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MÉTIS NATION REGIONAL ECONOMIC DEVELOPMENT FORUM

(NORTHERN SASKATCHEWAN)MARCH 15 & 16, 2011

PRINCE ALBERT, SASKATCHEWAN

FORUM REPORT

Prepared By:

8495 143rd Street, Surrey, BC V3W 0Z9Tel: (604) 507-0470 Fax: (604) 507-0471

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MÉTIS NATION REGIONAL ECONOMIC DEVELOPMENT FORUMNORTHERN SASKATCHEWAN

held March 16, 2011 at theChes Leach Lounge Art Hauser Centre

690(b) 32nd Street EastPrice Albert, Saskatchewan

TABLE OF CONTENTS

WEDNESDAY, MARCH 16, 2011...................................................................................................................................................1WELCOMING REMARKS......................................................................................................................................................................1OPENING PRAYER 1OPENING REMARKS..............................................................................................................................................................................2

Robert Doucette, President, Métis Nation – Saskatchewan (MN-S)...........................................................................................................2Clément Chartier, President, Métis National Council (MNC)....................................................................................................................2Trevor Gladue, Aboriginal Relations Coordinator, LEDCOR Industries...................................................................................................3

THE MÉTIS NATION ROLE IN NORTHERN SASKATCHEWAN ECONOMIC DEVELOPMENT................................................3Roland Duplessis, Chief Executive Officer, Clarence Campeau Development Fund (CCDF)...................................................................3

PANEL #1 – MÉTIS NATION – CORPORATE ENGAGEMENT: HOW CAN REAL PARTNERSHIPS BE ACHIEVED?.............5Richard Gladue, Vice-President, Corporate Social Responsibility, AREVA Resources Canada...............................................................5Darwin Roy, Supervisor, Northern Community Relations, CAMECO........................................................................................................5Julia Ewing, Director, Community Relations, Shore Gold.........................................................................................................................6Steve Danners, Director Métis Energy & Resource Program, Clarence Campeau Development Fund (CCDF)......................................6Bobby Woods, Mayor Buffalo Narrows.......................................................................................................................................................7

QUESTION AND ANSWER SESSION - CORPORATE ENGAGEMENT: HOW CAN REAL PARTNERSHIPS BE ACHIEVED.8PANEL #2 – PROCUREMENT – WHAT ARE THE KEYS TO DOING BUSINESS........................................................................12

Colleen Huber, Vice President, Corporate Support, SaskEnergy.............................................................................................................13Richard Burelle, Manager, Purchasing Supervisor, SaskPower..............................................................................................................13Oneill Gladue, Account Executive – Aboriginal Market, SaskTel.............................................................................................................14Alex Maurice, Primrose Lake Energy.......................................................................................................................................................14Pat Knudsen, Knudsen Trucking/Cement/Sand & Gravel.........................................................................................................................15Perry Vermette, Vermette Trucking & Wood Preservers Ltd....................................................................................................................15Marc Poot, Supply Specialist, NCS Acquisitions, Public Works & Government Services Canada..........................................................16

QUESTION AND ANSWER SESSION - WHAT ARE THE KEYS TO DOING BUSINESS............................................................17PANEL #3 – COMMUNITY ECONOMIC DEVELOPMENT – HOW TO BUILD CAPACITY?......................................................19

Monica Brunet, Director, Métis Economic Development Sector, Clarence Campeau Development Fund (CCDF)...............................19Greg Fofonoff, SaskMétis Economic Development Corporation (SMEDCO)..........................................................................................20Duane Favel, Mayor of Ile-a-la-Crosse....................................................................................................................................................20Vern Bachiu, BRIDG Manager, Westcap Management Ltd......................................................................................................................21

QUESTION AND ANSWER SESSION - HOW TO BUILD CAPACITY?.........................................................................................22CLOSING REMARKS............................................................................................................................................................................23CONCLUSION .............................................................................................................................................................................24

LIST OF APPENDICES...................................................................................................................................................................25

Wednesday, March 16, 2011

WELCOMING REMARKSMarty Klyne, Forum Chair, welcomed delegates to the Forum. He commented on the importance of Métis people and communities in Saskatchewan capitalizing on the growing economic opportunity in the province. An overview of his background experience was provided.

Chair Klyne advised the idea for the Forums came out of the Métis Economic Development Symposiums held in 2009 and early 2011. The Symposiums brought together the Métis Nation leadership, the Federal Minister of Indian and Northern Affairs and Federal Interlocutor for Métis and Non-Status Indians, Ministers from the five western provinces and senior officials to discuss ways to cooperate on Métis economic development. The Symposiums resulted in significant federal and provincial interest and investments in a number of Métis Nation financial institutions and projects. Following the most recent Symposium held in January 2011, Ministers and Métis leaders decided to establish a working group to develop a long term Métis economic development strategy. A key component of the strategy involved increasing the engagement of the Métis community with the corporate sector through partnerships, procurement and employment.

Chair Klyne acknowledged the efforts of LEDCOR as one of the major corporations leading the Symposiums and their involvement in almost every major project in western Canada. He noted that over the years, LEDCOR and one of its principals, George Desmarais, had opened many employment and procurement opportunities for Métis people and businesses. LEDCOR was also working with the Manitoba Métis Federation (MMF) to open contracts on major projects with Métis businesses.

Chair Klyne shared that as a follow up to the January 2011 Symposium, the working group agreed it would be beneficial to assess the situation on the ground in the different regions of the Métis homeland and look at practical measures to expand economic and business opportunities for Métis people. He advised discussions at the regional level forums would lead to a major roundtable between the Métis Nation leadership and major corporations later in the year. The roundtable would be facilitated by LEDCOR and the results of the roundtable would provide federal and provincial Ministers and Métis Nation leaders with a clearer picture of where government support for Métis economic development could and should be best directed.

Chair Klyne then reviewed the Forum agenda, noting it was built around three panel discussions focusing on the economic opportunities and challenges facing the Métis community of northern Saskatchewan. The panels would explore: potential partnerships between the corporate sector and Métis communities, the critical area of procurement and the keys to doing business with corporations and governments; and economic development, specifically with respect to the capacity challenges.

Chair Klyne acknowledged participants in attendance including stakeholders involved in the economic development of northern Saskatchewan, representatives from the Métis Nation – Saskatchewan (MN-S), its regional Councils and locals, Métis mayors and businesses, major corporations and federal and provincial government agencies. The efforts of Bob McLeod, the MN-S Minister of Economic Development; CEO Roland Duplessis, Clarence Campeau Development Fund (CCDF); and Greg Fofonoff and team from SMEDCO were also acknowledged. Chair Klyne also welcomed and recognized Member of Parliament (MP) for Northern Saskatchewan, Robert Clarke present at the Forum.

OPENING PRAYERMax Morin, Métis Nation – Saskatchewan (MN-S) offered an Opening Prayer.

Proceedings Report of the Métis Nation Regional Economic Development Forumheld March 16, 2011 in Prince Albert, Saskatchewan Page 1 of 24

OPENING REMARKSMarty Klyne, Forum Chair, introduced each of the following speakers. Robert Doucette, President, Métis Nation – Saskatchewan (MN-S)MN-S President Doucette welcomed participants and extended thanks for the Opening Prayer. He thanked his family for their ongoing support and welcomed and introduced MN-S leadership, Presidents from the Northwest Council and local mayors. He thanked MNC President Clément Chartier and the Board of Governors for their support for the Forum. MN-S President Doucette extended appreciation to industry and government partners, interested parties, members of the press and MNC staff present.

MN-S President Doucette commented on the economic development history of Métis, noting the Saint Laurence Seaway was previously called the Grand River Métis; and that Métis worked on it as freighters, guides, trappers and provisioners, supporting the future expansion of the fur trade. He offered that historically Métis understood the benefits of economic development and owning businesses. He expressed support for Métis continuing to lead the way under Saskatchewan’s current strong economy.

MN-S President Doucette noted many sectors were providing opportunities for Métis, and he referenced CCDF and SMEDCO’s efforts to increase resources. Forum participants were advised that in 2010, the provincial government allocated $3.4 million to CCDF. The Métis Economic Development Sector was established out of the CCDF office. This would likely create further opportunities in the ever expanding resource and energy sector. He added that in the north, other sectors were opening up, including one related to the de-commissioning of 42 abandoned uranium mines. Meetings had been held with the Department of Natural Defence who was interested in expanding industrial development in the Primrose Bombing range area.

In conclusion, MN-S President Doucette acknowledged the efforts of Bob McLeod, MN-S Minister of Economic Development and thanked industry and government partners for their ongoing support. He added that Métis were the fastest growing population in Saskatchewan, with one out of every six people in Prince Albert being of Métis ancestry.

Clément Chartier, President, Métis National Council (MNC)MNC President Chartier acknowledged Elders, Veterans, Métis leaders and friends of the Métis in attendance. He offered that while there were challenges in building the provincial and national governments, Métis continued to build on their successes. Support was expressed for Métis continuing to seek economic opportunities.

MNC President Chartier welcomed Saskatchewan MP Robert Clarke to the Forum. He explained that in 2008, Métis started a new chapter with the current conservative government and were continuing to carve out their own space with that government. He extended thanks to the then Minister Chuck Strahl, Federal Interlocutor for Métis and non-Status Indians, for his support in signing the 2008 the Métis Nation Protocol with the Government of Canada. The Protocol set the stage for engagement with Métis including aspects relating to economic development. MNC President Chartier noted that in August 2009, under the leadership of the Assembly of First Nations (AFN) National Chief Shawn Atleo, an Aboriginal Affairs Working Group was established. One of the primary objectives of the Working Group was moving forward with economic development. The need for Métis specific processes was acknowledged and supported by the Working Group.

MNC President Chartier informed participants that a second Economic Development symposium was held in January 2011 during which the MNC received Ministerial support for engaging in a process at the official level to work on Métis economic development initiatives. He confirmed that a report would be presented on these efforts to the Métis Nation leadership in 2013. The Métis Nation leadership also supported regional dialogues with respect to economic development and as such, a series of regional


forums would be scheduled throughout Canada, bringing local industries together with Métis leadership. Chair Chartier noted that the regional dialogues (forums) would feed into the broader national process.

