UNIFIED PRESS - Ts'kw'aylaxw First Nation · SGS Values 2015-2015 Strategic Goals & Objectives The following is a summary of SGS’ 3 year goals and objectives, which are reviewed

1

“JU

N 2

015

U N I F I E D P R E S S

SGS Chair Report - Kúkwpi7 Darrell Bob

I would like to welcome Cathy Narcisse into the organization. Cathy was recently hired as St’át’imc Chiefs Council (SCC) Secretariat. We would like to thank those who applied as we received many highly qualified applicants. Having said that, we are looking at redeveloping our organizational chart based on the new SCC Secretariat position as part of our team taking a lead role in SCC and its branded organizations.

Currently the SCC/SGS task group is working on review-ing the policies, procedures and communications with the tribe at large. Part of our discussions included task-ing the new secretariat with developing an action plan to communicate better with the nation regarding SCC, SGS, St’át’imc Eco-Resources (SER) and the St’át’imc Tribal Police business. There is a lot of tedious work involved with reorganizing the structure of the Nation government which will require a couple more meetings to move on the restructuring aspect. Part of the restructuring pro-cess will be tying the SGS and SCC workplans together. This will ensure SCC has the staffing support for title and rights issues.

Thank you to all those who attended the land use and occupancy study (LUOS) workshop held in N’Quatqua facilitated by Terry Tobias. In discussion with some of the representatives at the LUOS presentation, it was a very pleasant surprise to know that all the participating communities (PC) of our Nation would like to be a part of this initiative that will tie our Nation together with our water, trails, roads etc. The LUOS work will bring our tribe together as one based on the Tsilqotin decision, which is not focussed on individual rights or title but rather is communal or Nation based. In closing, I hope that everyone had a wonderful summer. In moving forward to a new school year may your children be safe and covered in a blanket of blessings and love.

”The LUOS work will bring our tribe together as one based on the Tsilqotin decision, which is not focussed on individual rights or title but rather is communal or Nation based.

Photo courtesy of SGS Heritage Team

2

SCC delegated the responsibilities for the implementation of the St’át’imc Agreements to SGS by incorporating it as a legal entity in 2012 and outlining its mandate in the articles of incorporation. As a new organization breaking new ground, SGS required a new approach - one that demonstrates effective governance and systems are implemented to ensure accountability to the Nation, communities, and members.

Consistent with best practices, strategic planning was undertaken at management and leadership levels identifying organizational vision, values, principles, goals and objectives. It is important to note that SGS is guided by SCC’s vision; therefore supporting the work of the Nation. SGS determined the best approach to creating an effective organization is to implement results based management techniques. Key results based management techniques SGS uses include: formulating objectives (results); selecting indicators to measure progress towards each objective; setting targets for each indicator; monitoring performance; reviewing, analyzing, reporting actual results; integrating evaluation; using performance information for purposes of accountability and, learning and decision making. The strategic and annual work plans follow this format.

The SGS Team will operate on principles needed for establishing a results based, learning organization and will utilize the following values in development of a program and services projects and activities: Sustainability; Accountability & Reciprocal Accountability; Responsibilities/Discipline; Partnerships and Relationships; Informed Decision Making; Innovation; Factors for Collective Interests; Cultural Integrity; and Effective Investment of Resources – time, people, money.

Strategic Plan & Annual Work PlansSGS Strategic Plan is a 3 year Plan for 2015 to 2018. The higher level goals are established to guide the work and complete the agreement obligations. The agreements provide for many other commitments including: long-term environmental mitigation plans to help restore land, water, fish, wildlife and vegetation; a heritage and culture plan to help preserve, protect, and promote St’át’imc culture; a relations agreement to assist in developing a long-term sustainable relationship between the St’át’imc and BC Hydro; and, an education and training component to build capacity within the Communities.

As a learning organization, SGS has developed the program areas in alignment with the agreement including Lands & Resources, Culture & Heritage, Environment and Education & Training programs to build capacity and support Nation responsibilities such as maintaining territorial integrity for our future generations. Annual work plans are developed and implemented to complete the work and achieve the goals of the strategic plan aligned with the obligations within the Agreement.

