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Contents

#FNRMAGAZINE

44 TRADING FOR A FUTURE

Ottawa

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TO THE BRINK AND BACK

The story of Derek Orr and McLeod Lake Indian Band

THE UNIVERSITY OF SUDBURY Quality Education in Indigenous Knowledge and Practice

DENE T’HA FIRST NATION WELLNESS CENTRE The Chateh health camp

37 CDI COLLEGE

Annual Blood Drive Inspired by First Nations Student

40 DELIOTTE

Bringing back traditional forms of Aboriginal government in modern day Trusts

50 AGENCY CHIEFS CHILD & FAMILY SERVICES

70 BC’S NORTHWEST COMMUNITY

22 ARIANNE PHOSPHATE

54 COLLEGE BOREAL PRESENTS:

24 NORTHERN COLLEGE

59 ACCURASSAY LABORATORIES

28 GOLD CORP: FIRST NATIONS

62 FIRST NATIONS EMPLOYMENT

Fertilizers and Phosphate Market Your Partner in Personal Growth and Professional Achievement

PARTNERSHIPS IN ACTION

Celebrating Collaboration with Goldcorp’s First Nations Partnerships

32 OPERATING ENGINEERS

Shaping and Addressing Canada’s Future Work Force in the Construction Sector

“Fierté Autochtone /Aboriginal Pride”: a cultural event for the community Looking to Work with the Canadian Aboriginal Community

SOCIETY

Job-ready training, diversity and innovation

(AOLC)

A Story of Triumph

76 KATIVIK SCHOOL BOARD

20 UNIVERSITY COLLEGE OF THE Why choose us?

COLLEGE

74 ACADEMY OF LEARNING COLLEGE

NORTH

RCMP & Duke of Edinburgh’s Award bring together an adventurous trip for Youth to the Tim Horton’s Ranch.

restauranteur and philanthropist Dave Smith is spearheading an effort to create a training centre for Aboriginals in the Ring of Fire.

Nunavik hosts the 2013 Quebec Aboriginal Science Fair… and wins!

79 BEAUFIELD RESOURCES

Seeing the silver lining during market downturn

82 LIVINGWORKS

Sharing Stories, Saving Lives

85 THE FOREST PRODUCTS

ASSOCIATION OF CANADA

Charting a new and innovative future for canada’s forest products industry

A corporate overview

65 BC ABORIGINAL MINE TRAINING

ASSOCIATION (BC AMTA) Q & A with Laurie Sterritt,

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ALL ABOUT US

? GET INVOLVED visit hopeforthefuture.ca or, contact us at info@hopeforthefuture.ca

Why Read?

Why Read the First Nations Resource Magazine? Our magazines and website are the medias we use for our Creating Hope for the Future Awareness Campaigns. The purpose of our awareness campaigns is to empower and inspire First People to create a bright, self-sustainable future by highlighting and promoting useful and relevant programs and opportunities. We also publish and post examples of people and organizations who have gone forward and succeeded in different areas, as an example for others to follow. The programs we highlight and share are Health, Wellness, Prevention, Recreation, Arts & Cultural programs and we promote Higher Learning, Job, Career, Training, Business and Economic Development opportunities. The magazine is meant to inspire youth through stories of others accomplishments and successes to do more with their lives, and provide positive influences to others.

Who Are We? Our aim is to help build and strengthen Canadian communities. We do this by publishing articles that promote community awareness and alternative solutions to creating safer communities. We believe that information is the strongest resource to building a strong foundation for our future. This is why we take pride in the relationships we hold with various law enforcement and government agencies, community and youth groups, associations, and facilitators throughout the country. It is with their help that we are able to provide your community with relevant and quality information. We are one of Canada’s leading advocates for respectful, mutual beneficial partnership among industries, corporate Canada, governments, and First People since 2000. We try and assist organizations by spreading their message through our print and online media. By reading the First Nations Resource Magazine, you’ll be up to-date on the current events. To keep up to date on what is going on in the community visit hopeforthefuture.ca

Sharing The Inspiration Share the magazine with your friends, family and communities. If an article inspires you...share it. Use the website to stay connected through Twitter and by sharing us on Facebook or through your favorite social media. hopeforthefuture.ca

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Publications Mail Agreement No. 41927547

SHARE YOUR THOUGHTS WITH US! Send your feedback, ideas, stories, and suggestions to: share@hopeforthefuture.ca or follow us on twitter: @creatinghopefor

ACCOUNT EXECUTIVES EDITOR & PUBLISHER Jacques Beauchamp Former Regional Police Office EXECUTIVE ASSISTANT Christine Panasuk CREATIVE DIRECTOR

Don Holt

Daniel Cole

Thomas Easton

Ryan Berube

GRAPHICS & ART www.DESIGNit.CA PRINTED IN ONTARIO, CANADA Dollco, a division of The Lowe-Martin Group

Jonathan Beauchamp

CONTRIBUTORS

PRODUCTION COORDINATOR

Tony Palermo

Jonathan Beauchamp

David Lindsay

ISSN 1927-3126 First Nations Resource Magazine (Print) ISSN 1927-3134 First Nations Resource Magazine (Online) Return undeliverable Canadian addresses to: 40 Colonnade Road Nor th Ottawa, Ontario K2E 7J6 Telephone: 1-888-724-9907 info@vantagepublishing.ca www.vantagepublishing.ca

First Nations Resource Magazine is published by Vantage Publishing Group Corp. and distributed free, all rights reserved. Contents and photographs may not be reprinted without written permission. The statements, opinions and points of view expressed in articles published in this magazine are those of the authors and publication shall not be deemed to mean they are necessarily those of Vantage Publishing Group Corp. or other affiliated organizations. The publisher accepts no responsibility for unsolicited manuscripts, photographs, transparencies or other materials.

- est 1990 hopeforthefuture.ca

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McLeod Lake Indian Band’s (MLIB) Chief Derek Orr is the picture of success and McLeod Lake is on a roll. MLIB, whose traditional territory is located in northeastern BC, has successful companies in the logging, construction and pipeline services industries with total revenues expected to top $150 million next year. Profits are helping fund much needed services to band members like a new child care centre that looks after 16 children. The next three to five years are going to bring even more opportunities and prosperity. hopeforthefuture.ca

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But it was almost never to be for Derek Orr or the McLeod Lake Indian Band. Derek was 13 when his parents divorced. With no father in the home, he says he lost respect for authority and his mother eventually kicked him out.

“I don’t blame her, I would have done the same thing,” he says. By his mid-20’s, he was heavily into the party scene. “I was loud, obnoxious and listened to heavy metal,” recalls Derek. Then came some good news that should have changed his life for the better, but instead it initiated a sharp downward spiral. In 2000, MLIB received their Treaty 8 settlement. Derek received a large cheque in the mail. He had always known he was First Nation but growing up off-reserve and in a non-aboriginal community he had never identified with the Sekani Nation. The $25,000 cheque may have come at the worst possible time because it allowed him to buy the Harley Davidson motorcycle he’d always wanted. Shortly after, he crashed the bike and symbolically his life crashed at the same time.

“It was like the lights going on at the night club,” he says. “You look around and you are the only one there.” In that moment of introspection, he realized his friends had moved on - they had started families, they were living healthy lifestyles, they owned their own homes. Derek had burned his bridges and felt alone. He was sinking into a deep depression. “No one wanted to be part of my life anymore. I was crazy and haywire.” He had a choice to make and fortunately with help he joined a 12step program that put him on a new path. He calls it an awakening. Derek Orr, who had grown up in a non-aboriginal society, went to McLeod Lake to discover his roots and what he found there changed his life.

“It was a big piece that was missing for a long time and I think that it is a big hole for a number of our youth that are trying to find their way in the world. I found roots that dated back hundreds of years - tied to the land. It was a whole new perspective. We were aboriginal and proud of it. It was really empowering to acknowledge and love that side of myself,” says Chief Orr.

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His first job with MLIB was a three-month stint as receptionist in the band office. The job connected him to the community as he found he was asking as many questions as the callers. He moved on to become a youth worker, then took a position in the land referral office, and eventually he was elected youth councillor – it was a sign of how much the community had recognized he’d changed.

“As we approached the 2008 election I saw an opportunity. There were two leaders and every election they flipped flopped back and forth, one in and one out and I knew for a fact our membership wanted something new. Some of the members approached me saying, ‘Hey Derek you’d make a good chief.’” He received the support of some key community members and then campaigned hard for six months.

“I wanted to make a difference. I wanted to change the lives of all our members. I wanted to help out and show what can happen if you work hard and make the right choices.” He won the election by 12 votes. There was no time to celebrate as he was quickly given a crash course into the dirty side of politics as accusations of vote buying and the misappropriation of funds swirled around the community.

“I was bombarded and didn’t know how to handle that. I was so offended that anyone could think such a thing,” he says. After an investigation that proved the allegations to be completely false Derek Orr was sworn in as Chief. He calls it his proudest day. He was on top of the world. But just six months later he would face his toughest challenge yet as the world economic crisis came home to McLeod Lake. “I got a call from the manager of our construction company, Duz Cho Construction,” he recalls. “And he told me we were not going to be able to collect $4 million owed to us for work done on a wind energy project.” As the markets collapsed, the band’s logging company, Duz Cho Logging, reported it was in even worse financial shape than the construction company.

“It was so big and so fast they were asking me to sign documents and make decisions one after the other,” Orr recalls.


With no real training, Chief Derek Orr was forced to take action. He knew that if one of the companies failed, it would bring down all of them and sink the band. MLIB would go back to relying on Indian and Northern Affairs Canada handouts and the bright future he had envisioned for his people would be lost forever. For the next 18 months, he went on a fact finding mission to create a business structure that would either save the band and its independence or set it back 30 years.

“I can truly say it was the darkest time of my life. We had a brand new baby and the pressures all around. Even though there were external factors, I was failing. We had to cut our band budget by 41 per cent, almost $3.1 million. We didn’t have a choice it was a matter of survival.”

I’ve been fortunate that I’ve had enough mentoring, that I’ve taken the risk to get a different result.” He thanks everyone who made a difference in his life and has made it his mission to do the same for others. “I’ve been given this incredible gift for a second life and I want to share that with as many people as possible. The business isn’t really the important part. The important part and the message that I want to send to all the Aboriginal youth that are struggling is great things can happen. And despite how far you go down the path I’m proof that if you want it, it can change. But it takes hard work, it takes dedication and it takes blood sweat and tears.” Chief Derek Orr is a believer in second chances. “If I can change one individual’s life and maybe he can go on to change another person’s life, we can all make a difference together.”

He feared that failure would mean the band would lose the chance to participate in the opportunities he saw ahead in their traditional territory.

“There was one significant time where we almost didn’t make payroll and we were probably within 48 hours of failing. Very few people understood what was at stake. We were all in. It was truly a terrifying time for me.” As the crisis continued, MLIB was taking all the right actions - forging bonds with companies in the area and using every dollar to the max. Everyone pitched in and finally in 2010 they realized they had made it through. Today, McLeod Lake Indian Band is having a positive impact on the entire region as one of its business pillars and largest employers. Its success has revitalized a regional economy in four B.C. communities Chetwynd, Mackenzie, Bear Lake and McLeod Lake. Yet when Chief Orr travels through MLIB’s traditional territory he sees many young people who remind him of who he used to be and he worries about their future.

“I see these people who don’t want to take that first step to do things differently. They want to stay in the old routine and do the same stuff, but if you do the same thing you get the same results. I can only see it now; I didn’t see it at the time. hopeforthefuture.ca

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About the University of Sudbury Founded as Collège du SacrÊ-Coeur in 1913, it was the first, and for many years the only, institution of higher learning in Northern Ontario. In 1957, it changed its name and began to exercise its full teaching and degree-granting powers. It

entered into the Laurentian Federation as a founding member in 1960.

The University of Sudbury is a bilingual and tri-cultural

university based in the tradition of its founding Jesuit fathers,

and committed to promoting the traditions and culture of the Indigenous peoples.

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Political issues covered in the program encompass both the Canadian context of treaty and constitutional rights, issues of governance and self-determination, and the international context of aboriginality and sensitivity to environmental consciousness. The program’s social justice component introduces students to the dynamics of family and community life, as well as to the legal dimensions of social policy and family law. There are also opportunities to explore various aspects of Aboriginal traditional law. Since language provides vital insights into a people’s worldview and is an integral component of any culture, the Indigenous Studies program includes an exposure to traditional terms and concepts in Cree and Nishnaabemwin (Ojibwe). Indigenous Studies currently provides courses and program support for: Native Human Services (Social Work), Law & Justice and Political Science. In addition, the Department is actively engaged in developing new academic partnerships, both on and off-campus, with other departments. Inspired by the Jesuit philosophy of education (the formation of the whole person in service to community), the University of Sudbury also has a special commitment to community engagement and service to others. Its focus is on a liberal education as the gateway to a productive, thoughtful, and worthwhile life. Its mission consists of four commitments:

4 to promote the search for truth and meaning 4 deeper appreciation of Indigenous culture and traditions 4 ecumenical and inter-faith relations 4 bilingualism

Programs

The University offers courses in Philosophy, Religious Studies, Folklore, Études journalistiques, and Indigenous Studies – all of which are accredited towards a Laurentian University degree. All of the programs are offered by approachable and highly competent professors and lecturers who care deeply about student learning. Check out www.usudbury.ca for more information. Enroll in a program at the University of Sudbury, and Awaken your Spirit!

Indigenous Studies

The University of Sudbury’s Department of Indigenous Studies promotes an understanding of Indigenous peoples, their traditions, aspirations and participation in local, national and international communities. It is a leader in providing quality education in Indigenous knowledge and practice within traditional and contemporary contexts. Key areas of study include: culture/ spirituality, politics, social justice and language. The entire program is grounded in the study of “the spirit of things,” as opposed to empirical or entrepreneurial approaches. Cultural studies courses focus on the interplay of traditional values, identity, spirituality and the creative imagination in art, literature and oral story. They provide insights into Indigenous worldviews, perspectives and ways of knowing and being.

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The program offers distance education courses, part time studies, and is inclusive of First Nations, Inuit, Métis and non-Indigenous perspectives in its pedagogical approach. Students will discover committed and passionate faculty and staff, a student association, a lounge, and numerous activities, all designed for students to live and experience Indigenous culture. Come find your place at the University of Sudbury.

