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April/May 2015

Feature Issue: Aboriginal Business

First Nations Bank of Canada Chairman and CEO Keith Martell is helping Aboriginal people access important banking services in remote First Nations communities


www.worksafesask.ca

www.safesask.com

I BELIEVE IN MISSION: ZERO

There are financial benefits for having a good safety record, but that’s not why we invest in safety. You can’t put a price on a person getting hurt or on the cost of living with an injury. Our goal is a safety culture where everyone from our newest frontline workers to the most senior management are all truly living and breathing safety and putting safety first in every task – at work or home. When we all consistently eliminate the little hazards, we prevent the big injuries. That’s how we achieve Mission: Zero.

Ray Edwards, Chief Operations Officer Athabasca Catering Limited Partnership

Join the Mission: Zero movement by signing the Saskatchewan Health & Safety Leadership Charter. Call 306.352.3810 or email info@safesask.com for more information.


Table of Contents

Featured Articles President’s View Pg. 4

The economic value of immigration

Cover Story: First Nations Bank of Canada Pg. 5 Meeting the needs of Aboriginal communities in Canada with an innovative business approach

Support for Métis businesses recognized Pg. 6 The Clarence Campeau Development Fund is making a difference in the Métis business community

Directors of non-profit corporations Pg. 7 Duties and potential liabilities

Whitecap Industrial Services Pg. 8 Partnering to serve the growing Saskatchewan economy

Gabriel Dumont Institute Pg. 10 GDI Aboriginal Apprenticeship Program empowers youth with skills and job opportunities

MNP: Right vision leads to success Pg. 16 Successful First Nation businesses a balance of wealth creation & community values

Keith Martell, Chairman and CEO of First Nations Bank of Canada (image: Grant Romancia Photography)

BUSINESS View­is a bimonthly publication of the Greater Saskatoon Chamber of Commerce 104-202 4th Avenue North, Saskatoon, SK S7K 0K1 Phone: (306) 244-2151 Fax: (306) 244-8366 Email: chamber@saskatoonchamber.com Website: www.saskatoonchamber.com Twitter: @stoonchamber Feedback on articles is invited, but views expressed in BUSINESS View are those of contributors and are not necessarily endorsed by, or are policy of, the Greater Saskatoon Chamber of Commerce or its Board of Directors. We encourage you to support the business leaders whose names and products you see advertised in this issue as well as throughout our entire membership. The Board reserves the right to edit submissions.

STAFF

Cover image by Grant Romancia

Kent Smith-Windsor, Executive Director Derek Crang, Sales & Membership Director Terry Lawrence, Administrator Roz Macala, Executive Secretary Kevin Meldrum, Marketing Director Linda Saunders, Bookkeeper Ryan Wig, Communications Director

BUSINESS VIEW SASKATOON APRIL/MAY 2015

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President’s View

The economic value of immigration Myths perpetuate, but the real value of immigration is clear

In early 2014, the Federal Government announced changes to the Temporary Foreign Worker Program (TFWP). The majority of these changes are being phased in over a period of years, but the ultimate goal is to reduce the reliance of employers on the TFWP as a means of labour in their businesses. The TFWP issue highlights the broader issue of immigration in our city, province, and country. The foundation of our great country comes from two broad sources – our First Nations Peoples and immigrants. Even today, approximately 20% of all Canadians were born outside of Canada. As our economy begins to slow, the debate around immigration and its effects on our unemployment rate and economic growth will probably resurface. When it does, we are likely to hear the following urban myths:

Image: alexjey/Shutterstock.com

Myth# 1: Immigrants steal jobs from Canadians. This is perhaps the most common misconception, and is not

accurate for a number of reasons. First, many immigrants bring skills that are in short supply. These newcomers are therefore filling jobs that would otherwise remain open or perhaps be outsourced to another jurisdiction. Second, immigrants tend to be more entrepreneurial than other Canadians. By starting their own business, not only are they not taking a job from a Canadian, but if their business is successful they may actually employ other Canadians. Third, immigrants often fill jobs that Canadians simply don’t want to do, thereby allowing businesses to operate and succeed in ways they would not be able to do with a shortage of labour. Myth #2: Immigrants are more likely to end up on social assistance programs. While some immigrants struggle to find work and gain their financial footing when they first arrive in Canada, Canadianborn individuals living below the poverty line are twice as likely as immigrants to utilize social assistance. The reasons for this include the strong desire of immigrants to contribute to their new country, and their tendency to rely on family support rather than governmental assistance when in financial difficulty. Myth #3: Immigrants tend to be uneducated and unskilled. This is simply not true. Data from the latest Canadian Household Survey indicates that immigrants are

1.5 times more likely to have a University degree than Canadian-born citizens. The issue is that these immigrants often have difficulty getting their credentials recognized in Canada, resulting in an underutilization of their skills and education. We need to fix the problem of not having immigrants working to their full potential in their fields of training rather than worrying about their education. Saskatchewan’s recent experience illustrates the strong contribution immigrants can make to a rapidly-growing economy. Immigration levels are approaching 10,000 per year in our province, more than four times higher than in the early 2000’s, yet unemployment rates today are about 1.5% lower. No doubt the strong growth of our economy has contributed to attracting these immigrants, however, there is little doubt that this unprecedented growth would have been difficult to achieve without their contributions. Rather than fear additional immigration, we should embrace the knowledge and skills of our immigrants, and the benefits that their attributes provide to our country as a whole. Just a reminder to contact me at any time should you have any matters that our Chamber might be able to assist you with. Tony Van Burgsteden President, Greater Saskatoon Chamber of Commerce

2014-15 Board of Directors for the Greater Saskatoon Chamber of Commerce President Tony Van Burgsteden - AREVA Resources Canada Inc. 1st Vice-President Tanya Knight - MNP LLP. 2nd Vice-President Jason Yochim - Saskatoon Region Association of REALTORS ®. Past President Tracy Arno - Essence Recruitment. Barry Berglund - Lawson Heights Pentecostal Assembly. Kelly Bode - WMCZ Lawyers & Mediators. Bill Cooper - PotashCorp. Rich Gabruch - Gabruch Legal Group. Peggy Koenig - Koenig & Associates. Silvia Martini - Interlink Research Inc. Karl Miller - Meridian Development. Julian Ovens - BHP Billiton. Kristy Rempel - Saskatoon Community Foundation. Sanj Singh - AdeTherapeutics Inc. Brian Skanderbeg - Claude Resources Inc. Chris Woodland - MacPherson, Leslie and Tyerman LLP.