St’át’imc Government Services

U N I F I E D P R E S S

SGS Values2015-2015 Strategic Goals & ObjectivesThe following is a summary of SGS’ 3 year goals and objectives, which are reviewed and updated annually. The two goals for SGS are strengthening organizational development and ensuring Programs and Services are effective and meet the best interests of the St’át’imc people.

3

U N I F I E D P R E S S

Goals Objectives

Strengthening Organiza-tional development

(Little G – Governance):

• Practice good governance

• Accountability & reciprocal accountability

• Informed decision making

• Results based, strategic, proactive, innovative

• Effective investment of resources (time, people, money)

• Incorporate Statimc knowledge

• Support unity principles and directives

• Clear organizational roles and responsibilities

Administration

• Strengthen human resources

• SGS is a learning organization

• Create trust in process by entrenching transparency and accountabil-ity in business and operations policy and procedures

• Information storage and retrieval capacity

Finance

• Fiscal Responsibility

Communications, Accountability & Community Engagement

• Effective community relationships

• Effective community participation

• Relationship building

4

Goals Objectives

Ensuring Programs and services are effective and meet the best in-terests of the Statimc people

Environment & Natural Resources Fisheries

• Maintenance of territorial integrity

• Restoration of fisheries and habitat

Environmental Program

• Maintenance of territorial integrity

Heritage & Culture

• All aspects of Statimc heritage and culture is preserved, protected and promoted.

Stewardship Advisory

• Strengthen Statimc caretaking and stewardship of the territory, based up on traditional knowledge and the relationship with the land

• Ensure communities are informed

• Strengthen community reporting and engagement with the Advisory

• Continue building the Statimc knowledge base

Relationships with BC Hydro

• St’át’imc and BC Hydro have a long term sustainable relationship, de-veloped through agreement implementation.

Education & Training

• St’át’imc communities and members have the capacity to meet their responsibilities and realize opportunities

• Identify goals of each of the strategic areas and evaluate lifelong learning outcomes

• Assist BC Hydro in the hiring of St’át’imc by supporting readiness for training & employment.

• Engagement processes to develop the 7 strategic areas.

U N I F I E D P R E S S

5

Program and staff evaluations are completed on an annual basis.

Reporting cycle: Monthly to SCC; Quarterly to SGS Board; Bi-monthly newsletter; Annual Report & Annual Audit; submitted to St’á’timc member communities (10 communities).

Simon Casper is working along with Dorian Turner, BC Hydro Natural Resources Specialist for the summer. Simon was born and raised in Lillooet and is a member of the Seton Lake band. His parents are Lorrinda and Murray Casper. Simon became involved with BC Hydro through a CO-OP program while studying environmental science at Douglas College. Simon’s summer job is allowing him to gain experience through a mentorship in the area of managing environmental risk associated with BC Hydro generation operations in the Lillooet area.

Planning Cycle, Evaluation & Reporting Cycle

Success Stories

Board & Implementation Manager Strategic Plan updating

November

Department managers prepare provisional annual budgets.

November

Final annual budgets January

Presentation to SGS review, approval & revisions

March

Statimc Authority review, approval & revisions

April

Statimc Authority budget approval & implementation

May

He assists with monitoring changes in river conditions, fish salvages, and environmental response, among other things. Simon has completed his first year of an Environmental Science program at Douglas College in New Westminster. During his employment he completed an Electrofishing course, Confined Spaces, and Fall Protection safety courses in Vancouver. Simon adds, “I really enjoy my job. I enjoy learning about the processes of Hydro operations and how they reduce their impact on the environment and the precautions they take. As well I really enjoy the experience I am gaining out in the field. This position has been very beneficial as it has given me an opportunity to meet many likeminded people, gain valuable work experience in the field, and an opportunity to put to work what I have been learning in school. ”

Simon’s goal is to complete his program at Douglas College, further his studies at a university, and pursue a career in the environmental science field.

6

U N I F I E D P R E S S

Capacity Building

St’át’imc Education & Training ReportSt’át’imc Education & Training

Manager: Laura Grizzlypaws

August 24, 2015

Technicians have been trained for managing the Water Use Plan (WUP) monitoring projects. Various training provided includes First aid transportation Endorsement, WPP, PSSP, PCOC. MED A3, Swift water rescue level 2, e-shocking, Environmental technician, excel, bioengineering, local component, fall arrest, confined spaces, AESAC. SER oversees the management of the WUP monitoring projects. The technicians were trained by SGS and SER currently employs 21 seasonal technicians.