MNC President Chartier reported that in January 2009 the Prime Minister called a meeting of the five national Aboriginal leaders and invited them to submit proposals under the economic stimulus funding and that despite this request, Métis were not mentioned in the subsequent 2010 federal budget process. MNC continued to raise the issue with federal and provincial leadership. At the MEDS II (Métis Economic Development Symposium), two provincial Métis leaders raised this issue again following which the Minister confirmed that Métis were still being considered. At a meeting in January 2011, the Prime Minister acknowledged Métis were falling through the cracks and he agreed to sign off on several stimulus projects submitted by the Métis Nation. The nature of what projects had been approved and their values were not yet known. MNC President Chartier acknowledged efforts underway as a result of persistence and continued lobbying for support of the Métis Nation Protocol and he expressed support for continuing to push to “carve out space for Métis”.

Trevor Gladue, Aboriginal Relations Coordinator, LEDCOR IndustriesMr. Gladue extended greetings to participants and expressed appreciation at being invited to attend the Forum. He provided an overview of his background and experience, noting that in the past year he had been recruited by LEDCOR to assist in community engagement strategies to ensure Métis were participating in economic opportunities throughout North America. He advised that a partnership was formed between LEDCOR and MEDO (Métis Economic Development Organization), the economic development arm of the MMF, to provide advice on the Bipole Manitoba Hydro Project. Mr. Gladue provided comments on the benefits of aligning with Métis and he expressed support for sharing the opportunities and capacity from that alignment.

As a company, LEDCOR was diverse. Mr. Gladue advised he provided support to all its divisions including the pipeline, industrial construction, mining, oil sands, LTS (fibre-optics), highways division, carbon credit ventures and airline services. The diversity of the company allowed LEDCOR to participate and compete at all levels and to take advantage of existing opportunities. He confirmed LEDCOR was always in recruitment mode and was looking for community champions. Seeking community champions was one of his many roles in the company. LEDCOR was supportive of strategic alignments with the Métis Nation. He suggested that industry which did not align with Métis, would not have the competitive edge needed. Mr. Gladue confirmed that senior executives of LEDCOR agreed to dedicate staff and resources to the Métis economic development forum process and as such, LEDCOR would be in attendance at all sessions to provide advice and support.

THE MÉTIS NATION ROLE IN NORTHERN SASKATCHEWAN ECONOMIC DEVELOPMENTMarty Klyne, Forum Chair, welcomed Roland Duplessis, Chief Executive Officer, Clarence Campeau Development Fund (CCDF).

Roland Duplessis, Chief Executive Officer, Clarence Campeau Development Fund (CCDF)Mr. Duplessis expressed appreciation at being able to share information on the Clarence Campeau Development Fund (CCDF). He acknowledged MNC President Chartier, MN-S President Doucette and industry partners present. He then introduced an overhead presentation titled “Clarence Campeau Development Fund” (see attached “List of Appendices” to locate a copy of this item) and offered comments regarding the slides titled:

- Mission Statement- History- The Purpose- Governance Structure- CCDF Statistics


- Woman Entrepreneurs – Leveraged Funding- Conventional Funding Leveraged- Issues- What’s New- Contact Information

Mr. Duplessis shared that overall, economic development opportunities were similar throughout the country. He welcomed and introduced CCDF Board and staff members present at the forum including Board members: Bob McLeod, Walter Hood and Barb Gustafson; and staff: Georgette Nicolas, Rebecca Krahn, Maxine Reddekopp, Steve Danners, Wayne Gregg and Ryan Patterson.

Mr. Duplessis reviewed the mission of CCDF, which was to improve economic circumstances for Saskatchewan Métis people by providing funding for community businesses development initiatives, and developing management skills and assistance to new and existing Métis businesses. The CCDF was established in 1997 by the Métis Society of Saskatchewan Inc. to access gaming funding coming into play. In 2001, the Gaming Corporations Act recognized the Métis Development Fund as a Crown Agency for the purpose of the Provincial Auditors Act. CCDF was responsible under three Acts: the Saskatchewan Gaming Corporation Act, Provincial Auditors Act and Trustees Act. In 2002 a new agreement was struck between the Métis Nation – Saskatchewan (MN-S) Secretariat and the province of Saskatchewan. This agreement outlined the governance structure, policies and procedures, mandate, goals and programs. Mr. Duplessis confirmed the purpose of the CCDF to provide financial assistance where there was currently a void for Métis clients. CCDF equity contributions were not intended to replace conventional financing, and equity assistance provided by CCDF was intended to leverage other sources of financing from conventional lenders. CCDF was a partner in every deal.

Mr. Duplessis expressed support for taking advantages of the changes occurring for Métis. He commented that CCDF was under the same legislature and financial compliance as any other Provincial Crown Agency and all voting members of the Board were Métis and appointed by the MN-S. The fund offered six programs and services and between 1997 and December 31, 2010, 655 equity contributions and $28 million in equity dollars were approved, with over $103 million in financing leveraged. Close to 1,772 jobs were created or secured. Mr. Duplessis then provided an overview of the different forms of conventional funding leveraged. He advised that the fund averaged less than 2% per year in losses as a result of the fact that no tangible security was sought. Mr. Duplessis commented on issues being faced by CCDF including: a lack of land base, lack of a regional local economic development infrastructure, a large service area, small staff and limited resources.

Mr. Duplessis shared that over the last 14 years, CCDF had funded 93 northwest Saskatchewan businesses, totaling $5.5 million. New programs underway included: seeking funding for a feasibility and market analysis for Métis Energy and Resource Program (MERP); and, a procurement strategic plan for the establishment of a Métis Procurement Office under the Economic Development Sector. If needed, a procurement specialist would be hired to assist Métis with procurement processes. He advised that while CCDF supported not-for-profit businesses, they needed to be profitable and well managed. CCDF also assisted in the access to regional buildings throughout the province, providing $500,000 in various forms of capital and interim financing.

In closing Mr. Duplessis shared the CCDF philosophy which included: “Winning is important; you need clear goals and strategies; the way you speak, dress and carry yourself is important; work ethic is important; relationships and proper branding for your institution is important; separate business and politics, maintain high world values and don’t be compromised by financial pressure; remember where you come from and who you are; common sense is important and realistic expectations is important; there is zero tolerance for disloyalty and dishonesty.”


Health BreakThe Forum recessed at 10:20 a.m. and resumed at 10:38 a.m.

PANEL #1 – MÉTIS NATION – CORPORATE ENGAGEMENT: HOW CAN REAL PARTNERSHIPS BE ACHIEVED?Moderator Trevor Gladue, Aboriginal Relations Coordinator, LEDCOR Industries, welcomed the following group of guest speakers:

- Richard Gladue, Vice President, Corporate Social Responsibility, AREVA Resources Canada

- Darwin Roy, Supervisor, Northern Community Relations, CAMECO- Julia Ewing, Director, Community Relations, Shore Gold- Steve Danners, Director, Métis Energy & Resource Program, Clarence Campeau

Development Fund (CCDF)- Bobby Woods, Mayor, Buffalo Narrows

Richard Gladue, Vice-President, Corporate Social Responsibility, AREVA Resources CanadaMr. Gladue acknowledged Elders, MNC President Chartier, MN-S President Doucette, local Mayors, area Directors, and Métis friends present. He provided an overview of his background and experience, and advised that he started working with AREVA Resources in the area of Corporate Social Responsibility in 2008. The area of corporate social responsibility was expanding and Mr. Gladue was working to define this program to include consultations and social licenses. He expressed support for ensuring community engagement was part of corporate social responsibility. Partnerships were needed amongst everyone and communication, building trust and respect would be key to these partnerships.

Mr. Gladue reported that AREVA was headquartered in Saskatoon and operations included mining and building and decommissioning nuclear power plants in Canada. In moving forward, AREVA’s focus would include workforce development (employing local people) and addressing training challenges to bring workforce to standard. Its workforce was important due to the regulatory requirements for uranium mining. Noting that development and community investments were important he offered that it would be critical for contractors to have the capacity to submit tenders for building mills or developing mine sites. While community engagement was undertaken initially, AREVA recognized there were challenges associated with this, specifically in dealing with the technical aspects of the industry and working with local stakeholders. Over the past two years AREVA had been working on how to disseminate information that was understood by everyone and how to involve the different levels of partners.

Darwin Roy, Supervisor, Northern Community Relations, CAMECOMr. Roy recognized Elders present, thanked Elder Morin for the Opening Prayer and welcomed dignitaries and guests. Mr. Roy provided an overview of his experience, advising he had been working with CAMECO Northern Community Relations for the past eight years. He spoke on the importance of partnerships in northern Saskatchewan, noting CAMECO believed in building sustainable capacity through strategic partnerships. He advised that this theme also translated to the business and workforce development.

Mr. Roy explained CAMECO’s northern strategy followed five pillars, which included: community investments, business development, community engagement, as well as workforce development and government relations. Partnerships under these pillars recognized the importance of the workforce and business development. CAMECO believed dialogue was important in developing partnerships and recognized that time was a factor in that dialogue. Collaboration and trust were important to establishing effective partnerships. Mr. Roy recognized Darrell Burnoff, CAMECO’s Senior Specialist for Northern Business Development present at the Forum, noting his role was to work with northern contractors and


potential northern contractors to address issues such as forecasting and helping out northern business development as it pertained to the industry.

With respect to workforce development, Mr. Roy offered that CAMECO was a strong partner in building capacity for the future workforce including the Northern Career Quest, CAVE, Credenda Virtual High School, and the Multi-Party Training Plan.

Julia Ewing, Director, Community Relations, Shore GoldMs. Ewing provided an overview of her background experience as Director of Community Relations, for Shore Gold. She advised that Shore Gold was developing a property in the Fort-a-la-Corne forest and that an environmental impact statement had been submitted in December 2010. Shore Gold was a publicly traded company looking to develop Saskatchewan’s first diamond mine. As part of this work, Shore Gold had established a relationship with Métis Western Region 2 and Eastern Region 2. Ms. Ewing shared that the environmental process required the Crown to consult on the potential impacts a development could have on Aboriginal rights and as such, establishing these relationships were part of the Charter and Crown’s duty to consult which affected organizations.

