September 05, 2012

11-12Annual ReportChief

Dominic Frederick

Councillor Shirley Wiltermuth

Councillor Louella Nome

Councillor Joshua Seymour

“A Stronger, Healthier Community Moving Forward Towards Governance”

TABLE OF CONTENTS

Letter from Chief Dominic Frederick................................................02Chief & Council Report.....................................................................02Executive Director Report................................................................03Department Reports Reception/Sales.......................................................................04 Membership.............................................................................04 Finance....................................................................................05 Health......................................................................................05 Education & Social Development...........................................06 Family Development...............................................................08 Community Engagement........................................................09 Lands........................................................................................12 Capital/Housing......................................................................13 Forestry....................................................................................14 GIS............................................................................................16 Fisheries....................................................................................18Financial Statements.........................................................................20Staff Email Contact List.....................................................................31Aboriginal Day photos.......................................................................32

Lheidli T’enneh First Nation Annual Report 2011-20122

Letter from Chief Dominic Frederick

Dear Lheidli T’enneh Nation Citizens,

2012, there are a lot of initiatives undertaken by our Council and the Band Administration. I am excited to see what our future will bring to our Nation to where we play a pivotal role in the local, territorial, provincial, national and international economy. Lheidli T’enneh Nation has

now progressed to look at moving our governance structure forward, and away from the INAC models. There is a true sense we as a Nation are approaching a new direction for our community.

I would also like to take this opportunity to thank my team, for their time, efforts and contributions to the Nation in their role as Council: Councillor Louella Nome Councillor Shirley Wiltermuth Councillor Joshua Seymour

It is very encouraging to be a part of a team that shows their enthusiasm and commitment to our community. They continue to represent our interests on all levels they participate for our Nation. Secondly,

the Administration, Finance and Departments who continue to see the programs and services be maintained on a consistent basis. As I look forward to the upcoming year, our Council has been involved in some honest and true conversations about our strategic direction for our Nation. I am proud that we can launch our

our citizens.

We have a responsibility to uphold our values as Lheidli

ourselves and we have the responsibility to direct our own future. We are Lheidli

nual Report for 2011/2012. We have a lot to be proud of with all the progress and initiatives we have undertaken. “Our traditions and cultural beliefs are the driving force of our success and destiny.”

DOMINIC FREDERICKChief

Dominic FrederickChief

Chief Dominic Frederick, Councillor Shirley Wiltermuth, Councillor Joshua Seymour &

Councillor Louella Nome

“Our traditions and cultural beliefs are the driving force of our success and destiny.”

Chief & Council Report

In order for the Lheidli T’enneh Nation to advance and prosper we need to have clarity and a greater vision for our people. We must build relationships and share our accomplishments and help offer tools to teach other Nations. Our plans will help us to harness the potential of our people and to revitalize our culture. We will ensure our progress as a Nation and as Leadership through establishing clear guidelines and policies for our programs and services and continuing our learning as a Council.

planning process: a. To be able to connect the work of Chief and Council to broader strategies through the development of clear goals,

ties. b. To have the ability to mobilize community capacity and to assess progress and change.

cesses for working through implementation challenges. d. To have improved communication on three levels – within Council, within the Administration, and with the Community.

Lheidli T’enneh First NationAnnual Report 2011-2012 3

Chief & Council Report continued...

Jason MorganExecutive Director

Executive Director’s Report

As part of Lheidli T’enneh Nation’s commitment to transparency, it was agreed upon that attendance of Chief and Council will be reported to the Lheidli T’enneh Citizens covering the scope from April 1, 2011 to March 31, 2012 respectively:

I want to express my sincerest appreciation to be working for Lheidli T’enneh Nation as your Executive Director. I am of Gitxsan ancestry, and originate from Kispiox and Gitwangak, B.C. I have been fortunate in being a welcomed guest living and working in Lheidli T’enneh Nation’s traditional territory for a number

Lheidli T’enneh Nation, I was employed with Tsay Keh Dene Nation as their Director of

Nechako Aboriginal Employment & Training Association

as the Engineering Coordinator/Community Developer and then with Carrier Sekani Tribal Council as the General Manager. Again, I am looking forward to working with Chief and Council, the staff, and the community of Lheidli T’enneh Nation.

building’s dreams, Chief and Council have been reviewing the current governance structures, developing models, processes and other tools to simplify their enormous workload. Steps have been taken by Lheidli T’enneh Council to look at its planning processes. Tools have been developed by creating a program logic model, accompanied with a mission/vision statements for each of the priorities in the areas of health, governance, administration, education, employment and training, social development, family development, economic de

land management, housing and capital, and treaty (citizen engagement). A comprehensive review of all prior strategic reports and planning documents were synthesised and Chief and Council felt that another plan wasn’t needed, but an implementation plan that will see the Nation moving forward.

Lheidli T’enneh Nation is

ernance structure and developing a retrenching strategy that will formulate the following priorities: a. Jurisdictional Authority b. Cultural Revitalizationc. Governance Codes d. Dispute Resolution Further, the priorities for Chief and Council include the key activities to enhance and strengthen:

b. Delegated Authority

c. Citizen Engagement d. Knowledge Building for Leadership and Community

By having a strategic plan, we

nite resources to achieve substantial growth and productivity. Management tools have been developed to work with each of the Departments and Chief and Council to work on

is a step by step planning process that also looks at identifying and tracking measurable results to date.

It is my hope that we can foster a feeling of connection to a vision for the future of Lheidli T’enneh Nation. Also to establish a solid administrative foundation with renewed policies and guidelines that will ensure consistency and equitable access for all Lheidli T’enneh Citizens.


Reception/Sales Department Report

My name is Candace and I have been working for the Lheidli T’enneh Band since

tobacco sales and reception, I am the person you talk to or

have worked very hard to initiate, maintain, and strengthen a good relationship with

(government) as well as with clients and band members. Since working here I have had to implement showing status cards at the time of purchase, I also obtained 2 quota increases for our monthly purchase (allotted) amount of tobacco. Reception duties include:

Coffee services

or forward to appropriate partyStart computer

be answeredCheck emails (every 30

to appropriate parties

sort/categorize, and put in individual mail boxesCheck for faxes (every hour)Tobacco SalesMembership/customer issues/meetingsKeep a running list and check signature sheets at least twice a week (quota)Type/print letters as per request

requestSet up/arrange Elders or Chief and Council requests (opening/welcoming) Elders Concession Tobacco InventoryCash out tillDeposits

Bring outgoing mail at end

of day

locationOther Duties may include

Distribution of chequesSocial Assistance Cheques and Monthly RenewalsEducation chequesTobacco Orders bi monthly

needed

and order toner/inkCoffee supplies for Band

Trailers

Candace GodwinReceptionist

Shirley WiltermuthCouncillor/Membership

Membership Department Report

I have been the Membership Clerk for Lheidli T’enneh since January 2012.