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BUSINESS VIEW SASKATOON APRIL/MAY 2015


Cover Story

First Nations Bank of Canada Meeting the needs of Aboriginal communities in Canada with an innovative business approach Article by Jeff Davis For the First Nations Bank of Canada, according to Chairman and CEO Keith Martell, choosing Saskatoon as the nerve centre for a national banking institution was a no brainer. While virtually all other Canadian banks are headquartered in the sleek glass towers of Toronto’s Bay Street, he says, the core mission of the First Nations Bank is about more than just risk assessments and balance sheets. “Our focus is the Aboriginal communities in Canada, and Saskatoon and Saskatchewan has been home to a lot of significant developments over the years in the Aboriginal world,” he says. “For First Nations people, this is the corner of King and Bay Streets.” With just 80 employees, the majority Aboriginal, the First Nations Bank of Canada operates a truly national commercial and retail bank from right here in downtown Saskatoon. Boasting $378 million in assets (and loan losses of less than one per cent) it provides a unique alternative to the big five banks that’s ideally suited to the needs of Aboriginal bankers. “That’s exactly where we fill the gap,” he says. “We do a lot of loans a lot of banks wouldn’t do simply because they don’t know the environment.” The First Nations Bank manages eight branches and four community banking centres, many in places most people never heard of such as Walpole Island, Buffalo River and Baker Lake. Branches with as few as one employee trace a thin web across Canada’s vast Northern territories, often

Aboriginal culture and values are at the root of First Nations Bank of Canada, as symbolized by their board room roundtable (image: Grant Romancia)

Keith Martell, Chairman and CEO of First Nations Bank of Canada (image: Grant Romancia)

“There’s an affinity for dealing with an organisation that is 80 per cent owned by Aboriginal groups across Canada,” Martell says. based in community general stores. These branches help local entrepreneurs launch businesses that major banks – lacking insight into the Northern lifestyle and conditions – see as too risky. The First Nations Bank understands that the financing needs of Arctic businesses are different, Martell says. “If you want to ship equipment to Baker Lake, we know that financing has to be arranged at least a year ahead of time, because it’s got to be on the sea lift to transfer up to Baker lake during barge season,” he says. “That kind of local knowledge is what we specialize in.” The First Nations Bank has a total of 12,000 customers, of which over 90 per cent are Aboriginal people. For these customers, the option to bank in remote communities, and in languages like Cree, Inuktitut and Dene is a game changer.

“There’s an affinity for dealing with an organisation that is 80 per cent owned by Aboriginal groups across Canada,” he says. “People want to support their own.” Aside from a 20 per cent ownership stake held by the Toronto-Dominion Bank, the First Nations Bank is owned by Aboriginal bodies from across Canada. Martell says he’s been a “money type” ever since his youth, delivering newspapers for cash before putting himself through high school and university working at Safeway. Born in Waterhen Lake First Nation, near Meadow Lake, his father was an entrepreneur and his uncle the local chief. Martell says the perception that First Nations people have never been players in Canada’s economy is simply false. “The whole economy of Canada for the first 300 years of European settlement was based on Aboriginal business and the fur trade,” Martell says. “If you look at where the forts in western Canada were based, they were in places where the first nations could supply them with food, water and fuel. “ His own family, the Martells, trace their lineage back to some of the early Hudson’s Bay men who traded with the natives before marrying and assimilating into their society. This early Aboriginal economy came to an end with the Indian Act, Martell says, which effectively killed the economies of the first nations. During his youth, Martell was marked by the stifling economic conditions of the reserve system. Virtually all local affairs were controlled by the Indian Agent. Band members needed passes to leave the reserve even, for example, to travel to the hospital to see their own children born. And because most people on reserve didn’t own their homes, qualifying for financing through mainstream banks was nearly impossible, he says. Martell trained as a chartered accountant and began working for KPMG early in his career. In 1995, he joined the Federation story continued on page 19 BUSINESS VIEW SASKATOON APRIL/MAY 2015

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Aboriginal Business Feature

Support for Métis businesses recognized The Clarence Campeau Development Fund is making a difference in the Métis business community By Terri Eger

The Métis business community is growing thanks in part to the Clarence Campeau Development Fund. Since its inception in 1997, the Fund has helped create and maintain 7500 direct and indirect jobs in Saskatchewan. “CCDF’s traditional and new programs have allowed Métis businesses to begin, grow and remain in Saskatchewan,” said Chief Executive Officer Roland Duplessis. “Many owners attribute their overall success to CCDF’s ongoing support in terms of financial and ongoing advice.” While those directly involved with CCDF have recognized its success since it began, their efforts have been confirmed recently by two independent reviews done by MNP LLP and Northern Research Group Inc. “The impact of the CCDF on the Métis Community has been huge,” said Monica Brunet, Director of the Métis Development Sector, a division of CCDF. “We give people the support, assistance and training they need to start and run their business from the ground up,” said Brunet. The Fund has nine different programs 6

BUSINESS VIEW SASKATOON APRIL/MAY 2015

available to Métis businesses and communities. Individuals wanting to start a business are offered planning assistance and equity loans. Marketing and management skill training is available as are business support programs. CCDF also offers community development, and specialized programs for women and youth. The recent external reviews conducted included an evaluation of CCDF’s performance from 2009 to 2013 which was compiled by MNP. The socioeconomic impacts of the fund from 1998 to 2013 were reviewed by Northern Research Group. “The economic impact of CCDF over the years is significant and impressive. Total investments under the Community Business Development Program and Loan/Equity Contribution Program from 2009-2013 were $14.2 million through 192 loans. The average loan size across all programs was $73,958. For every dollar invested by CCDF over 2009-2013, it is estimated that $3.31 in GDP was created,” according to the report. Brunet said the socio-economic impact the CCDF has on the Métis community is

positive and having that success confirmed by an independent study is important. “The results from the activities conducted for the socioeconomic impact study compiled by NRG confirm that CCDF generates a tremendous benefit for the province of Saskatchewan as a whole and particularly for the Métis people of Saskatchewan,” reports NRG. “The benefit cost analysis led NRG to derive a total benefit cost ratio of 11.91. This result essentially states that for every dollar invested in Métis economic development via CCDF programming, social benefits equivalent to $11.91 are created.” This relates to a total social and economic benefit of more than $660,000,000 in the past 17 years. The Clarence Campeau Development Fund was established in 1997 through an agreement between the Métis Nation of Saskatchewan and the provincial government. In 2001 the Clarence Campeau Development Fund was legislated under the Saskatchewan Gaming Corporations Act. The mandate of the fund is to improve economic circumstances for Métis people in Saskatchewan. “We’ve become a major player and, if we can help Métis people better their lives, it’s going to help improve the lives of everybody in Saskatchewan,” Duplessis said. “We can help people become more independent, more self-reliant. When they become stronger financially, it means more money to educate their children. That’s what the economy is all about – gaining more opportunities for everybody and, in turn, generating a stronger economy for the province as a whole.” Clarence Campeau Development Fund 2158 Airport Drive Saskatoon, SK Phone: (306) 657-4870 Toll-free: 1-888-657-4870


Perspectives

Directors of non-profit corporations Duties and potential liabilities

By Kelly Bode, Corporate Commercial and Securities Lawyer - Partner at WMCZ Lawyers and Member of the Board, Greater Saskatoon Chamber of Commerce Individuals join non-profit boards for various reasons, from giving back to the community, to making business contacts, to simple interest in the organization. Not-forprofit organizations, Kelly Bode, in turn, rely upon such Partner at WMCZ individuals to donate Lawyers their time, energy and experience to keep the organization alive and successful. While acting as a director of a non-profit can offer great benefits, many individuals don’t contemplate the legal ramifications of assuming such a role. They will consider the time they will need to devote, how the organization fits with their personal beliefs, what they can offer the organization, etc., but oftentimes, risks are overlooked. Since acting as a director carries the risk of personal liability, assessing this risk should be one of the first and most heavily-weighted decisions.