Ms. Ewing noted the cornerstone of a good partnership was communication and respect, mixed with a bit of humour. She confirmed the leadership demonstrated by the two area directors for Western Region 2 and Eastern Region 2 enabled a positive relationship and that discussions focused on activities of mutual interest. Activities of interest included: participation on the Diamond Development Advisory Committee, and the Aboriginal Employment Partnership Agreement signed by Eastern Region 2 in 2008. As a proponent, Shore Gold signed an agreement with Métis and First Nations groups to gather traditional knowledge under the Environmental Impact Assessment process and agreements were signed with Eastern and Western Region 2 in this regard. Shore Gold staff members also met with the regions to discuss the development and to answer questions. Shore Gold was interested in supporting the process when technical representatives of the regions scheduled sessions to discuss their findings with community members. In looking forward, Ms. Ewing offered that Shore Golf felt the partnerships established by the leadership of the area Directors and desire to work with communities would result in a successful project.

Steve Danners, Director Métis Energy & Resource Program, Clarence Campeau Development Fund (CCDF) Mr. Danners welcomed participants, and provided an overview of his background experience. He introduced an overhead presentation titled “Clarence Campeau Development Fund, Métis Energy and Resource Programs Guidelines” (see attached “List of Appendices” to locate a copy of this item) and offered comments regarding the slides titled:

- Federal Announcement- MERP Mandate- MERP is designed to- MERP will build Métis Capacity by- Sectors- MERP Programs- MERP Equity Contribution Program- Community Infrastructure Development Program- Work Done to Date- Where are we Going- MERP Contact Information

During the presentation, Mr. Danners reported that the Métis Energy and Resource Program (MERP) was established to increase the participation of Saskatchewan Métis businesses in the energy and resource sector. Funds under the program were available for sole proprietors and Métis regions, locals, communities, and economic development corporations. There was currently $6 million available under


MERP. He explained that MERP worked parallel to the traditional programs of CCDF and was intended to provide equity and debt financing for applicants, not to replace term debt financing. It was meant to bridge the gap between own equity and term financing. MERP would build Métis capacity by complementing programs and services and provide equity and debt financing to allow Métis entrepreneurs and communities to own or invest in viable businesses. Sectors involved included: mining, energy, oil and gas, alternative energy and forestry. The Equity Contribution Program and Community Infrastructure Development program also fell under MERP.

Mr. Danners reported the purpose of the Equity Contribution Program was to assist with establishing a new business, purchasing an existing business and/or expansion or renovations of an existing business. Under this program, CCDF would provide financial assistance up to $500,000, or 50% of the value of fixes assets plus 35% of the working capital and inventory costs. Minimum funding under this program was $250,000, and the maximum had been set at $1 million. Businesses funded under this program would be required to generate a minimum of 60% of their revenue from the energy and resource sectors. Each business would also need to be supported by a professionally prepared business plan and be able to demonstrate feasibility and viability.

Under the Community Infrastructure Development Program, two successful community owned businesses in strategic areas of the province would be established which would provide leadership, mentoring, guidance and advice and funding. This could be accomplished through a fresh start up, acquisition of an existing business or through a joint venture. Under the program, CCDF intended to bring in a partner that would be gifted 20% common shares in the business. Each year thereafter CCDF would gift an additional 5% share with the goal of the partner taking over 100% ownership of the business after years 4 or 5. The overall goal was to create a business ownership opportunity within the community where that opportunity may not have normally existed. Under the Community Infrastructure Development Program, two communities/regions/locals would be identified to participate based on business opportunities available and readiness of the community. Funding would be divided into two components with up to $200,000 as non-repayable and up to $800,000 as repayable financing. Minimum funding was $201,000 and the maximum had been set a $1 million. Businesses would be required to generate a minimum of 60% of their revenue from the energy and resource sector. As part of the non-repayable component, up to $100,000 could be used for the salary of a proper Manager for the venture.

Mr. Danners noted that future efforts included: continued marketing and promotion, work to identify opportunities, as well as continued education and awareness of MERP programs to industry and entrepreneurs. Mr. Danners offered that discussions with industry to date were mixed with initial efforts focus on senior and middle management. As a result, the messages did not translate to any opportunities. While the CCDF recognized that dialogue and consultation with industry was important, they noted the quality of the dialogue was also essential. Memorandums of Understanding (MOUs) and protocol agreements were also valuable to every partnership and joint venture. The importance of creating jobs and business opportunities for Métis people were also acknowledged as important in the discussions with industry.

Bobby Woods, Mayor Buffalo NarrowsMayor Woods welcomed Métis citizens and guests present and acknowledged comments related to establishing a business approach, using common sense and working together. He advised that in addition to his role as Mayor, he was also the Chair of the Métis entity, Buffalo Narrows Economic Development Corporation. Buffalo Narrows was a shareholder in the Corporation. Funding agencies as well as the provincial and federal government helped to support the goals and objectives where are to improve the quality of life through partnerships. Businesses were invited to enter into partnership with the Buffalo Narrows Economic Development Corporation. Mayor Woods advised that support from mining and exploration companies and other large corporations were continually being sought. The Board of the Corporation agreed that access to access enterprise regions was needed and as such, a joint venture


partnership with several northern communities was formed. This joint venture included many smaller communities which were often left out of economic development opportunities.

Mayor Woods further advised that the Buffalo Narrows Economic Development Corporation received a small contract for decommissioning at the Cluff Lake mine and they also entered into a partnership with Meadow Lake Tribal Council to create a better road system in the area. The Corporation continued its efforts toward creating relationships within and outside the community (including neighbouring communities). Mayor Woods spoke on the wealth and resources of northern Saskatchewan and he expressed support for working together and building partnerships that supported and improved the lives of northern Saskatchewan community members. He offered that the support of the mining companies, government and funding agencies was also needed. Forum participants were informed that in partnership with the Northwest College, Buffalo Narrows Economic Development Corporation had a welding shop which enabled workers to seek a welding certification. Additional partnerships included one with a Métis entrepreneur in Fort McMurray and another with Northern Resource Trucking (NRT). Together with the village of Ile-a-la-Crosse, the Corporation challenged the federal government regarding the payment of taxes as a municipal government in the province of Saskatchewan. This case was won, and as a result, municipalities in the north were no longer required to pay tax. These savings allowed villages and municipalities to inject more funding into the community at the local level.

Mayor Woods reported the Buffalo Narrows Economic Development Corporation was also building a 30,000 square foot Town Centre with 20,000 square feet devoted to commercial rental space and 10,000 square feet for retail space. The community was very proud of this venture. The Corporation was continuing to focus on establishing the infrastructure needed to support community economic development. In closing, he encouraged Forum participants to continue supporting each other and facilitating the sustainability of smaller communities.

QUESTION AND ANSWER SESSION - CORPORATE ENGAGEMENT: HOW CAN REAL PARTNERSHIPS BE ACHIEVED?Following the presentation, Trevor Gladue, Moderator, led the meeting in a facilitated dialogue and which prompted the following comments and subsequently indicated italicized responses:

Discussion PeriodThe following abbreviations are used throughout the notes of this section:

Q/C= Participant’s Question/Comment; A= Response

Q/C: I own and operate Vermette Trucking and Wood Preservers Ltd. I have a couple of questions that are not related to being an entrepreneur. In most of the businesses I have run, I have employed people and have provided them an opportunity to better themselves. Not that I am cheap but I will say I can’t compete with mines. When we look at the mining companies, we keep saying “northerner”. I think Métis. I don’t think northerner or southerner. How do you employ people? When you are talking about the numbers of Métis, is it “Métis” or is it “northerner”? It’s a tough question and Bob you may not like the question but as a Métis, do I have the same opportunities? (Perry Vermette)

A: At AREVA we look at the northern administration district as the first source of benchmarks for opportunities for everyone. There are opportunities for Métis but again in my previous opening comments there are challenges around developing a qualified workforce and so we have to go outside sometimes. I know people don’t like that. We are constantly in some ways criticized for that but it’s a balancing act because we can’t compromise the safety of the mine. A qualified workforce is important. Safety is number one and a qualified workforce is important to that. We have to balance that with meeting our obligations around hiring northern. Legally under the Surface Lease Agreement we have to target a percentage of hiring. We’ve achieved a 67% hiring


of the workforce. I believe the highest CAMECO achieved was over 50%. Even at Maclean we had a workforce of 140 people and it was 42% northern there. I could pare that down in more detail identifying Athabasca and northern. That is how we do the balancing act. When we fire up again in 2013, our whole formula kicks in again and we go from there. (Richard Gladue)

A: Similar to what Richard said, CAMECO has the northern administration jurisdiction and Prince Albert is not included in that district. As Northern Affairs, my mandate is to hire as many from that region as possible and we are targeting Métis specific initiatives as of late. We also created a scholarship specifically for Métis students in partnership with GDI (Gabriel Dumont Institute) and that will be rolled out this year. Within our company we have a career transition program where a lot of our high potential employees are provided with approximately 75% of their salary to use for further education and university. One of the most successful individuals coming out of that program is John Desjarlais out of Cumberland House. He has an engineering degree. As for CAMECO's workforce; the percentages during my time, the highest was 58% and over the last five years it was at 50% with about 47-48% out of that 50% being Aboriginal. I heard the term “Aboriginal” being thrown around early on and in my opinion out of our entire Aboriginal workforce, the majority are Métis. In terms of raw numbers, we employ 1,400 people from northern Saskatchewan and over 700 are northern contractors. Without having created strategic partnerships those over 700 employees wouldn't be at the mine site. (Darwin Roy)

A: For gold, it’s different. We’re still at the exploration stage. We have 30 employees and if and when we go to production, we would have the surface lease that would dictate our hiring practices. As a company policy we have up to 400 employees at the peak of exploration. In construction it’s between 700 and 1,000, and in production it’s 400 people. Our policy would be to hire locally first and foremost. We anticipate 80% of our staff would be able to be accessed locally; meaning having First Nations, Métis and women represented in the proportion to the neighbouring populating. Again, safety and qualifications come into the equation. We’re a rarified industry and diamonds are new. We have a number of South Africans we could be looking at worldwide to staff positions. Ultimately concerning Métis, Prince Albert would be within commuting distance of the mine when we’re operational and I would see people living in Prince Albert and then working at the mine. (Julia Ewing)

Q/C: It’s good to hear statistical information but I would go further. I would kick myself if I didn’t ask this question. I sit on the National Disability Group for MNC and we are always trying to find training and employment opportunities for people with disabilities. When you talk about hiring people from northern Saskatchewan, have you ever put a percentage on the people with disabilities? Are you prepared to hire people with disabilities? A lot of our people want to work and they can’t seem to break the ice or get in the door. (Max Morin)