Experiential Learning

Among the many dynamic, interactive, thought provoking, eye opening, captivating courses, check out Living with the Land. It is one of the newest courses offered that allows students to explore their relationship with the natural environment through group discussions, Elder teachings, and experimental learning activities, i.e. fire making and cooking, and lodge building. All learning opportunities lead to the understanding of Indigenous knowledge through theory and practice. Students will also discuss the ecological implications, the concept of “development” and inquire into environmental rights and priorities.


Student Life

The University of Sudbury offers an intimate learning environment with small classes and a vibrant residence community in the context of a large, full service comprehensive university. Students have access to full services: student events, student council, campus bookstore, all campus libraries, computer services, residence, fitness facilities and athletics, transportation, printing services, meal plans, and spiritual services. In collaboration with the department of Native Human Services at Laurentian University, the University of Sudbury offers the services of Traditional Resource Persons to all Indigenous students.

Bursaries and Awards

The University of Sudbury is also dedicated to making a liberal education financially accessible by providing numerous scholarships, bursaries, and awards to their students. Among the financial aid available specifically for their Indigenous students, the U of S would like to highlight THE STELLA KINOSHAMEG AWARD IN INDIGENOUS STUDIES. Stella Kinoshameg is especially remembered for her insights into the value of Indigenous language and Indigenous perspectives in the educational process. Her work became part of the foundations of Indigenous Studies at the University of Sudbury.

Celebrating 100 years – Quite the accomplishment!

Whether you are a graduate/current student/prospective student/ employee/friend of the Collège du Sacré Coeur or of the University of Sudbury, come and celebrate 100 YEARS with us! This milestone celebration will kick off in September 2013 with a rally and community wide treasure hunt! Every month there will be an activity in honor of our 100th Anniversary! Activities include a Haunted House, Awards Ceremonies, the Santa Claus Parade, Breakfast with our alumni, and a few other surprises! The celebration will conclude with a GALA on May 3, 2014! Mark the date on your calendar now! Keep checking the University of Sudbury’s website www.usudbury.ca for upcoming information on their 100th anniversary! You really won’t want to miss this! Twitter and Facebook are also great ways to stay informed! www.usudbury.ca

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O

ojon Tsana Health Services organized a

The old community along the river and the

campout for the community which took

surrounding area has its own memorable history.

place on the 3rd week of August 2012,

Normally Habay is just another old town

no drug, alcohol or violence allowed and everyone

unrecognizable of over growth, but it was a place

was welcome. The organizers and volunteers set

where many people experienced changed in the

up a base camp, hunted ducks and prepared meals

early 1900 and 2012. These changes shared are

for a welcoming feast and offerings. The chosen

part of the next few days of camping. The older

campsite was Habay, a historic place where there

generations experienced those changes, sharing

is a sacred place for offerings and Hay River flows

their memories of when it was a town with a store,

north beside the Hay Lake.

church and a nursing station.

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The people were selfsufficient and healthy living off the land, with no electricity, running water or television. The Elders were also thinking about sharing their campfire stories about their ancestor’s survival system, seasonal hunting and trapping, family gathering once a year to socialize and pray. Stories about transportation, no roads just axe cut trails, dog teams in the winter, packed dogs in the spring, horseback or horse teams in the summer. The camp was creating its own history by local visitors enjoying daily activities with the campers. Younger people used quads, vehicles or canoes hunting, picking medicine or just practicing being a role model and providing for all. Five days of excitement felt like five hours, and before anyone noticed, it was over. Habay, an old town was quiet again, only this time it reconnected the people a place for sharing a peaceful recognition of unity to move on.

Values and Traditions Connected to Habay Camp: Learning the language, genealogy, feeling safe and secure, trustworthy and open minded, feeling part of social function, building camp and fire, art of hunting, trail cutting, trapping, dog teams, horse teams, spring hunt with packed dogs, calling moose, ducks, rabbit, beaver, snaring lynx, seasonal fishing and netting, storytelling, predicting weather for survival, learning to build a drum and singing, learning to preparing and lacing snowshoes and canoe, herbal medicine and berry picking, preparing traditional meal, traditional hand games, learning to use snow snake, axe throwing, hunting bear with canoe, traditional clothing and beadwork, traditional and sacred places.

WHAT WAS ACHIEVED FROM THE PARTICIPANTS? • Everyone from the camp and visitors experienced the traditions of social unity. • The campers and visitors learning experiences are from other campers through observation, consultation and practiced. • Oojon Tsana Health Organizers believe cultural camps are for all age groups viable to the transformation of change in self concepts, attitude and the quality integrated in the learned experiences for healing purposes. • Youth are able to identify different medicine herbs, language & learned to cook outdoors. • Habay Camp: produced approximately 250 participants daily for five days. • Summary report from camp coordinator from Meander • Evaluation report from Chateh and Meander camp

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FEW OF US HAVE A LOT OF EXPERIENCE CHOOSE A NEW SCHOOL, A NEW STUDY-PATH OR A CAREER. HERE ARE A FEW THINGS TO FACTOR INTO YOUR EDUCATION DECISION AND WHY UCN IS THE BEST CHOICE. HANDS-ON LEARNING

FLEXIBILITY

LATEST TECHNOLOGY

PERSONAL TOUCH

Many of UCN programs provide unique training opportunities, whether conducting field studies in the Natural Resources Management Technology winter or fall camps, working in a child daycare setting as an Early Childhood Education student, or in Automotive Technician diagnosing and addressing issues with a client’s vehicle.

UCN students have access to state-of-the-art technology in labs, classrooms and fitness facilities. As UCN continues to expand, those learning opportunities grow exponentially. Use the latest and greatest technologies available to professionals, such as the computer numerically controlled (CNC)machine in Carpentry. UCN is the only dental assisting program in Manitoba that uses DENTRIX and DEXIS digital imaging technologies.

REAL-LIFE EXPERIENCE

The Bachelor of Education students at UCN train as teachers during ‘Into The Wild’, the summer day camp for kids. Electrical and Law Enforcement students benefit from real-life conditions of the training house at The Pas campus – one of only a few such facilities in Canada. Dental Assisting students get real-world experience treating community members attending the UCN dental clinic.

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Students can earn a degree, diploma or certificate from one of UCN’s many academic programs. And if career goals change and students want to transition from a certificate program to a diploma program, or diploma to degree, UCN can help. And UCN offers programs shared with other institutions, such as the Joint Baccalaureate Nursing program.

There are small class sizes at UCN so that students can enjoy the personal interaction with instructors and classmates. This leads to better classroom discussions to help students get the most out of the education experience. We get to know the students, and the students get to know us. Thanks to the positive experience they had here as students, many UCN graduates come back to UCN to work as instructors and staff members. So when students attend UCN, they are among people who know what it’s like. At UCN, success as a student is our top priority. But we also know that being a student is about more than lectures and exams. So how do we help achieve the balance of academic success and the enjoyment of being here? Through the many student services that help students both succeed and feel part of our community. That’s how!


OUR FACULTIES

No one wants a toolbox filled with only one kind of tool. That’s why UCN offers innovative and ethical programs in five diverse faculties: Arts and Science, Business, Education, Health and Trades and Technology. Check us out.

FACULTY OF ARTS AND SCIENCE

When students earn a Bachelor of Arts (BA) at UCN, they get a well-rounded liberal arts education. Students will have the choice of specializing in one of the available majors to customize their learning to suit their goals. With a BA, students get a solid foundation for many job possibilities, or for additional study in professional programs that require good communication, research and critical thinking skills. This degree also prepares students for graduate school if they decide to earn an advanced degree after graduationfrom UCN. Natural Resources Management Technology (NRMT) is also part of this faculty. It continues to be one of the more popular programs at UCN largely because of the hands-on opportunities students get in the field. UCN’s proximity to pristine lakes and wilderness areas gives NRMT students unique access to the ideal outdoor classroom.

WELCOME TO NORTHERN MANITOBA

UCN is proud to offer the opportunity to learn in our unique northern setting. Enjoy crisp, clean air and a proximity to nature that few other places enjoy. The Pas is next to Opaskwayak Cree Nation and the Rural Municipality of Kelsey. Clearwater Lake, one of the clearest lakes on the planet, is just 30 minutes from The Pas. Thompson is a young and dynamic city with a strong retail sector, entertainment and restaurants. The city is home to the award-winning Spirit Way, a 2.5 kilometer walking and biking path with 16 points of interest for you to discover. UCN delivers a range of programs in a network of 12 regional centres from Swan River to Churchill. Nine of our regional centres are in First Nations communities. We are pleased to be able to assist the communities of Norway House and Chemawawin (Easterville) with the implementation of their new public libraries. It’s simple to get in touch with us to discuss your future. You can call us toll-free at (866) 627-8500 or (866) 677-6450 or visit us on-line at www.ucn.ca

FACULTY OF BUSINESS

What do you think of when you think of ‘business’? We’ve got you covered if you want to know how to run your own small business, design a webpage, manage an office, keep books, be a front-line worker in a professional office environment or even earn a Bachelor Degree in Business Administration. Many exciting career options await graduates. Train for them with the UCN Faculty of Business.

FACULTY OF EDUCATION

The newest kid on the block is also one of the busiest. UCN’S Faculty of Education graduates will shape someone’s future. Always wanted to be a teacher? The Kenanow Bachelor of Education program gives students a unique perspective on education in the North. When graduating with a B.Ed., you qualify to teach anywhere in Manitoba. Students get practical work experience teaching children during Into The Wild, a summer learning camp for kids. If you would rather work with

preschoolers, Early Childhood Education is for you. Skilled educators are in highdemand in Manitoba. As need continues to increase, so do graduates prospects for a rewarding career.

FACULTY OF HEALTH

The Faculty of Health provides diverse programming. Prepare for a lucrative career as a nurse in the Joint Baccalaureate Nursing program offered in partnership with the University of Manitoba. Train to become a licensed practical nurse with the Diploma in Practical Nursing program. Dental Assisting students learn the latest techniques, and Law Enforcement students prepare for entry-level training with the RCMP or other police agencies. These programs and many more make up the Faculty of Health.

FACULTY OF TRADESAND TECHNOLOGY

The baby boom generation of skilled workers is reaching retirement age. It means a major lack of certified trades workers. Bad news for those of us who have homes, drive vehicles, cross bridges or work in buildings. Demand is already high for carpenters, electricians, automotive technicians, welders and other trades. It will only increase. These careers are already big earners. So, train for a career in a trade. All of UCN’s trades instructors have Red Seal certification in their professional areas. Let them share their knowledge with you. Technical programs such as Computer Programmer/Analyst and Civil/ CAD Technology round out UCN’s largest faculty. Enrol in Trades and Technology at UCN. Skills never go out of style.

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D

o you eat fruit or cereal? Well you are like everyone on our planet. And thus you consume products which need fertilizers. Indeed, phosphorus (P) is, with potassium (K) and nitrogen (N), an indispensable element for the growth of any kind of plant. There are no known substitutes for these elements in the fabrication of fertilizers. Fertilizers are currently in the spotlight with the possible sale of Potash Corporation to foreign investors. This shows the strategic importance of fertilizers in the modern world and also confirms the growth potential of this industry. Worldwide population growth and changing diets in certain countries are leading to increased demand for food and energy. Agricultural crops used to supply this demand require fertilizer to enrich the soil with complementary nutrients (N, P and K). Experts agree that if food production doesn’t increase in the coming years, we will see another food crisis similar to the one in 2007/2008. The only solution is to increase the surface area and productivity of cultivated lands. To improve the productivity of cultivated lands, one must include fertilizers. More than 85% of worldwide phosphate production is used in agriculture as fertilizer. The price of phosphate concentrate has increased dramatically over the past few years, rising from CAN$55/t in 2007 to CAN$440/t in 2008. This was due to tighter supply in the main phosphorus-producing countries (China, Middle East and North Africa). Following the fall 2008 economic crisis, concentrate prices started to increase again since the beginning of 2010 to reach CAN$ 220$/t in first quarter of 2012. 22

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In Canada, only one mine, in Kapuskasing (Agrium Inc), produces phosphorus. However, it will be closed by 2014. New sites for mining this resource are therefore needed to ensure that Canada remains selfreliant in terms of fertilizer. The Lac à Paul project is a very interesting alternative to meet anticipated phosphorus needs.

The phosphate concentrate that will be produced from this mine will have a very high grade of 39% P2O5, making it one of the purest on the marketplace. It will be amenable to the production of highquality fertilizers.

THE LAC À PAUL PHOSPHATE PROJECT

The new Ni-43-101 resource estimate (February 2012) increases resources of Paul Zone. Measured & indicated resources, are now 590 million tons at 7.13% P2O5 at a cut-off grade of 4.0% P2O5. Inferred resources are now 10 million tons at 5.89% P2O5. These resources are added to the Ni-43-101 resources estimate on Manouane Zone, done in 2011, that give measured & indicated resources of 163.8 million tons at 5.88% P2O5.

The project is located approximately 200 km north of the town of Saguenay in the Saguenay–Lac-St-Jean region, Québec, Canada. The Lac à Paul property includes 498 map-designated claims and covers an area of more than 27,000 hectares. The Lac à Paul property is located near key infrastructure for an eventual mining operation. The Péribonka IV (Hydro-Québec) and Chutes des Passes (Rio Tinto Alcan) hydroelectric power stations are respectively located 50 and 35 km from the deposits.

PREFEASABILITY STUDY (PFS) The Lac à Paul deposits consist of a series of phosphate deposits. A PFS was done on the most advance deposit: Paul Zone. The PFS indicated an Internal Rate of Return (IRR) of 23.2% and a Discounted (8%) Net Present Value (DNPV) of $985M. The annual production estimate is 3 million tons phosphate concentrate for 17 years mine. The total initial Capex is $814M and the pre-tax capital payback is of 3.9 years.

NEW NI-43-101 RESOURCE ESTIMATE

Next stapes – Environmental and Social impact study and Feasability study The Environmental and Social impact study is in process and will be finished in summer 2013. A Feasability study started in June 2012 and will be provided by CegertecWorley Pearsons by the end of 2013. The company is convinced that this project would generate a significant economic impact for the Saguenay–Lac-St-Jean area. www.arianne-inc.com

The average selling price considered for this study is of $175/ton. The cash operating costs are $90/ton concentrate (FOB rail Alma).

