| i
CONTENTS
Acknowledgements ...... i
Introduction ...... 1 What is a Community Development Plan? ...... 1 Community Development Plan Structure ...... 2 Community Development Plan Process ...... 3 Community Engagement...... 4
Community Vision ...... 5 Vision Statement ...... 5 Mission Statement ...... 5
Community History ...... 6
Community Today ...... 7 Historic & Current Population ...... 8 Projected Future Population & Housing Needs ...... 9
Planning for the Future ...... 10 Housing ...... 11 Land & Resources ...... 14 Community Land & Resources Priorities ...... 15 Education ...... 16 Governance ...... 20 Community Governance Priorities ...... 21 Health ...... 23 Justice ...... 26 Economy ...... 28 Culture ...... 31 Recreation & Youth ...... 33 Infrastructure ...... 35
Community Action ...... 37 Updating this Plan ...... 37 Implementation Table ...... 37
Acknowledgements | i
ACKNOWLEDGEMENTS
On behalf of the community we would like to acknowledge all the work, currently and in the past, that has gone into creating this Community Development Plan by recognizing:
» Chief and Council;
» Ahtahkakoop Staff;
» Team members for assisting with the community survey and creating awareness of the project in the community;
» All members who participated and shared their ideas;
» Urban Systems for providing community planning support; and
» Christopher Iron, Community Navigator.
i | Community Development Plan Acknowledgements | 1
INTRODUCTION
What is a Community Development Plan?
This Community Development Plan (CDP) is an approach to community planning that integrates many key priority areas for growth and development in Ahtahkakoop Cree Nation (Ahtahkakoop). The CDP provides Ahtahkakoop staff, leadership, and members direction on how key issues in the community should be addressed leading towards self-sufficiency. It is a community-endorsed CDP that should be used to leverage funding and partnerships from external agencies.
Ahtahkakoop has undertaken significant work to develop this CDP, including engaging with community members, youth, Elders, staff, and Chief and Council. Engagement is critical as the community grows and pursues new opportunities. It is important that Ahtahkakoop’s vision, goals, and proposed actions are clearly articulated and endorsed by the community. The community is committed to a CDP that captures local ideas and aspirations, provides direction for the future, and serves as a tool for immediate and ongoing action.
Introduction | 1 Introduction | Housing | 1 Community Development Plan Structure
This CDP is made up of the following six sections:
2 | Community Development Plan
Community Development Plan Process
The planning process consisted of the following four stages:
Introduction | 3
Community Engagement
The most fundamental characteristic of the CDP process is that it is community
driven. Ideas contained in this CDP have strength, power and endurance because
they come from the people of Ahtahkakoop. Over the past year, members were
engaged through a variety of community surveys and gatherings. Community wide
surveys were administered, throughout the Youth, Elders, Urban and Ahtahkakoop
department heads. Ideas and strategies described in this CDP are a direct
response to the concerns, suggestions, and feedback of community members,
band staff and Chief and Council. Additional community engagement efforts
should be undertaken to ensure the plan continues to reflect community needs.
Making a difference on the ground requires a continued commitment to the
community vision. It also requires passion, ingenuity and imagination so that
community supports are put in place, band members are inspired, and the
community is fuelled by pride and hope.
4 | Community Development Plan
COMMUNITY VISION
Vision Statement Be a leader in Governance, Administration and Economic Development using the guiding principle of Chief Ahtahkakoop:
“Let us not think of ourselves, but of our children’s children”.
Mission Statement Ahtahkakoop will continue to advocate in the protection of and preservation of our Treaty and Inherent Rights. We will strive towards improving the quality of life for our people and community by elevating the economic, education and social standards.
Community Vision | |5 5
COMMUNITY HISTORY
Born in 1816, Chief Ahtahkakoop (translated to Starblanket in Cree) rose to be a respected and tactical leader of the Cree Nation in the latter part of the 19th century. At the onset of his leadership, the plains buffalo herds were abundant and provided the mainstay of social and economic balance vital to the survival of its people. The arrival of the European settlers irrevocably altered this delicate balance, forcing Chief Ahtahkakoop to seek alternate means of survival for his own. In 1876, he and his cousin, Chief Mistawasis, were the two leading Chiefs to sign Treaty 6 at Fort Carlton, agreeing to relocate his members to 67 square miles of land, now known as Sandy Lake, near present day Prince Albert. He died on December 4, 1896 at the age of 81. Despite the hardships and gruelling decisions faced by Chief Ahtahkakoop, he remained revered by the Cree Nation, enough so for the reserve land that he is buried on to bear his name to this day.
The Ahtahkakoop flag was commissioned on September 15, 1995 and was designed by Willard Ahenakew, great, great grandson of Chief Ahtahkakoop. On the flag there are 276 stars representing the number of ancestors of the first Treaty 6 pay list of 1876, with 133 larger stars representing the men and women, and 143 stars representing the children. The Sun, Thunderbird, Medicine Staff and Buffalo represent important emblems of the Plains Cree culture. The night our namesake was born, it is said that the sky was unusually bright with many, many stars and thus he was given the name “Ahtahkakoop.”
6 | Community Development Plan
COMMUNITY TODAY
This section highlights the state of the community today, historic and current population information, future population projections, and future housing needs. Population growth affects everything from services and programs to infrastructure, housing and economic development opportunities. Understanding population trends helps the community prepare for the future.
Community Today | 7 Historic & Current Population
It is important to understand data related to population to determine future needs for housing, facilities, and services, and how growth may impact development on-reserve. Historically, Ahtahkakoop’s population has grown at a steady pace both on-reserve and off-reserve.
Below is a snapshot of Ahtahkakoop’s historic growth from 1972 to 2019. This provides insight into population trends in the community over the past 47 years and provides the basis for projecting future growth in the community.
As of February 2019, Ahtahkakoop had a total registered population of 3,638 members, of which 1,972 live on-reserve and 1,666 live off-reserve (INAC First Nation Detail).
