Socio-Cultural Working Group - Employment & Training Report

Socio-Cultural Working Group Employment and Training Report

Volume One, May 13, 2013

Socio-Cultural Working Group Volume One Employment and Training Report

Socio-Cultural Working Group Report

Page 2

Table of Contents Tahltan Employment and Training Strategy

5

Successes So Far

7

Introduction

10

Rationale

12

Goals

13

Governance

14

Mandate of the Socio-Cultural Working Group

15

Leadership Forum

16

Economic Picture

17

Future Labour Needs

41

SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats)

44

Projected Outcomes & Recommendations

46

Reporting Framework

48

Budgets

49

Employment and Training Governance Structure

51

Tahltan Nation Education & Training Strategy

52

Socio-Cultural Working Group Report

Page 3

Socio-Cultural Working Group Report

Page 4

Tahltan Employment and Training Strategy

Socio-Cultural Working Group Report

Page 6

Successes So Far Training & Opportunity-Matching The Third Annual Job Fair in Dease Lake was held on April 20, 2013, bringing together employers, education and training providers, and funding organizations. Students from about 50 high schools in the region attended to learn about careers in mining, hydro and other opportunities.

Northern Lights College graduated 20 heavy equipment operators in January 2013. The graduates can now operate crawler dozers, track excavators and other vehicles used by the resource industry.

Pre-Employment Training for Tahltan Youth was completed recently. It involved: one week of job readiness training, plus two weeks of paid work experience in a camp setting. A YouTube video celebrates the program. Program provided by Spatsizi Remote Services Corporation (a subsidiary of Tahltan Nation Development Corp.), AltaGas, Tricorp and Sodexo.

Capacity Building An Employment and Training Coordinator hired for the whole Tahltan Nation.

Professional office skills training is underway for five employees of Tahltan organizations (TNDC, TCC, THSSA) via Northern Lights College.

Socio-Cultural Working Group Report

Page 7

Government Agreements Two major resource agreements were signed with the Province of British Columbia on March 14th, 2013: Resource-Revenue Sharing Agreement for the Forrest Kerr hydroelectric project. The province will provide Tahltan Nation with revenues beginning at $2.5 million per year for the 60-year life of the project. This is the first agreement signed under B.C.'s First Nations Clean Energy Business Fund, created by the Clean Energy Act. Shared Decision-Making Agreement – an historic government-to-government framework that will see Tahltan Nation and the B.C. government jointly make decisions about resources on Tahltan lands. Over the coming years, the two parties will address wildlife issues, mineral exploration and environmental monitoring for example.

Aboriginal Relations & Reconciliation Minister Ida Chong (center) with Tahltan leaders, Elders, and Castlemain Group negotiators.

The agreements received significant media coverage, including in the Vancouver Sun, The Tyee, and Terrace Standard.

Socio-Cultural Working Group Report

Page 8

Resource Developments Construction is underway on the Northwest Transmission Line (NTL) – initial clearing work is done, but major construction of towers, etc. begins shortly. It’s expected to complete in May 2014.

The power line is essential for major industrial initiatives such as the Imperial Mines’ Red Chris project.

AltaGas’s $1.2 billion micro-hydro project is well into construction. It is one of the largest run-of-river projects in North America. Completion date is also May 2014, to coincide with the NTL completion date.

Initial phase construction of Red Chris mine site is underway, including work on the tailing pond. Workers have been employed there for 1.5 years. The company needs to build its own transmission line spur (aka “NTL North”) to connect to the main NTL by May 2014.

Responsible Development Recognition A National Tides Canada “Top 10” environment award was given to Tahltan Central Council for our nation’s permanent protection of The Klappan, aka Sacred Headwaters, from industrial development.

President Annita McPhee received this award in Toronto, along with Shell Canada and environmental groups. McPhee received significant media exposure in Canada and the U.S. about Tahltan Nations’ model for sustainable economic development.

Socio-Cultural Working Group Report

Page 9

Introduction The Tahltan people are facing unprecedented development in their traditional territory. In the last decade, nine mega-projects have been proposed. Three of those projects are under construction.

The AltaGas Forrest Kerr 195 MW project is scheduled for completion in Fall 2013. In addition, AltaGas’s other two run-of-river projects in their micro-hydro cluster, Volcano and McLymont, are under construction and will be completed in 2015. The Northwest Transmission Line is scheduled for completion by May 2014. With an estimated Tahltan labour force of 1,800, including 600 workers in the core communities of Telegraph Creek, Dease Lake and Iskut, there is a strong need for an employment and training strategy.

Outside Tahltan Territory to the south, large projects are under construction and being planned.

The Northwest is conservatively expected to have $10 billion worth of projects built in the next five years. There are a number of LNG plants proposed, as well as the $5 billion Rio Tinto Alcan upgrade. These outside projects will both compete for workers from the Tahltan labour force and provide opportunities for Tahltan workers.

In order to meet its mandate and the challenge of ensuring the Tahltan people benefit from this rapid development, the Socio-Cultural Working Group has commissioned an employment and training strategy for the Tahltan people. This document will lay out the conditions, challenges and suggested strategies and recommendations to plan for employment and training in the Tahltan territory.

(Seated L-R) Chief Marie Quock, Chief Rick McLean, and Tahltan Central Council President Annita McPhee signing an agreement with Altagas executives on September 28, 2011 for the McLymont Creek and Volcano Creek hydroelectric run-of-river projects.

Socio-Cultural Working Group Report

Page 10

Table 1: Projects in Tahltan Territory

"[These developments] mean people can stay in the community, buy the food they need, live their lives, and not have to rely on social assistance dollars."

- Chief Rick McLean, Tahltan Band Council

Source: Tahltan Nation Development Plan, 2013

Socio-Cultural Working Group Report

Page 11

Rationale The Tahltan people, through their partnership with the B.C. Government, are working to proactively plan for this development through the Socio-Cultural Working Group (SCWG). One of the tasks of the SCWG is to build an employment and training strategy to allow the Tahltan people to benefit fully from these large-scale developments.

The Tahltan have never had an employment and training strategy for their people and as such have never built the necessary governance and infrastructure.

Socio-Cultural Working Group Report

Page 12

Goals This employment and training strategy has three distinct goals: 1. To establish a mandate and create Tahltan’s own employment and training strategy.

Currently, Tahltan are in reactionary mode and do not have their own information and strategic goals in position when large economic development opportunities and training initiatives present themselves.

