Cooks Ferry Band

1. Cooks Ferry Band Siska Band Nooaitch Band Coldwater Band 100 % 100 % 100 % 100 % Skw’akw’iyap Economic Development Corp. 9086 Investments Ltd. 538053 BC Ltd. 543454 BC Ltd. 25 % 25 % 25 % 25 % 9110 Investments Ltd. (Bare Trustee) DBA – Esh-kn-am Investments Joint Venture Cultural Resources Management Services Department Eagles Nest Log Industries Ltd. Donald Ursaki 50 % 60 % 40 % 50 % 9110 Investments Ltd. Limited Partner 49.95% Creative Native Designs Joint Venture Eagles Nest Log Homes Joint Venture 50 % 100 % Qwa’eet Operating Company Ltd. General Partner Qwa’eet Forest Products Ltd. Partnership Aspen Planners Ltd. Limited Partner 49.95% 0.01 % 50 %

2. Esh-Kn-Am Investments Joint Venture Cluster Strategy-Draft Version July 2008

3. What is a Cluster? • Clusters are geographic concentrations of interconnected companies, specialized suppliers, service providers, and associated institutions in a particular field that are present in a nation or region. • Clusters arise because they increase the capacity, economies of scale. (Local Access to Human Capital (which includes TEK) & Non-Timber Forest Resources) • The development and upgrading of clusters is an important agenda for governments, companies, and other institutions. Cluster development initiatives are an important new direction in economic policy, building on earlier efforts in macroeconomic stabilization, privatization, market opening, and reducing the costs of doing business. Source: Institute for Strategy and Competitiveness

4. New Approach to Economic Development Old Model New Model Reduce Poverty Create Jobs and Wealth Focus on Deficiencies and Social Needs Focus on Competitive Advantage and Investment Economic Space: Neighborhood Economic Space: Region Lead: Government Lead: Private Sector Source: Institute for Strategy and Competitiveness

5. Shifting Responsibilities for Economic Development Old Model New Model • Government drives economic development through policy decisions and incentives • Economic development is a collaborative process involving government at multiple levels, companies, teaching and research institutions, and institutions for collaboration Source: Institute for Strategy and Competitiveness

6. Clusters and Competitiveness Non-Timber Forest Resources Soaps Transportation/ Distribution Siska Traditions Society; Bands; Government Agencies; NGOs (i.e CFDC); NTFP IAC; Health Canada; Ministry Forest and Range Jams Sugar/Pectin Teas Jars/lids/labels Ointments IT Forest/ Managed Resources/ Growers Processing Facilities Salve Packaging Website Berries Specialized Publications, T.E.K. (e.g.STS) Raw Materials from Land Tourism Cluster Educational, Research, (e.g. UBC, Royal Roads Bands, CRMS & Trade Organizations (future state) Certified Harvesters Cluster Food Cluster (e.g., Smoking/Drying/Freezing)

7. Non-Timber Forest Resources Business Environment Competitors Advantages -FN brand recognition (leadership) -Sustainable harvesting -location Disadvantages -access to capital -access to infrastructure -lack of coordination among firms Input Customers Advantages • Potential Workforce Availability (Young population) • Leader in FN NTFR • Strong Leadership • Joint-Venture Partnership • Logistical advantage • Inexpensive land cost • Access to natural resources • Disadvantages • Limited infrastructure • Information infrastructure • Limited technological infrastructure • Lack of property rights to manage other access to natural resources Advantages: -Proximity to sophisticated markets (Kamloops, Okanagan Region and Vancouver) -Distribution Opportunities (Brenda) -Near tourism market (highway) -Portability of products Disadvantages: -lack/limited of local customer base -Will not be geared to towards mass market (all segments of customer base). -too much product choice -product available of where largest customers are located. Related and Supporting Industries Advantages: -Presence of two businesses to support STS. -Presence of FN outlets: Presence of tourism Anchors; linkage to Hotel Cluster (Renaissance) Disadvantages -Low density limits ability to develop local specialized suppliers and service firms -Access to natural resources; certified pickers -Shortage of trades (potential suppliers)

