Native Business Development Magazine

INSIDE:

Rita Watcheston’s Star is Made Why the CCAB Counts: a talk with clint Davis

BigFoot's Proposal: HOME SWEET SALE

Benson Brothers

THE $4.95 CAN vol 1, no 2 OCT 2010

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TRADER, HEALER AND WARRIOR

NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 1

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2 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE ®

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NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 3

contents

VOLUME 1 NUMBER 2 • OCTOBER 2010

features

Editor-in-Chief

COVER STORY

EDITORIAL Managing Editor

Noll C. Derriksan,

Grand Chief WFN, UBCIC

Publisher

Craig Brown

12 CLAN

Devon Brooks Staff Writer

BENSON

Bobbi-Sue Manard Business Development Manager

Three brothers, with a common heritage blood and a shared past, carved out different paths as the trader, the healer and the warrior.

Roy Kunicky

Business Dev. Manager, West Coast

Jesse Kunicky Advertising

Angus Cathro Murray Hicks Kathie Nickel

20 the VALUE OF A GOOD EDUCATION

Getting a good education for aboriginals has been tough, but in the last decade two prairie houses of learning are showing that it really can be respectful, beneficial and practical.

Creative Director

Donna Szelest

Contributing Photographer

Shawn Talbot

Native Business Development Magazine is a member of:

24 OPPORTUNITY TO TALK At the fourth annual National Aboriginal Business Opportunities Conference ideas on how to build First Nations’ business came thick and fast. Here are a few of them.

29 CALL OF THE WILD Hunting is an age-old tradition for First Nations, but Matchee Outfitters decided to combine culture and business.

columns

departments

49 FIRST STEPS

43 CR-EDUCATION

Lesley Gabriel introduces us to the idea of introducing natives to business.

51 The Aboriginal Connection

David Allison discusses the natural connection between social networking and aboriginal tradition.

Education with a dash of credibility – the do’s and don’ts by Karen Luniw.

45 Entrepreneurial Dreamcatcher

It’s nothing new, and it is rarely exciting, but if you want your business to succeed you need a business plan. Joel Young gives you the nuts and bolts of this essential business habit.

101B - 1979 Old Okanagan Highway, Westbank, BC V4T 3A4 T. 778-755-5727 F. 778-755-5728 www.prospermediagroup.ca President & CEO

Craig Brown

Vice President

Noll C. Derriksan VP Sales & Marketing

Chytra Brown

Assistant to the Publisher

Joanne Clarke

The Native Business Development Magazine is published in Westbank, BC by Prosper Media Group Inc. ©2010 All rights reserved.The views expressed in Native Business Development are those of the respective contributors and not necessarily those of the publisher or staff.

PUBLICATIONS MAIL AGREEMENT NO. 41835528.

RETURN UNDELIVERABLE CANADIAN ADDRESSES TO: 101B - 1979 OLD OKANAGAN HWY., WESTBANK, BC V4T 3A4.

Printed in Canada.

4 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

editor·in·chief’sdesk

The

Privatization of Native Lands

O

ttawa’s tour of the sixty-five most economically successful First Nations is causing a “Tempest in a Teapot”, emanating mostly from the supposed representatives of the Native Peoples of Canada, such as The Assembly of First Nations, and others. These Organizations feel threatened because if as a result of Ottawa’s study, changes to enable investment, and changes to the Land Use Rules, become a reality, these Organizations will become obsolete.

The Organizations that are supposed to represent Natives in Canada have done little to promote and improve the economic climate for Natives, business or otherwise. There are exceptions, but those are few. It is the individual Native businessman, who is creating a difference, across the Country, not the Native representative Organizations.

Canada’s biggest budget item is Indian Affairs, and most Canadian taxpayers are totally unaware of the scope of spending within this budget. It is horrendous! Native Organizations are funded from this budget as well as Native Bands across Canada and Provincial Organizations as well. The waste of taxpayers’ money is unbelievable. Conferences are held at expensive posh Resorts like Wolf Creek so the attendees can play golf, or at expensive five star Hotels in the major cities of our Country, when they should be at a location without the frills, and get the job done. The majority of these attendees don’t even bother to report back to their Membership, on the results of these meetings, if there are any results, which there rarely are. One could look at an Agenda from such a meeting ages past and see little difference. No wonder the Organizations are concerned regarding privatization of Native Lands and changes to the Land Use Laws where it is practical, for it spells their doom and would render them obsolete and none too soon.

There are numerous Native businessmen across the Territories and the Yukon who are very successful, yet no one is aware of them, not even Indian Affairs. The Cree Nation has more than its share of educated and successful Businessmen, probably none of them will be in the study of emerging business, simply because they operate beneath the radar of everyone, going about their endeavors quietly. The reason the southernmost Natives get the attention is because they are near the large Urban centers and the major cities and towns of their areas and therefore more conspicuous, and yet here the same thing applies, the successful Businessman is often unknown as he quietly goes about his business.

Ottawa’s study is long overdue, but better late than never! For Native Businessmen need new rules in Investment and Land Use Rules, it is long overdue.

Canada’s Native Businessmen and Developers need the vehicle to enable them to join in the fabric of Canada’s business climate, and about time!

Noll Derriksan is Grand Chief of Westbank First Nation Lands, Grand Chief of the Union of British Columbia Indian Chiefs and owner of NC Derriksan and Son Enterprises, which, among other business pursuits, is a development company.

NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 5

E DI T O R I A L

from the

6 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

Karen Luniw

is a personal and business attraction expert, author and speaker who works with highly motivated individuals to up-level their life. Karen’s Law of Attraction Tips podcasts have been downloaded over 10 million times by people all over the world and has been on the top of the U.S. and Canadian iTunes charts. Find out more at KarenLuniw.com

Lesley Gabriel

B.B.O is the business officer working for the Penticton Indian Band Development Corporation in British Columbia and this is her first column on how to help would-be business people break into business. For more information on how to become an entrepreneur, or if you have questions you would like to see answered in a future column, send an e-mail to lgabriel@pib.ca.

Darcy Nybo

is a freelance journalist, business writer, author, promoter, and founder of Always Write. She began writing at age seven and believes her skills have improved somewhat since then. She’s an award winning fiction author and mentors the COWS, (Central Okanagan Writers Society). For more information visit her website at alwayswrite.ca

Fred Sarkari

helps entrepreneurs create results and he knows what to expect. All too often in his job as a business consultant he finds that management, and the employees both have expectations, but rarely do they meet up. His passion is explaining why things like this happen and what to do about these kinds of problem. He has worked with startup’s to some of the worlds largest organizations. Fred is also a best selling author.

Joel Young

is an entrepreneurship educator, coach and consultant and the founding chair of the Okanagan Valley Entrepreneurs Society at eagleyoung@shaw.ca.

Jesse Kunicky

wears two hats this time around for Native Business Development Magazine. He lives on the West Coast where he is our business development manager for that region, but was keen to try his hand at writing about the Canadian Council of Aboriginal Business. About himself, Jesse reports he was born in Vancouver and raised in Vernon, British Columbia, but received his Bachelor of Arts at UBC. “I have several years of business experience and have worked in the media getting to know various people and companies in the corporate world. Issues discussed at the CCAB event were about more than just dollars.

Aboriginal business effects peoples livelihood and it was inspiring to hear success stories about people who are making a positive difference in the lives of aboriginal peoples through their business initiatives.”

David Allison

Bobbi-Sue Menard started freelance

is a member of the Metis Nation, a Director of the Canadian Council for Aboriginal Business, and a partner at Braun/Allison Inc., the only aboriginal-owned real estate and resort marketing campaign company in the world. He is published online in BC Business Magazine at www. bcbusinessonline.ca/onebrand and has written a free book, Sell The Truth, about real estate development marketing, which is available at www.braunallison. com. E-mail him at david@braunallison.com.

writing as a small town movie, arts and entertainment critic and reporter. Despite remaining a sucker for an entertaining story complete with musical score (and heartfelt high school musicals), writing the story of people passionate about their work has proven to be a much more enduring fascination.

Tsawwassen Development Correction

Last issue we mistakenly printed that the Tsawwassen First Nation voted ‘no’ to two out of three development proposals the band council put to its members. In fact band members voted ‘yes’ to two out of the three proposals.

To set the record straight, here are the three proposals with the corrected results: TFN Members voted on three ballot questions regarding three separate areas of Tsawwassen Public Lands: 1. The majority of TFN Members voted “yes” to approve of TFN entering into leases agreements on two portions of TFN’s Industrial Lands. The two portions of land total approximately 120 acres, are zoned as Industrial lands, and will be the site of the first phase of an Industrial Park and other potential industrial uses.

2. The majority of TFN Members voted “yes” to approve of TFN entering into a lease or lease agreements on lands to be used for a commercial facility. The portion of land is approximately 100 acres, zoned for commercial purposes, and all or a portion will be the site of a major retail/commercial shopping facility adjacent to Highway 17.

3. The majority of TFN Members voted “no” on whether to approve of TFN entering into a lease agreement for the development of a retirement community complex on a parcel of land situated between the Tsatsu Shores Condominiums and Highway 17.

The vote was open to eligible TFN members via mail-in ballot or in-person at the TFN Recreation Centre polling centre. 129 members cast ballots, totaling 53% of those members eligible to vote.

NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 7

CO LU M N

contributors

8 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

Tra

ader

Clan

The

Benson Researchers struggle to define what it is about any given family that raises children who have a willingness to pursue their goals that little bit harder, who ultimately find success on a scale a bit bigger than most of us. The Bensons are one of those families.

T

he purpose of the following stories is not to explore the perennial debate of nurture versus nature, but to profile three brothers from a large Aboriginal family who have persevered. The three are not the only members of their family who have met with acclaim, but their stories exemplify what dedication and hard work can accomplish. What it accomplished for them.

The desire to work hard is a theme that runs through all three stories. The profiles focus on accomplishment, but the narrative is about moving forward, rather than looking back to what they did yesterday or the day before.

The story spills out in a perspective of always advancing, even when circumstances were unexpected or difficult. The ability to recognize opportunity is an important part of each story, whether it arose from a mentor’s inspiration and making a decision to follow that lead or from capitalizing on meeting the right person at the right time.

This feature is about the art of the possible and leadership that builds on family, Aboriginal heritage, and hard work. Each story has its own voice, brought forward in the personalities on display.

In person, soft spoken Mel Benson doesn’t immediately strike you as the type who would relish making global deals for international pipe lines, but his worldwide journeys have left a mark, displayed when he NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 9

COVER STORY

featurearticle

THE CLAN BENSON continued

adamantly declares a preference for Moscow as the best city on Earth.

Alan happily describes process and programming, with the information-sharing acumen of an administrator, but his enthusiasm picks up noticeably when describing the spiritual connections made between his organization and aboriginal people.

Garry is almost unable to help himself from delivering clear imperatives, his arguments banging out like a

drum, in his quest to hold the federal government and energy industry to account for environmental damage.

Every day, more and more Canadian aboriginal people look to take on fresh challenges. The Bensons are only three more examples of today’s aboriginal leadership and perseverance, not as political as others, but an essential, inspirational part of the success fueling positive business and social change in Canada.

Warrior in a Lawyer’s Suit Garry Benson takes a hard line approach to helping those the system is beating down

By Bobbi-Sue Menard

T

here are many lawyers. Few, after being called to the bar, go on to become partner in their own firm and eventually Queen’s Council, but. Garry Benson has done just that.

Benson started his career with a diploma in social work from an Alberta vocational college, before moving over to train for the RCMP, where he spent four years in service. When the opportunity to join the Federal Solicitor General’s office came up he took the job without hesitating, and by age 26 he was a director with the Solicitor General for Alberta and the North West Territories.

The following year, he made the decision to head back to school and went to UVic for law. In 1998 he founded the Native Law Students Association, which still operates at UVic today.

“After law school I had a choice of articling in Vancouver, London, England or Kelowna. I chose Kelowna for the lifestyle,” explains Benson.

Within two years he was made partner at a major firm, an achievement he credits to, “Hard work.”

