MKO 24th LEGISLATIVE GOVERNMENT HOUSE
Annual General Assembly Opaskwayak Cree Nation
June 14-16, 2005

Grand Chief's Annual Report 2004/2005

Introduction

Greetings to all our respected Elders, Chiefs and Councillors and to the First Nation citizens of the Manitoba Keewatinook Ininew Okimowin region. I am pleased to submit my 2004/2005Annual Report (fiscal year ending April 2005) to our Annual Assembly based on the political activities from the MKO political office. I am pleased to announce the 2004/2005 year was characterized by many milestones and events which evidenced significant progress for MKO First Nations. This past year the various and successful activities has centered around a broader approach on comprehensive planning in the MKO region to ensure direct collaboration between First Nations entities. My report is based on these successful milestones.

The different activities undertaken at MKO have many themes and are reflected in this year’s report, namely:

• Advocacy and Consultation
• Collaborative Projects
• Community and Economic Development
• Programs for Health and Wellness
• Political and Organizational Development
• Restoration of Jurisdiction

As part of the mandate of MKO to advocate and to consult with MKO First Nations, my office continues to offer strong support to the leadership on issues important to the MKO First Nations. As Grand Chief, I have met with various Cabinet Ministers with both the federal and provincial governments and as well as their senior officials. During these meetings, I am often accompanied by First Nations leaders who put forward their issues and positions directly to the Ministers.

MKO also makes every effort to have input on all major national and regional initiatives to advocate on behalf of MKO First Nations and its citizens. In recent years, the governments have taken renewed approaches with First Nations based on the partnerships and collaboration. MKO continues to partner and collaborate with governments based on the historic treaties understandings and on a government-to-government relationship.

MKO is involved in numerous collaborative projects which involve other “aboriginal”groups, the provincial and federal governments, crown corporations, private corporations and other organizations. On many occasions, various representatives from these groups meet and are brought together by common issues. In many cases, MKO has been instrumental in accomplishing successful arrangements and better understandings between the various stakeholders, where Memoranda of Understanding (MOUs) or other agreements have been signed. I am encouraged by our First Nations and organizations who are becoming more and more involved in partnership arrangements to attain a positive social and economic change and to strive for mutually-acceptable solutions.

As a former leader of my community and as Grand Chief of MKO, I have witnessed various levels and forms of new development in social and economic programs in our communities including the expansion of existing programs and services and the emergence of new businesses by First Nations or private First Nation individuals. With this progress on community and economic development and the anticipated future accomplishments, it takes us closer toward self-determination, self-sufficiency and independence as First Nations.

The various community programs on health and wellness administered by MKO this year have also been an important part of our efforts to restore self-sufficiency and taking control of our own affairs. I am continuously inspired by the dedication of our professionals in this field, who work tirelessly and sometimes under trying conditions, to ensure quality of service based on culturally appropriate standards. Poverty, isolation, unemployment, disease, poor community infrastructure and other social problems continue to plague our communities. The amount of work that will be required is overwhelming and at times the progress will seem slow but with the over-all dedication that exists out there, I believe, we will achieve many milestones.

The MKO political and organizational development is a theme that refers to the changes that has been taking place within MKO over the past two years. As we work towards realizing our goal of a Government Legislative House and a new MKO constitution, certain activities are taking place that will streamline the organization and ensure it remains responsive to the various community and political needs. MKO is proceeding on a the development of a comprehensive strategy on Self- government. This strategy will be tabled for your consideration during our Assembly. Our first major undertaking as part of this strategy has been to restructure the organization to separate the functions and responsibilities of the political and administrative offices. This work continues by a working group comprising of representatives from First Nations and Tribal Councils that is mandated to ensure fruition.

Our activities at MKO are guided by the principles and our vision of self-determination, hence, working towards the restoration of jurisdiction. I am committed to work towards the objectives of the Manitoba Framework Agreement Initiative (FAI) which commenced in December 1994. Although, this initiative expired December 7, 2004, I am confident the extension of the FAI agreement will continue. With the goal of restoring jurisdiction, I support fully the final sectorial agreements in the areas of Education and Child Family matters.

ANNUAL REPORT

GOVERNMENT TO GOVERNMENT RELATIONSHIP

Over the past year, I have focused on establishing and strengthening government to government relationships between MKO and the Federal and Provincial Governments. I am pleased that we have been successful in creating and enhancing collaborative and trust-based working relationships with many Federal and Provincial Cabinet Ministers and senior officials. As your Grand Chief, I work to ensure that the MKO First Nations are able to capture every opportunity for direct access to Cabinet Ministers and senior decision-makers, whether in Ottawa or other locations where Ministers and their officials attend functions. I will continue to ensure that the critical issues affecting our citizens are presented directly to government officials and decision-makers for action.

The MKO First Nations face many serious social issues and challenges on a daily basis. We need to act as individual First Nations and to act collectively as a regional organization to meet these challenges and to promote and advocate for the overall development and well-being of our people. We are optimistic that the Federal Government is ready to make significant positive changes, particularly in light of the historic signing of the First Nations-Federal Crown Political Accord on the Recognition and Implementation of First Nations Governments.

I have maintained close communications with our National Chief to ensure that our issues and voices are heard and considered during deliberations at national tables. Even though the MKO First Nations share common issues and common ways of addressing these concerns with many other First Nations in Canada, MKO has worked to highlight the manner in which our issues are intensified as a result of the isolation, high costs of living and limited infrastructure experienced by most MKO First Nations.

I am encouraged that the National Chief has recently agreed with MKO’s request to work in closer collaboration with MKO First Nations on our issues and initiatives. It has always been MKO’s position that the MKO First Nations have much to offer when it comes to defining and formalizing new relationships with the federal, provincial and local governments and I look forward to participating directly in the national tables. I intend to clearly express the voice of our northern First Nations in these national discussions and will report to you on the progress of MKO’s contributions to realizing the national vision of Canada’s First Nations.

MKO also emphasizes that the MKO First Nations are often not consulted in accord with the expectations of our First Nations and in accord with the fiduciary and constitutional obligations of provincial and federal governments. As part of MKO’s initiatives to ensure such consultative processes are carried out, MKO insists that the information shared during these consultations is expressed in terms and language relevant and meaningful to the citizens of the MKO First Nations.

As First Nations Leaders, we must act collectively to ensure that we move in a direction that results in positive change, greater control and recognition of our jurisdiction over the decisions that affect the lives of our citizens. We must put forward our best strategic thinking and identify the initiatives that will achieve our vision of well-being and independence for our First Nations. We must seize the present opportunities to embark on a new relationship with the Federal Crown based on our inherent and treaty right to self government.

