Socio-Cultural Working Group Master Report
Volume One, May 13, 2013
Socio-Cultural Working Group Volume One Master Report
Table of Contents Executive Summary
5
1. Tahltan Nation Health Planning Framework
15
Executive Summary
17
Successes So Far
18
Introduction
19
Tahltan Health Governance
21
Community Health Planning Process
24
Community Overview
26
Existing Community Health Services
29
Training and Skill Development
35
Community Engagement and Consultation
35
Priorities and Objectives
36
Key Health Indicators / Determinants
40
Action Items
41
Appendix: Infrastructure Needs
47
Appendix: Tahltan Health Protocol
48
Protocol Agreement
51
2. Tahltan Language and Culture Planning Framework
53
Executive Summary
55
Successes So Far
56
Introduction
58
1. Tahltan Language and Culture Governance
59
2. Language Programs
64
3. Documentation
69
4. Training and Professional Development
74
Action Plan
79
References
87
Appendix A: Tahltan Nation Language Protocol Agreement
89
3. Tahltan Employment and Training Strategy
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93
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Successes So Far
95
Introduction
98
Rationale
100
Goals
101
Governance
102
Mandate of the Socio-Cultural Working Group
103
Leadership Forum
104
Economic Picture
105
Future Labour Needs
129
SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats)
132
Projected Outcomes & Recommendations
134
Reporting Framework
136
Budgets
137
Employment and Training Governance Structure
139
Tahltan Nation Education & Training Strategy
140
4. First Nations Employment Service
145
Background
146
Projects in Northwestern British Columbia
147
Opportunity
148
Pilot Concept
153
5. Community and Family Development
159
Infrastructure Projects Underway
160
Actions Needed
161
Appendix
164
6. Tahltan Governance Frameworks
167
Tahltan Language and Culture Governance
168
Tahltan Employment and Training Governance
169
Tahltan Health Governance Structure
170
7. Work Plan
171
Appendix One
177
Current projects:
181
Potential Projects:
181
Appendix Two: Documents Socio-Cultural Working Group Report
191
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The Tahltan approach to Responsible Development Tahltan Nation will manage the socio-cultural impacts of the billions of dollars in resource developments coming to our lands by enhancing our language and culture, job readiness, health services and community infrastructure.
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Executive Summary When the Northwest Transmission Line (NTL) was first proposed as a project, our Tahltan people knew it would fundamentally transform our everyday lives. When the project was given the green light in 2011, more than $2 billion in construction began. By 2015, three run-of-river projects, one mine and 400 km of transmission line are expected to be complete. In addition, there are six other large mining projects in various stages of development with plans to use this commercial power line. A number of other less advanced mining exploration and microhydro projects are being contemplated too. There was a recognition in early discussions with the Tahltan community that overwhelming change was about to occur as a result of the NTL. However, our community also recognized the incredible opportunity to strengthen every aspect of itself if the change was managed properly. Case studies throughout the world have illustrated the effects of electrification on local indigenous populations. There is no reason to think that the potential impacts to the Tahltan Nation will be any less dramatic. This change will occur in many areas:
“We knew that when we signed on to the Northwest Transmission Line, our everyday lives would change forever.” - Annita McPhee, Tahltan Central Council President
•
Levels and distribution of wealth
•
Demand for lands and resources
•
Level and complexity of interaction with the outside world
•
Shifts in cultural and social norms
Other communities that have proactively planned and implemented adjustment measures to deal with this type of change have created vibrant, flourishing societies. Others that have not undertaken this type of approach have experienced what can only be characterized as cultural genocide. They ended up being poor people with no authority in their own countries.
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Protecting The Klappan The Tahltan lands and waterways of The Klappan, known to some as the Sacred Headwaters, are ecologically and culturally revered, and off limits to development.
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To meet this challenge, the Tahltan Nation has undertaken a strategic planning process to prepare for development. The Tahltan Nation Development Plan (TNDP) describes how the Tahltan Nation will transform itself to adjust to electrification of its territory. The plan lays out detailed actions to improve Tahltan governance, economy, social well-being and environmental management while enhancing the nation’s cultural roots. The Tahltan Nation Development Plan has four basic chapters: 1. 2. 3. 4.
Governance Economy Socio-Cultural Environmental Management
This Volume One report from the SCWG will serve as The Socio-Cultural Chapter of the Tahltan Nation Development Plan (TNDP).The Socio-Cultural Chapter of the TNDP will be updated as forthcoming plans are completed by the SCWG. WIth input from the Tahltan Leadership Forum (comprised of 65 people including leaders, program managers, frontline workers, Elders and community members), the SCWG identified six categories that require detailed work plans: 1. 2. 3. 4. 5. 6.
Language and Culture Health Employment and Training Community and Family Development Education Infrastructure (derived from the other five categories)
“We know that with all this development, we’re going to have social impacts.” - Chief Marie Quock, Iskut Band Council
The goal is to minimize the potential negative impacts of development on the Tahltan way of life, while enhancing the skills and marketability of Tahltan workers to participate in this new economy. This SCWG report, Volume One, focuses on the categories identified as priorities at the Tahltan Leadership Forum: Language and Culture, Health, Employment and Training, and some projects within Community and Family Development. In the coming year, Community and Family Development, Education, and Infrastructure will be the focus of planning. These will be reported in the Volume Two version of the SCWG report at the end of the year.
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Getting Our Voices Back Tahltan Leadership Forum, March 15-16, 2012
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Language One of the first priorities was our Tahltan language. It is so much a part of who we are. This was expressed in a very clear vision statement from the Tahltan Leadership Forum. Didene E Kune Mehōdihi Eku Desijihi, meaning, “All Tahltan people are living the Tahltan way of life.” By promoting our language and creating awareness amongst our people about how it connects us to our land, Elders, Ancestors, and identity, it will serve as a form of empowerment for our nation. In a 2010 language assessment survey (by First Peoples' Cultural Council), there were a mere 50 fluent Tahltan speakers remaining. The majority of these speakers were Elders. Although there is a huge appetite amongst our Tahltan people to learn our language, our time to do so is short. Elders are passing away, and there may be as few as 30 fluent speakers left. The loss of language is worsened by the cultural impact of a rising population in the region driven by resource development. To revitalize the Tahltan language, Dr. Judy Thompson, a Tahltan language researcher, has been hired to create a Tahltan Nation Language Plan. One of the core principles is to establish sustainable, longterm funding for the preservation of the Tahltan language.. The plan has four basic pillars: 1. 2. 3. 4.
Tahltan Language and Cultural Governance Language Programs Documentation Training and Professional Development
Tahltan Language and Cultural Governance will involve the creation of a language governing body with: clear lines of accountability and structure; membership from all three communities; strategic goals; and a collective focus. All Tahltan language revitalization efforts will go through this body to ensure our nation is working as one.
“With these [resource] developments, they provide the opportunity to generate revenues to create better community and social programs.” - Chief Rick McLean, Tahltan Band Council
Language programs will be delivered at all levels for Tahltan people. The planning around this effort envisions language nest programs, K-12 programs, and immersion programs for children. For adults, language-learning opportunities include post-secondary courses and programs, online courses, and the Master-Apprentice Program. For all ages, efforts will be made around learning at home, as well as language and culture camps.
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Documentation of the Tahltan language is fundamental to preserving the language and dispersing it digitally. Seventy-five percent of Tahltan people live outside the territory, and creating a digital basis to disseminate the language will be a key part of ensuring it will become a vibrant language again. We will also create a Tahltan grammar guide, an updated Tahltan dictionary, and “apps” to make learning easier. A digital archive of all existing new and old recordings and materials is already underway. The fourth pillar is Training and Professional Development. Strategies implemented here will include the certification of language teachers as well as community training where fluent speakers supplement teaching efforts. In addition, post-secondary opportunities will be offered outside of Tahltan territories. These courses include “Tahltan 101/102” and “Tahltan 201/202” at Northwest Community College in Terrace. The response to this effort from the Tahltan people has been astounding. There is already a website delivering Tahltan language lessons, a Tahltan language Facebook page with more than 400 people, and more than 7,000 downloadable digital audio files for iPods with Tahltan songs, lessons, and conversations. In addition, five community champions have been hired and are actively documenting the language through conversations with Elders and other fluent speakers. Offices have been established in each of the communities to house the work being done. The plan has also resulted in more than $100,000 being raised to further language efforts, as well as a partnership in a SSHRC grant for $2.5 million with a number of other First Nations in an initiative spearheaded by the newly formed SFU First Nations Language Centre.
Health The second priority identified by the SCWG was Health planning. Tahltan health infrastructure was not built with rapid resource development and population increase in mind. The Tahltan governments have immediately set out to rethink how health services are delivered and how health infrastructure can be rationalized in a better, more efficient manner. The goal is to create a consistent health delivery system that can deliver more comprehensive and better services to the Tahltan people. The strategic health plan addresses governance and recommends a new structure that will allow more targeted and focused delivery of health services for the Tahltan people. Currently, Iskut Valley Health Services (IVHS) and the Tahltan Health and Social Services Authority (THSSA) only informally coordinate on planning and service delivery. In addition, overall reporting and accountability to the Tahltan people is weak or not present. This plan looks to create a more formal planning and integrated service delivery model as well as create a reporting and accountability framework.
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Employment and Training The third priority of the SCWG was Employment and Training. Two efforts were launched on this front: an employment and training strategy, and an online employment tool. The Tahltan Nation has never had an Employment and Training strategy. The governance and infrastructure required to support an ongoing strategy has also not been built. The need for the implementation of this strategy is large as the Tahltan face the end of the construction boom in about two years and the beginning of long-term operations jobs in the mining and microhydro sectors. The problem of how to turn the construction workforce into an operational workforce, which requires skilled trades people to service the Red Chris mine and the AltaGas projects, is imminent. At present, any Employment and Training efforts are reactive and undertaken in a sporadic manner. Available training is mostly targeted towards the construction boom such as the training of heavy equipment operators. In order to meet this challenge, the Employment and Training strategy has a three-part process: 1. Establish a mandate and create Tahltan’s own Employment and Training strategy so that our own information and strategic goals are in position when large economic development opportunities and training initiatives present themselves 2. Establish the governance and infrastructure to support long-term employment and training for Tahltan people 3. Create an ongoing sustainable employment and training program that is funded and resourced appropriately and is charged with implementing the strategic goals of the Tahltan Nation as they relate to employment and training
Post-NTL Vision •
The Tahltan Nation and the Province are in a deep partnership to guide development of the territory and the community.
•
The Parties are committed to supporting each other’s ability to meet their responsibilities under this partnership.
•
The Tahltan community has adequate internal organizational and human capacity to guide the development of its community and territory.
•
The territory is yielding great benefits to all in a way that is guided by economics balanced with Tahltan sustenance use and cultural values.
•
The Tahltan community is the primary player in the regional economy.
•
The Tahltan community has effectively managed its transition through electrification.
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Tahltan Nation, United as One Celebrations for the 100th anniversary of the signing of the Tahltan Declaration in October 2010
Photos by Paul Colangelo
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Community and Family Development Our people understand the need to build community to enable healthier children and families, especially in light of the major changes affecting our Nation due to development. We have been focusing on building infrastructure for this purpose. In Telegraph Creek, the renovation of the recreation centre is one of the priorities of the SCWG. The physical changes are expected to have a major impact on the morale of the community. The 20year-old facility has been at the cultural heart for many festivities and community gatherings and is long overdue for renewal. In addition, a park dedicated to Chief Nannock is being built in Telegraph Creek, and another playground is being installed at the Dease Lake reserve. A second multi-use arena is also being built in Iskut. The new hockey arena in Dease Lake built was two years ago and has already had a huge impact on our communities. The facility gave a huge boost to our sports programs, and was critical to enabling our youth to go to outside tournaments. Our own “Tahltan Selects” for instance were crowned jamboree champions at the Yukon Native Hockey Tournament in March 2013. Volunteerism and community engagement are at an all-time high.
Conclusion These changes are seismic for our Tahltan Nation. When the Tahltan people agreed to the building of the Northwest Transmission Line, it was with the explicit understanding that the B.C. Government would be there as a full partner to help us transition and benefit from this change. The message has been consistent from the Tahltan people – this much industrial infrastructure and development cannot be built without an underlying robust social and cultural infrastructure. The plans and activities described in this report are the first products of this burgeoning relationship. It is auspicious that we celebrated the 100th anniversary of the Tahltan Declaration in October 2010, as the Tahltan people prepare to transition to a new and better future. We have much more work to do – implementation of these plans must take place in a dedicated and deliberate manner. More plans needs to be formed and actions taken including addressing education needs and family development. More resources must be dedicated to ensure we are successful. Serious barriers remain in front of us – this set of strategies and actions is our first step to meeting this monumental challenge.
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Tahltan SCWG Organizational Chart !
PoliEcal)Governing)Body) Tahltan)Central)Council )
Iskut)Band)Council )
Tahltan)Band)Council )
SCWG)Sub=Governing)Body) (Terms)equal)to)those)of)Governing)body))
TCC!(1!rep)!
IBC!(1!rep)!
TBC!(1!rep)!
Category)Working)Groups)
Advisory) CommiHee)) (as)required))
SCWG!Community!Leads!for!each!category!! (Language!&!Culture,!Training!&!Educa=on,!Health,!etc.)!
Community)Health)Delivery)System) Community)based)service)delivery)sta ) !
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Chapter 1
1. Tahltan Nation Health Planning Framework
Unity – For the Health of It
A more personal healthcare
“My ancestors are from [here]. I love the people. I truly love the people. The nursing station used to be managed from afar. Now it will be managed closer to home. The people will get familiar nurses. So we're not going to have a different nurse every week." - Nancy Norby-Quock, Telegraph Creek nurse
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Executive Summary The Tahltan First Nation is developing a nationwide Health and Wellness Strategy, including the development of a Tahltan Nation Health Plan (TNHP), to enhance and centralize holistic health services within Tahltan territory, streamline human resource development, and enable shared services that are culturally relevant, community directed, and nation driven and supported. This plan is based on research and consultation with Tahltan members, Tahltan community health delivery staff, Administrators, Chiefs and Councils, and representatives from Health Canada and First Nations Health Authority. The Plan will support the Vision for Health articulated at the Tahltan Leadership Forum in March 2012.
"When the community loses a person - it's not just a person. He or she is a pillar of the community. We have an emotional stake in the game. That makes all the difference." - Feddie Louie, Iskut Valley Health Services, Program Manager, April 2013 The planning process will also help to ensure that the Health service providers in each community have the capacity to deliver the most appropriate services and programs to improve the overall health and wellbeing of Tahltan Nation members. This likely will include sharing or combining services and programs, creating specific service delivery centres, and finding creative ways of maximizing effective and efficient service delivery to remote and isolated communities. The Health Plan will link into the commitment of the First Nations Health Authority to assist in the development and implementation of culturally appropriate health service delivery for First Nations communities. The plan is being developed in part to mitigate negative health impacts of rapid resource development growth, and to address health and wellness issues that could arise from a large influx of workers and others to the territory in the coming years. The Tahltan Nation Health Plan will be a reflection of the communities’ commitment to developing and providing proactive programs and services that will enhance the health and wellness of the Tahltan people. Ultimately, the objectives and outcomes described in this plan will empower the communities with the necessary tools to take ownership of and responsibility for their own health and wellness for the future.
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Successes So Far •
Completing the Tahltan Health Planning Framework – This was a major success because it sets the parameters for our planning for the next five years. The framework sets priorities, and communicates to members what we’re doing and why. The community was actively involved in the creation of this framework.
•
Greater unity between the three communities – By being unified, we are able to provide better quality of health services more cost-effectively. We’re not duplicating services, and services are more consistent.
•
Implementation of the Tahltan Health Working Group – This step means the health leads for each community are now meeting weekly to plan the health needs for the entire nation.
•
Nursing Partnership in Telegraph Creek – The partnership with the nursing services in Telegraph is a good example of how the working group had led to a positive result.
•
Four new nurses hired: o
Two FTE nurse practitioners in Telegraph Creek
o
One FTE home care nurse for the three communities
o
One FTE community-health nurse for the three communities
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Introduction In March 2012, through the Socio-Cultural Working Group, Tahltan Leadership and community members gathered to discuss the potential social and cultural impacts of rapid development on the Tahltan Nation. This gathering resulted in the Nation’s vision and goals for health and wellness to minimize the impact of development. The report for this gathering is entitled “Getting Our Voices Back.� The document articulates the Vision and Key Goals for health and well-being for the Tahltan Nation.
Vision Statement: In unity, Tahltan sustain a culturally holistic lifestyle with our traditional systems. We will have optimal health by empowering individuals, families and communities.
Goals: Tahltan Centralized Health Authority will: 1. Provide mental health and lifestyles programs 2. Enable land based cultural revitalization: food security; Tahltan medicine plan program; land-based culture camps; Tahltan food and diets; language programs; activities and fitness programs; ceremonies (i.e., dancing, songs, drumming, sewing); HeadStart and parenting programs; elder programs; and healing workshops 3. Offer centralized transportation services The communities of the Tahltan Nation are working together to develop a Tahltan Nation Health Plan (TNHP), to enhance and centralize holistic health services within Tahltan territory, streamline human resource development, shared services, culturally relevant community directed, Nation driven and supported. This plan is to be based on research and consultation with Tahltan members, Tahltan community health delivery staff, Administrators, and Chiefs and Councils. The planning process will likely also include a comprehensive review of current service delivery systems and financial implications.
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Telegraph Creek nurse Nancy Norby-Quock (right) attending to one of the newest additions to Tahltan Nation. Nancy Norby-Quock is to be hired in Telegraph Creek. Nancy, daughter of Thelma and Vern Norby, had left the community a year ago to seek professional renewal, and new training in advanced cardiac life support. She’s thrilled to be returning to support the new co-management of the Telegraph Creek nursing station with Iskut Valley Health. She foresees better emergency care, more familiar nursing staff, and better home care for the sick and elderly.
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Tahltan Health Governance Health Services will be delivered through a shared governance process, as defined through a multicommunity “Health Governance Protocol� approved by each community. The protocol is the governing document for the TNHP and will remain as such until such a time the Tahltan Nation governing bodies agree to revise the protocol. The overall responsibility for health service delivery will remain within each community. The communities will work together to move towards shared health goals and objectives, and support each other through collective planning and service delivery. Political support and direction will be provided by the elected political leadership of each community. A Health Advisory Panel will be struck to provide general guidance and support to the communities, and work to ensure that the principles and intent of the Protocol are followed.
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Governance Structure for Health Poli-cal Leadership
• Tahltan Central Council -‐ Tahltan Band Council -‐ Iskut Band Council
Guidance and Support
• Tahltan Na<on Health Advisory Panel
Opera-onal Decision Making
• Tahltan Na<on Health Working Group
Service Delivery
• Community health staff and frontline workers
Note: Tahltan Advisory Panel is made of one representative from each organization and must live in the territory (must be a politician) Tahltan Health Working Group consists of health directors, SCWG representative, TCHC, for a total of five (no politicians)
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One appointed political representative from each of the governing organizations will sit on the Tahltan Nation Health Advisory Panel. This panel will: •
Provide advice to and seek support from Leadership in regard to providing direction and promoting health and wellness priorities of communities
•
Provide Dispute Resolution and Appeals services for community Health Leads in regard to membership wellness issues
•
Articulate and oversee implementation of shared guidelines on health promotion for the Tahltan Nation
•
Provide guidance to ensure principles of the Health Protocol are being implemented effectively
•
Provide guidance and support to elected leadership for the purposes of lobbying and/or negotiating with industry, and/or Provincial or Federal Governments
•
Not interfere with or provide direction to autonomous community health program and service delivery agencies
Each Nation will retain autonomy and accountability to their community and Governing bodies, and will work to meet the Guiding Principles established by the Health Advisory Panel, until such a time as the governing bodies are ready and decide to merge into a single nationwide administrative organization. Through the Tahltan Nation Health Protocol Agreement (TNHPA) the three governing bodies will work together to centralize direction and guide staff toward a collaborative approach to enhancing and administering health services in Tahltan territory that is proactive and meets the needs of the members in the three communities.
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Community Health Planning Process The Health Planning Process will seek to determine community priorities and needs, emerging health issues, priorities and desired outcomes for the next five to ten years. The process will involve a wide range of Tahltan community members, including Elders, families, clients, members of Council, and other caregivers and health professionals, as well as the experiences and knowledge of existing community health program staff. The Health Planning process will also serve as a means for the Tahltan Nation to communicate its health priorities, activities and accomplishments with Tahltan community members, helping the Bands to be accountable to their membership. The Community Health Plan will support the vision and goals for health articulated in the report “Getting Our Voices Back.” The document is a reflection of the communities’ wishes, and will continue to provide guidance as the Plan is finalized and implemented in the years to come. This Plan will also identify: health priorities and needs; long term goals for each community’s health department; and any barriers and service gaps. This will help to make sure that the Tahltan Nation’s health services agencies are delivering the most appropriate and necessary health and wellness programs for Tahltan members.
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The Health Plan will include, but not be limited to: •
Nursing and Physician Services
•
Communicable Disease Strategies
•
Chronic Disease Management
•
Vision, Hearing and Oral Health Services
•
Home Care and Long-Term Care
•
Mental Health and Addiction Services
•
Traditional Healing and Medicines
•
Patient Transportation
•
Emergency Response and Medical Evacuation
•
Youth Services
•
Early Childhood Education and Child Care / Daycare
•
eHealth
•
Drugs and Medical Supplies
•
Safe Drinking Water / Environmental Health
•
Infrastructure / Operations and Maintenance
•
Health Statistics
•
Human Resources
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Community Overview The traditional territory of the Tahltan Nation covers approximately 93,500 square kilometres in the northwest corner of B.C., with the Stikine River watershed forming the heart of the territory. Much of the territory is without major roads and access is only available by air, waterway or foot. The town of Iskut is on Highway 37, which is the only major road in the area. Dease Lake lies just outside the Stikine watershed, but acts as the region’s service hub. Telegraph Creek, located in the heart of the watershed, is connected by gravel road to Dease Lake. Map of Tahltan Territory
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Population Statistics and Trends Today, the Tahltan Nation includes some 3,000 people, with 1,600 residing in their local communities. The Tahltan territory has experienced strong population growth in recent years mainly in the community of Iskut. Between 1996 and 2006 the Aboriginal population living in Tahltan communities increased by 17.8%. The population in Telegraph Creek and Dease Lake remained nearly unchanged, while the population of Iskut increased by more than 100 people, or 29.4%. This compares to a 20% increase in the Aboriginal population living on reserve in BC, and a 10% increase in the total overall population of BC1. (2011 Census statistics currently are unavailable.) Table 1: Population counts and change, Aboriginal population in Tahltan territory and comparison areas, 1996, 2001, 2006 1996 Aboriginal population on Tahltan Nation reserves 560
2001 545
2006 660
% Change 17.8%
Tahltan Nation (Dease Lake 9, Guhthe Tah 12, Tahltan 1, Telegraph Creek 6 and Telegraph Creek 6A reserves)
305
275
300
-1.6%
Iskut Band Council (Iskut 6 and Kluachon Lake 1 255 reserves)
270
330
29.4%
Aboriginal population on reserve British Columbia 42,455 Total population, British Columbia 3,689,755
46,380 3,868,870
51,060 4,074,385
20.3% 10.4%
Note: In this table, the data for British Columbia are not adjusted for differences in incompletely enumerated Indian reserves in each year. This affects the percentage change 1996-2006. When adjusted for the difference in incompletely enumerated Indian reserves, the 1996-2006 percentage change for the Aboriginal population on reserve in British Columbia is 16.8%, and for total population in British Columbia is 10.3%.Â
Age Distribution In general, the Tahltan are a young Nation, who -- like most Aboriginal people in Canada -- have an increasing number of youth. Overall, Tahltan members have a median age of 32 years, compared to the average of 41.9 years across BC, and 40.6 years across Canada. However, Tahltans living in Telegraph Creek have roughly the same median age as all people across BC and Canada, while Tahltans living in Iskut and Dease Lake are much younger; Tahltans living outside the territory have the lowest median age of all groups, as much as 11.7 years lower than those living in Telegraph Creek. Generally, there are more male Tahltans living in the communities than compared to those living outside of Tahltan territory.
1
http://www.bcstats.gov.bc.ca/StatisticsBySubject/AboriginalPeoples/AboriginalReports.aspx
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Outside Tahltan F
M
1030 962
All
Dease Lake
Iskut
Telegraph Creek
F
M
All
F
M
All
1992 115
133
248
128
166
294
F 96
M
All
110
206
All Tahltan F
M
All
1369 1371 2740
The recent survey showed there are more boys and young men living in Tahltan communities than girls and young women, with Iskut having the highest proportion of people under 50, and Telegraph Creek with the highest proportion of members over 50. Dease Lake and Iskut have the highest proportion of young children with 20% of the total population of each community under the age of 12. In Telegraph Creek, however, only 12% of the population is under 12, while more than 16% are over the age of 65.
Median Age
Canada
BC
All Tahltan
Telegraph Creek
Iskut
Dease Lake
Outside Tahltan
Total
40.6 years
41.9 years
32.0 years
42.4 years
32.8 years
32.6 years
30.7 years
Male
39.6 years
41.1 years
31.2 years
44.9 years
31.5 years
31.1 years
29.6 years
Female
41.5 years
42.7 years
32.8 years
39.4 years
34.5 years
34.4 years
31.8 years
In addition to its population change, the Tahltan Nation faces other challenges in the coming years, including substantial increases in mining and other industrial activities throughout the region; an expected increase in non-Aboriginal transient worker population and corresponding increases in social and health impacts; high levels of isolation, particularly in Telegraph Creek, due to poor infrastructure and a challenging climate; and changes in health service delivery mechanisms, as Health Canada shifts services to First Nations Health Authority. Through all these changes, there will be a continued need to provide services through the First Nation health departments to ensure that community members are able to access services that are safe, timely and culturally appropriate.
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Existing Community Health Services The provision of health services to on-reserve First Nations is provided through negotiated agreements with Health Canada First Nations and Inuit Health Branch (FNIHB). Agreements range from: highly restrictive “set” transfers, which dictate how all dollars are to be allocated and accounted for; moderately flexible “integrated” or “flexible” transfers; and flexible “fully transferred” agreements that allow local organizations to allocate and spend funds as needed and carry forward funding from year to year. The recently signed “Tripartite Agreement” transfers responsibility for on-reserve First Nations health service delivery from FNIHB to the First Nations Health Authority (FNHA). All current agreements are being transferred to the FNHA, and all new agreements will be between individual First Nations and FNHA (except if a First Nation “opts out” of the Tripartite Agreement). The mandate of the FNHA is to ensure effective and flexible delivery of health services, improve inclusion of local health needs and priorities, and incorporate traditional health and wellness practices into health service delivery models.
Tahltan Band (Telegraph Creek and Dease Lake): Health Management and Administration Currently, health services are delivered to Tahltan Band members living in Telegraph Creek and on Reserve in Dease Lake through an “integrated transfer” agreement between Health Canada and the Tahltan Health and Social Services Authority (THSSA). The transfer agreement generally provides funding for basic health service categories, including: •
Children and Youth
•
Chronic Disease and Injury Prevention
•
Communicable Disease Control
•
Environmental Public Health and Research
•
Health Governance and Infrastructure Support
•
Mental Health and Addictions
•
Primary Care
•
Supplementary Health Benefits
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Iskut Nursing Station
Since 1999, Iskut Valley Health Services has been one of the only â&#x20AC;&#x153;fully transferredâ&#x20AC;? band health authorities in Canada. Its expertise and successes can be leveraged throughout Tahltan Nation, starting with the co-management of the Telegraph Creek nursing station for example.
Telegraph Creek Nursing Station
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Programs and Services The THSSA receives funding from Health Canada to provide range of services, including: •
Public health nurse (walk-in) services
•
Community health education and disease prevention programs (Community Health Representative)
•
Home and community care
•
Mental Health and Addictions counselling
•
Patient travel services and support
•
Safe house and victim services and support
Services are provided in Telegraph Creek, primarily through the nursing station / health clinic, and in Dease Lake, through People’s Haven.
Options for Tahltan Band Health Administration The current Health Transfer Agreement between Tahltan Band and Health Canada will transition from Health Canada to First Nations Health Authority on October 1, 2013, and expires March 31, 2014. At that time, the funding and administration of health services for Tahltan Band members will need to be renewed or restructured to provide effective services for Tahltan Band members. Many other First Nations across BC, including Iskut Band Council, have negotiated specific funding agreements with Health Canada based on the community’s needs and the organization’s capacity to deliver the programs and services required. These range from a basic “Set” agreement, in which funding is relatively restrictive and provides for limited service delivery, up to “Flexible Transfer” agreements, which typically provide substantially more funding and maximum flexibility to administer funds with little reporting required. Health Canada has suggested that the Tahltan Band currently does not have the capacity to administer a fully flexible transfer agreement. This presents an opportunity to revisit the existing administrative structure, funding and service delivery model.
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Type of Agreement
Range of Services Provided
Flexibility of Delivery
Level of Reporting Required
Funding Available
Set Funding (i.e., Limited, Red Cross mandatory Station) programs prescribed by FNIHB
Very limited. Recipient must deliver programs and services as prescribed by FNIHB
Integrated Funding
Fairly flexible, Moderate Fairly flexible, based on multi- amount of within nonyear health plan. reporting on mandatory mandatory programs. Carry Must meet programs. forward generally requirements of Increased not allowed. mandatory reporting in some programs as set programs by FNIHB
Moderate. Funding available for mandatory programs, additional funding for administration and other services approved in multi-year plan
Highly flexible, Annual reports designed to meet submitted community simultaneously to needs, with community and minimal FNIHB, prescription by demonstrating FNIHB (other how programs than some are meeting mandatory or objectives. fixed funding programs)
Highest. Funding provided to meet community needs. Higher administrative funding provided.
Broader scope of services, beyond mandatory services, based on multi-year health plan
Flexible block Wide range of funding(i.e., Iskut services, as Valley Health) determined through community health plan and approved by community.
Socio-Cultural Working Group Report
High level of reporting, structured by FNIHB
Financial Flexibility
Very low. Funding Limited to must be spent as mandatory prescribed year services, with to year; carryminimal forward not administration allowed and some NonInsured benefits
Highly flexible. Carry forward of funding allowed year to year.
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Iskut Band Council Health Management and Administration The IVHS receives funding through a fully transferred Health Transfer Agreement with Health Canada. The IVHS first entered into a Transfer Agreement with Health Canada in 1999, and it was renewed in 2003. In 2009, the Transfer Agreement was replaced by a Flexible Transfer Model, which allows the IVHS to have more flexibility and control to manage programs and funds, and to be in a better position to meet the health needs of the community. Iskut Valley Health Services is responsible for delivery and management of health service and wellness supports for all First Nations people living Iskut, as well as any other Iskut resident, regardless of Aboriginal status. The IVHS reports to the Iskut Council through its Director.
Programs and Services Within the Iskut Band Council’s Health Transfer Agreement, Health Canada contributes funding directly to the Health Department in support of health services and programs. IVHS has a total of 14 full-time and five part-time staff who deliver the following services: •
Nursing
•
Community health promotion
•
Home care and Elder support
•
Addictions awareness and counselling
•
Mental health counselling
•
Prenatal services
•
Aboriginal Head Start
•
Dental Health (Children’s Oral Health Initiative)
•
Medical transport
•
Emergency preparedness
•
Drinking water safety
•
Environmental health
•
HIV/AIDS awareness and support
•
Janitorial services
•
Administration services
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In addition to its core funding, the Health Department receives proposal-driven grant dollars from a variety of funding sources for short-term, specific programs and services.
Comparative Services The following table provides a comparative view of the services available to Tahltan members, both on- and off-reserve. The table demonstrates the agencies responsible for providing each service.
Primary Care
TBC
IBC
THSSA
NHA
FNHC/ FNIH
OTHER
Nursing
*
*
*
Pharmacy
*
*
*
Shoppers Drug Mart
*
BC Ambulance
Physicians
*
Emergency Response and Medevac
*
Mental Health
*
*
*
*
*
*
X-ray
*
Communicable Disease Control Community Health
*
TBC
*
?
*
*
IBC
THSSA
NHA
FNHC/ FNIH
OTHER
*
*
*
*
*
*
*
*
*
*
*
*
*
*
Health Education Home care Services
*
Chronic Disease Management Wellness Services
*
*
*
?
?
*
Safe drinking water
*
*
?
?
*
*
*
*
Maternal Child Health
*
Early Child Development
*
*
Menâ&#x20AC;&#x2122;s/womenâ&#x20AC;&#x2122;s Health
?
?
?
?
Addictions/Mental Health
*
*
?
?
Patient Transportation
*
*
THSSA
Traditional Medicines
Ancillary Services
TBC
IBC
Dental/Orthodontic Vision Care
*
*
*
OTHER * *
Specialists
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FNHC/ FNIH
NHA
*
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Training and Skill Development The Health Planning process will include the development of specific Training and Skill Development plans for all health service providers in each community. Training plans must include all communities and delivered for all three communities together; this will improve cost effectiveness and ensure that each community has equal access to training and increased quality in service. Each community will cross-train front-line workers so that workers can fill in if other community needs them for short periods, and improve knowledge and understanding across the workforce.
Community Engagement and Consultation A key component of the Health Planning Process involves direct engagement with the people living in the communities, as well as health service providers, regional professionals, and other interested parties. Between December 2012 and February 2013, community meetings were held in each of the three Tahltan communities. Participants included Elders, youth, health service providers, and general members of the community. Meetings were held in Dease Lake on December 1, 2012, Telegraph Creek on December 2, 2012, and Iskut Village on January 22, 2013. In addition, the Tahltan Health Working Group has held weekly or bi-weekly meetings to clarify and expand on priorities and planning activities for all Tahltan members.
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Priorities and Objectives Each community identified specific concerns and priorities in regard to the Health Planning process, and for health service provision in their own communities. The following is a summary of some of those concerns and priorities, by community. Community
Responses, Concerns and Health Priorities
Dease Lake
Supportive of health planning process and governance model Concerns and Issues identified in relation to the â&#x20AC;&#x153;artificial boundaryâ&#x20AC;? between available on reserve and off-reserve members Limited housing and poor housing quality on reserve, resulting in more members living off-reserve Access to care and services for off-reserve members Limited patient travel, access to vehicles and drivers Safe drinking water services not provided off-reserve Lack of home care services Early childhood education / day-care services and HeadStart program
Telegraph Creek
Supportive of health planning process and governance model Need for greater leadership in health planning and delivery Lack of home care services Concerns over safe drinking water Lack of daycare services Need for more consistent and flexible nursing services
Iskut
Supportive of health planning process Want to ensure autonomy of individual community health service providers, and ensure a balance of representation by each community on health planning team Generally happy with health services provided through IVHS, and opportunity to share information, services and knowledge with other communities
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Overall, the community health planning process revealed several key areas of priority for health service delivery to the communities, including: •
Governance
•
Primary Care: o
Nursing
o
Physician services
•
Vision Care
•
Dental Care
•
Traditional Wellness (includes Traditional Medicine)
•
Safe Drinking Water
•
Mental Health
•
Early Childhood Education and Youth Care
•
Emergency response and Medevac
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The following table identifies health priorities for the Tahltan Nation, and the goals the communities and health service providers would like to achieve for each priority: Priority Area
Goals and Outcomes
Governance
Three governing organizations work together as Tahltan Health Advisory Panel (1 representative from each), with the understanding that those are POLITICAL people, not workers Advisory Panel will advise the Tahltan Working Group (Health Directors from 3 organizations)
Nursing
Working group will engage Health Service Providers into the process Explore options to provide nursing services to all health centres
Physician services
Maximize service provision Explore formal agreement with NHA to have guaranteed access to physician services.
Vision Care
Local service: two to four times a year, including school-based vision screening (centralized optometry at Dease Lake)
Dental Care
Local dentist service, at least 4 times a year, centralized at Dease Lake (Stikine Health Centre) COHI programs in all communities, delivered by one person, instead of three Access to denturists and denturist services
Traditional Wellness
Develop programs and services to enhance traditional wellness, including traditional medicines and cultural practices
Safe Drinking Water
Centralized standardized testing All parties coordinate their activities, and be better coordinated (First Nations Health Authority and INAC are both involved)
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Priority Area
Goals and Outcomes
Mental Health & Addictions
Explore options for services, including technical support, including: Training for councillors and front-line workers Stress, anxiety and depression support More traditional services Tahltan administered treatment centre Marriage counseling training After-care Youth addictions and suicide prevention programs Drug use and abuse prevention and support
Home Care
Explore options to provide local and centralized services, including: Local palliative care Local long-term care Local assisted living Consistent home care services in each community Coordination of home care and homemaker services Improved assessment tools to customize culturally appropriate services to individuals and households
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Key Health Indicators / Determinants The Transformative Change Accord: First Nation Health Plan identifies seven key health indicators that are used to measure the health and well-being of First Nations communities: •
Life expectancy at birth
•
Mortality rates (deaths due to all causes)
•
Status Indian youth suicide rates
•
Infant mortality rates
•
Diabetes rates
•
Childhood obesity
•
Practising, certified First Nations health care professionals
The Health Authority is quick to point out that “the presence of these indicators in the Health Plan does not prevent developing additional indicators that reflect the overall well-being in communities.” However, for the purposes of developing a Health Planning framework, the Tahltan Nation will work initially to develop a baseline for measuring progress and organizing planning activities.
“Indicators do not need to only measure illness, death and suicide rates. They can also measure positive outcomes such as traditional practices at the community level, education levels, and sport/recreation participation levels.”
