WLFN 2021 Annual Report

2021 ANNUAL REPORT

MESSAGE FROM CHIEF & COUNCIL MESSAGE FROM THE CAO

Weytk-kp Xwexweytep,

Hello and welcome to our WLFN annual report. Over this past year we’ve experienced several different challenges, both good and bad, but we’re still here and we’re continuing to thrive as a community. I want to commend the resilience you’ve shown over this past year while taking care of yourselves and your families and helping keep this community safe.

Improving our communication to the membership, both on and off reserve, has been a goal of this Chief and Council and finding ways to do that has been exciting and rewarding. Again, I applaud the membership for being patient as we navigate this journey together and continue to improve our communication to you. This robust annual report is one of those ways and shows our commitment to the continued improvement in our future communications with the membership.

I also want to commend those frontline workers that have been working tirelessly to keep us safe. Hands are up to the staff who’ve continued to come to work and make sure we still had the services and programs available for the membership and community. It has been a long haul but we’re finally seeing the light as the world is starting to open back up. Community gatherings, meetings and events are now a reality and I’m looking forward to seeing you all there.

As we continue to grow as a community, we continue to grow as a government. Our team at WLFN is now over 90 full time staff, over 40% of which are band members, and this doesn’t include our corps, businesses and partnerships operating and flourishing in the territory. This is something that Council is extremely proud of. Hats off to Shawna Philbrick in employment as she has been flat out finding opportunities for membership across the region. Career opportunities

that are allowing all of us to provide for our families and contribute to the healing journey of our community, it’s exciting to be apart of and to see the success stories. Please stop by or set up an appointment because we’re here to advocate and assist you in your journey.

To start 2022 WLFN signed Impact Benefit Agreements (IBA) with Taseko (Gibraltar Mine) and we’ve also renewed our IBA with Imperial Metals (Mount Polley Mine) and supported the re-opening of the mine. Signing these agreements gives us a seat at the table allowing us to properly assess and audit what is happening at the mine site. Not only do we have a say about the environmental impacts happening but we’re also capitalizing on the job opportunities, contracting opportunities and continuing to build revenue streams for WLFN that make a difference in the programs and services we provide.

It is our commitment at WLFN to continue to improve in every part of our organization. Over the past 2 years, the past 5 years, the past 10 years, we continue to be better. Part of this improvement is based on communication, but it is also based on the amount of capacity we’ve brought on to help with the programs and services we deliver. Our organization continues to grow just like our community and it’s your support that empowers us to keep this trend going.

All my relations. Kukstemc.

Chief Willie Sellars

Greetings WLFN members! I continue to be amazed at the resiliency of our community, the progressive vision of WLFN’s elected Chief and Council, and the vision of success shared by our talented staff, partners, and members alike.

Despite the lingering effects of COVID-19 across the world in 2021, WLFN remained relentless in achieving ideal outcomes in all projects and initiatives we set out to complete. Moving into the new WLFN government administration building in the Coyote Rock Real Estate Development was a milestone moment that the entire community should be very proud of. The vision of former and current leaders alike, this modern 18,000 sq ft building has proven to be an incredibly versatile facility that can properly host a Prime Minister or delegation, provides a platform for collaboration with staff, citizens, elders, and community members, and officially commits WLFN to a path of self-government in our region.

WLFN continues to be recognized as a regional leader in the areas of economic development, land management, natural resource stewardship, community health, and for our renewed commitment towards revitalization of language, culture, and ceremony. A prime example is the significant investment into the new sweat lodge facilities along Borland creek, a sacred place that has reignited ceremonial practices at WLFN. The Cucwell Te Melamen (Medicine Trail) was officially opened in Summer 2021, a beautiful 2.2 km connector trail that provides residents with a multi-use trail between the community of Sugar Cane and the Chief William Arbor (which is also receiving significant renovations in 2022) This trail was the first installed trail envisioned by the WLFN Trails Master Plan, also created in 2021.

WLFN has committed over $20 million towards capital projects over the last 24 months, including our new government administration building, Sugar Cane Cannabis (BC’s first farm-to-gate cannabis cultivation facility on IR6), flood mitigation projects across IR1, and 14 new residential units in the community of Sugar Cane. This housing project is the

first phase of action relating to WLFN’s 2020-2030 Housing Strategy, an important report published in early 2021 that identifies the need for 150 homes to meet WLFN’s growth over the next decade. I am looking forward to additional community engagement about the next phase of residential development to continue meeting this need and equipping WLFN citizens with legitimate housing opportunities.

I am proud of WLFN Council’s visionary leadership that promotes a safe and healthy community where all members can share in equal opportunity to access critical programs and services. I commend our professional staff who serve across WLFN’s government, including Lands, Legal Services, Education, Social Development, Health, Public Safety, Housing, Recreation, Natural Resources, Title & Rights, Cultural Heritage, Operations & Maintenance, Water Treatment, Finance, Administration, and beyond. also commend the countless leaders, advisors, and employees who work for WLFN-owned enterprises. Your contributions are incredibly meaningful and do not go unnoticed.

Finally, congratulations to the entire WLFN community on your resounding acceptance of the Village Claim settlement with the Government of Canada in late June 2022. The WLFN Community Trust will create a legacy that immediately supports individuals, families, and elders while also empowering the creation of new resources, infrastructure, and programs for all WLFN members to benefit from. WLFN’s administration will continue to advance Council’s priorities to invest additional resources into initiatives that promote shared prosperity for all members, regardless of life stage or circumstance. The future is bright, but our team’s commitment to excellence is just beginning.

Aaron Mannella

TITLE AND RIGHTS DEPARTMENT

The Title and Rights (T&R) department at WLFN has had a very successful year. Through a combination of trips funded by the department and work completed by the staff, the department managed to demonstrate why the pursuit of Title and Rights initiatives in WLFN territory are so important.

2021 ELK HUNTING TRIP

» Nation to Nation Relationship Building

» Community meat distribution

» Teaching hunting skills to youth and less experienced hunters

In September of 2021, the T&R Department organized a hunting trip to the Kootenays and four WLFN community members participated in the trip. The hunt was led by several members of the Akiskqnuk Nation in the Kootenays. The trip was funded by Title and Rights department, and although the hunters came back empty handed it was a good networking opportunity and a chance for WLFN members to engage in critical traditional subsistence hunting. Hopefully next year the trip can be organized for a longer time period, or two trips at various times in the hunting season to ensure a more successful hunt.

FUNDING OPPORTUNITIES

» Successful in obtaining $100,000 from Terrestrial Cumulative Effects Initiative

» Successful in obtaining $150,000 from Aquatic Habitat Restoration Fund

» Major restoration in the WL River Valley

T&R is always pursuing grants and funding opportunities to allow WLFN to continue to be active in its territory and

to engage in initiatives that advance WLFN’s aboriginal rights. Trans Mountain Pipeline (TMX) has several grants for environmental protection and stewardship that T&R has been successful in applying to for the 2021-2022, and 2022-2023 year. T&R was successful in obtaining two of these grants, totaling $400,00 over two years. The Terrestrial Cumulative Effects Initiative and the Aquatic Habitat Restoration Fund were earmarked to fund in the restoration of the Williams Lake River Valley after the devastating floods of 2020. The restoration works are still ongoing, with the installation of permanent bridges taking place, and the restoration of Tillion IR#4. One extremely positive result of this restoration work is that Salmon have returned to spawn in the lower reaches of Williams Lake Creek. Hopefully, with increased restoration, we can reestablish a spawning ground in this area, so that fish will move into higher reaches of the stream.

PUBLIC EDUCATION

» Partnership with SD27 Outdoor Educational Classrooms at Columneezta

» Archaeology days with all ages of youth from SD27

» Archaeology days with Little Chiefs primary School and daycare

Public Education is a priority for T&R, as we firmly believe that education is key in asserting First Nations Title and Rights. The T&R Department has partnered with Sugar Cane Archaeology in facilitating over 10 days of public and community education, including various classrooms from SD27 in the 2021 year. The feedback from these days has been extremely positive. Public education initiatives will continue in the School District in 2022, and we have several classes already scheduled to attend. In addition, T&R is working directly with the Scout Island

Field Naturalist Society to develop educational material for Scout Island. The T&R Department is in final stages of designing signage for the trails at Scout Island. These signs with have information about the area, and translations in both English and Secwepemctsin. The signs will contain photographs of WLFN members doing traditional activities and may in future become an audio tour of Scout Island.

CULTURE CAMP

» Re-affirmed partnership with WL Community Forest

» Taught traditional skills to youth

» Re-established community use in traditional use areas

In August of 2021, Title and Rights, in partnership with Social Development and Sugar Cane Archaeology, hosted a Summer Culture Camp. The culture camp took place in the Williams Lake Community Forest in a location called “Flat Rock”, near the Fraser River areas traditionally used by WLFN members. The camp was a huge success, and the kids enjoyed themselves. Youth got to participate in activities such as hide scraping, ribbon skirt making and fish cutting. In 2022, T&R will be arranging to take the Culture Camp to a waterside location to manage potential hot weather, and the kids will be able to do some swimming in between stations. The Culture Camp was pivotal moment in WLFN history, as traditional use of the Flat Rock area has been almost non-existent in the last 50 years, due to increased ranching activity. T&R is looking to re-establish the community use of these areas, for generations to come.

TUS DIGITIZATION

» Transcription of all tapes from existing TUS Data

» Creation of Traditional Use Study Map

» Started Traditional Place Name Map for the Nation

Throughout the winter of 2021, T&R reviewed hundreds of WLFN Traditional Use Study interview transcriptions. Ultimately the goal for T&R is to have all the documents digitized, word searchable, and accessible for use in WLFN assertion of Title and Rights. Many documents were transcribed over the winter, and the Traditional

Use Information Database has been updated to contain thousands more points of information. In 2021, this transcription became a key piece of information used to inform the St. Joseph’s Mission investigation, and all the hard work and long hours of transcription were essential in defining areas of interest in that investigation. In 2022, T&R will be looking to use the information to name several places throughout Southern Secwepemc Territory in the geographic database of British Columbia, with their traditional Secwepemctsin names.

REMOTE AREA ARCHAEOLOGY SURVEY

» Travelled to remote areas where Pre-colonial First Nations use and habitation was questioned.

» Confirmation and mapping of First Nation inhabitation in those remote areas

» Collection of artifacts found to be stored in university grade lab in new WLFN band office

In the past 3 years Title and Rights has taken several trips to remote areas throughout Williams Lake First Nation

Traditional Territory for ground truthing of archaeological survey, and mapping of traditional use sites. Several areas which had not previously been surveyed were targeted to gain protections for several village sites in the Bowron Lakes and Quesnel Lake area. T&R is working jointly with SCA to further delineate areas of study, for boundary research and assertion of Title and Rights over the Quesnel Watershed. These works are anticipated to continue in 2022, with support provided by the BC Capacity Initiative funding envelope.

CHIEF

OFFICER

Post-Secondary

Senior Manager,

Health

Manager, Finance

Outreach

Manager,

Manager, Recreation

ECONOMIC DEVELOPMENT

ECONOMIC DEVELOPMENT HIGHLIGHTS

DIRECTOR OF LEGAL AND CORPORATE SERVICES

The Director of Legal and Corporate Services provides general legal support to Chief and Council, oversight of the WLFN Economic Development, Lands and Title and Rights Departments, as well as various of WLFN’s business operations.

ECONOMIC DEVELOPMENT

2021 was an exciting and dynamic year in the area of economic development, with numerous new businesses, partnerships and other opportunities created.

UNITY AND SUGAR CANE CANNABIS

» 2 New provincial cannabis retail licenses

» 1 Health Canada cannabis cultivation license

» 16 New cannabis-related jobs

In 2020, WLFN concluded the first government-togovernment agreement under section 119 of the BC Cannabis Control and Licensing Act. This agreement modified the provincial legislation with respect to cannabis retail and gave WLFN certain unique abilities with respect to the way that WLFN can participate in the cannabis industry. Significantly, the Agreement enabled BC’s first seed-to-sale or “farmgate” cannabis facility and envisioned the expansion of WLFN’s cannabis operations to up to eight locations in British Columbia.

In 2021, WLFN, through the Unity Cannabis Limited Partnership, established two new cannabis retail stores in Merritt and Penticton. These two stores created 12 new jobs, in addition to the seven positions already existing in the Unity Williams Lake store.

In early 2022, WLFN farm-gate cannabis cultivation facility, Sugar Cane Cannabis, was issued its Health Canada Cultivation license. This state-of-the art facility began growing its first crop in February of 2022 and expects to open its door to the public in late April of 2022. The facility has already created four new jobs, with many more to be added as it becomes fully operational.

COYOTE ROCK REAL ESTATE DEVELOPMENT

» 12 Lot sales

» 5 Housing starts

» 3 WLFN-member homes

2021 saw dramatic growth in the Coyote Rock Real Estate Development on WLFN IR#1. As of early 2022, more than half of the 28 residential lots in the first Phase of Coyote Rock Estates were sold. Of these sales, three were to WLFN members. Due to strong demand and rising real estate prices, BC Assessment valuation of the Coyote Rock properties has skyrocketed.

NATURAL RESOURCES

SUGAR CANE DEVELOPMENT CORPORATION

» 60% Increase in annual revenue

» More than 15 jobs

» Multiple new revenue streams

WLFN’s umbrella economic development Corporation, Sugar Cane Development Corporation (or “SCDC”) had another extremely strong year in 2021. SCDC incubates new businesses and has been instrumental in the establishment of the Unity Cannabis Limited Partnership, the Sugar Cane Cannabis Limited Partnership, the Coyote Rock Real Estate Development, and numerous other partnerships. It is also the parent of Sugar Cane Archaeology, Sugar Cane Medical Services and Sugar Cane Security Services.

Including its seasonal field staff, Sugar Cane Archaeology employs more than 15 people, and plays an active role in the protection of WLFN Heritage Resources.

PARTNERSHIPS AND BUSINESS DEVELOPMENT

» Three new partnerships

» More than a 400% increase in partnership revenues

WLFN and SCDC had a great success in furthering its existing partnerships with entities like Lake Excavating and NorWest Vac and Environmental, and building several new partnerships in areas of steel fabrication, electrical

services and engineering. Engagement with major proponents like Enbridge, BC Hydro, Gibraltar Mines, and others allowed WLFN to provide stewardship oversight and also to realize a number of economic development opportunities.

NEW PROJECTS

WLFN has several new projects and businesses currently in the planning, feasibility, or development phases. Perhaps the most exciting of these is the “Osprey Nest” a multiuse development being planned for WLFN IR#6, to the immediate east of Sugar Cane Cannabis. This 6,000 square foot building will consist of a combination of commercial restaurant space on the main floor and a series of openconcept lofts on the second floor. Business planning documents indicate this project could create up to thirty jobs during construction and as many as 15 permanent jobs once the project is complete. Construction is slated to start in the Spring of 2022.

NATURAL RESOURCES DEPARTMENT

The Natural Resource and Economic Development staff are located at 315 Yorston in downtown Williams Lake. This office building includes staff representing forestry, environmental, referrals, archaeologists, Title and Rights and WLFN corporate entities including Borland Creek Logging Ltd., Sugar Cane Development, Coyote Rock Estates and Unity Cannabis.

315 YORSTON STREET

WLFN Natural Resources Department has a mandate to review and respond to any activities referred by provincial and federal agencies to the nation. WLFN’s goal is to review and respond in a timely manner to any operational or administrative project or decision that may impact Aboriginal Rights and Title.

Many of these referrals are from provincial and federal agencies as well as private or publicly traded companies that wish to operate within the nations unceded traditional territory. The Natural Resources Department will review potential projects with a goal of enhancing our strength of claim whether the project is ultimately supported or rejected.

