My Response:
Yes, I am very serious about running for chief and the commitments and dedication needed for the position, but have faced many barriers to moving back to our reserve over the past many years, the two main barriers being:
First, although I have been on the housing list for over 10 years, I have yet to be selected. Even though, I live a drug and alcohol free life, have kids, have been consistently employed (on and off-reserve), have excellent credit and, can not help but think it has been for political reasons.
Second, I would have to find a new daycare for my youngest daughter. The daycare she is at (WFN Child Development Ctr) accepts infants and the OIB daycare does not. This seems odd, because on our reserve we have an average of 12-15 babies per year and I think we need to take some serious steps to getting the certification or the additional space needed for our daycare.
There are also other important considerations that have prevented me from moving back, which include: Where would I work? I have been taking classes at UBC-O (last one this Dec). My wife works at the Ki-low-na Friendship Center and goes to school at UBC-O and a move would affect her.
Ultimately, I think the biggest factor to not moving home these past few years has been; not being selected by the OIB Housing committee. The result of past family discussions on moving home has ended with: Why rent in the Town of Oliver, when we can continue to rent in the WFN family housing?
However, I am committed to the position of Chief and will be there everyday. Currently, we do not have someone who is there enough and have heard this from a number of concerned members. But, this I would have to put to the whole membership for consideration: How many times has our current Chief been in the office over the past 2 years? Has that been enough for you as a band member?
I understand that he has speaking engagements, meetings, conferences, other National/Regional/Provincial Board and committee commitments and travels for business purposes, but I believe that a Chief should be home with his community, because their People are their first responsibility.
That is why I believe that one person should not hold all the top positions of our Band, because not one person can commit fully to all of them, all the time. It really is impossible, and therefore, some areas suffer. At times, travel may be needed but if one individual is travelling out of requirements as Chief and CEO, then their time away from home doubles.
Currently, I am only one hour away, and if elected, will begin the necessary process and commit to the steps needed to move home.
Thursday, December 18, 2008
Members Question: What do you think about development?
My Response:
Well, first of all development has to be there to benefit the people, in a real way. I am not against development or am I against developing business partnerships but I do believe that we need to have input and direction from our own membership in terms of what developments will happen, and only then will we ensure that developments benefit our people. These decisions should not be left to only three or four individuals on our reserve.
I will acknowledge that we are in a good position on our reserve, better than most reserves, that the Chief and Council’s work of the past has brought us to this point, where we have a lot of jobs available.
However, our development strategies must evolve. We can no longer only focus on jobs and money, which is a fine approach for a reserve that is beginning from a point with absolutely no development and is just trying to get something started. We are past that point, and need to become more advanced in our development strategies.
It is time we moved beyond only requiring jobs and money. Within development there are several troubling trends and problems, including: First, the lease monies paid are not the true market value because of the limitations within the real estate appraisal process, on reserve lands that cannot be directly owned. Second, banks and financial institutions are beginning to resist financing lease agreements that have requirements to reassess the value and payments on the lease every 5 (or 10) years, because then the lease payments may become too expensive for the developer and their loan repayments uncertain (Which, to me, means the lease will be based, and set, on the lowest value of the land for 99 years, for the benefit of the developer and bank, not our community – and ask: What’s wrong with paying the true value of the land?). Third, the jobs that are created are often low-wage menial positions – is that what our community wants – how do we know if we don’t ask? I believe the time has come to be proactive and not just reactive to the development process.
I will focus on this third point – jobs. I believe that the development process is backwards, that only a few individuals are choosing which developments happen on our lands, and then when the development is in place, round people up and try to make them work there, we are simply developing for the sake of developing.
Instead, the community should be directing those few individuals as to what type of jobs/employment opportunities they want to see on our reserve and then those individuals pursue those types of developments, as directed by the people. Then we will get real interest into what developments happen and can put in place employment/training programs and strategies.
We are approaching development as only a business would, and not a community. That is, we only look at the fiscal gains and statistics in our year-end reports to see if we are doing good or bad. How much money did we make? How many jobs did we create? Etc. However, I think we have to expand our analysis to include broader community questions, such as: Has the developments over the past year/term improved the well-being of our community members? And, we need to take a closer look at our statistics. For example, if we look at Sonora Dunes, do those jobs benefit the well-being of our community if no band members work there? Or, over the past year, why were there only housekeeping positions advertised for members who want to work at Spirit Ridge? Where are the management positions or training opportunities? (I choose to look at these businesses because they are our newest developments).
These are some of the reasons I believe we need: Direction from the People.
It was stated at a recent Industrial Park designation vote meeting that OIBDC plans to get approval from the People before any developments happen within the Industrial Park. For one, this should have been happening over the last 10 years. Second, I plan to hold OIBDC to that statement, so that it doesn’t become an empty promise or statement said to just quiet those at the meeting. Again, the time has really come for us to move beyond the jobs and money approach.
Well, first of all development has to be there to benefit the people, in a real way. I am not against development or am I against developing business partnerships but I do believe that we need to have input and direction from our own membership in terms of what developments will happen, and only then will we ensure that developments benefit our people. These decisions should not be left to only three or four individuals on our reserve.
I will acknowledge that we are in a good position on our reserve, better than most reserves, that the Chief and Council’s work of the past has brought us to this point, where we have a lot of jobs available.
However, our development strategies must evolve. We can no longer only focus on jobs and money, which is a fine approach for a reserve that is beginning from a point with absolutely no development and is just trying to get something started. We are past that point, and need to become more advanced in our development strategies.
It is time we moved beyond only requiring jobs and money. Within development there are several troubling trends and problems, including: First, the lease monies paid are not the true market value because of the limitations within the real estate appraisal process, on reserve lands that cannot be directly owned. Second, banks and financial institutions are beginning to resist financing lease agreements that have requirements to reassess the value and payments on the lease every 5 (or 10) years, because then the lease payments may become too expensive for the developer and their loan repayments uncertain (Which, to me, means the lease will be based, and set, on the lowest value of the land for 99 years, for the benefit of the developer and bank, not our community – and ask: What’s wrong with paying the true value of the land?). Third, the jobs that are created are often low-wage menial positions – is that what our community wants – how do we know if we don’t ask? I believe the time has come to be proactive and not just reactive to the development process.
I will focus on this third point – jobs. I believe that the development process is backwards, that only a few individuals are choosing which developments happen on our lands, and then when the development is in place, round people up and try to make them work there, we are simply developing for the sake of developing.
Instead, the community should be directing those few individuals as to what type of jobs/employment opportunities they want to see on our reserve and then those individuals pursue those types of developments, as directed by the people. Then we will get real interest into what developments happen and can put in place employment/training programs and strategies.
We are approaching development as only a business would, and not a community. That is, we only look at the fiscal gains and statistics in our year-end reports to see if we are doing good or bad. How much money did we make? How many jobs did we create? Etc. However, I think we have to expand our analysis to include broader community questions, such as: Has the developments over the past year/term improved the well-being of our community members? And, we need to take a closer look at our statistics. For example, if we look at Sonora Dunes, do those jobs benefit the well-being of our community if no band members work there? Or, over the past year, why were there only housekeeping positions advertised for members who want to work at Spirit Ridge? Where are the management positions or training opportunities? (I choose to look at these businesses because they are our newest developments).
These are some of the reasons I believe we need: Direction from the People.
It was stated at a recent Industrial Park designation vote meeting that OIBDC plans to get approval from the People before any developments happen within the Industrial Park. For one, this should have been happening over the last 10 years. Second, I plan to hold OIBDC to that statement, so that it doesn’t become an empty promise or statement said to just quiet those at the meeting. Again, the time has really come for us to move beyond the jobs and money approach.
