Community

Health,Nature’s
Wealth
Accounts of
First Nations’
economic
development
initiatives
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Table of Contents
Hupacasath First Nation
China Creek Micro Hydro 4

Huu-ay-aht First Nation

Shellfish Aquaculture 10

Lac La Ronge First Nation

Northern Lights Foods 16

Tsleil-Waututh Nation
Planning Sustainable Forestry 22

Uqqurmiut Inuit
Uqqurmiut Centre for Arts and Crafts 28

Acknowledgements 34
On the Path to Conservation
The ecological diversity found within our traditional territories helps
to define and enrich our quality of life. Yet there are startling trends
that threaten this. Industrial resource extraction is consuming
resources and our territories at an increasingly rapid rate. Within the
lifetime of our children, our territories and our resources could be
damaged beyond repair.
Protecting British Columbia’s ecological diversity is the driving force
behind the work of many of our First Nations. Our conservation ethic
is deeply rooted in protecting our territories’ most important
landscapes while promoting the wise use of our renewable natural
resources. Maintaining this balance will move First Nations towards a
conservation-based economy and lead to economic self-sufficiency.
As First Nations communities we must encourage activities that
identify new resources and technologies, and that enhance our
current resource base to maximize lasting benefits for our quality of
life and the environment. Low-impact resource developments offer
First Nations one way to create a sustainable economy. We hope the
examples in Community Health, Nature’s Wealth provide communities
with incentives to move in this direction.
It is clear that low-impact resource development could be of great
benefit to coastal First Nations. And it is clear that we now have a
unique window of opportunity to create this kind of development.
But it is also clear that our time is short. The decisions we make today
about how to use our lands and resources will determine whether our
next generation will have access to and be sustained by them in the
future.
We must act now.

Art Sterrit
Executive Director
Coastal First Nations – Turning Point Initiative

1
 Introduction
Long before the term “conservation-based
economy” was coined, First Nations
communities across Canada were
pursuing economic opportunities aligned
with the traditions and values of their
ancestors. These economic initiatives
provide for the needs of communities,
maintain healthy ecosystems and natural
resources, and restore First Nations’
stewardship of lands and waters.
In the North and Central Coast of British Columbia, First Nations have negotiated
Land Use Agreements that help to create the conditions that make this kind of economy
possible. Coastal First Nations are now poised to embark on new economic ventures,
guided by indigenous aspirations and wisdom. This booklet was inspired by our work
with the coastal communities. We believe that the stories featured here – a small sample
of the many community initiatives under way in Canada – offer useful information,
ideas, and lessons from other First Nations who are pursuing conservation-based
economies.
These stories show how communities have sought to unite traditions and customs with
today’s economic needs, and to develop opportunities within their traditional territories,
so their people do not have to choose between their homes and their careers. They
highlight some lessons these communities and their leaders have learned about decision-
making, planning, funding, and other issues involved in developing new businesses.
They describe the challenges that communities have overcome, and the benefits
communities have experienced.
Five different sectors are represented here: forestry, shellfish aquaculture, non-timber
forest products, renewable energy, and art. This diversity reflects some of the
opportunities Coastal First Nations have already identified for their own communities.
It also points to the importance of cultivating a variety of initiatives and enterprises in
order to build strong and resilient conservation economies.

2
 Experience shows that community ventures are most
likely to be successful if they draw on a combination of
attributes: a spirit of innovation; careful planning;
perseverance and determination; faith in the project; the
courage to take risks; a willingness to seek and accept
help; and a firm grounding in the values and aspirations
Successful nations of the community itself. Each of these attributes is
evident in the stories presented here.
think strategically,
make informed While each of the stories gathered here is as unique as
the community that inspired it, there are some common
decisions, assume themes. Many of these communities faced the challenges
responsibility of remote locations; distance from markets; and lack of
for their own internal capacity, capital and infrastructure. Their strategies for
success also share many elements: careful planning;
affairs, and spend the engaging partners; establishing independent companies
time, energy, and that have community direction (for example, through
resources laying boards with community membership); creating a market
niche based on the identity of the community; and
sound institutional adapting traditions to contemporary times.
foundations for
Many of the benefits of low-impact economic
political, social, development are obvious. These communities have
economic and found ways to offer employment and income to people
living close to the land. They have created new
cultural progress.
opportunities for skills development and training, and
– Amy Besaw, Director, they have generated capital for re-investment.
Honoring Nations
Other benefits are less tangible, but just as important.
Program,
Harvard University
Diversified economies celebrate and honour First
Nations values, traditions, and vision for their territories.
They build a sense of pride and accomplishment. They
provide a foundation for self-governance, self-sufficiency
and self-determination.
Coastal First Nations are entering a new era. They are re-
asserting their rights and title to their lands, and are re-
establishing strong economies based on stewardship of
their territories. We congratulate their vision and their
determination, and we offer this booklet with our hope
that coastal communities will find these stories useful as
they carve their own path to success.

3
 Hupacasath
Micro-hydro Power
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In 2001, Chief Judith Sayers of the

Hupacasath First Nation made a fiery
presentation to the Port Alberni City

© All photos within this section are the property of Hupacasath First Nation and are not to be reproduced without their written permission.
Council. She urged the council to
vote against a proposal to develop a
gas-fired power generation plant in
the Alberni Valley. Instead, Sayers
said, the city should work with local
First Nations towards a shared
economy and a shared energy plan –
both based on respect for the earth
and all living beings.

The China Creek micro-hydro plant is located about 5 km south of Port

Alberni, on the east side of the Alberni inlet. Its twoturbines
produce 6.5 megawatts of electrical energy, with no harmful
emissions. Supplying this amount of renewable energy
reduces air pollution by an amount equivalent
to taking 8000 cars off the road.

4 Hupacasath China Creek Project

 In 2006, Chief Sayers addressed the Mayor of Port Alberni again.
This time, it was to welcome him to a celebration.
The Hupacasath First Nation, as the majority owner of British
Columbia’s only First Nation-led power corporation, was hosting the
opening ceremonies for a new micro-hydro plant at China Creek. This
green energy development realizes the vision of sustainability and
partnerships that Chief Sayers had laid out five years earlier. The China
Creek plant supplies enough electricity to light up every home in the
Alberni Valley without any impact on air quality or watersheds, and
Upnit Power Corporation’s corporate structure allowed the Hupacasath
Nation to offer partnerships to neighbouring communities.
In just over five years, the Hupacasath Nation answered its own
challenge for a new approach to economic development and energy
production. During that time the Hupacasath Nation secured funding
for planning and feasibility studies, negotiated a contract to supply
power to BC Hydro, and attracted almost $14 million in investment
capital. With anticipated returns of more than $1 million per year to the
Hupacasath Nation, Upnit Power Corporation will help to finance
future community development projects. This is one community where
the future is looking brighter by the megawatt.