The department will review and question the project with the aim to either eliminate any potential threats to rights and title as well as seeking opportunities to enhance environmental stewardship, employment, revenue sharing, training, and mentorship. The review of many natural resource projects will give an opportunity for the nation to conduct traditional use studies as well as other forms of heritage and archaeological impact studies. These types of studies will be compiled and used for future potential land or treaty related legal cases.

Over the past decade the nation has developed agreements with federal and provincial governments as well as industry that will assist the nation to proactively respond to mawwny projects. There is currently no federal funding provided by Indigenous Services Canada that will allow the nation to fund or respond to projects either ongoing or planned within the traditional territory. The nation had to hire natural resources staff that could create and bring in “own source revenue” that will allow the department to respond to these referrals and thus not utilize the currently limited federal funding.

WLFN has been able to slowly grow the natural resources and economic development department over the past ten years that specializes in forestry, environment, archaeology, mining, and economic development.

WLFN has created a number of business entities that have allowed the team to grow, create employment and provide a valuable source of funding that allowed WLFN to participate or develop many social development initiatives.

Although WLFN is still in search of a long term legal settlement of lands and self government via negotiation with the provincial and federal governments the nation can still seek advantages through its unceded aboriginal rights and title.

NATURAL RESOURCES & ECONOMIC DEVELOPMENT CURRENT OR ONGOING PROJECTS:

1. 3.

Forest tenure negotiations with the provincial government and local major forest licensees.

» Negotiations for further Non-Replaceable Forest Licenses. 50, 000m3/year.

» Replaceable Forest License. 5900 m3/year.

» Seeking a First Nation Woodland License. 53, 000 m3/year.

» Community Forest License. 20, 000 m3/year.

» Woodlot 0597. 960 m3/year.

2.

Climate Change and Biomass projects with the Forest Enhancement Society of BC. Close to 2 million dollars in biomass projects completed in the last two years.

WLFN Forestry and Wildlife Projects.

» Interior Douglas Fir (“IDF”) Revitalization Blocks

» Fuel Management

» Wildlife

» Firesmart

4. 5. 6. 7.

Communication Protocol or Participation Agreements with various mining companies.

» Mt Polley Mine. Renewing a Participation Agreement.

» Barkerville Gold Mines with Osisko Development. Signed Participation Agreement.

» Karus Gold. Communications Protocol signed.

» Gibraltar Mine. Renewed Participation Agreement.

» Canyon Creek Gold. Communications Protocol signed.

» Spanish Mountain Gold. Renewing Participation Agreement.

» Teck Resources. Communications Agreement signed.

Mt Polley Mine restart agreement discussions underway.

Cariboo Gold Mine in Wells BC Environmental Assessment Review to begin.

SCDC Archaeology TUS and Archaeology Projects initiated.

YEAR-END UPDATE: NR COORDINATOR

British Columbia Capacity Initiative

– GIS Technician Funding:

In February 2022, the WLFN Natural Resources Department partnered with the Title & Rights Department to apply to the British Columbia Capacity Initiative funding stream. Designed to fund projects that enhance First nations’ capacities and readiness to negotiate treaties, agreements, and other constructive arrangements relating to Section 35 rights, WLFN has previously received funding from the program in 2018, 2019, and 2020. Should we be approved, it is anticipated that the proposed project will begin in Spring 2022.

Due to an increasing demand for GIS mapping and spatialization within our organization, our BCCI proposal aims to obtain funding and training to hire an in-house GIS Technician to assist our Lands, Natural Resource,

and Treaty departments. The ability to process GIS work in-house will allow WLFN to not only build its capacity with regards to natural resource management, but will further support WLFN’s transition towards self-government by providing additional support for digitization and mapping initiatives.

electrofishing certification ticket. The training program is designed to enhance WLFN’s natural resource monitoring capacity, and to promote continued stewardship within the traditional territory.

Fraser River East Corridor Interior Douglas Fir (IDF) Landscape Planning Team:

In conjunction with Esk’etemc First Nation, Stswecem’c Xget’tem First Nation, Xat ūll First Nation, and the Northern Secwepemc te Qelmucw (NStQ)

The Fraser River East Corridor IDF Landscape Planning Team consists of representatives from the Province of British Columbia, the communities of the NStQ (Stswecem’c Xget’tem First Nation, Williams Lake First Nation, and Xat ūll First Nation), and Esk’etemc First Nation. Formed in 2019, it is the team’s goal to establish a new collaborative Forest Landscape Plan for the co-management, identification, management, and protection of cultural heritage and natural resource values within WLFN, and NStQ, traditional territory. The plan will be informed both by local Indigenous knowledge and western science, with the goal of creating a forested landscape that is resilient in the face of climate change and major disturbances.

project involves the synthesis of information learned during the workshops into usable data for incorporation into a Forest Landscape Plan model.

It is anticipated that the creation of a FLP model will begin in Spring 2022.

Northern Secwepemc te Qelmucw (NStQ) Joint Resources Committee (JRC)

In conjunction with the Canim Lake Indian Band, Stswecem’c Xget’tem First Nation, Xat ūll First Nation, and the Northern Secwepemc te Qelmucw (NStQ)

Hosted through the Northern Secwepemc te Qelmucw, the JRC ensures that NStQ communities are provided with equal opportunity to work towards self-governance within the NStQ Statement of Intent (SOI) area.

Northern Secwepemc te Qelmucw (NStQ) Forest and Range Evaluation Program (FREP) – Cultural Heritage Resource Pilot Project:

In conjunction with the Canim Lake Indian Band, Stswecem’c Xget’tem First Nation, Xat ūll First Nation, and the Northern Secwepemc te Qelmucw (NStQ)

Education/Training:

In conjunction with the Northern Secwepemc te Qelmucw (NStQ)

In partnership with the NStQ, WLFN is participating in an Environmental Field Skills Development program through the Natural Resources Training Group (NRTG). A total of 6 WLFN-affiliated staff members are currently participating in the training, which is anticipated to conclude in May 2022. Once training is complete, all participants will receive their accreditation as provincially certified Applied Biology Technician, as well as their backpack

As identified by the project team, the key values being considered under the plan include: cultural heritage, fire, forage supply, forest management, grasslands, recreation, forest management, and watershed health. These key values were identified both through technical table discussions, as well as via a four-community meeting held by the planning team in February 2020 that had representatives in attendance from the Canim Lake Indian Band, Esk’etemc First Nation, the Ministry of Forests, Lands, Natural Resource Operations and Rural Development, Stswecem’c Xget’tem First Nation, Williams Lake First Nation, and Xat ūll First Nation.

After key project values were identified in 2020, the IDF Landscape Planning Team held a series of individual values workshops. Due to Covid-19 and capacity issues, these community workshops were held in a virtual format and presented to members of all NStQ communities, and Esk’etemc First Nation from Summer 2021 to Winter 2022.

With the value workshops complete, the next phase of the

Committee representatives work together on issues of mutual interest, and share ideas as they pertain to the management and preservation of Natural Resources, as well as issues involving Cultural Heritage, Fisheries, and Wildlife. A technical table in nature, the JRC meets a minimum of once monthly, and must have a quorum of all NStQ communities on the line to make decisions.

During 2021, the JRC met to discuss a wide variety of natural resource management initiatives, issues, plans and projects within the NStQ SOI area. Issues discussed at the table include, but are not limited to:

» Capacity building and training;

» Fisheries monitoring and survey;

» Forest practices evaluation and planning programs;

» Placer mines and mineral extraction;

» Proposed archaeological and cultural resource management models;

» Natural resource referrals portal development and training;

» Species at-risk legislation and protection;

» Timber Supply Area data packages and development;

» Watershed health and monitoring;

» Wildlife monitoring (moose, big horn sheep, salmon etc.);

» Wildfire mitigation and remediation;

The Forest and Range Evaluation Program (FREP) is designed to assess industry compliance with the Forest and Range Practices Act (FRPA), in accordance with 11 key values: biodiversity, cultural heritage, fish/riparian, forage and associated plant communities, recreation, resource features, soils, timber, visual quality, water, and wildlife. Through the program, each of these values are independently monitored and assessed in a post-harvest environment, after which the results are entered into the Government of British Columbia’s FREP Web Portal.

Beginning in 2019, Williams Lake First Nation, and the Northern Secwepemc te Qelmucw (NStQ), have been actively engaging with the Resource Planning and Assessment Branch (RPAB) of the Ministry of Forests, Lands, Natural Resource Operations, and Rural Development (FLNRORD) regarding the application and use of the FREP within WLFN traditional territory. Prior to the 2019, WLFN had not been included on any assessments or training within the Nation’s traditional territory – an issue that was flagged by the WLFN Natural Resources Department as being at odds with the principles set out in the United Nations Declaration on the Rights of Indigenous People (UNDRIP), and the Declaration on the Rights of Indigenous Peoples Act (DRIPA).

Since our initial 2019 engagement, WLFN and the NStQ have made great strides in the development of a collaborative relationship with the Province of British

Chief Sellars signing the participation agreement with Barkerville/Osisko.

NStQ and WLFN community members participate in roundtable discussions at the February 2020 community meeting.

Exploratory walk around Mt. Polley.

Columbia for FREP assessments and environmental monitoring within the traditional territory. In 2021, two WLFN community members attended all FREP values training, and were present on all field assessments conducted in the territory. Training and collaboration is planned for the coming 2022 field season, with an additional 2-4 WLFN members scheduled to complete the FREP training and field program.

In addition to participation in fieldwork and data collection, WLFN has partnered with the Canim Lake Indian Band, Stswecem’c Xget’tem First Nation, Xat ūll First Nation, and the NStQ on a regional pilot project to bring FREP Cultural Heritage sampling in line with Indigenous values. As the project lead for Phase 1, WLFN is currently engaging with the other communities on how to transform the current program into an Indigenous-led exercise that promotes ethical and responsible cultural heritage and natural resource stewardship within the traditional territory. Phase 1 of the project is scheduled to conclude in March 2022, with Phase 2 projected to begin in May 2022.

Operationalization of Traditional Use Values in the Quesnel Lake Watershed – Pilot Project

In conjunction with British Columbia Timber Sales (BCTS) CaribooChilcotin, and Xat ūll First Nation

First begun in response to BCTS proposed timber harvest blocks in the Quesnel Lake area in 2018 , the pilot project began as a collaborative undertaking between British Columbia Timber Sales and the Northern Secwepemc te Qelmucw. As of 2022, the Quesnel Lake Watershed pilot project has evolved into a collaborative project between BCTS, WLFN, and Xat ūll. The goal of the project is to best determine how to digitize, incorporate, and spatialize Indigenous traditional knowledge for application to forest tenure management planning.

Initial project planning included the identification of Indigenous traditional use values in the Quesnel Lake area, including: camping, hunting, medicine/plant collection, sacred/spiritual use, and trails. Following the identification of these values, Elders from both WLFN and XFN participated in a field tour of the proposed forestry harvest development to identify traditional use resources at each location.

Although Covid-19 delayed the development of the pilot project in 2020 and 2021, the project has been renewed with a project-specific steering committee as of Spring 2022. Planned activities for the coming year include digitizing TUS data obtained in-field, collaborative forest planning meetings, and meaningful referrals engagement and discussion between parties. Ultimately, it is the goal of the project to ensure that WLFN’s archaeological, cultural, and traditional resources are adequately managed and projected within the traditional territory.

WLFN STEWARDSHIP FORESTER

Forestry and Wildlife projects.

IDF Revitalization Blocks

Williams Lake First Nation has been leading in Interior Douglas-fir management. Many of the stands around Williams Lake are very dense and have too much competition for growing space, nutrients and water. The result are areas that are very susceptible catastrophic fire and forest pests such as Douglas-fir bark beetle. Williams Lake First Nation has started treating these stands on a forest landscape level with the objective of improving stand health, increasing biodiversity, reducing risk of catastrophic wildfire, and reducing our carbon footprint. These projects also create employment for the community. The last component of the treatments is an understorey burn which will further reduce the fine fuels and helps return nutrients to the soil. We have started treatments on two blocks, one at Bond Lake and one by the racetrack and SPCA. Williams Lake First Nation (at the Bond Lake Block) was featured in the Documentary “Capturing Carbon” that was filmed by Forestry For The Future. These blocks total 304.7ha of area treated forest near Williams Lake. We are continuing to develop these blocks to improve the Interior Douglas-fir landscape.

Fuel Management

Williams Lake First Nation and Borland Creek Logging has been very active in Fuel Management around town. We were involved with projects on the community forest, at the airport, river valley, Fox Mountain, South Lakeside, Dog Creek, Bond Lake, Racetrack and on some woodlots. This is very labor-intensive work but rewarding as it helps to make our community safer.

Beetle Management Unit

Williams Lake First Nation has been actively managing Douglas-fir Bark Beetle for the past two years. The process starts in July when the Ministry of Forest flys the region marking on a map where red trees are seen. We then will go look at these sites on the ground and determine if there is beetle in the area and the best management for each site. These sites all have to be visited, developed and treated before mid march, which is a fast timeline. Last year we salvaged approximately 9000m3 of bark beetle infested trees. Beetle infestations have decreased greatly this year which shows our management is affective.

Fuel Management

Beetle Management Unit

Biomass

Williams Lake First Nation is trying to utilize as much fiber from logging activities as possible. This also greatly reduces carbon emissions that occur from burning slash piles. We have been involved with grinding material with Tsi Del Del and also developing a business for chipping. These are two methods for processing residual harvest material for suitable fiber for Pinnacle Pellet and Atlantic Power. In the spring Borland Creek Logging bought an excavator and Williams Lake First Nation bought a chipper to work together to decrease logging debris going up in smoke. We were able to finish chipping slash piles from the 2017 fire on IR 1 as well as Logging debris from Bond Lake, Racetrack, Community Forest, and Fox Mountain Fuel Management projects.

Forest Enhancement Society Of BC (FESBC)

Williams Lake First Nation has lead multiple FESBC projects. FESBC main goals are to reduce the risk of fire to communities, improve forest health and reduce the carbon footprint. FESBC has been involved with the biomass operations by helping move this low valued product off harvested blocks. FESBC has also supported the purchase and site preparation for 426690 seedlings to be planted on the land above Coyote Rock Golf Course. The planting of these seedlings will occur spring 2022. FESBC also supported the purchase and planting of 20,000 seedlings

in 2021. WLFN and FESBC identified young stands that required fertilization to improve tradition plant growth and health for sustenance. WLFN was featured in a Documentary “BC Forestry Workers Are Climate Change

Heroes” which was filmed by FESBC. Other projects include fuel management work on the Racetrack block and aiding with the extra costs associated with the harvest in IDF revitalization projects.

Fire Fighting Task Force

This year WLFN lead a task force to help fight wildfires with BC Wildfire Service. This was completed with staff from WLFN, Borland Creek Logging, Jatco, and Rob Menzies

Contracting. This proved be a success as we were called out immediately to the McKinley Lake fire and latter on to the Succour Lake Fire. The task force was utilized for approximately four weeks this summer.

California Big Horn Sheep

WLFN is also very concerned for the well being of our wildlife. Two species in particular have had declining populations for over a decade. WLFN is working with the Fraser River Bighorn Sheep working group to help improve conditions to allow these sheep herds to recover both through herd health and habitat improvements.

WILLIAMS LAKE FIRESMART PROJECT

Project Summary:

WLFN and City of Williams Lake are to collaborate on a regional project to increase capacity to hire and train staff in fire mitigation strategies for areas identified in the Williams Lake and Area Community Wildfire Protection Plan (CWPP). $300,000 provided by provincial government in 2021, administered by UBCM through Community Resiliency Investment Program funding stream. FireSmart BC is a program overseen in part by UBCM and FNESS, the objective of which is to disseminate safe practices to protect residences, community assets and critical infrastructure from wildfire.

