The document summarizes a unique partnership between the Chippewas of Rama First Nation and St. Eugene Mission. It describes how the First Nation has partnered with St. Eugene to build a casino, golf resort, and other community facilities like a seniors center and school. The partnership allows the Ktunaxa people to reclaim the land where their culture was once suppressed in a residential school and build a sustainable future.
Dr. Afroza Nanji, a dentist from Canada, gave a talk on oral hygiene and dental health care to the Kikambala community in Kenya. She and her husband Dr. Alykhan Nanji donated drugs to a local clinic and installed solar panels in two homes. Sun N Sand Beach Resort received an award for corporate social responsibility for providing free health checkups. The resort facilitates donations and projects that support the local community, including a primary health center, water supply, nursery school, and place of worship.
The Cottage at Broadmoor provides 24-hour supervision and assistance with daily living activities such as bathing, dressing, ambulation, and incontinence care. Residents are served home cooked meals three times per day and receive assistance with feeding if needed. Additional services include snacks, exercise therapy three times per week, entertainment, skilled nursing visits, physician visits, and medication management.
The document criticizes several common marketing practices from the West that are often adopted without consideration of their actual effectiveness. Specifically it argues that:
1) Separating communications into "above the line" and "below the line" is an outdated practice based on advertising agency commissions, not marketing effectiveness. Brand communications should be integrated instead of separated.
2) Interruption-based communications focused only on reach and frequency often fail to meaningfully involve customers or drive purchase intent.
3) A sole focus on brand awareness is misguided, as awareness only matters if the brand is making itself relevant to customers' lives. Purchase intent and behavior are better goals.
The document advocates for marketing practices focused
Onion Lake Cree Nation Integrated Cree Governancebanffcentre
The Onion Lake Cree Nation is working to become a self-sufficient sovereign nation by developing its own resources and governance structures. It is creating a Declaration of Sovereignty and economic development plan to achieve independence and provide for its citizens. The Nation aims to exercise its inherent rights through collaborative governance, traditional knowledge, family wellness, and economic programs.
The document discusses the importance of strong financial management practices for Indigenous communities. It outlines how the First Nations Financial Management Board (FMB) establishes standards for First Nation financial administration, management systems, and performance. Communities that meet FMB standards gain access to capital markets for infrastructure financing. The standards are designed to build confidence with investors while supporting Indigenous self-governance and economic development. Meeting FMB requirements can improve governance, administration, transparency, and overall community capacity.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help alleviate symptoms of mental illness and boost overall mental well-being.
Social change leadership for collective impact: Lessons from the USbanffcentre
This document summarizes a presentation on social change leadership based on a collaborative research project. The research involved 92 community-based organizations and 164 social change leaders. It identified leadership as a collective achievement involving three key practices: reframing discourse to challenge mental models, bridging differences to build alliances, and unleashing human energies. Implications for leadership theory include recognizing the strategic value of difference and experiences of communities of color and low-income groups.
Dr. Afroza Nanji, a dentist from Canada, gave a talk on oral hygiene and dental health care to the Kikambala community in Kenya. She and her husband Dr. Alykhan Nanji donated drugs to a local clinic and installed solar panels in two homes. Sun N Sand Beach Resort received an award for corporate social responsibility for providing free health checkups. The resort facilitates donations and projects that support the local community, including a primary health center, water supply, nursery school, and place of worship.
The Cottage at Broadmoor provides 24-hour supervision and assistance with daily living activities such as bathing, dressing, ambulation, and incontinence care. Residents are served home cooked meals three times per day and receive assistance with feeding if needed. Additional services include snacks, exercise therapy three times per week, entertainment, skilled nursing visits, physician visits, and medication management.
The document criticizes several common marketing practices from the West that are often adopted without consideration of their actual effectiveness. Specifically it argues that:
1) Separating communications into "above the line" and "below the line" is an outdated practice based on advertising agency commissions, not marketing effectiveness. Brand communications should be integrated instead of separated.
2) Interruption-based communications focused only on reach and frequency often fail to meaningfully involve customers or drive purchase intent.
3) A sole focus on brand awareness is misguided, as awareness only matters if the brand is making itself relevant to customers' lives. Purchase intent and behavior are better goals.
The document advocates for marketing practices focused
Onion Lake Cree Nation Integrated Cree Governancebanffcentre
The Onion Lake Cree Nation is working to become a self-sufficient sovereign nation by developing its own resources and governance structures. It is creating a Declaration of Sovereignty and economic development plan to achieve independence and provide for its citizens. The Nation aims to exercise its inherent rights through collaborative governance, traditional knowledge, family wellness, and economic programs.