My duties include: maintain registered band

tus cards for members/non

marriage/divorce to Indian and Northern Affairs. Attend meetings/training hosted by Aboriginal Affairs and Northern Development Canada (AANDC). I have to prepare monthly reports of all report

ed events or a NIL report if there have been no changes in the month and submit it to the

any administrative changes, such as contact information (changes in names, addresses, and phone numbers) at the band level.

For anyone applying for a status card, please call ahead of time as I am only in the of

tus card as Aboriginal Affairs and Northern Development will only issue any band of

time.

with you when coming in for a status card:

2 pieces of current ID (not expired, one with photo)Old status card

tus card will not count as one

of the current pieces of ID.

your children as soon as possible. This is the parent’s responsibility. I will gladly assist you to complete forms and birth registration.

An amendment was made to the INDIAN ACT in January

grandchildren of women who lost status as a result of mar

come entitled to registration (Indian Status)

In general, applicants who can answer yes to the following three criteria will qualify for entitlement based on the INDIAN ACT amendment.

1. Did your grandmother lose her status as a result

2. Is one of your parents registered, or entitled to be

tion 6(2) of the INDIAN

3. Were you, or one of your siblings, born on or after


Finance Department Report

Tabatha FlynnFinance Manager

Dalainey BozokiYouth Summer Intern

Louella NomeCouncillor/Health Worker

Health Department Report

Welcome to the Wonderful World of Finance – Lheidli T’enneh style. At the moment your Finance staff consists of Tabatha Flynn (a cute little critter with very good instincts) and her trusty sidekick Judith Gauthier (not so cute but lots of experience

Together they are hoping:

1. to streamline some of the processes and procedures that

partment,

function so that everyone can and will understand exactly what is going on at all times,

Managers are properly equipped to develop reasonable and accurate budgets, to properly code and allocate their expenses, to monitor their activities so that the stated goals of the programs are met within the required spending parameters, and4. to ensure that Chief and Council have enough timely and accurate information presented in an understandable format to make good decisions regarding the activities of the Lheidli T’enneh First Nation.

Attainment of these goals is in all of our best interests. In the coming weeks Finance will be issuing some guidelines that

Dear Respected Elders, Youth, and Community Members,

On behalf of Lheidli T’enneh Nation, I would like to personally thank my colleagues and the community members for making this an exciting year for the Health Department. A number of initiatives have been undertaken with the common goal of raising the quality of life indexes for our Lheidli Citizens. This includes but limited to health education, advocacy, information awareness, health campaigns, prevention, and direct

client services support.

As a community, we face many systemic challenges as it relates to access and services. With the limited resources we do have, we still manage to all come together as a community with a collective vision and voice. It is also exciting to see on the provincial level a collective movement on health administration from Health Canada transitioning to a new First Nations Health Governance Structure. Both Chief Frederick and I have been a part of these provincial meetings, and we will continue to advocate for the best interests

With the strategic approach taking by Chief and Council and the delegated responsibilities to the Administration and the Health Department, we are moving forward, and through combined efforts I believe we can make a differ

ence with our community as it relates health and wellness. There is optimism for positive changes, and we will be positioned to plan and respond. One of our priorities will be to collaborate with our health partners like Northern Health Authority and the Central Interior Native Health Services Society, to name a few, to see direct service delivery to our community.

Again, thank you for your time and cooperation.

should help keep us all on the same page as the year progresses. We all want the same thing – successful programs

together to become the very best that we can be.


Education & Social Development Department Report

Niki LindstromProgram Coordinator

Phyllis SeymourProgram Facilitator

Wendy JaelProgram Assistant

Alexandria WestYouth Summer Intern

Education:

The core value for this department is to improve the quality of life for as many members as possible within program guidelines. This is achieved by obtaining an inventory of where everyone’s education level is at currently and working from there. It’s achieved by ensuring that all Lheidli children are being treated with utmost respect within the school district and that they’re accessing all services that will support them in their education. It’s achieved by maintaining a relationship with the school district staff and keeping in constant communication when a problem arises. School district staff and the Education Coordinator also come up with plans surrounding issues that come up. Lheidli T’enneh Band provides incentives to the children by rewarding them on Awards Day each year. In the upcoming year, we will make the awards more valuable by requiring satisfactory levels of attendance, grades and work habits to receive the full reward. The Coordinator also endeavours to make all the graduation events possible.

tion, the Coordinator encourages all prospective students to apply for funding as soon as they know what they want

out in the education survey what the younger children are interested in to help to guide them towards success as they

secondary students are in school, the Coordinator encourages and supports them throughout the school year. Transcripts are reviewed after each semester and if neces

Adult upgrading is also something that is supported and encouraged. It’s never too late to go back to school. There

the community of adults going back to school to get their Dogwood and further their education.

This department is intending to get a Local Education Agreement in place with the school district so that all the Aboriginal Education dollars

will be worked on very shortly. We are gathering names for an Education Committee so we can come up with internal policies for the nation’s educational process.

Training:

The core value for this department is to ensure that all

have access to training that will directly relate to employment.

tion, new training or required training. Members do need to follow through with the entire training course to completion in order to receive any further training. We’ve had several members go through longer term training under this funding with some great results. The Training Coordinator attempts to make all graduation ceremonies possible for training. We are putting together a Training Committee so that there is input into the internal policies we are building.

Employment:

The core value for this department is to ensure that all members who are not currently employed have ease of access to employment opportunities and are supported throughout the process to employment. This is achieved by a job board, access to the internet and printer and fax. The Coordinator discusses job opportunities with the member to see where they’re at with education and training and if they’re ready for the job they’re interested in. If they’re not ready, that’s where education and training comes back into the picture.

Social Development:

The core value of this department is to support members when they require Social Assistance while upholding

Social Development policies. There has been over $200,000 in clawbacks in the last several years upon audit review by the federal government. We were fortunate not to have gone into third party. In an effort to qualify for more funding opportunities, this department is working diligently towards ensuring that all policies are being met, which isn’t always an easy adjustment. The objective is to have zero clawback from this department. Chief and Council has been very supportive to this department in achieving this objective. Once all the

to work policies will be put into effect. Ensuring recipients are living on reserve will also be put into effect as well. This department is also working with the Ministry in town

ciency in information sharing.

Department Head Intro-duction:

Coordinator came into this job at the beginning of January 2012. The previous Education, Training and Employment Coordinator had been absent from the position for several months. I started behind and was inundated with

cult process to learn the jobs, go back to months worth of work and a year’s worth of outstanding reports, create a


Education & Social Development Department Report continued...

budget for the previous year before I did the reports and keep up with the demands of all the departments. It is very important to have paperwork time as it doesn’t happen on it’s own. Members do need to make appointments in advance to better dedicate time to them when they come in.