From Vision to Plan

Even before Chief Sayers took a stand against the proposed gas-fired
power generation plant, the Hupacasath First Nation had already
identified green energy production as a potential economic sector.
Once the Nation began working with Sigma Engineering, the idea
quickly became an action plan. Working together with established
experts in the planning, design and construction of alternative energy
projects, the Hupacasath Nation commissioned studies to assess the
potential for alternative power generation. These studies concluded
that Hupacasath territory held excellent potential for run-of-river
micro-hydro development. In 2002, with positive results from a
preliminary feasibility assessment in hand, the community won a BC
Hydro contract to develop a microhydro plant and to deliver electrical
power into the provincial transmission grid.

5 Hupacasath China Creek Project

From Vision to Reality in Five Years
2001 Initial discussions
between Hupacasath Nation
and alternative energy experts,
including Pembina Institute
and Sigma Engineering
2002 Assessment of
alternative energy options
finds good potential for
The two 3.2-megawatt turbines are a symbol of just how firmly the micro-hydro power in
Hupacasath First Nation committed itself to this project. With the Hupacasath territory
clock ticking on its agreement to supply power to BC Hydro, the
Band Council faced a major decision. The community could take
the risk of purchasing the turbines and other components before 2002 Hupacasath First
there was any guarantee the project would proceed; or the community Nation competes successfully
could wait, and risk losing the contract. The Council put its faith in
the project first, and cashed in its GICs to buy the equipment.
for a Independent Power
Producer contract with
At this point, the Hupacasath Nation encountered a BC Hydro
major obstacle. In order to secure financing, they needed
partners with expertise in running this kind of 2002 Hupacasath First
development. However, their planned 3.2-megawatt Nation signs 20-year Energy
development was simply not large enough to attract Producer Agreement with
qualified partners. Engineering studies showed that the
BC Hydro
scale of the development could be doubled if the hydro
plant were moved further up the river, but this meant
putting the intake upstream of the site from which the
2004 BC government
City of Port Alberni took its municipal water supply. The issues a water licence to the
City was opposed to the plan. Without agreement from Hupacasath First Nation for
the City, the Province would not issue a water licence – micro-hydro development
and without a water licence, the project was dead.
The Hupacasath Nation was not about to give up. Over a
2004 Construction begins
period of two years, the Nation undertook a series of on hydro project
studies, engineering solutions, and negotiations to reach a
water use agreement with the City of Port Alberni. As part 2005 China Creek plant
of the final agreement, the Hupacasath Nation granted starts producing electric power
the City a share in what was now a 6.5 megawatt micro-
hydro plant. Once an adversary, the City had become a
firm believer in the project.

6
From Plan to Reality FUNDING SOURCES

Project development
Like First Nations everywhere in Canada, the
Hupacasath faced significant barriers in their effort to
funding (approximate)
find financing for this development project. From 2002 to Hupacasath First Nation
2004, the Hupacasath First Nation worked hard to put equity Aboriginal Business
together a sound business partnership and to attract Canada: $250,000
investors for the China Creek Project. The Hupacasath
partnership with Synex Energy (the parent of Sigma Indian and Northern
Engineering) established the engineering and financial Affairs Canada: $100,000
management expertise required to secure federal equity Federation of Canadian
matching capital for the project. Municipalities (Green
The Hupacasath researched and successfully applied for Municipal Enabling fund):
a broad range of funds to support their project planning, $90,000
development and negotiations. The Nation also
identified a few key champions, including supportive Nuu-chah-nulth
federal politicians, who could help bring in investment Economic Development
capital. As a result of this work, the Department of Corp: $90,000
Indian and Northern Affairs invested $2 million through Aboriginal Northern
an Indian and Northern Affairs economic development Climate Change Action
fund, and the Nation received another $900,000 from
Program: $250,000
another federal loan program. The Nuu-chah-nulth
Economic Development Corporation also contributed
some loan and equity financing. Capital Investment
However, conventional financing was still hard to find. Partners’ equity:
Even the Hupacasath’s own bankers thought the project $1,800,000
too risky. The struggle required perseverance and
INAC Equity Matching
creativity – and both of these came together when the
Hupacasath Nation teamed up with the VanCity Capital, Program: $2,000,000
the venture capital arm of Vancity Savings and Credit Western Economic
Union. VanCity helped the Hupacasath Nation to Diversification (Softwood
establish an innovative financing structure for this Industry Community
project: a nine-member debt syndicate that provided Economic Adjustment
more than $9 million in debt financing for the project.
Initiative): $900,000
In October 2004, as soon as the province issued a water
VanCity-led debt
licence for the project, the Hupacasath Nation began
construction. Thirteen months later, the project was syndicate: $9,000,000
complete: on time and under budget.

7
 Corporate Structure and Governance
As part of the work to establish Upnit Power Corporation, the Hupacasath Nation
researched a variety of possible corporate structures. The Nation wanted a business
model that would be familiar to potential partners and investors, but also wanted to
protect the tax-exempt status of the development. After considering many options, the
Hupacasath Nation decided on a limited partnership model.
Upnit Power Corporation Limited owns and operates the China Creek power plant, and
has the ability to expand in order to take on additional projects. Upnit Power is
governed by a Board of Directors with representation from each business partner.

w w w
Revenue from Upnit Power Corporation is paid out annually in Upnit Power
the form of pro-rated dividends to each business partner. Corporation
Revenues are forecast at $1.2 to $1.4 million annually, of which a
portion will go to paying down the debt. Upnit Power expects to
Limited
be fully debt-free by 2013. Ownership
The China Creek micro-hydro development project employs
Structure and
Board of
two Hupacasath community members full-time. The project
also provides an important source of funds that will help to
Directors
finance future business ventures, and work is already under way Hupacasath
to create another micro-hydro project on a nearby creek. With an First Nation
established track record of success in planning, building, and 72.5% ownership
managing a significant green energy project, the Hupacasath 4 Board members
Nation is well-positioned to turn new community development
ideas into reality. Synex Energy
12.5% ownership
1 Board member

Ucluelet First
Nation
10% Ownership
1 Board member
Even before the power plant was
officially open, the outstanding
work of the Hupacasath First
City of
Port Alberni
Nation was recognized by the Port
Alberni Chamber of Commerce. 5% Ownership
Upnit Power Corporation won the 1 Board member
Chamber’s 2005 Business
Excellence award in the Valley
Environmental Award category.