The document discusses the importance of strong financial management practices for Indigenous communities. It outlines how the First Nations Financial Management Board (FMB) establishes standards for First Nation financial administration, management systems, and performance. Communities that meet FMB standards gain access to capital markets for infrastructure financing. The standards are designed to build confidence with investors while supporting Indigenous self-governance and economic development. Meeting FMB requirements can improve governance, administration, transparency, and overall community capacity.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help alleviate symptoms of mental illness and boost overall mental well-being.
Social change leadership for collective impact: Lessons from the USbanffcentre
This document summarizes a presentation on social change leadership based on a collaborative research project. The research involved 92 community-based organizations and 164 social change leaders. It identified leadership as a collective achievement involving three key practices: reframing discourse to challenge mental models, bridging differences to build alliances, and unleashing human energies. Implications for leadership theory include recognizing the strategic value of difference and experiences of communities of color and low-income groups.
VACFSS: A Story of Success Through Wise Practicesbanffcentre
This document summarizes the story of success of the Vancouver Aboriginal Child and Family Services Society (VACFSS). It outlines seven key success factors that have contributed to VACFSS becoming the largest urban Aboriginal child welfare agency in Canada: 1) Focusing on Aboriginal identity and culture; 2) Developing strong Aboriginal leadership; 3) Establishing a strategic vision and planning process; 4) Implementing effective governance and management; 5) Ensuring accountability and stewardship; 6) Conducting regular performance evaluations; and 7) Fostering collaboration, partnerships and good relationships. The document provides details on the practices VACFSS has implemented under each success factor.
Deep Listening is an Aboriginal concept of respectful listening that builds community. It involves giving one's undivided attention and understanding relationality to all things. The tepee exchange between Indigenous groups in Canada and Australia demonstrated Deep Listening, with a focus on connection to land, ancestors, and each other. Students in Australia learned about local shearwaters and expressed the birds' journey in an original song in the Boonwurrung language, celebrating the relationship between people and environment.
Overview of the Master of Northern Governance and Development (MNGD) programbanffcentre
The document provides an overview of the Master of Northern Governance and Development (MNGD) program presented by the International Centre for Northern Governance and Development. The MNGD program was developed in response to the needs of northern partners and is designed to train the next generation of northern leaders. It utilizes a blended distance education model and professionalized cohort model to provide specialized, interdisciplinary training while incorporating Indigenous perspectives and international collaboration. Students conduct applied research internships to gain experience addressing real issues in the North.
Aboriginal Leadership Development in Australiabanffcentre
This document discusses aboriginal leadership development in Australia. It provides biographies of several influential aboriginal leaders such as William Cooper, Vincent Lingiari, and Pearl Gibbs. It also examines some of the challenges to aboriginal entrepreneurship and leadership development, including racism, lack of human and social capital, and diminishing cultural capital. The document discusses some programs aimed at building aboriginal leadership and entrepreneurial skills, such as the Indigenous Leadership Program, the Aurora Project, and entrepreneurship education programs at various universities. It also profiles some aboriginal business organizations and chambers of commerce working to support aboriginal entrepreneurship.
A First Nation Partnership Success Storybanffcentre
Wise Practices Symposium Presentation by Chief Sharon Stinson Henry, St. Eugene. September 2012, Indigenous Leadership and Management at The Banff Centre, Alberta Canada.
Indigenous Leadership Development in the United Statesbanffcentre
This document discusses indigenous leadership development in the United States. It provides context on key policy developments like the Indian Self-Determination and Education Assistance Act of 1975. It also outlines the main organizations in the field, dividing them into public vs corporate and generalist vs specialist. Several example organizations are described for each category. Finally, it discusses implications for how indigenous communities can thoughtfully utilize these training resources while maintaining self-determination.
Understanding how Indigenous community factors affect Indigenous entrepreneur...banffcentre
The document discusses factors that affect Indigenous entrepreneurship. It notes that Indigenous communities face many challenges, including a history of colonization that disrupted Indigenous culture, economies and self-sufficiency. Successful Indigenous entrepreneurship can help address these issues by creating businesses that respect traditions while allowing Indigenous people to participate in the modern economy. The author aims to understand how community-level Indigenous context influences the entrepreneurial process and outcomes. Case studies of various First Nations communities are presented to explore how factors like dependency, land issues, culture and social environment impact entrepreneurial success.