Tuesday, December 9, 2008
Follow-up Group A: Questions and Answers
Upon further discussions by the group:
Questions
1. What employment position have you held full time (40 hour weeks) in the past ten years and for how long?
2. What campus do you attend and how are your studies financed? - personal, student loans, Band Education fund?
3. References?
4. Besides education focused on native culture and native economics, do you have any background in present economics?
5. People are asking why not run for councilor to start and establish yourself for a future chief position if that is still your aspiration?
6. What vision would you have for each specific Band business, short and long term?
7. What are your business plans – concrete, business plans not only the weekend cultural, language, traditional elements.
Answers
1. In terms of 40hrs/week, I've been attending university during the whole year (Fall, Winter and Summer semesters) for the last three years and haven't had the time to work full-time, but have continously held 2 or 3 part-time positions over those three years. Before that, my full-time employment was during the summer months (May-Aug), one summer in Kelowna working construction, and full-time positions at the golf course for two years prior to that.
To focus on the last 3 years, as well as being a full-time student, I've worked an avg of 28-35 hrs a week.
2. I attend UBC Okanagan in Kelowna (previously the OUC North-campus) and pay for my own education through part-time employment, student loans and the odd bursary. The Band only administers DIA funding and do not fund anyone that does not qualify based on DIA requirements, I do not meet those requirements and am therefore not supported by the Band/DIA in any way.
3. I could provide references, but, in keeping with protocol, I would have to ask them first if I could put their name forward; instead, I would just suggest that you ask other Chiefs, Councilors, Educators, Administrators, Elders that you respect, how they feel about myself and any other candidates.
4. With all education, the Western (or current) theories are the easiest part, the hard part is the incorporation of traditional and/or Indigenous values into current theory. It is harder because you have to learn Western economic theory better than current economic theorists, in order to disprove their assumptions; that only their way is the right way, and our Indigenous theories are primitive and backward, but that's the privilege of Western thought, never having to prove itself valid, and those that learn it (Western/current theory) just assume it's "the way it is".
For example, current economics has brought us to the environmental state we are in, global warming, water loss, oil crisis, energy crisis, etc.; because, instead of factoring in any environmental, ecological, social, political, cultural factors into the equation as real inputs into macro economic decisions, those factors were simply given costs and mitigated financially (a good example of this are the massive diamond mines left open by hiring one security guard because it is cheaper to pay that employee than return the land back to what it was). Indigenous economics, at the least, would factor in ecological thresholds, and understands if we develop in a certain way, the long-term environmental, health, cultural, societal costs, economically, outweigh the short-term spikes in financial gains. Economic theory in general is starting to recognize this, and is actually looking toward Indigenous knowledge to re-transform theories to deal with the global state our world is headed towards.
5. First, I really do not believe that I have personal "aspirations" or am I driven by ambition to be chief, the main reason that I want the position is to put real decision making power back into the hands of the people and my overall goal is not to ask the people to exchange one political faction for another, that would be pointless, I am asking them if they want real input into the decisions that are made on our reserve. I believe that if we have one person that holds all three Chief, Band manager and CEO positions, then not one position receives full devotion, and they will all suffer, also, the decisions that are made on our reserve, we do not know if they are made from a CEO perspective or Chief perspective. I believe the CEO perspective prevails, because it is easier to just decide on decisions based on money as a CEO and only have a few to consult on decisions (which are made at the boardroom) and harder to incorporate the input of the people and do what is best for everyone in the community. If I sat as Councillor, that problem would persist.
6. The vision that I would have for the businesses, is to make them all profitable, so that we do not have to keep borrowing more money or developing our lands for minimal sums, with low lease payments, we really need to get a handle on our debt. We have to ensure that our people are working in those band business positions, and if not, why; and, before we develop more, we should answer that question so that we can ensure we are benefiting our people, because that is one of the main motivations behind developments - jobs.
Further, we have to ensure that our people are treated fairly, given the same wage, promotions, full-time positions (not kept at part-time), benefits, etc. as non-native employees.
7. As for concrete business plans (ie. business objectives/vision, market/industry analysis, competitive opportunities/challenges, sales and marketing assessment (4-P's), etc), those would have to come in time, when I get some real information. No information has been shared for so long that I don't know if any of the Band membership knows what is going on with any businesses, unless they are the few that work in upper management. I know there are year-end financial statements shared but, with no opportunity for input, discussions, feedback etc., then those statements are only part of a one-way information sharing system with no real accountability. If Band members are share holders, if the businesses are supposed to benefit the Band membership, then the people should be kept informed, so that the people can have informed discussions and play a more significant role. Band meetings that provide updates on what each of the Band business operations are doing, are needed, possibly semi-annually or annually. There are other reserves that provide such information to their members and we should do the same.
Questions
1. What employment position have you held full time (40 hour weeks) in the past ten years and for how long?
2. What campus do you attend and how are your studies financed? - personal, student loans, Band Education fund?
3. References?
4. Besides education focused on native culture and native economics, do you have any background in present economics?
5. People are asking why not run for councilor to start and establish yourself for a future chief position if that is still your aspiration?
6. What vision would you have for each specific Band business, short and long term?
7. What are your business plans – concrete, business plans not only the weekend cultural, language, traditional elements.
Answers
1. In terms of 40hrs/week, I've been attending university during the whole year (Fall, Winter and Summer semesters) for the last three years and haven't had the time to work full-time, but have continously held 2 or 3 part-time positions over those three years. Before that, my full-time employment was during the summer months (May-Aug), one summer in Kelowna working construction, and full-time positions at the golf course for two years prior to that.
To focus on the last 3 years, as well as being a full-time student, I've worked an avg of 28-35 hrs a week.
2. I attend UBC Okanagan in Kelowna (previously the OUC North-campus) and pay for my own education through part-time employment, student loans and the odd bursary. The Band only administers DIA funding and do not fund anyone that does not qualify based on DIA requirements, I do not meet those requirements and am therefore not supported by the Band/DIA in any way.
3. I could provide references, but, in keeping with protocol, I would have to ask them first if I could put their name forward; instead, I would just suggest that you ask other Chiefs, Councilors, Educators, Administrators, Elders that you respect, how they feel about myself and any other candidates.
4. With all education, the Western (or current) theories are the easiest part, the hard part is the incorporation of traditional and/or Indigenous values into current theory. It is harder because you have to learn Western economic theory better than current economic theorists, in order to disprove their assumptions; that only their way is the right way, and our Indigenous theories are primitive and backward, but that's the privilege of Western thought, never having to prove itself valid, and those that learn it (Western/current theory) just assume it's "the way it is".
For example, current economics has brought us to the environmental state we are in, global warming, water loss, oil crisis, energy crisis, etc.; because, instead of factoring in any environmental, ecological, social, political, cultural factors into the equation as real inputs into macro economic decisions, those factors were simply given costs and mitigated financially (a good example of this are the massive diamond mines left open by hiring one security guard because it is cheaper to pay that employee than return the land back to what it was). Indigenous economics, at the least, would factor in ecological thresholds, and understands if we develop in a certain way, the long-term environmental, health, cultural, societal costs, economically, outweigh the short-term spikes in financial gains. Economic theory in general is starting to recognize this, and is actually looking toward Indigenous knowledge to re-transform theories to deal with the global state our world is headed towards.
5. First, I really do not believe that I have personal "aspirations" or am I driven by ambition to be chief, the main reason that I want the position is to put real decision making power back into the hands of the people and my overall goal is not to ask the people to exchange one political faction for another, that would be pointless, I am asking them if they want real input into the decisions that are made on our reserve. I believe that if we have one person that holds all three Chief, Band manager and CEO positions, then not one position receives full devotion, and they will all suffer, also, the decisions that are made on our reserve, we do not know if they are made from a CEO perspective or Chief perspective. I believe the CEO perspective prevails, because it is easier to just decide on decisions based on money as a CEO and only have a few to consult on decisions (which are made at the boardroom) and harder to incorporate the input of the people and do what is best for everyone in the community. If I sat as Councillor, that problem would persist.
