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Tsilhqot’in Nation Strategy:

Towards Sector Strategies to address the Impact of Mountain Pine Beetle

Working Document – November 2007

Prepared for:

Cariboo Chilcotin Beetle Action Coalition

Email: [email protected] Phone: (250) 392-9747 Fax: (250) 398-5941

Box 4883 Station Main

Williams Lake, BC V2G 2V8

Prepared by:

Read and Associates

Victoria, BC

Stonefield Consulting

Williams Lake, BC

and the

Tsilhqot’in Stewardship Department - Tsilhqot’in National Government

Williams Lake, BC • V2G 1M4

Phone: (250) 392-3918 • Fax: (250) 398-5798

© Tsilhqot’in National Government 2007

Table of Contents

Table of Contents

List of Acronyms ......................................................................................................................... i Executive Summary.................................................................................................................... ii 1.0 Background .......................................................................................................................... 1

1.1.0 The Tsilhqot’in Communities ............................................................................ 1 1.2.0 Objectives of the Tsilhqot’in Mountain Pine Beetle Economic Response Strategy ....................................................................................................................... 1 1.3.0 Aboriginal People and the Economy ................................................................. 2 1.4.0 The Mountain Pine Beetle Epidemic and the Tsilhqot’in............................... 5 1.5.0 Constitutional Obligations ................................................................................. 6

2.0 Methodology......................................................................................................................... 9 3.0 Tsilhqot’in Nation............................................................................................................... 10

3.1.0 Barriers to Economic Development................................................................. 11 3.2.0 Strengths, Weaknesses, Opportunities and Threats (S.W.O.T.) ...................... 11

4.0 Community Chapters .......................................................................................................... 14 4.1.0 ?Esdilagh..................................................................................................................... 14

4.1.1 Community Profile........................................................................................... 14 4.1.2 Community Assets and Resources................................................................... 15

4.2.0 Tsi Del Del................................................................................................................... 16 4.21 Community Profile............................................................................................ 16 4.2.2 Community Assets and Resources................................................................... 17

4.4.0 Tl’esqox ....................................................................................................................... 18 4.4.1 Community Profile........................................................................................... 18 4.4.2 Community Assets and Resources................................................................... 19

4.5.0 Xeni Gwet’in First Nations Government..................................................................... 20 4.5.1 Community Profile........................................................................................... 20 4.5.2 Community Assets and Resources................................................................... 23

4.6.0 Yunesit’in..................................................................................................................... 24 4.6.1 Community Profile........................................................................................... 24 4.6.2 Community Assets and Resources................................................................... 24

5.0 Community Wildfire Interface............................................................................................ 25 6.0.0 Forestry Sector ................................................................................................................. 27

6.1.0 Sector Profile ............................................................................................................... 27 6.1.1 Land and Resource Management Issues .......................................................... 27

6.2.0 Tsilhqot’in Nation Forestry Strategy ........................................................................... 28 6.2.3 Land and Resource (Ecosystem) Stewardship Planning.................................................. 33 6.3.0 Tsilhqot’in Community Projects in Forestry ................................................................... 35

6.3.1 ?Esdilagh Projects in Forestry ......................................................................... 36 6.3.2 Tsi Del Del Projects in Forestry....................................................................... 37 6.3.3 Tl’esqox Projects in Forestry ........................................................................... 38 6.3.4 Xeni Gwet’in Projects in Forestry ................................................................... 39 6.3.5 Yunesit’in Projects in Forestry ........................................................................ 41

7.0.0 Tourism Sector................................................................................................................ 42 7.1.0 Sector Profile ............................................................................................................... 42

Table of Contents

7.1.1 Land and Resource Management Issues .......................................................... 43 7.2.0 Tsilhqot’in Nation Tourism Strategy........................................................................... 44 7.3.0 Tsilhqot’in Community Tourism Projects .................................................................. 50

7.3.1 ?Esdilagh Projects in Tourism ........................................................................ 52 7.3.2 Tsi Del Del Projects in Tourism ...................................................................... 53 7.3.3 Tl’esqox Projects in Tourism........................................................................... 55 7.3.4 Xeni Gwet’in Projects in Tourism ................................................................... 57 7.3.5 Yunesit’in Projects in Tourism ....................................................................... 60

8.0.0 Agriculture Sector ............................................................................................................ 62 8.1.0 Sector Profile ............................................................................................................... 62

8.1.1 Land and Resource Management Issues .......................................................... 63 8.2.0 Tsilhqot’in Nation Agriculture Strategy ...................................................................... 65 8.4.0 Community Level Projects in Agriculture................................................................... 69

8.4.1 ?Esdilagh Projects in Agriculture .................................................................... 69 8.4.2 Tsi Del Del Projects in Agriculture ................................................................. 71 8.4.3 Tl’esqox Projects in Agriculture...................................................................... 72 8.4.4 Xeni Gwet’in Projects in Agriculture .............................................................. 73 8.4.5 Yunesit’in Projects in Agriculture ................................................................... 75

9.0.0 Commercial Sector........................................................................................................... 76 9.1.0 Sector Profile ............................................................................................................... 76 9.2.0 Tsilhqot’in Nation Commercial Development Strategy .............................................. 76 9.3.0 Community Projects in Commercial Development ..................................................... 78

9.3.1 ?Esdilagh Projects in Commercial Development ............................................ 78 9.3.2 Tsi Del Del Projects in Commercial Development.......................................... 79 9.3.3 Tl’esqox Projects in Commercial Development .............................................. 80 9.3.4 Xeni Gwet’in Projects in Commercial Development ...................................... 81 9.3.5 Yunesit’in Projects in Commercial Development ........................................... 83

10.0.0 Mining Sector................................................................................................................. 84 10.1.0 Sector Profile ............................................................................................................. 84

10.1.1 Land and Resource Management Issues ........................................................ 84 10.2.0 Tsilhqot’in Nation Mining Strategy........................................................................... 84

11.0.0 Oil and Gas Sector ......................................................................................................... 86 11.1.0 Sector Profile ............................................................................................................. 86

11.1.1 Land and Resource Management Issues ........................................................ 86 11.2.0 Tsilhqot’in Nation Oil and Gas Strategy ................................................................... 86

12.0.0 Key Nation Level Infrastructure ................................................................................... 87 13.0.0 Bibliography ................................................................................................................ xvii

List of Acronyms

i

List of Acronyms

AAC Allowable Annual Cut

ARDA Agriculture and Rural Development Agreement

CCWU Cariboo Chilcotin Weekend University

CED Community Economic Development

CFA Community Forest Agreement

CHP Combined Heat and Power

FNESS First Nations Emergency Support Services

FRO Forest and Range Opportunities

ILMB Integrated Land Management Bureau

INAC Indian and Northern Affairs Canada

MOFR Ministry of Forest and Range

MPB Mountain Pine Beetle

MPBE Mountain Pine Beetle Epidemic

NRC Natural Resources Canada

NRFL Non-Renewable Forest License

NTFP Non Timber Forest Products

QTSA Quesnel Timber Supply Area

TNG Tsilhqot’in National Government

TRU Thompson Rivers University

TSC Tsilhqot’in Stewardship Council

UNBC University of Northern British Columbia

WLTSA Williams Lake Timber Supply Area

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Executive Summary

Introduction

The Tsilhqot’in communities of ?Esdilagh (Alexandria), Tsi Del Del (Alexis Creek), Tl’esqox (Toosey), Tl’etinqox-t’in (Anaham), Xeni Gwet’in First Nation Government (Nemiah Valley), and Yunesit’in (Stone) are situated in the heart of the mountain pine beetle infestation. Tsilhqot’in territory, particularly west of the Fraser River, is dominated by Lodgepole pine forests. Over seventy-five percent of reserve lands are currently affected by the MPB infestation.

The communities of the Tsilhqot’in perceive and experience the mountain pine beetle epidemic as a threat that has unique consequences to First Nations. Dependence on the land, isolation and the relatively immobile nature of Tsilhqot’in communities create distinct challenges in dealing with the impacts of the infestation. The Mountain Pine Beetle and associated harvesting is currently having negative effects on Tsilhqot’in traditional use values due to impacts on wildlife habitat, plant communities, increased road density and hydrology.

The economic development strategy seeks to mitigate some of the negative impacts of the MPB epidemic. It has been developed through interviews with the Leadership and key staff of the communities and the Tsilhqot’in National Government, an Economic Development Forum for the Nation, literature reviews, and community meetings. At this time, no information is available for the Tl’etinqox-t’in community.

This summary includes the Tsilhqot’in Nation level strategies, projects and costs as well as the top three development priorities and their associated costs for each of the member communities. For each of the Nation’s sector strategies, the main report provides additional economic development projects for the member communities. It should be noted that this strategy is a working document and will continue to be refined. For example, some projects call for feasibility studies; if a project is demonstrated to be financially viable then additional funding for capital or other costs will be requested. Similarly, funding will be requested for other community projects.

Tsilhqot’in Nation Strategies

The Tsilhqot’in communities are interested in environmentally-sustainable and culturally-acceptable economic development opportunities that generate revenue, and provide for business opportunities, jobs, training and income for its members. Nation level strategies have been developed to support these objectives.

1 Community Wildfire Protection

Timing: 2007 – 2009 TOTAL COST: $600,000 (minimum) Funding Request: $0. – TNG to address.

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Public health and safety is a high priority of the Tsilhqot’in Nation related to the MPB infestation. Without recognition of the increased threat to communities resulting from the MPB infestation, there may be no communities for which to do economic development planning. The Tsilhqot’in communities are located in rural and remote areas, many have poor access, and all are surrounded by MPB killed trees, a major contributor to fire fuels.

Goal:

All Tsilhqot’in communities are equipped to deal with the possibility of wildfire near their communities.

Strategies: � Develop and implement Community Wildfire Protection Plans and

Emergency Response Plans in all Tsilhqot’in communities. � Supply appropriate fire fighting equipment to all communities. � Train community members in first aid, first responders and fire fighting.

Major Projects: 1. Community Wildfire Protection Plans and Emergency Response Plans. 2. Acquisition of fire fighting equipment. 3. Trained community members.

2. Tsilhqot’in Nation Forestry Strategy

The Tsilhqot’in Nation views forestry as a sector which will make a significant contribution to a better economic future for its people. The Nation has identified four inter-related nation-level projects that together form the National forestry strategy:

2a. Bio-Energy 2b. Tenure “portfolio” expansion 2c. Land and resource (ecosystem) stewardship planning 2d. Community-level diversification (e.g. value-added or non traditional forest products)

2a. Bio-Energy Plant

Timing: 2007-2010 TOTAL COST: $675,000 Funding Requested: $325,000

Goal:

A significant increase in Tsilhqot’in participation in the forest-based economy by establishing a Bio-Energy plant through a 50-50 partnership by spring 2010.

Strategies: � Undertake three inter-related nation-level projects: Bio-Energy, tenure

“portfolio” expansion, and land and resource stewardship planning. � Establish a partnership by way of a joint venture for the Bio-Energy Plant. � Undertake required additional studies.

Major Projects: 1. Feasibility and business plan studies 2. Environmental Assessment process 3. Construction of Bio-Energy plant

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2b. Expanded Tsilhqot’in Tenure Portfolio Timing: 2007-2009 TOTAL COST: $1,000,000 Funding Requested: $500,000

Goal:

A sufficient tenure base to establish the Tsilhqot’in collectively as a “major licensee” in their own territory and support meaningful economic development, particularly for the Bio-Energy strategy.

Strategies: � Negotiate an enhanced FRO or similar agreement with MoFR. � Negotiate fibre-supply / log trade agreements with major licensees.

Major Projects: 1. Enhanced FROs to supply fibre to Bio-Energy Project 2. Agreements with licensees 3. Capacity to assist in development of regional spin-off opportunities (e.g.

log sort, planing and kiln facilities)

2c. Land and Resources (Ecosystem) Stewardship Planning


Goals:

� Tsilhqot’in co-management of the land and resources within its traditional territory.

� Reflection of the broad range of Tsilhqot’in values and aspirations on the land and resource base.

� Planned and managed fibre supply to meet the needs of the Bio-Energy plant and other economic development activities in a sustainable manner.

Strategies: � Engage Member communities in the Nation’s initiative from the start. � Review and build upon the data required for the TNG Portal Project. � Develop a cooperative planning process for Ecosystem Based Plans for the

Nation and each member community. � Develop Ecosystem Based Plans that are based on both traditional

knowledge and science based knowledge. Major Projects:

1. Completed data requirements for the TNG Portal Project. 2. Complete required training, staffing and infrastructure requirements at the

Nation and communities levels. 3. Develop TNG Land and Resource (Ecosystem) Stewardship Plan.

3. Tsilhqot’in Nation Tourism Strategy Tsilhqot’in National Government’s tourism strategy builds on its culture. The first stage in the development of cultural tourism is to develop Cultural Protection Protocols. The second stage is to develop products and refine them until they are to market ready stage. The third stage is

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branding, certification and marketing. These stages are not meant to be consecutive but rather, they reflect different emphasis at different points in implementing the strategy.

3a. Tsilhqot’in Product Development

Timing: 2007-2018 TOTAL COST: $340,000 per year (or $3.4M - total for 10 years) Funding Requested: $3.4M over a 10 year period

Goal:

High quality tourism products in each of the member communities that complement each other and provide economic benefits for members.

Strategies: � Build upon the TNG culture and the unique elements of this culture found in

the different member communities when developing new products. � Provide central support and expertise at the Nation level to benefit

communities and provide for efficiencies in both tourism development and tourism related referrals.

� Assist each member community to implement at least one tourism development that reflects the priorities and aspirations of its members within the first five years.

� Invest in training of community members to ensure both a high quality tourism experience and the employment of Tsilhqot’in members.

Major Projects: 1. At least one new tourism development for each member community within

the first five years 2. A tourism development plan for each community for years 5 to 10 3. Tourism product development expertise at the Nation level

3b. Marketing Tsilhqot’in Cultural Tourism Timing: 2008- 2018 TOTAL COST: $135,000 per year (or $1.35 M total cost for 10 years) Funding Requested: $1.35M over a 10 year period

Goal:

A positive recognizable Tsilhqot’in image and branding to complement the Tsilhqot’in cultural products.

Strategies: � Establish a Tsilhqot’in National Government Tourism Department that can

address both product development and marketing. � Develop and implement a strategic tourism marketing campaign for

Tsilhqot’in cultural tourism. Major Products:

1. Creation of Tsilhqot’in Tourism Department to provide efficient and effective support for the member communities.

2. Develop and implement a marketing strategy for Tsilhqot’in Cultural Tourism, including building a Tsilhqot’in centralized brand with Tsilhqot’in logo. Formation of a First Nations of the Cariboo Tourism Association.

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3c. Upgrade Punky Lake Recreational Camp Timing: 2007-2009 TOTAL COST: $325,000 Funding Required: $325,000

Goals:

� Transform Punky Lake Camp from an underutilized, seasonal venture into an operational year round Backcountry Camp.

� Establish stable and reliable funding for the non-profit association. Strategies:

� Upgrade the facility to a level acceptable to those tourists seeking a rugged outdoor recreational experience.

� Provide trails for summer and winter recreational use. Major Projects:

1. Feasibility Study and Business Plan. 2. Complete the construction upgrades of the Punky Lake Recreation Centre

(multi-use building and summer camp) 3. Development of recreation trails.

4. Tsilhqot’in Nation Agriculture Strategy The Tsilhqot’in have longstanding ties to agriculture and view agriculture as important to a vibrant economy and as an opportunity to increase the health of the people. Of major interest to TNG is non-timber forest product. These products are an inherent part of the culture and there are exciting new product development opportunities in this area.

4a. Tsilhqot’in Agriculture Development

Timing: 2007-2018 TOTAL COST: $375,000 year 1; $135,000 year 2; $80,000 thereafter (total $1.15 over 10 years) Funding Requested: $1.15 over a 10 year period

Goal:

A profitable agricultural sector managed by TNG members that provides employment and business opportunities.

Strategies: � Develop the capacity to provide agrology and agro-forestry advisory

services along with agricultural business planning services. � Inventory the agricultural land capability of each community interested in

agricultural development, including documenting hay fields and assessing the land base opportunity.

� Address high capital costs by establishing a custom farm business to serve the equipment needs of all member communities.

� Engage community health workers to incorporate health objectives. � Ensure management is in place and invest in training of community

members interested in pursuing agriculture.

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Major Projects: 1. Employ a full-time agrologist for TNG member communities. 2. Custom Farmer Business 3. Agricultural land assessment for member communities 4. Three agricultural business plans

4b. Non-Timber Forest Research and Development


Goal:

Retain and develop culturally significant non timber forest products essential to Tsilhqot’in culture.

Strategies: � Secure intellectual property rights over use of culturally significant non

timber forest product (NTFP). � Secure tenure rights to non-traditional forests products in the TNG

traditional territory. � Inventory and document the locations of NTFP within the traditional

territory and document their uses related to TNG culture. � Research methods for sustainable regeneration of NTFP that are impacted

by MPB � Identify new product development opportunities for NTFP

Major Products: 1. Documentation of NTFP significance and use in Tsilhqot’in culture 2. Inventory of NTFP locations. 3. Protection of Intellectual Property associated with NTFP. 4. Tenure for significant NTFP sites. 5. Regeneration of ‘at risk’ NTFP. 6. Feasibility study for new product development.

5. Tsilhqot’in Nation Commercial Strategy There are two issues associated with commercial development for TNG: the first is the need for co-location of activities in Williams Lake and the second is commercial development in the member communities.

5a. A Centralized TNG Building in Williams Lake

Timing: 2007-2008 TOTAL COST: $880,000 Funding Required: $440,000

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Goal:

Centralize the Tsilhqot’in National Government’s companies as well as the Nation’s administration and program functions into one building.

Strategy: � Purchase a commercial lot and building in the City of Williams Lake.

Major Products: 1. Business Plan 2. New TNG Building and completed tenant improvements

6. Tsilhqot’in Nation Mining Strategy

Mining exploration is booming in the TNG territory. The Tsilhqot’in National Government and its member communities are not against mining provided that mining operations are carried out in an environmentally sound and sustainable manner.

6a. Energy and Mines Coordinator

Timing: 2008-2014 TOTAL COST: $800,000 (total for 10 years) Funding Requested: $800,000 over a 10 year period

Goal:

A professional and equitable working relationship with mining and oil and gas exploration companies.

Strategy: � Provide central support to the Tsilhqot’in National Government and its

communities to monitor and address the increased exploration activities in mining and oil and gas.

Major Projects: 1. An Energy and Mines Coordinator 2. Protocols with exploration companies. 3. Regular briefings to Tsilhqot’in Stewardship Council. 4. Possible business spin-offs serving the exploration companies needs (e.g.

catering, fuels)

7. Tsilhqot’in Nation Oil and Gas Strategy Please see Tsilhqot’in Mining Strategy action item for an Energy and Mines Coordinator.

8. Tsilhqot’in Nation Critical Development Infrastructure

Throughout this strategy, it is noted there is a need for training and skill development for successful economic development. There is a severe lack of capacity building initiatives in

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TNG member communities. The communities need adult education courses in literacy, numeracy, life skills, and basic adult upgrading. Adult education specific to each sector is also needed as noted in the sector strategies above.

8a. Community Capacity Initiative

Timing: 2007-2018 Total COST: $415,000 for year 1; thereafter $340,000 per year. Total for 10 years is $3.475M Funding Requested: $415,000 for year 1; thereafter $255,000 per year. Total request for 10 years is $2.71M

Goal:

Enhanced capacity of Tsilhqot’in communities’ members to participate in economic development.

Strategies: � Start immediately to offer basic adult education courses in each community. � Develop an Inventory of Community Capacity for each of the Tsilhqot’in

communities and link this to priority TNG economic development sector strategies.

� Provide training for each of the economic development projects undertaken prior to the project’s operation, with a focus on transferable skill development.

Major Projects: 1. Build business and community capacity database. 2. Identify employed, unemployed, interests, skill sets and aboriginal

businesses. 3. Asset mapping (training formal and non-formal). 4. Adult education offered in each member community.

8b. Tsilhqot’in Nation Development Corporation

Timing: 2007-2018 TOTAL COST: $925000 in year 1;

$725,000 per year thereafter (total costs over ten years = $7.45M).

Funding Requested: $3.825M for year 1 to 5 operation.

The Tsilhqot’in National Government requires an Economic Development Corporation to handle frontline issues in business, govern the Nation’s economic development finances, and manage/support potential business ventures. These activities have been proven to be governed more effectively by a development corporation rather than through First Nation governments. At present there are either extremely limited or no economic development resources at the community level. If the Tsilhqot’in member communities’ economic initiatives are to succeed, it is important to have economic development officers at the community level. The economic development officers will provide support to the community in proposal writing, obtaining access to additional capital as needed, project development, bid preparation and implementation of initiatives in this plan.

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Goals:

� Business ventures managed in a business-like, equitable and transparent manner for all economic sectors

� Increased participation by the communities and individuals in the development of a sustainable economy.

� Increase employment. � Revenues / profits generated. � Support for Tsilhqot’in Bands and entrepreneurs with the initiation and

expansion of viable business opportunities. � Administer Economic Development related funds in a structured, equitable

and accountable manner. Strategies:

� Establish an Economic Development Corporation with a solid governance foundation and policies.