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Action Items The Following Tables provide an Action Plan for the completion of the Health Planning Framework Health Priority Area Health Governance
Desired Outcome
Responsibility
Actions / Activities Year 1 (2013)
Year 2
Year 3
Establish Tahltan Health Approve Research sustainable Working Group Health integrated governance (WG) Planning service structure to Protocol delivery, coreflect and management Establish support of Stikine Terms of community Health Centre Reference for goals, priorities Tahltan Health and needs of Advisory Panel Tahltan members. Develop Guiding Principles for Tahltan Health Planning Improved health Tahltan Health Work with Negotiations service delivery Working Group FNHC and with BC and for all members (WG) Health Canada FNHC for in the Stikine to explore best enhanced NHA region options for services Tahltan Band across FNHC/HC service delivery communities Meet with NHA to discuss improved delivery of services through Stikine Health Centre, and ancillary services
Socio-Cultural Working Group Report
Years 4+
Implementation Monitoring of TN Health and Plan Evaluation
Completion of Monitoring Regional and Tahltan Health Evaluation Plan Agreement with FN Health Council / Negotiation of Health Health Canada Services Agreement for Tahltan Band
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Health Priority Area Community Health
Desired Outcome
Responsibility
Improved health WG and wellness outcomes for all IVHS Tahltan TFN members
Integrate traditional Tahltan medicines and cultural practices Communicable Consistent and Disease comprehensive Prevention chronic disease management Home and and education Community Care Services services for all and Elder Care the communities
TCC
IVHS TFN TCC (support)
Enhanced local and centralized services Integration of traditional medicines and cultural practices More frequent and more consistent home care services in each community Better coordination of home care and homemaker services
Socio-Cultural Working Group Report
Actions / Activities Year 1 (2013)
Year 2
Year 3
Years 4+
Baseline health data research and analysis
Integration of services and programs across communities
Implementation of new and ongoing wellness services
Establishment of health Research into targets for traditional key indicators medicines and holistic health practices Expand and Develop Promote enhance â&#x20AC;&#x153;Tahltan safety, existing Tahltan prevention friendlyâ&#x20AC;? strategy to education and treatment accommodate / and options within mitigate information incoming impacts of material on workforce, resource STIs Tahltan development families, and Identify and service contact providers. incoming / Develop Build / potential feasibility establish industries study / plan long-term operating in for incare / Tahltan community assisted living territory long-term facility in home care community Develop a and/or Home Care assisted living Update service and facility Stikine Health HR plan in Centre to each Develop and provide longcommunity implement term care culturally support Develop / relevant and adapt supportive Deliver assessment palliative care training and model to services in certification to ensure each local home appropriate community care workers service delivery
Ongoing health planning and service delivery Monitoring and evaluation
Continue to educate and promote disease prevention and treatment Monitoring and evaluation Implement and monitor home and community care services to ensure adequate and culturally appropriate support Deliver training and certification to local home care workers
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Health Priority Area
Desired Outcome
Responsibility
Actions / Activities Year 1 (2013)
Improved assessment tools to determine scope and nature of home care and homemaking needs
Year 2
Year 3
Establish Customize priorities and and integrate needs for home care long-term and care, including homemaking home-based services care and endof-life care Develop services. training and skill Meet with development FNHA / HC / program for NHA to locally trained explore home care options for workers enhancing elder care Develop services in strategies to each coordinate community, Elder travel, and evaluate appointments policies, HR and care needs, services out of funding, etc. the community
Establishment of community based longterm care facility and assisted living service
Expand respite services for families supporting Elders and those with additional needs
Years 4+
Monitoring and evaluation Continue to support Elders and families in all aspects of health, support and end-of-life services
Coordinate specialist services for Elders, both in Implement community centralized and in centres equipment outside of purchase, community. lending and storage Implement system across systems that all honour need communities to have end of life support Establish and care at agreements Work with home, in the with service Stikine Health community providers and Centre to specialists to enhance elder Develop a ensure that care and long- plan for a services meet term care centralized needs of all services equipment Elders and storage and families in the Develop rental / community community lending policies and system Monitoring processes and that support Recruit mental evaluation end-of-life health support care, including with expertise rules and in Elder care approaches for nurses, physicians, NHA, etc.
High quality, culturally appropriate and customized care and services for Elders and families Increased care, facilities and support for Elders and families in the communities in which they live
Youth Support and Care
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Health Priority Area
Desired Outcome
Early Childhood Providing Education / consistent and Care meaningful
services to children ages 0-6 and their families
Responsibility
Actions / Activities Year 1 (2013)
IVHS
TCC
Appropriate and IVHS integrated mental health TFN services for all community TCC members FNHC
Water Safety
Centralized and IVHS standardized and testing, to TFN ensure water quality and TCC safety in all communities.
Year 3
Years 4+
Develop Expand Explore rough plans HeadStart and options for for community daycare to all family service communities development delivery centre(s) Provide ECE Identify ECE, certification in Deliver family HeadStart all groups in and daycare communities each opportunities community for all Develop communities Tahltan parenting program for all communities Identify Create mental Explore existing health service options for services and delivery plan youth gaps offenders and Explore strengthening Research feasibility of program, opportunities mental health land-based to utilize centre / healing technology to treatment programs, better access facility etc. services (including Eskay Creek mine site)
TFN
Mental Health
Year 2
Continue to support and promote family and child programs Monitoring and evaluation
Monitoring and evaluation
Monitoring and evaluation
Coordination of all water safety and access services Primary Care Services
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Health Priority Area Nursing
Desired Outcome
Tahltan controlled services in all communities
Physician Care Better
integration of local physician services in all communities
Responsibility
Actions / Activities Year 1 (2013)
IVHS TFN / Health Canada (tbd)
IVHS TFN / Health Canada (tbd)
Effective sharing of and access to health records of all community members, through electronic medical records
Explore options for providing nursing services across all communities
Enhance relationships and partnerships with physicians to participate more in community health programs
Year 2
Year 3
Years 4+
Develop nursing strategy
Deliver nursing services
Monitoring and evaluation
Negotiate appropriate transfer agreement to provide nursing services Continue to provide services across communities
Continue to Monitoring provide and services evaluation across communities
Pilot electronic record keeping and information sharing Explore gaps project and options for electronic record keeping and information sharing
Fully implement record keeping process
Meet with NHA and FNHC / HC to discuss improved service delivery in all ancillary services, particularly for Tahltan Nation (Telegraph Creek)
Implement Monitoring Health and Agreement evaluation and enhanced service delivery
Ancillary Care Dental Care
Provision of IVHS regular, local dentist service for TFN / Health all Tahltan Canada (tbd) members Oral health preventive and education program in all communities Consistent and effective access to denturists and denturist services
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Develop Health Agreement strategy for Tahltan Nation
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Health Priority Area Vision Care
Desired Outcome
Provision of regular, local optometry and eye care services for all Tahltan members, provided in community
Responsibility
IVHS TFN / Health Canada (tbd)
School-based vision screening Emergency Response
Better IVHS integration with BC Ambulance service TFN / Health Improved Canada (tbd) access to and coordination of medevac services
Actions / Activities Year 1 (2013)
Year 2
Year 3
Years 4+
Meet with NHA and FNHC / HC to discuss improved service delivery in all ancillary services, particularly for Tahltan Nation (Telegraph Creek) Develop needs assessment and overview of emergency and ambulance service requirements for territory
Develop Health Agreement strategy for Tahltan Nation
Implement Monitoring Health and Agreement evaluation and enhanced service delivery
Meet with BC Ambulance, FNHC, NHA, to discuss improved / enhanced ambulance and emergency response systems
Implement effective ambulance and emergency response services
Monitoring and evaluation
Infrastructure/ Administration Health Facilities High quality
Financial Accountability
health facilities in each community Tahltan Health WG Working Group will identify THAP budgets for all aspects of the plan and identify funding shortfalls and financial needs to implement the plan
Recreational Services Culture/Traditional Wellness Traditional Medicine Language revitalisation
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Appendix: Infrastructure Needs The following is an initial identification of known minimal infrastructure needs for each community, based on current and anticipated service requirements. Dease Lake: •
Long-term care beds (6 beds minimum)
•
Daycare centre (20 spaces minimum)
•
HeadStart building and play areas
•
Office space (12 offices)
•
Patient Transportation vehicles
•
Video-conferencing and increased connectivity and capacity
•
Dental / optometry space and office for visiting professional
•
Mental Health treatment spaces (soundproof, safe, video-conferencing, etc.)
•
Storage facility for home care equipment
Iskut: •
Larger daycare and HeadStart space (30 spaces in total)
•
Assisted living units (4 units minimum, based on current needs)
•
Upgraded internet connectivity and capacity (fibre-optic connectivity)
•
Medical Transport vehicle (ambulance)
•
Mental Health treatment spaces (soundproof, safe, video-conferencing, etc.)
Telegraph Creek: •
Medical Transport vehicle (ambulance)
•
Videoconferencing and increased connectivity and capacity
•
Mental Health treatment spaces (soundproof, safe, video-conferencing, etc.)
•
Daycare and HeadStart building (space for 20, minimum)
•
Patient Transport Vehicles
•
Assisted Living units (6 units, minimum)
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Appendix: Tahltan Health Protocol Tahltan Nation Health Protocol Agreement Between Tahltan Central Council Tahltan Band Council Iskut Band Council
Background: Currently there are three (3) separate organizations responsible for elements of planning, administration and delivery of health services to Tahltan people living in Tahltan territory, including but not limited to the on-reserve communities of Iskut, Telegraph Creek and IR #9 (Dease Lake): •
Iskut Band Council (IVHS)
•
Tahltan Band Council
•
Tahltan Central Council
Each different organization has a unique governance structure and different interests or responsibilities for health service delivery. Iskut Band Council (IVHS) operates nursing station, including community health support, home care, addictions services, counseling, children’s oral health, patient transport, and other related services. Tahltan Band Council and more specifically, Telegraph Creek has a nursing station that has nurses employed by Health Canada and community health services provided by THSSA. Dease Lake community and residence of IR # 9 accesses services from Stikine Health Centre in Dease Lake which has a health center managed by NHA, that includes community medical facility with full-time doctor, nurse, X-ray facilities and emergency care, and provides medical services to all members of the public. The health centre and its physician services are accessed by members in Iskut and Telegraph Creek also. The physicians visit Iskut and Telegraph Creek once a week.
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The Tahltan Central Council has a coordinating and governing role for all Tahltan communities, and includes the Socio-Cultural Working Group, which oversees the development of the Tahltan Nation Plan, including health and wellness factors. The current multi-agency approach has impacts on the effective health service delivery and wellness for the Tahltan people. Medical records are not easily shared or accessible by medical professionals, either in the communities or in the larger centres. There are inefficiencies such as overlaps in services such as patient travel, oral health, nursing and specialist visits, while at the same time there are gaps in services throughout the region, such as mental health care, long-term care and traditional medicines, communicable diseases, emergency transportation, vision, dental and other health services. While the physicians from Dease Lake work with the nursing stations in Iskut and Telegraph Creek, there is no integrated care service among the communities, and limited collaborative planning. The Stikine Health Centre is not widely accessed by the Tahltan population other than as an emergency facility. The Stikine Health Center does not have access to specialized services and no long-term or acute care facilities. Tahltan members living off reserve in the Tahltan territory do not have consistent access to medical care in the nursing stations.
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Objectives: The Tahltan Nation wishes to create better coordination and collaboration of health and wellness services for our members within our communities. By establishing a Health Planning Protocol, the multiple health service organizations and community representatives will work together to identify shared priorities and wellness needs; document and share information regarding available health and wellness services and resources; identify gaps and challenges related to health and wellness across their communities; and work together to develop plans and strategies for addressing each community’s health and wellness needs. The Health Planning Protocol will enable the communities of the Tahltan Nation to better collaborate on: •
Identifying health and wellness priorities;
•
collecting and sharing of data, information and historical practices;
•
creating structures and approaches that meet the needs and styles of the Tahltan membership;
•
creating innovative approaches to addressing similar or shared health issues;
•
avoiding unnecessary waste, duplication or gaps in services; and
•
create a framework for longer-term planning across the region.
The protocol is not intended to replace existing health and wellness delivery mechanisms, governance structures or existing health strategies or agreements. This protocol will better allow the Tahltan Nation communities to create a baseline of knowledge, statistics and other information regarding the current health and wellness status of community members, and project the membership’s needs and priorities into the future. Ultimately, this will help to ensure better health outcomes and service delivery for all Tahltan people in the years to come.
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Protocol Agreement Whereas: •
The members of the Tahltan Nation seek to increase collaboration and cooperation in the research, information sharing and planning for our individual and collective health and wellness priorities into the future; and
•
We recognize and respect the authority, governance structures and existing agreements of each community, health organization and agency; and
•
We see opportunities to improve the health and well-being of all our members, regardless of their place of residence or occupation in the Tahltan Territory;
We agree to work together to undertake the following activities to enhance the overall health and wellness of Tahltan members in Tahltan territory: •
By establishing a team that will collaborate, coordinate, plan and administer health and wellness services and programs in Tahltan Territory;
•
Conduct research, to create a baseline of the health and wellness of the Tahltan membership and residents of the Tahltan territory;
•
Conduct research into culturally meaningful and traditional health practices in Tahltan territory, including the creation of a “traditional medicine” inventory for the region;
•
Develop a territory-wide health and wellness plan to maximize the use and effectiveness of existing and available services, and bridge gaps in service or program availability;
•
Seek and share financial and other resources to assist with research, planning and health service delivery, where appropriate;
•
Assess the viability and suitability of a region-wide Health Services Agreement with Health Canada and/or First Nations Health Authority;
•
Create a meaning partnership with Northern Health Authority for service delivery in the territory.
•
Create a unified voice for providing information, direction and advice to the regional First Nations Health Authority, on behalf of the Tahltan Nation communities;
•
Advocate for improvements and enhancements to health services and program delivery to improve health outcomes for the Tahltan people and increase the availability and use of culturally appropriate and traditional wellness activities.
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We, the undersigned, agree to this Protocol, on behalf of the members of the Tahltan Nation and its agencies.
___________________________________________________ Annita McPhee – President/Tahltan Central Council
__________________________________________________ Rick McLean – Chief Councillor/Tahltan Band Council
___________________________________________________ Marie Quock – Chief Councillor/Iskut Band Council
__________________________________________________ Date
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Chapter 2
2. Tahltan Language and Culture Planning Framework Didene E Kune MehĹ?dihi Eku Desijihi All Tahltan People are Living the Tahltan Way of Life
Tahltan language research assistant, Sonia Dennis, presenting a flag to 101-year-old Elder Charles Callbreath on October 18, 2010 – the 100th anniversary our Nation’s declaration. Learning from our Elders is critical to our language’s survival.
101-year-old Charles Callbreath posing for photos with his wife Julia on the 100th anniversary of the Tahltan Declaration just days before he passed away. To his very end, he was thrilled by recent Tahltan language revitalization efforts.
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Executive Summary The Tahltan Nation wishes to create a body that will provide governance and guidance in regards to the revitalization of our language. Much of what needs to be done to revitalize our language can be accomplished under the guidance of this body, often called a language authority, whose role is to: govern language-related initiatives, approve work done on the language, develop languagebased policies, take responsibility for the revitalization future of the language, develop a viable and sustainable plan for community language revitalization, plan and implement language revitalization projects, and certify language teachers. As well, this governing body can provide guidance and assistance to educational, political, and other organizations on matters of language. In order to carry out all of this important work, a Tahltan Nation Language Plan needs to be developed, which will support the vision of language and culture articulated at the Tahltan Leadership Forum in March 2012.
"We need to be working with the fluent speakers now, because they are going to pass away. Our children need language training the moment they are born." - Judy Thompson, PhD, Tahltan language researcher The Language Plan will also make links to, and overlap with, other categories from the Tahltan Socio-Cultural Working Group (SCWG) work plan, such as Education, Health, and Training and Employment. It is hoped that this Language Plan will empower our people to take control of not only the revitalization of our language, but also our education and health in regards to language revitalization. As well, with the need for human resources to both teach the language and develop documentation resources, there will be career opportunities in language revitalization for many of our people. Our language is so much a part of who we are, and that is stated very clearly in the language and culture vision statement from the Leadership Forum: Didene E Kune Mehōdihi Eku Desijihi, meaning, “All Tahltan people are living the Tahltan way of life.” By promoting our language and creating awareness amongst our people about the importance of our language and how it connects us to our land, our Elders, our Ancestors, our identity as Tahltan people, our well-being and health, it will serve as a form of empowerment for our nation.
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Successes So Far Big Picture •
Language documentation: Major efforts are underway to create digital audio recordings of the Tahltan language from fluent speakers so the language does not disappear.
•
Seven staff hired: o Tahltan Language & Culture Lead (Judy Thompson) o Tahltan Language Revitalization Coordinator (Oscar Dennis) o Five Tahltan Language Research Assistants (Odelia Dennis, Reginald Dennis, Ryan Dennis, Verna Vance and Sonia Dennis)
•
Networking: Ten Tahltan educators and Tahltan speakers attended the Chief Atahm School 13th Annual First Nations Languages Conference, April 26-27, 2013 in Kamloops. Connections have also been made with the Ministry of Education, Aboriginal Education Branch for language curriculum purposes.
•
Professional development: Funding to carry out Tahltan language research will be provided by a portion of a $2.5 million Social Sciences and Humanities Research Council of Canada (SSHRC) Partnership Grant. SFU’s First Nations Language Centre will provide: o $38,000/yr for two years for a post-doctoral fellowship for Dr. Judy Thompson to carry out Tahltan language research o $8,000/yr for two years to fund Master’s level Tahltan language research o $5,000/yr for two years to fund undergraduate-level Tahltan language research o $20,000 training funds for Tahltan language researchers for app development, student travel for conferences, and honouraria for fluent speakers
•
Office space and equipment: Computers and recording equipment are now in place in Telegraph Creek, Dease Lake and Iskut.
•
Digital communications: Website created called didenekeh.com with a detailed language course and downloadable audio files. A very active Facebook Tahltan language community page with 422 members is also up.
•
Language authority created – First Peoples’ Cultural Council has provided a grant to help with the creation of a governing body that governs language-related initiatives.
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Current Learning Opportunities K-9 students study Tahltan in schools in Telegraph Creek and Iskut. Others interested, can pursue self-study via: 1. Website: didenekeh.com 2. Conversational lessons: iPod audio files including more than 5,000 word entries from: • recent recordings of fluent speakers from 2012-2013 • digitization of Basic Tahltan Conversation Lessons from 1991 • digitization of James Teit’s Tahltan song recordings from 1912-1915 • booklet and audio - “Kuji K’at Dahdahwhesdetch” - “Now I Told All of You: Tahltan Language Stories Told by Iskut Elders” • previous recordings of our people over the last century such as Peter Henyu 3. Facebook: pilot course (Tałtan Thomas) using Talking Thomas as the audio medium, using newly discovered patterns as the basis of the course
Future Learning Programs Language nests: Children, aged zero to five, spend several hours at a time with fluent speakers. The Chief Atahm School on the Adams Lake reserve has been running language nests since 1987. Immersion schools: School children would be 100% immersed in the Tahltan language. This is based on the successful Chief Atahm School model running since 1991 which immerses students in Secwepemctsin language from Kindergarten to Grade Eight. Master-apprentice program: Grants are available for learners to acquire the language from fluent speakers part time over three years.
On revitalizing our language: “We just have to try. It’s a difficult task, but the process of learning our language gives us a greater connection to our Ancestors, Elders, culture, and the land.” - Judy Thompson, PhD, Tahltan language researcher
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Introduction In March 2012, Tahltan Leadership and community members gathered to discuss the vision and goals for the Tahltan Nation in a range of areas, including language and culture, and resulted in the document entitled “Getting Our Voices Back.” The document articulates the Vision and Goals for language revitalization for the Tahltan Nation.
Vision Statement Didene E Kune Mehōdihi Eku Desijihi “All Tahltan people are living the Tahltan way of life”
Goals 1. Create a Tahltan language authority 2. Bring back dances, songs, ceremonies, potlatches and oral stories 3. Put Tahltan place names onto an atlas within three years
Language researcher Judy Thompson (left), with her late grandparents Julia and Charles Callbreath, at the 100th anniversary celebration of the signing of the Tahltan celebration.
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1. Tahltan Language and Culture Governance Governance Structure The following governance structure has been created for Tahltan language and culture: 1. Political support and direction will be provided by the elected political leadership of each community. 2. A Tahltan Language and Culture Advisory Panel will be struck to provide general guidance and support to communities. The Tahltan Language and Culture Advisory Panel will be made up of: a minimum of one fluent speaker who is appointed by Council from each community (including the TCC) and will: •
Provide advice to and seek support from Leadership in regard to promoting language and culture revitalization
•
Provide guidance in the creation of short and long-term language and culture revitalization plans
•
Act as a language authority in the certification of Tahltan language teachers for the BC Teacher Regulation Branch
•
Serve as the decision-making body for language and culture revitalization
3. The Language and Culture Working Group will be made up of the Tahltan Language and Culture Lead and Tahltan Language Revitalization Coordinators from all three communities. This group will seek guidance from the Tahltan Language and Culture Advisory Panel in order to collaborate, plan, and administer the Tahltan Language and Culture Plan. 4. The working group will provide guidance to the Tahltan Language Research Assistants (representatives from all three communities) in order to carry out the Tahltan Language and Culture Plan.
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Language Research Interviews have been carried out with fluent speakers, language teachers, retired language teachers, educators, administrators, and language learners, all of Tahltan ancestry, to find out their ideas and experiences regarding Tahltan language revitalization. As well, over the last several years, a draft strategic plan was created with the input of community members. While this feedback over the years has been invaluable, it is important to reach out to all members of our Tahltan Nation. A language survey would determine the status of the language, and what members would like to see in terms of the revitalization of our language. Research has been carried out with language authorities around the province to get a sense of their governance, terms of reference, membership, and what they named their governing body. Research has also been carried out by communicating with scholars who have worked with our Tahltan communities, other Indigenous community language revitalization experts, and international language revitalization scholars regarding Indigenous language revitalization and language programs that have been developed and offered worldwide. Ongoing communication with the Ministry of Education’s Aboriginal Education Department, as well as the First Peoples’ Cultural Council, have contributed to our understanding of effective language revitalization strategies and language curriculum. Documents have also been gathered (both hardcopies and electronic copies) that will help in our language revitalization journey.
"What's so exciting is we've found the problem to learning Tahltan. English is not encoded with patterns. Whereas [Tahltan] is. We figured this out, so now we can teach it!” - Oscar Dennis, Tahltan Language Revitalization Coordinator in Iskut
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Spreading the word Language community meeting in Iskut
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Communication Communication with Tahltan members about the revitalization of our language is crucial. A way to present and promote the language is through community meetings, newsletters and having an online presence.
Community support and awareness We have to have the will to revitalize our language. This can only come about if our people are aware of how important our language is to us as a people, and how fundamentally our language is connected to our land, our Elders, our Ancestors, our Tahltan identity. By raising awareness about the importance of our language through several communication venues, we hope to garner support from all of our Tahltan members.
Promotion of the language A big part of community awareness would include promotion of the language, which would involve raising “the consciousness level of our people” (Kirkness, 2002, p. 18). In the words of Indigenous scholar Verna Kirkness (2002), in order to save Indigenous languages, “there is a need to ensure that our people know why our languages are nearing extinction and why our languages are so important to our lives and to who we are” (p.18). There is a need to encourage and motivate our people to use the language in all areas of their lives. That would include using the language in the workplace, at community gatherings and everyday activities. Several of our people have emphasized the importance of celebrating individuals who have made a positive difference in regards to our language and culture – the need to “potlatch our successes and accomplishments” (Vera Asp, personal communication, 2012). These individuals could be called “language champions,” which First Peoples’ Cultural Council (2010) defines as people who are advocates for their languages, who work “to develop teaching resources, archives, documentation, and to teach the language to others” (p. 24). It is also important for non-Tahltans, and more generally, non-Aboriginal people, to understand how crucial it is to preserve and revitalize Aboriginal languages that were here before Canada as a nation was born. In the words of Dr. Lorna Williams, Lil’wat from the St’at’yem’c First Nation: “It’s important to recognize and acknowledge that when people made or make their homes on the lands we now call Canada, that they take on the heritage of the languages located on those lands. It’s extremely important that the public recognizes all Indigenous languages as their heritage; then governments must respond to ensure the knowledge and wisdom embedded in the languages are protected. These languages exist nowhere else in the world (as cited in Sharpe, 2010, p. 4).
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2. Language Programs An important component of language revitalization is to provide as many opportunities for communities to learn and use their language. Different language programming is available for different age groups, with some taking place within the education system, while others are community driven. It is important that all of the language programming start at the community level with our people being the driving force behind the organization and implementation.
Children/Youth Children and youth include newborns to 18 years of age.
Pre-school programs (0-5 years) While there is some language learning happening in the Aboriginal Head Start Programs in Telegraph Creek and Iskut, there is a need for more language to be taught to children at this crucial age. While Aboriginal Head Start programs target children ages three to five, our children need to be learning the Tahltan language as soon as they are born. The Royal Commission on Aboriginal Peoples (1996) states that the first three years of a child’s life are critical for laying the foundation of sound making. “Young children absorb information at a greater rate than at any other stage of life” (Vol. 3, p. 447). According to linguist Marianne Ignace (1998), babies begin to acquire language within months of being born, and by the age of five, they have mastered the basic sound system and grammar of their mother tongue. Therefore, it is crucial to focus on early childhood programs that involve young children and their parents (Fishman, 1991). One method that has been successful in other parts of the world is early childhood language immersion programming, more commonly known as a “language nest” program (McIvor, 2005). Such immersion preschool programs are conducted entirely in the ancestral language of an Indigenous group. While Aboriginal Head Start programs target children ages three to five, perhaps this provincial organization could work with the community to facilitate a language nest with an age range of newborn to five. Another way in which to have newborns and toddlers learning the language is to have parents speaking the language in the home. If parents are not fluent speakers, we need to ensure that adults have access to ways of learning the language.
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K-12 school programs The language is taught from grades K-9 in Iskut and Telegraph Creek, but not Dease Lake. In the language classes, the teachers are developing lessons as they go. These courses are not accredited and do not have learning outcomes prescribed for them by the Ministry of Education. A formal K-12 curriculum needs to be developed, and approved by the B.C. Ministry of Education. This would include Integrated Resource Package and Prescribed Learning Outcomes components. If students can be given credit for their language courses, Tahltan would be seen as a viable language course for university requirements. But most importantly, this accreditation would give more respect to our language as a school subject. High school students are also able to take post-secondary courses and use them towards their B.C. Dogwood Diploma, so any language courses offered for adults may be used towards graduation requirements.
Immersion programs Schools need to find a way to get their students out on the land with Elders and fluent speakers more often so that they can learn about the connection between our language and the land. Tahltan language teachers have spoken about wanting to have the opportunity to take students out on the land to teach them about traditional activities in conjunction with the language, which would also tie into other academic disciplines and subject areas, such as math, science, and social studies. One way to do this is to support the development of school immersion programs. At this time, children are only allotted 20-30 minutes per day of Tahltan language instruction, and parents spoke about the need for our language to be an integral part of the whole curriculum and not just an add-on. An immersion school would have the children learning all of their subject areas in the Tahltan language.
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Parents/Adults Home Our Elders have stated that if we want our children to learn the language, it is imperative that the language is being spoken in the home. However, most parents are not fluent in the language, which is why many of our people have spoken about the importance of having a way for parents and adults to access the language. Taking Tahltan language courses can help parents make a connection with their children and their children’s learning of the language. This way, the learning takes place at home and school, with parents acting as language teachers. It is important that the parents are provided with teaching and learning tools in order to promote the speaking of the language in the home.
Language courses/programs One way for parents and adults to begin to learn the language is to take courses in our language. These courses could be formal or informal, online or face-to-face. For post-secondary courses and programs, refer to “post-secondary opportunities” under Section Four: Training and Professional Development.
Master-Apprentice program The Master-Apprentice program (MAP) is a method that provides a way for individuals to learn their Indigenous language from a native speaker. Unlike other methods, this one can be more individually based. It usually involves one speaker and one learner working together for 10 to 20 hours a week for several years. Some of the principles of the Master-Apprentice System include: not speaking English; no translation between the Aboriginal language and English; speaking the language more than writing it; and having the apprentice being an active member of the team. After two to three years of working together, the learner or “apprentice” can become conversationally proficient. First Peoples’ Cultural Council (FPCC) has provided funding to interested and motivated individuals who would like to learn their language using the model of the Master-Apprentice Language Learning Method. The next call for proposals for MAP is expected to come in Spring 2013. It is important that as many Tahltan teams apply for this funding as possible. The language working group could assist with the administration of that program so that the apprentice, who is usually tasked with that responsibility, would have more time to spend on working with the fluent speaker and learning the language. At the present time, FPCC is supporting one Tahltan MAP team.
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Immersion sessions In the fall of 2012, two immersion sessions were offered in Iskut. The immersion portion of the evening lasted about an hour, with the preparation, summary, and evaluation taking another hour or so. At least three fluent speakers were in attendance, along with a few semi-fluent speakers. Before the session began they would say, "Dah thake hodeside zeda," – “Let's only speak our language.” Once the session was finished, they would say, "Iskuk'an thake hodeside," – "Let's speak the English language." Everyday objects were used, and the Tahltan words were also written on a whiteboard so that learners would become familiar with the Tahltan orthography. Games were developed and played to encourage speaking in the Tahltan language. By having these immersion sessions, language learners learn certain phrases, as well as having the opportunity to hear the Tahltan language without the use of English for a specified period of time. As well, it gives fluent speakers the opportunity to speak the language. This is a perfect opportunity for parents to learn the language, as well as a way to connect our Elders with the younger generation.
All Ages Activities and organized events that provide a way for all generations to carry out traditional cultural activities in the language are especially powerful.
Language and culture camps The two Tahltan health authorities, along with the Stikine Wholistic Group, have taken on a key role in language revitalization by organizing language and culture camps that provide opportunities for Tahltan community members to hear and speak Tahltan when carrying out cultural activities. It also provides a way to bring all generations together. These camps need to be part of the Tahltan Language Plan, and language-learning materials could be developed to enhance the language learning experience.
Cultural activities Tahltan educators have spoken about how cultural activities, such as song and dance, can be entry points into language. Our community needs to embrace song and dance by providing opportunities for all ages to take part in cultural activities that include the use of our Tahltan language, especially since this was emphasized in the goals.
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Going Digital Using iPods to share more than 5,000 recordings of Tahltan language with learners.
Elder Mary Dennis listening to iPod sound files with language researcher Odelia Dennis (middle) and fluent speaker / language teacher Angela Dennis (right).
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3. Documentation Much work needs to be done in terms of documentation and recording of the Tahltan language. While the product that would come from such work is crucial (e.g. dictionaries, language learning materials, etc.), the actual process is as important as it brings together fluent speakers, with the vast majority being elderly, with the younger generation.
Recordings It is crucial to record and document the language. This past year, we have lost a number of Tahltan Elders who were either fluent or semi-fluent in the language. As well, there is also a need for an inventory of existing documentation, including audio and video-recordings. Such documentation can be used in the development of teaching materials, such as books, dictionaries, audiotapes, videotapes, DVDs, and CDs (Hinton, 2001). This needs to be part of the Tahltan Language Authority’s overall plan to revitalize the Tahltan language. In order to continue with the documentation of the Tahltan language, plans need to be put in place in regards to priorities, as well as who will carry out the documentation, what will be documented, and how it will be documented. “We must capture the purest oral forms of our languages to ensure that they will be available to future generations” (Kirkness, 2002, p. 17). There is a need to make more recordings including stories, songs, life experiences, knowledge and wisdom about our relationship with the land.
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Old recordings The Tahltan Central Council has a heritage department in Dease Lake where recordings from a 1980s study dealing with governance and sovereignty are housed. There are a total of 415 digital files, with each file being the equivalent of a 45-minute tape (Asp & Banci, 2012). A research team made up of six Tahltan researchers and one non-Tahltan researcher interviewed Tahltan people born between 1880 and 1930 (Asp & Banci, 2012). There is a need to transcribe and translate the Tahltan language contained in those 415 digital files (Asp & Banci, 2012). In a presentation given at the Tahltan Central Councilâ&#x20AC;&#x2122;s annual general meeting in 2012, Vera Asp stated: Tahltan oral data, collected by the 1980â&#x20AC;&#x2122;s study, offers us voices of our Ancestors and provides the Tahltans of today, evidence and example of Tahltan sovereignty, past and present. The interviews, the questions asked and answered, our language, the context, the knowledge and ultimately data of our past is beyond imagination. The knowledge provided information on all systems of sovereignty of the Tahltan Nation (Asp, 2012). We also need to reach out to our band offices and individual Tahltan members about recordings that have been made of our fluent speakers and Elders. If they are willing to share these recordings, the recordings could be digitized (if recorded in an analog form) and restored, and then returned to the owner. They could then be made accessible to all members, and be used to develop language-learning materials.
New recordings The Tahltan Language Revitalization Coordinators and the Tahltan Language Research Assistants are utilizing iPods to record data with family members in an interactive day-to-day basis. This data is then edited for the digital database/archive. So far, over 5000 word entries have been entered and this database can be downloaded to Tahltan membersâ&#x20AC;&#x2122; iPods, iPads, iPhones, or other mobile devices. There is also in iBook version of the website course curriculum (didenekeh.com) that can be downloaded onto iPads.
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Dictionary and grammar guide While there is a Tahltan Childrenâ&#x20AC;&#x2122;s Illustrated Dictionary (Carter & Tahltan Tribal Council, 1994), there is a need to create a more extensive dictionary. Currently, work is being done on the dictionary to update it and add more entries. As well, a grammar guide is also being created.
Language learning materials The language teachers have been developing curriculum for use in their classrooms. However, they do not always have the time or training. It is vital that language teachers be given the tools and time to do this work. As well, curriculum developers need to be enlisted to support the development of much-needed curriculum and other language support materials. The documentation of language can be used to develop language-learning materials to increase the use of the Tahltan language and to assist language teachers. The Tahltan Ancestral Study team, which is under the Tahltan Central Councilâ&#x20AC;&#x2122;s Tahltan Heritage Resources Environmental Assessment Team (THREAT), has been working on an atlas consisting of 36 maps based on a 1980s study on governance and sovereignty. All of these maps would be valuable assets in the language classroom. As well, there is a need to continue to work with Elders to record and document more place names to add to the atlas, especially since this was emphasized in the goals.
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Learning Tahltan online didenekeh.com
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Technology At this point in time, the only Tahltan language materials that have been archived online are Tahltan language lessons (didenekeh.com) and youtube videos that connect images with Tahltan words. It is important that we take advantage of technology for language revitalization, without losing connections to community and the land. Technology can be a way to connect with the younger generation and a way for Tahltan members who do not live on Tahltan territory to have a way to learn the Tahltan language. The use of social networking sites is also a way for people to make language and cultural connections with each other. It is crucial that we involve our youth in the revitalization of our language, and technology may be the way to do that. With the increased usage of smartphones (e.g. iPhone, Blackberry) and tablet computers (e.g. iPad, Galaxy Tab), application software (or â&#x20AC;&#x153;appsâ&#x20AC;?) are being pursued to allow people to interact and learn Indigenous languages using such mobile devices.
Archives/repository While the Tahltan Central Council has archives in their office in Dease Lake, it is important to create a library where copies of language documents (both written and audio-and-video recordings) can be stored and be accessible to the Tahltan community (Virtue and Gessner, 2012). These materials should be accessible as hard copies and/or electronic copies.
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4. Training and Professional Development It is crucial that our people be provided with training and professional development in regards to revitalizing our language. Our people need to be provided with as many opportunities so that they can become teachers, curriculum developers, linguists, recorders, and documenters of our language. An important part of this training is to have programs coming to our communities, as opposed to our people having to leave our territory in order to receive an education. Communitybased delivery is often more appropriate in order to make programs more flexible and welcoming to First Nations communities. Training and educational institutes can work in partnership with our communities to create meaningful educational programs that respect and honour our peopleâ&#x20AC;&#x2122;s ways.
Certification of Language Teachers Conversations with the current language teachers emphasized the importance of having a Tahltan Language Authority. The B.C. Teacher Regulation Branch recognizes First Nations Language Authorities. Once a language authority has been established, this body has the ability to recommend proficient speakers of their language be given a First Nations Language Certificate. By having this valid B.C. teaching certification, these speakers are able to teach in B.C. schools so that they can pass on their language to future generations. Without this certification, there are often individuals who are taking on the role of language teacher but not given the credentials, pay, or professional development that is accorded to teachers in the public school system. The Tahltan Language Authority would have the power to recognize Tahltan language teachers by recommending them for certification by the B.C. Teacher Regulation Branch.
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Teacher Training Language teachers In two of our communities, our language teachers have each been given the job title “Aboriginal Language and Cultural Assistant.” These individuals are hired as staff members to help “teachers in developing, preparing, presenting, and integrating Aboriginal language/cultural activities into the regular curriculum” (School District 87, 2008). Because these language teachers have been carrying out the responsibilities of a certified teacher without the recognition or pay, they have felt the need for more training, support, and professional development. The Developmental Standard Term Certificate in First Nations Language and Culture (DSTC) is a program that was developed by First Nations communities, the First Nations Education Steering Committee, and the B.C. College of Teachers. It requires students to enroll in 90 credit hours of course work at post-secondary institutions. Since it began in 1999, eight First Nations organizations have partnered with post-secondary institutions to offer this program. This may be one way in which our language teachers can receive teacher certification. It is important to have qualified teachers, as well as having a number of other educational and/or language professionals (e.g. curriculum developers, linguists and language researchers), in order to provide support for each other and for the development of learning materials (Johns & Mazurkewich, 2001). It is also important to provide teachers with the linguistic and pedagogical training to teach Aboriginal languages (Johns & Mazurkewich, 2001). Language teaching needs to focus on authentic language use and on teaching discourse skills (Omaggio Hadley, 2001). The academic discipline of Indigenous Language Revitalization is a growing field, with several B.C. post-secondary institutes developing new certificate, diploma, Bachelor, and Master level programs.