Historic Population 1972-2019 2500
2000
1500
1000
500
0 Registered Band Members Band Registered
On-Reserve Off-Reserve
Source: INSTAT – INAC 2019
Based on this historic growth data, Annual Average Growth Rates (AAGR) have been calculated to understand historic population trends to support future population projections.
On-Reserve Population Total Population AAGR AAGR
Last 47 Years 2.04% 3.03%
Last 42 Years 2.02% 2.93%
Last 10 Years 1.79% 1.84%
Last 5 Years 1.65% 1.34%
8 | Community Development Plan
Projected Future Population & Housing Needs
Population projections have been calculated for total membership and on-reserve membership growth. The total population (on and off-reserve members) is likely to grow at a rate of 2.6% per year, based on the AAGR over the last 47 years. This would mean that in 20 years the total membership could exceed 6,000 people.
It is important to consider the impact of population growth on-reserve as it will affect many services that the community is responsible for providing. The AAGR on-reserve is slightly lower than the total population growth rate as the off-reserve population has grown at a faster rate than on-reserve. The most likely scenario of on-reserve growth is 2.2% per year. If Ahtahkakoop continues on the same growth trend, the on-reserve population could reach 3,047 by 2039. That increase would mean there could be an additional 1,075 members living on-reserve in 20 years. The community needs to carefully plan for such drastic growth.
Based on these population projections, Ahtahkakoop needs approximately 94.4 acres of developable land to accommodate new residential growth over the next 20 years, which would allow for 215 residential units. This could also impact infrastructure services, education and health services.
Year On-Reserve Population Total Population Projection Projection (2.2% Growth Rate) (2.6% Growth Rate)
2029 2,451 4,703
2039 3,047 6,079
2049 3,788 7,858
2059 4,709 10,158
2069 5,854 13,130
Community Today | 9 PLANNING FOR THE FUTURE
This section of the CDP is directly created from the priorities identified by community members, band staff and Chief and Council. Based on the input received through community engagement initiatives, goals have been created for each of the ten theme areas as outlined in the Community Planning Wheel below (Figure 1). For each theme, the following is provided:
Background information;
Community Data; and
Community Priorities.
Figure 1 – Community Planning Wheel
10 | Community Development Plan
HOUSING
Background
Ahtahkakoop strives to provide safe, affordable, and adequate housing for its members. Community housing should meet or exceed safety requirements, including structural, fire, health and safety standards. The Housing Team is responsible for delivering and administering the housing program. Community Data
- Number of housing units, on-reserve – 470 (2018-19)
- Average persons per household, on-reserve – 4.7 (2016)
- Percent of dwellings that are crowded – 26% (2016)
- Percent of dwellings that are in adequate condition – 70.0 % (2018-19)
- Percent of dwellings that are in need of replacement – 20% (2018-19)
- Occupied on-reserve dwellings without water services – 0 (2018-19)
- Occupied on-reserve dwellings without sewage services – 3 (2018-19)
- New dwellings constructed in past four years – 29 (2015-2019)
- Number of dwellings with access to oil, natural gas, electric heat – 470 (2018-19)
- Percent of dwellings that require major renovations – 32% (2018-19)
Planning for the Future | Housing | 11
Community Housing Priorities
Update housing policy to reflect current housing challenges and demands. An updated Housing Policy supports the Housing Department in effectively administering housing programs, collecting rent, completing unit maintenance, addressing housing issues, and assisting members in understanding how housing is administered and maintained.
Update Housing Operation and Maintenance Database. Members indicated that most homes need renovations to ensure they are safe and healthy places to inhabit. Having current information about the state of homes in the community allows the Housing Department to effectively and efficiently complete repairs and renovations as needed. This information also help tracks what improvements have been made and what they cost.
Ensure members have access to appropriate housing. A variety of housing types are required in the community to suit the needs of members based on their family composition and accessibility needs. A specific need for Elders housing was identified. Members indicated overcrowding is a common issue in the community and new housing needs to be developed to accommodate all members. Members showed interest in the development of multi-family units such as duplexes, apartments and condominiums.
Complete home renovations based on level of need. The Housing Department requires an updated Housing Operation and Maintenance database to understand renovation needs.
Educate home tenants on their responsibilities in proper home maintenance through workshops. This provides tenants with the knowledge and skills needed to ensure their home is well maintained and safe. Empowering tenants to complete basic home maintenance tasks allows contractors to focus on more major or time sensitive home renovations in the community. Regular home maintenance by tenants also supports the longevity of the structure, supporting the investment made by the community to build the home itself.
Facilitate governance training for the Housing Board. This equips board members with the necessary skills and expertise to oversee housing in the community.
Purchase equipment for new construction projects. This equipment supports contractors in completing construction projects efficiently and effectively.
Conduct mold remediation in homes where needed. Many homes in the community require mold removal. Funding is needed to support the remediation work.
Introduce renewable energy sources in homes. This helps to reduce utility bills for tenants and support a sustainable approach to living in the community.
12 | Community Development Plan
Establish a Home Ownership Program. Community members have expressed interest in owning their own homes in the community. Implementation of a Home Ownership Program would allow them to do so.
Monitor the Home Ownership Program. Community members have expressed interest in owning their own homes in the community. The Implementation of the Home Ownership Program allows them to do so.
Planning for the Future | Housing | 13
LAND & RESOURCES
Background
Located adjacent to Hines Lake, Ahtahkakoop is home to a wide variety of natural resources and prosperous land. Members value the beauty and freedom the reserve provides and rely on natural resources such as water. Members recognize water protection is needed to ensure the quality is maintained. Community Data
- Current reserve land – 173.5 km2 (42,866.00 acres) (2018-19)
- Population density (registered persons per km2) – 11.4 (2018-19)
- Acres added to reserve pursuant to TLE – 4,115.20 acres if TLE is settled (2018-19)
- Maximum TLE acres remaining – N/A (2018-19)
- Number of urban reserves – 0 (2018-19)
- Number of urban reserves in progress – 0 (2018-19)
- Active number of leases – 2 (2018-19)
- Active number of permits – 1 (2018-19)
- Active number of Certificates of Possession – 0 (2018-19)
14 | Community Development Plan
Community Land & Resources Priorities
Ensure the land and environment is protected and preserved for the use of future generations. Members expressed a desire to protect land from hazardous development, and to protect lakeshore areas from development and hazardous activities. Members indicated environmental concerns in the community including clear cutting, poor waste management, wastewater and sewage treatment, crop dusting and forest fires.