The Statimc Scholarship fund supports capacity. This past year 14 students were allocated a total of $ 26,000.

SGS currently employs 17 people who are mostly St’át’imc. SGS employees also include professional development as part of their annual planning. Capacity building plans are in place for heritage and environment teams who work with key consultants. Rose Ellen Narcisse, SGS Heritage Assistant is working towards holding her own archeology heritage permit and anticipates to have this completed within a two year period.

SET 20 year sustainable education & training plan: a compre-hensive approach to developing a sustainable plan based on needs and opportunities.

Accomplishments to date:

Phase 1

• St’át’imc Research, Management for Successful Strategic Planning

• Labour Market Study or Vero Report (2012) identified future opportunities in the areas of health, municipal and government services; trades key future opportunities with machinery, transportation, and equipment mechanics. Industry outlook in the areas of clean energy; agriculture; small business; forest products, mining & tourism

• St’át’imc Education Framework Report (2013) estab-lished SET Program and identified strategy & 7 key areas for a wholistic approach to improve education & training outcomes.

• Review of BC Hydro Annual Update for Operations (KOHO Report on contracting opportunities (2014) – identifying upcoming contracts

• Skills Gap Analysis (2015)

• Identified local employment demand and determined available skills at the community level. Provided recommendations and strategies to meet the skills required.

U N I F I E D P R E S S

7

• SGS & BCH Shared work plan

• Community Engagement Policy (July 2015)

• Prenatal Strategy (2015)

• St’át’imc Scholarship – ongoing

Next Steps:

Phase 2

A focus on action by all stakeholders/partners

Completion of St’at’imc Accelerating Success 2015-2020 Workbook

The St’át’imc Accelerating Success 2015-2020 is the government strategy to rapidly change how education performs so that all St’át’imc lifelong learners can gain the skills, qualifications and knowledge they need to succeed and to be proud in knowing who they are as St’át’imc. It will:

Guide and measure the quality education provision for and with St’át’imc students and communities. It highlights the elements required to support education success for St’át’imc lifelong learners.

Provide an action framework for all who have a role to play in increasing education and training outcome performances for the St’át’imc, supporting local solutions for local change by the St’át’imc.

Be relevant and practical, supporting all those who have a role in improving education and training outcomes.

Be supported by tools and resources targeted to those who are critical in effecting the change.

Include action items to raise awareness and provide support and seek contributions from students, parents/guardians, community members, organizations, and businesses.

Phase 3 and Beyond

Realizing St’át’imc Potential

Sustained system wide change

Innovative community, governance model lead in education & training

St’át’imc lifelong learners achieving on a par with the total population

U N I F I E D P R E S S

8

St’át’imc Skills Gap Analysis Report 2015 also identified priorities for the development of a comprehensive St’át’imc skills development strategy. The plan to address the priorities is identified in the table below. The expected outcome is a St’át’imc Skills & Training Program funded through a negotiated self-government HRDC agreement to support the training needs of the St’át’imc that will include two labour market regions: the northern and the southern St’át’imc regions.

Skills & Training Workplan 2015-2016

Goal Objectives TimelineImplement a St’át’imc Skills & Training Program Phase 1Getting Organized

Establish a skills & training St’át’imc governance structure (i.e. Committee) to oversee work, i.e. Two separate regional labour mar-ket committees to serve the north-ern and southern communities.Terms of Reference, orientation & travel costs

Sept/15

Determine & select a data base learning management system that will be used to support & guide individual learning & development for career planning i.e. Enhanced ARMS. Identify resources & de-velop a plan to train communities to manage the system for members.

Oct/15

Develop a relationship with St’át’imc communities & HRDC.Southern St’át’imc communities recommended to serve as a test model due to their urgent & imme-diate need.

Sept/15

Identify & determine St’át’imc em-ployer needs & community based opportunities that exist for employ-ment & training within the terri-tory through direct community engagement. Establish a schedule for community engagement to complete workbook (St’át’imc Ac-celerating Success 2015-2020) for each community).

U N I F I E D P R E S S

9

Goal Objectives TimelineSubmit an application to Shuswap Tribal Council (ASET) for skills inventory project & demonstrate St’át’imc have the capacity to de-liver.

