aboriginal marketplace

NK’MIP - Site of theHistoric Economic Leadership Summit

VOLUME 1 – ISSUE 3 June 2012

IN THIS ISSUE:

High demand for NABOC

Osoyoos space

New transportation partnership

Baby boomers get second

career chance

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PUBLISHER2G Group of [email protected]

MANAGING EDITORMarlon [email protected]

DESIGN / PRODUCTIONCorrina [email protected]

ADVERTISING SALES Marlon [email protected]

CONTRIBUTORS Tewanee Joseph, Merle Alexander, Keith Henry, Jeff Ross, Rod Crawley, David Savage, Lisa Nye, Sandy Masterton, Dene Skylar

PRODUCTION SCHEDULEMarch, May, June, August, October and November 2012

DISTRIBUTION Aboriginal Marketplace is published by 2G Group of

Companies ©2012 all rights reserved. The magazine is

distributed online in Canada and the United States. The

views expressed in the Aboriginal Marketplace are those

of the respective contributors and not necessarily those

of the publisher or staff.

www.aboriginalmarketplace.com

www.aboriginalmarketplace.com

NK’MIP, Site of the

Historic Economic

Leadership Summit

VOLUME 1 – ISSUE 3

June 2012

IN THIS ISSUE:

High demand

for NABOC

Osoyoos space

New transportation

partnership

Baby boomers

get second

career chance

COVER STORY

16 • Interview with Chief Louie, host of upcoming Economic Leadership Summit

IN THIS ISSUE

4 • Onion Lake Energy forms new First Nations alliance OLE announces economic treaty with three Alberta First Nations

14 • New transportation partnership on BC coast Metlakatla Development Corporation partners with Island Tug & Barge

13 • High demand for NABOC Osoyoos space After last year’s rapid sell-out, requests for space at the 2012 event are in high demand

5 • My Two Bits

10 • Fantastic Employees

11 • Keeping it Riel

12 • Featured Business

20 • Legal Eagle

21 • Sasquatch Returns

22 • Risk Management

30 • Lighter Side

FEATURES

6 • Baby boomers get second career chance Baby boomer heavy equipment operators are starting new careers as instructors and trainers

Aboriginal Marketplace / June 2012 3

Onion Lake Cree Nation in northern Saskatchewan has 5,400 members with 3,500 of them living on reserve.

They are signatories to Treaty No. 6 and in recent years have been at the forefront of oil & gas development. Building on joint ventures with private sector partners Fogo Resources and Black Pearl Exploration they have become the largest oil producing First Nation in the country, trading as Onion Lake Energy Ltd (OLE).

On March 12th, 2012 OLE formally announced an Economic Treaty between three Alberta First Nations to build capacity in the oil and gas sector.

Onion Lake Cree Nation is providing expertise to Sucker Creek First Nation, Drift Pile First Nation and Ermineskin Cree Nation who are all partnering to form Wanska Energy Alliance (WEA).

OLE has a desire to become an industry leader in the sector and have expanded their trucking company Aski Apoy (which means ‘fluid from the earth’ in the Cree language) with the purchase of 2 new service rigs as well as vacuum and pressure trucks to keep their oilfield operations going efficiently.

OLE is expanding off reserve to compete with private sector companies and a delegation from the Nation led by Chief Malcolm Fox recently met with Ministers and institutional investors in Germany and the UK to seek financial support.

OLE currently operates 10 wells on reserve with Fogo Resources through a 50/50 partnership. They are looking to drill 24 more wells off reserve this year through a joint venture with Calgary based Black Pearl Exploration.

“We are acting upon our inherent rights which existed prior to European contact by creating a new Economic Treaty with these First Nations as we have done for thousands of years. Our Nations are prosperous and we need to support each other and share our collective knowledge in this rapidly growing industry to be at the fore front of resource development.

“The days of miniscule pick and shovel labour jobs along with collecting royalties are gone, we are now creating management and higher level technical jobs for our people,” stated Chief Wallace Fox of Onion Lake Cree Nation.

“As the Federal government is continually cutting back on funding, we wish to create our own economy and be self-sufficient, we currently employ 650 of our own people and we wish to keep increasing that number,” added the Chief.

Over the next year, the WEA group will work as strategic partners and explore development opportunities for greater regional economic growth and wealth creation in their respective communities.

“Onion Lake Energy’s vision is to provide quality stewardship of our Cree Nation lands and natural resources, in particular our oil and gas fields. This vision is guided by our leadership, Elders, industry partners and our citizens.

“Furthermore, our energy company is a responsible and accountable Indigenous company that is helping maximize our wealth through strategic investments into our community’s development and establishing sustainable business ventures to attain our people’s aspirations for an improved economic livelihood”, said Roy Littlewolfe, OLE President.

Onion Lake Energy forms new alliance with Alberta First Nations

4 Aboriginal Marketplace / June 2012

My Two Bits

Who’s On First?

by Tewanee JosephCEO, Tewanee Consulting [email protected]

I was searching through YouTube and came across the hilarious and well known skit: “Who’s On First?” It got me thinking that it was a perfect example of the miscommunication that occurred during my time on Band Council. According to Wikipedia:

The skit is a classic comedy routine made most famous by Abbott and Costello. In Abbott and Costello’s version, the premise of the routine is that Abbott is identifying the players on a baseball team to Costello, but their names and nicknames can be interpreted as non-responsive answers to Costello’s questions.

In this context, the first baseman is named “Who”; thus, the utterance “Who’s on first” is ambiguous between the question (“which person is the first baseman?”) and the answer (“The name of the first baseman is ‘Who’”).

The names given in the routine for the players at each position are: First Base: Who; Second Base: What; Third Base: I Don’t Know; Left field: Why; Center field: Because;

Pitcher: Tomorrow; Catcher: Today; Shortstop: I Don’t Care/I Don’t Give a Darn/I Don’t Give a Damn.

The name of the shortstop is not given until the very end of the routine, and the right fielder is never identified. At one point in the routine, Costello thinks that Naturally is the first baseman.

Abbott’s explanations leave Costello hopelessly confused and infuriated, until the end of the routine when he finally appears to catch on. “You got a couple of days on your team?”

He never quite figures out that the first baseman’s name literally is “Who”. But after all this he announces, “I don’t give a darn!” (“Oh, that’s our shortstop.”).

You are likely familiar with this comedy routine, especially if you have been to a Band Council meeting or a General Band Meeting where people are too focused on making their own points without listening to each other or doing their homework.

To be fair, this can apply equally to the municipal, provincial or federal level as well

(have you ever watched CPAC?).If people don’t take the time to listen and

understand, something that seems simple, straightforward and to the point, becomes confusing and infuriating for all concerned.

A two-minute discussion easily becomes two hours (or two days) of debate and frustration. We joked that our Council worked in decades, but in fact we actually did a pretty good impersonation of Abbott and Costello. The good news is that despite the comedy routine, we achieved great success in many areas.

Just imagine if we could have figured out who really was on first? Let’s remind ourselves to keep our eye on the ball, listen to your teammates, keep the big picture in mind and step up to the plate bringing with you your knowledge and experience.