The Purdy Crawford Chair in Aboriginal Business Studiesbanffcentre
The Purdy Crawford Chair in Aboriginal Business Studies promotes Aboriginal interest in business education and conducts research to support Aboriginal communities and business success. The Chair focuses on three areas: examining models of Aboriginal business success, recruiting Aboriginal students to study business, and enhancing business curriculum. Regional roundtables found interest in business but barriers around proximity, funding, and preparation. The Chair's research shows Aboriginal populations are growing fast with potential but lower education rates. Business education can promote self-reliance and independence. The Chair's mentorship program attracted many applicants and saw early success in university attendance.
Creating Indigenous Economies and Sustainable Communitiesbanffcentre
This document discusses creating indigenous economies and sustainable communities. It covers traditional indigenous property regimes that supported agriculture, hunting, fishing and trade [1]. Euro-American impacts included land dispossession and policies of dependency and removal [2]. Data shows Native American business ownership per capita is significantly lower than other groups [3]. Poverty has led to related issues but business ownership can help community stability through earned income and employment [4,6]. Effective self-governance is needed to create environments where people invest in communities [7]. Obstacles to economic development include lack of investments, rural locations, and bureaucratic hurdles [10]. With improved conditions, indigenous poverty is not inevitable and communities can assist and partner with
The document summarizes the path of Westbank First Nation to self-government. It discusses how the Indian Act previously limited their potential but through negotiations, WFN established self-government in 2005. This gives them control over their lands and the ability to pass their own laws on issues like membership, education, health services and land management. Self-government has allowed WFN to engage in community planning and economic development to better support their members.
Community Development and Capacity Buildingbanffcentre
This document provides information on a community development and capacity building framework from the First Nations and Inuit Health Branch. It discusses key concepts such as community capacity, cultural competence, strength-based approaches, community-centeredness, leadership, holistic health, and partnerships. The goals are to increase knowledge and competencies around indigenous community development, better support community capacity, and facilitate innovative partnerships. Lessons from pilots highlighted the need for organizational change, building community capacity, and allowing communities to plan according to their own authorities.
Centralized air conditioning systems serve multiple spaces from one central location using chilled water distribution and extensive ductwork. They have higher efficiencies than decentralized systems due to shared cooling capacity. Common centralized systems use central chillers and distribute chilled water to air handling units or fan coils. Decentralized systems have independent cooling units in each space and offer more flexibility but lower efficiency. Common applications of centralized systems include large buildings like hotels, malls, and airports.
Leadership and Management Program, Blue Quills First Nations Collegebanffcentre
The document summarizes the leadership and management program at Blue Quills First Nations College. The program is grounded in Indigenous knowledge and focuses on holistic development. It teaches students to honor traditions, balance personal and professional responsibilities, and make decisions through an Indigenous lens. The program prepares students to be effective leaders through experiential learning and strong employment outcomes. Graduates gain the skills to work in business, administration and support their communities.
Ch'nook aims to mediate the success of Indigenous leaders, managers, and administrators through three main initiatives:
1) The Advanced Management Program provides business and leadership training to experienced Indigenous professionals.
2) Partnerships with educational institutions help bridge Indigenous student communities and business education. This includes making post-secondary programs more relevant and supportive of Indigenous students.
3) Community development efforts increase collaboration between Indigenous communities and businesses. This helps Indigenous communities participate in and benefit from regional economic opportunities.
Indigenous Business and Economic Development in the USbanffcentre
The document discusses two approaches to economic development in Indigenous communities: the standard approach and the nation-building approach. The standard approach is short-term, non-strategic, views economic development as an economic problem alone, and sees Indigenous cultures as obstacles. The nation-building approach emphasizes practical self-rule, capable governing institutions that match cultural beliefs, strategic long-term decision-making, and public-spirited leadership. This approach provides a stronger foundation for sustainable development by putting Indigenous nations in control. The document also discusses some contemporary tensions that can make the nation-building principles difficult to implement.
Tribal Councils Investment Group of Manitoba Ltd.banffcentre
This document summarizes the operations of the Tribal Council Investment Group (TCIG), a corporation owned by 7 Tribal Councils in Canada. It operates numerous businesses that generate over $120 million annually, including Arctic Beverages (a Pepsi bottler), transportation and logistics companies, food franchises, and investments. TCIG aims to continue growing its revenues to $1 billion by 2025 while providing financial returns to its Tribal Council owners and economic opportunities for Indigenous communities.