Oct. 1/15

Data entry – 2 positions 250 days/year. Negotiate with BC Hydro & ASETS to cost share two data entry positions

Nov/15

Phase 2Negotiate a St’át’imc Skills & Train-ing Self – Government Agreement/Negotiations with HRDC

Agreement anticipated service delivery to start April 1, 2016. The agreement is proposed to service 11 St’át’imc communities; there-fore, as a result the St’át’imc will have greater control over resources to meet specific community & na-tion needs.

2 labour market regions

Sept – April/16

U N I F I E D P R E S S

10

SET has met with the St’át’imc Language & Cultural Program to discuss the St’át’imc language 20 year revitalization strategy (Leslie John) recognizing there are only 2% fluent speakers. SET aims to support the nation’s vision of language survival as an important part of the St’át’imc Accelerating Success 2015-2020 strategic plan.

• St’át’imc language is the foundation of St’át’imc culture and identity

• Learning in and through St’át’imcets is an important way for lifelong learners to participate in formal and informal learning environments to connect with their identity as St’át’imc.

• St’át’imc identity is a strong foundation for well-being and achievement.

SET Program has been working with the BC Hydro SET Committee establishing a foundational strategic work plan to meet the BC Hydro Education & Training objectives integrating a governance perspective into the work plan focused on St’át’imc & BC Hydro long term sustainable relationship to address: known and forecasted BC Hydro opportunities; procurement related opportunities; build capacity; individual readiness; and identify success measures.

The St’át’imc Scholarship Fundraiser was held at the Big Sky Golf Resort in Pemberton on June 25, 2015.

The Scholarship Applications will be open for Submissions September 15, 2015.

St’át’imc Language (Critical)

BCH SET Committee

SGS Scholarship Fundraiser

Application forms can be picked up at the SGS office 10 Scotchman Road, Lillooet, BC or downloaded from the website link http://www.statimc.ca/programs/education-training

U N I F I E D P R E S S

11

SGS Environment and SGS Culture Heritage have several deliverables outlined in the BC Hydro Settlement Agreements. In addition to financial benefits, the Agreements provide for many other commitments including long-term environmental mitigation plans to help restore land, water, fish, wildlife and vegetation as well as a heritage and culture plan to help preserve, protect, and promote St’át’imc culture. In order to meet these deliverables, both departments have engaged in project management planning and have produced annual work plans.

The projects that these departments must deliver are complex. They span multiple years, involve teams of SGS staff, and rely on the active participation and support of St’át’imc communities. In order to carry out complex and multi-year projects effectively, the first step is to make sure that the infrastructure needed to support the projects exists.  So, a lot of the work being carried out right now by SGS is focused on developing the information sharing and data storage systems, as well as the relationships needed to support future work. As a result, there are close ties between many projects. For example, tasks in the Bridge Seton Watershed project, such as developing information sharing agreements, will also compliment the Land Use and Occupancy Study. In turn, information from the Land Use and Occupancy Study will help inform many SGS Environment projects, including the Bridge Seton Watershed Project.

The following Briefing Note summarizes the principles and values, accountability measures, and main deliverables for the SGS Environment and culture heritage departments. The principles and values for SGS Environment (including the Bridge Seton Watershed Project as well as Fisheries), and the culture heritage department all include:

• Support awareness and understanding of the main-tenance of territorial integrity

• Informed Decision Making

• Informing Territorial Integrity

Principles and Values: Principles and Values are aligned with SGS Environment, Fisheries and the Bridge Seton Strategic Watershed Plan.

• Demonstrating jurisdiction and authority will be one important outcome of the Land Use and Occupancy Study.

• Support for Informed Decision Making involves collecting information and carrying out assessments of 160+ culture heritage sites,

• Compile the most up-to-date information to support informed decision-making through continued

SGS ENVIRONMENT & CULTURE HERITAGE

• Supporting the creation of models for good governance and management

• Restoration of fisheries and habitat

• Developing Best Practices, and identifying needs

• Capacity

• Enforcement

• Education

• Science and St’át’imc Knowledge

• Effective community engagement and awareness

• All aspects of St’át’imc heritage and culture are preserved, protected and promoted

• Accountability measures for all departments include:

• Annual reports and workplans

• Well managed financial resources

• Adherence to all applicable SGS Accountability and Reporting mechanisms

CULTURE HERITAGE

U N I F I E D P R E S S

12

progress on the Accessing St’át’imc Knowledge (ASK) project.