HOUSING

A major program that is of utmost importance to our First Nations and citizens is housing. The homeless situation of our First Nations continues to grow and MKO continues to work to ensure availability of adequate housing for our citizens. One of the missions of the MKO Housing secretariat is to seek and seize opportunities relating to housing and capital projects for MKO First Nations. In addition, MKO Housing secretariat is developing the MKO Housing Strategy which proposes a distinct MKO Housing Development Corporation to ensure availability and strong advocacy in housing. MKO also has a Mould Strategy and a Vermiculite Remediation Strategy which is mandated by the MKO leadership.

In particular to the MKO Housing Strategy, MKO has completed a strategy consistent to the MKO Chief’s mandate and direction to establish a Housing Development Corporation (HDC) with the objective of developing, leasing or selling approximately 1500 units to our citizenship within a five year period. The MKO Housing Strategy is being developed on three pillars;

∙ An economic development component with an objective of “internalizing the economy” from housing activities;
∙ A consultative review of First Nation housing practices and activities; to collectively stabilize over expenditures on Housing and Operations and Maintenance and property management;
∙ The development of responsibilities of the MKO/HDC including facilitation, brokering, negotiations, technical advisory, analysis, innovative developments and project management.

The MKO Housing Strategy is based on a five year window which involves the activity on Housing Development Corporation to occur on three phases:

∙ Phase I includes office set-up, community consultation, property management development, development of a governance structure, and an operational plan;
∙ Phases II and III includes additional community consultation, bulk purchasing, warehousing, transport and delivery, construction management, innovative use of existing federal housing funds, and negotiating additional funds for housing.
The Mould Strategy involves INAC, CMHC, FNIHB, Health Canada and other First Nations organizations who have jointly agreed to a short-term strategy to work on remediation, the development of a medium-term strategy, education and awareness and finally a long-term strategy that includes exploring innovative building methods and materials. The MKO Housing secretariat has produced a five year short term mould remediation document entitled, “The Short Term, A Manitoba First Nations Mould Remediation Strategy”.
The Vermiculite Insulation Remediation Strategy identifies the affected houses and training First Nation members on asbestos contaminants removal and disposal, seeking funding for the removal and safe storage of the insulation, and providing labour and materials to replace the insulation. INAC ‘s internal review has identified 234 houses in Manitoba where Zonolite Attic Insulation (vermiculite insulation) was used in the construction of homes on reserve. In preparation of the remediation strategy, we have informed all MKO First Nations of the presence of this type of insulation in their communities.

The recent Federal budget announcement of $295 million in new funding for First Nation housing is expected to be allocated within the next two years. This new funding includes the construction of an additional 4400 houses nationally and 1100 additional RRAP projects and with the CMHC program guidelines unchanged.

The scope of the new funding is meant to stabilize the housing shortage on First Nations and is not meant to be a long-term solution. The new INAC funds will be proposal driven. The new housing is targeted for individual home ownership or non-social rental housing (-$25K for new homes; -up to $18k for renovations; and, up to $25k for lot servicing). The conditions that will apply to these new units include the need for homeowners to secure remaining funding including meeting loan criteria and requirements, mandatory occupancy charges and adherence to the National Building Code and RRAP standards for renovations.

Roads, Aviation and Infrastructure

There are sixteen isolated MKO First Nations communities who are accessible only by air and winter road. Recently, MKO voiced concerns regarding the closure of Skyward Aviation and the reliance on the airline industry for passenger transportation and emergency evacuation services in our communities.

Last winter (2004/05), the extreme and adverse environmental and weather conditions created difficulty in completing winter roads especially over lakes due to snowfall. However, despite these difficulties the winter roads were completed and freight was delivered to the communities. In addressing the roads, and aviation, the MKO strategy is to take a proactive approach by meeting with the province to discuss improved road maintenance and a strategy to build overland winter roads including all weather roads. MKO will propose to the province to develop a working group to address these issues

MKO is proactive in addressing infrastructure projects in the MKO communities. MKO strongly advocates to improve the quality of life on the reserve. Our communities continue to be involved in infrastructure projects such as road construction, water treatment plants, water and sewer, retro-fittings, lagoon construction and the building of schools.

MKO/ABORIGINAL HUMAN RESOURCES DEVELOPMENT AGREEMENT

MKO has signed the new northern Aboriginal Human Resources Development Agreement (AHRDA) with Human Resources and Skills Development, Canada. The new AHRDA is effective April 1, 2005 and will expire March 31, 2009 (4-year agreement). The funding amounts are as follows:

$12, 584,540 – Consolidated Revenue Funds (CRF)
$ 3, 562,341 – Employment Insurance Funds (EI)
$16, 146,881 per year for 4 years, or
$64,587,524 over the next 4 years

The MKO Executive Committee will act as the Board of Directors with control over the structure/administration and accountability/transparency of the MKO/AHRDA. The MKO secretariat will form the MKO/AHRDS office to manage and administer the overall agreement. MKO acknowledges the importance of having experienced, professionally trained staff for managing the AHRDA. Therefore, the hiring process will be done based on pre-determined criteria looking at education levels, management skills and other related work experience on AHRDS.
MKO will adhere to the national allocation formula for distributing funding to MKO First Nations communities to ensure fair and equitable distribution. The program monitoring and reporting processes will be strictly applied. Moreover, evaluation will be on going identifying deficiencies and early intervention on problem areas. To address the accountability measures, each MKO First Nations must have capacity and human resources to manage a multi-million dollar a year contribution agreement. NOTE: MKO First Nations are encouraged to initiate “effective partnerships” with existing education and training institutions, private industries and provincial and federal governments to promote training and job opportunities in relation to the MKO/AHRDA program.

Certain documents, ie. Band Council Resolutions, were requested to be submitted no later than April 22, 2005 to initiate sub-agreements and for initial cash flow. Additional information were required identifying the funding allocations from the former Master Agreement Holder-AMC to ensure there were no negative impacts to First Nations training needs. For consistency purposes the factors used to distribute the funds will remain the same, ie. Per capita, remoteness and isolation. Signing of sub-agreements between MKO and the First Nations establishes the legal framework for flowing funding and responsibilities under the MKO/AHRDA to the communities. Sub-agreement holders are as follows:

1. Cross Lake First Nation
2. Grand Rapids First Nation
3. Garden Hill First Nation Employment & Training
4. Red Sucker Lake First Nation
5. St. Theresa Point First Nation
6. Wasagamack First Nation
7. Keewatin Tribal Council
8. Marcel Colomb First Nation
9. Mathias Colomb Cree Nation
10. Marilyn Braveheart Day Care Centre
11. Mosakahiken Cree Nation
12. Norway House Cree Nation
13. Opaskwayak Cree Nation
14. Sapotaweyak Cree Nation
15. Shamattawa First Nation
16. Wuskwi Sipihk First Nation
17. MKO Youth Council

Income Security Reform Project: Building Sustainable Workforces

The mission of MKO’s Income Security Reform Project: Building Sustainable Workforces is to encourage the First Nations people to move from welfare dependency to a sustainable workforce through employment and training, and community economic development.

