The Métis Nation of Alberta faced growing challenges managing services across multiple departments due to fragmented systems, manual processes, and inefficient reporting. To streamline operations and improve service delivery, the organization implemented NewOrg, a customizable and unified data management platform. This transition resulted in faster application processing, centralized data access, improved reporting accuracy, and easier staff onboarding. With NewOrg, the Métis Nation of Alberta moved from siloed and outdated workflows to a modern and integrated system that supports both daily operations and long-term strategic goals, allowing the organization to better serve its citizens while reducing administrative burden.
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Introduction
The Metis Nation of Alberta (MNA) is a recognized governance entity under the Canadian Constitution, dedicated to representing and supporting Metis Albertans across the province. With a rich history and a vibrant community, the MNA’s mission is to foster the well-being of the Metis people through comprehensive programs and initiatives. The organization operates multiple departments, including Health, Children and Family Services, Youth, Environment, Justice, and others, embodying a holistic approach to community support.
The MNA’s mandate also includes conducting Metis-specific research to better understand and address the unique health needs and perspectives of their community. This research informs a broad spectrum of health-focused programs designed to advance Metis well-being, making the MNA a pivotal institution in Alberta’s social and cultural landscape. Due to the extensive size and variety of departments within the Metis Nation of Alberta, a robust system to manage their data was essential. Unfortunately, their existing processes proved to be more of a hindrance than a help, significantly impeding their operational efficiency.
Section 1: Challenges Before NewOrg
Before implementing NewOrg, the Métis Nation of Alberta (MNA) faced challenges related to managing data and processes across multiple systems. The lack of a centralized approach resulted in inefficiencies that affected application processing, reporting, training, and interdepartmental coordination.
1.1 Program Application Processing Delays
MNA previously relied on manual methods, such as email, to manage applications, which made processing less efficient and increased the workload for staff. Given the high volume of applications, particularly during peak periods, tracking and prioritizing submissions became challenging. Without a centralized system, staff had to manage applications alongside other email correspondence, making it difficult to ensure timely follow-ups and responses. This occasionally resulted in longer processing times, especially for critical health service applications that required prompt attention. Additionally, the manual nature of the process increased the risk of miscommunication, overlooked requests, and duplicate efforts. As the demand for services grew, these challenges became more pronounced, making it clear that a more structured and streamlined approach was needed to improve efficiency and responsiveness.
1.2 Inefficient Data Retrieval for Reporting
In the absence of a unified data management system, each department at MNA used multiple platforms and methods to collect, store, and manage data. This decentralization resulted in a labor-intensive process for compiling annual reports and preparing submissions for grant funding. The lack of standardization sometimes resulted in inconsistencies in data, requiring additional staff time to reconcile and verify information. The fragmented data landscape made it difficult to track program outcomes effectively and to demonstrate the impact of MNA's services to stakeholders.
1.3 Onboarding and Training Challenges
The diverse array of systems across departments meant that new staff members faced a significant learning curve. Each system had its quirks and complexities, requiring extensive training, which diverted resources from core activities and extended the timeline for new employees to become fully operational. The situation was exacerbated by the frequent updates and patches these disparate systems required, adding further layers of complexity to the training process.
1.4 Poor Interdepartmental Coordination
Without a unified system, departments had to manage and share information through separate tools, which sometimes led to duplication of efforts, misalignment in data, or delays in communication. This lack of integration made it more challenging to collaborate effectively on cross-departmental initiatives, as teams often had to spend extra time coordinating and verifying information. As a result, responding quickly to emerging needs within the community required additional effort, making it difficult to maintain seamless operations and proactive service delivery.
Reflecting on these systemic issues, Nathaniel Le Chalifoux remarked:
One of the underlying problems was we were using a lot of different systems... It's really kind of just a ramshackle approach to a bunch of different applications trying to make a program function.
Section 2: Transitioning to NewOrg
The decision to adopt NewOrg was driven by a pressing need to overcome the inefficiencies wrought by the previously fragmented systems. Recognizing the limitations of their existing infrastructure, MNA sought a solution that could not only unify their data management across various departments but also offer the flexibility to meet their specific operational demands. NewOrg was selected based on its robust feature set and adaptability, promising to address the diverse and dynamic needs of MNA’s extensive array of community services.
2.1 Customization and Deployment
The rollout of NewOrg required a tailored approach; it wasn’t just about implementing a new system but transforming MNA’s entire operational framework. This transition involved multiple phases:
- Strategic Planning: Initial stages included detailed sessions with NewOrg’s technical team, where MNA’s department heads outlined critical operational requirements and identified key integration points. This collaborative approach ensured that the system design directly aligned with strategic goals and operational workflows.