Other teachers While the focus has been on the training and professional development of Tahltan language teachers, it is also important to provide support for non-Tahltan teachers who are teaching in our schools. This support could be in the form of accredited curriculum that brings Tahltan language and culture into the classroom, as well as providing workshops and professional development experiences that focus on how to provide ways for our children to see themselves reflected in both the curriculum and in their learning experiences.
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Community Training If the language teachers are not fluent speakers of their language, it is vital that they have fluent speakers coming into their classroom on a regular basis. Even if the teacher is a fluent speaker, other fluent speakers should be coming to the classroom so that the students can hear their language spoken conversationally and by different fluent speakers. While it is crucial to train language teachers within the K-12 system, it is also important to ensure that fluent speakers who are going into K-12 and post-secondary classrooms to teach Aboriginal language courses are trained and feel both confident and competent. This training would benefit not only the current language teachers, but also for back-up teachers who would replace the regular language teachers. This is so that the persons filling in for the language teachers would feel confident and be proficient in the duties that they would be expected to carry out in the language classroom. This would benefit not only the teacher, but the on-call teacher and students as well. It is also important to train community members as language support workers in the classroom. Our people also need to be trained in the ways of recording, documenting, and digitizing our language. From this work, they can learn how to build an archive for the Tahltan language.
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Post-Secondary Opportunities There are language revitalization programs offered around the province and in other parts of the world which would benefit our people. Depending on the program, some post-secondary institutes are willing to teach the courses in the communities if they are able to get a cohort with a certain number of students. While not exhaustive, listed below are examples of such courses and programs that are being offered. Northwest Community College University of Northern British Columbia University of Victoria
FNST 120 – Aboriginal Languages: Preservation & Revitalization Tahltan 101/102 Tahltan 201/202 (in development) Certificate in First Nations Languages FNST 223 & 324 (focus on First Nations Language Immersion) Certificate in Language Revitalization Diploma in Language Revitalization Bachelor of Education in Indigenous Language Revitalization
University of British Columbia
Simon Fraser University Massachusetts Institute of Technology University of Arizona
Graduate Certificate & MA or M.Ed in Indigenous Language Revitalization FNLG 480 – Endangered Language Documentation & Revitalization LLED 480 – Multimedia Technology & Indigenous Language Revitalization LLED 565 – Global Perspectives on Indigeneity: Solidarity, Struggle, and Possibilities in Language & Literacy Education Certificate in First Nations Language Proficiency Graduate Certificate & MA in First Nations Language Proficiency and Revitalization (in development) Indigenous Language Initiative – Ken Hale Memorial Master’s Program (community able to send more than one student for 2 years to learn about the linguistics of their language & be able to carry out both scholarly & practical work in their language) MA in Native American Languages and Linguistics, focus on Indigenous languages and communities
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Networking Tahltan community members should attend to symposiums, workshops and other scholarly meetings dealing with language revitalization so that those representatives can share, learn, and network with other people with the same interest in revitalizing Indigenous languages. One conference that representatives from all three communities will be attending is the Chief Atahm Immersion School Language Conference in April 2013. Other examples of relevant language conferences are the Stabilizing Indigenous Language Symposium, the Athabaskan/Dene Languages Conference, and the Conference on Language Documentation and Conservation.
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Action Plan The following tables provide an action plan for the completion of the Language Revitalization Planning Framework.
Language Priority Area 1. Language Governance
Outcome Establish sustainable governance structure
Actions/Activities
Participants / Partners
Year 1 Year 2 (2012-2013) Participants: Hiring of Establish and community Tahltan ratify terms of members, Language & reference SCWG Culture Lead Establish how Partners: FPCC, Establish Language coordinators makeup and Authority will from language purpose of: recognize and authorities language & evaluate around the culture proficient province, BC advisory language Teacher panel, speakers for Regulation working group certification to Branch BC Teacher Establish Regulation Tahltan Nation Branch Language Protocol Set meeting Agreement schedule
Year 3 Continue to create new words/ phrases
Year 4+ Monitoring and Evaluation
Come up with name for governing body in the Tahltan language Creation of new words/ phrases
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Language Priority Area
Outcome
Actions/Activities
Participants / Partners
Year 1 Year 2 (2012-2013) Carry out Participants: Carry out Carry out research for Community research on: language Language members, survey Planning working group 1) status of Process language Develop Partners: FPCC, Guiding Ministry of 2) language Principles for Education, authorities Tahltan post-secondary around the Language institutes, province Planning Indigenous nations 3) language Begin to worldwide programs implement around the Tahltan world Language Plan 4) gathering of language documents Establish a Participants: Have Promote communication -TCC meetings in language by process -SCWG communities having it -Tahltan Band spoken in Council meetings, at -Iskut Band workplaces; Council community events Plan several community meetings throughout the year
Year 3
Year 4+
Continue to implement Tahltan Language Plan
Monitoring and Evaluation
Continue to promote language by honouring â&#x20AC;&#x153;language championsâ&#x20AC;? and updates of work in newsletters and online
Monitoring and Evaluation
Plan yearly Tahltan language symposium Create newsletter & online presence
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Language Priority Area 2. Language Programs
Outcome Develop programs for children and youth 1) pre-school 2) K-12 3) Immersion programs
Actions/Activities
Participants / Partners
Year 1 (2012-2013) 1) Participants: Meet with Dr. fluent speakers, Kathryn community Michel, comembers, founder of parents Adamâ&#x20AC;&#x2122;s Lake language Partners: SD nest, Dr. #87, Headstart, Candace FPCC, Galla, Friendship Hawaiian Centre professor Pregnancy Outreach program, provincial language nest programs 2) Participants: Meet with Dr. language Trish teachers, Rosborough, Tahltan Director curriculum Aboriginal Ed, developer & Min of Ed teachers Attend Partners: SD Indigenous #87, SD # 52, Languages Min of Ed Consultation meeting, Ministry of Education 3) Participants: Meet with Dr. language Kathryn teachers, Michel, coTahltan founder of curriculum Chief Atahm developers & Immersion teachers School Partners: -Chief Atahm School
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Year 2 Attend Chief Atahm conference & visit Adamâ&#x20AC;&#x2122;s Lake language nest
Year 3
Year 4+
Develop plan Monitoring to start and language nest Evaluation in one of the communities
Research logistics of starting language nest
Research other school districts in province & their language curriculum Hire curriculum development team & start to develop language curriculum Attend Chief Atahm conference, April 2013 Research logistics of starting Immersion School
Continue to develop accredited language curriculum
Develop plan to start Immersion School in one of the communities
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Language Priority Area
Outcome
Actions/Activities
Participants / Partners
Year 1 (2012-2013)
Develop/offer 1) Participants: programs for parents, parents & adults children, Tahltan curriculum 1) Home developer Partners: SD #87 2) Participants: 3) Masterworking group, Apprentice fluent speakers, Program (MAP) Tahltan professor 4) Immersion sessions Partners: NWCC 3) Participants: fluent speakers, language learners
Year 2
Year 3
Year 4+
Develop Develop language online/ manual for recorded parents to use materials to in the home accompany manual
Monitoring and Evaluation
2) Courses/ programs
Tahltan Offer NWCC's Offer NWCC's language FNST 120 Tahltan course 101/102 available online: didenekeh.com
One Tahltan MAP team working on 2nd year
MAP team working on 3rd year
Add "Offer NWCC's Tahltan 201/202
MAP teams working on 2nd year
Have several Have more MAP teams MAP teams apply for apply for FPCC funding FPCC funding & support & support 4) Participants Immersion Offer Offer -fluent speakers, sessions immersion immersion semi-fluent offered in sessions in all sessions in all speakers, Iskut 3 communities 3 communities community as well as members non-Tahltan communities if feasible Develop 1) Participants: Culture Develop Continue to Monitoring programs for all both Tahltan camps language develop and ages health organized by program/ language Evaluation authorities, both health curriculum for curriculum for 1) Culture Tahltan authorities culture camps culture camps camps curriculum developer 2) Language & culture evenings Partners: SWWG Partners: -FPCC
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ages 1) Culture camps Actions/Activities
Language 2) Language & Participants / Outcome Priority Area culture evenings Partners
Year 1 (2012-2013)
2) Participants: community members, fluent speakers, cultural experts (song, dance, beading, regalia making, etc.) Partners: -Friendship Centres 3.
Recordings
1) Participants:
Year 2
Year 3
Year 4+
Plan Tahltan language and culture evenings in both Tahltan and nonTahltan communities (e.g. Terrace, Smithers, Prince Rupert, Vancouver, Whitehorse) Transcribe & translate Tahltan language on tapes from 80s study
-continue to offer language & culture evenings in both Tahltan and nonTahltan communities
Continue to Monitoring transcribe & and Documentation 1) Transcription THREAT/TUS, translate Evaluation & translation of working group Tahltan old recordings language on Partners: tapes from 2) Creation of linguists 80s study new recordings 2) Participants: Hiring of Continue Continue fluent speakers, Tahltan working on the working on the community Language documentation documentation members, Revitalization of the of the working group, Coordinator & language language SCWG Tahltan Language Research Assistants from all 3 communities (working group) to document language Purchase of recording equipment and computers
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Language Priority Area
Outcome
Actions/Activities
Participants / Partners
Year 1 (2012-2013) Development of Participants: Hiring of a dictionary & Tahltan grammar guide -fluent Language speakers, Revitalization community Coordinator members, &Tahltan working group Language Research Assistants from all 3 communities (working group) to work on dictionary and grammar guide Development of Participants: Research language fluent speakers, Tahltan learning language languagematerials teachers, learning Tahltan materials curriculum already developer developed Partners: -SD #87 -Ministry of Education -FNESC Development of Participants: technology for working group language learning Partners: -FirstVoices
Research other languagelearning materials that have been developed Online course available (didenekeh.co m)
Year 2
Year 3
Year 4+
Continue Continue Monitoring working on working on and documentation documentation Evaluation & development & development of dictionary & of dictionary & grammar guide grammar guide
Research other school districts in province & their language curriculum Hire curriculum development team & start to develop language curriculum Make digital language materials available to all members
Continue to develop language learning materials
Monitoring and Evaluation
Continue to Monitoring develop digital and learning Evaluation materials
Development of digital language materials that can be downloaded to mobile devices
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Language Priority Area
Outcome
Actions/Activities
Participants / Partners
Year 1 (2012-2013)
Development of Participants: Archives/ working group, Repository TCC, THREAT
Training and Professional Development
Certification of Language teachers
Training of teachers 1) Language teachers 2) Other teachers
Year 3
Develop an Continue to archive of all work on digital archive language files/ materials that is accessible to all Tahltan members
Partners:
4.
Year 2
-SFU (through SSHRC research grant) Participants: Establish Establish how makeup and Language -Tahltan purpose of: Authority will Language language & recognize and Authority, culture evaluate language committee, proficient teachers language language authority, speakers for Partners: BC advisory certification to Teacher group, BC Teacher Regulation working group Regulation Branch Branch Participants: community members, both band councils, Tahltan educators, Tahltan curriculum developer, working group
Research PD opportunities for language teachers
Research possibilities of postsecondary institutes bring Partners: post- programs to secondary our territory institutes, SD # 87, Min of Ed
Research PD opportunities/ ideas for nonlanguage teachers &/or non-Tahltan teachers
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Year 4+ Monitoring and Evaluation
Monitoring and Evaluation
Work with Continue to Monitoring postwork with and secondary postEvaluation institutes to secondary bring courses/ institutes to programs to bring courses/ our territory programs to our territory Advertise to members training/PD possibilities in language revitalization training to ascertain interest Implement PD Continue to opportunities implement PD for nonopportunities language &/or for nonnon-Tahltan language &/or teachers non-Tahltan teachers
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Language Priority Area
Outcome
Participants / Partners
Training of Community members
Access postsecondary opportunities
Participants: community members, both band councils Partners: NWCC, UVic, SFU, UBC, UNBC, MIT, U of Arizona
Create networking opportunities
Participants: fluent speakers, headstart, language teachers, working group
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Actions/Activities Year 1 (2012-2013) Train community members to record, document and digitize language
Build relationships with all postsecondary institutes offering Tahltan language courses and/ or language revitalization courses/ programs
Information in TCC newsletter about Tahltan Nation Language Coordinator
Year 2 Provide training for language support workers & oncall teachers similar to training for teachers
Year 3
Year 4+
Provide Monitoring training and and access to Evaluation equipment to members wanting to learn how to record, document and digitize language
Train more community members to record, document and digitize language Offer NWCC's Offer Monitoring FNST 120 NWCCâ&#x20AC;&#x2122;s and Tahltan Evaluation Work with 101/102 postOffer secondary Continue to NWCCâ&#x20AC;&#x2122;s institutes to work with 201/202 bring courses/ postprograms to secondary our territory institutes to bring courses/ Have programs to community our territory members apply for Have courses/ community programs members apply for courses/ programs Have Have Monitoring community representation and representatives from all Evaluation attend Chief communities Atahm attending Immersion other School language Conference conferences April 26-27, 2013
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References Asp, V. J. (2012, June). Tahltan Ancestral Study: Multi-generational land planning and research. Presentation at Tahltan Central Council’s Annual General Meeting, Telegraph Creek, BC. Asp, V., & Banci, V. (2012, March). Tahltan Ancestral Study (TAS): Translation and transcription of audio heritage materials – “Filling in the blanks.” Draft proposal presented to the Stikine Wholistic Working Group at Tahltan Central Council’s Socio-cultural meeting, Dease Lake, BC. Carter, C., & Tahltan Tribal Council. (1994). Tahltan children's illustrated dictionary. Dease Lake, BC: Tahltan Tribal Council. First Nations Steering Committee. (n.d.). Development Standard Term Certificate. Retrieved July 3, 2012, from http://www.fnesc.ca/atec/dstc.html First Peoples’ Heritage, Language and Culture Council. (2010). Report on the status of BC First Nations Languages 2010. Brentwood Bay, BC: First Peoples’ Heritage, Language and Culture Council. Retrieved from http://www.fphlcc.ca/downloads/2010-report-on-the-statusof-bc-first-nations-languages.pdf Fishman, J. (1991). Reversing language shift: Theoretical and empirical foundations of assistance to threatened languages. Clevedon: Multilingual Matters Ltd. Hinton, L. (2001). Language revitalization: An overview. In L. Hinton, & K. Hale (Eds.), The green book of language revitalization in practice (pp. 3-18). San Diego, CA: Academic Press. Ignace, M. B. (1998). Handbook for Aboriginal language program planning in British Columbia. Vancouver, BC: First Nations Education Steering Committee. Johns, A., & Mazurkewich, I. (2001). The role of the university in the training of Native language teachers. In L. Hinton, & K. Hale (Eds.), The green book of language revitalization in practice (pp. 355-366). San Diego, CA: Academic Press. Kirkness, V. (2002). The preservation and use of our languages: Respecting the natural order of the creator. In B. Burnaby, & J. Reyhner (Eds.), Indigenous languages across the community (pp. 17-23). Flagstaff, Arizona: Northern Arizona University. Socio-Cultural Working Group Report
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McIvor, O. (2005). Building the nests: Indigenous language revitalization in Canada through early childhood immersion programs. (Unpublished master’s thesis). University of Victoria, Victoria, BC. Omaggio Hadley, A. (2001). Teaching language in context (3rd ed.). Boston: Heinle Cengage Learning. Royal Commission on Aboriginal Peoples. (1996). Gathering strength: Report of the Royal Commission on Aboriginal Peoples. Ottawa: Minister of Supply and Services. School District 87 (Stikine). (2008). School district 87 Aboriginal programs. Retrieved from http:// www.sd87.bc.ca/AbEd Sharp, T. (2010). It’s common knowledge in communities. The Ring, 36 (6), 1,4. Retrieved June 1, 2012, from http://ring.uvic.ca/sites/default/files/archive/ringjune2010-web.pdf Virtue, H., & Gessner, S. (2012, May). B.C.’s language authority & language plan development. Workshop presentation at the 19th Stabilizing Indigenous Languages Symposium, Kamloops, BC. Retrieved from: http://www.fpcc.ca/files/PDF/ Language_Authority_WorkshopSILS19-2012.pdf
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Appendix A: Tahltan Nation Language Protocol Agreement Tahltan Nation Language Protocol Agreement Between Tahltan Central Council Tahltan Band Council Iskut Band Council
Background: According to the First Peoples’ Cultural Council’s 2010 Framework for Defining and Measuring Language Endangerment, the Tahltan language is considered to be in the “Critically Endangered – Nearly Extinct” level of endangerment. This is because it is no longer being learned as a first language by children, is only spoken by the grandparent generation and up, and it is not normally spoken by adults and children, with the exception of some individuals who are learning the language. In regards to usage, our language is rarely spoken in homes or in the workplace. There is some usage at culture camps, and leaders and others at community events are starting to use it in their addresses and speeches. In regards to educational institutes, there is limited use of the Tahltan language in pre-school programs, while there are language classes being taught in two out of the three schools, with students getting approximately 30 minutes of Tahltan language instruction per day. There have been post-secondary level courses developed, but they have not been taught as of yet. Our fluent speakers are our most valuable resource. Based on numbers supplied to First Peoples’ Cultural Council by the two Tahltan health authorities (Tahltan Health and Social Services Authority and Iskut Valley Health Services) in 2010, there were 50 fluent speakers of the Tahltan language out of a reported population of 1,377. Based on that population, there were 4% fluent speakers, 19% semi-speakers, and 18% learners of the Tahltan language. Since 2010, we have lost several fluent speakers, and so the need to document, preserve, and revitalize our language is becoming even more imperative. Our children are also invaluable resources. Babies begin to acquire language within months of being born, and by the age of five, they have mastered the basic sound system
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and grammar of their mother tongue. Therefore, it is crucial to focus on early childhood language immersion programs that involve young children and their parents. Pertaining to documentation resources, we have the Tahltan Children’s Illustrated Dictionary, with the need for a more extensive dictionary and grammar guide. Regarding language learning materials, we have the Basic Tahltan Conversation Lessons, three booklets and audio recordings that were created in collaboration with Iskut Elders, as well as Tahltan Language Lessons (available online). While this is a good beginning, we need to be doing so much more in regards to the documentation of our language and the development of effective language learning materials. From First Peoples’ Cultural Council’s 2010 report, much of what needs to be done to revitalize our language can be accomplished under the guidance of a “language authority” whose role is to: govern language-related initiatives, approve work done on the language, develop language-based policies, take responsibility for the revitalization future of the language, develop a viable and sustainable plan for community language revitalization, plan and implement language revitalization projects, and certify language teachers. A “language authority” would empower our people to take control of not only the revitalization of our language, but also our education and health in regards to language revitalization. As well, with the need for human resources to both teach the language and develop documentation resources, this will be an important career opportunity for many of our people.
Objectives: The Tahltan Nation wishes to create a governing body, which will provide governance and guidance in regards to the revitalization of our language.
Protocol Agreement Whereas: •
The members of the Tahltan Nation seek to document, preserve, promote, and revitalize the Tahltan language;
•
The members of the Tahltan Nation seek to bring our communities together into one strong and unified nation in order to work together to revitalize the Tahltan language;
•
The members of the Tahltan Nation seek to increase the number of fluent speakers;
We agree to work together to undertake the following activities in order to document, preserve, and revitalize the Tahltan language; •
By establishing a Tahltan Language and Culture Advisory Panel made up of at least one fluent speaker who is appointed by Council from each community (including the TCC), who
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will provide advice to and seek support from Leadership in regard to promoting language and culture revitalization, provide guidance in the creation of short and long-term language and culture revitalization plans, act as a language authority in the certification of Tahltan language teachers for the BC Teacher Regulation Branch, and serve as the decisionmaking body for language and culture revitalization; •
By establishing a Tahltan Nation Working Group made up of the Tahltan Language and Culture Lead and Tahltan Language Revitalization Coordinators from all three communities. This group will seek guidance from the Language and Culture Advisory Panel in order to collaborate, plan, and administer the Tahltan Language and Culture Plan;
•
By creating language teams in each of the three communities to interview fluent speakers in order to document the language, as well as creating language resources;
•
By supporting the training of Tahltan individuals who wish to learn and document the language;
•
By supporting the training of Tahltan individuals who wish to teach the language and learn how to develop language learning materials;
•
By conducting a language survey that reaches out to all Tahltan members, regardless of their place of residence or occupation in the Tahltan territory, that can be used to: determine the degree of language knowledge and usage in the community, identify individuals who are interested in participating in the revitalization process, find out what kinds of language projects Tahltan members would like to see implemented, and understand attitudes of all Tahltan members towards our language and language revitalization;
•
By carrying out research on the language, as well as to find out such things as: what resources are available, what other language revitalization programs are doing provincially, federally and globally;
•
By ensuring that language resources (both written and audio- and video-recording) are safely housed and inventoried and are accessible to our people;
•
By supporting the use technology to find ways to engage our young people in language learning, as well as for members who do not live on our territory but would like to learn the Tahltan language;
•
By supporting language and culture activities in both Tahltan and non-Tahltan communities, wherever Tahltan people live and show an interest in their culture and language;
•
By supporting Tahltan immersion programming for young children and their parents;
•
By supporting immersion programming for all ages;
•
By working with the schools in the three Tahltan communities to find ways of bringing Tahltan language and culture into the classroom in culturally appropriate ways (e.g. development of an accredited language program, development of curriculum for all subjects, providing workshops and other forms of training for teachers, etc.);
•
By sending Tahltan representatives to conferences, workshops and other meetings dealing with language revitalization so that they can share, learn, and network with other people
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with the same interest in revitalizing Indigenous languages and bring that knowledge back to our people; •
By promoting our language and creating awareness amongst our people about the importance of our language and how it connects us to our land, our Elders, our Ancestors, our identity as Tahltan people, our well-being, and as a form of empowerment for our nation;
We, the undersigned, agree to this Protocol, on behalf of the members of the Tahltan Nation.
__________________________________________________________________ Annita McPhee – President/Tahltan Central Council
__________________________________________________________________ Rick McLean – Chief Councillor/Tahltan Band Council
__________________________________________________________________ Marie Quock – Chief Councillor/Iskut Band Council
__________________________________________________________________ Date
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Chapter 3
3. Tahltan Employment and Training Strategy
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Successes So Far Training & Opportunity-Matching The Third Annual Job Fair in Dease Lake was held on April 20, 2013, bringing together employers, education and training providers, and funding organizations. Students from about 50 high schools in the region attended to learn about careers in mining, hydro and other opportunities. Northern Lights College graduated 20 heavy equipment operators in January 2013. The graduates can now operate crawler dozers, track excavators and other vehicles used by the resource industry. Pre-Employment Training for Tahltan Youth was completed recently. It involved: one week of job readiness training, plus two weeks of paid work experience in a camp setting. A YouTube video celebrates the program. Program provided by Spatsizi Remote Services Corporation (a subsidiary of Tahltan Nation Development Corp.), AltaGas, Tricorp and Sodexo.
Capacity Building An Employment and Training Coordinator hired for the whole Tahltan Nation. Professional office skills training is underway for five employees of Tahltan organizations (TNDC, TCC, THSSA) via Northern Lights College.
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Government Agreements Two major resource agreements were signed with the Province of British Columbia on March 14th, 2013: Resource-Revenue Sharing Agreement for the Forrest Kerr hydroelectric project. The province will provide Tahltan Nation with revenues beginning at $2.5 million per year for the 60-year life of the project. This is the first agreement signed under B.C.'s First Nations Clean Energy Business Fund, created by the Clean Energy Act. Shared Decision-Making Agreement â&#x20AC;&#x201C; an historic government-to-government framework that will see Tahltan Nation and the B.C. government jointly make decisions about resources on Tahltan lands. Over the coming years, the two parties will address wildlife issues, mineral exploration and environmental monitoring for example.
Aboriginal Relations & Reconciliation Minister Ida Chong (center) with Tahltan leaders, Elders, and Castlemain Group negotiators. The agreements received significant media coverage, including in the Vancouver Sun, The Tyee, and Terrace Standard.
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Resource Developments Construction is underway on the Northwest Transmission Line (NTL) – initial clearing work is done, but major construction of towers, etc. begins shortly. It’s expected to complete in May 2014. The power line is essential for major industrial initiatives such as the Imperial Mines’ Red Chris project. AltaGas’s $1.2 billion micro-hydro project is well into construction. It is one of the largest run-of-river projects in North America. Completion date is also May 2014, to coincide with the NTL completion date. Initial phase construction of Red Chris mine site is underway, including work on the tailing pond. Workers have been employed there for 1.5 years. The company needs to build its own transmission line spur (aka “NTL North”) to connect to the main NTL by May 2014.
Responsible Development Recognition A National Tides Canada “Top 10” environment award was given to Tahltan Central Council for our nation’s permanent protection of The Klappan, aka Sacred Headwaters, from industrial development. President Annita McPhee received this award in Toronto, along with Shell Canada and environmental groups. McPhee received significant media exposure in Canada and the U.S. about Tahltan Nations’ model for sustainable economic development.
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Introduction The Tahltan people are facing unprecedented development in their traditional territory. In the last decade, nine mega-projects have been proposed. Three of those projects are under construction. The AltaGas Forrest Kerr 195 MW project is scheduled for completion in Fall 2013. In addition, AltaGasâ&#x20AC;&#x2122;s other two run-of-river projects in their micro-hydro cluster, Volcano and McLymont, are under construction and will be completed in 2015. The Northwest Transmission Line is scheduled for completion by May 2014. With an estimated Tahltan labour force of 1,800, including 600 workers in the core communities of Telegraph Creek, Dease Lake and Iskut, there is a strong need for an employment and training strategy. Outside Tahltan Territory to the south, large projects are under construction and being planned. The Northwest is conservatively expected to have $10 billion worth of projects built in the next five years. There are a number of LNG plants proposed, as well as the $5 billion Rio Tinto Alcan upgrade. These outside projects will both compete for workers from the Tahltan labour force and provide opportunities for Tahltan workers. In order to meet its mandate and the challenge of ensuring the Tahltan people benefit from this rapid development, the Socio-Cultural Working Group has commissioned an employment and training strategy for the Tahltan people. This document will lay out the conditions, challenges and suggested strategies and recommendations to plan for employment and training in the Tahltan territory. (Seated L-R) Chief Marie Quock, Chief Rick McLean, and Tahltan Central Council President Annita McPhee signing an agreement with Altagas executives on September 28, 2011 for the McLymont Creek and Volcano Creek hydroelectric run-of-river projects.
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Table 1: Projects in Tahltan Territory
"[These developments] mean people can stay in the community, buy the food they need, live their lives, and not have to rely on social assistance dollars." - Chief Rick McLean, Tahltan Band Council
Source: Tahltan Nation Development Plan, 2013
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Rationale The Tahltan people, through their partnership with the B.C. Government, are working to proactively plan for this development through the Socio-Cultural Working Group (SCWG). One of the tasks of the SCWG is to build an employment and training strategy to allow the Tahltan people to benefit fully from these large-scale developments. The Tahltan have never had an employment and training strategy for their people and as such have never built the necessary governance and infrastructure.
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Goals This employment and training strategy has three distinct goals: 1. To establish a mandate and create Tahltanâ&#x20AC;&#x2122;s own employment and training strategy. Currently, Tahltan are in reactionary mode and do not have their own information and strategic goals in position when large economic development opportunities and training initiatives present themselves. 2. To establish the governance and infrastructure to support goal one. 3. To create an ongoing sustainable employment and training program that is funded and resourced appropriately and is charged with implementing the strategic goals of the Tahltan Nation as they relate to employment and training
Chart 1: Goals of the Employment and Training Strategy
Strategy(and( Mandate(
Governance(and( Infrastructure(
( Establish( Strategy(and( Mandate(
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Ongoing(
( Establish( Program( Structure(
(
( Implement( and(Deliver( Strategic( Trainin (
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Governance The Tahltan governance structure is currently comprised of three governments including the Tahltan Central Council, the Tahltan Band and the Iskut First Nation. The Tahltan Band looks after the reserves at Dease Lake and Telegraph Creek while the Iskut First Nation looks after the reserves at Iskut. The Tahltan Band has an estimated population of 1,708 members while the Iskut First Nation has 705 members on their members list. The Tahltan Band governance structure is comprised of a Chief and five councillors who are elected on a two-year election cycle. Iskut First Nation has a Chief and five councillors who are elected on a staggered three-year election cycle. Both bands have signed band council resolutions (BCRs) charging the Tahltan Central Council with the responsibility of looking after title and rights for the Tahltan Nation. The Tahltan Central Council also looks after larger Nation planning efforts and government responsibilities. The Tahltan Central Council has a President, Vice-President and Secretary Treasurer, all of whom are elected by all members of the Nation on a two-year cycle. Rounding out the council are ten family representatives who are appointed by their families at the AGM. In a census carried out in 2009, the TCC counted over 2,700 members of Tahltan ancestry in the Tahltan Nation. Both the Tahltan Band and the Iskut First Nation currently have economic development officers as well as an Education Coordinator. The Tahltan Central Council hired an Employment and Training Coordinator for the Tahltan Nation in January 2013. Although the Bands have positions such as Economic Development Officers with responsibilities in the areas of training and employment as part of their job descriptions, there is no real infrastructure for building up the capacity of the Tahltan people or strategically targeting resources to ensure that local workforce needs are met. The Tahltan Nation requires a focused governance structure for the employment and training of the Tahltan people. This is a Nation issue that not only encompasses members living in the communities, but Tahltan members who live outside the territory as well. The benefits of building a well-resourced and focused governance structure include a long-term consistent focus, and a mandate to build up the capacity of the Tahltan people to ensure they participate fully in the economic development of the territory.
Analysis: Rationale for developing the foundational governance structures of a Tahltan employment and training initiative
1. The Tahltan Nation does not have a singular focus on employment and training 2. There is no current dedicated governance infrastructure to support an Employment and Training strategy 3. Employment and Training efforts are not consistently resourced by the Tahltan Nation 4. There is no strategic focus to employment and training efforts
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Mandate of the Socio-Cultural Working Group The members of the Tahltan Socio-Cultural Working Group consist of a Chair, Representatives from the Tahltan Band, Iskut First Nation and the Tahltan Central Council. Provincial representatives from the Ministry of Aboriginal Relations and Reconciliation sit on the Working Group and any ministries from the government may be invited as needed. The Tahltan and Province are establishing a Social Cultural Working Group to address sociocultural matters as they generally pertain to the wellness and survival of the Tahltan Nation and potential changes associated with the Northwest Transmission Line (“NTL”) and development that the NTL enables (“NTL Impacts”). The SCWG will be a high-level body that will identify strategic priorities and opportunities in the mitigation of impacts and enhancement to Tahltan socio-cultural well-being as related to the NTL. The SCWG will provide direction and oversee associated work undertaken through a Standing Sub- Committee and other forums in order to implement long term strategies that foster sociocultural well-being. The SCWG will seek to change the dynamics and patterns of the past, and create a mutually enriching structures and outcomes.
Socio-cultural matters include, but are not limited to, family development, health, language, culture, education, training, employment, food security, justice, housing, public safety and economics. If a matter affects the Tahltan community’s sense of identity, well-being and/or safety, addressing it is critical. SCWG may address all socio-cultural matters. However, SCWG priorities will be to address matters that are reasonably linked to NTL Impacts. The immediate priorities of the SCWG include building strategies around Health, Employment and Training, Language and Culture and Community Infrastructure. As outlined in ‘Getting Our Voices Back’, 2012, the SCWG has two main mandates: 1. To protect Tahltan culture and society from the potential negative effects of rapid development 2. To ensure Tahltan members are ready for the employment opportunities arising from development
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Leadership Forum One of the first activities of the SCWG was to create a Leadership Forum for the Tahltan people to discuss goals and strategies to meet the challenge of rapid development. The Tahltan people met over two days in March 15-16, 2012 to plan for development. One of the main priorities they identified was the need for training and employment. As well the people in the forum worked collaboratively during those two days to create a vision for training and employment:
Vision: A self-reliant, self-sufficient Tahltan Nation with our own Tahltan based policy and curriculum regarding employment and training in the territory implemented by the Nation. Some of the goals identified by the Tahltan people were to: 1. Undertake the creation of an essential skills inventory 2. Form a committee with two representatives from each of the three communities 3. Create a Tahltan employment and training centre to focus, combine, and prioritize funding according to needs across the whole Nation, rather than each community doing its own thing Other strategies and activities suggested by Tahltan members were to: 1. 2. 3. 4. 5. 6. 7.
Create accessibility to training Have input into the employersâ&#x20AC;&#x2122; hiring committees Have options for employers regarding training or accessibility to training Help employees achieve the career of their choice Deliver more management training Have access to a jobs website Create a central training and employment organization so all money can be directed to the Tahltan people to design and implement training 8. Train the trainer 9. Staged training and responsibility
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Economic Picture Preface The Tahltan people have had a long history with mining and large construction projects in the area. Beginning with the Telegraph line to Alaska, the building of the Alaska Highway during World War II and the Cassiar Gold Rush, the area has been subject to many boom-bust cycles. Over the past sixty years, the Tahltan people have been deeply involved with mining projects from exploration to large operating mines.
Table 2: Operating Mines in the Territory Mine Cassiar Asbestos Mine Snip Mine Eskay Creek Golden Bear Johnny Mountain Erickson Gold Mine
Construction 1990 1995 1988
Operating 1952-1992 1991-1999 1994-2008 1996-2001 November 1988-August 1990, 1993 1983-1988, 1994-1997
Mineral Asbestos Gold Silver, Gold Gold Gold Silver, Gold
“As a Tahltan Nation, we want to prepare for the billions of dollars in resource developments that are being proposed.” - Annita McPhee, President, Tahltan Central Council
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Economic Boom Underway Currently, the Northwest is experiencing a boom with construction underway on the three AltaGas run-of-river projects, the Northwest Transmission Line and the Red Chris Mine. It is expected that the construction boom will be over substantially by 2016-2017 with the peak of construction happening in 2014.
2015 will mark a pivotal turning point as employment in the area will turn from construction jobs to long-term operations jobs in the Red Chris mine. The mine will need a substantial amount of heavy equipment operators, electricians, welders, supervisory staff and labourers. This will require some forethought and planning as the Tahltan workforce is currently comprised mostly of jobs related to construction including heavy equipment operators and labourers. Many of the jobs in the mine will require apprenticeships, upgrading of core skills and further investment in education.
Chart 2: Expected Employment Profile in Tahltan Territory, 2012-2018
EXPECTED 1600 1400
Employment
1200 1000
Construction
800
Operations
600
Total
400
Non-Industrial
200 0
Source: Tahltan Nation Development Plan, 2013
Source: Tahltan Nation Development Plan, 2013
The following excerpt from the Tahltan Nation Development Plan describes the current employer and estimated employee situation within the three communities: Socio-Cultural Working Group Report
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A face-to-face employment survey, combined with telephone follow-up, was conducted with employers in November 2012 and employment levels for June 2011 and June 2012 were obtained. The results are shown in Table 1. The core employers are primarily the public sector
The following excerpt from the Tahltan Nation Development Plan describes the current employer and estimated employee situation within the three communities:
A face-to-face employment survey, combined with telephone follow-up, was conducted with employers in November 2012 and employment levels for June 2011 and June 2012 were obtained. The results are shown in Table 1. The core employers are primarily the public sector (First Nation governments, K-12 education, health care and road maintenance) at approximately 250 of the estimated 397 full time equivalents (FTEs). Core employment, in this context, is those FTEs which are not directly involved in the large scale industrial infrastructure construction. The accuracy of the estimated number of FTEs is approximately +/-5%.
3!
6.5!
62.0!
5!
91!
Dease!Lake!
40!
86!
17.0!
99.5!
10!
253!
Telegraph!
18!
3!
0!
31.0!
5!
57!
Total!!Employment
Self!Employed!&! Others!
14!
22523,!48!! !Const U/li/es,!&!Transp
Iskut!
!
61562,!91!! !Govt! (Educa/on,!Health,! Public!Admin)!
44545!! !Retail!Trade
11,!14,!72!! !Fishing,! Hun/ng,!&!Accm.
Table 3: Employment by Sector Core—Summary
In addition to the core employment, there were an estimated 555 FTEs working in the Ka-ayeh on the large industrial infrastructure construction in June 2012 (see Table 2). This excludes the major and minor exploration crews working in the Ka-ayeh. Of the estimated 555 FTEs, 69 were working directly for TNDC, with the remainder at AltaGas Ltd. projects, Northwest Transmission Line (NTL), Red Chris mineral project, TNDC joint venture partners and other contractors. The significant impact of large scale industrial infrastructure construction, related to new industrial development – hydro projects, transmission lines and new mine development – has been shown separately. As will be shown in the following section, the industrial projects construction at this point has had very limited impact on the local demand for goods and services given its southern location in the Ka-
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ayeh and remote camp housing for workers. Yet, the number of FTEs and their pay levels make them a very large economic force in the Ka-ayeh.
Table 4: Construction employment estimate (June 2012) Company( TNDC% AltaGas/Forest%Kerr% NTL/McLymont% Red%Chris% Other% Total(
Employment( 69% 234% 61% 191% 45% 600(
There are also a number of individuals with incomes derived from the following: •
Contractual work directly with the major industrial projects and not through TNDC
•
Informal sector activity including arts, crafts, commercial fishing, and home based businesses
•
Pensions and investment incomes
These figures also do not reflect the following: 1) the seasonal shifts in employment with traditionally lower levels of employment in winter than in summer; 2) the growth in industrial construction activity that got underway starting in July of 2012 at Red Chris Mineral Project and on the NTL projects; and 3) substantial activity taking place at other major industrial projects at various stages of development including Galore Creek, Seabridge and Pretium Resources’ Brucejack mineral projects. The combination of these factors increased the total construction employment well beyond 600 in June 2012.