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Learning is a life-long journey and Northern College offers an open, trusting, and ever-expanding circle of relationships to experience and explore. Complement your world view and traditional practices with the skills a Northern College education can offer. Develop a career path that allows you to walk forward with balance and pride to achieve your dreams and give back to your community. Build upon your relationships with family, community and the land while expanding your knowledge and practical skills. Education and experience in the areas of business, community services, health care, skilled trades and technology, and veterinary sciences will help you walk your path in a wholistic way. With wisdom, experience and ability, you can make a difference in the lives of others and have an impact on your community and the world. hopeforthefuture.ca

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At Northern College, you will have access to inspiring cultural spaces and advising services to help you succeed. • Elders on Campus • Traditional and cultural events, guest speakers, seminars, talking and healing circles • Student lounges and peer support systems • Free academic upgrading with financial support for childcare and travel • Financial aid officers to assist you with OSAP, bursaries and emergency loans • Health services and fitness centres Through the wisdom of our Aboriginal Council on Education, Elders and community leaders, Northern College is guided by the fundamental values of strength, honesty, sharing and kindness. We are committed to responding to your choices and directions, ensuring your needs and the needs of your community are met.

GRANDMOTHER ROBERTA OSHKAWBEWISENS If you want to go places without leaving your community, we have many choices to help you study near and go far. • Our distance learning programs and courses allow you to choose where you will learn best • Many of our programs are offered in different communities • Full and part-time programs are offered at our Moosonee Campus If you choose to attend one of our campuses in Haileybury, Kirkland Lake, Moosonee or Porcupine, you will discover many services and people to offer support, guidance and direction along your journey. There are many programs to help you get the admission requirements you may need to be accepted to our college programs. • Our Academic and Career Entrance program lets you brush up on your skills to obtain your grade 12 equivalency • Academic Upgrading can help you get prerequisites you need for admission to college programs • Northern’s General Arts and Science program lets you explore different areas of study and can help you make an informed decision about your education and career choice • Our certificate in Pre-Health Sciences can help prepare you for our Practical Nursing, Bachelor of Science in Nursing and Paramedic programs • Gain skills and confidence in math, science, computers and technical studies and explore career options in trades and technology with our certificate in Pre-Technology

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Through the Elders on Campus initiative, students, faculty and staff are able to engage Elders to share their experiences, knowledge and wisdom. Elders value education, support students in their educational success, and inspire an enriched environment of cultural understanding and diversity. We recognize the significant role of traditional knowledge and the importance of passing such teachings to future generations. Our Porcupine Campus is now home to a new, permanent tipi which hosts cultural and educational activities such as smudging, Aboriginal teachings, ceremonies and classes incorporating traditional ways of sharing knowledge like storytelling and learning circles. A place for quiet reflection and a symbol of respect and acceptance, the tipi provides access to the spiritual and cultural wisdom of Elders and promotes cross cultural understanding. It is a place where both Aboriginal and non-Aboriginal people can gather to share, heal and learn from one another, building a more culturally vibrant northeastern Ontario.


Northern’s staff and faculty will treat you like family and small class sizes mean you will have personal attention and easy access to computers, labs and equipment. Our diverse program offerings and partnerships with other colleges, universities and employers provide our students with unique benefits and a competitive advantage. Engage your spirit, heart, mind and body by complementing your world view and traditional practices with the knowledge and experience a Northern College education can offer. Begin the journey of self-discovery and personal growth and gain the confidence to soar. Learn more at northernc.on.ca

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At

Goldcorp, responsible mining is a company-wide commitment that’s at the core of every business

decision we make. We call our approach to doing business ‘Sustainable Prosperity’ which means we strive to ensure lasting social progress and economic growth for all stakeholders.

We recognize the importance of contributing to the communities in which we operate and therefore support a wide variety of initiatives and organizations through sustainable community development investments, charitable donations and sponsorships. Goldcorp supports projects in four key areas: education, health, community development and arts & culture.

Goldcorp joined millions of Canadians who recently celebrated the contributions of First Nations on National Aboriginal Day in June. For Goldcorp, First Nations partnerships have played a significant role in supporting education and training initiatives that foster the development of leadership skills, career opportunities and business growth across Northern Ontario’s First Nations communities, and beyond. hopeforthefuture.ca

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With the mining industry’s growing need for skilled workers we hope the camps inspire youth to pursue postsecondary education and a greater interest in the mineral resources sector. In partnership with local First Nations, Goldcorp founded the Stope School at Red Lake Gold Mines in 2005. The 12 week course provides hands on experience in underground operations, including drilling, rock blasting, roof bolting, operating heavy equipment and more. Originally geared towards Aboriginal students the program has since expanded to include women’s, men’s and co-ed programs at Stope School. To date, 189 people have completed the program with 124 now employed by Goldcorp, including 13 women graduates. Graduates of the program receive the Ontario Common Core Certificate which is a provincial requisite for working underground.

Goldcorp is a proud supporter of the global organization Right To Play (Promoting Life-skills in Aboriginal Youth (PLAY)). Right to Play uses the transformative power of sport and play to empower First Nations children facing adversity, helping build essential life skills and better futures, while driving social change in their communities with lasting impact. The PLAY program, currently active in 46 First Nation communities and urban Aboriginal organizations across Ontario, aims to limit the challenges and build on the strengths of Aboriginal youth, while supporting the values of their community’s culture and identity. A key component of the program is the promotion of youth engagement through leadership activities, volunteer work and relationship building with other members of the community. Youth in the program have the opportunity to plan and lead a series of events and activities they feel are important, contributing to their communities overall public health. Some examples of past events planned and led by Aboriginal youth include: a community dance and a family games event. Another program Goldcorp supports is the Mining Matters Mining Rocks Earth Science Camp, a program organized through the Prospectors and Developers Association of Canada (PDAC). Held each summer at our mine sites in Northern Ontario, the camp aims to educate aboriginal students and elders from local communities on the geology, minerals and earth science of mining. Summer camp activities typically include: hands-on workshops, scavenger hunts, mine tours and sharing circles. After attending a Mining Rocks camp at Porcupine mine, three participants signed up for a tour of Northern College in Timmins to learn about their Mining Essentials program which teaches skills for entry-level mining jobs. Mary Boyden, Manager of Indigenous Community Relations at Porcupine mine is encouraged by the level of community interest in the Mining Rocks program and stated, “supporting and promoting youth education is fundamental to assisting in the development of First Nations communities.”

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Based in Sioux Lookout, Goldcorp supports Windigo Catering Limited Partnership,a successful Aboriginal business venture, owned by five members of the Windigo First Nations Council which has provided food services to the Musselwhite Mine for 15 years he Windigo First Nations Council is a signatory to a business-to-business agreement with Goldcorp (‘The Musselwhite Agreement’) that has catalyzed a range of employment opportunities, skills training, economic development opportunities and environmental protection. Frank McKay, President of Windigo Ventures General Partner Ltd. stated: “The Musselwhite Agreement embodies cooperation, understanding and mutual respect. We’ve been proud to work closely with Goldcorp on their Musselwhite project since 1998. Our relationship is based on shared values, and continues to strengthen as we provide increasing support to a range of mining operations.” Today, Windigo employs 66 people, 83% of whom are Aboriginal, providing competitive salaries, training opportunities, full employment benefits and a registered pension plan.


At the PDAC Convention in March 2013, Windigo Catering received the prestigious Skookum Jim Award , recognizing exceptional achievement and/or service of Aboriginal-operated businesses in the mining industry. McKay noted that winning this award “feels like icing on the cake.” The overarching goal of the agreement between Windigo Catering and Goldcorp is to build capacity and expand the business—and steady progress is being made. Windigo Catering recently secured a three-year contract with the Thunder Bay police department and a partnership with a restaurant in Sioux Lookout is in the works. Gil Lawson, Mine General Manager of Musselwhite, shared: “Windigo Catering has become a valued project partner… I’m proud of our long-standing association and hope to see our relationship continue well into the future.”

At all of our operations, we strive to create employment and business opportunities for local Aboriginal and Indigenous communities, with sensitivity and support for their social and cultural practices. We seek out partnerships to further a culture of economic independence, ownership, entrepreneurship and enterprise management. We will continue to grow our existing First Nations partnerships and proactively look for more in support of Goldcorp’s vision of creating sustainable value, for generations to come. www.goldcorp.com

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S

ince 1990 the International Union of Operating Engineers (IUOE) in

Canada has operated a National network of training centres across Canada called the Canadian Operating Engineers Joint Apprenticeship and Training Council (COEJATC). These centres specialize in the delivery of the most up to date, modern and intensive training for heavy equipment, crane, and safety. Our programs are industry-driven and we are dedicated to the development and promotion of National Standards. Our mandate is to deliver Quality Training Programs to facilitate the mobility of operators and to ensure a safe, efficient and effective construction industry in Canada. Contractors in the construction industry operate across Canada in a very competitive industry, and require their employees (our members) to work in very diverse conditions, from urban settings to the far north and everything in between. Operating Engineers (IUOE) ensures our members are continually provided with the necessary training to be able to efficiently operate and adapt to the ever changing technology in the construction industry which is accomplished by working with our Contractor partners, Provincial and the Federal Government to ensure our training remains state of the art. The mandate of our training centres is to supply safe, trained, efficient, and versatile workers to our Contractors partners while providing the highest standard of living for the members and their families. The Operating Engineers are represented in every Province and Territory in Canada coordinated through the Operating Engineers National Office in Ottawa.

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The IUOE represents nearly 50,000 thousand highly skilled, crane and heavy equipment operators, mechanics and servicepersons in Canada’s construction industry. Operating Engineers build Canada’s infrastructure: the bridges, roads, airports, pipelines, hydro dams, steam plants, hospitals, schools, water treatment plants, sewer and water systems, subways, office towers, refineries, liquid natural gas plants, wind and solar farms, shipping ports, mines, pulp mills, quarries, land fill sites, and water diversion channels - - all the things Canadians require for their daily lives, are built by Operating Engineers.

“”

THE ABORIGINAL COMMUNITIES CONSISTING OF FIRST NATION, MÉTIS AND INUIT PEOPLES ARE SEEN BY THE OPERATING ENGINEERS AS A MADE IN CANADA SOLUTION TO MEETING THE SKILLS GAP IN THE CONSTRUCTION INDUSTRY. While honoring our past, we must shape our future. The Operating Engineers are fully engaged in developing the work force of the future, to ensure that our members are highly skilled, motivated and mobile so that they can continue to provide the best living possible for their families. Our Contractor partners are committed to developing a diverse work force that represents all Canadians.

growing population in Canada with close to fifty percent of the population under the age of twenty-five and living within communities located in urban, rural and remote areas of Canada. Aboriginal communities provide an untapped resource of new workers for the construction sector. The Operating Engineers are committed to building partnerships with Aboriginal communities across Canada, to help provide Canada’s future supply of highly trained workers for the construction industry. A long term, made in Canada solution, for Canada’s future workforce needs will focus on the mobility of the First Nations, Métis and Inuit. We have the financial and human resource investments to make this a reality - - a reality that is meeting today’s requirements. The retention and advancement of Aboriginal Peoples in the construction industry is a priority for the Operating Engineers. We work closely with our Contractor Partners to make this a reality. The Aboriginal communities consisting of First Nation, Métis and Inuit peoples are seen by the Operating Engineers as a made in Canada solution to meeting the skills gap in the construction industry. Aboriginal peoples are actively being recruited to become heavy equipment and crane operators throughout Canada. Once recruited, retention and advancement are the next steps in supporting Aboriginal people to obtain a career in the industry. Working with the Operating Engineers and their network of training centers across Canada (COEJATC), will ensure that after the training is complete, trainees will be provided the opportunity to secure work through the unions hiring hall system. There are offices in each Province, or the National office can direct trainees to the province that require workers.

“”

DEVELOPING A SUCCESSFUL PARTNERSHIP RELATIONSHIP TAKES TIME AND A GREAT DEAL OF HARD WORK AND UNDERSTANDING, COUPLE THIS WITH THE MOST IMPORTANT VALUE, TRUST. PARTNERSHIPS MUST HAVE THE MUTUAL GOAL OF AN AGREED PROCESS TO ENSURE SUCCESS.

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Over the next ten years, nearly a quarter of a million new workers will be needed in the construction industry. Over the next decade there will be approximately 600 new projects just in the natural resource sector alone – providing great employment opportunities for those seeking a career in the construction industry.

In Canada, there are a total of eighty-three Aboriginal agreements holders with just over four hundred Local Delivery Mechanisms (LDMs) that deliver employment programs and services to First Nation, Inuit and Métis peoples by First Nation, Inuit and Métis peoples. These agreement holders have the budgets and the authority to design and develop labour market employment programs to meet community and individual needs. The ultimate goal is for their clients to receive training that will lead to a job / career.

The Operating Engineers have a vision of how to address the requirement for new workers and ensure Canadians benefit from these new opportunities. Our vision includes Aboriginal Peoples from across Canada. The Aboriginal communities are the fastest

The Operating Engineers’ goal is to recruit, retain and advance Aboriginal peoples leading to a career within the heavy equipment and crane industry throughout Canada. The client assessment process is critical to finding the right person for the right job /

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career. This process ensures we match the right person with the right career path given the limited human and financial resources to achieve this goal. Developing a successful partnership relationship takes time and a great deal of hard work and understanding, couple this with the most important value, trust. Partnerships must have the mutual goal of an agreed process to ensure success. We understand this process and desire to work with Aboriginal communities and individuals to increase our membership with skilled Aboriginal workers with the recognized credentials can be referred to signatory contractors for employment and ultimately a career. Employers are looking for people with the right attitude, good work ethic and most importantly, people who are willing and able to show up for work every day. Make no mistake, employers and contractors are in business to make money. Skilled Aboriginal people are already working for these employers and contractors throughout Canada. The best practices developed through these experiences continue to be shared and replicated.

If you are interested in a career in operating cranes or heavy equipment, you are encouraged to contact any of our IUOE Locals across the country or send an email to our national office in Ottawa at infocanada@iuoe.org

The IUOE has local, regional, national and international reach as we supply skilled workers to our signatory contractors. These employment opportunities are available in urban, rural and remote areas. Through our partnerships you can be part of the solution to fill the skills gap for the Operating Engineers with a made in Canada solution of the recruitment of Aboriginal workers. Candidates who join the IUOE the Operating Engineers Team as apprentices are registered with their respective provincial apprenticeship system and can be trained on various pieces of heavy equipment including cranes, graders, excavators, dozers, loaders and pipeline.

