VOLUME 3 - ISSUE 4 ///// AUG/SEPT 2014
THE SUPREME COURT HANDS DOWN THE TSILHQOT’IN DECISION
WHAT HAPPENS NOW? ITA DELIVERS
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NABOC OSOYOOS 2014
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FNFA ISSUES $90 MILLION BOND
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///// COVER STORY THE SUPREME COURT HANDS DOWN THE TSILHQOT’IN DECISION
WHAT HAPPENS NOW?
VOLUME 3 - ISSUE 4 ///// AUG/SEPT
///// IN THIS ISSUE
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2014
THE SUPREME COURT HANDS DOWN THE TSILHQOT’IN DECISION
WHAT HAPPENS NOW? ITA DELIVERS
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NABOC OSOYOOS 2014
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07
FNFA ISSUES $90 MILLION BOND
A B O R I G I N A L M A R K E T P L A C E . C O M
PUBLISHER Geoff Greenwell 2G Group of Companies geoff@2ggroup.ca MANAGING EDITOR Marlon Louis editor@aboriginalmarketplace.com CREATIVE DIRECTOR Tina Lee Rodocker tina@2ggroup.ca
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ADVERTISING SALES Marlon Louis editor@aboriginalmarketplace.com CONTRIBUTORS Keith Henry, Merle Alexander, Neil Philcox, Dene Skylar, Frank Busch & Geoff Greenwell 2014 PRODUCTION SCHEDULE Oct/Nov & Dec/Jan (2015) DISTRIBUTION Aboriginal Marketplace is published by 2G Group of Companies ©2012 all rights reserved. The magazine is distributed globally online and in printed form in Canada. The views expressed in the Aboriginal Marketplace are those of the respective contributors and not necessarily those of the publisher or staff. WWW.ABORIGINALMARKETPLACE.COM
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BDC SEEKS TO BROADEN BUSINESS WITH ABORIGINAL ENTREPRENEURS
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IMAGINE THE POSSIBILITIES! CANADA’S FIRST EVER FIRST NATIONS GAS STATION AND CONVENIENCE STORE CONFERENCE AND TRADESHOW TO BE HELD AT NK’MIP RESORT IN OSOYOOS FROM OCTOBER 27TH - 29TH, 2014.
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ABORIGINAL TRAVEL SERVICES
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NABOC OSOYOOS A PERENNIAL CONFERENCE FAVOURITE
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FIRST NATIONS AND MAJOR PROJECTS IN BC TAKING THE COMMERCIAL LEAD
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BRITCO AND THE GITXSAN DEVELOPMENT CORPORATION ANNOUNCE PARTNERSHIP
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ITA DELIVERS ON TRANSITION PLAN TO STEER NEW APPROACH TO SKILLED TRADES TRAINING IN B.C.
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WOODLAND CREE FIRST NATION STRIVING TO RE-ESTABLISH SELF-SUFFICIENCY
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FIRST NATIONS FINANCE AUTHORITY ISSUES $90 MILLION BOND
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CHIEF CLARENCE LOUIE LAUNCHES ABORIGINAL STRATEGY GROUP LLP CONSULTING PARTNERSHIP AT NABOC OSOYOOS
///// FEATURES 09 KEEPING IT RIEL 12 LEGAL EAGLE
Aboriginal Marketplace - Aug/Sept 2014 3
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BDC SEEKS TO BROADEN BUSINESS WITH ABORIGINAL ENTREPRENEURS
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boriginal entrepreneurs are the lifeblood of their communities. The wealth, jobs and innovation they provide is a foundation on which Aboriginal communities can build a brighter future. However, like many owners of Canadian small and medium-sized businesses, Aboriginal entrepreneurs don’t always get the support they need. That’s why the Business Development Bank of Canada (BDC) has undertaken numerous initiatives in recent years to strengthen its relationships with Aboriginal entrepreneurs. BDC is the only Canadian bank dedicated exclusively to entrepreneurs. Our mission is to help create and develop Canadian businesses by offering them loans and advice. Through more than 100 business centres across Canada, our 2,000 employees help 28,000 Canadian business owners succeed.
BDC IS THE ONLY CANADIAN BANK DEDICATED EXCLUSIVELY TO ENTREPRENEURS. OUR MISSION IS TO HELP CREATE AND DEVELOP CANADIAN BUSINESSES BY OFFERING THEM LOANS AND ADVICE. BDC, which is wholly owned by the Government of Canada, does this by complementing the role played by privatesector banks. We are strong believers in partnerships—working with other organizations and financial institutions. Together, we are able to better serve the needs of business owners. It’s an important job because small and medium-sized businesses account for 99.8% of all Canadian companies and employ more than 60% of private sector workers.
ABORIGINAL BUSINESSES: A GROWING MARKET BDC’s Aboriginal Banking unit was founded in 1996, and its total commitment to Aboriginal entrepreneurial projects reached $162 million at the end of 2013. Several trends indicate that BDC’s relationships with Aboriginal entrepreneurs will only grow in coming years. As the recent Aboriginal Economic
Benchmarking Report notes, a young, fastgrowing and vibrant Aboriginal talent pool is starting businesses at a record pace. In fact, Aboriginals are starting businesses more than twice as fast as non-Aboriginal Canadians. Many are seeking to leverage opportunities stemming from the 60-million hectares of Aboriginal-owned and controlled lands which are often either strategically-located or rich in natural resources. Aboriginal lands provide ideal locales for the growing fields of eco-tourism, forestry and a variety of other sectors to grow and prosper. There are numerous signs that aboriginal businesses are moving to the forefront in these areas. For example, a variety of entrepreneurialrelated trade shows and other events are now being held each year. The 2014 edition of the National Aboriginal Business Opportunities Conference (NABOC) was the busiest ever. In short, it is increasingly clear that many Aboriginal entrepreneurs are ready to take the next step.
ABORIGINAL BANKING
BDC’s Aboriginal Banking unit provides a variety of financing options that can help Canada’s 37,000 Aboriginal entrepreneurs to succeed. BDC lends to Aboriginal entrepreneurs for a variety of projects including real-estate acquisition and development financing, equipment purchase financing and working capital needs. Financing in the First Nations generally falls into three categories. The first consists of lending to First Nation community-owned businesses, which are often structured as joint ventures. The second consists of lending directly to First Nation individual-owned businesses. The final category consists of lending directly to First Nations. The BDC participate in all but the last category. In general BDC favours strategic alliances with other financial institutions. This gives Aboriginal entrepreneurs greater flexibility to seize opportunities, overcome the unexpected and attract additional financing. Aboriginal Marketplace - Aug/Sept 2014 5
BDC’s specialized loan products include Growth Capital for Aboriginal Business program, which enables Aboriginal entrepreneurs to obtain financing to a maximum amount of $25,000 for start ups and up to $100,000 to help existing businesses get to the next level. Another initiative, the Aboriginal Business Development Fund combines financing with management training and ongoing mentorship. Funds are directed to local Aboriginal organizations, enabling them to allocate the money to local entrepreneurs.