With his own practice launched in 2002, Benson took on two more lawyers within eight months and today the firm Benson Salloum Watts has 11 full time lawyers, across all areas of practice.

Building a successful law practice, he says, is similar to building many other businesses. “Strong relationships

10 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

are key,” reflects Benson.

“If you don’t have those re“If industry lationships, then you don’t would pay have a lot. In the end any cliattention, they ent will leave you if there is no relationship.” would change Benson has an almost the face of how contagious enthusiasm for the law, “I love being a lawthey do business. yer, even when things go We are talking wrong; it is easy for me to about a small get up and say this was just a bump in the road.” percentage The recession was not to go towards kind to the legal profession. environmental Many clients’ tough times flowed through to their legal protection.” teams and it would be pointless to pretend otherwise says Benson, “The recession has been the most challenging two years I’ve had in practice. We’ve had to be patient with clients, but you work through the process.”

Part of Benson’s busy growth has been mentors and having key people along the way to give good advice.

“Mentors are key, you don’t give them that name, but you need them. Growing up there were very few role models,” recalls Benson. “You take your experiences to your mentors and you get ideas on how to keep going.”

Creating those mentorship opportunities is important, especially for First Nations who want to go to law school. “Kids today have many role models. I remember a fellow from our community who went on to become a lawyer and that was a big thing. I knew I could do it too.”

As more aboriginal successes become visible, Benson has seen racism notch downward in its intensity. It is not only that society has become fairer, but, he says, “The B.C. courts also appear to be more reflective of aboriginal issues.”

In front of Benson right now is his role as lead counsel for the Beaver Lake First Nation and their suit against the Crown over more than 20,000 energy projects on their traditional territory. The cumulative environmental damage and neglect by energy companies is immense. He has developed a role as a facilitator, working with band and industry to resolve issues and develop working relationships.”

The legal progress could be termed glacial, something that Benson feels needs to change. “The government and some companies have disregarded our interest in the lands and Beaver Lake has no choice but to take legal action against one or more projects to ensure treaty rights are protected. If all parties would negotiate in good faith, legal action would not be necessary.”

Looking beyond Beaver Lake concerns, Benson sees various bands coming together to protect their legal interests and pursuing the Crown’s duty to consult ever more effectively in the courts, “Soon you will see whole treaty groups take on the feds; this should not be necessary.”

The legal issues have a pragmatic arithmetic. On one side are companies that can afford to lose a billion dollars over a single spill, and on the other are First Nations that have very little left to lose with stewardship of the land and everything to gain.

“If industry would pay attention, they would change the face of how they do business. We are talking about a small percentage to go towards environmental protection.”

Photo by Shawn Talbot

www.nbdm.ca NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 11

THE CLAN BENSON continued

Adventures in Business Mel Benson rose through oil business on the dint of hard, hard work

By Bobbi-Sue Menard

I “When we as First Nations can get to a fair starting line, then we can compete.”

12 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

t can take time to find the right path. Mel Benson had no clear vision of where he wanted to go or what he wanted to do, he says, but simply “expected a lot from myself.” So, when he landed a job with Imperial Oil at the age of 28 he wasn’t looking for just a good paycheque.

Since then, over a course of 30 years, Benson has worked in a wide array of roles in the Alberta and international oil patch. Today he sits on the boards of Suncor, CEDA and Winalta, several private companies and is an active board member for charities that “tear my heart.”

But that’s now.

Back at Imperial where Benson put in 20 plus years, he started in Cold Lake, Alberta as a project liaison for community affairs. That was followed by a move to Norman Wells in a similar role. Overseeing construction and operations from a home base in Calgary came next, but eventually oversees opportunities beckoned.

Houston became his new home base while he travelled the globe as a negotiator and in various project oversight roles.

Pipelines in Africa were negotiated and, after spending time in quite a few locales, Benson has the comparators to say that Moscow is his favourite city in the world.

Looking back Benson recalls how he propelled himself up through the ranks. Without a tremendous amount of formal schooling he concentrated on, “Reading every manual I could, plus there were a lot of in-house courses and courses outside. The company had faith in me and so did the people around me and that gave me confidence to go forward. In the end I just worked hard.”

That hard work paid off in what can be termed adventures in business. Benson had the opportunity to be a part of negotiations with the World Bank in pipeline negotiations in Chad. He was in Russia when the country was creating its approach for dealing with western oil companies and determining how to create a viable industry on Russian soil.

“I was there when they were working out new rules between regions [in the former Soviet Union],” recalls Benson and he admits to missing international work.

Hard work, it turns out, is only one of three things Benson believes young people should bring to the table today. The second quality is, “To be as tenacious as hell.

I wasn’t happy in a one part job, I wanted to progress.”

Values that have been instilled from a young age are the third piece of the puzzle. “You take values with you.

That belief in yourself, your willingness to share and give back, I got that from my family.”

Poverty isn’t necessarily an impediment in Benson’s view, “Both my parents worked hard, but we didn’t have conveniences. I was 14, maybe 15 years old before I realized we were incredibly poor.”

Benson was 15 when he left home for the first time and took off traveling. He laughs about his years in San Francisco and Los Angeles, “I was a genuine hippy. Then I smartened up and went back to school.”

Racism has receded, says Benson. “Racism was alive and well and very visible up until the last 15, 20 years. In Canada they have really started addressing it, but there is still a certain amount there; it is just more subtle.”

Fortunately, the oil industry today, he says, “Cares more about your capacity to get things done.”

Technically Benson has retired, but his values, tenacity and belief in hard work didn’t leave him when he stepped away from the desk. His continuing high expectations have left Benson with a very busy post-retirement. He heads his own industry consulting company.

He is the lead negotiator for the Fort Nelson Indian Band and their interests in north eastern British Columbia. “Fort Nelson is challenged with the overwhelming magnitude of development on their traditional lands and has to constantly challenge industry and government to make certain their concerns are heard,” says Benson.

He is also the lead negotiator for the Dehcho for the Mackenzie Valley Pipeline. On that topic he says, “The

Mackenzie Valley Pipeline is going very well.”

The Dehcho are the remaining band to negotiate an agreement, and there are still unresolved land claims.

“The list of what we don’t agree on is really short,” says Benson, who goes on to predict, “I am pretty confident of an agreement for this year.”

Benson is a member of the board of directors at Suncor and chairs their health, safety and environmental committee, a role he clearly appreciates. As an international company Suncor has a market cap of $54 billion and Benson enjoys the rare opportunity to be part of a company with such a broad scope of activity.

Enticing as international business and big business has been, he says it his board member position at Hull Family Services that moves him, “It deals with addictions, and traumatized children. It gives kids a new start.”

Giving back is a something Benson is keen to do.

“For First Nations and Métis the issue is to get to an equal starting line. That’s where the opportunity for government and business comes in. When we as First Nations can get to a fair starting line, then we can compete. If society wants to deal with aboriginal issues, the society needs to work with First Nations and commit to real outcomes.”

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NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 13 2019 Busness in Vancouver Ad.indd 1

10-09-02 1:34 PM

THE CLAN BENSON continued

Healing the Rift between Tradition and Science Dr. Allen Benson walks a fine line between traditional healing and modern medicine

By Bobbi-Sue Menard

A

“Not only are we healthy culturally, we are transparent. At NCSA it is not just a perception of fair, we are fair.”

14 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

t the intersection of aboriginal culture in Canada and justice, there is room for a service approach that seeks to harmonize help with fairness, healing with hard truth. Dr. Allen Benson, CEO of Native Counseling Services of Alberta (NCSA), believed he could create a business that included a deep understanding of social justice issues and what needed to be done.

This year marks the fortieth anniversary of the NCSA, which was originally established to provide court worker assistance to aboriginal people in conflict with the law. NCSA has grown substantially since then, but remains committed to providing healing and harmony to the aboriginal community. Today 200 NCSA employees work in over 20 communities from Brocket in southern Alberta to Fort Chipewyan in the North.

Programs have been implemented to help prevent youth recruitment into gangs, and to promote family and community wellness. There are educational and research programs as well.

The organization’s pioneering work has helped shape best practices.

From the brief description it could easily be assumed that NCSA is solely the work of the provincial/federal governments; however as part of its mandate the organization is moving toward self-sufficiency.

“We make investments which allow us to do work over the contributions of the government,” explains Benson. Housing is one example as the NCSA owns many properties.

A careful approach is also necessary for various research programs, when hard science is contrasted to indigenous knowledge, and parallel truths are discovered.

“There is recognition of indigenous science that is growing,” says Benson.

Benson provides the example of having seniors and elders participate in water testing, involving them in the process of conservation. “We want to create an awareness of keeping knowledge. But we have to change the way we think, we have to get people involved and engaged.”

Diversifying the NCSA portfolio of services even further is BearPaw Communications. The division is home to a legal resource centre, promoting awareness of the legal rights and obligations of aboriginal people living in Alberta and to enhance aboriginal peoples’ connection and access to justice. BearPaw also produces educational films, and promotes important programs dedicated to healing including National Aboriginal Addiction Awareness Week.

The encompassing theme that brings the diverse work of the NCSA together is an expansive view of effectiveness. Says Benson, “I’ve been to conferences where the talk is about how to deliver services to First Nations; how to ‘fix’ us. The real issue is we can fix ourselves on our own terms.”

Allen Benson grew up in a large family in Lac La Biche with dreams of becoming a lawyer. The bar did not ultimately call; rather it was Native Counseling Services that requested an interview. “I got the job and was told to show up in court, on my first day,” recalls Benson. “I was introduced to the judge, asked for an adjournment and then went for an introductory lunch with the judge.

I did my job and eventually learned the business of the court.”

Plenty of opportunity came Benson’s way; meaningful results through hard work, sometimes through trial and error.

At 22 years old he was the program supervisor in Peace River Alberta, “That was when I learned to build relationships,” says Benson. He holds to the maxim that in business it is 80% relationships and 20% business that gets things done.

Great mentors who gave ‘lots of good advice’ were there when Benson needed them, but it wasn’t a geographically straight line through Alberta. In the mid1990s Benson spent three years in Australia as a Special Advisor to the Government of New South Wales, advising on aboriginal issues. Upon returning to Canada Benson became the CEO of NCSA.

Since that tenure began 15 years ago, Benson has tripled the agency’s size and scope. “We have worked hard to build a culture of transparency and trust.”

One way to do that comes from allowing people to be the ‘change agent’ within their situation.

Organizational growth has also come, partly because NCSA is a “bicultural organization,” says Benson. “Not only are we healthy culturally, we are transparent. At NCSA it is not just a perception of fair, we are fair.”

The work culture has resulted in impressive employee retention. Approximately 85% of the 200 employees are First Nation or Métis, and four employees have more than 30 years of service. Many others have 20 to 25 years of service.

Just as Benson wants his clients to change their own situations, he prefers his staff to chart their course as well. “As a leader I want the staff to have ownership. I am not making all the decisions, I am here to serve the staff.”

If it all sounds too perfect, Benson assures you it is a work in progress, but he sticks to his expectations and goals. At the end of the day the NCSA wants back what it puts out: “Kindness, respect and camaraderie, and we are always working hard to be true to our values.”

Photo by Sean Talbot

Working with First Nations to build homes and opportunity for everyone.

Wayne Brown e-mail: wayne@bigfoot-mfg.com

Ph: 250-835-8885

www.bigfootloghomes.com

www.nbdm.ca NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 15

A TASTE OF THE THOMPSON OKANAGAN: FALL 2010 | thompsonokanagan.com/savour

F O O D G E T AWAY S

PAIRED UP WITH THE REGION’S BEST ACTIVITIES.

&

FOOD thompsonokanagan.com/savour

Travel down the small, twisted roads of the Thompson Okanagan and sooner rather than later you’re going to find something worth drinking. The region, now boasting more than 130 wineries offers wine drinkers a distinctly un-Napa experience. Not that there is anything wrong with Napa, but you can’t

It’s just so easy to belly up to a tasting room bar, quaff

in every shape, size, and experience. From garage-based

get to Napa in 45 minutes from Calgary or Vancouver.

back some Pinot Gris or even some Merlot before you

tasting rooms or those where you buzz the family to

can spell Loire. Wine is everywhere here. On roads like

come down and let you in for a taste, to epic stop-and-

Bottleneck Drive and Corkscrew Drive, the wineries come

pinch yourself moments at exotic Tuscan-like villas.