Ensure traditional lands and cultural sites are protected from development. Members indicated a need to protect areas including the north end sun dance grounds, grave area, cross area, Lonesome Pine, all reserve markers, Green Lake trail and the Anglican Church.
Increase land holdings to pursue land development opportunities. The community wishes to acquire additional land, with locations strategically chosen based on development opportunities to create source revenue streams.
Invest in developing land holdings to pursue economic development opportunities. The community supports utilizing appropriate land holdings for development to initiate revenue opportunities. Members expressed interest in utilizing land for agricultural practices, resource extraction operations, and developing recreation amenities.
Educate and inform members about land use in the community. Members expressed concerns with how community land is used and managed. Improved communication between leadership and members on land related issues should empower community members to be involved in land use and development decisions.
Planning for the Future | Land & Resources | 15
EDUCATION
Background
Ahtahkakoop has a community school offering Kindergarten to Grade 12. The school offers several programs and services to students and their families. Members have access to the Post-Secondary Student Support Program that focuses on increasing access, participation and certification of members through higher education. Adult education and other training programs requested by members include cooking courses, fire fighter training, security officer training, safety ticket courses, and heavy machinery training. The community is focused on instilling a philosophy of continuous learning. Community Data
- Aboriginal identity population aged 15 years and on over on-reserve with a high school diploma or equivalent – 41.3% (2016)
- Aboriginal identity population aged 15 years and over, on-reserve with a post- secondary certificate, diploma or degree – 24.9% (2016)
- High school graduation rate on-and-off reserve – 45% (2018)
- Students funded by post-secondary program – 159 funded (2018-19)
- Waiting list for post-secondary funding – 14 (2018-19)
- High school graduation rate of students that attend off-reserve schools and reside on- reserve – 45% (2018)
- High school graduation rate of students that attend on-reserve schools and reside on- reserve – 45% (2018)
- Number of students that reside on-reserve and attend off-reserve schools – TBD
- Number of students that reside on-reserve and attend on-reserve schools – School Population 545, with 30 at the Ahtahkakoop Christian Academy (2018-19)
16 | Community Development Plan
- Grade 9 to 10 transition – TBD
- Child care spaces – 1 (2018-19)
- Number of teachers in on-reserve schools that have been there for at least 5 years – 80% (2018-19)
- Teacher salary in community – Average of $68,000 (2018-19)
- Number of First Nation teachers – 99% (2018-19)
- Education Authority – None. Part of treaty Six Education Council. April 1st, 2019, will become independent (2018-19)
- On-Reserve reading levels – About 1.5 grades behind except Ahtahkakoop Christian Academy, of whom have lower reading levels (2018-19) Community Education Priorities
Enhance financial contributions to education (services, reporting systems and employees). This ensures education finances are effectively managed and reported on a regular basis.
Develop a strategy to communicate effectively and efficiently with all students and parents. Members indicated improved communication is needed between education administration, students, and parents. It was suggested a Social Media Policy be developed to create a platform for communication allowing students/parents to express their thoughts and concerns in a transparent and inclusive manner.
Promote formal education, lifelong learning, and employment development to assist members in meeting their maximum potential. This allows community members to contribute to the future needs of the community. KINDERGARTEN – GRADE 12: Hire additional teacher aides for Kindergarten to Grade 6. Students need additional support from staff in their classrooms. Teacher aides can provide focused support for students who require individual attention.
Identify new funding sources for existing and new education initiatives. Additional support is needed to fund existing programs and develop new initiatives in the community.
Expand education related services and programs offered in the community. Members expressed interest in programs to empower youth and enrich their future, before and after school programs, youth nights, role models or mentors, cultural education, recreation programs, summer education programs, literacy programs, GED courses, trades training, and career training.
Planning for the Future | Education | 17
Increase student retention and attendance. The school has identified challenges with student retention and wishes to support and encourage students in staying in the community to complete their studies. Attendance has been identified as a challenge among students at the community school. The community wishes to encourage students to improve their attendance, which leads to improved academic performance.
Create partnerships to develop anti-drug and alcohol strategies and to promote community wellness with a student-centred focus. The community wishes to proactively support students in making responsible choices to discourage and prevent drug and alcohol use. These partnerships focus on investment in students and in turn prepares this generation for the future prosperity.
Continue to provide a nutritional program for all students. Proper nutrition is vital for the success of students and the community wishes to continue this program.
Ensure Treaty teachings are delivered in all classrooms from Kindergarten to Grade 12. The community has identified cultural teachings as a priority for the development of youth to ensure the longevity and intergenerational connection to the Cree identity. Continue to work with the Treaty Six Education Council to enhance academic programming.
Renovate and/or replace old school building. Improved school facilities provide students with appropriate learning environments which allow them to thrive in their studies.
Create an education database. Related to senior students in Grades 10-12 in categories including attendance, curriculum and access to post-secondary institutions. Collecting this data helps the community understand the needs of senior high school students, allowing them to be well supported in pursing academic and career goals. POST-SECONDARY: Pursue opportunities to provide additional post-secondary funding to members. The community has acknowledged that they receive more applications for funding than they are able to support and therefore wishes to pursue additional funding to support more students. Continue to track student activity using the PSSSP Database to build a business case for growth and sustainability in First Nations Post-Secondary funding.
Develop a rating system for post-secondary funding applications. This ensures the selection process is transparent and all applicants are privy to the decision-making criteria and are better equipped to submit an application.
Update the Student Manual: The Student Manual provides prospective and current students with information pertaining to education opportunities, members suggested that it needs to be updated. An update could include some of the following:
Consider creating a rating system for post-secondary funding applications to ensure the selection process is transparent and all applicants are privy to the decision-making criteria and are better equipped to submit an application.