8. Clusters and Competitiveness Value-Added Wood Bird Feeder/Houses Powertools Suet Feeders Government Agencies; NGOs (i.e CFDC); Packaging Industry; Bands Handtools Bat House IT Cedar Planks (potential) Limited Skilled Labour Processing Facilities Packaging Packaging E-commerce Plastic/Metals/Birdseeds Secondary Products (Potential) Raw Materials From suppliers Tourism Cluster Educational, Research, (e.g. BC Wood, Bands, FPInnovations & Trade Organizations (Mike to Add) Non-Timber Forest Cluster Forestry Cluster

9. Value-Added Wood Business Environment Competitors Advantages -FN brand recognition (leadership) -Chain of certification -sophisticated product/aesthetic/creative Disadvantages -limited access to capital -high logistical/storage costs Input Customers Advantages: -Proximity to sophisticated national/international markets -Distribution Opportunities (Brenda) -Near tourism market (highway) Disadvantages: -lack/limited of local customer base -Will not be geared to towards mass market (will only focus on customers w/houses). -too much product choice -Will not be geared towards economical customers. Advantages: • Potential Workforce Availability (Young population) • Strong Leadership • Joint-Venture Partnership • Logistical advantage (Highways, rail) • Inexpensive land cost • Access to raw materials • Access to facilities (production) • Disadvantages: • Limited infrastructure • Information infrastructure • Limited equipment/tools • High cost of inputs • Distance to market Related and Supporting Industries Advantages: -Presence of existing business to support CND. -Presence of tourism Anchors; Disadvantages -Low density limits ability to develop local specialized suppliers and service firms -Limited transportation suppliers -No retail / distribution partners

10. Clusters and Competitiveness Cultural Resources Management Services Reports Data (e.g Advisor information) Maps Investors (Four bands); Bands; Federal and Provincial government; municipal government; Industry standard Human Capital Co-management/ Co-stewardship IT (Hardware & Software) Impact & Accommodation Agreement Proposals/Marketing Database (to make Informed Decisions) Project Team Training (incubator) Potential impact analysis Website Economic Development Associated Businesses Cluster Office infrastructure Natural Resource Cluster Educational Institutions & Trade Organizations (IT, Cultural Modeling, Archeological) First Nation Consultation Cluster Land development Cluster

11. Competitors Cultural Resources Management Services Business Environment Advantages -FN brand recognition -Access to one-of-kind technology -Network of associations; Bands -Partnerships with Gov’ts -Strong project team Disadvantages -access to capital -access to infrastructure -political interference -new entrant (i.e strategic plan) Input Customers Advantages • Potential Workforce Availability (Young population) • Leader in CRMS • Strong Leadership • Joint-Venture Partnership • Extensive experience/ strong technical knowledge • Synergies of input • Access to data (pending) • Trust • Disadvantages • Limited infrastructure • Lack of sustainable funding • Lack of consistency in referrals • Staff turnover • Capacity to meet increased demand Advantages: -Goodrelationships with customers -Linked with other bands (good referrals) -Excellent customer satisfaction (e.g BC Hydro) -Can engage any indigenous group nationally and internationally. Disadvantages: -unwilling customers due to legislative requirements. -time limited contracts -Political changes Related and Supporting Industries Advantages: -Access to web-based land management /referral tool (CoNect). Disadvantages -Lack of substitute for critical supplier.

12. Clusters and Competitiveness Information Technology Database administrators Trainers Government Agencies; IT Industry; NGOs; Bands Consulting Services/Training Software/Hardware Hosting Servers Customer Services Skilled Labour/ Training facility Esh-Kn-Am Network Administration tools Infrastructure installation Capacity building Telecom Marketing Curriculum Curriculum Educational Institutions, Trade Organizations CRMS Cluster

13. Information Technology Business Environment Competitors Advantages -FN brand recognition -Holistic approach to FN. -Limited competition -Unique service; value-added solutions; bundled services -Cost of service Disadvantages -access to capital -access to infrastructure -lack of staff -new entrant Input Customers Advantages • Potential Workforce Availability (Young population) • Vision for the cluster • Joint-Venture Partnership • Access to network of industry professionals. • Blueprint IT strategy; can be replicated for any nation/band. • Disadvantages • Limited infrastructure • Information infrastructure • Limited technological infrastructure • Limited skilled professionals • No training facility Advantages: -First Nations: presents strong market -Untapped market -FN community more prone to contract with FN service provider. -FN communities more attracted to customized solutions, Disadvantages: -lack/limited of local customer base -Will not be geared to towards mass market (all segments of customer base). -too much product choice -IT budgets for FN Bands maybe limited Related and Supporting Industries Advantages: -Relationship with unique supplier (I.e CoNect). -Associated with IT suppliers (i.e Microsoft) Disadvantages -need to develop more established relationships with Suppliers.