WINE IN EVERY DIRECTION

Or, you can head north where Northern winemakers are

You can start your tasting at the architectural wonder,

defining how to make wine in unlikely places. If there is

Mission Hill, complete with a 12-story bell tower, a

a place where cool climate wines go to die and end up

6 THINGS YOU HAVE TO TASTE

FROM EXECUTIVE CHEF BERNARD CASSAVANT AT WILD APPLE, MANTEO RESORT WATERFRONT HOTEL & VILLAS, KELOWNA

Heirloom tomatoes.“Without a doubt.”

Espresso braised beef short ribs with a red wine, roasted shallot reduction-made with First Nations-produced beef at Black Creek Ranch in Kamloops.

childhood dream of proprietor Anthony Von Mandl.

in heaven, this is most definitely it. Near Salmon Arm,

Then, you can head south and along the way from

a surprising middle of BC hotbed of artisanal cheese

Kelowna to Oliver, the Wine Capital of Canada, you hit

makers, farmers markets, plenty of wineries and all

Bottleneck Drive. Here 11 wineries hide in a surprisingly

around tasty goodness, there is still more to taste – like

friendly suburban landscape where, more often than

the hardy and unusual varieties at Larch Hills Winery

not, the winemakers man the tasting room.

and Recline Ridge.

But this is only a taste of the food and

Anything from Okanagan Sprits in Vernon.

“Frank Deite’s raspberry frambois is just unbelievable.”

The Risotto at RauDZ’s with duck sausage or wild boar. And if they have it, the snap pea risotto is “wicked.”

Pan seared-star anise-infused salmon at the Wild Apple.

Roasted plum tatin-served with sundried yam and pecan ice cream and paired with a Rustic Roots plum wine.

wine of the Thompson Okanagan. Mouth watering yet? Explore the Thompson

EAT

&

DRINK

Like a local

Okanagan this fall and indulge in its flavours. Get delicious special offers and four more vacation/pairing getaway ideas at www.thompsonokanagan.com/savour

16 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE SAVOUR.indd 1

8/31/10 9:43 AM

One Band’s Steps to

Encouraging Business

A

fter living in Alberta for many years and graduating from university in 2004, with a degree in Business Administration and Operations, I moved back to the Okanagan in 2006. Shortly after that I gained employment in 2007 with the Penticton Indian Band Development Corporation (PIBDC) as their office administrator.

This was all around the time the economy took on a low. Many of our members either lost their jobs or could not find one, and members wanted to learn how to start their own businesses. What most of them were really interested in was creating income and employment for themselves and employment for others.

Having the idea is the easy part.

Creating the business plan, meeting with people for your marketing needs and figuring out how you are going to finance your company is the tough part. Meeting with financial institutions is intimidating for most First Nations people.

That’s where I come in – if you have the passion to help yourself to succeed, I can help you strive for success! For people who want to be in business, but don’t live near Penticton, this is where this column comes in.

The summer of 2008 was the year

by Leslie Gabriel

my career steadily began to advance.

That year the Penticton Indian Band Development Corporation and the Osoyoos Indian Band hosted a workshop called “Aboriginal BEST” (Business & Entrepreneurial Skills Training) for community and non-community members. It was through this program I learned that my community had members that wanted to start their own businesses and I started getting ideas on how I could help them.

The Aboriginal BEST program is for aboriginal, Métis, and Inuit – status or not– who are interested in becoming self-employed or starting their own business. It is for both those who have a solid idea and want to see it happen, and for those who have an interest in business, but have no specific idea yet.

So in January 2009 the Penticton Indian Band Development Corporation recognized a need for small business resources for the Penticton Band and its community members. In response the Development Corporation created my position as a business officer.

This position is about more than me telling you how to apply for a loan or fill out forms. The Band realized that for its members to create jobs for themselves, other things had to be in place.

So the Penticton Band decided to

organize and develop, but found, like many entrepreneurs do, it is a big job.

For the PIBDC, the process started by sending out Request of Qualifications for PIB lands. The Request for Qualifications is how companies that may wish to partner with us demonstrate they have what it takes, both in money and know how to develop our land. This means future economic prosperity and sustainability for the Penticton Indian Band.

With the economic development of the Penticton Band Lands, it creates more business opportunities for our members.

That’s where I come back into the picture. My position allows me to provide assistance to any persons wishing to discuss the idea of starting a business or assistance in creating a business plan and finding the financial resources to start a business on or off-reserve.

In future columns I want to help you figure out how you can do that too, no matter where you live.

Lesley Gabriel, B.B.O is the business officer for the Penticton Indian Band Development Corporation in British Columbia. For more information on how to become an entrepreneur, or if you have questions you would like to see answered in a future column, please contact her at lgabriel@pib.ca or by calling 250-492-3154.

NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 17

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firststeps

18 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

E D U CAT I O N

featurearticle

Go to

School

Get a Good

Job

By Devon Brooks

“Grandson, we no longer fight our fights with fists anymore, we fight with education.”

- Shawn Atleo, National Chief of the Assembly of First Nations, quoting his grandmother

Photo Courtesy of the University Regina PHOTO: UNIVERSITY OF of REGINA

E

ducation is finally starting to get the attention it deserves in correcting the many social ills that beset many native communities across Canada. The push to correct inequities in educational opportunities comes from two sources. The most important lies with aboriginals themselves, who recognize that they have every right and ability to succeed at whatever they want to.

Another argument is one of sheer numbers. Increasing numbers of aboriginals mean they are an increasingly important part of the economy, especially in Saskatchewan and Manitoba, where natives make up almost 14% of the total population. That’s a number that is expected to grow dramatically in coming decades.

In this technological knowledge-based age, leaving a substantial portion of the population behind in training is a sure recipe for disaster, which is why the biggest investments in native post-secondary education are in Saskatchewan and Manitoba Back in 2006 the Caledon Institute, an Ottawa-based social policy think tank that operates independently of government, issued a report called Aboriginal Peoples and Postsecondary Education in Canada by Michael Mendelson.

Some of the results were not surprising: better standards of living go hand in hand with more education, but the amount of money involved is surprisingly large.

NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 19

GO TO SCHOOL, GET A GOOD JOB continued

One of the most sobering statistics quoted in that report comes from a 2002 report by Professor Eric Howe from the University of Saskatchewan. He wrote, “An aboriginal male who drops out of school gives up over $0.5 million. An aboriginal female can earn over $1 million by obtaining a high school diploma and then attending university, but will earn less than $90,000 in her lifetime if she drops out of high school.”

Any group in Canada, whether you study them based on ethnicity, gender, age or geographic location will experience an increase in income because of more education, but Howe says the huge difference in earning power, especially for women results from what he calls a “triple benefit.”

He reported, “Aboriginal people earn less than nonaboriginal people. But the difference largely disappears for higher levels of education.” An educated native woman with formal qualifications catches up on pay scale in a single leap to male, non-aboriginals in whatever field they pursue.

The 2001 census showed that 48% of natives did not finish high school, a number that was sadly much higher than the 31% figure for all Canadians.

As you’d expect, if you don’t finish high school you are much less likely to ever finish any kind of post secondary education. Dr. Shauneen Pete is the interim president for the Aboriginal University of Canada, and she is keen on making the case for education to

Students in UCN’s heavy-duty mechanic course taking a loader apart.

20 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

Dr. Shauneen Pete says First Nations University in Saskatchewan is working hard to make its 750 strong student body feel that this is about more than just hitting the books – rather it is a place to further knowledge of themselves and their traditions as well as the formal academic studies they may be looking at for a career.

all aboriginals. She says, “We’re all seeing the urgency because we haven’t see the improvement rates in high school graduation rates.”

The good news is that the high school trend is going the right way: in 1996 54% of aboriginals failed to finish high school, a number that improved by 6% to 48% in five years.

In 1996 21% of aboriginals completed some kind of post-secondary education, compared with 25% of Canadians. By 2001 25% of aboriginals went on, while 28% of Canadians did. Again, not only are the statistics going in the right direction, but aboriginals are gaining on the population as a whole. Only in university attendance was that number going the wrong way – where the number of degrees going to aboriginals declined from 1996 to 2001.

This leads to two questions: what has happened in the last decade and why?

In Saskatchewan the near collapse of First Nations

University (FNU) made headlines across the country this spring when then Minister of Indian and Northern Affairs Chuck Strahl declared the government was pulling the funding from the badly managed institution.

Since then there have been some major improvements, but they came with some pain. Pete, who hails from the Little Pine band in Saskatchewan, was a faculty member fired by the previous administration of FNU. When that administration was scrapped for its mismanagement, Pete was hired back on as interim president.

Pete was hired not only for impressive academic credentials, but because she has already demonstrated a willingness to make the university work within its budget and her passion for aboriginal education and the student body.

Despite that she acknowledges this past year has been tough. They had to cut $3 million from the annual budget, drop 46 positions and, to help with debts incurred before she took over, they had to sell FNU’s Saskatoon campus.

In a press release Pete suggested the changes will affect about one student in five directly. The biggest savings were realized by doing away with duplication of classes, administrative services and programs, but she says no department was dropped. The university offers degree programs in the following areas: Community Development & Health Sciences; English; Indian Communication Arts; Department of Indigenous Education; Indian Fine Arts; Department of Indian Languages, Literatures & Linguistics; Indigenous Studies; Intercultural Leadership Program; National School of Dental Therapy; School of Business & Public Administration; School of Indian Social Work, and; Science.

Pete says they can now see the light at the end of the tunnel. “We feel quite confident that we have a balanced budget. The tuition stream is unknown because we experienced [initially] a 30% cut in student enrollment because of the uncertainty.” Since then, with the survival of FNU looking like a sure thing, students have been coming back. When I spoke to her, she estimated that they were only about 9% down from last year.

Pete’s adamant the university is going to survive and believes it has a strong relevance to the aboriginal community. “What’s really powerful about this university is its size. We look on our members as family.”

She says there are cultural differences that any institution serious about First Nations needs to consider.

While women outnumber men on every university in Canada, at FNU the ratio is three women to every man.

In addition FNU has many more mature students on campus.

Dr. Denise K. Henning, president of Manitoba’s University College of the North, says the key to attracting aboriginal students is the development of relevant programs delivered with the needs of the students and their culture in mind.

Pete observes, “A lot of our students are parents and they bring infants to class. There’s a breast feeding room on the campus. For a lot of us, this is just a fact of life.

Statistically a lot of university students here are going to be single moms.”

Pete believes one of the reasons for the inequity between males and females is the female commitment to family. “We want to make things better for our kids.”

She says it was part of her own motivation to excel at school. “What motivates me is how to help my people – it motivated me to help my kids.”

Another part of the university’s program of inclusiveness is incorporation of culture into all aspects of teaching. Says Pete, “An elder is invited in and the traditions and ceremonies are integrated into the teaching process.”

Pete is also keenly aware that the growing success of female students won’t be complete unless there is also

Part of UCN’s $15 million capital grant from the government of Manitoba is being used to construct these student residences.

NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 21

GO TO SCHOOL, GET A GOOD JOB continued

Photo Courtesy of the University of Regina

a buy in from the groups that are not going to school.

So, she says, “Part of the process is how to target young males, mature students and urban residents.”

While the First Nations University of Canada is open to everyone, most of the students are from Saskatchewan.

Other schools with a focus on aboriginal education face many of the same issues. At the University College of the North (UCN) in Manitoba President Dr. Denise K. Henning is also working hard to increase her institution’s standing.

Fiscally Henning is in a happier place than the First Nations University administration. While Pete has been struggling to make revenues match up with expenses UCN happily received an announcement of a $15 million investment in The Pas campus. The money will provide for: • A 13,500-square-foot library expansion that will serve as a resource and teaching library to serve the two main campuses and 12 regional centres across the North; • A new 6,500-square-foot child-care facility to accommodate up to 75 children;

22 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

• A 4,500-square-foot redeveloped student service centre to provide a one-stop shop for student services such as enrollment, program information, counseling and guidance; • An aboriginal centre offering culturally appropriate assistance; • A student lounge, and; • Centralized administrative offices.