BDC EQUIPMENT LINE Flexible financing is particularly important during a time when Aboriginal businesses, such as First Nations lumber producers, are striving to boost productivity. In recent years, BDC has launched several initiatives to make it easier for businesses to obtain the equipment they need. For example, BDC’s Equipment Line enables companies to spread out purchases over a 12-month period. This loan product recognizes that state-of-the-art production lines often consist of numerous, complex
BDC’S FIRST-HAND ABORIGINAL EXPERTISE HELPS YOU GROW YOUR BUSINESS. At BDC, we’re dedicated to taking entrepreneurs to the next level. You can count on our flexible financing and consulting services to provide you with made-to-measure solutions — so that your business gets exactly what it needs. BDC IS THE ONLY BANK DEDICATED EXCLUSIVELY TO ENTREPRENEURS. FINANCING | CONSULTING > BDC.CA
6 Aboriginal Marketplace - Aug/Sept 2014
elements, which are often highly-specialized, custom-made and only available from a few suppliers. The result is often long and uncertain delivery schedules. That means that setting up or rejigging a production line efficiently and cost-effectively can take time. The Equipment Line enables BDC customers to negotiate their purchases with confidence, over a 12-month period, knowing that financing is in place. That means time becomes their ally and not their enemy.
TOP-NOTCH CONSULTING SERVICES Aboriginal entrepreneurs, like entrepreneurs everywhere, often need more than financing. They also need advice they can count on, at a price they can afford. BDC’s consulting professionals are constantly updating their expertise to meet those demands. BDC has already delivered more than 150 consulting mandates to Aboriginal clients in Canada, helping them in areas such as strategic and business planning, marketing and financial management. This advice helps Aboriginal businesses to grow, increase efficiency and become more profitable. BDC experts can advise entrepreneurs on overcoming key challenges in such areas as digital marketing, operational efficiency, international expansion, technology implementation and innovation. Clients, who often compete on a global basis, gain a huge leg up through their access to some of the best minds in their industries. In short, there is a world of opportunity out there. Aboriginal entrepreneurs are ready and willing to participate. The Business Development Bank of Canada wants to be there for them. And BDC’s support does make a difference. A recent Statistics Canada study found that BDC clients achieved much better results than non-clients. For example, clients that received loans from BDC had up to 14% higher sales growth than non-clients between 2001 and 2010. And clients that received both loans and consulting advice did even better. They had up to 25% higher growth than non-clients in those years. So, BDC’s patient, tailored approach to lending and the excellence of our business advice really does accelerate the entrepreneurs’ success. To find out more about how BDC can help your business become more competitive, growth-oriented and profitable, visit BDC.ca or call us at 1-877-BDC-BANX (1-877-232-2269).
IMAGINE THE POSSIBILITIES! CANADA’S FIRST EVER FIRST NATIONS GAS STATION AND CONVENIENCE STORE CONFERENCE AND TRADESHOW TO BE HELD AT NK’MIP RESORT IN OSOYOOS ON OCTOBER 28TH AND 29TH, 2014.
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etro- Canada, is working with the Osoyoos Indian Band and Aboriginal Marketplace Events to put together Canada’s first ever conference and tradeshow aimed at First Nations gas stations and convenience stores. The conference and tradeshow will be held at the Osoyoos Indian Band’s (OIB) NK’MIP Resort. The idea for the event came from conversations between Chris Bower, Business Development Manager for OIB, and Barry
Wood head of Dealer Development in Western Canada for Petro-Canada. “Barry and I were working together on building the Band’s new gas station/convenience store at the entrance to our NK’MIP Resort, and we got to talking about how most of the First Nations in Canada are still operating their gas stations as independents without a name brand. The value of a name brand on your gas station makes a huge difference in sales, so we thought we should try to put together an event at our resort that shows other First Nations the value of converting to a name brand,” said Chris. The conference will be held at NK’MIP Resort from October 27th - 29th 2014. The agenda will feature the latest innovative marketing and merchandising concepts in the industry, product positioning advice, financial benefits of working under a name brand, contract development, advice on site locations, the latest advances in technology; as well as numerous other industry specific topics
that will be of great value to all First Nation gas station/convenience store operators. “The target market for this event is any First Nation (or First Nations individual) who operate a gas station/convenience store(s) or are thinking of opening an operation, the information at the event will be really helpful in improving the efficiency and profitability of operating a store,” said Kelly McRae of Aboriginal Marketplace Events. “The event will be open to anyone who wishes to attend though and we expect a number of industry related exhibitors to attend and showcase their products and services,” he added in closing our interview. Registration for the event is selling fast and anyone interested in more information on attending as a delegate or exhibitor should contact events@aboriginalmarketplace.com
Chief Clarence and Osoyoos Mayor Stu Wells at the opening day of the new gas station
Aboriginal Marketplace - Aug/Sept 2014 7
IN PARTNERSHIP WITH
IMAGINE THE POSSIBILITIES
2014 FIRST NATIONS GAS STATION AND CONVENIENCE STORE CONFERENCE IMAGINE THE POSSIBILITIES
Petro-Canada is a Suncor Energy business
PETRO-CANADA, ABORIGINAL MARKETPLACE EVENTS AND THE OSOYOOS INDIAN BAND HAVE PARTNERED ON THE CREATION OF CANADA’S FIRST EVER CONFERENCE AND TRADESHOW SPECIFICALLY FOR FIRST NATIONS GAS STATION AND CONVENIENCE STORE OWNERS. IF YOU OWN, MANAGE OR ARE THINKING OF DEVELOPING A GAS STATION/CONVENIENCE STORE, THEN THIS EVENT WILL SHOW YOU THE STEPS TO SUCCESS!