One of the initiatives is the Program Manager for Building Sustainable Workforces which has been actively involved in is the Wuskwatim- Keeyask Training Consortium/Northern Hydro Training Initiative. The following communities received funding under the Northern Hydro Training Initiative for the 2004/05 fiscal year

First Nation
Organization Training/ Project Total Funds for Project
Bunibonibee Cree Nation Heavy Equipment Operator, OTJ $92,397.04
Northern Aboriginal Iskwewak Training for Aboriginal Women in Non- Traditional Jobs $156,186.08
Northlands Denesuline F. N. Carpentry, OTJ $24,200.00
Norway House Cree Nation Life Skills Training $52,932.30
Norway House Cree Nation Life Skills Coaches Training $26,152.36
Garden Hill F. N. Heavy Equipment Operator, OTJ $75,606.00
Opaskwayak Cree Nation Academic & Life Skills Preparation $64,380.80
Red Sucker Lake F.N. Heavy Equipment Repair & Maintenance, OTJ
$78,155.02
TOTAL $570,009.60

The Wuskwatim- Keeyask Training Consortium/ Northern Hydro Training Initiative is a continuing program and the 2005/06 Annual Training Plans were submitted and approved by the WKTC. The funding for 2005/06 has not been received by MKO as of yet, as the WKTC is awaiting environmental licensing from the Federal Government which should be very shortly.
As of March 31, 2005, Building Sustainable Workforces did not receive additional funding from the major funding agency, Indian and Northern Affairs Canada and as a result the staff who are employed in that program were given one month’s notice on April 18, 2005.

The Aboriginal Human Resources Development Strategy has been a long process initiated by MKO in the 2003/04 fiscal year. The MKO/AHRDA was signed April 1, 2005 giving MKO the authority to administer AHRDA funds to MKO member First Nations. Sub-Agreements have been sent to each of the First Nations with the exception of Chemawawin First Nation, and Nisichawaysihk Cree Nation, who chose to remain with the Assembly of Manitoba Chiefs.

HEALTH

Health Blueprint

On September 13, 2004, a special meeting with the Prime Minister, First Ministers and Aboriginal Leaders was held in Ottawa to discuss joint actions to improve Aboriginal Health and by adopting measures to address the disparity in the health status on the Aboriginal population. Two major initiatives were announced at this meeting:

1. Aboriginal Health Blueprint
2. Canada’s Announcement of $700 million for Aboriginal Health

The Blueprint is intended to improve the health status and services for all Aboriginal peoples through concrete initiatives on improved delivery of and access to health services. It is intended to meet the needs of First Nations (in our case), through better integration and adaptation of health systems and to ensure First Nations benefit fully from improvements to Canadian health systems including prevention, health promotion and other upstream investments for First Nations.

At the MKO Chiefs Special Assembly in January, 2005, two concepts were developed in response to the Blueprint. A resolution was passed in support for development of two initiatives and to pursue funding. The two initiatives are:

1. MKO Integrated Services Initiative (MISI): Through legislative amendments, significant policy changes, and new fiscal arrangements, governments involved in the delivery of health and social services are to undertake a major restructuring of the health and social service systems. For this reason, MKO will build its First Nations capacity; build MKO First Nations Health Infrastructure to ensure MKO First Nations citizens have access to community based, integrated and appropriate Primary Health Care and Social Services.
MISI will begin the transition from the current segregated systems to an integrated system through Strategic Directions. Strategic Directions are the proposed undertakings of MISI that will address issues, fill gaps, and meet the specific needs of MKO First Nations and their representative organizations. They will be met through synchronization between the Guiding Principles, that guide the MISI process, and the System Principles of the new integrated system

2. MKO Health Care Commercialization Development Strategy: This undertaking premises on the innovative and cooperative arrangements between MKO First Nations to attain human and financial resources for its health service that will be sustained through development of First Nation commercial

activities. The strategy will involve but not limited to the development of a MKO Health Care organization to function as a service provider and the establishment of health service priorities to improve cost, efficiency and to address unique requirements.
Canada’s Announcement of $700 million

The Prime Minister also announced and committed $ 700 million for Aboriginal Health over five years. The breakdown is as follows:

∙ $ 200 million for an Aboriginal Health Transition Fund to enable governments and communities to devise new ways to integrate and adapt existing health services to better meet the needs of Aboriginal people;

∙ $ 100 million for an Aboriginal Health Human Resources Initiative to increase Aboriginal people choosing health care professions, adapt current health professional curricula to provide a more culturally sensitive focus, and to improve the retention of health workers serving Aboriginal people;

∙ $ 400 million for Health Promotion and Disease Prevention programs focusing on diabetes, suicide prevention, maternal and child health, and early childhood development.

MKO is poised to ensure that the needs of MKO First Nations are well represented through the distribution formula discussions and to ensure fair and flexible funding are allocated and utilized in our communities. MKO will also work toward regional strategies that will assist communities in partnering with other health services that promotes culturally appropriate health programming.

Midwifery Education Program

On December 13, 2004, the provincial government announced the Midwifery Education Program in Manitoba. Health Minister Tim Sale and Advanced Education and Training Minister Diane McGifford committed $1.6 million for the training program. Minster Sale also assured MKO that the program will significantly involve the northern First Nation people.

The Midwifery Education Program is a health initiative that will have benefits for MKO First Nations and those First Nations people who want to enrol in the education program and make midwifery a career choice. Midwifery in the north will entail training and integrated traditional midwifery practices. It will recognize traditional teachers for their knowledge and skills. There is potential to have trained midwives in each community to accommodate those women who would prefer to have pre-natal care and child birth experience in their homes.

Through collaborative partnerships with the provincial government, post-secondary institutions and other organizations, MKO can achieve this unique health services for the MKO First Nations. Midwifery will be recognized and if not practiced will be restored in collaboration with other health programs.

MKO is currently working closely with the province of Manitoba to ensure MKO’s involvement in the implementation of the Midwifery Education Program. This initiative will be incorporated in the MKO First Nation health services and programs. The work is on going and MKO will report on the significant progress to each individual MKO community.