We will be developing internal policies for Lheidli T’enneh Band with the help of the Education and Training Committees being set up. We are in desperate need of internal policies so we have a guide

accepting requests for education and training. We’re hoping to get as many members as possible to be part of these committees for greater input.

months going at 110% each day, but everyone has managed to be paid according to policy, the budget was closed

all reports were caught up. Several different proposals

cal. This department held a meet and greet with the school district and relationships have been built with the school district. Relationships have also been built with many of the members, and so the communication as regards to their needs gets better and better.

Awards Day was also a success. It wasn’t easy to track down each student’s successes, but it happened with much extra help from the school district. Red Earth Management was also contracted to take care of the event organization which was great.

Program Impact:

Besides the obvious impacts of members receiving and work

ing towards a better education and obtaining gainful employment, I believe that members will gain a good deal of regard for themselves. This will, in turn, impact many more in the community. Lheidli T’enneh Nation has become stronger and will become stronger as programs are being run properly and truly assist the nation to greater success.

Program Numbers:

We have approximately 40 members that are Social Development recipients. We have approximately 100 people on reserve. It is very feasible to see that number be cut down considerably over the next year.

On reserve, approximately 50 members are eligible for funding for training. We have been testing out some new opportunities and seeing how it unfolds for the members.

We have approximately 12

ing up school in September with many more requests that came after the deadline. The

increased and will continue to increase so it’s very important for students to have their applications in before the deadline.

graduates with several of the grads getting awards such as

Local/Regional/Provin-cial/National /Communi-ty Partners:

These departments work with many different partners. They

are as follows:Aboriginal Affairs and Northern Development Canada

Northern Spruce Contracting

UNBCCNCFNESC (First Nations Education Steering Committee – provincial)FNSDS (First Nations Social Development Society – provincial)LTN Contracting

Board Members:

This position sits on the Aboriginal Education Board for the Aboriginal Department of

is responsible for hiring and input into operation of the Aboriginal Department.

This position sits on the UNBC Senate Committee for the First Nations Department. This committee has input into the First Nations department at UNBC.

the council person that sits on the First Nations Education Steering Committee. This Committee is responsible for improving First Nations education throughout the province.

Key Staff:

Niki Lindstrom, Education, Training and Employment Coordinator and Social Development Worker

Facilitator, Northside Trailers and Homemaker, North and South sidesWendy Jael, Social Development Assistant (term)

Alexandria West, Youth Summer Intern (term)

Corporate Sponsorship:

Lheidli T’enneh Chief and Council has made a commitment to supporting Awards

lowances as this is not something that is funded by the federal government for education. I’m certain that all

these educational needs being put up front as a priority for the nation.

What to expect for 2012/2013:

Internal policies put in place for EducationInternal policies put in place for TrainingLocal Education Agreement put in place with

Education, Training and Education Survey completed to better assess needs of the communityNumber of Social Assistance recipients to decreaseMore time to spend with members to see where they can best use my assistance


Aboriginal Family Development Department Report

Candice RobinsonProgram Coordinator

Tasheena SeymourFamily Development Worker

Our History

The Aboriginal Family De

known by different names since its inception at Lheidli Band: Family Development

program is owed to the Band’s commitment to providing appropriate and comprehensive service to its members as well as the interest of the Ministry of Children and Family Development, the program’s core funding agent.

Historically, the program has consisted of one staff member known as the Family Support Worker. Great things have been introduced and shared in the community by staffs that have held this title: youth groups, development of the kitchen at Northside Trailers, induction of professional

and so on. The programs and services are important and are the basis for the program’s growth. However, the needs of the community continue to evolve which is demonstrated by the changes in program and service delivery.

Today, the program consists

er. It is the primary focus of these two roles to deliver services with consistency, respect, and honour of commu

nity needs.

Who We Are

The Aboriginal Family Development program is designed to promote wellness of individuals and the community,

lies and children. Staff provides programming that foster positive experience and enhance ties to self, family, and community. This is implemented through parenting workshops, recreational activities, life skills training and

are:

Life skills support, men

management and media

for the needs of Aboriginal children and families lo

Advocacy: Ministry of Children and Family Development, School District

nadian Mental Health, Department of Justice, Family Law, etc.

Approaches and assessments

munity based. This means that the members are direc

tors of what programs are needed and how they are implemented. This is illustrated by the development of the Community Survey and commitment to ongoing feedback.

Our achievements

The core values of the program underpin service delivery: respect, solidarity, inclusion, and community. The objectives are to uphold and maintain the Lheidli T’enneh ways of knowing and being, of childrearing and raising families, and honouring one another. This is done in a number of ways and does not always look the same for each individual or family.

Here are the programs & services the Family Development

partnered in delivery:

Community Kitchen Free Family SwimCrafts Day

Family Bowling Day Movie NightsFamily Games Day National Aboriginal Day CelebrationFamily Skate Day

Family Swim Day Wellness WeekFood Skills for Families

gramForests for the World Hike &

Numbers: (since September 2011)

# of Outreach hours: 366# of Individual Sessions hours: 210# of Life Skills Workshops

# of Recreational Activity Hours: 104

Hours: 32# of Advocacy Hours: 24

Impact

The implications for impact of programming and services are derived from the Community Survey and informal methods (ex., community member feedback, reports, testimonials,...). Here are some highlights:

Child protection concerns/reports have been alleviated and when removed from home have stayed in their community and with other family membersMembers have more knowledge of informal and formal community resources (self, friends,

Members feel more con

manage and cope with

health conditions, caring for children, and cooking healthy meals.Members are able to access services and follow through with appointments with assistance of transportation, advocacy,

ming is on the rise and more ideas of future programming is being shared which suggests individuals feel included and are invested in selves and community.


Community Engagement Department Report

Norman DaleCommunity Engagement

Top: Lenora White, Rena Zatorski, Shirley Gustason, Frank Frederick Sr. -Bottom: Barry Seymour,

Felicia Nome, Josh Seymour, Elizabeth Bjorklund

Core ValuesThe Lheidli T’enneh search for justice in restoring their time immemorial land and governance rights is as old as the in

territory in the 1800s. Since then, the consistent governing

of the present and future generations and the honouring of ancestors whose stewardship of the land was their legacy to the present.

Treaty negotiations were always demanded and when a framework was established in 1993 by Canada, BC and the First Nations Summit, the Lheidli Tenneh were among

use the BC Treaty Commission process. More than 12 years of hard negotiations later, a Final Agreement was initialed.

was held and the community did not ratify.

While no disagreement existed among the Nation in the core values of protecting present and future generations’

the ancestral legacy, the split on the referendum brought out different views on how to achieve this. This led to yet another key value: community unity. It had been put to the test and continues to be of highest value.