Henning says of Manitoba, “The government has been very good to us.”

At the same time, Henning, who comes from a Cherokee/Choctaw background in Oklahoma, knows that the best buildings won’t necessarily get native students in the front door, but she’s got good news there as well. She says, “The number of bands sending their students to UCN has grown exponentially and that’s a vote of confidence in my opinion.”

She believes one reason for this is, “We have really moved to an outcome based approach.”

What that means is instead of focusing solely on marks, UCN is more interested in understanding the students and helping them succeed. “It’s all about

meeting the needs of the students from the North. I think we’re well ahead of the curve.”

Besides degree programs for the faculties of arts and science, education, business and health, UCN offers trades and technology certificate programs in 40 different areas from heavy duty mechanics to cooking.

Like FNU she knows most of her students are mature students who have been out working in life and are there now to upgrade their credentials and build new lives. Henning says they had to take those realities into consideration. “Many educational facilities don’t have a holistic approach.”

Pete agrees, saying, “Because your present is challenging doesn’t mean that school is not part of your future.”

One way to do that, according to Henning, was by adding flexibility to schedules and how long it takes to finish school. “At many institutions if you step out and come back after two years, often [the students] have to start again, but we have many ways to stop and start again.”

Photos contributed

FNU’s magnificent Regina campus with the glass teepee built into the main building.

NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 23

877.515.6005 877.515.6005

24 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

okanagancollection.com

A

unique home is both a private retreat and a public statement. © MMX Sotheby’s International Realty Affiliates LLC. All Rights Reserved. Sotheby’s International Realty® is a registered trademark licensed to Sotheby’s International Realty Affiliates LLC. An Equal Opportunity Company. Equal Housing Opportunity. Each Office Is Independently Owned And Operated.

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GO TO SCHOOL, GET A GOOD JOB continued

Professions starting to

reach out to

Aboriginal Youth

T

o be an engineer is to be a planner. So it shouldn’t be a surprise that when Engineers Canada realized in 2005 that aboriginals are vastly under represented within the profession, they decided to study the issue.

The Aboriginal Outreach Task Force was formed in 2006 and instructed to make recommendations by 2009. The first question is how many aboriginals are engineers, but as Ken McMartin, director of Professional and International Affairs admits, no one knows for sure.

No one within Engineers Canada is required to selfidentify. McMartin was only sure of three individuals, one of whom –Irving Leblanc– sat on the task force.

McMartin is sure that native engineers are rare.

Asked why the engineering profession has become so keen on getting aboriginals into the profession he replies that engineering is something that people enter into when they are young. Aboriginals, as a group, have the fastest growing, and youngest, population in Canada.

That’s only one reason according to McMartin. He says, “They would come at the profession with a different perspective and would add a lot to the profession in Canada.”

McMartin also points out that becoming an engineer doesn’t happen quickly, so they need to work on raising the profile with natives now.

Another truth is that engineering requires a commitment to math and sciences, something that many aboriginals are at a disadvantage for. McMartin says, “Some of the schools don’t have proper facilities or instructors so bridging programs [need] to be in place at many schools.”

Apart from having enough teachers, the question becomes how to entice youth to stick it out at school and, in this case, commit to years of hard study in this field.

McMartin says there is a great tool that has reeled in most engineers in the past: technology and gadgets,

26 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

things that almost every young person is drawn to.

So McMartin’s group has partnered with different institutions to create an engineering boot camp for aboriginals, where interested youth attend summer camps to see, touch and use fun technology and hear from engineers who use it, made it or want to improve on it.

His group also initiated an agreement with the Assembly of First Nations this year to help deliver the message about engineering.

This also came out of the task force’s recommendations, that the best way to reach aboriginal youth was to develop culturally relevant materials that would be delivered to the youth through communications they would trust.

In the future, says McMartin, they are hoping to make similar agreements with Inuit Tapiriit Kanatami and the Métis National Council. Those interested in finding out more about the summer camps for youth, or getting more material about engineering are urged to contact Ken McMartin at ken.mcmartin@engineerscanada.ca or by calling 613-232-2474, Ext. 264.

The new push to bring more aboriginals into the professional mix is not limited to the field of engineering.

The Law Society of British Columbia announced it is looking for more aboriginals to enter the practice of law.

Similarly Canada’s National Screen Institute is looking for students to take its latest training program, NSI Aboriginal Journalism while the Railway Association of Canada announced a training and employment project, in concert with the Assembly of First Nations.

I ENGINE ERIN

G

Top 10

Pros&Cons for

Cr-Education for Your Business What is Cr-Education? Well, seriously, it’s a word I just made up and it stands for ‘Education that we get to make us more Credible and is often paid for with Credit.’

Below are my reasons for why you should get into Cr-Education:

1.

Chances are that whatever you want to do in your business, whatever challenge you will face has been done before and someone is teaching it, somewhere. Us entrepreneurs all think we’re a very unique bunch and that OUR business is different. However, like I tell my coaching clients, ‘you’re special, but you’re not that different’. What that means is that you are unique and very special in your own right, but whatever you’re experiencing is not uncommon to most people. Don’t walk uphill when you can hitch a ride (don’t do this at home kids).

2.

yield similar results. You can make leaps and bounds by following a master – sometimes shaving off years of undesired toiling. I’ll add to that years and DOLLARS.

YOU DON’T REINVENT THE WHEEL.

SPEEDS UP YOUR SUCCESS

When we realize that someone has already laid the ground work for us and been successful – following those steps should

3.

GIVES YOU CREDIBILITY

Getting an education often gives instant credibility in the community. That slices out part of the uphill battle of starting your business and going out to get business. Although, having said that, your sense of credibility comes from within.

There are plenty of examples where people who have degrees up their yin-yang have no credibility and don’t feel credible.

On the flip side, we all know people who fly by the seat of their pants and you’d trust your first born with them. A piece of paper can help with credibility, but also work on your inner game, too.

4.

STAY AT THE TOP OF THE PACK

By continuing your education, especially in these chaotic times in business, you stay on the leading edge of innovation. Nothing says ‘close my business’ louder than hearing business owners say that they’ll stick to what ‘used to work’.

5.

IT CAN EXPAND YOU

Continuing your education can, and will, likely inspire you to have new ideas that you may have never come up with on your own. Having new ideas or a fresh perspective sparks our very human desire to create.

So, if you’re wondering if there are ‘Reasons to NOT Cr-Educate’, here they are:

6.

IT’S THE NEVER-ENDING STORY

New ideas and innovation will never stop as long as humans NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 27

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socialmedia

TOP 10 continued

roam the Earth which, in turn, means that your education could go on forever. Not that there’s anything wrong with that but it does lead me to my next point…

7.

IT’S EXPENSIVE

While you can get a ton of information free online these days, once you start to dig deeper into educating yourself – the bar goes up and the threshold for spending money goes up and anything worth anything in terms of information, costs. For business owners, the bottom line can get eaten up quickly so you want to choose your education and training dollars wisely.

8.

similarities between different businesses and owners – in the end, your situation is going to be different because not all variables will be the same. Also, you can book learn the principles of such things like ‘diminishing returns’ but nothing teaches better than the actual feel of diminishing returns to make sure you run your business effectively.

EXPERIENCE IS THE BEST TEACHER

While

there

are

many

9.

IT’S A CRUTCH

Because there is so much information out there, it’s easy to feel that you need to know it all and stay on top of everything.

This enthusiasm often winds up overwhelming and paralyzing most business owners to the point of inaction. Nothing gets done, nothing new is embarked upon (because you

BDC’S FIRST-HAND ABORIGINAL EXPERTISE HELPS YOU GROW YOUR BUSINESS. Making an Aboriginal business work requires innovative thinking and perseverance. So you need a partner with a particularly thorough understanding of growth and an open mind.

At BDC, we offer financing and consulting solutions specially tailored to fit your needs, along with the tools and know-how to help you reach your objectives.

For more information, contact Patrick Lamarre Monica James 514 697-5659 204 983-8924 (Quebec & Atlantic) (Prairies & West)

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just need that last piece of the puzzle…) and money gets left on the table. When you feel you don’t know enough that becomes your reality. Like Nike proclaims – ‘Just do it.’ Karen adds – ‘then figure out the rest.’

10. IT CAN LIMIT YOU This is probably the biggest conundrum but sometimes when you get into the learning mode and following what someone else did to be successful – often business owners lose touch with their gut instincts and they follow blindly. Following someone else blindly will almost always run you right into a wall.

Learn what you need to know, but keep centered on what will truly fit your business.

What I have witnessed not only in my business, but in my client’s businesses is a combination of all of the above. The key message I regularly share is that you want to stay on the leading edge of innovation by continuing your learning and stay out of being overwhelmed by taking action. Truly, your credibility comes from within, not from a piece of paper.

Karen Luniw is a Personal and Business Attraction expert, Author and Speaker who works with highly motivated individuals to up-level their life. Karen’s Law of Attraction Tips podcasts have been downloaded over 10 million times by people all over the world and has been on the top of the U.S. and Canadian iTunes charts. Find out more at KarenLuniw. com or read more of her material at www. thehuffingtonpost.com/karen-luniw.

bdc.ca

www.nbdm.ca 28 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

National Aboriginal Business Opportunities

Conference Highlights

T

he fourth annual National Aboriginal Business Opportunities Conference took place in midSeptember at the Osoyoos band’s Spirit Ridge Conference centre in the southern interior of British Columbia.

The sold-out conference hosted 265 people wanting to hear about opportunities for, or with native groups from across the country. Both levels of government, along with a couple of dozen companies, came to hear from natives and talk to them.

The two day conference featured discussions, panels and talks on possibilities and challenges for First Nations in the energy, financing and banking industries along with case studies on companies working in construction, development, hydro-electrical generation, insurance and tourism.

Here are a smattering of some of the comments from speakers on various topics discussed over the course of the two days.

Tewanee Joseph

Energy Panel

NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 29

CO N F E R E N CE

article

CONFERENCE HIGHLIGHTS continued

On getting Money to Work with: Many financial representatives were present at the conference, but under the current system of land ownership, many bands are prevented from development. Deanna Hamilton, CEO of First Nations Finance Authority (FNFA) and a member of the Westbank First Nation, explained that having no assets or cash flow in the band name scares off creditors.

Deanne Hamilton

“This has such fantastic potential and can work for First Nations’ communities right across the country because it creates some equity in their own communities.”

“Accessing many regular financing sources are unavailable to many First Nations groups with no credit rating or collateral. With First Nations Finance Authority you get a credit rated investment and considerable savings over the regular banking rates.”

On Alternative Energy Development: Judith Sayer, Adjunct Professor at the University of Victoria (and a past chief of the Hupacasath Nation) spoke about her band’s decision to construct a 6.5 MW run of river project called China Creek.

“There is a lot of people who want to invest in First Nations power [projects].”

“When you’re looking for a project, the most important thing is reliable water data.”

Stephen Kukucha is the President of Atla Energy, a company based in Vancouver that focuses on developing run-of-river power projects.

“First Nations have a right to not work with, and prevent the development of, companies that will not share the resources and benefits of power generation projects.”

On starting to correct past wrongs: George Abbott, the Minister of Aboriginal Relations and Reconciliation for British Columbia, openly acknowledged what is common knowledge – policies and discriminatory legislation that actively shut out First Nations people from working in the larger economy, hurt everyone.

“It begs the question of whether we can overcome that legacy of bad public policy in a single generation when it took several generations to create that [bad situation].”

George Abbott 30 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

On Working Together: Brad Darbyshire, who claims aboriginal heritage through the Buffalo River Cree Nation, works as the Aboriginal Business Development Manager for Graham Group. That company, a Calgary-based construction firm, is a partner with the Athabasca Basin Development Limited Partnership (ABDLP), which is a group representing seven communities in the far northeast part of Saskatchewan. Darbyshire, along with ABDLP chairman, Glen Strong, who is of Cree descent, talked about how they view the agreement between their two organizations.

