Common use of Wildlife Management Clause in Contracts

Wildlife Management. The Nass Wildlife Committee, a tripartite body created under the Nisga’a Final Agreement, pro- vides advice about wildlife management and harvest within the 16,101 square kilometre Nass Wildlife Area. British Columbia uses this information to establish the total annual harvest levels and approves the annual Nass Wildlife Management Plan. During the reporting period, the committee monitored developments on the Nisga’a Highway Nisga’a Final Agreement 2001/2002 Annual Repor t 28 | 29 ‌ ¯ Kincolith Extension Project, reviewed the Kalum Land and Resources Management Plan document, and discussed both pending “species at risk” legis- lation and angling guide opportunities. Under the terms of the Fiscal Financing Agreement, B.C. provided $20,000 to the Nisga’a Nation for Nisga’a participation on the Nass Wildlife Committee. Moose, grizzly bear, and mountain goat popula- tions are the focus of the annual Nass Wildlife Management Plan. Ongoing research determines population estimates for these species within the Nass Wildlife Area. From these estimates, Total Allowable Harvest quotas are determined to calculate annual allocations. During the reporting period, the moose population was estimated to have been approximately 1,400 and the Nisga’a allocation was 126. The grizzly bear population estimate was 400 animals. With conservation as the overriding principle, the Total Allowable Harvest was determined to be five grizzlies, of which the Nisga’a allocation was two. The mountain goat population was found to be over 3,000 strong; this allowed an allocation of 34 to Nisga’a hunters. As an economic engine, British Columbia’s tourism industry is second only to forestry. Much of the success of this industry is tied to the province’s renowned natural beauty and wildlife. The Nisga’a Nation is eager to take part in B.C.’s tourism sector by showcasing its stunning natural environment and rich cultural heritage. To help attract visitors to the Nass Valley, British Columbia issued a commercial recreation tenure to the Nisga’a Nation. NLG, in turn, designated Lisims Backcountry Adventures, Inc. as the recip- ient of the tenure. The company is preparing to offer wilderness tourism experiences, including wilderness viewing, sport fishing, and hiking. Negotiations continued with several potential industry partners and Lisims Backcountry Adventures plans to begin operations in 2003. Offering visitors remote wilderness fishing holidays, ▇▇▇▇ ▇▇’oon (House of Glacier) fishing lodge began operation in 1996. Accessible only by boat or floatplane, the lodge is located approximately 30 kilometres south of Gingolx near Pearse Island. Charter companies fly guests between Prince Rupert and the lodge. ▇▇▇▇ ▇▇’oon continued to be featured in some of North America’s premier sport fishing magazines and television programs. In 2001, eight Nisga’a citizens were employed at the lodge. The Joint Park Management Committee (JPMC), comprised of members from the Nisga’a Nation and British Columbia, jointly manages Anhluut’ukwsim Laxmihl Angwinga’asanskwhl Nisga’a, or Nisga’a Memorial Lava Bed Park. The Nisga’a Final Agreement 2001/2002 Annual Repor t 3 0 | 31 ¯ JPMC was established in 1992, and continues under provisions of the Nisga’a Final Agreement. During the 2001 season, approximately 1,600 people were welcomed at the visitors’ centre and nearly 400 camping parties used the campground at Nisga’a Memorial Lava Bed Park. Visitation continues to grow slowly, but with the comple- tion of the Nisga’a Highway upgrade, the park has the potential to attract thousands of visitors to the region’s rich natural and cultural resources. ▇▇ ▇▇▇▇▇, with advice from the JPMC, continued to develop business opportunities utilising the park visitor centre, campground, and guided trail to the volcano crater. The JPMC discussed private land access through the park, angling guide regulations, highway projects, and general park operations. British Columbia funded two Environment Youth Team Interns, an Assistant Park Ranger, a Visitors’ Centre Co-ordinator, an Environmental Youth Team Crew (consisting of one supervisor and five members), and a park maintenance contract to a Nisga’a resident. Nisga’a Final Agreement 2001/2002 Annual Repor t 32 | 33 ¯ When I was a little girl in Gitlaxt’aamiks, we were isolated. We travelled mainly by river. My dad was a fisherman, my mom worked in the fish plant. We lived comfortably and we always had what we needed. My father believed in education. He encour- aged me and gave his support. They were our role models. Having a job and providing for your family plays into your health. I think it’s all part of being healthy. I’ve been a Community Health Representative for 32 years. I was trained to deliver first aid and basic health care services. We’re involved in health teaching and prevention programs. I like it because it’s different every day. We teach first aid, give medica- tion, and bring in doctors. We are also trained to deliver babies — although I haven’t done it yet. There are over a thousand of us in Canada. Over the years, I knew that I needed my General Education Diploma. Then Nisga’a Valley Health Board sent me away to