� Provide a base level of economic development expertise and support in each member community to implement initiatives

Major Projects: 1. Development of a governance structure and policies based on best practices. 2. Incorporated Tsilhqot’in Economic Development Corporation. 3. Strategic Business Plan for the Development Corporation. 4. Economic Development Officer for each community. 5. Strategic Economic Development Plan for each community

8c. Tsilhqot’in Nation Leadership Program

Timing: 2007 - 2018 TOTAL COST: $124,000 year 1;

$38,000 yearly thereafter Funding Requested: $466,000 total over

a 10 year period

A process that recruits, develops skills and abilities, and prepares community members for leadership is needed to enhance stability, structure and the functioning of TNG. This form of succession planning “…ensures that there are highly qualified people…not just today, but tomorrow, next year, and five years from now.” 1

Goals:

� Leadership stability at the community level. � Tuition-free training for community members with leadership potential. � Ensure there is a group of qualified people in each community that can run

for election. Strategy:

� Create a tuition-free curriculum for a one - two year College or University program to provide leadership skill development.

Major Projects: 1. Develop a curriculum in conjunction with Thompson Rivers University,

University of Northern BC, Cariboo Chilcotin Weekend University and the fifteen bands of the Cariboo Chilcotin. Topics that the curriculum would encompass are: Introduction to DIA funding and programs, History of the Indian Act and Canadian Constitution, First Nations Governance, Counseling, Mediation/ Negotiation, Facilitation, Traditional Knowledge

1 http://www.opm.gov/hr/employ/products/succession/succ_plan_text.htm

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and Culture. 2. Select candidates and commence training.

8d. Invest in Basic Needs Infrastructure

Timing:2007-2018 TOTAL COST: $5.107M total for a 10 yr

period Funding Requested:$4.317M total for 10

years

A healthy community is better able to adapt to significant changes and the MPB infestation will bring major changes to the lives of the Tsilhqot’in people. Adaptation is made more difficult when individuals and families basic needs are not met. TNG people living on reserve face a housing crisis. This crisis arises from two issues. First, many of the houses are overcrowded. Second, some of the housing stock is condemned, moldy, ridden with bats or in a state of major disrepair. The communities’ elders, who are a source of strength and stability, need housing - too many of the TNG elders must move to Williams Lake or further East from their families. Two communities, Tl’esqox and Tsi Del Del require access to potable water. Water in both communities is unsafe to drink.

Goals:

� Strong communities with the adaptive capacity to deal with the MPB impacts

� All TNG communities and members basic needs for housing and water are met.

� Elders can remain in their communities until they require assisted living arrangement.

Strategies: � Provide Nation level assistance to communities for securing housing. � Provide basic, small self-contained housing units for elders in the

communities. � Explore alternative drinking water supply in two communities.

Major Projects: 1. Housing Coordinator to assist communities in securing housing 2. Build 5 Elders housing units with a Central facility in each reserve 3. Assessment of water solutions for Tl’esqox and Tsi Del Del

8e. Community Recreation Needs

Timing:2007-2018 TOTAL COST: $1.2M total for a 10 yr

period Funding Requested:$600,000

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Goal:

Healthy, motivated youth and young adults Strategies:

� Provide recreation facilities and programming at the community level Major Projects:

1. One recreational facility in each community (gymnasium, covered rink, etc.)

Tsilhqot’in Community- Level Prioritized Projects Under each of the sector strategies developed for the Tsilhqot’in National Government, the communities have identified projects (see main report for comprehensive identification of community projects). Below are the top three priority projects for each community.

1. ?Esdilagh

1a. Mixed Agriculture

Timing:2007-2008 Total Cost:$35,000 Funding Requested: $35,000

Mixed agriculture can provide food and enhanced economic self reliance. The reserve is located on the east and west sides of the Fraser River. The two main IRs (1 and 3) can produce a wide range of crops: produce, fruit, beef, dairy and innovative crops (saskatoons, grapes etc.) because of the low elevation. The band has employed two community members in hay production for the 2007 season. (hay production – clearing fields, weeding, planting, irrigation, maintenance, moving, raking, bailing, staking and other related duties) This agriculture project consisted of replacing and repairing all fences around crop fields and the community. The next phase is rehabilitating the agriculture/hay fields of IR1 to begin harvesting, marketing and resale of agricultural goods while creating jobs opportunities for community members. A feasibility study and business plan will be undertaken.

1b. Forage (hay) Production

Timing: 2007-2008 Total Cost: $30,000 Funding Requested: $30,000

A detailed business plan is required for forage production.

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1c. Gas Station/Café/Store


?Esdilagh is interested in buying back a lot with highway frontage that was I.R. land in the past. This lot would be utilized to build a gas station with convenience store items, crafts and local produce. The lot could also be developed to have an RV campsite with a small cultural village.

?Esdilagh Total Funding Requested: $ 465,000

2. Tsi Del Del

2a. Gas Station Expansion


The community is interested in expanding the gas station to accommodate a heavy duty mechanics shop and a small band-run café. The store would increase its inventory to supply locals, campers and through traffic.

2b. Timber Frame Housing

Timing (Phase 1): 2008-2009 Total Cost (Phase 1): $116,300 Funding Requested: $116,300 Timing (Phase 2): 2012-2013 Total Cost (Phase 2): $178,100 Funding Request: $178,100

Tsi Del Del would like to establish a Timber Frame Housing operations, tied in with a portable sawmill. The community would need to be supported by a suitable timber supply. A detailed business plan has been developed.

2c. Hayfield and Irrigation Development on IR 1 and 2


According to a past soil research report (see Leskiw et al.) done in 1973 soil management area A containing 420 acres is suitable for grains and forage crops with irrigation. Tsi Del Del proposes to establish a pivot irrigation system on a renovated

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field covering 230 acres (cost is $1000/acre). The purchase of some haying equipment may be necessary. A business plan, emphasizing business management and training needs, and a plan for aftercare on the business management and marketing aspects of the project is required (cost $50,000). Soil tests will be conducted to determine whether organic or non-organic production methods will be used.

Tsi Del Del Total Funding Requested: $ 456,300

3. Tl’esqox

3a. Bottled water


The community of Tl’esqox is plagued by unsanitary drinking water issues and is interested in drilling a new well and bottling their own water – mineral and purified. Water testing, market and feasibility studies and a business plan will be developed.

3b. Toosey Enterprises Timing: 2007-2008 Total Cost: $30,000 Funding Requested: $30,000

The community is interested in expanding Toosey Enterprises in size to accommodate potential entrepreneurs – similar to a mini mall setting. A feasibility study and business plan will be undertaken.

3c. Cultural Youth Camp Timing: 2008 Total Cost: $300,000 Funding Requested: $220,000

The community is interested in constructing a Wilderness Cultural Teaching camp. The Elders and Youth/Children would gather together for program related cultural teaching camps. A business plan, equipment, upgrading of a facility and a coordinator are

necessary for this initiative.

Tl’esqox Total Funding Requested: $ 320,000

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4. Xeni Gwet’in First Nations Government

4a. Visitor Information Centre


The Nemiah Valley is a destination tourism attraction. The community is looking to build a visitor information centre on to the band office and upgrade the exterior band hall to complement the new building.

4b. Community Garden and Forage Development

Timing: 2007-2008 Total Cost: $ 414,000 Funding Requested: $210,000

The Xeni are in the process of developing a community kitchen. They have planted a community garden and constructed root cellars. The next step is to plant a market garden and have a fully operational community kitchen. The funding requested would be used to finish construction on a 30” x 40” community kitchen within a community hall and a market greenhouse.

4c. Qwen Yex Earth Lodge

Timing: 2008-2010 Total Cost: 4.25 Million Funding Requested: $625,000

A market / feasibility study has been completed by Hospitality Plus Ltd. To start the community would like to open a smaller destination Qwen Yex Earth Lodge to accommodate approximately 20 people in the valley as a multi-seasonal site. The site has been identified and a business plan was completed; however, the building has not been developed. Partnerships and new additional costing would be researched in a feasibility study and business plan.

Xeni Gwet’in Total Funding Requested: $ 901,000

5. Yunesit’in

5a. Commercial Centre with Highway Frontage


Executive Summary

xvi

Yunesit’in has been researching the feasibility of purchasing highway frontage land in the Hanceville area. The intent is to establish a one stop shop, offering groceries, hardware, gas sales, business supplies, along with a café and motel. The location is strategic as it is central to a number of Tsilhqot’in communities and would also benefit from highway business traffic and tourist traffic. The motel would provide accommodation and services to travelers en route to Bella Coola or Williams Lake. A feasibility study and business plan is required.

5b. Cultural Village


The community would like to develop a cultural village complete with a multi-level recreation centre and an underground pit house. The community’s traditional ways would provide the basis for programming. A market feasibility study and coordinator is required as the first step.

5c. Crop Development


While the market is established for forage crops, notably, hay, business planning needs to take place for a forage crop venture. Extensive as opposed to intensive management of hay crop lands is most likely to be successful financially, since low cost production is more viable. Market, production and business management planning is required.

Yunesit’in Total Funding Requested: $ 490,000

Tsilhqot’in Strategy Costs As explained in the Introduction, it should be noted that this strategy is a working document and will continue to be refined. When a feasibility study determines a project is viable, then additional funding for capital or other costs will be requested. Similarly, funding will be requested for additional community projects. At the Nation level, the preliminary cost of implementing the Strategies totals $36.7M over a ten year period. The sectoral strategies total $22.8M over a ten year period and it is estimated that the Tsilhqot’in Nation and its member communities will fund 29% of the costs, either through other funding programs or own source revenues. TNG and the communities would fund 35% of the total cost with the inclusion on the Basic Needs strategy. See table below. Total funding for the member communities at this time is $7,549,300.00. Much of this is soft costs - feasibility studies or business plans.

Executive Summary

xvii

Ten Year Cost Summary Tsilhqot’in National Strategy

Activities Funding Request

TNG Contribution

Total Cost

Percent Requested

Wildfire Protection 0 600,000 600,000

Bio-Energy Plant 325,000 350,000 675,000

Tenure Expansion 500,000 500,000 1,000,000

Ecosystem Planning 400,000 400,000 800,000

Tourism Development 3,400,000 3,400,000

Tourism Marketing 1,350,000 1,350,000

Punky Upgrade 325,000 325,000

Agriculture 1,150,000 1,150,000

Non Timber Forest Products

430,000 430,000

Commercial 440,000 440,000 880,000

Energy and Mines 800,000 800,000

Capacity Initiative 2,710,000 765,000 3,475,000

Development Corporation 3,825,000 3,625,000 7,450,000

Leadership Program 466,000 466,000

Sub Total 16,121,000 6,680,000 22,801,000 71%

Basic Needs 7,549,300 6,337,100 13,886,400

Total Nation Strategy 23,670,300 13,017,100 36,687,400 65%

Section One - Background

1

1.0 Background

1.1.0 The Tsilhqot’in Communities

The six Tsilhqot’in (Chilcotin language) communities and the Cariboo Chilcotin Beetle Action Coalition signed an agreement for the development of a Tsilhqot’in Sector Strategy for the Mountain Pine Beetle (MPB) Epidemic. This strategy was created identifying the Tsilhqot’in people as a separate “sector” within which the Tsilhqot’in and member communities would address the tourism, mining, forestry, agriculture and commercial sectors.

The Tsilhqot’in communities are ?Esdilagh (Alexandria), Tsi Del Del (Alexis Creek), Tl’esqox (Toosey), Tl’etinqox-t’in (Anaham), Xeni Gwet’in First Nation Government (Nemiah Valley), and Yunesit’in (Stone). The communities of the Tsilhqot’in perceive and experience the mountain pine beetle epidemic as a threat that has a unique consequence to First Nations. Dependence on the land, isolation and the relatively immobile nature of Tsilhqot’in communities create distinct challenges for the Tsilhqot’in people.

The majority of Tsilhqot’in territory, particularly west of the Fraser River is dominated by lodgepole pine forests. The Mountain Pine Beetle and associated harvesting is having negative effects on Tsilhqot’in traditional use values due to impacts on wildlife habitat, plant communities, increased road density and hydrology. At the same time other pests such as the western spruce budworm are damaging the douglas fir stands.

The Tsilhqot’in communities are interested in environmentally-sustainable and culturally-acceptable economic development opportunities. Larger industrial corporations have indicated an interest to operate in Tsilhqot’in territorial areas. Although enhanced activity within Tsilhqot’in territory may moderate the regional economic impact of the mountain pine beetle epidemic, the Tsilhqot’in are concerned about disproportionate effects on the land, water and wildlife upon which they depend.

1.2.0 Objectives of the Tsilhqot’in Mountain Pine Beetle Economic Response Strategy

The objectives of this strategy are to:

1. identify the past, present and proposed economic development initiatives of the six Tsilhqot’in communities and the Nation;

2. articulate the barriers that Tsilhqot’in have encountered in economic development;

3. outline strengths, weaknesses, opportunities and threats (SWOT) to the Tsilhqot’in Nation,

4. summarize sector strategies for the six Tsilhqot’in communities as well as nation-level strategies; and


2

5. link the strategies to priority projects, costing and a timeframe.

1.3.0 Aboriginal People and the Economy

The Tsilhqot’in (Chilcotin language) communities have a total registered population of three thousand two hundred and forty-eight (Indian and Northern Affairs: 12).

Statistical information on the Tsilhqot’in Nation and its member communities is very limited. Accurate demographical information from the communities’ Indian Registers is being analyzed. This information will be provided once it is tabulated.

To provide some background on the situation of Aboriginal people and the economy, two recent studies were reviewed, as well as information from BC Stats. Census information was not used as it provides an inaccurate picture of the Tsilhqot’in Nation and its communities.

In general, Aboriginal people “remain among the most marginalized and vulnerable groups in Canada” (Kapsalis, 2006). The study, Occupational and Skill Parity of Aboriginal Canadians, identified that Aboriginal workers are less likely to have a university degree – many have less than high school education, and they are apt to live in smaller areas where wages are low.

Across Canada, in general:

� Aboriginal individuals have ¾ the level of employment as non-Aboriginal individuals.

� Aboriginal workers are under-represented in managerial occupations and professional occupations while they are over-represented in low and semi-skilled occupations.

� Male and female Aboriginal workers have a comparable skill rate while non-Aboriginal workers have a difference of 6% in favor of male workers.

� Aboriginal workers earn 23% less on average than non-Aboriginal workers.

These are not surprising statistics. The Tsilhqot’in strategy would like to address these issues. As Halseth, et al. stated in the article The Connected North: Findings form the Northern BC Economic Vision and Strategy Project the young First Nation population “…could be a key competitive advantage to the region” (9).

First Nations’ communities are growing and retain a ‘young’ profile. The Aboriginal population is expected to grow at an average annual rate of 1.8% which is more than twice the general population growth rate (attributed to the Aboriginal birth rate 1.5 times the overall Canadian rate). Also it is projected that by 2017 the median age of the Aboriginal population will be thirteen years under the Canadian median. (Canada’s Aboriginal Population, par. 4-5 & 9)

Halseth, et al. also stated that “Education, training and access to economic opportunity are crucial… to the young First Nation population (9). This strategy will incorporate the fundamental education and training necessary to prepare people for a brighter economic future.


3

The remainder of this section is drawn from the BC Stats publication College Region 3 – Cariboo Statistical Profile of Aboriginal People 2001. Although this provides the best information available at this time, it should be interpreted cautiously. College region 3 –Cariboo also includes information on large, less isolated First Nations such as Kamloops – the socio-economic situation in these communities is more positive than in the Tsilhqot’in Nation’s communities. BC Stats recognizes that there are numerous problems obtaining accurate statistical information on Aboriginal people, especially in remote areas. Aboriginal Level of School Success in the Cariboo (includes Kamloops) Forty-two percent of the Aboriginal population age 25-64 years old in the Cariboo attained a Post Secondary Education. Post Secondary includes a trade certificate or diploma, post

secondary certificate or diploma, and university degree or certificate. Thirty-nine percent of the Aboriginal population was without any completed credentials. This compares to the

non-Aboriginal population in the Cariboo, where only 27% of people have no completed credentials.

There are 13% more Aboriginal females compared with Aboriginal men that have completed post-secondary and high school. There are also 9% more men without any completed credentials compared to female. Between September 2000 and May 2001 Aboriginal people ages 15-24 were more likely to have attended school if they lived on reserve versus off reserve. In the 15-19 age group 6% more Aboriginal people attended school when they lived on reserve. In the 20-24 age group 4% more Aboriginal people attended school when living on reserve. There are four percent more Aboriginal adults than non Aboriginal adults returning to school in the Cariboo. There were 12% age 25-34 Aboriginal adults returning to school between September 2000 and May 2001.

Aboriginal Level of School Success in the Cariboo

Post Secondary

Education

42%

High School

Graduation

19%

Without any

Completed

Credentials

39%


4

Level of Earnings in the Cariboo

57.5

24.518.1

43.5

26.130.4

0

10

20

30

40

50

60

70

Less than

$20,000

$20,000 - $39,999 $40,000 and over

Dollars

Perc

ent

Aboriginal

Non Aboriginal

Aboriginal Labor Force Participation in the Cariboo (includes Kamloops) The Aboriginal population participated in the labor force to some extent in 2001. This included 85% of the male Aboriginal population and 71% of the female Aboriginal population. In 2001, twenty-three percent of the Aboriginal experienced labour force in the Cariboo worked

in the resource sector (Forestry & Wood & Paper Manufacturing and Other Primary Industries – Agriculture, Fishing and Trapping, and Mining Including Milling). This is 7% higher than the non

Aboriginal experienced labor force.

Of those people with employment income, most (58%) Aboriginal workers earned less than $20,000 per year and few (18 %) earned $40,000 per year and over. The difference in employment income is explained in part by the number of weeks worked in a year. Twice as many Aboriginal workers compared to non Aboriginals worked less than 26 weeks in a year. This reflects in part the fact that employment opportunities are fewer in remote regions. As previously stated, the statistics on education and labour force participation should be interpreted cautiously. Generally speaking, some key points that can be extrapolated from the above statistics are:

� there is a larger percentage of people who have not attended a post-secondary institution.

� if an aboriginal individual lived on a reserve (age 15-24) they were more likely to attend school.

� Most (58%) of the experience aboriginal labor force earn less than $20,000/year. � Twice as many aboriginal workers (vs. non) work less than 26 weeks in a year.

Full Year Work in the Cariboo

28.9

10.5

60.6

13.18.4

78.5

0

10

20

30

40

50

60

70

80

90

1-26 weeks 27-39 weeks 40 + weeks

Weeks

Perc

ent

Aboriginal

Non-Aboriginal


5

1.4.0 The Mountain Pine Beetle Epidemic and the Tsilhqot’in

This map is provided without prejudice to the rights and title of the Tsilhqot’in Nation. This map shows the approximate area within which the Tsilhqot’in Territory falls but should not be interpreted in any way to define the boundary of the Nation’s traditional territory. For purposes of this project, a precise boundary for the traditional territory is not provided.

The majority of Tsilhqot’in territory, particularly west of the Fraser River is dominated by Lodgepole pine forests. The vast majority of reserve lands within the territory are currently affected by the MPB infestation (estimated as exceeding 75% of existing reserves). At the same time other pests such as the spruce budworm are damaging the Douglas fir stands. The impact of the MPB on the Tsilhqot’in is undoubtedly severe.

The Tsilhqot’in people have depended upon these forests for time immemorial. This dependence affects all aspects of the Nation’s existence:

Subsistence. The forests provide for hunting, fishing and gathering. The wildlife, fish, berries and other plants are relied upon for food by community members. The standard of living in the communities already demonstrates a high level of poverty (see employment and earnings


6

statistics above). Living standards will decrease further if hunting, fishing and gathering opportunities are reduced. The MPB is destroying wildlife habitat and plants as the trees die. Hunting pressures increase as new roads for logging the infested trees are built. With the reduction of forest cover, water temperatures are starting to increase and fish habitat is threatened.

Spiritual Places and Customs. As the forest is lost due to the MPB epidemic, so too will many of Tsilhqot’in spiritual places be lost. The loss of forest and the increased access to the backcountry will also impact other non-traditional forest products that are integral to cultural practices, such as traditional medicines. It will become increasingly difficult to maintain the culture because Tsilhqot’in customs are forest based.

Homes and Communities. The member communities of the Tsilhqot’in Nation are all situated within the forest land base. The communities will be surrounded by dead trees and an altered ecosystem and landscape. The threat of community wild fire will increase as the trees die. Tsilhqot’in communities do not have community wildfire protection plans and emergency response plans, or even much in the way of basic fire fighting equipment or training. The danger of wildfire and its effect on the homes, communities, historical sites and lives of Tsilhqot’in members is compounded by the fact that for some of the communities there is only one road into and out of the community and these communities could be cut off from escape.

Social Structure and Activities of the Tsilhqot’in are inextricably linked to the forest. There are Caretaker areas at the Band level, and within the Bands there are traditional family areas. Research has demonstrated that the First Nations institutions have less adaptive capacity to significant change than non-aboriginal communities (research by First Nations Forestry Council). The limited adaptive capacity to change results in communities that are more vulnerable; they will suffer greater social and cultural impacts from change.

Wage Economy. First Nations’ paid work and businesses are heavily reliant on the forests (see employment statistics above). There are few employment and economic opportunities near most of the reserves. Forestry has been the major source of wage economy activity in the Tsilhqot’in traditional territory. As the impacts of the MPB are manifested, there will be fewer forestry jobs for Tsilhqot’in members. As the TNG communities do not have diversified economies, there are few options for employment.