“Accountability is taking ownership in the partnership.” -Brad Darbyshire “Graham could be the biggest contractor in Canada of aboriginal employees and the first company to do that will be a great success.”

Brad Darbyshire and Glen Strong

“The area is very isolated so it is very poor and expensive to live in. Four litres of milk that cost $4 here [in the south] cost $13 to $18. We wanted to create opportunities and mentorship for our people.” -Glen Strong

-Brad Darbyshire

Facilitating Economic Opportunities between First Nations and Industry BSW Consulting Group BENSON SALLOUM WATTS LLP L A

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NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 31

Linking Okanagan Communities to the WORLD

Halifax

Montreal

Regina

Toronto

Calgary

VERNON

NARAMATA

WK Vancouver

osoyoos

ARMSTRONG

SALMON ARM

KALEDEN

LAKE COUNTRY

Seattle Denver

Chicago New York

Portland

Phoenix Boston

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Cancun

ylw.kelowna.ca 32 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

Follow

Leaders

the

By Jesse Kunicky

CCAB’s corporate relations sessions emphasize the need to further aboriginal business

T

he Canadian Council for Aboriginal Business (CCAB) hosted a conference in Vancouver last month reviewing corporate best practices, legal issues affecting aboriginal business, and how corporate Canada is interacting with the aboriginal community.

Presenters showcased their engagement with aboriginal business through the CCAB’s PAR certification process (Progressive Aboriginal Relations). Clint Davis, the CCAB’s president and CEO, explained to the audience that “PAR…enables a company to set its own goals and systematically measure its progress on developing progressive aboriginal relations.”

Casino Rama, Cameco, the Bank of Montreal, ESSCompass Group Canada, Aramark, and Sodexo were feted at a gala dinner for their achievements in the PAR process. More specific testimony about PAR came from two different economic terrains, providing case studies of how it works.

At Casino Rama, aboriginal relations are defined by employment opportunities and career development, both internally and through external outreach initiatives. With more than 450 aboriginals on the payroll Casino Rama is the largest single site employer of aboriginal people in Canada.

The casino has 3,000 total staff, meaning aboriginal people comprise 15% of the company staff in a region of Southern Ontario where aboriginals make up only 1% of the population.

It is a 24/7 operation offering gambling, food, entertainment, and hospitality services that creates many jobs; although relatively few of them have much room for upward career advancement. Kevin Wassegijig, Director of First Nation & Corporate Affairs for Casino Rama, noted there were a “limited number of management positions in relation to non-management positions.”

This creates challenges in retaining good people, but Wassegijig said career consultation and evaluations encourage employees to stay. “We have an orientation and training program for employees, but also a follow up six

Assembly of First Nations National Chief Shawn Atleo, Ministry of Energy Manager for the Government of Ontario Hilary Thatcher, CCAB CEO Clint Davis and the AFN's Jeffrey Copenace all attended the recent CCAB conference in Vancouver

to eight weeks after start date to check in on employees.” He noted the follow up engages employees on their progress, performance, and satisfaction levels in their job.

Acknowledging that employment at Casino Rama may only be a stepping stone the ongoing follow up process ensures the job is in line with the employee’s overall career objectives.

For aboriginals outside the company, Casino Rama also promotes external initiatives like the Awards for Excellence Program for Aboriginal Students. This program provides aboriginal people from Ontario, who are pursuing a graduate or professional degree, a chance to receive a scholarship worth as much $5,000.

Aboriginal relations initiatives have helped Cameco Corporation become a leader in the economic and societal development of northern Saskatchewan. Cameco, which produces 18% of the world’s uranium, employs 3,000 people worldwide, 743 of them registered First NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 33

CO N F E R E N CE

article

FOLLOW THE LEADERS continued

Nations. That makes the company the largest industrial employer of aboriginal people in Canada. Engagement with aboriginal peoples is not limited to employment however, as relations are defined by a five pillar strategy including workforce development, business development, community investment, community engagement, and regulatory and government affairs.

The business development pillar is significant because of its ‘Northern Preferred Supplier Program’.

Established in 2004, this program has lead to $1 billion in procurement over a six-year period, and the creation of successful new businesses such as Westwind Aviation, TRON Power (an English River First Nation company), and Points Athabasca Contracting Ltd. (PACL) .

During that period registered First Nations employment enjoyed a 61% increase. In addition Cameco invested in surrounding communities through charitable donations and education projects like the $2 million investment in to the Credenda Virtual High School.

While corporate Canada is making progress, the CCAB conference also addressed issues on how companies need to take account of aboriginal culture and values, societal equity, Canadian Law, non-aboriginal and aboriginal governance.

Penticton Open for Business

Working together to build a stronger region

Penticton Economic Development contact: 250-493-3323 www.imaginepenticton.ca

34 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

Tom Isaac, a partner at McCarthy Tetrault LLP, talked about ongoing legal battles, not only between aboriginal people and the government, but also between the government and the Supreme Court.

In the middle mushy ground between government, private business and aboriginals is the issue of revenue sharing. “Revenue stream and equity sharing remain national issues legally,” added Issac. “There is a need for sustainable regulatory policy that goes beyond current structure enabling variations in case by case business dealings.”

While public policy remains a big question, the private sector is looking for leadership on how to work with, and encourage, aboriginal business.

Marlane Christensen is president of the Industry Council for Aboriginal Business, which seeks to bridge gaps in relationships and economic development between aboriginal and non-aboriginals. “We promote exploring cooperation rather than litigation, and making connections across business sectors for First Nations and aboriginal organizations,” Christensen told the conference attendees. “We encourage industry organizations and the private sector to explore a business case for cooperation with aboriginal organizations, and the development of awareness of process influencing aboriginal business.”

Bruce Dumont, President of the Metis Nation of BC, provided a good example. He spoke about a 20 year process that finally unified seven political jurisdictions as the first step in acquiring 25,000 acres of mixed use land in the Fraser Valley of British Columbia, setting the platform for private partnerships and land development.

“We do not receive block funding as Métis, unlike other aboriginal groups, so the organization of our own government and financing were issues, but we also needed the people and leadership to find private partners and go forward in advancing business,” recalled Dumont.

The message is that leadership will be necessary amongst all stakeholders in aboriginal business to facilitate future successes. Only time will tell if more progressive members of corporate Canada will step up to work with visionary aboriginal leaders who take the actions necessary to create positive change for their people.

The CCAB conference demonstrates that it is possible. Aboriginal and private sector partners need to continue these kind of initiatives, setting an example of leadership to inspire remaining stakeholders like government and other private companies who don’t yet see the potential.

Photo contributed

BREATHTAKING VIEW, NO CHARGE.

NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 35

B RI E F

newsflash

Hunting

Business and Meat to a

Band’s Benefit

M

atchee Outfitters on Flying Dust First Nation is a business built on the core values of a childhood spent living a traditional lifestyle, yet squarely caters to the modern North American hunter. Oneill Gladue started Matchee a decade ago, and delivers a first class hunting experience to mostly U.S. clients looking for trophy deer and black bear.

Flying Dust First Nation is located three hours northwest of Saskatoon, bordering the town of Meadow Lake. Within living memory many

36 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

By Bobbi-Sue Menard

reserve members practiced traditional ways of life. Gladue was raised by his grandmother and in the summers the family survived by picking berries, which were then traded for staple groceries and supplies.

“I was born and raised on the reserve,” recounts Gladue. “We were poor and were raised in the bush, after school we lived off the land.”

It was his childhood upbringing that gave Gladue the skills to run a guiding company today. Learning the habits of deer and other wildlife was a vital skill that kept him and his family alive. “I’ve been shooting

since I was 10 years old. When I was a kid I had to crawl on my belly a long way – there weren’t any shells to waste.”

Gladue took a long side trip into politics and was the elected viceChief of Meadow Lake for 23 years.

Eventually, the land he grew up on called him back and with about 12,000 acres of under treaty land entitlement agreements, Gladue started Matchee Outfitters. The name Matchee means ‘go hunt’ in Cree, and Gladue was inspired by a WWII era chief of the band by the same name.

The band has a bylaw under the Indian Act to manage their lands.

Matchee is licensed and endorsed by the band to operate as an outfitting company on the reserve lands.

It is an arrangement that works out well for both the band and Gladue. Matchee pays for 25 deer and 10 bear tags each season. “We focus on quality, not quantity,” says Gladue. With such light hunting pressure on the deer and bear stocks, high quality animals are always drifting past the hunter’s stands.

In a modern twist, Gladue helps to guarantee quality to his clients with the help of remote game cameras set up in bush. “It is just an extra set of eyes. Any successful hunter will watch the game as much as he can.”

The reserve sees benefits from having outfitters work on their land (there is one other company working Flying Dust besides Matchee).

Not only is there local employment

HUNTING BUSINESS continued

opportunity (Gladue has one local staff member and myriad casual opportunities), but the reserve also collects the lion’s share of the meat.

Most of Matchee’s customers are after a ‘trophy kill’ and they appreciate seeing the meat Flying Dust Band go to people Councilor Jeremy who will enjoy it.

Norman After butchering, the best cuts go to the elders, and then the remaining meat is frozen and distributed to families in need.

Band Councilor Jeremy Norman can see the positive effects of Matchee for the band, “I have to say it’s a benefit to us. Not only are some local jobs provided, but the meat as well. It is always used.”

Having young people from the reserve come along on hunts and learn firearms skills and ancestral survival skills is a highlight of the operation for Gladue. The chance to share what he learned by necessity as a youth is something he appreciates.

“I work with the youth department to select who comes out. We usually shoot a young fat one, to help with herd management. The kids just love learning what it is like to be out there.”

Gladue works extensively with a wildlife biologist to ensure the herd is kept healthy.

Clients of Matchee Outfitters were almost exclusively American, although now more Albertans are seeing the value of hunting from well positioned blinds with a carefully scouted and baited herd. The company has grown through word

“I have to say it’s a benefit to us. Not only are some local jobs provided, but the meat as well."

of mouth, and has a repeat business of about 75%. “We are a small operator, we’ve relied on referrals, word of mouth and an online presence to build the business.”

Being on reserve is a major draw for many of Matchee’s clients. The near exclusive access to the herd is important, as is the traditional respect for the animals and land.

Clients, he says, are also enthusiastic about the small, intimate scale of the Matchee operation. Gladue is out on every trip, and performs almost every task, from baiting to dish washer at the cabins.

Matchee does not hunt moose. It was a band decision that the members did not want to take money from the hunting of moose; however the company offers the rare chance to shoot a limited number of Canada geese early each season. Fishing on

the Beaver River for pike and walleye is also available.

The location of the reserve is also important to many of the hunters because Meadow Lake is relatively close to Saskatoon. The hunting takes place within an area that has cellular phone service, and Gladue has seen an uptick in clients with their own businesses who check in periodically while out in the bush.

Gladue just laughs about it, “I guess it helps time go by, but most guys want the quiet with no interference.”

It can be long, cold days waiting for a trophy buck. Year after year clients routinely take home 150 cm plus, and every year at least one 175 plus is taken. “We’re knocking on that record door each year – that is part of our quality product. A patient hunter will take home an excellent result.”

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NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 37

B RI E F

newsflash

TWCCscores

Hat-trick

After 17 years of hard work the Tribal Wi-Chi-Way-Win Capital Corporation (TWCC) has taken home three recognitions of its hard work. The company offers financial resources to aboriginal entrepreneurs and businesses.

Back in June the company, which also owns two subsidiary companies, namely ASKI Financial and the unnamed 4528027 Manitoba Ltd., announced it had achieved ISO 9001:2008 certification. This ISO standard gives assurance TWCC is

operating under a set of procedures that promote efficiency, quality and effectiveness in all aspects of its operations.

Alan Park, the company’s CEO says, “TWCC is a fine example of what aboriginal people can do for themselves. This important certification will assist us as we continue to pursue excellence and growth as a prudent and responsive lender.”