Mapping Indigenous Arts Leadership in Canadabanffcentre
The document discusses indigenous arts leadership in Canada. It provides historical context noting that indigenous arts were fully integrated into daily life pre-colonization. It then discusses two indigenous arts organizations as examples of wise practice in indigenous arts leadership: Inuit Circus, and Wapikoni Mobile, an itinerant audio-visual studio that has worked with over 2000 indigenous youth across Quebec on film and music projects.
Onion Lake Cree Nation: Treaty Six First Nations Gatheringbanffcentre
The Elder's Forum of Onion Lake Cree Nation is hosting a Treaty Six First Nations Gathering from January 18-20, 2012 to discuss protecting Cree values and beliefs based on natural law. The gathering will focus on discussions around the Cree worldview before, during, and after treaty negotiations as well as relationships with the Crown and other First Nations under the numbered treaties. Participants will also discuss governance, training treaty representatives, and protecting inherent and treaty rights at the community level for future generations.
VACFSS: A Story of Success Through Wise Practicesbanffcentre
This document summarizes the story of success of the Vancouver Aboriginal Child and Family Services Society (VACFSS). It outlines seven key success factors that have contributed to VACFSS becoming the largest urban Aboriginal child welfare agency in Canada: 1) Focusing on Aboriginal identity and culture; 2) Developing strong Aboriginal leadership; 3) Establishing a strategic vision and planning process; 4) Implementing effective governance and management; 5) Ensuring accountability and stewardship; 6) Conducting regular performance evaluations; and 7) Fostering collaboration, partnerships and good relationships. The document provides details on the practices VACFSS has implemented under each success factor.
Deep Listening is an Aboriginal concept of respectful listening that builds community. It involves giving one's undivided attention and understanding relationality to all things. The tepee exchange between Indigenous groups in Canada and Australia demonstrated Deep Listening, with a focus on connection to land, ancestors, and each other. Students in Australia learned about local shearwaters and expressed the birds' journey in an original song in the Boonwurrung language, celebrating the relationship between people and environment.
Overview of the Master of Northern Governance and Development (MNGD) programbanffcentre
The document provides an overview of the Master of Northern Governance and Development (MNGD) program presented by the International Centre for Northern Governance and Development. The MNGD program was developed in response to the needs of northern partners and is designed to train the next generation of northern leaders. It utilizes a blended distance education model and professionalized cohort model to provide specialized, interdisciplinary training while incorporating Indigenous perspectives and international collaboration. Students conduct applied research internships to gain experience addressing real issues in the North.
Aboriginal Leadership Development in Australiabanffcentre
This document discusses aboriginal leadership development in Australia. It provides biographies of several influential aboriginal leaders such as William Cooper, Vincent Lingiari, and Pearl Gibbs. It also examines some of the challenges to aboriginal entrepreneurship and leadership development, including racism, lack of human and social capital, and diminishing cultural capital. The document discusses some programs aimed at building aboriginal leadership and entrepreneurial skills, such as the Indigenous Leadership Program, the Aurora Project, and entrepreneurship education programs at various universities. It also profiles some aboriginal business organizations and chambers of commerce working to support aboriginal entrepreneurship.
A First Nation Partnership Success Storybanffcentre
Wise Practices Symposium Presentation by Chief Sharon Stinson Henry, St. Eugene. September 2012, Indigenous Leadership and Management at The Banff Centre, Alberta Canada.
Indigenous Leadership Development in the United Statesbanffcentre
This document discusses indigenous leadership development in the United States. It provides context on key policy developments like the Indian Self-Determination and Education Assistance Act of 1975. It also outlines the main organizations in the field, dividing them into public vs corporate and generalist vs specialist. Several example organizations are described for each category. Finally, it discusses implications for how indigenous communities can thoughtfully utilize these training resources while maintaining self-determination.
Understanding how Indigenous community factors affect Indigenous entrepreneur...banffcentre
The document discusses factors that affect Indigenous entrepreneurship. It notes that Indigenous communities face many challenges, including a history of colonization that disrupted Indigenous culture, economies and self-sufficiency. Successful Indigenous entrepreneurship can help address these issues by creating businesses that respect traditions while allowing Indigenous people to participate in the modern economy. The author aims to understand how community-level Indigenous context influences the entrepreneurial process and outcomes. Case studies of various First Nations communities are presented to explore how factors like dependency, land issues, culture and social environment impact entrepreneurial success.