The Tsilhqot’in Nation wants reforestation activities to be vigorously pursued on MPB infested lands. If this is not done, there will be significantly greater negative impacts on the Tsilhqot’in people and their culture. Furthermore, without reforestation there will be less likelihood of realizing tourism benefits.

1.5.0 Constitutional Obligations

(Adapted from “Evolving Legal and Policy Landscape: Obligations to Consult and

Accommodate”; March 2006 Tool Kit; First Nations Forestry Council)

First Nations do not have to prove they have rights and title before the Crown has a legal obligation to consult. The Delgamuukw Decision 1987 recognized that Aboriginal title exists in British Columbia and has not been extinguished. Aboriginal title is an Aboriginal right


7

recognized and affirmed in Section 35(1) of the Constitution Act 1982, and is a right to the land itself.

‘Aboriginal title encompasses the right to exclusive use and occupation of land; Aboriginal title encompasses the right to choose to what uses land can be put, and lands held pursuant to Aboriginal title have an inescapable economic component.’ (Delgamuukw para 166.)

The courts have been clear that the Crown always has a legal duty to consult with First Nations on decisions that have the potential to impact Aboriginal title and rights. The Crown’s obligation to consult cannot be delegated to another party such as industry. Consultation must be meaningful, and the extent of consultation is determined by the strength of case and seriousness of potential impact. The courts hold the Crown accountable to a modification of plans or policies in response to Aboriginal concerns.

Although there is no legal obligation for third parties to consult with First Nations, most third parties have realized it is in their best interest to consult with and involve First Nations in their plans and developments. Some third parties choose to hold the Crown responsible for consulting with First Nations. Most forest tenure holders and other proponents have lost in court when they have chosen not to consult with or to ignore concerns raised by First Nations.

The following excerpts from court decisions provide insight into the need to consult and develop workable accommodation to minimize impacts on Aboriginal rights, values and resources:

‘Proper consultation must consider the strength of claim, active consideration of specific interests of the First Nations, and seriousness/degree of the impact of the infringement.’ (Huuy-Ay-Aht para. 126)

‘Meaningful, good faith consultation requires the Crown to make changes based on the information that emerges during the consultation process.’ (Taku para. 29)

‘Consultation should take place at the point of decision to grant or renew a licence, and at the strategic planning level because decisions at this level have a greater potential to seriously impact Aboriginal rights and title’ (Haida para. 76 and Huu-Ay-Aht para. 108)

‘Consultation with First Nations should continue and a joint management authority be established, so that the concerns of First Nations could be further addressed through negotiation with the Province and through the use of the Province’s regulatory powers.’ (Taku para. 46)

‘Appropriateness or adequacy of consultation is determined not by a population based criteria, but by strength of claim and the degree of infringement assessment. Efforts should be made to develop options that reflect the specific situation.’ (Huu-Ay-Aht para. 127)

The Xeni Gwet’in court case (William v. A.G.B.C. et.al., B.C. Supreme Court #900913) was launched in 2002 in response to the Ministry of Forests plan to issue new cutting permits in the Brittany Triangle. The cutting permits would have resulted in some of the largest clearcuts in the


8

province in an area of pristine wilderness that is home to grizzly bears, wolves, moose and wild horses. The arguments in the court case have been concluded and a decision is expected by the year 2008 on this landmark case for Aboriginal rights and title.

In addition to legal decisions, the development of the relationship between the Crown and First Nations has been affected by The New Relationship and the Transformative Change Accord.

Information gaps, resources and capacity are challenges faced by the Tsilhqot’in in participating in consultation processes. As MPB related harvesting increases and as non-Aboriginal communities attempt to diversify their economies, referrals to the Tsilhqot’in are increasing. It is becoming increasingly challenging to address the referrals sent to the Tsilhqot’in to deal with such things as forest and backcountry recreation permits. The Tsilhqot’in Nation Governments needs more resources to deal with referrals.

Section Two – Methodology

9

2.0 Methodology

A series of methods were used to research the economic development status and aspirations of the six TNG communities. These involved:

Interviews - structured and informal December 2006 – January 2007 Initial interviews to gather information about past, present and future economic development plans. From this initial interview an inventory of community development plans, capacity assessments, and past reports could be developed. The information was gathered from Chiefs, Councilors, band managers and staff who hold economic development in their portfolio.

Economic Development Forum February 15 & 16, 2007 Facilitator: Rob Beynon, Vice President, Development Economics at Intervistas

A nation-level Economic Development Forum was held for the six Tsilhqot’in communities as an opportunity to strategize as a group on the different sectors of interest. Cariboo Chilcotin Beetle Action Coalition sector strategy champions were invited to present their completed strategies. The strategies that were presented were Retention and Attraction, Secondary Wood Manufacturing, Agriculture, Forestry and Conservation.

Literature Review Project Duration An extensive literature review on topics such as: reservation community planning, best practices, sector trends, building a sustainable community, and remote or rural community economic development strategies in progress. This research is collected from books, online journals and articles and circulated economic development strategy reports.

Community Meetings February 2007 – March, 2007 Meeting dates were set as a follow-up to fill information gaps for the sector strategy report. Collection/Analysis April 2007 – July 2007 The final step integrates the results, recommendations and a final plan of action.

Section Three – Tsilhqot’in Nation

10

3.0 Tsilhqot’in Nation

The Tsilhqot’in (Chilcotin language) communities are ?Esdilagh, Tsi Del Del, Tl’etinqox-t’in Government, Tl’esqox, Xeni Gwet’in National Government, and Yunesit’in. Five of the communities are registered members of the Tsilhqot’in National Government (TNG). The TNG member bands choose to operate outside of the British Columbia Treaty Commission (six-stage treaty process). TNG is not part of the BC Treaty process nor are any of the five member bands. TNG also counts the Tl’esqox Nation (Toosey Indian Band) as one of its members; however, the federal government lists Tl’esqox as a registered member of the Carrier Chilcotin Tribal Council. Tl’esqox shares the same concerns and interests as the Tsilhqot’in National Government communities and therefore actively participates in higher level TNG decisions (http://www.gov.bc.ca/arr/firstnation/tsilhqotin_national_government/default.html para. 11).

The Tsilhqot’in member bands are located throughout the Chilcotin Plateau, west of the Fraser River (between Riske Creek and the Coast Mountains). However, one band, the Alexandria Band is north of Williams Lake straddled on the east and west sides of the Fraser River (http://www.gov.bc.ca/arr/firstnation/tsilhqotin_national_government/default.html para. 12).

The Tsilhqot’in National Government was established in 1989. TNG's obligation to its people is to govern programs that reflect the Tsilhqot'in culture, customs and needs. Within the Tsilhqot’in National Government there are services for the communities in the areas of Employment, Fisheries/Wildlife, Natural Resources, Forestry, Economic Development, Mining, Youth Justice and Youth Success.

The underlying goal in the development of TNG was to re-establish a strong political government structure with memorial to the war Chiefs of 1864. The communities embrace the Chilcotin War History and feel that it is the foundation for their identity. In 1864, six war Chiefs were hung as the result of a fight with the Canadian Government. They stood united to recognize Aboriginal Rights and Title to the lands of the Tsilhqot'in. The Tsilhqot’in have influence in past, present and future developments and they choose to protect their land and resources.

The six Tsilhqot’in communities are located in remote areas with limited commercial activity. The majority of community members rely on employment by the band office, neighboring communities, forestry, fishing and agriculture. Many community members rely on seasonal employment. (See statistical information in Section One: Background)

The Tsilhqot’in people are still strong in their traditional cultures and customs and this affects their economy. The land is a main source of provision – it provides food and shelter for all walks of life.

The Tsilhqot’in people are interested in pursuing new opportunities in business only if there is

an environmentally sensitive approach to respecting the land and resources, and keeping the air,

water and land clean. At the same time, the Tsilhqot’in try to protect their traditional land use

areas from logging, mining and other operations that may be ecologically threatening.


11

3.1.0 Barriers to Economic Development

The Tsilhqot’in communities encounter many of the same barriers to economic development as other small rural communities such as lack of capital funding, fear of change, scarcity of human capital, and competition over available employment. However, relative to small rural communities in general, the Tsilhqot’in are challenged with the following additional barriers to economic development:

• Reoccurring land and resources disputes

• Difficulties in accessing capital

• Deficiencies in training and education opportunities and lower educational levels

• Insufficient business knowledge (business planning, marketing, management, etc)

• Shortage of people with a drivers license and access to transportation

• Reliance on the Government for financing, social assistance

• Inadequate (sometimes condemned) office space

• Physical isolation

• Technology challenges and access to high speed internet

• Inadequate basic services (water, housing, recreation, hydro) One of the foremost barriers is the critical need for a sound social development platform to be in place to support any initiatives in economic development. First Nation communities need to build capacity and develop supporting services. Economic and social development of TNG communities will be pursued in a more holistic manner than in non-Aboriginal communities.

3.2.0 Strengths, Weaknesses, Opportunities and Threats (S.W.O.T.)

Strengths (Internal)

1. Limited land use constraints compared to other areas of the Province 2. Strong Tsilhqot’in identity 3. Collaborative governance model – as a Nation 4. Abundance and diversity of water (lakes, rivers), mountains/plateaus, and scenic landscape 5. Traditional practices (medicines, hunting, fishing, wild horses, horses) 6. Available labor pool (unemployment) 7. Elders - Transferable skills/culture 8. Culture (skills, legends, practices) 9. Leadership –powerful speakers, knowledgeable, traditional; some communities have long

standing Chief which provides stability 10. Open/transparent process – information is passed from the TNG Stewardship Council and

the Economic Development Advisory group to the communities, Chiefs and Councils 11. Wood fiber is available in the region 12. Experience with tourism (one community has a tourism background – other communities

can learn from them; many communities have a gas bar)


12

13. Experience in forestry ( Tsi Del Del Enterprises and Tsilhqot’in Forest Products) 14. The Tsilhqot’in language is still intact 15. Horse culture – supports agriculture, tourism, traditional activities 16. Agriculture – ranching knowledge and history of working relationships with the industry 17. Clean rivers 18. The Tsilhqot’in can provide an authentic cultural experience for tourists 19. History of having had a war (identity) and influencing past development 20. History of strong protection over Tsilhqot’in land and resources (Xeni Gwet’in Title Case) 21. Four distinct seasons (spring, summer, fall and winter) 22. Tsilhqot’in are survivors (small pox, residential school, foster homes, MPB) 23. Experience with mountain pine beetles (results - archaeology assessments, general

knowledge) 24. Minerals in soil 25. Respect for Elders 26. Community members have been trained in: timber framing, silviculture, fisheries

(assessment/enhancement), forestry – harvesting, fire suppression, timber cruising 27. Nechako Basin Oil Reserve 28. Communication between all member bands

Weaknesses (Internal)

1. Lack of trained human capital 2. Inadequate administration/management office space (community and Nation) 3. High unemployment 4. Reliance on Government systems ( used to run an economic development system that was

functioning pre-assimilation) 5. Remote nature of communities 6. Inadequate housing 7. Lack of housing 8. Lack of equity or capital ( example: renting office space vs. owning) 9. Nation building is not where it should be quite yet (improve communication, capacity, etc.) 10. Nation - lack of an adequate comprehensive plan and base information– profile (human

use), inventory of all communities 11. Education level low and very limited training on reserves 12. Minimal youth success (high drop out rate, lack of ambition to find a job) 13. Lack of knowledge of economic development 14. Literacy 15. Lack of supporting services

Opportunities (External) 1. Most sectors are practically untapped by the Tsilhqot’in (experience with forestry and

tourism) 2. MPB waste wood left in forests 3. To move administration and TNG companies into one building and centralize 4. Educational & training opportunities can be expanded


13

5. Train our own community members by mentorship 6. Revenue Sharing Agreement (FRO) 7. MPB funding and incentives for First Nations 8. Utilize other community best practices 9. Build own homes 10. Commercial lots available for purchase around city 11. Application of Ecosystem based planning principles to develop a sustainable resource-based

economy (conservation) 12. Value-added product expansion (timber and non- timber) 13. Aboriginal Extension has opened the doors toward many joint ventures, contacts and

networks 14. Start a Development Corporation 15. World wide market potential 16. 2010 Olympics 17. Growing, youthful population 18. Utilize diversified land base for potential economic ventures ( forestry, agriculture, value

added industries,)

Threats (External) 1. Large industries moving in strong to compensate for loss of forestry industry 2. Mining impacts on environment 3. Industrialization threatening water resources 4. Rural areas may become even more desolate 5. MPB epidemic loss to entire ecosystem on which First Nations rely upon 6. US impact on our economy 7. Soft US housing market 8. Aging population 9. Environmental issues 10. Globalization (purchasing/economies of scale, production, processing)

Section Four – Community Chapters 4.1.0 ?Esdilagh

14

4.0 Community Chapters

4.1.0 ?Esdilagh

Chief: Doris Baptiste Councilors: Thomas Billyboy, Howard Johnny

4.1.1 Community Profile

The ?Esdilagh community consists of 165 registered members and is located 92.5 km north of Williams Lake. There is 16% of the membership population living on the reserve and the remaining are living off the reserve (Indian and Northern Affairs: Alexandria Individual Report). Of the 16% of on-reserve population there are 69% within the working age population of ages 20-64.

?Esdilagh Total Membership – 2007 Age Group Male Female TOTAL Total 52% 48%

0-14 years 10% 8% 18%

15-24 years 8% 5% 13%

25-44 years 16% 14% 30%

45-64 years 14% 18% 32%

65 + 3% 3% 6% (Source: Indian and Northern Affairs: Alexandria Individual Report)

The traditional territory of Alexandria Indian Band (?Esdilagh ) is located between Williams Lake and Quesnel. The community is situated along the both sides of the Fraser River within the areas of Marguerite, Narcoslie and Macalister. Many lakes and creeks provide fresh water fish and water sources for all wildlife and biodiversity. Taharti Lake and Grizzly Bear Mountain serve as land marks for this traditional territory with respect to the Fraser River. ?Esdilagh has numerous areas within the traditional territory that members continue to utilize for fishing, hunting, trapping, berry picking and medicinal plant picking. Between the months of July and August, the ?Esdilagh pick saskatoons, soap-berries, gooseberries, blueberries, chokecherries and huckleberries. During the berry picking and fishing season, an ancestral tradition is the neighboring Tsilhqot’in people come from their homelands to ?Esdilagh. The ?Esdilagh still practice their spiritual traditions for healing and medicinal purposes. An ancestral burial site located up on Grizzly Bear Mountain was used since time immemorial for all traditional practices of the ?Esdilagh.

Section Four – Community Chapters 4.1.0 ?Esdilagh

15

Like any other First Nations community, the social component identifies and reveals the lifestyle and livelihood of the people. The community is limited in their social and economic goals by the lack of resources available. The majority of natural resources in the traditional territory, similar to other First Nation communities, are located off reserve. Access to these resources (e.g. timber) is a source of conflict with the provincial and federal governments. ?Esdilagh has the potential for productive agricultural growing sites. In the area, many non-First Nations ranchers are growing flourishing crops. There are many open hay fields that the ?Esdilagh utilize for ranching and hay sales. These areas have been used by the ancestral people of ?Esdilagh and have been passed down through generations.

4.1.2 Community Assets and Resources

• Fraser River • Highway frontage

• Hay Fields / Agricutural Lands • Hydro poles for Crop Fields

• Irrigation System (15 years old)

Section Four – Community Chapters 4.2.0 Tsi Del Del

16

4.2.0 Tsi Del Del

Chief: Ervin Charleyboy Councilors: Otis Guichon, Agnes Case, Clarence Marianne, Lloyd Charleyboy, Julie Char

4.21 Community Profile

Tsi Del Del’s main community or village centre (I.R.1 and I.R. 1A) is located 175km west on Highway 20 from Williams Lake and 8 km east of Chilanko Forks. The village centre overlies Highway 20 with residences and service buildings on both sides. This highway frontage is located on the thoroughfare of Williams Lake and Bella Coola. Many tourists visit the area for pack horse trips, fishing and hunting. Tourists may travel from Vancouver to Bella Coola by ferry and can proceed on into the Cariboo Chilcotin. Tsi Del Del has thirty-six land reserves located in remote locations. The majority of the land reserves has limited road access and is substantially meadow and marsh lands (ACFN Physical Development Plan 3). Tsi Del Del consists of 615 registered members. There are 362 members living on reserve and there are 253 members living off reserve. (INAC: 12).

Tsi Del Del Total Membership – 2001 Age Group Male Female TOTAL Total 46.7% 53.3%

0-14 years 28.3% 27.7% 28%

15-24 years 20.1% 17.5% 18.7%

25-44 years 31.6% 32.2% 32%

45-64 years 12.3% 13.6 13%

65 + 7.8% 8.8% 8.3%

(Source: A.C.F.N. Physical Development Plan 30) An estimated 62.3% of the community population (based on the 2001 figures – Age group 15-59) is within the working age population of ages 20-64 years. Approximately 50% of the community population is under the age of 24 years old. This half of the community population may put stresses on the community if the community does not anticipate the growth and provide supporting services. By 2011, the projected number of elders is estimated to increase to 10.6% (over 65 years). The population projections have a significant impact on housing needs. The “family formation” years or people aged 20-40 will require an estimated 99 houses to accommodate approximately 99 new families over the next twenty years. (A.C.F.N. Physical Development Plan 37).

Section Four – Community Chapters 4.2.0 Tsi Del Del

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In 2001, the reserve had 58 houses (mobile homes, wood frame houses, log homes, and single family homes) with many members on a wait list for homes. Approximately half of the housing stock requires replacement or rehabilitation. There has been a substantial amount of forestry in the traditional territory of Tsi Del Del and it is only expected to increase with the mountain pine beetle epidemic. Community members have noted significant impacts from extensive logging on the wildlife, berries, medicinal plants, fish and drinking water. The people of the area depend on the medicinal plants for spiritual healing purposes. Members have stated that the abundance and quality of medicinal plants is being negatively impacted by resource development activities forcing people to travel farther and find new places to harvest. The area is known for its natural sage, which at the present time grows plentifully in the territory. The sage is in high demand for First Nations ceremonies across western Canada. "Indian Tea", a natural medicinal plant, also grows in the area. There is a need to preserve these and other plants for use in spiritual ceremonies and as a common component of the Tsilhqot’in diet. They are an important component to the First Nations culture.


The community of Tsi Del Del jointly owns and operates Tsi Del Del Enterprises (TDDE) with Tolko Forest Products. Under the license TDDE has an annual allowable cut of 60,000 m3/ year. This ten year non-replaceable forest license expires in the year 2010. TDDE employs community members and has increased their physical assets over the years (heavy duty equipment) as well as their human resources (members’ skills, training and experience). Tsi Del Del Timber Frame Housing, in operation September 2002 through April 2003, acquired a portable sawmill (Woodmizer Diesel Hydraulic) and trained six band members. After the business closed, the trained staff continued to work in similar fields. Currently, the community is considering resurrecting the company. The portable sawmill was well taken care of over the years and could still be utilized with minimal maintenance. A business study with recommendations has been completed for this project. The community operates Tsi Del Del School (K -10), a Head Start program, a Health Centre and a gas station / convenience store in the village centre. There are 58 community houses, residences for teachers/maintenance worker, a community-use building, a band office with small gym, and a fire hall / maintenance building located in the village. The community is surrounded by meadows and lakes. These beautiful natural resources encourage tourism activities (guiding, hiking, biking, etc). Chilanko River runs through the village center. The Chilko and Chilcotin Rivers are the community’s traditional places to fish. The surrounding reserves are used for small scale ranching, hunting and trapping. The Tsi Del Del community is currently trying to maintain and manage their surrounding wild horse population.

Section Four – Community Chapters 4.4.0 Tl’esqox

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4.4.0 Tl’esqox

Chief: Francis Laceese Councilors: Ronnie Green & Georgina Johnny


Toosey consists of 278 registered members and is located 40 km west of Williams Lake, BC (Fraser Canyon Region). There are 164 members living on the reserve and 114 members living off the reserve. (Indian and Northern Affairs: 12) The Toosey community is located relatively close to Williams Lake and members travel to Williams Lake for employment, sustenance, education and supplies. The main community is located on Toosey Indian Reserve #1. In total the community has four reserves over 2,582.5 hectares.

Tl’esqox Total Membership – 1998 Age Group Male Female TOTAL Total 46.7% 53.3%

0-14 years 15% 19% 34%

15-24 years 11% 12% 22%

25-44 years 12% 15% 28%

45-64 years 5% 5% 9%

65 + 3% 3% 6%

(Source: Toosey Indian Band Physical Development Plan 3.2)

Toosey is a member of the Carrier-Chilcotin Tribal Council, which has both Tsilhqot’in and Carrier (Dakelh) Communities. However, Toosey is actively involved with the TNG member bands in decision making regarding the Tsilhqot’in.

On the reserve there is a band operated gas station/convenience store, Toosey Enterprises. Toosey Enterprises also operates as the public works facility and offers machinery rentals. Toosey Enterprises is a profitable business that employs six full-time staff. The band is interested in expanding the gas station to become a small business center where community members could open small businesses. The community is currently negotiating with Indian and Northern Affairs to open an elementary school (K-7). In addition the community is interested in opening a Head Start (daycare) and is still in an application/approval process.