JOIN HOST CHIEF CLARENCE LOUIE FROM OCTOBER 27TH - 29TH AT THE OSOYOOS INDIAN BAND’S SPECTACULAR NK’MIP RESORT CONFERENCE TOPICS/ACTIVITIES INCLUDE: · · · · · ·
HOW TO IMPROVE YOUR RETAIL SALES MARGINS THE KEY TO EFFECTIVE PRODUCT PLACEMENT ADDING ADDITIONAL PRODUCT LINES TO INCREASE PROFITS CHOOSING A GOOD SITE FOR A GAS STATION FINANCING GAS STATION DEVELOPMENTS BRAND POWER
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THIS WILL BE THE BEST NETWORKING OPPORTUNITY IN 2014 FOR FIRST NATIONS GAS STATION AND CONVENIENCE STORE OWNERS AND MANAGERS, REGISTER TODAY! FOR MORE INFORMATION AND TO REGISTER EMAIL US AT: EVENTS@ABORIGINALMARKETPLACE.COM
A B O R I G I N A L M A R K E T P L A C E . C O M
KEEPING IT RIEL ///// KEITH HENRY - PRESIDENT, BC MÉTIS FEDERATION K.HENRY@BCMETIS.COM
KEEPING IT
T
his month I want to focus on the importance of economic development as it relates to Métis people and communities in British Columbia in the context of “Time for Change.” This past month the Supreme Court of Canada continued to uphold the rights of First Nations in the Tsilhqot’in decision. The decision was yet another court ruling where government and industry have yet to properly address the rights of many Aboriginal communities; including First Nation, Inuit, and the Métis. Today it is interesting to read the various interpretations of this decision but regardless of how one views or interprets the decision, there is no denying the increased strength and importance of the results for First Nations. Unfortunately all too often I have witnessed Métis communities left out by industry, Government, and at times First Nations as it relates to the notion of Impact
Night photo of front facade of the Supreme Court
RIEL
Benefit Agreements. This is not to sound disrespectful but if there is one thing I hope for in the future is mutual respect and recognition that if Métis people asserting rights in an area are impacted, they have every right to expect proper consultation and accommodation. Over time I believe that the economic wealth and impacts measured though industry consultation throughout Canada has become limited to a game of politics and misunderstandings. There are very few examples of Impact Benefit Agreements for any Métis in British Columbia or across the country however I know firsthand that there are historic and Métis communities and families practicing their traditional lifestyles each day. Not because of potential future benefits but rather because this is their way of life and not to be denied who they are. What we need is change in understanding and awareness within industry, government, and other Aboriginal
communities. There needs to be a consistent process to ensure Métis communities and families that are active and practicing their traditional lifestyles should be consulted and accommodated fairly and respectfully. Has the world changed somewhat? It has but there is a long way forward and many of the current practices by industry within the Métis community lack ethics and social license. Consultation and accommodation should not be a game of soliciting funds but rather ensure that the people most affected are being properly consulted and accommodated. I encourage our Métis community, industry, governments, and First Nation leaders to welcome such an approach going forward. For more information about the BC Métis Federation please go to our website www.bcmetis.com. Just trying to keep it Riel!
Aboriginal Marketplace - May/June 2014 9
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ver the course of the past few years AtBC has explored the concept of providing an Aboriginal travel service initiative to provide further marketing and business support for current Aboriginal cultural tourism experiences that are market ready. The Aboriginal Travel Services business plan is designed to support an increased visitation for Aboriginal tourism experiences as well as provide corporate travel solutions for Aboriginal communities, supporting partners and organizations who want to support the Aboriginal tourism industry. Aboriginal Travel Services has been established to support corporate travel services for any partner with a focus on serving the Aboriginal communities, Tribal Councils, corporate partners and Aboriginal tourism businesses. AtBC CEO Mr. Keith Henry stated; “The launch today is a major achievement. It is a reflection of the hard work and dedication by our management team and board of directors. Extensive review and research was completed and AtBC is extremely proud to launch a First Nations owned and operated service that will reinvest revenues into the Aboriginal tourism industry.” AtBC Chair Brenda Baptiste stated, “Our leadership team has made Aboriginal Travel Services a priority and this demonstrates commitment to our stakeholders showing that
we are working hard to bring business in new marketing and direct travel planning support. It also provides Aboriginal communities with a new corporate travel support service creating and supporting our own economies.” AtBC CEO Mr. Keith Henry concluded; “The future continues to be exciting and Aboriginal Travel Services offers future sustainability to market Aboriginal tourism in British Columbia as well as meet the travel services for all corporate needs including booking flights, hotels, and car rentals.” Information about Aboriginal Travel Services can be reviewed at www.aboriginaltravelservices.com. Information about the Aboriginal Tourism Association of British Columbia is available at www.aboriginalbc.com.
Industry Contact
Keith Henry Chief Executive Officer Office 1-604-921-1070 Email khenry@aboriginalbc.com You can follow Aboriginal Tourism BC on twitter @AtBC_Updates
Aboriginal Marketplace - Aug/Sept 2014 11
LEGAL EAGLE ///// MERLE ALEXANDER - PARTNER, GOWLINGS LLP MERLE.ALEXANDER@GOWLINGS.COM
TSILHQOT’IN – LEGAL HYPE OR GAME CHANGER? KEY ELEMENTS OF THE DECISION THAT ARE ABSOLUTE GAME CHANGERS ARE:
Merle Alexander
S
ince the release of Tsilhqot’in on June 26, 2014, leadership meetings, conferences, media stories and, of course, legal opinions circulated on what this decision really means. If we believe industry and Crown lawyers, you might think that the case is limited to a few BC First Nations and that “business as usual” remains the law. I am here to tell you, that is dead wrong. The law of Aboriginal title and the requirement for Consent will change the legal landscape throughout Canada. Is it just hype by self-interested lawyers or is it really a game changer for our Peoples? For First Nations that have continuing Aboriginal title, the Tsilhqot’in case is the most substantively important legal decision ever handed down by a Canadian Court.
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(1) It is the first declaration of Aboriginal title in Canada; (2) The Court “lowered the bar” to prove title by rejecting the Crown’s site specific (postage stamp) approach in favour of a territorial, usebased approach to Aboriginal title; (3) Title proven not only to village sites, but also to a much larger tract of land which was used regularly and exclusively for hunting, fishing, and other activities; (4) Aboriginal consent is now the required “gold standard”, before and after title has been recognized; and (5) There will be a greater role for Aboriginal customary law in defining Aboriginal title and restricting infringements that can be justified. A full discussion requires a more detailed analysis, so I will focus on what I believe is the resounding game changer for First Nations across Canada, the role of Consent. Consent is the new “Gold Standard” Prior to Tsilhqot’in, the Courts had generally held “consultation and accommodation” were the standards for infringements of Aboriginal and treaty rights.
THE SCOPE OF CONSULTATION SET OUT IN DELGAMUUKW REMAINED:
(1) consultation, (2) “more than mere consultation”/ accommodation and (3) consent, but the Courts have been sending mixed messages. In Haida, the Court said that there is “no veto” and that “agreement is not required” for asserted but not proven Aboriginal and treaty rights. Haida for the past 10 years has clouded the law on whether consent remained a legal standard. Now, the skeptics are silenced. The Court said in no uncertain terms said that “The right to control the land conferred by Aboriginal title means that governments and others seeking to use the land must obtain the consent of the Aboriginal title holders.” There will be no debates in Canada about whether Prior Informed Consent is only a principle in the UN Declaration on the Rights of Indigenous Peoples. It is the law. Is Consent required even if you haven’t proven title yet? Yes. In my opinion, legal consent is required before and after Aboriginal title is proven. I am not one to quote directly from cases but the Supreme Court of Canada is sending a direct message to both the Crown and Industry on this issue of consent. The Court stated: “Governments and individuals proposing to use or exploit land, whether before or after a declaration of Aboriginal title, can avoid a charge of infringement or failure to adequately consult by obtaining the consent of the interested Aboriginal group.”