8 Hupacasath China Creek Project

Incorporating First Nations’
Values into the Project
As stewards of the land it is At the heart of the Hupacasath First Nation’s
our responsibility to ensure community economic development strategy is the
Nuu-chah-nulth philosophy hishuk ish ts’awalk, or
the resources last for future “everything is one.” This principle encompasses
generations. the interrelationships between communities and
ecosystems, and between economic development and
– Chief Judith Sayers, at the ground- environmental stewardship.
breaking ceremonies for the power
plant in April 2005 An environmentally-friendly power plant is already a
big step towards balancing economy and environment. For
the Hupacasath First Nation, however, the development had to go further,
to ensure that the development would do nothing to harm fish or fish
habitat. The Nation invested $300,000 in a detailed study of the watershed
and fisheries, and took a number of additional steps to protect anadromous
and resident fish species:
• The entire micro-hydro plant and powerhouse is located above a
waterfall that is impassable to salmon. This means there is no
impact on salmon spawning.
• The penstock is buried so there is no interference with wildlife
moving through the area.
• The design of the plant includes a constant minimum release of
water at the intake. The study showed that this discharge could
be as low as 7.8 percent of total flows without triggering a
significant impact on resident cutthroat trout. However, the
Hupacasath decided to build in an extra margin of security by
setting the minimum discharge at 12 percent.
The China Creek project meshes economic, community, and
environmental interests for the benefit of the Hupacasath Nation –
and for all the communities of the Alberni Valley. With this project,
the Hupacasath offer a powerful model of the success that is possible
when ancient traditions meet the latest technology in a spirit of
partnership, creativity, and perseverance.

This little creek and this micro hydro project stands as

a monument to a new and more responsible world.
– Lieutenant Governor Iona Campagnolo, at the official opening
of the power plant in October 2006

9
 Huu-ay-aht First Nation

© All photos within this section are by Stefan Ochman unless otherwise noted. The photos are not to be reproduced without written permission from Huu-ay-aht First Nation.
Shellfish Aquaculture
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In historic photographs, two tall carved figures

stand at the entrance to the traditional Huu-ay-
aht village of Kiix'in on the west coast of Vancouver
Island. These figures are welcoming, and also
protective. They extend an open hand to newcomers
while carefully guarding their traditional home.
The original figures are no longer at the village site, but their influence
remains strong. In its contemporary economic development initiatives, the
Huu-ay-aht First Nation embraces the same principles of openness to
new ideas and opportunities, while remaining firmly rooted in
traditional practices of caring for and protecting the resources of the
land and sea.
In 1999, when the Huu-ay-aht First Nation began developing
an economic diversification plan, the community knew it did
not have to look far to find new opportunities. The Nation
already had active forest operations as well as a tourism
business. Both of these drew on the natural assets of
the Nation’s coastal setting. It was natural for the
leaders to turn again to the coastal
environment to find resources that
could be managed for the benefit
of the community.

10 Huu-ay-aht Shellfish Aquaculture

 Through its resource management planning process, the
community identified shellfish aquaculture as holding the
most economic promise. And within just a few years, the
Nation had established the largest shellfish aquaculture
business of any west coast Vancouver Island First Nation.
Today, the shellfish aquaculture operation provides year-
round employment and capacity-building opportunities.
Like the figures at Kiix’in, the operation reaches a welcoming
hand to new markets and ventures, while retaining a strong
foothold within the Nation’s traditional territory.

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Learning by Doing
The decision to explore opportunities in shellfish aquaculture was relatively easy. However,
the decision to go into debt in order to launch the new venture was not. After carefully
examining the options, however, the community decided to take the chance.
In 2000, the Huu-ay-aht Nation decided to direct revenues from its forest
operations to establish the foundation for the new business. Within the year,
the Nation had acquired two shellfish aquaculture leases, invested in
infrastructure, hired a local shellfish grower as the operations manager and
trainer, and begun culturing clams and oysters for market.
By 2005, it became clear that the Nation’s initial assumptions about sales
were not being met, and the market prices for shellfish products had fallen.
The business was not breaking even. However, several people were now
employed by the operation, and they were excited about their new skills and
opportunities. The community was determined not to let them down. So
rather than give up on the operation, the community asked for help.

11 Huu-ay-aht Shellfish Aquaculture

 Since launching its
shellfish ventures, the
Huu-ay-aht Nation has
secured funding from a
range of sources:

Conventional bank financing:

$210,000 to purchase

Community Economic Adjustment

Initiative:
$75,000 forgivable loan
The Nation retained experts who had a history with $175,000 repayable loan
successful shellfish operations in Georgia Strait, to
provide advice. Huu-ay-aht workers were also sent to Indian and Northern Affairs
other, larger operations to learn skills and techniques
that would increase their productivity and make the (BC Economic Partnership
operations more competitive. Investment): $255,000 to
At the same time, the Nation drew on government launch Floating Upwelling System
funding to provide additional training and invest in
new technology. In 2004, the Nation also obtained Huu-ay-aht First Nation equity:
$210,000 in conventional financing to purchase a 6-
hectare deepwater shellfish tenure at Danvers Inlet in
$700,000
Barkley Sound.

The Huu-ay-aht First Nation

cultures clams and oysters for
market. Like other shellfish, these
species feed on the nutrients in sea
water. No added feed or chemicals
are necessary. This means the
industry matches new economic
opportunities with a relatively low
environmental impact.

12
Seeding New Opportunities
In 2004, as part of its effort to strengthen its shellfish
operations, the Huu-ay-aht First Nation invested in a The FLUPSY system uses a
promising economic niche. The Nation developed a paddlewheel to upwell
business plan to establish the first commercial scale seawater through
nursery operation on the West Coast of Vancouver Island. containment tanks,
bringing a continual supply
The plan became a reality in 2006, when the Nation began of plankton and other
nutrients to the juvenile
operating its new Floating Upwelling System (FLUPSY), a
shellfish. Such systems offer
state-of-the-art shellfish nursery. The Nation is now able improved operating
to grow its own shellfish from seed, and can also sell efficiency as well as better-
juveniles to other communities and businesses for quality seed.
outplanting. Over time, the Nation plans to become a key
supplier of oyster and clam seed for shellfish aquaculture
operations on the West Coast of Vancouver Island.