General Duties Directors of a non-profit corporation are generally responsible for managing the activities and protecting the interests of the corporation, subject always to the provisions of the legislation that governs the organization as well as the organization’s articles, bylaws and other policies. Directors have a fiduciary duty to the corporation, meaning that, in exercising their powers, they are required to act honestly and in good faith with a view to the best interests of the corporation. Directors must also exercise the care, diligence and skill that a reasonably prudent person would exercise in comparable circumstances. While directors are not generally required to have particular skills to act as a director, the qualifications that they do possess will impact the duty to

which they are held. For example, a director that is an accountant will be expected to review the financials with the eye of an accountant, and not with the eye of the non-accountant directors. Directors may be found to have a duty not only to the organization they serve, but also to other directors, the organization’s members, clients, staff and essentially any third party that may be impacted by the board’s decisions.

Personal Liability Director of a non-profit can be found personally liable for failure to discharge the duties and responsibilities set forth above and can be found liable in certain circumstances when board decisions leads to a breach of legislation, breach of contract or damages in tort (i.e. causing physical or economic loss to a third person). In addition, certain liabilities are imposed upon directors by operation of statute, even if the board did not cause breach of the statute. Such imposed duties may include employee wages, taxes (such as GST and income tax) and government payments (such as employee deductions and unpaid withholdings). Important to note is that inactivity or failure to attend a meeting at which a certain decision is made will not absolve a director from the liabilities set forth above. In addition, a director cannot avoid liability by resigning. He or she will continue to be liable for acts done (or failed to be done) while in office.

How to Protect Yourself There are several steps that directors can take to protect themselves from personal liability. First, an individual should ensure that the organization has a policy of indemnity. Most corporations will include in their bylaws that all directors will be indemnified by the corporation, meaning that if a director is sued, the corporation will cover the costs incurred

by the director. However, such indemnity will usually only apply if the director has not breached his or her duty or other law. In addition, an individual should assess the financial health of the organization – an indemnity is worthless if the organization does not have sufficient funds to cover costs. Second, an individual should ensure that the corporation holds a comprehensive general liability policy, which can help fund the indemnification set forth above and cover other general costs that could be funnelled to directors. Another policy of insurance to look for is directors’ and officer’s liability insurance. It is good governance practice for an organization to hold such insurance; however, be sure to review and discuss the details of the coverage, as these types of policies have a laundry list of exceptions and typically do not cover damages resulting from a director’s breach of his or her duties or other law. Third, look into the board’s practices for assessing risk. The best way to minimize potential liability is to recognize the risks that face the organization and take steps to mitigate and reassess those risks on a regular basis. Fourth, once a director has accepted a position, he or she should attend board meetings, read materials, review minutes and vote based on his or her knowledge or review, not merely on the will of the group. Those who volunteer as directors of nonprofit organizations provide a great benefit to those organizations and to the community on the whole. The above discussion is not intended to hinder any individual from volunteering his or her time and skills, it merely offers a caution that one needs to understand the duties, responsibilities and potential liability involved.

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Aboriginal Business Feature

Whitecap Industrial Services Partnering to serve the growing Saskatchewan economy Although it’s a relatively small community, chances are good that if you are from Saskatoon you have likely visited Whitecap Dakota First Nation (WDFN). If not, you have certainly seen the advertisements on the side of a bus or floating through the sky on a hot air balloon for the Dakota Dunes brand. Whitecap is home to the Dakota Dunes Casino and the Dakota Dunes Golf Links, Saskatchewan’s largest casino and top ranked golf course respectively. These attractions bring over one million visitors a year to Whitecap and have helped create nearly 700 jobs in the community. It was the strong vision of Chief and Council and the strategic

partnerships formed through the for-profit Whitecap Development Corporation (WDC) that led to this success. To build on that success WDC has chosen to diversify into new sectors and form new partnerships, creating Whitecap Industrial Services. This new division is comprised of partnerships between the WDC and some of the largest and most respected service providers in the resource industry. “The economy in Saskatchewan is growing at a rate above the national average, with the mining, oil and gas, and energy sectors leading the way for the foreseeable future,” says Darrell Balkwill, CEO of the WDC. “We were looking for ways to access those sectors and had a number of companies approach us to partner. We felt it would strengthen our offering if we could present those partnerships as a team of complementary services rather than a series of one-offs”. Tarpon Energy is one of Whitecap Industrial Services many companies Current partnerships (supplied photo)

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BUSINESS VIEW SASKATOON APRIL/MAY 2015

include NCSG Crane & Heavy Haul, Tarpon Energy, Black Diamond Group, Haztech Fire and Safety, and Allnorth Engineering. Together Whitecap Industrial Services offers a wide range of services to industry including engineering, environmental services, crane operation, specialized hauling, work-camp construction, project management, electrical and control system installation, and safety, health care & security services. “All of our partners have been recognized in their respective industries for their commitment to safety, management, and customer service” said Balkwill. “These are some of the top service providers in Canada”. Whitecap Industrial Services is committed to accessing and developing the First Nations labour force in Whitecap and Saskatchewan. “Industry places great value on providing training and employment opportunities for First Nations people and one of the focuses of these partnerships is to ensure that Whitecap members will get access to those opportunities.” said Chief Darcy Bear, President of the Whitecap Development Corporation. Another strategy for the partnerships is developing a physical location at Whitecap within the planned commercial & industrial business park. Whitecap has designed a 40 acre business park on the reserve and proposes to install infrastructure services this summer. Affordable serviced land will be available for partners and others that see the advantages of locating at Whitecap. “Ultimately it comes down to developing a team of partners that share our values” said Bear. “There is real strength in that”. To learn more about Whitecap Industrial Services or to discuss opportunities to partner please visit www.whitecapdevcorp. com or contact Jackie Pilon the Business Development Manager for Whitecap Industrial Services at:306-477-0908 or jpilon@whitecapdakota.com


Member News

Living Green Expo May 1st & 2nd, 2015 Introducing the first Saskatchewan Living Green Expo: a trade-show focused on sustainable products and services. Saskatoon is hosting this premier event on May 1st & 2nd, 2015 at Prairieland Park. The Expo will educate and market green living solutions to savvy consumers interested in learning how they can spend their income wisely with positive environmental impacts. Exhibiting businesses and organizations will demonstrate their corporate social responsibility by showcasing our province’s best green products and services in areas such as health & wellness, energy & green building, transportation, and food & beverage. Benefits to exhibiting businesses include: • Reach a rapidly growing audience of green, keen consumers. • Create positive brand recognition and

expand your business’s market. • Reach your target audience. • Demonstrate your business’s corporate leadership and social responsibility. To learn more about the Saskatchewan Living Green Expo or to become an exhibitor, please contact: info@sklivinggreenexpo.ca or visit www.sklivinggreenexpo.ca.