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Public Sector Organizations There are three categories of Tahltan government owned businesses. 1. Tahltan Band has three commercial enterprises, the Tahltan Centre Ltd. (store and fuel depot), the River Song Tourism Company and seven commercial salmon fishing licences for the Lower Stikine that are leased out annually to Great Glacier Salmon. Economic development is handled by the Band Manager and the Chief. Economic development potentials are reviewed directly by the Band Council. 2. Iskut First Nation has one commercial enterprise, the Kluachon Store and Fuel Station, a full time economic development staff person, an economic development committee. The band also has a recently completed economic development strategy. 3. The three governments – Tahltan Band, Iskut First Nation and Tahltan Central Council -own a successful economic development corporation, Tahltan Nation Development Corporation (TNDC), that focuses on heavy construction. The company’s mission is: “...to enable the Tahltan Nation to fully participate in the economic activities and development occurring within Tahltan traditional territory and to provide employment, training and contracting opportunities to Tahltan members.” TNDC has 17 permanent core professional administration and mechanical staff including those that work at the heavy equipment mechanics shop in Dease Lake. Construction project staff rose to more than 100 in the summer of 2012. When there are heavy construction projects in the region, TNDC has a major economic impact on the Territory both through its direct contracting and employment of Tahltans, as well as through its 21 joint venture partnerships. TNDC also uses many Tahltan owner-operated businesses as suppliers or subcontractors. The Corporation’s level of activity has fluctuated with the level of heavy construction activity in the region over the last two decades. TNDC has been able to build substantial Tahltan management capacity at the staff and board levels.
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Private Sector The region’s private sector is small with minimal retail, personal and business services, and other non-government commercial activity. There are a series of seasonal tourism facilities associated with the guide outfitting industry, and the transportation corridor between B.C. and the Yukon and Alaska. Highway 37 is the shortest road distance (also with the least changes in grade) to northwestern communities above the 60th parallel. Table 3 provides a list of most formal businesses currently operating in the Territory. There are also approximately 12 heavy equipment contractors who own machinery, who have been captured in the employment tables above and are not included in the list below.
Table 5: Employers—Tahltan Territory (2012) DEASE LAKE Tahltan Outfitters Ltd Tahltan Guides Association Arctic Divide Inn and Motel BC Yukon Air Service Dease Lake RV Park Dease River Crossing Mama Z's Jade Boulder Café Northway Motor Inn and Restaurant Northern Bear Gifts and Souvenirs Northern Thunderbird Air Super A Foods Waters Edge Campground Little Dease Adventures Bradford and Co. Guide Services Dease Lake Airport Pacific Western Helicopters Creyke Family BC Safaris Golden Bear Outfitters
Socio-Cultural Working Group Report
TCC RCMP School District 87 -‐ Office School District 87 – Dease Lake School TNDC -‐ Shop TNDC -‐ Admin Stikine Health Centre Lakes District Maintenance Service BC Rumor's Café Clean Slate Hardware THSSA (People's Haven) Northern Lights College BC Hydro Dease Lake Firehall Bandstra Transportation Tanzilla Pub Turtle's Tires Valard (non-‐TNDC contractors)
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TELEGRAPH CREEK Glenora Guest Ranch Stikine Riversong Café Stikine View Lodge Up the Creek B&B Tsayta Air Shesley River Outfitters Tahltan Centre Ltd Fishing Canada Post Tahltan Band Health Clinic (run by THSSA) School District 87 – Tahltan School RCMP AltaGas Ltd.
ISKUT & AREA Bear Paw Resort Eagle Creek Outfitters Grass Creek Ventures Harbour Air Flightseeing Adventures Iskut Lakes Lodge Mountain Shadow RV Park and Campground Red Goat Lodge Spatsizi Wilderness Vacations Tatogga Lake Resort Todagin Guest Ranch Trappers Souvenirs Iskut FN – Klappan Independent Day School Iskut FN – Iskut Valley Health Centre Northwest Telecom BC Hydro Kluachon Store Bell 2 Lodge and Last Frontier Heli-skiing
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Summary Analysis: The Tahltan Economic Picture •
Tahltan workers have a strong knowledge of mining with many Tahltan members working at Cassiar, Eskay, Snip, Erickson, Golden Bear and outside mines such as Huckleberry
•
Tahltan workers and businesses have a strong history of building large construction projects with recent projects including Forrest Kerr, Northwest Transmission Line, and Galore Creek
•
2015 will be a pivotal turning point as employment in the area will turn from construction jobs to long-term operations jobs in the Red Chris mine
•
The Red Chris mine will require a substantial number of tradespeople
•
Many of the trades jobs will require basic to advanced math and literacy skills
•
The demand for employees and increased economic activity is causing stress on the human resources of the Tahltan government and the Tahltan Nation Development Corporation
•
Management and core administrative functions are under duress as a result
•
There will be a requirement for further investment in management and administration jobs that directly and indirectly support resource development
•
Employment in Tahltan territory extends beyond resource industries – more than half of the jobs come from such sectors as government, tourism and guide/ outfitting, and road maintenance
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Education Landscape There are three public schools at Dease Lake, Iskut and Telegraph Creek. In 2011/2012, there were a total of 179 students attending all three schools. Dease Lake is the only school offering K-12 while Tahltan School in Telegraph offers K-8 and Klappan Independent Day School in Iskut offers K-8. There is currently a five-year Aboriginal Education Enhancement Agreement in place between the communities, School District 87, and the Ministry of Education that will expire in 2015. Overall, the past five years have seen a thirty percent decline in students in the three schools with the largest decline being felt at the secondary level. This is expected to have a substantial impact on funding for the school district and the three schools.
Table 6: Dease Lake, Iskut and Telegraph Creek School: Head Counts Year
Elementary
Secondary
All Grades
2007/08
162
94
256
2008/09
141
102
243
2009/10
138
74
212
2010/11
119
71
190
2011/12
117
62
179
% decline
-27.8%
-34.0%
-30.1%
Table 7: Iskut (Klappan Independent Day School) Year
Elementary
Secondary
All Grades
2007/08
37
13
50
2008/09
32
9
41
2009/10
34
7
41
2010/11
34
6
40
2011/12
33
6
39
% decline
-10.8%
-53.8%
-22.0%
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Table 8: Telegraph Creek (Tahltan School) Year
Elementary
Secondary
All Grades
2007/08
36
12
48
2008/09
37
18
55
2009/10
32
10
42
2010/11
33
11
44
2011/12
32
2
34
% decline
-11.1%
-83.3%
-29.2%
Table 9: Dease Lake (Dease Lake School) Year
Elementary
Secondary
All Grades
2007/08
89
69
158
2008/09
72
75
147
2009/10
72
57
129
2010/11
52
54
106
2011/12
52
54
106
% decline
-41.6%
-21.7%
-32.9%
In addition to participating in the Enhancement Agreement, the Iskut First Nation has a Local Enhancement Agreement in place for the Klappan Independent Day School. However, the Tahltan Nation does not currently have an education strategy of its own. The following shows the Foundations Skills Assessment results for Aboriginal students from School District 87 over the last ten years for Grades 4 and 7 in reading, writing and numeracy. Both charts show a large percentage of students not meeting provincial standards. This has repercussions for Tahltan students with opportunities to fill jobs that require a skilled and educated workforce, such as trades.
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Enhancement Agreement in place for the Klappan Independent Day School. However, the Tahltan Nation currently has no education strategy of its own. The following shows the Foundations Skills Assessment results for Aboriginal students from School District 87 over the last ten years for Grade 4 and 7 Reading, Writing and Numeracy. Both charts show a large percentage of students not meeting provincial standards. This has repercussions for Tahltan students with opportunities to fill jobs that require a skilled and educated workforce such as trades.
Chart 3: Percentage of Aboriginal Students in School District 87 Meeting or Chart 3: Percentage of Aboriginal Students School District 87 Meeting or Exceeding Provincial Exceeding Provincial Standards ininGrade 4 Reading, Writing and Numeracy Standards in Grade 4 Reading, Writing and Numeracy Foundational Skills Assessments, 2001/2002 to Foundational Skills Assessments, 2001/2002 to 2011/2012 2011/2012 90 80 70 60 50 Reading
40 30
Writing
20
Numeracy
10 0
Chart 4: Percentage of Aboriginal Students in School District 87 Meeting or Exceeding Provincial Standards in Grade 7 Reading, Writing and Numeracy Foundational Skills Assessments, 2001/2002 to Chart 4: Percentage of Aboriginal Students in School District 87 Meeting or 2011/2012
Exceeding Provincial Standards in Grade 7 Reading, Writing and Numeracy Foundational Skills Assessments, 2001/2002 to 2011/2012
100
15
90 80 70 60 50
Reading
40
Writing
30
Numeracy
20 10 0
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Analysis: The Tahltan education landscape 1) There is no internal Tahltan Nation education strategy
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Analysis: The Tahltan Education Landscape •
There is no internal Tahltan Nation education strategy
•
Foundational scores on reading, writing and numeracy in the schools suggest that remedial training and upgrading will have to be undertaken at the adult levels
•
Graduation rates have to be improved
•
There are declining student numbers in the schools
•
Low levels of school enrolment are creating threats to funding at the school level
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Post-Secondary Institutions Northern Lights College has a physical campus at Dease Lake and is currently providing training through the Labour Market Partnership program. Northern Lights College closed its doors for a period of over two years while construction was underway. In September 2012, the college reopened its doors and began delivering heavy equipment operator training, office skills training and class 1 driver training. These programs were funded through the Labour Market Agreement from the provincial government. Northwest Community College (NWCC) provides a number of diploma, certificate and training programs in the community of Terrace which is approximately a 6-7 hour drive from Dease Lake. The list of services from NWCC’s website include “college access programs; health and human services programs; online programs; university credit programs, trades foundation and apprenticeship programs.” Chart 5 below from the NTL Labour Market Research study shows the approximate student enrolment in NWCC programs.
Chart 5: Northwest Community College Domestic Student Headcount, 2009-2010
Source: NTL Labour Market Research Summary, 2012
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The closest university is located in Prince George at the University of Northern British Columbia (UNBC). The drive from Dease Lake to Prince George is approximately 15 hours. There is currently no formal relationship between the Tahltan Nation and any of the post-secondary institutions that service the Tahltan territory. However, informal relationships can be built. For example, the education coordinator for Iskut sits on the board of Northwest Community College and is the First Nations Council Chair. Establishing a relationship with the post-secondary institutions could create better service delivery and assist in achieving the goals that the Tahltan set for employment and training. This relationship might also include a reporting framework as currently there is no sense of how many Tahltan members are engaging in post-secondary training and education and what they are accessing in any given year.
Recent Training Initiatives In 2011, a NTL employment coordinator was hired and a number of “bootcamp” short-term courses were delivered at Northern Lights College to prepare workers for jobs connected with the Northwest Transmission Line. The courses were offered to a maximum of 18 students and included a number of courses identified in Table 10.
Table 10: Courses delivered in advance of construction of the Northwest Transmission Line Feb 28/11 H2S Alive Mar 1/11 Transportation of Dangerous Goods Mar 2/11 WHIMIS Mar 3/11 Occupational First Aid Level 1 Mar 4-5/11 Transportation Endorsement Mar 7/11 Class 7 driver’s license preparation course Mar 8/11 Bear Awareness Mar 9/11 Chainsaw Safety Mar 10-11 /11 Class 4 driver’s license preparation course Mar 14/11 Introduction to Fire Fighting Mar 22-24/11 ATV Rider Safety Mar 26-27/11 Introduction to Environmental Monitoring Mar 28/11 Foodsafe Level 1 Mar 31/11 Helicopter Safety Apr 11-12/11 Rigging & Lifting course The Tahltan Nation Development Corporation also pays for training for its staff through its own revenues and other initiatives. Typical training on this front includes project management training, payroll training, accounting, Red Seal certification and other job-related training.
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Analysis: Post-secondary Institutions and Training Initiatives •
Intermittent funding for training – The funding for training comes from a number of different sources and is intermittent.
•
No input from Tahltan for outside training initiatives - Quite often the funding provided for training does not have input from Tahltan. The needs and direction of the Tahltan Nation are not well served by these efforts.
•
Funding parameters and requirements - Quite often education and training funding comes with very specific parameters that do not match the needs of the Tahltan people. For example, funding from AANDC is oriented towards university degree programs. Likewise, funding from Labour Market Agreement (LMA) programs are oriented towards people on Employment Insurance.
•
Geographic dispersion – Most programs are delivered far from the Tahltan communities in Terrace, Smithers and Prince George. The NLC campus in Dease Lake was shuttered for two years and is now delivering intermittent courses such as Heavy Equipment Operator (HEO), office skills and Class One driver training.
•
Lack of family supports – Many adult students have to care for families and there are not a lot of family supports to help adult learners in school.
•
Partnerships – There are no formal relationships between the colleges and the bands and the TCC at this point in time.
•
Overall needs assessment – There is a lack of understanding regarding the capacity, education and skills levels and actual needs of the Tahltan people.
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Training Initiatives and Organizations Currently there are a number of employment and training initiatives administered by different organizations in the region and across the province that are available to Tahltan members and are specifically targeted towards the Northwest regional area. Tricorp currently administers the ARDA for the region. Tahltan Nation does not have a formal relationship yet with this group which only took over the ARDA in 2012. The mandate and goals of the Tricorp program (TESTS) are laid out below.
Tricorp Employment, Skills & Training Services (TESTS) Tricorp Employment, Skills & Training Services (TESTS) is an integrated approach to Aboriginal labour market programming. TESTS links training to labour market demand and ensures that Canada’s Aboriginal peoples can fully participate in economic opportunities. Under this strategy, TESTS is designed to deliver employment programs and services best suited to the unique needs of our clients. TESTS focuses on three priorities: •
supporting demand-driven skills development
•
fostering partnerships with the private sector and the provinces and territories
•
placing emphasis on accountability and results
TESTS is designed to help Aboriginal people prepare for and find high-demand jobs quickly, and keep these jobs in the long term. All Aboriginal people, regardless of status or location, may access its programs and services, including:
2
•
skills development
•
training for high-demand jobs
•
job finding
•
programs for youth
•
programs for urban and Aboriginal people with disabilities
•
access to child care 2
Retrieved from: http://www.tricorp.ca/index.php/tricorp_employment_and_skills_training_services_tests
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BC Aboriginal Mine Training Association The BC Aboriginal Mine Training Association (BC AMTA) has delivered training in the Northwest and in the Tahltan area in advance of some of the proposed mines. During program delivery, the organization found it challenging to service the area due to the large geographic distances, the extended closure of Northern Lights College, and program constraints related to its federal funding. BC AMTA still has a goal to deliver training and services to mines and communities in Northwestern B.C. and is a potential partner for the Tahltan. In addition, there are many provincial initiatives and funds that align with the goals of this strategy: •
LMDA Annual Plan: partner with employers and communities to address regional and sector specific labour market needs
•
B.C. Jobs Plan: working with employers and communities to enable job creation across B.C.
•
Families First Plan: creating wealth through new business and job creation
•
Partnerships and Innovation Fund Goals: increase employment opportunities for unemployed British Columbians through the use of partnerships, shared information, technology and innovative practice; and help communities and employers identify and respond to labour market needs
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Tahltan Resources In addition to these targeted employment and training organizations and initiatives, Tahltan have negotiated a number of training opportunities and scholarships from various agreements with industry and BC Hydro. The opportunities flow from the three AltaGas agreements, the Northwest Transmission Line agreement, the Galore Creek agreement, the CopperFox scholarships, the Galore Creek Scholarships and the Tahltan Procon Scholarship. In addition, AANDC post-secondary educational funding for Tahltan members is available through the Iskut and Tahltan Bands.
Table 11: Dedicated Tahltan Education and Employment Resources Opportunity
What
How much?
AltaGas Internships
Two-year internship for one Tahltan Hiring decision member per year for 10 years
AltaGas Scholarships
Scholarship
$25,000 per year adjusted for inflation
Galore Creek Scholarships
Scholarships and Bursaries
$15,000 per year
Tahltan Band education funding Iskut Band education funding Tahltan Procon Scholarship
Education Funding Education Funding Scholarship
TBD TBD TBD
£ãni Etiè Tahltan Scholarship
Scholarship
$300 per year
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Tahltan Population Estimates The median age of the Tahltan people is more than eight years younger than the general Canadian population. Within the core communities of Dease Lake, Iskut and Telegraph Creek, the median ages are somewhat diverse, with Telegraph Creekâ&#x20AC;&#x2122;s aging population matching the Canadian average, while Dease Lake and Iskut have much younger populations on average. The Tahltan Nation Development Corporation and other employers in the area also draw heavily from Tahltan members in Terrace and Smithers to fill their labour needs.
Table 12: Average Age of Tahltan People Average Age
Canada
Total
40.6 years
Male
39.6 years
Female
41.5 years
BC 41.9 years 41.1 years 42.7 years
All Tahltan
Telegraph Creek
Dease Lake
Iskut 32.8 years 31.5 years 34.5 years
32.0 years 42.4 years 31.2 years 44.9 years 32.8 years 39.4 years
Outside Tahltan
32.6 years 30.7 years 31.1 years 29.6 years 34.4 years 31.8 years
Current Tahltan Labour Force Estimates The Tahltan currently have 1,884 members who fall under Statistics Canadaâ&#x20AC;&#x2122;s traditional age definition of the Canadian Labour Force from ages 15 to 65.
Table 13: Tahltan Labour Force Age Distribution Ages FEMALE 15 16 17 18 19 20 21 22 23 24 25 26 27
22 20 24 19 26 23 20 32 22 16 16 26 17
MALE
Total
23 23 25 29 28 16 22 25 20 34 24 20 22
45 43 49 48 54 39 42 57 42 50 40 46 39
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28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 Total
32 32 18 16 22 18 20 17 11 18 14 24 18 18 27 19 24 27 26 17 21 20 19 20 12 18 18 17 15 11 9 9 15 11 9 10 6 7 948
19 19 15 20 26 19 20 18 14 11 18 17 22 16 25 21 17 23 15 28 21 29 17 26 18 11 18 14 19 12 13 8 5 6 6 6 8 5 936
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51 51 33 36 48 37 40 35 25 29 32 41 40 34 52 40 41 50 41 45 42 49 36 46 30 29 36 31 34 23 22 17 20 17 15 16 14 12 1884
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Analysis: Tahltan labour force estimates •
Population declining in Dease Lake, Iskut and Telegraph Creek
•
Anecdotally, Tahltan people and families are moving away from our territories to Terrace and Smithers
•
Traditionally there has been a pattern of Tahltan workers following job sites from mines in the Yukon to the oil and gas sector in Northeastern B.C.
•
This is a young labour force with 25% of Tahltans being 25 or younger
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Employment, Income and Post-Secondary Training Estimates The 2006 StatsCan Census reported that the Tahltan Band had the following income characteristics:
Table 14: Income Characteristics of the Tahltan Band, 2006 Census 2006
Income characteristics
Total
Persons 15 years of age and over with income Avg. total income (all persons with income ($) All persons with earnings (counts)
Male
215
Female
115
22,509 27,067 140
Avg. earnings (all persons with earnings ($)
2001
Composition of total income (100%)
95
Male
200
Female
115
80
17,152 18,614 20,056
16,611
80
25,799 31,161
Total
60
150
85
65
18,966 19,059 21,228
16,087
100
100
105
100
97
104
Earnings: % of income
75
84
70
77
77
71
Government transfer: % of income
21
18
29
21
18
26
2
3
2
2
3
2
Other money: % of income
In contrast to the 2006 StatsCan survey, a 2007 census undertaken by the Tahltan people reported a more optimistic picture. This slice of the Tahltan demographic was taken during the height of the Galore Creek development. Shortly afterwards, Galore came to a sudden halt due to major cost overruns and engineering challenges. The 2006 survey and 2007 census show the variations in incomes in a boom-bust economy. Tahltan do not have a clear picture of the employment and income landscape in the area. Regularly reported statistics on leading measures such as income assistance and Employment Insurance (EI) are not publicly reported for the Tahltan territory, and those reported at the regional level are hard to extrapolate to a more granular level.
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Economics, Education and Employment Employment levels were relatively high: •
48% of respondents were employed full-time
•
16% were employed either part-time, and another 16% reported seasonal employment
•
Only 9% were unemployed, and 5% were retired
Note: numbers may be over 100%, as seasonal employees may have been unemployed at the time of the census. In 2007, income levels were relatively high: •
33 households reported incomes over $75,000
•
36 households reported income between $25,000 - $50,000
•
21 households reported income of less than $25,000
•
17 households preferred not to answer, and 10 did not know their income levels
Education and training levels were above average: •
More than half of the respondents had high school graduation or more, with 17 college or university graduates, 48 with some college or university, and 21 having completed trades or apprenticeship programs
•
115 of respondents reported having completed some high school
Occupation types varied, but were strongest in construction (115) and mining (48), as well as retail and services (48). Some traditional occupations remain in the Nation, including staying home to care for the family (60), and some trapping, hunting and fishing (24).
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Analysis: Employment, Income and Post-Secondary Estimates 1. Tahltan people have a strong attachment to the Labour Force 2. The boom-bust economy creates variation in income and employment levels 3. Education levels are relatively high with good human capital built up around large construction and mining projects 4. There are no regularly reported statistics on Tahltan income and employment levels
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Future Labour Needs Red Chris Labour Force Needs The Red Chris mine will require 115 FTEs during operations and 56 FTEs for maintenance of the mine on an annual basis. During operations, there will be 80 Equipment Operators (Dozer/Loader), Truck Drivers, Shovel Operators and Drillers required. Very few of the jobs will require low skills and most will require training and/or certification of some sort. Similarly for maintenance of mine operations, the mine will require 26 mechanics and eight welders. Few of the workers required for mine maintenance will have low skill levels.
Table 15: Representative manpower needs by occupation during operations and maintenance of the Red Chris mine MANPOWER PROJECTIONS
Projected FTE Annual Basis
Mine Operations Superintendent General Foreman Training Foreman Drilling & Blasting Foreman Operations Foreman Surface Crew Foreman Technical Manager Mine Engineers Mine Geologists Mine Technicians Drillers Shovel Operators Equipment Operators (Dozer / Loader) Truck Drivers Surface Crew Operators and Labourers Blaster
1 1 2 2 4 2 1 2 2 6 12 12 28 28 6 2
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MANPOWER PROJECTIONS
Projected FTE Annual Basis
Blaster Helper Total Manpower Mine Operations Total Equipment Operators Ratio of Tradesmen / Operators Mine Maintenance Superintendent General Foreman Supervisors Planners Mechanics Welders Uncertified Journeymen / Apprentices Servicemen Labourers Total Manpower: Mine Maintenance Total Manpower: Mine Operations & Maintenance
4 115 92 0.4 1 1 4 4 26 8 4 4 4 56 171
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Analysis •
Tahltan Nation does not currently have the number of trained tradespeople to meet the demands from this mine
•
Tahltan Nation does not have a sense of how many people are currently trained or have apprenticeship/journeyman designations
•
The mine is only two years away from beginning operations
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SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats) Strengths
Weaknesses
Communication infrastructure in place, including Disorganization - each community/organization member database, large email distribution list, working independently posters & mail drops, Facebook, websites Uncertainty between TNDC and Private including job postings and newsletters Businesses regarding roles and access to TCC distribution list contracts Annual Job Fair, going into third year
Dissatisfaction with TNDC
Supportive Tahltan institutions, including the two Geographical distance to funders Band Offices, THSSA, TNDC and TCC Northern Lights Collegeâ&#x20AC;&#x2122;s limited ability to bring Strong development corporation with human in training resource and management capacity and Distance for those from Iskut (one hour) and systems in place (Tahltan Nation Development Telegraph Creek (two hours) to travel to the Corporation) Dease Lake campus for training Strong attachment to the workforce EI regulations for funding Long history of working in mines and Best time for training is the worst time to travel constructing large resource projects Seasonal employment including exploration and Two school district schools and one independent school tourism Limited curriculum in high school and college
Own source revenue
Long distances to travel between any urban center and the Tahltan Communities (six to seven hours)
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Opportunities
Threats
Two to three mining projects expected to be built in area over the next decade
Historical division between communities Lack of capacity
Tahltan journeymen
TNDC lack of capacity
NTL
Poor education system
TNDC
Students not prepared for post-secondary
Newly designated reserve lands
More Tahltan members, education funding static
TNDC has partnerships with 21 joint-venture partners that may allow for capacity building and Lack of recreation infrastructure makes it hard to attract and keep professionals and families training opportunities No education institution in Telegraph Creek or Iskut
Independent school Remote living (foster essential skills development)
Other jurisdictions may create competition for Tahltan workers such as the LNG plants or the Oil and Gas sector
Good understanding of the workforce
Own source revenue will allow Tahltan to deploy Dwindling population and initiate opportunities Limited recreation for youth Long-term operational jobs will be created Construction ending in two years
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Projected Outcomes & Recommendations The vision and benefits of a Tahltan Employment and Training closely align with the goals from the recent Northwest Labour Market Partnerships Project strategy for the Northwest. These include: •
Locals will have the opportunity to work in high-paid positions and access skills training that will enable them to find future employment.
•
Locals who left the region to find work will be able to return and work here.
•
Industry will be able to find skilled and certified workers.
•
More money will go into the pockets of people in our local communities.3
These are goals of the Tahltan people as well. Tahltan workers aspire to work in high-skilled, wellcompensated positions that are rewarding. Over the last five years, there has been an exodus from Tahltan territory and the Tahltan Nation would like to have long-term high-paying jobs available for members who want to come back to and raise their families. In addition, there is a desire to contain economic leakages and have more of the wages earned on projects in Tahltan territory spent in the territory. The goal of the Tahltan Nation is to have a highly-skilled workforce that industry will value and will participate fully in the projects being built in Tahltan territory. The following steps will be implemented in the employment and training strategy: •
Create Employment and Training Strategy and Plan
•
Establish Mandate – resolutions from TCC and two bands
•
Establish Program structure
•
Establish Organizational Structure
•
Create Reporting and Accountability Framework
•
Establish a base budget for Employment and Training Office
•
Hire Employment and Training Coordinator
•
Annual Plan for Employment and Training Established for department
•
Skills Assessment
•
Database and web tool created and implemented
•
Training delivered
3 NLMP Labour Market Research Summary: Retrieved from http://www.bchydro.com/etc/medialib/internet/ documents/projects/ntl/NTL_LabourMarket_ResearchSummary.Par.0001.File.NTL-LabourMarketResearchSummary.pdf Socio-Cultural Working Group Report
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Employment and Training Tools and Infrastructure Employment and Training tools and infrastructure will be needed to support an informed strategic training effort by the Tahltan people. The following tools will be required: 1. An in-depth Labour Market Survey to: a. identify detailed projected short and long term gaps and opportunities b. identify entrepreneurial opportunities both short and long-term 2. A robust Tahltan inventory of skills and interest in entrepreneurship to: a. identify gaps in current skills of members that create barriers to opportunities b. create a baseline to inform and map out a human resource strategy to address membership skills gaps versus labour market needs 3. A multi-stakeholder career fair including industry representatives, corporations, educational and training institutions, education funders, Nation Employment and Training Professionals,Tricorp, BC Aboriginal Mine Training Association HRSDC, and resource development companies. This event will be a “one stop shop” to link employers with job seekers, and job seekers with education and training. 4. Through the above activities, populate regional website ‘First Works’ with resumes of Tahltan members identified in skills inventory, market the tool to regional industry as a source of potential workers and to community members for job opportunities.
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Reporting Framework Reporting and Accountability for Employment and Training Strategy The Tahltan people should be provided with regular and annual reporting about the implementation of this Employment and Training strategy. This should include a report on the achievement of goals and targets that will be set out in this strategy in the future.
Employment, Training and Workforce Statistics Currently there is no regular reporting on the number of Tahltan on social assistance or Employment Insurance. As well, there are no reports on how many Tahltan members are being trained or educated in any given year or what type of training or education they are receiving. Protocols need to be negotiated with the Tahltan Band, Iskut First Nation and AANDC to provide for regular and historical reporting of income assistance levels. Other statistics associated with employment such as Employment Insurance may be investigated as well.
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Budgets The following budgets will be required for completing and implementing the Employment and Training strategy. Costs are broken down by start-up costs and A-base operating costs for the Employment and Training office to operate for the next five years. In addition, there will be a significant amount of money to raise in order to provide trades and apprenticeship training for the 26 mechanics and eight welders required for the Red Chris mine. The Altagas projects require eight to 10 skilled operators. The funds have been targeted at $500,000 per year for the next five years.
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Table 16: Five-year Estimated Budget Fiscal Year 2013/2014 $67,000
Fiscal Year 2014/2015 $67,000
Fiscal Year 2015/2016 $67,000
Fiscal Year 2016/2017 $67,000
Fiscal Year 2017/2018 $67,000
$100,000
$100,000
$100,000
$100,000
$100,000
Administrative Costs (Computer, $5,000 Photocopying etc) Completion and implementation $100,000 of HR Strategy Proposal writing budget $10,000
$5,000
$5,000
$5,000
$5,000
$10,000
$10,000
$10,000
$10,000
Populate and maintain database $30,000
$5,000
$5,000
$5,000
$5,000
Employment and Training Coordinator Training Budget
Develop a learning centre plan
$30,000
Travel Costs
$10,000
$10,000
$10,000
$10,000
$10,000
Total
$357,000
$197,000
$197,000
$197,000
$197,000
Training for Trades (Electricians, Welders, Plumbers etc.)
$500,000
$500,000
$500,000
$500,000
$500,000
*Employment and Training Coordinator funded until 2015 under arrangement with AltaGas
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Employment and Training Governance Structure Employment and Training Governance Structure Chart 6: Tahltan Employment and Training Governance Structure Chart 6: Tahltan Employment and Training Governance Structure
Political Governing Body
IBC
TCC
TBC
Tahltan Employment and Training Advisory Panel
IBC (1 rep)
TCC (1 rep)
TBC (1 rep)
Tahltan Employment and Training Program
Employment and Training Coordinator and Staff
32
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Tahltan Nation Education & Training Strategy Vision/Ultimate Outcome: A self-reliant, self-sufficient Tahltan Nation with our own Tahltan based policy and curriculum regarding employment and training in the territory implemented by the Nation. 4 Please see charts on following pages
4
From Getting our Voices Back, 2012
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Governance
Strategy Area Education and training program infrastructure supports the Coordination of training opportunities and partnerships throughout Tahltan territory.
Outcome Lack of efficient and effective job and training opportunities coordination between Tahltan governments No singular focus or strategy to implement jobs training initiatives or address the needs of the Tahltan people
Challenge
Strategies
From Getting our Voices Back, 2012
Develop an Employment and Training Coordination Strategy that clearly identifies the roles and responsibilities of TCC Training Coordinator, Tahltan Band and Iskut First Nation Economic Development Officers and Education Coordinators. Establish a clear mandate for a singular focus for Employment and Training with the Tahltan Central Council as the primary lead. Establish a Tahltan learning centre to focus training funds (now each community does its own thing and could be more successful by combining funds and prioritizing needs)
Vision/Ultimate Outcome: A self-reliant, self-sufficient Tahltan Nation with our own Tahltan based policy and curriculum regarding employment and training in the territory implemented by the Nation.4
4
33
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Infrastructure
Reporting and Accountability Framework
Tools and physical infrastructure in place to support an informed strategic employment and training strategy that allows for successful employment and training of Tahltan workers.
A reporting and accountability framework is in place that allows the Tahltan people to understand the employment trends in the territory as well as see how the goals of the Employment and Training strategy are being implemented.
Conduct a Tahltan labour market survey focusing on regional supply and demand Conduct Tahltan members skills and needs self-assessment and establish Tahltan membership skills/training needs inventory database Establish website FirstWorks to match Tahltan workers with employers Investigate innovative means to support Tahltan learners such as higher capacity video conferencing technology Hire education and training coordinator to implement strategy and coordinate training and employment efforts throughout the territory
Lack of information about Tahltan members skills and education training needs No clear portal for Tahltan workers to find out about job opportunities with employers in Tahltan territory Large geographic distances between communities and institutions offering relevant programs
Create templates and reports on employment and training strategy objectives for the Tahltan Central Council websites Report regularly on the employment and training strategy objectives to the Annual General Meeting of the Tahltan Nation Create protocols for data sharing and a reporting structure for statistics on
Need a reporting and accountability framework on two fronts 1) Implementation of Employment and Training Strategy objectives 2) Income and Employment Statistics
34
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Primary and Secondary Education Student Support
Partnerships
Training
Tahltan youth are supported to advance into post-secondary education institutions and training programs that enable them to participate in local and regional job opportunities. Partnerships are established to leverage funding and maximize long-term and integrated job and training opportunities for Tahltan members.
Declining enrollment in Tahltan schools Declining Foundational Skills Assessment scores Below provincial average Graduation rates High skilled trades and management jobs require strong literacy and math skills No formal relationships between post-secondary institutions and Tahltan Nation Lack of jobs and training programs available in communities Funding for training comes from different sources each with different application and reporting requirements Increasing demand for tradespeople in resource development projects taking place on Tahltan territory Large boom in resource sector is placing pressure on Tahltan management 35
Develop a Tahltan Nation pre-K to 12 education strategy Consider delivering foundational Trades education at the K-12 level.
Identify and create partnerships with postsecondary institutions Identify and create partnerships with industry Identify and create partnerships with funding bodies Plan and host the Multi-stakeholder Career Fair
Three-pronged strategy 1. Launch large trades and apprenticeship training initiative for the Red Chris and AltaGas projects 2. Create an education and training initiative for new entrants into occupations or
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Resourcing
The Employment and Training office will be funded permanently on a program basis with a mandate to deliver employment and training initiatives that meet the needs of the Tahltan people
and administrative infrastructure requiring more capacity investment and training Require training for up to 26 mechanics and 8 welders on the Red Chris Project Require training for 8-10 long term operators on the AltaGas run-of-river projects Funding for employment and training is scattershot, comes from pot funding and is untargeted from a community point of view. Funding for the employment and training coordinator is only in place for a few years
36
the workforce using information gained from the skills assessment 3. Invest in capacity for existing workers particularly for administration and management Create a funding strategy with Tahltan own source revenues to supplement existing training programs to create supports that better match Tahltan members needs
Resource and fund the Employment and Training office from Tahltan own source revenues Task the education and training coordinator with finding new funds each year to supplement the own source revenues.
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Chapter 4
4. First Nations Employment Service Proposed pilot online service: a web-based tool for developing First Nations careers & employment connections in northwestern B.C.
Background The Opportunity in Northwestern B.C. Presently, it is common for individuals to leave their home territories and relocate in order to find promising job opportunities. High current and future workforce demands are being created by increased large-scale project development in northern B.C. As a result, there is now a surplus of solid job opportunities within the region.
First Nations Employment Connections The proposed website register is intended to provide an avenue for connecting First Nations workers with career opportunities available with employers in northwestern B.C.
A Valuable Tool For Industry and Hiring Employers The website will offer industry a tool to help fulfill staffing requirements with skilled First Nations workers who are local to the region.
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Projects in Northwestern British Columbia
Red dots on the map show major projects & developments within northwestern B.C.
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Opportunity
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Northwest BC Construction Demand
Northwest BC Operations Demand
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Potential Partners •
Proponents and Contractors
•
First Nations
•
Government MHR
•
Ministry of Jobs, Tourism and Innovation
•
Ministry of Aboriginal Relations and Reconciliation
•
Ministry of Advanced Education
•
Resource Industry Associations
•
The Resource Training Organization
Potential Pilot Region: Tahltan Territory •
Approximately $2B in major projects
•
2,700 people of Tahltan ancestry in the database
•
There are approximately 1,727 in the labour force aged 15 to 64
•
851 male workers, 876 female workers
•
25-30% live in Tahltan communities, 70-75% live outside of Tahltan territory
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Potential Pilot Region: Tahltan Age Distribution Tahltan Age group Total 0 to 4 5 to 9 10 to 14 15 to 19 20 to 24 25 to 29 30 to 34 35 to 39 40 to 44 45 to 49 50 to 54 55 to 59 60 to 64 65 to 69 70 to 74 75 to 79 80 to 84 85 to 89 90 and older
2574 256 223 200 216 216 206 180 161 209 212 151 104 72 65 44 27 19 5 8
Canada
Male Female Tahltan Male Female Persons % of total of each group 1291 1283 100 100 100 133 123 9.9% 10.3% 9.6% 121 102 8.7% 9.4% 8.0% 105 95 7.8% 8.1% 7.4% 111 105 8.4% 8.6% 8.2% 116 100 8.4% 9.0% 7.8% 92 114 8.0% 7.1% 8.9% 90 90 7.0% 7.0% 7.0% 83 78 6.3% 6.4% 6.1% 94 115 8.1% 7.3% 9.0% 111 101 8.2% 8.6% 7.9% 75 76 5.9% 5.8% 5.9% 50 54 4.0% 3.9% 4.2% 29 43 2.8% 2.2% 3.4% 32 33 2.5% 2.5% 2.6% 21 23 1.7% 1.6% 1.8% 14 13 1.0% 1.1% 1.0% 8 11 0.7% 0.6% 0.9% 4 1 0.2% 0.3% 0.1% 2 6 0.3% 0.2% 0.5%
Socio-Cultural Working Group Report
Male
Female
% of total of each group
100
100
100
5.5
5.7
5.3
5.3
5.5
5.1
5.7
5.9
5.5
6.5
6.7
6.3
6.9
7.2
6.7
7
7.2
6.9
6.7
6.8
6.7
6.7
6.8
6.6
7.1
7.2
7
8.2
8.3
8.1
7.7
7.7
7.6
6.7
6.7
6.7
5.8
5.7
5.8
4.3
4.2
4.4
3.2
3.1
3.4
2.7
2.4
2.9
2
1.7
2.4
1.3
0.9
1.6
0.6
0.4
0.9
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Potential Pilot Region: Tahltan Geographic Spread
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Pilot Concept
The firstworks.ca brand, name, related domains, titles and website design samples are for presentation use only and displayed with consent of the copyright holder. Š2012 Crocodile Creative all rights reserved
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Firstworks.ca is an online registry and database that connects First Nations workers with job opportunities and hiring employers in northwest B.C.