2. To establish the governance and infrastructure to support goal one.

3. To create an ongoing sustainable employment and training program that is funded and resourced appropriately and is charged with implementing the strategic goals of the Tahltan Nation as they relate to employment and training

Chart 1: Goals of the Employment and Training Strategy

Strategy(and( Mandate(

Governance(and( Infrastructure(

( Establish( Strategy(and( Mandate(

Socio-Cultural Working Group Report

Ongoing(

( Establish( Program( Structure(

(

( Implement( and(Deliver( Strategic( Trainin (

Page 13

Governance The Tahltan governance structure is currently comprised of three governments including the Tahltan Central Council, the Tahltan Band and the Iskut First Nation. The Tahltan Band looks after the reserves at Dease Lake and Telegraph Creek while the Iskut First Nation looks after the reserves at Iskut. The Tahltan Band has an estimated population of 1,708 members while the Iskut First Nation has 705 members on their members list. The Tahltan Band governance structure is comprised of a Chief and five councillors who are elected on a two-year election cycle. Iskut First Nation has a Chief and five councillors who are elected on a staggered three-year election cycle.

Both bands have signed band council resolutions (BCRs) charging the Tahltan Central Council with the responsibility of looking after title and rights for the Tahltan Nation. The Tahltan Central Council also looks after larger Nation planning efforts and government responsibilities. The Tahltan Central Council has a President, Vice-President and Secretary Treasurer, all of whom are elected by all members of the Nation on a two-year cycle. Rounding out the council are ten family representatives who are appointed by their families at the AGM. In a census carried out in 2009, the TCC counted over 2,700 members of Tahltan ancestry in the Tahltan Nation.

Both the Tahltan Band and the Iskut First Nation currently have economic development officers as well as an Education Coordinator. The Tahltan Central Council hired an Employment and Training Coordinator for the Tahltan Nation in January 2013.

Although the Bands have positions such as Economic Development Officers with responsibilities in the areas of training and employment as part of their job descriptions, there is no real infrastructure for building up the capacity of the Tahltan people or strategically targeting resources to ensure that local workforce needs are met. The Tahltan Nation requires a focused governance structure for the employment and training of the Tahltan people. This is a Nation issue that not only encompasses members living in the communities, but Tahltan members who live outside the territory as well. The benefits of building a well-resourced and focused governance structure include a long-term consistent focus, and a mandate to build up the capacity of the Tahltan people to ensure they participate fully in the economic development of the territory.

Analysis: Rationale for developing the foundational governance structures of a Tahltan employment and training initiative

1. The Tahltan Nation does not have a singular focus on employment and training 2. There is no current dedicated governance infrastructure to support an Employment and Training strategy 3. Employment and Training efforts are not consistently resourced by the Tahltan Nation 4. There is no strategic focus to employment and training efforts

Socio-Cultural Working Group Report

Page 14

Mandate of the Socio-Cultural Working Group The members of the Tahltan Socio-Cultural Working Group consist of a Chair, Representatives from the Tahltan Band, Iskut First Nation and the Tahltan Central Council. Provincial representatives from the Ministry of Aboriginal Relations and Reconciliation sit on the Working Group and any ministries from the government may be invited as needed.

The Tahltan and Province are establishing a Social Cultural Working Group to address sociocultural matters as they generally pertain to the wellness and survival of the Tahltan Nation and potential changes associated with the Northwest Transmission Line (“NTL”) and development that the NTL enables (“NTL Impacts”).

The SCWG will be a high-level body that will identify strategic priorities and opportunities in the mitigation of impacts and enhancement to Tahltan socio-cultural well-being as related to the NTL. The SCWG will provide direction and oversee associated work undertaken through a Standing Sub- Committee and other forums in order to implement long term strategies that foster sociocultural well-being. The SCWG will seek to change the dynamics and patterns of the past, and create a mutually enriching structures and outcomes.

Socio-cultural matters include, but are not limited to, family development, health, language, culture, education, training, employment, food security, justice, housing, public safety and economics.

If a matter affects the Tahltan community’s sense of identity, well-being and/or safety, addressing it is critical. SCWG may address all socio-cultural matters.

However, SCWG priorities will be to address matters that are reasonably linked to NTL Impacts.

The immediate priorities of the SCWG include building strategies around Health, Employment and Training, Language and Culture and Community Infrastructure. As outlined in ‘Getting Our Voices Back’, 2012, the SCWG has two main mandates: 1. To protect Tahltan culture and society from the potential negative effects of rapid development 2. To ensure Tahltan members are ready for the employment opportunities arising from development

Socio-Cultural Working Group Report

Page 15

Leadership Forum One of the first activities of the SCWG was to create a Leadership Forum for the Tahltan people to discuss goals and strategies to meet the challenge of rapid development. The Tahltan people met over two days in March 15-16, 2012 to plan for development. One of the main priorities they identified was the need for training and employment. As well the people in the forum worked collaboratively during those two days to create a vision for training and employment:

Vision: A self-reliant, self-sufficient Tahltan Nation with our own Tahltan based policy and curriculum regarding employment and training in the territory implemented by the Nation.

Some of the goals identified by the Tahltan people were to: 1. Undertake the creation of an essential skills inventory 2. Form a committee with two representatives from each of the three communities 3. Create a Tahltan employment and training centre to focus, combine, and prioritize funding according to needs across the whole Nation, rather than each community doing its own thing Other strategies and activities suggested by Tahltan members were to: 1.

2.

3.

4.

5.

6.

7.

Create accessibility to training Have input into the employers’ hiring committees Have options for employers regarding training or accessibility to training Help employees achieve the career of their choice Deliver more management training Have access to a jobs website Create a central training and employment organization so all money can be directed to the Tahltan people to design and implement training 8. Train the trainer 9. Staged training and responsibility

Socio-Cultural Working Group Report

Page 16

Economic Picture Preface The Tahltan people have had a long history with mining and large construction projects in the area.

Beginning with the Telegraph line to Alaska, the building of the Alaska Highway during World War II and the Cassiar Gold Rush, the area has been subject to many boom-bust cycles. Over the past sixty years, the Tahltan people have been deeply involved with mining projects from exploration to large operating mines.

Table 2: Operating Mines in the Territory Mine Cassiar Asbestos Mine Snip Mine Eskay Creek Golden Bear Johnny Mountain Erickson Gold Mine

Construction

1990

1995 1988

Operating 1952-1992 1991-1999 1994-2008 1996-2001 November 1988-August 1990, 1993 1983-1988, 1994-1997

Mineral Asbestos Gold Silver, Gold Gold Gold Silver, Gold

“As a Tahltan Nation, we want to prepare for the billions of dollars in resource developments that are being proposed.”

- Annita McPhee, President, Tahltan Central Council

Socio-Cultural Working Group Report

Page 17

Economic Boom Underway Currently, the Northwest is experiencing a boom with construction underway on the three AltaGas run-of-river projects, the Northwest Transmission Line and the Red Chris Mine. It is expected that the construction boom will be over substantially by 2016-2017 with the peak of construction happening in 2014.

2015 will mark a pivotal turning point as employment in the area will turn from construction jobs to long-term operations jobs in the Red Chris mine.