Unity, in turn, requires a third core value which guides the

cess now underway: respect for differences and willingness to discuss those differences civilly.

In summary the Community Engagement process carries on the ancient value of stewardship and community well being and of respect for the ancestors and what they did

the value of unity, and it does this by encouraging respectful, candid, listening and discussion recognizing that in a healthy Nation differences are valued and honoured.

Annual Achievements

(which for accounting purposes ends at March 31st), the primary responsibility for keeping the awareness of the issues around treaty fell to Dolleen Logan. She was there until the program really got rolling in November, to provide information and assure Lheidli citizens that a project lay ahead.

In November, Norman Dale, a professional facilitator and

munity Engagement Coordinator and was directed to restart the activity of the Gov

ernance Working Group.

After a month of initial preparations (and, of course, the scheduling problems around the Christmas period), the Working Group convened and began a sequence of meetings to plan, with Norman, the details of the Community En

The resulting process was ready to roll by mid march at which time, the Community

a Facebook private group for Lheidli members and issued

chart of the process.

The top priority became hold

George which eventually happened on May 13, 2012, the culmination of a massive effort by the Working Group, Norman and others brought on to work – Lheidli citizens Deryl Seymour and Kyle MacIntosh, Chris Corrigan (the M.C. from Southern BC), Kevin Brown (public relations advisor) and Bill Russell, our wizard of video recording.

The gathering was attended by about 140 Lheidli people and was successful enough

that one of the most common comments there and since

sheets of ideas, some in words some in pictures, to use a basis for going forward in this process. This was consistent with the core value and the goal for bringing the community together in respectful and civil ways to talk despite and through differences.

More on the Open House will follow on the next section in discussing the program impact. Since its completion, the main focus has turned to designing what we call the “House Calls” project. The plan is to reach and talk to every willing Lheidli T’enneh by

So, the goals remain linked to the core values: having civil and respectful dialog even when there are strongly held and different opinions about how to achieve these using treaty and/or other tools for

Program ImpactsFor a program that really just

of the present year, there are


Community Engagement Department Report continued...

important impacts already being felt. The Lheidli T’enneh people on different sides of the treaty question have begun to meet and talk again and that is a major outcome. The May 13th Open House was the prime opportunity. Designed as what is called a “World Café” it avoided hostility and bitterness by having different mixes of people have sit for a while and talk and then go to different tables. The impact is restoring better relations within the community, returning to the tradition of talking through differences in respectful ways.

of ideas by the Lheidli people themselves creates a credible, supported base from which to proceed. The Working Group is able to use these results as

one sessions (“House Calls”) with ideas that are not some expert’s or even staff person’s: they come from the people themselves. The impact is a sense of recovering a lead role for all band members in shaping their future.

One of the most important outcomes of the work that has been done by the Working Group is that they have begun to transform into a pro

will work. Discussions with the group left the Coordinator with the initial impression that

they often felt as if they were more of an audience to listen as experts and staff directed the process. Now, they have designed a successful Open

say in how the newsletter and other aspects of community outreach will be done. Most

and asserted their strong and leading role in the process. The impact is creating an empowered Lheidli team ready to take a leading role in dealing with the critical issues of treaty and its alternatives.

The Community Engage

$140,000 annually although its needs for a full outreach to the entre Lheidli community including those living outside

funding is a priority activity underway.

The Community Engagement process has 1 (one) full time staff position(the Coordina

assistant used on an as needs basis.

The Community Engagement

mented by a core team of 8

members (see section 8 below).

cess will visit and talk to every willing Lheidli T’enneh, in interviews (“House Calls”) estimated to run to about 200 sessions. This work will be led by the Community Engagement Team, consisting presently of 5 of the 8 Working Group member.

After the House calls, there will be up to 10 (ten) dialog

tion of Lheidli citizens in the

House and the House Calls.

By late 2012, there will be another Open House, so 2 (two) this calendar year.

By the end of March, 2013, there’ll be a total of 4 issues

to the communication online where, as of the summer of 2012, there are 154 subscribing members on the Facebook private Lheidli Community

PartnersA partner is any one or any organization that works with you on a shared task or mission. The Community En

to reach out and build connections with many different people and entities:

At present all the funding comes through the BC Treaty Commission, which, within its mandate which is to see treaties approved and enacted, is supportive and informative. This said, because of the controversial nature of treaty over the past few years and the vested interest that BCTC, Canada and BC have in

seeing the draft Final Agreement implemented, the Com

is actively looking for other funding partners, ones that do not have any stake or preference in what path the Lheidli T’enneh Nation eventually chooses.

The Community Engagement

operation from the South Fort George Family Resource Centre which worked with us to ensure a smooth and successful Open House. In that process, we had great help from

us the tables and chairs and

really enjoyed at the Open House. Kevin Brown was in attendance.

It almost goes without saying that our program works as a partner whenever possible with other departments of the Lheidli T’enneh. Again for the Open House we ben

from Niki Lindstrom, Education, Training and Employment Coordinator who led the way in providing child care, assembling a team of professionals and teenagers for the job. Candice Robinson, the Band’s Family Development Coordinator, collaborated on that and also on developing a survey process that incorporated some of our issues. Reception, Finance, Communication all helped whenever needed. And a special thanks to Jackie Brown who stepped up to bridge some of the purchasing challenges. Likewise, Gord Haines, who is the Co

bour at the Natural Resources

sounding board for all sorts of


Community Engagement Department Report continued...

issues.

The Executive Director, Jason Morgan and the Chief and Council have backed us up re

times stumbling steps of the process.

Finally, there are the Lheidli people themselves, the most important friends of this process and who never fail us in this journey.

The TeamSix months ago, the Com

was just launching. Several people were directly involved

who had worked on consensus building projects with mainly coastal First Nations and also at the University of Northern British Columbia. He joined Dolleen Logan who had served as the liaison and bridge for the project for most of 2011, and together they began to plan for the return of the Governance Working Group, which had been “in recess” since submitting a report to Chief and Council back in August 2010. The Working Group consisted then of seven Lheidli T’enneh, appointed at a 2009 community gathering:

Elizabeth BjorklundFrank Frederick Sr.Shirley GustasonFelicia NomeBarry SeymourJosh SeymourLenora White

reviewed its current composition and recognized that back in 2009 the intent had been for Rena Zatorksi to also serve but that for various reasons, that had not happened. Steps were taken to invite and approve her joining the newly mandated Working Group.

Logan continued to provide

communicating within the group and between the process and the community. Norman Dale is the Community Engagement Coordinator pro

for the team and the process needed to move forward collaboratively.

In the course of half a year, the role of the Working Group has gone from its more advisory status to one of designing and

view that the overall Lheidli T’enneh community will be able to relate best to a team that is made of their friends and family, folks who have inside perspective on what matters to the First Nation.