A large portion of Toosey community members are involved with rodeos. They travel around British Columbia, Alberta and to the United States to participate in some shape or form; some families’ rodeo and some raise rodeo stock.

The community still maintains their traditional culture however it is mainly retained by the community members age 35 and older. There are still some community members who are involved with traditional activities.

The Farewell Canyon Bridge and Fraser River Bridge are the two traditional fishing areas for

Section Four – Community Chapters 4.4.0 Tl’esqox

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Toosey community members. In addition, Reserve #2 which is approximately 11 acres and under specific claim is also a traditional fishing area. This area under claim is the junction at which Riske Creek flows into the Fraser River. Toosey chooses to not be a signatory with the Department of Fisheries and Oceans.

Every year the community members have to drive farther away to retrieve their traditional medicine and to reach their traditional berry picking sites. Logging is affecting many of the traditional areas. The Elders are taken to their traditional sites to collect medicinal plants (Bark Medicine and Labrador Tea) and to go berry picking a few times during the summer.


• Water System • Engineered Irrigation System

• Sewer • Community School (Potential)

• Roads • Gas Bar

• Band Office • Equipment Rental

Section Four – Community Chapters 4.5.0 Xeni Gwet’in First Nations Government

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4.5.0 Xeni Gwet’in First Nations Government

Chief: Roger William Councilors: David Setah & Robbin Lulua


The Xeni Gwet’in First Nation’s Government is located in Nemiah Valley, surrounded by scenic mountains, glacial rivers and the impressive Chilko Lake. Xeni Gwet’in has 383 registered members and is located 197 km west of Williams Lake. There are 250 members living on reserve and 133 members living off reserve (INAC: 12).

Location of Nemiah Valley

The Nemiah Valley is isolated. As an example, the community was very recently connected by phone with a digital microwave phone system connecting Xeni to the outside world. In December of 2006, the first electricity poles were erected; the Xeni Gwet’in office buildings and 20 homes in the sub-division use electricity while the rest of the community still use individual gas or diesel generators for power in the home. The Xeni Gwet’in has a population of approximately 378. Many of our community members move away for work or school; some return to live in our community. There are approximately 110 community members currently living on reserve with 268 off reserve. The traditional territory of the Xeni Gwet’in First Nation (honee gwe-t’-een) is in the Chilko River Watershed, in the Tsilhqot’in Territory, west of the Fraser River, approximately 250 kilometers drive west of Williams Lake. The Valley is 60 minutes by air from Vancouver. The Nemiah Valley is historically an isolated area and only within the last twenty years has access to our community been opened with better, year round roads and telecommunications services. As a result, in part, of the geographical isolation, the traditions and culture are relatively intact, with many of the community members speaking Tsilhqot’in as their first language and living in traditional ways. There are three lakes in the Nemiah Valley. The first lake when driving into the Valley is Konni Lake. Konni Lake is approximately five miles long. The second lake is Xexti (Nemiah Lake) which is approximately one mile long. At the end of the Nemiah Valley is the third lake, Chilko Lake, the largest lake in the valley, approximately 50 miles long. Chilko Lake is breathtaking with exquisite views from all angles. The area is a home for black bears and also is known as grizzly bear habitat. The area is pristine and rich with wildlife and breathtaking views. It is


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crossed with creeks and streams of glacial waters flowing from the mountains and feeding the ecology of the watershed. In addition to this the area features a unique resource - wild horses, some of only a few in North America.

William v. A.G.B.C. et. al., BC Supreme Court # 900913. Chief Roger William, the Plaintiff stated that his goal of the court case would be “…to live forever off this land [in a sustainable fashion] and [protect it] for future generations." The courts have decided that to establish Aboriginal title the First Nation needs to show that they “occupied their lands prior to 1846, … that they held these lands in their exclusive possession and defended them aggressively against outside incursion; and that they were organized as societies.” (http://www.fonv.ca/xeni_gwet%27in/final_argument.html)

The Rights and Title case was rich with evidence of trap lines, genealogy, testimonials by Elders, maps and legends. A decision on this case is expected by the end of 2007.

Xeni Gwet’in Vision Statement Through their Inherent Rights, Xeni Gwet’in First Nation Government will work

towards self-governance through unity, respect, trust and pride of our Tsilhqot’in

heritage, language and culture. We will ensure a healthy environment to preserve

our natural resources while becoming economically sustainable for generations to

come.

(Source: XGHR Action Plan, 4)

Xeni Gwet’in Mission Statement Our path empowers our Tsilhqot’in community to obtain independent stability while

strengthening unity and pride through economic, educational, social and self-

governing initiatives.

(Source: XGHR Action Plan, 4)

Xeni Gwet’in has a central goal to maintain their territory as demonstrated by the following declarations:

1. Nenduwh Jid Guzit’in - Nemiah Aboriginal Wilderness Preserve declared August 23,

1989. This Declaration states there will be no commercial logging and mining in the Xeni Gwet’in traditional territory. The Xeni people, however, can fish, hunt and trap in this area.


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2. ?Elegesi Ciys Wild Horse Preserve declared June 6, 2002

The community of Xeni still maintains a strong culture. Community members above the age of twenty-five still retain their native language; however, the language is susceptible to loss with the loss of traditional parenting. With this in mind the Xeni established a Tsilhqot’in Immersion School and Daycare to instill the language in the younger generation. Gatherings are set up throughout the year to promote cultural awareness. Some of the yearly events are as follows:

• Cultural Week: The Naghtaneqed Elementary School and Junior High hosts a week long cultural event. Invitations are extended to other schools. During this week elders teach: gill net making, fishing, bannock making, beading, drum making, traditional toys, trapping, drying fish/meat, picking wild potatoes, traditional plant gathering, preparing traditional foods, and the traditional game of “lahal” (stick game).

• Elders Gathering: Many of the same teachings and activities take place during the elders gathering, i.e. fishing, hunting, bannock making, drying fish/meat, picking berries and medicinal plants along with games. Surrounding communities are invited to participate in this week-long celebration.

• Annual Traditional Parenting Workshops: These Traditional Parenting workshops are intended for parents to learn how to teach their children the cultural ways. This can range from drying fish to making Indian medicines. These traditional parenting workshops are not currently happening but would be a great benefit to community development.

Ts’utanchuy Dadabeni, a traditional camp, was built in Xeni Gwet’in territory. Community members gather at the camp for healing ceremonies, highlighting traditional medicinal plants, song and dance. Every year the people of Xeni move to the river to catch and preserve salmon during the summer/early fall. Year-round the people hunt for wild game. During the spring and summer months, members of the community gather berries and medicinal plants.

Xeni Gwet’in Declaration August 23, 1989

In addition to the declarations the Xeni have two large trapping areas they are trying to protect from logging. This area and concern is expressed in the Roger William vs. Her Majesty the Queen Court case. A strategic plan was developed called the Brittany Lake Forest Management Plan to protect the traditional territory and cultural sites. The third and largest trapline is protected by the Tsil?os Provincial Park, although this trapline is larger than the park boundaries.


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The area boasts many economic development opportunities in tourism, Bio-Energy, agriculture and construction. It is a secluded area and the natural resources accentuate its beauty, value and full potential. The area has been relatively untouched by resource development activities with the William v. A.G.B.C. et. al., BC Supreme Court # 900913.

The community assets and resources consist of:

• Daycare (Chilcotin Immersion Program)

• Rodeo Grounds and Open-air Dance Hall

• School (K-9) ) [School District #27]

• Home & Community Care Service

• Water Treatment Plant

• Digital Microwave phone line

• Power in the subdivision but not in remaining community (remaining runs on generators)

• Private gas station

• Band owned gas station (laundromat, convenience store)

• ?Eniyud Health Services

• Xeni Gwet’in Enterprises; O&M (Operations and Maintenance), equipment, and Shop compound (recently built)

• Timber

• Lakes and Rivers and mountains (Chilko Lake and River, Taseko Lake and River, and many more).

• Church

• Fire Hall

• Reservoir Lagoon

• Broadband access

• Emergency Response Plan in progress

• Provincial Campsite (band maintains)

• Recreation Campsites x 2 maintained by XG (Ministry of Tourism, Sport and the Art contract).

• Two campgrounds developed and owned by XG – requires upgrade.

Section Four – Community Chapters 4.6.0 Yunesit’in Community Profile

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4.6.0 Yunesit’in

Chief: Ivor D Myers Councilors: Lennon Solomon, Aaron Frank & Douglas Myers


The Yunesit’in (Stone Indian Band) community consists of 391 registered members and is located 114km west of Williams Lake. There are 207 members living on the Stone reserve and 184 members living off reserve. (Stone Community Profile Spring 2007) The community is located south of Hanceville within the Chilcotin Forest District and the Southern Interior Forest Region. Main access to the community is from Hanceville and Highway 20. The Chilcotin River is located on the north boundary of the community. The Yunesit’in people rely heavily on the river for food - sockeye salmon, humpback salmon and spring salmon. The Yunesit’in have numerous traditional gathering places that they utilize throughout the seasons for hunting, fishing, plant gathering / traditional medicines, traditional teas, berry picking, food preserving, ranching and ceremonial activities.


The community assets and resources consist of:

• Daycare • Timber

• Youth Centre • Lakes and Rivers (Minton Creek & Chilcotin River)

• School • Church

• Home & Community Care Service • Fire Hall

• Water Treatment Plant • Reservoir Lagoon

Section Five – Community Wildfire Interface

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5.0 Community Wildfire Interface

(Adapted from “Ready Aim Fire”; March 2006 Tool Kit; First Nations Forestry Council)

Public health and safety is the number one priority related to the MPB infestation. Without recognition of this, there may be no communities for which to do economic development planning.

In 2003, there were over 2500 wildfires in BC and they destroyed 334 homes, 10 businesses and resulted in the evacuation of 50,000 people. Three lives were lost. The cost of fighting the fires was $700 million. For those First Nations communities affected, the loss was significant: heritage and cultural sites were destroyed, traditional lands were devastated, harvesting areas were lost, and homes and personal belongings were destroyed.

Long periods of high heat, lack of humidity, landscape and high volumes of fire fuels (dead trees, dry foliage and slash) are the major causes of wildfire. A big contributor to high levels of fire fuel is the mountain pine beetle. The Tsilhqot’in communities are located in rural and remote areas, many have poor access, and all are surrounded by MPB killed trees. This makes the TNG communities very vulnerable to wildfire.

Not one of the six communities has completed and implemented a Community Wildfire Protection Plan and an Emergency Response Plan. Fire fighting equipment, trained first responders and trained fire fighters are required in all Tsilhqot’in communities.

First Nations communities face a cumbersome process to develop community wildfire protection plans and emergency preparedness plans. Indian and Northern Affairs Canada (INAC) must be involved: as the regulators for the Indian Act and the Indian Timber Regulations, they approve on reserve resource use and management plans, and they issue permits for timber removal. INAC has inadequate resources to meet the needs for this regulatory work and this slows the process of plan development and implementation.

Funding for preparation of the Wildfire Protection Plans and Emergency Preparedness Plans comes from Natural Resources Canada (NR Can). Up to $100,000 is available to a First Nation to develop a fuel management plan and implement the plan, including thinning, pruning, fuel reduction and removal, planting and fire breaks. Training for first responders and fire fighting is funded by INAC and delivered through First Nations Emergency Support Services (FNESS). Funding for fire fighting equipment for a community must be sought from INAC.

The resources available to assist First Nations in the province with managing fire interface are inadequate to address the needs in the MPB infestation area. NR Can does not have adequate funding for Community Wildfire Protection Plans. While training and assistance is provided by the First Nations Emergency Services Society (FNESS), it also has inadequate resources to meet the needs.

Section Five – Community Wildfire Interface

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Community Wildfire Protection

Goal:

All Tsilhqot’in communities are equipped to deal with the possibility of wildfire near their communities.

Strategy:

� Develop and implement Community Wildfire Protection Plans and Emergency Response Plans in all Tsilhqot’in communities.

� Supply appropriate fire fighting equipment to all communities. � Train community members in first aid, first responders and fire fighting.

Policy Requirement:

N/A Land and Resource Requirements:

INAC approvals of management plans, and permits for timber removal.

Business Development: Preparation of proposals for assistance is required (2007 – 2008).

Infrastructure Requirements:

� Obtain adequate fire fighting equipment for each community (2008 – 2009). � Address water issues in some communities to ensure adequate water available to fight

fires (2008 – 2009).

Training Requirements: � First aid, first responders and fire fighting training in each community (FNESS)

(2008 – 2009).

Collaborations & Partnerships: � NR Can, INAC, FNESS

Business Opportunities: N/A

Investments:

Timing: 2007-2009 TOTAL COST: $600,000 (minimum) Funding Request: $0. – TNG to address.

Major Projects: 1. Community Wildfire Protection Plans and Emergency Response Plans 2. Fire fighting equipment 3. Trained community members

Confidential Section Six - Forestry Sector

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6.0.0 Forestry Sector

6.1.0 Sector Profile

The Tsilhqot’in communities are situated in the Chilcotin, Quesnel and Central Cariboo Forest Districts. The Chilcotin and Quesnel Districts were surveyed for mountain pine beetle attack in 2006 and the area affected was 1,356,091 hectares and 1,271,941 hectares respectively (Ministry of Forests and Range, 2007FOR0011-000152). The forest sector “…employs a larger proportion of Aboriginal workers than average for all Canadian industries; however, Aboriginal workers in the forest sector tend to be concentrated in the lower-skilled, part-time and seasonal positions” (Huq, 2007: v). “Aboriginal communities have traditionally been an important service provider and source of labour for the [forest] sector” as operations of these types are “…often located in more rural and remote regions of the country” (Huq, 2007: 36). Huq (2007) states the Aboriginal communities play an important role in labor for the forest sector because of the following three main factors:

1. geographic proximity, 2. the immobile nature of First Nation peoples and 3. a growing young population.

Given the current and projected levels of attack, there is an immense economic impact on Aboriginal communities. Community members rely on employment by the forest sector because it enables them to live on the reserve. The current Allowable Annual Cut (AAC) for the Williams Lake Timber Supply Area (WLTSA) is over 5 million cubic meters following a recent 2 million cubic meter uplift. The majority of the uplift volume is expected to be harvested in Tsilhqot’in territory due to the high level of attack, prominence of lodgepole pine and relatively long shelf life. This may create short-term economic prospects; however, the level and longevity of increased economic benefits will depend in large part on the effectiveness of the strategies outlined below.

6.1.1 Land and Resource Management Issues

The current and expected future levels of attack and associated timber harvesting create significant concern among the Tsilhqot’in with regard to other resource values. Hydrologic and habitat impacts are of paramount concern given the implications for wildlife, fisheries, domestic water supplies and agriculture. Road development creates concerns of increased hunting pressure, increased access to non-timber forest products and disturbance of spiritual and cultural sites.

Section Six - Forestry Sector National-Level Forestry Strategies

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6.2.0 Tsilhqot’in Nation Forestry Strategy

The Tsilhqot’in Nation views forestry as a sector which will make a significant contribution to a better economic future for its people. The Nation has identified four inter-related nation-level projects:

1. Bio-Energy 2. Tenure “portfolio” expansion 3. Land and resource (ecosystem) stewardship planning 4. Community-level diversification (e.g. value-added or non traditional forest products);

these projects are identified in the communities section below. Together, these strategic project areas form the national forestry strategy. Initially, the focus will be on the Bio-Energy opportunity as this is the project with the greatest potential economic benefit to the Nation. This project aligns with current federal and provincial energy strategies and with the land use and economic objectives of the Tsilhqot’in. To make the Bio-Energy project feasible, TNG will simultaneously implement its tenure expansion plan. This plan will be consistent with the higher-level Tsilhqot’in Land and Resources Stewardship Plan and be refined through subsequent community-based planning processes. Once the tenures and Bio-Energy plant are established, the Nation will then focus on smaller projects within the communities. This approach does not imply that the smaller community projects are not of importance; rather, that the Nation must focus its limited resources to realize the greatest value relative to investment dollars received from MPB funding. 6.2.1 Bio-Energy The goal of developing a Bio-Energy plant evolved from an exploration of options to develop a medium to large scale timber processing facility as a core Tsilhqot’in nation-level economic development project. This process yielded the following key conclusions:

1. There is little appetite from the potential partners to develop another mill at this time or to further examine the option of purchasing an existing facility.

2. Without a strong partner, establishing the required capacity and financing would be a massive challenge.

3. The quality of timber available for a new mill is declining rapidly due to the impacts of the Mountain Pine Beetle.

4. The US housing market is in a down turn leading to reduced strength in a key market. 5. Energy and operating costs are expected to continue to rise. 6. Existing mills have a distinct advantage in terms of existing capital and markets. 7. Adding more milling capacity could exert further negative pressure on lumber prices.

Subsequent to the assessment of primary breakdown opportunities summarized above, the Tsilhqot’in National Government entered into a pre-feasibility study with an independent power


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company interested in establishing a co-generation plant primarily utilizing timber killed by the mountain pine beetle from Tsilhqot’in traditional territory. The Tsilhqot’in National Government sees a unique opportunity to convert otherwise wasted wood fiber in the Tsilhqot’in traditional territory to useful electrical energy with the added benefits of job creation, capacity building and environmental stewardship. The initial pre-feasibility financial analysis results were sufficiently positive to warrant submitting a joint expression of interest to the province and BC Hydro in April 2007. A venture of this scale will require the combined timber, human and financial resources of the Tsilhqot’in Nation working collaboratively with its partners. Bio-Energy is a very attractive option to the world as a means of reducing the emissions of green house gases including carbon dioxide (CO2), methane (CH4), and nitrogen oxide (N2O). In particular the International Energy Agency Bio-Energy Position Paper entitled “The Role of Bio-Energy in Greenhouse Gas Mitigation” states “biomass can play a dual role in greenhouse gas

mitigation as an energy source to substitute for fossil fuels, and has the potential for resolving

long term maintenance of biotic carbon stocks that are naturally contained in the raw fiber as

CO2 originates from the natural oxidation of biomass.”

Green house gas emissions from a forestry biomass Combined Heat and Power (CHP) plant are 87-92% lower than from a natural gas CHP plant with equivalent electrical/heat output (Joanneum Research 1999). Pine left unharvested will decay and release carbon into the atmosphere thus creating a fire risk with potential detrimental economic impacts (e.g. killing regenerating plantations and non-pine mid term wood supply) and environmental impacts (e.g. release of greenhouse gases). The federal and provincial government recently committed to supporting green energy solutions. The details of the provincial strategy have not yet been released. How the intent of government policy is implemented will be critical to the success of this project. Consequently, there may be short-term opportunities to be proactive in helping to shape policies or policy implementation vehicles in a manner that supports the emerging biomass energy industry.

Bio-Energy Plant

Goal:

� A significant increase in Tsilhqot’in participation in the forest-based economy by establishing a Bio-Energy plant through a 50-50 partnership by spring 2010.

Strategy:

� Undertake three inter-related nation-level projects: Bio-Energy, tenure “portfolio” expansion, and land and resource stewardship planning.

Establish a joint venture partnership for the Bio-Energy Plant and undertake required studies


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Policy Requirement: Advocate for the following policy changes:

� Timber tenures specific to Bio-Energy. � Other long-term tenures in proximity to Tsilhqot’in communities. � Carbon credit system. � Green-energy preferred pricing from BC Hydro. � Federal and provincial tax incentives for green power production. � Silviculture incentive to offset cost of regenerating marginal stands.

Land and Resource Requirements: � See Expanded Tsilhqot’in Tenure Portfolio and Land and Resource Stewardship

project profiles below.

Business Development: A more detailed feasibility study and business plan are required in preparation for an expected call for proposals in fall 2007:

� Feasibility Study (Oct 2007) - $100,000 � Business Plan (Dec 2007) - $75,000 � Engineering study/Plant design (June 2008) - $300,000 � Environmental Assessment Process (Sept 2008) - $200,000 � Plant Construction (Dec 2008-June 2010) - TOTAL $675,000 CCBAC Ask $325,000 (Note: This does not include the plant construction cost.)


� Grid upgrade to power transmission. � Improved road network for in-bush chipping. � TBD from the studies above.

Training Requirements: � TBD from the studies above.

Collaborations & Partnerships:

� Joint venture partner. � Engage other licensees (Tolko, Sigurdson, West Fraser) with regard to fibre supply

agreements (price and access), with implications for viability of a log sort, seedling greenhouse, and establishment of planing and kiln facilities.

Business Opportunities:

� Possible log sort, planing and kiln facilities � Seedling greenhouse. � Forest management. � Harvesting, trucking and chipping. � Support services (construction and operation).


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Investments: Timing: 2007-2010

TOTAL COST: $675,000 Funding Requested: $325,000 (Note: This does not include the plant construction cost.)

Major Projects:

1. Feasibility and business plan studies above 2. Environmental Assessment process 3. Construction of Bio-Energy plant

6.2.2 Expanded Tsilhqot’in Tenure Portfolio First Nations, with FRO or other tenures, often lack the necessary capacity and resources to retain ownership down the value chain. Combined with the current market conditions, this leads to a situation in which many First Nations only sell logs, much of which is harvested by non-First Nation companies on a contract basis. To avoid continuation of this situation, a variety of new Bio-Energy Tenures may be required. The Tsilhqot’in National Government is seeking an “enhanced FRO”. Some key components of an “enhanced FRO” could include:

1. Long-term tenures a. investment security and opportunities b. longer planning horizon

2. Diverse tenures (e.g. WL, CFA, NRFL)

a. flexibility (e.g. sell some on the stump and manage others all the way through) b. individual NRFLs could be sold to capitalize (e.g. buy trucks) c. Small communities have sufficient volume to establish a viable enterprise d. Non-Timber Forest Products tenure (e.g. control over gathering, medicines etc)

3. Defined management areas allow communities more control over harvesting in their

Caretaker areas and to select areas that will be of higher than average value over the mid and long term (e.g. fir, spruce, pine re-growth)

4. Movement towards collaborative or co-management of forestry and range

a. Establish Joint Forestry Council.