Two Pathways There are two essential pathways to navigate the system: 1. Job seekers can register and create a profile 2. Employers can register and search for workers
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Create a Profile Job seekers simply fill out and submit the profile registration form online. A program administrator will review the profile and contact the individual for a phone interview and to verify or request any missing details. The profile is then posted live to the database.
Workers Can 1. 2. 3. 4. 5.
Create a profile Speak with a system administrator to improve a profileâ&#x20AC;&#x2122;s content Request information on education or career advancement Update a profile Receive updates on interview requests from employers
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Search the Database Searching the database is a simple process. The initial search is started by choosing four basic search category criteria. The employer will be prompted to register if they wish to view the full details or flag profiles to review later.
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Browse Search Results After receiving the list of available candidates matching search criteria, the employer can browse brief profile descriptions.
Sort Search Results The employer can then sort their search results in one of three ways: 1. Submit a request to view the full profile 2. Delete a profile from their results list 3. Flag a profile to save for later review
Employers Can 1. 2. 3. 4. 5. 6.
Create an employer profile Browse qualified applicant profiles Analyze past searches Create a personalized shortlist of preferred candidates Request an interview with a candidate Receive updates on selected profiles
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Š2012 Crocodile Creative all rights reserved
Pilot Capacity Although the suggested pilot area would service the Tahltan territory, system capacity will be built to handle expansion throughout the province.
Thank You - Meduh For more information on this pilot project, please contact:
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Chapter 5
5. Community and Family Development Infrastructure Projects Underway Telegraph Creek Recreation Centre Kitchen Renovation
Infrastructure Projects Underway Modern facilities will be critical to managing the social impacts of development in Tahltan Nation. Our people will also need spaces to gather for sports, festivities, annual general meetings, ceremonies, and community and family gatherings. These infrastructure projects create an important buffer against social problems that can sometimes arise with the sudden influx of higher incomes in small communities. We know these community structures can make a huge difference. Take the hockey arena built two years ago in Dease Lake for example. The facility made it possible for our youth to train, compete and enter tournaments. In March 2013, Tahltan Nation sent five teams to the Kilrich / Northern Yukon Native Hockey Tournament. Our own "Tahltan Selects" won the Jamboree division. The legacy of sports achievement, hard work, volunteerism and community spirit will be felt for years. Likewise, the Dease Lake arena hosted its first menâ&#x20AC;&#x2122;s hockey tournament, bringing industry teams to the community. This reinforces our growing partnership with industry, and the need to find volunteers and support for our recreational programs. An arena in Iskut and a new playground in Dease Lake are currently under construction.
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Actions Needed Tahltan Band Park Tahltan Band is pursuing an ambitious green space plan. A design firm was retained to conceptualize a proposed "Tahltan Band Park" adjacent to the band office. The park includes a shelter, fire pit, play area, a monument, and culturally expressed art markers. Construction is expected to be completed in 2014. The transformation of the landscape will give our people a sense of pride and a place for lasting community memories.
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Telegraph Creek Recreation Centre The Recreation Centre in Telegraph Creek is another worthwhile project. The twenty-year-old building is at the heart of community life, but the kitchen is showing signs of wear and tear. It also requires significant upgrades. For example, a commercial grade stove is needed, and the old wood cutting tables should be replaced with hygienic steel counter tops. The kitchen upgrade is part of a larger overall renovation to the entire Telegraph Creek Recreation Hall, which is estimated to cost between $250,000 and $350,000. The work includes new doors, lighting, snow stops and gutters, soundproofing, interior painting, ceiling tiles, septic/drainage. A new stage will also be built with a more advanced microphone and audio system.
"We're hoping we can create the thought that Tahltan Nation is all about family, children and communityâ&#x20AC;Ś.so we can deter the negatives that are bound to come up.â&#x20AC;? Chief Rick McLean, Tahltan Band Council
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Appendix
Tahltan Band Council P.O. Box 46 Telegraph Creek, B.C. V0J 2W0 Telephone: (250) 235-3151 Fax: (250) 235-3244
Statement of Work Date Client Job Name Requested by From
March 13, 2013 Tahltan Band Kitchen Renovation at Rec Hall in Telegraph Creek Social Cultural Working Group Ryan Franke
Summary The Social Cultural Working Group (SCWG) has committed $50K towards the overall renovations of the Rec Hall in Telegraph Creek as part of the Community and Family Development portion of the SCWG work plan. The Tahltan Band Manager, Ryan Franke, will oversee the project. This contribution will go towards covering the kitchen renovations. Gathering places are essential in the development and continuation of positive community and family development. This becomes even more crucial in a small town such as any of the three Tahltan communities (Telegraph Creek, Dease Lake and Iskut) because this may be one, if not the only, gathering place for the community to interact.
Project Scope The kitchen renovation in the Telegraph Creek Rec Hall is part of larger overall renovation. The larger project is estimated to cost between $250K - $350K and will include: repairing and replacing entrances and exits, installing of energy efficient lighting, installing snow stops and gutters, soundproofing the main area, interior painting, replacing of any damaged ceiling tiles, purchase of a stage, repair to septic/drainage field and a minor repair to the sprinkler system. A suitable contractor has been found to do the complete renovation to the rec hall and he is also a member of the Tahltan Nation. His name is Randy Merkel. The kitchen in the rec hall will undergo a complete renovation and modernization including: Cutting tables and counter top – old wood cutting table and conventional counter top replaced with hygienic stainless steel cutting table and counter top. Sink – standard size sink will be taken out and replaced with a commercial quality wash sink Cooler & freezer – new equipment will be purchased for storage of food items Stove – a commercial grade stove will be purchased to replace two standard stoves currently being used
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Ceiling – replace any damaged ceiling tiles Paint – interior painting of the kitchen Cooking utensils – purchase of commercial grade pots and pans Ice machine – purchase of ice machine
Schedule Task
Finish Date
Get estimates and select a contractor to do the work
December 15, 2012
Order materials
January 15,2013
Begin renovations on kitchen
February 15, 2013
Complete renovations on kitchen
March 30, 2013
Pricing All costs listed below are based on the scope and assumptions included in this Statement of Work
TAHLTAN BAND 31-Mar-13 PROJECT: KITCHEN REC HALL RENOVATION IN TELEGRAPH CREEK INCOME AND FUNDING FUNDING SOURCE SCWG TOTAL FUNDING FOR PROJECT EXPENSE TYPE OF EXPENSE MATERIALS Counter-top Stainless Cutting Table Stainless 3-door Cooler Industrial Sink Paint Freezer Stove Commercial Pots & Pans Ice machine Freight Trade - Electrical Trade - Plumbing LABOUR incl. TRAVEL TOTAL EXPENSE FOR PROJECT TOTAL PROJECT BUDGET
Socio-Cultural Working Group Report
AMOUNT $50,000 $50,000 COST $3,549 $890 $6,459 $2,335 $1,000 $6,385 $3,500 $1,500 $2,613 $2,269 $1,250 $750 $17,500 $50,000 $50,000
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The following is the payment schedule to the contractor. Invoice Date
Invoice Amount
March 31, 2013
$35 000
April 30, 2013
$15 000
Key Assumptions This statement of work based on the following assumptions. Materials delivered on time No damage to materials while in transit No emergencies in community (ie death, weather related, family, etc.) No workplace accidents
Ryan Franke Tahltan Band Manager
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Chapter 6
6. Tahltan Governance Frameworks
Tahltan Language and Culture Governance !
PoliCcal)Governing)Body) TCC)
IBC)
TBC)
Tahltan)Language)and)Culture)Advisory)Panel) TCC!(1!rep)!
IBC!(1!rep)!
TBC!(1!rep)!
Language)and)Culture)Working)Group)
Advisory) CommiFee)) (as)required))
Tahltan!Language!Revitaliza4on! Coordinator!!
Tahltan!Language!&!Culture!Lead!
(1!rep!from!each!community)!
Community)Language)&)Culture)staďŹ&#x20AC;) Tahltan)Language)Research)Assistant)(1)rep)from)each)community) ) !
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Tahltan Employment and Training Governance ! Poli>cal!Governing!Body!
IBC!
TCC!
TBC!
Tahltan!Employment!and!Training!Advisory!Panel!
IBC!(1!rep)!
!
TCC!(1!rep)!
TBC!(1!rep)!
Tahltan!Employment!and!Training!Program!
Employment!and!Training!Coordinator!and!StaďŹ&#x20AC;! !
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Tahltan Health Governance Structure Poli-cal Leadership
• Tahltan Central Council -‐ Tahltan Band Council -‐ Iskut Band Council
Guidance and Support
• Tahltan Na<on Health Advisory Panel
Opera-onal Decision Making
• Tahltan Na<on Health Working Group
Service Delivery
• Community health staff and frontline workers
Note: Tahltan Advisory Panel is made of one representative from each organization and must live in the territory (must be a politician) Tahltan Health Working Group consists of health directors, SCWG representative, TCHC, for a total of five (no politicians)
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Chapter 7
7. Work Plan
Tahltan'Social'Cultural'Working'Group:'Dra6'Workplan'Resource'Es;mates'for'2013/14.''FOR'DISCUSSION
Budget Estimate 2013/14
Sector/Focus
Year 2 Proposed Activities 2013/14
Vision (Getting Our Voices Back) Goals as expressed at the Leadership Forum 2012
Year 1 Activities and Achievement 2012/13
Social Cultural Working Group (Tahltan/BC Joint Working Group)
Mentorship and support for staff undertaking work in each sector according to the direction of the Leadership Forum.
Technical working group will meet regularly by teleconference and periodically for more intensive, face-to-face meetings.
4 meetings a year of the SCWG
Tahltan are supportive of development and Develop the relationships and the capacity for a Develop and maintain the relationships and the the employment it will bring, but do not want productive SCWG partnership (Tahltan and BC) to capacity for a productive SCWG partnership (Tahltan $50,000 to see negative social and cultural effects of support implementation of the annual plans in and BC) to support implementation of the annual development happen in Tahltan territory. accordance with the goals and the vision of the plans in accordance with the goals and the vision of Tahltan Nation as expressed by the Leadership the Tahltan Nation as expressed by the Leadership Forum. Forum. The SCWG was established as part of the Northwest Transmission Line (NTL) Community engagement and consultation Framework and has two objectives: Oversight, Co-ordination, Planning 1) to protect Tahltan culture and society from the potential negative effects of rapid Accessing new and existing resources. development; and 2) to ensure Tahltan members are ready for the employment opportunities arising from development
Quarterly meetings of SCWG to guide technical working group activities. Technical Working group meets regularly via teleconferences and periodically for more intensive, face-to-face meetings. Priorities for year 1: Establish the SCWG Sharepoint site Health: Develop Health Framework Plan Language and Culture: Preliminary language preservation activities, development of Language Authority Employment and Training: Baseline data and Human Resources Development Strategy Children and Family Supports: Planning for Recreation Centre renovations
1
Funding Priority** 2013/14
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Sector/Focus
Vision (Getting Our Voices Back) Goals as expressed at the Leadership Forum 2012
Year 1 Activities and Achievement 2012/13
The Leadership Forum provides an intensive First annual Leadership Forum: March 2012 opportunity for community engagement to Confirmed vision and goals for action plan in 5 confirm the Nation’s vision, annual action categories. plans and provide direction to the SocioCultural Working Group.
N/A
Leadership Forum (refers to community leadership broadly understood) Annual Meetings 2 day all front line workers + leaders + elders with pay + community members + RCMP + attending outside agencies + province Vision: Strong, proud Tahltan who live and Education K – 12 and succeed in both worlds Post Goal: Secondary Create a Tahltan School District: Build partnerships around the education enhancement agreement Create places for elders to teach More Tahltan authority in school: native teachers; language, history, culture Integrate Tahltan teachings into the curriculum
Year 2 Proposed Activities 2013/14
$ 45,000
Budget Estimate 2013/14
+ existing resources
$ 50,000
Second Annual Leadership Forum: Community engagement, reporting and strategic planning for year 2 Ensure this is a “living plan”.
Develop Education Plan and Governance structure ( Framework and strategy are in place) Consultation, Communication, Negotiations
Funding Priority** 2013/14
2
3
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Sector/Focus
Training and Employment
Vision (Getting Our Voices Back) Goals as expressed at the Leadership Forum 2012
An essential skills inventory
Year 1 Activities and Achievement 2012/13
Create the Tahltan Language Authority (governance structure)
Vision: A self-reliant, self-sufficient Tahltan Nation with our own Tahltan based policy Begin to develop governance structure and and curriculum regarding employment and Human Resources Strategy training in the territory implemented by the Nation. “Our voice. Our choice. We decide.” Design and begin to develop the skills inventory website • Form a committee with two reps from each of the three communities, Identify resources to support collection of in six months. baseline data for the skills Inventory
• •
Establish a Tahltan learning centre to focus training funds (now each community does its own thing and could be more successful by combining funds and prioritizing needs)
Create a Tahltan language authority. (Funding support included First Voices: $20,000)
Begin language preservation
Put Tahltan place names into the Begin development of strategy and framework atlas within three years, and explain and plan. what the names mean
Language and Culture Vision: Di dene e kune me hō di hi (All Tahltan people are living the Tahltan way of life) •
• •
Bring back dances, songs, ceremonies and potlatches. One elder said “we don’t have to wait for funding to make that happen”
Year 2 Proposed Activities 2013/14
$100,000
Budget Estimate 2013/14
$ 30,000
Implement governance structure Complete a Human Resources Strategy, Framework, Plan Complete and maintain website for skills inventory Complete the Skills Inventory Resources from JSTI ($30,000)
$150,000
$ 30,000
Implementation of Tahltan Language Authority (governance structure)
Develop a Learning Center Plan
Complete and implement the plan
Additional funding sources will be pursued. Continue language preservation Develop Tahltan language materials Curriculum development Develop partnerships and seek resources First Peoples School District Stikine WWG
Funding Priority** 2013/14
4
5
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Sector/Focus
Vision (Getting Our Voices Back) Goals as expressed at the Leadership Forum 2012
healing and prevention integration of services community resource development
Year 1 Activities and Achievement 2012/13
Develop of Health governance structure and framework.
Vision: Our families and communities are Community and Family healthy, holistically balanced and have strong Recreation Centre renovation plans and Development identity rooted in our Tahltan culture contribution to construction of the kitchen traditions, values and language.
Health Vision: In unity, Tahltan sustain a culturally wholistic lifestyle with our traditional systems. We will love optimal health by empowering individuals, families and communities Goals: Tahltan Centralized Health Authority: mental health programs; lifestyles programs Land based reculturation program with: o food security o Tahltan medicine plan program o land-based culture camps o Tahltan food and diets o language programs o activities and fitness programs o ceremonies(i.e. dancing. learning our songs, drumming, sewing o Headstart, parenting program o elder programs o healing workshops for 2015 Centralized Transportation services
Year 2 Proposed Activities 2013/14
Budget Estimate 2013/14
Begin development of governance structure, strategy, $ 50,000 framework and plan.
Implementation of Tahltan health governance structure Primarily using existing resources Develop Health Plan in accordance with Health Plan Framework and community consultations (SCWG $50,000 contribution $50,000) Implementation of Health Plan
Deliver Community Facilitation and Training for Health governance appointments and staďŹ&#x20AC;
Funding Priority** 2013/14
6
7
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Sector/Focus
Vision (Getting Our Voices Back) Goals as expressed at the Leadership Forum 2012
Year 1 Activities and Achievement 2012/13
Year 2 Proposed Activities 2013/14
Complete Recreation Centre renovations
Goals: Tahltan Centralized Health Authority: mental Preliminary discussions with provincial Ministry of Discussion re Hwy 37. health Highways • Upgrade the airport and highway to increase safety immediately Each Plan will provide a consolidated list of • Have a functioning college in Dease Lake infrastructure requirements. with enrolled students by Fall 2014 • Increase the number of housing units • Build recreational facilities
Vision: Modern, up to date infrastructure Infrastructure provides the Tahltan Nation with the right (It will be part of each environment to create opportunity for our other sector) self-sustaining communities
Total
**"Priority"Rankings"refer"to"priority"for"funding"in"2013"only,"not"priority"of"importance.
Budget Estimate 2013/14
$555.000.00
Funding Priority** 2013/14
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Appendix One Popular Stories about Socio-Cultural Working Group Activities
Better Healthcare for Tahltan Coming Tahltan nurse up for the challenge Telegraph Creek nurse Nancy Norby-Quock is thrilled about returning to her community amidst major changes that will dramatically improve health care in Telegraph Creek, Iskut and Dease Lake. "I like to work hard, and meet the needs of First Nations. I just felt that I should [return home] to do this for my own people," she said. The Tahltan native, daughter of Thelma and Vern Norby, left the community a year ago to seek professional renewal, and gain new training such as advanced cardiac life support.
Iskut Valley Health Services (top) will soon be comanaging Telegraph Creek nursing station (bottom).
She's returned to Telegraph Creek in April to help bring improved health care services across Tahltan Nation.
"My ancestors are from there. I love the people, I truly love the people," said Norby-Quock. The Socio-Cultural Working Group – an initiative led by Tahltan and Iskut bands and the Tahltan Central Council -- is driving the healthcare changes. Telegraph's nursing station, for example, will soon be co-managed with Iskut Valley Health - one of the only First Nations band health authorities in the country that is "fully transferred" from Health Canada. "It used to be managed from afar. Now it will be managed closer to home," said Norby-Quock. She says the co-management of the nursing station means band members will soon see more Tahltan staff caring for them, and better home care for the sick and elderly. "They'll get familiar nurses. We're going to be doing the hiring. So we're not going to have a different nurse every week." Emergencies will also receive faster responses without the restraint of past policies that prevented nursing staff from leaving the clinic. Such situations were brought into focus this past winter after the tragic passing of an Elder. Community members made it clear they want new approaches. Norby-Quock says, they'll get it. "If there's an accident on the road, or if someone is not able to come into the clinic, we will be able to go to them now. There won't be any policy that says we can't." Socio-Cultural Working Group Report
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Band members in all three communities will also have access to a new medical transport bus for catching a ride to doctor appointments in Terrace or Prince George. "Not everybody has a vehicle. Especially for Elders. It's a long drive." "So having this bus means people will always have a ride," said Norby-Quock.
Telegraph Creek nurse Nancy Norby-Quock (right) attending to one of the newest additions to Tahltan Nation.
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Jobs Boom Hits Tahltan Nation Communities approaching â&#x20AC;&#x153;100% employment"
Bill Adsit grins for his photo on Vancouver's waterfront, as he talks about the huge spike in employment in Tahltan territory in northwestern British Columbia in recent times. He says band members are landing good paying jobs in the mining, hydro and forestry sectors. "It's changed the standard of living for most people living in the territory." "We're one of the few First Nations in Canada with nearly 100 per cent employment." Adsit is the President and CEO of Tahltan Nation Development Corporation - the economic development arm of Tahltan and Iskut bands. The Tahltan enterprise currently manages more than twenty joint ventures. Much of the recent jobs growth has been from the Altagas Forrest Kerr and micro-hydro cluster projects, the Northwest Transmission Line, and the Red Chris copper-gold mine. Following the outcome of a negotiated Impact-Benefit Agreement (IBA), the Red Chris project alone could start employing 400 full-time workers for 30 years, he says. Adsit also believes there are many billions of dollars more in proposed resource developments in the area.
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"When you think of the amount of investment going on, it's just mind boggling." There are some 15 to 20 proposed mines. The challenge, however, is two fold. "Financing. It's very difficult for junior mining companies to raise money. Few investors want to take the risk on a new mine," says Adsit. "And if they do go ahead, the hard part is finding the man power." "Luckily, Tahltan have a workforce of 350." A Socio-Cultural Working Group of Tahltan leaders has been set up to figure out how band members can get the education and training they need to take advantage of current and future opportunities.
Current projects: •
Altagas: $1.2 billion
•
Northwest Transmission Line: $600 million
•
Red Chris: $450 million
•
NTL North: $85 million
Potential Projects: •
Seabridge Gold is $5.5 billion
•
Glore Creek Mining is $5.3 billion
•
Copperfox is $500 million
•
Kutcho Capstone: $187 million
•
Hard Creek Nickel Turnagain: value not disclosed
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Managing Jobs Growth Responsibly Tahltan leaders want development to fund community, health and social programs
As far as reserve issues go, Tahltan Chief Rick McLean has what could be described as a "good problem" -- how to manage jobs growth. Tahltan territory is seeing unprecedented economic development, driven mainly by mining and hydro projects, with many band members earning between $60,000 and $110,000 per year. The resource projects also mean more funding for the band governments to improve healthcare, employment and training, language and culture, education, and community infrastructure. "With these developments, they provide the opportunity to generate revenues to create better community and social programs," says McLean. Socio-Cultural Working Group Report
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The Rec Hall in Telegraph Creek, for instance, will get its first kitchen renovation since the community structure was built 20 years ago. It will also get new flooring, walls, lighting, and a better microphone and speaker system for use at cultural events and gatherings. The hall is frequently used for weddings, funerals, AGMs, and ceremonies. At the same time, the Tahltan and Iskut bands are keeping an eye on some of the problems that can occur with the sudden influx of higher incomes into small communities. Iskut Chief Marie Quock says, “We know that with all this development, we’re going to have social impacts.” One of the ongoing challenges is stemming crime and substance abuse. McLean says these problems have been present for a long time. Preventing a rise in sexually transmitted diseases in the work camps is another concern. "It's about creating a new mindset, so we can deter the negatives that are bound to come up,” says McLean. "We're hoping we can create the thought that Tahltan nation is all about family, children and community." McLean, who was once a tradesman in the mining industry, believes the recent mining and hydro projects will make a difference. "It means people can stay in community, buy the food they need, live their lives, and not have to rely on social assistance dollars.” “Development allows us to do that.” McLean and Quock are part of the Socio-Cultural Working Group that meets with Tahltan Central Council. The Group’s goal is to minimize the potential negative impacts of resource development, ensure the Tahltan way of life is preserved, and help Tahltan workers fully participate in our evolving economy.
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Learn Tahltan language, save our culture New language programs coming to Tahltan Nation
Tahltans, young and old, will soon have many opportunities to learn our native language. The Tahltan and Iskut bands and the Tahltan Central Council are pushing to create a government department in charge of revitalizing the Tahltan language. Language researcher Dr. Judy Thompson was hired as part of this government effort, and says her late grandpa, 101-year-old Charles Callbreath, was thrilled up until his last days that the community was returning to its language roots. “Grandpa loved sharing and teaching the Tahltan language to me. He would leave me telephone messages about a TV show I should watch… and he would say it in Tahltan! I could hear my granny laughing in the background," joked Thompson. She believes her grandpa fought to live just long enough in October 2010 to see the 100th anniversary of the Tahltan declaration in his hometown of Telegraph Creek.
Socio-Cultural Working Group Report
Language researcher Judy Thompson with her late grandparents Julia and Charles Callbreath at the 100th anniversary of the signing of the Tahltan declaration in Telegraph Creek. Her grandpa was excited about Tahltan language revitalization efforts.
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Language researcher Judy Thompson with her late grandparents Julia and Charles Callbreath at the 100th anniversary of the signing of the Tahltan declaration in Telegraph Creek. Her grandpa was excited about Tahltan language revitalization efforts. "Born in 1909, Grandpa was the only living Tahltan to be alive for both the actual signing of the declaration in 1910 and for the 100th anniversary. He was so proud and happy that day. He felt like a king." "He passed away just five days later." Iskut Band Chief Marie Quock says the loss of Elders is a big problem for keeping the language alive. “I think we are losing our language really fast. We need to regain it because its part of our identity. It’s important for our children to learn our language too,” said Quock. Thompson, who was hired by the Tahltan governments, believes there are only 30 speakers left down from 50 in the last few years. "We need to be working with our fluent speakers now, before they leave us to be with our Ancestors," said Thompson. Her Indigenous language research has taught that the first step to reverse language loss is early childhood education. "Our children need to be learning our language the moment they are born," says Thompson. She wants to start "language nest” programs where children, 6-months to 5-years-old, spend several hours a day with fluent speakers , and speak only Tahltan. "It's like going to grandma's house - you just hang out, play, and speak the language," says Thompson. The new government effort will sort out how to deliver this and other language programs from Language research assistant, Sonia Dennis, pre-school through K-12, as well as for adults. presenting a flag to 101-year-old Elder Charles Callbreath on October 18, 2010 – the 100th Casual learners could join "immersion evening" anniversary of the signing of our Nation’s classes that are being organized to take place declaration. in our three Tahltan communities, for example. Contact the new Language and Culture office in Dease Lake for more information. (250)-771-4000
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More dedicated learners have the opportunity of getting paid to learn Tahltan part-time. The "Master-Apprentice" program works like this – the learner (“apprentice”) works with a fluent speaker (“master”), and commits to conversing 10-20 hours in the Tahltan language per week carrying out everyday activities. Both earn money for this time. Applications can be made to the First Peoples' Cultural Council at (250) 652-5952 or www.fpcc.ca Other efforts include the creation of dictionaries, grammar guides, atlases, teacher accreditations, and school curriculums. Thompson recently completed a PhD in Tahltan Language Revitalization, and her efforts to learn the Tahltan language thrilled her grandparents. Like many fluent speakers of Aboriginal languages, they were made to feel ashamed to speak Tahltan, due to colonization and assimilation. "When I first wanted to learn the Tahltan language over 20 years ago, my grandparents started to speak Tahltan with each other for the first time in years. Not even their children learned Tahltan from them." “My mother would say 'Hey - you never taught those words to me in Tahltan!’ And my grandpa would say, 'Oh are you jealous?' -- and she would say, 'Yeah I am!’” Language preservation and revitalization is a key effort of the "Socio-Cultural Working Group" -- a Tahltan government initiative to improve culture, health, and job-readiness in advance of resourcedevelopments opened up by the Northwest Transmission Line.
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Mystery of Tahltan language “code” revealed Saving our language possible with new understanding of language
Elder Mary Dennis (left) listening to iPod sound files with language researcher Odelia Dennis (middle) and fluent speaker / teacher Angela Dennis (right). The coordinator of a language revitalization effort in Tahltan Nation says his team has made an important discovery that will help save our language, before it disappears. After a year of study, Oscar Dennis says he, along with Reginald and Ryan Dennis, have finally cracked the code on Tahltan language’s fundamental patterns. “We figured it out, so now we can teach it! This is so fundamental. [It] shortens the learning process significantly.” Elders, who speak the language fluently, learned these Tahltan patterns effortlessly by ear from birth. But Dennis says they could not easily explain them. "They didn't understand the question, because they learned the language aurally.“
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That’s been a problem for classroom learners who often need visual instructions, such as grammar rules on a blackboard. Until now, the patterns weren’t fully known. Many students merely memorized jumbles of phrases without much success.
Our language is encoded with patterns Dennis says the trick was realizing how short Tahltan syllables are added to words to create new phrases and meanings. “Once you catch on to the patterns, you can quickly learn 80 different ways of talking about walking in the bush.” Oscar Dennis, Language Revitalization Coordinator
Take the Tahltan example of "dīn·dā" which means, “you are going.” Add a prefix, to make “ka-dīn·dā" – and it becomes "you are going to get.”
Add a suffix, to make "ka-din·da-la" – and it becomes a question: "Are you going to get it?" Dennis says a PhD linguist – named Dr. Gregory Anderson from the Living Tongues Institute – visited our territory, and was so impressed with the team’s work that he said he “couldn’t improve upon it.” "It was a lot of hard work, but it was very exciting. We realized we were right, and our hard work wasn't futile."
Native language codes in Hollywood film Tahltan is a Dene dialect, with the same “encoded” patterns found in Navaho. That’s why Navaho was used as a code system in World War Two – an idea celebrated in the Hollywood film “Wind Talkers” – starring Nicholas Cage and Canadian Aboriginal actor Adam Beach (now of Arctic Air fame). Understanding the Tahltan language system of patterns will help change the way Tahltan has many of the same encoded patterns as our language classes are developed to Navaho – a language celebrated in the WWII codeteach children and adults. breaker film “Wind Talkers”
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Tahltan meets the iPod Learners can also now use iPods to access our growing digital archive at the Tahltan Language Revitalization Offices in Dease Lake, Iskut and Telegraph Creek. Itâ&#x20AC;&#x2122;s a massive digital library of Tahltan recordings, including hundreds of songs and conversations. The oldest are songs recorded on wax cylinders by James Teit in 1912.
Lho'oks (Ryan Dennis) editing and digitizing linguistic data for the Tahltan Digital Archive. Ryan is one of the language researchers and is a very advanced Tahltan Second Language speaker.
There is also a 1991 recording of Angela Dennis and Regina Louie on how to talk about clothing, going to the store, time of day, animals, colours, and weather for example. More recent recordings from 2012 include conversations between: Oscar Dennis and his father James; and Reginald Dennis and his
grandparents Loveman and Sara Nole. These language efforts are part of the Socio-Cultural Working Group initiative â&#x20AC;&#x201C; a partnership of Tahltan and Iskut bands and Tahltan Central Council to revitalize our culture in advance of resource developments.
Want to learn Tahltan? Contact us! Tahltan Language Revitalization Offices: Iskut: (250) 234-3064 Dease lake: (250) 771-4000 Telegraph Creek: (250) 235-3151 Website: didenekeh.com Facebook: Tahltan Language Collective Facebook Tahltan Thomas and Tahltan Family and Kids Language & Culture Lead: Judy Thompson Language Revitalization Coordinator: Oscar Dennis Language Research Assistants: Odelia Dennis, Reginald Dennis, Ryan Dennis, Verna Vance and Sonia Dennis
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Appendix Two: Documents SCWG Terms of Reference Getting Our Voices Back Shared Decision Making Framework
Tahltan'Nation'and'Province'of'British'Columbia
Socio9Cultural' Working'Group' Terms'of'Reference
Endorsed(by: _________________________________________'''''''''''''''''''''''''_____________________________ Province(of(British(Columbia((((((((((((((((((((((((((((((((((((((((((((((((((((Date
__________________________________________''''''''''''''''''''''_______________________________ Tahltan(Nation((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((Date
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P a g e '|'2
TAHLTAN'–'PROVINCE'OF'BC S OCIAL 'C ULTURAL+ W ORKING+ G ROUP+ T ERMS+OF+ R EFERENCE 1.
'BACKGROUND
The'Province'of'British'Columbia'(BC)'has'identiQied'Qive'Great'Goals'for'a'Golden'Decade.'This' includes'developing'the'most'prosperous,'well'educated'and'healthy'population'possible'in'a' climate'of'environmental'sustainability.'Accordingly,'the'Province'and'the'Tahltan'Central'Council' are'seeking'to'establish'partnerships'related'to'sustainable'community'and'regional'economic' development'as'related'to'the'Northwest'Transmission'Line'(NTL).'It'is'acknowledged'that'these' two'goals'are'intertwined,'with'successful'regional'economic'development'being'dependent'on' adequate'social'and'community'development'in'potentially'impacted'populations.''' The'vast'economic'potential'of'the'North,'more'speciQically'the'Northwest,'is'a'future'economic' driver'for'not'only'the'region,'but'the'Province'as'a'whole.''The'social9cultural'well'being'of'the' local'communities'is'a'critical'component'in'future'regional'economic'development.'' The'Transformative+Change+Accord'and'the'New+Relationship In'efforts'to'implement'a'process'for'reconciliation'with'First'Nations'in'BC,'the'Province' committed'to'two'important'strategic'initiatives.''The'New+Relationship+Vision'between'the'First' Nations'Leadership'Council'and'the'Province'sets'out'to'facilitate'First'Nations’'economic'self9 sufQiciency'and'make'First'Nations'a'strong'economic'partner'in'the'province'and'the'country' through'sustainable'land'and'resource'development.'This'vision'also'includes'shared'decision9 making'and'shared'beneQits'that'support'First'Nations'as'distinct'and'healthy'communities. In'addition,'the'Transformative+Change+Accord'between'BC'First'Nations'Leadership'Council,' Canada'and'BC'aims'to'close'the'social'and'economic'gap'between'First'Nations'and'other'British' Columbians.''The'Accord'also'speaks'to'the'reconciliation'of'Aboriginal'rights'and'title'with'those'of' the'Crown'and'furthering'a'new'relationship'based'upon'mutual'respect'and'recognition.'' Provincial+Recognition+and+Reconciliation+Framework'and'the'NTL+Framework+Agreement In'2007,'the'Tahltan'Central'Council'and'the'Ministry'of'Aboriginal'Relations'and'Reconciliation' initiated'discussions'on'a'Recognition+and+Reconciliation+Framework.''These'discussions'were' intended'to'build'on'New+Relationship'and'Transformative+Change+Accord'commitments.''The' proposed'NTL+Framework+Agreement'(which'includes'the'establishment'Socio9Cultural'Working'
______________________________________________________________________________________________________________________________ This'Terms'of'Reference'is'subject'to'ratiQication'by'the'TCC'and'the'approval'of'provincial'funding'to' implements'its'commitments.''The'document'as'is,'is'recommended'by'the'each'parties’'negotiators'for'Qinal' approval.' TCC _____ British Columbia ______
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P a g e '|'3 Group)'further'reQlects'these'commitments'towards'creating'a'long9term'and'enduring'relationship' that'fosters'positive'change'in'Tahltan'territory'and'Tahltan'communities'and'mutually'agreeable' partnerships.
2.
PURPOSE
The'Tahltan'and'Province'(“The'Parties”)'are'establishing'a'Social'Cultural'Working'Group'to' address'socio9cultural'matters'as'they'generally'pertain'to'the'wellness'and'survival'of'the'Tahltan' Nation'and'potential'changes'associated'with'the'Northwest'Transmission'Line'(“NTL”)'and' development'that'the'NTL'enables'(“NTL'Impacts”).'' The'SCWG'will'be'a'high'level'body'that'will'identify'strategic'priorities'and'opportunities'in'the' mitigation'of'impacts'and'enhancement'to'Tahltan'socio9cultural'well9being'as'related'to'the'NTL.' The'SCWG'will'provide'direction'and'oversee'associated'work'undertaken'through'Sub9' Committees'and'other'forums'in'order'to'implement'long'term'strategies'that'foster'socio9cultural' well9being.' The'SCWG'will'seek'to'change'the'dynamics'and'patterns'of'the'past,'and'create'a'mutually' enriching'structures'and'outcomes.' These'Terms'of'Reference'are'relatively'concise.'Further'details'may'be'clariQied'or'expanded'by' agreement'of'the'Participant'Parties'based'on'lessons'learned'or'needs'as'they'arise'over'the' coming'months.
Socio'cultural+matters+include,+but+are+not+limited+to+family+ development,+health,+language,+culture,+education,+training,+ employment,+food+security,+justice,+housing,+public+safety++and+ economics.
3.
+If+a+matter+affects+the+Tahltan+community’s+sense+of+identity,+ wellbeing+and/or+safety,+addressing+it+is+critical.++SCWG+may+ address+all+socio'cultural+matters;+however+SCWG+priorities+will+ be+to+address+matters+that+are+reasonably+linked+to+NTL+Impacts.
PARTICIPANT'PARTIES'AND'MEMBERSHIP Participant'Parties
______________________________________________________________________________________________________________________________ This'Terms'of'Reference'is'subject'to'ratiQication'by'the'TCC'and'the'approval'of'provincial'funding'to' implements'its'commitments.''The'document'as'is,'is'recommended'by'the'each'parties’'negotiators'for'Qinal' approval.' TCC _____ British Columbia ______
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P a g e '|'4 In'order'to'address'the'spectrum'of'issues'encompassed'in'“socio9cultural'well'being”,'the'SCWG' will'endeavor'to'have'representation'from'a'variety'of'agencies'or'organizations.''It'is' acknowledged'that'each'of'these'organizations'operates'within'their'respective'mandates'and'may' have'distinct'and'potentially'overlapping'interests.'The'Parties'will'seek'to'add'more'“Participant' Parties”'to'the'SCWG'in'order'to'comprehensively'address'the'full'range'of'topic'areas'(i.e.' education,'public'safety,'and'infrastructure).' The'organizational'mandates'of'the'founding'Participant'Parties'are'as'follows: Tahltan(Central(Council'–Generally'to'protect'Tahltan'Aboriginal'rights'and'title,'and'Tahltan' territory.'More'speciQically'related'to'the'NTL,'establishing'effective'government'to'government' relationships'to'shape'development'of'the'Tahltan'territory'and'successfully'manage'the'transition' of'the'Tahltan'community.' Ministry(of(Aboriginal(Relations(and(Reconciliation9'Reconciling'provincial'interests'with'First' Nations’'Aboriginal'and'treaty'rights'and'supporting'collaborative'partnerships,'including'those' around'priority'land'and'resource'development'projects.'Also'supports'First'Nation'capacity'in' governance'and'social'and'economic'resiliency.' Ministry(of(Children(and(Family(Development'–'Promotes'and'develops'the'capacity'of'families' and'communities'to'care'for'and'protect'vulnerable'children'and'youth,'and'supports'healthy'child' and'family'development'to'maximize'the'potential'of'every'child'in'British'Columbia.' BC(Environmental(Assessment(OfDice(E(To'coordinate'the'assessment'of'proposed'major' projects'in'British'Columbia'in'accordance'with'the'requirements'of'the'Environmental+ Assessment+Act.'Also'to'provide'opportunities'for'First'Nations'and'other'parties'to'provide' input'into'these'assessments'and'to'identify'issues'related'to'reviewable'projects. However'in'the'context'of'the'SCWG,'each'of'the'Participant'Parties'will'operate'toward'the'shared' goal'of'supporting'socio9cultural'well'being'and'sustainable'resource'development.' Membership The'SCWG'presently'consists'of'6'members'as'follows: • 3'appointed'by'BC;'and •
3'appointed'by'the'leadership'of'the'Tahltan'Central'Council,'Tahltan'Band'and'Iskut'First' Nation.