18 | Community Development Plan
Updated information on community based programming
Updated information on the application process, to ensure people are aware of when and how to apply to post-secondary education
Information specific to alternative funding sources (scholarships, grants, etc.) that may be available. As the community is unable to financially support all members in post- secondary studies, the community wishes to enable them to reach out to other funding sources.
Provide child care services for students with dependents. Members indicated that a barrier to achieving career goals was not having access to child care services while they attend classes. This service would support students in completing the education needed to pursue their career goals.
Provide career counselling to members. Members indicated interest in careers including counselling, RCMP, social work, youth work, physical activity education, self-defence instruction, addictions counselling, entrepreneurship, human resources, housing administration, homemaking, finance, and trades, but they require advice and support to pursue career paths such as these.
Provide transportation services for students. Members indicated a barrier to achieving career goals was not having access to transportation to get to and from school. This service would support students in completing the education needed to pursue their career goals.
Planning for the Future | Education | 19
GOVERNANCE
Background
This section provides an overview of the governing functions of Ahtahkakoop, which includes Chief and Council, staff and senior management team, and the Finance and Administration Department. CHIEF AND COUNCIL The Chief and Council of Ahtahkakoop are dedicated to promoting, protecting and enhancing the Treaty Rights of all members. Chief and Council wish to align the community’s organizational development in a manner that strengthens First Nations governance and builds community capacity to ensure the Nation’s people thrive and succeed in a competitive global economy. Chief and Council aim to maximize opportunities to develop, own and manage resources to generate wealth and sustainability for the community. Ahtahkakoop is committed to building and growing strong relationships with other First Nations, Aboriginal and non- Aboriginal peoples, industry, organizations, and government to secure Ahtahkakoop as a governance and business leader. STAFF AND SENIOR MANAGEMENT The Ahtahkakoop Staff and Senior Management Team consists of the following positions:
- Director of Finance and - Director of Housing & CMHC; Administration; - Governance and Lands - Director of Education; Coordinator;
- Post-Secondary Coordinator; - Director of Public Works;
- Director of Health Services; - Director of Child & Family Services; and - Director of Justice; - CEO AC Developments. - Director of Sports, Recreation & Youth;
20 | Community Development Plan
FINANCE AND ADMINISTRATION DEPARTMENT The Finance and Administration Department is focused on providing accurate financial information, as well as ensuring financial and operational transparency and accountability. The department works on a variety of community development projects including the Fire Hall, RCMP Detachment and the new Health Centre. To reduce funding delays, staff have increased the use of technology to handle the workload and established partnerships with Health Canada and INAC.
The Membership Clerk is focused on ensuring that communication with members is efficient to continually verify all individuals in the membership database. Membership information gathered from members is continually being collected and organized. Community Data
- Male to Female Ratio for Chief and Council – 10:2 (2018-19)
- First Nation election turnout, percent of eligible voters – 65% (2018-19)
- Type of Election System in Place – First Nation Election Act (2017-21)
- General Assessment Score – 10.3 (2015-2016)
- Change in General Assessment Score from – -4.5 (2012-2016)
- Bylaws Currently in Force – Financial Administration Bylaw (2018-19)
- Transparency & accountability provisions – TBD
- List of Acts, policies & procedures – Financial Management Act, Personal Management Act and Conflict of Interest Policy
- Number of general band meetings held annually – 2 held annually
- Average length of time served in role of Chief & Council members – approximately 8 years Community Governance Priorities
Improve communication between leadership and membership. Members indicated a need to ensure both on-reserve and urban members have access to community information and announcements. Members advised that regular band meetings on and off-reserve should be held and such meetings should be appropriately advertised. Members suggested distributing a regular newsletter to share upcoming events, updates on portfolio work, and community announcements. Members expressed difficulties in contacting leadership and suggested regular office hours be established.
Planning for the Future | Governance | 21
Develop a Treaty 6 position paper. Members indicated that updates are needed to Treaty 6 to reflect modern realities.
Establish bylaws and develop policies that govern community operations. Policies such as a Governance Policy/Convention Act, Personnel Management Act, Financial Management Act, Human Resource Policy, and Conflict of Interest Policy are needed to manage operations.
Develop policies to enhance community wellbeing. Policies such as a Sports and Recreation Policy, Community Curfew, Drug & Alcohol Policy, Vandalism Policy, and Littering Policy are needed to enhance community wellbeing.
Create a data management system. Keeping accurate membership records and reporting births, deaths, marriages, name changes and band transfers ensures data is accurate for reporting and funding purposes.
22 | Community Development Plan
HEALTH
Background
Ahtahkakoop provides a variety of health care services for members including home care, communicable disease control, environmental health, mental health, and addictions and health education. Medical transportation services are available to all members who need to travel off- reserve to obtain medical care. The new Ahtahkakoop Health Centre was opened July of 2017.
The Health Services Team is committed to promoting holistic perspectives that help protect and promote the health, safety and well-being of community members. The Health Services Team continually strives for improvements in service quality, learning and innovation. Working together with leadership and other departments, Health Services ensures a circle of shared responsibility, accountability, and respect. Meeting the distinct and diverse health needs of community members while respecting and recognizing cultural practices and traditions is of utmost importance to the Health Services Team.
Ahtahkakoop members have access to Social Development Services through the Battlefords Agency Tribal Chiefs. Services offered include income assistance for basic living needs and special needs clients, assisted living support, National Child Benefit services, and family violence intervention.
Ahtahkakoop Child and Family Services (ACFS) aims to ensure the well-being of children and families by providing protective and preventative support services. Working collaboratively within the community, ACFS is focused on implementing new innovative programs to ensure families are provided with the support they need. ACFS coordinates the Family Enhancement Program to provide healing initiatives and in-home care, as well as the “wraparound” approach to promote healthy lifestyles and family well-being to ensure children remain with their families.