“If development has proceeded without consent prior to Aboriginal title being established, [the Crown] may be required to cancel the project upon establishment of the title if continuation of the project would be unjustifiably infringing” In other words, if Governments/Industry do not obtain consent of affected First Nations, they place their entire project at jeopardy of being cancelled. Will Tsilhqot’in affect negotiations with Industry and Government? Yes. There were two false assumptions that were inherent to Crown and Industry approaches to appropriate deals with Aboriginal Groups:
(1) our Title rights were limited; and (2) our consent was not a requirement to their advancement of projects. It is fairly simple. The applicable law for project approval by Aboriginal Peoples changed and now the Crown and industry must comply. We should be sending a message to Government and Proponents: “Reconsider your negotiation mandate and adapt to the change in the law”. This ship is not moving without us aboard. Will Tsilhqot’in apply throughout Canada? Yes. For Treaty First Nations, you require an immediate analysis regarding whether
there is a strong argument that you have NOT surrendered Aboriginal title. This will require looking at your own customary law and parole evidence about your Peoples understanding of the sacred contract. For all Aboriginal Peoples, it is my prediction that the requirement for consent that will apply in BC and other jurisdictions without treaties will over time change the legal and business norms. Standards achieved in one region will become the fair and equitable standard for doing business in our Aboriginal country.
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A B O R I G I N A L M A R K E T P L A C E . C O M
NABO OSOYOOS – A PERENNIAL CONFERENCE FAVOURITE
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or the last six years a regular event on many people’s calendars has been the annual National Aboriginal Business Opportunities Conference (NABOC) in Osoyoos hosted by Chief Clarence Louie. Started in 2009, NABOC Osoyoos is in its 6th year and has become one of the most popular Aboriginal/Private Sector business networking events in western Canada. All 5 previous years events have sold out and the feedback from delegates has been increasingly positive yearon-year. So why change an event that is so successful? We asked 2G Group CEO Geoff Greenwell for his reasoning behind the change in format of the 2014 event? “We continually ask our delegates for feedback at all of our events and we take onboard as many 16 Aboriginal Marketplace - Aug/Sept 2014
of the good suggestions as we can; this helps us ensure that we are creating good value for our clients when they attend our events,” said Geoff. “People love coming to the Osoyoos Indian Band’s NK’MIP Resort anyway, it is such a special place and has a fantastic aura of positive energy, however as always we wanted to improve on previous years,” added Geoff. “For this September’s event we have added a special day for Aboriginal delegates only in front of the regular two days of networking we usually have. Day one this year is dedicated to sharing information on Impact Benefit Agreements. It will be Aboriginal delegates and representatives of Aboriginal business groups only; no private sector and no government will be allowed in. The intent of this one day session, which will be led by prominent IBA lawyers from Gowlings LLP, is to allow for open dialogue and information sharing
BOC about IBA’s between Aboriginal groups,” Geoff explained. “Days two and three of the event are open to all delegates and we are putting together some excellent presentations for Day two, as well as creating a schedule to allow for all-day one-onone networking and business pitching on Day three,” explained Geoff. “People want to do more networking and less listening so we’ve altered the format of the event to maximize the networking opportunities and slim down the plenary sessions to just one day.” “We’re very pleased that Chief Ian Campbell of the Squamish Nation is going to be one of MC’s at NABOC Osoyoos. We decided that Ian’s sharp wit and relaxed style of delivery would be a perfect fit for the atmosphere we like to create at our events,” said Geoff. “We’re also working on some great musical talent for the hospitality events at the NK’MIP Desert Cultural Centre, it’s such a great outdoor venue for listening to music while you’re eating under the stars.” “The theme of this year’s event is ‘Time for Change’ and to ensure we get the right mix of private sector people to network with our Aboriginal delegates we’ve been doing personal
George Leach
invitations; Private sector delegate space will be limited to 120 with another 80-100 spaces being held for Aboriginal delegates.” “It really is Time for Change,” said Chief Clarence Louie when we talked with him recently. “It’s time for all business leaders in this country to help end the Aboriginal dependency cycle. We need to work together to create business opportunities and joint ventures that benefit both aboriginal communities and private sector businesses. We have a sub-theme at this year’s event of the ‘National Aboriginal Business Leadership Summit’ because we want to see leaders and decision makers around the table,” added the Chief. For information and to register for the 2014 National Aboriginal Business Opportunities Conference in Osoyoos go to www.2ggroup.ca Aboriginal Marketplace - Aug/Sept 2014 17
FIRST NATIONS AND MAJOR PROJECTS IN BC:
TAKING THE COMMERCIAL LEAD BY NEIL PHILCOX THE BLENDED CAPITAL GROUP
WHY COORDINATED LEADERSHIP MATTERS
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ritish Columbia faces a wave of industrial development in the next decade or two. The extent to which this development supports the economic development goals of First Nations is still uncertain. What is certain is that First Nations will have a much greater say in what development goes forward, and on what terms. The recent Supreme Court case awarding title to the Tsilhqot’in Nation is clear evidence of this significant role. Major projects in BC have the potential to significantly alter the political, social, economic an environmental landscape of many traditional territories and communities, as well the relationship between First Nations and all levels of government. For example, in the LNG terminal and oil/ gas pipeline sectors alone, approximately $150 billion worth of projects is under consideration by proponents or regulators. The scope, scale and timing of these projects
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present challenges and opportunities for First Nations. One the one hand, new investment that supports the economic development goals of a community can be a powerful foundation for Nation building. On the other hand, large industrial projects are often deeply divisive, and run roughshod over the social, cultural, and environmental priorities of a community. First Nations will need to take the lead (individually and collectively) in negotiations with all levels of government, proponents, contractors, and other First Nations to ensure that proposed projects maximize community benefits and minimize the risks. In cases where communities support the economic development opportunities that come with a project, the focus of negotiations should be commercially oriented, not political. The opposite is true in cases where communities do not support a project, and political or legal avenues are the only options. Commercial negotiations are all about maximizing the stream of benefits (or
values) from a project, and minimizing the risks. First Nations often consider a wider set of benefits and risks, compared to proponents. First Nations leadership is therefore critical to ensure that all relevant benefits and risks are dealt with in negotiations, and suitable alternatives presented to proponents. Leadership will also be critical to ensure that communities are able to communicate and collaborate with each other. This communication and collaboration is especially important when issues arise that affect multiple communities, or when the potential for conflict between communities is high. Key Issues with Major Projects Major projects raise concerns due to their scope, scale and overall impact. Many of the proposed energy projects will also impact communities across upstream, midstream and downstream sections (e.g. gas extraction, transport and liquefaction). At the community level, significant resources and support are required to make the best decisions
possible through all stages of a negotiation with governments, proponents, and contractors. Ultimately, the best decisions are based on good data and information, including: • A clear set of community goals/objectives • A well defined leadership structure, supported by a good information that provides negotiators with a hierarchy of priorities
LEADERSHIP STRUCTURE
ACCESS TO DATA/INFORMATION
IMPLEMENTATION/EXECUTION
Individual communities have established political leadership structures, but many have limited access to:
First Nations have limited access to environmental data/information to assess:
Major project agreement will require the development or up-scaling of existing economic or commercial institutions, systems and personnel to:
• Decision support systems for large and complex project negotiations. •Well-established economic or commercial institutions and management teams. •Forums for coordination/collaboration and conflict resolution.