The Purdy Crawford Chair in Aboriginal Business Studiesbanffcentre
The Purdy Crawford Chair in Aboriginal Business Studies promotes Aboriginal interest in business education and conducts research to support Aboriginal communities and business success. The Chair focuses on three areas: examining models of Aboriginal business success, recruiting Aboriginal students to study business, and enhancing business curriculum. Regional roundtables found interest in business but barriers around proximity, funding, and preparation. The Chair's research shows Aboriginal populations are growing fast with potential but lower education rates. Business education can promote self-reliance and independence. The Chair's mentorship program attracted many applicants and saw early success in university attendance.
Creating Indigenous Economies and Sustainable Communitiesbanffcentre
This document discusses creating indigenous economies and sustainable communities. It covers traditional indigenous property regimes that supported agriculture, hunting, fishing and trade [1]. Euro-American impacts included land dispossession and policies of dependency and removal [2]. Data shows Native American business ownership per capita is significantly lower than other groups [3]. Poverty has led to related issues but business ownership can help community stability through earned income and employment [4,6]. Effective self-governance is needed to create environments where people invest in communities [7]. Obstacles to economic development include lack of investments, rural locations, and bureaucratic hurdles [10]. With improved conditions, indigenous poverty is not inevitable and communities can assist and partner with
The document summarizes the path of Westbank First Nation to self-government. It discusses how the Indian Act previously limited their potential but through negotiations, WFN established self-government in 2005. This gives them control over their lands and the ability to pass their own laws on issues like membership, education, health services and land management. Self-government has allowed WFN to engage in community planning and economic development to better support their members.
Community Development and Capacity Buildingbanffcentre
This document provides information on a community development and capacity building framework from the First Nations and Inuit Health Branch. It discusses key concepts such as community capacity, cultural competence, strength-based approaches, community-centeredness, leadership, holistic health, and partnerships. The goals are to increase knowledge and competencies around indigenous community development, better support community capacity, and facilitate innovative partnerships. Lessons from pilots highlighted the need for organizational change, building community capacity, and allowing communities to plan according to their own authorities.
Centralized air conditioning systems serve multiple spaces from one central location using chilled water distribution and extensive ductwork. They have higher efficiencies than decentralized systems due to shared cooling capacity. Common centralized systems use central chillers and distribute chilled water to air handling units or fan coils. Decentralized systems have independent cooling units in each space and offer more flexibility but lower efficiency. Common applications of centralized systems include large buildings like hotels, malls, and airports.
Leadership and Management Program, Blue Quills First Nations Collegebanffcentre
The document summarizes the leadership and management program at Blue Quills First Nations College. The program is grounded in Indigenous knowledge and focuses on holistic development. It teaches students to honor traditions, balance personal and professional responsibilities, and make decisions through an Indigenous lens. The program prepares students to be effective leaders through experiential learning and strong employment outcomes. Graduates gain the skills to work in business, administration and support their communities.
Ch'nook aims to mediate the success of Indigenous leaders, managers, and administrators through three main initiatives:
1) The Advanced Management Program provides business and leadership training to experienced Indigenous professionals.
2) Partnerships with educational institutions help bridge Indigenous student communities and business education. This includes making post-secondary programs more relevant and supportive of Indigenous students.
3) Community development efforts increase collaboration between Indigenous communities and businesses. This helps Indigenous communities participate in and benefit from regional economic opportunities.
Indigenous Business and Economic Development in the USbanffcentre
The document discusses two approaches to economic development in Indigenous communities: the standard approach and the nation-building approach. The standard approach is short-term, non-strategic, views economic development as an economic problem alone, and sees Indigenous cultures as obstacles. The nation-building approach emphasizes practical self-rule, capable governing institutions that match cultural beliefs, strategic long-term decision-making, and public-spirited leadership. This approach provides a stronger foundation for sustainable development by putting Indigenous nations in control. The document also discusses some contemporary tensions that can make the nation-building principles difficult to implement.
Tribal Councils Investment Group of Manitoba Ltd.banffcentre
This document summarizes the operations of the Tribal Council Investment Group (TCIG), a corporation owned by 7 Tribal Councils in Canada. It operates numerous businesses that generate over $120 million annually, including Arctic Beverages (a Pepsi bottler), transportation and logistics companies, food franchises, and investments. TCIG aims to continue growing its revenues to $1 billion by 2025 while providing financial returns to its Tribal Council owners and economic opportunities for Indigenous communities.