Tuberculosis (TB)

There is an outbreak of tuberculosis in MKO First Nations and likely to last for many years. A Northern TB Working Group has been formed consisting of First Nations organizations, FNIHB, INAC, TB Control, Manitoba Health including the Burntwood Regional Health Authority (BRHA). BRHA will chair and provide administrative support to the TB Working Group. The mandate of the working group is:

1. to openly communicate with key stakeholders on the issues of TB in northern Manitoba;

2. to develop effective partnerships, approaches and processes to assist with accurately assessing, analyzing, planning and evaluating interventions in relation to the prevention and treatment of TB.

Northern Aboriginal Population Health and Wellness Institute ( NAPHWI )

MKO has been involved with this initiative from the onset and has secured seven (7) seats on the Board of Directors of the NAPHWI. A separate report from the NAPHWI Executive Director will be made and is not included in this Annual Report.

Aboriginal Education for Health & Human Services (AEHHS)

The AEHHS was established in 1991 as a result of a 1989 directive from Medical Services Branch to deliver accredited training for First Nations Health and Human Service workers in Manitoba. This training is accredited by Assiniboine Community College and delivered in 12/ ten-day modules over a two year period at various locations in Manitoba. The training program includes a holistic approach in healing with emphasis also on personal growth and positive well-being of the worker. Since 1991, a total of 91 workers have graduated.

On March 2001, AEHHS was directed by the Regional Director of FNIHB to meet and collaborate with Manitoba Community Wellness Working Group training program in order to maximize resources and avoid duplication. This resulted in three reports being submitted by independent consultants, Cynthia Bird. The first report found both training programs as valuable to First Nations and the second report concentrated on a joint training strategies. The third report was to begin addressing the implementation phase of the joint training strategy, however, because it did not address the recommendations of the previous reports it was rejected by AEHHS Board on April 13, 2004. Soon after the AEHHS received a notice from FNIHB that funding will be issued for three months.

In May 2004, a briefing note was submitted to MKIO Executive Council requesting for support to meet with FNIHB Regional Director to discuss continued funding. The request was approved and a meeting was scheduled for June 3, where the FNIHB Regional Director presented MKIO Grand Chief and AEHHS a letter which stated that funding was approved with attached conditions: that tuition be provided from existing budget, and that training begin immediately and the joint training strategy to be continued. Training started at Assiniboine Community College on July 19, 2004 with 10 applicants. The applicants will be graduating on June 4, 2005 at Brandon, Manitoba.

In December 2004, AEHHS requested a meeting with FNIHB Regional Director to discuss a deficit it incurred as a result of providing tuition from its existing budget. AEHHS requested that FNIHB provide funds to offset its deficit. Again the request was granted and again with condition that AEHHS and MCWWG continue work on the joint training strategy. Meetings have taken place with the three political organizations, AMC, MKIO and SCO where the Grand Chiefs and/or their representatives participated to deal with the directive to AEHHS and MCWWG by FNIHB to continue working on the joint training strategy. Meetings have taken place to specifically to deal with the training strategy, however, MCWWG did not attend these meetings. AMC Health Policy Analyst is presently exploring ways to begin the collaboration of the two groups to begin the implementation phase of the joint training strategy.

Currently, there are applicants waiting to begin the training, however, they are having difficulty obtaining sponsorship for tuition, travel, and living allowances(accommodation and meals). This issue has been an obstacle for First Nations workers, when they want to enrol in upgrading/professional development course to enhance their skills and knowledge base. Therefore a commitment is required from the First Nations communities to ensure availability of funding for the First Nations health and human service workers to take this training.

ECONOMIC DEVELOPMENT

MKO Development Corporation

This project came about in 2002 with the previous MKO Grand Chief Francis Flett and Minister Robert Nault discussing

the depressing socio-economic conditions of the northern First Nations and that something must be done to improve these conditions.

In sharp contrast to the poverty of First Nation people in northern Manitoba, there is an abundance of economic opportunities in the north with over $750 million of economy flowing to northern Manitoba. It requires a strategic plan of action that could be implemented for First Nation people to participate meaningfully in northern economy.

The process to establish this initiative was as followed;
• Phase 1 Planning
• Phase 2 Consultation
• Phase 3 Strategic Development
• Phase 4 Development of Integrated Business Plan

The Integrated Business Plan was completed in July 2004 and the implementation phase began.

Organization activity - The operation of the Entity was located in the MKO Winnipeg Sub-office. The interim Board of Directors was established made up of representatives from Keewatin Tribal Council, Swampy Cree Tribal Council, Island Lake Tribal and one from MKO organization. MKO Development Corporation appointed an interim CEO to assume responsibilities as of June 1, 2005 and to provide the much needed administrative and directional support to the Board of Directors of this Corporation. In addition, a non-voting Chiefs Advisory Council has been appointed to provide advice and consultation and to provide a more effective and direct link to our communities and shareholders.

Funding activity - Considerable activity has been directed toward communication and relationship building with potential public and private sector partners to assist us in securing “start up” financial resources to effectively move us into the implementation and business activity stage. We have received funding from Province of Manitoba, Indian Affairs, Western Economic Development Corporation through Community Futures groups and from Manitoba Hydro. Operational and developmental funding has been one of the most serious challenges we had to face on the development of this initiative.

Business Project Activities: The following are the business activities that have taken place;
• Petroleum Projects and Distribution: We have entered into negotiations with a joint venture partner in the business of petroleum products and distribution. This business will generate millions of dollars worth of sales and should produce a $5 million profit in 5 years of operation. This business deal is anticipated to be closed by June 30, 2005..
• Fire Spirit - The initial mandate of this company is to provide human resource capacity building, and job placement to all public and private sector stakeholders related to the upcoming Hydro development projects. We anticipate revenue of over $15 million with a profit of over $3.5 million in 5 years of operation. We are currently awaiting a formal response from the Province of Manitoba on this project.
• Commercialization of First Nation Health Care Activities - Negotiations have begun on this business activities with Health Canada both at the regional and national level
• Air Transportation - Preliminary developmental review has commence on this project.
• Road Transportation - Preliminary developmental review has commence on this project.
• Manitoba Hydro projects - We have signed a contractual agreement with Manitoba Hydro to work closely with them on First Nation Community business opportunities related to hydro development
• Other opportunities - We are approached almost daily on various business opportunities and we are doing due diligence on these projects to ascertain their viability.

Framework Agreement Initiative (FAI) - Education Negotiating Table

In 2004/2005, the FAI Education focused on negotiations of the Education Agreement-in-Principle, communication and consultation with selected First Nation communities. MKO participation has mainly involved attending internal and external meetings and research into various educational issues identified by the Internal Education Working Group for continued negotiations. In the last quarter, the MKO staff attended the community consultation workshops convened in northern First Nation communities.