Sub9committees' The'SCWG'will'establish'a'standing'Technical'Sub9Committee'(TSC)'to'act'as'the'operational'arm'of' the'SCWG.'Upon'completion'of'the'NTL+Framework+Agreement,'the'Participant'Parties'will'identify'
______________________________________________________________________________________________________________________________ This'Terms'of'Reference'is'subject'to'ratiQication'by'the'TCC'and'the'approval'of'provincial'funding'to' implements'its'commitments.''The'document'as'is,'is'recommended'by'the'each'parties’'negotiators'for'Qinal' approval.' TCC _____ British Columbia ______
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P a g e '|'5 preliminary'representatives'for'the'TSC'within'30'days.'The'TSC'shall'have'2'co9chairs'(one'from' the'Tahltan'Central'Council'and'one'from'the'Province).'TSC'responsibilities'include: i.
providing'analysis'and'information'to'inform'SCWG'decision'making;
ii. the'development'of'a'work'plan,'which'will'be'done'within'60'days'of'signing; iii. undertaking'and'coordinating'research; iv. project'management;'and v. other'responsibilities'as'directed'by'the'SCWG. The'SCWG'may'from'time'to'time'establish'additional'sub9committees'to'undertake'speciQic' projects.'These'sub9committee'members'may'or'may'not'be'members'of'the'SCWG'but'will'report' out'on'regular'basis'to'the'SCWG.'The'SCWG'may'also'elect'to'meet'with'individuals'or' organizations'that'may'not'be'a'part'of'the'group'but'could'contribute'to'the'goals'and'projects' undertaken'by'the'SCWG'(i.e.'Tahltan'youth'or'elders).'
C
4. HAIR SCWG'will'appoint'two'co9chairs'from'its'members'(one'from'the'Tahltan'Central'Council'and'one' from'the'Province).''The'chairs'will: 1. ensure'that'all'logistics'and'actions'are'effectively'carried'out'to'prepare'for'and'implement' direction'from'SCWG'meetings; 2. facilitate'SCWG'meetings;'and 3. speak'on'behalf'of'the'SCWG'at'the'SCWGâ&#x20AC;&#x2122;s'direction.
5.
'RESOURCING'&'SUPPORT
Resourcing British'Columbia'will'provide'funding'for'the'organization'and'initial'activities'of'the'SCWG.'These' funds'will'be'deposited'into'the'Tahltan'receiving'entity,'and'will'be'spent'according'to'the' priorities'established'by'the'SCWG.''
______________________________________________________________________________________________________________________________ This'Terms'of'Reference'is'subject'to'ratiQication'by'the'TCC'and'the'approval'of'provincial'funding'to' implements'its'commitments.''The'document'as'is,'is'recommended'by'the'each'partiesâ&#x20AC;&#x2122;'negotiators'for'Qinal' approval.' TCC _____ British Columbia ______
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P a g e '|'6 The'Participant'Parties'will'work'together'to'secure'stable'long9term'operational'funding'for'the' SCWG'and'in'determining'budgetary'allocations'and'administration.'Resourcing'may'also'include' re9proQiling'and'adjustment'of'existing'programs'and'policies'to'achieve'the'goals'of'the'SCWG. 'The'SCWG’s'goal'is'to'allocate'as'much'of'the'funds'as'possible'towards'priority'projects'and' outcomes.'However,'resourcing'for'effective'Tahltan'participation'in'the'SCWG'(including'technical' support)'may'be'required.' The'Parties'clearly'recognize'that'without'adequate'long'term'funding,'the'success'of'the'SCWG'will' be'limited.''A'critical'priority'for'both'Parties'is'to'secure'long'term'funding'that'facilitates'effective' processes'and'projects'that'result'in'healthy'communities'and'sustainable'economic'development' in'Tahltan'Territory. Support Administrative'support'will'be'provided'by'BC'in'collaboration'with'a'Tahltan'designate. Other'technical'support'will'generally'be'acquired'as'necessary'using'SCWG'resources.''Each'Party' may'also'contribute'technical'support'at'the'discretion'of'the'SCWG'and'the'agreement'of'the'Party.
6.
'GOVERNANCE
SCWG'has'the'authority'to'make'decisions'on'SCWG'priorities;'on'the'development'of'a'strategic' plan'and'approval'of'any'associated'work'plans'developed'by'sub9committees;'and'in'the'allocation' of'its'funds.'Every'effort'will'be'made'to'reach'consensus'on'all'activities'and'decisions.'' Principles of Consensus-Building • The purpose of discussions will be to reach agreement on the operations of the SCWG • Participants will recognize the concerns and goals of others as legitimate • Participants will fully explore issues and search for solutions • The focus should be interests and concerns rather than positions or demands • Participants will consider the broadest possible consideration of alternatives and solutions. • Participants will make best efforts to resolve any issues related to socio-cultural priorities as related to the NTL and NTL Impacts.
Dispute'Resolution
______________________________________________________________________________________________________________________________ This'Terms'of'Reference'is'subject'to'ratiQication'by'the'TCC'and'the'approval'of'provincial'funding'to' implements'its'commitments.''The'document'as'is,'is'recommended'by'the'each'parties’'negotiators'for'Qinal' approval.' TCC _____ British Columbia ______
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P a g e '|'7 Where'the'Participant'Parties'have'made'reasonable'effort'to'reach'consensus'and'have'been' unable'to'do'so,'they'shall'seek'direction'from'their'respective'senior'ofQicials'and'the'Senior'Forum' established'under'the'Shared'Decision'Making'Agreement.' 7.
'GUIDING'PRINCIPLES
The'socio9cultural'well'being'of'the'Tahltan'Nation'is'the'foundational'principle'of'the'SCWG.' However'the'interests'of'all'Participant'Parties'must'be'considered'in'this'work.'SCWG'will'also'use' the'following'as'a'“check9list”'of'principles'to'guide'all'of'its'work. ! SCWG'is'the'central'forum'with'respect'to'socio9cultural'matters'within'the'Parties’' government9to9government'relationship.
8.
!
SCWG'is'intended'to'be'a'positive,'long9term'enduring'partnership.
!
SCWG’s'success'is'highly'dependent'upon'creating'effective'collaboration,'therefore'all' SCWG'workings'will'be'as'collaborative'as'possible,'both'within'the'SCWG'and'in'SCWG’s' dealings'with'external'entities.
!
SCWG'will'adopt'a'strategic'building'blocks'approach'to'effectively'address'its'extremely' diverse'mandate'and'long'term'goals.
!
SCWG'will'take'a'results9based'approach'to'achieve'agreed'upon'socio9cultural'priorities.''
'RESPONSIBILITIES'
The'SCWG'is'responsible'for'ensuring'that'the'following'measures'are'in'place'and'in'overseeing' the'implementation'of'these'measures: !
identifying'socio9cultural'priorities;
!
monitoring'social/cultural'indicators'that'assess'the'ongoing'socio9cultural'status'of'the' Tahltan'community;
!
developing'and'implement'work'plans'to'address'socio9cultural'priorities;
!
'engaging'the'Tahltan'community'(leadership,'organizations,'membership),'relevant'BC' Ministries,'industry'and'other'relevant'partners'with'respect'to'its'priorities'and'work' plans;
!
managing'operational'funding'and'leverage'funds'and'other'resources'from'other'sources' to'identify'and'achieve'its'priorities'and'work'plan'objectives;
!
harmonizing'its'activities'with'relevant'Tahltan,'Provincial,'federal'and'other'agencies'and' service'providers'in'the'management'of'socio9cultural'matters;'and
______________________________________________________________________________________________________________________________ This'Terms'of'Reference'is'subject'to'ratiQication'by'the'TCC'and'the'approval'of'provincial'funding'to' implements'its'commitments.''The'document'as'is,'is'recommended'by'the'each'parties’'negotiators'for'Qinal' approval.' TCC _____ British Columbia ______
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P a g e '|'8 !
9.
undertaking'other'related'tasks'as'agreed'by'the'Participant'Parties’'senior'authorities.
MEETINGS
SCWG'is'expected'to'hold'face9to9face'meetings'at'least'4'times'per'year'plus'will'conduct' additional'teleconference'meetings'as'needed.'The'TSC'and'other'sub9committees'may'meet'more' as'required'and'as'agreed'to.'
10.
REPORTING
In'addition'to'being'responsible'to'the'Tahltan'Nation,'each'Participant'Party'reports'to'its' respective'authorities. SCWG'will'prepare'quarterly'updates'and'an'annual'report,'including'any'work'plans'or'other' documents'developed,'for'public'release'of'its'activities,'accomplishments'and'spending.''SCWG'will' make'reasonable'attempts'to'ensure'that'these'updates'and'reports'reach'as'many'Tahltan' members'as'possible.'The'SCWG’s'annual'reports'and'any'work'plans'will'published'on'the'internet' or'in'an'equivalent'manner'that'can'reasonably'be'expected'to'bring'the'report'to'the'attention'of' TCC'community'members'and'BC.
11.
TERM'&'TERMINATION
Term SCWG'is'intended'to'deal'with'the'transition'of'the'Tahltan'community'as'related'to'NTL'Impacts.'' Therefore,'the'SCWG'may'choose'to'dissolve'itself'if'it'feels'that'it'has'achieved'an'effective' transition. SCWG'will'have'a'Qive'year'term'which'begins'upon'the'signing'of'the'NTL+Framework+Agreement' and'may'be'extended'at'the'agreement'of'both'Parties'for'and'additional'Qive'year'term.''The'SCWG' will'review'its'Terms'of'References'and'the'need'for'continuing'the'SCWG'every'2'years'after'the' anniversary'of'establishing'the'SCWG. Termination Either'Party'may'terminate'their'participation'in'SCWG'with'60'days'written'notice.''If'a'Party' provides'termination'notice'the'Parties'will'use'reasonable'efforts'to'attempt'to'resolve'the'matter' that'prompted'notice'of'termination.
______________________________________________________________________________________________________________________________ This'Terms'of'Reference'is'subject'to'ratiQication'by'the'TCC'and'the'approval'of'provincial'funding'to' implements'its'commitments.''The'document'as'is,'is'recommended'by'the'each'parties’'negotiators'for'Qinal' approval.' TCC _____ British Columbia ______
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Getting Our
Voices Back Tahltan'Leadership'Forum' March'15'â&#x20AC;&#x201C;'16,'2012'
Our$voice.$Our$choice.$We$decide.$ Getting Our Voices Back: Tahltan Leadership Forum
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For two days the Dease Lake school gym was a hive of activity. Sixty people from all three communities: Iskut, Telegraph Creek and Dease Lake, met to discuss the work of the Socio-Cultural Working Group (SCWG), and build visions and goals for the work plan.
The Socio-Cultural Group
Working
Tahltan leadership have been discussing potential development with the Provincial government for some time. Tahltans have watched other northern communities suffer from negative social and cultural effects of development. They told the Leadership that they are supportive of development and the employment it will bring, but do not want to see negative social and cultural effects of development happen in Tahltan territory. As a result, the Socio-cultural Working Group was established as part of the Northwest Transmission Line (NTL) Framework Agreement which was signed In May 2011 among the Tahltan, the Province of BC and BC Hydro.
The SCWG has two objectives: 1) to protect Tahltan culture and society from the potential negative effects of rapid development; and 2) to ensure Tahltan members are ready for the employment opportunities arising from development and has drafted a workplan to achieve these two objectives. On March 15 and 16, Tahltan Elders, leaders, staff and community members came together to discuss the workplan, develop a vision and goals for each category, and talk about a way to move the work, and the Nation, forward.
The SCWG is a partnership between the Tahltan and the provincial government and its members are:
Leadership:
The Leadership presented information on the SCWG: how it was formed, what its objectives are and the fact that the draft workplan is only an overview for how we might achieve those objectives. They were clear that the help of the experts (Elders, staff, community members etc.) is needed to make the workplan a living document â&#x20AC;&#x201C; one that will make sure Tahltans are prepared for development and that the culture is strong.
Annita McPhee Marie Quock Rick Mclean Rob McPhee Peter Cunningham
Technical sub-committee: Ramona Quock Feddie Louie Ryan Franke Alixe Knighton
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Most of these effects are no surprise:
There was also a presentation on the effects of development, drawn from the experience of other northern communities (see sidebar).
• Development brings increased disposable income and temporary population growth • Influx of newcomers can result in a culture clash and change in community identity
One of the ways to guard against these negative effects is to build a strong Tahltan identity among community members. The working group had identified the following as elements of a Tahltan identity, and discussed them with the group. Everyone agreed that the visions and goals of each category should support these elements:
• Family issues include: isolation and stress, health problems; depression; family breakdown and violence • Young male workers are impulsive risk-takers with high income to spend on things to relieve boredom, like alcohol, drugs and vehicles, and who tend to begin temporary relationships without assuming responsibility for children left behind. Sometimes suicide and violence are issues.
1) 2) 3) 4) 5) 6) 7)
land base language ceremonies games, songs and stories beliefs and practices clothing hunting, fishing and gathering 8) family 9) self-sufficiency
• Infrastructure is often inadequate for the existing population let alone one that may double. This includes transportation, hospital, emergency services, schools and recreation facilities. • High wage earners become indebted and because property is not liquid, job loss can be catastrophic • Shift work leads to stress and family breakdown • For women to work child care is needed
Recommendations to deal with these effects:
“Our culture is our identity – never be ashamed of it.”
• Develop recreational infrastructure • Provide education re financial planning, emotional health and substance use • Provide child care • Create “welcoming communities” to educate incomers about Tahltan culture and values • Negotiate cultural considerations with industry (leadership) • Support a healthy Tahltan identity
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THE WORKPLAN The workplan has six categories. The people present, the experts, separated into groups depending on their field of expertise or interest. Their first task was to develop a vision for their category, to seek feedback from the whole group on their vision, and to come back the next day to develop goals for each category, including specific activities, if there was time. People engaged immediately in a lot of positive discussion about what needs to be done in each category.
Language and culture Vision: Di dene e kune me hō di hi (All Tahltan people are living the Tahltan way of life) Discussion:
Goals:
•
Tahltan will be the first language for Tahltans nationwide
•
importance of oral teaching, language and stories
•
cultural centre: traditional dancing and singing to be fully revived
•
family system: sub tribe system; sub clans under existing clans (we used to have more than just the wolf and the crow)
•
integrate our history and culture in to the school curriculum in all schools in Tahltan territory
•
all Tahltans can read and write our language
•
teach Tahltan history in school, not European
•
When are we coming together as one? Today meetings in different communities: this is what we are doing, working to pull communities together
•
Tahltan spiritual
•
Tahltan place names only: we have a map for Iskut to Telegraph Creek with names in our language. This we done on our own with no funding.
•
Language starts at home; we need to congratulate Oscar in his work
•
Where are the data that were collected in the past?
•
traditional diet and medicines
•
potlatches
•
Put Tahltan place names into the atlas within three years, and explain what the names mean
•
Create a Tahltan language authority (Tahltans already have funding from the Stikine Wholistic Working Group and First Peoples Heritage Language and Culture Council and Oscar Dennis is working on this. Anyone who is interested in participating should contact Oscar.)
•
Bring back dances, songs, ceremonies and potlatches. One elder said “we don’t have to wait for funding to make that happen”
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rituals; rites of passage
Training and employment Vision: A self-reliant, self-sufficient Tahltan Nation with our own Tahltan based policy and curriculum regarding employment and training in the territory implemented by the Nation. “Our voice. Our choice. We decide.” Discussion:
Goals:
•
accessibility to training
•
have access to website for jobs
•
have input into the employers’ hiring committees
•
•
have options for employer re training or accessibility to training
central training and employment organization so all money can be directed to make up of Tahltan people to design and implement training
•
employees to reach their career of choice
•
more management training
•
train the trainer
•
staged training and responsibility
•
Form a committee with two reps from each of the three communities, in six months.
•
Do an essential skills inventory over the next year and a half (after the goals were presented someone advised that this is already underway)
•
Establish a Tahltan learning centre to focus training funds (now each community does its own thing and could be more successful by combining funds and priorizing needs)
“If we want to be united we’d better start now...I’m an Elder and I don’t speak for nothing”' Getting Our Voices Back: Tahltan Leadership Forum
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Education Vision: Strong, proud Tahltan who live and succeed in both worlds Discussion: •
•
•
Tahltan education vs. conventional western education; Montessori type learning hands on learning)
•
teach children and parents: language; history; identity; culture (songs, dances; systems); geography (know our land); self-respect (know who you are); discipline and responsibility invest early in the children with Tahltan immersion classes
•
create an environment to eliminate discrimination
•
build dorms so children can complete their education; have tutors in the dorms
•
Goals:
o o o o o o
•
•
recognize different learning styles
•
we need alternative paths to encourage strengths – PROUD TAHLTAN
o
culture camps in winter and summer language classes songs puberty rights place names elders storytelling
o o o o o o o
Build partnerships around the education enhancement agreement
•
Create places for elders to teach
•
More Tahltan authority in school: native teachers; language, history, culture
•
Integrate Tahltan teachings into the curriculum
If we have a strong, proud Tahltan directed education system which allows our children to live and succeed in both worlds, those people will: o
it’s about educating ALL the children in our territory
• Create a Tahltan School District:
build on partnerships, like the education enhancement agreements, to integrate more Tahltan teachings and curriculum through formal and informal education systems:
honour their elders know their history, identity and the land practice their culture speak their language participate in camps be healthy have a sense of belonging and ownership have freedom
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Health Vision: In unity, Tahltan sustain a culturally wholistic lifestyle with our traditional systems. We will love optimal health by empowering individuals, families and communities Discussion: •
•
Goals:
traditional foods/medicines: sustain moose population; food security Mental Health: adequate?; education/ employment
•
united
•
wholistic (mental, emotional, spiritual, physical)
•
health is a choice
•
diabetes free
•
community garden
•
collaboration
•
work together
•
nation driven
•
water protection (clean water)
•
cultural exchange
•
understanding & utilizing the land base
•
Tahltan Centralized Health Authority: mental health programs; lifestyles programs
•
Land based reculturation program with: o o o o
•
Tahltan based
•
pre-conception onward
o o
•
self-sufficient
o
•
physically fit o o o
“In 20 years I can look back and say I was part of the change that started today... we are the future and our own tomorrow”'
•
food security Tahltan medicine plan program land-based culture camps Tahltan food and diets language programs activities and fitness programs ceremonies(i.e. dancing. learning our songs, drumming, sewing headstart, parenting program elder programs healing workshops for 2015
Centralized Transportation services within 6 months
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Family and community development Vision: Our families and communities are healthy, holistically balanced and have strong identity rooted in our Tahltan culture traditions, values and language. Discussion: •
Goals:
Supporting families means doing things to support or create: balance, resilience, respect, unity, honouring the elders, self-sufficiency; strength in culture, wholism and value.
•
healing and prevention
•
integration of services
•
community resource development
“We’re not doing this just for ourselves; our kids are going to watch and follow in our footsteps”'
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Infrastructure Vision: Modern, up to date infrastructure provides the Tahltan nation with the right environment to create opportunity for our self-sustaining communities Discussion: •
•
Goals:
infrastructure includes: airport, roads, broadband internet and cell phone service, schools, communications, a justice system, housing, public buildings and recreational facilities
•
adequate infrastructure is necessary for companies and families to come to work in Tahltan territory
•
we need to make sure our Leadership is working with government and industry to provide these things where appropriate; e.g. there is money already allocated for broadband and cell phone service; the leadership just needs to go after it increasing housing could be an opportunity for Tahltans to be trained for construction
•
Tahltan Centralized Health Authority: mental health Upgrade the airport and highway to increase safety immediately
•
Have a functioning college in Dease Lake with enrolled students by fall 2014
•
Increase the number of housing units
•
Build recreational facilities
“2012 is a new beginning for the Tahltan people. We’re at a crossroads. I see this awakening among us.”' Getting Our Voices Back: Tahltan Leadership Forum
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Back in the big group, speakers from each group reported on the brainstorming and the main ideas that had come up, and delivered their vision statement. The entire group of 60 had a chance to comment or add to it. In a remarkably short time there was consensus on each vision statement. The visions consistent project the Tahltan as strong, confident, self-reliant and practicing their culture.
Where do we go from here? People from each group stepped up and volunteered to lead their group in moving the goals of the workplan along. There was consensus that there should be one person from each of the communities assigned, even though with more people it might be difficult for everyone to attend every meeting. The leaders of each category are: Health – Christine Ball Geraldine Quock, Terrilynn Feldman Training & Employment – Freda Campbell and others to be determined Language & Culture – Oscar Dennis, Nancy McGee, Penny Louie, Loretta Dennis Infrastructure – Rick McLean Education – Richard Jackson, Isabelle Reid, Adrian Carlick ECD, Community Development – Annabel Nole, Shana Day, Lorgan Bob Because there are so many connections between the categories it was suggested that the leaders in each category meet regularly, and with the Socio-cultural working group, to keep the workplan moving forward and make sure efforts aren’t being duplicated. These meetings will be open to community members to attend, learn about the SCWG and give input to the workplan.
The technical members of the SCWG (Feddie Louie, Ramona Quock, Ryan Franke and Alixe Knighton) will put the work done on March 15-16 into the draft workplan and circulate it. The entire group will meet again, probably in the week of August 2012 out on the land, to talk about progress and continue to plan. Wrap-up comments at the end of each day reflected a great sense of appreciation for one another and hope for the future. People were inspired by the work that had been done and talked about the need to keep going. Many people thanked the elders for their presence and guidance and specifically, Nancy McGee, Mary Quock, Jenny Quock, Bertha Louie, and Mary Dennis for starting the day in the right way with singing and drumming (and Dale Tashoots for his dancing), and to Andy Louie for ending the day with a song. One participant summed it up for everyone by saying: “My heart is warm”.
Meduh everyone! Getting Our Voices Back: Tahltan Leadership Forum
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Appendix A â&#x20AC;&#x201C; Visioning Chart Images
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Appendix B – Quotes From the Forum “Our culture is our identity – never be ashamed of it” - Name here “It feels like we got our voices back” -Name here “If we want to be united we’d better start now...I’m an elder and I don’t speak for nothing” - Name here “In 20 years I can look back and say I was part of the change that started today... we are the future and our own tomorrow” -Name here “We’re not doing this just for ourselves; our kids are going to watch and follow in our footsteps” - Name here “We’ll be a Nation again to be reckoned with” - Name here “What you’re doing here is not being done elsewhere in BC” - Peter Cunningham, Assistant Deputy Minister, Ministry of Aboriginal Relations and Reconciliation
“I’m really grateful to see our elders here guiding us and we need to have youth here too” - Name here “It’s good to see our people getting along and moving forward.” - Name here “2012 is a new beginning for the Tahltan people. We’re at a crossroads. I see this awakening among us” - Name here “Tahltans are an amazing community: open, honest and progressive” - Sean ___, Royal Canadian Mounted Police Sergeant
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SHARED DECISION MAKING AGREEMENT between THE TAHLTAN NATION AND THE PROVINCE OF BRITISH COLUMBIA
Tahltan Nation
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This Agreement is dated for reference the 14th day of March, 2013
between
TAHLTAN NATION As represented by the Tahltan Central Council, the Iskut Band and the Tahltan Band (hereinafter the “Tahltan”)
and
HER MAJESTY THE QUEEN IN RIGHT OF THE PROVINCE OF BRITISH COLUMBIA As represented by the Minister of Aboriginal Relations and Reconciliation (hereinafter “the Province”) (each a “Party” and collectively the “Parties”)
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WHEREAS: A. Tahltan have Aboriginal Rights within Tahltan Territory. B. The Tahltan Declaration was originally signed on October 18, 1910 and was re-affirmed by the Tahltan community on its 100th anniversary (October 18, 2010). This declaration clearly states Tahltan’s view with respect to its Territory as follows, “We claim the sovereign right to all the country of our tribe—this country of ours which we have held intact from the encroachments of other tribes, from time immemorial, at the cost of our own blood. We have done this because our lives depended on our country. We have never treated with them, nor given them any such title. (We have only very lately learned the B.C. Government makes this claim and that it has for long considered as its property all the territories of the Indian Tribes in B.C.).” C. The position of the Province is that the lands, waters and resources of British Columbia, subject to certain private rights and interests, are Crown lands, waters and resources subject to the sovereignty of Her Majesty the Queen and the legislative jurisdiction of the Province of British Columbia. D. Without prejudice to their differing views with regard to sovereignty, jurisdiction, title and ownership, the Province and Tahltan intend to work collaboratively and are committed to engaging across a spectrum of land and resource issues to reconcile interests and improve business relationships and their government-to-government relationships and to fulfill their respective legal obligations. E. British Columbia and the First Nations Leadership Council have, through the New Relationship vision statement, stated a vision for a New Relationship founded on principles of mutual respect, recognition and reconciliation of Aboriginal Rights . F. The Transformative Change Accord was entered into in November 2005 for the purposes of closing the social and economic gap between First Nations and other British Columbians, reconciling Aboriginal Rights with those of the Crown and of establishing a new relationship based on mutual respect and recognition. G. The Parties affirm their mutual commitment to social, community and economic development and to taking tangible steps together to implement the Transformative Change Accord. H. The Parties share the objective of building an enduring, resilient government-to-government relationship with respect to land and resource use and economic and social development in the Territory where they can find new and cooperative ways to support sustainable development and use. I.
The Parties seek to increase the long-term stability and predictability for both the Province and Tahltan with respect to land and resource decisions.
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J.
The Parties intend to negotiate agreements to share the revenues and benefits generated from lands and resources within Tahltan Territory.
K. Tahltan and the Province entered into a Reconciliation Framework, dated April 4, 2007, and a Framework Agreement, dated May 16, 2011, whereby they have committed to principles of sustainable land and resource development, support for First Nations as distinct and healthy communities, establishing cooperative and respectful government-to-government relationships and working together to develop mutually agreeable collaborative processes. L. The Parties recognize that successful implementation of this Agreement is a significant step towards ongoing efforts to reconcile Tahltan and provincial interests and will allow the Parties to continue to assess opportunities to further advance reconciliation. M. The Province acknowledges Tahltan interest in further advancing Shared Decision Making concepts in the future.
Therefore the Parties agree as follows:
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1. Definitions 1.1. In this Agreement the following definitions apply: “Aboriginal Rights” means asserted or determined Aboriginal rights, including Aboriginal title, recognized and affirmed by section 35(1) of the Constitution Act, 1982; “Agreement” means this Shared Decision Making Agreement, including all of its parts and appendices; “Applicant” means a person, corporation or entity, or their agent, including the Province and any agent of the Province, that has submitted an Application; “Application” means an application under consideration by a Provincial Agency listed in Appendix H, seeking authorization(s) for land and resource use, including the application document, any materials for amendment, renewal or replacement approvals and all supporting materials; “Dispute Resolution” means the processes by which representatives of the Parties seek to resolve disputes respecting the interpretation or implementation of this Agreement, as set out in part 13; “Effective Date” means the date on which the last of the signatories has signed this Agreement; “Engagement” means the processes for Shared Decision Making related to land and resource matters by which representatives of the Parties share information, undertake discussions and seek agreement on Recommendations, as set out in part 6; “Engagement Coordinators” mean the designated representatives assigned respectively by the Province and Tahltan, as set out in Appendix B; “Engagement Level” or “Level” means a defined Engagement process under the Engagement Model, as set out in Appendix B; “Engagement Model” means the processes for Engagement established under Appendix B; “Existing Agreements” means the Reconciliation Framework Agreement, dated April 4, 2007, entered into by the Parties; and the Government-to-Government and Northwest Transmission Line Negotiation Framework Agreement, dated for reference May 16, 2011, entered into by the Province, Tahltan Nation and BC Hydro; “Government-to-Government Forum” or “G2G Forum” means the Forum established under part 6 of this Agreement; “G2G Forum Co-Chairs” or “Co-Chairs” means the Government-to-Government Forum Co-Chairs appointed by both the Parties, as set out in part 6; “Implementation Plan” means the plan set out in Appendix F;
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“Issue Resolution” means the process by which Representatives of the Parties seek to resolve a disagreement respecting the substance of a Recommendation developed under the Engagement Model, as set out in Appendix B; “Northwest Transmission Line” or “NTL” means the electric transmission line from the Skeena Substation near Terrace to Bob Quinn Lake, a portion of which is within the Territory; “Proposed Activity” or “Proposed Activities” means, for the purposes of the Engagement Model: a. proposed land and resource activities set out in an Application, or suite of related Applications received by a Provincial Agency, which may have adverse impacts on Tahltan Aboriginal Rights; b. a decision or activity contemplated by a Provincial Agency which may have adverse impacts on Tahltan Aboriginal Rights; or c. activities or decisions subject to Engagement as otherwise agreed by the Parties; “Province” means the Province of British Columbia; “Provincial Agency” means a provincial ministry listed in Appendix H; “Recommendations” means recommendations that are developed and provided to the Parties through structures and processes in this Agreement; “Representatives” mean the individuals who undertake Engagement on behalf of the Provincial Agencies and Tahltan under this Agreement; “Responsible Officials” mean the representatives appointed by the Province and Tahltan, as set out in part 6; “Shared Decision Making” means the approach by which the Parties will collaborate to consider land and resource matters through structures and processes, including those in part 6 of this Agreement, to inform their respective decisions; “Socio-Cultural Working Group” means the working group established under the Government-toGovernment and Northwest Transmission Line Negotiation Framework Agreement and continued as set out in Appendix G; “Strategic Topic” means a land or resource matter of interest to either Party, other than Proposed Activities, which may be brought forward for discussion at the G2G Forum pursuant to part L in Appendix B; “Tahltan Bands” mean the Iskut Band and Tahltan Band, both of which are bands within the meaning of the Indian Act, R.S.C. 1985, c. I-5; “Tahltan Central Council” means a society incorporated under the Society Act, R.S.B.C. 1996, c. 433; “Tahltan Interests” mean those interests outlined in section 4.1;
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“Tahltan Nation” means the Tahltan Central Council, the Iskut Band and Tahltan Band, which represent Tahltan People; “Tahltan People” mean all those persons who are collectively entitled to exercise the Aboriginal Rights of Tahltan in the Territory; “Tenure Holder” means a person, corporation or entity that holds an existing tenure or permit awarded under provincial legislation; “Territory” means the traditional territory of Tahltan located within British Columbia and the geographic area to which this Agreement applies as shown on Map A in Appendix A; “Working Group” means a government-to-government working group established by the Governmentto-Government Forum.
2. Purpose and Intended Outcomes Purpose 2.1. This agreement is intended to foster an effective, respectful and enduring government-togovernment relationship that will: 2.1.1. allow the Parties to collaborate on land and resource issues as a tangible step towards longer term reconciliation of their interests; and 2.1.2. enable the implementation of the structures and processes outlined in this agreement. Intended Outcomes 2.2. Through the implementation of this agreement, the Parties intend to achieve the following outcomes: 2.2.1. an improved understanding of each others’ respective interests and shared interests; 2.2.2. increased certainty for resource investment, land and resource use and Tahltan traditional uses; 2.2.3. effective Shared Decision Making; 2.2.4. structured engagement between the Province and Tahltan that allows for meaningful, efficient and effective consultation and, where appropriate, accommodation; 2.2.5. increased process certainty for each of the Parties regarding strategic and operational land and resource management matters; 2.2.6. increased opportunities for Tahltan to benefit from future development within the Territory including potential revenue sharing and other benefits; 2.2.7. support for the development of sector and project specific initiatives by Provincial Agencies and Tahltan; 2.2.8. increased governance capacity for Tahltan to participate in collaborative land and resource management; 2.2.9. development of thriving communities and a healthy economy while maintaining a healthy environment in northwest British Columbia; 2.2.10. manage potential socio-cultural impacts on the Tahltan People expected or shown to arise from the NTL and development that the NTL enables, through the Socio-Cultural Working Group, as described in section B of Appendix G; and
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2.2.11. Tahltan participation in the energy sector in the Territory, through the commitments set out in section D of Appendix G.
3. Scope 3.1. This Agreement applies to: 3.1.1. the Territory; 3.1.2. all land and resource matters within the jurisdiction of Provincial Agencies that may affect Tahltan Aboriginal Rights; and 3.1.3. other land, resource, economic or social development matters, as agreed to by the Parties.
4. Interests 4.1. Tahltan Interests include the following: 4.1.1. enhancing the governance capacity of Tahltan with regard to land and resources and achieving recognition of Tahltan sovereign rights and associated jurisdiction; 4.1.2. acting as stewards of the Territory and being involved in all levels of decision making processes to carry out effective land and resource management in accordance with Tahltan laws, customs, cultural values and priorities; 4.1.3. exercising and protecting Tahltan Aboriginal Rights; 4.1.4. identifying, protecting and managing past, present and future cultural resources, areas and landscapes, that contain values significant to Tahltan, including: 4.1.4.a. contemporary and historic ceremonial sites, 4.1.4.b. archaeological sites, 4.1.4.c. traditional use, spiritual and medicinal plant harvesting areas, and 4.1.4.d. oral history, artefacts and archival resources; 4.1.5. managing and mitigating potentially negative social and environmental impacts associated with the development of lands and resources; and 4.1.6. sharing in the resource-revenues and other benefits generated from the development of, or activity in, the Territory. 4.2. Provincial Interests include the following: 4.2.1. advancing reconciliation with Tahltan and other First Nations including the negotiation and implementation of non-treaty agreements; 4.2.2. achieving progress on the implementation of the New Relationship and Transformative Change Accord; 4.2.3. advancing economic development and employment opportunities for families and communities in northwest British Columbia while maintaining world class standards for the environment and management of natural resources; 4.2.4. realizing the potential, creating a positive investment climate and promoting internationally competitive mining and energy sectors in northwest British Columbia; 4.2.5. working collaboratively with Tahltan and other First Nations on decision making processes that can contribute to sustainable management of land and natural resources; and 4.2.6. fulfilling the Province’s consultation and accommodation obligations in an efficient and effective manner.
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4.3. For the purposes of this Agreement, the Parties acknowledge Tahltan and Provincial Interests and look forward to further developing their government-to-government relationship in order to advance their individual and mutual interests in an open and respectful manner.
5. Other Agreements 5.1. The Parties have previously entered into the Existing Agreements, which record a mutual commitment to advance reconciliation through, among other things, the negotiation of agreements of mutual benefit. 5.2. The Parties intend the processes established under this Agreement to continue the work of advancing reconciliation and agree that this Agreement will supersede their respective obligations under the Existing Agreements subject to the exceptions set out in Appendix G.
6. Shared Decision Making 6.1. The Parties will implement Shared Decision Making structures and processes consisting of: 6.1.1. a Government-to-Government Forum as set out in sections 6.10 to 6.12; and 6.1.2. an Engagement Model as set out in sections 6.13 and 6.14. 6.2. The Parties agree that funding and resources are necessary for effective implementation of Shared Decision Making. 6.3. The Parties will seek to reach consensus on Recommendations through the Engagement Model. 6.4. The Parties, either jointly or separately, may engage local communities and stakeholders on matters pursuant to this Agreement that may have an effect on local community and stakeholder interests. 6.5. Representatives may involve technical and resource persons to assist them to fulfill their responsibilities in the structures and processes in the Agreement. 6.6. The Parties agree that the structures and processes in this Agreement constitute the means by which they will: 6.6.1. fulfill the procedural and information sharing obligations arising from the duty to consult with Tahltan; and 6.6.2. seek to develop, where appropriate, measures to accommodate Tahltan in relation to Proposed Activities. 6.7. For greater clarity, Tahltan's agreement with the structures and processes in this Agreement does not, in itself, constitute express or implied agreement to any Proposed Activity. 6.8. For greater clarity, the Parties do not intend this Agreement to create processes to fulfill any obligations of ministries or provincial organizations other than Provincial Agencies in relation to consultation and, where appropriate, accommodation to Tahltan, unless specifically agreed to following an invitation pursuant to section 7.3. Responsible Officials 6.9. Each Party will appoint a Responsible Official who will be responsible for: 6.9.1. overseeing and monitoring the implementation of this Agreement; 6.9.2. facilitating Issue Resolution, Dispute Resolution or resolution of disagreements related to Strategic Topics, as set out in this Agreement; Page 9
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6.9.3. approving or seeking approval for amendments to the Agreement as set out in part 12; and 6.9.4. approving the G2G Forum Terms of Reference and the annual work plan as set out in Appendix F. Government-to-Government Forum 6.10. The Parties will establish a Government-to-Government Forum that will continue for the term of this Agreement. 6.11. Each Party will assign up to three (3) representatives to the G2G Forum, including its respective Co-Chair. 6.12. The G2G Forum is responsible for ensuring implementation of this Agreement and will be the venue for government-to-government discussions, as set out in Appendix D. Engagement Model 6.13. The Parties will undertake Engagement related to Proposed Activities and Strategic Topics through the Engagement Model. 6.14. Each Party will assign an Engagement Coordinator to assist with implementation of the Engagement Model, as set out in part B of Appendix B.
