Page 58 - 2008_2009_Annual_Report

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Corporate Governance
Under the First Nations Gaming Act, the Federation of Saskatchewan Indian Nations created the Saskatchewan Indian
Gaming Authority (SIGA) on June 10, 1995. SIGA was then incorporated under The Non-Profit Corporation Act of
Saskatchewan on January 11, 1996, and is designated as a charitable corporation. The FSIN owns the only issued
Class A Membership. Class B Memberships are held by the Tribal Councils and independent First Nations.
Saskatchewan Liquor and Gaming Authority
The Province of Saskatchewan, through the Saskatchewan Liquor and Gaming Authority (SLGA), regulates SIGA.
This authority is responsible for the approval of budgets, operating policies and procedures and expansion of services.
Constant dialogue takes place between the management and employees of both organizations.
Our Structure
SIGA’s gaming operations are a revenue source for the Saskatchewan’s First Nations, the Provincial Treasury and
for the Community Development Corporations (CDC’s) situated in the six casino locations. The CDC’s distribute
this money to charitable and not-for-profit community organizations. Profits generated from SIGA’s operations are
distributed to the First Nations Trust (50% of which is distributed to Saskatchewan First Nations), the Provincial
Government’s General Revenue Fund (25%), and the CDCs (25%).
Role of the Board
The Board of Directors is responsible for the stewardship of the organization and is ultimately accountable for the
management of the affairs and business of SIGA. In meeting this responsibility, the board works with management
to develop and approve the organization’s strategic plan, annual budgets and business plans, and ensures that
a communication policy is in place. It has established terms of reference addressing its principal duties and
responsibilities as a board.
While focusing on the strategic direction of the organization, the board delegates day to day operations to the President
and CEO. The board has resolved to adopt a policy governance model that empowers the President and CEO and holds
him accountable for achieving the board’s ends directives, managing risks, and complying with the Casino Operating
Agreement and Board policies. In addition, the organization has a comprehensive Delegation of Authority Policy that
governs the approvals and spending authorities for all managers consistent with their responsibilities, accountabilities
and budgetary allocations, and specifies those matters that require board approval: items specific to capital expenses
(including renovation projects): planned over $1,000,000; and unplanned $500,000 and any property management,
land and building leases. All other operating expenses and contracts over $500,000.
All of its directors are independent of management and no member of management serves as a director. The board
held 12 scheduled meetings in the 2008/09 fiscal year with a number of additional meetings to deal with specific
business issues.
Board Chair – Ray Ahenakew
The Chair provides leadership by guiding the board, coordinating its activities and fostering relationships in the best
interests of the organization. The Chair, while working closely with the President and CEO, retains an independent
perspective to best represent the interests of SIGA, the board, and the communities they serve. The chair, on behalf of
the board, reports to the FSIN Economic and Community Development Commission (ECDC) and the FSIN Legislative
Assembly on the affairs of the corporation, including all business aspects of casinos owned or operated by SIGA. The
Chair, in turn, reports to the Board of Directors any recommendations offered by ECDC and the Assembly. The board
has delegated authority and assigned responsibility to the Board Chair for managing SIGA’s relationship with the
shareholders as per policy B03-012. Board Chair – Terms of Reference.