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W

innipeg, MB – For the past five

When CDI student Chantelle Chornoby was

years, CDI College has held

told her leukemia had reappeared in May

a national blood drive, giving

2009, her CDI College campus director, Tahl

hundreds of people across the country the gift

East, decided to take action. Rounding up 15

of life. Inspired by a former student’s struggle

of Chantelle’s Winnipeg classmates and her

with cancer, the blood drive has become a

instructor, East contacted Canadian Blood

yearly reminder that we can always do more

Services to get started on a local blood drive.

to help people in our communities. hopeforthefuture.ca

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Chantelle, a member of the War Lake First Nations, was first diagnosed with leukemia in 2007 and had gone into remission. But, the cancer didn’t stay away for long. This time around, Chantelle was 30 weeks pregnant when the doctors broke the news. She was forced to deliver the baby early and get started on chemotherapy treatments right away. •••••

“The blood drives are important because they were important to Chantelle. Out of the 340,000 registered bone marrow donors, only 1% could have been a match. But none were a match for her in the registry or in our family. She wanted to make sure that other Aboriginals had a better chance to find a match.” ••••• With on-going chemotherapy, Chantelle had to rely on many blood transfusions to help her body build back some immunity. Her classmates, CDI College staff and family members rallied to donate blood. CDI also arranged to have Canadian Blood Services host a OneMatch drive where willing candidates could sign up to become bone marrow donors.

“The blood drives are important because they were important to Chantelle. Out of the 340,000 registered bone marrow donors, only 1% could have been a match. But none were a match for her in the registry or in our family. She wanted to make sure that other Aboriginals had a better chance to find a match so she said, ‘I want to raise that number and get more people on that registry so that someone else in my case can have a chance at life’.” Chantelle’s story inspired CDI College campuses in five different provinces to hold their own drives. One nationwide campaign is held every summer and individual campuses hold supplementary drives throughout the year. To date, hundreds of Canadians have received the gift of life thanks to generous CDI College staff and students. CDI College is dedicated to helping the communities it operates in, and the blood drive is just one of many initiatives taken on. An annual food drive is held each holiday season across the country, campaigns are held in several cities during breast cancer awareness month, an apprentice-style pizza challenge in Edmonton raised more than $10,000 for local charities and massage students in Alberta have lent their services to several charitable organizations over the years. Get started today, visit programs.cdicollege.ca

Nationwide, only 1% of all bone marrow donors are of aboriginal descent, which made it difficult for Chantelle to find a match. “Finding a matching donor for Chantelle, or any person of Aboriginal background is especially difficult because the OneMatch database consists of less than 1% of Aboriginals. The OneMatch database consists of 75% of Caucasians. More people of Aboriginal and all ethnic backgrounds are needed to develop a database with a broad ethnic representation that reflects the needs of all patients,” said Michael Hyduk of Canadian Blood Services. Originally from the northern Manitoba community of Red Lake, Chantelle was moved to take the Addictions and Community Service Worker Program at CDI College after watching her small town struggle with constant substance abuse problems. She was scheduled to graduate in October 2009, but unfortunately, in 2010, Chantelle lost her battle with cancer. Her mother was on hand to collect her honorary diploma and shared her thoughts on why blood drives like CDI College’s are so important.

Students at CDI College choose career training programs in the areas of business, healthcare, technology, early childhood education, art and design, and legal studies to help them make a difference in their lives and those around them. During their time in school, CDI College ensures that students not only learn the skills needed to perform on the job, but also acquire the knowledge to become contributing members of society. Learn more about CDI College and their on-going community initiatives at cdicollege.ca or call 1.888.707.0570.

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A

fter a specific claim was settled, and a Trust was implemented, one First Nation realized the resulting Trust was not working for them. Chief and Council began to realize their community needs were not being met, and they were unlikely to be met within the existing Trust structure. In short, it wasn’t producing the results the community hoped and needed to see – but why? The existing Trust structure decision-making process was similar to government run programs, and the opposite of traditional decision making processes. “My grandfather told me of the time in our history when decisions were made by the family heads, like when to move to a different hunting ground. Once the decision was made by these family heads, there was no further discussion required. The families picked up their belongings and moved the next day,” says Chief Norman Davis, Doig River First Nation. But how do you bring traditional forms of decision-making into modern Trusts? After the 1998 Specific Claim with the Federal Government was settled, something was not working for Doig. The Doig members felt they had no idea where their money was going. “With our Trust, the bank was making all the decisions for us and it just didn’t work,” says Chief Norman Davis. Deloitte helped Doig create a Trust structure that better served Doig members – a true community trust. The solution involved eliminating the corporate trustee and substituting this role with Community Trustees and Deloitte as an Administrative Trustee. As Administrative Trustee, Deloitte’s main responsibility is capacity building within the community. With a Community Trust structure, Doig had to formulate a method to select their community trustees. They decided to employ the same decisionmaking process for their Community Trustee selection process as they had always used – the traditional method of ensuring each family was represented by electing a family head to make decisions on where the money was spent for the community. For Council, the voice of the elders has always been a very important consideration in making decisions. “Deloitte understands this,” says Chief Norman Davis. “They helped us incorporate elder representatives into our trust model.” “The Chief and Council don’t sit as trustees; however, they do attend every trust meeting. As a result, this type of Trust encourages working together, development and funding of the community programs in their own ways and based on their own decisions,” says Wendy Grant-John, Senior Advisor, Deloitte Aboriginal Client Services and former Musqueam Chief. “It has proven highly successful, as the trustees make the big decisions, in line with traditional methods of decision making.” The community is engaged because these decisions are transparent. This type of structure bestows true responsibility to the community for their own affairs, which was not the case under the old-style corporate-type trust structure. “Deloitte didn’t come in and tell us what to do. They listened and worked with us to develop a trust model that is right for us,” says Chief Norman Davis. “And, it’s working.”

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“It’s a matter of getting the people who write the cheques together at the table,” says restauranteur and philanthropist Dave Smith, while talking about his latest passion project over lunch at his Ottawa-based Nate’s Deli Family Kitchen restaurant on Merivale Road. “Donations, whether they’re in cash, in labour or in equipment are essential to moving these types of projects (community based and humanitarian) forward.

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Ottawa restauranteur and philanthropist Dave Smith is spearheading an effort to create a training centre for Aboriginals in the Ring of Fire.

As if on cue, a friend approaches the table and apologizes for the interruption. “Well, hello there, young fella,” says the animated 80-year-old Smith, grabbing his greying friend’s hand and laughing. “I heard you’re looking for computers for Northern Ontario,” says the friend. Smith nods his head and replies that he is, also telling his friend that the meeting underway is about this very project – an Aboriginal Trades High School.

The friend replies that he can get 20 used computers, all in working condition and installed with a basic operating system and ready to use, in a matter of days. “Who can ask for anything more?” sings Smith, stretching out the words, before laughing and grabbing his friend’s hand again. “God bless you. What a saviour to come just in time.” Smith then looks at the meeting participants, recognizing the coincidence of what just happened. He laughs again. “I swear I didn’t set any of this up.” hopeforthefuture.ca

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GETTING THINGS DONE Through the years, Smith has built a reputation as being the “go-to” guy to help with fundraising and launching community and philanthropic based projects. In fact, in 2007, then chief of defence staff Gen. Rick Hillier placed a call to Smith and asked for his help in creating the Military Families Fund, a financial assistance resource available to serving military members and their family that helps with things such as home modifications for injured or ill members, and travel expenses to attend a funeral or visit an injured member or child in the hospital. “I’m like a dog with a bone,” explains Smith. “Once I latch on to something I don’t let go.”

ABORIGINAL TRADES HIGH SCHOOL Smith’s latest project involves creating an Aboriginal trades high school in the Thunder Bay region to help address Canada’s significant skilled trades shortage while also helping Aboriginal youth – one of Canada’s fasting growing demographics – turn their cycle of poverty around and become active contributing members to both Aboriginal and mainstream society. “When you go into many of the reserves, there’s nothing there,” says Smith. “We’ve got thirdworld conditions in our country. When I was in Pickle Lake, there were at least two incidents where a 7-to-8-year-old kid was trying to hold his drunk father up to get him back home. It’s not right but what’s a kid to do?” Smith shakes his head then becomes more animated. “The highlight for a lot of these kids is to turn 18 so they can collect social assistance,” he says. “How many millions of guilt money have we thrown at the natives and gotten no results? I’ve been screaming for years that we should be using this money to train the kids.” An April 2013 concept paper for the Aboriginal trades high school commissioned by the Nishnawbe-Aski Nation notes that the unemployment rates for Aboriginal peoples are twice as high as those of non-Aboriginals. Registered Indians have the lowest labour force participation rate of any Aboriginal group at 54 per cent, and the unemployment rates on many reserves are over 70 per cent.

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The paper also notes that as it stands, over 70 per cent of on-reserve First Nation students will not complete high school. And, it doesn’t stop there: suicide rates for First Nations youth between 15 and 24 years of age are 8 times higher than the national average for females and 5 times higher for males; most Aboriginal people are at or below the poverty line; and geographic location is a major obstacle to available skills training. Clearly, engaging Canada’s Aboriginal youth by providing them with basic literacy skills while also giving them the opportunity to learn a skilled trade makes a lot of sense for everyone. “If you take a kid off of the city streets and throw him in a classroom, he probably won’t show up the next day,” says Smith. “But if you take him to the shops, well, that’ll turn his crank and give him the realization that ‘Hey, I can lay bricks” or ‘Hey, I can be a framer.’ Then a magical thing happens: he becomes more confident and realizes he needs to learn a little more, so he’s motivated to do the classes.”

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As Smith says, it’s no different with native youth. “Throw him in a classroom and forget it – forget it. You’re beating your head against the wall. But put him in the shops where he can use his hands and develop a talent and yes, we absolutely can help him turn his or her life around. It’s important for us to motivate these youth and show them that it’s not a dead-end road, and that they have the right to get out and make a decent living like the rest of us.” While a few similar trade high schools exist, the Aboriginal Trades High School project represents the first of its kind in Canada. In addition to offering a combined high school education and opportunity to study a skilled trade, the delivery will take into account the unique Aboriginal learning styles.

WHO IS DAVE SMITH?

Ottawa restauranteur and philanthropist Dave Smith has raised over $150 million for the local, national and international causes he represents. With an unshakeable faith in humankind, he has a passion for gathering like-minded people around an issue or cause that involves improving the lives of others. Smith’s latest effort to establish an Aboriginal trades high school draws on his experience from two similar projects he spearheaded in the early 90s: the Ottawa Technical Secondary School and the Dave Smith Youth Treatment Centre.

Ottawa Technical Secondary School An early project that helped establish Dave Smith’s reputation as a community leader and visionary was the creation of the Ottawa Technical Secondary School. In the mid-90s when the computer industry was really starting to push forward, Smith was one of 300 people invited to a breakfast where the guest speaker was, as he puts it, “ranting and raving about high tech.” “Finally, I couldn’t stand it anymore,” says Smith. “I stood up and told him ‘Hold on, Doc. If we don’t start talking about hard tech, you won’t have the trades people to build your high tech buildings.’ Well, the crowd loved that one.” At the end of the session, the principal of the old McArthur High School, which was being used as a vocational trades-type of school, approached Smith and asked for his help, saying the school board was ready to shut the school down. Knowing the value of this type of school, Smith readily agreed to help and went directly to the board office. He was told flat out that the board had no money to continue operating the school, so Smith organized a fundraiser. Six hundred invitations were sent and over 500 people responded. The first night alone raised $360,000. The following day Smith received a call from General Motors, who donated a fully-automatic paint shop. Other organizations followed, and between in kind and cash donations, over $1.5 million was raised and 22 shops created.

The course material will be infused with Aboriginal Nations’ history, culture, traditions and values. And, it will be delivered by Aboriginal faculty who will take a holistic approach to education, recognizing that the physical, mental, emotional and spiritual well-being of the student is important to the student’s progress. With the Aboriginal Trades High School set to open in the fall of 2014, Smith says there is still a lot to do. He is actively trying to secure desperately needed equipment and corporate sponsorship for this project, explaining to companies how this project can be a good investment for them. And, he continues to tirelessly encourage native Elders and parents to motivate their youth and help them learn new skills.

The old McArthur High School now operates as the Ottawa Technical Secondary School and continues to offer a combined academic and skills-based learning curriculum where students have the opportunity to try out a number of different trades including construction, mechanics, flooring, woodworking, food services and, yes, even communications and computers. “Were not all going to be doctors and lawyers.” notes Smith. “But we’ll make great plumbers, bricklayers and framers, right?”

Dave Smith Youth Treatment Centre In the early 90s after learning there were as many as 4,000 Ottawaarea kids who had been identified with a substance abuse problem and no place to treat them, Dave Smith set out to create a residential treatment facility. After several years of advocacy and the dedication of a number of people, the Dave Smith Youth Treatment Centre (DSYTC) opened as a day treatment facility in 1993. Since it’s opening, the DSYTC has helped hundreds of youth work towards their recovery from substance abuse. Its role expanded in 2010 to include residential and aftercare treatment services, something Smith pushed for from the very beginning. In 2012 alone, the residential treatment component admitted 160 youth. “Dave was integral to making it all happen,” says Mike Beauchesne, executive vice president, Clinical Services at the DSYTC. “The opening of the residential facilities represents the realization of a great deal of hard work and dedication on his part.”

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D

uke of Edinburgh Saskatchewan applied through the Community Youth Challenge (hereafter CYC), which is our partnership with the RCMP. Through CYC, Agency Chiefs Child & Family Services (ACCFS) sent youth participants and chaperones from Pelican Lake First Nation, Big River First Nation, & Witchekan Lake First Nation to be part of Tim Horton Children’s Ranch at Kananaskis, Alberta on April 1st to 4th, 2013. CYC introduces the Award to youth in rural, northern, and aboriginal communities across Saskatchewan. Forty Saskatchewan participants in the Duke of Edinburgh’s Award went to Tim Horton Children’s Ranch; 30 from our communities and 10 from Kahkewistahaw. We are very grateful to have partnered with RCMP to have our youth be part of Tim Horton Children’s Ranch (THCR) and for this great opportunity. Professional organizations such as the Duke of Edenburg gives hope for our youth that it pays off to be a better citizen in being part of the RCMP First Nation Community Cadet Program. We know

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our youth participants will continue to develop while furthering their Award activities and stayed connected with new friends they met at the camp. All participants at “the Ranch” have the unique experience of living in the Canadian Rockies, and enjoying activities such as rock climbing, night hiking and other traditional camp activities. There was extensive planning leading up to this camp, everyone involved had to comply with the registration process rules and procedures: all adult volunteers had to submit successful RCMP criminal records check and youth had to have parents consent. Everyone was excited to wake up early for the departure which was 6:30 am from Spiritwood ACCFS office. Youth and chaperones from Pelican Lake, Big River and Witchekan were loaded up on Big River First Nation Charter Bus to Saskatoon Airport to transfer onto the Tim Horton’s Charter Bus at 8:30 am. The group arrived at Kananaskis Ranch around 6:00pm. The Tim Hortons Camp Ranch Team leaders welcomed our youth


and chaperones with smiles. All campers were shown to their bunk house where they found their bunk beds for the week. After everyone settled in the bunk house a Tim Hortons Camp Ranch Team leader invited everyone to the dining hall to administer the policy and procedures. To secure the safety of the big group, the youth are allowed to construct a contract outlining positive behaviours and values that they will abide by during their entire stay at camp. The Youth were divided into 4 groups consisting of kitchen duties and activities. Each group alternation was done in a rotating format: group A starts breakfast, setting up tables, recites a meal thankful tune, group B does Lunch preparation, group C in for supper and group D begins a new day with breakfast… This group alternation continued onto their activities to ensure each individual has had a chance to go through the bead challenge. Each activity represents a color bead and what goals youth can set for them.