MKO Self Government Strategy

The FAI self government process coordinated through the Assembly of Manitoba Chiefs (AMC) was a ten year agreement which expired March 31, 2005. Given the uncertainty regarding the future of the FAI, the Grand Chief directed the development of options that would allow MKO to move forward regardless of the outcome. A concept paper for a MKO Self government strategy was developed and accepted by the Executive Council April 2005.

The MKO self government strategy involves the development of a strategic plan that encompasses three parallel streams: addressing current issues within the MKO region; developing the MKO infrastructure in order to provide cohesion to the various program initiatives and special projects within MKO; and continued support and participation in the AMC/ FAI process while at the same time preparing a MKO self-government agreement proposal. Further development will occur in the coming year.

Education Secretariat

The MKO identified a need for an education secretariat within its structure responsible for policy and program analysis, and to provide the technical work necessary to support governance and institutional development within the MKO region. The MKO initiated the establishment of an Education Secretariat as well as a number of related strategies to address the long-term educational needs of member First Nations and has presented a proposal to the regional office.

The mandate recommended for the Education Secretariat was threefold and included:

∙ Political and technical support to First Nation’s immediate issues such as the problems associated with education facilities ie. soil contamination;
∙ Lobby Efforts to change existing education policies, programs and services; and
∙ Self-governance initiatives for substantive changes based on the underlying foundation of First Nations philosophy. To continue moving forward with educational change through a phased approach and the development of a First Nations education system, a First Nations Education Act, First Nation Education policy, cultural and academic standards, First Nation curriculum, and standards for School Boards, Administrators, Teachers and Instructors.

YOUTH

At the Chiefs Special Assembly in Norway House, a concept paper was presented to the Chiefs, along with a draft resolution, that would result in the establishment of an MKO Youth Council. This project was initiated by northern youth, who expressed concerns about their distinct needs not being addressed. The proposal outlines a structure, roles and responsibilities on which the Youth Council would be developed. Key activities of the Council will be:

∙ To act as the collective voice of the MKO youth in advocating and putting forth their positions on issues that impact them directly at Chiefs assemblies and at other youth forums,
∙ To develop and establish an MKO Youth Suicide Prevention Strategy,
∙ To host gatherings in the north on various issues
∙ To work closely with elders and provide support for elders at assemblies and other gatherings
∙ Compile research data related to youth

∙ Prepare proposals for funding to support the MKO Youth Council and MKO youth activities
Since the Assembly , an Interim Youth Council has been formed and is comprised of four members: Tom North, Pimicikamak Cree Nation; Brandee Albert, Norway House Cree Nation, Albert Cater, Norway House First Nation, and Desmond Colombe. As the Council evolves, the structure and processes will be defined, and representatives of every First Nation will be included on the Council. Eventually, it is envisioned an Executive Council of the MKO Youth Council will be formed to work more directly with both the Grand Chief and Executive Council of MKO.

WOMEN

MKO is currently involved in a process to host a Women’s conference that will contribute towards the development of an MKO Women’s Council. The work of a prospective Women’s Council would be beneficial to the organization as it would ensure an environment of balance and gender equality in decision-making. There are many issues that impact MKO First Nations women, and that could be addressed through the Women’s Council. I look forward to the development of a concrete plan of action on the Women’s Council for the Chiefs in Assembly to review over the coming year.

MKO sent a representative to make a presentation at the Mother of Red Nations Council of Manitoba National Women’s Conference on March 10 and 11, 2005. The presentation focused on issues affecting women, such as Bill C-31, family violence and children’s issues. Another significant highlight for MKO that was related to Women was the Honoring ceremony of midwives on April 7 & 8th in Thompson. Over 100 participants attended the two day conference. The evening program was celebrated with 50 living and deceased midwives being honored.

CHILD AND FAMILY MATTERS

Framework Agreement Initiative - Child and Family Matters Negotiating Table

The ten-year agreement for the Manitoba Framework Agreement Initiative expired on December 7, 2004. There have been two three-month extensions to the agreement and the AMC continues to push for a lengthier extension of between two to four years to negotiate ‘Final or Master’ agreements on Education, Child and Family Matters and Comprehensive Agreement.

The negotiations of the Agreements-in-Principle (AIP) for the Child and Family, the Education and the Comprehensive FAI tables has been progressing steadily over the last year. The Child and Family and Education tables have met the target of the end of June 2004 for conceptual agreement and are near completion. The Comprehensive table continues to discuss various areas of jurisdiction.

MKO continues to assume the lead in the negotiations at the Child and Family table through its FAI Director, Joe Guy Wood; Child and Family Secretariat Director, Karen Anderson; and FAI Education Consultant, Virginia Arthurson. Currently, MKO along with the other parties at the table, Manitoba and Canada, are working to overcome differences in positions taken during the negotiations.

A main difference in the negotiations within the Child and Family AIP is the “best interests of the child” principle which at this time is the paramount consideration when deciding a child’s future and fate. First Nations want to add “within the context of the family, community, customs and traditions” to the principle and the addition to be a main consideration when interpreting the “best interests” principle. First Nations want to ensure that our children know their roots, their way of life, their culture, their family and community.

Over the past months, representatives from the three negotiating tables have been visiting First Nation communities and meeting with First Nation Leadership from the North and South to present and provide information on the FAI Process and the three AIPs. There has been a lot of positive feedback from the information sessions and also requests about how the agreements will affect their communities and their lives.

First Nations, as represented by MKO, SCO and AMC will continue to seek full jurisdiction over Child and Family Matters to ensure we have the ability to develop a First Nation Family Law that is relevant to our way of life and considers children, families and communities.

MKO have asserted that rebuilding of First Nation Governments must reflect and reaffirm our beliefs, customs and traditions and that our Treaties and Aboriginal Rights must remain paramount throughout the process. The restoration of jurisdictions and autonomy is an difficult task. However, we will continue to strive to realize our vision of governing ourselves and to achieve our common goal of First Nation Governance.

MKO Repatriation and Family Reunification

The mandate of this program is to provide repatriation services and assist with reunions to MKO First Nation citizens within the MKO Region.

The Department of Indian Affairs has determined there is no longer a need to continue funding the Repatriation and Family Reunification Program, thus funding for the program has been minimal with only partial funding from the Province. It is imperative to continue lobbying for funding as there are numerous adoptees who are now just becoming aware they have a right to search for their birth parents, siblings and extended family. In addition, more parents are becoming aware they also have a right to search for their loved ones. We will require years of continued support for these essential Family Reunification Services.