Remember, it’s easy to point out the problem, it’s more difficult to provide a solution. A friend once told me that the only thing standing in the way of our success is ourselves.

And that’s my two bits.

Comedy duo Bud Abbott & Lou Costello (photo from TCM.com)


The aging baby boomer workforce has found new opportunities to use their skills without torturing their bodies; by combining their heavy equipment experience with facilitator training to launch into new careers, training a younger workforce.

Velocity Training Inc. (VTI) has contracted with High Velocity Equipment Training Ltd. (HVET) to train heavy equipment operators for work in the Camrose campus as well as offering remote heavy equipment training in locations ranging from Loon River, AB to Prince Rupert, BC.

These new heavy equipment training instructors will prepare entry-level equipment operators for employment in the mining, construction and road-building industries.

Velocity Training Inc. (VTI) is committed to developing the training capacity of local aboriginal communities. VTI is assisting other colleges like HVET and other industry training departments to establish new training departments by offering facilitator training and curriculum licences for various training programs ranging from Aboriginal Entrepreneurship to Financial Literacy and Life-skills Programs.

VTI Training Contractor Deb Tamagi

says, “We know that generally people’s attention spans are becoming shorter and shorter, so we show new trainers how to craft a great story, connect emotionally with students and participate in the art of managing and motivating a roomful of students to actually want to learn. I am really proud of what we have created here.”

Attending the program was first-time instructor Justin Colp who remarked, “I have been operating heavy equipment since I was in my teens but this is my first train- the-trainer program that I have attended. I didn’t think I would feel so confident so fast. I have learned a tremendous amount of very helpful techniques and they made me practice those techniques every day!”

Seasoned instructional veteran Len Panas who attended the program said, “I have taken numerous train-the-trainer courses across Canada and I can truthfully say that this course is probably the best I have attended. I first came here for an information session that has turned into one of the most informative classes I have taken. I plan on using all of these techniques as I go forward with my instructor career.”

CEO Shayne Bonnough of High Velocity Equipment Training who employs the new trainers says: “The best trainers produce the

best graduates so I will continue investing in our trainers. It’s a great compliment when employers (who will not hire grads from other schools) will actually wait in line to hire our graduates!” HVET provides heavy equipment training in First Nations communities where graduates are matched with employers resulting in approximately 85% of aboriginal graduates immediately finding jobs at $71,000+ per year operating heavy equipment.

A graduate of the instructor training Pat Tymchatyn says: “Finally we have a standardized level of heavy equipment training. I am pleased that we can deliver the best quality training to First Nations people. It makes everyone here very proud when equipment training instructors like Robert Simpson from Behchoko, NT can return home to teach his people in his own native language.”

The next Instructor Certification Program will run from May 28 to June 1 in Whitehorse, YT.

For information contact Shawn Bonnough (cell: 208-687-2937) Velocity Training Inc. Tel: 208-712-8840 www.your-inspirationaltraining.comToll Free 1.866.246.8532 FAX 208-965-8325

First Nations baby boomers get a second career chance

“Fantastic Facilitation” Program for Aboriginal Heavy Equipment Training College

Left to Right: Alvin Turcotte, Len Panas, Justin Colp, Shawn Bonnough, Noel Mineault, Shayne Bonnough


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First Nations Youth Entrepreneur CampThe 4th annual First Nations Youth

Entrepreneur Camp will take place from August 11-17 at the First Nations University (FNU) in Regina, Saskatchewan.

Camp coordinator Jennifer Dubois told us, “The camp is open to any Aboriginal students currently in grades 11 or 12. The camp started in 2009 and has continually grown each year and the 2012 camp has space for 20 youth participants.”

Students at the camp learn about marketing, business planning, financing, how to be self-employed and other useful life skills.

“This started off as a Saskatchewan only camp but this year we have students coming from Labrador and other places so it is expanding to become a national event,” explained Jennifer.

She added, “Several students have progressed from the camp to taking business degrees at FNU and one or two have even started their own businesses.”

The camp begins on Saturday, August

11 with a welcome and orientation to the campus and continues until Friday, August 17. The students will stay on campus and have numerous presentations from successful local entrepreneurs.

For students who are selected, the opportunity to attend the camp is completely free, with funding provided by AANDC, Farm Credit Canada, Information Services Corporation, Springboard West and RBC.

Jennifer also hopes to attract a few more sponsors from previous years such as Sask Energy, First Nations & Metis Relations, Complete Martial Arts and Fitness and the Saskatchewan Metis Economic Development Corporation.

The main contact for the event is Jennifer Dubois who can be reached at [email protected] or by phone at (306) 790-5950 extension 3154.


Krista McFadyen and Adam Mildenberger are only two examples of the unprecedented number of Aboriginal people pursuing post-secondary education, and with the support of friends, family and financial aid they are indicative of a new trend in education. They share their stories to prove that hard work alone is only part of the journey.

When the First Nation Education report was released in February, this year, it revealed facts that many Aboriginal peoples are familiar with. The levels of graduation are nowhere near Canada’s non-Aboriginal population.

The numbers in 2006 revealed that graduation levels were 39% compared to 87% for the rest of Canada. That trend has been slowly shifting and good news stories are coming from the new baby boom of Aboriginal students.

The fastest growing demographic in this country belongs to young Aboriginal people – half of those are under 25 – and according to The Centre for the Study of Living Standards, if Aboriginal peoples had the same education and employment outcomes as the average Canadian, Canada would gain $401 billion in increased productivity and reduced expenses over 25 years. Those kinds of numbers are inspiring.

Second year Ph.D. student of Aboriginal Education, Krista McFadyen, attends the University of Alberta and credits her curiosity and the flexibility of the university to choose courses that work for her.

McFadyen explained the impetus for wanting to study further. “My first interest has been fairness. When I entered school I went through different avenues but I was exploring the same question: fairness, rights, happiness and healing.”

A doctorate study is a long process and McFadyen said, “it’s been a long haul, but I’ve had a positive experience. I’ve been careful to choose programs and courses that were flexible and worked with me.”

Her inspiration comes from “you realize how little you know. So, it’s an opportunity to further deepen and enliven understanding

and conversations, and to try to bring something’s forward.”

“When I look at my own identity, it’s my family experience that lead me to where I’m at and who I am. Exploring my roots and family journey has been the most influential aspect of my journey. My children have been grounding. They give you hope for resilience and notion of resilience for the future.”

On her view of education, “We can’t always be in our heads. We have to engage with our hearts and the spiritual aspects of where we’re critically thinking about. It’s about moving away from the rational intellectual ego and exploring being.”

Funding opportunities are also vital to education. In a report Factors Affecting the Use of Student Financial Assistance Programs by Aboriginal Students, prepared by the Canada Millennium Scholarship Foundation, financial barriers were of the greatest concern to Aboriginal students looking to go into post-secondary education.

Krista McFadyen says grants like the Foundation for the Advancement of Aboriginal Youth by the Canadian Council for Aboriginal Business, are necessary to help.

“If I didn’t have these funding options, I’d have to find full-time work. It’s important to have the time to focus and to be on campus. They (scholarships) have been really important to sustain my studies. If they weren’t there I wouldn’t be in my studies. They are so important.”