do a course. My grades were so good I was encouraged to con- tinue. Then Wilp Wilxo’oskwhl Nisga’a (WWN) opened and I took culture and language courses every semester. I earned a bachelor’s degree while working full-time. I wanted that degree. Because I work full-time, WWN was the only way I could have done it. Having WWN in the Nass Valley is very important. My husband was my number one supporter. He did the cook- ing, cleaning, and laundry. I never went to feasts, because I was working and studying. I graduat- ed in 2001. My education helped me get my promotion to a supervisory position. It helped me advance to the next level. My son went back to school when he saw what I was doing — watching me do my home- work and going to WWN. He went back and graduated from high school this year and now he wants to go on to college. You can’t ignore the power of example. We need to work really hard to make this treaty work for us; to make it meet the people’s needs. Throughout the treaty process, we saw that there was a need for our own people to have degrees, to develop programs. We are able to sit down and decide what kinds of programs are appropriate. We listen to the people, then do it ourselves. We know the community and can make decisions about community health care. The more we have our own people managing or supervising, the better. It’s about control and getting appropriate services. I think there are more opportuni- ties for my children and grand- children. The students that just graduated are all going to WWN, they have worked hard to go to college or university. We have to show our kids what the possibili- ties are. There are some good opportunities, but they need the educational background in order to see them. Nisga’a Final Agreement 2001/2002 Annual Repor t 34 | 3 5‌‌ ¯ Nisga’a culture is based on an ancient system of contribution and sharing known as Saytk’ilhl Wo’osim’, or “common bowl.” In Nisga’a society, it is understood that everyone relies on the same resources and community; therefore, all must con- tribute. Today, Nisga’a government delivers edu- cation, health, and social services under this guid- ing principle. As Nisga’a government policies and programs continue to evolve, the common bowl concept of fairness will continue to guide the way. Nisga’a government believes that community involvement in health care is critical to the health and well-being of its citizens. In 1989, the Nisga’a began managing their own health care system through the Nisga’a Valley Health Board. Registered under the Society Act, the Nisga’a Valley Health Board includes representatives of the four Nisga’a villages, and an elected represen- tative from the non-Nisga’a community. The board is responsible for creating and maintaining facilities and promoting medical and public health care programs. Nisga’a Valley Health Board operates a diagnostic centre at New Aiyansh and satellite clinics in the other villages. The Nisga’a Valley Health Board continued to provide health services to the Nisga’a regions as outlined in the Transitional Funding Agreement. Discussions continued between the Nisga’a Valley Health Board and British Columbia about the contract for service provision in the Nisga’a region. Initial discussions began between the Northern Health Authority and the Nisga’a Valley Health Board regarding roles and responsi- bilities. While Provincial Health Authorities were restructured from 52 to 6 during the reporting period, the Nisga’a Valley Health Board remained an independent, unique health authority with a direct relationship to the provincial ministries of Health Services and Health Planning. During the reporting period, Nisga’a Lisims Government contributed $200,000 to the Nisga’a Valley Health Board for the delivery of health care services, and British Columbia contributed $1,310,518 specifically for physician, diagnostic, and treatment services. Under the Fiscal Financing Agreement, Canada transferred $34.8 million to NLG to support the delivery of programs and services in the areas of health, education, social programs, income assis- tance, and local services. As part of its responsibility for child and family services, Nisga’a Lisims Government has been delivering family support services and special needs programs since 1994. Since the effective date, Nisga’a Child and Family Services (NCFS) has also been preparing to provide ▇▇▇▇▇▇ care. Seven people are employed in NCFS, working directly with the four communities. NCFS also owns and operates a care home in Terrace for Nisga’a children in ▇▇▇▇▇▇ care transition.‌ NCFS solicits advice from the four communities through the Joint Management Committee, which includes representatives from the village governments, Community Resources Committee, and social development workers. NCFS acts as an advocate for families and children in crisis and offers various family support and recreation pro- grams in Nisga’a villages. In May 1996, British Columbia entered into an agreement with the Nisga’a Nation which enabled NCFS to deliver a wide range of family support services. In January 2002, British Columbia and NCFS entered into an agreement for Phase 2 services, which include guardianship and support services to Nisga’a residing on or off Nisga’a Lands.