7. Linkages Other First Nations 7.1. Consistent with its legal obligations and agreements, the Province will consult with, and consider information from, other First Nations when making decisions. Other Governments and Other Provincial Ministries or Organizations 7.2. The Parties may collaborate when engaging with other governments including Canada, other First Nations and local governments. 7.3. The Parties may invite other provincial ministries or organizations to coordinate their processes for consultation and, where appropriate, accommodation of Tahltan with the processes established under this Agreement. 7.4. The Parties may undertake negotiations to bring other provincial ministries or organizations into this Agreement as Provincial Agencies, including the Environmental Assessment Office and the Oil and Gas Commission.
8. Confidentiality and Information Sharing 8.1. The Parties will support informed decision making in the Territory by sharing relevant knowledge and information. 8.2. The Parties recognize that some relevant knowledge and information may be confidential or sensitive in nature and that confidential or sensitive knowledge or information may be shared by each Party at its discretion. Page 10
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8.3. The Province acknowledges that Tahltan are custodians of cultural information and cultural knowledge that may be: 8.3.1. confidential or sensitive in nature; or 8.3.2. owned by individuals and must be managed according to the owner’s wishes. 8.4. Where Tahltan share knowledge or information with the Province for the purposes of this Agreement and that knowledge or information is identified in writing as confidential or sensitive: 8.4.1. Tahltan will assist the Province in determining the current and future use, security, level of sensitivity and interpretation of shared information and terms under which that information may be reproduced or shared, in whole or in part, with any other party; 8.4.2. the Province will make all reasonable efforts to prevent the disclosure of that information to the public, subject to the Freedom of Information and Protection of Privacy Act or as otherwise required by law; and 8.4.3. if the Province receives a request under the Freedom of Information and Protection of Privacy Act for disclosure of information received from Tahltan, the Province will provide Tahltan with notice of the request and the opportunity to express any views regarding the disclosure. 8.5. Sections 8.2 and 8.4 do not apply to information that is already in the public domain, including the Remote Access to Archaeological Data (RAAD) database and on other public websites. 8.6. Where the Province shares information with Tahltan for the purposes of this Agreement and that information is identified in writing as confidential or sensitive: 8.6.1. the Province will assist Tahltan in determining the use, security, level of sensitivity and interpretation of such information and terms under which that information may be reproduced or shared, whole or in part, with any other party; and 8.6.2. Tahltan will make all reasonable efforts to prevent the disclosure of such information to the public.
9. Resource Revenue Sharing 9.1. The Parties will negotiate and attempt to reach agreements with each other that are consistent with present and future provincial revenue sharing policy frameworks and negotiation mandates, including: 9.1.1. new major projects including mines, tourism resorts, clean energy power projects; and 9.1.2. the forest sector. 9.2. In the event that the Parties enter into a revenue sharing agreement, the Province may consider funding provided under this Agreement in determining any engagement capacity funding established through a revenue sharing agreement. 9.3. Nothing in this Agreement precludes Tahltan from continuing to negotiate and implement revenue and benefits sharing agreements with proponents and Applicants.
10. Collaboration on Resource Management and Economic Development 10.1. The Parties will collaborate on resource management and economic development within, or affecting, the Territory, including: Page 11
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10.1.1. fish and wildlife management through the Fish and Wildlife Working Group established in accordance with Appendix C; 10.1.2. mining related Strategic Topics through the Minerals Working Group established in accordance with Appendix E; and 10.1.3. exploring additional Shared Decision Making initiatives through a Working Group to be established within three (3) years of the Effective Date. 10.2. The Parties may, by mutual agreement, collaborate on resource management and economic development within, or affecting, the Territory, including the following potential Strategic Topics: 10.2.1. monitoring and compliance activities; 10.2.2. archaeological assessment or traditional use studies; 10.2.3. protected areas management, operations and maintenance; 10.2.4. economic development opportunities; 10.2.5. cumulative effects monitoring including involvement in the Cumulative Effects Management and Assessment Framework for Natural Resource Decision Making: Northwest Pilot Project; and 10.2.6. review of Tahltan-ILMB MOU re: Land Use Planning Stewardship Framework (July 2006) and the Klappan Initiative Memorandum of Understanding (March 30, 2007) to determine which provisions are still relevant and which provisions both Parties will continue to pursue.
11. Implementation General 11.1. The Parties agree to implement this Agreement in accordance with the Implementation Plan. 11.2. The Parties may amend the Implementation Plan as required during the term of this Agreement. Funding 11.3. Subject to reporting under sections 11.10 and 11.11 to the satisfaction of the Province, the Province will, for the initial three (3) year period of the Agreement, provide Tahltan with $1,200,000 in total to supplement its own resources to implement this Agreement as follows: 11.3.1. funding of $400,000 within sixty (60) days of the Effective Date; 11.3.2. funding of $400,000 per year within thirty (30) days of the first and second anniversaries of the Effective Date. 11.4. Funding provided by the Province under section 11.3 will be utilized by Tahltan for the following implementation responsibilities: 11.4.1. implementation of Shared Decision Making including the Engagement Model, G2G Forum, Engagement Coordinators and Responsible Officials; 11.4.2. Level 4 Engagement, including Working Groups for those projects described in Appendix B, section G.8; 11.4.3. engagement on Strategic Topics; 11.4.4. collaboration on resource management and economic development as noted in part 10; 11.4.5. negotiation of resource revenue sharing agreements; and 11.4.6. other matters as mutually agreed.
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11.5. Prior to the commencement of successive three (3) year periods of this Agreement, the Parties will seek to negotiate the renewal of funding to supplement Tahltan resources for implementation of this Agreement. In the interest of disclosure, it is the intent of the Province that if, at that time, Tahltan are receiving revenue sharing under one or more other agreements with the Province, such revenue will be considered in establishing the amount of any subsequent funding under this Agreement. 11.6. Notwithstanding any other provision in this Agreement, any payment of funds by the Province to Tahltan for any purpose pursuant to this Agreement is subject to: 11.6.1. annual appropriations, as defined in the Province’s Financial Administration Act, for the fiscal year in which the payment becomes due to enable the Province to make such a payment; and 11.6.2. any Treasury Board, as defined in the Province’s Financial Administration Act, condition or limitation placed on an expenditure under any appropriation necessary to make such a payment. 11.7. For greater clarity, the funding provided through this part is intended to support Tahltan capacity to participate in the processes specified in section 11.4, and is not intended to fund or be used for the preparation of specific studies, reports or initiatives, as agreed to by the Parties, that may arise from, or be identified through, the Engagement processes set out in part 10 or Appendix B. 11.8. The Province will work with Tahltan to identify additional funding to support the priorities of the Socio-Cultural Working Group and implementation of joint projects under Strategic Topics and Level 4 Working Groups. 11.9. The funding provided to Tahltan through this section does not preclude Tahltan from accessing funding that may be available through any other level of government, non-governmental body, or any provincial ministry or organization other than a Provincial Agency. Reporting 11.10. To be eligible for the annual payments as per section 11.3, Tahltan will, thirty (30) days prior to each anniversary of this Agreement, prepare a report containing the information set out in Appendix I and reporting on fulfillment of the annual work plan as set out in Appendix F. 11.11. Tahltan will ensure that the reports are posted on a public internet site in a manner that would reasonably make it available to Tahltan People and the public.
Agreement Monitoring and Evaluation 11.12. The Parties agree to develop a performance management system consistent with Appendix F within one (1) year of the Effective Date to monitor progress with respect to commitments under this Agreement. 11.13. The Parties will undertake a review of the Agreement every thirty-six (36) months or by mutual agreement and may make Recommendations respecting its amendment: 11.13.1. as part of this review, the Parties may agree to have an independent evaluation of this Agreement;
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11.13.2. the costs of any independent evaluation agreed to under subsection 11.13.1 will be shared jointly between Tahltan and the Province. 11.14. The G2G Forum will consider the results of reporting or assessments related to the effectiveness of the Agreement and may make recommendations for amendments to improve it. 11.15. Either Party may raise emerging issues regarding this Agreement, including the Engagement Model, to the G2G Forum for resolution.
12. Amendment 12.1. The G2G Forum may make recommendations to the Responsible Officials respecting amendments to improve this Agreement, or the Responsible Officials may exchange a proposed amendment to the Agreement in writing. 12.2. Where a proposed amendment is of a significant nature listed in section 12.4, the amendments must be agreed to in writing by the Minister of Aboriginal Relations and Reconciliation, on behalf of the Province, and by the President of the Tahltan Central Council and the Chiefs of the Iskut and Tahltan Bands, on behalf of the Tahltan. 12.3. For all other amendments, the Responsible Officials have the authority to agree to proposed amendment and to amend the Agreement, in writing. 12.4. A proposed Amendment will be considered to be of a significant nature if it includes potential changes to any of the following: 12.4.1. the Parties; 12.4.2. the Territory; 12.4.3. part 2, Purpose and Intended Outcomes; 12.4.4. part 3, Scope; 12.4.5. sections 11.3 thru 11.10, Funding and Reporting; 12.4.6. part 12, Amendment; 12.4.7. part 14, Term and Termination; 12.4.8. part 15, General Provisions; and 12.4.9. other matters that the Responsible Officials agree are of a significant nature and should be subject to the amendment process set out section 12.2.
13. Dispute Resolution 13.1. The Parties recognize that the successful implementation of this Agreement will depend on their ability and willingness to recognize, explore and resolve differences which may arise between them, and will endeavour to resolve such differences in a manner that fosters an improved, ongoing and respectful government-to-government relationship between them. 13.2. If the Parties are unable to resolve disputes respecting the interpretation or implementation of this Agreement, the G2G Forum Co-Chairs will exchange in writing a full description of the areas of disagreement and any outstanding issues and attempt to resolve the dispute within the G2G Forum. Page 14
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13.3. If the dispute remains unresolved after the process provided for in section 13.2, the G2G Forum Co-Chairs may undertake one or more of the following measures in attempt to resolve such disputes: 13.3.1. use non-binding facilitation or mediation, or both, under terms agreeable to both Parties; 13.3.2. seek other dispute resolution measures as appropriate to the nature of the dispute and as may be mutually agreeable to the Parties. 13.4. If the dispute remains unresolved after the process provided for in sections 13.2 and 13.3, the G2G Forum Co-Chairs will forward the matter to the Responsible Officials for a further and final effort at resolution. 13.5. Nothing in this part prevents a Party from commencing arbitral or judicial proceedings at any time: 13.5.1. to prevent the loss of a right to commence proceedings due to the expiration of a limitation period; or 13.5.2. to obtain interlocutory or interim relief that is otherwise available pending resolution of the dispute under this part.
14. Term and Termination 14.1. This Agreement takes effect on the Effective Date. 14.2. In recognition of the enduring value of a government-to-government relationship, the Parties will exhaust the opportunities presented by this Agreement, including the Dispute Resolution provisions in part 13, to resolve any disagreement related to this Agreement before giving notice under section 14.3. 14.3. Subject to section 14.2, either Party may terminate this Agreement upon ninety (90) days written notice to the other of the intent to terminate, the effective date of termination and the reason(s) for terminating the Agreement. 14.4. If the Tahltan bring any legal or administrative proceedings against the Province, that is a proceeding other than for a breach of this Agreement, for inadequate consultation related to a provincial decision or action that is subject to Engagement Levels 1 through 4 under this Agreement or to any other consultation engagement process agreed to among any Parties pursuant to this Agreement, such a proceeding may be grounds for termination of this Agreement under section 14.3. For greater certainty, nothing in this Agreement or clause is intended to limit Tahltan’s right to bring legal or administrative proceeding against the Province for failure to adequately accommodate Tahltan.
15. General Provisions 15.1. This Agreement does not: 15.1.1. constitute a treaty or land claim agreement within the meaning of section 25 and section 35 of the Constitution Act, 1982; 15.1.2. create, recognize, define, deny, limit, amend or prejudice any Aboriginal Rights; 15.1.3. alter or limit the Parties’ constitutional jurisdiction or obligations, legal rights or statutory authority or obligations, or limit any position either Party may take in future negotiations or legal proceedings with respect to those; Page 15
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15.1.4. constitute any admission of fact or liability; or 15.1.5. except as specifically provided, affect any existing authorization or tenure issued by the Province. 15.2. The Parties agree that in order to allow for creative discussion of land and resource matters, they may jointly agree to undertake specific discussions though the G2G Forum on a “without prejudice” basis. When such discussions take place, they will specifically be recorded as having occurred on a “without prejudice” basis. 15.3. There will be no presumption that any ambiguity in any of the terms in this Agreement should be interpreted in favour of either Party. 15.4. The use of the word “including” does not limit the generality of the proceeding term or phrase. 15.5. Nothing in this Agreement affects the ability of either Party to respond to any emergency circumstances. 15.6. This Agreement shall be interpreted in accordance with the laws of British Columbia and Canada. 15.7. This Agreement may be executed in counterparts. 15.8. This Agreement and any amendments to it constitute the entire agreement between the Parties with respect to the subject matter of this Agreement, unless otherwise agreed in writing by the Parties. 15.9. If any part of this Agreement is declared or held invalid, the invalidity of that part will not affect the validity of the remainder of the Agreement, which will remain in full force and effect. 15.10. If any part of this Agreement is declared or held invalid, the Parties agree to negotiate and attempt to reach agreement on a replacement for that part, and if no agreement is reached, the Parties may refer the matter to Dispute Resolution. 15.11. In this Agreement, words in the singular include the plural and words in the plural include the singular, unless the context otherwise requires. 15.12. In this Agreement, a reference to a statute includes every amendment to it, every regulation made under it and any law enacted in substitution for it or in replacement of it. 15.13. No term, condition, covenant or other provision in this Agreement will be deemed to have been waived unless the waiver is in writing and signed by the Party or Parties giving the waiver. 15.14. Unless otherwise agreed by the Parties, this Agreement may not be assigned, either in whole or in part, by either Party. 15.15. Where this Agreement contains a reference to a number of days between two events, in calculating the number of days, the day on which the first event happens is excluded and the day on which the second event happens is included. 15.16. References to business days means any day other than Saturday or Sunday or a statutory holiday or other holidays that Tahltan observe. 15.17. This Agreement will enure to the benefit of and be binding upon any organization or government that is a successor to or effectively replaces Tahltan Central Council pursuant to any agreement, treaty, land claim agreement, self government agreement or other agreement that Tahltan, or any other group of which Tahltan forms a part, may enter into with Canada or British Columbia or both. Page 16
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15.18. The Parties agree that they will utilize electronic and other methods of communication for the purposes of Engagement whenever practicable and appropriate.
16. Representations and Warranties 16.1. The Province represents and warrants that it has the authority to enter into this Agreement and to make the covenants and representations in this Agreement, and this Agreement is a valid and binding obligation of the Province. 16.2. Tahltan represents and warrants that: 16.2.1. The Tahltan Central Council has the legal power, capacity and authority to enter into this Agreement and act for, and on behalf of, Tahltan People with respect to Tahltan Aboriginal Rights and associated Tahltan land and resource authorities, and to make the covenants, acknowledgements and representations in this Agreement; 16.2.2. The Tahltan Band has the legal power, capacity and authority to enter into this Agreement for, and on behalf of Tahltan Band members and to make the covenants, acknowledgements and representations in this Agreement; 16.2.3. The Iskut Band has the legal power, capacity and authority to enter into this Agreement for and on behalf of the Iskut Band members and to make the covenants, acknowledgements and representations in this Agreement; 16.2.4. this Agreement is a valid and binding obligation of the signatories; 16.2.5. the signatories have taken all necessary actions and obtained all the necessary approvals to enter into this Agreement for, and on behalf of, Tahltan and Tahltan People, and to carry out Tahltan obligations under this Agreement; and 16.2.6. Appendix J includes true or certified copies of Band Council Resolutions of the Tahltan Band and the Iskut Band approving this Agreement and that such resolutions have not been varied, amended, repealed or replaced.
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HER MAJESTY THE QUEEN IN RIGHT OF THE PROVINCE OF BRITISH COLUMBIA, as represented by:
____________________________ Honourable Ida Chong Minister of Aboriginal Relations and Reconciliation
________________________________ Date
TAHLTAN, as represented by
____________________________ Chief Rick McLean Tahltan Band
________________________________ Date
____________________________ Chief Marie Quock Iskut Band
________________________________ Date
____________________________ Annita McPhee, President Tahltan Central Council
________________________________ Date
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APPENDICES
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Appendix A. The Territory This map represents the general boundaries of Tahltan territory as provided by the Tahltan, based on the information available and reviewed as of the date of the map’s creation. It does not represent a definitive or final statement by the Tahltan of the areas to which Tahltan Aboriginal Rights apply. Tahltan continue to do research and assemble further information and data, and adjustments to the boundaries reflected in this map may be made in the future where appropriate and supported by evidence.
Appendix B. Engagement Model Page 20
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A. General A.1.
The Engagement Model consists of the following components: A.1.1. a detailed process for Engagement initiated by the Province that consists of an Engagement Matrix (Table D) and Engagement Levels; A.1.2. a process for undertaking Engagement on Strategic Topics; A.1.3. an Issue Resolution process; and A.1.4. guidelines for modification of timeframes for Engagement.
A.2.
The terms used in this Appendix have the same meaning as in the Agreement.
A.3.
All references to days or business days means any day other than Saturday or Sunday or a statutory holiday or other holidays that Tahltan observe.
A.4.
Nothing in this Agreement prevents the Parties from engaging prior to initiating the process outlined in this Agreement.
B. The Role of the Representatives and the Engagement Coordinators B.1.
The role of the Representatives is to act as the primary point of contact for Engagement on specific Proposed Activities and to facilitate the involvement of other appropriate agencies and parties in the Engagement process.
B.2.
The Engagement Coordinators are responsible for coordinating and facilitating resources and activities required for implementation of the Engagement Model as follows: B.2.1. ensuring respective staff receive training to implement the Engagement Model; B.2.2. assisting staff as needed with: B.2.2.a. proposing initial Engagement Levels, B.2.2.b. reaching agreement on Engagement Levels, B.2.2.c. interpretation of the Engagement Model, B.2.2.d. basic problem solving throughout the Engagement process, and B.2.2.e. setting up meetings for Level 3 or 4 Engagement at the request of either Party; B.2.3. resolution of procedural issues with the assistance of G2G Co-Chairs if required; and B.2.4. reporting to the G2G Forum on implementation and the Engagement Model.
B.3.
An Engagement Coordinator may delegate his or her responsibilities to ensure that the Engagement Model continues to function effectively in their absence.
B.4.
Provincial Agencies will lead Engagement on Proposed Activities and the Provincial Engagement Coordinator will liaise with Provincial Agency consultation staff, project managers and teams and Working Groups on an as-needed basis only.
B.5.
Tahltan Engagement Coordinator will coordinate Engagement on behalf of Tahltan and liaise with Tahltan organizations and membership as appropriate.
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C. Engagement Levels and Proposed Timeframes C.1.
The Parties agree to the Engagement effort required at each Level as summarized in Table A.
Table A: Engagement Effort by Level Engagement Level Level 1 Level 2
Level 3
Level 4
Strategic Topics
Engagement Effort Notification of a decision after the decision has been made. This notification may be provided in a batched format. Information exchange in writing and either an indication from Tahltan that no further Engagement is required or, if needed, discussions by phone or in writing to develop Recommendations. The maximum timeframe for completing Engagement is thirty-two (32) business days. Involves all the steps required for Level 2, but involves more in-depth Engagement. At the request of either Party, may involve, but is not limited to, additional measures such as: discussions through a joint technical meeting(s) of representatives from relevant Provincial Agencies, the Tahltan and, where appropriate, the Applicant; a site visit; discussion of Applicant’s commitments respecting the Proposed Activity; or requests for additional information gathering. The maximum timeframe for completing Engagement is fifty-two (52) business days. Involves a high level of collaboration to design an effective, project-specific Engagement process. May include all components of a Level 3 process as well as: establishment of a Level 4 Working Group; and coordination with other assessment processes or established committees (e.g. Mine Development Review Committee, Environmental Assessment Process, Clean Energy Project Teams). The maximum timeframe for developing an Engagement process is forty-five (45) business days. The timeframe for completion of a Level 4 process will be determined as part of the process design and implementation. Involves higher level topics that are not related to a specific Proposed Activity. Occurs only by agreement of the G2G Forum Co-Chairs. Engagement initially takes place at the G2G Forum.
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C.2.
The Parties agree to the Engagement Level timeframes described in Table B.
Table B: Engagement Level Timeframes Default Maximum Timeframes
Process Step
Description
(number of business days) Engagement Level 1 2 3 4 0 0 0 0
STEP 1
Engagement request with information package and Engagement Level proposal. STEP 2 Tahltan review package and provide initial response. STEP 3 Reach agreement on Engagement Level or, for Level 4, the Engagement process. STEP 4 Tahltan prepare and provide a response package including interests in the area and Recommendations for mitigation/avoidance/ accommodation. STEP 5 Engagement discussions, attempt to develop consensus Recommendations and develop a shared record of Recommendations. Total Maximum Engagement Timeframe (excluding Issue Resolution)
0
10
10
n/a
0
2
2
45
0
15
25
tbd
0
5
15
tbd
0
32
52
tbd
D. Determining Engagement Levels D.1.
Provincial staff will refer to the Engagement Matrix described in Table D for guidance when determining the proposed Engagement Level for a Proposed Activity. Table D is not intended to limit the use of discretion when determining an appropriate Engagement Level.
D.2.
Representatives may propose to change the Engagement Level indicated by the Engagement Matrix, using the modifiers outlined in Table C below for guidance.
Table C: Engagement Level Up and Down Modifiers UP MODIFIERS (PLANNING DOCUMENTS/BMPS, OCPS NOT IN PLACE)
DOWN MODIFIERS (APPLICABLE IF TAHLTAN HAS BEEN ADEQUATELY CONSULTED ON AND/OR ENDORSED THESE HIGHER LEVEL PLANNING DOCUMENTS)
Higher level planning documents, e.g. LUP, LRMP, BMP, OCPs not in place. Tahltan dissatisfaction with higher level decision or process. Areas of significant known Tahltan cultural and sustenance use or other Tahltan Aboriginal
Best Management Practices (BMPs); mapping/information requirements met – initial screening shows that there are no sensitive species/habitats identified through screening; possibly no review/referral required after first year assessment. Page 23
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Rights. Areas of known High Archaeological Potential. Cumulative effects modifier (i.e. multiple small applications in a small area) which can shift density of development/roads, or with ancillary impacts – for example, the final development may be relatively low impact, but the infrastructure creation (i.e. vegetation removal/road building) may have immediate short term (and larger scale) level of impacts which delay recovery/restoration. Highly impacted area (currently). High level of sensitivity – species/habitats at high risk, high level of sensitivity and significant data gaps to inform decision. Proximity of a Proposed Activity to Tahltan communities.
Higher level planning - Watershed Plan, Lake Management Plan, OCP, Zoning; reviewed through referral; (i.e. referral may be deferred/eliminated if Tahltan have provided input to higher level planning exercises and implementation/enforcement); Environmental Assessment completed; reviewed through referral/technical committee. Examples of plans completed, in place and supported by approval agencies (Cassiar, Iskut, Stikine LRMP, Forest Stewardship Plans, Range Stewardship Plans and Woodlot License Plans, Community Forest Agreements, Provincial Parks Plans, access management plans or guidelines). Substantial reclamation/mitigation is possible and committed.
Reaching Agreement on the Engagement Level D.3.
Upon receiving an information package provided by a Provincial Agency initiating Engagement, Tahltan will respond by: D.3.1. providing a written rationale indicating agreement with the proposed Engagement Level; or D.3.2. providing a written rationale for a proposal to change the Engagement Level.
D.4.
Where Tahltan proposes to elevate the Engagement Level 2 to Level 3, the Representatives will, within two (2) business days, attempt to reach agreement and may request the assistance of the Engagement Co-ordinators. If agreement is not reached, Engagement goes to Level 3.
D.5.
Where Tahltan proposes to elevate the Engagement Level to Level 4, the Representatives will notify the Engagement Coordinators who will bring the matter to the G2G Forum Co-Chairs who will, within five (5) business days, decide whether or not to accept the proposal.
D.6.
The Parties may agree to change the Engagement Level during an Engagement as new information becomes available.
D.7.
For Proposed Activities that are developed in distinct stages, the Parties may agree to assign an Engagement Level appropriate to each stage or bundle stages at an appropriate Engagement Level.
E. Level 1 Engagement: Process Steps E.1.
Provincial Agencies will provide Tahltan with notification of a decision after the decision has been made. This notification may be provided in a batched format.
E.2.
Tahltan may request that a Provincial Agency provide additional information regarding Level 1 decisions, such as location, nature of activity and contact information.
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F. Level 2 and Level 3 Engagement: Initiation of Engagement and Information Sharing Initiation of Engagement F.1.
A Provincial Agency will initiate Engagement on Proposed Activities by providing to Tahltan, or asking the Applicant to provide to Tahltan, an information package that includes the following kinds of information, as applicable: F.1.1. a summary of the Proposed Activities and relevant available Application materials; F.1.2. the identity and contact information of the Applicant that has submitted an Application or the Tenure Holder whose tenure or permit is under consideration; F.1.3. a description of the approximate location of, or area affected by, the Proposed Activities; F.1.4. a proposed Engagement Level as indicated by the Engagement Matrix or reflective of an alternate proposed Engagement Level as may be considered appropriate; F.1.5. a reference to the relevant provincial statute(s) and the type of authorization(s) that would flow from potential provincial decisions respecting the Proposed Activities; F.1.6. the contact information for the provincial Representative(s) for the purposes of Engagement; F.1.7. whether the Proposed Activities form part of a larger project or activity that is proceeding in stages; F.1.8. identification of up/down modifiers (Table C) that were considered in proposing the Engagement Level including supporting information sources; and F.1.9. initial proposed Recommendations, if any.
F.2.
The Province will provide the foregoing information in digital format, where feasible.
Confirmation of Engagement Level F.3.
Upon receipt of an information package under section F.1, Tahltan will provide a notification of receipt to the Provincial Representative within two (2) business days.
F.4.
If no notification is received under section F.3, the Provincial Representative will make reasonable efforts to contact Tahltan and ensure the information package was received.
F.5.
Upon receiving an information package provided by the Provincial Agency initiating Engagement, Tahltan will respond within the timeframe described in Table B, identifying: F.5.1. whether the proposed Engagement Level is appropriate; F.5.2. whether the information package is complete; and F.5.3. whether the timeframe for providing a response package is adequate.
F.6.
If Tahltan propose a different Engagement Level under subsection D.3.2, the Representatives will determine an appropriate Engagement Level though the process described in sections D.4 and D.5.
F.7.
If the information package includes materially inaccurate information or is materially incomplete due to a lack of key components listed in section F.1, the timeframe specified for Step 4 in Table B will not begin until Tahltan and the Province agree that the information package is complete and accurate.
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F.8.
The Parties may agree to change the Engagement Level during an Engagement where new information relevant to the Proposed Activity becomes available and a request to modify the Engagement Level is made by either Party.
F.9.
If Tahltan do not confirm an Engagement Level within the timeframes described in Table B, Engagement will continue at the Engagement Level proposed by the Province.
Information Sharing and Preliminary Recommendations F.10. Tahltan will review information provided by a Provincial Agency and will, within timeframes described in Table B, provide to the identified Provincial Representative a response package that includes: F.10.1. a description of Tahltan interests with specific reference to Aboriginal Rights, which may be impacted by the Proposed Activities; F.10.2. requests for additional information beyond those listed in section F.1, appropriate to the Engagement Level, that Tahltan may require to assess a Proposed Activity; F.10.3. identification of any additional Provincial Agencies that Tahltan views as having expertise or authority relevant to the Proposed Activity; and F.10.4. preliminary proposed Recommendations to address potential impacts, if any. F.11. If Tahltan are unable to provide a response package within the allotted timeframe, they will notify the Provincial Representative of the reasons for the delay and propose a reasonable extension. The Provincial Agency will work with Tahltan to identify a reasonable time period for extension. F.12. Upon receipt of a response package from Tahltan, the Provincial Representative will provide a notification of receipt to Tahltan within two (2) business days. F.13. If no notification is received under section F.12, Tahltan will make reasonable efforts to contact the Provincial Representative to ensure that the response package was received. F.14. If Tahltan do not provide a response package within the original timeframe or if Tahltan have requested an extension and have not provided a response by the end of the extended timeframe, the Provincial Agency may consider proceeding without further Engagement efforts, but will give full consideration to relevant information that is readily available, or within the control of the Province, respecting Tahltan Aboriginal Rights.
G. Level 4 Engagement: Initiation of Engagement, Information Sharing and Process Development Initiation of Engagement G.1.
Level 4 Engagement will be initiated in the following ways: G.1.1. where a Proposed Activity is identified as a reviewable project pursuant to the Environmental Assessment Act; G.1.2. where a Party gives notice to the G2G Forum Co-Chairs that a Proposed Activity has been identified as Level 4 in Table D; or G.1.3. where the G2G Co-Chairs agree.
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Information Sharing and Process Development G.2.
Following the notification in section G.1, the provincial Forum Co-Chair will ensure that the following information is shared with Tahltan as soon as practicable: G.2.1. the general location and the nature of the Proposed Activities; G.2.2. the types of provincial authorizations that may be required for the Proposed Activities; and G.2.3. the Provincial Agencies that may be involved in provincial authorizations for the Proposed Activities.
G.3.
The G2G Forum Co-Chairs will establish a Level 4 Working Group under its guidance and convene an initial meeting of that Working Group to discuss: G.3.1. initial views on the potential impacts of the Proposed Activities, including potential impacts on Aboriginal Rights; G.3.2. initial views on the potential benefits of the Proposed Activities to Tahltan and others; G.3.3. information requirements and measures to support ongoing information sharing; G.3.4. work planning to develop an Engagement process respecting the Proposed Activities, including coordinating to avoid duplication, harmonize timing and achieve synergies with: G.3.4.a. other relevant groups, e.g. Mine Development Review Committee, Environmental Assessment committees, Clean Energy Project teams, etc., G.3.4.b. Tahltan and Applicant discussion and agreements, G.3.4.c. Tahltan Community outreach, G.3.4.d. related Tahltan and provincial activities, and G.3.4.e. other matters as agreed by the G2G Forum Co-Chairs;
G.4.
The Level 4 Working Group will present the proposed Engagement process respecting the Proposed Activity to the G2G Forum Co-Chairs for their consideration and approval.
G.5.
Upon approval by the G2G Forum Co-Chairs, the Level 4 Engagement process will commence.
G.6.
The total timeframe for initiation of the Working Group and reaching agreement on a Level 4 Engagement process is forty-five (45) business days.
Scope of Work for Level 4 Working Groups G.7.
In developing a work plan and Engagement process for a Proposed Activity, the Parties will be guided by the following principles: G.7.1. all permits and authorizations under consideration by Provincial Agencies required to support the Proposed Activity will be addressed through one overarching Engagement process; G.7.2. Engagement will be structured to enable phased permitting and bundling of decisions at Engagement Levels consistent with the provisions for Levels 1, 2 and 3 in this Appendix and as described in section D.7; G.7.3. where committees or structures exist for the purposes of technical review, Tahltan will participate as active members of those groups; G.7.4. when issues arise that are beyond the scope of the technical review, such issues will be considered by the Level 4 Working Group. Such issues may include: G.7.4.a. revenue sharing, G.7.4.b. cumulative effects, Page 27
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G.7.4.c. impacts to Aboriginal Rights which may require accommodation beyond that which can be achieved at the technical level, G.7.4.d. Tahltan Interests, or G.7.4.e. other issues as agreed; G.7.5. where no committee or structure exists for the purposes of technical review, the Level 4 Working Group will undertake Engagement at both a technical and non-technical level; G.7.6. for clarity, where a Proposed Activity is subject to an environmental assessment as provided for under the Environmental Assessment Act: G.7.6.a. the purpose of the Level 4 Work Group is to enable Engagement on authorizations other than the environmental assessment certificate and to deal with issues that are beyond the scope of the environmental assessment process, and G.7.6.b. the Level 4 Working Group will typically be formed prior to the issuance of a Environmental Assessment Act, section 10 order, which initiates the environmental assessment process, unless otherwise agreed to by the G2G Forum; G.7.7. For clarity, where an activity is under consideration through processes managed by the Oil and Gas Commission (OGC), a Level 4 Working Group may be established to address issues that are beyond the scope of any process used by the OGC. G.8.
The Parties may identify the following activities and emerging major projects as Level 4 Engagements under this Agreement, subject to section G.7: G.8.1. Red Chris mine project; G.8.2. Northwest Transmission Line extension; G.8.3. Galore Creek mine project; G.8.4. Shaft Creek mine project; G.8.5. Kerr Sulphurets Mitchell (KSM) mine project; G.8.6. Klappan coal project; G.8.7. McLymont and Volcano power projects; G.8.8. Silvertip mine project; G.8.9. Kutcho mine project; G.8.10. the review of statutory designations in the Atlin Taku Land Use Plan.
H. Level 2, 3 and 4 Engagement: Development of Recommendations Development of Recommendations: H.1.
Upon receipt of a response package or initiation of a Level 4 Engagement process, the Representatives will review available and relevant information and will engage in discussions, appropriate to the Engagement Level as described in Table A, during which they will seek to reach consensus on Recommendations respecting Proposed Activities.
H.2.
If the Province is in agreement with recommendations provided in a Tahltan response package, Tahltan will be notified and consensus Recommendations will be forwarded to the decision makers as described in section H.12.
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H.3.
The Representatives will attempt to reach consensus regarding Recommendations within prescribed timeframes using methods appropriate to the agreed Engagement Level as indicated in Table A.
H.4.
In developing Recommendations, the Representatives will consider and, where appropriate, seek to address some or all of the following: H.4.1. applicable laws, policies or customs of the Parties; H.4.2. the purposes and intended outcomes of this Agreement; H.4.3. compatibility with any other agreements between the Parties; H.4.4. potential environmental, social and economic effects or benefits; H.4.5. potential impacts of Proposed Activities on Tahltan Aboriginal Rights, and any proposed measures to accommodate such impacts; and H.4.6. other relevant information as mutually agreed by the Parties.
H.5.
Consistent with the intended outcomes outlined in section 2.2 of the Agreement, Recommendations may also include potential measures to address other Tahltan Interests.
H.6.
The timeframes for completing Recommendations are outlined in Table B subject to the Implementation Plan in Appendix F.
H.7.
If consensus is reached, consensus Recommendations will be forwarded to the decision makers as described in section H.12.
H.8.
If consensus is not reached, either Party may initiate the Issue Resolution Process.
H.9.
If Engagement does not result in consensus and the Parties agree not to trigger the Issue Resolution process, a description of consensus Recommendations, as well as the respective non-consensus Recommendations from each Party, will be forwarded to the decision makers.
H.10. When strategic issues are identified that the Parties agree are beyond the scope of Engagement regarding a specific Proposed Activity: H.10.1. the matter may be brought forward to the G2G Forum; H.10.2. Engagement on the specific Proposed Activity will continue within the timeframes described in Table B and will not be held up pending the outcomes of the G2G discussions; and H.10.3. outcomes of the G2G discussions, where resolution is reached, will inform future Engagement on similar Proposed Activities. H.11. Upon completion of Engagement discussions, Representatives will create a shared record of consensus and any non-consensus Recommendations to be provided to respective decision makers in accordance with section H.12.
Recommendations Provided to Decision Makers H.12. Each Party is responsible for providing information to its decision makers, which will include the agreed upon consensus and non-consensus Recommendations. H.13. Where consensus was not reached through the Engagement process, the Province, prior to a decision being made, will provide Tahltan a written summary of the proposed decision and how
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Tahltan Recommendations and potential impacts to Tahltan Aboriginal Rights have been considered. H.14. Where the decision maker intends to reach a decision contrary to consensus Recommendations: H.14.1. prior to a decision being made, the decision maker will provide a written summary of the proposed decision, an explanation of how Tahltan concerns have been considered and why a consensus Recommendation is not being adopted; H.14.2. Tahltan may table their written concerns within five (5) business days of receiving notification and reasons for the decision; and H.14.3. once a decision is made, notification and reasons for the decision will be provided to Tahltan. H.15. Once a decision is made, notification of the outcome will be provided to Tahltan and on request Tahltan shall be provided a copy of the authorisation document subject to part 8.
I. Issue Resolution Process For Recommendations I.1.
If Representatives are unable to reach consensus on a Recommendation for a Proposed Activity within the timelines for the applicable Engagement Level, either Party may initiate the Issue Resolution process described below.
I.2.
The Representatives will notify the Engagement Coordinators of the impasse and will exchange a full written description of the substantive issue that is unresolved, and any proposed specific actions that could be taken to address the issue.
I.3.
Within ten (10) business days of the receipt of the written descriptions: I.3.1. the Engagement Coordinators will convene an issue resolution meeting specifically to discuss the written descriptions and attempt to resolve the issue(s) and reach agreement on the Recommendations; and I.3.2. if an issue remains unresolved after the issue resolution meeting, the G2G Forum Co-Chairs will make reasonable and expedient efforts to resolve the issue, and may: I.3.2.a. by mutual agreement, arrange for further discussion at the G2G Forum, and I.3.2.b. consult as appropriate with Responsible Officials or other senior representatives.
I.4.
If an issue remains unresolved after the G2G Co-Chairs’ efforts at resolution, each Party will notify the other in writing of the outstanding points of disagreement for information purposes.
I.5.