6. The vision that I would have for the businesses, is to make them all profitable, so that we do not have to keep borrowing more money or developing our lands for minimal sums, with low lease payments, we really need to get a handle on our debt. We have to ensure that our people are working in those band business positions, and if not, why; and, before we develop more, we should answer that question so that we can ensure we are benefiting our people, because that is one of the main motivations behind developments - jobs.
Further, we have to ensure that our people are treated fairly, given the same wage, promotions, full-time positions (not kept at part-time), benefits, etc. as non-native employees.
7. As for concrete business plans (ie. business objectives/vision, market/industry analysis, competitive opportunities/challenges, sales and marketing assessment (4-P's), etc), those would have to come in time, when I get some real information. No information has been shared for so long that I don't know if any of the Band membership knows what is going on with any businesses, unless they are the few that work in upper management. I know there are year-end financial statements shared but, with no opportunity for input, discussions, feedback etc., then those statements are only part of a one-way information sharing system with no real accountability. If Band members are share holders, if the businesses are supposed to benefit the Band membership, then the people should be kept informed, so that the people can have informed discussions and play a more significant role. Band meetings that provide updates on what each of the Band business operations are doing, are needed, possibly semi-annually or annually. There are other reserves that provide such information to their members and we should do the same.
Sunday, December 7, 2008
Group A: Questions and Answers
These questions were sent from an OIB group and provided with the following answers
Questions:
1. Please email or fax your resume to this address or at 250-498-0419.
2. Please state where you completed your education and please send copies of certificates and inform us of your actual education.
3. Are you a full time student or employed?
4. Please inform us of your present employment, describe if it is full time or part time, etc. and previous employment.
5. What languages do you speak and write fluently?
6. What are your short term and long term economic plans for the Osoyoos Indian Band?
7. What are you going to do about the Housing problems, deficits, people not paying their rent, repairs to houses done because of irresponsible tenants?
Answers:
1. Here is an attached copy of my resume and CV.
2. Education Background:
UBC Vancouver 95-98 - Arts, Major (Double) Economics and Political Science
Langara College 99-00 - Arts, Major Aboriginal Studies
Concoria University College 00-01 - Business, Business Management
Institute of Indigenous Governance 01-02 - Arts, Indigenous Governance
Thompson River's University 02-05 - Business Admin, Major Finance
BBA Degree attained in 2005
UBC Okanagan 2006-07 - Masters of Arts, Traditional Syilx Governance
UBC Okanagan 2007-08 - Doctorate, Economics from a Syilx perspective
I received my BBA from TRU in 2005, do not have a copy with me and believe it is at my dad's in a drawer somewhere (anyone is welcome to view it). I never got to complete my Master's degree, finished all the requirements, courses and thesis on traditional governance but was unable to defend, decided to move right into my Doctorate last Sept. You can have a copy of that if you'd like.
3. I am a full-time Doctorate student, but will have my courses completed this term (this month of Dec). Then I move into the research component of my degree and writing of my dissertation. I am also employed part-time and hold two (three) positions. Both are at OC and the other (third) position I am a consultant for the ONA, and that position is on an as-needs basis, whenever there are contracts that I have time to help in. The last contract I did was on sustainable development and am currently working on a project based on the socio-economic, cultural impacts of the Mountain Pine Beetle.
4. My employment is outlined in my resume, if you need any further clarification feel free to ask.
5. I am a novice writer and speaker of Okanagan, I am an intermediate listener, as I can hear/ follow conversations but can't respond or converse myself.
6. I believe that in the short-term we really need some direction from our people, to ensure we are heading on the right path, we need to address our Band's very large debt and we need to allow for transparency and accountability. In the long-term, we have to ensure that developments benefit the whole community, that the whole community has input into what developments should and shouldn't occur, at the earliest stage possible, we are at a level of unemployment that will not lower and we need to know why, membership employment targets for businesses would help as some are poorly lacking. Development benefits should trickle down to everyone, there are still people who are "poor" and we should look into why.
7. I believe that the housing issue is one that is systematic and goes deeper than the problems that we are seeing today. Over the years, the selection of who gets houses has not been fair, and there are those that were politically motivated. We need to develop policies that are fair, equitable and known and agreed to by everyone, a system that is objective, ie based on a point system. The decision of who gets a house should be known beforehand, everyone should know the criteria, and then know where they sit on the list based on that criteria, there should be no surprises. Also, there should be a public summary of the justifications of who got a house and why. Last, there should always be an appeal process; a process that itself is objective and public.
Questions:
1. Please email or fax your resume to this address or at 250-498-0419.
2. Please state where you completed your education and please send copies of certificates and inform us of your actual education.
3. Are you a full time student or employed?
4. Please inform us of your present employment, describe if it is full time or part time, etc. and previous employment.
5. What languages do you speak and write fluently?
6. What are your short term and long term economic plans for the Osoyoos Indian Band?
7. What are you going to do about the Housing problems, deficits, people not paying their rent, repairs to houses done because of irresponsible tenants?
Answers:
1. Here is an attached copy of my resume and CV.
2. Education Background:
UBC Vancouver 95-98 - Arts, Major (Double) Economics and Political Science
Langara College 99-00 - Arts, Major Aboriginal Studies
Concoria University College 00-01 - Business, Business Management
Institute of Indigenous Governance 01-02 - Arts, Indigenous Governance
Thompson River's University 02-05 - Business Admin, Major Finance
BBA Degree attained in 2005
UBC Okanagan 2006-07 - Masters of Arts, Traditional Syilx Governance
UBC Okanagan 2007-08 - Doctorate, Economics from a Syilx perspective
I received my BBA from TRU in 2005, do not have a copy with me and believe it is at my dad's in a drawer somewhere (anyone is welcome to view it). I never got to complete my Master's degree, finished all the requirements, courses and thesis on traditional governance but was unable to defend, decided to move right into my Doctorate last Sept. You can have a copy of that if you'd like.
3. I am a full-time Doctorate student, but will have my courses completed this term (this month of Dec). Then I move into the research component of my degree and writing of my dissertation. I am also employed part-time and hold two (three) positions. Both are at OC and the other (third) position I am a consultant for the ONA, and that position is on an as-needs basis, whenever there are contracts that I have time to help in. The last contract I did was on sustainable development and am currently working on a project based on the socio-economic, cultural impacts of the Mountain Pine Beetle.
4. My employment is outlined in my resume, if you need any further clarification feel free to ask.
5. I am a novice writer and speaker of Okanagan, I am an intermediate listener, as I can hear/ follow conversations but can't respond or converse myself.
6. I believe that in the short-term we really need some direction from our people, to ensure we are heading on the right path, we need to address our Band's very large debt and we need to allow for transparency and accountability. In the long-term, we have to ensure that developments benefit the whole community, that the whole community has input into what developments should and shouldn't occur, at the earliest stage possible, we are at a level of unemployment that will not lower and we need to know why, membership employment targets for businesses would help as some are poorly lacking. Development benefits should trickle down to everyone, there are still people who are "poor" and we should look into why.
7. I believe that the housing issue is one that is systematic and goes deeper than the problems that we are seeing today. Over the years, the selection of who gets houses has not been fair, and there are those that were politically motivated. We need to develop policies that are fair, equitable and known and agreed to by everyone, a system that is objective, ie based on a point system. The decision of who gets a house should be known beforehand, everyone should know the criteria, and then know where they sit on the list based on that criteria, there should be no surprises. Also, there should be a public summary of the justifications of who got a house and why. Last, there should always be an appeal process; a process that itself is objective and public.