- System Customization: NewOrg’s platform was extensively customized to accommodate the unique processes of MNA’s various departments. This customization was crucial to ensure that all functionalities of the new system were intuitive and capable of handling the complex data interactions that MNA’s operations demanded.
- Pilot Testing and Refinement: Before full deployment, the system underwent rigorous testing within selected departments to identify any potential issues and to ensure that all aspects of the system functioned as intended. Feedback from these initial deployments was used to refine the system further.
2.2 Training and System Adoption
Ensuring that all staff were proficient with the new system was essential. Comprehensive training programs were developed, which included:
- Hands-on Workshops: These sessions provided staff with practical experience using NewOrg, focusing on daily tasks and troubleshooting common issues.
- Support Materials: Customized guides and FAQs were distributed to help staff transition to the new system.
- Ongoing Support: NewOrg’s support team was available to assist MNA through the transition period, offering real-time assistance to ensure a smooth changeover.
Section 3: Impact of NewOrg
The implementation of NewOrg has transformed the Métis Nation of Alberta’s operations. The results are tangible, significant, and far-reaching.
3.1 Faster Application Processing
By integrating an online application system, NewOrg significantly streamlined the handling of applications. The average time spent on processing each application was reduced from 5 minutes to just 1 minute. This enhancement not only improved the organization of citizen files but also centralized access to essential documents and applications, dramatically speeding up service delivery. This improvement was particularly notable in departments like Health Services, where timely application processing is critical.
Application Processing Time: Before vs. After NewOrg
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3.2 Robust Data Management and Reporting
With NewOrg, MNA successfully consolidated data from multiple departments into a centralized, accessible platform. This shift has eliminated the need for scattered Excel and Google Sheets, resulting in improved accuracy, streamlined data retrieval, and faster reporting. Tasks that once required 3–4 hours now take less than 30 minutes, enabling near real-time access to critical information.
The centralized system has significantly improved reporting accuracy and strategic decision-making. What previously took an entire afternoon to compile can now be accomplished in under a minute when using NewOrg’s dashboard tools. As a result, MNA is better equipped to identify trends, support grant applications, and demonstrate impact to funders with greater confidence.
The centralized system has significantly improved reporting accuracy and strategic decision-making. What previously took an entire afternoon to compile can now be accomplished in under a minute when using NewOrg’s dashboard tools. As a result, MNA is better equipped to identify trends, support grant applications, and demonstrate impact to funders with greater confidence.
3.3 Enhanced Staff Training and Collaboration
The standardized nature of NewOrg has made onboarding new staff more efficient. Instead of navigating a patchwork of documents and tools, employees now follow a streamlined, procedural approach using one cohesive platform. Initial feedback indicates that the learning curve has been drastically reduced, with training now more streamlined and procedural.
Cross-department collaboration has also seen marked improvement. With unified data flows and standardized processes, teams can now work more cohesively on integrated initiatives, ensuring a more holistic and responsive approach to community needs.
Nathaniel Le Chalifoux reflects on the transformation:
Since it's been implemented, our staff who are implementing the programs feel like it's less of a burden to them, like their workload has decreased
Section 4: Detailed Impact and Future Outlook
4.1 Quantifying Improvements
|
Area of Improvement |
Before NewOrg | After NewOrg | Impact |
|
Reporting Time |
3–4 hours to compile reports |
Under 30 minutes |
Faster decision-making and increased accuracy |
|
Application Processing Time |
5 minutes per application |
1 minute per application |
5x faster application turnaround |
|
Administrative Burden |
High—manual tracking, duplicate entries |
Significantly reduced |
More time spent on service delivery |
|
Staff Satisfaction |
Anecdotal reports of stress and inefficiency |
Anecdotal reports of reduced stress, improved workflows |
Improved morale and efficiency |
|
Training and Onboarding |
Complicated by multiple systems (Excel, etc.) |
Streamlined with a unified system |
Faster onboarding and easier knowledge transfer |
|
Overtime and Workload |
Frequent overtime due to inefficient systems |
Reduced overtime |
Improved work-life balance and staff capacity |
4.2 Expanding NewOrg’s Capabilities
Looking ahead, MNA plans to expand NewOrg’s implementation across all departments, incorporating new modules that address emerging needs. This includes tools for more advanced reporting, outreach tracking, and client engagement.
By building on this solid foundation, MNA is preparing to launch new initiatives that will further benefit the Métis community, with data-driven insights guiding both day-to-day operations and long-term planning.
Conclusion
The successful implementation of NewOrg has transformed MNA’s data management, collaboration, and service delivery. By addressing legacy challenges and positioning the organization for future growth, NewOrg has enabled MNA to shift its focus from administrative complexities to mission-driven impact.
As staff continue to report improved workflows, reduced stress, and higher satisfaction, NewOrg’s platform stands out as a cornerstone in MNA’s journey toward operational excellence and community empowerment.