Mapping Indigenous Arts Leadership in Canadabanffcentre
The document discusses indigenous arts leadership in Canada. It provides historical context noting that indigenous arts were fully integrated into daily life pre-colonization. It then discusses two indigenous arts organizations as examples of wise practice in indigenous arts leadership: Inuit Circus, and Wapikoni Mobile, an itinerant audio-visual studio that has worked with over 2000 indigenous youth across Quebec on film and music projects.
Onion Lake Cree Nation: Treaty Six First Nations Gatheringbanffcentre
The Elder's Forum of Onion Lake Cree Nation is hosting a Treaty Six First Nations Gathering from January 18-20, 2012 to discuss protecting Cree values and beliefs based on natural law. The gathering will focus on discussions around the Cree worldview before, during, and after treaty negotiations as well as relationships with the Crown and other First Nations under the numbered treaties. Participants will also discuss governance, training treaty representatives, and protecting inherent and treaty rights at the community level for future generations.
Onion Lake Cree Nation: Treaty Six First Nations Gathering
St. Eugene Golf Resort Casino: A First Nation Partnership Success Story
1. Chief Sharon Stinson Henry, Chippewas of Rama First Nation
Banff Centre Wise Practices in Indigenous Community Development -
Partnering and Collaborative Approach
September 15, 2012
2. A Unique First Nation Partnership
September 15, 2012 St. Eugene Golf Resort Casino Partnership 2
3. Chippewas of Rama First Nation
Rama Seniors Centre
and Extended Care
Facility
Rama Early
Childhood
Education Centre
Mnjikaning
Kendaaswin
Elementary School
Mnjikaning Arena
and Sports Ki
September 15, 2012 St. Eugene Golf Resort Casino Partnership 3
4. Chippewas of Rama First Nation
September 15, 2012 St. Eugene Golf Resort Casino Partnership 4
5. Our First Nation Partners
September 15, 2012 St. Eugene Golf Resort Casino Partnership 5
7. St. Eugene’s History
• St. Eugene Mission
• Kootenay Indian Residential
School
September 15, 2012 St. Eugene Golf Resort Casino Partnership 7
8. The Ktunaxa’s Vision
Since it was within the St.
Eugene Mission (Kootenay
Indian Residential School) that
the culture of the Kootenay
Indian was taken away, it should
be within that building that it
should be returned.
Elder Mary Paul, 1984
September 15, 2012 St. Eugene Golf Resort Casino Partnership 8
19. St. Eugene’s of Tomorrow
September 15, 2012 St. Eugene Golf Resort Casino Partnership 19
20. G’Chi Miigwech - Thank You
September 15, 2012 St. Eugene Golf Resort Casino Partnership 20
Editor's Notes
[insert greeting] Good afternoon. I want to begin by acknowledging the First Nations on whose traditional territory we are today, and to thank Elder Tom Crane Bear for his beautiful prayers. Chi Miigwech for welcoming me into your territory. I also want to thank Brian Calliou and the Banff Centre for the wonderful hospitality they have shown us. What an excellent opportunity this symposium has provided us to share our stories and the lessons we have learned along the way. As First Nations, Métis and Inuit leaders, we continue to heal and strengthen our communities. It is through events like this one where we gather and talk that we learn from each other, and build even stronger networks that support us all in the work that we do as leaders.
I have been asked to share with you the story of a unique First Nations’ partnership which my community, The Chippewas of Rama First Nation has created with two other geographically and culturally diverse First Nations in Canada: the Samson Cree Nation and the Ktunaxa Nation. We have come together as partners in the St. Eugene Golf Resort and Casino of the Rockies venture, located near Cranbrook, BC. This photograph was taken at our Grand Opening in 2004. Cutting the ribbon with me are Chief Victor Buffalo of Samson Cree, and Chief Sophie Pierre of the Ktunaxa Nation. It marked the beginning of a new and vibrant partnership. Let me begin the story by telling you a little about the Partners.
For those of you that don’t know, Rama First Nation is a Chippewa (or Ojibway) First Nation located on the shores of Lake Couchiching, approximately one and a half hours drive north of Toronto. We are a proud, progressive First Nation community and one of three First Nations in the Chippewa Tri-Council; together the Tri-Council nations were historically known as the Chippewas of Lakes Simcoe and Huron. In 1836 our lands were illegally taken by the government and we were forced to move; however, our history is somewhat different than many other First Nations in that we had to purchase our lands. We chose land near to the Rama Weirs, an ancient fishing weir system which we were caretakers of, located at the narrows between Lake Couchiching and Lake Simcoe. Historically we were well known for our hospitality and healing, sharing knowledge and medicines. Together with our Tri-Council nation partners we recently settled a land claim and continue to build our land base.