Wildlife Management. The Nass Wildlife Committee, a tripartite body created cre- ated under the Nisga’a Final Agreement, pro- vides provides advice about wildlife management and harvest within the 16,101 square kilometre Nass Wildlife Area. British Columbia uses this information to establish the total annual harvest levels and approves the annual Nass Wildlife Management Plan. During the reporting periodperi- od, British Columbia conducted mountain goat popu- lation assessment studies at a cost of $40,000, which led to changes in harvest and hunting regulations for some goat populations. From an estimated moose population of 1,400, the committee monitored developments on Nisga’a were allocated 126. An accurate estimate of the Nisga’a Highway Nisga’a Final Agreement 2001/2002 Annual Repor t 28 | 29 ‌ ¯ Kincolith Extension Projectbear population could not be attained, reviewed the Kalum Land and Resources Management Plan document, and discussed both pending “species at risk” legis- lation and angling guide opportunitiesso no domestic allocation was established. Under the terms of the Fiscal Financing Agreement, B.C. provided $20,000 to the Nisga’a Nation for wildlife management. Anhluut’ukwsim Laxmihl Angwinga’asanskwhl Nisga’a participation on the Nass Wildlife Committee. Moose, grizzly bear, and mountain goat popula- tions are the focus of the annual Nass Wildlife Management Plan. Ongoing research determines population estimates for these species within the Nass Wildlife Area. From these estimates, Total Allowable Harvest quotas are determined to calculate annual allocations. During the reporting period, the moose population was estimated to have been approximately 1,400 and Memorial Lava Bed Park Nisga’a Memorial Lava Bed Park is jointly managed by the Nisga’a allocation was 126. The grizzly bear population estimate was 400 animals. With conservation as the overriding principle, the Total Allowable Harvest was determined to be five grizzlies, of which the Nisga’a allocation was two. The mountain goat population was found to be over 3,000 strong; this allowed an allocation of 34 to Nisga’a hunters. As an economic engine, British Columbia’s tourism industry is second only to forestry. Much of the success of this industry is tied to the province’s renowned natural beauty Nation and wildlife. The Nisga’a Nation is eager to take part in B.C.’s tourism sector by showcasing its stunning natural environment and rich cultural heritage. To help attract visitors to the Nass Valley, British Columbia issued a commercial recreation tenure to through the Nisga’a Nation. NLG, in turn, designated Lisims Backcountry Adventures, Inc. as the recip- ient of the tenure. The company is preparing to offer wilderness tourism experiences, including wilderness viewing, sport fishing, and hiking. Negotiations continued with several potential industry partners and Lisims Backcountry Adventures plans to begin operations in 2003. Offering visitors remote wilderness fishing holidays, ▇▇▇▇ ▇▇’oon (House of Glacier) fishing lodge began operation in 1996. Accessible only by boat or floatplane, the lodge is located approximately 30 kilometres south of Gingolx near Pearse Island. Charter companies fly guests between Prince Rupert and the lodge. ▇▇▇▇ ▇▇’oon continued to be featured in some of North America’s premier sport fishing magazines and television programs. In 2001, eight Nisga’a citizens were employed at the lodge. The Joint Park Management Committee (JPMCjpmc), comprised of members from the Nisga’a Nation and British Columbia, jointly manages Anhluut’ukwsim Laxmihl Angwinga’asanskwhl Nisga’a, or Nisga’a Memorial Lava Bed Park. The Nisga’a Final Agreement 2001/2002 Annual Repor t 3 0 | 31 ¯ JPMC committee was established in 1992, and continues under provisions of the Nisga’a Final Agreement. During the 2001 2002 season, approximately 1,600 people were welcomed at the visitors’ centre and nearly 400 2,600 camping parties used the campground at Nisga’a Memorial Lava Bed Park, an increase of over 60% from the previous season. Visitation While visitation continues to grow slowlygrow, but with it is expected that Nisga’a Final Agreement 2002/2003 Annual Report 32/33 the comple- tion completion of the Nisga’a Highway upgrade, the park has the potential to upgrade will help attract thousands of visitors to the region’s rich natural and cultural resources. ▇▇ ▇▇▇▇▇, with advice from the JPMC, continued to develop business opportunities utilising the park visitor centre, campground, and guided trail to the volcano crater. The JPMC discussed private land access through the park, angling guide regulations, highway projects, and general park operations. British Columbia funded two Environment Youth Team Interns, an Assistant Park Ranger, a Visitors’ Centre Co-ordinator, an Environmental Youth Team Crew (consisting of one supervisor and five members), and a park maintenance contract to a Nisga’a resident. Nisga’a Final Agreement 2001/2002 Annual Repor t 32 | 33 ¯ When I was a little girl in Gitlaxt’aamiks, we were isolated. We travelled mainly by river. My dad was a fisherman, my mom worked in the fish plant. We lived comfortably and we always had what we needed. My father believed in education. He