The mine will need a substantial amount of heavy equipment operators, electricians, welders, supervisory staff and labourers. This will require some forethought and planning as the Tahltan workforce is currently comprised mostly of jobs related to construction including heavy equipment operators and labourers. Many of the jobs in the mine will require apprenticeships, upgrading of core skills and further investment in education.

Chart 2: Expected Employment Profile in Tahltan Territory, 2012-2018

EXPECTED 1600 1400

Employment

1200 1000

Construction

800

Operations

600

Total

400

Non-Industrial

200 0

Source: Tahltan Nation Development Plan, 2013

Source: Tahltan Nation Development Plan, 2013

The following excerpt from the Tahltan Nation Development Plan describes the current employer and estimated employee situation within the three communities: Socio-Cultural Working Group Report

Page 18

A face-to-face employment survey, combined with telephone follow-up, was conducted with employers in November 2012 and employment levels for June 2011 and June 2012 were obtained. The results are shown in Table 1. The core employers are primarily the public sector

The following excerpt from the Tahltan Nation Development Plan describes the current employer and estimated employee situation within the three communities:

A face-to-face employment survey, combined with telephone follow-up, was conducted with employers in November 2012 and employment levels for June 2011 and June 2012 were obtained. The results are shown in Table 1. The core employers are primarily the public sector (First Nation governments, K-12 education, health care and road maintenance) at approximately 250 of the estimated 397 full time equivalents (FTEs). Core employment, in this context, is those FTEs which are not directly involved in the large scale industrial infrastructure construction. The accuracy of the estimated number of FTEs is approximately +/-5%.

3!

6.5!

62.0!

5!

91!

Dease!Lake!

40!

86!

17.0!

99.5!

10!

253!

Telegraph!

18!

3!

0!

31.0!

5!

57!

Total!!Employment

Self!Employed!&!

Others!

14!

22523,!48!! !Const U/li/es,!&!Transp

Iskut!

!

61562,!91!! !Govt!

(Educa/on,!Health,!

Public!Admin)!

44545!! !Retail!Trade

11,!14,!72!! !Fishing,!

Hun/ng,!&!Accm.

Table 3: Employment by Sector Core—Summary

In addition to the core employment, there were an estimated 555 FTEs working in the Ka-ayeh on the large industrial infrastructure construction in June 2012 (see Table 2). This excludes the major and minor exploration crews working in the Ka-ayeh. Of the estimated 555 FTEs, 69 were working directly for TNDC, with the remainder at AltaGas Ltd. projects, Northwest Transmission Line (NTL), Red Chris mineral project, TNDC joint venture partners and other contractors. The significant impact of large scale industrial infrastructure construction, related to new industrial development – hydro projects, transmission lines and new mine development – has been shown separately. As will be shown in the following section, the industrial projects construction at this point has had very limited impact on the local demand for goods and services given its southern location in the Ka-

Socio-Cultural Working Group Report

Page 19

ayeh and remote camp housing for workers. Yet, the number of FTEs and their pay levels make them a very large economic force in the Ka-ayeh.

Table 4: Construction employment estimate (June 2012) Company( TNDC% AltaGas/Forest%Kerr% NTL/McLymont% Red%Chris% Other% Total(

Employment( 69% 234% 61% 191% 45% 600(

There are also a number of individuals with incomes derived from the following: •

Contractual work directly with the major industrial projects and not through TNDC

•

Informal sector activity including arts, crafts, commercial fishing, and home based businesses

•

Pensions and investment incomes

These figures also do not reflect the following: 1) the seasonal shifts in employment with traditionally lower levels of employment in winter than in summer; 2) the growth in industrial construction activity that got underway starting in July of 2012 at Red Chris Mineral Project and on the NTL projects; and 3) substantial activity taking place at other major industrial projects at various stages of development including Galore Creek, Seabridge and Pretium Resources’ Brucejack mineral projects. The combination of these factors increased the total construction employment well beyond 600 in June 2012.

Socio-Cultural Working Group Report

Page 20

Public Sector Organizations There are three categories of Tahltan government owned businesses.

1. Tahltan Band has three commercial enterprises, the Tahltan Centre Ltd. (store and fuel depot), the River Song Tourism Company and seven commercial salmon fishing licences for the Lower Stikine that are leased out annually to Great Glacier Salmon. Economic development is handled by the Band Manager and the Chief. Economic development potentials are reviewed directly by the Band Council.

2. Iskut First Nation has one commercial enterprise, the Kluachon Store and Fuel Station, a full time economic development staff person, an economic development committee. The band also has a recently completed economic development strategy.

3. The three governments – Tahltan Band, Iskut First Nation and Tahltan Central Council -own a successful economic development corporation, Tahltan Nation Development Corporation (TNDC), that focuses on heavy construction. The company’s mission is: “...to enable the Tahltan Nation to fully participate in the economic activities and development occurring within Tahltan traditional territory and to provide employment, training and contracting opportunities to Tahltan members.”

TNDC has 17 permanent core professional administration and mechanical staff including those that work at the heavy equipment mechanics shop in Dease Lake. Construction project staff rose to more than 100 in the summer of 2012. When there are heavy construction projects in the region, TNDC has a major economic impact on the Territory both through its direct contracting and employment of Tahltans, as well as through its 21 joint venture partnerships. TNDC also uses many Tahltan owner-operated businesses as suppliers or subcontractors. The Corporation’s level of activity has fluctuated with the level of heavy construction activity in the region over the last two decades. TNDC has been able to build substantial Tahltan management capacity at the staff and board levels.

Socio-Cultural Working Group Report

Page 21

Private Sector The region’s private sector is small with minimal retail, personal and business services, and other non-government commercial activity. There are a series of seasonal tourism facilities associated with the guide outfitting industry, and the transportation corridor between B.C. and the Yukon and Alaska. Highway 37 is the shortest road distance (also with the least changes in grade) to northwestern communities above the 60th parallel. Table 3 provides a list of most formal businesses currently operating in the Territory. There are also approximately 12 heavy equipment contractors who own machinery, who have been captured in the employment tables above and are not included in the list below.

Table 5: Employers—Tahltan Territory (2012) DEASE LAKE Tahltan Outfitters Ltd Tahltan Guides Association Arctic Divide Inn and Motel BC Yukon Air Service Dease Lake RV Park Dease River Crossing Mama Z's Jade Boulder Café Northway Motor Inn and Restaurant Northern Bear Gifts and Souvenirs Northern Thunderbird Air Super A Foods Waters Edge Campground Little Dease Adventures Bradford and Co. Guide Services Dease Lake Airport Pacific Western Helicopters Creyke Family BC Safaris Golden Bear Outfitters

Socio-Cultural Working Group Report

TCC RCMP School District 87 -­‐ Office School District 87 – Dease Lake School TNDC -­‐ Shop TNDC -­‐ Admin Stikine Health Centre Lakes District Maintenance Service BC Rumor's Café Clean Slate Hardware THSSA (People's Haven) Northern Lights College BC Hydro Dease Lake Firehall Bandstra Transportation Tanzilla Pub Turtle's Tires Valard (non-­‐TNDC contractors)

Page 22

TELEGRAPH CREEK Glenora Guest Ranch Stikine Riversong Café Stikine View Lodge Up the Creek B&B Tsayta Air Shesley River Outfitters Tahltan Centre Ltd Fishing Canada Post Tahltan Band Health Clinic (run by THSSA) School District 87 – Tahltan School RCMP AltaGas Ltd.