Just finishing his fourth year of Biological Science at the University of Alberta, Adam Mildenberger is focused on becoming a medical doctor. He understands the six years of education he has in front of him is a long road, but he credits his grandmother for his inspiration, “She has always been

really supportive and encouraged me to be successful in life in general.”

Education for him has greatly been helped by NAAF, CCAB, The Belcourt Brosseau Métis Awards, University of Alberta scholarships, and hopefully, with successful grades, an Aboriginal Health Careers Bursary.

He said, about being successful in school, “Without help it would be impossible.”

But it’s not just financial aid that has helped him. “Friends. Having a good support network, not just family. My study groups and extracurricular activities outside of the classroom. A lot of people just focus on school and they can burn out. I do a lot of volunteering with Aboriginal organizations and on campus. You get to meet people and do fun activities. It helps keep you sane.”

These awards should be seen as a helping hand and not a hand-out. Without them Aboriginal retention and graduation rates would not be moving where they should be, forward with the rest of Canada. Awards and bursaries are providing a new workforce for the future.

His goal. “Something that would allow me to travel to rural communities and maybe even more north. To be a doctor where I’m needed.”

Student success dependent on support by Jeff Ross

Convocation Hall, University of Alberta


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This issue’s Fantastic Employee is Rochelle Saddleman, Client Relations Manager for the 2G Group of Companies.

Rochelle is a young leader and role model for her community, the Okanagan Indian Band and also the Okanagan Nation.

She has recently graduated with her Bachelors of Business Administration from Okanagan College in Kelowna, BC and now has plans to obtain her MBA in Aboriginal Business and Leadership.

While attending school, she worked hard managing both full and part time jobs and used scholarships and bursary awards to help her complete her studies.

Rochelle started her career journey working for the Okanagan Nation Alliance (ONA), Tribal Council for the seven Okanagan First Nations, at the age of 16. At the ONA, she gained experience working as the Library and Cultural Research Assistant, the Event Coordinator and Assistant, and lastly the executive assistant in the Natural Resource department.

While working at the ONA, she had the opportunity to work with Geoff Greenwell the CEO of 2G Group, who was hired as a consultant to develop a business division for the ONA. Geoff was very impressed with Rochelle’s work ethic and attitude and recruited her to work for 2G Group.

Rochelle is a dedicated and outgoing employee of 2G Group and has been on-board with the corporation for over two years.

She has been inspired by the mission statement of the company; “Developing equitable business relationships with Canada’s First Peoples,” and truly believes that playing a facilitative role in the

changing attitude to Aboriginal people in the Canadian business scene is a major accomplishment for her. As a young First Nations woman herself, Rochelle has a deep rooted desire to improve the social standing of Canada’s First Peoples.

As the Client Relations Manager with 2G Group, she enjoys both networking and connecting with First Nations communities and private sector groups across Canada. Her role has grown considerably over the last two years and she is now in charge of client management systems within the corporation.

“Rochelle has very quickly become one of our most valued employees and we see a really bright future for her within our group, she has a really positive attitude, great personality and comprehensive understanding of the marketplace we work in,” said 2G Group CEO Geoff Greenwell.

Rochelle particularly enjoys working the various conferences, summits and other events the 2G Group runs annually across Canada. “I really enjoy meeting so many different people and sharing stories and

ideas, it amazes me how far away people come from to attend 2G events. For example in April at the Prince Rupert stop on the NABOC tour there were people from Europe and Asia who had come specifically to network with BC’s Coastal First Nations,” she explained.

“I’m really pleased to see so much willingness from the private sector nowadays to work with Aboriginal communities; that willingness wasn’t there was I was younger but over the last 5 years in particular the landscape has changed,” added Rochelle.

“My vision for the 2G Group is to see it wholly owned by its Aboriginal employees within 10 years, and I’m sure Rochelle will become a senior executive with the corporation within 3-5 years,” said Geoff Greenwell as his final comment in our interview.

Congratulations to Rochelle from the Aboriginal Marketplace team!

Client Relations Manager with 2G Group of Companies

Personal Profile: Rochelle Saddleman

Rochelle has very quickly

become one of our most

valued employees and we

see a really bright future

for her within our group

Rochelle Saddleman, Client Relations Manager – 2G Group

of Companies

Fantastic Employees


The more things change the more things stay the same.

I offer this commentary as I reflect on my life and professional career watching Métis, First Nation and Inuit politics throughout Canada.

It does not seem to matter what the situation is, there seems to come a point where leadership must take a position to either support or not. In the end the decision is often minimized by comments where leaders make statements such as “well we cannot stop the project anyway, so let’s take what we can get.”

I see more and more Aboriginal communities faced with tough economic decisions. The key question being do they increase the risk of environmental impacts to their community or territory to create a new economy for their people?

This is a fundamental issue and a real challenge for many communities as we think specifically about economic development.

I write this month about this challenge as we witness many controversial projects occupying the Aboriginal agenda.

We often hear about the First Nation resistance towards the controversial Enbridge Northern Gateway Pipeline Project. What is not as well understood is that within my own Métis community there are very deep divisions about the support by one provincial organization that purports to represent Métis people.

Today the Métis Nation of British Columbia (MNBC) is an organization that continues to support the Enbridge project for what appears to be purely economic reasons.

On one hand some Métis business practitioners understand the need to create an economy with real jobs, procurement, etc. While on the other, Métis people have shown by a large majority that they do not support this project.

I am the President of the BC Métis Federation and we have done our best to ensure the voices of the large majority of Métis people are heard in opposition to the Enbridge project. In April we approved a resolution to oppose the Enbridge project for three reasons:

• Lack of proper consultation with the Métis people;

• Respect for the territories of the majority of First Nations communities who are opposing the project;

• The proposed benefits are not worth the risk.

I could go on and on about this issue but I want to clarify a few points. There are many Aboriginal voices in the urban settings who feel they do not have a real voice.

It is so frustrating when these purported organizations make agreements with no consultation with their own people. It is ironic that over the years I have witnessed several past and current Métis leaders take

every opportunity to beat governments at all levels about the lack of consultation with Métis people.

Then I witness these industry projects and so many of these leaders do not know how to consult with the people. Fundamentally this is wrong and must change.

Do not get me wrong, I am the first to want to support Métis and Aboriginal people with business and employment opportunities. However, there must be a balance in economic development that any leader must be sure to discuss with their respective community first, to measure their opinion.

Our communities must fully understand the potential environmental and cultural impacts before such decisions are made in isolation that affect the people who could be most impacted.

This is not new to many of the First Nation communities and leaders in BC. Frankly there are many more noteworthy Aboriginal business leaders who have stated this perspective for years.

Unfortunately the Métis community is struggling to deal properly with consultation and instead of understanding that we are part of a larger Aboriginal rights and title community, some Métis leaders and organizations make decisions without knowledge or respect for protocol.

As I work in our Métis community it is my hope Métis people can build true relationships of understanding, respect and following protocol with First Nations.

There is so much more to correct and this lack of understanding will ultimately impact future business opportunities.