The Repatriation Coordinator works with a working group with representatives from the Awasis Agency of Northern Manitoba, Cree Nation Child and Family Caring Agency, NCN Family and Community Wellness Centre, Kinosao Sipi Minisowin Agency, and Island Lake First Nation Family Services. The Working Group provides direction for the program and works jointly with the Coordinator in providing and developing training packages for the Agency Repatriation and Adoption Workers.

Three summer students assisted in gathering research and recording stories of families affected by Adoptions through the ‘60's scoop’. Information gathered will be used in program funding proposals. Also, there were community meetings to provide a forum for families involved in reunions to document their issues and concerns with the process. We will continue the meetings in the remaining agency areas to ensure improvements can be made to assist other families in the reunion process.

There has been an enormous amount of information sharing through participation in Conferences and Gatherings. These contacts provides an opportunity to exchange information and sometime give us leads to where the Adoptees may be. We promote the Repatriation Program and create alliances with other organizations to assist with the continual work of tracing the lost children or assisting those that have been found and require further assistance either for themselves or their birth families.

We continue to receive calls and inquiries from Adult Adoptees searching for their Birth Families, and Birth Families searching for their lost children. This past year alone, we had seventeen reunions in the MKO region. As Adult Adoptees return home, other services and needs are being identified and are urgently required by the Repatriated Adoptees. These services and needs include areas in Education and Training Programs, Justice Issues, Housing, Counseling Services and Health Services.

A resource manual is being developed to ensure Adoptees have access to this information. Recommendations for a Liaison Worker is being followed up on by the development of a proposal to access funding for a position to work specifically with the Repatriation clients living in the city. Agency Repatriation or Adoption Worker Training:
Training for the Agency Repatriation or Adoption Workers has occurred in all the Agencies, however with staff turn over, there is a need for continued training. Also, it has been identified that the Membership and Financial Clerks, should complete the training as they are often the first contact when there is an inquiry or a potential reunion taking place. There is an orientation package being developed for newly elected leadership so they can be aware of the plight of Adoptees and the difficulties Adult Adoptees face either when searching or returning home.

Adoption Act, Legislative Changes and Regulations

MKO will continue to work with Agencies and other organizations to make policy changes to the Adoption Act, and its regulations. Manitoba has open searches available for those whose adoptions were processed and finalized in Manitoba. The current policy for adoptees whose adoptions were finalizes outside Manitoba, the adoptee is advised to contact the Agency who processed the Adoption. Often these other agencies will not release information to the Adoptee without the Adoptive parents’ consent. Therefore, many of our people are hampered in their searches for their families and communities.

NORTHERN HEALING STRATEGY

The Northern Healing Strategy Project will be entering its fourth year of operation as of August 2005. Recently, the Aboriginal Healing Foundation indicated they would be extending the project funding for one more year (August 2005 – July 2006).

By way of resolution the MKO Chiefs in Assembly support the Northern Healing Strategy in their efforts towards implementation of the Comprehensive Regional Healing and Community Development Plan and direct the MKO political office to lobby the federal government for continued funding that will allow the continuation of support for residential school survivors and their descendants through the Northern Healing Strategy Project.

The Grand Chief’s office has actively pursued funding through the Aboriginal Healing Foundation in the past year. Following are a list of activities partaken by the Grand Chiefs office and the Northern Healing Strategy Project staff:

∙ (Dec ’04) Healing and Community Development Plan was submitted to the Aboriginal Healing Foundation at a meeting in Ottawa.
∙ (Mar ‘05) Correspondence was received from the Aboriginal Healing Foundation stating that the Northern Healing Strategy will not receive continued funding.
∙ (Mar ’05) Telephone meeting arranged with Grand Chief Sydney Garrioch and Georges Erasmus. Georges Erasmus noted that he required a letter from Grand Chief Garrioch requesting continued funding for the Northern Healing Strategy.
∙ (Apr ’05) Grand Chief Garrioch sent written request to Georges Erasmus to secure further funding for the Northern Healing Strategy along with a revised budget not as costly as the original.
∙ (Apr ’05) Georges Erasmus replied to Grand Chief’s request negatively, responding that while AHF acknowledges and appreciates the work MKO is doing, it is not possible to meet to discuss continued funding. It also states that AHF will keep MKO informed via written correspondence regarding the availability of extension funding. AHF goes on to state that in the meantime, the current Contribution Agreement can be extended beyond July 31, 2005 if MKO requires additional time to utilize the funds remaining in the agreement.
∙ (May ’05) AHF correspondence notifying NHS that the AHF Board of Directors recently met and reconsidered extending the NHS project for one more year. Project will likely be extended from August 1, 2005 – July 31, 2006.

NHS staff have amended and submitted the fourth year workplan and budget to the AHF. Currently, MKO is awaiting the AHF to negotiate budget amounts, it is likely that NHS will receive the same amount as previous years, $480,000. In the upcoming year, NHS and the Grand Chiefs office will again pursue further funding to keep the Northern Healing Strategy Project in operation.

JUSTICE PROGRAMS

In the area of Justice, there has been a lot of movement within Government to work with First Nations to support initiatives, working groups and processes that will strengthen our communities. A major initiative that is unfolding is the Devolution of Community Correctional Services (Probations). We, at MKO were part of the historic signing of the MOU and Protocol Agreement between MKO, SCO, MMF and Manitoba on May 31, 2005. This initiative will enable us to assist our people who have involvement in the Justice System and to develop culturally appropriate programs and services which will help our people through the system. A focus of this strategy will be to decrease the numbers of our people who are incarcerated and decrease the recidivism rate.

The First Nations Justice Strategy (FNJS) continues as a ‘pilot’ since 1992. There has been significant progress over the past year including: the reorganization of MKO Justice Programs to integrate all justice services within one umbrella; hosted a training conference for Aboriginal Justice Workers; expansion of FNJS funding; and the development of models to address the immediate needs of communities to take control of issues that affect the safety of their citizens. MKO has negotiated funding from Justice Canada to equip our First Nation Justice Workers with computers to allow for increased access to outside agencies. This will ensure our people are ‘given a voice’ in arrest and detention (bail) orders and increase appropriate services to our Youth.

Within the Policing Program, our First Nations are only now being recognized for their policing services in their communities and have been ‘role models’ for other First Nations to begin their own policing service. Opaskwayak Cree Nation signed the community tripartite agreement and is currently going through the RCMP-First Nations Community Police Service process. At this signing, OCN Band Constables were sworn in as RCMP Officers. Nisichawaysihk Cree Nation received financial support for the negotiations and development of a RCMP-First Nations Community Police Service agreement and on March 15th of this year, Island Lake Tribal Council submitted a Statement of Intent for its own ILTC Police Force. We will continue to support these processes.