ISKUT & AREA Bear Paw Resort Eagle Creek Outfitters Grass Creek Ventures Harbour Air Flightseeing Adventures Iskut Lakes Lodge Mountain Shadow RV Park and Campground Red Goat Lodge Spatsizi Wilderness Vacations Tatogga Lake Resort Todagin Guest Ranch Trappers Souvenirs Iskut FN – Klappan Independent Day School Iskut FN – Iskut Valley Health Centre Northwest Telecom BC Hydro Kluachon Store Bell 2 Lodge and Last Frontier Heli-skiing

Socio-Cultural Working Group Report

Page 23

Summary Analysis: The Tahltan Economic Picture •

Tahltan workers have a strong knowledge of mining with many Tahltan members working at Cassiar, Eskay, Snip, Erickson, Golden Bear and outside mines such as Huckleberry

•

Tahltan workers and businesses have a strong history of building large construction projects with recent projects including Forrest Kerr, Northwest Transmission Line, and Galore Creek

•

2015 will be a pivotal turning point as employment in the area will turn from construction jobs to long-term operations jobs in the Red Chris mine

•

The Red Chris mine will require a substantial number of tradespeople

•

Many of the trades jobs will require basic to advanced math and literacy skills

•

The demand for employees and increased economic activity is causing stress on the human resources of the Tahltan government and the Tahltan Nation Development Corporation

•

Management and core administrative functions are under duress as a result

•

There will be a requirement for further investment in management and administration jobs that directly and indirectly support resource development

•

Employment in Tahltan territory extends beyond resource industries – more than half of the jobs come from such sectors as government, tourism and guide/ outfitting, and road maintenance

Socio-Cultural Working Group Report

Page 24

Education Landscape There are three public schools at Dease Lake, Iskut and Telegraph Creek. In 2011/2012, there were a total of 179 students attending all three schools. Dease Lake is the only school offering K-12 while Tahltan School in Telegraph offers K-8 and Klappan Independent Day School in Iskut offers K-8. There is currently a five-year Aboriginal Education Enhancement Agreement in place between the communities, School District 87, and the Ministry of Education that will expire in 2015.

Overall, the past five years have seen a thirty percent decline in students in the three schools with the largest decline being felt at the secondary level. This is expected to have a substantial impact on funding for the school district and the three schools.

Table 6: Dease Lake, Iskut and Telegraph Creek School: Head Counts Year

Elementary

Secondary

All Grades

2007/08

162

94

256

2008/09

141

102

243

2009/10

138

74

212

2010/11

119

71

190

2011/12

117

62

179

% decline

-27.8%

-34.0%

-30.1%

Table 7: Iskut (Klappan Independent Day School) Year

Elementary

Secondary

All Grades

2007/08

37

13

50

2008/09

32

9

41

2009/10

34

7

41

2010/11

34

6

40

2011/12

33

6

39

% decline

-10.8%

-53.8%

-22.0%

Socio-Cultural Working Group Report

Page 25

Table 8: Telegraph Creek (Tahltan School) Year

Elementary

Secondary

All Grades

2007/08

36

12

48

2008/09

37

18

55

2009/10

32

10

42

2010/11

33

11

44

2011/12

32

2

34

% decline

-11.1%

-83.3%

-29.2%

Table 9: Dease Lake (Dease Lake School) Year

Elementary

Secondary

All Grades

2007/08

89

69

158

2008/09

72

75

147

2009/10

72

57

129

2010/11

52

54

106

2011/12

52

54

106

% decline

-41.6%

-21.7%

-32.9%

In addition to participating in the Enhancement Agreement, the Iskut First Nation has a Local Enhancement Agreement in place for the Klappan Independent Day School. However, the Tahltan Nation does not currently have an education strategy of its own.

The following shows the Foundations Skills Assessment results for Aboriginal students from School District 87 over the last ten years for Grades 4 and 7 in reading, writing and numeracy. Both charts show a large percentage of students not meeting provincial standards. This has repercussions for Tahltan students with opportunities to fill jobs that require a skilled and educated workforce, such as trades.

Socio-Cultural Working Group Report

Page 26

Enhancement Agreement in place for the Klappan Independent Day School. However, the Tahltan Nation currently has no education strategy of its own.

The following shows the Foundations Skills Assessment results for Aboriginal students from School District 87 over the last ten years for Grade 4 and 7 Reading, Writing and Numeracy. Both charts show a large percentage of students not meeting provincial standards. This has repercussions for Tahltan students with opportunities to fill jobs that require a skilled and educated workforce such as trades.

Chart 3: Percentage of Aboriginal Students in School District 87 Meeting or Chart 3: Percentage of Aboriginal Students School District 87 Meeting or Exceeding Provincial Exceeding Provincial Standards ininGrade 4 Reading, Writing and Numeracy Standards in Grade 4 Reading, Writing and Numeracy Foundational Skills Assessments, 2001/2002 to Foundational Skills Assessments, 2001/2002 to 2011/2012 2011/2012 90 80 70 60 50 Reading

40 30

Writing

20

Numeracy

10 0

Chart 4: Percentage of Aboriginal Students in School District 87 Meeting or Exceeding Provincial Standards in Grade 7 Reading, Writing and Numeracy Foundational Skills Assessments, 2001/2002 to Chart 4: Percentage of Aboriginal Students in School District 87 Meeting or 2011/2012

Exceeding Provincial Standards in Grade 7 Reading, Writing and Numeracy Foundational Skills Assessments, 2001/2002 to 2011/2012

100

15

90 80 70 60 50

Reading

40

Writing

30

Numeracy

20 10 0

Socio-Cultural Working Group Report

Analysis: The Tahltan education landscape 1) There is no internal Tahltan Nation education strategy

Page 27

Analysis: The Tahltan Education Landscape •

There is no internal Tahltan Nation education strategy

•

Foundational scores on reading, writing and numeracy in the schools suggest that remedial training and upgrading will have to be undertaken at the adult levels

•

Graduation rates have to be improved

•

There are declining student numbers in the schools

•

Low levels of school enrolment are creating threats to funding at the school level

Socio-Cultural Working Group Report

Page 28

Post-Secondary Institutions Northern Lights College has a physical campus at Dease Lake and is currently providing training through the Labour Market Partnership program. Northern Lights College closed its doors for a period of over two years while construction was underway. In September 2012, the college reopened its doors and began delivering heavy equipment operator training, office skills training and class 1 driver training. These programs were funded through the Labour Market Agreement from the provincial government.