Press Release on Devaluation of Lease Land on OIB (Oct 2007)
Devaluation of Lease Land within the Osoyoos Indian Band; A Growing Trend within Indigenous Communities
Press Release
October 22, 2007
On October 30, 2007 the Osoyoos Indian Band (OIB) membership will be heading to the polls. The referendum vote is based on two questions involving lease agreements. The first question is an open ended approval of a future land designation, with no finalized lease agreement. Therefore, the focus here will be on the second land question and the lease agreement attached to it.
The problem begins with the valuation of the land provided by real estate appraisers. Real estate appraisers have no mechanism to adequately value reserve lands. I say this because the $850,000 value, placed on the 15 unit 99 year lease development located on the OIB reserve land, is far too low. Granted, the valuation is limited to an analysis of the prepaid rent value on the 99 year lease and, after Musqueum Indian Band v. Glass in 2000, business developers and appraisers have no idea how to value reserve lands. This has been an ongoing issue and problem, not only in BC but for all of Canada. However, it appears a lot has changed in the market since 2000 and the value quoted for the OIB reserve land is not the true “market rent”.
Here, a quick description on the land is needed. The land in question is adjacent to the Nk’mip Canyon golf course and is located on the shores of Tuc-el-nuit Lake. So, in terms of land that is comparable, I would have to point to the real estate developments at Vintage Hills golf course, located on the Westbank First Nation (WFN), and Sun Rivers golf course, located on the Kamloops Indian Band (KIB). Today, at Vintage Hills 1 bedroom condos are selling for $195,000 and two bedroom condos are selling for $295,000 while at Sun Rivers 4 bedroom homes are selling for $585,000 and 3 bedroom homes are renting for $1,750. Also, on 25 September 2007 at a Business Opportunities conference hosted by the Okanagan Nation Alliance, Chief Robert Louie told participants the Vintage Hills development sold out in 2 hrs.
Some will say that I am comparing “apples to oranges” that market prices on the WFN and KIB developments are values based on developed land, while, in this instance, the OIB lease agreement pertains to virgin land. However, there are two main factors that I believe need to be considered. First, Okanagan Partnerships has estimated the current population in the Okanagan is over 300,000 and is projected to increase to nearly 500,000 by 2020. Also, reserve lands are often the only land that is not developed, the OIB land here is no different. If you were to get an aerial view of Tuc-el-nuit Lake, the only land untouched is located on the OIB reserve. This circumstance creates vast development potential, especially given the projections for population growth.
So, a further analysis is needed on the appraisal value. In terms of 15 units, if we were to calculate the monthly lease payments to OIB from each unit, it would work out to $377.96 per month or $4,535.56 per year. With approximately 440 band members belonging to OIB, the yearly calculation above works out to $10.30 per year for each band member, for the total area of land leased over 99 years.
Also, it is interesting that in 2001 this very land was appraised by the very same firm. That year, the OIB reserve land in question was valued at $134,334 and jumped to $850,000 this year (2007). Fundamentally, this meant an increase in value of 632.75% over 5 years. Given this trend, if we were to reapply that same increase in value, the land would be worth $5,378,377 in 2012. And, just for fun, we reapply the trend and come up with a value of $34,031,696 for 2017. I must further add that the 632.75% increase in value was on the same virgin land.
I believe the real “apples and oranges” here is the value that we give to our land and the value that businesses and consultants say we can sell our land. We are letting buyers dictate the price and not the market. Economically, if consumers are willing to pay top dollar to the lessee, or renters of our land, why does this income not carry over to us, the suppliers and actual owners of the land? It is very simple, people will pay a premium to live by a lake, near a golf course, and as demand increases with population growth, that premium can only rise, especially if our land is the only land untouched. The evidence is there, readily available through current real estate listings. Unfortunately, we are not seeing the big picture.
As Syilx, who have an inherent right to the land, we should not grossly devalue our land so easily. This applies to all Indigenous People. If business developers continue to make low ball offers, then it is our responsibility to our great-great-great-grand-children (99 years affects the next 3 generations from today) to decline, and wait, for an honest offer that truly reflects market valuations. Because, and we should all be reminded that, we only have untouched land because our ancestors didn’t rush in and take the first offer that came their way. Should we continuously accept low offers if we are positively certain the land value will increase in the future? If anything, why not wait 10 years and sell the same piece of land for over $34 Million, which is a conservative figure in itself as I have already alluded that the $850,000 valuation is too low. So, OIB should wait … not rush-in, seems like good business sense to me.
Ethan Baptiste
Press Release
October 22, 2007
On October 30, 2007 the Osoyoos Indian Band (OIB) membership will be heading to the polls. The referendum vote is based on two questions involving lease agreements. The first question is an open ended approval of a future land designation, with no finalized lease agreement. Therefore, the focus here will be on the second land question and the lease agreement attached to it.
The problem begins with the valuation of the land provided by real estate appraisers. Real estate appraisers have no mechanism to adequately value reserve lands. I say this because the $850,000 value, placed on the 15 unit 99 year lease development located on the OIB reserve land, is far too low. Granted, the valuation is limited to an analysis of the prepaid rent value on the 99 year lease and, after Musqueum Indian Band v. Glass in 2000, business developers and appraisers have no idea how to value reserve lands. This has been an ongoing issue and problem, not only in BC but for all of Canada. However, it appears a lot has changed in the market since 2000 and the value quoted for the OIB reserve land is not the true “market rent”.
Here, a quick description on the land is needed. The land in question is adjacent to the Nk’mip Canyon golf course and is located on the shores of Tuc-el-nuit Lake. So, in terms of land that is comparable, I would have to point to the real estate developments at Vintage Hills golf course, located on the Westbank First Nation (WFN), and Sun Rivers golf course, located on the Kamloops Indian Band (KIB). Today, at Vintage Hills 1 bedroom condos are selling for $195,000 and two bedroom condos are selling for $295,000 while at Sun Rivers 4 bedroom homes are selling for $585,000 and 3 bedroom homes are renting for $1,750. Also, on 25 September 2007 at a Business Opportunities conference hosted by the Okanagan Nation Alliance, Chief Robert Louie told participants the Vintage Hills development sold out in 2 hrs.
Some will say that I am comparing “apples to oranges” that market prices on the WFN and KIB developments are values based on developed land, while, in this instance, the OIB lease agreement pertains to virgin land. However, there are two main factors that I believe need to be considered. First, Okanagan Partnerships has estimated the current population in the Okanagan is over 300,000 and is projected to increase to nearly 500,000 by 2020. Also, reserve lands are often the only land that is not developed, the OIB land here is no different. If you were to get an aerial view of Tuc-el-nuit Lake, the only land untouched is located on the OIB reserve. This circumstance creates vast development potential, especially given the projections for population growth.
So, a further analysis is needed on the appraisal value. In terms of 15 units, if we were to calculate the monthly lease payments to OIB from each unit, it would work out to $377.96 per month or $4,535.56 per year. With approximately 440 band members belonging to OIB, the yearly calculation above works out to $10.30 per year for each band member, for the total area of land leased over 99 years.
Also, it is interesting that in 2001 this very land was appraised by the very same firm. That year, the OIB reserve land in question was valued at $134,334 and jumped to $850,000 this year (2007). Fundamentally, this meant an increase in value of 632.75% over 5 years. Given this trend, if we were to reapply that same increase in value, the land would be worth $5,378,377 in 2012. And, just for fun, we reapply the trend and come up with a value of $34,031,696 for 2017. I must further add that the 632.75% increase in value was on the same virgin land.