The overall benefits to participants will be enjoyment, teamwork, selfconfidence, achievement, and the multiple benefits that come with a change of scenery. With great scenes, and great meals, the opportunity is out there to make great new friends.

TYPICAL DAY INCLUDED: • • • • • • • • • •

7:30am – Good Morning 8:30am – Breakfast 9:30am - 12:00pm – Activities 12:30pm – Lunch 1:15pm – ZAP time (zero activity period) 2:30pm - 5:00pm – Activities 5:30pm – Dinner 7:00pm – Evening Activity 8:30pm – Snack & Debrief 9:00pm – Goodnight Campers hopeforthefuture.ca

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G.R.E.A.T. BEAD CHALLENGE: DEVELOP MOTIVATION The GREAT bead program provides an opportunity for campers to accomplish something special while at camp and take home a tangible reminder of their accomplishments and new found skills. Blue Bead Goal Setting and Achievement: Campers will learn how to set goals and achieve them. They work to overcome fears, take risks and try new things. Campers are encouraged to try hard at things that are hard and talk about their experiences. Yellow Bead Responsible Leadership: Campers learn how to set a good example for others to follow and help to lead the group during activities. Campers suggest ways to solve problems, and help their group achieve success. Green Bead Environmental Awareness: Campers develop a better understanding of the environment by learning how they can make a positive impact in their own homes and communities. Orange Bead Adventure, Creativity and Discovery: with the orange bead campers will demonstrate creative expression through the arts, while wanting to explore the unknown. Campers will be encouraged to ask more questions. Red Bead Teamwork, Friendship and Community: Overcoming a group challenge, working together through a difficult situation as a team is what campers learn with the red bead. Campers will get the feeling of being a part of a group while having a sense of community.

Learn how you can MAKE A DIFFERENCE too “The Duke of Edinburgh’s Award will give the chance to set goals and achieve results in a fun and challenging way! You can explore new activities and pursue current interests. You can hang out with others your age, experience incredible adventures you never thought possible, dream big and succeed! More information and photos can be viewed at http:/www.dukeofed.org/about-the-award • are you between the ages 14 and 25 • are you looking for a way to get more involved in your community • to make new friends globally • to get physically fit • to discover an activity that excites and inspire you • to achieve your potential • to explore the great outdoors • to build self confidence The winning formula for talent development involves connection, a positive environment and plenty of possibilities. We are always seeking to find better ways to empower our youth to make positive choices and to lead healthy lifestyles. We are very proud of our youth who continue to participate in positive community activities such as the cadet program. Once again, special thanks to our partners Big River First Nation, Witchekan Lake First Nation, Pelican Lake First Nation, RCMP & Duke of Edinburgh for being part of our team and making this camp a success! www.agencychiefs.com

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fter proposing a concept to the Ministry of Training, Colleges and Universities, Collège Boréal was able to secure funds to organize an event which through music, presentations and guest speakers; could educate, promote, raise awareness as well as highlight aboriginal culture and talent.   During the last week of March 2013, Collège Boréal’s Sudbury campus had the privilege to host an event series focused on Aboriginal arts and culture. The event’s objectives we’re to entice and pique students interest, to encourage them to self-identify, to visit the college’s aboriginal facilities and to help with the integration, inclusion and understanding of the different aboriginal cultures.   Through active student involvement, participation and inclusion, the students were able to better understand aboriginals in general as well as benefit from a cultural event such as this. Hopefully, the students looked up to the various artists as role models, mentors and leaders who inspired them to pursue or express themselves passionately through creative arts such as music. Staff, teachers and community members were reached and had the opportunity to see the importance of respecting, understanding as well as meeting the needs of aboriginal cultures. The intent is to impact and instill changes in existing or among future curriculums so as more programs can educate their students on aboriginals, programs can be more inclusive of aboriginal material and programs provide relevant information on aboriginal communities and peoples.

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Florant Vollant

Olivine Bousquet dancers

Collège Boréal took the opportunity to include the “Fierté Autochtone / Aboriginal Pride” event within « La semaine de la francophonie » (Francophone Week). This gave visibility to the French-speaking Aboriginals and artists to showcase their culture. Students and community members also got the chance to have lunch with several of the artists, creating a bond and allowing a discussion period about life experiences to share knowledge and teachings.   The event kicked off with a live trilingual version (French, English & Ojibwe) of « O Kanata » performed by 3 local women representing Kanata 1534, a multimedia theatrical show which focuses on the life of Métis Louis Riel and tells the story of the aboriginals and the settlers.   Black Bull Singers and the N’Swakamok Dance Troup followed the opening with a spectacular grand opening exposing First Nations representatives dressed in their Regalia. A group of men drummed on a Grand-Father drum while men, women and children highlighted many traditional dances and even engaged the crowd to join the round dance. They also took the time to explain the history and significance of each dance as well as answer questions from the crowd. Daniel Pelletier, a guest speaker, then took the stage and addressed the crowd for a more in depth look on Native Culture and Spirituality. Daniel shared his experiences, his knowledge and his teachings during his presentation. He raised awareness on many subjects such as Pipe Ceremonies, the traditional

Elisapie Isaac The Métis Fiddler Quartet

medicines, drum making, the four directions as well as the significance of sacred items which the crowd was allowed to touch, feel and see. He also shared some traditional flute, drumming and Ojibwe songs. The show ended with Fiddle Works, a local corporation that purpose and objective is to preserve and promote Canadian musical and dance heritage, specifically fiddling and step dancing. This group accompanied by 2 dancers, gave Collège Boréal’s guests the chance to experience Métis

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fiddling and jigging at its best. They also raised awareness on the Métis people and how their music has evolved since the first early settlers. The second event included all three aboriginal peoples: The Métis Fiddler Quartet who was accompanied by the Olivine Bousquet Métis Dancers, Inuit artist Elisapie Isaac, and Florent Vollant, a First Nations artist.   This concert saw the 3 aboriginal groups (First Nations, Métis and Inuit, united on stage for a spectacular 3 hour show. The spotlight shown bright giving the people the opportunity to partake in different styles of aboriginal music.   People from the Greater Sudbury Area which included, students, staff, teachers, partners and community members, attended and enjoyed the concerts at no cost and were able to

benefit from this event. Positive feedback and compliments were relayed congratulating Collège Boréal on these initiatives that shared and promoted aboriginal cultures.   A special thanks to the Ministry of Training, Colleges and Universities, Aboriginal Education Office for funding and supporting this project. For more information, please contact Eric Dupuis, Manager & Project Coordinator for Aboriginal Projects at Collège Boréal: 705-560-6673, ext.2025 or by email at eric.dupuis@collegeboreal.ca

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ith so much discussion and contractual development taking place between First Nations and mining companies, it is easy to miss other employment and partnering prospects with smaller service providers in the mining industry. We are one of those smaller providers, and we would like to learn how to work with you. Accurassay Laboratories is a privately-held lab company. Our main lab is in Thunder Bay, Ontario, and we have several other operations from Manitoba through to Newfoundland & Labrador. We have been in business since 1983, and over the years we have developed a respectable scope of testing capabilities to serve exploration companies and operating mines. The growth history of Accurassay is a Canadian success story. Accurassay entered the mineral testing services business almost 30 years ago after startup of its main environmental laboratory in Kirkland Lake, Ontario. In 1987, the company founder, Dr. George Duncan, parlayed his expertise in the science of gold analyses into a reliable assay services lab based in Thunder Bay, Ontario. In 2001, George’s son, Rob Duncan, left a senior management role with a manufacturing company to become the Accurassay President. Rob’s aim was the development of Accurassay into more than a local lab. Through the introduction of new best practices and a continuous investment in new process equipment, the company steadily developed its position as a service-focused, process-driven organization. It has been truly significant growth for the company over the years since. As a result, the company today is a significant mid-tier player in the assay services industry across Canada. While much of our work is measuring gold and silver content in our client samples, we also analyze other important elements such as base metals (copper, lead, and zinc for example), iron and chromite. hopeforthefuture.ca

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Along the way, our company has continued to grow and develop in response to the needs of its clients and the exploration industry. We have done so in two key ways: one, by adding new/expanded locations across Canada to provide greater accessibility and improved turn-around time for the regional geologists and mining companies, and two, by introducing mechanized and automated systems in our operations to make the work more interesting and safe while improving reliability. It is this expansion, along with the move to technical enhancements to operations, that we think can offer benefits to the Aboriginal community looking for good learning opportunities and an entry to employment in a technical field. Today, Accurassay processes over 3000 samples per day, through the efforts of over 100 staff across the company, including satellite operations in Sudbury (ON), Timmins (ON), Rouyn-Noranda (QC), and Gambo (NF). To understand more about Accurassay, here are some of the highlights of our geographical locations.

Thunder Bay Operations

THUNDER BAY OPERATIONS: This is the central hub of our operations. Most of our clients’ samples come straight to Thunder Bay where they are received, inspected, dried and “logged in” to our database system. Samples are then processed through a department called “Sample Preparation”. It is “Sample Prep” that crushes and pulverizes the rock sample to a pulp that can be chemically treated to isolate metals for analysis further down the process. We use standard crushers and pulverizers in several locations, but in Thunder Bay we have introduced new technology that automates the crushing operation and produces a more sophisticated and less labour-intensive pulverizing stage. In doing so, we see Sample Preparation as an opportunity to learn basics in mechanization, the basics in performing maintenance on these systems, and how processes can be controlled through automation.

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ROUYN-NORANDA: Accurassay has just completed a move of its current sample prep operations to a new, larger, facility nearby that will include gold fire assay capability by June 2013. It will feature the best of our process equipment expertise and technical procedures gained in our Thunder Bay operations over decades of service. The current planned capacity for fire assay upon opening is 1000 samples/ day, and will be expanded once again towards the end of 2013.

COLOMBIA: A Mechanized Pulverizer System in the Accurassay Thunder Bay operations In line with its focus on the benefits of automation, Accurassay has installed an automated crushing system for its Thunder Bay operations. This system was fully commissioned at a ribbon-cutting ceremony in the first week of April 2013, and complements the existing automated pulverizing units. Featuring four Herzog HP-WCSA crusher/splitter units and a linear conveyor system, it produces a state-of-theart sample preparation process unequalled in any commercial lab in North America. The benefit to clients will include even tighter precision as well as gains in the reliability and predictability of turnaround time. This also has the benefit of developing transferable skills in the workforce that uses and services such a system.

Our first foray into South America is now open for sample reception, with sample prep now open for business. Accurassay’s lab supervisor is a local Colombian with gold lab experience gained from previous mine lab employment. Our company will deliver a combination of local expertise with our SCC accredited Thunder Bay analyses to provide a better alternative to exploration companies in that country.

TATA STEEL MINERALS ON-SITE LABORATORY, LABRADOR: With the awarding of the TATA Steel on-site lab services contract, Accurassay has already placed a temporary facility on-site for sample prep. The sub-samples are then further processed and analyzed for iron and other oxides in Accurassay’s Thunder Bay laboratory within a few business days of reception. At this stage, we are finalizing the installation steps in order to have a fully-operating lab by the end of the summer. And it is worth noting that we have started discussions with local First Nations to provide employment opportunities within the lab. We seek to engage and support Aboriginals looking to work with our company.

ON-SITE FACILITIES: The TATA Steel operation is an “On Site” laboratory, in that it is a lab dedicated to one particular client and it is located at the customer site. Accurassay also has such an operation at the Mega Precious Metals site in Monument Bay, Manitoba. With these and some other customer-focused operations, Accurassay has officially developed its “Accurassay OnSite” program. This is a program focused on delivering lab solutions of various designs and operating procedures to suit our client’s specific needs.

Automated Crushing Cell

OUR THUNDER BAY ANALYTICAL PROCESSES INCLUDE THE FOLLOWING: • • •

Fire assay furnaces and Atomic Absorption instruments to analyze gold, platinum and palladium; ICP instruments to analyze for base metals XRF, SATMAGAN and Davis Tube units for iron ore analysis.

These units and other capabilities brings a broad scope of test services and greater capacity to the Canadian market. We work hard to deliver results within a fast turn-around time while producing results in a cost-effective way.

Accurassay will continue to develop more of these on-site operations, and will be looking to the local First Nations for support and employees. We see this as a great step in offering a positive learning experience in a stable operating environment. The past, present and future of Accurassay is underlined with positive growth and development. The benefits to be gained by its clients are significant, and the company will continue to provide client-focused services as it grows throughout 2013. We welcome your inquiries and your interest to participate in our work. For more information about Accurassay, please contact: Brad McBain, VP Sales and Marketing Accurassay Laboratories Ltd. Email: bmcbain@accurassay.com Phone: 905-536-9495 hopeforthefuture.ca

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BACKGROUND

The First Nations Employment Society (FNES) is a non-profit society (inc. 1997), providing leadership in developing Aboriginal Human Resources at a regional level. FNES manages an agreement with Human Resources and Skills Development Canada (HRSDC) on behalf of 10 First Nations with delegated authority for training and employment in the Vancouver Sunshine Coast region of British Columbia. Our programs and services cover four labour markets, which include: Greater Vancouver, Lower Sunshine Coast, Upper Sunshine Coast and the Pemberton Region.

MISSION

Respecting our cultural ways, the First Nations Employment Society is committed to provide support and opportunities to Aboriginal people in member nations territories to increase employment through building and promoting self-reliance.

CORPORATE OVERVIEW & STRUCTURE

STRATEGIC OBJECTIVES

First Nations Employment Society (FNES) manages an Aboriginal Skills and Employment Training Strategic Fund (ASETS) agreement with Human Resources and Skills Development Canada (HRSDC) on behalf of ten First Nations. We are governed by a Board drawn from each of the ten member First Nations.