A: AREVA has embarked during last year on a representative workforce strategy. That word hasn’t been used much locally but it comes from my previous employment with the government. A representative workforce is a diversified workforce, where we have immigrants, First Nations, Métis and people with disabilities on that list. I can safely say we have 1%. I won’t say who it is. Certainly it’s there. Again, when you look at hiring people with disabilities, you have to look at the scope of work, particularly around safety at the mine site because it’s a critical piece of operations. It depends on the person and their abilities. We would have to look at it on a case by case basis. Certainly AREVA is aware of that and it’s on the list. (Richard Gladue)

A: CAMECO is proud of being an equitable employer. We’ve received national recognition in 2009 and 2010 as an equity employer. A strong partnership that was established prior to my joining CAMECO was with the Gary Tinker Federation to promote employment for disabled people not only in mining but external to mining. It’s not without saying that we haven’t tried to hire on a case by case basis, but with that we do not want to compromise the safety at the mine site. There


are real examples and cases and we have tried it for specific individuals. One example we were ready to try; we had an individual who had a disability at the mine site but he did not pass the mine site medical. We will continue to strive to employ as many as we can. It’s important to recognize though that there are many individuals that may not have self-declared as having a disability. (Darwin Roy)

A: I would reiterate what Darwin and Richard said about starting to have a representative workforce and looking at it on a case by case basis. I know our production and designer of the plant said diamond sorting is a focused activity and people with hearing impairments are often targeted because of their ability to focus. It will be part of our human resources planning. (Julie Ewing)

Q: First of all, I commend CAMECO and AREVA for bringing in two Aboriginal Vice-Presidents. Please don’t take this wrong about the southern Métis Area Director but I come from the perspective of a northern Métis. The question for CAMECO and AREVA is you have a lot of opportunities in the north with all the mines and I have (at one time or another) worked for AREVA and CAMECO. From the perspective of a previous contractor in the forestry sector that went down, you having existing what you call “preferred contractors”. When I look at it from the periphery as a Métis business minded person, when will the opportunities arise for new mines coming in for AREVA and CAMECO to be opened for people like me that want to work and hire people? I’ve lined up multi-billion dollar companies and at some point they are going to quit wanting to see me. When will the opportunities arise for CAMECO and AREVA? A lot of contractors are non-Aboriginal. When will I be invited to present? (Alex Maurice)

A; I would like to say opportunities are always there and you are always welcome to come and present. Currently AREVA has done business with several contractors. One, from Six Nations of the Grand River, we have done business with for several years. NRT does our hauling. The challenge around AREVA's work is currently we’re instituting a new database and we need to review the subcontractor piece of our northern capacity. We developed a new process and it was just approved last week. We need to be able to release the subcontractor’s information and so you will have to re-do the current form you previously filled out. We need to redo the database. There is action underway to determine who the current northern contractors are, what capacity they have, the services and types of equipment they have. We need to line up those types of capacities before we tender. Once we’ve determined capacity we will send out the vendor form. When you get a vendor form it will trigger that you are on the tender list. When we contract a big contractor, that form then gives us permission to release information so that person is given your name on a list of subcontractors. We pass on that responsibility to our contractors. (Richard Gladue)

A: In speaking for CAMECO, we are open to meeting with any potential northern businesses. We are open to dialogue and presentations as to what the business ventures may be. A specific point I think that is key to your question is to find that niche market that is currently not being offered within the goods and services of our operations and companies. If I could use a specific example, there was a young entrepreneur who started DHC customs. She found something the mining companies needed and we’ve moved some of our business over to her now. Its small scale but we are open to hearing your presentations. (Darwin Roy)

Q/C: I read in the paper several months ago that AREVA and CAMECO co-signed an MOU with the four northern Métis regions. I didn’t get a copy of the MOU and I don’t know what’s in it. Is there any real potential for partnership with the four northern regions? I also have a question for Steve. With your proposed MERP program, is there a strong potential to have one located in the north? (Clément Chartier)


A: Wherever we start these companies or do joint ventures, the mandate is the same. It has to involve Métis job creation and Métis business opportunities for our contractors. I’ve worked the northwest for last six years and my father lives in Green Lake. If an opportunity arises in the north, that is fine by me. I do a lot of work up here. I look after central and northern Saskatchewan. I want to reiterate to the regions, locals and communities that when you negotiate with industry there is access to capital through the Clarence Campeau Development Fund; and through partnerships with SMEDCO (including the Western Diversification involved in the Buffalo Narrows town project to which we provided a non-repayable grant). There is money out there and access to capital. I would like to stress to the regions and communities that you are not alone in the process. We have an economic development sector that can help facilitate meetings with industry, bring in financiers and term lenders; and help bring a project to fruition. I want to stress that point. I can’t stress it enough. CCDF helps a lot of sole proprietors but there are also programs for communities, regions and locals. (Steve Danners)

A: I would like to respond. An MOU was signed in September and that’s a strong first step in building a foundation to talk about the processes with Métis in northern Saskatchewan. We started out signing an MOU with the directors. As we move forward with the project we need to talk about the process and opportunities with communities. We are thinking of how locals will come into that process. There are opportunities but we need to work through those discussions. (Richard Gladue)

Q: I am the Eastern Region 1 Area Director. I agree with the comments made this morning about partnerships and bringing people together. We have to work together as a team, be team players, identify the issues and work on the plan together. In my region, the east side is usually ignored. CAMECO talked about employees getting a promotion but that didn’t happen without some work involved in lobbying. In the 1980s the Key Lake Aboriginal Employment group and Mayors of the Métis communities all worked together to increase that. We had non-Aboriginal workers from coast to coast working in Key Lake and that change didn’t happen overnight. There was a lot of lobbying done. For the east side, I envy the west side; there are 14 communities within an hour’s drive of each other. In the east we’re remote and we are neglected. Ile-a-la-Crosse has an executive of three. We have exploration going on there. They mentioned Shore Gold and the duty to consult comes into play. It’s more than flying people around in a chopper or hiring Aboriginal people. We want to be part of the revenue from the land partnerships and we want to negotiate this. We did sign MOUs with CAMECO and we are saying they don’t want to meet with us now that we signed it. I would end by saying on the east side, Greenpeace destroyed our trapping industry. We have two dams on the east side and Island Falls in Sandy Bay, and along with dams upstream they destroyed our fishing industry. Now the mineral companies they want to extract our last resource. We have problems in meeting with them and we want to discuss their duty to consult. The MNC and MN-S is here and we’re asking for some help on mineral development in our region. (Leonard Morin)

A: On the MOU, we are going to be meeting with you. We are committed to meetings on our MOU. We are committed to two meetings a year and we have had some informal conversations. I know the first meeting will happen in early or late spring and another in late summer or early fall. To talk about the comments about being neglected on the east side that is part of the discussion and we need to balance that work. The MOU actually develops an agenda, and capacity is part of that. We need to work through those pieces and we’re not there yet. We’ve talked this over with several people in the room here and we’re also talking to three groups: First Nations, Métis and municipalities. Those are the three groups we’re talking about and in the north are we going to have 55 agreements. We need to look at this whole piece. It all runs parallel. We managed to negotiate an MOU with MN-S and are working on an MOU with the Athabasca Basin. We don’t want to be caught picking sides. I will repeat - the MOU is a good start and we need


partnerships: partnerships among yourselves about your current interest and how we maneuver this development in the north. (Richard Gladue)

A: I hear your frustration on the lack of meeting. We tried to work on a meeting date in December but some parties couldn’t make it and so the meeting didn’t happen. We will be meeting in the future. The MOU is a strong foundation. On the east side, two factors will come into play now and in the future; for everyone’s information, our entry level positions that require minimal amounts of education and training have reached capacity. We’ve have a 50% hire of northern people working at the mine site. That 50% is mainly made up of the entry level positions and the challenge now is to provide education and training opportunities to increase that percentage. There is no other way. For those of you who know people waiting for an entry level job it will be a long wait. It’s the reality. We need to focus on training and education because of that issue. Referring to the east side, I use Cumberland House as an example; they are far away but have the highest numbers of people employed at CAMECO. Another issue that comes to the forefront is the legacy issue left by the Cluff Lake Operation. It was able to build capacity on the west side. You see some of the mill operators are now supervisors and senior people currently working in operations. And they got a bit of a heard start. In terms of Métis capacity building, Darrel and I are living examples. We started off with CAMECO building capacity and it’s taken us to middle management and beyond. (Darwin Roy)

Q/C: This question is for AREVA as far as opportunities from the business sector. You have to fill out a vendor form in order to be recognized as a general contractor or subcontractor. Looking at it from a broader perspective, everyone is hoping for opportunities in the mining sector. Everyone is focusing on one mining company like CAMECO. We’re overloading CAMECO. I am not saying they don’t have any more room but AREVA and Shore Gold are hiding behind the scenes and not participating, especially AREVA. I shouldn’t have to fill out papers. They would know my abilities and I haven’t had one tender back since I quit five or six years ago. I understand having to reintroduce ourselves. I pity the new contractors when I have been in operation for 20 years and I don’t even get a tender package. You have to be specific about the opportunities for people in northern Saskatchewan. All mining companies have to participate. (Rennie, Slave Lake Construction)

A: I would like to reply to that. I think you’re one of the ones who do not have to fill out a form. You have been recognized as one of the contractors I’ve worked with for a long time. My reference is to smaller subcontractors. We are required to fill out that information. Your company is well known. In terms of not having a tender package I can’t answer that specifically. We will record that information and if we need time to talk after, I am prepared to do that. (Richard Gladue)

Health BreakThe forum recessed as 12:10 p.m. and resumed at 1:00 p.m.

PANEL #2 – PROCUREMENT – WHAT ARE THE KEYS TO DOING BUSINESSModerator Trevor Gladue, Aboriginal Relations Coordinator, LEDCOR Industries, welcomed the following group of guest speakers:

- Colleen Huber, Vice-President, Corporate Support, SaskEnergy- Richard Burelle, Manager, Purchasing Supervisor, SaskPower- Oneill Gladue, Account Executive – Aboriginal Market, SaskTel- Alex Maurice, Primrose Lake Energy- Pat Knudsen, Knudsen Trucking/Cement/Sand & Gravel- Perry Vermette, Vermette Trucking & Wood Preservers Ltd.