The Nation is mindful of the need to separate business from politics. The shellfish leases
and the nursery project are operated by the Huu-ay-aht First Nation Fisheries
Department. Economic benefits from the project flow directly back to the community.
The oyster operation employs two to three people year-round, and the nursery provides
an additional 1.5 seasonal jobs. Another four to six people work through most of the year
harvesting clams. The clam harvest is managed on a contract basis, with the Nation
taking a 30 percent share of the revenue from sales. The nation seeds the beaches with
approximately 5 million juvenile clams each year.
For now, the shellfish are sent away to be processed before they reach urban markets.
However, the Huu-ay-aht Nation plans to establish a processing plant in order to keep
this activity in the community. The Nation also plans to diversify its operation into other
species including scallops, sea cucumbers, urchins, geoducks, and abalone.

13
 Bamfield-Huu-ay-aht Abalone Program:
Uniting Economy and Ecology
Along with its other shellfish operations,
the Huu-ay-aht Nation takes a leadership
role in efforts to protect and rebuild
abalone stocks within its territory. The
Nation hopes that it will soon be able to
include farmed abalone among its
commercial shellfish products. However, its
investment in an abalone recovery
program is about much more than just
economic returns.
Ha-Shilth-Sa photo

w w w

Abalone was a highly-prized shellfish in traditional Huu-ay-aht society. The meat was
considered a delicacy, and the shells were used in jewellery, artwork, and ceremonial
regalia. In recent years, over-harvesting and poaching have done more than threaten the
populations of wild abalone on the west coast. They have also threatened an important
connection between Huu-ay-aht culture and the ocean ecosystem. This intersection of
ecology, economy, and culture brought the Huu-ay-aht Nation to a key role in the
Bamfield Huu-ay-aht Community Abalone Project.
The Abalone Project includes a “coastwatch” program aimed at reducing poaching, along
with research, stock enhancement, and commercial aquaculture. Through the program,
Huu-ay-aht members have been trained to conduct surveys, collect brood stock, and care
for juvenile abalone in a hatchery setting. The Nation is also working with the federal
government, through the Department of Fisheries and Oceans, to develop a streamlined
permit system to support and manage the sale of abalone products.

Juvenile
abalone
The preferred habitat of abalone
is in the lowest intertidal zone.
This means that the shellfish are
only exposed to beach
harvesting at a few exceptionally
low tides each year. In the past,
Huu-ay-aht women would
gather the shellfish for their
families. Today, abalone are a
rare sight along the west coast.

14 Huu-ay-aht Shellfish Aquaculture

 Bringing it Home Again, and Again
For the Huu-ay-aht First Nation, resource management is based on cultural values of
sound stewardship, sustainable use, and sharing. Establishing a commercial venture
around a traditional food source provides one way to bring all of these values together.
Not all of the shellfish harvested are destined for the marketplace. Each year, the Nation
distributes shellfish to its members both within and beyond the traditional territory. In
return, Huu-ay-aht members participate actively in planning for the operations.

Food is an excellent way to reach

out to community members, and
to make people feel involved. We
definitely intend to eat some of
our profit.
– Huu-ya-aht First Nation
Natural Resources Manager
Larry Johnson

This interest is evident within the

community, as dozens of youth participate
Ha-Shilth-Sa photo

in “Career Days” presentations by the

aquaculture managers. The presentations
encourage youth to pursue their education, and to
consider the new opportunities that are emerging as a
result of the expanding shellfish operation.
The aquaculture operation is itself designed to promote training and capacity-building
for young people. As workers gain skills, they are moved from one part of the operation
to another. They are also coached in a range of employment-related skills, and learn how
to deliver training to new workers. With this investment in its workers, the Nation
expects to be fully self-sufficient for training purposes within the next two to three years.
These investments in capacity-building will have benefits well beyond the shellfish
business. The aquaculture operation is one component of an integrated resource
management and economic development plan. This plan aims to provide new
opportunities for young people in all aspects of stewardship of the Nation’s natural and
cultural heritage. Through time, these opportunities will continue to build on one
another. In the same way that revenues from forestry provided the initial start-up
investment for the shellfish operation, revenues from the shellfish operation might be
used to help restore the traditional village at Kiix’in – launching yet another venture that
welcomes a new economy while celebrating a strong tradition.

15
 Lac La Ronge First Nation
A Lesson in Economic Diversity
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The Lac La Ronge Band, with a population of just under
8000, is the largest First Nation in Saskatchewan and among
the ten largest in Canada. It is located on the shores of Lac
La Ronge, one of a series of giant lakes in the arc of the
Canadian Shield. In this landscape, fresh water is everywhere
– from some of the world’s largest lakes and rivers, down
to small ponds, streams and marshes.

© All photos within this section are the property of Lac La Ronge First Nation and are not to be reproduced without their written permission.
In the 1970s, the Lac La Ronge First Nation had just one source of income:
financial transfers from the Canadian government. The community was located
far from established markets, had no share in the resource development that
was taking place on its doorstep, and could offer few jobs to its members.
Clearly, something needed to change.
And change it did. Today, the Lac La Ronge First Nation owns Kitsaki
Management, which has become known as one of the best examples of
community-based economic development in Saskatchewan. The
community is the full or part owner of more than a dozen diverse
businesses that bring in over $70 million annually. These include a golf
course, a catering company, a trucking company, a sawmill,
a hotel, an environmental assessment company, an
insurance broker, and an organic food company specializing
in wild rice and mushrooms.
This food company, Northern Lights Foods, is now the
world’s largest exporter of organic wild rice. The story of
Northern Lights is an example of how the emerging
non-timber forest products sector can draw on
natural environmental assets to create
exceptional business opportunities.

