Realizing that jobs and wealth creation are the underpinnings of prosperous, self-reliant Aboriginal communities and of meaningful self-government, the direction from the Chiefs' was to take a proactive approach to developing natural resources within our region. The transition to self-reliance is difficult, as many of the Windigo communities have limited economic opportunity and capacity. They experience major difficulties in accessing the tools to build economic self-reliance: investment capital, markets for their products and services, suitable work experience, access to lands and resources, and innovation in the workplace. To combat these barriers, the major focus was towards resource-based projects and joint-projects with companies extracting from Windigo Territory.
Market Access
The majority of businesses in the Windigo area are small, serving local and regional markets. A concerted effort was required to work with businesses to open up existing and emerging market opportunities through mentoring, joint venturing and supplier development.
Windigo has made considerable progress by opening up the tourism markets under a mandate issued by the Windigo Chiefs' at a board meeting in Whitewater First Nation in June 2001.
Initiate immediate action on Windigo Tourism Initiative to start the flow of clients' into the existing facilities by sales and marketing, recognizing that most Windigo operators require assistance in this area for their business to succeed. Involvement in sales and marketing is essential to the survival of Windigo First Nation tourism.
Windigo started a process in marketing by taking a bold, aggressive approach in tourism packaging, marketing and new project development. It launched the new WFNC tourism initiative by attending and buying booth space to start the marketing in 5 major sport shows. This was a major milestone. We must continue to set some specific objectives to the year 2006. This objective will be targeting annual direction of tourism expenditures in Windigo territory and the creation of jobs for Windigo First Nation people. A concentrated effort was made to assist
Windigo communities and individuals in purchasing existing or developing and upgrading fishing tourism facilities. A Windigo member purchased a lodge and another community has conducted an environmental assessment on a Lodge of interest. These projects will continue into 2002-2003 with construction and negotiations for purchase. Other tourism facilities are in construction stage with assistance from WEDC and other mainstream programs. These facilities will be operating in a limited capacity this year but should be fully operational in the 2003-2004 season.
Lands and Resources
For many Windigo First Nations communities, land and natural resources offer the most important opportunity for creating jobs and economic development. Windigo communities will work with other First Nations, provinces and territories to strengthen the co-management process, and to provide increased access to land and resources. The government has committed to work to accelerate Aboriginal participation in resource-based development in and around Windigo communities, and to improve the benefits that communities receive from these developments.
The Windigo Chiefs' participation with the 10 communities initiative has been given assurances by the minister of Indian and Northern Affairs that Canada will provide funding for resource initiatives so First Nations communities can gain more benefits from resource development projects - hydro development, the co-management of resources, and harvesting and contracting opportunities related to resources and access systems. The government has also appointed a first nation person to provide liaison between the government and the 10 communities in this initiative. This initiative will be on going into the next few years.
Innovation
The adoption of innovative processes of production and the development of new products are crucial for the survival of Windigo businesses, and for creating more jobs and wealth in the Windigo communities. Windigo has tapped into government programs that will support the innovation needs of Windigo businesses and communities. Aboriginal Business Canada and Fed Nor have identified support of innovation as one of its strategic priorities for business development funding. The federal and provincial programs secured will improve access to the information highway. Windigo will have completed by July 2002, the installation of electronic tools that will address Windigo business and community needs, and support the development and marketing of new products and services in areas of health. Windigo will progress towards skills development in the maintenance of these systems for maximum benefits within the communities.
The innovation in the natural resources sector, and a network for innovation in economic development will facilitate the sharing of best practices and innovative approaches to the private sector, and the Windigo First Nation communities and businesses.
Joint Venture Initiatives
Considerable progress has been made in the Windigo communities in creating partnerships between Aboriginal and non-Aboriginal people. Two Windigo signatory communities in the Musselwhite Agreement have been models for successful joint ventures during the development of the Musselwhite mine site and community infrastructure. The challenge for Windigo communities will be to continue to develop new joint ventures in areas sensitive to Windigo interests, and to the shared interests of all people in Windigo communities, while working to strengthen our economic base.
One of the ongoing initiatives is the joint venture catering project with Musselwhite. While the program in place has worked well for Windigo, we cannot stop here. We must begin to position Windigo for future catering contracts, which will be up for new tenders such as the new hospital planned for Sioux Lookout, and other mining sites. We have trained serving staff and Chefs' who can be elevated to other projects creating additional opportunities for Windigo community members.