• Develop Capacity within the St’át’imc Nation by responding to community referral requests and heritage concerns as well as supporting Community Heritage workers.

Deliverables:

The SGS Culture Heritage department is composed of St’át’imc SGS staff and one External Advisor. They collaborate to deliver several complex, multi-year projects including the Archeological Management Plan (AMP) and the Land Use and Occupancy Study, both projects are detailed in the Settlement Agreement.

This year, for the first time, SGS and SCC have developed Joint Work plan and one area of mutual concern is communication with Ucwalmicw. Effective communication and engagement with St’át’imc is particularly important for the Land Use and Occupancy Study, as SGS and the SCC are under pressure to fully implement this large project in the near future. As a result, establishing a solid foundation to support the delivery of this project should be a high and immediate priority. To address this immediate challenge, a small steering and planning committee composed of advocate(s) from the SCC, SGS staff, and the External SGS Culture Heritage Advisor is recommended.

Major Program Components:

Mitigation of Impacts to Cultural Sites (5 Phases): Continue to effectively deliver the Phases as outlined in the Settlement Agreement.

Land Use and Occupancy Feasibility Study: The LUOS Feasibility Study is the first step in preparing for a full scale St’át’imc LUOS. Guidance from a small steering and planning committee will be integrated with on-the-ground work delivered by the Culture Heritage Team and External Advisor.

Heritage Site Inventory: The heritage inventory is funda-mental to documenting occupancy and also a significant source of information for community referrals. The Pro-tection of Cultural Landscapes can also be initiated at this time. All of these projects fit together when data is being

collected for the LUOS.

Needs:

• Cloud/computer and physical storage space

• Information Sharing Agreements

BRIDGE SETON WATERSHEDS STRATEGIC PLANDeliverables: The Bridge Seton strategic Watershed Plan is a multi-year and multi-departmental plan that has links to SGS Culture Heritage, SGS Fisheries, and SGS Environment. Establishing a solid foundation is an essential first step to being able to effectively implement long-term, multi-departmental projects. This will require collaboration and communication between SGS and the SCC and the Joint Workplan developed this year will help support this transition. Tasks followed with an * could benefit from receiving guidance from a small steering and planning committee composed, in part, by SCC members.

INFORMATION COLLECTION and POLICY/PROCEE-DURES

• SGS STAFF: Continued the Accessing St’át’imc Knowledge Project (ASK)

• SGS STAFF: Continue to develop a library of publically available information that exists about the Bridge and Seton watersheds. This will support on-going development of a baseline of information, needed for the long term goal of a Cumulative Effects framework.

• SGS STAFF AND SCC STEERING COMMITTEE*: Develop information storage, retrieval, and sharing procedures

U N I F I E D P R E S S

13

INFRASTRUCTURE

• SGS STAFF: Implement Data Storage/Retrieval Systems (Kamloops Systems) and continue to develop data sharing and mapping systems (Truvian System)

INFORMATION SHARING AGREEMENT (ISA)

• SGS STAFF AND SCC STEERING COMMITTEE*: Build working relationships and protocols with all St’át’imc communities,

• SGS STAFF AND SCC STEERING COMMITTEE*: Identify concerns raised by communities about sharing information with SGS,

• SGS STAFF: Share information with St’át’imc communities who have already signed the ISA once procedures are finalized.

FISHERIESDeliverables:

• SGS FISHERIES ADVISOR: Support the Fisheries Technical Committee and Fisheries Project Manager, share information at the St’át’imc Fisheries Forum, provide support to the LTC/SCC/SGS as requested, and develop a water quality proposal.

• SGS STAFF AND SCC STEERING COMMITTEE: Sustainability strategy for St’át’imc fisheries and Informed Consent. • Informed decision-making

The 2015-2016 work plan is part of a multi-year depart-ment plan that includes the following major components:

Support for Nxekmenlhkálha Iti Tmícwa:

• To support informed decision making, SGS has a multi-year plan working towards a comprehensive understanding of all the resources within the territory.

• To ensure that the most up-to-date information becomes available for decision-making.