• Access to technical information about a project’s potential stream of benefits and risks • A clear understanding of the capacity required to implement/execute major project agreements/obligations
Aligning Leadership for Optimal Outcomes An opportunity exists for leaders of Key First Nations to coordinate their efforts to (i) maximize the stream of benefits (or values) from proposed major projects, and (ii) minimize the risks. This coordination is especially relevant where major projects are connected through upstream, midstream and downstream activities. Three components are required for the successful coordination of commercial negotiations between First Nations and governments, proponents, and contractors. Two of the components are internal to the decision making process for First Nations leaders, and the third is the interface between First Nations and governments, proponents, and contractors.
A FNS LEADERSHIP TABLE • Made up of communities whose territory and members are directly affected by activity in the upstream, midstream and downstream sections of proposed major projects.
• Impact of individual projects in traditional territory. • Cumulative impact of multiple projects in traditional territory. • Cumulative impact of projects across traditional territories (upstream, midstream, downstream). First Nations have limited access to project/sector related data/information to assess: • Full set of commercial opportunities in a project.
• Exercise opportunities nested in IBAs. • Secure benefits and meet obligations defined in commercial agreements with proponents/prime contractors. • Initiate, review, manage and monitor partnerships, joint ventures, etc. with third parties. • Recruit, train, employ, develop and retain community members across all skill levels. • Report and communicate economic and commercial activities to wider community.
• Timelines and milestones that directly impact the planning and resourcing of different commercial opportunities in a project. •Technical requirements and risks/returns of the commercial opportunities in a project.
TECHNICAL SUPPORT TEAMS – ENVIRONMENT & PROJECT RELATED • To provide data and information to the Leadership Table regarding environmental concerns and priorities of affected communities, with a focus on minimizing risks. • To provide commercial and project management information to the Leadership Table regarding project opportunities, timelines an milestones, with a focus on maximizing the stream of benefits. • Made of key environmental, technical, industry, financial, etc. partners.
COMMERCIAL/PROJECT NEGOTIATING TABLE • Interface between with governments, proponents, and contractors.
The Blended Capital Group works with clients who deploy capital and communities and companies that need capital to support strong communities and sustainable economies. Our services include: • Assessment and development of capital raising strategies for communities and corporations seeking investment; • Strategic planning and advisory services to communities/ economic development corporations; • Advisory services for communities and corporations raising capital; •Assistance with the communication of investment offerings to investors. To continue the conversation, please contact Neil Philcox at +1.604.773.7221, or by email at nbp@blendedcapital.com.
• Comprised of key leaders committed to the concept of working together to maximize benefits and minimize risks. • With direct experience negotiating with governments, proponents, and contractors. • Focused on securing and supporting commercial agreements for acceptable projects in their territory.
Aboriginal Marketplace - Aug/Sept 2014 19
BRITCO AND THE GITXSAN DEVELOPMENT CORPORATION ANNOUNCE PARTNERSHIP
TOGETHER WE WILL BE ABLE TO PURSUE CUSTOMERS SEEKING WORKFORCE ACCOMMODATION AND MODULAR BUILDING RENTAL PRODUCTS AND SERVICES FOR MANY OF THE PROPOSED ENERGY AND RESOURCE PROJECTS IN THE TRADITIONAL TERRITORY OF THE GITXSAN.
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AZELTON, BC (June 26, 2014) - Britco and the Gitxsan Development Corporation (GDC) have signed a memorandum of understanding to establish a building rental and workforce accommodation business focused on large infrastructure projects proposed in Northwestern BC. “As a leading modular construction company, BC-based Britco brings a great deal of expertise to the table, including a familiarity of the region that we consider a real asset,” said Rick Connors, President and CEO of GDC. “Together we will be able to pursue customers seeking workforce accommodation and modular building rental products and services for many of the proposed energy and resource projects in the traditional territory of the Gitxsan”. Britco and GDC will provide jobs, skills training and employment opportunities for Gitxsan Nation members and procurement opportunities for Gitxsan Nation memberowned businesses. In addition, Britco and GDC will work with Evergreen BioHeat Ltd to incorporate locally sourced Gitxsan Nation biomass as a green energy alternative to heating the workforce accommodations.
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“We’re excited about this partnership because it gives Britco the opportunity to work with a successful First Nation owned business, whose members’ companies add capacity to Britco’s on-site construction team,” said Mike Ridley, President of Britco. “It’s a great fit that benefits both organizations.” Britco and GDC have already begun marketing the partnership to customers and project proponents in both BC and Alberta.
ABOUT GITXSAN FIRST NATION AND GITXSAN DEVELOPMENT CORPORATION: The Gitxsan Nation or “People of the River of Mist” comprise approximately 13,000 members worldwide, with approximately 8,000 members residing in the 33,0000 square kilometer territories located in Northwest British Columbia. GDC guides and supports it subsidiaries’ many new ventures and business initiatives throughout the Gitxsan traditional territory and beyond in cooperation with all Gitxsan members. GDC pursues diverse business interests in a responsible manner with the goal
of stimulating the local economy and creating jobs for local people. GDC is unique, melding the traditional governance of the Gitxsan with the contemporary needs of business. Every Gitxsan member has a stake in GDC based on his or her membership in a house (wilp).
ABOUT BRITCO: With approximately 1,000 employees in Australia, Canada and the United States, Britco is one of the largest modular construction companies in the industry. Britco provides temporary and permanent residential and commercial modular buildings and offers leading design-build capabilities as well as turnkey construction management services for a wide range of customers in the construction, energy and resource sectors. Britco is headquartered in Langley, British Columbia. Britco’s parent company is Vancouver based WesternOne Inc., (TSX: WEQ). Additional information about Britco and WesternOne is available at www.britco.com, www.weq.ca or www.sedar.com.
ITA DELIVERS ON TRANSITION PLAN
TO STEER NEW APPROACH TO SKILLED TRADES TRAINING IN B.C. NEW INDUSTRY ENGAGEMENT STRATEGY PLACES INDUSTRY AT THE HEART OF TRADES TRAINING SYSTEM VANCOUVER, B.C.
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he Industry Training Authority (ITA) has competed the first 90 days of aTransition Plan in direct response to the recently launched B.C.’s Skills for Jobs Blueprint as well as recommendations made in The Industry Training Authority and Trades Training in BC: Recalibrating for High Performance (McDonald Report). In the first 90 days, ITA has delivered on over 20 actions and will continue to deliver on government’s expectations as it transforms into a highperformance, customer-focused organization that is timely, responsive, and labour market demand driven.