Annual Canadian Global Crop Symposium The Canada Grains Council’s 2nd Annual Canadian Global Crops Symposium will take place from April 13-15, 2015 at the Sheraton Cavalier Hotel in Saskatoon, Saskatchewan. The meeting will showcase all that Canada’s grains sector has to offer and provide a coveted opportunity to connect with colleagues and customers from across Canada and around the world. Beginning

with an Opening Reception on the evening of April 13, the one and a half day event will explore Canada’s unique attributes in the eyes of customers, consumers and trading partners, including what attracts so many to “buy Canadian”. The Symposium will also pay tribute to Canada’s renowned quality, as well as the technical strengths that distinguish our grain and agri-food sector in the global marketplace. The Canada Grains Council is Canada’s “go to” forum for value chain collaboration and coordinated action on grains sector issues of national and international importance. Formed in 1969 to coordinate industry efforts to maximize the sale and use of Canadian grains in domestic and world markets, the Council serves to advance the shared objectives of a diverse membership of organizations representing Canada’s cereal grains, oilseeds, pulses and specialty crops sectors as well as key links along the “farm to fork” continuum. For more information visit http://canadiancrops.ca.

BUSINESS VIEW SASKATOON APRIL/MAY 2015

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Aboriginal Business Feature

Gabriel Dumont Institute

GDI Aboriginal Apprenticeship Program empowers youth with skills and job opportunities by James Oloo

Joselyn Britton is a participant in the GDI Aboriginal Apprenticeship Program (supplied photo)

The Gabriel Dumont Institute (GDI) Apprenticeship Project provides opportunity for Aboriginal youths to learn a skilled trade while they earn wages. Apprentices also benefit from supervision and mentoring by certified journeypersons. The project enables Aboriginal youths to master not only relevant occupational skills but also other work-related skills, including communication, problem solving, and interpersonal skills. Data from a GDI survey of Aboriginal apprentices found that 98% of the clients agreed or strongly agreed that overall they are satisfied with the supervisory, teaching and mentoring ability of their supervisors. On February 13th, 2015, Kelly Block, Member of Parliament for SaskatoonRosetown-Biggar announced a $3.1 million federal investment to help GDI train 150 new Aboriginal apprentices in trades experiencing a shortage of skilled workers. The new funding builds on the success of the previous GDI Aboriginal Apprenticeship Initiative under the federal Skills and Partnerships Fund which ended in March 2014. The Initiative met or exceeded all its targets including placing over 220 clients 10

BUSINESS VIEW SASKATOON APRIL/MAY 2015

with employers, 157 of who were indentured with the Saskatchewan Apprenticeship and Trade Certification Commission (SATCC) as apprentices, and increased the number of registered Aboriginal apprentices in the province by 13.5% between 2011 and 2014. According to Statistics Canada, Saskatchewan’s unemployment rate went up to 5.5% in February 2015 from 4.1% in February 2014. Statistics Canada stated that while Saskatchewan has the lowest unemployment rate in the country, its Aboriginal populations are being affected more by the diminishing employment rates. Last year, GDI commissioned an independent review of its Aboriginal Apprenticeship Initiative. The report by a team of consultants led by Doug Elliott from Sask Trends Monitor noted that an Aboriginal apprenticeship project is “the right program at the right time in the right place.” Elliott stated, “Even with strong population growth, low unemployment, and high enrolments in Saskatchewan’s apprenticeship programs, over 30 designated trades in the province will be experiencing shortages of skilled workers this year. Providing skills

training to local populations including Aboriginal youth is a smart long term investment.” The report showed that among Aboriginal people 25 to 34 years of age, the employment rate more than doubles from those who have not completed high school to those with a trade certificate (32% and 65% respectively). Investment in education and skills training will enable more Aboriginal people to acquire gainful employment in the trades sector. The fastest growing industry groups in Saskatchewan are those that are heavy users of apprentices, and the province requires 2,000 new journeypersons per year to maintain the previous apprenticeship growth rate of 8.6%. “The Saskatchewan economy needs trades people and Aboriginal people need access to good jobs that help support their families. The GDI Aboriginal Apprenticeship project helps make that match. It’s a winwin situation,” said Glenn Lafleur, the Vice Chair of the GDI Board. SATCC estimates that for every $1 an employer invests on an apprentice, the average return is $1.47 across 21 designated trades in Saskatchewan. Further, a “homegrown” journeyperson is 29% more productive than a journeyperson trained elsewhere. There are also tax credits and government grants that make training an apprentice more affordable. In a 2014 survey of GDI employer partners, 98% of the respondents agreed or strongly agreed that overall, they are satisfied with the apprentices’ ability to contribute to the success of their company. Wade Edin, coowner of Shaughnessy Electric, says that “through this program, GDI has helped narrow down the search, screening of resumes, and help identify workers that would fit the job.” For more information about the GDI Aboriginal apprenticeship and other programs offered by the Gabriel Dumont Institute please contact us at Toll Free 1-877488-6888 or www.gdins.org. GDI is owned by the Métis people of Saskatchewan.