- Marc Poot, Supply Specialist, Public Works & Government Services Canada

Colleen Huber, Vice President, Corporate Support, SaskEnergyMs. Huber acknowledged Métis National provincial, national and community leaders present and welcomed the opportunity to discuss procurement opportunities with SaskEnergy. She confirmed that overseeing procurement was one of her employment activities at SaskEnergy.

Forum participants were informed that SaskEnergy was Saskatchewan’s natural gas distribution company, and was a provincial Crown Corporation delivering natural gas to more than 350,000 customers. TransGas was one of its major subsidiaries responsible for the natural gas transmission and storage in the province. The system covered two-thirds of the province with high pressure natural gas pipelines. Ms. Huber shared that before coming to the Forum she researched Métis businesses in Saskatchewan. On the MNC website she was pleased to have discovered the link for the MN-S and the Saskatchewan Métis Business Directory tool. As a result, this tool had been provided to the purchasing department to ensure they were aware of the Métis businesses in the province.

Ms. Huber advised that SaskEnergy had 1,100 employees in 55 offices and that 15.7% were First Nation and Métis. This number was growing. SaskEnergy had 81,000 kilometers of pipeline across of the province with 41 petajoules of energy. This was enough to supply approximately 340,000 residents for one year. SaskEnergy and TransGas purchased approximately $150 million of goods and services; from which approximately 82% was Saskatchewan content. The Aboriginal content for 2010 was $5.5 million derived from contracts with both Aboriginal businesses and non-Aboriginal businesses that had a significant Aboriginal workforce. Purchasing activity had increased as a result of the economic upturn and with the recent LaRonge Pipeline project going forward. Ms. Huber confirmed the storage system expansion was in place and a pipeline from Alameda to Moosomin was also now installed. The main industry drivers for the growing use of natural gas included electrical generation, potash expansion and growing oilfield business in the province.

Changes for provincial procurement were evolving as a result of the signing of the New West Partnership Agreement. This agreement removed trade barriers between BC, Alberta and Saskatchewan and would result in benefits to workers, businesses and investors in the three provinces. The Crown was part of this agreement. Ms. Huber added it was important to recognize that Aboriginal content was kept separate from this agreement and that this would provide strong opportunities for Aboriginal business in the province.

Ms. Huber reviewed the procurement process for SaskEnergy. Two purchasing processes were in effect. Purchases less than $25,000 were handled by local staff and three quotes were required. Purchases in excess of $25,000 would need to go through the formal tender process unless it was energy related, in which case it would need to go through the Central Purchasing department. She informed the meeting that the structure of the purchasing department had recently changed. Aboriginal businesses used to have to go through an Aboriginal Supplier Development Officer. It was felt this process didn’t allow for integration with purchasing activities and now all purchasing agents, buyers, field managers and construction project leads were required to contact Central Purchasing before issuing a tender or RFP related to Aboriginal content. Ms. Huber encouraged meeting participants to qualify as vendors with SaskEnergy, advising this would require them to complete prequalification forms. She noted that references would also be requested as part of this process.

Richard Burelle, Manager, Purchasing Supervisor, SaskPowerMr. Burelle extended thanks to MNC for the invitation to discuss the SaskPower procurement process. He provided an overview of his background experience, noting he was a member of the Manitoba Métis Federation (MMF). Forum participants were informed that SaskPower was regulated by the New West Partnership Agreement and the Aboriginal exclusion under this agreement was a positive step because it didn’t impact SaskPower’s ability to deal with Aboriginal businesses. SaskPower procured an average of


$600 million in purchases and specialized products on both the transmission and distribution side of its business annually. Many of its suppliers were certified, providing specific types of products.

The procurement limits for SaskPower were similar to SaskTel, with purchases under $25,000 processed locally and those over $25,000 going through the purchasing department. Approximately 600 formal tender and RFPs were issued each year. Mr. Burelle offered that when dealing with a large corporation, communication and understanding how to get one’s business recognized was a key challenge. SaskPower was moving toward electronic tendering and he encouraged Forum participants to go to the www.saskpower.com website and view the “tender” section for contracts and projects valued in excess of $25,000. Given that many opportunities and tenders were below $25,000, Mr. Burelle further encouraged participants to work with local SaskPower offices in seeking out these opportunities. He added that the largest challenge for Métis businesses was ensuring their business was registered and procurement officers/buyers were aware of what the business did, and its qualifications. It was important to recognize that some tenders had requirements attached (e.g., safety) that businesses would need to be prepared to follow. Mr. Burelle then recognized and introduced Ray Desjarlais, Aboriginal Relations, SaskPower to Forum participants.

Oneill Gladue, Account Executive – Aboriginal Market, SaskTelMr. Gladue acknowledged Elders present, thanked Elder Morin for the Opening Prayer and extended greetings to the Métis leadership, MNC President Clément Chartier and Saskatchewan MP Robert Clarke. He provided an overview of his background experience, advising that he has been working with SaskTel for the past nine months. He reported that SaskTel had been working in partnership with the Métis Nation and First Nations for many years; and given the recent moves by the federal government to look at student outcomes in education and Aboriginal communities, SaskTel was engaging in a process to determine how students could have better outcomes in their education using connectivity.

Mr. Gladue noted that SaskTel was a smaller telephone company in the industry and was supportive of partnerships with First Nations and Métis. Preliminary meetings were underway with the MN-S toward establishing an MOU that would define how the relationship could be more meaningful and a partnership created. Forum participants were encouraged to visit SaskTel’s website at www.sasktel.com. He advised the section titled “how to do business” provided more information on the procurement process and outlined the procurement strategy. Copies of vendor forms for registering with SaskTel were also available. The website provided information on procurement with SaskTel and as well as an Aboriginal business directory. A vendor would complete their qualifications and skill sets and contracts could be allotted accordingly. He added that meetings with MN-S officials would be helpful in identifying Métis contractors for Aboriginal set-asides.

On the issue of recruitment, Mr. Gladue reported that in 2010, SaskTel achieved a 25% Aboriginal hiring target and a breakdown of the Métis and First Nations employees could be provided. In Saskatchewan, all Crowns corporations were members of the Enterprise Saskatchewan Committee; and this Committee supported maximizing Aboriginal employment and contracting opportunities in Crown corporations.

Alex Maurice, Primrose Lake EnergyMr. Maurice provided welcoming comments in Cree and acknowledged veterans, Elders, Métis leaders and the Forum Chair. He provided an overview of his background and experience. Mr. Maurice spoke on the importance of having a legalized entity when working with the government and Crown corporations and he encouraged Métis individuals and businesses to legalize their companies. He offered that this would also assist in obtaining provincial, federal and private funding. He further encouraged businesses to establish a report with the industry and he recommended seeking long term (5-10 year) contracts to ensure stability.


http://www.sasktel.com/

http://www.saskpower.com/

Mr. Maurice commented that it was important to ensure a company could provide the services needed to fulfill the contract. He then provided an overview of his business experience and experiences with seeking loans to support his work, noting in the past he had shied away from traditional lenders given their restrictions on loans. Forum participants were encouraged to explore all lending options and review interest rates before entering into a lending contract.

Mr. Maurice shared that the key to working with governments and Crown corporations was establishing a legal Métis entity, controlling spending and seeking out Métis specific lending institutions interested in supporting Métis business. It would be up to the individual businesses and local leaders to establish MOUs and letters of intent with corporations open to doing business with Métis. He commented on obstacles in the procurement process such as jealousy from others, noting it was important to be thick-skinned, to persevere, to be cautious and remain aware of others.

Pat Knudsen, Knudsen Trucking/Cement/Sand & GravelMs. Knudsen acknowledged participants present. She provided an overview of her experience over the past 46 years and commented on the need for contracts to be broken down into smaller components to accommodate subcontractors. Concern was expressed that much of the business was driven for First Nations. She noted that in the past, Knudsen Trucking would have to lobby to ensure smaller northern contractors were afforded the same opportunities to bid on jobs. This was still problematic with the mining industry and government, as they would rather deal with larger contractors. This issue had led to many joint ventures.

Ms. Knudsen shared that initially, CAMECO went out of its way to assist locals bidding on the work; but once the mine was operational, the hiring of locals was greatly reduced. In an overview of the history of Knudsen Trucking, Ms. Knudsen explained that many challenges had been faced. They included having to sell much of their large road work equipment following a work slowdown and the outside hiring of work at Cave Lake. Knudsen Trucking entered into a joint venture led by Dennison Mines to crush concrete; and until they could hire someone to run their plant, Cigar Lake contacted Knudsen Trucking for assistance. While a local First Nation band had expressed interest in a concrete and road building project, they did not have any formal processes in place to allow for bidding. She acknowledged that many companies were entering into joint ventures with Indian Bands. Concern was expressed that it was difficult for many small local contractors to compete with the compensation (wages/salaries) provided by mining companies. Support was expressed for government addressing land and gravel leases as well as Métis-specific funding for training. She explained that Knudsen Trucking has been in conversations with CAMEO with respect to obtaining a contract for crushing work. Kundsen Trucking was also concerned that the P3 contract process recently awarded by the Department of Highways did not allow local companies to bid and that they would only be hired as subcontractors.

Perry Vermette, Vermette Trucking & Wood Preservers Ltd.Mr. Vermette welcomed the opportunity to speak about his procurement experience with Crown corporations. He noted that he had significant experience working with various Crown corporations over the past 25 years. He learned that working with the different departments could be difficult, but once a company learned how the Crown corporations did business; they understood that the process was fair. He offered that Métis could easily compete with other businesses. Mr. Vermette confirmed that while his company was listed under 62 different Aboriginal business directories, he had never received any work from the listings.

Mr. Vermette suggested that providing data to the Crown corporations would not be beneficial unless a company continued to follow up to seek work. Mr. Vermette shared that overall, his experiences with Métis lending agencies were positive. He encouraged Forum participants to take advantage of their assistance toward developing a proper business plan. Mr. Vermette confirmed he had employed over 600 people over the years, and that this was possible as a result of the assistance of the different lending


agencies. He encouraged forum participants to work with the individual being hired by the Clarence Campeau Development Fund to assist with the Crown corporation procurement process and to seek out supports and use existing processes.