Expanded Tsilhqot’in Tenure Portfolio

Goal:

A sufficient tenure base to establish the Tsilhqot’in collectively as a “major licensee” in their own territory and support meaningful economic development, particularly for the


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Bio-Energy strategy.

Strategy: � Negotiate an enhanced FRO or similar agreement with MoFR. � Negotiate fibre-supply / log trade agreements with major licensees.

Policy Requirement: See Bio-Energy project above.

Land and Resource Requirements: See Land and Resource Stewardship Plans below.

Business Development: See Bio-Energy project above.


Human Resources: Tenure / Fibre Facilitator to facilitate expanded tenure section, especially fibre supply, as well as agreements with licensees. Salary, benefits, travel and associated costs: $100,000 per year for 10 years. Funding requested for first 5 years, with TNG funding years 6 to 10 (second 5 years). Office space (see section 9 Commercial sector below).

Training Requirements: TBD


Joint venture partner. Engage other licensees (Tolko, Sigurdson, West Fraser) to facilitate fibre price and access, with implications for viability of a log sort, establishment of planing and kiln facilities.


Possible log sort, planing and kiln facilities Investments:

Timing: 2007-2010 TOTAL COST: $1,000,000 Funding Requested: $500,000

Major Projects:

1. Enhanced FROs to supply fibre to Bio-Energy Project 2. Agreements with licensees 3. Capacity to assist in development of spin-off opportunities (log sort, planing and

kiln facilities)


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6.2.3 Land and Resource (Ecosystem) Stewardship Planning

The economic development needs of the Tsilhqot’in are dependent on lands and resources. Land and Resource (Ecosystem) Stewardship Planning is essential for the Tsilhqot’in traditional territory as the TNG member communities have not been involved in past planning exercises. Furthermore, the implications of the MPB epidemic were not considered at the time of land use planning in the Cariboo Chilcotin. Under The New Relationship, the provincial government and the First Nations’ Leadership Council have identified Ecosystem Stewardship Planning as their priority and there has been a commitment to government to a government planning processes. Before implementation of tenures from which fibre will be sourced to fuel the Bio-Energy plant, a more detailed Ecosystem Stewardship Planning Process will be undertaken by the Tsilhqot’in. For the carbon sequestration benefits outlined earlier, a balance must be struck between the amount and distribution of wood biomass removed from ecosystems and that left behind. Issues associated with large-scale salvage harvesting including road density, wildlife habitat and hydrological impacts will have to be considered in the context of Tsilhqot’in land and resource stewardship values. In order to complete this evaluation within the time frame required to implement this project, the Tsilhqot’in will undertake additional land-use planning including refinement and extension of existing models (e.g. Rocky Point Stewardship Plan, Xeni Gwet’in Ecosystem-Based Plan). The process will start with identifying critical areas in which 1) no harvesting should be contemplated, 2) sensitive areas in which particularly careful management is required, and 3) areas in which the risks to non-timber values are lower and in which a higher level of biomass harvesting is appropriate. The Land and Resource Stewardship Plans are ecosystem based plans that will guide the management of all resources in the Tsilhqot’in traditional territory in a sustainable manner. The full range of Tsilhqot’in values will be reflected in the plans. They are not solely for forestry and Bio-Energy purposes; other land based uses such as tourism and agriculture will form an integral part of the plans.

Land and Resource (Ecosystem) Stewardship Planning

Goals:

� Tsilhqot’in co-management of the land and resources within its traditional territory.

� Reflection of the broad range of Tsilhqot’in values and aspirations on the land and resource base.

� Planned and managed fibre supply to meet the needs of the Bio-Energy plant and other economic development activities in a sustainable manner.

Strategy: � Engage Member communities in the Nation’s initiative from the start.


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� Review existing land use data with communities and complete data gathering through the TNG Portal Project.

� Develop a cooperative planning process for Ecosystem Based Plans for the Nation and each member community.

� Develop Ecosystem Based Plans that are based on both traditional knowledge and science based knowledge.

Policy Requirement: Confidentiality and Intellectual Property Policies Co-management agreements

Land and Resource Requirements:

The Land and Resource Stewardship Plans will address land and resource interests and issues in a comprehensive manner to incorporate the full range of TNG values and economic opportunities.

Business Development: Infrastructure Requirements:

� Staffing and additional GIS software and equipment (licenses, plotters, upgrades to computer hardware) and planning process costs.

� Additional office space. Training Requirements:

� GIS training. � Portal training. � Training in land use planning concepts and processes.

Collaborations & Partnerships: � Collaboration with UNBC, and Carrier Sekine Tribal Council. � Provincial ILMB, MoFR staff experienced in higher level planning.

Opportunities: Technical assistance to community members in GIS and planning processes.

Investments:


Major Projects:

1. Completed data requirements for the TNG Portal Project. 2. Complete required training, staffing and infrastructure requirements at the Nation and

communities levels. 3. Develop TNG Land and Resource (Ecosystem) Stewardship Plan.

Section Six - Forestry Sector 6.3.0 Community Projects in Forestry

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6.3.0 Tsilhqot’in Community Projects in Forestry

Tsilhqot’in member communities desire a strong long-term position for the Tsilhqot’in Nation, its communities and individual members collectively in the local forest economy. The objectives of the Tsilhqot’in Nation through various community projects are to:

1. Increase Tsilhqot’in community members’ employment and business contracting in the existing forest based economy and the increased activity resulting from the MPB. This includes more Tsilhqot’in member and business involvement in: ecosystem restoration projects, silviculture, spread control in parks, fire suppression and the MoFR road infrastructure program.

2. Train members to develop forest management skills and capacity to plan and manage

nation-level tenures and support communities in the operation of any community-specific tenures such as Community Forest Agreements.

3. Increase the diversity of current forest-based economic initiatives particularly in

silviculture and trucking. This can be done by expanding partnerships with other forest companies to achieve objectives (e.g. fibre-supply agreements, log trades, trucking contracts, forest management services).

Section Six - Forestry Sector 6.3.1 ?Esdilagh Projects in Forestry

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6.3.1 ?Esdilagh Projects in Forestry

Community Initiatives The community of ?Esdilagh does not currently have any forestry related economic development activities of their own. However, many of the community members rely on forestry related work for income.

� New Venture Feasibility Studies The community will research the potential for new forestry-related ventures to supply employment for members. This project is directly related to the nation-level strategy of establishing tenures (NRFLs, WLs, and CFAs) and will ensure ?Esdilagh obtains benefits from the expanded National tenure portfolio Timing: 2007-2009 Total Cost: $25,000 Funding Request: TBD

� Establish Forestry-Related Partnerships The community of ?Esdilagh will establish partnerships with major licensees and harvesting contractors to provide employment and business opportunities for members. This project includes funding to negotiate the partnership Timing: 2008-2010 Total Cost: $50,000 Funding Request: TBD

Section Six - Forestry Sector 6.3.2 Tsi Del Del Projects in Forestry

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6.3.2 Tsi Del Del Projects in Forestry

Historical Initiatives

� Tsi Del Del Enterprises (TDDE) Tsi Del Del Enterprises, a Forest Products Company, plans, develops, markets, logs and conducts silviculture work on a Community Forest License. Currently, TDDE produces 80,000 to 100,000 m3 annually on a stump to dump basis. The company is equally owned by the Alexis Creek Indian Band and Tolko Industries Ltd. The company has been profitable since its inception and has been a consistent provider of jobs. Currently over forty, full-time, forestry, logging and trucking related jobs are provided by Tsi Del Del.

� Timber Frame Housing/ Portable Sawmill An initiative was started to train community members to operate a Sawmill and

Timber Frame Housing company. While the attempt to establish an ongoing business was unsuccessful, community members were able to leverage their training to secure related employment.

New Community Initiatives

� Timber Frame Housing – Community Priority #2

Tsi Del Del would like to establish a Timber Frame Housing operation tied in with a portable sawmill. The community will need support from a suitable timber supply. A detailed business plan has been developed; however, a reassessment based on the current mountain pine beetle impacts is necessary. Timing (Phase 1): 2008-2009 Total Cost (Phase 1): $116,300 Funding Requested: $116,300 Timing (Phase 2): 2012-2013 Total Cost (Phase 2): $178,100 Funding Request: Band to Address Total: $116,300

� Secondary Manufacturing The community is interested in small scale secondary manufacturing, linking to the

components for finished timber frame homes (window trims and furniture). The community has carpenters on reserve and a few that are in training. Timing (Phase 2): 2010-2012 Total Cost (Phase 2): TBD Funding Request: TBD

Section Six - Forestry Sector 6.3.3 Tl’esqox Projects in Forestry

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6.3.3 Tl’esqox Projects in Forestry


� Chilcotin Plateau Logging Company The Chilcotin Plateau Logging Company was primarily involved with logging.

Currently, the company has focused on silviculture activities such as falling and burning.


� Small Mill There are three TNG communities - Tsi Del Del, Tl’esqox and Xeni - interested in investing in small scale wood facilities which could include a combination of primary and secondary manufacturing, with a focus on the local (First Nations) housing market. It is recommended that the options for this be looked at for the three communities in one feasibility study. Opportunities to joint venture with existing companies would be part of the study. Timing: 2007-2008 Total Cost: $35,000 (total for all three communities) Funding Request: TBD

Section Six - Forestry Sector 6.3.4 Xeni Gwet’in Projects in Forestry

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6.3.4 Xeni Gwet’in Projects in Forestry

Historical Initiatives At present, the Xeni Gwet’in do not and will not have any forestry operations as the nation is involved with a Rights and Title Court Case. In the past the community operated Natasawed Enterprises Ltd. (a silviculture business) and a portable sawmill in which supplied the rough lumber to build the exterior for a few homes.

� Natasewed Enterprise Ltd. The Natasewed Enterprises Ltd. was a silviculture business that was started in 1993 and community members were trained. The Enterprise entered into a 50/50 joint venture between Lignum Ltd. and Xeni Gwet’in. After disagreements between the two parties, the joint venture was cancelled.

� Portable Sawmill

Xeni Gwet’in had a portable sawmill in operation for a few years providing rough lumber for different projects in the community such as home building.

� Alternative Energy Projects (addressed under forestry section as other energy

project – Bio-Energy is in this section)

Xeni have and are continuing to undertake a series of studies and initiatives to deal with the power issues they face as a result of not having electric power in many of their homes. The main village is connected with power, however, the remainder of the IRs across the valley still run off generators. The studies include examination of the feasibility of Bio-Energy, solar, wind and water power, and hybrid forms. Presently a large generator system supplies power to the Band buildings and to 20 homes. Other community members use individual generators. A Xeni Gwet’in community home is the location for a new hybrid solar power with battery backup pilot program.

New Community Initiatives The community of Xeni Gwet’in has developed an integrated project focused on the development of a destination resort (Qwen Yex Earth Lodge) with free standing cabins, staff housing, a barn / coral / livestock. A detailed market and feasibility study has been completed for the project. This project is included in the Tourism section below. As part of the development of the resort, Xeni would like to restore and repair their sawmill, build the free standing log cabins, construct smaller facility Earth Lodge and then with more experience move on to the larger facility Earth Lodge (two storey building).

Section Six - Forestry Sector 6.3.4 Xeni Gwet’in Projects in Forestry

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� Restore and Repair Sawmill Xeni have an existing sawmill that requires restoration, repair and the construction of

a roof to protect it against the elements. The sawmill would be used for community projects, including the manufacture of the false front for the community’s store upgrade and the proposed earth lodge. Timing: 2008-2009 Total Cost: $20,000 Funding Requested: $10,000

� Log Home Building

Log homes have been built by community members in the past and one member is still engaged in this. The community has expressed interest in evaluating a log home building operation. Timing: 2008 – 2010 Total Cost: $80,000 Funding Requested: $40,000

� Value-Added Wood Products

There is an interest in evaluating value-added wood products such as cabinet making, siding, flooring, carving, etc for community projects. Community members would need training in these activities. Funds are required for equipment and tools. Timing: 2010 – 2011 Total Cost: $50,000 Funding Requested: $50,000

Section Six - Forestry Sector 6.3.5 Yunesit’in Projects in Forestry

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6.3.5 Yunesit’in Projects in Forestry


� Yunesit’in Logging Enterprise In the past, the Yunesit’in had a Band owned logging outfit and some members owned skidders and a logging truck. The logging enterprise is no longer operational.


� Small Harvesting Businesses On the outskirts of the community, there are areas that can be utilized for small harvesting businesses relating to horse-logging, selective logging, and value-added timber products. Harvesting and forest management opportunities will be explored in conjunction with the expanded Tsilhqot’in timber tenure portfolio. Community members have expressed an interest in training to take advantage of these opportunities and equipment is needed. A feasibility assessment and business planning is needed to determine the most valuable phase of harvesting cycle in which to invest (e.g. road construction harvesting or hauling). Timing: 2007-2008 Total Cost: $30,000 Requested Funding: $30,000

The forestry businesses that are in the Yunesit’in community are not Band owned but are entrepreneurial activities. These are as follows:

� Minton Creek Contracting Minton Creek Contracting is a small silviculture business owned by a local entrepreneur. The entrepreneur’s largest barriers in business are the inability to find contracts, a lack of expertise in business development, and inability to provide security deposits required by MoFR. There is a need for a four-week business training course in the community to aid budding entrepreneurs and established business owners in areas of financial management, bookkeeping, business planning and strategy development. Timing: 2007-2009 Total Cost: $20,000 Requested Funding: $20,000

� Deneway Construction (Carpentry) A ticketed carpenter in the Band is fully employed in the community. There is the opportunity for him to apprentice interested community members to assist in meeting the construction needs in the community.

Section Seven – Tourism Sector

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7.0.0 Tourism Sector


Cultural tourism is one of the fastest growing segments of the tourism market and high quality Aboriginal tourism experiences are one of the most sought after components of cultural tourism. The Tsilhqot’in National Government is interested in cultural tourism that protects ecosystems and enables the member communities to share their unique culture. Cultural tourism will provide opportunities for involvement to a broad range of community members: elders, youth, and different age groups. It will provide both business and employment opportunities. Cultural tourism development will also provide opportunities for the different TNG communities to work together and to build upon each others strengths. TNG will develop its tourism product in a way that will strengthen the member communities’ cultures. The Tsilhqot’in are the River People. The numerous strengths upon which Tsilhqot’in tourism development can be built include:

• The land and waters: Chilko Lake and other lakes, the rivers, the mountains, meadows, wildlife and wild horses, the panoramic views, the Nemiah Valley, Hot Springs, and the backcountry untouched by development. The Tsilhqot’in want to protect and preserve the lands and resources;

• The culture: the history of the people, including names, stories, legends. A traditional village site and pit house is in process of development. Since 1998, a Camp drawing people from many different Nations as far away as Mexico demonstrates traditional activities including traditional dances, ceremonies and medicine people. The Tsilhqot’in culture is a living culture;

• Historical sites: the site of the Chilcotin War of 1864, old homes and the many historical trails, including the Grease Trail, trade trails and the trail from Bella Coola to Chilcotin;

• Traditional products: beading, tanning and sculptures (rocks, stone carvers, soft stone) and books outlining traditional ways and legends;

• Outdoor activities: pow wows, mountain races and flat races; horseback riding and tours; hunting, fishing and guiding; ranching tourism; rodeos; potato races; and horse training;

• Recreational activities: biking, boating and hiking in the summer, and skiing and skidoo-ing in the winter; and

• Other potential destination draws: such as a destination resort, spas and other services.

The weaknesses facing the Tsilhqot’in include: a lack of investment capital, business expertise and trained people; an increasing Canadian dollar; the possibility of a downturn in economic growth in western countries; the cost of oil and gas and its affect on transportation costs; remote

Section Seven – Tourism Sector

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location and weak transportation links to major BC transportation hubs; and the need to develop additional products and marketing. The tourism industry has a nearly un-tapped market for First Nations’ cultural initiatives. The 2010 BC Olympic and Paralympics Winter Games have an estimated fourteen thousand accredited media registered to showcase the event, will have approximately three billion people viewing, over eighty countries will be participating, and 1.8 million 2010 Olympic games tickets will be available.2 The Tsilhqot’in are planning to have tourism attractions market ready in each community. Although the 2010 Games are a momentous example of why the Tsilhqot’in should start cultural tourism initiatives there are many other supporting reasons for the Tsilhqot’in people to be involved in tourism.


Cultural tourism for the TNG is land and resource based. In addition to the traditional activities of the Nation being inexorably based on the land and resources, viewscape planning will also be important for successful tourism development. For this reason, an ecosystem based land and resource stewardship plan for the Tsilhqot’in traditional territory is essential to meeting the tourism development aspirations of the TNG. There is a need for a land use plan that reflects Tsilhqot’in values, needs and aspirations, and a process to address potential conflicts in land use such as the potential competing values for tourism and forestry. Information on the Stewardship Planning project is provided above under section 6.2 of the Forestry Strategy. The Tsilhqot’in requires better access to and tenure on land and resources in the TNG traditional territory. At present, the provincial government is allotting tenures in the traditional territory of TNG for back country recreation. This creates two distinct issues for TNG: 1) more of its traditional territory is being alienated; and 2) TNG does not have the capacity to respond to the numerous referrals. Both of these issues need to be addressed.

2 Vancouver 2010 Fact Sheet (Vanoc, 2006)

Section Seven – Tourism Sector 7.2.0 Tsilhqot’in Nation Tourism Strategy

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7.2.0 Tsilhqot’in Nation Tourism Strategy

The Tsilhqot’in Nation’s tourism strategy has both central functions for the TNG and roles for the member communities. As noted in the Aboriginal Cultural Tourism Blueprint Strategy for BC, the first stage in Aboriginal cultural tourism development is to develop Cultural Protection Protocols. The second stage is to develop products and refine them until they are to market ready stage. The third stage is branding, certification and marketing. These stages are not meant to be consecutive but rather, they reflect different emphasis at different points in implementing the strategy. Tsilhqot’in Nation will provide centralized resources to assist the member communities in developing protocols and policies, and provide specialized technical expertise in tourism product development. The Nation will also undertake centralized branding and marketing of TNG tourism activities. The centralization of these functions at the Nation level will result in efficiencies and more effective coordination and implementation of TNG members’ tourism development plans. Product development and marketing are expensive ventures and require sophisticated knowledge of markets and business development. Good communication and collaborative ventures with supporting agencies like Tourism BC, Aboriginal Tourism Association of BC, and local tourism associations and operators will increase the success of TNG’s tourism ventures. Centralized, coordinated training of member communities can also result in efficiencies. Each member community has its priority tourism product developments. The tourism strategy calls for at least one development in each community, reflecting the communities’ aspirations.

Tsilhqot’in Product Development

Goal:

High quality tourism products in each of the member communities that complement each other and provide economic benefits for community members.

Strategy: � Build upon the TNG culture and the unique elements of this culture found in the

different member communities when developing new products. � Provide central support and expertise at the Nation level to benefit communities and

provide for efficiencies in both tourism development and tourism related referrals. � Assist each member community to implement at least one tourism development that

reflects the priorities and aspirations of its members within the first five years. � Invest in training of community members to ensure both a high quality tourism

experience and the employment of Tsilhqot’in members.


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Policy Requirements: � Protocols and policies for sharing of Tsilhqot’in culture and intellectual property,

including sacred sites and ceremonies, medicines, non-traditional forest products. � Protocols concerning complementary products and competition. � Business policies for TNG and each member community. � Protocols and agreements for joint marketing at a regional and sub-regional level.


� Complete Land and Resource (Ecosystem) Stewardship Plans (see Forestry section above) and institute ecosystem co-management arrangements.

� Secure tenure of needed lands and resources for tourism developments. � Secure resources to deal with back country tenure referrals and other tourism related

referrals. � Protocols or agreements to deal with other non Aboriginal land and resource users in

the TNG traditional territory. Business Development:

� Will require some access to funding for feasibility studies and business plans to supplement requested in-house professional capacity.

� Access to investment capital.

Infrastructure Requirements: Human Resources: � Staffing for TNG Tourism Office (costs include wages, benefits, travel; telephone,

office supplies): Senior Tourism Product Development Specialist ($150,000), Business Analyst ($100,000), and 2 Project Coordinators ($90,000). Total:$340,000 for 5 years = $1.7M

� Office space for Tourism department (see section 9. Commercial Sector below)

Other:

� Upgrade of fire protection and emergency preparedness for tourist and local safety. � Upgrade of access roads into TNG communities (longer term).

Training Requirements: � Tourism Hospitality training, Hospitality Management training and specialty skills as

required (food preparation and safety, etc.). � Business development training. � Educate youth and children in the Tsilhqot’in language and culture. � Human Resources Capacity Development � Cultural Resource Management Certificate


� Tsilhqot’in National Government and its member communities, First Nations in the Cariboo and local tourism associations.

� Williams Lake Visitor Information Center � Protocols and agreements with other operators in the region.