I believe the real “apples and oranges” here is the value that we give to our land and the value that businesses and consultants say we can sell our land. We are letting buyers dictate the price and not the market. Economically, if consumers are willing to pay top dollar to the lessee, or renters of our land, why does this income not carry over to us, the suppliers and actual owners of the land? It is very simple, people will pay a premium to live by a lake, near a golf course, and as demand increases with population growth, that premium can only rise, especially if our land is the only land untouched. The evidence is there, readily available through current real estate listings. Unfortunately, we are not seeing the big picture.
As Syilx, who have an inherent right to the land, we should not grossly devalue our land so easily. This applies to all Indigenous People. If business developers continue to make low ball offers, then it is our responsibility to our great-great-great-grand-children (99 years affects the next 3 generations from today) to decline, and wait, for an honest offer that truly reflects market valuations. Because, and we should all be reminded that, we only have untouched land because our ancestors didn’t rush in and take the first offer that came their way. Should we continuously accept low offers if we are positively certain the land value will increase in the future? If anything, why not wait 10 years and sell the same piece of land for over $34 Million, which is a conservative figure in itself as I have already alluded that the $850,000 valuation is too low. So, OIB should wait … not rush-in, seems like good business sense to me.
Ethan Baptiste
Book Review on "Dances with Dependency"
EXTENDED BOOK REVIEW:
HELIN, CALVIN, DANCES WITH DEPENDENCY: INDIGENOUS SUCCESS THROUGH SELF-RELIANCE.
http://www.indigenouspolicy.org/xviv-1/xviv-1-media.htm#review
Abstract
Calvin Helin attempts to contextualize the current problems facing Aboriginal people in Canada and then offers simple and practical solutions, which he believes could apply to all Aboriginal people. This book tries to uncover why Aboriginal people's lives are subject to inequalities and hardships and goes on to suggest several psychological theories, which he believes are the origins of those problems. The author believes there is a dire need to address the social problems plaguing the lives of Aboriginal people, in order to fend off a potentially crippling economic crisis, referred to as the Demographic Tsunami. The author provides some excellent interpretations of the historical injustice, critique on current situations and political constrains of Aboriginal governance structures and instills hope in the reader that there is an end, with valid solutions, to such unrelenting problems faced by all Aboriginal people. Tragically, Helin offers nothing innovative or practical and simply mirrors and concedes to the will of the Canadian corporations and government's wishes. It is tragic because this book is so widely promoted throughout mainstream media as the answer to the problems facing Aboriginal people and now, Indigenous leadership are beginning to acknowledge and endorse Helin's misguided solutions.
The author's interpretations are wrought with contradictions, on the one hand Helin exhibits pride in his culture and traditions then refuses to incorporate any Indigenous way of life or ideology. Instead, Helin opts to reiterate the agenda of the Canadian governments through his “blueprint” presented, which is a facilitated Aboriginal migration to urban centers, forgetting of the past and individual private ownership on reserves. Also, to the enjoyment of Canadian business and industry, Helin calls not for an implementation or realization of Aboriginal Title or real self-determination but for a shift in focus to economic gains and the bottom line. Given, all the resource extraction taking place on unceded traditional territory of Aboriginal Nations, Helin calls for accommodation agreements and creation of business partnerships.
HELIN, CALVIN, DANCES WITH DEPENDENCY: INDIGENOUS SUCCESS THROUGH SELF-RELIANCE.
http://www.indigenouspolicy.org/xviv-1/xviv-1-media.htm#review
Abstract
Calvin Helin attempts to contextualize the current problems facing Aboriginal people in Canada and then offers simple and practical solutions, which he believes could apply to all Aboriginal people. This book tries to uncover why Aboriginal people's lives are subject to inequalities and hardships and goes on to suggest several psychological theories, which he believes are the origins of those problems. The author believes there is a dire need to address the social problems plaguing the lives of Aboriginal people, in order to fend off a potentially crippling economic crisis, referred to as the Demographic Tsunami. The author provides some excellent interpretations of the historical injustice, critique on current situations and political constrains of Aboriginal governance structures and instills hope in the reader that there is an end, with valid solutions, to such unrelenting problems faced by all Aboriginal people. Tragically, Helin offers nothing innovative or practical and simply mirrors and concedes to the will of the Canadian corporations and government's wishes. It is tragic because this book is so widely promoted throughout mainstream media as the answer to the problems facing Aboriginal people and now, Indigenous leadership are beginning to acknowledge and endorse Helin's misguided solutions.
The author's interpretations are wrought with contradictions, on the one hand Helin exhibits pride in his culture and traditions then refuses to incorporate any Indigenous way of life or ideology. Instead, Helin opts to reiterate the agenda of the Canadian governments through his “blueprint” presented, which is a facilitated Aboriginal migration to urban centers, forgetting of the past and individual private ownership on reserves. Also, to the enjoyment of Canadian business and industry, Helin calls not for an implementation or realization of Aboriginal Title or real self-determination but for a shift in focus to economic gains and the bottom line. Given, all the resource extraction taking place on unceded traditional territory of Aboriginal Nations, Helin calls for accommodation agreements and creation of business partnerships.
Press Release on Land Code (June 2007)
Osoyoos Indian Band Rejects the Framework Agreement on
First Nations Land Management
On Thursday June 28, 2007, after a two day vote was held, the Osoyoos Indian Band membership voted against the Osoyoos Indian Band Land Code. Therefore, the Osoyoos Indian Band will not become a signatory to the Framework Agreement on First Nations Land Management. Currently, 19 First Nations have ratified and approved Land Codes with 19 other First Nations in the development phase, with the Tsleil Waututh being the most recent First Nation to approve.
As stated on the Land Management Board website, "the initiative enables First Nations to make timely business and administrative decisions and to accelerate progress in areas such as economic development, resource management, and land use planning. This government to government initiative provides participating First Nations with the opportunity to come out from under the land administration sections of the Indian Act and establish their own regimes to manage their lands and resources, providing for more decision making at the local level".
Although the Framework Agreement on First Nations Land Management would have facilitated more development by quickening the leasing process, allowing the Osoyoos Indian Band to increase economic development initiatives, the Osoyoos Indian Band members chose to reject the Indian and Northern Affairs supported "government to government agreement". There were many outstanding issues. The Osoyoos Indian Band Land Code was in development for over two years but failed to address several of the community's major concerns. These included areas of; protection of aboriginal rights and title, extended powers of Council, jurisdiction over reserve lands and traditional territory, lands committee selection, increased liability risk and management, expropriation of individual's lands and a valid dispute resolution mechanism.
However, the greatest concern was seen in the lack of community involvement. Membership participation was restricted to editing the Framework Agreement, which was created in 1999, and sections of the Indian Act relating to land management. The Osoyoos Indian Band community felt that if there was going to be any real and true involvement, that would require a document that was originally created by the membership, from the ground up, not an edited version of what outside interests believe land management should look like. Also, it was not understood until very late in the process that "if there is an inconsistency between this Land Code and the Framework Agreement, the Framework Agreement prevails to the extent of the inconsistency" (S. 3.5, OIB Land Code). Therefore, in reality, the community felt they were voting on the Framework Agreement and not a document worked on by their members.
The community urged the Osoyoos Indian Band leadership to abandon the process. However, the leadership was determined to hold a referendum vote, even though the community wanted their concerns addressed and, ultimately, felt the process was too restrictive and did not adequately reflect their vision of land management. Holding the referendum under these circumstances sparked an "Osoyoos Indian Band Day of Action" and peaceful protest from the community membership. The protest was set up across the Osoyoos Indian Band office, where the two day referendum vote was being held, and lasted the duration of the vote. In the end, the membership decided not to accept the Osoyoos Indian Band Land Code.
Ethan Baptiste
First Nations Land Management
On Thursday June 28, 2007, after a two day vote was held, the Osoyoos Indian Band membership voted against the Osoyoos Indian Band Land Code. Therefore, the Osoyoos Indian Band will not become a signatory to the Framework Agreement on First Nations Land Management. Currently, 19 First Nations have ratified and approved Land Codes with 19 other First Nations in the development phase, with the Tsleil Waututh being the most recent First Nation to approve.