Just trying to keep it Riel. For more information about the BC Métis

Federation please go to our website www.bcmetis.com

Keeping it Riel by Keith HenryPresident, BC Métis [email protected]


The creators of Mother Earth Essentials, a business which produces tea, bath and skincare products using traditional Canadian plants, want to increase public awareness of contributions to traditional plant medicine made by Aboriginal people.

The business’s co-owners, Carrie and Darrell Langevin, are married and both educators and of Aboriginal descent.

They want to bring traditional knowledge of plant medicine that both of them grew up with to the general public.

Carrie has a background in cosmetology and Darrell in biology and chemistry which makes the company a natural fit for the couple.

Mother Earth Essentials is a creative outlet for the Langevins, who use their combined knowledge of Aboriginal tradition, plants, chemistry, healing, skincare and aromatherapy to create an all natural line of award-nominated products.

The plants used in the making of Mother Earth Essentials’s products are hand-picked on the Langevins’ land in Lac St. Anne with respect for Aboriginal tradition and ceremony.

They produce most of their products in their home and steer clear of any artificial scents, dyes or colouring.

The one exception to this is their use of artificial sweetgrass as it is considered a sacred plant and tradition dictates that it should not be sold.

Mother Earth Essentials has been running for approximately six years, and has already gone above and beyond what was initially conceptualized upon its creation.

When the company began in June 2006, it was a small, humble line consisting of soap, tea, candles and lotion.

It has vastly expanded since then to include skin care, essential oils, hair products, healing salves and, most recently, hotel amenities which are in rooms in Sawridge hotels across Alberta.

In 2010, the company gained national attention when they were featured on CBC’s Dragon’s Den, a show where entrepreneurs pitch their business ideas to potential investors.

Last year, another milestone was hit when

Mother Earth Essentials was nominated as a finalist in the Green category of the American HBA Cosmetic Packaging awards for their hotel amenities line.

Since they were competing against internationally known cosmetic companies like Estee Lauder and Aveda, even the nomination was a big step for the company.

When Carrie is not producing products, she can be found selling at various wellness and health shows, taking care of their many animals, camping, spending time with their two-year-old daughter River and staying in touch with her busy, grown children, Brett and Cara.

Darrell also continues to teach sciences at Norquest College in Edmonton.

In the future, the Langevins hope to expand Mother Earth Essentials even further and are planning to eventually open a spa, which is something Carrie has aspired to do since childhood.

Online shopping and retailer information is available at www.motherearthessentials.ca

Featured Business


As year four of the Osoyoos stop on the National Aboriginal Business Opportunities Conference Tour (NABOC) rolls around this September, from the 11th – 13th, the demand for space is at a fever pitch already.

Registration for the 180 spaces allocated to private sector and government delegates opened on May 22nd and registration for the 120 spaces allocated to Aboriginal delegates opens on June 25th.

“It is very important to achieve the correct balance of private sector, government and Aboriginal delegates so that we maximize value for everyone,” explained 2G Group CEO Geoff Greenwell when we interviewed him, “we look carefully at all registrations before we accept delegates to ensure we are bringing together people who have similar expectations and are ready to collaborate equitably on business opportunities,” he added.

Chief Clarence Louie is the NABOC Osoyoos host once again and popular facilitators Brenda Baptiste and Tewanee Joseph will be providing their much sought after services at the event.

New at NABOC Osoyoos this year will be “business pitches” where a number of select organizations will be invited to give the audience a 30 minute presentation on a business opportunity that requires joint

venture partners. This will enhance the already fantastic networking opportunities that NABOC events present.

Last year’s NABOC Osoyoos event was sold out in less than four weeks and Greenwell anticipates a similar situation this year, “It’s become a really popular event, sponsorship, exhibitor opportunities and workshops just get snapped up almost as soon as we release them. The mix of private sector and First Nations attending has become more diverse as word spread about the event. The first one we ran in Osoyoos attracted mainly BC delegates but as it has grown so has the diversity of the delegates; we now get Bands from as far away as Nova Scotia and private sector groups from Europe, Asia and the States.”

The hospitality events are always a big hit at NABOC Osoyoos with the fabulous venues of the NK’MIP Cellars winery and Spirit Lodge Rooftop deck.

Chief Louie will be showing video of his annual pilgrimage to Wounded Knee with his Harley Davidson riding friends and the banquet dinner will feature top class comedians and music as always.

“NABOC Osoyoos has become the business networking highlight of the year for a lot of people and we are very proud of that and extremely thankful for the hospitality

and support of the Osoyoos Indian Band and Bellstar Resorts, we’re counting the days until we’re back at the NK’MIP facilities Spirit Ridge,” enthused Geoff.

The Aboriginal Marketplace team will be covering the event and we’ll be reporting on the outcomes in our October issue.

High demand for NABOC Osoyoos delegate spaces

Geoff Greenwell, CEO of 2G Group, presenting Chief

Clarence Louie with a gift at NABOC 2011

The outdoor patio of the winery at NK’MIP


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BDO Canada LLP, a Canadian limited liability partnership, is a member of BDO International Limited, a UK company limited by guarantee, and forms part of the international BDO network of independent member firms. BDO is the brand name for the BDO network and for each of the BDO Member Firms.

On April 19th, 2012 at the NABOC Prince Rupert conference a new transportation partnership was announced between Metlakatla Development

Corporation (MDC), Island Tug and Barge, Williams Moving and Storage and Canpac Divers.

The new partnership will be known as

Gat Leedm Marine Services LLP and their logo (designed by local Tsimshian artist Russell Mather) reflects the heavy emphasis on First Nations involvement with MDC owning a large stake in the venture.

New logo for Gat Leedm Marine Services LLP

The partnership will be operated as Gat Leedm Transportation with Gat Leedm Marine providing water based towing, barging, fuel delivery, commercial diving and marine salvage; and Gat Leedm Logistics will provide land based trucking, warehousing and logistics services.

Island Tug and Barge (ITB) is a family owned business founded in 1965 by Peter Shields and Captain Bob Shields is the current president.

Over the years the company has grown from a small tug company to an organization that now provides a wide range of tugs and barges combined with customer focused crews and high service levels, they are capable of handling any challenging marine tow from near coastal to international offshore.

ITB also has deep roots in marine construction being BC’s only domestic supplier of submarine cable services since 1965. They can provide a wide range of marine services including subsea cable, DP2 construction barges, remote operated undersea vehicles, commercial diving and marine salvage.

In more recent times IT&B has added a complete range of supply chain management services including inventory management, deck freight service, tank farm management,

New transportation partnership on BC coast


emergency response and site security training.

Williams Transportation and Logistics Group have been in business in the north since 1909, providing low bed, container hauling, heavy haul, transloading, chassis and trailer rentals.

They offer a fully bonded warehouse facility, with a host of additional supply chain and logistics services.

MDC is wholly owned by the Metlakatla First Nation who are signatories to the recent landmark accommodation agreement with the Prince Rupert Port Authority, a federal crown corporation.

This agreement was the first of its kind in Canada and sees both Metlakatla and their neighbours Lax Kw’alaams achieving significant benefits in the form of direct payments, procurement and employment opportunities. MDC is active in a number of business sectors including fuel supply, construction, trucking, marine transportation and tourism.