Looking Towards the Year Ahead

The plan is in place. The Open House has happened and met and exceeded expectations for the “launch” of a time when all Lheidli will have the chance to respectfully heard. Next comes “House Calls” which will do just that. As the Team goes out to the community, they will ask and listen to points and questions about treaty and its alternatives but, beyond that, they will begin to hear and put together what kind of future the Nation wants to build. After all, treaty and other means

on the vision of what is to be built. By later in the fall, the

cess should have a deep and well documented understanding of this.

issues will become the focus

for about 10 “Dialog Circles” where small groups of Lheidli citizens with a particular interest will have a chance to review and talk about materials on a range of topics. What those will be, to repeat, depends on the results of the House Calls.

It will be in November, probably, that the second major Open House will occur. Over and again, this is what those who attended the one on May 13th, said they felt was need

and have friendly but important conversations about key issues. This will happen at the November Open House.

is what is sometimes called “adaptive planning”: we are building the Community Engagement Team to have the capacity to see where things are at after the 2nd Open House, and proceed with more study, outreach to the community, communications over the Internet as well as face to face… whatever it takes for the overall “conversation” to continue about the Lheidli future and its relation to treaty and

nation.


Lands & Natural Resources Department Report

Barry SeymourLands Manager

Nicole WiltermuthLands Clerk/Communications

Lands Authority Members Top: Lyle Pius, Chief Dominic Frederick, Clifford Quaw, Frank Frederick Sr. Bottom: Elaine Gagnon, Shirley Wiltermuth, Dolleen Logan

The historic overview of the Land Management Initiative:

1. Lheidli T’enneh got involve in the national initia-tive in the early 1990’s. We and 12 other First Nations from across Canada were in negotiations with the Gov-ernment of Canada to secure the jurisdiction to govern our own lands and resources. In 1996 the Framework Agree-ment (“FA”) was agreed upon by the Parties. The FA dictates the relationship between the First Nation and the Govern-ment of Canada. The federal government established its legislative support of the FA by passing Bill C-49 in 1999. The First Nation supports the FA by passing the First Nation Land Code.

Land Code on October 25,

November 15, 2000. There have been two (2) amend-ments since that date.The Land Code was developed by the community through a family represented commit-tee. The Land Code speci-

our land. Accountability and transparency is paramount, the lands department must adhere to community wishes.

2. Lands Authority (“LA”)The LA consists of a Chairper-son, which is representative of

Chief and Council. Tradition-

Chief and in this case Chief Dominic Frederick. There are six (6) duly elected members; each member has a four (4) year term. The terms are stag-gered, so every two (2) years three (3) members’ terms expire and three new mem-bers are elected. The elec-tions coincide with the Chief and Council elections. The six members are Shirley Wilter-muth, Dolleen Logan, Frank Frederick Sr., Elaine Gagnon, Lyle Pius and Clifford Quaw. The three (3) members whose terms will expire at the next election are Elaine Gagnon, Lyle Pius and Clifford Quaw. The members were sworn in on April 25, 2012 by Chief Dominic Frederick and wit-nessed by Art Kaehn, the Chair of the Fraser Fort George Re-gional District.

The primary roll of the LA is:Assist with the develop-ment of the land adminis-tration system;Advise Council and its staff on matters respecting First Nation Land;Recommend to Council Laws, Resolutions, policies and procedures respecting First Nations LandHold regular and special meetings of Members to discuss land issues and make recommendations to Council on the resolution

of these land issues;-

formation on land issues between Members and Council; andOversee community ap-provals under the Land Code.

3. Lands Administration:

The Lands Manager’s pri-mary role is to implement the Lheidli T’enneh Land Code; support management, Chief and Council and the LA; over-see communications with Lheidli members, internal organization and external or-ganizations: prepare reports, project proposals, budgets, work plans, strategic/land use plans and Laws; supervise staff

I have been in this role since January 03, 2012. It has been rewarding to date. I am home most of the time, I get to spend more time with my family and I do not have to travel much.

Lands Clerk – provides ad-ministrative support to the

Lands Manager and the LA; the Lands Clerk is Ms. Nicole Wiltermuth, she has been in the position for almost 3 years. She has recently graduated from the New Media program. She is also the communication specialist and maintains the website and most matters re-lated to communications.

Over the previous seven months there has been a sig-

in relation to the department. The Lands Manager position was vacant for the previous year. There is a lot of work to be done over the short term. The priorities are to:

Review and update the lands strategic plan.Update the land use plan.Develop internal mecha-nisms that support land development.Complete the Environ-mental Management plan.Develop and implement lands related laws.Community Capacity de-velopment.


Capital Projects Department Report

Janice ShannonCapital Projects Coordinator

Map of S. Shelley Access Road

The objective of the Capital Program is to service, main-tain, and plan for the future development of our assets and infrastructure on reserve. We received funds in 2001 to move on 9 Capital Projects. They were:1. Flood & Erosion2. N. Shelley Sewage System3. S. Shelley Sewage System4. N. Shelley Subdivision5. S. Shelley Access Road6. Road Improvements7. Housing Renovations for 8

Units8. Residential Sprinkler Sys-

tem 9. Domestic Water Improve-

ments for N & S Shelley

Ed Chanter (Lands/Capital Projects Manager) came on board in 2005. He helped the band move forward on these projects. Together, we worked

the Sewage Systems, Housing Renovations, and the Resi-dential Sprinkler System. The next step for our Sewage Sys-tems is currently being looked at by a contractor, in order to establish the possibility of a community collections sys-tem on the Northside and a

the Southside. The Housing Renovations for the 8 houses were completed, and the pro-gram closed. The Residential Sprinkler System was found not to be economically feasi-ble, and was closed.

Our next Lands/Capital Proj-

ects Manager was Patricia Wight, who was employed by us in 2008. Because of Pat-ti’s dedication and effort, we were able to move forward the Flood & Erosion Proj-ect, N. Shelley Subdivision, S. Shelley Access Road, Road Improvements and Domestic Water Improvements for N & S Shelley. The Flood & Ero-sion Project has been com-pleted, except for the Envi-ronmental Monitoring, which

The N. Shelley Subdivision design has been completed, along with the Road Improve-ments. The Domestic Water Improvements for N & S Shel-ley is currently being assessed by the same contractor for our Sewage Systems (Water and Wastewater Systems).

We also received funding on a separate project under the CEAP (Canada’s Economic Action Plan). We were funded $232k over 2 years to renovate 24 homes on reserve. This al-

-

and hot water tanks, clean-up electrical problems, 4 new roofs, and work on safety re-lated issues, such as stairs and porches.

The S. Shelley Access Road is currently being advertised, and will be sent to tender. It is a relatively small job that

of October. This will make for a safer crossing of the tracks for the Southside residents,

-ployees.