Northwest Community College (NWCC) provides a number of diploma, certificate and training programs in the community of Terrace which is approximately a 6-7 hour drive from Dease Lake.

The list of services from NWCC’s website include “college access programs; health and human services programs; online programs; university credit programs, trades foundation and apprenticeship programs.”

Chart 5 below from the NTL Labour Market Research study shows the approximate student enrolment in NWCC programs.

Chart 5: Northwest Community College Domestic Student Headcount, 2009-2010

Source: NTL Labour Market Research Summary, 2012

Socio-Cultural Working Group Report

Page 29

The closest university is located in Prince George at the University of Northern British Columbia (UNBC). The drive from Dease Lake to Prince George is approximately 15 hours.

There is currently no formal relationship between the Tahltan Nation and any of the post-secondary institutions that service the Tahltan territory. However, informal relationships can be built. For example, the education coordinator for Iskut sits on the board of Northwest Community College and is the First Nations Council Chair. Establishing a relationship with the post-secondary institutions could create better service delivery and assist in achieving the goals that the Tahltan set for employment and training. This relationship might also include a reporting framework as currently there is no sense of how many Tahltan members are engaging in post-secondary training and education and what they are accessing in any given year.

Recent Training Initiatives In 2011, a NTL employment coordinator was hired and a number of “bootcamp” short-term courses were delivered at Northern Lights College to prepare workers for jobs connected with the Northwest Transmission Line. The courses were offered to a maximum of 18 students and included a number of courses identified in Table 10.

Table 10: Courses delivered in advance of construction of the Northwest Transmission Line Feb 28/11 H2S Alive Mar 1/11 Transportation of Dangerous Goods Mar 2/11 WHIMIS Mar 3/11 Occupational First Aid Level 1 Mar 4-5/11 Transportation Endorsement Mar 7/11 Class 7 driver’s license preparation course Mar 8/11 Bear Awareness Mar 9/11 Chainsaw Safety Mar 10-11 /11 Class 4 driver’s license preparation course Mar 14/11 Introduction to Fire Fighting Mar 22-24/11 ATV Rider Safety Mar 26-27/11 Introduction to Environmental Monitoring Mar 28/11 Foodsafe Level 1 Mar 31/11 Helicopter Safety Apr 11-12/11 Rigging & Lifting course The Tahltan Nation Development Corporation also pays for training for its staff through its own revenues and other initiatives. Typical training on this front includes project management training, payroll training, accounting, Red Seal certification and other job-related training.

Socio-Cultural Working Group Report

Page 30

Analysis: Post-secondary Institutions and Training Initiatives •

Intermittent funding for training – The funding for training comes from a number of different sources and is intermittent.

•

No input from Tahltan for outside training initiatives - Quite often the funding provided for training does not have input from Tahltan. The needs and direction of the Tahltan Nation are not well served by these efforts.

•

Funding parameters and requirements - Quite often education and training funding comes with very specific parameters that do not match the needs of the Tahltan people. For example, funding from AANDC is oriented towards university degree programs. Likewise, funding from Labour Market Agreement (LMA) programs are oriented towards people on Employment Insurance.

•

Geographic dispersion – Most programs are delivered far from the Tahltan communities in Terrace, Smithers and Prince George. The NLC campus in Dease Lake was shuttered for two years and is now delivering intermittent courses such as Heavy Equipment Operator (HEO), office skills and Class One driver training.

•

Lack of family supports – Many adult students have to care for families and there are not a lot of family supports to help adult learners in school.

•

Partnerships – There are no formal relationships between the colleges and the bands and the TCC at this point in time.

•

Overall needs assessment – There is a lack of understanding regarding the capacity, education and skills levels and actual needs of the Tahltan people.

Socio-Cultural Working Group Report

Page 31

Training Initiatives and Organizations Currently there are a number of employment and training initiatives administered by different organizations in the region and across the province that are available to Tahltan members and are specifically targeted towards the Northwest regional area.

Tricorp currently administers the ARDA for the region. Tahltan Nation does not have a formal relationship yet with this group which only took over the ARDA in 2012. The mandate and goals of the Tricorp program (TESTS) are laid out below.

Tricorp Employment, Skills & Training Services (TESTS) Tricorp Employment, Skills & Training Services (TESTS) is an integrated approach to Aboriginal labour market programming. TESTS links training to labour market demand and ensures that Canada’s Aboriginal peoples can fully participate in economic opportunities.

Under this strategy, TESTS is designed to deliver employment programs and services best suited to the unique needs of our clients. TESTS focuses on three priorities: •

supporting demand-driven skills development

•

fostering partnerships with the private sector and the provinces and territories

•

placing emphasis on accountability and results

TESTS is designed to help Aboriginal people prepare for and find high-demand jobs quickly, and keep these jobs in the long term. All Aboriginal people, regardless of status or location, may access its programs and services, including:

1

•

skills development

•

training for high-demand jobs

•

job finding

•

programs for youth

•

programs for urban and Aboriginal people with disabilities

•

access to child care 1

Retrieved from: http://www.tricorp.ca/index.php/tricorp_employment_and_skills_training_services_tests

Socio-Cultural Working Group Report

Page 32

BC Aboriginal Mine Training Association The BC Aboriginal Mine Training Association (BC AMTA) has delivered training in the Northwest and in the Tahltan area in advance of some of the proposed mines. During program delivery, the organization found it challenging to service the area due to the large geographic distances, the extended closure of Northern Lights College, and program constraints related to its federal funding.

BC AMTA still has a goal to deliver training and services to mines and communities in Northwestern B.C. and is a potential partner for the Tahltan.

In addition, there are many provincial initiatives and funds that align with the goals of this strategy: •

LMDA Annual Plan: partner with employers and communities to address regional and sector specific labour market needs

•

B.C. Jobs Plan: working with employers and communities to enable job creation across B.C.

•

Families First Plan: creating wealth through new business and job creation

•

Partnerships and Innovation Fund Goals: increase employment opportunities for unemployed British Columbians through the use of partnerships, shared information, technology and innovative practice; and help communities and employers identify and respond to labour market needs

Socio-Cultural Working Group Report

Page 33

Tahltan Resources In addition to these targeted employment and training organizations and initiatives, Tahltan have negotiated a number of training opportunities and scholarships from various agreements with industry and BC Hydro. The opportunities flow from the three AltaGas agreements, the Northwest Transmission Line agreement, the Galore Creek agreement, the CopperFox scholarships, the Galore Creek Scholarships and the Tahltan Procon Scholarship.