encour- aged me and gave his support. They were our role models. Having a job and providing for your family plays into your health. I think it’s all part of being healthy. I’ve been a Community Health Representative for 32 years. I was trained to deliver first aid and basic health care services. We’re involved in health teaching and prevention programs. I like it because it’s different every day. We teach first aid, give medica- tion, and bring in doctors. We are also trained to deliver babies — although I haven’t done it yet. There are over a thousand of us in Canada. Over the years, I knew that I needed my General Education Diploma. Then Nisga’a Valley Health Board sent me away to do a course. My grades were so good I was encouraged to con- tinue. Then Wilp Wilxo’oskwhl Nisga’a (WWN) opened and I took culture and language courses every semester. I earned a bachelor’s degree while working full-time. I wanted that degree. Because I work full-time, WWN was the only way I could have done it. Having WWN in the Nass Valley is very important. My husband was my number one supporter. He did the cook- ing, cleaning, and laundry. I never went to feasts, because I was working and studying. I graduat- ed in 2001. My education helped me get my promotion to a supervisory position. It helped me advance to the next level. My son went back to school when he saw what I was doing — watching me do my home- work and going to WWN. He went back and graduated from high school this year and now he wants to go on to college. You can’t ignore the power of example. We need to work really hard to make this treaty work for us; to make it meet the people’s needs. Throughout the treaty process, we saw that there was a need for our own people to have degrees, to develop programs. We are able to sit down and decide what kinds of programs are appropriate. We listen to the people, then do it ourselves. We know the community and can make decisions about community health care. The more we have our own people managing or supervising, the better. It’s about control and getting appropriate services. I think there are more opportuni- ties for my children and grand- children. The students that just graduated are all going to WWN, they have worked hard to go to college or university. We have to show our kids what the possibili- ties are. There are some good opportunities, but they need the educational background in order to see them. Nisga’a Final Agreement 2001/2002 Annual Repor t 34 | 3 5‌‌ ¯ Nisga’a culture is based on an ancient system of contribution and sharing known as Saytk’ilhl Wo’osim’, or “common bowl.” In Nisga’a society, it is understood that everyone relies on the same resources and community; therefore, all must con- tribute. Today, Nisga’a government delivers edu- cation, health, and social services under this guid- ing principle. As Nisga’a government policies and programs continue to evolve, the common bowl concept of fairness will continue to guide the way. Nisga’a government believes that community involvement in health care is critical to the health and well-being of its citizens. In 1989, the Nisga’a began managing their own health care system through the Nisga’a Valley Health Board. Registered under the Society Act, the Nisga’a Valley Health Board includes representatives of the four Nisga’a villages, and an elected represen- tative from the non-Nisga’a community. The board is responsible for creating and maintaining facilities and promoting medical and public health care programs. Nisga’a Valley Health Board operates a diagnostic centre at New Aiyansh and satellite clinics in the other villages. The Nisga’a Valley Health Board continued to provide health services to the Nisga’a regions as outlined in the Transitional Funding Agreement. Discussions continued between the Nisga’a Valley Health Board and British Columbia about the contract for service provision in the Nisga’a region. Initial discussions began between the Northern Health Authority and the Nisga’a Valley Health Board regarding roles and responsi- bilities. While Provincial Health Authorities were restructured from 52 to 6 during the reporting period, the Nisga’a Valley Health Board remained an independent, unique health authority with a direct relationship to the provincial ministries of Health Services and Health Planning. During the reporting period, Nisga’a Lisims Government contributed $200,000 to the Nisga’a Valley Health Board for the delivery of health care services, and British Columbia contributed jointly funded the operation of the visitor centre. Additionally, B.C. funded an operation permit for the maintenance of park facilities (a $1,310,518 specifically for physician, diagnostic7,000 contract), and treatment awarded a $2,000 contract for the con- struction of a viewing platform. Tourism The Nisga’a Nation has been in the business of commercial tourism since 1996 with the launch of ▇▇▇▇ ▇▇’oon (House of Glacier) fishing lodge. Offering visitors remote wilderness fishing holidays, ▇▇▇▇ ▇▇’oon is accessible only by boat or floatplane. The lodge is located approximately 30 kilometres south of Gingolx (Kincolith) near Pearse Island and enjoys a loyal and growing clientele. Each year, the number of visitors to Nisga’a