The Capital Projects depart-ment goal is for the continued health and safety of our com-munity residents. This is why the S. Shelley Ac-cess Road has gained approv-al by Transport Canada ( the funding agents)

in order to safely access our Southside community.We have also been in talks with the Prince George Regional District about partnering with the Shel-Glen Volunteer Fire Department, so as to have

-side residents. The Northside poses a different kind of prob-lem in which there is no Fire Department close enough for us to access. We are therefore looking at in-house solutions. All of our hydrants have been assessed and we have gotten quotes on building and stock-

-tions on the Northside. The next step is to procure a truck

tank on the back, and house it in the storage shed. Lastly, to train volunteers and to edu-

and around the home.

Over the years, this depart-ment has overseen rip-rap work done to stem the loss of land on the Northside, has had many studies done to look at the feasibility of moving for-ward on a community collec-tions system, Northside Sub-division plans drawn up with the input of our community

residents, have had Road Im-provement designs drawn up for both Northside and South-side roads, made upgrades to the pumphouse on the South-side, and we are constantly monitoring our water quality.

The challenge to most of

funds to move forward. Capi-tal projects requires exten-sive funding over years to go through the stages of pre-feasibility, feasibility, design,

-tion. In early August, I did a walk through with Radloff & Associates. They won the contract to do our ACRS (As-set Condition Reporting Sys-tem). We looked at all the

water mains, pumphouses, reservoirs, roads, and storage shed. This time, they GPS’ed our assets for future refer-ence, at no cost to us. I also took them over to have a look at Miworth. What they then do is a report on the condition of our assets, and send it to us for evaluation. It is through this process that we can then

upgrade our assets.


Forestry Department Report

Jackie Brown, RFTForestry Coordinator

There is a variety of core values and program objectives that the forestry coordinator must utilize, to assist in the overall administration, for the community of Lheidli T’enneh.The key functions of the forestry coordinator are:

and location of potential harvesting or silviculture activities for the purpose of generating working capital and revenue opportu

serve lands.To assist in the administration of forest licences for the purpose of generating revenue and working capital.

ing supports to Lands Authority Membership and

bers to support knowledge transfer required for engagement and inclusion in development of Lheidli

activities.Review of data for forestry referrals including maps, impact assessments, revenue potential and partnership opportunities.Administration of various forestry related contracts including budget review,

contract negotiation.Working with various government bodies and their appointed representatives.

monthly reports on the process to management and political (internal) representatives.Support management in strategic planning and program implementation.To serve as a key point of contact for contracting and employment related opportunities.Assistance in negotiating and developing partnerships or protocol agreements.

There were a number of achievements within the

Lheidli T’enneh community.

able Forest Licence(NRFL), A81863, was awarded to the forest company, Chunzoolh

which is owned by Lheidli T’enneh First Nation, which has a management agreement

ucts (Canfor). Canfor has administered the planning and operations for the NRFL, on behalf of Chunzoolh.

Annual Allowable Cut of 245,000m3/yr over 5 years for a total of 1,225,000m3 for the term of the licenseRevenue is generated by the sale of logs from Chunzoolh to Canfor.

Year Harvest

Year 1 195,000m3

Year 2 195,000m3

Year 3 245,000m3

Year 4 295,000m3

Year 5 295,000m3

Harvested volume must come from Lheidli T’enneh traditional territory and cut volume attributed to this license must be from timber types containing a minimum of 60% lodgepole pine, which must have a

pine beetle damage.

When this license expires, Canfor has expressed a desire to maintain the positive relationship with Lheidli T’enneh, when Lheidli T’enneh does

license for 2013.

Community Forest Licence, K1N, has a business partnership between Chunzoolh For

sworth Lumber Company. Ainsworth will manage this licence, on behalf of Chunzoolh, which would involve all levels of planning and harvesting operations. LTN Contracting Ltd. will be given opportunity to help manage this licence, in regards to harvesting the wood.

month) and calculates to be

15,000 and 2/12ths at 40,000. The remaining four years are

able for harvest.

The uplifted AAC is divided between deciduous and

stands, 10,000m3 (25%) and

trol (under the original AAC),

the deciduous, and 6662.5 m3 were allocated to coniferous. This is calculated over

For the remaining 2 months of 2010, under the AAC up

to deciduous, and 5000.25m3

stands.

coniferous for 2010. The AAC for the remaining 4 years is 10,000 m3 deciduous and 30,000 m3 pine leading coniferous for a 5 year total of

The following table provides cumulative volumes for the 5 year Cut Control over the next 4 years.

As Chunzoolh, we have done numerous contracts for silviculture management (brushing, girdling) with a community member contractor, Northern Spruce Contracting Ltd. These clients would include forest licensees, such as:

CanforAinsworth

Lakeland Mills Ltd.Carrier LumberDunkley

Lheidli T’enneh First Nation and its community members, were a key silviculture contractor a number of years ago and would like to develop into that again, as we move forward.


Forestry Department Report continued...

There are other initiatives that are taking shape for the upcoming year that will ben

T’enneh and its membership.

is a possible partnership between Lheidli T’enneh FN,

Fort George (RDFFG) and

a community forest license. The concept behind this, is to harvest trees in areas near or adjacent to designated agriculture lands. This will aid new or present farmers and/or ranchers to utilize lands for agriculture development. This concept will also help to

management in and around

George and the RDFFG, which both are encompassed within Lheidli T’enneh traditional territory.

Another initiative that is anticipated to start within the year is the surveying and con

T’enneh First Nation is a partner within the First Nation

ners would include:

ApacheEOG ResourcesEncana

We, as Chunzoolh Forest

Silviculture, are a registered business, to do some level of work for silviculture/land

We hope to be working, in collaboration, with other companies within the community, such as Northern Spruce Contracting Ltd, Tsuga Resources Ltd, LTN Contracting Ltd and Falcon Contracting. The work

may also include surveying assistance, before construc

the natural gas pipeline that will be from Summit Lake to Kitimat,BC.

There is also potential for sig

Hydro. BC Hydro is currently looking at a proposal to con

sion line from the Williston

then westward, to Kitimat,BC.

This transmission line will

meet the future needs of the oil/gas and mining industries within the next few years for parts of the northern portion of BC.

Lheidli T’enneh First Nation is committed to its community in developing various opportunities for revenue generation and capacity development for its members. It is with these various organizations within the forest industry and government, that this can be achieved. These initiatives would not be done with

out the collaboration of key administration staff of Lheidli T’enneh First Nation, such as:

Jason Morgan, Executive Director

tion, Training & Employment Coordinator/Social Development Worker

Manager

cianChief Dominic Frederick

Foresty Consultant


GIS Report

Gord HainesGIS Technician

ing for the Doig River First Nation north of Fort St. John, I returned to Lheidli T’enneh

you who don’t know me, my name is Gord Haines and I make maps. I used to work for the Lheidli T’enneh from 1998 to 2006. I left to pursue

ing up there is terrible, and I didn’t want to spend another winter there. After deciding I wanted to leave Fort St. John I was asked if I would like to return here. I accepted the position of GIS Technician without hesitation.