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Numerous – see community projects below. Investments:

Timing: 2007-2018 TOTAL COST: $340,000 per year (or $3.4M - total for ten years) Funding Requested: $3.4M

Major Projects:

1. Each member community will implement at least one new tourism development within the first five years.

2. A tourism development plan for each community for years 5 to 10. 3. Tourism product development expertise at the Nation level.

Marketing Tsilhqot’in Cultural Tourism

Goal:

A positive recognizable Tsilhqot’in image and branding to complement the Tsilhqot’in cultural products.

Strategy:

� Establish a Tsilhqot’in National Government Tourism Department that can address both product development and marketing.

� Develop and implement a strategic tourism marketing campaign for Tsilhqot’in cultural tourism.

Policy Requirement:

� Protocols and agreements for joint marketing at a regional and sub-regional level. � Tourism development policies, including use of the brand . � Collaboration and competition policies among communities.

Land and Resource Requirements: � Tourism development and marketing will be dependent on both the Ecosystem

Stewardship Planning work and tenures.

Business Development: � Research, develop and implement a Tsilhqot’in Marketing Strategy to support the

tourism business developments in the communities (Cost $75,000).

Infrastructure Requirements: Human Resources:


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� Tourism Director and assistant (Director @ $100,000 per year and assistant at $35,000 per year. Five year cost is $675,000.)

� Office space (see section 9 Commercial Sector below) Training Requirements:

� Training in the TNG culture and all member communities cultures. � Marketing training. � Hospitality training.


Tourism BC, Aboriginal Tourism BC TNG Member communities, First Nations in the Cariboo, and local tourism associations and operators.


� Shops offering local food and products / local artisan creations / other tourist services. � Graphic design and marketing support business.

Investments: TOTAL COST: $135,000 per year (or $1.35 M total cost for ten years) Funding Requested: $1.35M

Major Projects:

1. Creation of Tsilhqot’in Tourism Department to provide efficient and effective support for the member communities.

2. Develop and implement a marketing strategy for Tsilhqot’in Cultural Tourism, including building a Tsilhqot’in centralized brand with Tsilhqot’in logo.

3. Formation of a First Nations of the Cariboo Tourism Association.

7.2.1 Upgrade Punky Lake Recreational Camp The Punky Lake Wilderness Camp is in the process of restructuring and there is a desire to turn the Camp into a year round tourist facility. The Camp appeals to those who want to get away to a rustic setting; it is a basic camp, with basic services but few amenities. It is located three hours west on highway 97 from Williams Lake, on the outskirts of Redstone. During the summer, the camp hosts a Success camp and a Justice program. The Success Camp is specifically for youth ages six years to seventeen years old and it is five days long. These camps aim to provide the youth with a positive growth experience where the children challenge themselves and acquire new skills. There is potential for other uses for the facility when it is not being used for the current Punky Lake programs. The camp is in a remote setting close to the Itcha Mountain Range. There is potential to develop a cross-country, skidoo and snowshoe trail system for winter use. In the summer, bicycle, pack-horse and walking trails can be developed along the same route system. The camp would be a


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year round facility that serves the needs of the current programs for Tsilhqot’in children and provides tourist accommodations for those interested in rugged wilderness adventure.

Upgrade Punky Lake Recreational Camp

Goal:

� Transform Punky Lake Camp from an underutilized, seasonal venture into an operational year round Backcountry Camp.

� Establish stable and reliable funding for the non-profit association. Strategy:

� Upgrade the facility to a level acceptable to tourists seeking a rugged outdoor recreational experience.

� Provide trails for summer and winter recreational use.

Policy Requirement: � Liability concerns for a year-round tourism operation. � Operational and business policies. � Policies for use.


� Secure tenure over an adequate amount of land is needed for trail construction.

Business Development: � A business plan is required (cost $25,000). � Marketing strategy that ties in with Tsilhqot’in marketing strategy. � Explore potential for spin-off business.

Infrastructure Requirements: Physical: � Punky Lake Recreation Centre – upgrade of main (multi-use) building and summer

camp for existing camp users and outdoor backcountry recreation users: $250,000 � Trails $50,000 Human Resources: � Facility Manager, Project Coordinator, Punky Lake Camp Directors, Camp

employees. Training Requirements:

� Hospitality training. � Fire, safety and first aid training. � Facility booking and business training (bookkeeping, etc.).



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� Tsilhqot’in National Government and local tourism associations. Business Opportunities:

� Transportation to and from facility. � Potential for spin-off businesses (e.g. guiding) and equipment rentals.

Investments:

Timing: 2007-2009 TOTAL COST: $325,000 Funding Required: $325,000

Major Projects:

1. Feasibility Study and Business Plan. 2. Upgraded multi-use building and summer camp 3. Development of recreation trails.

Section Seven – Tourism Sector 7.3.0 Tsilhqot’in Community-Level Projects in Tourism

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7.3.0 Tsilhqot’in Community Tourism Projects

The information in this section is based on work undertaken by the Xeni Gwet’in. The Xeni Gwet’in work is used to provide insight into TNG’s aspirations for tourism. The TNG and its member communities face a number of challenges to accomplish their tourism aspirations. However, along with these challenges are demonstrations of positive changes and an excitement to engage in cultural tourism.

Challenges

• Lack of tourism career goals and career planning

• Limited financial resources for education and training

• Little if any business knowledge

• Few entrepreneurial skills

• Industry specific skill gaps

• Lack of management skills

• Substance abuse and social problems

• Lack of pride in self and community

• Motivation

• Seasonal employment and long periods of unemployment

Strengths

• Community membership commitment in this sector

• Patience

• Stamina

• Desire to preserve traditional territory

• Planning sessions with generous participation

• People are interested (asking questions, seeking information)

• Building and expanding relationships with external tourism operators, agencies, contractors and consultants

• Open to learning and change

. The objectives of the Xeni Gwet’in for tourism development within its Caretaker area are presented here to provide insight into the Tsilhqot’in objectives. The objectives include:

1. To assume leadership in planning and managing tourism and recreation activities within the Caretaker areas.

2. To develop the capacity to assume a leadership role in tourism business operations and

management, and secure community members’ participation in the tourism workforce at all levels.

Section Seven – Tourism Sector 7.3.0 Tsilhqot’in Community-Level Projects in Tourism

51

3. To focus on cultural, educational and natural history themes, drawing on the natural and cultural resources of the Caretaker areas to introduce guests to the area and enhance Tsilhqot’in pride of community.

4. New and existing tourism products and activities will conform to the principles of

environmental stewardship and cultural respect expressed in the Aboriginal Wilderness Preserve Declaration.

5. New tourism products will compliment existing local tourism business operations.

6. Tsilhqot’in activities will include regulatory and management functions which support

expression of the Tsilhqot’in Nation’s collective stewardship of the land. Revenues from these functions are intended to support continued stewardship.

7. Tourism development will include individual private enterprises. These will be private

business enterprises, subject to Tsilhqot’in and other regulatory agencies operating on standard business principles.

Section Seven – Tourism Sector 7.3.1 ?Esdilagh Projects in Tourism

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7.3.1 ?Esdilagh Projects in Tourism


� River Boat Tours The community has expressed an interest in starting a new River Boat Tour business. The community IRs straddle the Fraser River and therefore operating a River Boat Tour company could bring tourists to their community and start partnerships with existing First Nation Cultural tour companies. Write a feasibility study and look at joint venture connections.

a. Explore connections with Tlesqox band member’s river boat company. (Cariboo Chilcotin Jet Boat Tours - http://www.jetboatadventures.com )

b. Explore connection with the Secwepmec people – Xatsull Heritage Village located on the river down from ?Esdilagh http://www.xatsull.com/Heritage%20Village/Xats%20Heritage%20Village.htm

Timing: 2007-2008 Total Cost: $30,000 Requested Funding: $30,000

Section Seven – Tourism Sector 7.3.2 Tsi Del Del Projects in Tourism

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7.3.2 Tsi Del Del Projects in Tourism


� Tsi Del Del Annual Rodeo During the last weekend of August the Band hosts a Rodeo. In the past this was a non-BCRA sanctioned rodeo however starting 2007 the rodeo is sanctioned by the Western Indian Rodeo and Exhibition Association. At this event, the Band runs a concession stand and vendors such as local craftsmen and bakers set up booths to sell their products. The events at this rodeo consist of gymkhana, a mountain race, bareback, saddle bronc, bull riding, team roping, barrel racing, tie down roping, steer wrestling, and ladies breakway roping.


� Upgrade the Wagon Trail A historic Wagon Trail links the Tsilhqot’in communities. An upgrade to the trail to provide for tourist traffic to the different communities could benefit all the member communities. A feasibility study and market assessment is required for this project. Timing: 2007-2008 Total Cost: $30,000 Funding Requested: $30,000

� RV Park with Cultural Centre

The RV Park and Cultural Centre will cater to through traffic on highway 20. The Cultural Centre would house a Tsi Del Del Interpretive Centre and demonstrate traditional activities like tanning hides and smoking fish. A Market feasibility study is required. Timing: 2008-2009 Total Cost: $25,000 Funding Requested: $25,000

� Pack Trips

The Itcha Mountain Range is a short distance from the Punky Lake Wilderness Camp. The mountain range is beautiful and the community feels that this area is perfect for pack horse trips. There are many sights to see such as the mineral water springs, the Red Brush historical village, and other natural landmarks. A feasibility study and business plan is required for this venture. Timing: 2010 Total Cost: $75,000 Funding Requested: $75,000

Section Seven – Tourism Sector 7.3.2 Tsi Del Del Projects in Tourism

54

� Iitcha Mountain Spa The Itcha Mountain Range is a short distance from the Punky Lake Wilderness Camp. The mountain range is beautiful and the community feels that this area is perfect for pack horse trips. There are many sights to see such as the mineral water springs, the Red Brush historical village, and other natural landmarks. A feasibility study and business plan is required for this venture. Timing: 2010 Total Cost: $75,000 Funding Requested: $75,000

� Cultural Center The community currently does not have a facility devoted only to cultural activities. An underground pit house or Quigley hole would set a traditional tone and allure travelers to stop in. A business plan including cultural programming and construction of a facility is necessary for this project. Timing: 2009 Total Cost: $35,000 Funding Requested: $35,000

Section Seven – Tourism Sector 7.3.3 Tl’esqox Projects in Tourism

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7.3.3 Tl’esqox Projects in Tourism


� Cariboo Chilcotin Jet Boat Adventures (http://www.jetboatadventures.com/ ) Cariboo Chilcotin Jet Boat Adventures offers Jet Boat Tours on the Fraser, Chilko

and Chilcotin Rivers. The boat tour starts fifteen minutes west of Williams Lake on highway twenty at the Sheep Creek Bridge and proceeds either upriver or down.

� Pow Wow Arbor

Singing Water Ministries is building a Pow Wow Arbor on reserve land. The Ministries come into the community twice a year and felt it would be a good investment and mission to build the Arbor as a multi-use facility intended for gatherings.


� Cultural Elders/Youth Camp – Community Priority #3 The community is interested in constructing a Wilderness Cultural Teaching camp.

The Elders and youth/children would gather together for program related cultural teaching camps. A business plan, equipment and a coordinator are necessary for this initiative. Timing: 2008 Total Cost: $380,000 ($50,000 yr 1 & 2, $40,000 yr3-10) Funding Requested: $220,000

� Provide Help for Local Artists and Crafters The local artisans do not have experience or knowledge in creating their own market

research studies and developing marketing plans. The members are unfamiliar with how to market their products to galleries, stores, or online. There are many members who work with hides to make moccasins and gloves, as well as other crafts. The Nation-level strategy for a Tourism Department can assist through its Product Development department.

� Cultural Fishing Tours Neighboring nations offer cultural fish guiding tours to travelers and tourists. During

fishing season tourists may be interested in watching traditional fishing and guiding in partnership with the Cariboo Chilcotin Jet Boat Adventures. A business plan is necessary for this initiative. Timing: 2009 Total Cost: $20,000 Funding Requested: $20,000

Section Seven – Tourism Sector 7.3.3 Tl’esqox Projects in Tourism

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� Lodging The community is interested in developing accommodations for tourists and workers such as a motel, lodge or teepee. A business plan and feasibility study are required for this initiative. Timing: 2008 Total Cost: $25,000 Funding Requested: $25,000

The following is a community member’s entrepreneurial venture:

� Guest Ranch A community member is in the process of planning a Guest Ranch from their existing

ranch. Recommendation: A partnership with the Yunesit’in community to participate in the

four-week business training course in the community to aid budding entrepreneurs and established business owners in areas of financial management, bookkeeping, business planning and strategy development.

Section Seven – Tourism Sector 7.3.4 Xeni Gwet’in Projects in Tourism

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7.3.4 Xeni Gwet’in Projects in Tourism

The Xeni have completed various studies on potential Eco-tourism activities, a Human Resources Action Plan for Cultural Tourism, and they have outlined a Cultural Tourism Action Plan for the years 2006-2010.


� Pow Wow An annual competitive Pow-wow has been hosted every year since its inception in

1994. This is a two day event that brings people from all over British Columbia, Alberta and the United States.

� Tsil?os National Park The Tsil?os National Park located adjacent to the community covers 233,240 hectares

and is an attraction for vacationers and tourists from around the world. � Nu Chugh Beniz Campground Located at the south end of Chilko Lake, the campground has sixteen sites. � Gwa Da Ts’ih Campground Located at the north-end of Chilko Lake, this campground as eight rustic sites. � Recreation Campsites (2) at Tsuniah Lake and Choelquoit Lake Contracted with the Ministry of Tourism, Sport and the Arts. The Xeni are the

Recreational Sites Facility Operator for these two sites. In the year 2008 XG anticipates bidding on these two or more recreational sites contracts.

� Rodeo Two-day Nemiah Valley Rodeo that takes place the first weekend in August. At the

Nemiah Valley Rodeo a mountain race is featured where horseback riders race down the side of the mountain in less than 2 minutes - adventure tourism and spectator sport.

� Elders Gathering A weeklong Elders Gathering is coordinated in the traditional territory in the month

of July. Traditional teachings and activities take place throughout the week, teaching the youth and community members our traditional ways.

Youth Groups from neighboring Tsilhqot’in communities join the gathering as well. � Brittany Gathering The purpose of this annual weekend gathering purpose is to review the Xeni and

Tsilhqot’in Aboriginal Title and Right Case. It is a large gathering of First Nations.


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In addition to information about the Title and Rights Case, there are events such as a talent show, lehal, games and contests, dancing and food is provided.

� Xeni Gwet’in Cultural Tourism Partnership Program This is a program that provides a connection between Xeni, Chilko resorts and

communities who share similar values of sustainable development. The program provides a project coordinator who applies for funding to develop several projects and short-term employment to Xeni Gwet’in; for example, last year a water quality monitoring project on the Nemiah Creek and this year water quality monitoring throughout the territory will be completed taking in fish, spawning, rivers and creek quality data. In past years, several studies and projects have been completed with community input.


� Visitor Information Centre – Community Priority #1 The Nemiah Valley is a destination tourism attraction. The community is looking to

build a visitor information centre on to the band office and upgrade the exterior band hall to complement the new building. Timing: 2008-2009 Total Cost: $96,000 Funding Requested: $66,000

� Qwen Yex Earth Lodge – Community Priority #3

Project Vision: The Xeni Gwet’in envisions a tourism destination where they may:

• Share the land and culture while protecting the natural beauty and respecting mother earth and her creations;

• Provide guided and authentic experiences and insights into First Nation culture, reflecting its inherent spirit and strength;

• Develop product to make Qwen Yex Earth Lodge a year-round destination resort that caters to eco- and geo-tourists;

• Ensure that the majority of the economic benefits from the project remain in the Xeni Gwet’in Caretaker Area; and

• Forge partnerships within the BC tourism industry in order to create as many spin-off opportunities for local businesses as possible.

• A joint venture partnership will be pursed. A market / feasibility study has been completed by Hospitality Plus Ltd. To start, the community would like to open a smaller destination Qwen Yex Earth Lodge to accommodate approximately 20 people in the valley as a multi-seasonal site. The site has been identified; however, the building has not been developed. Partnerships and new additional costing would be researched in a feasibility study and business plan. Timing: 2008-2010 Total Cost: $4.25 Million Funding Requested: $625,000


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� Xeni Gwet’in Traditional Village The Xeni Gwet’in Traditional Village catering to eco- and geo-tourists is located on

Chilko Lake. The Village is in the final stages of construction and is expected to be completed in late 2007. The village will serve as a public informational and social place that will exhibit and display the traditional way of life (fishing, hunting, tanning hides, medicine gathering and drying berries). Traditional goods will be sold. The next step is to build strategic alliances and partnership in marketing activities. Timing: 2008-2013 Total Cost:

Traditional Village - $475,000.00 (construction) Marketing Program - $300,000.00 ($60,000.00/year for full time marketing coordinator and expenses)

Funding Requested: $300,000.00 � Outdoor Recreation Potential The Nemiah caretaker area offers scenic routes and sites for horseback riding, hiking,

bike riding, commercial fishing, camping, medicinal hikes and vacationing. A further analysis into the market potential for a joint venture with another tourism operation is required for “guided activities.” Timing: 2008-2010 Total Cost: $20,000 Funding Requested: $20,000

� Store Upgrade Complete a market research study about the potential sales and needs to supply the

community plus the visiting tourists. Timing: 2008-2009 Total Cost: $20,000 Funding Requested: TBD

� Ts’utanchuy Dadabeni A traditional healing camp built in Xeni Gwet’in territory runs every year from the beginning of summer until the middle of fall (September). The healing camp hosts healing ceremonies highlighting traditional medicinal plants, song and dance for community members, other First Nations and people from all over the Province. There is a need for this business to have a strong marketing plan to identify how to resale products to local destination lodges, coordinate with the Xeni Brand and develop an advertising package. Timing: 2008-2010 Total Cost: $20,000 Funding Requested: TBD

Section Seven – Tourism Sector 7.3.5 Yunesit’in Projects in Tourism

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7.3.5 Yunesit’in Projects in Tourism

Historical Initiatives The Yunesit’in strengths are based on the strength of their culture, including the practice of traditional activities, their language and their knowledge of the back country. A number of elders take children out camping in the summer to pass on the traditional skills. In the past the community had horse packing trips for the youth in the community.

� Siwash Gathering An annual Tsilhqot’in traditional gathering is held in August at Siwash flats, along

the river banks of the Chilcotin River. The Yunesit’in is one of the host communities of this gathering. It is a three-day celebration with a variety of traditional activities such as talent show, “lahal” (stick game) tournament, horseshoe tournament, moccasin mile, horseback quarter-mile race, foot races, bow n’ arrow contest, axe-throwing contest, bannock-making contest, tea-making contest and children’s activities. Traditional meals are provided daily. Invitations are sent out to all First Nations and interested people that would like to learn and participate.


� Cultural Village – Community Priority #2 The community’s priority is the development of a cultural village complete with a

multi-level recreation centre and an underground pit house. The community’s traditional ways would provide the basis for programming. Employing a project coordinator is the first step and they will conduct a market and feasibility study, required research and development, write proposals and develop a complete cultural program. Throughout years 1-10 a $40,000 salary is allotted and in year 1 an extra $30,000 is devoted to program start up costs. Timing: 2007-2008 Total Cost: $430,000 ($70,000 Yr 1, $40,000 Yr 2-10) Funding Requested: $430,000

� Wild Game Viewing On both sides of the Chilcotin River there are horse trails that can be used to guide

horse pack trips. Community members are trained in providing horse pack trips and there is an abundance of trails, wildlife, and archaeological sites for viewing. The community is situated along the banks of the Chilcotin River, which can serve as a base to develop tourism activities. Timing: 2007-2008 Total Cost: $20,000 Funding Requested: TBD

Section Seven – Tourism Sector 7.3.5 Yunesit’in Projects in Tourism

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� Cultural Teaching At the Yunesit’in reserve the youth are losing their language and culture. Yunesit’in

wants to build a cultural curriculum into the school programming. It would be beneficial to have this in the school program or as an extra curriculum. A better knowledge of culture would support the community’s cultural tourism initiatives. Timing: 2007-2008 Total Cost: $25,000 Funding Requested: TBD

Section Eight - Agriculture Sector

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8.0.0 Agriculture Sector


Agricultural operations and employment on neighbouring agricultural operations has been a mainstay of Tsilhqot’in communities since the post gold rush days. Recently, factors including expanded employment opportunities in logging and the cost-price squeeze in agriculture have eroded the agricultural economy in the communities. Traditionally, cattle and horse ranching and the attendant hay production for winter feed have been the main source of employment of Tsilhqot’in people. As with agriculture in the general population, there are fewer young people interested in becoming ranchers, whether owning their own operations or in working as cowboys or being ranch hands on non-aboriginal ranches. Recent changes in thinking about production practices in the agriculture/ranching communities make aboriginal ventures relatively attractive for proponents. Cattle agriculture is changing from an industry dependent on high cost inputs of cultivation, seed, fertilizer, and machinery, to one emphasizing less inputs of energy and labour and relying on good management of nature’s resources in the form of range and hay lands. The need for healthy food products locally available from community gardens is increasingly becoming a necessity for community health and provides economic opportunities for communities to sell surplus produce. With increasing market opportunities for natural products, traditional food products harvested from the wild and sold into niche markets such as high-end restaurants and featured as part of local cultural tourism provide unprecedented economic opportunity for First Nations. Markets are increasingly favouring local food production because of health benefits. Natural and organically raised products have an edge in the market and the returns are more favourable. Knowledge of production methods and markets are a key to success as are business management skills. The development of capacity to manage is necessary to success. Since community production practices do not involve using pesticides or chemical fertilizers and there are no polluting industrial activities near the communities, the air, water and land are virtually contaminant free. Care has to be exercised in range management (cattle and horses), logging and proposed mining to preserve these pristine qualities. Riparian (Wetland) management similarly needs to be carefully stewarded to preserve fish and wildlife habitat. Several dozen small to large cattle ranching businesses exist in Tsilhqot’in communities. They are currently limited due to the structural issues in the sector: market development, production methods, human resources (aging practitioners) and management. On reserve expansion of activities will require business planning, some land development (reseeding), irrigation in some cases, fencing gardens hayfields and pastures including reserve boundaries, and access to “crown land” opportunities for ranging cattle.