• To demonstrate jurisdiction and authority over resources by demonstrating clear and comprehensive knowledge of the territory and its resources, such that Rights and Title can be defended.

• To progressively develop the ability to fully assess cumulative effects of resources use and protection decisions on sustainability

• To develop capacity within the Nation and at SGS for the management of natural resources

Program Components include:

• Grizzly bear as an umbrella species for the culture and for healthy ecosystems: Including human-bear conflict reduction projects, safety training, and ongoing work on habitat, planning and recovery objectives for the threatened bear populations.

• Mule deer: Including health workshops, health sampling, migration corridor work, winter range, and hunter harvest information.

• Water: Including continued development of the stream-crossing database and developing an under-standing of the issues, threats, and opportunities, around water in the Nation.

SGS Lands & Resources Department 2015-2016 Workplan

U N I F I E D P R E S S

14

• Roads: Including the development of strategies for mitigating the impacts of roads on water and habitat.

• Plants: Including developing an understanding of the issues, threats and opportunities, around plants, medicines and foods within the Nation, as well as work on invasive species of plants.

• Support for various projects involving communities and other groups active within the Nation.

• GIS work to facilitate the above projects and project components.

• Bridge Seton Watershed Strategic Plan will be a test-case for amalgamating information on a specific land area to facilitate decision making.

Program Components Continued:

• Ongoing support of the spawning channels, and funds reserved to support technical fish advisor, as well as developing access to fisheries resources.

• Culture & Heritage: to ensure that information be-comes incorporated into the resource planning work underway.

Overarching Data Collection & Analyses for 2015-16:

• Utilizing the results of the remote sensing project (2014)entitled “Habitat Mapping for Improved Decision Making” to create habitat mapping for various species

• Completion of the road density analysis for south west BC that highlights areas where road density has surpassed the tolerance of bear populations to remain viable. This will inform strategies for envi-ronmental protection, mitigation, management and restoration on a large scale.

• Continued development of Landscape Unit plan-ning as an area-based method of summarizing what is happening on the land, including completion of a 2014 benchmark status. This has now evolved to in-clude detailed support for the Northern Forestry Plan project with LTC.

• Pilot the Truvian web-based system for sharing map-based information and work on information sharing with community technicians and specific working groups. This will facilitate access to information and support informed decision making. The system is capable of supporting referrals, if this is a desired outcome.

Emergency Notification ServiceSquamish Lillooet Regional District (SLRD) Alert enables the regional district to communicate timely and relevant information directly to residents in the event of an emergency.  This new notification service is powered by the ePACT Network, which allows residents to receive emergency news and important updates directly from the SLRD’s Emergency Manager via telephone, text (SMS) or email.

The SLRD Alert service strengthens communications during emergency events whenever there is a heightened threat from a natural hazard. The most common natural hazards facing residents of the Squamish-Lillooet Regional District are forest fires, floods, debris flows and landslides, extreme weather, earthquakes and avalanches. The new notification system will also allow the SLRD to relay water flow information downstream of BC Hydro Cheakamus and Bridge River facilities.

Residents of any of the 31 communities within the SLRD’s four electoral areas can register for free or learn more at www.slrd.bc.ca/SLRDAlert.

If the St’át’imc wish they may sign up and choose the nearest location on the registration form at www.slrd.bc.ca/SLRDAlert.

SLRD’s has two Twitter feeds to follow if you choose: @SLRD_BC @SLRD_Emergency.

SLRD’S Social Media Follow

U N I F I E D P R E S S

15

w

SGS AddressSGS new office location is 10 Scotchman Road, Lillooet BC V0K 1V0 (the former T’it’q’et band office).

Phone: (250) 256 0425 Fax: (250) 256 - 0445

Schedule SET Technical Committee Meeting Sept 22, 2015 Held at the SGS Office 10am – 1pm Tentative AGM meeting Oct 26, 2015 Lower Bridge River Flow Decision Meeting November 9 & 10, 2015 Ucwalmicw Centre (T’it’q’et) in Lillooet, BC Steering Committee Meeting December 9, 2015 Vancouver, BC

St’át’imc SuccessCongratulations to southern St’át’imc members who completed the First Responders course training held in Vancouver in July 2015. The training was funded by Vancouver Coastal Health.