Pioneer Log Homes located West of Sugar Cane, and the other near the Baseball Diamond in the southern part of Sugar Cane.

Goals:

Train FireSmart Coordinator as Local FireSmart Representative, enable them to train others in FireSmart activities including WLFN O&M staff and subsidiary entities (BCL), City and School District 27 staff. Provide training to Neighborhood Champions, who are neighborhood contacts and leaders of FireSmart efforts in residential areas. Coordinator is now trained LFR, can train others in FireSmart practices.

Participants:

» WLFN Natural Resources Dept. leading assessment, mitigation, fuel treatment efforts.

» Operations assisted by Borland Creek Logging (fuel treatment), Sugar Cane Development Corp. (archaeology).

» Supported by Municipal Services of City of Williams Lake, BC Wildfire Service, School District 27

Project Objectives:

1. Hire a FireSmart Coordinator and temporary employee for support

2. Provide FireSmart Training for new employees

3. Create FireSmart Projects for Residential Properties, Community Assets and Critical Infrastructure, including assessment and mitigation

4. Create two Fuel Treatment demonstration projects

Location and Time:

Assessments of residences within Cariboo Fire District, community assets and critical infrastructure within City of Williams Lake and Sugar Cane Community on I.R. 1, to occur beginning in October 2021 through 2022.

Fuel treatment (prescribed burning) to occur in early April 2022 on two grassland sites on I.R. 1, with one located near

Create recognized FireSmart Neighborhoods, groups of residences assessed, treatment performed and verified by FireSmart BC. None recognized to date.

Educate public about FireSmart practices through social media, engagement at public events. Radio advertisement, Facebook and Boo Maga articles, two public events attended.

FireSmart Home Assessment performed for 109 residences in Williams Lake area. Assessments are score-based, a higher score meaning more risk of fire damage. 4 home assessments performed to date.

WLFN staff and Borland Creek Logging will perform recommended fuel mitigation for residential properties of 10 seniors and Elders after a FireSmart assessment is performed. Mitigation includes hand tool removal of vegetation, debris and other fuel hazards. Work involving large tree felling, construction, rooftops or any work requiring specialized contractors will be referred to local contractors and not performed by WLFN or BCL. No mitigation performed, work will occur in spring when snow melts.

Assess Community Assets on WLFN territory and other WLFN-owned and operated buildings, including Elizabeth Grouse Gymnasium and the WLFN office on Quigli Drive. Make recommendations to WLFN O&M staff for safe FireSmart practices. 12 assessments performed.

Fire Fighting Task ForceBiomass

California Big Horn SheepForest Enhancement Society of BC

Critical Infrastructure Assessment to be performed for structures including water treatment, pumping and storage facilities, and schools. Archaeological assessment performed prior to mitigation treatment for water treatment and storage facilities, 6 sites for the City and 3 for Sugar Cane. Recommendations made to WL Municipal Services for improving FireSmart score, planning for future assessments and treatments. WLFN and BCL perform fuel mitigation, excluding the previously mentioned tasks. Critical infrastructure assessed, archaeological assessment and mitigation to be performed in spring after snow melt.

Burn plan created by contractors, implemented by WLFN and BCL, and assisted by BC Wildfire Service, Sugar Cane Fire Department and 150 Mile House Fire Department. Project advertised through media and described on posted signage to educate public regarding prescribed burning. Burn plan created, organization of operations, equipment acquisition and training of BCL employees ongoing.

Outcomes:

Education of WLFN, City of Williams Lake and School District 27 staff, and the general public regarding FireSmart practices, adoption of safer habits by city employees and residents.

WLFN and City of Williams Lake increase wildfire resiliency, employees gain experience and training for improved future employment.

Collaboration between Williams Lake First Nation, City of Williams Lake, local Fire Departments and residents to improve wildfire preparedness.

Re-integration of burning on First Nations Lands to promote healthy ecosystems and wildfire resilient forests surrounding urban/rural environment, demonstration of such practices performed on WLFN territory.

For more information, please contact: Willem Faasse, WLFN FireSmart Coordinator (778) 417-0192 willem.faasse@wlfn.ca

WATER PLANT

In 2013, a new water treatment plant was implemented to serve the entirety of Williams Lake First Nation. This Level 2 treatment facility presently processes between 150-170 cubic meters per day, supplying ample clean drinking water to no fewer than 133 homes and seven businesses. The plant presently has the capacity to serve at least 350 total connections. The facility serves all of Williams Lake First Nation, except for a handful of outlying homes that have their own wells.

WLFN works in partnership with the First Nations Health Authority to ensure that our drinking water is treated and monitored to the highest standard. The FNHA Drinking Water Safety Program engages Environmental Health Officers to review and interpret bacteriological, chemical, physical, and radiological drinking water quality results, in accordance with the Guidelines for Canadian Drinking Water Quality. Chief Water Operator Tommy Wycotte also performs regular in-community sampling, further solidifying confidence in the quality of our drinking water.

With a recent influx of new housing developments throughout Williams Lake First Nation, the facility is constantly upgrading to ensure the treatment plant keeps up with the demands of the community. Recently, such upgrades have included a new, second water reservoir, a booster station, and a lift station for wastewater.

Chief Water Operator Tommy Wycotte takes great honour in running the facility that provides clean drinking water to the people of Williams Lake First Nation. He has led operations of the water plant for the past five and a half years. It is truly a labour of love for Tommy; he maintains the plant, performs and oversees upgrades, administers water tests, and can even be seen mowing the lawn of the plant from time to time.

In Tommy’s words, “…supplying treated water to the people in the community now and into the future is of the utmost importance.”

HOUSING AND O&M HIGHLIGHTS

The Housing and Operations & Maintenance highlights were:

» 11 ISC approved renovations

» 5 renovations in progress

» 39 Rental Units

» 14 New Rental units

» 25 existing rental units

» 4 new rental units by Fall of 2022

» The rental units currently house 87 members

» 4 members completed home builds

2 fully furnished Temporary Emergency Housing

In 2021/2022 we housed 5 families in our emergency units

3 New Home construction grants issues to members

» Assisted the finance department with the Arrears Policy

426 Service requests placed at the O&M department

» As of March 2021, there were 23 outstanding service requests on file

Samantha Dick has been the WLFN Housing Advisor since stepping into the position in March of 2021. She is proud to be in a role where she can oversee the building and renovation of homes, enabling more members to return to community and move into a beautiful home. “Our goal was to give members home transformations they can be proud of, and I feel we have accomplished this with our current renovations. look forward to working with the community members and working closely with O&M to bridge gaps between our departments.”

LAW ENFORCEMENT HIGHLIGHTS

ACCOMPLISHMENTS

» 150 Mile fire house, re-established communication

Working towards a dispatch for LEO’s

Proper equipment on our belts

Rank and structure for the Law Enforcement Department

Shift restructure for more coverage per week

Trivia with a LEO on Facebook.

Re-establish relationship with RCMP

STATISTICS

» 37 Incident reports that have been completed between January 2022 – May 16, 2022

» Responded to over 500 calls or texts since December 6, 2021 – May 16, 2022

» Have responded to over 20 mental health and child welfare calls with the health and wellness team

» Weekly meeting with all departments

Weekly meeting with external Law Enforcement

Weekly patrols of all WLFN lands

Weekly checks of all Dam sites

TREATY TEAM

WORKPLAN 2020-2021

Fiscal Year is April 1, 2020-March 30, 2021.

Reporting Methodology

Completed (100%)

Did not proceed due to

Partial Completion (75%-50%-25%)

Restrictions*

*A number

NEGOTIATION TOPIC: TRIPARTITE

WORKPLAN ITEM KEY INFORMATION PARTICPANTS/FORUMS TASKS MEASURABLE OUTPUT

GENERAL PROVISIONS

Assigned:

• All Parties

• NStQ submitted General Provisions with Four Governing Principals

• Federal Government BC Government

• Federal approval of four principles developed by NStQ

• BC conditional approval to become final

Implementation of key concepts into Gantt Chart

Finalize inclusion of NStQ Principles in General Provisions wording

Finalize conditional BC approval

Federal Gov. approval of NStQ four Principles Develop implementation language

WORKPLAN ITEM KEY INFORMATION PARTICPANTS/FORUMS TASKS MEASURABLE OUTPUT

TECHNICAL WORKIG GROUPS (Tripartite)

Responsible:

• NStQ Chief Negotiator

Treaty Team Manager

• Treaty Managers

Main Table Participants

• Technical Working Groups

• Child & Family

• Lands

• Range

• Fisheries

• Boundaries

• Support Main Table Chapter and other Work, through technical expertise, issues identification and analysis, quantitative review, development of side agreements and other matters inside and outside of Treaty document

Support or revive the following Technical Working Groups

• Child and Family Services Lands Group

• Joint Resources

• Joint Authority Decision Making (Joint Management)

• Fisheries (Treaty Team)

Revive and update the Terms of Reference (Treaty Team)

Hold regular coordination, planning and information sharing meetings (avoid silos) (Treaty Team)

AIP BRIDGING EXERICSE

Responsible:

NStQ Chief Negotiator

• NSTC Treaty Team Manager Treaty Managers

• NStQ Leadership Council

TREATY CHAPTER WORK (Tripartite)

Responsible:

NStQ Chief Negotiator

• NSTQ Treaty Manager

Main Table

Chapter review to incorporate new government legislation, policies and mandates (this includes UNDRIP, TRC, Rights and Recognition Policy, Principals Accord, & other Federal and BC policies)

Complete analysis of outstanding bridged items/ issues from AiP Chapters

Complete Bridging analysis and negotiation of the Treaty/ AiP Chapters negotiated during this fiscal year

ON-GOING

• Main Table

• Develop Treaty Chapter Language:

• Land Title, Local Government Relations, Transitions, Justice, Education, Child & Family Wellness, Fish, Dispute Resolution

Complete work on at least 6 Treaty Chapters

• Justice

• Ratification

• Land Titles Ongoing:

• Education

• Transitions

• Fish

• All Parties NStQ tabled a draft Fisheries chapter in January 2019

FISHERIES

Form the Technical Tripartite Fisheries Working Group

• Complete Co-mandate with DFO

TRM - Community and internal NStQ staff fisheries steering committee

Form the Main Table Tripartite Fisheries Working Group

Complete the Main Table Fisheries Co-Mandate work

Utilize TRM Fisheries funding ($90K) to achieve TRM deliverables including utilizing internal staff and contractors

Obtain Elders knowledge and views and community members input regarding Fisheries issues (Treaty Managers)

• Progress complex Treaty Chapters: Joint Management, Lands-Boundaries, Governance, Subsurface, Crown

HOUSING

All Parties

• NStQ housing & infrastructure needs report

Advance 6 complex Treaty Chapter issues by at least 20%

• Adequate Internal infrastructure

Structures and Buildings brought up to acceptable building code

• Support NSTC or individual community Housing application for housing funds

Obtain a consultant’s report addressing the adequacy of NStQ infrastructure

To the extent feasible secure a housing assessment report for each NStQ community

Support NStQ Community Manager(s) work in Housing Initiatives in National Forums

Reporting Methodology

Completed (100%)

Did not proceed due to Covid Restrictions*

Partial Completion (75%-50%-25%)

*A number of face to face interactions were cancelled or postponed due to Covid. In these limited cases or where no steps were taken, the objective was identified but not measured other than by a simple circle.

NEGOTIATION

TOPIC: NS tQ

WORKPLAN ITEM KEY INFORMATION PARTICPANTS/FORUMS TASKS MEASURABLE OUTPUT

BOUNDARIES/SHARED TERRITORY

Responsible:

NStQ Chiefs

• NStQ Chief Negotiator

• Treaty Team manager Treaty Team

• NStQ Leadership Council

Formation of NStQ Boundaries Committee

• Dialogue to discuss common values and boundaries issues with neighbouring communities

• Support implementation of the Secwepemc Unity Declaration

• Support NStQ leadership to further develop relationship protocols with Secwepemc First Nations within Secwepemculecw

• Special land areas –Department of Defense (DND) military land use area

Reactivate NStQ Boundaries Committee

Support dialogue with Simpcw

Support dialogue with High Bar

Support dialogue with Esket

Support leadership in reinvigorating leadership ties with non-Secwepemc nations

Support NStQ Leadership strengthening ties with neighbouring Community and Leaders

DND MOU and Safety and Land Use Protocol

Provide DND with NStQ oral (not in writing at request of NStQ Leadership) summary of historical evidence establishing NStQ stewardship/territory

TECHNICAL WORKING GROUPS (Internal)

Responsible:

NStQ Chief Negotiator

• NSTC Treaty Team manager

• Treaty Managers

• NStQ Leadership Council

Governance (identified issues)

• Range

• Lands Child and Family Fisheries

• Boundaries

• Joint Resources Education

• Communication

• Governance

Support Treaty Team Chapter Work, technical issues identification and analysis, quantitative analysis, development of side agreements and transition protocols

• Ongoing review/updating

Terms of Reference

Regular reports and coordination with NStQ Treaty Team Inform and support Tripartite negotiations

• Support reports and presentations to Leadership

Support & direct the following Technical Working Groups Education

• Fisheries

• Joint Resources

• Lands - Stewardship Boundaries

Child and Family

• Transition (including Governance)

Support the development and review of Terms of Reference

Support regular coordination, planning and information sharing meetings

WORKPLAN ITEM

ADVANCED LAND SELECTIONS

Lead: Jake

• Chiefs Leadership Council

• NStQ Treaty Manager

• Treaty Managers

Lands Working Group Chief Negotiator

KEY INFORMATION PARTICPANTS/FORUMS TASKS MEASURABLE OUTPUT

ON-GOING

• ITA Phase I Transfers

ITA transfers (early access)

ITA transfers

• Common Lands - obtain NStQ leadership views and direction concerning lands generally, including identification of potential tracts of land

• Mapping to support advanced lands selections to NStQ Leadership (additional TSL lands)

• NStQ Ranch AcquisitionsIdentify and complete ranch purchases

Early access to selected ITA lands by each NStQ Community (where requested)

Complete transfer of at least three ITA land parcels TT Managers

Present a briefing note and to NStQ Leadership to obtain views on Common Lands

Provide maps of prior NStQ community land selections in support of additional lands discussions with leadership and community members

Develop a Template for Ranch acquisitions

Bring at least two ranch purchases opportunities to the Offer to Purchase stage.