Marc Poot, Supply Specialist, NCS Acquisitions, Public Works & Government Services CanadaMr. Poot provided an overhead presentation titled, “The Procurement Strategy for Aboriginal Business” (see attached “List of Appendices” to locate a copy of this item) and offered comments regarding the slides titled:

- Learning Objectives- The Procurement Strategy for Aboriginal Business- Impact of PSAB- What is PSAB- Types of PSAB Set-Asides- Accessing set-asides- Aboriginal Business Capacity- Who is eligible for PSAB- Joint Ventures- Aboriginal content Requirement- Aboriginal Persons/Population- Trade Agreements- INAC – Role and Responsibilities for PSAB- Summary – How do you create opportunities for your business?- National Resources for SMEs- Contact

Mr. Poot advised the Procurement Strategy for Aboriginal Business (PSAB) was announced in 1996 to offer Aboriginal businesses the opportunity to access federal procurements (contracts). PSAB placed the responsibility on the federal department and agencies that conduct contracting activities on behalf of the Government of Canada to increase contracting opportunities for Aboriginal business. Since the inception of PSAB, a total of 339,401 contracts were awarded valued at $11.5 billion. By 2009, 5,527 contracts had been awarded valued at $459.5 million. PSAB aimed to stimulate Aboriginal socio-economic development for Aboriginal business through government procurement opportunities. INAC was the delivery leader of PSAB for the Government of Canada with the help of a PSAB Coordinator Network. Mr. Poot acknowledged he was a member of that Network. Mandatory and voluntary tools were used for Aboriginal supplier development activities and set-asides for Aboriginal businesses. Set-asides could be accessed through the MERX website and searches could be conducted using key words and acronyms related to the Set-Aside Program for Aboriginal Business (SPAB).

Mr. Poot confirmed that a voluntary set aside would be considered if contracting officers were aware of qualified Aboriginal businesses that could deliver a particular good or service. Indian and Northern Affairs Canada (INAC) had created a database of approximately 17,000 Aboriginal businesses across Canada and they recommended registering under the Industry Canada’s Aboriginal Business Directory.

Mr. Poot encouraged Forum participants to register their business by contacting INAC via email at: saea - [email protected] or by phone at: 1-800-400-7677. He also encouraged participants to register for inclusion in Industry Canada’s Aboriginal Business Directory. Mr. Poot then provided an overview of the eligibility of PSAB and definition of “Aboriginal” business. He noted that opportunities for Aboriginal business were available under joint ventures with other Aboriginal or non-Aboriginal firms and set-aside requirements could be applied to a properly structured joint venture.

Mr. Poot report that under the Aboriginal content requirement, at least 33% of the work needed to be performed by an Aboriginal business. The “value of the work” was the total of the contract less any materials directly purchased by the contractor for the contract. The contractor must notify/bind


mailto:saea%[email protected]

subcontractors in writing of the 33% work requirement. For the purposes of PSAB, an Aboriginal person may be “Indian, Métis or Inuit, Non-Status Indian and a Canadian citizens/resident in Canada”. An “Aboriginal population” was an area, community or group in which Aboriginal people made up at least 80% of the population. Evidence of being an Aboriginal person also included: an Indian registration card, membership in a recognized Aboriginal organization, acceptance as an Aboriginal person by an established Aboriginal Community and enrolment or entitlement to CLCAs.

Mr. Poot noted that PSAB set-asides did not breach trade agreements and the North American Free Trade Agreement (NAFTA), and World Trade Organization Agreements on Government Procurement (WTO-ATP) allowed procurements to be set aside for minority and small businesses. As such, procurement set-asides under PSAB for Aboriginal businesses were excluded from the provisions of those agreements. Mr. Poot shared that opportunities were created by: participation in supplier development activities, regularly monitoring of MERX and registering a business with PSAB and Industry Canada’s Aboriginal Business Directory. As part of the bidding process, it was important to understand the statement of work, be familiar with the terms and conditions and ensure a business met all the requirements. Mr. Poot then displayed a list of the national resources for SMEs.

QUESTION AND ANSWER SESSION - WHAT ARE THE KEYS TO DOING BUSINESSFollowing the presentation, Trevor Gladue, Moderator, led the meeting in a facilitated dialogue and which prompted the following comments and subsequently indicated italicized responses:

Discussion Period The following abbreviations are used throughout the notes of this section:


Q/C: I have to ask a question for Richard. Seeing that Japan has problems with nuclear reactors, and I know Saskatchewan has been talking about it; is there any commitments coming from Saskatchewan? A safe environment leads to economic development. I have my own business. It’s a small company and one thing that is important is to manage money. When it’s farming it’s hard to make money but you don’t quit. You survive. One of the things I have seen Aboriginal people the way we were bought up; we weren’t brought up with money and when we start a business we struggle. Maybe there should be a course out there to show people how to manage money. (Mayor Fred McCallum)

A: In terms of the situation in Japan it’s a critical situation. SaskPower's position on nuclear reactors is beyond the scope of what I can speak to. I don’t know if Ray wanted to speak on that but I can’t comment. My father is 70 years old and he is a Métis entrepreneur. Your comments are very well placed. Hard work and determination is why we’re all here and that's what makes it. Any assistance that can be provided is welcomed. (Richard Burelle)

A: SaskPower hasn’t made any decisions to go forward and has not made any commitments on that. (Ray Desjarlais)

Q/C: I would like to thank the panel for sharing their experiences. I am pleased to be here talking about creating self-sufficiency. There are two perspectives: collectively and economic development strategy is one aspect for creating self-sufficient but we are also speaking of individual opportunities. Those are two streams we can go forward on and as a Métis government and collective we should look at. The last point is for the federal government. Is there a specific target that you are targeting for Aboriginal procurement? The numbers of just over 5,000 you provided are for about 1.2% of the contracts. (Ray Laliberte)


A: There is no official target. The department sets target if they have one and it may vary from department to department and where they are located and the types of goods and services they may get involved in. I haven’t heard of any concrete number. The idea is to have the numbers keep going up. That’s the intent of the procurement strategy and having Métis businesses more engaged will enable that to happen as well as being successful on opportunities with the federal government. (Marc Poot)

Q: Are there any specific strategies the panelists are using with the provincial or federal government to encourage the numbers to increase? It’s representative. If we have 33% Métis in Saskatchewan, then business should reflect that percentage.

A: It hasn’t been drilled down that deep. The idea is strictly education and making people aware, and making Aboriginal businesses aware of the opportunities out there. (Marc Poot)

A: I have registered with the federal government. They do webinars to help you learn how to handle and use their system. I’ve registered for one and been through it. There are many set-asides; they can be 10% or 5%; they are literally set aside for anyone with Aboriginal ancestry. I only have six months experience but they are there. They hide them somewhat. The other thing is about MERX. I am a member of MERX and it’s a good program but it’s expensive. You can access private contracts and US contracts. It’s expensive and I was supposed to do a webinar on that. It’s out there. It just takes someone to follow the contracts. (Perry Vermette)

Q/C: I am here because of EB Campbell and I see SaskPower here. The reason is that Sandy Bay has the Island Falls dam. The Métis got together, lobbied and protested and now we’re trying to do the same in Cumberland with the EB Campbell Band. We’ve had a couple of meetings with SaskPower and we keep pushing on it. At one meeting they mentioned they will change the power line to Cumberland House but we would still like to be part of that process; both the municipality and Métis in Cumberland House. We warned SaskPower about the trees on the power line and look what happened this year with the big storm. The last contract we had on that line was in 1989 and I was still Mayor then. My colleague Andy MacKay is Mayor of Cumberland House now and we don’t want SaskPower to forget us. We would like to be part of the contract. (Leonard Morin)

A: We’ve committed to follow up on that. (Ray Desjarlais)

Q/C: We were asked by Max Morin to pray for Phillip Chartier, we are blessed to have you here today. It’s good to see you here today.

Q/C: I have two comments regarding the opportunities and on the importance of communication. We struggled because we don’t have capacity for communicating our interests. SaskTel reps are here and we have been encouraging them to upgrade our facilities in northern Saskatchewan. We have cell service only within the town boundaries. Once you leave by 100 meters, you lose it. It doesn’t help when you have an emergency situation. It’s hit and miss for service on the highway. That’s important and communications to and from south and north is required. People don’t come to our communities because they can’t establish offices because of the poor communications. The other issue Mr. Vermette mentioned is there are so many opportunities but you almost need to hire someone to keep track of them. The gentlemen noted we invite agencies to come in but we also need to be invited in; and the government if they don’t have a calendar of businesses and people out there, they should have that. We wait for invitations and we also bang on doors trying to get in. I sit on an environmental quality committee monitoring the uranium mines. We talked for years about trying to promote the cleanup of facilities left unattended. There is a lot of need up there. Now I understand there is project for clean up which is great but there are no amenities there. If we look at the northern region and when you talk about a $49 million project, there


should be opportunity for northern communities to come in. We have economic development corporations in almost every community and we can regionalize and share the work. We had a partnership with Dennison Environment. Having the partnerships sit idle doesn’t help us. Government and the different agencies need to be more aware of who is there and knock on our door. (Mayor Woods)

A: As you know telephone companies run like a business and it’s sometimes difficult to make a business case for rural areas. They are starting to look at different ways of approaching that and looking at different community models. Some of the mines and industry are getting involved in bridging the connectivity to the north. All the things combined will lead to upgrades. (Oneill Gladue)

Health BreakThe Forum recessed at 2:23 p.m. and resumed at 2:42 p.m.

PANEL #3 – COMMUNITY ECONOMIC DEVELOPMENT – HOW TO BUILD CAPACITY?Moderator Trevor Gladue, Aboriginal Relations Coordinator, LEDCOR Industries, welcomed the following group of guest speakers:

- Monica Brunet, Director, Métis Economic Development Sector, Clarence Campeau Development Fund (CCDF)

- Greg Fofonoff, SaskMétis Economic Development Corporation (SMEDCO)- Duane Favel, Mayor of Ile-a-la-Crosse- Norman Johnson, Primrose Lake Economic Development Corporation - Vern Bachiu, BRIDG Manager, Westcap Management Ltd.