In addition, AANDC post-secondary educational funding for Tahltan members is available through the Iskut and Tahltan Bands.

Table 11: Dedicated Tahltan Education and Employment Resources Opportunity

What

How much?

AltaGas Internships

Two-year internship for one Tahltan Hiring decision member per year for 10 years

AltaGas Scholarships

Scholarship

$25,000 per year adjusted for inflation

Galore Creek Scholarships

Scholarships and Bursaries

$15,000 per year

Tahltan Band education funding Iskut Band education funding Tahltan Procon Scholarship

Education Funding Education Funding Scholarship

TBD TBD TBD

£ãni Etiè Tahltan Scholarship

Scholarship

$300 per year

Socio-Cultural Working Group Report

Page 34

Tahltan Population Estimates The median age of the Tahltan people is more than eight years younger than the general Canadian population. Within the core communities of Dease Lake, Iskut and Telegraph Creek, the median ages are somewhat diverse, with Telegraph Creek’s aging population matching the Canadian average, while Dease Lake and Iskut have much younger populations on average. The Tahltan Nation Development Corporation and other employers in the area also draw heavily from Tahltan members in Terrace and Smithers to fill their labour needs.

Table 12: Average Age of Tahltan People Average Age

Canada

Total

40.6 years

Male

39.6 years

Female

41.5 years

BC 41.9 years 41.1 years 42.7 years

All Tahltan

Telegraph Creek

Dease Lake

Iskut 32.8 years 31.5 years 34.5 years

32.0 years 42.4 years 31.2 years 44.9 years 32.8 years 39.4 years

Outside Tahltan

32.6 years 30.7 years 31.1 years 29.6 years 34.4 years 31.8 years

Current Tahltan Labour Force Estimates The Tahltan currently have 1,884 members who fall under Statistics Canada’s traditional age definition of the Canadian Labour Force from ages 15 to 65.

Table 13: Tahltan Labour Force Age Distribution Ages FEMALE 15 16 17 18 19 20 21 22 23 24 25 26 27

22 20 24 19 26 23 20 32 22 16 16 26 17

MALE

Total

23 23 25 29 28 16 22 25 20 34 24 20 22

45 43 49 48 54 39 42 57 42 50 40 46 39

Socio-Cultural Working Group Report

Page 35

28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 Total

32 32 18 16 22 18 20 17 11 18 14 24 18 18 27 19 24 27 26 17 21 20 19 20 12 18 18 17 15 11 9 9 15 11 9 10 6 7 948

19 19 15 20 26 19 20 18 14 11 18 17 22 16 25 21 17 23 15 28 21 29 17 26 18 11 18 14 19 12 13 8 5 6 6 6 8 5 936

Socio-Cultural Working Group Report

51 51 33 36 48 37 40 35 25 29 32 41 40 34 52 40 41 50 41 45 42 49 36 46 30 29 36 31 34 23 22 17 20 17 15 16 14 12 1884

Page 36

Analysis: Tahltan labour force estimates •

Population declining in Dease Lake, Iskut and Telegraph Creek

•

Anecdotally, Tahltan people and families are moving away from our territories to Terrace and Smithers

•

Traditionally there has been a pattern of Tahltan workers following job sites from mines in the Yukon to the oil and gas sector in Northeastern B.C.

•

This is a young labour force with 25% of Tahltans being 25 or younger

Socio-Cultural Working Group Report

Page 37

Employment, Income and Post-Secondary Training Estimates The 2006 StatsCan Census reported that the Tahltan Band had the following income characteristics:

Table 14: Income Characteristics of the Tahltan Band, 2006 Census 2006

Income characteristics

Total

Persons 15 years of age and over with income Avg. total income (all persons with income ($) All persons with earnings (counts)

Male

215

Female

115

22,509 27,067 140

Avg. earnings (all persons with earnings ($)

2001

Composition of total income (100%)

95

Male

200

Female

115

80

17,152 18,614 20,056

16,611

80

25,799 31,161

Total

60

150

85

65

18,966 19,059 21,228

16,087

100

100

105

100

97

104

Earnings: % of income

75

84

70

77

77

71

Government transfer: % of income

21

18

29

21

18

26

2

3

2

2

3

2

Other money: % of income

In contrast to the 2006 StatsCan survey, a 2007 census undertaken by the Tahltan people reported a more optimistic picture. This slice of the Tahltan demographic was taken during the height of the Galore Creek development. Shortly afterwards, Galore came to a sudden halt due to major cost overruns and engineering challenges. The 2006 survey and 2007 census show the variations in incomes in a boom-bust economy. Tahltan do not have a clear picture of the employment and income landscape in the area. Regularly reported statistics on leading measures such as income assistance and Employment Insurance (EI) are not publicly reported for the Tahltan territory, and those reported at the regional level are hard to extrapolate to a more granular level.

Socio-Cultural Working Group Report

Page 38

Economics, Education and Employment Employment levels were relatively high: •

48% of respondents were employed full-time

•

16% were employed either part-time, and another 16% reported seasonal employment

•

Only 9% were unemployed, and 5% were retired

Note: numbers may be over 100%, as seasonal employees may have been unemployed at the time of the census.

In 2007, income levels were relatively high: •

33 households reported incomes over $75,000

•

36 households reported income between $25,000 - $50,000

•

21 households reported income of less than $25,000

•

17 households preferred not to answer, and 10 did not know their income levels

Education and training levels were above average: •

More than half of the respondents had high school graduation or more, with 17 college or university graduates, 48 with some college or university, and 21 having completed trades or apprenticeship programs

•

115 of respondents reported having completed some high school

Occupation types varied, but were strongest in construction (115) and mining (48), as well as retail and services (48).

Some traditional occupations remain in the Nation, including staying home to care for the family (60), and some trapping, hunting and fishing (24).

Socio-Cultural Working Group Report

Page 39

Analysis: Employment, Income and Post-Secondary Estimates 1. Tahltan people have a strong attachment to the Labour Force 2. The boom-bust economy creates variation in income and employment levels 3. Education levels are relatively high with good human capital built up around large construction and mining projects 4. There are no regularly reported statistics on Tahltan income and employment levels

Socio-Cultural Working Group Report

Page 40

Future Labour Needs Red Chris Labour Force Needs The Red Chris mine will require 115 FTEs during operations and 56 FTEs for maintenance of the mine on an annual basis. During operations, there will be 80 Equipment Operators (Dozer/Loader), Truck Drivers, Shovel Operators and Drillers required. Very few of the jobs will require low skills and most will require training and/or certification of some sort.

Similarly for maintenance of mine operations, the mine will require 26 mechanics and eight welders.

Few of the workers required for mine maintenance will have low skill levels.