Member News

Dave Dutchak, President & CEO of MD Ambulance Care retiring after 36 years President and CEO Dave Dutchak, who took over the role of for MD Ambulance Care in 1982, has officially decided to retire in June. Dutchak has worked for MD Ambulance for 36 years and has been a leader in Emergency Medical Services for both Saskatchewan and for Canada. Dutchak has worn many hats during this time that include President for the Saskatchewan Emergency Medical Services Association (SEMSA), National Board Member of the Paramedic Chiefs of Canada, President of the Greater Saskatoon Chamber of Commerce, President of the Saskatchewan Chamber of Commerce, committee member of the Saskatchewan Ukraine Advisory Committee, and Member of the University of Saskatchewan Senate. “I am so proud to have been able to work under my father, and the founder of MD Ambulance, Mr. Michael Dutchak, the NCAA, and the Dutchak Family. This was an extremely tough decision to make, as I

view everyone at MD Ambulance as a second family but the reality is I want to spend some more time with my first family”, states Dave Dutchak. “MD Ambulance is in great hands with current Chief Operating Officer, Gerry Schriemer taking the lead. I will be working closely with Gerry, who will do a great job over the next three months during the transition. “Serving time with the Saskatoon Chamber of Commerce, and instituting

the Health Opportunities committee was very memorable,” says Dutchak. “Creating a growth plan for Saskatchewan during my Presidency with the Saskatchewan Chamber of Commerce was a major accomplishment. The goal of getting people to believe that Saskatchewan is a ‘have’ province and that we can achieve 1.5 million as a population was something I take great pride in.” “By honoring the past 39 years of MD’s great history , Medavie through the leadership of CEO Erik Sande, will create a bright future for this organization “, states Dutchak. MD Ambulance was purchased last year by Medavie Blue Cross which has the capacity to take EMS in Saskatoon to another level. “Dave is seen as a mentor to all of us who are in the EMS world and we wish him nothing but the best. We will ensure that MD Ambulance continues to enhance patient care on a daily basis and serves Saskatoon and surrounding communities” states Medavie EMS, President Erik Sande.

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Promotional Feature

Your 2015 roadmap to digital transformation By Mouneeb Shahid, CEO, 2 Web Design

We see and experience everyday the speed at which we are adopting new communication technologies. Through our smartphones and social media profiles, we are in some way “always connected”. High performing businesses understand the leverage these engaging platforms provide and by making use of digital marketing they are proactive in gaining market share. However, most organizations don’t have a strategy for digital transformation and as a consequence their online marketing efforts are not managed well or executed properly. A lack of direction and management culminates into unforeseen losses and inefficiencies that eat away the returns on their investment, not to mention the negative footprint that can result if time sensitive actions are not performed. The solution and therefore the purpose of this article is to help you develop a digital transformation roadmap for your organization. According to Wikipedia, “Digital Transformation” refers to the changes associated with the application of digital technology in all aspects of human society. It is a phase only possible after digital competence and digital literacy. For businesses this means improvements in people, processes and platforms used for digital marketing. Successful implementation of a digital transformation strategy depends on many factors; the main ones being the size of the organization, industry type, resources and culture. Larger organizations can be sluggish when it comes to adopting change so their direction is usually to create a new department dedicated to digital marketing or to work with a digital marketing agency. Small to medium sized businesses tend to be more agile in applying change and can be highly effective with the

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BUSINESS VIEW SASKATOON APRIL/MAY 2015

right strategy and direction. The following are five important questions to ask yourself when planning for digital transformation: 1. What is the long-term vision for attaining organizational goals through digital marketing? Get key stakeholders involved to identify goals you want to achieve in each milestone. Keep in mind that it takes time, money, skill and a high level of commitment to allow digital transformation to be successful. 2. What are the Key Performance Indicators (KPIs) that align with the organizational goals? These could be aspects like brand awareness, customer engagement and market share gains. However the more specific you can get, the better. 3. What is going to be your organizational structure to manage the workflow with internal departments and external parties? Delegating responsibilities to the right people and tracking performance for accountability is crucial to understand which aspects of your digital marketing efforts are working. 4. What is the process to plan, manage and optimize your digital transformation? If you already suffer from process paralysis, you are in luck because there are some sophisticated platforms you can use to do most of the legwork. More information is available on these platforms on www.digitaltransformation.ca 5. What technology platforms and resources will you use to monitor and maintain the transformation? With so many different platforms it is important to invest in the one that aligns with your organizational goals and allows you to track your KPIs. During your planning, understand that

the end result is ever-evolving. Technology and user behavior will continue to change and organizations that are quick to act will gain the most benefit as early adopters. The more you wait, the more difficult it gets to break through the noise and get noticed. This trend is common with almost every online platform and technology. The marketplace gets crowded and more competitive as the number of players increase. It also becomes more expensive over time since more businesses are competing for the same space. By being proactive in your digital strategy you can have an edge in the marketplace that can position your organization as leaders. Being a leader in your industry should be on your organization’s agenda. This article does no justice to the scope of what is involved in planning for digital transformation. To help you further, I have created a free resource packed with great information so you can start creating your own digital transformation roadmap for your organization. Go to www.DigitalTransformation.ca to download this free guide and please share any feedback with me at mouneeb@2webdesign. com. As always, following is a tribute to our recent clients who have put their trust in our services: www.saskwheatcommission.com - Saskatchewan Wheat Development Commission www.caverestaurant.ca - The Cave www.smileysbuffet.com - Smiley’s Buffet www.siit.ca - Saskatchewan Indian Institute of Technology


Tourism Saskatoon invites your business to be a part of our new Green Stem program.

Saskatoon takes pride in being a desirable tourism destination - not only when it comes to festivals, events and attractions - but also as a city that is sustainable and environmentally conscious. Travellers are increasingly seeking destinations that are growing their green practices. To meet their needs and expectations, we’re proud to launch Green Stem - an online resource designed to guide our partners in making better choices to minimize their environmental impacts. At the heart of the program is the Green Stem Pledge – a meaningful signal of your commitment to reducing your business’ environmental footprint. There’s no step too big or too small, and you do not need to be a member of Tourism Saskatoon to participate. Visit saskatoongreenstem.com today to learn about the program, take the pledge and let us recognize you as an active Green Stem participant in our community!

Green Stem is about sustainability. Sustainability is about smarter business practices for your workplace and our community.

Have questions? Comments? info@tourismsaskatoon.com, or phone us at (306) 242.1206


Promotional Feature

Cultural Bridging: helping Saskatoon businesses become more culturally aware Creating effective, culturally-diverse workplaces Saskatoon’s workforce is changing dramatically as immigration continues to flourish in the province. Of course, this diverse workforce means a new set of challenges— and opportunities—to the business sector. The Open Door Society, Saskatoon’s largest settlement agency, has been providing services to immigrants and refugees since 1981. As immigration soared, the need to provide cultural information to the community became apparent. Staff now provide Enhanced Cultural Responsiveness training to all areas of the community, including business, education, health, and government. Topics are vast and cover broad areas such as cultural communication, diversity, health, education, and specific cultural points in each. One area of particular interest to business is Cultural Competency in the Workplace. “It is important to understand the cultural background and communication style of the people you are working with,” says Sultanali Sadat, Cultural Bridging Facilitator at the Saskatoon Open Door Society. What is cultural competency? It is the ability to function effectively with diverse people in a culturally diverse environment. It is a set of congruent behaviors, practices, attitudes and polices that come together among professionals, enabling effective work to be done in cross-cultural situations. “People usually assume things based on their cultural norms and see things through their own cultural lenses. Once people are culturally aware they will be more culturally responsive. The benefit of this in business is improved productivity, reduced stress and a more collaborative atmosphere,” says Sadat. There are a variety of approaches within the Cultural Competency spectrum, ranging from cultural destructiveness and forced