16 Northern Lights Foods

 Seeds of Success
Wild rice not a true rice, but
rather a kind of grass. The plants
grow in shallow fresh water and
are self-seeding. This means a
sustainable harvest is possible
with no ploughing, weeding, or
sowing. In deciding to harvest
wild rice commercially, the
Nation turned one of the natural
features of the local landscape –
thousands of small waterways –
into a major economic asset.
w w w Development Corporation now successfully established,
17 Northern Lights Foods
For an organic food company, Northern Lights has
unlikely business roots – in northern mining
development. During the 1970s, Northern
Saskatchewan had a booming resource economy. The
Lac la Ronge Band Council, and then- Chief Myles
Venne, realized that the community had a choice: they
could continue to hope that resource companies would
offer occasional jobs to Band members, or they could
create their own company and start generating some
lasting economic benefits. The Band entered a joint
venture partnership called Kitsaki-Brodsky to provide
trucking and other services to northern mining
corporations. The joint venture bid successfully on a
contract with Key Lake Mining Corporation. But even
so, no banks would provide financing to the Band for
the new venture.
In response, Chief Venne and his councillors
established Kitsaki Development Corporation (now
Kitsaki Management Limited Partnership). The
corporation was established in 1981, with shares wholly
owned by the Band members and held in trust by the
Chief. The corporation hired a professional manager,
obtained financing, bought six trucks, and went to
work. This success led to the creation of Northern
Resource Trucking, the first of Kitsaki Development
Corporation’s independent enterprises.
In the meantime, other economic opportunities had
come to the region. In the late 1970s, the community
learned that there was a market for the wild rice that
grew in the lakes and ponds of their traditional territory.
The Nation worked with the provincial government to
set up an experimental harvest and sale program. By the
early 1980s, the Nation was harvesting rice from
waterways within the Reserve, and also held leases on
other waterways in the region. With Kitsaki
the Nation was ready to turn its experimental rice
program into a commercial operation.
Taking Up the Challenge
In 1982, the Lac La Ronge Nation partnered with
neighbouring First Nations to build a plant that could
process the rice harvest. But problems lay ahead.
So far, the Nation had focused on production
and harvesting. It left marketing of the product to
various brokers. These brokers bought the processed
rice from the plant, and then sold it around the world.
In the mid-1980s, however, American growers began to
farm their own “wild” rice. These growers used fertilizers
and pesticides to increase production, and the American crop soon far
exceeded the wild Northern harvest. The brokers, in turn, used the flood
of American rice to drive down prices on the Nation’s products.
As the price fell lower and lower, it was hardly worth the Nation’s work
to continue the harvest. Faced with this crisis, the community made a
drastic decision: to eliminate the brokers, market the product themselves,
and reach higher up the economic chain to sell directly to consumers.
This decision led to the creation of Northern
Lights Foods.
From the outset, the company knew that reaching international markets
would be key to its success. With funding from the federal government,
the company retained a consulting firm to provide training in
international marketing, and to introduce the new company to European
markets. Northern Lights developed a marketing plan, started attending
trade shows, and met directly with the main companies that were buying
wild rice from Canada. Before long, Northern
Lights had carved out a niche that set its
products well apart from American rice.

18
Growing a Wilderness Advantage
The American farmed “wild” rice harvest depends Wild rice may only be the
heavily on fertilizers and pesticides. Because it uses
beginning for Northern Lights
neither, Northern Lights Foods was able to secure QAI
(Quality Assurance International) organic certification Foods. In 2001 the company
in 1992. This gave the company an important added certified organic wild
advantage at a time when organic foods were beginning
mushrooms to its product list.
to claim a growing market share.
With its established client base
European buyers continue to place a premium on
organic certification. To appeal to this market, and distribution system, the
Northern Lights’ marketing strategy emphasizes that its company is poised for
products come from a wild and isolated countryside continued success.
with a pristine environment, including pure waters and
clean air. Using these assets, the marketing program has
built a strong demand for Northern Lights products –
and also earned the company a 2001 Canada Export
Award.
Along with smart marketing, Northern Lights has been
very active in setting up wholesale and retail
distribution systems for its products. The company sells
in bulk to other companies that repackage the product
in their own retail brand for distribution. This
wholesale business includes warehouses in Europe, so
the company can provide next-day delivery to its “We process perhaps 25,000
international clients. At the same time, the company pounds of chanterelles a year.
ships retail products, packaged under its own Northern Morels are less predictable
Lights brand, all over the world.
because productivity is tied to
forest fires. The year after a
heavy fire season we might
take in over 100,000 pounds
of morels.”

– Terry Helary, General Manager,

Northern Lights Foods

ASSUR
TY
LI
A
QUA

NC

Organic certification is an important marketing

E

advantage for Northern Lights. Promotional material

IN

AL

also highlights the fact that this is an Aboriginal

T

R
company distributing a traditional Aboriginal product. NATIO
E

19
 Northern Lights Foods is just one of the family of Kitsaki-owned
enterprises. Kitsaki Management Limited Partnership consistently
ranks in the Saskatoon Star-Phoenix’ Top 100 Saskatchewan
Companies. The corporation has also won many provincial,
national and international awards for its business success.

The Kitsaki Business Model

Northern Lights Foods is a prime example of the business approach taken by the Kitsaki
Limited partnership. An important part of Kitsaki’s business strategy is to ensure that
the corporation is led by the community, but managed by business professionals. The
Band’s elected Chief and Councillors form the Chair and Board of Kitsaki Limited
Partnership, and provide a long-term vision for the First Nations business sector.
However, it has always been the Board’s policy to leave management of the corporation
as a whole, and the individual companies it owns, to professional staff.

w w w Another strategy is careful handling of profits for long-term

gain. Much of the profit generated by Northern Lights
Economic Foods is re-invested in the company: upgrading boats or
development is harvesting equipment, improving access to isolated
harvesting areas, or developing new markets.
long term;
But the company also invests in people. Commercial wild
successful businesses rice is a highly seasonal operation. The company has only
are not built in a five full-time employees, but provides seasonal work for
few short months. It close to one thousand contractors, harvesters, and
independent producers. Northern Lights Foods aims to pass
takes years to build as much of its revenue as possible to the people who actually
them up. harvest the rice. The company also makes an effort to hire
and train people who are still living on the land,
– Chief Harry Cook
maintaining a traditional way of life. For many young
people in the community, Northern Lights will be a first job
experience. It is a responsibility the company takes seriously,
with support for life skills as well as trades training.