Lands continues to grow. Overland visitors, particularly from Western Canada, are eager to find out more about the land and people made famous during the negotiations of the Nisga’a Final Agreement. The Nisga’a Highway Upgrade Project is paving the way for ease of access to Nisga’a Lands and the Nisga’a Highway Extension to Kincolith, completed in December 2002, adds a tremendous asset to the region as a destination. The opening of an overland route to this seaside community has already attracted visitors from around the world. Nisga’a citizens of all ages are awakening to the poten- tial for tourism in their communities and are making plans for the future. “…our language and culture. It’s what keeps us together.” ▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇, 16, Killer Whale tribe Student, Nisga’a Elementary Secondary School, Gingolx I live in the dorms at school (in New Aiyansh) but I go home every two weeks. I’m tak- ing Nisga’a, English, Science, Art, and Career and Personal Planning. In Art class, we’re doing traditional carving; I’m working on a plaque that has the image of a wolf. Nisga’a language class is interesting. I get to learn things about my language and culture. I’m not fluent, but when we greet each other, we use Nisga’a expressions, like N’ it (hello). My favourite Nisga’a expression is eh G anada, which means “pretty frog.” My girlfriend is from the Frog tribe. My grandparents speak it. I listen and try to figure out what they are saying. Back home I was the leader of the traditional Nisga’a drumming group… It’s important to me to know this stuff because it’s fading away and we don’t want to lose it. If it faded away, I guess our unity would be lost. It’s a different way of seeing the world. When I have kids I will try my best to teach them Nisga’a. It’s impor- tant to try and get them into our language and culture. It’s what keeps us together. With the road opening, it’s going to be different for Kincolith. There will be tourists and more job opportunities. It will be easier to see our rela- tives. I have two sisters and one brother. I’m the oldest… I miss ▇▇▇▇▇▇▇▇▇, my family, my baby sister — everyone. The people in Kincolith make you feel really welcome. It’s home. When I’m back there I like to play ball, visit family, and go on nature walks. I want to go college to study culinary arts. I love cooking. Back home, I help my grand- parents prepare Nisga’a foods. My favourite Nisga’a food is oolicans and smoked spring salmon. Some day, I want to open a restaurant here in the Nass Valley. I’ll be the chef. I’ll cook traditional Nisga’a food for the tourists. Nisga’a Final Agreement 2002/2003 Annual Report 36/37 Extended Family Values Yuuhlimk ’askw Nisga’a society is based on a concept known as Sayt’kil’hl wo’osim’ or “common bowl”. This system of shared resources and responsibility manifests itself in family, tribe, and community relationships. From education and training to health and social services, ▇▇▇▇▇’▇ Lisims Government is dedicated to delivering programs that reflect and respect Nisga’a culture. Under Programs & Services During the Fiscal Financing Agreementreporting period, Canada transferred $34.8 36 million to NLG Nisga’a Lisims Government under the Fiscal Financing Agreement (ffa) to support the delivery of programs and services in the areas of health, education, social programs, income assis- tanceassistance, and local services. As part British Columbia contributed $1,323,862 to the Nisga’a Valley Health Board specifically for physi- cian, diagnostic, and treatment services. Each year, nlg allocates over $150,000 to each Nisga’a village specifi- cally for the delivery of programs and services for youth. Nisga’a Valley Health Board Since 1989, Nisga’a government has managed the provision of healthcare in its responsibility communities through the Nisga’a Valley Health Board. Registered under the Societies Act, the elected board includes representatives of the four Nisga’a villages and an elected representa- tive from the non-Nisga’a community. Responsible for child creating and family maintaining facilities and promoting medical and public healthcare programs, the board operates a diagnostic centre at New Aiyansh and satellite clinics in the other villages. During the reporting period, the Nisga’a Valley Health Board continued to provide health services to the Nisg a’a communities as outlined in the Transitional Funding Agreement. Nisga’a Lisims Government allocated nearly a quarter of the ffa ($9 million) to the board for the delivery of healthcare services. British Columbia contin- ued to provide advisory support for managing healthcare budgets, planning to enhance primary healthcare services, setting priorities, and developing collaborative planning with the Northern Health Authority. Nisga’a Child & Family Services Nisga’a Lisims Government has been delivering family support services and special needs programs since 1994. Since the effective dateIn 1996, British Columbia entered into an agreement Nisga’a Final Agreement 2002/2003 Annual Report 38/39 with nlg which enabled it to deliver a wide range of family protection services through Nisga’a Child and Family Services (NCFS) has also been preparing to provide ▇▇▇▇▇▇ carencfs). Seven people are employed Acting as an advocate for fami- lies and children in NCFScrisis, working directly with the four communities. NCFS also owns ncfs offers various family support and recreation programs in Nisga’a villages and operates a care home in Terrace for Nisga’a children in ▇▇▇▇▇▇ care transition.