Other on-going activities within the Justice Programs is the support the intent of a stand alone agency of the Aboriginal Court Worker Program and possible devolution. MKO co-hosted a Youth and Elder Justice Conference in partnership with SCO and MMF in February 2005. MKO is committed to realizing the recommendations of the Youth and Elders Conference. MKO is a Co-Chair along with MMF-Thompson Region and the City of Thompson for the Youth Justice Working Group which is developing a paper to address Youth in the Justice System, the impact of Southern Correctional Facilities for our Northern Youth and issues related to Youth being detained in Northern police detachment facilities that are designed for Adults.

In regards to the Portage Correctional Facility for Women, MKO presented a position paper to the Provincially Appointed Independent Committee for the Consultation on a New Women’s Correctional Facility. As well, MKO jointly wrote a paper entitled “The Challenge for Change: Realizing the Legacy of the Aboriginal Justice Inquiry” with Canadian Center for Policy Alternatives and Southern Chiefs’ Organization. The content challenges the government to rethink and recommit themselves to Aboriginal women in conflict with the law, as well as, to develop two healing lodges in place of the Portage Women’s Jail, one in the north and one in the south. We want our First Nation mothers, sisters and daughters to be near their families and children to offer support and to help them cope with their situations.

As we move towards community ownership and self government we must collect Justice Statistics that are specific to each community, monitored by a First Nation Government and easily accessible to the member communities. Chiefs in Assembly supported the development and implementation of a MKO Justice Database, which is assisting in regaining ownership of Justice.

In November 2004, MKO and SCO met to discuss partnering on the gang research. Funding has been provided and the research is exploring the impact of gangs in First Nation communities with the intent to provide a socio-economic and geo-political snapshot of gangs in Manitoba. The research will be completed by July 2005 and ultimately, will assist in deterring our people from becoming involved with gangs and look at the impacts gang activity have in our First Nations. The streamlined department will be much more efficient and shared resources will offer better services and programs for our communities.

BROADBAND

High-speed Internet

This year has the potential to be a historic year for high-speed (broadband) internet access in northern Manitoba, led predominately by First Nation participation (KTC, MKO and NACC). Broadband Communications North (BCN) has served as community champion for First Nation and northern communities that do not have high-speed internet available throughout the community.

BCN has been successful in qualifying for Industry Canada’s, Broadband for Rural and Northern Development (BRAND) funding. This is the Federal government’s commitment to ensuring high-speed (broadband) internet access for all Canadian communities by the year 2005. BRAND funding requires that the participating communities named in BCN’s proposal come up with the other half of the infrastructure cost. To date BCN has secured $ 2.7 million, in-principle from BRAND.

More recently, on June 3, 2005 BCN was informed that it had been successful in accessing the Manitoba Rural Infrastructure Fund (MRIF), in the area of high-speed internet infrastructure. This award is in the amount of $ 2.8 million.

Finally, as a result of a partnership involving INAC, FNIHB and the Keewatin Economic Development Strategy, ten northern Manitoba communities are scheduled to have receive high-speed (broadband) equipment installed over the summer months of 2005. This investment of $ 1.2 million into the ten communities strengthens our high-speed internet endeavors.

These are huge accomplishments and BCN is currently seeking representation from the communities to participate in the beginning of this northern high-speed internet era. However there are positive developments underway that must progress in order to build momentum toward the implementation of the overall internet infrastructure plan.

It is vital that we get direction from community leadership so that development of the infrastructure can proceed with everyone in agreement as to the shape of which high-speed internet develops in northern Manitoba. Moreover, the communities involved in the BCN high-speed internet strategy are fully aware that ownership of the infrastructure and equipment is the property of the community that purchased it outright, through related community endeavors or partnerships.

This needs to be established as a result of BCN technicians who have discovered emerging concerns shared from their counterparts in southern communities. The issue of ownership and control of the infrastructure as well as access rights to the internet is the focal point of these discussions.

Indeed we must be proactive in recommending measures as to avoid the problems being expressed. It is imperative that all stakeholders or their representatives within BCN remain open to a community’s high-speed internet designs based on recommendations, community input and technology available by vendor.

It is recommended that the communities identified in BCN’s plan continue to develop their high-speed internet infrastructure in partnership with BCN in order to affect economy of scale advantages and continual development in the information technology field. Consequently, having the availability of experienced technical support available through BCN networks can improve upon similar situations such as our relationship with First Nations in Ontario (K-Net).

However, it should be understood by all parties that the First Nation’s and communities reserve the right to govern its affairs as it sees fit and therefore the final authority is within the respective participating community.

MKO Website

The political office is now enabled to make changes to the MKONORTH website with current staff, thereby keeping the most updated relevant information available to its visitors. As well as creating links to MKO member First Nation websites, where available. MKO is also recommending that where convenient and available, that correspondence via email be adopted by the First Nations as more government and business organizations move toward this acceptable use of technology.

The political office has also embarked on a file documentation management system using technology within its upgradeable copier equipment. As this documentation system develops, relevant MKO files will become available to member First Nations more efficiently through the Grand Chiefs Office. However to be fair to the project, a reasonable amount deal of time is required before the MKO First Nations realize any notice in efficiency. This is due to the amount of time needed to convert paper copy into digital copy and the file management structure that needs to be adopted by the Grand Chiefs Office administrative personnel.

NATURAL RESOURCES

The Natural Resources Secretariat (NRS) continued to support the MKO Political Office in many areas of interest and importance to MKO and the MKO First Nations. These are summarized below.

The First Nations Fiscal and Statistical Management Act - NRS is often called upon to monitor developments in legislation, regulations and policy at the federal and provincial levels. This year, the NRS Research Director presented the MKO submission on Bill C-20, the First Nations Fiscal and Statistical Management Act to the Standing Senate Committee on Aboriginal Peoples. MKO suggested that the Committee recommend several specific amendments to the Bill, and that Government renew its commitment to a joint First Nation-Crown initiative intended to develop new fiscal relationships. The Standing Senate Committee on Aboriginal Peoples reported the Bill without amendment and the First Nations Fiscal and Statistical Management Act received Royal Assent on March 23, 2005. MKO continues to oppose national legislation that unilaterally infringes the right of self-determination through the creation of additional government oversight. MKO will also promote the right of each of the MKO First Nations to enter into government-to-government agreements on fiscal relations and related matters.

Implementing the Treaty Land Entitlement Framework Agreement - NRS continues to monitor the implementation of the Manitoba Treaty Land Entitlement Framework Agreement. Pursuant to MKO Resolutions and at the direct requests of MKO First Nations, NRS provides technical support to the MKO First Nations and to the Treaty Land Entitlement Limited Partnership regarding the implementation of the Treaty Land Entitlement Framework Agreement.