Career achievement FNES, recognized as an inclusive First Nations career achievement society, transparent to the latest labour market demands and for showcasing the most efficient path for success.

FNES serves four labour market partnership agreements: • Greater Vancouver (Musqueam, Squamish, Tsleil-Waututh, and Tsawwassen) • Pemberton (N’Qatqua and Lil’wat) • Sunshine Coast (Sechelt and Sliammon) • North Vancouver Island (Homalco and Klahoose)

Leader in Employment and Training A leader in First Nations employment and training, providing clients with the resources and assistance required in accomplishing their employment and career goals.

The Board elects an executive committee of four members who regularly meet with the Executive Director and the Chief Financial Officer (CFO). The FNES management team is comprised of the CFO, Employment Insurance Specialist, Childcare Manager, and the Accountability Resource Management DATA System Manager, as well as several Project Managers. Six Job Coaches work remotely within the ten member communities. FNES also provides select employment and training services from its Vancouver location at 395 Railway Street.

FUNDING SOURCES

FNES has several sources of funding: • The Aboriginal Skills and Employment Training Strategic Fund (ASETS) provided funding for Career Achievement Centres in

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various member First Nation communities, and the Supply Chain Program operated from the FNES Vancouver Centre. • A variety of other federal and provincial sources including: HRSDC Child Care Funds; EI Part II Funds, and the Consolidated Revenue Fund. 

NEW INITIATIVES

A variety of new and innovative initiatives were undertaken this year including: • Computer Lab training at the FNES Vancouver Centre - this lab was formed through our partnership with Indigena Solutions, which has an affiliation with the company Accenture. Highlights of the past year include training six clients who are now successfully employed. • Stepping Stones - a Sliammon project for low income clients to upgrade their Essential Skills • First Nations Technology Council • Passport to Apprenticeship, an online tool for assessing the essential skills and other training needed to achieve apprenticeship goals and recommending follow-up education and training schedules. • Sechelt Independent Power Producer (IPP) Power Plant Course to prepare FNES client for the growth in jobs in this sector. • Formation of the Aboriginal Mothers Society • Ongoing labour market studies • FNES new logo and communication strategy

• Matcon Civil Contractors Incorporated (Tsawwassen First Nation (TFN) and Matcon formed the TFN Construction / Matcon Civil Joint Venture (TMJV) to successfully bid on a number of profitable First Nation projects. Allows TFN to access Matcon’s capacity and reputation as a leading civil construction firm that specializes in large scale excavations, land remediation, heavy road construction and underground utility installations. One of TMJV’s fundamental mandates is to encourage the participation of TFN Members and Members’ businesses. As such, TMJV provides employment opportunities for TFN Members and training opportunities in civil construction and heavy equipment operation.) • Regional Power (an IPP that is working on a number of projects in the traditional territories of Sechelt and Klahoose First Nations), which is assisting in the training and employment of FNES clients • CN Rail / CP Rail / BCIT • McDonald’s

VISION

The First Nation Employment Society concentrates on community based partnerships that focus on results. First Nations share a common vision: to increase Aboriginal participation and success in the labour market. www.fnes.ca

PARTNERSHIPS

FNES works with a number of educational and industrial partners to train and provide employment for its clients. They include: • ITA BC (Passport to Apprenticeship) that allows us to use the ITA assessment tool to determine training requirements for FNES clients that are planning careers in the trades • Indigena Solutions • Accenture (which in turn has a partnership with BC Hydro) • Telus (training First Nations to provide tele-customer service and/ or customer service representative services) • Royal Bank • ATBC Klahowya Village in Stanley Park, an authentic Aboriginal cultural event open daily during the summer months that provides June-September customer service representative jobs for FNES clients hopeforthefuture.ca

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LAURIE, BC AMTA RECENTLY REACHED A MILESTONE OF TRAINING AND PLACING 500 MEN AND WOMEN FROM FIRST NATIONS COMMUNITIES ACROSS THE PROVINCE INTO SUSTAINABLE MINING-RELATED CAREERS. HOW DOES THAT MAKE YOU FEEL? I remember the very first hire. Five hundred graduates is quite an accomplishment. The measurable value we have generated for individuals, families and communities is simply amazing. We estimate the annual salaries to be $30 million. That is something to be really proud of. We’re also currently digging into some of our data to try to find out what the starting place was for our candidates, their employment and salary levels prior to coming to train with us. We know it’s a significant impact that we’ve made. I’m celebrating that.

REFLECTING ON THE ACHIEVEMENT OF 500 GRADUATES, WHAT DO YOU THINK IS UNIQUE OR THE STRENGTH OF BC AMTA’S APPROACH? First and foremost we start from the place of not having the answers, in every region in every community and with every company. To make sure that we are neutral and objective in every scenario that we’re in is a key to our success. Another critical success factor is our coaching model. We make sure candidates always have a place to come for support and that we are able to coordinate the efforts of multiple service providers, multiple funders. Candidates get accustomed to our office and our program so they know what to expect. We help break down barriers wherever they exist with the intent of creating a confident and skilled workforce. hopeforthefuture.ca

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We’re people driven and we lead with our hearts. It’s quite a powerful combination. It’s risky as well, but a powerful combination. It becomes a little personal when you lead with your heart but it also makes us passionate for what we do.

PEOPLE HAVE CREDITED YOUR LEADERSHIP STYLE TO THE SUCCESS OF BC AMTA AND ITS TRAINING PROGRAMS. STARTING WITH STAFF CAN YOU SHARE A LITTLE ABOUT YOUR APPROACH? I have a very good sense of people. I’ve been a professional recruiter in my life, so I approach everything with a process and then trust my gut to some degree. At the end of the day we have to work together as a team. We haven’t had a 100 per cent success but we’ve brought on some amazing people. My approach to managing, quite simply, is I see the possibilities. I see the possibilities in people, and I see the possibilities in our organization and what are mission and vision could accomplish. As long as I can continue making that mission and vision exciting and worthwhile to the employees who are with us, we’re going to have success for a long time.

WHAT DO YOU KEEP IN MIND WHEN WORKING WITH FIRST NATIONS COMMUNITIES? We approach every First Nation in the same way, which is: We don’t know what they know. I think that’s a good starting place for anybody especially when working with a First Nations community.

There are different cultures and different histories in every region of the province in every community we work with. For instance, there is a very big difference between remote rural communities and those in an urban setting with infrastructure and education at their back door. We approach everybody from the same starting point: we are here to support. If a community agrees to have that partnership with a mining company then we will support the development of that relationship. We would never get involved in a relationship where the community and the company don’t have an existing relationship. We don’t stand on the side of the company and we don’t stand on the side of the First Nation until they have come to terms as to how they want to work together. Then, making that reality, making that relationship rich and efficient and all of the good things that make for a good business partnership is how we approach things.

HOW DO YOU HOLD THE RIGHT SPACE WITH INDUSTRY? We approach industry in the same way. We have a lot to learn. At the same time they often have a lot to learn from us. Because we have the ability to walk that line between corporate and the First Nation world we have the ability to be neutral. We can hear the perspectives and stories from each side and try to weave solutions into the relationship and not get caught up in the politics or the negotiations. Oftentimes, there are negotiations going on between the two parties that may or may not go well every day and that’s not up to us to figure out for them. It’s really for us to play the neutral role and help translate the needs of each side and help find a solution that works for everybody. Of course, speaking the language of business helps. When we’re making progress we can talk about the number of candidates that we’ve recruited, the number of candidates that we’ve hired, the number of female candidates we have in that local region. If a company were to go out and recruit their own staff member and do all of their training the way that we do it, it would cost them many months, and probably a lot of money. We’re a process-driven organization that has the tools necessary to bring the candidates through a process from wherever they’re at today to a place of employment and real career opportunities. We have that as a mission. As a corporation that might be foreign to an HR department. It’s not really their job to bring up the skill set of the local citizens. We make the HR department’s job quite a lot easier because we fill in the gaps, we add the skills. We make sure we’re putting forward candidates that are going to be the right person for the job. So, over and over again we see successes and we can tell those stories. When you talk to the corporations about the success rate, the numbers and stats they sit up and listen and say ‘Hey, I can see the return on investment now.’ When we speak the language of business it resonates with the business community and they can see the value in doing business with us.

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ARE THERE OTHER STAKEHOLDERS YOU WORK CLOSELY WITH? We work with educators around the province. Sometimes we use curricula already available, sometimes we tweak curriculum or put some of our own cultural awareness learning and some of our own practical elements into a program. We co-brand programs and deliver them successfully together. We also work closely with industry, so the Mining Association of B.C., and the Association of Mineral Exploration are both founding partners of our organization. Industry information, the drivers behind the industry, workforce and labour statistics and forecasts, we get all of that information first-hand, and we have support from the industry representatives that sit on our board. It’s very much a supported partnership-driven process.

CAN YOU START BY DESCRIBING THE OLD WAY OF DOING BUSINESS AND HOW THAT’S CHANGING? In the past, corporations weren’t always aware of the traditional territories of First Nations where they were staking claims and ultimately opening up mines. With some significant court decisions the First Nations have been able to stand their ground when it comes to their rights and title over the land, and they, now by law, must be consulted and included in the process. Whether that is accepted or embraced or not still remains to be seen. We’ve evolved so that where there are good relationships, the companies understand First Nations have the right to be included, and they often have a very valuable voice in the process of development. First Nations bring the traditional knowledge of the

WHAT DO YOU THINK IS THE BEST THING THAT CAN HAPPEN AS THE RESULT OF BC AMTA AND ITS WORK? Having some form of equality in the relationship between the First Nations and the corporate world would be a coup. That day is coming. Making sure First Nations get the education, skills and confidence to make decisions in a modern society is a key to building that equality. Also, it’s about continuing to support both industry and the First Nations to understand each other. That it doesn’t always have to be a David and Goliath story. It can be a relationship of equals where the chief and the chief meet. The CEO and the Chief of the community are equals and all parties understand that. It’s about having those mutually-beneficial relationships that have measurable value. If a community decides to say no to a project then that is respected. There is the possibility of saying no without there being headlines in the news saying this is such a terrible relationship because somebody said no. Having some understanding between the parties is really an important next step in creating economic health for First Nations.

LAURIE, THE RELATIONSHIP BETWEEN FIRST NATIONS AND THE MINING INDUSTRY HAS A NEGATIVE HISTORY THAT MANY CONSIDERED IMPOSSIBLE TO OVERCOME. BUT YOUR WORK AT BC AMTA IS CREATING PARTNERSHIPS IN COMPLICATED ARENAS AND OPENING DOORS TO SUSTAINABLE CAREERS FOR ABORIGINAL PEOPLE IN B.C.

land and where some sacred places may be. For example they’re able to say ‘if you dig in this area on our traditional territory it’s going to be a no-go zone, but if you want to work together we can plan out and map out the most appropriate places to do that work. If we work together, it can be beneficial for both sides.

CAN YOU SHARE SEVERAL EXAMPLES OF PARTNERSHIPS THAT ARE MOVING IN THIS DIRECTION? New Gold Inc. is an amazing company led by some very progressive and very self-aware individuals. They have one operating mine. BC AMTA has been in partnership with them since they first started hiring and recently shared an HR Diversity Award from the Mining Association of BC.

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They also have a second we’re trying our very best to property in the Cariboo, bring that approach to all of the Blackwater Project. the mining companies that • 561 BC AMTA candidates currently working They’re doing a tremendous we work with, and help coach • 65% transitioned from unemployment job of engaging with the and advise the workforce that • 1761+ candidates registered communities around their is already there to open up to • 150+ First Nation bands represented (122 BC-based First Nations) project and trying to ensure the possibility of having that • 1:3 Female to Male ratio that all perspectives are taken inclusive environment. • 43% under the age of 35 in while they’re planning. • Industry fact: mining retirement rate to increase 25% by 2022  They’re also working with CAN YOU TELL US • Industry fact: minimum 13,000 new mining workers needed BC AMTA to build training WHAT’S NEXT FOR in 10 years  and employment programs BC AMTA? • Industry fact: 1,500-2,000 new hires required each year that suit the environment and the individuals so we I sincerely hope that BC can build long lasting careers AMTA has a long life. I hope for the community members around that project. that the value to industry, the value to governments, both federal and provincial, and the value to communities is noticed and recognized so Another company we’re in the early stages of development with is we’re not always in a situation where we’re worried about losing our Avanti Mining in B.C.’s Northwest. The early signs are that they funding. I certainly hope we can communicate publicly to make sure are of the same mind as New Gold and they absolutely value the our value is well known. input and the engagement process with the local First Nations. Taseko’s Gibraltor Mine in Williams Lake has been working with We have been approached by many different sectors, oil and gas, us to train and place staff as well. forestry, and fisheries. We know that there is an aging workforce in all heavy industries. The model we’ve developed could easily CAN YOU TELL ME HOW COMPANIES CAN BALANCE be portable to other industries. We hope we can generate enough CULTURAL VALUES WITH CORPORATE OR commitment and interest from other industries.

BC AMTA RESULTS

ORGANIZATIONAL GOALS?

There is no doubt that operating a mine is a complicated environment. It requires a lot of awareness around the technical aspects of mining and the safety issues. However, companies can also be aware of the other factors and forces that surround their operation like caring for the land, operating in a respectful way that incorporates the traditional knowledge of the local peoples, and including local First Nations in their workforce and incorporating their traditional culture in the workplace. It’s not always easy; it takes time, effort, energy and a commitment. I can understand how those two forces can work against each other, because there is speed and efficiency on one side and a little bit of slowing down and paying attention to the people side of the equation. I think where we have had success is where the company acknowledges both and tries to weave both those values of efficiency and effectiveness with caring for their people and creating an inclusive work environment. Again, going back to the New Gold example, I’ve been to several events at their mine site where they will have formal speeches by executives and politicians. They weave in drumming and singing. They have an elder saying a prayer. They have technical presentations on the actual product that is being mined and what it will be used for and so on. So, if they can layer those things together it has richness to it that I don’t think has been seen enough in our industry. So,

We recently launched a subsidiary company, a corporation called First Resources Impact Ventures. The mission of that organization is to build entrepreneurial ventures around the same environment of exploration and mining and other natural resource projects where there may be preferred contracts for First Nations through their Impact Benefit Agreements with companies. We hope to build some profitable ventures and be able to fund our non-profit activities and organization on an ongoing basis. I do believe in the approach we’re taking, this professional approach in an ever-changing world of First Nations empowerment. There is room for us to play a role that makes a difference.