As stated on the Land Management Board website, "the initiative enables First Nations to make timely business and administrative decisions and to accelerate progress in areas such as economic development, resource management, and land use planning. This government to government initiative provides participating First Nations with the opportunity to come out from under the land administration sections of the Indian Act and establish their own regimes to manage their lands and resources, providing for more decision making at the local level".
Although the Framework Agreement on First Nations Land Management would have facilitated more development by quickening the leasing process, allowing the Osoyoos Indian Band to increase economic development initiatives, the Osoyoos Indian Band members chose to reject the Indian and Northern Affairs supported "government to government agreement". There were many outstanding issues. The Osoyoos Indian Band Land Code was in development for over two years but failed to address several of the community's major concerns. These included areas of; protection of aboriginal rights and title, extended powers of Council, jurisdiction over reserve lands and traditional territory, lands committee selection, increased liability risk and management, expropriation of individual's lands and a valid dispute resolution mechanism.
However, the greatest concern was seen in the lack of community involvement. Membership participation was restricted to editing the Framework Agreement, which was created in 1999, and sections of the Indian Act relating to land management. The Osoyoos Indian Band community felt that if there was going to be any real and true involvement, that would require a document that was originally created by the membership, from the ground up, not an edited version of what outside interests believe land management should look like. Also, it was not understood until very late in the process that "if there is an inconsistency between this Land Code and the Framework Agreement, the Framework Agreement prevails to the extent of the inconsistency" (S. 3.5, OIB Land Code). Therefore, in reality, the community felt they were voting on the Framework Agreement and not a document worked on by their members.
The community urged the Osoyoos Indian Band leadership to abandon the process. However, the leadership was determined to hold a referendum vote, even though the community wanted their concerns addressed and, ultimately, felt the process was too restrictive and did not adequately reflect their vision of land management. Holding the referendum under these circumstances sparked an "Osoyoos Indian Band Day of Action" and peaceful protest from the community membership. The protest was set up across the Osoyoos Indian Band office, where the two day referendum vote was being held, and lasted the duration of the vote. In the end, the membership decided not to accept the Osoyoos Indian Band Land Code.
Ethan Baptiste
Paper on Traditional Leadership
Traditional Governance: A Case Study of the Osoyoos Indian Band and Application of Traditional Okanagan Leadership Principles
http://www.indigenouspolicy.org/xviv-1/xviv-1-articles.htm#baptiste
Powerpoint Presentation link
http://www.sharingindigenouswisdom.org/presentations/PowerPoints/EthanBaptiste.pdf
Abstract
There are traditional Okanagan governance and leadership principles and guidelines that have been informed through language terms and traditional stories. These have been interpreted and taught to us by our elders of the Okanagan Nation. Five principles of traditional Okanagan leadership will be discussed; will of the people, leadership training, protection of the land, leading by example and continuously validated authority. These are the principles that will be applied to the leadership of today. The focus of such analysis will be on the application of these traditional principles to current governance systems, including accountability, transparency, consultation, communication and decision making. The Osoyoos Indian Band (OIB) will be the case study used to contextualize this analysis. There are several Western leadership principles that have been accepted and adopted by our leadership, at OIB and other bands and Nations. These are the Western principles that need to be Indigenized so they will benefit our communities. However, I will not stop there, as it is easy to criticize without proposing any real changes. So, following each criticism I will add my own propositions or beginning proposals to change that is needed to re-vitalize our systems of governance in order to rightly incorporate traditional values.
http://www.indigenouspolicy.org/xviv-1/xviv-1-articles.htm#baptiste
Powerpoint Presentation link
http://www.sharingindigenouswisdom.org/presentations/PowerPoints/EthanBaptiste.pdf
Abstract
There are traditional Okanagan governance and leadership principles and guidelines that have been informed through language terms and traditional stories. These have been interpreted and taught to us by our elders of the Okanagan Nation. Five principles of traditional Okanagan leadership will be discussed; will of the people, leadership training, protection of the land, leading by example and continuously validated authority. These are the principles that will be applied to the leadership of today. The focus of such analysis will be on the application of these traditional principles to current governance systems, including accountability, transparency, consultation, communication and decision making. The Osoyoos Indian Band (OIB) will be the case study used to contextualize this analysis. There are several Western leadership principles that have been accepted and adopted by our leadership, at OIB and other bands and Nations. These are the Western principles that need to be Indigenized so they will benefit our communities. However, I will not stop there, as it is easy to criticize without proposing any real changes. So, following each criticism I will add my own propositions or beginning proposals to change that is needed to re-vitalize our systems of governance in order to rightly incorporate traditional values.
Wednesday, December 3, 2008
CV
Curriculum Vitae
Ethan Baptiste, BBA
_________________________________________________________________
Education Background:
2008
PhD student, UBC-Okanagan
Program: Interdisciplinary Indigenous Studies
Research Focus: Indigenous Economics and Development and Syilx Economic Theory.
2005
Bachelors of Business Administration (Finance), Thompson River’s University.
Current Status
2008
College Professor, Political Science (Aboriginal Studies), Okanagan College.
Refereed Contributions to Scholarship
Publications
Articles
Baptiste, Ethan
2008 “Traditional Governance: A Case Study of the Osoyoos Indian Band and Application of Okanagan Leadership Principles” Indigenous Policy Journal Vol. XVIV, No. 1, Spring, 2008.
Book Reviews
Baptiste, Ethan
2008 Review of Calvin Helin’s “Dances with Dependency”. Brandon: Brandon University, 2008. The Canadian Journal of Native Studies 30 (1) (accepted for publication).
Other Refereed Contributions
Conference Proceedings
Baptiste, Ethan
2008 “Traditional Values, Knowledge and Activities; Implications for Mining,” presented in the Shock Doctrine: Indigenous Peoples Experience in Canada, Vancouver, BC.
2007 “Traditional Governance: Replacing a Traditional Dream with a Western Nightmare,” presented in the Sharing Indigenous Wisdom: An International Dialogue on Sustainable Development Conference, Green Bay, Wisconsin.
2007 “Indigenous Legal Issues: Contextualizing the Gap Between Theory and Practice,” presented in the 12th Annual UBC Faculty of Law Interdisciplinary Legal Studies Graduate Students Conference. Vancouver, BC.
2007 “Fostering Environmental Protection Through Traditional Governance,” presented in the 6th Annual Symposium of Native Scholarship at the University of Washington, Seattle, Washington.
2006 “Traditional Okanagan Governance Systems in Practice,” presented in the Celebrating Indigenous Legal Traditions Law Conference, Vancouver, BC.
Upcoming Conferences Scheduled
Baptiste, Ethan
2008 “Dissecting Internal Community Barriers and Devaluation of Indigenous Graduates: A Discussion on Stereotypes, Leadership, Knowledge, Power and Social Space,” to be presented in the World Indigenous Peoples’ Conference on Education (December), Melbourne, Australia.
Invited Presentations
2008 “Indigenous Economic Theory Development,” presented to the Okanagan Indian Educational Resources Society Annual General Assembly: Honoring Academic Pursuit; Syilx/Okanagan Scholar. Penticton, BC.
2007 “Okanagan Nation’s Strategic Opportunities within the United Nations Permanent Forum on Indigenous Issues,” presented to the Okanagan Nation Alliance Annual General Assembly. Merritt, BC.
2007 “Indigenous Place and Perspectives within Academy,” presented to the International Day to Eliminate Racism Forum: UBC-Okanagan. Kelowna, BC.
