Aboriginal Co-operatives in Canada - Centre for the Study of Co ...

A P P E N D I X I ~grow on the coast), our sale of soapberry preserves re-institutes traditional trade links betweenCoastal and Interior First Peoples. Managing the land for resources other than timber is also aFirst Nations tradition. The co-op helps to focus the tradition of reaping sustainable benefitsfrom the forest without destroying or degrading the forest ecosystem. Finally, the idea of a cooperativefits in well with the Gitxsan people’s traditional economic unit of huwilp (houses).Traditionally, goods were shared amongst members of individual houses and were bartered(sold) amongst houses and nations.It is not a goal of Wilp Sa Maa’y to create an exclusively First Nations co-op. Membership isopen to all members of the immediate community and to anyone else who wants to purchaseshares. We believe that an open membership can help to build the relationship between Nativeand non-Native people as they work towards a common goal in their community. Membershipin mid-2000 stands at 106 people, 46 of whom are Native. The second elected board has threeNative and three non-Native directors. Previously, the board was comprised of four Nativepeople and three non-Native. Any member of the community is welcome to attend our annualgeneral meetings and any member can stand for election to the board.Although it is not the goal of Wilp Sa Maa’y to be an exclusively First Nations enterprise, itmay eventually be run largely by First Nations people. Unemployment is highest amongst thispopulation, so the work is most needed in that community. Such First Nations leadership maybe beneficial since most of the picking occurs on traditional territories. If First Nations cancontrol what was once a traditional activity, it may help to recapture traditional cultural values,political power, and instil pride and a sense of control. Administration of such a co-op wouldalso provide development of leadership skills and business management skills. Certain grantsand loans are also available for First Nations enterprises that are not available to the public atlarge, so we have followed an unwritten goal of maintaining 50 percent (or greater) Nativerepresentation on the board of directors.The role of clans or extended families is very evident in our co-operative. We notice that manyof our members (both Native and non-Native) are clusters of family members, where one ortwo original participants have urged other family members to join. There are some obviousadvantages to family connections being used to expand the membership, with these new membersoften investing in numerous shares. But within the local First Nations community, theremay also be disadvantages if dominance by particular families then inhibits other families fromparticipating. In addition, board members need to learn how to avoid favouritism and conflictsof interest.Being a land-based enterprise, berry picking of course has a bearing on the land question.Sustenance use of wild berries is recognized as an Aboriginal right, but the commercialharvesting of nontimber forest products is typically unrecognized and unregulated. According382 ~