ITA’S TRANSITION PLAN INCLUDES FOUR KEY AREAS: 1. Transform Industry Relations ITA has introduced a broader industry engagement strategy to ensure alignment of B.C.’s training system with industry demand (see more information below). 2. Launch LNG Action Plan ITA is working in consultation with industry on an Action Plan for Liquefied Natural Gas (LNG) trades training that aligns with regional and sectoral demands. The LNG Action Plan will be released in August 2014. 3. Re-Align Training Investment ITA is working with government to develop and establish a transparent process for making training investment decisions aligned with labour market demand targets. 4. Enhance ITA Capability
Functions carried out by the Industry Training Organizations (ITOs) will be transferred into ITA by October 31, 2014 (with minimal impact on industry). ITA will have 15 Apprenticeship Advisors, including five Aboriginal focused advisors, by December 31, 2014 (see update about additional 6 Apprenticeship Advisor hires). ITA will also
ensure that it has the capability needed to deliver on other government expectations. As part of “Transform Industry Relations”, ITA has introduced a broader industry engagement strategy that is key to ensuring a responsive and relevant skills training system in B.C. The approach includes the establishment of nine Sector Advisory Groups (SAG) representing key trade sectors (see list below), as well as the introduction of Industry Relations Managers to oversee broader industry engagement. Program standards maintenance will continue with engagement and input from subject matter experts. Sector Advisory Groups will provide the essential role of advising government and ITA on industry-specific issues key to skills training in the province. The groups are to be driven by industry, and populated with representation from employers (including small- and mediumsized), contractors, aboriginal, and labour. Participation is voluntary with no funding provided by government or ITA. The LNG Sector is the first Sector Advisory Group to
Aboriginal Marketplace - Aug/Sept 2014 21
be established and will be overseen by The Premier’s Liquefied Natural Gas Working Group. The other eight Sector Advisory Groups are yet to be established (see Terms of Reference and application process www.itabc. ca/industry). “It is clear that the newly appointed board of the Industry Training Authority has worked aggressively to provide a 90-day action plan and that implementation of the McDonald Report recommendations are well underway. Key initiatives include the transition to Sector Advisory Groups that will validate labour market needs and relevant data and the announcement of the permanent appointment of Gary Herman as the CEO of the ITA,” says Minister Shirley Bond, Minister of Jobs, Tourism and Skills Training and Minister Responsible for Labour. “There is still a lot of work to be done, but we have already seen significant progress.”
THE NINE SECTOR ADVISORY GROUPS ARE FOR THE FOLLOWING SECTORS KEY TO THE B.C. ECONOMY: • LNG (including Natural Gas). The LNG SAG will be The Premier’s Liquefied Natural Gas Working Group. • Shipbuilding • Construction • Mining • Forestry • Hospitality • Transportation • Aerospace • Manufacturing
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In addition to the nine Sector Advisory Groups, ITA will also ensure other sectors have the opportunity to provide input to the system through surveys, events and meetings. Newly appointed Industry Relations Managers and Apprenticeship Advisors will also ensure that industry stays connected to ITA. Details of the broader engagement plan will be rolled out in the coming weeks. “We look forward to continuing to implement this robust Transition Plan. Working more closely with industry is at the heart of skilled trades training. We’ll have increased collaboration and clearer insights into specific industry needs with the Sector Advisory Groups, Industry Relations Managers and broader industry engagement,” says Gary Herman, ITA CEO. “We’re moving quickly to ensure the voice of industry and labour is more clearly articulated at every stage of planning and delivery. Together, we will be accountable for ensuring the province has the right skills, in the right place, at the right time based on labour market demand.” ITA will continue to provide Transition Plan updates through the link www.itabc.ca/transition.
WOODLAND CREE FIRST NATION STRIVING TO RE-ESTABLISH SELF-SUFFICIENCY BY: DENE SKYLAR
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he Woodland Cree First Nation (WCFN) is situated in Northern Alberta 85km northeast of the town of Peace River. For time immemorial the ancestors of the Woodland Cree have used, occupied and had care and control of their traditional homelands. The WCFN are part of the greater Cree peoples being one of the largest groups of First Nations/ Native Americans in North America, with over 200,000 members living in Canada and many more living in the USA. The majority of Cree in Canada live north and west of Lake Superior, in Ontario, Manitoba, Saskatchewan, Alberta and the Northwest Territories. The Cree are an Algonquianspeaking people and have many different dialects. In the United States, the Cree historically lived from Lake Superior westward. Today, the Cree predominantly live in Montana, where they share a reservation with the Ojibwe (Chippewa). Woodland Cree First Nation (WCFN) is part of the larger Cree Nation that stretches from BC across to Labrador, Canada. The Cree, like many other First Nations, were forced off their best lands on a westward migration over time due to displacement by foreign people migrating to Canada and the USA. The new comers were fleeing from Europe to look for life, liberty and the pursuit of happiness and to escape the colonial-aristocratic grip of oligarchic type treatment from their aristocratic-religious corporatist controllers. All other indigenous peoples of the Americas suffered the same fate as they experienced the displacement and attempted cultural extinguishment by the newcomers. From the annihilation and extinguishment of the Beothuk people of Newfoundland to the establishment of Reserves (land theft and land jails), to the imposition of the Indian Act (Paternalistic control), to the establishment of Residential Schools (Educational extinguishment of First Nation culture) and various health experiments, to the White Paper of 1969 (Assimilation), and now the strategic systematic approach by governments to marginalize First Nations through imposition of unnecessary
THE CREE, LIKE MANY OTHER FIRST NATIONS, WERE FORCED OFF THEIR BEST LANDS ON A WESTWARD MIGRATION OVER TIME DUE TO DISPLACEMENT BY FOREIGN PEOPLE MIGRATING TO CANADA AND THE USA.