The Cree Nations Treatment Haven (CNTH) in Ahtahkakoop is situated alongside Hines Lake. It was established in 1987 to combat the damaging effects of alcohol and drugs on community members. The CNTH provides a safe, therapeutic environment where clients can explore and identify self-defeating learned behaviours, family of origin issues, learn how to set realistic goals for themselves based on their situations, and establish value and belief systems. Programs offered by the CNTH include the Opioid Therapy Program, Matrix Out-Patient 8
Planning for the Future | Health | 23
Week Program, NNADAP In-Patient 35-day program, Heritage: Residential School Program, and methadone handling and drug testing services. Community Data
- Listing of mental health & addictions services – Mental Health Therapy Counselling: individuals, couples, families. Facilitator/coordinator of workshops support/liaison, crisis/suicide intervention. Work with staff: wellness, support, therapy. Community involvement, planning, referrals and assessments. Addictions - Referrals for treatment, client support, aftercare, community education regarding alcohol, tobacco, gambling and drugs.
- Listing of health services – Community Health Nursing, Home and Community Care, Home Health Aides (provide Home Management), Medical Transportation, Mental Health & Addictions, Addiction Outreach, Know Your Status/CDC, Family Support Workers (Maternal Child, Canada Prenatal Nutrition) and Community Health Representatives of whom, conduct home visits etc.
- Number of first responders in the community – 3 - List of health-related plans and policies – Community Health Plan, Strategic Plan, Operations Manual, Community Health Manual and Lab Manual - List of services for disabled community members – Home & Community Care, Community Nursing, Jordan’s Principle and Medical Transportation - List of healthy living options/services (i.e. grocery stores, etc.) – Community Garden and Aboriginal Diabetes Initiative
- Health coverage – First Nations Inuit Health/Non-Insured Health Benefits Community Health Priorities
Provide health services that integrate cultural aspects of medicine. Members expressed a desire for the Health Clinic to provide traditional healing options.
Improve level of awareness in the community regarding HIV & diabetes. Members indicated a need for additional services and education to understand and be aware of risks associated with HIV and diabetes.
Develop programs to support members in living healthy, active lifestyles. Members expressed a desire to make healthy choices in their day to day activities.
Provide medical transportation services to members. Members indicated a need for transportation services to access health treatments within and away from the community.
24 | Community Development Plan
Improve emergency response services (i.e. fire, ambulance and police). Members expressed concerns with slow response times and poor emergency service quality.
Develop an emergency response plan for the community. The community needs to prepare to deal with the possibility of emergency situations.
Negotiate funding agreements to support a more community based health care delivery system while integrating traditional healing. Members expressed a need for improved health care services that incorporate traditional healing practices.
Complete the Nutrition and Water Quality Safety project. Members require improved access to safe drinking water and nutritious food options.
Work with the Parkland Health Region. The community wishes to ensure the safe and respectful treatment of band members who seek medical attention in hospitals and other health facilities in the Region.
Provide grief and trauma workshops for community members. Community members need access to healing and recovery support services.
Hire a full-time nutritionist and dietician. Community members need support services to achieve healthy lifestyles.
Expand primary health care services in the community. Members need access to basic health care services day to day, as well as in emergency situations. Additional services and programs are needed to address substance abuse issues and provide mental health support. Members felt that the community would benefit from having an orthodontist and on-site doctor, additional youth programs, holistic healing programs, and health counselling available through the Health Clinic.
Obtain a localized ambulance service and pharmacy. If opportunities are available to do so, the community wishes to provide these services themselves.
Create a long-term care home for elderly and disabled community members. Members wish to remain close to family and in a familiar environment as they age.
Ensure efficient, effective and transparent administration of health programs. Members indicated a need to continue to provide regular reports on health program progress. The Health Department also wishes to establish a database and IT system to track performance measures related to client specific activities. The department continuously updates policies for human resources, financial management, occupation health and safety to work towards the goal of accrediting the Health Centre. The department aims to improve financial sustainability in new health programs and initiatives.
Planning for the Future | Health | 25
JUSTICE
Background
The community is focused on ensuring effective, just, and human responses to crime and its causes. By effectively integrating those in conflict with the law into the community, providing support services, and promoting changes in the law and administration of justice, the Justice Team aims to ensure the humane treatment of all members. The justice program promotes awareness of problems in the delivery of justice related programs and works to ensure incarcerated persons are treated fairly.
The community Justice Coordinator program was first developed in 2001, and was first ran by the late Fletcher Greyeyes, who overseen justice handled fairly amongst the community. With his hard work and dedication, the program is still afloat to this day. Now currently run by Eric Ahenakew. Community Data
- Missing & murdered Indigenous women & men – A program has been initiated in 2016
- Men/women victims of spousal abuse – TBD
- Homelessness – 0
- List of volunteer boards, committees, etc. – Justice Board and the Police Management Board
26 | Planning for the Future | Justice
Community Justice Priorities
Increase RCMP presence in the community. Members expressed concerns with safety in the community due to the prevalence of drugs and alcohol, lack of security, drunk driving, home break-ins and physical violence. Members wish to work with the new RCMP detachment which allows for a greater RCMP presence in the community to address safety and security issues.
Recruit and hire a Fine Option worker and Community Services worker. Members expressed a need for adult and youth mediation services in the community.
Consult community members in developing a mutual understanding of safety and security issues in the community. Members wish to work together towards positive safety solutions.
The Community shared an interest in being a dry-reserve, in order to maintain a safe environment for the youth and its members.
Planning for the Future | | 27
ECONOMY
Background
Ahtahkakoop wishes to create future economic prosperity through strong governance models, people and leadership development, and professional support to move business enterprises forward. Ahtahkakoop is dedicated to creating a solid foundation to build a sustainable economic base through lasting and mutually beneficial business relationships. Ahtahkakoop Cree Developments Limited Partnership (ACDLP) has the responsibility to organize, empower, plan and achieve a successful and profitable economic development operation. ACDLP is responsible for maximizing opportunities that provide for the development, ownership and management of its resources in a manner to generate wealth and sustainability for the community and its members. Community Data
- Income assistance dependency rate 2018-2019 – 36%
- Employment rate 2016 – 25.9%
- Employment growth from 2006 – 2016 – -1.1%
- Percentage of employed individuals working full time 2017 – 79.9%
- Average employment income, full-time, full-year workers 2016 - $41,369
- Average total income of the total Aboriginal identity population aged 15 years and over 2016 - $17,639
- Percent of earnings as personal (market) income, 2016 – 62.1%
- Percent of Government Transfers as Personal Income 2016 – 38.6%
- Percent of self-employment income 2016 – 0%
- Unemployment Rate – 37.2%
28 | Planning for the Future | Economy
- Economic development authority – Ahtahkakoop Cree Developments (ACDLP)
- List of policies & procedures – Business Charter, Investment Policy, Governance Policy (Trustees), Roles and Responsibilities (Trustees)
- Drafts of Policies and manuals currently in progress – Emergency Management Plan, Human Resource Policy, Occupational Health & Safety Manual
- Barriers to employment (i.e. education, training, skills) – Transportation and inadequate funding Community Economy Priorities
Create a structured due diligence process and evaluate business opportunities regularly. This ensures corporate stability and support for operational growth and success and ensures that the economic viability of opportunities is considered before they are pursued and realized.