Table 15: Representative manpower needs by occupation during operations and maintenance of the Red Chris mine MANPOWER PROJECTIONS

Projected FTE Annual Basis

Mine Operations Superintendent General Foreman Training Foreman Drilling & Blasting Foreman Operations Foreman Surface Crew Foreman

Technical Manager Mine Engineers Mine Geologists Mine Technicians

Drillers Shovel Operators Equipment Operators (Dozer / Loader) Truck Drivers Surface Crew Operators and Labourers Blaster

1 1 2 2 4 2

1 2 2 6

12 12 28 28 6 2

Socio-Cultural Working Group Report

Page 41

MANPOWER PROJECTIONS

Projected FTE Annual Basis

Blaster Helper

Total Manpower Mine Operations Total Equipment Operators Ratio of Tradesmen / Operators

Mine Maintenance Superintendent General Foreman Supervisors Planners

Mechanics Welders Uncertified Journeymen / Apprentices Servicemen Labourers

Total Manpower: Mine Maintenance Total Manpower: Mine Operations & Maintenance

4

115 92 0.4

1 1 4 4

26 8 4 4 4

56 171

Socio-Cultural Working Group Report

Page 42

Analysis •

Tahltan Nation does not currently have the number of trained tradespeople to meet the demands from this mine

•

Tahltan Nation does not have a sense of how many people are currently trained or have apprenticeship/journeyman designations

•

The mine is only two years away from beginning operations

Socio-Cultural Working Group Report

Page 43

SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats) Strengths

Weaknesses

Communication infrastructure in place, including Disorganization - each community/organization member database, large email distribution list, working independently posters & mail drops, Facebook, websites Uncertainty between TNDC and Private including job postings and newsletters Businesses regarding roles and access to TCC distribution list contracts Annual Job Fair, going into third year

Dissatisfaction with TNDC

Supportive Tahltan institutions, including the two Geographical distance to funders Band Offices, THSSA, TNDC and TCC Northern Lights College’s limited ability to bring Strong development corporation with human in training resource and management capacity and Distance for those from Iskut (one hour) and systems in place (Tahltan Nation Development Telegraph Creek (two hours) to travel to the Corporation) Dease Lake campus for training Strong attachment to the workforce EI regulations for funding Long history of working in mines and Best time for training is the worst time to travel constructing large resource projects Seasonal employment including exploration and Two school district schools and one independent school tourism Limited curriculum in high school and college

Own source revenue

Long distances to travel between any urban center and the Tahltan Communities (six to seven hours)

Socio-Cultural Working Group Report

Page 44

Opportunities

Threats

Two to three mining projects expected to be built in area over the next decade

Historical division between communities Lack of capacity

Tahltan journeymen

TNDC lack of capacity

NTL

Poor education system

TNDC

Students not prepared for post-secondary

Newly designated reserve lands

More Tahltan members, education funding static

TNDC has partnerships with 21 joint-venture partners that may allow for capacity building and Lack of recreation infrastructure makes it hard to attract and keep professionals and families training opportunities No education institution in Telegraph Creek or Iskut

Independent school Remote living (foster essential skills development)

Other jurisdictions may create competition for Tahltan workers such as the LNG plants or the Oil and Gas sector

Good understanding of the workforce

Own source revenue will allow Tahltan to deploy Dwindling population and initiate opportunities Limited recreation for youth Long-term operational jobs will be created Construction ending in two years

Socio-Cultural Working Group Report

Page 45

Projected Outcomes & Recommendations The vision and benefits of a Tahltan Employment and Training closely align with the goals from the recent Northwest Labour Market Partnerships Project strategy for the Northwest. These include: •

Locals will have the opportunity to work in high-paid positions and access skills training that will enable them to find future employment.

•

Locals who left the region to find work will be able to return and work here.

•

Industry will be able to find skilled and certified workers.

•

More money will go into the pockets of people in our local communities.2

These are goals of the Tahltan people as well. Tahltan workers aspire to work in high-skilled, wellcompensated positions that are rewarding. Over the last five years, there has been an exodus from Tahltan territory and the Tahltan Nation would like to have long-term high-paying jobs available for members who want to come back to and raise their families. In addition, there is a desire to contain economic leakages and have more of the wages earned on projects in Tahltan territory spent in the territory. The goal of the Tahltan Nation is to have a highly-skilled workforce that industry will value and will participate fully in the projects being built in Tahltan territory.

The following steps will be implemented in the employment and training strategy: •

Create Employment and Training Strategy and Plan

•

Establish Mandate – resolutions from TCC and two bands

•

Establish Program structure

•

Establish Organizational Structure

•

Create Reporting and Accountability Framework

•

Establish a base budget for Employment and Training Office

•

Hire Employment and Training Coordinator

•

Annual Plan for Employment and Training Established for department

•

Skills Assessment

•

Database and web tool created and implemented

•

Training delivered

2 NLMP Labour Market Research Summary: Retrieved from http://www.bchydro.com/etc/medialib/internet/ documents/projects/ntl/NTL_LabourMarket_ResearchSummary.Par.0001.File.NTL-LabourMarketResearchSummary.pdf Socio-Cultural Working Group Report

Page 46

Employment and Training Tools and Infrastructure Employment and Training tools and infrastructure will be needed to support an informed strategic training effort by the Tahltan people. The following tools will be required: 1. An in-depth Labour Market Survey to: a. identify detailed projected short and long term gaps and opportunities b. identify entrepreneurial opportunities both short and long-term 2. A robust Tahltan inventory of skills and interest in entrepreneurship to: a. identify gaps in current skills of members that create barriers to opportunities b. create a baseline to inform and map out a human resource strategy to address membership skills gaps versus labour market needs 3. A multi-stakeholder career fair including industry representatives, corporations, educational and training institutions, education funders, Nation Employment and Training Professionals,Tricorp, BC Aboriginal Mine Training Association HRSDC, and resource development companies. This event will be a “one stop shop” to link employers with job seekers, and job seekers with education and training.

4. Through the above activities, populate regional website ‘First Works’ with resumes of Tahltan members identified in skills inventory, market the tool to regional industry as a source of potential workers and to community members for job opportunities.

Socio-Cultural Working Group Report

Page 47

Reporting Framework Reporting and Accountability for Employment and Training Strategy The Tahltan people should be provided with regular and annual reporting about the implementation of this Employment and Training strategy. This should include a report on the achievement of goals and targets that will be set out in this strategy in the future.

Employment, Training and Workforce Statistics Currently there is no regular reporting on the number of Tahltan on social assistance or Employment Insurance. As well, there are no reports on how many Tahltan members are being trained or educated in any given year or what type of training or education they are receiving.

Protocols need to be negotiated with the Tahltan Band, Iskut First Nation and AANDC to provide for regular and historical reporting of income assistance levels. Other statistics associated with employment such as Employment Insurance may be investigated as well.

Socio-Cultural Working Group Report

Page 48

Budgets The following budgets will be required for completing and implementing the Employment and Training strategy. Costs are broken down by start-up costs and A-base operating costs for the Employment and Training office to operate for the next five years.