Aboriginal Marketplace - Aug/Sept 2014 23
paper burden and paternalistic administrative demands far in excess of what is expected of similar groups and corporations in Canada, the experience has been nothing short of genocidal treatment. As the European and other nations’ corpocratic leadership slowly creeps out of the dark ages of command and control consumption tactics into a more mature and democratic way, it is hoped that they will continue to embrace the civilized values of First Nations to make our world a better place for all beings, animals and Mother Earth. The experience of our native brothers and sisters at the hands, laws and practices of the newcomers has left major socio-cultural-economic-environmental and psychological challenges for Canada’s original peoples. But the Ancestral Way of the Cree and other First Nations that has never been extinguished! Despite being marginalized socially and economically, facing extreme racism and inhuman treatment, the Cree are rising with good capable and educated (traditional and academic) leadership to embrace their ancestral ways, values and practices that made them successful in using, occupying and having care and control of their lands, waters and resources as their ancestors did for millennia before them. The WCFN want nothing less than to be independent and self-sufficient with their land base restored and proper economic, social, health, housing, language, culture, history, heritage, environmental conservation and their governance restored to a good quality of life standard. The Cree have been, along with 24 Aboriginal Marketplace - Aug/Sept 2014
other First Nations, the largest contributors to Canada’s state of well-being and high living standards, as much of the Cree lands have provided Billions upon Billions of dollars of wealth to governments, non-indigenous peoples, the European Crowns and the national and international Corporations spawned by them. Despite the marginalization and genocidal treatment, the Cree are open – like their ancestors were- to implementing a new age of fair partnerships, true justice through sharing, engaging mutual respect and implementing the true stewardship and unity among all by respecting the fact that the true Crowns are the people and every person must be brought up to embrace their full potential and not be consumed by paternalistic self-interest imposed by minority outside forces. In 1989 the WCFN took a bold step by entering into a government to government Treaty Land Entitlement (TLE) agreement with the Canadian government and Province of Alberta. The TLE provided a land entitlement based on an imposed 128 acre per person formula – even though settlers coming into Canada were granted 160 acres each of free land. Everyone knows that to practice the natural traditional way, First Nations have thousands of square kilometers of traditional lands they require to practice their Aboriginal Rights which are protected under the Canadian Constitution and so the WCFN have extensive traditional territories that extend far beyond the tiny reservations allotted by the
Canadian government. Today the WCFN has a membership of about 1094 citizens with reserve lands of 16106 hectares (39798.79 acres) plus thousands of square kilometers of traditional homeland territories which includes the communities of Cadotte Lake, Marten Lake, Golden Lake, and Simon Lake. WCFN traditional territories host incredible natural resource wealth and the beauty of the WCFN traditional lands are phenomenal. Pristine lakes, rivers, streams and large boreal forests with wetlands and grasslands teem with wildlife including moose, caribou, rabbits, wolves, bears, buffalo, birds, fish and much more. The WCFN citizens continue to hunt, trap, fish and gather berries, herbs, roots and medicines like their ancestors did before them. The Cree language is spoken by adults and youth and the school even has Cree curriculum for elementary grades. The WCFN citizens continue to forge ahead and they have a deep respect for their elders and one can see the unity as families look out for each other and the community spirit is still alive and well in WCFN communities. It has been known for decades that the traditional lands of the WCFN and their neighboring cousins host world class deposits of oil and gas in liquid form but also in oil sands formations. On October 31, 2013 Royal Dutch Shell plc (Shell) announced its decision to proceed with its Carmon Creek project in Alberta, Canada, located on WCFN traditional lands. The project
Council are equally vibrant and experienced in various areas of expertise: Councilors Frank Whitehead, Heather L’Hirondelle, George Merrier and Kathleen Laboucan all have extensive experience in culture, language, housing, education, economic development, leadership and service to their WCFN citizens. WCFN Chief and Council are well equipped to make some dynamic strides forward to achieve their goals of becoming self-sufficient and they are asserting their inherent rights as the oldest government in their traditional homelands. WCFN continues to live by its mission statement created in 1991: “We, the Woodland Cree people, will develop and maintain a self-supporting
is expected to produce up to 80,000 barrels of oil per day using a thermal in situ or Steam Assisted Gravity (SAG) process. The project is 100 per cent Shell owned and will form part of Shell’s broader production, refining and marketing business in North America. The Carmon Creek Project is estimated to cost $3.2 Billion dollars. There are many other oil programs underway in the area which is resulting in a boomtown atmosphere in Peace River, Alberta where approximately 7500 people live but with hotels, houses and new stores springing up monthly, the population is on the rise. Meanwhile, the WCFN continue to forge ahead and face many of the same challenges as other First Nations with issues such as housing shortages, high unemployment rates, inadequate education funding, etc. But WCFN is not standing by and watching development over run them. They have signed an agreement with Shell Canada to address their interests with respect to Shell working and taking oil resources from their traditional lands (the agreement is confidential). WCFN leadership is also rising to the occasion. Dynamic , energetic, experienced and educated young leader Chief Isaac Laboucan-Avirom is almost into the first year of his 3 year term as Chief. After serving as a Councillor for a term and being well versed in his culture and language, and having extensive experience with hard work and raising his young family as a certified Millwright, Chief Laboucan-Avirom is a leader suited for the modern day opportunities facing WCFN. Other leaders on the WCFN
community for our children, which respects the individual, all people, the environment and other communities.” With excellent leadership, a good understanding of their governance rights and a strong continuance of practicing their traditional economy while protecting their lands, waters and resources within the context of their Aboriginal Rights merged with the fact that they are owners of the land and have governance rights still held in Trust by the Federal government, WCFN are positioned to achieve their longstanding goal of re-establishing their self-sufficiency while maintaining their healthy and resilient cultural life-style.
Respecting your traditions inspires us to go beyond MNP combines traditional accounting with comprehensive business advisory solutions to meet the needs of our Aboriginal clients For more than 25 years, MNP has been proud of its relationship with Aboriginal communities throughout Canada. We recognize and respect the role traditional values play in your planning and decision-making process. As such, we continue to build on those traditions by developing close community ties and providing value-added services that go beyond accounting and tax services to help you prosper. With 16 offices throughout B.C., MNP offers local expertise and insight to ensure you’re well positioned to seize opportunities and achieve your goals. Kenny Ansems, CPA, CA, CAFM Provincial Director, Aboriginal Services, B.C. & Yukon T: 250.734.4335 E: kenny.ansems@mnp.ca
Mike Bonshor, CPA, CMA B.C. Leader, Aboriginal Consulting T: 778.374.2128 E: michael.bonshor@mnp.ca
Aboriginal Marketplace - Aug/Sept 2014 25
FIRST NATIONS FINANCE AUTHORITY ISSUES $90 MILLION BOND FRANK BUSCH - DIRECTOR OF INFORMATION & MARKETING, FIRST NATIONS FINANCE AUTHORITY - FBUSCH@FNFA.CA
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irst Nations have taken a major step into the world economy with the inaugural First Nations Finance Authority debenture (bond). While mainstream media chose to cover World Cup soccer, business media such as Bloomberg Newsweek and The Financial Post hailed the issuance as groundbreaking for First Nations. In the inaugural issuance, First Nations Finance Authority members received a higher rating from Moody’s Investors Service than countries like Iceland, Italy, Hungary and Ireland.