We have a long history as entrepreneurs and are committed to developing a diverse and sustainable economy for our First Nation through various economic development initiatives, including those such as the St. Eugene partnership. Our most well known development is Casino Rama, Ontario’s most successful commercial casino.
The Samson Cree are located in central Alberta, near Hobbema, in Treaty 6 Territory. With over 5,000 citizens living on the reserve, Samson is one of Alberta’s largest First Nations. Samson Cree have a long history of entrepreneurship as well, including the development of Canada’s first Aboriginal-owned financial institution, Peace Hills Trust. Other initiatives range from Samson Oil and Gas to the Samson Lake Louise Mall. The Ktunaxa Nation (‘k-too-NAH-ha’) have occupied the lands adjacent to the Kootenay and Columbia Rivers and the Arrow Lakes of British Columbia. Their Traditional Territory covers approximately 70,000 square kilometers (27,000 square miles) within the Kootenay region of Southeastern British Columbia, and historically included parts of Alberta, Montana, Washington and Idaho. The Ktunaxa Nation – our partner – is made up of five First Nation communities in Canada. The Ktunaxa Nation have identified four pillars for achieving strong, healthy citizens and communities, including land and resources as well as economic development.
St. Eugene’s is located on the St. Mary Indian Reserve in Ktunaxa Nation Territory, just outside of Cranbrook, BC.
The Oblates established the first mission at St. Eugene’s in 1873, and the first Kootenay Indian Residential School was built in 1890. Ore was discovered there in 1893 and the St. Eugene Mission flourished, including the development of a mine, a hospital and the first flourmill in the region. In 1910 the Dominion Government started the construction of the 40,000 sq.ft. Kootenay Indian Residential School concrete block building, at the St. Eugene Mission which would later become the St. Eugene Resort. The Residential School operated for 60 years until 1971. Approximately 150 to 200 pupils attended the Residential School per year, from the Kootenays, Okanagan, & Southern Alberta regions; more than 4,500 children in all attended the School. For the children attending the Mission, the years spent there resulted in the breakdown of many families and consequent lack of parenting skills for generations of parents, and the emptying of a rich culture that had endured for more than 10,000 years. The students were prohibited from speaking their native language at school and subject to harsh punishment for doing it, and kept from contact with their family for most of the school year. In terms of abuse, the children attending the Kootenay Indian Residential School faced the same fate as other Aboriginal children in other Indian Residential Schools in Canada. St. Eugene’s was returned to the Ktunaxa in the 1990’s at which time the Ktunaxa people had to decide what to do with St. Eugene’s.
Following an extensive community consultation process, the Ktunaxa decided that St. Eugene’s would be reclaimed by the Ktunaxa and become a tool to secure a brighter future for the people. Respected Ktunaxa Elder Mary Paul said, “ Since it was within the St. Eugene Mission (Kootenay Indian Residential School) that the culture of the Kootenay Indian was taken away, it should be within that building that it should be returned”. With that, the Ktunaxa undertook to develop what is today the St. Eugene Golf Resort and Casino of the Rockies.
Here are a few images of St. Eugene’s from the time it was a Mission, to the building of the large Barn structure, the construction of the Mission, and the later development of the resort.
Today, St. Eugene’s is truly a world-class resort featuring: A full service three diamond hotel with 100 rooms in the newer Lodge wing and 25 deluxe rooms in the historic Mission building, An award winning 18-hole championship golf course An all-year round heated outdoor swimming pool and hot tub, Fitness centre with sauna, Four restaurants and lounges, 4,000 square feet of meeting rooms, A year round pavilion with capacity to hold up to 300 people, And the Casino of the Rockies, the only Aboriginal owned casino in BC.
St. Eugene’s golf course was designed by acclaimed architect, Les Furber. It has appropriately been described as a masterpiece in an incredible setting. The golf course opened in 2000 and won immediate accolades from golfers. In 2001 it was named one of Canada’s top 3 new golf courses by Golf Digest Magazine. St. Eugene’s outstanding staff have done a tremendous job managing the golf course in a manner respecting the surrounding environment. St. Eugene’s is home to more than 150 bird species, and is home for the endangered great blue heron, the bald eagle, badger, townsend long-eared bat and the painted turtle. We are very proud that St. Eugene’s is an Audubon Society Green Leaf Eco-Rated Member. Several years ago St. Eugene’s worked with an Elder Advisory Group to rename each golf hole with a Ktunaxa name which is highlighted on the course.