TREATY CHAPTER WORK (Internal)

Responsible:

• NStQ Chief Negotiator

• NStQ Treaty Manager

• Skills Development Coordinator

• Treaty Managers

AIP GAP ANALYSIS

Responsible:

• NStQ Chief Negotiator

NSTC Treaty Team Manager Treaty Managers

• NStQ Leadership Council

• Administration

• NStQ Leadership input and approval of Treaty Chapters Tripartite Negotiation meetings

Present (for information and discussion) at least 6 Treaty Chapters to NStQ Leadership for discussion and approval

BOARD OF DIRECTORS

Responsible:

• Chiefs

• NSTC Executive Director

• NStQ Chief Negotiator NSTQ Treaty Manager

• Board of Directors meets every other month

Complete UNDRIP (broad gap approach dropped) analysis of all AiP Chapters for those issues not addressed/resolved in AiP negotiations

Propose NStQ approach(s) to Outstanding Issues for discussion with NStQ Leadership

• Chiefs knowledgeable on all aspects of NStQ Tripartite negotiations

Participate in the Leadership Council meetings CN/Sr.TM participate in Board meetings to provide briefing and seek direction Access to Share Point/Work Plan/Documents including Gantt Chart

WORKPLAN ITEM KEY INFORMATION PARTICPANTS/FORUMS TASKS MEASURABLE OUTPUT

POLITICAL REALTIONS

Chiefs

• NStQ Chief Negotiator

• NStQ Treaty Manager Treaty Team

• Federal Minister BC Premier

• BC Ministers

• Sr. BC Administrators

First Nations Leadership Gathering

Our Gathering

• Other Forums and Initiatives

• Advance or resolve complex treaty issues through political channels

Building ongoing political relations with Senior Government officials

Face-to-face or other direct meetings with government leaders to continually raise NStQ profile

Foster and develop relations with government, industry and indigenous bodies

• Attendance and Participation at First Nations Forums

• Participation in Federal and BC First Nations policy development initiatives

Federal Our Gathering

• Other Forums Addressing First Nation priorities, issues For example, Cariboo Regional District Board

One or more meetings with Federal Minister of CrownIndigenous Relations

Facilitate a meeting with BC Premier Horgan

Facilitate Ongoing meetings with BC Minister of Indigenous Relations and Reconciliation

Initiate ongoing communications with federal Director General

Support NStQ Chiefs at BC First Nations Leadership GatheringIssues and Requests Discussion Document

Support NStQ Chiefs at Federal Our Gathering - Issues and Requests Discussion Document

Facilitate meeting(s) with Regional and District Managers

Identify and recommend strategic objectors at FN forums attendance and Participation at First Nations Forums

FIRST NATIONS SUMMIT AND OTHER POLICY DEVELOPMENT FORUMS

Responsible:

• NStQ CN

Treaty Team Member(s)

NSTQ CN and Treaty Team Member(s) participation in FNS Table and Working Groups

Treaty Team participate on Working Groups, Task Forces, etc. NStQ CN representation at FNS CN Table

• Monitor and participate in Chief Negotiators meetings

• Monitor and participate on Common Table

Attendance at Chief Negotiators meetings

Active participation in FNS Policy Working Groups for Joint Management, Land Quantum, UNDRIP and other Rights and Recognition Policy Implementation

TREATY RATIFICATION

Responsible:

• NStQ Chiefs

NStQ Chief Negotiator

NSTC Treaty Team Manager

• Treaty Team

• NStQ Leadership Council

• Technical Working Group Members

• Federal Minister Federal ADM

BC Premier

• BC Ministers

• Sr. BC Administrators

• Leadership direction and support for change from current double majority requirement

• Discussion Paper – Concept of sufficient majority to ensure NStQ citizen support, protection against constitutional or other legal challenges

Discussion Paper presented to the Leadership Council

Meeting with Federal Minister Crown-Indigenous Relations - ratification discussion and political support for NStQ preferred approach and political support

Meeting with BC Premier and Minister to discuss NStQ ratification discussion and political support (raised with BC ADM)

WORKPLAN ITEM KEY INFORMATION PARTICPANTS/FORUMS TASKS MEASURABLE OUTPUT

COMMUNICATIONS

Ensure Community members near and far are engaged in the treaty process and kept apprised of developments.

Responsible:

• NStQ Chief Negotiator

• Treaty Team Manager

• NSTC Communications Manager and Communications Coordinator

• Community Communications Coordinators

• Community Treaty Teams

ON-GOING

• Community Meetings

• Treaty Team Communication Lex’eyem Magazine quarterly

• Urban meetings

• Fall 2020 December 2020

• Spring 2021

• Citizen’s Assembly May 2020

• Treaty Team – presence on NSTC website

Quarterly NStQ Community Treaty Communications Package

• Quarterly Lex’eyem Magazine Article

• Coordinated Social Media posts – Facebook, Twitter

Support engaging youth members in Treaty process including through use of inhouse produced photos and video clips

Informing NStQ Community members of Treaty issues and topics of interest through in-house produced video clips featuring Treaty Team members and NStQ leadership

• Information packages: Treaty Myths and Misconceptions; FAQs; Lands; Treaty 101; Treaty & How will it affect you

• Ongoing Outreach with Local Government, Cattlemen’s Association, other stakeholders

• Community attendance monthly or as required to provide Treaty Update and Main Table Negotiations

• Urban Meetings: proposed for Williams Lake, TBD or 100 Mile House, Kamloops, Vancouver

• Annual NStQ Citizens’ Assembly May 2021 Utilize/organize/expand member contact through expanded communications

• Conduct Land Tours

• Comparison between Treaty and other FN reconciliation approaches.

Quarterly Treaty Communication Package for rollout in NStQ communities

Establish Treaty Page/ Presence on NSTC website –Treaty Issues and How Does Treaty Affect You

NStQ Community meetings including Main Table Negotiations (twice yearly in each NStQ Community)

Quarterly magazine Treaty article

Active Social media raising Treaty issues

Involve youth with Treaty Team (twice yearly)

Active participation with BC Cattlemen’s Association

Active participation with Local Government

Treaty Team Presentation if there is a 2021 Citizen’s Assembly Treaty Team presentations or communication pieces directed to Urban members meetings/communication outreach forums (Fall, December, Spring) if meetings proceed.

Subject to practicality and availability – conduct Land Tours

Begin utilizing and presenting the Secwepemc Title for the Treaty Agreement

Update

TREATY TEAM

NS t Q STAGE 5 YEAR END REPORT

WORKPLAN 2021-2022

Fiscal Year is

Reporting Methodology

Completed

NEGOTIATION TOPIC: TRIPARTITE

WORKPLAN ITEM KEY INFORMATION PARTICPANTS/FORUMS TASKS MEASURABLE OUTPUT

GENERAL PROVISIONS

Assigned:

All Parties

NStQ submitted General Provisions with Four Governing Principals

• Federal Government

Government

Federal approval of four principles developed by

BC conditional approval to become final

of key concepts into Gantt Chart

Finalize inclusion of

Principles in General Provisions wording

Finalize conditional BC approval

Gov. approval of NStQ four Principles

Develop implementation language

WORKPLAN ITEM KEY INFORMATION PARTICPANTS/FORUMS TASKS MEASURABLE OUTPUT

TECHNICAL WORKIG GROUPS (Tripartite)

Responsible:

• NStQ Chief Negotiator

Treaty Team Manager

• Treaty Managers

Main Table Participants

• Technical Working Groups

• Child & Family

• Lands

• Range

• Fisheries

• Boundaries

• Support Main Table Chapter and other Work, through technical expertise, issues identification and analysis, quantitative review, development of side agreements and other matters inside and outside of Treaty document

Support or revive the following Technical Working Groups

• Child and Family Services Lands Group

• Joint Resources

• Joint Authority Decision Making (Joint Management)

• Fisheries (Treaty Team)

Revive and update the Terms of Reference (Treaty Team)

Hold regular coordination, planning and information sharing meetings (avoid silos) (Treaty Team)

AIP BRIDGING EXERICSE

Responsible:

NStQ Chief Negotiator

• NSTC Treaty Team Manager Treaty Managers

• NStQ Leadership Council

TREATY CHAPTER WORK (Tripartite)

Responsible:

NStQ Chief Negotiator

• NSTQ Treaty Manager Main Table

Chapter review to incorporate new government legislation, policies and mandates (this includes UNDRIP, TRC, Rights and Recognition Policy, Principals Accord, & other Federal and BC policies)

Complete analysis of outstanding bridged items/ issues from AiP Chapters

Complete Bridging analysis and negotiation of the Treaty/ AiP Chapters negotiated during this fiscal year

ON-GOING

• Main Table

• Develop Treaty Chapter Language:

• Land Title, Local Government Relations, Transitions, Justice, Education, Child & Family Wellness, Fish, Dispute Resolution

Complete work on at least 6 Treaty Chapters

• Justice

• Ratification

• Land Titles Ongoing:

• Education

• Transitions

• All Parties NStQ tabled a draft Fisheries chapter in January 2019

FISHERIES

Form the Technical Tripartite Fisheries Working Group

• Complete Co-mandate with DFO

TRM - Community and internal NStQ staff fisheries steering committee

Form the Main Table Tripartite Fisheries Working Group

Complete the Main Table Fisheries Co-Mandate work

Utilize TRM Fisheries funding ($90K) to achieve TRM deliverables including utilizing internal staff and contractors

Obtain Elders knowledge and views and community members input regarding Fisheries issues (Treaty Managers)

• Progress complex Treaty Chapters: Joint Management, Lands-Boundaries, Governance, Subsurface, Crown

HOUSING

All Parties

• NStQ housing & infrastructure needs report

• Adequate Internal infrastructure Structures and Buildings brought up to acceptable building code

• Support NSTC or individual community Housing application for housing funds

• Fish Advance 6 complex Treaty Chapter issues by at least 20%

Obtain a consultant’s report addressing the adequacy of NStQ infrastructure

To the extent feasible secure a housing assessment report for each NStQ community

Support NStQ Community Manager(s) work in Housing Initiatives in National Forums

SOCIAL & RECREATION

SOCIAL DEVELOPMENT

Programming Updates:

Incorporating culture into wellness efforts has been another prominent goal of leadership. We are actively working to incorporate culture in all aspects of programming (ex. Using healing circle models for group sessions; drumming circles; offering smudges for family case conferences; planning on-the-land trips; engaging community in medicine groups; information-based sessions [ex. Trauma] centered around culture as healing).

Cultural activities and practices (such as weekly smudges and a focus on language and programming based on the quadrants of the medicine wheel) are being incorporated into the fabric of recreation programming. A large, 35-person canoe was purchased utilizing Civil Forfeiture funding secured by IPS officer Adam Hildebrandt. Recreation is planning a naming ceremony in the Spring (engaging community to provide the name), with hopes to have a Secwepemc artist do some art on the canoe itself (whether that be carving or painting). This canoe will be used for on-the-land programming for children, youth, adults, and elders alike!

Social Development has been striving to improve our level of community engagement to guide the development of new programming, services, and events. We plan on engaging community through open house events to encourage feedback from elders and community members surrounding what social development services should look like/what individuals would like to see incorporated into social programming, services, and events. The Social Development Manager has been attending all elder’s

meetings to garner valuable feedback surrounding what elders would like to see implemented in community programming. The requests are largely surrounding the incorporation of culture into programming, involvement of families, adults, and elders in programming (including Recreation programming), and learning initiatives that will aid in the transmission of knowledge between generations.

Food security initiatives/community give-back initiatives such as hamper distributions have been incredibly successful, pulling in community members from on and off-reserve. Our last Fall Hamper distribution (pictured below) saw 150 hampers of meat and produce handed out to community over the span of a few short hours. Social Development plans continued distributions in the future, centered around seasonal produce and meat availability (with an upcoming distribution being planned for March 2022).

Programming series have seen measurable success this year, including Drumming Circles, Fire Nights, Medicine for the Soul groups, and family-centered classes and events (such as paint nights, bowling, swimming, skiing). Moving into this new fiscal, we are in preliminary planning stages to bring traditional healers to community, along with community-based training and informational sessions surrounding mental health and wellness. Social Development aims to promote as many culturally based healing activities and services as possible, with the ability to refer, advocate, and support community through specific streams of the Western medical, legal, and child protection systems.

Social Development’s Community Social Worker has been working in coordination with Indigenous Policing Services (IPS) and WLFN Law Enforcement to enhance communication efforts between policing services and social development, specifically surrounding at-risk, criminally involved clients. These efforts will ensure that community, staff, and the individual are involved in planning surrounding an offender’s return to community, or intervention efforts that can be sought in lieu of criminal intervention efforts.

Social Development saw the hire of a new Outreach Worker, Judy Ventry, specifically dedicated to supporting the St. Joseph’s Mission investigation. This worker has been providing ongoing support to interviewees, and ensuring those involved in the process are being provided adequate opportunity to access services and supports. Judy has been planning a series of cultural, emotional, and mental health & wellness events in coordination with some of our allied community partners (such as Three Corners), and relevant WLFN staff (such as David Archie), and community elders. This programming will be further refined and implemented in upcoming months (including Lehal, traditional healers, and continuing support circles and group series).

Treatment Updates:

Social Development staff and Health staff have undergone NNADAP (National Native Alcohol and Drug Addictions Program) training, so that we may complete our own, in-house treatment referrals for community. Thus far, we have sent 3 members to treatment, one of whom is still in supported recovery programming in Esket (and has been for nearly one year), with plans to move back to community in the near future. We have 3 families or individuals who have requested treatment that we are currently working with. Our aim is to ensure a comprehensive recovery network and post-treatment plan is developed and implemented prior to the client(s) attending treatment, as this will only serve to further support and promote prolonged sobriety and success.

Client Composition

Social Assistance Updates:

Social Development has seen many difficulties with the SA program, largely due to the pandemic. Job searches were indefinitely waived (only to be reinstated at each Band’s discretion), and many ongoing financial supplements were offered to clients, which led to an overall increase in our employable SA client numbers (as evidenced in the graph above for the 2019-2020 fiscal).

Thankfully, we’ve reinstated job searches and are working in coordination with WFLN’s Employment Coordinator to implement exciting employment training opportunities for employable SA clients in partnership with CCATEC. This program is called a Pre-Employment Training Program and assists in training employable SA clients to prepare for entering/re-entering the work force by providing relevant training and learning opportunities.

Our overall employable client numbers for the 2021 – 2022 fiscal have changed drastically, from 62% of our overall client base (in the 2020-2021 fiscal) to 50%. We have seen a significant increase in our PWD (Persons with Disabilities) client base, job searches are not mandatory for PWD clients.

In viewing these data sets together, it becomes evident that our client composition has changed, with PWD/ PPMB increasing in numbers, with a slight decrease in employable clients over this past fiscal. We anticipate our employable numbers will continue to drop as job searches become mandatory once more.

RECREATION DEPARTMENT

AFTERSCHOOL PROGRAM

Description:

The Afterschool Program has been a staple of the Recreation Department for years. It provides a safe place for children ages 6-12 to attend, and be themselves while offering various aspects of physical, mental, and cultural content.

Data:

The Williams Lake First Nation Recreation’s Afterschool Program has seen a trending increase in overall attendance as well as an increase in average attendance per month from April 2021 – March 2022.

August 2021 was the peak of COVID-19 in community, and impacted all programming in the Recreation Department, including the Afterschool Program. Due to the impact of COVID-19, programming was closed from August 17, 2021 – August 29, 2021, which caused a significant drop to the overall monthly attendance.

December 2021, like most Decembers saw a dip in attendance, the closer it got to winter break, the lower the attendance per day. December 20-24, 2021, saw the lowest attendance of the month, having three of those days average 2-3 attendees per day.

The average daily attendance was gathered by taking the total amount of days those programs run in any given month and dividing it by the total monthly attendance.

Example: April 2021, Monthly Attendance (235) divided by total number of days program was active (20) = 12.

April 2021 235 12

2021 277 13

June 2021 256 13

July 2021 287 14

August 2021 152 14

September 2021 257 12

October 2021 326 16

November 2021 309 15

December 2021 218 12

January 2022 226 11

February 2022 317 17

March 2022 367 17

Client Composition

Daily Program Breakdown – Regular Program

2:30pm Program Open / Children Arrive

2:45pm Snack is offered

3:00pm Physical Activity (1 hour)

4:00pm Craft or Activity planned for the day

4:30pm Free Time

5:00pm Program Closed

Daily Program Breakdown – Pro-D Days / Summer Programming

8:30am Program Open / Children Arrive

9:00am Free Time

10:00am Snack is offered

11:00am Physical Activity (1 hour)

12:00am Lunch Time

1:00pm Craft or Activity planned for the day

2:00pm Free Time

3:00pm Snack is offered

3:30pm Physical Activity (1 hour)

4:40pm Free time

5:00pm Program Closed

Right to Play Partnership

The WLFN Recreation Department’s Afterschool Program is supported through a partnership with a Toronto based organization known as Right to Play.

Right to Play helps to fund the Afterschool Program Coordinator position (previously the Recreation Worker / Community Mentor position) as well as provide funding to help with supplies and events that are relevant to the partnership.