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BUSINESS VIEW SASKATOON APRIL/MAY 2015

assimilation on the one end to cultural For more information regarding Cultural proficiency where changes are implemented Bridging, please contact the Settlement and to improve services based upon cultural Community Support Unit at (306) 653-4464 needs. There are also many stages in-between. and ask for Julie, or email juliefj@sods. A culturally competent business will flourish sk.ca.The Saskatoon Open Door Society is as the workplace successfully integrates located at 100-129 Third Ave. N., Saskatoon, increased adaptability, knowledge and skills Sk. S7K 2H4 and online at www.sods.sk.ca. from a diverse group of employees. The result will be a variety of viewpoints, a broader service range and the capability to expand the market globally through language and cultural business knowledge. Of course, cultural diversity can present some challenges such as difficulties in communication and understanding, as well as organizational Cultural Bridging provides information to employers to create a welcoming and culturally competent resistance to change workplace environment. and management of diversity. To assist businesses and employers tobecome more culturally aware, the Saskatoon Open Door Society offers “Cultural Bridging”. The Open Door’s Cultural Bridging Facilitating the transfer of knowledge and experiences to team formats its encourage positive intercultural interactions cultural presentations to fit the needs of the Settlement & Community Support Services client. Sessions can be Community Connections & Cultural Bridging as short as one hour, Saskatoon Open Door Society www.sods.sk.ca (306) 653-4464 or full day workshops, and the delivery can be seminar style or interactive.

CULTURAL COMPETENCY IN THE WORKPLACE

Welcoming. Connecting. Belonging.


Aboriginal Business Partnerships

MNP: Right vision leads to success Successful First Nation businesses a balance of wealth creation & community values By Keith Fonstad, MPAcc, CPA, CA Provincial Director of Aboriginal Services MNP LLP Just like any successful private company, the most successful First Nation communityowned businesses are those which create a strong vision of what the business is and should be doing. At Keith Fonstad, MNP, we have worked MNP LLP with many First Nation communities which have created economic development groups with a strong vision focusing on wealth creation. The vision for a successful First Nation business must not only focus on wealth creation, it must also address their community’s values and its specific political environment. Through perseverance, experience, strong management, and working with knowledgeable advisors, many of these groups have excelled and are now recognized as some of the top businesses

in Saskatchewan. Athabasca Basin Development (ABD) is an investment partnership of seven northern communities including three First Nations. Last year ABD had record consolidated revenues of $176 million, and in December ABD was selected business of the year by SaskBusiness Magazine. ABD owns twelve companies, five of which are headquartered and operate from Saskatoon. Geoff Gay, CEO of ABD attributes the success of the group to “staying disciplined on the implementation of its investment strategy and policies”. Through selective investment decisions and strong business policies, ABD has been able to maintain its growth and equity position, even in years where its competitors have struggled. A simple and direct vision is important because it ensures that all stakeholders understand it. A First Nation’s members need to be aware of and understand how the business will benefit them and their

Athabasca Basin Security provides the Canadian mining industry with a full range of industrial security services in some of the country’s most remote areas. 16

BUSINESS VIEW SASKATOON APRIL/MAY 2015

families. The Board needs to ensure policies and decisions are consistent with the vision. Employees of the business need to know what they are working towards and why it’s important. Des Nedhe Development, a business group owned by the English River First Nation and operating five companies out of its location in the Grasswood Business Park, has the following vision and mission: “Drawing on our traditional values and entrepreneurial spirit, we deliver opportunities that benefit the members of English River First Nation. [Our mission is] to own and operate an integrated and profitable business portfolio that builds on the qualities and strengths of our team and needs of our business partners and customers.” A vision such as this can help drive the right business decisions. For example, the use of ‘integrated’ focuses the group on investment decisions which build on current operations through vertical or horizontal integration, and discourage investment in industries with which they may not be familiar or have the necessary expertise. Combined with ‘profitable’, an investment strategy can be created to ensure that only investments in financially strong ventures are completed, ultimately protecting the equity of the members of the First Nation. As a company matures or expands, it is important to recognize that the vision may need to change. Times change, old goals may have been met, and what was successful five years ago, may not work today. Changing business, economic, or political environments, or new senior management may lead to opportune times for a company to review its vision, governance structure, policies, and support infrastructure (such as IT or human resources). It is also important for


a regular review of strategic direction to ensure what is being done today is actually working towards the vision. Russell Roberts is CEO of Kitsaki Developments, a business group owned by the Lac La Ronge Indian Band with five businesses operating out of Saskatoon. He believes the reason Kitsaki is still around after 30 years and as successful as it is, stems from its ability to be flexible. “Through a review of our strategic direction and the changing market conditions, we were able to recognize that it was time to leave certain industries or partnerships, as well as take advantage of new opportunities.” Through a regular review of its current strategy and vision, Kitsaki has been able to ensure a strong financial position to allow it to ride through the different business cycles. At MNP, not only do we believe in the power of creating a strong vision with our clients, we also practice it with our own business to great success. Through the implementation of regular five year strategic plans that support our 20 year vision, we have grown to be the fifth largest accounting and business advisory firm in Canada and the largest provider of financial advisory services to Aboriginal communities and organizations.

Des Nedhe Development’s corporate offices are located in Saskatoon, SK and is owned by the English River First Nation. It has been a pleasure to watch our clients grow and achieve success. If you are interested in creating or reviewing your vision, or ensuring that the policies and processes you have in place support your vision, please call Keith Fonstad at 306.765.8585 or our

office at 306.665.6766 and talk to one of our advisors.

Your Success is our Business To succeed in today’s competitive business environment, you need a business advisor who provides personalized solutions. MNP offers practical and strategic advice to help optimize the performance of your business. With more than 200 accounting and business consulting professionals serving a diverse range of clients across Northern Saskatchewan, we understand your region, your industries and how to help you succeed. To learn how MNP can help your business, contact our Saskatoon office at 306.665.6766 or visit MNP.ca

BUSINESS VIEW SASKATOON APRIL/MAY 2015

17


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Member News

Innovative partnerships lead to record donations in 2014 Thanks to Saskatoon’s generosity, the Saskatoon Community Foundation received over $8.4 million in donations in 2014. This record support reflects commitments to long-term endowments as well as innovative community partnerships which allow donations to be directed to current community projects, like the Friends of the Bowl Campaign. “As a Foundation, we are evolving and adapting to the needs of our community, says SCF Executive Director Trevor Forrest. “While our traditional endowment model supports donors in providing for a permanent legacy, our business model also allows us to develop community partnerships that engage donors in the immediate needs of the community.” In 2014, a significant portion of the record donations was attributable to the partnership with the Friends of the Bowl Campaign. In addition the SCF was able to help facilitate

donor’s philanthropy by helping donors direct their donations to the charities of their choice. This watershed year brings the assets currently under SCF’s management to over $64 million, almost double the assets managed by SCF five years ago. Investment returns in 2014 were 8.55%, bringing SCF’s 20-year average for investment returns to 8.2%. “This growth reflects the continued confidence of our donors in the expertise of the SCF not only to manage their gifts, but also to direct support to the areas of greatest need in our community,” Forrest added. The recent growth of the Saskatoon Community Foundation is expected to continue to bear fruit in the future. “ In addition to the increase in current gifts, the SCF expects to benefit from a recent increase in the number of planned gifts donors have included in their estate plans,” said Forrest, “Clearly, more and more, charitable people

Contact the Saskatoon Community Foundation at 101-308 4th Avenue North Saskatoon, SK S7K 2L7. Phone (306) 665-1766

First Nations Bank Cover story continued from page 5...