Chief Terrance Paul of Membertou First Nation stated in a press release “First Nations have made a significant step forward as economic equals with other governments. Over the long-term, this will have a profound and positive impact in our communities. By pooling and working together, it is now possible for any qualifying First Nation, regardless of size or location, to access the capital markets and enjoy the benefits of an investment-grade credit rating.” The financial markets responded with greater than anticipated interest, with 14 institutional
investors purchasing the $90 Million debenture some of whom hail from outside Canadian borders. Such confidence shown by the investment community speaks to the strength of First Nations own source revenues, their governance systems and First Nations Finance Authority investor safeguards. The capital raised by the inaugural debenture will be used by 13 First Nations Finance Authority Borrowing Members to build and make improvements to roads, water and waste systems, power/lighting, public buildings and
“THE FINANCIAL MARKETS RESPONDED WITH GREATER THAN ANTICIPATED INTEREST, WITH 14 INSTITUTIONAL INVESTORS PURCHASING THE $90 MILLION DEBENTURE SOME OF WHOM HAIL FROM OUTSIDE CANADIAN BORDERS.” 26 Aboriginal Marketplace - Aug/Sept 2014
GIVEN THE SIGNIFICANT INTEREST GENERATED FROM FIRST NATIONS AND INVESTORS ALIKE THE FIRST NATIONS FINANCE AUTHORITY IS ALREADY PREPARING FOR ITS SECOND DEBENTURE ISSUANCE.
other local infrastructure as well as providing economic opportunities both on and off reserve. Jody Wilson-Raybould, Chair of the First Nations Finance Authority and British Columbia AFN Regional Chief stated “First Nations are in an important period of transition, rebuilding our communities and moving away from governance under the Indian Act. Having the financial tools that are now available through the First Nations Finance Authority is critical in ensuring that transition can take place and in securing a better future for our peoples.” New access to capital through the financial markets is opening doors for First Nations who previously relied on short-term funding arrangements. Over the years, this has created short-term thinking on both sides of the
equation, as it pertains to the provision of government services and infrastructure in the First Nations community. By leveraging Own Source Revenues on the capital markets, First Nations who become Borrowing Members of the First Nations Finance Authority can choose financing terms of up to 30 years. This allows a break from the year-to-year planning that has plagued First Nations policy makers for far too long. “This successful debenture issue reflects the growth in First Nations economies and the material steps that have been taken moving forward, including the establishment of strong financial systems by First Nation governments,” says Ernie Daniels, President and CEO of the First Nations Finance Authority. “First Nations
economies are emerging as real players on the world stage.” The First Nations Finance Authority is a not-for-profit First Nations institution established pursuant to the federal First Nations Fiscal Management Act, that provides any qualifying First Nations from across Canada with access to the capital markets. The First Nations members govern the First Nations Finance Authority, as members elect from amongst themselves a Board of Directors. In order to fund member’s borrowing requirements prior to an expected issuance date, the First Nations Finance Authority also offers short-term loans at below Bank Prime. Short-term loans are rolled over into each new debenture. As more First Nations qualify to become Borrowing Members, the First
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Nations Finance Authority will continue to grow and diversify, looking to strengthen its credit rating and consequently the financial benefits to its members. The process to become a Borrowing Member of the First Nations Finance Authority is fairly simple. An interested First Nation must first request to be “scheduled” to the First Nations Fiscal Management Act. The reason behind this first step is that the legislation is optional, something the First Nations Finance Authority founders believed to be of paramount importance. It ensures that interested First Nations have been fully informed, duly consulted and are providing their consent by way of a Band Council Resolution(BCR) and a Letter to the Minister of Aboriginal Affairs and Northern Development Canada. A sample BCR and Letter are provided on the organization’s website. The next step is to get certified by the First
Nations Financial Management Board. This step ensures the integrity of the borrowing pool by providing strong assurance that each new member has met specific standards of financial performance and is practicing appropriate internal controls. The First Nations Financial Management Board will assist those First Nations who request it by working with the Leadership and Staff in implementing best practices and capacity development. Harold Calla, Executive Chair of the First Nations Financial Management Board congratulated the First Nations Finance Authority and the First Nation members of the borrowing pool on the issuance of the inaugural debenture. “This historic issuance demonstrates the power of working together to raise the capital necessary to support social, economic, and business development that is necessary to reduce dependency and increase self-reliance,” says Calla. “The issuance of this debenture achieves a cornerstone objective of the First Nations Fiscal Management Act.”
Once a First Nation has received a Financial Performance Certificate from the First Nations Financial Management Board it can apply for Borrowing Membership in the First Nations Finance Authority through another Band Council Resolution. The application goes to the First nations Finance Authority Board of Directors who approve all new members. Each new member assigns a representative from amongst their Council who may then attend the Annual General Meeting and stand for nomination on the board. The Board of Directors is chosen from amongst the Borrowing Member First Nations. Given the significant interest generated from First Nations and investors alike the First Nations Finance Authority is already preparing for its second debenture issuance. First Nations governments who are interested in becoming Borrowing Members should contact the First Nations Finance Authority’s office. The second debenture is expected to be issued by March 31, 2015.
GIVEN THE SIGNIFICANT INTEREST GENERATED FROM FIRST NATIONS AND INVESTORS ALIKE THE FIRST NATIONS FINANCE AUTHORITY IS ALREADY PREPARING FOR ITS SECOND DEBENTURE ISSUANCE.
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CHIEF CLARENCE LOUIE LAUNCHES ABORIGINAL STRATEGY GROUP LLP CONSULTING PARTNERSHIP AT NABOC OSOYOOS After over twenty five years as Chief and CEO of the Osoyoos Indian Band, Chief Clarence Louie has decided to step into the consulting world by launching his own firm in partnership with Geoff Greenwell, CEO of the 2G Group.
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I’ve been working in the Indian industry my whole life and I’ve learned a lot about how to start businesses and make them successful,” said Chief Louie when we interviewed him. “I’ve decided that I should share my knowledge and experience with other Aboriginal and private sector groups and help them create businesses that will succeed.” “Clarence and I have been talking about doing this for a while and it seems that 2014 is the year we will actually be able to devote the time to make it happen,” added Geoff Greenwell. “We see a lot of Aboriginal communities that are still struggling to get going in business and an increasing amount of private sector groups that need guidance on how to
structure their joint ventures and partnerships.” Aboriginal Strategy Group LLP (ASG) will add associate partners with various skill sets to ensure the firm has the capacity to fully service its clients. Initially Clarence and Geoff will focus on working with Aboriginal communities seeking to create Development Corporation models and get business projects going. “We intend to take a multi-disciplinary approach to building the firm,” said Geoff, “we’ll be offering the opportunity to work with us to various groups with proven track records of success with Aboriginal clients. Our goal is to assemble an “A Team” of associates who can help us bring a holistic approach to our projects and offer our clients a “one stop shop” approach Aboriginal Marketplace - Aug/Sept 2014 29
to economic development. We guarantee that any individuals or groups we allow to join us as partners will be excellent at what they do and have lots of experience in the Aboriginal business sector.” “Over the last ten years I’ve lost count of how many Native groups have come to visit the Osoyoos Indian Band to go to school on us and understand why we’ve become successful,” said Clarence. “Unfortunately I’ve never been able to give them as much of my time as I would have liked as my schedule has always been really hectic and full,” he added, “by creating ASG I’ll now be able to help those communities more directly and spend time making sure they get their business efforts on track.” “From years of running our business conferences we’ve seen how many groups still need help and guidance from people they can trust,” said Geoff, “ASG will act as a business advisory group that clients can come to and be guaranteed that their needs will be met.” For more information about Aboriginal Strategy Group go to asgllp.com or contact Geoff Greenwell Toll free on 1-866-284-8322 or geoff@asgllp.com Clarence & Geoff reciving an achievement award
30 Aboriginal Marketplace - Aug/Sept 2014
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