MDC, ITB and Williams all see great potential associated with coastal logistics business and in particular the development happening in the port of Prince Rupert will provide future opportunities in marine construction, ship bunkering, warehousing, trucking, barging and other harbour related services.


Osoyoos Indian Band to Host Historic Economic Leadership Summit

Osoyoos Indian Band to Host Historic Economic Leadership Summit

An interview with Chief Clarence Louie

continued on next page

Chief Clarence Louie, Economic Leadership Summit host

We met with Chief Clarence Louie at his office in the Osoyoos Indian Band’s main administrative building in Oliver, BC recently to talk about the upcoming Economic Leadership Summit he is hosting in June.

His desk was absolutely covered in files all related to projects the Band is working on.

AM: Chief, thanks for setting aside some time to talk to us about the upcoming Summit in June. How many people are you hoping to attract?

CL: We’re trying to keep this first Summit to less than 150 people in total including all speakers, we want to explore the format of the event and give people time to talk and share their opinions and stories and get some real rez business talk going.

This is the first time this kind of event has been attempted outside of a government convened setting and we would like to make this an annual event. For it to be successful people have to leave feeling they learned something about doing business on the rez, and having made a few good business contacts.

AM: What kinds of topics are going to be covered at the event?

CL: We’re going to give everyone an overview of how the First Nations business sector contributes to the overall Canadian GDP, explain how to structure development corporations and Band owned businesses so that they succeed, discuss decision making and what considerations should be involved with community consultation around development projects, look at a variety of best practice case studies, share information about landmark IBA’s and also have some round table discussions about what has succeeded and failed in tribal economic development to date.

We’ve also got some good entertainment and hospitality events planned so everyone gets a chance to socialize and network together.

AM: Sounds like a pretty comprehensive

agenda, who have you got speaking?CL: We have Tewanee Joseph and Clint

Davis as our co-facilitators, experienced lawyers and accountants Amyn Lalji, Merle Alexander and Randy Munro who work with legal structure and IBA’s every day; Amerind is coming up from the States to share their success story on their tribally owned insurance co-operative, we have some good speakers talking about best practices as well as a panel of First Nations leaders from Westbank First Nation, Squamish Nation, our Nation and Tsleil-Waututh Nation talking about the steps to take to be successful in real estate development on reserve.

AM: How has the idea been received so far by First Nations groups across Canada?

CL: The response has been very positive

so far, we have delegates coming in from all over the country including a lot of Chiefs and Councillors wanting to learn more about how others have succeeded.

We will fill the event by the end of May and I’m looking forward to some good frank discussions about doing business on the rez.

AM: What motivated you to convene such an event?

CL: As Native leaders we only ever seem to get together to talk about politics and the government, we never spend enough time focusing on the business future of our communities, we have to spend more time talking and sharing business experiences.

Chiefs and Councils need to spend more time discussing how to make money and create real jobs. DIA needs to focus more of its budget on economic development otherwise they are just perpetuating the dependency model.

I want to see 120 or so Native business leaders here in June all talking business and committing to improving the economic welfare of their people. The more often we gather to talk business instead of politics the more successful we will all become.

AM: Who’s organizing the event with you?CL: Geoff Greenwell from 2G Group

works with us on all of our events, Geoff and his team are the best in the business at pulling together Native business events. They will take care of all of the marketing and logistics for the event so we can focus on the dialogue and outcomes.

AM: We heard there are no private sector or government people coming to this event, is that correct?

CL: Yes we decided for this first one we would limit the audience to Natives only so that we can share information freely that might otherwise be difficult to share with private sector or government people in the room. We are inviting a couple of specific private sector and government people to attend but other than them it’ll be Natives only.

AM: Thanks for the interview, Chief.

An interview with Chief Clarence Louie, host of the upcoming

Economic Leadership Summit


The Aboriginal Marketplace team also talked with Co-Facilitators Tewanee Joseph and Clint Davis to get their perspectives on the event.

AM: Clint, why do you see this as an important event?

CD: This Summit will bring key decision makers from Aboriginal communities representing businesses that are the drivers of the annual $25 Billion Canadian Aboriginal Market. In these uncertain times, it is vital to discuss issues that may hamper continued growth.

AM: Tewanee, what’s your take on this Summit?

TJ: The summit will provide an opportunity to bring together some of the most successful Aboriginal leaders in the country. The knowledge and expertise that will be shared over the three days will be invaluable, as we move forward together.

Our team is looking forward to attending the Summit and interviewing some of the Chiefs and business leaders who are attending and we’ll report on outcomes in our September issue.

Tewanee Joseph, Tewanee Consulting Group

Chief Clarence Louie tells us, “I’m busy so let’s get straight to it”

Clint Davis, CEO Canadian Council for Aboriginal Business


Legal EagleInterim agreements between First Nations and Industry creating a win-win

by Merle AlexanderPartner, Bull, Housser & [email protected]

First Nations and Industry have a tremendous opportunity.

Together, Aboriginal Peoples and business have the financial capacity, resources and drive to deliver sustainable prosperity.

Together as allies, we can create a truly prosperous economy for this Province. As adversaries, we ensure prolonged legal uncertainty and a hostile investment environment.

Let’s drop the swords and pick up the pens. We have the opportunity of a generation to take our greatest weakness and make it our greatest strength. Our victory will be by negotiation, mutual consent and agreement.

The average British Columbian probably believes that First Nations and industry are at constant war. Conflict makes the news and agreement is quietly celebrated. Far more often, it is a growing trend in this Province that we are working alongside one another as business partners.

We are transforming the complex Aboriginal law environment of duty to consult into workable, practicable and trusting relationships. This transformation is happening one agreement at a time, through interim agreements and by building trust incrementally.

First Nations have a quality at the negotiation table that no other party has, the capacity to deliver legal certainty to a project. As an ally invested in the success of a project, an Aboriginal party can calm the often tumultuous storm that is the law of consultation/accommodation.

An Aboriginal party that has sufficiently reviewed, been informed and pre-approves applications for permits and licences may also be supportive in regulatory processes. Of course, this cannot be said of every project, there are certainly projects where the environmental cost is too great to be in the best interest of any First Nation or any British Columbian. But, a discussion of such projects is for another article.

Instead of attempting to build long term comprehensive agreements, it is more common for First Nations and industry to follow a tried-and-true model of interim agreements.

In business opportunities, this means entering into letters of intent before definitive joint venture agreements.

In resource development projects, it means moving away from life-of-project agreements to phased agreements including: engagement agreements, cooperation agreements, memorandum of understanding, environmental agreements, traditional knowledge protocols and eventually comprehensive impact benefit agreements.

The key advantage of this approach is that it develops a cooperative environment of building upon previous success and ultimately allows both parties to make informed steps forward.

In a way, interim agreements are a tangible example of prior informed consent; each previous agreement affirms the next.