20 Northern Lights Foods

The Future Harvest
Kitsaki Management has been a leader in
developing education and training programs for
the community of Lac La Ronge and other First
Nations in the region. The corporation’s profits
are used for developing on-reserve assets and
investing in future projects. Profits also help to
pay the Nation’s land claim legal bills and provide
business support services for community
entrepreneurs.
In the Cree language, the word Kitsaki means “to
share.” And although Kitsaki Limited Partnership
is aggressive in pursuing business profits, its real
reason for being is not to create short-term wealth,
but rather to bring long-term economic benefits
home to Lac La Ronge.
w w w Roads University is exploring ways to
We are extremely proud of what
our people have accomplished
here and what it has meant to
native people around the world.
It gives our youth a positive
vision of the future.
– Chief Harry Cook
Emerging opportunities
Non-timber forest products, including
mushrooms, berries, medicinal herbs,
and floral greens are part of a
growing economic sector in Canada.
In many provinces, harvesters are
working together to develop new
business structures, training
programs, products and markets.
Some of these groups are also
developing formal codes of ethics that
protect ecological and cultural values.
In British Columbia, the Centre for
Non-Timber Forest Products at Royal
support individuals and communities
that are interested in pursuing non-
timber forest product ventures.
21
 Tsleil-Waututh Nation
Planning Sustainable Forestry
Tseil-Waututh means “the people of
the Inlet.” The traditional territory of
the Tsleil-Waututh Nation is some of
the most intensively exploited land
in BC. Along with intensive urban
development, these lands
support active logging
operations, utility corridors,
highways, water reservoirs,
recreation developments,
and parks.
22 Tsleil-Waututh Nation Forestry
Coastal First Nations know from experience
that it can be difficult to launch new economic
ventures in communities that are located a
long way from urban centres. The Tsleil-
Waututh Nation, however, has the opposite
problem. This Nation’s traditional territory
encompasses Burrard Inlet and Indian Arm
© All images within this section are the property of the Tsleil-Waututh Nation and can not be reproduced without written permission.
and includes much of Greater Vancouver.
w w w
In just a few generations, the Tsleil-Waututh
people witnessed enormous changes as heavy
urban and industrial development displaced the
resources of the land and sea. The Nation’s
management role also changed. As industries,
stakeholders, and government agencies competed
for development rights around the fast-growing
city, the Tsleil-Waututh people were excluded from
decision-making. From the perspective of the
outside economy, the Nation became more and
more invisible within its own lands.
Development in Greater Vancouver has not slowed
down. However, the Tsleil-Waututh Nation has
found new and powerful ways to take part in this
development – and to do so on its own terms.
Using a broad-based and integrated planning
process, and supported by carefully-negotiated
protocols and partnerships, the Nation is
instilling its own goals and values in
management practices throughout
its traditional territories.

In 2004, the Tsleil-Waututh Nation
received Forest Stewardship Council
(or FSC) certification for its woodlot
and private land holdings.
The certification gives international
recognition to the Nation’s sound
stewardship practices. It also gives
access to a growing market for
sustainable wood products.
23 Tsleil-Waututh Nation Forestry
Building From
a Solid
Foundation
Ten years ago, the Tsleil-Waututh
Nation had a clear vision of
strengthening its stewardship
presence throughout its traditional
territory, and was building
technical skills in resource
management. However the
Nation had few opportunities to
bring this vision and capacity to
life on a land base that was already
heavily developed.
That changed in 2001, when the
Nation purchased 315 hectares of
private forest lands in the Indian
River watershed (known as the
Inlailawatash lands). Once a
sound management plan was in
place for the Inlailawatash lands,
the Nation acquired an adjacent
In 2004, the Nation negotiated a Forest and Range
Agreement for an additional 11,600 cubic meters per
year of wood. And in 2006, the Tsleil-Waututh began
negotiations to acquire the two remaining forest
tenures in the Indian River watershed.
In just a few years, the Nation laid the groundwork
to establish a long-term, area-based community
forest tenure for the entire watershed. From the
outside, it looks like things happened quickly – but
the ability of the Nation to move quickly on new
opportunities is the result of more than a decade of
careful planning. By investing time and effort in a
long-term planning process, the Nation is able to
make the best use of all available tools and
partnerships to pursue its vision.
Creating a Geography of Wisdom
The Tsleil-Waututh Nation uses an integrated planning
process to bring its vision to life on the ground.
w w w
The Tsleil-Waututh Nation
combines geographic information,
images, and text to map the
physical and cultural resources of
the traditional territory. For
sensitive information, such as
cultural sites, the maps use
approximations so specific sites
are not identifiable.
Territorial planning
identifies the overall vision, values, and goals for the
territory. Traditional use and occupancy maps connect
traditional stewardship responsibilities with current
resource management goals.
Watershed planning
translates the overall vision to watershed units that
comprise the territory. Watershed plans refine TWN
vision and goals by setting specific objectives and
actions to guide management direction.
Community and site planning
establishes social, cultural, and economic indicators
that are used to set management goals. Site plans
define harvest techniques, regeneration strategies,
measures to protect cultural and ecological values, and
safety requirements.
24
Planning Sustainable Forestry
Soon after purchasing the Inlailawatash lands, the Tsleil-Waututh Nation began a forest
management planning process to integrate economic, cultural, and ecological objectives.
This planning process highlights six key goals:
Based on these goals, the Nation articulated a set
of forest stewardship objectives. Each objective is
clearly linked to the overall vision of the Nation.
The Tsleil-Waututh forest management plan also
includes specific strategies to achieve each
objective, along with indicators that can be used
as tools to measure progress.
This comprehensive plan provides a framework
that the Nation uses to pursue a wide range of
forest-related initiatives. The forest management
planning process is also an important part of the
Nation’s broader planning efforts for the whole of
the Indian River watershed.
1 To practice a high level of
stewardship and conservation of
the forest ecosystem
2 To maintain and, where necessary,
restore resources and
opportunities for Tsleil-Waututh
Nation activities and sustenance
uses associated with the forest
3 To create economic opportunities
(revenue and/or employment) for
members of the Tsleil-Waututh
Nation
4 To strengthen the skills and
knowledge base for members of
the Tsleil-Waututh Nation in forest
ecosystem management
and the forestry sector
5 To provide a positive example of
sustainable forest resources
stewardship
6 To practice an adaptive
management approach

The forest management plan is just one of a series of land

use and economic development plans developed for the
Inlailawatash lands by the Tsleil-Waututh Nation. Other
plans include eco-tourism, salmonid enhancement, and
management of archaeological and cultural sites.