Integrate a transportation system. A lot of the community members have concerns about transportation throughout the year, regarding harsh weather, distance, and appointments. If a bus system was integrated to a specific schedule, it may increase the economic activity throughout the community.
Reduce the number of members on social assistance. Develop a Social Development 5 Year Plan to decrease dependence of clients on social assistance by providing them with opportunities to develop skills and enabling them to enter the workforce.
Focus on business development and value-added activities that create wealth, employment opportunities and enhanced community viability. Investments such as these allow the community to generate revenue to fund community programs, services, and infrastructure improvements. Members expressed a need for employment skills training, job search assistance, and employment opportunities within the community.
Consider both on and off-reserve land development opportunities in pursuing economic ventures. The community is interested in developing economic ventures on the main reserve as well as off-reserve to generate revenue and employment opportunities. Members were in favour of both community-owned and privately-owned businesses operating on Ahtahkakoop lands. Members were interested in potential developments including:
- Agricultural opportunities such as purchasing more farm land, raising livestock, bison farming, and operating a horse ranch;
- Commercial opportunities such as a store in the core area, a band store, rental space for small businesses and lakeside rental cabins;
Planning for the Future | Economy | 29
- Recreational amenities such as a park, campground, playground, ski hill, and casino;
- Community facilities such as a healing centre and garden;
- Additional housing to meet the needs of specific demographics; and
- Industrial ventures such as a gravel pit or logging enterprise.
Provide support for entrepreneurs in the community who wish to start businesses. Members expressed interest in owning their own businesses to generate revenue and employment opportunities for members. One way to support entrepreneurs could be to develop commercial space to lease to members who are interested in starting their own businesses.
30 | Community Development Plan
CULTURE
Background
Ahtahkakoop wishes to ensure that culture and traditions are passed on to the next generation. Members recognize the significance of traditional knowledge and wish to preserve that knowledge.
Community members are currently involved in cultural activities such as round dances, sun dances, pow wows, Metis dancing, square dancing, Cree language programs, sweat lodges, feasts, gatherings, gathering traditional medicines, sage, and sweet grass, picking berries, hunting and fishing, beading, visiting Elders, and attending Cultural Camps. Community Data
- Aboriginal language as mother tongue – 20% (2016)
- Speaks an Aboriginal language most often at home on-reserve – 20% (2016)
- Aboriginal languages spoken (Cree) – 380 (2016)
- Knowledge of English or French – 1,475 (English knowledge) (2016)
- Knowledge of an Aboriginal language 2016 – 26.1%
- Religious affiliation (2011)
o Christian – 800
o Traditional Aboriginal Spirituality – 185
o No Affiliation – 355
- Number of Elders –243 total, with 80 on-reserve and 163 off-reserve (2018-19)
- Cultural and sports activities held in community – TBD
- Number of artisans/performers/knowledge keepers - TBD
Planning for the Future | Culture | 31
Community Culture Priorities
Provide opportunities for youth to interact with Elders and learn cultural traditions. Youth have expressed interest in learning from Elders and preserving cultural traditions for future generations.
Ensure parents are involved in youth culture activities. This creates positive opportunities for bonding and shared experiences to facilitate community wellness.
Provide opportunities for members to learn and communicate in Cree. Members suggested that Cree language should be incorporated in community spaces to encourage the use of language and to facilitate learning for all ages. Members indicated the need for adult Cree classes.
Provide opportunities for members to participate in Powwow dance and other traditional activities. Community members expressed interest in further development of these skills and knowledge. Members suggested teaching youth how to hunt and grow food and teaching Powwow songs and dances.
Ensure Elders are treated with respect and can be active members of the community. Traditional behaviour regarding respect for Elders and their knowledge should continue.
Provide additional cultural events including Powwows, sweats, and sun dances. Community events that highlight and celebrate cultural practices and traditional knowledge should continue to be supported. New events that build on the success of these events and introduce new ways to partake in cultural activities should be encouraged. Members indicated that additional community gatherings are needed to show Elders that they are proud of their culture. Involving Elders in the community cultural enrichment, taking care of their needs and ensuring they have transportation to community gatherings were priorities for members. Inclusive community participation fosters sustained community cohesion and growth among members.
Develop a cultural centre to give members a place to gather and bond together. Members indicated the community needs to build a strong bond and grow spirit among people. Currently, there isn’t a facility in the community that allows members to gather and share cultural traditions. The development of a gathering place in the community or a Cultural Learning Centre would provide a space for people to interact with each other, foster additional cultural programs, and strengthen community identity and well-being.
32 | Community Development Plan
RECREATION & YOUTH
Background
Sports and recreation opportunities in the community are held high regard. Members are involved in a variety of sporting activities in the community including soccer, softball, hockey, golf and broomball. Additionally, recreation activities such as swimming, hiking, walking, boating, and camping are popular among members.
Recreation and sporting opportunities for youth in the community are focused on building capacity in volunteerism, as well as coach and officiant development. Working alongside sport and community leaders to further develop programs for athlete development to build a multi- sport, cultural, and recreational agenda is a priority for the community.
There are many community events that keep members active and involved including family fun days, culture camps, sports days, talent shows, music festivals, Treaty Day, and community dinners.