I am often asked, “What do First Nations want from interim agreements with Industry?” I answer that they want:

(1) an equitable role in the economy in their territories;

(2) respect for First Nation culture and role the traditional knowledge has in governance;

(3) environmental compliance that sets standards, not undermines them;

(4) a prosperous and sustainable livelihood;

(5) benefits that leave a legacy and(6) investment equal to the exploited or

extracted resources. In my opinion, interim agreements and an incremental approach achieve these overall objectives.

Interim agreements allow for an equitable role in the economy by creating realistic and pragmatic financial targets.

They allow for employment and contract opportunities that are relevant for the scale of development.

They also allow for a compensation model that is applicable to the scale of disturbance, if any.

Finally, and as a colleague of mine often states, the beauty of an interim agreement is that it allows you to “date, even become engaged without getting married”.

This is an important aspect in this economy, in any review of a project. A First Nation must have the opportunity to work with many proponents in their territory, understand their projects and determine which projects truly meet their criteria of a sustainable economic development.

Any business proponent needs to make its preliminary investments, examine the economic viability (including identifying socio-cultural or environmental concerns) and test the market support for its project before committing to long term arrangements.

For both First Nations and Industry, interim agreements are socially, personally and commercially reasonable.

I think the greatest value of successful interim agreements is simply that they allow for us to constructively work together, respectfully learn from each other and come to a common conclusion, we are not so different.

The average British

Columbian probably

believes that

First Nations

and industry are at

constant war.


June 9 9:30AM - 6:00 pm

June 10 9:00AM - 2:30 pm

Harrison Hot Springs

A CULTURAL EVENT INCLUDING:WAR CANOE RACESMen’s, Women’s, Mixed Doubles, Buckskins, Small & Large Canoes

SALMON BARBEQUEARTISANSDRUMMINGDISPLAY IN MEMORIAL HALLSASQUATCH TALKSTRADITIONAL DANCESMEDICINE WALKSGAMESCEDAR WEAVING

Go to www.tourismharrison.com for more information.

The Agassiz ❖ Harrison ❖ Hope

2012

After nearly 70 years, Sasquatch Days are coming back to Harrison Hot Springs. June 9 and 10 this historic event will bring the local First Nations Band Sts’ailes back to the Village of Harrison Hot Springs for two days of games, fun and excitement.

This intercultural celebration will include canoe races, traditional salmon barbeque, medicine walks, cultural boat tours, arts & craft activities, games, entertainment and most importantly talks on the Sasquatch from Sts’ailes experts and local Harrison Hot Springs Sasquatch investigators.

Harrison Hot Springs Mayor, Leo Facio said, “The Village of Harrison Hot Springs is glad to see the Sasquatch Days on the shores of our beautiful community.

“We would like to welcome all visitors to Harrison Hot Springs to celebrate the cultural diversity of our region. Diversity is the commonality that unites as all, let’s celebrate it together.”

Harrison Hot Springs has always been a center of Sasquatch activity and little wonder as the very word Sasquatch derives from the Sts’ailes word “Sa:sq’ets” meaning ‘wild man’.

The Sasquatch is sacred to the Sts’ailes and as the symbol of their people it is only fitting that this celebration stick with the name given to this very popular event that last took place in 1938.

This two-day event will begin at 9:30 am Saturday June 9 with a short procession to Harrison Lake Plaza where a welcoming ceremony will be held at 10:00.

Each day will feature Cultural Boat tours, artisan activity tables, medicine walks and opportunities for intercultural sharing.

Saturday morning the main event starts as war canoes gather for a friendly competition that will continue with final races on Sunday. Of course, no canoe race is complete without a traditional salmon barbeque that will take place Saturday afternoon.

The joint hosts for this event, Sts’ailes First Nations and the Village of Harrison Hot Springs, invite visitors to this unique event that brings two communities together in an opportunity to learn about the traditions of the Sts’ailes people and share cultural experiences.

Tourism HarrisonRobert ReyerseExecutive DirectorTel: (604) [email protected]

The Sasquatch returns to Harrison Hot Springs

Sts’ailes Development CorpPaula Cranmer-UnderhillTourism OfficerTel: (604) [email protected]

Village of Harrison Hot SpringsAndre IsakovCommunity & Econ. Dev. OfficerTel:(604) [email protected]

Media Contacts:


The right to adequate housing has been internationally recognized as one of the fundamental elements for human dignity and one which impacts physical and mental health, development and overall quality of life.

Repeatedly, concerns from indigenous peoples over generally poor housing situations, vulnerability affected by displacement, and the insecurity of tenure over traditional homelands have been brought to the attention of the international community.

These concerns were underscored in 2011 by the unprecedented level of global disasters, and the subsequent impact upon housing, livelihoods, and lives.

Disasters often follow natural hazards. A disaster’s severity depends on how much impact a hazard has on a society, the environment and our indigenous peoples.

The scale of the impact in turn depends on the choices that have been made long

before the disaster strikes. These choices relate to many things including where and how our homes are built, how our governments operate, what type of financial system or support is available to us, how prepared our families are, and even what is taught in our schools.

Each decision and action makes us more vulnerable to disasters – or more resilient to them.

For governments and businesses, much has been, and continues to be, written about Continuity of Operations.

Continuity of Operations is an initiative to ensure a government’s or business’s ability to continue to perform essential functions during a wide range of emergencies.

For ‘Continuity of Community’, one hears about the ‘Whole Community’ strategy which reinforces the concept that a federal, provincial or other governmental entity is only one part of the overall team.

The benefits of ‘Whole Community’

include a more informed, shared understanding of community risks, needs, and capabilities; an increase in resources through the empowerment of community members; and, in the end, more resilient communities.

What about the resilience of the individual and their families? We have entered a culture of preparedness wherein the individual MUST take responsibility for maximizing his/her odds of survival in the advent of a disaster.

One definition of resiliency is “continuity of livelihood” which allows an individual to adapt to changing conditions as well as withstand and recover from emergencies and subsequent life interruptions.

Disaster risk reduction and education is an interactive process of mutual learning between people and institutions. The best plans are those that have been tested, and failed, many times allowing for corrective measures to be implemented.

Devastation caused by fire can be a financial disaster without adequate insurance as shown in these photos

Risk Management

Housing: the cornerstone of community

by Rod CrawleyCOO of Amerind Risk Management


Reducing risk and vulnerability to disasters requires people understanding how they can best protect themselves, their property and their livelihoods.

The key to this education and disaster risk reduction is sharing/using information and knowledge in a productive way through awareness-raising and educational initiatives so that people make informed decisions, plan, and take action to ensure their resilience to disasters.

In rural communities, there are obstacles to preparing for emergencies that are different from those in urban or suburban areas.

Rural residents have a strong sense of community, but are also independent and self-reliant. They see their isolation and independence as a strength that will help them through the toughest of disasters.

There must be proper planning to allow for adequate housing, and rebuilding, on a global basis.

Governments around the world, as well as the United Nations, have been beseeched by groups of indigenous peoples to recognize and respect their right for adequate housing and safe living conditions throughout indigenous homelands.

We must encourage governments, our local authorities, partners, private sectors and indigenous peoples to work together to develop these plans to plan, prepare, and practice for the next disaster whether in our own backyard or halfway around the world.