25
 Planning for Business
Early in its integrated stewardship planning process, the Tsleil-Waututh Nation made a
decision to separate business from politics. However, the Nation still wanted to ensure
that all planning and development would remain rooted in the traditions and vision of
the community. With these two goals in mind, the Nation created a model that blends
corporate structure with community leadership.
• All Tsleil-Waututh forest stewardship operations are managed
by an independent company, Inlailawatash Forest Products
Limited (IFP). The company is governed by a Board of
Directors made up of prominent community members.
• Operational activities are directed by the Tsleil-Waututh
Treaty, Lands and Resources Caucus. The Caucus includes
Along with forest tenure
elected and traditional leaders, technical staff, and consultants.
management and
stewardship planning, IFP • Tsleil-Waututh forest stewardship operations are also the
has a highly successful
subject of consultations with the community as a whole.
vegetation management
program that provides a IFPs’ first harvest took place in 2002. Since then, IFP emphasis
positive alternative to
has been on creating forest management plans and a 10-year
herbicide use in the
territory. IFP has secured harvest plan for the woodlot tenure. The company’s long-term
contracts with government goal is to keep the complete processing of each tree – from the
and industry for utility and initial harvest to the finished product – in the hands of
right-of-way brushing, as the Nation.
well as for storm clean-up
and restoration.

26 Tsleil-Waututh Nation Forestry

Taking
Community
Leadership
Beyond the
Community
The co-management agreement
between the Tsleil-Waututh
Nation and the Province of
British Columbia for Say Nuth
Khaw Yum Heritage Park is just
one example of the growing
influence of the Nation in land
and resource management in the
region. The Nation is also
leading provincial agencies,
stakeholders and community
groups in the development of a
Sustainable Resource
Management Plan for the Indian
River Watershed – the first time
in BC that a First Nation has
taken on this role.
As the Tsleil-Waututh Nation manages its forest
operations and other activities on the land, it works
closely with a broad range of stakeholders in the
territory. These include a number of distinct federal
and provincial agencies, as well as municipal
governments, regional districts, crown corporations,
and industries, all holding different – and at times
competing – interests and tenures.
Instead of seeing potential conflict, however, the
Nation has come to view this cluster of agencies and
interests as a complex, and dynamic, “community of
the watershed.” And over time, the Nation has begun
to play a clear leadership role in this community.
Through years of inventory and planning work, the
Nation has built up a storehouse of information that is
now a resource for other agencies. The Nation also has
a large and growing network of contacts, and can bring
groups together to create important links among
different organizations. The Nation’s independent
position also means that it can challenge policies or
practices that do not support stewardship of the land
and resources.
With this combination of technical expertise,
relationship-building skills, and long-term vision, the
Tsleil-Waututh Nation is once more extending its
stewardship influence throughout its traditional
territory.
27
 Uqqurmiut Inuit
w w w
High in Canada’s Arctic, in theTerritory of Nunavut,
is the Inuit village of Pangnirtung. The community
is known for its spectacular surroundings on the
edge of a Baffin Island fjord, sheltered by a sheer
rock face from the bitter winter wind. The
community is also known as the home of some of
Along with
the world- the finest Inuit artists and craftspeople in the
famous prints,
Pangnirtung
world. Pangnirtung prints, tapestries, stone
Man Holding Inukshuk, Simo Kilabuk

crafts include sculpture and woven art have been displayed in The
woollen clothing
and blankets, National Gallery of Canada and the Canadian

© All images are the property of Urrqurmiut Centre for Arts and Crafts and are not to be reproduced without their written permission.
woven tapestries,
and carvings. Museum of Civilization, and can be found in
commercial art galleries in many countries. Each
year, art collectors look forward to the release of a
new collection of Pangnirtung prints.
The 2003 collection of prints by Pangnirtung artists celebrated 30 years of
printmaking in this community. This 30th-anniversary collection was also a
symbol of the perserverance and achievement of a group of artists who were
determined to keep printmaking, along with other arts and crafts, a vibrant
part of their community and their economy. Through the decades these
artists faced and overcame many business and administrative
challenges, and even literally pulled printmakng from the ashes to
create a successful arts and crafts enterprise.
Crafts includes a print shop, tapestry studio, a gallery and retail
space, and administrative offices. The Centre provides the
community of Pangnirtung with a major share in one of
the most important economic activities on Baffin
Island. As a fully Inuit-directed operation, the
Uqqurmiut Centre for Arts and Crafts is
firmly rooted in Pangirtung – but its
reach extends to markets around
the world.

28 Uqqurmiut Centre for Arts and Crafts

 A Tradition Renewed
“Talukauyartuq” Lipa Pitiulak/Jacoposie Tiglik
People told us that
printmaking in the
North was in trouble
and perhaps should just
die. But we didn’t care
about those things! We
just kept going! The
printmakers were
patient, and they knew
that some day the
Uqqurmiut would keep
its promise to them.
– Rose Okpik,
then-Chairperson
of the UIAA, in the
1992 Pangnirtung Print
Collection catalogue
29 Uqqurmiut Centre for Arts and Crafts
The Uqqurmiut Centre has been operating since 1991,
but its story begins much earlier. In 1969, as part of a
northern economic development strategy, the Canadian
government funded the establishment of the
Pangnirtung print shop. Within four years, artists in the
community had mastered printmaking techniques, and
in 1973 the print shop began releasing the annual
Pangnirtung Community Print Collection.
The art of tapestry weaving was introduced to
Pangnirtung at about the same time. The community
acquired its first loom in 1970. Women in the
community quickly adapted their traditional sewing
skills to the new art form, and weaving soon became an
important addition to the livelihood of many families.
The first collection of limited-edition, hand-woven
tapestries from Pangnirtung was exhibited and sold in
Toronto in 1972.
Through the 1970s and 1980s, arts and crafts from
Pangnirtung were sold through the Pangnirtung
Eskimo Cooperative. The wholesale business
accumulated financial losses, however, and in 1988 the
Cooperative pulled its support from the printmaking
program. The decision could have spelled the end for
one of the key elements of the local arts economy in
Pangnirtung. The community was determined not to
let that happen. Instead, artists in the community
established a fully Inuit-owned, non-profit society
called the Uqqurmiut Inuit Artists Association.
Led by its first Chairperson, Rose Okpik, the
Association raised funds to acquire the print
shop assets and to establish a centre for the
creation, display and marketing of arts and
crafts. In 1991, with support from the federal
government, the UIAA completed
construction of the first two of the three
buildings that now make up the Uqqurmiut
Centre for Arts & Crafts. (The third building,
the print shop, re-opened in 1995 after a fire
destroyed the old printmaking facility.)