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in our community trust SCF to carry on their philanthropy after their passing.” Over its 45 years of service to our community, the Saskatoon Community Foundation has accepted thousands of gifts from thousands of donors, and made thousands of grants to local charities. In a typical year, the Saskatoon Community Foundation grants to over 200 local charities. Over its entire history, total grants are in excess of $19 million, including more than $5 million in grants in 2014. Because the Saskatoon Community Foundation invests donor gifts and grants the income generated by endowed funds received, these gifts will continue to have a positive impact for Saskatoon, forever.

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of Saskatchewan Indian Nations to work with the Saskatchewan Indian Equity Foundation. In 1996 the bank got its charter, and he joined as Chief Financial Officer. The bank began at a time when the federal government was running a loan fund, attempting to provide financing to stimulate Aboriginal business. This was an abject failure, Martell says, with over 80 per cent of loans not being repaid. “The first nations of Saskatchewan came in and said we can do a better job than this; we think your

experience is terrible,” he says. “The federal government said we don’t trust you to run a loan fund, and the first nations’ response was ‘We don’t trust you to run one either.’” Martell says the First Nations Bank has no affirmative action policy to preferentially hire Aboriginal employees. However, he says, the locals in these northern – as well as the southern – communities are uniquely suited to serving the bank’s core customer base. “We don’t lower the standard to hire Aboriginal people, but we think they are often the best employees because they understand the markets we serve,” he says. “There are a lot of unilingual people applying for loans.” “The best people in Chisasibi are the people we don’t have to move there, who speak the language, predominantly Cree, and are looking for entry level jobs in financial services.” First Nations Bank of Canada General Toll Free Number: 1-888-454-3622. Head office 406 - 224 4th Ave South - Saskatoon, SK, S7K 5M5

BUSINESS VIEW SASKATOON APRIL/MAY 2015

19


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Member News

Canadian Women’s Amateur Golf Saskatoon Boiler Expands to North Championship July 27th to 31st One of the country’s oldest and most prestigious amateur golf tournaments will call Saskatoon home this summer. The Canadian Women’s Amateur Golf Championship is set to take place July 27th-31st at Riverside Country Club. While Riverside and Golf Canada – the country’s governing body in the sport – are thrilled to stage the 102nd edition of this event, both the host venue and the national sport federation recognize it is the support and involvement of the Saskatoon community that will help to provide a richer and more meaningful experience for attendees, volunteers and players. Austin Beggs, sponsorship chair for the event, has been approaching local businesses, crown corporations and service organizations for their assistance in ensuring the event is one that will make the city and province proud. While many local businesses have already come aboard to support the tournament, additional opportunities exist to aid in staging an event of this size. In-kind support is greatly appreciated and numerous businesses have committed to supplying player nutrition, transportation, printing services, water and other necessities to ensure players and volunteers are well taken care of. In addition to in-kind contributions, there is a special need for financial support to deal with the many logistical aspects associated with running an event of this calibre. One local business, El Rancho Foods, has stepped forward with a significant financial contribution to the event. Ron Young, a partner with El Rancho foods, spoke to the importance of contributing to sports

and the community when asked about his involvement with the event. “I think it’s about Saskatoon businesses and the City, as well as the province of Saskatchewan, putting on the best show possible for these young female amateur golfers”, said Young. “I’ve seen the benefit of participation by this calibre of golfer and I’ve also seen the benefit to the community as a whole, whereby these players act as role models for others in the community, showing evidence of their patience, dedication, their drive and their organizational skills in pursuit of a win at this level.” Laura Small, Tournament Chair, noted that “approximately 65 per cent of the players are from Canada, but the rest are from around the globe, as far away as Argentina. That makes for a very dynamic and interesting event. As these players experience Saskatoon for the first time, we want to make sure to leave a great impression.” Volunteers are needed in a wide range of roles to support the logistical needs of the five-day tournament and Dale Johnson, the volunteer chair, is looking forward to many local golfers assisting in making this tournament great. Approximately 250 volunteers are needed over the five days for everything from scoring to course maintenance; from player and caddy nutrition to transportation and various day-to-day activities. If you’re interested in volunteering or if you’re a local business looking to play a part in the event, please visit the Riverside Country Cub website at www. riversidecc.ca for details and contact information.

Dakota

Saskatoon Boiler announces their U.S. subsidiary, Saskatoon Boiler Mfg. Co. (USA) Ltd. has opened two offices in North Dakota. One office is in Williston, which is a sales office with parts stock. The other is in Carpio (20 miles north of Minot), which is a sales office with parts stock and shop services as well. The long term plan is to provide full boiler services from both locations, which is dependent on engaging suitable personnel. Ray Graves, President of both companies, said, “We have been extremely fortunate in the caliber of people we have engaged as Branch Managers. North Dakota is booming due to the Bakken oilfield, making recruiting personnel very difficult”. Saskatoon Boilers are readily accepted in the petroleum industry. The firm supplies boilers for oil drilling rigs, completion rigs, service rigs and steam trucks, as well as general industries. Graves said, “It is really challenging starting a firm in a foreign country. While the people in North Dakota are the same friendly people as in Saskatoon, the bureaucratic issues are another matter. We have received a lot of help from our customers and residents in North Dakota, although it has still been a long, arduous and expensive journey. We are thankful for the welcome we have received and look forward to being part of the North Dakota business community.”