‌ NCFS care. ncfs solicits advice from the four communities vil- lages through the Joint Management Committee, which includes representatives from the village governments, Community Resources Committee, Committee which is comprised of village government representatives and social development workersworkers from each community. NCFS acts as an advocate Both federal and provincial laws which require the reporting of child abuse continue to apply on Nisga’a Lands and ncfs assists British Columbia in the admin- istration of child apprehension cases. Nisga’a children who require protection are placed in Nisga’a extended families according to the Ayuuk. As the responsibility for families and child protection shifts to Nisga’a Lisims Government, ncfs is meeting the challenge with 7 fulltime staff dedi- cated to helping children in crisis and offers various family support and recreation pro- grams in Nisga’a villagesneed. In May 1996During the reporting period, British Columbia entered into an agreement with provided $395,000 to the Nisga’a Nation which enabled NCFS Family and Child Services, $270,000 for staffing of Guardianship Services to deliver a wide range Nisga’a children living in Terrace and Prince ▇▇▇▇▇▇, and $100,000 for the development of family infrastructure and culturally appropriate support services. In January 2002addition, British Columbia contributed $25,000 to support ▇▇▇▇▇’▇ Place Family Reunification Program. Perry’s Place is a residence in Terrace that allows children in care to be supervised by a contracted caregiver while the parent resides in a suite within the home. The caregiver works with both the child and NCFS entered into an agreement for Phase 2 parent to help facilitate family reintegration. Outreach to Urban Nisga’a To ensure ▇▇▇▇▇’▇ citizens living outside the Nass Valley have access to aboriginal programs and services, which include guardianship ncfs works to provide support and support ▇▇▇▇▇▇ a sense of community for Nisga’a living in Terrace, Prince ▇▇▇▇▇▇, and Port ▇▇▇▇▇▇, B.C. In 2001, nlg purchased the former Elks Hall in Prince ▇▇▇▇▇▇ to serve as the centre for the delivery of programs and services for Nisga’a citizens living in the Prince Rupert region. The hall is well used as a centre for the Nisga’a community, providing a venue for dances, celebrations, memorial/settlement feasts, fundraising events, wedding banquets, conferences, public meetings, sports, and cultural events. Primary & Secondary Education In the Nass Valley, K-12 education is provided by British Columbia through provincial School District 92 (Nisga’a) school board. Nisga’a Lisims Government works to ▇▇▇▇▇▇ and protect ▇▇▇▇▇’▇ language and cul- ture and much of this work is targeted to Nisga’a residing on or off youth. Currently, approximately 560 Nisga’a Landsstudents are enrolled in bicultural and bilingual courses in School District 92 in the Nass Valley. Wilp Wilxo’oskwhl Nisga’a Since 1993, Wilp Wilxo’oskwhl Nisga’a (House of Wisdom) has offered Nisga’a-based post-second- ary programs in Nisga’a communities and Urban Societies. Scholars from around the world have come Nisga’a Final Agreement 2002/2003 Annual Report 40/41 to the Nass Valley to study at this institution of higher learning. Serving both Nisga’a and non-Nisga’a stu- dents, Wilp Wilxo’oskwhl Nisga’a (wwn) partners with a number of public institutions for the delivery of programs. Through an affiliation with Northwest Community College, wwn offers vocational and tech- nical training, Grade 12 achievement, and university/ college preparation. Through an affiliation agreement with the University of Northern British Columbia (unbc), wwn offers a Bachelor of Arts in First Nations Studies. Since 1994, the wwn-unbc Bachelor of Arts: First Nations Studies degree program has resulted in 2,164 course completions. During the reporting period, enrolment in vocational/ technical programs increased and enrolment in the Bachelor of Arts program more than doubled to 240 students. These courses are fully transferable for arts credits at other universities throughout Canada. wwn continued to explore the possibility of offering an Introduction to Early Childhood Education course dur- ing the reporting period, as well as establishing a Masters program with unbc and obtaining degree granting authority. wwn, in conjunction with unbc, now offers Arts 101 Learning Strategies and Arts 102 Research Writing courses. These courses are designed to equip students for university success. wwn’s annual budget is $1.3 million. During the reporting period, nlg contributed $200,000 for post-secondary education. Canada contributed $200,000 and B.C. (under the ffa) contributed $226,000 for the support of post-secondary education and training programs. “I stay because of family, tradition, and culture.” ▇▇▇▇▇▇▇ ▇▇▇▇▇▇, 21, Eagle tribe Student & Administrative Assistant, WWN, New Aiyansh I moved to the Nass Valley from Vancouver when I was