In addition, there will be a significant amount of money to raise in order to provide trades and apprenticeship training for the 26 mechanics and eight welders required for the Red Chris mine.

The Altagas projects require eight to 10 skilled operators. The funds have been targeted at $500,000 per year for the next five years.

Socio-Cultural Working Group Report

Page 49

Table 16: Five-year Estimated Budget Fiscal Year 2013/2014 $67,000

Fiscal Year 2014/2015 $67,000

Fiscal Year 2015/2016 $67,000

Fiscal Year 2016/2017 $67,000

Fiscal Year 2017/2018 $67,000

$100,000

$100,000

$100,000

$100,000

$100,000

Administrative Costs (Computer, $5,000 Photocopying etc) Completion and implementation $100,000 of HR Strategy Proposal writing budget $10,000

$5,000

$5,000

$5,000

$5,000

$10,000

$10,000

$10,000

$10,000

Populate and maintain database $30,000

$5,000

$5,000

$5,000

$5,000

Employment and Training Coordinator Training Budget

Develop a learning centre plan

$30,000

Travel Costs

$10,000

$10,000

$10,000

$10,000

$10,000

Total

$357,000

$197,000

$197,000

$197,000

$197,000

Training for Trades (Electricians, Welders, Plumbers etc.)

$500,000

$500,000

$500,000

$500,000

$500,000

*Employment and Training Coordinator funded until 2015 under arrangement with AltaGas

Socio-Cultural Working Group Report

Page 50

Employment and Training Governance Structure Employment and Training Governance Structure Chart 6: Tahltan Employment and Training Governance Structure Chart 6: Tahltan Employment and Training Governance Structure

Political Governing Body

IBC

TCC

TBC

Tahltan Employment and Training Advisory Panel

IBC (1 rep)

TCC (1 rep)

TBC (1 rep)

Tahltan Employment and Training Program

Employment and Training Coordinator and Staff

32

Socio-Cultural Working Group Report

Page 51

Tahltan Nation Education & Training Strategy Vision/Ultimate Outcome: A self-reliant, self-sufficient Tahltan Nation with our own Tahltan based policy and curriculum regarding employment and training in the territory implemented by the Nation. 3 Please see charts on following pages

3

From Getting our Voices Back, 2012

Socio-Cultural Working Group Report

Page 52

Governance

Strategy Area Education and training program infrastructure supports the Coordination of training opportunities and partnerships throughout Tahltan territory.

Outcome  Lack of efficient and effective job and training opportunities coordination between Tahltan governments  No singular focus or strategy to implement jobs training initiatives or address the needs of the Tahltan people

Challenge

Strategies

From Getting our Voices Back, 2012

 Develop an Employment and Training Coordination Strategy that clearly identifies the roles and responsibilities of TCC Training Coordinator, Tahltan Band and Iskut First Nation Economic Development Officers and Education Coordinators.  Establish a clear mandate for a singular focus for Employment and Training with the Tahltan Central Council as the primary lead.  Establish a Tahltan learning centre to focus training funds (now each community does its own thing and could be more successful by combining funds and prioritizing needs)

Vision/Ultimate Outcome: A self-reliant, self-sufficient Tahltan Nation with our own Tahltan based policy and curriculum regarding employment and training in the territory implemented by the Nation.4

4

33

Page 53

Socio-Cultural Working Group Report

Infrastructure

Reporting and Accountability Framework

Tools and physical infrastructure in place to support an informed strategic employment and training strategy that allows for successful employment and training of Tahltan workers.

A reporting and accountability framework is in place that allows the Tahltan people to understand the employment trends in the territory as well as see how the goals of the Employment and Training strategy are being implemented.

Conduct a Tahltan labour market survey focusing on regional supply and demand Conduct Tahltan members skills and needs self-assessment and establish Tahltan membership skills/training needs inventory database Establish website FirstWorks to match Tahltan workers with employers Investigate innovative means to support Tahltan learners such as higher capacity video conferencing technology Hire education and training coordinator to implement strategy and coordinate training and employment efforts throughout the territory



 Lack of information about Tahltan members skills and education training needs  No clear portal for Tahltan workers to find out about job opportunities with employers in Tahltan territory  Large geographic distances between communities and institutions offering relevant programs

 Create templates and reports on employment and training strategy objectives for the Tahltan Central Council websites  Report regularly on the employment and training strategy objectives to the Annual General Meeting of the Tahltan Nation  Create protocols for data sharing and a reporting structure for statistics on









 Need a reporting and accountability framework on two fronts 1) Implementation of Employment and Training Strategy objectives 2) Income and Employment Statistics

34

Page 54

Socio-Cultural Working Group Report

Primary and Secondary Education Student Support

Partnerships

Training

Tahltan youth are supported to advance into post-secondary education institutions and training programs that enable them to participate in local and regional job opportunities.

Partnerships are established to leverage funding and maximize long-term and integrated job and training opportunities for Tahltan members.

 Declining enrollment in Tahltan schools  Declining Foundational Skills Assessment scores  Below provincial average Graduation rates  High skilled trades and management jobs require strong literacy and math skills  No formal relationships between post-secondary institutions and Tahltan Nation  Lack of jobs and training programs available in communities  Funding for training comes from different sources each with different application and reporting requirements  Increasing demand for tradespeople in resource development projects taking place on Tahltan territory  Large boom in resource sector is placing pressure on Tahltan management 35

 Develop a Tahltan Nation pre-K to 12 education strategy  Consider delivering foundational Trades education at the K-12 level.

   

Identify and create partnerships with postsecondary institutions Identify and create partnerships with industry Identify and create partnerships with funding bodies Plan and host the Multi-stakeholder Career Fair

 Three-pronged strategy 1. Launch large trades and apprenticeship training initiative for the Red Chris and AltaGas projects 2. Create an education and training initiative for new entrants into occupations or

Page 55

Socio-Cultural Working Group Report

Resourcing

The Employment and Training office will be funded permanently on a program basis with a mandate to deliver employment and training initiatives that meet the needs of the Tahltan people

and administrative infrastructure requiring more capacity investment and training  Require training for up to 26 mechanics and 8 welders on the Red Chris Project  Require training for 8-10 long term operators on the AltaGas run-of-river projects  Funding for employment and training is scattershot, comes from pot funding and is untargeted from a community point of view.  Funding for the employment and training coordinator is only in place for a few years

36

the workforce using information gained from the skills assessment 3. Invest in capacity for existing workers particularly for administration and management  Create a funding strategy with Tahltan own source revenues to supplement existing training programs to create supports that better match Tahltan members needs

 Resource and fund the Employment and Training office from Tahltan own source revenues  Task the education and training coordinator with finding new funds each year to supplement the own source revenues.

Page 56

Socio-Cultural Working Group Report