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Gardens exist in all communities but are limited to cool climate vegetable crops. There is no commercial gathering and marketing of traditional foods and medicines. However, on subsistence basis traditional gathering takes place. Growth and Opportunity Overview In addition to the following overview more detailed information is provided in each of the community sections.

Recently, a nation –wide (Tsilhqot’in) Economic Development forum took place which focused on the strengths of the nation. Those strengths are:

� Unused IR meadow lands for hay and grazing � Unutilized local market opportunity to sell produce � Uniqueness- knowledge of wild potatoes, bear tooth, hellebore, other medicinal and

food plants used for traditional medicine � The people already have basic agricultural skills (cattle and horse handling, haying) � Potential to grow other crops such as grapes and fruit � Know where the wild berries are and the many uses for them � Knowledge of natural beef raising; some communities do this and there is a market in

Vancouver for it. There is a push to healthy and cleaner environment, and food grown under these conditions.

� Good climate and growing conditions especially along the rivers � Mountain Pine Beetle area around the rivers can be developed with the increasing

amount of grassland that may be opened up � Some community members already have the knowledge of how to raise and sell

rodeo stock � Knowledge of handling wild horses � Culture of community: as opposed to having one person trying to make a business

case. Each reserve has a community that can work together. There is a history of companies that work

� Ability to educate people and do research � Extensive land base (range, tourism, traditional uses) � Traditional land use is still being practiced


Reserve land management Agricultural business ventures require the security of land tenure (lease or location ticket/certificate of possession) in order to make investments in the land and operations. Water allocation from common band /INAC held water licenses or from the BC Ministry of Agriculture and Lands may need to be secured by way of operating agreements if irrigation water is necessary for gardens or hayfields. Assured access to lands on and beyond reserves will be required for many of the traditional plant gathering activities of a commercial nature.


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The Land and Resources (Ecosystem) Stewardship Planning project (see Forestry section above) will include planning for agriculture needs. The “New Relationship” with the Province of BC holds the promise of working out access to land and resources upon which to operate aboriginal businesses. Forest and Range Opportunity Agreements currently under negotiation hold the potential for access to grazing lands and revenues that might support range management for First Nations grazing businesses. The management of “wild”/feral horses will require collaboration with other land users (permitees) and the Ministry of Forests and Range.

Section Eight - Agriculture Sector 8.2.0 Tsilhqot’in Nation Agriculture Strategy

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8.2.0 Tsilhqot’in Nation Agriculture Strategy

At the national level, leaders and community members see a more self reliant and secure food producing capacity. In addition, the realization of agricultural development potential will bring employment and income benefits to the community members. Traditional, modern and emerging crops are all included in this vision. Community consultations have been held in the past around the development of a referral system for Range Use Plans referred by the Ministry of Forests and Range to the First Nations communities. During those community meetings, there was a clear desire to form local stockman’s associations based on the Nemiah model and to form an umbrella Tsilhqot’in Stockman’s Association to which each local would designate two members to deal with common range management issues among other things.

Tsilhqot’in Agriculture Development

Goal:

A profitable agricultural sector managed by TNG members that provides employment and business opportunities.

Strategy: � Develop the capacity to provide agrology and agro-forestry advisory services along

with agricultural business planning services. � Inventory the agricultural land capability of each community interested in agricultural

development, including documenting hay fields and assessing the land base opportunity.

� Address high capital costs by establishing a custom farm business to serve the equipment needs of all member communities.

� Undertake feasibility studies for community agricultural priorities. � Engage community health workers to incorporate health objectives. � Ensure management is in place and invest in training of community members

interested in pursuing agriculture.

Policy Requirements: N/A

Land and Resource Requirements: � Complete Land and Resource (Ecosystem) Stewardship Plans (see Forestry section

above). � Inventory agricultural land capability and assess the land base opportunities,

including documenting hay fields ($45,000). � Secure tenure of needed lands.


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Business Development: � Preparation of detailed business plans for potentially opportunities based on viable

land assessment and community interest ($15,000 to $20,000 for 3 plans totals $55,000).

� A Tsilhqot’in custom farming operation (tractor, plough, seeder, harvesting) will work on all reserve land. (Equipment cost $100,000)


Human Resources: � Agrologist (costs include wages, benefits, travel; telephone) $80,000 per year for 5

years totals $400,000. Training Requirements:

� Farm management and training specific to crops grown. � Educate youth and children on nutrition.


� TNG will provide central technical services in agriculture and agro-forestry to member nations to create efficiencies.

� Creation of local Cattlemen’s Associations and opportunities for these to collaborate. Business Opportunities:

Custom Farmer Business Investments:

Timing: 2007-2018 TOTAL COST: $375 year 1; $135,000 year 2; $80,000 thereafter (total $1.15 over ten years) Funding Requested: $1.15 over 10 years

Major Projects:

Agrologist services for TNG member communities. Custom Farmer Business Agricultural land assessment for member communities Three agricultural business plans.

8.3.0 Non Timber Forest Products Non-timber forest products (NTFP) are integral to the culture of the Tsilhqot’in people. The plants are still used in sacred ceremonies and for medicines; the sacred sites are still in use. The MPB infestation and the associated loss of forest as well as increased access to the back country pose a threat to NTFP.


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Non Timber Forest Research and Development

Goal:

Retain and develop culturally significant non timber forest products essential to Tsilhqot’in culture.

Strategy: � Secure intellectual property rights over use of culturally significant non timber forest

product (NTFP). � Secure tenure rights to non-traditional forests products in the TNG traditional

territory. � Inventory and document the locations of NTFP within the traditional territory and

document their uses related to TNG culture. � Research methods for sustainable regeneration of NTFP that are impacted by MPB as

needed. � Identify new product development opportunities for NTFP

Policy Requirements:

� Protocols, policies and documentation of uses and sharing of NTFP in Tsilhqot’in culture. Explore other avenues for protection of intellectual property. (Cost $100,000)


� Secure tenure to key sites for NTFP. � Inventory and document the locations of NTFP within the traditional territory (Cost:

$300,000). Business Development:

� NTFP in spas and other uses (feasibility assessment cost $30,000)


Training Requirements:

� Educate youth and children about the importance of NTFP in the Tsilhqot’in culture. Collaborations & Partnerships:

� Partnership with a university or scientific institute to examine potential for sustainable regeneration of NTFP at risk due to MPB.

� Tsilhqot’in National Government and its member communities; other First Nations with similar concerns.

� Protocols and agreements with local operators in the region.


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Business Opportunities: Manufacture of products for use in spas, other product developments.

Investments:

TOTAL COST: $430,000 (total for first five years) Funding Requested: $430,000

Major Projects: Documentation of NTFP significance and use in Tsilhqot’in culture Inventory of NTFP locations. Protection of Intellectual Property associated with NTFP. Tenure for significant NTFP sites. Regeneration of ‘at risk’ NTFP. Feasibility study for new Product Development

Section Eight - Agriculture Sector 8.4.1 ?Esdilagh Projects in Agriculture

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8.4.0 Community Level Projects in Agriculture

8.4.1 ?Esdilagh Projects in Agriculture

Historical Initiatives In the early 1980s, there was a major agricultural development on four hundred acres of low lying bench land along the Fraser River. It involved training, land development, hayshed construction, irrigation equipment and machinery purchase. Profitability was limited and therefore the operation was not able to sustain the management infrastructure required to keep the operations going. Some reserve land has been leased out for pasture to neighbouring ranchers on the East side of the Fraser River (IR 1). Until recently a band member and her non-member partner ran cattle and operated about one hundred acres of the bands hayfields to supply winter feed for their cattle. They also used much of the IR 1 (West side of Fraser River) for cattle pasture. Attempts were made to joint venture redevelopment of some of the meadow reserves to the west of the community, but fencing and land reclamation (beavers flooding meadows) proved too expensive without outside capital. Community gardens have been successful in the past, although the population is small therefore limiting the people available to do the gardening work. A good root cellar still exists. New Community Initiatives

� Mixed Agriculture – Community Priority #1 Mixed agriculture can provide food and enhanced economic self reliance. Being on the Fraser River and at low elevation the two main IRs (1 and 3) can produce a wide range of crops: produce, fruit, beef, dairy and innovative crops (saskatoons, grapes etc.). The band is in the process of applying for a training program to train three workers in forage (alfalfa) production. Infrastructure would need to be built, in particular fences on the other IRs west of the communities. A feasibility study and business plan will be undertaken. Timing: 2007-2008 Total Cost: $35,000 Funding Requested: $35,000

� Individual Greenhouses

Individual greenhouses can lengthen the growing season and increase the types of crops that can be grown. A feasibility study is required. Timing: 2008

Section Eight - Agriculture Sector 8.4.1 ?Esdilagh Projects in Agriculture

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Total Cost: TBD Funding Requested: TBD

� Forage (hay) Production –Community Priority #2 A detailed business plan is required for forage production. Timing: 2007-2008 Total Cost: $30,000 Funding Requested: $30,000

Section Seven - Agriculture Sector 8.4.2 Tsi Del Del Projects in Agriculture

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8.4.2 Tsi Del Del Projects in Agriculture

Historical Initiatives In the late 1970s, a significant redevelopment of I.R. 1 lands near the present village of Redstone Flats took place involving reseeding to Alfalfa, a high value forage crop for cattle feed. It was a cooperative business, owned by the band. The business continued for several years and then the irrigation system fell into disrepair and ceased to operate. Several band members continue haying and cattle operations on the meadows at the old community of Redbrush, north of the present community. Some government assistance to those operations was provided when programs such as Special ARDA were available. New Community Initiatives

� Hayfield and Irrigation Development on IR 1 and 2 – Community Priority #3 According to a past soil research report (see Leskiw et al.) done in 1973 (still valid today) the soil management area A containing 420 acres is suitable for grains and forage crops with irrigation. The Tsi Del Del proposes to establish a pivot irrigation system on a renovated field covering 230 acres (cost is estimated at $1000/acre). The purchase of some haying equipment may be necessary. A business plan, emphasizing business management and training needs, and a plan for aftercare on the business management and marketing aspects of the project is required (cost $50,000). Soil tests will be conducted to determine whether organic or non-organic production methods will be used. Timing: 2007-2008 Total Cost: $280,000 Funding Requested: $280,000

� Slaughter House

A joint venture with a non-Band member for a slaughter house is a priority for Tsi Del Del. Timing: 2007-2008 Total Cost: $ 35,000 Funding Requested: $35,000

� Cattle Herd Development

A community owned herd of cattle would be shared with members to encourage them to move back to reserve lands around the old community of Redbrush where there are large natural hay meadows, capable of supporting large commercial herds of cattle. This approach of having a community herd that is available to community members often on a sharecropping basis (share of calf crop for feeding the mother herd) is a traditional practice. A complete business plan, emphasizing how the cattle would be managed, community members roles, responsibilities, loss management, herd health considerations, and a financial management training plan will be required. Timing: 2009

Section Seven - Agriculture Sector 8.4.3 Tl’esqox Projects in Agriculture

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8.4.3 Tl’esqox Projects in Agriculture

Historical Initiatives In the 60s and 70s reserve land was leased to a neighbouring operation, but the area was not managed to the standard acceptable to the band members. Small commercial cattle and hay operations have existed in the past and a few persist today, including a rodeo stock business and a horse business. In the early 1980s a major redevelopment of the haylands took place, primarily on IR 1 near the community. It involved four hundred acres of forage crops and a major irrigation system comprised of storage dams, a pumping station, and major supply ditches and gravity supply lines to provide gravity irrigation to fields below where individual fields installed sprinkler irrigation. Major cross fencing was undertaken to divide the grazing lands into pastures to facilitate rotational grazing of band member’s livestock. Currently, there are three hundred and fifty acres growing alfalfa and other hay crops, managed by individual band members. New Community Initiatives

� Crop Production The community would like to develop such crops as Echinacea, hemp, hay and vegetables. A business plan is needed. Timing: 2007-2008 Total Cost: $25,000 Funding Requested: TBD

� Ranching Expansion

A range opportunity assessment, on and off reserve, and feasibility study would explore the markets and costs for rodeo stock, horses, and buffalo. Timing: 2007-2008 Total Cost: $25,000 Funding Requested: TBD

� Community Greenhouse

A market assessment and business plan for various greenhouse crops will be completed. Timing: 2007-2008 Total Cost: $25,000 Funding Requested: TBD

Section Eight – Commercial Sector 8.4.4 Xeni Gwet’in Projects in Agriculture

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8.4.4 Xeni Gwet’in Projects in Agriculture

Historical Initiatives Xeni community is a long way from Williams Lake, the major trading center, and has maintained some of its gardening. In addition to individual family gardens, a “neighbourhood garden” was operated for several years. Attempts to reestablish the garden over the past four years have not been successful. In recent years more elders are planting their own gardens as a result of the community garden initiative. Several small commercial cattle herds exist limited by the amount of hay produced for winter feeding. Some Special ARDA funding was used to enhance productivity of family operations. Climate (cold, dry) can be a limiting factor and often hay has to be purchased for cattle. Horse ranching is also limited by the hay shortage. Preliminary work has been done to prepare community members for traditional unique crops and to develop a market garden. In 1991, the Nemiah Valley Stockmen’s Association was formed. It was formed so that the Xeni Gwet’in cattlemen would pay range fees to the Association and not the Ministry of Forest Chilcotin District and to enhance community control over the range land. These funds have accumulated for purposes of range improvement, but are not yet expended. New Community Initiatives

� Community Garden and Forage Development –Community Priority #2 The Xeni are in the process of developing a community kitchen. They have planted a community garden and constructed root cellars. The next step is to plant a market garden and have a fully operational community kitchen. The funding requested would be used to finish construction on a 30 x 40” community kitchen within a community hall and a market greenhouse. Timing: 2007-2008 Total Cost: $ 414,000 Funding Requested: $210,000

� Range Land

Access to more range land for hay production. Timing: 2008-2009 Total Cost: TBD . Funding Requested: TBD

Section Eight – Commercial Sector 8.4.4 Xeni Gwet’in Projects in Agriculture

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� New Crop Production The Xeni Gwet’in will explore both traditional and new crops, such as industrial hemp. Market, feasibility and business planning work are required. Timing: 2008-2009 Total Cost: $25,000 Funding Requested: TBD

Section Eight – Agriculture Sector 8.4.5 Yunesit’in Projects in Agriculture

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8.4.5 Yunesit’in Projects in Agriculture

Historical Initiatives Gardening was commonplace in years leading up to the development of better roads to Williams Lake and the proliferation of large grocery outlets. On a more limited basis, gardening is practiced today. Cattle ranching continues, although hay fields are in need of redevelopment. In the late 70s and 80s when Special ARDA (Agriculture and Rural Development Agreement) for Aboriginal farmers existed, several small commercial ranching ventures were capitalized, including land development (reseeding), sprinkler irrigation installed, irrigation water supply developed with Duck’s Unlimited and neighbouring ranches, haying equipment purchased along with cattle herd developments. New Community Initiatives

� Yunesit’in Cattleman’s Association The community is interested in establishing a Cattleman’s Association based on the Xeni Gwet’in Cattleman’s Association model. Timing: 2007-2008 Total Cost: $10,000 Funding Requested: TBD

� Crop Development – Community Priority #3 While the market is established for forage crops, notably, hay, business planning needs to take place for a forage crop venture. Extensive as opposed to intensive management of hay crop lands is most likely to be successful financially, since low cost production is more viable. Market, production and business management planning is required. Timing: 2007-2008 Total Cost: $30,000 Funding Requested: $30,000

Section Nine– Commercial Sector

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9.0.0 Commercial Sector


There are two issues associated with commercial development for TNG: the first is the need for co-location of activities in Williams Lake and the second is commercial development in the member communities. A large facility is needed in Williams Lake to house TNG’s companies and its administration functions. (The need for office space is noted in some of the project profiles in this report.) In the TNG member communities, the commercial sector is limited by small community sizes, distance from highway traffic, and the lack of land owned along the highway. In communities, new buildings would be required to house any commercial activities. The TNG communities are relatively isolated and the cost of infrastructure and servicing is high. Success in new developments in the commercial sector also requires access to capital, business planning expertise and small business training. A number of small scale commercial ventures may feasible in the communities. As many community members do not have drivers’ licenses and access to vehicles, they form a captive market. Those with access to transportation have stated that they would also appreciate the convenience of being able to shop locally rather than be required to travel large distances and stock up with large amounts of the goods needed.

9.2.0 Tsilhqot’in Nation Commercial Development Strategy

A Centralized TNG Building in Williams Lake

Goal: Centralize the Tsilhqot’in National Government’s companies as well as the Nation’s administration and program functions into one building.

Strategy:

Purchase a commercial lot and building in the City of Williams Lake.

Policy Requirement:

Rezone the building site to store light industrial equipment.

Section Nine– Commercial Sector

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Land and Resource Requirements: Office space requirements are for twenty-five offices in or near downtown with truck bays and secured fencing. Truck bays may be at a separate location due to zoning.

Business Development:

Business plan has been completed. Infrastructure Requirements:

None – building fully serviced. Some tenant improvements may be required.

Training Requirements: N/A

Collaborations & Partnerships: Tsilhqot’in National Government, Tsilhqot’in Forest Products, Western Biomass, Punky Lake Wilderness Society, Stewardship Department, Agricultural Department and Mining Department.

Business Opportunities: Undertaking tenant improvements. Janitorial services. Also, the synergies provided by centrally locating a number of the key Tsilhqot’in function can result in identifying new spin-off business opportunities.

Investments:

Land and building: $800,000.00 Tennant improvements $80,000 TOTAL COST: $880,000 Funding Required: $440,000

Major Projects:

Business Plan New TNG Building and associated tenant improvements

Section Nine– Commercial Sector 9.3.1 ?Esdilagh Projects in Commercial Development

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9.3.0 Community Projects in Commercial Development

9.3.1 ?Esdilagh Projects in Commercial Development


� Gas Station/Café/Store – Community Priority #3 ?Esdilagh is interested in buying back a lot with highway frontage that was I.R. land in the past. This lot would be utilized to build a gas station with convenience store items, crafts and local produce. The lot could also be developed to have an RV campsite with a small cultural village. Timing: 2007-2008 Total Cost: $400,000 Funding Requested: $400,000

Section Eight – Commercial Sector 9.3.2 Tsi Del Del Projects in Commercial Development

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9.3.2 Tsi Del Del Projects in Commercial Development


� Gas Station Expansion The community currently runs a gas station/convenience store with basic supply and confectionary items.


� Gas Station Expansion – Community Priority #1 The community is interested in expanding the gas station to accommodate a mechanical shop and a small band-run café. The store would increase its inventory to supply locals, campers and through traffic. Timing: 2007-2008 Total Cost: $160,000 Funding Requested: $160,000

� Williams Lake Bus Service

Tsi Del Del will explore the market for a bus service to Williams Lake and the availability of drivers in the community. Timing: 2007-2008 Total Cost: $15,000 Funding Requested: TBD

Section Nine– Commercial Sector 9.3.3 Tl’esqox Projects in Commercial Development

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9.3.3 Tl’esqox Projects in Commercial Development


� Toosey Enterprises Toosey Enterprises is the store on reserve that sells convenience store items and gas. In addition, the Enterprise offers machinery rentals.

New Commercial Initiatives

� Bottled Water - Community Priority #1 The community of Tl’esqox is plagued by unsanitary drinking water issues and is interested in drilling a new well and bottling their own water – mineral and purified. Water testing, market and feasibility work, and a business plan are required. Timing: 2007-2008 Total Cost: $70,000 Funding Requested: $70,000

� Toosey Enterprises – Community Priority #2 The community is interested in expanding Toosey Enterprises in size to accommodate potential entrepreneurs – similar to a mini mall setting. A feasibility study and business plan will be undertaken. Timing: 2007-2008 Total Cost: $30,000 Funding Requested: $30,000

� Sewage Pumping Tank

On reserve there are approximately forty septic tanks that are maintained by a company in Williams Lake. The community would like to save money and create employment on reserve by building a reserve tank and taking over the yearly required service themselves. A feasibility assessment is required. Timing: 2007-2008 Total Cost: $25,000 Funding Requested: TBD

� Internet Resale

Community members currently purchase internet from businesses in Williams Lake. The community is interested in continuing previous research on how to buy and sell internet access as service providers through a high-speed connection. Timing: 2007-2008 Total Cost: $15,000 Funding Requested: TBD

Section Nine– Commercial Sector 9.3.4 Xeni Gwet’in Projects in Commercial Development

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9.3.4 Xeni Gwet’in Projects in Commercial Development


� Xeni Gwet’in Enterprises Xeni Gwet’in Enterprises was started in the early 1990s. It was developed to separate the operations of water, sewer, infrastructure and maintenance, and capital projects from Band political and administrative functions and services. Xeni Gwet’in Enterprises includes the gas station and laundromat. The gas station has encountered steep expenses for hydro, rent, propane, wages and inventory. The gas station is not located on the highway where it would benefit from outside customers. The majority of sales are to community members. Xeni Gwet'in Enterprises has a full time staff of six which include a manager, a bookkeeper/secretary, a maintenance foreman, a heavy duty equipment foreman, a janitor and a garbage collector.