The Social Development Team offers several services to support community youth including income assistance for basic and special needs, family violence intervention and prevention support, National Child Benefit including the school lunch program, community activity days, day care, shuttle, and employment support as well as enhanced service delivery specifically to assess 18-24-year-old income assistance clients. Community Data
- Involvement in sports & recreation – TBD
- Number of children in care – 38 (2017)
- Lone parent families as percent of total families – 46% (2016)
- Children in lone parent families as percent of total children – 20.2% (2011)
Planning for the Future | Recreation & Youth | 33
Community Recreation & Youth Priorities
Provide additional on-reserve recreation opportunities for youth. Members wish to encourage fair play, respect and healthy choices through recreation opportunities in the community. Suggestions for other sports to offer in the community include badminton, track and field, curling, lacrosse, etc. Sport tournaments and youth groups for camping and fishing were suggested as activities to support youth engagement in recreation.
Provide transportation for sports and recreation opportunities. Youth members have expressed interest in travelling off-reserve to attend sporting events or to pursue sporting opportunities.
Increase participation from parents in youth recreation activities. Members expressed interest in creating opportunities for positive bonding and shared experiences between youth and parents to enhance community wellness.
Continue to offer a wide variety of recreation programming to increase participation by youth and parents. All members regardless of age, interest, and ability should have access to recreation opportunities in the community. Members suggested having gym nights, developing an exercise and recreation room, and offering additional sports programming for youth. Members also expressed interest in arts, music, and traditional dance programs. Such artistic programs provide positive and therapeutic effects such as improvement in community spirit and morale.
Continue to build community member capacity in sports and recreation involvement. This includes promoting volunteerism, providing coach certification, and ensuring that cultural legacy traditions are preserved.
Develop additional recreation facilities. This may include an outdoor skating rink, multi- purpose gym space with fitness equipment, weights, walking track, and sauna/hot tub area.
Continue to assist with sports registration fees for members. This financial support enables members to participate in recreation programming.
Develop partnerships to organize recreation opportunities. The community is interested in working with the Tribal Council and Ahtahkakoop Education to further develop the current Athletics Program. Additionally, a partnership could be established between many communities to develop a AAA Hockey League.
34 | Community Development Plan
INFRASTRUCTURE
Background
The Public Works Team is responsible for the planning, construction, operation and maintenance of community facilities including buildings, grounds maintenance, cleaning and security services. The Business Unit is responsible for schools, dams, pipelines, water, sewer, roadways, signage, and bridges. Community Data
- Number of boil-water advisory days – Average of 10-15 per year (2018)
- Number of trained water technicians – 2 (2018-19)
- Length of roads on-reserve by category (kms) – 356 kms (2018-19)
- List of public buildings, public spaces, parks – 35 public buildings, no parks (2018-19)
- Internet connectivity speed, point of presence – 100 Mb/sec (2017)
- Garbage management – Solid waste is hauled to the Canwood waste site, from the Ahtahkakoop dump behind The General store (2018-19)
- Fire protection services and/or fire protection agreements – Local Fire Department + a Fire Suppression Program for 20 weeks during summer (2018-19)
- Number of trained power technicians – 1 (2018-19)
- Number of power outages – On average, 20 per year (2018-19) Community Infrastructure Priorities
Implement the Community Infrastructure Plan. Transparency and communication with Chief and Council is essential to implement future infrastructure projects. Significant attention is needed towards the aging water system. Members indicated concerns with community
Planning for the Future | 35
water and sewage treatment systems specifying sewer backups, plugged sewer lines, long waits to have septic tanks emptied, low water supply levels in the community, and water quality issues.
Ensure service equipment is upgraded and repaired. Reliable and continuous service of infrastructure services equipment is vital for the community and operator safety.
Strive to work on preventative measures with anticipation of floods, fires, etc. Develop strategies for the prevention and remediation of future natural disasters.
Ensure public works staff receive appropriate training and workmanship evaluation. Community infrastructure and facilities must be maintained to a high standard and the safety of staff and members should be prioritized.
Establish minimum standards for contracted employees. Fair standards of labour and wages must be met, and all employees must be treated equitably.
Ensure community facilities are maintained to a high standard. This prevents deterioration of facilities leading to costly repairs and safety concerns. Members indicated a need for renovations to the existing band office, band store, and rink.
Develop new community facilities. Members indicated a need for a variety of facilities to be developed including a new youth building, community hospital, recreation facility, and cultural centre.
Improve community road conditions through regular and professional maintenance. Members expressed concerns regarding the poor quality of community roads. To address such concerns, maintenance equipment should be utilized properly, and a trained operator should be hired. Regular road maintenance, addressing issues with pot holes and grading after storms and lowering speed limits would improve road quality. Additional maintenance should be completed prior to winter to allow for safe travel in poor weather conditions and to avoid additional repairs needed in the spring. Members feel community roads should ideally be paved to provide safe and accessible transportation routes.
Improve community waste disposal services. Members indicated that garbage truck pick up times are inconsistent, the landfill needs to be better managed, and trash and litter has become a problem. Members also indicated a need for a service to dispose of large trash items such as furniture or appliances.
Pursue opportunities to incorporate alternative energy production in the community. Members expressed interest in moving towards a sustainable future by investing in alternative energy solutions to power both community infrastructure and facilities, as well as community homes.
36 | Community Development Plan
COMMUNITY ACTION
Updating this Plan
The purpose of this project is to provide direction to leadership, staff and community organizations on the goals of Ahtahkakoop membership. Updating the CDP periodically ensures that it remains relevant as projects and priorities evolve.
This CDP should be updated annually by the Community Navigator, working in collaboration with the Community Implementation Team, staff, and leadership. The annual update may become an annual report, an updated website, short summary document, or may simply be minor changes to the plan and coordinating tools, such as the Implementation Table. During the development of this CDP there was no defined annual report process, rather an openness to try a variety of processes and outcomes to see what works best for the community.
