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NAFF II   B- planning, leadership and governance - Waubetek fisheries initiative - Dawn Madahbee & Irene Altiman
 

NAFF II B- planning, leadership and governance - Waubetek fisheries initiative - Dawn Madahbee & Irene Altiman

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    NAFF II   B- planning, leadership and governance - Waubetek fisheries initiative - Dawn Madahbee & Irene Altiman NAFF II B- planning, leadership and governance - Waubetek fisheries initiative - Dawn Madahbee & Irene Altiman Presentation Transcript

    • NAFF II – Nanaimo, BC Wednesday, October 3, 2012 PRESENTED BY: Dawn Madahbee, General Manager Irene Altiman, Regional Initiatives CoordinatorWAUBETEK BUSINESS DEVELOPMENT CORPORATION
    • About WaubetekEstablished in 1989 as Aboriginal Financial Institution that provides business and economic services to 25 First Nations and Aboriginal people (on and off reserve) throughout North-East Ontario.Waubetek has invested more than $50 million in 1200 Aboriginal businesses in all economic sectors realizing a 94% business success rate 2
    • About WaubetekEconomic services include providing financial/advisory support for community economic development, hosting regional initiatives, developing sector strategies in Tourism, Fisheries, Mining as well as building human capacity through Aboriginal youth training/employment initiatives.Since December 2000, operating as a third party deliverer of the Aboriginal Business Canada Program 3
    • About WaubetekPart of the network of more than 250 Community Futures Development Corporations in Canada and 58 Aboriginal Financial Institutions in Canada.Hosted international delegations from Australia, Bangladesh, Germany, Scotland, and Russia who all wanted to learn about our model of regional economic development. Also recognized as a national role model in developmental lending. 4
    • Waubetek Aboriginal Fisheries Initiative (WAFI) 5
    • WAFI Timeline2004 Ad hoc committee established to look at meaningful business opportunities in fisheries and aquaculture2005 two day meeting to formalize ad hoc process and establish the Waubetek Aboriginal Fisheries Initiative Committee (WAFIC)WAFIC established a process to develop a long-term strategic plan2010 Funding received by FEDNOR to begin development of a Strategic Plan 6
    • WAFI Timeline continued2012 March, two day conference held with Aboriginal fishers from across Waubetek’s service area 7
    • WAFI Timeline2012 August, draft strategy developed and distributed to the 45 participants at the March fisheries conference2012 September, follow up meeting held to make changes, additions and deletions to the draft strategyStrategy completed and an implementation committee struck 8
    • Objectives of WAFICEnable Aboriginal communities and individuals to become meaningfully engaged as leaders in the regional fisheries sectorPursuit of cultural, business, and economic development to support a sustainable economy and community self-determination 9
    • Objectives of WAFICCreation of employment and wealth through primary production in fisheries, aquaculture, and recreational fishing and in related secondary activitiesResponsible resource management for environmental conservation and economic development 10
    • IDENTIFIED PROBLEMSCommercial Fisheries FactorsAboriginal fishers are often not able to fill their quotasAllocation of quota to Aboriginal fisheries is nominalPopulations of high-value food fish populations in the Great Lakes are changing (size, distribution, numbers, etc.)Insufficient awareness regarding employment opportunities in the sector 11
    • IDENTIFIED PROBLEMSRecreational Fisheries FactorsRecreational fishing is in declineAquaculture FactorsInsufficient awareness of the opportunities in aquacultureBarriers to entry can be significant 12
    • IDENTIFIED PROBLEMSProcessing and Marketing FactorsMost post-harvest value from fisheries does not accrue to First Nations and Aboriginal fishersSocio-Political & Governance FactorsConcern about how OMNR allocates quota and manages fisheries with regard to First Nations’ interests 13
    • Underlying Causes1. Aboriginal fishery is fragmented and most participants lack sufficient volume to support investment into better equipment, technology, processing, and/or marketing2. Lack of objective information regarding economic development opportunities in fisheries and aquaculture 14
    • Underlying Causes3. Lack of capacity to identify, explore and develop potential opportunities4. Insufficient infrastructure to support the fisheries and aquaculture sectors5. Access to capital6. Insufficient First Nations’ autonomy regarding fisheries management in traditional Aboriginal territories 15
    • Implementation of WAFI Strategic Planis intended to:advance Aboriginal participation in the sectorstimulate capital investment andstimulate community economic development 16
    • ACTION PLANCapacity building1. Establish a Waubetek Fisheries Development Committee (WFDC) to coordinate efforts amongst fish harvesters, producers, suppliers, First Nations and government agencies and to manage the implementation of the Waubetek Strategic Plan for Aboriginal Fisheries 17
    • ACTION PLANCapacity building2. Develop and implement a business plan for the North Channel Fisheries Improvement Project3. Conduct an asset mapping exercise within the Waubetek service area to enhance fisheries and aquaculture development and aquatic resource management 18
    • ACTION PLANCapacity building5. Develop cold chain infrastructure (eg. Ice making, refrigerated storage and transport, freezing capacity, etc) to improve product quality and value6. Facilitate access to business capital for Aboriginal fisheries and aquaculture initiatives (ie. processing plant, net manufacturing, cooperative, etc.)7. Facilitate capacity development through identification of a pool of technical expertise and advancement of opportunities for effective partnerships. 19
    • ACTION PLANAwareness and Training1. Assess opportunities to develop alternative fisheries2. Disseminate objective information about aquaculture development amongst First Nations communities3. Develop and promote an inventory of the types of jobs available in the regional fisheries and aquaculture sectors 20
    • ACTION PLANAwareness and Training4. Develop and coordinate delivery of skills development training programs specific to the needs of the Anishinabek people in relation to fisheries and aquaculture development. 21
    • ACTION PLANMore Autonomous Fisheries Management1. Prepare a comprehensive plan to empower the Anishinabek people to deliver fisheries management, enhancement and enforcement within the Waubetek service area. 22
    • NEXT STEPSDistribution of the plan to the Waubetek First Nations via community meetings and Chief and Council meetingsWAFI Strategic Plan Committee to begin implementation of the plan (comprised of individuals involved in fisheries)Support from the Union of Ontario Indians to help implement the strategy for North-East OntarioBegin work on items in the strategy within our own financial means and secure funding to help implement other aspects of the plan requiring additional resources 23
    • CONTACT INFORMATION Dawn Madahbee, General Manager dmadahbee@waubetek.comIrene Altiman, Regional Initiatives Coordinator ialtiman@waubetek.com www.waubetek.com 24