As I mentioned, there are four restaurants and lounges at St. Eugene’s including the Purcell’s Grill – one of the Kootenay region’s best restaurants, which proudly features locally sourced food.
In 2011, we added a rather amazing pavilion which can host large groups of up to 300 people. With this addition, we are the venue of choice for weddings, concerts and other large gatherings in the area.
The Casino of the Rockies is a 20,000 square foot casino featuring: 234 slot machines, including progressive jackpot machines wide variety of table games, including Texas Hold’em Poker Off-track betting Fred’s Saloon licensed restaurant
The Ktunaxa opened the golf course in the Spring of 2000, and the Casino and the Hotel in 2003. The hotel and golf course were operated by Delta Hotels, and the Casino was operated by Lake City Casinos. In 2004, the resort was in financial difficulties due to a number of factors including construction cost overruns and delays, and a general downturn in tourism in 2003. The Ktunaxa were looking for business partners to invest in the business and help ensure the Resort’s success. Samson approached Rama to discuss a potential joint venture in the summer of 2004. Both First Nations had demonstrated strong business leadership and were interested in the brilliant potential of this First Nation owned business. The history of the land carried both sadness but also great vision and hope for the Ktunaxa, and the sheer beauty of the well appointed resort showed great promise. Talks began and in t he fall of 2004 a partnership was formed between the Ktunaxa Nation, the Samson Cree and the Chippewas of Rama First Nation. In the eight years since, the partners manage the resort ourselves and we have had a complete turn around financially, in spite of the slow comeback of the national and international economies.
So why has this partnership been so successful. In addition to having a strong senior management team at the Resort, there are three key factors underlying our success: building on the diversity of our partnership; our strong First Nation focus; and the strength of our relationships. I wanted to share with you some photos from our Grand Opening in 2004 as I think they speak volumes regarding what is so wonderful and unique about this collaboration. Our partnership includes First Nations from the Great Lakes region, from the Prairies, and from the Mountains. Our histories and our cultures are very different. Our languages are vastly different. Our Creation Stories vary. Yet this diversity is celebrated in our St. Eugene’s partnership. The diversity of the First Nation partners is a strength for the business.
We remain consistently focused on maintaining a First Nation presence and focus at St. Eugene’s. While, as business people our primary goal is to create revenue to further strengthen our communities, we do so with a strong focus on promoting First Nations people, our languages, our histories and our cultures. The entire St. Eugene’s resort, from the lobby where you register to the golf course where you relax and enjoy the stunningly beautiful scenery, reflect First Nations history and culture. The Ktunaxa Interpretive Centre provide guests with a good sense of Ktunaxa history, language and culture. Our Board of Directors, Senior Management Team and staff are constantly working with new ideas to further strengthen the First Nation presence within St. Eugene’s. One of the key goals of the Ktunaxa, which was strongly shared by Samson and Rama was the commitment to create First Nation employment and training opportunities. In addition to being the 3 rd largest private employer in the Kootenay Region, we are proud that over 17% of our staff are First Nation people. St. Eugene’s is constantly working to increase that number and to retain our First Nation employees, providing opportunities for advancement and careers.
In addition to being the 3 rd largest private employer in the Kootenay Region, we are a leader for the region in other areas as well, including environmental management. Our Board of Directors is made up of representatives of each of the 3 First Nation Partners. The Board has incorporated First Nation cultures and values into their policies and business practices of St. Eugene’s. As Partners, every time we gather we take the time to share our culture. We have shared Creation Stories at our Annual General Meetings, and have visited each other in our respective territories. Underlying it all, our partnership is based on strong relationships and on the principle of respect.
As Chiefs of our respective First Nation Partners, we take the time to meet and talk. We try to do this on a regular basis. We share our concerns and our hopes for St. Eugene’s and work to continue to strengthen our relationships. We remain mindful that at the end of the day, some day in the future, St. Eugene’s will return to the Ktunaxa. I know that, thanks to our partnership, it will be a stronger and even more vibrant, sustainable economic engine for the Ktunaxa people and the region. In our experience, partnerships that are based on strong, healthy and respectful relationships are well worth the investment. Thank you for this opportunity to share our story with you. Chi Miigwech.