To keep the Implementation Table (described below) and the CDP current, the following actions are recommended:
Update on a bi-annual basis specifically paying attention to:
o Identifying new funding sources and grant opportunities to leverage funding from multiple sources for high priority projects
o Updating projects as they evolve include their priority, costs, and responsibility
o Adding new projects as they emerge
o Including new feedback gathered from community meetings
Add new community reports to the master copy of this CDP, which ensures that a ‘library’ of documents is maintained and available for leadership and various departments to review.
Every 5 years it may be useful to complete a more comprehensive update of the CDP through broad community engagement to ensure goals and priorities are relevant. Implementation Table
There are many identified actions and projects the community would like to undertake over the next 5-10 years. This information is illustrated in the Implementation Table which summarizes community priority areas, describes their relative importance, and identifies what resources are required. The Implementation Table should be referred to and updated often as projects are completed and priorities change.
Community Action | 37
The Implementation Table, along with community information within this document, should be used when applying for grants and/or project funding opportunities. This ensures leadership, various departments, and community organizations are working towards the same goals. One of the first tasks the Community Implementation Team is to prioritize the community actions included in the Implementation Table.
38 | Community Development Plan
Priority Level: Potential Funding Responsibility/ Theme Priority Short/ Sources Department Medium/Long Term Update housing policy to reflect current housing challenges and demands. Update Housing Operation and Maintenance Database. Ensure members have access to appropriate housing. Complete home renovations based on level of need. Educate home tenants on their responsibilities in proper home Housing maintenance through workshops. Facilitate governance training for the Housing Board. Purchase equipment for new construction projects. Conduct mold remediation in homes where needed. Introduce renewable energy sources in homes. Establish a Home Ownership Program. Monitor the Home Ownership Program. Ensure the land and environment is protected and preserved for the use of future generations. Ensure traditional lands and cultural sites are protected from development. Land & Increase land holdings to pursue land development Resources opportunities. Invest in developing land holdings to pursue economic development opportunities. Educate and inform members about land use in the community.
Implementation Table | 39
Priority Level: Potential Funding Responsibility/ Theme Priority Short/ Sources Department Medium/Long Term Enhance financial contributions to education (services, reporting systems and employees). Develop a strategy to communicate effectively and efficiently with all students and parents.
Promote formal education, lifelong learning, and employment development to assist members in meeting their maximum potential. Hire additional teacher aides for Kindergarten to Grade 6. Identify new funding sources for existing and new education initiatives. Expand education related services and programs offered in the community. Increase student retention and attendance. Create partnerships to develop anti-drug and alcohol Education strategies and to promote community wellness with a student- centred focus. Continue to provide a nutritional program for all students. Ensure Treaty teachings are delivered in all classrooms from Kindergarten to Grade 12. Renovate and/or replace old school building. Create an education database. Pursue opportunities to provide additional post-secondary funding to members.
Develop a rating system for post-secondary funding applications. Update the Student Manual. Provide child care services for students with dependents. Provide career counselling to members. Provide transportation services for students. 40 | Community Development Plan
Priority Level: Potential Funding Responsibility/ Theme Priority Short/ Sources Department Medium/Long Term Improve communication between leadership and membership. Develop a Treaty 6 position paper. Establish bylaws and develop policies that govern community Governance operations. Develop policies to enhance community wellbeing. Create a data management system. Provide health services that integrate cultural aspects of medicine. Improve level of awareness in the community regarding HIV & diabetes. Develop programs to support members in living healthy, active lifestyles. Provide medical transportation services to members. Improve emergency response services (i.e. fire, ambulance and police). Develop an emergency response plan for the community. Negotiate funding agreements to support a more community Health based health care delivery system while integrating traditional healing. Complete the Nutrition and Water Quality Safety project. Work with the Parkland Health Region. Provide grief and trauma workshops for community members. Hire a full-time nutritionist and dietician. Expand primary health care services in the community. Obtain a localized ambulance service and pharmacy. Create a long-term care home for elderly and disabled community members. Ensure efficient, effective and transparent administration of health programs.
Implementation Table | 41
Priority Level: Potential Funding Responsibility/ Theme Priority Short/ Sources Department Medium/Long Term Increase RCMP presence in the community. Recruit and hire a Fine Option worker and Community Services worker. Justice Consult community members in developing a mutual understanding of safety and security issues in the community. Community shared an interest in being a dry-reserve. Create a structured due diligence process and evaluate business opportunities regularly. Reduce the number of members on social assistance. Focus on business development and value-added activities that create wealth, employment opportunities and enhanced Economy community viability. Consider both on and off-reserve land development opportunities in pursuing economic ventures. Provide support for entrepreneurs in the community who wish to start businesses. Integrate a transportation system for community. Provide opportunities for youth to interact with Elders and learn cultural traditions. Ensure parents are involved in youth culture activities. Provide opportunities for members to learn and communicate in Cree. Provide opportunities for members to participate in Powwow Culture dance and other traditional activities. Ensure Elders are treated with respect and can be active members of the community. Provide additional cultural events including Powwows, sweats, and sun dances. Develop a cultural centre to give members a place to gather and bond together.
42 | Community Development Plan
Priority Level: Potential Funding Responsibility/ Theme Priority Short/ Sources Department Medium/Long Term Provide additional on-reserve recreation opportunities for youth. Provide transportation for sports and recreation opportunities. Increase participation from parents in youth recreation activities. Recreation & Continue to offer a wide variety of recreation programming to Youth increase participation by youth and parents. Continue to build community member capacity in sports and recreation involvement. Develop additional recreation facilities. Continue to assist with sports registration fees for members. Develop partnerships to organize recreation opportunities. Implement the recently completed Community Infrastructure Plan. Ensure service equipment is upgraded and repaired. Strive to work on preventative measures with anticipation of floods, fires, etc. Ensure public works staff receive appropriate training and workmanship evaluation. Establish minimum standards for contracted employees. Infrastructure Ensure community facilities are maintained to a high standard. Develop new community facilities. Improve community road conditions through regular and professional maintenance. Improve community waste disposal services. Complete Fire Hall construction and secure additional funds to sustain the new Fire Hall and crew. Pursue opportunities to incorporate alternative energy production in the community.
Implementation Table | 43