Many great business opportunities are sprouting up for First Nations. Businesses that involve energy, resorts and land development, but many of these businesses are extremely capital intensive or require advanced expertise in specialty areas. These can be great opportunities, but they will take much time to develop.

Wayne Brown, Senior Vice President of Big Foot Log & Timber Homes, believes their company has a different kind of proposal that might make sense to several First Nation individuals or bands right across the country as well as internationally.

Big Foot, manufacturers of log and timber frame homes, is growing and is looking for more dealers and distributors.

Asked about why he thought of First Nation groups for this he had a couple of answers.

“First and foremost is that it is a business opportunity for an individual or band. Secondly, they can use this as a vehicle to train their own people in sales, building and administrative careers.

“The one thought I had when I was thinking about this is how to get First Nations’ youth involved. If the band or owner use the business properly they can get the youth involved and have their young people trained in the sales or trades as builders and they in turn can build their own career on this training.

“There are good opportunities to make money, which is important, but other factors are: ‘Is this business a good fit for myself, my people and most importantly, would it be in the right location.’

Big Foot manufactures homes from 600 square feet to more than 9000 square feet in Milled logs, Hand Crafted, Timber Frame and Hybrids (a combination of two or more styles within one home).

The company 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 non-native communities. A lot of reserves are in the perfect place to

sell off reserve as well as some homes on their reserve.

Being the only North American log home manufacturer which is ISO 9001 (Quality Standards) and 14001 (Environmental Standards) with a diverse line of products provides a tremendous range of flexible opportunities for any sales person.

The builder contractor could offer that service to anyone who buys a Big Foot home, but if the sales agent isn’t a qualified builder, they still make money leaving construction to someone else.

The ideal business is to have the sales as well as builders under one roof though. A band or individual could, however, start in sales and as they develop expertise and skills, easily expand into other areas of the business.

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

The added beauty to this is that the

Log home manufacturer sees the future building

One Home – One Business at a Time

The headquarters of Big Foot Log & Timber Homes in Tappen, BC.


YOUR DREAMS, OUR HOMES MEANS ENDLESS POSSIBILITIES

At Big Foot we are committed to fulfilling our customer’s dream of a home that fits their unique lifestyle by manufacturing high quality Log and Timber Homes while at the same time providing outstanding support globally.

Our commitment to quality remains the same no matter what size the home.

Building the future, one home, one business at a time.

Big Foot Log & Timber HomesPhone: 250-835-8885

Toll Free: 1-888-832-8355E: [email protected]

www.bigfootlogandtimberhomes.com

Dealer and International Distributor opportunities availableContact Wayne Brown

bands could add as little or as much to the process as they want.

There is the opportunity for every dealer to put their own stamp on the products and add value to make it distinctive.

Some 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. There is no perfect scenario, it’s what would work best for them.

Big Foot would also welcome the opportunity to design homes that First Nations people feel may fit their culture and lifestyle better than our current models may which would be a win/win for everyone involved.

According to Brown, “Big foot wants to see their partner businesses succeed. The company is quite willing to work with them, but it will be their business and they ultimately have to make it work. It has to work for both parties or it won’t work at all.

“We do not want to get people into businesses to see them fail. That is a recipe for disaster for both the individual who gets into the business as well as Big Foot as we also are negatively impacted by this.”

Big Foot has a great history of providing

over 5000 homes and always takes care of any problems that arise when they do. The culture of quality that is ingrained within our manufacturing also extends to how we work with our dealers and distributors.

Big Foot will hold business opportunity seminars almost anywhere if there is enough interest to warrant it.

We want you to succeed and be profitable so that we are also a successful and profitable company.

When that happens, both Big Foot and its dealers provide jobs and opportunities for many as well as providing what we believe is the best Log or Timber Frame home around.

The Krusi machine in the manufacturing plant used for milling logs


An opportunity for true leaders

Our shared world is a challenging and complex space. So much of what we believe is right and common sense does not seem right or common sense to others.

The stakes and risks for ourselves, our families, our communities, our Nation and our world are high and seem to escalate.

There are so many opportunities before us now and in the years to come but how do we pursue and engage in these opportunities in “a good way” so that interests, outcomes and benefits are balanced and have the ability to build positive legacies without detrimental impacts. So much challenge, conflict and change is happening now. Looking at opportunities with a lens of fear and without a dialogue based on human interaction will impede meaningful progress and positive change – progress and change that adds to the value of communities, people and systems.

Leadership is fundamental to making progress, driving change and sustaining results. Engaging as self-aware leaders is critical to engaging in transparent and respectful relationships. There needs to be an ability to create a human, meaningful and visionary conversation among leaders on business and economic development.

We are told; “now is the time.” We face huge challenges. We can learn from where we have been, understanding where we are now and looking forward to see what future we desire. Where may we turn for wisdom to move forward in a “good way”? A place where we can show our true leadership and to actively take part in solving our many challenges; a Leader Wisdom Circle. A Circle in its many forms throughout history (a campfire, forum, round table…) has been a place to come together, listen, speak, connect, solve, learn and be a community. Our earth is a circle. Our life is a circle. Consider the collective wisdom that is possible from a circle of listening, speaking, understanding and co-creating solutions.

In the Circle, we embrace tradition, cultural understandings and approaches, seeing one another, respect, leadership and fresh possibilities that honour all.

The purpose of a Circle is to:• Create and support respectful

conversations between deeply affected parties to understand the critical issues and answer the real questions that matter from a diverse circle of leaders;

• Build strong, healthy and respectful relationships where people work together building our future;

• Shift adversarial positions to mutual understanding and new possibilities.

A Leaders Wisdom Circle is a space, virtual or real, where leaders with intersecting interests talk about what leading means and how leadership strengths, if combined, can drive greater success and results.

Circles create a dialogue among leaders on their approach to the world, to life and to business with positive economic and social results. Sharing stories of what creates value for one or the other. The critical component is figuring out where the leadership interests intersect and finding ways to maximize those areas for the benefit of all.

The participants in a Circle are those who have very different positions and perspectives but are willing to explore with others who may be seen as adversaries.

This is an invitation to engage with people who care about subjects and questions that matter to you and your Nation, community and organization.

Your circle will be most successful in solving significant challenges when you bring in others whose opinion and experiences are very different from yours. We can no longer afford “group think” or “yes men”. The stakes are high. We invite Chiefs, Elders, business and economic champions, health and social advocates, environmentalists, youth and others.

We must embrace differences of outlook and perspective to find common ground and to confront and address risk so opportunities emerge.

Through Circles we bring an authentic intention, we build relationships and trust first, we invite and respect diverse opinions, we establish key questions that matter, we

listen, we seek new ideas from the collective wisdom, we are open to unexpected outcomes, we take as long as it takes and we commit to action and hold accountability.

Circles do not always result in great outcomes; sometimes they fail if the intention is not honest or conflict is feared.

The effectiveness of a Circle is determined by the quality of the intentions and actions of all participants. Compromise is not our goal.

Circles may result in transformative relationships and unexpected positive shared outcomes. That is worth it.

Leaders may now lead with respect, patience, vision, purpose and engagement. What is a significant “question that matters” to you and your people?

Let’s move together from conflicting positions to mutual respect and shared possibilities.