Wildlife Management. The Nass Wildlife Committee, a tripartite body created under the Nisga’a Final Agreement, pro- vides advice about wildlife management and harvest within the 16,101 square kilometre Nass Wildlife Area. British Columbia uses this information to establish the total annual harvest levels and approves the annual Nass Wildlife Management Plan. During the reporting period, the committee monitored developments on the Nisga’a Highway Nisga’a Final Agreement 2001/2002 Annual Repor t 28 | 29 ‌ ¯ Kincolith Extension Project, reviewed the Kalum Land and Resources Management Plan document, and discussed both pending “species at risk” legis- lation and angling guide opportunities. Under the terms of the Fiscal Financing Agreement, B.C. provided $20,000 to the Nisga’a Nation for Nisga’a participation on the Nass Wildlife Committee. Moose, grizzly bear, and mountain goat popula- tions are the focus of the annual Nass Wildlife Management Plan. Ongoing research determines population estimates for these species within the Nass Wildlife Area. From these estimates, Total Allowable Harvest quotas are determined to calculate annual allocations. During the reporting period, the moose population was estimated to have been approximately 1,400 and the Nisga’a allocation was 126. The grizzly bear population estimate was 400 animals. With conservation as the overriding principle, the Total Allowable Harvest was determined to be five grizzlies, of which the Nisga’a allocation was two. The mountain goat population was found to be over 3,000 strong; this allowed an allocation of 34 to Nisga’a hunters. As an economic engine, British Columbia’s tourism industry is second only to forestry. Much of the success of this industry is tied to the province’s renowned natural beauty and wildlife. The Nisga’a Nation is eager to take part in B.C.’s tourism sector by showcasing its stunning natural environment and rich cultural heritage. To help attract visitors to the Nass Valley, British Columbia issued a commercial recreation tenure to the Nisga’a Nation. NLG, in turn, designated Lisims Backcountry Adventures, Inc. as the recip- ient of the tenure. The company is preparing to offer wilderness tourism experiences, including wilderness viewing, sport fishing, and hiking. Negotiations continued with several potential industry partners and Lisims Backcountry Adventures plans to begin operations in 2003. Offering visitors remote wilderness fishing holidays, ▇▇▇▇ ▇▇’oon (House of Glacier) fishing lodge began operation in 1996. Accessible only by boat or floatplane, the lodge is located approximately 30 kilometres south of Gingolx near Pearse Island. Charter companies fly guests between Prince Rupert and the lodge. ▇▇▇▇ ▇▇’oon continued to be featured in some of North America’s premier sport fishing magazines and television programs. In 2001, eight Nisga’a ▇▇▇▇▇’▇ citizens were employed at the lodge. The Joint Park Management Committee (JPMC), comprised of members from the Nisga’a Nation and British Columbia, jointly manages Anhluut’ukwsim Laxmihl Angwinga’asanskwhl Nisga’a, or Nisga’a Memorial Lava Bed Park. The Nisga’a Final Agreement 2001/2002 Annual Repor t 3 0 | 31 ¯ JPMC was established in 1992, and continues under provisions of the Nisga’a Final Agreement. During the 2001 season, approximately 1,600 people were welcomed at the visitors’ centre and nearly 400 camping parties used the campground at Nisga’a Memorial Lava Bed Park. Visitation continues to grow slowly, but with the comple- tion of the Nisga’a Highway upgrade, the park has the potential to attract thousands of visitors to the region’s rich natural and cultural resources. ▇▇ ▇▇▇▇▇, with advice from the JPMC, continued to develop business opportunities utilising the park visitor centre, campground, and guided trail to the volcano crater. The JPMC discussed private land access through the park, angling guide regulations, highway projects, and general park operations. British Columbia funded two Environment Youth Team Interns, an Assistant Park Ranger, a Visitors’ Centre Co-ordinator, an Environmental Youth Team Crew (consisting of one supervisor and five members), and a park maintenance contract to a Nisga’a resident. Nisga’a Final Agreement 2001/2002 Annual Repor t 32 | 33 ¯ When I was a little girl in Gitlaxt’aamiks, we were isolated. We travelled mainly by river. My dad was a fisherman, my mom worked in the fish plant. We lived comfortably and we always had what we needed. My father believed in education. He encour- aged me and gave his support. They were our role models. Having a job and providing for your family plays into your health. I think it’s all part of being healthy. I’ve been a Community Health Representative for 32 years. I was trained to deliver first aid and basic health care services. We’re involved in health teaching and prevention programs. I like it because it’s different every day. We teach first aid, give medica- tion, and bring in doctors. We are also trained to deliver babies — although I haven’t done it yet. There are over a thousand of us in Canada. Over the years, I knew that I needed my General Education Diploma. Then Nisga’a Valley Health Board sent me away to do a course. My grades were so