Monica Brunet, Director, Métis Economic Development Sector, Clarence Campeau Development Fund (CCDF)Ms. Brunet introduced an overhead presentation titled “Métis Economic Development Sector” (see attached “List of Appendices” to locate a copy of this item) and offered comments regarding the slides titled:

- How the Sector came to be- Funding- Sector Launch- Purpose- Work Plan Initiatives- On our website- Work Plan- Procurement- Contact Information

During the presentation Ms. Brunet commented that Métis economic development had been historically hampered by a lack of capital, management training, business expertise and coordination of large scale projects. In order to capitalize on the impending business opportunities and truly develop and integrate Métis businesses into the general economy, a more coordinated approach to economic development was required. In the fall of 2009, meetings took place between INAC, First Nations Métis Relations (FNMR), SMEDCO and the MN-S regarding economic development for Saskatchewan Métis. As a result of that meeting, all parties agreed to fund the development of a strategic plan. This completed plan clearly identified that CCDF, being the Métis Development Fund, should house the Economic Development Sector given that several key infrastructure pieces were already in place. Subsequently the Provincial Métis Council of the MN-S approved the creation of the Economic Development Sector under


the management and Board of Directors of the Clarence Campeau Development Fund (CCDF). The sector was jointly funded by INAC and the CCDF for the first three years. CCDF was committed to assuming full responsibility of the sector after three years.

Ms. Brunet explained that after several months of planning and preparing, a media event was hosted at the CCDF on March 7, 2011, attracting extensive media coverage which included television, radio and newspaper ads, communicating that the sector was now available. Forum participants were advised that information on the media event was available on a table located at the back of Forum plenary room. Ms. Brunet commented that the purpose of the sector was to act as an information broker and first point of contact for Métis economic development in Saskatchewan. The Sector would provide expertise on business development, management strategies and act as a conduit for information between industry, government and entrepreneurs. An aggressive workplan was developed identifying capacity building and the need to create awareness/marketing. The new website www.Métiseconomicdevelopment.com was launched providing tools, links and resources. The “Saskatchewan Métis Business Directory” was also uploaded to the website. The Directory provided an opportunity for Métis entrepreneurs to register their business, allowing them to be available to industry, government and the general public. To date over 100 companies had registered and it was anticipated the directory would include over 500 businesses in the next two years. Registration forms were available on website and CCDF website.

Ms. Brunet commented that the workplan identified the need to: link businesses to programs to ensure success; work with the 12 Métis regions within the province to set up workshops geared toward providing information and guidance; and work with the traditional CCDF programs and the newly created MERP program. The workplan would also identify a list of organizations, corporations and governments to establish working relationships with. The need to address procurement opportunities for Métis business was acknowledged and Ms. Brunet confirmed the Sector was working with INAC to secure funding for a study on the current procurement processes within government and industry. All procurement strategies in the industry would be reviewed and this information would be made available through the Métis Economic Development Sector to help lead Métis businesses through the procurement process.

Greg Fofonoff, SaskMétis Economic Development Corporation (SMEDCO)Mr. Fofonoff acknowledged the comments previously provided by Mayor Woods as Chair of the Buffalo Narrows Economic Development Corporation. Mr. Fofonoff spoke on the challenges and barriers faced by businesses and need to persist despite setbacks.

Forum participants were informed that SMEDCO was only one aspect of community economic development. He noted that education and training affected economic development with people needing the proper skills and education to react to opportunities and changes. He advised SMEDCO began in 1987 and had assisted more than 600 businesses over the years. SMEDCO offered assistance to individuals, corporations and Métis local and regional corporations. Mr. Fofonoff acknowledged that many small communities, towns or villages had an economic development committee run by volunteers who were concerned with ensuring their community progressed and maintained services. Many of these volunteers were business people wanting the community to advance, which would in turn support their business. An advantage of smaller committees was the access to resources to meet and move forward on the business identified. Mr. Fofonoff then introduced two SMEDCO employees present at the forum: Tristan Zack, Loan Officer, Northern Saskatchewan; and, Dean Fesh, External Delivery Officer, Northern Saskatchewan.

Duane Favel, Mayor of Ile-a-la-CrosseMayor Favel extended greetings in Cree and offered his appreciation at being able to participate in the Forum. He acknowledged the MN-S leadership, MNC President Clément Chartier; Alec Maurice, President of Métis Veterans Association of Canada; Philip Chartier and fellow community Mayors.


http://www.metiseconomicdevelopment.com/

Mayor Favel recognized that the issue of economic development was important to all Mayors in northern Saskatchewan. He advised that Ile-a-la-Crosse was a member of the Sakitawak Economic Development Corporation, which had been in existence for the past 17 years. He commented on the various challenges related to community economic development and the need to support partnerships. He suggested that while it was often difficult for different municipalities to work together, it was clear to northerners this was needed given the rich resources such as logging, oil, gas and mining in the area. He expressed concern that although the area was rich in resources many northern municipalities continued to become poorer and poorer. The need to become competitive partners with industry and strike agreements for the future of the municipalities, was supported. Mayor Favel referenced recommendations from the Beta Agreement which identified the need to sustain northern communities and support the education of local community members. He expressed further concern that the gaps with respect to academic achievement and economic development continued to grow for northerners. He noted it was important for municipalities to take advantage of opportunities, get involved, and become key players.

Mayor Favel shared that Sakitawak Economic Development Corporation was a 3% owner in the Northern Resource Trucking (NRT), a 3% owner in Mudjatik Thyssen mining and was also involved with the Carver Sakitawak Corporation. In closing, he commented that “northern Saskatchewan has many resources and as northern communities. We don’t only want to survive, we want to thrive.”

Vern Bachiu, BRIDG Manager, Westcap Management Ltd.Mr. Bachiu thanked the MNC for the invitation to provide comments on community economic development. He acknowledged panelists and their comments provided and introduced Julie Wriston of the BRIDG (Business Ready Investment Development Gateway) program at Westcap. Mr. Bachiu noted BRIDG was a unique pilot project established to assist First Nation and Métis communities build business capacity and create community wealth. He commented that as a result of the recent economic boom in Saskatchewan, the gap widening between the “haves” and “have nots” was widening.

The role of BRIDG was to assist communities in moving to “being business ready” and the “having the ability to make the investment decisions and structured decision making process”. As part of “getting business ready”, communities would need to ensure they had political certainty. In dealing with business, industry and government, certainty was required. To assist this process, the BRIDG program developed a tool known as the “business charter”. The business charter was developed over a three day period with community members discussing key issues such as the roles and responsibilities in the decision making (e.g., the role of political leadership and development corporation/Board of Directors). Discussions also revolved around the composition of the Board, minimum qualifications for Board members, Board terms and what would happen should a change in political leadership occur. A seven step process for use by communities in establishing the Board had been developed under the BRIDG program. The BRIDG program recognized that it was important to have a manager with a proper business background. Following this process, Mr. Bachi noted that communities would need to develop an investment plan and identify a vision, mission and value statements. These were components of “business readiness”.

With respect to investment development, Mr. Bachiu noted Westcap’s BRIDG program assisted communities to develop a structured decision making process. Communities that BRIDG had worked with included Pine House Lake, four municipalities comprising the Primrose Resources Corporation, and two southern Métis regions. A business charter was signed by Pine House Lake, a business manager appointed and next steps involved restructuring and working closely with the capital providers to establish a finance plan. Once this was done, a Board of Directors would be selected. The BRIDG program was working closely with Primrose Resources Corporation and they had recently met with Mayors and Councils and completed a business charter. A media event was held announcing the signing of the business charter and Primrose Resources Corporation was currently recruiting their Board of Directors.


QUESTION AND ANSWER SESSION - HOW TO BUILD CAPACITY?Following the presentation, Trevor Gladue, Moderator, led the meeting in a facilitated dialogue and which prompted the following comments and subsequently indicated italicized responses:

Discussion PeriodThe following abbreviations are used throughout the notes of this section:


Q/C: I would like to comment on the last statement from Vern. I have been involved with a lot of economic development and the things that go with it. For everything we see as an opportunity, you always leave our area out of the picture. No one is involved in our area and that’s 25% of the area of the north. I don’t know why that’s happening and I wish it would change at some point in time. It’s our money too and I would like to see our home territory covered, not just certain areas. (Philip Chartier)

A: One of the hardest things in the world was when we had many communities applying to get in the program. We had to decide who participated in it and who didn’t. I still have tender feelings about that, Philip. I agree that the need for capacity is across the whole north. (Vern Bachiu)

Q/C: Thank you panel, for the information. I am not sure how to start. You are talking about going back to the data. One of the issues we failed to address from the Beta was that we failed to look at the recommendations as northerners and from Aboriginal and Métis perspective. Not all institutions of the federal government, have Aboriginal self-government as a basis of their understanding. Everyone getting Métis dollars should be able to contribute to Métis government self-capacity. It’s hard to understand a business system but it’s equally hard to understand us. We have to meet in the middle and get them to recognize our Métis governments. We’ve got nothing in terms of capacity. When we start to go forward in a good way we have to ensure that is a fundamental principle in moving forward for any economic business in Saskatchewan. We need to be provided capacity. If you don’t, it’s unfair and we will continue to be poor. My Métis friend and Mayor from Ile-a-la-Crosse said “We just can’t do it”. Why should I give up my Métis right and inherent right to get into business? I don’t think it’s fair to do that. I think I should be able to sit down with Duane (Favel) and make an arrangement with Sakitawak Development Corporation. We’re two separate jurisdictions. It’s about partnerships across the two jurisdictions and making economic development for people. If you leave Métis business and people out we will continue to be poor. I think we’re starting from the wrong understanding. For anyone applying for Aboriginal money, we have to ensure moving forward that our inherent right to self-government is protected even though we want to build our economies. (Ray Laliberte)

Q/C: I want people to make sure the Métis people are involved throughout the north. (Philip Chartier)

Q/C: I want to say to Monica - I apologize if I slammed the business directory. You are going one step further to have someone help walk us through developing a business plan or opportunities with incorporation. I’m just saying don’t just rely on putting your name in directory, you have to get out there and do it too. (Perry Vermette)

Q/C: Just a comment. We’re focusing on the mining industry and so on. But there are other programs that fit into the traditional economy like commercial fishing and tourism. We need to tie those things together. They are very important. I had a fisherman the other day approach me saying the tourists were choking him out of our northern lakes. We have one lake, where they allow 200 kilos per fisherman - the tourists get the rest. A possible solution to that would be a fish hatchery in northern Saskatchewan. Having a processing plant would also be helpful. Those are big entities we need to look at and have supported. (Mayor Woods)