Sked Charter Scenario Rationale:
This scenario was submitted to a Windigo Community, for their consideration, as an alternative to scheduled services being operated by Bearskin Airlines. The concept is simple, yet the possibilities of financial gain for the Communities are exceptional. Currently, an outside carrier is serving the Communities, and all monies generated from these services leave the North. With the alternative concept, however, all dollars made over the cost of the service stay in the north. In addition to the potential financial gains, the Community will have direct control over the type of service they want and the frequency of flights. If the Communities are truly committed to this concept, it will bring many benefits.
The community has already taken advantage of this concept and, to date, are doing quite well. The corporation consists of representatives from the community with its administrative office located in Thunder Bay. NAC provides the aircraft and ground support to operate the services, as well as the facilities and staff. Effectively, the Corporation services health patients and the general public, deciding the frequency of service they wish to have.
With the potential traffic in and out of the Community, it is unlikely that a PC-12 would meet the needs if only operating one flight per day. Additional flights have
been added and the routes expanded to accommodate traveler demands, increasing the net monthly profits proportionately.
Many activities and tasks were carried out during the year; this summary of activity only covers the major initiatives.
Thank you for this opportunity to present the Economic Development report for the fiscal year 2001-2002 Windigo First Nation Council.
from 2002/2003 annual report
Windigo First Nations Council leadership regards economic development as a basis to effect tangible changes in our respective WFNC First Nation communities. Without a solid economic base, the aspiration of our First Nations' attaining self-government becomes diminished.
Regional Economic Development Strategy
On December 3 &4, 2002, WFNC Chiefs passed a motion supporting and endorsing the Windigo First Nations Council Regional Economic Development Strategy proposal.
The Windigo First Nations Council Chiefs have recognized the planning activity is a cornerstone of economic development and essential component of a WFNC' strategy to achieve self-reliance. The development of WFNC Regional Economic Development Strategy will be community oriented and driven. The success of this initiative will be dependent on three issues:
A commitment by all stakeholders,
A recognition that a coordination and networking are essential to the success of the process
Commitment to follow through the planning process is critical.
It is anticipated the primary objectives to be achieved from the development and implementation of WFNC Regional Economic Development Strategy are as follows;
An opportunity for Windigo First Nations Council and its' First Nations to take a collective approach to economic / resource development initiatives,
Identify and prioritize viable economic development initiatives,
Identify potential business partnership development opportunities,
Identify existing, required human resources that will be required to successfully implement the WFNC Regional Economic Development Strategy,
Networking with other First Nations businesses and communities,
To support and augment WFNC First Nations initiatives.
Submissions have been forwarded to prospective funding agencies and discussions are ongoing.
Musselwhite Catering & Housekeeping Project
The Musselwhite Catering & Housekeeping joint venture project continues to be a very successful initiative.
The success of this initiative has impelled Windigo First Nations Council' to explore other opportunities. The proposed Meno-Ya-Win Health Centre will create numerous opportunities such as tendering of service related contracts (i.e. catering, laundry, commissary, facilities management, security). Windigo First Nations Council will aggressively pursue the procurement of these service contracts to ensure the economic benefits for WFNC' and its' membership are maximized.
Resource Development - Group Of Ten Communities
Since my appointment as WFNC Acting Resource Development Manager in November 21,2002, my involvement with Kitcenuhmaykoosib & Ojijakoosuk Omajiiweenehwah (Group Of Ten Communities) has been limited.
It was intended this planning process to be driven by the membership of the ten (10) First Nations who are involved with this coalition.
In September 27&28, 2001, approximately fifty (50) elders and representatives from Kichenuhmaykoosib Inninuwug, Bearskin Lake and Muskrat Dam met in Muskrat Dam to begin discussing and developing the guiding principles for addressing resource issues in their traditional territory. The participants of this meeting stated they were not opposed to resource development within their area but it was essential that First Nations be involved in aspects. They also agreed to take collective approach in examining the feasibility of hydro development, transmission lines and all-weather roads. At the end of the conference, Resource Development Gathering Accord was signed by all that were present. This was affirmative step towards working a collective, unified approach in forging a positive future for the First Nations.
Since the Resource Development Gathering in Muskrat Dam, a number of meetings have taken place in various First Nation communities. The discussions are now leading into forming traditional governance (Council) by the ten (10) communities whose ancestors entered into Treaty with the Crown at Big Trout Lake in 1929. This Council would re-assert ownership and control over the lands and waters that were delineated by Jimmy Tait. The goal of the Council would be to ensure the First Nations realize maximum benefits from any resource development project within the territory.
Conclusion
I hope this summarized report will highlight on the developments and activities that are taking place within WFNC Economic / Resource Development Program.