14. Clusters and Competitiveness Bio-Fuels Production Transportation/ Distribution Bands; Government Agencies; NGOs (i.e CFDC); NTFP; Ministry Forest and Range;Ministry of Agriculture and Lands; Agriculture Canada; Ministry of EMPR; Machinery/Chipper Ethanol Human Capital Wood Pellets IT Forest/Agriculture Resources Processing Facilities Logs Research Heat/Energy/Electricity Market Research Website Raw Materials from Land Petroleum Cluster Educational, Research, (e.g. UBC, Royal Roads) Bands, Trade Organizations Energy Cluster Forestry Cluster

15. Bio-Fuels Production Business Environment Competitors Advantages -FN brand recognition -Already completed feasibility study -Sustainable harvesting -Location Disadvantages -access to capital -access to infrastructure -distance between raw material and processing facility Input Customers Advantages • Potential Workforce Availability (Young population) • Strong Leadership • Joint-Venture Partnership • Logistical advantage • Inexpensive land cost • Potential access to biomass • Disadvantages • Limited infrastructure • High cost to produce • Limited technological infrastructure • Lack of machinery • Limited trained workforce Advantages: -Proximity to markets (Kamloops, Okanagan Region and Vancouver) -Established markets; market demand for product -Distribution Opportunities (Brenda) -Near tourism market (highway) -Portability of products Disadvantages: -lack/limited of local customer Base -will not be geared to towards mass market (all segments of customer base). -access to adequate biomass to meet customer demand Related and Supporting Industries Advantages: -Potential partnership with other bands/industries to increase supply of biomass Disadvantages -Low density limits ability to develop local specialized suppliers and service firms -Access to natural resources; -Shortage of trained workers

16. Influences on CompetitivenessMultiple Geographic Levels Broad Economic Areas Groups of Neighboring Nations Nations Regions Rural Communities Source: Institute for Strategy and Competitiveness

17. Generic Project Timeline Develop Cluster Action Plans (Stage 2) Organize Project Leadership (Ongoing) Prioritize and Identify Target Clusters (Stage 1) Launch and Implement Action Plans (Stage 3) • Form a leadership committee consisting of reputable private and public sector leaders • Build relationships within the business, academic and communities to act as project advisors • Conduct in-depth cluster analysis and demographic profile • Analyze current and past research reports and projects • Prioritize and select target clusters • Identify and secure cluster team leadership • Select business environment issues • Form cluster action and business environment teams • Develop action plans and success measures • Establish an organization structure to drive implementation • Disseminate strategy report and wide-spread communications • Measure and communicate progress • Identify new opportunities Continuous Process

18. Proposed Project Workflow • Select clusters based on various criteria decided by the Leadership Committee 1. Select Cluster • Identify strong cluster chairs who are leaders in the cluster • Build a diverse private sector led team • Ensure team size is manageable 2. Form Action Team 3. Identify Opportunities • Identify and prioritize actions to strengthen cluster, improve business environment and increase productivity • Develop a short and long term action plan to implement the team’s recommendations • Establish success measures 4. Create Action Plan • Identify and assign resources to implement the action plan • Executive Committee monitors and communicates the team’s progress 5. Implement

19. Strategic location • Located near regional transportation and infrastructure nodes Underutilized Workforce Near Regional Markets • Large pool of available workers Esh-Kn-Am • In close proximity to near by urban centres such as Kelowna and Kamploops. Linkage to industrial/regional clusters • Support of growth clusters such as tourism, transportation and alternative energy Competitive Advantages of the Esh-Kn-Am