good I was encouraged to con- tinue. Then Wilp Wilxo’oskwhl Nisga’a (WWN) opened and I took culture and language courses every semester. I earned a bachelor’s degree while working full-time. I wanted that degree. Because I work full-time, WWN was the only way I could have done it. Having WWN in the Nass Valley is very important. My husband was my number one supporter. He did the cook- ing, cleaning, and laundry. I never went to feasts, because I was working and studying. I graduat- ed in 2001. My education helped me get my promotion to a supervisory position. It helped me advance to the next level. My son went back to school when he saw what I was doing — watching me do my home- work and going to WWN. He went back and graduated from high school this year and now he wants to go on to college. You can’t ignore the power of example. We need to work really hard to make this treaty work for us; to make it meet the people’s needs. Throughout the treaty process, we saw that there was a need for our own people to have degrees, to develop programs. We are able to sit down and decide what kinds of programs are appropriate. We listen to the people, then do it ourselves. We know the community and can make decisions about community health care. The more we have our own people managing or supervising, the better. It’s about control and getting appropriate services. I think there are more opportuni- ties for my children and grand- children. The students that just graduated are all going to WWN, they have worked hard to go to college or university. We have to show our kids what the possibili- ties are. There are some good opportunities, but they need the educational background in order to see them. Nisga’a Final Agreement 2001/2002 Annual Repor t 34 | 3 5‌‌ ¯ Nisga’a culture is based on an ancient system of contribution and sharing known as Saytk’ilhl Wo’osim’, or “common bowl.” In Nisga’a society, it is understood that everyone relies on the same resources and community; therefore, all must con- tribute. Today, Nisga’a ▇▇▇▇▇’▇ government delivers edu- cation, health, and social services under this guid- ing principle. As Nisga’a government policies and programs continue to evolve, the common bowl concept of fairness will continue to guide the way. Nisga’a ▇▇▇▇▇’▇ government believes that community involvement in health care is critical to the health and well-being of its citizens. In 1989, the Nisga’a began managing their own health care system through the Nisga’a Valley Health Board. Registered under the Society Act, the Nisga’a Valley Health Board includes representatives of the four Nisga’a villages, and an elected represen- tative from the non-Nisga’a community. The board is responsible for creating and maintaining facilities and promoting medical and public health care programs. Nisga’a Valley Health Board operates a diagnostic centre at New Aiyansh and satellite clinics in the other villages. The Nisga’a Valley Health Board continued to provide health services to the Nisga’a regions as outlined in the Transitional Funding Agreement. Discussions continued between the Nisga’a Valley Health Board and British Columbia about the contract for service provision in the Nisga’a region. Initial discussions began between the Northern Health Authority and the Nisga’a Valley Health Board regarding roles and responsi- bilities. While Provincial Health Authorities were restructured from 52 to 6 during the reporting period, the Nisga’a Valley Health Board remained an independent, unique health authority with a direct relationship to the provincial ministries of Health Services and Health Planning. During the reporting period, Nisga’a Lisims Government contributed $200,000 to the Nisga’a Valley Health Board for the delivery of health care services, and British Columbia contributed $1,310,518 specifically for physician, diagnostic, and treatment services. Under the Fiscal Financing Agreement, Canada transferred $34.8 million to NLG to support the delivery of programs and services in the areas of health, education, social programs, income assis- tance, and local services. As part of its responsibility for child and family services, Nisga’a Lisims Government has been delivering family support services and special needs programs since 1994. Since the effective date, Nisga’a Child and Family Services (NCFS) has also been preparing to provide ▇▇▇▇▇▇ care. Seven people are employed in NCFS, working directly with the four communities. NCFS also owns and operates a care home in Terrace for Nisga’a children in ▇▇▇▇▇▇ care transition.‌ NCFS solicits advice from the four communities through the Joint Management Committee, which includes representatives from the village governments, Community Resources Committee, and social development workers. NCFS acts as an advocate for families and children in crisis and offers various family support and recreation pro- grams in Nisga’a villages. In May 1996, British Columbia entered into an agreement with the Nisga’a Nation which enabled NCFS to deliver a wide range of family support services. In January 2002, British Columbia and NCFS entered into an agreement for Phase 2 services, which include guardianship and support services to Nisga’a residing on or off Nisga’a Lands.