The company started in 1993 with three employees, but had grown to 28 employees by 2006. Since that

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38 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

year the company has exploded and how has 120 employees, who have created 200% revenue growth over the last four years.

That fast paced expansion was enough to qualify for Manitoba Business magazine’s ‘50 Fastest Growing Companies’ list in 2010, which was announced last February.

TWCC came in at number 12 among the top 50.

Those two things, along with a speech made to delegates at the Council for the Advancement of Native Development Officers, which was held in Niagara Falls, Ontario in September, powered TWCC to win the ‘Aboriginal Economic Developer of Year’ award.

In total TWCC has made $34 million in loans to 45 First Nations’ communities across Manitoba since it first opened its doors 17 years ago.

Today the company offers commercial lending, a First Nations farm credit program, help with developing business plans and scholarships.

One of its subsidiaries, ASKI specializes in making personal loans while its numbered company offers call-centre services to Davis & Henderson.

The Tribal Wi-Chi-Way-Win Capital Corporation has its head office on Peguis First Nation lands lying 200 kilometers north of Winnipeg; although more day-to-day business goes through the Winnipeg office.

The Peguis is the largest First Nation community in the province with 7,200 people on reserve, but having 8,778 members across the province.

Peguis also recently settled a claim with the federal government over the loss of the St. Peter Reserve in 1907. The claim settlement provides for a $126 million cash settlement, no land compensation and an agreement that this claim is now permanently settled and can never be reopened.

CO LU M N

businessmarketing

Social Media

should comeNaturally

Aboriginal

to

Companies

By David Allison

T

here’s no denying that today, social media is an important tool for business. Interestingly, social media shares some fundamental similarities with aboriginal culture. I think it’s worth taking a look at this connection.

Aboriginal culture has been based on the skills of the storyteller since time immemorial. It’s only recently that many First Nations languages were codified into written form, which released many of our stories into the world for people to read without the need for storytellers to be present. Telling stories one-toone, and creating social communities based on those shared stories has a long history with our people.

Similarly, social media is about being social. It’s about having conversations, being engaging and listening. Talking with other people, not at them. Sharing. Finding common ground. The goal when companies use social media is to help people get to know you and your company a bit better. By sharing stories, your relationship grows.

I am continually struck by how many businesses fail to realize this fundamental point. I witness organizations halfheartedly participating

in the world of social media because they feel like they are supposed to.

These companies tend to be the ones who just yell out their latest advertisement, and that’s it. They are not telling stories, they are not listening to the stories of others. No learning or growing is going on. They are missing the point.

Social media like Twitter, Facebook and LinkedIn should be more than just virtual soapboxes for businesses to rant about how fantastic they are. They are arenas to yarn interesting, informative and honest narratives. To talk about your company history. To tell stories about the people who work with you. To let your unique personality shine through.

If you are not using social media, you might want to consider it. If you keep aboriginal traditions as the model for your social media strategy, you will be a step ahead of many companies who don’t understand the power of a good story. But where should you begin?

Our advice to the companies we work with is to start with your own website.

1) Include a blog on your homepage. Strictly speaking, it’s not social

media, but it’s the first step in getting people to return to your site. Blogs are a simple way to provide fresh and interesting content that’s regularly updated.

2) Sign up for a Twitter account.

This is a very handy tool to start using to not only share information about your website and your company, but to make friends. And remember, that’s what this social media thing is all about. In a mere 140 characters or less, you can start talking and engaging with people, sharing information and ultimately expanding your network.

3) Make sure you’re on LinkedIn. Think of LinkedIn as the business version of Facebook. It’s the networking site for insider connections and the place people turn to find industry experts.

There are dozens of social media tools out there, but it’s best to begin with the basics. If this is your first foray into the world of social media, these three things will provide you with a well-balanced starting block.

If you are already involved in social media with your company, remember to be interesting and interested, like our ancestors were when they Continued on page 40 NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 39

AboriginalFirms take overMine Cleanup A $43 million contract for the second phase of remediation work on the Tundra mine site in the Northwest Territories was awarded to two aboriginal firms working together on the project. The contract was won by Tlicho Engineering & Environmental Services and Aboriginal Engineering, both with offices in Yellowknife.

Work by the two companies will cover “treating water in the tailings containment area, treating hydrocarbon-impacted soils, covering tailings and waste rock, and

decommissioning dams.� The multiyear program is not expected to be finished until 2015.

The government says, “Following a competitive process by Public Works and Government Services Canada, the contract for Phase 2 of the remediation was awarded to a joint venture between Tlicho Environmental Engineering Services Ltd. and Aboriginal Engineering Ltd. which submitted the best technical proposal at the lowest overall cost.�

The Tundra Mine, which is

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The mine came back into government hands when the mine owner, Royal Oak Mines, went bankrupt in 1999. The first phase of remediation was completed by 2007, an operation in which Tlicho took part.

Both companies have worked on many mining operations including the development of the DeBeers Snap Lake diamond mine.

Tlicho Engineering is part of the Tlicho Investment Corp. owned by the Tlicho people who inhabit a large area between Great Slave Lake and Great Bear Lake, from the Nunavut boundary to the Mackenzie River.

Aboriginal Engineering is majority owned by Dogrib Trustco, which is owned by the Dogrib people of Wha Ti, Gameti, Wekweti and Rae-Edzo.

SOCIAL MEDIA SHOULD COME NATURALLY continued

told stories to each other.

As the non-aboriginal community embraces this â&#x20AC;&#x153;revolutionaryâ&#x20AC;? idea, we are able to return to the roots of our culture, drawing on our beliefs in storytelling and value-based connections. The new consumer is looking for companies to trust. Stories, shared around the digital campfire, are a powerful way to build that trust.

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David Allison is a member of the Metis Nation, a Director of the Canadian Council for Aboriginal Business, and a partner at Braun/Allison Inc., the only aboriginal owned real estate and resort marketing campaign company in the world. You can read more of his articles about marketing in BC Business Magazine online at www. bcbusinessonline.ca/onebrand. You can read about his company, and get his free book Sell The Truth, about real estate development marketing at www.braunallison.com. Follow him on Twitter @BAdavid, or email him directly at david@braunallison.com.

A RT & CU LT U RE

article

StarLight StarBright

By Darcy Nybo

W

hen Rita Watcheston was a child she learned all the stories and traditions that surround star quilts, also called star blankets. What made the stories even more special is that her mother’s maiden name was Starblanket. She passed away when Watcheston was very young.

She’d always wanted a star blanket, so about 20 years ago she decided to make one for herself. “My Aunty Hortense used to make them,” she explains, from her home in Broadview, Saskatchewan.

“I went to her and showed her my first star blanket. It was not very good at all; it looked like [a] hat or a tent. She was very patient and showed me how to properly make them and she made me practice and practice. Today I can make them in my sleep!”

The traditional belief is that the stars were left in the sky by the Great Spirit to watch over the tribes, offer spiritual guidance and show a pathway for departed souls. For many, giving a star blanket is the epitome of gift-giving. To give one is to show the utmost respect, honour, and admiration. Star blankets are also gifted away after special ceremonies. New mothers are often given star blankets for their newborns. The blankets are also laid upon coffins to be buried with the deceased so they have something beautiful and warm to take with them to the afterlife.

When Watcheston first started making star blankets, she made the star with six points, shortly after she advanced to eight points. She’s experimented and made blankets with every imaginable fabric available, including silk. Every time she finished one and showed it, someone would want it. Watcheston would sell it, or give it away and then start on another one.

Before too long Watcheston was known for her

artistic talents and the many colours and fabrics she used in her blankets. Word of mouth was then, and is now, her only form of advertising.

“Some of my kids call me the star blanket queen,” she laughs. “Everybody seems to know I make them. Just the other day I was taking out my garbage and this guy stops me and says I need six star blankets in two weeks.”

Watcheston is a very unassuming woman. She loves to make star blankets, period. Where they go and who gets them is of little concern to her, as long as they are appreciated.

She’s made star blankets for children in foster care, waiting for adoption. The adoptive parents and the child are draped in the star blanket and the blanket becomes a cherished symbol of their new life.

For a woman who makes up to 10 star blankets in a week; you would think she would have one of her own, as it was for that purpose she began to make them. Last year she made a beautiful pink silk one which she felt would finally be the one for her. It wasn’t to be though as Watcheston donated it to a fundraiser for her daughter who was diagnosed with cancer.

Watcheston has sold most of her blankets in Canada, She recalls a woman who came to her with a special request. Then Prime Minister John Chretien was coming to Saskatchewan and the woman wanted to give him a star blanket. Watcheston obliged. Some of her works have gone to France and Australia. Others are hanging, she’s told, in museums in England.

“It doesn’t really matter to me where they are,” she says in her matter-of-fact way. “I just like making them.

Watcheston is adamant that she only make two sizes of blankets. “I make lots of baby blankets, they are quick Continued on page 42 NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 41

STAR LIGHT - STAR BRIGHT continued

and I can usually make one up in a day. The others are 72” x 78”, – no bigger, no smaller.”

Baby blankets sell from $75 to $100 while the larger blankets go for $200 to $250. Silk is extra. Even without advertising Watcheston makes a decent living from her artistic talent and is pleased to note she’s bought a new car with her profits.

As for her wish to have her own star blanket, it still has not come true. When asked why, she sheepishly replied, “I always wish for one just for me. Then I make it

and put it away. Then someone always asks to see what my star blankets look like. As soon as I show them, they want to buy it!”

“I don’t know how many more of these I’ll make,” she says matter-of-factly. “I am getting older you know.”

Watcheston may not have her own star blanket yet; however, you can have one by calling her at 306-6967260 or 306-696-3277.

Photos contributed

Casino Rama gaming floor 42 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

ProvidingTools for Communication

By Devon Brooks

D

espite the fact that 34,000 aboriginal businesses were operating in Canada by 2006, there is no denying there is a gap of understanding preventing many First Nations from participating in the modern Canadian economy. To be sure, much of the blame lies with government and negative attitudes that have prevailed within the wider Canadian society for the past century, but if apportioning blame could provide better living for aboriginals then they would be among the wealthiest people in modern day Canada.

Clint Davis, CEO of the Canadian Council for Aboriginal Business (CCAB), believes there is a better way. Success and independence is going to rely on First Nations people taking control of their own prosperity.

While that’s easy to say there are some hard obstacles including an outdated government bureaucracy, fixed attitudes by many Canadians and, on the part of natives, ignorance about how to create their own financial destinies.

It’s started already, with many individuals taking steps to create the mechanisms that will enable aboriginals to chart their own economic course.

The CCAB is one of those mechanisms and Davis is confident his organization can make the difference.

He says, “What we do is create opportunities for nonaboriginal business to connect with, and work with, aboriginals.”

He explains, “An organization like ours is very important because we provide the tools for communication.”

The CCAB performs this communication through four main channels that shadow a business from the beginning, when it is only an idea, through creation, development and recognition of success. At every step the organization does its best to cross the divide between established companies in this country and the native group or person who are starting their businesses.

The first step is through the ‘Foundation for the Advancement of Aboriginal Youth’, which has created a scholarship and bursary program to help youth stay in school. More than $2.9 million has been awarded to First Nation, Inuit and Métis students. While that is great news in itself, it also shows how effective the NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 43

CO N F E R E N CE

article

PROVIDING TOOLS FOR COMMUNICATION continued

Peter Young from Sodexo receives the award for Gold Standard PAR Certification from CCAB CEO Clint Davis

CCAB has been in creating partnerships with a number of major companies, like BMO, the TD Bank Financial Group, Sun Life Financial and many others that sponsor or contribute to these education funds.

Schooling is great, but education is only the first step.

For many aboriginals starting up a business, the process is frighteningly complex. It is a rare example of a case where they can get little practical advice from their elders.

Here too the CCAB recognized a gap and stepped in to create the Aboriginal Business Mentorship Program.

Says Davis, “We wanted it because a lot of entrepreneurs are often the first generation to do that so they don’t have a support network.”

The mentor ship program is only a year old, but in the first year, Davis says they placed 20 individuals in many different business environments.