BC AMTA staff and CEO at their Merritt BC office inside Nicola Valley Institute of Technology.

L to R: Bernie Gilbert, Program Coach; Juanita Quewezance, Program Coordinator; Laurie Davis, Program Manager/Instructor and Laurie Sterritt, CEO. hopeforthefuture.ca

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orthwest Community College (NWCC) serves the rich and diverse communities and learners of British Columbia’s beautiful northwest region. NWCC has nine regional campuses, in Masset, the Haida Heritage Centre at Kay Llnagaay and the Village of Queen Charlotte on Haida Gwaii, Prince Rupert, Kitimat, Terrace, Hazelton, Smithers and Houston. A true community college, NWCC provides students with innovative programs that lead to sustainable careers for people in the North. In addition to its nine campuses, NWCC partners with First Nations communities and industry in providing community-based programming in rural remote and Aboriginal communities.  NWCC offers quality and affordable education and a wide variety of certificates, diplomas, and associate degrees. Where applicable, NWCC promotes experiential learning scenarios for its students that highlight the region’s unique cultural heritages, that connect them to community and provide interaction with the region’s spectacular and rugged geography. Examples of experiential learning at NWCC include: • Applied Coastal Ecology students monitoring a heron rookery through a live streaming web cam to gauge the species’ survival rates • University Credit students in geography courses wading through the waters of Shames River to determine its feasibility for run-of-river power generation • First Nations Fine Arts students and graduates leading or assisting in carving projects that are celebrated by hundreds of people at a number of high-profile unveilings NWCC’s innovative programs and courses respond to the changing needs of learners, delivering the skills necessary in today’s competitive and complex job market. NWCC offers: • College access programs • Health and human services programs • Online programs • University credit programs • Associate Degrees and summer field schools • Trades and apprenticeship programs NWCC is also home to the Freda Diesing School of Northwest Coast Art, The School of Exploration & Mining and The School of Northwest Culinary Arts. NWCC is a recognized leader in Aboriginal education in a region that is home to seven First Nations — Haida, Haisla, Gitxsan, Nisga’a, Tahltan, Tsimshian and Wet’suwet’en. With Aboriginals comprising roughly 30 percent of the region’s population — the highest among all BC college regions — no other BC college places as much emphasis on Aboriginal education. At NWCC, Aboriginals make up roughly 40 per cent of the student body and this success is attributed to the College’s accessibility, teaching practices, welcoming and supportive environment, and empowerment of communities. hopeforthefuture.ca

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“I learned the basic skills as a geo-tech and environmental monitoring,” says WEST graduate Phillistine Olson, “Basically any skills you would need in the mining industry up here.” WEST’s curriculum is delivered in seven modules: • Ten industry required safety certificates • Drill Core Technician Basic Training • Terrestrial and Aquatic Monitoring • Silviculture and Timber Cruising SEM students

• Essential Skills (spans topics like conflict resolution, teamwork, communication skills) • Mining Exploration Field Assistant

GROUNDBREAKING MINING EDUCATION IN NORTHWEST BC

NWCC was recently selected by the provincial government to lead mining training in BC, and was named the BC Centre for Training Excellence in Mining. This designation owes in large measure to the unique and award-winning programming developed and delivered by the School of Exploration & Mining located in Smithers, BC. Its unique field-based training model is highlighted in the six-week Workforce Exploration Skills Training (WEST) program. The WEST program model has been recognized provincially and nationally as a best practice in preparing aboriginal and non-aboriginal students for employment in the natural resources and minerals sectors.

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• Skills for Work and Life (includes cultural activities, field trips to mine sites, and resume building and interview skills).

All this training integrates elements of First Nations culture with hands-on training in an authentic work setting. Participants live in a drug- and alcohol-free wall-tent camp, sharing accommodation. Many student supports in the camp promote an inclusive and empowering learning environment and foster student academic success. Team Leaders live in camp with students and provide one on one mentorship, assistance with studying, and personal support. A First Nations cultural elder also lives in camp with students for


the duration of the program and leads group activities to connect students with First Nations culture in an inclusive setting for all backgrounds. In addition, evening seminars and socials organized for industry bring potential employers on site to meet the students and contribute greatly to their employment success upon graduation. Much of the School of Exploration & Mining’s WEST program content is transferable to any resource-based industry and can be laddered into other training programs, enabling students to develop a robust set of skills that has led to 84 percent of previous graduates finding employment in the industry, or returning to school for additional training. The educational experience also provides skills that are versatile, allowing graduates to transition as employment opportunities shift, or to remain employed more consistently throughout the season. After six weeks learning in a remote camp setting, students describe the positive experiences they had. “It can be tough in camp,” says Gabriel Garcia, a WEST graduate who attained the highest marks ever recorded in the program, and the recipient of the Prospector’s and Developers of Canada student scholarship for excellence. “But being in camp for the six weeks means you get a sense of the lifestyle…and for me, it was a pretty magical experience. I came from the city, Vancouver, which is where I lived for a time, so experiencing the outdoors, getting the opportunity to learn about First Nations culture and getting in touch with the environment, it was a great experience for me. I’m grateful for the opportunity and I’ve had steady work every since.”

The WEST program was established in 2011 through consultation with industry stakeholders to directly reflect the training needs of industry. The program also draws on best practices in Aboriginal Education and the award-winning design from its predecessors, the Reclamation and Prospecting Program and Environmental Monitor Assistant Program, both of which received provincial and national recognition for their commitment to innovation and demonstrated partnerships with key industry associations such as the Smithers Exploration Group. The School of Exploration & Mining produces results for NWCC students in the Northwest and beyond. Since the school was established in 2004, more than 1000 students have graduated through various training programs geared to meet the employment needs of the natural resources industry. Of these graduates more than 80 percent have found employment or returned to school for additional training. “This program helped me to gain confidence and step up to the job opportunities available to me,” says Anthony Moore, a graduate from the School of Exploration & Mining. “As a result of this training I can now say, ‘Hi, my name is Anthony, what do you need done?’ It’s a good feeling to know you can do any job they need done.”

Stay up-to-date on mining, art and health care news in Northwest BC. Follow our Twitter feed at twitter.com/NWCCBC and like us at Facebook.com/nwccbc.

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cademy of Learning College (AOLC) has more Campuses than any other Private Career College in Canada. They offer a wide variety of both part-and-full-time study options, including Administrative Assistant and Web Design courses, as well as more in-depth career programs, such as Business Administration, Healthcare, and I.T. training programs. Students receive intensive, hands-on training in a professional atmosphere in 60 Campuses across Canada serving 45 communities including Hamilton (ON), Miramichi (NB), North Battleford (SK), Winnipeg (MB), and Victoria (BC). For over 25 years, AOLC has helped students reach their career goals quickly and successfully in a setting that builds confidence while building skills. Students choose AOLC because they offer:

n Flexible class hours n Convenient locations n An effective approach to quality career training n Career-specific programs n An environment conducive to learning n Job search assistance n A consistently high standard of curriculum n Qualified facilitators and instructors n Practical, hands-on training

Rachel Zoe chose the AOLC Yellowknife Campus because of the flexible hours and independent learning environment. “I thought it would be great for my hectic life because I was focused on working in the mines to make extra money. I didn’t finish high school, so this was a great way to get an education.”

“Enroling at Academy of Learning College was a great decision!” After leaving high school, cooking was Rachel’s first choice of work, and being an Administrative Assistant was her backup plan. She received a Camp Cook Certificate, but always regretted not getting her High School Diploma. “I was a smart student in high school, but I got into the wrong crowd. All I wanted to do was hang out with my friends, and I began drinking at a young age. Now I regret not graduating with all of my friends. I was supposed to be standing with them on the stage, but instead I was in the crowd regretting all

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Rachel Zoe, Graduate Administrative Assistant Diploma Program Yellowknife Campus the wrong decisions I had made. I knew what I was doing was wrong, and it wasn’t going to get me my education or a good job. My friends weren’t going to help me accomplish those goals. It was up to me!”

“I have never been so proud of myself like I am now!” Rachel’s return to school was a bumpy road, and she dropped out twice before getting the help she needed to overcome her drinking and substance abuse. At 27 years of age, Rachel was more determined than ever to finish high school and the Administrative Assistant Diploma program at AOLC. “After I sobered up, my first thought was that I had to finish my program at Academy of Learning College. I passed my exams, and I even earned Student of the Month! I was so amazed, and I didn’t know how to respond except to exclaim, YES!” By concentrating on her studies, Rachel proved to her family, friends,


and mostly importantly, to herself, that she could accomplish anything she sets her mind to. “I couldn’t stop smiling that whole week, and I have never been so proud of myself like I am now!”

“...they saw something that took me years to see.” To help students like Rachel succeed, Academy of Learning College has implemented many initiatives that provide students with a stimulating and varied learning experience. Among these initiatives is the Virtual Classroom, an enrolment option which embraces everchanging technology and makes it possible for students in smaller Campuses or remote regions to have the opportunity to take programs which would otherwise be unavailable to them. AOLC was the first Private Career College in many provinces across Canada to offer this type of learning platform. Other enrolment options include the Integrated Learning™ System (ILS), Instructor-led live lectures, online learning supported by a qualified College Facilitator or Online Instructor, and learning supported by a qualified Off-site Instructor. Admission requirements include a Grade 12 diploma or equivalent, or Mature Student status, and additional requirements may also be necessary for certain specialized programs. As she didn’t have a High School Diploma, Rachel’s Mature Student status qualified her for admission to the AOLC Yellowknife Campus. “Enroling at Academy of Learning College was a great decision! Now I can apply for summer student employment as an Administrative Assistant, and I am confident I will pass my High School challenge exams with all the things I have learned at AOLC.”

“...believe in yourself, and be thankful to the staff for taking the time to help you accomplish your goals.”

Their students’ success is Academy of Learning College’s number one priority, and they make sure their students receive the help they need every step of the way. Rachel credits the support she received as one of the reasons for her success, “Academy of Learning College worked for me, and it will work for you! You just need to believe in yourself, and be thankful to the staff for taking the time to help you accomplish your goals. Just raise your hand, and they will be there to help you the best way they can.” The continuous enrolment and self-paced learning offered at AOLC resonate with their First Nations students. With individual courses starting every day, students can begin their studies immediately and have the freedom to customize their schedules to suit their busy lives. Selected specialized programs such as the Medical Office Assistant (MOA) diploma and certificate programs have established start dates due to classroom set-ups for lecturing purposes. However, these start dates are woven into students’ schedules to maximize the efficient use of their time and combine the classroom with the more independent AOLC method of instruction.

“Academy of Learning College worked for me, and it will work for you!” Rachel Zoe will forever be grateful that she made the choice to study at Academy of Learning College. “I would like to thank the staff at the AOLC Yellowknife Campus for giving me a chance to come back and finish my program because I wouldn’t be here without them. I guess they saw something that took me years to see. Masi-cho, Academy of Learning College!” For a complete list of the programs that Academy of Learning College offers, and to find a Campus near you, visit www.academyoflearning. com. An AOLC Admissions Representative is ready to help you unearth your potential!

Help is always at hand whenever it is needed at every Academy of Learning College Campus, and one-on-one support is available from their dedicated, trained Facilitators for every phase of every program. hopeforthefuture.ca

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he 2013 Quebec Aboriginal Science Fair took place on March 19-20, 2013, at the Jaanimmarik School in Kuujjuaq, Nunavik (QC). The event brought together over a hundred aboriginal youth from elementary and secondary schools. They represented thirty different First Nations, and Inuit communities of Quebec. In Kuujjuaq, they exhibited scientific projects they had developed and competed for best project awards. Lukasi Tukkiapik, Jeremy Davies, Anne Sequaluk from Kuujjuaq and Zainab Souit from Chisasibi were thrilled to hear their names when the grand prize winners of the 2013 Quebec Aboriginal Science Fair were announced during the award ceremony held at the Kuujjuaq Convention Centre on March 20, 2013. Together, these four youth were selected to represent the “Aboriginal Quebec Autochtone” region at the 2013 Canada-wide Science Fair in Lethbridge, Alberta, from May 11-18, 2013. The Quebec Aboriginal Science and Engineering Association (QASEA) has been organizing this provincial event since 1998. Every year, a different Quebec aboriginal community hosts the science fair. This year, Kuujjuaq, had the privilege to welcome all the participants. Some schools of the Kativik School Board had participated to this event in the past. However, for the first time this year, the majority of Nunavik schools participated in the Quebec Aboriginal Science Fair. “It has been a great honour for the Kativik School Board and for the Nunavik region to be hosting this positive and inspiring event”, stated Annie Popert, Director General of the Kativik School Board, during the award ceremony. “We are very proud that Inuit students from Kuujjuaq will be among those representing the Quebec’s aboriginal communities at the Canada-wide Science Fair this year”, she added.

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Held under the theme building from the past towards the future, the 2013 Quebec Aboriginal Science Fair allowed parents and visitors to witness the impressive ability of their youth to bridge traditional knowledge to modern science. “I was astonished at how well prepared and knowledgeable these youth were. It is so encouraging to see this,” said Johnny N. Adams of Laval Fortin Adams, speaking at the award ceremony in Kuujjuaq.


At the school level, Nunavik school principals and teachers invested a lot of efforts in preparing students for this scientific competition. Local science fairs were held in schools of Nunavik communities. Visited by parents and community members, these fairs allowed students to present their projects and to be judged on the basis of their presentation skills and scientific approach. The best projects were selected and then presented at the 2013 Quebec Aboriginal Science Fair in Kuujjuaq. “In addition to the efforts students put in, one should not under estimate the level of commitment and energy required from our teachers,” says Bernard Lefebvre, School Principal at the Ikusik School of Salluit. “Our teachers really worked hard, supporting their students to ensure they followed through and developed a scientific approach around their initial experiment ideas,” agrees Paul Bourassa, School Principal at the Innalik School of Inukjuak. “And to top it off, they also coordinate the organization of the schools science fairs, which were attended by parents and all interested community members,” continues Bourassa. Both Lefebvre and Bourassa were proud to see some of their students being awarded prizes at the provincial science fair. Johnny Yuliusie and Judith Naluiyuk, a team from Salluit, won a 3rd place in the Secondary 1 category. Their project focused on the traditional fabrication of soap. The Innalik School of Inukjuak, was awarded the Scientific Development Special Award, for Sarah Khan’s project. She presented an analysis of what can be found on the surface of everyday objects. “The Quebec Aboriginal Science Fair represents a unique opportunity for aboriginal youth across the province to meet and exchange on their interest for sciences”, says Marc Lalande, President of QASEA. Inuit, and more generally Canadian aboriginals, are still drastically under represented in scientific professions. “The Aboriginal Fair is an important event; it can be instrumental in motivating our youth to pursue further their scientific interests through academic education”, comments Johnny Kasudluak, President of the KSB. “We definitely hope to inspire all participants to explore future career paths in science related areas”, continues Kasudluak. “The future will tell us about that… But in the meantime, I am confident that these types events do ignite interest for science in some of our students’ minds,” he concludes. hopeforthefuture.ca

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he mining industry is currently in a cyclical downturn with most junior explorers struggling to fund exploration. Fortunately, Beaufield Resources Inc.(Beaufield) is an exception, in these challenging times, and has budgeted $2 million for Quebec exploration in 2013. Major mining companies are conserving cash and have essentially terminated regional mineral exploration. Beaufield believes that the key to future discovery success will be: • • • •

well-funded juniors, participation by First Nations, experienced personnel, and excellent mineral targets; Beaufield qualifies in all respects.