YOUTH LEADERSHIP PROGRAM

Description:

The Youth Leadership Program (YLP) offers a wide range of programs to youth ages 12-18. In the past the YLP ran as a drop-in centre from 5:00pm until 7:30pm. This was changed in September of 2021 to pre-registered programs such as but not limited to: Life skills, cooking classes, crafts, team sports. themed events and so forth.

April 2021 to August 2021 – Drop-in Centre

5:00pm YLP open for youth 5:30pm Dinner provided 6:30pm Planned activity / craft / class 7:30pm Program Closed

This program was offered every Monday – Thursday and was closed on Fridays.

September 2021

September was the start of our Child and Youth Support Worker who took over the YLP program on September 13, 2021. This month was a transitionary period for the YLP and a planning month for future programming.

Registered Event:

All information is taken directly from the WLFN Recreation Event Reporting Form. These forms are filled out by the individual directly responsible for each event.

OCTOBER 2021

Oct 6 – Youth Cooking Class

Attendees: 4 Cost: $37.5

Success Level: A Success

Oct 13 – Youth Cooking Class Attendees: 4 Cost: $37.5

Success Level: A Success

Oct 20 – Youth Cooking Class Attendees: 4 Cost: $37.5

Success Level: A Success

Oct 21 – Spooky Cookie Decorating Attendees: 5 Cost: $50.00

Success Level: Moderately Successful

Oct 25 – Pumpkin Painting Attendees: 0 Cost: $50.00

Success Level: Unsuccessful

Oct 27 – Youth Cooking Class Attendees: 4 Cost: $37.5

Success Level: A Success

NOVEMBER 2021

Nov 2 – Learn 2 Crochet

Attendees: 0 Cost: $30.00

Success Level: Unsuccessful

November 3 – Youth Cooking Class

Attendees: 1

Cost: N/A

Success Level: A Success

Nov 9 – Anxiety and Depression Workshop

Attendees: 0 Cost: $0

Success Level: Unsuccessful

Nov 10 – Youth Cooking Class

Attendees: 2 Cost: N/A

Success Level: A Success

Nov 17 – Youth Cooking Class Attendees: 2 Cost: N/A

Success Level: A Success

Nov 22-23 – Ready 2 Rent Workshop

Attendees: 0

Cost: $0

Success Level: Unsuccessful

Nov 24 – Youth Cooking Class

Attendees: 3 Cost: N/A

Success Level: A Success

DECEMBER 2021

Dec 13 – Candle Gift Making Class

Attendees: 5

Cost: $25.00

Success Level: Extremely Successful

D ec 14 – Gingerbread Houses

Attendees: 5

Cost: $50.00

Success Level: Extremely Successful

Dec 15 – Christmas Movie Night

Attendees: 4

Cost: $127.50

Success Level: A Success

Dec 20-21 – Kamloops Overnight Trip

Attendees: 0 Cost: $120.00

Success Level: Unsuccessful (Cancelled due to bad road conditions)

JANUARY 2022

Jan 18, 2021 – Tie Dye Class

Attendees: 0

Cost: $0.00

Success Level: Unsuccessful (Cancelled due to no registrants)

FEBRUARY 2022

Feb 14, 2022 – V-Day Cake Pops

Attendees: 6

Cost: $35.00

Success Level: A Success

Feb 16, 2022 – V-Day Game Night

Attendees: 4

Cost: $156.40

Success Level: A Success

COMMUNITY PROGRAMS

Description:

Community Programs are a core component of the Recreation Department. Over the last year these have been hampered by COVID-19, but the Recreation Department has been able to implement some amazing events for community members, including mental health related workshops, family-based events, and physical activity events. Please note that while many of these events are open to all members of community some are age restricted.

JULY 2021

Jul 6 – Children’s Bike Picnic

Attendees: 30

Cost: N/A

Success Level: Extremely Successful

AUGUST 2021

Aug 8 – Health and Wellness Spa

Attendees: 20

Cost: N/A

Success Level: A Success

SEPTEMBER 2021

Sept 2 – Back to School Haircuts

Attendees: 31

Cost: $2,500.00

Success Level: A Success

OUTREACH SERVICES

Description:

OCTOBER 2021

Oct 8 – Haunted Corn Maze

Attendees: 9

Cost: $183.00

Success level: Moderately Successful

Oct 29 – Spooky Family Dance

Attendees: 50

Cost: N/A

Success Level: Extremely Successful

DECEMBER 2021

Dec 9 – Wreath Workshop

Attendees: 16

Cost: $1,100.00

Success Level: Extremely Successful

JANUARY 2022

Jan 14 – Give Back Brunch

Attendees: 80

Cost: $200.00

Success Level: Extremely Successful

FEBRUARY 2022

Feb 18 – Mount Timothy Ski Trip

Attendees: 45

Cost: $2,500.00

Success Level: Extremely Successful

TO CONCLUDE

The Recreation Department has recently started implementing Outreach Services. The primary demographic for these services is community youth ages 12-18. These services, however, are offered to all community members that may need services that fall in the realm of what the Child and Youth Support Worker.

There are no direct stats for the April 2021 – March 2022 fiscal year as this is a recent addition to what the Recreation Department has begun offering.

The Recreation Department has been continuing to grow in what we offer and the quality in which we offer services. COVID impacted a lot of our deliverables to community but gave the department a lot of time to implement some much-needed procedures for programs. Fiscal 20222023 will see a huge increase to what we are tracking statistically in terms of program deliverables, attendance, costs and so forth as well. We here at WLFN Recreation are proud of what we have accomplished on behalf of the community of Williams Lake First Nation and are excited about the future of our department as we strive to bring excel in the areas, we are already active and areas that community sees a need for.

SUGAR CANE HEALTH STATION

In January 2021, Williams Lake First Nation (WLFN) took over the Sugar Cane Health Station. The Health Station was formerly operated and run by Three Corners Health Services Society (TCHSS). WLFN then hired a Director of Health and Wellness, Jordan Davis, to oversee the day to day operations of the Health Station and all health related programming and activities in the community, as well as continue to work and liaison with TCHSS who continue to provide Home Care staff with a team of Care Aids, Licensed Practical Nurses, and Registered Nurses, as well as a regularly visiting Nurse Practitioner, Physiotherapist, Foot Care Nurse, and others. This continued relationship with TCHSS and WLFN has been so beneficial to the Community and all Staff.

In January of 2021 right after we acquired this oversight we shut down with several cases of Covid in the Community and had to have a highly functioning consistent effort to serve our Community with collaboration between ourselves, local hospital and also regional Health Authority. We have had many challenging times. These times have allowed all our staff to rise to the occasion and quickly respond with our Health Team to have up and running Covid 19 Vaccine Clinics that rolled out in the end of January. WLFN currently has some of the highest vaccination rates amongst staff and community members in all of our Health Region.

Activities of interest during the last year (current and ongoing)

» Built and planted several community garden beds which will help our Food Sustainability Project which we will be working on in the Summer of 2022 with the Recreation Team and David Archie, Cultural Coordinator

» Held 2 Vaccine Clinics for First and Second Doses for Staff and Community Members of WLFN/Booster Clinic held Nov 2021

» Ongoing liasoning with local, regional and provincial Health Authorities to gain better care and planning for all of our members accessing the medical system in and around Williams Lake, and all of Interior Health

» On Site Clinicians for Community Members to help our Residential School Survivors, Community Members dealing with Substance Misuse Disorders, Children in Community, as well as Staff that need Clinical advice and support with Case Management (2 Days a week at the Health Station)

» Nurse Practitioner Services (1x a week)

» Home Care and Elders Care as well as Meals on Wheels

» Men’s Outreach Services

» Community Health Rep (CHR) Services which provide prenatal/postpartum and Breastfeeding information to our expecting and new Community Members as well

as transport for these babies and families/Elder rides/ Swimming and Lunch Groups

» Community Hunting Trip November 2021 – Men’s Wellness Worker took Community Members to Crooked Lake Resort where attendees hunted together, lodged together, and spend time one another and their families

» Cultural Coordinator started facilitating Men’s Sweats at the Tsqilye in Community (assistance from our Men’s Wellness Worker whenever needed) with Women’s being organized-these sweats are very important to add a Cultural Healing component to our Clinical Services and to continue healing for our Community Members who have or plan to attend treatment.

Goals for the upcoming year:

» Complete community smoke house (which we have obtained funding for through a grant with Interior Health Community Action Food Initiative)

» Incorporate more Health Programming into Recreation: Sexual Health Education/Mental Health/Spiritual Health and Cultural Practice

» Bolster Health Services to our Community and continue to work with our Community to provide awareness and access/participation in these services including referrals to our Clinicians

» Host Men’s, Women’s, and Youth Programming and Groups in coordination with other departments

» Address disparities in Indigenous Health Care in the broad Health Care System and address these disparities

» Work towards building the next generation of the community through our Daycare, School, and Rec Programming -to be strong, powerful, healthy leaders who are the future of this community.

EDUCATION

ADDITIONAL FUNDING AND STAFFING

LITTLE CHIEF’S DAY CARE AND LITTLE CHIEF’S PRIMARY SCHOOL

LCDC ACCOMPLISHMENTS

» Building and Playground renovations

» Built a new storage shed

» New LED solar panel lighting installed and a new sandbox in the playground.

» New fence installed on the side of the daycare and installed a small play area.

» Purchased garden boxes and did gardening with the children.

» Purchased new dramatic play toys.

» Installed shelves for toy storage, books, and puzzle area.

» New cupboards installed in the boot area, kitchen, and nap room. We had new electrical outlets installed in the kitchen, hallway, boot room, and outside. We had LED lights installed for walkway.

» Targeted 100% for all 6 components for the On-Reserve Head-Start

» Provide Healthy Meals Program

LCPS ACCOMPLISHMENTS

» Purchase of new 46 seat School Bus

» 5-year School Assessment completion June 2022

» Provide Healthy Meals Program

POST-SECONDARY ACCOMPLISHMENTS

WLFN SPONSORED STUDENTS

The WLFN contributed OSR consideration for additional post-secondary education (PSE) sponsorships that met the criteria.

ISC APPLICATION FUNDING

WLFN is very successful with the ISC general pool application funding and received an additional $144,453.00 in the past 4 years that opened further post secondary students education opportunities.

ADDITIONAL FUNDING PROVIDED

WLFN provides an additional 2 months of living support to PSE students to assist with their education success. The additional funding focus is to take stress and pressure off of students while starting and finish annual school years.

WLFN’s first recorded graduate was in 1971 but the education records predate 1971 as early as 1957. WLFN has since sponsored 205 members graduating with Certificates, Degrees and Masters ranging from and not limited to: Tribal Police, Equine Therapy, Indigenous Business Administration, Lawyers, Master of Education and Social Work, Forestry and Health.

K-12/PSE EXTRACURRICULAR AND INCENTIVES

EXTRACURRICULAR FUNDING

WLFN on and off reserve students from K-12 with access to extracurricular funding.

» 2021 WLFN students

» 2021 WLFN using their allowance

INCENTIVES

WLFN grade incentives applies to on and off reserve students. Based on annual availability.

» 2021 WLFN K-12 students

» 2021 WLFN K-12 who have received incentives

» 2021 WLFN PSE students

» 2021 WLFN PSE who have received incentives

MONTHLY ALLOWANCES

WLFN provides monthly incentive allowances for students attending post-secondary and school Grade 7-12.

» WLFN students 2021 Grade 7-12

» WLFN students receiving monthly allowances

» WLFN PSE students attending

» WLFN PSE students receiving monthly allowances

LANDS LANDS DEPARTMENT

The highlights for the Lands department were:

» Wenona completed the TULO First Nations Applied Lands Management certificate program in August 2021

& Nina is starting the program February 2022 and will complete it in December 2022.

» Completed training/programs/proposals/reporting that resulted in $310,000 in additional funding to the Lands department to complete Invasive plant management and plant trees in elder’s yards and receive survey training from Natural Resources Canada

» Wenona assisted CAO Aaron Mannella in managing $2 million worth of flooding mitigation projects to improve the IRs after damage from the 2020 flooding, Nina completed administration/gathering financial information to close out flooding files

» Updated all WLFN Lands forms to pdf fillable, WLFN Lands Dept. should have 3 laws completed by the end of this fiscal year end – Garbage Collection Law, Waterworks Law & Business License Law

Goals

1. Successful Proposals/Initiatives

» 2020/2021 Red Cross proposal – Invasive Plant management $110,000

» 2020/2021 Natural Resources Canada survey training $68,000 and received survey training, a GPS unit & a pinfinder and completed a survey of the new band administrative building

» 2021 Natural Resources Canada - $5,000 towards completion of an additional survey

» 2021 Trees Canada proposal - $4,800 towards purchasing trees for elder’s yards

» 2020/2021 additional $20,000 in smaller proposals/ funding applications

Invasive Plant crew/tree planning in elder’s yards – Summer 2021

Borland Creek overflow channel 1 of the 2020 flooding mitigation projects (12 projects in total)

» 2022/2023 Lands application for $100,000 towards

the Land Use Plan

» 2021/2022 completed 5 lot registrations for Coyote Rock Estates in 2021 & 5 in 2022 over $2,000 in lands registration fees

2. Organization of Lands Management & Registry

» Issued burn permits Spring 2021/2022

» Registered five new Coyote Rock estate lots in 2021 & five in 2022 & 1 commercial lot registration

Updated all Lands forms to pdf fillable

Forming a WLFN Lands manual to provide guidance in the Lands department

» Attendance at various invasive plant, wildlife, lands

(such as Invasive Species Council of BC & federal

on Species at

3. Law Development

completion of Garbage Collection Law, Waterworks Law, Business

to final

Plan and Law

WLFN Land

SUGAR CANE ARCHAEOLOGY

Between archaeological fieldwork, laboratory processing, educational fieldwork, and heritage preservation initiatives, Sugar Cane Archaeology (SCA) has been busy over the past year!

In accordance with Article 31 of the United Nations Declaration on the Rights of Indigenous People (UNDRIP), Indigenous peoples “have the right to maintain, control, protect, and develop their cultural heritage, traditional knowledge, and traditional cultural expressions… [and] the right to maintain, control, protect, and develop their intellectual property over such cultural heritage, traditional knowledge, and traditional cultural expressions”. In accordance with this, Sugar Cane Archaeology conducts archaeological fieldwork across both WLFN traditional territory, and the broader Northern Secwepemc te Qelmucw (NStQ) Statement of Intent (SOI) area.

Our crew, now numbering 18 people over the summer field season, is currently busy preparing for the upcoming 2022 field season.

Equipment is being organized, trucks are being cleaned out, and staff members are completing a variety of training certifications that will come in handy over the coming year. All SCA employees receive their ATV/UTV, Bear Aware, Chainsaw, Confined Spaces, Ground Disturbance, First Aid, H2S Alive, S-100/S-185, Transportation of Dangerous Goods and WHMIS certifications over the course of the job – it’s good to prepared for any situation!

While delivering >$1,000,000.00 worth of contracted archaeological services during 2021, our crews have worked across the Cariboo-Chilcotin Natural Resource District, Quesnel Forest District, and the 100 Mile House Natural Resource District. This work has included crew stays in locations across the region, including in: Alexis Creek, Big Bar, Clinton, Horsefly, Lac La Hache, Likely, Quesnel, Tatla Lake, Wells, and 100 Mile House.