Upcoming Presentations Scheduled
2008 “Creating Partnerships to Move Forward within Economic Development,” to be presented to the Okanagan Nation Alliance Business Opportunities Conference. Penticton, BC.
Non-refereed Contributions
Seminars
Baptiste, Ethan
2007 “Practical Application of Traditional Leadership and Values within Indigenous Communities,” presented to the United Native Nations Youth Governance Provincial Roundtable, Vancouver, BC.
Service
2008 – Present
Co-Chair, Okanagan Nation Alliance Economic Advancement Committee
Steering Committee, UBC Aboriginal Strategic Plan Development
Advisory Council, UBC First Nations Health Curriculum Project
Board of Directors, Ooknakane (Penticton) Friendship Center
2004 – Present
Member, UBC Okanagan and Okanagan College Aboriginal Advisory Board
2006 – 2008
Co-Chair, Okanagan Nation Alliance Natural Resource Committee
Research Projects
2007 – Present Research Designer. Impacts, Direction and Status of Economic Development within the Okanagan Nation Territory.
2007 Research Design Team Member, (with Sheldon Tetreault, Jay Johnson, Collette Manuel) Okanagan Nation Alliance Governance Review. Conducted in partnership with National Center for First Nations Governance and Okanagan Nation Alliance.
2007. Investigator, (with Jeannette Armstrong, Maxine Baptiste and Vanessa Mitchell) Outline the Past, Present and Future Research Needs of the Okanagan Nation.
Ethan Baptiste, BBA
_________________________________________________________________
Education Background:
2008
PhD student, UBC-Okanagan
Program: Interdisciplinary Indigenous Studies
Research Focus: Indigenous Economics and Development and Syilx Economic Theory.
2005
Bachelors of Business Administration (Finance), Thompson River’s University.
Current Status
2008
College Professor, Political Science (Aboriginal Studies), Okanagan College.
Refereed Contributions to Scholarship
Publications
Articles
Baptiste, Ethan
2008 “Traditional Governance: A Case Study of the Osoyoos Indian Band and Application of Okanagan Leadership Principles” Indigenous Policy Journal Vol. XVIV, No. 1, Spring, 2008.
Book Reviews
Baptiste, Ethan
2008 Review of Calvin Helin’s “Dances with Dependency”. Brandon: Brandon University, 2008. The Canadian Journal of Native Studies 30 (1) (accepted for publication).
Other Refereed Contributions
Conference Proceedings
Baptiste, Ethan
2008 “Traditional Values, Knowledge and Activities; Implications for Mining,” presented in the Shock Doctrine: Indigenous Peoples Experience in Canada, Vancouver, BC.
2007 “Traditional Governance: Replacing a Traditional Dream with a Western Nightmare,” presented in the Sharing Indigenous Wisdom: An International Dialogue on Sustainable Development Conference, Green Bay, Wisconsin.
2007 “Indigenous Legal Issues: Contextualizing the Gap Between Theory and Practice,” presented in the 12th Annual UBC Faculty of Law Interdisciplinary Legal Studies Graduate Students Conference. Vancouver, BC.
2007 “Fostering Environmental Protection Through Traditional Governance,” presented in the 6th Annual Symposium of Native Scholarship at the University of Washington, Seattle, Washington.
2006 “Traditional Okanagan Governance Systems in Practice,” presented in the Celebrating Indigenous Legal Traditions Law Conference, Vancouver, BC.
Upcoming Conferences Scheduled
Baptiste, Ethan
2008 “Dissecting Internal Community Barriers and Devaluation of Indigenous Graduates: A Discussion on Stereotypes, Leadership, Knowledge, Power and Social Space,” to be presented in the World Indigenous Peoples’ Conference on Education (December), Melbourne, Australia.
Invited Presentations
2008 “Indigenous Economic Theory Development,” presented to the Okanagan Indian Educational Resources Society Annual General Assembly: Honoring Academic Pursuit; Syilx/Okanagan Scholar. Penticton, BC.
2007 “Okanagan Nation’s Strategic Opportunities within the United Nations Permanent Forum on Indigenous Issues,” presented to the Okanagan Nation Alliance Annual General Assembly. Merritt, BC.
2007 “Indigenous Place and Perspectives within Academy,” presented to the International Day to Eliminate Racism Forum: UBC-Okanagan. Kelowna, BC.
Upcoming Presentations Scheduled
2008 “Creating Partnerships to Move Forward within Economic Development,” to be presented to the Okanagan Nation Alliance Business Opportunities Conference. Penticton, BC.
Non-refereed Contributions
Seminars
Baptiste, Ethan
2007 “Practical Application of Traditional Leadership and Values within Indigenous Communities,” presented to the United Native Nations Youth Governance Provincial Roundtable, Vancouver, BC.
Service
2008 – Present
Co-Chair, Okanagan Nation Alliance Economic Advancement Committee
Steering Committee, UBC Aboriginal Strategic Plan Development
Advisory Council, UBC First Nations Health Curriculum Project
Board of Directors, Ooknakane (Penticton) Friendship Center
2004 – Present
Member, UBC Okanagan and Okanagan College Aboriginal Advisory Board
2006 – 2008
Co-Chair, Okanagan Nation Alliance Natural Resource Committee
Research Projects
2007 – Present Research Designer. Impacts, Direction and Status of Economic Development within the Okanagan Nation Territory.
2007 Research Design Team Member, (with Sheldon Tetreault, Jay Johnson, Collette Manuel) Okanagan Nation Alliance Governance Review. Conducted in partnership with National Center for First Nations Governance and Okanagan Nation Alliance.
2007. Investigator, (with Jeannette Armstrong, Maxine Baptiste and Vanessa Mitchell) Outline the Past, Present and Future Research Needs of the Okanagan Nation.
Resume
Ethan Baptiste
1896B Fox Road, Westbank BC V4T 2H3
Phone: 250.486.4919
Email: ebaptiste12@hotmail.com
Work Experience
Okanagan College: College Professor 2008-Present
Duties: Instructor related responsibilities within the Political Science department and Adult Academic Career Preparation program.
Okanagan College: Aboriginal Mentor 2006-Present
Duties: Provide educational support to Aboriginal Students; Act as primary resource for Aboriginal students at Okanagan College; Perform all related student service duties, such as academic planning assistance, peer mentoring, tutoring, event organization and addressing other student concerns.
Okanagan Nation Alliance - Natural Resource Committee Co-Chair 2006-08
Duties: Negotiating team member to address consultation/accommodation agreements with industry and business; Presentation and updates to ONA Chief’s Executive Committee and incorporate feedback and direction into strategies; Research relevant court cases, natural resource agreements and government protocols, Assist in development of Okanagan Nation Natural Resource Land Use policies.
UBC – Okanagan: Teaching Assistant 2006-07
Duties: Marking assignments and exams, managing discussion periods, teaching tutorials and lectures under supervision of faculty, invigilation duties, academic assistance to students.
