellness.
Action Area 5: Empower Youth.
Action Area 6: Build Connections.
LLRIB undertakes strategic planning every 3-5 years to identify the overarching vision and priority goals, outcomes, and strategies that support the Nation's most critical work.
The strategic goals include Woodland Cree culture and language, physical and social well-being, housing, education, and members' independence and life skills.
Community feedback collected through engagement helped create the guiding goals and actions in the plan. Priority areas are organized around culture and local community needs.
Governance goals include safety, communication, leadership involvement, bylaw development, and regular community participation.
Land, Resources and Environment goals focus on protecting water, land, culturally significant areas, traditional activities, and historic sites.
Health goals include access to programs and services, emergency response, mental health and addictions support, home care, community safety, recreation, nutrition, and physical activity.
Education goals include youth programs, adult training, access to school facilities, post-secondary support, land-based education, and more opportunities for local learning.
Infrastructure priorities include water, sewer, roads, lighting, communications, community facilities, transportation, waste management, and regular maintenance.
Housing goals focus on appropriate housing, home ownership communication, renovations, elders' housing, new homes, and reducing overcrowding.
Economic goals include employment, training, entrepreneurship, local services, and community-based opportunities that build on LLRIB assets.
The Community Development Plan is intended to be everyone's plan. Community members, champions, Chief and Council, and staff each have roles in implementation.
Community members contribute strategies, participate in activities, stay informed, and honour the work that has been done. Champions provide advice, coordination, encouragement, and mentorship. Chief and Council implement and report on the plan, while staff use plan objectives to guide work and proposals.
The plan is a living document. Monitoring documents activities and achievements. Evaluation occurs every five years or more often if needed. Updates follow evaluation so the plan continues to reflect community priorities.
The Implementation Table summarizes community priority areas, describes their relative importance, and identifies required resources. It should be used for grants and project funding so leadership, departments, and community organizations work toward the same goals.
Social
Social goals include supporting youth, life skills, family involvement, transportation, cultural connection, land-based learning, and Elder teachings.