Following the notifications exchanged in section I.4, each Representative is responsible for providing information to its respective decision makers, which will include a description of the respective outstanding points of disagreement as well as any consensus Recommendations that may have been achieved.
I.6.
Prior to making a decision, the provincial decision maker will provide Tahltan with a written summary of the proposed decision and how Tahltan Recommendations and potential impacts to Tahltan Aboriginal Rights have been considered.
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J. Modification of Timeframes J.1.
If a Party is unable to carry out Engagement steps within the timeframes defined under the Engagement Model, the Representative may notify the other Representative of the reasons for the inability to meet the timeframe and propose an alternate timeframe. The Representatives may by mutual agreement extend the timeframe for that step and will act reasonably in considering extension requests.
J.2.
If, at the end of a mutually agreed extended timeframe, the requesting Party has still not carried out the steps, the other Party may proceed without further Engagement efforts.
K. Involvement of Applicants K.1.
Provincial Agencies will inform Applicants of the Shared Decision Making approach between the Parties and may encourage them to contact Tahltan, and to share application information directly with Tahltan at a level of detail commensurate with the scale and scope of the Proposed Activity.
K.2.
Tahltan will inform a Provincial Agency of the general outcomes of discussions between Tahltan and an Applicant that may occur regarding a Proposed Activity.
K.3.
The Parties agree that a Provincial Agency may request an Applicant to undertake specific procedural aspects of the Engagement process, such as notification and sharing information, provided that Tahltan is notified in a timely manner of the Provincial Agency request.
K.4.
A Provincial Agency that asks an Applicant to undertake steps in the Engagement process under section K.3 will recommend that the Applicant engage with Tahltan in a manner consistent with this Agreement.
K.5.
Either Party may request that the Parties review the effectiveness of the processes implemented under sections K.3 and K.4.
K.6.
Actions undertaken by an Applicant under sections K.3 and K.4 may be relied upon by the Province in seeking to fulfill its consultation obligations in relation to Tahltan, but do not release the Province from its consultation obligations or its responsibility to ensure the processes outlined in this Agreement are fulfilled.
L. Strategic Topics Engagement: Process Steps L.1.
Either Party may request Engagement on a Strategic Topic, or any topic not otherwise addressed in this Appendix, by submitting a request, in writing, to the G2G Forum Co-Chairs. The request will include the following kinds of information, as applicable: L.1.1. a summary of the matter of concern; L.1.2. a description of the kinds of information that may resolve the matter or would support Engagement on the matter; L.1.3. a proposed Engagement process to advance discussions respecting the matter of concern; and L.1.4. other relevant available information.
L.2.
Within twenty (20) business days of the receipt of information, the G2G Forum Co-Chairs will meet to: L.2.1. review the information package together; Page 31
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L.2.2. decide whether or not the request will be accepted; L.2.3. facilitate the exchange of information as needed; and L.2.4. attempt to reach agreement on a Recommendation respecting a process to address the matter. L.3.
The G2G Forum will prioritize Strategic Topics and plan discussions accordingly. Prioritization will consider: L.3.1. urgency; L.3.2. potential impacts; L.3.3. capacity of the Parties; and L.3.4. other factors as agreed.
L.4.
If the G2G Forum Co-Chairs are unable to reach agreement regarding processes or prioritization of Strategic Topics, the matter may be referred to the Responsible Officials for resolution.
M. Improving Access to Information M.1.
The Parties will work together to provide Tahltan with access to Provincial resource inventories, registries and mapping (e.g. the Integrated Land and Resource Registry) and support required to use that information effectively in supporting the Engagement process.
M.2.
The Parties will work together to provide the Provincial Agencies with Tahltan cultural and land use information and support required to use that information effectively in supporting the Engagement process.
M.3.
Both of the above provisions will be implemented in accordance with part 8, Confidentiality and Information Sharing.
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Table D: Engagement Matrix
Context: The Engagement Levels proposed in this table are based upon the physical/environmental impacts generally associated with the described activity if it were to occur in an area that is moderately sensitive with no site-specific mitigating or exacerbating factors.
Level 1
Fish and Wildlife Authorizations Non-lethal low disturbance fish and wildlife projects (i.e. inventories, surveys, wildlife health and habitat assessments, etc.) Fish collection permits emergencies/ exemptions Trapping – disposition of current trapline registration (moved from Level 2 and re-worded)
Operational Work Lake stocking – changes to lake stocking regimes
Level 2
Forest and Range Practices Act Government Action Regulations (GAR) exemptions Trapping, Angling, Hunting, Regulations Changes Restrictions to regulations or regulation changes with low likelihood of infringement Fish and Wildlife Authorizations Trapping – trapline cabin registration) Transporters Transporter licenses and management plans Operational Work Lake enhancement (aeration, fertilize)
Level 3
Fish and Wildlife Authorizations Possession of live wildlife – new long term care facilities (zoos, rehabilitation centre, etc.) High disturbance fish and wildlife projects (i.e. collaring, wildlife transplants, etc.) Guide outfitting – disposition of new guide territory certificate Trapping - new traplines,
Operational Work Lake stocking – initial lake stocking decision
Place holder – Intent to bring all references to roads and access from other parts of this table into one row.
Information Available Upon Request1
Level 4
Intended Use: This table is to be used in conjunction with Table C to provide guidance in the exercise of discretion when determining appropriate Engagement Levels for Proposed Activities. The Parties intend to modify this table over time based on their experience.
Access Development Ecosystems
Forest and Range Practices Act related decisions Wildlife habitat features General wildlife measures Angling Summary of Classified water licenses Summary of angling licenses issued in the Province Angling prescriptions for a water body – Fishery objectives Fish and Wildlife Authorizations Summary of administrative authorizations (i.e. transport, trafficking, export/import permits, full
Information requests are expected to be prioritized and reasonable based on a specific need.
Fish and Wildlife
1
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Forests and Range
ownership permits, permits for non-residents etc.) Guide and assistant guide licenses for hunting and angling Disposal of guide certificate Removal of traplines Summary of trapping returns for previous year Summary of hunting licenses and tags in the Province Possession of live wildlife – captive animals (i.e. injured wildlife, falconry) Miscellaneous authorizations (i.e. use of traps prohibited by regulation, discharge firearms in no shooting area, exemptions from prohibitions, beaver dam removal, etc.) Change in trapline registration (e.g. adding additional family members) Other Tenures Free Use Permit/Special Use Permit issuance Woodlots Direct award of woodlot through FRA/FRO process
Guide outfitting renewal/ transfer of guide certificate (moved from Level 2)
Timber Supply Area Allowable annual cut (section 18 of the Forest Act) transfer Non-replaceable forest license Transfer
Stream enhancement
TSL issuance CP issuance CP amendments (major) Road Permits Salvage Non replaceable Forest
registration and disposition
Forest Stewardship Plan New (likely to require expanded timeframes) Major amendment Woodlots New woodlot opportunity/and new Page 34
Timber Supply Area AAC timber supply review AAC uplift disposition AAC TSR re-apportionment
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Existing and new woodlot management plans & amendments Woodlot minor boundary change Range Transfer Range developments – small scale Range tenure - minor boundary change Range tenure - minor amendments District annual weed plan & weed activities Other Activities Current Fire and Pest Reforestation2 Forest Health3 Site Productivity Sustainable Forest Management (SFM) Planning Management Unit or Watershed Level Strategies4 Backlog reforestation1 Impeded stands (brushing) Stand Treatments to meet timber objectives5
Forest license Transfer Forest license to cut Transfer Forest stewardship plan Extension Salvage Small scale salvage forest license to cut Salvage plan amendments Salvage - blanket CPs for major licensee Community Forest Agreement Allowable annual cut determination Management plan approval and amendments Woodlots Replacement Transfers FDP/WLP submissions and amendments Range 1 year grazing permits issuance Range Animal Unit Month
License issuance Forest License to Cut BCTS Non small scale salvage Major amendment Timber Sale License Transfer or major amendment conversion Other Tenures Occupant license to cut issuance Community Forest Agreement Award Woodlots Award Top ups (area increases, AAC increases) Private land deletions Range Range use plan significant amendments Other Activities Forests for Tomorrow/BCTS Silviculture MSP, snag falling, brushing, Fertilization/Planting
woodlot management plan (sets AAC) Forest License Issuance Replacement Amendment Non-Replaceable Forest License Issuance Amendment Salvage Community salvage license issuance and license amendments Range Range Use Plan (RUP) or stewardship plan Weeds: invasive “plant pest management plan" process
surveys, site preparation, planting, brushing, spacing surveys, pruning, spacing, pheromone baiting for bark beetles, invasive plant treatments silviculture strategies, watershed restoration plans, ecosystem restoration plans, species and ecosystems at risk recovery strategies/management plans, forest health strategy, integrated visual design and visual rehabilitation plans e.g.: surveys, spacing, pruning, stand treatment and forest health monitoring
2 e.g.: 3 e.g.: 4 e.g.: 5
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required for the protection of life and property Activities within MOTI Rights of Way
Minor administrative applications that are clerical in nature and that will have no impact on the interests of the Tahltan or land and resource values Emergency measures required for the protection of life and property Minor assignments of tenures Land Tenure Transfers between Federal/ Provincial Agencies Most Notation of Interest files Establishment of Map Reserves (section 17) in which a higher level of engagement is required prior to development
permanent infrastructure Non-exclusive tenures11 Administrative applications12 where there are no historic issues and no new impacts Activities with no or negligible new ground disturbance or effect on other uses, including one or more of the following types of activities: Administrative applications, including. scheduled renewals of existing tenures, licenses or permits engagement will occur annually on a batched basis Major client assignments of tenures Communication sites and associated buildings with less than 1 ha site footprint and no new road access Navigation aids, including beacons Work permits for existing infrastructure or with no incremental disturbance footprint Transfers of administration between
Administrative applications where there are potential historic issues and no low-tomoderate new impacts
Activities with potential for new ground disturbance or effect on other uses, including one or more of the following types of activities: Administrative applications, including amendments to existing tenures, licenses, or permits where there are low to moderate new impacts Investigative use permits Gravel pits or quarries with annual production <200,000 tonnes Communication sites and associated buildings with more than 1 ha site footprint and/or new road access New roads less than 2 km in length New utility rights-of-way less than 2 km in length Commercial recreation involving non-motorized light-impact extensive
issues and moderate-tosignificant new impacts
Activities with potential for significant new ground disturbance or effects on other uses, including one or more of the following types of activities: Administrative applications, including amendments to existing tenures, licenses, or permits where there are significant new impacts Gravel pits or quarries with annual production of 200,000 to 500,000 tonnes New roads greater than 2 km in length New utility rights-of-way greater than 2 km in length Commercial recreation involving motorized or intensive uses, including heli-skiing New wilderness lodges Intensive agriculture in an area less than 15 ha
Fee simple transfers of previously un-tenured lands (remote)
“Exclusive tenure” means a tenure that provides security to the tenure holders by limiting the uses of the tenured area by persons other than the tenure holder. “Administrative application” means an application regarding an existing authorization, such as a renewal, replacement, assignment or transfer of the authorization.
Land Tenuring
11 12
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Mineral Exploration & Development
Non-mechanized activities legally permitted without provincial authorization including: Exploration grid lines with no felling of trees (except danger trees) Prospecting/hand sampling without the use of explosives Geochemical surveys Portable camp established for no more than two weeks at any
Provincial Agencies
Activities with no or negligible new ground disturbance or effect on other uses, including one or more of the following types of activities: Exploration activities (temporary work camps, drilling, trenching or testpitting with or without the use of explosives) in previously disturbed areas13 Reopening of existing
use, including river rafting, backcountry hiking and guided nature tours Community or institutional uses General commercial in developed areas Light industrial activities, such as log landings and temporary work camps Sale of forfeited residential lots Reserves for environmental, conservation or recreational uses (section 16)
Activities with potential for new ground disturbance or effect on other uses, including one or more of the following types of activities: Exploration activities (temporary work camps, drilling, trenching or testpitting with or without the use of explosives) in previously undisturbed areas Construction of new roads or trails within or to
Extensive Agricultural tenures General commercial outside of developed areas Fee simple transfers of previously tenured lands Residential development or fee simple sales within settled areas Legalizations of recreational/residential cabins Moderate to heavy industrial activities, such as industrial parks, within the developed area, permanent work camps and lay-down areas Residential licenses Activities with potential for significant new ground disturbance or effects on other uses, including one or more of the following types of activities: New permanent or long term access development associated with advanced exploration, >10km in length, linking property to existing road system where previously
Construction, operation and closure associated with major mine development
“Previously disturbed areas” means areas that have been subject to surface disturbance within the previous fifteen years or areas that were glaciated within the previous one hundred (100) years.
(For MYAB tenuring Engagement Level is based upon the most significant impacts proposed)
13
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Mineral Titles
Petroleum and Natural Gas Titles & Geothermal (excluding those activities regulated by the Oil and Gas Commission)
given location Ground geophysical surveys without use of exposed energized electrodes Airborne surveys Emergency measures required for the protection of life and property (a follow up report may be provided upon request)
Number of Free Miner Certificates Mineral and Placer Claims Coal land reserves and mineral reserves Subsurface tenure information
roads or trails within or to the mineral property provided that such roads have been actively used within the previous 15 years Geophysical survey including energized electrodes Underground exploration with no new surface dumps Mineral exploration, placer or construction aggregate on private land Existing placer mining operations Helicopter supported drilling requiring <50m3 of timber cutting
the mineral property or the reopening of pre-existing roads Bulk sample less than 1,000 tonnes of mineralized rock or 5,000 tonnes of coal Underground exploration with new surface dumps New dimension stone quarry New placer operations with production of <200,000 tonnes of paydirt per year
Coal license applications
Land Sales for Sub-Surface Resources Petroleum and natural gas geothermal permitting geothermal
property was only air or water accessible Bulk sample greater than 1,000 tonnes of mineralized rock or 5,000 tonnes of coal Construction of a pilot plant New placer operations with production of 200,000 to 500,000 tonnes of paydirt per year
Coal, placer and mining lease applications
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Parks and Protected Areas
Pesticides
Operations Hazard tree removal Facility maintenance & repair Park Use Permit reports Research reports Attendance reports
Vegetation management on industrial sites on public land – sites maintained in near
Land Use Occupancy Existing Filming - minor film shoot (may require expedited timeframes) Research Low disturbance (e.g. inventories, surveys and habitat assessments) Park Use Permits Replacements and transfers
Pest management on railways – ballast area, switches, maintenance yards, treatment of
Designation Private land for protected areas Commercial Recreation Non-motorized Motorized using areas designated for motorized use Land Use Occupancy New Filming – major film shoot (note: may require expedited timeframes) Operations Ecosystem restoration (e.g. prescribed burning) New facility development or construction Extensive hazard tree removal (e.g. tree removal projects requiring a prescription) Park Use Permits Amendments with new impacts Guide outfitting and angling guiding, nonmotorized and without infrastructure, including firewood management plans Vegetation management of right-of-ways – selective management of encroaching trees &
Amendments Park boundaries Commercial Recreation New motorized use in areas without a current motorized designation New fixed roof accommodation facilities Management plans All types Park Use Permits Guide outfitting and angling guiding with new infrastructure and/or new motorized access, including firewood management plans
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Designation of new parks or protected areas
Forest pest management 5 year plans (management of vegetation to benefit seedling growth or managing
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vegetation-free state (roads, etc.) or with no public access Mosquito management – occurs in municipalities Noxious weed and invasive plan management – use of herbicides to treat weeds, not applied to surrounding vegetation Wood pole preservation – application of preservatives to installed telephone and hydro poles Structural pest management – management of pests inside or outside of buildings Landscape pest management – management of insects or diseases in ornamental plans or weeks in lawns around buildings and in parks On-site inspections, data reviews Response to public complaints regarding use and application of pesticides and herbicides Issuance of Pesticide Applicator and Dispenser Certificate Suspension orders,
selected trees & shrubs outside ballast area (typically on private land) Vegetation management on right-of-ways – sites maintained in near vegetation-free state (roads, etc.) or with no public access
shrubs or with public access Vegetation management on industrial sites on public land – general selective vegetation management or with public access
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insect outbreaks)
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revocations, investigation referrals Registration of use notifications
Transfer of a permit to discharge waste Administrative amendments or temporary amendments Registrations under misc. codes of practice (e.g. Vehicle Dismantling Code; Concrete Manufacturing Code; Petroleum Storage; Storm Water Regulation) Minor amendments – air permits or approvals (as defined in the Public Notification Regulation)
New effluent permits or approvals – small New registration – Municipal Sewage Regulation – small New refuse approvals (garbage, solid waste) – small Minor amendments – effluent and refuse permits or approvals (as defined in the Public Notification Regulation) Significant amendments – small approvals (as defined in the Public Notification Regulation) New air permits or approvals Solid waste operating certificate (authorized under solid waste management plans) if no outstanding Tahltan concerns with solid waste management plan Liquid waste operating certificate (authorized under liquid waste management plans) if no outstanding Tahltan
New effluent approvals (other waste discharges) – large 14 New refuse approvals (garbage, solid waste, e.g. municipal landfill) – large 15 Operational certificate (authorized under solid waste management plans) if outstanding Tahltan concerns with solid waste management plan New refuse permits (garbage, solid waste) – small New registration – Municipal Sewage Regulation – large Hazardous waste facility registration
New refuse permits (garbage, solid waste, e.g. municipal landfill) – large Major amendments permits or approvals (10% or more increase in quality or quantity of discharge)
Liquid waste management plans Solid waste management plans (consultation undertaken by Regional Districts and Municipalities) New effluent permits other waste discharges – large
“ Large effluent discharge” means any effluent discharge greater than 50m3/d “Large refuse discharge” means any refuse discharge greater than 500m3/yr or with a total landfill design capacity of greater than 5000m3 (capacity over its complete life).
Waste Management
14 15
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Water
Water licencing – domestic on all sources that do not involve Crown land Water license amendment - no change in base flow requirements, name change (including to new user), change of works on private lands, transfer of water licenses on private lands, apportionment, re-description, extension of time and cancellation/ abandonment of water licenses Transfer of Appurtenancy and addition or changes in purpose where the change does not alter the downstream impacts Issuance of a final license (section 14) Leave to commence (final authorization to do work as per license conditions) Part 7 – notification water regulation of section 9 work in and about a stream Orders to regulate water use or in-stream activities and groundwater issues
concerns with liquid waste management plan New water licenses – e.g. power purposes (residential), agriculture less than 5 acre feet, irrigation, domestic with nil or negligible risk of impact to fish or fish habitat Permit over Crown Land section 26 – nil to negligible risk of impact to water quality/quantity or habitat values Section 8 – short term use of water when Tahltan do not hold a water license downstream of application site and nil or negligible risk of impact to fish or fish habitat Section 9 – for public safety projects (imminent impact) Section 9 – nil or negligible risk of impact to fish or fish habitat
New water licenses that are low to moderate risk of impact to quality/ quantity, e.g. agriculture greater than 5 acre feet, industrial and commercial, land improvements Permit over Crown land section 26 – low to moderate risk of impact to water quality/quantity or habitat Approval for changes in and about a stream: Section 9 – for low to moderate risk of impact to fish habitat and/or large impact projects that require approval Section 8 – low to moderate risk of impact to water quality/quantity or habitat values
New water licenses – moderate to high risk of impact to water quality/quantity, e.g. conservation Permit over Crown land – moderate to high risk of impact to water quality/quantity or habitat Approvals: Section 9 – for moderate to high risk of impact to fish habitat and/or large impact projects that require approval Section 8 – moderate to high risk of impact to water quality/quantity or habitat values
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New water licenses – e.g. major industrial projects; mine operations; water works (local community drinking water); storage (dams as per Dam Safety Regulation); power purposes (commercial and general); section 12.2 Water Management Plans Water Allocation Plans Water Reserves
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All remediation orders over non-compliance Dike Maintenance Act – maintenance repairs and orders Dam Safety Regulations – maintenance and repair and orders
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Appendix C. Fish and Wildlife Working Group The Parties agree to establish a Fish and Wildlife Working Group (FWWG) to implement a collaborative process respecting Fish and Wildlife management matters in the Territory.
A. Definitions A.1.
Words and expressions not defined in this Appendix but defined in the Agreement have the meanings ascribed to them in the Agreement.
A.2.
In this Appendix:
“Annual Allowable Harvest” means the number of animals of a particular class that can be sustainably harvested from a population or geographic area after accounting for all other sources of unregulated human-caused mortality, including unregulated harvest, poaching, crippling losses and animals destroyed as problem wildlife; “Collaborative Wildlife Management Process” means a government-to-government process to enable the Province and Tahltan to work together in the management of Fish and Wildlife populations and habitats; “Management Concern” means a concern that human activities or natural causes have, or will, negatively affect a wildlife population’s size, structure, productivity, distribution, long–term viability or ability to sustain harvest; “Senior Officials” means, for the Province, the Director of Resource Management, Ministry of Forests, Lands and Natural Resource Operations and for Tahltan, the Tahltan G2G Forum Co-Chair or other designated individual; “Fish and Wildlife” has the meaning set out for “Wildlife” in the Wildlife Act; “Wildlife Act” means the Wildlife Act, R.S.B.C. 1996, c. 488 and the regulations made thereunder, all as may be amended from time to time.
B. Purpose B.1.
The purpose of the FWWG is to undertake joint initiatives related to Fish and Wildlife management matters and to serve as a vehicle for discussion, information sharing and development of Recommendations.
C. Vision C.1.
The Parties seek to develop collaborative Fish and Wildlife management processes that incorporate all sources of knowledge to manage human activities on the land to maintain viable, healthy and ecologically functional Fish and Wildlife populations and their habitats across their natural distribution.
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C.2.
For Fish and Wildlife that are harvested, the Parties seek to ensure that harvest is sustainable, does not alter population structure to an extent where productivity is affected and is managed to give priority to Tahltan’s Aboriginal Right to harvest (hunt and fish) for food, social and ceremonial purposes and to provide opportunities for resident and non-resident hunters and anglers.
C.3.
The Parties agree to support initiatives that would build the capacity for both Parties respecting Fish and Wildlife management in Tahltan Territory, including development of Recommendations with respect to strategic and operational decision making and participation in implementation and monitoring.
C.4.
Both Parties will consider participating in a broader advisory process to address regional Fish and Wildlife management issues in the Skeena Region of the Ministry of Forests, Lands and Natural Resource Operations or specific Fish and Wildlife issues/initiatives such as policy/legislation review.
D. Principles D.1.
The Parties recognise and respect that Tahltan traditional knowledge, cultural values, sacred laws and traditional practices play a substantial role in Tahltan systems of wildlife management.
D.2.
The Parties shall adopt a management approach that appropriately acknowledges that Fish and Wildlife populations and ecological systems are dynamic, that our knowledge of these natural processes is incomplete and that uncertainty increases risks. This approach will be used in assessing Fish and Wildlife concerns, but it will not be invoked to arbitrarily limit the harvest or activities by Tahltan or licensed hunters.
D.3.
The Parties recognize and respect each other’s policies and procedures related to the gathering and use of knowledge and agree to utilise all forms of knowledge to inform discussions at the FWWG.
D.4.
The Parties understand that they each have respective policies, procedures and decision making processes that apply to FWWG.
E. Scope of Responsibilities E.1.
The responsibilities of the FWWG may include, but are not limited to the following: E.1.1. information collection and sharing; E.1.2. developing Recommendations with regard to: E.1.2.a. planning, E.1.2.b. habitat protection and management, E.1.2.c. legislation and policy review, E.1.2.d. the establishment of population management objectives, and E.1.2.e. the establishment of sustainable harvest levels and the appropriate allocation of harvest to all hunters; E.1.3. discussing and potentially developing mechanisms for joint monitoring and enforcement; and E.1.4. items that are referred by the G2G Forum.
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E.2.
FWWG members will attempt to develop consensus Recommendations on Fish and Wildlife management issues. Consensus Recommendations will be forwarded to decision makers or Senior Officials, as appropriate, for consideration.
E.3.
Where the FWWG cannot reach agreement on Recommendations, respective non-consensus Recommendations will be forwarded to decision makers or Senior Officials, as appropriate, for consideration and to G2G Forum Co-Chairs for information.
E.4.
A Senior Official or a decision maker from either Party may refer a disagreement under section E.3 to the G2G Forum Co-Chairs.
F. Composition F.1.
The Parties will each appoint representatives to participate in the FWWG and will each identify a Co-Chair to lead and coordinate FWWG activities.
G. Terms of Reference and Work Planning G.1.
The FWWG will develop for approval by the G2G Forum Co-Chairs: G.1.1. Terms of Reference to guide its operation, including: G.1.1.a. provisions for effective and coordinated stakeholder consultation by the Parties either jointly or individually, G.1.1.b. rules and procedures, and G.1.1.c. an information sharing protocol. G.1.2. An annual work plan that: G.1.2.a. identifies priority issues to be addressed in the upcoming year, giving consideration to the available resources of the Parties, G.1.2.b. demonstrates a focus on the development of Recommendations to the Parties (or respective Senior Officials) and initiation of management actions related to Fish and Wildlife species that are most important for both Parties; other management issues will be jointly considered if Management Concerns are identified by either of the Parties; and G.1.2.c. for year one (1), considers the planning, management and monitoring for the Todagin Wildlife Management Area as a potential priority project.
H. Information Sharing H.1.
The Parties have the opportunity to participate in the collection and interpretation of all forms of knowledge except where cultural sensitivity or confidentiality concerns limit participation or the sharing of the data and knowledge.
H.2.
Ownership and custody of assembled knowledge and data will remain with the Party who collected it unless otherwise agreed to.
I. Evaluation I.1.
The Parties will undertake an evaluation of the FWWG’s progress and outcomes within twenty-four (24) months of the Effective Date of this Agreement, and, based on this evaluation, Page 47
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will consider whether the Terms of Reference requires amendment and whether continuation of the FWWG is deemed necessary and desirable.
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Appendix D. The Government-to-Government Forum A.
The G2G Forum is responsible for:
A.1.
ensuring implementation of this Agreement, including Engagement with respect to Proposed Activities;
A.2.
monitoring the development of the government-to-government relationship between the Parties, including progress towards the Intended Outcomes identified in section 2.2;
A.3.
creating and overseeing Working Groups;
A.4.
sharing information;
A.5.
discussing relevant Strategic Topics that are of interest to the Parties;
A.6.
undertaking Engagement or striking Working Groups to undertake Engagement for Level 4 Proposed Activities and for Strategic Topics as defined in Appendix B;
A.7.
monitoring and recommending actions to the Parties with respect to the implementation of the continuing commitments from Existing Agreements as specified in Appendix G;
A.8.
coordinating with the work of the Socio-Cultural Working Group;
A.9.
providing oversight of initiatives related to this Agreement; and
A.10. other matters as agreed by the Parties.
B. The G2G Forum may discuss: B.1.
facilitating Tahltan involvement in the regional economy;
B.2.
land use planning related issues;
B.3.
shared decision making processes and structures;
B.4.
development of energy infrastructure;
B.5.
archaeology and cultural heritage resource management;
B.6.
cumulative effects; and
B.7.
access management guidelines.
C. The G2G Forum Co-Chairs are responsible for the overall implementation of this Agreement, including: C.1.
managing the work of the G2G Forum;
C.2.
managing the Dispute Resolution process;
C.3.
developing and maintaining annual work plans;
C.4.
managing the Issue Resolution process; and
C.5.
engaging respective Responsible Officials.
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D. The G2G Forum may recommend that specific activities or tasks be undertaken by Working Groups, as it considers appropriate, and may request that these Working Groups develop a Terms of Reference.
E.
The Parties will establish a Terms of Reference to guide the operation of the G2G Forum and may amend it as necessary.
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Appendix E. Minerals Working Group A.
The Parties agree to continue a Minerals Working Group (“MWG”) modified as set out in this Appendix to provide expertise and support respecting mining-related Strategic Topics in the Territory.
B. Purpose B.1.
The purpose of the MWG is to provide support to the G2G Forum related to mineral Strategic Topics by: B.1.1. sharing information regarding the mineral sector; B.1.2. reviewing, discussing and, where appropriate, making Recommendations regarding policy or broader operational issues of concern to either Party; B.1.3. monitoring and developing recommendations to improve the overall operational relationship between the Parties; and B.1.4. providing advice as requested by the G2G Forum.
C. Definitions C.1.
Words and expressions not defined in this Appendix but defined in the Agreement have the meanings ascribed to them in the Agreement.
C.2.
In this Appendix “Mine” and “Mining Activity” have the meaning as set out in the Mines Act, R.S.B.C. 1996, c. 293.
D. Composition And Schedule D.1.
The MWG will be composed of two (2) representatives from each Party and may include the Engagement Coordinators as appropriate.
D.2.
The MWG will meet a minimum of twice per year.
E. Activities E.1.
The activities of the MWG will include: E.1.1. a review of provincial legislation and policies and their implementation with respect to Mines and Mining Activities in the Territory; E.1.2. overseeing implementation of the Tahltan/British Columbia Restoration Plan signed October 2007; E.1.3. evaluating the various Mines and Mining Activity related Engagement processes established under this Agreement and make recommendations to the G2G Forum to improve their effectiveness; E.1.4. discussing ongoing operational issues with respect to Mines and Mining Activity in the Territory and making Recommendations to the G2G Forum; and E.1.5. other matters as mutually agreed by the Parties.
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E.2.
The MWG may develop Recommendations on provincial legislation and policies with respect to Mines and Mining Activities in the Territory for consideration by the G2G Forum.
E.3.
When developing Recommendations under section E.2, the MWG will consider: E.3.1. other opportunities available to Tahltan to provide recommendations to the Province on proposed legislation and policy changes; E.3.2. the need for broader engagement of other parties by the Province for legislation and policy changes; and E.3.3. provincial priorities for legislative or policy changes.
F. Development Of Recommendations And Reporting F.1.
The MWG will endeavour to collaboratively develop Recommendations on matters described in part E, or other matters referred to the MWG by the G2G Forum, for referral to the G2G Forum.
F.2.
Where the MWG is unable to reach agreement on any issue or Recommendation, either Party may refer the disagreement to the G2G Forum for resolution in accordance with the Issue Resolution Process set out in part I of Appendix B.
F.3.
The MWG will report annually on its activities to the G2G Forum.
G. Relationship to Mine Development Review Committees (Mdrcs) and Project Specific Level 4 Working Groups G.1.
The MWG is not intended to undertake Engagement on specific Proposed Activities.
G.2.
The MWG is intended to supplement, but not duplicate, work undertaken by MDRCs or Level 4 Working Groups.
G.3.
MWG, MDRCs and Level 4 Working Group meetings will be coordinated to prevent duplication of effort and achieve logistical efficiencies.
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Appendix F. Implementation Plan A.
Within thirty (30) calendar days of the Effective Date, or as mutually agreed, the Parties will appoint their Responsible Officials, G2G Forum representatives, G2G Forum Co-Chairs and Engagement Coordinators.
B. Within sixty (60) calendar days of the Effective Date, or as mutually agreed, the G2G Forum Co-Chairs will develop recommendations for Terms of Reference for the G2G Forum consistent with the terms of this Agreement, for review and approval by the Responsible Officials.
C. Within ninety (90) calendar days of the Effective Date, or as mutually agreed, the G2G Forum Co-Chairs will develop an annual Work Plan, for approval by the Responsible Officials. The Plan will: C.1.
be reviewed and potentially revised or renewed annually;
C.2.
define an initial stage of implementation (target of one (1) year from the Effective Date) for the Engagement Model during which operational procedures and the Engagement Matrix set out in Appendix B will be tested and revised as necessary;
C.3.
include a timetable for initiation of Working Groups described in this Agreement; and
C.4.
reflect the following key outcomes and targets for the staged implementation of this Agreement: C.4.1. training complete for all individuals taking part in implementation within four (4) months of the Effective Date; C.4.2. Engagement Model operational within six (6) months of the Effective Date; and C.4.3. the initial stage of implementation described in section C.2 is complete and any changes and revisions to Appendix B have been made.
D. Within one (1) year of the Effective Date, the G2G Forum will develop and implement a performance management system that will be used for monitoring and continuous improvement of the Engagement Model and that incorporates: D.1.
annual reporting by both Parties of transactions under the Engagement Model consistent with the criteria and metrics set out in Table A below for review and consideration by the G2G Forum; and
D.2.
a mechanism for undertaking a structured assessment of Shared Decision Making arrangements every thirty-six (36) months or otherwise by mutual agreement, including indicators to assess progress toward the achievement of the purposes and intended outcomes of this Agreement.
E.
As a key component of the performance management system referred to in part D, the Parties agree to collaboratively monitor the criteria and measures outlined in Table E or as otherwise agreed.
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Table E: Monitoring Criteria
Criteria
Measure
Use
Tahltan response to Applications
# and % with response and no response, by level
Annual review – should be 100% response within agreed time lines
Applications processed within agreed timelines
# and %, by level
Annual review – review of timelines
Recommendations
# and % with discussions, consensus and no consensus by level
Annual review – effectiveness of engagement
Timeline extensions
# and % applications by level, with examples of rationales provided
Annual review – effectiveness of engagement
Applications with changed Engagement Levels
# and % raised or lowered by level, with examples of rationales provided
Annual review – Engagement Level setting process and criteria
Applications using Issue Resolution process
Total and % where resolution was achieved at Engagement Coordinator and G2G Forum Co-Chair levels
Annual review – Issue Resolution process effectiveness
Strategic Topics
# requested, initiated and addressed
Annual review – Strategic Topics process effectiveness
Disputes
# referred, resolved before arbitration or judicial action
3 year review – Dispute Resolution process effectiveness
Satisfaction
Survey of parties including sample of community members
3 year review – Flag areas requiring improvement Guide communications plans
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Appendix G. Provisions Carried Forward from Existing Agreements A.
The Minerals Working Group, established under the Reconciliation Framework Agreement will continue as the Minerals Working Group under subsection 10.1.2 of the Agreement.
B. The Socio-Cultural Working Group established under the Government-to-Government and Northwest Transmission Line Negotiation Framework Agreement will continue in accordance with the Terms of Reference and Work Plan approved by the Parties, as they may be amended from time to time, and will be harmonized with the ongoing work that is currently being led by the Ministry of Children and Family Development.
C. The Parties will continue to implement the following components of part 6 “Planning for Energy Development” of the Government-to-Government and Northwest Transmission Line Negotiation Framework Agreement: 1. British Columbia and Tahltan, with the assistance of B.C. Hydro, where applicable, are committed to assist Tahltan in addressing their interests in the energy sector in the Territory, as set out below. 2. The Parties agree to the following phased approach, including but not limited to: a. an overview of existing and potential energy resources in the Territory with the understanding that BC Hydro can only share information within its possession which is available to the general public; b. an assessment of clean energy development opportunities in the Territory with the understanding that BC Hydro can only share information within its possession which is available to the general public; then c. based upon the information in sections 2.a and 2.b above, the Parties agree to discuss potential opportunities for Tahltan to participate in the development of energy resources in the Territory with the understanding that Tahltan priorities include topics such as using NTL infrastructure for other Tahltan purposes, measures that promote Tahltan energy projects, energy project selection criteria that reflect Tahltan involvement, and carbon values.
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Appendix H. Provincial Agencies The following Provincial Agencies, that have statutory authority with respect to land and resource matters on behalf of the Province, are subject to the terms and conditions of this Agreement: Ministry of Aboriginal Relations and Reconciliation Ministry of Agriculture Ministry of Energy, Mines and Natural Gas, except for the Oil and Gas Commission Ministry of Environment, except for the Environmental Assessment Office Ministry of Forests, Lands and Natural Resource Operations, including BC Timber Sales Ministry of Transportation and Infrastructure
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Appendix I.
Annual Report
(submitted thirty (30) days prior to each anniversary of the Agreement)
Note: To be completed as a two (2) page report. Table F: Annual Reporting Criteria Agreement Provision Participation in G2G Forum Responsible Official Engagement Coordinator Collaborative Management
Level 4 Working Groups
Strategic Topics
Measurement Criteria # meetings/conf calls # meetings attended # referral responses sent # of Wildlife Working Group Meetings attended # of Minerals Working Group meetings attended # of active Level 4 Working Groups # of Strategic Topics actioned
Specific Outcomes
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Appendix J. Band Council Resolutions
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Tahltan Central Council Directors’ Resolution Shared Decision Making Agreement This resolution was passed by a quorum of the Tahltan Central Council Board of Directors on a conference call meeting held on January 18, 2013. Whereas the TCC, Tahltan Band and Iskut Band entered into the Government-to-Government and Northwest Transmission Line Negotiation Framework Agreement, dated for reference May 16, 2011, with the Province of British Columbia (the "NTL Framework Agreement"); Whereas the NTL Framework Agreement commits the Parties to, among other things, establish an effective government-to-government working relationship and negotiate a shared decision-making agreement (the "SDM Agreement"); Whereas the TCC appointed Garry Merkel as Chief Negotiator for the negotiation of the SDM Agreement, assisted by Nalaine Morin and legal counsel; Whereas the Chief Negotiator has provided to the Board a proposed final SDM Agreement, dated for reference May 30, 2012, for review and approval, and has recommended that the TCC enter into the SDM Agreement; Whereas the Board has received and reviewed a letter of advice regarding the SDM Agreement from Mandell Pinder, legal counsel to the TCC, dated January 8, 2013; and Whereas the Board has received and reviewed a letter of advice regarding the SDM Agreement from Cynthia Callison, lawyer. THEREFORE BE IT RESOLVED THAT:
1. The Board of Directors authorizes the President to sign and enter into the SDM Agreement on behalf of TCC; and
2. The Board of Directors authorizes the President, with the assistance of THREAT and
other advisors as required, to initiate the work required to implement TCC's obligations and responsibilities under the SDM Agreement.
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