The GIS technician supports several other programs within the organization. During my previous tenure, I made maps for the Fisheries and Treaty departments. Now I’m working on referral responses and with Barry Seymour on Reserve Lands. I occasionally do work for Fisheries, and I expect I’ll be needed by the Community Engagement Team eventually. I’m also fairly competent in troubleshooting computer hardware and software issues, so I help out anyone else when needed.

The Lheidli T’enneh First Nation receives referrals from government and industry (mostly government) describing proposed development within Lheidli T’enneh territory. I’m here to help protect Lheidli T’enneh territory, and

to help develop economic opportunities that come with development.

When I get a referral, I enter it into a database called the Referral Tracking System, and into a GIS (mapping) program. I compare this information to traditional use, archaeological, and wildlife studies. So far, I haven’t developed a system for sharing this information with the Community and collecting feedback.

Now that the web site has been updated, I hope to get my own page to share referrals. However, I’ll need a way to notify Community Members of updates and collect opinions. What do you think would

mation that I distribute will be public, but there also needs to be a way of getting information that only the Community can see out as well. Responses from Community Members probably shouldn’t be public, but should they always be shared with other Community

settle disagreements between

a few Community Members are opposed to something and the rest of the Community

the only ways I have to gather opinions are through Com

know if I can post your input to a public forum, or just a Community forum, or if I should keep it private.

There are two approved and

ural Gas (LNG) projects in

Kitimat. Another LNG plant

other LNG company has “op

Rupert” They will take natu

so that it becomes a liquid, then put it on ships for export to Asia where it sells

North American price. How much do these developments on the coast affect the Lheidli

one of the LNG plants will use the existing natural gas pipeline, another will need the ap

and the third will be serviced by TransCanada’s proposed Coastal GasLink pipeline. All of these pipelines cross Lheidli T’enneh territory. The LNG

disclosed how it will acquire gas, but they may require another pipeline through the territory.

Cooling the gas takes a lot of

LNG proposals alone...would require about half of the electricity that’s currently consumed by the entire province”

planned”). There isn’t enough hydro capacity in the Kitimat area to meet the needs of three LNG plants. They are investigating

stations, which will increase the greenhouse gas output of BC, and may cause air pollution problems. If they don’t

they will need to increase the capacity of the hydro corri

power sources within BC. The LNG plants would require 100% of the output of the Site C dam that has been proposed

led to a rush in staking wind

sites.

PipelinesBy the time you read this, Lheidli T’enneh will have hosted a pipeline information session for Community Members. There are three major existing pipelines in the

on which some surveying and

proposed pipelines (Kinder Morgan – oil, Enbridge – oil, and TransCanada – gas). The proposed/approved pipelines go to Kitimat except for Kinder Morgan’s TransMountain line, which will twin the existing line from Edmonton to Burnaby.

Wind FarmsThere are seventeen proposed wind power projects within Lheidli T’enneh territory at the moment: seven near Tumbler Ridge, four between Isle

along the Stuart River, two near Baldy Hughes, one on Mount George, and one near White’s Landing. Five are

ergy Systems Canada, North

M.K. Inc & Associates, and Aeolis Wind owns one. The companies hope to install Meteorological Evaluation Towers at most of the sites within the next year. These towers are used to collect wind data for at least a year before the companies decide to proceed with a wind farm.

Run of the River HydroThere are many existing Inde


GIS Report continued...

in Lheidli T’enneh territory. Lheidli T’enneh investigated obtaining tenures through a Treaty Related Measure in 2005. They are usually found near natural waterfalls, and generate power by piping a portion of the water to one or more turbines, then returning the water to the river downstream. I haven’t seen the proposal yet, but there is one on the way that will involve rivers in the Herrick Creek area. This is near a sacred area designated by the Lheidli T’enneh.

MiningThe mining referrals that I’ve received are all “placer” mines. These are small, surface operations that are usually run by one or two guys with a backhoe. There are numerous sand and gravel quarries throughout the territory. Near Giscome there is a limestone quarry and a basalt quarry. There is also a quarry

mension dimension stone for specialty construction” (quote from “Exploration and Mining in Omineca Region, British Columbia”, 2011). There are several coal mines in the Tumbler Ridge area.

I believe it is only a matter of time before a major discovery is found within Lheidli T’enneh territory. XStrata Copper owns a large tenure in the Nukko Lake area where they are doing exploration work. Three major gold discoveries are just outside of the territory: Barkerville, Mount Milligan, and Blackwater. Teck Resources is doing exploration work just outside of the territory in the Weedon

Lake.

Energy and Mines has produced some excellent reports on mining activity that can be found online at:http://www.empr.gov.bc.ca/

cationsCatalogue/Explora

Under the “Exploration and Mining in BC” section, pick a year (I’d start with the most recent, which is a summary of 2011 activity), and after that link is opened you will see a series of “Regions” to choose from. The Lheidli T’enneh territory is primarily within the “Omineca Region”, but you also have parts of the “North

for the 2011 and 2010 reports. For prior reports, open links

gion” and “Northeast Region”. In some years they grouped the northeast and central regions together. If you want to see more reports on mining in BC, visit this site:

www.empr.gov.bc.ca/Min

default.aspx

Rip-rapCanfor completed the third

rap work along the Fraser

Mill. Carl Frederick worked on the project as an Environ

assisted when needed. When work is done that will affect

Oceans Canada (formerly the Department of Fisheries and Oceans, DFO) requires that additional habitat restoration work is completed. Canfor decommissioned and replaced culverts near the Fraser that

streams in the Upper Fraser area.

Fertilizer PlantIn late February Lheidli T’enneh received a letter regarding a proposed fertilizer plant to be built north of the Salmon River, near the junc

tion of the Salmon Forest Ser

This is an area the Regional District of Fraser Fort George has designated as the “Hart North Industrial Area”. We sent a letter to the proponent requesting a meeting, but we haven’t heard anything since.

Looking AheadWe hope to hire an Economic

This will help us take advantage of opportunities that arise with Lheidli T’enneh approved development. I will work closely with this individual, and I hope it will help get more Community Member on the land. Barry, Jan, and I are going to come up with what we need for a “Reserve Lands Database”. If there is already a database developed that meets our needs we will investigate purchasing it, or we will have to develop the database on our own. I will soon have a way of distributing referrals to the Community and collecting feedback (send me your suggestions).