The third step is perhaps the CCAB’s most important function, that of opening the minds of aboriginals and corporate Canada up to one another in positive ways.

Despite the changes that have occurred so far, Davis firmly believes, “Companies should be doing more, quite frankly.”

Some of what they aren’t doing is because of ignorance; many are not aware of the growth of native business. CCAB offers a program to educate companies about the potential of aboriginals to work with them.

It is known as Progressive Aboriginal Relations (PAR) and it is the main vehicle the CCAB uses to bridge that gap of understanding. There are 140 companies, aboriginal and non-aboriginal, that are members of the CCAB. Non-aboriginal companies can get certification under PAR at bronze, silver or gold levels; each level requiring a greater commitment to working with aboriginals.

Davis explains the concept in a letter, written to 44 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

introduce PAR at a conference the group recently hosted in Vancouver, “Strong, measurable and ongoing commitments by PAR certified companies create opportunities for a growing and skilled aboriginal workforce. Nurturing real and dynamic relationships with aboriginal people and communities is not only socially responsible, it makes smart business sense.”

President of the Métis Nation of Ontario Gary Lipinski believes in the value of the process, saying it gives him confidence in the companies that go through it. He writes, “Companies and potential partners who have taken steps to certify in the Progressive Aboriginal Relations program, offered exclusively by the CCAB, demonstrate not only a willingness to understand, but also assist the Métis in conducting our own due diligence before committing to any relationship.”

At the same time, Davis is beating the drum to get more bands to start reaching out. Ironically, this is true even of those bands who are putting economic development on the back burner while they focus on social issues. He says, “Building a business may not be top of mind even though I believe ultimately that building a business could be a good way to address some social issues.”

Davis believes it is the chiefs and band councils who must initiate the process. “I don’t think that enough communities are looking at what they can do. There is a responsibility for the aboriginal leaders to be sales people to promote the community and its resources.”

He says too many leaders don’t realize that success is more than just saying, ‘We’re open for business.’

“Words are nothing – you have to demonstrate a real commitment.”

Just as many natives don’t know how to start their own business, so many communities and their leaders don’t know how to promote themselves. Here too, Davis says the CCAB can help. “We give presentations about this need for communities to be active and pitch themselves.”

Davis’ organization, which has a small staff of nine, has one other important function, which is to acknowledge natives who are making great contributions in the area of business.

The Aboriginal Business Hall of Fame started in 2005 and now has 13 laureates from across the country. The 2010 inductees were Pita Aatami from Nunavik and Mervin Dewasha of the Wahta Mohawk First Nation in Ontario.

People like these, Davis believes, the ones are who will inspire a brighter future for natives across Canada.

He says, “It really, really is driven by personalities and leadership.”

Photos contributed

CO LU M N

businessconnections

The

Triple ‘E’

Employee-Employer Expectations are a two way Street

By Fred Sarkari

T

he other night, we ate out at a restaurant. I waited 10 minutes, watching various waiters wander by.

When it became clear that no one was going to help me, I went to the hostess and asked if my server would be with us soon. After that, my server finally showed up, a little flustered and confused. “I didn’t realize this was one of my tables,” she laughed.

The rest of the evening went fine, but I have to admit, I left that restaurant feeling unsatisfied with my experience. The problem wasn’t even just the wait –because sometimes mix ups happen– but more so the server’s oblivious attitude. Needless to say, it’s not a restaurant I want to go back to any time soon.

Most managers blame their employees. Some of this blame may be fair, but ineffective employees are often the byproduct of one of the main downfalls of managers and owners: a lack of clear expectations.

Recently I spoke at a Royal Bank conference. In all my years in business, I have never witnessed a manager do what one of the managers did at that conference.

The new manager, Nolan, started by asking his

1.

Truly care about the expectations of your employees.

Employees need to feel like valued members of a team, and the only way to do that is to listen to their needs and concerns.

Only after employees feel like their expectations matter will they be willing to push their work habits to the next level.

employees what their expectations were. Not just of their jobs, but of him as a manager and leader. What made Nolan different was not what he asked, but how he asked it. Nolan showed genuine interest and truly listened to his employees.

Then, the most amazing thing happened. His employees all started to believe Nolan truly cared about them and an instant bond of trust and integrity was established. The dialogue that followed offered some of the most powerful suggestions any manager can hear from their people.

Nolan then transitioned to his expectations of the employees. Nolan didn’t just provide a generic list of do’s and don’ts, but he took the time to talk through each expectation, so the employees not only understood what the expectation entailed, but what its purpose was.

Employees have to know why something is important if we expect them to perform to such standards.

Below are six key points that all managers need to be aware of when it comes to setting expectations in the workplace.

2. Make it clear that not

all expectations can be fulfilled.

One danger in letting employees share their concerns is the fallacy that those expectations can all be met to their satisfaction. While a good manager will always strive to help employees, it is important to be clear that not every wish can be realized.

3. Write expectations down.

The simple act of writing expectations down can drastically improve the sense of trust between employees and managers. When employees see a manager taking notes of their expectations, they are more likely to believe that the manager is invested in them.

Continued on page 46 NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 45

THE TRIPLE 'E' continued

4. Follow-up on expectations.

While the initial brainstorming between Nolan and his team was productive, it won’t mean much of anything if he doesn’t follow up. All managers need to stay true to their commitment to employees, continually working to satisfy expectations when possible. If employees

NBD_HalfPageIsland_Colour:Layout 1

see a consistent effort in this regard, they are more likely to provide similar effort in return.

5. Have very clear expectations of employees.

Employees should never be confused about what is expected of them. They have to understand exactly what the expectations and 9/15/2010 8:52 AM Pagemean 1

© 2010 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.

Quality.

Integrity.

KPMG is pleased to announce the appointment of Peter Ranson, CA, to Office Managing Partner of KPMG’s Kelowna office.

Peter is a recognized and sought-after professional in the area of taxation and business advising. He is one of Canada’s leading professionals on tax matters pertaining to First Nations and Aboriginal peoples and is the author of KPMG’s book entitled First Nations and Canadian Tax. Please join the partners and the rest of the team members in the Okanagan in congratulating Peter on this appointment.

KPMG is proud to serve many of the Okanagan’s leading and growing businesses, providing Audit, Tax, and Advisory services for over 80 years. Our professionals recognize the challenges and opportunities facing businesses, organizations, and individuals, locally and regionally, across the country, and around the world.

Leadership.

how that should impact their performance.

6. Explain why your

expectations are important.

While some expectations may make perfect sense to a manager, they are not always clear to the everyday employee. It is essential that managers explain why certain expectations exist.

Employees are more likely to be invested in their work if they understand why it is valuable.

In the end, if we want to see quality results in the workplace, we need to start changing the way things work from the top down. Before we can answer the question of what our expectations of employees should be, we need to validate their expectations of us. From there, we can build a relationship of trust and respect.

Fred Sarkari helps entrepreneurs create results. He has worked with startup’s to some of the worlds largest organizations.

Fred is also a best selling author. www.fredsarkari.com / 250-575-0333.

We want to hear from you.

Do you have a story that you think should be told? We'd like to hear about it.

Contact:

Devon Brooks, Managing Editor Email: editor@nbdm.ca Phone: 250-878-1872

For more information on how KPMG's professionals can help you, contact us at 250-979-7150. www.kpmg.ca

46 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

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Log Home

Manufacturer looks for First Nation Partners

By Devon Brooks

M

Photo Contributed

any great business opportunities are sprouting up for First Nations. Businesses that involve energy, resorts, and land development, but many of these businesses are capital intensive or require advanced expertise in specialty areas.

These can be great opportunities, but they will take a much time to develop.

Wayne Brown, vice-president of BigFoot Homes, believes he has a different kind of proposal that might make sense to several First Nation individuals or bands, right across the country. BigFoot manufactures log homes and is looking for dealers and sales agents.

Asked about why he thought of First Nation groups for this, he has different answers. “They can use this as a vehicle as a way to train their own people in these careers. The one thought I had when I was thinking about this is how to get First Nations’ youth involved. If they can sit down and it makes sense to get involved and their young people in the trades or as builders, there are opportunities there.”

There are good opportunities to make money he says, but that shouldn’t be the focus. “The very first thing to think about is ‘Why would I want to do that

One of BigFoot’s homes doubles as the company’s office.

NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 47

CO N F E R E N CE

article

LOG HOME MANUFACTURER LOOKS FOR FIRST NATION PARTNERS continued

Milled logs come out of BigFoot’s technologically advanced, ISO certified manufacturing facility.

business?’ If it’s just the dollars, it’s probably the wrong reason.” He expands, saying, “First, ask yourself ‘Why?’ Second, is it a good fit for myself, my band, my people in this location?”

Brown describes the homes BigFoot manufactures.

These are beautiful buildings, with a dozen different

End of the road – BigFoot Homes produces beautiful buildings like this one pictured at the end of the manufacturing facility in Tappen.

48 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

designs ranging in size from a tidy 576 to a spacious 3,020 sq. ft. Custom homes are also available.

Brown believes these homes will appeal to many, many people, aboriginals included. This means a First Nations group could sell the homes to their own, but the greater business opportunity is to sell them to neighbouring nonnative communities. “A lot of reserves are in the perfect place to sell off reserve as well as some homes on their reserves.”

BigFoot has an 80,000 sq. ft. manufacturing facility sitting on 40 acres in the small community of Tappen, located in the interior of British Columbia. BigFoot is not a home builder, but a manufacturer.

This provides a tremendous range of flexibility of opportunities for any sales agent. A builder or contractor could offer that service to anyone who buys a BigFoot home, but if the sales agent isn’t a qualified builder, they still make money, leaving construction to someone else.

Brown feels a band could start in sales and, as they develop expertise and skills, easily expand into other aspects of the business.

The real beauty is that the bands can add as little or as much to the process as they want to. He says, “There is also the opportunity for every dealer to put their own stamp and add value to make it distinctive.” He explains that someone might sell carvings or other cultural artifacts that could be incorporated into the house for other natives or to non-natives who appreciate what

the First Nations culture has to share. Or it might be more prosaic items like screen doors or plumbing fixtures.

“There is no perfect scenario. It’s what would work best for them.”

Over time this business can expand. A growing company will need administrators, general contractors, sales people and more.

Asked the obvious question of why someone wouldn’t manufacture their own homes and leave BigFoot out of the operation, he answers with a tour of his facility. The short answer, he says, “Anyone can start their Wayne Brown points to coding that tells own log company, but we have a contractor exactly infrastructure here.” where each piece goes.

Infrastructure is the short version for the experience and expensive equipment used to create these homes.

He shows off near-perfect cut beams punched out by laBigFoot is owned by the Japanese company, R.C. ser-precise guides, each numbered to make sure the finCore. In 2001 BigFoot sold 440 homes into Japan, but ished building goes together without a hitch. Laminated that country has suffered greatly in the recession and beams are in stacks, along with every scrap of wood in 2008 sales sagged to only 160 homes. “Until last year necessary.

Japan was the main customer and we only serviced othThe process is as important as the wood. BigFoot er customers if they fell in the door.” is the only ISO certified log home builder in North At the same time Brown believes when the economy America and is re-certified every three years. ISO is the is down it provides the best chance to grow with the next acronym for the International Standards Organization economic cycle. “Now is the time to push in the market.” and is a guarantee that the company uses a quality manR.C. Core’s owners agreed, deciding to increase sales agement system. efforts outside of Japan.

Asked what a group needs to work with BigFoot, Here in Canada, Brown sees First Nations people as Brown says an interested party would need to build a natural partners because the green, sustainable ethos demonstration home, that would appeal to the target of BigFoot meshes well with their cultural values. The market. country is wide open for territories to work in aside BigFoot uses a modified version of one of its larger from two operations covering the area around Tappen homes for its office, but for anyone visiting the site, it and one in Ontario. also acts as an advertisement.

Ultimately, he says, “The people we want to partner More important is that any partners must want to with, we want to be successful.” Anyone interested in run a successful business: “We’re willing to work with finding out more are urged to contact Brown directly them, but it will be their business. They have to make at wayne@bigfoot-mfg.com or by calling 250-835-8885. it work.” He adds, “It has to work for both parties or it More details on BigFoot Homes can be seen online at won’t work at all.” www.bigfootloghomes.com.