As the company continues to grow, the list of clients and industries that we conduct archaeological fieldwork for grows with it! Over the past year, we have conducted fieldwork on behalf of:

» Government and ministry clients (including British Columbia Timber Sales (BCTS), the Ministry of Forests, Lands, Natural Resource Operations, and Rural Development (FLNRORD), the Ministry of Transportation and Infrastructure (MoTI), and BC Parks);

» Local and regional agencies and organizations (including the Cariboo Regional District, the City of Williams Lake, the Williams Lake Cycling Club, and the Williams Lake Community Forest);

» Industry clients and developments (including Tolko Industries Ltd., and West Fraser Mills Ltd.); and,

» Other Indigenous nations, enterprises, and ventures (including Alkali Resource Management, Stswecem’c Xget’tem First Nation, and Tsi Del Del Enterprises Ltd.)

Beyond conducting fieldwork and reporting for clients,

SCA has partnered with several clients (including British Columbia Timber Sales and the Resource Planning and Assessment Branch (RPAB) of FLNRORD) on developing regional Indigenous cultural heritage training programs for delivery to government staff members and licences. Through culturally appropriate training, we hope to provide government employees with an understanding of the cultural history of the region and its Secwepemc people, as well as the importance of protecting

archaeological, cultural heritage, and traditional use features and locations.

During this year’s fieldwork, SCA crews recorded more than 20 new archaeological sites in the territory, including lithics (such as flakes, projectile points, and scrapers), habitation sites (such as house pits), and subsistence features (including cache pits and fishing rocks). In addition to new archaeological sites, SCA crews also recorded 50+ traditional use sites (including culturally modified trees, or CMTs, and resource collection areas) during the past field season.

In addition to fieldwork, SCA has been busy at work reaching out to the Sugar Cane and City of Williams Lake communities, and beyond, via participation in educational and social events, initiatives, and collaborative learning experiences. In December 2020, SCA launched an educational blog designed to bring awareness to Indigenous archaeology, cultural resource management, and cultural heritage. Our blog can be found at: www.sugarcanearch.ca/blog.

SCA further demonstrated our commitment to collaboration, education, and youth through a partnership with School District 27. Over the past year, we have hosted workshops for more than 10 classes from local Elementary and Middle schools for students ranging in age from 5 to 13 years old. These workshops have included tours of the SCA archaeology lab, interactive presentations on how to identify, protect, and report artifacts, and on-theland visits to archaeological sites. We look forward to continuing to work together with the School District over the coming years to promote cultural awareness, heritage protection, and Reconciliation over the coming years.

Beyond our work with School District 27, SCA collaborated with the Williams Lake First Nation Title & Rights, Recreation, and Social Development Departments on Williams Lake First Nation’s 2021 Youth Culture Camp that took place near WLFN Indian Reserve #5 (Chimney Creek). Taking place of 3 days, Culture Camp allowed more than 30 WLFN-affiliated youth the opportunity to participate in cultural activities on the land, including a tour of nearby archaeological sites, drum making, ribbon skirt making, and traditional plant collecting.

In addition to our work with youth, SCA has also participated in multiple job fairs and expos over the past year. To date, we have participated in university-level recruiting expos on behalf of Simon Fraser University, Trent University, and the University of Calgary, as well as local jobs fairs including the Williams Lake Job Fair, the Trades and Technical show, and the WLFN career fair. We truly believe that by investing in youth and the future, we will promote the management and protection of cultural heritage for future generations.

If you are interested in following along with our crew’s journey over the upcoming field season, don’t forget to head on over to Facebook (@Sugar Cane Archaeology) and Instagram (@sugarcanearch)! Interested in what we do?

We are always looking for enthusiastic individuals to join our seasonal field team. If you love archaeology, fieldwork, and the outdoors, don’t hesitate to pop by the SCA offices in the WLFN Downtown Office at 315 Yorston Street to join the fun!

SCA crew members participate in Chainsaw Training.

SCA crew members participate in ATV/UTV training.

SCA crew monitoring during prescribed burning within CWL.

Kamloops Horizon projectile point identified within the CWL.

SCA crew member measuring a cultural depression.

Lithic material identified within the CWL.

BORLAND CREEK LOGGING

Borland Creek Logging Ltd.

Harvests 120 to 150, 000 m3/year.

Full phase harvesting operation. “Stump to Dump” In operation for 25 years.

Currently has 35 harvesting and Silvicultural Crew members.

Tree planting on the ITA lands will continue increasing each year with 150, 000 trees planted over the past two years and 450, 000 trees to be planted next spring.

Silviculture crews are working on a number of fuel management projects within the territory. We also have crews working at Gibraltar Mine conducting core sampling and another crew on environmental monitoring.

SUGAR CANE PETROLEUM PRODUCTS

BCL has had a very difficult year in terms of harvesting activities. Crews started up late this year and curtailed operations due to the softwood lumber market and a large increase in the stumpage pricing increase that came into effect on July 1st.

Our road building crew is updating the ITA access roads for our chipping and removal of harvest debris from the 2017 wild fires. The Biomass or chipping operation should run into the early months of 2022. FESBC has set aside funding for these operations.

Last year BCL has harvested approx. 100, 000 m3 of volume under the WLIB/City Community Forest, West Fraser, and Tolko forest licenses.

Any questions or concerns you have please do not hesitate to drop by the office or give Aaron Higginbottom a call at 778-417-0191.

There were a lot of small projects completed in a period of 9 months (July 2021 – March 2022) such as:

» Putting in new shelving.

» Removing the old shelving from the store. The old shelving was in use for a long time and had started rusting which lead to it also affecting the store floor tiles.

» Purchasing outside rolltop which gives our store extra space for automotive products such as windshield washer fluid, diesel exhaust fluid.

» Bringing in new vendors for impulse buy products which includes clothing blankets.

» Cleaning the store floor ties. After the shelving removal, we found that the floor was a mess and required us to hire a waxing company to clean and scrub them up nicely.

» There were a lot of extra racks which were making the store really congested. Therefore, we got rid of them to give our store a lot of room.

» Cleaning the outside shed which is used to carry our old paperwork and some store supplies. It was also full of junk which was removed and is now kept tidy.

» Installed a new door in the manager suite upstairs for privacy reasons.

» Old-Dutch chips sales have increased with +223% reported by Business Development Manager Old-Dutch Dean

» New Heating unit has been installed by Markey mechanical on 4th of march and its working

» New lighting and blinds have been installed on window in manager suite

» New water heating tank has been installed for the building

There is one project still in process as we are changing the front entrance and exit doors with new doors which will also include handicapped button to open the doors automatically. This project will take some time as there is supply shortage from the back end for glass.

FINAN FINANCIALS 2021-2022 FINANCIAL OVERVIEW

The Williams Lake First Nation (WLFN) has completed its 3rd year in the 10-year grant and has exceeded financial expectations in the 2021-2022 fiscal. We realized revenues of $15,116,819 in 2020-2021; and in 2021-2022 WLFN realized even higher revenues in the amount of $24,815,371 which is an increase of $9,698,552 (64% increase).

The chart on the right breaks it down by specific revenue sources, which shows WLFN generated 31.58% of its annual revenues which continues to increase annually. WLFN’s strong leadership and staff have continued to capitalize on funding opportunities by applying for proposals, entering into agreements, and forming partnerships.

In 2021-2022 WLFN received $8,618,906 in funding through Indigenous Services Canada (ISC) formally known as Aboriginal Affairs and Northern Development Canada (AANDC). Although this is a substantial amount, it is important to know that WLFN is not solely dependent on ISC funding as the own source revenue that WLFN generates from proposals, agreements and partnerships

continues to fluctuate between the 61%-66%.

Since WLFN receives funding each year from Indigenous Services Canada through the 10-year grant, Indigenous Services Canada is required to review WLFN’s financial statements to:

» Calculate our financial position at March 31, 2021

» Determine whether or not all programs, services and activities were delivered in accordance with the terms and conditions of our funding agreement

» Determine any program reimbursements, recoveries, and ongoing unexpended funding balances.

WLFN’s 2020-2021 review has been completed and it is important that WLFN ratios are deemed favourable each year. Below you can see WLFN’s 2020-2021 financial ratios are above each benchmark and all three have been deemed favourable.

FINANCIAL RATIOS

Liquidity 5.8 8.08

Sustainability 1.53 2.31

A liquidity ratio <0.9 is of concern as it denotes that a Nation cannot address its short-term debt obligations with its liquid cash

A sustainability ratio <0.5 is of concern as it denotes that a Nation cannot meet longer term obligations with their assets

Working Capital to Revenue 0.57 1.16

The Williams Lake First Nation also continues to add to their Tangible Capital Assets and in 2021-2022 WLFN added a net value of $7,943,308. The net value is calculated utilizing the $9,101,864 additions in Tangible Capital Assets minus the Amortization of $1,158,556.

Tangible Capital Assets (TCA’s) are a significant economic resource managed by governments and a key component in the delivery of many government programs. TCA’s can include: roads, buildings, vehicles, equipment, land, water and other utility systems and computers.

The 2021-2022 new additions included the completion of the New WLFN Government building, construction of the trail, sweat lodge and new housing developments, repairs/ maintenance on Coyote Rock Road and Borland Creek Dam, vehicle and equipment purchases, purchase of land, Arbour and Sugar Cane Treadpro building upgrades, and furniture and fixtures for new government building etc.

A working capital ratio <-0.08 is of concern as it denotes a Nation cannot address its current liabilities with it’s current assets

Below you will see how much TCA’s has been added over the last 4 years. WLFN has continued to grow substantially, especially in the last two years.

FINANCE HIGHLIGHT #1 RECOVERY OF ARREARS

WLFN Finance and Housing worked collaboratively together to create U114 Williams Lake First Nation Arrears Policy which was approved by Chief and Council in April of 2021. The purpose of the policy is to recover overdue monies owed to WLFN and to protect the financial viability of the Williams Lake First Nation.

Housing and Finance met with multiple community members to review their arrears and arrears agreements were signed.

On April 1, 2021, the arrears of community members amounted to $414,116.66 with WLFN recovering $93,989.98 in arrears during the 2021-2022 fiscal.

Note: All WLFN Member distributions are subject to arrears recovery. All recoveries will be based on the following:

a) Arrears amount between $.01-$5,000 the deduction of 25%

b) Arrears amount between $5,001 and up, the deduction of 50%

FINANCE HIGHLIGHT #2 WLFN COMMUNITY CHRISTMAS BONUS

In 2018, The Williams Lake First Nation implemented a community Christmas bonus to thank all WLFN members on and off reserve (over the age of 18) for their participation in supporting all WLFN departments and businesses. All eligible members are required to fill out the WLFN Community Christmas bonus form to receive their $150 bonus. This annual payment comes out of our Community Forest License budget and is distributed during the month of December.

In 2020, 82% of eligible members submitted their Community Christmas Forms totalling $80,550 being paid out to eligible members (payments were increased to $225/member due to Covid and WLFN’s inability to hold a Community Christmas Party).

In 2021, the number fell to 79% for a total of $52,500 being paid out to members.

We are looking forward to the 2022 Community Christmas Bonus – make sure to fill out your form (can be found on WLFN website) and let’s increase our numbers.

Note: The Community Christmas Bonus are subject to arrears recovery as noted in Highlight #1.

WILLIAMS LAKE FIRST NATION

CONSOLIDATED FINANCIAL STATEMENTS

For the year ended March 31, 2022

223 Reid Street, Quesnel, BC, V2J 2M1

Telephone: 778-414-5678 FAX: 778-414-5679

INDEPENDENT AUDITOR'S REPORT

To the Members of

Williams Lake First Nation

Opinion

We have audited the consolidated financial statements of Williams Lake First Nation, which comprise the consolidated statement of financial position as at March 31, 2022, and the c onsolidated statements of operations and statement of changes in net financial assets and cash flows for the year then ended, and notes to the consolidated financial statements, including a summary of significant accounting policies.

In our opinion, the accompanying consolidated financial statements present fairly, in all material respects, the consolidated financial position of the management as at March 31, 2022, and its consolidated results of operations and its consolidated cash flows for the year then ended in accordance with Canadian public sector accounting standards.

Basis for Opinion

We conducted our audit in accordance with Canadian generally accepted auditing standards. Ou r responsibilities under those standards are further described in the Auditor's Responsibilities for the Audit of the Consolidated Financial Statements section of our report. We are independent of the management in accordance with the ethical requirements that are relevant to our audit of the consolidated financial statements in Canada, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Responsibilities of Management and Those Charged with Governance for the Consolidated Financia Statements Management is responsible for the preparation and fair presentation of the consolidated financial statements in accordance with Canadian public sector accounting standards, and for such internal control as management determines is necessary to enable the preparation of consolidated financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the consolidated financial statements, management is responsible for assessing the management's ability to continue as a going concern, discl osing, as applicable, matters related to going concern and using the going concern basis of accounting unless management either intends to liquidate the Nation or to cease operations, or has no realistic alternative but to do so.

Those charged with governance are responsible for overseeing the management's financial reporting process.





INDEPENDENT AUDITOR'S REPORT, continued

Auditor's Responsibilities for the Audit of the Consolidated Financial Statements

Our objectives are to obtain reasonable assurance about whether the consolidated financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Canadian generally accepted auditing standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these consolidated financial statements. As part of an audit in accordance with Canadian generally accepted auditing standards, we exercise professional judgment and maintain professional skepticism throughout the audit. We also:

Identify and assess the risks of material misstatement of the consolidated financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Nation's internal control.

 Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management.

 Conclude on the appropriateness of management's use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Nation's ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor's report to the related disclosures in the consolidated financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor's report. However, future events or conditions may cause the Nation to cease to continue as a going concern.



Evaluate the overall presentation, structure and content of the consolidated financial statements, including the disclosures, and whether the consolidated financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

 Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the Nation to express an opinion on the consolidated financial statements. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit opinion.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

WILLIAMS LAKE FIRST NATION

CONSOLIDATED STATEMENT OF OPERATIONS AND CHANGES IN NET ASSETS

For the year ended March 31, 2022 2022 Budget 2022 Actual 2021 Actual (unaudited)

REVENUES, Schedule 1 $11,746,764$24,815,371$15,116,819

EXPENDITURES, Schedule 2 21,689,95427,156,51122,293,626

DEFICIENCY OF REVENUES OVER EXPENDITURES FROM OPERATIONS (9,943,190) (2,341,140) (7,176,807)

OTHER EXPENSES (INCOME)

Amortization -1,148,579806,297

Gain on sale of tangible capital assets (2,021)

Tangible capital asset acquisitions (8,356,145) (9,035,994)

Operating results of Nation Enterprises -2,346,067904,432

Funding recoveries 45,29720,243 (9,510,357) (9,113,886)

(DEFICIENCY) EXCESS OF REVENUES OVER EXPENDITURES (9,943,190) 7,169,2171,937,079

ACCUMULATED SURPLUS, BEGINNING OF YEAR 45,732,57445,732,57443,795,495

ACCUMULATED SURPLUS, END OF YEAR $52,901,791$52,901,791$45,732,574

WILLIAMS LAKE FIRST NATION

CONSOLIDATED STATEMENT OF FINANCIAL POSITION

As at March 31, 2022 20222021

FINANCIAL ASSETS

Cash $6,064,322$9,070,015

Accounts receivable (note 3) 3,043,5461,762,227

Work in progress (note 4) 179,954399,762

Trust funds held by Canada (note 5) 12,50412,441

Investment in Nation business enterprises (note 6) 5,538,7183,912,098 14,839,04415,156,543

FINANCIAL LIABILITIES

Accounts payable and accrued liabilities (note 8) 1,082,3781,707,998

Deferred revenue (note 9) 259,12662,500

Bank indebtedness (note 10) 220,146370,869

Long-term debt (note 11) 7,220,6326,005,581 8,782,2828,146,948

NON-FINANCIAL ASSETS

Prepaid expenses 289,726127,109 Inventory 158,525142,400

Tangible capital assets (note 7) 47,298,70839,355,400

47,746,95939,624,909 $53,803,721$46,634,504

Contributed surplus (note 12) 901,930901,930

Accumulated surplus 52,901,79145,732,574

NATION EQUITY (note 13) 53,803,72146,634,504

$53,803,721$46,634,504

WILLIAMS LAKE FIRST NATION

CONSOLIDATED CHANGES IN NET FINANCIAL ASSETS

As at March 31, 2022 2022 Budget 2022 Actual 2021 Actual (unaudited)