Uqqurmiut
Inuit Artists’
Association
Mission
Statement
“To serve Pangnirtung artists
and the community of
Pangnirtung, to keep all of
their arts and culture alive,
and to ensure their full
participation and control by
creating employment and
training opportunities for
artists, providing a central
place for the creation and
marketing of art, contributing
to local tourism, and
providing an art archive to
preserve the art for future
generations.”
“Dancing Bird”
Malaya Akulukjuk/ Igah
Local Control . . .
The Uqqurmiut Centre for Arts and Crafts is
owned and operated through Uqqurmiut
Arts and Crafts (1993) Limited, a joint
venture company between the Uqqurmiut
Inuit Artists’ Association and the Nunavut
Development Corporation (NDC). The
Artists’ Association holds a 49 percent share
The NDC holds the majority interest (at 51
percent), and ensures that the company
maintains sound financial accountability and
follows generally-accepted business practices.
The NDC provides an annual operating
subsidy to the Centre, and also offers
accounting and administrative support.
However, the Centre’s ongoing management
and decision-making responsibility for the
company is handled by the seven-member,
all-Inuit Board of Directors of Uqqurmiut
Arts and Crafts.
w w w
The 2003 collection of
prints by Pangnirtung
artists celebrated 30
years of printmaking in
this community.
30
. . . and Local Benefits
Uqqurmiut Arts and Crafts leases the studio and

“Owl and Goose Become Human” Annie Kilabuk

exhibit spaces from the Artists’ Association, and also
provides all materials and equipment for artists working
at the Centre or in their own homes.
The company buys finished art products from the
individual artists. Finished artworks are resold through
the gallery at the Centre, and through NDC-owned
sales centres in other parts of Canada.
The company earns about
This structure means that the Centre can achieve a
number of objectives: $500,000 in sales each year.
• The tapestry and print-making studios provide
It is not yet financially self-
full-time employment for a minimum of six artists sufficient, and continues to
working on a piecework basis, and seasonal work rely on an annual operating
for up to 20 more.
subsidy from NDC. The
• The purchase of arts and crafts provide a Centre also receives funding
source of income for hundreds of other local
artists who work from their homes. for special projects from
• Responsibility for marketing, sales, and business
government sources such as
management rests with the company, rather the Canada Council for the
than with individual artists. Arts. However, with the
continued development of
new markets, the Artists’
Association is hopeful that
the Centre will one day be
a self-financing venture.

“Celebrating a Gathering”
Ishmael Naulalik/Geetee Maniapik/Kawkysie Kakee

31
 The Art of Community Development
The economic contribution made by the Centre to the

Night Flight, Alan Alikatuktuk/Geela Sowdluapik

community of Pangnirtung is significant – but the Centre is
about much more than economics. As a non-profit organization,
the Artists’ Association is also committed to social, educational,
and cultural objectives.
Part of the role of the Centre is to preserve the artistic record of
Inuit culture and traditions. The Centre holds an archive of over
20,000 original drawings and other artwork that document these
traditions. In addition to protecting this artistic heritage, the
Centre also inspires and encourages new artists by offering
Traditional sewing skills
courses in tapestry weaving and print-making, in partnership enabled Inuit women to
with Nunavut Arctic College. This ongoing training and transform animal hides
development helps to ensure that the arts remain a vibrant part into durable and
of community life. weatherproof clothing
that was uniquely suited
The Centre purchases, displays and sells only arts and crafts to the harsh northern
made locally. The close connection between the business and climate. Through the
local residents ensures that the operation is a community Pangnirtung tapestry
studio, these traditional
initiative, rather than solely a business venture. It also means skills have found a new
that the business provides an important avenue for expression. In 2002,
raising awareness of the Canadian Museum
Pangnirtung’s unique of Civilization featured
cultural heritage Pangnirtung tapestries in
an exhibit that toured
among audiences Canada. A large
all over the world. Pangnirtung tapestry
also hangs in the Great
Hall of the Nunavut
Legislative Assembly.

“Hunter on an Igloo” July Papatsie

32 Uqqurmiut Centre for Arts and Crafts

Keeping the Promise
It is never easy to maintain successful businesses in Of the many challenges faced
small communities that are isolated from major
population centres. Distance from markets, lack of
by the Uqqurmiut Artist’s
consumer awareness, and lack of infrastructure are all Association over the years, few
major barriers to community economic development have been as devastating as the
in the North. The Inuit Artists Cooperative, however,
has found ways to overcome these challenges – and
fire that broke out in the print
even, in some cases, to turn obstacles into advantages. shop in 1994. The blaze destroyed
Partnerships are an important part of the Centre’s the building, along with
business strategy. The Association has built equipment, materials, and many
relationships with businesses and governments. These works of art. But it could not
relationships have made the Centre stronger, and have
also raised the profile of Inuit art in national and undermine the spirit of the
international markets. Pangnirtung printmakers. The
The readiness of the Artists’ Association to adopt new artists relocated to a temporary
technologies is another successful strategy. Today, studio, where they successfully
broadband internet provides access to a global
advertising space, and a means of reaching potential
completed and released their 1994
customers anywhere in the world. The Centre print collection. The Association
anticipates that on-line shopping will soon be an also responded with a determined
important part of its revenue stream. At the same time,
the gallery and art studios attract visitor traffic from
fundraising effort, and soon
the fast-growing Arctic tourism industry. secured government grants to
Even the isolation of the community can be an asset. build a new print studio.
Although there is growing international interest in
Inuit culture and arts, few people will ever have an opportunity to visit the Arctic in
person. By highlighting the unique connection of the Centre with the community
and with individual artists, the Centre offers a way for people in urban centres to
establish a personal link with a community they otherwise cannot reach.
Behind all of these specific strategies, however, is the most powerful asset of the
Pangnirtung artists: sheer determination. The success of the Centre is the result of
many years of hard work and careful organizing. It is a reflection of
this community’s promise to itself to maintain a vibrant arts
and crafts economy – an economy that
carries ancient traditions into a
prosperous future.

“Alluring Dance” Andrew Qappik

33
 Acknowledgements

ForestEthics thanks the following individuals who generously

offered their time and stories to make this booklet possible:

Jason Forsyth
Marine Stewardship Coordinator
Tsleil-Waututh Nation

Terry Helary
General Manager
Northern Lights Foods

Larry Johnson
Economic Development Manager
Huu-ay-aht First Nation

Trevor Jones
Chief Executive Officer
Hupacasath First Nation

Evan Stewart
Natural Resources Management
Coordinator
Tsleil-Waututh Nation

Peter Wilson
General Manager
Uqqurmiut Centre for Arts and Crafts

34
Interviews and text by Darcy Dobell and David Pitt-Brooke
Design and layout by Marion Syme