It also employs several part time road grader operators for road maintenance and snow removals on the reserve roads and on the Ministry of Highways’ road between Nemiah Valley and Stone Reserve.

Xeni Gwet'in Enterprises has a fleet of heavy duty machinery which it contracts out to various customers. This equipment is currently being used for construction of the Traditional Village project (see Tourism section).

In the past, Enterprise also hired seasonal workers for its forestry silviculture contracts and capital infrastructure projects.

� Gas Station A second gas station has been operated by a community member for many years. This gas station is located in the west end of the valley, closer to tourist traffic.

New Commercial Developments

� Upgrade Gas Station The Xeni people would like to increase services to their community by incorporating an internet café, a basic selection of groceries for community members and tourists, and space to sell arts and crafts. A feasibility study is required. Timing: 2007-2008 Total Cost: $30,000 Funding Requested: TBD

Section Nine– Commercial Sector 9.3.4 Xeni Gwet’in Projects in Commercial Development

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� Water Bottling The pristine waters in the Nemiah Valley are an excellent source of water. Water testing and a business plan are required to look at the market and feasibility of bottled water from the area along with potential partnerships within the Williams Lake region. Timing: 2007-2008 Total Cost: TBD Funding Requested: TBD

Section Nine – Commercial Sector 9.3.5 Yunesit’in Projects in Commercial Development

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9.3.5 Yunesit’in Projects in Commercial Development

New Commercial Initiatives

� Commercial Centre – Community Priority #1 Yunesit’in would like to purchase highway frontage land at the lookout in the Hanceville area. The intent is to establish a one stop shop, offering groceries, hardware, gas sales and business supplies, along with a café and motel. The location is strategic as it is central to a number of Tsilhqot’in communities and would also benefit from highway business traffic and tourist traffic. The motel would provide accommodation and services to travelers en route to Bella Coola or Williams Lake. A feasibility study and business plan is required. Timing: 2007-2008 Total Cost: $30,000 Funding Requested: $30,000

� Heavy Duty Machinery Acquisitions With heavy duty machinery, the Band could complete some of their own capital projects such as road development instead of contracting the service out. Timing: 2007-2008 Total Cost: TBD Funding Requested: TBD

Section Ten – Mining Sector

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10.0.0 Mining Sector


The mining sector is booming in British Columbia and there is active exploration by a number of companies in Tsilhqot’in traditional territory. The Province has stated that it believes mining has the potential to provide many high paying jobs in the province. These jobs will be needed during the period between the death of the lodgepole pine from the mountain pine beetle infestation and the growth of a mature forest base.


Mining will be a sector covered in the Land and Resources (Ecosystem) Stewardship Planning project.

10.2.0 Tsilhqot’in Nation Mining Strategy

The Tsilhqot’in National Government and its member communities are not against mining provided that mining operations are carried out in an environmentally sound and sustainable manner. A thorough Environmental Assessment Review is necessary and the Tsilhqot’in need to be adequately funded to participate in the review. If a mining development proceeds after a thorough review, the Tsilhqot’in will need to benefit economically from the mining activities.

Blackdome mine is interested in restarting a mine operation, potentially as a joint venture with First Nation communities. The area of interest to Blackdome is considered a very spiritual area where the Chilcotin, Lilloet and Shuswap Nations meet. The three Nations continue to meet there on a quarterly basis.

Taseko Mines is interested in mining at Fish Lake. Present plans would result in this operation destroying the lake with mine tailings. Other exploration projects in the TNG traditional territory include Galore and Bluff Lake.

The community has noticed an increasing interest from mining corporations in exploring in the area. The potential effects, good and bad, are currently being explained to the community members in community information session. Of the many concerns, water contamination is paramount.

Section Ten – Mining Sector

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Energy and Mines Coordinator

Goal: A professional and good working relationship with mining and oil and gas exploration companies.

Strategy: � Provide central support to the Tsilhqot’in National Government and its communities to

monitor and address the increased exploration activities in mining and oil and gas through the hiring of an Energy and Mines Coordinator.

Policy Requirement:

� Negotiate Protocols with mining and oil and gas exploration companies and government agencies working in TNG traditional territory.


� N/A

Business Development: � N/A

Infrastructure Requirements: Human Resources: Energy and Mines Coordinator: salary, benefits, travel, telephone, etc. Cost is $80,000 per year for 10 years, or $800,000. Office space (see section 9 Commercial Development).

Training Requirements: N/A

Collaborations & Partnerships: Mining exploration companies, Oil and Gas exploration companies, Government Agencies such as BC Oil and Gas Commission.

Business Opportunities: � TBD

Investments: TOTAL COST: $800,000 (total for 10 years) Funding Requested: $800,000 over 10 years

Major Projects: An Energy and Mines Coordinator Protocols with exploration companies and government agencies. Regular briefings to TFN Stewardship Council. Possible business spin-offs (e.g. catering, fuel supplies)

Section Eleven – Oil and Gas Sector

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11.0.0 Oil and Gas Sector


Recent interest in exploration of the Nechako Basin for oil and gas will require the development of a Tsilhqot’in Oil and Gas Strategy. While the Tsilhqot’in territory has seen much seismic activity, there has been limited drilling.


Oil and gas will be a sector covered in the Land and Resources (Ecosystem) Stewardship Planning project. Similar to mining, the TNG is not opposed to oil and gas activity on principle provided that it is carried out in an environmentally sensitive and sustainable manner.

11.2.0 Tsilhqot’in Nation Oil and Gas Strategy

Please see Section 10.2.0, Tsilhqot’in Mining Strategy action item for an Energy and Mines Coordinator.

Section Twelve– Key Nation Level Infrastructure

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12.0.0 Key Nation Level Infrastructure

This section outlines several areas and endeavors which would substantially benefit other community and nation-level economic development activities outlined in this report.

12.1.0 Tsilhqot’in Nation Community Capacity Initiative

“One of the major failings of CED organizations is that they attempt to do more than they are able…. Even experienced organizations need to assess their capacity each time they face a new project.” 3

As has been noted throughout this strategy, there is a need for training and skill development for successful economic development. There is a severe lack of capacity building initiatives in TNG member communities. The communities need adult education courses in basic literacy, numeracy, life skills, and basic adult upgrading. Adult education specific to each sector is also needed (e.g. hospitality management for tourism related developments, etc).

The Tsilhqot’in Nation requires a Community Capacity Study. Each community should be evaluated in terms of employment (experience, skills and interests), entrepreneurship, business development, financial and community support capacity. This study would be undertaken as soon as possible.

In tandem with the study, basic adult education courses are required in every community. There is no doubt that these basic course offerings are needed and the offering of these courses should not be delayed by the study. Many community members do not have access to transportation. It has been demonstrated that courses provided in the home communities of First Nations have higher success rates than courses offered outside the community (see section 1 on Aboriginal People and the Economy above). Furthermore, course delivery that uses more traditional methods should be used wherever possible.

The Community Capacity Study will provide information on further skill development, more specific to the sector economic development initiatives outlined above.

Community Capacity Initiative

Goal: � Enhanced capacity of Tsilhqot’in communities’ members to participate in economic

development. Strategy:

� Start immediately to offer basic adult education courses in each community.

3 Community Economic Development - http://www.sfu.ca/cscd/gateway/project/base3.htm#GROUP


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� Develop an Inventory of Community Capacity for each of the Tsilhqot’in Communities and link this to priority TNG economic development sector strategies.

� Provide training for each of the economic development projects undertaken prior to the project’s operation, with a focus on transferable skill development.

Policy Requirement:

N/A Land and Resource Requirements:

N/A Business Development:

N/A Infrastructure Requirements:

� In most communities there is no facility for adult education (in the short term, other accommodations will be made).

� Human Resources: Project Coordinator, Coordinator’s Assistant � Human Resources Database


� Provide an array of urgently needed basic adult education in each TNG member community (life skills, literacy, numeracy, upgrading, first aid, first responders, and fire training).

� Provide additional training specific to each sector, prior to the economic development project’s operation.

� Provide transferable skill development programs such as small business training, hospitality training, computer training, traditional language and culture, and traditional parenting.

Collaborations & Partnerships: Business Opportunities:

N/A Investments:

� Funding for Inventory of Community Capacity: $75,000 � Training courses: $50,000 per year per community � Project Coordinator and part time assistant: $90,000 � Timing: 2007-2018 � TOTAL COST: $415,000 for year 1; thereafter $340,000 per year. Total over 10

years is $3.475M � Funding Requested: $415,000 for year 1; thereafter $255,000. Total request for 10

years is $2.71M


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Major Projects: � Build business and community capacity database. � Identify employed, unemployed, interests, skill sets and aboriginal businesses. � Asset mapping (training formal and non-formal). � Adult education offered in each member community

12.2.0 Tsilhqot’in Nation Development Corporation The Tsilhqot’in National Government has encountered an assortment of opportunities for economic development. The Tsilhqot’in National Government requires an Economic Development Corporation to handle frontline issues in business, govern the Nation’s economic development finances, and manage/support potential business ventures. These activities have been proven to be governed more effectively by a development corporation rather than First Nation governments. At present there are either extremely limited or no economic development resources at the community level. If the Tsilhqot’in member communities’ economic initiatives are to succeed, it is important to have economic development officers at the community level. The economic development officers will provide support to the community in proposal writing, obtaining access to additional capital as needed, project development, bid preparation and implementation of initiatives in this plan.

Tsilhqot’in Nation Development Corporation

Goals:

• Manage potential ventures in a business-like, equitable and transparent manner for all economic sectors of TNG.

• Encourage increased participation by the communities and individuals in the development of a sustainable economy.

• Increase employment.

• Generate revenue / profits.

• Support Tsilhqot’in entrepreneurs and bands with the initiation and expansion of viable business opportunities.

• Administer economic development related funds in a structured, equitable and accountable manner.

Strategy:

� Establish an Economic Development Corporation with a solid governance foundation and policies.

� Provide a base level of economic development expertise and support in each member community to implement initiatives


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Policy Requirement: Ratifications by the Tsilhqot’in Chiefs regarding:

Funding Allocations Governance Economic Development Corporation governing protocol Approval of mission, objectives and strategic business plan.

Development of financial policies, HR policies, investment policies.

Land and Resource Requirements: N/A

Business Development:

Development of a Strategic Business Plan.


Human Resources:

� TNG Staff Time ( Economic Development Coordinator, Special Projects Manager, Director of Government Services)

� Chief and Council Meetings, Board Committee meetings � Hiring of Development Corporation General Manager, Senior Business Policy

Officer and Director of Finance and Administration. Cost $250,000 per year for years 1 to 5.

� Hiring of Economic Development Officers for each community. Cost $75,000 per year for 5 communities = $375,000 per year for 5 years

� Board of Director Travel and Honorariums $100,000 per year for 5 years Office space (see section 9 Commercial)


Board training. Some staff training in business fundamentals.


Collaboration between the Tsilhqot’in communities Chief, Council & Community members and Tsilhqot’in National Government. Possible joint ventures.


Will be part of development corporation’s mandate. Investments:

Set-up Costs: Legal Fees, Articles of Incorporation Fees, Accounting fees, Governance and Policy development, Honoraria, and TNG staff compensation (salary, benefits, travel) for the start up of the development corporation, other business start up costs (furniture, computers, office supplies, initial rent, etc) - $200,000.


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Annual Costs: $750,000 (see Infrastructure for staffing and honoraria costs) Requesting funding for years 1 to 5; development corporation to cover costs for years 6 to 10 Timing 2007-2018 TOTAL COST: $925,000 in year 1; $725,000 per year thereafter (total costs over ten years = $7.45 M). Funding Requested: $3.825M for year 1 to 10 operation.

Major Projects:

1. Develop a governance structure and policies based on best practices. 2. Incorporate the Tsilhqot’in Economic Development Corporation. 3. Establish the Strategic Business Plan. 4. Economic Development Officer for each community. 5. Strategic Economic Development Plan for each community.


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12.3.0 Tsilhqot’in Nation Leadership Program

Many of the Chiefs have been in Council for an extensive term and developed a solid institutional structure. Every election a risk arises that in the event of a leadership change, there is a disruption of functions. The TNG communities and activities would benefit from the assurance that the there is stability after an election.

A process that recruits, develops skills and abilities, and prepares community members for leadership is needed to enhance stability, structure and the functioning of TNG. This form of succession planning “…ensures that there are highly qualified people…not just today, but tomorrow, next year, and five years from now.” 4

TNG Leadership Program

Goals:

Leadership stability at the community level. Tuition-free training for community members with leadership potential. Ensure there is a group of qualified people in each community that can run for election.

Strategy: 1. Create a tuition-free curriculum for a one - two year College or University program to

provide leadership skill development. Policy Requirement:

a) Ratification by Chiefs at Chief’s Meeting to begin discussions. b) Community Member Referendum to adopt this policy into the community. c) Thompson Rivers University and UNBC Board of Governance Approval. d) Cariboo Chilcotin Weekend University Board of Governance Vote for the

advancement for a new stream. e) Criteria and policy for selection of candidates for the program.




Physical: Classrooms Human Resources: Potentially Cariboo Chilcotin Weekend University Coordinator, Thompson Rivers or UNBC representative, Chief and Council time.

4 http://www.opm.gov/hr/employ/products/succession/succ_plan_text.htm


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See above. Potential Collaborations & Partnerships:

Tsilhqot’in National Government, Nine additional First Nation Bands, Cariboo Chilcotin Weekend University, Thompson Rivers University and University of Northern BC.


N/A Investments:

� Funding for tuition, travel and subsistence expenses. � Initial Program development ($86,000) � Subsistence for course attendees $38,000 (8 members,1.5 days per weekend, 18

weeks) � Timing: 2007-2018 � TOTAL COST: $124,000 year 1; $38,000 yearly thereafter � Funding Requested: $466,000 total over a ten year period

Major Projects: 1. Develop a curriculum in conjunction with UNBC, Thompson Rivers University,

Cariboo Chilcotin Weekend University and the fifteen bands of the Cariboo Chilcotin. Topics that the curriculum would encompass are: Introduction to DIA funding and Programs, History of the Indian Act and Canadian Constitution, First Nations and TNG Governance, Counseling, Mediation/ Negotiation, Facilitation, Band Finances, Traditional Knowledge and Culture.

2. Select candidates and commence training.

Section Twelve– Key Nation Level Infrastructure 12.4.0 Tsilhqot’in Community Infrastructure Crises

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12.4.0 Tsilhqot’in Community Infrastructure Crises

A healthy community is better able to adapt to significant changes and the MPB infestation will bring major changes to the lives of the Tsilhqot’in people. The TNG people have relied on the forest for time immemorial for their culture and way of life, their subsistence, their wage economy involvement, their homes and communities, and their social structure (see section 1.4.0 above). The changes will be massive and communities will need to adapt. Adaptation is made more difficult when individuals and families basic needs are not met. The Tsilhqot’in people on reserve have fundamental basic human needs for shelter and water that are not met. TNG people living on reserve face a housing crisis. This crisis arises from two issues. First, many of the houses are overcrowded: there are too often up to four households to a house. Second, some of the housing stock is condemned, moldy, ridden with bats or in a state of major disrepair. The housing stock was poorly constructed to start and funding has not been available for ongoing maintenance to the houses. A housing coordinator would assist the member communities address their housing requirements by assessing needs and providing assistance in applying for mortgages and funding. The communities’ elders in particular need housing - too many of the TNG elders must move to Williams Lake or further. The elders are a key source of strength and stability in the communities. Providing a number of small, basic housing units along with a central facility for laundry and gathering on each of the five reserves would enable elders to stay in their communities. The TNG member communities will provide homemaker assistance for these elders. Two communities, Tl’esqox and Tsi Del Del require access to potable water. Water in both communities is unsafe to drink. For all five communities, an investment in recreational facilities and programming would provide significant benefits for the youth and young adults in the community. Without these investments in meeting basic human needs the adaptive capacity of the TNG people on reserve will be threatened.

Invest in Basic Needs Infrastructure

Goal:

� Strong communities with the adaptive capacity to deal from the MPB impacts � All TNG communities’ members’ basic needs for housing and water are met. � Elders can remain in their communities until they require assisted living arrangement.

Strategy: 2. Provide Nation level assistance to communities for securing housing. 3. Provide basic, small self-contained housing units for elders in the communities.


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4. Explore alternative drinking water supply in two communities.

Policy Requirement:

A TNG housing policy An elders housing policy




Human Resources: A TNG Housing Coordinator. Cost $80,000 a year for 10 years. Elders Housing: 5 basic houses and a central facility (600 sq. ft. each @$160/sq.ft. totals $576,000. For 5 reserves total cost is $2,880,000 – Yr 1. $1152000, Yr 2. $1152000, Yr 3. $576,000) TNG communities will provide homemaker services for elders living in the units ($47,000 for 5 communities totals $235,000. For 10 years total is $2,162,000 – Yr 1. $94,000, Yr2. $188,000 and Yr 3-10 $235,000). Hydrologist and engineering services for exploration of water solutions: $50,000.

Training Requirements: Homemakers will receive yearly training.


INAC, Canada Mortgage and Housing Corporation (CMHC) Business Opportunities:

Construction of housing units for elders

Investments: Timing: 2007-2018 Housing coordinator $800,000 for 10 years Elders housing for 5 reserves $2.88 M Elders homemaker services for 10 years $2.162M Hydrologist services $50,000 TOTAL COST: $5.107Mtotal for 10 year period Funding Requested:$4.317M M total for 5 year period

Major Projects:

1. Housing Coordinator to assist communities in securing housing


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2. For each reserve, 5 Elders housing units with a Central facility 3. Assessment of water solutions for Tl’esqox and Tsi Del Del

Community Recreation Needs

Goal:

Healthy, motivated youth and young adults Strategy:

� Provide recreation facilities and programming at the community level

Policy Requirement: Land and Resource Requirements: Business Development: Infrastructure Requirements:

Recreation facilities based on community needs Recreation programming

Training Requirements: Collaborations & Partnerships: Business Opportunities:

Investments:

Total Cost: $300,000 per year (capital funding), $100,000 per year (programming and equipment/ maintenance of $20,000 per community). Total cost over ten years = $4M Funding Requested: $2M

Major Projects:

One recreational facility in each community (gymnasium, covered rink, etc.)

Section Thirteen - Bibliography

Tsilhqot’in Economic Strategy

xvii

13.0.0 Bibliography

2010 Aboriginal Business Summit. Vancouver 2010 Fact Sheet. Vancouver, BC: Vanoc, 2006.

Aboriginal Tourism Association of BC. Aboriginal Cultural Tourism Blueprint Strategy for BC. November 2005.

Indian and Northern Affairs Canada – Government of Canada. Population Statistics Report:

Indian Registration System. 2007

BC Stats. College Region 3 – Cariboo Statistical Profile of Aboriginal Peoples 2001.

Canadian Forest Service - Natural Resources Canada. (Farah Huq) Skills Shortages in Canada’s

Forest Sector. Ottawa: Industry and Trade Division – Policy, Economics and Industry Branch, 2007. 73pp.

D'aquino, Thomas Paul and David Stewart-Patterson. Northern Edge. Toronto, Canada: Stoddart Publishing Co. Limited, 2001. I use this?

First Nations Forestry Council. “Evolving Legal and Policy Landscape: Obligations to Consult and Accommodate”; March 2006 Tool Kit.

First Nations Forestry Council. “Ready, Aim, Fire”; March 2006 Tool Kit

Halseth, Greg, et al. "The Connected North: Findings From the Northern BC Economic Vision and Strategy Project." Journal of Rural and Community Development 2 #1 (2006): 1-21.

Human Resource Action Plan For Cultural Tourism 2006-2010.

Human Resources and Social Development Canada (Aboriginal Affairs Directorate) – Government of Canada. Occupational and Skill Parity of Aboriginal Canadians. Costa Kapsalis Data Probe Economic Consulting Inc. 2006.

Leskiw et al, A Soil Resource and Land Use Survey of the Redstone Indian Reserve, 1973, Report No 277, Agriculture Canada

Ministry of Community Aboriginal and Women’s Services – Government of British Columbia. The World Urban Forum 2006: Vancouver Working Group Discussion Paper. Vancouver: March 2005. (Brian Walisser, Brent Mueller and Celia McLean)

Ministry of Forests and Range – Government of British Columbia. Mountain Pine Beetle: District Breakdown. 2007.

True Consulting Group, Stone First Nation - Physical Development Plan, 2002.

Section Thirteen - Bibliography

Tsilhqot’in Economic Strategy

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True Consulting Group, Alexis Creek First Nation – Physical Development Plan, 2002.

T.R. Underwood Engineering, Toosey Indian Band – Physical Development Plan, 1998.

Statistics Canada – Census Information, 2001

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