(Deficiency) excess of revenues over expenditures $ (9,943,190) $7,169,217$1,937,079

Acquisition of prepaid expenses (162,617) (25,359)

Acquisition of inventory (16,125) (12,095)

Acquisition of tangible capital assets (9,101,865) (9,119,382) Amortization -1,148,579806,297 (7,943,308) (8,313,085)

Decrease in net financial assets (9,943,190) (952,833) (6,413,460)

Net financial assets, beginning of year 7,009,5957,009,59513,423,055

Net financial assets (net debt), end of year $ (2,933,595) $6,056,762$7,009,595

WILLIAMS LAKE FIRST NATION

CONSOLIDATED STATEMENT OF CASH FLOWS

For the year ended March 31, 2022 20222021

OPERATING ACTIVITIES

Excess of revenues over expenditures $7,169,217$1,937,079

Items not affecting cash

Amortization 1,148,579 806,297

Gain on sale of tangible capital assets (2,021)

Operating results of Nation Owned Enterprises (2,346,067) (904,432)

Operating results of Williams Lake Community Forest (46,278) 347,212 5,923,4302,186,156

Change in non-cash working capital items

Accounts receivable (1,281,319) 1,640,570

Work in progress 219,808 (399,762)

Accounts payable and accrued liabilities (625,620) (38,719)

Deferred revenue 196,62662,500

Prepaid expenses (162,617) (25,359)

Inventory (16,125) (12,095)

4,254,1833,413,291

INVESTING ACTIVITIES

(Increase) decrease in trust funds held by canada (63) 94

Purchase of tangible capital assets (9,017,635) (9,119,382)

Proceeds on disposal of tangible capital assets 12,000 (9,005,698) (9,119,288)

FINANCING ACTIVITIES

Investment in related parties 681,494 (676,569)

Repayment of long-term debt (409,147) (138,518)

Proceeds of long-term debt 1,624,198594,099

1,896,545 (220,988)

(DECREASE) INCREASE IN CASH (2,854,970) (5,926,985)

CASH, BEGINNING OF YEAR 8,699,14614,626,131

CASH, END OF YEAR $5,844,176$8,699,146

CASH CONSISTS OF:

Cash

$5,780,806$8,790,786

FNFA Debt Reserve Fund 283,516279,229

Bank indebtedness (220,146) (370,869)

$5,844,176$8,699,146

WILLIAMS LAKE FIRST NATION

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

For the year ended March 31, 2022

1.Nature of operations

Williams Lake First Nation is a First Nation in the Williams Lake, B.C. area and provides various municipal services for its nation members.

2.Accounting policies

These consolidated financial statements are prepared in accordance with Canadian public sector accounting standards. The significant accounting policies are detailed as follows:

(a) Basis of presentation

In order to satisfy the Reporting Guide’s Financial Reporting Requirements o f Indigenous Services Canada these consolidated financial statements have been prepared in accordance with Canadian public sector accounting standards, as defined in the Chartered Professional Accountants Canada Public Sector Accounting Handbook, which encompasses the following:

a.The focus of PSAB statements is on the financial position of the Nation and the changes thereto. The Consolidated Statement of Financial Position includes all the assets and liabilities of the Nation. Financial assets are economic resources controlled by the Nation as a result of past transactions from which future economic benefits may be obtained. Liabilities are present obligations of the Nation to others arising from past transactions, the settlement of which is expected to result in the future sacrifice of economic benefits.

b.Williams Lake First Nation uses fund accounting procedures which result in a selfbalancing set of accounts for each fund established by legal, contractual or voluntary actions.

The various funds have been amalgamated for the purpose of presentation in the consolidated financial statements. Details of the operation of each fund are set out in the supplementary schedules.

Williams Lake First Nation maintains the following funds:

-The Operations Fund which reports the general activities of the Nation.

-The Capital Fund which reports the capita projects of the Nation together with their related financing, other than those capital assets funded by CMHC.

-The Investment Fund which reports the Nation’s investments in related entities.

-The Trust Fund which reports on the trust funds owned by the Nation and held by third parties.

-The Treaty Self-Government Fund which reports on activities related to treaty negotiations.

WILLIAMS LAKE FIRST NATION NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

For the year ended March 31, 2022

2.Accounting policies, continued

(b) Basis of consolidation

The Williams Lake First Nation reporting entity includes the Nation Government and all related entities which are accountable to the Nation Council and are either owned or controlled by the Nation.

The consolidated financial statements include the assets, liabilities and results of operations for the following entities which use accounting principles which lend themselves to consolidation:

- Nation Government administration (Operating and Capital Funds)

- Nation Investment Fund

- Nation Trust Fund (comprising the Ottawa Trust Funds)

- Nation CMHC Social Housing Fund

- Treaty Self-Government Fund

All inter-entity balances have been eliminated on consolidation, but in order to present the results of operations for each fund, transactions amongst funds have not been eliminated on the individual schedules.

Business entities, which are owned or significantly influenced by the Williams Lake First Nation and which are not dependent on the Nation for their continuing operations, are included in the financial statements using the modified equity method. These include:

- Borland Creek Logging Ltd.

- Sugar Cane Development Corporation

- Sugarcane Petroleum Products Corporation

- Sugar Cane TreadPro Limited

- Sugar Cane Community Diversification Association

- Chief William RV-Campsite Ltd.

- Coyote Rock GP Ltd.

- Coyote Rock LP - Unity Cannabis LP - Sugar Cane Cannabis LP

(c) Cash and cash equivalents

Cash and cash equivalents include cash and short-term investments with maturities of three months or less from their date of acquisition, which are readily convertible into a known amount of cash, and are subject to an insignificant risk to changes in their fair value.

(d) Tangible capital assets

Tangible capital assets are recorded at cost. The Nation provides for amortization using the declining balance method at rates designed to amortize the cost of the tangible capital assets over their estimated useful lives. The annual amortization rates are as follows:

WILLIAMS LAKE FIRST NATION

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

For the year ended March 31, 2022

2.Accounting policies, continued

(d) Tangible capital assets, continued

Buildings 2-4%

Equipment 20%

Vehicles 30%

Fences 10%

Tangible capital assets are reviewed for impairment whenever events or changes in the circumstances indicate that the carrying value may not be recoverable. If the total of the estimated undiscounted future cash flows is less than the carrying value of the asset, an impairment loss is recognized for the excess of the carrying value over the fair value of the asset during the year the impairment occurs.

Tangible capital assets are non-financial assets having physical substance that:

Are held for use in the production or supply of goods and services, for rental to others, for administrative purposes or for the development, construction, maintenance or repair of other tangible assets;

Have useful economic lives extending beyond an accounting period;

Are to be used on a continuous basis; and

Are not for sale in the ordinary course of operations

Tangible capital assets purchased are recorded at cost. Tangible capital assets contributed are recorded at the fair market value as at the date of contribution. Assets are not amortized until they are put into use.

Housing tangible assets acquired under Canada Mortgage and Housing Corporation sponsored housing programs are amortized at a rate equivalent to the annual principal reduction in the related long term debt, as required for Canada Mortgage and Housing Corporation reporting purposes.

(e) Investments

Investments in the Nation’s wholly-owned enterprises are accounted for using the modified equity method. Under this method, the investments are initially recorded at cost and then increased or decreased to recognize subsequent earnings or losses. Investments are also increased or decreased to reflect advances to or repayments from the enterprises.

(f) Surplus recoveries and deficit funding

Under the terms of various funding agreements, remaining surpluses of certain programs may be recovered by the funding agency, and remaining deficits may be funded by the funding agency.

(g) Trust funds held by Canada (Ottawa Trust Fund)

Ottawa Trust Fund operating account revenues are recorded on an accrual basis, and include interest earned on the Ottawa Trust account. Ottawa Trust Fund capital account revenues are recorded when the Nation is notified of their deposit by Indigenous Services Canada.

WILLIAMS LAKE FIRST NATION

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

For the year ended March 31, 2022

2.Accounting policies, continued

(h) Revenue recognition

Revenue is recognized as it becomes receivable under the terms of applicable funding agreements. Funding received under funding arrangements which relate to a subsequent fiscal period is reflected as deferred revenue in the year of receipt and classified as such on the Consolidated Statement of Financial Position.

Expenses are accounted for in the period the goods and services are acquired and a liability is incurred, or transfers are due.

Rental revenue is recognized when a tenant commences occupancy and rent is due. Williams Lake First Nation retains all benefits and risks of ownership of its property and, therefore, accounts for leases with its tenants as operating leases.

(i) Use of estimates

The preparation of financial statements in conformity with Canadian public sector accounting standards requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reporting period. By their nature, these estimates are subject to measurement uncertainty. The effect of changes in such estimates on the financial statements in future periods could be significant. Accounts specifically affected by estimates in these financial statements are the impairment of tangible capital assets and due from Nation entities, rates for amortization and the useful lives of tangible capital assets..

(j) Liability for Contaminated Sites

PS3260 of the CPA Canada Public Sector Accounting Standards notes that a liability for remediation of contaminated sites should be recognized when, as at the reporting date: an environmental standard exists; contamination exceeds the standards; the Nation has accepted responsibility for or is directly res ponsible; it is expected that future economic benefits will be given up; and a reasonable estimate can be made.

The Nation is unaware of any contaminated sites on lands within the jurisdiction of the Nation. Should management become aware of any contaminated sites the Nation is responsible for remediating, a liability for contaminated sites would be setup in accordance with PS3260.

WILLIAMS LAKE FIRST NATION

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

For the year ended March 31, 2022

3.Accounts receivable

20222021

Rent and members $409,590$450,291

Rent to own - L. Billyboy 140,365

Allowance for doubtful accounts (235,754) (235,754)

Province of B.C. 517,3482,885

Indigenous Services Canada 763,57026,576

Natural Resources Canada 19,17344,173

CMHC 12,00012,000

FNESC 73,965156,981

First Peoples' Heritage Language and Culture 1,8891,889

First Nations Health Authority 8,4008,400

First Nations Land Management Resource 90,000

New Relationship Trust 5,00010,000

Northern Development Initiative Trust 27,692

PWC LLP 582,4856,400

Williams Lake Community Forest 145,000

CCATEC 8,6775,368

GST recoverable 70,10457,944

Northern Shuswap Treaty Society 108,477108,504

Northern Shuswap Tribal Council 139,750

Shuswap Nation Tribal Council 19,006

Three Corners Health Society 59,986

All other 164,918258,119

Cantex Okanagan Construction 17,32517,325

BC Aboriginal Childcare Society 74,080

Borland Creek Logging Ltd. 60,081172,724

Chief William RV-Campsite Ltd. 2,092

Sugar Cane Development Corporation 41,44115,056

Sugarcane Petroleum Products Corporation 7,771 293

Sugar Cane TreadPro Limited 1,600

Unity Cannabis LP 175,244175,324

in

The Nation is currently building 2 member-built homes, whereby the Nation pays the building contractors utilitizing loan funds from the Nation's lender. Upon satisfactory completion of the homes, the completed homes will be purchased from the Nation directly by the members.

WILLIAMS LAKE FIRST NATION

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

funds held by

Trust Accounts

The Ottawa Trust Accounts arise from monies from capital or revenue sources as outlined in Section 62 of the Indian Act. These funds are held in trust in the consolidated revenue fund of the Government of Canada and are subject to audit by the office of the Auditor General of Canada. The management of these funds is primarily governed by Sections 63 and 69 of the Indian Act.

6.Investment in Nation business enterprises

Borland Creek Logging Ltd. $1,658,576$1,400,465

Coyote Rock LP 841,831412,753

Sugar Cane Development Corporation 1,825,8901,446,586

Sugarcane Petroleum Products Corporation 684,132404,448

Chief William RV-Campsite Ltd. 47,13653,980

Sugar Cane TreadPro Limited (1,634,862)

Sugar Cane Community Diversity Association (9,742) (9,742)

Coyote Rock GP Ltd. (7,139) (5,086)

Unity Cannabis LP 177,41450,919

Williams Lake Community Forest LP 150,556196,834

Sugar Cane Cannabis LP (220,445) 5,148,2092,316,295

Advances - Coyote Rock LP 24,45024,450

Advances - Sugar Cane Development Corporation 366,059389,737

Advances - Sugar Cane TreadPro Limited -1,181,616

$5,538,718$3,912,098

The amounts due to the related companies are unsecured, non-interest bearing and have no specific terms of repayment. The investments are accounted for by the modified equity method. Under this method, the cost of the investments are adjusted for the earnings from the date of acquisition.

WILLIAMS LAKE FIRST NATION

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

For the year ended March 31, 2022

7.Tangible capital assets

20222021

Cost Accumulated amortization Net Net

Land $4,015,908$-$4,015,908$3,771,524

Buildings 51,321,9259,111,28742,210,63834,956,010

Equipment 903,880525,708378,172188,632

Vehicles 1,001,051422,431578,620321,775

Fences 132,28416,914115,370117,459

$57,375,048$10,076,340$47,298,708$39,355,400

During the year, the Nation purchased the following tangible capital assets:

2022

Sugar Cane Cannabis building in progress $702,680

New Administration building in progress 3,430,387

New housing pro ect in progress 2,484,783

98 3rd Avenue S lot 127,134

Elder building 9,335

Community Sweat Lodge 82,590

Treadpro building 649,490

Little Chief's daycare playground equipment 32,418

Cemetary columbarium 30,090

Coyote Creek Road infrastructure repairs/improvements 591,190

Borland Creek Dam infrastructure repairs/improvements 182,734

Arbour electrical upgrades 10,422

Trail construction 117,250

2022 Ford F350 60,907

2022 PB105 Western Canada Bus 133,704

2012 PTH Drum Chipper and attachments 136,513

John Deere 4255 Tractor and attachments 59,074

2021 Case Skidsteer 84,230

Administration computers 16,492

Furniture and fixtures - new office 160,441

$9,101,864

During the year, the Nation traded in its 2015 Chevrolet 4500 bus on the new bus for a value of $12,000.

WILLIAMS LAKE FIRST NATION

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

For the year ended March 31, 2022

8.Accounts payable and accrued liabilities 20222021

Trade payables and accrued liabilities $582,005$1,464,888

Payroll and withholding taxes 156,939130,869

GST payable 51,55753,511

Other accrued liabilities 24,00024,000

Borland Creek Logging Ltd. 168,98433,730

Sugar Cane Development Corporation 98,315

Sugarcane Petroleum Products Corporation 5781,000

$1,082,378$1,707,998

9.Deferred revenue 20222021

Rental lease $62,500$62,500

ISC - member housing revenues unspent 196,626

$259,126$62,500

The above mentioned lease payment was received in March 2022, but is for the lease term of April 1, 2022 to March 31, 2023 and therefore is deferred to the subsequent fiscal year.

10.Bank indebtedness 20222021

BMO - Demand loan bearing interest at prime plus 0.5% per annum (March 31, 2022 - 3.2%), repayable in monthly blended instalments of $1,070 $220,146$230,504

BMO - Demand loan repaid 140,365

$220,146$370,869

Estimated principal repayments are as follows: 2023 $10,165 2024 10,495 2025 10,836 2026 11,187 2027 11,551

Subsequent years 165,912

$220,146

WILLIAMS LAKE FIRST NATION

For the year ended March 31,

10.Bank indebtedness,

The above demand loans and unused line of credit are secured by a general security agreement. The line of credit also bears interest at prime plus 0.5% and has an aggregate limit of $350,000. The demand loans are secured by Sugar Cane TreadPro Limited and Sugarcane Petroleum Products Corporation.