By David Savage, Lisa Nye and Sandy Masterton

Transforming Hard-Line Positions to Shared Responsibilities

David Savage

www.savagemanage.com

Lisa Nye

www.pinpointconsultinginc.ca

Sandy Masterton

[email protected]


Twelve Aboriginal students will graduate with a University of British Columbia medical undergraduate degree (MD) this spring, the largest cohort of Aboriginal students to graduate in the history of the Faculty of Medicine and in the province.

“We are all very proud of these students’ accomplishments,” said Dr. Bruce Fleming, Interim Associate Dean, MD Undergraduate Program, Admissions.

“I am very encouraged to see the Faculty of Medicine delivering on its promise to increase the number of Aboriginal students entering and graduating from medicine.”

Since launching the Aboriginal MD Admissions Program in 2001 with input from B.C.’s Aboriginal communities, 35 Aboriginal students have completed their MD training. Currently another 22 are enrolled in the four-year MD program, and the Faculty of Medicine is on track to graduate 50 Aboriginal physicians, in total, by 2014.

“I chose medicine because I love science and enjoy working directly with people. If I can help someone with a problem, it makes me feel great,” said Ryan Lieph, one of eight Aboriginal students to graduate from the 2012 Island Medical Program.

The graduates will now go on to residency training in family medicine, obstetrics and gynecology, and psychiatry.

In total, UBC will graduate more than 100 Aboriginal students from its Vancouver campus this year.

Largest class of Aboriginal MDsgraduate from UBC

The Class of 2012 (above) one of whom is Ralph Lieph receiving his diploma (below)


Esdilagh First Nation, a member of the Tsilqoht’in National Government, has joined Nuna Logistics Ltd., to create a business partnership in the Cariboo Region of British Columbia. Esdilagh First Nation’s traditional homelands are located throughout the Cariboo Region of British Columbia and beyond.

Nuna Logistics Limited is an Inuit owned success story that has flourished in the Canadian Arctic, across Canada and more recently in Mongolia through joint ventures and partnerships.

NUNA was formed in 1993 to provide dependable and comprehensive

earthworks and construction services and related products to the mining industry. Services range from remote site logistics; infrastructure facility planning, development and management, contract mining and mining support services; earthworks; construction of all-weather roads, ice roads, runways, lay down areas, dams, dikes; large diameter drilling; mine support services; construction related products; and heavy equipment field/simulator contract training.

NUNA’s success is a direct result of drawing on the knowledge and expertise of its management team, employees and northern and Aboriginal partners.

NUNA formed Nuna Training Technologies Ltd., in 2001 and became the 1st in Canada to offer heavy equipment training utilizing Immersive Technologies’ heavy equipment simulator.

In 2009, NUNA introduced NUNA INNOVATIONS INC.’s product lines to the mining, oil and gas, construction and infrastructure industries. Current product lines are EZ Street, a proprietary additive for production of cold asphalt; Airstar Lighting, a unique suite of portable industrial lights that replicate natural sunlight; and Concrete Canvas, a flexible, cement impregnated fabric that hardens when hydrated to

By Dene Skylar

Esdilagh First Nation & Nuna form strong business relationship

We’re at work on top of

your worldopen pit mining

Nuna Group of Companies... is committed to Northern Development

• Crushing• Open Pit Mining• Training Simulator• Heavy Civil Earthworks• Large Diameter Drilling• Winter Road Construction• Dam and Dike Construction• Site and Exploration Services• All Weather Road Construction

Operations & Human Resources Offi ce1-877-499-9114

Executive Offi ce Vancouver1-888-734-5773

nunalogistics.com

Regional Offi cesYellowknife NT, Rankin Inlet NU,Prince Albert SK, Thunder Bay ON


form a thick, durable, water and fire proof concrete layer – applications are endless with Concrete Canvas.

Besides NUNA’s services and product lines, NUNA’s focus has always been on the hiring and training of Inuit, Aboriginal and local personnel.

The results are impressive with NUNA having, among owners and contractors, the highest percentage of local residents working on projects in which they are involved. NUNA’s ongoing education programs and training opportunities allow the local labour source to grow in numbers and competency to the point where many clients welcome them into their mining operations. NUNA’s workforce at various times exceeds 600 people working on various projects.

The Esdilagh First Nation & Nuna Business Relationship is positioned to add significant value to the partners and their shareholders as well as to the industry clients their business partnership will provide quality services for.

Esdilagh is committed to engaging a diverse and holistic socio-economic strategy which will ensure their vision to remain “a strong, unified Tsilhqot’in First Nation” will continue the consistent vision of their ancestors which is to strive for unity and self-reliance.

Esdilagh wants to improve training and employment opportunities for its citizens.

They also wish to advance their socio-economic activities to ensure that they are a true beneficiary of their lands, resources and waters instead of being marginalized in their own homelands.

The Esdilagh & Nuna business

partnership is an exciting step further along the path towards self-reliance for the Esdilagh First Nation.

We at Aboriginal marketplace wish them well.

Esdilagh First Nation and Nuna meet with senior managers of Taseko

John McManus Sr. V.P. Operations and Esdilagh First Nation Chief Bernie Elkins


The Lighter SideApologies in advance if any of these offend you.

So a white consultant goes up to Nunavut for his first ever trip to the Arctic. He stops by an old Inuit lady artist’s shack and takes a look at her carvings, leatherwork and knives.

“Wow,” he says picking up a knife with a carved caribou antler handle, “tell me Aunty what would you Inuit folks have traditionally used a knife like this for?”

The old lady looks up at him, spits out some brown pemmican spit and says “for selling to white guys!”

Why Did the Chicken Cross the Road?

SOVEREIGN INDIAN: It is the chicken’s inherent right as it is indigenous to this land!!!MILITANT INDIAN: That chicken should block the road, not cross the road!!!GRASSROOT INDIAN: If the darn chicken needs to get across the road, let it cross the

darn road!COLONIZED INDIAN: Chickens should never cross the roads that white men built before the

great white father crosses it first. If the white father crosses it, it is good. We must then follow.DIA INDIAN: They crossed it because Section 11299, sub-paragraph 29 of the Indian Act, gives

them the authority to do so. As per DIA procedure they wrote a grant application and after 5 years of stringent review we funded them. We are very proud of them and sent our Minister to have his photo taken with them.


WE’RE CREATING

AboRIGINAl busINEssoPPoRTuNITIEs FoR

bC HydRo Is CommITTEd To THE AdvANCEmENT oF ECoNomIC oPPoRTuNITIEs FoR AboRIGINAl busINEssEs.

We encourage interested businesses to visit bcbid.gov.bc.ca to learn about current opportunities.

To register your business on BC Hydro’s Aboriginal Business Directory, please visit: https://www.bcaboriginalvendors.ca/aboriginal_vendors/

For 50 years, BC Hydro has been providing clean, reliable electricity to our customers. Today we are planning for the next 50 years by investing in new projects, upgrading existing facilities and working with our customers to conserve energy through Power Smart.

Learn more at bchydro.com/regeneration50

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A11-273 Aboriginal procurement ad.indd 1 12-02-15 8:12 AM

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