Fisheries Department Report

has wrapped up another busy year. The focus of 2011 activities included the following:

Management of the food, social and ceremonial

Conducting Chinook enumeration in the upper FraserCompleting a creel survey

sockeye on the Nechako RiverContinuing research and assessment efforts in relation to the Upper Fraser white sturgeon populationCompleting a comprehensive burbot assessment projectImplementing the recov

Bowron sockeye stockWorking at the regional and watershed level to

interests

Early in 2010 Lheidli T’enneh

AFS Agreement with Canada. This is a new Agreement format that allows Lheidli to reduce its reporting requirements to DFO, and of course allows for a longer planning horizon. Fiscal year 2011/12 was the 2nd year of this agreement. Other funding agreements that Lheidli entered into in

activities included a funding agreement with the Habitat

Conservation Trust Foundation to conduct burbot research, the Aboriginal Fund for Species at Risk, to conduct white sturgeon research in the upper Fraser, a contract with

ery creel survey, and a funding agreement with the UFFCA to support the costs of meeting attendance.

This report provides a summary of 2011’s activities and highlights the sockeye outlook for the coming season, as well as the planned activities for 2012.

program strives to ensure it meets its obligations under any contribution agreement or contract it enters into, doing

manner. The program has a long history of successfully undertaking and completing high priority and complex technical endeavours, and working cooperatively with

agencies to redress common management concerns and objectives. It attempts to balance the pursuit of program growth, the maintenance of technical strength/soundness, and community member employment and capacity development.

The program continued to successfully satisfy and complete its program and con

12. Other notable program achievements over the last several years have included the development of a rebuilding/recovery plan for the Bowron sockeye stock, leading white sturgeon research on the upper Fraser, the initiation of and support for the

and continued progress and success in building capacity and transitioning the program manager duties to Carl Frederick.

The program will continue to pursue the core objectives of ensuring Lheidli T’enneh has a vibrant and productive FSC

proving community access to and use of the resource, pursuing the conservation and rebuilding of key stocks, and maximizing capacity building and employment opportunities for members.

Lheidli Territory provides the spawning and natal habitats for a large component of the Fraser’s Chinook stocks and the Bowron sockeye. It also supports numerous resident

gram has taken a lead role in many initiatives designed to either develop better information about the status of these resources and/or facilitate change in the management of these resources in a manner

ests. The program also works to create employment and capacity development opportunities for community members.

The program provided employment opportunities for 11 Lheidli members in 2011, including seasonal staff that worked on technical projects for various lengths of time from a few days to several

months. The program also

time in several years the Band hosted such an event. The camp would not have been possible without the support and volunteer efforts of several community members.

program receives funding support from several key Federal sources, including DFO’s Aboriginal Fisheries Strategy and the Aboriginal Funds for

for the last 3 years, we also received support from the

tion Trust Foundation. The program also receives ongoing support from the Upper Fraser Fisheries Conservation Alliance (UFFCA), and works cooperatively with both

DFO staff.

The salmon resources that annually return to Lheidli’s

DFO management policy and the impacts of all other user

and virtually all other Fraser First Nations. In more recent years, sockeye returns to the

heavily impacted by en route mortality that some or all sockeye stocks experience, largely based on the Fraser’s discharge volume and temperature conditions. It is therefore imperative that Lheidli T’enneh work at the regional and watershed level to promote and protect Lheidli’s

context of broader management objectives.

Carl Frederick regularly participates in the following forums and committees for this purpose:

Brian TothContract Fisheries Manager

Carl FrederickFisheries Manager Trainee


Fisheries Department Report continued...

The Conservation and Harvest Management Forum

cess

Carl is also a board member of the Upper Fraser Fisheries Conservation Alliance. Brian Toth is a member of the Nechako/Upper Fraser white sturgeon Technical Working Group.

Staff that contributed to the program’s success in 2011 included Carl Frederick (Asst.

Frederick (Fishery Tech),

for Elders workers included Merle Seymour, Gary Seymour, Jason Frederick, Bradley Frederick, Brody Young, and Curtis Seymour. Biolo

an Toth provided professional services.

cluding openings and closures and other information, can be directed to Carl Frederick

gram will maintain similar projects and priorities as in

tion for sockeye suggests that a good return of Late Stuart and Stellako sockeye will materialize, providing good opportunities for Lheidli mem

needs.

Managing Lheidli’s FSC salm

program’s priority. A crew

continue to complete counts of spawning Chinook on 8 Fraser River tributaries in

ery for sockeye be opened on the Nechako River, it is likely

that Lheidli will enter into a

to complete surveys of anglers and document harvest. At this point it is uncertain as

will take place in 2012.

Work is continuing on the upper Fraser white sturgeon population within Lheidli’s Territory. Work in 2012 will focus on replacing radio tags that are nearing the end of their signaling life, ongoing monitoring (telemetry) of ra

seasonal habitat use and migration behavior, and the installation of a stationary radio tag signal monitoring station.

The completion of a compre

burbot assessment project is underway and will be completed in the fall of 2012. Activities will continue to be implemented in relation to

conservation and recovery/rebuilding efforts for the Bowron sockeye stock.

Activities are anticipated to include the installation of temperature loggers and other monitoring equipment in key streams, and an assessment

for the purposes of planning

of sockeye. Several staff will complete training in 2012 that is required to participate

counting spawning Chinook in many upper Fraser River tributaries. The intent is to integrate Lheidli’s staff into DFO’s aerial enumeration program.

We also hope to support a

gram in 2012.

Sturgeon TaggingChris Pharness and Jason Yarmish

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Staff Email Contact List

Chief & Council

Dominic [email protected]

Shirley [email protected]

Louella [email protected]

Joshua [email protected]

Lands & Natural Resources

Barry SeymourLANDS [email protected]

Nicole WiltermuthLANDS CLERK/COMMUNICATIONS [email protected]

Janice Shannon

[email protected]

Jackie Brown RFTFORESTRY [email protected]

Gord HainesGIS [email protected]

Carl FrederickFISHERIES MANAGER [email protected]

Community Services

Louella NomeHEALTH CARE [email protected]

Niki Lindstrom

[email protected]

Wendy Jael

[email protected]

[email protected]

Candice Robinson

[email protected]

Tasheena Seymour

[email protected]

Shirley Wiltermuth

[email protected]

Executive

Jason Morgan

[email protected]

Dolleen Logan

[email protected]

Finance

Tabatha FlynnFINANCE MANAGER

Administration

Candace Godwin

[email protected]


Aboriginal Day Photos - June 21, 2012

Dugout and Fish muralArtists: Robert Frederick & Jennifer Pighin

Art unveiling at City HallEdie Frederick, Josie Paul, Chief Domo,Frank Frederick Sr., Jennifer Pighen, Robert Frederick and MayorShari Green

Lheidli Dakelh Elders Booth at Fort George Park on Aboriginal Day

Staff volunteering in the Elders Booth selling bannock

Making bannockHard at work

Documents

September 05, 2012