Q/C: One thing I would like to see coming out of the forum - we have had forums in the past and there is never any follow-up. We need to make sure we have another forum like this panel in the future. I would like to see that. One of the problems I have when it comes down to the Métis Nation and as the Mayor of Green Lake – we need to start negotiating with the federal and provincial government and get a land base for Métis. We need land set aside and it needs to be a recognized Métis community. We need a land base. I will say about Green Lake that an Order in Council was passed for Métis people to lease land and Métis are leasing that land. Under the Municipalities Act, it allows for that land to be sold and I don’t want to see that in Green Lake. There was a lot of homestead land in Meadow Lake and they all sold out and there is now little land that is Métis-owned in Meadow Lake. We have to make sure we do the right things this time for the future of the little ones. (Mayor McCallum)

Q/C: I am glad the comments are coming forward. It’s one of the things that continue to confront the Métis nation, and the Métis people and communities (also known as “villages” in northwest Saskatchewan). Our conference is to look at community economic development. From our perspective we are looking at Métis locals and the Métis communities. It’s also a reality that we are under the municipal system. We have two governments in our villages: the municipal and Métis governments. Municipal governments have some capacity and Métis don’t have any capacity at all. Our efforts at the MNC, MN-S, regional and locals is to build up the Métis government component side. We need to find ways to do that. That is what the forum was meant for. Métis villages have municipal Councils and we have to in the end, build up our villages. But how do we do that? Bobby this morning mentioned there are opportunities for locals in the region to be involved in an initiative with respect to infrastructure developed there. That may be an example. In the past under the leadership of Desrochers we had a protocol between the northwest Mayors and Métis locals and that worked well for about two or three years at the meeting level but it didn’t translate to anything concrete for results. The Primrose initiative is good example where at the end of the day, when an agreement was struck, it was struck by four municipal governments working with BRIDG who knew about Métis political leadership. These things have to be worked out and that’s why forums like this are good. The Mayor of Green Lake is a strong Métis and he’s talking about a land base. He’s a Mayor too and he realized he had to look at both and yet move ahead to do what he was elected to. We have aspirations to achieve a Métis land base and self-government and in the meantime we need to build up community capacity. It’s a challenge we all have and I hope the Forum helped. Let’s not have this as the last meeting. Municipal and Métis government levels could seek solutions to move forward and find ways to become more engaged in the industry because in the long run, we seek a land base and resource revenue sharing. A lot is based on the inherent right of Métis to the land, self-government and resource rights. There is so much to be discussed but it can only be done if we are all at the table as a collective. In the end we see the need, and we need to find the solutions. (Clément Chartier)

CLOSING REMARKSMarty Klyne, Forum Chair, extended thanks to participants and all Panel members for their contributions during the Forum. He thanked the MNC President and Board of Governors for their support with the forum, noting it was the first in a series of Economic Development Forums. He advised that the forum had been recorded and a summary would be provided to all participants.

Forum Chair Klyne thanked the Métis Nation – Saskatchewan (MN-S) Directors, Executive, as well as the MNC staff and program organizers for their efforts with organizing the event. He extended appreciation to Max Morin for the Opening Prayer and thanked Saskatchewan MP Robert Clarke for his attendance. The efforts of the panel moderator Trevor Gladue were acknowledged.


Forum participants were thanked for their comments and input and Chair Klyne expressed support for ensuring the north was included in all economic development opportunities. He extended thanks to the MNC and MN-S for the invitation to participate as Forum Chair.

CONCLUSIONThe Métis Nation Economic Development Forum (Northern Saskatchewan) held March 16, 2011 concluded at 3:47 p.m.


LIST OF APPENDICES

Appendix #1 Participant List

Appendix #2 List of Acronym Definitions

Appendix #3 Overhead presentation titled “Clarence Campeau Development Fund”, presented by Roland Duplessis, Chief Executive Officer, Clarence Campeau Development Fund (CCDF)

Appendix #4 Overhead presentation titled “Clarence Campeau Development Fund, Métis Energy and Resource Programs Guidelines”, presented by Steve Danners, Director, Métis Energy & Resource Program, Clarence Campeau Development Fund (CCDF)

Appendix #5 Overhead presentation titled “The Procurement Strategy for Aboriginal Business”, presented by Marc Poot, Supply Specialist, NCS Acquisitions, Public Works & Government Services Canada

Appendix #6 Overhead presentation titled “Métis Economic Development Sector”, presented by Monica Brunet, Director, Métis Economic Development Sector, Clarence Campeau Development Fund (CCDF)


APPENDIX 1 – List of Registered Forum Participants

Anderson, Jana Note-TakerAugier, Allan MN-S, Timber BayBachiu, Vern Westcap Management Ltd.Boyes, Scott First Nations & Metis RelationsBrunet, Monica Clarence Campeau Development Fund (CCDF)Burelle, Richard SASKPOWERBurnoff, Emile Northway EnterprisesBurnoff, Laura MN-S, La RongeCaron, Laurier MN-SChartier, Clement MNCChartier, Phillip MN-S, Buffalo NarrowsCouillonner, Anne Marie MN-S, Canoe NarrowsDanners, Steve Clarence Campeau Development Fund (CCDF)Davis, Lynette MNCDesjarlais, Ray SASKPOWERDoucette, Robert MN-SDuplessis, Roland Clarence Campeau Development Fund (CCDF)Durocher, Peter MN-S, Ile-a-la CrosseElliot, Phil La Loche Fuel Bar Inc.Ewing, Julia Shore GoldFavel, Duane Mayor, Ile-a-la CrosseFiddler, Joe MN-S, Cumberland HouseFiddler, Kelly Enterprise SaskatchewanFiss, Curtis MN-S, Stony RapidsFofonoff, Gregg Sask Metis Economic Development Corporation (SMEDCO)Gale, Frank INACGardiner, Louis MN-S, Ile-a-la CrosseGauthier, David Entepreneurial Foundation of SaskatchewanGladue, Oneill SaskTelGladue, Richard AREVA Resources CanadaGladue, Trevor LEDCOR IndustriesGregg, Wayne Clarence Campeau Development Fund (CCDF)Gustafson, Barb Clarence Campeau Development Fund (CCDF)Hanson, Marlene MN-S, Buffalo NarrowsHanson, Norman MN-S, Buffalo NarrowsHood, Walter Clarence Campeau Development Corporation (CCDF)Hood, Wendy Northern Enterprise FundHuber, Colleen SaskEnergyJackson, George First Nations & Metis RelationsJanvier, Donna MN-S, DillonJanvier, Emilien MN-S, La LocheJanvier, Victoria MN-S, La LocheJohnson, Helene MN-S, ArcherwillJohnson, Norman Primrose Lake Economic Development CorporationJolibois, Georgina Mayor, La LocheKemp de Gereda, Sarah MN-SKenny, Fred MN-S, Ile-a-la CrosseKlyne, Marty ChairKnudsen, Pat Knudsen Trucking/Cement/Sand & Gravel

Appendix 1 to the Proceedings Report of the Métis Nation Regional Economic Development Forumheld March 16, 2011 in Prince Albert, Saskatchewan Page 1 of 1

Krahn, Rebecca Clarence Campeau Development Fund (CCDF)Lafleur, Eugenie MN-S, Big RiverLaliberte, Ernest MN-S, PatuanakLaliberte, Raymond MN-S, Buffalo NarrowsLaroque, Clara MN-S, Uranium CityLarson, Pam Clarence Campeau Development Fund (CCDF)Lavallee, Gillis SaskEnergyLavallee, Larry MN-S, Timber BayLeClair, Marc MNCLepine, Georgia MN-S, Cole BayMartenuk, Charlene DHC CustomMaurice, Alex Primrose Lake EnergyMaurice, Ambrose MN-S, Canoe NarrowsMcCallum, Fred Mayor, Green LakeMcDonald, Robert MNCMcDonald, Shawn First Nations & Metis RelationsMcKay, Andy Mayor, Cumberland houseMcKay, Darlene MN-S, Prince AlbertMcLeod, Bob Clarence Campeau Development Fund (CCDF)Montgrand, Delphine MN-S, DucharmeMontgrand, Paul MN-S, Turnor LakeMorin, Allan MN-SMorin, Lennard MN-S, Cumberland HouseMorin, Max MN-SMurray, Bill Mistik ManagementNadon, Susan Agriculture & Agri-Food CanadaNatomagan, Mike MN-S, WeyakwinNatomagan, Sharon MN-S, PinehouseNess, Bernie Saskatoon Regional Economic Development AuthorityNicolas, Georgette Clarence Campeau Development Fund (CCDF)Patterson, Ryan Clarence Campeau Development Fund (CCDF)Poot, Marc Public Works & Government Services Canada (PWGSC)Powder, Russell MN-S, Uranium CityRaymond, George MN-S, Ile-a-la CrosseReddekopp, Maxine Clarence Campeau Development Fund (CCDF)Rediron, Rene Snake Lake ConstructionRivard, Al MN-S, La RongeRoy, Darwin CAMECOSpriggs, Jennifer Clarence Campeau Development Fund (CCDF)Strong, Glenn Points AthabascaSylvestre, Eernest MN-S, Buffalo NarrowsTaylor, Mavis MN-S, GlaslynTheaker, Jonathon Saskatchewan Economic Development AuthorityToulejour, Archie MN-S, La LocheTrottier, Paul MN-S, Flin FlonVermette, Perry Vermette Trucking & Wood Preservers Ltd.Watteyne, Wenda MNCWeinstein, John MNCWoods, Bobby Mayor, Buffalo NarrowsWoodward, Johnny MN-S, Buffalo NarrowsWriston, Julie Westcap Management Ltd.


APPENDIX 2 – Acronym Definition List

AFN Assembly of First NationsCCDF Clarence Campeau Development FundFNMB First Nations Métis RelationsGDI Gabriel Dumont InstituteINAC Indian and Northern Affairs CanadaMEDO Métis Economic Development OrganizationMEDS Métis Economic Development Symposium MERP Métis Energy and Resource ProgramMMF Manitoba Métis Federation MNC Métis National CouncilMN-S Métis Nation – Saskatchewan MOU Memorandum of UnderstandingMP Member of ParliamentNAFTA North American Free Trade AgreementPSAB Procurement Strategy for Aboriginal BusinessSPAB Set-Aside Program for Aboriginal BusinessSMEDCO SaskMétis Economic Development CorporationWTO-ATP World Trade Organization Agreements on Government Procurement


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