BUSINESS VIEW SASKATOON APRIL/MAY 2015

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MEMBERS PAGE COMMITTEE CHAIRS Agribusiness Opportunities Bert Sutherland - BERTradioonline.com Loran Forer - BMO Business Growth Elise Hildebrandt - The Mortgage Centre Business of Science & Technology Raj Nayak - University of Saskatchewan Celebrate Success! Lynn Nastiuk - Sask. Health Research Foundation

Environmental Sustainability Colleen Yates - Equinox3 Consulting Ltd. Future Opportunities Committee

Bill Brooks - Eclecthink International First Nations and Métis Opportunities Committee

Chris Sicotte - Affinity Credit Union Going Global Ken Ziegler - Robertson Stromberg Pedersen LLP

Monica Kreuger - Global Infobrokers Government Affairs Michael Chudoba - Innovative Residential

Health Opportunities Dave Dutchak - MD Ambulance Care Ltd. Sanj Singh - AdeTherpeutics Inc. Knowledge & Youth Development Jeff Wandzura - Phenomenome Discoveries

Membership Development Evan Drisner - Nu-Fab Building Products

For more information or to join a volunteer committee email us at: committee@saskatoonchamber.com

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BUSINESS VIEW SASKATOON APRIL/MAY 2015

New member spotlight Whether it is your first home, second or fifth, investing in a new property is an exciting process! The team at CORE Real Estate Inc. would love to work with you as you take those next steps in moving to the Parkland area.  With years of Real Estate experience and knowledge of both Yorkton and surrounding areas, we will be able to answer your questions and guide you through the buying process.  We will take the time to get to know your needs and your wants, we will go over every aspect of a home that matters to you and then help you find that

property. Let us get you where you want to be! Visit www.teamcore.ca.

Member networking events The February “Shaken with a Twist” (sponsored by Trusted Saskatoon) featured Treena Wynes, Owner of Food4Thought Counselling and Registered Social Worker and Author. Join us on the third Thursday of the month at Half CUT lounge on 21st Street at 5:00 pm for networking and a prominent female leader in our community as our guest speaker.

The February “Chamber on Tap” (sponsored by Chamber’s Group Insurance) featured Greg Sutton of TinyEYE Therapy Service, while March was Jill Van Duyvendyk and Rick Van Duyvendyk of Dutch Growers. Chamber on Tap runs the first Wednesday of the month at Hudson’s Canadian Tap House at 4:30 pm. Bring your business cards and meet other members in a casual environment. Photos of “Shaken with a Twist” and “Chamber on Tap” are courtesy of Grant Romancia.


For membership information contact Derek Crang

(306) 664-0702 dcrang@saskatoonchamber.com Visit saskatoonchamber.com today under Member Services for more details

Blackstone Insurance, Benefits & Bonding Inc. Insurance Companies / Agents 16-2220 Northridge Dr, Saskatoon Phone: (306) 477-1706 John Shanks Candle Lake Golf Resort Tourism Industry AND Golf Clubs / Courses 1 Fairway Dr, Candle Lake Phone: (306) 929-2211 Rick Rumberger / Trevor Secundiak Citizen Cafe & Bakery Restaurants 18 23rd St E, Saskatoon Phone: (306) 343-1043 Nikita Brown City Perks Ltd. Restaurants 801 7th Ave N, Saskatoon Phone: (306) 664-2060 Coralee Abbott CJC & Co. LLP Legal Services AND Other Services 104-407 Ludlow St, Saskatoon Phone: (306) 384-4181 April Cook / Tara Chornoby / David Samuel

New Members

Express Wireless Communications 120 Robin Cres, Saskatoon Phone: (306) 978-2120 James Kernaghan

Prairie Laser Inc. Office Supplies 38-2325 Preston Ave S, Saskatoon Phone: (306) 668-0070 Anton Schouten

furnaceguys Home Heating & Cooling Inc. Plumbing / Heating / Air Conditioning AND Gas - Natural / Industrial / Medical 411 33rd St W, Saskatoon Phone: (306) 380-5655 Dennis McKee

Saskatoon Institute for Medical Simulation Education / Training 1-501 Gray Ave, Saskatoon Phone: (306) 343-7467 Lisa Thompson-Tkachuck

Gregg Bamford Remax Saskatoon Real Estate - Residential 250-1820 8th St E, Saskatoon Phone: (306) 280-9361 Gregg Bamford InfraReady Products Ltd. Food Processors / Distributors 1438 Fletcher Rd, Saskatoon Phone: (306) 242-4950 Mark Pickard K. M. Paulson Goldsmith Ltd. Retail - Jewellery / Accessories 204-115 2nd Ave N, Saskatoon Phone: (306) 653-5333 Ken Paulson

CLAC Non-Profit Organizations 3634 Millar Ave, Saskatoon Phone: (306) 649-2522 Dennis Perrin

Ken’s Property Maintenance Janitorial / House Cleaning Services 206 Roborecki Cres, Saskatoon Phone: (306) 291-7970 Ken Collier

Confederation Chiropractic Clinic Health Care - Services / Supplies 20-207 Fairmont Dr, Saskatoon Phone: (306) 978-7788 Charmaine Hameluck

Life’s Moments Event Design Event Planning Phone: (306) 514-0405 Becky Scharfstein

Core Real Estate Inc. Real Estate - Residential AND Real Estate - Services 5 Third Ave N, Yorkton Phone: (306) 782-9680 Corey Werner Downes, Gary Individual Members Earnscliffe Strategy Group Saskatchewan Consultants AND Consultants Communications 502-224 4th Ave S, Saskatoon Kaveri Braid

Marilyn Connects Consultants - Communications 308-906A Duchess St, Saskatoon Phone: (306) 241-8278 Marilyn St Marie Mercier Construction Construction 814-12th St E, Saskatoon Phone: (306) 361-7889 Tracy Leer-Mercier North 49 Physical Therapy Prof. Corp. Health Care - Services / Supplies 19-2105 8th St E, Grosvenor Park Centre, Saskatoon Phone: (306) 343-7776 Kregg Ochitwa

Show Cabinets Cabinets / Windows 128-103 Marquis Crt, Saskatoon Phone: (306) 934-7469 Blair Weinheimer Staples Office Supplies 2327 8th St E, Saskatoon Phone: (306) 955-6536 Peter Bailey Staples Office Supplies 200-105 Betts Ave, Saskatoon Phone: (306) 249-9400 Jennifer Whyley Staples Office Supplies AND Technology 105-810 Circle Dr E, Saskatoon Phone: (306) 955-6044 Robert Burton Terminal Systems International Computers - Custom Software 2210 Hanselman Ave, Saskatoon Phone: (306) 934-6911 Terri-Lynn Spock WLF Medical Health Care - Services / Supplies 210-820 51st St E, Saskatoon Phone: (306) 665-8891 Blair Enright / Melanie Wildman Wow Factor Event Design Inc. Consultants - Business Phone: (306) 221-3208 Anne-Marie Cey Zen Symmetry Professional Organizing Business Services AND Home-Based Business Phone: (306) 381-9290 Christine Boucher

BUSINESS VIEW SASKATOON APRIL/MAY 2015

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Profile for Greater Saskatoon Chamber of Commerce

BusinessView Saskatoon April May 2015  

Feature Issue: Aboriginal Business

BusinessView Saskatoon April May 2015  

Feature Issue: Aboriginal Business