11.Long-term debt

FNFA - Demand loan bearing interest at their prime rate (March 31, 2021 - 2.7%) repayable in annual instalments tied to the Nation's B.C. First Nation Gaming Revenue Sharing Limited Partnership $5,262,456$5,428,140

Ford Credit Canada - Conditional sales contract repayable in monthly interest-free instalments of $1,489, secured by a specific vehicle with a net carrying amount of $80,410 65,51983,388

BMO - Loan repayable in monthly blended instalments of $2,074 bearing interest at bank prime plus 0.5% (March 31, 20223.2%), secured by a general security agreement as disclosed in Note 10 227,356245,207

BMO - Loan repayable in monthly blended instalments of $1,458 bearing interest at bank prime plus 0.5% (March 31, 20223.2%), secured by a general security agreement as disclosed in Note 10 248,846

BMO - Loan repayable in monthly blended instalments of $1,386 bearing interest at bank prime plus 0.5% (March 31, 20223.2%), secured by a general security agreement as disclosed in Note 10 244,753

BMO - Loan repayable in monthly blended instalments of $1,386 bearing interest at bank prime plus 0.5% (March 31, 20223.2%), secured by a general security agreement as disclosed in Note 10 244,764

BMO - Loan repayable in monthly blended instalments of $1,386 bearing interest at bank prime plus 0.5% (March 31, 20223.2%), secured by a general security agreement as disclosed in Note 10 244,792

BMO - Loan repayable in monthly blended instalments of $1,386 bearing interest at bank prime plus 0.5% (March 31, 20223.2%), secured by a general security agreement as disclosed in Note 10 244,764

Carried forward

WILLIAMS LAKE FIRST NATION NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

For the year ended March 31, 2022

11.Long-term debt, continued

Carried forward $6,534,404$6,005,581

BMO - Loan repayable in monthly blended instalments of $1,386 bearing interest at bank prime plus 0.5% (March 31, 20223.2%), secured by a general security agreement as disclosed in Note 10 244,764

BMO - Loan repayable in monthly blended instalments of $360 bearing interest at bank prime plus 0.5% (March 31, 20223.2%), secured by a general security agreement as disclosed in Note 10 63,560

BMO - Loan repayable in monthly blended instalments of $360 bearing interest at bank prime plus 0.5% (March 31, 20223.2%), secured by a general security agreement as disclosed in Note 10 63,560

BMO - Conditional sales contract repayable in 60 monthly interest-free instalments of $1,403, due April 2026, secured by a specific piece of equipment with a net carrying value of $68,788 68,788

BMO - Loan repayable in monthly blended instalments of $1,389 bearing interest at bank prime plus 0.5% (March 31, 20223.2%), secured by a general security agreement as disclosed in Note 10 245,556

$7,220,632$6,005,581

The FNFA loan is secured by an assignment of the funding provided to the Nation by the B.C. First Nation Gaming Revenue Sharing Limited Partnership.

Estimated principal repayments are as follows: 2023 $238,385 2024 244,625 2025 251,055 2026 251,730 2027 211,059 Subsequent years 6,023,778

$7,220,632

$6,534,404$6,005,581

WILLIAMS LAKE FIRST NATION

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

For the year ended March 31, 2022

12.Contributed surplus 20222021

Nation construction contribution $522,430$522,430

Land 379,500379,500

$901,930$901,930

13.Nation equity 20222021

Operating and capital funds $48,869,999$44,037,959

Ottawa Trust Funds 12,50412,441

Investment in Nation Business Enterprises 3,919,8111,573,744

Treaty Self-Government Fund 99,477108,430 Contributed surplus (Note 12) 901,930901,930

$53,803,721$46,634,504

14.Other cash flow information

Non-cash financing and investing activities:

Tangible capital asset financed with long-term debt $84,230 $Building transferred from Nation Business Entity $649,490$-

15.Financial instruments

The Nation’s financial instruments consist of cash, cash restricted as to use, accounts receivable, trust funds held by Canada, debt reserve fund, investments, bank advances accounts payable and accrued liabilities and long term debt. Unless otherwise noted, it is management’s opinion that the Nation is not exposed to significant interest, currency or credit risks arising from these financial instruments. The fair values of these financial instruments approximate their carrying values, unless otherwise noted.

The Nation is exposed to financial risk that arises from the credit quality of the entities to which it provides services. Credit risk arises from the possibility that the entities to which the Nation provides services may experience financial difficulty and be unable to fulfill their obligations.

The Nation is exposed to interest rate risk arising from fluctuations in interest rates on its cash and investments and does not hold any financial instruments that mitigate this risk.

WILLIAMS LAKE FIRST NATION

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

For the year ended March 31, 2022

16.Reconciliation of ISC Funding Arrangement Revenue 2022

ISC Funding Confirmation $8,618,906

ISC Revenue per Schedule 1 $8,618,906

17.Nation Registered Pension Plan

The Nation provides a defined contribution pension plan to qualifying employees. Under the plan, the defined members’ contributions, the Nation contributions, and the related plan earnings comprise the members’ money purchase amounts. The plan is registered with Canada Revenue Agency.

The Nation contributed $218,603 to the plan during the year ended March 31, 2022 (2021$142,123) to match its employees’ required contributions.

18.Contingent asset

On February 2, 2018, the Supreme Court of Canada found in favour of the Williams Lake First Nation in Case Docket 36983. This Case was an appeal by the Nation against a decision by the Federal Court of Canada overturning a previous decision by the Indian Claims Tribunal that had found in favour of the Nation in its decision in 2014.

Canada had applied to the Federal Court of Canada for a judicial review of the Tribunal’s decision. The Federal Court of Canada, after its review, dismissed the Nation’s claim. The Nation appealed to the Supreme Court of Canada.

The Supreme Court of Canada heard the case and ruled that the Tribunal reasonably found that both the Imperial Crown and the Crown in right of Canada had owed, and breached, fiduciary obligations to the Nation in relation to the protection of its Village lands from pre-emption and that the Nation’s pre-Confederation specific claim was valid under the Act.

The Supreme Court of Canada referred the matter back to Specific Claims Tribunal for determination of the financial compensation award. The Supreme Court also awarded costs to the Nation.

On June 29, 2022, members of the Williams Lake First Nation voted in favour to ratify the proposed settlement with Canada. The settlement includes compensation in the amount of $135 million and setup of the WLFN Community Trust. The compensation is expected to be funded in fall of 2022 and will be recorded at the time of receipt.

WILLIAMS LAKE FIRST NATION

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

For the year ended March 31, 2022

19.Contingent liabilities

The Nation has guaranteed a $100,000 line of credi t and an equipment line of credit of $200,000 for Borland Creek Logging Ltd. As at March 31, 2021, Borland Creek Logging Ltd. had no outstanding indebtedness on these lines of credit. The Nation has guaranteed financing agreements for log harvest equipment operated by Borland Creek Logging Ltd. As at March 31, 2021, the balances of the conditional financing agreements aggregated $965,762.

The Nation has guaranteed a bank line of credit of $200,000 and demand loans for Sugarcane Petroleum Products Corporation aggregating $700,000. As at March 31, 2021, the balances outstanding were $415,902. The Nation has also guaranteed a letter of credit in favour of a supplier in the amount of $155,000.

The Band has guaranteed loans made in previous year s by various financial institutions to Band members. The original balances on these loans were $1,513,801. As at March 31, 2022, the balances outstanding were $255,913.

20.Segment Disclosures

The Nation is a diversified organization that provides a wide range of services to its members. Distinguishable function segments have been separately disclosed in segmented information. The nature of the segments and the activities they encompass are as follows:

ADMINISTRATION

This segment relates to the revenue and expenses that are related to the administrative operations of the Nation and those other functions cannot be directly attributed to another specific segment.

ECONOMIC DEVELOPMENT

This segement is related to the revenues and expenses of the economic activities of the Nation and further development efforts.

NATURAL RESOURCES

This segment is related to the revenue and expenses that are generated through the Nation’s stewardship of the natural resources that are owned by the Nation.

PUBLIC WORKS AND HOUSING

This segment provides services relating to the development, maintenance and service of the Nation’s assets, infrastructure and common property.

EDUCATION

This segment provides educational services through post-secondary education support and the operation of various other educational programs. The goal of this segment is to enhance the educational opportunities of the Nation’s members.

SOCIAL DEVELOPMENT

This segment provides services to assist Nation members by providing a variety of program, community services and social services.

WILLIAMS LAKE FIRST NATION

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

For the year ended March 31, 2022

20.Segment Disclosures, continued

RECREATION

This segment provides services to assist Nation members with obtaining recreation and fitness activities.

TREATY NEGOTIATION SUPPORT PROGRAM

This segment is working towards the finalization of treaty negotiations.

21.Expenses by object 20222021

Wages and benefits $5,516,090$4,612,218

Materials and supplies 1,007,452741,001

Contracted services 16,018,66512,862,835

Rent, maintenance and utilities 1,798,550984,139

Honoraria 168,779124,343

Insurance 191,402140,325

Education 1,331,3791,212,864

Bank charges and interest 171,531139,401

Travel 154,21271,131

Social assistance 283,495240,101

All other service delivery costs 514,9561,165,268

$27,156,511$22,293,626

22.Comparative figures

The consolidated financial statements have been reclassified, where applicable, to conform to the presentation used in the current year. The changes do not affect the excess of revenue over expenditures or surpluses.

WILLIAMS LAKE FIRST NATION

Consolidated SCHEDULE OF REVENUES

For the year ended March 31, 2022

2022 Budget 2022 Actual 2021 Actual (unaudited)

ISC Operating

$3,915,065$8,618,906$5,748,928

Northern Shuswap Treaty Society 434,014434,014434,014

CCATEC 84,824133,02294,810

Northern Shuswap Tribal Council 50,000155,372187,914

CMHC 16,000618,29329,870

Three Corners Health Services Society 315,115295,824185,628

Government of Canada 267,999323,479373,010

Province of British Columbia 2,355,2524,319,6322,499,488

Tolko Industries Ltd. 60,0001,432,868444,088

Rentals 505,575541,842564,091

All other 1,555,3373,696,5641,346,585

Mount Polley Gold Mines 2,28045,000

Royalties 225,000225,000225,000

Service contracts 280,000305,88256,267

Daycare fees 40,00067,86244,653

Enbridge 150,000151,000114,000

BC Hydro 6,1586,1586,158

Northern Development Initiatives Trust 257,500267,38644,542

FNESC 245,226306,963413,365

Knucwentwecw Society 250,000280,000235,000

Donations and fundraising 35,00062,61819,506

Borland Creek Logging 41,00048,54936,434

Property taxes 27,78428,30324,122

Gibraltar Mine 110,000135,000110,000

New Relationship Trust 50020,000

First Nations Health Authority 163,549270,711201,891

Insurance proceeds 20,00040,77524,050

First Peoples Cultural Council 30,11347,476

Interest 30,00034,156106,750

Administration fees (46,634) 13,3642,466

Lake Excavating 76,000266,125470,788

Sugar Cane Development Corporation 65,000140,81480,241

Price Waterhouse Coopers 200,000970,219874,684

West Fraser Mills 12,000788,4036,000

Deferred revenue to following year (196,626)

$11,746,764$24,815,371$15,116,819

WILLIAMS LAKE FIRST NATION

CONSOLIDATED SCHEDULE OF EXPENDITURES

For the year ended March 31, 2022

2022 Budget 2022 Actual 2021 Actual (unaudited)

Administration $9,176,081$9,047,530$8,862,433

Economic development 1,611,3971,894,8114,211,888

Education 2,983,9592,743,0122,362,146

Natural resources 2,950,4024,739,7482,071,380

Public works and housing 2,818,8356,935,7573,276,432

Recreation 336,292222,975225,140

Social development 1,313,9461,173,113908,960

Treaty 499,042399,565375,247

$21,689,954$27,156,511$22,293,626

Year Ended March 31, 2022

Revenue

ISC $3,113,457 $386,610 $ $2,502,870 $2,039,734 $576,235 $ $ $ $ $ $8,618,906

Other 4,213,326 1,474,440 6,059,002 3,123,804 1,123,903 963,544 97,080 434,014 8,358,166 2,076 2,346,067 28,195,422

Total 7,326,783 1,861,050 6,059,002 5,626,674 3,163,637 1,539,779 97,080 434,014 8,358,166 2,076 2,346,067 36,814,328

Expenses 9,338,362 2,303,240 5,024,089 7,041,974 2,993,493 1,297,794 231,008 442,967 1,148,579 29,821,506

Net revenue for the year (2,011,579) (442,190) 1,034,913 (1,415,300) 170,144 241,985 (133,928) (8,953) 7,209,587 2,076 2,346,067 6,992,822

Transfers (73,712) 796,098 (4,524,297) 805,203 68,838 67,928 142,358 3,137,916 (2,014) 418,318

Surplus recovery (45,297) (45,297)

Change in deferred revenue (196,626) (196,626)

Surplus (deficit), Beginning 5,465,634 1,124,453 6,706,863 775,887 1,032,195 468,330 139,665 108,429 29,226,862 12,442 1,573,744 46,634,504

Surplus (Deficit), ending $3,380,343 $1,478,361 $3,217,479 $(30,836) $1,271,177 $732,946 $148,095 $99,476 $39,574,365 $12,504 $3,919,811 $53,803,721

WLFN VILLAGE CLAIM

WLFN MEMBERS VOTE TO ACCEPT VILLAGE CLAIM SETTLEMENT

WLFN Chief and Council unanimously recommend acceptance of the Settlement Agreement and the Trust Agreement as being in the best interests of WLFN, including its past, present and future members. For decades, the WLFN Chief and Council have actively pursued a just and fair resolution of our Village Claim and, together with all the elders who have fought for justice related to this claim, have worked to achieve the Proposed Settlement.

On June 29, 2022, 56% of eligible WLFN voting members participated in a historic ratification vote to accept a proposed Settlement with Canada, with 94% of votes in favour of the proposed Settlement Agreement (including compensation of $135 million) and the WLFN Community Trust.

WLFN members have provided resounding support to accept the Settlement Agreement and the WLFN Community Trust as being in the best interests of WLFN, including its past, present and future members.

For decades, the WLFN Chief and Council, elders, members, and allies have actively pursued a just and fair resolution of our Village Claim and, together with all the elders who have fought for justice related to this claim, have worked to achieve the Settlement.

CONNECT WITH US

WLFN is excited to have launched our very own mobile app, developed in partnership with Alberta-based developers Aivia Design & Technology Engineering. The app is a dynamic and flexible tool for sharing information directly to users, with push notifications to help drive important news and events to community members.

Based on the platform called Communikit, the mobile app has dedicated sections for news, events, forms, job-postings, and documents. It serves as a centralized hub for users, providing clear and easy access to a comprehensive listing of WLFN resources. The app instantly became a fantastic tool for proliferating WLFN news, working in harmony with our existing website and social media platforms. The ability to send push notifications is especially helpful for driving our own narratives, in instances when vital news could be lost to the whims of the almighty Facebook algorithms.

Aivia developed the app working closely with First Nations across the country, to ensure the platform works effectively for First Nations people living on and off reserve. It operates as a simple, unfragmented conduit to WLFN Members and non-members alike, making it easy for the extended community to stay up-to-date on meetings, elections, job opportunities, health advisories, emergency information, community events, and anything else that may arise.

At time of writing there are 261 active users of the app, 93 of whom are WLFN Members. We are continuing to attract new users with raffle prizes and social media campaigns. You can find the app on your favorite app store by searching for “Williams Lake First Nation.”

STAFF PHOTOS 2020

STAFF PHOTOS 2022