Canada - Aboriginal Peoples Roundtable - On January 25 & 26, 2005, I attended the Canada - Aboriginal Peoples Roundtable Sectoral Follow-up Session on Accountability for Results in Ottawa. This was the seventh and final session in a series intended to fulfill the commitment made by the Prime Minister at the conclusion of the April 19, 2004 Roundtable to explore new and innovative ideas through which the Government of Canada, national aboriginal organizations, provincial and territorial governments can work together to improve Aboriginal peoples’ quality of life. NRS conducted research, analyses and prepared background materials and several MKO submissions to the Follow-up Session.

Securing a “Liberal Legacy”: Strategic Opportunities for Reform of Canada - First Nation Relationships - The close result of the May 19, 2005 House of Commons vote on the federal budget (Bill C-48) has created an important opportunity to ensure that the current federal Liberal government creates a legacy of significant policy change prior to the next federal election. That is, it is essential that MKO identify and pursue key national policy reforms in Canada-First Nation relations as well as seeking additional infrastructure and program commitments and the implementation of existing commitments. Under the lead of the NRS Research Director, I have called upon all MKO Directors and policy advisors to collaborate in examining federal policies and budget commitments and to propose those key areas of policy reforms to be secured as a “legacy” of the present Liberal government.

Policy and Procedures for Canada-Aboriginal Partnerships and Working Group Processes - NRS is closely monitoring the implementation of various government and Ministerial commitments and statutory requirements to engage in joint First Nation - Canada working groups and processes. There is currently no overarching government policy and procedures instruction dictating how senior Departmental officials and managers in all federal departments must engage in and implement the results of joint processes and working groups involving First Nations. On May 10, 2005, MKO again recommended to the President of the Treasury Board of Canada that a Cabinet-level Policy and Procedures instruction be drafted and implemented. MKO has previously recommended to the Prime Minister and Minister of Indian and Northern Affairs, as the respective Chair and Vice-Chair of the Cabinet Committee on Aboriginal Affairs, that a federal Policy and Procedures for the Establishment and Conduct of Aboriginal-Canada Partnerships and Working Group Processes be developed. MKO recommends that First Nations fully participate in the development of these policies and procedures.

Protocol and Terms of Reference for INAC Manitoba - First Nation Partnerships and Working Group Processes - On September 10, 2004, MKO, AMC, SCO and INAC Manitoba Region cooperatively developed a draft Protocol and Terms of Reference “to guide and provide for the development of mechanisms, processes, agreements and common understandings in support of greater cooperation and the development of trust-based partnerships.” This is to be accomplished by engaging in joint planning, research, analysis and dialogue, as well as through identifying and addressing objectives and initiatives of mutual interest. On April 6, 2005, the SCO advised INAC Manitoba that SCO would refuse to participate in the protocol and process. As well, the AMC has now also declined to ratify the draft Protocol and Terms of Reference. On May 13, 2005, the MKO Executive Council approved a revision of the draft Protocol and Terms of Reference to remove any references to SCO and AMC, and authorized MKO to enter into the revised Protocol on a bi-lateral basis with the Regional Director General of INAC Manitoba. NRS continues to take the lead on this initiative.

Review of Provincial/Territorial Organization (PTO) Funding Authorities - NRS has also been assigned to monitor the review of all federal Departmental programs and spending authorities that directly affect First Nation interests and ongoing initiatives. MKO has again requested that the President of the Treasury Board identify all spending authorities affecting First Nations and to instruct all federal Departments to directly engage the Aboriginal peoples of Canada in the program review and authority renewal process. NRS has been assigned as MKO’s representative to participate directly in INAC’s review of the funding authorities for Provincial and Territorial Organizations. INAC has completed a draft report, entitled “Reviews of Funding to PTOs and National Aboriginal Organizations”, on December 20, 2004. As part of the review, MKO successfully contributed to a positive finding by INAC that PTOs and Tribal Councils are effective in coordinating their respective responsibilities and that PTOs such as MKO conduct their activities in an efficient and cost-effective manner. MKO’s understanding of - and successful contributions to - policy reviews is reflected by the fact that the 2005/06 fiscal year is the eighth consecutive year for which INAC Manitoba Region has favourably considered and approved MKO’s PTO corporate funding proposal.

Review of INAC O&M Contribution Policy - MKO is continuing to encourage the Government of Canada to conduct a full review of the rationale on which the 1983, 1996 and 1998 INAC Operations and Maintenance (O&M) Contribution policies and manuals are based. Comparison by NRS of the assumptions incorporated in the INAC O&M formula to actual costs indicates that INAC’s formula-produced estimates of annual operating costs can be substantially less than First Nations’ actual annual operating costs. As a result of a record of operating “deficits” in part related to the persistent shortfall in INAC O&M contributions to First Nations, 8 of the 30 MKO First Nations remain in some form of co-management or third party management. MKO has specifically recommended that all formula assumptions applied to the INAC O&M contribution estimates at least beginning in 2005/06 be tested against actual costs; that the formula assumptions and O&M contributions be revised accordingly; that the asset category percentage contribution be reviewed and varied as needed (taking into account the circumstances of remote First Nations); and that additional dollars be allocated to the budget envelope of the INAC regional operations for this purpose.

NRS was requested to conduct research, analyses, presentations, issue sheets and background documents in support the MKO Political Office in many other areas. The NRS Portfolio Report may be consulted for information on these additional initiatives, as well as for further information on the activities described herein. The MKO Political Office acknowledges and appreciates the political and technical support provided by the NRS during the past year.

CONCLUSION

The past year marked many important developments in our journey towards community control, improved quality of life, and ultimately self-government. I take great pride in the accomplishments our organization made as a collective voice for the First Nations of Northern Manitoba. Throughout all my travels to our communities, I observe the physical and environmental challenges that our communities face, and I am constantly reminded of why we exist as a political organization. I listen to the concerns of the people who demand equity and fairness in their quest for a better quality of life.

I communicate these observations and stories to Senior Government officials at every meeting that I attend. My message is clear, concise, and direct; First Nations are on a path of development. We are evolving, and growing into capable institutions of governance. We no longer want to live in a state of dependence on the Canadian public and governments; we aspire to be self-determining in the laws and values over which we are governed.

I look forward to a new fiscal year where our Youth and Women’s Council would be fully operational, where our communities are operating under comprehensive community service frameworks perhaps where justice, social, health and education systems are integrated, where the MKO Constitution is renewed and where negotiations on the Child and Family Services - Agreement in Principle have concluded favorably.

Through hard work, dedication, humility, respect, and partnership, we can accomplish together what we could not do on our own. I am proud of our accomplishments over the past year and look forward to successes in the coming year.