Beaufield is a junior explorer based in Montreal with exceptional mineral properties in Quebec, Ontario and Nova Scotia. With over $6 million in working capital, low operating expenses and a seasoned board of directors, Beaufield is well positioned to wait out the downturn while still advancing its promising portfolio of exploration properties.

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Beaufield has budgeted $2 million for its 2013 exploration programs in Quebec and that is more than many junior explorers have as their entire working capital these days. Beaufield’s exploration programs will focus on the company’s key gold and base metal properties and involve work combining geophysics, geochemistry and targeted drilling. Beaufield’s flagship properties are all in Quebec and consist of the Opinaca prospective Gold and Molybdenum property, the Troilus property on which base metals deposits have been delineated and the Schefferville property, an exploration stage iron ore project.

Troilus Property

Winter drilling at Troilus

Opinaca Property

Moose swimming in Opinaca Reservoir The Opinaca property is adjacent to Goldcorp’s Éléonore Mine in the James Bay area of Northern Quebec. Goldcorp has invested $1.4 billion in the Éléonore Mine which will debut in 2014 with planned annual production of 600,000 ounces. Access to the property has greatly improved this year with the completion of the road that leads to the mine. That will facilitate exploration, logistics and reduce operational costs for Beaufield. The expanding Opinaca gold camp is being referred to as ‘the new Red Lake’. The geological setting of Beaufield’s property is very similar to that of the Éléonore Mine and experts believe there is a strong association between the gold mineralization found on Beaufield’s property and that of the Éléonore Mine. Gold showings have been observed throughout the northern portion of Beaufield’s Opinaca property. Preliminary drilling has encountered gold in many holes and a follow-up drilling campaign is planned, in July 2013, to determine the extent of the mineralization. Beaufield’s management and technical team believe that the potential for further discovery around the Éléonore Mine is encouraging.

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Located approximately 100 kilometers north of the town of Chibougamau, in Northwestern Quebec, Beaufield’s Troilus property contains the Tortigny volcanogenic massive sulphides deposit for which a 43-101 resource estimate has recently been completed. The new resource estimate has grown the deposit by nearly 50%. It is believed that other similar deposits may exist in the area because these types of deposits normally occur in clusters. For instance, several high-grade massive sulphide boulders have been identified in the area and follow-up work will concentrate on determining the source of these boulders.


fieldwork and drilling in 2012, totalling 2,147 metres, demonstrated the presence of DSO and Taconite throughout the property. Further work will be geared towards delineating and better understanding the size and morphology of these deposits. In an area where infrastructure is key, Beaufield holds a prime position. Beaufield is unique in the area, by owning 100% of its properties with no third party payments.

Communities and Environment

Beaufield is dedicated to using the local workforce for its exploration programs in order to support the regional economy. Beaufield’s management and technical team respects the fact that nature and the environment are highly vulnerable; wherever the company is working. Beaufield has therefore adopted best practices in all exploration and strives to cause the least possible damage to the ecosystems. Beaufield’s commitment signifies our respect for, not only the environment but also, local communities and society in general.

Schefferville Property

Exploring for iron in Schefferville Beaufield’s Schefferville Iron property covers 40,100 hectares in the centre of the rapidly developing Schefferville Iron camp in Quebec’s world renowned Labrador Trough. Beaufield’s property is surrounded by Tata Steel Minerals, New Millennium Iron, Labrador Iron Mines and Century Iron Mines. 30% of Beaufield’s Schefferville holding is within 15 kilometres of Tata’s new $800 million Direct Shipping Ore (“DSO”) plant and adjacent to the Labrador Iron Plant.Beaufield’s

Beaufield Resources is listed on the Toronto Venture Exchange under the symbol BFD. For more information www.beaufield.com • email: info@beaufield.com Tel: 514-842-3443 • Fax: 514-842-3306

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Suicide and self-harm are the leading causes of death for First Nations youth and adults up to 44 years of age—but they don’t have to be. Although suicide is a complex problem with many contributing factors, it can be prevented. For three decades, LivingWorks Education has provided vital suicide intervention and safety skills training to helpers in First Nations and non-First Nations communities. Evidence shows that these trainings are effective, impactful, and that they have been instrumental in saving lives (Rodgers, 2010).

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s a major public health issue, suicide is receiving more media attention now than ever before. All across Canada, First Nations groups are rising to create suicide-safer communities. As a dedicated partner in suicide prevention, LivingWorks continues to collaborate and participate locally, nationally, and internationally. Building suicide-safer communities Suicide is preventable, and anyone can make a difference. Throughout history, First Nations communities have accomplished great things by coming together. Suicide-safer communities are within reach, and we can achieve them by planning our strategies, sharing our stories, and coordinating our efforts. What are suicide-safer communities? In effect, they’re places where people can talk openly about suicide, recognize the invitations for help that may signal suicidal thoughts, and know how to help keep a person safe from suicide. They’re places where people know the dangers of suicide and how to offer support to those who need it. Suicide-safer communities begin with careful reflection and a strong strategic plan—one that listens to every voice and provides protection for everyone at risk, no matter who or where they are. One of the best ways to start building a suicide-safer community is simply sharing our stories, wisdom, and experience with one another. Openness and collaboration are core values of LivingWorks and represent important pillars in the struggle against suicide. They help to establish a dialogue through which suicide can be understood, anticipated, and prevented. In particular, LivingWorks trainers in First Nations communities often hear the following questions: 1. Should I talk about suicide? In a word, yes—with sensitivity and consideration for the cultural attitudes and perspectives surrounding the topic. Open and honest discussion about suicide can save lives. When a person is having suicidal thoughts, providing an empathic and safe space for them to be heard and share their story decreases their risk considerably.

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Suicide is a difficult subject to discuss, but also a very important one. Understanding your own attitudes and beliefs toward suicide— and learning how to recognize an invitation to intervene—will help you be willing, ready, and able to contribute to a suicide-safer community. As long as the dialogue takes place in a supportive, inclusive environment, there’s no reason not to talk about suicide and the steps that can be taken to prevent it. 2. Who can help prevent suicide? The answer is anyone—including you. Almost anyone can learn the skills necessary to spot an invitation to intervene, assess the safety risks, and take action accordingly. Sometimes all it takes is hearing someone’s story and letting them know that you’re there to support them. People who are at greater risk may require attention from a health care professional, but in the end, suicide is a community-wide problem that requires a community-wide solution. Everyone can do their part, and the first step toward a suicide-safer community is people who are willing, ready, and able to take a stand in the fight against suicide.


3. What can I do about suicide? Although it takes everyone’s involvement to build a suicide- safer community, a single person can make a difference. Encourage those you know to discuss suicide in a safe, positive environment, and provide them with the respect and support that they need. If there is a designated caregiver or suicide prevention coordinator in your area, you can also engage with this person to see if there are any strategic suicide prevention efforts taking place. If there aren’t, you can make the recommendation to elders, band leaders, and other community representatives.

To learn more about LivingWorks training and resources, visit www.livingworks.net, email communications@livingworks.net, or call toll-free at 1-888-733-5484. If you or someone you know is experiencing suicidal thoughts, you can get help. Visit the Canadian Association for Suicide Prevention website at www.suicideprevention.ca/in-crisis-now/find-a-crisis-centre-now/ to find a crisis center that you can call in your area.

4. What can my community do about suicide? In an ideal world, everyone would have access to suicide prevention training. Many people learn basic first aid skills knowing that they may one day save a life, and suicide prevention training is no different. The more awareness there is of suicide prevention techniques in the community as a whole, the more that community becomes suicide-safe. A thoughtful, strategic approach is essential when laying the groundwork for a successful suicide prevention initiative. The first step in implementing suicide prevention measures is typically a community assessment: developing an understanding of local norms and belief systems as well as the opportunities for intervention. Once this has been done, it is important to identify the people and groups who can play a key role in suicide prevention. These might include caregivers, leaders, educators, and elders, and by sharing their insight and stories, they can determine the best way to engage the community as a whole. Close collaboration will enable them to establish a strategy that reflects the needs and beliefs of those around them. Once a plan has been developed for bringing suicide safety to the community, the next step is training and capacity building. This training might vary from person to person, but everyone can learn the basics of suicide awareness and how to respond when an at-risk person invites assistance into their life. Even after the training has been delivered, sustainability is a key factor in any suicide prevention strategy. To ensure success, it is important to evaluate outcomes, maintain continued access to resources, and lay the groundwork for further training. Working together to save lives Everyone has a part to play in building suicide-safer communities. LivingWorks was founded in 1983 on the belief that all people can help save lives from suicide. LivingWorks’ mission is to empower communities by providing efficient, effective training programs based on the very latest in clinical research and practice. LivingWorks materials are adapted for local audiences and delivered through a network of more than 6,000 trainers worldwide. hopeforthefuture.ca

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esource development in oil and gas has recently been touted as the centerpiece of Canada’s economic future, but the move to revitalize another historic resource industry, the forest sector, also merits fresh attention. The Canadian forest products industry has been emerging from a difficult downturn by transforming itself. It has been changing its business model by improving productivity and competitiveness; diversifying products and markets; building world class environmental credentials; and looking for ways to produce new innovative products from wood fibre. It’s a budding success story and the industry now intends to build on the existing momentum. That’s why the Forest Products Association of Canada (FPAC) launched Vision 2020, a challenge to the sector as well as governments and other partners to drive the industry forward in the area of products, performance and people. Our first goal is to generate an additional $20 billion in economic activity from new innovations and growing markets by 2020. Canada needs to build on the work already underway to research and develop new and innovative products made from trees. Pulp mills are already producing dissolving pulp to make rayon for clothing, or adding on the production of methanol or producing specialty cellulose for pharmaceuticals. FPInnovations, a unique industry/government partnership, brought in the world’s first state-of-the-art demonstration plant that produced nano-crystalline cellulose from wood fibre for potential use in everything from bone replacement to cosmetics. Other world firsts and potential game-changers are now in the pipeline. On the lumber side, companies are looking at working more closely with the construction industry to produce more prefabricated products as well as engineered construction systems.

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When it comes to markets, industry is working with partners including government in such initiatives as the Emerging Markets Opportunities program to diversify markets. This effort is paying dividends. For example, forest products are now Canada’s number one export to the Asia Pacific region, including China. Still the industry is setting its sights much higher in the area of new innovations and growing markets.

•••

THE FOREST INDUSTRY IS ALREADY ONE OF THE LARGEST EMPLOYERS OF ABORIGINAL PEOPLE, AND THE NEW TRANSFORMED INDUSTRY IS LOOKING TO RECRUIT SKILLED WORKERS AND EXPAND

•••

The second goal is in environmental performance to deliver a further 35% improvement in the industry’s environmental footprint. Already the Canadian industry is emerging as one of the “greenest” forest products sector in the world. For example, Canada has more than 40% of the world’s certified forests, by far the most of any country. The industry has cut its greenhouse gas emissions by two thirds since 1990. Already mills produce bioenergy equivalent to the output of three nuclear reactors. The forest industry has also received global recognition for working in concert with environmental groups in the landmark Canadian Boreal Forest Agreement. Still, FPAC has identified 12 parameters where the industry will attempt to further its environmental credentials. This includes greenhouse gas emissions, forest management practices, caribou action planning, energy and water use, recycling, air contaminants and waste. The third goal relates to “people” and a desire to hire at least 60,000 new recruits including women, Aboriginals and immigrants. After a decade of decline in the workforce, the Canadian forest products industry is now recruiting and offering solid careers for those with the skills, knowledge and desire to work in the sector. We need to find new ways to attract and retain young workers and also further reach out to female and Indigenous employees There is a pressing need for traditional skills such as millwrights and electricians but as the industry transforms, it will also need technologists, chemical engineers, innovators and more.

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The opportunities within the forest industry are truly limitless and the forest industry is eager to expand the number of Indigenous employees working in the sector, especially since so many Aboriginals live in proximity to our forest operations. FPAC and the Canadian Council of Aboriginal Business (CCAB) have agreed to join forces to launch the Aboriginal Business Leadership Award. The $5000 Award recognizes and celebrates Aboriginal entrepreneurs for their success in a forest products business that exemplifies business leadership, exceptional environmental and safety performance and the delivery of high-quality products and services. The award nominees are judged against six criteria: business leadership, longevity, employment of Aboriginal peoples, safety and environmental performance, consistency of goods and services provided and commitment to the Aboriginal community. We encourage businesses to apply by July 30, 2013 for their opportunity to be recognized for their exemplary work within the forest sector. The award will be handed out in the fall of 2013 at the CCAB gala in Vancouver on September 23, 2013. For more information on how to apply go to: www.FPAC.ca/BusinessLeadershipAward. Later this year FPAC will also be launching the $2500 Aboriginal Youth Skills Award which recognizes an Aboriginal youth who demonstrate a commitment to their field of study and to a career in the revitalized forest products industry. The forest industry is already one of the largest employers of Aboriginal people, and the new transformed industry is looking to recruit skilled workers and expand the range of services, and products sourced from Aboriginal entrepreneurs. These ambitious goals in products, performance and people add up to an industry on the move and a vision of a Canadian forest products industry that will power Canada’s new economy by being green, innovative and open to the world.  We want the industry to be a place to grow and prosper. The Canadian forest products industry wants to position itself as one of the most innovative in the world, the most environmentally progressive in the world, and as an attractive magnet for skilled workers so that together we can help drive the Canadian economy forward well into the future.


First Nations Resource Magazine - Summer 2013  

The purpose of the publication is to bring the Aboriginal Communities together, through a positive media, on the issues of suicide preventio...

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