Brown is pushing the opportunity now because of Photos by Devon Brooks the recession, which has hurt housing manufacturing including BigFoot.

NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 49

B RI E F

newsflash

Top 65 Bands

The

A

decision by Indian and Northern Affairs to research why some bands are doing well while others are suffering is starting with an identification of the bands faring the best. INAC media spokespeople say this is not about finding the best in the sense of one band being better than others. Instead, they say, it is an effort “to identify First Nations who might have some potentially positive experiences to share related to land management practices on reserve.”

While precise criteria were not given, the list was compiled using data from INAC’s own data, community information and a “Well-being Index” that measured development, employment, health and other aspects of well-being.

Results from the research project are expected to be made public toward the end of this year.

The 65 bands picked for research, listed alphabetically by Province

British Columbia Akisq’nuk First Nation (Columbia Lake) Adams Lake Indian Band - (Sexqeltqin) Kwantlen Little Shuswap Indian Band Lower Kootenay Musqueam Nisga’a Village of Gitwinksihlkw Okanagan Osoyoos Indian Band Penticton Indian Band Qualicum First Nation Semiahmoo Shackan Shuswap Shxw’o’w’hamel First Nation Simpcw First Nation (People of the North Thompson River) Skeetchestn Skidegate Skowkale Sliammon Songhees Nation Squamish Nation - (Skwxwú7mesh) T’it’q’et Tk’emlúps Indian Band (Kamloops) Tsawout First Nation Tsawwassen First Nation

50 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

Tsleil-Waututh People of the Inlet (Burrard) T’Sou-ke First Nation Tzeachten Westbank First Nation

Alberta Fort McKay First Nation Sawridge Tsuu T’ina Nation

Saskatchewan Cowessess Muskeg Lake Muskoday First Nation Ocean Man Whitecap Dakota First Nation

Manitoba Buffalo Point First Nation Opaskwayak Cree Nation Rolling River

Ontario Alderville First Nation Algonquins of Pikwakanagan First Nation Chapleau Cree First Nation

Chippewas of Georgina Island First Nation Chippewas of Rama First Nation (of Mnjikaning) Curve Lake First Nation Territory Hiawatha First Nation Mississaugas of the Credit Nipissing First Nation Saugeen First Nation Six Nations of the Grand River Whitefish Lake

Quebec Réserve Indienne d’Essipit Kahnawå:ke Kitigan Zibi Anishinabeg Mashteuiatsh (Montagnais du lac St-Jean) Nation Huronne-Wendat Odanak New Brunswick Fort Folly First Nation Indian Island First Nation Kingsclear First Nation Nova Scotia Membertou Miawpukek Millbrook

CO LU M N

business101

DREAMCATCHER The

Importance of Planning

your Venture

I

would like to share some insight into the importance of effectively planning for that exciting adventure in your life - starting your entrepreneurial journey. Every day is different with new opportunities for you to explore, but as you begin your journey, there are some key points that you need to consider.

Take a few moments to look at each one listed in this column and how they may help turn your dreams into your entrepreneurial reality.

First of all, I want you to step back and identify if you have become passionate about your new venture. For example, a photographer is passionate about colour, light and capturing special moments. An entire day with camera in hand may not seem like “work” at all.

Passion It is passion like that that will get you up at 5 a.m. and give you the energy to work late and on weekends.

One of the world’s leading authorities on business and success suggests that to be successful, we must work longer and harder and perhaps practice the 40 plus formula - 40 hours per week for survival and everything over 40 hours is toward your success.

The Business Plan Now, let’s get a bit more specific.

Aspiring entrepreneurs, even existing entrepreneurs, need to prepare a formal business plan. There are a number of reasons to develop a business plan.

First, a thoroughly prepared business plan should encourage the budding entrepreneur to evaluate where they may wish to take their newfound venture.

Second, a business plan provides a structure –a road map as I like to call it– to an entrepreneur’s thinking process by making certain they have considered the most important determinants for the new venture’s success.

Thirdly, it may help them think about the future. For instance, a business plan can assist in developing a response to competition or what to do if the market slows down or any other of a host of potential problems.

Finally, an aspect that is critically important, a business plan will aid in the communication of the essentials of the entrepreneurial venture, not only to financiers (who fund your venture), but to potential employees,

By Joel Young

suppliers, customers and equally importantly, your family and loved ones.

Let’s face it, dear readers, a carefully crafted business plan can be used to elicit reactions and recommendations from others to aid and inspire you to greatness along the path for your entrepreneurial dream machine. Take advantage of that aid empowerment.

So, let’s agree this issue that authoring your new venture's business plan is one of the most important things you will do in the entrepreneurial world.

The editors of Profit magazine sometime ago commented in favour of business planning thusly, “You won’t get everything right the first time around, but the very act of planning –knowing your products and services and analyzing your markets– will help you anticipate problems and opportunities and see you through the rough and joyful times that lie ahead.”

Business planning is a worthwhile activity and an important part of fundamental new venture creation and effective management in increasing profitability. While Continued on page 52 NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 51

IMPORTANCE OF PLANNING continued

crafting your plan, you may uncover new information about your customers that may lead to a new product or service. New discoveries like these can greatly alter the road you are about to travel.

A Google search on “business plan” templates provided a result of 1,290,000 options. If this seems overwhelming (OK, I’m being silly)

then attending a workshop may be the right answer through the resources available to each of us in our own region.

Federally-chartered Community Futures organizations, Aboriginal Business Canada, Women’s Enterprise Centres and many First Nations educational institutions can assist you in this regard. Also, check

in with the educational coordinators of your communities and councils as they often have contact information for such training resources.

Another resource are most chartered banks or credit unions, which have documentation regarding business plans to share as do many chambers of commerce.

So, let’s get to it, budding First Nations entrepreneurs and best of luck. Write to me and let me know how you make out.

Joel Young is an entrepreneurial leadership coach, consultant and educator and Founder of the Okanagan Valley Entrepreneurs Society at eagleyoung@shaw.ca www.

OVeSociety.org

We want to hear from you.

Do you have a story that you think should be told?

We'd like to hear about it.

Contact:

Devon Brooks

Managing Editor Email: editor@nbdm.ca Phone: 250-878-1872

Follow us on Twitter @nativebusinessc or post a comment on Facebook

1 5210-125_Ab_relations_ad_4.78x7.14_PRESS.indd OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

10-06-09 2:28 PM

CO LU M N

businesslaw

Duty

to Consult

By Garry F. Benson

C

anadian Courts of Law have determined that industrial activities on a First Nation’s traditional territories require that the Provincial or Federal Government approving such activities consult with the First Nation involved and that the First Nation concerns be accommodated. The duty is based on the “Honour of the Crown”.

There is also an onus placed on the First Nation to act reasonably in the accommodation process and the accommodation expectations. While the foregoing is a simplification of court decisions, it is a definition of the roles both parties have in ensuring the process is, to the extent possible, clear and meaningful.

In some provinces the Crown has policies requiring proponents to directly consult and to a lesser extent, accommodate the concerns of First Nation people. While this may seem reasonable in terms of the effectiveness of the negotiation process, the proponent of particular industrial activities are the same organizations which advise the government that the consultation process has been completed and that concerns have been addressed.

The absurdity of this is that billion dollar energy projects that will have an irreversible impact on the

nature, use and traditional value of land are being sold to the relevant bands through cursory “consultation” processes such as town hall meetings, media information kits and simple meetings with some of the First Nation membership.

What is being missed is the fact that First Nations often do not have the resources to truly analyze the impacts of projects and provide the required advice to their membership. The result? A total opposition to projects pending the First Nation understanding of the impact of the individual project and the cumulative impact of all industrial activities in their traditional use area. Some governments have failed to live up to the “Honour of the Crown” required by the courts by ensuring that the government has had a clear and effective role in the consultation and accommodation process.

Conversely, some First Nations have taken the accommodation piece of the process and have determined that part and parcel of addressing their concerns means they should have a large stake in the industrial activity, often to the point of rendering the activity financially unfeasible to the investors in the activity. In other words, demanding an overly large share without providing

economic value ensures that the project cannot proceed.

This situation may occur even in cases where the First Nation agree that the project has an acceptable level of impact on traditional use lands. The result is that both parties loose a valuable and acceptable economic opportunity.

The cause of these unfortunate events may be the result of one of two issues. Either the Crown has failed to take adequate steps to sufficiently involve itself in the consultation and accommodation process to ensure that their duty has been fulfilled. It is also possible that the First Nation involved has set expectations that are practically or economically impossible.

A potential solution requires the parties to bypass the Crown, ignore the fact that it has failed in its duty and participate in a reasonable, practical and goal oriented process.

The first step is to determine if the activity is acceptable to the First Nation.

This is the consultation process.

The second part is the accommodation piece. This requires both parties to recognize the cultural, financial and regulatory issues facing each side. It means replacing the failed “Honour of the Crown” with the Continued on page 54 NATIVE BUSINESS DEVELOPMENT MAGAZINE • OCTOBER 2010 53

B RI E F

newsflash

DUTY TO CONSULT continued

Electoral Reform Issue

Heats Up

The Assembly of Manitoba Chiefs and the Atlantic Policy Congress of First Nation Chiefs are pushing for additional legislation that will allow for the reform of electoral policies on reservations. The two groups working on the proposal stress that they are not pushing for a change to the existing legislation of the Indian Act because some reserves are happy with the electoral section as it exists.

Instead they want a separate piece of legislation providing each band with the right to pick which ever electoral system they prefer.

One section of the current system that both groups believe could use some improvement is the twoyear terms for elected band officials.

This doesn’t provide enough time for new councillors or chiefs to learn their jobs before they are into a subsequent election.

They also believe there needs to be some restrictions placed on how many positions can be held by offreserve band members, reform of “loose” nomination processes that encourage frivolous applications, a poorly regulated mail-in ballot system, simultaneous applications to run for chief and councillor positions resulting in costly and time taking runoff elections and a lack of rules for policing or penalizing

corrupt practices.

Finally, the groups believe that current rules requiring investigations or appeals to go through INAC to the Minister of Indian Affairs needs to be changed with the removal of INAC or the Minister from any election disputes. In its place new tribunals would look after election appeals.

To prevent frivolous or vindictive actions applicants would have to pay fees up to a maximum of $250 to launch election result appeals.

The Assembly of Manitoba Chiefs notes that among the 247 First Nations elections that occur in Manitoba alone, approximately 50% of them are appealed, but it takes up to a year for most appeals to be heard, which is, at that point, already the midway point for the electoral term.

The groups’ discussion paper also calls for the introduction of offence and penalty provisions similar to those found under the Canada Elections Act to stop vote buying, intimidation and interference.

For more information readers can go online to www.manitobachiefs.com/events/ fnelections.html and download the discussion paper from that site. Questions or comments about the proposed reforms should be sent to electionreform@apcfnc.ca.

honour of the parties. This requires recognizing that there are realistic issues to be addressed, even though these issues may not be of primary importance to the other party. For example, the project proponent may not clearly understand that each First Nation may have an internal process for decision making that must be followed. So too, the First Nation must understand the corporate governance issues, investor/ financier requirements and regulatory issues the industry proponent may face. While this is not an unusual occurrence in any business relationship, in this instance it may be a more in-depth, complex and trying process.

Often, the trusted members of both the project proponent and the First Nation must be the ones to take a lead role in developing a process for addressing issues. This may mean leaving behind traditional round table negotiations with the traditional players. It may mean involving experienced members of both industry and First Nations who can provide an unbiased, fact-based process for completing both the consultation and accommodation process. While this may mean a steeper than usual learning curve, the result may be that both parties enjoy an economic opportunity and mutually beneficial relationship which otherwise may be unachievable.

Important Note: The information contained in this column should not be treated by readers as legal advice and should not be relied on without detailed legal counsel being sought.

www.nbdm.ca 54 OCTOBER 2010 • NATIVE BUSINESS DEVELOPMENT MAGAZINE

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