Education
UBC Okanagan, Kelowna, BC 2007-Present
Program: Doctorate of Philosophy, Interdisciplinary Indigenous Studies
Research Focus: Indigenous Economics and Syilx Economic Theory
UBC Okanagan, Kelowna, BC 2006-2007
Program: Master’s of Arts, Interdisciplinary Indigenous Studies
Research Focus: Traditional Okanagan Governance
UBC Okanagan, Kelowna, BC 2005-2006
Program: Indigenous Studies
Thompson Rivers University, Kamloops BC 2001-2005
Program: Bachelor of Business Administration
BBA Completed, Major – Finance
Volunteer Experience
2008-Present
Okanagan Nation Alliance Economic Advancement Committee Co-Chair
UBC Aboriginal Strategic Plan Development Steering Committee
UBC First Nations Health Curriculum Project Advisory Council
Ooknakane (Penticton) Friendship Center Board of Directors Member
2004-Present
UBC Okanagan/Okanagan College Aboriginal Advisory Board member
2005-Present
Okanagan Nation Traditional Hunting Trek Co-organizer
Okanagan Nation Canoe Border Crossing Organizing Committee Member
2008
South Okanagan Native Boys Hockey Coach
2007
Okanagan Nation Alliance Representative to the United Nations PFII
2005-2007
Okanagan Nation Unity Canoe Trek Organizing Committee Member
UBC Okanagan Powwow Society Chair
South Okanagan Secondary Teen Boys Mentor
UBC Okanagan FN Student Executive Council
2004-2006
UCC Aboriginal Advisory Council
2004-2005
UCC Cariboo Student Society Native Rep
UCC First Nations Peer Support Team Leader
2003-2005
UCC First Nations Student Association President
2002-2005
UCC Powwow Committee Chair
Nk’mip Powwow Committee Chair
2003
Kamloops Big Brother’s Big Sister’s volunteer
1896B Fox Road, Westbank BC V4T 2H3
Phone: 250.486.4919
Email: ebaptiste12@hotmail.com
Work Experience
Okanagan College: College Professor 2008-Present
Duties: Instructor related responsibilities within the Political Science department and Adult Academic Career Preparation program.
Okanagan College: Aboriginal Mentor 2006-Present
Duties: Provide educational support to Aboriginal Students; Act as primary resource for Aboriginal students at Okanagan College; Perform all related student service duties, such as academic planning assistance, peer mentoring, tutoring, event organization and addressing other student concerns.
Okanagan Nation Alliance - Natural Resource Committee Co-Chair 2006-08
Duties: Negotiating team member to address consultation/accommodation agreements with industry and business; Presentation and updates to ONA Chief’s Executive Committee and incorporate feedback and direction into strategies; Research relevant court cases, natural resource agreements and government protocols, Assist in development of Okanagan Nation Natural Resource Land Use policies.
UBC – Okanagan: Teaching Assistant 2006-07
Duties: Marking assignments and exams, managing discussion periods, teaching tutorials and lectures under supervision of faculty, invigilation duties, academic assistance to students.
Education
UBC Okanagan, Kelowna, BC 2007-Present
Program: Doctorate of Philosophy, Interdisciplinary Indigenous Studies
Research Focus: Indigenous Economics and Syilx Economic Theory
UBC Okanagan, Kelowna, BC 2006-2007
Program: Master’s of Arts, Interdisciplinary Indigenous Studies
Research Focus: Traditional Okanagan Governance
UBC Okanagan, Kelowna, BC 2005-2006
Program: Indigenous Studies
Thompson Rivers University, Kamloops BC 2001-2005
Program: Bachelor of Business Administration
BBA Completed, Major – Finance
Volunteer Experience
2008-Present
Okanagan Nation Alliance Economic Advancement Committee Co-Chair
UBC Aboriginal Strategic Plan Development Steering Committee
UBC First Nations Health Curriculum Project Advisory Council
Ooknakane (Penticton) Friendship Center Board of Directors Member
2004-Present
UBC Okanagan/Okanagan College Aboriginal Advisory Board member
2005-Present
Okanagan Nation Traditional Hunting Trek Co-organizer
Okanagan Nation Canoe Border Crossing Organizing Committee Member
2008
South Okanagan Native Boys Hockey Coach
2007
Okanagan Nation Alliance Representative to the United Nations PFII
2005-2007
Okanagan Nation Unity Canoe Trek Organizing Committee Member
UBC Okanagan Powwow Society Chair
South Okanagan Secondary Teen Boys Mentor
UBC Okanagan FN Student Executive Council
2004-2006
UCC Aboriginal Advisory Council
2004-2005
UCC Cariboo Student Society Native Rep
UCC First Nations Peer Support Team Leader
2003-2005
UCC First Nations Student Association President
2002-2005
UCC Powwow Committee Chair
Nk’mip Powwow Committee Chair
2003
Kamloops Big Brother’s Big Sister’s volunteer
Tuesday, December 2, 2008
OIB Chief Position Candidacy Announcement
Announcement of Candidacy for Chief
December 2, 2008
After discussions were held with my family, I am pleased to announce my candidacy for the position of Chief of the Osoyoos Indian Band.
As many of you know, I have was born and raised on our reserve and believe that our reserve is my true home. Even though I have been living off-reserve over these many years, with the sole purpose of gaining an education, it has always been my intention to return home, when that time had come. Through these many years I have committed to; an alcohol and drug free life, learning to drum and actively learning our language, culture, teachings and attending ceremonies. All the while I received a degree, held many rewarding employment positions, volunteered my time whenever I could and raised a family. Now, I really believe that time is here: Time for me to come home.
I believe that a Chief should be bound by the traditional principles and guidelines that have been taught to us through our stories and language. Because, through leadership can come the revitalization of our people, as Syilx, all the while remembering how our elders have instructed us to live by “protect the land, protect the people”. That is why I believe we need to move forward as a people, because it is the collective nature of how we approach leadership that will produce the most crucial decisions that must be made over the next two years; how do we as a community:
· Ensure that everyone has a voice, especially our youth and elders
· Put power back into the hands of the people
· Regenerate our language, culture and traditions, for the long term
· Ensure that we are getting the most value for our precious land
· Ensure that development benefits everyone, the whole community
· Make our own health a priority and create a healthy community
· Ensure that everyone is treated equally and fairly
· Make education a real priority
· Ensure there is accountability and transparency throughout the Band, in all operations and departments.
Overall, we can take comfort that we can and are meant to move forward and act together, as a people. Since, as our elders have taught us; the more people that are included into the decision making process the more likely it will benefit everyone because then we will confidently know all the issues, positives and negatives, will have been addressed and discussed before a decision has been made.
Over the past 10 years I received a Bachelors of Business Administration Degree and during that degree my major was Finance and Financial Management. During my Masters studies I focused my research on our traditional governance, how we, as Syilx, have governed ourselves throughout history, the changes that occurred and how we can revitalize our traditional governance structures and principles. Currently, as a Doctorate student I have focused my studies on Economics; economics from a Syilx, as well as other Indigenous Peoples, perspectives. I believe that we can find a way to balance our traditional values and principles with economic development and do not have to simply adopt and copy what is done off reserve. There are real and viable alternatives, but it is up to us to choose them. This is where our elders come in, and there needs to be real inclusion for our elders within decisions made, inclusion that goes beyond giving the opening prayer. Because, it is our elders that hold the teachings that will enable us to bridge the gap between our own path and the non-native path.
I believe that our governance is key to moving our people forward, and I am not new to politics, as I have experience at the Band, Nation, Provincial, National, and even the International level. Previously, I have held the ONA Natural Resource Committee Co-chair for two years, which was a body that represented all Bands of the Okanagan Nation, where I was called upon to participate in upper level government-to-government discussions on developments within our traditional territory.
Also, I was recently hired as a Professor at the Okanagan College in Kelowna. This school year I will teach First Nations Studies 12 and Aboriginal Studies 100. The main message in both classes: We, as Indigenous People, have our own Indigenous knowledge, teachings and education, which are just as valid as non-native education systems. Teaching has been very rewarding, as I often learned along with the students who brought a fresh new perspective to the issues discussed, and for that reason, I truly believe our youth should be directly included in the decisions made within our Band.
These are some of the reasons why I am in this race and why I believe it is time to come home. I consider the Chief’s position in our Band carries a huge responsibility, mainly because that person is accountable every day and accountable for every action, and that is how I will approach the position and humbly ask for your support.
I welcome your questions, comments, suggestions and wisdom. Please feel free to contact me by email at ebaptiste12@hotmail.com or call my cell 250.486.4919.
Lim’limpt
Ethan Baptiste
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